Hey, good afternoon, everybody, Tom Stewart here with Liz Trotter and this is smart business words. Hi, y'all. Happy to see everybody. Even if we are, what, 45 minutes late, I think, Tom? No, my goodness. We just had some technical difficulties, new computer, passwords. Oh, y'all, you think getting a new computer is such a dream and I do like it, but the challenges, the challenges. So also, we also had a challenge because our guest can't make it today. Hey, Denise. She had something pop up at the last second or roll by at the last second. Hey, Tom, you know what? I was just thinking, though, I would love to talk about this new book that we're, we're reading. And I don't know that we want to talk about that, but we could. And then the other thing that I thought we could talk about is maybe what we're going to be doing in Vegas. That's another thing that would be like interesting, fun to talk about. But actually, before we do any of that, how about we just do a quick is a kiss and talk about what ISSA is up to right now? I know they're prepping really hard for convention and they are, let's pull, let's pull that out. Let's see what what's going on in the ISSA world. Okay, I need to really like, I feel ethereal with this stuff in the background like, Oh, people listening on a podcast are like, what, why is she ethereal? Yeah. Sorry, y'all. My background is giving me some, a little bit of grief over here. How are you doing, Danit? So I am going to the, if you go to arcsy.org, it's will redirect to residential.issa.com and I'm going to go to events, and education, and SSA show north of here. Here we are. Oh, early bird ends at the end of this month. So we still have like a week and a half, you know, like 10 days. What is the early bird special Tom? Oh, I guess it depends if you are a member and I'm assuming everybody here is. If not, you should be do that for me wrong again. What? All right. Well, we might not know. We may never know. I don't know. We save a hundred dollars if you do that. That's good. Save a hundred bucks. That's good. But even if I had to pay an extra hundred bucks, I'd still be going. So it's a great event, not only the showroom floor. And we talk a lot about, I know that convention and all of the different reasons why you should go, et cetera. But I just have one thing that I wanted to say today. One thing that is happening that we haven't talked a ton about is every day they have a just a quick check in. I can't remember what they call coffee and chat, maybe on the showroom floor in the booth in the ISSA booth. Are there multiple ISSA booths? We probably have an ISSA residential booth, I'm guessing. I think residential has its own. There's a whole, I think what they call it, like a community. Our whole little section, our residential cleaning section. And the ISSA residential is there. I think I see Tricia Lake trying to pop in here after all this. I do. I do see something happening there. I'm not sure it's all the way there, but it looks a little blank still, but we'll see. So anyway, what I was saying while we see if Tricia's going to be able to overcome some tech difficulties she might be having, one of the things they do is with that coffee and chat, the conversation and coffee, whatever they call it, it's really fun. And hey, Tricia, and it looks like she was able to overcome the little challenge she was having there today. Hey, Tricia, how are you? Maybe not. Maybe not all the way over. Maybe not. I might be able to unmute her. I don't know. Last video, too, though. All right. So while they're figuring out their little tech thing, it is a great thing to do. Just jumpstart your day. Go there in the morning. One of the things that they do there is they have drawings of quite a few. Last year, I think there were like 10 different drawings each morning where they're giving away a bunch of stuff, a lot of free things, some amazing things. I know Debbie Sardone gave away her. Oh, what's that? What's the big event? I can't believe it's like escaping me because I'm all stressed out about Tricia. Oh, my goodness. That's crazy that I can't think of it right now. Cleaning business fundamentals. No, it's not the fundamentals. Maybe it is. Actually, I think she did give away fundamentals, too, the cleaning business fundamentals course. But they have the one big, large event, I believe it's in February each year. And she gave away access to that last year. So I know that was a really big prize. We always give away. Core profit builders always gives away quite a few things. We'll be doing the same thing this year. And also listening sales, the new sales program that Dan and Maria and I just launched will be giving away some stuff then, too. Cleaning Institute. Institute. Hey, I'm holding that. Expand upon Cleaning Institute. And I'd love to hear a little bit more about what you are coming. Is that what Debbie's giving away? Or is that something different? No. I know that they give away some, like, RSA Residential gives away PhD classes. There's a lot of cool stuff. So much. So much stuff. They gave away a vacuum cleaner last year, maybe even multiples. They, I can't even think of all the different things that they gave away. But who knows what they'll be giving away this year. But even if you don't win a prize, I feel like everybody won something last year. Oh, Sharon gives away her training last year. Sharon Timberk, I'm sure she'll be doing something similar. She's partnering with ISSA on that. And I think they're offering that through the learning management system. So that's going to be really nice. That's going to be awesome for people. So even if you don't win anything at the morning event, you'll still have a good chance to jumpstart your day, find out what other people are doing. It's a really, I really like going there in the morning and kind of getting my day started that way. And I did it. Actually, this is maybe the third year, fourth? We skipped a year because of COVID. Yeah. Well, we did it online. It was just, and we did do it. We did the conversation and chat thing, or conversation and coffee thing online, too. But it was harder, much harder online, so much better. It's why you really realize how nice it is to connect up with people in real time in real life. And just so you know, we call it coffee and chat, I think is what they call it. You have to bring your own coffee, though. Yeah. Don't do like I did and show up, expecting to get a confidence. That's not happening. Bring your own coffee. Oh, you're back, Trisha. Maybe. I'm back. Oh, my God. Can you hear me? Yeah, we got sound. We got picture. What's the temperature there, Trisha? Like 75, I think. Oh, that's not too bad. I know one time Liz did one of these from the car, and the temperature was like 110.  Oh, my gosh. Do you know Tom's stories? They get bigger. She went crack the window because it was making too much noise. It got so hot, her phone shut down. Oh, my gosh. That is true. I had to go hide in my garage. I got seven people in my house, so I had to go hide somewhere. That's funny.  Well, you have a nice comfortable garage, though. So that's not bad.  So see, yeah. What's your fancy car, Trisha? I have a souped-up pink Mustang. Oh, you ever seen it on Facebook? Yeah. It's a GT. It's got the 5-0 in it. Yeah. Is it a supercharger? Oh, wow. Did it come with that? Did you put that in? I bought it all souped-up. So someone previously. Do they come stock with a suit?  I don't think so, no. Like, everything on this car is almost all aftermarket. Yeah, I'm thinking the supercharger. Somebody put that on after. Yeah, there's a ton of work done to it. Is it an automatic or manual? Definitely a manual, yeah. Yeah, she choked a couple of times when I was in Fargo last time. She chirped coming off the line a couple of different times. I was like, whoa, OK. A little bit of power on that thing. Works on your neck a little bit, doesn't it? Yeah, I tried to baby you with Liz, though. You actually, no, she did. She drove really mellow, but I think it just has a lot of power. So like, every once in a while, I was like, I know when Tim would drive the Ferrari every once in a while, he'd come hot off the line and be like, hey, stop it. Yeah, yeah, you can spin the wheels on a fourth gear, which is kind of insane. Wow. Well, you know, I used to be a defensive driving instructor, so I appreciate the caution you're taking. You did. You took good care of Liz. Or after you got that last ticket that you got. No, that was framed. It was the last day of the month, and they needed to make their quote. Oh, my gosh, excuses, excuses. So now that we have Tisha here, I really want to, because she could literally talk about this topic for days. And so I want to get talking about it, because we only have like 40 minutes here. But Tisha, you're coming on to talk about your culture and some of the things that you've done to create a strong culture. And one of the things that we always talk about how to create it, one thing that people don't talk a lot about is the benefits that you get from having a really strong culture. I was wondering if you would talk a little bit about that. Hey, Denny, the best culture around, she says, in all caps. Yeah, I don't know. Yeah, I mean, ultimately, the benefit of having a strong culture is that you have people wanting to come work for your company. They want to get their foot into the door of your company. It's less of you chasing people. And then people feel proud about where they work. And that reflects in their work that they're actually doing. It just makes the whole company run smoother, more organized. Just everything is more streamlined when you have a good company culture. Like, your culture is the core of their company. So if that's not on point, the whole company is not going to run. It'll run very well, anyway. Yeah, always give you struggles. Yeah. So is there like a five-point checklist? Or what do you have to do to make that happen? Sounds wrong. No. I mean, everyone's culture's going to be different, right? I think it kind of goes back to, for one thing, is like, what is your core values? What are the things that you want your company to really make a difference and matter? And then you have to build a culture around those core values, in my opinion. And everything has to tie to those. So transparency is not a core value of ours, but it should be because we're all about it. But in our company, we do where everyone calls out publicly. There's a public channel where everyone calls out in front of each other's coworkers and stuff. If you break something, like you post publicly, that you damage this, you do a report on there. If there is just everything is public, and it's not really much as hidden, if that makes sense. So I think that's a really big part of our culture. I think the point of that is that you can't really have that level of transparency if you don't have a strong company culture. Because there are some people that heard you say that. They're like, oh yeah, you have to request time off, or you call out publicly. Some people are thinking, no way, that never work in my company, that my people would quit before they would do that, or everybody would just jump on and yell at them about having time off, or they always, it would be a train wreck. But it works in your company because of your strong culture. So it is one of the benefits of having that culture is you could have that level of transparency. So Trisha, can you tell us what are your core values? I'd love to dig in a little bit to how you bring like each one of those to life a little bit. Like some of the things you do. Yes, but why can't I remember right in front of everybody what they are? I have no idea. Loyalty, adaptability, adaptability is a big one. Like we talk about in our company about how, like through the whole interview process, like if you're not adaptable, this will never be the company for you.  