Lets see how the Civic Type R can do
Grippy isn't it good morning guys now this is something different something
that you guys are very unused to on this channel but let me give you a bit of a
history lesson so I used to own an EP three Civic type-r now I've kind of
missed a lot of the generations as to how far they've come and obviously I
missed the fk2 this behind me is the new 2018 Honda Civic fk8
now a lot of people have raved about this car and fortunately for me
Jerry um has kindly invited me down to have a go of what is a 316 horsepower
front-wheel drive many
right so for all of you who don't know Jerry who's sitting next to me so Jerry
is the proud owner of a modified 695 Biposto yep 230 little sparrow
217 217 but the real story that I'm keen to to really understand is what was it
what was it that made you choose the the honda civic type r fk8 funnily enough we were in on holiday
in Cyprus last year and big modern supermarket complex yeah and they had
one in there that the sport one with the twin exhausts when we came back I was
just started looking at the Eagles and as I said yeah yeah so you've gone -
yeah awesome yeah and this this is a this already so obviously I said earlier
I've had my own ep-3 at the final edition EP 3 which I thought was
absolutely amazing as a proper ASBO little car and I'm just amazed at how
much more refined this car feels already
oh it just brings a nice little smile to your place already nice car
now obviously what so under have gone so then the key difference between this and
the Fk2 I think we talked about earlier it's the individual suspension is once
they've got away from the parts of individual suspension Center it's a lot
more usable here she's not as with hidden comfort mode as well yeah yeah
and it's 316 horsepower this one still using the side of the 2-liter engine but
obviously it's turbocharged now itself makes a big difference it makes you
wonder what they did the v6 or something yeah how can you imagine I think one of
the first things I noticed on this car is is the seating position it allows you
to sit very low down it's all in the right place the steering wheel itself is
a bit like a PlayStation controller you've got a million and one different
options on here which obviously I'm not going to understand right now - the
first time I've driven this car but it's clear that you've got a lot of
functionality available to touch your fingers which is great but I think the
plot I'm really looking forward to try now is just seen what the performance of
this car is like so let's find some good roads and it's hit this
the grip it's phenomenally needed it oh my word for a front-wheel drive car
I've just come around that corner feel this felt like it was a four-wheel drive
back that's incredible a lot of the YouTube
ones that's what they say honestly I'm super impressed I know it's
a dry day in the tarmac stick here but you know don't take that away from this
car you normally you get a bit of understeer where you get a bit of front
you know up front wheel spin and I just took it just a eat it alive and that's
the thing is I think you've got the so we've got the option between Comfort
Sport and race and is it that is out three different stages of suspension a
completely different yeah that's incredible
nights really absolutely
it just keeps going doesn't it just keeps pulling up I know I shouldn't be
holding the gears out there I can't forgive never the fifth and the sixth
it's putting like a training sinking I don't think I've ever had it to the post
on track go into the million meter misfire this is the speed at which
you're doing both I would feel yet is is completely out of proportion
yep you're doing some spirited driving and I think it feels more like a 40 to
50 mile an hour speed limits it's insane I think a lot of that is
down to the knees and push you down to the arrows or keeping them hot car
planting the suspension setup which is great
all the - lights up red as well
Honda you've done a good job with this car but where do they go next to this
opposite where do they go nobody knows - to produce a front-wheel drive car this
good 300 and close 320 horsepower that lays the power down perfectly what you
do next
16:06
freezing the rock out yeah it is a license taken I mean the gearbox throw
on the gears is fantastic absolutely brilliant
and the thing that I really love about it is the revolution I mean I know I
can't stop mentioning I thought that was you oh yes - it does it does make me
look like some sort of a hero driver I know you do have that Lewis Hamilton feel
though it feels a little bit alien to start with because you are used to doing
it yourself yeah but it's blur finish makes you free
engage in the gears sandwich look at this move into fit perfect rope magic
before
I think from a looks perspective I think the front of this car so aggressive is
so much wider as well yes I think if I if I was driving and I saw the front of
this coming up in my rear view mirror the first thing I do is blow absolutely
I think the rear of the car for me is very Star Trek yeah it's super super
there's lines everywhere square shapes every but I think that's exactly what
Honda or about I think that's their thing is what they do it takes something
great and make it crazy that's kind of long as ethos isn't it and I think
they've done a fantastic job with this car okay so we're on some B roads now
let's seal these bad boys out so we're in race ah see what The new 2018 honda civic type r fk8 can do!
fantastic
that's special it's creepy isn't it you are I tell you
what you really can connect to of this car it's phenomenal that's why I'm an
absolutely unbelievable driving experience the Honda Civic type-r the FK8
I absolutely love it I honestly I'm super super I'm lost for
words as to how impressed I am with a 321 horsepower 316 also have a car
front-wheel drive that grips as much as it does but the driving experience of
that Civic type-r I think Honda have absolutely smashed it and what I thought
was brilliant in the form of the ep-3 has just been enhanced and raised to
complete new levels they've they've set a benchmark if a front-wheel drive in my
opinion now guess the question is is what's next and I'm really excited to
see what happens but yeah huge thanks to Jerry for allowing me to come down and
drive his car much much appreciated my name is Ben Steph and you guys have been
awesome of course make sure to subscribe if you haven't already hit subscribe we
do automotive content loads of cool stuff the card reviews events all that
good stuff make sure to do so and I'm going to see you all on an expo thank
you bye bye
you
For more infomation >> Is The NEW 2018 Honda Civic Type R FK8 the BEST fwd car EVER?! - Duration: 10:22.-------------------------------------------
Interview with Tom Peters, Author of the new book "The Excellence Dividend" - Duration: 54:42.
- You spend your winters in New Zealand, why New Zealand?
- The days are longer.
My, this is, I wanna give you the real answer
but it's not fair to do so.
There is a family member who really does have
seasonal affective disorder and as I said to somebody
is proof positive that SAD is not something that
the shrinks invented to make higher fees and so short
days are painful and we had many many friends who go down
to South Carolina or Florida or something like that
but you don't gain anything in terms of the daylight.
Probably if you go to South Carolina you get 3.7 minutes
or something like that so you've gotta go deep south.
And well there's no, we love it.
We have, I'm sure you know the term, a lot of people
who are listening to us or watching us don't.
It's called Bach but Bach is B-A-C-H which is short
for Bachelor and it's little shacks on the beach.
And we literally have a 700 square foot shack 25
yards from the Tazman Sea and it's just gorgeous.
And it's a spectacular geographically spectacular
climatologically and as silly as it is to make
these kinds of people, Kiwis are nice people by and large.
I said this to somebody, a Kiwi would have no idea what
you were talking about if you uttered the phrase work life
balance, they work as hard as you and I do or anybody
else does but they understand that they go hiking on
the weekend and it wouldn't necessarily occur to them
that there's supposed to work 60/60 24/7.
They're not slackers in any way but they have a life.
And the funny part of it is, despite all the technology
that we're using here and so on, it's really still at the
end of the world and I would never wanna say anything
critical but at the end of three months, we need to be,
even though we read the Washington Post and the New York
Times every morning online, we need to be back in the
middle of the fray which is just our Americanization
showing and its not that they don't care.
It's not that they're not sophisticated but they're
at the end of the world and they always have been
at the end of the world, there's a huge Chinese influx
into Great Auckland now which may or may not change things.
And they are having the same problem as the rest of the
world, their new Prime Minister who is an under 40 pregnant
woman who's not married which I love is,
they're talking about pretty serious restrictions on
foreign property buying 'cause they've got a shortage
of places for Kiwis in Auckland and it isn't people like
my wife and I exactly because we're on the beach many
miles away but it's a whole bunch of people who own real
estate and are there two weeks a year.
And it doesn't make a damn bit of difference in London
or New York, it makes a difference in a
country of four million people.
- Parking money basically.
- It's legal or mostly legal money laundering.
We have a good friend who actually has a huge amount of
commercial property and he got a very extraordinary offer
from a Chinese buyer, I don't remember what the upshot
of it was but he said I've really gotta do my do diligence
first and make sure that the money flowing through,
that's it's not laundering, of course, with all due
respect, London is built on money laundering to some
horrible degree so it's going to be so fascinating,
that's really the wrong word, isn't it,
to see what's gonna happen to London over the next 36
months as a function of Brexit.
