Welcome to our session. Our session today focuses on accelerating racial justice in the workplace. We know that for many years, corporations have attempted to address issues of racism and colorism in the workplace and in broader societies. Today, as we think about the great reset, we also want to think about what it means for us to have a reset around issues of racial justice. Please keep in mind that our session today is being live-streamed for our global audience for the first 30 minutes. Close caption is available, and at the conclusion of the 30 minutes, we'll continue with a closed-room question and answer with each of our panelists. I'm delighted to share with you a dynamic panel today and our topic of accelerating racial justice in the workplace. We are so thrilled to have Crystal Ashby, who is the interim president and CEO of the Executive Leadership Council. We have Cynthia Bowman with us today, who's the Chief Diversity and Inclusion and Talent Acquisition Officer for Bank of America. We welcome Lorena Yee, a senior partner and Chief Diversity and Inclusion Officer at McKinsey & Company. We welcome Tina Kai Melon, Senior Vice President, Talent and Diversity at Schneider Electric, and welcome to Tony Profit, Chief Equality and Recruiting Officer for Salesforce. And I'm moderating your panel today. I'm Laura Morgan Roberts. I'm a professor of practice at the University of Virginia Darden School of Business. We thought it would be fun to open our panel today by asking each of our panelists to provide a short phrase or even a tweet that would answer the question of what corporations can do to advance and accelerate racial justice. So we'll start with our order of introductions and go through that flow. Crystal. Companies must invest in developing black talent. If they don't invest in that, they will not retain this talent. We must continue to have this dialogue in earnest to help corporations meet the moment that their black employees are experiencing so that their talent is fully realized. All right. Thank you. Cynthia. Absolutely. I would add on that inclusion is everyone's responsibility. I believe that we need a unified voice to drive accountability and progress. And when we do, I think those voices are necessary to advocate for change. We must question the status quo and hold us collectively accountable for breaking down systematic barriers that are necessary for true equality for all. Wow. Thank you so much, Lorena. Sanity is trying the same thing over and over again and expecting a different outcome.  Yes. Thank you. Tina. Hi, Laura. My message is to move beyond the marketing message and take action now. And I think organizations have to tackle both levels to support our people of color, especially our brown and black friends. One, do it at the organizational level. Make change within your company. Two, take action at the societal level to address systematic issues that are often deeper. Thank you, Tina. Tony. So leaders need to listen to the voices of the black community. We, leaders around the world, need to be empathetic. Leaders in business, leaders in any organization. And then we need to act boldly and decisively. All right. That was a powerful lightning round. We have a lot to unpack in our time together. We're going to start by inviting Lorena to share a little bit more with us by way of the broader context. So we're talking about accelerating racial justice in the workplace, but we understand that the workplace and society are deeply interconnected. We also recognize that there's been a longstanding racial wealth gap and socioeconomic inequality. And McKinsey has done a lot of research in this space and made it publicly available to help us understand many of the racial differences, gender differences, and other socio-demographic forces that affect work experiences as well as economic inequality. What do we need to keep in mind as we enter into our conversation today and try to take up these calls to action that our colleagues just presented to us? Thanks, Laura. I think that one of the things that's quite helpful is to be grounded in, when we say inequality, let's put some numbers behind that. And even just to focus a little bit more narrowly from broader societal injustice and inequality to our own backyards as corporate leaders, what does it look like in places like corporate America globally? And if we look at corporate America, for example, when I said earlier that our Black and Latinx colleagues and our Asian colleagues oftentimes are less represented, less supported, and harder hit by COVID, let's just put some numbers on that. If you look at the entry level, we far are under the talent potential. And our colleagues here will talk about that, but for Black employees, we're at four to 5%, whether it's men or women, at entry level, we're about 5% for Latinx. That's a far cry for the talent potential at the starting line. And at the very top, if we think about the jobs right under the CEO, the people who get to sit at the table, we see generously one to 2%, Black colleagues at the C-suite, we see maybe 3%, and actually those are Latinx men, we see zero Latinx women sitting around the table. And these are for America's largest corporation. So it's certainly not indicative of every single business. But in some