Is it on your website? They're everywhere, and we talk about them all the time and the second I hang up, I'm gonna know them all instantly. Well, and I think it's really funny because you have rattled them off to me more times now. I know, it's like when you go to the doctor's office and they ask you what your kid's birthday is, you're like, uh. Well, you know where they are. Hey, Tom, look up her website if you would for me. Yeah, that's what you're doing. They're not on there. They're not on your front, on that wall? Not on there? No, that's a really good idea. You have that wall, so I love it. I can't believe it. I know. All right, let me see, I know I have a picture too. So anyway, while we're trying to find those, actually, anybody else that was at her event didn't eat you were there. Did you get a picture of that wall? Maybe you could tell us what they are. I'm seeing if I can find the wall too. But, what would I, well, you mentioned one right now, though Tricia, what was that first one that you just mentioned? All right, so here's my core values in list that I should know and I don't know why I don't. All right, so optimistic. So we're always wanna look at situations in a positive manner. Gratitude, trustworthy, adaptable, growth, loyalty, and reliable. So our company, we look at every situation that we do with like, if we make a mistake, we make a breakage, a damage, we look at that as how do we learn from it? How do we improve from it? So that kind of goes hand in hand with our growth core value, is just always trying to improve. Loyalty, we expect a two week notice plus with our company, if you come work for us. Same reason of like, if you mess up, if you break something, we don't just fire you, right? Like we are loyal to you and we will work to help improve you and grow you throughout the company. So all of our core values really go hand in hand with all of our hiring decisions, all of our termination decisions, all of everything. That's what I was kind of hoping you could give me to a little bit to start us out. How do each of your core values tie into your hiring process? Because you do have a really unique hiring process. A lot of people are going kind of the same thing that everybody else does. Yours is very unique. You created it yourself, you built it yourself. It works really well. You don't struggle to hire people like many other companies have and do. So I thought maybe you could tap into a little bit about like maybe tie each core value into how it's related to something and part of your hiring process. When we talked, I remember that they were all in there. Yeah. In small little and big ways. Yeah, so let's go down my list here. So optimistic, you know, when we are looking at people applying, we are kind of looking to see how do they handle situations. So we show them videos of really disgusting stuff. We, in general, try to find ways to make them grumpy and crabby. And we're looking to see do they bite on that or do they stay optimistic and positive minded? We also listened for in the interview process, are they bashing old employers? Some might be legit things, but we listened to how they do it. Are they respectful about the manner or are they looking to dig? Those people kind of tend to not be a good fit for us. Gratitude, we're also looking through the interview of what were they grateful for? What last employers had done for them? What, why do they wanna be a part of it? Uh-oh. Tom, you're so happy that she cut out right there because you really wanted to know about it. I wanted to know what the disgusting things were. Yeah, she does. Yeah, he does. I could see him just like chopping a thing down. Give me an example. Do you have any pictures? Did I cut out? Yeah. No. So discussing things like we'll show a video of just like really bad before and afters and stuff. And like there's this picture in particular that has an elderly man's bathroom and it's all handicap accessible and it's just really, really bad. And we show this picture in this video and we just simply say, hey, you know, like when you see this, what do you think? And it's a group style interview so we can see their faces.  And then I say, you know, what do you think about this? Or like, what's the first thing that comes to your mind? The people that go, well, it's gross. I instantly know it's not gonna be a good fit. Like we're gonna send them to gross stuff. The ones that go, well, my first thought was, oh man, that's bad. But, you know, I can see that they have a handicap accessible toilet and stool and this is somebody that really needs our help. So those are the ones that I'm like, yep, they get it. Because we're not hiring people because they love to clean. The majority of my people, yeah, they like to clean but that's not why they're working for a company. They're working for a company because they wanna come in, they wanna make a difference in people's lives and this is how they're able to do so. But they have to know that and see that and want that in order to know that this job is for them. If they're just coming because they like to clean toilets, it's probably not a long-term thing that they're gonna like to do. So really similar to like, oh, what are they called? Not the physician's assistant, they're home helpers. You know, like when they come in and they help assist elderly people, absolutely.  But when they get to go in into a home and say, I am able to assist people stay into their homes longer and live a healthier life, that's why people should be doing those jobs. And so when we are hiring people, we're actually looking for people that, do they need this job? Yes or no. Do they want this job? Yes or no type thing. If people just need a job, we don't really want them. That's not really the fit that we want. We want people that want our job. So in our area, there's a bajillion jobs out there. So I want people that fight to come into our company and want to be at our company. Because if not, they'll be taken instantly within two months by any other company. And so my hiring process is really long because I'm wanting them to fight to be at our company and prove to me, huh? Talk about it, talk about how they have to fight for it. We like fights. We don't got long enough to go over my whole thing.  They have to do certain tasks multiple times sometimes and we like to see if we ask them to do the same thing over again. Are they annoyed by that? Or do they happy go lucky go and do it? They have to almost write an essay to us of why they want to be at our company and telling us all the different things that they learned over an hour long video that we require them to watch. You, I remember you sharing that in the past. You actually have them write a letter to you explaining why they want to work. Yeah, like I said, we make them fight for it. And so it's not a short hiring process at all and I want it to be difficult. And even once we finally hire them, we only hire them for a two-day temporary position. And we let them work for two days. We tell them it's a temporary position. And after the two days is complete, then we evaluate we want to move them forward with a full offer or let them go. 50% of the time we let them go. The other 50% we take them on. But every single step of the way, every time they graduate to a new step, they feel honored and privileged that we're getting to move along the line. So when they actually secure a job with us, it feels really good because they fought for it. So anyone that has a college degree or that they had to work towards something in life, right? It took time to get to that. And so once you get to it, you appreciate it. If you're handed something in life, you don't really appreciate it. And so- I don't know. Tricia, I have to argue one thing. Okay. Tom really does appreciate that cup that he keeps holding up and you just handed that cup to him. That's true. Up. No, that's not true. I made him work for that. Do you know how? No, tell me.  And I was looking for his optimistic and positive personality when I was sending him photos of random people. And because he successfully completed my mission, I gave him a cup. If I had known that for the reason, I would have hit you up for something more than this lousy cup. Oh, you know what? I don't hear gratefulness. I'm taking that cup back. Yeah, I'm like, oh, you're not gonna do that. I'm full of gratitude. I appreciate that. And I got that on my birthday no last. Thank you. That was awesome. Basically, you make people jump through hoops to come into your company. It does two things. It makes the person that gets the job feel grateful they got the job and they feel good about it. They feel proud about it. And two, it makes everyone else in the company know that their job is not easy to get and it makes them feel better about working there. When you hire anybody and everybody off the street, it devalues your current people and it makes them just irreplaceable.  All right, so that I do have to agree with. I was joking that you can hand people stuff and they just like... But absolutely, when people work for things, they appreciate it more than... And we all know that. We've all experienced it, right? When we work for something, we feel better about it as well. One of the things that I know that you do is you're creating an environment that people wanna come to even before they have had to jump through any hoops, right there? I know we saw people while we were there that wanted to work at one of your other locations but you didn't have openings over there and they were willing to drive how far? Hour and a half each direction, so three hours a day. Hour and a half, yeah. This wasn't just a... Okay, they say they're going to do that and then a week later, they're like, okay, never mind. People that were doing this for months. Months, yeah. So yeah, that's become pretty common in my company to where if I don't have an opening at one location, they will apply for whatever location is available and they'll work that location until the location that they want to work at becomes available so they can make the transfer. It's kind of an instant shoo-in for them to get that position in that location they want but they just have to do some driving three hours a day for a few months until that position opens in their area. I think most people that are hearing you say that right now are like, no, nobody's going to do that. No, these are real people, y'all. These are real people, yeah. And obviously these are people that are, I don't wanna say better, but these people want this job. So when they get the job, they're doing the job better. They're trying harder. They care, they care a lot more. Yeah. They care more about the job. Yeah. So they're- And I'll fight this comment because I always, when people hear about like my hiring strategies and stuff like that, they always think it's weird and they're like, oh well, there must just not be that many jobs in North Dakota. That's not the case, especially my area. We have like the lowest unemployment rate in like the entire nation. There's jobs everywhere. Everywhere. Amazon here is like, I think they have like 5,000 open jobs and positions right now. Like there's just every single place has jobs. And we are literally one of the worst unemployment rates ever. And it's been like that since before COVID. So we've had