Hello, I'm Teresa Eyring, the Executive Director and CEO of TCG and I use she, her, hers pronouns. I'm grateful to welcome everyone to the first plenary of TCG's virtual conference reemergence. Before we begin, we want to take this moment to acknowledge the native land that we're on. This is meant to be a moment of recognition and respect to broaden awareness of the history of this land. And as a beginning step to showing our commitment to repairing relationships with native communities. We also want to acknowledge and uplift that some native folks have pointed out that land acknowledgments have often become an empty and performative gesture by white people and institutions. We recognize that this by no means should be the end of our solidarity and support of native communities, nor does it in any way make up for the theft, colonization and forced removal of native land and communities perpetrated by this country. I'm currently on Lena hoping, Lena hooking the lands of the Lenape peoples. We put a link to a land map in the chat box, and we asked that you take some time to enter what native land you're calling from in the chat. In your own time review the land acknowledgments there and consider ways in which you can act in solidarity with native communities and colleagues. So this conference has been radically shifted two times in response to the COVID-19 global pandemic are moved to a two part virtual convening. And now in the past few days in response to the older plague of white supremacy performed so loudly in recent weeks and acts of violence. The second shift has made TCG reframe all of our programming through two criteria. Does this session center black indigenous people of color, and does it actively work to dismantle white supremacy. If it doesn't, we're not doing it right now. It doesn't mean that we don't deeply value the work that went into the sessions and content that have been planned. And we hope to bring many of them to you in the weeks to come. The things that we're trusting you to stand with us as we say, we can't do that work right now, not while our streets are on fire, and our colleagues are exhausted. And they're exhausted, not only by the plunder of black lives in the streets, but also in our theaters, where for too long, their struggles have been met with silence with in action with half measures and worse with theater making that has capitalized on black pain. The pandemic is truly a portal, as made by author Aaron Dottie Roy, that we must pass through it and leave behind structures and systems that have inflicted perpetual harm on our black indigenous people of color colleagues. One very small way we're doing that is by shifting our language to follow the lead of many activists to say not just people of color, but black indigenous and people of color or BIPOC. George of racism does not affect all people of color equally, and the ongoing legacies of genocide and slavery have fallen with brutal impact upon our black and indigenous colleagues. And we've been reminded that when we don't lift up how deeply intertwined black and indigenous resistance to white supremacy has been. We risk pitting people against each other. After all, the police officer who murdered George Floyd had previously been involved with the shooting of a native man, Leroy Martinez. For these reasons and more, that's why we're saying our programming is centered on our BIPOC colleagues. Part of that commitment means asking folks who aren't speaking directly to this moment to share their contributions later. And so any a chair Mary Ann Carter will be sharing her video address at a later date. It also means not including in this plenary space those who are being called out by our BIPOC colleagues. We want to honor Griffin Matthews, who in a widely shared video called out direct examples of racism and anti blackness he experienced while working on his musical witness Uganda. He named that many white and white passing women who occupy positions of power in theater that behave like Amy Cooper, the liberal white woman who called upon the lynching playbook and threatening Christian Cooper, a black man who had only asked her to follow the rules of a park. Later reporting that one of the people Griffin was referencing was Diane Paulus, whom we asked not to participate in this plenary as scheduled. Here's what we're going to do and not going to do in the time we have together. We're not, we're not going to litigate the accusations made in Griffin's video. We're not going to center Griffin Matthews for the hard work of naming racism and anti blackness in our field. We're going to name that too often our BIPOC colleagues are punished and their careers harmed for doing so. I'm asking everyone listening to this session right now to continue to hire him, produce his work and entrust him with the leadership position of resources. He and so many like him have earned. We're not going to cancel anyone today. We're not engaging in a culture of disposability in the days to come. We hope that restorative and transformative justice processes can move forward to address the harm caused by white supremacy in our field. We don't have time to do that work today, but we do have what we do have time to do. And what I'm asking from all of us right now is to give our whole selves and witness to the three extraordinary BIPOC speakers we have with us today. This is the work that needs and deserves our presence and undivided attention. I would like to honor TCG's black staff members who've been contributing their extraordinary talents and energies to this convening amid this uprising. I'd like to pass the mic now to one of those staffers, Samuel Morielli to introduce our presenters. Thank you, Teresa. Hi everybody, my name is Samuel Morielli. I am the conferences and field by learning coordinator. I use then he pronouns. We're first going to give our attention today to Jimmy, the artistic director of Kenny Leons true colors theater company will then pass it over to money calls the multi talented director actor producer. And we will close out with the ever powerful Nicole Salter actor writer and TCG board member. It's crazy to me that I have an opportunity to address you all today. When I participated in my first real play 15 years ago, I had no idea TCG, let alone an entity called the American theater existed. I was an overzealous wannabe jock who wasn't skilled enough to make the travel roster of his D one football team. So I had some extra time on my hands, why not be in a play. The collective breath of an audience taking in the beginning of a play. I was hooked. And when you fast forward a few years and I'm a wide eyed full lip to bushy tail 23 year old, and I've landed my first professional job as an Allen Lee Hughes fellow at arena stage. I read my first American theater article, an older article written by Zelda fish handler, one of the founders of our beloved movement. During the ropes and Zelda's dream house lit the flame of a desire to aspire to be like Zelda and become the artistic director of the theater one day. I then dedicated my career to learning how to do that. I was taught that the position to leadership problem solving skills and a sharp acumen that was only developed after spending years learning the trade, like blacksmithing a former boss of mine once told me. Here I am coming to the end of my 11th year in the industry and on the third day of the ninth month of my career as an artistic director. The job looks a little different than the one I aspire to those years ago. In May, the lovely Amelia sent a kind note to me after a zoom meeting with my first year artistic leaders, telling me how nice it was to see my ever zoom present two year old journey. And on the call that she wanted to gauge my interest in speaking at a conference session about cove its impact on our work, where we are as a field, and where we're going. Emails from Amelia are always welcomed as an email from her changed my career trajectory. She informed me I was receiving a TCG leadership you grant back in 2015 and yes Michael Francis and Amelia. I still list the fellowship in my bio as per the grant agreement. And even though the time period has passed. I'm still nervous that one day you'll come back and take. One moment everybody it looks like Jimmy oh, we may have lost your connection bear with us for one moment folks. Hey everybody can I be heard. Can hear you Jimmy oh. Okay. Should I should I continue. Yes, absolutely. Great. Sorry, sorry. All right. I quickly affirmed my interest and started thinking about what to say. And these coven times when we are forced to be away from our institutions the words of Jack ruler came to mind about inspiring our community to continue to invent non traditional ways of seeing theater. Leaving DC, I moved to Minnesota where Jack's predictably unpredictable ideology taught me a lot. I recall his audacious autonomy production, set in a large event hall featuring driverless cars and audience members and golf carts that popped into mind as I was thinking about what to speak about. And one of my time as a Minnesota artists, the words of mentors of mine like Marion McClinton and James a Williams, and they price started to see pin two. I thought about the collaborations they were able to build in St. Paul's to number theater, one of our fields pioneering black theaters, and also about the type of community focused work. They were able to continue at Pillsbury House Theater, located in the powder horn neighborhood in South Minneapolis. I was thinking about how I could speak to the value of creating culturally relevant theater companies, deeply rooted in the wants and needs of the community they serve. At that moment, I knew my direction and the only thing to do was to write down the thoughts and get ready to slightly wing it a bit per my style at the conference. On Memorial Day, May 25, George Floyd was murdered by Minneapolis police at the intersection of 38th and Chicago in the powder horn neighborhood in South Minneapolis, three blocks away from Pillsbury House Theater on 35th in Chicago. And then Clinton once told me, and it's something I continue to share with actors that the expression of anger is grief that has been silenced for too long. I deploy the phrase whenever I'm asking an actor to reconsider the impulse to yell or scream their lines in hopes of connecting them back to the suppressed grief, their character has witnessed. During the moment, the life was forcibly snuffed out of George Floyd's body and me speaking to you today. I've seen blocks that I frequented post offices my mail was delivered to in the community members I've marched in solidarity with lay heavy with her. And I've seen their pain boil over. In the time between George Floyd's public lynching and today I've seen black people friends, family, my wife, my mother, my colleagues battle back tears, as they consider how George Floyd could have been them, or their children, or their parent, or their friend, or their partner. One particular colleague is my staff member Nikki Toomes, who reminded me of the words of the great griot August Wilson, and King Hadley the second the character Tanya shares her truth.   She's sitting down trying to figure it out trying to figure out what happened.  The next minute it's full of death.  Say come down and make the identification is this your son. They got to put a number on a John Doe number four. She got the dinner on the table. Say junior like fried chicken. She got some of that. Say junior like string beans she got some of that. She don't know junior ain't eating no more. He got a pile of clothes she washing up she don't know junior don't need no more clothes.  