Tag Archives: Steve Jobs

5 Reasons Why 15minutebusinessbooks.com is Different – and Useful

So many books -- so little time

We have many titles to choose from

First, let me say, as I always say, it is better for you to read a good book for yourself.

But sometimes, even if you have read a book, you need a little help pulling out the most important concepts to ponder, the most useful transferable principles and lessons to put into action.

We can help.

For 18 full years, Karl Krayer and I have been presenting synopses of best-selling, useful, provocative, informative business books – to alive audience, in Dallas, Texas. These synopses (our version of business book summaries) are available to purchase through our companion site, 15minutebusinessbooks.com. Each synopsis comes with our comprehensive handouts, and the audio recordings of our presentations.

Here’s what makes 15mintuebusinessbooks unique:

#1 – 15minutebusinessbooks.com is different because these recordings were recorded in front of live audiences.

Karl and I present these to a very alive group of business folks in Dallas, and we have done so every month since April, 1998.

You will sense the interaction between speaker and audience in these recordings. It really does make a difference to speak before a live audience, and we have done so every month, 12 times a year, for 18 full years.

#2 — 15minutebusinessbooks.com is different because we have a carefully curated list of titles – including most best-sellers.

We only select 24 titles a year – 2 books a month. We focus on books that have made it to one of the respected best-sellers lists. We look for books that we think are especially worth the time of our audience members. And, we avoid some categories (personal finance, for example). Peruse our catalogue, and you will see the kinds of books we choose.

But, consider especially the “big” best sellers – Team of Teams; Extreme Ownership; Elon Musk; Steve Jobs, Lean In, Great by Choice, Presnece, The Big Short; Womenomics; The Power of Habit. We have presented each of these, and of course, our list is much, much longer than just these titles. (After 24 books each year, for 18 years, we provide quite a selection).

#3 – 15minutebusinessbooks.com is different because our synopses are designed for more than just a casual glance or listen.  

If you print out our handouts, and listen with pen in hand, you will be more engaged as a learner.

Of course, you can listen to our recordings as you jog or drive or make birdhouses in your garage. But, if you sit at full attention, handout in hand, ears and intellect engaged, you will come away with much more benefit. Our process is designed for such engagement.

#4 — 15minutebusinessbooks.com is different because we’re two guys who have continually refined our process – I think for the better.

All of our synopses are presented by just two people: Karl Krayer and me (Randy Mayeux). We’ve been at this a while!

Speaking of my approach (Karl and I take a slightly different approach): If you look at my first handouts (I almost want to say, “please don’t”), they were not as comprehensive, and they were missing many current features.

In my synopses, and on my handouts, I now include, for every book selected, these sections:

  • Why is this book worth our time?
  • Key excepts and quotes from the book
  • Significant stories and lessons from the book
  • An outline/overview of the key content of the book
  • And, my own lessons and takeaways from the book

And, our handouts are currently designed by an accomplished graphic designer, making them easier to read and follow.

#5 — 15minutebusinessbooks.com is different because it is conducive to small group learning and discussion sessions.

We know business consultants and coaches who gather leadership teams, and they sit together, listening to the audio recordings of one of our synopses presentations, with each participant with handout in hand. Then, the consultant/coach leads a discussion of the implications of the content of this book for their organization.

It is, quite simply, a useful “content” session for a leadership team.

So, here are the five reasons:

#1 – 15minutebusinessbooks.com is different because these recordings were recorded in front of live audiences.
#2 — 15minutebusinessbooks.com is different because we have a carefully curated list of titles – including most best-sellers.
#3 – 15minutebusinessbooks.com is different because our synopses are designed for more than just a casual glance or listen.  
#4 — 15minutebusinessbooks.com is different because we’re two guys who have continually refined our process – I think for the better.
#5 — 15minutebusinessbooks.com is different because it is conducive to small group learning and discussion sessions.

Now, a confession/word of explanation. Though we call this 15minutebusinessbooks.com, they actually average around 17-19 minutes in length; even an occasional one at 20 minutes. So, yes, these are slightly longer than 15 minutes. Sorry about that.

Give it a try. Maybe start this way: pick a book you know well; one that you’ve read carefully. Order our synopsis, and you will be able to tell if we have captured the essence of the book. Then you can begin “catching up” with books you never got around to reading for yourself.

