تشرف بل اشتغالي بالعلم ولا تبغي به ما عشت يا دا دا دا وياله من شراف عظيمي اذا يتخلق بالفعل سغة التبريب مثل what روية اما يروى ذكيرة او يذكر حكية او يحكى خيناريت في اي of those forms هذا حديث is not authentic who is it not authentic to it's not authentic to him that's why he used the word روية ذكيرة يروى يذكره يحكى he used that because of what because it's not authentic to him it may be authentic to other ulama does that make sense that's not where the hadith of هشام ابن عمر comes in where Bukhari narrated with the word قالة is what سغة what سغة الجزم سغة الجزم in Bukhari is what it's معلق if you wish you want to say that even at the Bukhari can you say it's معلق هشام ابن عمر نا remember we said معلق means when Bukhari drops his teacher right هشام ابن عمر is his teacher but even if we say that he did drop a teacher out of there he narrated with عن so either way you're no way able to go out of it it's amazing first of all هشام ابن عمر is his teacher so the hadith is not معلق breathße it's معلق the second is even if we say that it is Bukhari it did drop his teacher out we do say that we accept are you with me he narrated it with عن so that's something you need to know We've now learned that we're not going to learn after Bukhari where are the most authentic books في عدد . نحن نظر . نحن نظر قبل حقا ؟ موضوع الصحيح هل تصميم ؟ نحن نظر قبل بالمراتب الصحة بالنسبة لليجاني إسلادي وعلى المناقل الذي يتكلم ويسمعه أصحر الأساني أذكر ؟ نحن نتكلم عن هذا هذا هو أولا نحن نتحدث عنه بالنسبة للكتب المروي فيها لكن هل يكون يحدث في حالي حلثه ؟ خُلص الحلث which is narrated in الولد الذي هو كبير светدرن the Hudid which is the highest the Hudid which is the highest authenticity is that which بخاري المسلم ي Vergleich معوار رواه البخاري المسلم is the most authentic book authentic what حلث that is the most authentic what حديث. ما يرى بعد ذلك؟ حديث يتحدث عن بخاري ، هو سنجل. هل أنت؟ الثالث هو أنه الذي مسلم يكون فقط. الثالث هو ما؟ حديث يتحدث عن كاندشنز بخاري ومسلم ، التي لم يكن يتحدث عنه صحيح. هذا هو الثالث. الثالث هو أنه هو كاندشنز بخاري ومسلم. الثالث هو أنه هو المسلم الذي لم يكن يتحدث عنه. الثالث هو أنه هو أبنو خزيمة. الثالث هو أنه هو أبنو حبان. أبنو حبان يتحدث عن أبنو خزيمة. الثالث هو أنه هو آبنو خزيمة. أو أنه هو أبنو حباني يتحدث عن أبنو خزيمة. ومن؟ لماذا يتحدث عن أبنو خزيمة؟ أنه أفضل من أبنو خزيمة. هذه أنت خلال ماتة من أبنو خزيمة. ماذا تقول؟ كيف ستفعل ذلك؟ هل أنت معي؟ كيف حدث ذلك؟ حدث ذلك من الناس who researched after them من العلماء تتبعوا الاستقراء They followed up the book They looked out the book works Where it goes, where is it heading, where is it at They saw it So then they gave it They said this is the condition of the scholar This is his condition here Some got it right Some didn't get it right Some got question for their points And some didn't Okay The best point The best thing that was said regarding The condition of Bukhara and Moslem is as follows This is their condition Both of them أن يكون الحديث ومرويا That the Hadith is narrated من طريق رجالي من رجال الكتابيني That the book is narrated From the men of those two books They have men The men in which they have narrated on No one is allowed to bring another man And introduce it And say this is the condition of Bukhara and Moslem If that man was not used by Bukhari You try to use it in your مستدرق And say this is the condition of Bukhari or Moslem The question is Brother This individual Bukhari didn't use And no did Moslem use this man Are you with me For example أبو زمير المكي Bukhari did not use him Moslem used him Are you with me Are you with me When you say Don't say about the Shaykh The question is This man is not used by Bukhari Are you with me The second thing is Or one of them uses them So now you can say that This is the condition of Moslem The second one is You have to observe the way In which Bukhari and Moslem Observe those narrators For example Who shamed Ibn Bashir Who shamed Ibn Bashir Are you with me Who is he He is from the students of Mohamed Ibn Shaykh Ab-Zuhri Are you with me Bukhari used Who shamed Ibn Bashir Bukhari what did he do He used him And so did he Who did he also use Bukhari Bukhari also used Ibn Shaykh Ab-Zuhri If you go to Bukhari You find He shamed Ibn Bashir He is from the men of Bukhari He is from the men of Bukhari And also what And you also find her And he used Mohamed Ibn Shaykh Ab-Zuhri Both of them are the men of Bukhari Good Somebody narrates a hadith from He shamed Ibn Bashir And he hadith that He shamed Ibn Bashir Narrated from his teacher Ibn Shaykh Ab-Zuhri Is that hadith authentic Sorry is that hadith Can you show Bukhari Yeah Hey Saad Saad are you with me Bukhari Rahim Allah If we go to Who shamed Ibn Bashir Pay attention Who shamed Ibn Bashir Pay attention Who shamed Ibn Bashir Is he from the men of Bukhari The answer is yes Bukhari did he use him Good What about Mohamed Ibn Shaykh Ab-Zuhri From the men of Bukhari Bukhari did he use him If who shamed Ibn Bashir Narrated from Bukhari Ibn Shaykh Ab-Zuhri Is the hadith accepted If we say this is from The hadith of Bukhari Is that right Ha Ha Ha Now it's not it's weak You see Bukhari never did Ibn Bashir See this is now Why the scholar would say You have to look at how they use the bed Who shamed Ibn Bashir When he narrates from Bukhari Ibn Shaykh Ab-Zuhri is weak But if he narrates from other narrators He's not weak You know why Because who shamed Ibn Bashir Narrated this hadith From Bukhari Ibn Shaykh Ab-Zuhri On a day when it was Very windy Pay attention And so he wrote this hadith On his books And it was a windy day So he lost all the papers He wrote on it Where he wrote on it He flew out of his hand So later when he went back He tried to narrate it from where Exactly And he was getting wrong So he was weak Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha Ha الضبط is a memory و نتذكر أننا نتحدث عن الضبط these how many types الضبط is a memory الضبط is a memory 2 types أو as يحيب المعين said اثبت الثبتاني اثبت الحفظ و اثبت الثبت صدر The memory of the brain and the memory of the so here what happens is حسن و ليلاتي it has all the other conditions that صحيح has but what does it have with it it says that the memory is slightly low so here it brings us to what does it mean linguistically the word حسن first of all is a سفة مشبهة من الحسن حسن in Arabic is meant by beauty بمعنى الجمالي it's beauty beauty and technically there is a اختلاف regarding the scholars in defining the word حسن the defining of the word حسن there is a lot of خلاف that came between the scholars and it's a stage between صحيح and ضعيف the definitions that these some of the scholars gave were not جامع و مانع from the scholars that gave it is إمام الخطابي رحمه الله and إمام الخطابي رحمه الله he defined it to be what هو ما عورف مخرجه it is something that it's known where it comes out from و اشتهر رجاله it's men are famous و عليه مداره أكثر الحليث and it's what the majority of the حديث will revolve around وهو الذي يقبله أكثر العلماء and it is what the majority of the scholars have accepted و استعملوا عامة الفقها and the general فقها also use that's his definition we're going to talk about how weak that definition of his is also ترمذي رحمه الله he defined it he defined it as what كل حليث يروع it is every حليث that is narrated لا يكونوا في إسنادي ما يتهموا بالكذب and in the chain of narration isn't somebody who is suspected to have lied و لا يكونوا الحليث الشان then and the حليث cannot be shan then it cannot oppose other narrations و يروع من غيري وانشي نحو ذلك and it's also narrated from more than one face other narrations are present فو عندنا حليث الحسن then it becomes a حليث which is what حسن إبرا حجر here right now where we are what did he define it as when he defined it he said والخبر أحاد بإنقل عدل انتام الضبط متصل السنة غير معلل ولا شاذن when he mentioned that which was صحيح لذاتي that was صحيح لذاتي after he said فإن خفض ضبط فلحسن لذاتي when he spoke about after he spoke about تفاوت تفاوت رتمتي and also when he spoke about تقديم البخاري وعلى المسلمي then he said فإن خفض ضبط if the memory slightly deducts and it goes less he says فلحسن لذاتي that is حليث حسن لذاتي so if you look at it it says though إبرا حجر حليم الله that the حليث حسن لذاتي صحيح لذاتي the difference between the two is one خفض ضبط just a memory if you look at the definition given by حسن لذاتي حسن لذاتي his definition is weak in the sense why he's only defined one of the parts of حسن which is حسن لغيري his definition only talks about which one حسن لغيري that's what he did and it was for him which one was was it that he should have defined he should have defined حسن لذاتي not حسن لغيري which will come to us because the حسن لغيري in its original essence is weak right it's weak in its original essence because حسن لغيري will come to it later إرتقة إلى مرتبة الحسن لين جباله بتعدد الطرخ it only became strong because of the support that came to it from other places حسن لغيري so the chosen definition is what it's as follows it is هو متصل سندو it is any a hadith which its chain of narration is connected بي نقل عدل اللذي خفض ضبط with reliable narrators whose memory is slightly deficient and mostly from the likes of it now when we say from the likes of him it doesn't mean that every single narrator in the chain of narration has to be خفض ضبط his memory is low it means it can be somebody like him or it can be somebody higher than him it can't be less إلا منتها من غيري شذوذين until the end of the chain of narration without any شذوذ in it or no علا what is the ruling on a hadith which is حسن لذاتي what's the ruling regarding it it is when we use it it's like the صحيح حسن لذاتي it's a proof you can't say no even though in terms of strength it's lower than what صحيح right it's lower than it but then in terms of implementation it's obligatory you have to take it all the فقهاء relied on it and they used it the محديثون used it the أصونيون they used it except those who have