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c343770a74a31ff2ca61187d7212acc9 | https://www.forbes.com/sites/karenhua/2016/08/24/ellen-degeneres-flips-houses-sold-9-9-million-home/ | Ellen DeGeneres Flips Homes and Makes Millions: A History and a Hushed Sale | Ellen DeGeneres Flips Homes and Makes Millions: A History and a Hushed Sale
Ellen DeGeneres shines in the spotlight most notably as a talk show host who enjoys gifting her guests with swag featuring her face on it. But, most of her personal life remains low-profile.
In an off-market deal, DeGeneres and her wife Portia just sold their Hollywood Hills home for $9.9 million. The mansion now belongs to Barry Schwartz, Calvin Klein’s childhood friend and business partner, as well as the brand’s co-founder.
As quiet as the sale was, though, DeGeneres has garnered attention as one of Hollywood’s biggest celebrity home flippers, having owned and sold seven properties over the past 10 years – and 12 properties since she rose to fame. Her real estate ventures range from a $1.2 million tree house to a $12 million Malibu beach estate and a $40 million mansion that she flipped for a $15 million profit. She has rented to Nick Jonas and sold to Ryan Seacrest, among other celebrity A-listers.
The $9.9 million home DeGeneres just sold holds a lengthy history of its own. DeGeneres first purchased the residence in 2005 for a rumored $6.5 million – then sold it in 2007 for a $3.5 million profit to manufacturing heiress, Allison Milgard. In a “real-estate déjà vu,” DeGeneres bought the home back in 2014 for $8.75 million, only to sell it a second time for a $1.15 million profit. These transactions over the past 11 years leave DeGeneres with a net profit of about $3.4 million – so it’s clear the talk-show titan understands how to lucratively turn over a property.
The 4,000-square-foot ranch-style house features five bedrooms and three bathrooms. A quarter of the area is taken up by a 1,100-square-foot great room, and another quarter holds the master suite.
The gated residence, designed by architects at Marmol Radziner, sits near the top of Nichols Canyon, offering panoramic views of both the city and the canyon. Across two acres, manicured lawns and large trees provide shade and the utmost privacy.
From the entrance, Pennsylvania bluestone flooring sprawls through the house then runs around the swimming pool, outdoor spa, and fire pit.
The open, airy aesthetic of the house allows one each room to flow seamlessly into each other, especially with the transparency of the glass walls that line the back of the home. In addition, the high-vaulted, wood-beamed ceilings further make the mansion feel more spacious than it already is.
The DeGeneres couple certainly won’t be scrambling to find a new roof over their head since they already own several Los-Angeles properties: an entire floor of the Beverly West building (which cost $16 million), another $16 million contemporary Beverly Hills home, and a 17-acre, $26.5 million Tuscan villa in Santa Barbara.
DeGeneres, at No. 13 on FORBES’ 2016 list of highest-paid celebrities, recently voiced the titular character in Finding Dory, the Finding Nemo sequel.
Along with ‘The Ellen Show’ and her ‘Finding Dory’ role, DeGeneres also has a CoverGirl deal and Heads Up! mobile game that’s been downloaded 25.5 million times.
The $75 million she’s already earned this year allows her to keep a hobby like flipping houses and interior decoration (and constant redecoration). DeGeneres, who sells and buys most of her homes furnished, even put out a book called Home last year, detailing her own real estate adventures and interior design inspirations.
As she told the Los Angeles Times last year, “I just think about the new-ness of moving into a different house. To me, it’s actually really fun.”
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8d91e9dac347b10a3b4a3c6e271a726d | https://www.forbes.com/sites/karenhua/2017/01/18/the-celebrities-attending-the-womens-march-on-washington/ | The Celebrities Attending The Women's March On Washington | The Celebrities Attending The Women's March On Washington
On Saturday, January 21—the day after Donald Trump is inagurated as the 45th President of the United States—the Women’s March on Washington will take place.
What began as a grassroots Facebook event quickly blossomed into a national movement, following discontent after the 2016 presidential election. However, the official Women’s March organization, emphasizes a pro-women initiative rather than an anti-Trump one. With Planned Parenthood as an official partner, the march aims to raise awareness of women’s rights to reproductive healthcare, funds, and protection.
Several celebrities—from ages 15 (Rowan Blanchard) to 70 (Cher)—have not only voiced their support on social media, but they have galvanized fans to join them. The Artists Table has also amassed dozens of A-listers standing in solidarity with 200,000 expected to march over the weekend. Here are few of the most vocal.
Screenshot from Beyoncé's Facebook page.
There’s no one who says “Okay ladies, now let’s get in formation” more persuasively than Beyoncé Knowles. Queen Bey hasn’t officially confirmed her attendance yet, but her sister Solange will be headlining the Peace Ball at D.C.’s National Museum of African American History and Culture on January 19.
The march’s organizers also confirmed performances by Janelle Monae, Questlove, Grimes, and several other coveted artists—what already seems to be a more star-studded lineup than the inaugural acts.
A video posted by Lena Dunham (@lenadunham) on Jan 16, 2017 at 7:33pm PST
Just in time for the March on Washington, Lena Dunham, Meryl Streep, Jennifer Lawrence, Mindy Kaling, Amy Schumer, Hari Nef, Constane Wu, Gina Rodriguez, JJ Abrams, Andrew Rannells, and several others collaborated on a short film chronicling a century of Planned Parenthood history. So far, Schumer has confirmed she will be marching, but the others have just voiced their support.
A photo posted by KATY PERRY (@katyperry) on Nov 11, 2016 at 5:19pm PST
Katy Perry was perhaps one of the most active celebrities on Hillary Clinton’s campaign trail—not only singing at events but even dressing as the Democratic nominee for Halloween. On Instagram, Perry explained why she donated $10,000 to Planned Parenthood: “Planned Parenthood educated me on my body and my reproductive health, so that I could focus on my dreams and using my voice until I knew the timing was right for me to make a plan to have a family. Since then, I have been able to focus wholeheartedly on bringing messages of strength and becoming a voice for others. Without this education, I may have had a different life path.”
A photo posted by America Ferrera (@americaferrera) on Jan 14, 2017 at 8:22pm PST
America Ferrera—who appropriately shares a name with this country—was recently announced as the chair of the Artists’ Committee. She along with members Gloria Steinem, Julianne Moore, Patricia Arquette, Frances McDormand, Padma Lakshmi, and others have been organizing to march in Washington over the past few weeks.
Ferrera personally intends to bring her husband along, “because male or female, we are proud Americans who will fight for what we know is right for our fellow brothers and sisters.”
A photo posted by Olivia Wilde (@oliviawilde) on Jan 16, 2017 at 4:25pm PST
Olivia Wilde has been posting about the march for several weeks now, urging her followers, “(We march) to put our bodies on the line, and stand up for the values we are simply not willing to compromise. All are welcome. Men included!”
A photo posted by Chelsea Handler (@chelseahandler) on Jan 17, 2017 at 10:17am PST
Comedian Chelsea Handler will be at Sundance Film Festival over inauguration weekend, but she is planning to attend the march in Park City, Utah. She captioned her Instagram post, “My daughter and I will be marching on Main Street at the Sundance Film Festival. Come march with us. 9am!”
Appropriately, in December, Handler wrote an article for Thrive Global in which she stated, “We don’t just have a problem with men supporting women in this country; we have a problem with women supporting women…Ladies, forget the jealousy. Forget the competitiveness. We are stronger together.”
A photo posted by Rowan Blanchard (@rowanblanchard) on Jan 13, 2017 at 10:35am PST
The youngest celebrity to openly address the March on Washington is 15-year-old Rowan Blanchard—who is even speaking at the Los Angeles event. She and her mother have also been working independently to raise funds for Planned Parenthood. “I am proud and excited to be speaking at the @womensmarch Los Angeles (in Pershing Squire in downtown) and I hope to see you there,” she wrote on Instagram.
On the other hand, the march's oldest social media supporter, 70-year-old Cher, has tweeted frequently about the march in her notorious, all-caps approach. Though protesting Trump isn't the march's core mission, Cher has chosen to focus her attention on opposing the new president.
Other celebrities who have committed to marching include Zendaya, Chloe Grace Moretz, Hari Nef, Scarlett Johansson, Debrah Messing, and Jane Levy. Multiple Orange Is the New Black stars Uzo Aduba, Danielle Brooks, Diane Guerrero, and Lea DeLaria will also be making the trip to D.C.
For those who can’t make it to Washington on Saturday, there are more than 150 sister marches around the country and almost 300 around the world.
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3c3564614f86d3aee93b0504bdb09109 | https://www.forbes.com/sites/karenhua/2017/02/14/forbes-30-under-30-designer-claudia-li-shows-her-fall-winter-2017-collection-at-new-york-fashion-week/ | 30 Under 30 Designer Claudia Li Shows Her Fall/Winter 2017 Collection At New York Fashion Week | 30 Under 30 Designer Claudia Li Shows Her Fall/Winter 2017 Collection At New York Fashion Week
What’s the angle on fashion designer Claudia Li?
For the 2017 FORBES 30 Under 30 honoree, there’s nowhere to go but up with a mentor like British designer J.W.Anderson—and Li’s fall/winter 2017 collection is her most elevated work yet—literally. (Models stoop atop three-foot-high mirrored podiums at her New York Fashion Week presentation.)
Showcasing her fourth NYFW season, Li, 27, is considered “older” for launching her own line. Her current collection consciously reflects her maturation as a designer.
“For me, this collection is much more grown up than last season because I’ve grown up as a woman since my first collection,” Li explained (in a delightful Australian accent). “The story is of a girl, and instead of traveling to the future, she travels back in time to learn and grow from some strong female figures in history.”
Speaking with Li before her presentation at Chelsea’s ArtBeam studios, there was a calm in her voice typically nonexistent during Fashion Week. The relaxed backstage environment mirrored her collection’s ease and effortlessness.
“There were definitely some hard moments in my career,” Li explained. “But when I see the collection and the story coming alive every season, I just forget about that. I don’t feel tired anymore.”
While Li’s designs emphasize the obscure angles of a woman’s body—elbows, shoulders, collars, knees, wrists—the mirrors exaggerate the angles even more. Her fall/winter 2017 collection features the oversized silhouettes consistent in her previous lines—especially mid-calf cuts and bell sleeves. Li continues to incorporate her favorite fabrics, denim and dress-shirt, but she also introduces refreshing pops of fur and corduroy.
Though her aesthetic has always derived influence from menswear, this season infuses men’s tailoring even more—even though last September’s “feminist-floral” orchid-inspired line included a few men’s looks (and a transgender model, as well).
Focusing exclusively on womenswear this season, Li explained, “For me, it’s about connecting with my audience. It’s not about who I want the clothes in. It doesn’t really matter where you’re from or who you are, as long as you’re connecting with the story and what I’m trying to say.”
These all-white ensembles were the two standout looks from Claudia Li's fall/winter 2017 collection.
This season’s hues—cerulean, orange, bold plaid—are much more saturated than the sorbet-pastel palettes of prior seasons. Despite Li’s use of strong colors, two all-white overcoat ensembles stole the show. The pristine jackets were draped over ivory silk shirts with spiral puffed sleeves, but other pieces of outerwear were worn alone. A plaid raincoat with poncho detailing was particularly stunning, as was a khaki plaid jumpsuit worn like an overcoat.
Li, whose collections have typically featured a soft pastel palette, experimented with plaid this... [+] season.
With pantsuits in vogue this season, Li took a modern, asymmetrical interpretation of the professional ensemble. One beige outfit fused the tracksuit with the pantsuit, merging work and leisure.
Claudia Li is bringing corduroy back into vogue.
While velvet has been the sartorial statement of the season, Li takes the trend to another level—to corduroy, the velvet's ridged sibling. Mixing thick and thin cords, a blue flared dress with rounded shoulders and an orange blazer with pants peaked at the knees successfully reintroduced the textile into style.
Just weeks ago, Li won the 2017 Fashion Group International (FGI) Rising Star award for womenswear, further solidifying her place as an emerging designer to watch. “I think creatively, I feel much more freedom to express now,” Li commented. “I’m refined because I’m growing and still learning. It’s a marathon, slow and steady.”
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73300aa3f3e579d10beb61107811e487 | https://www.forbes.com/sites/karenrobinsonjacobs/2019/04/09/will-chuck-e-cheeses-ipo-lure-more-restaurants-back-to-the-market/ | Will Chuck E. Cheese's IPO Lure More Restaurants Back To The Market? | Will Chuck E. Cheese's IPO Lure More Restaurants Back To The Market?
The parent of Irving, Texas-based Chuck E. Cheese's is looking to return to the stock market after... [+] going private in 2014. Getty
Will a mouse sighting herald a bull run?
That question arises after the parent of Chuck E. Cheese announced plans this week to return to the public market, a move few restaurant brands have made in the past four years.
Irving, Texas-based CEC Entertainment, Inc. and London’s Leo Holdings, Corp. said the two plan to execute essentially a reverse merger that will return the kid-themed house ‘o mouse to the public markets for the first time since it was acquired by affiliates of Apollo Global Management in 2014.
The new stock would trade on the NYSE under the ticker “CEC,” the company's previous symbol. Both sides expect the deal to close in the second quarter, which is when the real watch party begins.
Earlier in the decade, new restaurant stocks started with sizzle only to fizzle as sales and growth failed to keep pace with Wall Street’s expectations.
Aside from the parent of Fatburger, which went public in 2017, no major restaurant brands have gone public in recent years. But between 2017 and 2018, nine brands with an enterprise value of more than $14 billion fled the markets, one study showed, as private equity went on a buying spree.
Investors will be watching to see whether the new and improved Chuck E. Cheese can flourish, and give encouragement to other brands to come off the sidelines.
“There's going to be quite a bit of watching this one to see how it does,” said Aaron Allen, chief strategist and owner of restaurant consulting firm Aaron Allen & Associates, whose company gave the $14 billion estimate.
“If this one goes public ... if it does better than might be expected, given the history of the brand and the potential going forward ...If that happens, it could encourage and excite others about public markets. Generally this is going to be kind of a wait-and-see approach.”
Leo, a publicly traded special purpose acquisition company, intends to change its name to Chuck E. Cheese Brands Inc. immediately following the closing of the proposed transaction. CEC also owns the Peter Piper Pizza chain.
Chuck E. Cheese CEC Entertainment
Apollo is not selling its shares and will continue to be the majority owner. So the deal isn’t as much exit strategy as it is an approach to gain money to pay down debt.
But will Wall Street bite?
CEC estimates the newly public company will have an initial enterprise value of about $1.4 billion. For its 2018 fiscal year, the company said it saw revenue of $896 million and said it started 2019 with an enviable 7.7% gain in same store sales, a key chain metric.
Chuck E. Cheese’s has 606 locations in 47 states and 14 countries. Some 15% are franchised. That’s a low percentage in today’s restaurant industry and increases the company’s need for cash to continue to grow.
Peter Piper Pizza has 144 locations across six southern and southwestern states, including Texas and Arizona, and Mexico. By comparison, 73% of locations are franchised.
The Leo deal will help the company “aggressively pursue opportunities in the next stage of our company's evolution,” Tom Leverton, CEC’s chief executive said in a statement.
“Our future growth plans are based on enhancing the total guest experience, unlocking operational investments, growing and upgrading our venues, and opportunistically pursuing [merger and acquisition] initiatives,” he said.
About $200 million in cash held in a Leo Holdings' trust account and $100 million in new private placement proceeds will be used to pay transaction expenses and pay down company debt.
Under Apollo’s ownership, CEC has invested in store remodels and launched a value-focused All You Can Play initiative that eliminates the need for the formerly ubiquitous Chuck E. Cheese coins, which most parents still have lining the bottom of a kitchen drawer.
The updates have helped the decades-old brand retain relevance, even as its original customers shepherd their grandkids through a maze of color and sound.
Launched in 1977 in San Jose, California as Chuck E. Cheese's Pizza Time Theatre, the brand has morphed more than once since Atari inventor Nolan Bushnell looked to merge family-friendly food and the then-new field of video games.
The chain has revamped some of its locations to make room for an interactive light-up dance floor. That has meant removing the signature animatronic animal bands that have inspired TV and video game parodies (along with some childhood anxiety) since the brand's earliest days.
The company has updated the menu to be more chef-driven and thus less of a sacrifice for parents.
The brand’s long tenure separates it from some of the younger companies that made the public-to-private transition in the past few years, a roster that includes North Texas-based Jamba Juice and Zoe’s Kitchen.
“I think one thing that makes this one a little bit different is the segment of the industry that” CEC is in, said Mark Kalinowski, a restaurant industry analyst and founder, president and CEO of Kalinowski Equity Research.
“Some of the ones that maybe didn't fare so well in the public market were more fast-casual brands. Some of them just in hindsight maybe weren't ready for prime time.
“But no one looks at the brands CEC Entertainment owns and confuses them with fast casual. They're very different segments of the industry, and in its own way that's not a bad thing," in terms of attracting investor attention.
“If something wasn't working in the past, generally speaking, you don't necessarily want to lead off the new wave with what's very fresh in investors’ minds as 'Hey, this doesn't work.' You want to maybe try something different and CEC is different than a lot of things that are out there.”
With so much private equity money chasing restaurants, operators have had less of a need to approach the public markets, analysts said.
Is that about to change?
“Things tend to come in waves you know,” Kalinowski said. “We're definitely somewhat in [an IPO] drought right now, but that'll end eventually. And who knows, maybe this is the one that kind of get things going again. It will be interesting to watch.”
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20d2e487ca1d7d025af748d471f01970 | https://www.forbes.com/sites/karenwalker/2020/06/19/4-ways-to-decrease-your-blind-spots-as-a-leader/ | 4 Ways To Decrease Your Blind Spots As A Leader | 4 Ways To Decrease Your Blind Spots As A Leader
Hunting bird with blinders close view Getty
Two common questions in an executive coaching practice are, “How am I doing compared to others?” and, “What else should I consider?” These queries are commonly related to blind spots.
Blind spots are a common concern for leaders. Most managers want to increase their probability of success and decrease their possibility of failure. For a leader, the stakes are high. Your blind spots affect not only your performance but the performance of your team, too.
One reason for blind spots is the “Dunning-Kruger effect.” Briefly stated, psychologists David Dunning and Justin Kruger found that we tend to have a positive bias toward our knowledge and abilities, especially in areas we have little understanding. For example, a recently promoted leader, managing new functions where she has little experience, would be particularly prone to a positive cognitive bias. Successful leaders tend to learn quickly and may underestimate the complexity of their new areas of responsibility, creating personal blind spots and organizational problems.
Here are four ways to decrease these blind spots:
Acknowledge the potential for bias. If you are unaware of the possibility of bias, it is unlikely that you will be mindful of your blind spots. A recent study found that 62% of those who performed worst on a knowledge test believed that they knew as much or more than experts.
A famous, although extreme, example of Dunning-Kruger bias shines through in one particular criminal case. Bank robber McArthur Wheel learned about the use of lemon juice as invisible ink. He then inferred that lemon juice would have the same effect on the human body, so he covered his face with lemon juice and robbed a bank. (He was arrested the same day). In the business world, the number one cognitive bias that exists in behavioral finance, for example, is overconfidence bias. Typical behaviors include the illusion of control and timing optimism. In many leadership situations, managers need to be on the lookout for these behaviors.
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Seek out and use diverse points of view. Understanding a variety of perspectives provides a leader with many benefits, none of which are more important than helping you decrease your blind spots. In today’s workplace, leaders are often rewarded for making quick decisions. But by taking the time to seek other, differing opinions, you will expand your perspective and options. Start by actively questioning those with different backgrounds, expertise and values. Do not discard what you hear that is different from your response, and cultivate an attitude of curiosity. At a minimum, ask, “If this were true, how would it impact the situation?”
Use personal developmental feedback. The Johari Window, a commonly used model for self-awareness, identifies a “blind area” that can be decreased primarily through asking for feedback. Leaders who participate in developmental 360 assessments, for example, can discover specific blind spots – information that is known to others but not to the leader. The best of these assessments is based on behavioral competencies. As a leader, you can also create an atmosphere within your organization that values feedback. Ask for it, and let your organization see behavioral changes that result from it. These changes will encourage others to take the risk that providing feedback requires. But don’t ask for feedback if you aren’t willing to take action based on what you learn, or you will discourage those in your organization from speaking up again.
Incorporate data-driven monitoring processes for future risk for your business. Using diverse points of view as input, create a dashboard of significant factors in the strategic areas that you are most concerned about overlooking. Scenario planning, pioneered by Peter Schwartz and the Global Business Network (now part of Deloitte), provides the methodology for this. Scenario planning involves uncovering areas with the highest risk and specific factors to monitor for assessing probabilities. In The Art of The Long View, Schwartz tells the story of the gardening tools company, Smith & Hawken. Smith & Hawken created various possibilities of the future, leading indicators of probability for each, and options for responding. By monitoring those indicators, they were able to define a business model (mail order) that worked well for them. The firm was subsequently acquired after 15 years of growth.
Ray Anderson, the visionary founder of Interface Flooring, had an epiphany about his firm’s enormous negative impact on the environment. Floor covering was petroleum-based, used energy and water intensively, and was also a substantial input stream to landfills. Once he uncovered his blind spot, he set an unbelievable target to have zero impact on the environment by 2020. A critical tool in his team’s “mission zero” process was scenario planning. They identified significant factors that would affect their future, created EcoMetrics, and used a disciplined approach for monitoring areas such as waste reduction and water use. Twenty five years later, the program has not only been an award-winning success, it has expanded to encompass new socially conscious business models.
As an effective leader, you don’t have the time or bandwidth to repeat or correct mistakes caused by personal blind spots. If you follow the suggestions laid out here, you can significantly decrease your exposure.
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feec90c1ef6f0ff3a099861afd0814ad | https://www.forbes.com/sites/karenwalker/2020/07/07/are-your-a-players-getting-back-in-the-game/ | Are Your “A” Players Getting Back In The Game? | Are Your “A” Players Getting Back In The Game?
It is the beginning of the quarter, and your sales leaders are upgrading their teams. Are you upgrading yours?
Now is a good time for topgrading your organization’s talent. Given the current economy, “A” players who otherwise would be uninterested in a move, might be open to a call if their company’s growth has stalled. But do you know where topgrading is needed in your organization?
Topgrading, a term coined by Brad Smart, can be a formal, intensive process to help you successfully hire, coach and retain high performing talent. If you have a sophisticated tool for evaluating performance and potential, great, use it! If, like many organizations, your tools are more basic, and perhaps only based on performance, do not let that deter you from using this valuable concept.
Focus on upgrading your organization’s talent – either through development or through outside hiring.
Review for Potential and Performance
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Talent review is an important, but rarely urgent, topic. Most organizations get by with annual, year-end performance reviews, but a better practice - especially for growing firms - is to look at both performance and potential.
Mid-year is an excellent time for those combined conversations; you can separate the development tasks that are created from the discussions from the performance review itself. This check-in can also act as a point of accountability for your managers, ensuring that they are following through on their commitments from the annual performance review.
Useful talent reviews are based on discussions with your leadership team, utilizing a framework for evaluating employees. One tool, uncomplicated but directionally correct, is the talent 9-box.
The 9-box concept combines your existing performance review with an assessment of potential. According to Raghu Krishnamoorthy, former vice president of executive development and chief learning officer for GE, it’s a secret ingredient in a successful talent review system. The importance of the 9-box, he says, lies in its use “not as a means of forced ranking but as a way of facilitating differentiation.”
What is a 9-box? Typically, a three-by-three matrix is used to plot potential vs. performance for an organization’s employees into nine distinct boxes with the names of your “stars,” high performing/high potential employees, placed in the top right box. The plotting is essential, but its actual value comes from the ensuing leadership team discussion. Each manager presents his or her view of their employees’ placement on the matrix and the leadership team discusses. Two crucial ground rules are 1) Do not say anything you wouldn’t say outside the room (i.e., be respectful) and 2) Do not try to evaluate anyone you’ve worked with for less than six months. You did, after all, hire for potential!
The differing perspectives of an employee’s performance and potential can be eye-opening. Managers will also understand that their “A” players are not only high performance combined with good potential. An “A” player can be someone who is a trusted resource in her functional niche, e.g., a superstar controller who will never, due to ambition or skill, be a CFO, or perhaps you have outstanding coder on your team who is unlikely to manage.
If you find that you have employees whose skills are lower than their high potential, you must determine if you have the time to develop their potential. Consider if the specific staffer is interested in development. If so, plan to develop him, and monitor the results. If not, ask yourself if the short-term pain of replacing the employee is worth avoiding. How does it stack up against the long-term gain of hiring a new manager with upgraded skills?
The output from a talent review discussion broadens the leadership team’s appreciation for expertise from other business parts. It creates a trackable list of development efforts each manager should make on the part of each employee. Those efforts, in turn, demonstrate your commitment to advancing the careers of your staff.
From a broader perspective, it also deepens your understanding of your internal talent - not just individually but as a combined organizational zentity. Using the talent 9-box shows you where the holes are in your succession plan. It prompts you to think, with urgency, about those areas of the organization that need upgrading.
Now that you know, where and how will you improve your talent pipeline? Set one goal for your organization’s talent - move it up and to the right.
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c8fb92e53dbfb891e5b8a796e2ffb0dd | https://www.forbes.com/sites/karenwalker/2020/07/22/the-cro-and-the-evolution-of-the-traditional-sales-model/?sh=39923f586e3a | The CRO And The Evolution Of The Traditional Sales Model | The CRO And The Evolution Of The Traditional Sales Model
What’s behind the emergence of the Chief Revenue Officer (CRO)?
I met with Lauren Goldstein, Chief Revenue Officer (CRO) for Annuitas, an organization that leads strategic demand marketing transformations, to discover more about this trend.
Lauren, one of the first things that I noticed about you when we connected was your CRO title. What is a CRO, and what is driving this emergence?
The CRO role occurs primarily in organizations that are a little more progressive. You will see the title used in companies where the job Chief Growth Officer (CGO) is the evolution of a Chief Marketing Officer (CMO), and the Chief Revenue Officer (CRO) is the transformation of the Head of Sales. The prevalence of the job title acknowledges that now, more than ever, organizations must focus on outcomes, not actions. This new, broader focus pertains to the customer life cycle, delivering better customer experiences, and developing more successful companies as they unlock their customer potential.
But traditionally, aren’t Heads of Sales measured on outcomes? Is it that now, the results are broader?
Yes, the desired outcome now is not just about the sale. The finding also reflects reducing churn in the customer base. It is a much broader lens of ownership, encompassing the total benefit to the organization. The outcome highlights not just revenue per se, but the value of the customer to the organization. A CRO is not only overseeing a team of sellers, but she is also responsible for Customer Success. The CRO partners with Marketing to ensure that the customer has a great experience at all stages, both pre- and post- purchase.
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How is the CRO and CGO partnership different from the traditional CMO and CSO (Chief Sales Officer) relationship?
I was recently on stage with a CMO, and we were trying to set up the classic ‘sales vs. marketing’ challenge. But we didn’t! We both believed that when sales and marketing succeed, it is when they have a tightly aligned set of outcomes. Their KPIs are 100% in sync with each other. That forces them to have the conversation, ‘How are we doing? Where do we have gaps? What do we need to do?’ Especially when both Sales and Marketing report to the Board, they need to present as a united front. Behind the scenes, the departments know how to troubleshoot together as part of their everyday interactions. Everyone is always looking for ways to optimize performance.
You talk about the “we” mindset, and how a partnership is critical. What other competencies are critical for a CRO’s success?
First, the CRO must have a deep, intimate sense of what will help your customers and prospects. The best sales people, and the best marketers that I know, are those who seek to understand their prospects. The ability to have compassion, to be dialed into specific needs, and also know, “How do we help our customers make their case?” In addition to those softer skills, a good CRO needs to have a very analytic mind to manage her pipeline of prospects. Many CROs are focused on volume. I believe that we need to control the funnel itself. How do we widen the funnel, not just increase input? You do that with sales and marketing efficiencies – driven by the partnership of the CRO and CGO, with common, complementary goals.
Say more about the CGO. It sounds like a vital component to the success of a CRO.
Historically, there are two kinds of CMOs – one with a classic, driving preference, creating and moving the brand forward. Then, some are more focused on performance, not preference. They tend to be analytical, rather than communications, oriented. A successful CGO combines both skill sets. The classic type can become a successful CGO by hiring and valuing the analytical types around her – and driving the brand through demand.
You said earlier that progressive organizations tended toward the CRO role. What would you say to other organizations?
Businesses moving toward the SaaS (software as a service) based model have really propelled this need to look at the entire customer experience. It is the nature of the tech business today. CROs need to think about something more substantial than just landing ‘the next new thing.’ In younger organizations, it is easier for executives to think about the difference between growth and sales. Companies that have been around longer often have to address the problem as a change management issue, and they encounter significant resistance. Resistance to change is often a reality for the organization and for its board.
What is the biggest challenge to driving growth?
People, process, context and technology drive growth. Driving growth with technology, context and process are easy. But 100% of the time, it is difficult to create alignment around growth and get leaders to agree about how success looks.
At the end of the day – is a CRO’s success based on a more pervasive view of the organization success?
Yes. Having that 360-degree view of the levers that drive growth for business – net new customers, current customers, and better yet, when your customers are your advocates, and you have true partnerships. That is the difference – that’s what a CRO is tasked with, to manage the big picture.
As a successful CRO, I know you give back to your profession. Tell me about the 501(c)3 organization that you co-founded.
Shari Johnston had the idea for an organization to mentor and promote women to help them get to the next level in their revenue careers. She reached out to 11 other women. We all came to the call and agreed that we think there’s value in creating this organization. So, the Women in Revenue organization was born. We encourage networking and help each other understand the lessons learned sooner and better. We are also offering thought leadership content. In just 18 months, we have grown to 2500 members. Membership is free. We have incredible sponsors who have made our expansion possible. Women in Revenue is a community of like-minded people who are finding value in collaborating. It has been a labor love.
This interview has been condensed and edited for clarity.
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e4e21e6a38a71959dd9a5c93a5b8389b | https://www.forbes.com/sites/karenwalker/2020/08/21/why-say-no-do-you-control-your-calendar-or-does-your-calendar-control-you/?sh=25fb429736ce | Why Say No: Do You Control Your Calendar, Or Does Your Calendar Control You? | Why Say No: Do You Control Your Calendar, Or Does Your Calendar Control You?
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Remember how spacious March felt (for most of us)? But now you’re working at full – or over – capacity, and there’s no end of calendar invitations coming your way, all wanting your time in the coming days and months.
Colleagues are proposing new projects, requesting volunteers, and executives are seeking your opinion.
What Buddhists refer to as the 10,000 things of daily life regularly appear. You have to take care of numerous matters. But how do you ensure that you have time to get the right things done, and that you are not automatically just getting things done?
Learn to say no and understand why it’s important to do so.
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We often say yes because we don’t know how to say no, or we’re concerned that someone won’t like us, or will feel that we don’t like them. It also usually feels good to do something for someone else, and to be invited to participate.
There are useful resources on how to say no to requests for your time, and a few common themes are to provide alternatives, politely ignore, and or to explain yourself.
If you’ve said no in the past – and everyone has at some point – you have the skill. You know how to do it.
So why don’t we say no more often? Why do we allow ourselves to become overbooked and over-busy?
Why No is Essential
What’s often missing is the deep motivation to say no and a true understanding of why you should say no.
Understanding why is key to any behavior change. In this case, comprehending why is a reminder that you want, and need, to be spending your most limited resource (your time) on matters with the most significant benefit to you. It’s also the key to being able to say no to requests for your time easily.
As Simon Sinek, the best-selling author, reminds us in his article, The Science of WHY, why corresponds “to the middle section of the brain, the limbic system. This is the part of the brain responsible for all our behavior and decision making. It’s also responsible for all our feelings, like trust and loyalty.”
If you understand why it’s important to say no, you’ll have an easier time doing it and sticking with it.
Your reason to decline might be health- related. Perhaps your overstuffed calendar doesn’t leave time for activities that aid your good health. This issue is common enough that even the Mayo Clinic has an article on saying no, suggesting that “yes-is-stress,” an excellent mnemonic phrase to remember.
Your why might be a need to focus on doing the important versus doing the urgent, as outlined in Stephen Covey’s classic book The 7 Habits of Highly Effective People. Based on the Eisenhower box, it reminds us that urgent is rarely important, and important is rarely urgent. First, scheduling the most important matters and saying no to less critical if urgent issues, is a principle of effectiveness.
Or maybe your why is a need to do Deep Work, a concept that Professor Cal Newport defines as “the ability to focus without distraction on a cognitively demanding task.” Deep work requires dedicated time, which isn’t available without your ability to say no.
Block off time on your calendar and protect it. No one else will do this for you.
Define the essential activities and understand why they rank in that critical category. Greg McKeown’s doctrine of Essentialism is a helpful tool. He says, “Essentialism is not about how to get more things done; it’s about how to get the right things done. It doesn’t mean just doing less for the sake of less either. It is about making the wisest possible investment of your time and energy to operate at our highest point of contribution by doing only what is essential.”
If you don’t take control of your calendar, someone else will. Understanding the necessity to protect your time will support your focus on the most impactful activities and will aid you on your path to success.
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8949e1ea9d3244d092b8f75eb5e030d2 | https://www.forbes.com/sites/karenwalker/2020/08/30/ideas-are-easy-commitment-is-not-how-to-lead-change-with-buy-in/?sh=4b689f1c6a4b | Ideas Are Easy, Commitment Is Not: How To Lead Change With Buy-In | Ideas Are Easy, Commitment Is Not: How To Lead Change With Buy-In
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The world is full of possibilities. Senior leaders, more than most people, can see those possibilities as opportunities due to their experience and the breadth of visibility inherent in their roles.
You may be tempted to grab one of those opportunities and decide that you and your organization should go for it.
If so, you enthusiastically tell your team about it and task them with creating project plans to accomplish it.
Then you might see a little activity, such as scheduled meetings or emails on the topic. But somehow, the idea never entirely comes to fruition.
Why not?
It’s often not the merit of the idea itself, or even the capability of the team.
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Instead, the idea isn’t implemented because a step was missing in the run-up to the execution.
That step? You need to create awareness about the need to change.
Your team needs to not only acquire awareness about the idea, but awareness about the necessity of the change.
“Our research has shown that 70% of all organizational change efforts fail,” said John Kotter, Harvard Business School professor and best-selling author, “and one reason for this is executives simply don’t get enough buy-in, from enough people, for their initiatives and ideas.”
Buy-in doesn’t mean they’ll do it; it means that they are committed to making it happen.
But how can you get a commitment to a new idea?
New ideas, new projects, new initiatives, these all require new behaviors. So, first, recognize that it’s hard to change behavior in any case. Also, that it’s beyond hard, it’s almost impossible if your employees don’t embrace two concepts about the change.
• They must understand both that things can be different – the possibility - and this understanding occurs when your vision becomes their vision of what’s possible.
• They must also understand, beyond just an intriguing possibility, that the future needs to different. Put another way, that it’s in their (perceived) best self-interest to make it different. Although we can act against our self-interest (e.g., unhealthy habits such as smoking), if we perceive something is good for us, we’ll work hard to make it happen. If there’s a benefit for our community (our team, our company), there’s extra motivation to achieve it.
As author and teacher Mark Murphy said in a recent article, “One of the biggest obstacles in getting folks to move with the change into the future state (where you want them to be) is that the present state is usually fairly comfortable. This comfort is why, ironically, it’s often easier to lead a change management effort in a failing company than in a successful one. In successful companies, employees will often say, "Why do we need to change if we’ve been so successful thus far?"
As a leader, your role is to help your organization understand that there is no such thing as a steady-state, that there is only growth or decline. That being successful today does not equate to success tomorrow. That things change over time - even if (however unlikely) nothing at your organization changes - your customers and your competition are changing. And you’ll need to change as well to avoid decline or, better yet, to grow.
“What does this mean to me?” is the question that humans ask whenever confronted with change. Successful change leaders will help the people in their organizations answer this question before moving into the execution of a new opportunity.
You can help by exploring two ideas with your staff. First, examine the impacts of not changing. And then discuss, transparently, how the new initiative will impact them – both in positive ways and potentially in negative ones. Help them uncover any hidden fears that are often present in people who’ve been negatively impacted before by new projects. Then, you can address those concerns and strengthen the expected positive impacts.
Yes, this takes time. It’s quicker to move into execution. But if you take the time to create awareness about the necessity to change, you’ll increase your odds of success. And if you want to move up and to the right, you need more than a team executing your ideas. You need a team executing theirs.
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79c26bec943de9ddd4c079dedc068c36 | https://www.forbes.com/sites/karenwalker/2020/09/26/say-no-to-just-do-it/?sh=5724ef8dd5b3 | Say No To “Just Do It” | Say No To “Just Do It”
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Many successful people are motivated by achievement, and in our fast-paced world, we equate achievement with action. A bias for action is a good thing – most of the time.
Bias for action, the tendency to act or decide without extensive thought, is a revered cultural norm at growth-minded companies. It’s a big part of how things get done and are accomplished quickly.
But what if fast action is not the best response? Don’t set your team up for failure by valuing speed over everything else. That leads to mountains of technical debt, unnecessary rework, and a culture of heroes who rescue the organization from the issues created by premature actions. Heroes don’t scale.
And yet, if we think about organizations that do not have this bias, stereotypical big bureaucracies come to mind. Federal governments, where projects seem never to end, and workers are burdened with paperwork, are often viewed as staid old industries. Nothing gets done quickly in government.
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Better to think of this process as a continuum.
Evaluate the Impact
Amazon’s leadership principles include a bias for action. They say, “Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk-taking.” The terms to note in the Amazon statement are “reversible” and “calculated.” This principle isn’t a carte blanche to make all decisions quickly, instead evaluate the issue, the impact of the decision, then decide on the appropriate decision-making framework – fast or slow, or somewhere in between.
When managers apply a slow reaction to decisions that require an immediate response, they create a bureaucracy. Give each action its due in terms of consequence, then decide when to move on it.
Why do we often respond too quickly and over-react?
Behavioral economists have shown that this action bias is particularly likely to occur if we do something for others or others expect us to act. Consider the tendency for soccer goalkeepers to jump to the left or right on penalty kicks, even though statistically, they would be better off if they just stayed in the middle of the goal.
When we are uncomfortable with ambiguity, we have the tendency to act too fast.
Comfort with ambiguity is a hallmark of author Daniel Goleman’s concept of emotional intelligence. It underscores self-regulation, defined as the ability to control or direct disruptive impulses and to think before acting – and it is a must- have for any successful leader.
When we’re uncomfortable with the unresolved and the ambiguous, sometimes we have an impulse to act solely to gain a feeling of control over a situation and eliminate a problem. But what if that isn’t the best answer, just the most comfortable one?
If you aren’t tolerant of ambiguity, you may take action just to rid yourself of the discomfort. You may feel that any action is better than none at all.
Just make sure that’s true.
Balance is Critical
How can you develop the right balance between action and ambiguity in yourself and your organization?
· Create awareness that there’s a continuum. It’s not “either/or,” there is a full spectrum of responses.
· When evaluating performance, and when interviewing, ask the question, “What didn’t you do?” Not what did you leave undone, but what did you purposefully avoid doing? Determining what was avoided is often just as important as what was done and can demonstrate a higher degree of competency.
· When evaluating actions for yourself, ask the same question. What will you purposefully avoid doing, and for how long, and for what purpose?
· Reward behaviors that demonstrate action at the right time, not just activity. For impactful decisions, reward thinking. Encourage the gathering of information that goes deeper than a quick internet search.
· Revered design firm IDEO suggests three specific things to increase your comfort with ambiguity:
Plan to not know. It’s OK, and sometimes better, to say, “I don’t know.” Give yourself permission to not know upfront. Shift from “should” to “could.” The question of what could occur offers a springboard for new possibilities. Change the context. Take a walk, talk to someone else. Put a little space between yourself and your need to know and take action at the moment.
A bias for action is necessary for high- speed growth. Like many strengths, if that bias is overdone, you’ll have a weakness. And because the preference has been so helpful – and so rewarded – in the past, it may be a significant blind spot in your organization.
Remember that action itself isn’t the goal, but the right effort that is optimal for the situation.
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32edf32cab69e07df50c0029a2f812e6 | https://www.forbes.com/sites/karenwalker/2020/09/29/merge-and-destroy/?sh=6c4e20559320 | Merge And Destroy? | Merge And Destroy?
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A lot of people are rewarded for doing a deal, but who gets kudos for making a deal work? Not too many, and not often. As a leader, don’t ignore vital elements for making an M&A deal successful after the paperwork is signed.
Most high-growth companies will – or hope to – experience a merger or acquisition. Many will experience these events multiple times. Too often, we treat these events as complete when the deal is done. And yet, studies show that more than 60% of mergers destroy shareholder value, with some estimates as high as 90%. This destruction is partially due to poor merger targets and valuations, but often due to a lack of disciplined follow-through. Successful M&A activity – defined as getting the deal’s full value – is a process, not an event.
So how do you get the value from your merger or acquisition? Be clear about the reason for the deal – where the value resides in what you bought – and then put a process in place to follow through on achieving that value.
If you focus on merely acquiring without integration or headcount reductions, communicate that clearly with both organizations. Otherwise the acquired organization’s employees may “freeze” their actions and take fewer risks while anticipating the proverbial drop of the other shoe.
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If you plan to integrate, pay close attention to the process. According to a Deloitte survey, effective integration is tied (with accurate valuation) as the top factor in a deal’s success.
What are the critical elements of an effective integration effort?
· Dedicated leadership. Select an integration manager who has both the technical and interpersonal skills to carry through. Choose someone who has the respect of both organizations and values the process by which things get done, in addition to what is accomplished.
Don’t give up your executive involvement, however. As founder and acquirer Bruce Poon Tip shares, this is easy to avoid if you are aware of the pitfalls. Introduce yourself, don’t move too fast in introducing changes, don’t impose your culture, and share your values.
· Charter an integration team. It is vital to include leadership and membership from both organizations. Prioritize efforts to make this team effective as quickly as possible – provide them with goals, including timeline and success measurements, and give them tools for decision- making, managing conflict, and communicating effectively. An integration team’s scope might include process, tools, people, and implementation.
The larger organization doesn’t always have the best tools or people for the combined company. Part of the integration team’s charter will be to assess each organization’s processes and make a recommendation to executive leadership on how to best move forward.
· Pay attention to culture. Was culture evaluated as part of the due diligence efforts? In a Bain survey of executives who have managed through mergers, culture was the number one reason for a deal’s failure to achieve the promised value. The impacts of what they describe as a “culture clash” include damage from valued players heading for the exits, demoralization, and lagging productivity.
· Onboarding is crucial. Onboarding is often the first tangible effect of the deal for employees. If this process isn’t done thoughtfully, it sets a sour tone for the acquirer’s relationship with the acquired employees. Effective onboarding includes more than completing digital paperwork. It should give the employees a clear understanding of how the organization works, how the company makes decisions, and what the firm’s the strategic intent is. It should also provide employees with an awareness of the corporate culture. Employees will otherwise struggle to understand how to be successful in the new organization.
· Value transparent communications. Provide a timeline to the combined organization, underscore what’s changing, what might change, what will remain the same, and what we don’t know yet. Set up a regular communication schedule and stick to it – even if the communication is “we’re working on but don’t know the answer yet.” Jay Steinfeld, CEO of Blinds.com (acquired by Home Depot), stresses the need for smart communications – envision this as an internal marketing effort using as many channels to reach your employees as possible.
· Debrief and Learn. Check back with the combined organization in a few months to see how it is going. Quick surveys about the effectiveness of the integration give employees a chance to be heard about blind spots for leadership. Report back to the organization about what you’ve learned, and what you’ll do with the information.
Too often, poor planning and implementation destroy the value of the deal. It doesn’t have to be that way. Your transaction can be part of the successful minority if you pay careful attention to both the human and technical elements.
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7e340d05fbaa6ccbccf58b6f1f7590c9 | https://www.forbes.com/sites/karenwalker/2020/10/09/the-slingshot-mentality-resiliency-for-leaders-during-challenging-times/?sh=4142ecf1497e | The Slingshot Mentality: Resiliency For Leaders During Challenging Times | The Slingshot Mentality: Resiliency For Leaders During Challenging Times
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This article features a recent interview with Rahul (Raj) Bhandari, the author of the newly released book Slingshot: How Adversity Propels Leaders to Find Purpose, Be Impactful, and Create Change. Raj has been a successful CEO and investor, and led the M&A efforts for Thomson Reuters. He was a founding team member of the $1 billion Accenture Ventures, to name just a few of his leadership accomplishments. In the process, he became recognized as a multilingual, multicultural leader who writes about how to achieve meaningful outcomes in collaboration with others. This interview has been condensed and edited for clarity.
How did you arrive at the Slingshot Method?
I developed the Slingshot Method in response to comments that I received to presentations at conferences and business schools, all based on my career experiences. People told me that I helped them develop resiliency and that they were better able to navigate challenges. Their feedback led me to develop workshops and subsequently, the book. It’s important to note that this method – and the path within it – can help anyone who wants to create a life of Significance and become an inspiring leader.
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How do you hope others will benefit?
When people develop a sense of clarity, purpose, and commitment – they’ll be inspired to help others meet their needs, and they’ll motivate others to do the same. We can live lives of meaning and significance.
Why does your framework start with the big picture?
We have to understand the contexts in which we operate. There are four critical contexts; these are especially important to understand in times of adversity. First, that we can Survive – despite physical or psychological difficulties. We can find Security when we have confidence in our ability to achieve our goals. Success comes as a result, over time, to getting our needs met. Then, as we mature, if we can push through the inevitable obstacles, we can find Significance. Significance drives us to give back – although we don’t need to wait until we’re mature to do that!
Your levels of context sound similar to psychologist Abraham Maslow’s hierarchy of needs. Maslow maintained that we’re driven by anxiety to meet our safety and security needs, for example, and that until we meet those needs, we can’t focus on anything as grand as self-actualization.
Yes, with one crucial enhancement to the standard hierarchy. Several years after the model’s initial publication, Maslow added an amendment – a new peak to the pyramid of needs. He called this peak self-transcendence; I name it Significance. It’s a drive to go beyond ourselves, care, and act for the benefit of all. Philanthropy is an excellent example of the Significance context.
So, we should understand that our current context will inform our ability to lead. It will either propel or inhibit it. You’ve also identified four leadership abilities that you can apply to each of those contexts. Can you elaborate on them?
The abilities are Clarity, Conviction, Commitment, and Contemplation.
I think of Clarity as understanding what success looks like, and recognizing the direction in which we’re driving. Without it, we can feel anxious about the meaning of our work for our lives. With it, we can find peace and, no small thing, help with prioritization, with how we spend our time.
Once we have Clarity, we can have Conviction. Conviction, in this case, is both a noun and a verb. Conviction is the ability to understand our needs and values and possess the wherewithal to express them. As leaders, we express our Convictions through our actions and our words. Convictions are our values, our priorities, and our hopes. Commitment is the action that builds on Clarity and Conviction,
When leaders are congruent in their Convictions and actions, others can see – and commit to – that clear vision.
What about Contemplation? In today’s over-busy world, how do people make time for that?
Contemplation, the ability to learn from our experiences, is essential personally, but as a leader, it’s imperative. We have to consider how our actions align with our purpose. Are we accomplishing what we set out to do? Should our goals evolve in response to the circumstances around us? Are there patterns and themes that will help us?
In Contemplation, we can look at the four contexts – Survival, Security, Success, and Significance – and consider applying the four leadership abilities to each. This exercise drives Clarity, and, of course, with Clarity, the other three actions can follow. It helps to create a scorecard for yourself, understand where you are, and what steps you need to take to navigate towards your goals.
Without contemplation, it’s impossible to know if your actions have aligned with your intentions. With it, what’s the result?
A circle of noticing what you need to do, moving in that direction, and inspiring more good from having those actions seen by others. This loop, driven from Significance, creates a state of abundance, and it develops leaders who matter.
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063235e2b097f9b44db6864634ec2ca5 | https://www.forbes.com/sites/karenwalker/2020/10/25/sales-enablement-in-a-socially-distanced-world-what-now/ | Sales Enablement In A Socially Distanced World: What Now | Sales Enablement In A Socially Distanced World: What Now
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Sales Enablement (SE) came into being as a concept a little over a decade ago. A CSO Insights survey finds that about 60%of organizations now use a formal Sales Enablement strategy.
SE can impact the bottom line, which explains why firms have adopted it. Ed Calnan, founder, and CRO at Seismic, a leading Sales Enablement platform, says, “If you can show salespeople these three things, you can get them to accept your help. You must demonstrate the ability to save time, win more deals, and win bigger or more meaningful deals.”
What exactly is Sales Enablement? Forrester has researched SE for over a decade. The firm defines it as “a strategic, ongoing process that equips all client-facing employees with the ability to consistently and systematically have a valuable conversation with the right set of customer stakeholders at each stage of the customer’s problem-solving life cycle to optimize the return of investment of the selling system.
SE involves a laser focus on the customer by all the teams in an organization. Think about that – SE encompasses everyone who interacts with a customer. And they need to do it with a common objective. An SE strategy has to be embraced by all customer-facing roles.
That’s hard enough to organize under normal circumstances. How has a pandemic affected successful SE organizations?
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Calnan says the impact has been uneven. He said, “In hyper-growth companies, we tend to feed off of each other’s energy. That’s harder now. Internally, field sales may be the least impacted, business development representatives the most. All the difficult parts of their jobs (cold calls) are still there, but the fun parts of letting off steam with their peers have changed.
At a recent Highspot Spark enablement conference, Susan Savona, VP of Sales Enablement at Monster, talked about her company and her team’s effect. “Every aspect of our business has been impacted – companies are thinking very differently about everything from where people work to how you hire. Working from home has opened up the talent and customer pools. The way sellers sell has changed, so enablement means something different now – we must emphasize how to build customer relationships without meeting in person. Fortunately, we were in the process of retraining our teams. We successfully used role-playing in our recent enablement efforts.” Monster also utilizes cross-team evaluations to support joint accountability for customer focus.
Sheevaun Thatcher, Ring Central’s Global Enablement Leader, added, “Our teams needed updated etiquette that translates for virtual selling. We’ve utilized a lot of coaching. Empathy is vital – forgiveness is essential. We all need to be more understanding, and that extends to the team and to our customers. You need to make yourself available for non-traditional enablement requests – to encourage people to take risks. The freedom to do that will let employees understand that they have room to thrive and grow with the organizations.”
Ring Central’s Enablement team emphasizes relationships. Without that, Thatcher says, none of the programs will work.
To support your Enablement teams, ensure that they understand the need to work differently in this environment. Influencing skills have always been crucial, but you’ll also want to provide the training that teams require to cultivate remote relationships - within the organization and with customers.
For SE units, supporting technology is essential for an effective sales process, but the most significant impact in today’s environment has to be on the groups themselves. If you focus your time and energy on your SE teams, your company will reap the benefits.
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cb136d627c5025b9e1c5a32805aea7f7 | https://www.forbes.com/sites/karenwalker/2020/11/24/ai-empowering-a-better-way-to-do-business/?sh=17c2403ed377 | AI: Empowering A Better Way To Do Business | AI: Empowering A Better Way To Do Business
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Businesses create and run on models – models that must be monitored, managed, and updated.
With the speed of change today, it’s no longer possible to keep those models updated manually. In seeking solutions, two-thirds of senior executives say that artificial intelligence (AI) is vitally important for their businesses’ future, according to a study by ESI Thoughtlab.
I spoke with Dan Wright, former COO at AppDynamics and current President and COO of DataRobot, a leading global enterprise AI platform vendor recently named as #36 on the Forbes Cloud 100. This interview has been condensed and edited for clarity.
You’ve led several high growth organizations, what are the most important lessons from your career so far?
Someone told me early on: ‘Put yourself in the path of growth, and good things will follow.’ That the path of growth leads to personal growth, it’s been part of my career but also part of my leadership style.
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Being part of a fast-growing company bringing useful technology to market, that’s as good as it gets. I saw an opportunity to do that at DataRobot. It’s also a big part of the culture here, helping employees “10x” their lives. We focus on inspiring people to imagine greater dreams in every aspect of their lives. We align people with what’s most important.
I did read DataRobot’s core values, which are an unusual tweak from what we usually see. I am particularly intrigued with your guidance to ‘resist folklore.’
Over time, in any company and any group, folklore tends to develop. These are stories that you inherently believe to true, without any data to confirm the facts. I encourage my team to not focus on what we believe without explanation, but to do the hard work to analyze the data and then draw a conclusion. Apply intellectual honesty and rigor to everything that you do.
Congratulations on your classic ‘hockey stick’ growth. I know you’ve raised $431M to date (note: The company announced it raised an additional $270M on 11/17/20). How did you use those funds to accelerate your growth?
We invested aggressively in our platform. We’ve done that both organically and through investing in acquisitions. We have made seven acquisitions to date. We take the talent and knowledge and integrate it, so that the merged company represents a single pane of glass for our customers.
Also, we have built a world-class ‘go-to- market’ team. We have added sales reps, data scientists, and have expanded internationally to EMEA, Australia, Singapore.
As you’ve done that, what did you do to keep – or create – an aligned global team?
I used the concept of strategic initiatives during my time as COO at AppDynamics and brought that concept here. We create clarity about the top things that we want everybody in the company to know. Whether our employees are located in SF or Singapore, they are focused on the same goals, and we measure our progress on these initiatives. To ensure that everyone understands our five strategic initiatives, we also use office hours, a company intranet, all hands meetings, and aligned objectives and key results (OKRs).
You seem to have a clear plan about where you want to take the company.
To build a great company, you need three things: ample market opportunity (PWC forecasts AI to have a $15.7 trillion impact on GDP between now and 2030), a differentiated technology, and what I call PPE - people, plan, and execution.
You must inspire and develop great people. You must share a clear plan about how we can win together, and then it comes down to execution. And execution involves the OKRs and measuring our progress at the company and individual level in a transparent and honest framework.
What’s been most challenging?
For us, it’s been the plan, the focus part. Planning is a common challenge for hyper-growth companies, because there is endless opportunity. You need to simplify and focus on what you need to do. When I joined, we had a lot more than five strategic initiatives!
How has the pandemic impacted you?
It’s just terrible globally, of course, and it has accelerated our business. We have many use cases where we’ve been able to work with customers to help navigate the pandemic. We are trying to help customers understand what is likely to happen with the virus, and make better decisions based on that knowledge.
The prevailing state for many global 2000 firms is to have these models in production, but primarily coded manually. But now the data is entirely different than it was before the pandemic. That’s been a wake-up call – it’s not enough to create a model, put it into production, and trust it. You must be able to monitor, manage, and update your models as data changes. And you can’t do it manually anymore because data is changing so fast.
Is it fair to say that business/digital transformation have sped up due to the pandemic?
Digital transformation, in every industry, is a top priority. Digital is the next step. We must take vast amounts of data and generate insights to make better decisions to generate ROI. AI is a strategic change initiative for our customers, in part because the ROI is so high.
Where do you see all of this going?
AI is about empowering people to make better decisions and to automate mundane tasks that humans have done in the past. We already see a pull for even more – expanding into all parts of a business; even M&A. The other thing that you will see with greater frequency is an AI infrastructure. We’ll get to an AI infrastructure that involves AI-powered applications for specific use cases, accessible to people who are not data scientists. It is the democratization of AI.
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832c6b63b7d3b1a9adbabbca62c84867 | https://www.forbes.com/sites/karenwalker/2020/11/30/business-transformation-from-collapse-to-clarity/?sh=735c15863c8b | Business Transformation: From Collapse To Clarity | Business Transformation: From Collapse To Clarity
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What is it like to tackle a leadership challenge at an organization which is going through a series of compounding events that appear to be unresolvable?
Jamie Lerner joined Quantum as CEO, President and Chairman of the Board in mid-2018. He has led a transformation that brought the company back from the brink of collapse. This interview has been condensed and edited for clarity.
Let’s start at the beginning. When you joined Quantum, what was the situation?
The company was in the midst of an SEC investigation due to prior leadership behaviors. To deal with that, we were spending over $10M every 90 days for lawyers and accountants. We were unable to service our debts. The NYSE delisted us. We faced shareholder lawsuits, an activist shareholder campaign, customers were pulling back, and we had the highest employee turnover in the company’s 40-year history.
What attracted you?
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I do this type of work. It’s my personal belief that you need a crisis of this magnitude, a near-death experience, to drive change. It’s almost impossible to turn around a big company, but a problem of this magnitude forces everyone to admit that we can’t continue to do what we’ve been doing. We will have to do something large and massive because the other choice is shutting it down.
So, we drove a 24-month program that returned the company to growth and profitability, got us relisted, and enabled us to launch ten new, totally modern products. Everyone loves a comeback story.
You can’t implement this kind of change unstructured.
To create this kind of change, I look at three things: people, process, and product. And I do it in three stages. For the first 30 days, I look internally, a SWOT on people, culture, products, processes. For the next 30, I look externally for a SWOT with the press, the channel partners, tech partners, customers, and for the last 30, I create hypotheses.
And I stack rank those by ease – the biggest pitfall is going straight for the meat of the problem, which is often a hard thing to change. Not enough time, and the team is too depressed. Instead, go for the visible low-hanging fruit. Create momentum and credibility with the team, the board, and our customers, then build it up with longer duration tasks.
Can you share a few examples?
We shipped our product in an average of 100 boxes on an enormous pallet, and we usually forgot stuff. Our customers got a giant jigsaw puzzle that they had to put together. Instead, we put it together before we shipped it – we forgot fewer things, and it was easier for the customer. Of course, the reception was, “This is wonderful.”
We had another product that was impossible to install. Customers loved the work once we installed it. We’d built the hard part, the world’s fastest architecture for handling video, but we hadn’t focused on the ease of installation. Once we fixed that with an elegant installer, sales doubled in six months.
That doesn’t get you a long-term strategy.
Right, once we were out of crisis mode, we were able to focus on a five-year plan: a three-year horizon to get there, and a three-month program to build toward that five-year goal.
We used a VSEM process that I learned at Cisco. It’s a single piece of paper that describes everything we’re going to do in the company. We start with a vision, a single sentence. Then we list three to five major strategy programs. Then, we analyze what you are doing this year, with a bullet-pointed focus for execution. And lastly, we list measurements. I brought all the leaders together, we galvanized, and then we made sure that we aligned all the company functions with this VSEM.
How did you keep that going?
I use an iron-clad battle rhythm. At the board meetings, the executive staff meetings, functional interlocks, we hold every individual accountable to the metrics. This rhythm is unbendable.
We are on a mission to lead the world in unstructured data and video. Once we were focused on that and our process was running, people relaxed and fell into the rhythm. When we went into WFH with Covid, the structure continued to support us.
A lot of this wasn’t me. It was the fantastic culture of the company. People love working here. The founders wrote our values in 1980 on a wall in a little room in Sunnyvale. That’s the only thing that they asked me about when I came in.
Now that you are through the crisis, how do you keep the focus?
We are not coming off this level of intensity. It’s now the operating cadence of the company. We’ll just keep expanding. It’s paramount to our survival. We’re not OK. We have a lot more to do.
Our latest employee survey said clearly that, “You’re not talking to us enough.” All those informal conversations in the hallway, all those F2F lunches and learns, we’re missing those! And everyone has video fatigue, so now we are using other channels, blog messages, email. I completely overlooked how much the other executives and I need to proactively communicate.
We also experienced mission drift, so we started to bring our leaders together physically, with masks and social distancing, for several hours of leadership planning. We can work well from home, but we can’t lead or coordinate well from home. So, we come together, plan, break off, come together to plan again, and then break off. It’s working!
Where is the company going next?
We deal with unstructured data – movies, autonomous vehicle data, drone video. We are the custodians of the most extensive archives in the world, e.g., The Library of Congress. You can’t search a movie. We’re all about helping people make sense of that data. Find that moment when the spaceflight lands on the asteroid, find the cancer gene.
What brought me to Quantum, despite all the difficulties, was that it was the best technology company at handling long format video, and 80 percent of the data on the planet is this kind of data.
Once we scraped off all the muck, we found a pretty clean organization.
Lastly, I know you’ve been very involved in Astia.
Cathy Muther, former CMO at CISCO, founded Astia, and it was designed to support first- time female tech CEOs. I started as a coach, then served on the board, and just ended several years as chairman.
Do you know what we learned? At first, we thought – women need coaching, need a sponsor, need advice. But no, they don’t, do you know what they need? Money. Access to capital. Fair and equal access to capital.
It’s shocking how unequal the flow of capital is to male and female- led firms. So Astia landed as a non-profit venture fund - no amount of coaching will make a difference without funding.
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4c10a873bf1ce7ee183af9e9bbe0908a | https://www.forbes.com/sites/karenwalker/2021/01/11/achieving-our-goals-supporting-each-other/?sh=3b63a9797e09 | Achieving Our Goals, Supporting Each Other | Achieving Our Goals, Supporting Each Other
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Does it matter if we are allies for each other? We know that people who have received support can achieve more, with less chance of burning out. But too often, professional women aren’t able to find the help that they need. According to research by the economist Sylvia Ann Hewlett, men are 46 percent more likely to have professional sponsors—people who champion them at work.
Professional women can take steps to improve the situation and be willing mentors to other women in their companies.
1) Recognize that it’s essential to help.
To be an ally, you must be aware that you have something to offer that can help. Kristi Kirshe, a rugby player for Team USA and aspiring Olympian, had a meteoric 18-month rise from her rugby introduction to USA Rugby.
She said, “I’m here because a lot of people helped me, but because I’m new at this, I didn’t feel until recently that I knew enough to help someone else. The academy side of USA Rugby allowed me to connect with others and support their development. After that exposure, I know now that I have something to share that is useful to other aspiring athletes.”
In her article on how men can support women as allies, Hira Ali describes seven powerful methods including giving credit, calling out inequality, and advocating for women at work. While it is undoubtedly important to have male allies, these methods aren’t limited to men supporting women; anyone can use them all.
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One powerful technique is amplification. Ali says, “Colleagues can engage in what is popularly called amplification — a concept originated by the women of the Obama White House, and a powerful strategy for addressing unconscious bias. The male allies who make use of this strategy give credit where it’s due, and tactfully interject on behalf of their colleagues by pulling them into conversations and giving them the opportunity to weigh in, acting as micro sponsors.” She concludes, “A favorable infrastructure for women ensures future economies will be dynamic and inclusive – offering equal opportunity to everyone.”
2) When you give help, you’re more likely to get it.
Giving is getting. By sharing, success will come back to you. Supporting others, according to business leader Anne Welsh McNulty, “helps other women realize, ’Oh, it’s not just me’ — a revelation that can change the course of a women’s career. It’s also an indispensable way of identifying bad actors and systemic problems within the company.”
McNulty goes on to say, “There are massive benefits for the individual and the organization when women support each other. The advantages of sponsorship for protégés may be clear, such as access to opportunities and having their achievements brought to senior management’s attention. Still, sponsors gain as well, by becoming known as cultivators of talent and as leaders. Importantly, organizations that welcome such sponsorship benefit too — creating a culture of support, where talent is recognized and rewarded for all employees.”
3) It’s a way to create the culture you want in your company.
Being an ally is good role modeling. When you are committed enough to care about others, your example can build a powerful culture. Allyship is a lifelong process of building relationships based on trust, consistency, and accountability with marginalized individuals and groups of people. It’s “an opportunity to grow and learn about ourselves, while building confidence in others.”
High-performance cultures have alignment in words and action, with the disruption of cognitive dissonance. In Allyship, Sheree Atcheson also says, “To be allies, words and action must be in sync. Words without actions are detrimental and work against changing the culture... “
Cultures can change. For instance, in West Texas (home of Friday Night Lights), the schools prohibited girls from playing football after the 3rd grade. That was the culture; those were the norms. There were no allies to support us as young athletes. But in the same way that Title IX changed standards and set the stage for Sarah Fuller, a native of Alabama, to respond to her collegiate football team’s needs in 2020, the criteria you set for behavior will prepare your teammates to step up when the company needs them.
4) Your network will grow and benefit.
Why do you need a network? We hear women say that if someone will work hard, “like I did,” they can be successful. Sometimes this works, but it’s not the strategy with the best odds. We increase the odds of success when we give, and when we get support.
If you are a “lone-wolf,” best-selling author and consultant Dorie Clark says you should recognize how a lack of networking may be holding you back.
“Lone wolves know that networking is supposed to be useful in general but are often unclear on how it could help them since they’ve been successful heretofore without exerting any effort in that area. But at a certain point, this lack of attention begins to hinder their professional progress.” Also, networking is “a way of making interesting friends for the long-term — a goal most intelligent lone wolves would prize.”
Growing your network outside of your norm is a powerful result of being an ally to those outside your usual circles. In 5 Simple Ways to be a Better Ally at Work, author Kevin Kruse interviews Karen Catlin on her book about creating inclusive workplaces. Catlin says, “The first step is to take stock of your professional network. Most of us have ’just like me networks,’ which means we’re going to hire, promote, and offer other career-growing opportunities to people who are ’just like us.’”
Other suggestions from Catlin include:
· To diversify your network, spend time with colleagues who are members of underrepresented groups.
· If you’re working in a male-dominated field, this means getting to know women and non-binary individuals across your organization or industry.
· If you’re white and straight, spend more time with people of color and members of the LGBTQ+ community. Set up virtual coffees. Join employee resource groups (asking first if you’d be welcome). Attend conferences for people from underrepresented demographics.
· Follow a diversity of voices on social media. In these settings, you can get to know individuals from diverse backgrounds, hear about their experiences, and learn from them.
Women should not be competing with each other; we should be strengthening each other. For instance, many women have had personal experiences with women supervisors or colleagues who were either cruel or unwilling to advise someone new, perhaps because their situations felt so tenuous that they were afraid to rock the boat.
We must change the system, one ally at a time.
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ba0c159bef2a55fb814a0fa40b99c484 | https://www.forbes.com/sites/karenwalker/2021/01/27/soft-skills-are-too-hard-for-too-many-people/ | Soft Skills Are Too Hard For Too Many People | Soft Skills Are Too Hard For Too Many People
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“Soft skills” need a branding makeover. What’s “soft” about learning to challenge others, dealing directly with conflict, asking for what you want, or holding others accountable?
More than just essential life skills, soft skills are crucial leadership skills.
You may not immediately recognize the importance of soft skills, because applying them takes both subtlety and nuance. Applying soft skills is often viewed as an inefficient use of time, resulting in the refrain “Why can’t I just do my work?” or “If they’d just listen to me, we could get more done.”
