Florida Barbershop Owner Finds Awesome Way To Shape Up Customers Inside And Out

Most men go to the barbershop and expect to come out with a fresh cut. But one Florida barbershop is making sure each of its customer are leaving with way more than a new head of hair.

An array of books line the wall inside Royal Touch Barbershop, a salon where education is valued as highly as great hair.

Reggie Ross, the Palm Beach County barbershop owner, spoke with WPTV about why he chose to transform his barbershop into a pseudo-library.

“The barbershop is based on men coming together grooming each other to become better men, and I think books and education is a part of that.”

Young customers are encouraged to read books while they wait, and sometimes aloud to Ross while getting a haircut. His hope is to advance literacy amongst young black males in his community — a county where just over 60 percent of black students graduate from high school.

Thus far, Royal Touch Barbershop’s operation seems to have had a positive effect on its clientele.

“Every time I leave the barbershop I feel like I was in school learning something,” one customer told the station. “Plus I feel like a new person with a fresh haircut.”

See the original story at here.

Fighting Back Against 'Hobby Lobby'

New York State has long been a leader in advancing women’s equality, stretching back to the Seneca Falls Convention 166 years ago this weekend. Sadly, as we mark this important anniversary, hard-won victories by the women’s rights movement are being threatened by a radical right wing that seeks to roll back the progress we’ve made.

Last month, the Supreme Court issued an outrageous decision in Burwell v. Hobby Lobby that empowered the owners of corporations to use their religious beliefs to deny female employees access to key reproductive health coverage.

No woman should have her personal health care decisions dictated by the religious beliefs of her boss. That’s why I joined with some of my colleagues to propose the Reproductive Rights Disclosure Act, which will bolster the ability of all women in New York to make their own health care choices.

My commitment to gender equality is rooted in the quintessentially American principle of equal justice under law. I believe that in New York, we must have one set of rules for everyone — and that means women cannot be unfairly denied health coverage.

When I was in the Senate, I worked to pass Women’s Health and Wellness Act, which bars insurance companies from discriminating against the health care needs of women. I worked with my Senate colleagues, and with advocates in the pro-choice movement, for years to overcome Republican opposition to that bill, and I firmly believe that by requiring equitable insurance coverage for procedures like mammograms and cervical cancer screenings, the law has saved lives. Women’s Health and Wellness also requires insurance plans in New York that offer prescription coverage to cover prescription contraceptives. That part of the law became the model for the nationwide contraceptive mandate in President Obama’s Patient Protection and Affordable Care Act.

The ACA’s contraceptive mandate was a major victory for women’s equality. Insurance plans were no longer allowed to pay for Viagra, but not cover contraception. Then, on June 30, in a radical and out-of-touch decision, the United States Supreme Court undercut this common-sense provision by ruling in Burwell v. Hobby Lobby that closely held corporations espousing sincerely held religious beliefs could not be bound by the ACA’s contraceptive mandate.

While the Women’s Health and Wellness Act remains in effect, it does not reach all women in New York. For them, the Hobby Lobby decision poses a grave threat to their ability to make their own health care choices.

Because the legal landscape under the Hobby Lobby decision and the Women’s Health and Wellness Act may confuse both employers and employees, my proposed legislation would create one notice standard for all employers, regardless of the type of company they run or the type of insurance plan they offer.

The Reproductive Rights Disclosure Act would require employers to give 90 days’ written notice to employees, as well as to the state, if they are changing their contraception coverage. It would also require employers to inform prospective employees of the scope of any contraceptive coverage they offer, so workers can make an informed choice before accepting an offer of employment.

The Supreme Court’s Hobby Lobby decision was both factually and legally flawed. It accepted false assertions about the science of how contraception works, and it expanded the absurd legal principle that corporations are people by essentially finding that corporations can hold religious beliefs.

While state law cannot undo all the damage of that misguided decision, we can go a long way to empower women in New York State with the information they need to make their own health care choices. And that is what the Reproductive Rights Disclosure Act will do.

Grow Your Business by Protecting Your Life With Guardrails

The mission of our organization is to help entrepreneurs succeed. That’s why these Small Business Administration statistics bother me:

  • 50 percent of businesses will close within seven years
  • 70 percent won’t last beyond 10 years
  • 99 percent won’t ever see a million dollars in revenue

There are, unfortunately, countless reasons why small businesses fail: lack of funding, misguided business plans, a lack of understanding of a repeatable model, over or under-estimation of market size and more.