Each synopsis costs $9.99 — but you can also purchase a subscription, which includes the upcoming 12 months (24 synopses), including all of the archived synopsis, for $199.00. Click here to visit our 15minutebusienssbooks site.

15minbb150And, for companies and organizations, we provide special group pricing options. Click here to send me an e-mail, and let’s discuss special pricing for larger groups within your organization.

Here’s the July, 2012 New York Times Hardcover Business Books Best Sellers List – Steve Jobs Still at the Top

(Scroll down to see the actual list).

After a few month’s absence, the New York Times has returned with its list of Hardcover Business Books Best Sellers.

As I always note, this is the list that feels “most accurate” to me.  The weekly lists, and the hourly updated Amazon lists, represent too narrow a time horizon, in my opinion.  This list takes a longer, month-long view.

This month, we are seeing some titles that reflect our current political season.  And a couple of others definitely reflect the ongoing financial turmoil.

And, the list demonstrates the lasting power of the Steve Jobs book.  (I presented my synopsis of this book back in the January, 2012, First Friday Book Synopsis gathering.  Here it is, in July, still atop the list).

There are a couple of new titles that will make our list of “possibles” for our First Friday Book Synopsis.  For readers unaware of our event, my colleague Karl Krayer and I have presented one synopsis each of a business book, every month, since April, 1998.  We deliver these presentations at a monthly breakfast meeting in Dallas – open to all.  There aren’t many prominent or influential titles that we have missed over these 14+ years.  You can always check on the titles for the upcoming month’s event by clicking on our home page.  (We usually upload the next month by about the 10th day of the current month).

From this month’s list, we have presented our synopses of the following titles at our First Friday Book Synopsis gatherings:  #1, Steve Jobs; # 2, Imagine; #3, Power of Habit; #5, Thinking Fast and Slow; and #14, Strengths Based Leadership.

You can see the full list, with more description, at the New York Times site by clicking here.  (And, here is the July, 2012 list of the top ten Paperbacks Business Books Best Sellers, also from the New York Times.  We have presented synopses of #1, Outliers; #2, Tipping Point; #3, Freakonomics; #4, Drive; #6, Checklist Manifesto; #8, Moneyball; and #9, The Big Short). 

You can purchase most of our synopses, with audio recordings of our presentations plus our comprehensive handouts, from our companion web site, 15minutebusinessbooks.com.

Here is the July, 2012 New York Times Hardcover Business Books Best Sellers List.


STEVE JOBS, by Walter Isaacson.


IMAGINE, by Jonah Lehrer.


POWER OF HABIT, by Charles Duhigg.


UNINTENDED CONSEQUENCES, by Edward Conard. (Portfolio/Penguin, $27.95.) A former managing director of Bain Capital and a major Romney contributor argues that growing income inequality shows the American economy is working. (†)


THINKING, FAST AND SLOW, by Daniel Kahneman.


CHARGE, by Brendon Burchard.


PRICE OF INEQUALITY, by Joseph E. Stiglitz.


SCREWED!, by Dick Morris and Eileen McGann.


HOW WILL YOU MEASURE YOUR LIFE?, by Clayton M. Christensen, James Allworth and Karen Dillon.




$100 STARTUP, by Chris Guillebeau.


REAL CRASH, by Peter D. Schiff.




STRENGTHS-BASED LEADERSHIP, by Tom Rath and Barry Conchie. (Gallup, $24.95.)


WINNER TAKE ALL, by Dambisa Moyo.

“You Owe A Debt To The Unlucky” – Michael Lewis Gives The Best Commencement Advice Of 2012

(Note:  the links are to the text of each of these speeches.  You can also find the video of each with little trouble.  And there are plenty of “compilations” of the “best  commencement speeches of 2012” out there, like this one).


I like commencement addresses.  I do not remember the one I heard when I graduated.  I do remember the speaker (not the message; the speaker) at my wife’s graduation.  But I’ve liked them more and more as the years have rolled on.

I suppose my favorite is Steve Jobs at Stanford, as I suspect you would suspect if you’ve read my blog for very long:  “Stay Hungry. Stay Foolish. And I have always wished that for myself. And now, as you graduate to begin anew, I wish that for you.  Stay Hungry. Stay Foolish.”