The truth is closer to:
· You can achieve more by working through others.
o Multiply your efforts by having others contribute. You will expand the organizational talent focused on your goals.
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· As a side benefit, you can achieve more by working with others.
o Are you working effectively in a cross-functional capacity? It’s rare in today’s organizations to find a function that can be successful in a vacuum. Instead, measurement is frequently on a cross-functional outcome. Try to optimize for the system rather than maximize your function alone.
· Remember, you can achieve more by influencing others.
o Enrolling others in your vision of success – whether for a project or an entire business - will strengthen the odds of achieving your organizational goals. A lone wolf is more straightforward to stop than a pack.
Ruth Gotian, Ed.D., Chief Learning Officer for the Weill Cornell Department of Anesthesiology and author of The Success Factor, calls these “power skills,” saying “soft skills are too hard for too many people.”
Yes, it can be challenging for people to learn these skills, even if they value them, but people can learn these skills. Your soft skills (or lack thereof) determine your leadership style in many ways.
It’s important to understand that style is distinct from personality. You are who you are. But your behaviors – what you do – are in your control. For example, a busy executive, feeling harried, may continuously interrupt others, leaving them feeling disrespected. By learning patience or asking directly for a concise summary rather than a lengthy presentation (or a combination!), both the executive and the employee gain. As a leader, you are modeling the behaviors that others in the organization will emulate. Make sure you are modeling what you want to see from your teams.
How do you develop these skills?
First, take an honest look at your current state. Find ways to get accurate feedback – coaching combined with a 360-degree assessment is the right place to start.
Feedback from those who interact with you frequently is a gift and will enable you to see how your behaviors impact others, both in positive and negative ways. You can also determine how essential these skills are for your role – a vital clue in understanding the impact that your behavior change can have.
Then decide where the leverage lies – there may be multiple areas where you would like to improve, but you have a day job outside of personal development that will continue to consume most of your effort! Pick two skills that have the potential to give you the most bang for the buck, and make a plan. Focus on trying new behaviors in low-risk areas and notice the response. If you see progress, ratchet up the risk as you increase your skill. If you don’t see improvement, ask for more direct feedback.
Re-assess in a few months – both from your standpoint and by asking trusted others if they’ve noticed an improvement in outcomes resulting from the new behaviors. Adjust as necessary.
Soft skills aren’t optional. They are as crucial to your success as your technical skills unless you are solely in an individual contributor role. Leaders are not individual contributors, and the best leaders motivate and influence their teams using a broad-gauge of skills.
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3ab8bd894816ea352f81a2a746c388ca | https://www.forbes.com/sites/karenwalker/2021/02/08/the-future-of-work-distributed-x-diverse-x-accessible/?sh=3a645b1434a1 | The Future Of Work: Distributed, Diverse, Accessible | The Future Of Work: Distributed, Diverse, Accessible
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I spoke with Paul Judge, Ph.D., a successful technology entrepreneur and investor, about finding and supporting today’s underserved founders, the leaders of tomorrow’s organizations.
Judge has invested in over 30 tech startups as founder of Atlanta’s leading seed-stage venture fund. He’s now a managing partner of Panoramic Ventures, which just launched a new fund with a target of $300 million focused on the future - overlooked regions and founders.
This interview has been edited and condensed for clarity.
Tell me a little more about your background and your new venture’s focus.
After building a few firms as an entrepreneur, I moved to early-stage investing. Three pillars – geography, diversity, university – define the experiences I had as an entrepreneur and what I now see as the keys for investing in the future of work.
Geography
I moved to Atlanta 25 years ago to attend Morehouse. As an entrepreneur, I’d build a company here in Atlanta, then get on a plane every week or month to find the funding. People would ask, ”Why are you staying in Atlanta?” And I would respond by saying, look at the talent that's here!
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Georgia Tech has ten engineering programs that rank in the top five nationally. Emory has a quarter-million college students here. There are sports, and fertile ground to create innovation here. So that's why I'm staying – great entrepreneurs and wonderful companies, but I just have to get on the plane to get the capital.
Conventional diversity
I lived the reality in terms of diversity, being black and in technology. A lack of equality exists in the educational system and secondary schooling. Then think about the traditional venture capital world that often relies on warm introductions on the network. Today black founders receive less than 1% of all venture capital investment. Women founders receive less than 3%.
Some of the most talented people I know aren’t networked in Silicon Valley, but they've identified outstanding problems and found great ways to solve them. They have the grit, determination, and people to build solutions.
I often think that being able to survive as black in America gives you all the attributes you need to be entrepreneurial. You've figured out how to be successful in the face of adversity, and you have figured out how to have grit, and how not to quit when things get hard. We realized that these qualities represent an overlooked world for founders.
University
When I did my Master's degree and Ph. D. at Georgia Tech, I realized all these brilliant minds are working on very tough problems. These solutions would often sit on a shelf and never emerge into the real world.
We’ve now successfully spun out ideas multiple times, like Pindrop and Codoxo, which started as research papers. We were able to go from a research paper to an algorithm and then to the software. Now, at Pindrop for example, that software is running at eight of the top ten banks, and at three of the top five insurance companies.
A lot of magic in those research labs needs to emerge and solve problems in society.
We think the university is a place that's overlooked because investors may not naturally just walk the hallways at colleges and meet with the professors and grad students.
Over the last several years, many of our investments have been on one of those three pillars. What we're doing now with Panoramic is combining the forces of BIP capital and my ventures. At $300 million, it will be the largest tech fund in this region. I believe we can make an impact here in the Southeast to fuel the next generation of entrepreneurs.
Accessibility
How do you go about identifying overlooked founders? Sometimes people are ignored because they aren't sought out, and sometimes they're just hard to find. How do you identify them so that you can have this incredible diversity?
Part of it is having people know that you exist and that your doors are open. A tradition of mystique built so many great VC firms.. No email addresses or phone numbers were available. It's like a secret society, and if you're first-generation in technology, from a diverse background, and you don't know the secret handshake, then what do you do?
One thing that we implemented many years ago at TechSquare Labs was that anyone could come to the site and apply. It's not about a warm introduction. It's not about, “Can you guess my email address?” Instead, it’s “Here's a form.” Tell me about your company. We read every one of them.
The Startup Battle is at the heart of what we did. It’s a competition that we hold twice a year and it began by thinking about diverse founders. Often, they don’t have the friends and family round to access for funding.
So how do you get the first $100k or $250k? With the Startup Battle, we gave the winner $100k as their first funding into the company. Initially, we expected maybe 100 companies would apply, but we had 500! We've now done it eight times over the last few years – and 500 or 600 companies applied every time. People who participate might never have gotten a start otherwise.
We’re allowing people to go from a dream to reality. Open access and open doors are crucial. It sounds like something simple, but it's amazing how many investors don't have that policy.
The second thing I'd say is look at where diverse founders are located. Often people are in the middle of San Francisco trying to solve the diversity problem. Well, there are not that many black people in San Francisco. So, let's go to cities that are already diverse. Let's go to Atlanta, to Detroit, to D.C., let's go to HBCU (historically black colleges and universities) - to Morehouse and Spelman and Clark. That’s what we've been doing to invest in diverse founders and what we'll be doing more of with the new venture.
What was the process for getting into the university to walk the halls? After you graduated, what did you do to find entrepreneurs to support?
Traditionally, if you think about accessing a university system, you think, “I’ll call the school and do some corporate deal.” But that's not how you meet people. You have to understand who the professors are and their research interests. What projects do they have open, what research lab, who are the grad students working on those projects? If you understand the people, their skills, expertise, and interests, you can build relationships over the years. Then, when someone has an idea, and they're thinking about commercializing it, there's a good chance they will pick up the phone and call you. Or if you're working on something and you need to find someone who's an expert in it, you can pick up the phone and call. We’ve seen both.
Think about Fraudscope - it was a research paper. They called us and said, “You helped many people go from a research paper to a company. We've figured out a way to see if there's fraud in the healthcare system. And this is a bigger problem than credit card fraud.” We also helped create a company like Oculogx (now Ox). It was founded by a female undergraduate, she figured out how to use augmented reality to help people get around warehouses faster.
Ox grew from a little prototype that she was working on as an undergrad to a company that has raised millions of dollars. She's a great CEO. She has several Fortune 100 companies as clients. She was a 19-year- old college student who started with an idea. We had the good fortune of being accessible. She called us.
To succeed in the future, you need to build those relationships, understand the areas of expertise, and then roll up your sleeves and get to work. Don’t be afraid to get involved too early.
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754aef76f2d2d7c1a0e219b26af84492 | https://www.forbes.com/sites/karenwalker/2021/12/28/new-year-new-effective-goal-setting-strategies/ | New Year, New Effective Goal Setting Strategies | New Year, New Effective Goal Setting Strategies
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It’s the time of year to set goals. The process can be straightforward or complicated, depending on the individual and the situation. But there’s always one underlying question: how do you ensure that you are setting effective ones?
Learn from the past. In most goal-setting practices, you review your past goals focused on what you accomplished and what you didn’t. But do you examine why? Ask yourself these questions:
· What were the forces that supported reaching past goals? How do you harness or amplify them for the future?
· What constrained you from reaching goals? How do you minimize or eliminate those constraints in the coming year?
Look at the big picture. Not just 12 months – but what are you trying to accomplish in three years, in five years? How do you set goals this year that gain ground on the longer-term rewards you are seeking?
Improve your strategic thinking skills, suggests Nina Bowman. What are the most significant trends and drivers in your industry? How will you stay current and how will you connect with your industry peers? One specific question to ask yourself, she says, is “How do I broaden what I consider?”
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Understanding the intrinsic and extrinsic rewards of the goals will help you set better goals and will also keep you motivated. Research shows that “Goals should also, whenever possible, trigger intrinsic, rather than extrinsic, motivation. An activity is intrinsically motivated when it’s seen as its own end; it’s extrinsically motivated when it’s seen as serving a different, ulterior purpose — earning you a reward or allowing you to avoid punishment. Intrinsic motivations predict achievement and success better than extrinsic ones do.”
Manage your time. It’s the scarcest resource we have, yet one that few are proficient in using. Time management guru Laura Vanderkam recommends a time-tracking method that is particularly useful once you commit to the task. For instance, a time review showed a “minor” job, estimated at 24 hours, took closer to 40 hours over a year. That’s a week (or the better part of one) and the tracker found a way to outsource the task.
Task switching is another significant productivity drain. Recent estimates are that you can lose up to 40% of your productivity if you are multi-tasking. The benefit of multi-tasking is a myth, and task switching takes more time and produces more errors than focusing on a single job. Even if you don’t track your time according to Vanderkam, try scheduling more single-focus time commitments and notice what happens to your productivity.
Be proactive about your development. Are you setting personal goals as well as professional ones? What skills do you want to have in three to seven years? What can you do this year to build a foundation for the “future you?” Can you take on new assignments, foundational courses, read new books — or expand your network in this area? Nina Zipkin suggests 50 personal goals to consider in categories including money, work-life balance, and personal branding.
Realize that it’s not pass/fail. Set goals that allow you to learn regardless of the outcome and understand that learning is success in its own way. As Ron Carucci outlines in his article “How to Actually Encourage Employee Accountability,”
”If leaders believed that falling short of a goal still had merit, it could radically alter how people treat their own — and others’ — mistakes.” He quotes Kathleen Hogan, Microsoft’s Chief People Officer:
“Being open about failure helps us balance a growth mindset with accountability. We are learning not just to reward success, but also reward people who fell short while getting us closer. We want it to be acceptable to say, ’I don’t know, but I will find out.’ Learning from our mistakes gets us closer to our desired results — that’s a new form of accountability for us.”
Don’t overlook the opportunity to improve your goal setting. As the highly prolific and successful Pablo Picasso said, “Our goals can only be reached through a vehicle of a plan, in which we must fervently believe, and upon which we must vigorously act. There is no other route to success.”
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5b3f7d9cf8fbccb0de102db760b9dddb | https://www.forbes.com/sites/karenweaver/2020/03/11/but-what-about-the-staff-hosting-ncaa-post-season-events-on-campus-in-the-age-of-coronavirus/ | But What About The Staff? Hosting NCAA Postseason Events On Campus In The Age Of Coronavirus | But What About The Staff? Hosting NCAA Postseason Events On Campus In The Age Of Coronavirus
BALTIMORE, MARYLAND - MARCH 06: Taylor Michel, Director of Operations of DTG, Disinfecting ... [+] Technologies Group, prepares to disinfect the arena following Yeshiva playing Worcester Polytechnic Institute in the NCAA Division III Men's Basketball Championship - First Round at Goldfarb Gymnasium on at Johns Hopkins University on March 6, 2020 in Baltimore, Maryland. On Thursday, Maryland Gov. Larry Hogan announced that Maryland had confirmed three cases of residents with COVID-19, otherwise known as the Coronavirus, prompting Johns Hopkins officials to host the NCAA men's basketball tournament without spectators. (Photo by Patrick Smith/Getty Images) Getty Images
As a veteran of many NCAA postseason events, I have been wondering about how the NCAA would respond to the coronavirus outbreak. There are a number of postseason events that are going on in March and April. According to NCAA.com, the following championships are scheduled during this time period:
BASKETBALL MW BOWLING FENCING GYMNASTICS MW ICE HOCKEY MW RIFLE SKIING SWIMMING & DIVING MW TRACK & FIELD (I) MW WRESTLING
By my count, that’s 15 sport championships times three divisions— equaling up to 45 postseason championships. The decisions to compete at all—or in front of just parents and friends, or to ask fans and others to decide for themselves whether to stay home—is fraught for one specific group of athletic staff employees that, so far, I haven’t heard anyone talk about.
Yesterday, the University of Dayton announced they were closing the campus at 6 p.m. on Wednesday. All students were being asked to vacate the residence halls and campus was to be effectively closed. Here is the initial tweet:
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Shortly thereafter, the University of Dayton tweeted this:
Meanwhile, over at Ticketmaster.com, you could buy tickets to the “First Four” games for the men’s basketball tournament being played at the University of Dayton.
When a school bids to host an NCAA event on or near campus, it is saying in effect, “Our athletic department staff are willing to spend the extra hours to staff this event.” Staff members who volunteer (or by their very title are “volunteered”) to work such an event (sometimes lasting four or five days), are rarely mentioned in the decision-making process, yet they spend the longest amount of time in these arenas, aquatic centers and other venues.
From personal experience, I know how long these days are. I was in charge of security coordination between the University of Minnesota and the Minneapolis Police for the 2003 Men’s Basketball Final Four and served on the site committee for the very first Women’s Frozen Four in Minneapolis in 2001. I had a team of full-time Minnesota staff members and volunteers whom I worked with, many of whom were on site for 12 to 14 hours each day. It is a tiring yet rewarding opportunity to show off your facilities and to create a fun event for athletes and spectators.
This coronavirus outbreak is different—we don’t know what we don’t know. People could be infected but not yet showing symptoms when they arrive at the arena. Staff members could feel obligated to step up and work their shift, despite knowing that working a long day could make them susceptible to infection. Of course, the Centers for Disease Control and Prevention has more guidance and scenarios that have been reported beyond these two examples.
But here is what I don’t get—when a campus is hosting an NCAA event and the school has chosen to close and send its students home (or keep them home) during or after spring break, it has also told most of its faculty and staff to practice “social distancing.” How is it right, then, that we ask the athletics communications staff, or the athletics training staff or the facilities and housekeeping staff, to stay and risk their own health? Again, these events are “above and beyond” staffs’ normal day-to-day activities.
While this situation promises to evolve over the next few days, I want college administrators to think through all the consequences of “hosting” an NCAA championship event and what message it sends to your employees if you ask them to “volunteer” to work these events. People who work in sports already put in long hours this time of year—please take into consideration their health and welfare for these extra competitions.
Full coverage and live updates on the Coronavirus
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5316a8d7570572470f65e1f0e4aec9f1 | https://www.forbes.com/sites/karenweaver/2020/04/13/will-furloughs-and-pay-cuts-be-enough-to-save-athletics/ | College Athletic Programs Are Looking To Furloughs, Pay Cuts To Stay Afloat. Will It Be Enough? | College Athletic Programs Are Looking To Furloughs, Pay Cuts To Stay Afloat. Will It Be Enough?
PRINCETON, NJ - FEBRUARY 29: Princeton Tigers players celebrate following the game against the ... [+] Johns Hopkins Blue Jays at Class of 1952 Stadium on February 29, 2020 in Princeton, New Jersey. Princeton defeated Johns Hopkins 18-11. (Photo by Rich Barnes/Getty Images) Getty Images
While much of the athletics world has been tracking on the fate of spring sport athletes and whether or not schools will fund their return in 2021, there are other significant issues being discussed in athletics that may or may not have hit your radar. Here are a few questions that should be asked when we consider athletics during and after the coronavirus pandemic.
Can’t we just add more teams? That will bring more students to campus
In the past, when schools have faced declining enrollment, many have simply added more teams. Need more male students? Add football. Need a larger team to offset football? Add women’s rowing. But even that reliable strategy is faltering, as there are fewer high school athletes graduating (except in the Southern and Western parts of our country). The competition for students is fiercer than ever.
Why can’t individual states bail out athletics programs?
In the past, athletics departments have been able to turn to the university to borrow funds or shift expenses to balance their budgets. Not in the age of coronavirus. West Virginia University President E. Gordon Gee told USA Today “The university will not be able to bail out the athletic programs because the university itself is under such (i.e. state budget) constraints”.
Despite the $14 billion bailout from the Federal Government for all of higher education, State funding at best is shaky, and more likely, in free fall with losses from the twin daggers of unemployment (income tax revenue) and increasing health care costs over the next few years. When I interviewed Scott Pattison (former Executive Director of the National Governors Association) in December, he told me, “This is a shame for the smaller universities that have less funding, and that don't have big-time athletics programs.
“If they're in (the) red and running financial deficits, frankly, state policymakers aren't going to be sympathetic to that. What I mean by that is, they're basically going to say ‘sorry, that's not our problem’, and I think that's important to be aware of.”
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All eyes in local, state and federal governments will be focused on jobs and how to get people back to work. College athletics will take a back seat to those efforts.
To complicate matters, in 2019, Pew Social Trends identified a growing partisan divide when it comes to any public support of higher education—Democratic administrations tend to be more supportive, Republican administrations tend to be less. To put a finer point on it, “only half of American adults think colleges and universities are having a positive effect on the way things are going in the country these days. About four-in-ten (38%) say they are having a negative impact – up from 26% in 2012.” So, any funding your institution may receive depends on what your state’s political structure looks like.
So, if colleges want to turn to the States for a bailout, what are their leaders likely to hear? According to Pattison, state legislators are focused on growing State General Funds (fueled by taxes—sales and income taxes, etc.). By concentrating on those indicators, they are fixated on the working and consumer economies—and not higher education. In addition, the political intolerance for the perceived exploitation of amateur athletes is growing; one only has to look at the various names, images and likenesses legislative proposals percolating nationwide. Even more unusual is the fact they are receiving bipartisan support.
In order to mitigate the immediate financial damage, schools are turning to furloughs and layoffs.
Some of the announcements so far:
Louisville Athletics is looking at furloughs:
Marquette University announced furloughs for 250 employees. Several colleges in Pennsylvania announced furloughs for both full and part time employees:
A new survey outlines what college Presidents are most worried about, and what steps they will take:
DURHAM, NC - NOVEMBER 11: Duke University President Vincent Price (L) shares a laugh with former ... [+] Duke basketball player Shane Battier while honoring head coach Mike Krzyzewski (not pictured) following Duke's 99-69 win against the Utah Valley Wolverines at Cameron Indoor Stadium on November 11, 2017 in Durham, North Carolina. The win gives Mike Krzyzewski his 1,000th victory as Duke's head coach and his 1,073rd overall (73 at Army). (Photo by Lance King/Getty Images) Getty Images
And finally, Duke President Vincent Price says the quiet part out loud:
Outside of the financial stresses facing so many families right now, many will continue to wonder if the value proposition to get a college degree still exists. For some, the education will be a springboard to a successful career; in this current economic upheaval, others may decide now is not the best time to go to school.
Whatever they decide, athletics personnel are well served to begin to understand the broader dynamics at play.
What can college athletics do?
As a result of this pandemic, people who care about college athletics must view this as a chance to strengthen their long term partnership with higher education. Conference commissioners, coaches associations, athletic directors and other staff should try to be part of the solution, and not just sit on the sidelines worrying. Now is a great time to reach out to alumni and keep them informed. While they may not be able to immediately provide a financial donation, they are sure to appreciate being brought up to speed on how much this industry is changing, and why it won’t look the same as when they played for your school. I offered a few more concrete solutions in a previous piece for Forbes.com. Perhaps you might share this article with them as well.
The same must be said for your athletes. I’ve heard many athletic directors talk about their concerns for athlete welfare during this episode. Part of helping the players is to be honest with them about what you do and don’t know. Hopefully, your employees understand this situation is bigger than one school or one conference. Help your players and their families understand this, too.
Finally, be mindful of the impact on youth sports and their hopes and dreams for a college education. So many leagues and organizations have been upended during the coronavirus. Decisions about what to do next are just as confusing for them as it is for you.
We are in unprecedented times. You can’t negotiate with a pandemic. None of us know how long this “new normal” will last. One final piece of advice I have been giving to my students is this: take this moment to broaden your skills and try new things. Grow. Laugh at all the funny things surrounding you—and look for sports competition anywhere you can.
For more insight into these issues, please join me on my podcast, Trustees and Presidents—Managing Intercollegiate Athletics, available on Spotify and iTunes every Thursday morning.
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514c0746aa5fae118600336d54d3db3c | https://www.forbes.com/sites/karenweaver/2021/02/22/three-key-ncaa-rules-may-violate-us-antitrust-laws-2021-could-bring-monumental-change-to--organization/ | As The NCAA’s Antitrust Battle Intensifies, 2021 Could Bring Monumental Change To College Sports | As The NCAA’s Antitrust Battle Intensifies, 2021 Could Bring Monumental Change To College Sports
LOUISVILLE, KENTUCKY - JANUARY 18: Rayquan Evans #0 of the Florida State Seminoles dunks the ball ... [+] against the Louisville Cardinals at KFC YUM! Center. (Photo by Andy Lyons/Getty Images)
Just prior to his January departure, Makan Delrahim put the finishing touches on the Antitrust Division’s opinion in the Alston v. NCAA case and sent it to the Office of the Solicitor General, who will argue the government’s case against the NCAA. According to the former Department of Justice antitrust lawyer, the NCAA is approaching uncharted territory in antitrust law, and is looking for the Supreme Court and/or Congress to throw them a lifeline.
The former United States USM Assistant Attorney General joined me on my podcast to talk about the substantial liabilities facing the NCAA this year.
The NCAA surprisingly tabled their yearlong working group’s proposal for Names, Images and Likenesses reform in January. Facing a slew of states determined to implement legislation on behalf of college athletes to utilize their publicity and image, it seemed like a slam dunk that the NCAA was going to put something on the table for schools to vote on in 2021.
Now, they are nowhere.
The United States Department of Justice became interested when the NCAA threatened California with a ban collegiate teams participating in postseason play should that state enact the “Fair Pay to Play Act,” a set to become law in 2023 giving California athletes the opportunity to maximize their NIL rights.
You would think the NCAA would have learned from the 1980s when they were warned about the antitrust issues resulting from their restraint of member schools broadcasting football games outside of NCAA approvals. As my colleague Marc Edelman wrote in 2019, “NCAA lawyers must recognize that they stand on a perilous perch by threatening to ban member colleges for non-compliance with financial-based restraints.” And yet, they did it again.
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By denying an entire class of athletes the chance to play in the postseason (just because they chose to go to school in California), the NCAA may be violating antitrust law. “Colleges cannot get together, or the conferences cannot get together, and say we are going to deny any student the ability to play collegiate sports,” said Delhrahim.
Strike one.
NEW YORK, NEW YORK - NOVEMBER 06: Makan Delrahim, Assistant Attorney General, Antitrust Division, ... [+] U.S. Department of Justice, Dara Khosrowshahi, C.E.O., Uber, and Manuel Oliver, Founder of ChangetheRef.org speak in the green room at 2019 New York Times Dealbook on November 06, 2019 in New York City. (Photo by Mike Cohen/Getty Images for The New York Times) Getty Images for The New York Times
Delrahim believes that the NCAA has run afoul in a couple of other instances with antitrust law. His second concern was with the NCAA’s wholesale limiting of any athlete’s ability to monetize their image, as is now the case. “If they make money or violate this rule that prohibits them from earning any outside income for name, image and likeness,” that could be problematic for the organization. But the primary concern (for us) is (acting as) a collective body.”
Yet, Emmert’s letter to California legislators seem to only reinforce his antitrust concerns, saying “passage of the bill now will create confusion among prospective and current student-athletes and our membership. The impact of a prematurely passed bill would be difficult to untangle.”
Strike two.
The third issue Delrahim discussed appears to show the true vulnerability the NCAA has with antitrust legislation-the Division I transfer rules.
In every other sport except FBS football, men’s and women’s basketball, baseball and ice hockey, you can transfer without penalty. These sports penalize all athletes with a one year penalty. Here are the rules as currently written if you play one of those sports:
· Permission-to-contact: If you are enrolled full time in a four-year school, athletics staff members from an NCAA school cannot contact you or your parents unless they first have a letter from your current athletics director (or athletics administrator designated by the athletics director). If your current school does not grant you written permission-to-contact, the new school cannot encourage you to transfer and — in Divisions I and II — cannot give you an athletics scholarship until you have attended the new school for one academic year. If you are transferring from a school that is not a member of the NCAA or NAIA, you do not need a permission-to-contact letter.
Typically, the argument coaches make when objecting to their players transferring falls along the lines of:
Leaving too late to recruit a quality replacement; Not wanting to compete against that player in or out of conference; Stacking by an opposing team; Lost time spent developing that player.
PISCATAWAY, NJ - DECEMBER 29: Purdue Boilermakers head coach Matt Painter talks with Purdue ... [+] Boilermakers guard Jaden Ivey (23) during the second half of the college basketball game between the Rutgers Scarlet Knights and the Purdue Boilermakers on December 29, 2020 at the Louis Brown Athletic Center in Piscataway, NJ. (Photo by Rich Graessle/Icon Sportswire via Getty Images) Icon Sportswire via Getty Images
Matt Painter, Purdue men’s basketball coach, was clear about his views in March 2020, saying “I strongly oppose the proposed one-time immediate eligibility transfer waiver rule, and instead support the current year-in-residence requirement in men’s basketball.”
But here’s the rub: why is it okay to transfer in all the other Division I sports, but not the ones that make serious money for the school? To Delrahim, that doesn’t sound right, and he let the NCAA President know it. He told me, “To do this with students in the name of protecting students, (and their “integrity”), I thought was just a bridge too far. And I encouraged them to change those rules.”
“Who is harmed by some of these rules are the inner-city kids, they come from an economically disadvantaged (background). For a lot of them their sports, their athleticism, may be the ticket out of some difficult home situations or economic background to get a college degree or, or maybe get to go to professional sports. And it's a shame that they're affected, rather than the water polo player or the golf or tennis player.” He called the policy “a monopsony,” a market structure in which a single buyer substantially controls the market as the major purchaser of goods and services offered by many would-be sellers.
Strike three.
All of these have contributed to a challenging landscape, which became even more uncertain when Emmert pulled the offer at the 11th hour. According to sources, Emmert and the Board of Governors have decided to wait for the Supreme Court ruling in the Alston case. Oral arguments are being held at the end of March, with the Court likely to rule by the end of June. Those same sources told me the NCAA believes that a conservative majority on the Supreme Court gives them the best chance of receiving some kind of antitrust immunity protection going forward.
There are also a number of bills proposed in Congress relating to athlete’s rights this year, with only some mentioning limited immunity for the NCAA; any one of those could also upset the landscape as well. Senator Cory Booker told the Aspen Institute it’s likely that Congress won’t act until late spring or summer. Either way, 2021 promises to be a landmark year in college sports.
Listen to my entire conversation with Delrahim.
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41984b2a26be8504178926325acf855e | https://www.forbes.com/sites/karimabouelnaga/2017/03/22/nathan-allen-pirtle/?via=indexdotco | How One Digital Marketer's Inspiring Story Amassed 1.7M Followers | How One Digital Marketer's Inspiring Story Amassed 1.7M Followers
Nathan Allen Pirtle believes his purpose is to help leaders understand how to use social media to connect authentically. “ First, it was radio, then it was television, and now it is social media ,” Pirtle says. Per the Pew Research Center, as of January, 70% of Americans use social media for entertainment, connection, and news.
“Social media helped one person rise from the bottom of the Republican rankings to President of the United States,” per Pirtle. With eight months left to go until the general election, President Trump had an estimated $2 billion in free media coverage. This allowed Trump to spend about half of what Clinton spent on his way to the presidency, at $238.9 million compared to $450.6 million. Pirtle believes “if we teach the right people how to use social media, they can be the leaders of tomorrow.”
Nathan Allen Pirtle, Founder and CEO, Work With The Coach (Photo by David Wagner) Nathan Allen Pirtle
In 2014, Pirtle founded a digital media company called Work With The Coach to help leaders connect authentically with their fans and consumers. “Nobody wants to be sold to on social media,” Pirtle says. “When you engage with your fans in a genuine way, the fans will organically spark business,” Pirtle added. His start is a testament to just that. Pirtle landed Wyclef Jean, one of his more recent celebrity clients, through a cold tweet.
And though it might seem like Pirtle was always at the top, his life’s journey tells otherwise. Pirtle was born in East St. Louis and raised in Decatur, IL. The cities rank as being safer than 3% of other cities and 12% of other cities in the U.S., respectively. After years of disenchantment with school, Pirtle dropped out when he made it to 10th grade. The next few years were marked by instability. He did what he needed to do to fit in and avoid standing out. Before he knew it, he was arrested for an armed robbery and was looking at a prison sentence of 15 years to life. Pirtle caught a lucky break and got off with six years of probation and only one year in jail.
In 2013, Pirtle’s father passed away and it marked a turning point in his life. “I packed up my things, moved out to Los Angeles and picked up jobs at a call center and at Coffee Bean while I was starting my digital media company,” he said. He was convinced that social media was the way of the future. The territory is also very familiar. Just a decade ago, Pirtle used to manage an artist’s brand and his own page on Myspace. “It’s a gift I was always good at. When I started my company, I did it using a $29 app,” said Pirtle.
Earlier this year, Nielson published a study that showed adults 18 and over, on average, spent over five hours per week on social media – with the heaviest users spending over three hours per day. “ Social media is one of the biggest opportunities companies have to connect directly to consumers ,” the report stated. Pirtle echoed this same sentiment.
“Most digital media companies advise people on how to build their brands but they don’t have people engaging or following them on their own platforms. Digital marketing and social media should be about letting people into your life and helping them feel like family,” he said. Today, Pirtle has 1.7M followers on Twitter. His company has several notable celebrity clients and has worked with Nicki Minaj, Lil Wayne, Wyclef Jean, and Paula Abdul. He’s been credited for worldwide trends and each month reaches over 100M between his Twitter following and client list.
His following and what he calls “family base” didn’t really start to grow until he owned his story. Pirtle shared, “at first, I was afraid to tell my story because I believed that people would judge me. One day I just put it all out there. I accepted that I wasn’t perfect and I will never be perfect. Once I came to terms with my mistakes and the things I did wrong, people started to respond positively to it. They were able to relate to me on another level because we all have skeletons in our closets, we all have secrets, and we’ve all done things we wish we didn’t do.” The rise of social media has provided us with an opportunity to augment our reach and our presence.
This work for Pirtle goes beyond his day to day. He believes that minorities need more role models who aren’t just athletes and entertainers. He believes that if black boys pursued coding, medicine, and business with the same vigor they do becoming a rapper and an athlete then we’d have more black men doctors, programmers, and entrepreneurs. Speaking from his personal experience, “there aren’t that many minorities in digital media. I want my story to inspire. I want to be that one piece of hope when it feels like there is no hope,” Pirtle concluded.
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12f0e50f647920c787dd411315425029 | https://www.forbes.com/sites/karimabouelnaga/2017/07/09/how-one-millennials-zip-code-dictated-his-destiny/ | How One Millennial's Zip Code Dictated His Destiny | How One Millennial's Zip Code Dictated His Destiny
Oluwatoyin Ayanfodun was born and raised in East New York, Brooklyn, which is considered the murder capital of Brooklyn, alongside Brownsville. In 2011, East New York’s 75th Police Precinct reported the highest murder rate in the city. “Less than 60 percent of the adult population has a high school diploma where I grew up. Many of the systems that are currently in place to support students are actually prohibiting their chances of success,” said Ayanfodun. East New York has significantly higher dropout rates and incidents of violence in their schools.
At the same time East New York reported the highest murder rate in the city, Ayanfodun, who was 25 years old, launched Tomorrow’s Leaders NYC (TLNYC) to help address one of his community’s largest educational woes – the large number of overage middle school and high school students. In 2014 Advocates for Children reported that more than 50,000 middle school students have been retained at least once, and more than 8,500 students have been left back at least three times. According to the Center for Development & Learning, retained students are two to eleven times more likely to drop out of high school than promoted students.
Oluwatoyin Ayanfodun, Founder and Executive Director, Tomorrow's Leaders NYC Echoing Green
“This is one of the most vulnerable and at-risk youth populations in our country and there are virtually no other organizations nationwide that exclusively work with over-age middle school and high school students,” said Ayanfodun. The financial implications of stemming this problem are staggering. The Alliance for Excellent Education estimated that if New York’s high schools graduated all of their students ready for college, the state would save as much as $192 million yearly in community college remediation costs and lost earnings. Moreover, if the male high school graduation rate were increased by just five percent, the economy could see a combination of crime-related savings and additional revenue of about $457 million annually.
Despite their significant academic and social-emotional needs, in 2014 there were fewer than 450 seats in programs for over-age middle school students in New York City’s traditional public and charter schools. “My parents both worked in human services so I believe part of my passion for helping others came from them. I also personally witnessed many of my peers drop out of school, get sent to jail and become dependent on the welfare system, and in some cases even die because they never received the support they needed at the most pivotal moments of their lives.” Ayanfodun said. This problem is particularly prevalent in East New York where only 57% of adults have a high school diploma and 19% of the adults have a college degree.
New York City has recognized the issue, but has done nothing more than throw money at the problem. Last year, the city allocated $2.4 million of its $29 billion education budget to support over-age, under credited youth. The city’s lack of solutions for this population has led to an opportunity for Ayanfodun and TLNYC. Since inception, the organization has already supported over 250 over-age students and shown some promising results. 95 percent of the students in TLNYC have been promoted to the next grade and 80 percent have improved their grade point average.
What’s even more impressive is Ayanfodun’s ability to do it on a shoestring budget. To support the 250 students to date, his team has raised about $500,000 – one fifth of what the city spends every year to serve less than double the number of students. Despite the odds, Ayanfodun graduated with a degree in Education, minored in Entrepreneurship and obtained a continuing studies certificate for non-profit management. Although education reformers are typically working to ensure that a child’s zip code does not dictate their life prospects, I think many would agree that this one was a positive exception.
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fc3d9d8b320dd80abe88221edb8924ca | https://www.forbes.com/sites/karineldor/2017/10/06/founder-burnout-is-real-5-ways-to-prevent-it/ | Founder Burnout Is Real: 5 Ways To Prevent It | Founder Burnout Is Real: 5 Ways To Prevent It
As entrepreneurs, the line between “work” and “life” can become blurry—to the point where any semblance of balance completely fades away. Here’s a PSA: be gentle to yourself. It’s possible to maintain work-life balance and achieve groundbreaking success.
Manage your daily to-dos, Credit: Shutterstock
For every person who claims “they’ve got a dream worth more than their sleep” and that “the dream is free, but the hustle is sold separately,” I can find you a squad of successful female entrepreneurs who have mastered the art of balance (six of them provide sage advice, right here). Because hard work and grit are necessary, but not to the point where you develop unsustainable habits and burn the candle at both ends.
But first, let’s talk “work-life balance”: According to Cyndie Spiegel, Small Business Consultant and Founder of The Collective (of Us), “Work-life balance is possible but it's more likely when you build your business around your lifestyle goals rather than creating goals around your business. Working backwards allows you to have a built-in ‘work-life balance plan’ that you'll be grateful for as your business grows.”
So how do you scale your business and grow without losing your (sense of) self? These six female founders shed light on slaying without burning out.
1. Make a priority list, not simply a “to-do” list.
Health and wellness coach and founder of Mindfulness Matters, Samara Zelniker, swears by her to-do list.
“I make a prioritization list every morning (this is often referred to as a HIT, or ‘high-impact task’ list). Yes, I would love to complete everything on my to-do list every day, but I know that’s not realistic. I set goals to complete the top three most important tasks—the rest are a bonus.”
Erika Velasquez Alpern, founder of the agency Tactile (whose mission is to #changetheratio), adds: “When you have a vision and you're building a company of passion, it can quickly become all-consuming. Endless possibilities = endless to-do list.”
So flip the script and celebrate what you actually accomplished by focusing on the priorities of the day.
2. Outsource everything you can.
Once you have a clear picture of your priorities, assess what you can outsource.
Most of the female founders on this list included “delegating” and “outsourcing” among their top tactics.
Licensed psychologist Dr. Lauren Hazzouri, founder of The Practice, a community of girls and women coming together to heal, gain clarity, and stand in their own power, reminds us to “use our village.”
“We women need our tribe, our girl gang, our coven. Rely on the women around you to pitch in with childcare. We’re all in this together. Delegate, delegate, delegate. Yes, things need to get done—not always by you.” - Dr. Lauren Hazzouri
And if outsourcing means paying for certain services that you can’t perform to the best of your ability, then save your time and energy, Cyndie Spiegel recommends: “In the age of CloudPeeps and Fiverr, you can literally find affordable support for just about anything, from creating a social media graphic to writing copy, to hiring a virtual assistant for daily admin tasks.”
It can also mean adding more structure and convenience to your life, as co-founder of Dormify (the one-stop-shop for small space decorating and inspiration), Amanda Zuckerman suggests:
“Opting into an easy, organic meal delivery program like Sakara Life has been instrumental in helping me stay on track. I can focus my energy on important decisions I need to make at Dormify rather than stressing about where I can find something that meets my dietary restrictions last minute.”
3. Set realistic boundaries.
Setting boundaries means saying no to everything that’s not a priority right now.
Dr. Lauren Hazzouri explains: “In order to focus on myself, my work and my daughter, I set strict boundaries with everything else. So, my tip is to know what works for you. If your life feels unnatural, lose the parts that require you to ‘shut down’ who you truly are in order to become who you think you’re supposed to be.”
These can also be considered your non-negotiables—and Samara Zelniker walks the talk: “My non-negotiables are the things I can't live without. For example, I know I’m happier when I move my body daily and take mindful breaks to be in nature. As a result of carving out time every day for the things that create an optimal internal balance, I am more creative, effective in decision making and have more energy.”
4. Disconnect and listen to your intuition (because self-care).
Your gut is often referred to as “the third brain” (along with the head and heart); use it to your advantage and let it help guide you.
Cyndie Spiegel explains: “You'll need your instincts to guide you more than ever before because there isn't a ‘one size fits all’ rule book to entrepreneurship. When you feel the pull of imbalance, whether it be 16-hour days or too many emails, reign it in immediately. Trust what you know about your body and mind. Do whatever you need to in an effort to find equilibrium, even temporarily.
Your business needs you to be in top form and ‘barely getting by’ will not serve you or your business' growth.” - Cyndie Spiegel
Erika Velasquez Alpern swears by this type of “structured unplugging.” According to Velasquez Alpern, “this means setting aside time where you leave the screens and social feeds behind, without feeling like you need to commit to a week of going off-the-grid. For example, not checking email after 9pm, picking a day each week where you refuse to eat lunch at your desk, not looking at work emails on Saturdays, etc.”
5. Remember: the work will always be waiting for you.
Iva Pawling, co-founder of innerwear brand Richer Poorer, reminds us that the juggle is real, so make sure you’re making time for your priorities and yourself.
“Managing entrepreneurship, personal priorities and parenthood is a matter of perspective, because it’s simply hard. The best thing for me was accepting that it was always going to be a juggle, and prioritizing what's most important to me. I have to be really strict with my schedule by waking up in the five o'clock hour to squeeze in a barre or spin class, and having a hard stop at work to get home to spend quality time with family. There’s always more to be done in growing a business, but understanding that many things really can wait until tomorrow really allowed me to take care of myself.” - Iva Pawling
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0dfe1d6d80a2da3f65c684b6f7821f71 | https://www.forbes.com/sites/karineldor/2017/12/26/my-power-word-for-2018-will-inspire-you-too/ | My Power Word For 2018 Will Inspire You Too | My Power Word For 2018 Will Inspire You Too
The holidays are a perfect time to reflect on the year that’s gone by and start setting intentions for the year ahead. One strong way to help propel your goals is defining it with a word.
Choose your power word for 2018, Photo Credit: Arnel Hasanovic on Unsplash Photo by Arnel Hasanovic on Unsplash
Pretty amazing how powerful a word can be, right?
The ones that have been on my list in previous years include “presence,” “gratitude,” “growth,” and “joy.” And to be honest, they represented the state of my life and career at the time.
So for 2018, I'm ready for a more assertive power word: “Space.”
As in:
Make Space: Because making space in your day is a critical way to fuel your intentions, feed your need for balance, and do all the things that fill you up.
Take Space: Because women have leaned in and broken their silence, and are now poised to take the next steps, take space and #breakthefuture.
Easier said than done, right?
I spoke with Danielle Kayembe, founder of GreyFire Impact, for inspiration and guidance on how to get started. Kayembe is a serial entrepreneur who works on projects at the intersection of women and social impact. And her recent piece, The Silent Rise Of The Female-Driven Economy, has gone viral for the best of reasons: it focuses on coded patriarchy, a phenomenon that impacts nearly every aspect of a woman’s life, as a result of the female perspective being quietly omitted in design, business, media, technology, clothing, and even our cities.
Here is why Kayembe echoes my feelings about space as an important power word for 2018.
1. Make space for creativity.
On a personal note, I will make an effort to create more buffers in my day to ensure I have more work “days” and less work “moments.” Because it’s the work days that will allow for delving deep into creativity, big ideas and making magic.
For Kayembe, making space goes back to making time for creativity:
“I’m an entrepreneur now but I’ve worked in demanding jobs at matrixed organizations in the past. One of the key things I’ve learned is to carve out space for myself first. As a result, I make space to feed my creativity and the other parts of me that may seem neglected because I work in business. I realized a few years ago that a lot of what’s driven my success in business has been my creative background—I’m a classically trained pianist, submitted an art portfolio with my college applications, and spent a summer as an intern at the Getty Museum. When I started my career in finance and consulting, it felt like I’d left these creative disciplines behind. However, I realized that my strengths in business were that I saw patterns and connections that traditional economics majors didn’t—I could tell narratives with numbers and create stories and associations where others didn’t see them. So now I make it a priority to feed those other creative parts of myself regularly, with everything from museum visits to flamenco dancing."
2. Make space for self-care.
Self-care was definitely one of the buzziest words in 2017 and I’m grateful that it’s being recognized as a top priority. It’s a necessary reminder as many of us throw self-care by the wayside, when it should be among our non-negotiables.
Kayembe agrees: “Now that I’m a full-time entrepreneur, my rule is that the first two hours of every day are mine. In that time I do whatever I want: lay in bed and read social media, exercise, make a fancy breakfast—it doesn’t matter. The rest of the day, I do my best to get through my to-do list. I squeeze my work activities into the time that’s left—instead of squeezing “me time” into my schedule. If I’m working full-time at a company, I keep the same rule, but I give myself one full day to myself on the weekends. Same rules apply, so I usually turn off the phone, sleep in, pamper myself, or go for a long hike or bike ride.”
3. Make space for balance.
So many of us subscribe to the notion that we need to always do all the things, all the time.
Kayembe offers up this important reminder: “One of the main purposes of becoming an entrepreneur is to have control over your life and your schedule. So if you’re not making yourself a priority, you’re missing one of the best parts of being your own boss. This is the most important life hack I have besides meditation; because nothing is more important to success than your state of mind. And when you’re working under stress, the best way to maintain your state of mind is to know when you’ll have a break. Without this, your mind starts to engage in subconsciously self-sabotaging behaviors. You’ll be chronically late to work or meetings, which is a way your mind subconsciously steals back time. Once I understood this, it dramatically shifted how I manage my time.”
4. Take space in the world and create herstory.
We all know this was a monumental year for women. “Feminism” was Merriam-Webster's Word of the Year for 2017 as a top lookup, showing a 70% increase over 2016 (especially spiking after January’s Women's March on Washington, D.C.).
But at the same time, we have a long way to go.
Kayembe offers her insight on why and how women need to take space in 2018:
“Women are in the process of creating a new identity that is autonomous, independent and self-defined. We are at the beginning of a self-exploration journey that will result in major shifts in our world. Women will now begin to turn those fresh eyes to other areas: history books littered with male achievements, media and advertising presented from a male gaze, as well as religious and political institutions. I believe women will begin to replace or reform the existing institutional structures that do not serve them.”
Where does the current #MeToo reckoning fit into all this?
Kayembe explains: “What #metoo has made clear for many women is that the game was rigged against us—it was never designed for us to win. Until now.”
So looking ahead to 2018, it’s time to make space for all the things: magic, creativity, kindness (towards others and ourselves), play, resistance, standing in our truth, and claiming our seat at the table.
And since actions speak louder than words, once you define your power word of 2018, take the steps to put it into action.
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a5b1cf3a493a8ec3f1cb024637fed83a | https://www.forbes.com/sites/karineldor/2018/06/30/9-female-founders-on-mental-health-the-self-care-tips-that-work-for-them/ | 9 Female Founders On Mental Health & The Self-Care Tips That Work For Them | 9 Female Founders On Mental Health & The Self-Care Tips That Work For Them
Jen Gotch, founder and Chief Creative Officer of Ban.do, Photo Credit: Christina Winkelmann Christina Winkelmann
The world is still reeling from the tragic deaths of Kate Spade and Anthony Bourdain, in the same week in June. While these two beloved icons were living with depression and despair, we are left with questions about why they chose to end their lives.
While Spade and Bourdain were unique in their talents and superhuman skills, the struggles they dealt with are likely felt by people we encounter daily: the entrepreneurs who are hustling hard and faced with everything from imposter syndrome and isolation, to the high stakes of founder life.
Licensed psychologist, Dr. Lauren Hazzouri, founder of The Practice, a community of girls and women coming together to heal, gain clarity, and stand in their own power, helps shed light on the anxiety-inducing life that comes with being an entrepreneur: “Recognizing that entrepreneurship is a lifestyle rather than a job is an important part of understanding the pros and cons. One of the most exciting, yet often detrimental parts of being an entrepreneur, is the obsession that comes with putting all you’ve got into an idea of your own. That obsession can be isolating and harmful in multiple ways. Many entrepreneurs work alone much of the time. It’s hard to connect with others in a meaningful way when hyper-focused on a singular vision and purpose. Also, time is scarce for entrepreneurs, so self-care suffers. And then financial insecurity often increases stress levels.”
I spoke with nine female entrepreneurs who shared their personal experiences with mental health, and what helps them overcome (and manage) the struggles.
1- Jen Gotch, founder and Chief Creative Officer of Ban.do, and host of the Girlboss Radio Network podcast, “Jen Gotch Is OK… Sometimes”
“What steps have I not taken to feel better? Medication, meditation, talk therapy, EMDR (Eye movement desensitization and reprocessing), research, supplements, psychiatry, food therapy, exercise, diet, CBD, acupuncture, Reiki healing, remaining optimistic, becoming more self-aware, being kind to myself, building emotional intelligence. And I’m open to finding new ways to feel better every hour of every day. It's a big priority in my life.”
What do you want others to know?
“That it is okay to not feel okay! That it happens to everyone and on top of it all, business is so hard! Let yourself have bad days (and good days, obviously), and if the bad days get really bad and the good days are few and far between, ask for help.”
2- Belma McCaffrey, founder of the career platform, WorkBigger
“After I had my son, I went through burnout and probably suffered from postpartum issues. Since then, I actively started to focus on improving my mental health every day, by managing negative self talk (writing down when I'm comparing myself to others, for example). This allows me to name the emotion and get it down on paper. Opening up to friends also makes me feel better.”
What do you want others to know?
"My experience informed the WorkBigger mission, because without inner peace, doing work you love doesn't get you very far.”
3- Claire Mazur, cofounder of fashion e-tailer, Of a Kind
“I’ve spent a lot of time in therapy and a lot of time on antidepressants, but the thing I rely on most heavily to manage my mental health is exercise. I first experienced depression in my late teens and didn’t realize the benefits of exercise until my mid-20s, but it’s been the most life-changing, impactful discovery. I go for a run most mornings because for me it’s cardio that really helps!"
What do you want others to know?
“If a fear of hurting the brand is stopping someone from seeking help I’d say this: It’s hard to think of any brand that wouldn’t benefit from feeling more human, more real."
Claire Mazur, cofounder of Of A Kind, Photo Credit: Jennifer Young Studio Jennifer Young Studio
4- Kristina C. Unker, Partner & Managing Director, MA'AM Creative
“After surviving what I've coined 'The Episode' (my deepest point of depression), I've learned to stop valuing myself based on business success. I'm still extremely passionate, hard working and ambitious, but with a different perspective on things. Self-care is always a priority. This includes talking with my therapist monthly, committing to a good night's sleep, not overextending myself to friends, family and work needs. I ask for help. I talk to my family, my friends, and my business partner—a lot.”
What do you want others to know?
“Now is the time to stand up and speak out. Life is hard. Even when you appear to have it all, this human condition is complex and non-linear. There's no normal. I want to help other women and let them know they're not alone."
5- Amy Nelson, founder of the co-working space, The Riveter
"My husband saw that I was struggling and encouraged me to talk with a mental health provider. I found an amazing nurse practitioner who specializes in postpartum mental health. I’m happy to report that over time, I did find my way back to what was 'normal' for me."
What do you want others to know?
“I wish I knew that there wasn’t any shame in acknowledging that I was struggling with depression. We all deserve to be healthy and happy, and we have so many people and resources to help us get there.”
6- Zoila Darton, founder of W.O.R.D. agency
“I recently got into a funk after coming to terms with becoming a mom who also works from home, as I’m spread too thin. We like to think that 'doing it all' is the badass thing to do, but sometimes the most badass thing you can do is scale back. My life has been saved a million times over by the women in my life: they have been total life lines for me. Shoutout to those queens!”
What do you want others to know?
“Do not let your thoughts control you. You control your thoughts. All the power I need is within me, I just have to believe in me.”
7- Jonna Piira, CEO & founder of organic tampon brand, Kali
“As a business owner, the isolation struggle is real. I work out of a co-working space, NeueHouse, which has helped tremendously. I also joined an amazing female-based entrepreneurship group called Dreamers & Doers. It truly helped me feel less alone.”
What do you want others to know?
“Just be yourself. I wasted a lot of time second-guessing myself and seeking acceptance from people that truly didn't matter. We are all rockstars and the more authentic we are, the quicker we find our tribe.”
8- Monika Bhasin, founder of the platform, GLYD, an app for travelers to connect with locals
“Today, I start my days with gratitude; I realized that when I start my day being thankful for the things I have, I am less inclined to be negative.”
What do you want others to know?
“I wish therapy wasn't as taboo of a subject or activity. I wish I knew that my history is a culmination of evidence and proof that I am a fighter and will survive anything life throws at me.”
9- Cat Castellanos, founder of the therapeutic crisis management firm, Sidestep Strategies
"A lot of us fall victim to the utopian image of entrepreneurial life; roaming the earth as we build empires from coffee shops. Then, one day, we find ourselves in a room full of people and completely alone. We're tribal creatures, we weren't meant to live or work in isolation. This means creating a routine while promoting quality relationships over quantity."
What do you want others to know?
"Looking back, I thought I just wasn't trying hard enough, so I pushed my body more and more. Of course, this only resulted in the inevitable crash. The body carries its own intelligence; we just need to listen to it."
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26370daf33975adaa4e8554c7135038a | https://www.forbes.com/sites/karineldor/2018/09/29/the-key-to-success-according-to-this-tech-founder-stick-to-your-niche/ | The Key To Success According To This Tech Founder? Stick To Your Niche | The Key To Success According To This Tech Founder? Stick To Your Niche
Promise Tangeman, Owner of Go Live HQ, Creative Director and Certified Digital Marketing Strategist,... [+] Photo Credit: Kristen Booth Kristen Booth
You might be wondering how a graphic designer with a fine arts background and a love for photography and fashion ended up launching an agency specializing in tech and website creation.
Promise Tangeman is the woman behind Go Live HQ, a boutique graphic and web design studio dedicated to helping businesses launch the website of their dreams. You can consider her a woman who codes, whose design and branding skills allow her to color outside the lines of tech's "bro culture" and empower other business owners by helping them create their own websites.
As an entrepreneur who juggles many aspects of owning an agency, Tangeman swears by two productivity hacks and has learned to narrow in on her niche rather than be all things to all people. Learn how Tangeman manages all aspects of her thriving business and why her future as a creative slash founder shows so much promise.
Karin Eldor: What led you to launch Go Live HQ in 2012?
Promise Tangeman: Over the years I began to lean into my strengths and passions more, and align those with the holes I was seeing in the marketplace. So, I rebranded my freelance business to become Go Live HQ. As a team we would focus on web design only for entrepreneurs and small businesses. Through the creation of website templates and custom web design services, the goal is to launch websites quickly (on the Squarespace and Showit platforms). Most design firms take six months to one year to launch a website, whereas we do it in five days flat.
Eldor: Why is the concept of focusing on a niche so important to you?
Tangeman: When your industry feels flooded with other people doing the exact same thing as you, you have to be different in order to stand out, and you have to stand out in order to get the sale. The number one question I get asked on a daily basis is: “How do I get more customers and clients?” That answer is simple: focus on your business and create a niche for yourself.
A niche is when you create a very specific product or service that only appeals to a small group of people. So you’ll create a more focused product, market it to fewer people, and as counterintuitive as it seems, actually make more money.
Eldor: Why do believe creating a niche will help you attract more customers and clients?
Tangeman: For starters, your business will be considered unique, so people will have a reason to talk about you and tell their friends about you. As well, you’ll be viewed as a specialist in the sector of your industry, and therefore you’ll be your specific customer’s first choice. And you'll have a better, more targeted product, so people will be willing to pay a higher price for it. As a result, you’ll have a higher and faster conversion to sale, because you’ll know exactly where and how to market your product.
Promise Tangeman, Owner of Go Live HQ, on her top productivity hacks and the importance of focusing... [+] on a niche, Photo Credit: Kristen Booth Kristen Booth
Eldor: I know you also love fashion! I noticed that you’re intentional about posting fashion-related content on your personal blog and Instagram, rather than adding it to Go Live HQ's feeds. Can you tell me about this?
Tangeman: A lot of our clients appreciate my personal style, but I don’t believe my company should be a melting pot of everything that I love. I think a lot of entrepreneurs make that mistake. They want all the things that they love to somehow be incorporated into their business model, which can create a mess of confusion for potential customers. Having a clear and simple brand message is key to a successful business.
Eldor: You wear so many hats at Go Live HQ! What are two your favorite productivity hacks?
Tangeman: 1. Batch work: I'm not a multitasker and I don’t thrive when jumping from task to task quickly, or getting pulled into a million different directions all at once. That’s why I'm a huge believer in batch working, where you group similar tasks that are on your to-do list together into one-time chunk. So, for example, I spend Mondays dedicated to any major administrative tasks. I spend Wednesdays dedicated to writing and editing helpful content for my company’s blog, social media, and speaking events.
2. Outsource: I outsource the things I am slow at or not good at. In order to maximize my time most effectively for the business, I have to focus on the tasks that only I can do for the business. And I have learned to outsource the rest. When I started out I needed to be the one doing the design work. Now that I’ve built my design team, I am focused on networking, building relationships, and creating and teaching helpful content around building a website and growing a business.
Promise Tangeman, Owner of Go Live HQ and cofounder of Designer Vaca, on why focusing on a niche is... [+] key, Photo Credit: Kristen Booth Kristen Booth
Eldor: What would you tell someone who is ready to take the leap and start their business, and turn their passion into their paycheck?
Tangeman: Start a side hustle and don’t quit your nine to five yet. When you start a side hustle you’re able to test your business concept, try things, and experiment without the pressure of making a living. But when you quit your 9 to 5 and are stressed about making ends meet, you make poor decisions. Hustle that side hustle. If you want it bad enough you will find the time.
Eldor: What's the best business advice you've ever received?
Tangeman: Always be a learner. Don’t let yourself become too good or too proud of whatever you’re doing that you become fearful of taking risks or trying new things. Stay curious!
Eldor: What are three essential characteristics to being a female entrepreneur?
Tangeman: 1. The ability to follow through: Dreams are a dime a dozen but it’s the execution of the idea and follow-through that will help you stand out from the rest and find success.
2. Integrity: What goes around comes around.
3. Faith: You have to have hope and faith in something bigger than yourself to see big dreams take shape.
Eldor: Tell me about Designer Vaca! I love that it’s the only conference geared specifically for female graphic and web designers!
Tangeman: Designer Vaca is a two-day “vacation” held in Palm Springs, California for female graphic and web designers all over the world. It started when my design colleague at the time, now cofounder Alyssa Yuhas, called me to talk about how to handle a difficult client situation. After bouncing ideas off each other, we realized that we really wanted to be able to do that more often, with more designers in our industry.
Eldor: What's next for Go Live HQ?
Tangeman: I’ve always had a strong passion for helping people launch what they love. So, in this next season we will continue doing that through a brand new affiliate program. We’ll also work on bolstering our DIY resources to help people design and launch their first website, to get their business off the ground.
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fdab929ecf620c5678c6a7f05888bdcb | https://www.forbes.com/sites/karineldor/2018/10/19/4-reasons-why-you-should-try-a-social-media-detox-like-ariana-grande/ | 4 Reasons Why You Should Take A Social Media Break, Like Ariana Grande | 4 Reasons Why You Should Take A Social Media Break, Like Ariana Grande
NEW YORK, NY - AUGUST 20: Pete Davidson and Ariana Grande arriving at the 2018 MTV Video Music... [+] Awards at Radio City Music Hall in New York City on August 20, 2018. Credit: imageSPACE/MediaPunch /IPX
This week, singer Ariana Grande announced that she was taking a social media hiatus, in light of her broken engagement to comedian Pete Davidson.
Grande isn’t the only high-profile celebrity to go on a social media detox: Selena Gomez also announced her social media departure last month, and celebrities like Gigi Hadid, Ed Sheeran, and Leslie Jones have all temporarily pulled the plug on their platforms.
The truth is, stepping away from social media on a regular basis is a healthy ritual for all of us to practice, and not exclusively recommended during moments of transition, vulnerability, heightened anxiety, or crisis.
I spoke with Larissa May, mental health advocate and founder of the social media platform, #HalfTheStory, about the importance of regular social media breaks, the signs that it’s definitely time to log off, and how to take those first steps.
4 Reasons Why A Social Media Hiatus Is Critical
It helps you set boundaries. In Ariana Grande’s case, it bears mentioning that she’s also still dealing with post-traumatic stress disorder and anxiety after last year’s Manchester attack, as well as the recent death of her ex-boyfriend Mac Miller.
For many of us, social media can feel like an anxiety-fueled space, and it’s up to us to decide when to turn it off and not let the negativity seep into our personal space. Shutting off the noise on social media by taking a break can be the healthiest boundary you set for yourself , which is the ultimate form of self-care.
It helps you stay focused on your goals. Stepping away from social media ensures that you keep your eyes on your prize. This means no wasted energy thinking about others' comments and who viewed your latest Instagram Story.
Now scrolling aside, what about all the time spent plotting your next post? It will be refreshing to do things that feel good just for you, rather than doing them for the ‘gram.
It helps you reclaim your time. With Apple iOS 12's “Screen Time” feature, you can track your social media usage. I'm currently using this tool and discovered that I could have likely read Steve Jobs' biography in the time I spent scrolling Instagram last week. So if you're complaining about having zero time to go for a run or get to inbox zero, don't give into social media's procrastination pull.
It helps you reconnect and come back stronger. Selena Gomez included this message in her "going offline” Instagram caption: “Update: taking a social media break. Again. As much as I am grateful for the voice that social media gives each of us, I am equally grateful to be able to step back and live my life present to the moment I have been given. Kindness and encouragement only for a bit!"
Use this time to reconnect and upgrade a social media relationship to a real-life interaction, whether it’s a phone call or coffee date. Plan a night out with a friend you’ve been exchanging DMs with. Distract yourself with other “guilty pleasures” or self-care routines, like taking a day to recharge at the museum or catch a foreign film.
Now this part is key: Dr. Lauren Hazzouri, psychologist, speaker and champion for girls and women, reminds us that during a social media detox, you need to do the inner work. "The reality is that it's not all or nothing, and social media isn't going away anytime soon. So how you use your time during a social media detox to deal with the issues offline, is key to ensuring you're no longer triggered when you see a post online."
So when it comes to comparing yourself to others, for example, be clear about your goals and do the self-work IRL to come out confident; it will help curb the anxiety that the Instagram comparison game creates.
Social media is an open forum for people to post their accomplishments, aha moments and big wins, and it will never stop being this. Equip yourself with the proper tools to ensure you're not susceptible to triggers when you do log back on.
Signs it might be time to take a social media break:
Larissa May offers up this self-check list to monitor when and if it's time for you to log off:
- Do you feel physical urges to be on social media?
- Do you feel a sense of anxiety from not being able to access social media?
- Do you feel low and unworthy after scrolling through your feed?
-Do you spend more than two hours a day on social media?
- Do you spend more time on social media interacting with others than you do IRL?
- Do you retreat to social media while feeling down? (A note about this: FOMO is natural and you might even scroll your feeds knowing it creates sad and jealous feelings, in a sadistic way. It's important to recognize this habit and be aware that you're doing it, to work on avoiding this habit.)
5 Ways To Try A Social Media "Lite" Detox
So can you cut your social media usage, cold turkey?
May explains: "Research has found that technology addiction is similar to any other type of addiction. The rush and excitement that you feel after posting a photo is a neurochemical known as dopamine, or the 'reward molecule.' Dopamine is typically released after physical activity and hugs, but now social media is a large source of dopamine, creating a sense of belonging through likes, shares and notifications. Like any addiction, it's almost impossible to go cold turkey and you should treat it as such."
May shares these five steps:
Curb The Urge: Remove your notification alerts and group your social media apps into folders to make them more difficult to access.
Leave Your Phone At Home: When you first start limiting your social media use it can feel limiting and create feelings of anxiety. Challenge yourself to leave your phone at home while running errands or exercising, to create a safe space without access to social media.
Create Phone-Free Zones: Make mindfulness a habit by creating a space for your phone to charge outside of your bedroom. The blue light before bed can inhibit sleep, eyesight, and impact your mental state.
Sleep On Airplane Mode: If this is a possibility for you, turn on airplane mode before you go to bed, so that you won’t see notifications first thing in the morning. By creating a ritual that incorporates more "you time," it will be easier for you to break the social media habit.
Start With Weekends Off: Sign out of all social media apps first thing Saturday morning to curb the craving. Monitor how you feel by Sunday night and resist the urge to log on until Monday.
And as a final reminder: don’t worry about missing anything on social during your break. All the inspiration and connections you need are all around you: it’s simply time you looked up and noticed it all.
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4b6bc0f0ef4eea7422d2cd49e25589e7 | https://www.forbes.com/sites/karineldor/2019/08/15/museum-of-ice-cream-founders-launch-figure8-and-announce-40m-series-a/?utm_medium=website&utm_source=plataformaarquitectura.cl | Meet Figure8, The New Company Launched By Museum Of Ice Cream's Founders | Meet Figure8, The New Company Launched By Museum Of Ice Cream's Founders
Maryellis Bunn and Manish Vora, cofounders of Figure8 and Museum Of Ice Cream, raise Series A to ... [+] transform how millennials and Gen Z connect with spaces and each other, Photo Courtesy Of Museum Of Ice Cream and Figure8 Photo Courtesy Of Museum Of Ice Cream and Figure8
Maryellis Bunn always has something up her sleeve, so it's no wonder she's also known as "The Millennial Walt Disney."
When Bunn and her partner Manish Vora opened the doors of the first Museum of Ice Cream in New York's Meatpacking District in 2016, the anticipation and intrigue had reached such a fever pitch, tickets sold out before it was even built (and the waitlist ran 200,000 people deep). Fast forward three years, and the self-funded team have already created five Museum of Ice Cream locations (including a permanent one in San Francisco), its own signature ice cream line, and partnerships with the likes of Target and Sephora. And it turns out, the Museum of Ice Cream was only the tip of the iceberg.
Bunn and Vora announced the launch of parent company, Figure8, on August 14, and completed its first close of a $40M Series A round at a $200M valuation led by consumer venture capital firms Elizabeth Street Ventures, Maywic Select Investment, along with strategic investments from venture fund OCV Partners.
Figure8 is an experience-first development company and now the parent company of Museum of Ice Cream.
Bunn, who was named among Forbes' “30 Under 30” in the "Art and Style" category in 2018 and an All-Star in 2019), always hinted that the Museum of Ice Cream was simply phase one of a much larger story — with a much greater human impact.
In an era where technology has disrupted the physical landscape, whether it be retail, hospitality, culture, or entertainment, one thing is clear: at the core, humans are looking for connection amid a world of distractions. Retailers are constantly looking for ways to reimagine the IRL visitor experience, while battling the disappearance of the "third place" — that place where people spend time between home and work, such as the mall or a local cafe or bar — which is critical to relationship-building. (Sociologist Ray Oldenburg coined the term in his 1989 book, The Great Good Place.)
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The Museum of Ice Cream was originally created to solve the overarching problem of "human disconnection," with the premise that ice cream can bring people together in physical spaces and create joy. Figure8 is working towards solving the same issue. Bunn explains: "The online and offline world are no longer co-habilitating. They're existing on two separate, different planes and in order to reach the next phase of the company, Figure8, we need to be able to create spaces and places in cities that people truly want to dwell in and be amongst. That's the intention and goal. We're going to be taking Museum of Ice Cream internationally and building experiums every quarter, while continuing to take our principles and philosophies, and scaling them into different types of development."
And yes, experiums is the correct term here. As an experience-first company, Figure8 will create experiums (a now-trademarked Figure8 word).
"We're looking to truly reimagine any form of business, whether that's retail, online business, an experience that people talk about, food and beverage, hospitality, etc. It's about reimagining what the physical world can transform into."