She got to go buy one. He can't try it on she got to guess the size. Somebody come up and tell her miss so and so your boy got shot. She know before they say it. Her knees start to get weak. She's shaking her head. She don't want to hear it. Somebody called the police they come and pick them up off the sidewalk dead nigga on brand more road. One day that a human being named George Floyd was executed and what could only be viewed as the epitome of white supremacy and where they all too powerful metaphor of a knee pressing onto someone's neck choking the life out of them while they plead for breath. I saw a white woman use her privilege to incite panic and alert the police by screaming that a bird watching black man was threatening the life of her and her dog. In the time since those events I've seen my current home Atlanta Georgia burn and the cities across the nation where I've created art inspired empathy doing this thing we call theater and the cities where I've called home. I've seen people take to the streets in my own home my partner is so enraged. She's mad because the companies and organizations she supported corporation she's worked for and businesses she spent her money with are failing to respond to this moment. We'd love to enjoy watching our two year old embrace her daily discoveries but yet we have to navigate all of this. In the time since I've watched as members of our creative community and the arts organizations they are affiliated with put out statements of solidarity and speak up about the evils of racism. And I've also seen my black colleagues begin to push back against the races and white supremacist culture of the American theater. I've seen videos go viral and post the personal testimonies touch the heart of the masses as people have decided that their grief has been silenced for too long. In my time studying the ways of artistic leaders and those who have held positions of power influence and leadership in the American theater. I've come to one upsetting conclusion. It's all been a lie. The idea that anyone can become a successful artistic director is alive because we built our edifices on the pillars of white supremacy. We built boards to perpetuate its principles. We've catered to an audience who refuses to embrace our perpetrated values of diversity and equity.  We put it off of their work. Yet we refuse to set them up with a runway to a fully realized career. I believe the lie. I accepted the idea that the American theater put in my head that maybe I could change the system. I dedicated my TCG fellowship to finding ways to create a pathway for more BIPOC leaders to inherit our flagship and important regional theaters. I accepted that lie that the change was super hard and that as leaders we are beholden to backwards boards and aging audiences, but eventually change will happen. Well, if not now, then when, when discussing the impact of COVID with another newly minted AD Michael Bobbitt, he said to me that a return to business as usual will feel like a failure. We probably meant something more profound, but I read it to be that COVID is a moment to rethink the ways we run our organizations that the leadership in this field is made up of problem solving sharp minded individuals that our funders in our communities have entrusted with their support. They are the visionary leaders I was told I had to apprentice under before becoming an AD. Surely, they are capable of making the changes we need. In that moment, Michael's truth rubbed up against the big lie. I believe that in any moment of theoretical dissonance there must be three sides to an argument so I applied them here. The first is that if the change could not be achieved, then the leadership in this field must not have gotten here by the same merit based system. I was made to believe existed. The leadership arrived at their positions under qualified to lead us in the direction we all want to be led. If that's the case, then our leadership has benefited from a system of white privilege that allows under qualified people to assume leadership positions, while making it more difficult for people of color with equal and greater qualification to land those same jobs. It's true and our leaders are upset and feel triggered that I hinted that they are under qualified for their positions. They need to know that that is the exactly how my colleagues feel when their intelligence is challenged in board meetings. When our audience. Me all. We may have lost your audio again right when it was getting good to back y'all back. I'm back. You are back now. I'm coming up right then dive right back in please. Right. I believe that in any moment of theoretical dissonance there must be three sides to an argument so I applied them here. The first is that if the change could not be achieved and the leadership in the field must not have gotten here by the same merit based system. I was made to believe existed. I believe that the leadership arrived at their positions under qualified to lead us in the direction we all want to be led. If that's the case then our leadership has benefited from a system of white privilege that allows under qualified people to assume assume leadership positions while making it more difficult for people of color with equal and greater qualifications to land those same jobs. It's not true and our leaders are upset and feel triggered that I hinted that they are under qualified for their position. They need to know that that is exactly how many of my colleagues feel when their intelligence is challenged in board meetings. When our audience members treat patients of color like they don't belong. And when we try to tell artists of color that their authentic experiences and expressions don't fit into the narrow box we've outlined for them. If side number one is untrue, then maybe the reality must be that there has been a gross case of malpractice, not too dissimilar to the county coroner, who did the initial autopsy on George Floyd and arrived at a different conclusion than the independent reviewer. If our leadership cannot create the system that they, in their own statements of solidarity say they want, then we have been hoodwinked bamboozled, led astray, run amuck. If one of two statements are untrue, and yet systemic change is still impossible, then the third side is possibly the most disheartening. Our leadership must believe that white supremacy is the law of the land and they too believe that black people aren't entitled to the same equity and opportunity that they themselves enjoy. Foundations in our funding community must believe this too as they continue to give out grants at disproportionate rates. The racial demographics suggests that organizations most deserving of these essential dollars are white led and white serving. As we extend the field's disinterest out to include other BIPOC communities, the possibility of this reality is just too heavy. I pray it's untrue. I pray that the colleagues who smile with me in sessions who like pictures of my family on social media and who commit themselves to the same daily pursuit, don't value me and my skin folk at three fifths to their whole. I can't answer those questions for the field, but I know that our actions will reveal the truth. I know that because the people who have charted the path for me shouted back at our indifference. To be better decades ago, and yet the actions of leadership didn't make enough change. Leaders of the black arts movement. This is just before and this is the progress we put forth. So don't text me asking me to see how I'm feeling. Don't ask me to come work alongside your organization. Don't email me asking to run some ideas by me for free. If we aren't actually going to do it. Matter of fact, you fix it. Your visionary leaders. It shouldn't be upon it shouldn't be up to a first year black ad to stand up and say enough is enough. I should be focused on ensuring that true colors is living up to the values we state, and that we are home for black artists and community. I shouldn't have to feel nervous about the effect of sharing these truths and the negative repercussions that maybe fall me or my organization or my black colleagues. We are facing a crisis of moral leadership.  Our white colleagues should call out the bad behavior our artists are speaking out about. I'm thankful for the way in which TCG has made changes to the convening answer today's panel. Their leadership is so crucial and to the way that and the way that they have advocated for disruption of the norm is admirable. Our platforms have to be pathways to progress. I've been down in my soul deep in my soul. That's my truth. And I must first hold myself accountable. If I have a platform and I don't use it to its full extent that I am just as complicit as the failed leadership that's led to this moment. I've let white supremacy win and failing to use my platform. I've not just believed the lie. I've become the lie. I become the artistic director that I railed against when I set my eyes towards that role at 23. My fellow panelists Nicole Salter said to me that if you don't believe in empathy, then why are we making theater? I'll add to that. If you can't create a system where we can inspire empathy and achieve true equity, then why are we leading theaters? Our government's leadership failed to respond to this COVID crisis.  Because of them, we can't do things we love like discover a new moment in the rehearsal room or embrace an audience member who's experienced something profound inside of our theater or share in a playwright's joy at the final curtain of their world premiere. When we eventually return to our institutions, will our leadership ensure that those above experiences, ones that I hoped filled us all with nostalgia and the outburst of joy, will our leadership ensure those said experiences are able to be shared by everyone on this call. That first breath, when the curtain goes up and the audience takes in the beginning of a new story, that's what we're fighting for. Thank you to the mentors and those who came before me for your fight. Thank you to Amelia and to TCG for allowing me to speak to you all today. I pass it to my colleague Monique Hope. Hello everyone. Hi. All right, hi, my name is Monique. Hello Mo is my name sign and my nickname. I'm involved, I've been involved with this organization since 2017 for EDI as a co-facilitator. And that was my first experience participating in what's going on with TCG. And I've got to tell you I was impressed. There's still a lot of work left to be done. I'm happy. I'm grateful. Thank you for letting me be on this panel. Thank you for giving me the opportunity to express, you know, some positions of the disability and deaf community. So now with coronavirus and with Black Lives Matter, it is definitely disheartening. And I also stand with you all at the same time as an actor.  I am a part of this community, which means we are working together. And I never thought that I would be involved with hearing people, meaning, you know, they're not signing their, their speaking and their listeners. And that's because I was adopted by a deaf family. It was a white family. I went to school where they use sign language and the high school performing arts that use sign language. And I ended up in a hearing university. I said, oh, well, you know, and now I'm here and I work in both worlds in the hearing world and theater and the deaf theater world. And I realized that I have become part of a bridge between these two worlds because in the deaf community, you don't get the same information as the hearing community. And they also, they don't hear, you know, we see that's how we get our information through our eyes with captions. That's how we get our information. If an interpreter comes up, that's, that's why you see an interpreter here and also captions at the bottom of the screen. It's very important visual information. So for us, how we, how, how we get deaf people involved and how we participate, it's a lot of work. We have to do a lot of legwork. Which means I have a lot of legs all over the place. And myself as an actor, I work for different theater, repertory companies. There's a lot of big gigs that I work for. I work for the Oregon Shakespeare Festival. And I have learned a lot in my time. Bill wrote Schroesch. It was his last year and he was a facilitator and we really, we talked a lot about POC. What does that mean? People of color for the community in Oregon.   