We believe there is something more fundamental at play here that doesn’t get mentioned enough. Too often entrepreneurs don’t put up simple guardrails for their businesses.

By guardrails I mean how much you’re willing to give to your business and how much you’re willing to let your business take from you. As entrepreneurs, our natural tendency is to give everything to our businesses and we often fail to realize how much of our time and energy it can take from the rest of our lives. Anyone who has started a business can tell you that it will require 100 percent (though it seems like more) of your time and focus in the beginning.

This is OK… at first.

See, when we’re in “startup mode,” we have to answer every call, fill every order, talk to every client and make sure the business gets the attention it deserves for it to have a chance at success. At the beginning we don’t really have a choice but to devote a ton of time and effort to the details, and the business will dominate our lives.

If you want a successful business, you almost always have to go through this intense startup period. When the business gains success and momentum, far too many business owners fail to recognize they can and should shift the intensity and begin to put up some simple guardrails.

The issue is that when your commitment to your business is absolute (i.e. it comes at the expense of all else) and the time period that you commit is indefinite, you can (and probably will) burn out. In fact, when we ask our clients what the biggest challenges with their businesses are, two of the most common answers we get are “there’s not enough time” and “feeling burned out.” A total commitment to your business that extends beyond the start up period and lasts years and years will challenge your personal life and eventually cause you to be de-leveraged in your business. You’ll feel as if you don’t have enough time, as if the business is demanding more and more, and as if you’re the only one who can really solve problems. You may even develop resentment toward your business. Sometimes this is difficult to admit, and these feelings manifest in constant challenges and issues in the organization. There may be other factors that affect the success of a company; however, we know that one of the most complicated and damaging is a disillusioned or — even worse — a disengaged owner.

No one would expect to stand on the accelerator of a car and redline the engine for weeks, months, years and then expect the car to continue running well (or run at all). Yet we watch business owners do this to themselves all the time. Our coaches work with entrepreneurs daily to reverse the conditioning that says things like “if it’s going to be done right, I have to do it” or “of course I do it, there is no one else who can!” Most of the time the entrepreneur doesn’t recognize these patterns until they are pointed out.

“Stepping away from your business allows you to see new opportunities.” @AlexCharfen

I had a particularly telling exchange with a client on stage at one of our events where she actually said “if I stop working then I may die.” To the casual observer this might seem an exaggeration, but I saw it as an entrepreneur who was in touch with her feelings and being painfully honest.

We know it is challenging to get out of startup mode, and to move into the mode of running and growing a business rather than getting one started. We estimate that a very large percentage of businesses stay small because this transition is never completed, and the owner hovers somewhere between manic startup and fledgling, established business indefinitely. In fact many business grow and gain stability only to be thrown into start up mode again by changes or new initiatives.

One solution to move you out of startup mode, is to develop guardrails for yourself and your business. Guardrails, in our terminology, are the simple rules you create for yourself that act as a buffer between your business and your focus. By setting up easy-to-follow rules, we move ourselves into a more sustainable level of activity, which in turn almost always leads to a higher level of contribution to the business. I want to make this clear: by deliberately spending less time and getting space from your business, things will get better.

We recommend that most business owners begin with the following four guardrails:

  1. Hours of Operation: When you’re in startup mode, if a client calls, you have to answer. Each call means could mean the survival of your business. But down the road, when you are established, should anyone in your company be taking calls at 8 PM on a Sunday? Except in very specific situations, probably not. Setting up hours of operation for your business can help protect your (and your team’s) time in the future. And don’t worry, the right clients and consumers understand that businesses have set hours of operation.
  2. Your Personal Availability: How available should you make yourself? How easily can you be reached by your team and your clients? Limiting your availability to only the critical interactions will buy you more time and can increase your focus. It will also cause members of your team to learn how to be self-sufficient.
  3. What You Do For the Business: When you are working, what are the things you are and are not doing? As entrepreneurs, we often want to handle everything and control everything; this will always leave large areas unattended and, even worse, neglected. By asking yourself repeatedly, “is what I am doing of the highest and best use to my company?” you will soon find that there are activities that you are doing daily that desperately need to be handed off. As a CEO, I delegate at least 85% of the productivity of my organization to someone else. Our typical small business client may be as low as 10 or 15 percent, yet they don’t understand why they aren’t growing.
  4. When Are You Deliberately Away from the Business: How much time you spend away from the business. When you go on vacation or spend time with family, do you truly disconnect from work? Disconnecting completely–avoiding email and office check-ins–can not only reinvigorate you, but can also give you a different, broader perspective on your business. Sometimes, we’re so close to our business we can’t see the forest for the trees. Unplugging and pulling back can help tremendously when it comes to developing strategic perspective.

