Carolinas IT Transition
Windows 10 Clipboard is Great!
Be sure to enable the feature first:
Start > Settings > System > Clipboard
Set "Clipboard History" to "On"
Now, you can clip a picture, text, or anything else on your screen to the clipboard by pressing the following key combination, pressing each in order and holding down until you have all three pressed:
Shift - Windows Key - "S"
Your screen will darken, and you'll notice a small cross. Put that cross on the top left of what you want to clip, and hold down your left mouse button, and drag it to select the region you want to clip. Stop pressing the left mouse button once you've selected what you intent to clip, and the image will go to the clipboard.
Now you have a choice.
You can go into the document or email where you want to paste the clip, and press: Ctrl - "V" (Press the Ctrl key first and hold it, then press the "V" key)
or
You can press the Windows key, then "V" in the same manner, and choose which clip from the clipboard you want to paste. When you select the clip it will automatically be pasted into your document, wherever you have placed the cursor.
Bonus info: If you want to save the clip as a graphics file, just paste into Powerpoint, right click on the image, and select "Save As Picture". You can save it as a .jpg, .png, .gif, or other graphics format. This is a quick and easy way to quickly save things for posting on social media.
Have fun!
Mark
The DoD "JEDI" Project is a Bad Idea
- Migrating a massive network like the DoD's to the cloud is like going in the roach motel, once you go in, you don't come out. We'll be stuck, and extracting us in the event we aren't satisfied will be a massive undertaking.
- The corporations are effectively monopolies. They act, look, and operate exactly like the organizations that President Theodore Roosevelt worked so hard to break up for good reason - their concentration of power is not healthy for our nation or our people. This deal provides these monopolies with funding, resources, and power that will make them stronger than many nations in terms of influence.
- Both are worth over a trillion dollars, making them two of the most valuable companies in the world. They don't need to get larger. https://www.wraltechwire.com/2019/07/11/as-tech-stocks-soar-amazon-cracks-1-trillion-in-value-joining-neighbor-microsoft/?
- I deal with Microsoft often, and I compete against Amazon in the cloud. I know what these companies are capable of, and it's not in our interests to trust them. They aren't patriotic and they don't have the nation's best interests at heart. They care about profit and the do what they can get away with regardless of the impact.
- Both have a history of outages (unforced errors). I'm concerned that they won't be able to handle an aggressive attack by a peer competitor with equal technological capabilities. https://www.readitquik.com/articles/cloud-3/top-7-aws-outages-that-wreaked-havoc/
- Both have a history of Tax dodging and meddling in government affairs
So You Want To Start a Business? A Note To 23-Year-Old Me Part 4
- Team members will come from many different backgrounds, and they all bring experience that impacts how they operate, think, and perceive their surroundings. Some good, some not so good.
- Don't assume everyone shares your values. Anything you absolutely need everyone in sync on should be documented and instilled into your team so there is no room for misunderstanding.
- No amount of training is going to fix poor values. There can be no compromise in this area.
- Some operate by the motto, "My goal is to do as little work as possible, while demanding as much pay as I can get until I find the next opportunity." This is not acceptable.
- The incompetent usually don't realize they are incompetent.
- People don't change all that much. You can't take a "C" player and turn them into an "A" player. The best you can hope for is to coach and polish them to a "B". If you expect to get more from them than that, you'll both end up frustrated. Screen diligently before bringing someone on the team, it's your responsibility to make sure they are a fit.
- Personality conflicts and drama are often used to mask poor performance.
- Don't make assumptions about activity levels and performance. Spot checks and supervision should occur frequently to ensure quality and high standards. Once trust is established, these can be less frequent, but early on they are critical to maintaining a culture of excellence, setting proper expectations, and providing feedback. This type of coaching is much different from micromanagement, which entails telling someone exactly how to do a task, and then constantly watching them to make sure they do it exactly as prescribed. If someone requires micromanagement to perform, they aren't someone you need on the team.
So You Want To Start a Business? A Note To 23-Year-Old Me Part 3
Planning should incorporate sales, marketing, delivery, cash flow, credit management, staffing, expenses, and training at a minimum. Your list will be unique to your business, and will grow along with your experience. These items are all interrelated, so your planning should be as detailed as possible. Think about seasonal variations like holidays, three-payroll months, and impact of the snowstorms and hurricanes you know are likely to occur. Understand that in a services business, some months are going to be impacted by vacation (your team as well as client decision makers) more than others. Develop a refined cash management projection that incorporates payroll, vendor payments, taxes, etc. as far as out as possible. Your projections won't be perfect, and at first it will be extremely difficult and time consuming.
