Ok Dr. Phil’s wife, Robin, (yes groan, but listen up) has this new app out (iPhone and Android) that’s for people in abusive relationships. It’s called Aspire News and it’s disguised as a regular news app, but when you go to the “Help” section of the app, it leads you to domestic violence resources and also has a “Go Button” that when you press it, if you’re in a compromising situation, alerts local authorities as well as local shelters and starts recording everything that is going on.
Now, if you’re looking up resources on the app and your abuser is near, simply press the X button and it brings you to a random news page. Same goes for the actual foundation site.
ITS COMPLETELY FREE
SPREAD THIS, DONT JUST “LIKE IT”
The vast majority of physicians are specialists like cardiologists, neurologists, cardiothoracic surgeons, etc. For the last 10 years their brain has been trained to think in silos. But being an entrepreneur and the leader of a company, you need to be a systems thinker. If you think in silos, your business is over. Companies have a ton of working parts. So if you’re a specialist, you’re probably going to think “If all you have is a hammer, the whole world looks like a nail.” So you’re going to probably try and create a business that impacts your specialty. It would be rare for a neurosurgeon to create a health company that affects the general population. So that means, out of the roughly 600,000 practicing physicians, the 150,000 generalists will be the pool that creates health companies that impact the general population.
Physicians are also notoriously inexperienced business people. I remember in medical school, we’d get a special lecture a year on the business of medicine or the legal side of medicine or personal finances. In fact, the last business class I ever took was in 10th grade. I’ve had to teach myself the fundamentals of business. Essentially, I received my MBA from books I’ve read and experience in my previous two companies.
Also, physicians aren’t so much team players. They’re paid for their own personal opinions, the buck stops with them individually, and they are legally responsible for their own actions. Giving up decision-making control to someone else isn’t in their DNA. But being an entrepreneur requires being a team player, giving up control, and managing people. It’s a skill we have to learn.
So health companies that affect the general population will very likely come from the 150,000 generalists.
Now what fraction of 150,000 generalists will actually then deny the comfortable straight and narrow, have the creativity for a realistic innovative idea, have the skills to then raise money, build and manage the team, have the skills to build the product or service that people absolutely love, and execute a financially sustainable business over time?
That 600,000 is quickly whittled down to, I’d wager, way under 100. And the fact that realistic health innovation is so damn few and far between supports this theory.
Of course, there are so many assumptions in this theory, but I’d still generally stand by them.
“ If I’m very decisive and I surround myself with people who just want me to make decisions, then we’ll go off the cliff at 130 miles an hour, because at some point I’ll be wrong. What I need are people who want to come to their own conclusions and are willing to think independently, and can argue with me in the right way so that I will internalize it and keep it objective as opposed to emotional. ”
He popped the first two. Now he carries this one very gently
Chicken duck snake MURDER!
The biggest worm
Gorgeous chicken cut-outs for Miss Kiera’s going-away party
And Then Steve Said, ‘Let There Be an iPhone’ - NYT Magazine
“At first it was just really cool to be at rehearsals at all — kind of like a cred badge,” Grignon says. Only a chosen few were allowed to attend. “But it quickly got really uncomfortable. Very rarely did I see him become completely unglued — it happened, but mostly he just looked at you and very directly said in a very loud and stern voice, ‘You are [expletive] up my company,’ or, ‘If we fail, it will be because of you.’ He was just very intense. And you would always feel an inch tall.” Grignon, like everyone else at rehearsals, knew that if those glitches showed up during the real presentation, Jobs would not be blaming himself for the problems. “It felt like we’d gone through the demo a hundred times, and each time something went wrong,” Grignon says. “It wasn’t a good feeling.”
The preparations were top-secret. From Thursday through the end of the following week, Apple completely took over Moscone. Backstage, it built an eight-by-eight-foot electronics lab to house and test the iPhones. Next to that it built a greenroom with a sofa for Jobs. Then it posted more than a dozen security guards 24 hours a day in front of those rooms and at doors throughout the building. No one got in without having his or her ID electronically checked and compared with a master list that Jobs had personally approved. The auditorium where Jobs was rehearsing was off limits to all but a small group of executives. Jobs was so obsessed with leaks that he tried to have all the contractors Apple hired — from people manning booths and doing demos to those responsible for lighting and sound — sleep in the building the night before his presentation. Aides talked him out of it.
I’m hardly a Jobs or Apple fangirl, yet this is simply an amazing story.