But there are a lot of other good ones, and they keep coming.  This year, we’ve had Aaron Sorkin at Syracuse“…make no mistake about it, you are dumb. You’re a group of incredibly well-educated dumb people.”  And David Mccullough, Jr. at Wellesley High School (at a high school – I like that):  You are not special.  You are not exceptional. 

But, having presented synopses of five different books by Michael Lewis (including The New New Thing; Moneyball; The Big Short), it is not a surprise that moving near the top of the list of my favorites is Michael Lewis at Princeton  in 2012.  It is filled with Michael Lewis quality observation and insight.  Here is a great excerpt.  I’ve bolded what I think is the key line.

I wrote a book about this, called “Moneyball.” It was ostensibly about baseball but was in fact about something else. There are poor teams and rich teams in professional baseball, and they spend radically different sums of money on their players. When I wrote my book the richest team in professional baseball, the New York Yankees, was then spending about $120 million on its 25 players. The poorest team, the Oakland A’s, was spending about $30 million. And yet the Oakland team was winning as many games as the Yankees — and more than all the other richer teams.  

This isn’t supposed to happen. In theory, the rich teams should buy the best players and win all the time. But the Oakland team had figured something out: the rich teams didn’t really understand who the best baseball players were. The players were misvalued. And the biggest single reason they were misvalued was that the experts did not pay sufficient attention to the role of luck in baseball success. Players got given credit for things they did that depended on the performance of others: pitchers got paid for winning games, hitters got paid for knocking in runners on base. Players got blamed and credited for events beyond their control. Where balls that got hit happened to land on the field, for example.

Forget baseball, forget sports. Here you had these corporate employees, paid millions of dollars a year. They were doing exactly the same job that people in their business had been doing forever.  In front of millions of people, who evaluate their every move. They had statistics attached to everything they did. And yet they were misvalued — because the wider world was blind to their luck. 

This had been going on for a century. Right under all of our noses. And no one noticed — until it paid a poor team so well to notice that they could not afford not to notice. And you have to ask: if a professional athlete paid millions of dollars can be misvalued who can’t be? If the supposedly pure meritocracy of professional sports can’t distinguish between lucky and good, who can? 

The “Moneyball” story has practical implications. If you use better data, you can find better values; there are always market inefficiencies to exploit, and so on. But it has a broader and less practical message: don’t be deceived by life’s outcomes. Life’s outcomes, while not entirely random, have a huge amount of luck baked into them. Above all, recognize that if you have had success, you have also had luck — and with luck comes obligation. You owe a debt, and not just to your Gods. You owe a debt to the unlucky.  I make this point because, along with this speech, it’s something that you’re very likely to forget.

In an interview on PBS Newshour about the speech, Michael Lewis added these thoughts:

But I do think that there has been kind of sapped out of the culture an idea that used to be pretty robust. And it’s the idea of noblesse oblige. It’s the idea that to whom much is given, much is expected from.

And it’s an idea that it’s — you know, it’s the heart of the Princeton education. When you get there, they tell you, the motto is, in the nation’s service.

I would say that, look, that the successful in our society owe so much of their success to things outside of themselves. They owe it to the society, that they’re born into this affluent and peaceful society that was not of their making, that they should acknowledge that obligation.

And I think you see a lot of — a lot of fight-back on that subject. And you see it — you mean, you see it in the tax code. You see it in the way private equity managers manage to construe their income as capital gains, so they don’t have to pay taxes on it. You see it in CEO pay.

You see it in — you see it in the way Wall Street people pay themselves. So I think that — that even to — even to put the question into the minds of young people of what they owe is maybe a novel concept, because there are an awful lot of people who sit on top of the society who don’t feel that way.

Having said that, you know, I do think that one of the things that distinguishes our country from, say, Greece, is that we do have this notion that you give back. If you look at Greek culture and why — and why the place over there is crumbling right now, part of the problem is the elites feel they owe the place nothing. They don’t pay taxes. They don’t — they have no real organic relationship with the rest of the place, and they certainly don’t have a sense of noblesse oblige.

It’s sort of winner take all. And that’s something I think we need to really fight hard to avoid here, because when we get to that point, I do think the society starts to crumble. So this was on my mind when I wrote this talk. And I confess I’m a little surprised you’re interested, because, to me, it just seems obvious.

