All right, so there we go. I'm Kathleen Vigno, and I'm a senior engineering manager at Twitter. And I've spent the bulk of my engineering career as a full-stack web developer. But now, as a manager of internal web tools teams, I have the pleasure of coaching many full-stack web developers. And recently, oh no, it's not advancing. Don't you hate that? Oh boy. All right, so this is a question that I recently posted on Twitter. What made you want to be a leader on your team? I asked people on Twitter. And I would like to know, before I show you what my favorite response was, how many people here are interested in being a leader? Leader manager types a few. All right. If you raise your hand, you've probably given some thought to leadership skills. And you might even be currently pursuing a leadership role. But here is the answer that my friend Taylor gave. I didn't want to lead, but nobody else was doing it. And this really resonated with me. And I imagine it resonates with some of you. Because a lot of times leadership happens, you get thrust into a role that you never really asked to do. And then you might find yourself not equipped with the skills that you need to do it. So this talk is actually for those of you who didn't raise your hand. It's for engineers who find themselves kind of needing to shore up some things that turn out to be leadership skills. So when I have one-on-ones with engineers, I hear people wanting these things. They want recognition, compensation, promotion, respect, influence, and to help other people. But they really struggle with how to do some of these things, especially as they get into the higher leadership roles, like tech lead or staff engineer. So generally, those people are really focused on technical skills. And so I find myself coaching people to equip them with the tools and the strategies that are leadership-related. OK, so now I want you to get out your phones, laptops, whatever you have handy. And go to this URL, polev.com, slash ICD team, which has nothing to do with this talk. So it's just that it's my friend's polling account. Anyway, so go to that URL, please. And if you could start entering, what is challenging for you about being or becoming a leader on an engineering team? I'll give you like a minute, and we'll kind of see what develops here on this word cloud. So far, contribution, developers, balancing. Oh no, disconnected, what? That's no fun. Suppose if I, oh wait, oh, there we go. Hey, it's starting to build. So curious to see what you guys put. All right, I see mentoring, I see trust, people, consensus, skills, time, technical skills, time is getting bigger. People, oh my god, how do you deal with these people? These people in code are kind of different. Awesome, this is right. So here's what I did. I wanted to come up with the top leadership skills that we need, that we find that we need. And I didn't want to just pluck them out of my head. I wanted to pull out some data. So I had access to a survey of over 100 senior software engineers. So I pulled all the, there were basically five questions that I boiled down, and I chose three. And took the columns in the survey responses, dumped them into text files, and I used a little Python library. Has anybody used word cloud? It's really fun. It's easy. So word cloud is a Python library that makes word clouds, which is super fun. And so I cloned it and had those text files are ready to go. And this is, I barely had to modify the example file. I just added some stop words. I didn't want to get things like team and leader and stuff like that. I wanted to extract that out. And then it just generates these awesome word clouds. So I'm going to show you three. The first one is the worst qualities, because a lot of what we learn about leadership is from people who do it wrong. And so what we see in this word cloud is not giving good feedback, lack of empathy, lack of communication, lack of trust and confidence, micromanaging, arrogance, lack of technical ability. That's really big, that inability there. And oriented to who? Self. It was lack of orientation to others and more oriented towards self. So then the next question I analyzed was what are the best qualities of people's favorite leaders? And we see some of the opposites, right? We see empathy, care, listening, trust. There's feedback and humility and honesty and technical ability is really big. We want our technical leaders to be competent. And oriented to who? Others. Finally, I saw the question that was very similar to one I asked you here today. And we'll see if there are some similarities here. So what people really struggle with and those things look like they were emerging to be time management, having those right technical skills, that ability, giving feedback because it came up all the way through, communication, and developing trust. So many of these skills appear on purely technical engineering promotion letters. That's the thing, right? You don't have to be on the manager track when you're looking at those higher levels of being a tech lead. People are starting to expect you to lead. And so you can only get to a certain level if you don't start to pick up these skills and learn how to work with others. So now I'm going to fly through the top five. And it's just a high level touch point on all of these things because I have 25 minutes with you all. I'm hoping you can kind of take these ideas and go do your research, read some of these books, and see where you get to. So the first one is communication. Here we're going to talk about written communication. And so first we're going to think about emails and technical docs and then show you this email. And if you can read it, I hope it's big enough. Basically, this is an email to me from Sam, a fictitious dude named Sam. And the subject is Doc. And Sam's telling me that Claire is concerned about the schedule and