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In nature, the only reason to pull your body upward is to get over an obstacle. The muscle-up mimics that motion. Once you can do a pull-up all the way to your chest, you’re ready. The key is to start from a hang with your palms facing forward and with a slight forward-backward swing. On the back swing, pull your body upward and as the bar nears your chest, lean your chest over the bar and let your elbows rise up behind you, then push your body upward.
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Though some people might need more of specific vitamins, multivitamins don’t help most people, studies say.
When I was growing up my mom gave me a multivitamin every day as a defense against unnamed dread diseases.
But it looks like Mom was wasting her money. Evidence continues to mount that vitamin supplements don’t help most people and can actually cause diseases that people are taking them to prevent, like cancer.
Three studies published Monday add to multivitamins’ bad rap. One review found no benefit in preventing early death, heart disease or cancer. Another found that taking multivitamins did nothing to stave off cognitive decline with aging. A third found that high-dose multivitamins didn’t help people who had had one heart attack avoid another.
“Enough is enough,” declares an editorial accompanying the studies in Annals of Internal Medicine. “Stop wasting money on vitamin and mineral supplements.”
But enough is not enough for the American public. We spend $28 billion a year on vitamin supplements and are projected to spend more. About 40 percent of Americans take multivitamins, the editorial says.
Even people who know about all these studies showing no benefit continue to buy multivitamins for their families. Like, uh, me. They couldn’t hurt, right?
In most cases, no. But $28 billion is a lot to spend on a worthless medical treatment. So I called up Steven Salzberg, a professor of medicine at Johns Hopkins who has written about Americans’ love affair with vitamins, to find out why we’re so reluctant to give up the habit.
“I think this is a great example of how our intuition leads us astray,” Salzberg told Shots. “It seems reasonable that if a little bit of something is good for you, then more should be better for you. It’s not true. Supplementation with extra vitamins or micronutrients doesn’t really benefit you if you don’t have a deficiency.”
Vitamin deficiencies can kill, and that discovery has made for some great medical detective stories. Salzberg points to James Lind, a Scottish physician who proved in 1747 that citrus juice could cure scurvy, which had killed more sailors than all wars combined. It was not until much later that scientists discovered that the magic ingredient was vitamin C.
Lack of vitamin D causes rickets. Lack of niacin causes pellagra, which was a big problem in the Southern U.S. in the early 1900s. Lack of vitamin A causes blindness. And lack of folic acid can cause spina bifida, a crippling deformity.
Better nutrition and vitamin-fortified foods have made these problems pretty much history.
Now when public health officials talk about vitamin deficiencies and health, they’re talking about specific populations and specific vitamins. Young women tend to be low on iodine, which is key for brain development in a fetus, according to a 2012 report from the Centers for Disease Control and Prevention. And Mexican-American women and young children are more likely to be iron deficient. But even in that group, we’re talking about 11 percent of the children, and 13 percent of the women.
Recent studies have shown that too much beta carotene and vitamin E can cause cancer, and it’s long been known that excess vitamin Acan cause liver damage, coma and death. That’s what happened to Arctic explorers when they ate too much polar bear liver, which is rich in vitamin A.
“You need a balance,” Salzberg says. But he agrees with theAnnals editorial — enough already. “The vast majority of people taking multivitamins and other supplemental vitamins don’t need them. I don’t need them, so I stopped.”
I’m still struggling with the notion that mother didn’t know best. But maybe when the current bottle of kids’ chewable vitamins runs out, I won’t buy more.
Getty Images/Ethan Miller
If you could ask job candidates only one question, what would be most telling?
As it turns out, many CEOs have one go-to interview question that they believe reveals everything they need to know about a candidate. Some swear by serious questions about a candidate’s best accomplishment. Others believe that silly queries about holiday costumes and the zombie apocalypse best reveal a candidate’s creativity.
From Zappos CEO Tony Hsieh to Warby Parker CEO David Gilboa, we’ve collected top interview questions from the following nine company leaders.
Tony Hsieh, CEO of Zappos
One of Zappos’ core values is to “create fun and a little weirdness,” Tony Hsieh, CEO of the company, tells Business Insider.
To make sure he hires candidates with the right fit, Hsieh typically asks the question: “On a scale of one to 10, how weird are you?” He says the number isn’t too important, but it’s more about how people answer the question. Nonetheless, if “you’re a one, you probably are a little bit too straight-laced for the Zappos culture,” he says. “If you’re a 10, you might be too psychotic for us.”
Another question Zappos usually asks candidates is: “On a scale of one to 10, how lucky are you in life?” Again, the number doesn’t matter too much, but if you’re a one, you don’t know why bad things happen to you (and probably blame others a lot). And if you’re a 10, you don’t understand why good things always seem to happen to you (and probably lack confidence).
Simon Anderson, CEO of DreamHost
Simon Anderson, CEO of DreamHost, a web hosting provider and domain name registrar, says he asks one question to determine what motivates candidates: “Tell me about the first experience in your life when you realized that you had the power of change or the power to do something meaningful.”
“It’s open-ended. Some people might tell the story of when they were five and there was some incident and they had to take more responsibility for their baby brother or sister,” he tells The New York Times. “Maybe it was from their teenage years: ‘Something bad was going to happen at school and I stood up for this friend of mine and all of a sudden I felt self-empowered to do things.’ I think that’s really important. If someone sits there and they’re stumped, I think that tells you something.”
Dara Richardson-Heron, CEO of YWCA
The best candidates are the ones who know exactly who they are. That’s why Dara Richardson-Heron, CEO of women’s organization YWCA, always asks her candidates this question.