I asked Bunn, "why the focus on experiums versus experiences?"
"For the last three years, we've been having conversations about what we create. 'Museum' is not the right word and 'experience' is not the right word, because an experience can be having a cup of tea, writing a letter or walking outside. So we need to properly define this word for ourselves and for the world. 'Experiums' are spaces and places for people to reconnect with themselves and with those surrounding them. I think of them as an ecosystem, where we're pulling and putting feelings we want to evoke at the core, and building everything out of that. So we think about the feelings first, and then we create experiences that can enhance and bring those to life, for our visitors."
The Museum of Ice Cream cofounders knew they discovered the recipe for success as disruptors and tastemakers (pun intended), when its locations became the prototype for brands looking to create experiential activations of their own. Many companies went straight to the source and asked Bunn and Vora for their expertise, which is where Figure8 also comes in:
"Figure 8 will design, produce and build a very select few projects for outside clients. We've had so many people and companies reach out to us, asking to apply our expertise and knowledge, and to be able to build that for other companies for the first time is going to be very interesting and exciting for us," Bunn shares. "And then we also have a new experium that we've been working on for three years that's going to launch in 2020."
What does a global movement of imagination and connection (the other acronym for MOIC) look like, with Figure8?
"In terms of expansion, I can't really talk about the exact locations. But beyond that, next year, in Q1 and Q2, we're going to be rolling into Asia and we'll be setting up new locations each quarter."
Bunn is still leading Museum of Ice Cream as cofounder and creative director, with Vora as president. They have been adding talent in preparation to launch Figure8, whose team currently boasts 35 people.
The mantra of Museum of Ice Cream is "anything is possible"; Figure8 takes that concept further, reminding us that "the potential is limitless" (the figure 8 is the symbol for infinity).
Bunn and Vora aim to continue spreading joy and positivity via ice cream, while solving our need for human connection with the newly launched Figure8. And thanks to venture capital backing to the tune of a $40M Series A round, their vision can now become a global reality. That's the cherry on top.
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735c63afecf1bcdcf76f5b8782875292 | https://www.forbes.com/sites/karineldor/2020/02/04/planning-a-pop-up-5-retail-trends-that-will-shape-2020-and-beyond/?sh=5d29f3b61a81 | 5 Retail Trends That Will Shape 2020 And Beyond | 5 Retail Trends That Will Shape 2020 And Beyond
Melissa Gonzalez, founder of Lion’Esque Group, Photo Credit: Chiara Mecozzi, CAM Studio Photo Credit: Chiara Mecozzi, CAM Studio
Whether you’ve visited a shopping mall in recent years or stumbled on one of your favorite direct-to-consumer brands in a physical space, the face of retail is ever evolving, keeping consumers, retail strategists and founders on their toes.
Between consumers’ changing needs and a decline in foot traffic at most major malls, the ever present basic need for community and socializing, and the proliferation of online retailers making a case for the convenience of “adding to cart,” D2C brands are becoming more experimental with pop-ups — enticing consumers with more experiential activations.
One female founder whose fingers are firmly on the pulse of current and upcoming retail trends is Melissa Gonzalez, founder of the Lion’esque Group, retail strategist, and author of The Pop-Up Paradigm: How Brands Build Human Connections In A Digital Age.
“In 2009, I made a decision to leave Wall Street, where I was vice president of institutional sales, so that I could pursue my passion. At the time, I was also hosting a TV show and producing independent films, and had a relentless thirst for the creative world. My true breakthrough into what would be my new world occurred when a friend offered me the serendipitous opportunity to partner on a real estate space of his family’s business, The Roger Smith hotel in midtown Manhattan, with the proposal to ‘do something creative with the space.’”
The rest is architectural-meets-retail history: Gonzalez launched the Lion’esque Group in 2009 and has since become known as “the pop-up pioneer.” The Lion’esque Group helps brands and developers rethink and reformat what’s possible in brick and mortar spaces. Some of its notable clients over the years include Nordstrom, Puma, consignment platform The RealReal, and home decor brand The Citizenry.
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This past January, the Lion’esque Group joined forces with global architecture and retail design firm MG2 to form the first merger of an architectural firm and full-service retail design firm to bridge the gap between real estate, architecture, retail, and customer — transforming what retail and malls will look like in the next decade, in the process.
On a larger scale, this partnership showcases how shopping will serve as more of an event than an errand or a “to do”: shopping will become increasingly more experiential, creative, informative, design- and socially-conscious, and a place for people to come together. It’s also an opportunity for a brand to communicate its mission, its values, build community, and create an emotional connection, all while showcasing well-curated product selection and the integration of technology that enables a seamless checkout experience.
I asked Gonzalez to share some of her predictions and suggestions for digitally native brands looking to expand into brick and mortar (whether as a pop-up or permanent location). And since we’ve recently moved into a new year and new decade, Gonzalez also shed some light on the future of retail.
1- Physical locations are, and will remain a tool to fuel online growth.
“It’s where brands build deeper human connections, where they build community with robust in-store event schedules, where they test partnerships and collaborations,” Gonzalez explains. “As a result, we will also continue to see a mix of standalone stores — a.k.a. flagships — pop-up shops and pop-in shops, depending on the market.”
2- Brands will prioritize space for more immersive brand moments over sales capacity.
Familiar with “dropship” as a retail concept? (According to Shopify, “dropshipping is a retail fulfillment method where a store doesn't keep the products it sells in stock. Instead, the seller purchases inventory as needed from a third party— usually a wholesaler or manufacturer — to fulfill orders.)
This tactic will help shape how retail spaces look: “As consumers become more accepting of dropship, more brands will prioritize optimizing spaces based on experience per square foot over maxing out on sales capacity per square foot, leaning into more immersive brand moments,” Gonzalez explains.
This can also open the door for more investments in in-store digital experiences (such as touch screens for “endless aisle”, placing orders for delivery and virtual reality headsets).
3- More brands will embrace the shoppable showroom model.
As a followup to the above point, more D2C brands will experiment with the “shoppable showroom,” especially in categories likes footwear and home.
Gonzalez elaborates: “Brands will prioritize square footage for experiences over product, and will integrate digital and mobile checkouts, using a small footprint for the cash wrap.”
4- Increased emphasis on lighting and fixtures.
According to Gonzalez, more budget allocation will be put towards LED lighting, as well as digital and modular fixtures. “Modular fixtures will also become increasingly important, so that they can be easily reconfigured as new products launch. Or they need to be agile for in-store events or to move from location to location.”
5- Instagrammable moments will become even more increasingly critical.
“Brands and retailers will want to incorporate ‘Instagrammable moments,’ but will do it with a more holistic mindset, creating experiences that inspire guests to want to share what they have discovered.”
(Consider integrating something in your pop-up that can serve as what Gonzalez referes to as a “neon moment” — that decorative feature that serves as key Instagram content. It can even be an installation like a flower wall, as pictured here below.)
Example of a "neon moment" with the floral installation at the Sarah Flint pop-up, which was a ... [+] Lionesque Group project, Photo Credit: Yvonne Tnt Photo Credit: Yvonne Tnt
6- Pop-ups are now longer term, to serve as viable testing grounds before opening up physical locations.
“The average length of a pop-up will be longer spanning — up to a year, even — so brands can truly test for the viability of long-term tenancies and understand what works well and what doesn’t,” Gonzalez continues. “Pop-ups will serve as a testing ground for store formats, prototyping and informing brands and retailers on how they should approach store rollouts.”
Eldor: What are some examples of brands that are already employing these tactics?
Gonzalez:
1- Camp, which recently opened at Hudson Yards, is an example of a brand that gets it. There’s an on-going activities calendar for kids (arts and crafts, etc.) and parents can drop off their kids for 90 minutes while they shop the mall. There is also a significant footprint dedicated to just playing, climbing a jungle gym, going down a slide, running an obstacle course. Of course during that time kids fall in love with Camp, and then ask their parents to stay and play a while longer, or buy something for them! This is the perfect example of a retailer that’s building a human connection by providing a service, offering up interactive activities, and well-curated products for both children and their nostalgia-seeking parents.
2- Nordstrom’s new Manhattan flagship illustrates an example of the type of destination consumers are looking for today. Nordstrom leaned into discovery, community, services, and experience. It’s a thoughtfully-curated, lifestyle destination — not just a department store. It features an extensive beauty section spanning two floors, filled with brands that most have only been able to covet online. And it’s taking an even more inventive approach to its pop-in shop collaborations, as well as a solid food and beverage offering.
Eldor: What are some tactics that retailers can leverage to create this “mall of the new decade”?
Gonzalez: Customers want experiences. F&B is also a key component in driving repeat traffic and longer dwell times, as well as co-working spaces and services. And anchor tenants aren’t just retailers anymore — not in the traditional sense — they are also medical/wellness centers or theme parks.
Some final food for thought: Aventura Mall near Miami was recently featured in the New York Times as an example of a shopping center that has managed to thrive thanks in part to a mix of art installations, a revamped food court dubbed “Treats Food Hall,” and an outdoor nine-story slide.
As a result, Gonzalez reminds us that “retailers can lean into the opportunity that today’s mall operators and developers are looking for more experiential moments on property. They can use common areas for marketing activations, for events, and as areas to extend their footprint” — and hopefully an increase an foot traffic.
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1a4e22537bd8db7342ee8504c1763c16 | https://www.forbes.com/sites/karineldor/2020/10/31/when-pre-launch-hype-pays-off-how-the-founder-of-bangn-body-catapulted-to-success-in-its-first-2-months/?sh=778a1d1f514f | When Pre-Launch Hype Pays Off: How The Founder Of Bangn Body Catapulted To Success In Its First 2 Months | When Pre-Launch Hype Pays Off: How The Founder Of Bangn Body Catapulted To Success In Its First 2 Months
Priscilla Hajiantoni, founder of multipurpose skincare brand, BangN Body, Photo Credit: Madeleine ... [+] Gill Photo Credit: Madeleine Gill
There’s something to be said for planning a brand launch in a steady, strategic manner, and then hitting the market with a bang. And that’s exactly what Priscilla Hajiantoni, the founder of Bangn Body did, when her line of multipurpose skincare hit the market in February 2019.
Hajiantoni was working full-time at a corporate job, at the head office of ANZ Bank (Australia and New Zealand Banking Group), when she decided to develop, build, formulate, and market Bangn Body. This meant two and a half years of balancing work and her “side hustle.”
The brand has since become known for its multipurpose properties — especially its hero product, a firming lotion dubbed the “Yellow Tube Of Goodness” — as well as its vegan, cruelty-free ingredients and its yellow packaging that sparks joy in its fans.
That idea and spark stemmed from having suffered from acne-prone skin while growing up.
“Experiencing troublesome skin from a young age and then in my teens and early 20s taught me the power of the mind, and how our mind can play tricks on us by saying we aren’t worthy or beautiful due to having breakouts or suffering from acne,” Hajiantoni shares.
Hajiantoni had gone from ANZ Bank to working at large accounting firms, and was a business manager for a well-known thought leader who worked with large corporations like Facebook, Google and LinkedIn.
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“Through my experience I learned the term ‘Meaningful Identity’ and having a business with a meaningful and purposeful identity was essential to having a thriving business.”
Hajiantoni honed in on Bangn Body’s meaningful identity while developing the brand: “Creating the identity and philosophy for Bangn Body, I wanted to ensure I was providing a solution to many skin concerns, as well as helping people learn to love themselves again.”
She had identified a gap in the market for firming and anti-aging solutions, for the younger generation. Taking it a step further, she saw the whitespace in the market for a multipurpose brand, which featured Australian botanical ingredients.
“Growing up, my mum — who is a qualified skin therapist and a pioneer for natural skincare — always encouraged my sisters and I to look after our skin from a young age, as it would benefit us as we got older. She educated us on the importance of good skincare and good skin health, but I always assumed it was for mature, aged skin. As I got older, my mum's prescribed 10-step natural skincare routine was not resolving my recurring skin concerns. My skin wasn’t able to break down the many natural ingredients, and therefore would result in more breakouts. So I decided to strip back my skincare routine and within days, my skin started to improve. This was the lightbulb moment that simple skincare can be super effective. That not only could I create purposeful, simple and effective skincare, but also make firming and anti-aging fun and relatable for the younger consumer. Our multipurpose positioning was something that I always wanted to achieve prior to launch, however no other products positioned themselves in the market as a bodycare product that you can also apply to your face. It was almost a very ‘taboo’’ thing — until we launched!”
Hajiantoni and her fiancé had saved for over four years, putting their house and wedding on hold to ensure it was possible to create a business and for Hajiantoni to leave her corporate job before even making one sale. “This was the best decision we ever made. The day Bangn Body launched, was the day I decided to go all in — this was to ensure I could give my business the best chance of success.”
On the day that Bangn Body officially launched, she had already made 32 sales, out the gate. She had learned the importance of creating an email list before any products hit the market. By generating a pre-launch email list, she was able to build hype that converting to launch day sales.
This might not sound like much, but this was all on the strength of having a robust email list and a strong Instagram community. Today, Bangn Body has over 235K followers on Instagram — and its reach is rapidly growing.
Hajiantoni started to build the brand’s Instagram community two and half years prior to launch, while the brand was in the development phase, to ensure she was able to create an engaged audience that was interested in the messaging and purpose behind Bangn Body.
“I was posting inspirational images, motivational quotes and other valuable content that could communicate the messaging behind the brand, before they even knew what the brand was to become,” Hajiantoni explains. “This helped me learn from the beginning what our community was engaging with and the type of content they were loving. A key lesson — learn about your customer so you can then provide them with a solution.”
Priscilla Hajiantoni, founder of multipurpose skincare brand, BangN Body, Photo Credit: Madeleine ... [+] Gill Photo Credit: Madeleine Gill
From a branding perspective, it helps that Bangn Body has all the right elements: on-point, highly Instagrammable packaging and a cheeky name, “Bangn Body.”
The choice of using yellow in its branding was intentional for Hajiantoni, to connote happiness, free thinking, positivity, and optimism.
“Prior to the creation of Bangn Body, my fiancé and I purchased a 1965 Kombi Van. It was a pastel yellow color, which we have now restored to the yellow and white, like our retail boxes. I always loved the feeling that summer brings, the feeling of bright happy colors like yellow. It was important to create a product that not only made your skin feel good, but also your soul, and yellow is a very positive, uplifting color. I also knew the importance of branding in a saturated market, and wanted Bangn Body to stand out from the other products that were very pink and white.”
Although a high volume of sales is a good problem to have, it posed a challenge for the brand, as Hajiantoni did not forecast adequately. “When Bangn Body launched it was so well-received that I didn’t expect it. I had hoped that my 2.5+ years of research would be effective, however you don’t ever really know until you launch. I was chasing my tail for a good six months, every penny to this day goes back into the business for future stock, NPD, marketing, etc. however at the time my ratios were still conservative even though the sales were strong. I believed in myself until the moment I launched, then I started to play it safe. From that moment I identified the importance of effective planning and investing in increasing stock quantities. I laugh now as I was in project management for so long that I should have known effective planning is crucial, however self-doubt is something you have to face in order to learn.”
Bangn Body currently boasts five different product formulations — Hajiantoni proudly develops products based on customer feedback and needs, as the Bangn Body “community is your heartbeat” and the driving force for positive change.
“Listening to our customers is an important part of our brand's identity and connection to our audience, while staying true to our multi-purpose and innovative approach. This has really set us apart from other competitors in the market.”
Another competitive advantage is its commitment to sustainability and not comprising when it comes to using ethically-made, recyclable materials — this was a non-negotiable for Hajiantoni. (The tubes are made from 100% recyclable aluminium packaging, with BPA free lining and eco friendly dyes.)
“I believe creating a good-for-you brand starts and ends with packaging and reducing our carbon footprint as much as we can. Sourcing the right tube was an eight-month process to find an ethical manufacturer that could deliver high quality, recyclable aluminium tubes with BPA free lining and eco-friendly dyes. Thankfully we were able to find our reliable packaging partner who also believes in our vision of sustainability and we are always looking to find other materials that are innovative and won’t harm the Earth, and are working every day to reduce our environmental waste.”
Another way Hajiantoni is committed to making an impact is by giving back: “During this time we have also made multiple donations to charities and have partnered with the National Breast Cancer Foundation and turned our iconic yellow tube pink to help support research and drive awareness to a cause that’s as close to my heart.”
While 2020 has been a devastating year for so many, Hajiantoni is grateful to have created a positive platform on Instagram, where the Bangn Body community express hope, self-love and a sense of belonging.
“By listening to our community, we were able to be agile and be the positive platform that was needed in a very uncertain time. Iso skin (this period of isolation is referred to as “iso” in Australia and New Zealand) was another big issue that many have suffered with and thankfully we have been able to provide a solution to help people feel themselves like again.”
It’s only fitting that Hajiantoni’s mantra is: “Lead with intention, purpose and passion. This will become your identity to create positive change.”
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97dcf0cb26c22595e9350380eb14626e | https://www.forbes.com/sites/karineldor/2020/11/11/how-the-mayfair-group-pivoted-from-agency-to-multimillion-dollar-fashion-brand-thanks-to-positive-messaging-and-empathy/ | How The Mayfair Group Pivoted From Agency To Multimillion-Dollar Fashion Brand, Thanks To Positive Messaging And Empathy | How The Mayfair Group Pivoted From Agency To Multimillion-Dollar Fashion Brand, Thanks To Positive Messaging And Empathy
Sam Abrahart, founder and CEO of The Mayfair Group, Photo Credit: Cheyanne Franke Photo Credit: Cheyanne Franke
"To change the world, you must first believe in your own power."
This is one of Sam Abrahart’s mottos, and for the CEO and founder of the Mayfair Group, changing the world and making a positive impact serve as two of the brand’s ultimate missions.
What Sam Abrahart identified was the power of the pivot, which the Mayfair Group managed to do seamlessly and strategically in 2019, by evolving from a multifaceted service agency to an e-commerce platform, and ultimately a sought-after fashion brand. This business pivot has translated into exponential revenue growth, an increase in social media reach and online community, and a meteoric rise in street cred on the fashion front.
Its Instagram was first built upon empowering content. And now, the premise behind its fashion products is to create a bigger impact with messaging like "Empathy" and a reminder to "Enjoy moments before they become memories.” These are all ways to create a ripple effect on a global scale.
If you haven’t spotted the Mayfair Group’s viral and ultra-shareable Instagram posts, then you’ve likely seen its fashion sweats and sets making the rounds, as seen on celebrities like Jennifer Lopez (twice!), L.A. Laker Dwight Howard, Bella Hadid, and Sophie Turner.
But first, meet the Mayfair Group and its CEO and founder, Sam Abrahart.
Abrahart founded the Mayfair Group in January 2017, when she self-funded the agency. The name is a nod to the London location where her parents met, at a Mayfair nightclub (the year 1987 shows up often in the brand’s messaging and on merch, a tribute to the year her parents got married).
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Abrahart had set out to create a full-service branding agency that thinks differently. Its primary purpose and mission? To spread positivity and further narratives that need to be heard through designing innovative content, and building a community on social media.
When Abrahart launched the agency, it originally provided services like branding, creative content, public relations, social media strategy, graphic design, and merch development. Abrahart figured that doubling down on its social media and creating its own branded merch were the perfect ways to serve as the agency’s “resume” — and show current and prospective brands what they could do.
And show brands, they did.
Today, Mayfair creates a new collection of merch on a weekly cadence (this frequency works for now as there is so much content to develop!), and with inspiring messages like “It costs zero dollars to be a nice person” and “Say less, mean more,” the styles and sayings are striking a chord with fashion circles and celebrities. (It has also led to coverage in fashion publications like Vogue and Who What Wear.)
"It's so important for businesses to be able to evolve,” Abrahart shared.
Amazingly and in a twist of fate, its first collection back in March 2020 said, “Manifest that shit.”
Here’s the catch: the Mayfair Group started its fashion journey of weekly drops before the pandemic — aka before the new fashion normal became all about sweatsuits and stay-at-home gear. Call it a perfect storm of happenstance or having your finger very much on the pulse of the fashion curve and listening your customers — whatever the case, Mayfair’s business evolution has resulted in a revenue increase of 7000% versus 2019. (To put this into perspective, in three months the Mayfair Group had reached over $1 million in sales on the newly developed e-commerce site, on merch alone). The Mayfair Group is projecting to drive $5 million in revenue this year (this is on the low end) — and planning to double that figure next year. It also launched extended sizing, as inclusivity is an important brand pillar.
Mayfair Group’s pivot from service-based agency to predominantly fashion company (before March 2020, the Mayfair Group was 70% service and 30% merch, and today it’s the exact opposite: 70% merch based and 30% service), led to a massive influx of revenue during COVID-19. This meant that Abrahart was able to keep her entire staff on payroll (Mayfair currently has approximately 25 people on its team).
For an agency and company built on the premise of manifestation, whose ethos includes empathy and making the world a better place, it’s easy to believe that the Mayfair Group is creating fashion items that resonate.
“We've always been here to make a difference,” Abrahart states.
With Richard Branson among her favorite business icons, Abrahart is open to taking calculated risks — which helped serve the agency when it pivoted to fashion design and development.
“We're not afraid to take risks with Mayfair. So, there are a lot of wins, but there's also a lot of lessons learned and we can then roll out our successes to the brands that we work with. It’s become an incubator and a place where we can really play around and try things, and then apply them to potential clients and partners. We wanted to show brands what they can achieve by essentially doing it ourselves.”
The Mayfair Group first started to gain recognition on social media, for its highly identifiable Instagram posts. The agency created posts based on astrology (something they still do), moodboards, decades, and digital collages, which were highly in tune with the agency’s aesthetic. Today the social media team also aligns its posts with thought-provoking messaging, featuring stylistic and retro fonts.
At the start of 2019, Mayfair was at 8K followers and has since grown to over 400K, a testament to its digital strategy.
Mayfair and its team refer to themselves as “the social disrupters, the misfits, the people who defy the norm and want to look good doing it.” They are the people who change the game and redefine it.
Some of its most successful collections have been designed with powerful messaging and give-back partnerships, like its “Power To The Youth” collection and accompanying campaign video (to encourage Gen Z to vote, with a portion of proceeds going to I Am A Voter) and the Mayfair X Creative Label BLM campaign, which was designed with eight black creatives and in which 100% of the proceeds went to the contributing artists, as well as Color Of Change Education Fund and National Coalition of 100 Black Women, Inc. (a QR code was also activated with these campaigns, for additional resources and ways to take action).
Mayfair X Creative Label: Black Lives Matter campaign, Photo Credit: Matt Martian Photo Credit: Matt Martian
Another goal of Mayfair's is to amplify the causes that are near and dear to Abrahart: among them, mental health.
Abrahart studied at the University of South Carolina, where she was an avid soccer player and attended on a soccer scholarship — a testament to her British roots. While in college, she experienced mental health challenges, a struggle she is more open and vulnerable about today. She returned to college in 2010 (this time the University of North Georgia) and graduated with a bachelor’s degree in marketing, which led to a fashion internship in Los Angeles.
After a few years of working in L.A. in the fashion industry, Abrahart felt the pull to launch her own venture — an agency or brand rooted in the premise of being “your digital big sister.” So she quit her job, moved back to Arizona, and launched the Mayfair Group in 2017 in her guest bedroom, with about $2,000 of savings in her bank account. One of its first clients was Wildflower phone cases, who remains one of the agency’s partnerships on the service side.
“I felt this weird void where I thought to myself, I know I'm supposed to be doing something different. I know I'm supposed to build something of my own. Mayfair was really launched out of the desire to build a company where people feel inspired to come to work, and to cultivate an open and collaborative environment where all voices are heard, and everyone from intern to CEO can sit at the table, bring creative concepts, and bring narratives that we feel passionate about.”
Its “Empathy” collection has become iconic for Mayfair and is among its most successful to date — as a result, the “Empathy 2.0” collection drops today (after all, 11/11 is the perfect date for manifesting and to showcase Mayfair's most important narrative).
Speaking of manifesting — Abrahart explains that the mood in Mayfair’s Arizona-based office is “electric,” as team members share their goals and dreams.
“A lot of people think things are out of reach. That's the first mistake. You have to believe in your own power. Nothing in life is too good for you. Adjust your mindset, and start writing and speaking your goals into existence every single day. Whether it’s the circle that you surround yourself with or the team that you're working with, be surrounded by people that are going to empower you, and who really believe in those visions as much as you do.”
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7edd9f609c30857de53b57e98c25edb5 | https://www.forbes.com/sites/karlaalindahao/2015/11/20/holiday-cocktail-recipes-2015/ | Holiday Cocktail Recipes: 14 Drinks to Serve This Season | Holiday Cocktail Recipes: 14 Drinks to Serve This Season
There’s no better way to truly bring tidings of comfort and joy to a holiday party than to serve good (and festive) libations.
So thirteen beverage experts—from Artesian Hong Kong’s Rush Limbu to Leyenda’s Ivy Mix and beyond—shared some foolproof holiday cocktail recipes that won’t disappoint.
LARGE-FORMAT CRÈME D’IRIE AT THREE DOTS AND A DASH
“This holiday cocktail is based on a classic milk punch recipe: It's rich and creamy with warming spices. Here, it gets a tiki twist with the addition of coconut purée and two different kinds of rum. This drink can be made as a single serving or in a large-format punch—both perfect for holiday entertaining.” —Diane Corcoran, beverage director
Ingredients:
2 qts. Appleton Estate Special Reserve rum
2 qts. Duquesne Aged Rhum Agricole
1 gallon half-and-half
1.5 qts. coconut purée, such as Ponthier or Boiron
1.5 qts. simple syrup
.5 qts. Lusteau East India Sherry
1 qt. water
Freshly grated cinnamon and nutmeg
Cinnamon sticks, for garnish
Crushed ice
Preparation: Whisk together all cocktail ingredients in a large punch bowl until combined. Garnish with cinnamon sticks and freshly grated nutmeg. Serve drinks individually over crushed ice and garnish with a cinnamon stick and more nutmeg.
SNOWBALL COCKTAIL AT ARTESIAN HONG KONG
"Ingredients like cinnamon remind me of Christmas and I wanted to incorporate festive spices to the cocktail. I also wanted the presentation to feel like the holidays by having it mirrored after a snow globe." —Rajendra “Rush” Limbu, bar manager
Ingredients:
45 ml. cinnamon whiskey liqueur
15 ml. Drambuie
15 ml. ginger liqueur
30 ml. Dubbonet
Dash of spice bitters
Preparation: Stir and pour into a 2-piece martini ball glass.
NOCHE BUENA AT LEYENDA
“This drink was made by (bartender) Amanda de la Nuez. It’s inspired by Christmas Eve, and very popular for her family in Cuba."—Ivy Mix, co-owner and head bartender
Ingredients:
¾ oz. Black Bottle Scotch
¾ oz. Plantation Jamaica Rum
1 oz. Lustau East India sherry
½ oz. Heering coffee liqueur
½ oz. cinnamon
3 dashes aromatic bitters
Egg
Preparation: Dry shake, shake, and serve in a coupe with grated nutmeg and espresso bean.
SLOW DANCING AT REDFARM
"This holiday punch is inspired by the cooler months and the approaching holidays. The ingredients in this drink bring to mind baking spices. Domaine de Canton ginger liqueur with fresh ginger and hints of cognac brightens the drink." —Shawn Chenn, head bartender
Ingredients:
9 oz. Stranahan’s Colorado Whiskey
6 oz. Domaine de Canton ginger liqueur
6 oz. cranberry purée
30 oz. Osmanthus oolong tea, lightly brewed
6 oz. fresh lemon juice
9 oz. apple juice
5-6 half orange wheels
8-10 whole cranberries
5-6 whole lemon wheels
1 whole cactus pear peel
3-4 edible pansy flowers
Preparation: Build in a crock pot. Add all ingredients and set temperature to low. Cover and cook for 3 hours and stir before serving. Serve in a Chinese gaiwan teacup garnished with 1 candied orange wheel and 1 mint sprig.
THE ISLANDER AT AMERICAN CUT
“The Islander is a cocktail for the bold. It is strong, herbaceous, and warming. The almond syrup adds a toasty quality, which makes it my ideal drink to cozy up with as temperatures drop” —Alexa Rose, head bartender
Ingredients:
¾ oz. Angostura bitters
¾ oz. Michter’s Rye
¼ oz. Amaro Lucano
1 oz. Orgeat syrup
1 oz. lemon juice
Preparation: Combine ingredients in shaker. Shake and strain into glass. Garnish with flamed orange peel.
A THOUSAND FOLLIES AT LE SEL
“A Thousand Follies is a basically just a fall-winter sidecar. You’ll find cranberry liqueur instead of orange liqueur and sweet vermouth for its rich and spicy herbaceousness. There’s also apple brandy to give it that extra ‘fall’ element.” —Matt Tocco, beverage director
Ingredients:
1.5 oz. Copper & Kings apple brandy
.75 oz. Cocchi Vermouth di Torino
.25 oz. Clear Creek cranberry liqueur
.75 oz. Lime
.50 oz. hibiscus-clove syrup
1 dash Angostura bitters
Preparation: Shake and strain into a coupe glass (no ice). Garnish with a lemon sidewinder.
BABY, IT’S COLD OUTSIDE AT WOLFGANG PUCK AT HOTEL BEL-AIR
“The baby it’s cold outside is a true holiday drink. Nothing screams ‘the holidays’ more than a boozy eggnog—with dark rum and brandy. It’s the perfect balance of sweetness that will keep you warm and satisfied at the end of a meal.” —Tim Wilson, Beverage Director for Wolfgang Puck Fine Dining Group
Ingredients:
1 oz. Myers’s Dark Rum
1 oz. Hennessy V.S.
1 oz. cream
1 oz. simple syrup
1 egg
Dusting of nutmeg
Preparation: Add ingredients to an ice filled shaker. Shake vigorously; Strain into a martini glass.
ROSEMARY MAPLE BOURBON SOUR AT GRILL 23 & BAR
“Bourbon will always keep you warm, especially during the holidays. The key is finding one that has the right level of sweetness to balance out the high level of alcohol. Mitcher’s was our choice. The maple syrup gave great substance to the cocktail, while the acid in the lemon juice gave the drink a nice lift to it. The maple syrup makes it a great for the fall-winter and the upcoming holiday festivities: It is super easy to make at home or in large batches for a full-on holiday party.” —Jacob Kress, bar manager
Ingredients:
3 oz. Michter’s bourbon
1 oz. maple syrup
.5 oz. lemon juice
Preparation: Add all ingredients to glass and garnished with rosemary and lemon.
IPA-MAZING AT PORCHLIGHT
"Every beer cocktail is basically a drink topped with beer. We wanted to give beer lovers a holiday cocktail where the beer is incorporated in a more inventive way. The cocktail plays with flavors commonly found in IPAs. It even has the appearance of a drink topped with beer." —Nick Bennett, head bartender
Ingredients:
1.5 oz. Tanqueray
1 oz. beer syrup
.5 oz. grapefruit juice
.25 oz. passion fruit juice
4 drops salt
6 dashes Hopped Grapefruit bitters and mix
Preparation: Shake all ingredients in a tin and stain into a Collins glass over ice. Top with beer foam.
DUTRONC AT MIDNIGHT RAMBLER
“The cocktail was named for French musician, Jacques Dutronc. It seemed an apt name for a digestif cocktail consumed at room temperature. The Dutronc is built around the fruit notes in Louis Royer Preference VSOP and the ginger flavor of Canton—complemented by the grape, fig, and spice cake profile of Victrola Coffee Roasters’ Honduran Santa Barbara El Cielito Finca Las Brisas single-origin coffee.” —Chad Solomon, owner and head bartender
Ingredients:
1 oz. Louis Royer Preference 80
½ oz. cold brew coffee
¼ oz. Domaine de Canton
1 tsp. Amaro Sibilla
½ tsp. fresh lemon juice
½ tsp 1:1 Demerara
¼ oz. Crazy Water
Preparation: Measure all ingredients into a mixing glass or tin. Stir to integrate without ice. Pour into an aperitif glass that has been pre-zested by expressing a lemon peel into the glass.
TRES COOPS AT MERCADITO CHICAGO
"When we opened Mercadito Chicago, we created a menu of cocktails that would both complement the chef’s food and be so quaffable on their own so that guests would order two or more. But...we wanted a full-flavored, complex, and slightly challenging mezcal-based cocktail. We knew we wanted to use Del Maguey Chichicapa because it’s smoky, chewy, and delicious. As we were playing around with different iterations of the drink, we came up with this recipe and have loved it since. Oh, and the name: it’s a tribute to three gents: Ron Cooper, founder of Del Maguey mezcal; John Cooper, the man behind the delicious ginger liqueur Domaine de Canton; and Rob Cooper, who created the beloved elderflower liqueur St. Germain." —Tad Carducci, partner at Mercadito Chicago and Author of A Lime and a Shaker
Ingredients:
1 oz. Del Maguey Chichicapa mezcal
½ oz. Domaine de Canton ginger liqueur
½ oz. St-Germain elderflower liqueur
½ oz. Amaro Averna
¾ oz. fresh lime juice
¼ oz. egg white
Preparation: Fill a cocktail shaker glass with ice. Add ingredients. Shake and strain into a martini glass. Garnish with an orange twist.
WHAT’S YOUR SIGN? AT SEAMSTRESS NEW YORK
"The inspiration for this was to come up with a punch alternative that can please a crowd and is easy to make. It is a great icebreaker for getting the party started. Vodka is a perennial favorite, with black currants and Domaine de Canton evoking the cooler months. It can be sipped or shot, as guests prefer." —Pam Wiznitzer, head bartender and creative director
Ingredients:
1 oz. vodka
¾ oz. Domaine de Canton ginger liqueur
½ oz. Perfect Purée Black Currant
Preparation: Fill a cocktail shaker with ice. Add ingredients and shake. Strain into a shot glass.
FOOL FOR LOVE AT MIDDLE BRANCH NEW YORK
"My inspiration behind fool for love was to create a low-alcohol holiday drink that can be enjoyed throughout the evening without going overboard. Pomegranate and ginger are both seasonal flavors that set a festive holiday mood." —Lucinda Sterling, co-owner and head bartender
Ingredients:
1 oz. Domaine de Canton ginger liqueur
¼ oz. PAMA pomegranate liqueur
½ oz. fresh lemon juice
Preparation: Fill a cocktail shaker glass with ice. Add ingredients. Shake and strain into a coupe or flute. Top with Mionetto Prosecco.
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eaf17af0fee3a5b619b0773012963a99 | https://www.forbes.com/sites/karlaalindahao/2016/03/03/worlds-most-expensive-meals-sublimition-masa-guy-savoy-prix-fixe-restaurants/ | The World's 12 Most Expensive Meals | The World's 12 Most Expensive Meals
The next time you complain about a $7 Diet Coke in a restaurant or the dreaded $25 Caesar salad, consider this—it could be much worse. It's not just that some restaurants create outrageous dishes to get attention (like a $1,000 ice cream sundae or a $666 "Douche Burger"), it's that there are now countless prix fixe menus around the world that require a second mortgage. Regardless of how otherworldly these meals are, here are some bills you're likely to choke on.
Sublimotion, Ibiza, Spain ($1,850 per person)
Courtesy of SubliMotion
Opened in 2014 by Michelin-starred chef Paco Roncero, Sublimotion is located in the Hard Rock Hotel in Ibiza and costs a staggering €1700 (or a little more than $1,800) per person for the gastronomic privilege of dining there. (The price has actually fallen back to earth in the last couple years thanks to the strength of the dollar.) Each seating at Sublimotion—or "show" as they call it—accommodates 12 diners and features one tasting menu of about 15-20 courses. And it's a feast for the senses—combining food, art, and technology during a meal that takes approximately three hours. Stratospheric cost aside, the reviews have been quite good.
Masa, New York City ($595 per person)
Courtesy of Masa
In 2011, when Masa was a mere $450 per person, New York Times restaurant critic Sam Sifton famously asked: "Is it worth it?" (Not exactly, he concluded.) Five years later, the prix fixe menu at chef Masa Tamayaka's high temple of sushi is now a savory $595 per person—not including drinks and tax. About the only upside to the high price of dinner is that starting March 1, Masa no longer accepts gratuities.
Restaurant Guy Savoy Monnaie de Paris ($525 per person)
Courtesy of Guy Savoy Monnaie de Paris
When a three-Michelin-starred chef names his restaurant Monnaie de Paris (after the French mint that's now its home), you know it's going to cost you bank. In 2015, Guy Savoy moved his signature Parisian restaurant to the iconic 18th century building in the 6th Arrondissement—with windows overlooking the Louvre and the Pont Neuf. And while diners can go a la carte and spend about $250 a person for dinner, that's not why you go to a three-star restaurant, is it? The restaurant offers several prix fixe options, but the ne plus ultra is an 18-course "Innovations and Inspirations" menu that includes roasted lobster and artichoke soup with black truffle. The cost? €490 (or around $525). But for those who want to spend a little less, Restaurant Guy Savoy at Caesars Palace offers an Innovation-Inspiration menu for $375 that comes with a view of the Eiffel Tower—on the Las Vegas Strip.
Kitcho, Kyoto, Japan ($475 per person)
Chef Kunio Tokuoka helms the Kyoto outpost of Kitcho (known as Arashiyama) as part of his birthright—both his father and grandfather were the chefs here before him. There are several prix fixe menus to choose from, but the most expensive is 54,000 yen (or $475) a person. It's at least a 10-course meal, including two separate sashimi sections as well as grilled and steamed courses. And for those who are even more adventurous eaters, Kitcho has an omakase that is market priced, no doubt higher.
Ultraviolet, Shanghai ($450 per person)
Courtesy of Ultraviolet
Diners and philosophers can debate chicken vs. egg all they want, but this much is certain—long before there was Sublimotion in Ibiza, there was Ultraviolet in Shanghai. Created by French chef Paul Pairet in 2012 (from a concept he had been working on since 1996), Ultraviolet is a multi-sensory dining experience that includes a light show, course-themed music, and diners' names projected on the table. (All of which is served up at Sublimotion.) The main difference between the two restaurants, which both offer 20-course meals, is that Ultraviolet's prix fixe costs considerably less—3000 RMB per person (or about $450).
Joël Robuchon, Las Vegas ($425 per person)
Chef Joël Robuchon at the 2016 Grand Vermeil award ceremony, rewarding the best chefs of Paris.... [+] (FRANCOIS GUILLOT/AFP/Getty Images)
Las Vegas doesn't exactly shy away from excess so $425 for the Degustation Menu at Joël Robuchon at the MGM Grand isn't particularly shocking. For that price, diners have their choice of many small plates—including caramelized quail, seared duck foie gras and sweetbread. And let's face it, a few good hands of blackjack can pay for dinner.
Alain Ducasse au Plaza Athénée, Paris ($425 per person)
Courtesy of Alain Ducasse au Plaza Athénée
In February, Alain Ducasse reclaimed the coveted three Michelin stars for his restaurant at the Plaza Athénée in Paris, which reopened in 2014. But fine dining comes with a price. The prix fixe "Jardin-Marin" menu—which includes three half-courses, cheese and dessert, but not drinks—costs €390 (or about $425). Ducasse's restaurant at Le Meurice in Paris offers its own pre-fixe for the same amount. And for those on a budget, both restaurants offer a set lunch menu for a moins cher $225.
L'Arpège, Paris ($400 per person)
(Photo by Maurice ROUGEMONT/Gamma-Rapho via Getty Images)
Chef Alain Passard first received three Michelin stars in 1996 for L'Arpège in Paris' 7th Arrondissement. Twenty years later, Michelin is still worthy of three stars in the Michelin galaxy. Passard's prix Degustation Menu—which includes the restaurant's legendary "hot-cold egg"—runs €370 (or $400). But for those who want to sample the vegetarian prix fixe, for which Passard is also renowned, the price is a more down-to-earth $315.
Urasawa, Beverly Hills, California ($395 per person)
(Photograph: Creative Commons/Flicker/Case Simmons)
Considering that chef Hiro Urasawa trained under Masa Tamayaka, it's no wonder his eponymous Los Angeles restaurant is considered the West Coast version of New York's Masa. But while Masa charges $595 for its lavish omakase, Urasawa costs a mere $395 (drinks not included) for its 30-course version. And getting a reservation may not be easy—the Rodeo Drive restaurant only has 10 seats.
Maison Pic, Valence, France ($350 per person)
Anne-Sophie Pic of Maison Pic in France. (FRANCK FIFE/AFP/GettyImages)
In 2007, Anne-Sophie Pic became only the fourth woman in the world to earn three Michelin stars for her cooking at Maison Pic in Valence, France. Although she has no formal training, the 46-year-old Pic comes from a legendary line of chefs—both her father, Jacques, and grandfather, André, earned three stars for Maison Pic. Such culinary pedigree doesn't come cheap—a pre-fixe dinner at Maison Pic costs €320 (or $350)—but at least you can make a weekend of it: the restaurant is part of the Relais & Chateau hotel of the same name.
Per Se, New York City ($325 per person)
A dish at Per Se. (Photo by Rob Kim/Getty Images for Starwood Preferred Guest)
When Thomas Keller's Per Se opened in 2004, the price of a nine-course prix fixe dinner was a healthy $150. Today, that number is $325 per person (service included). But according to a wickedly mean New York Times review by Pete Wells earlier this year, it's not worth the time or money. As Wells wrote, "Per Se is among the worst food deals in New York." For those who still want to splurge on Keller's cooking, there is always his French Laundry in Northern California, where the prix fixe only $310.
Chef's Table at Brooklyn Fare, New York City ($306)
Courtesy of Chef's Table at Brooklyn Fare
This 18-seat restaurant is one of the hardest tables to book in New York. Why? Being the only three-Michelin-starred restaurant in Brooklyn, for one thing. But mainly it's chef César Ramirez' 15-course tasting menu, which changes on a daily basis and is inspired by Japanese and French cuisine. There is also an impressive 3,000-bottle wine cellar. The price for dining there—$306. But at least the restaurant is part of the new no-tipping movement—which means that when you finish dining at Brooklyn Fare you'll still have subway fare.
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507097be31242529a9dbfdfa42348241 | https://www.forbes.com/sites/karlaalindahao/2016/05/25/opentable-releases-list-of-100-best-alfresco-dining-restaurants-in-america-2016/ | 100 Best Al Fresco Dining Restaurants in America: OpenTable Releases Its 2016 List | 100 Best Al Fresco Dining Restaurants in America: OpenTable Releases Its 2016 List
With summer weather finally here, you can stop having lunch al desko and start dining al fresco. To help guide you outdoors, OpenTable—the online reservations service—has just released its “100 Best Al Fresco Dining Restaurants in America” list for 2016.
The list features restaurants in 19 states and Washington D.C., with California leading the way. (It has an impressive 45 “honorees,” including Perch in Los Angeles, Brockton Villa in San Diego, and Café Santorini in Pasadena.)
Florida, Hawaii, and Arizona follow The Golden State with thirteen, twelve, and eight honorees respectively.
Hula Grill Kaanapali in Lahaina, Hawaii specializes in regional fare cooked the island way. The... [+] dining room is open air and the Barefoot Bar serves more "casual" dishes.
And this list is no different from OpenTable’s other Top 100s: The list is democratic, with data gathered from more than five million verified diners. There are no secret gatekeepers and reviewers—this list is generated by regular folk using the service. Each restaurant basically had to make the cut in terms of minimum overall score and number of qualifying reviews—and they’re then sorted and scored again according to the percentage of reviews where “great for outdoor dining” was selected as a feature.
To view the full list, click here.
Alexander’s (Naples, Florida)
Arnold Palmer’s Restaurant (La Quinta, California)
Auberge du Soleil (Rutherford, California)
Beachcomber Café-Crystal Cove (Newport Coast, California)
Belmond El Encanto Dining Room (Santa Barbara, California)
Bistro 60 (La Quinta, California)
Blue Dragon Restaurant (Kamuela, Hawaii)
Boat House Waterfront Dining (Tiverton, Rhode Island)
Bravas Bar de Tapas (Healdsburg, California)
Brockton Villa (San Diego, California)
Brown’s Beach House, The Fairmont Orchid (Kohala Coast, Hawaii)
Café Amelie (New Orleans, Louisiana)
Café Pinot (Los Angeles, California)
Café Santorini (Pasadena, California)
Cedar Creek Inn (San Juan Capistrano, California)
Citrus Grillhouse (Vero Beach, Florida)
Cliff’s Edge (Los Angeles, California)
Copley’s on Palm Canyon (Palm Springs, California)
Depot Hotel Restaurant (Sonoma, California)
Duke’s Beach House Maui (Lahaina, Hawaii)
El Chorro (Paradise Valley, Arizona)
El Techo (San Francisco, California)
Ela’s Blu Water Grille (Hilton Head Island, South Carolina)
Farm & Table (Albuquerque, New Mexico)
Ferraro’s Bar e Ristorante Maui (Wailea, Hawaii)
Gaylord’s at Kilohana (Lihue, Hawaii)
Geoffrey’s Restaurant (Malibu, California)
George’s Ocean Terrace (La Jolla, California)
GG’s Waterfront Bar & Grill (Hollywood, Florida)
Gracias Madre (West Hollywood, California)
Guglhupf (Durham, North Carolina)
Habana (Costa Mesa, California)
Hau Tree Lanai (Honolulu, Hawaii)
Home Restaurant-Los Feliz (Los Angeles, California)
Homestead on the Roof (Chicago, Illinois)
The House Brasserie (Scottsdale, Arizona)
Hukilau Lanai (Kapaa, Hawaii)
Hula Grill, Kaanapali (Lahaina, Hawaii)
Indigo Crow (Corrales, New Mexico)
Iron Gate Patio & Garden (Washington, D.C.)
Jake’s (Palm Springs, California)
Kaluz Restaurant (Fort Lauderdale, Florida)
L’Auberge de Sedona (Sedona, Arizona)
La Fonda on Main (San Antonio, Texas)
Laili (Santa Cruz, California)
Latitudes (Key West, Florida)
Lava Lava Beach Club (Waikoloa, Hawaii)
Lavender Bistro (La Quinta, California)
Le Vallauris (Palm Springs, California)
Little Beast Restaurant (Los Angeles, California)
Lon’s at The Hermosa (Paradise Valley, Arizona)
Marche Bacchus (Las Vegas, Nevada)
Mission Inn Restaurant (Riverside, California)
Momed (Atwater Village, California)
Monarch (Scottsdale, Arizona)
Old Stein Inn (Edgewater, Maryland)
Ophelia’s on the Bay (Sarasota, Florida)
Passerelle Bistro (Greenville, South Carolina)
The Patio at Las Sendas (Mesa, Arizona)
Perch L.A. (Los Angeles, California)
Pietro’s Italian Restaurant (Lodi, California)
Plates Kitchen (Raleigh, North Carolina)
Portico Restaurant (Richmond, Virginia)
Poseidon (Del Mar, California)
The Prado at Balboa Park (San Diego, California)
Red Fish Grill (Miami, Florida)
Red Hat on the River (Irvington, New York)
The Restaurant at Russian River Vineyards (Forestville, California)
Rick’s Café Boatyard (Indianapolis, Indiana)
Rita’s Kitchen at Camelback Inn (Scottsdale, Arizona)
Rustic, Francis’s Favorites (Geyserville, California)
Saltus River Grill (Beaufort, South Carolina)
Sam’s Social Club (Calistoga, California)
Severn Inn (Annapolis, Maryland)
Spencer’s Restaurant (Palm Springs, California)
Stone House at San Ysidro Ranch (Santa Barbara, California)
Sundy House (Delray Beach, Florida)
Sunset Terrace-Omni Grove Park Inn (Asheville, North Carolina)
The Tap Room at Dubsdread (Orlando, Florida)
Tom Hams Lighthouse (San Diego, California)
Tonto Bar & Grill (Cave Creek, Arizona)
The Tropicale (Palm Springs, California)
The Turtle Club (Naples, Florida)
Vin de Set (St. Louis, Missouri)
The Waterfront Restaurant (Anna Maria, Florida)
Willow Creek Restaurant (Evergreen, Colorado)
Wyebrook Farm Market & Café (Honey Brook, Pennsylvania)
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c3535b772f3351be6784bce934f7d4cf | https://www.forbes.com/sites/karlaalindahao/2017/04/18/where-to-eat-in-hong-kong-2017/ | Where to Eat in Hong Kong Now: 9 Excellent Restaurants to Try in 2017 | Where to Eat in Hong Kong Now: 9 Excellent Restaurants to Try in 2017
Hong Kong is one of my favorite cities. And I’ve pretty much attempted to document its always-changing food scene every year. Although I have to admit that it’s no easy feat in this über dynamic, ever-evolving city—with its numerous dai pai dongs, “sky bars,” tea houses, plus the growing number of fine dining restaurants and swanky watering holes.
Langham's T'ang Court first won its third Michelin star in 2016. And it has maintained its... [+] three-star status this year as well. Photo: Langham Hotel, Hong Kong
So I turned to Howard Lam, Langham Hospitality Group’s director of Chinese cuisine. The man knows all there is to know about Chinese food—and beyond. After all, he has around 20 years of hospitality F&B experience and is responsible for overseeing the group’s four Michelin-starred Chinese restaurants: T’ang Court at Langham Hong Kong (3 Michelin stars); T’ang Court at Langham Shanghai, Xintiandi (3 Michelin Stars); Ming Court at Cordis (2 Michelin stars); and Yat Tung Heen at Eaton (1 Michelin star).
Howard Lam—Langham Hospitality Group’s director of Chinese cuisine—talks about his favorite Hong... [+] Kong spots. Photo: Langham Hospitality Group
Lam joined the Langham Hospitality Group in 2015. Shortly thereafter, Michelin announced that Langham’s T’ang Court was the only restaurant to be bumped up to three stars. And here's another noteworthy fact: the restaurant maintained its three-star status this year as well. So it wouldn’t be wrong to say that Lam certainly knows what he’s doing—and that his palate ought to be trusted.
Here, Lam talks about where to eat in Hong Kong—and of course, the dishes that deserve a spot on your table.
Tim Ho Wan in Tseung Kwan O
“The restaurant offers a quick fit solution for my Saturday brunch,” Lam says. “The dim sum quality is consistent and suits the taste of locals with an affordable price tag. There is always a queue waiting for tables. My wife likes their baked BBQ pork buns the most.”
Tim Ho Wan is best known for being the cheapest Michelin-starred restaurant in the world. Beyond... [+] that, there are baked pork bun devotees all over the world—lining up for hours in the restaurant's many branches—to satisfy their cravings. Photo: Tim Ho Wan
Tak Cheong Noodle in Kowloon
“This eatery is famous for homemade fish balls and all kinds of local noodle varieties. Their fish stock is freshly made with daily catches from the local market. Very tasty.”
Caprice in the Four Seasons Hotel, Central
“This restaurant offers contemporary French cuisine with a fine wine selection. I like their Saturday brunch with a three-course meal and a glass of wine,” Lam says. “The view is stunning, looking over Victoria Harbour. I go there often for a relaxing Saturday with my wife.”
Caprice is on the swanky side of this list. And it's certainly worth your time (and money). Photo: Four Seasons Hong Kong
Nha Trang Vietnamese Restaurant in Ocean Terminal
“Authentic Vietnamese food is hard to find in Hong Kong. Nha Trang is the exception. It has a good menu with lots of variety of offerings,” Lam mentions. “My favorite is vermicelli cake with grilled chicken. It is served with a lot of Vietnamese herbs and wrapped in lettuce, with a chili and lime sauce.”
Open Kitchen in IFC, Central
“If want a Western comfort meal, this is the place to go,” Lam says. “The restaurant is set up like a casual bistro. The menu selection is great: all-day breakfasts, pasta, burgers, and pizza. The price is affordable and food quality is very good.”
If you're in the mood for a casual "Western" meal, you'll want to stop by this popular spot. Photo: Open Kitchen IFC
San Xi Lou in Mid-Levels
“I love spicy chili in my food and this restaurant offers real Szechuan delicacies. The taste is authentic using a lot chili! The spicy boiled fish is amazing with many different layers of spiciness all in one dish.”
The Butchers Club Burger in Wan Chai
“I reckon a burger is a kind of comfort food to Americans, which I enjoy from time to time. Their burger is my favorite—it is made with dry aged beef, with melted cheddar and pickles. Yum.”
Burger is always on the menu at this Wan Chai joint. Photo: Butchers Club Burger
Moon Lok Chiu Chow in Tung Chung
“This new restaurant has recently become one of my favorites. They offer authentic Chiu Chow cuisine, such as the famous soya goose,” Lam says. “It is near the airport so I make a stop there as part of my travel plans when I come in and out of Hong Kong. The service is prompt so I never miss my flight, and they offer a wide selection of options.”
Peking Garden in Tsim Sha Tsui
“The restaurant has been around for long while. The food is consistent and the menu is interesting. All the dishes are named after old Peking places,” Lam says. “The dim sum are good and I like the steamed vegetable dumplings with finely chopped veggies, which are made with fragrant sesame oil. You cannot miss their roasted chicken with soya sauce, too.”
Peking Garden has been a Hong Kong institution since the 1970s—and for good reason. Photo: Maxim's Group
For more stories on all things Hong Kong read: Where to Eat in Hong Kong 2016 and Hong Kong Travel Guide: Where to Eat Drink and Shop
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afd7815a681e514f34fe8844e08d10ca | https://www.forbes.com/sites/karlaalindahao/2017/05/01/27th-james-beard-award-winners-2017/ | 2017 James Beard Award Winners: Le Coucou in New York City Is Named Best New Restaurant | 2017 James Beard Award Winners: Le Coucou in New York City Is Named Best New Restaurant
While fashion folk were celebrating Rei Kawakubo at the Met Gala in New York, those among us who love all things food and drink—alcoholic or otherwise—kept an eye on everything going on at the Lyric Opera of Chicago, where the James Beard Award winners were being announced.
Brooklyn's Olmsted was a contender for the "Best New Restaurant" award. Photo: Olmsted
And New York is this year's big winner, with three wins out of the 11 major awards. (New Orleans took two; while Washington, D.C., Seattle, Chicago, Philadelphia, and Milton, DE took one each.) This year's "Best New Restaurant" went to Daniel Rose's Le Coucou at 11 Howard—a hotel in New York City's SoHo neighborhood. Blue Hill at Stone Barns took home the honor of "Outstanding Service." Ghaya Oliveira, from Daniel, is "Outstanding Pastry Chef." And because Stephen Starr, this year's "Outstanding Restaurateur," is behind Le Coucou, Budakkan, Clocktower, and Upland—New York can (technically) take credit for that too.
Le Coucou in New York City's 11 Howard Hotel is this year's best new restaurant. Photo: Medres Ditte-Isager
Below is the full list of this evening's winners—and for more information, click here. To read the full list of 2017 James Beard Media Awards winners (formerly known as the Book, Broadcast & Journalism Awards), click here.
JAMES BEARD FOUNDATION AWARDS HIGHLIGHTS
Tartine Manufactory in San Francisco was a contender for this year's "Best New Restaurant" award. Photo: Tartine Manufactury
Best New Restaurant: A restaurant opened in the calendar year before the award will be given that already displays excellence in food, beverage, and service, and that is likely to make a significant impact in years to come.
Le Coucou, NYC
Outstanding Baker: A chef or baker who prepares breads, pastries or desserts in a retail bakery, and who serves as a national standard-bearer of excellence. Must have been a baker or pastry chef for at least five years.
Mark Furstenberg, Bread Furst, Washington, D.C.
Outstanding Bar Program: A restaurant or bar that demonstrates excellence in cocktail, spirits and/or beer service.
Arnaud’s French 75 Bar, New Orleans
Zahav's Michael Solomonov was named outstanding chef. (Photo by Lisa Lake/Getty Images for Audi)
Outstanding Chef: A working chef in America whose career has set national industry standards and who has served as an inspiration to other food professionals. Eligible candidates must have been working as a chef for the past five years.
Michael Solomonov, Zahav, Philadelphia
Outstanding Pastry Chef: A chef or baker who prepares desserts, pastries or breads in a restaurant, and who serves as a national standard bearer of excellence. Must have been a pastry chef or baker for the past five years.
Ghaya Oliveira, Daniel, NYC
Outstanding Restaurant: A restaurant in the United States that serves as a national standard bearer of consistent quality and excellence in food, atmosphere and service. Eligible restaurants must have been in operation 10 or more consecutive years.
Topolobampo, Chicago
Outstanding Restaurateur: A working restaurateur who sets high national standards in restaurant operations and entrepreneurship. Candidates must have been in the restaurant business for at least 10 years. Candidates must not have won a James Beard Foundation chef award in the past five years.
Stephen Starr, Starr Restaurants, Philadelphia (Le Coucou, Serpico, Upland, and others)
The award for Outstanding Service when to Blue Hill at Stone Barns in Pocantico, New York. (Photo by... [+] Neilson Barnard/Getty Images for New York Times)
Outstanding Service: A restaurant in operation five or more years that demonstrates high standards of hospitality and service.
Blue Hill at Stone Barns, Pocantico Hills, NY
Outstanding Wine Program: A restaurant in operation five or more years that serves as a standard bearer for excellence in wine service through a well-presented wine list, knowledgeable staff, and efforts to educate customers about wine.
Canlis, Seattle
Outstanding Wine, Spirits, or Beer Professional: A beer, wine or spirits professional who has made a significant national impact on the restaurant industry.
Sam Calagione, Dogfish Head Craft Brewery, Milton, DE
Rising Star Chef of the Year: A chef age 30 or younger who displays an impressive talent and who is likely to make a significant impact on the industry in years to come.
Zachary Engel, Shaya, New Orleans
Zachary Engel—at New Orleans' Shaya—won this year's prestigious "Rising Star Chef of the Year"... [+] award. Photo: Shaya
BEST CHEFS: Chefs who have set new or consistent standards of excellence in their respective regions. Eligible candidates may be from any kind of dining establishment and must have been working as a chef for at least five years with the three most recent years spent in the region.
Best Chef: Great Lakes (IL, IN, MI, OH)
Sarah Grueneberg, Monteverde, Chicago
Best Chef: Mid-Atlantic (D.C., DE, MD, NJ, PA, VA)
Greg Vernick, Vernick Food & Drink, Philadelphia
Best Chef: Midwest (IA, KS, MN, MO, NE, ND, SD, WI)
Kevin Nashan, Sidney Street Café, St. Louis
Best Chef: New York City
Marco Canora, Hearth
Best Chef: Northeast (CT, MA, ME, NH, NY State, RI, VT)
Andrew Taylor and Mike Wiley, Eventide Oyster Co., Portland, ME
Best Chef: Northwest (AK, ID, MT, OR, WA, WY)
Greg Denton and Gabrielle Quiñónez Denton, Ox, Portland, OR
Best Chef: South (AL, AR, FL, LA, MS, Puerto Rico)
Rebecca Wilcomb, Herbsaint, New Orleans
Best Chef: Southeast (GA, KY, NC, SC, TN, WV)
Steven Satterfield, Miller Union, Atlanta
Best Chef: Southwest (AZ, CO, NM, OK, TX, UT)
Hugo Ortega, Hugo’s, Houston
Best Chef: West (CA, HI, NV)
Corey Lee, Benu, San Francisco
Marco Canora at New York City's Hearth won "Best Chef: New York City" this year. Photo: Hearth
2017 James Beard Foundation America’s Classics (previously announced): This award honors “regional establishments, often family-owned, that are treasured for their quality food, local character, and lasting appeal.”
La Taqueria, San Francisco
Sahadi’s, Brooklyn
Schultz’s Crab House, Maryland
Gioia’s Deli, St. Louis
Bertha’s Kitchen, North Charleston
2017 James Beard Foundation Who's Who of Food & Beverage in America Inductees
Suzanne Goin
Evan Kleiman
Roger Berkowitz
Michel Nischan
Rajat Parr
2017 James Beard Foundation Humanitarian of the Year
Denise Cerreta, One World Everybody Eats
2017 James Beard Foundation Lifetime Achievement Award
Nora Pouillon, Restaurant Nora (Washington, DC)
2017 JAMES BEARD FOUNDATION OUTSTANDING RESTAURANT DESIGN AWARDS
75 Seats and Under (For the best restaurant design or renovation in North America since January 1, 2014)
Firm: AvroKO / Designers: Kristina O’Neal, William Harris, Adam Farmerie, Greg Bradshaw / Project: SingleThread, Healdsburg, California
76 Seats and Over (For the best restaurant design or renovation in North America since January 1, 2014)
Firm: Meyer Davis / Designers: Will Meyer, Gray Davis, Katie McPherson / Project: St. Cecilia, Atlanta
Design Icon
The Grand Central Oyster Bar and Restaurant, NYC
The Oyster Bar at Grand Central Terminal. (Photo: Mario Tama/Getty Images)
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5a4003225d5b20639ee6c80a228561f9 | https://www.forbes.com/sites/karlaalindahao/2017/06/30/where-to-eat-in-shanghai-2017/ | Where to Eat in Shanghai Now: 8 Noteworthy Restaurants | Where to Eat in Shanghai Now: 8 Noteworthy Restaurants
Researching local (read: non-touristy) restaurants doesn’t always come easy for first-time travelers to Shanghai. Many places don’t have websites of their own. Travel guides aren’t always up to date. And hotel concierges won’t always direct you to exactly the kind of spot you’re looking for.
So I reached out to Howard Lam, Langham Hospitality Group’s director of Chinese cuisine, for some real insider tips. He’s frequently in Shanghai and Hong Kong—and he knows both cities well. And his 20-plus years in the F&B space makes him a good guy to talk to about all things food and drink. Beyond that, he manages four Michelin-starred Chinese restaurants: T’ang Court at Langham Hong Kong (3 Michelin stars); T’ang Court at Langham Shanghai, Xintiandi (3 Michelin Stars); Ming Court at Cordis (2 Michelin stars); and Yat Tung Heen at Eaton (1 Michelin star). So you could say that the man certainly knows what he’s doing.
Here, Lam talks about some of his favorite restaurants in Shanghai—and why each one is worth a spot on your list.
Howard Lam, Langham Hospitality Group’s director of Chinese cuisine, on all the best places to eat... [+] in Shanghai. Photo: Langham Hospitality Group
Yang’s Fry Dumpling
“It started with a very small domestic food stall and has now become a successful restaurant chain since 1994,” Lam says. “The dumplings are freshly made with very juicy fillings. It is value for money and I love to stop here for an afternoon snack. Be careful, the fillings are extremely hot!”
Yuan Yuan
“It is also a famous restaurant chain serving Shanghai delicacies. I love their pork with dark soya sauce—and the beancurd with crab cream is my favorite.”
Taoyuan Village
“Again, this is a very successful restaurant chain serving comfort food. I go there for my breakfast treat every time I visit Shanghai. I simply order their savory soy milk, which is accompanied with seaweed, little dried shrimps, chives, and chili oil. It’s very yummy.”
Nanjing Impressions
“This restaurant serves local cuisine with stirfries and noodles. The decor is superb, with an old Nanjing feel. The price is affordable for travelers who want a little taste of authenticity.”
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Sun Wing Kee
“It’s hard to find good Cantonese restaurants in Shanghai (besides T’ang Court, of course!) Sun Wing Kee is a proper Cantonese restaurant. The food quality is good with very authentic flavor combinations. It offers good dim sum choices and the roasted pigeon is one of their signature dishes.”
Xinjiang Uyghur Restaurant in Yishan Lu
“This is a very authentic Xinjiang restaurant serving Halal food, mostly lamb,” Lam notes. “Their most famous dish is roast whole lamb and lamb skewers flavored with cumin. I can finish a half dozen easy! The restaurant is decorated beautifully and they have live entertainment with dancing every night.”
Fu 1039
“The restaurant was converted from an old Shanghai residential building into a restaurant. The theme is 1930s era: very classic Shanghai from the movies. Food is authentic, featuring a lot of local favorites. The atmosphere is relaxing and the service is prompt.”
The YongFoo Elite
“This place was the former British Embassy and the décor is a classic combination of old Shanghai with European touches,” Lam says. “The owner decorates the restaurant with a lot of antiques from his own collection. The outdoor garden is the best place for a relaxing afternoon tea. They recently got two Michelin stars in 2016. They serve locally inspired cuisine, in the medium- to high-price range. The overall experience is not to be missed.”
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73657a3a907b158427dabcf821fb998f | https://www.forbes.com/sites/karlaalindahao/2017/07/26/michael-voltaggio-los-angeles-travel-guide-2017/ | Los Angeles Travel Guide: Eat, Drink, and Have Fun in Chef Michael Voltaggio's Top 15 L.A. Picks | Los Angeles Travel Guide: Eat, Drink, and Have Fun in Chef Michael Voltaggio's Top 15 L.A. Picks
To many East Coast residents, Los Angeles is a distant place fit only for matcha-loving vegans, raw food advocates, fitness enthusiasts, and the Kardashians (or Kardashian wannabes). But they couldn’t be more wrong. The city is home to a thriving food and cultural scene—plus vibrant nightlife. And as if that weren’t enough, nature and good weather abound.
Here, Chef Michael Voltaggio (of soon-to-open Ink.Well, Sack Sandwiches, and Voltaggio Brothers Steakhouse fame) and shares 15 of his favorite spots.
Chef Michael Voltaggio of Ink and Sack Sandwiches in Los Angeles has worked in the industry since he... [+] was 15. So who better to turn to for L.A. recommendations? Photo: Michael Voltaggio
GRAND CENTRAL MARKET
“This is what the child of a food truck and a farmers’ market would look like. It has a ton of produce available and everything ranging from a jewelry store to a liquor store,” Voltaggio says. “But the best part of Grand Central Market is that you can find a little taste of everything that’s happening with the food scene across L.A. in one spot. They have falafels, burgers, tacos, Thai food, El Salvadorian food—so many different options! I think that’s why it’s such a great spot, it sums up the diversity in culture we have in Los Angeles.”
COFFEE AT THE CANYON COUNTRY STORE IN LAUREL CANYON
“Lilly has been serving coffee from a little stall out front of the store for years. She remembers your order after a few visits and even says ‘Will you be having the usual?’ And that always makes you feel like you are always the most important guest of the day!”
THE SPARE ROOM AT THE ROOSEVELT HOTEL
“Bowling, craft cocktails, board games, and a timeless sophistication that satisfies any occasion. This two-lane alley tucked away upstairs in The Roosevelt is a must,” Voltaggio says. “That’s where you’ll find me with a Dewar’s 12 in one hand and a bowling ball in the other. Not to mention the fact that this hotel houses many other nightlife and lifestyle experiences including its newest addition—a private tattoo studio by Dr. Woo.”