If you’re truly committed to the success of your business, treat it with the respect it deserves. Once your business reaches a point of sustainability and success, set some boundaries for your time and focus. Sometimes a little structure is what we need to truly flourish.

To complete the metaphor, when we drive over a bridge, the guardrails along the edge are reassuring. In our businesses the guardrails we set up are not only reassuring, but should we veer off course, they can help bring us back.

Alex Charfen is the CEO of the Charfen Institute.

Civil Rights Lawyer Appointed To Reform Police Oversight Board

NEW YORK — When clients encounter police misconduct, civil rights lawyer Richard Emery often does not recommend filing a complaint with the official New York City agency charged with investigating officers.

“We don’t believe that they will get speedy, fair justice,” he said.

Now, Emery will be tasked with fixing that very agency: New York City Mayor Bill de Blasio announced Thursday that Emery will be the new chair of the Civilian Complaint Review Board, which investigates civilian concerns about officer actions and then refers substantiated complaints to the police. The announcement ended months of delay in appointing a new board leader.

The NYPD’s new commissioner, Bill Bratton, has spoken frequently of improving police-community relations, and Philip Eure has taken office as the first-ever NYPD inspector general. But the frontline agency charged with investigating police shoves, curses and other minor bad behavior has languished without a chair since January, causing its investigations to stall

“The missing link has been CCRB,” the mayor said Thursday. “This is the first time we’re actually going to get to see the CCRB functioning properly, and I think it’s going to be a breath of fresh air.”

Emery will be charged with the same delicate balancing act that has defined de Blasio’s public safety strategy so far: responding to community complaints while maintaining morale among officers who enforce the law.

A self-described “child of the ’60s” and frequent police foil, Emery also maintains a personal friendship with department leaders. He worked as Bratton’s lawyer in the early 2000s. Later in the decade, he successfully sued the city for $33 million for strip searches at Rikers Island.

During the announcement of Emery’s chairmanship, City Hall’s Blue Room was symbolically flanked by NYPD Deputy Commissioner John Miller on one side and New York Civil Liberties Union Executive Director Donna Lieberman on the other. Praise for Emery from other community groups was quickly forthcoming.

“One, it’s good for the CCRB to finally have some leadership, and two, Richard Emery is the real deal,” said Sean Barry, executive director of the HIV/AIDS and criminal justice reform group VOCAL-NY.

The CCRB was established in 1993, but almost from its beginning wasticized by outside groups like NYCLU for being ineffective. Running for public advocate in 2009, de Blasio added his voice to the chorus: Some 40 percent of the cases the CCRB referred to the NYPD for internal prosecution were being declined.

“For decades there was a fight to have the CCRB, and now over the last 20 years the fight to have an effective CCRB,” said de Blasio. “We’ve really never seen that work in a consistent manner, so we’re really almost starting from scratch in a lot of ways.”

Both civilians and police officers have complained about the quality of police oversight. Morale inside the agency, meanwhile, has sagged in the face of an apparent Department of Investigation inquiry into a leaked memo about stop-and-frisk.

“I don’t know anyone in the process right now that feels the kind of confidence they should in the CCRB, which means we have to do things very, very differently,” said de Blasio.

In recent months in particular, CCRB board meetings have been plagued by absenteeism. The number of substantiated claims the agency refers to the NYPD has slipped, and the number of cases it declines to prosecute has spiked.

Emery said he would focus on separating “the wheat from the chaff,” focusing on serious misconduct allegations while quickly dispensing with frivolous claims.

“It’s daunting and flattering at the same time,” to be appointed to chair the agency, he said. The challenges in his new job, he noted, “are not going to be small.”