opposed who are weak some of the scholars who are متساهلين lean scholars in حديث they added حسن لذاتي they said that this is they refer to it as a صحيح and they put it under صحيح such as who الحاكيم ابن حبان ابن خزيما what's an example for a hadith which is حسن لذاتي what is the definition what's an example for it an example is that which ترميدي نريتر رحمه الله رحم ترميدي said حدثنا قوتيبة حدثنا جعفر ابن سليمان الضبعي عن عمران الجوني عن أبي بكر من أبي موسى الأشعري قال سمعت أبي بحظرة العدوية قال رسول الله صلى الله عليه وسلم إن أبواب الجنة تحت ظلال السيوف الحريث this حديث إمام ترميدي نريت ترميدي سيد قوتيبةbbg اسوأ ترميدي ترميدي قوتيبة قال مي جعفر ابن سليمان الضبعي جعفر ابن سليمان أبي عمران الجوني عمران جعفر ابن سليمان الضبعي قريب عمران الجوني الذي يتكلم من أبي بكر ابن أبي موسى الأشعري الذي قال أبي بكر ابن أبي موسى is the son of the companion أبو موسى الأشعري سيصبح أبو بكر he said I heard my father meaning Abu Musa al-Ash'ari بحظرة العدو in the presence of the enemy saying that the message just said إن أبواب الجنة the doors of jannah are under what تحت ذلال السيوفي they are under the shades of the swords now this hadith is Hassanul Lidati because he said that this hadith is Hassanul Gharib he said this is a hadith which is Hassan and it's Gharib strange okay and the hadith is Hassan because لأن رجال إسلادي الأربعة ثقاتون the four narrators in that four narrators that are in that chain of narration are ثقار reliable in their memory they are on top notch and in their memory and their reliability is up there so there is nothing wrong with them except in one individual whose name is who جعفر المسلمان الضبعي he is Hassanul Harith ما معنى حسن الحريث his memory is slightly low deficient as Imam al-Hafid al-Mahajar mentioned يتهديب التهديب and he brought this from who أبي أحمد


Welcome, everyone. It is 3 o'clock. We are here to talk about belonging. I am inviting you in the first, say, 30 seconds, one minute, use your QR scanner, and do a word or phrase that best describes how you're currently feeling about diversity, equity, and inclusion at your organization. Or you can use menti.com and this code. And it is anonymous, so. And it will build a word cloud, and then we'll share with you the pulse of the room. Let's go ahead and get started here. So, welcome to Beyond Inclusion. As you can see, well, I was going to say, as you can see from all the words, we're going to show the word cloud at the end now, just due to technical things going on. And we'll go over that. But just to introduce myself, I'm Ellie Fanning. I'm the Director of Marketing and Business Development for Lullabot. And this is Nikki Flores, who is one of Lullabot's technical PMs. Let's see, we both, we're both part of the, we have an inclusion and equity working group at Lullabot that we participate in. So this obviously is a very, as a topic that's near and dear to both of our hearts. And you want to say some stuff, too? Yeah, certainly. I would like to acknowledge that both of us are speaking today from the perspective of middle-aged women, I'm going to guess, about you. We are both highly educated. We have college degrees. We both live in North America and have lived here all of our lives. I am mid-career and you are, too. And I've been at Lullabot for four years. And Ellie has been at nine years or six years. And so we both have a search and level of perspective, which may or may not overlap with your own perspective or the perspectives of other people at our employee-owned company. I'd also like to recognize for those listening in on audio, I am wearing a tie-dyed T-shirt, blue pants. Ellie is wearing a gray blazer and a pattern shirt. And we are standing on land that was taken from Native Americans stolen. And we are based in Pittsburgh at the Lawrence Convention Center. And I'd also like each of us to just, yeah, take a moment. We're here to discuss something that is not something that I would think you would hear at the Drupal Conference. So I'm really glad that there's a track interest and ideas about this. And there's a wayfinding we'll be doing about ten slides plus some introductions. And then we'll have time. We're asking if you can hold your questions. We'll have a fair amount of time at the end. Sounds good? Thumbs up? All right. So just quickly about Lullabot, we were one of the first Drupal agencies to exist. We do obviously Drupal development. We do design and strategy as well. We are a 100% remote team. We've got over 60 employees scattered across the globe. And we specialize in creating large-scale digital publishing systems, especially multi-site systems. And these are just some of our clients. So in 2021, we became an ESOP. An ESOP that stands for Employee Stock Ownership Plan. It basically means that every employee in the company has true ownership, which in a sense is true equity in the company. So we became the ESOP, which is actually, so oftentimes we hear about equity with that graphic, with the three baskets or buckets and somebody's standing on one and like that is equity. I think for Ellie and I, we recognize that and also acknowledge that your share in the company and my share of the company, I'm much more willing to call Ellie out on anything that I see that may improve or help our company because we both benefit from the bottom line. Likewise, if Ellie sees something about my work that could be improved even incrementally, even one day of worth of increment change, she's going to help me do that because we're accountable to each other and to our shared bottom line and to our children and to our livelihood. So I think the idea of an equity relationship is what we're here to talk about. And then again, for a Forbes article that we found in 2022, in terms of the diversity, equity inclusion aspect of it, 68% of business leaders recognize that a lack of diversity in the tech workforce, despite company spending about $8 billion a year on DEI training. So I want you to look back in your memory or your understanding of where your current company is investing in diversity, equity, inclusion and justice efforts, consider a bigger spend or consider some tangible outcomes that you can see in your day to day life, whatever that effort is, there has to also be outcomes deliverables. So the benefits of having an equitable work environment. It allows you to be agile, be culturally competent, be able to work with a variety of viewpoints, build a more thoughtful and end product and retain employees. This is, by the way, our current technical project management team. And it's worth mentioning we decided if we wanted to show what the technical project manager team looked like when I applied or when Ellie joined six years ago, but we thought the thing is when are you looking at the staff when you're applying to jobs? Like I looked at every single person on that staff list. And so if you don't think that representation matters, then you may not be the person who the representation mattering needs to matter to you, if that makes sense. Okay. So DEI encompasses so much. Most of you have known about the items on the left hand column, which are race, color, religion, pregnancy, sexual orientation, gender identity, national origin, and age and disability genetic information have been added from the list of things that cannot be discriminated against. Oh, yeah, that's the EOC. Okay. But on the right hand side, there are many alternate formats of inclusion. So these could be things like, do you have veterans on your staff? What is the political affiliation of the mix of people at your organization? What is the marital status? Like are people making decisions on health care plans on a certain framework and have not thought about all the different ways that people are partnered in your country or your work? Work experience or style, we work all remote. So there's a preference to people who are able to self organize and organize their own work at home, because we all are remote. Some people may prefer to work in an office. So we may be not setting people up for success if they're looking for an office. So we invest in people using their education funds to go to a co-working space, if that's what works best for them. Educational level, like I mentioned, both of us have higher levels of education, but that may not be the case for your staff, your team, your allies, your partners, your customers. Family responsibilities. What types of support do you have hardwired into your policies to support people who have other responsibilities at home? Oh, which may not be the case with your leadership. So this is my questions to you to think about diversity, equity, inclusion, beyond what is on the left. Socio economic status, not everybody knows the same things that you do, right? Not everybody knows the same skills or the same types of information that you may take for granted. Neurodivergent status, we had a great talk. And if you look at the videos, the first talk this morning was about neurodiversity here in Drupal. And then gender expression. Anybody have anything that is not covered on this list? Please. Yeah, so we have some agencies who are organizations started with a main office, and then over COVID, like all of us have adapted, folks have either worked from home or have become remote or moved during the pandemic. And so now there may be structures in place that other the folks who are remote or they may be forgotten or they might might not have the right weight to dial in to zoom meetings or whatever. So that's something for your organization to think about who's local and who's not other ideas. Neurodivergent status covering mental health status. It's a question for your folks and particularly the folks who are coming up with policies and insurance related and medical and health related items. Do they consider mental health to be important? If they do, then