- Oh my god, what a shocker, unbelievable.
- We had a summer party that was at the end of somebody's
dock and they had a friend who was a Brit, not a
financier, I think he was actually a big time art dealer
and I think it may have been about a week before Brexit
and just because I'm statistically trained and skeptical
about everything, I said something to him like well,
it doesn't seem to me like, it was innocent.
It's necessarily a sure thing, he treated me like
I was a baby, he just slammed me.
He looked at me, his face turned funny color.
He said you just don't get it, there is no issue.
There is no way that this could happen and he just,
the insults were rolling through him which is of course
exactly what we said on the eighth of November in 2016
in the United States so more fool we, fools we.
- That was a year of learning, time to go vote.
- Yeah, that's a nice way to put it.
- So Tom, I wanted to say thank you so much
because your book was fantastic from influence
on me many many years ago, In Search of Excellence.
I remember starting off doing manufacturing engineering
in England, studying for manufacturing engineering.
I looked up at these big old shelves on business
management, I thought I need to read some of these.
I need to get enthused about this discipline.
And a lot of them were not very, kind of stiff
terse books that didn't really summon much by the
way of motivation and I came across your book
and it's the bright light of a four year education
really, so much of a bright light.
You got me to convert to engineering management.
So thank you very much, great to read your new book.
- Well thank you, thank you very much for that comment.
Never gets old.
- So a lot's changed in that time, 26 years
since I've read In Search of Excellence
and now we have the Excellence Dividend.
What would you say has happened in terms of the
business mastery genre 'cause it seems like those
shelves are rather small 26 years ago and now there's
no end of business mastery books so what's changed?
- Well in our case, the Americans, of course
have ruled the roost after World War Two
and suddenly in the mid 70's, we discovered that
everybody was buying Japanese cars and the week that
In Search of Excellence came out in 1982 actually,
the Americans announced 10% unemployment which
was completely unheard of at the time.
And the way I like to say it which certainly played
into my hands or my and my co author's hands was
overnight, the business books moved from the back
of the book store to the front of the book store.
And that certainly was the case.
The part that I can't tell you about because my history
isn't good enough in a way I'd only 80% agree with you.
It was business books and then there was some kind of a
global explosion of self help books in general
that took off at about the same time and I don't know.
Nobody's asked me that question which is to your
everlasting credit, part of it, I guess, which sounds
egocentric is part of it was because our book
was so ludicrously successful.
There was a guy by the name of Bob Towsend.
He actually invented the American Express card.
And he had written a book called Up The Organization
that probably you don't know or what have you.
But it was the first business book to ever make
it onto a Best Seller list and that was four
or five years before us and then we of course,
did make it onto a Best Seller list and stayed on.
So it was an awareness thing and other that that,
I haven't really got a good answer as to why
but you're right, the business book shelves now
just bulge and that's an understatement.
- And they're not that far back on the book shelves.
- No they aren't, they're absolutely aren't.
And every time unemployment goes up or whatever else,
they nudge a little closer to the front for some
period of time. - There was one other
book that I remember which you might recall,
Eli Gold Rats the Goal. - Absolutely.
- That was a great read, I thought.
- And far more than In Search of Excellence in a way
in my experience, the Gold Ratians if that's not a
horrible misuse of the language are religious in their
belief of what's, it's like and this is not said
with any criticism, it's like the people who are,
the other one that comes to mind when you said Gold Rat
is Stephen Covey's Seven Habits which became almost
like a religious discipline and I think there have
been a handful, well, The One Minute Manager.
My college roommate was Kenny Blanchard who was the
co author of the One Minute Manager and that took off.
And he and, was it he or was it somebody else who
was his co author and then there was, which I think
is still selling like hot cakes, do you remember
the one that was called Who Moved My Cheese?
- Yes, exactly, I think the rhythm in succession.
- I'm still not sure what it was about.
But it sure moved off the bookstore shelves.
And like the guy who ran Southwest Airlines,
Herb Kelleher, I believe I heard that Herb bought
a copy of Who Moved My Cheese for each of his 23000
employees so yeah, it's the real deal now.
- You read How I Read 100 Books
and I think that's, I really read the book
and it was very much a tour of force if you like
of the best business books in existence at the stage.
I remember you mentioned The Soft Edge.
You said it was your favorite book of the decade.
- I did. - What was your second?
- Gosh, oh Jesus.
That's, what would be my second?
Well I'm gonna do what any good person on my
side of the conversation does which is not to answer
your question and divert you, let's talk about the 100,
let me do my little riff on the 100 books and then we'll
try, maybe it would be, god, authors name,
there's a book called, here was the deal,
I had the arrogance to believe that for about 20 years
I might have been one eighth of a step ahead of the herd
and then I woke up one morning three or four years ago
and I couldn't even see the tail end of the herd,
mainly as a function of the technology changes.
And thanks to my mother who turned me into a reader
at the age of four, whenever I have a big problem,
my answer is always books and so I thought I'm gonna see
if I can read my way out of my doldrums or whatever you
wanna call it and so I read everything I could get my
hands on in terms of social media, big data, etc.
And my assessment of myself 100 books later is I'm
still sure as hell not an expert but I can
now have intelligent conversations with experts
and that's a big step forward.
That sounds like a pat line and I know I've used it before.
But it's really the truth, I didn't know what else to do
except read my way out of the mess and one of the things
per your point, you always like to get a good book review
but one of the big ones for us as Publishers Weekly
and we got a starred review but what I loved which was
of course a little self serving on their part is they
specifically said at the end of almost every chapter,
there's a reading list and the funny thing about that
is I didn't really know that until they wrote the review.
It's just what I did, just you said, each chapter
has an incredible amount of material that is always
referenced, nothing is made up to the best of my knowledge
and so we end each chapter, my favorite one of my lists
is the one that I call the People First Business Book Club.
Because one of my huge arguments has been that whether it's
2018 or whether it was way back in 1982 a, putting
people first is what matters most.
An organization is people serving people in 2018
as much it was in 1918 at some level.
And a whole bunch of people have done it right.
And so that particular thing says look,
they're 30 books from people who have done it right.
Why don't you and your executive team and I've known this
to happen in some small number of cases, as you probably
have, I said why don't you do a book club?
Why don't you read a book a month and don't pay attention
to me, you don't have to listen to me but read the
books by the people who actually pulled one of these things
off like John Mackey is the Whole Foods guy
and there's a book that, I'm not in love with the title
but I am in love with the content
and it's called Firms, F of Endearment.
That's a little slightly edgy for me but it's the real
deal, it's case studies of 15 or 20 companies that
really got serious about putting employees first
in all kinds of industries and as a result did
extraordinary work, I can't really, what I loved about
the Soft Edge edge by Rich Karlgaard was and this is a
commonality in both your background and mine is it
came from a guy who was a serious mover and shaker
in Silicone Valley, it wasn't The Soft Edge being written
by x or y or z from wherever but Rich is the publisher
of Forbes magazine, Forbes is a tough cookie world.
And yet what he said was over the long haul,
the companies that pay attention to the people issues,
the trust issues, the teamwork issues stand the best
chance of surviving bad as well as good.
And I obviously agree with that.
I wrote the foreword to the book I'm gonna say.
And we said then, we said hard is soft, soft is hard
In Search Of Excellence and Rich,
you said it better than we did.
And that was not a throw away line, it's brilliant.
I recommend it, everybody that's listening or watching.
I'd love to have you buy my book but for sure,
buy The Soft Edge. - The Soft Edge.
And terms of. - Firms.
- Firms of Endearment. - F-I-R-M-S
of Endearment but we have 20 odd books on that list.
And I would pretty much, not pretty much, I did,
I would recommend them in print.
- Now there's another aspect of your book which is amazing.
You mentioned some statistics and some studies that
were done that looked at the more, the balanced businesses,
the businesses that had women on the boards.
And I think there's one statistics, it's amazing
how much more profitable they were.
