the mastermind and custodian of my own myth

An exchange-traded fund that focuses on stocks that have recently held an initial public offering (IPO). The underlying indexes tracked by IPO ETFs vary from one fund manager to another, but index IPO ETFs are usually passively managed and contain equities that have recently been offered to the public. By investing in an IPO ETF, investors hope to gain exposure to IPOs during their initial introduction to the market, while diversifying their investment across a pool of IPOs from varying sectors and industries. 

The main appeal behind IPO ETFs is that investors want to be in “on the ground floor” of an up-and-coming company, and take advantage of the potential upside growth in the share price. IPOs, however, are not guaranteed to be successful holdings and may even decrease in value in the weeks and months following the initial offering. In addition, expenses and fees associated with ETFs can eat away at earnings accrued by these specialty ETFs. 


Five tips to tame your #email inbox, advice from @nzeldes interviewed by Harvey Schachter http://t.co/RMt6IqD5Dt #management
— The Globe and Mail (@globeandmail)
April 15, 2014
When the e-mail comes in, the software determines whether to pop the toast or save it for later, based on the sender and topic, and what you are doing at the time. This can be discerned from your calendar or your keystrokes or even a microphone picking up your conversation. “It knows whether it’s a good time,” Mr. Zeldes said in an interview. “This is doable – it’s being done.” He said investment bank Morgan Stanley has developed an experimental system, called Sift, which senses the user’s work context and prioritizes messages using various parameters. Microsoft Corp. has also released a research paper on a version called Priorities, but not yet unveiled a commercial product. In a recent self-published e-book bringing much of his writing together, Solutions to Information Overload, Mr. Zeldes points to a bevy of products that can help you tame your e-mail. “The solutions are getting better and better. More applications are being built to deal with information overload from the ground up rather than just tacking something onto Outlook,” he said in an interview. An important step is to treat e-mails as tasks, not merely messages. He is watching with interest the development of Handle, which makes it easy to turn e-mails into appropriate tasks, for which you can assign urgency and timing restraints. It also can fill your calendar with the message-tasks you need to deal with. “This elegant application recognizes the often-needed fact that clearing the inbox is just half of the equation, the rest being work on the inherent tasks it brings in,” Mr. Zeldes writes. He’s also a fan of Skimbox for mobile devices, which automatically sorts your messages into two heaps: Those you need to act on soon, the Mainbox, and those you can just skim through or ignore completely, the Skimbox. It uses factors such as your past interactions with the sender and keyword cues to sort; and it improves over time, based on how you react to its decisions. Mr. Zeldes spells out five steps you can take to stop drowning in e-mail: 1. Boost inbox efficiency This is an individual, not organizational, effort to improve how we handle e-mail. “It’s the easiest to attack, as you don’t need other people’s help,” he said. Yet he believes most of us are still failing to take the most significant step: reading e-mail only during a few designated slots during the day, so we can focus more intently on other work. Mr. Zeldes also recommends the “five weeks folder” approach he developed at Intel: If a message comes in and you are uncertain whether to delete or return to it later, put it in a folder that purges messages after five weeks (if it’s a monthly report, a new one will have come by then). 2. Reduce quantity of e-mail This involves an organizational effort, even if only at the team level, to cut the amount of e-mail. Best bet: Remove the Reply All button from your corporate e-mail software, so if someone wants to reply to everyone, they have to go through some hoops to accomplish that, rather than simply hit a convenient button. A more limited approach is to automatically remove “cc” recipients from Reply All, so that only prime recipients are involved. He also likes the idea of teams establishing “no e-mail” days, during which colleagues must talk to each other in person or by phone. “It’s a big one that most organizations won’t do,” he said. 3. Improve quality of e-mail A poorly worded, overly complicated e-mail wastes the time of all recipients, so organizations need to educate staff on how to send effective e-mail. “This is the highest leverage action you can take,” he said, because so much time is spent decoding messages and issuing other e-mails asking for clarification. This effort must come from the top down, and probably should include training classes. Templates can also be developed so writers simply fill out designated sections such as what, when, why and details. 4. Stop interruptions by e-mail A group can decide on quiet times when they will not interrupt each other by e-mail, which he said will increase productivity significantly. 5. Change organizational culture This digs deeper, and involves changing ingrained patterns of behaviour so that people no longer send self-promotional e-mails (which nobody reads), and people don’t feel they must respond immediately to every message, 24 hours a day. Information overload keeps getting worse, but Mr. Zeldes is optimistic. “We aren’t complacent. Things are changing,” he said. “Many smart people are putting their brains to this issue and over the next 20 years, we’ll see a lot of change.” Harvey Schachter is a Battersea, Ont.-based writer specializing in management issues. He writes Monday Morning Manager and management book reviews for the print edition of Report on Business and an online work-life column Balance. E-mail Harvey Schachter