And how can we POC people of color feel safe? I think that's a primary issue for the artistic director. They're very worried about that. And so what he did was he went to different stores and restaurants in the neighborhood and different businesses and engaged and engaged all of them so that they could feel like they were aware and on guard. And to understand that Oregon Shakespeare Festival has created space for their audience to feel safe. And it is possible. And we can make it happen. We need to educate people. We need to engage with them. And the Juneteenth celebration, we included an LGBTQ celebration. Summer outdoor performances, exhibitions to in order to share our art and our stories. We've done that. And that's what we have to do more of, more and more of that. And that also means we have to include interpreters and captioners in order to do that correctly. Oftentimes we in the deaf community, we the deaf community are excluded. And so what can we do? What do we do about that? You know, that's another issue.  There's all of the and they're continuing to hire deaf people to put to be on Broadway, which is amazing. But at the same time, we are we need to bring more POC more people of color it's slow, but we are on a steady march forward. So, we see, okay, what's the problem because why don't we see more POC involved. And it's because we don't reach out. And some of that information doesn't come across, which means we need a team of scouts of people who are who know where to go and who to contact in order to get the word out. And I think that it's similar for all people of color in the theater community, we have to watch and see and get everyone together. And also we have to educate the white theater community. And that's something that I'm really pushing for Elena Chang. She is awesome. We had a wonderful conversation. And that is what we need to do. We have to have open dialogue. We were talking about EDI and how there's no limit to meetings or conversations. We have to include those things in the collegiate curriculum. And I'm so serious. I'm not kidding. I really, really encourage to develop a 16 week curriculum that is specifically for the theater department and the HR department in order to include also to include job opportunities and creative writing and we need to get those lessons also. So hopefully we can expand to high school courses. But EDI needs to be aware of how we can all work together and work as a team and stand together. Oftentimes I find myself very frustrated as a person as an Asian person of color. I'm like, what can I do? I ask myself. And when it comes to, I hate selling myself as girl scout cookies. I don't get a badge, right? I wish I could get an artist badge for the first time. So I went to the artistic director and I said, I would like to direct this. And the artistic director said, oh, you're deaf. Well, I don't know how that's going to go. Understand I have an MFA degree. And the artistic director said, well, yeah, but I don't think hearing people are ready for you. That's what they said to me. So I always hire hearing directors for miracle worker for tribes. That's what they did. And these are all deaf characters involved and they're going to hire a hearing director and I am perplexed by that. So we have a similar problem. I've noticed that it's very interesting interpreter interpreted theater interpreters who work for theater. When it comes to black and Asian interpreters, they don't ever call me to do anything involving theater work unless there's a person of color in the show. What's that?  Why? You know, it's not only theater but outside. It all has that that has to stop. We are people, we are artists, we life mimics art art mimics life and we are intertwined and it's not. There's not an unequal balance. It is all intertwined. That's one thing. It's all intersecting. Thank you. And so when we talk about inclusion, for me, I don't believe in that word really in the word inclusion. It's kind of like bringing one poor one one poor person and bringing them into our group. No, I want to see what intersectionality what what it looks like to be intersectional. Which means that all of us come together and create a collective world, like a flower, like petals in a flower, you know, and we can bloom together if we have that ideology, not, not the other kind. So we have to stop thinking of things like that. We are part of a whole. We are not one group and one other group we are one whole. And, and that's really my message. Thank you. And now I think I'll go ahead and turn it over to Nicole. Thank you. Sup y'all. So, yo, Jamil, Momo. Thank you for being in your company. So thankful for all the things you had to say. You speak the truth. A lot of this is going to like redundant because they don't set it y'all said it all, but I'm going to, I'm going to give you my piece and let it rest. What a time this is an epically injurious time. Yes, what an uncertain time. Absolutely. But also, what an opportune time. Opportuned in the opportunistic way in a, let's buy up all the property and stocks while the price is low way in a kick a person while they're down exploit them because they're desperate way, but I do mean particularly favorable and appropriate time. This is every time is a time for something every condition lends itself to more certain activities than others. Ask women who give childbirth. There is a time to breathe. And there's a time to push. There's a time for everything under the sun. Some of these times are a product of our force, but some of these times are natural. They're built into the life cycle of everything. We call these times breakdown. Fall apart. Breakthrough. Some call them ebb. Some call them winter.  I believe such a time is this. And in that regard, at this time, when I feel my industry crumbling around me, my society crumbling around me, my nation even coming done violently. I am choosing to be excited. Yes, I am full of anxiety and rage and exhaustion. I was going to curse but I'm not. And fear. But I'm also excited because it could be said every tornado has an eye. We all know that from the movie with Helen Hunt. And the middle of that I is still it's a pause. I'm excited for the pause this time to stand still. I find solace in that pause because in it we can look up and see everything whirling around us we can see the bigger picture. We can do some assessments, some recalibration, some strategic planning. We can take a universal long view and that perhaps strangely comforts me. From this wide view I can get out of my own me narrative and see that the disease is something we are all experiencing. And it is, well, appropriate. Human anger is an appropriate outcome of perceived injustice. Destruction is an appropriate outcome, an inevitable outcome, a reliable outcome when you're out of alignment with the truth of nature. Human beings create societal systems that reflect how we see the world. In the western world we once thought the world was flat, linear, hierarchical, and what did we create? The food chain, the chain of command, caste systems, ladders of success.  Life is cyclical, that nature is ordered, not ranked. Lions are as important as the bees. There is no linear change. Instead, all things are connected. Inextricably, if you move a rock in Montana, you make a wave on the coast of Indonesia. We've come to know these things. These things that indigenous cultures around the globe already knew beyond the shadow of a doubt. The western world used its scientific method, the method it trusts above all else to finally come to know these things, that they are true with a capital T. But what systems do we continue to create? We talk about checks and balances, but all our systems have always only manifested hierarchy. We are out of alignment with the truth, and whenever a living thing is out of alignment with the truth, therein lies the emergence of dis-ease. Dis-ease, signaled not by pain, pain is natural, physical, teething is pain, birth is plain, growth is pain, injury is pain, mistakes are pain, but suffering, suffering is unnecessary. Suffering is mental. Suffering is the condition of remaining out of alignment, despite opportunities for restoration. I think it's safe to say there's a lot of suffering in the world. Suffering that at the root comes from this dis-alignment, from living a perpetual, unceasing lie. Scarcity is a lie. There is enough for every human being on the planet, everything they have to thrive in life. We have created systems that do not allow for that truth to manifest. But just because we insist on the experience of scarcity doesn't change the truth of nature's abundance. Just because the clouds cover the sky doesn't mean that the sun stops shining. Ability is a lie. We have different abilities. Race is a lie. Our skin has different colors and shades. That's true. But what we made skin color mean, that's a lie. Systems that value some people more or less than others is a lie. Gender binary is a lie. Our genitalia may be different. This is true.  These lies cause suffering because that's what lies do.  Think about the times you've been lied to, all the times that you have lied. You suffered, you caused suffering. You know this is true. You know this is true. These lies, this disease and this suffering permeate every aspect of the Western world. Perhaps every aspect of every world, our field is not excluded because it is well-intentioned. Because it is a 501c3 charitable endeavor. Our field is actually, in actuality, built on these lies of scarcity, of hierarchy. Every season the systems we have created, these systems we continue to honor and uphold and work within, affirm in best practice year after year. There is not enough to go around. Some people are more valuable than others. That some things are more normal while others are not. Just as we as a nation in practice year after year continue to affirm with the systems that we build and maintain that all men are not created equal. All men are created equal. But we do not believe it. For if we believed it, it would be apparent in our manifest outcomes. So what do we believe? We believe there's not enough resources. We believe money and power will make us impervious to harm. We believe that control and dominance of our spheres of influence are the most honorable endeavors. We believe in hazing. We believe inclusion is earned through dominance and competition. We believe in the survival of the fittest human being and that the weak is deserving of death. We believe the victor gets to tell the story.  We believe that the ends justify the means. How do I know this? Look what we've created. And yet knowing this brings me joy because inherent in this awareness of suffering is the potential for the suffering to stop. For the balance and the truth to be restored if we let it. It is not a transgression to be out of alignment with what is true. It happens. It is a transgression to remain out of alignment once you become aware, once you see the suffering. Not a ridiculous thing to believe that the world was flat. That's all we could see. But when it became evident that we wouldn't fall off of the planet at the horizon, that the horizon is perpetual. It also became clear that the line is a lie. It's a circle. It's a sphere. It's a never ending everything connected hodgepodge. Another cool thing about nature is that she cannot be divide defied. As long as we are out of alignment, we will continue to suffer. We can numb ourselves temporarily. We can create new policies. We can distract ourselves periodically, but nature will offer no reprieve to our suffering until we change. Her law is absolute. As long as we live alive, we will suffer, suffer until we destroy ourselves even nature does not care. She will take our carcasses and decompose them like the rich soil for something new to be created, something new and healthy and in alignment with the truth. Life will go on. The difference between human beings and most things in nature to our knowledge is that we don't have to wait for evolution to change us. We can opt into the necessary change. We can actively participate in and direct to an extent our own evolution. We don't have to keep the systems we have. We made them up. We can make up something else. And there's no better time to do it than when things fall apart, when the dam is breaking, because it would be sad. It would be so sad. It would be even more suffering-inducing to, after this moment in our field, return to manifesting the lies we were manifesting in the systems of our best practices. How can we do that? How can we choose to step out of our suffering? First, I think we can, even if just for a moment in our imaginations, we can take this moment to press pause and assess the mission and whether or not we're on it. What are we? Artists, people who give creative expression to life and its meaning. What are we doing? We're telling stories. Why are we doing it?  