there's some stuff about the time. And we're maybe going to have to change the widget service and move it in relationship to the loader. And there's just a lot of information. And then there's an attachment. Anybody have any thoughts about what's not great about this email? No cold action. What else? That's awesome. Yes. What's that? The subject is useless. I don't know about you. I get 1,000 emails. I run four teams that'll have different stakeholders and different projects. And if I got this email, like, oh my gosh, I have no idea what it is. And even when I read the email, I'm not really sure which of these four projects and which person. I don't know what we're talking about. There's a lot of words in here. Like, oh my gosh, what am I supposed to do? I have no idea. I'm probably not going to do anything is the thing. And Sam's not going to get what he needs. So I'm going to break this out into two ideas. One is going to be I just think this email could be one idea. And then this technical problem he's discussing could be another idea. So let's take just the email. What if it looked like this? What if we could say that the subject was the image cropping feature requirements? And what if we could say that there's a draft of the product requirements doc for the image cropping feature? There's the context. And that he needs comments and questions. And he needs them when? By the end of the day, Thursday. Oh, now I know what I'm supposed to do. And now there's actually a chance I might do it and give Sam what he needs. So in terms of the wordy technical explanations, how about a diagram? Wouldn't it be great if we could show the current state of the widget service, which is at the end, and the proposed solution, which is to put it at the beginning? And I can understand that instantaneously from a picture like this, which might be a design doc. And then also I get some other information in a list, which is really easy to parse instead of that big blob of paragraph of who authored it, who the reviewers are, what the estimate of time is. So it's easy to scan. It's easy to understand. So I give you a communications checklist. Emails, docs, some things to think about. So who's your audience? Is it a non-technical person, a colleague, a junior engineer? That'll help you understand how much detail to go into. I find engineers going way too far into technical detail with customers who don't care. What about the context? Does the audience have the necessary context? Doc, what doc, for who, for when? I don't know anything about what you're talking about. Assume I know nothing. What is the intent? What do you want the person to know? What's that call to action? And what do you want them to do, and when do you want them to do it? Length, TLDR, too long didn't read, that's all of us, all of the time. So can you say more with fewer words? Can you use bullets, bolds, lists? Make it skim-able, skimmable or scammable? And then how about visuals? Oh my gosh, please add a visual. I find myself, like, draw it on a whiteboard in the meeting, or please draw it in a visual on the doc. Don't use all those words. And have a customer service or teamwork attitude too. That really helps. It just, if you react with customers in a way that says we're all on the same team, we're going to figure this out together, it really makes a big difference. OK, and then I'm only going to say one thing about code review.  You just follow that one rule in code review? Instead of saying, this is wrong, this is stupid, you shouldn't do it that way, why don't we just say things like, you might want to consider this framework, or have you checked out these docs, or this is the preferred syntax using language that's not so corrective and not putting people down. Corrective and not putting people down. Because I find that the more we put people down and make them feel stupid, the more they close up, the less they ask questions, and the more mistakes and problems they have. All right, we're moving on to time, because time is a big thing that comes up for people, and we're going to talk about estimation, and we're going to talk about time management. So first, time management. Almost every single person on my team that gets more responsibility says, I don't know how to manage my time. And it comes down to ruthless prioritization. You can't do all the things, and we hear that, and we know that, but we still try to do all the things. So we have to choose the things that we're not going to do. And so that's about saying no, which is a little bit of a practice, practicing disappointing people, practicing saying no to things, figuring out what to say no to, choosing like, okay, this is not important for today, I'm going to do the thing that's really important today, and I'm going to worry about that tomorrow, and also what to say yes to, just being really deliberate. The book, Essentialism, says more than I ever could in this talk, I really highly recommend it. I think I'll probably read it again soon. It was good enough, I want to go back to it. So I recommend that. I have another question for you all, phones, laptops. This is about estimation of time, and I'd like you to try to guess, and maybe you know some people who contract or might have a better sense of this. How much time do you think you spend doing heads down coding and development? Like actually coding or designing the thing you're about to code, and just that activity, not testing, not building, not messing with your environment, not setting up your sublime packages. Cool, we're coming in around 25 to 20, you guys are pessimists, it's pretty low. Where does F work? Yeah. Cool. Awesome, okay, so you guys are coming up at 20 to 25%. So there was a survey in 2013 of by a software development services vendor called Electric Cloud, and they surveyed over 400 people, software engineers, and these are the estimates that they got from the survey. So they found that people said they were spending 6.7 hours brainstorming and collaborating per week. 5.8 hours doing emails and meetings. 