ways, big business moves big numbers. And we don't see Black and Brown colleagues represented. Another piece I just wanted to mention is the disparity is not just representation, but your ability to feel welcome and your ability to advance. And one of the things that we've been highlighting is that at the very beginning, there's a broken run and it's particularly broken for people of color. So for every 100 men promoted from entry level to that just that first manager level, we're not even talking very far into your career, we're not even talking very far out of being recruited. We see 100 men, we see 85 women, we see 71 Latina women get that same promotion, and we see 58 Black women. And this is a US example and certainly this is a global audience. They don't think that difference is all that dramatically better in other countries. And the challenge is, if you're not investing in Black talent in particular, early on, you could not possibly be surprised that at the C-suite, at the big table of decisions, you have very few Black candidates to fill those seats. And so we're not starting early enough in terms of the work that we're doing. So there's that. And the last thing I mentioned is just the impact of COVID. We know that for Black men and women, the United States is an example in Latinx colleagues that 2.5 times is the number of the difference in terms of those affected by the death of a loved one. And it's not just the fact that in your community or in your family, you may have experienced a death in COVID, which many, many people are given the global numbers, but it's also that Black and Latinx colleagues feel much less comfortable sharing that in the workplace, sharing their experiences. And how does it feel to go to work? If we just think about inclusion, when you can't actually comfortably share the most fundamental thing happening to you as a human? And so it's just a temperature check when we say that colleagues feel less included. It's a very concrete example. There are also, there are many more, Laura. I will pause because I know my other panelists have a lot to say, and I'm always happy to go back to some of the broader societal inequalities as well. Thank you, Lorena. We invite your active participation throughout our session in the Zoom chat as well for those who have questions and comments and reactions to many of these important insights that are being shared today. I would like to invite Crystal's perspective here just to provide a bit of context. Now, the Center for Talent Innovation conducted a study in 2019, just about a year ago. And they found that less than half of all survey professionals think that their companies have effective DEI programs. Now, I know that you with the ELC have been working diligently for many, many years to develop and implement high-impact DEI programs. And we also know that in the current research on racism in the workplace, for instance, the Guardian's 2018 survey of everyday racial bias in Britain showed 43% of those from a minority ethnic background reported being overlooked for a work promotion in a way that felt unfair in the past five years. And that was more than twice the proportion of white people, 18%, who reported that same experience. So Crystal, how can organizations redesign their structures and their practices to give more visibility and the kind of leadership opportunities that these studies and Lorena and McKinsey and Company's research have highlighted around greater inclusion and access for racially diverse employees? Laura, thank you. And Lorena appreciated your comments as well. What we find is that our talent is actively recruited. If you think about it, companies invest lots of money in going out and finding their new talent. They bring them in and the talent gets settled and they may get a mentor and that mentor is going to help them figure out how to navigate in the organization. But there's a point where the investment in the talent stops and you see a very different trajectory for the white male counterparts who get opportunities. And by that, what I mean is stretch assignments, P&L assignments, opportunities that will make them viable candidates and be well prepared to step into C-suite opportunities.  What needs to happen is clear intentionality about the development of your full talent pipeline, especially your black talent pipeline. We all know that to get a C-suite opportunity, to get a board seat opportunity, to be a viable CEO candidate, you have to have had P&L responsibility. And the candidates that are black are not getting those opportunities. So it's incumbent upon the companies to be intentional in how they look at their talent and to make opportunities available for all by advancing them. When I was coming through my corporate career, sponsorship was something that it's political capital that someone was expending. And so you didn't necessarily know who your sponsors were. But as you look at how you have to move talent through necessary opportunities for them to move to the next level, you need to be giving them sponsorship so people can sit at the table and say, they need this opportunity because we want them to be able to move into that job. I'm a huge advocate for making sure that the C-suite succession plans, the CEO succession plan has your highest