these rates, these low forever. And so we've always been fighting people. And so you just have to, I guess, learn how to fight better, if that makes sense. But given that though, how many people spend three hours a day commuting in Fargo and North Dakota? I mean, there's some parts of the country, you know, large numbers in areas where that's kind of a thing, but- And that's the thing is that goes back to the company culture is like they want to be here. And but if they were just looking for a job, they would never do that. There's a bajillion jobs out there. And that's why when I look for people, I'm looking for people that want to only be at TLC Cleaning. So what do you think makes them want to be there? Trisha, other than just that, you know, they have to work so hard to get the job. I think our reputation, what they hear in the community about us, we're big time community people. So we're always doing community events. We're always showing recognition to our staff over social media. We are a lot of our employees that will bring their friends and coworkers to our events. Every location that we have, we do once a month team builder. So we'll go bowling or we'll go out just doing something every single month. We do homemade breakfast every Monday. We do birthday gifts, anniversary trips. For their five year anniversary, I take them on a trip just to the boss and them. Like a weekend, two to three day trip. For their 10 year anniversary, I sent them somewhere massive with their family. So we just, it's hard to really go over everything we do. We do a lot though. And we just put our time and our money into our staff instead of trying to just replace them. You know, like we just, we just take really good care of them. People hear it, people know it and they want to come work for us. And so you don't have to spend as much money on, as a lot of people do. So that's another thing that we had talked about, right? You're able to- The benefits? Yeah, you're able to spend more money on your people because you don't have to spend the money getting them. And we're a constant turnover. It all goes into like a circle.  You can say that there's clients are involved. The company is involved and our staff is involved, right? And all three of those areas need to be happy and healthy in order for it to work properly, the relationship like a mutually beneficial relationship. Everyone needs to be benefiting. And so we have 750 reoccurring clients. I can't keep 750 people happy if I tried it with all my life, right? I can't do it, but so what I try to do is I try to take all my time, energy, money, everything. And I dump that into our employees. I make them, you know, 60, 65 employees very happy. They show that in their work and they make all of their clients happy. And that's how the whole company in general just stays, I believe it in a really good situation. Yeah. And the other alternative is you can have a bad culture, a high turnover and you dumping all that money and recruiting and training. And then you get into the trap of, well, I can only spend so much on training a new person because I'm training so many people. And that is important. Anyway. Yeah. So, yeah. Everything starts to degrade when you're putting your efforts and all your resources into things other than your employees, yeah. Yeah. I mean, at the end of the day, our employees are our most important, you know, if we can't honestly ask that as an example, our employees are our most important of everything. It's just what, as a service-based company, like it only makes sense that we are trying to take care of them. And because without them, you don't have a company. So did you just start the business that way? No. No, no, no. Our company culture wasn't very good for many years. I worked my people, when I say I worked them, I worked them hard and bad and I was rough. And I mean, we used to be a very much like client pleasing company where everything we did, we were just trying to make the clients happy. It wasn't about the employees. And I turned and burned employees like left and right and I used to work my staff. I feel like the last five days of the month were the worst, but they would work from 8 a.m. to 2 a.m., five days in a row. I would have employees crying. That sounds like, what? Yeah, crying, quitting, everything 8 a.m. to 2 a.m., yep. And we did five, for five days in a row until we finally got so burnt out and we just got so tired of all of it, we decided to open up our deep cleaning division of our company to be able to take off some of that responsibilities of us, to be able to ease our loads. But anyway, you could get off at midnight, maybe 11 o'clock. What'd you say? So instead of having to work to 2 a.m., maybe you could get off at midnight or 11 p.m. With that change, I'm being sarcastic, forget about it. Yeah, I don't know. You know, that's time, so I remember my team worked 48 hours straight at one point in time.  And that's where I think you have to take the brunt of everything. But we were working on this really bad job and sure enough, the sun is coming up and I remember I sent our manager home and I said, go get a couple of hours of sleep. I'll open shop. And I went from that cleaning straight to the office and opened it up for the next day to do a 48 hour shift. So our company wasn't always employee friendly. We'll put it out.  No, I was out there with them. Yeah, yeah. And I used to go around in my, when I stopped being out in the field we still were working hard like that. Probably not as bad, but still pretty bad. And I used to drive my vehicle around and I'd have homemade food and I'd go to every single employee's stop for like the end of the month like that and I would feed them all dinner. I think it was lunch and dinner, I can't remember. But I'd open the trunk of my vehicle and I'd have homemade chicken alfredo or spaghetti and like all the fixed things and stuff like that. It was funny. But that was my way of like taking care of them when they're out working like them.  Yeah, that's about it. I was like, you know what? I look at my staff and it's funny too because I have staff that's, you know, that they worked like that with me still today. And we look at our people now like the last six years and we're like, oh man, you guys got us so easy. You don't even know, you know. As those employees that worked with me back in the day they were, you know, they rode pretty hard. But Trisha, you also still have some of those people. Yeah, that's what I'm saying. I still have some, yeah. Yeah, you still have some. So the newer people come in and complain about a long day because maybe they had to work to 5.30. Right, it just makes you want to slap them, yeah.  And we just, yeah, I mean, they got work ethics. All my people have work ethics, but I look at my OGs and it's like, man, I know, I know what you guys have gone through. And so when they see me being easy on other people, like our newer people, they're like, really, you would have never been like that with me. And I'm like, I'm a changed woman. But that is making a really good point too, Trisha, because that point is even though it was that bad, y'all, so bad. How many of y'all have required your people to work a 48 hour shift, right? Even though it was that bad, people still stuck with you. People are still there today that went through all of that. So it's, you can get a lot from people if they are treated in a way that they feel like- Appreciated. Appreciated, like they belong. Like they're important to the company and that what they have to give is bigger than just, like you said, cleaning, cleaning. People aren't gonna just clean toilets forever. I think respect a bid who digs in. I think I respect a bird who digs in. Sure. She respects you for digging in or a person who digs in. I'm not sure. I can't say boss. Yeah. So I wanted to give an example. So Tricia, you do a lot of things for your people. Ah, I always respect a boss who digs in. Yes, yes. And cares. Tricia cares, like in a deeper way than most bosses that I have seen. Like really- I've set up appointments. I've set up gynecologist appointments for my employees and told them their date and time that they need to be there by. I have went to the hospital for miscarriages for my employees. I have, I mean, things that are almost inappropriate for a boss to be around for, I'm right there in there. Yeah, just pulling up. Oh, thanks, Tom. Yeah, but you also do, it's not always the big things either. So a lot of times people hear these stories. They're, you know, you're told all of the big stories, right? Well, I would never do that. I would never this. Yeah. Those are just the stories that illustrate the story, the deeper story in a bigger way. But that's not really what it's all about, even though it kind of can seem like that on the surface. Like, well, if you're willing to do all of these crazy, huge things, but I think it's really more the little things that you do. You have a lot of very small things that might not even be noticed by someone, but they make, I saw you do them multiple times when I was in Fargo, multiple, multiple times. An example that just pops into my head really quickly is we had, it was a large room. We had a lot of people in there, it was a very hot day, but we had massive fans going. And so certain parts of the room were colder than other parts because it was hot outside. Like, I don't know, was it like 105 Tricia outside? It was hot, yeah. It was hot. So we had all of these fans, but they were blowing in some areas. And there was one woman that was sitting over there. Yeah. Hey, Rosie, congratulations, married lady over there. So the, what happened was, I think it was Veronica, one of her trainers was sitting over on- Kalen. Yeah, Kalen. And she was sitting over there and she was chilly. And she was rubbing her arms and she was trying to just warm up just a little bit. And everybody was talking, we're all in the middle of a training and Tricia just looked over, took a double take and immediately just jumped up and went and got her a blanket. While everybody's talking in the middle of this training, she's still talking and grabbing a blanket and putting it on Kalen to warm her up. Didn't miss a beat. It wasn't like this was anything new or unusual. This was just, oh, cold person here. Here's your blanket. All right, let's keep going with what we're doing here. I thought that was a really good representation of how she cares for her people and at a different level. Tom, I can guarantee you that if I was at your office and you even know me, that if I was cold, you're not going to get me a blanket. I actually did that at a cheerleading event the other night. One of the cheer moms that I had never met before, she was cold and I had a blanket in my car, so I went and got her one. But so why I do that though, Liz, is so you know like the typical hierarchy of a company, they always have like a triangle or whatever, you know? What, one of the bosses on the top and everything else. Yeah, so like I envision mine as upside down. So myself as a CEO, right, I'm at the very bottom and the low man in the totem pole, you know, right above me, I have Mark, our general manager, right above him is Iris, our operations, right? And it keeps getting bigger and bigger. And the very, at the very top is all of our technicians, right, so we have our trainees and then we have, so we have our trainees, then we have our, you know, our field technicians and then underneath that trainer is the lead trainer. It just kind of keeps going down the road. And I see that as whoever's on the bottom, it's their responsibility to take care of the people above them. And so for me, I'm responsible for taking care of everyone above me. So they're all my responsibility to take care of a nurture. You know, Mark, his job is to take care of Iris and everybody above him, Iris's job. So all of us are looking at each other as we need to uplift the people that are technically below us, right? Those are the people that we have to watch out for and take care of. And so as you work higher up our ladder in our company, your arms need to open wider and you need to take care of more people. So Liz, if I'd noticed you were cold, you don't think I would, I'm just- I don't think you can notice.  