Second Dose In

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Science is great!

Much to my disappointment, the nurse administrating my dose refused to let me have the vaccine bottle when I asked if I could keep it. "It's a biohazard." Lady, you are injecting me with the stuff. It is empty and no more a biohazard than an empty insulin jar or aspirin bottle, but sure, say no. I was disappointed.

Had the shot in my right arm to balance out the left of the first dose. At Bob and Suzanne's suggestion, I kept my arm moving for the full 15 minute waiting period, then as much as I could stand for the next hour, in order to keep the soreness down. Let's see how this goes.

It's Happening

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Arrived slightly early, in line on time. Interesting to me, the first question asked was, "Pfizer or Moderna?" as the facility was administering both. I went in the green sticker camp, to match my green paper, and followed the line for Moderna.

Remember, no photos in the facility to protect the medical rights of everyone else at the same location. "Oops."

Neko 005

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My fifth of n watercolors of Neko Harbour. The image below was taken with dried paint and natural, but shaded, light.

I was not patient with this version. I realized I was avoiding starting the painting, so dove right in with it tonight. I am doing a good job at reversing the avoiding-starting trend, as well at trying different techniques, which is the point of these paintings.

Finally with the Red

Daily Photo

On my hike today, a successly lovely Zone 1 and Zone 2 hike, I had to stop to take a picture of these red flowers. I usually skip red anything in nature because the camera, any, all cameras, just doesn't capture reds well. This image is closer than most, I'm happy to say.

Multipliers

Book Notes

This book was a women-in-tech book club book that I read, and missed the discussion about. I am disappointed I missed the discussion, as I really did not like this book. The basic premise of the book being that people in power positions (not going to say leader, because a lot of managers manage, they don't lead, and a lot of leaders don't lead, they manage, so let's call a duck a duck, and say people in power) are either diminishers or multipliers, either you cut down and reduce the productivity and usefulness of your subordinates, or you multiple the productivity and networks of your people.

And the two broad categories just don't work. I came to the book wanting to believe in this simplistic view, and just can't.

The first inclination of "eh.... your facts are incorrect" came with a tale of Apple:

For example, when Apple Inc. needed to achieve rapid growth with flat resources in one division, they didn’t expand their sales force. Instead, they gathered the key players across the various job functions, took a week to study the problem, and collaboratively developed a solution. They changed the sales model to utilize competency centers and better leverage their best salespeople and deep industry experts in the sales cycle. They achieved year-over-year growth in the double digits with virtually flat resources.

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