Do a quick test. Can you all hear me okay? Excellent. So I'm Ashley and I was invited to talk to you a little bit about design and authentic communication using kind of my journey at the White House and some of the work that we did there as case studies for it. So that's largely what I'm going to be focused on today. But I want you to know I didn't work for this White House. I worked for this White House. Just to clarify, you know, make sure you know what I'm talking about. But to give you a little bit more context, I currently work at Automatic where I head up our creative studio within our marketing division promoting all of our great products. And also the head of the inclusion part of what we call Project Muriel which is how we're making each of our products more inclusive, working on standards for practice, making sure that we're not excluding any of our customers and that we're working collaboratively with the same goals across each of our divisions. It's a little bit of what I'm doing now. One of the things that we rolled out as part of our project that's publicly available is our inclusive design starter checklist which you can access at design.blog. So please check it out. It gives you tips on things that you can do individually to kind of broaden your perspective as well as things that you can do to bring diversity of thought into your teams. And then lastly a category about just bringing that inclusion into your designs themselves. So if you're a designer or you work with designers, feel free to pass this along and we'll be updating it as we kind of grow. Here's a little bit of our team. This is a photo John took. Kind of hear more from him later. But this is us visiting small businesses. We visited Art in Motion in Detroit after setting them up with a website. So just a glimpse at the designers that we work with. Okay, so now I'm going to share a little bit about myself, some background. I'm going to go through a lot really quickly in my talk. But just to give you more context on myself and then how the job at the White House came to be because that tends to be something folks are curious about. And then lastly I'm going to fly through 15 different tips that I got on communications and design for my time working in the Obama White House. So you all ready for it? Feel free to tell me to slow down, have those notes ready, pencils ready. But I believe that the best brands are built on values. It's a belief I have that also kind of integrates with how I choose where I work. So I want to demonstrate what this means for me and it's just a personal belief. Well, first of all, I think that they're more honest and consistent right if you build your brand around what you value. They tend to attract people with shared values and so you get this much broader network of people to communicate with regularly. And then as you see, especially in the political spaces, you have much more fruitful debates when all of the brands are speaking from a place of value instead of maybe proposition or something else. And how does this apply to me personally? Well, a little story. This is my husband with me, Nathaniel. We chose to make up our last name when we got married. This is kind of a fun fact, Axios. Greek origin, but we're both designers and we're going through what most people do when they get engaged, which is thinking about how we want to build our lives together, what we want our legacy to look like, how our values tend together. And we decided to brand ourselves because designers it actually turns into a branding exercise really easily. So we came up with Axios, which is a word. It's not traditionally a name, but it means worthy or having weighted value. And it's our reminder to aspirationally live through our values, work through our values and to measure our time and what we do against what we believe and the change that we hope to make. Essence, much to my surprise. Fulpiata is one of the 29 most powerful black women in Obama administration. No big deal. I look different than I hear in different styles. But I want to back up. I'm a mixed race woman raised by a single mother with my brother who has a disability with like pretty kind of limited but typical American means. And I'm pretty young in my career and I've been very successful in a creative and a digital space. And I bring this up because I'm also an introvert and I actually don't love talking in front of people. So this is backgrounds. One of the reasons I get up and I do talks like these is because I think it's important for people to see folks with different backgrounds leading and making change and being successful in their fields. So it gets me to stand up even though it's awkward. More context. So I've worked for a little more than four years in the Office of Digital Strategy at the White House. There it didn't used to be an Office of Digital Strategy before the Obama administration but it came out of the success of the 2008 campaign where then candidate Barack Obama was able to use technology, social media, clear communications and design to connect with his constituents in really meaningful ways to show his values, to demonstrate his values, to create connection and to make change together. So naturally when he came to the White House he wanted to bring that same thing. You don't want to just go into the White House and suddenly be not only behind, you can feel like a president, behind bars with guards all around you but also be less connected to the people when you have a community organizing background. So he started the Office of Digital Strategy and brought in the first creative director who was also the only designer, creative director directing himself. We grew but the Office of Digital Strategy, ODS, is only about 20 people. Cover everything public facing for White House.gov from the websites to social media channels, online engagements with influencers, videos, a lot of stuff that you'll see eventually that's in the archives and then much of the stuff that you saw throughout the Obama administration really came from our office or at least touched our office in some way. We're really awkward as you can see in this photo. The photographers said act natural so everybody looked at their blackberries and David started laughing. Very awkward people. It's really hard to capture our whole team in one place so I'm going to show a couple of others who aren't in that photo. There's Hope Hall who is President Obama's videographer for most of the Obama administration in a bit of a role reversal. In the middle we have Duncan Wolfe who's one of our younger staffers who helped us with Snapchat. He's helping post a Snapchat post in his photo for Michelle Obama and her staffer Joanna Roscham's helping. This is in the Mac room. Here's our design team. Just three people. We grew to three from one. Yay! Doing an incredible lot of work from the social media graphics, revamping White House.gov or petitions platforms, things you'll see later. We wore many hats so you may remember Jillian from the correspondence dinner video in 2016 where she's acting. She's not an actress. She is a designer. As a creative director at the White House, here are some of the things that I did. Determined the best ways to