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Patrick decided to take the leap to separate Slackware from SLS after MacDonald suggested that Slackware was infringing on his copyrights (despite the only license on the SLS code saying, Distribute freely; do not restrict ) Patrick: So, I promised Peter that I would write a new installer for Slackware instead of using a modified SLS one, and that the new installer would be the next change made to Slackware online Did the great success of Slackware from the get-go surprise him Patrick: Absolutely I knew it worked better than the other distributions that were out at the time, but I didn t expect the kind of mass exodus from SLS that occurred.

What kind of person would choose Slackware over other Linux distros Patrick: It seems to attract the kind of users who want to configure software the old-fashioned way (using a text editor), and who don t want a lot of unnecessary things running in the background I try to compile software with as few of my own changes as possible, which also makes it pretty easy to update things from source if you decide to go that route In the early days of Linux I think most of the users were like this, and as time has moved on and various distributions have focused on different markets, the profile of the average Linux user has changed quite a lot Most of today s commercial Linux distributions seem to target a user who wants to administer his machine with a point-and-click interface much like Windows.

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Slackware and other lower-level distributions serve a different niche users who don t mind a learning curve if it means the operating system will stay out of their way Today, Patrick is still the Project Lead and maintains complete control over Slackware s features and release schedule In this arrangement, Patrick can choose the features to include, and he s doesn t add features that don t suit him (even popular ones) This is how Patrick characterizes the Slackware development process: Patrick: Most of what I do is research(trying to figure out where Linux is going so I can make (I hope) sane choices about what to implement There s not really a core development team (which really streamlines the development process by sidestepping the usual time-wasting squabbles that usually happen in any official development hierarchy).

Dr Ivan Misner is the Founder and chairman of BNI (Business Network Int l) BNI was founded in 1985 The organization has over 4,000 chapters throughout every populated continent of the world Last year alone, BNI generated over 33 million referrals resulting in over $15 billion dollars worth of business for its members Dr Misner has written eight books, including his New York Times best-seller, Masters of Networking, and his number one best-seller, Masters of Success Misner knows a lot about abundance, having founded BNI on the principles of abundance The company motto is Giver s Gain Instead of looking at relationships and situations and focusing on the problems, you look for the opportunities, he says Giver s Gain is based on the idea that you build relationships by contributing to other people He s also run into his share of scarcity thinking, particularly as it relates to the Illusion of Comparisons Misner shares a story from the early 1990s when we were in the midst of a deep recession, especially in Connecticut, where he was attending a network meeting All everyone talked about was the recession, and how it was negatively impacting their businesses The atmosphere, he says, became rather gloomy When introduced to one of the many real estate agents attending, he reluctantly asked about business Miraculously, the man shared that he was having his best year ever Misner was curious, asking how this could be The man pulled a card from his pocket and read it aloud: I Absolutely Refuse to Participate in the Recession! The man continued, saying, While most of my competitors are crying the blues about how bad business is, I m out drumming up a ton of business networking with my contacts and generating referrals by talking about the great opportunity that exists right now to purchase real estate Misner has seen this scenario played out many times since He concluded that very few people were actually networking and working on seeking new business Instead, they were merely commiserating with each other This is how we are so severely impacted by the Illusion of Comparisons It s what Misner calls a why me mentality, the victim mentality, or scarcity mentality If we can focus on the solutions rather than the problems, we re going to have better results.

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