There is a bias in business today towards, and a sense of near celebration around failure…popular business culture will tell you if you haven't had at least one failed business, you aren't a true entrepreneur. I reject this. As a business owner, people are counting on you for their wages that they use to support their families. Your vendors, clients, and partners have all put their faith in you. Failure shouldn't be "one of many possible outcomes", it should be the absolute last resort when all else has failed and there's nothing more that can be done. People will get hurt, and you should work every day with a passion, serious intensity, and sense of urgency that recognizes the very personal cost of failure. The truth of the matter is that by accepting the distinct risks of failure into your planning process, you will have a much better chance of avoiding it. The danger that kills many business is often the one they simply refused to acknowledge during their planning.
Chapter One
One
“Whatever
happens to you has been waiting to happen since the beginning of time.”
Marcus Aurelius
In
a time long past, giants of men filled the land I knew as home. Their stature
was measured in character, not height, and they built and drove this nation
forward through dangerous and unstable times. Their essence was distinguished by
their courage to face challenges with bravery, their resilience to bounce back
from difficult situations, and their strong sense of rugged individualism. On a
warm summer afternoon in 1974, I sat beside one of them as he slowly opened his
pouch of Red Man chewing tobacco for a refill. His dusty front porch looked out
on the curve of a narrow dirt road and a yard full of farm tools rusting in the
humid air. His name was James Alfred Bunch, and he was my great-grandfather.
He
was from a time of horses and wagons, one room schoolhouses, and kerosene lamps.
In my earliest memories, I was about five years old, and my grandparents would
deliver groceries to him each week. He lived in a single-story two-bedroom
clapboard structure like the ones that dotted the landscape and lined the back
roads of rural Stanly County, in the Piedmont region of North Carolina, about
45 miles northeast of Charlotte. The local area was known as Palmerville. It
wasn't exactly a town, just a loose collection of small houses over the span of
a couple of square miles. There was a Baptist Church with an ancient cemetery,
but not much else. He wore a sweat stained brown felt hat, faded denim
overalls, and usually had a “chew” of tobacco tucked in his cheek. During his
life, he had been a teacher, a farmer, and worked backbreaking shifts in a
local factory that turned the rich red clay of the county into bricks used to
construct many of the state’s buildings. He was a humble but confident rock of
a man. Like a biblical Patriarch, he was firm, wise, and steadfast. As many men
of that time, his family and close friends called him by a nickname, and his
was "Poster" (the “o” was a short “o” sound like
"possible"). The name came from my aunt Carolyn trying to pronounce “grandfather”
when she was very young, and it stuck. He didn't seem to mind.
In later years, I would recognize his
philosophy. He was a Stoic. Like Marcus Aurelius from Roman times, he lived in
accordance with the will of God and nature, taking whatever came his way with
calm, serious determination to do the honorable thing without complaint or protest.
He was born in 1882 in a small town outside of the state capital of Raleigh,
only 17 years after the end of the Civil War. The world he grew up in lacked
modern conveniences such as electric appliances or running water, and he lived
until well after airplanes crossed the globe daily and a man stepped onto the moon. He was my earliest hero.
I was his only male descendant. His
oldest daughter, Pauline, was my grandmother. Pauline had two daughters, one being
my mother. James Alfred’s youngest daughter, Virginia was afflicted by a
serious illness and high fever when she was a toddler. The common treatment of
the time was to "sweat" the sickness out, so they held her over a
cauldron of boiling water and let the rising steam envelop her. I can only
imagine her desperate cries and the fear of those in the room as they realized the
seriousness of her condition. Crippled for life after this illness, she could
not fully form words and only walked with great difficulty. Virginia still
lived with him in the small house they had moved to when the old family farm
got to be too much to take care of.
James Alfred’s wife was named Rosa,
and her maiden name was Morris. The Morris family had lived in the area since
before the American Revolution, proudly farming their land. Recent years had
been difficult though. The family estate that had once been several thousand
acres was now down to around a hundred and in bad shape. Sometime in the 1950s,
Rosa had been afflicted by a mental illness that sounded like early onset
Alzheimer’s disease. The Sheriff had brought her back to the farm after she had
been found wandering, and my grandfather had driven her up to the state Mental
Institution in Morganton. Far away from her home and family, she passed away
soon after arriving.