Every human being is a storyteller by nature. Humans can only experience life through the context of a narrative. Stories are the software to the body's hardware. Narrative is the only way we can experience and make meaning out of life. But if every human being is a natural storyteller, then why do we need to be storytellers? Because we want to bring more consciousness to the story making. We want to influence the collective narrative of humanity so that we may participate with more awareness and our own collective evolution. So that we may choose with more awareness who we want to be by looking at the events that determine who we are, why we are. We do it because every human being by virtue of being alive has the right to contribute to the human narrative. To be included in the collective narrative. To bear witness to the narrative of humanity. How do we do it? Currently we do it out of integrity. We say one thing and do another. The nonprofit theater world was created to ensure that every community has access to participate in the evolving narrative of humanity. But most art institutions across the country are seemingly only interested in producing theater derived from New York Ivy League Broadway industrial complexes. How do we measure success? Box office receipts, reviews, transfers, are those indicators of service? We say we give voice to the voiceless when some of us haven't even heard from our own staff members and artists. We say we serve the community and the people across the street from our institutions don't even know what we do. Let alone find our offerings to be of service to anything that they need. We say we believe in diversity, equity and inclusion and our staffs, our boards and audiences and the majority of our artists are all disproportionately white and cisgendered and able. And let's not even talk about diversity, equity and inclusion of ideas and artistic forms. We tell lies. I was asked by Devin to reflect on what I want to change in this moment. There are so many policies I want to change in this world. I would love it if every case of police misconduct was automatically sent to an independent prosecutor and the officer taken off duty and put at half or no pay and kept from using benefits until the issue was speedily and thoroughly resolved. Maybe they think twice about how they treat us because they no longer have the benefit of the doubt like every other citizen. But that would be pruning the tree because at the root the idea that certain lives have no value would still live. Prejudice discrimination and racism and transphobia and homophobia and misogyny will all just manifest in some other heinous way. In our field. I want to take this opportunity to get to the root of this strange fruit. I want us to correct this lack of integrity. Stop lying to ourselves and each other stop lying to the communities we're living in about what we value and about what we're doing to serve. Don't say you're in solidarity. When what you mean is that you offer distance support and endless empathy. Because where I'm from solidarity looks like my sister was fighting.  When I'm fighting, I say my sister's fighting. Support is let me text you the link to the bus schedule.  Solidarity with an ideal means that when the tentacles of hierarchy and dominance are dismantling equity, I get some bricks and go rebuild it. And when I'm done with my reputation and speak up, I snatch the mic like Senator McCain and say no no. That's not true. We can disagree, but we will not lie.  I want our budgets to reflect the truth of nature. I want our mission statements to reflect the truth of nature. I want our actions to reflect the truth of nature. I want the systems for delivery of our services to reflect the truth of nature. I want us to be in and maintain this integrity. So I either want us to change our entire system to achieve this integrity, or I want us to just tell the truth. We serve rich and or white and or old and or able and or cisgendered members of society, because that's what we're actually doing.  I want us to step into our power and accept its full responsibility, the responsibility of being a storyteller. The theater making of the past may be just that of the past. If that system dissipates as it apparently is, do we stop being of service? Is our service no longer useful? Are we non-essential? When there are no hospitals, does the nurse stop being necessary? Or do we turn the gym into a hospital? How do we build systems that allow us to be of service no matter what? Today, right now, we are writing the story that creates meaning out of the events recently strewn upon us. I want us right now at this opportune time as the tornado raises the land to find joy in the destruction of the lie, in the destruction of the systems that limit us to the lie, in the destruction of the cultural notion that we exist for the entertainment of people. I want us to find joy that we get to rebuild in truth and make a contribution to the end of this unnecessary suffering. We are storytellers, we tell stories, we can make this moment mean whatever we want. What will you do to shape that meaning? Let's get to work. Passing it to Sam. I'm muted, sorry. Thank you, Nicole. I would invite all of our panelists, please come on on video, join me here. Thank you, Monique. Seeing you, Nicole, seeing you, Jameel. Do you want to hop on with me here? I think you have to give me access. It says I can't start because you've started on it. Y'all, I am, first of all, just blown away by you, each and every one of you. This session is supposed to end at 1 p.m. Folks at home watching us. I'm sorry that we don't, I don't believe we have time for Q and A. And I think that's very okay. I'm so happy to have seen you all just take as much space as you needed in this moment. My team has told me that we have gotten phrased in many different ways this one question that I, we've decided it is maybe just a good closing thought for this plenary and a call to action to our attendees this week in a moment of national urgency. And that is, we've seen many non-black indigenous people of color, white and white passing eaters, making Black Lives Matter statements and continuing to uphold white supremacist structures. So my call to action, my question to you all before we close out our time together, how do we collectively continue to hold those folks accountable to doing the work that it takes to dismantle this system? How do we hold each other accountable to doing the work that it takes to dismantle this system? And if any of you would like to offer any other response, I would invite you to do that. Otherwise, I think there's more programming to move on to. I don't know what else to say. Totally. Yeah, fix it. And I want to be clear, I'm not putting this, I have no idea what's going on. We know. I just turned my camera on because I was typing this, but I'm reading the chat and everybody's saying, don't end the session, don't end the session, don't end the session. The session is the conference. We ended the conference for this session. This session is the work. We are only doing this, more of this all week long. So we have some time constraints because we gotta figure the rest of this stuff out. But I just wanted to say, I'm so grateful to our panelists for taking the space. And if you yourself have a response to Sam's call to action of how we may keep those non-BIPOC people accountable, can you put it in the chat and put some of the work back to the group, help us to share some of your thoughts and we can just reflect on that in a closing moment. And thank you for taking in the chat. We're gonna pass to Sarisa Eyring as we just taken these chats. Hi everyone, am I back? Well, I just wanna thank Jamil Monique and Nicole for those unbelievably urgent and powerful remarks. And just to say it was an honor to witness you all. People are asking in the chat lots and lots of requests for us to make these speeches available. The session is being recorded and we will also talk to them about whether or not they are willing to have those speeches transcribed. So letting you know that. I also just want to say that as a white leader in this theater field, I really wanna work with my white colleagues to figure out how we can dismantle white supremacy in our theater field. Yesterday, there were over 2,000 white people who participated in anti-racist space. And I think there's a will and a desire among so many to be able to, as Nicole talked about the lies, to be able to see where the lies are and commit to building a new truth of our field. And that means centering BIPOC, black indigenous and people of color and again, committing to dismantling the white supremacy that exists within the very foundations of our theater field. So I encourage us to use the time together to really over the next few days, explore that and figure out what our next steps are together. Again, if you have ideas, if you wanna put ideas in the chat, please do so, make sure you show up in the rest of the sessions. Also before I wanna go, I wanna share a few logistics and then offer another invitation to you all. First, I wanna lift up that the artistic director and trustee summits are happening and the managing director's summit has been rescheduled to tomorrow. For the conference attendees, the rest of the schedule will be posted in Mighty Networks. So if you're an attendee who needs support with Mighty Networks, please contact re-emergence2020atTCG.org, that's re-emergence2020atTCG.org. And now I'd like us to engage in one final collective act of witness and affirmation. Please share at least one moment from Jamil Monique and Nicole's remarks that was meaningful to you in the chat on the Zoom or in the comments if you're on YouTube. If there was something in particular that resonated with you, a charge to accountability you're going to hold, whatever you wanna reflect back is an act of responsibility. So if you're an attendee who needs support whatever you wanna reflect back is an act of thanks for their work. We'll hold for a moment, I think we can hold for a moment as we engage in this act of collective gratitude and we'll save these affirmations. And if you can't stay and add to the chat, then please just write down for yourself a moment that really struck you from what you heard and we'll have opportunities to share that as we go forward into the next few days of convening. Thank you so much and we'll be with you again soon. Is the chat going to be recorded? There's something, I'm trying to read them all, it's too much. We're gonna save it, Nicole. Okay. Please keep putting this in the chat, panelists.  All right, everybody, thank you for your time together. I'm gonna end this webinar and please I ask you to just consider these questions that we've asked these offerings that these panelists have given you and I look forward to seeing you all the rest of the convening this week. Be safe.