When the e-mail comes in, the software determines whether to pop the toast or save it for later, based on the sender and topic, and what you are doing at the time. This can be discerned from your calendar or your keystrokes or even a microphone picking up your conversation. “It knows whether it’s a good time,” Mr. Zeldes said in an interview. “This is doable – it’s being done.” He said investment bank Morgan Stanley has developed an experimental system, called Sift, which senses the user’s work context and prioritizes messages using various parameters. Microsoft Corp. has also released a research paper on a version called Priorities, but not yet unveiled a commercial product. In a recent self-published e-book bringing much of his writing together, Solutions to Information Overload, Mr. Zeldes points to a bevy of products that can help you tame your e-mail. “The solutions are getting better and better. More applications are being built to deal with information overload from the ground up rather than just tacking something onto Outlook,” he said in an interview. An important step is to treat e-mails as tasks, not merely messages. He is watching with interest the development of Handle, which makes it easy to turn e-mails into appropriate tasks, for which you can assign urgency and timing restraints. It also can fill your calendar with the message-tasks you need to deal with. “This elegant application recognizes the often-needed fact that clearing the inbox is just half of the equation, the rest being work on the inherent tasks it brings in,” Mr. Zeldes writes. He’s also a fan of Skimbox for mobile devices, which automatically sorts your messages into two heaps: Those you need to act on soon, the Mainbox, and those you can just skim through or ignore completely, the Skimbox. It uses factors such as your past interactions with the sender and keyword cues to sort; and it improves over time, based on how you react to its decisions. Mr. Zeldes spells out five steps you can take to stop drowning in e-mail: 1. Boost inbox efficiency This is an individual, not organizational, effort to improve how we handle e-mail. “It’s the easiest to attack, as you don’t need other people’s help,” he said. Yet he believes most of us are still failing to take the most significant step: reading e-mail only during a few designated slots during the day, so we can focus more intently on other work. Mr. Zeldes also recommends the “five weeks folder” approach he developed at Intel: If a message comes in and you are uncertain whether to delete or return to it later, put it in a folder that purges messages after five weeks (if it’s a monthly report, a new one will have come by then). 2. Reduce quantity of e-mail This involves an organizational effort, even if only at the team level, to cut the amount of e-mail. Best bet: Remove the Reply All button from your corporate e-mail software, so if someone wants to reply to everyone, they have to go through some hoops to accomplish that, rather than simply hit a convenient button. A more limited approach is to automatically remove “cc” recipients from Reply All, so that only prime recipients are involved. He also likes the idea of teams establishing “no e-mail” days, during which colleagues must talk to each other in person or by phone. “It’s a big one that most organizations won’t do,” he said. 3. Improve quality of e-mail A poorly worded, overly complicated e-mail wastes the time of all recipients, so organizations need to educate staff on how to send effective e-mail. “This is the highest leverage action you can take,” he said, because so much time is spent decoding messages and issuing other e-mails asking for clarification. This effort must come from the top down, and probably should include training classes. Templates can also be developed so writers simply fill out designated sections such as what, when, why and details. 4. Stop interruptions by e-mail A group can decide on quiet times when they will not interrupt each other by e-mail, which he said will increase productivity significantly. 5. Change organizational culture This digs deeper, and involves changing ingrained patterns of behaviour so that people no longer send self-promotional e-mails (which nobody reads), and people don’t feel they must respond immediately to every message, 24 hours a day. Information overload keeps getting worse, but Mr. Zeldes is optimistic. “We aren’t complacent. Things are changing,” he said. “Many smart people are putting their brains to this issue and over the next 20 years, we’ll see a lot of change.” Harvey Schachter is a Battersea, Ont.-based writer specializing in management issues. He writes Monday Morning Manager and management book reviews for the print edition of Report on Business and an online work-life column Balance. E-mail Harvey Schachter


Cinergy Field (Riverfront) was one cookie cutter that got to feel, briefly (2001-02), like a real ballpark. #Reds http://ift.tt/1qBmHqE
— Ballparks (@MLBcathedrals)
April 15, 2014

This mid 20s aerial gives you a good idea how close Polo Grounds (left, #Giants) & Yankee Stadium were to each other http://ift.tt/1kVpYC1
— Ballparks (@MLBcathedrals)
April 15, 2014

An investment strategy that aims to capitalize on the continuance of existing trends in the market. The momentum investor believes that large increases in the price of a security will be followed by additional gains and vice versa for declining values. 

This strategy looks to capture gains by riding “hot” stocks and selling “cold” ones. To participate in momentum investing, a trader will take a long position in an asset, which has shown an upward trending price, or short sell a security that has been in a downtrend. The basic idea is that once a trend is established, it is more likely to continue in that direction than to move against the trend.