So You Want To Start a Business? A Note To 23-Year-Old Me Part 2
So You Want To Start a Business? A Note To 23-Year-Old Me Part 1
1. The importance of capital and cash flow. Working capital (cash) is the lifeblood of a company. Run short of it, and your business will suffer. The adage that "cash is king" is true. You can have the most ambitious growth plan or most brilliant idea in the world, but if you get to the third quarter of operations and you can't make payroll or pay your taxes, you'll be in deep trouble. Our system is known as capitalism for a reason, business operations require capital, and much more of it than you'd think. Most good entrepreneurs focus on "we need to turn a profit". Wise entrepreneurs understand that even if you turn a profit, if you are leading a growing firm your profit most likely won't be enough to fuel your growth by itself. You should be prepared for years of reviewing your financial reports, seeing a profit, and knowing that profit will need to be left in the company in order to power growth. The faster your growth rate, the more cash your business will need. In a services business, the cost of labor will be your largest expense, and salary is only a part of it. Health insurance, payroll tax, furniture, computers, software licenses, vacation, training costs, and a seemingly never ending list of other expenses will make you understand the saying that, "our people are our largest asset" from a whole new perspective. For planning purposes, multiply the cost of salary by 1.4 to get a better idea of the true cost of a team member.
There's a lag between when you will need to hire people and when they are profitable. This lag takes cash to bridge. Cash from outside sources will be expensive, so it's always better to self fund it if possible. You'll need to become an expert at forecasting, and you'll need to develop this skill in your subordinate leaders. Sometimes you'll pay a new hire for months and then realize it's not a good fit. As time goes on you'll get better at spotting this early and avoiding it altogether, but it will still happen. The need for working capital isn't just an early stage concern, the need will increase in direct correlation to the growth of your organization. It is entirely possible in a growing business to finish the year with 1 million in earnings and still have to borrow money to continue operations. Be ready for this and expect it, you'll need to establish good relationships with a bank, and this will take time. They won't talk with you at first, but once you build up a track record of success. Know that you'll most likely have to go without a salary for long stretches of time. Prepare your family and your personal finances for this so you can get through it. Home equity lines of credit and credit card debt are your backup financing. Get used to putting it all on the line continually. You'll be signing for and personally guaranteeing all of the company's debt and legal obligations as well (such as payroll tax), so get comfortable with the idea of being personally accountable for all of it. People will count on you, so you better show wisdom and maturity in your every decision, action, and conversation.
Oh, and by the way, remember those earnings that you left in the company? You'll need to pay about a third of that to the government in taxes. This will need to be in the form of cash.
Profile of Courage
And Crispin Crispian shall ne'er go by,
From this day to the ending of the world,
But we in it shall be rememberèd—
We few, we happy few, we band of brothers;
For he to-day that sheds his blood with me
Shall be my brother; be he ne'er so vile…”
With murderous enemy fire pouring in, deafening explosions sending razor sharp shrapnel through the air, and men on both sides screaming in agony and rage, he quickly organized the Marines into a hasty defense, moving to each pocket of men and directing their fire towards the enemy. The weapons of his platoon included hand held rockets that could inflict a devastating toll even on well dug in positions, and when that team was taken out by enemy fire, he quickly organized Marines to replace them to fire the rockets at an NVA heavy machine gun position. In the midst of a raging hurricane of violence and death, Lieutenant Bobo continued to direct his men, unleashing deadly torrents of fire and high explosives at the enemy. A high arcing NVA mortar round whistled down through the trees, impacting just a few feet from where he was standing. The resulting explosion was at once mind numbingly violent and deadly. Lieutenant Bobo's lower right leg was jaggedly blown from his body, resulting in stream of blood pulsing over a tangle of ragged bone, muscles, and tendons. An improvised tourniquet made from a web belt was applied to slow the bleeding, and Company 1stSgt Raymond Rogers directed the badly injured Lieutenant to be evacuated out of the fight.
Regaining his senses after the shock of the wound, the young Lieutenant refused to leave the battle. Incredibly, he grabbed a shotgun, jammed the remaining charred stump of his leg into the dirt to slow the continued bleeding, and continued the fight, delivering a hail of devastating fire against the oncoming enemy trying to push through into the Marine's position. Inspired by his heroic efforts, his men continued their valiant stand, eventually turning the tide and repulsed the attack. During the fight, 1stSgt Rogers was also wounded, and an NVA soldier stood over him to deliver the final blow. Lt Bobo killed the enemy soldier and many others charging their position. At some point in the chaos, Lieutenant Bobo fell, mortally wounded. Soon after the battle, his Battalion Commander recommended him for the nation's highest award, the Medal of Honor. The recommendation for the Medal of Honor had a long journey up the chain of command and through the Department of Defense before it would eventually be signed by the President Johnson. The award was presented to his parents by Secretary of the Navy Paul Ignatius at the Marine Barracks in Washington, D.C. in August of 1968.


