So Much Work for Just 60 Seconds

When you watch commercials, music videos, TV programs, or films, do you ever wonder who it is that handles the job of getting them on camera and how they’re put together? That’s the work of a video production company. There are really two kinds of companies that create video content. A technical production company may target details that the client isn’t interested in doing. They may do the things that come after the video is shot, the editing and the post-production. Or they may simply take the finished video and post it online. That’s one thing that a video production company may do.

Other companies are full-service. That means they do it all from start to finish, and post-production as well. A full-service company will do the creative development, then write the script. They’ll be responsible for locations and casting. They’ll produce, edit, and deliver the final product for posting. A company like this is totally hands-on; the client states what they want and the video professionals do the rest.

A commercial production company, as you may expect, has a specific focus. It creates short videos, 30 to 60 seconds, that are oriented toward commercial branding. They are all about promoting a product, a company, or a service; or getting a company’s name, brand, and message out in front of the public as widely as possible. A commercial production company creates videos to grab the public’s attention and interest, and to create excitement-“buzz,” as it’s often called. The company creates what are effectively “teasers” to bring in potential customers.

Commercial producers and their creative teams have to get excited about a client’s product, brand, or message. In this way they develop ideas that connect with the audience. Their process includes personally experiencing what the client is selling to create an understanding of the market and the customer.

The video producer’s job looks creative and exciting, and it can be. It is also a highly demanding and responsible job that calls for not only creativity but people and business skills. The producer might be thought of as a “creative problem-solver.” He or she is the leader of the process from pre-production through actual production to post-production. The producer is responsible for the planning, scheduling, and final editing of the project, and hiring the talent and the staff. He takes part in selecting graphics and audio and may actually write the script. He is the point of contact between the company and the client, facilitating all communications to make sure the project is delivered according to the client’s specifications. And of course, it’s the producer’s job to make sure everything is done on time and on budget.

It is very exacting work that a video production company does. You might not believe the amount of work that goes into a 60-second spot and the number of people it takes to pull it off. But these production companies know how to do it with the greatest effect.

Disaster Recovery Plan

A disaster recovery plan is a documented process to recover and protect a business IT infrastructure in the event of a disaster. Basically, it provides a clear idea on various actions to be taken before, during and after a disaster.

Disasters are natural or man-made. Examples include industrial accidents, oil spills, stampedes, fires, nuclear explosions/nuclear radiation and acts of war etc. Other types of man-made disasters include the more cosmic scenarios of catastrophic global warming, nuclear war, and bioterrorism whereas natural disasters are earthquakes, floods, heat waves, hurricanes/cyclones, volcanic eruptions, tsunamis, tornadoes and landslides, cosmic and asteroid threats.

Disaster cannot be eliminated, but proactive preparation can mitigate data loss and disruption to operations. Organizations require a disaster recovery plan that includes formal Plan to consider the impacts of disruptions to all essential businesses processes and their dependencies. Phase wise plan consists of the precautions to minimize the effects of a disaster so the organization can continue to operate or quickly resume mission-critical functions.

The Disaster Recovery Plan is to be prepared by the Disaster Recovery Committee, which includes representatives from all critical departments or areas of the department’s functions. The committee should have at least one representative from management, computing, risk management, records management, security, and building maintenance. The committee’s responsibility is to prepare a timeline to establish a reasonable deadline for completing the written plan. The also responsible to identify critical and noncritical departments. A procedure used to determine the critical needs of a department is to document all the functions performed by each department. Once the primary functions have been recognized, the operations and processes are then ranked in order of priority: essential, important and non-essential.

Typically, disaster recovery planning involves an analysis of business processes and continuity needs. Before generating a detailed plan, an organization often performs a business impact analysis (BIA) and risk analysis (RA), and it establishes the recovery time objective (RTO) and recovery point objective (RPO). The RTO describes the target amount of time a business application can be down, typically measured in hours, minutes or seconds. The RPO describes the previous point in time when an application must be recovered.

The plan should define the roles and responsibilities of disaster recovery team members and outline the criteria to launch the plan into action, however, there is no one right type of disaster recovery plan, nor is there a one-size-fits-all disaster recovery plan. Basically, there are three basic strategies that feature in all disaster recovery plans: (a) preventive measures, (b) detective measures, and (c) corrective measures.

(a) Preventive measures: will try to prevent a disaster from occurring. These measures seek to identify and reduce risks. They are designed to mitigate or prevent an event from happening. These measures may include keeping data backed up and off-site, using surge protectors, installing generators and conducting routine inspections.

(b) Detective measures: These measures include installing fire alarms, using up-to-date antivirus software, holding employee training sessions, and installing server and network monitoring software.

(c) Corrective measures: These measures focus on fixing or restoring the systems after a disaster. Corrective measures may consist keeping critical documents in the Disaster Recovery Plan.

