Ah, the joys of modern medicine.
I’ve begun taking a drug that requires me to restrict my diet severely. I’m not allowed to eat aged cheese, sausage, draft beer, sourdough bread, or anything else that contains significant amounts of tyramine, an amino acid that helps regulate blood pressure.
Eating the forbidden fruit can cause severe headache, nausea, stiff neck, vomiting, a fast or slow heartbeat, tight chest pain, a lot of sweating, confusion, dilated pupils, and sensitivity to light. People have died after bingeing on cheese.
So many foods are restricted (sauerkraut, bacon, caviar, peanuts, vermouth!) that I need a way to remind myself of what to avoid. I hope visualization can prop up my memory.
If pictures aren’t your thing, here’s a good list from the National Headache Foundation. (Tyramine can cause migraine headaches in people who are sensitive to it.)
Foods to Avoid on a Tyramine-Restricted Diet
The following foods have limited amounts of tyramine. It’s okay to consume up to 1/2 a cup daily.
I assembled the list from Wikipedia and a dozen medical sites. None of the sites list all of these items. The list on the Mayo Clinic site is typical:
“Tyramine is naturally found in small amounts in protein-containing foods. As these foods age, the tyramine level increases. Some foods high in tyramine include:
- Aged cheeses, such as aged cheddar and Swiss; blue cheeses such as Stilton and Gorgonzola; and Camembert. Cheeses made from pasteurized milk are less likely to contain high levels of tyramine, including American cheese, cottage cheese, ricotta, farm cheese and cream cheese.
- Cured meats, which are meats treated with salt and nitrate or nitrite, such as dry-type summer sausages, pepperoni and salami.
- Fermented cabbage, such as sauerkraut and kimchee.
- Soy sauce, fish sauce and shrimp sauce.
- Yeast-extract spreads, such as Marmite.
- Improperly stored foods or spoiled foods.
- Broad bean pods, such as fava beans.”
The amount of tyramine depends on how the food was processed and how old it is. Tyramine increases as a food ages. Pickled, smoked, fermented, or marinated meats are generally high in tyramine. Fresh produce is okay if you eat it within 48 hours of purchase. Nuts are never okay. A draft beer contains 25 times as much tyramine as a can of beer.
Gather talent executives from two dozen Fortune 500’s for a long weekend of conversations about what matters most. Meet in an inspirational spot on the Northern California coast.
Kevin started Future of Talent ten years ago, and I’ve attended every one! This one weekend per year has profoundly shaped how I think about learning, talent, and the future of HR.
Late September’s session has a few more openings.
Call me if you’d like to know more. Disclaimer: Kevin is a personal friend, but I’m not on commission. I promote this event because I’m a true believer.
Three days a year helps keep sharp people sharp. Not a bad deal.
DONALD CLARK PLAN B | FRIDAY, APRIL 18, 2014‘“ The lecture video delivers me in a way the student has complete control over, making it self-evidently better.” Says Stanford’s Professor of Mathematics Keith Devlin. He’s a MOOC veteran, who delivers Stanford’s ‘Introduction to Mathematical Thinking’ on Coursera. We have to understand is why this is so. Rewind if your attention drops 3. MORE >>
DAVID WEINBERGER | THURSDAY, APRIL 24, 2014‘Pardon my brevity (I’m traveling), but if you care about preserving the Internet as a place where innovation isn’t squashed by the inertia of the incumbents, then let FCC Chairman Tom Wheeler know that his proposed “Net Neutrality” policy is a non-starter. Public response matters. Tom Wheeler. Mignon Clyburn (D). MORE >>
DOC SEARLS | SUNDAY, APRIL 20, 2014‘Aral Balkan is working up a lot of good buzz for his Indie Phone and Indie Tech Manifesto. His current talk is Free is a Lie , which lays out his case quite nicely. So, for that matter, is The Cluetrain Manifesto. For example: That was Chris Locke’s line. ”Markets You sided with markets, against marketing.” Bonus link.). MORE >>
