Chief Engineer by Erica Wagner

Washington Roebling spent 14 year of his life designing and building the Brooklyn Bridge. Though originally conceived by his father, John A. Roebling, almost every aspect of the bridge conceived of and constructed from 1869 until it opened in 1883 was from the imagination and under the supervision of Washington Roebling, the chief engineer.

A lot has been written about the bridge. In Chief Engineer, Erica Wagner provides a broader picture of Roebling’s life from his youth to his productive old age.

Roebling grew up in Pennsylvania. His boyhood home was still on the frontier of settlement even in the 1830s. His formally schooling was varied, and much of his education came from assisting his father in bridge building. Though John Roebling was a successful engineer and businessman, and immigrant success story, he was abusive to his wife and children. Washington Roebling grew up to be a man who could bear hardship, but he long resented the abuse he, his siblings and especially his mother suffered in his father’s house.

Engineering was not Roebling’s only area of success. He joined Union forces during the Civil War.  Though he joined a private, his engineering experience won him an appointment and an officer and he eventually rose to the rank of colonel. His rise to the officer corps did not remove him from danger in that bloody war. Antietam, Chancellorsville and Gettysburg were just some of the battles he was part of.

The war was hard on his health, but good in other ways. It was during those years that he met his wife Emily, sister of General G. K. Warren. Emily was a vigorous, capable person who proved to be a great partner to her husband and successful on her own.

The war was not as hard on Roebling’s health as hard as the Brooklyn Bridge would be. Roebling spent a lot of time in the caissons as they sunk deeper, seeking firm foundations for the bridge towers. Prolonged work in compressed air damaged his health, possibly permanently. Though he remained in charge of the bridge, his health prevented him from being at the bridge during much of its above ground construction. Emily became his secretary and agent during this time. She was involved to such a degree that rumors spread that she was the actual engineer. There no support for the rumors that Emily was a designer of the bridge, but it is fair to say that Roebling leaned on her and her ability to organize and communicate with tact and she made important contributions to the success of the bridge.

Roebling lived a long life, surviving Emily, two of his younger brothers and even some of his nephews. Though he left an active role in the wire company his father founded, he eventually took over management of the company when his brothers who ran it, Ferdinand and Charles, and later their sons died. He seemed to relish the work and the challenge well into his eighties.

If you’re interested in this book, you may also be interested in

The Age of Edison by Ernest Freeburg

The Brooklyn Bridge by Judith St. George

Dreams of Iron and Steel by Deborah Cadbury 

Empires of Light by Jill Jonnes

The Great Bridge by David McCollough

How We Got to Now by Steven Johnson

The Johnstown Flood by David McCollough

The Lighthouse Stevensons by Bella Bathurst

Make a Joyful Sound by Helen Elmira Waite

The Power Makers by Maury Klein

Road to the Sea by Florence Dorsey

Rising Tide by James M. Barry

Wagner, Erica. Chief Engineer: Washington Roebling: The Man Who Built the Brooklyn Bridge. New York: Bloomsbury, 2017.

The Big Thing by Phyllis Korkki

A large creative project of the type Phyllis Korkki references in the title of her book The Big Thing can be hard to finish, or even start. Korkki identifies several characteristics of big things that make them challenging.

-Big things are personally meaningful. The dread of failing or falling short of a dream can keep us from crossing the finish line, or even the starting line.

-They have no deadline. It is your personal project that you get done on your own schedule.

-They are large and complex. At first, the structure of the thing you want to create may not be clear in your mind.

-They require sustained concentration and effort. It can be hard to keep going and going, especially in the face of the other challenges of taking on a big thing.

Creative projects are not just novels, movies, painting or other thing we typically think of as art. A healthy relationship, especially marriage and family, can be a creative undertaking. Other types of creative goals might lead to you to organize people and resources to make a difference in the world.

In order to find a way to complete her big thing, Korkki looked into areas that you might not find in other get-things-done type self-help books. For instance, she looked at the effects of health and sleep. Along the way she received coaching in breathing, posture and mindfulness. The bottom line is that if you’re going to have the energy, stamina and mental clarity you need to finish a major creative work, you’ll need to take care of yourself.

She also found that constraints were helpful. For her, her sense obligation help her design constraints around accountability to her editors and others. My background is engineering, so I tend to think of creativity in terms of dealing with constraints and how they can be overcome or possibly used to achieve a purpose.