3.7 hours waiting for tests, right? We have a puzzle area in my office, so people bring their laptops over when they're running tests or doing builds, and they like go and do the puzzle, and wait for the, you know how that is, right? So there's another 3.5 for the builds, and then 2.7 environment management, right? And like new OS, you gotta upgrade, new packages, what have you. So that's a grand total of 22.4 hours out of a 41.5 hour week, just for administrative stuff, not doing actual coding. So you guys were really pessimistic. This comes out to 46% of time is actually spent doing design and coding, which means that when we estimate things, it's gonna take twice as long as you think it's gonna take. And that's if you really know what it is, right? There's a whole nother issue. So if you really know what the task is, and you're pretty good at assessing, like, okay, I gotta build this module, and I think it's gonna take me four hours, it's gonna take you eight hours. The other piece of it is really knowing how to estimate when you don't really know what something is going to be. And that comes down to breaking things down into smaller pieces and understanding all the different parts of a task, writing very detailed technical design docs help us do that a lot better. And agile t-shirt sizing, we don't ever ask any engineer to give us an hour estimate for things. This is more of a theoretical idea of it's gonna take twice as long as what you think. And by that, I mean size. So we do agile t-shirt sizes at work. We say it's either small, medium, large, extra large. We use Fibonacci numbers to assign points. And then we kind of get a sense of how many points people can generally do. So the more we do this, the better we get at kind of estimating at the front. The tech leads are the ones who are often trying to do this estimation. The better we can be at setting up customer expectations and the better tech leads are at leading. So what about feedback? Feedback is a very challenging thing. And again, as we're talking about people who are more senior, they're starting to have to give their teammates more feedback. And they're having to give them critical insights into what other people could be doing better. So whose job is it to give feedback? It's not just the manager's job. It's not just my job. I'm always telling my team. Like I need you guys, you guys observe each other and you work with each other in ways that I can't even see or view. And you need to be honest and help each other get better because otherwise it's Bob who's like, what? I got fired and no one told me that thing I was doing wrong. And now I have no job because I had a chance to get better and nobody told me how I could. So you wanna be that person who can give people feedback that they need to get better. My best advice for this is to use this concept from Radical Candor. There's a book by Kim Scott. I have a picture of it later. Her way of thinking about feedback is there's these two axes. One is to care personally and the other one is to challenge directly. So if you care a lot about somebody and you never give them any good feedback you're getting into this ruinous empathy area where they're never gonna get better and they kinda get ruined. They don't grow.   So you can get more information about that from RadicalCandor.com. The other feedback mechanism that's been really helpful for me is this SBI framework. I use this at home with my kids. I use it at work. And the breakdown is basically describe the exact situation that you were gonna tell somebody some feedback for and then talk about the exact behavior you observed the words they use, the scenario, exactly what they did, the way they looked, the way they touched someone or I don't know what the problem is, right? And the impact, what was the impact that it had? So here's where we were, here's what you did and here's what the effect was. So the example would be at yesterday's meeting, you interrupted me several times when I was sharing my design with a customer and the impact is that I wasn't able to effectively share my designs and I think now the customer is not gonna have faith in me, we're in us or our team. So that gives a person something to work with. They know exactly the words they use. They can think about the scenario and remember what they said and think, okay, how would I do that in the future? Really, really super helpful. I use this all the time. Some more information. There's the Radical Candor book and then difficult conversations because it's not just the how you give the feedback but it's also like it gives lots and lots of examples of what types of difficult conversations you might need to have with people. These are very helpful resources. All right, then we get into the area of building trust. Sometimes we think about this as soft skills. So this is about empowering other people. So I would say that the more you take on leadership roles, the last thing you should be worrying about is yourself. I know as a manager, one engineer on my team is valuable to me but the engineer who can empower and multiply five other people is five times more valuable to me and the way they do that is they teach, they listen, they coach, they give credit and they solicit ideas from everyone and everyone gets better. So this is that others, very other focused is something we need to be more and more as leaders. And in order to be focused on others, we need to listen to them. So some ideas around active listening. Again, people tend to think managers are the only ones who should have one-on-ones with people. I really encourage my tech leads to have one-on-ones with people too. Because then they can, what I notice is that when a