And so you talk about, we've gotta get the balance correctly
and women are better managers. - Sorry.
There was a McKinsey study that said gender balanced
board companies wildly outperform those who weren't.
And the number in my mind and it's probably the one
you remember because I used very bold type,
56% higher operating profit, I mean, holy moly.
My argument, I started working on women's issues in 1996.
And I really started from the outside in
and what I mean by that is women are the principle
purchasers of everything, roughly the numbers say
and I think this goes across the board, roughly the
numbers say that 80% of consumer goods decisions
including health care, bank accounts as well as where
the family vacation is are made by women
and in the United States and this may or may not be true
outside the US but in the United States,
over 50% of professional purchasing officers are women.
So not only is she deciding on where the family is
gonna go on vacation but it is gonna be her signature
on the 10 year, five billion dollar ISITRFP that goes out.
And there's a lot of evidence that suggests that the
decision making process is significantly different
between men and women, my favorite book on the topic
which is mentioned in the Excellence Dividend
written by the name of a woman named LouAnn Loughton
is called Warren Buffet Invests Like a Girl
and Why You Should Too and I love that.
And the other thing I love about it which is apparently
the case, Buffet had never heard of the book
but somebody sent it to him, presumably the author
and he wrote the first review at Amazon, god bless him
and apparently, I never checked the review out
but apparently he said I never knew I invested like a girl
but I guess I do and it was more about patience.
It was about not getting caught up in the herd.
You and I are sitting across from each other at some
place on Wall Street and you figure you've got the winning
deal of all time and there's only one, I'm not interested
in making money, I'm interested in making more
money than you make and so there's no way in hell
I'm gonna let this thing escape and women got
a slightly smaller does of testosterone than you and I do.
And they don't take crazy risks, it's a fascinating book.
But in general, my point was if you pay attention to your
customer, then you have to pay attention to women
and marketing to women and designing products for women
is not instinctively something that men do particularly well
and I call it in my book, the squint test.
And my point is, I'm not asking for quotas,
no legislation, thank you but I should take a picture,
I look at a picture of your executive team
and it oughta kinda sorta look like the market that's
being served, if 80% of the market is women,
then two token women on a 15 person executive team
just isn't right and then I move from there into
the women in leadership and the women's leadership
argument, I believe as I see it, gets stronger with
every passing day because it is pretty clearly a research
demonstrated fact that women do better in
non hierarchical situations than men do.
Women tend to use the word we more than I.
And males have, always, I'm so critical about this.
And I was doing something actually this morning on Twitter.
I always use the word, two words, tend to.
Because there are men who can listen brilliantly
and women who have tin ears but if we are looking
at two bell shaped curves, women tend to be,
tend to be better listeners than men.
So it's not that all men are schmucks and all women
are superstars in any way, shape or form but in general.
And you're trained in all that stuff too so you
know what I'm talking about.
- I think you mention dating, you do mention dating.
My background's internet dating and you do actually
think, I think you do quote Dataclysm as a book.
Christian Rudder. - Yup, yes.
- Who is the Co founder of OkCupid.
That was a real eye opener of a book.
But I gotta say the internet dating industry
is 70, 80% male, match makers, 80% female.
- That's fascinating.
So I'm the questioner now.
Tell me what the difference in approach is
that leads to one being principally male
and one being principally female.
What's the difference in structure?
There must be a good reason.
- Geeks verses heart and soul.
So the match makers are heart and soul.
And the internet dating companies are geeks.
That's a huge, I don't like blanket statements.
But I think the industry will forgive me for that.
- I'm sure that's the case.
The woman who wrote Brotopia, have you seen that?
- No.
- Brotopia, you've gotta read it because you've
lived in the valley, Brotopia is, you've gotta read it
as long as you have a barf bag in your hand.
It's about some of the true wretched excess in Silicone
Valley but that's neither here nor there.
The thing that was interesting to me, relative to all
the problems to people like Facebook are having now
was one of her things was the fact that women are
underrepresented in terms of coding means that there's
no, I don't know what word to use, female, feminine,
women's sensibility in what the product is that
comes out the other end and you're saying the same
thing with the dating stuff but there are different
sensibilities but try Brotopia if you can stomach it.
- Alright, will do, thank you.
I've got a question from a prolific wisdom member.
James Thomas and so he asked, I'm gonna read it off here.
Imagine a CEO of a traditional conservative company
comes to you asking your advice on shifting his
organizations culture toward recognizing and valuing
the softer stuff, he and the majority of the other
employees are technical types, obsessed with numbers,
metric systems, geeks if you like and proceeded,
what would you suggest to such a CEO as a first
step recognize the value of soft stuff?
Where does he start?
- Well there are good, bad and indifferent
executive coaches and a lot of people who can
barely spell the word executive who hang out at Shingle.
I would wanna spend a significant amount of time with him
before I agreed to take up his challenge because
culture is not some trip you lay on an organization.
The example I gave which maybe is what I would give to
him as his first book to read is McKinsey when we
did our In Search of Excellence work was not too keen on
the term Corporate Culture and we're looked at as
pariahs, we're looking at this soft stuff.
And the King of the Hill in saying strategy first,
strategy second, strategy forever was Lou Gerstner
and Gerstner went on from McKinsey to run a big hunk
of American Express to be the CEO of RJR Nabisco
and then got called in to do what looked like a near
impossible turn around of IBM.
And he wrote a book and I think I'm accurate on the
title here that said Who Said Elephants Can't Dance?
And it was about his 10 year turn around at IBM.
But what he says at one point is when I came in,
I believed in strategy, metrics and so on.
What I discovered along the way was culture is not
part of the game, culture is the game.
But presumably and I either didn't read it closely enough
or what have you, I would assume that that realization
took Lou quite a while and quite a lot of discussion.
And so I would never say hire a strategy guru.
I would never say hire the good guys at McKinsey
and they do a lot of it.
I really think there's gotta be an enormous amount of
soul searching and it's not an off sight
and it's finding a handful.
I mean, maybe what you do which is always and this
goes back to my McKinsey days is if it's a big company
and the question you've been asked to do is find a place
that's doing it, in my second book, Passion for Excellence
Nancy Austin and I called it pockets of excellence.
Find a small division somewhere and that's the Gerstner
thing because he found some little, I don't know
what language I'm allowed to use on this particular
conversation, he found some little piss ant group
somewhere outside of London and today they're called
IBM Global Services which is half the company.
But find somebody who gets it.
Find somebody on your team, preferably somebody
who's running Malaysia and doing things very differently.
But I would never sit down and say one, do this,
two, do that, three, do this, no way.
You've gotta develop a feeling for it.
And if I was the would be consultant, I would think
long and hard before I accepted his challenge.
Because did it come because he bought a copy of
Soft Edge or maybe my book and read it?
Or has he really been noodling on it
because it's a deep seated psychological change
and as I say a couple of times when I'm talking about
some of the women's stuff and so on,
I am not talking about a women's initiative for 2018.
I am talking about a strategic realignment of the
institution and so it ain't easy.
And you really gotta be sure and you really
need some partners, at least a handful of ya
so I think what I've just done is in a way evaded the
question but I said what I believe.
It's not one, two, three, bingo, bingo, bingo.
I'd love to read my book and god will smile
on from now until the end of time but I'm afraid
I'm too old to believe that.
- Oh, but it does work wonderfully as a handbook though.
I mean, as I read through it, there are actually,
there's so many wonderful quotes.
But there was one quote that made me laugh.
There was one quote that made me cry.
Let me share those with you.
- Oh brilliant, I'm here on the other side of the
world excited to hear what comes next, I'm really serious.
Okay, what are we gonna start with, laugh or cry?
- Start with laughter so it was on the subject on listening,
intense listening and you quoted Will Rogers
and Will Rogers said never miss a chance,
never miss a good chance to shut up.
- I know, isn't that lovely, that, honest to god, blowing
my own horn, that's worth the price of the book alone.
- And then leading up to the one that led me to cry.
Just to kind of duck tail this into conversation,
the CEO's role seems to have morph,
vision is no longer enough to be sure.
And a great demonstration of that is of course,
Steve Jobs and we talk about design and innovation
and you quote Lauren Jobs, this was a real eye opener.