Creative projects are rarely the work of one person. Korkki gives credit to her agent, her editor, and the many people at her publisher who turned her words into a book. Ego can get in the way of working with other and Korkki offers advice on how collaboration can work.

Something I found helpful was Korkki’s advice on figuring out when to let something go. Get real with yourself. Do you have the motivation, especially if you must learn and practice something new to achieve your creative goal? Are you committed to work on it regularly? Is it worth the sacrifice you’ll need to make? You may find that something else is more important to you, or that you don’t realistically have the desire to push through the obstacles that will inevitably show up. Instead of torturing yourself because of what you’re not doing, put you energy and talents into something else you want to do.

If you’re interested in this book, you may also be interested in

The Power of Habit by Charles Duhigg

The Procrastination Equation by Piers Steel

Rapt by Winifred Gallagher

The Road Less Traveled by M. Scott Peck

Korkki, Phyllis. The Big Thing: How to Complete Your Creative Project Even if You’re a Lazy, Self-Doubting Procrastinator Like Me. New York: Harper, 2016.

The Organized Mind by Daniel J. Levitin

Modern life presents us with too much stuff and too much information to deal with. In The Organized Mind, psychologist Daniel J. Levitin explains how we can work with our mind, instead of against it, to handle information and make better decisions.

Attention is the critical resources for taking in information, making good decisions, and forming memories. The difficulty is that we only have so much attention to go around. Our attentional systems work to make us unconsciously ignore many of the signals that come our way; we would be overwhelmed if they did not. Our built in systems pay attention to change or to things that seem important. Our natural state is to have a wandering mind, broadly attentive to the environment, screening out the stable and safe, occasionally zooming in on something novel or critical.

We can also use the executive functions of our mind to focus attention where we want it. This can consume a lot of energy, but we can do it very effectively, sometimes focusing to the point where we lose track over everything else.

Both forms of attention have their strengths and limitations. In addition, it is costly to our attention bank to switch between modes or to switch focus from one subject to another. The load of information that we have to deal with can exhaust our attentional system, leading to inattention, poor memory, and bad decisions.

Levitin offers solutions to alleviate these problems and work with the strengths of our brains. The primary suggestion is to offload as much information as possible to the environment. The less we have to remember, and the fewer minor decisions we have to make, the better off we’ll be. Highly successful people use systems of habits, calendars, filing, labels, and standards to minimize the amount of information they have to carry in their memories. It is often not so important to know something as it is to be able to find it when you need it.

A related concept is to use categories and chunk up information. Our minds do this naturally. For instance, we typically don’t remember a telephone number as seven digits, but as two chunks of digits. We can apply a chunking strategy by breaking large jobs into doable tasks, or be grouping related tasks together. We can create scenes or stories in our mind (we do it anyway) to connect a string of events. Sleep seems to be important our natural chunking process, consolidating memories, connecting new information to old, and formulating new concepts.

Levitin presents many tools to organize information and things to make it easier on our brains. In my opinion, one of the most helpful tools is the fourfold table. This is a simple method to organize statistical information and assess the probabilities of certain outcomes. We have horrible intuition for understanding probabilities and assessing risks. Even people trained in statistics typically get probabilities wrong when they guess. The fourfold table, which Levitin describes in some detail with examples, allows one to break down the numbers and evaluate the most relevant probabilities.

The Organized Mind is not a how-to manual, though it has many strategies for organizing based on how the brain works. Levitin discusses the structure and function of parts of the brain, but is not excessively technical. A reader could skim these sections without too much loss. A reader could also focus on a particular aspect of organizing (business, time, and even social life) based on the way the book is organized, though the first few chapters have a lot of information that is background for the other sections.

If you’re interested in this book, you may also be interested in

The Age of Edison by Ernest Freeburg

Blink by Malcolm Gladwell

How to Get Control of Your Time and Your Life by Alan Lakein

Moonwalking with Einstein by Joshua Foer

The Procrastination Equation by Piers Steel

Rapt by Winifred Gallagher

The Thinking Life by P. M. Forni

Levitin, Daniel J. The Organized Mind: Thinking Straight in an Age of Information Overload. New York: Dutton, 2014.