People go to their graduations, and promptly forget what they barely heard to begin with during the graduation speech.  And people read books, and articles, and blog posts, and promptly forget what they hear and read.

But maybe we should remember.  Maybe we should remember on purpose – you know, call to mind, and pay attention to…   “You have an obligation to the unlucky.”  An obligation! – to the unlucky.  This is something we should all remember, and pay a hefty amount of attention to, don’t you think?

Innovation + Communication – 2 Obvious Lessons From Apple’s Latest Big Event

Tim Cook at the June, 2012 WWDC

So, Apple had their newest big roll out yesterday.  (Watch the WWDC keynote here).  I am an Apple fan, but really only barely use my Apple devices (I have three; iMac, iPad, iPhone) to their capabilities.  But I loaded the Macrumors live blog of the event, glanced at it frequently, and followed along.  (And I kept looking for the announcement of the latest iMac, but, alas, it did not arrive.  My son assures me it is coming soon).

From the moment that Siri started it off, to the multiple announcements, the faithful seemed more than satisfied with the latest good news.  Here are two obvious lessons from yesterday’s event.  And, yes, they are obvious.  But the fact that they are obvious does not mean that other companies and organizations have figured out how to match Apple.

Lesson #1 – keep improving, keep tweaking, and keep innovating.  Make your really great products and services even greater.  Again and again.  From the devices to the software to the operating systems, what is insanely great about Apple now is better than what was insanely great about Apple a year ago, and we all know that by this time next year it will be even greater and better and cooler and “must have” all over again.  They give us great stuff now, and will keep on giving us greater stuff tomorrow and the day after tomorrow.

Phil Schiller introduces the new MacBook, “the most beautiful computer we’ve ever made.”

I don’t even understand all of the ways they make it better.  But I know it revolves around the entire package, the full constellation of offerings and capabilities – design, speed, (“faster, faster, faster, faster” – this was one of the mantras from yesterday) power, look, resolution, “retina display.”  Apple just keeps making every part of Apple, everything that is Apple, and everything that works with Apple, better.

But most of us do not learn this lesson in our work.  It took me way too many years to realize that while I talked about and spoke about constant improvement, I practiced very little of it.  Here’s an example:  for the first 13+ years of the First Friday Book Synopsis, my handouts for my synopses looked exactly the same:  a plain, boring-looking, Word document, with no design appeal at all.  Not too smart of me!   I finally realized it was time (way past time) to make some changes on my handouts.  We found a great designer to raise the look of our handouts to a new level.  And I think they look terrific.  And now, I have to figure out “so what’s next?” to keep getting better.  And, all along, I have to ask “how can I do my work better?”  It really is never ending.

Tim Cook (then COO) at the side of the Master

Lesson #2 – Communicate very well to all of your intended audiences.  Call it what you want:  learn to market; learn to sell; learn to call attention to; learn to create anticipation.  Though the current crop of Apple messengers cannot match the brilliance of Steve Jobs, (who could?!), they have clearly learned some major lessons from the master.  And yesterday was a sold-out, live-blogged, extravaganza of a show.  With videos and slides and demonstrations and team-presentations and multiple awe-inspiring moments for the faithful, Apple still seems to be at the top of their game.

You can read all you want about the need for better hard skills.  And many who write about those hard skills tend to almost look down on the place of those soft skills.

That is a really big mistake!

Apple’s success revolves around these two realities; they make great products, and they sell them even better.  Yes, this was part of the brilliance of Steve Jobs.  But isn’t it interesting that no other company has come close to matching this aspect of Apple’s approach?  Apple gets this – why don’t the rest of us?

Let me put it simply and bluntly – if you do not know how to communicate what you do, what you have to offer, clearly and compellingly, with excitement and great passion, then your great product just may go undiscovered by a whole lot of folks.

Two lessons:

Lesson #1 – keep improving, keep tweaking, and keep innovating.

Lesson #2 – Communicate very well to all of your intended audiences.

How are you doing?

Twyla Tharp and Steve Jobs – (There are Good Tough Bosses and Bad Tough Bosses…)

Everybody probably has a bad boss horror story or two.  And there are some genuine horror stories out there.

But, there are good bad tough bosses and bad tough bosses.  What is the difference?  One difference may be this:  is the boss tough because the end result is worth all the coaching, coaxing, demonstrating, demanding, until the people get it right?

