“I, The Jury” – The Prologue [Part 0] [An Original Online Series]

Underworld Awakening Publicity Still

“Whoever we are … Wherever we reside … We exist on the whim of murderers …”— Miles Davis, “The Rock”

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An original online series based on characters and situations from the Vampire trilogy “The Endless Night” by H. P. Lovelace; dedicated to Mickey Spillane, his Mike Hammer, and the original, his “I, The Jury”. So, if you’re looking for Sherlock Holmes, Perry Mason, Nero Wolf, et al, you’d best look elsewhere. Mickey Spillane … dead … but not forgotten … never …

***

Series starts January 08, 2011

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The Endless Night, The First 16 Pages – [an excerpt from IUP, Book 01]

Poisen Elves
Be careful what you wish for … sometimes you get it

Click on the image of Jenny Miller, Mondo’s BFF, to read the pages … Enjoy … :)

 

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[Boxing] Quote for the Day, Tuesday July 22, 2014

Welterweight fighter Fritzie Zivic was once asked to comment on his reputation as a dirty fighter. Zivic’s reply was, “You’re fighting, and you’re not playing the piano.”

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JUNE WILKINSON original SEXY movie photo 1960s

JUNE WILKINSON original SEXY movie photo 1960s #99Vintage original 7-3/4″ x 9-1/4″ undated (circa 1960s) sexy movie publicity photograph of June Wilkinson. EXMT or better condition with light wear, no markings on the back, appears to be slightly trimmed. Comes from the famed Frank Driggs Collection.

Frank Driggs was an author, historian and archivist who amassed a collection of some 100,000 photographs and mementoes over half a century. Most of the photos have never been published. In fact, Driggs was the biggest contributor of photos to Ken Burns’s highly regarded television documentary chronicling the history of jazz.

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Dr Zimmerman’s Tuesday Tip — A Great Place to Work

“It’s common sense: Happy people are more productive.”
Larry Page, co-founder of Google

I totally agree, just ask anyone who worked at McAuto [McDonnell Douglas Automation Company], the Camelot of IT [Information Technology].

Great Place to WorkYou probably spend more time at work … interacting with coworkers and customers … than you do almost anywhere else. So I hope to God you’ve got a GREAT place to work. In fact, I can think of few things more pitiful than spending twenty, thirty, or forty years on a job you don’t like in a company you can’t stand.

One GREAT place to work seems to be Publix Super Markets, which is the largest employee-owned grocery chain in the United States, with 1077 locations and 159,000 employees. They have two slogans that guide their behavior and place them amongst the best employers: “Where shopping is a pleasure.” and “Where working is a pleasure.”

There are dozens of examples as to how they live up to their slogans. One thing the top corporate officers do is host a dinner to celebrate every new store opening and honor its new employees. These dinners generate tremendous excitement and enthusiasm, which are bolstered the next day when the executives help to prepare the store’s opening and help to serve the first day’s customers.

In most companies, pep rallies like the Publix store opening banquets are greeted by employee cynicism. That doesn’t happen at Publix because the employees are smart enough to recognize the sincere welcome they’re getting from the executives and they see the executives living out the company slogans as they work on the job.

According to a study done by pollster Daniel Yankelovich, Publix employees frequently say, “They didn’t have to do that.” In other words, Publix employees find it incredibly reassuring that the management goes out of its way to do something for them and recognize each of them as unique and valuable human beings.

And that same phrase … “They didn’t have to do that” … is commonly used in almost every GREAT workplace.

So what can you do to create a GREAT workplace? A simple, self-serving answer might be “Hire me. I’ve got a great program called “Staying UP In A Down World: How To Build A Workplace Filled With Excellence and Enthusiasm.” You can even download a free copy of the outline by clicking here.

But whether or not you hire me, I strongly suggest that you do the following as you create your own GREAT place to work.

1. Clarify your values.

In other words, if you don’t stand for something, you’ll fall for anything.

So what do YOU and YOUR organization stand for? You need a clearly written statement of values … that is simple to understand … and everyone who chooses to work there can easily and full-heartedly say, “Yeah, that’s exactly the kind of place where I want to work.”

If you don’t have such a list, start grabbing some good lines from other organizations and their list of values. That’s not cheating. After all, the GREAT places to work should … and do … have some very similar value statements that create the organizations’ climate.