represent the brand, which included the brand of Barack Obama, the man elected into office with Hope and Change, around his values and the brand of the White House, this historical institution, a museum, the head of the executive office and the residence for the first family. Really trying to merge those together to create the Obama White House brand, which we believe should feel different and engage authentically with the community in a way that's different than the Bush, the Clinton, previous White House experiences. I managed our design team of three, which meant like blocking things that came last minute sometimes, supporting the dose and being really hands-on, of course. Made wonky policy relatable, which included getting, you know, big stacks of paper somebody worked years on and would say, give it to the world, make everybody care about it and really helping. I'll talk more about that later, really helping make it relatable to the necessary audiences. And then doesn't usually fall in the creative director but improved the White House public-facing platforms. And the mission of the Office of Digital Strategy is connecting people with purpose or finding ways to create meaningful engagements between the public and the administration given the influence of technology on how you all get information, how you engage with one another and how you act in this age. So really trying to push government forward given technology. So in that capacity, we're all digital strategists in the Office of Digital Strategy as well. So we create those engagements, help communicate priorities via digital channels, and then increasingly hopefully you notice this as the, you know, getting into the second term and as the administration progressed, but reminding you who Barack Obama is, what he cares about, and that kind of that foundation of why he was there. We recognize that the more you see somebody behind a podium year after year, the more you kind of drone out and kind of forget that there anything about this, you know, maybe public figure kind of talking head on the TV. So I'll get into these tips soon but really quickly. I think this is important to highlight because think of some place like the White House, you think of these like hard structured systems. But in the Office of Digital Strategy, it really works like a startup in the heart of the White House. Really organically, whether you came in as an intern or you're Jason Goldman, the head of our office for the last year and a half, ideas came from anyone. We would kind of bring them in and figure out what to do with five minutes of President Obama's time to help connect him with the American people. And that was fair game and something that was really a level playing field in our office. Okay, you ready for the tips? Now still with me? Okay, narrow in on an audience. So this is a big one for us. I mentioned these folks coming to us, brilliant policy makers with 300, 600 page reports that they spend months and years on. They'd say, show this to everyone. They would say, okay, let's get specific about an audience. And they'd be like, well, like the U.S., they're like, no, like really specific about an audience that we want to reach for this policy. And they go, now that you mention it, like technically a global audience, because we really reach everyone as the White House. So we really have to pull them back to say who directly is your policy affecting? And then work with them on strategies to make sure that those folks are aware of the policy decisions or proposals sometimes that would affect their daily lives. Here's just one little example. That's a little bit more on the literal side. So one of the things we had the most information about was getting people to sign up for healthcare with open enrollment, healthcare.gov. We knew that, especially in those first couple years, we needed folks in, many of which cities had really low healthcare enrollment rates. So we had some target areas to work with, places that we could focus on a little bit more. We also knew certain types of audiences, younger millennials who are less likely to sign up for healthcare because I think we're invincible. So we had an audience there to focus on. And we dug in and came up with a few different personas that we were able to target and talk to in different ways to help make the proposal clear on why they should sign up for healthcare during the open enrollment season. In this case, we worked with an illustrator, Carolyn Bolewski, and this is just a series of social graphics that we created. It's one tiny project, but they're actually personas kind of in disguise. So we've got our athlete who is taking care of herself in so many different ways and out there, but why wouldn't you have healthcare and just making that pitch? We have our caregiver who's taking care of other people, his grandmother and mother. Why wouldn't you have healthcare for yourself? You're doing all this for somebody else. You recognize the health needs. We've got our hipster character who's eating experimental food and riding a tricycle down the middle of the street. We should probably have healthcare. So just making these things clear. And one thing that we learned is the more specific you got, the more likely as we posted this, you know, that health kind of persona on the First Lady's Instagram account, we saw people tagging their friends as it reminded them of people that they knew. So we were able to spread it much more dynamically and organically that way by relating it to individuals. All right, second tip. Set goals that stretch you. One of the things I hear a lot, and I've fallen prey to in the past, is setting up these lists of things that I want to achieve in a quarter and a year. And realizing that they're things that I can easily achieve with the time and the resources that I have available to me. That's not actually, those aren't goals. Those are tasks and you have a task list, which is also fine. But real goals that believe stretch you. They're things that you don't know that you can achieve. There's some chance that you might not be able to reach it. And so we kept this in mind in the White House to really push ourselves in our products, push ourselves in kind of setting a new standard for how government interacts. Even if it's not being followed right now, we have hope. One of the most stressful times I look at that day is the State of the Union each year. And the State of the Union has a long history, but really technology has always kind of influenced it. Originally it was something that got delivered as an update from the President. It was Constitution 2, Congress. Then it became something that got delivered and with radio, that delivery got made public. And so the audience changed from just Congress to this massive public audience. Then with television became more of an audience, an international audience, an interest. And so we felt it was our responsibility to continue that legacy and to help make the State of the Union, which had already been live-streamed during previous administrations, even more engaging, using technology to help make it more of an interaction with the public. So no pressure, right? Because President writes the speech for the