Category: Business

• A Google strategy manager says the best contributors at work are those who are team players. 
• Herng Lee said people gravitate toward those who go out of their way to help others.
• These are the five things Lee recommends you should do to become more of a team player. 

Herng Lee has seen a lot of top performers in his nearly nine years working on Google's strategy team.

But the employees who really stand out are those who are team players, the Google manager said in his weekly newsletter for high-performing tech professionals. Lee said mastering that part of the job is the hard part.

Lee said in his post that these kinds of workers "create a wide halo around them," and he considers them the "the gold standard." Not only are they good at their job, but they actively make others better.

The Googler told BI that by lifting your coworkers, you create a stronger team that can solve more complex problems. It also strengthens your own position because when people see the kind of value you create in the workplace, they'll gravitate toward you, Lee added.

So what does being a team player entail? Lee said these are the five things you can do consistently to be more like one.

Don't gatekeep knowledge

Lee said you should make sure knowledge doesn't live and die with you, and you don't have to do it in a loud way. Rather, it should be a reflex.

Lee said he once had a colleague who was great at his job, but he was the only one with access to his reasoning and sources. As a result, no one felt comfortable applying his work to other places, he said.

"So while his work was great, it did not qualify as institutional knowledge," Lee said in the post. "No one could really update, replicate, or polish his analysis."

Lee said good work involves documenting your framework, sharing with others how you achieved results, and creating replicable playbooks so others can build on your work.

Focus on "why," and not just "what"

Lee said some of his best mentors at Google didn't officially coach him, but offered the same value by consistently sharing the "why."

They did so by providing context, thinking out loud, and setting guiding principles while allowing space for him to figure out his own approach.

Doing all these things may take time and effort, and could mean sacrificing a bit of efficiency in the moment. But in the end, Lee said it helps others and gives you more value as a team member.

Don't play nice

Lee said many of us have been conditioned to play nice at work, and that can result in people holding back insight or providing overly harsh criticism.

Instead, you should treat feedback as a way to help others, Lee said.

To do so, you should provide constructive feedback early and act as a sounding board for others. Lee said you should voice unpopular opinions and respectfully challenge leaders when you feel passionately about a topic.

Lee said early in his career, he preferred getting feedback from nice people because of the "psychological safety and confidence boost" it gave him. Now, he turns to people who offer genuine feedback. He said it's sometimes uncomfortable — but much more useful.

Connect the dots for others

Lee said you should offer insight to coworkers even when they don't know they're looking for it. That means actively thinking about what other teams are working on, instead of solely focusing on your own tasks, Lee said.

For example, if someone's working on a project that you're not a part of, you should offer up useful information and resources or connect them with people who might know more about the topic they're working on.

Save others time

Everyone is busy, so people consider themselves lucky when someone sacrifices their own efficiency to save time for others, Lee said.

These can be little things that are part of your daily routine, Lee said, like writing clear emails so people don't spend time trying to figure out what you meant or keeping track of your meetings effectively.

You should try to save others time even in cases when you don't receive credit for it, Lee said.

Check out Lee's full post here.

Are you a Googler with advice to others? We want to hear from you. Email the reporter from a non-work email at aaltchek@insider.com.

• Tesla offers a range of accessories to enhance its five vehicle models, including the Cybertruck.
• Standard add-ons like floor mats and sun shades are available, alongside unique additions.
• Notable accessories include illuminated door sills and CyberTents for portable camping.

Owning a Tesla can already feel like an upgrade over your average car, but you can jazz it up even more with the company's slew of additional accessories and kits.

The EV maker currently offers five vehicles: the Model S, Model 3, Model X, Model Y, and, most recently, the Cybertruck. While the main attachments in the Tesla shop include standard add-ons like floor mats and sun shades, with quirky cars come some unique potential additions — if you're willing to pay.

From door sills that illuminate your model's name to CyberTents for going on a portable camping experience, we rounded up the most interesting accessories to add to your Tesla experience.

• The CDC and National Weather Service launched a map to forecast heat-related impacts across the US.
• It uses a five-tier color-numeric scale to indicate potential heat risks in your area.
• The Midwest to Northeast will face record-breaking heat, possibly the longest in decades.

With temperatures rising alongside your electric bills, the CDC and National Weather Service launched a HeatRisk map to help you determine whether you can handle the heat.