they'll prioritize that as being supported. If they don't think it's important, it won't be. And why? Why is this important? So I do encourage you to take a look at mission vision and values on lullabot.com. Unfortunately, we're challenged and don't know how to show it on the screen. But take a look at lullabot.com. Want to talk about attracting high quality candidates. Those of you in the room know Drupal is a skill that is in high demand and you can choose where you want to go. And my sense is that the more discerning we are and the more outspoken we are about what we're looking for, it'll be easier for companies to adapt to that. Employee retention stats. So I learned that a replacement cost for an employee that walks out your door, let's say you hire your staff person, you've been to the interview process, you've trained them, now they have resigned, left, moved, terminated. That replacement cost can be as high as 50 to 60%. So if your employee makes, say, $60,000 a year, then it costs your organization, like Ellie and I's share price, it costs us an average of $30,000 to $45,000 just to replace that employee and then another $54,000 to $120,000 in losses to the company. So this is bottom line. If you needed to make the case to your CEO, your CFO, your HR director, this, this is important for attracting your high quality candidates and keeping them, as well as your bottom line. I do want to share a quote from one of my former colleagues who passed away from COVID in the very beginning, he wants to be at work with an organization where he can retire, I fully intend to retire Lullabod. Okay, so we're going to go into the actual 10 tips that we had and I want everybody to know in the room, Ellie and I are not speaking as experts, we're speaking to you from our experience implementing this at our organization. I've been with the company since 2019. We have a long way to go. We've had a lot of iterative processes. I encourage you to take this as a starting point and build on it at your own organization. You may be able to do certain things. You may not be able to do certain things. Take from the list, take notes, and implement at least one. Showing your people. So why is this important? It lets your job applicants, like I mentioned, I looked at every single person on this staff, your current employees, your leadership, your clients, your partners know who they are working at. So you are saying this is who you are. And showing your people helps everyone understand where you are sitting today. Now, the subtext of this, of course, is that if your leadership, your staff, your current setup of people does not match the American demographics or the demographics of the place where you are serving, there may be a mismatch. And I highly recommend you start looking at where the census is taking us, and then determine what you need to do now to start recruiting those people in if you have a very homogenous or very kind of like standard set of people in your organization. If it's all, you know, this, if it's all that or it's all this, show your people, make sure that they're available. Put your team's photos on the website. You can look at lolabot.com. We have lots of photos. We're including bios and other info. We have lots of fun facts. I have three cats, there are Bourbon Kona and Howl on Instagram. What state they live in, we share that information. And showcase team members on your career page. This is something we haven't done yet, but also plan to do so. And we'd like to do videos and stories about cool things our team is exploring or doing hobbies. Doesn't have to be just what lolabot is. Also employee testimonials can be impactful. So circulating your job listings. This is tip two. So does anyone here have the responsibility for sharing job listings beyond your original HR? Yeah, so I encourage your your whole process. Consider where you're currently sharing those. And then think about what you can do otherwise. Okay, so yeah, why talent exists beyond your traditional challenges, channel channels, you can increase the number of candidates. I was hired to lolabot from diversifytech.co. I saw a tweet from Matt Westgate, who was our president or founder at the time. He said he was looking for a technical project manager. And I thought, huh, I might be able to do that. And then I saw it reiterated in Benny Kunche's diversity diversified tech.co newsletter. And so I thought, hmm, maybe that's a place. And when people see themselves reflected at the organization, they're more likely to apply. I'd encourage you to think beyond the traditional job boards. So we have had examples. We post we have had luck at diversifytech.co women and product, that's in tech, LGBTQ in tech. And if your job searching, the slack boards of these organizations oftentimes have the most up to date job postings. So I have found that not everything is a formal job listing with the formal, you know, page. Sometimes people are finding out about information from the internal networks from the connections we make here. So it's identify audit where you're currently speaking, and consider adding one or more of each of those others. Even if your culture is inclusive, there will be a disconnect if your brand doesn't showcase that. Many job listings are written with certain certain demographics in mind. And that can be unconscious or subconscious. On our little blog, we've talked about rock stars and ninjas, like the idea that when you put that onto a website, it can sometimes turn people who don't consider themselves to be a rock star don't consider themselves to be a ninja to work. So we understand that the employer might be looking for a certain type of candidate, but we run our job descriptions through our inclusion and equity working group. And through various, there's various tone and language tests, where you can then fine tune your job description to be more inclusive. We also published articles about our inclusion equity working group and our mental health initiatives. And we've created a belonging at Lullabot page. As a statement to make it clear that we are fully committed to do your organization have a referral policy, like if you bring somebody and they get hired, you get a bonus or a fee. So yeah, I'm very mixed on this. I think that let's say you have the first 10 people who say, Oh, this is a good culture fit because we all went to the same school, and we all feel comfortable with each other. And then you give them a referral to bring other people on and each of them bring somebody on. But now you have, you know, 40 people or whatever, who all feel like, Yeah, this is really comfortable. And I feel like this is a good culture fit. And then if somebody is outside of that, they'll never be able to penetrate in.  I just can't explain why. So you need to be able to explain what your values are. Okay, inclusion and action tip three create opt in spaces for expression connection. So our organization, we want to foster collaboration and the spirit of openness. This is some of our explicit values on our website. We have something called serendipity. So oftentimes what we found is people only socialize or connect with the people in their own level. So we have serendipity, which allows people in management, people on the design team, the development team, the PM team, and HR marketing to be able to serendipitously connect with each other. What you're trying to do is foster a way for people to break through some of their silos. Also, we want to allow smaller groups to be an anchor within your larger organization, it might be the cats channel, it might be, you know, a small group discussion. And also remember, these are all opt in. So we have slack channels. We have like a being human where we talk about personal lives, or just event. We have one called have fun where we answer fun random questions. We have cats, as I mentioned, health, just music, sports balls and reality shows. People are very interested in very different things, allow them the opportunity to do that. We have our Friday serendipity call, randomized breakout rooms to chat in a more intimate space. You won't feel like you embolden to really call somebody out or work with them in a deep level if you don't know anything about them. We also encourage employee directed working groups. These have popped up over the years at Lullaby. They've included our mental health working group, inclusion, equity, government work, security issues. So these are created by our employee owners and open to anyone who's interested to join. Okay, being explicit in communications. We 100% want to make any implicit assumptions explicit. So for example, are there social gatherings at your organization that where the real business gets done, but you are not aware of it or not everybody is aware of that because it wasn't explicitly shared. We want to make sure that it's easier for everyone to opt in to the desired behavior by explicitly saying what is that behavior. For example, we have a whole Google document about what it's okay to do at the organization. So examine your current onboarding. And this will surface any gaps or missing information. Like are you assuming that they're supposed to submit themselves to any of the Slack groups? If not, add a step to allow people to do that solicit feedback from your team to we do have, as mentioned, document of cultural norms. What are the norms that your organization? Is it okay to take a walk during lunch? It's okay to do your appointments in the middle of the day and come back. It's okay for you to do any number of items make that explicit so that anybody who's coming on board knows. Ellie did this for us at Drupalcon. What are you supposed to do? Where do you, where can you stay? What are you encouraged to wear? I didn't even know what the dress code was when I came to Drupalcon