Is that what you would hear? I don't think you would notice.  But I think you'd notice that I would over there like shivering. I'm oblivious to a lot of things. That's true. And I think most of us are. That's kind of my point is that most people wouldn't even think that that was something that would be on the boss's radar, right? That why would the boss, like if you're cold, go get your own sweater.  But your attitude is never that I don't wanna help. I don't wanna support. I don't want to- Is that an inverted organization chart? I'm here for them. Yeah, she, like I love the way she describes it, right? She is supporting everybody above her and whoever's below her, they're supporting them, right? So everyone's being supported by whoever is below them. And the longer you've been in the organization, the further into the org chart you are. And so you have more people that you're supporting, but you're also always being supported. I mean- And it's really cool to see because I do think our company does that. Like it's not just me. That's everyone in our company does that. So like our lead trainer, right? She'll be having a conversation with trainers about who she thinks they need to be lifting up recently, right? Who needs to be lifted. And so she'll assign four people to each trainer as an example. And the trainers will reach out to those people and check in with them and see how they can help them, see what they're, you know, and they try to uplift those individuals. And the trainers do a great job of always trying to uplift our trainees. I don't think I ever realized that we probably do actually do a really good job of that. And I don't think I quite think about it. Yeah, I saw y'all doing it a lot and in a lot of different ways. I think you also hire people that are very caring. It's part of your process, right? Well, I know you do because, you know, having walked through that whole entire process, you put a lot of emphasis on the things that really matter in your company. And you gave a couple of examples, but like you said, you wouldn't have, even if we're on this for an entire hour and all we talked about was your hiring and went through all of the nuances and the minutiae. But it is a lot of little stuff that... That's really what we're listening for is when we're hiring is we're listening for their caring heart, you know, of do they want to make a difference in someone's life?  There's a bajillion jobs out there. There's no reason for us to hire somebody that's just looking for a paycheck. It's just, that's not the company that we... And we actually just recently let somebody go because of that. I think she was with us, she got through our whole process and we looked back and we're like, I don't know how we let her slide through and we let her go within two weeks because she was a great cleaner, great everything, great speed, great quality, but her heart wasn't what we need. What did that look like? What did it look like? How are you recognizing that her heart went? How do you let somebody go so your heart's not right? Yeah, it's just... What did it look like though? Tell us about it. Yeah, so what it looked like was her being very money hungry, her being very... You know, because you think, normal person was like, well, yeah, people go to jobs to get paid, but that's not the people I want working for me. So it would look, I don't know, they're just, I don't know how to explain it. Exactly, you just know when you know. Did you do anything or say anything that you can? I can't remember, because I didn't have direct contact with the situation, but my trainers just all saw it that it wasn't a good... She was doing a good job, absolutely, but we need a little more heart, I think, put in than what she was. She just wasn't a good cultural fit. Yeah, yeah, cultural fit, it wasn't for her. You know, physicality and everything else, she would have been great. And if it was a different company, if we were a different company, it'd work, right? So we all know a certain person in our industry that has a very opposite type of personality than I do, very much like Matter of Fact and to the T, and that person would have done excellent in his company. That would have been a perfect fit. It would have been someone that would do exactly what they need to do, when they need to do it, no extra lolly, no extra, you know. But... Nothing else. Not for us. Doesn't move any of the emotional stuff that... Yeah, we kinda need some emotions behind it. Yeah. This is cool, this is cool. You know, it doesn't feel like we've been sitting here for an hour. Maybe we got a little late start, but we are pushing up on top of the hour. You got anything, where is it you need to share before time completely gets away from us? Why are you thinking about that? I have one thing. We're doing our first Maze Central live event on the road. We're gonna be going to Detroit here, the 11th and 12th of October. We're gonna be at Lisa Shaw's office. Woo-hoo, I love Lisa. It's gonna be awesome. And we have a few seats left. It's pretty much, it's close to being booked out. It will definitely book out. But if anybody wants to sign up for that, I dropped the link in chat. It's made Central Dot Academy. When is it? What are the dates, Tom? The 11th and 12th of October. 11th and 12th, oh. Yeah, I wish I could make that go. I'd love to go see Lisa's place and see how she does. She does both residential and commercial. So that'll be a fun chance for people to see things a little bit differently too. That'll be fun. I guess the last event, there was some discussion about how come you guys never take this on the road. And it's like, I don't know, where could we do it? And Lisa jumped up and said, have it at my place. And she was probably surprised, okay. We're gonna be there in just a few weeks now. We'll just show up. Yeah. Well, I know that that is a great event. The last one that you did, there were a ton of people. So the people in the circles are always struggling. How do I find all my numbers? I need all these different numbers, but that is one thing that is huge for people is understanding, okay, now I know where to get them all. I know how to get them all. I know how to read them. People, not only do they need it, but they actually love it when they understand it and they can figure it out. It's not easy, when it's not easy, it's not as fun. And we've done this seven times. This will be the eighth time that we've done it. So we've kind of tweaked the program each time and it's getting to the point where we believe that we're hitting the mark now. Yeah. I saw that too, at the last one for sure. And it's very smooth. It's very comfortable doing it. How are you going to break people out, Tom, have you decided that yet? Cause that's one of the things. We're doing something a little bit different. One of the things that we've been getting feedback on is people want to be able to see more live demos. So rather than the doing breakout sessions, what we're going to do is like in the general session, people get to submit scenarios, questions, things they want to see made central and advance and everybody gets to log in at the same time. Oh, and everybody has like a demo account with their live data in it that they can go in and do stuff without breaking anything in production. So everybody gets to log in to the demo account and follow along. It's going to be cool. I know that one of the main things that, or not main things, I know one of the things that a lot of people love is where they're able to see their quartiles, where they fall and made central data. Are they one of the top people in this area or are they at the bottom in this area? I know a lot of people love that. It's pretty powerful. Yeah, even if they're at the bottom, they love it. People say, oh, I'm in the fourth quartile here and boy, I had no idea that people would do it well. You work on that, you can make a big difference. Easy peasy. I don't even know where to find that. I know of this class, Tricia, October 11th. Yeah, come on, come on to Detroit. I would. It's my daughter's birthday, though. Oh, gosh. Okay, well, yeah. And of course, somebody like you can't pass up on birthdays, kids' birthdays or anybody else's, of course. So Tricia, we only have really one minute left here and a minute. If you could give just one piece of advice to people and that would have an impact on their culture in a really, really positive way, what would it be? Organize your company for everyone to uphold each other, I would say. Okay, set up the structure so that everybody is holding everybody else up. All right, I love it. I think that's great. Well, that's it, Tom, I think. Is it? We're at the top of the hour, so we're gonna go ahead and call this a take. Hey, Tricia, thanks for sitting in the garage for the last hour and chatting with us. I'm getting hot. I know that. I know that. All right, y'all, thanks, everybody. We will see you. Oh, actually, I won't be here next Wednesday. I'm going to be, I'm gonna be in Maine, Portland, Maine. I'm excited. You're gonna see Joe Walsh? Hopefully I'll see Joe, but I'm going to see Riss. I'm doing a three-day on-site with her. Oh, cool, okay. With Riss and Tyler, yeah. Somebody will be here, okay? Somebody will be here. Somebody will be here. Not me or Tricia. Yeah, probably Tom. So we'll see you next Wednesday. Five o'clock each, bye-bye. Bye, y'all.