Hi everyone, Joe for jaspyscasebreaks.com coming at you with a filler break We got 2021 prestige football hangar box number seven coming at you with ten of those football mixer spots being given away at the end of the break Now here's a little special thing that happened to the folks that were watching live and in the chat at the moment Tim Who was who was the big winner of that st. Nick promo? He won the grand prize is given back He's given away two spots in this filler. So that's a giveaway spot right here So there's be three different dice roll the first one will be given away those spots second dice roll will be The break itself the filler pack break the filler box break itself and the third and final dice roll We've given away those mixer spots and if you're watching live, we just have to do one more filler to knock out the To knock out the break so big. Thanks everybody here So whether you realized him was given away spots or not you are lucky enough to Try to maybe win an extra spot. How am I gonna do this here? Let's grab everybody's names right here New dice new list let's take out these spots they give away spots can't win themselves And then it'll be the top two after this first dice roll and then we'll fill them into those other spots They're here top two after seven three and a four lucky seven times So yeah, big thanks to Tim for this fun little promo right here See you watch live participate in the chat and you may end up with something like this from the good people in the Jaspies community three and a four seven times top two good luck one two three four five six and Wait Tim. I realize you have full spots in this break to what if you want to spot?  We'll hold on the diet the last the last dice roll till we get an answer from Tim. It's his promo. We'll let him run it I would I would personally say first two who are not Tim Next one down. Okay, so we agree first two that are not Tim. We'll get those extra spots So once more seventh and final time Drum roll drum roll drum roll It's Scott and Jonathan So you can thank Tim in the chat You've got some extra spots, so let's get Scott's extra spot That space right there. We'll put a little rooftop next your name So you know you won that spot right there and Jonathan you won those spots one in three We're the ones that Tim wanted to give away. So there they are right there. So big. Thanks Tim All right now Let's gather all these aims again and now let's do the break. This is the second dice roll All teams are in for this hangar box roll it randomize it one and a three four times one two three and four and One and a three four times for the teams one two three And four all right So here's the for no trade windows in these filler breaks, but here's the first half of the list right here And there is the second half of the list right over here Let's alphabetize by team and let's print. Good luck. There could be some surprises in a We're doing a prestige hangar box. Yeah, that's a hangar box It could be some surprises here. Maybe Maybe not Here's the final print out hot off the presses new toner loaded up in here, too There's to a JK Dobbins Bobby Wagner Jefferson Etc etc Have any fun rookies here, maybe Askeridge Perkins Javante Williams Trayvon more rondale more. All right, nothing too crazy in here So I feel like a Trevor Lawrence insert a rookie card or something like that, but it's all good The whole point of this is not Really this hangar box itself, but who's going to win those 10 mixer spots? We have a fun football mixer that's on the site right now. So let's gather all the names again And we'll let's do the third and final dice roll Six and a one seven times. So top 10 after seven. Good luck one two three four five six And good luck seventh and final time after seven from 11 on down Sorry scott close no cigar But thank you and thanks everybody for giving this a shot. I appreciate it Top 10 you're in the mixer Jaycee you're in jonathan mark jonathan scott jonathan tice jonathan lee and thomas Congrats the top 10. You're in that football mixer Get Jaycee's name. You're in the football mixer We've got to do one more to unlock that football mixer So if you're watching live, let's do it and it's a pretty quick break too.  Jaycee's case breaks.com. Bye. Bye


Hey, I'm Andrew Connell this video is an overview of one of the chapters in my course mastering the SharePoint framework that's available for purchase on my site boytannos.io this overview video is going to give you an idea of everything that the chapter covers you can learn more by checking out the description and the notes below the video if you got any questions about this chapter or about the course in general just make sure you drop a comment below in the below the video and I'll be sure to get back to you so with that let me get out of the way enjoy the overview to this chapter hello and welcome back to my course on mastering the SharePoint framework in the previous chapters of this course I showed you how to create your first SharePoint framework project and then we picked through the structure of the project while we touched on a lot of things in the project but in this chapter we're gonna focus on web parts client-side web parts might be the most common things that you're going to build for SharePoint environments and in addition if you work with Microsoft 365 and SharePoint online web parts of the cornerstone to the other types of extensibility options that we can create for instance when you want to create or use the SharePoint framework to create custom Microsoft Teams apps you're actually going to create web parts and the story is the same when you want to create a single page app or spa for a SharePoint site these other scenarios using SharePoint framework to create apps for Microsoft Teams and spas for SharePoint sites are covered in the advanced web parts chapter in the ultimate bundle of this course but in this chapter we're going to focus on building your first client-side web part so not only are you going to learn how to create a client-side web part but we will cover some of the common things that you're going to run into when you're creating these web parts for instance you're going to see how to modify the default code that's provided for you and you're going to see when your changes are running in a live web part as well and from there you can implement your own custom logic I'm also going to show you the different project templates that you can choose from when you create your web part and along the way you're going to learn a few typescript and JavaScript tips like barrels and good code optimization and more now not everyone who signs up for this course is a seasoned web developer so if that's you then you're going to pick up a few of these typescript things along the way and in addition you're going to learn how to change the name and the description of your web part as it appears in SharePoint and how you can use a different icon when it's listed with other web parts as well and then finally you can see how to set properties on your web part to be used for configuration and allow users to make their own changes to the settings as well as how to persist these changes for the next user who's going to come along to use your web part now I think it helps when learning a new technology to have a scenario in mind as it's easier to grasp the data and focus on the technology rather than some contrived scenario so for this course I'm going to use the American space program all the data in the is in the public domain so I can avoid any copyright issues and plus might be a little bit of a space nut okay one last thing this course is 35 plus hours long and it contains over 150 lessons I just can't keep every last demo updated to the most current thing to show you the latest and greatest changes in the projects so always refer back to the first two chapters of this course in the chapter called your first SharePoint framework project and digging into the SharePoint framework for the latest yeoman generator updates but if you ever have a question just leave a comment below in the lesson that wraps up the introduction to this chapter on creating web parts let's head into the next lesson and let's get to work creating some web parts so I'll see you in the next lesson


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Dear friends welcome Did you hear that number? Won't you be happy if our work had saved just one life? I would But we've done so much more than that this movement is growing stronger every year We are saving more and more lives. Thanks to all of you and your hard work and we just heard all of you had committed to zero preventable deaths and 69,519 lives were saved Well, here's how you did it. You did it through implementing our actionable patient safety solutions including those for reducing healthcare associated infections You did it through improving the culture of safety with committed hospitals and Reducing medication errors and improving both maternal and neonatal safety There were also a record number of unique Projects for example Laredo global took on the initiative of saving life through simulation education and training The secretary of health for Mexico City created a program in Mexico El Medico in Tocasa that brings hospital-level care to vulnerable homes of patients Rayler Scott and white health created a high-risk surgery initiative which implemented volume standards for 11 highly complex procedures to reduce complications and Seoul National University Hospital is reducing in-hospital cardiac arrest during procedural sedation by using a Pre-sedation checklist keeping sedation records and educating staff on sedation procedures You'll hear from over a dozen Groups in the next day and a half about what their institutions are doing to save lives every day in their hospitals by January 2016 we announced here 24,643 lives were saved and We made the goal to reach 50,000 lives saved by this year as a February 2017 we've more than doubled that number and In the last 12 months You have worked so hard You've gotten your colleagues to work so hard and you've did it with full heart So please give yourself a round of applause. Thank you. I would like to Express a debt of gratitude for all of our volunteers the regional network chairs are Steering committee members the working groups that have worked on the three new apps and have improved the existing apps and our board and The Massimo team for all of their volunteering and energy to this movement. I Also want to thank the families that are here sharing their very personal and tragic stories They probably wouldn't want to remember what happened let alone speak about it But they know their stories help save other people's lives These stories are important because they encourage all of us To act so that no one else dies from medical errors Now if these stories were just anecdotes and there wasn't 200,000 plus people dying in our country There weren't three million people around the world dying from preventable causes I would not be trotting them in front of you We would not be asking these families to do it, but these are just unfortunately Just examples of what happens every day every month every year in our hospitals. I want to thank Ariana Longley a one woman army. Let's give her a big round of applause. I also want to thank Jordan Gamert I want to thank dr. Mike Ramsey Dr. Steve Barker and dr. Dave mayor for the many sacrifices That they took to help keep this momentum of our patient safety movement going and make it stronger than ever I want to share with you some of our progress and some of our challenges for the year It's important you hear both on the progress side. We are now 43 countries strong We have 20 regional chairs 11 in the US nine outside the US Working very hard to convince the hospitals in their regions to join the movement Join the commitment to zero preventable deaths Metronics signed the data pledge. I'm really happy to say just this morning. Ed was life science signed the data pledge We got new large commitments from the American College of Obstetrician and Gynecologists Laredo, March of Dimes, the newborn Foundation Censor in Spain and the VA Medical Center They helped us blow away our goals each saved over a thousand lives per year So give them a round of applause, please and also one of my favorites perish Medical Center