By plugging in your ZIP code, you can find out just how scorching your area will be for the next seven days — and the possible risks. The map, which we first spotted thanks to The Verge, presents a seven-day forecast of the potential threat of heat-related impacts across the US.

The heat index follows a five-tier color-numeric scale from green (little to no risk) to magenta (extreme). Without adequate cooling and hydration, anyone can be impacted at the level of magenta or red (major), the CDC and NWS said.

Along with possible elevated risks for heat complications, HeatRisk also takes into consideration the duration of the heat and how unusual it is for that time of year and area.

If you remember last summer's record-breaking heat, be prepared for some déjà vu in the next few months.

The NWS reported that much of the Midwest to Northeast is set to see "the hottest temperatures of the summer," with possible daily and monthly high-temperature records for June. The heat wave's duration is "potentially the longest experienced in decades for some locations," the agency said.

Heat waves aren't just annoying — they can sometimes be deadly.

Last year, there were an estimated 2,300 heat-related deaths in the US, with many suffering from a lack of access to air conditioning. To avoid heat illnesses such as heat stroke and exhaustion, the NWS suggests people drink plenty of water even if they don't feel thirsty and wear loose-fitting, light-colored clothing.

The most vulnerable groups to heat include young children and infants since their bodies are less adaptable to heat, and older adults, especially those who take certain medications that can interfere with body temperature regulation. Other high-risk individuals include people with chronic medical conditions and pregnant women.

Extreme heat levels can also impact infrastructure, including transportation, utilities, and agriculture. It can strain electrical grids, water resources, and certain aircraft operational limits. A 2021 study indicated that high heat in the US could result in an estimated $100 billion in reduced productivity annually.

Following the launch of its initial prototype for California only in 2013, HeatRisk is now the first variation to include information from the CDC about the health impacts of heat. HeatRisk is still an "experimental product," and the NWS is accepting public feedback via survey through September 30.

• Jessica Hall started working as a night nanny while she trained as an occupational therapist.
• She told Business Insider some days she worked night shifts after a full day's work.
• Hall said the job is challenging, but helping parents get some sleep and respite was worth it.

This as-told-to essay is based on a transcribed conversation with Jessica Hall, a night nanny and occupational therapist in Chicago. It has been edited for length and clarity.

When I was younger, I wanted to become a doctor. I moved from Arizona to Chicago and took some pre-med college classes in 2011. I realized it wasn't what I wanted to do. Then, I came across occupational therapy.

I started interning in a clinic in 2012.

I've been at the same clinic ever since and became a certified occupational therapist in 2019. I'm now the clinic lead and oversee physical therapy, social work, occupational therapy, and speech therapy. I specialize in working with children with autism.

I started working as a night nanny on the side

I was working in occupational therapy and nannying on the side when, in 2020, I came across Let Mommy Sleep, a night nanny service for parents.

Lots of clients reach out because they need assistance with their kids at night; perhaps their child isn't sleeping through the night, and they're back at work, or they need help with sleep training. Many parents need help at night when they have to go back to work.

I needed to know about pediatrics and child development for my occupational therapy training. Seeing how they interact with their family at night is helpful for my day job. I started taking on cases as a night nurse with Let Mommy Sleep in 2022.

I worked as a night nurse on top of my day job

I love being busy. I worked in my day job from 10 a.m. to 6.30 p.m. When I got home, I'd have dinner and speak to friends and family. Then, I'd go to sleep for two hours before my shift as a night nanny. I did night nanny shifts two or three times a week, though sometimes I did it five times a week.

Most of my cases were between 30 minutes to an hour away. My shifts were from 10 p.m. to 6 or 7 a.m. I'd take care of the dishes and laundry, make sure the babies were fed, and check on the parents.

Then I'd go home, sleep for two hours, and head to work again. I'd have to be very structured with my time to make it work. Sometimes, I'd have to turn down fun things to make sure I was getting enough sleep in my week.

I'd get paid between $22 and $26 an hour as a night nanny.

It's a challenge, but it's worth it

I worked with a lot of moms who felt they didn't have the time to look after themselves or that their own care was trivial. It was important for me to make sure they did things that helped them feel good about their day, such as taking a shower, getting out of bed and being able to hold their baby, or any daily activities they did before they had kids.

It was a privilege to see babies learn to roll over, crawl, or walk. Even at night, I got to know them and their personalities.

