Good morning everybody, thanks for joining me today. It's rainy and it's a Sunday and if you're like me, you stayed out entirely too late last night. But it was worth it, thanks. So this is actually my first time at word campalanta. I haven't been to this one yet and I have to tell you, it's really fantastic. Everyone's just done an amazing job. They've been very welcoming to the volunteers. Thank you to the organizers. Thank you. I know that it is not an easy task to organize a word camp and so I really appreciate your efforts and thanks for having me. So we're going to be talking today about selling to enterprise clients but really we're going to be talking about communication in general. We'll talk about what those clients are and how we do it and all that fun stuff. But I wanted to start by just telling you a little bit about who I am. So I work for a company called Web Dev Studios. It's an agency. We're a fully remote based agency. I'm from Philadelphia myself, but our team is scattered all throughout the U.S. and I work in the client strategy department, which I will tell you more about what that is. So basically, who am I? I studied music and interpersonal communications in college. This job that I'm doing today did not exist when I was in college. I actually had a university professor, my freshman year, come to me and say, have you guys heard about this thing called the World Wide Web yet? And we said no. And now it's crazy that my career is kind of based in this tool that did not even really exist when I was in college.  And we met many, many moons ago. And we started a small business helping local musicians and artists in Philadelphia. And one day he came to me and said, we're going to need some websites for our clients. So I downloaded you some tutorials and found some YouTube videos. There's this thing called WordPress. Do you think you can figure it out? This was like on a Saturday morning. So I was up for the challenge and I built my very first site, which I wish I could show you because it is a disaster. And so that's how I learned. And this then was slowly my transition into the tech space at this point. This was probably circa 2005. So who I am not, which is sometimes more important, I'm a terrible speller. Listen, I'm 41 years old. I recognize this about myself. I know it. I'm working on it. It's probably not going to get much better. If you see a misspelling in the slide presentation, I'm sorry. I certainly don't have all the answers. I wish that I did. There's a lot that I don't know, but that's really one of the great things about coming to a WordCamp, because we can really learn off of one another. I'm not a developer. I pretend to be sometimes. I'm certainly not a designer. I can never do that. And I used to say at this point when I would talk about myself that I'm not technical and I'm a more non-technical person. And I took that out. I stopped saying that because it's not the truth. In my position, in what I do, I have to understand tech on a very high level in order to work with my clients. So although I may not implement it every day in what I do, I definitely consider myself to be technical now. I'm a terrible slide maker, which will also be evident. Okay, so I have a quick story for you. This is a story that happened to me when I was a child, actually. It's probably one of the things that has impacted me most in my life up until this point. It's a story that I often reflect back to and think about. Yeah, and to be quite honest, it's probably the most embarrassing thing that ever happened to me. And I'm going to share it with all of you. I was in fourth grade, and even then I was a little type A and often had a lot of responsibility. So one of my jobs was when somebody had a birthday, their parents would bring in cakes or cupcakes or something like that, and I would have to bring it out to the class and we would all sing happy birthday. So on this day it was a surprise. I had a very simple job. The teacher was going to nod. I was going to get up from my desk, walk to the back of the room, get the cake, bring it out. Everybody would sing happy birthday. Everybody remember those really old closet doors in elementary school? They were wooden. They folded. They creaked. They made a lot of noise. Well, I couldn't get it open. It was jammed. So I yanked it, which startled the class, which startled me, which caused me to trip and fall into the cake. This is a true story. I was in fourth grade. It was traumatic. All I could do was like stand up and run out of the room. I mean, because what do you do at this point? You have cake. You're covered in icing. The cake is destroyed. The kid doesn't have a birthday anymore. So I tell you this to say that I believe when it comes to sales. One of the things that holds us back is fear. So for me, right, by sharing this story, no matter what happens today when I'm communicating with all of you, there's not cake. It will never be that bad. And cake is interchangeable. We all have a cake. We all have that one thing. As long as it's not that, you'll be okay. And I think that this is one way where we really start to face that fear when we're communicating with people. And now you know my deepest, darkest secret. So at this point, we're best friends. All right. So sales often gets a bad rap, right? It's a dirty word. Daniel Pink, he's a best-selling author, wrote a book about sales, and I have all these resources available at the end, too, where he surveyed people and asked them, when you hear the word sales, what do you think of? What do you think was the number one term that people said? Any guesses? Car salesman. Car salesman, close, yeah? Rejection. Somebody said sleazy. Trashy. Trashy, yeah. It was pushy. It was number one. But all those words you used were also in that list, to be fair. It's pushy. And it's also a noun, right? So it's the exchange of a commodity for money, the action of selling something. I like to think of sales as a verb, although that's not grammatically correct. My definition is really about providing solutions to challenges a client may be having while being respectful of their budget. Think about it. When you have a problem, when you're faced with a challenge and somebody offers you a solution, are they not usually praised? Don't you feel grateful that somebody helped you with a problem that you were having? That is sales. The difference is, is when we have exchanged something like money for that transaction. It takes it to a different level. But if you just start to have a mental shift from it being something that you're afraid of, being pushy, to it's communicating with somebody and solving their problem, I promise you that's really where the magic starts to happen in sales. So what is an enterprise client then? An enterprise client, it's just a really big business. They typically have employees from hundreds into the thousands. These are some of my enterprise clients that I get to work with on a daily basis. Viacom, Campbell's, Microsoft. I literally interact with all of these companies every day solving their challenges when it comes to the web. So I mentioned my job is in client strategy. I talk with clients all day long finding out what their problems are, what challenges they're having, and I write their development plans.  So these are very different types of clients. These are not your small business clients. They have to be treated very differently. You have to handle them very differently. Let's talk a little bit about the basics, right? What are the basics of working with an enterprise client? So if this is not your client yet, it is a long sales cycle. And you really need to be patient. These could be six months. It could be two years. I've had clients that I've entertained for literally five years to try to get their business, and that is normal. However, the truth be told is once they become your client, they will be throwing your projects and need to be done in 24 hours. So there is that other side of it. So be prepared for that. But the initial contact, that initial sale, the initial contract, it is going to take a lot of time. So prepare yourself for that. You're going to be working with multiple people, multiple departments. And I understand that we face this in a lot of the projects that we do, right? We are working with, you know, two, three, five people sometimes, even if you're working with a non-profit, you're going to find that you're working with multiple people. The difference is when we get to that enterprise level, it starts at a department level. You have marketing. You have IT. You have branding. You have the each individual brands. And then within all of those are multiple people. You will become an expert at facilitating meetings because that's what you do a lot of. You are trying to get all of these people to align and make decisions, which is very complicated. So there's a really great book. Again, I'm going to have all these resources at the end. It's called Game Storming. If you haven't ever read it, I highly recommend you getting it. It will teach you how to do mind mapping or exercises with people in groups. So there's like post-it note exercises, all kind of ways that you could take these meetings and add a gamification element to them to make them more productive. So I highly recommend checking out that book. I use it all the time. It's not a one-off project. This is not like, I'm hiring you to do a website and we're done. This is, I'm hiring you to fix a thousand things. Then we need to get an event website up really quick. Then we're going to need a one-pager. Then we're going to need a retainer for a couple of years. So when you start to working with these clients, understand that this is a long game. There's going to be multiple things, which really leads me to my next point about it being not one estimate. One thing I want to encourage people to do when they're working with clients of this size, and honestly I think that you can probably apply this to any project you're working on, to start thinking of these projects as monthly retainers and not one flat fee. Estimating is the hardest thing that we can do in this business. I, sincerely, I've been doing this for ten years. To me, it's still one of those things that I haven't crafted yet. I haven't perfected it. I'm constantly going back and making revisions. It's very difficult for one thing. Clients don't always know what they want. There's a ton of unknowns, and you, you know, sometimes with the project, you don't know what will happen. This concept of doing a monthly retainer is really beautiful. There's a finite number of hours that you're dedicating to the client every month. You