ranking African-Americans on it. Because then the responsibilities on you to ensure that they actually get the opportunities so that when their name is on the table, you can't say they're not prepared and they're not ready. They are equally prepared and equally ready to compete for those jobs on the same level playing field. So it's about recognizing it. And I think the other critical thing that's important is recognizing that when you bring the talent in, they are looking and watching and understanding what you are and are not doing. And as an organization, if they look at the top of the house, they look at the CEO, they look at the C-suite, they evaluate their board, they don't see anyone that looks like them. The investment that you're making is going to be wasted because they will leave eventually because they don't believe the opportunity to get their exists for them. So I too like Lorena will pause because I could go on, but I know there's other stuff that we need to get to. Happy to come back to this. Yes, thank you, Crystal. It is really important that we just lay out on the table the dynamics around advancement in organizations and how they systematically position certain individuals and members of certain demographic groups for success, whereas others often don't have access to those same pathways to advancement. So we need to be intentional in designing and monitoring those pathways. I know in the research that I've conducted with colleagues around race and inclusion and organizations, another prominent theme surfaces. And that's around authenticity. This authenticity conversation ties to a broader set of initiatives around inclusion. Tina, I'd like to invite your perspective here. Managing diversity often seeks to fit the person who is identified as different in some way into the quote unquote mainstream or dominant organizational culture. So there's a lot of energy in trying to onboard and socialize and help people to understand how to navigate these cultures and contexts. But is this truly a pathway for adopting an inclusive culture? And are there other things that we need to do so that employees, leaders of all backgrounds can experience the same type of authenticity, inclusion and belongingness that their colleagues experience? Thanks for the question, Laura. I would start by saying really building that inclusive, authentic, psychologically safe culture. As many of the others have alluded to, you're absolutely right, we have to tackle both. We have to identify both the diversity element and the inclusion element. And to put it in simple terms, it's having that right diverse mix, the representation, and that still matters as well as, and probably more importantly, making that mixed work, the inclusion piece, which is often harder, right? It's the way we all work day to day and whether people are really able to bring out the best. On the diversity side, I think a lot of the research and what we've tried to follow at Scheider Electric is at least starting as a starting point with a critical mass. So back to the point of Christelle, when you look around you and you don't see anyone at all like you, there are going to be certain barriers, both in terms of real talent decisions and promotion impacts, but also in terms of the way you feel comfortable and authentic and being able to drive what you wanna drive. So really making sure there is that critical mass and we often at Scheider look at at least 30% whether it's a person of color, whether it's an LGBT plus person, whether it's a woman who are often in that minority group. Now the harder part is still then having that representation going beyond and making the inclusion work. One thing for me that I would highlight over all these years to keep it really simple, but I'm a strong believer that you have to create forcing mechanisms. And what I mean by that is policies, incentives, programs that challenge, sometimes provoke and force a shift in the way we work. A couple of examples just for the folks on the call in terms of applicability at the ground level. So one thing at Schneider we do definitely around the topic of pay equity is really make sure we look at pay equity across gender and race and ethnicity. And this isn't just each manager reviewing each time and making their own decisions. We actually hardwire it in the annual sale review process and make sure that the data is very transparent and that people are nudged encouraged to make those changes. Another thing we do is we track very rigorously nationality, race, as well as gender, as well as generations across the world, but we also make sure the positions of power, those that really are making the decision at the top of the company. And for Schneider, our employee base is spread equally across the Americas, Asia, Middle East, Africa and Europe. So we're always looking at the macro level, but those positions in power are not only located in one headquarter company. Schneider is a 180 old French company. So traditionally 10 years ago, all the top jobs were in Paris. And now we really also make sure to hardwire that the roles are spread in an inclusive and equitable way across. And the last quick thing I'll add, I do strongly believe in education and training around bias, around inclusion, around psychological safety. Even in