I worked with one family for a year. They had two babies, and they already had two children. Both of the parents sometimes worked night shifts. Both of the babies would vomit up their milk and cry through the night. Some of those nights were very long. Their mom would want to help out, and I'd have to encourage her to take a nap. She'd have to get up at 5 a.m. to get her other kids ready for school.

After we got the babies sleep-trained, their mom was so excited that she could get a couple of hours of sleep.

It was hard but rewarding. I decided to take a break this year. Now, I take on clients on a case-by-case basis.

I started my own business

I decided to start my own in-home service, Sensory Sitters, to help families with children with special needs.

In Illinois, respite is expensive, and there's a long waiting list for state-subsidized vouchers.

A lot of families have caregiver burnout. I'm there to give parents a break. Right now, it's just me, but I'm looking to expand my business.

• Miru Wong, 33, grew up with her grandparents in Hong Kong and helped out at the family shoemaking shop.
• For her final year project in college, she worked on a rebrand for the family business.
• She's now the third-generation owner, determined to keep a dying trade alive.

Miru Wong was working on her final year project at the Polytechnic University in Hong Kong when she realized what she wanted to be when she grew up.

She was enrolled in a visual communication design course and, for the project, created a proposal for rebranding her family's shoemaking shop, Sindart. Her grandfather had opened the shop in 1958 to make and sell traditional hand-embroidered slippers.

"My plan was to rebrand the shop, by improving the old patterns and functionality of the products, adding new designs, and promoting the knowledge and heritage craftsmanship of embroidered shoes," she told Business Insider.

Her plan included increasing the product range, organizing workshops, and promoting the brand. She said she had sadly been watching the craft become one of Hong Kong's disappearing trades.

"Initially, I hadn't thought about joining the family business, but after I made the business plan, I knew I wanted to pursue it," she said.

She graduated at 22 with a bachelor's degree and got started at the shop. Remaining true to her grandfather's vision of providing affordable options, Wong has kept prices reasonable. The cheapest pair is made without embroidery and costs 99 Hong Kong dollars, or $12. For more detailed shoes, prices go up to around HK$300, or $38.

Wong says most of the materials — including nylon, silk, satin, and brocade — are sourced from Hong Kong, Japan, and Europe. She says the store sells 80 to 100 pairs of shoes a week.

But as the shop's third-generation owner, Wong, now 33, has had to make changes. Here's what she's been focusing on over the past decade to keep the store running.

In with the new

"It's important to continuously improve the product design, functionality, and aesthetics to stay relevant and appealing to consumers while preserving the core traditional techniques," she said.

After she took the helm, she said she focused on infusing fresh energy into the business. Introducing new designs, such as the crowd-favorite panda in various colors, she aimed to captivate a younger audience. She also honored her late grandfather's legacy by preserving many of his timeless, original designs.

"Back in the old days, my grandfather made the slippers for indoor use only," she said. "So after I graduated, I wanted to create more outdoor designs while also expanding the collection to offer wedding styles and casual, everyday options." She now has around 300 designs, including that of her grandfather's.

Passing down the skills

Wong said that her workshops, demonstrations, and exhibitions help spread the word and she's been noticing a resurgence of interest in artisanal and bespoke products across Hong Kong.

Others feel that more can be done in order to pass down the skills in Hong Kong. "We should encourage the transfer of skills from experienced shoemakers to younger generations through apprenticeship programs," Erin Cho, Ph.D., a professor at The Hong Kong Polytechnic University's School of Fashion and Textiles told BI. "Educational institutions could offer courses in shoemaking and footwear design to spark interest in the craft."

Gaining a wider reach

Social media has played a large part in promoting Wong's business. With 26,000 followers on Instagram, Wong engages her audience by offering styling advice for her shoes and sharing behind-the-scenes videos showcasing the intricate process of crafting each delicate piece.

"My customers love to know how to dress up with the shoes and how to match them with their outfits," she said.

Passion is key

Training and mentoring are needed to safeguard the traditional craft's long-term sustainability. "It's a very special industry because it's a combination of two crafts — handmade Chinese embroidery and shoemaking," Wong said. "I want to promote the craft because it's a very valuable Hong Kong tradition and people can learn about the significance behind the designs."

But it's not easy. "Rising labor costs in Hong Kong also make it difficult for traditional shoemakers to maintain profitability," Cho said. The professor went on to say that there may be a lack of younger craftsmen taking up this profession.