can prioritize tasks. You can work through them. And if there is unexpected, you have the availability to cover that. So Chris Lemma, if I don't know if you're familiar with Chris, he's definitely an influential person in the WordPress community. He works for a company called Liquid Web. He has this brilliant video. I'm going to give you all the link. This brilliant video on doing a three-point estimating process when you're trying to come up with estimates for a project. To take that one step further, Mario Pezchev, who, his is devwp.eu, his blog, it's a brilliant blog, wrote about why giving a finite estimate is a bad idea, and why he only does retainers now. And again, we can probably spend two weeks talking about how to estimate for a project, because it really is that complicated. But I'm going to share these resources with you. I highly recommend you checking them out. Get away from this kind of like, your project's going to be 20,000 or 25,000 or whatever it is, because that inevitably is what's going to get into trouble. You're going to invest more time up front preparing for these clients than you would any other client. It may take a couple of weeks to put together a proper proposal, have all your meetings, do all of that. It's worth it. But you have to understand that that investment up front is part of your overhead. And so when you are factoring in the cost of a project, you still need to make sure that your profit is covering that time that you invested in preparing for the project. That is not free work. That is work that will balance out at the end of the year with the projects that you did get versus those that you didn't. You're going to have to travel, right? You're going to have to go visit these people.  Understand that that is a commitment you will need to make. I don't care how much the tech world evolves, and we all love tech. That's why we're here. Nothing will ever take place, take the place of a face-to-face meeting. That's why we have these word camps. We're able to come face-to-face with one another and communicate and talk. So Zoom is awesome. Slack is amazing. Email is fantastic. Well, it's not totally true. But you really need to get in front of people because that is where you can really understand them and make things happen. I am an advocate for face-to-face meetings. I will fly to Microsoft. I was just there. I will sit with them even if it's for an hour. I will go to Seattle because it is worth it to me to have time with them. This is not a one-person job. So there's about 40 of us at Web Dev Studios, and they will tell you I call on all of them on a regular basis to help with proposals, with estimates. They're so brilliant, and they're really the ones that are doing all the work. I'm just data-gathering it and putting in something that a client could read, and I know that. We have brilliant developers, project managers, and I recognize that my job would be impossible without the help and support of that team.  So I highly recommend gathering people. All right, the needs. So enterprise clients have very different needs. Some of them that I have grown accustomed to and that I kind of expect when I'm working with these clients, they need solutions that are scalable. These are not solutions that you would have to redo every year or every two years or every six months. They need something that's going to grow with them that you can build onto. This is important because when you're coming up with a development plan, you have to think about the infrastructure. What's your framework? How are you building this and will I be able to build on this later on? I think about it as a house, right? I write the blueprint for the house. The development team builds it, but they need to know exactly what that house is going to be like 10 years from now. So they put in the right foundation and it's really the same comparison here. Security. Oh, God. This is such an issue right now. I know you're all feeling it. I know everybody's talking about it. This is where I say make friends with your hosting companies. Pantheon's here. Pressable's here. There's a whole bunch of other hosting companies that are in the building. Meet them. Make friends with them. Become partners with them because they will be your lifeline when it comes to this part. Performance, security, things of that nature. And I know I value my relationships with the hosting companies because it's super important. If you're making a recommendation on where you're going to host a website, that they can help you with the security piece. Integrates with all the things. And when I say that, I mean like everything. They have membership databases. They have e-commerce. They have newsletters. They have marketing. They have analytics. They have more third party services than you can possibly imagine. Video hosting. Social media. All these different ones. So when you're building something, we need to make sure that these integrations work seamlessly. In the case of unenterprised clients, they will even have global headers and global footers that you need to access into your theme with an API. So it's not really the same idea of what you're thinking about with a regular website so just be prepared to make it expandable and integrate with everything. They're often multilingual. It's a global world, right?  Who here is all caught up on GDPR and knows what it is? Yeah, right. I feel like this too, right? So if you don't know Google it, I'm not going to go into a session on GDPR. It's happening on May 25th, the EU passed new regulations about privacy notices for websites. If you are an EU resident or you do business in the EU. So basically if your site can be accessed from the EU, it's something to talk to your legal counsel about or Google just read up on it, get comfortable with it. But these are the things that are happening at an enterprise level that are happening fast. When it was said that this legislation was going to come out, all of our clients started scrambling, figuring out how are we going to approach this. This kind of ties into that multi-lingual thing.  Complex user roles and varied workflows. One of the things that astonishes me about working with these clients is they are more concerned about the back end of the website. And by back end, I mean the dashboard. Then they are sometimes the front end. And this is really something to think about. If you're working with a client, take the time to ask them, how do you currently add, edit, delete your content? What's your flow like? How do you do it? How would you like to do it? Do you have any challenges when you're doing blog posts? Is there a way that we can make this easier? I think that this is one of the most important things that we can do as developers is not only think about how pretty a site is going to be, we need to think about how our clients can use that site internally to help solve their operational issues. And this is a really big piece when you get to an enterprise level. This is something that they want to talk about. You know, they don't want to edit blog posts in Google Docs anymore. They want a full, track-changed editing system in WordPress ready to go. And this, again, has nothing to do with how the site is going to look or how the site is going to feel. This is simply about how they're using it. When it comes to user roles, we literally have to create a user matrix which lists out every possible user role that we could have for that website and every single thing that can be done on the website and then start checking, well, this user can do A, B, C, D. And they need to be built into that system because a lot of times we're dealing with confidential, proprietary information. The wrong people can't get access to the wrong thing. If it's a big nonprofit and they have a board portal where there are financial information like that, you can't have an intern get access to something like that. So user roles become very complex. It is super important. But I promise you if you take some time to understand how your client uses the site internally, it will make your job much easier in the long run. Flexibility of your team, like be Gumby, because when I'm telling you when they call you and say, can you turn a website around in 24 hours, you need to be prepared to do that with limitations, of course. But you will have clients who are dependent on you that will need things in a hurry. Or my favorite is when you do a whole development plan and you build an entire website and then the brand looks at it and says, you never approved any of this and you can't ever use it and you have to build a whole other one and that happens a lot. Right? So you have the amount of work that you're going to be doing is different. It's a lot. And you also have to be rock solid. Understand when they say they don't like something or they turn something down, it's 60 people talking behind them and it's not really a personal criticism. It's just something that they need to say to align with their values of the company. Project management to wrangle stakeholders. One of the biggest challenges, as I said earlier or I alluded to earlier is getting everybody to agree. Like how do you do one thing, especially when you have 60 people, that is very challenging. Project management is where you're going to win here. Scheduling, timetables, creating milestones, having a project management system. There's great ones out there. I know people have talked about them here today or this weekend Basecamp is the one that we use personally. I love it but you have to use it. It's only going to be as effective as the time correctly. But project management will be your lifeline because your client holds you accountable based on the information that you give them for milestones and timelines but you can also hold your client accountable for the same exact things. Structure and timelines we kind of just covered that a little bit. It's really this is what's going to carry you through those projects and then the one that nobody wants to talk about but I need to say it flexibility and invoicing and billing. Every client's got a net 60, some are net 90, some want a PO open, some want you to invoice them directly, some want to pay half and half, some want to pay in smaller increments. It's different for every client. You need to come to terms with that and make sure that you can handle it, that your business can handle it. I certainly wouldn't want to suggest to anyone to do work without payment if you think that's going to hurt your overall bottom line. However, understand that this is not one of the situations of payment back. You will have to jump through hoops and that is and