I think Steve Jobs and Twyla Tharp are two great exemplars of this kind of tough boss.

Twyla Tharp:

I recently ran across this wonderful 2006 article about the Kennedy Center Honoree Twyla Tharp, To Dance Beneath the Diamond Skies by Alex Witchel.  Here are some key excerpts:

But it is probably time to say this: There was not a person in that theater, including the 19 performers, musicians and production staff, who did not admire Tharp. Those new to her are scared of her, those used to her are over her, because they know that behind the barking lies a devotion to them, to the work — always, always the work — that is religious in its fervor. Yes, she is a control freak, a perfectionist, a zealot in forming a vision and stopping at nothing to see it realized. But when it is realized, when her dances are good-better-best, flying off the stage like some biblical fire on a mountaintop, there is nothing in the world like them. Twenty-three years ago, Robert Joffrey said that Tharp’s work “didn’t look like anyone else’s.” It still doesn’t.

“There is nothing in the world like them.”  The end result may just be worth the cost it took to get there.  She simply made the best better.  And she also made the “average” much better than ever before.  In her book, The Collaborative Habit, Tharp wrote:

As a choreographer, my task is to make the best possible work with the dancers I find in the room on any given day. 

This is simply the greatest description of the day-to-day work of being the boss I have ever read.  It is the job of the boss (manager, supervisor) to make the best possible work with the people in the room, on the team, at any given time.

By the way, there is a wonderful story in the article about the time Twyla Tharp had to show Baryshnikov how it needed to be done:

Huot sat at one of the computers and played footage of Baryshnikov in rehearsal.  “What’s that?” Tharp asked shortly.  “This is the one where he can’t do what you do,” Huot said, his tone gently teasing. “It’s your favorite thing in the world, which is why I kept it for you.” On the tape, Baryshnikov held a cigarette, shirtless, as Tharp demonstrated the steps. Hers were vivid, crisp. His were blurry, indistinct. Impatiently, she showed him again. He turned away.

“That’s right, go pout,” Tharp said mockingly to the screen. The next shots were of him in performance, his steps breathtaking. “Yeah, he got it,” Tharp said.

She knew how to do the steps; she demonstrated the steps, and she pushed Baryshnikov until he “got it.”

…To be a Tharp dancer is to master complex, intricate movements and steps that can defy gravity — in 1975 Baryshnikov told The Times: “It is very difficult to learn her steps.. . .One variation alone took me three weeks to learn, working a few hours every day.”

Steve Jobs:

Regarding Jobs, the stories are endless, and somewhat legendary.  He certainly could be something of a world-class pain to work with.  But, he too could bring out the very best in people – more than they knew they had in them.  Consider these revealing excerpts from the Walter Isaacson book, Steve Jobs:

For all of his obnoxious behavior, Jobs also had the ability to instill in his team an esprit de corps. After tearing people down, he would find ways to lift them up and make them feel that being part of the Macintosh project was an amazing mission. Every six months he would take most of his team on a two-day retreat at a nearby resort.

Jobs had latched onto what he believed was a key management lesson from his Macintosh experience: You have to be ruthless if you want to build a team of A players. “It’s too easy, as a team grows, to put up with a few B players, and they then attract a few more B players, and soon you will even have some C players,” he recalled. “The Macintosh experience taught me that A players like to work only with other A players, which means you can’t indulge B players.”

“What I’m best at doing is finding a group of talented people and making things with them,” he told the magazine.

Business Week asked him why he treated employees so harshly, Jobs said it made the company better.

…and his great talent, Jobs said, was to “get A performances out of B players.” At Apple, Jobs told him, he would get to work with A players.

The literature about leadership is pretty unanimous about this key role a leader plays.  In Liz Wiseman’s book, Multipliers, she writes that the leader has to “multiply” the good effects of the workers, and never diminish them.  A good leader “multiplies’ the results of the workers he/she leads.  In Kouzes and Pozner’s Encouraging the Heart, they argue that for people to be their best, they must be encouraged, in their hearts, by the one who leads them.  And when they are so encouraged, they become more productive, actually better at their jobs.

Whatever Twyla Tharp and Steve Jobs had, or did, it worked.  They both developed quite a track record of bringing out the very best in the people who worked for them.  (Of course, Twyla Tharp is still at it…).