THE COMEDY STORE, THE IMPROV, LAUGH FACTORY
“I can’t choose just one so you have to pick. You're in L.A., and unless you are opposed to laughter, why not? The biggest stars in comedy have (and still do) hit the stages at these iconic venues nightly. Live comedy is a must to experience if you are from here, a transplant, or just passing through.”
PROPER BARBER SHOP
“Vinnie has only been around 3rd Street for a few years. That said, it’s like a modern version of the barbershops back in the day. Proper is full of gossiping patrons and barbers having a social session. Swap out grumpy old men, politicians, and pinstripe suits for tattoos, punk rock, and comedic relief. Walk in thinking you have to be a cool kid to be there, walk out thinking that it was one of the most professional, endearing experiences by a group of gentlemen that are eager to please every customer that walks through the door.”
THE FARMERS’ MARKETS
“Santa Monica, Hollywood, and most surrounding towns all have them. The markets are huge: full of people, produce, and artisan ingredients that dictate what season we are living in. The colors, smells, sounds make you forget that you’re in a major city and remind us of the importance of supporting our local farmers that grow food for our tables.”
THE SUNSET STRIP
“Despite the rapid development, there are still plenty of iconic venues surviving and it’s important that we keep them alive. From people watching and drinks at the Chateau Marmont, music at one of the many venues, or a hot dog at Carney’s you are guaranteed an L.A night on the Sunset Strip.”
MATSUHISA
“We all know Nobu. But what about the OG Nobu? Yes, the restaurant that introduced sushi to not just the privileged but to the curious, the adventurous, and perhaps the first ‘foodies’ of our generation. It’s a house of Hollywood deals, star sightings, and deliciously crafted Japanese cuisine that pushes the boundaries of tradition. You may even see the master himself, Nobu Matsuhisa, behind the counter. It’s what you find if you take the ancestry.com approach all the way back to the beginning of the global Nobu empire. If you are craving the Nobu Restaurant referenced by all your favorite rappers, head to the Malibu location. This is where you can sit and appreciate the beautiful view as well as chef’s incredible food.”
MAXFIELD L.A.
“A West Hollywood boutique that has everything from vintage furniture, books, home decor, and of course, clothing. While I know a lot of people may think it’s another designer store on Melrose, they also have that signature L.A. street style available. They carry labels like Fear of God and Enfants Riches Déprimés (translation: depressed rich kids). This shop has that L.A. street vibe—mixed with high fashion and vintage shopping.”
LINE HOTEL
“Located in K-Town, this Hotel really is different from your typical L.A. hotel. The location is centered between Hollywood and Downtown L.A., and this hotel really used the unique location to complement the feel of the neighborhood. You can eat the amazing Korean dishes created by Roy Choi. Or you can grab drinks at Break Room 86 and enjoy a Houston Brothers nightlife experience.”
CAPE SEAFOOD & PROVISIONS
“This is the top place to purchase seafood in L.A. Michael Cimarusti created this place to bring the best seafood directly to the public. He has always been a big advocate for small-scale fisherman being able to sell directly to larger restaurants. This shop is his way of providing high-quality seafood for public purchase while continuing to stand behind a really great cause.”
THE PIKEY
“This was once the home of the famous Ye Coach & Horses bar,” Voltaggio says. “They’ve managed to revamp an old neighborhood bar for locals into a new neighborhood bar for locals. Food is great and served late and has one of my absolute favorite whiskies (Aberfeldy 12) behind the bar. They even have a nod to the previous establishment called, ‘The Coach and Horses,’ which is a shot of whisky and a tall can of cold PBR!”
YOSHIRO CUTLERY
“All chefs should have a collection of knives,” Voltaggio says. “I think it’s important to understand what quality cutlery is—and what a knife means to a chef. Yoshiro uses the importance of tradition and technique to create some of the best Japanese knives. They can also sharpen or repair any type of knife. They make any visit feel very personal and they’re happy to answer any questions you have with one-on-one help.”
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2dc4710b12195f31e891bfe40739bc45 | https://www.forbes.com/sites/karlaalindahao/2018/10/24/best-vegetarian-restaurants-in-america-2018/ | The 50 Best Restaurants for Vegetarians: OpenTable Releases Its Latest List | The 50 Best Restaurants for Vegetarians: OpenTable Releases Its Latest List
As a proud omnivore, let me just say how much I love vegetables—they easily account for half the space on my dinner plate and usually more than that. But unless I'm dining with one of my herbivore friends (thankfully there are no fruitarians in my circle), I would never choose a restaurant that advertises itself as vegan, vegetarian, or plant–based.
San Francisco's Gracias Madre is serving up its own take on Mexican fare: plant–based and... [+] vegetable–forward. Photo: Gracias Madre
That philosophy may change now that OpenTable released its latest list: The 50 Best Restaurants for Vegetarians in America, which features places that serve delicious plant–forward fare—not the kind of bland and underseasoned seitan–focused meals reminiscent of early ’90s diet food. Instead, the restaurants make use of spices, herbs, marinades, and seasonings to create layers of flavors in meals that deliver an umami–rich kick.
Candle 79 in New York's Upper East Side neighborhood has been offering vegan and vegetarian meals... [+] since 2003 in a fine dining setting. Photo: Candle 79
New York topped the OpenTable’s list. Again. (Last month the city emerged with 12 restaurants on the 100 Best Restaurants for Wine Lovers.)
And now for the reservation platform’s newest list, New York City claimed eleven honorees—including Candle 79, ABC Kitchen, The Little Beet Table, Double Zero, and the Michelin-starred Nix.
Âu Lạc in Los Angeles specializes in completely vegan Vietnamese food—with gluten–free options. Photo: Âu Lạc
California comes in second with nine restaurants from all over the state: Gracias Madre and Greens Restaurant in San Francisco, Oliver’s in Santa Barbara, Café Gratitude in San Diego, and more.
Coming in third is the District of Columbia with seven honorees, most of which are under the umbrella of Farmers Restaurant Group: Founding Farmers, Farmers and Distillers, and Farmers Fishers Bakers.
Oliver's in Santa Barbara, California serves a mean veggie burger—among other vegetarian and... [+] vegan–friendly dishes. Photo: Oliver's
In addition to the top two states and Washington D.C., thirteen others were represented: Colorado, Florida, Georgia, Illinois, Louisiana, Maryland, Nebraska, Nevada, North Carolina, Oregon, Pennsylvania, Tennessee and Washington.
And in keeping with OpenTable’s democratic listmaking tradition, it’s all based on verified diner assessments. This list in particular involved 12 million reviews for more than 28,000 restaurants across all 50 sates and Washington D.C.
Bar Bombón in Philadelphia serves plant–based Puerto Rican food—using only non-GMO and organic... [+] ingredients. Photo: Bar Bombón
“With more and more diners craving veggie-centric cuisine, we’re thrilled to provide a list that spotlights restaurants serving standout vegetarian fare across the country,” Caroline Potter, chief dining officer at OpenTable, said in a statement. “Whether you’re an affirmed vegetarian or someone looking to explore a sustainable, meatless diet, you can count on finding delicious vegetable-forward dishes at any of these honorees.”
This year’s roster is not the first time the platform curated recommendations for restaurants that offer vegan and vegetarian dishes. In 2015, OpenTable came up with a list of 52. And the site still maintains an updated landing page for vegetarian and vegan–friendly establishments.
Raleigh's Brewery Bhavana is a bookstore-cum-dim sum restaurant-cum-brewery-cum-flower shop. And... [+] while it's not 100 percent vegan or vegetarian, it does have tasty options. Photo: Brewery Bhavana
But take note too that OpenTable only assesses the data that it has. How does that affect you? It means that they can only give you information on the restaurants that take reservations and subscribe to the OpenTable platform. So let’s say you’re vegan and headed to New York City. Do your research and you’ll find that there are other stellar vegan and vegetarian restaurants that won’t be on this list.
Double Zero is one of eleven honorees in New York City. Photo: Double Zero
For instance, By Chloe—an enormously successful group of restaurants helmed by Food Network Cupcake Wars winner, Chloe Coscarelli, and, ESquared Hospitality creative director, Samantha Wasser—would be worth checking out. (But all the branches don’t take reservations.) And if you’ve got a sweet tooth, Van Leeuwen has a rather extensive vegan ice cream menu—as does Morgenstern’s.
Read the full list below or click here.
Sage Vegan Bistro in Culver City, California has an extensive menu that caters to many. Another... [+] plus: It's got two other locations—in Echo Park and Pasadena. Photo: Sage Vegan Bistro
OPENTABLE’S 50 BEST RESTAURANTS FOR VEGETARIANS
ABC Kitchen (New York, New York)
Andina (Portland, Oregon)
Âu Lạc Plant-Based Food & Drink (Los Angeles, California)
Bar Bombón (Philadelphia, Pennsylvania)
Beatrix, River North (Chicago, Illinois)
Bistro Aracosia (Washington, D.C. )
Blackout: Dining in the Dark (Las Vegas, Nevada)
Blind Faith Cafe (Evanston, Illinois)
Blossom (New York, New York and Multiple Locations)
Brewery Bhavana (Raleigh, North Carolina)
Cafe Gratitude (San Diego, California)
Candle 79 (New York, New York)
Catch L.A. (West Hollywood, California)
Charlie Was A Sinner (Philadelphia, Pennsylvania)
Chauhan Ale & Masala House (Nashville, Tennessee)
Delice & Sarrasin (New York, New York)
Departure Restaurant and Lounge (Portland, Oregon)
Dirt Candy (New York, New York)
Divya’s Kitchen (New York, New York)
Double Zero (New York, New York)
Ēma (Chicago, Illinois)
Equinox Restaurant (Washington, D.C.)
Farmer’s Table (Boca Raton, Florida)
Farmers & Distillers (Washington, D.C.)
Farmers Fishers Bakers (Washington, D.C.)
Farmhouse at Rogers Gardens (Corona Del Mar, California)
Founding Farmers (Washington, D.C. and Multiple Locations)
Gracias Madre (San Francisco, California)
Greens Restaurant (San Francisco, California)
Harvest Beat (Seattle, Washington)
The Helmand Restaurant (Baltimore, Maryland)
Irregardless Cafe (Raleigh, North Carolina)
Lila (Sarasota, Florida)
Linger (Denver, Colorado)
The Little Beet Table (New York, New York)
Modern Love (Omaha, Nebraska and Multiple Locations)
Nix (New York, New York)
Oliver’s (Santa Barbara, California)
Plant Food + Wine (Venice, California)
Planta (Miami Beach, Florida)
Rasika (Washington, D.C. and Multiple Locations)
Root Down (Denver, Colorado)
Sage (Culver City, California)
Shaya (New Orleans, Louisiana)
True Food Kitchen (Multiple Locations)
Ulele (Tampa, Florida)
Urban Vegan Kitchen (New York, New York)
XYST NYC (New York, New York)
Zahav (Philadelphia, Pennsylvania)
Zaytinya (Washington, D.C.)
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8df617f8bdf6ee30ead412bf6103378d | https://www.forbes.com/sites/karlaalindahao/2019/01/29/best-american-whiskeys-2019/?utm_source=TWITTER&utm_medium=social&utm_content=2108213320&utm_campaign=sprinklrForbesLifeTwitter | Best New American Whiskeys: 3 Limited Releases from Booker's, Michter's, and Westland | Best New American Whiskeys: 3 Limited Releases from Booker's, Michter's, and Westland
Over the years, I’ve grown to love American whiskeys: bourbons, ryes, American single malts, you name it. And for good reason: They are, for the most part, fairly accessible and widely available—with many superb expressions priced at less than $65.
But of course, as with any spirit category, there are pricier outliers—the cult brands and expressions, if you will. Pappy, Kentucky Owl, and WhistlePig’s Boss Hog releases are the first that come to mind.
Then there are some truly exceptional limited releases that only emerge every few years. And for the most part, they’re going to cost you a good chunk of your paycheck—such as Michter’s 20 Year Bourbon that’s priced at around $700.
But don’t let the sticker shock deter you. These investment bottles are all well worth the price.
MICHTER’S 20 YEAR LIMITED-RELEASE BOURBON | 57.1% ABV (MSRP $700 / FROM $2,300 AT SECONDARY MARKETS)
Michter’s is one of those distilleries that just does things right. You—and I—can thank master distiller, Pamela Heilmann, and master of maturation, Andrea Wilson, for their noteworthy contributions to the world of American whiskey. But back to bourbon talk: It’s not often that Michter’s releases expressions with significant age statements such as this one. (It was 2016 the last time a 20 Year Old Bourbon was offered.) But when a special bottling does come along, you best believe that you’re getting something that’s truly exceptional and worth whatever price the distillery commands. And yes, I do believe that some whiskeys are worth ignoring your bank balance for…because you only live once. And money can always be earned back. Beyond that, think of it as an investment. (A few months ago a 22 Year Michter’s Bourbon fetched $17,019 in auction.) As for this year’s 20 Year Bourbon, there’s no going wrong with it. Clocking in at 114.2-proof, it’s a little more robust and “heavier,” which is the only characteristic that strays from most Michter’s. I was pleasantly surprised to taste the harmonious balance between sweet notes and cracked pepper spice—coupled with a very rich and somewhat oily mouthfeel that would pair extremely well with a decadent chocolate-based dessert (think: a ganache cake). But get this: For all the flavor profiles you may pick up in addition to the bourbon’s predominatly saccharine notes, this year’s Michter’s 20 remains accessible and true to the brand’s DNA. The only snag: There are only 444 bottles. So try to them hunt down in reputable stores to get the best deal. The bottles sold at online secondary markets sell the expression for much more than double the MSRP.
BOOKER’S 30TH ANNIVERSARY BOURBON LIMITED-RELEASE | 62.9% ABV (MSRP $200 / $1000 at SECONDARY MARKETS)
First things first: I’ve never met a Booker’s release I didn’t love. So I may be a tad biased here. Sure, some expressions are better than others but that’s to be expected—taste, after all, is mighty subjective. But of all the 2018 Booker’s releases, this one is the Holy Grail, especially for collectors. As the 30th anniversary release that pays tribute to the legendary Booker Noe, everything about the bourbon is special: The wooden box it comes in is made from reclaimed wood from the distillery’s rackhouses, the lid is dipped in a special silver wax to distinguish it from the other releases, and the liquid hails from barrels master distiller Fred Noe (Booker’s son) had saved especially for this anniversary edition. The 125.8-proof spirit is 70 percent nine-year-old whiskey and 30 percent extra-aged 16-year-old whiskey, both of which are uncut and unfiltered. And it is bold. Initially, I wasn’t expecting it to be powerful despite the high proof, mainly because it was mildly sweet and caramelly on the nose—something that’s in keeping with the Booker DNA. Everything about it is robust, including its voluminous mouthfeel. The first sip delivered a little bit of a burn, alleviated by a teeny splash of water and a few minutes of resting time. But the following sips revealed something that was at once balanced and complex: It’s got hints of slightly bitter char that offsets its vanillatastic sweetness. As for the finish, it’s not nearly as long but it’s fitting for what it is. Overall, I’d say it deserves a spot on any liquor cabinet not because it’s reminiscent of all the other Booker’s but because it’s different enough.
DIVER AMERICAN SINGLE MALT BY WESTLAND x SINGLE MALT DAILY | 54.2% ($160)
This collaboration by acclaimed Seattle-based Westland Distillery and whiskey influencer Nate Gana of Single Malt Daily is available exclusively at Maison Corbeaux. And it’s the only one on this list that you can easily find and purchase sans hassle. Diver clocks in at just 108.4 proof—a valid reason to think that it’d be less aggressive than the two bourbons that precede it. But it packs a serious punch of flavor that can certainly wake you like a brisk shower—or a polar plunge in Scotland. Why? Because everything about it is unexpected. It’s a little less sweet, a lot more briny, and its finish is long. Not to mention its mildly oily mouthfeel that coats the mouth with a film of delicious saline flavor. Let’s just say this: Had I not known that the whiskey hailed from Westland, I would’ve thought it was a Scotch. Neither Single Malt Daily nor Westland use the word “peat,” but it’s definitely there—perhaps not too much on the nose, but most certainly on the palate.
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ba91c2e33f754deeb44f77d3ce51d99d | https://www.forbes.com/sites/karlaalindahao/2019/04/18/best-bourbons-and-best-ryes-for-kentucky-derby-2019/ | 16 of the Best Bourbons (And 3 Superb Ryes) for Kentucky Derby Season | 16 of the Best Bourbons (And 3 Superb Ryes) for Kentucky Derby Season
There are only three basic decisions to make on Kentucky Derby Day: what horse to bet on, what hat to wear, and what new whiskey to try.
And in my experience, if you choose right on the third category, the other two decisions won’t matter as much. (Really.)
So to prepare for the 145th Run for the Roses (in addition to looking at which horses to bet on) I reached out to Kentucky native Robert Cate—the food and beverage manager at Hotel Covington in Kentucky. The man oversees the property’s three dining and drinking places—Coppin’s, The Patio, and The Walk Up—and is beyond enthusiastic when it comes to bourbon and rye, as many Kentuckians are. (It is their birthright, after all.)
Coppin's, the restaurant and bar inside Hotel Covington in Kentucky, boasts an impressive selection... [+] of American whiskeys. Photo: Hotel Covington
Cate so very generously curated 19 of his top picks to enjoy during Derby Day. And his list is diverse and wide in its range, including easy-to-find liquids (such as Four Roses Single Barrel, Noah’s Mill, and Rittenhouse) as well as more elusive bottles (like Colonel E.H. Taylor Seasoned Wood, Cream of Kentucky, and Savage & Cooke’s The Burning Chair). So there’s really something for everyone in this roster—not matter where you’re based. Unless you live in a dry town. And if that’s the case, neither Cate nor I can help you.
Not a big bourbon or rye drinker? Think about going for a mint julep. There’s no shame in that. But make sure to make it with quality bourbon.
Not one to drink bourbon or rye neat? Then do yourself a favor and enjoy a well-made mint... [+] julep—Derby Day’s traditional cocktail. Getty
CREAM OF KENTUCKY
“Former Four Roses master distiller Jim Rutledge struck gold with the revitalization of this brand,” Cate says. “Vanilla and caramel candy with subtle spicy oak notes and a long smooth finish. If you can find a bottle (or a pour) buy it.”
COLONEL E.H. TAYLOR SEASONED WOOD
“This is my number one bourbon of all time. Bottled in Bond like all E.H. Taylor products, this is like subtle fireworks on tongue and caramel gold on the finish.”
GEORGE REMUS
“You can’t talk about bourbon with someone in Covington, Kentucky without talking about George Remus, King of the Bootleggers,” Cate says. “Caramel and vanilla notes make this bourbon sing and would make the king himself very proud.”
BUFFALO TRACE
“This is my go-to. Mix it with cola, make an old fashioned, whiskey sour, drink it neat, or on the rocks. This is an all-around star.”
SAVAGE & COOKE’S THE BURNING CHAIR
“Wow. Dave Phinney is known for his wines—most famously The Prisoner. But this bourbon raises eyebrows in a good way. It is finished in The Prisoner wine barrels, giving a little interest with its baked dark fruits finish.”
DAVID NICHOLSON 1843
“This brand, with ties to Pappy and Weller, has a unique smoke characteristic that builds through the palate and onto the finish. This bourbon really opens up on the rocks.”
HENRY MCKENNA BOTTLED IN BOND 10 YEAR
“One of my favorites of all time. Every time I drink this, I can’t help but think about chocolate. The perfect after dinner sipper, if you will.”
RUSSELL’S RESERVE 10 YEAR BOURBON
“I fell in love with Russell’s after tasting the 2002 batch. The 10 Year pales in comparison, but is a mighty fine whiskey to sip on the back deck.”
NOAH’S MILL
“One of my dark horses. A barrel strength bourbon with a very unique nutty finish.”
THOMAS H HANDY SAZERAC RYE 2018
“At 128.8 proof I was expecting an immediate burn, but there wasn’t any,” Cate says. “Packed with flavor, spice forward, but with honey and dried cherry on the finish. This is a flavor bomb. Do not hesitate with this, it’s worth every penny.”
ROWAN’S CREEK
“An easy sipper with beautiful oak notes and a cherry finish.”
NEW RIFF BOTTLED IN BOND
“A new distillery in Newport, Kentucky,” Cate says. “Amazing branding and even better juice. It’s very well balanced and full of flavor. Try the single barrel picks too!”
PIKESVILLE RYE
“This is a hidden gem. Just barely meeting rye standards at 51%, this is like a spiced cherry cola. Something to really cool you down on a hot day.”
FIGHTING COCK
“This is human catnip if I’ve ever tasted it. Proofy to start, smooth as butter on the finish, and packed with flavor.”
RITTENHOUSE RYE
“This should be staple for everyone. Perfect for manhattans, Sazeracs, neat, or on the rocks. Rittenhouse is a true crowd pleaser”
FOUR ROSES SINGLE BARREL
“This is a southerner’s dream bourbon,” Cate says. “Honey, peaches, and brown sugar round out the rye spice. A super long finish makes this bourbon a true winner in my books.”
MICHTER’S US*1 SOUR MASH
“This one is special to me. [While being neither a bourbon nor a rye] this was one of my first whiskeys. Lots of caramel and super smooth. The price tag isn’t bad either.”
WILDERNESS TRAIL
“A new distillery in Danville with a unique flavor profile,” Cate says. “This is a very young bonded bourbon, but it yields an interesting fresh dough flavor. Gives a whole new meaning to ‘chewing’ your bourbon.”
OLD EZRA 7 YEAR BARREL STRENGTH
“An amazing straightforward bourbon,” Cate says. “Caramel and vanilla bring out sweet fruit and dark cherry on the finish—perfect for an old fashioned. I like to enjoy this with two cubes.”
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e9998fb97eec0c6d6077c2dea0cb6347 | https://www.forbes.com/sites/karlaalindahao/2019/04/29/100-best-brunch-restaurants-in-america-2019/ | 100 Best Brunch Restaurants in America: OpenTable Releases Its 2019 List | 100 Best Brunch Restaurants in America: OpenTable Releases Its 2019 List
New York City's Balthazar has long been a local favorite—serving traditional French fare in the kind... [+] of space that makes you feel like you've actually flown to Paris. Photo: Balthazar
OpenTable, the restaurant reservations system, just released one of its more popular user–generated lists: The 100 Best Brunch Restaurants in America.
And its timing couldn’t be more fitting. Mother’s Day is nearly upon us—as in less than two weeks away. Thirteen days, if we want to be more precise. But alas, thousands upon thousands of grown children (and their fathers) do not have anything special planned. Yet.
The Hampton Social—owned by restaurateur Brad Parker—evokes all things East Coast. And if you sneak... [+] a peek at its brunch menu, you'd find favorite New England classics in there—starting with chilled seafood dishes, clam chowder, and a killer lobster roll. Photo: The Hampton Social
Let’s face it: Many of us attempt to cobble together an exceptional experience way too last minute. But anything done without consideration, time, or preparation always falls short. So let’s save ourselves from all that this year. You don’t want Mom to feel like her one day out of the year was nothing but an afterthought. Is there anything worse than a woman’s silent but palpable disappointment? No there is not.
So book a table today. Order some flowers. Get the family organized and on the program. Plus don’t forget the presents. (Pretty blooms and chocolates do not count as presents.)
The Butcher, The Baker, The Capuccino Maker may be worth visiting for its name alone. But the... [+] restaurant offers much more than wit and humor—serving solid contemporary California cuisine with a European slant. Photo: The Butcher, The Baker, The Capuccino Maker
We do have one thing going for us: Technology. OpenTable makes the meal part of the celebration easy with its massive brunch roster. A few clicks on the app and you’ve got a confirmed reservation. And you know you can trust the platform to be “democratic” and on-point: As with many of its 100-strong lists, the brunch roster was based entirely on data culled from 12 million verified diner reviews that involved more than 30,000 restaurants in all 50 states and the District of Columbia.
The Ivy in West Hollywood is one of Los Angeles' best dining institutions. It just does everything... [+] right: The food, service, and decor. The restaurant even serves you with a glass of welcome Champagne when you check in. Photo: The Ivy
“On Mother’s Day 2018, we seated more diners than any other day that year and recognize that celebrating Mom is a priority for our diners,” OpenTable’s chief dining officer, Caroline Potter, said in a statement. “The honorees on this year’s best brunch list are creating experiences that will dazzle her and make embracing our #DiningMode challenge a snap, with sublime drinks and dishes and friendly service.”
And while there are no winners in all of OpenTable’s lists (they are arranged alphabetically sans ranking), California came out as the most recognized state with 16 restaurants—followed by New York with 12. Illinois and Pennsylvania have eight. Florida, Texas, and Washington, D.C. boast seven each. And Louisiana claims five.
To view the full list, scroll down—or click here.
Sadelle's is where you want to go if you're looking to indulge in some New York classics. Think:... [+] bagels, sliced-to-order salmon, and matzoh ball soup. Photo: Sadelle's, New York
OPENTABLE’S BEST BRUNCH RESTAURANTS IN AMERICA
Ambar (Multiple Locations)
Atchafalaya Restaurant (New Orleans, Louisiana)
Balthazar (New York, New York)
Bartolotta’s Lake Park Bistro (Milwaukee, Wisconsin)
Beachcomber Cafe, Crystal Cove (Newport Coast, California)
Beatrix (Multiple Locations)
Brennan’s (New Orleans, Louisiana)
Brennan’s of Houston (Houston, Texas)
Bristol Seafood Grill (Multiple Locations)
The Butcher, The Baker, The Cappuccino Maker (West Hollywood, California)
Bud & Marilyn’s (Philadelphia, Pennsylvania)
Café Ba-Ba-Reeba (Chicago, Illinois)
Cafe Fiorello (New York, New York)
Cafe Luxembourg (New York, New York)
Cafe Monte (Charlotte, North Carolina)
Cappy’s Restaurant (San Antonio, Texas)
Carmine’s, 44th Street (New York, New York)
Catch L.A. (West Hollywood, California)
Chart House Restaurant (Weehawken, New Jersey)
Chez Zee (Austin, Texas)
Cookshop (New York, New York)
The Copper Hen (Minneapolis, Minnesota)
The Dandelion (Philadelphia, Pennsylvania)
The Dining Room at Salish Lodge & Spa (Snoqualmie, Washington)
Duke’s (Huntington Beach, California)
Emmaline (Houston, Texas)
Farmers & Distillers (Washington, D.C. )
Farmers Fishers Bakers (Washington, D.C. )
Farmhouse at Rogers Gardens (Corona Del Mar, California)
Founding Farmers (Multiple Locations)
The Gage (Chicago, Illinois)
Gandy Dancer (Ann Arbor, Michigan)
Geoffrey’s Restaurant (Malibu, California)
Gertrude’s (Baltimore, Maryland)
Giada at The Cromwell (Las Vegas, Nevada)
Grace’s (Houston, Texas)
The Grand Marlin of Pensacola Beach (Pensacola, Florida)
Great Maple (San Diego, California)
Green Valley Grill (Greensboro, North Carolina)
The Hamilton (Washington, D.C.)
The Hampton Social, River North (Chicago, Illinois)
Harbor House (Milwaukee, Wisconsin)
Hell’s Kitchen at Caesars Palace (Las Vegas, Nevada)
The Henry (Phoenix, Arizona)
HEXX Kitchen + Bar (Las Vegas, Nevada)
Ida Claire (Addison, Texas)
The Ivy (West Hollywood, California)
Jake’s Del Mar (Del Mar, California)
Kyle G’s Prime Seafood (Jensen Beach, Florida)
Lafayette (New York, New York)
Lake Elmo Inn (Lake Elmo, Minnesota)
Le Diplomate (Washington, D.C.)
Le Moo (Louisville, Kentucky)
Lindey’s (Columbus, Ohio)
Little Goat (Chicago, Illinois)
Lola Seattle (Seattle, Washington)
Louie Bossi Ristorante (Fort Lauderdale, Florida)
The Love (Philadelphia, Pennsylvania)
Maggiano’s, South Coast Plaza (Costa Mesa, California)
Mama’s Fish House (Paia, Hawaii)
Mere Bulles (Brentwood, Tennessee)
Mon Ami Gabi (Las Vegas, Nevada)
Muriel’s Jackson Square (New Orleans, Louisiana)
Oxford Exchange (Tampa, Florida)
Palace (Miami Beach, Florida)
Palace Café (New Orleans, Louisiana)
Parc (Philadelphia, Pennsylvania)
Perch L.A. (Los Angeles, California)
Pier W (Cleveland, Ohio)
Poor Calvin’s (Atlanta, Georgia)
Print Works Bistro (Greensboro, North Carolina)
The Rotunda at Neiman Marcus (San Francisco, California)
Sadelle’s (New York, New York)
Salty’s (Multiple Locations)
Sarabeth’s, Park Avenue South (New York, New York)
Shaw’s Crab House (Chicago, Illinois)
The Smith (Multiple Locations)
Somerset (Chicago, Illinois)
Spencer’s Restaurant (Palm Springs, California)
Stanford Grill (Columbia, Maryland)
Succotash, Penn Quarter (Washington, D.C.)
Summer House Santa Monica (Chicago, Illinois)
Suraya (Philadelphia, Pennsylvania)
Talula’s Garden (Philadelphia, Pennsylvania)
Tavern on the Green (New York, New York)
Terrain Garden Cafe (Glen Mills, Pennsylvania)
The Tropicale (Palm Springs, California)
Top of the Hub (Boston, Massachusetts)
Tower Oaks Lodge (Rockville, Maryland)
Town (San Carlos, California)
Tupelo Honey, Downtown Asheville (Asheville, North Carolina)
Ulele (Tampa, Florida)
Unconventional Diner (Washington, D.C.)
Upland (New York, New York)
Whiskey Cake (Plano, Texas)
White Dog Cafe (Wayne, Pennsylvania)
Willa Jean (New Orleans, Louisiana)
X2O Xaviars on the Hudson (Yonkers, New York)
Yank Sing, Rincon Center (San Francisco, California)
Yardbird (Multiple Locations)
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e44adcd2b7fabb97785230c3f2ed1dc7 | https://www.forbes.com/sites/karlaalindahao/2019/07/20/worlds-best-bar-2019-dante-new-york-wins-top-spot-at-the-13th-annual-spirited-awards/ | World’s Best Bar 2019: New York’s Dante Wins Top Spot at the 13th Annual Spirited Awards | World’s Best Bar 2019: New York’s Dante Wins Top Spot at the 13th Annual Spirited Awards
Pour Winner: Naren Young, creative director of New York's Dante, which won World's Best Bar for ... [+] 2019. Dante
New York's Dante reached cocktail paradise tonight when it was named World's Best Bar at the 2019 Spirited Awards in New Orleans during this year's Tales of the Cocktail. The bar, which opened in 2015 in what was once a famous Greenwich Village coffee house, Caffe Dante, was also named Best American Restaurant Bar for the second time in three years (which, under the rules of the Spirited Awards, means it is now retired from the the category). Among the American bars, Dante beat out local competitor Gramercy Tavern, Houston's Better Luck Tomorrow, and Louisville's Silver Dollar.
“To anyone that’s been there, thank you,” said Dante’s creative director Naren Young, accepting the top honor at the historic Orpheum Theater. “And to anyone that hasn’t, we look forward to welcoming you.”
Dante began life in 1915 as the Greenwich Village coffee house Caffe Dante. Dante
The awards ceremony was introduced by Emmy and Tony Award-winning actor Bryan Cranston, who just launched a mezcal called Dos Hombres with his Breaking Bad costar Aaron Paul. “People suggested we call it Methcal,” Cranston joked in his welcoming remarks. Earlier in the week, the two actors were slinging drinks at New Orleans’ iconic Napoleon House and Cranston, who admitted how much more respect he now has for bartenders, confessed that he endured two non-lethal injuries during his three-hour shift—cuts on his hands from the cocktail shakers.
But when it came to handing out the awards, of course, it was easygoing.
Also on top of the world is Singapore's Atlas, which took home two prestigious Spirited Awards: Best International Cocktail Bar (where it topped another Singapore standout, Native, as well as Le Syndicat in Paris and Three Sheets in London) and World's Best Spirits Selection (beating Chicago's The Office, Raised by Wolves in San Diego, and Amor Y Amargo in New York.)
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Living Large: Singapore's Atlas is so big (7,400 square feet) it could require a map. E.K. Yap for Atlas Bar
In the American categories, New York City continued to dominate at the Spirited Awards. Besides Dante, Katana Kitten was named Best New American Cocktail Bar and Attaboy received an attaboy from the judges, winning Best American Cocktail Bar. And Las Vegas’ Herbs and Rye had a double shot of luck—named Best American Bar Team and Best American High Volume Bar.
Several individuals also took home awards: Julio Cabrera of Cafe La Trova in Miami was named American Bartender of the Year, while Monica Berg of London's Tāyer and Elementary won International Bartender of the Year. Beloved brand ambassadors were also honored: Tim Cooper of Fords Gin won Best American Brand Ambassador and Joe McCanta of Grey Goose took home the award for Best International Brand Ambassador.
Rookie of the Year: New York's Katana Kitten won for Best New American Bar. Noah Fecks for Katana Kitten
The Spirited Awards also presented a Lifetime Achievement Award to Barcelona cocktail legend Javier De Las Muelas of Dry Martini. And the 2017 Lifetime Achievement Award winner, Germany's Charles Schumann, showed no signs of slowing down at 77—his bar in Munich, Schumann’s, won for Best International Cocktail Bar.
In another highlight of the evening, Speed Rack, a speed bartending competition for women founded by Ivy Mix and Lynnette Marrero, was honored with the inaugural Philanthropy Award. “The single greatest honor of our lives is to raise awareness for breast cancer charities,” Ivy Mix said, “And to work with all of these badass women.” They also won the Best Bar Mentors award.
Best Mentors: Speed Rack founders Ivy Mix and Lyne Marrero. Photo by: Charles Sykes/Bravo/NBCU Photo Bank via Getty Images
And for the first time in its history, the Spirited Awards honored some classic watering holes. El Floridita in Havana–which opened in 1914, but dates back to 1817—won the Timeless International Award (Ernest Hemingway, among other famous patrons, was known to have and have another there), while Napoleon House in New Orleans (which was built in 1794 and began serving drinks in 1914) won the Timeless American Award. And there wasn't a drop of hometown advantage in its winning that award close to its French Quarter location. Napoleon House defines the spirt of the Spirited Awards—it is magnifique.
SPECIAL AWARDS
Tip of the Chapeau: Napoleon House in New Orleans won the Timeless American Award. Napoleon House
World’s Best Bar: Dante (New York, NY)
Helen David Lifetime Achievement Award: Javier De Las Muelas
Philanthropy Award: Speed Rack
Timeless American Award: Napoleon House (New Orleans, LA)
Timeless International Award: El Floridita (Havana, Cuba)
GLOBAL CATEGORIES
The In Gin: Winner of Best New Spirit, Fords Gin Officer's Reserve. Fords Gin
Best Bar Mentor: Ivy Mix and Lynnette Marrero
Best New Spirit or Cocktail Ingredient: Fords Gin Officers’ Reserve
World’s Best Cocktail Menu: Trick Dog (San Francisco, CA)
World’s Best Spirits Selection: Atlas Bar, Singapore
AMERICAN CATEGORIES
Cat's Meow: Masahiro Urushido at Katana Kitten, the Best New Cocktail Bar in America. Noah Fecks for Katana Kitten
American Bartender of the Year: Julio Cabrera (Cafe La Trova, Miami, FL)
Best American Brand Ambassador: Tim Cooper, Fords Gin
Best American Bar Team: Herbs and Rye (Las Vegas, NV)
Best American Cocktail Bar: Attaboy (New York, NY)
Best American High-Volume Cocktail Bar: Herbs and Rye (Las Vegas, NV)
Best American Hotel Bar: Compère Lapin at The Old No. 77 Hotel & Chandlery (New Orleans, LA)
Best American Restaurant Bar: Dante (New York, NY)
Best New American Cocktail Bar: Katana Kitten (New York, NY)
INTERNATIONAL CATEGORIES
Definitely Maybe: The Best New International Cocktail Bar—Sydney's Maybe Sammy. Maybe Sammy
International Bartender of the Year: Monica Berg (Tayēr and Elementary, London, United Kingdom)
Best International Brand Ambassador: Joe McCanta, Grey Goose
Best International Bar Team: Licorería Limantour (Mexico City, Mexico)
Best International Cocktail Bar: Atlas Bar, Singapore
Best International High-Volume Cocktail Bar: Schumann's Bar (Munich, Germany)
Best International Hotel Bar: Manhattan at Regent Singapore, Singapore
Best International Restaurant Bar: Hawksmoor Spitalfields (London, United Kingdom)
Best New International Cocktail Bar: Maybe Sammy (Sydney, Australia)
WRITING & MEDIA CATEGORIES
Glass Act: The winner for Best New Cocktail or Bartending Book, Cocktail Codex. Penguin Random House
Best Cocktail & Spirits Publication: SevenFifty Daily
Best Cocktail & Spirits Writer: Robert Simonson, The New York Times, Imbibe Magazine, PUNCH
Best New Cocktail or Bartending Book: Cocktail Codex: Fundamentals, Formulas, Evolutions by Alex Day, David Kaplan, and Nick Fauchald
Best New Book on Drinks Culture, History or Spirits: A Drinkable Feast: A Cocktail Companion to 1920s Paris by Philip Greene
Best Broadcast, Podcast or Online Video Series: Bartender at Large
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6ea0dedbf6560c8874d869f7e52594d1 | https://www.forbes.com/sites/karlaalindahao/2020/01/31/6th-edition-westland-peat-week-whiskey-2020/ | Westland Distillery’s Much-Anticipated 2020 Peat Week Single Malt Is Finally Here | Westland Distillery’s Much-Anticipated 2020 Peat Week Single Malt Is Finally Here
Westland Distillery
The first thing you need to know about Westland’s cult limited-edition single malt is that it is extremely difficult to find.
And this year, dedicated followers of the Seattle-based distillery’s Peat Week expression will find that chances of snagging the 6th edition 2020 bottling is slim to none. (Unless a few magically appear in the secondary market, where they will likely cost more than triple the MSRP of $100.)
Why? For one thing, only 590 bottles were released.
Unlike previous iterations, this one was matured in a new French oak puncheon for its tannins and “herbal spice.” Peat Week 2020 is also a distillery exclusive that was only made available on the day of its release on January 25—when Westland opened its doors at 11am. So unless you were knocking on their doors in Seattle several days ago, you’re probably like the rest of us—with no access to this spectacular spirit.
Westland Distillery
There was a time when you could find a few bottles in random liquor stores—but perhaps the distillery is changing up its game and overall allocation strategy this year.
However, because this is Westland—a real outlier and pioneer in the world of American whiskeys—I urge you to go bottle hunting and pay what you can afford if you happen to find it in the wild. The whiskey clocks in at 60.4% ABV and feels smokier than some Islays, thanks to Baird’s Heavily Peated Malt. It’s actually so intense (with a hint of very dark chocolate) that it feels like I’m licking the insides of a charred barrel coated in dried cocoa nibs.
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Don’t get me wrong. It’s delicious. But it is quite possibly the most “powerful” Peat Week expression that I’ve tried. And that’s saying a lot, considering that I’ve developed a full-blown love affair with robust Islay whiskies.
Westland Distillery
Let’s put it this way: I poured less than half my sample, and I’m still nursing it two hours later, nibbling a small piece of 80% chocolate in between sips. It’s quite aggressive on the nose—the kind of whiskey that you need to let sit for a bit before adding a minuscule drop of water. After 45 minutes or so, that’s when it all starts to mellow out—when the mouthfeel starts to feel a little less thick but substantial enough to coat the palate with a real depth of flavor. It’ll take another 30 minutes or so for it to really hit the spot and coax out what I call “the pleasant whiskey smile.” Beyond that, the spice that you get at the back of your throat amplifies Peat Week’s seemingly never-ending finish.
Definitely a quality bottle if you can get it.
And if not, comfort yourself with the fact that you can get another limited-edition Westland: Cask 133.1 from the Scotch Malt Whisky Society, of which there are 108 bottles (with a two-bottle limit per customer). The only catch? You need to pay a small membership fee—$99 for a year—to purchase, which in my book, as a card-carrying member, is totally worth it.
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6e139629cb83c6191dd7505eba957bc0 | https://www.forbes.com/sites/karlaalindahao/2020/05/27/james-beard-award-winners-2020-for-journalism-book-and-broadcast-media/ | 2020 James Beard Foundation Media Awards: The Full List Of Winners | 2020 James Beard Foundation Media Awards: The Full List Of Winners
Photo Illustration: Kristin Tablang
I have always had an obsessive and insatiable appetite for culinary content. When I’m not cooking, eating, or ordering takeout, I devour food-related entertainment: restaurant reviews, new cookbooks, chef interviews, rankings, and trends. And I spend an embarrassing number of hours binge watching food programs—whether they’re mind-blowing or not. (My current favorite? “Nadiya’s Time to Eat” on Netflix. Her kitchen hacks are game changers—and you’ve got to trust me on this.)
So, suffice it to say, the James Beard Foundation media awards—which celebrates the best books, journalism, TV shows, podcasts, and food personalities of the year—is my Oscars.
James Beard Foundation
This year, it’s nice to see some stellar favorites recognized for their hard work. For instance, Bon Appetít’s Carla Lalli Music is the recipient of the general book category for Where Cooking Begins: Uncomplicated Recipes to Make You a Great Cook. And it was much-deserved. Then there’s Roy Choi, who is probably the calmest and most patient chef in all of America. (If you’ve seen an episode of The Chef Show on Netflix, you know what I’m talking about.) Beyond that, you’ve got Lucas Kwan Peterson—of the Los Angeles Times—whose reporting and observations (cultural or otherwise) are always on point. There’s also New York Times restaurant critic Pete Wells, who can incisively take down a restaurant like no other. Remember: Wells is the same guy who wrote those cutting reviews of Thomas Keller’s Per Se and Guy Fieri’s Guy’s American Kitchen & Bar.
Scroll down to view the full list—or head on over to the James Beard Foundation website.
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Roy Choi of Kogi Korean BBQ fame is the winner of this year’s Outstanding Personality/Host Award. Getty Images
2020 JAMES BEARD FOUNDATION BOOK AWARDS: For cookbooks and other non-fiction food- or beverage-related books that were published in the U.S. in 2019.
American: Books with recipes focused on the cooking or foodways of regions or communities in the United States.
Jubilee: Recipes from Two Centuries of African American Cooking by Toni Tipton-Martin (Clarkson Potter)
Baking and Desserts: Books with recipes focused on breads, pastries, desserts, and other treats.
Living Bread: Tradition and Innovation in Artisan Bread Making by Daniel Leader and Lauren Chattman (Avery)
Beverage with Recipes: Books focused on recipes for how to make beverages.
The NoMad Cocktail Book by Leo Robitschek (Ten Speed Press)
Beverage Without Recipes: Beverage-focused books and guides that either don’t contain recipes or that may have minimal recipes but aren’t recipe-centric.
World Atlas of Wine 8th Edition by Hugh Johnson and Jancis Robinson (Mitchell Beazley)
General: Books with recipes that address a broad scope of cooking, not just a single topic, technique or region.
Where Cooking Begins: Uncomplicated Recipes to Make You a Great Cook by Carla Lalli Music (Clarkson Potter)
Health and Special Diets: Books with recipes related to health and nutrition, or that address specific health issues, such as allergies or diabetes.
Gluten-Free Baking at Home: 102 Foolproof Recipes for Delicious Breads, Cakes, Cookies, and More by Jeffrey Larsen (Ten Speed Press)
International: Books with recipes focused on food and cooking traditions of countries or regions outside of the United States.
Ethiopia: Recipes and Traditions from the Horn of Africa by Yohanis Gebreyesus with Jeff Koehler (Interlink Publishing)
Photography: American Sfoglino: A Master Class in Handmade Pasta by Eric Wolfinger (Chronicle Books)
Reference, History, and Scholarship: Includes manuals, guides, encyclopedias, and books that present research related to food or foodways.
The Whole Okra: A Seed to Stem Celebration by Chris Smith (Chelsea Green Publishing)
Restaurant and Professional: Books written by a culinary professional or restaurant chef with recipes that may include advanced cooking techniques, use specialty ingredients, and require professional equipment. This includes culinary arts textbooks.
The Whole Fish Cookbook: New Ways to Cook, Eat and Think by Josh Niland (Hardie Grant Books)
Single Subject: Books with recipes focused on a single or category of ingredients, a dish, or a method of cooking—such as lobster, seafood, grains, pasta, burgers, or canning. Exceptions: baking and desserts books, vegetable-focused books, health and special diets books, restaurant and professional books, and beverage books should be entered in those respective categories.
Pasta Grannies: The Official Cookbook: The Secrets of Italy's Best Home Cooks by Vicky Bennison (Hardie Grant Books)
Vegetable-Focused Cooking: Books that feature recipes for how to prepare and serve vegetables and plant-based ingredients. Books may be vegetarian, vegan, or vegetable-focused with minimal reference to meats.
Whole Food Cooking Every Day: Transform the Way You Eat with 250 Vegetarian Recipes Free of Gluten, Dairy, and Refined Sugar by Amy Chaplin (Artisan Books)
Writing: Narrative nonfiction books, including memoirs, culinary tourism, investigative journalism, food advocacy, and critical analysis of food and foodways for a general audience.
Eat Like a Fish: My Adventures as a Fisherman Turned Restorative Ocean Farmer by Bren Smith (Knopf)
Book of the Year: The Whole Fish Cookbook: New Ways to Cook, Eat and Think by Josh Niland (Hardie Grant Books)
Cookbook Hall of Fame: Jancis Robinson
2020 JAMES BEARD FOUNDATION BROADCAST MEDIA AWARDS: For radio, television broadcasts, podcasts, webcasts, and documentaries appearing in 2019.
Audio Program: It Burns: The Scandal-Plagued Race to Breed the World’s Hottest Chili (Airs on: Audible)
Audio Reporting: Gravy — Mahalia Jackson’s Glori-Fried Chicken (Reporter: Betsy Shepherd | Airs on: southernfoodways.org and iTunes)
Documentary: That's My Jazz (Airs on: Vimeo)
Online Video, Fixed Location and/or Instructional: Grace Young — Wok Therapist (Airs on: GraceYoung.com and YouTube)
Online Video, on Location: Handmade — How Knives Are Made for New York's Best Restaurants; How a Ceramics Master Makes Plates for Michelin-Starred Restaurants (Airs on: Eater and YouTube)
Outstanding Personality/Host: Roy Choi — Broken Bread with Roy Choi (Airs on: Tastemade and KCET)
Television Program, in Studio or Fixed Location: Pati's Mexican Table — A Local's Tour of Culiacán (Airs on: WETA; distributed nationally by American Public Television)
Television Program, on Location: Las Crónicas del Taco (Taco Chronicles) — Canasta (Airs on: Netflix)
Visual and Audio Technical Excellence: Chef's Table (Adam Bricker, Chloe Weaver, and Will Basanta | Airs on: Netflix)
Visual Reporting (on TV or Online): Rotten – The Avocado War (Reporters: Lucy Kennedy, Jaye Callahan, and Christine Haughney | Airs on: Netflix)
2020 JAMES BEARD FOUNDATION JOURNALISM AWARDS: For articles published in English in 2019.
Columns: Lucas Kwan Peterson (Los Angeles Times): Power Rankings: “The Official Fast Food French Fry Power Rankings”; “The Official Spicy Snack Power Rankings”; “The Official Domestic Beer Power Rankings”
Craig Claiborne Distinguished Restaurant Review Award: Pete Wells (The New York Times): “Peter Luger Used to Sizzle. Now It Sputters.”; “The 20 Most Delicious Things at Mercado Little Spain”; “Benno, Proudly Out of Step With the Age”
Dining and Travel: Matt Goulding (Airbnb Magazine): “In Pursuit of the Perfect Pizza”
Feature Reporting: Tad Friend (The New Yorker): “Value Meal”
Food Coverage in a General Interest Publication: The New Yorker
Foodways: Cynthia R. Greenlee (MUNCHIES | Food by VICE): “A Real Hot Mess: How Grits Got Weaponized Against Cheating Men”
Health and Wellness: Catherine Boudreau and Helena Bottemiller Evich (Politico): “How Washington Keeps America Sick and Fat”; “Meet the Silicon Valley Investor Who Wants Washington to Figure Out What You Should Eat”
Home Cooking: Nancy Singleton Hachisu (Saveur): “Fry Time”
Innovative Storytelling: Gary He, Matt Buchanan, and Meghan McCarron (Eater): “Food and Loathing on the Campaign Trail”
Investigative Reporting: Amy Brittain and Maura Judkis (The Washington Post): “‘The Man Who Attacked Me Works in Your Kitchen’: Victim of Serial Groper Took Justice into Her Own Hands”
Jonathan Gold Local Voice Award: Dara Moskowitz Grumdahl (Mpls.St.Paul Magazine): “In Search of Hot Beef”; “Chef Jack Riebel Is in the Fight of His Life”; “Harry Singh on the Perfect Roti, Trinidad, and Life in the Kitchen”
M.F.K. Fisher Distinguished Writing Award: John T. Edge (Oxford American): “My Mother's Catfish Stew”
Personal Essay, Long Form: Kim Foster (Kim-Foster.com): “The Dysfunction of Food”
Personal Essay, Short Form: M. Carrie Allan (The Washington Post): “For 20 Years, happy hour has seen us through work—and life”
Profile: Brett Martin (GQ Magazine): “The Provocations of Chef Tunde Wey”
Wine, Spirits, and Other Beverages: Jordan Michelman (PUNCH): “Seltzer Is Over. Mineral Water Is Forever.”
Emerging Voice Award: L.A Taco
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10739051dbcf10b4be863a7daea38e26 | https://www.forbes.com/sites/karlaalindahao/2020/05/31/easy-cocktail-recipe-for-coronavirus-quarantine-2020/ | The Simple Joys Of Establishing A Daily Quarantine Cocktail Hour | The Simple Joys Of Establishing A Daily Quarantine Cocktail Hour
I like to think that I’m a bartender’s dream. I typically order drinks three ways: neat, with a splash of water, or with one large ice cube. I also like a glass. Other than that, I’m pretty easy.
Despite the fact that I’ve attended Tales of the Cocktail in New Orleans multiple times over the years, I rarely order one. Granted, I’ve had many extraordinary libations made by some acclaimed mixologists: I trust the teams at Dukes in London and Bar Hemingway in Paris (particularly Colin, Roman, and Joris) to make me whatever they’d like—but those are exceptions.
Then the pandemic hit. And all of my favorite local watering holes in New York—Analogue, Bar and Books, Angel’s Share—were either closed or limited to off-premises takeout service. Sure, it’s fun to have a negroni-to-go from Dante now and then, but it’s never going to be the same as bellying up to the bar.
Fortunately, I live with a man whose skills with alcohol and mixers perfectly complement my own techniques in the kitchen—he’s a great pantry bartender. So we stocked up our liquor cabinets, mostly left to our own devices and cocktail-making prowess.
Now is the time to experiment with you cocktail-making skills. Getty
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Here’s how it usually goes: When I’ve had too much CNN for the day, usually a little past 4 p.m., I’ll sweetly “request” for a cocktail. Any cocktail, dealer’s choice. (Because I never want to think about it.) So he’ll take one look at our (admittedly vast) spirits collection, sneak a peek at what secrets our citrus basket holds, and check out what bitters or liqueurs we have hanging around in the back of our condiment rack. No cocktail book for reference, mind you.
Several minutes later, I’ll be presented with whatever unnamed concoction he’s produced: Sometimes is a variation on a Horse’s Neck, sometimes it’s a zuzshed up mojito, or it could be as simple as a G&T with flourishes and garnishes galore.
An icy-cold margarita, preferably one with a touch of heat, makes for a perfect summer beverage. Karla Alindahao
So when I asked him to make me a margarita one night a couple months ago, in mid-March—something I have never done in more than a decade together—he got out the shaker, some good tequila, a handful of limes and some spicy salt, and got to work. What I didn’t know then was that he added the juice of a whole Cara Cara orange—because he knows Cointreau is so not my jam, unless it’s doused in vanilla bean ice cream.
Five minutes later, he came into the bedroom with a beautiful cocktail (perfectly salt-rimmed edge, a half-moon lime garnish) that tasted as good as it looked. A few nights after that, I requested a spicy margarita—and he prevailed, using a ghost pepper-infused tequila. And just like that a new nightly happy hour pandemic tradition was born.
And I’m a hundred percent convinced that these daily end-of-day catchups over cocktails, wine, or neat spirits have kept us sane and connected throughout this whole experience. Next up on my request list: a hearty Bloody Maria, that he makes so well—I can vouch that it’s better than any restaurant’s Bloody Mary.
ORANGE–LIME MARGARITA
This refreshing cocktail is the a lighter, sweeter, and more summery take on the traditional margarita. In lieu of Cointreau, the freshly-squeezed orange juice delivers just enough natural sweetness—balanced by the mild tartness of the limes.
Ingredients:
2 oz. El Tesoro Reposado (or Don Mateo Pechuga Mezcal, if you want something smokier) 0.5 oz. agave nectar or simple syrup Freshly squeezed juice of two limes Freshly squeezed juice of one orange Momofuku spicy seasoned salt, to rim the glass. (or any margarita salt you so desire) Orange wheel, for garnish
Method: Add all ingredients to a shaker filled with ice. Shake vigorously. Strain into a salt-rimmed glass—with ice or without. Garnish with an orange wheel if you’re feeling extra fancy,
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58b8b23a882b32fb7eba002c14737a1a | https://www.forbes.com/sites/karlaalindahao/2020/06/26/easy-cocktail-recipes-for-4th-of-july-weekend-celebrations-2020/ | 13 All-American Cocktails For July 4th Weekend—and Beyond | 13 All-American Cocktails For July 4th Weekend—and Beyond
Photo Illustration: Kristin Tablang
In the summer of 2014, I became a United States citizen, which I consider the greatest accomplishment of my life. Believe me, it wasn’t easy: Everything was under scrutiny. The path to citizenship is a years–long process that first requires you to become a permanent resident. And that involves multiple interviews, biometric tests, a medical exam, and the constant inspection of employment and tax records. Ironically enough, the easiest part of it all was the actual citizenship exam and English proficiency test.
And so every year since, I have celebrated the day I was sworn in—what I now call my “American birthday.”
I also love the way this country celebrates its own birthday every July Fourth, but then again what’s not to like about a festivity that includes hot dogs, corn on the cob, and some fireworks? And when I raise a glass to toast Independence Day, I like to enjoy some all-American cocktails—particularly those that turn waves of grain into amber liquid. (And really just because American-made spirits are just superb.)
Here are 13 patriotic potions—one for each of the 13 original colonies.
The Best All-American Cocktails to Serve This July 4th Weekend
Guy Davies
COLD FASHIONED
“The Cold Fashioned is a great cocktail to celebrate Fourth of July as it uses two of America’s oldest and favorite drinks—American whiskey and coffee. Americans have a long history with coffee. It has been a valuable commodity since the Boston Tea Party, when a large majority of Americans decided to forego the tea tax imposed by Britain by consuming coffee instead. All the wars we’ve been a part of since the Civil War have only enhanced coffee consumption in the states, as not only a great source of energy through caffeine, but an easy way to ensure one was hydrating without the threat of unsanitary water conditions. Whiskey has been around since the colonial days as well, with many of our founding fathers owning stills. American Whiskey such as bourbon, rye, and Tennessee whiskey is consumed around the world and has become distinctly American in their unique taste profiles. So, just as I did for Juneteenth, I’ll be celebrating this July Fourth with a few Cold Fashioneds. The Cold Fashioned is easy to make at home, as its equal parts recipe is a no brainer.” —Stephen Kurpinsky, U.S. brand ambassador at Mr Black Coffee Liqueur
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Ingredients:
1 oz. American whiskey of your choice 1 oz. Mr Black Cold Brew Coffee Liqueur 2 dashes of orange bitters
Method: Stir and serve on the rocks. Garnish with an orange slice or peel
Beam Suntory
WHISKEY SMASH
“I think the Basil Hayden’s Whiskey Smash is the perfect cocktail choice for the Fourth of July holiday. This has actually been my go-to cocktail while sheltering in place because it’s bright, fresh, and really versatile! A Smash is an open-ended cocktail—but typically involves muddled fruit and herbs. This recipe, using lemon and mint, is one of the most traditional (and delicious). But you can substitute almost any citrus or herb you have around the house! Grapefruit and basil—or orange and rosemary—are some of my other favorite options. Basil Hayden’s works so well with this cocktail because it’s also so versatile. It has the really unique combination of being a high rye bourbon, which allows it to stand out in a mixed drink, but is also light-bodied enough that it plays nicely with so many different flavors! It’s that rare bourbon that is perfect to both drink on its own or to put into cocktails—especially one as bright and refreshing as the Whiskey Smash!” —Amy Probasco, cocktail consultant, Beam Suntory
Ingredients:
2 parts Basil Hayden’s bourbon ¾ part simple syrup 1 half lemon, cut into quarters 6 mint leaves
Method: Muddle lemon, mint and simple syrup in a shaker without ice. Add Basil Hayden’s and ice. Shake to combine. Strain into a rocks glass over fresh ice. Garnish with a mint sprig and lemon wheel.
Wild Turkey
FIRECRACKER
“This Longbranch cocktail is smooth with subtle hints of smoky sweetness—and the mesquite automatically pairs well with traditional barbecue fare. Many people think of a stiff drink when they think of bourbon, but Longbranch can be used in a variety of drinks, and will quickly become your summer cocktail staple.” —Eddie Russell, master distiller at Wild Turkey
Ingredients:
1.5 parts Longbranch 1 part grapefruit juice 0.5 part Campari 0.25 part simple syrup 3 raspberries, for garnish
Method: Add all ingredients into shaker with ice. Shake and double strain into coupe glass. Garnish with lemon peel.
Knob Creek
CLERMONT COLLINS
“I feel compelled to raise a glass to those on the frontlines and the back, on the streets and in the hospitals, fighting all those invisible evils (viral, systemic, and personal) that now feel egregious and impossible to ignore. The Clermont Collins is the glass in question. Bright, bubbly and vegetal, all of its ingredients are easily sourced—and the drink is pretty simple to put together. Knob Creek Rye is beautifully soft with a hint of rye spiciness and it plays off the dill and the cucumber in a really interesting way. It is well balanced and perfect for a hot day. My hope is that these moments spent with each other can bring a little ease to the undeniable weight of the world right now. And therein lies the enduring beauty of a drink: more often than not, we drink them with other people. They help to facilitate community and conversation.” —Ali Martin, head bartender, The Up & Up, New York City
Ingredients:
2 parts Knob Creek Rye ¾ part lemon juice ½ part simple syrup 4 cucumber slices Healthy pile of dill Ground pepper Seltzer
Method: In a tin, muddle the cucumber, dill, and simple syrup. Then add all other liquid (except seltzer). Shake and fine-strain into a Collins glass. Add ice and top with seltzer. Garnish with a sprig of dill or a cucumber slice. Grind fresh pepper on top.
Handcraft Kitchen and Cocktails, Charleston, SC
BARTENDER IN PARADISE
“The Bartender in Paradise represents the feeling I had when I first visited the Woodford Reserve distillery in Louisville, Kentucky. I was blown away with the natural beauty of Kentucky. The beautiful rolling hills, the picturesque homes with their beautiful wraparound porches and the horses. Oh my goodness, the horses! It was a spectacle and I will never forget. The ingredients are representative of the soft, fruit-driven flavors that are compatible with the bourbon, especially in a sour-type of cocktail.” —Tyler Rothenberg, bartender at Handcraft Kitchen and Cocktails, Charleston, SC
Ingredients:
2 oz. Woodford Reserve Bourbon 1 oz. Lillet Rosé 0.5 oz. parts simple syrup 0.75 oz. fresh blood orange juice Topo Chico, to top Blood orange wheel, for garnish Strawberry, for garnish 4 pineapple fronds, for garnish
Method: Build in shaker tin. Add all ingredients except Topo Chico. Shake for about 12 seconds or until drink is properly chilled and diluted. Fill a Collins glass with fresh ice and pour over. Leave space to top with Topo Chico. Garnish by cutting a slit into a whole strawberry and place on rim. Add 2 pineapple fronds on either side of the strawberry. Cut a blood orange wheel in half and pin to one pineapple frond. Serve with a straw.
Sagamore Spirit
BLACK-EYED RYE
“Nothing says summer more than mint and blackberries—and the Black-Eyed Rye highlights both. Add a bit of ginger beer effervescence and a touch of spice from Sagamore rye, and you’ve got a perfect back porch cocktail.” —Rachel Fontana, director of strategic communications at Sagamore Spirit
Ingredients:
1.5 oz. Sagamore Spirit Rye 3 oz. ginger beer 0.5 oz. lime juice 0.75 oz. blackberry simple syrup 8–10 mint leaves
For the Blackberry Simple Syrup: Mix equal parts water, sugar, and blackberries in a pot. Bring to a boil and reduce to a simmer for 10 minutes.
Method: Shake Sagamore rye, lime juice, blackberry simple syrup, and a few mint leaves with ice and strain into a Collins glass. Top with ginger beer. Garnish with mint sprigs and three skewered blackberries. Chill overnight and strain. Need a quick fix? Muddle blackberries with pre-made simple syrup.
Paul Wagtouicz
GALLANT FOX
“What could be more American than serving up a cocktail made with quality spirits from around the globe, this amped up whiskey cocktail is our play on an international Manhattan, the Yankee Doodle of drinks!” —Kenneth McCoy, chief creative officer at The Rum House, New York City
Ingredients:
1.5 oz. Elijah Craig Small Batch Bourbon 0.5 oz. Ramazzotti amaro 0.5 oz. Punt E Mes vermouth 1 dash Peychaud’s bitters 1 rinse Ancho Reyes Verde Orange twist
Method: Stir; rinse a chilled rocks glass with Ancho Verde; pour. Served on the rocks with an orange twist. Garnish with an orange twist.
Frey Ranch
RANCH HAND
“Our family has a long legacy of farming in the Northern Nevada region that dates back to 1854 and we are proud to be the state’s first and only whiskey producer to grow 100% of its grain on site. The Ranch Hand cocktail, made with our Frey Ranch Straight Bourbon, is one of our personal favorites to enjoy on our patio in the summer after a long day. It’s the ideal cocktail for Fourth of July this year, as it is easy to make and to enjoy with small groups of family and friends at home (safely), as it is made with readily available ingredients (lemon, honey, and bitters). While we prefer to use the honey made on our ranch, any honey would work well! Our straight bourbon makes up the base and is a hundred percent sustainably grown, malted, distilled, matured, and bottled on our farm in Fallon, Nevada—and we’re pleased to be able to produce a whiskey that embodies our family’s passion for farming and pride for our home state of Nevada.” —Colby Frey and Ashley Frey, cofounders of Frey Ranch and self-described “whiskey farmers”
Ingredients:
1.5 oz. Frey Ranch Bourbon 0.75 oz. fresh lemon juice 0.5 oz. honey syrup (2:1) Dash of aromatic bitters
Method: Build all ingredients and shake with ice. Strain into a chilled rocks glass garnished with fresh lemon peel.
Lynnette Marrero
CLARA BOW
“The Clara Bow is inspired by the New York Sour, an early twentieth-century cocktail that features a float of red or port wine on top of a classic Whiskey Sour. I developed this cocktail alongside bartender Jim Kearns as an evocation of the speakeasies of the Prohibition era—a pivotal period in America’s history when it comes to spirits and cocktails, back when bartenders resorted to using a combination of whatever sweeteners were on hand to mask the taste of spirits with questionable quality.” —Lynnette Marrero, co-beverage director at Wonderbar, Beacon, New York
Ingredients:
½ oz. Grenadine ½ oz. St. Germain elderflower liqueur ¾ oz. fresh lemon juice 1 ½ oz. bourbon 5–6 mint leaves
Method: Combine all cocktail ingredients except for the mint sprig in a shaker. Add 4–5 ice cubes and shake vigorously. Using a Hawthorne strainer and a fine-mesh strainer, pour the contents into a coupe glass. Garnish with mint sprig.
Westland
WESTLAND STATESIDE MANHATTAN
“The opportunity to celebrate the Fourth of July always takes on extra meaning for me with my work at Westland Distillery. Our work in creating a truly authentic style of single malt whiskey in the Pacific Northwest gives me all the reason in the world to take a minute and reflect on the development of an entirely new category of whiskey: American Single Malt, which is something we’ve been doing since 2010. While single malt might be something people associate with Scotland, we’re proud to be providing a unique American voice to the world of single malt whiskey. I’ve always been a fan of the simple cocktail and our signature Stateside Manhattan is just perfect for the holiday. Westland American Oak Single Malt makes up the base and it has these incredible dark chocolate and coffee notes from our use of roasted malts in the barley bill. Just remember ‘2–1–2.’ Two ounces of Westland American Oak, one ounce sweet vermouth (buy the good stuff, I love Dolin Rouge), and two dashes of bitters. (Bonus points for using something from the Pacific Northwest like Scrappy’s Orange or Chocolate Bitters!) Garnish with a quality cherry, I prefer Luxardo, and you’ve got a perfect drink to take in the day’s festivities. It’s great up or on the rocks—you’re free to choose!” —Chris Riesbeck, global commercial director at Westland Distillery
Ingredients:
2 oz. Westland American Oak Single Malt 1 oz. sweet vermouth 2 dashes Angostura bitters Maraschino cherry, for garnish
Method: Add all the ingredients to a mixing glass and fill with ice. Stir and strain into a coupe glass. Garnish with maraschino a cherry or two.
The Up and Up
SIX SEEDS
“Six Seeds is a flavorful, aromatic, and effervescent sour made with Tod & Vixen’s Dry Gin from a new distillery in the Hudson Valley. The botanicals in the gin work really well because it’s so versatile with everything. Maybe that’s because Eral, the founder of The Vale Fox Distillery, is such a whiskey lover, and the properties in the gin are usually present in good whiskeys.” —Matt Piacentini, owner of The Up & Up, New York City
Ingredients:
1 oz. Tod & Vixen’s dry gin 1651 0.75 oz. grapefruit juice 0.5 oz. lemon juice 0.5 oz. Grenadine 2 dashes Peychaud’s bitters Dry sparkling wine Orange peels Cinnamon stick, for garnish
Method: Combine all ingredients in a shaker except sparkling wine. Add ice and shake vigorously. Strain into a coupe glass and top with dry sparkling wine. Garnish with a cinnamon stick.