then there's a lot. There's a lot of hoops. All right, researching and planning. When I say understand the client, I do all kinds of things for myself to really, if I talk to a client or I want to build a relationship with a client or nurture a client relationship, I'll do things like set up Google alerts for their businesses, I'll do things in-page, are they on a board? I'll set up Google alerts for that. I'll learn about the organizations that are important to them. You know, are they a NASCAR fan or a football fan or whatever? And I'll start kind of making mental notes of all of these. Actually, I use a CRM, which we're going to talk about, and write all this stuff down so that as I'm working with the client, I could bring something up like, hey, last time you mentioned that you were going to do something like, hey, the Philadelphia Eagles won the Super Bowl too. Just a little side note, we were very excited, right? And the Flyers and the Sixers are on their way to a good season. So finally, Philadelphia's having a good year. Sorry to deviate from the conversation, but that needed to be said. So yeah, you want to just gather all of this information and really start to understand your client and also need to understand their project, right? So you need to kind of figure out what they're telling you, what that actually means, because I promise you, they are two different things. Really quick, on the count of three, I want everybody to say hello. One, two, three. See, you guys are so good, you listen so well. But why did we all say hello on the three? It could, right? But our predisposition, what we've learned throughout our life, is that you wait for that count to be over before you say it. But guess what? You will have clients that really mean say hello on the three. And you need to let go of your predispositions what you know to dig deep enough to get to what they're saying. And that's just a really simple example, what happens all the time when we're trying to understand what clients want. Research their competitors. There's great tools out there where you can run analytics or keyword research on a client's competitors. Find out who they are and find out what is working for the competitors. Use that information. Learn their current environment. By that I mean are they hosting internally? How many deployments do they use something like Git to deploy? You have to ask all of these questions. How is their DNS set up? Who controls that? How often do they back up their sites? Who does the WordPress updates? Is that internally? Do they rely on a hosting company? Do they need that as part of their package? These are all questions that you need to be asking and understanding and learning. This is before we've written a proposal by the way. We haven't even studied their RFP documentation or anything else that they give you. Does anyone here answer RFPs as part of your business model? You do? You do? Do you want to claw your eyes out usually when you're doing them? Yeah? Yeah. It's brutal, right? You're given like we need a website. It should probably have these colors but we aren't sure and it needs to be done in two weeks and we won't tell you our budget. Like that's pretty much every day out there, right? Yeah. So it's very challenging. You have limited information but I have found the good companies will give you an Easter egg in that RFP and you need to read it thoroughly and you need to find it because that is how they are starting to weed people out of the proposal process. By Easter egg they may say we want page three of your proposal to have a purple line. This is a true story. I've had to like do things like this because they're trying to see who is actually paying attention and really reading something like that and you don't want to miss those key elements. I had one time an RFP where they said get ten envelopes ten hard copies of the proposal printed a USB drive with the proposal ten of them ten separate envelopes put it in one envelope and hand deliver it to the office. These were the steps that they made me go through but it was a big project and I was like at Staples buying ten USB drives loading them up I didn't mind I put that extra time in. Gather examples so here's the thing and this kind of goes hand in hand with the next one which is take the time to do mockups or wireframes or site maps if you're going after a high level client they are working with a lot of agencies at minimum they probably have to get three bids that's pretty much the standard right at minimum but we know that they're probably getting more than that it's not saying that you build in WordPress or that you have a great team although that is part of it it's going to be the ideas that you're bringing to the table that they didn't think about things that they didn't really ask specifically for but that you through your research and planning were able to you know zero in on and give them something back in the proposal this is really crucial wireframe site maps quick mockups these are great in front of everybody else that is submitting to this client again it's invested time up front with a return if you work to get the project and that's how you need to look at it I just did an RFP recently for a very fun company and this particular company and I can't say you know this I don't know what I can say and what I can actually but the company had profile pages and I knew some of our developers had profiles with this company so I screen-shotted all of their profile pages and worked them into the proposal so that they could see that we were very familiar with their company with their organization and we had team members that were already using it were already invested and we knew what we were doing that's the kind of thing that helps to set you above the rest of everybody else be very clear that put no really be very clear and again that one, two, three example that I used is really a perfect way to illustrate where communication can go bad when you're working with a client when somebody says to you something I'll actually give you another real-life example that happened we have a client who we needed to implement a new search feature on their website right so he had done a screen cast of what he wanted this search to look like and it had suggestive search meaning it was going to pull up results in typing so we built he had to express concern that this wasn't actually what we're proposing was not going to do what he needed it to do and I said okay cool let's install this plug-in do the dev that we needed to do 10 minutes 20 okay let's do the dev that we need to do let's test it out see if it works correctly so we did that and was working beautifully and we showed it to him and he said we got on the phone and we had a conversation turns out his biggest concern was speed it wasn't fast enough but he never said the word speed he never said fast and quite frankly I didn't ask if speed was what he was most concerned about and it got totally missed and it was just maybe a few more questions that I could have asked if I just dug a little bit deeper we would have found out that it wasn't actually the search results he was concerned about it was just how fast they were populating clarity will be your best friend this is my favorite quote when it comes to sales the biggest problem in communication is the illusion that it has taken place and I cannot tell you how often that happens how many times we've all done it admittedly myself too you've been on the phone with a client your slat goes off your Facebook dings and for a split second you're just not hearing what's happening on the phone call because you were distracted by my dog barks whatever you hear something and you realize that you're just kind of like guessing like uh-huh uh-huh uh-huh but did you truly hear what that client was saying I personally in my life had to make a conscious effort to shut everything down when I'm on the phone with a client I need to close my door I need to turn off my slack I need to shut down my phone I need to be fully present on every call and quite honestly I'll tell you what I've been doing aside from being present I always ask can I tape this conversation to refer back to if they're comfortable with it I will record it and after every phone call I will send an email saying thank you for the call these are the top five things that we discussed on the call just as a recap email and I do that for every single phone call that I have in an effort just to provide clarity for what we're doing and then everything is also documented for future reference if needed alright now we're at the proposal stage yeah we're finally there so probably all the research and everything that we're doing we've already invested two three weeks in that that's quite normal now we're at the proposal stage we want to set expectations right oftentimes clients will come to you with a budget I have a hundred thousand dollars right and so the initial reaction would be let's see if we could fit everything into this because that's a lot of money right let's just see if we could do everything the answer needs to be this is what we can do for that amount of money so you're setting your expectations up front and you should do this I even you know I make sure our clients know our hourly rate I make sure that they know exactly what we're proposing but more than that I tell them what I left out from their original scope I said you know what I didn't include was X, Y, Z because that didn't fit in this budget but if you wanted to move that to a phase two I would be happy to do that for you you know or perhaps as we're working on the project we'll discover other things that we want to work on together so maybe we should just do a retainer so we can keep this relationship steady for the next couple months and that's how I would approach it write a personalized and thoughtful proposal I've given you an example about screen-shotting the profile pages and including them if you have a proposal template great that's amazing and that's awesome but take that extra hour or two to write a really beautiful cover letter that's personalized to your client change up you know make sure their logo is in there maybe screen shots of their current site you need to take the time to personalize that because I will tell you they will know if you didn't if you're just filling in the blanks on a template they will know I actually got called out on it once back in the day when I did it and I didn't know any better they were like why did you just send me a generic boiler template I don't need that tell me what you're going to do for me and they're right and I changed my whole thought