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Kate Matsudaira - Engineer Whispering - SIC2012
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Kate Matsudaira - Engineer Whispering - SIC2012

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Kate Matsudaira, VP Engineering/CTO at Decide ...

Kate Matsudaira, VP Engineering/CTO at Decide

Engineer Whispering - the secrets of working with technologists

When a team really comes together, the whole truly outweighs the sum of its parts, producing a synergy that unquestionably leads to innovation and inspiration. And while true that individuals can and do build great products, it’s only well-tuned teams that are capable of building sustainable excellence.

Software-based products present an interesting challenge to the team dynamic - collaborating and connecting with technical folks can be challenging and downright frustrating; one is from Mars and the other is from Venus. Thankfully there are many people who have successfully navigated these treacherous waters. This talk will present the distilled wisdom, anecdotes and suggestions from hundreds of industry leaders, in order to illustrate the good, the bad and the ugly of team-oriented software product development. The audience will come away with great ideas and helpful tips as to how to more effectively communicate with and relate to the more technical elements of their teams.

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  • intro, background & motivation,\nshow of hands\n\n
  • Imagine your future - what does success look like?\nThink about achieving all of your goals such that the results surpass your expectations.\nMaybe you traffic is through the roof, or you got that next round of funding, and how does all of this impact you? \nPerhaps you get that promotion with a really big raise.\nNow, suspend that image in your mind. Back to today, imagine that there is a new competitor to your company.\nThey are the same as you.....\nWhat will be the difference between you and them\n
  • a successful business involving technology has many parts\nand it is important that all of them work together to achieve success\n\n
  • a successful business involving technology has many parts\nand it is important that all of them work together to achieve success\n\n
  • a successful business involving technology has many parts\nand it is important that all of them work together to achieve success\n\n
  • a successful business involving technology has many parts\nand it is important that all of them work together to achieve success\n\n
  • a successful business involving technology has many parts\nand it is important that all of them work together to achieve success\n\n
  • a successful business involving technology has many parts\nand it is important that all of them work together to achieve success\n\n
  • a successful business involving technology has many parts\nand it is important that all of them work together to achieve success\n\n
  • there is power in teams - whole is greater than sum of parts\nThe 2010 New Orleans Saints were huge underdogs at start of season / in the Super Bowl too (against the Indianapolis Colts). It was right after Hurricane Katrina - they came together and won it all. They were a good team but they were a lot more talented teams out there.\n
  • i talked to a lot of people from big companies to startups and this attitude was pervasive\n
  • bringing in the title of my talk, let’s go through some things you may have said, or experienced when talking to or about engineers.\n
  • reputations are earned based on experience\narrogant, disagreeable, and moody, reputation for saying “no”, \ndebating pedantic details\nthinking we know how to do everyone’s job better than they can.\n\nfact is we are just like anyone else - we want to work with other smart people and achieve great things\n
  • \n
  • working with technologists start with you\n
  • how do you know if someone is doing good work and is a top contributor?\n\n
  • set an example, be the person you want to work with\nand take the time to make other people feel important\n\n
  • understand their perspective\nwhen the going gets tough you man the oar boat\nbe a team player\n\n
  • \n
  • Theory that we are seen differently than others at work. Job == build.\nIt’s the job of the product manager to dream up what to build, the job of the designer to make it aesthetically pleasing, and the job of the engineer to build what they came up with. Basically, engineers are looked at as the short-order cooks of the industry.\nBut we are creators. building is what you do with ikea furniture\nCreating is a different process, it’s birthing something without direction or instruction.\nIt’s starting with a blank canvas and painting a masterpiece. Software engineers don’t get into coding because they want someone to tell them what to do, they get into it because they discovered they could create something useful. Every single software engineer fell in love with coding because she made a small, useful program early on and was hooked.\nYou need to work somewhere that appreciates your insights into the product as well as your ability to build it.\n\n\n
  • no one likes to have designs and specs just thrown over a wall to be built\nget better ideas, where and how to take shortcuts, and they become bought in\nthere are often many different ways to solve a problem and helping us understand the tradeoffs and goals can achieve the biggest bang for the buck.\n