THE PINHOOKER
The Pinhooker_Easy Cocktails for July4th celebrations 2020 Pinhoook
“The Arnold Palmer, a beloved mixture of two summertime favorites (iced tea and lemonade) seemed like the most natural of places to find inspiration for a hot weather bourbon cocktail. I was used to having Arnold Palmers made from powdered iced tea and lemonade—and while there is nothing fancy about The Pinhooker, I think it benefits from fresh-squeezed lemon and brewed iced tea. I was looking to add another dimension to the drink without making it complicated and the herbal brightness of mint seems hard to argue with in a summer drink. Fair warning: While the bourbon lends flavor and texture to the drink, it’s easy to forget you are drinking a full strength cocktail so be careful!” —Sean Josephs, cofounder and master taster at Pinhook
Ingredients:
1.5 oz. Pinhook Rye’d On 1.5 oz. iced tea 0.75 oz. simple syrup 0.75 oz. lemon 5 mint leaves
Method: Shake with mint and ice. Strain into Collins glass over fresh ice. Garnish with a lemon wedge and mint sprig.
Beautiful Booze
SEAGRAM’S VODKA SUMMER TEA JAM
“I recommend taking your summer cocktails to a whole new level with this Summer Tea Jam Cocktail. Seagram’s Sweet Tea Vodka, lemon, sugar, and strawberry jam make this the ultimate summer cocktail to make all season long—not to mention it’s so easy for the home bartender.” —Natalie Migliarini, founder at Beautiful Booze
Ingredients:
2 oz. Seagram’s Sweet Tea Vodka 1 oz. lemon juice 0.5 oz. simple syrup 1 barspoon strawberry jam
Directions: Add all ingredients to a cocktail shaker with ice. Shake hard to chill and combine ingredients. Strain into your glass over fresh ice. Garnish and enjoy!
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623611e30a90105293585d854cbf99ca | https://www.forbes.com/sites/karlaalindahao/2020/11/12/16-unusual-cocktail-recipes-for-adventurous-drinkers/ | 16 Unusual Cocktail Recipes For Adventurous Drinkers | 16 Unusual Cocktail Recipes For Adventurous Drinkers
Anna Mains
My partner and I established a sanity-saving tradition early on in the pandemic: We made it a point to set aside a good chunk of our late afternoons to enjoy happy hour together—with absolutely zero regard for the President’s tweets, the onslaught of work emails, or the blitzkrieg of bad news on CNN and every other news network.
In my mind, this daily (and highly restorative) ritual is all about focusing on ourselves and having a good chat about the ups and downs of the day. A sort of centering, if you will.
Photo Illustration: Kristin Tablang
But after more than half a year of living in Covidland, we needed something new in terms of libations. One can only have so many by-the book margaritas or martinis or Negronis. So, I decided to reach out to some of America’s finest bartenders for inspiration—and they, of course, delivered.
My ask was simple: The recipes needed to be easy but not necessarily “quick.” They had to use six or fewer ingredients and they had to deliver us from our cocktail rut. And by that I meant they needed to be unusual and creative. So without fail, every single spirits professional delivered: Tamari, rice wine vinegar, mustard seeds, gochujang, and vegetable ash are never the norm when it comes to cocktail making—but the simple recipes below are more than stellar and most certainly worth a shot.
The Most Offbeat and Unusual Cocktails You Can Make at Home Right Now
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Andrew Cebulka
COFFEE & COKE
“When crafting this cocktail, we were aiming to satisfy the need for a new spin on a night cap that somehow differed from the traditional espresso martini. With Coffee & Coke, the warmth of the rye is balanced by the bitterness of espresso from our local roasters, Second State, with an unexpected effervescence from Coca-Cola with a hint of sweetness. This cocktail is not only a nice way to end the evening, but a perfect way to start it as the taste profile is a unique blend of chocolate, coffee, and orange.” —Juliana Fisher, bar manager at The Dewberry Charleston, SC
Ingredients:
1 oz. Rittenhouse Rye
0.25 oz. Gran Classico
0.25 oz. Mancino Rosso Vermouth
1 oz. espresso
1 dash chocolate bitters
1 oz. of Coca-Cola, to top
Method: Add all ingredients sans Coca-Cola to a shaker tin. Shake hard for 10 seconds and double strain into a rocks glass with ice. Top with cold Coke and garnish with an orange slice.
Anna Mains
ANNA BANANA
“The silly ‘What Cocktail Are You?’ online quizzes were the inspiration behind this cocktail. Fun, sweet but packs a punch, unique, and full of personality! She may seem strange at first glance, but give her a chance and you’ll love her. That’s Anna Banana—or me as a cocktail. The dark fruit notes of the sherry play well with the bright fruit notes in Monkey Shoulder. The subtle sweetness from the crème de banane works so well with the vanilla notes in the scotch, and the honey notes in the Drambuie really make the cocktail smooth. You wouldn’t usually think that.” —Anna Mains, brand ambassador at Monkey Shoulder
Ingredients:
1.75 parts Monkey Shoulder
0.75 parts Lustau Amontillado Sherry
0.5 part Tempus Fugit crème de Banane
Barspoon Drambuie
Lemon twist
Method: Stir, pour over large rock, express lemon over top of drink, drop twist into garnish. (Can be served up or on regular rocks as well.)
Hendrick's Gin
HENDRICK’S COCONUT COCKTAIL
“One sip of this cocktail and you’ll be imagining yourself on a tropical beach watching the sunrise. The odd (but fitting) combination of refreshing coconut water and bright cold brew deliver a smooth eye opening sipper with layers upon layers of flavor.” —Vance Henderson, brand ambassador at Hendrick’s Gin
Ingredients:
1.5 parts Hendrick’s Gin
3 part coconut water
1 part cold brew coffee
2 dashes bitters, Xocolatl
Method: Add ingredients to shaker and shake hard with ice. Fine strain into a chilled coupe glass. Garnish with grated nutmeg and mint.
Joshua Novaski
3:10 TO YUZU
“This cocktail is an example of one of the rare times when more expensive whiskeys really shine in a sour format. We find that yuzu (a type of Japanese citrus) adds a nice level of complexity to many citrus-forward drinks, and the unusual addition of Tamari adds a small amount of salt, as well as a bit of umami, which, when used in the right drink, can add quite a bit of depth and balance.” —Joshua Novaski, bartender at High West Distillery
Ingredients:
1 oz. High West Rendezvous Rye
1 oz. Yamazaki 12 Single Malt (or comparable single malt, such as Balvenie 12 or Nikka Taketsuru Pure Malt)
0.75 oz. green tea syrup (you can purchase this on Amazon or use the simple recipe below)**
0.50 oz. lemon juice
Barspoon yuzu juice
3 drops Tamari
Star anise garnish
**Green Tea Syrup: Steep 20 grams green tea (preferably Mighty Leaf Green Tea Tropical) in 1 liter of simple syrup at room temperature for 18 hours, then strain and refrigerate.
Method: Add all ingredients into a cocktail shaker and shake with 1x1 ice. Double strain over 1x1 ice in an old fashioned glass. Garnish with a star anise pod.
Laurence Hudghton
REDHEAD
“This drink is a riff on a mule, one of the most popular and easily customizable vodka drinks out there, and certainly a staple of any bar I have ever been to in the United States. I tried to put together flavors that work with the fiery kick of ginger, and I had recently made a soup with carrot and coriander. So I thought it would be great to try and make a drink that had the same earthy, vegetal flavors. Fresh juices are essential for this drink (as they always should be whenever possible) and the coriander gives an amazing fresh top note, which I think works really well. My American wife hates coriander—or cilantro as she would call it—but even she liked this drink. It might sound a little leftfield, but I urge you to give it a go!” —Gareth Evans, global brand ambassador at Absolut Elyx
Ingredients:
3 parts Absolut Elyx
2 parts carrot juice
1 part lemon juice
1 part honey
2 sprigs coriander
Ginger beer, to top
Carrot slices, garnish
Method: Shake all ingredients with cubed ice, then strain over crushed ice in a copper mule cup. Top with ginger beer, more ice, and garnish with carrot slices.
Beam Suntory
ROKU KOORI NEGRONI
“This cocktail combines two of my obsessions: the negroni and ice wine. Bitter, sweet, and textured, this clear-as-ice negroni variation is perfect with the botanical wormwood-finished Roku Gin. The combination of ice wine and rice wine vinegar replaces the vermouth with a balance of rich dried apricots and a crisp finish. Grapefruit, a winter citrus, evokes the coriander and yuzu notes out to play. Get lost in the snow with this one.” —Meredith Barry, beverage development at Niche Food Group
Ingredients:
1.5 parts Roku Gin
0.75 part ice wine
0.5 part Luxardo Bitter Bianco
0.25 part rice wine vinegar
Grapefruit peel
Pinch of salt
Method: Measure ingredients and pour into mixing glass including grapefruit peel. Add ice. Stir until diluted. Strain and pour into an up glass or with a large rock in a down glass. Express grapefruit coin and use as garnish.
Jakob N. Layman
RED SEAL OF SHIMODA
“When we were opening Sushi|Bar we were looking for a number of great cocktails that would complement the food. We wanted drinks that thematically were consistent with the Japanese vibe and were absolutely delicious. Since we only used spirits from Japan, our palate was very limited, but when we hit on this drink, we knew we had a winner. It’s sweet, smokey, strong, and everything you’re looking for in a great cocktail. And when you add on the salt rim it adds that fun change of pace like a great margarita! It was so great; I've added it into my personal rotation at home!” —Gavin Humes, food and beverage director at Scratch Restaurants Group
Ingredients:
1.5 oz. Suntory Toki Whisky
1 oz. pomegranate juice
0.25 oz. ruby port
0.25 oz. lemon juice
0.5 oz. honey
Green tea salt (matcha powder and dried mushrooms)**
**Green Tea Salt: Combine matcha powder with salt to approximately a 50:50 blend. If you have dried mushrooms, grind those up and add a healthy pinch to the mixture. The “salt” should be salty, but with a definite bitterness from the green tea and an umami punch from the mushrooms.
Method: Run a slice of lemon around the rim of the glass and dip into the green tea salt. Combine other ingredients together in a shaker with ice. Shake until chilled. Double strain into the rimmed glass.
Reyka Vodka
ICELAND DILL MARTINI
“This cocktail is both unusual and awesome because of the combination of flavors. The inspiration behind this cocktail comes from the Icelandic cuisine. The pickle brine and mustard seeds are unusual for a martini. The pickle brine adds the perfect amount of acid and complements Reyka Vodka flawlessly. The mustard seed give a burst of flavor (it’s meant to be eaten) and the dill pickle finishes with the satisfying crunch! It’s like a Nordic amuse bouche, in the form of a cocktail.” —Trevor Schneider, national ambassador at Reyka Vodka
Ingredients:
2 parts Reyka Vodka
0.5 to 1 part kosher pickle brine
Dry vermouth, as rinse
10 mustard seeds
Kosher dill pickle and sprig of dill
Method: Combine all the ingredients into shaker with ice. Shake, strain, and garnish.
Gabi Porter
MELBOURNE CBD
“I was inspired by the humming borough of Melbourne’s Central Business District (CBD), which is a melting pot of Asian cuisines. Drawing from the thriving area of this part of town, I created a twist on the classic sour cocktail.” —Tui TeKaaho, former beverage director at Peachy’s, New York
Ingredients:
2 oz. Starward Australian Whisky
0.75 oz. lemon juice
0.75 oz. Chinese 5-spice honey syrup**
**Chinese 5 Spice Honey Syrup: Combine 2 cups honey, ½ cup water, and 1½ tbsp. Chinese 5-spice powder in a saucepan and bring to a boil over medium heat. Reduce to a simmer and cook until reduced to 2 cups, about 15 minutes. Strain and store in a jar up to two weeks.
Method: Add all ingredients to a shaker tin. Shake vigorously, then double strain into a coupe and garnish.
Naomi Levy
WELLINGTON-HARRINGTON
“This cocktail is inspired by my neighborhood (Wellington-Harrington) in East Cambridge, Massachusetts, where I have now lived for over a decade. It’s a melting pot of Brazilian, Polish, and Italian heritage with bakeries serving pao de queijo a few doors down from ones slinging cannolis. It is a neighborhood where private clubs still abound and the restaurant owners grew up down the street. It is my community that I love and this cocktail exemplifies how something so wonderful can come from disparate cultures and ingredients melding together.” —Naomi Levy, bar manager and acting general manager at Variety Bar, Cambridge, MA
Ingredients:
1.5 oz. Novo Fogo Silver Caçhaca
0.5 oz. Campari
0.75 oz. beet syrup**
0.75 oz. lime juice
1 sprig parsley, garnish
**Beet Syrup: Combine ½ cup granulated sugar, 3 oz. water, and ½ cup roasted beets in a blender. (I buy the beets pre-roasted from Love Beets or you can roast your own.) Blend ingredients until smooth. Strain through mesh strainer (optional, but recommended).
Method: Combine all ingredients and shake. Strain into a coupe and garnish with a parsley leaf.
Hemingwave
SHISHITO SPICE MARGARITA
“The Vamonos Riendo Mezcal has beautiful vegetal tones, so pairing slightly spicy shishito peppers that were grilled seemed like something I had to try. Mixing some unusual, savory ingredients into classic cocktails makes a surprising new twist on something you know already works.” —Jessica Stewart, beverage director at Fort Oak, San Diego, CA
Ingredients:
2 oz. Vamonos Riendo Mezcal
1 oz. lime juice
0.75 oz. roasted shishito pepper agave syrup**
Sea salt, garnish
Vegetable ash, garnish**
Roasted shishito pepper, garnish
**Roasted Shishito Pepper Syrup: Roast Shishito peppers over wood-fired grill. Combine equal parts (by weight) water, agave syrup, and roasted peppers—then blend. Fine strain through chinois. Syrup is good stored in the fridge for up to a week.
**Vegetable Ash: Left over vegetable stocks and trimming are cooked on the grill until crisp and then blended in a spice grinder.
Method: Combine ingredients in tin, shake, and strain over fresh ice. Garnish with sea salt and vegetable ash rim, roasted shishito pepper.
Fatima Butler
MIDNIGHT MOCHI
“This cocktail gives vibes of enjoying a matcha latte from your favorite cafe and eating dessert after having great sushi, both with a nice gin kick. All from the comfort of your home.” —Fatima Butler, founder and CEO of Rooted in Hospitality and bartender at Pizza Lobo, Chicago, IL
Ingredients:
2 parts Roku Gin
1 part Tyku coconut sake
2 parts coconut milk
0.75 part sesame seed simple syrup**
1 part lime juice
Bar spoon of matcha powder
Edible flowers, garnish
**Sesame Seed Simple Syrup: Combine ¼ cup toasted black sesame seeds, 1 cup water, 2 cups sugar ingredients and boil and simmer for 7 minutes. Strain through cheesecloth, coffee filter or lined mesh strainer.
Method: Shake ingredients over ice and double strain into coupe. Garnish with edible flowers.
Juan Fernandez
THE DIAMONDBACK
“This is an unusual powerhouse adaptation of a Manhattan. The strong flavors of the rye whiskey and applejack fire at you, while the herbaceousness of the green chartreuse refuses to stay unheard. This is the cocktail you have after a really good week at work or a really bad one.” —Juan Fernandez, beverage director at The Ballantyne: A Luxury Collection Hotel, Charlotte, NC
Ingredients:
1.5 oz. rye whiskey
0.75 oz. applejack (or apple brandy)
0.75 oz. green chartreuse
Method: Combine all ingredients in a mixing glass with ice, stir, and strain into a martini glass. Garnish with a brandied cherry.
Hendrick's Gin
UNANNOUNCED DAY TRIPPER
“This is a surprisingly delicious and refreshing cocktail. The appearance of a scant amount of turmeric in this drink is the welcomed ‘unannounced’ ingredient no one would expect. Its appearance with Hendrick’s and the other ingredients contributes to a balanced complexity of dry sweetness, light spice and an extremely flavorful journey.” —Vance Henderson, brand ambassador at Hendrick’s Gin
Ingredients:
1.5 part Hendrick’s Gin
0.5 part 100% organic powdered turmeric
0.75 part lemon juice
0.75 part agave syrup
Top with premium ginger beer
Method: Fill a highball glass with cubed ice. Combine all ingredients and give a gentle stir. Sprinkle a small pinch of cayenne pepper on top of a cucumber slice.
El Tequileño
THE BATANGA
“A great tequila cocktail demonstrates balance between the flavors used as ingredients and the flavor profile of the tequila. The additional ingredients should complement the tequila and allow it to shine through! Tequila is a magical spirit that takes years to reach the bottle—so you don’t want to create something that covers the natural flavors of the tequila derived from the blue agave. The Batanga cocktail, created by Don Javier, the late founder of La Capilla Cantina in the town of Tequila, is a favorite around the region and has always been made with El Tequileño Blanco. The Mexican cola balances the blanco perfectly and must be stirred with a knife for added flavor!” —Steffin Oghene, VP of global marketing and business development at El Tequileño
Ingredients:
2 oz. El Tequileño Blanco
1 whole freshly squeezed lime
Mexican cola
Lime wedge, garnish
Method: Build over ice in a salt rimmed highball glass. Top with Mexican cola and stir with a knife to honor the drink’s creator, Don Javier of the world-famous La Capilla Cantina.
Alejandro de la Parra
SANGRE SABIA
“I call this the ‘sangre sabia,’ which means ‘wise blood.’ It’s fun a variation on a Bloody Maria, with a Korean twist. (Korean and Mexican flavors have such great affinity for one another—it’s a surprise we don’t combine them more often!) Rather than using hot sauce and tomato to create the savory, spicy drink that we all recognize, this version is less heavy and more aromatic and effervescent. I use a Korean red pepper paste called gojuchang, which is becoming very popular and available at most high-end grocery chains as well as any Asian grocer.” —Alejandro de la Parra at bar director at Teardrop Lounge, Portland, OR
Ingredients:
2 parts El Tesoro Blanco
1 barspoon of gojuchang
1 tsp. agave syrup
½ lime, cut into eighths
Cucumber, sliced
Method: In a shaker muddle the lime (cut into eights) with two cucumber slices. Add the El Tesoro, gojuchang, and agave syrup—and shake. Pour over ice into a tall class, top with Topo Chico. Garnish with mint, cucumber, and a chile de arbol rim.
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58b5b4ed21faf26e3f9a1e1996027f26 | https://www.forbes.com/sites/karlaalindahao/2021/01/15/easy-cocktail-recipes-with-rye-2021/ | Easy Cocktail Recipes: 13 Superb Rye Drinks To Try Right Now | Easy Cocktail Recipes: 13 Superb Rye Drinks To Try Right Now
Laws Whiskey House
I’m always amazed when people tell me they love bourbon but never drink rye. After all, these two cocktail cousins are so closely related that it can be difficult to tell them apart, depending on the mashbill.
A quick math lesson: If a whiskey is made up of 51% corn and 49% rye, it’s a bourbon. If you reverse those numbers, it’s a rye. Granted, most mashbills use much higher percentages for each, but the flavor profiles are often quite similar. There are spicy bourbons and plenty of sweet-ish ryes.
In general, I suppose I drink more bourbon in the summer and rye in the winter—but where’s the fun is that? A great rye cocktail works all year.
13 of the Best Rye Cocktails to Make Right Now
Brown-Forman
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OLD FORESTER RYE SAZERAC
“Old Forester Rye makes a perfect base for the classic Sazerac due to its high proof and distinctive tasting notes. The proprietary mashbill, with its generous portion of malted barley (20%), establishes elements of magnolia, anise, and lemon—making for a cohesive landscape to build this classic cocktail upon.” —Jackie Zykan, master taster at Old Forester
Ingredients:
2 oz. Old Forester rye
0.5 oz. simple syrup
6 dashes Peychaud’s Bitters
1 barspoon absinthe
Lemon peel
Method: Rinse a chilled old-fashioned glass with the absinthe, add crushed ice, and set it aside. Stir the remaining ingredients over ice and set it aside. Discard the ice and any excess absinthe from the prepared glass, and strain the drink into the glass. Add the lemon peel for garnish.
Kilbeggan Irish Whiskey
KILBEGGAN SMALL BATCH RYE OLD FASHIONED
“Kilbeggan Small Batch Rye is made up of malted and unmalted barley as well as thirty percent rye. So its rye content is smaller in comparison to U.S rye whiskeys—and because if this, it allows for the green apple, ginger, and clove notes from the barley to stand up in an Old Fashioned. The soft rye spice is discoverable in every sip and a simple sprig of rosemary makes for the perfect garnish.” —Michael Egan, U.S. Brand Ambassador at Kilbeggan Distilling Co.
Ingredients:
2 parts Kilbeggan Small Batch Rye Irish Whiskey
2 dashes aromatic bitters
1 bar spoon of simple syrup or cinnamon syrup
Sprig of rosemary
Method: Combine ingredients in a mixing glass, add ice, and stir briefly. Serve over a large ice cube and garnish with a sprig of rosemary.
Bathtub Gin
FLIP FLOP
“The Flip Flop is a whole egg cocktail. And it’s always a great cold-weather drink. The egg delivers great texture and depth and gives the bartender the ability to add more decadent ingredients.” —Brendan Bartley, head bartender and beverage director at Bathtub Gin
Ingredients:
1 oz. rye whisky
0.5 oz. Averna amaro
1 quail egg
0.75 oz. simple syrup
Method: Crack egg into shaker. Add all other ingredients to shaker. Shake all ingredients vigorously. Add ice and repeat shake. Double strain ingredients into a chilled stemmed glass. Grate cinnamon on top.
Steve Freihon
YE OLDE MANHATTAN
“Our Ye Olde Manhattan is a riff on the world’s most famous whiskey cocktail. We drive a number of classic cocktails, so we wanted to create something similar but unique to us. It is very soft, elegant: a light style of Manhattan. We add our own small embellishments such as Otto’s vermouth, Madeira wine, Frangelico, and a few dashes of sandalwood bitters. It still shows all of the hallmarks of a classic Manhattan, but it is very unique to the townhouse. Madeira is an interesting addition because it has such a long history in the United States, hence the name ‘Ye Olde.’ It was particularly popular in South Carolina as it was one of the first fortified wines to come into the country. I thought it would be nice to pay homage to that because it is an ingredient you don’t see very often in cocktails. It adds an oxidized nuttiness to the finished drink. And Madeira can be found in most high-end wine shops.” —Naren Young, bar director at The Fat Radish Popup at The Orchard Townhouse
Ingredients:
2 oz. Old Overholt rye
0.5 oz. Otto’s vermouth
0.5 oz. Madeira wine
0.25 oz. Frangelico
3 dashes sandalwood bitters
Method: Stir and strain into a rocks glass and garnish with 3 skewered cherries.
Josh Cellars
APPLE PIE SPRITZ
“The Apple Pie Spritz is a great cocktail. The spicy notes from the Redemption rye mixed with the fresh apple cider create the ultimate mix of flavors topped off with some Josh Cellars prosecco for a little added fizz.” —Matt Klette, brand ambassador at Redemption Rye
Ingredients:
1 part Redemption Rye
2 parts apple cider
1 dash Angostura bitters
Josh Cellars Prosecco, to top
Lemon twist, for garnish
Method: Add ingredients other than prosecco to flute and lightly stir to mix ingredients. Top with prosecco and garnish with expressed lemon peel.
Gabi Porter
PINTADAS UNIDAS
“We are deep into sweater weather, where all I want to do is cuddle with a boozy contemplative cocktail. This riff on an Old Fashioned is just that: a perfect nightcap to curl up and think over.” —Ivy Mix, author of Spirits of Latin America and cofounder at Leyenda, New York City
Ingredients:
1.5 parts El Tesoro añejo tequila
0.5 part Knob Creek rye
0.25 part moscatel sherry
1 tsp. macadamia nut orgeat
1 dash aromatic bitters
2 drops mole bitters
Maldon smoked sea salt, for garnish
Melted Jacques Torres Midnight Chocolate, for garnish
Method: Stir, pour into a rocks glass that has been painted with Jacques Torres Midnight chocolate with a half rim of maldon smoked sea salt—over a large clear cube.
Scratch Restaurants
BRASS KNUCKLE
“This is our take on a Manhattan, featuring a bit of Cynar instead of straight sweet vermouth. For me, the Cynar gives it a depth of flavor that is otherwise missing in a Manhattan. It’s got a bit more spice, a bit more bitterness to balance the sweetness from the vermouth, and the cocktail cherries are a delicious treat after you finish the drink!” —Gavin Humes, food and beverage director at Scratch Restaurants
Ingredients:
2 oz. Rye whiskey
0.5 oz. Carpano Antica Sweet Vermouth
0.5 oz. Cynar
Cocktail cherries
Method: Add all ingredients into a mixing glass with ice. Stir until chilled. Strain into a coupe. Finish with cocktail cherries.
Donny Largotta
BULLEIT PROOF OLD FASHIONED
“A drink that is as bold as its name would suggest, the Bulleit Proof Old Fashioned bases itself on the Bulleit Rye Whiskey—a spicy rye whiskey. Building upon it are easily available ingredients that serve to enhance the drink and turn it into something incredible. An apple-infused syrup grants some sweetness and freshness; a (muddled) sliced orange adds a citrus flavor; and black walnut bitters grant the drink a more grounded, nutty profile—to stabilize everything into a masterpiece that is smooth and bears a notable smokiness at the end.” —Donny Largotta, beverage director at The Chester at The Gansevoort Hotel (Meatpacking)
Ingredients:
2 oz. Bulleit rye
1 sliced orange, muddled
0.5 oz. apple-infused syrup
2 dashes black walnut bitters
Apple slice, for garnish
Rosemary sprig, for garnish
Maraschino cherries, for garnish
Method: Stirred and strain over 1 large ice cube in a rocks glass. Garnished with a skewer of maraschino cherries, apple slice, and rosemary sprigs.
Templeton Rye
BOOTLEGGER’S WARD 8
“This recipe was born out of the Prohibition and the original recipe calls for Grenadine. (But to give it our own twist, we use pomegranate molasses.) Then, add the fresh orange juice, simple syrup, and some fresh lime juice. As a base ingredient, we use the Templeton Rye 4 Year, which was charred in American oak barrels and gives it a good flavor. Shake it up and serve!” —Goran Remes, former bartender at Rye House, New York City
Ingredients:
2 oz. Templeton 4-Year Rye
0.5 oz. lime juice
0.5 oz. orange juice
0.5 oz. simple syrup
Bar spoon Pomegranate Molasses
Method: Shake and strain into a coupe. Garnish with a brandy cherry.
Laws Whiskey House
EIGHT O’CLOCK HOWELL
“Last April, every night at 8:00 p.m, the howling would begin. It was a way for Denver residents to honor our healthcare workers during the early stages of the Covid-19 pandemic. The 8:00-hour was the scheduled shift change at most Denver-area hospitals and this was Denver’s way to recognize and thank them. So, we made the Eight O’Clock Howell simple to make for all the new home bartenders that were creating cocktails during lockdown. Just four easy-to-find ingredients and standard cocktail-making equipment. The howling in Denver stopped a while ago, but we’re still drinking this. Turns out, this cocktail works great this season too! The grain-forward flavors of our San Luis Valley Rye shine in this simple but bold cocktail.” —Steve Kurowski, marketing director at Laws Whiskey House
Ingredients:
2 oz. San Luis Valley rye
0.5 oz. Cocchi Americano
0.25 oz. Dolin sweet vermouth
2 dashes orange bitters
Maraschino cherry, for garnish
Method: Mix all ingredients in a mixing glass filled with ice. Stir and strain into a coupe or martini glass. Garnish with maraschino cherry.
Guy Davies
COLD FASHIONED
“I love to add Mr. Black to classic cocktails because it provides depth and delivers a great coffee twist to your cocktail creation. One of my favorite examples is the Cold Fashioned: Instead of the regular recipe where you use sugar, try using Mr. Black with your favorite rye whiskey—and you have an old fashioned with a kick, the perfect drink for the season.” —Martin Hudak, global coffee ambassador at Mr Black
Ingredients:
1 oz. Rye whiskey
1 oz. Mr. Black Cold Brew Coffee Liqueur
2 dashes orange bitters
Method: Stir and serve on the rocks. Garnish with orange slice or peel.
Juan Fernandez
MANHATTAN IN FALL
“The Manhattan In Fall is a bit less whiskey forward compared to the original Manhattan recipe. Amaro brings a very herbal and earthy tone to the cocktail—and its dark color gives the cocktail a unique hue.” —Juan Fernandez, beverage director at The Ballantyne, A Luxury Collection Hotel, Charlotte, NC
Ingredients:
2 oz. Rye whiskey
1oz. Amaro
1 drop Crude Sycophant orange and fig bitters
Method: Combine all ingredients in a mixing glass with ice, stir, strain into martini or coupe glass. Garnish with a brandied cherry.
Mark Tubridy
SHADOW & LIGHT
“It is a wonderful time for warm spices, orchard fruit, and smooth whiskey. As a pioneer in the early days of film, the director Dorothy Arzner knew all about the inseparable connection between light and darkness, as well as the emotional impact it had on the audience. Her namesake rye, from Francis Ford Coppola’s line of ‘Great Women Spirits,’ forms the foundation of this nuanced cocktail, which cools the body with apple cider and lemon, while it warms the soul with amaro and chai tea syrup.” —Mark Tubridy, bartender at The 21 Club and cocktail consultant/educator
Ingredients:
1.5 oz. Dorothy Arzner Rye
0.5 oz. Amaro Montenegro
1.5 oz. apple cider
0.75 oz. lemon juice
0.75 oz. chai tea syrup*
*Chai Tea Syrup: Bring 1 cup of water to a rolling boil. Remove from heat, add 4 Chai tea bags (or loose-leaf Chai), and steep for 5 minutes. Remove the bags (or strain out the leaves) and pour tea into a saucepan over low-medium heat. Stir in 1 cup of sugar until it dissolves completely and then remove syrup from heat and let cool before bottling and refrigerating. (Yields 1.5 cups.)
Method: Combine all ingredients in a mixing tin; add ice, shake vigorously, and strain into a highball glass over fresh ice. Garnish with star anise and three fanned apple slices.
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48f4508118f4973044890fb33aebe849 | https://www.forbes.com/sites/karlaalindahao/2021/01/17/best-rum-cocktails-2021/ | 20 Of The Best Rum Cocktails To Make This Winter | 20 Of The Best Rum Cocktails To Make This Winter
Double Chicken Please, New York City
For years I always thought of rum as a warm-weather drink. Distilled from sugarcane or molasses, a rum cocktail (or a neat pour) just feels tropical, even if there isn’t a palm tree in sight.
But those same caramel and spice flavors also work beautifully in winter drinks. Whether you want a toddy-like concoction or an umbrella-worthy cocktail that transports you to an island, rum is as versatile as it is delicious.
Here, more than a dozen spirits pros talked about all the rum drinks they’ve been making all season—from a hot buttered banana rum to a Champagne mojito and beyond.
Easy-to-Make Rum Cocktails for the Winter
Charles Joly
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THE JOLLY ROGER
“Rum shares space at the top of my list for favorite spirits. It’s a widely diverse category that offers a range of profiles so wide, it may only be challenged by the sherry category in terms of the broad spectrum. Many enthusiasts’ minds may go immediately to fruit-driven cocktails when it comes to rum, but I’d challenge them to explore the category. You can have ‘bridge cocktails,’ like my Jolly Roger. This has one foot in the bright refreshing side of things and begins to explore deep spice, warm flavors, and even flirts with savory elements.” —Charles Joly, cofounder of Crafthouse Cocktails and bartending champion
Ingredients:
1 oz. Ron Zacapa
0.5 oz. Don Julio reposado tequila
0.75 oz. Punt e Mes sweet vermouth
0.25 oz. Fernet-Branca
0.75 oz. fresh lemon juice
0.5 oz. simple syrup
1 oz. dry sparkling wine (prosecco, Champagne, or cava)
Method: Combine rum, tequila, vermouth, Fernet, citrus, and simple syrup in a shaker with ice. Shake gently. Add sparkling wine to shaker and strain ingredients over fresh ice into a Collins glass. Mist with lemon oils and garnish with peel and fresh mint sprigs.
Double Chicken Please, New York City
VENCEREMOS
“The piña colada is a classic rum cocktail that’s very popular in Western culture. Meanwhile, cucumber and sesame oil is a popular flavor combination in many Asian dishes—especially within Taiwanese, Japanese, Chinese, and Southeast Asian cuisines. This cocktail represents our Asian background and our move from Taiwan to New York—east and west merge together. Just one tiny drop of sesame oil really changes the entire drink: It’s savory, aromatic—and totally refreshing.” —GN Chan, founder at Double Chicken Please, New York City
Ingredients:
1.5 oz. Bacardi Carta Blanca
0.75 oz. fresh pineapple juice
0.75 oz. coconut liqueur
0.5 oz. fresh peeled cucumber juice
0.25 oz. lime juice
1 drop sesame oil
pineapple leaf, for garnish (optional)
Method: Mix all the ingredients in the shaker, shake it, and pour on the ice.
Drew Johnson
SOUTH FOR THE WINTER
“South For The Winter is a riff on the classic tropical rum daiquiri. Every time the weather changes here in New York City a variety of thoughts surge through my mind. Excitement for denim jacket weather and the promise of holiday meals are quickly overwhelmed by my swift and intense urge to flee the oppressive frozen building shaped walls of NYC. This fight or flight reaction led me to concocting this playful take. The boozy pineapple rum speaks to sandy beachside getaways down south while the allspice dram and baking spice notes of velvet falernum keep me firmly planted here at home in the Big Apple. Very little preparation is necessary and you can pick up these spirits at nearly any large liquor store. A nice added bonus is that once you buy the allspice dram and falernum you will most likely be able to add those bottles to your home bar arsenal as modifiers for countless other tiki drinks in your future!” —Drew Johnson, head bartender at The Musket Room, New York City
Ingredients:
1.5 oz. Plantation Pineapple Rum
0.75 oz. John D. Taylor’s Velvet Falernum liqueur
0.25 oz. St. Elizabeth allspice dram
0.75 oz. fresh lime juice
Lime wheel
Method: Combine all ingredients into a shaker tin over ice, shake, strain into coupe. Garnish with a lime wheel.
Kasama Rum
KASAMA OLD FASHIONED
“Think beyond bourbon with this golden rum Old Fashioned. The light sweetness and the sophisticated herbal flavor of the bitters pairs perfectly with Kasama’s flavor profile, which includes notes of sweet pineapple, a hint of vanilla, and a pinch of sea salt. Keep it simple or garnish with a cherry or burned orange twist.” —Alexandra Dorda, founder at Kasama Rum
Ingredients:
1.5 oz. Kasama rum
0.5 oz. simple syrup
2 dashes Angostura bitters
Method: Combine bitters and sugar in a rocks glass, add ice and rum, stir to combine.
Your Truly, Hamilton, Bermuda
THE NIGHTCAP
“We are always looking to do things our way at Yours Truly. We like to have a good time while still offering great service and drinks. This drink truly represents what we enjoy doing. Espresso and Tonic has been a hit, appearing on every neighborhood coffee shop menu around the globe, and, as an avid coffee geek, I’ve had my fair share of them so that was my starting point. I decided to use Goslings Gold Seal Rum as it has a wonderful overtone of butterscotch and vanilla on the nose, while still remaining quite dry on the finish. I then decided on maple syrup as a sweetening agent as it pairs perfectly with the cold brew coffee. A dash of Angostura bitters to give the drink that extra bit of complexity and shaking it with an orange zest really helps lift the tonic’s citrus notes. We think that this drink is a great pick-me-up right as the sun is setting and you need that little boost.” —Daniel Moik, bartender at Yours Truly in Hamilton, Bermuda
Ingredients:
2 oz. Goslings Gold Seal Rum
2 oz. Cold brew coffee
0.5 oz. Grade A maple syrup
Orange zest
1 dash of Angostura bitters
San Pellegrino, to top
Orange twist, for garnish
Method: Pour the rum, cold brew, maple syrup, bitters and orange zest into a shaker tin, shake with ice, strain drink into a Collins style glass with large ice cubes. Pour tonic on top, garnish with an orange twist.
Brendan Bartley
WONDERING RASCAL
“The colder seasons always makes me think of cider for some reason. This drink is a really easy drink to make and is also a long refreshing drink that has all the seasonal flavors.” —Brendan Bartley, head bartender and beverage director at Bathtub Gin, New York City
Ingredients:
1oz. rum
1oz. lemon juice
0.5 oz. orgeat
4 oz. apple cider
2 dashes bitters
Method: Add all ingredients to beer glass, top with ice and lightly stir.
Maison Ferrand
MAISON MAI TAI
“Plantation Xaymaca is one of the best rums on the market, dollar for dollar. Full-flavored Jamaican rum with natural sweetness, it has the funky taste without being too overwhelming and is so approachable. It is great for tropical cocktails where you want the delicious rum flavors to stay present. Rums like this don’t need many ingredients, because it’s already full of flavors. This is why I love the Maison Mai Tai. It’s all about the flavors of the rum: super simple drinks that take you on a journey to the Caribbean. As you taste it, you feel like you are in the middle of the carnival in Jamaica. The key is in the small details and the passion.” —Georgi Radev, author of Let’s Get Tropical and cofounder of Laki Kane, London
Ingredients:
2 oz. Plantation Xaymaca Special Dry Rum
0.5 oz. Ferrand Dry Curacao
0.75 oz. fresh lime juice
0.5 oz. orgeat
Mint sprigs, for garnish
Method: Shake with crushed ice and pour directly into double old fashioned glass (no straining). Garnish with fresh mint sprigs.
Mr. Black Cold Brew Coffee Liqueur
ESPRESSO MARTIKI
“The Martiki is a creation of mine from years ago back at The Savoy in London, where I wanted to implement more of a tropical approach to a classic Espresso Martini. Since then, everywhere I travel, I place this drink on the menu and it’s been a huge success. People go absolutely wild for tropical flavors.” —Martin Hudak, global coffee ambassador at Mr. Black Cold Brew Coffee Liqueur
Ingredients:
0.75 oz. Mr. Black Cold Brew Coffee Liqueur
1.25 oz. dark rum
0.5 oz. orgeat
1 oz. fresh pineapple juice
1 oz. espresso
Method: Shake and strain into a coupette. Garnish with edible flowers.
The Roger Room, Los Angeles
KALIMOXTO RUM & COKE
“Instead of a typical rum and Coke, try a Kalimoxto with rum: Just throw in some Angostura bitters or Fernet.” —Lane Compton, head bartender at The Roger Room, Los Angeles
Ingredients:
1 oz. Denizen aged white rum
2 oz. Tempranillo wine
3 oz. pure sugar cane Coca-Cola
0.5 oz. Fernet-Branca
Method: Build in a large rocks glass, top with crushed ice. Garnish with a lime wedge.
Kelsey Fain
FALL FOR DAQS
“The daiquiri is the go-to year-round rum cocktail. Mixing up the classic cocktail with Sailor Jerry Spiced Rum adds a bit of extra Caribbean spice to make it stand out. The Fall for Daqs recipe incorporates pomegranate and grenadine, which are perfect for the season and add a bit of the earthy and musty profile we’re all looking for this season. The lime completes the profile by adding a bit of zest to balance everything out. If you can’t find pomegranate, you can fall back on cranberry juice but I recommend going with fresh pomegranate if you can. Fun fact: pomegranate can help with lowering blood pressure. God knows we could all use some stress relief in these tough times.” —Gravy Thomas, global advocacy and ambassador community manager at Sailor Jerry and William Grant & Sons
Ingredients:
1.5 parts Sailor Jerry Spiced Rum
0.5 part lime juice
1 part pomegranate juice
Dash of grenadine
Method: Add all ingredients into a mixing glass with ice, shake and strain into a coupe glass. Garnish with pomegranate seeds
Kelsey Fain
CHAMPAGNE MOJITO
“There is no doubt that the mojito is one, if not the most celebrated rum cocktail. It is simple, refreshing, and a real crowd pleaser. The ingredients are easy enough to source, Flor de Caña 7 will truly shine in this classic cocktail and anyone could make one up without too much effort. Now, what about swapping the usual soda water with some Champagne!?! All right, can you tell I’m French here? The addition of French bubbles will bring this recipe to the next level and will become a little stiffer to alleviate the current bizarreness of the world—if you know what I mean. If you are on a budget and would prefer to, grab some local sparkling wine instead of Champagne. It will work just as well—and I just won’t tell my mom you did so, sacrilège!” —Sebastien Derbomez, brand advocacy manager at William Grant & Sons
Recipe by Charlotte Voisey:
2 parts Flor de Caña 7
0.75 part simple syrup
1 part fresh lime juice
6–8 leaves loose mint leaves
2 dashes Angostura bitters
Method: Combine ingredients and shake well. Strain up into a coupe or flute. Top with 1 oz. of Champagne. Garnish with a mint leaf.
William Grant & Sons
MARATHON
“In California we don’t really have super cold weather—and frankly, neither do the Florida Keys. This drink was inspired by one of our staff members who grew up in the keys (and it’s named after one of them!) To over simplify, it’s basically a rum margarita, but using the Pierre Ferrand Curaçao gives it a maturity and depth of flavor that pairs fantastically with the rum, and gives the drink that something special.” —Gavin Humes, food and beverage director at Scratch Restaurants
Ingredients:
2 oz. Bank’s Five Island Rum
1 oz. Pierre Ferrand Curaçao
0.5 oz. lime juice
Method: Combine all ingredients into a shaker with ice. Shake until chilled and double strain into a coupe. Finish with a lime twist, rub the peel on the rim of the glass and discard.
Blossom Bar, Boston
HOT BUTTERED BANANA RUM
“The Hot Buttered Banana Rum at Blossom Bar is definitely a cocktail fit for the cooler months of New England. Being a tropically inspired cocktail bar, the challenge in creating a hot cocktail is obvious, however much of these flavors are also found in hot drinks. We wanted to have a contrast in temperature and create a latte-style hot drink, where there is a nice cool fruity foam right before you get into the toasty component of the cocktail. With aged rum (such as Santa Teresa 1796) and brandy as the base, warming spices and banana not only complement our style as a bar, but also accentuate the natural flavors of both spirits. We wanted to evoke the feeling of sitting next to a fireplace on a cool night in your favorite ugly sweater, while thinking ahead to warm tropical climates or the summer to come! It’s a reminder that a warm vacation can in fact be a few steps or sips away, considering the current limitations on travel. Enjoy our Hot Buttered Banana Rum with a friend or on your own, after the first sip, you'll come to realize that this cocktail is the only company you need. Salud!” —Will Isaza, bartender at Blossom Bar, Boston
Ingredients:
1.5 oz. of Santa Teresa 1796 rum
0.5 oz. brandy
0.5 oz. Plantation O.F.T.D rum
1.5 oz. brown butter banana syrup
3 oz. hot water
Passion Espuma
Method: Add O.F.T.D rum to frothing pitcher and light. Express 2 peels worth of orange oil and add in the remaining ingredients. Mix with milk brother and pour into glass mug. Garnish with an orange twist and cloves.
Josue Romero
THE INFERNO PUNCH
“This is my spin on the traditional milk punch but made with Apothic Inferno. This decadent cocktail brings an assortment of different flavors together in a bold way. Apothic Inferno is a Red Blend aged in whiskey barrels for 60 days so you get that slight charred spice taste beautifully harmonized with citrus, milk, and rum for the perfect drink.” —Josue Romero, The Garnish Guy (@the_garnishguy)
Ingredients:
8 oz. white rum
4 oz. pear syrup
1.5 oz. pineapple juice
6 oz. lemon juice
1 o.z orange liqueur
4 oz. whole milk
4 oz. Apothic inferno
Method: Place all the ingredients (except the Apothic wine and milk) into a glass container. Stir until all the ingredients are fully combined. In a separate container, heat up the milk until almost boiling, and slowly pour the cocktail mix into the milk (it will slowly curdle) and let it rest for a couple of hours. Stir for a few minutes, then run the mix through a cheesecloth a couple of times. Store the mix in the fridge. Serve the cocktail over ice, float Apothic Wine over it, and garnish with a dehydrated pear slice.
Donny Largotta
HAVE A GOODNIGHT
“As we settle into the cold winter months, one would want nothing more than to enjoy a drink that reflects the shift in season. One perfect for the shift: a balanced rum in Mount Gay bearing sweet yet spiced oak hints accompanied with some RumChata along with a festive pumpkin-spiced agave. If you enjoy it as much as we do, then sit back, relax, and Have a Good Night.” —Donny Largotta, beverage director at The Chester, Gansevoort Hotel (Meatpacking)
Ingredients:
1.5 oz. Mount Gay XO
0.5 oz. Pumpkin spice agave
1 oz. RumChata
Method: Shake and serve in martini glass. Garnish with cinnamon-nutmeg sugared rim
Juan Fernandez
SPICED CIDER
“Cinnamon, clove, and citrus complement the sweet almond nutty taste of amaretto, which brings together a perfect cocktail.” —Juan Fernandez, beverage director at The Ballantyne, A Luxury Collection Hotel, Charlotte, NC
Ingredients:
8 cups of apple cider
2 cinnamon sticks
2 tsp. ground cloves
2 tsp. brown sugar
2 cups spiced rum, preferably Sailor Jerry
Method: Combine all items in a crock pot and heat. The crock pot will heat the cocktail, but will not burn off the alcohol in it. It will also make your house smell amazing. Serve and enjoy.
Plantation Rum
STIGGINS’ FANCY PINEAPPLE DAIQUIRI
“Plantation Stiggins’ Fancy is just one of the rums showcasing the innovation of Alexandre Gabriel. When you add sugar and lime to it, the combination is so delicious. It’s super simple to make, but the flavors are very complex—and it’s perfect for the current situation. You need only rum, lime, and sugar—and you get an amazing session cocktail that makes you feel like you are on holiday. I have taken part in the making of Plantation Stiggins’ Fancy at Maison Ferrand. We were cutting the skin off and separating the flesh—it was so much fun. The evening finished with Plantation Pineapple Daiquiris by the fire pit.” —Georgi Radev, author of Let’s Get Tropical and cofounder of Laki Kane, London
Ingredients:
2 oz. Plantation Stiggins’ Fancy Pineapple Rum
1 oz. simple syrup
1 oz. fresh lime juice
Method: Combine in a shaker filled with ice. Shake and strain into a Nick and Nora glass.
Adam Aly
ITALIA LIBERA
“To elevate a rum and coke, it’s simple. Instead of Coke, use CioCiaro and soda. CioCiaro is the coke of amaro, I swear by it! Then a dash of lime bitters to be esoteric, but you could just squeeze one as well.” —Adam Aly, general manager at Stampede Cocktail Club, Seattle
Ingredients:
1 oz. Denizen Merchant’s Reserve rum
1 oz. Amaro CioCiaro
1 dash Scrappy’s lime bitters
Topo Chico
Method: Pour desired amount of Topo Chico in the bottom of a Collins glass. Add the alcohol and bitters. Then ice, ice baby. Garnish with a lime wedge.
The Roger Room, Los Angeles
BELOW DAIQ
“For a classic and easy daiquiri, I always like to throw in a quarter ounce of Luxardo Maraschino Liqueur; and I use lemon instead of lime.” —Lane Compton, head bartender at The Roger Room, Los Angeles
Ingredients:
2 oz. Denizen aged white rum
1 oz. fresh lemon juice
0.5 oz. simple syrup
0.25 oz. Luxardo Maraschino Liqueur
Method: Add ice, shake, and strain into a chilled coupe. Top with 4 drops Angostura bitters. Optional: Garnish with a lemon wheel soaked in Angostura bitters.
Don Papa Rum
DON CAFÉ
“A true sign of the times is America’s continued love affair with coffee. For many, coffee is the start to their day or respite during a trying time. Given current events, you might require a coffee that takes the edge off a little: enter the Don Café. It’s a warm, rum cocktail made with Don Papa, Grady’s coffee, a touch of Mr. Black coffee liqueur for sweetness and an added kick, then finally just a couple drops of hazelnut. It’s a careful balance of everything you need to get your day going, rounded out with the charming complexity of Don Papa’s 7-year-old rum. In a time where my office has become whichever local park has seating, the Don Café has made the perfect coworker to share my cubicle with!” —Peter Ruppert, brand ambassador at Don Papa Rum and beverage director at Short Stories, New York City
Ingredients:
1.5 oz. Don Papa rum
3 oz. Grady’s cold brew coffee (hot)
3 oz. water
0.5 oz. Mr. Black Cold Brew Coffee Liqueur
3 drops hazelnut extract
Method: Combine, stir, and strain. Serve with Stroopwafel.
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d8dd8884580fcfb6d26ce5418871c586 | https://www.forbes.com/sites/karlaalindahao/2021/01/21/best-tequilas-2021/ | Upgrade Your Liquor Cabinet With These 10 Tequilas | Upgrade Your Liquor Cabinet With These 10 Tequilas
Photo Illustration: Kristin Tablang
It pains me to admit this but I am not the kind of person who busts out the good china on say, a regular Tuesday night—not for a slapdash meal I haphazardly put together in thirty-ish minutes, after a particularly harried day. The same instinct often kicks in when I (prudently and judiciously) allot and dispense my wine and liquor collection.
But all that changed last year, when we all started processing our collective distress about the (objectively) horrific year that was 2020—while others developed an unvarnished understanding of mortality as the pandemic took hold. It’s safe to say we were terrified.
I coped in a way I had never done much of before: I cracked open some of my more stellar bottles of wine, such as a precious Ornellaia I paired with a modest homemade Italian dinner. I poured generous drams of special whiskies originally earmarked for birthdays, anniversaries, holidays, celebratory career milestones. I enjoyed a Cognac from my birth year whenever I found myself struggling with terrible, horrible, no good, very bad days. I drank highly limited bottlings and enjoyed many super-premium tequilas in the middle of some afternoons. And I regret nothing.
Because if not now, when?
We’ve already established, six days into the new year, that 2021 is not going to be much better. At least not immediately. But for now, we can be hopeful and concentrate on restorative matters, like drinking more of the good stuff and less of the so-s0 ones. The act of eating and drinking is still one of the few sources of true delight—something the luckier of us still enjoy. So let’s stop hoarding our “good bottles” and drink better—not more.
And yes, I mean that across the board: better spirits, better wines, and better brews. It did wonders for me last year and I’m sure it’ll do wonders for others as well.
Always make sure to use 100-percent blue Weber agave tequila—whether you're looking to sip it neat ... [+] or use it as a base in a cocktail. Getty
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10 Best Tequilas to Try Right Now
EL TESORO PARADISO ($130)
This particular extra añejo is extra special to me: It’s one of the first tequila expressions I’ve ever tried on-site at its distillery. It was a treat then and it’s an especially decadent treat now. And so I decant accordingly: I break out my Paradiso not just as a celebratory sipping tequila—but as something to be enjoyed even at the end of a woefully mediocre and pandemic-tinted day, to be enjoyed either alone or with a decadent dessert. Paradiso—which is first aged in ex-bourbon barrels, followed by another five years of maturation in ex-Cognac casks—is as full-bodied and rich as the chocolate cake, crème brûlée, or even the dark stone fruit galette you can pair it with.
CAMARENA REPOSADO ($21)
It goes without saying that every tequila cocktail should be made with nothing less than fully mature 100-percent blue Weber agave. (Por favor, no mixtos are allowed in this space—unless excruciating hangovers are your thing.) And while I tend to favor using blancos in my tequila cocktails, I sometimes like to work with a good reposado, depending on what kind of concoction we’re making. Camarena reposado in particular is an expression I love to use in more “sedate” drinks—mainly because of its soft spice, hints of faint vanilla, and the smoothness with which it goes down. In short: This is the kind of tequila you’d appreciate in winterized tequila cocktail.
HERRADURA LEGEND ($133)
This spectacular specimen of an añejo is matured in new and heavily charred American white oak barrels—all of which happen to be specially grooved according to Herradura’s specifications. And this technique (the proprietary grooving and the charring of the new barrels) enables the tequila to achieve maximum surface contact throughout the wood as it ages for 14 months—contributing vanilla and oak flavors along with an incredibly rich, deep hue with a longer-than-sufficient finish. This is a tequila I like to savor by itself—or with something just a smidge brighter that can complement its complexity.
EL TEQUILEÑO REPOSADO RARE ($225)
Third-generation master distiller, Jorge Antonio Salles, is renowned for his craft: He was born into it and had trained for many years under the guidance of extraordinary men who came before him. El Tequileño, after all, is the kind of tequila that many in-the-know bartenders and spirits professionals seem to fancy. And the company certainly has an expression for every kind of tequila drinker. But the El Tequileño Reposado Rare is the distillery’s prized bottling: The distillate, straight out of the still, is aged in a 25-liter pipón made out of American oak for six years, which is twice the maturation requirement than that of an extra añejo. And the result is at once “lighter” and more complex, in that tropical sort of way—all vanilla with very faint hints of pineapple. Drink this neat, poured over a clear ice cube, or in a Mexican old fashioned.
TANTEO HABANERO TEQUILA ($40)
There are many days when I just crave a spicy margarita—no matter the weather. (Believe me when I say that nothing can cheer you up more on a cold winter day than a hit of something unapologetically tropical.) And to make an extra spicy margarita, you’ll need a quality tequila—bonus points if it’s already infused. My most recent obsession? Tanteo Habanero, which delivers maximum heat and flavor instantly. The habanero, being much spicier on the Scoville scale than its jalapeño cousin, is responsible for the sustained heat you’ll feel while you work through your drink. I recommend having fun and playing with your spicy margarita by experimenting with a multitude of citrus (I’ve found that HoneyBell oranges, in season mid-winter, bring a burst of tropical flavors while taming the heat). And adding “offbeat” and unconventional garnishes can often be delightful. Or you can try to replicate The Ivy’s spicy cucumber margarita with serrano chiles. What have you got to lose?
SANTERA REPOSADO ($51)
In my mind, excellent reposados are the best of both worlds: It can absolutely please the tequila connoisseur, who would likely prefer a neat pour, and the adventurous cocktail enthusiast, who is open to any and all kinds of experimentation. So if you’re hosting a small get-together with your pandemic bubble, reposado is the way to go—particularly this one. Santera Reposado has been aged for approximately seven months in new American oak barrels—and it’s got a little more going for it in terms of its flavor profile. It’s not as grassy, floral, or herbaceous as one would expect. It tends to align itself more with warming spices such as cinnamon and black peppercorns—with a touch of heat and sweetness.
EL PINTOR TEQUILA JOVEN ($100)
El Pintor tequila is the kind of spirit you buy three of: two for yourself and one to stash away as a special gift to a dear tequila-loving friend. Not only does it come in a chic gift box (I’m a sucker for packaging) and a vessel that looks more decorative than functional, the liquid inside it is stellar. El Pintor’s tequila joven is actually a blend of extra añejo (aged between three to four years) and a blanco—aged in ex-bourbon barrels. It’s very smooth and goes down easy, lacks a burn, and has an almost imperceptible spice at the back of the palate. Bonus points for its viscous mouthfeel.
CUTWATER BLANCO ($35)
Every decent liquor cabinet has what I like to call an “everyday blanco,” the way one would have an “everyday gin,” an “everyday bourbon,” or even an “everyday Cognac.” Of course, as with any spirits, nobody wants a bargain-basement tequila (because life is too short for mixtos). And anything that’s upscale enough to cause a nosebleed is a no-no. But the fantastic thing about liquor—and wine—is that it’s possible to find something good within any price range. So when it comes to a reliable tequila that’ll never disappoint you, Cutwater Blanco is the way to go. Despite its modest price, the blanco is made of 100-percent blue Weber agave and is cooked in a traditional brick oven, the old-fashion way—before it’s left to nature so open and natural fermentation can do its magic.
TEQUILA OCHO BARREL SELECT 2020: TROPICAL ($80)
Tequila Ocho founders (and industry luminaries) Carlos Camarena and Tomas Estes partnered with Maison Ferrand’s Alexandre Gabriel to create three limited-edition single-estate tequila expressions aged in rum or Cognac barrels. Of the three (Tropical, Continental, and Transatlantic), the Tropical is, by far, my favorite. And for good reason: It’s aged in rum casks from Fiji, Trinidad, and Panama—giving the resulting añejo a creamy yet spice-forward profile. It’s easy to catch hints of cinnamon, clove, and dark chocolate on the palate—and the long finish makes it doubly pleasurable. It also doesn’t hurt that its price range is reasonable.
MIJENTA TEQUILA BLANCO ($46)
Maestra Tequilera, Ana Maria Romero, is known for doing things the slow and traditional way—never sacrificing output for quality. The slow cooking process has clearly paid off. As a non-filtered expression, its rich profile is more pronounced. Think: cinnamon spice, ripened fruit such as papaya or pineapple, and nearly overcooked agave—similar to when the agave’s flesh is practically falling apart. But that’s not all. It’s a little more complex because as you drink into the night, Mijenta Blanco will evolve and reveal notes of vanilla bean and bright stone fruit with a tinge of something floral.
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0e059e81f0e97416a5d8225573fbfa32 | https://www.forbes.com/sites/karleneagard/2018/10/23/3-reasons-your-company-is-doomed-to-repeat-mistakes/ | 3 Reasons Your Company Is Doomed To Repeat Mistakes | 3 Reasons Your Company Is Doomed To Repeat Mistakes
How many times have you felt the frustration of seeing your company continue to make mistakes that you feel were avoidable? Too often companies have the same struggles year after year and fail to address them. Albert Einstein reportedly said, 'Insanity is doing the same thing over and over and expecting a different result.' The pace of change has accelerated, so things that companies could have gotten away with decades ago are eating into their competitive edge now. There are a multitude of reasons why companies suffer from inertia but some causes pop up time and time again for medium to large organizations.
1. Your Culture is Devouring your Strategy
Culture is said to eat strategy for breakfast and this couldn’t be truer. The best-laid plans made by the most sophisticated minds will be thwarted by a toxic culture. In fact, in order to prevent organizations from learning, the culture doesn’t even need to be toxic: if there’s a laissez-faire managerial approach and people aren’t encouraged to take responsibility for their actions, it won’t be clear who’s done what and how this has impacted the organization.
The other extreme is that there’s an authoritarian culture. A wide range of tangible factors will be tightly controlled and monitored (such as working hours, ‘face time’ in the office and access to technology) but people will be loath to contribute to highlighting the intangible ‘softer’ factors that make the difference. You won’t want to point out that a colleague made a genuine mistake if it could result in them being penalized. In a fairer culture, this wouldn’t be addressed in such a counter-productive manner.
In safety-critical organizations, there’s been a drive over recent years to recognize the intent that lies behind any misdeeds. A minor mistake driven by malice can be seen as worse than a well-intentioned mistake with more serious consequences. It’s easier to educate and correct someone who is making a sincere effort than build in systems to prevent a malicious employee with privileged access from causing harm.
2. Your Targets Miss the Mark, Actually
This can show up in poorly thought through targets. Scotland’s National Health Service targets were flouted, as it was reported that 3% of patients waited for longer than nine weeks but, in reality, this was 23% of patients. Some staff had lied and said patients were unavailable for treatment and kept hidden waiting lists. The intended aim of the target was to improve customer service for patients by reducing the time they spent waiting. In actuality, some staff chose to respond in a perverse manner that wasted their time and masked the constraints within the system that led to delays but still helped them to meet the target. When you are setting targets for your organization (particularly if there is a financial incentive to meet them) you really need to scrutinize its ramifications.
Clearly define the goals that you wish to achieve before coming up with targets. When potential targets have been fleshed out, get a small working group (including the people who’d be conducting the work to meet the target and their management) to play devil’s advocate and come up with as many possible shortcuts to achieving the target as they can imagine. Reward them for doing so. If they come up with anything that conflicts with what you’re trying to achieve, consider if you can modify the target to make it better or you need to start from scratch.
Virgin Atlantic saved $4.4million in total from engaging their Pilots in an initiative to save money on fuel. They tested four methods:
a baseline with no change requested; or asked to change behaviours to save fuel and get feedback alone; feedback and targets, or; feedback, targets and a donation to charity.
Good targets and smart incentivization meant the latter approach was the most effective.
3. Your Company has the Memory of a Senile Goldfish
Do you know who the most crucial staff are in your organization? They’re not necessarily the most senior people with the longest leave periods. It could be a mid-level manager who has a strong relationship with a key supplier or someone at the coal face who is the only one still there that contributed to the development of a crucial system. What will you do if they hand in their notice? It’s worth thinking about this before they go, so you can take the time to embed critical elements of their expertise in corporate knowledge through getting them to deliver or develop training, share their knowledge with a training expert or even just capture the things only they know and store them somewhere accessible as a start.
You may conduct lessons learned at the end of project and after-action reviews when there’s been a major incident. Oftentimes, the exercises themselves are helpful at really thrashing out the key issues but this doesn’t necessarily mean that true change is being enacted as a result. Without meaningful change, your organization is just a goldfish, unwittingly swimming past the same spot every year and getting caught in the same weeds.
Your organization needs better memory than a goldfish. (Photo by Getty Images)
Does your company seem to be stuck in a loop? Do you keep making the same mistakes? Are targets being met, but the desired outcomes not being achieved? Take heart! This doesn’t have to continue. You can break out of the cycle! Organizational learning grinds to a halt if the culture stifles reflection or, even worse, if policy disincentivizes it. You can break the cycle by stress-testing your targets, making sure lessons learned sessions and reviews lead to tangible change and improving organisational culture.
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3eb938687781eee3998286e1b75334b3 | https://www.forbes.com/sites/karlfreund/2021/02/19/beware-the-ai-benchmarks/ | Beware The AI Benchmarks! | Beware The AI Benchmarks!
Common Pitfalls In AI Benchmark Claims
Most AI hardware purchase decisions follow lengthy evaluations running models and data representative of the application under development. Thats how decisions are made, and should be made. However, in typical AI hardware marketing, vendors seek an outrageous claim, touting performance that, while sometimes useful, can often confuse an observer. And sometimes these benchmarks claims border on deceit!
Google claims its TPUv3 is faster than NVIDIA GPUs. But NVIDIA claims its GPU is faster than a TPU. ... [+] Both are telling the truth; the conflict stems from a) which chip is being tested, and b) which precision is being used? Source: Google
Here are a few tell-tale signs that something may be missing or even misleading:
1. Some vendors cherry-pick AI models for which the competition (usually NVIDIA) has yet to optimize the required software. That may be because there is little market demand yet for these new models.
2. Failing to specify prediction accuracy achieved is a common omission: it is easy to beat a competitor if you lower the accuracy bar below the customer's typical requirements, typically 95% of State-of-the-Art accuracy.
3. Some vendors even compare new hardware to older hardware that is not relevant to a recent purchase decision, clearly a blatant foul. Sadly, we have seen companies compare new or forthcoming chips to a GPU with one- or even two-generations old.
4. Cloud Service Providers require latencies under a required threshold, such as 6 or 7 milliseconds, however this does not mandate a small batch size. If an accelerator can process a large batch and still meet that threshold, it is fair to compare a run with that platform to a chip that requires, or is optimized for, smaller batch sizes. Note that edge computing and critical real-time systems typically do require smaller batch sizes.
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5. Many vendors, unfortunately, compare multiple chips to a single chip. Sometimes there are legitimate reasons for what could seem to be a ruse. For example, the Google TPU and Graphcore IPU both use a four-chip platform to deliver its accelerator. But be aware that the comparisons are perhaps not apples to apples. Most customers view performance, price/performance, power, and TCO of the entire hardware stack to be the critical metric (after compatibility with existing software and AI models).
There is a solution: MLPerf
Most, if not all, of these issues, can easily be avoided if and when companies begin to produce and submit results to the standardized MLPerf benchmark organization, MLCommons. (We have a video that may interest you on our website with the Executive Director of MLCommons, David Kanter.) We hope some of the startups will pick up the challenge in 2021. However, many will understandably focus instead on potential client workloads and models.
Cambrian-AI Research considers all performance claims outside of MLPerf with some skepticism because of the issues outlined above. We encourage all our clients and other AI vendors to submit to MLCommons for inclusion in the training and inference benchmarks that are pertinent.
Disclosures: This article expresses the opinions of the author, and is not to be taken as advice to purchase from nor invest in the companies mentioned. My firm, Cambrian AI Research, is fortunate to have many, if not most, semiconductor firms as our clients, including NVIDIA, Intel, IBM, Qualcomm, Blaize Graphcore, Synopsys and Tenstorrent . We have no investment positions in any of the companies mentioned in this article. For more information, please visit our website at
.
Cambrian AI ResearchCambrian-AI Research LLC
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28dbe6da175765f13aad285f1443637d | https://www.forbes.com/sites/karlkaufman/2018/01/02/is-apple-buying-netflix-heres-why-you-can-ignore-some-analyst-predictions/ | Is Apple Buying Netflix? Here's Why You Can Ignore Some Analyst Predictions | Is Apple Buying Netflix? Here's Why You Can Ignore Some Analyst Predictions
The Netflix app is displayed on an Apple iPad mini. Photographer: Daniel Acker/Bloomberg
Disclosure: The author and American Dream Investing own shares in AAPL and DIS.
Citi analysts recently sent a note to clients saying there is a 40% chance that Apple will buy Netflix , according to Business Insider. This will no doubt garner headlines and will be discussed ad nauseam on the financial news networks.
The basis for the analyst's argument is that Apple will have $252 billion in overseas cash available to repatriate, and they need to do something with it. It would be boring and obvious to tell their clients that Apple will stay the course and continue what they've been doing — making smaller acquisitions (like last month's purchase of Shazam), increasing research & development spending and buying back shares and growing their dividends. It's much splashier to say they'll do something exciting like buy Netflix, Walt Disney , or Tesla .
Where did Citi come up with their 40% estimate? Did they just pull it out of thin air? Apple is very secretive when it comes to their long-term plans, so this type of analyst note seems to be nothing more than mere speculation.
The Citi analysts have nothing to lose by making their prediction — if they’re wrong, they can claim they said there was a 60% chance of a deal not happening. If they’re right, they can hang their hat on it and say they were the ones who made the call that it would happen.
Apple has already committed $1 billion towards creating new shows and their largest acquisition was buying Beats for $3 billion in 2014. Why would they spend $75 billion to buy Netflix? It would be a desperation move that would raise a white flag and signal a major organizational shift in philosophy.
Netflix shares will probably get a boost from this ("buy the rumor, sell the news!"), but they are already overvalued and overpriced. Netflix currently has a P/E ratio over 191 and negative free cash flow as it burns through cash developing new content. Competition in the streaming market is heating up considerably after Disney announced plans to pull their content from Netflix and start their own streaming service next year.