Lindsay Varty, the author of Sunset Survivors, a book about keeping Hong Kong's traditional industries alive, told BI that the high cost of rent combined with the modern technology being used to replace these industries make it difficult.

"But I think the main reason many of these old trades are disappearing is because of a complete lack of willing successors; in the past, you followed your family into whatever trade they were in, but now, no one with a school or university education wants to become a knife sharpener, face threader, or shoemaker when they could get a job with better hours and better pay," Varty said.

Luckily for Wong's family, this wasn't the case.

Regarding the continuation of the business into its fourth generation, Wong is presently unmarried with no kids. She said she'll have to see if any future children share her level of interest in the business. "I'll see if they ask me to teach them because I think you have to be very interested in this craftsmanship," she said. "And if you really take over this business, you have to be very in love with it, like I am."

• Lawmakers grilled Boeing CEO David Calhoun about the company's safety standards during a hearing on Tuesday.
• Before the hearing, the Senate subcommittee released a new report with fresh allegations against Boeing.
• However, Calhoun insisted during the hearing that he's "proud" of the company's safety standards.

Boeing CEO David Calhoun defended the aviation company's safety record during a Senate hearing on Tuesday amid the safety concerns that have plagued Boeing planes in recent months.

During the hearing, Sen. Josh Hawley of Missouri grilled Calhoun, accusing him of "cutting corners."

"You are eliminating safety procedures. You are sticking it to your employees. You are cutting back jobs because you're trying to squeeze every piece of profit you can out of this company," Hawley said, per a clip from the hearing uploaded onto YouTube. "You're strip-mining it. You're strip-mining Boeing."

Sen. Hawley also mentioned Calhoun's nearly $33 million payday for last year and asked the CEO why he still has not resigned.

"Senator, I'm sticking this through. I'm proud of having taken the job. I'm proud of our safety record. And I am very proud of our Boeing people," Calhoun said.

"You're proud of the safety record?" Sen. Hawley interrupted.

"I am proud of every action we've taken," Calhoun said.

"Frankly, sir, I think it's a travesty that you're still in your job," Sen. Hawley responded.

Calhoun took over Boeing in January 2020, during a period when the company's 737 Max planes were grounded following two fatal crashes that killed 346 people.

Relatives of those killed in the crashes of the Lion Air Flight 610 in 2018 and the Ethiopian Airlines Flight 302 in 2019 were also present at the hearing. Some of them held up photographs of their deceased loved ones.

The hearing was the first time a high-ranking Boeing official appeared before Congress, ever since a 737 Max 9 door plug blew out of an Alaska Airlines flight in January.

Calhoun announced in March that he would retire by the end of the year, but the company is having trouble looking for a replacement.

Hours before the hearing, the subcommittee investigating Boeing's safety practices released a 204-page report that contained new whistleblower allegations that the 737 program was losing faulty parts, which may have made their way into new aircraft.

Boeing did not respond to a request for comment on Calhoun's exchange with Sen. Hawley. However, a representative told BI the company was reviewing the new whistleblower claims.

"We continuously encourage employees to report all concerns as our priority is to ensure the safety of our airplanes and the flying public," a Boeing spokesperson said.

• Jay Bloom, a Las Vegas investor, says he and his son Sean were invited to go on OceanGate's Titan submersible.
• OceanGate CEO Stockton Rush tried to assure Bloom of the submersible's safety in March 2023.
• But Bloom and his son made up an excuse and bowed out of the trip after getting concerned about safety.

Jay Bloom, a Las Vegas investor, says he was offered seats on OceanGate's Titan submersible, but he got nervous about safety and lied about a scheduling conflict to get out of it.

Bloom spoke to Newsweek a year after the fateful incident, talking about how he and his son Sean were invited to take a dive inside the Titan to see the Titanic shipwreck.

Bloom told Newsweek that OceanGate CEO Stockton Rush gave them $100,000 off the ticket price for each seat. According to Bloom, Rush also met him in Vegas in March 2023 and tried to convince him that the titanium and carbon-fiber submersible was safe and could withstand the immense water pressure during the dive.

"All kinds of flags were going off after that meeting when he said that there's too much money wasted on safety in the industry," Bloom said of Rush. "And he's telling me that it's safer than flying helicopters, it's safer than scuba diving, and safer than crossing the street."