Superman versus the Ku Klux Klan by Rick Bowers

On February 5, 1946, The Adventures of Superman radio program opened with a new introduction:

Yes, it’s Superman.  Strange visitor from another planet, who came to earth with powers and abilities farbeyond those of mortal men.  Superman, defender of law and order, champion of equal rights, valiant, courageous fighter against the forces of hate and prejudice!

This announced the beginning of the radio Superman’s struggle with post-war social issues, especially a campaign against racial and religious intolerance.  In this adventure, Jimmy Olsen infiltrated the Guardians of America, a fictional stand-in for pro-Nazi groups that were operating in the United States at the time.  This was only the beginning.  Later that year, Adventures would feature a 16-episode story in which Superman took on the Clan of the Fiery Cross, a stand-in for the Ku Klux Klan (KKK).

Behind these fictional stories of Superman were real-life adventures.  The KKK was attempting to launch a new national membership drive, playing on the insecurities people felt after World War II.  There were real infiltrators of the KKK and other organized hatemongers who exposed the workings of these organizations in the media.  Rick Bowers tells the story of these men and the producers of the comic book and radio Superman in Superman versus the Ku Klux Klan.

Superman had been dealing with cultural concerns from his beginning.  When Jerry Siegel and Joe Shuster, Jewish high-school students in Cleveland, created Superman in the 1930s, they pitted him against criminal gangs and crooked politicians.  As Nazi Germany began to rise as an aggressive European power, the hero opposed Nazis at home and abroad.  During the war, he protected the home front.   Though it is not the focus, Bowers describes how Superman has changes with the concerns of the times.

The Klan has roots going back to the Reconstruction era after the Civil War.  It started as a jokey order of former Confederate Army officers in Tennessee who imitated the mystery religion-inspired fraternal orders that were popular at colleges, with mysterious rituals and strange names.  It spawned imitators that secretly gathered in Nashville to organize themselves in 1867.  Former Confederate General Nathan Bedford Forrest was the first Grand Wizard, who lead the Klan in opposition to Reconstruction, including domestic terrorism against blacks and white proponents of racial equality and Reconstruction policies.  The violence of the Klan members, called Ghouls, eroded the organization’s popularity.

William J. Simmons launched a campaign to revive the Klan, taking it national in 1920.  For Simmons it was largely a moneymaking scheme, though he seemed happy to promote intolerance of blacks, Jews, Catholics, immigrants and anyone else who wasn’t a white, male Protestant.  (I’m a white, male Protestant and I find nothing in Protestantism, or Christianity in general, that justifies the intolerance promoted by the Klan.)  Successors led the Klan to political activism in the 1920s, and it became very powerful, but front-line violence and leadership hypocrisy undermined their position.  The post-war membership campaign, led by Samuel Green who was Grand Dragon of the Georgia Realm, was thwarted by law enforcement and equal rights advocates with help of medial like Adventures.

The library helpfully labeled Bowers’ book with a sticker that reads, “TEEN.”  I suppose it is a young adult book, though I think it is within the grasp of many middle school students.  It is an unusual introduction to the history of bigotry in American and the movements that promoted equality, but the tie to a popular superhero might make the subject more appealing to kids in school.  It made me pick up the book, and I’m far passed my school days.

If you’re interested in this book, you may also be interested in

The Amazing Adventures of Kavalier & Clay by Michael Chabon

Maus by Art Spiegelman

Men of Tomorrow by Gerard Jones

The Ten-Cent Plague by David Hajdu

Bowers, Rick.  Superman versus the Ku Klux Klan.  Washington, DC: National Geographic, 2012.

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The Most Effective Organization in the U.S. by Robert A. Watson & Ben Brown

Watson, Robert A., & Ben Brown.  The Most Effective Organization in the U.S.: Leadership Secrets of the Salvation Army.  New York: Crown Business, 2001.

What is The Salvation Army?  Is it a service organization or a church?  Yes.  That is, it is both.  In The Most Effective Organization in the United States, former National Commander Robert A. Watson, with Ben Brown, writes much about the organization’s dual mission of preaching the good news of Jesus Christ and helping needy people.  The Salvation Army would say this is a single mission because they so closely relate saving people with serving them.

The title of the book is taken for Peter Drucker’s praise for the Army.  The authors do not for a moment shy away from the Christian history, motivation and mission of the organization.  Even so, this book is aimed at business and organizational leaders who want their companies to be more effective.