tech lead has a one-on-one with a junior engineer, the junior engineer feels safe to kind of be like, I'm really struggling with this thing and I don't know what to do and they can get some of the advice that they need. It's easier to do that in that small context than like in a big meeting or something like that. So it can be coffee, it can be lunch, it can be meeting, whatever works. And in those one-on-ones to give people our full undivided attention with eye contact and no distractions and no phones and really asking the person questions and being curious about them and what they wanna learn and how they wanna grow. Paraphrasing back what you think you hear, I have one very wordy person who gives me lots of information and it's hard for me to understand exactly what he's getting at. So I just come back with like, it sounds like you're frustrated with that. And sometimes he'll say, no, no, I just wanted you to know. I'm not frustrated, I just wanted you to know. Okay. Or it sounds like you're upset, you're mad, you're angry and we can kind of get to what is the actual thing you're trying to convey to me? Because sometimes it's hard to understand what someone really means. When I paraphrase back, I know if I'm understanding them properly. And I would like you to try this at dinner tonight.  Can you remember the stories that you heard? If you can't remember a single person's name that you met, you need to be doing a better job listening. Here's a book about listening and crucial conversations. It's a different type of conversation book, but again, how do you really engage with people? How do you really coach them, connect with them? And so finally, let's talk a little bit about increasing your technical competence. So you can have all these things, you can be a great leader, you can have great soft skills, vision and communication, time management. But if you're not technically competent, people are not going to follow you. And you might have a hard time understanding the challenges that your engineers are facing. So, and you're also expected to see some red flags in architecture and decision making. So you do need to have this technical competence, right? So usually what we think about is, and we think more about this. So expanding your skillset, especially for juniors out there, pair program as much as you possibly can with anybody who will pair with you. You will learn so much so fast. I try to get people to validate their approaches. I think there can be a lot of pressure, especially as you're more experienced, to have all the answers and just have it all inside your head and know how to build everything. But even the more senior people can validate approaches with everyone on the team and learn new things through that process. Or even with other teams, sometimes one senior engineer on this team will validate their approach with another senior engineer on another team. And that works really well too.  Yay, you're expanding your skillset right now. You're reading articles probably, and anytime you can apply a higher level design pattern or framework or that first principle thinking to your problem instead of taking the problem by itself and trying to problem solve it, thinking about it in the larger span of things like design patterns and maybe programming design theory. Seven languages in seven weeks. Doing that sort of an exercise can help you kind of see the strengths of various different languages and maybe even think about what we saw earlier, like combining Fortran and C and Python to see which one is best at what. And maybe even taking some ideas from the way Fortran is good at loops and maybe you can build that into or pull in libraries in other languages that will help. So those are technical resources. But also I find that getting to the why of the reason we're building the thing in the first place is not the thing that a lot of people think about. So there's one mechanism called Five Ways. I included the link here from Six Sigma. It's all about how do you get back to the root cause? And the example they give is there's a car. Someone's got their car in that it broke down by the side of the road. And why did it break down? That's the first why. The alternator broke. Well, why did the alternator break? Because it hadn't been maintained. Well, why hadn't it been maintained? Well, because I didn't know I was supposed to maintain it. And then the moral of the story is that drivers need to understand a maintenance program and they need to be taking their cars in every six months and then that will avoid the broken down car on the side of the road. But it's just this idea of like, how do you get to the root cause of a problem or how do you get to the reason why we're building the thing? Another resource I really like is the start with why Simon Snack Ted Talk. He talks about Apple and why Apple products are, you know, they're doing pretty well. I got one right here. I got one right here. I got one right here. And they build products about why, you know, they start with the why instead of the what products we're gonna build. He does a better job explaining it than I can. And once you understand the why of what we're building and we're not just gonna ship a thing. We're gonna try to move a needle.  Then you can get to the purpose and then you can get to the how we're gonna build it. All the details of that. So these are the skills we talked about. I would like you to choose one of these skills because you're gonna have to ruthlessly prioritize. Pick one of these skills to try to work on this week. Maybe using some of the resources that I've shared. We just scratched the surface, but hopefully this gives you some starting points. And just remember, leadership is not just for managers. It's about influencing and directing others for positive impacts or positive outcomes and high impact. So thank you very much.