  • as introverts people may not be forthright with thoughts, especially in meetings.\nso try to collect feedback in other ways- 1:1 meetings, smaller groups of just engineers, or even electronic - we tried using yammer to post designs and it worked really well.\n\n
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  • can’t get them to update the code, or fit in a feature - DEFINE NO\nadditional scope\nrevisions to additional scope\nadditional scope that is late\n
  • lots of reasons for saying no\nEngineering team building a coupon code generator, but the coupon is only going to be used that way once.\n
  • Are there risks or concerns that may exist?\nIs everyone thinking about the problem in the same way?\nAre the priorities aligned and is everyone working toward the same goal?\nWhat does no really mean?\n\n
  • * Is there something that you think works better?\n* Is there something wrong with what I am asking for?\n* Are there other work or priorities standing in the way?\n* Are there other solutions we aren’t considering? - analyze the problem\n* Can I help, or is there someone else who can?\n\n
  • each person sees the situation differently, with different concerns or goals\na lot of misunderstandings occur when people are looking at the feature problem differently\nis everyone optimizing to the same metrics?\n\n\n
  • negativity bias\nThose who are “more attuned to bad things would have been more likely to survive threats and, consequently, would have increased the probability of passing along their genes,” the article states. “Survival requires urgent attention to possible bad outcomes but less urgent with regard to good ones.”\n\nIn the brain, there are two different systems for negative and positive stimuli. The left hemisphere, which is known for articulate language, is specialized for positive experiences; whereas, the right hemisphere focuses on negative experiences. Another area of the brain used for the negativity bias is the amygdala. This specific area of the brain uses about two-thirds of its neurons searching for negative experiences. Once the amygdala starts looking for the bad news, it is stored into long-term memory. Positive experiences have to be held in awareness for more than twelve seconds in order for the transfer from short-term memory to long-term memory to take place.[11] \nWe remember more after we hear disapproving or disappointing news than before; this shows how the brain processes criticism. The brain also produces an effective management tool for criticism called the criticism sandwich: offering someone words of praise, discussing critical issues, and then adding more words of praise.[5] Implicit memory registers and responds to negative events almost immediately. It takes five to twenty seconds for positive experiences to even register in the brain.[12] \n\nResearchers have found that children and adults have a greater recall of unpleasant memories compared with positive memories. Adults and children can recall the detailed descriptions of unpleasant behaviors compared with positive memories. As humans, we learn faster when we have negative reinforcement.\n\nRoy F. Baumeister, a professor of social psychology at Florida State University, co-authored the idea of the negativity bias in a journal article in 2001 entitled, “Bad Is Stronger Than Good”. He did an experiment where his participants gained or lost the same amount of money ($50). The findings concluded that people are more upset about losing money than gaining money. Baumeister also found that negative events have longer lasting effects on emotions than positive events do. We also tend to think that people who say negative things are smarter than those who say positive things. This makes us give more weight to critical reviews and insights.[5]\nThe tendency of bad being stronger than good reflects into almost every aspect of human existence. For example, if a person makes a bad first impression on another person, he will remember that far more easily than a good first impression. Furthermore, that same person who made a bad impression will have a harder time changing that impression to good. Additionally, when receiving feedback on a presentation or a finished job, negative feedback makes a much more profound impact on the person receiving the information. These are simply examples of everyday life in which negativity impacts humans greater than positivity. This tendency will play into most situations a person faces throughout his lifetime\n
  • When things seem insurmountable\n\n
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  • have them teach you\n
  • engage us, work with us by asking questions to create solutions\n
  • \n
  • idle engineers are the worst things\nmust keep them busy\n\n-----section on timing-----\n
  • Imagine you are building a new house. And you hire a builder who said he was going to start building your house without a blueprint - just to get started and make progress.\nProduct managers understand markets, but there are often major holes \nProblems with requirements\n\n\n
  • Most of what the team built isn’t actually going to be needed. \nA large proportion of the stuff that will be needed in the future is stuff that the team didn’t anticipate.\n
  • Obsessive focus on both quality and simplicity. \nImplement the simplest thing that will satisfy the actual, proven need, and implement it well. \n\n\n
  • Obsessive focus on both quality and simplicity. \nImplement the simplest thing that will satisfy the actual, proven need, and implement it well. \n\n\n
  • Obsessive focus on both quality and simplicity. \nImplement the simplest thing that will satisfy the actual, proven need, and implement it well. \n\n\n