ADAPTIVE PATH | TUESDAY, APRIL 22, 2014‘Every year, when we set about the task of choosing speakers for UX Week , we look for people who can bring a broad perspective to the challenges facing experience designers today. I’m particularly excited about this year’s keynotes because they may represent the most diverse range we’ve seen yet. MORE >>
EUEN SEMPLE | FRIDAY, APRIL 18, 2014‘When she heard that I was flying home on a Saturday a friend of my wife”s response was “Oh do they make you work on a Saturday”. My head went numb as I struggled with who “they” might be, the idea of “making” me do something, and trying to remember what Saturday used to mean as compared to the rest of the week. MORE >>
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- Why Do We Need Data Science when We’ve Had Statistics for Centuries? IRVING WLADAWSKY-BERGER | WEDNESDAY, APRIL 30, 2014
- The future is a platform DAVID WEINBERGER | SUNDAY, APRIL 27, 2014
- Earth to Mozilla: Come back home DOC SEARLS | SATURDAY, APRIL 12, 2014
- Vote for the Top 100 Tools for Learning 2014 JANE HART | WEDNESDAY, APRIL 16, 2014
- What do elearning users say? CLARK QUINN | TUESDAY, APRIL 15, 2014
- Seeking perpetual Beta HAROLD JARCHE | MONDAY, APRIL 14, 2014
- Open Learning Analytics GEORGE SIEMENS | FRIDAY, APRIL 11, 2014
- Waking up. MARTIJN LINSSEN | TUESDAY, APRIL 8, 2014
- Cars as crucibles for personal autonomy DOC SEARLS | TUESDAY, APRIL 8, 2014
- MOOCs, Flipped Classrooms – the last gasp of old corporate training? JANE HART | WEDNESDAY, APRIL 2, 2014
- Hackathon love DAVID WEINBERGER | THURSDAY, APRIL 3, 2014
- Move the hierarchy to the rear HAROLD JARCHE | MONDAY, APRIL 7, 2014
- Thoughts on Connectivism GEORGE SIEMENS | FRIDAY, APRIL 25, 2014
- Talking about learning – can you feel it? THE SMART WORK COMPANY | WEDNESDAY, APRIL 2, 2014
- Data Science: from Half-Baked Ideas to Data-Driven Insights IRVING WLADAWSKY-BERGER | WEDNESDAY, APRIL 9, 2014
- Small changes to make a big difference and modernise workplace learning JANE HART | MONDAY, APRIL 28, 2014
- [nextweb] The Open Source Bank of Brewster DAVID WEINBERGER | FRIDAY, APRIL 25, 2014
- Organizing Talent HAROLD JARCHE | THURSDAY, APRIL 17, 2014
- Notes from: MOOCs for Development STEPHEN DOWNES: HALF AN HOUR | THURSDAY, APRIL 10, 2014
- My Next Role Is … DAN PONTEFRACT | WEDNESDAY, APRIL 9, 2014
- Big change vs Little change in workplace learning JANE HART | THURSDAY, APRIL 24, 2014
- What Learning & Development can learn from Mad Men DAWN OF LEARNING | FRIDAY, APRIL 25, 2014
- Enterprise knowledge sharing requires trusted relationships HAROLD JARCHE | TUESDAY, APRIL 8, 2014
- Response to Dron STEPHEN DOWNES: HALF AN HOUR | TUESDAY, APRIL 29, 2014
- A different approach to enterprise technology EUEN SEMPLE | WEDNESDAY, APRIL 9, 2014
- Spying on your ass DOC SEARLS | MONDAY, APRIL 28, 2014
- [shorenstein] Andy Revkin on communicating climate science DAVID WEINBERGER | WEDNESDAY, APRIL 9, 2014
- How do we mLearn? CLARK QUINN | MONDAY, APRIL 14, 2014
- Managing Talent HAROLD JARCHE | TUESDAY, APRIL 22, 2014
- MOOCs for Development – Day 2 STEPHEN DOWNES: HALF AN HOUR | FRIDAY, APRIL 11, 2014
- Bloody good conversations EUEN SEMPLE | SUNDAY, APRIL 27, 2014
- Whose Job Is Leadership, Anyway? DAN PONTEFRACT | TUESDAY, APRIL 1, 2014
- Small steps towards a social business school THE SMART WORK COMPANY | MONDAY, APRIL 14, 2014
- Remembering Dr. Jack Ramsay DOC SEARLS | MONDAY, APRIL 28, 2014
- Why PKM? HAROLD JARCHE | SUNDAY, APRIL 27, 2014
- OLDaily Over the Years STEPHEN DOWNES: HALF AN HOUR | TUESDAY, APRIL 15, 2014
- The art of saying what you think EUEN SEMPLE | THURSDAY, APRIL 3, 2014
- Sexting Apps Versus Helping Cure Cancer IRVING WLADAWSKY-BERGER | WEDNESDAY, APRIL 23, 2014
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- Research Digest post #2 MIND HACKS | THURSDAY, APRIL 24, 2014
Capturing L&D metrics too often entails asking the wrong people the wrong questions at the wrong time.
Line leaders are a CLO’s most important customers. They judge the trade-offs in spending that determine L&D’s fate in the budget process. They base their decisions on what training professionals call Level 4: Did the training impact the bottom line? Did it matter?
By and large, line leaders are not happy with L&D’s performance.