Hello, and welcome to the session in which we would look at performance measurement. Performance measurement is used for the internal assessment of various divisions at the company to reward people like managers. And from a company's perspective, they break down their responsibility accounting into four different centers, revenue centers, cost centers, profit centers and investment centers. If your center is a revenue center, it means your division or your center only generates revenues, we're going to evaluate your performance based on variances, whether you meet or exceed your revenue, cost centers the same way. If you let's assume you are a customer service department or an IT department, you don't generate any revenues, you only incur cost. Well, we're going to be looking at variances. If your division can have control over revenues and expenses, then you are considered the profit centers and we are going to judge you based on the profit. Investment centers, what's going to happen is, in addition to the profit, so you're going to have revenues and expenses, we're going to be adding assets to the equation. Assets in the sense that we want to value or evaluate your performance based on your usage of the asset, how well or not well you are using those assets to generate profit. So this is what we're going to be talking about in the session, investment centers. Before we start, I would like to remind you if you are an accounting students or especially if you're a CPA candidate, this topic is covered on the CPA exam. I don't replace your CPA review course. I don't replace your Becker, Roger, Gleam or Wiley. I can't. What I can be, I can be a useful addition to your CPA course. I explain the material a little bit more in depth and details than the other courses. I can add 10 to 15 points to your CPA exam by helping you understand the material. Are you willing to make that trade? Are you willing to risk $29, $30 to try out whether I can really improve your performance? If you're willing to do so, here's your risk, $30. You're upside, passing the CPA exam. Are you willing to take that risk? Okay. And if not for anything, check out my website so you will find out how well is your university on average doing on the CPA exam. This should give you an idea how rigor is your accounting program. Also, I do have other accounting courses that I cover, but what I suggest you do is connect with me on LinkedIn and check out my LinkedIn recommendations. This is where students use my material for the CPA exam and see how well it worked for them. Please like this recording, share it on YouTube. If it helps you, it might help others connect with me on Facebook and Instagram. So let's go back to investment centers. What is investment centers? Investment centers, I'm going to look at your performance from a revenue expense perspective, which is profit. Also, I'm going to look and see how well you are utilizing your assets, basically, and it's an efficiency ratios, asset utilization. So not only you are responsible for profit now, but I want to see how well you are using your assets. And this should make, this should make sense. Because if you have more assets under your control, assets are resources. Well, if you have resources, how well you are utilizing those resources? If I'm looking at two different divisions, if one division has more assets than the other, then you would expect that division to generate more in revenues because they have more resources under their control. So basically, in an investment center, we are marrying the profit with the assets. We're looking at the profit, but we want to see how well you are doing in relationship to the invested asset. And to measure this, we look at something called return on investment. The simplest explanation of return on investment is some sort of an income, net operating income, income after taxes, divided by some measure of assets. This is how we come up with ROI. Now, again, income could be considered operating income or not, or after tax income. After tax income usually is simply net income. So different tax book use compute that numerator differently, whether they use operating income or after tax income. It doesn't matter. But the idea is some sort of income. Assets also, you could use more than one type of assets. They can look at your beginning assets that's in your denominator. They could look at your average assets or they can only look at your ending assets. It has to be consistent from year to year for this to make sense. Most companies would use average assets and it makes sense to use average assets because what you can do at the end of the year, you can get rid of some of your assets and your assets are lower. If your assets are lower, your ROI is higher. Therefore, using average asset is the best. But the way we compute, the way we use assets in the denominator is really up to the company. As long as they're consistent, it doesn't really matter. Also how we value asset. Some companies value asset at acquisition cost. So that number in the denominator is based on the purchase, historical purchase cost of the asset. Some companies use the depreciated cost, which is the book value, which is the asset minus its accumulated depreciation. And simply put, if you have old assets with the book value as low, your ROI simply went up. Not because you are doing a better job, just because your assets are already depreciated. But it's good that you are utilizing those assets to generate income. Or some companies would use the replacement cost of your assets. Again, it doesn't matter which method you use, as long as it's consistent across the board, across all divisions from year to year, that's fine. Now, the best way to illustrate this is to actually work an example to see how we compute return on investment. Let's assume we have two divisions. One is the North Division and the other one is the South Division. We have sales for the North Division 100,000, South Division 280, net operating income 10,000. So I'm going to be using NOI, net operating income, 10,000 for the North Division, 40,000 for the South Division. Average assets, I'm going to be using average assets, 50,000 for the North Division, 300,000 for the South Division. I'm going to first compute return on investment, which is basically taking net income divided by average assets gives us 20%. So 20% for the North Division, for the South Division, 40,000 divided by 300,000, 13.33. Now, obviously, right from the get go, we can see that the North Division is utilizing their assets better than the South Division, just from a return on investment perspective. Well, but that doesn't tell us much. We want to know a little bit more about those divisions. We want to know how well they are generating profit or how well they are using their assets. Here's what's going to happen. The formula for return on investments is NOI, net operating income divided by the assets or average assets, okay? And this is what's given us this 20%, 10,000 divided by 50. Here's what I'm going to do. I'm going to be using what's called the Dupont analysis, and I'm going to expend this formula, break it down into several component. Well, we're not going to break it down into the five Dupont analysis component. If you want