  • Obsessive focus on both quality and simplicity. \nImplement the simplest thing that will satisfy the actual, proven need, and implement it well. \n\n\n
  • Obsessive focus on both quality and simplicity. \nImplement the simplest thing that will satisfy the actual, proven need, and implement it well. \n\n\n
  • \n
  • Operations, building software isn’t a one time thing.\n(need analogy)\n
  • On Friday: \n“Can I see it on Monday?”\n
  • engineers are happiest when people are using and benefitting from their hard efforts\n Explain why. To an engineer, “fit and finish” work seems unnecessary. Rather than simply asking for minor touch-ups and detail work, take some time to explain the impact the minuta has on customer reactions to a product.\n
  • \n
  • Get involved in their process. Getting design and marketing details at the end of a project can sometimes mean erasing hours of work for an engineer. Make big decisions up front and be as specific as you can.\n\n
  • ______ is not the engineer on the project and may not full understand the problem, or doesn’t need to learn the underlying systems/work to complete the task.\nDesigners also tend to have this problem, because everyone used to be a designer and seems to have an opinion on how things should be done.\n\n
  • bugs\ndistractions (meetings)\noperations\nlearning\n
  • want to be optimistic\nhope for the best\nno matter what the estimate, always considered “too long”\nWe have a tragic flaw and that flaw is that we overestimate our knowledge and abilities.\n
  • so when we are late....\nship things iteratively because it is less risk\nwe love seeing our stuff in front of people\nadd more value to users sooner.\n
  • It’s pretty hard, because breakthroughs are very rare events. On the other hand, small wins can happen all the time. Those are the incremental steps toward meaningful (even big) goals. Our research showed that, of all the events that have the power to excite people and engage them in their work, the single most important is making progress – even if that progress is a small win.\n
  • Take the work of Teresa M. Amabile, a professor of business administration and director of research at the Harvard Business School. She asked 238 professionals working on 26 different creative projects from different companies and industries to fill out confidential daily diaries over a number of months. The participants were asked to answer questions based on a numeric scale and briefly describe one thing that stood out that day.\n\n“We found that of all the events that could make for a great day at work, the most important was making progress on meaningful work — even a small step forward,” \n
  • show the benefits before and after - close the loop\nhelp them see the value of their work\n
  • every eng team i have been on has people that don’t understand marketing\ni didn’t understand marketing until I worked at a very early stage startup that didn’t have great marketers - the talented and smart engineers thought we could learn marketing. However, even though we had the best product on the market we couldn’t get customers. That was a large reason I went to work at a previous company building marketing software - I had learned the value of others skills. And I find that I am still explaining these things to my teams.\nwhat happens on each team?\nwhat is the value they are bringing to the organization?\n
  • story on how i thought about this - how do you judge and can you base it on results?\nmore autonomy, less oversight\nhow do you know what people get done?\n
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  • make sure others can see your value\ndon’t be afraid to share information more widely\nfind supporters in the organization\nbuild relationships\n\n
  • Use the same tools. Find out how an engineer you’re working with likes to get things done. Ask them about their process so you can follow their formula. Find out what tools they’re already using and use them too, so you can actively track and collaborate on projects.\n
  • \n
  • \n
  • acronyms and technologies\npeople talking ask the questions\nask the dumb questions - “do you know what the cloud is?”\n
  • people don’t want to explain themselves\ndumb questions and none of your business questions\n
  • Engineers are detail-oriented and mathematical. Be as specific as you can when asking for features, and give physical evidence like screenshots to track bugs. Change “this isn’t working” to something concrete they can take action on.\n
  • learn both sides\nnot learn coding, but what code can do\nhow to extend my expertise through technology\n
  • \n
  • people don’t want to explain themselves\ndumb questions and none of your business questions\n
  • don’t expect an answer right then, respect them and their work\n#1 pay attention to timing\n\n
  • there is a big cost to changing focus, getting out of the flow and redesigning\nstory on coding - recently\nno meetings\n
  • \n
  • ask questions, pay attention - don’t be multitask\n\n
  • what about gratitude is meaningful - make it authentic.\nbuy them coffee/lunch, gift cards, offer to repay the favor, say thank you\n
  • story about sales and accommodating them\n
  • make others feel important\n
  • \n
  • don’t be on your phone or multitasking, eye contact\n
  • with introverts: leverage silence , ask questions and wait for a response\n
  • #4 don’t interrupt\n
  • \n\n\n
  • who do you talk with who do you communicate with\nwho are the most important people in the organization\n
  • the people that get things done, make decisions\nconsidered to be top employees\n