A survey of thousands of line leaders found that 77% were dissatisfied with the results of L&D. A mere 24% agreed that L&D was critical to business outcomes. Only 15% thought L&D effective at influencing talent strategy. 14% would recommend working with L&D; 52% would not; 34% were passive. (Statistics from 2011 Corporate Leadership Council, L&D Team Capabilities Survey)
If a line of business reported such shoddy scores, red flags would arise and heads would roll. A corporate SWAT team would tear into the problem. Was L&D operating this poorly or had it earned an undeservedly bad reputation? How can we put this train back on the track?
The way to succeed with line leaders is to involve them in the governance process. Acknowledge that they are L&D’s customers. Gain their support by planning with them. Monitor trends in their assessments of L&D. Use their feedback to make improvements.
What’s the appropriate yardstick for measuring the confidence and loyalty of line leader customers? I propose that CLOs adopt the Net Promoter Score® methodology developed by Fred Reichheld at Bain & Company and Satmatrix.
The Net Promoter Score® measures loyalty based on one question, “How likely are you to recommend our service to friends and colleagues?” Scoring is from 0 (Not likely at all) to 10 (Extremely likely). A open-ended question often follows to provide guidance for corrective action.
Here’s how it works: Survey your customers. Calculate the percentage of detractors (scores 0-6) and the percentage of promoters (scores 9-10). Your Net Promoter Score is the percentage of promoters minus the percentage of detractors. Passives (scores 7-8) don’t count in the equation.
In a variety of industries, Net Promoter Score correlate directly with differences in growth rates among competitors. (Fred Reichheld, The One Number You Need to Grow, Harvard Business Review, December 2003).
Customer loyalty increases profitability. It’s less costly to keep a customer than to acquire a new one. Loyal customers who talk up a company lower the expense of gaining new customers. If you’re like me, when a company exceeds your expectations, you’re much more likely to come back.
Reichheld and his peers tracked more than 10,000 Net Promoter Scores at 400 companies. This one simply number explained the growth rates in industries as different as airlines, internet service provides, and car rental companies.
Now that we’ve determined who to ask (line leaders) and what to ask them (“Would you recommend…?), let’s turn to when to ask them.
My Internet service provider asks if I would recommend their service at the conclusion of every support call. Many online merchants ask the question immediately after taking an order. Airlines distribute questionnaires to people in flight.
CLOs should wait six months before asking the question. Unlike a product that will be delivered in two business days, it takes a while for lessons to sink in and/or to disappear due to the Forgetting Curve.
You may be wondering why Net Promoter Score hasn’t taken the world by storm. Reichheld thinks that maybe market research firms can’t find a way to make money administering something so simple.
Simplicity is the hallmark of the Net Promoter Score, so much so that it represents a phase change in how we regard metrics. Instead of being buried in quarterly reports read by few, the Net Promoter Score can become a management tool.
The prime directive of any organization is to create customers. The Net Promoter Score shows how the organization is doing in terms all managers and workers can understand. The score points to relationships that need improvement. Practitioners actively intervene to convert detractors into promoters. Insiders call this “closing the loop.” Some companies factor it into the calculation of incentive compensation.
As Reichheld says, “The path to sustainable, profitable growth begins with creating more promoters and fewer detractors and making your net-promoter number transparent throughout your organization. This number is the one number you need to grow. It’s that simple and that profound.”
This column appears in the April 2014 issue of Chief Learning Officer.
I teaching myself how to take decent talking-head video. I’m learning by doing.
If you can get to Berkeley this week, I’ll be happy to shoot a brief video of you. I get the practice; you get a free video.
I’ve resolved to get better at taking video and I plan to share my journey online. I’m going to produce several book reviews as practice. Expect #bloopers.
I shot this several months ago with a four-year old $900 Canon HF10 videocam. The camera has crapped out: left sound monitoring is laden with static. Only records the left channel. It’s also a pain to thrash through the settings. I’ve posted this for comparison to video from my new camera.
For Christmas, I gave myself a Nikon D5200 DSLR for $500. Now I’m learning how to use it to capture video vignettes.
I need some guinea pigs to practice on. Perhaps yourself if you want to drop by my studio in Berkeley. I can also make local house calls for a shoot.
I am half way through reading a novel entitled The Weary Optimist, a novel of Bad Bosses, Bad Jobs, Bad Sex and “The 36 Reasons To Be Glad You Don’t Work in Human Resources” by Dale Dauten. I’m ROTFL.
We would try to create training designed for the very people who made the crack about getting out of training classes. We developed online training experiences, and if they watched the videos and answered a few questions about htem, they could skip attendance at the classroom session.
It works so well that we were able to greatly reduce the number of classroom sessions, which saved a fortune in Danishes and bagels alone, not to mention staff hours. Genius, no?
It turns out that very few people who work in Training are interested in ways to eliminate people who work in Training.