Steve and Johnny would discuss, this is the quote.
Steve and Johnny would discuss corners for hours and hours.
That just struck me as simultaneously completely crazy
and amazing but then you quote a book Boys In The Boat.
About the eight man crew. - Oh my god.
I'm gonna cry listening to you talk about this, yeah.
- So there's an eight man crew from the University of
Washington that won the 1936 Olympics and the boat
builder, a guy by the name of George Pocock who talked
about building the boat and said you had to give
yourself up to it spiritually.
You had to surrender yourself absolutely to it.
Like holy, my goodness. - No, no, absolutely.
There's another little story I tell which I think
is consistent about that and that is when my wife
and I went to visit some friends in Chicago which is
of course restaurant city in the US and for New Year's
Eve we went to this fabulous restaurants that's one of
the most glorious restaurants in the city so everybody
has their last drink, finishes up a little after the
New Year's bell rings at 12:30, you walk out in front
of the restaurant, this woman who runs it, owns it,
is god in the restaurant world and was beautifully dressed
for New Year's Eve, its a Chicago January the first.
The temperature's about zero, the wind it about 80 knots.
She is standing out in the street hailing caps.
This was I think maybe 10 years ago and a little
bit of pre Uber, per Lyft or something hailing caps.
But it's that intimate connection, I love the George
Pocock thing, oh my god, did you read the book?
- I've not read that, no.
- When you get that, when you go to Amazon and get it,
make sure you get the hard copy, hard back copy
because the hard back copy has photos and it's just,
no, I'm with you and to me, that's what a really
great business enterprise of six or 66,000 oughta be about.
I remember reading, I don't know if this was in Isaacson's
biography or not or Jobs that Jobs would sneak off
and I guess he had the skill to sneak even when he was
a big deal and he would go to Japan for a couple of weeks
and he would go sit in the tea gardens again and somebody,
everybody talks to me about hustling and the need for speed
in product design, somebody was just asking me about that
today, I said don't forget, Jobs never came within 18 months
of delivering a product on time.
It was not until it was ready to go.
The talking about corners, there's another quote
in there from an Apple graduate Tony Fadell who runs Nest
who I think was bought by Google maybe but he
talks about the screws that go into a Nest thermostat
and he calls them epic screws, screws with meaning.
And you laugh yourself silly if nine out of 10 people
said that but he means it, he really means it.
And I think which of course is the whole bloody point of
the book on some level, that's the differentiator
against the wholesale intrusion of AI that will
service will, look, you know this material better than I do.
There's a famous Oxford study that said we're gonna get
overrun by AI within 10 to 20 years.
There are people who are equally bright who say
it's 25 to 40 years, my point is it's not gonna
be the next five to 10 years and I'm not talking in terms
of my advanced age, I will take a child like yourself.
We have to make it through the next five years.
And what are you gonna, there's this wonderful quote
in the book that doesn't make me cry but it's
Linda Caplan Failer who started an ad agency which was her
ad agency, somebody bought 'em eventually.
She's in the advertising hall of fame and it's this
wonderful quote from Ad Age and she said
don't you dare think about vision for one minute.
She said we grew this agency, we did fabulous work
and we have only one goal in life
and that was to do our absolute best for our client today
and I nearly titled the book Excellence is the Next Five
Minutes and I've actually upped my game in that regard
since the book came out and you're welcome to disagree
with me but I've said to the busy executive or non
executive, excellence is your next 10 line email.
I am not trained in psychiatry so what I'm saying may
not be entirely accurate but I believe relative to you,
I believe your boss, your leader of something that I could
do a pretty complete psychiatric analysis of you
based on a 10 line email, I can see who you are
as a human being and call me arrogant.
But I think I'm right about that.
Is there some grace to it?
Is there some thoughtfulness to it?
Is there some humanity even though the topic
at hand is supposedly that your project is a bit behind
and I think I can nail you to the wall in terms of that.
And so that's excellence and if your next,
if my next email to you, who's one of my division
general managers or if your division, I'm a general
division manager one of my department heads,
if my email to you is really all wrong tonally
and this gets back to your earlier question about
changing culture too, if my email's all wrong,
then forget all this other stuff.
And as I said, I'm hands shaking in rage about this.
10 lines and I gotcha, I haven't tried it with any of my
shrink friends to see if they would agree with me or not.
I may actually.
- It reminds me of a book The Secret Life of Pronouns.
- I don't know that but I love the title.
I'm gonna write it down.
- So people tell you everything, listen, observe.
- It's in the book about Mayo Clinic which always comes
out as the top health care provider in the US year
after year after year and if you're the world's hottest
shot heart surgeon and I'm interviewing you for a job,
when you see me looking down and scratching with a pen
on my arm, what I'm doing during the interview is
counting the number of times you use the word we
and the number of times you use the word I.
And if you blow the we I test even though your
nickname is God, you don't get a job.
(talking over each other inaudibly)
Sorry? - Do you think that's
a good, one of the things that you mentioned in the
book that's very important to hire people with
good empathetic ability, do you think
that's a good way of measuring empathy then, the we I test?
- I would think it is, you can do everything wrong.
But I think you could maybe make it slightly more generic.
That their point was and Larry Bossidy in his book
Execution said the same thing.
He said when I'm interviewing a would be executive
and he used the pronoun she, it's not my bias in
that regard in doing this but said when I'm interviewing
a would be executive, does she talk about the
accomplishments of her team or to use his language
and I think I'm pretty close on this,
or does she keep wandering back to strategy and policy?
But is it about the team and what we got done
and this amazing thing that we got done when we built
our new facility in six weeks instead of six months
and I think, there's another one which is just about my
favorite and one of my, it didn't bring you to tears
Pocock brought you to tears but the one that almost
brings me to tears is the guy who runs the mid size
Pharmaceutical company who says we only hire nice people.
And what he says which is something that the Bros in
Silicone Valley could take a lot more seriously is he
says look, I know it's advanced micro biology
but there are a lot of people who are good at advanced
micro biology, why would you hire the jerks?
And then he uses, yeah, the old one liner
but he presumably means it and he says the one,
this is a small to middle size growth company.
He said one bad relative to our friend who wants the
culture change that one bad apple can spoil the basket.
And then there's my friend Bob Sutten who teaches
at the Stamford Business School and Stamford Design School
who is the author of The No Asshole Rule
and now The Asshole Survival Guide.
It's the same point, you don't have to do this.
You don't have to live and my point is which is the joy
of being 1,000 years old, my comment about myself
is I have only one test about my life.
Can I walk past a mirror without barfing?
And it's always a function of how you treated people.
And when I'm doing my PowerPoint version and I think I
say this in words at some point in the book.
I've got a slide that has a tombstone and the tombstone
says Joe N Jones, net worth, $25,417,813.16
per end when the market closed yesterday.
And my comment is you've never seen a tombstone
like that, have you, when you go to the memorial service
and I'm stealing from Peggy Noonan who was a Reagan
speech writer, writes for the Wall Street Journal
and wrote about the sad premature death of one of our
great political corespondents Tim Russert
and she said at the end of the day we always say
how did he treat people and it's really true.
And I spoke to a bunch of a senior middle managers one
time, they were probably 45 year olds.
And I said look, you got 20 years left to go.
Let me tell you what you're gonna remember at 65.
You're gonna remember the people you helped.
You're gonna remember that person who you helped develop
who went on and he killed you by leaving the company
but then he did something wonderful and he's the one
who's gonna be in that last interior photograph in
your mind before you pass away to bigger or smaller things.
And I'm not a religious person, I don't darken many
church doors but it's your Pocock point.
To me, you don't have to use the word organized religion
and spiritual in the same dimension.
I totally believe in organized religion.
That's not the point, it's just that I'm not standing on
a pulpit and whacking you over the head with a bible.
- It just seems like there's some realization
over the last several years that people are motivated
by purpose and Steve Jobs managed to create a work force
that believed in computers as an art,
computers as a thing of beauty.
So let me pivot a question from my friend
Boris Serveroff and he asked most authors discover
something new in the process of writing,
what were your personal aha's while
working on the excellence dividend?