It’s good to start with this focus on mission.  The Army is extremely mission focused.  Everything they do and the way they do it, including how they organize, manage and lead, is done to achieve the mission.  The first lesson in effectiveness is that an organization needs a transcendent mission, something greater than making money that can bring purpose to people’s lives.

Clear mission allows the Army to attract great people.  People need meaning and purpose in life, and finding people with personal missions that align with the organization’s leads to passionate employees.  They’re not just employees, they’re partners.  They also see their clients, often people in very bad situations, as potential partners.  People who have been transformed by Christ and who know the value of the help they received from the Army, when they are on their feet again, are potentially very committed and motivated volunteers, employees and officers.

As one would hope from a Christian organization, the Army places a high value on integrity.  Integrity is closely linked to accountability.  They are very careful to assure that all they do advances their mission.  Likewise, they want their people, especially officers, to live their values.  They also want their constituents to trust that they will deliver on their promises.  The Army careful about accountability.  Their local leaders have extraordinary latitude, but they also have great responsibility and are answerable for themselves and their programs.  They are open and transparent so clients and donors know that the resources entrusted to them are used well.

One of the things that impressed me about the Army is that their commitment to mission and accountability makes it easier for them to say no.  If it doesn’t fit, or if it isn’t sustainable, they let it go.  Even existing programs are not sacred.  If it’s not working, if it begins to distract from the mission, it is dropped even if a lot as already been invested in it.

I enjoyed this book much more that most business books.  I admit it appealed to my own sensibilities.  It’s also a glimpse inside an organization that most people know relatively little about.  The authors explain how the Army accomplishes so much with its resources with so little management structure.  They’re way is adaptable to business, but probably requires a lot more discipline than many top business managers may have.

If you’re interested in this book, you may also be interested in

Revved! by Harry Paul and Ross Reck

Titus

Vital Friends by Tom Rath

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The Peter Principle by Laurence J. Peter & Raymond Hull

Peter, Laurence J., & Raymond Hull.  The Peter Principle.  New York: William Morrow, 1969.

It’s very likely you’ve heard the Peter Principle, or some paraphrase of it: “In a hierarchy every employee tends to rise to his level of incompetence.”  It’s been around for more than 40 years (KBR doesn’t claim to review the latest books).

It’s a cynical thing to say, too.  The humorously pseudo-academic tone used by Laurence J. Peter (an actual academic) and Raymond Hull does little to soften the cynicism.  I don’t think they were trying to be sarcastic.  I think they were a little bit serious.

The Peter Principle makes sense.  Organizations promote people based on their performance in their current job.  Eventually, promotions lead a person into a job for which he is not competent.  I used to work in an organization that had almost no promotion potential except through the ranks of supervisor and managers, though almost all the employees were technical experts of one sort or another.  The talent that made employees excel on the front line had little to do with making good supervisors and managers.  Middle management mediocrity and misery was common.

Corollaries to the Peter Principle predict that misery.  Even incompetents who are too deluded to recognize it feel the stress of their shortcomings and suffer physically and mentally.

Peter and Hull demonstrate the principle and its corollaries through case studies.  They describe the cases humorously, but I suspect they have some basis in reality, especially since many come from educational institutions, Peter’s area of expertise.

They suggest a possible solution in creative incompetence.  That is, do what you do well and enjoy, but be just bad enough at something inconsequential to your work, but important to you boss, to make yourself appear incompetent for promotion.

It goes against the grain.  Bookstore shelves are full of books on getting ahead, getting a promotion, getting a better job, getting richer, and generally getting.  Peter and Hull suggest the opposite: You’ll do more good if you stick to doing what you do well.  You’ll be happier, too.  You may not be richer or more powerful, but if that costs your health and joy, is it worth it?

I think it is easier to opt out of hierarchies than it used to be, thank to advances in communication and information technology.  Even so, large organizations in both the private and public sectors are common for many good reasons and a hierarchy is an efficient way to organize.  If you don’t work for a hierarchy, you still deal with many.  The Peter Principle may help you recognize problems and deal with them with good humor and grace.  It may even help you find ways to avoid becoming part of the problem.  On the other hand, it may just cause you to pull your hair out in frustration.