in Titusville, Florida Became the first hospital to Commit to implement every apps every actionable patient safety solutions and right behind them our own children's Hospital of Orange County right here Locally, so thank you. That's huge. I'm not gonna use that word again, but that's really big but But I have to say Imagine if all of you didn't just implement one or two or three or four of the apps which implemented all of them You'll learn soon how many hospitals have committed if we just did that Would be almost done well, I'm gonna say it again, but we learned that Arianna and Jordan are forces of nature and it's great to have them on our team and President Obama announced Vice President Biden's cancer moonshot project which promises to make cancer Hopefully a preventable death. I know the vice president humbly puts it ending cancer as we know it But I think it's going to do much more and The seminal work done by dr. Dave mayor our very own dr. Dave mayor with his team from MedStar in implementing the candor program has shown that Action out of kindness Can not only be clinically gainful but can be financially gainful and That work I believe is just the beginning and It's they showed 50% reduction in mortality and saved just last year 30 million dollars Now imagine if every hospital adapted the candor program would be halfway done if not entirely done This is the future of health care a health care system that assures patient safety and dignity and Health care providers safety and support Let me just briefly explain candor to you very simple concepts I called actions out of kindness and transparency The goal Apologize within an hour of a patient getting home Don't charge the patient's family or the patient's insurance or payers any fees for any care that was given if they're harmed work with Legal people that are not trying to protract Settlement discussions in fact pay them a fixed fee whether it settles from half an hour or five years and Most importantly Support the health care people don't shame or blame them instead work with them to figure out How can we avoid this event again? So what did that produce it produced incredible results it makes sense and My wife was telling me today that she's convinced that when you're kind you also live longer So hopefully one of you will do that study and improve my wife right, but we also had our challenges Some hospitals that made commitments in prior years didn't update their Pledges had they updated their pledges we'd be probably announcing over a hundred thousand lives saved annually Even if you just took their numbers straightforward. I Know they're still doing the work. I Hope they're still doing the work the Affordable Care Act is under revision and so are some of the big patient safety initiatives it advanced and Also in the UK NHS is being targeted for dramatic cuts putting patient safety at risk Despite some of these threats. We've managed to not only persevere but exceed our goals for 2016 and We made it we are at our fifth summit Our first summit started this movement with your love and actions out of kindness The summit then turned into a movement. I Remember as I was sitting down This chief technical officer of CERNA said we're in we're gonna sign the pledge at the first break Robin Beth from in amount in the healthcare system said we're signing on And that's why I realized this is not just a summit. It's gonna be a movement We're also Lucky that President Clinton and Carter vice president Biden senator boxer Dr. Patrick Conway Surgeon general rich Cremona and many more influential people continued to be at our side So here are some numbers to cheer you up. Let me summarize 43 countries 70 open data pledges 3526 hospitals around the world of which 2586 are based in the US and 940 international have joined the movement their pledges have saved 69,519 lives if not over a hundred thousand and Guess what a 2017 goals are now? 150,000 lives saved annually half 150,000 life-saving Half in the US half outside the US. I'm excited, you know every life matters. That's why we're here But to be part of something that will help save a hundred fifty thousand lives That's that's meaningful We'll live longer and we did the hard work at the mid-year meeting We figured out one of the three new things we got to go after and we've created three new actionable patient safety solutions for a total of 13 apps While all of these apps are very helpful processes to avoid preventable death None is more important than the one which is the first one which is culture of safety To get to zero and to stay at zero We must have at every institution a culture of safety from top-down Protecting the patients and the caregivers a Culture where blame and shame is replaced with root cause analysis and action out of kindness. I Know many of you are familiar with the concept of high reliability organizations The concept was successfully implemented in Japan in the 50s and It in the manufacturing area and it began showing his power in the 70s and 80s When something went wrong They didn't blame each other. They didn't call the police. They didn't call lawyers. They stopped the line They fixed it and turn the line on again So just think for a moment if we didn't do any more elective Procedures Until our hospitals had all implemented all the processes that are known to help save lives from medical errors Japanese manufacturers knew that quality just didn't make their brand stronger and create more Customer loyalty they knew it also saved money It helped their costs So Statistical process control failure mode evaluation and analysis Lean manufacturing they transformed manufacturing And they did it first in Japan by actually an American engineer Edward Deming who inspired it That's what we need now at our hospitals Along with our love for the patients. We need the culture of high reliability That's why I'm so excited about candor That's the right culture and it produced expected results And the next day and a half You are here to share your knowledge Share your experiences learn from each other and recharge your batteries Because we have so much work to do To get to zero We not only have to do what we're doing what you're doing But we got to get everyone else not just some other people but everyone else in the health care ecosystem to join us You have to be the best amongst us That's what Thomas Bostrom He and his wife lost their daughter to CLABSI Central Alliance Associated Plus Stream Infection. That's what he says. So particularly last year That is a big responsibility that you've got to accept I stand humbly in front of all the doctors and nurses. I couldn't fix a broken leg or save anyone's life except through you and Your miracle of healing is What gives us hope but you've got to work together so that that miracle of hearing doesn't get Interrupted by a medical error That leads to your patient's death We have to reject the tyranny of apathy and embrace the billions of action out of kindness We can't get to zero if we work half-hearted in health care We need to constantly act out of kindness and thoughtfulness Yes to err is human but to not put processes in place that avoid errors becoming fatal is inhumane When a patient dies unnecessarily It's not just a tragedy to their family Their community, but it's a tragedy for the caregiver in charge So many great doctors and nurses that we need leave the profession when that happens to them We can't let that happen. We have to stop it We have to do all that we can do so now let me move to the part I'm sure you've been waiting for let me introduce vice president Biden. The Biden family is truly a shining example of public service grounded in compassion and action out of kindness It's sad and ironic. I'm so grateful that vice president Biden is here today because he had to go to mass today because today Bo Biden would have been 48 years old But he still came tragically Brain cancer took him away from us about two years ago I want to take a moment and reflect on an honor Bo's legacy Bo was committed to his family his home state of Delaware and to our country as Many of you know he served in Iraq as a member of the Army National Guard and also served as the Attorney General of Delaware If cancer had not taken him away from us He likely would have been governor of Delaware and perhaps following his father's footsteps Gone to become a national leader In the wake of losing his son vice president Biden noted that his family's grieving process closed the window On his potential run for the White House during our recent election Bo was a close personal friend and I'm proud that he's being remembered in so many positive ways One of the final pieces of legislation Signed into law by President Obama included funding for the Bo Biden cancer moonshot, which vice president Biden Has championed. I'm also proud that Massimo is a supporter of the Bo Biden Foundation for the protection of children Please join me in a moment of silence to remember Bo and honor his lasting legacy of service While Bo's death today is not considered preventable We hope that through vice president Biden's efforts to end cancer as we know it it will soon be considered preventable Both tragic death was not just a big loss to his children wife siblings and parents, but to the world Not only because of what great things he was set to accomplish But it also meant that one of the most enlightened honest and hard-working public servants vice president Joe Biden Did not run for president in 2016 Had he run and one of the primaries? I'm sure he would have been President and we would have been spared some of these executive orders We are about unity here. We exemplify it. We need unity It will take some time before death from cancer is considered preventable But there are over three million People dying in hospitals worldwide each year from deaths that are preventable Only God knows what some of these people would have contributed to our society to humanity to science to our progress We are all here because we don't want any more preventable deaths Ladies and gentlemen, I'm so proud to introduce a remarkable man who served our country and the world for over 45 years He was elected to the US Senate in 1972 at age 29 Served six terms sounds familiar 36 years in the Senate before becoming the greatest vice president ever That's a fact his key accomplishments in the Senate were so many I'm not gonna list them all but there is one I have to mention the Violence Against Woman Act as vice president He oversaw the Economic Recovery Act and With his efforts None of that money went to waste and with the speed of implementation that only Joe Biden could demand He and President Obama led us out of the Great Recession He launched the Affordable Care Act with the president that has at least saved 125,000 lives through initiatives like partnership for patients And was last year the recipient of our humble humanitarian awards The speed the VP took on the cancer moonshot was similar to the speed and persistence he took on with the Economic Recovery Act Under the vice president Biden's leadership the White House Cancer Moonshot Task Force catalyzed novel innovative and impactful collaborations Among 20 government agencies departments and White House offices and over 70 private sector collaborations All designed to achieve a decade's worth of progress in five years in the prevention diagnosis and treatment of cancer One initiative made clinical research trials more accessible to cancer patients Another great initiative established the Genomic Data Commons a first of its kind public data platform for storing, analyzing and sharing genomics and associated clinical data on cancer The vice president helped lead the effort to pass the 21st Century Cures Act that provides 1.8 billion dollars over seven years for the cancer's moonshot scientific priorities And many other good provisions for patient safety The vice president was also recently awarded the Presidential Medal of Freedom with distinction which is the highest level of honor a civilian can get in our country Which I was very proud to witness was humbling and inspiring experience like every time you're in his presence And he's not done yet as a private citizen is continuing his great work with the launch of the Biden Foundation Focusing on ending cancer as we know it and pursuing justice equity and fairness for all And he's been a staunch supporter of the patient safety movement from the first time I told him what we're up to I remember he immediately said to me this is important I want you to come back and spend two hours with me to teach me everything about it that you can I got there with our board with a patient safety advocate he listened intently and since that day I knew he was committed And would stick with us to decrease the number of preventable deaths and he did But personally Vice President Biden and in fact all the Bidens are really great friends to our family Ladies and gentlemen please welcome Vice President Joe Biden