to go to my website, I do have that lecture, but we don't cover this in here. So I'm going to multiply this by, guess what, I'm going to multiply this by one. And one, I'm going to multiply this by sales divided by sales, which is sales divided by sales equal to one. So if I multiply something by one, it should give me the same figure. Then I'm going to manipulate this formula a little bit. I'm going to rearrange the denominator. I'm going to take assets, put it in assets at the other side and move sales to this end, which it's going to give me the same thing and just manipulating the formula. What I have now is NOI divided by sales times sales divided by assets. And that's the same thing. What did I do? Well, guess what? I took this formula and I broke it down into two component. This is called the profit margin. And hopefully you know what the profit margin is. And this is called the turnover or asset turnover. Now, it's not going to change my total. My total, it's going to be 20% for the North Division, 13.33 for the South Division. The only thing I'm going to find out now is how well the North Division is generating profit margin, how well the South Division is generating profit margin and asset turnover. Therefore, I'm going to go ahead and compute this. For the profit margin, the North Division, we can see that they are keeping 10% for every dollar in sales. How do I compute this? Well, again, NOI, which is $10,000 divided by sales of 100,000, okay? So the North Division is 10%. For the South Division, sales is, I'm sorry, net operating income is 40. Let's do, this is for the North Division. For the South Division, it's going to be 40,000 divided by 280,000 and that's equal to 13.33. What can we say now? We can say that from a profit perspective, the South Division is making, keeping more profit per dollar amount. In other words, they are controlling their expenses better than the North Division because they're keeping 14, not 13, sorry, 14.29, 14.29 of every dollar in sales. So for every $100, they're keeping $14.29 in profit. The North Division is only keeping $10. Now, we have now to compute the asset turnover. When we compute the asset turnover, which is sales divided by assets, which is sales divided by asset, we see that the turnover for the North Division is 200 or two, okay? What does that mean? For the North Division, for every dollar in asset, because they have 50,000, they're generating $2 in sales. However, when it comes to the South Division, for every dollar in assets, if we take sales divided by average asset, they're only generating 93 pennies. For every dollar, they're generating 93 pennies, okay? So notice from a turnover perspective, from a turnover perspective, the North Division is utilizing their assets better to generate sales. Why? Because the asset turnover is two or 200 and the South Division 0.93 or 93.33. So now we can see that those divisions, they can learn from each other. So the South Division should learn how to use their assets better to generate more sales and the North Division would learn from the South Division how to control costs to increase their profit margin. That will be great. But what we did now is we kind of break it down to find out a little bit more about the company. And notice if we take, if we multiply 10% by 200%, we'll give us 20%. If we multiply 14.29 times 0.993, we'll give us 13.33, which is what we computed earlier. All what we did is we learned a little bit more about how well the company is using their assets, how well they are keeping profit from every dollar in sales. Now let's take a look at advantages and disadvantages of ROI. What are the advantages of ROI? Pretty simple, the data is available, we have return, we have net income, it's an accounting figure, we have assets, simple and straightforward to compute. So that's the advantage. The disadvantages is the ROI will give the manager a short-term orientation vision. What does that mean? It means managers are not interested in investing in new asset, why? Because this is your ROI. When you increase the numerator, the denominator, when you increase your assets, you're gonna reduce your ROI. So that's why they're not interested. And remember, net operating income is profit. So if you want to increase your ROI, you want to increase your profit.  But what's gonna happen is those two aspects, investing in assets and investing in R&D, what they do is they benefit you on the long term. ROI is telling the managers, well, if we're evaluating you based on ROI, we're not giving you any incentive to invest. Also ROI, look at historical data, which is it's a lagging indicator, accounting figures are old figures. And there's some sort of sub optimization, which is related to this one here, is managers make decision to benefit themselves, to benefit their division, not company overall. So let's illustrate this concept here, the problem with really with ROI. Well, let's assume the North Division, they have an opportunity to invest an additional 200,000. And as a result, their operating income will increase by 30,000. Let's see what would happen if that occur. Well, if that occur, the manager of the North Division, now what's gonna happen to their ROI, it becomes 16%. Why? The old operating income was 10,000, the old average assets was 50. If we add the 30,000 and the 200,000, if we add them, now their return on investment equal to 16%. Remember, the return on investment was 20% for the manager of the North Division. So the manager of the North Division will say, look, my ROI is 20%. If I undertake this project and I expand, my ROI would be lower. Okay, now, is this good or bad for the company? Well, let's take a look at the company overall without the expansion. If we look at the numbers, if we add everything up without the expansion, we find out that the company's ROI 14.29. So notice the manager, it's still doing more than the overall company's ROI, okay? 16%, still more 14.29, but the manager doesn't want to look bad, okay? And let's look at ROI with the expansion. So if we did undertake the expansion, ROI for the company, all what I'm doing is here, is adding the 30,000 to the 2000 and adding the 200,000 to the 50,000 and adding everything up and performing the computation again. Notice with the expansion, ROI for the company will be 14.55, which will improve. So the company overall will improve. However, the manager themselves, they would not look good. Why? Because the ROI went down. And this is what, this is what I said. There is a sub-optimizing decisions because the managers are looking after their own interests. Now what's gonna happen in the next session, we're gonna be looking at another form of performance that's gonna alleviate this problem. And we'll talk about this in the next session. Again, at the end of this recording, I'm gonna invite you to like this recording, visit my website, forhatlectures.com. And remember, if you're studying for your CPA exam, don't shortchange yourself. I don't replace your CPA prep course. I can be a useful addition. Don't shortchange yourself. Investing in your CPA is a long time, is a long-term career investment. It's gonna be 30 to 40 years. It's gonna pay dividend for you. Good luck, study hard, and most importantly, stay safe.