- Wow.
- I'm sure there were a lot of them, my goodness.
- Well there were a couple that stand out.
And you can find 'em in the table of contents.
I had no intention of doing, I did a People section,
no surprise, I had no intention of doing a separate
chapter on training and I ended up a separate chapter
on training and moreover, I said training is investment
number one, that came as a surprise.
In my leadership section, there is a chapter which
says asset number one in your sizable company
is the full population of first line supervisors.
They are responsible for quality, productivity,
employee retention and so on.
I knew it was something I cared about.
I knew it was something I talked about.
But it's like when I look at the table of contents today
I say oh my god, how did that happen?
But I really felt this compulsion.
I wrote the chapters and these two things were
part of the chapters, the third one, which you mentioned.
The third one is listening.
And listening is a separate chapter.
And I call 'em incidentally training is investment
number one, first line supervisors are assets number one
and effective listening is core value number one.
And if you had asked me when I started the book whether
I would a, say that or b, that these would be separate
chapters, I would've even not known what the hell
you were talking about so I guess that fits his definition
to a very significant degree.
And the listening one, as you may recall, the first
chapter in the book is about Execution.
There was a lot of coin tossing that went on
because I couldn't decide whether I wanted to put
listening first or execution first and ended up
with execution but it was that high on my list.
So those three number ones, first line supervisors,
listening and training surprised the heck out of me
as to where they ended up in the contents list.
I look at it today and say did you write that?
- So the book was a journey of discovery really?
As you were writing it, you were bringing together
your thoughts. - Yeah.
- Yeah from your prior books.
- Initially started out as a summary of everything.
And we called it exotic title, The Works
which is not terribly exciting and relative to an earlier
question you asked, it actually came from some teaching
I was doing at the University of Auckland Business School
because when we go for our two months each winter,
I go up to Auckland for about 10 days and talk at the
business school, I love it, it's wonderful.
It's wonderful and since I can take aim at you and myself,
it's wonderful because it's not Harvard or Stamford.
But what I mean by that and you did this
and you told me about your Harvard thing
is it tends to be 35 year olds who came back to school
because they had a need in their own mind for education
and some of us do it at Harvard.
Some of us do it at Stamford but it's not quite that
kind of famous level of school but people are there
because they wanna be there as opposed to the fact
it's what you oughta do and I love working people
who are getting MBA more than smart ass little
suckers like myself when I went to Stamford in 1970.
- I think there's a whole other book that could be written
about disintermediation of education.
Ultimately, I remember doing a course and I had a comment
that was in the moment, I think she said everybody
deserves a Harvard education, ultimately the teachers,
the fantastic teachers, I think of Con Academy,
there are just such brilliant teachers out there.
And then there are facilitators.
And I think I can see a day when, you see this trend
in career, maybe that's a subject for another book.
- Yeah, there's some mixed models and the mixed model
is do your MOOCs and then have some opportunities
to meet face to face, years ago there was a women
who worked for my wife who was her marketing director
and she got an MBA at Duke from the Fuqua School.
And it was a distance MBA and it was a little before
MOOC was in the language but the deal was that they
came to Duke for a couple weeks each year and met
face to face, there was another school that I actually
did a graduation speech for that was a local school in
Vermont and it was really fun.
It was the same sort of program but they were finishing
up two years of online stuff and they never met each other
but the graduation, in order to get your degree,
you had to show up for the graduation and so there's some
which is kind of a sub text of the new book in a way,
there's some sweet spot of a combination of using the
technology to its fullest and keeping the humanity
and I think it's possible to find that sweet spot.
I've gotta go in pretty short order so if you've
got a last question that will summarize
everything, I would love to give it a shot.
- I've got one quick last question from Chovas Eavied
and he asks looking back on your career,
what would you do differently?
He's going through some things right now
where he's thinking about this question.
And he asked me to put the question to you.
What would you do differently?
- Very little.
I never had a goal, I never had a career plan.
I went with the wind and the wind has been incredibly kind
to me at the right moments, I mean.
I'd love to say something like do what you love.
But I didn't start doing what I loved until I
accidentally fell into it and it wasn't I really wanna
do this behavioral science, I'm an engineer.
My grandfather was a German engineer who immigrated to
the United States in 1873, I dream in numbers
and I have 17 years of advanced calculus training.
If you ask me why the hell I ended up talking about
people and organizational behavior, wasn't my idea.
I got lucky, I went to Stamford Business School when
I got out of the Navy and I had a professor of
organizational behavior and he saw something in me.
And we became friends and the rest, so I just,
I can't give a good answer.
The only answer and it's, I don't think it's very helpful
to our questioner is that I talk about and it is the
excellence thing, it's if you're a junior person,
it's always possible to turn a crappy little task
into an island of excellence and the way I describe it
is if you're the 24 year old who is asked to organize
the Memorial Day picnic for your 30 person department,
that's a golden opportunity, you can make it into the
biggest hoe down hootenanny great fun and that's,
your questioner is at an 87 levels more senior to that.
But it's and this sounds, I hate cheesy answers.
And it's back to that email, it's like, I said
I called a speech excellence when I was at McKinsey
because I had just come from a performance by the
San Francisco Ballet and I said if a Ballet can be
excellence, why the hell can't a business organization
be excellence and there's something I just read and I wish
I could recall it better but it said that fundamentally
excellence is the way you lead your life and somebody
asked the elder Tom Watson, the IBM founder.
They said how long does it take to achieve excellence?
And he said one minute, he said you achieve excellence
by saying I will never knowingly do anything again
that's not excellent and so I think it's the way you
approach your life and I can't say things like grab
opportunities because that has nothing to do with my life.
One thing that's really important to me and this is
almost the anthesis of the answer, is I don't like mass
murderers and I don't like rapists.
Those are number one and number two on my list of hated
human beings, number three is successful
people who think they deserve their success, it really is.
Nassim Nicolas Taleb wrote a book called
Fooled By Randomness and he said if you're lucky enough
to be born of intelligent parents and if you work your
back side off, the odds are pretty high that you'll
have a pretty successful career.
If it's better than that, you were lucky.
And when people say deserve, I say, yeah sure,
I deserve it, I was born in 1942 in the United States
of America, I was white, I was male and I was Protestant
and Protestant meant a hell of a lot in those days.
That was the first 99.8% and the rest is details.
One time said a guy who was chaffering me around
London actually and he had driven Mac Jagger around
and what I remember him saying to me is he said ya know,
I have two kinds of people in the back of this car.
People who remember their roots and people
who think they deserve to be there.
And I thought that was as wise a comment as I've ever heard
and I can't say stupid things like go for it or what have
you but it's that next five line email.
I wrote it, on my 60th birthday I wrote,
I've forgotten what it was called but I do know
what it was called, it's called 60 and it was 60 ideas
or 60 things that had influenced me and the last one
which actually a Presbyterian Preacher asked me about
my Presbyterianism as a result, the last one was grace.
And Grace is a beautiful word and grace is, in a way,
Johnny and Steve talking about corners for hours
or our great friend, Mr Pocock who left his heart and his
soul in a cruise shell, I must say when they were
still made out of wood before the worm turned.
But it's a way of living and it's, the obvious one
which is religious with a lower case r,
it's caring about people, what's to lose, right?
What's to lose and there's everything to gain.
- Tom Peters, you're the author of In Search of Excellence
and more recently The Excellence Dividend.
Thank you so much for you time, we do appreciate your time.
- It's my great pleasure, thank you
for the opportunity to chat.
-------------------------------------------
USING THE NEW IPAD 2018 FOR UNI/COLLEGE || organization and notes - Duration: 5:17.
Hello everyone!
Today's video is all about how I am currently using the new 2018 nine point seven inches
iPad with the apple pencil.
I am using my iPad for three main reasons – to create notes with the Apple Pencil
for classes that require less heavy note taking; to do almost all of my readings for class
using goodnotes and to have access to apps like Procreate both for my own creative projects
as well as for helping me with Youtube overlays.
Regarding organization and apps, I've mainly divided all of my apps in four categories,
productivity, creativity, social and a folder for all other apps.