Hello, everyone. I'm very happy to welcome you on our webinar that is dedicated to types of product manager role. My name is Victoria Cofton. I'm the product leader and currently I'm based in Berlin. I'm working at Delivery Hero as lead product manager and I'm working for now on BDP products for our vendors, and specifically for so-called order flow, so the products that help vendors to process orders. Previously I worked for more than seven years in marketplaces and classifies industry in Eastern European market and I had various roles starting from product manager to product director. And here I put my link to my LinkedIn account. Please feel free to reach out to me after webinar and leave your request for friends or for following me. Yes, and for today let me quickly introduce the agenda that we have. So first of all, I would like to cover the five main types of product managers. So I will give you the introduction in various types that exist on the market that I met during my career as the product manager. The second point we will do together the exercise of understanding your profile and the third point as the outcome. We will do the short exercise of matching your profile with the relevant role. So let's start. And first of all, before we jump into details, I would like to make an introduction that specifically for now, there are still no industry-wise standards for how to categorize product management position. We can meet on LinkedIn different job positions open. Specifically in the job title, we can see just the grade of product manager, for example, middle product manager, senior product manager, product lead, product director and so on. Of course, in around 30% of job positions, we can meet, for example, technical product manager, growth product manager, but still I would say that there is no so strict classification for product manager's roles. And it's on us as product managers to understand what the role is about. And sometimes it's more about reading the job position description and also talking with the company, whom they need as a product manager and what this role will be about. And here, before we jump into five types of product managers, I would like to list with you all the product managers types that I met through my career. So also please feel free to leave your comments if any product manager type is missing or, for example, you met them also during your career journey. We can discuss it during the webinar. So first of all, of course, as the product manager, maybe the most popular type is so-called technical PM, right? So product managers that have quite solid technical skills who have the background of software engineer or QA. And these product managers are working typically in the technology heavy companies such as Google, Amazon and others. The second role is the B2C PM. So I met quite often the description of the B2C PM also on the LinkedIn or M1 of my network. So for the B2C PM, that is the product managers whose main focus is on the consumer-faced products. For example, Uber and Food Delivery applications and such. So these product managers are working closely also with the collaboration with the product marketing. They also have strong skills in UI UX and they specifically focus on the B2C customer segment. The next product manager type that I also met in my career, that is the B2B product manager. I would say that depending on the company on the product, B2B product manager could also split into three types, main types of B2B product managers, for example. The first one could be small business, product manager who is working on the products for small businesses, then medium businesses and then enterprise B2B product manager. For example, as the company like SAP, they are for sure the B2B enterprise product managers are working and they understand the customer segment quite well and specialize in the B2B products. The next one is the growth PM. As the technical PM, I also quite often meet the new job openings for growth PMs or among my network, I have product managers who specialize on growth. So for growth PM, they focus mainly on growing products, facilitating growth, scaling products, and also they work quite closely with the customer acquisition inside the company, conversion rate optimization and some monetization strategies. The next type is data or analytics PM. So these product managers quite often came from product analytics roles or business analysis roles, sorry, data analysis roles and they specifically focus on data products inside the company and they have strong expertise on data and how to build data products. The next type is AI PM. I think it's quite popular right now, right with the chart deputy. I also meet that I also see that some new job position as AI PM appear, and I suppose that this trend will be quite popular also in the future. And for AI PM is quite critical to specialize and understand the data science basics, the AI basics, and also for building sophisticated products. Maybe it's also quite crucial to have the strong expertise in this area. And the next one is the generalist PM. So this type of product manager has solid skills, general solid skills in product manager management, such as end to end product development from the idea to launch the post release support and so on. For generalist PM sometimes it's not so crucial to have the deep expertise in the specific domain or industry. And generalist PM can work in any company, any product, if the company needs such a PM. The next one is the marketing PM. For marketing PM, they are mainly working with the marketing departments or inside marketing departments. They could come from product marketing or acquisition or general marketing and they could work on acquisition products, landing pages, conversion rate optimization and ROI optimization. And the next one that I also met is the design PM. Design PM I would say it's quite a rare role for now. They could be met in the companies that pay attention to design. Design PM can work closely on the UIUX and that could be their main focus. Of course, such PMs could be integrated into design teams and together with design teams they could understand and make and find out how to make customer experience for the product better. And develop the product in that direction. And the next one is also the type of PM that I met. It's the visionary PM. Specifically for visionary PM, such product managers have really great and strong product vision. They can strategically think about the product defined the next steps for one, two, three years. And among visionary PMs, there are a lot of startup founders and co-founders. Visionary PM are really good at product strategy at defining trends, but could have some weaknesses in execution and team management and communication with the engineering teams. And the next role is the opposite for visionary PMs as they get things done PM. So these product managers type are deeply into execution. They maybe are closely a closer to program or project management. And they deeply understand how the team can execute what are the steps to deliver features, products and for them, there is no such an answer as no. So get things done PM are very valuable in the companies where the things should be just done. And the next type is the hardware PM. Previously here we were talking about the digital product management, so right about the internet products. But still for hardware PM is also the type of PM that specialize in the building products, devices as products. And I would say that we could also list this type of PM here just to keep in mind that this role could be relevant for building and improving various devices. And the next type, as you see we have plenty of them, it's the domain or industry specific PM. I will say that this role is quite often met. So for example, there could be product managers that have expertise in banking, in payments, e-commerce, food tech and other industries. And sometimes for such PMs, the job description looks like three plus years of experience in specific industry. And for these PMs are quite valuable in the companies that need this expertise and deep understanding of the product and the market. And the last one is the startup PM. So this PM could be the combination of everything that we have listed here. So specifically for startups, right? In the beginning of product development, sometimes the product manager could do everything from the idea, from market research, from user interviews to finding product market feed, then to scaling products, product marketing and so on. So startup PMs could vary on the startup industry, but I would say that startup PM could have all the roles, all the skills that all of the PMs listed here require. And yeah, as we saw, there were quite a lot of different types of product managers. I have listed there the types of product managers that I met during my career. If I missed something, or for example, you met other roles, please feel free to comment and describe the role. And here I would say that still we can categorize somehow the product manager types, right? Just bring the, let's say, clean up the house. And here I listed ways how we can categorize product manager profiles. First of all, of course, it could be by the company. So for example, technical PMs, data PMs, we can definitely say that such PMs could work in specific companies. So for example, technical PM could work for technical companies, data PM for data driven company, and so on. The second way to categorize is by industry. So it's quite obvious here that we can meet e-commerce PM, fintech PM, blockchain, crypto PM, also B2C PM for consumer faced applications, and for example, B2B Enterprise PM. And also product managers could be categorized by product life cycles, such as for example, startup PM for product market fit finding stage, growth PM for growth stage, monetization PM for growth, or also maturity stage of the product. And also the categorization could be done by PM's focus. For example, it could be technical PM, marketing PM, design PM. Why I have listed here the ways of categorizing product manager types is just because it's quite crucial for us as professionals to understand the missing elements of what we want and how we identify our profile. So when we think about the company industry product life cycle, our focus, it's very helpful for us to understand our profile. For example, if I really enjoy working in technical companies and fintech companies and with the products that are on the growth stage, I would say that most probably I will work as technical fintech product manager with the focus on maturity, on product maturity, on supporting product support and so on. So these four elements can help us to understand better what we want and how we can identify our role. And the next point that I wanted to highlight here, we just briefly discussed in the beginning, that still the companies do not often highlight the product manager types even in the job title. So here I made the screenshot of the first page of open position for product manager in Berlin right now. Here we see, first of all, that the product manager roles are categorized by the grades. Here we see senior PMs, lead product managers and also middle product manager and product management lead. And then, sorry, if we check the title in details, we can see that for example, for some roles, it's already identified that technical product manager with expertise in payments needed. So here we can identify that this role, this product manager type is related to more technical and with the focus on payments as the domain and it will be quite crucial for this role. Also as an example for the senior product manager upselling get safe