Dear students, in this module, I'll be introducing you to FAST-A or FAST alignment algorithm. But before we delve into the details of this algorithm, let me take you through the background as to why it is necessary to study FAST-A. So you know that in biological sequence analysis, it is quite a common sight to compare sequences. So these sequences can be DNA, RNA or protein sequences, as you know. And we know several algorithms that are able to compare sequences. The process for comparing these sequences is called alignment, or sequence alignment. Smith-Waterman and Niedelman-Wanch algorithms were used to compare these sequences. Moreover, if you had multiple sequences, then you could use multiple sequence alignment, which is a progressive sequence alignment approach in which you apply pairwise sequence alignment repeatedly or progressively towards creating an overall alignment for multiple sequences. So MSA and pairwise sequence alignment, both of them essentially rely on dynamic programming approaches. Dynamic programming approaches are slow and that they require a lot of computational power. In order for you to compare several sequences, or let's say a database of sequences to some other database of sequences, it will take a lot of time. And if you try to do it by hand, that is, if you try to do Smith-Waterman or Niedelman-Wanch using your mathematical formulations, then it will take a lot of time. In order to expedite things, there are algorithms such as BLAST that are available online. Fast A, or Fast Alignment Algorithm, is also a similar algorithm. So Fast A takes the same approach as was in the BLAST. Fast A was developed in 1988 and the process which it relies on is slightly different from BLAST and is in fact developed earlier than BLAST. So let's take a look at the different web portals that are available for performing Fast A algorithm and to compare sequences. So these will essentially rely on the following concept. We'll discuss the online resources after we understand how these online algorithms or websites they employ Fast A. So towards understanding the basics of Fast A, Fast A extracts regions of absolute identity or 100% similarity. So if you have two sequences, then Fast A tries to find those small regions within one sequence that exists in the other sequence in exactly the same sequence. So once it does that then it can extract those regions or sub sequences and then perform Smith Waterman or Needleman Wunch over the resulting alignment. To elaborate this, so here you have sequences from the database. So obviously in the database you will have several hundreds of thousands of sequences and these sequences can be from DNAs, RNAs or proteins. And then here in blue, if you have the query sequence which may be an unknown sequence or a known sequence, you can find these regions of 100% similar composition with the database. So Fast A finds these regions and employs them in pairwise alignment later. If you want to do Fast A, then you can go to the EBI's Fast A implementation which is available here, ebi.ac.uk slash tools slash SSS slash Fast A. So you will arrive at this webpage and here you can see you have multiple options, proteins, nucleotides, genomes, proteomes, whole genome, shotgun and some other web services. And you can do protein similarity search if you click on the proteins. Similarly, if you click on nucleotides then you have the nucleotide similarity search. So this includes both the DNA sequences and the RNA sequences. And here you can select the database from which you want to obtain the sequences for comparing your query. And of course as I just mentioned, you can also do protein similarity search. The only difference will be that the databases will be the uniprot kb or swiss prot database, protein database. So in conclusion, the Fast A algorithm helps you to perform sequence comparisons in a fast way in a quick way, therefore reducing the computational time that it requires to compare a large number of sequences versus a large sequence database. Also it is available online and you can use it for free.


Yeah, so I guess we can do introductions right now. Sure. And then keep going. Sure. So, hi, I'm Erin Marchak. I work with my planet out of Toronto. I am an Associate Director of Drupal Practices, and one of the areas that I particularly enjoy focusing on is accessible development. And I have frequently had the pleasure of working with David. Great. I'm David McDonald, and I'm on the WCAG team. So, I had a full head of hair when I began. That's what I was talking about yesterday. And my voice sounded really great. I tried to be a rock star and didn't work out so well for me, so I sound like this all the time now. And so I know WCAG really, really well. I know I was involved with every fight and every vote of every success criterion. And don't ask how you make a hot dog. That's the one thing you want to really make sure is, you know, it's a messy process, making the standard that's going to be worldwide, because we have a lot of stakeholders. And we have to be able to balance the needs of people with disabilities with the needs of the developers.  Very, very difficult. So I've been with the WCAG team since 2002 now. So I know the standard really well. And feel free to ask me all those questions that you thought you'd never be able to get answers about WCAG. But today is about 2.1, and there's a lot of stuff to cover, so we'll be moving pretty quickly. Cool. Yeah. So we'll be covering updates 2.1. We're not going to be covering anything. Regarding the 2.0 guidelines, a lot of the guidelines and the acceptance criteria are inherited from 2.0 to 2.1. But in general, how many people here are familiar with the guidelines individually? Yeah, okay. Cool. So the point that I would like to point out to you, identifying the requirement of the guidelines, just to remember every once is already all familiar with them, is that they are technology-agnostic. So this talk, while it won't be approval-focused, since we are talking about technology-agnostic guidelines, we're going to try and pull them into housing-impact individuals who are working with people from the development, site-building, or viewing perspective. So you've got to have an idea of what they'll look like from a guideline perspective, from a governance perspective, and from a practical application perspective. Yeah, and the reason that they're technology-agnostic is because... Technology-changing is how often? What do you mean? Yeah, there's a teacher who says, as you read this, your computer just went out of sleep, right? So it takes about 10 years to get standard, and it's going to be a lot clearer for the weekend to come up with what we're hoping, but it takes a long time, and technology is really quickly. So, a very brilliant professor over at Madison, Wisconsin, Ray Vannon Heights, you know, this idea of, let's say, technology-agnostic, pull up the idea behind it, formalize those, and then use our techniques to hang technical specifications off of them, and in that way, it can change the notes every six months under the heavy machine process, but it's really difficult to get the standard here. So when you leave that language out of every green network, that's why we came to 1-0 last for three years, and it's still going to be important today, so we're still going to have an update to it now. The cool part about the update is that you're using GitHub, how to do different control, and how to session regarding the updates, so these slides, so you're going to follow mine now at emailjack.com, one step new, that's in, that's with it. Whoo! They all have links to the individual GitHub text file, but it leaves, so if you can comment on if you have any questions, it's really good to have issues, and I'll talk more about that later. Yeah, just one thing about that is those links probably just go to the text, which is the locket, manifestation of them, so I can show you how to get to the issue numbers. Yeah. Cool. So yeah, let's move the new success criteria I can recommend for Victor, as he mentioned, the old ones as an inheritance order go through all the new ones, or A and double A. The old ones touch a bit at the time, and publishes later on, but it's only a few. Yeah, that's, that's right now. Cool. And if you have any questions, or comments during the presentation, please raise your hands, I'll give them a key you can ask, so if you can actually have a little bit of a discussion the Q&A on the individual criteria if anything possible. And the first thing is that every one of the success criteria that I'm in, 2.0 are also 2.1. So if you meet the 2.1, you will meet the 2.0 also. That was one of the criteria we had, except this criteria for the game 2.1. Cool, let's go. So level A, I think it does not force people to recall a password. OK, so this was from the cognitive task force. And they're basically saying, it's really really tough to memorize numbers and memorize your passwords, all that kind of thing. So you have to be able to reset the password to your link, which most people will do in these days. This is what the last is it. Or you can just get it in there and use it as your copy and paste to get it sent to you. So in other words, the whole idea of OK, you have to do this add these fractions in order to get into your authentication. I've got to know when we fail to do line up on it. You can use it, but you can't do line up on it. So I'm in the application and practical perspective using the standard password and send them. So as I mentioned, that's super great. Slack does a great feature where you can use just the password you send it the day he was requested instead of dealing with the password. Or using a social login that allows people to kind of bypass the standard recall methods. So if you have a go off Facebook login, put a button, you will follow those to give you a month, which that actually helps to improve that situation. What about potential? Can you understand? I've heard recently I've been paid an application and it forced me when you're setting up the password to enter it twice. And the second time I wasn't on the health company in case things weren't, it was obviously forcing you to make sure that you weren't lost. Is that something that is kind of handled? Is that pass? Is that the point? Well, the interesting thing is this particular success factor is very familiar right now. There's a lot of state holders. There's a lot of state. So, I wouldn't say right now that's a fail as long as you don't have to memorize it. You know, now the whole topic is not what you're talking about. Is there another way you can send that password again? You can't and that would fail this and more. So it's like you should set up an application. OK, so the third period is the initial set up. I'll show you now. You can't, yeah. So that would fail as a success factor. Yeah. Interesting thing about that. And I would say to me a lot of state holders, this is the first draft that's coming out. It has a whole, you know, a whole kind of consensus on it. So these ones you're seeing right now, the entire review is ordered yes for it. But some, they've been ordered for yes with a little bit more of a cap. I do want to find out what the world says. So what are the issues you have? So do we now, when you're breaking up the guidelines, whether they're A, A, L, A, or? Yeah, these are the same way first. Cool. So next one, we also get the, I have my camera a little bit very sensitive, like me. Cool. So people must be able to override the word shortcuts. The actual name of this success criteria is character key for press. OK. So what is this all about? So people who use this way of actually speaking, they're going to see the word package. And you hijack a key key to close down the email section opens up another cast start, and you get the key key. So the way you use it, and you have the white key hijacked, so they say that we're happy. And it's actually just going to be characters. And all of the actions that are associated with that word are actually having the actions happening. So this requirement will actually stop that. And you have to have a combination of keys. It's a much, much less likely that you actually have to trigger using the right action key if you have more than one key together. However, you can't use this key, but then you do it with your mouth. So Google has a single key shortcut, so it's going to come. And as long as it references, you can turn them off. It's fine. But you need to have your mouth or a map to do that, to trigger your characters. That makes sense? And I think each one is actually going to have a code of what you think is a good idea, not sure, or it's a bad idea. So let's just go back to the first one. Google thought it was a good idea. How many people think it's kind of not sure? How many people think it's going to be really far back? OK, we've got some people who think it's going to be a lot a lot. It's a small thing. Well, I'm going to answer 19. The solution is, I don't see how it's all the same thing. I, of course, you recall the answer a lot, I was saying. But I can say, oh, people are going to be gone. What do you use to make the answer? Well, I don't know what I'm going to say. But I don't see how it's going to work.  