Richardson-Heron says she doesn’t judge people on the word they choose, but it does give her insight into how people package themselves. She tells Adam Bryant at The New York Times that she likes when people take time to ponder the question and answer thoughtfully.
Ashely Morris, CEO of Capriotti’s
This seems like a ridiculous question to ask, but it’s posed to every prospective employee at Capriotti’s Sandwich Shop, a national restaurant franchise. Ashley Morris, the company’s CEO, says it’s the best way to learn how candidates react under pressure.
“There really is no right answer, so it’s interesting to get someone’s opinion and understand how they think on their feet,” Morris explains. “The hope is that for us, we’re going to find out who this person is on the inside and what’s really important to him, what his morals really are, and if he’ll fit on the cultural level.”
Courtesy of Marc Barros
Marc Barros, CEO of Contour
Marc Barros, cofounder and former CEO of camera company Contour, swears by this question. “Of all the ways I interviewed executive candidates, this question and the discussion that followed proved to be the strongest indicator of the candidate’s leadership ability,” he tells Inc.
Barros believes a candidate who claims to have never fired anyone is clearly a bad choice. “You can’t build a great team without occasionally deconstructing and rebuilding it,” he argues.
If the candidate has fired someone, then he focuses on how the process went, which reveals a great deal about their communication skills. Did they offer feedback to the person and explain their reasoning for the decision? Barros says great leaders are like coaches, constantly giving feedback.
Jenny Ming, CEO of Charlotte Russe
A good answer to this question is important because it means that the candidate isn’t afraid of taking risks and will admit when things don’t work out, says Jenny Ming, president and CEO of clothing store Charlotte Russe.
“It doesn’t even have to be business; it could be life lessons. I think it’s pretty telling. What did they do afterward?” she says. “How did they overcome that? I always look for somebody who’s very comfortable admitting when something didn’t work out.”
People always like to tell you about their successes, she explains, but they don’t always want to tell you what didn’t work out so well for them.
Colin Hughes/Courtesy Warby Parker
Dave Gilboa and Neil Blumenthal, CEOs of Warby Parker
It doesn’t matter so much what they wore, but why they wore it. If the candidate’s reasoning matches Warby Parker’s core value of injecting “fun and quirkiness into work, life, and everything [they] do,” they might have a real shot at getting a job there.
“We find that people who are able to make the job environment fun build followership more easily,” the company’s cofounder and co-CEO David Gilboa tells Iris Mansour at Quartz. “If we hire the most technically skilled person in the world whose work style doesn’t fit here, they won’t be successful.”
Courtesy of The Adler Group
Lou Adler, CEO of The Adler Group
Lou Adler, CEO of hiring services company The Adler Group, says he always asks candidates to talk about their crowning achievement or most significant accomplishment. That question not only tells you what energizes the applicant, but also helps you figure out if their interests and passions align with yours.
“The idea is that if you understand someone’s most significant accomplishment or crowning achievement, and really are willing to spend 20 minutes understanding it, then you know what motivates the person,” Adler tells Business Insider.
To get a sense of how people work, Jana Eggers, former CEO of personalized clothing company Spreadshirt, likes to ask candidates about projects they’ve worked on.
“I’m interested in seeing how they organized themselves, how they think about projects, how they think about other people around them,” Eggers tells The New York Times. “There are very few jobs in any company these days where one person goes in and does it alone. They always have to interact with other people.”
Laszlo Bock, SVP of people operations at Google
Laszlo Bock, senior vice president of people operations at Google, says the company ditched its famous brainteaser interview questions in recent years for behavioral ones.
“The interesting thing about the behavioral interview is that when you ask somebody to speak to their own experience, and you drill into that, you get two kinds of information,” Bock tells The New York Times. “One is you get to see how they actually interacted in a real-world situation, and the valuable ‘meta’ information you get about the candidate is a sense of what they consider to be difficult.”
This is really funny. Kudos , Jessica for putting it together.
There’s one thing that Jewish mothers love more than nice, Jewish boys: nagging their kids.
Sometimes it feels as if they have intrinsic radar on our whereabouts, reminding us to bring a jacket even before we’ve left the house or to negotiate the price from the fruit vendor as we’re about pay.
It’s no wonder Jonah Hill got fat all over again — his Jewish mother was clearly pestering him to eat more challah.
Regardless if you’re 13 or 30, you will never be free from your mother ambushing you over the telephone to layer up, take a snack and above all, BE SAFE.
As a minority, it’s important that Jews continue to procreate and make more Jews because there’s safety in numbers. Think about how the Hispanic…
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Hope this was clear enough and can be of some help to you!
Confirmation bias is my candidate for the top reason. People who succeed (and are most likely to offer “advice”) make up idiotic reasons for why they succeeded, mostly discounting the role of luck, and writing self-serving stories and “prescriptions” that are less about helping others and more about self-aggrandization.
More specifically, this comes down to an almost incredible capacity to ignore necessary/sufficient conditions for a particular piece of advice to work.
For me, a piece of advice that does not have an if… then… structure is completely useless, because my basic bullshit detector filter is a “there’s no free lunch” rule of thumb.
Almost nobody prefaces advice with the condition, “this will work for you if _________ and will not work if ____________”
The presence of that structure, on the other hand, makes me immediately take the person seriously, because they’ve taken the trouble to convert a single example (i.e. an existence proof) into a more general truth statement that is carefully circumscribed.
Also a lot of advice that apparently works does not work because of the content of the advice, but the sheer fact of somebody offering an understanding and sympathetic reaction to another person’s situation. That alone can be enough sometimes, whether or not the advice is valid. It’s sort of a placebo effect. It’s what people call “motivational speaking” as opposed to real advice.
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