company, here we see that the expertise in specific, let's say, product mechanics is required, right? So the focus will be on upselling and it will require the specific skills. But in other roles, there is no detailed description, no detailed title, what this role will be about and it's up for us to understand through the job description. Also talking with companies what the product manager role, product manager type the company is looking for. And if we understand the profile correctly, then we can identify how our own profile as a product manager fits that role and will we prefer to work for that company or not. So yeah, that is how the market situation looks like. And yes, still there are no interesting why standards for now. And yes, we have listed more than 10 product manager types. And for now I would like to focus on five most frequent product manager types that I met during my career and my network. So here they are. The first one is technical PM, second one domain or industry specific PM, growth PM, data analytics or AI PM. And I also combine generalist and get things done PM as I will say that this role is required in many companies and in many industries. So let's discuss briefly each over this role and where these roles could be met. So the first one is the technical PM. Technical PMs have for as it's obvious have more technical background, right? And they work better with the engineering teams. Technical PMs quite often come from engineering, QA and any technical role. Technical PM have for really strong eye on technical details. And as the downside of technical product management is that sometimes technical PMs have less time and focus on other tasks such as marketing. And also technical PMs could be found in such companies that have very technical products as, for example, Splunk, Kubernetes, Google, Amazon, VWS. The second one is the domain or industry specific PM. So these PMs gain expertise by working on products in a specific domain over time. For example, it could be commerce classifies FinTech. So for the main or industry specific PM, they have really deep understanding of the domain industry. Also markets landscape competitors landscape user needs and such PMs have also very deep product knowledge. So they do not they understand not just the specific part, but quite often working in one industry, they understand how the whole product is functioning. And as an example, these PMs could be found in such companies as Revolute, Forebanking, Stripe for Payments, Zalando in Europe for e-commerce and fashion e-commerce. And the second, the third type is the growth PM. The role of a growth PM is to keep focus on product growth and scaling. Growth PM have a good understanding on acquisition strategies, conversion rate optimization, also monetization strategies. Sometimes growth PMs have marketing monetization or conversion rate optimization background. Also growth PM can come from product marketing, acquisition and general marketing. These type of PM could be found specifically in the companies that are growing and rapidly growing right now. For example, at Mira, the company is focused on their product-led growth and their various open positions for growth PM and growth product managers that are already working in the company. As the second example, I also put here the application flow. And that's for beard tracking, they are also very rapidly growing. And as I know, they are in top one in styles and they have a strong growth team. Also, I put here Microsoft as the huge corporation, right? But still, for specific products, they also need growth PMs and to boost their new product growth or the existing product growth. And the fourth type is data analytics or AI PM. I just merged these types of PM in one role. Of course, they have different specifics depending on whether it's data analytics or AI. So for data product managers, they usually aim to strategically develop, launch on the market and support and approve a company's data products or the work on the products that are data specific. Honestly, this type of PM is very close to technical PM. Data analytics or AI PM have strong background as data analysts or data scientists. This kills at data analysis modeling and also providing business recommendation based on data. Such PMs could be found in the companies I put here. The example, Tableau, the dashboard reported company, as it specializes on the data product as itself. I put here also Algola, that's the search engine as a service and of course as an AI product, open AI, I charge the PD. And the fifth type, the last one, the general list of get things done PM. I merged two types of general list and get things done PM in one role because from my perspective, it's always quite similar to what this type of PM does. Such PMs know the end-to-end product management and they focus on delivery at all costs. So what this PM can do? They can set up the product development process from ideation to execution, launch and post-release support. They are able to create clear vision, product strategy and roadmap. They can really well execute and launch products. They are very adaptive to lead teams, no matter what industry, which domain, customer segment or technology. And as for get things done PM, they don't take no as an answer and they push their products for launch. And in this case, they could be very available in the companies where time to market is critical. I would say that these types of product managers could be found in specific companies such as growing startups where getting things done is quite crucial. Also, late-stage companies where maybe the resistance already is quite high and also the company sometimes could be slow in product delivery and they need to find someone who can boost the time to market. Also, it could be ops companies. So the company, for example, the type of the company I'm working at right now, that could be right-hailing companies for delivery company and also logistics. Here I put the examples of two food tech companies, Grapp, that operates in Asian market, Karim, right-hailing food delivery operates in Mina. Yes, so that is the quite brief overview of five main types, quite frequently met types of product managers. And I want to change my personal experience. So working as the PM for more than seven years already, I made a transition to various PM roles. So first of all, I started as data and analytics PM. I was working for data products inside the company just because I had the background as product analyst previously. And it was quite easy for me to make such a transition to product manager having such skills. After that, I made the transition to classifies. I worked for many years in classifies industry and I became industry specific PM because with each year of our experience, I gained this market knowledge. I gained their product knowledge and I deeply understood how the product is functioning, how the market landscape looks like. And I was deeply into the details of user needs and competitors' landscape also. And now I'm working in the food tech company. And most of all, my role for now is the generalist PM because I'm working with the various types of products, with various types of features. We have a lot of collaboration with other departments, cross-functional projects. And sometimes I just need to be the generalist product manager who understands the general context and could make the product delivery faster and also make the proper solution for the business needs. So now I'm in the combination of generalists and getting done PM and very interesting quotes coming next. So yeah, quite happy to see which next transition I will have. And let's having this context in mind and different PM, different product manager types in mind, let's maybe briefly do an exercise how to understand your profile. So here I put four main points to which it's important to pay attention to when we want to understand the profile and find maybe the job positions that will be relevant. So here background, it's quite crucial I would say in the beginning. So when we want to make the transition from any role to product manager. The second one is quite important to understand the skills that we have. For example, if they are technical skills or visionary skills, then we can make the perfect fit for the relevant product manager type. The third point I would say is personal strengths. For example, for the getting done PM, if the person is really passionate about launching things, see the result and see how things get done, then it will be the perfect fit for getting done PM. And the first point is preferences. So what you want also matters. So if we understand that we have specific preferences or we love specific industries, for example, I really enjoy working in the classified industry, then maybe it will be the good sign to choose the relevant product manager role and make the transition, make the proper transition to it. So let's just discuss the example. Here we have four points for criteria, how we can analyze the profile and as the example I put here some context. For example, for the background, me as a product manager, I have three years in user acquisition and marketing. For the skills, working in user acquisition and marketing, I have gained great skills in conversion rate optimization. Also product rate growth. And previously I was working in monetization products and for monetization products and I have really strong skills in monetization strategy. As my personal strengths, I'm a great communicator. I can influence people and lead teams without authority. And my preferences are first of all consumer phase products, then phase-based environment and rapidly growing companies. What which role could be relevant for me? I will say that based on these criteria and having in mind five frequent product manager roles, I will say that it could be the growth product manager. So yeah, I can choose this role. For example, if I'm working as the product manager right now, as a general product manager, and I see that maybe it could be the better fit for me and I want to make the transition, I would take a look at the growth product manager and maybe we'll try to find out the opportunities inside the company that I'm working in right now for the role that will fit my background skills, strengths and preferences. Or this understanding will also help to find out new job opportunities on the market and create a better fit for the next company and the next challenge. That is quite easy exercise, right? So having in mind only four points and the context, we can understand our profile and find any relevant companies or role inside the organization that could fit our background skills, strengths and preferences. Oops. And the last one, the last one, not maybe advice, but my personal thought that I'm thinking about myself, as I mentioned, I was transitioning from data and analytics, from NPM to industry specific PM, then to generalist and get things NPM. And I don't know what will be next, right? So what I'm keeping in mind is, please, Victoria, keep evolving. Don't be afraid to make further transitions. And the only things that is stable for today is changes. So yeah, I would like us to keep it in mind and be very open to what life will prepare for us. And don't be afraid of the next transition to the next product manager role. And that's it for the webinar for today. Thanks a lot everyone for attending it. I'm quite open for any questions, comments, please feel free to leave them in the comments section for the webinar. And thanks a lot and see you next time. Bye-bye.


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It has to be visible what you're doing. That is, you need to be transparent, completely transparent. This should be clear. This is what we're doing this month. This is what we're doing next month. Within a year, this is what's going to happen. Within four years, all the regulations are gone. For example, we're not going to do a word deposit insurance immediately, partially because we'd like a private insurance market maybe to try to develop. We'd like banks to start thinking about capital and change those capital requirements. We'd like the whole market, the whole industry to start adjusting to this new reality. So what I'm saying, what the law would say is in three years on this day, the FDIC will be eliminated.