speech writers in the week before. So you don't have much lead time to know what you're going to be able to achieve, what policy is going to be included. So I won't go way back, but I'll show you in 2013 one of the things we did. We had a non-responsive site, but for a few years we've been doing what we call where's my thingy? Enhanced slides, where as the speech was being written and developed, we'd follow along and realize the President only has like an hour to communicate all of this information. How can we make it more interesting for the public? How can we supplement what little he's able to say in that kind of truncated speech to help make it more clear and dynamic? And so I think in this version we had like like 200 or so slides that we, in real time, listening would interject into the live-stream to help give more substance. And so we're pulling policy, we're pulling facts and figures and information to kind of supplement. But we realize that's not enough, right? That was a big enough feat to figure out how to develop all of these in real time. The last version of the speech, usually the last edits were like right before he delivered the speech, so it's constantly changing. How do you create this kind of substance and then improve on it year to year? So we pushed ourselves. We got a little hacky. In 2014, we kind of hacked Twitter's API a little bit. We built a little tool so that some of the stuff that we're sharing on social media, at least through Twitter, would get pulled in. And so if you're watching the speech and you're really interested in a certain fact, you could reply and ask a question or you could retweet it to at least have a little bit of an engagement. And it wasn't perfect. In between it was kind of glitching and like repopulating these. It was a little weird. But we were improving on the dynamic and we were proud that we were able to push it further. So we knew that's not quite enough. We wanted to do something that wasn't limited to Twitter. How many people are on Twitter? A decent number, not everybody, right? And we wanted to make something that was much more dynamic, that didn't just bullhorn information at the public audience. So here's an example of the 2015 page which we made responsive. And we had real-time cards that were also being interjected into the page as the speech progressed. Sorry, the quality looks weird here. We included tweets but also included ways to share on Facebook through email. There were little samples of... We went to the next one. There were little samples of information. One of the things we talked about was STEM. So we gave people the ability to say if they were interested in STEM to contact another organization in a way to find out how they could sign up for development classes. Okay. So we were constantly pushing ourselves, stretching to get better and better as we went. Third tip. See failure as good data. Failures are really hard words in places like the White House. Not a word they're really comfortable with. So kind of making culture change in this space was difficult for us. But we did it by recognizing that we're going to fail and continually talking about the ways in which we turned our failures into good information so that we can kind of change the narrative in the culture a bit to respect it and to see it as a chance to learn. Here's a project I did for the Correspondence Dinner. This was a slide for a joke the president was going to say and we handed this weird piece of art and did a photo shoot with the first lady and one of the worst things that could have happened because this was around healthcare.gov's launch. We were not responsible for it. But there were technology problems obviously with healthcare.gov's launch. So around this Correspondence Dinner if you asked us the worst thing that could happen or if it was a harmful issue during the speech would be the worst thing that could happen. That's not like, we don't want any of those. We practice, we went through things thousands of times. Maybe that was actually the issue. And when this slide appeared after the president delivered or when the slide was supposed to appear when the president delivered the line it did not. It had gotten deleted from the deck. No one thought of that. It got c-span. It's being live streamed. Massive ballroom full of people. International audiences. You know what? The president ruled with it. He was graceful. He moved on to the next point and we turned it into an opportunity. The Correspondence Dinner was always about connecting the administration and the press together and so we gave the slide to press and allowed them to share it at their own role which actually extended the conversation around the Correspondence Dinner to the next day and a few days after when it probably would have died out. So we're able to see take some lessons from it and improve but also build up a culture we say this is the opportunity it presented and something that we learned that we can improve on in the future. View platforms as distinct.  So how do you think about who's on what platform and how to reach those different audiences? Simply just through testing and spending time on the platforms and focusing on ones where you'll have value and just steadily moving into others. In the White House, even WhiteHouse.gov we learned how to transfer the platform and transform it into a way that was really going to serve our customer needs. Like most massive institutions the first version of it reflected our hierarchy and our internal structure. Like people had real estate of the home page. They didn't meet any of our customers' needs when they came to the home page. They were overwhelmed with information about policy that they didn't care about. We learned through some basic research that most people are looking for either the news of the day, the top thing that was happening or some kind of recent pieces of news. Just a couple or they're looking for our blog, our photos, our live streams. And so we were able to transform it to meet those needs and make it curated each day to reflect the top news and the recent news to help people with their goals. Here's the currently archived version which still kind of reflects the needs of people now. Now if you want to learn about the Obama White House you're looking for legacy information. So it's broken down into our top five legacy buckets so folks can learn more. Facebook. It started for folks in college. It's definitely not that anymore. It's a place where grandmothers teenagers and kids alike are all on it. One of the things we did with White House stock that was make sure that it had like integration that it was still the hub that people who might not be on every platform could go to to learn about the things we're doing on different platforms. But one of the things keep in mind for Facebook is that it's great for storytelling.  