for the first time last year. I had to ask. So coming to a new culture can be overwhelming. So you have to have those cultural norms explicitly documented and that gives new hires a peace of mind about how things operate in their culture. Okay, also, put your mission vision and values explicit on your website. There if you if you don't do it, somebody else has already done it or will do it. So I would encourage you if you don't explicitly have it to put those statements up. And if you're not aware or if somebody needs prompting, have them look at the glass door, like reviews of your organization because people are willing to say stuff after they've left or the Korra or the Reddit results for your company. I've Googled the truth about working at and then the name of the company and you can see what people are saying if you're not saying it. We have our belonging at low about our core values and our engineering values listed. Okay, so cultivating the leaders from within. So we have consistent and growing support for the DEI leaders within our organization. And we believe that that's essential to our continued effectiveness. And why is this important? It's because compassion and understanding from our leaders sets the tone for the entire work culture. There are many voices determined who is currently being heard and who is not in the room when policies, procedures or decisions are being made. Also consider who will lead the next generation at your organization. We offer annual DEI training to all of our employees. We do this every year. There's a checklist. And when you go through, we have unconscious bias training among other things. And this leads to more awareness. We also invest in DEI workshops. We at one of our annual team retreats, we actually had a facilitator come and put us through exercises about diversity, which was very eye opening and insightful for a lot of us. And then I know there's been some some training with a brown training that some of our employees have been taking. But all of these things that we're investing in to help grow our knowledge of DEI and hopefully, you know, obviously cultivate DEI leaders within our team. And also this last point is let employers or sorry, let employees take the lead. You can't cultivate leaders unless you give them the space to lead. So when there are issues that anyone in the team is passionate about, or there are gaps that they see in our DEI efforts, proposing ideas or starting working groups is encouraged. Like Nikki has already mentioned, we do have an inclusion and equity working group. We also have a mental health working group. Both of these groups are employee driven. They've been started by employees and they're run by employees and they do they do make change within the company. Right. So where are we on number? Yep. Okay, so another another thing to do is invest in personal and professional development. This is very important. There are a lot of companies that do this. But in my experience, it hasn't always been done in an equitable fashion. Every single employee should have the same access to personal and professional growth. So this is important because it helps to cultivate your team's unique talents, which ultimately benefits your organization as well as the employee. It also boosts their confidence and helps empower them. And it gives each person the same opportunity to grow. So how can you do this? Some of the things that we do is that we provide each employee with an annual we call it our E&E budget, which is events and education. Every employee gets and I can tell you the amount that's on our website. I think it's $2,750 annually that they can spend to go to conferences or sign up for classes, buy books, whatever they want to do. It's also important to note that this budget should not be just restricted to learning more about your particular role within a company. There are a lot of things that people want to learn more about in their growth and on their path. So for example, I know we've had a developer take classes on meditation and some other things. And I've even thought about for myself, like do I want to learn more about UX design? Do I want to learn more about Drupal? I will not be a developer. I am not that smart. But I have thought about taking some courses outside of just marketing. So it should not be restricted. Another thing to do is if you give your employees a budget, give them the time to actually use it. We all have you know, PTO, but at Lullabout we have something called ETO which is education time off. So if you have your budget and you want to go to a conference, you can actually have days that do not take away from your vacation time to go to that conference. And the other thing is also encourage employees to use those budgets. Not everybody uses them. Sometimes people just get stuck and they don't really think about, you know, maybe they don't have an idea of what they want to pursue or what they're interested in for a particular year. So just having check-ins, maybe it's at the annual review or regular check-ins, but help employees kind of find their way and take advantage of that benefit. Support mental health. Mental health sadly has been long neglected in the workplace.  Whether we're the ones going through it ourselves or people on our team are going through it, we are all impacted. And personally, I think employers, the exact folks who should be helping to helping employees with their mental health. Think about how much time we spend in the workplace. My God, I mean, it should be definitely a priority. It's interesting because in a Forbes article, there was a stat that said 40% of workers report that their job is very or extremely stressful. So that's a large percentage. Most people are stressed at work. And there's also another stat from the World Health Organization that says lost productivity resulting from depression and anxiety is estimated to cost the global economy $1 trillion each year. So that is significant. So how can you support mental health in your organization? For starters, you can respect autonomy. We all work differently. Some of us, we are more productive in the morning, some late at night. Some of us are juggling child care or elder care or other things like within our lives. So giving people the space and the flexibility to be able to take care of the things they need to take care of and also do their jobs is really important and helps reduce a lot of the stress. Also investing in programs for employees to improve their mental health. There are a lot of programs out there. We actually did a 30-day mental health challenge at Lullabot, which was great. The people who participated in that, some of them are actually probably here. But I think that was actually a pretty successful program. We got really good feedback on that. So that's one example. The other thing is to make sure that every member of your team has access to resources on mental health. Whether you get them through your benefits provider or whoever, but make sure they have resources to find the information they need. Not everybody is just going to come up and ask, like, hey, I have depression. I need to know some information. So just make that stuff available to people.  They also, they have been sending out newsletters with a lot of valuable articles, links to podcasts and other resources that they share with the team, which is really helpful. All right, practice transparency. I think it goes without saying that transparency is essential to an inclusive and equitable organization. But what does that actually mean and how do you apply it? You make pay ranges public. This should be done for all positions, including in job descriptions. So when I say for all positions, it should be done for every position within your organization and made public to the people within your organization. So everybody has an idea of what those pay ranges are. Indeed actually showed that 50, a study by Indeed showed that 56% of applicants were more likely to apply to a company that they were not familiar with if the pay range was actually included in the job description. So you are expanding also the number of candidates that you might not actually reach if you did not, if you did not divulge that information. Also share your financial information, sharing financial information with your team. We practice open book management, which allows all of our employees, each one of us, to understand the current revenue expenditures and KPIs of the company. And this has become especially important as an ESOP because we are all now employee owners. Also be transparent about how company decisions are made. Whenever their decisions made or processes put in place, it's always important to explain how those decisions were made, why they were made, or why those processes were put into place so that everybody is aligned on the reasons and there's just no reason or no room for speculation. This also helps to really build trust within your organization. All right, number nine is promote psychological safety. How do you make people feel safe? Or how do you make them know that they're in a safe space? So there are four pillars of psychological safety, feeling included, safe to learn, safe to contribute, and safe to challenge the status quo. So in doing all those without fear of being embarrassed, marginalized, or punished in some way. So this is important because as we all work through large, complex, tough challenges every day in our jobs, these things all benefit from the participation of all contributors. And if people don't feel safe to contribute or speak up, you're going to lose out on a lot of great contributions. It also surfaces issues and that means gaining a better understanding and better outcomes for all. So it's important to be okay with mistakes. You know, we're all