Ultimately, it's highly doubtful that Apple would buy Netflix, especially at such a high premium. Citi probably knows that, but will be happy to have the attention, and their clients who own Netflix shares will be happy from the inevitable bump.
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f62e52d8a9f0097989d9aa5770c97002 | https://www.forbes.com/sites/karlkaufman/2018/08/31/what-does-the-future-hold-for-financial-advisors/ | What Does The Future Hold For Financial Advisors? | What Does The Future Hold For Financial Advisors?
Credit: Getty Royalty Free
The rise of Betterment, Wealthfront and other "robo-advisors" has disrupted the financial advisory business. Many millennials are eschewing traditional financial advisors in favor of algorithmic, low-cost alternatives to managing their money.
As Baby Boomers continue to age, the trillions of dollars in wealth they've accumulated will flow down to younger generations. Are financial advisors concerned about losing clients amidst the increased competition from robo-advisors? What advice would they give to a young financial advisor who's just getting started in the industry? What does the future hold for financial advisors?
I asked these questions to the following group of experts:
Ed Snyder, Co-Founder of Oaktree Financial Advisors in Carmel, Indiana Rosemary Frank, owner of Rosemary Frank Financial in Brentwood, Tennessee William D. Lee, Portfolio Manager from Ironwood Investment Counsel in Scottsdale, Arizona Joshua Escalante Troesh, owner of Purposeful Strategic Partners in Alta Loma, California and professor at El Camino College Marc Lieberman, CEO of Shorepine Wealth Management in Mill Valley, CA Jay Shah, CEO of Personal Capital, a digital wealth manager Tony Drake, CEO & Founder of Drake & Associates in Waukesha, WI
Where do you see the financial advisory service business five years from now?
Marc Lieberman: Thriving! There will always be a need for advice. There are so many facets of the profession of advising individuals and families that get lost in the panoply of trying to get the highest returns. The true value of a great advisor is found in the things they do on the periphery of investing a client’s net worth.
How much do they need to save? How will they plan for Social Security? How will they transfer their estate upon passing? What are the tax implications of different investment strategies? This is not replaceable by an algorithm.
Ed Snyder: I'm hopeful that regulations will be put in to place to help consumers differentiate between who is a real financial advisor and who is a broker or salesperson. I'd like to see the salespeople parading as financial advisors as a thing of the past.
Rosemary Frank: If the last five years is any indication, the industry will still be trying to figure out how to talk to women, even though they are expected to control two-thirds of private wealth in just three years.
The industry claims to want to attract young trainees and women, but then they kill them off with antiquated sales training and forced behaviors that no longer work for the trainees or prospective clients. There is a general lack of understanding of gender and generational differences among the powers at the top of the larger institutions.
Those advisors who have joined the massive migration to the independent IRA model, where they can do it their way, will triumph in the long-run.
Jay Shah: We believe in a fiduciary future. The DOL Fiduciary Rule put this important standard on the map for everyday investors. And while the rule has not been passed, investor demand will continue to push advisors in the right direction — acting purely in their clients' best interests.
Technology and the prevalence of the fiduciary model will bring unprecedented levels of transparency to the industry. Armed with this new transparency, investors will vote with their wallets and force the financial services sector to move from a profit-centric model to a customer-centric model.
What advice would you offer a financial advisor who's just getting started?
Ed Snyder: Find a good firm and get started. You can move to another firm later, but get going and get some experience. It's easier to find good financial planning firms today than it was 10 years ago. You can actually start as a financial advisor at a financial planning firm, not as a broker at a wirehouse or an insurance salesperson.
Rosemary Frank: There is no such thing as a generalist because you cannot do all things well. Choose a specialty you can be passionate about and excel at it. You will naturally repel those clients who were not a good fit anyway, and become a magnet for those who are a perfect fit.
Tony Drake: I have always told the advisors I teach and train that regardless of your license, you have to put the client first. Don’t be driven by commissions. When you put clients first, you will build a successful practice because clients will brag and refer others to you. Whether it’s our industry or others, do the right thing first and the rest will sort itself out.
Even though the fiduciary rule didn’t go through, it’s already created positive change. I’ve noticed when new clients come to our office or we’re holding classes, everyone knows the word "fiduciary." You couldn’t have said that two years ago. The fiduciary rule raised awareness and brought to light the conversation about putting client's interests ahead of the advisor’s interest.
Joshua Escalante Troesh: Young advisors entering the profession must develop deep skills in communication and emotional intelligence and must be able to guide clients in clarifying their life goals. The days of the financial advisor recommending investments and then sitting back to collect checks are fast coming to an end.
Jay Shah: It's vital to act as a fiduciary for your clients, so you have a legal obligation to act in your clients' best interests. All advisors should do this, but shockingly, many don't, and investors are starting to notice. Could you imagine your doctor not taking the Hippocratic oath?
Investors deserve to be treated as individuals with personalized financial plans that dynamically update based on changes in circumstances and life events. Technology is inevitably going to play an important role here, so prioritize getting up to speed on digital offerings that allow you to provide clients with greater insight than the advisor next door. Do this and you can help transform your clients' financial lives and retain your clients forever.
Marc Lieberman: I would say that education and experience are important. Get the CFP or CFA if you can. Avoid the pitfalls of many careers by trying to take shortcuts to success.
Work with people you respect that can and will teach you the right way to provide advice. Learn to listen! Clients want to share their dreams, desires and fears. Understanding the psychology of your clients is just as important as knowing which stock, bond or fund to choose.
How can the traditional financial advisory business compete with low-cost robo-advisors?
Rosemary Frank: There will always be a place for robo-advisors just as there will always be a place for a cheap burger. I do not compete with them.
Financial advisors need to realize that it is more important for them to understand their client's goals than for the client to understand the advisor's charts.
Ed Snyder: The person that is going to use a robo-advisor is a do-it-yourself type that wasn't going to use a traditional financial advisor even before the robos came along.
These robos are asset allocators, not advisors. They aren't putting together financial plans and following them through a relationship with a client. That part of financial advising — the planning, the relationship — can't be robo'd away!
William D. Lee: No one has had to live through a bear market while utilizing a robo-advisor. I suspect when one happens, clients won't be as keen to call an 800 number or simply have online access.
Joshua Escalante Troesh: While robo-advisors can build and rebalance portfolios, they cannot help a client balance competing goals, deal with the financial and emotional impacts of divorce or the death of a spouse, counsel them on too-good-to-be-true investment opportunities, nor advise on any other of the human side of financial advising.
Marc Lieberman: I believe that robo-advisors will find their niche in the traditionally underserved mass investor class. This is a great thing for our industry. Long gone will be the days of the grandmother or young investor being taken advantage of by a system that historically has done a poor job of protecting it’s most vulnerable customers.
On the other end of the spectrum, the mass-affluent and affluent segments will continue to gravitate towards a personal advisor. They just cannot get the flexibility, accountability, emotional detachment and tailored service a traditional advisor can provide.
Taken one step further, I foresee a world where most advisors have a self-branded robo-solution for their smaller clients or the children of their larger clients. The industry is not being bifurcated by this. It is simply another great innovation that can enhance the overall client experience as they move through the life cycle of saving for retirement.
Tony Drake: For millennials who are sticking $50 into an account each month, a robo-advisor is a simple solution. But, as the dollar values grow larger and the clients start to accumulate wealth, robo-advisors are no longer sufficient because they don’t offer advice.
I’m amazed at the number of multi-millionaires who haven’t thought about inflation, longevity and opportunities presented by the new tax code. That kind of financial advice can’t be replicated by a robo-advisor alone.
Jay Shah: There are advocates on both sides of the human vs. robo-advisor debate who neglect to confront the reality that neither, on its own, is sufficient. And some firms are making the mistake of belatedly adding technology tools to humans or vice versa, resulting in a disjointed offering that fails to combine them for the client's benefit.
The winners will be advisors who seamlessly combine them into tech-powered human insights. That's when 1+1=3.
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a238cb167758d94fe75f3077ad80d1b0 | https://www.forbes.com/sites/karlkaufman/2018/09/30/the-market-is-always-wrong-in-defense-of-inefficiency/?sh=2905dfab4da1 | 'The Market Is Always Wrong': In Defense Of Inefficiency | 'The Market Is Always Wrong': In Defense Of Inefficiency
Photographer: Tomohiro Ohsumi/Bloomberg
"I'd be a bum on the street with a tin cup if the markets were always efficient."
-Warren Buffett
I believe in exceptionalism.
Most investing wisdom these days tell you that you can't beat the market, that you should just stop trying and put your money in index funds.
For most people, average works just fine. In my view, though, aiming for average investment returns through passive investment vehicles is not good enough. Compound interest and the average market return of 10% may eventually lead to significant wealth over time, but it will take many years for that to become a reality. Your heirs will someday thank you for your prudence.
If you're committed to putting the time into becoming a great investor, controlling your emotions and developing a viewpoint that differs from conventional thinking, you can do much better than average. Not everyone agrees with me, though, and much has been made of academic theories and hypotheses that show that most investors don't beat the market.
The prevailing theory driving index funds and robo-advisors is the efficient market hypothesis (EMH, or EMT for efficient market theory). The theory posits that all available information is already priced into stock prices, thereby making stock-picking a losing game and fundamental or technical analysis irrelevant. Any advantage in the market is therefore derived solely from insider information.
Warren Buffett laughs at the efficient market theory. If the markets were indeed efficient, there would be no way he could have achieved his success by buying businesses or stocks that the market undervalued at the time. In a 1988 letter to Berkshire Hathaway shareholders, he wrote:
Naturally, the disservice done to students and gullible investment professionals who have swallowed EMT has been an extraordinary service to us. In any sort of a contest -- financial, mental, or physical -- it's an enormous advantage to have opponents who have been taught that it's useless to even try. From a selfish point of view, [we] should probably endow chairs to ensure the perpetual teaching of EMT.
Though he has slammed EMT in the past, Buffett has recently recommended index funds for average investors and admitted that his estate will be put into index funds. My interpretation is that he is suggesting that most people don't have the time or inclination to manage their portfolios. Therefore, they are better served by placing their money in a low-fee, passively managed index fund than paying fees for an actively managed mutual fund that may or may not beat the market (and most likely won't, after fees and taxes).
It's no secret that fees cut into an investor's total returns. Brokers want you to trade more so they make more commissions, regardless of whether or not you make money on the trade. With a range of options now available for the individual investor to trade for free, an investor can significantly minimize their fees and maximize their potential returns.
"I came to the conclusion that basically all our views of the world are somehow flawed or distorted, and then I concentrated on the importance of this distortion in shaping events."
- George Soros
Mark Tier's excellent 2005 book Becoming Rich: The Wealth-Building Secrets Of The World's Master Investors Buffett, Icahn, Soros expertly breaks down the investing habits used by the best investors. One chapter called "The Market Is Always Wrong" (a quote attributed to George Soros) examines how Soros, Buffett and Philip Fisher utilized contrarian viewpoints to achieve extraordinary results.
I was fascinated by Soros' philosophy, specifically that everyone's viewpoint is flawed, including his own. Despite whatever successes you may have and no matter how many hunches and intuitions you guess right on, you will eventually be wrong.
Too many people are done in by overconfidence. After several good calls, they may think that they can't lose and will hold on to a bad investment for too long or sell a good one too late. As Baron Rothschild once said, "I never buy at the bottom and I always sell too soon."
Soros says that "what beliefs do is alter facts" and discussed this in his book The Alchemy Of Finance. He calls this "reflexivity," similar to a feedback loop or an echo chamber.
Let me try to explain: Tilray is the hot stock at the moment, and the market has dramatically driven up its share price on the belief that the cannabis sector has limitless growth potential. The frenzied speculative trading of the stock over the past few weeks has caught the attention of analysts, who then upgrade the stock. This drives the stock up even further, and so on and so forth.
This boom cycle is unsustainable and the stock must eventually falter. By looking over the underlying fundamentals and seeing that there is no legitimate reason for the frenzy, an adept contrarian investor might consider shorting the stock to try to cash in on the resulting bust.
People are ruled by emotion and are not always rational. The efficient market theory might work well in a computer simulation, but inefficiencies are everywhere in the real world and can be capitalized on. September 11th or the October 1987 market crash are black swan events that no academic or economist can accurately predict and defy the efficient market hypothesis.
The market concentrates too much on short-term profits and ignores long-term thinking. Over the long-term, I do think that the market eventually becomes efficient as fundamentals get taken into consideration. In the short-term, overreactions to quarterly profit misses or headline news cause great opportunities for the savvy investor to capitalize on temporary market inefficiencies.
I believe in exceptionalism. With ingenuity, patience and devotion, an exceptional investor can beat the market by not taking huge risks and by being an investor rather than a trader.
The market is always wrong — use that to your advantage!
Disclosure: The author owns shares of BRK.B
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05dbd2b04e4b9fcac259341f0d67e735 | https://www.forbes.com/sites/karlkaufman/2019/02/28/picassos-gold-the-art-of-investing-in-gold-jewelry/ | Picasso's Gold: The Art Of Investing In Gold Jewelry | Picasso's Gold: The Art Of Investing In Gold Jewelry
Diana Widmaier Picasso, Chief Artistic Officer Courtesy of Menē
"Gold is the first refuge of the cautious," says economist Arthur Laffer. Gold and the U.S. dollar have an inverse relationship: as the price of the dollar falls, the price of gold usually rises. As such, gold has typically been seen as a hedge against inflation and a safe haven during economic uncertainty. As the price of goods rises, gold protects purchasing power.
There are many ways the average investor can get exposure to gold as an investment: buying an exchange-traded fund like the SPDR Gold ETF (GLD), purchasing gold coins or bullion from a dealer, directly purchasing gold bars and storing them in a safe deposit box or buying gold jewelry.
The spot price of gold (currently around $1,300 for a Troy Ounce which is the size of a silver dollar) is the price at which the investor can buy the metal on the open market for immediate delivery. The LBMA and the COMEX are two of the largest international markets for gold.
Price Of Gold Per Troy Ounce 1990-2018 Chart courtesy of Statista
When buying a piece of gold jewelry, it's important to measure the value of the jewelry by weight and purity. 24 karats are considered pure gold (which is actually within 99.5% purity, as 100% purity is unattainable). The price of gold jewelry should be calculated using a simple formula: Market Price x Weight + Design Premium.
The global jewelry industry is expected to reach nearly $300 billion by 2020, according to McKinsey. One company looking to capitalize on the growing industry is Menē, a three-year-old company founded by Roy Sebag and Diana Widmaier Picasso, granddaughter of Pablo Picasso. Menē sells hand-crafted 24 karat gold and platinum jewelry, designed by Widmaier Picasso and Chief Creative Officer SunJoo Moon, that's sold by weight with a 20% premium.
"Menē" is an Aramaic word from the code of Hammurabi and the first written word for "money." Widmaier Picasso's inspiration for the design of the jewelry comes from the ancients, as well as the sculptures of her grandfather.
"As an art historian, I specialized in sculptures," she said. "The gold medium spoke to me immediately and revived my passions for Greek and Roman medals as well as Egyptian jewelry. The Egyptians buried themselves with gold because they believed it had immortal power.
"For me, art needs to have some kind of meaning. I wanted something that was modern but had great respect for antiquity and I think that's what people are seduced by. It's a sculpture that you can wear, something you can carry around instead of storing in a vault.
"When thinking about democratizing gold, it spoke to me in terms of public sculptures. My grandfather was very keen on giving access to art."
Menē offers customers an online dashboard so they can track the price of their collection, based on the ups and downs of the gold market. For a 10% fee, customers can resell their piece, exchange it for another item or have it melted down and made into something new.
Roy Sebag, Chairman & CEO Courtesy of Menē
The original idea for the company came from Sebag, a contrarian investor who was inspired by a trip to India and the differences between the Eastern and Western jewelry markets.
"The Eastern jewelry market traces its lineage to the ancient system," he said. "In India and China, jewelry is sold with a very small markup and it's mostly pure metal. Here in the West, they sell 18 karats, 14 karats — those are man-made chemical alloys. With alloys, pure gold is mixed with zinc, silver, copper or nickel and sold as 18 karats, but that just means it's 74 or 75% gold. That's not the way gold is found in nature.
"There are large publicly traded companies in the East with $10 billion market caps that sell 24 karat gold jewelry by weight with a disclosed premium of no more than 10 or 20%. If you buy something for $500, you'll still have $400 on your ring or your wrist."
In 2014, Sebag founded Goldmoney, which according to its website, is "the world's largest precious metal savings, payments, and custody platform overseeing nearly $2 billion of precious metal savings for over 1.5 million clients worldwide."
When asked about his transition from a portfolio manager trading stocks and bonds to concentrating on gold, Sebag spoke about some of the benefits of gold as an alternative investment. "Gold bears no requirement for third-party performance," he said. "As a natural element, 1 gram of gold (the element Au) is always 1 gram of gold. That’s what makes it so uniquely coveted as a basis for measurement and a storehouse of savings. Stocks, bonds and other financial instruments are a claim on some asset or future economic activity which may or may not pan out as originally conceived. A piece of real estate can be taxed and will require upkeep over time. With gold, one is merely owning an element which owes its scarcity and timelessness to the laws of physics."
Sebag hopes Western consumers think about jewelry as part of an investment portfolio. "It's a paradigm shift," he says. "Instead of thinking about jewelry as a discretionary item you would use as a gift or decorate yourself, you're now thinking about this as an investment, like property or art or stocks.
"I think we've cracked the code," joked Sebag. "We've gotten men to willingly buy gifts for their spouses!"
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5ce86a0e78d78c023751dff60a7bac3a | https://www.forbes.com/sites/karlkaufman/2020/06/07/jobs-report-stunner-proves-that-you-cant-rely-on-predictions/ | Jobs Report Stunner Proves That You Can’t Rely On Predictions | Jobs Report Stunner Proves That You Can’t Rely On Predictions
In this photo taken Thursday, June 4, 2020, barber Rick Cook holds the sign he's been playfully ... [+] displaying in his "Psychic Barber" shop, closed because of the coronavirus outbreak, in Seattle. The U.S. unemployment rate fell to 13.3% in May, and 2.5 million jobs were added — a surprisingly positive reading in the midst of a recession that has paralyzed the economy and depressed the job market in the wake of the viral pandemic. (AP Photo/Elaine Thompson) ASSOCIATED PRESS
“It’s tough to make predictions, especially about the future,” said Lawrence “Yogi” Berra. It’s even tougher to make predictions in the age of coronavirus, Yogi.
Economists surveyed in a Bloomberg poll had a median prediction of a 19.6% unemployment rate for May, while the actual number was 13.3%. Instead of an expected 8 million jobs lost, the economy added 2.5 million jobs.
Oof.
As parts of the country reopened from the coronavirus lockdown and businesses received funding from the Paycheck Protection Program, many furloughed employees were hired back. Manufacturing jobs increased and the service, travel and retail industries started to show signs of life. The stock market has rebounded dramatically from the March lows.
So then why were the jobs report predictions so far off?
It’s easy to blame the miscalculations on unprecedented times or unreliable data. A major problem with predictive modeling is that you can’t input available data for “unknown unknowns.” I’d be surprised if government-imposed, economy-crushing lockdowns appeared anywhere as a variable in Morgan Stanley’s MS global economic forecasting software.
Yes, the times they are unprecedented, to paraphrase Dylan, but the precedent of investors complaining about erroneous economists was established decades ago.
“There are 60,000 economists in the U.S., many of them employed full-time trying to forecast recessions and interest rates,” wrote former Fidelity fund manager Peter Lynch in his classic 1989 book One Up On Wall Street. “If they could do it successfully twice in a row, they’d all be millionaires by now.
“They’d have retired to Bimini where they could drink rum and fish for marlin,” Lynch continued. “But as far as I know, most of them are still gainfullly employed, which ought to tell us something.”
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I blame herd mentality for the jobs report discrepancy; groupthink is an epidemic amongst forecasters. Once a few economists, analysts or CNBC guests go on record with their predictions, the rest fall into line with similar calls.
It’s like the bidding round of The Price is Right where the second contestant guesses a price that’s only a dollar higher than the previous bid. No one wants to be the crazy, overenthusiastic contestant who screams out a “price target” 50% higher than the others.
If you’ve been tuning in to CNBC, reading financial news or even watching a Trump presser, you’ve been exposed to constant chatter concerning the chart pattern of an economic recovery from the coronavirus lockdown.
An alphabet soup of predictions has been bandied around by anyone willing to offer an opinion. The most popular letters include V-, U-, W- and L-shaped patterns. I haven’t heard anyone suggest a Q-shaped recovery, which is probably a good thing for those who feel sick after loop-the-loop rollercoasters.
“This is better than a V,” President Trump said during Friday’s jobs report press conference, “this is a rocket ship!” Mr. President, would that be considered an I-shaped chart pattern?
Professional commentators have been talking about the possibility of a recession for years now. If you had listened to them and sold your stocks when the yield curve flattened last year, for example, you would have missed out on all the upside that followed.
“The overwhelming consensus was that bad news would get worse and the debate had shifted to talk of a depression, not recession,” said David Bickerton, President at MDH Investment Management in East Liverpool, Ohio. “Instead, the market rallied weeks before any strong economic data and correctly read the biggest one-month job gain ever recorded. I trust what the market is telling me over what someone predicts in their economic model every time.”
As I wrote in a previous article, it’s useful to pay attention to qualifying words used by prognosticators when they offer predictions. “An asteroid might hit Chicago” has a much different meaning than “an asteroid will hit Chicago.” If the asteroid doesn’t wipe out Wrigley Field, the prognosticator can always claim that they didn’t say it was a sure thing!
In their 2016 report “The Neglected Dimension of Global Security: A Framework to Counter Infectious Disease Crises,” the National Center for Biotechnology Information had this to say about predicting the economic losses of future pandemics:
“We can start, for example, by estimating how many pandemics we might see this century. We know that the 20th century saw three pandemics, so it might be reasonable to assume that there is around a 3 percent chance that a pandemic might occur in any given year. This means that, while on average we might get three pandemics each century, because of random variation, some centuries might get more and some might get fewer.”
Count how many times the word “might” appears in the above text: 6 times in 3 sentences. How’s that for a data-driven scientific prediction? According to this report, once coronavirus is behind us, we can all breathe easier knowing that we may or may not experience probably something like two more or so pandemics this century...dependent on random chance.
If you can’t rely on science and data for predictions, and the best economic minds are consistently wrong about the market, what’s the average investor supposed to do?
“If you wait around for a headline telling you it’s ‘safe’ to invest, you will have missed the majority of the move,” said Bickerton. “That is why it’s so important to do your own independent research and not be afraid to take a contrarian viewpoint that is different from the herd.”
As an individual investor, you hold an advantage over many professionals. You’re not bound by rules, regulations or a prospectus and you don’t have to answer to clients on a quarterly basis. You can invest in whatever you want, even if the “experts” think you’re a nutty game show contestant or the stock you pick is not sexy enough for TV.
You won’t impress anyone at a party with a portfolio of well-established toothpaste, toilet paper or packaged foods companies. Though it’s much cooler to invest in Virgin Galactic SPCE and own a fraction of an actual rocket ship, what goes up like a rocket oftentimes comes crashing down hard.
If you play the long game, you can ignore the headlines and the fluctuations of the market. By investing in defensive stocks with consistent and safe dividend payouts, you can collect income and have cash on hand. Then you can add to your positions at bargain prices, or ride out the economic storm until it passes. Maintaining these types of stocks in your portfolio are useful no matter how old you are.
Charts and data are good at telling a story about the past, but can’t give you a definitive glimpse into the future. The standard disclosure for any financial product or service states that “past performance is no guarantee of future results.”
Or as Yogi said, “the future ain’t what it used to be.”
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8f085e1c115bfb8a31b822915598b883 | https://www.forbes.com/sites/karlmoore/2011/03/28/porter-or-mintzberg-whose-view-of-strategy-is-the-most-relevant-today/ | Porter or Mintzberg: Whose View of Strategy Is the Most Relevant Today? | Porter or Mintzberg: Whose View of Strategy Is the Most Relevant Today?
There are two people, and only two, whose ideas must be taught to every MBA in the world: Michael Porter and Henry Mintzberg. This was true more than 25 years ago, when I did my MBA at USC. These are two academics who have had real impact for a long time. Part of their success, beyond having big relevant ideas, is due to their clear and concise writing skills (There is certainly a lesson in there for many of us business school academics).
Both have been very influential in the study of strategy, an area of considerable interest to many Forbes readers. You can contrast their two views as Porter’s taking a more deliberate strategy approach while Mintzberg’s emphasize emergent strategy. Both are still taught, in fact, I taught Porter’s 3 Generic Strategies and his 5 Forces Model not two weeks ago in an undergraduate strategy course at McGill. Which is most useful today?
The world of deliberate strategy is one that I remember well from my days as a corporate manager at IBM and then as an executive teacher at Oxford and LBS. It was a world of strategy planning weekends at posh hotels in the English countryside, where we sat in rooms discussing the 5 Forces in our particular industry and what would we change in the model if we had a fairy's magic wand. The output was 3 ring binders in North America and 2 ring binders in Europe. This worked well in its day, back in the 80s and part of the 90s, wonderful times now looking back on it, when the past was quite helpful in predicting the future. However, the nature of the world today no longer lends itself, by in large, to this type of strategy.
Emergent strategy is the view that strategy emerges over time as intentions collide with and accommodate a changing reality. Emergent strategy is a set of actions, or behavior, consistent over time, "a realized pattern [that] was not expressly intended" in the original planning of strategy. Emergent strategy implies that an organization is learning what works in practice. Given today’s world, I think emergent strategy is on the upswing. Here’s why.
But first, in the interest of transparency, I have worked closely with Henry co-directing and co-teaching on Leadership Programs at McGill, where we are both on the faculty, for more than a decade. In fact, many times, I have presented key parts of Porter’s ideas on strategy for a couple of hours and then Henry presents his ideas as a contrast to Michael’s. We started doing this tag team effort about 11 years ago and it has become increasingly easy for Henry to shoot me down in the last few years. And the executives in the class agree with Henry.
It seems the relatively stable world of (at least part of) my corporate career has gone the way of the dodo. At times, it seems the world‘s gone nuts. Let me count the ways: Japan, the PIGS, 9/11, Hurricane Katrina, SARS, the financial collapse of 2008 and 2009, the BP oil spill, and many more examples. As one writer put in it this weekend’s Sunday New York Times, “For a moment, all the swans seemed black.” However, as my friend Dick Evans, ex-CEO of Alcan, pointed out that my memory was being a bit selective, as it was not only recently that stability seems to have gone out the window. He reminded me of the time he was stationed “in Africa experiencing 3 coups – and then back in the USA in the midst of the junk bond raiders, a wrenching manufacturing recession and the fall of the Iron Curtain – not to mention personally experiencing the Loma Prieta earthquake. All of these seemed pretty “black swanish” to me at the time!” Fair point, nevertheless, it seems that strategy has shifted in the last decade to where the planning school no longer has the street cred it once had. It is precisely because we cannot, try as we may, control the variables that factor into business decisions that Mintzberg’s emergent strategy is so useful.
Porter’s ideas are still relevant, my colleagues and I still teach them, so I still believe in them and when I talk to corporate CEOs they still use them as part of their strategy planning thinking. But they are getting a bit long in the tooth for today’s different world. Henry’s emergent strategy ideas simply seem to be more relevant to the world we live in today – they reflect the fact that our plans will fail. This is not to say that planning isn’t useful, but other than some long term technology plans, the day of the 5 year and even 2 year plans has faded and emergent strategy is the reality in most industries that I work with. You must be much more fleet of foot, strategic flexibility is what we are looking for in most industries. The boundaries are more fluid now. For many, albeit not all, knowing what industry you are in is not as clear cut as it once was. This makes industry analysis less easy. The value chain is now shared across firm boundaries and at times, in part, in common with competitors.
Though I think that Henry’s ideas have pulled ahead of Michael’s, I very much keep on an eye on Porter’s thinking. I interviewed him recently for a weekly videocast I do for the Globe and Mail, Canada’s National Newspaper, because his new ideas are very much current. Interestingly both Porter and Mintzberg started to put a great deal of their attention on Health Care about 8-10 years ago. They approach the topic differently. Porter is in the U.S. and Mintzberg in Canada, which have quite different health care systems, yet when I realized this it was clear signal to me that this is an area that I should pay attention to. The other thing Porter has been working on, Corporate Social Responsibility, suggests a fairly fundamental change in how corporate American runs itself. Meanwhile, Henry is working on Rebalancing Society...radical renewal beyond Smith and Marx.
So when it comes to Strategy I think Henry’s ideas are au courant. Yet when I consider their most recent respective work I see that they are looking at two not dissimilar topics, albeit in different ways. We are indeed fortunate that these two outstanding minds are still at it when many others are retired. Still two, too very much keep an eye on!
This new Forbes.com column is called Rethinking Leadership. What I will do one week is to feature video interviews with top business professors from the world’s leading business schools on their latest thinking, how they are rethinking what we teach in B-schools. The other week I will write an on-line column like this one. A key theme is to ruminate on how younger people, what I call the PostModern Generation, want to be worked with. A book I am working on is entitled: PostModern Management: Leading, Managing Working With Under 35s The Way They Want To Be Worked With. They don’t want to be lead or managed, those words are too strong for them, they want to be worked with, more on that soon.
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108ca6e524569be4003a4b2247b7febf | https://www.forbes.com/sites/karlmoore/2011/04/11/3-things-business-can-learn-from-government/ | 3 Things Business Can Learn From Government | 3 Things Business Can Learn From Government
Are you kidding? You’ve got be joking! I am sure this will be the reaction of most Forbes readers. We often hear businesspeople telling government to be more like businesses: to be more efficient, more focused. Fair enough and agreed. But, just for once, let’s turn that idea on its head and ask a question we rarely hear: What can business learn from government? While working on this article, we ran into a couple of CEOs who, when told of our topic, were quick to say:“that will be a short article!”
It does seem like a silly question to many, but we believe that there is at least 3 key things that business can learn from government. Now when we say government we are not referring to the recent problems around the budget between Congress and the White House, that's politics, but the full time government people. Are there bad ones? Absolutely, but we believe the majority are very fine people. The direction big business is evolving in and moving towards is a model where some of government’s key skills are particularly relevant.
This week’s column was written with Paul Tellier. Paul was the CEO of Bombardier, the world’s largest train maker and third largest plane maker but earlier in his career Paul was the Clerk of the Privy Council for the Government of Canada from 1985-1992, before joining CN as CEO. To American ears, a Clerk sounds like an unimportant position, however in Canada the Clerk is the chief executive who runs the entire government (in effect the COO). In Paul’s time, this meant managing over 250,000 people on behalf of the Prime Minister. The Chief of Staff to the President is similar but has less power. As such, Paul has been Le Grand Fromage in both government and later with Bombardier in a big global MNE.
There are three areas where government is particularly skilled in ways that are increasingly needed for today’s corporations. The first skill is the ability to deal with complexity: To not see the world in black and white but to perceive the full palette of colors that make up the current situation. This stands in contrast to the traditional strengths of many corporate executives. Part of being a good business leader is having the ability to focus on the few critical metrics that will drive a company’s success. We call these metrics Critical Success Factors, and we use Key Performance Indicators to find out how we are doing against them. For much of the time then, business is fairly simple. Here are your targets, go get ‘em tiger. Now, this is all well and good in a world of consistency where we can sort out the few key things for a task and relentlessly drive toward them, but what if they keep coming up with a new list every year? What if foreign competitors, from China and India, for example, keep changing the rules? Does this sound like business today? It does to us. Take the clothing industry for example: For years it was a relatively protected industry, now it faces strong winds from Asia. Some firms are succeeding, like men’s suit maker, Jack Victor, by going to the high end and leveraging the integration of the U.S., Canadian and Mexican markets. Today, that strategy is clear, however at the time of NAFTA it was not at all clear, and the industry faced a number of years of numbing uncertainty as to the way forward. At Bombardier, how are they making their new C Series airplane a success? This is an incredibly multi-faceted issue with a number of long-term variables and players. Government support, the state of the world aviation industry, the price of oil, customer support, World Trade Organization rulings, the speed of technological progress in composite materials, the reaction of industry behemoths Boeing and Airbus are all known unknowables which cause considerable uncertainty to the board of Bombardier. Living with this type of complexity is old hat for government, particularly in the more senior roles. They have been dealing with it for decades.
The second key ability that is more regularly called upon in government activity is striving to reconcile the conflicting needs and wants of multiple stakeholders. Businesspeople might sneer and called this mere politics, and in government, politics certainly enters the picture, undoubtedly too often, but this concept is subtler than that. Senior government civil servants must manage a diverse set of constituencies, each with their own, often opposing, agendas. This adds greatly to the time needed to come to a solution and requires highly developed negotiation skills and antennae sensitive to other’s issues and goals. The sheer work of it, and lack of obvious clarity, calls for great patience and an ability to find the middle way. The new world order for much business paradoxically means being able to move swiftly at times but at other times also to be more patient. As business needs to worry about multiple stakeholders now more than ever. The U.S. auto industry not only has to contend with shifting consumer needs, but also Federal and state regulations, Federal bailout money, pressures from unions, and aggressive, successful foreign competition. You had better not ignore them, as they are your future. You know business is just not as simple for many as it used to be. Hordes of foreign competitors descending on our customer base, the various generations of employees demanding different things including flexible hours, flexible dress standards and sabbaticals, governments changing course on Buy American, our suppliers in China, our IT department in India, and part of R&D in Russia. We have various parties pulling us in sometimes warring directions. We are seeing a slow, but it seems inexorable, move in North America in many industries to a stakeholder model where the shareholder is the first among equals but not the only person at the table. Does this sound like your world, Mr./Ms. Businessperson? Welcome to the world of government.
Complexity and multiple stakeholders are intimately woven together. Multiple stakeholders by definition add to complexity. The ability to successfully wind your way through the multitude of reefs and shoals to an excellent, yet admittedly imperfect, solution is a central skill of governments at their best and one that is becoming an increasingly needed attribute for top corporate leaders. To some compromise is seen as wimping out, and sometimes they are right. But more realistically it is about learning to work in a more complex world with a multiple of interests to balance against each other.
The third area where business can learn from government has to do with the nature of leadership. In government most substantive issues cut across departments. Take an environmental issue. In the Environmental Protection Agency this clearly lies in your area of responsibility, yet if it is about pollution created by airplanes, the Department of Transportation shares oversight. If it involves money, Treasury is going to be part of the solution, and on it goes. In business, there are times when an executive has clear responsibility: it falls in your remit and you can simply act, you don’t need anyone else. There is a time when you can say, “I’m the boss, you’re not” and people will respond. In many issues government faces it is simply not that straightforward. A key leadership skill that is constantly called upon is that of persuading others, not through your authority or hierarchical position but by getting them on board with your ideas and showing how your approach fits with their individual and departmental agendas. It often means adjusting your solution to reflect their needs and ideas. This is frustrating, time consuming and irritating. But ultimately, it means that government can face messy problems, not perfectly from anyone’s view but appropriately given the constraints. The result of this is a philosophy and attitude of working to solve problems. Your normal work day is problem solving.
These three skills of government, dealing with complexity and ambiguity, working with multiple stakeholders, and compelling leadership, represent government at its best. We are not saying every government employee shows these every day. These are the skills which tend to be demonstrated by the best in government at their better moments.
How can you practically learn and benefit from these skills that government has? Three things come to mind. Firstly, hire ambitious young people who have that vital 4 to 7 years experience in top government departments and make them high potentials within your organization. Secondly, have a select number of your more experienced high potentials take a sabbatical and work on secondment within government. Finally, break down and invite a senior official or two to lunch or better yet for an afternoon seminar with your top team to converse (note, not lecture), about the nature of their challenges and leadership. After they pick themselves off the floor from their shock at your invitation, they will generally be delighted and eager to engage in this kind of dialogue. Clearly, for this purpose, it would be preferable to choose a department where your self-interest is not too obvious: this is about learning not lobbying.
Maybe there is something that business can learn from government after all. Ok, ok, we promise not to mention it again… If you know someone in government, please send them this. In the words of an ex-government employee in California, for a government type it may well "make my day".
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d051e6510d5908616eb4c5e4b2bb9dec | https://www.forbes.com/sites/karlmoore/2011/06/14/the-decline-but-not-fall-of-hierarchy-what-young-people-really-want/ | The Decline but Not Fall of Hierarchy -- What Young People Really Want | The Decline but Not Fall of Hierarchy -- What Young People Really Want
By KARL MOORE and KYLE HILL
When I was young I called older people by their titles. Today, students easily call me Karl, instead of Professor, unheard of in my day. Even more surprising is that 21st century young North Americans, emboldened by the power of the Internet and social media, now have direct access to the most influential people on the continent. And this changing, among other things, how they want to be managed.
Students tweet their hockey analyses to prolific TSN commentator @BobMcKenzie, and he often engages in friendly banter. Others chat online with British comedian, actor, and author @stephenfry, who regularly tweets jokes and talks to his followers. Following @algore is also at the top of the list in the US, as students can receive instant tweets from a former Vice President and one of the world’s leading green journalists of the 21st century. Others may tweet Globe and Mail journalist Jeffrey Simpson, who responds directly to their questions once per week. And during the recent federal election, students submitted their election debate questions via online video, and Canadian political leaders responded on national television.
The result: having grown up engaging in dialogue with prominent commentators, journalists, and politicians, Generation Y wants the same at work and large companies have now incorporated social media platforms across their organizations, Morgan Stanley have announced they are implementing Twitter for employees, and internal Facebook like platforms are transforming company wide communication and collaboration , effectively changing how work now gets done. New hires want to engage not only with their boss, but also with their boss’s boss – and their boss’s boss’s boss. In other words, Postmoderns (those under 35) don’t see the relevance of hierarchy all that much.
Businesses have responded to this anti-hierarchy wave, largely driven by youthful employees. Companies like Google are attracting the world’s greatest technical and business minds. But Google doesn’t attract the world’s best based on a high salary; rather, they’re attracted to the casual work environment and wafer-thin hierarchy. During lunch at a Googleplex dining hall, a rookie software engineer may be to your left, and a senior product manager may be to your right. Both will be wearing jeans, and any idea is welcome. At its best, it’s that flat, and it’s that relaxed.
Contrast burgeoning Google with beleaguered Microsoft, and the trend becomes clearer. Microsoft has six to twelve layers of middle managers, depending on the department. They operate in a conventional, structured environment where a junior analyst wouldn’t dare commit heresy by, say, pitching a novel idea to a senior manager five levels up the pecking order. But who has become the winner between flexible Google and bureaucratic Microsoft? And is the role of hierarchy dead in the information-based organization? Contemporary research on the importance of hierarchy appears divided, a recent study by researchers, at Berkeley, suggests that the impact of steeper hierarchies is mixed. But, I believe most would say Google wins. Many would argue it’s because of their relaxed and flat organizational structure which is compatible with how Generation Y’s want to work.
The trend that hierarchy can hinder success is not limited to business. Several years ago, Canada’s Privy Council Office commissioned David Eaves, a public policy expert, to write a report on how the Canadian public service could improve recruitment and retention of young people. His report focused on hierarchy.
Eaves believes that young, talented 20-somethings don’t want to – rather, they won’t – work in a nine-to-five bureaucratic job, where their ideas need to pass through chains of command to be heard. Having been raised in a world of social networks, video chatting, and instant messaging, the ‘Creative Class’ demands that the public service shed its layers of hierarchy. As John Ibbitson elaborated in his 2008 book Open & Shut, “Why would they want to work in a place where everyone can’t talk to everyone about anything? ... If they think they need to talk to the deputy minister, they want to be able to talk to the deputy minister. They don’t do bureaucracy.”
Even the military, the great bastion of hierarchy and deference, is beginning to admit that the 21st century organization needs to think differently. Developments in electronics and communication equipment have had a huge effect on the way battles are fought and, accordingly, how troops are led. Command and control management is beginning to be viewed as an antiquated concept, and more consultative leadership practices and local decision-making are beginning to move into military practice.
Western education imparts the idea that if we don't have someone supervising our work, we’ll fall into a dangerous state of low productivity and collective lethargy. But examples like the rise of Google show that youth flourish in an environment with little hierarchy.
From business to the public service to the military, the conclusion is profound: hierarchy is not collapsing but it is declining. All sectors need to rethink their organizational structure and work environment. The public service needs to shed its layers of hierarchy. The military needs to move from command and control practices to consultative leadership. And to remain competitive postmodern businesses need to reduce bureaucracy and facilitate engagement. What does this mean in India and other leading emerging economies? It is a bit of a mixed bag. Some of the characteristics of under 35 year olds in North America, Western Europe and Japan are shared by many young educated Indians, others are not but we believe that India is not too far behind, at least for the affluent middle class younger people. If you a leading Indian firm, like a Tata, Infosys or Wipro you can learn a considerable amount from what young people are thinking in the West, because Indian youth will see the world not dissimilarly.
Are there times and places where hierarchy remains an appropriate organizational approach? Yes, for example, in times of crisis most of us find comfort in the long-in-the-tooth older person who has been through this before and knows what we should do. Or when safety is paramount, few of us would argue about excessive hierarchy if we see and smell smoke in our office building and a fireman in his full regalia showed up and gave us clear commands. What we are arguing that for this generation particularly those times and places are fewer and fewer. The great news is that a less hierarchical approach is particularly useful when creativity and innovation is at the forefront, something that most industries are very much looking for. This summer I am writing a book with a McKinsey consultant on how to work more effectively with what we call the Postmodern Generation, this column is based on that work so more on this in the near future as we write the book and share some of our thinking with you.
This column was written with Kyle Hill, a Sauvé Scholar at McGill University, which follows on the heels of a Rhodes Scholarship at Oxford. Kyle will be starting with BCG in September, great hire BCG.
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32eb06302a838095227566def1172d3d | https://www.forbes.com/sites/karlmoore/2011/12/14/the-most-neglected-board-responsibility-and-what-you-should-do-about-it/ | The Most Neglected Board Responsibility and What You Should Do About It | The Most Neglected Board Responsibility and What You Should Do About It
What are the key responsibilities of a corporate board? Choosing the CEO, approving and perhaps fine tuning the C-Suite’s strategic plan, perhaps providing an experienced perspective on key issues and getting involved in critical aspects of the organization’s human capital. This last one, research suggests, is often the most neglected of the board’s key jobs, yet can pay off very substantially in corporate performance.
With David Creelman
If we consider a concept like financial capital we can quickly break it down into (relatively) easy-to-measure components which the board can talk about and assess. But when we try a similar approach with the big idea of human capital—an element that in most companies is more important than book value—we often struggle. Attempts to measure human capital haven't come too much. This is one of the main reasons why boards too often just wave their hands a bit but generally ignore the topic. This is too bad. One of us recently spoke to a board member who said they might look at turnover numbers but didn't know what to do with the data other than turn the page and talk instead about some other subject the board did know something about. Sadly, he didn't seem too concerned.
Recently David was involved in an important research study that shed critical light on this neglected topic. In this study the group didn't look at average boards; with the help of HR guru Dave Ulrich they hand-picked organizations with progressive, and strong, HR leaders who were working with a board that cared about human capital. These boards felt that the success of their organization depended on their people. This is hardly a radical hypothesis and in professional service or high technology firms it is self-evidently true. The HR leaders, in partnership with these sympathetic boards, had found ways to make the abstract idea of oversight of human capital real.
The good news is that there was nothing revolutionary in how they tackled human capital. This is not surprising. Greg Wurzburg who worked for many years at the OECD in Paris told us “We've long since learned that there is no magic formula just waiting for some smart person to figure it out.” Here's what they did.
First, instead of the all too common view that the board’s responsibility begins and ends with the CEO, these boards were very interested in not only the top team but the broader talent pool of perhaps 100 people who ran important parts of the business and were also the group from who the next top team would eventually be selected. The always forthright Randy MacDonald, CHRO at IBM explained that the board wasn't worried about the top team, they knew who those people were, they knew how good they were, what the board was interested in was who would eventually replace that known team. Getting to know the top people involved both spending a good deal of time with paper--going through talent reviews, and with flesh--meeting the talent as part of board dinners and other events. The board spent enough time talking about and with the top talent that they had a good handle on whether the human capital was strong or weak.
Before we touch on the other things good boards do in human capital oversight we need to jump to the question of what they do with that information. The last thing you want is the board saying “We don't like Mr X, you should fire him” or “We are very impressed with Ms Y, put her in charge of logistics.” What the board is actually getting at is not so much an assessment of individuals as an assessment of whether the organization is doing a good job of talent management. That popular term talent management is often a bit vague so let's be more specific.
The board needs to be convinced that the top 100 or so people are as good or better than to be found at competitors, that they are in jobs that match their abilities and that the CEO knows the strengths and weaknesses of these individuals very well. Bill Conaty, who ran HR at GE under Jack Welch and later Jeff Immelt, explained that “knowing” people doesn't mean remembering their name and having a sense they are a good guy. Conaty says he and Welch knew not just the top 100, but the top 300 intimately--they knew their preferences, their ambitions, their weak spots, and the name of their dog. If the board sees that the CEO and CHRO know people that well, then they can 'tick off' that side of human capital as 'under control.' Karl was once involved in a session with Jack Welch back in the day. Jack told a group of senior GE executives that one of the most important things he did with his time getting to know the top 300 of his executives.
We can generalize from that specific example in that the board is always looking to assess whether human capital issues are under control, not get into trying to manage the company. The CHROs we talked to frequently mentioned that the board members asked good questions and drilled down below the surface. Furthermore, if the organization wasn't in control of some side of human capital management the board would call them to account and get them to fix it.
Beyond focusing on individuals in leadership positions, good boards spend time looking at the broader issue of the whole workforce. Again this is accomplished both by looking at reports and in the flesh. The single most powerful tool for looking at the broader workforce is employee surveys. These have come a long, long way from the days when they asked if employees were happy with their benefits. Yet even with a good tool like the right sort of survey, any capable CEO can pull the wool over the eyes of the board that only looks at numbers. Franz Humer, Chairman of Diageo, told us that board members need to spend time within the organization itself meeting people and observing the culture in action to be able to properly make sense of what they hear in board meetings.
This short blog does not exhaust what we found about boards, but we hope it does give a sense of how one breaks free from a vague idea into something actionable. Another important take away is that a good number of boards do have a really good handle on human capital and so that the popular tactic of shirking the issue isn't going to remain viable. One of these days investors will kick the butt of board members who sat back and let the human capital of a company slide into such disrepair that eventually profits tanked in a way that would take years to fix.
A summary of study is freely available, just email Karl or David and they will send you a copy. David can be reached at creelmanresearch@gmail.com or Karl at karl.moore@mcgill.ca
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66eac616abf403a46f162e31e3b4b3fa | https://www.forbes.com/sites/karlmoore/2011/12/21/volunteering-a-great-way-to-learn-real-executive-leadership/ | Volunteering - A Great Way To Learn Real Executive Leadership | Volunteering - A Great Way To Learn Real Executive Leadership
One of the most powerful ways for younger managers to understand and experience the type of leadership needed for the C-Suite is to do volunteer work early in their careers. This is because the type of leadership at the top is akin to being a leader of volunteers, it is not about carrots and sticks but about persuasion and getting people to grasp and follow your vision.
This is written with Richard Pound.
It’s an irony of modern corporate life, but one of the greatest challenges in motivating employees to sustain strong business performance is to make them feel like there’s a larger purpose to their lives than just meeting financial goals and this need is only getting strong with the younger generation, the Postmoderns. Although business success and the raises, bonuses, and perks that come with it are intrinsic motivators, money and corporate extras aren’t everything for most people.
Having corporate programs that encourage employees to work as volunteers for organizations in their community are one way to offer an extra corporate benefit that makes employees feel pride and satisfaction, and makes them happier and more productive workers. Marc Benioff, CEO of Salesforce.com, promotes what he calls “the 1 per- cent solution”: 1 percent of the company’s equity, 1 percent of its profits, and 1 percent of its employees’ paid work hours are devoted to philanthropy. Software maker SAS, which has for years been among the Top 20 in Fortune’s annual list of the 100 best companies to work for, offers a volunteer initiative that lets employees use flexible schedules to take paid time off for projects in the community, or even work in teams with their managers on a volunteer effort during business hours.
To our minds, though, volunteer work isn’t just an outlet for employees in search of more meaning in their work lives; it provides an excellent way to prepare for a senior executive position. By volunteering for projects in nonprofit organizations, experienced executives can hone their supervisory and leadership skills, and aspiring executives can gain the experience and networking opportunities that could lead to plum positions in the company.
Permission Leadership
The management environment in volunteer organizations is often extremely challenging. Without the compensation and organizational authority to keep their teams productive and working toward shared goals, volunteer managers must be adept leaders and persuaders as they tackle all the same management issues they face in their corporations: setting objectives, developing strategies, raising and allocating funds, motivating and guiding people, and complying with regulatory structures. Because corporate managers volunteering in nonprofits don’t have titles to define their positions, they have to practice what some call “per mission leadership.” That is, they have to earn the trust and respect of the people they are supervising. Also, they need to do all this with what are usually much more limited resources than what they are accustomed to in their ‘real jobs’, which often requires significant creative skills.
Executive awareness of social issues, and of the needs and characteristics of different socioeconomic groups, is also sharpened through volunteer experiences. This is important for corporate managers who must increasingly reconcile the various, and often conflicting, demands of a multitude of stakeholders and special interests, many of which they may not completely understand. Volunteering in nonprofits isn’t just a charitable act; it’s a way for executives to hone their management and leadership skills.
For younger managers, nonprofits offer rare chances to learn intangible leadership skills, such as persuasion and mediation. With recreational, religious, political, or social organizations, a manager also has the opportunity to meet and establish friendships with people from a variety of backgrounds and vocations. For younger managers, a stint in a nonprofit organization provides rare chances to socialize with senior executives and work closely with them to learn intangible leadership skills — such as persuad ing others to follow your vision, mediating between conflicting parties, addressing workers’ concerns and insights, and knowing when to spur a team to action and when to let the team relax. Senior, financially secure executives who donate their time and energy with enthusiasm are role models for younger executives.
Incentives and Support
If helping others and the community is undertaken purely for the opportunity to network, the full and lasting meaning of volunteerism is missed. Some people who approach it with this attitude will surely lose interest. Still, many of those who start out as volunteers merely to add a credit to their CV begin, in time, to grasp the bigger picture. Even with all of the advantages of volunteerism — it’s good for society, companies, and employees — many employees still resist getting involved. Their main objection is that they don’t have the time to volunteer and do their “day jobs.” Or they say volunteering is not appreciated at their companies, and it certainly is not viewed as a way to climb the corporate ladder.
In fact, some employees feel that by volunteering, they are potentially derailing their chances for a promotion because of the time they’ll spend out of the office. Because of these attitudes, there is a growing recognition in both the public and the private sectors that corporations need to be more proactive in promoting employee volunteerism. To do this, companies must freely provide time off for participation in volunteer programs; publicly acknowledge, either with promotions or awards, employees who volunteer the most and do it successfully; and set up mentoring programs in which senior executives work with employees in one-on-one sessions to help them navigate obstacles that arise during volunteerism. Karl's old firm IBM, has set up a program for high potentials where they go and live for several weeks in another part of the world and do volunteer work in dramatically different societies than their home country, a great idea!
Only when these approaches, and others, are used to demonstrate the corporation’s full approval of and engagement in volunteerism will these companies inspire reluctant employees and give them productive volunteer experiences that are good for them, for the company, and for the community.
This blog was written with Richard Pound. Richard Pound(rpound@stikeman.com) is the Chancellor Emeritus of McGill University and a partner in the law firm Stikeman Elliott. He has volunteered with the Olympic Games for more than 40 years. An earlier version of this was published in 2004 in Strategy & Business, since then the things we talked about have only become more urgent and more relevant to organizations and to their people, particularly their younger employees, the Postmoderns.
Follow Rethinking Leadership on Twitter at @profkjmoore
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d7d3fa907f1878259d058eaf0b50bc92 | https://www.forbes.com/sites/karlmoore/2013/07/26/when-a-work-environment-is-too-positive/ | When A Work Environment Is Too Positive | When A Work Environment Is Too Positive
One of the biggest growth areas in research in management is the role of emotions at work. When I was working at IBM in the 1980s, if anyone got emotional during a meeting, we'd stop the meeting and have coffee, until everyone calmed down. This seemed to happen whenever emotion "reared its ugly head". Of course, there was plenty of emotion back then, but we undervalued it. Analysis was sovereign. Things are different today.
My colleague Henry Mintzberg teaches on our executive programs, "Leadership involves engaging the emotions and imagination of followers - it is a process for getting 'buy-in' whereas managing is concerned more with skills such as using logic, numbers, facts, analysis, planning." To us, this is one of the key differences between being a manager and a leader. This ability to engage the emotions of followers in a healthy way. Henry also makes the point that you do not want a leader who cannot manage, that would be chaotic nor do you want manager who has no leadership, because that would be dispiriting. Today things are more balanced with emotions receiving greater recognition in the workplace and leaders more fully understanding that emotional management is a central role for a leader.
The Academy of Management holds it annual gigantic conference in mid-August, this year in Orlando. From looking over the program, with the hundreds of presentations and panels, it strikes me that the biggest single topic is emotions. While there I will be shooting 27 interviews with some of the world's leading business professors, a number of the interviews will be about emotions, I look forward to sharing them with you.
A co-author and I are in the midst of finishing off a book on Postmodern Leadership, we trace back the interest in emotions among Ph.D. students and younger faculty to the Postmodern worldview, which is the worldview of most university educated people under 35. A key element of the Postmodern take on the world is the more equal valuing of rational thought and emotions. Their perspective is that emotions rank up there with analysis, different from the Modern worldview which I was taught in university and at IBM back in the 1980s.
Which brings me to this week's interview.
In this interview I am delighted to speak to a colleague from Australia’s University of Queensland, Neal Ashkanasy. Neal is one of the leading researchers in the world on the topic of emotions at work. This time we talk about a quite intriguing topic, how a work environment can be too positive!
KM – Neal, you have been doing some fascinating research looking at positive work cultures, which strikes me as it’s always positive, but you have found that it’s not always positive. Can you tell us a bit more?
If you prefer to watch the video please click on this link:
A Too Positive Work Culture
NA – Positive work cultures is actually a double-edged sword. You can have a positive work culture where everybody is speaking well of each other and there are good vibes from within the organization, but there is another source of positive work culture and that is hubris. You can have an organization where everybody thinks that they are on top of things, where everyone has a kind of false pride, where there is a euphoria in the organization, and this is not a good thing! This means that people won’t pay attention to their errors, they won’t engage in negative feedback, etc. So positive is good but too much positive can be a bad thing.
KM – That’s a fascinating idea, that we can actually be too proud of our organization so that it blinds us to our problems. Can you give us some examples to make this concrete of how this could and does happen?
NA – A well-known example is the failure of Lehman Brothers where CEO Dick Fuld was quoted as saying, just before the crash, “We are firing on all 99 cylinders.” He was geeing everyone up and making the point that this organization is on top of the world and totally on top of everything, and everyone was lulled into a false sense of security, and the rest is history, as the saying goes. They quickly went down and so this is an example of an organization that was very positive, very optimistic, and this leads them to make very poor decisions.
KM – So how does an organization know when it’s too positive? How can it figure that out?
NA – It’s pretty simply really because the positive that comes from real evidence, if there is something out there that you can point to that shows that the organization is really achieving it’s targets, that’s going to lead to a positive attitude based on achievement of results. But when you have the positive attitude that is emanating essentially from hope or from hubris or a false pride, then you have got a few problems. So organizations, if they want to be positive, need to actually produce results that will lead them to a positive state.
On the other hand, if the situation calls for being negative then there is nothing wrong with being a little bit negative! So if you say, “We have some real problems here, we have to put our heads down, get together and work on it,” this is a case for a negative approach actually being the appropriate environment. This is part of transparency in organizations.
end of interview---
I just had lunch with a former MBA student who works with GE in Dubai. One of the great things about GE and McKinsey as well, is that they have positive corporate cultures but they are very good at regularly providing feedback on how you can improve. My former student admitted this can be, on occasion, tough to take, but it has been a great spur to his growth. This approach seems an excellent way to avoid some of the issues that Neal points too.
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9fb56079c621969726aea5450e48d489 | https://www.forbes.com/sites/karlmoore/2014/08/14/authenticity-the-way-to-the-millennials-heart/ | Authenticity: The Way To The Millennial's Heart | Authenticity: The Way To The Millennial's Heart
The authentic self is a goal for all four generations alive today: Seniors, Boomers, Xers, but most especially, Millennials. It can mean something different for each generation, and it evolves over time. We believe that Millennials are the most critical - they are the future. The better you are at being an authentic leader, the more your Millennials employees will appreciate you.
A key point in our forthcoming book, Leading, Managing, Effectively Working with Millennials (we cross out Leading and Managing because they are too strong words for them) is that Millennials have been taught a postmodern worldview, which is quite different from the generations before. We must better understand the postmodern worldview to effectively work with Millennials.
This was written with Sienna Zampino
We’ve heard time and time again that the postmodern worldview is increasingly shaped by the influence of technology and social media. Facebook, Twitter, Instagram… the plethora of social media has made it harder to fake it. People can learn about others much easier in this day and age and put their stories to the test. Before any scheduled meeting, strangers can (and do) simply Google your name and have instant access to your information, from your LinkedIn profile to other more random information about you. I am amazed what people I have never met can bring up in our first meeting. Being authentic, these days, has much to do with the self you portray both online and offline – do they match up, or is one, presumably your on-line one, merely a persona?
We believe that authenticity can be considered to be one of the ten values regarded as most essential to Postmoderns. The academic literature suggest that one good way to look it is to view it from two perspectives: constructive and existential.
Constructive authenticity refers to the cultural context of what is considered to be authentic. Social media has enabled Postmoderns to communicate their true feelings with much less anxiety about being personally judged. It also gives them the ability, however, to distort information to fulfill an agenda without much consequence. Facebook, Twitter and other social media/networking sites provide an outlet for endless self-expression.
Many Postmoderns struggle to separate their online and offline personas; online, they are able to say and do whatever they like with very limited consequences. They can mask their true emotions and shape themselves to appear to be whoever their online peers expect them to be, thereby fulfilling the social expectations of each other user. Or at times, just play with alternative identities.
In life, however, the truth may be quite different. They could be very unhappy with their offline situation. By confusing the two worlds, they adopt their online image in the real world, thereby losing their authentic self. This can make the “true self” hard to identify.
In the age of social media, authenticity for Postmoderns is characterized by a consistency and continuity between their online personas and their lives in the real world. The more congruence there is between the two, the more authentic the Postmodern appears to be.
Existential authenticity refers to the current pressures of societal expectations, norms and values. Why is this important? Postmoderns want to be able to be themselves. They are not interested in playing “the game” their parents once did. For many Boomers, the cost of playing the game was too high: failed marriages, too much travel, too little work-life balance, etc. Reacting to the pressures that many of their parents felt, Postmoderns don’t want to be squeezed too much into a corporate model. They want their employers to respect their individual differences and embrace the potential that these unique qualities can bring.
Corporations, however, too often expect workers to conform to the pre-existent culture of the corporation. From the 1950s, we had the rise of the Organizational Man: Postmoderns are expected to not only be qualified for the job itself, but also be a good fit for the specific business unit in which they will work, and the existing culture of the organization.
Trying to conform to these restrictive and possibly outdated expectations, Postmoderns are forced to hide their true feelings and engage in emotional acting in which they project ‘appropriate’ feelings. The very expectation to obey the rules and guidelines of the company runs counter to their worldview, which values diversity. It restricts their ability to show who they truly are.
Millennials tend to be idealistic. They have great stores of energy and hope. They want to believe that every person’s apparent character represents who they truly are (their authentic self) and that the culture within organizations will encourage and enable this authenticity.
The reality, however, is that the environment in which Postmoderns find themselves is not as rosy as they had hoped. That being said, a culture which supports the expression of the authentic self should not be seen as a utopian impossibility. Rather, it should be acknowledged that there are certain modern obstacles that must be understood and removed in order for that to become reality.
Authentic Leadership
So, what does authentic leadership look like? Researchers describe an array of elements and actions, however, drawing on management thinkers Kevin Kruse, Jon Mertz and Maureen Laufenberg, four basic principles struck us as particularly helpful:
1) Authentic leaders need to be self-aware and genuine. Before they will be able to encourage and support self-authenticity among Postmoderns, Moderns must be aware of their own strength, limitations and emotions. A starting place for excellent leaders is self-knowledge and awareness. Moderns need to be able to demonstrate their weaknesses and be more open in communicating their feelings. They need to acknowledge their imperfections and mistakes. Give up trying to present a perfect façade, it is untrue and, thankfully, a bad thing with this generation.
2) Authentic leaders need to be mission driven and focused on results. They must focus on the goals and missions of the organization before their own self-interests. They do not allow the lure of power, money or ego to limit their ability to get the job done. They connect with people and motivate them to pursue common objectives. They embrace the idea of community; a community focused on doing something worthwhile in the world, in a way that reflects excellence. For Boomers, at the peak of your career or on the down side, giving up on the power thing should be less problematic. Throw out those books on power and how to get it and keep it.
3) Authentic leaders lead with their hearts, not with their minds. They are concerned with the well-being of the group. They follow a guiding set of empowering principles which lead them to consider all actions taken insofar as the outcomes should result in increased well-being for all involved. They emphasize trust and respect in order to create an empathetic, supportive environment. Karl has been shadowing senior women leaders. Other excellent academic work and his research seems to suggest that many, but not all, senior women leaders over 45 are good at being empathetic. If you are not, take the time to lean back and watch some senior women show this trait in action - a great chance to learn.
4) Authentic leaders focus on the long term. They evaluate the possible future impacts of their day to day activities. They strive for sustainable and enduring results, rather than those which are immediate and short-lived.
Being authentic is challenging. Some of the world’s greatest leaders struggle with being authentic, so don’t be discouraged if you’re finding this difficult to implement. However, just by being aware of these characteristics, you’ll naturally steer towards exercising authenticity, which your Postmoderns will love.
Sienna Zampino is a research assistant of mine and a freshman at McGill next month. This post is based on a new book co-written with Margaret Snell, coming out this fall, Leading, Managing, Working More Effectively with Millennials.
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101094acf16549855732558a7684c584 | https://www.forbes.com/sites/karlmoore/2017/06/26/for-millennials-thinking-and-emotions-are-equals-more-or-less/ | For Millennials, Thinking And Emotions Are Equals -- More Or Less | For Millennials, Thinking And Emotions Are Equals -- More Or Less
To effectively work with millennials, managers must go beyond the attitude of simply managing emotions and move toward accepting them as a necessary and legitimate part of leading and interacting with their younger employees.
Having an emotional moment at work? Time for a coffee break! As a boomer, I can recall during my days at IBM, when anybody got emotional, we would take a coffee break to allow people to calm down and then get back to the problem at hand. Emotional outbursts were discouraged. Older readers might remember Sergeant Friday’s line from Dragnet, “Just the facts, ma’am, just the facts.” That rational, emotionally detached approach was deemed the most effective method for dealing with problems. Facts trumped emotions by a long shot. In the intervening years, emotions have become much more central to the workplace. For millennials, facts and emotions are almost on par with each other. That’s what we teach in university these days, and it’s been like that for quite a while now. This means we also have to manage differently.
Leaders are recognized today, perhaps more than in the past, as requiring the ability to inspire others and help them deliver on the implementation of a strategy or innovation. Mike Roach, the CEO of CGI, a global IT outsourcer, while speaking in Karl’s MBA CEO Insights class, gave as one of his favorite quotes, “Strategy without execution is hallucination.”
A central aspect of leadership, in today’s world, is more appropriately defined as the ability to bring a dream or vision to reality. For millennials, emotions are central to delivering that vision for all of us.
Of course, this soft approach with a strong emphasis on emotions is not entirely new. Looking back through military history, we observe that soldiers were willing to die for their comrades, superiors, and even for their country’s interests and societal values. A level of extreme bonding occurred, bringing fighting units together in combat. There was an outpouring of emotion in one of the toughest work environments, if we can call it that. A memorable Hollywood scene that depicts the importance of emotion in this context takes place in the movie Braveheart. Mel Gibson’s character, William Wallace – a commoner – unites the thirteenth century Scots in their attempt to overthrow the English ruling class. Gibson, with his face covered in blue war paint, gives a rousing speech, inspiring his troops to head into battle. While many soldiers know that they may die, it is the emotion in the scene that gives their death meaning and engages the audience.
Millennials value emotion. They are taught in high school and university a Postmodern worldview which puts thought and emotions on nearly the same plane. They do not rely on or interpret information solely based on rational thought. An example is Postmodern architecture, which reflects the acknowledgement of emotion. Architects “give people buildings that look the way they feel.” If a company desires to project a relaxed, welcoming feeling, their building will likely be open and airy, with many windows and communal spaces. The workplace environment painstakingly caters to employees’ needs.
Given their postmodern worldview, the millennial generation believes that organizations can grow and prosper through greater emotional openness. They also perceive negative emotions as having the ability to destroy a company. In her seminal work The Managed Heart, Arlie Hochschild studies the effects of emotional labor and the negative impacts of repressed emotions. Hochschild identifies emotional labor as the act of managing one’s own emotions in the workplace. High degrees of emotional labor can lead to burnout, employee dissatisfaction, and reduced productivity.
Millennials expect the challenges of emotional labor to be addressed, as they believe in the value of their own emotions in the workplace. I have students who, unhappy with their careers after graduating, openly express their disappointment to their managers in order to improve their working conditions. Perceiving these actions as both rational and reasonable, at no point did these millennials consider that their emotional expressions were inappropriate. In fact, they had been taught that emotional intelligence (EI) supports innovation and creativity. Utilizing emotional intelligence directly relates to strong leadership and teamwork. Millennials want to be able to express themselves and be honest about their feelings when discussing their views. Great managers recognize this and pay much more attention to millennials’ emotions than managers may have in the past. Not unsurprisingly, boomers who have experienced this approach to leadership, find that they, too, appreciate this increased focus on their emotions.
This piece was co-written with Liam Timmins and is adapted from my book, Effectively, Leading, Managing, Working Millennials.
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9ce262b7dc29ba5e9724c8296c96ae90 | https://www.forbes.com/sites/karlmoore/2017/08/03/how-to-increase-your-performance-by-finding-your-purpose/ | How To Increase Your Performance By Finding Your Purpose | How To Increase Your Performance By Finding Your Purpose
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This piece was co-written with Vincenzo Ciampi, executive director, Innovation and Strategic Projects at Sandoz.
We have come to strongly believe that you simply cannot drive sustained performance and high levels of achievement in one's job and career without being fully engaged and feeling a strong sense of purpose.