It's also where people tend to represent themselves so we for the Supreme Court decision legalizing gay marriage we lit the White House up in rainbow colors. We changed our avatars across our social media presences. So it's just a virtual place to talk about your beliefs. Twitter. Animated GIFs do wonders on Twitter. We get a lot of requests for video and we find that most of the time when people are requesting videos they actually mean like simple things like animated GIFs so you can upload it natively as a video or animated GIF. In this one broke down the realization of gay marriage across the U.S. state by state to kind of show the change as a decision happened and it got like 64,000 retweets in the first couple of hours. Instagram. Obviously visual first but it has a lot in common with Facebook so it makes sense that Facebook bought it and that it's a great place for a narrative, a short narrative that can direct back to another destination for more and for activities. We would do Instagram takeovers really frequently inviting guests to come and share their own stories. This is a set that was around climate change. So instead of just talking to people about climate change we are able to kind of authentically show stories from people who are biologists and seeing change on the ground and who could talk about why it's important to protect our land and resources. Snapchat. I didn't want to touch Snapchat. It was really hard to get on Snapchat too because we were subject to the Presidential Records Act so every single thing we did is archive for the archive. So it was very hard to explain to the Chief of Staff why we needed to get on a platform where content disappeared very quickly and where they're mostly like teenagers and kids. But it's an audience for us that was how we met and could expose folks who probably have very little context or interest in like civics and public engagement and their government and how things work. And so a little vignettes, sometimes sloppy. We do a little like reveal inside the motorcade. But whose shoe is that? What are we looking at? Oh, it's Vice President Biden on his way to a thing. Just a little vignettes like that would do really great in this platform. They didn't have to be perfect because they were kind of disappear. There's a really good opportunity there. If you don't have that kind of behind-the-scenes stuff, you know, you don't need to be on Snapchat. Tip 5. Roadmap through the moments. So how many of you have planned an event before? Good number of people. You know that it's, you're like focusing all your energy on like the day itself, the event itself leading up to it. And the things that most likely fall off are the things that you plan to do, hope to do afterwards because you're kind of moving through your resources. Even in a place like the White House that would happen. So we came up with strategies and plans to, again, roadmap through the moment and to kind of offload some of that work and what was going to happen from long experience. Hard to see here. Here's a worksheet that I developed that helped remind us of our the purpose of the event, the definition of success and helped us expand like the surface area building up to the event and the plan for afterwards. And we've linked lists like influencers. They didn't have to be big. They could be internal influencers, folks who are stakeholders or held a lot of knowledge about the event or external ones who could help us, especially post event, keep the conversation going. So we use this little worksheet for the papal visit, the Pope's visit to the White House saying, okay, we're going to have, what are we going to have afterwards? We have tons of photos, video assets of the Pope with the President, with the First Lady touring around with all of the folks that came out on the National Mall. How can we lift that up afterwards and how can we rely maybe on some of our supporters or friends to help us do that so that we don't miss the opportunity to engage afterwards when we're like totally exhausted and still cleaning up. Give space for emotion. Now it is, it feels kind of funny sharing this one in the context of the White House because it feels like there's lots of emotion related to the White House and coming from the White House but we didn't really feel like we had that kind of flexibility during the Obama administration.  So, but emotion is a really important part of the dynamic. I love Aristotle's tips here. Just going back to the basics. We need ethos, pathos, and logos for convincing argument or to really appeal to people on a deep level. You need the balance between them and that includes the emotional piece so the only else somebody going out to a podium and if you feel like you can't get the emotion out in those ways we'd have to kind of invent some spaces that made it a little bit more safe for somewhere as strict as the White House to get it out. Here's a correspondence skit that we did. How did we get the President to get out there and loud and show emotion? Well, we used an external vehicle. We used a Luther anger translator skit from Key and Peele and had this extra vehicle of him being the one who's yelling but he's translating for the President. So, the President's calm and collected. It's not going to upset press. Nobody's going to give him a fit about it but we get the emotion out and you get the point, right? He's upset about this but he's presidential upset. Another way that we showed we allowed space for emotion wasn't just in the President but on the public side. So you have a First Amendment right to petition the government on any issue that matters to you. Before we got into office that often meant that people were slipping paper under the White House signatures for petitions in a really physical sense. So we built a platform Republicans, Democrats, independents, Green Party anybody can get on and share their opinion what we needed to focus on and if you got 300 signatures by a certain time you got publicly visible you got enough signatures we would have a response to it and this actually affected some of our policy in a meaningful way. We didn't know that puppy mills was a really big problem in the U.S. We learned it. We were able to make change based on public input that really allowed people sometimes to just vent. And you told us that you were worried about us making a death star. Thank you for the opportunity to respond with a lot of puns. We had a lot of fun with that. Create and share the real moments. Sounds like an oxymoron because they're real moments. Do you create them? How does that work? Well, it's often necessary so don't rule this one out. The White House, the president is naturally on the White House grounds most of the time and that's actually not a real natural spot.  