I prefer to keep all of my apps in their separa te folders so I can access easily and by function
instead of having to swipe left and right looking for something specific.
In the productivity folder I have apps like Word, Goodnotes, Excel, Youtube Studio, iMovie,
Google Sheets, Adobe and Pocket.
In the Creativity folder I have Procreate, Photos, Youtube, VideoScribe, Spotify, Goodreads
and videos.
IN the social there's the typical apps like messages, wzpad for whatsapp, clips, contacts,
podcasts and pinterest.
In the last folder I have my settings, tips, app store, clock, find iphone, calculator
pro, camera and banking apps.
One of the things that I have been finding the most useful is how I changed the process
behind my readings for college.
Reading on an iPad sitting in my couch is so much more comfortable than being at my
desk and it actually makes me look forward to that task.
Also, the ability to pinch to zoom in and out and use the apple pencil to highlight
makes the process easy and so intuitive.
I stopped printing my materials so I now save tons of money on paper and toner so that paperless
experience I was going for at the beginning of the year is much easier to achieve.
Also, the ability to use different highlighter colours, take my notes on the margins and
then export it all to my mac via iCloud makes the experience of organizing and studying
notes much easier.
In fact, I have been using my ipad much more as a kind of personal assistant on the go
as sometimes it's not that useful to take my laptop around, as it is a fifteen inch
and quite heavy.
One of the things that I love is how all of my progress color coordination is now synched
between the two devices so I know exactly what I am working on in my laptop
Regarding note taking, I have been loving the simplicity of Goodnotes as an overall
great note taking app for someone who is mainly using the apple pencil and not a keyboard
to take notes.
You can create individual notebooks for subjects or topics, customize the cover and do the
exact same things you would do on paper.
The apple pencil support allows for very precise writing and after the first couple of hours
using the pencil you won't even notice the difference between this and writing or drawing
on normal paper as the pressure and angle sensitivity make for a very similar experience.
The ability to export, zoom in and out, organize and re-organize notes with a tap on the screen
and erase and rewrite everything makes this a much more approachable system for people
who, like me, dislike the permanent feeling of writing on a notebook.
Of course that the fact that you are able to synch your icloud account between your
devices makes the experience even better.
I am now more prone to do lots of planning on my Icalendar while using the ipad as well
as getting into more in-depth to-do lists and meal prepping preparation.
Evernote has been a great ally in making sure that all of my recipes, snippets and on-the
go to-do lists are accessible on my ipad, mac and android phone.
Unfortunately I had to pay for the plus version of Evernote to be able to synchronize everything
between three devices but taking into account how much I use this thing, it has been making
my life a lot simpler.
Finally, I also need to refer the split view function which is so useful when referring
to certain documents when taking notes.
It makes all the difference when doing something productive on the ipad and doesn't break
your workflow as much as switching back and forth between apps.
The smaller screen of the nine point seven inch sometimes makes it harder to work in
split view or have enough space to write as extensively as you want so if you want an
ipad and have the budget, that could be a reason to upgrade to the bigger ipad Pro.
Other than that, I think that this is a great complementary device or even a good studying
solo device if you get a Bluetooth keyboard.
The non-laminated screen really doesn't bother me, the battery life is great and the
screen is responsive so for three hundred dollars and a half plus the apple pen I think
it's worth the money you spend.
Next week I will publish a detailed video on the abilities of the apple pencil and the
goodnotes app so make sure to subscribe and click the bell button if you want to watch
that.
I hope you enjoyed today's video and I will see you next week.
Bye!
-------------------------------------------
The Woman Who Brought Down Bill Cosby | NYT News - Duration: 2:05.
This is Andrea Constand, the woman whose
sexual assault complaint against Bill Cosby
brought down the man once known as "America's dad."
"Finally, we can say: Women are believed.
And not only on #MeToo, but in a court of law."
She's the only woman among more than 50 others
whose case against Cosby has resulted in a conviction.
"I feel like my faith in humanity is restored."
Constand and Cosby's story started more than 15 years ago
in Philadelphia.
She was 29 years old at the time, and worked
for the women's basketball team at Temple University.
Cosby was the university's most famous alum and a trustee.
They met at a basketball game in 2002.
Constand grew up in Toronto, Canada.
She was a star high school basketball player
and had dreams of playing professionally.
Over the next two years,
the pair had a friendly relationship.
In 2004, Constand says Cosby assaulted her
at his Pennsylvania mansion
after giving her three pills that left her frozen.
He claims the sex was consensual.
The pills, he later said, were Benadryl.
Constand reported the attack to the police a year later,
but prosecutors decided not to charge Cosby at the time.
She later filed a civil suit
and got a settlement of over $3 million.
Cosby's defense team used that to paint her
her as a scheming former lover.
"Andrea Constand made up these fantastical stories
in order to get rich."
A criminal investigation was reopened in 2015.
"We're here because we want to seek the truth."
At this point, more than 50 women had come forward
with similar accusations of sexual misconduct.
Many of these cases happened
outside the 12-year statute of limitations.
So Constand became the lone accuser
who brought criminal charges.
The jury came to their decision in just two days.
"We don't think Mr. Cosby is guilty of anything.
And the fight is not over."
-------------------------------------------
Avengers: Infinity War Sneak Peek: See Photos From the New Marvel Movie - Duration: 1:00.
Avengers: Infinity War Sneak Peek: See Photos From the New Marvel Movie
The wait is over!.
Avengers: Infinity War is here and were bringing you a sneak peek look at the new Marvel movie. In pictures from the film, we see stars Robert Downey Jr., Benedict Cumberbatch, Mark Ruffalo and more of the cast joining forces.
The movie hit theaters on Thursday evening and is already set to break box office records. According to reports, Avengers: Infinity War made $39 million from Thursday night tickets sales alone.
So we think its safe to say Marvel has another massive hit on their hands. Before you head to the theater to check it out this weekend, take a look at picture from Avengers: Infinity War in the gallery below!.
-------------------------------------------
NCBI Minute: Revised Release Plan for the New NCBI API Keys - Duration: 29:34.
All right, good afternoon everyone and welcome to the webinar about Revised Release Plan
for the NCBI API keys.
My name is Eric Sayers and I will be guiding you through updates about this.
Again at the bottom there is a link at https://go.usa.gov/xQBQJ , it provides a direct link to the materials
and ultimately to the Q&A.
All right.
With that we will get started.
One plug I would like to make before we get into the webinar is EDirect Office hours today
at 2:30 PM.
If you would like to learn more about EDirect, ask questions, give comments, the URL is there,
nnlm.gov/class/EDirect-office-hours/8301.
This is part of an ongoing training program that NLM is providing for EDirect.
And EDirect is a UNIX interface to the E-utilities API.
If you work on the command line this is a great tool you might want to check out.
To see how it might be useful for you.
That's at 2:30 PM today.
All right, moving forward.
What we would like to do today is talk a little bit about some updates to our plans for API
keys , and we have talked about this a couple of times in the past, just to update you on
where we are now.
In November we did a couple of webinars about API keys , introducing the idea of them and
updating you on the plans but this is the third installment of that series.
I will talk to you about what's happening at the moment, and what we see happening going
forward.
I will do a quick review for those that haven't attended the other webinars.
And if you haven't, please check them out and it will give you some good background
material about what we are talking about today.
But I will try to catch you up in terms of where we are with a little review.
I will talk about the sandbox environment we have released, that for developers should
be useful to you.
As well as upcoming testing periods and how those will work.
And going ultimately to full release of the keys.
What is happening.
The thing that is really happening we are getting feedback from people, exactly what
we want.
To hear from you about what is useful to you and what you're doing with the API and how
we can help you do what you are doing better.
How we can understand your needs.
We have had a number of conversations about that and we are continuing to have conversations.
Please engage us in those conversations moving forward, that's helping us understand how
we can help you.
As a result of that, we are not honoring the May 1 release date.
In November we targeted May 1, which is a few days away, as the date when the API keys
would be going fully live.
We will not be.
That date has been pushed back to no earlier than September 1.
So relax, you have time, you have the summer to get ready for this . we will let you know
well in advance if that date changes.