process and how I would approach a proposal unless specifically asked for don't sell WordPress sell the best tool which happens to be WordPress this is a very important point right somebody comes to you with some specific web development challenges you're telling them hey I know how we're going to solve this one two three XYZ you know what and I think WordPress is probably the best solution for this because it's going to accomplish all of those things that you need for your web development project so I don't go in saying I want to sell you a WordPress website I go in saying I want to sell you a solution for the challenges that you're having for your web infrastructure and oh by the way I think we can use WordPress for some of it and that's how you should be approaching it that's how you should be thinking about it because they don't care ultimately at the end of the day what tool you're using I mean they might but that's again the exception we're generalizing here a little bit they just need the job to be done well there's huge added benefits to WordPress of course and you should certainly bring those up but the idea here is that you have the answer to their problem and it involves WordPress WordPress is not the answer you are that's the important piece focus on the ongoing relationship not a price right so we talked about this in a few different ways but I believe that even if you lose a project the relationship with that person is the most valuable thing that you can walk away for walk away with the relationships with your clients I promise you will be everything so let's say for example you're working with a client you send a proposal and they say no two months later they change jobs they go to another company they really liked the time that you took for that last proposal they contact you again we had clients that every time they changed a job the first thing they did was wanted to redo the website at their new company and got back in touch with us it's the relationship that is the most valuable thing to you they will tell other people so focus on that focus on relationship building you must demonstrate value so again kind of with the price piece here you are not saying that $100,000 is going to get you this you are saying that I am going to do all of these things and fit it into your budget what value can you offer this particular client what can you do that no one else is doing and will it justify that bottom line that you are quoting not the other way around it's not a price and this is what we can do it's like this is everything that we can do and we are going to do it better than anyone else and we are the best at what we do and it just so happens to equate to this so we need to kind of demonstrate how good we are what we can bring to the table before we can even start to talk about money pay discovery guys I am a big fan if you have a big client and it's a big web project and it is just completely overwhelming and there is no way that you can put a plan together for this simply suggest that they purchase a few hours or however you would structure it for your own business to do a discovery session with a guaranteed deliverable the guaranteed deliverable as at the end of that discovery session they will have a development plan and a full detailed estimate and proposal for the whole project and that discovery is already done so technically that's credited to the project it's a win-win for the client right and pay discoveries it is so worth your time to start entertaining those because it's just going to bring you so much more clarity on a project and I promise it will strengthen the relationship with the client and the client will see huge benefits from doing something like that so I usually like to say that two to three weeks depending on the project size is what I really need to do a thorough discovery session and I got to tell you I sell and pay discoveries as much as I can right now because I just love the focus, the clarity and the relationship building that they bring to a project before you jump into it deliver the proposal in person if that's an option but if it's not an option you know what I like to do instead of sending the proposal to the client I set a meeting or if it's a zoom call so be it and I walk them through the proposal for the first time instead of having them just get it in their email to read it and I'll tell you this is a huge help because you are right there to answer any objections that they may have you are right there to see their face when they see the price you're right there to see what they're thinking about and it's a really beautiful way to deliver a proposal you can dip so many things in the bud by doing it this way and then certainly after the call send them the proposal to review later but if you also need to make changes this is a good opportunity to get feedback from them if you need to make adjustments to the proposal as well gather your team so we talked about partnering with potential hosting companies but if there's an SEO expert that is here or in your locale make friends with them is there an analytics expert build your team through partnerships if you're not able to do it from a hiring level and use that when you're going in for these bigger projects give them an option for SEO give them an option for analytics give them an option for hosting make yourself appear to be larger than you are oh that's my dog he sneaks his way into every presentation I do you can follow him on Instagram that's Sir Frankie and that's obviously Wapu from the first word camp US in Philadelphia which I had the pleasure of being on that organizing team so this is not a sales book but also a book that I highly recommend called the Four Agreements it's by Don Miguel Ruiz these are the laws that I live by in my job right be impeccable with your word you are only as good as the things that you say sometimes and that is truly important don't take anything personally I had mentioned that before that we can't take it personally they will come back to you with criticisms you need to be stronger than that and understand in their world that is where it's coming from it's not your world you're not doing something wrong it's coming from them don't make assumptions guys be clear be very clear I can't say that enough ask as many questions as you need to until you feel comfortable and always do your best I mean really that's all that any of us can do right if we follow all these steps we're building relationships we're doing thorough research we're creating beautiful proposals even if that project doesn't become yours at the end of the day you can feel good about yourself that you did your best for that client so some of my tips for success don't multitask don't do it I know you all think you can do it you can't we are way more effective when we single stream tasks choose your words wisely we just talked a little bit about that invoke action you can never leave a client call or a client email without a question invoke action from your client be seen and be heard get out here get to word cam speak blog get on social media position yourself as the expert in your field use a CRM we can certainly have a whole presentation on this organize your information that's the bottom line there stay informed google alerts there's all different kinds of tools find out what's happening in your world in your community my favorite productivity role that I live and die by if it can be done in under two minutes do it now telling you that little tidbit changed my entire life and track and measure your results you will never know how good you're doing unless you track your data and you see what your results are so track and measure whatever you can I'm gonna actually skip this is the resources slide here guys I'm gonna share these slides with you so these are linked to sell as human by Daniel Pink I mentioned that one getting things done by David Allen that's the two minute role game storming a play book for innovators rule-breakers and changemakers by David Gray get it, read it, love it the four agreements if you're looking for just a little encouragement Don Miguel Ruiz is the best influence the psychology of persuasion we didn't really talk about that one but just a kind of short note I did a study on thank you notes and found that the percentage of repeat business from handwritten thank you notes was higher than you might expect the art of asking this is a brilliant head talk by Amanda Palmer who is a she's a musician essentially I really recommend watching that the two blog posts that I mentioned seven reasons why I avoid estimates my approach to estimating without requirements and then of course WebDevStudios.com that's where I work and isabeth.com where I try to blog and don't do it as much as I can but my mother says it's really good and that's it thank you guys


Good morning, ladies and gentlemen. On behalf of the commanding officer, Officer Training Command Newport, welcome to the graduation ceremony for Officer Candidate School Class 1-2, Tech 2-2. Guests are encouraged to take photographs from the seating area at any time during the ceremony, except during the playing of the National Anthem. The order of events for today's ceremony is as follows. At 100, Captain Alcorn, United States Navy Commanding Officer, Officer Training Command Newport, and Rear Admiral Rutenberg, United States Navy Guests of Honor for today's ceremony will arrive. Guests will be asked to rise for the arrival of the official party and remain standing for the playing of the National Anthem and invocation. The commanding officer and Guests of Honor will address the graduating class and administer the oath of office. The graduates will then be recognized through presentation of their commission by the commanding officer and Guests of Honor. Guests will be asked to rise for the playing of the service songs and the final dismissal. Ladies and gentlemen, please rise for the arrival of the official party and remain standing for the National Anthem and invocation. Officer Training Command Newport arriving. Rear Admiral, United States Navy arriving. Ladies and gentlemen, Chaplain Carter will now offer the invocation. Let's take a moment and ask the Lord's blessing, shall we? Let's pray. Gracious God and Lord of us all, this morning we humbly ask your blessing to be on these new officers who in the tradition of the Centurion know that they are men and women under authority, responsible to honor you, our country, our Navy, and to be mindful of the sacred charge that they will soon be entrusted with, that is naval leadership. We thank you for giving each the strength and inner fortitude to complete