  • average of 5 closest \n
  • we work with people\n
  • \n
  • A classic finding in social psychology, the Halo Effect is the idea that our overall impression of a person can be based on one trait about them. For example, if someone has a likeable personality, people might find that person’s other qualities more appealing. \nIn a recent experiment, a man made two videos for a dating website. In the first video, he read the script in an upbeat manner, whereas in the second, he read the same script in a more melancholy fashion. The first video was given to a one group of girls and the second was given to another group, who watched the video in a separate room. The girls who watched the upbeat video found the man to be likeable, while the girls who watched the second video found the man to be unpleasant, even though he had read the exact same script. Thus demonstrating the importance of tone in the perception of overall attractiveness and modeling the Halo Effect in action.\n
  • \n
  • When you walk up to someone’s desk how do you start a conversation?\nDo you have trouble giving negative feedback to someone about their performance?\nWhen you think about the person who you have least enjoyed working with in the past, what didn’t you like?\n\n
  • \n\n\n\n
  • don’t have a good relationship\n
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  • find a way to make it up to them, or bond with them\nReciprocity also comes into play in all aspects of networking, professional and personal relationships. Have you ever felt like you didn’t want someone to do something for you as you may feel like you ‘owe’ them? That’s because it is so deeply ingrained in us that we need to give back for any good deeds that have been done for us.\nThe idea is simple and is essentially based on the old “you scratch my back, I scratch yours” concept. \n\n
  • The Ben Franklin effect is a psychological finding: A person who has done someone a favor is more likely to do that person another favor than they would be if they had received a favor from that person. \n\nFranklin explains how he dealt with the animosity of a rival legislator when he served in the Pennsylvania legislature in the 18th century:\nHaving heard that he had in his library a certain very scarce and curious book, I wrote a note to him, expressing my desire of perusing that book, and requesting he would do me the favour of lending it to me for a few days. He sent it immediately, and I return'd it in about a week with another note, expressing strongly my sense of the favour. When we next met in the House, he spoke to me (which he had never done before), and with great civility; and he ever after manifested a readiness to serve me on all occasions, so that we became great friends, and our friendship continued to his death.\n\nWhen you do something you cannot find a logical, moral or socially acceptable explanation for, you ask yourself “Why did I do that?” and if the answer conflicts with your ideology and damages your self-esteem a justification is required. This is where you see the world in a different way and try to find peace within yourself.\n\nA great example of cognitive dissonance is unpaid internships. People who work for free are proven to work harder as there are no outside rewards (such as pay) therefore these people create internal ones to justify their worth.\n\nIn Benjamin Franklin enemy’s case, he made himself believe that he actually liked Franklin as he wouldn’t have lent a rare book to a guy he didn’t like.\n\nThe Misconception: You do nice things for the people you like and bad things to the people you hate.\nThe Truth: You grow to like people for whom you do nice things and hate people you harm.\n\nhe foot-in-the-door technique succeeds owing to a basic human reality that social scientists call “successive approximations”. Essentially, the more a subject goes along with small requests or commitments, the more likely that subject is to continue in a desired direction of attitude or behavioral change and feel obligated to go along with larger requests.[4] FITD works by first getting a small 'yes' and then getting an even bigger 'yes.'\nThe principle involved is that a small agreement creates a bond between the requester and the requestee. Even though the requestee may only have agreed to a trivial request out of politeness, this forms a bond which - when the requestee attempts to justify the decision to themselves - may be mistaken for a genuine affinity with the requester, or an interest in the subject of the request. When a future request is made, the requestee will feel obliged to act consistently with the earlier one.\n
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  • get more technical, well rounded\ndo well at your role, showcase your contributions\n
  • everyone is important\n
  • tools, goals, language, process\n \n \n \n\n
  • and fix broken ones\n
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  • technically, everything is a few lines of code\n
  • \n

Kate Matsudaira - Engineer Whispering - SIC2012 Kate Matsudaira - Engineer Whispering - SIC2012 Presentation Transcript

  • Engineer Whispering Kate Matsudaira || Decide.com ||
  • Success
  • Technology & business
  • Technology & business marketing salesdesign success product biz dev
  • work asImage: http://funnypicturesfreehd.blogspot.com/2012/03/funny-teamwork-pictures.html
  • Us vs. Them
  • conversations with engineers
  • ourImage: http://egotvonline.com/2012/09/24/25-hilarious-photos-of-wet-angry-cats/angry-wet-cat-2/
  • Imagine a person that youloved working with....