the US, we've seen some of the views from the federal government, regardless of what political side you're on, saying, well, racial sensitivity training doesn't make sense and in fact is counterproductive. I don't believe that. I think when applied correctly, when applied to how we make talent decisions and in a thoughtful, provocative way, it can really make change as well. Yeah, thank you, Tina. Also wanna amplify the conversation that's taking place in our chat right now. Fatima Zahra said, yes, inclusion isn't simply about adding numbers, but about truly making people feel included. And that starts with people feeling safe to share and express themselves. And she said, thank you for highlighting that, Lorena, because Lorena also highlighted that in her comments and then Tina pushing us farther. Want to turn to Tony now as well, because part of what Tina is saying about inclusion and authenticity, yes, it's about helping people feel safe, but it's also about putting some safeguards in place so that we establish a set of standards and then are holding ourselves and others accountable to that. So one practical step that comes up here in these conversations is tackling racism and business through data analysis. Now, Tony, we know that there are different laws, national laws around the collection of data on racial and ethnic origin, but how can organizations globally streamline or harmonize methodologies and perhaps move to designing some common indicators that would help us to measure and better keep track of integration of racial and ethnic minorities along all of these dimensions. Oh, that's an essential question, Lorena, and thank you for that. And so the ability for employees to self-id voluntarily and competently and consistent with whatever the regulations are and the jurisdiction that they are in. So we have this in a very advanced state, naturally in the US, we're working on this in the UK and Ireland and for folks to be able to share their gender identity, race, ethnicity, sexual orientation, disability status, their pronouns, all the important aspects of their identity, voluntarily, confidentially. So we build upon that and we work to be transparent with all of our stakeholders about what these data look like. So for Salesforce, you can go to equality.com and you can see our representation data. Again, it's gender globally, race and ethnicity included in the US. And we do that for the point that you raised, Lorena, for the sense of accountability. So being transparent about these data, not because we're proud of them, not because we're anywhere near the finish line so that all of our stakeholders can hold us accountable. On top of these data, this year we had built a new set of goals around race in the US. And these goals include doubling the number of Blacks in leadership, the representation of Blacks in leadership in the US by the end of the year 2023 and increasing by 50% the number of Blacks in our total cohort of employees in the US by the end of the year 2023. In addition to make sure that the leaders who have large organizations side of the company see these data and they see them with low latency, every month, each of the leaders with more than 500 folks in the company gets a scorecard. What's on the scorecard? How many women work for you today? In the last 30 days, how many women did you hire? How many women did you promote and how many women are treated for any cause? In the US, they also get data on race and ethnicity, same litany. How many Black, Latinx, native or indigenous, multiracial folks work for you today? In the last month, how many did you hire? How many did you promote? And how many are treated for any cause? And so these are some of the ways that we're using the power of data to hold folks accountable, to be transparent and to provide leaders with the fuel to drive progress in this area. Finally, I wanna build upon the point that Tina made about Schneider. Similarly, we do an annual audit for pay parity to make sure that folks of regardless of their race and ethnicity in the US are paid the same as they're doing the same work in the same location. And then we do that globally for gender on an annual basis. Wonderful examples, thank you. Love how we're sharing the resources in the chat as well. So be sure to follow those links. Crystal, you also have done some work around boards and holding accountability. So can you add anything else here about what board members should be doing, what board should look like to hold people accountable? And then we're going to bring, I think we're going to bring Cynthia in so that Cynthia can talk a little bit more about what's happening at Bank of America. Laura, thanks for that. I was on mute, my apologies. I appreciate the ask. I think what's significant as I listen to all the conversations is where are the accountabilities at? Where is the transparency at? How is it being shared across the organization that the CEO and the boards have a huge responsibility? They're obviously these types of initiatives, agendas, what should become a part of the structure of an organization, a part of the foundation has to start at the top of the house with the CEO. But there is also a bit around accountability that the board has to have. And that's transparency to the board. It needs to