The Odyssey Project: Incarcerated Youth Bring a Classic to the Stage at UCSB

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An incarcerated teen performs as Odysseus

We’ve lost our Cyclops.

The boys shuffle in from the bright Isla Vista heat outside, eight teenagers (or “campers”) dressed in the navy blue polo shirt, slacks, and black-and-white converse sneakers that constitute the uniform of the juvenile detention center a few miles outside of town. I’ve never seen the campers like this: downcast, angry. Some shake their heads and mutter. The rest of the Odyssey Project team is waiting for them in the black-painted studio theater: Theater Professor Michael Morgan, two stage managers, eight UCSB undergraduates, and me (the teaching assistant).

We haven’t seen the boys for five days, which feels like an eternity. They were grounded on the way here last week. We received the call during class time: there was contraband on the bus. A serious offense for a young person in the correctional system; understandably, until the camp officers figured out who was responsible, none of the boys would be coming back. Over the weekend we held our breath, waiting for word from camp, missing their faces and voices already, wondering which, if any, would return to us. The shootings a block away in May left a hole in all of our hearts, and we don’t want to lose anyone else — in any way they can be lost.

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Odyssey Project kids in rehearsal

Word came from camp. Julio*, who really busted out with raw talent in the Cyclops mask last week, feigning sleep in big rises and falls of the shoulders, bellowing when Odysseus’s men “poke” the big plaster eye so it fell out trailing by red ribbon — Julio, whose handwriting was so beautiful I almost wanted to call it drawing, was the one. He’d had drugs, and wouldn’t be coming back.

A collaboration between a university theater department and a youth detention facility weathers these kinds of blows. A labor of love on all sides, from the young men in the system who commit to rather a daunting ensemble theater production — replete with requirements of vulnerability and memorization — to the UCSB students who commit to those young men, to the correctional officers who must accompany them on every trip to the restroom and make sure they don’t have so much as a paper clip or an eraser when they board the bus for camp at 6 p.m.

And labors of love hurt the hearts of everyone involved, by virtue of stretching those hearts open. We miss the boys when they don’t come. We don’t know, truly, of their experience inside camp. We can only guess at the demons that threaten their own Odyssey: their efforts to change their path in their own homecoming from detention to the streets. We don’t know, that is, until they begin to tell us, through goofy icebreaking exercises, through the pictures they sprawl on the floor alongside the UCSB kids to draw, and most of all through their creative writing, which forms most of the play’s script for a thoroughly modern, many- and co-authored reinvention of Odysseus and his journey home.

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Odyssey Project kids perform a scene with Odysseus’s ship

Last Thursday the UCSB students were listless, deflated by news that their new friends and classmates wouldn’t be coming, until Shane came from downtown Santa Barbara to teach them how to play quartz singing bowls for the Underworld scene. Shane explained the healing properties of the sound bowls, lightly dragging a suede mallet against the pearly quartz until we could feel the hum in our chests. We were all sad because we wanted the boys to sit in the middle of that cocoon of vibrating thrum with us, and they weren’t there.

Today, they are. After the boys shuffle in, downcast and isolated, the UCSB undergraduates, Professor Morgan, and I all circle up with them in plastic chairs. None of the boys will make eye contact.

Michael opens the floor to anyone who wants to talk. Silence, then a hand goes up.

“To be honest, some of us didn’t even want to come,” says Juan, a handsome youth who woke up with his arms restrained to a hospital bed last year after consuming four times the legal adult limit of alcohol. The last thing he remembers is heading home on his skateboard before it got too dark. “I have a court date soon.”

“One of us did the wrong thing and all of us got in trouble,” says Antonio, who wrote last week about a good friend who was found in a riverbed, shot in the head.

“We’re kind of shutting down because they told us none of us could come back,” says Juan. “We had all gotten in trouble until the one dude confessed.”

“We missed you,” says Morgan, “And we couldn’t do much of the play with half the cast gone. And we’re not telling you that to make you feel bad, but because we want you to see how significant you are, how much you matter.”

Martín, who was gone for a few weeks because of negative behavior at camp, raises his hand. “I just want to thank you,” he says to Morgan. “I’m really happy to be back. You see the goodness in us.”

“I always see light when I look at you,” Morgan responds simply. “Even if you’re in a dark place, I see the light at the end of the tunnel. And you’re that light, because all of you are stars.”