  • Imagine a person that youloved working with....
  • What makes someone truly awesome?
  • be awesome image: http://static.someecards.com/someecards/usercards/1348025241203_1851084.png
  • bring happiness Image: https://twitter.com/positivejeevan
  • play like a image: http://farm3.static.flickr.com
  • Can’t you just build it?
  • creating, not building Image: http://stagindisguise.blogspot.com/2011/12/if-ikea-did-stonehenge.html
  • involve us Image: http://blessedtimothy.blogspot.com/2011_11_01_archive.html
  • Image: http://www.dailykos.com/story/2011/09/25/1019935/-GUS-Sunday-Morning-Cartoons-The-Far-Side solicit our ideas
  • collaborate,don’t dictate
  • They always say no.
  • verify Image: http://www.itsnotbadatall.com/funny_pictures/html/Co-pilot_Checklist.html
  • bring clarity Image: http://members.iinet.net.au/~laurifol/blog/quokka/20091119-hedge-maze.jpg
  • ask why 5 Image: http://www.froggypwns.com/coppermine/displayimage.php?album=3&pos=1094
  • different frames of Image: http://math1sfun.wordpress.com/2011/06/24/rational-and-irrational-numbers/
  • Everything is obvious,when you know the answer.
  • image: http://cdn.twentytwowords.com/wp-content/uploads/On-a-boat-or-an-adventure.jpgrefram
  • Seek resolution based ontheir interests and goals, not their position.
  • Image: http://www.dailykos.com/story/2011/09/25/1019935/-GUS-Sunday-Morning-Cartoons-The-Far-Sidecome up with
  • createImage: http://imgur.com/gallery/OYYcw
  • Mutual understanding makes any relationship better.
  • Can’t you get started before the design is finished?
  • specifics Image: http://www.wall321.com/Abstract/3D/batman_blue_dc_comics_blueprints_batmobile_3d_1920x1200_wallpaper_37571
  • limited resourcesscope time budge t
  • limited resources complete ness qualitspeed y simpli source: http://kief.com/quality-simplicity-sweet.html
  • limited resources complete over- ness fairies & engineeri unicorns ng qualitspeed y cowbo agile? ys simpli source: http://kief.com/quality-simplicity-sweet.html
  • limited resources complete over- ness fairies & engineeri unicorns ng qualitspeed y cowbo agile? ys simpli source: http://kief.com/quality-simplicity-sweet.html
  • Programming is our Image: http://fun4pic.com/how-to-repair.html
  • more than justImage:http://bayourenaissanceman.blogspot.com/2012/09/mixed-messages.html
  • Image:http://funny-pictures-blog.com/wp-content/uploads/2012/09/Weekends_1.jpgOn Friday: “Can I see it on
  • give us a Image: http://www.epiclol.com/wiley-coyote-teams-up-with-sonic-the-hedgehog/
  • Just add more Image: http://www.someecards.com/usercards/viewcard/MjAxMi1mNTZmOWJlYWI0NTFkMGI2
  • understand our Image: http://hyalineprosaic.blogspot.com/2011/06/first-things-first-writing-and-editing.html
  • “____ says it should take 1-2 Image: http://www.rottenecards.com/card/46172/no-matter-how-well----you-rat
  • estimates are evil Image: http://jezebel.com/5517745/little-person-big-world
  • egos get in our way Image: http://www.someecards.com/usercards/viewcard/MjAxMi1mNTZmOWJlYWI0NTFkMGI2
  • Let’s just slip the
  • When was the last time you hada truly enormous breakthrough or achieved one of those big audacious goals?