You've got my problem. And if you're going on, so I'm going to say it right now, is that actually the success of the game very much? Because there's even a lot of problems with people. Do you get a lot of time to do that? Well, the problem with the answer I'm going to give you is that, yeah, that's the problem of everyone who used to say, you're not sure what I'm saying about the game. Like, it's possible. So I don't think it's all a matter of sort of how to work with those technologies and how to solve it. So if you say they have to go together, it's in a way to use some of the words that I'm going to say. And then they've got to solve it. But this is kind of what I'm going to have to do. Yeah. If I can add to the note, it's forcing people to recall. But it could be using a password manager. So the issue is, I can't talk in base, or I can't use a password manager to apply that password to the practice platform. I have to physically type it in. So the website can use a password blocking or an app to play out. But potentially, a lot of sites that have a lot of passwords can use a dual set, so that the password manager can call it out and talk to you. We have to use a password manager. We have to use a password manager. We have to use a password manager, which is a security best practice in the public. Yeah. And let's take that conversation on what I want. I'm very interested in your thoughts, Mike. And put off people back in the group after I do these talks, and I say, hey, we've got this concern in the bag. It's here in the bag. So let's talk about the client that you're drinking. Do you want to go with them? OK. So who thinks that this is really a good idea in order to limit and who thinks you know to work well to solve all of these kind of naturalistic users? Yes, we've got quite a good mention here. How many people not sure that? OK. About my hands. How many do we need to do that again? OK. I'd love to go off and say that one of the challenges with keyboard shortcuts is how do you deal with multiple content? And a lot of times, the control key works great for English, but it doesn't work great for everyday English. So forcing people to go off and provide for customization and custom keys have the ways to. That would be very happy. And that would be a better approach to keep the project. We're trying to get that in the key point. We didn't get the consensus on it, because it would mean a lot of actually work by developers. And that's what we're going with. Yeah. We're just trying to keep our jobs, OK? Cool. I'm going to keep clipping along. We're still on level A. So the next one is people can only or can use only one finger or one patch point. We are punching in the title of this point of gestures. And that would be not forcing a user to have to use two touch points, such as pinch or zoom or double, triple or ruble swipe in the interface. Yeah. Basically saying, even use all those things, but provide them the way you want them. Or that's required for anybody to have to do everything if you would all your functionality has to be anywhere. However, that would work in a while, and also make that most efficient. So I kind of wish there was an agenda to this that said that the target area had to be all the time. Because I'm helping my mother who has tremor, and I know lots of people have tremor, and it's a tiny target area. That's telling me it is, because you've got it in the back of your head. So do you get the idea? How many years have you been like that? How many people are you not sure? And how many people are you expecting? Who are you? Mike. Mike, I'm sorry. And I should probably take some notes on that. It's not so much that I think it's a bad idea. I think it's an impractical idea. It's impractical. And especially because it brings a lot of development because of GIS. I would bid a lot on the GIS recently. And just to give you the burden of trying to do something through one touch point or one finger, not to do an accessible start. So going this far is just past your own goal. Let's talk about that. Mike, please. Mike, please. I shouldn't have done a game on a piece of paper. Well, no, I did that piece of paper. The key word, which we already required in 19211, this is already required. However, what GIS uses is basically the same. And there's also, which is an American exception. A lot of these are exceptions. And we have language in the success fracturing that needs to be essential to functionality. And so there's a definition of essential in the way that we gave that up.  It's essential in functionality and the way that hopefully I'll address your concerns. Next one. We kind of obsessed with the name. Yep. Equivalent labels exist for visual and non-visual users. So the intention here is that if a num sign user goes through your form, they would see or comprehend the same label as a sign user would be going through. So any kind of short names, adjusted labels, that content is available for both these users. Because frequently developers tend to use more abbreviated texts when it's developing IDs, labels, names. So if something has something related to such a full name or there's additional context provided by visual elements, that's also available for non-visual users. Yes. So this again, as we were writing, we were trying, you know, in our first, we got a lot of criticism in the weekend, too, because we were very blind and historical. And there's a lot of fault for blind people with some of the other people with disabilities felt that groups were recommended with disabilities. But there was an under-recreation. There's a good reason for that, because at the time, this system of language for people with blind was quite mature. There's a series of different apps, there's ladies and men, ladies, you know. And so they were mature when they came. One came out, we came in, two came out, they were very mature. There's not a lot of systems and consures about people with disabilities. There still is a way, really, to simplify language in any way for people with blind disabilities. But there should be, you know, we should have that right now. We should be able to, you know, instead of translating English to French, English, you know, in your second year you should find it. We should be able to do that. Hopefully, you know, with Watson, there's a different idea. But this guy here, there's actually four people and this button says go. So the visual label is go. And then on the input next to it, it says search. So the person who says click go. I think that happens. Right? So in other words, if you have a visual label, and you have a hidden label, there has to be the text that the visual label has to contain within the hidden label. So if you give it to go search, then the person could, the person could say go and click go and work. So that's it. Thank you for understanding the idea. Thanks for the idea. Yeah. I'm already okay. Bye. The problem that comes to mind is that it says it has to be cobalt. So let's say you have an address form and there's two input numbers one after the other. And it says address. You might want to have visually hidden label which is really identified in the second one. You don't want to display that visually if you don't need to. So if you can see it, it's obvious what it means. But on the screen, if you want to have that label there, Google would suggest that you need to display that label in that second one. Well, you should be explaining how to have a visual label for every input. You know, typically, the Pebbleson R3 can be called from the first three to the third one. But these are classic accessibility problems. You should be able to use a visual label anyway. However, this would just require that, you know, how that would work. So you have an address and you have three inputs. One, this is address two. That's one. That's two. Some people would actually want to put it in there. That's not everybody would actually need that kind of disability to actually understand. However, I think in that particular situation, if you had an address on there, what would there be? You can go to the first one and then go to the second one. Click address, and it shows like two. Now, most people use drag visually. If you're blind, you can use drag. You know, I teach people at blind and I've had one user who was, you know, wanted to use drag. There you go. Is that... Anybody thinks of that idea? Okay, so it's good. I just want to go back to that it's also useful I think in another voice in streaming users. So people often don't know what I'm going to represent that, but also we've got all of the future audience, like A's on hold, and Echo on Google. We've got these things that are coming up which are going to need to use these. So this is a good travel that we'll be trying to build in these best practices. I'm quite happy about that. I've heard of testing this, but sometimes it forms in advances automatically. So instead of tapping into the next field, it just does it. The system does it. Do the system lead out of the label? Yeah. If you get your own in the next field which is not a very out of bounds, but if we do get your own in the next field, we will be able to do it. The 70's fault is that we don't have any other label that we're seeing. It's bad practice. Yeah, it's bad practice. I know you said I find it really annoying because you're like, well, look at this. She went in and I knew her. Because you don't know you're tapping away and it's hard to find a path. So so far we have the first one got a little bit of mature, but pretty well since then so this one we're still on the lay. Events are figuring out how to touch up. So this is called active and full activation. So there's three stages to a click. The down, the press, and then the up. If you're handling stuff with JavaScript, you're going to run into this. So in general this would be for if you're doing any custom to the channel to make sure you're only being you're only activating the action on the touch up. If you use the standard JQuery which is bundled into your core you will be doing absolutely fine. So this is, again, one of the ones where if you hijack, you kind of do something and then you will get the code. And you'll find a lot easier to switch in.  