become a part of what the board discusses regularly so that the organization understands that they are watching this and that from a governing standpoint, they find it significant and relevant. And so the other piece around that is making sure that the board itself is diverse so that the issues that are being presented are understood. If everyone on the board looks alike, thinks alike, you aren't going to understand why this is an issue for the broader part of your population and how making sure that they are feeling the types of things that Lorena and Tina talked about are going to happen. It's relevant to make sure that your board is diverse which requires you to start to think a little bit differently about the criteria for how you pick a board person to go outside of the networks that you usually use to make sure you broaden the base of where you're trying to pull that talent from. So there is changes that have to happen at the board level as well to ensure the type of change that we're talking about throughout the rest of the organization. So thanks for that ask, I appreciate it. Yeah, that's great. Thank you for seating that. Let's bring in Cynthia's perspective. And Cynthia, there have been a lot of conversations here about wealth and the economy and reparations and philanthropic donations and just different ways that corporations should be responsible for helping to address these issues on multiple levels. What should we be thinking about? What should leaders have top of mind today? Absolutely, I think, look, in a year that has brought the biggest health and humanitarian crisis in our lifetime, as well as I think a renewed focus on advancing racial equality and economic opportunity, I think that what you're finding is corporations must address not only issues internally but steps that are necessary to really support clients and communities. I think over the recent months, we've come together as a company and as a world with a lot of passion around racial equality as well. I mean, we've seen the murders of Amal Arbery, George Floyd, Breonna Taylor, among too many others. And also the disproportionate impact that this current health and humanitarian crisis is having on black and brown people. And so what it's done is created an urgency to do more and to do more now. And I believe that corporations have a role as well as our own personal responsibility. We've had just a profound impact on each and every one of us as we have experienced the challenges of this year. And it's not enough just to say something anymore. We must do something. And I think what we're finding and hearing is that society and our shareholders are expecting companies to just not talk the talk. We have to walk the walk. Some of the examples that we've done specifically to answer your question as a bank. So earlier this year, we committed a billion dollars. That's new funds, not just summarizing work we had already done, but a billion dollars over four years to combat racial inequality and to create opportunity, particularly for people in communities of color, black and brown communities. And we specifically feel like we have a responsibility in the areas of health and healthcare, jobs and reskilling, supporting small businesses and affordable housing, which are the four pillars that really target the efforts of how those dollars will be allocated. On top of that, we committed $25 million to the Smithsonian to help support its race community and shared purpose and future effort. That's a new initiative that they launched. Why? Because we think we have to have more conversations on these critical topics, particularly topics around race. We've been doing that internally. However, through the Smithsonian, we're hoping that we can raise that conversation externally, which we all know is incredibly needed. In addition this year, we've issued a $2 billion equality progress sustainability bond. That bond is targeted to advance racial equality and economic opportunity, as well as environmental sustainability. It's the first of its kind in the financial services industry. Transactions will represent and proceeds from that bond will be dedicated to financial empowerment of black and Hispanic Latino community specifically. And all of those are really building on our long standing commitment, over 250 million in philanthropic support. We've 325 million in loans to 255 community development financial institutions. Why? Because there are places in our community that are trying to address change that sometimes we can always support as a larger bank. And so we do it through CDFIs and other institutions or minority deposit institutions. It's to count on our strategic alliances with places like the National Urban League, NAACP, ELC, US, Hispanic Chamber of Commerce. But it's also to a lot of what Crystal and Tony said around accountability and transparency. We've launched our human capital report again last Friday. And we're very transparent. We talk about the diversity of our board. To Crystal's point, you have to have diversity. We are very proud. We have two black board members, one Hispanic and six women on our board. We also talk about our C-suite and the diversity of our C-suite. And not only do we share the total population of our workforce, which has been over 50% women and over 45% people of color, but we break it down by every race. And then we've gone a step further to even provide data on 3D from the CEO for both people of color and women. This year, we also broke that down for black African-Americans and Hispanics, as well as our total manager workforce, because we believe that's the pipeline of future leadership. Because with transparency comes action and accountability. That is really powerful, Cynthia. Cynthia, well, we wanna bring you back in. I want to pause here, because we're at the moment that our live stream has concluded.