The Plan should include a list of first-level contacts and persons/departments within the company, who can declare a disaster and activate DR operations. It should also include an outline and content stating the exact procedures to be followed by a disaster. At least 2-4 potential DR sites with hardware/software that meets or exceeds the current production environment should be made available. DR best practices indicate that DR sites should be at least 50 miles away from the existing production site so that the Recovery Point Objective (RPO)/Restoration Time Objective (RTO) requirements are satisfied

The recovery plan must provide for initial and ongoing employee training. Skills are needed in the reconstruction and salvage phases of the recovery process. Your initial training can be accomplished through professional seminars, special in-house educational programs, the wise use of consultants and vendors, and individual study tailored to the needs of your department. A minimal amount of training is necessary to assist professional restorers/recovery contractors and others having little knowledge of your information, level of importance, or general operations

An entire documented plan has to be tested entirely and all testing report should be logged for future prospect. This testing should be treated as live run and with ample of time. After testing procedures have been completed, an initial “dry run” of the plan is performed by conducting a structured walk-through test. The test will provide additional information regarding any further steps that may need to be included, changes in procedures that are not effective, and other appropriate adjustments. These may not become evident unless an actual dry-run test is performed. The plan is subsequently updated to correct any problems identified during the test. Initially, testing of the plan is done in sections and after normal business hours to minimize disruptions to the overall operations of the organization. As the plan is further polished, future tests occur during normal business hours.

Once the disaster recovery plan has been written and tested, the plan is then submitted to management for approval. It is top management’s ultimate responsibility that the organization has a documented and tested plan. Management is responsible for establishing the policies, procedures, and responsibilities for comprehensive contingency planning, and reviewing and approving the contingency plan annually, documenting such reviews in writing.

Another important aspect that is often overlooked involves the frequency with which DR Plans are updated. Yearly updates are recommended but some industries or organizations require more frequent updates because business processes evolve or because of quicker data growth. To stay relevant, disaster recovery plans should be an integral part of all business analysis processes and should be revisited at every major corporate acquisition, at every new product launch, and at every new system development milestone.

Your business doesn’t remain the same; businesses grow, change and realign. An effective disaster recovery plan must be regularly reviewed and updated to make sure it reflects the current state of the business and meets the goals of the company. Not only should it be reviewed, but it must be tested to ensure it would be a success if implemented.

Ballet Shoes and Pointe Shoes and More Flexibility

Summer Intensives offer a chance for increased flexibility. After your first morning class, you are partially warmed up for the rest of the day. That is, unless you are resting in between classes in highly air conditioned environments. I recommend not to do that. A cool but not cold place, perhaps shady outdoors somewhere, is better.

Also, allow your ballet shoes and pointe shoes to dry as much as possible in between classes, they will last longer, and will not lose that exactly right fit so soon. Having two pairs of each helps, if you can do that.

Intensive training in ballet means intensive use of the flexor muscles. Battment tendu, grande battment and developpe en avant mean heavy use of the iliopsoas (hip flexor) muscles. Without constant stretching, this tension will compromise your turnout, as the tension at the side of the hips will counter the thigh’s ability to rotate outwards. It will also lessen the flexibilty of the low back and front of the hip, in doing an arabesque.

A standing lunge done in between exercises will relieve the tension building up in the hip flexors and postural muscles. Finding exactly the right balance between strength and stretch is what creates power in your work.

One of the best ways to stretch for a good arabesque is at the corner of the studio where you can hold on to one barre, while placing yourself in your ideal arabesque position with your working leg on the barre of the other wall behind you. If there is a lower barre, use it so as to get an upright back position. Do a demi plie repeatedly, holding the position well-placed.

If there is no corner with barres, get a fellow student to hold your hands to keep you upright, and place your leg on the barre behind you to do your demi plies.

A wonderful stretch regimen for dancers is yoga. My favorite is “Ali McGraw – Yoga Mind & Body”. It is a few years old but still available. It is not for beginners, but dancers will love it. The positions are easy for most dancers, and give fantastic relief to muscle tension. Done in the evening it will leave you stretched and ready to sleep.

A more active stretching routine is the “Classical Stretch” series. On a lighter class schedule day, or on a no-class day, the “Athletes’ Intense Stretch” will get rid of the muscle tension while still allowing muscle recovery.

If you are recovering from injury, both of the above may be helpful, but please consult with your doctor, teacher or trainer as to whether you are ready to do these routines.

Losing electrolytes and dehydration can cause muscle tension and cramps. Real sea salt on your foods, calcium/magnesium supplements and “All 12” cell salts are a great help. Celery is one of the saltiest foods you can eat, organic, multiple mineral salts, and it is a hydrating food too – a perfect snack in between classes.

Estate Tax Planning & Family Limited Partnerships

The general partner(s) manage the assets contributed to the family limited partnership. Limited partners generally have no rights with respect to the assets held by the FLP. The lack of Marketability and the fractional ownership of the limited partnership interests held by the limited partners are two of the well-established reduction principles that diminish the value of the taxable estate. The discounts allowed by the restricted rights provides for the reduction in the value of the assets held by each limited partner, but also increases the amount of annual tax-free gifting that can be attained. The current high marginal estate tax rates allow for wise and prudent planning which is necessary to preserve the family’s wealth.