a difficult and challenging period of discipline and training, and as they scatter worldwide to serve our nation, we send them confident that they have what it takes to succeed. Make them this day aware of the great responsibilities being placed upon their shoulders, bless them with wisdom, courage, dedication to duty, and pour a special measure of your favor on those who have given so unselfishly of themselves to train these officer candidates and to prepare them to stand at the gates of freedom. These mercies we ask for the sake of your redeeming grace, for he who was dead yet now lives and reigns with you and the Holy Spirit, one God, now and forever. Amen. Ladies and gentlemen, please be seated. Ladies and gentlemen, Captain Everett Alcorn, Officer Training Command Newport. Ladies and gentlemen, we are out in the Rootenburg, General Wallace, distinguished guests, Officer Training Command Newport staff, family members, and friends. Most importantly, soon to be commissioned officers Class 1222. Good morning. I'm excited to welcome 64 of our newest graduates into one of the most challenging and rewarding careers, that of a naval officer. To the family and friends joining us, I applaud you for the great work you've done preparing these impressive young leaders prior to their arrival here. I appreciate the support you have given them. It's enabled them to make sound choices, and we are grateful for these graduates that choose to serve. We thank you for your continued support. To the graduates here today, as commanding officer of Officer Training Command, I'm proud of all of you. You had many other choices than to serve your country, yet you chose this path. I thank you for your patriotism and your willingness to serve. I assure you that a life of service holds rewards and will bring great fulfillment. You have completed rigorous military, academic, and physical training. You overcame obstacles. Nothing was given to you except for opportunity. The opportunity to make something more of yourself, to learn, to grow, and to lead. You seize that opportunity, and today your reap its rewards. I congratulate each and every one of you for this significant and memorable achievement. It is now time to embrace a new opportunity to lead sailors in the fleet. In the years ahead, your knowledge and leadership skills will be tested often. You'll be standing watch and working alongside fellow officers and sailors around the world, around the clock. Know that you're going to be doing significant and meaningful work for our country. Work hard. Learn the warfare and professional skills of your designator. Strive to be the best and give your country your best efforts. Nothing else will suffice. The nation and the Navy expect the best from you, the highest standards of personal and professional conduct, excellence in leadership, and a strict adherence to the Navy's core values. Honor, courage, and commitment. I applaud your accomplishments and perseverance. You're about to bark upon a great adventure, an adventure in which I hope you find both professional and personal success.  Regardless of how long you serve our nation, it will most assuredly be a time in your life upon which you will look back with much pride and satisfaction. Congratulations to each and every one of you. I wish you fair winds and following seas. It is now my honor and privilege this morning to introduce you to our guest of honor, Rear Admiral Eric Rutenberg, Vice Chief Engineer, Space and Naval Warfare Systems Command. Admiral Rutenberg is a native of Redondo Beach, California. He's a 1988 graduate of the U.S. Naval Academy and a graduate of the Naval Postgraduate School. He was designated a Naval Aviator in 1990 and an Information Warfare Officer, Space Cadre in 2011. His initial sea-duty assignment was to helicopter combat support Squadron 11, where he flew the H-46 and the ploy to board USS Flint during Desert Storm and aboard USS Kansas City in support of Operation Southern Watch. Later, he served at Fleet Composite Squadron 6 in Pax River, Maryland as the safety department head flying the Pioneer Unmanned Airborne Surveillance Vehicle on Surveillance and Reconnaissance Mission. For sure, he served at the National Reconnaissance Office in Chantilly, Virginia, Space and Naval Warfare Systems Command's 366 in Chantilly, Virginia at the Naval Security Reserve Group. He served as U.S. Special Operations Command Deputy J6 supporting the acquisition of multi-mission communication architecture supporting both special operations and intelligence organizations. His command tours include Navy Reserve's Bay War 366, Navy Reserve's Bay War 866 in Chantilly, Virginia, Spay War 466 in San Diego, California, as Commander Naval Information Forces Reserve Region Washington, D.C. and as Commander Naval Reserve's Bay War headquarters, Recurrent serves as the Director of the Spay War Reserve Program in San Diego, California. His first flag officer assignment was his Deputy Program Executive Officer Enterprise Information Systems from October 2018 to July 2019 and he assumed the duties as Chief Engineer of NAVWAR, where he leads a workforce to design, develop and deploy advanced communications and information capabilities. His leadership is essential to the continued success of the world's greatest Navy and we are truly fortunate to have him here with us today to share his thoughts. Ladies and gentlemen, please join me in welcoming our guest of honor, Rear Admiral Eric Rudin. First, thanks for not in awe while he read that long bio. Thanks, Captain Alcorn, for inviting me to speak this morning to our newest insins and to your staff for the superb support that they provided before I came out. Graduates, from Class of 12 to Tac 22, congratulations on your commissioning and welcome to the greatest ward room there is. No one earns the honor of becoming a Naval Officer without the support of our families and friends. So please join me in a round of applause to thank yours for the support they've provided to get you to this moment. When you started on this path, you probably didn't think that Staff Sergeant Thompson or Senior Chief Johnson as family, but know that they were looking out for you along the way and shaping you into the leaders that you are today and the leaders that our Navy needs. Over the past 15 weeks, you've shown your instructors, the class officers and the OCS staff that you not only have the physical but also the mental toughness it takes to be leaders in our Navy. Before there'll be no getting sandy as you obey orders to drop down for push ups and mountain climbers. Now you'll rely on yourself.  As you've learned here, there's much more to war fighting and sailor readiness than toughness. Let's consider sustained performance, grit and resilience. Each of us has had significant challenges at some point in our career and what differentiates great leaders is that they use those failures to drive a constant and never ending culture of improvement. This resiliency is what allows you as leaders in our great Navy to look at diversity in the eye and chart a path forward leading our sailors through challenging times. Throughout the Navy and your Navy career, you will have the opportunity to connect and build a level of trust with your shipmates just as you did here with your fellow candidates. Trust is a critical attribute in our community and one that is earned every day through your actions and your words. Knowing that you share with your fellow sailors the same values of honor, courage and commitment goes a long way in building that trust. So too does respect when leading our sailors to do their best. How you build that trust and respect will be critical to your success and the success of your future commands. This leads me to the importance of knowing your sailors. Not just how they're doing today, but where they came from, what path they're on and what their aspirations are in life. Each sailor's experience is as unique as they are and I ask that you listen to their stories. This is behavioral leadership. It comes from within you and it's not based on the position you're in. The sailors that you'll work with in the fleet are unparalleled in their ingenuity. They will solve problems that you didn't even know you had. Leadership is understanding the talents that each individual brings, creating an environment that fosters innovation, takes risks and champions learning from failures. Actively seeking diversity and inclusion when problem solving is crucial. This type of leadership mitigates group think, increases innovation and more often than not quickly yields actionable solutions. The Navy you are joining is the world's dominant maritime force because of our sailors and now you have the privilege and responsibility of leading them. This will be one of the most challenging and rewarding opportunities that you will ever have in your life. As you depart for your new commands, know that regardless of the wardroom size, you are one team. As with any team, you've been part of. The success of that team hinges on how well you work together. Help your shipmates swarm on problems and be the kind of teammate that you choose to have. Your instructors have provided you with the initial knowledge required to be to enter the fleet and lead our sailors. And this is just the beginning of your opportunity to learn. I encourage you to be a lifelong learner.  