Ah, ah the lights the lights YouTube it's Thanksgiving week man Thankful for all you guys that sub all you guys that like button comment below all those things no money spent our team is Trending upwards things are looking good I am gonna go home the Philly for the Thanksgiving break for about a week So we want to be a break from the stream and break from the videos a little bit But everybody needs it. I hope you guys are enjoying it with your family Let me know what are you doing for Thanksgiving and also give me your top three Thanksgiving dishes. I have to go Mac and cheese stuffing mashed potatoes a lot of starches a lot of carbs not good I'm gonna have to detox when I get back for sure, but let me know your top three What are your top three dishes Thanksgiving Top three players on the money spent gotta be christian kirk gotta be justin herbert We'll see but this is the offense. We're still rocking. We got fuller. We got herbert. We got kirk We got waddle. We got thurman thomas. We got a kevin beach and car boosted him up a little bit right tackle Kyle pits. The boys are looking strong. We on offense. We're using deep out elite on my outside receivers Slotomatic on christian kirk half bag master thurman thomas Justin herbert has past lead elite and long range dead eye I don't use that on my main team, but hey, no money spent. We'll try some new things Kyle pits also has deep out elite post up on shack mason and edge protector on 82 overall Colton miller who's probably the next guy to get upgraded.  We got chin and baits at corner all safeties on the field for this team Man, we're not going to have speed so corner doesn't really matter. We're going to play zone zone only zone No man coverage. So these safeties matter. Everybody's a big body. Everybody can hit a little bit tackle They are a little slow feet, but they got good zone ratings. I'm happy with them We got eric row the dolphins as you guys know, I have 25 dolphins on this team 26 So everybody that's a dolphin whether it be minka eric row Down here. We got robert quinn. They all get a little bit of a boost. Things are looking good So so that's why I have a lot of those dolphins. So we have tommy harris Gregory rusee rousseau whatever you call this guy's name. Honestly, he's been a letdown for me And robert quinn. Those are my past rushers. We're going to use her dolphins and shawn taylor probably the best The best safety duo you can have At linebacker. So that's the team We're looking strong. We're looking good man. No money spent it's been popping We've been focusing more on the main team a lot of tournaments. We're getting flooded with tournaments I had to play a lot more to maintain get a little sweatier, but no money spent. We're still going strong We're at that 86 overall and This will be the first ever no money spent pack and play So make sure you guys tune in make sure you guys see we're going to play one game Show you what the best game of the weekend then we're going to where we earned the touchdown packer red Some gridiron went one of those but just stay tuned. Check it out. Check all the content. This is what we've been pushing out Boys have been killing it lately. Just you know, keep grinding Chin's northbound boys. Check these games out in these packs we pull and and how we change the game for no money spent Dude 99 speed, right? Well, who why would you want that when you can have 92 speed christian kirk? Do we drop that? And we gotta do better there boys like we have to like have to do better What was marcus may just mauling your Dude, there's just no way that just got 30 Not even real titan fans in the world for us. They're like Really care about nobody cares about the titans. So God damn. How does may get there? How does marcus may get where he got how?    That's all I gotta ask myself Look what you did. You got no heart.  He wants to be somewhere else. He wants to be somewhere where nobody sees him He doesn't want to be in a spotlight. He wants to be in the shadows. I'm not that type of guy You gonna step on my field. You got to act like you're wanting to spotlight Imagine getting on this game getting on this game at 1 a.m Getting on this game at 1 a.m And running the ball Come on. Need them. Come on. Need them Oh my god.  I swear to god lord. Give me a fumble Oh, no god. That was a bomb. Okay. Okay. Okay. Okay. Okay. Eagles make the playoffs. There'll be there's no way. I mean my running back just like Bro, I can't block these superstars Bro, so like after that Do I'm the worst trucker in the business. Do you hold turbo when y'all truck or no? I need more comms on the truck. I need more comms That's where like respect got to be an issue really Now you got you got to look around and do you have respect? Glad you noticed that Touchdown. Let's go. Thurman Thomas That's the type of effort we need to win some games on no money spent Football has a lot of parity. That's why you can't Nobody be right about football. Can we just agree on that? Nobody knows what the hell they be talking about boys when it comes to football The eagles probably can't win the division unless the cowboys collapse But the cowboys will win the division the cowboys are good They got up today, but the cowboys aren't good As I was thinking that I was watching tyron smith Has to be the best cowboy in the last 20 years. I think Top five cowboys in 20 years The markets where oh cloud.   