Centralized Management of Family Assets
When using a corporation as the general partner, the general partner controls all of the assets in the partnership. This corporation can also employ family members and others. It will call meeting, conduct training sessions and facilitate wealth management. With a corporate general partner, continuity must be ensured even in the event of the husband and wife.

Minimize Probate
By using an FLP, the time and expense of probating an estate can be greatly reduced. When a Living Trust is also used, then there is no probate. Living Wills are not public record and therefore no one but those involved in the family know of its contents.

Cure Title Defects
The procedure for transferring assets to an FLP can help with the discovery of title defects. This can be a significant issue for real estate assets if not discovered and corrected.

Fixing Personal Branding Errors

When it comes to personal branding, there really is no right or wrong answer. So much of it is subjective. However, that doesn’t mean that you are incapable of making mistakes or of wishing that you could have done something better/differently. If you had the chance to do it over again, of course, you would probably do those things differently. Well, even if you did make mistakes, all hope is not lost. You can still fix what needs to be fixed and move on from there.

Make fixes in a sensible manner
When it comes to fixing the errors that you made in your personal branding, you will want to approach it sensibly and methodically. There are several aspects of your personal brand that you will want to examine and, hopefully, you will be able to identify whatever needs to be corrected.

You want to make sure that your reputation is intact: If you aren’t sure what other people are going to find when they search for you (personally), you should search for yourself. The top items on the search engine should be positive about you. Additionally, those items should have value and they should help to enhance your reputation and boost your credibility. If you see that it is not the case, go back to those items and enhance them until they show you in a more positive light.
Entertainment versus marketing value: It is very important that you understand the balance between good value and the ability to entertain with your personal brand. You don’t want to have more of one than the other. Of course, if you don’t have enough on the entertainment side, other people may not remain interested. On the other hand, if you don’t have enough on the value/marketing side, from a business perspective, people may be entertained/amused but they may walk away feeling that they don’t have much to show for it.
Don’t go overboard: There is definitely value in revisiting the content that is connected to your personal brand so that it reads better. However, overediting is definitely not a good idea in general. The last thing that you want to do is to edit so much that you lose yourself and what you stand for in the process. It is important to show your vulnerable/human side but, at the same time, to demonstrate how valuable you are professionally and how your expertise can help other people.
Marry your personal and professional brands: The truth is that there is a strong connection between your personal and professional brands. They are two parts of you and those parts should have at least a discreet connection for other people to embrace. If you are communicating messages from both brands, they should be synchronized. You really can’t separate the two anyway. The best that you can do is to make sure that they exist in harmony.
Make sure that your social media profiles are current: The profiles are extremely important to your personal brand. They must be kept current. That means that you update your status periodically (at reasonable intervals), change your photo if it isn’t appropriate or is not relatively new, etc. You will want to work on all of your social media profiles. People will definitely notice if you don’t keep them current.
Make sure that your photo is appropriate: First of all, make sure that you have a photo which people can identify with your personal brand. Second, it should be an appropriate photo. That means that it should be a professional headshot. It shouldn’t be you with your cat, your logo instead of your face, you drinking in a bar or at a party, etc. After all, even though you are working on your personal brand, you want people to remember you in the right way because there will definitely be crossover to your professional brand and persona.
Make sure that your bio is what it should be: Your bio should be substantial enough so that other people are able to get a sense of who you are and what you believe in. On the other hand, you don’t want to go on and on to the point where the other person has no patience to keep reading. However, you should definitely highlight your accomplishments because not only are you proud of them but they add value to you and other people will have the understanding that you are someone with whom they should form a relationship and interact.
Always be yourself: Authenticity is an essential part of your personal brand. If you are not authentic, people will know it and they will not want to connect with you. You certainly don’t want that to happen. The reality is that you will not be able to have a successful relationship with everyone but you want your relationships with those people who want to be connected to you to be solid and enduring.

Conclusion
All of the elements listed above are important for your personal brand. Getting your personal brand in the shape that you want it to be will take time and work but it will be well worth it for you. You should keep in mind that your personal brand will take you very far in business. It is really important for you to understand your target audience and to do your best to give them what they want and need. If you give them your best, you will get it back in full.

Michael Cohn is the founder and Chief Technology Officer (CTO) of CompuKol Communications. He has over 25 years of experience in IT and web technologies. Mr. Cohn spent a significant amount of time at a major telecommunications company, where his main focus was on initiating and leading synergy efforts across all business units by dramatically improving efficiency, online collaboration, and the company’s Intranet capabilities, which accelerated gains in business productivity. He also reduced company travel and travel costs by introducing and implementing various collaboration technologies.

His expertise includes business analysis; project management; management of global cross-matrix teams; systems engineering and analysis, architecture, prototyping and integration; technology evaluation and assessment; systems development; performance evaluation; and management of off-shore development.

Mr. Cohn earned a Master’s degree in project management from George Washington University in Washington, DC; and a Master’s degree in computer science and a Bachelor of Science degree in electrical engineering from Fairleigh Dickinson University in Teaneck, NJ.