Now if you've got a piano program if you've got a piano program you don't want to have it on the touch up there. So we have the essential exception now. So if you're shooting gallery and you know you can pull the trigger and you can pull it. That would be a very fun game. So we have the essential exception. But generally if you use all the regular manganese this really helps people if they have trouble getting in the right direction and you don't want to find any way they can actually move over to the men lift up and get it to trigger. Otherwise if the down essentially press the wrong thing it will accidentally trigger. So it gives them a little bit more time to think before they let go. Makes sense? How many people think it's a good idea? What do people think it's? Not sure. Okay, tell me. Oh man! I'm getting a weird answer. It's more, well I guess it doesn't make sense to me. So this is like a thing in the scroll bar so there could be click on the scroll bar and it goes down click on the old scroll bar and it goes down I guess it's versus it gives them a touch up and what are they going to do? Hold it the rest? Well actually when you click the scroll bar once it's on the output and it's still on the output. But you can also hold and it will also be back to you. So it happens on the press and it's on the operation. Yeah, so. I'm pretty sure that the old station was like adjusting maybe to whatever you're tracking so people really really often said that the scroll bar will have less output and that would keep momentum or it would keep charging at your laser cannons. Yeah. How does the difference between holding and trigger work when you see sticky keys? It's keyboard it's basically holding so it's actually not part of the web setting it's part of the operating system it's part of the dose but I think it's not affected at all it's its own it's one of its technologies. Yeah. But it's not it's not a web app it's not a part of the web app it's created in almost any piece something like that but how is it mapped like if you've got in your browser you've got the ability to pull down the same scroll bar in your in your scroll mechanism I would take the button for the page when you're scrolling. Okay, so I hear that they're mapping, sticky keys are mapping to one of those what would it be? Well, I'm not sure when you say sticky keys do you mean nose keys? I think you might be meaning nose keys I think you might be meaning nose keys in that manner the number pad to mice analysis is that what you're saying? Yeah, yeah. Okay, so that's a different part of that swing of the setting Yeah, so nose keys we'll just say ways of noses exactly and so when you pull down the arrow key it's still part of the operating system there's nothing not to do to normalize the sticky keys in your just an action to nose in the needles so I don't have to ask me anything about that but that one over the whole position, that's an important consideration I'll think about that in the movie I appreciate that. Another reason why it's important is that this is getting recorded and it's back to the rigor document so this is to provide another way to get the device that makes info so the example here, and I think this is really important to understand, is if your application depends on shaking, tilting orientation you don't force just that method, there can be other ways to get that information so if you've shaped an unview there's going to be another way of action so this one I'll just tell you about it there's quite a bit of of a discussion it's evidently there's a lot of public comment I haven't talked about it because it actually has already been met by the WK211.1 which is a keyboard and you should have ever been one to a keyboard so you must provide another way you know, this is actually not the exact language of it but the exact language of it there we go great so the all functionality of the product can be operated without becoming a specific device that your information unless the device that you're in is essential for the function and not easy to invalidate the activity so they do have to get an instruction so that's what we're not through but however we only require the functionality of the keyboard so if you need 3.1.1 you're going to need this now there's people on group who feel that they need to do some things to it to make sure that people can still make things work on mobile and not just the keyboard and so that's what we're exploring in these next couple of months 2.1, if I get it right they should go here to the center so even in four months it's actually going to go to the side but a lot of people are quite they think it's a really good idea and I've learned over the years since 2002 I've learned that when I have been painting on something and I see a lot of different opinions it's very important to listen to those other opinions and to see what people are thinking so how many people think this is a good idea or super how many people think that's way too wide and how many people think it's a good idea and how many people think it's a really good idea to get it in some form it's not a lot of momentum here Mike Steele he said the price is great but you can't necessarily assume maybe you've got a little bit of an emotion in some way the other way to do it it's like the emotion you can shape it to undo but you should have that idea to fix yourself that's really what they're talking about so when you're out in the woods if you've got another means to do this you'll find it a perfect or difficult so people think it's a good idea so Mike Steele he asked you like it is that right how many people think it's a good idea I'm not sure it's a lot of not sure how many people think it's a bad idea so a lot of ambivalence there it's kind of how I feel too to be honest and I'm just taking this down because I'll take it back to the group you guys are making a difference right now you're changing the force of history to find a means exactly what you're saying it's going to get through it's going to get through that's what you're saying and just to follow up on that there is a body that says that really accessibility and universality are not necessarily goals that are achievable and they should be hard to phrase this but working towards universality can be kind of an endgame at least so it feels a lot like the end of the incident endgame at least you guys are changing things those people that I work with that are in that are facing issues of disability they actually have devices that are specific to their particular needs and that is in a way a better group working towards universality can be problematic because there are holes and the holes can't be addressed so that's a very deep philosophical discussion we can have it's kind of like it's a product of discussion apps versus weather it's kind of like those discussions thousands of that I don't think it's as I was saying but I think if we add that explanation into the keyboard accessibility it would be much better so the people in that panel we're a little nervous to open up 2.1.1 because as soon as you open something up it's like Pandora's Box and everybody wants to change and then people say they changed the WCAG and there's a requirement that changes up the WCAG too in order to add on to 2.1 so there's a little bit of political issues of whether we want to start merging we're going to be looking at that though whether we should merge this into 2.1 there's people who are saying that also which is a good point ok well that gives me a lot of good information ok we're finally on the double A so this is a bit more scripted this is one I'm really excited about so zoom content the phrasing of this is interesting but the functional aspect of it is that you have to have the thoughts of design down to the cross another 320 basically which fingers crossed everyone is already doing but it's at least there and if you're using it you have to have the box as an in-menu when you pull 7 it's just going to be running into it but before because it's not by people it's not responsive but that means that there's a lot of again in the concept of design because of the best practice that's going on just trying to reinforce that and define it a little more clearly this did have a lot of discussion and one of the best things you've ever had with low vision in the last decade is responsive design because people on my desktop they get that control plus from their wheel the thing opens up and in the old days they'd have to horizontally scroll across the real line of text and when you start scrolling across the visualized text you're talking about a lot of the low vision community it's been trying to solve this linearization keep everything within the new port and grab properly for years and as soon as responsive design came out it was just like I'm at any point and suddenly it goes into the new port so people are looking at a mobile view on 24 inch screens just go back there's a lot of people doing that and so it's really important it's huge now there have been considerations in China there's not much responsive design right now in a lot of Asian countries so we're not sure what's going to happen we really want this to get through we hope it's going to get through North American, First World, Europe it's not going to be harder I'm going to have to make a decision at some point whether we're just going to push it here and say this is a big program this is what needs to happen go ahead and do it it's something really great idea to do and responsive is a really great idea now there are a lot of exceptions in here so this was probably years and you know it's basically there's some exceptions except for perhaps the content that you require two dimensional layout or usage so it's talking about tables you know tables that are big wide tables that you can't get any responsive or that kind of thing so there are some large images there are some situations where where you know it may be required to horizontally zoom but this is really going to give a lot of teeth to the WCAG 2.1 so there's a new there's a discussion I've done a lot of work with publishing which is now 5W3C there's a new well it's by-the-shelf solutions for tables to come down and one of the alternatives between 8W3C is to take all the headings and apply them as there's a lot of reasons why there's a lot of tables now there's a lot of great work happening with it but we're not going to require it because it's just a little bit too rough so we're not going to require responsive tables because there's going to be situations where it's just not appropriate so we're going to have of course we'll have best practices in there but the WCAG it can't quite so handy and it has some exceptions on some of the things otherwise it just won't be acceptable and the legislation won't pass it oh wait for the QA she goes everywhere she goes across the country with her bicycle so this is nothing for her it's just a nice bike trip you mentioned there's a lot of results that I think in China is that just to make sure the way that they recognize you you know what I don't think it's strange because there's serious response so I don't think it's got anything to do with the characters I think it's just a natural thing that just hasn't happened yet and I think there are apps instead of web apps so more people are on their phones we don't really know the reason for it to be honest we just have heard that and we don't even have first-hand experiences people have told us that we may want to watch out for that we can push this through cool conventional names of elements can be determined programmatically what this is is that if you're using short names machine names of elements they can be using programmatically to determine what it is so if you have a first name field the name of the field what would be the first name as an example of that the cognitive community has had a really hard time knowing what stuff is the name to act name the accessible name but a lot of times if people are not using commissioning like whole name courier contact first name, last name all those things there's actually a list of 15 of them which is at 5 which is actually 75 you've got to do the job down list of different inputs what people want to do eventually is the cognitive community is looking to have to recognize with a programmatically recognizable way to identify common elements and then strip everything out off page with assistive technology so they'll take your page and then strip it down in your assistive technology so they can just see what's really really important for the things and so this is actually just kind of laying the landing pad for that and then get the next version of WCAG basically it's still very fluid right now it's one of those things I'm not sure if they'll get at any point one or not we have pretty serious discussions about it however what we'll eventually do is that there'll be a set of extensions