If you’re interested in this book, you may also be interested in

The 4-Hour Workweek by Timothy Ferriss

The Leadership Triad by Dale E. Zand

Revved! by Harry Paul and Ross Reck

Seamless Government by Russell M. Linden

The Vulnerable Fortress by James R. Taylor and Elizabeth J. Van Every

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Idea Mapping by Jamie Nast

Nast, Jamie. Idea Mapping: How to Access Your Hidden Brain Power, Learn Faster, Remember More, and Achieve Success in Business. Hoboken, NJ: John Wiley & Sons, 2006.

Idea maps are a means of capturing and organizing ideas using images and words in a way that shows how they are related. Concepts are arranged in blooms that radiate from a central idea or flows that link a string of ideas. The techniques of idea mapping allow you to see how ideas are associated and use simple images, color, and single words to help you recall and organize information.



Nast acknowledges those who have preceded her in developing the concepts of mind mapping. Recent promoters of these techniques include Tony Buzan (Mind Map) and Vanda North (BrainBloom). The concept goes back at least to the 13th Century when Ramon Llull created tree diagrams in which the trunk and branches represented a central theme and the ideas that flowed from it. Except for emphasizing the use of images and color, it reminds me somewhat of the slash method of note taking promoted by Evelyn Wood.

Much of the book is practical instruction on the idea mapping technique. The basic concept of idea mapping is simple. Nast’s advice will give you a head start on putting it to practical use.

Besides being a how-to manual, the book also shows the variety of ways you can use idea mapping. Some of the examples included in the book include a to-do list, outlines for pharmacy classes, books summaries and marketing plans.

I particularly like the examples included in the book. It is very interesting to see how others have used idea maps and how they look. Nast includes several maps from one person to show how they developed their skill over time. These maps transitioned from spiky branches of words to fluid and almost entirely graphical maps. As with most things, you master idea mapping through practice.

Triumvirate by Bruce Chadwick

Chadwick, Bruce. Triumvirate: The Story of an Unlikely Alliance that Saved the Constitution and United the Nation. Naperville, IL: Sourcebooks, 2009.


A fragile nation risks falling apart as its ineffective and poorly organized government slides deeper into gridlock. Jealous geographic factions threaten to tear the fragile country apart. To fix these ills, a new form of government is proposed, but is greeted by many opponents. Three men orchestrate a campaign to overcome this opposition and see the new government approved. Along the way, they produce a series of essays that are still read by students of politics and democracy more than two centuries later.

This is the true story of the United States and the ratification of its Constitution. The men are James Madison, Alexander Hamilton and John Jay, authors of The Federalist. Bruce Chadwick recounts the tale in Triumvirate, a readable book of history that retains the sense of a story while conveying the facts.

The Federalist is well known, if no longer widely read, as a factor greatly advancing the cause of the Constitution’s supporters. What is less known is that it was only a part of a plan to rally support for the new government and give it a solid foundation by seeing through its ratification in every state.

The sense that comes from the books is that it is Madison, Hamilton and Jay’s early insight that a concerted effort was needed, and the steps they took to put together, organization and their supporters with forceful arguments for their cause, that carried the victory. Opponents of the plan, the Anti-Federalists, seemed to be in the majority in the larger states and included brilliant, respected and patriotic men who also forcefully argued their cause in essays and assemblies. However, Anti-Federalists disliked the Constitution for different reason, lacked clear leaders, were late to organize and had no coherent, consistent set of arguments for their position.

It’s easy to paint the Anti-Federalists as shortsighted enemies of union, as the Federalists did. Many wanted nothing more than a bill of rights added to a plan of government they otherwise liked, though some had additional objections. Chadwick treats the Anti-Federalists fairly and points out the weaknesses and blind spots of the Federalists.

If you’re interested in this book, you may also be interested in
46 Pages by Scott Liell
Common Sense by Thomas Paine
His Excellency by Joseph J. Ellis
The Politically Incorrect Guide to Western Civilization by Anthony Esolen

The Numbers behind NUMB3RS by Keith Devlin & Gary Lorden

Devlin, Keith, & Gary Lorden. The Numbers Behind NUMB3RS: Solving Crime With Mathematics. New York: Plum, 2007.

The Numbers Behind NUMBERS is not a math textbook. Like the television show it accompanies, it aims for a broad audience. Where NUMB3RS is chiefly a crime drama, this book is about how math is and can be used to solve real word crime and other problems.