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Odyssey Project founder Michael Morgan directs a scene with a camper

Professor (and Doctor) Michael Morgan hails from Harlem, and has taught everywhere from the Yale Repertory Theater to California Institute for the Arts to Nigeria. The Odyssey Project, now in its fourth summer, is his brainchild, began with seeing the film Shakespeare Behind Bars, and grew from a desire to extend the luxuries of a theater department in Santa Barbara to the young people who might blossom from its benefit the very most. On some days this summer during class, Mark Manning, documentary filmmaker extraordinaire whose credits include The Road To Fallujah, is there with a camera and a boom mike. The hope is that the film he makes of this summer’s Odyssey Project will raise awareness of the plight of incarcerated young men of color and the school-to-prison pipeline, just as the Odyssey Project works in unprecedented ways to address that plight.

Because this is California, where the recidivism rate for youthful offenders is 76 percent. This is California, where as of 2012 the state annually spends under $30,000 on educating each student in the U.C. system and $65,000 to incarcerate each adolescent in the correctional system. (MSNBC’s Ronan Farrow recently aired an “Art as a Tool for Education” segment with the actress Anna Deveare Smith, underscoring the priority these strategies for reaching youth are beginning to take in the national conversation around the school-to-prison pipeline.) Each one of the campers, all nine of them…then eight…now seven, is a young man of color, and as one of them put it in his writing recently: “once in the system, always in the system.” Morgan combats this saying with one of his own: “To have a voice is to have a choice.”

Morgan chose Homer’s epic as the basis of the class’s collaboration because the odds against which these young men battle are not unlike those faced by Odysseus. Julio, our lost Cyclops, succumbed to the very monster inside him that the Cyclops character itself is meant to illuminate. In Julio’s case, the monster was addiction. Julio, we all understood, had listened to his sirens. The drug he was caught with is called “spice”. Made by chemists and sold in the form of incense, spice has such a high potency of THC that it causes hallucinations and psychosis. Several of the boys — all of whom are from gang-related areas, and most of whom don’t have present fathers — are in camp for spice.

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Campers in “camp”, a juvenile detention facility

For example, during the “Lotus Land” exercise — which began with students drawing and writing about euphoria and bad trips, and ended up as the scene in the play wherein Odysseus and his crew make a human machine out of their physical expressions of those pictures and words — one of the slogans the camper Patricio came up with was “revenge of spice.” Patricio repeats his words about spice’s revenge while circling an arm and slapping his hands together. Next to him Jeff, an all-American UCSB economics major, repeats the words “dangerous euphoria,” reaching for an invisible joint over and over. Around him flutters Yvette, a sweet new addition to the UCSB students from Kenya. “Not a care in the world!” she repeats, flapping her arms up and down. She flutters around Melinda, who thumps her chest, intoning, “Heart bursts into flame.” It isn’t until Martín joins Molly, bending over and flipping back up (“Can’t wait for wonderland!” she says; “Dreams high in the sky!” he cries) and Kyle jumps in to follow Yvette in her little circles, flapping his arms and crying “I am a God!” that the boys’ faces crack open into the smiles we spent five days missing.

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A camper and a UCSB student rehearse together

We finish up the segment before break by reviewing the Shipwreck Scene. All the students’ bodies form the boat, they chant as they row, and then begin to recite the poem “Invictus”, which ends with the lines “I am the master of my fate / I am the captain of my soul.

At the end of the day, everyone settles in clusters around the singing bowls. The UCSB students hold the suede mallets with the campers, hands touching hands, teaching them how to drag the suede mallet against the quartz for the Underworld Scene. In that scene, as the bowls sound out like wind chimes on a lazy, loving breeze, each actor stands up in turn to read their writing from the “fallen warrior” exercise: to speak in the voices of the spirits of the real-life crew members they lost. Juan wrote in the voice of a loved one who says to Juan not to worry: “I know you’re darkest thoughts, and I want you to know I didn’t feel a thing.” “Instead of getting back with negative at someone who does something negative,” Antonio’s deceased grandfather advises him, “get back with positive at someone who does positive. Spread the love.”

–The Odyssey Project production will go up at 2pm on August 3rd at Center Stage Theater in Santa Barbara, CA. While donations are accepted, admission is free.

–To support the documentary film being made about the project this summer, go here.

*Names and identifying details have been changed.

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