It's really hard for you to understand how real it is when you're in a situation that felt like it had strict boundaries on it. So we had to go out of our way to plan things to help break that down and to make it more authentic again. Take him out of the unnatural environment of the White House and back into a more natural environment for himself. So we were lucky. We were able to plan this event. This is the first time we were president traveled just because our office was like no, it needs to happen. We sent President Obama to Alaska, to the glaciers directly to talk about climate change. So you could see the glaciers in the background when he was talking about it. You could see the effects. You could talk with scientists but in the natural environment instead of the really clinical environment that kind of get forced into sometimes. So keep those sorts of things in mind that you can kind of push the boundaries and invent these faces. And it is more authentic. Have a sense of humor. I already kind of hinted at this one. But it's so much easier to talk about serious things if you get folks to laugh a bit too. So need a direct traffic to healthcare.gov for open enrollment series. Let's have the president go on between two ferns. Let's partner with Fannie or Die. Let's let him make fun of himself. Let's let Zach Gallifnack make fun of the president. This video went viral. It didn't go viral because he's talking about healthcare.gov but it still got more people to get healthcare as a result of it. And so we're proud of that achievement. Even people make fun of us and the weird things we made the president do. He's very into it so it's fine. Make it a dialogue. This relates to what I was talking about with the State of the Union as well. But it's tempting as any brand with your small business or really big institutional organization company to just talk at people, to just tell them, tell them, tell them what you want them to know. Even the smallest bit of dialogue can really change the dynamic was times where we had the president reply to a tweet from somebody else. Who thought it would leave me at that person's day that the president would reply response that there would be a two-way dialogue so look for those opportunities. Sometimes they're really big ones like this but most of the meaningful ones are actually pretty, you know, pretty small ones that might feel insignificant to you but make a difference in folks lives. Try to partner. There are almost so many things that we could do on our own or dream up of an office with 20 people so we would partner. Here we brought in StoryCorps and we're like what would you do if we gave you this set amount of time with the president? Who would you have him talk to? And they brought in this brilliant young man and they had this great conversation nobody told them what to say. We are very hands off we just helped the opportunity happen so remember to give away a little bit of your control sometimes and you'll get unexpected and really cool results. Test your assumptions. We heard a little bit about this fear in this room earlier from Chris we didn't have the opportunity to do a whole lot of user research it's generally found upon for the government to knock on doors and ask questions about what people like to do but we do AB tests here are just some four emails leading up to the state of the union so we could learn like what were ways that we could get people a little bit more engaged so we could use the right language when we had the most traffic later. Which work best? It was different for different buttons so sign up worked really well as a way to get people to register and get a reminder to watch later so making it like an event in a more official way as if they were registering and they'd actually follow up if they felt like they had signed up for it. Which is a nice little trick because it's not like we were charging people to watch the state of the union or anything like that. This is a hard one to learn but sometimes it makes the most sense to tone down the brand unless you're just trying to build up brand awareness. Here's a social graphic we did in 2012 we've got the seal twice we've got the president and the vice president and it's like WhiteHouse.gov and a quote it's like overkill on branding like we know where this is coming from it's a little bit much and we found that it was decreasing engagement because maybe they agreed with the thing the president was saying but they didn't want to be associated directly with President Obama or they were nervous about sharing something that felt very White Housey. So when we're trying to get people to communicate these big issues we just share the points themselves and tone down the brand and it would increase the amount of engagement that we got. We still had design standards besides they're all kind of hard to see but we had standards that matched different areas of focus for our office like so ACA health care related stuff tended to be yellow use certain type so that we'd have consistency across our platforms but it was like the subtle brand things quality not the hard brand stuff logos everywhere. Capitalized on engagement Chris also spoke to this earlier so I'll fly right through it but once you get somebody to engage once statistically they're much much more likely to engage again so use that as a chance to continue the engagement. Maybe we sometimes have like five ass in a row it's like let's just see how many things you'll do you signed up for an email list thank you follow us on Twitter thank you just keep it going because folks will go along and then you've got more ways to communicate and dialogue with them in the future make the points the frame feel they're just simple ones to take the cognitive load off of your end customers your folks you're communicating with we get hard data like this and sort through it try to figure out what it means make the first version of the chart so people ages 25 to 34 college degrees what are you trying to say in this chart right like you really have to sit on it for a bit to get it so we make the title the point that we're trying to make and then use all of the other visuals and stuff to support that to really take the work out of it knowing that people are busy so the point is women now make up the majority of college and graduate students and then you see how the graph supports that and you can see the source for the data and dig in more if you wanted to and so we did this really really frequently just made it easier for folks to kind of get the real facts well facts but get the real facts in like simple ways and be able to then kind of dig in and see where the information came from and validated validation okay last one take no shame in matching on this is like partnering up there's so much that you could do on your own and you're tempted to I'm sure to do much of your daily work sometimes it's best to just roll it into work that is happening other places so if there's a hashtag that's already trending that people are using use that for your campaign if there are events that are already happening don't always have to create your own sometimes you can integrate and engage with where people are doing their results so I've seen through a lot I have a Q&A later so with that I will just say thanks for watching alright thank you Ashley