Bloom told Newsweek that he and his son then made up a scheduling conflict and bowed out of the June 2023 dive. The Titan submersible set off to explore the Titanic wreck on June 18, then went off the radar less than two hours after the dive began.

The US Coast Guard and OceanGate announced on June 22 that debris found on the sea bed confirmed that the submersible had imploded, killing all five men on board. This included Rush, British billionaire Hamish Harding, the British-Pakistani multimillionaire Shahzada Dawood, his 19-year-old son Suleman, and the former French navy diver Paul-Henri Nargeolet.

"The news broke, and I was in shock because I kept thinking — I'm looking at these pictures of this father and son; the father is pretty much my age, the son is pretty much my son's age," Bloom told Newsweek.

"I just kept seeing our faces on their pictures. Very haunting," Bloom added.

Still, Bloom told Newsweek that he might be willing to venture to the wreck of the Titanic if it was a Navy expedition or one guided by James Cameron.

"I'll put it like this. If Elon Musk called me and said, 'Hey, let's go to space,' I'd probably consider going and probably would go because he's got the resources," Bloom said.

"But if you said, 'Hey, I built a rocket in my backyard. Let's go to space,' I'd probably decline. Same thing here," he said.

• A new report from the Senate subcommittee contains fresh allegations from a Boeing whistleblower.
• Sam Mohawk, a quality assurance investigator, says the 737 program lost track of hundreds of bad parts.
• Boeing's CEO, however, said on Capitol Hill he remains "proud" of the company's safety record.

The Senate subcommittee investigating Boeing's safety and quality practices on Monday released a new report — and it contains new allegations from company whistleblowers about what happens to faulty plane parts.

The sprawling 204-page report contained several new allegations from whistleblowers familiar with the company's practices at its Washington facilities. The allegations "paint a troubling picture of a company that prioritizes speed of manufacturing and cutting costs over ensuring the quality and safety of aircraft," the subcommittee wrote.

A new slate of accusations came from Sam Mohawk, a Boeing quality assurance investigator in Renton, Washington.

Mohawk, per the committee's report, wrote a June 11 complaint to the Occupational Safety and Health Administration alleging that the 737 program was losing "hundreds" of "non-conforming" parts.

Mohawk further alleged that at the Renton factory, the company ordered staff to move "improperly stored" aircraft parts to "intentionally hide" them from FAA inspectors.

"There were approximately 60 parts being stored outdoors, including 42 rudders alone, plus flaps, winglets, ailerons, stabilizers, and vertical fins," Mohawk's OSHA complaint read.

"Since then, those parts that were hidden from the FAA inspection have been moved back to the outside area or lost completely," Mohawk added.

The Senate subcommittee also highlighted allegations from former Boeing quality manager Merle Meyers.

Meyers, a former Boeing quality manager, said staff at Boeing's manufacturing team regularly tried to retrieve bad parts from a "reclamation" area even after they were sent there for disposal.

Meyers further alleged that Boeing's manufacturing staff had forms that helped them justify moving parts from reclamation back into the production line.

"The example forms reviewed by the Subcommittee, some dating as far back as 2002, appeared to relate to a variety of small and large aircraft parts, including "787 leading edge slats", "landing gear fitting", "787 nacelle forgings", and "wire bundles," the subcommittee wrote.

The fresh slate of accusations from Boeing whistleblowers adds to the existing allegations against the company from other Boeing whistleblowers.

Notably, two Boeing whistleblowers died before the Senate subcommittee's report came out on Monday. Former Spirit AeroSystems employee Joshua Dean, 45, died in May after contracting a sudden illness. Dean had testified against Spirit in a shareholder lawsuit, and accused it of poor quality control when producing the Boeing 737-Max.

Another Boeing whistleblower John Barnett, 62, died in March, in the middle of his deposition against Boeing. The Charleston County coroner's office told BI in a statement that the former Boeing manager died from "what appears to be a self-inflicted gunshot wound."

The Senate's new document did drop before Boeing CEO Dave Calhoun faced a Senate panel on Tuesday. Lawmakers grilled Calhoun on the series of high-profile safety incidents that have beleaguered the planemaker,

During his testimony, Calhoun said that he was "proud" of the company's safety record.

"I am proud of every action we've taken," Calhoun said during a tense exchange with Sen. Josh Hawley.

For its part, Boeing told BI that it's reviewing the whistleblowers' claims after receiving the document late on Monday evening.