Like many of us, both of us spent the first part of our careers climbing the corporate ladder and chasing promotions and bigger assignments, but often working in fields where we didn't feel a real sense of purpose. At one point in Vincenzo’s career he began to realize that in order to continue to achieve and feel driven, he needed to find this purpose a lot more in whatever opportunity he was pursuing. A few years ago, Vincenzo was at career crossroads and decided to reorient his career towards healthcare. Almost immediately he felt a stronger connection between his job and a bigger purpose beyond simply achieving, earning and winning. Because he was in a field that allowed him to feel a stronger connection with his work, he experienced higher levels of performance and was inspired to lead others to achieve more as well. It began to feel that he was, in fact, gaining a meaning in his career that spilled over positively to personal spheres of life(as we all know the importance of being healthy and the considerable downside of not being so).
Karl also went a similar process when he left his 11 year lucrative career in sales and marketing management at IBM and Hitachi to do his Ph.D. Now when he talks to old friends still in the high tech industry they are often worn out by 25 to 30 years of hitting the numbers and are sorely tempted by early retirement. Not only is it refreshing to have a second career, it also is a career where there is greater meaning and purpose from teaching and mentoring undergraduates and MBAs.
This personal discovery, of course, would be of little value if it did not translate to others. We have observed many people achieve great things, but equally many stagnate in their careers. The common element that often is the spark plug for change and progress is a sense of purpose. We have found this applies to people in the beginning of their careers as much as it does to middle managers and senior leaders. In the business world today it seems almost popular for millennials to be in constant search of a higher purpose (as discussed in Karl’s new book), but this does not mean that they hold exclusive rights. Whether you’ve been in an industry for five minutes or fifty years, finding a passion in the work that you is a goal everyone should strive to achieve.
We have all read countless articles about how younger generations are not as hardworking as the baby boomers, and how they value their personal lives and passions over career stability and ambition. This suggests that millennials are more careful with their career choices than past generations, and look at their lives from a holistic perspective rather than broken up into work life and private life. By taking a more rounded approach, millennials end up in companies that inspire their workers on both a professional and personal level. We believe that meaningful careers emerge when one can see a connection between one's own purpose and the role one plays in a given company. This is true both across generations and across industries. Ultimately, finding real purpose makes people willing to work harder, more diligently, and with greater passion.
In our last article, we spoke about employee engagement and the powerful correlation with strong leadership. We argue that strong leadership is critical to driving engagement and performance at all levels of an organization. However, leadership is only one part of the complex system that is the workplace and is not sufficient in and of itself to have sustained passionate output. The only long term sustainable advantage an organization can count on is its mission and purpose. Not enough work is being done to strengthen this dimension. Corporations often wax poetic about their strategy and their unique selling propositions or what they do from a corporate responsibility perspective to be of service. However, purpose and mission are often poorly articulated, and mission statements often end up all sounding pretty much the same even across different industries.
The real question now is, how does one find this equation of purpose? It's really rather straightforward and there are three critical steps to uncover if you are interested in understanding what your own connection might between your personal purpose and that of the organization, namely:
1. Connect — Does your current job or future opportunity, by its very nature allow you to see a link between the function and achieving successful performance outcomes that drive the organization forward?
2. Challenge — Does your specific skill-set within the role allow you to fully express all of your acquired talents and natural abilities and strengths?
3. Follow Through — Finally, does the accumulated effort of your job, your team and the entire organization allow there to be results that go further than merely achieving the tyranny of profits and or performance? In other words, can you see the good or the service your organization delivers and does it serve a greater purpose?
If you can say yes to all three of these, then congratulations on finding a fantastic purpose-filled career!
People often say "It's business, it's not personal", well it's time we retire this worn out cliché. In order for one to perform in a business or a nonprofit organization, it must be somewhat personal. Too often people have told me that non-profit or academic spaces are the only sectors in which people can be truly engaged, which is far from true. Purpose can be found in any organization provided the connection between your work and yourself is present and strong. When you personally believe and are invested in the bigger picture of what your employer is doing, then engagement and commitment rise substantially and performance follows suit.
Now, if you are merely punching a clock and working hard it does not mean you will have no success or achievement. For some people having a stable career is satisfaction enough. However, inspiration and passion can bring another level of performance you can’t replicate without engagement. Undeniably, the whole is greater than the sum of its parts.
Now, what does this all mean for organizations today as they enter into a phase of talent wars and a shortage of qualified people and shifts in demand for workers?
It means employers have their work cut out for them in the foreseeable future.
In order to connect more with the elusive "rare talent", it's not enough to articulate a vision or to boast about community days or to speak of environmental initiatives. Maybe it's time to spend less on cappuccino machines and pool tables.
Simply put: we need to better articulate the mission and purpose and it must connect less with the mind and more with the heart. Through powerful storytelling and imagery, any organization can tell its story and find a way to be compelling. The legacy of a strong purpose will be engaged employees and better companies, which should lead to a better future for us all.
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4d2360ec3a380297f46a2cf8c05e2154 | https://www.forbes.com/sites/karlmoore/2017/09/07/how-do-we-navigate-a-post-truth-world-follow-the-millennials/ | How Do We Navigate A 'Post-Truth' World? Follow The Millennials | How Do We Navigate A 'Post-Truth' World? Follow The Millennials
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This piece was co-written with Liam Timmins.
In 2016, Oxford declared its Word of the Year to be “post-truth” after it saw a 2000% increase in usage. How do executives or at least older people make their way in a post-truth world? Leaning on your Millennials is one helpful approach.
Post-truth is defined as “relating to or denoting circumstances in which objective facts are less influential in shaping public opinion that appeals to emotion and personal belief.” Some have attributed its recent popularity to the sort of anti-establishment and emotion-driven politics that gave rise to the election of President Trump and the Brexit decision. However, we believe that the post-truth world we find ourselves in is the result of greater phenomena. On one hand, growing income inequality has led to widespread frustration. Feeling shortchanged by the system, many people are susceptible to reactionary thinking. On the other, the constant barrage of information and opinions enabled by the internet and a 24-hour news cycle is not only disorienting, but also makes it difficult to discern between what is ‘news’ and what is ‘opinion.’
This confusion has led to a decline in trust. A 2016 Gallup poll has found that the American trust in mass media has fallen to an all-time low. Public distrust makes sense when we consider a Postmodern worldview. Why should people accept what they are told by mainstream sources when they have direct access to the ‘real’ world through the user-generated content that pervades the media? We have the ability at our fingertips to find evidence or opinions supporting any and all narratives. Why would we want to accept universal ‘truths’ or ‘facts’, especially those that contradict our opinions? But as irritating as a post-truth world may seem, we sense that Millennials may be the best guides to navigating it.
Consider for a moment how a Millennial consumes news. They open their phone or laptop to their social media of choice: Facebook, Twitter, Instagram, or possibly all three. Immediately they begin scrolling through a real-time newsfeed of videos, photos, comments, and headlines that are shared by their network of friends. Each post is accompanied by the sharer’s opinion or reaction, even if not expressed explicitly, there are implicit assumptions made by the reader based on their relationship to the sharer. Now, add to that the bias or opinion expressed by the originator of the content (i.e. the author of an article or the creator of a video). With just one passing glance, Millennials are processing complex media with multiple layers of bias attached. And they do this excessively. In fact, the average Millennial checks their smartphone over 150 times each day (5 times as often as an average adult).
With this in mind, it is easy to see why Millennials are skeptical about the truth. In the 1950s and 1960s, there was more of a single uniform Truth. You may remember that much of society watched the CBS evening news with Walter Cronkite, but since then access to information has grown many times. This eventually led to its current distortion and deterioration. Each news story is now spun many ways and from various perspectives, making it impossible for a single universal truth to prevail. Therefore, our virtual world enables both extreme distortion and exposure. To Millennials, the truth is variable and constantly shifting. This is a central idea to the Postmodern worldview that Millennials learn in high school and at university. In today’s world, many will only pay attention to what agrees with them. In the 60s and 70s — a world of three major television networks in the U.S. — you could not do this as easily. Absolute Truth (with a capital “T”) is a bit more rare sight nowadays, even more so than it was 20-30 years ago.
Millennials are pioneers in sorting through what seems to be universal ‘Truth’ and the individualized, subjective concept of ‘truth.’ They thrive on information and can be fanatically analytical. They are aware of the fine line between the two varieties of truth, yet they often flirt with the frontier between the two. Their sense of right and wrong differs greatly from that of the Modern (Boomer) generation. They often justify their actions based on their personal understanding of the truth. In the mind of the Millennial, the truth is obtained through access to information.
Millennials are experts in disassociating fact from opinion and wading through waves of bias in the modern media to find truths. Their minds have been trained to pull the most significance or useful interpretation from feeds of information. They know more than anybody that context is key, and the same story told from different perspectives can hold many different meanings. This skill is valuable in a variety of settings. In the business world, communication can be bogged down by emotion and bias, but Millennials do not see this as a disadvantage. To them, communication is always attached to emotions and opinions, so understanding the individual is vital to hearing their message. They have gained expertise through their years of practice in carrying on different channels of communication throughout the day. By understanding communication as something individualized, they can process information efficiently and improve its accuracy.
Executives, senior business people, and Boomers should realize that in a post-truth world, Millennials are in their natural habitat. Let’s have the humility and good sense to let them reverse mentor us on how to navigate our way in today’s world. Liam recently joined Accenture as a consultant in Ottawa.
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cf1a9e76a78554b98e7c5f49dfe10608 | https://www.forbes.com/sites/karlmoore/2019/09/20/how-eileen-murray-co-ceo-of-bridgewater-associates-encourages-risk-taking/ | How Eileen Murray, Co-CEO Of Bridgewater Associates, Encourages Risk-Taking | How Eileen Murray, Co-CEO Of Bridgewater Associates, Encourages Risk-Taking
Eileen Murray is the co-CEO of the investment management giant Bridgewater Associates. Marie Labrosse
Growing up, Eileen Murray, co-CEO of Bridgewater Associates, never thought of herself as disadvantaged. Instead, her upbringing in a housing project in New York served as her first introduction to the collaboration and care that she now helps execute at the American investment management firm.
“I had the privilege of growing up in a neighbourhood with people from all over the world,” Murray recalled. “The lady next door was from Italy and made great Italian food. The people next door on the right were from Cuba. The people down the hall were from Puerto Rico. And the community and the people helped each other. If your mother was working someone else’s mother would take you to the doctor.”
This multicultural childhood empowered her to believe in the power of her own voice. Living in and amongst such a diverse community instilled in her a belief in a true meritocracy where hard work paid off.
However, as she climbed the corporate ladder, she started to see the ways in which specific populations were at a disadvantage in the professional world. She chose to use her power to call into question the hiring biases of her colleagues and confront systemic discrimination in business.
“When I became Controller at Morgan Stanley 10 per cent of the senior people were women. When I left the position, it was 52 per cent. All I did to achieve that was ask people why they were picking this person for this job. We would unpack it and I found that just talking those decisions through with people worked pretty well early on.”
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Her focus on diversifying the financial services industry’s workforce is what has kept her in the field. Murray appreciates the logical aspect of accounting work, but she admits that management is her true calling.
“It’s not just about the numbers, it’s about people and how you treat them,” she said. “My great passion is working with others and developing them. I could do that in any industry.”
When she first considered joining Bridgewater, Murray was unsure that the company’s approach to development was the right fit for her. The investment management firm prides itself on its distinctive corporate culture the earnestness of which took Murray by surprise. However, with time, she warmed to the benefits of Bridgewater’s “radical truth and radical transparency”approach.
“I realized that people had a social contract with each other to be straight with each other for the purpose of making each other better and for the purpose of understanding each other,” Murray explained.
The open communication style at Bridgewater also helps better evaluate risk, according to Murray, and is therefore key to the firm’s success. Murray attributes economic crises like the 2007 crash in part to a reluctance to be upfront about managerial flaws.
“Does anyone truly believe that no one in those firms knew what was going on when the financial crisis was taking place?” she mused. “I believe that what happened in the financial crisis is that people started getting fearful of raising their hand and saying I don’t know what’s going on here. At Bridgewater because people are speaking their mind, I don’t see that happening.”
Bridgewater’s corporate structure is also designed to better manage the risk of the financial services industry. The company has multiple co-CEOs, co-CIOs, and co-Chairmen who share the leadership responsibilities as well as the burden and consequences of the firm’s decisions.
Murray shares her CEO duties with David McCormick, who is based in the Westport office, while she sits in the Stamford office, a short drive away. Their partnership is based on the same core value that the entire firm shares: truth and transparency.
“It’s hard to make it work sometimes, because you have to check your ego at the door and put your firm first and foremost and not everybody can do that,” Murray said. “And we don’t always agree but that’s the beauty of it. To get the disagreement out there in the open, to get the different perspectives, it’s a richer way of being.”
Murray also engages other Bridgewater employees in important conversations, to give them a stronger stake in the business. Strategy comes out of a constant dialogue between a variety of actors which the leaders, herself included, help to facilitate by alleviating the stress of risk and taking ownership of collaborative decisions.
“I think the most important thing is my providing opportunities for people to be the best they can be while achieving the goals of the firm,” Murray said. “I’ve seen two sets of people go after the same project and one’s successful and the other one’s not, even though they have the same skillset. The difference is the leader providing a safety net for people to take risks.”
Karl Moore and Marie Labrosse. Karl is an Associate Professor at the Desautels Faculty of Management, and Marie is a master’s student in English Literature, both at McGill University.
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963771ef8452551cd81b79d030713260 | https://www.forbes.com/sites/karlmoore/2019/09/27/building-real-relationships-to-empower-female-leaders/ | Building Real Relationships To Empower Female Leaders | Building Real Relationships To Empower Female Leaders
Ève Laurier and Helena de Oliveira attended the IWF's World Leadership Conference in Miami as part ... [+] of their Fellowship. Ève Laurier
As their fellowship with the International Women’s Forum (IWF) draws to a close, Helena de Oliveira, former Head of Procurement Americas with Bombardier and Ève Laurier, General Manager at Edelman Montreal are confident that they have created a life-long bond with the 34 other female fellows.
The Fellows Program selects top-performing women from around the world in an effort to connect them to each other, as well as other female executives and members of the IWF, through mentorship, education, and the execution of a personal legacy project. The customized leadership training includes two week-long executive educational modules at the Harvard Business School and INSEAD designed specifically for female leaders.
“The program with the IWF makes you collaborate together so quickly and so intensely, that I guarantee that even if I don’t see any of these women in three years, I will be able to pick up the phone and say that I need their advice, and the conversation will flow like we saw each other just yesterday,” Laurier said.
The members of the current cohort of IWF fellows hail from 12 different nations, including the United States, Turkey, and Jamaica. Yet, the group’s international character has not prevented them from forming a connection that transcends their cultural differences.
“To be with other women in this same position, there is a sisterhood of sorts that develops,” de Oliveira said. “We support each other a lot because we see that we face the same barriers everywhere in the world.”
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These sincere partnerships are invaluable to the women in both their professional and personal lives. Laurier feels that it is imperative to work at relationships by being curious and honest—a belief that the IWF’s mentorship component has only reinforced.
“It’s so important to build real relationships with people that are going to want to be generous toward you and who you will be connected with,” Laurier explained. “And eventually you’ll be able to help them too and return that favour. But it’s not a simple exchange, it’s a relationship that you invest in.”
De Oliveira also believes in the transcendental power of meaningful relationships in the workplace. Her vision of leadership contrasts leading and managing as having two distinct effects on employees: managing will get the work done, but leading will push people to new heights. She herself has come to realize how much of an effect she can have by broadening her horizons beyond pure productivity.
“This program has made me realize that it’s important to focus not just on work but also to leverage the capital that you gain from your work to advance social causes like diversity,” de Oliveira mused.
The legacy project that each fellow completes advances the social agenda that the women’s leadership can contribute to. De Oliveira is working with a professor from her alma mater, the École Polytechnique de Montréal, to encourage more women to join the university as leaders and instructors.
“The beauty of diversity is to bring something new to the table,” de Oliveira elaborated. “What we want to see is different generations, cultures, and genders. That’s when you get the most out of a group, but it can be hard to put together that kind of team. That’s why the legacy project is about using our social capital and power to contribute to society in some way.”
We support each other a lot because we see that we face the same barriers everywhere in the world. Helena de Oliviera, former Head of Procurement Americas with Bombardier and 2018-2019 IWF Fellow
While the two participants appreciate the bond that the program fostered among its participants, they found that the women-only environment also illuminated the necessity for gender diversity in the workplace.
“We often found ourselves thinking we need the perspective of the men here,” she said. “A workplace with just men or just women doesn’t reach the right equilibrium. Men are typically better risk-takers, but they go too fast. Women will rely on facts. So, what you need is someone who is able to say, ‘let’s do this,’ but also someone who is able to take the time and consider the blind spots of a decision. That’s what makes a good team.”
Despite their plentiful careers, both Laurier and de Oliveira remain humbled by the opportunity to participate in the fellowship. When touring the Harvard and INSEAD campuses, Laurier recorded videos to send to her family as a thank you for enabling her to make it to two of the world’s best business schools.
“If you stop pinching yourself in life, that’s when you stop being a good leader,” Laurier said. “You can’t take anything for granted. Leadership positions are filled with opportunities and you have to be grateful for that, always.”
Marie Labrosse, an MA student in English Literature at McGill University, contributed to this piece.
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bbfe9f479742961f7edbac9532e1ba68 | https://www.forbes.com/sites/karlmoore/2019/10/04/emmanuel-lulin-puts-the-ethics-in-cosmetics-at-loral/ | Emmanuel Lulin Puts The Ethics In Cosmetics At L’Oréal | Emmanuel Lulin Puts The Ethics In Cosmetics At L’Oréal
Emmanuel Lulin is the first Chief Ethics Officer in L'Oréal's history. Courtesy of Emmanuel Lulin
When thinking of C-suite executives, a variety of titles come to mind: Chief Executive Officer, Chief Operating Officer, Chief Financial Officer, and the list goes on. However, most would likely consider Emmanuel Lulin’s title, Chief Ethics Officer, out of the ordinary. In his capacity as Chief Ethics Officer for L’Oréal, Lulin ensures not just that the French personal care company is abiding by the law, but also that it is doing what’s right.
Lulin began his professional life at the age of 17 when he worked for Serge Klarsfeld, a French Nazi Hunter. As a Jew whose family was almost entirely decimated during the Holocaust, his work had a lasting impression on him.
“The experience certainly taught me that even if you are alone you can be impactful, you can create change, and you can have an influence despite the fact that you are surrounded by cynics and skeptics,” he said.
The experience inspired Lulin to pursue a Master of Law at the University of Chicago. He had originally intended to use his degree to fight for those who could not defend themselves, in the same way that he had done while working for Klarsfeld. However, his career did not initially unfold as planned.
“I wanted to defend widows and orphans as a criminal lawyer,” Lulin explained. “I really thought it was my destiny. But, after my studies at the University of Chicago, which were very expensive, I had no other choice but to go to a large international business law firm that compensated me enough for me to pay off my loans.”
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After almost a decade at a renowned New York law firm, Lulin transitioned into a general counsel position at L’Oréal. Driven by a desire to have a greater impact on the ethical decisions of the firm, he took on his current role as Chief Ethics Officer in 2007.
“I was a lawyer by training, but I became an ethicist by choice,” he recalled. “After a while I realized that things can be lawful but awful.”
Lulin spends most of his time travelling all around the world to L’Oréal’s offices which are located in over 70 countries. He has been to each of these countries and he knows the name of every single manager in the firm. Lulin believes that this hands-on approach is the key to having a substantial impact within the company and in its outward-facing operations.
“Through this personal commitment and engagement, colleagues can measure the sincerity with which we act,” he reasoned. “Codes, policies, shadow ethics, are to a large extent a lie. Many companies talk the talk, but the real difference is the sincerity with which we walk the walk.”
Lulin’s hope is that his actions will speak louder than his words, which will ultimately have a positive impact on L’Oréal as a whole. However, his goal is not to completely re-define the company and its mission. Instead, he wants to ensure that L’Oréal is making responsible choices at all levels of the firm.
“It's not about changing the DNA of the company because the DNA does not change,” he said. “It's about changing the culture so that we behave properly as a company and we behave properly as individuals.”
Things can be lawful but awful. Emmanuel Lulin, Chief Ethics Officer for L’Oréal
L’Oréal’s culture is rooted in four core values: integrity, respect, courage, and transparency. Rather than imposing a single definition of these values, L’Oréal’s employees are encouraged to give these words their own meaning. To that end, L’Oréal published a book of quotes, maxims, and proverbs that encapsulate the different definitions of these values according to employees from different parts of the world. Lulin believes that the project was an important step in creating a consistent global culture for the firm.
“It’s a way for us to create a common language in our organization,” he explained. “We are creating a language with four words.”
Lulin’s life revolves around the common language of ethics and values. His desire to make the world a better place and have a positive impact on society, through his role at L’Oréal and in his personal life are what makes life worth living.
“To have a meaningful life, that is my passion,” Lulin said.
Eric Schwartz, a recent graduate of the Bachelor of Commerce program at McGill University, contributed to this piece.
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d0571688387e9c89636e348af9f6c84b | https://www.forbes.com/sites/karlmoore/2019/11/16/alan-laus-wesure-is-bringing-insurance-to-chinese-users-through-their-mobile-phones/ | Alan Lau’s WeSure Is Bringing Insurance To Chinese Users Through Their Mobile Phones | Alan Lau’s WeSure Is Bringing Insurance To Chinese Users Through Their Mobile Phones
Alan Lau joined Tencent, one of the world's most valuable techn companies in 2016. Courtesy Alan Lau
Few companies are as ubiquitous in their respective markets as Tencent, the tech giant behind the popular Chinese social media application, WeChat. Informally known as China’s ‘app for everything,’ WeChat offers functionality far beyond that of other social media platforms like Facebook or Twitter. Users can send messages, shop online, do online banking, and now, thanks to Alan Lau, Chairman and CEO of WeSure, they can even buy insurance.
Tencent’s FinTech subsidiary WeSure makes it possible for users to buy insurance products without ever leaving the WeChat ecosystem. Despite the fact that Tencent is one of the largest tech companies in the world—it was the first Asian tech firm to be valued $500 billion—Lau still had to build WeSure from the ground up.
“It’s very much a start-up,” Lau said. “When I got there, there was nothing. I had to think of a name and build our team. We’re at about 400 people now.”
The unique nature of the insurance market in China was a key consideration for Lau as he began building WeSure. The Chinese population has historically been very skeptical of insurance companies, and as a result they tend to be under-insured relative to the rest of the world.
Lau believes that WeSure is in a position to reverse the Chinese reluctance to purchase insurance.
“There is a real opportunity to make insurance easy, accessible, and relatable, in a market where penetration is very low, where healthcare is difficult to access, and where everyone needs insurance,” he affirmed.
WeSure also takes into account the limitations of online retail—particularly retail through mobile phones with limited real estate to display information. Simplicity is key in capturing the user’s attention.
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“We don’t sell overly complicated products, we try to keep it simple because our customers don’t have 30 minutes to spend with an agent so that they can explain it to them,” Lau reasoned. “Most people only have two minutes to understand the product and we have to work to make it catch their attention right then and there.
To convince insurance-adverse users, Lau focuses on leveraging data analytics and implementing innovative strategies to enhance user experiences. For example, WeSure offers their health insurance customers discounts on future payments if they maintain a certain level of physical activity each day. By frequently engaging with their users, WeSure hopes to build strong customer relationships that will help them outperform competitors.
“We try to build an entire ecosystem around each of the three major areas—health, auto, and travel—as a way to engage with people,” Lau said.
The company’s approach is clearly working. Since their public-facing launch at the beginning of 2018, they have amassed over 20 million monthly active users and they have a customer satisfaction rate of over 95 per cent. Lau credits the lessons he learned during his 19-year tenure at McKinsey with his success. As a senior partner, he founded 3 new divisions within the firm, including their digital consulting practice.
“What I did at McKinsey has been so incredibly helpful,” he said. “I learned to think from a CEO’s point of view, how to manage teams, manage change, and make things happen.”
Lau is determined to follow WeSure’s impressive growth trajectory in the years to come, and he cites the social impact of his work as a key source of his motivation.
“I really feel that there is a strong sense of mission in my work,” he said. “I know that at WeSure we have the opportunity to protect over 1 billion people and give them help when they need it the most. Unless I were Bill Gates, I don’t think I would have another chance to be in a company where I could help 1 billion people.”
When he is not busy growing WeSure, Lau dedicates his time to the advancement of the fine arts. He serves as the Co-Chair of the Asia Pacific Acquisition Committee for the Tate museum in London, one of the world’s leading contemporary art institutions, where he leads the organization’s selection and acquisition of Asian artwork. He also sits on the boards of several museums and art institutions, and is a seasoned collector in his own right.
“I love the different way of looking at life that I get from enjoying art and meeting artists,” Lau said. “When I first started collecting art it was simply to put something on the wall, but now I feel that I’m able to tell a unique story through my collection.”
Eric Schwartz, a recent B.Com. graduate (’19) from McGill University contributed to this article.
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1342d4a764e074230405c83a2db8a596 | https://www.forbes.com/sites/karlmoore/2021/01/27/adapt-and-fast-ceos-keys-to-surviving-a-crisis/?fbclid=IwAR0yVXLC9BBIsIf69JyRnmnHZFHw3OZDgh21ch1Ux_HOuixdXZ4QQswHIaw&sh=5a829796e367 | Adapt And Fast: CEOs’ Keys To Surviving A Crisis | Adapt And Fast: CEOs’ Keys To Surviving A Crisis
The Covid-19 pandemic has forced many businesses to draw up a new road map for their future ... [+] operations getty
Joshua Pardo Blumen, a student in McGill University’s MBA program, contributed to this piece.
I feel confident in saying that the Covid-19 pandemic has been one of the most significant business disruptions that I have witnessed in my lifetime. During the second half of 2020, I invited over 40 CEOs and other leaders to our CEO Insights class at McGill University to learn about their first-hand experiences with the pandemic. From Mercedes-Benz’s Ola Källenius to the Aldo Group’s David Bensadoun to Tabatha Bull, the CEO of the Canadian Council for Aboriginal Business, they shared their perspectives on the pivotal moment that we are all living. As we plunge further ahead into 2021, I thought it was a good time to reflect on the lessons learned during these challenging times and on the lessons my guests have drawn out from them.
The most obvious skill that leaders needed in this context is adaptability. At the onset of the pandemic and as it has continued to morph, leaders have had to change their normal operating procedures in order to survive a crisis that has the potential to permanently shutter 225,000 businesses across Canada.
However, adaptation itself is not enough; change must be enacted quickly. Antonio Park, owner of the restaurants Park and Kampai Garden, shared that he moved toward a take-out and delivery model as soon as possible so that he could continue to perceive revenue. Failing to react in real time could have cost Park his restaurants.
“It’s simple: if we hadn’t shifted into a take-out format quickly, our clients would have gone to other restaurants,” he explained,
A disrupting event like a pandemic can also enable leaders to capture opportunities that may not otherwise exist. Lightspeed CEO, Dax Dasilva explained that the point-of-sale software provider expanded its portfolio and to take advantage of the opportunities that are flourishing as businesses push their digital capabilities and e-commerce booms. Their Lightspeed Supplier Network, which aims to help retailers restock their inventory more efficiently by connecting them with independent suppliers, is an example of a new feature that has emerged from this unique situation.
Similarly, venture capital and private equity firms have benefited from an opportunity to expand their portfolios. Venture capitalists can invest in start-ups that are increasing their value now that digitization has become more crucial than ever, while private equity firms are able to acquire those businesses that have taken a hit as a result of the pandemic. For instance, in 2020, Paul Desmarais III, Chairman and CEO of Sagard Holdings, the multi-strategy alternative asset manager, launched a private equity platform that targets the middle-market in Canada.
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The pandemic gave companies the opportunity to take a step back and re-design their operations, or to boost ongoing initiatives that were progressing at a moderate pace. Aldo seized on the halt of non-essential in-person shopping to increase the pace of an ongoing transformation project. When the world ground to a halt last March, the Canadian group was in the midst of migrating from a traditional brick and mortar business model to a largely digital model. Its CEO, David Bensadoun, said that after in the first few weeks after the onset of the pandemic the shoe and accessories retailer closed approximately 40% of its stores and boosted its e-commerce platform with online sales 77% higher than in 2019.
Likewise, Conrad Sauvé, president and CEO of the Canadian Red Cross, said that the Covid-19 pandemic shed light on a crucial strategic direction for the organization: a need for funding for a larger stand-by capacity. In response to this need, the organization created a civilian reserve to support long-term care facilities at the beginning of the pandemic. Although, in the case of both organizations these measures would likely have been implemented in a few years, their enactment was accelerated by the current pandemic, proving that some organizations will come out of the pandemic stronger than before.
Based on the insights of the CEOs who visited the classroom, the businesses that bet on diversification ahead of the pandemic, may likely weather this storm with fewer struggles. Claridge Investment’s portfolio includes companies across a variety of industries such as renewable energies, hospitality, and real estate. Stephen Bronfman, executive chairman of the Montreal-based private investment firm explained that in the mist of cross-industry disruption he was able to balance headwinds the live entertainment sector with tailwinds in the field of technology.
Looking ahead, it seems that maintaining the culture of an organization and passing that culture on to new hires will become a long-term challenge. Most CEOs acknowledge that the pandemic has revealed the flaws of traditional office life and many said that they plan to take a more flexible approach to where their employees work from. Nonetheless, almost all of our guests also agreed that a great degree of creativity was required in order to make a fully remote or hybrid workspace stick in the absence of full-time contact between staff. Phillip Crawley, publisher and CEO of the Globe and Mail, shared some of his ideas for facilitating gatherings while respecting safety measures, which included convening small groups in spaces with a high capacity that would enable them to distance.
The past almost-year has been one of historic change but also of vital learning for businesses. The pandemic has reminded leaders that the ability to remain adaptable and forward-thinking is essential to making it through any crisis.
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0228de8e6698a293f12be445ec9d0325 | https://www.forbes.com/sites/karlshmavonian/2011/09/16/thoughts-from-forbes-400-members-past-and-present/ | Thoughts from Forbes 400 Members Past and Present | Thoughts from Forbes 400 Members Past and Present
Not a fan of the 400. Image via Wikipedia
The nights are turning crisp and cool, school has started, hot pants are out and chunky sweaters are in, the pennant race in the AL East is heating up (having fun, Boston?), college football is lawyering up, the markets are insane—it must be Forbes 400 time!
The Thoughts on the Business of Life page in the upcoming issue of Forbes (Oct. 10, 2011) will feature quotes from Forbes 400 members past and present. Warren Buffett (you've heard of him), perennially at or near the top of the 400, uses our list as a handy tool to advance his Giving Pledge philanthropic mission, in which he chases billionaires and gets them to donate loads of money. The following quote was from his strawberry-malt summit held in Omaha last year with rapper Jay-Z:
"The way I got the message out was to get a copy of FORBES, look down that 400 list and start making phone calls! Bill and Melinda [Gates] did the same thing. So keep publishing the list so I can milk it."
Another member of our list who's been in the news recently, Steve Jobs, talks about how having your world turned upside down can be a good thing (this from his 2005 commencement speech at Stanford):
"It turned out that getting fired from Apple was the best thing that could have ever happened to me. The heaviness of being successful was replaced by the lightness of being a beginner again."
Oprah Winfrey, also in the midst of a career change, recently talked about the perils of starting her new cable network, OWN:
"I woke up one morning clutching my chest in fear. I realized fear ain’t good."
Darwin Deason, who has one of the more evolved names on the 400 and was new to the list last year, has no fear of aging:
"I know I can’t cheat death, but I can cheat old age, and I’ve lived my life that way."
Jack Dangermond, who cofounded mapping software company Environmental Systems Research Institute with his wife, Laura, and was profiled last year, offers his thoughts on urban planning:
"Our world is evolving without consideration, and the result is a loss of biodiversity, energy issues, congestion in cities. But geography, if used correctly, can be used to redesign sustainable and more livable cities."
While we're on the topic of cities, New York Mayor Michael Bloomberg shows his independent streak:
"I’m pro-choice. I’m pro-gay rights. I’m pro-immigration. I’m pro-gun control. I believe in Darwin."
(I assume the Mayor meant Charles Darwin, not the aforementioned Darwin Deason, but you never know.)
We almost had an autumn without NFL football, but fortunately for the fans the two sides came to gluttonous agreement on a new contract. Redskins owner Daniel Snyder, who came in with a $1.1 billion worth on last year's list, will remain desperate this year as he watches his team get pummeled by the Eagles:
"I am absolutely desperate to win a Super Bowl."
Finally, no Forbes 400 would be complete without somebody, Mark Zuckerberg in this case, complaining about being a member:
"If I could, I wouldn’t even be on that list."
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0abd0dfc90c27017760918f460b908bf | https://www.forbes.com/sites/karlsson/2015/12/07/the-new-star-chateau-of-saint-emilion-chateau-angelus/ | The New Star Château of Saint Emilion: Château Angélus | The New Star Château of Saint Emilion: Château Angélus
Château Angélus is not exactly a new wine château. The current owner is the 8th generation, so the château has been around for some time. But it is a new chateau in the “A” category of the Saint Emilion classification. Up until 2012 this highest level, Saint Emilion Premier Grand Cru Classé A, had been reserved for two châteaux: Château Cheval-Blanc and Château Ausone. But times change and in 2012 Château Angélus and Château Pavie joined these two prestigious chateaux. Not, I think, without some grunts of discontent from the original two.
Both these new “A” châteaux have shrewd businessmen as owners; Hubert de Boüard at Angélus and Gérard Perse at Pavie. The price of your wine on the world market plays a big part when your château is evaluated during the process of updating the classification every ten years. So to reach the higher hierarchy of the classification you have to be bold enough to raise your prices before you are classified so that you will have a chance to become classified.
Chateau Angelus in Saint Emilion, Bordeaux, copyright BKWine Photography
Hubert de Boüard of Château Angélus is not only a smart business man, he is also a very accomplished winemaker. And his wines are a bit different from most Saint Emilion wines. The vineyard of 39 hectares is planted with 50 % Merlot, 47 % Cabernet Franc and 3 % Cabernet Sauvignon. This big portion of Cabernet Franc makes, for me, all the difference. The wines have an amazing freshness which comes, in part, from Cabernet Franc. This grape also gives a very good backbone to the wine.
Hubert de Boüard of Château Angélus, copyright BKWine Photography
Even the very young Château Angélus 2014 is delicious already even though it is not yet bottled, when I tasted a barrel sample. The 2009, tasted recently, will keep in your cellar but you can drink it with pleasure right away, for instance with venison or other game. It will be very good also with not too strong cheeses. The 2006 is structured, very much a classic Bordeaux. Drinks marvellously well now. But it will not do any harm to keep it either.
Two vintages of Chateau Angelus, Saint Emilion, copyright BKWine Photography
Hubert de Boüard owns two more chateaux on the right bank of Bordeaux. Both of them are more modestly priced than Angélus. One is Château Bellevue, a Saint Emilion Grand Cru Classé. This is a small château of little over six hectares. Here the soil is very suitable to Merlot. So 98 % of the vineyard is planted with this grape and only 2 % with Cabernet Franc. The wines have a good complexity, roundness and body and the typical ripe plums you sometimes find in good quality Merlot wines.
Chateau Bellevue, Saint Emilion, copyright BKWine Photography
The other one is Château La Fleur de Boüard. This château is quite famous actually, although it is situated in the more modest appellation of Lalande de Pomerol. The vineyard consists of 24 hectares planted with 80 % Merlot and 20 % Cabernet Franc and Cabernet Sauvignon. The 2014 is a superb, classic Bordeaux, structured with spicy notes, really delicious. This vintage we have to wait for of course, it is not yet bottled, but you can find older vintages, like the 2010 which is a full-bodied wine with complex fruit aromas and a lingering juicy taste.
Price indications: Château Angélus 2009, 630 euro, Château Bellevue 2009, 69 euro, Château La Fleur de Boüard 2010, 40 euro.
—Britt Karlsson
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d287053519201f877cab4774befd29b3 | https://www.forbes.com/sites/karlsson/2015/12/28/a-love-hate-story-of-bordeaux-and-china-book-review-of-thirsty-dragon/?sh=45e4c0a66d17 | Book Review: 'Thirsty Dragon'--A Love-Hate Story of Bordeaux and China | Book Review: 'Thirsty Dragon'--A Love-Hate Story of Bordeaux and China
Don’t be mistaken. This is not a wine book. This is a book about the business of Bordeaux. About business in China. About Chinese doing business in Bordeaux. And everything in between.
The recently published book Thirsty Dragon by Suzanne Mustacich is one of a rare breed of “wine” books. It is more written like a novel than a non-fiction wine book. It is about the love and hate story between Bordeaux and China. I know of few other books like this in the wine world. Thoroughly researched fact books on wine that reads like a novel. The ones that exist are almost all written by Americans, published in the US. The Billionaires Vinegar by Benjamin Wallace. The Emperor of Wine by Elin McCoy. Perhaps a few more. (Any suggestions?)
Thirsty Dragon tells the story of how and why China became the most important export market for Bordeaux wine. And why that may well change one day. It tells the story through the eyes of, or more correctly, through the stories told by all the people who have been involved in developing this wine business relationship since the early 1980s.
The plot that Mustacich tells is essentially a chronology starting with how China discovered Bordeaux wines in the early 80s and ending in early 2015 with an uncertain outlook for the future. Will China continue as the most important market for Bordeaux, or not? Reading chapter after chapter one becomes familiar with many of the big players in the Bordeaux business as well as those in the wine and luxury market in China. It is a bewildering flow of new names that sometimes makes it challenging to follow the “plot”. Fortunately there is an extensive index in the book. It will be a very valuable reference for anyone who wants to understand the China-Wine-Bordeaux business in the future.
Thirsty Dragon by Suzanne Mustacich
Thirty or forty years ago Bordeaux wine, even top level Bordeaux wine, was primarily a drink to be enjoyed with food. Today that is no longer the case. Today top level Bordeaux wines, of which there are less than one hundred brands (aka châteaux), are really luxury products. Luxury products that may perhaps one day be drunk by the rich and fortunate but still very much luxury products rather than a dinner drink. Like an expensive watch. Or a piece of jewellery. This change has happened to a large extent because of the thirst of China for wine and the thirst of the top level chateaux and merchants for profit. Nothing wrong with that, but it has changed the field for the wine lovers.
The book takes you through almost all sides of the triangle China-Wine-Bordeaux. How China started buying wine and rich Chinese started investing in wine in the 80s. How China started to build a wine business of its own in China, often with the help of the French (China is now the world’s number one grape grower and the world’s number five - or eight, depending on the source - wine producer). The trade mark wars between what the Bordelais consider to be trade mark parasites in China and the established Bordeaux wine brands (= the famous chateaux). The boom in wine investment and in wine auctions in China. How the Chinese market eventually opened up to cheaper wines. The Chinese investments in Bordeaux châteaux (it is estimated that Chinese now own more than 100 Bordeaux châteaux). The all important role of the Chinese government in opening up China for wine by decreeing that red wine was preferable to spirits, and then, later, causing the bursting of the Bordeaux boom bubble by cracking down on ludicrous official over-spending on expensive gifts and representation. Etcetera.
Merlot grapes in a vineyard in Bordeaux, France (copyright Per Karlsson, BKWine Photography)
Mustacich must have spent innumerable hours with people in China as well as with people in Bordeaux. The book is built on what looks to be (but is of course not) insider live reporting of every step along the way. An impressive work of research and reporting.
The one thing that I would have liked to see more of in the book is analysis by the author of the situation. She tells a fascinating story but rarely steps back to give an independent eye’s analysis of what has happened. The last chapter is a brilliant exception. But perhaps that is simply the task of the reader.
The book also gives a rare insight into how the “Place de Bordeaux”, the trade in luxury Bordeaux wine works with it’s curious three level system: the chateau that rarely meet any end-customers (and pockets huge profits, according to Mustacich), the courtiers (brokers) who are simply a go-between and lubricant, and the négociants, wholesalers/traders who buy the wines from the chateau and take them to market. It is a less than transparent market rarely described in detail.
No-one comes out in a particularly favourable light in the book, not the Bordelais who indeed have suffered a lot due to the unpredictability of the Chinese market, but largely due to their own greed, nor the Chinese who seem to think that business abroad can be done like business at home, nor China that is clearly treacherous ground for doing business, much dependent on an unpredictable government administration.
The sub-title of the book is “China’s Lust for Bordeaux and the Threat to the World's Best Wine”. It is clear from the book that the threat, if there is one, is not one-sidedly coming from China.
Chateau Cos d'Estournel, Medoc, Bordeaux (copyright BKWine Photography)
The book also illustrates very well that the market for top level Bordeaux has become a market of luxury goods, primarily driven by marketing, fashion, perceptions and investing, and not much by any quest for “quality wine”. That is today a big problem for the 95% of the Bordeaux wine producers who are not in that segment (although this is of course not on the agenda in this book. Perhaps a second book by Mustacich?).
The book should be read by anyone who wants to understand more of how the market for the most exclusive Bordeaux wines function. It is also essential reading for anyone in the wine business who is contemplating selling wine in China, or anyone who simply wants to get an insight into doing business in China and with the Chinese. An impressive first book by Suzanne Mustacich.
— Per Karlsson
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d85715bba76d64b984acb253e20c176c | https://www.forbes.com/sites/karlsson/2017/01/22/a-legendary-wine-commandaria-from-cyprus/ | A Legendary Wine: Commandaria From Cyprus | A Legendary Wine: Commandaria From Cyprus
There are few wines that I would call legendary. The sweet Commandaria from Cyprus is one. Some people say it is the world's oldest wine. Perhaps that is so. It has in any case been around long enough and has probably not changed significantly over the years. The wine became widely known in the Middle Ages when it also got its name. But most likely, the wine was made long before that.
In 1191 King Richard I (called the Lionheart) departed on the Third Crusade. He passed Cyprus on the way to the Holy Land and he conquered the island which was later purchased by the Knights Templar. The Knights settled on a place on the island that they called Commandaria. The local wine was given the same name.
Of course, the popularity of Commandaria has waned a bit over the years. But its reputation as one of the classic, sweet wines of the world has never disappeared. I had not tasted Commandaria for a very long time when I recently had the opportunity to try several. It was an interesting experience. Commandaria is not quite like any other sweet wine.
Experimental Commandaria from the Ministry of Agriculture, copyright BKWine Photography
The wine is made from two local grapes, the blue grape mavro blue and the white xynisteri. The grapes are grown on the southern slopes of the Troodos Mountains, about 30 kilometers north of Limassol, in poor volcanic soil. 14 villages are entitled to make Commandaria. The wine growers in Cyprus are lucky; there is no phylloxera on the island so no grafting on American rootstock is necessary.
The grapes are picked very ripe, even overripe, and thus very rich in sugar. They are then dried in the sun for one or two weeks to further increase the sugar content. Then, the grapes are pressed and the must undergoes a slow and long fermentation, often during 2-3 months. Sometimes the winemaker fortifies it with grape spirit, but it is not mandatory. The wine is aged in oak barrels for at least two years. The alcohol content of the finished wine is usually around 15%. According to the regulations, however, the alcohol may reach 20%.
Saint Nicholas Commandaria, copyright BKWine Photography
Commandaria wines have the sweetness, the richness and the caramel aromas in common. Some of them are almost overwhelming. To be enjoyed as an after dinner drink or with a chocolate dessert. Or whenever you feel the need for an energy boost.
Tasting notes:
Sodap Saint Barnabas 2010
Aromas of candy and almond. Full-bodied and a bit heavy.
Sodap Saint Barnabas 2000
Aromas of dark chocolate and with good freshness. Very long taste. A wine with character.
Saint Barnabas Commandaria, copyright BKWine Photography
Keo Saint John Commandaria
Powerful aromas of sweet dried plums. Some honey, spices, caramel and butterscotch. Rich and concentrated.
Saint John Commandaria, copyright BKWine Photography
Departement of Agriculture Commandaria 2008
Fresh despite high sweetness. Flavors of toasted almonds and orange peel.
Agia Mavri Commandaria 2010
Very sweet. Taste of caramel, almonds, nuts and honey. A dessert in itself.
Agia Mavri Commandaria and Tsiakkas 2008, copyright BKWine Photography
Etko Saint Nicholas 2010
Dark amber color. Savory aromas of dried fruit, spices. Some freshness, good length.
Centurion Commandaria 2000, copyright BKWine Photography
Commandaria Tsiakkas 2008
An elegant wine despite the richness and sweetness.
Etko Centurion 2000
Attractive flavors of dried fruit, dark chocolate, orange peel. Good freshness and with a small, pleasant note of oxidation.
—Britt Karlsson
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4389a89ff24510cd7507850c1cdc747f | https://www.forbes.com/sites/karlsson/2017/07/11/alain-senderens-in-memory-of-one-of-frances-greatest-chefs-in-history/ | Alain Senderens, In Memory Of One Of France's Greatest Chefs In History | Alain Senderens, In Memory Of One Of France's Greatest Chefs In History
It is not often you meet someone who has voluntarily given up on having three Michelin stars. Even in this, like in so much else, Alain Senderens was a precursor and pioneer. He “handed in” his three stars in 2005, after having them for 28 years.
We met over lunch in his restaurant, “Alain Senderens”, in Paris in December 2011, two years before he sold the restaurant. The publication of this interview now is a tribute to the memory of one of the greatest men of French and world gastronomy. Alain Senderens was on born 2 December 1939 and died on 25 June 2017.
So how did it all begin? “It was a natural choice for me”, explains Senderens, although his family was not a restaurant family.
“My grandmother cooked a lot at home. When I came home from boarding school I was in the kitchen and cooked with her. We had a big library with cook books. When I had finished school I started as an apprentice in the kitchen in the Hotel Ambassadeurs in Lourdes.”
The interior at Alain Senderens' restaurant, copyright BKWine Photography BKWine Photography
“After Ambassadeurs I started to work at the la Tour d’Argent restaurant in Paris, as junior commis. It was terribly hard work but it was a good place. Then I went to work at the Lucas Carton restaurant. I became chef saucier. Sometimes I also worked as stand-in chef since the owner was not always there. After Lucas Carton I went to Hilton. I was sous-chef and earned good money.”
In 1968 Alain Senderens opened his first own restaurant, L’Archestrate. “At that time restaurants worked differently, you did not have the right to create new dishes. It was all according to Escoffier. You were supposed to reproduce what Escoffier had done but I did not want work like that.”
The Alain Senderens restaurant in Paris, copyright BKWine Photography BKWine Photography
Handing in the three Michelin stars
Alain Senderens run L’Archestrate for almost twenty years earning three Michelin stars in 1978. He kept them for 28 years, until 2005. In 1985 he leaves Archestrate to take over Lucas Carton, his old employer. In 2005 he makes takes a dramatic decision and “hands in” his three Michelin stars. He peels off much of the luxury layers that were (and are) obligatory in a three star restaurant.
Why did he do it?
“Ah, it is the best thing I ever did! Three stars are very nice. I fought all my life to have them and I kept them for 28 years. But, one day, I walk out from the kitchen to la caisse and I suddenly look at what we do in a different way. We had truffles, game, famous wines… The average bill was 400 euro (USD 450), in 2005! I thought ‘this is crazy; nothing is worth so much money!’ We had silverware, crystal… Things break, you have to replace it. More than half of the costs were things that did not go into what was on the plate. I said to myself ‘this is impossible; I will make things less elaborate and luxurious, but I will keep the quality of what is on the plate’.”
The democratization of haut cuisine.
Alain Senderens, copyright BKWine Photography BKWine Photography
Inspirations
Alain Senderens’ most important sources of inspiration are not any persons, he says, but simply the tastes and flavours of the wines and the food. There is one exception: Jacques Puisais, a French oenologist, wine writer and taste philosopher.
“Jacques Puisais became in a way my philosophical father when it comes to wine and food matching. After meeting at a dinner Jacques and I started to work together to find the best food and wine matches.”
Wine was vital for Alain Senderens, copyright BKWine Photography BKWine Photography
Another big marker on his career was his early employment at Lucas Carton.
“I think it was at Lucas Carton that I learned la rigeur, discipline and attention to detail. It was perhaps easier for me to learn than for some others. I think I had it in me. You know, there are only two ways to work: the good way and the bad way. And the good way does not take any more time than the bad way. Let me give you an example, just a small thing but something that marked me.”
“You know le pass, where you pass the plates from the kitchen to la salle; at Lucas Carton they put a clean table cloth there. If at the end of service it was dirty, with stains on it, we were all punished. So the same table cloth could be used for a week. We were all very careful, looking after each detail, cleaning even the underside of the plates.”
One of Alain Senderens' creations, copyright BKWine Photography BKWine Photography
Food and wine pairing pioneer
Senderens was also a pioneer in matching food and wine. Already in 1985 he created a menu with specific wine pairing suggestions to each dish, each served by the glass.
“Matching food and wine is a bit my speciality“ says Alain Senderens. “The food and the wine are a bit like a man and a woman. They are either quarrelling or they are happy together. Sometimes it is like they are walking along a river, a romantic promenade, but that’s all. They never make love. What I try and achieve with my food is the perfect match between food and wine, not just the pleasant walk along the river.”
The interior at Alain Senderens' restaurant, copyright BKWine Photography BKWine Photography
“I look for harmony, just like in a painting. In a painting, the main colour is of no interest in itself. It is the complimentary colours that make the painting vibrate, together with the main colour.”
“A food and wine match is not only a question of aromas. It is also very much the texture or the structure of the wine and the food. The good matches are very tactile, in the mouth.”
From an interview made in December 2011 with one of the greatest chefs in history.
Alain Senderens sold his eponymous restaurant on the Place de la Madeleine in Paris in 2013. It is still active, now under its old name Lucas Carton.
You can find a much longer version of this interview with Alain Senderens here.
–Per Karlsson
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9186f1f3c6c2d1df47f68e42ce5c5ae0 | https://www.forbes.com/sites/karlsson/2018/05/18/tequila-and-beer-out-time-for-mexican-wine/ | How Wine Is Growing In Popularity In Mexico | How Wine Is Growing In Popularity In Mexico
Few people would think of Mexico as a wine-producing country. Apart from the fact that Mexico is on the same latitude as northern Sahara this is a beer drinking-country and on top of that, world-famous for its tequila. Does wine really have any chance of success?
“Absolutely,” says Cristina Pino, a Spanish oenologist who came here from Spain seven years ago. She now works for wine producer Monte Xanic. “Mexico is a small wine country,” she says, “but with our different terroirs we can produce a multitude of wine styles.”
And slowly but surely the interest in wine is growing among consumers in Mexico.
Cristina Pino, a Spanish oenologist in Mexico, copyright BKWine Photography BKWine Photography
Mexico is far south and it does have a very warm climate. If vines get too much heat the wines will subsequently have too much alcohol. The fruit will be jammy and the wines will feel unbalanced. But you can overcome these problems. Mexico is a mountainous country and at high altitudes the nights are cool, even cold. Or you can choose a location close to the coast where the sea breeze will cool the vineyards. Mexico makes use of both these options.
The first wines were made in Mexico in the 16th century at high altitudes in the central part of the country. Vines still grow here but the main production is now in coastal Baja California.
Bodega Monte Xanic, Mexico, copyright BKWine Photography BKWine Photography
Wines are made in Mexico from around 16,000 acres (6,500 hectares). If we count also table grapes and grapes used for brandy production the total surface under vine is larger.
Around 40 different grape varieties are used which is a lot considering the small surface. The most common are Chardonnay, Sauvignon Blanc, Chenin Blanc, Riesling, Semillon for whites and Cabernet Sauvignon, Merlot, Nebbiolo, Tempranillo, Garnacha (Grenache), Cariñena (Carignan), Cabernet Franc, Petite Sirah, Zinfandel, Petit Verdot and Malbec for reds. 75% of the Mexican wines are red which is normal for a warm climate country. But the whites are surprisingly good.
The brandy grapes, and also some grapes for wine, still grow at high altitudes, mainly in the Parras Valley in Coahuila in the central part of the country. Here the climate is dry and the growers have few problems with fungal diseases.
The vines can cope with the heat during the day thanks to the cold nights. It is more or less semi-desert climate with less than 300 millimetres of rain each year.The conditions here are good and producer Casa Madero has been proving this for a number of years now. It is said to be the oldest wine estate in the region, founded already in 1597. Their grapes grow at 1500 metres above sea level.
Casa Madero Chening Blanc, Mexico, copyright BKWine Photography BKWine Photography
Their Chenin Blanc Orgánico is impressive, full of flavours, aromatic, dry and with balanced oak. Gran Reserva Shiraz is rich and well structured. The Gran Reserva Blend 3V is a blend of Cabernet Sauvignon, Merlot and Tempranillo. The lovely fruit of Merlot and Tempranillo is in the foreground with hints of oak and spices.
Casa Madero 3V Gran Reserva, Mexico, copyright BKWine Photography BKWine Photography
Further south, also in the inland, wines are made in Aguascalientes, between two mountain ranges which give the vineyards a temperate climate with some rain also during summer.
Most wines today, however, are made in coastal Baja California. And more precisely in the Valley of Guadalupe, around 62 miles (100 kilometres) south of the border town of Tijuana. This beautiful, narrow peninsula accounts for 90% of the wines made in Mexico. The climate is Mediterranean. The vineyards are cooled by winds from two sides, the Pacific Ocean and the Gulf of Mexico. The summers are warm and dry with rainfalls mainly in the winter. Irrigation helps to maintain quality and quantity.
Monte Xanic, where Cristina Pino works, is situated in Baja California. The grapes for the wines come mainly from Guadalupe but not only. A new challenge is Pinot Noir, planted in one of the cooler valleys at 800 meters above sea level. The vineyards are irrigated by meltwater from the mountains. “This is what I like”, she says, “playing with different valleys with different conditions, different soil, such as sand, gravel, clay. We have young vines and some that are 100 years old. Monte Xanic is a very open minded company and we do a lot of research and experiments.”
Monte Xanic Cabernet Franc, Mexico, copyright BKWine Photography BKWine Photography
Syrah is one of her favourite grapes. “Syrah is very well adapted and we use it often as monovarietal. It goes very well with American oak.”
Her Chardonnay is delicious, very dry, with some fatness and a little bit of bitterness at the end. It is fermented in oak barrels and harvested by hand at night (rare!) to keep the freshness. Her Cabernet Franc Reserva Limitada is for the moment my Mexican favourite. It has been aged for 12 months in French oak barrels. The fruit feels perfectly ripe and the tannins are present but smooth.
Quality is growing overall in the Mexican vineyards and more and more small growers are making their own wine, aiming at the best possible quality. They try new ideas, they travel and they are inspired by wine makers from other countries.
Syrah and Tempranillo from Aguascalientes, Mexico, copyright BKWine Photography BKWine Photography
Mexico has been exporting to the USA for some time and is now also starting to develop their export to Europe. I tasted these wines at a presentation in Paris recently at the OIV, International Office of Vine and Wine, France being one of the countries they have their eyes on (not the easiest of countries for imported wines).
The producers I met here in Paris were confident. They feel they have good products to offer the export market and they also believe that the domestic consumption in Mexico will grow quickly. Today it is a modest one litre per person and year (9 litres in the US and 40 in France). So there is plenty of room for improvement. It is time for beer and tequila to make room for the wine.
—Britt Karlsson
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7531fb76b1d03b45af66729df111ec47 | https://www.forbes.com/sites/karlsson/2021/01/20/stellenbosch-south-africas-outstanding-cabernet-sauvignon-region/ | Stellenbosch, South Africa’s Outstanding Cabernet Sauvignon Region | Stellenbosch, South Africa’s Outstanding Cabernet Sauvignon Region
“Cabernet is king”, declares winemaker Danie Steytler Jr at Kaapzicht in Stellenbosch. Cabernet Sauvignon is the most planted grape in this South African wine region, and Danie wants people to take note. He is not alone. Some of the most prominent Stellenbosch wine estates have joined forces to promote their principal grape.
In 1679 Simon van der Stel, the second governor of the Cape founded the town of Stellenbosch. Today, 340 years later, Stellenbosch is the biggest and the most famous South Africa wine region. The town’s university and wine research institute are renowned throughout the wine world. Wine tourists in South Africa visit Stellenbosch to admire the well-preserved and beautiful Cape Dutch buildings from the time of van der Stel.
At Stark-Condé Wines, Stellenbosch, South Africa, copyright BKWine Photography BKWine Photography
Not surprisingly, Stellenbosch is home to some of the oldest and most famous wine estates in the country. Meerlust, Rust en Vrede and Rustenberg were all founded end of the 17th century. Meerlust was created in 1693. Here, Giorgio dalla Cia, the winemaker at the time, made South Africa’s first Bordeaux blend in 1980. The wine was called Rubicon, and it has been a success ever since.
Rubicon was quite a revolution at the time as Cabernet Sauvignon and Merlot were not very much planted. Now things have changed. Cabernet Sauvignon has proved to be well-suited to Stellenbosch. It likes the heat and is drought tolerant. Today it is the most planted variety in Stellenbosch with almost 7,500 acres. In total Stellenbosch has approx. 37,000 acres. It is the biggest Cabernet Sauvignon region in the country.
Giorgio and George Dalla Cia in the winery restaurant in Stellenbosch, South Africa, copyright ... [+] BKWine Photography BKWine Photography
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“We need to promote it more”, says Danie Steytler Jr at Kaapzicht, “it can do very well here, and people tend to think only Bordeaux and Napa when it comes to Cabernet Sauvignon.”
He is happy about the creation a couple of years ago of the “Stellenbosch Cabernet Collective”. Around 35 prominent producers aim to promote Stellenbosch Cabernet Sauvignon as a top-quality wine on par with its French and US counterparts.
Stellenbosch is hot and dry in summer, but seldom too hot and the vineyards enjoy cool breezes from False Bay in the afternoon. It rains mainly in the winter. Some producers irrigate their vineyards, some do not, depending on the soil which is very varied in the region. The surrounding mountains also give the vineyards varying degrees of exposure to wind and sun. There are seven sub-regions, called wards, to show off these differences.
Danie Steytler Jr at Kaapzicht Winery in Stellenbosch, South Africa, copyright BKWine Photography BKWine Photography
A ward is a smaller area with, presumably, a homogenous soil and climate. Some of these names are now starting to be recognized by wine lovers, such as Banghoek, Bottelary, Jonkershoek Valley, Simonsberg-Stellenbosch, Polkadraai Hills. Still, many prefer to put the more famous name of Stellenbosch on the label instead of a (yet) pretty unknown ward.
We find Kaapzicht in the Bottelary Hills to the west of the town of Stellenbosch. When the weather is favourable you can, as the name indicates, see Table Mountain in Cape Town (Kaapstad in Afrikaans). It is a family vineyard; Danie is the 4th generation. He makes some outstanding wines (not only from Cabernet Sauvignon) on the farm’s 160 hectares of vines. Kaapzicht Cabernet Sauvignon 2017 has a rich black currant fruit with wild herbs, very fresh with firm tannins in the background for structure.
José Condé, owner and winemaker of the Stark-Condé winery on the last day of harvest, Stellenbosch, ... [+] South Africa, copyright BKWine Photography BKWine Photography
Stark-Condé is beautifully situated in the Jonkershoek Valley, south-east of Stellenbosch town. The winemaker José Condé is particularly fond of Cabernet Sauvignon. “Cabernet Sauvignon is what we are most known for”, he says, “it has always been our focus”. He makes his top wine Three Pines Cabernet Sauvignon from grapes grown on slopes in decomposed granite with a fairly high clay proportion. “Three Pines combines power and elegance”, says José. It is also quite aromatic and floral, with soft tannins, and intense black fruit.
Another superb producer in Stellenbosch known for its Cabernet Sauvignon is Thelema, situated on the south-east side of the Simonsberg Mountain. The vineyards are at quite a high elevation, 1700 feet above sea level. Look for stylish Thelema Cabernet Sauvignon 2017 with hints of cedarwood and Thelema Rabelais 2018, a Cabernet Sauvignon and Petit Verdot blend.
Rudi Schultz, winemaker at the Thelema winery in the middle of harvest, Stellenbosch, South Africa, ... [+] copyright BKWine Photography BKWine Photography
Boschkloof is in the south-west, in the Polkadraai ward. Jacques Borman, the owner, worked for Simonsig (another famous Stellenbosch winery) before starting on his own in 1995. His son Reenen is now the winemaker. “Polkadraai is a bit cooler than many other parts of Stellenbosch”, says Reenen, “the maritime influence is more pronounced, we get freshness and ripe but never overripe grapes.”. Although Boschkloof is more known for its excellent Syrah, the spicy Cabernet Sauvignon is impressive and excellent value for money.
Reenen Borman, winemaker at the Boschkloof winery in the middle of harvest, Stellenbosch, South ... [+] Africa, copyright BKWine Photography BKWine Photography
Giorgio, the creator of Rubicon and the father of the South African Bordeaux blend, spent 25 years at Meerlust. He and his son George has developed their own successful winery called Dalla Cia, a stone’s throw from the Stellenbosch city centre. Dalla Cia Classico is an elegant 100 % Cabernet Sauvignon, and Dalla Cia Giorgio is, of course, a Bordeaux blend with Cabernet Sauvignon, Merlot and Petit Verdot. Their Italian heritage has also inspired them to produce excellent grappa.
—Britt Karlsson
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2d965bae16cebf7d89370ef1c2aeaee3 | https://www.forbes.com/sites/karlsson/2021/01/27/do-you-like-your-riesling-crispy-dry-or-slightly-sweet/?sh=32ebda6b1b4b | Do You Like Your Riesling Crispy Dry Or Slightly Sweet? | Do You Like Your Riesling Crispy Dry Or Slightly Sweet?
Riesling is a magnificent grape but a something of a challenge for the consumer. If you ask one of the grape’s many devoted admirers, they will tell you that Riesling is the noblest white grape in the world. The problem is to know if it is dry or sweet.
Many riesling wines can be described as “not-totally-dry-wines”, meaning that they are slightly sweet.
Riesling has very high acidity, higher than most other grapes. It is the acidity that makes riesling wines wonderfully fresh and delicious. But many wine producers believe that some residual sugar is needed to balance the acidity. With sugar in the wine, the acidity will appear softer. Therefore, they stop the fermentation before the yeast has transformed all sugar into alcohol. Just looking at the label when you buy your Riesling doesn’t always tell you the sweetness level.
This “trickiness” can be seen as an asset. Residual sugar in a Riesling ranges from 3 grams, i.e., completely dry, to 300 grams per litre and can be anything in between. It gives an incredible range of flavours.
Riesling grapes in a vineyard in Alsace, copyright BKWine Photography BKWine Photography
In Europe, white wine is considered dry if it has a maximum of 4 grams of residual sugar or up to 9 grams provided that the acidity is no more than 2 grams lower than the sugar content. So, If the wine has 9 grams of sugar, the acidity must be at least 7 grams. Riesling typically has between 6 and 9 grams of acidity per litre, which is considered high.
With a sugar level of around 6 grams, the wine will often feel more or less dry thanks to the freshness of high acidity. But with 8-12 grams of sugar or even more, as is sometimes the case, it starts to get problematic. But of course, it depends on what type of wine you are looking for. Many consumers are sensitive to high acidity and agree with the producers that a little sugar is needed.
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The discussion is not entirely different from the one in Champagne. Here you also have very high acidity, and the producers believe that a little dosage, a small dose of sugar, is needed for the sake of balance. What you prefer, crispy bone-dry or slightly sweetish, is a matter of taste.
Riesling is planted on around 136,000 acres globally (the most planted white grape, chardonnay, has 519,000 acres). Germany is the largest Riesling country in the world with just over 59,000 acres. The grape buds late and thus it usually avoids spring frost, and it can withstand cold winter temperatures.
Bottles of riesling 1999 in a cellar in Alsace, copyright BKWine Photography BKWine Photography
The Riesling acreage is growing in the United States. In California, the plantings have increased over the past ten years, from around 3,000 to 4,000 acres. But it is Washington that is the largest Riesling producer in the United States with approximately 6,200 acres. The Seattle-based winery Chateau Ste Michelle is said to be the largest Riesling producer in the world. A large part of their production is semi-dry wines with 15–20 grams of residual sugar. They collaborate with the well-known Riesling specialist Ernst Loosen from the Mosel region in Germany for the high quality and drier range called Eroica.
Riesling is an aromatic grape with a clear and often easily recognisable aroma. The fresh acidity often gives it away. Citrus and flowers dominate, but you can also find green apples, pears, rhubarb and in a warmer climate, sometimes tropical fruits such as pineapple and mango. It occasionally shows lovely honey notes even when the wine is completely dry, especially after a few years of ageing.
The high acidity gives firmness, even austerity, to a bone dry riesling, a style that you either like or dislike. A hint of “petroleum” sometimes appears after a few years’ of ageing. This aroma comes from an organic compound in the wine called TDN. I like it, but not everybody does.
A Riesling is rarely aged, or fermented, in small oak barrels. The general opinion is that the oaky character from barriques would obscure the finesse and elegance of Riesling.
Street sign, rue du Riesling, copyright BKWine Photography BKWine Photography
Thirty-five years ago, only 16% of German wines were dry. Now, the figure is approaching 50%. This is good (I think). Dry Riesling, especially from Germany, has a remarkable, unique, crunchiness and liveliness that is hard to imitate. A good quality Riesling, in my opinion, doesn’t need any residual sugar.
But dry Riesling in Germany has lived in the shadows of the sweet dessert Riesling wines, considered to be Germany’s great wines. The acidity gives these sweet wines an unusual freshness and lightness. Beerenauslese and Trockenbeerenauslese made from noble rot grapes, and Eiswine (ice wine) are rare and magnificent wines. Here you can, in exceptional cases, have up to 300 grams of sugar per litre. Other countries and regions, such as Canada and Washington, also make superb sweet wines from Riesling.
In France, curiously, only Alsace is allowed to make Riesling. The wines are often quite dry (though many are off-dry and even sweeter) and more full-bodied than the German ones. In Australia, it is warmer and drier than in most other Riesling regions, but crisp, dry Rieslings are made in the cooler Clare Valley and Eden Valley. New Zealand has had great success with its Riesling, often made in an off-dry style. Austria’s Riesling is a bit overshadowed by Grüner Veltliner. But the country produces some lovely Rieslings, always dry.
Riesling, almost ripe in Central Otago, New Zealand, copyright BKWine Photography BKWine Photography
If you don’t want sugar to hide the exceptional acidity of Riesling, you have to make an effort when you buy your wine. Ask in the shop if you are not sure. But it is worth the challenge.