human. We make mistakes. Nobody should be punished for making a mistake. Being empathetic when people do make mistakes. Also being able to say I don't know. You know, I know we've all been in situations where we think that, you know, we're expected to know something that we really don't, or people just think or we think we should know something that we don't. And we kind of can play it off sometimes. But really it's important to say you don't know and it's okay not to know. And I think that the more people within an organization that are comfortable with doing that, it's showing everybody that, hey, this is a safe space and it's okay not to know everything and let's help each other. Also providing plenty of channels for feedback and communication, whether that's feedback forms, having regular check-ins, office hours. We also do town halls every month where anyone can ask a question. Nothing is off limits. People ask questions. You can also, you can ask them anonymously if you'd like. So that makes people feel safe to ask the questions that maybe they aren't comfortable doing with their name attached. And then I added a fourth one on this one saying this is really important is collaborating openly. It's one of our core values and it's something that really encourages open participation. And we practice this in practically everything that we do. And I think this is also very important in terms of making people feel safe because anyone can jump in and collaborate when you're doing it openly. And it invites that participation, which is very important. And number 10, know what you don't know. You know, speaking as Americans, we have viewpoints that differ from other countries and cultures. And so it's we're not going to have it all figured out. And we certainly don't at Lullabot and that's okay. But it's important that you do these things. Be open to a growth mindset. If you're not open to growing and learning, you really have nowhere to go. Secondly, expand your knowledge. There are a lot of great resources out there. Read books and blogs, listen to podcasts and recordings, really educate yourself because the more you know and understand, you will uncover what I wrote, you're uncover your biases. So you will uncover biases, the more that you learn, also understanding your own history. You may not even realize the biases that you have. We have I'll have like a lot of unconscious biases. And even some of those, the exercises that I talked about or we have the facilitator, the EDI facilitator come to one of our annual retreats. I think uncovered some of those, I did for me. I didn't realize some of the things that I didn't, some of the biases I had that I didn't know I had. So in a nutshell, like, you know, if we all take measurable steps daily, we have the power to change our communities and our own lives. And so there you go. I'm going to turn back over to Nikki. Okay, so who here knows or interacts with it maybe at your work or at home? Anybody under the age of 20? Okay. Okay, so back to the US Census in 2020, which was three years ago, the 17 year olds and below of that era, there was no multiracial majority. So what does this mean? This means that the people that are entering into your workforce now, the people who are joining and looking at your job descriptions and deciding to join your company, there is no none of them have an experience of there being a majority demographic. That's something that I'd like you to reflect on. I'd like you to ask yourself what, if anything, is your organization currently doing to make your work environment inclusive for all peoples? And it might be like Ellie said, we don't even know what we're doing. We need to start a plan or we're doing some of what you've mentioned. We want to do more. If you are actively fostering a sense of belonging, and if you don't know, ask your team. If they say yes, continue what you are doing. If they say no, determine what is your next tangible step. It might be as easy as posting your job description salaries. That might be the easiest first step, you know, as you make the case. If people say they don't know, break things down into your next steps. And these are all at lb.cm slash beyond inclusion. And then in terms of action steps, we did want folks to brainstorm for your own organization. What it is that you want to do. I want you to continue to involve your team. This might be an ad hoc group. We started our inclusion equity working group as a slack channel, which then turned into a set of regular meetings. Our first step was for the meetings was to just set a date on the calendar, even set the date with folks that you know are interested in this and have an ad hoc discussion. Start with one thing. Don't overwhelm yourself with the laundry list of to-dos. Just do the first Mondays where you can sit chat, have a beverage and discuss what is currently working, what could be improved. Use your growth mindset. We do have some tips on our blog. I encourage you to just calendar yourself a monthly check-in to figure out, review and identify what you would like to fine tune at your organization. And yeah, let me find the word cloud. So if you recall, we had asked what was the one word or phrase. Go ask questions. Questions. Discussion. Do you have any questions? Yes. Multiracial. So you know, in the United States we've been predominantly white the demographics of folks who were a boomer agent of that generation have always primarily had a white male kind of like interface with the workplace. That's what a boss looks like. Today's youth like my son who's 20 who graduated has friends of all different backgrounds. And so they don't know what a boss looks like. Does that make sense? I mean, I'm a Gen X or so I'm definitely in a different mindset than say somebody young today, but their experience has been definitely experiencing different types of people or different types of background culture. And so they don't think that there's a norm. Other questions. Discussion. I mean, is it going to be hard at your organization? Like, are you hopeful? Do you feel scared? Is this something that? Yeah, absolutely. We're going to do this question. Absolutely. Yes. And I would highly one of my clients that I worked with. Priorly they put in their executive leadership and putting the executive leadership actually had a kind of reckoning for their leadership team because they said, oh, this leadership, we need to expand the types of people who are coming. Oh, this is so the discussion was that the organization is paying folks for their participation in the diversity, equity, inclusion and working group, which is an amazing thing. I would highly recommend if your group is meeting informally, consider if there is budget that you can give to them again, Lullaba is putting budget into the trainings. But that's definitely something I think as a woman and as a mom, like I'm very used to the idea of unpaid labor. And I hate to see a perpetuate at the workplace. So if there is any way that you can put those resources in, again, make the business case that anybody who leaves because they don't feel like they belong at your organization is taking their entire salary plus out the door. So you want to retain those folks, give them a place where they can grow, where they can consider themselves retiring. And if you are in a situation where that doesn't feel like your organization, ask yourself, what are the one, two or three things that you can do in the next quarter calendar yourself? Let's start working on that. Other people at your organization feel the same way. I also just to piggyback on that, I also think like with our company, especially we're in ESOP. So everything about the company, what we do to build it, the value, the equity that we build, all impacts our stocks and our, you know, what we get for retirement. So I think paying, I don't know, I think it would be a little, I don't know, I don't know if I'm on board with like actually paying people to do that inclusion and equity, like the working group thing, because I think that we're doing it because we're just, we're so invested in like making the company a better place. But I don't know, I think it maybe depends on like your situation. I certainly wouldn't turn down the money if they decided to do it. But I think I think maybe it's probably better if for our situation, I don't know, Jared is here. He's on our leadership team. Jared, you're gonna make that happen. Success time. Well, but that also doesn't apply to everybody. That's success time. So Matthew Tift is talking about our, our client services team, the billable team, they work 30 hours a week, they're on billable work. Then they have 10 hours a week for success time.  