in the way area for cognitive and it'll basically say what the thing is and it'll have go to priority level and so that you can actually simplify pages based on priority level of the attributes I'm not sure but it's a really great idea I don't know whether it's going to take whether it's going to make it real or not you know we're hoping that something like I would call the community better and this is one of the things so what this is doing is laying the landing pad for that there's a we're going to probably come up with about 15 elements that you have to use conventional name or provide a conventional name programmatically what that can do another interesting part of this is the impact for machine users so as was mentioned Alexis at home or any kind of crawling device they'll be able to properly parse and understand what's going on David there's there's definitely places where first and last level are not part of the culture so the conventions I think is those are Western conventions how do you deal with broad reactions that don't have addresses you can't send something to an outside address you can't deal with your questions yeah so if you're a nationalization this has gone through a whole bunch of iterations and this latest version has been accepted conditionally and there isn't no one on the nationalization consensus and also you know the development of this technology so you're coming up with a concern that other people have raised with an instrument and I'm bringing back a group that we're hearing about the field too we're going to keep clubbing along so we have graphic conference minimums the conference minimums have been bumped up for large and small tests in general it's similar patterns that we have been using before but the values have just changed actually I have to correct that yeah so nothing's changing the test it's only that graphical information now when we've got the same standard to this test in other words if you have if you have a graph of our graph you know that you have to be able to distinguish it in anything next to it so whenever you have important information and definition of the form and definition of important information it's great that we understand the content of these graphics that they must be distinguishing in all of our tracks with important information so it's been extended on that and it's getting pretty good momentum I think it'll probably bump down to just one one level rather than having 4.5 or 3.1 I think on the final draft it'll just be 3.1 because my argument is that it's not it's hard to cognitively curse a thing that would word which takes more cognitive load and more distinction in degree ability so I expect that to be on the 3.1 and that will also go for focus indicators you know when you use an actual focus indicator if you don't know that's a focus indicator fine if you like not that focus indicator you know we're going to have to now in this next version have it so when people hit the data they can actually see where the focus is which isn't looking at anything that makes sense and buttons interface all this stuff oh pictures if it's about important no photographs graphical information between photographs I don't think we're going to have I don't think photographs are going to be part of that that would be a very difficult thing because normally you have digital graphics oh yeah in photographs yeah say you like the graphics I'm assuming like bar chart all that kind of stuff you think you can be sure that they know where the camera is the next version of what came is going to be your fire Instagram filters yeah so that's this is the related one I've already said this one this is the interactive elements part of the buttons so there's two success cartoon broken up one for graphics and one for interactive elements same sort of thing so it's basically that people with low vision will be able to use your site now they don't have to start looking around for you know alternatives yeah go ahead so the the contract ratio is that like supplemented on top of like focus like a focus outline that's a really great question so the question is the button has to have sufficient contrast to the background plus the focus has to have sufficient contrast with the button and with the background is that your concern? well yeah it just seems like we're like layering focuses and like contrast on top of contrast yeah so the question the question was so you have another one and it's got sufficient contrast start with 1.9 you've got a black focus indicator hits that thing and it doesn't have sufficient contrast with the button well as long as it has sufficient contrast from one side of it it will leave a pass okay so there's something contrast to it yeah and we also a lot of public CSS to allow for there to be three colors of focus indicators in other words you have black and a thin white on each side of the black so wherever your focus indicator goes it will give you this one you have a quarter of a focus indicator yeah a quarter you're talking about a fine field you can do that with voice over anybody who's using voice over whenever you tap through a voice over you're seeing that it's a black line and it's moving away and it's like you don't usually notice it is that correct? a lot of questions over here is that correct? it was actually one of the comments from the city about the contrast ratio that's also very important depending on the choice of colors for color-blind people which is something to provide for some of the fans yeah so the people with color-blind is very, very important for many of the color-blinds the hues that you have trouble with there's a lot of different types of color-blinds the red one is very common which is why we feel most important as of now so essentially the focus would be the selector the CSS selector yeah I mean there's a default in most browsers and I'm assuming the default is complex there's a discussion about that right now so try it on hold on how many of you think these two graphics are a good idea I have two how many people think I'm not sure okay one, two, three developers how many of you think this works how many of you think we've got so start with the momentum do you think it's better for me okay did you want to have fun? it's not a bad idea but it's already so these environments seem to be good enough to call it I want to I want to do a meeting one time and they said we just had a new college we paid $100,000 for it and I looked at them and I'm like okay so why don't you bring them and give them a meeting I know that now with the technology guys it would be nice to have a button and they would just change the colors in the scale at the markets well Google has that now Google does have Google has a really high contrast module and it'll actually do a really good job giving you a different contrast ratio it's really good but we can't rely on these tools at this point from a designer's perspective there's plugins to the entire product and you can check the product's radius if you do that already and if you have a core monitor these previous designers have those very fancy $5,000 Apple monitors if you have a product of all around you you can show that in your problem areas if you're very interested okay so the next one you really want it's about then being able to override using the plugin your core CSS and basically we want to get a look at the texture of it so you don't have to do anything just don't interfere with it they're able to override the line height spacing underneath the paragraph at least two times the font size letter spacing so these are four things that they want to be able to control without messing up the content and with their own tools basically so you're not interfering with that is that understandable how would you be interfering with that if there are a lot of blocks on the front of the CSS they could do whatever they want if you're you could use Excel to tie all of your padding to the font size or the context that's put in line and consider overriding the style pretty close how many people think this is a good idea how many people think it's not sure and how many people think it's bad it's just got to be a good point thank you tool tips that if you're on hover or focus are easy to interact with and this was a very interesting one where they would explain it to me so why I'm understanding this is that if there's a tool tip or additional content that is up here on hover or focus it doesn't override even if you're facing the triggers it so it doesn't hover over it and you just can easily render it and you can understand the context yeah that's good yeah so in this respect of the title attributes that are such a mess in the far-winded low vision community in the mobile vision community so it may not sound many animals were able to take away everything we couldn't really meaning that it's a terrazer machine it's not a simpleton but it's a terrazer machine I have to get down to the mind the title attribute and there's sometimes something really useful we just abandoned that and then they show you the price of the bottle and how it works. Anybody see those guys? So that kind of thing, the info grab, a lot of information comes up. So we all need to be wired and we can. Keyboard <IP_ADDRESS>, that when it gets focused, it's actually not a good thing. However, we need to have anything that requires it to maintain the visibility of the bottle and then trigger it. And also, we need to require that people actually move into the keyboard or with the mouse without actually creating a net closing on it. So a lot of people will be able to do magnifying stuff. You know, how do these pop-ups go?  You can't really, right? So it's just because you say, as long as you're hovering over it and you're focusing it, it stays open. And you don't have a sphere, they won't trigger it. Is that how you check it out? If you click with the 320x on the minimum, it's like zero tooltips, you know, particularly if you have a lot of text in it, it might just push that stuff right out of the page so you can actually see the texting or the tooltips. I mean, that's a good thing to do.  That's a good consideration. I think it's fine, but I'm thinking about if you just, you're saying that it's got the tooltip, it's not. And the button just goes off screen. So the button just goes off screen. So it's everything that goes this way. But it's just, yeah, it hasn't been, the button is not, the pop-up is not obscured. It's just the way that the content is scrolled. So how do we convey all the way that we convey all this to the screen? So for a sake of time, I'm going to be a voting favor. Sure. And I'm going to skip the remaining ones. We're going to start now. There's lots more. You have really excellent blog posts. This is still in the outdated, where you can go to the individual ones and see them. And you can also buy feedback. I can actually type that for everybody if you want. If you should pull up a Word document or something, I'll type it in there. I'll tweet it. I'll keep it there. Sure. I'll put it up on the initial slide and it'll be there. But here, in terms of feedback, we're looking for specifically four points and feedback regarding that. Is it testable? Is it incremental? Is it scalable? Is it natural? Is it doable at all? Or is it too much of a barrier? Is it actually government? And it's an internationalized, it doesn't mean cross-technologies, technology-independent, and it's also a global internationalization of wireless. I really appreciate your time. I think that's the end of our talk. That's it. Thank you so much. Thank you. Thank you.