What's going on everybody? Dato Doi here with another bonus dokon video for you all. I honestly didn't expect one this quick, but I was able to grind up to 110 stones again. This is all grinding by the way. Didn't pay for these. And we even got some more tickets. Wow, we got a lot of tickets. That is awesome. So today we're going to be hopping in on this banner, the super dokon festival, and trying to get this Vegeta blue right here. This one right here, the tech Vegeta blue. The Gohan would be nice, and the Super Saiyan 4 Goku would be nice, as you know. If you watched our last dokon video, we pulled some heat. Physical go tanks would be great as well. But really we're looking for the Vegeta blue, and you may be asking, but didn't you say you wanted the really cool Goku black card? And you're right, I do. I want this so much more than the Vegeta blue card, and there's a simple reason why I'm not going for it. 50 is way more than 10, and that's a little too expensive. So we get more bang for our buck the other way. But, you know, who said that I don't have the luck of a god? So on a single ticket summon right here, we're going to pull this Goku black effortless. One bod. Stay base? Okay. So, like I said, throw everything I set out the window. We're not getting the Goku black on this pole specifically. But that next ticket, you know? Yeah, this is a Ginyu. I don't know why the Ginyu force is so attracted to my dokon account. They are practically crawling all over this account, man. Wow, that's a decent amount of power. Oh my god! This is going to be a good one. I can feel it. It might not be the Goku black, but I'm feeling something. Come on. Oh, why? Why, dude? That should be illegal. What happened right there should just be flat out illegal. Alright, let's jump into the Super Dokon Festival. Just two tickets before the main, you know, the main entree gets here.  I'm fine.  A wise man once told me. Can we just get some cool looking rares if we're going to get some rares? Like, hercule with hair? One, two, three. Hmm, let's see. This is going to be entirely dependent on what stage of Super Saiyan we can hit. It's a yikes. It's a yikes. Uh, SR Beerus. It could have been worse, honestly. And that's saying a lot. So, the mean cuisine we're getting right into at the Super Dokon Festival. Like I said, we want the Tech Vegito Blue, the Super Saiyan 4 Goku, the Gohan, or the GoTanks. Start with a very, very small multi-summon. 10 stones. Nothing, absolutely nothing. We're just rolling in the dark here. Just can't see much, can't see much. How, you know what? I'm aiming for three Vegito Blues. One Vegito Blue is not enough to satiate me. Not now. Oh. Oh, so yikes. Oh, Jaco. Alright, just a rumor going around that Jaco brings the luck. So, let's hop into this next one here, 20 stones. Alright. Oh, five pods. Instant Super Saiyan with Rambo. This, you know, I'm not a betting man, but if I was, I thought we were going to see the three there. I thought we were going to see the three. So, we got Botamo coming up. Probably one of the most forgetful super characters. Oh, Bardock. Not bad, not bad. You know, it is good.  Ah, Master Roshi. Alright, so Bardock, that's one really good pull so far. Is this an SSR too? Oh, no, this is NSR chunks. It's just the same, you know, general look for the SSR. Chichi, Surging Rage, and that's eight. You know what, I'll lock this guy up. I'll lock him up. It's a pull. Now, let's hit this 40 stone summon. Character capacity reach. Who cares? We're hopping back in. I grinded so much. I at least won a Vegito blue. I read so many comments. It was like, yeah, I got three Vegito blues. And I was like, I was just sitting there, you know. Getting over my loss. SR Beerus, back at it again. Hmm, Krillin. Bring the luck, Krillin, favorite character. And when's LR Krillin coming to the game? Piccolo with cape. Gotta remember to add that. The aloof warrior. Pan. Come on, this is really a multi. Are we doing this? Is this a multi? SR Gohan. Normal trunks. This is a rare, right? SR, okay. Vegito. Just standing there, generally. Just posing for the camera. This might be one of the worst multi summons I've ever seen in this game. Another... Is that how we... Is this the true duality of man? That's what we're ending on? Oh, Chatsu. It should have ended on anything but Chatsu. But... This is a Yikes. This is a Yikes. SR, rare, rare, SR, SR, SR, SR, rare, SR, rare. Uh, you know, that's a good thing this next one's free, because... Wowzers. Free... Super Saiyan? Uh-oh. Super Saiyan 1. Super Saiyan 2. Man, we are just not getting any Super Saiyan 3's in this video or the last SR Trunks again. I almost got excited again. Uh, that's fine. Chichi.  