But that's not, that doesn't apply to everybody in the company because like for myself, I'm not billable. So I, I don't have success time. All my 40 hours a week are my job. So, um, so yes, some people are, but not everybody. So we're nearing the end of our time. Any questions, anything that you can kind of in your mind commit to or ask your leadership team about within the next week, if there's something you'd like to change. If you feel unhopeful about change, that's also its own indication at your organization. I encourage you to see some of the words of what folks are currently feeling, need some work, disjointed, complicated. We see very early stages, a goal, getting there, improved. Some people say this is surface level. I think that's actually quite challenging. It's like, hey, we're diverse. Thank you, everybody, for your efforts. But then people don't feel like they can take the time to go to their therapist's appointment. We see struggling, ongoing, invisible, accepting, disjointed. It's kind of all over the map for the folks in this room. So again, from Ellie and I's perspective, this is a starting point. And we encourage you to take your thoughts and start working with people in your company. Question, discussion. So before the questions before Lullaby came in ESOP, how were our values like open collaboration and transparency and own it, how were they built in? I guess that's something questions. Exactly the same. Nothing changed with that. That's been like that since the beginning. Pretty much being David Burns. By the way, just as he's walking up here, just to let you know the next session, our leadership team at Lullaby is actually doing one on the ESOP. So if you want to learn more about an ESOP, feel free to do that. Yeah, so David Burns, director of support maintenance with Lullaby for 13 years. We started as a shop that works with Drupal, right? So the concept is like we do open source. And that's kind of where the origination of collaborate openly is. And then when we got into more client services, building websites, we didn't just build the thing on our own and deliver it to a client. It became a very collaborative open conversation, get their feedback, apply it to the site. And we kind of took what we've learned from that system. And when we became ESOP, or even before ESOP, it was like, how do we apply this to how we run our own organization internally? Yep, I would definitely say we didn't have a change. And if anything, I would say people are more. It's easier to call somebody out because if they're not behaving in a way that's going to bring our shop price up or make our lives better, it's going to get called out last question. Totally. Yep, I'll definitely speak from the perspective of the mental health working group folks are like, Matthew Tiff, who was in the room like, we need to talk about mental health at Lullabot. Let's talk internally. Here's a open meetings calendar, a legitimate like, here's the appointment where anybody is invited that open meetings calendar goes to our general announcements slack. Anybody can come in. And they started building the agenda, building the decision making. And then that led to concrete change in terms of how what type of programs the company invests in because, you know, nobody in leadership is the expert on mental health, but they're bubbling up from the staff that we need these types of challenges. We had the challenge. We have an app to support mental health with ongoing messaging. We started meditation. Like there's so many things. And I think one of the ideas is that you want to unlock all of what your staff bring to the table because they have ideas. And if they're not if there's not a venue for that to be heard or evaluated or even floated, then it just it withers. And we work with each other sometimes we're spending more time with our colleagues and with our own families. We want to make our work a place where we want to be and grow and thrive. And I wish that for for each and every one of you. So you have two minutes left. You had a question. I saw your question. Oh, sorry. I was. Yeah. She's had her hand up for awhile. Sorry. Yeah, I hear you. I actually don't know. I don't have an answer for that. I want to continue the conversation. Please tweet us at Lullaby. And the main thing is are you in North America?  Like people like, Oh, we need to start recognizing identifying that each of us has our own background. And we have a story and to celebrate each other's stories. We all benefit. We all like I am an Asian. I'm an immigrant. I'm Filipino. I grew up speaking like I'm from North America. I became a citizen. Like these are all stories that I've shared with my team. And that's been enriching and wonderful for my team. And I encourage you to help build that conversation first of knowing people because only if you know somebody can you get down into the weeds of, well, why do you feel a certain way? What do you think we can do to improve? We are being asked to rap. Okay, one last question. World. The game. Okay, so everybody here. My email is Monica dear, D. R. at gmail.com. I am on the board. I just got elected. I will bring this to the leadership team. We definitely want to continue these conversations and make triple the place where everybody belongs. And I'm so grateful and thankful to work with each of every one of you to make triple the place where we want to be. Yeah, so you can find us on the website and reach out tweet us at Lullabot or just find our email. You can contact us.


Good morning and welcome to the weekly market update with me Dave Madden. Today's date is Monday the 19th of August 2019 and the time has just gone 1155 British summer time This week we've seen a fairly positive start to the to the European session has been a few things going on that there is talk and speculation that Germany will Pursue a stimulus package of 50 billion euros should they see face should should the should the German economy continue to go ahead down the the poor growth route that we've seen recently the German finance minister is talking about potentially having a serious package of up to 50 billion euros Now admittedly given the size of Germany's economy 50 billion euros isn't a whole lot of money to stimulate economy But the fact remains that that even even that the German politicians are discussing this as an option really got to show how serious they're taking the situation and Obviously anytime we ever have a can insert sort of stimulus from other governments or simple banks It usually is done in a number of rounds Also over the weekend we've heard from the people people's Bank of China And they announced plans to actually reform the lending market. I said she's looking Looking to making to make borrowing cheaper And the idea is of course if companies can borrow At a charade they're more likely to likely to borrow and to spend and to invest in the business and help the economy push on from there What we've seen this morning from the eurozone was that CPI was actually revised lower to 1% from 1.1% and the decline in CPI can highlights Highlights the fall in demand the also the core CPI was also revised lower This really can underlines kind of falling demand within the eurozone Increases they're going to chatter about the European Central Bank having some sort of stimulus package next month Also, the price of oil is higher. There's tensions in the Middle East There's a report report of a joint attack carried out by by the M&E's on Saudi Saudi Saudi oil plants One issue that's been hanging on the French markets the last few weeks and months has been present the trade Staff between the US and China the two sides are due to meet next month, but More recently we've heard from President Trump who said that he's not yet not yet ready to make a deal Looking ahead at the weeks events if you go to our website seems your markets calm and under insights And then under news analysis, you can find the bulk of the updates on myself on my Fatal up market analysts produce Looking ahead to tomorrow. We have first-time figures from person in the UK homebuilder on Tuesday We have second quarter figures from Home Depot over in the US Wednesday We have the minutes from the latest Fed meeting Wednesday, we have second quarter numbers from Target over in the US on Thursday We have the flash manufacturing and service PMR ports from France and Germany That'd be close to watch because like I said the speculation at the European Central Bank could announce some stimulus package at the September meeting on Thursday, we have the Jackson Hole Symbolsium Traders are going to be listening off for any cute any clues in relation to what the Federal Reserve are going to do come September There's been a lot of talk of speculation and the bond markets are seriously pricing in Interest rate cuts from the Fed from the Federal Reserve, but the role economic The role economic indicators are actually very positive retail sales are decent all the problem is low and wages are Contrary outstripping inflation both the financial markets are very much heavily pricing in loosening of monetary policy by the fade in September on Thursday a second quarter figures from cap The US fashion house and on Friday We have retail sales figures from Canada and that gives indication of Whether Canadians are going out and spending money or not. It is worth pointing out We did see a tick up in Canadian unemployment recently So taking a look at some of the major markets We had a positive day on Friday, but by and large it was a very negative week for global equity So take a look here at the Foxy 100 We can see that the fairly severe losses incurred in the middle of last week, but we have been pushing pushing higher So we're not too far away from the this red line here Which is a 200 a moving average and that comes into play at 7,000 194 Broadly speaking if you could have thought of the turn the moving average that's seen as kind of positive market sentiment If you're below it, I see the kind of negative market sentiment. So we're kind of right on it. So The markets are recovering grounds and it's not a lot of fear going on out there But the last few days we have seen the market push move to the upside and if you can hold above these levels here In around the 70 79 And it can 7,000 if you hold above that kind of region there It's like we could see the market push out a bit higher and if you do manage to go take out say 7,200 Just north of the 20 moving average. We could be looking at retesting this area here the highs of early The highs of early August and that comes into play at just north of set of a 3000 site Just north of 7,300 7,300 and 6 and if you press on higher from there Republican retesting this blue line here the 50 moving average it acts as both support and resistance in recent months So it might be an important metric in the near future and that comes into play at 7,426 It's a similar