Even for a popular book about math, there is very little use of mathematical notation. The only complicated equation in the book is in the first chapter. It is Rossmo’s formula, which is used in geographic profiling of crimes to determine a likely home of a criminal. Devlin and Lorden describe the formula in plain English, as they do all the math in the book.

One of the notable things about Rossmo’s formula, and nearly all the math in the book, is that it simply attempts to describe actual things in numerical terms. Because we have tools for handling numerical information, the hope is to predict behavior and uncover hidden patterns using these tools.

An interesting thing that is brought out in the book is that the mathematical contribution is not always about numbers. Math is also about logic and abstract reasoning. The contributions Charlie, the mathematician character in the show, makes are often about approaches and perspectives and may not involve any calculation.

Also highlighted by the book and the show are how much applied math uses computers. One of the things that makes math so powerful is our ability to automate calculations. Going back to Rossmo’s formula as an example, you will find in it operations that would be familiar to most people. However, if you applied it to a grid that might have hundreds or thousands of squares, you would soon run into an insurmountable mountain of calculations if you had to do it by hand. Because computers can calculate very quickly and repeatedly, math can be powerful and timely.

Even so, using math to solve problems, just like using standard investigative techniques to solve crimes, can be slow. This is something the book admits, but it does not work well in a television show that fits in and hour along with some commercials. Real world math must deal with real world data that is often disorganized, incomplete and inconsistent. Even a straightforward analysis may take a long time because of the effort needed to gather, organize and standardize the data.


Numbers is a surprisingly easy read. People who enjoy the show and would like a little better understanding of the math without needing a graduate degree will likely enjoy this book.

Keith Devlin also wrote The Unfinished Game.

Seamless Government by Russell M. Linden

Linden, Russell M. Seamless Government: A Practical Guide to Re-Engineering in the Public Sector. San Francisco: Jossey-Bass, 1994.
ISBN 0-7879-0015-X

Russell Linden’s book is a guide to the principles and practice of re-engineering in public sector agencies. He defines and explains the concepts of re-engineering and provides a thorough, step-by-step process for conducting a re-engineering project.

I was interested in the way he addressed the problem of defining customers. He identifies three groups: customers, who pay the agency; consumers, who use the agency’s services; and constituents, who have an interest in the mission of the agency. It is a simple way to organize stakeholders and identify potential beneficiaries, but it does not get the agency out of the need to resolve competing interests. For instance, my program will be streamlining the process for issuing construction permits. It will have little impact on the customer (the General Assembly) or the constituents (the public and environmental groups), but will be a benefit to the consumer (permit applicants).

In addition, I finally got the type of handling of case studies that I hoped to find in some of the other books. I was well impressed with the chapter devoted to the case studies of two agencies.

I would have liked to know more about the difficulties, specifically what does not work and sources of resistance to re-engineering. I think this could be well addressed by two more case studies. One would demonstrate how an agency used pilots, trickle-down and tell and sell and why these techniques failed. The second would demonstrate how and agency addressed the fears and resistance of managers, specialists and central staff.



I originally wrote this review in 1999 when I read the book for a class. I don’t remember what construction permitting process improvements I had in mind, but the probably had something to do with state and federal permits for wastewater facilities. I think my old agency is still behind the ball when it comes to using information technology in the permitting process. The job is made more difficult by the addition of new rules, new interpretations of existing requirements, and tight deadlines for getting state rules and practices in line with the present federal regime. I’m full of opinions about both the state and federal approach to wastewater regulation, especially permitting. I’ll refrain from further editorializing here. Presently, I provide management consulting and administrative services to utilities. You can find out more about my consulting practice here.

Welcome to Keenan’s Book Reviews

Welcome to Keenan’s Book Reviews. A couple of years ago I decided to help myself retain what I’ve learned by writing a review or summary of all the nonfiction books I read. About a year ago, I started posting those reviews on a blog.

A blog isn’t the greatest way to organize a set of book reviews and summaries in terms of quickly finding the book you’re looking for. It’s more like browsing in the library or bookstore. Use the topic links on the sidebar to get to your category of interest and enjoy browsing from there.

Like on many other blogs, you'll see ads on here and I may get a few coins if you click them. I choose the books I read based on my own interests and the reviews are my own opinions. I'll always try to be upfront about advertising in this blog. (See more about this here.)

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