I totally gave up on Janik's cream, but it's counterpoona. Yeah, I like that. Thanks, thanks, thanks. Bye, bye, bye. You mess up or can't be tall or wide like that? I really love that stuff, but that's my question to you after that. I asked her would be how is your friendship with Elise curious while you start approaching it, but I feel that you might be my home bias. You're police, I need to understand that I'm not being set up there out of digital problems. If I walk into a police station, I feel like the first thing that I would be asked is what is your relationship with? You know, you took yourself for that. You registered that account. Probably this meaningful object is to not open you or the government, but to go again together. I want to get to you because I have understood that you have been in my experience, but now because in this room and you're here to solve the problem in this room, all of us somehow aspire to kind of others, and if someone, you know, align with the work that you want to do to create, how do you tell yourselves what is important to you when you're gone? Because this is not something that we actually get to know. I don't want to, I don't want to. There are moments, so how do you prepare and what do you prepare to do? So first of all, I think as I asked you to do this, I was like, yeah, let's go, all right, yeah. I have so much to say. I was like, wow. I'm tired of cutting this sort of story, but I've realized that I feel like my journey has to one end, so many people leave out on me, so I'll really show it to you. How do you prepare? So, for one, I feel like step by one is very important as a content creator. You need to know your weaknesses, your strengths, and you need to know also, especially when it comes to like, who are you and such, what are your secrets? Another thing is being teachable, how about very teachable skills? Like, at least if you work out on top of your life, I will not laugh. But I was able to learn that who goes so far, how about you just ask, and when you just learn from the greens, it doesn't take away anything, just be like, you, how do you do this? There's times I still ask, I get some, and I'm never really, like, ashamed about it. Every, I said to myself, no, it's not a sign of weakness. I feel like it's actually a strength because it needs to work together and you know, it kind of opens up knowledge and help. So, another way I can keep that is expected. Everyone, most of us who are teachers, there are people who are teachers, show them to me, can they just give us a thousand of dollars like how? They just put yourself out there. The thing is, always remember that the people who are going, I'm not in the field. Always remember that. And keep your focus on what you want. The way you should not have far, far, some focus, you listen to everyone, who will say, who is this special, who is always to be here, whether they are special. Actually, I thought, open up for the months, not to be here at the beginning.  Well, expect is, expect is going to happen. People, the people who love you, I said to myself, the people who love you, the people who support you to this day and understand. There are actuals of us who are talking to you. But you know, and the people who want and that's okay, it's not your job to change anyone's perspective. It's not your job to make people love you.  Thank you very much. I realize that it's possible and it's clear that, that's amazing.   What else? Oh, I also choose to accept a physical state, compared with it, and I can't screw it inside of my physical state. It's all in the room, I can't find it, and it's not like I see my toes open. So, basically, don't compare your body to people, because your body works for you. You know, what they eat, you can't eat, what you eat, someone else can't eat, a lot of body works for you, you can work for the next person, so, especially when you love this, I'm conditionally, that's the one thing I can say, and what else? What else? What else? Yeah, it's helping us, do your best to eat the good stuff, very good for you, and yeah, because you should be self-sacrificing something. You're both guys in the back. Okay, I want to get to this thing, it's not really good. Yeah, the question is, how do you process syndrome? So, what I came to understand is, when I started this thing, getting back to bed, I had this false idea that I had to be humble and shame myself, like, I know I was happy at one night, and I know it's going to look very controversial, you see, but I was very careful with my life, and I was like, no, anyone needs to, you know, feel, okay, I don't want to shine, I don't want to, but if you're in a room that, you know, it's, you're surrounded by people who deserve to be natural. These are his own, being natural. The only way you can help the people around you is if you're self-sacrificing and they're good. The interesting is, it only has to be like, and the people believe in you, but at least you are good walking people. So, step into it. I've said that this is my big, I know what Lani said about, she knew from a long time ago that this was a journey that she was going to be. And, anything that has been put in your mind is there for you to own it, step into it, and see God, as I can say. He had it, he was so. He also put that to the young person, step into it.


Hey traders, this is Tosh. I go by T Bradley 90 in the my investing club chat today One of our moderators who goes by a loha trader real name Austin has a very cool video and daily recap for us today It's on CLWT trade recap and it's his low float squeeze pattern and how to predict that and how he also traded it and While today is just a preview if you want to watch the full-length video or any of our exclusive content and all of our Videos in our video library then sign up and become an MIC member. All right. Enjoy guys Hey guys, Austin here back for another trade recap. I got a good one to go over over CLWT much better than my last one My my IMMP stubborn kind of loser, but this one was a good one and I want to go over it But before I do I want to say that I'm not licensed. I'm not registered I'm not a financial advisor and none of this should be taken as investment advice even if it sounds like it All right, so CLWT was a good good momentum sympathy runner That we had today, you know as far as I'm concerned there was no there was no discernible news I didn't trade it as if it had news if it was I totally miss it, but I think there was no news And the only reason why it was up was because it was a simp it was a low float simply the the float on this was like Yahoo said like 900,000 shares and That's really low And you know anything less than 10 is low anything less than 5 is real low anything less than 1 million it's kind of like the a nano flow super super super low and That's the kind of stuff that can really get going and the one that kind of few the stock that kind of fueled this one was hunt And if you guys remember I can bring it up here hunt Yeah, it's a stock that kind of went from like 10 to 100 Very fast very faster than drives it Well, I guess drives did it all day too, but the way this kind of happened it seemed faster than drives But yeah, like this stock just kind of ignited the the potential Oh, yeah, don't forget small caps can go up again And so we had this one and then RBZ was the day after RBZ was another super super super low float Yeah, like went from like 5 to 35 or something like that 7 to 35 Just went nuts on you know just that low float turning over the float over and over and over again and So today when we woke up when I woke up CLWT was gapping up like at least over a hundred percent and I tried to get locates on it, but uh, uh, I think I was too late. They were all gone by the time I woke up a little bit late today But or late for everybody else, you know, like 2 45 2 30 in the morning 2 2 45 in the morning's late for me And I