picture picture situation over in Germany whereby the markets had a fairly severe sell-off about In the last week but have been going to pushing higher and we're trading above the 20 moving average on the decks, which is a which is a Good good. Well, it suggests that that kind of sentiment is turning around But you know, we're still a long way away from the kind of highs of July So if you can't continue to press on higher from here, we could be looking at retesting this area here in around 11,853 And if you go beyond that we could be like a target in the psychological important 12,000 However, the market market manages to turn over on itself yet again We could be looking at it back to this area here 11,400 there's a bit of consolidation in that area only last week and a move below that could take us back down towards 11,270 and you can spot here how It's not exactly a surprise at the lows of last week or in around the same lows that we saw in In late March. So keep an eye out for 11,270 US markets are in are in a bit better shape, but they're also Kind of in recovery mode. I call the European markets are so take a look at starting off at the Dow Jones So as you can see yesterday last week rather we saw a fairly severe sell-off in the US But the lows of last week were as low as the lows of the previous week Despite me, I'll see a dreadful day Wednesday, but the market has managed to regain Move back above the tour to moving average It is been pushing higher and we've cooped a fair bit of the losses that occurred last week And if you can manage to press on higher from here, we could be looking retesting this area here in around 26,400 a few occasions that area acted as a resistance. So I might do so in the near term And if you if you do have a size of a break above that we could be looking at return targeting this area here in that This area here is the coincides with the 50 moving average and that's in around 26,625 And it's only really if the market returns overall itself and goes back below this this red line here It turned to moving average which coincides with the psychology born 26,000 mark It's only really if you have a size of break below that Then we'd be beginning to think that you know what the white You know the more recent downward trend is still very much in play and if you go below that Republic he had a back down towards 25,200 this kind of zone down around here Take a look now at the S&P 500 It's a similar situation where by the S&P 500 did occur pretty brutal loss last week in the middle of last week But we have been gaining ground and we have managed to actually pull back a lot of losses that occurred on Wednesday So as you can see markets been pushing higher the last few sessions And if you can press on higher from here We're looking at targeting this general region here with this trend line with this line this line is in play that comes into play just at a 2,952 it's also almost coincides with the 50 moving average this blue line here Which as you can see actually as but resistance and support not too long ago Arithmetic has been important in the past it makes it more likely it will be so in the future So if you can press on higher from here and we can take out this area Then we can become more confident that the recent sell-off has come to an end I would cut even be lucky heading back up towards the current 3000 mark If you do see the market turn over on South again, we could be looking at heading back down towards this area This trend line here if you go all the way back from February 2016 and draw to the lows of November 2016 you get this trend line along here on a few occasions In the last number of months and last year or so it did manage what was a fairly significant For a fairly significant line in that it acted as support and resistance on a few a few occasions And it's on if you can manage if you do manage to turn over itself But again, we could be looking at finding potentially find support in on this trend line at 2850 and a break below that could take us back down toward this red line here the journey moving average Which comes to play just south of 2800 the gold market has been one of the major beneficiaries of the recent sell-off in an uncertainly global equities a mixture of the fight equality Factor, but also if the incentives are very worried if the US are going to cut interest rates In next month, that's softened up the US dollar and in turn make gold even more attractive because gold is quoted in US dollar So gold only last week printed fresh six-year highs since we've been doing that by that recently So it's in a very solid upward trend There's a we can see it at the market after printing a fresh six-year high on the Tuesday Hasn't quite as been drifting a small bit lower since then but still very much in the upward trend And if you can fall a bit further from here support could be found in around the kind of 1480 mark or perhaps even down this region here in around 1453 So buying of the dip has been a fairly popular strategy in recent months So if you do see move to the downside, we might see fresh buyers after the fold if the wider upper trend does continue Which is looking likely that it will give them that if you've been hitting six-year highs multi-year highs quite recently We could really get back to the world's recent high at 1535 and a movie on that could take us up to 1555 this a level last seen in February 2013 I'll take a look what's going on in the oil market starting off a friend As I mentioned Older feel a little higher today, but the wider trend has been has been quite poor So if you take a look at the price action since April you can see this building The oil market has been steadily moving lower and particularly since July and Brent, you know If I seen a lower low a lower high a lower low and the lower high here So it's very much in a downward trend And I think in a wider downward trend does continue We could look a retest in this area here in around fifty six dollars a barrel or that down towards fifty Just shy of fifty six dollars a bar in around fifty five ninety three And if you go below that we could be looking at heading back towards this area here down around fifty two If you did manage to kind of press on higher from here this blue line here We could see that few occasions the markets didn't wasn't actually that kind of perfect resistance There's a few occasions of the market really couldn't get that far beyond the 50 moving average this blue line here And also the attorney moving average it comes to play as well So in around the kind of 63 mark or the 64 spot 56 area these areas could act as resistance Should we see a push higher in the in the oil market on Brent? I take a look at WTI now So so as a similar ish picture with WTI so particularly you can see here since Since July a lower low a lower high a lower low and another lower high, but this could be case of The market still remains below just nerdy below its turn of the average this red line here And that comes into play at fifty six spot eleven I said to you if you could hold below if you get into hold below that it's likely that the kind of recent downward trend Is going to continue and if you live move lower from here We could be looking heading back below fifty four dollars a barrel this area here I'll move below that could take us back down for this area here in it fifty down at fifty spot thirty six If you do manage to get a press on higher from here and retake the journey moving average on the oil market I keep it up for this area here the one really moving average in that fifty eight spot fifty eight We can see that there wasn't consolidation in around that price metric not long ago So it makes it more likely That that metric could be important in the future take a look now. What's going on at the euro versus US dollar? So it's a fairly clear and obvious downward trend in the euro versus the US dollar seems to be a fairly slow move to the downside As I say in this other speculation that the ECB are gonna have since there are stimulus package next month Inflation and core inflation in the eurozone Have been revised lower Germany and had a posted negative growth last week Things aren't looking too great for the single currency and essentially if you continue to press on lower from here We could look any back down towards the psychological important one Ted mark and if you do manage to bounce back on your dollar We can see here on a few occasions very recently this will Wanted to move the average this yellow line and the blue line if it is moving average both these metrics We're kind of almost a little overlapping each other This area here is active at resistance So it's possible that we could find some resistance come into play in the same area in around one spot 12 40 one spot 1250 because it this kind of region here I was only really if you go have a size move beyond that because then we could begin to think you know What maybe the recent hour trend has come to an end and take a look finally now at the pound versus the US dollar So then a very clear cut downward trend on the pound versus the US dollar a lot of weakness in Starting at the moment. Well, especially that will last week at least we've seen a bit of a turnaround the last couple last few sessions That is largely driven by the uncertainty in relation to Brexit some economic indicators in the UK been strong the job the straights low earnings are respectable Retail sales can better than expected But the uncertainty in relation to what would happen if you in the event of a no-deal Brexit I've been really kind of weighing on the power so see more Possibility of political outcome rather than the economic indicators have been driving this But if you take a look at this price here a Lot of negative news has been as in price stain We kind of didn't get quite down to the psychology port and 120 mark We got recently close to it and we can see here on a Monday last week There's a fairly long week on this candle here That's this positive candle and it comes at a time where you have quite a few red candles for preceding it And usually if you ever see a long week on a on a candle that that's that's That that can be a sign of indecision now I said that mark is gonna entirely turned around but it's just indecision and if you've had a quite a few heavy losses beforehand Now the markets appeared to be decisive. This could be a sign that the market isn't gonna recoup some of the recent losses And as you can see here We've kind of gained a few higher highs and a few higher lows So this could be case of market looking to kind of recoup some of the ground that's been lost in recent weeks We could be looking any back towards one spot 22 or we could be looking at any back towards one spot 24 But obviously if the wider downward trend continues, I would take out the recent lows We could be looking any back down towards one spot 20 Before we go if you're any comments to make in this video or any of the other videos We've made here at CMC markets, please feel free to leave a view on your views. Thank you very much