Our Navy culture, the trust we have in each other and our ability to execute anytime, anywhere and under any condition is what makes our Navy the greatest fighting force in the world. Every day, world events remind us that democracy must be defended. The unprovoked Russian invasion of Democratic Ukraine and China's constant challenges to our Navy's superiority in all domains from the seabed to space mean that your leadership is needed now more than ever. Our job in defending democracy is to win wars, deter aggression and dominate in the maritime environment. Admiral Gilday recently stated, history shows the Navy which adapts, learns and improves the fastest gains in enduring warfight and advantage. The essential element is fostering an ecosystem, a culture that assesses, corrects and innovates better than the opposition. I am confident that each of you can build and nurture that culture as you lead our sailors so that our Navy will be ready to win any challenge, anywhere, against any adversary. Your leadership will ensure that we remain the world's best away team ensuring that every and any fight doesn't occur on our homeland. Let me leave you with three parting instructions. First, listen, learn and lead. Listen to your chiefs, understand what they're talking about and lead once you've made a decision. Second, be a mentor and seek mentorship. Choose five to ten diverse mentors of various ranks, commands and communities and do the same when you look to mentor five to ten junior sailors or enlisted. Third and last, avail yourself to all the opportunities that the Navy offers. Take diverse and challenging jobs and have fun in every assignment. I look forward to serving with you, fighting alongside you and watching you as you lead our greatest sailors in the world. Congratulations and welcome aboard. The graduating class will now receive the oath of office. With all military personnel in uniform, please come to the position of attention. Class one two, tack two two, raise your right hand. Ladies and gentlemen, please be seated. The distinguished graduates assembled will now be recognized by the commanding officer for their achievements while undergoing training, while here at Officer Training Command, Newport. Ensign Outlaw has been awarded the Lieutenant Thomas E.D. Award for achieving the highest average in academics, military training and physical fitness while attending officer candidate school. Ensign Outlaw has been awarded the Rear Admiral Stephen B. Loose Award for obtaining the highest academic average while attending officer candidate school. Ensign Outlaw is a surface warfare officer and is assigned to the USS Paul Ignatius, D.D.G. 117 in Rota, Spain. Ensign Outlaw is a distinguished naval graduate. Ensign Morgan has been awarded the Chapel-Clarity USMC Physical Fitness Award for obtaining the highest overall grade in physical fitness while attending officer candidate school. Ensign Morgan is a civil engineering core officer at Winamie, California. Ensign Morgan is a distinguished naval graduate. Ensign Morris has been awarded the Commander Jack Levitt Leadership Award. Having been chosen by his peers as the candidate who most inspired his class and personifies the high standards of personal example, sound management practice and moral responsibility. Ensign Morris is an intelligence officer and is assigned to Intelligence Officer Basic School in Damneck, Virginia. We will now recognize the remaining graduates. Ensign Bacchus is a surface warfare officer and is assigned to USS Green Bay LPD-20 in Sasebo, Japan. Ensign Schick is an aviation maintenance duty officer and is assigned to Strike Fighter Squadron 213 in Oceana, Virginia. Ensign Tyag is a cryptologic warfare officer and is assigned to Division Officer Leadership Course in Damneck, Virginia. Ensign Jefferson is an information professional officer and is assigned to Information Professional Basic Course in Virginia Beach, Virginia. Ensign Aung is a surface warfare officer and is assigned to the USS Chancellorsville CG-62 in Yakuza, Japan. Ensign Nalud is an intelligence officer and is assigned to Intelligence Officer Basic School in Damneck, Virginia. Ensign Watson is a surface warfare officer and is assigned to the USS Boxer LHD-4 in San Diego, California. Ensign Heber is a Marine Beach, Virginia. Ensign Scala is a surface warfare officer and is assigned to the USS Chung Hoon DDG-93 in Pearl Harbor, Hawaii. Ensign Abbott is a surface warfare officer and is assigned to the USS Roosevelt DDG-80 in Rose, Spain. Ensign Abbott is a distinguished naval graduate. Ensign Adams is a cryptologic warfare officer and is assigned to Division Officer Leadership Course in Damneck, Virginia. Ensign Alvarado is a nuclear power school in Goose Creek, South Carolina. Ensign Aragon is a cryptologic warfare officer and is assigned to Division Officer Leadership Course in Damneck, Virginia. Ensign Buley is a surface warfare officer and is assigned to the USS Momsen DDG-92 in Everett, Washington. Ensign Bolas is a surface warfare officer and is assigned to the USS Lathay Gulf CG-55 in Norfolk, Virginia. Ensign Cabal is a supply officer and is assigned to Naval Supply Corps School in Newport, Rhode Island. Ensign Carter is a naval supply officer and is assigned to Naval Supply Corps School in Newport, Rhode Island. Ensign Clayton is a surface warfare officer and is assigned to the USS Shupe DDG-56 in San Diego, California. Ensign Davis is a civil engineering Corps officer and is assigned to the Civil Engineering Corps of School in Port Winamie, California. Ensign Davis is a distinguished naval graduate. Ensign DeVoe is a surface warfare officer and is assigned to the USS Samson DDG-102 in Everett, Washington. Ensign Ferguson is a surface warfare officer and is assigned to the USS John P. Murtha, LPD-26 in San Diego, California. Ensign Flexinar Ensign Flexinar is an intelligence officer and will be assigned to Naval Intelligence Officer, Basic School in Damneck, Virginia. Ensign Fontana is a supply Corps officer and is assigned to Naval Supply Corps School in Newport, Rhode Island. Ensign Gao is a surface warfare officer and is assigned to USS Tripoli, LHA-7 in San Diego, California. Ensign Greg March is a student naval flight officer and is assigned to Naval Interductory Flight Evaluation Course in Pensacola, Florida. Ensign Guillermo is a surface warfare officer and is assigned to USS Oak Hill, LSD-51 in Hampton Roads, Virginia. Ensign Hibbard is a surface warfare officer and is assigned to USS Mobile Bay, CG-53 in San Diego, California. Ensign James is a surface warfare officer and is assigned to USS John Finn, DDG-113 in San Diego, California. Ensign Kazabowski is a surface warfare officer and is assigned to USS Samson, DDG-102 in Everett, Washington. Ensign Latz is a surface warfare officer and is assigned to USS McCamble, DDG-85 in San Diego, California. Ensign Leach is a supply Corps officer and is assigned to Naval Supply Corps Officer School in Newport, Rhode Island. Ensign McCroy is a submarine officer and is assigned to Nuclear Power School in Goose Creek, South Carolina. Ensign Leon is an informational professional officer and is assigned to informational professional basic course in Virginia Beach, Virginia. Ensign Malvaux is a service warfare officer and is assigned to USS the Sullivan, DDG-68 in Mayport, Florida. Ensign Marquez is a surface warfare officer and is assigned to USS Anchorage, LPD-233 in San Diego, California. Ensign Marz is a cryptological warfare officer and is assigned to the Division Officer Leadership Course in Damneck, Virginia. Ensign Matthews is an intelligent officer and is assigned to Naval Intelligence Officer Basic Course in Virginia Beach, Virginia. Ensign Matthews is a distinguished naval graduate. Ensign Moore is a meteorological and oceanographical officer and is assigned to Naval Ocean Processing Facility in Woodby Island, Washington. Ensign Moore is a Supply Corps Officer and is assigned to Naval Supply Corps School in Newport, Rhode Island. Ensign Moran is a surface warfare officer and is assigned to USS Chung Hoon, DDG-93 in Pearl Harbor, Hawaii. Ensign Mu is a civil engineering Corps Officer and is assigned to Civil Engineering Corps Officer School in Port Huainime, California. Ensign Neil is a surface warfare officer and is assigned to USS Cape St. George, CG-71 in Everett, Washington. Ensign Pham is a surface warfare officer and is assigned to USS Comstock, LSD-45 in San Diego, California. Ensign Scarfone is a surface warfare officer and is assigned to USS Cape St. George, CG-71 in Everett, Washington. Ensign Schmidt is a surface warfare officer and is assigned to USS Okane, DDG-77 in San Diego, California. Ensign Schmoll is a surface warfare officer and is assigned to USS Gettysburg, DG-84 in Hampton Roads, Virginia. Ensign Shutt is a student naval flight officer and is assigned naval introductory flight evaluation in Pensacola, Florida. Ensign Slike is a surface warfare officer and is assigned to USS Bokely, DDG-84 in Rotis, Spain. Ensign Slike is a distinguished naval graduate. Ensign Smith is a surface warfare officer and is assigned to USS John S. McCain, DDG-56 in Everett, Washington. Ensign Smith is a surface warfare officer and is assigned to USS Wayne E. Meyer, DDG-108 in Pearl Harbor, Hawaii. Ensign Snow is an informational professional officer and is assigned to informational professional basic course in Virginia Beach, Virginia. Ensign Spindel is a surface warfare officer and is assigned to USS Fitzgerald, DDG-62 in San Diego, California. Ensign Sturm is a student naval flight officer and is assigned to naval introductory flight evaluation in Pensacola, Florida. Ensign Thornton is a surface warfare officer and is assigned to USS Chosen, DDG-65 in Everett, Washington. Ensign Trin is a naval supply officer and is assigned to naval supply core school in Newport, Rhode Island. Ensign Troy is a surface warfare officer and is assigned to the USS San Antonio, LPD-17 in Hampton Roads, Virginia. Ensign Wallace is a cryptological warfare officer and is assigned to divisional officer leadership course in Damneck, Virginia. Ensign Wildes is a naval supply officer and is assigned to naval supply core school in Newport, Rhode Island. Ensign Ziegler is a surface warfare officer and is assigned to USS Lake Champlain, CG-57 in San Diego, California. Ensign Zivic is a naval supply officer and is assigned to naval supply core school in Newport, Rhode Island. Ladies and gentlemen, please join me in recognizing the United States Navy's newest ensigns. We will now conclude the state ceremony. Ladies and gentlemen, please rise for the playing of the service songs and final dismissal. Please remain in your places until after the graduating class has taken their class photo and remember the only authorized visitor locations are Cahall and Nimitz PT Field. On behalf of the commanding officer officer training command Newport, thank you for attending today's ceremony. Ladies and gentlemen, this concludes the graduation ceremony.


Sunday, November 20th is the Transgender Day of Remembrance, capping off the Transgender Week of Awareness. For too long, our trans community has been ignored, overlooked, marginalized, and forced into the shadows. Trans people face disproportionately high rates of poverty, healthcare issues, and mortality. For these reasons and more, it is critical that our city pauses to remember those who have lost and to lift up the community as a whole. Remember, lifting up isn't passive, it's active. It's about showing respect. When someone tells you their pronouns, use those pronouns correctly. You can find more guidance at nyc.gov slash cchr. Our city is blessed to be the birthplace of the modern LGBTQ plus rights movement. The government is a place where trans New Yorkers can be proud to be themselves. Today and every day, let us say in one voice to our transgender community. In our city, we see you, we respect you, and we stand with you always.