  • showImage: http://static.themetapicture.com/media/funny-Jay-Z-99-problems-joke.jpg
  • Image: http://veryfunnypics.eu/2012/10/05/a-good-reason-to-read-magazines/
  • we don’t know what Image: http://tl.bestpicturesof.com/no%20accountability
  • ? image: http://www.signsfunny.com/wp-content/uploads/2009/10/some-questions.jpg
  • trust image: videogames.membase.com
  • trust as a graph
  • trust as a graph
  • champion yourself Image: http://forum.thefreedictionary.com/postst5072_Who-is-your--fictitious--Alter-ego-.aspx
  • use the same tools image: http://www.imgbase.info/images/safe-wallpapers/miscellaneous/funny/15007_funny_lego_stormtrooper_lego_strormtroopers.jpg
  • I can’t get answers my questions.
  • I don’t understand the answers.
  • Image: http://lolimage.com/8382_I+Mustache+(Must+Ask)+-+You+A+Question/
  • You have theright to know.
  • speak our Image: http://chinadailyshow.com/tag/english-teacher/
  • round outImage: http://mywampa.blogspot.com/2011/02/im-luke-skywalker-im-here-to-rescue-you.html
  • find a tech Image: http://muppet.wikia.com/wiki/Professor_Grover
  • 4 keys to getting help from a technologist
  • #1 pay Image: http://pinterest.com/pin/52284045643963526/
  • context switching Image: hhttp://cdn.motinetwork.net/societiesmirror.com/image/funny-pictures/1205/-funny-pictures-1337403383.jpg
  • #2 share context Image: http://pigroll.com/img/we_dont_have_time_to_explain.jpg
  • #3 seek Image: http://www.brick-building-ideas.com/star-wars-legos.html
  • #4 express Image: http://funnysigns.atspace.com/s0010.html
  • Can you build this Image: http://fun-gallery.com/funny-pics/animals/adorable-begging-cat-3697/
  • make a connection image: http://ohinternet.com/File:PrettyCoolGuy.png#file
  • 3 keys to making us feel important
  • #1 be present image: http://stuffistolefromtheinternet.com/wp-content/uploads/2011/03/stupid-line-piece-640x468.jpg
  • #2 ask
  • don’t interrupt image: http://failblog.files.wordpress.com
  • Exercise - Coworkers
  • #1 Make a list of the people with whomyou have the best relationships
  • #2 Make a list of the mostimportant people on your team
  • How can you improve your relationships on the team?How will that impact your work and happiness?
  • build image: http://media-cache-ec2.pinterest.com/upload/151574343679105023_cKTsfJc2.jpg
  • The engineer(s) on my team don’t like me.
  • the halo effect
  • different stylesImage: http://www.andrewcura.info/wp-content/uploads/2012/10/Accommodate-Different-Styles-And-Your-Age.jpg
  • results vs.relationships
  • don’t take itImage: http://www.thebinghamdiaries.com/2011/01/i-gave-up-facebook.html
  • rebuildImage: http://s872.photobucket.com/albums/ab281/crooked_ferret/posters/?action=view&current=hindsight.jpg&sort=ascending
  • the key to
  • find common Image: http://anth0nyc.xanga.com/photos/f3463274888585/
  • focus on the Image: http://www.remodelaholic.com/tag/journaling/page/4/
  • Reciprocity is our social currency
  • Image: http://www.marshmedia.info/wp-content/uploads/2011/12/benjamin-franklin-effect-blog.jpg
  • don’t give up Image: http://www.docscornerblog.com/wp-content/uploads/2012/01/baby-weight-lifter.jpg
  • in summary
  • image:http://serialthriller.com/post/21557323103/the-wisest-mind
  • one united image: http://oldloft.com/wp-content/themes/oldloft/images/team.png
  • Image: http://narwhaler.com/superman-batman-alignment-6Fdosm
  • build image: http://lolzombie.com/4816/r2d2-hot-tub-fine-appliances/
  • Image: http://www.kwout.me/wp-content/uploads/2011/10/11.jpg
  • It’s just a few lines Image:hhttp://upload.wikimedia.org/wikipedia/commons/9/98/Never_underestimate_or_overestimate.svg
  • Thank you! http://katemats.com @katematsslides: http://slidesha.re/TRYa3y