For example, one of my clients, the Missouri Department of Transportation, has a wonderful document entitled “MoDOT’s Mission, Values and Tangible Results.” Among their values they include:

  • MoDOT will honor our commitments because we believe in integrity.
  • MoDOT will be responsive and courteous because we believe in delighting our customers.
  • MoDOT will empower employees because we trust them to make timely and innovative decisions.
  • MoDOT will listen and seek to understand because we value your opinion.
  • MoDOT will seek out and welcome any idea that increases our options because we don’t have all the answers.

Great list. It goes on in much more detail. But I think “Wow! Wouldn’t it be great if every organization had such a list and then actually walked their talk?”

Dr. Lu Karl, the Director of Instruction, and another one of my clients … this time in the world of education … sent me his school’s list of values. Again, my reaction was “Wow! If every school had a similar list and held every teacher and student accountable for living out this list, we could eliminate 90% of the criticism being leveled at our schools.” At Karl’s school district, they say:
We believe that:

  • People are responsible for their choices,
  • Meaningful accomplishments build confidence and motivation,
  • In each person there are gifts and the capacity to develop those gifts,
  • Society thrives when each person actively participates in its improvement,
  • Trust builds healthy relationships,
  • Strength lies in people working together for a common goal, and
  • Learning throughout life is vital.

Of course, you want a GREAT place to work. But your chances of actually creating one increase dramatically when you start by defining what a GREAT workplace means to you and/or you clarify the values of such a workplace.

And then…

2. Practice behaviors that build and sustain a GREAT place to work.

When Robert Levering was doing his research for “A Great Place To Work,” he asked employees what made their companies so good. The first thing they mentioned was the attractive benefits. That’s easy enough to understand. Those are plain old survival and comfort needs speaking out.

When he probed deeper, he found that the GREAT places to work all shared the same qualities. They included:

Friendliness: The work environment is somewhat informal, very pleasant, and relatively lacking in social hierarchies.

Fairness: Employee complaints are heard impartially and fully. In other words, some people’s comments weren’t given more credence while other comments were pooh-poohed. And nobody was told to “Get over it” or “Suck it up.” Complaints received a fair hearing without a put-down lecture.

Apolitical: There is a lack of cunning and game playing to get ahead and there is no need to look over your shoulder to see who’s out to get you.

Contribution: In other words, employees say their job is more than a job. Their company makes a valuable contribution to society and stands for something more than mere profit. And so the employees feel a sense of pride in what they do.

Family: A GREAT workplace feels like a good, healthy family. The relationships among employees and with the managers are filled with cooperation. Everyone tries to help one another.

Information: As much as possible, everyone feels like he or she is “in on things.” No has to say, “I never knew about that.”

Praise: Everyone has the desire to receive appropriate earned praise, and in a GREAT place to work, praise is easily and frequently given … one to one, face to face, and in public. When a manager brought to business founder Ewing Kauffman’s attention the great work of a particular subordinate, Kauffman sought out the employee and complimented him directly. It was powerful, positive and effective.

Trust: In GREAT workplaces, the employer believes the workers want to be productive and employees assume the employer has their best interests at heart … which gives both sides of the equation a deeper sense of fulfillment from their work. Both sides trust each other. By contrast, this attitude of trust is completely lacking in bad work places.

Good and bad places are not simply a matter of happenstance, where some happen to be good and some happen to be bad. Workplaces and their environments are made by a few big things … like those listed above … and a thousand little things. Business owner William Binnie pointed out one of the little things when he said, “The first thing I do whenever I visit a plant is use the hourly workers’ bathroom so I can see how the company’s treating them.”

ACTION:

Instead of waiting for “them” to change your workplace, which of the things listed above can “you” do to build or reinforce a GREAT place to work?

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Watch The 1,340-Hp Koenigsegg One:1 Race Around An Abandoned Airstrip (VIDEO)

The Koenigsegg One:1 can go from 0-248 mph in just 20 seconds. (Photo: Koenigsegg)

The world’s fastest production car on (Guiness) record – the Bugatti Veyron Super Sport – produces 1,183 horsepower and weighs more than 4,000 pounds.

Now take the Bugatti, crank up the horsepower, lower its weight and you have the all-new Koenigsegg One:1.

The Swedish manufacturer calls its newest invention the world’s first production ‘megacar’ because of its 1,000-kilowatt power rating, which converts to approximately 1,340 horsepower. Equally impressive is that the Koenigsegg machine carries a 1:1 power-to-weight ratio – hence the ‘One:1′ branding – meaning the car weighs in at just 1,340 kilograms (2,954 pounds).