Welcome to George H. Smith's Excursions into Libertarian Thought, a production of Libertarianism.org and the Cato Institute, narrated by James Foster. From optimism to pessimism, the case of Herbert Spencer, Part 3. It has been my singular fortune or fate to have read through the whole of Spencer's works twice at an interval of fifteen years and each time in the midst of a great war. So wrote Hugh Elliott in his introduction to Herbert Spencer, 1917, one of the better early works on Spencer's life and ideas. Elliott first read Spencer's books while serving with the British Army during the Second Boer War, 1899 to 1902, a time when he frequently had little other baggage than a toothbrush and a volume of the principles of psychology. Elliott, who is familiar with the anti-war views of Richard Cobden, John Bright and other Lausseiffaire liberals, continued, There exists in the English language no more trenchant indictment of war and militarism than is contained in the study of sociology. Yet it was my lot to read that work many miles from any inhabited town in momentary expectation of an attack and with revolver ready loaded in case of sudden need. It was during this period that Elliott became a dogmatic disciple of Spencer. But after the Boer War, as Elliott watched English politics drift with a seeming inevitability toward socialism, he became apathetic for the realization of Spencer's theories appeared to be hopeless. The onset of the Great War, World War I, roused Elliott from his political lethargy. Although Elliott does not mention the story, his reaction was similar to that of a liberal MP who, after Britain had declared war on Germany on August 4, 1914, said with tears in his eyes, liberalism is dead. Again and again throughout many years and in many different books and articles, Spencer argued that war is the single greatest threat to individual freedom. As Elliott, who was writing while World War I was in full swing observed, if England was drifting toward socialistic policies before August 1914, this slow current quickly became a torrent after the war began. We are no longer drifting slowly along the placid stream of social reform, increasing month by month our stock of legislative enactments and adding year by year to the powers of the government over the individual. Circumstances have driven us headlong to a consummation which, in many spheres, touches the limit to which previous legislation was gradually progressing. In a few months the power of the state has increased to a degree which it could scarcely have attained in as many years of social reform. If the state formerly was by degrees asserting its authority over individuals, if it was always enlarging its claim to control their activities and to take their incomes as taxation, it has now overtly proclaimed its complete authority over the persons and incomes of every individual subject to its control. Doubtless it has done so by necessity, but here we have a definite and avowed social policy which is exceedingly likely to be continued long after the temporary necessity has lapsed. It was during the Great War that Hugh Elliott read Spencer's voluminous works for the second time, and though he now had some ideological disagreements, including with some of Spencer's furious declamations against war-like and military activities, Elliott contended that Spencer was the greatest critic of militarism and war that England had ever produced. If England had followed Spencer, this war could never have occurred. Europe is now drenched in blood, its wealth and prosperity are fast being drained away. The spirit of Trichke has triumphed over the spirit of Spencer, and while reading Spencer again I have reached the conclusion that notwithstanding his errors, his spirit was sound and true. It is useless now to sneer at liberty as a discredited doctrine. Europe may have abandoned it, but see the result. Spencer, according to Elliott, long ago foresaw the goal of European policy and contended with all his might to stem the tide before it was too late. But Spencer was out of fashion in England by the turn of the century. The political tendencies in the years preceding the Great War were all hostile to Spencer's teaching. Nevertheless, it seems to be clear that the social policy against which Spencer fought is now bankrupt. It has failed, and its failure threatens to ruin Europe for a generation. Earlier I quoted Elliott's remark, there exists in the English language no more trenchant indictment of war and militarism than is contained in the study of sociology. This is an interesting observation if placed in a modern context because few contemporary libertarians are familiar with Spencer's works on sociology. To the extent they know of Spencer's critiques of war, militarism and imperialism, they learned of these things either second hand or through reading Spencer's more popular articles. Yet it is in Spencer's technical writings on sociology that we find his most formidable arguments about the antagonism between militarism and war on the one hand, and individual freedom and social progress on the other hand. In contrast to Elliott, I would rank the second and third volumes of Spencer's masterpiece, The Principles of Sociology, far above his more general text, The Study of Sociology. I will explore Spencer's technical theories, such as his celebrated contrast between the militant and industrial forms of social organization in a later essay. These theories are essential to understanding Spencer's later pessimism and his uncanny predictions about the statism and war that would dominate Europe during much of the 20th century. For the remainder of this essay, however, I will focus on Spencer's opposition to the Boer War, his last great cause. As Hugh Elliott read Spencer's works while on active service on the South African Velt, he could hardly have avoided reading some of Spencer's trenchant and bitter criticisms of the Boer War. As Spencer's official biographer David Duncan noted in The Life and Letters of Herbert Spencer, page 449, probably no political event in the whole course of his life moved him so profoundly. I am ashamed of my country, was his frequent remark. Liberals equally with Tories were in his opinion responsible for the deplorable condition in which the country had drifted. Duncan, page 421, also remarked, sometime before the outbreak of hostilities in South Africa, Spencer had denounced the policy that was drifting the country into war. Whatever one's opinion may be as to the right or wrong of the war, one must admit that Spencer's attitude towards it was in complete harmony with the principles he had throughout life professed. By 1900 an 80-year-old Spencer had made the final revisions to his formidable 10-volume Synthetic Philosophy, a work of incredible scope that was planned decades earlier and written in spite of severe health problems. Spencer received letters of congratulations from leading intellectuals around the world and many people expected the old man who now dubbed himself an invalid to retire from the stress of writing. But Spencer had one more book to write, a collection of essays that, unlike his earlier anthologies, would include new rather than previously published pieces. Published as Facts and Comments in 1902, a year before Spencer's death, this collection expressed ideas that, as Spencer put it, ranged from relatively trivial to some of more interest and some which I think are important. Among the important essays are several that deal with militarism, imperialism, and war, and the war war in particular. Spencer's uncompromising opposition to the war war was well-known prior to the publication of Facts and Comments in 1902. Two years earlier, for example, Spencer had published several letters condemning the war and his opposition brought upon his head the predictable response that he was unpatriotic. Spencer struck back with a vengeance in Facts and Comments, especially in an essay titled Patriotism. This essay begins, Were anyone to call me dishonest or untruthful, he would touch me to the quick. Were he to say that I am unpatriotic, he would leave me unmoved. What then, have you no love of country? That is a question not to be answered in a breath. Although Spencer admired many things about England and English history, there were also traits unhappily of late more frequently displayed that deserved condemnation from anyone with a serious regard for justice and freedom, such as various pretexts used by British imperialists to wage desolating wars. If, because my love of country does not survive these and many other adverse experiences I am called unpatriotic, well, I am content to be so called. One striking paragraph in particular incurred the wrath of English public opinion. Even the Liberty Review, a periodical of the Liberty and Property Defense League, many of whose members idolized Spencer, attacked it. Here is Spencer's infamous statement. Some years ago I gave expression to my own feeling, anti-patriotic feeling it will doubtless be called, in a somewhat startling way. It was at the time of the Second Afghan War, 1878 to 1880, when, in pursuance of what were thought to be our interests, we were invading Afghanistan. News had come that some of our troops were in danger. At the Athenaeum Club, a well-known military man, then a captain, but now a general, drew my attention to a telegram containing this news and read it to me in a manner implying the belief that I should share his anxiety. I astounded him by replying, when men hire themselves out to shoot other men to order, asking nothing about the justice of their cause, I don't care if they are shot themselves. Spencer was no pacifist. On the contrary, he vigorously defended the right of self-defense and upheld the moral legitimacy of wars that are truly defensive. But if patriotism meant the unconditional support of one's government in time of war, regardless of the justice of that war, then Spencer wanted no part of it. To me the cry our country right or wrong seems detestable. Patriotism in this sense is a sentiment of the lowest. Throughout facts and comments we find criticisms of the English press which had falsified information in an effort to muster support for the Boer War. The following comment from the article State Education, which is largely a critique of the war, is typical. Day by day the reports of the South African War have been full of fictions, exaggerations, garbling. Much has been falsified, much suppressed. Spencer was especially critical of how the London Times reported on the war. The Times retaliated after Spencer's death in 1903 with a highly critical obituary.