It will not be before September 1, 2018, when the keys go live.
What we have done is create a sandbox that is active today.
It has been active for a little bit, active now, where the keys are always active.
I will talk more about that in a few minutes.
That's a good simulation of what production will be like.
Very likely in the fall.
And we will be having some test periods, no more than about one hour, on production over
the coming weeks, months, where the keys will become active.
This is a chance to test code in the actual production environment.
And also to check things that maybe we are not aware of, or you are aware of that might
be affected by the upcoming keys.
A quick review of what we are talking about in terms of the API's being affected . These
are the E-utilities only.
No blast APIs, no other APIs are affected.
The E-utilities are the Entrez APIs esummary, efetch, elink and epost.
These are things you use to do searches in PubMed, or gene or nucleotide, to get esummary
doc sums, fasta, abstracts, citation formats, and various types of literature and sequence
data.
Those of the APIs you need to be concerned about.
If you are using them, then you need to pay attention, if using blast APIs, it's not something
relevant at the moment.
What are keys?
A API keys is a unique string.
A string that will be added to the URL request.
The string identifies you to the API.
It needs to be included in every API request you make.
These API keys are attached to a NCBI account . Some of you may know as a My NCBI account.
But one account can have a single API key.
One of the big reasons we are doing this is we want the API to be more stable and reliable
to you.
And having these keys helps us make that happen, by being better able to monitor and regulate
the amount of traffic that comes into the services.
We would love to have infinite capacity and we don't.
No one does.
But to make it seem as this we have capacity to meet your needs, this is a way for us to
help regulate that, to help you regulate it to the point it can work for you as well as
possible.
So how do you get a key?
A reminder, you go to my NCBI , or a NCBI account.
Find the link in the upper right-hand corner of the NCBI pages.
And sign in . You can create an account if you don't already have one.
If you have an account, please use that.
If you'd like to create a new account for software, that is fine.
There is a button under API key management where you can create an API key.
It will put it on the screen, copy it.
How do you use the key?
Very simple.
You assign it to the parameter api_key.
You put that parameter in any, all of your E-utilities requests . I'm showing you the
einfo, and esearch for example, put api_key equals and whatever the key is.
If you are an EDirect user, there is an environmental variable named NCBI_API_KEY.
EDirect will automatically attach your API key to all outgoing requests.
If you want to get a new key you can, but the old key dies immediately.
You can only have one key per NCBI account . If you think somebody else has got it and
you are concerned about it, whatever reason, you're tired of it you can get rid of it.
When you replacement it the other one goes away immediately, no longer active.
I want to say a word before I start talking about rates.
How we define rates.
What we will be talking about is key setting rate limits on the number of requests coming
in.
If you get an error, about the rates, I am showing at the top of the slide, and error
text saying the API rate limit is exceeded, and a count meaning the number of requests
that we saw in a particular second.
The important thing for people to realize, we are looking at a one second window and
we care about when the requests were received at NCBI, not execution time . What we really
care about is the fact that you started more than your limit of requests in a one second
window.
In the bottom you see a lot of requests that are taking a number of seconds.
But there is no time during that activity where more than three request are being received
per second.
For example if your limit was three.
That's one of the default limits.
That's how the rates are being defined.
There is a new sandbox that we have.
The new sandbox is an environment where the keys will be active permanently.
And so this is a great place to go to test.
You can hit this.
What is different about this for those familiar with the API, the URL is api dot NCBI dot
NLM dot gov/eutils.
Not www or eutils dot ncbi.
The keys will always be active there.
This will simulate production.
It is active now and you can start testing now.
At the bottom of the slide I've put example URLs.
If I want to do a esearch I just do api.ncbi.nlm.nih.gov/eutils.fcgi?
then whatever you are doing just change the base URL to API dot NCBI slash eutils.
What happens in the sandbox.
If you've been it one of the previous webinars you will have heard this.
This is the behavior that happens now in the sandbox and will happen when we go live in
full production.
If you don't have a key, let's start there.
If you don't have a key the limit is three requests per second for each individual IP.
What I am showing is three IP addresses.
The first one two requests per second, that is fine, no key.
The second one has five requests per second, that would cause an error.
You will get an error when you get those back.
And one and a half request per second, no problem.
As long as you are below 3 requests per second for any 1 second moving window, you are fine.
What happens to those requests that receive an error, they are not processed.
You are not blocked, there's nothing like that happening.
Once the second window passes and you go beneath the rate limit, you will get access again,
immediately.
The requests will start working.
What you will see in your data is gaps.
Where you're not getting dated back.
Why am I not getting data back?
Because you are momentarily you are blocked, if I want to say it that way, by the rate
limit.
Keep in mind this is not like the IP getting blocked or anything like that.
It is instantaneous, once the rates go below the limit, you are live and well.
What happens if you have an IP that two people are sharing, or multiple people share.
What happens here is we have two people sharing the same IP.
One is doing two request per second and one is doing five, both get affected.
Because it is by the IP.
You have multiple users in the same IP, and one actor over three request per second, everyone
is affected.
That could be a potential issue.
If you have a lot of people behind a firewall, whatever it might be.
It depends on the IP, if there is no key.
That's important to remember.
If you have a key.
Now I have several scenarios where there is a key present.
In this case the first two people have the same IP address, but two different keys.
The first guy has this key, AB23.
He is under 10 requests per second.
With the key the default limit goes from 3 to 10.
As long as you don't exceed 10 request per second with the key, you are fine.
So seven is cool.
His friend is doing 15 requests per second.
He will get errors.
A different key.
And the third guy at a different IP address, it doesn't matter.
Four request per second, he has a different key.
My point here is it's about the key, not the IP address.
It doesn't matter how many people share the IP address, it only matters what key you have
and how many requests are coming in on that particular key.
For example, here we have a case where we are mixing.
Some people have a key and some people don't have a key.
What happens?
Everyone is on the same IP address.
The first guy has a key.
Less than 10, he is fine.
The second guy has a different key.
he's at 15, he gets errors.
And the third guy no key.
It looks at the IP.
That IP is getting seven, +15, equals 22 plus 2 equals 24 request per second, so he gets
errors.
This hopefully illustrates to you the problems you can have if you have a lot of people using
the same IP.
The best approach is each person having their own key.
That key determines the rate.
If you have people using the same key we see the sum of the rate from that same key.
One person may get errors, and if they get errors, everyone using that key will get errors.
It is attached to the key.
That is an issue if you're using a distributed scenario where multiple people are using the
same key.
If one of them gets above the threshold, then they all have errors.
To review quickly, the situation is if you don't have a key, any IP address that posts
more than the limit will be affected, they will get errors.
It is about IP if there is no key.
If there is a key, it is about the key.
So any key that posts more than 10 or whatever the limit is, will receive errors.
That is the real bottom line.
If you don't have a key ts about the IP address, if you do have a key it's about whoever is
using that key however many people are using that key .
That is what's going to be happening in the sandbox.
That happens now, so you can begin testing that now.
If you have code you want to test, shoot it to us and see what happens.
Verify it is working.
The testing periods will happen in production.
We don't yet have a schedule of these but I will be publicizing them on utilities-announce
and on social media.
If you haven't signed up for utilities-announce, please do.
I will have a link at the end of the presentation that will give you access.
Pay attention to the twitter feed, the blog, we will talk about it there.
And the behavior of production during the test periods will be identical to the sandbox
now.
This is a way of checking production code, also a way for us to see what breaks.
Right.
A brief period where we can make sure we are aware of things, you are aware of things that
are affected by this.
We will give you warning about when these will be happening so you can plan for it.
It will be no more than an hour and will occur at different times in the day.
People use the api 24 seven, we want to make sure we are getting everybody.
Full release.
After we do a few of these testing periods we will publicize the date for full release
and give you at least three months notice as to when that will be.
Right now we are saying it will not be before September 1.
If it moves further back we will let you know with at least three months notice.
That means all keys will become active.
We would like to also advise you, we have a couple of questions about this we have gotten.
Please continue to use tool an email if you're using them.
If you are not using them please begin using them.
It does not affect your key in any way.
Completely separate from the key, however they help us help you by identifying the software
package that is attached to the request.