Riesling facts:
Total worldwide surface: 136,000 acres Main countries: Germany, USA, France, Australia, Austria, Canada, New Zealand Character: Elegant, fresh acidity, crispy if bone-dry, lemon, grapefruit, green apples, pears, sometimes honey that gives a rounder mouthfeel. Sometimes hints of petroleum, especially after some ageing.
—Britt Karlsson
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cc6722bd76003fcdf64afe446b40dfbf | https://www.forbes.com/sites/karlsson/2021/02/20/provences-magnificent-red-and-white-wines-obscured-by-all-ros/?sh=55be782e423d | Provence’s Magnificent Red And White Wines, Obscured By All Rosé | Provence’s Magnificent Red And White Wines, Obscured By All Rosé
The production of rosé wines has exploded in Provence at the expense of other colors. Today, 86% of the wines in Provence are rosé. But all producers have not abandoned the tradition of making red and white wines. Luckily, because these wines are often excellent. You can make great reds in this beautifully sunny climate, and there are enough cool spots to produce high-quality whites as well. Here’s your introduction.
A tasting recently of red and white wines from Provence confirmed the feeling we have had for a long time. Provence should make more reds and whites. But the pink wines are here to stay. And given the great success of rosé wines in the export market, not least to the United States, one cannot really blame the Provence wine producers.
Vineyards on steep slopes overlooking the Mediterranean, near the Cassis village in Provence, ... [+] copyright BKWine Photography BKWine Photography
“And”, says Göran Boman, Provence-specialist and author of the book ‘Wines of Provence -Tricolour’, “the rosé wine is accepted as a serious wine and there are styles both for a refreshing aperitif and as a perfect partner for many dishes”.
But he laments the dominance of the rosé wines and the fact that they get all the attention. “Quality rosé wine rarely reaches the same complexity as a white or red quality wine, so I wish there were more focus on the other wine types”, he says.
Maybe there is hope. “A producer association called ‘Rouge Provence’ has been created”, Göran points out, “which aims to promote Provence red wines.”
We wish them luck.
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Bandol is a charming seaside town and also a famous red wine appellation in Provence, copyright ... [+] BKWine Photography BKWine Photography
The total area under vines in Provence is around 69,000 acres. The vineyards start east of the mouth of the Rhône river and extend further east for about 125 miles towards the French Riviera.
The Provencal landscape is scenic and often spectacular. The Mediterranean Sea and the mountains dominate the landscape. The vines mingle with olive trees, pine trees and palm trees. Throughout Provence, near the coast, several low mountain ranges affect the weather.
Summers are warm, hot in some places, and dry. The gorgeous sun shines between 2700 and 2900 hours a year. But the heat varies depending on where, in relation to the mountains, you are. Many vineyards are located at such a high altitude that the producers easily can keep a fresh acidity in their wines.
The northern mistral wind can feel icy cold in winter but refreshingly cool in summer. It keeps the vineyards dry and protects the vines from fungal diseases. Provence is the leader in France for organic viticulture. 24% of the surface is certified organic or under conversion, far more than the French average of 13%.
Vineyards, pine forests and mountains in Provence, copyright BKWine Photography BKWine Photography
The main red main grapes in Provence are Grenache, Syrah, Cinsault, Mourvèdre and the local Tibouren. This latter is used mainly for rosé wines. A small quantity of Cabernet Sauvignon is also permitted. The white wines are made from Rolle, Clairette, Sémillon and Ugni Blanc.
Côtes de Provence is the largest appellation (AOP) and includes almost 75% of all wines made in Provence. 90% of the production is rosé wines, but some exceptional reds and whites can be found.
Here are a handful of red and white wines from Provence that will convince you that here they can do much more than just rosé.
In the village of Cabasse, just east of Brignoles, a small town, Domaine Gavoty has long been known for its white wines from Rolle, a Mediterranean variety also found in Corsica and Sardinia under the name of Vermentino. The Gavoty vineyards enjoy hot summers, but it cools down significantly during the night, giving freshness to the wines. Domaine Gavoty Grand Classic Blanc 2018 (~15 USD) is light in style, refreshing and expressive on the palate with green apples, pears and citrus. Quite typical of the grape.
A superb red comes from Château Grand Boisé, an estate overlooking the magnificent Montagne Sainte Victoire, the mountain made famous by Paul Cézanne, the painter. The Château Grand Boisé 1610 (~30 USD) has intense aromas with hints of roses. It is light and elegant, with great complexity and length. An excellent wine.
As is the case in AOP Côte de Provence, 90% of the wines of AOP Coteaux Varois-en-Provence, another appellation, is rosé. But if you look hard, you find reds, from for instance Domaine du Deffends, a highly regarded estate. Domaine du Deffends Champs de la Truffière (~20 USD) is their top wine, made from Syrah and Cabernet Sauvignon. It is nicely structured with lovely dark fruit aromas, intensity and complexity. You feel the tannins, but everything is in balance.
Vineyards in Provence in winter and limestone rock formations, copyright BKWine Photography BKWine Photography
All parts of Provence have been stricken with the rosé fever. But some appellations hang on to their red wines a bit better than others. Bandol is a small town beautifully located by the Mediterranean Sea, near Toulon. The vines are planted on slopes, often with breathtaking views of the sea. Bandol has always been known for its high-quality red wines made with the powerful Mourvèdre. Despite this reputation, the proportion of red wines have shrunk to 22% today, from 40% twenty years ago. Still, it is more than anywhere else in Provence.
Northeast of Aix-en-Provence, in what is now AOP Coteaux d’Aix-en-Provence, the first Cabernet Sauvignon vines in Provence were planted in the late 1960s by Georges Brunet, owner at the time of the famous Château Vignelaure. Brunet also owned Château la Lagune, a Bordeaux chateau, and he had an idea that Cabernet would blend well with Syrah. He was right; it does. Cabernet Sauvignon is now well established in the region.
When the appellation of Coteaux d’Aix was created in 1985, the red wines were the main focus of many producers. Today, however, only 12% of the production is red. But the reds that remain are memorable. Quatre Tours Signature 2016 (~12 USD) is delicious and quite powerful, intensely fruity with lots of dark berries in a drink-friendly style, without lacking structure. The grapes are 40% each of Syrah and Cabernet Sauvignon and 20% Grenache.
Vineyards, pine forests and mountains in Provence, copyright BKWine Photography BKWine Photography
Les Quatre Tours is a small and ambitious cooperative, with around 35 members. When it was created in 1924, the phylloxera had devasted the vineyard. The winegrowers got together as a way to survive this challenging period.
In the far west of Provence, we find AOP Les Baux-de-Provence south of Avignon. The vineyards are gathered around the picturesque town of Saint Rémy-de-Provence and at the cliff’s foot from where the old village of Les Baux, with its impressive fortress from the 10th century, overlooks the surroundings. The production in Les Baux is actually almost 50% red wines. It is a pity the vineyard surface is only 620 acres.
The Alpilles, a low range of limestone mountains, give the landscape a particular character, barren and wild in places and also typically Provencal with lavender fields and picturesque villages. This is the Provence that Vincent van Gogh, who spent time in Saint Rémy, immortalized in more than 150 paintings.
The Alpilles mountain range and vineyards in Les Beaux in Provence, copyright BKWine Photography BKWine Photography
One of the big stars in Les Baux, and France, is Dominique Hauvette. She created Domaine Hauvette and made her first vintage in 1988. She makes mostly red wine, always well-structured and elegant. And very sought-after. Her Domaine Hauvette Roucas 2019 (~30 USD) is easy drinking and fruity in style, very elegant, with a long and complex finish. Here are lovely aromas of fresh herbs, and a good structure with firm but balanced tannins and a superb freshness. It is vibrant and delicious. Grenache dominates the blend.
Another appellation worth mentioning is Palette, east of Aix-en-Provence. It is small, only 118 acres. The vines are planted on gentle limestone slopes opposite the Montagne Sainte-Victoire. Palette is famous for one remarkable estate, Château Simone (~48 USD) where the monks made highly-rated wines as early as the 16th century. The chateau has a magnificent barrel cellar, excavated by the monks at this time.
The Rougier family, the current owner, replanted the entire property after the phylloxera crises and many of these vines remain. Some plots have vines that are more than 125 years old. Their wines are outstanding, not least the white, made from 80 % Clairette, an old but nowadays rare variety in Southern France. It is a wine with a lovely texture and structure, with aromas of apricot and flowers and a hint of honey, in short, delicious.
(The prices quoted in the text are retail prices in Europe.)
—Britt Karlsson
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ff617df1a05510b900eb776666398f8a | https://www.forbes.com/sites/karlsson/2021/02/22/lapostolle-and-clos-apalta-a-french-success-story-in-chile/?utm_campaign=socialflowForbesMainTwitter&utm_source=ForbesMainTwitter&utm_medium=social | Lapostolle And Clos Apalta, A French Success Story In Chile | Lapostolle And Clos Apalta, A French Success Story In Chile
Alexandra Marnier Lapostolle, whose family created the French liqueur Grand Marnier, came to Chile in 1994. She liked it so much that she launched Lapostolle Wines in Apalta, a much-praised subregion of the Colchagua Valley. In 1997, one of the first icon wines of Chile was born, Clos Apalta.
Chile has many strong points as a wine country. One is the dry and sunny summer; another is the cold South Pacific Ocean that brings freshness to many of the vineyards. Chile is a very long country, more than 2500 miles, but not very wide.
Colchagua is two hours south of Santiago, the Chilean capital. It is a warm and sunny region, famous for its red wines, but with some cooler spots where the temperature differences between day and night can be substantial. One of these cooler spots is Apalta, a 20-minute drive east from the main town of the region, Santa Cruz.
The vineyards and landscape around Clos Apalta-Lapostolle, Colchagua, Chile, copyright BKWine ... [+] Photography BKWine Photography
Lapostolle Wines owns a bit over 900 acres in three different Chilean regions, in Casablanca with a cooler climate, close to the Ocean, as well as in Cachapoal and Colchagua in the warmer Valle Central. But, says Andrea Leon, the winemaker of Lapostolle Wines, “Apalta is our true home”.
We met Andrea on Zoom recently to taste two new releases together, Clos Apalta 2017 and Cuvée Alexandre Syrah 2018.
There is a specific “Apalta style” that shows in all the wines, according to Andrea,. “They have good acidity”, she says, “and are more driven towards red fruit; also, they have tannins that are quite active.”
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Vineyards creeping up the hill at Clos Apalta-Lapostolle, Colchagua, Chile, copyright BKWine ... [+] Photography BKWine Photography
Apalta is cut off by the Tinguiririca River to the south and the vineyards are surrounded by mountains on the other sides. It is a well-defined and stunningly beautiful area of around 2,500 acres, made famous by Lapostolle and their neighbours Montes, Las Niñas and Neyen. As we have visited all four on our travels in Chile, we can definitely say that the wines of Apalta are of excellent quality.
Different altitudes, exposures and types of soil such as granite, alluvial, more or less organic material, give complexity in the wines, says Andrea. “Some of the vineyards have southern exposure, which means cooler as we are in the southern hemisphere.”
They start picking the lower part of the hillsides in April and the top of the hills later, not until the beginning of May in certain vintages. “This means a huge palette of tastes. We have parcels in the lower parts, in the middle and on the cooler top. The grapes from the top parts give us spiciness”.
Syrah is one of the best grapes in Apalta, according to Andrea. “It is ideally suited to the climate and amazing on different altitudes. We have Syrah on 17 different parcels on steep hills sides. These we use for blending into our Cuvée Alexandre Syrah.”
The barrel cellar and tasting room at Clos Apalta-Lapostolle, Colchagua, Chile, copyright BKWine ... [+] Photography BKWine Photography
She is always looking for intensity and freshness. “I never acidify. Syrah has a lovely balance, always with notes of freshness, and peppery. The acidity level doesn’t drop dramatically when the alcohol rises. That is the beauty of Syrah.”
“Cuvée Alexandre Syrah is special”, Andrea tells us, “we make only 12,000 bottles of each vintage. We select the best syrah parcels to make this cuvée. (They also make a Cuvée Alexandre with Merlot, which is pictured below.)
Lapostolle Cuvée Alexandre Syrah 2018 (~25 USD) is a superb wine. It is young, of course, but already balanced with lovely aromas of fresh red fruit, hints of spices and refreshing acidity. 2018 was a balanced vintage, Andrea tells us, with sufficient winter rains and moderate temperatures during the growing season and harvest at the end of April.
We also taste two older vintages, 2014 and 2010, to see how the wine evolves.
Lapostolle Cuvée Alexandre at Clos Apalta-Lapostolle, Colchagua, Chile, copyright BKWine Photography BKWine Photography
Lapostolle Cuvée Alexandre Syrah 2014 feels perfectly ready to drink, smooth with ripe fruit aromas. Delicious.
Lapostolle Cuvée Alexandre Syrah 2010 gives the impression of being younger. It is surprisingly fresh and very peppery. 2010 was the year of the big earthquake in February. “We were lucky, says Andrea, “the winery survived. Only a few tanks fell, and we lost most of our chardonnay, but the barrels resisted well”. It took them four months to put the barrels back orderly in the cellar. They had to take out the roof and do it with a big crane.
I visited Chile in May the same year, and I remember seeing stainless-steel tanks that had imploded scattered around the countryside, looking like crushed Coca-Cola cans.
Tanks at a winery in Chile crushed by the earthquake in 2010, copyright BKWine Photography BKWine Photography
The vat room at Clos Apalta-Lapostolle, Colchagua, Chile, copyright BKWine Photography BKWine Photography
Andrea and the Lapostolle team managed to do the harvest, and, says Andrea, “the wines we made that year; they are something special.” Indeed.
Clos Apalta is the top wine, one of the first icon wines in Chile. Carmenère, the emblematic grape of Chile, is the most important ingredient, with around 50% of the blend. They have some very old vines of Carmenère for this wine, some of them planted already in 1910. “Carmenère needs sunlight”, says Andrea, “and if you plant it in the right spot, it can keep the acidity.”
Cabernet Sauvignon, Merlot and sometimes a little bit of Petit Verdot make up the rest.
The Clos Apalta from Lapostolle Wines, Colchagua, Chile, copyright BKWine Photography BKWine Photography
Clos Apalta 2017 (~120 USD) is delicious with refined, intense and concentrated fruit aromas and complexity. The structure is firm, with smooth tannins. The palate opens up to oak aromas, blackberries and the hallmark freshness of carmenère. “This is in the style of a classic Bordeaux”, remarks Andrea. “Our consultant, Michel Rolland [from Bordeaux], defines the blend”.
The harvest of the new vintage 2021 is now underway. How is it looking? “It’s looking good”, declares Andrea. “We have a balanced amount of fruit; it has not been that hot in the summer, and we had good rains in the winter.“
We have more great wines from Lapostolle to look forward to.
—Britt Karlsson
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5ff25aa1787b7493dd06c00fc0b1acc3 | https://www.forbes.com/sites/karlwhelan/2012/07/08/euro-crisis-two-steps-forward-three-steps-back/ | Euro Crisis: Two Steps Forward, Three Steps Back | Euro Crisis: Two Steps Forward, Three Steps Back
I have always been sympathetic to Europe's politicians in their attempts to deal with the euro crisis. As I wrote here after the recent Euro-summit that concluded nine days ago, the euro area faces a complex set of interlocking problems that require politically difficult solutions if the euro is to be kept together as a common currency. The political complexities have often lead to the impression that any progress being made is of a two-steps-forward-one-step-back kind.
Against that background, I welcomed the outcome of the recent summit as a genuine sign of progress. In particular, the summit statement's opening line that
We affirm that it is imperative to break the vicious circle between banks and sovereigns.
was the first time Europe's leaders acknowledged a key weakness undermining the Eurozone.
The statement had promised that
When an effective single supervisory mechanism is established, involving the ECB, for banks in the euro area the ESM could, following a regular decision, have the possibility to recapitalize banks directly ... . We reaffirm that the financial assistance will be provided by the EFSF until the ESM becomes available, and that it will then be transferred to the ESM, without gaining seniority status.
Taken together, this was a commitment to immediately provide funds to Spain for assistance with its banking sector with a promise that these funds would not become senior to other Spanish debt as well as a promise that the new ESM would be able (after the bureaucratic delay of establishing whatever supervisory mechanism it was that the euro area's leaders had in mind) to acquire shares in Spanish banks. These commitments, if honored, would have greatly reduced the risk the Spanish banking sector posed to the Spanish sovereign.
Nine days later, this progress seems to have been completely undone. Indeed, despite widespread optimism that this approach could help to cut off what Europe's leaders themselves recognise as a "vicious circle", the wheels started to come off this deal almost immediately.
First, the question of EFSF funds provided to Spain not becoming senior was questioned by Finland. In addition, the Finns began muttering about how they wanted the "loans" to Spain to have "strong collateral", forgetting perhaps that the stakes in Spanish banks to be acquired by the ESM would be the collateral for recapitalising banks. Not for the first time, it made me wonder whether European politicians know what "bank recapitalisation" (i.e. strengthing a bank's equity base) actually means.
Flag of Finland (Photo credit: Wikipedia)
Next, our old buddy, "senior EU official" (SEO to his friends) decided to tell Dow Jones ace Europe reporter Matina Stevis that, actually, the whole plan was really just an accounting trick. SEO said
"I need to make clear what the ESM can do: the ESM is able–if one were to decide ever on such an instrument–to take an equity share in a bank. But only against full guarantee by the sovereign concerned,” the official said. “What you have is that it cuts out the effect of that loan on the debt-to-GDP ratio of the sovereign. Does it still remain the risk of the sovereign or [does it go to] the ESM? It remains the risk of the sovereign."
In other words, the real plan to get rid of the "vicious circle" in which all the risk associated with banks remained on the sovereign was to keep all the risk on the sovereign but to run an accounting trick in which it might appear to the terminally stupid that the risk wasn't there. Even by euro crisis standards, this was Alice in Wonderland material: Words mean what we want them to mean.
Finally, this weekend, German finance minister, Wolfgang Schauble, emerged to say that the Euro-summit's plan was a load of rubbish. Bloomberg reported
Funds that are channeled through the EFSF will be loans and not donations and will count towards Spanish debt even though they come with soft terms, Schaeuble told the newspaper. To talk about what happens when the European banking supervisor is up and running would be “building castles in the sky” and officials need to work within the existing regulatory framework, he told El Pais.
So there you have it. The German position is now that to talk about what happens when the European banking supervisor is up and running -- as the EU leaders did nine days ago -- is "building castles in the sky" and Spain just needs to get on with it and take all the risk.
This isn't two steps forward, one step back. This is two steps forward, three steps back. In the past, the Euro's leaders have failed to make sufficient progress at summits. By actually reversing the genuine progress made a few days earlier, they now give the impression of being incapable of agreeing on how to save the euro.
Things look bleaker now than before the summit.
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12066e2dbed2983d95276b952349bb97 | https://www.forbes.com/sites/karlwhelan/2012/11/21/why-ireland-would-benefit-replacing-the-promissory-notes-with-a-long-term-bond/ | How Much Would Ireland Benefit from Replacing the Promissory Notes with a Long-Term Bond? | How Much Would Ireland Benefit from Replacing the Promissory Notes with a Long-Term Bond?
Since June’s Eurosummit, there have been many discussions about what kind of deal might follow from the summit’s commitment to re-examine Ireland’s debt burden. Ireland has committed €64 billion towards its banks, with about €35 billion of this going towards Anglo Irish Bank and Irish Nationwide which have now merged to form the dead-bank-walking Irish Bank Resolution Corporation (IBRC).
Dublin Docklands - This Was Supposed To Be The New Headquarters For Anglo Irish Bank (Photo credit:... [+] infomatique)
It is now seems clear that Europe’s politicians have decided that the IBRC-related component of Ireland’s bank debt is an issue that will have to be resolved between the Irish government and the ECB. (See news stories here and here.) In terms of the shape this resolution make take, reports have emerged that Irish finance minister, Michael Noonan, would like to replace the promissory notes provided to Anglo’s successor, the IBRC, with a 40-year bond.
Many people I’ve discussed this with are mystified by this idea. Isn’t this just replacing one kind of debt with another? And won’t paying off the debt over a longer-term just increase the total cost to the Irish people?
These are good questions and are worth taking seriously.
In relation to the first question, why not simply scrap the promissory notes? Well the purpose of the promissory notes is for IBRC to pay back the Emergency Liquidity Assistance (ELA) loaned to it by the Central Bank of Ireland. Writing off these debts would be considered an extreme form of the “monetary financing” that is prohibited under European Law by Article 123 of the European Treaty.
One might argue that the wheels of any European justice might grind slowly. However, Ireland is still reliant on loans from the ECB to its banks, from the EU to its government and would like ECB to use its OMT program to buy its bonds and perhaps arrange a precautionary credit line with the new bailout fund, the ESM. Against this background, the gains from unilaterally cancelling the promissory notes would probably be outweighed by the negative response from the rest of the Eurozone.
In relation to the idea that replacing one type of debt with another doesn’t make any difference, ask yourself this. Suppose you need to borrow €10,000 at a two percent annual interest rate. Which would you prefer: Paying it all off next year or paying it off over 50 years? The answer for most people is that paying it off slowly is preferable, particularly given the low interest rate. This is the argument for replacing the promissory notes with a very long-term bond.
Now here’s where things tend to get confusing. When thinking about the cost of this kind of arrangement, many people would focus on the interest rate on the bond the government is issuing (just as they focus now on the interest rate on the promissory notes). However, almost all of the interest paid from these bonds stays in Ireland. The interest goes from the exchequer to the IBRC and from the IBRC to the Central Bank of Ireland.
Consolidating everything, the only interest cost associated with the outstanding ELA debts stem from the fact that the Central Bank incurred a large Intra-Eurosystem liability via the TARGET2 system when the IBRC depositors and bond investors were paid off and moved their money abroad. Sourcing funds from abroad to pay off the ELA would have the effect of reducing this liability. However, the Central Bank only pays interest on this liability at the Main Refinancing Operation (MRO) rate, which is currently only 0.75%.
In contrast, the likely private market cost of very long-term funding for Ireland (if it was available at all) would probably be high, perhaps about 6 percent. It is for these reasons that extending out the repayment of IBRC’s debts to the Eurosystem for a long period is beneficial. In particular, providing the IBRC with a bond that could be used to source ECB funding at the MRO rate would mean 40 years of paying low interest rates on this debt.
Here is a spreadsheet that I have put together that illustrates why a long-term bond is preferable for Ireland to the current promissory note arrangements.
The assumptions underlying the spreadsheet are as follows:
The MRO is assumed to gradually increase to 3%. The cost of ELA to IBRC is assumed to be 175 basis points higher than the MRO rate but this profit margin goes to the Central Bank and is subtracted off when calculating the net cost. The Net Present Value of the two options considered here are calculated using a 6 percent discount rate. This is assumed to be the average post-crisis cost of long-term funds to Ireland that incorporates both a term and risk premium. I have doubled next year’s promissory note payment to €6.2 billion to account for the fact that the Irish government has to pay back money it borrowed from Bank of Ireland to make last year’s payment. An alternative to the promissory note arrangement is considered in which a 40-year bond is used as collateral for regular ECB loans which replace an equivalent amount the ELA debt. These ECB loans are rolled over for 40 years until the bond matures and the full amount is repaid.
The results show that the 40-year bond produces a reduction in the Net Present Value of the payments of 43% (an early version of this post had reported this as 37% but commenter Nene pointed out an error in the spreadsheet -- thanks for the input Nene). Perhaps more important is the greatly reduced net financing needs over the next decade -- €6 billion instead of €33 billion.
Is this enough to make Ireland’s debt sustainable? Perhaps not but it would be a definite improvement over the current arrangements.
Update: One point that I mentioned in response to a commenter below and that I should add because it's important is that deferring the principal repayment until 40 years time gives plenty of room to decide to default on this obligation should that prove at any time to be the least-worst option available. As I wrote above, I don't think this is the best option for Ireland now but a long-term bond leaves this options open to be pursued later. In the meantime, the annual cost of servicing this debt is pretty low.
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79c716be6364547cb115c8a40e252a2a | https://www.forbes.com/sites/karlynborysenko/2018/11/23/three-ways-to-keep-your-productivity-high-at-the-end-of-the-year/ | Three Ways To Keep Your Productivity High At The End Of The Year | Three Ways To Keep Your Productivity High At The End Of The Year
With the holiday upon us, vacation time scheduled, and a new year right around the corner, it's not uncommon for productivity at work to take a nosedive at the end of the year. However, you can empower yourself to stay on track by making simple shifts in your day. Here are three easy ways to get started.
Make your goals tiny.
They say that success generates more success, but what happens when your goals don't allow you to create that momentum? You can take control of your experience by breaking your goals down into their tiny parts, and working through them bit-by-bit.
Making your goals smaller has a ton of benefits:
They are easier to start. The toughest part of reaching a goal is to take the first step. When a goal is a large project that might seem overwhelming or unattainable, taking that first step will be a lot harder than if you choose a small target that looks like low hanging fruit. They help you create a habit of success. Say you start your day with a big "to do" list, but at the end of the day you only have one or two things crossed off. You leave work feeling as though you haven't accomplished much of anything. However, when you break your goals down into their tiny parts, you enable yourself to create a list of tasks that will take you much less time to accomplish, helping you to cross more items off your list. Do this consistently and you'll create the habit of leaving work feeling happy with your contribution at the end of every day. They set you up to reach the big goals. Say you have a goal of running a marathon but have never run a mile before. Instead of focusing on the big goal of 26.2 miles, you focus your attention on the tiny goal of 1 mile, which is much more attainable! The day you hit that mile for the first time, you let yourself feel a fantastic sense of accomplishment. Then you change your goal to 2 miles, and achieve that. Then you run your first 5K, and so forth. Every single goal you meet gets you one step closer to that marathon. The same is true at work - when you create your tiny goals they should lead up to the broader goals you have, but do so in a way that allows you to experience consistent progress and celebrate your victories.
Break out your headphones.
When you work in an office with an open floor plan, a nice big pair of headphones can be your best friend when you want to stay focused on your work. Research has shown that listening to music while you're working will spur you to complete tasks more quickly. But be careful - not all forms of music are created equal! Generally speaking, you'll want to look for music without lyrics and with a relatively simple structure to avoid it being a potential distraction. When in doubt, classical music is your best bet, but you could also experiment with nature sounds, ambient music, or even video game soundtracks.
However, you don't need to be listening to music at all for your headphones to support your productivity! The more focused you are, the more you'll produce, but it's hard to maintain your flow when you have people coming up to your desk all the time to chat. The simple act of wearing headphones - whether you're playing music or not - sends the message to co-workers that you are in "do not disturb" mode and can help you fend off folks from interrupting your work for an impromptu question or conversation.
Start your New Year's resolution early.
There's no reason to wait until January 1 to hit the gym. Research has shown that exercise can have amazing benefits on your productivity at work, including a 41% increase in motivation, 21% increase in concentration, and a 22% increase in finishing work on time. Moreover, you don't need to spend hours at the gym to see these results - you can do it with 30 minutes a day. So set your alarm for a half-hour earlier, hit the treadmill, and know that you'll carry the benefit of that effort with you for the rest of the day.
Consistency is king.
No matter what hacks you try to keep your productivity is up, your most important goal is to be consistent, doing the same thing every day even when it's difficult or you don't want to. You do it anyway, trusting that if you do the things you should be doing the results will come. That's what it takes to build a habit that will support you in accomplishing more and creating a more fulfilling experience at work.
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3fc1cf85883b61174c1e8acfba585d14 | https://www.forbes.com/sites/karlynborysenko/2019/01/20/the-office-politics-series-understanding-the-psychology-of-the-human-workplace/ | Your Office Politics Playbook: Understanding The Psychology Of The Human Workplace | Your Office Politics Playbook: Understanding The Psychology Of The Human Workplace
Office politics. Those two simple words are enough to strike fear into the heart of the average working professional, resulting in everything from a subtle tensing of the shoulders to an eye roll, or even an outspoken declaration that they will never engage in political wrangling at work.
But here's the thing: When we're talking about office politics, all we're really talking about are the unspoken rules of influence that exist in every organization. That's it. Saying that you're not going to "play politics" is roughly the same as saying that you don't need to have influence to do your job.
Of course, that's not true. If you work in your average professional environment, you can't get things done without influence. For example, you might use influence to get buy-in for your ideas or projects, gain approvals for increased budget or additional staff, to rally your team towards an end goal. And influence is binary - you either have it or you don't. Those who do have a choice to make: Do they use influence for good, to lift their co-workers up and become a change agent in their organization? Or do they use it for the sole benefit of gaining more personal power? Those who do the latter are what give office politics a bad name.
But it doesn't have to be that way. We have to stop looking at office politics as something that is fundamentally evil. Once you have a better understanding of how that influence is attained, you have every ability to use that power in a way that is ethical, above board, and to create much better relationships with the people you're working with. People use office politics for these things all the time - we just don't notice them as much as the negative because we're more likely to give our attention to the things we don't like, rather than the things we do.
If you're interested in creating a better work experience for yourself, and for the people you work with, you have to stop looking at office politics as something to be afraid of and start looking at it as something that you can use for good. At the end of the day, it's nothing more than adapting your behavior to get the best outcome out a specific situation at work, and hopefully that's an outcome that helps you make progress towards your most important goals. There's nothing wrong with adapting your behavior. In fact, we do it all the time without realizing it. You probably act very differently at home than you do at work, or at church, or your kid's school, or on vacation. So, adapting your behavior to more specific individuals or situations at work is really no different than what you're already doing. When you embrace it, you'll be more effective, get more done and you'll probably be a whole lot happier.
To help that process along, I'm going to demystify these unspoken rules of the workplace. Each article in the series will work through my five principles of office politics to help you understand and navigate the psychology of the human workplace:
People are not logical and rational. And because of that, office politics in an inherently irrational process. Treat it as a rational one and you will lose. Relationships are your goal. That's how you will gain greater influence. People have different natural tendencies at work. Understanding their work style will help you adapt to them. Always look for the win-win. Another word for that is compromise, or giving up a little of what you want to give someone else a win, and to lift them up. Learn to pick your battles. Make sure that you're not expending all your influence on things that don't really matter.
These articles are intended to be read in sequence, so start off with number one and work your way through. At the end, you'll have a playbook that you can use to up your office politics games and use the power for good, not for evil.
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5bd390c8d8c8d8d09e131196c7061d9a | https://www.forbes.com/sites/karstenstrauss/2012/06/11/apple-wwdc-keynote-enhanced-siri-itv-opening-systems/ | Apple WWDC Keynote: Enhanced Siri? iTV? Opening Systems? | Apple WWDC Keynote: Enhanced Siri? iTV? Opening Systems?
Apple CEO Tim Cook will give this year's WWDC keynote address and media, as well as consumers, are... [+] speculating on what the company has up its sleeve. (Image credit: Getty Images via @daylife)
Apple has become not just a designer and manufacturer of consumer electronics and a media hub, it’s become a icon of creativity, business savvy and culture-shaping vision. Nothing underscored that reality more than the worldwide outcry of grief from the global community upon the death of Steve Jobs. That should make it no surprise that tech media, the investing business community and curious consumers are hotly anticipating what Apple’s Worldwide Developers Conference will unveil this year. Ever speculative, the tech media and the tech obsessed are whispering about what might emerge.
iTV? Finally?
Ever since Steve Jobs’ biography was released, rumors have circulated that the company has focused in on television and reshaping the way humans watch content in their living rooms. A rumor from “a source” was the focus of piece in the Los Angeles Times this morning, suggesting that Apple (NASDAQ:AAPL) could release an SDK kit for its Apple TV operating system, allowing outside developers to create apps for platform. This is an interesting development, if true, as Apple TV is currently a product that the company could upgrade to compete with other similar offerings from Boxee or Roku. Forbes contributor Michael Humphrey suggested this could be a highly likely development.
PC Magazine suggested that the company would not make any announcements about its mega-secret TV project, but speculated that the much talked-about future TV set would feature motion control and touch remote, an aluminum body, the voice-activated virtual assistant Siri, a built-in iSight camera, and FaceTime for making video calls.
Computers and Software
Others speculate that Apple will offer a new lineup of computers and software tools to inspire consumer wonder and attract developers eager for more programs to write apps for. Creators of the first app ecosystem, Apple could surely maintain its hold on the app market if new apps continue to flow into its store and the products on which to use them remain fresh, inspiring and popular amongst consumers. Among new software, Apple is expected to preview its new iOS software for iPhone.
Enhanced Siri?
According to an expectation roundup by the tech and social media site, Mashable, Apple may see fit to announce enhancements to Siri, the company’s talking personal assistant that made waves upon the release of the latest rendition of iPhone. The lack of a developers kit has made it nearly impossible to really get the most out of Siri as the program can’t interact with apps aside from default ones. Opening the system up to outside developers, or just offering compatibility with more apps, could improve the product.
We shall see what this year’s WWDC brings. There may be partial truths to all of these rumors, or perhaps they're all on the money and today’s event won’t confirm one way or the other. In the end, it’s Apple—the company is going to unveil a surprise. It’s that reputation for keeping consumers on their seats while developing products that people can use and figure out easily, inspire speculation on future products and just like (and look good) that has earned the attention we give the company whenever it readies to make an announcement.
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c251e650196ee6ffe0f5052bbce9f078 | https://www.forbes.com/sites/karstenstrauss/2012/09/27/google-launches-global-entrepreneurs-initiative/ | Google Launches Global Entrepreneurs Initiative | Google Launches Global Entrepreneurs Initiative
Larry Page and Sergey Brin, founders of Google Inc. (Photo: Wikipedia)
This week Google (NASDAQ:GOOG) announced an initiative to connect entrepreneurs the world over, using the company’s network of partners and products to give startup minds a leg up in getting their businesses going.
According to Mary Grove, head of the company’s global entrepreneurship outreach, the program – Google Entrepreneurs – is supported by three main pillars: Google’s partnerships with entrepreneurial organizations, programs the company is sponsoring or supporting more directly and Google products that could be advantageous to fledgling startups.
It would seem the move is aimed at offering entrepreneurs a palette of resources all under one roof, integrating Google’s products like AdWords to boot. Partnerships being made available span the globe, including the Chicago’s 1871 coworking space, offering information and networking resources for startups; the Bulgaria-based accelerator program, Eleven; South African tech incubator, Umbono; Paris-based accelerator program Le Camping; and AFCECO, the Afghanistan-based youth shelter and education organization, among others. Also, programs specializing in certain types of entrepreneurs are working within the initiative, including Women 2.0 and NewME Accelerator—a 12-week program to support startups led by minorities in tech.
This week, Google teams in 28 cities across 13 countries will host events for entrepreneurs in their local communities.
Putting its money – or rather its credits – where its mouth is, Google is offering entrepreneurs $1,000 in AdWords credit to every $1,000 an entrepreneur spends on AdWords, as part of the Startup America Partnership.
The impetuous of the initiative stems from Google’s own startup roots, Grove explained, referring to the mega-company’s beginnings as a small firm created by founders Larry Page and Sergey Brin based out of a garage. “We understand that entrepreneurial spirit is alive and well,” said Grove.
Google Entrepreneurs is not an incubator, an accelerator or a venture fund. It’s merely a connection to all of these things. Like any tool or opportunity available to a startup player, the results realized would be a product of how it’s used. Practically speaking, the company’s new initiative seems to offer a lot that a starting entrepreneur can leverage for success. Let’s see what comes out of it?
Is Google Entrepreneurs a helpful set of tools and resources, or is it mostly show that won’t pay long-term dividends for those that explore its possibilities? Something in between, perhaps? Comment below.
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90105ed2efab69b0cbe223185f4c1df2 | https://www.forbes.com/sites/karstenstrauss/2012/10/16/finding-a-babysitter-online-too-risky/ | Finding A Babysitter Online: Too Risky? | Finding A Babysitter Online: Too Risky?
Babysitter and child (image credit: po1yester on Flickr)
Never before have consumers been more empowered. Through internet and smartphone technology, it’s possible for us all to collect vast quantities of data, make a decision about what we want and find a service somewhere out there that can give it to us. Through social media and intel services we can choose a restaurant (Chowhound.com), we can choose a place to stay while on vacation (Airbnb.com) and find tickets to the events we want to see (seatgeek.com). But are some services a little bit too important to seek entirely through an online database?
UrbanSitter.com seeks to bring ease to urban parents in need of someone to look after their children. It allows potential sitters to post their qualifications, backgrounds, availability, etc., and parents can choose which they’d like to hire. It’s as simple as finding a doctor on ZocDoc.com, and successful too—the company just raised $6 million in first round capital, led by Canaan Partners.
But is it too much of a risk entrusting your child to a virtual stranger whose claim to competence consists of what she’s listed as her qualifications on a website, or a string of feedback from past clients? It is a stranger, so it is a risk, but for modern parents it may be convincing enough. There isn’t always a grandparent, niece, nephew, brother or sister around and – if family is unavailable – the old standby family friends may be few (and without a track record of positive feedback from other clients).
A great feature is seeing feedback from other parents that you know. The insistence from social sites like Facebook that it’s compelling to know what kind of shoes your friends are ‘liking’ may not be that compelling, but if your close friends swear by a certain babysitter, you will take notice.
Essentially what UrbanSitter, and sites like it, are selling is quality assurance for likely the most important service a parent can seek—the care of a small child. The margin for error is small for such services and should even one serious mishap occur and become public, this whole burgeoning industry could crumble through widespread parental mistrust. It’s a very delicate space and let’s hope those at the helm of companies like UrbanSitter are aware of this and do their due diligence in screening sitters.
Ultimately, it would seem that some parents are willing to put their children in the hands of complete strangers who’ve no claim to trust aside from recommendations from a string of other complete strangers. And maybe that’s good enough. What are parents going to do, stay home?
What do you think? Too risky? Does it make perfect sense? Comment below.
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e1740c9372e24bd08d14bda89ca90882 | https://www.forbes.com/sites/karstenstrauss/2012/10/19/former-nasa-researcher-and-billionaire-gets-back-in-the-startup-game/ | Former NASA Researcher (And Billionaire) Jumps Back In The Startup Game | Former NASA Researcher (And Billionaire) Jumps Back In The Startup Game
Monte Zweben as CEO of Red Pepper Software, a leading supply chain optimization company, which... [+] merged with PeopleSoft in 1996. The company was later acquired by Oracle (NASDAQ:ORCL). (photo: NASA)
Looking back at some of the files we have here at Forbes, Monte Zweben was once among the richest people on the planet, worth about $1.4 billion* in the year 2000 on the back of the IPO success of his company, Blue Martini. Later, with the company’s decline, the former NASA AI specialist would drop off the Forbes List, as 98% percent of his fortune evaporated like steam from a plexiglas Jacuzzi, disappearing in a warm desert wind.
Zweben’s new company – Splice Machine – just raised $4 million in first-round capital from Mohr Davidow Ventures, a Menlo Park, Calif.-based firm with a history of financing info-tech, cleantech and life sciences companies. He cofounded the new firm with John Leach (also of Blue Martini as well as founder of Incite Retail) and Gene Davis ( worked at NASA, Blue Martini, ClioMusic, SeeSaw Networks, PeopleSoft and Red Pepper, all previous Zweben ventures, plus Fogbreak Software and Tealeaf technologies).
Splice Machine creates SQL compliant databases (Structured Query Language—essentially databases that allow you to find info by describing what you’re looking for) and the Splice SQL Engine, according to the company, enables application developers to build hyper-personalized web, mobile and social applications that scale while leveraging the ubiquity of SQL tools and skill sets in the marketplace. The Splice SQL Engine also scales to handle business intelligence and analysis, and works turnkey with tools like MicroStrategy and Tableau. “The NoSQL community threw out the baby with the bath water. They got it right with flexible schemas and distributed, auto-sharded architectures, but it was a mistake to discard SQL,” said Zweben.
Zweben's avatar at ClioMusic
We can’t really say that this is Zweben’s second act, as he’s never really been away. In 2005 he founded SeeSaw Networks, Inc.— a digital place-based video advertising services delivering advertising in places where people go in their daily lives, such as airports, shops, bars and restaurants, even venues and cafes. He also serves as Executive Chairman of ClioMusic, a unique music-to-music search engine that allows users to completely bypass the use of keywords when they search for music to listen to.
Zweben has had monumental highs on the Forbes List and seems to have a unique mind, having used his expertise to found and lead interesting companies producing useful technology. It’s obviously too early to tell what kind of traction Splice will get but the company, and Zweben, are worth watching.
*Correction: an earlier version of this article noted that in 2000, Zweben had a net worth of $1.4 million. Article has been changed to show he had $1.4 billion.*
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88aa794765b7979240f92cb3ceb86a84 | https://www.forbes.com/sites/karstenstrauss/2012/10/29/how-tablets-smartphones-are-changing-fashion/ | How Tablets & Smartphones Are Changing Fashion... | How Tablets & Smartphones Are Changing Fashion...
Apparel designers such as Scottevest are incorporating the devices we need in our lives with the... [+] fashion we wear. (image: scottevest.com)
Last week I wrote a short article on tablets and why they’re human-sized tools for the industrious, creative earthling. A reader commented that the size of the tablet – regardless of the shrinking the device has gone through of late -- still makes it a drag to have to carry around all the time. This is a good point and I started thinking about how people remedy the hassle of having to cart around some of the devices that have become essential to our lives, or integrating them into our apparel.
Wearing Your Gear
I'm reminded of a startup CEO I’d interviewed almost a year ago who was building a company that makes clothes specifically for the stuff we have to carry with us while we travel, including tablets and smartphones. According to SCOTTEVEST founder, Scott Jordan, he was fed up having to carry bags full of gear -- especially while traveling -- and wanted a series of pockets that could fit the essentials, like mp3 player, smartphones, travel documents, etc. What was initially designed as a magazine or document pocket fits a tablet perfectly.
Now the Ketchum, Idaho-based company (apparently seeking capital) makes apparel for men and women that includes special pockets and storage for modern devices and gadgets. The whole in-clothes storage layout is supposed to be non-bulky. The company even makes boxer briefs with a pocket for a passport or iPhone. Usefull? I guess.
Other examples of gear-toting apparel include the Scotland-based, AyeGear, which sells a jacket and vest with similar functions but nowhere near the assortment of offerings as Scottevest.
Tooks Hats makes caps with built-in headphones (image: tookshats.com)
Listening with Style
Every smartphone worth its salt is a music player as well. Whether you’re hearing tunes from your Pandora radio app or from your own collection stored on your device, it’s a nuisance having to deal with unwanted wires that can snag, causing your earbuds to pop out. Pluse, dangling wires can sully an otherwise streamlined look. I suppose this is why apparel companies sew washable headsets into their clothing items.
When I first heard about this I laughed but, after having bought and used an earphone-equipped hoodie, I found myself using it on occasion and I’m a fan. In fact, my sweatshirt actually has the earbuds at the ends of the hood-tightening strings. Not that I now require all my upper-body apparel to be fitted with headsets, but still. Good idea. Some examples of companies wiring their products include Tooks Hats, and HoodieBuddie.
Cellphone Hands
With regular gloves a user cannot use a touchscreen. It just will not work, so using your smartphone or tablet requires that you strip them off, which can be inconvenient. Nowadays there is no shortage of special gloves that provide a solution to this dilemma. Take, for example, iTap gloves, the thumb, index and middles fingers work on a touchscreen. Problem solved.
For a more high end experience, a company like Burberry could supply you with lambskin leather gloves with touchscreen-enabled technology for a almost $400. Yikes!
Want to use your own gloves? Digits conductive glove pins allow you to attach special fingertips to any of your gloves to allow them to use a touchscreen.
We could write an entire article on the many different cases available out there for smartphones and tablets. There are an impossibly huge number of assorted styles—some practical, some rhinestone-encrusted, some simple leather and some faux leopard skin. Someone close to me just gave me a rubber smartphone cover that makes my phone look like an old cassette tape. It's unique and the artifice is achieved, though the younger generation – having never had to deal with cassettes – may not have any idea what it is.
Gallery: 10 Trends From The Runway At New York Fashion Week 28 images View gallery
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cd16eea4a342973e1e4c1d525ab8ceca | https://www.forbes.com/sites/karstenstrauss/2013/03/01/and-the-winner-of-startupapalooza-is/ | And the Winner of STARTUPALOOZA is... | And the Winner of STARTUPALOOZA is...
Time Tracker interface (image: www.creativeworx.com)
As investors, entrepreneurs and media looked on, New York’s STARTUPALOOZA named the winner of its investor pitch competition this past Tuesday. The startup named "Most Fundable Startup" was the New York-based CreativeWorx .
“It’s nice to get that recognition,” said CEO Mark Hirsch. “It’s certainly an indication that we’re doing something right.”
CreativeWorx flagship product, TimeTracker, was built to maximize productivity by providing workflow data for a particular user as he or she tackles the tasks and projects. The program tracks what you’ve worked on at various points throughout the day or week and gives you a status of billing for the week on every active project. Milestones for active work projects can be set and you’ll be notified when you hit those.
Mark Hirsch, CreativeWorx CEO.
One of the best applications for CreativeWorx TimeTracker is the creation of time sheets, especially for creative sector employees, freelancers and other multi-project oriented jobs. The company has integrated the product with Adobe Creative Suite, Microsoft Office, data from Outlook and Exchange, GPS and others. The free version offers some limitations – exports only with PDF and CSV/Excel, time sheets only (no dashboard or activity details) – but membership for $15 or $29 offers further options. For the obsessive among us, TimeTracker could potentially be used to track one’s own work tendencies to balance focus across several projects.
“We don’t take their content, just the little activities of what they’re doing,” Hirsch explained. Employees can spend about an hour per day figuring out what they’ve done or what they should be doing and TimeTracker could cut that down to two minutes, said the former Adobe global consulting group lead .
Beyond TimeTracker, CreativeWorx is offering services for company workflow data collection, primarily to advertising agencies. The applications, of course, go beyond just that sector.
CreativeWorx, in its demo video, makes sure to explain that data about a users workflow can only be accessed by that user—not a company or a boss. A user can, if he or she chooses, allow others to see the details of how they spent the work week, but an overseeing, Big Brother-type scenario is not what Hirsch has in mind.
Three weeks ago CreativeWorx – which launched in 2011 on $400,000 of seed funding – decided to raise about $250,000. As of the end of February they have 90% of that figure committed. There could be another round of capital to be raised in the very near future and the company could have an easy time finding funds. The 9-employee firm is on track to break even by the end of the summer, said Hirsch. With capital raised, it will add sales and tech team positions.
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2a578b6438f5dd60bdbdad5479cfce80 | https://www.forbes.com/sites/karstenstrauss/2013/04/02/employees-dont-have-time-for-wellness-initiatives-report/ | Employees Don't Have Time For Wellness Initiatives - REPORT | Employees Don't Have Time For Wellness Initiatives - REPORT
A new report shows that many employees feel they don't have time for company wellness programs, or... [+] that they're no fun. (image: RelaxingMusic on Flickr)
Timing Is Everything
According to a newly published report, 86% of employees don’t participate in wellness initiatives because they just don’t have the time. Not finding the initiatives fun or engaging was the distant second most common reason given for not taking , at 45% (yes, multiple answers were possible).
The report, published this past week by the decade-old corporate health initiative Global Corporate Challenge (GCC), is based on a survey of health and wellness managers from 378 organizations across all continents and a broad spectrum of industries including government, FMCG , banking, accounting, I.T, manufacturing, mining and others.
Wellness programs in the workplace are no good to those who don’t have time to take part. According to GCC, trying to feel better – through exercise, distressing or nutrition – has to be an integral part of a company in order for it to have a place in the work day. It has to be part of the culture. Workers can’t feel they have to break free of their schedules to take time to feel better; it has to be part of their schedules.
What Happened to Fun?
The GCC also found that the top objectives for participants in wellness programs to improve health and to increase employee engagement and morale. In fact, 99% of organizations responding reported that fun was of medium importance or higher. While 37% of organizations report having fun as a very high importance for wellness initiatives, only 10% actually report their initiatives achieving very high levels of fun.
If employee engagement and morale are important, and a vast majority of employees see fun as a top priority, are these wellness initiatives sapping morale by offering a disappointing experience?
According to GCC, lack of implementation may be the culprit here, as well as the drag of not feeling there’s enough time to feel good. Budget constraints are the real pull, according to the organization’s report, as are sufficient resources to promote and execute the initiatives.
Targeting Is Off
The report shows that the general consensus is that the wellness programs employed by companies don’t seem to be targeting those most at risk, health wise. At the same time, the GCC found that the vast majority of respondents found that such initiatives attract the same employees time and again. So how do you get everyone to participate? The answer may be in taking steps to attract those workers that haven’t come into the program. How is this done? Possibly by freeing up time on their schedules and convincing them that, yes, it can in fact be fun.
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ed13d438e6a000ea0e4062a458c66796 | https://www.forbes.com/sites/karstenstrauss/2013/04/18/the-2-4-million-per-day-company-supercell/ | The $2.4 Million-Per-Day Company: Supercell | The $2.4 Million-Per-Day Company: Supercell
The ‘Hit-Makers from Helsinki’ have posted massive revenues with a small, international team and few games. The game developer just raised $130 million on a $770 million valuation and could explode even further with new markets and a jump to Android.
The first thing you notice when you enter Supercell’s glassy Helsinki offices is the assortment of shoes strewn on the floor at the foot of a coat rack near the entrance. Finland’s climate yields a lot of snow and it’s probably a good idea to leave frost-caked footwear at the door. The result is that business is conducted in socks and slippers.
Shoes or no, Supercell is the current king of mobile gaming, with its 8.5 million daily players generating $2.4 million every day, sometimes more. Supercell is already at a run-rate of more than $800 million for 2013, having earned $179 million before expenses in the first quarter alone. If Supercell plays its cards right, it could reach a billion by year’s end.
Oh, and one more thing—it only has two (2) games on the market right now, only available on iOS for iPads and iPhones/iPods: the social farming experience, Hay Day, and the tower defense game, Clash of Clans.
On Mondays, Supercell’s employees enjoy a catered breakfast together, with cold cuts, fruit, coffees, juices; and discuss what’s happening within the company. On the black walls in the office’s main thoroughfare are written snippets of feedback the company’s games have drawn from players. “I can’t get enough of Hay Day!” reads one. “My kids love to check on my barbarian horde,” reads another. “Ecelente juego muy adictivo y entretenido.”
What’s the Draw?
The Barbarian King, from Clash of Clans
Part of what makes Clash of Clans and Hay Day so insanely addictive is what Supercell employees like to call the “soul of the game.” This soul materializes through those small details that lead players deeper into the game, such as the charming aesthetics of game characters like sheep that overflow with wool when it’s time to sheer them or pigs that become so fat they cannot walk, indicating it’s time to harvest their meat.
According to Timur Haussila, a product lead and one of the brains behind Hay Day, the aesthetics are a big deal and, in fact, the visuals of the animals on Hay Day came first. “It has a huge impact,” he said. “It’s the first thing that you see.”
Hay Day, by game developer Supercell, draws 4 million players per day, 69% of them women.
Another aspect of a game’s soul is emotion. You have to feel it, especially in a mobile game where screens are small and gameplay simple. Co-founder and Creative Director Mikko Kodisoja, told me that a good game should tickle a player’s funny-bone, incite excitement and sometimes even anger.
You can’t discount the social aspect of mobile gaming as a draw. Friends and game connections can cooperate on both of Supercell’s games. “We made sure that (Hay Day) is truly social,” said game product manager Stephan Demirdjian. “It means that on our platform not only can you visit other players, but you can help them. One of the core features of the game is that you can not only produce but also sell goods to other players.” That’s sell with in-game money. You can use real money to buy yourself game resources and power-ups.
Clash of Clans features fortress building and battles.
Clash of Clans features organized conflict among groups of players. This breeds two things: a sense of community and the fire of competition. Groups of Clash players (called “Clans”) can coordinate attacks and share resources and all are locked in deadly (well, not deadly, but it seems that way) battle against other clans and players. The need to do right by your clan and also beat adversaries drives players to spend their own money to purchase in-game power-ups and resources.
“At some point it’s not the game that will suck you in but your clan or your alliance or the other people,” says Kodisoja.
Down with Bureaucracy
Supercell CEO Ilkka Paananen.
Supercell’s culture is all about small teams with autonomy doing what they do best. When I sat down with CEO Ilkka Paananen, a boyish 34-year-old decked out in Supercell attire, he told me his goal was to become the world’s least powerful CEO by relinquishing control to these “cells.” “Get the best people then get out of the way and let those people do their jobs,” Paananen said.
Every cell makes its own decisions – regarding how to change or whether to kill a game – and the idea of having an autocratic leader in any group is abhorrent to the company. Sure, there’ s a team member that keeps the group adhering to some kind of schedule, but the chemistry of autonomy seems to have created a sense of responsibility that keeps the cells moving of their own volition.
When you walk around Supercell’s offices, it seems that every group has its own corner, yet they freely mingle throughout the day. There are no personal offices at Supercell, just several conference rooms with names like “Ultramarine” and “Unicorn Tears,” (a room with couches, stuffed unicorns and a TV).
Growing and Growing and Growing and…
The P.E.K.K.A. warrior from Clash of Clans
The 95-employee company is swelling. When I spent time with the customer support team in Helsinki, they told me that in September they had numbered six and now their ranks have grown to 15, with two more in an office in San Francisco (12 nationalities, giving support in 9 languages, handing about 20,000 customer communiques a week).
The analytic and engineering team has doubled in size in the past six months and is in search of personnel, said team lead Sami Yliharju, standing among his team beneath their “World Domination” map which displays real-time info on where in the world people are playing Supercell games. Yliharju likens his sector’s growth to being strapped to a rocket. “Every few weeks we’re running new servers,” he said.
A year ago the team overseeing the development and maintenance of the Clash of Clans game (4.5 million daily players) had five members. Now it’s up to 11, said team lead and company co-founder Lassi Leppinen. Leppinen estimates that there are almost 500,000 clans worldwide of no more than 50 members each. This spring, two people who’d met at a meeting of one of those clans got married, he said, smiling. Who says mobile gaming can’t bring people together in a meaningful way?
In the US Supercell has a six-person outpost working out of co-working space in San Francisco. According to Paananen, the company will be taking over a new, dedicated office there that could eventually house 50 employees.
In total, the company’s ranks are made up of 21 nationalities, 60% of employees are from Finland and, just to make things easier, all business is conducted in English.
Future?
The Hog Rider (Mr. T?)
By the numbers, Supercell is currently the hottest mobile gaming company on the planet. In the next year the ‘Hit-Makers from Helsinki’ will take several steps to try to send that success into overdrive: breaking into the lucrative Asian markets and bringing their games to Android. Traction in China alone – the Android-heavy, largest mobile market in the world – would be a tremendous financial success if they can pull it off through convincing localization.
Should Supercell experience any failures along the way, I doubt it would get the company down. My first night in Helsinki – dining on reindeer and salmon soup at a local restaurant with Kodisoja, Haussila and company spokesperson Heini Vesander – I was explained Supercell’s ritual of having a party when one of their ideas fails. The entire company meets, discusses what to take away from their loss and drinks champagne to celebrate. As Kodisoja told me that night, “We are not celebrating failure; we’re celebrating the learning that comes from failure.”
Follow Me On Twitter @KarstenStrauss
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a29c3f3966ad5bdd8d8d536c8e8571c8 | https://www.forbes.com/sites/karstenstrauss/2013/06/10/colorado-launches-a-new-startup-every-72-hours/ | Colorado Launches A New Startup Every 72 Hours | Colorado Launches A New Startup Every 72 Hours
Is Colorado experiencing an entrepreneurial rennaissance?
Denver and Boulder Colorado are two more hotspots joining the list of developing tech hubs in the world. According to a study completed by an online community for digital entrepreneurs called Built In Denver, the state launched 122 startups in 2012, raised over $502 million and saw 20 successful exits.
“Over the last 44, 48 months there’s just been a tremendous amount of growth here in the startups and early stage entrepreneur scene,” said Erik Mitisek, CEO of The Colorado Technology Association and chairman of Built In Denver.
Why Colorado? “One of the things that Colorado’s been recognized for over the last year is that we’re the number one location – Denver specifically – in the United States for millennials between 25 and 34 years old to migrate to,” said Mitisek. What draws them, he explained, is lifestyle, access to education and the fact that Denver, as a city, is developing quite nicely as an urban environment, given its public transit infrastructure.
“We’re going to feel like top five city from a transportation perspective,” says Mitisek. “The need to have a car starts to go away.”
There are other attractive points to the state, aside from its mountain views, said Built In CEO Maria Katris. “If you’re an entrepreneur and want to build a startup there really is no better place because the cost of living is so low,” she says. “So you could live on Ramen and get your startup off the ground.” Support is also close by, with Brad Feld’s TechStars and Foundry Group based in Boulder and many large growing companies in Denver, she added. “They are building substantial enterprise businesses in Colorado.”
About 45% of funding raised by Colorado startups last year went to software companies and 33% to B2B web firms. The largest capital-injections went to ViaWest ($65 million) Tendril ($40 million) and Inspirato ($20 million). Exits last year include BlueFolder, Snapjoy and Everlater. Rally Software – with offices in Boulder and Denver – will go public this year to raise $70 million and likely reach $270 million in value.
The Mile High City is home to one of MapQuest’s headquarters. That company’s position as a platform to find local businesses spawned other businesses within its space like Local Matters Inc., DigitalGlobe and others, explained Mitisek. From there a concentration of business services firms began to grow.
Despite the majority of capital raised going to Denver companies, when you look at the number of companies that raised over $1 million in the state last year, Boulder clocked in with 36, beating out Denver’s 33.
Mitisek is hoping that now that the trend of startup launches and successful capital raises and exits has been documented, interest in Colorado among entrepreneurs and venture capital will begin to snowball. He sees the collection of tech-centric businesses thriving in Denver, on Boulder’s Pearl Street and in Colorado Springs, as a network that echoes the various corners of Silicon Valley like Palo Alto, East Bay and San Francisco. “I truly believe that Colorado is in the midst of an entrepreneur renaissance.”
Follow me on Twitter @KarstenStrauss
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bcabb3da0a4d464644f4922a933b6f3a | https://www.forbes.com/sites/karstenstrauss/2013/09/17/do-millennials-think-differently-about-money-and-career/?utm_campaign=forbestwittersf&utm_medium=social&utm_source=twitter | Do Millennials Think Differently About Money And Career? | Do Millennials Think Differently About Money And Career?
Millennials, Gen-Y – whatever you want to call them – may view career and coin a little bit differently than other generations. The business world had better pay attention because these globally-minded youths will comprise about 75% of the global workforce by 2025.
Last year professional services company Towers Watson released its global workforce study and found that retaining employees has a whole lot more to do with providing them a satisfying experience, inspiring culture and good quality relationships than it does rewards-based motivation.
With that in mind, it’s not unusual that tech-savvy Gen-Y workers take a different approach to managing and using the money they make. Instead of making dollars multiply or hoarding for old age, they use it to exercise more control over their professional lives.
They also have some wonky spending habits. “They’ll buy cheap beer but drink expensive wine,” says pollster John Zogby, author of First Globals Understanding, Managing, & Unleashing the Potential of Our Millennial Generation. “They may shop at Walmart – and increasingly so shop at Walmart or Costco – yet still proudly look for and spend on the label.”
Gen-Y has a unique take on careers and money, shaped by the big issues of the past 12 years. (image... [+] credit: Debaird on Flickr)
Twentysomethings are Twentysomethings in every generation, says Zogby, referring to those born between 1979 and 1994, but what sets generations apart are the events that shape their world. In the case of Millennials -- the largest generation in history -- those events were 9/11/2001 and the melee that followed, as well as the Great Recession. These events shoved them into a more global mindset at a time when technology was developing to make communication easier than ever before.
The recession took away the confidence of options, said Zogby. With no real sense that the recession is abating, many are fueled by a strong need to get started in their careers. “I wouldn’t say they’ve given up but I will say that they’ll take what they can get.”
But what are they looking to get while on the hunt for a career and a paycheck? “85% want work that makes a difference and is enriching to themselves but also enriching to the world,” said Zogby. “And 71% want to work for a company or entity that encourages some form of global or community social responsibility. Each of those numbers is dramatically higher than the other age cohorts.”
In general, salary is paramount when trying to retain unhappy workers but manager relationships and career advancement opportunities are close behind, says Vlad Gyster, co-founder of human resources platform H. Engage and former consultant with Towers Watson. “I that it aligns with a lot of what we’re hearing about money not being necessarily the primary motivating factor, especially for the Gen-Ys of the world and more so kind of a mission and career advancement type of opportunities being something that’s really driving people.”
When hiring for H. Engage, Gyster and Co. know that having control over the product that’s being developed means a lot to prospective engineer. “We know that engineers will oftentimes be willing to come in for a lower salary because they have a greater sense of control over their environment—that’s a trade-off.”
So how to make sense of an American Psychological Association study in 2009 that there was a "63% increase in the number of young people who rated money as “extremely important” (16% of Boomers compared to 26% of Millennials)"? The same study found that Gen-Y measured lower on the civic engagement scale than did Gen-X (lower than Boomers too). Are Millennials as entitled and self-obsessed as the media make them out to be?
Leonard J. Glick, professor of management and organizational development at Northeastern University, is not convinced there’s a huge difference between the latest generations to hit the workforce and those that are now easing into retirement. That's not to say that employers and the business world don't have to change their game a tad for Gen-Y.
“I think a lot of things that companies are saying about how to treat millennials – which is to give them more autonomy and to challenge them and treat them well – are true but I think that was always true,” he said. “Maybe what’s different today is that companies can’t get away as quickly with mistreating employees.”
Changing attitudes of fairness in the workplace, open knowledge about what certain positions should pay, access to knowledge about how companies treat their people and greater understanding of what recourse slighted employees have all contributed to the younger generation becoming a more empowered workforce, he added.
Follow me on Twitter @KarstenStrauss
Gallery: 20 Job Rules For Millennials 21 images View gallery
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c677f9494dac9a22c797821a73a2511a | https://www.forbes.com/sites/karstenstrauss/2013/10/02/the-love-professor/ | The Love Professor | The Love Professor
High-end matchmakers are mainstream and here to stay. FORBES has covered the topic, films have been made about them, there’s even a television show about those that demand big money for putting couples together.
But one enterprising 'relationship consultant' is succeeding in business not only by helping others find love, but by helping others help others find love. Lisa Clampitt’s New York City-based Matchmaking Institute was designed to teach passionate entrepreneurs how to play cupid professionally. Founded in 2003, the state-licensed school takes on about 50 students per year and in its decade of operations has graduated 500, many starting their own enterprises.
Lisa Clampitt founder of The Matchmaking Institute and Club VIP Life.
The inspiration behind the school was Clampitt’s own frustrations upon entering the industry in the late 1990s. “I got into the matchmaking industry and there was nothing there,” she explains. “There was no way to be trained.” Throwing aside temptation to hoard professional secrets, she decided that educating new generations in the industry would be a good way of helping newcomers avoid the uphill battle and isolation startup matchmakers tend to endure.
Clampitt began holding classes in 2004 and industry conferences in 2005, teaching such skills as reading basic human psychology, pre-screening techniques, marketing, business models, event-planning, keeping overhead low, networking and perfecting the art of customer service. Graduates walk away with a kit to help them launch their own businesses, which includes various matchmaking forms, website templates and business plan outlines.
The Institute acts as a trade association and once certified, graduates are connected with a referral network and a larger organization of matchmakers that self-police, keep each other honest and offer assistance. This year’s conference in New York attracted 85 people – an international ensemble of those in the business and those that want to be – and about 150 are expected next year.
To operate in the high-end market, however, it takes more than just business tips and referrals. “For the very wealthy sophisticated male crowd, you have to be savvy, you have to be smart, you have to be sophisticated, attractive and know what you’re doing.”
Seminars at the Matchmaking Institute's annual gathering.
Clampitt seems to know what she’s doing. A former east coast director for celebrity matchmaker Patti Stanger, she founded her own boutique matchmaker service, Club VIP Life, about 13 years ago. The service matches male clients with compatible women for a $15,000 fee (that’s for six months of unlimited introductions) based on a model where men pay and women can submit a profile for screening free of charge. She has a gay division as well, called Club Elite.
From her Fifth Avenue office – which sports a small lounge, a mini cocktail bar and giant bowls of Hershey’s Kisses and lollipops – Clampitt and assistant Beth Mandell sift through hundreds of profiles searching for possible matches for their clients. The two only take on 30 gentlemen at a time, put together by a team of five part-time recruiters that work on commission. “The whole idea of our company is to be a friend-connector,” says Clampitt. Connecting friends, it turns out, is a lucrative game and the two-lady enterprise takes in about $500,000 annually (that includes Institute fees) growing about 25% year over year since 2009.
The 2013 Matchmaking Institute conference.
Service begins with getting to know her clients through initial phone conversations followed by a visit to the VIP Life office where Clampitt guides them through a thorough questionnaire that touches on profession, schooling, family history, hobbies, relationship goals, and relationship history. Clampitt, who holds an MA in social work, tends to place emphasis on the little details about her clients that could be an important tell about the kind of person they want to be with. “I’m very into the concept of psychologically profiling without it being therapy, but for the best possible match,” she explains.
So far Clampitt has worked with roughly 450 clients in her career and says that over 90% end up in relationships that last over six months. About half get married. The men who come to Club VIP Life tend to have high incomes – from $500,000 to billionaires – as one would expect of a clientele that elects to shell out $15,000 for a love life enhancement.
A matchmaker in training.
The U.S. dating industry stands at $2.1 billion, says Clampitt, most of which is comprised of online services like Match.com, eHarmony, OK Cupid and the like. Offline matchmaking in the United States is a $300 million space, which includes social dating organizations and the more personalized matching services like Clampitt’s.
But be it high end matchmakers or internet hookup sites, dating companies across the board are seeing a surge because meeting lovers and friends through third parties is no longer taboo. “It’s now not for the loser, it’s for everybody,” Clampitt said. “It’s for the cool person, it’s for the successful person, it’s for the beautiful person—it’s for everybody.”
The problem with the online game, she says, is that only about 10% of the online profiles get 90% of the attention. Plus, many lie on their profiles about looks, personality, job or even marital status. “Matchmakers came into the picture in a more popular form by saying, ‘OK, we’re going to give you the exposure but we’re going to verify the information, we’re going to personally screen for you, we’re going to take 1,000 people that you would look through on Match but boil it down to the five top people that make sense for you.”
Follow me on Twitter @KarstenStrauss
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