Uh... Chatsu. Turned towards the camera this time. The difference between the cards, you know... Damn. Tien looking... Super buff. Alright. Great dokon card. Use it all the time. Gohan, I thought that was Yamcha at a very weird angle there for a second. Come on, upskipped it. I'm glad we didn't wait. Is this another SR Trunks? Yes? Dude, what is this? What is this, man? You gotta be see... You gotta be kidding me! You gotta be kidding me! Wow! 9-1-1, I'd like to report a robbery. 9-1-1, I'd like to report a robbery. Your boy just got robbed. Man. Alright, that's it. Let me hack into the game codes real quick. I'm pulling a... I'm pulling a Goku Black on a single. We're pulling a Goku Black on a single. I'm not getting robbed like this by dokon. Super Saiyan. I'll take it. Wow, that was more than I expected on a single for... I don't even know who this character is. Amon? It's coming down to the nitty gritty of it all. This has not been the best summoning video... What, we got a Bardock? One pod.   Kui, I was about to say Pui Pui. Okay, we still got some singles left. Still got some singles left in the chamber here. One... Just give me a Goku Black. It's ridiculous. Alright, just give me an SSR.  I really do not like the way 16 was looking at me right there. We're going to pull this Goku Black. It's the last thing I did. One pod. Alright, we're powering up at the very least. Super Saiyan 1. Show me 3. We're not seeing 3. We are not seeing 3. My Android 17. How much? Hellfighter 17. Oh my god. That's a lot of pot. Are you kidding me? You better crack the screen. Oh, I'm begging. Oh, this could be it. SSR. Oh no. I was just talking about how much I pulled too many 17s. It's probably a good card. It's probably great. Wow. I don't even have any good AGL units. I pulled too many 17s. Wow. Stay base. Man. Super Saiyan 2. Hmm. This has been a trash video. This might get the scrap. I'm a main 17 at fighters. That's it. I have to. One, two, three, four. Hmm. Four is not what I'm looking for at this time in my life. But. If this video got uploaded, that means we pulled some heat. Oh, stop giving me this Zamasu. I have so many of that Zamasu. It's not even funny. This is it. The last summon. If you're watching this, I'll tear it out. This was probably some fire. I'm talking some fire. This is either the SSR Zamasu or this is the Goku Black 3, 4, 5, 6. Wait a minute. You guys might be watching this video live on YouTube right now. You might be watching it. Six pods. The dream. Could it come true? Uh-oh. Uh-oh. Uh-oh. We did it. Lock them up. We did it. We got them. I mean, this is not the Goku Black. Uh. This isn't the Goku Black. But it is. It is the Zamasu. Uh, godly power, dismal future, fear and faith. Uh, what's this? Okay, okay, okay. I see ya. Wow. Terrifying planets of Zamasu. Uh, oh cool. This probably has awakened for him. Okay, thank you so much for watching. If you're watching this, oh, he's Romo guys. That's fantastic. Thank you so much for watching.  I don't know how often I'm going to be able to make these, but it is extremely fun to jump in here and do them sometimes. So, uh, yeah, of course, gotta thank you guys for all the wonderful comments in the last video. Uh, some of you guys suggested teams or offered me to help build a team. And I really do want to thank you for that. And I will see you in the next video, whether it be Dokon or Dragon Ball FighterZ related. See you guys.


Shave our 1,000 here today. We're gonna be cooking up a corned beef brisket Actually going to be doing two of them in the crock pot Should be pretty easy. I've only made them in a fire in a pit, so We're gonna stick them in the crock pot We'll see what happens stay tuned So we got like I said to him here this one's little over two and a half pounds two point six four zero And this one here is a little under two pounds One point nine five zero pounds, so we're looking at a little over four pounds here We've seen a guy on YouTube doing this. He stuck in the crock pot Just just dry didn't didn't put anything no water or anything like that and it made its own juices Which I will probably Be making some gravy out of but anyway Let's get an opening this up and it comes with these little seasoning package packets here That guy said he didn't like him so I'm not sure if I want to use them or not You know everybody's taste. This is a little different. See it comes these little packets here I Might I might throw it in there. What's the head right? All right. He didn't He didn't wash his off or nothing. He just seasoned it and Stuck it and stuck it in the crock pot so It's pretty much what we're going to do You can trim the fat off but But I'm not going to that guy didn't he said Simply because he didn't want to but he said he usually does but I think see when that fat renders down That gives you juices too. So what I am going to do is a lot of Brian on here. I am Going to rinse them off a little bit get a lot of meat if they they will shrink up a little too, so All right. Now I want to draw my hands off and we'll get you over here at the crock pot Okay, guys, so what you're going to want to do you always want to put the fat side up But since we're going to season these I Want to season this side and then I'll flip it over the only thing I'm going to use in my own is lemon pepper and This steak seasoning