woke up around here and it was already just cruising up here 7 750 And so let's let's dive in here There was no news and I knew I couldn't short it. So what the first thing I did of course was I looked at the daily chart And I'm like what levels are going to be important on this chart What levels and I looked over here and I said, okay 8 50s clearly going to be a level right 8 50 topped here topped here the two date The two the two biggest days are I guess this is multiple days, but the two biggest times the stock ran topped out at 8 50 So that's definitely an important level And then this day this day was also super important because I had volume this this volume day where I topped out at 6 40 That's an important level And this and one thing I want to go over about support and resistance levels like There are some people who are long here that are stuck that like want to sell the second the stock gets up there And that's a part of sport and resistance too But in my opinion sport and resistance is huge on the psychological aspect People look at the chart and people use the chart like like me like a lot of other traders A lot of traders use the chart the daily chart and support and resistance levels As they're as their guidelines to go off So there's a psychological aspect to the lines and support and resistance That is what you know self-fulfilling prophecy kind of makes it relevant, right? Hey traders, this is tosh. I go by t bradley 90 in the my investing club chat Just wanted to reach out and say if you have any questions about m.i.c Joining m.i.c. Maybe you're a member already you have three ways to contact myself personally and through m.i.c You can hit our social media You can hit me through pms in chat or you can contact us through my email at tosh at my investing club.com That's tosh at my investing club.com. I will get back to you in a timely manner And i'm saying this because i'm here to help and i don't want anybody to be afraid to reach out and ask any question That they have we are here for you guys. All right. See you guys


This is TFNN, The Tiger, Financial News Network. Update. Good morning everyone, Basel Chapman here on this Thursday, the 3rd of August, we're looking at the Dowdown 95 at $35,189, a quick 500-point drop from the $35,678 high of just three days ago. We did make a peak F, I'll talk about that in the show coming up, but there are a lot of things going on. That nine-period moving average has turned down, but it's not even close to crossing negatives. So don't think about below the 14-period moving average. There can still be balances, a whole bunch of things. It's a process. It's not one of those single Eiffel towers straight up, straight down, turnarounds that we've got, but we're all making lower lows and lower highs in the very short term. S&P, same thing. S&P made a higher 45.07, about five, six sessions ago. Now at 499 down 14 points, that nine-period moving average is getting closer, turning down, crossing negative, but it's not negative yet. QQQ, same thing, very close, much closer. Down 31 cents at 374.11, 387.98 was the high in late July. IWM, the Russell 2000, peak F top at 1.98.75, four sessions ago, trading down $1.18 now at 193. Gold, gold tries every day trying to rally, but it fails. It's down $6 at $19.69 and is now below, it closed below the 200-period moving average. Yesterday it was down a game below it. That means the dollars are tempting to go a little higher. Yep, it's gone a little high. Interleg deep. Stretching this leg deep, it is not a very strong move in terms of the left side high that it has to challenge, which is up in the 103s. So it's at 102.70 right now. Crude oil, whoo-hoo, crude oil, had a sharp pullback yesterday, trying to come back today. It's up 86 cents and 80.36 bonds. I tell you something, this is the deterioration in the speed that the bonds have tumbled to the downside, makes it a low that was made back in the monthly chart. I'm looking at 90 points, 91.85 back in October of last year. That's going to be the challenge. Are we going to get there? Wow, it looks like we are going to get there at some point pretty soon. I'll be back for the Tiger Technicians hour. Check out my opening call. Daily newsletter. See you in a few moments.


Yeah, coach. Just you know where some of the issues getting ready for them with, you know, with the Agnew getting hurt and them signing Mickens this week. Well, first, I want to say happy Thanksgiving everyone. I hope everybody's doing well being able to spend time with friends and family loved ones this week, you know, going against. You know, there are our opponent when they talk about Mickens. Mickens, we've already seen him before. He's a dynamic returner. He could catch the ball in traffic, go east, west, north, south with the football, had the opportunity to go against him versus Tampa. And he's a fearless returner when it comes to that. So we have our experience with him. We have to do a great job to keep him leveraged on the football and then making sure we finish on the football. You know, unfortunately, they lost Agnew. I hope he gets well soon. But overall, they're special teams unit. They're a physical unit. They're a big unit that's physical at the point of attack. They play downhill, whether it's in the return game or in the coverage units. So it's a great challenge for us this week on the road. And our guys are looking forward for the opportunity to go out there and put together good performance. Yeah, and what kind of season is Logan Cook having the punter for for Jacksonville? Well, you know, Logan, he's pretty consistent, strong leg punter. He has the ability to be directional in both ways. Long levers. We can talk about his long legs and being able to get the ball off. He only has only had one career block, which was a couple weeks ago versus Andy. That shows that he gets the ball off quickly as a punter. And then also, too, he has the ability to either onside kick and kick off. So we're being prepared for all any situation that he's out there. But he is an impact player for their special teams unit. And it looks like they're using Matthew Wright as a weapon. He's four or six from over 50. You know, so I guess the defense has to be mindful of that. But field goal wise, you know, what do y'all try to do to unsettle a guy that's, you know, made 12 or 15 field goals? You know, he's put together a good performance with the joint entertain. You know, you look at that game in London where he had 250 yarders out there. For our field goal unit, it's just being consistent with our pressure, you know, pad level, getting off the ball, and then, you know, get a knockback and just being effective and trying to get our hands on the football. That's what it comes down to every single play, whether it's a fourth down play or P.A.T. block, we got to be consistent with our effort, our attitude at which we're attacking those guys. And then our technique having low pad level and coming off the ball running our feet off the contact and then whatever happens after that happens. So hopefully we get an opportunity to affect it.  