"We continuously encourage employees to report all concerns as our priority is to ensure the safety of our airplanes and the flying public," a Boeing spokesperson said in a statement to BI.

• Nvidia is using the sky-high demand for its chips to its advantage.
• The company's expansion into cloud services and new hardware has Nvidia competing with its own clients.
• And Nvidia clients like Amazon want chips so badly they're helping it compete, per The Information.

Nvidia knows its customers are desperate to get their hands on its GPUs, and the company is using that to its advantage.

Even Amazon is bowing down, according to a new report from The Information.

Though demand for Nvidia's GPUs — the all-powerful chips fueling artificial intelligence — is still high, the greatest existential threat to the company is if demand slows down. So, to keep itself at the top of the game, Nvidia has diversified its business into the world of cloud service software and rentals.

Last year, Nvidia started its cloud service, DGX Cloud, a competitor to some of Nvidia's own customers, including Microsoft and Amazon Web Services. DGX Cloud rents Nvidia-powered servers from within AWS's data centers and then, promising greater computing capability, leases them back to Nvidia's customers, The Information reported.

At first, AWS was hesitant to allow Nvidia to set up a competing shop right under its nose, according to The Information. But once other rival companies agreed to the terms of DGX Cloud, AWS had no choice but to relent — it just couldn't risk souring its relationship with the supplier of its crucial chips, per the outlet.

An Amazon spokesperson told The Information the suggestion that AWS was concerned about upsetting Nvidia was "speculative and incorrect."

When contacted by Business Insider, the spokesperson said Amazon worked closely with Nvidia to develop features in the DGX Cloud offering that offered customers "the best of both companies."

"We have a deep collaboration with Nvidia that goes back more than 13 years, when together we launched the world's first GPU cloud instance on AWS, and today we offer the widest range of Nvidia GPU solutions for customers," Amazon's spokesperson told BI.

Through DGX Cloud, Nvidia has creatively maneuvered itself into a position where its own customers are helping it compete with them. But CEO Jensen Huang's aggressive strategy to maintain dominance doesn't stop there, per The Information. Nvidia is also requiring customers to build out more space to house the GPUs they buy — and telling them how to do it.

"Nvidia will not ship GPUs unless the customer can certify that they have data center capacity in which to place those GPUs," Raul Martynek, who works with cloud providers as the CEO of DataBank, told The Information.

The titan chipmaker, in addition to demanding its clients provide proof of their expanded data center capacity, is also telling customers how to design the racks that hold the servers and GPUs within those data centers, the outlet reported.

And because the racks are specifically designed to fit Nvidia chips, it could make it difficult for the customer to switch to chips from competing companies without incurring tremendous costs.

For now, Nvidia and its clients like Amazon have agreed to continue their somewhat symbiotic relationship, but that hasn't stopped competition from brewing on both sides. While Nvidia has expanded into cloud services, AWS is also developing its own AI chips, called Trainium and Inferentia, which aim to compete with Nvidia's.

Though its current strategy is clever enough to have propelled Nvidia to become the world's most valuable company, the company's quest for industry dominance could come back to bite it. The Department of Justice is looking to launch an investigation into potential antitrust violations, Politico reported earlier this month.

The feds are preparing to investigate whether Nvidia came to become the leading supplier of high-end semiconductors through anticompetitive behavior, per Politico.

A spokesperson for Nvidia declined to comment when reached by Business Insider.

• Willie Mays, baseball Hall of Famer and San Francisco Giants legend, is dead at 93.
• He retired in 1973 and was inducted into the Baseball Hall of Fame in 1979.
• "Today we have lost a true legend," Giants Chairman Greg Johnson said in a statement.

Willie Mays, the Hall of Famer with a career that spanned 22 seasons, has died at age 93, the San Francisco Giants announced in a post on X on Tuesday.

"Today we have lost a true legend," Giants Chairman Greg Johnson said in a statement. "In the pantheon of baseball greats, Willie Mays' combination of tremendous talent, keen intellect, showmanship, and boundless joy set him apart. A 24-time All-Star, the Say Hey Kid is the ultimate Forever Giant. He had a profound influence not only on the game of baseball, but on the fabric of America. He was an inspiration and a hero who will be forever remembered and deeply missed."

Mays was named the league's Most Valuable Player twice and won the World Series with the Giants in 1954.

He retired in 1973 with 24 All-Star awards and was inducted into the Baseball Hall of Fame in 1979.