The One:1 is expected to shatter records. (Photo: Koenigsegg)

This is all achieved through a twin-turbocharged 5.0-liter V-8 on top of a lightweight carbon fiber chassis and body. Hammer through the seven-speed dual-clutch gearbox and you’ll be rocketing from 0-248 mph in just 20 seconds.

Unbelievable, right? Well it’s one thing to see it on paper (or a screen) and it’s another to see it in action. Car guru Shmee150 headed to an abandoned airstrip in Sweden to get an up-close look at the monstrous One:1. Check this out:

Tim was incredibly lucky to be the first to jump on board the absolutely epic Koenigsegg One:1 at the factory for a blast at the runway. With only a little time between test runs and important work being carried out on the car I was allowed a few runs in the passenger seat to experience the mind-boggling power and performance in the first production ‘megacar’.

Not only does test driver, Robert Serwanski take us up to 300km/h in moments, but we have a little demo of the handling capability and a rather cool powerslide. All in a car ‘only’ running in 1150hp mode and on Pilot Super Sport tyres as opposed to the stickier Michelin Cup2s.

Tim had a huge thanks to Koenigsegg for allowing him the opportunity in such an incredibly special car, stay tuned for some exciting things in the works and plenty more footage with the Swedish hypercars on the Shmee150 channel!

Thanks for watching, from Tim

Subscribe: http://bit.ly/Shmee150YT
Website: http://www.shmee150.com
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Original Source: http://www.foxsports.com/speed/cars/watch-the-worlds-first-megacar-race-around-an-abandoned-airstrip-video/

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JUNE WILKINSON Signed Card + Lip Print TO JERRY + Photo

JUNE WILKINSON Signed Card + Lip Print TO JERRY + Photo #1 JUNE WILKINSON Signed Card + Lip Print TO JERRY + Photo #2 JUNE WILKINSON Signed Card + Lip Print TO JERRY + Photo #3

This is a 3×5 card autographed by June Wilkinson signed TO JERRY with lip print. Also included is an 8×10 glossy print. Thanks for looking.

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Got Milk!!! — Vintage THE MINX Original B&W STRIPPER 120 Film Negative (NUDES)

Vintage THE MINX Original B&W STRIPPER 120 Film Negative (NUDES)

THE MINX

Original STRIPPER 120 Film Negative 1970′s

This is a beautiful quality original 2.5″ by 2.5″ negative of pin-up model and exotic dancer THE MINX. This is a negative not a print. It is the original “out of the camera” neg and can be used to make a print or scanned and printed from a digital file.

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The Protectors, The Avengers, The Prisoner, et al — James Bond spoofs of the 1960′s – back when The Cold War and being a spy was cool

And just for fun …

 

 

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YGCM-0421 VINTAGE B/W 8X10 CLASSIC 1960′S ART POSED SUPER MODEL JUNE WILKINSON

YGCM-0421 VINTAGE B&W 8X10 CLASSIC 1960'S ART POSED SUPER MODEL JUNE WILKINSON #35

Please note that this photo has a slight “3-D” affect due to airbrushing, although it really has little affect on the image. The airbrushing was done by a graphic’s artist giving body parts (arms/legs/breasts/etc…) more of realistic rounded look when the image is published in a magazine. Thanks for your consideration!

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Vintage JUNE WILKINSON Original B&W PIN-UP MODEL 120 Film Negative (NUDES)

Vintage JUNE WILKINSON Original B&W PIN-UP MODEL 120 Film Negative (NUDES) #99
JUNE WILKINSON

Original PIN-UP MODEL 120 Film Negative 1950′

This is a beautiful quality original 2.5″ by 2.5″ negatives of English pin-up model and actress JUNE WILKINSON being painted by artist and former exotic dancer DIANE COLL. This is a negative not a print. It is the original “out of the camera” neg and can be used to make a print or scanned and printed from a digital file.

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Dr Zimmerman’s Tuesday Tip — 3 Steps to a Professional Environment

“Professionalism is not a label you give yourself. It’s a description you hope others apply to you.” — David Maister, author “True Professionalism”

Professional Work EnvironmentIf you have a brown, weed-filled lawn and want a lush, green, weed-free lawn instead, you have to do more than chop off the tops of the weeds. You have to get down to the roots of those weeds. You have to pull them out or kill them off. And THEN you have to go about the task of re-seeding, fertilizing, and watering your new lawn at the same time you prevent the weeds from coming back.