A number of you have expressed interest in having distributed keys so one software package
may have multiple keys.
The key itself will not identify the software package, &tool does.
So if you need us to help you understand activity with software, and what we are seeing, then
&tool is required.
And then &email is the contact information for the developer , so we can contact you
about that.
It should not be a customer contact.
It should be a developer contact so we can talk directly to whoever is monitoring it
and presiding over the code base.
So we can help you deliver quality services to your users.
So, that is basically what I want to say today.
I want to encourage you to stay tuned on the social media.
There is the Learn page if we do give more webinars.
We don't have more plans now but if we have to give additional ones we will publicize
them there.
Also on social media.
And the link I was promising, please subscribe to utilities-announce.
When you get the slides you can just click there and go to the link.
It's the www.ncbi.nlm.nih.gov slash mailman slash listinfo slash utilities-announce.
You are not going to get spammed, only updates.
We try to respect your time and your inbox.
If it's important we will send things there.
If you have questions please write to info@ncbi.nlm.nih.gov.
Also I'll invite you to ask us about negotiating higher rate keys than 10.
As we have talked about in previous webinars, if you think you will need a higher rate than
10 per second, we can talk with you about adjusting it upward.
If you would like to engage us in such a conversation, we are happy to do that, just write to info
and we can follow up.
All right.
That's what I had to say today.
I will turn it over to Peter Cooperto see what questions we have.
[Peter] Thank you Eric.
There are a number of questions.
Some I have addressed and some of them I don't know the answer to.
I will let you take a shot.
There is a question, the first one actually is about this question of reset time.
Talking about a particular thing called the X rate limit reset time, indicating when the
current window ends.
The window is one second so I don't quite know I understand the question.
Can you address that?
[Eric] I am not sure I would understand the full context there.
If you want to talk to us more about that, just write to info and we will talk to you
more.
What I can say is the way, again we determine the rates, is based on the moving one second
window.
We monitor the key or the IP address, and if we see incoming requests in a given one
second window that exceeds the rate limit, if your rate is three and we see more than
three request starts in the one second window, then you will get an error.
Until that rate in the moving one second window drops below three.
That is basically what I can say.
If you have other questions about that, email and we can follow up.
[Peter] A couple of questions.
You addressed them in the talk but I thought it would be worth pointing out again.
Somebody did ask about the email and tool parameter.
It's not required but very important that you include that.
So we can get in touch with you.
Another one, are the response rates given the headers?
I think we discovered that they are given in the headers.
[Eric] Thank you for pointing that out that I should've mentioned it.
You should be expecting status 429.
Any error you get should give you a 429, that's what we have found in our own test.
We are pretty confident that people are seeing those.
It's a little snippet in the header.
You should be able to look for a 429.
And the rate is in the error message.
The integer you will see at the end of that data blob you get back is the rate that we
observed.
On the slide it was 11 I believe, like 1 more than 10.
That's what we observed.
[Peter] Another good question is about many of the different Perl modules available.
There is one that he cites, a bio eutilities, bio db utilities.
He says it hasn't been updated to support the API keys.
Have we reached out to the developers.
I don't think we have.
[Eric] Thank you for the question.
A good point.
I don't know that we have specifically reached out to organizations like that.
We often are in contact with them in any case.
It's a question honestly for them in terms of what they would like to support.
Certainly one approach they could do is have more support for keys in there and they may
choose to do that.
They may choose to have developers solve that problem on their own.
I don't have any direct information from them, but thank you for that.
It is certainly possible we can get in touch with them for clarity.
[Peter] Okay, another question, somebody asked can I make sure no key will be used for distributed
service.
I think the answer is we can't be sure it won't be used that way.
Every user on a distrubuted service should have their own key.
[Eric] This is a fairly common class of questions.
A number of software developers will distribute their code base.
Basically if you're distributing software that way, it is good to have a key, right,
for the individual customers if you think the use cases the customers have will drive
their use over three request for second.
It really depends on the nature of your software and the number of requests you tend to fire.
That a typical customer would tend to fire.
It's a judgement call on your part.
If you'd like to talk with us about strategies, that is a lot of the kind of conversations
we have been having with software developers.
We are happy to engage in those.
One of the things you can think about is perhaps having a default key, that would cover most
of your customers.
We can set a rate that would cover most cases.
You may have some customers that are very heavy users.
And you know that.
We may be able to give them particular keys.
These are the kinds of things we can talk about.
It really just depends a lot on the nature of your software, how you distribute it, and
the manner in which you access the utility API.
How many request are you making.
There are ways to talk to you that can help you reduce the number of request that you
need to make.
That's why having these conversations is important, to find out what would be helpful for your
customers.
[Peter] Here is a somewhat philosophical perhaps question.
The API key is only there to help NCBI monitor the request per second ? It's on our personal
side to adapt our scripts to handle this request limitation.
You want to talk about why we are doing this?
[Eric] A number of topics there we can talked about.
One topic is, why do you want to do the keys at all.
It comes back to a general part of our mission, as the national Library of medicine, providing
free services to the public.
Free does not mean unregulated.
Meaning we have had many cases in the past where particular small number of users, essentially
created denial of service attack on our servers because of heavy use.
Our mission is to relay the services to the public so we have to do whatever we can to
make sure the public has access 24/7.
That basically means preventing excessively high use for any of the services.
Whatever it might be.
The keys help us do that.
The keys also help you.
I understand from some perspectives it might be hard to see that.
The keys help you because it helps us make the services more reliable.
They are less vulnerable to these kinds of attacks.
Once the attacks happen you will not be able to get to us.
If you have processes that are automated and your customers depend on those processes,
we want it to be up to you.
Preventing these kinds of spikes, and problematic activity, allows us to have the services up
more often than not.
It also allows us to inform you as developers about what is happening with your software.
And to alert you earlier to problems we are seeing.
If people are abusing your software, or providing sets of request to us that are harmful, to
our ability to provide services to the public, it helps us help you understand what's happening
and correct those issues.
So at the moment, the way we are rolling keys out, yes, as you point out, it kind of is
on you to think about what your rates are.
As we explore this further there may be other ways that we can modify and extend, perhaps
strengthen the way the keys work, to make them more flexible.
We are certainly interested in input from the community about how that will happen.
We have had some discussions about that already.
So we are very open to having your thoughts and suggestions about ways in which the services
can be more adaptable to your needs.
This is where we are currently.
[Peter] Another, several questions that I don't think we will have time to get to all
of them.
If we don't, we will answer them in a Q&A document.
I will put that on the FTP site and you can look at those .
One is about being blocked.
If we continue to exceed the rate will we be blocked?
The answer to that I think is no.
One of the points is that you can't, we are throttling you so you can't actually do damage.
[Eric] It's an important question for those who are experienced users of the API who may
have been blocked in the past.
We do have a policy by which we will block access to an IP or a set of IPs, if we observe
extraordinarily high rates.
And the manifestation of such a block is to have no ability to reach our servers.
On the web you will see a black screen that clearly indicates you have been prevented
access with instructions for how to proceed to restore access.
The API keys have nothing to do with that process at all.
The API keys are actually a way to help us prevent that.
We don't want to be doing that.
We want people to have access.
What happens with the keys as Peter indicated, as I tried to indicate, is an instantaneous
and very temporary cessation of service for a particular IP or API key that is giving
us a high number of requests.
The manifestation again, of the rate being exceeded, because I don't want to use the
term blocked because you aren't, is simply those individual request will receive an error
message until the rate drops below the threshold.
So you will just see gaps in data, data returns that are unusually small because all they
will receive is the error message.
That's what you will see as a user.
Or if you are a web user are a user of a third-party app on top of the API, you won't get data
back for the periods when the rates are high.
We don't memorize that, there is no recording of that activity.
You will get an error until the rates go down again.
There is no blocking happening.
There is no permanent memory of any of that.
It's just instantaneous responses.
[Peter] Okay, that is all we have time for.
As I said if there's additional questions we didn't address, and all of the questions
we did address, we will put in the document.
I would like to thank everybody for coming and thank you Eric for presenting.
We will see you next time.
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