Hello, everyone. Welcome back to a new session on dentistry and more. So let's continue our tumors and oral pathology So far we covered Calcifying epithelial odendogenic tumor or C.E.O.T. and adenomatoid odendogenic tumor What is tumor is related to parotid gland or salivary gland? Brown tumor is a Parathyroidism condition So let's get into details of what is tumor and brown tumor So what is tumor and brown tumor? So what is tumor is exclusively on parotid gland and brown tumor is a hyperparathyroidism condition So whatever I put in this book is based on the university question paper Not exactly based on the syllabus or chapter-wise So let's see what is Warton's tumor? Warton's tumor is also known as papillary cyst adenoma lymphatoxin or adenolymphoma It is a exclusively a parotid gland tumor So it Prices of 14 percentage of salivary gland neoplasm and it is a benign tumor It is a second most common tumor after pleomorphic adenoma So while coming to the etiological factors smoking is one of the Significant etiological factors for Warton's tumor and next is radiation Well moving on to the clinical features this most common Seen in the seventh decade of life and it has a male predilection slight male predilection 1.1 1.5 to 1 ratio with females and it is a most commonly uni lateral lesion But in 10 percentage cases it is bilaterally placed and Common site is the tail of parotid gland and it is one of the very few tumors Which is exclusively present in parotid gland And it has very rare malignant potential. It is most commonly a benign lesion So it's clinical presentation. It is an encapsulated smooth low bladed surface with a soft Flecture and compressible mass and The cystic spaces of variable size with viscous fluid and a shaggy epithelium And the solid areas with white nodules representing the lymphoid follicles so In clinical features it is in seventh decade male predilection Unilateral 10% cases is bilateral Tail of parotid is common site. It is encapsulated a smooth low bladed surface with a fluctuating and compressible Lesion with cystic spaces of variable size with viscous fluid and a shaggy epithelium So this solid White nodules representing lymphoid follicles Well coming to the histology. We can put a Acroning whale that is what in has abundant lymphoid and epithelial components The characteristic feature in histology is a papillary projection. That is why it is what this name papillary system, you know my lymphotosome The projections into cystic spaces. So there will be papillary projections which is seen in Cystic spaces which is surrounded by lymphoid stroma and the epithelium is double layered Which is luminal cell and a basal cell and the stroma is including mature lymphoid follicles with germinal centers So this is Histological part we can say it has a whale that is what in has abundant lymphoid and epithelial components And there will be papillary projections into cystic spaces, which is surrounded by lymphoid stroma and this stroma is mature Lymphoid follicles with germinal centers and the epithelium is always double-cell layered One is luminal cell and basal cell and then treatment part it is surgical Removal is option and it is not at all a recurrent type of lations So what in steamer is a second most common tumor affecting the salivary gland and it is exclusively on the parotid gland, which is Second common after the pleomorphic adenoma So that's all about what in steamer now. Let's move on to the brown tumor So brown tumor as I said it is related to para-thyroid glands. So we need to understand about Para-thyroid glands and its secretion Okay, so it is due to the excessive secretion of PTH para-thyroid hormone So there will be three courses like primary secondary and tertiary courses Pathology will be these para-thyroid glands are the two small paired endocrine glands So period and inferior on the posterior surface of thyroid gland It basically enhances the calcium level by stimulating tubular absorption or intestinal absorption and bone resorption So, how does it affect on the skeletal system? So there will be if PTH increased there will be general loss of bone substances the osteoclastic hyperactivity produces subperiosteal erosions and endosteal Cavitation and replacement of the marrow space by vascular granulation sand fibrous tissue that is known as austritis fibrosa cystica But our concern is brown tumor brown tumor is nothing but the hemorrhage and giant cell reaction Within the fibrous trauma which give rise to a brownish tumor like masses Whose liquefaction leads to a fluid filled cyst that is brown tumor So what happens is hemorrhage and giant cell reaction? Within the fibrous trauma which give rise to brownish tumor like masses Whose liquefaction leads to fluid filled cyst which is known as brown tumor So brown tumor is basically a non your plastic Condition and it is often misdiagnosed as a metastatic because of its radiographic appearances So basic symptoms and sign is as I said it is related to hypercalcemia There'll be anorexia, nausea, abdominal pain and depressions, fatigue and muscle weakness Renal presentations, there'll be polyurea, stones that is nephrocalsinosis Skeletal and bone there'll be joint symptoms that is controcalsinosis Because of this high osteoclastic activity The brown tumor is happening because as I said The hemorrhage and giant cell reaction which leads to tumor like masses The radiographic features there'll be single or multiple well-defined lesions affecting most commonly maxillin mandible that is facial bonds or even pelvis, ribs and femoral bone So on treatment what happens is there'll be healing with increased radio density So it appears with increased radio density people who are undergoing treatment And there'll be osteoporosis and areas of cortical erosion because of this high osteoclastic activity So the classical pathognomic feature is subperiosteal cortical resorption of middle phalanges, so that is a classical feature of Brown tumor there'll be subperiosteal cortical resorption So why it is getting this brown color because of this hemociderin deposition into this osteolytic cyst So hemociderin deposition is the cause of this brown tumor that is why it got that name because of this color because of this hemociderin deposition So how do we treat this brown tumor? Brown tumor can be treated by Parathyroidctomy or we can give calcitriol medication. So it's a Problem associated with parathyroid gland we can go for a parathyroidctomy and clear the problem So that is about brown tumor it is related to parathyroid gland and the classical feature is subperiosteal cortical resorption and the brown color is due to hemociderin pigment and It is also a non-neoplastic condition just like what in steamer So we are covered what in steamer and brown tumor what in steamer is nothing but the Second most common tumor in the salivary gland and exclusively on the parathyroid gland So I'll come up with new session and dentistry and oral pathology. Thank you


ʀāte ʃɒnāli ʀāte ʃɔnāli ʀāte ʃɐnāli ʀāte ʂɔnāli ʀrāq Phukpeti ʀiyādu association for the rights of all types of different labelled and care giver TerraTec has conducted statewide protest ʀat his Agast 11 across Tamil Nadu over... the protest has been conducted over 72 centres in Tamil Nadu ఀాపెన అపెకోని ఆరావానానీా, అని రిండిదౕాత్వాన్ చారివిండాక్. In the last one and a half years, that is from March 2020, the COVID pandemic has started and the invoke of the lockdown, see many trains running across the state and all over the country has been running in the name of special trains, బ్యాల్ గివర్ఠ్ల్. చా఑ంర్లా నిటల్ల్క్ల్. మ఩ంవ్లాల్. ఆరర్ల్ర్పాక్తరం. చాలాలేవి. బకంవిక్నక్. చాప్వాల్, నిమిక్లపర్యాల్. గ్ర్ during the pandemic, covid pandemic, the facilities, the concessions given by the government and the union railway ministry and the government has been stopped and the fare the folded at two times or at three times for instance if you go to Madurai from Chennai the fare was around three twenty like that now the fare has been hike to four twenty or four fifty like that so that the already the concessional fare also for concessional facilities has been refused and the fare has been folded twice or twice and people like disabled senior citizens and the children has really trouble to travel and they have been their movement has been restricted so that the Tamil Nadu association for the rights of all types are differently abled and caregivers has conducted a statewide protest against the union railway ministry to withdraw the names of the special trains and we ask we demand the railway department to run the trains as it was earlier before the lockdown and almost all the important railway stations the lifts and escalators has been halted and boarded itself that it is in an out of order so the facilities which has been withdrawn and curtailed and it has been stopped to the passengers and commuters which was earlier enjoyed by the passengers and the travelers but the railways increasing the fares and crealing the people for instance the coaches for meant for the disabled especially designed the coaches already has been attached to the rails and in the front side and the rear side of the trains now it has been locked because now the all the commuters has to be reserved and they have to travel but the people with disabilities most of the people in the rural people and they are not educated well they have to see if they are if they want to go anywhere for any urgent needy things they have to go and book the ticket and they have travel even they have to book the ticket if it is in the waiting list they can be allowed it to the special coaches but the special coaches in the trains locked for the last one and a half years in the name of spreading covid pandemic covid virus and which makes disabled very much suffer so that we demand the union railway ministry and the southern railway to open up the all the locked up coaches for the disabled along with the railway issues we also demanded the Modi government the hiking of the petroleum products which is mounting day by day and we demand the union government already in Puthicherry and Chandigarh union territories the constitutional petrol products has been provided to the disabled with the 50% concession and for 25 liters liters every month this this schemes has to be enhanced and it has been brought up by it has to be extended to across the country the government has to provide concessional petrol to the movement of the disabled


A grand convention that embraces India's largest number of foreign delegates with the participation of around 7,000 Pravasi Bhartias, representation from over 92 countries, 15th Pravasi Bhartia Divas Convention 2019, the world's largest diaspora congregation ever. The vibrant town of Varanasi dazzled and gleamed with enthusiasm as the 15th PBD commenced at the Deendayal Hast Kalasankul on the 21st January 2019. Prime Minister Shri Narendra Modi officially inaugurated the 15th PBD Convention 2019 to keep the convention engaging and interesting. Young Pravasi Bhartias engaged in an online quiz, Bharat Gojaanye, which is a part of No India program. The third day saw a series of plenary sessions on key emerging topics like technology development with artificial intelligence, innovation, cyber security and waste management. The third day's highlight was the Confirmant of Pravasi Bhartias' Samman Awards by Honourable President of India, in recognition of the outstanding work done by Pravasi Bhartias in their host countries. To give the 2019 PBD a taste of true India, the convention dates were adjusted to coincide with the Mahakum and the Republic Day celebration at Rajbath, New Delhi. Connect with India, care for their security and safety, celebrate their cultural heritage and contribute to India's development. Thriving on these four seas, the Pravasi Bhartia Divas will continue to be one of the flagship initiatives to strengthen the engagement of overseas Indian community with Government of India, to equate the younger generation of Pravasis with Bharat to True India, to address the issues that concern the Indian diaspora and to find synergies and to sow the seeds of collaboration, which will yield a better tomorrow for India and all Indians.