In a similar sense, that’s how you create a positive professional work environment.

 Step #1: Establish the rules of professionalism.

You’ve probably heard a manager say, “Every employee of mine should know what’s expected of him. I shouldn’t have to spend my time spelling it out.”

Oh yes you do! You can’t practice “Management By Mind Reading” and expect your people to automatically “get” it. In today’s diverse world of work, your employees may come from very different cultures and backgrounds. So it’s foolish to assume they know how you define right and wrong, good and bad, and professional versus nonprofessional behavior.

The simple truth is … if you don’t tell people exactly what you want them to know and do, they are going to guess. And oftentimes they guess wrong.

You’ve got to adopt some written policies, procedures, and codes of conduct so everyone understands the “rules” of professionalism.

I suppose that’s why someone put together the silly “Redneck Book of Manners.” Some of the “rules” included:

  • When dining out, avoid throwing bones and food scraps on the floor as the restaurant may not have dogs.
  • When entertaining, the centerpiece for your the table should never be anything prepared by a taxidermist.
  • When it comes to personal hygiene, the proper use of toiletries can forestall bathing for several days.
  • When it comes to weddings, kissing the bride for more than 5 seconds may get you shot.
  • When it comes to driving and approaching a 4-way stop, the vehicle with the largest tires always has the right of way.

On the more serious side, many managers and many organizations fall short of the mark when it comes to establishing clear, explicit, and comprehensive guidelines for professional behavior. As playwright Judith Wagner put it, “I always wanted to BE somebody. But I see now I should have been more specific.”

If you don’t take the time to establish the rules of professionalism for your organization, you’re going to take even more time resolving the inevitable conflicts that will arise amongst you and your people and your customers.

Step #2: Teach the rules of professionalism.

In other words, you have to give every employee an opportunity to learn your organization’s guiding principles for professional behavior. And you have to give people an opportunity to ask questions and get firsthand guidance on how they should apply the rules to their work situations.

You could teach the rules informally … through conversation over a cup of coffee. Perhaps you’re trying to teach people what to say or not to say to another colleague when they’re upset. As Dorothy Nevill, an English writer, put it, “The real art of conversation is not only to say the right thing at the right place but to leave unsaid the wrong thing at the tempting moment.”

You could teach the rules during a coaching session. That’s what I do when I hire new employees. I let them know right off the bat what really bothers me and one of my pet peeves is procrastination. If somebody promises me something for Friday, I expect it to be there on Friday. Same thing goes for punctuality. If someone says he’ll be to work at 9:00 a.m., I expect them to be there by 9:00 a.m. at the latest.

You could teach the rules through a discussion at a team meeting. Business owner Mike McKinely did that with his employees when he taught the following rule of professionalism. “Instead of looking around at work and seeing problems, choose to see situations that could be improved, issues that could be resolved, and concerns that could be remedied–and volunteer to help fix ‘em.”

Or you could teach the rules through an uplifting educational workshop. That’s what I do in my program called “Staying Up In A Down World: How To Build A Workplace Filled With Excellence And Enthusiasm.” William Scott, a supervising engineer at Wright Patterson Air Force Base, says: “This program was the most rewarding learning experience I’ve had in over 20 years working as an Air Force professional engineer and leader. Truly the best of the best!”

(Click here if you’d like to get an outline of the program. Or give us a call if you’d like to discuss the possibility of offering this program at one of your upcoming meetings.)

Step #3: Reinforce the rules of professionalism.

Some leaders believe that “no news is good news.” In other words, they tell their team members, “If I don’t say anything, you can presume everything is okay.”

Well, employees DON’T think that way. At the very best, when employees don’t get any feedback on their behavior, they think their boss doesn’t care. And in the very worst case, some employees think that “no news means they’re gathering evidence to use against me.”

The fact is … leaders need to say something complimentary and reinforcing when they see their teammates exhibiting professional behavior. And leaders need to interject some kind of correction when they see inappropriate nonprofessional behavior.

What about your lawn or work environment? Is it filled with weeds and nonprofessional behavior? Or is it healthy and growing just the way you want it to? With these three steps, you CAN create a professional work environment.

ACTION:

List three things you are doing now or will do this week to reinforce professionalism in your organization.

Share with your friends and colleagues!
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