Okay, in this video, I want to explain to you why using paid advertising is like taking steroids for yourself and organic marketing is like working out and how all of this relates back to your e-commerce business. Okay, so I'm going to give you this analogy. Just imagine you're working out, you're going to want to improve your body, your physique and stuff. Okay, you're doing push-ups, you're doing pull-ups, you're using your body weight to basically build muscle. Okay, when you're building muscle, it's like organic marketing, organic reach. Okay, you're spending a lot of time with it and it takes time definitely and it's a slow build-up to whatever success metric that you're going for, be it a revenue amount per month, or be it you want tons of muscles, you want a six pack, right? And then if you use paid advertising, which I do a lot of definitely, but it's like steroids, it's the cheap code, you do it very fast, you get success very fast, okay? But just keep this in mind, okay? If you are going the fast route, I'm not saying paid advertising is bad, steroids is bad, paid advertising is not bad, right? If you're going the fast route, I want you to take that steroid money, the money that you made when you injected those steroids, right? And you reinvest it back into the business, okay? And you go into organic marketing, okay?  If you're jacked up on steroids, right, the climb is very, very fast, but the downslope is very fast as well because you're extremely reliant on the drug essentially, okay? So this is what I want you to not do, right?  You go and reinvest into your business so that you build foundations that are very, very strong, okay?  The mistake that people make is that they, how do I say this? They just entirely rely on 100% paid traffic, right? And when that paid traffic just doesn't work at that day, that week or whatever it is, right? Then they just give up and they just like quit or the entire business implodes, okay? And that shouldn't be the case, especially if you're running a long-term business, right? So as entrepreneur yourself, right? The steroids are good. Okay? I'm not saying that they're bad, okay? But when you inject it, you better make sure that the gains that you're taking on that they're putting it back into building something that is a long-term asset, okay? An asset basically in accounting terms, right? It's anything that produces economic value in the future, okay? So if you think about that, assets, right? Standard test of time. There shouldn't be a case where the asset like just implodes, okay? And that is what like a lot of businesses, that's what they encounter. They scale, scale, scale, and then imagine doing $30,000 one day, right? And then the next day, they do like $400 per day, which is crazy to think about it if you think about it, right? Because it's like, if you build something for so long, how can it such that your entire business is entirely reliant on one channel, one whatever it is, okay?  And what is the advantage of this organic marketing going, okay? Organic marketing is when you do not have to pay for ads and traffic still comes to you, customers, online sales still come to you without you having to pay any money for that channel, for the access, for that, that attention, okay? So what are the methods or what are the things that you actually can go into, okay? So you can do stuff like producing and creating a community like a Facebook group, for example, right? And the people in there are constantly promoting your products, constantly talking about your products, stuff like that, okay? So that is the form of word of mouth marketing because people purely like the product very, very much. And if they are in a group, right? Then that virality effect comes into play as well, right? The cost that you acquire one customer decreases over time and that basically improves your margin over time as well, okay? The second thing obviously is SEO. SEO is very slow. It's search content base or YouTube base, for example.  So SEO is slow, but it works, okay? And it's very, very profitable over time as well, okay? And that is why if you see a lot of the biggest sales companies in the world, right, their content marketing strategy is massive. Like they pour like millions into like content writing per se. Like for example, Ahrefs is an SEO tool. They invest heavily into content and making sure that the product is good enough, so good that people actually recommend it, okay? And I think that the reason why a lot of marketers, right? They don't understand it's like as long as the product is good, as long as you are consistently providing value to your audience, right? They will constantly buy from you, right? You do not need to obviously, paid advertising is good. But if you layer on an extremely good product that delivers results, right?  So that's the second channel, right? The third channel obviously is influencer marketing. So you tap onto it and you leverage other people's form of traffic, of channel, of an audience already.  For example, if I'm working with an influencer, he or she has an Instagram profile X amount of followers, right? Or they have an email list, for example, and influence it in their space. So the people who listen to them, right? They generally will listen to this guy, right? And then you bring them into your world as well. And so you leverage other forms of audience building, in a sense, to grow your own audience, okay? So like I said before, I think the entire conclusion or the entire summary of this video is that I want you to understand that, hey, steroids, you go and take as much as you want, okay? But you better make sure that once you get that fast cash, that fast money, right? Go and reinvest and really, really build a brand that people really like, right? And ensure that the people actually buying a product, right?  We don't want a churn and burn model and business is hard enough. But once you start scaling, right? It should feel increasingly easier to get more and more customers. And that's what a flywheel is basically is, okay? So if you're running an e-commerce store, your business right now, you're feeling stuck or you're feeling like, hey, this is really, very difficult. Okay, these are the things you should definitely think about and definitely focus on so that you do not make the same mistakes that a lot of people have, right? They scale up the ad spend, they scale the revenue. It looks very, very good. But then overnight, the entire business just implodes, which makes no sense, okay? So think long-term, think about, can this business last me for the next three to five years? Okay, if the answer is no, right? Then you need to change something. You need to take that steroid money and just put it into something long-term as well, okay? If you need any help with your advertising and stuff, I'll put the links in the description. You can check out the video and stuff, okay? And I will see you in the next video.


For Sean, you said last week after the Ravens game, that toward the end of the stretch of a season, either get better, you get worse, or you stay the same. Where's this team right now in terms of that? Like you said, man, I think we get better, man.  Obviously, there's some things we can improve on, little things, but at the end of the day, man, I can't take away from what the team has done, man.  So really excited for the team. What was the difference this time versus the Colts for you guys versus the last time? I mean, it was a drastic change. I just think we didn't beat ourselves up. I think we made them, you know, earn everything that they were going to get.  We wanted to start fast and finish strong. That was the message you can coach very soon. I feel like we did that this game. That's a well-cooked team. Fort Curtis. Hey, Rashawn, talk about where this, you talked about this team improving, but you guys came off of losing three or four. And there were a lot of questions about what this football team was. To go on the road to Baltimore and Indy. I mean, that's a heck of an answer for you guys, isn't it? Absolutely, man. You know, it's just one of those things, man. You got to play your best ball at the back end of the season, man. You know, I feel like that was the biggest thing for us.  Play really good football, and I think we'll be all right. And how key was it that the offense kept the pressure on the Colts for you guys defensively? Oh, yeah, it's always key. I mean, you may, whenever your offense is scoring like they're doing, man, it just makes the defense's job a lot easier.