How we all adjust? Well, it's more so, I mean, hasn't been called since 2017. So, you know, they called it. But at the end of the day, we got to just make sure that we're being smart with being consistent with our alignment and just making sure that we're good to go and always check in with the refs. But it hasn't been called since 2017 and they called it. So we got to move forward and we're getting better with that stuff. So the ID did whatever that was and we're making sure that we're moving forward and making sure that we're not taking points off the board. Thanks, Coach. Thank you. You too. Likewise. Scott. Hey, Coach, this isn't your first time that you've had to bring a new punter into the system. What are some of the challenges that this situation presents to the special teams unit? I don't necessarily look at it as a challenge. I just look at it as a learning opportunity and for us to grow as a special teams unit. It's more so just making sure that terminology, we're using the right, he's adapting to the terminology, whoever our punter is on Sunday. You know, depth to our terminology and just making sure that they're good to go with, you know, their preparation, getting ready for Sunday.  But it's more so opportunity and as opportunity for us to grow as a special teams unit when it comes to that. So don't really look at it as a challenge. It's just opportunity for us to get better. You guys have have more stead on on the 53 man and you have Dom on the practice squad. But is there any level of competition going on this week between those two guys? You know, throughout the whole team, in particular with special teams, there's always competitions. You can look at our special teams, you know, we always have different moving parts or different players playing different positions. Each week at every position there's competition at every single position on special teams. So that's the approach that we take to build that competitive greatness at practice so we can get quality reps when it comes to full cover reps when it comes to punts, kickoffs, field goals. So every position we're competing. Thomas has had a long career in this league. What have you seen from him working with him in person? It's consistent. You know who he is who he is. Does he has a great routine does a great job getting the ball direction where he wants it to get the ball to his quick quick get off times and he's a he's a true pro when it comes to, you know, adapting to personnel adapting to how he wants, you know how a kicker wants the ball held a certain way and whatnot, but he's been great for the room, as if all of our specialists have been in our building they've been great for the room and his experience and his knowledge is invaluable for our room. And it's a great opportunity for us to learn from Thomas. Thank you. Thank you, Scott. Hey, Marquis, happy Thanksgiving. Likewise. Is there when you bring a new guy in a punter or whoever's holding for you is there a certain number you want them to get to before they do a game rep is it is it you know make sure you all get 50 and is there just a number that you feel like you've got the muscle memory. There is no number I mean you get you do get better reps Josh I do believe in that but I don't we really get fixated on the number it's just more of a feel between all three specialists the feel and then also to the old line in the field for him as well, but it's just a field thing and we get we're going to get our reps in this week with whoever it is whether it's you know Don Thomas or you know Dustin ready to come back those guys we just get a feel for it we get the rhythm going. And we got to make sure that all three of those guys when we talk in terms of specialists they feel comfortable and they're ready to go come Sunday. And this is a totally random thanks just because it's Thanksgiving question I assume you have an emergency punter I'm thinking like high school where you see defensive linemen out there punning. You know is there somebody on this roster that you've identified should you lose a couple of kickers for injury that he's the guy you tried out back there. Oh yeah we always have a crisis management plan per se you know we have that plan. And we do have a couple guys on the roster that have that who's that I can't give that away. You know I mean that's that's top secret you might might use them this weekend. You know so hopefully no we might not hopefully we don't use them unless we're doing something but we have a couple guys on the roster that that practice it and have done it before you know in practice or in games earlier in their their college high school pros so. Thanks market. No problem. Why you want to come and try out for us.  No I do not. Not even not even for that. But thank you for the offer. No problem. Well we do work out on Tuesdays if you're feeling jumpy you're feeling froggy to go out there and get some punts out. Okay. I'll keep it in mind in case this doesn't work out. Michael. You know there was a media punting competition in Detroit. Oh I missed out on that one. That would be great. We should have that recorded. I know there is asking you text them in there. It's there. One dude punted I think like 47 yards this year. I do not I punted full point seven yards so. We'll get you guys in the end door next week. I'm the I'm game for that. Curious. You've been talking a lot about the multitude of punters you currently have on the roster. When Justin does return how do you. Pick. I guess like what what goes into that. Well you know I'm not trying to really look into the future right now. Our main focus right now is getting you know getting this win versus Jacksonville and getting the guys that are part of the you know 53 man roster 48 for game day getting them ready to go out there. And give us an opportunity to go out there and put together our you know best day at work when it comes to Jacksonville. Now when the opportunity presents itself down the road I'll be more of a situation and the conversation between you know coach Smith and Terry when it comes to those decisions. But right now we're just focused on the guys that we have in the building currently. And when a team like Jacksonville loses a guy that you're familiar with like Jamal how does that maybe change your prep for kick coverage and punk coverage. This week. You know Agnew is a dynamic returner with the ball in his hands and having been blessed with the opportunity to work with them for two years in Detroit. But there's other guys on the roster that are a dynamic dynamic with the football as well. And there's not there's not going to be a let down and like whole coverage wise just because they have a different returner in order for us to have the maximum edge you got to have the utmost respect for your opponent. So whoever's back there as a returner they have a threat to take the ball to distance and that's the mindset that we got to go into going into the game. And we got to put our put our foot on the pedal and we got to go and we got to play downhill be violent and be disciplined with our leverage and be aggressive and tackle football no matter who the returner is. Appreciate happy Thanksgiving workies. Likewise appreciate you. Everybody will follow up. Good. All right. Don't use too much turkey because we're going to have that competition next week. Take care.