How to override css property

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To override

.btn {
margin-bottom: 0;


input.btn {
  margin-bottom: 15px;

This works because the new css you define is more specific than the previous.

How to create a xcode command line project with tests xcode 6

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Create new command line project


Add new test target by clicking ‘+’ sign


And then selecting test bundle



Edit your project scheme


Select the ‘Test’ scheme


Hit the ‘+’ sign again, and select your test bundle.



Open logging window (Shift + Command + Y)
Command + U show now run all the tests.



Note: Whenever you add any new project files, you will need to include them in the test target (command line tool apps only).



How to specify exact size of illustrator artboard

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File -> Document Setup

Click Edit Artboards (upper right)


Press enter

Cab then set exactly in artboard options.


From Inspiration to Implementation – Tina Seelig

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Here are my notes from a great talk by Tina Seelig (hostess of Stanford e-corner) on a model for describing creativity and inspiration.

Need vocabulary to describe words like: creativity, innovation, entrepreneurship. Don’t have good definition for these words. Sharp contrast to other disciplines like maths, physics.

So we need a model and way to describe. Here is the model/definitions/framework for describing these concepts.

Imagination – The ability to envision what doesn’t exist

Creativity – Applying your imagination to solve your problem.

Innovation – Applying your creativity to come up with a unique solution.

Entrepreneurship – Applying your innovation to bring those ideas to life.

Now can break down and see what have to happen at each level.

engaging and envisioning
you need to start with engagement
if you don’t engage, you won’t see opportunities
Most people don’t pay attention
Go through life with blinders on
Miss opportunities – because they don’t engage
Hence they can’t envision
Many people don’t know they have a passion until they engage

requires motivation and experimentation
most people in world are puzzle builders
they know exactly what their life should look like, and they assembles pieces to complete the puzzle
they are the ones who get stopped by barriers
creativity people are quilt makers – they weave stuff together
many of these people stcratch itches they fac
13:39 Monster maker – cheap prototyping experimentation

focus and reframing
this is for deep insights and breakthroughs
reframing is when you start looking at the problem from all different angles
? + ? = 10 infinite answers
they way you ask the question is profound
the question you ask is the frame into which the answers will fall
Example – Plan big birthday for Morgan
if we change one word to
Plan birthday celebration…
The set of solutions completely expands
If you don’t ask the right question, you won’t get the right answers
18:38 How to reframe problem and come up with innovative solutions

persistence and inspiring others
persistence = grit
people who will walk through walls to get things done
also critical for you to inspire others to join you
22:45 Global innovation tournament example

Organizations need people playing all these roles.

How to cut a line segment in adobe illustrator

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Select your line segment.
Slice it with the eraser.
Ungroup it if necessary.
Delete the portion you don’t want.






The Power of Not Knowing – Liz Wiseman

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Notes from a great talk by Liz Wisemen at Stanford Entrepreneurial School.

Is there a danger in knowing too much. A danger to our companies, teams, and innovation.
How does what we know, get in the way of what we don’t know, but perhaps need to learn.
Is it possible that really smart leaders don’t create smart organizations.
That really smart leaders can shut down intelligence, and brilliance, and innovation.

Want to explore the power of being a rookie.
And the power of inquiry.
Explore the power of not knowing.

Experience creates a number of troubling blind spots.
You build up scar tissue – reminder of not to do certain things.
Then when someone new comes along and suggests something that brushes your scars you instinctively reject that idea and say no. We already tried that.

You need a deliberate ritual to get back to your roots.

Bob Hurley tells this story of once meeting Wayne Barthoromyy (Rabbit – reigning world champ from Australian) on Huntington beach, and asking him why he wasn’t surfing where the good waves are. Wayne replied that he liked surfing with kids because that’s where he gets his energy.

So he goes out and surfs with the amateurs. He seeks out the newcomers. Recent college grads, and just hangs out.

Can smart leaders create dumb teams?
Why are we so smart and capable around some, but not others?

Diminishers believe that because they are the boss, they must know better.
Since they are management, they conclude they are the smartest ones on the team.
Therefore my job is to tell, instruct, micromanage.

Multipliers do it differently. They ask questions. They also have hard edge.
They are demanding. They have a hard edge.
They have high expectations.
They challenge. They have become really comfortable asking others to become uncomfortable.
They let you suffer a bit. They let you squirm.

Diminishers operate from a place of knowledge. Their knowledge. They tend to be empire builders. Tyrants. Creating anxiety, stress, micromanagers.

Multiples operate from a belief that people around me are smart. I hired them smart. They are talent magnets. They give accountable to others. They operate from a place of inquiry.

Most of the diminishing done in companies is done with the best of intentions.
People who think they are doing a good job.
The idea guy who spouts ideas.
Or the always on leader.
Or the rescuer. The leader who doesn’t like seeing others suffer.
Or the pace setter. Who sets the pace hoping others will follow.
But instead they don’t. They walk. Because they’re not winning.
Because it’s not fun when you can’t keep up with the boss.

How might you be shutting down intelligence and capability?

One of the most powerful shifts you can make is shifting from knowing to inquiry.
You need to be able to ask the right questions that share the burden with the team.

The best leaders not only give pats on the back, they give a push and get their people into the uncomfortable areas.

It’s irresponsible to let your team suffer.
But you need to remember to give the pen back. (50:47)


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Be the most positive, enthusiastic person you can be.
Look down on no other persons idea, suggestion, or problem.
Solidly support them in whatever it is they endeavour.

Show up.
Be happy.
Lead by example.
Kick ass with a smile on your face.

See every challenge as an opportunity,
Do this and you will have no problems.

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