from bad idea by Dia Why is this camera not focusing here lately? Okay, so The seasoning packets you want to try them? I don't know what it is. I Don't know if there's any sugar in these It just looks like there's Papers I don't think there's any sugar in these Well, let's go ahead and cut these open. There's doesn't anything open Do the same thing with the meat? Yeah This is a brisket So I'll save the rest of this for the other side like I said, we were gonna flip that over So we're gonna put some Lemon pepper on there. It's like that Now we'll flip it over. We're going to do the same thing to this side and we're going to do the same thing to the other piece of meat and Then we're going to turn this on. So let me go ahead and do that. So you don't get bored. This is going to be a pretty quick video and Then Gonna be kind of like the longest video I ever made. That's the shortest Because this is going to take 10 to 12 hours so But it's going to be a short video But that's why I say it's going to be the longest but just the shortest longest video I ever made So I'm going to do that to the other piece of meat. We'll come back and we'll turn this on Okay, guys, that's pretty much it for about 10 or 12 hours. I'm just gonna put the lid on Like I said, this is what this guy did. I I don't know. I didn't catch his channel name or anything like that and I'm sorry But like I said, that's not my recipe technically. It's really not a recipe. It's just Throwing some stuff in a pan on a pot and let it cook. Okay. So what we're going to do is we're going to Put this on low Now do I turn it on is that it No, I mean I put it on low. Is that it? Is there an on button? There is so it's on yeah Okay, so we're gonna let this cook 10 to 12 hours See you guys more afternoon Okay, guys, this is what we got so far It's been 10 hours So we started this Let's see. It's 1147 a.m. Now. So we started this at 147 a.m.  I want to set the kitchen timer for 60 minutes Okay, so Now we're gonna let it rest for an hour and We'll come back to it and check it Okay, everyone. We've let it rest for an hour I told you the wrong time. I forgot about the time change that last night, you know spring forward Everything sets itself except for the stove the stove says 1250 now. It's actually 150 so Let's go ahead and take this off and get One of these out of here. Hopefully it doesn't fall apart on me.  I'm sorry. Look at that. Okay now on Let's bring you over here and we're gonna cut this Okay, now Wow, isn't that nice Okay, I want to make sure I go against the green so it'll be more tender. I'm gonna cut it this way Let me zoom in here a little bit Now let's see how this came out. Oh, that is tender Believe me guys. It's nice. It's not short. Look at that. This is This would be great on Ruben sandwiches.  We're gonna boil potatoes with this But I'm gonna give it a shot and then when she comes in I'll let her try it See what she thinks of it. So let me get you spun around here. Okay, here we go. Check it out How nice that is? All right, let's give it a shot. Oh My gosh It just melted away. It's gone So like I said The longest short video I've ever made was this so in total it was 11 hours because I let it rest for an hour so Let's give it one more shot here and then we'll monkey gets back. Well, that hurts right Hmm. Oh This is so good. This would be great on a sandwich Okay in the meantime, I Have been challenged to a barbecue grill build off by Papitos Casa de welding I'm gonna be doing a video on that and we'll let you guys know more Like of the time on more of the details as they come out so the next video that I'm gonna post will be about that so I'm not sure about the details yet. We're still kind of working that out But so stay tuned for that video huge shout out to him, which will be in the next video and Link to his channel and everything will be in the next video So that's gonna be a lot of fun That's gonna be a blast Never been challenged to build off before but this guy is good So I'm gonna have to really use this up here more than this here to beat this guy. So Great guy. He's freakin awesome guy. So anyway, let's let monkey get back and when she gets back Let her try it. So stick around. Okay guys. We got monkey back from the store She's not here getting ready to try this. She don't ever remember having corned beef. So She's in for a treat. Give it a shot, Monk. Oh That's pretty good Bad not bad Okay nice flavor It's tender very tender now. It's in your mouth. Mm-hmm very I don't know what it tastes because I've already tried it Yes, I did your mom. Oh, I took her in a piece. Did you like it? Yeah? No, my mom loves food, but if it's really he she loves your food, too We think of it. It's good very good. Yeah. Hey this and it's something different Oh All right, thanks, Monk. You're welcome okay guys, so so far it's a hit and Just uh, like I said the longest short video I ever made Monk she give me two thumbs up. Yeah monkey says she's out For now She's ready. I'm gonna boil some potatoes. So Thanks for watching guys. Appreciate it. She really meant the mental legend Don't forget check out monkey 1000 channel and we'll see y'all in the next one So have a great week coming up and if you haven't already set your clocks ahead So we'll see you soon. Bye. Bye guys. Take care