If you are a leader, this is the test, isn’t it?  Are you making your people better?  Are you pushing them to do more than they even knew they could do?  Are you making the average much better, and the best even better still?

If not, you’ve got some leadership skills to develop.

Continually Innovate, Or Else – Hinting At TED’s True Value

What do we mean when we say that every company, every organization, needs to continually innovate?

It means that every company and every organization needs to continually innovate!  Or, they will be left behind, and maybe even cease to exist.

There is no alternative.

This post is prompted by a question that I asked a good friend.  First, the background.  There is an article critical of the TED conference, written by Nathan Jurgenson.  (I read about it on Andrew Sullivan’s blog:  TED Talks: “The Urban Outfitters Of The Ideas World.  The full article, Against TED, is available at The New Inquiry here).

I am a big fan of TED; I have watched many of the videos, and shown them to my speech students.  I’m not sure that I buy Jurgenson’s criticism.  Here is one line from his article:

At TED, “everyone is Steve Jobs” and every idea is treated like an iPad.

Now, I own an iPad, I have presented a synopsis of the Isaacson Steve Jobs biography, I am a raving fan of the innovation of Apple, and I got to thinking…  Is it in fact “fair” to compare all companies and organizations to Apple?  Should we expect that level of innovation in all the rest of the world of business, and nonprofits?  In other words, does every company and every organization need to continually innovate?

Now, acknowledging the obvious, that genius like Steve Jobs’ genius is not available for purchase on the shelf at your local grocery store, let me say that yes, the quote is not that far off:  “At TED, “everyone is Steve Jobs” and every idea is treated like an iPad.”  And, that is what we should do with ideas.  We should keep looking for that next profitable, successful idea, and then the next one, and then the next next one.  It is the only path to innovation.  And if we do not continually innovate, we are in deep, deep trouble.

After reading the TED criticism, I called a friend of mine; an exceptional business consultant/coach.  You’ve seen his face on TV, representing a company that became more successful with his help.  My question went something like this:

“I know that companies that are directly impacted by technology have to keep innovating.  But, does every company have to continually innovate?  Aren’t there companies that simply provide a product of service, and basically they keep providing the same product or service.  Oh, sure, they will upgrade their software occasionally.  But, continually innovate?  Really?”

I wondered if this pressure to continually innovate just might not be so “necessary” in quite a few arenas.

Well, this is a smart man, and when he was through with me, I was fully whipped.  He told me of one client of his:  they provide a product that was basically put out of business by a previously unknown competitor who developed a cheaper, better way to provide the same product.  It had to do with what goes inside the “shell” of the product that they manufactured and sold.    So, this company had to adapt, quickly.  They had to modify what they put inside their own shell, find a new market for their product, and then churn out the product for less than they thought possible.  Their innovation saved their company – and quite a few jobs.  If they had failed to innovate, they would have had to close the doors.

I started thinking about other examples — example after example.  Just look around.  What restaurants did you used to eat at – and they are now shuttered?  (Does anyone else miss the Steak & Ale salad bar?)  What about hotels that you used to stay at?  Recently, my wife and I stayed at a three year old Holiday Inn.  It is nothing! like the Holiday Inns we stayed at early in our marriage (we married back in the dark ages, when there was no cable TV, not even a remote control, and tennis rackets were still made of wood.  I played with a Jack Kramer autograph).

Maybe the only path forward is to treat every new idea like an iPad – a breakthrough for this moment, but soon to be outdated by the new version.  Someone will come up with the new version.  It is better that you do this yourself.

No matter what your business, it really is a “you’d better learn how to continually innovate” world out there.  And here is the value of TED.  TED, if nothing else, keeps asking, “Since the world is going to keep changing, what are the ideas that will drive that change in the best direction?” 

Look at the TED logo — it is right there in the wording:  “Ideas Worth Spreading.”

And out of these presentations, and the many conversations that such a conference and on-line resource sparks, (and, of course, the many other conferences and conversations from other sources), we think about the future differently.  And so we ask, how can we do our job better?  How can we continually innovate?

Somebody is asking that question right now — someone who is itching to put some other company out of business.  Not because they are mean (though they may be); it is just that they want to build a profitable enterprise themselves.  They want the customers, and if that means taking them from you, then so be it.  And so somebody keeps looking for that next, better idea.

You’ll be smarter if you make that somebody “you.”