When do we put toio? I'm beyond toio's over dez. Toio is over dez. Toio's over dez To was so far over dez. It's not even calm, bro Minka minka minka I shouldn't have clicked on that's my fault. Definitely shouldn't have clicked on I thought I had him. I thought I had I thought I was in front of him But I had it 90 speed minka if I don't click on he don't catch I thought I could get in front of him. He was just too slow So it's top five ever speaking of toio. I just got my jersey signed by toio Y'all ever do this? Yo, I'm gonna run the same play right back. He ain't gonna expect it.  I swear y'all do that Bro, that's good run stick. That's good run vision right there. How do we get no boots out of the boys right here? First time Mr. Stopping Okay, you got that that's cool. That's how I always like those I always like those I wanted to hit the running back there But like it looked like that safety was going to make a crazy play and my my thought process in that play was If something's not wide open take a sack. So I took a sack I just no money spent team top eagles all time is a redgy white brian dawkins and Chuck bednarik probably honorable mentions steven buren donovan mcnab Uh Tommy mcdonald. I know I know my eagle sister jason kelsey Without a doubt is probably top 10 eagle all time What defense do we play here? I I mean I'm I've been bad at these defenses this situation.  How do y'all feel about these situations? Yes, that's why you don't click on bro. That's why you don't click on That's why you don't click on boys gg's. Oh, we almost got smoked right there. Okay all pro fantasy You don't want to see this team, bro. I promise you I promise you you don't want to see this team You don't want to see this team unless y'all want to feel good about y'all team All right, give me this chat. What's your week biggest weakness on your mud team right now?  Okay Uh, uh the lights the lights Oh Bust out bust out bust out bust out Let's go man. Let's go. No money spent crazy bust out I'm I thought it was too.  I'll always find somebody bro. Jay fight. See y'all be Y'all be let y'all be taking rel to serious rel is just a troll I'm going away for I'm going back to Philly for Thanksgiving boys. So Dude, that's what I got. I'm this gunslinger so bad I think they're pretty legitimate Christian Kirk. It's what he does. It's what he does Y'all be making hella excuses. Have y'all ever heard me get on here and make hella excuses. Absolutely not fumble the football I make excuse for nobody. I'm not an excuse maker.  I don't make excuses even when I'm asked I don't make excuses We gotta eat here. See more.   How do you get that free release out there like that? pick I gotta stop clicking on that. I swear to god.  You can't hit stick them. You can't Oh, no, you didn't try to arp. What's up with the world? Where is our integrity chat? Where is our integrity in the world today? Where is it, man? Where's our integrity boys?  Okay Loving the energy from the boys in the chat right now loving the energy. Okay The chat is not the chat without the chat boys cover folk cover folk Wasn't jesse and ed for the cap off. Oh pancakes. I've never got pancakes before Thurmin This is bad defense boys. I can already tell Nevermind great defense Great spin move to great spin move.  He's getting dominated right now J. Okay J. Okay We almost gave that up. Oh So in other words when y'all face the rams or the packers or all them other teams in the playoffs You'll just say oh, they're supposed to win. Come on boys. Like we gotta like Tighten up a little bit here to save these come on nevermind Seymour Seymour made his appearance In the debut


So, let us now try to summarize what all we have learnt in this week. We started with the idea of an analogy which led us to discovering the topics of layering within layering we saw the ideas of interfaces between layers, we saw the ideas of protocol across layers. Then we saw the concepts of how does a packet move from one end of a network to the other. In that we encountered the ideas of medium access control at the link layer, the ideas of routing at the network layer and the ideas of sequencing, segmentation, retransmission at the transport layer. We also saw that there is a need for addressing and that there were three levels of addresses, there was the MAC layer address, there was the IP address and there was the logical address what the functions of each of these addresses were. Now to put all of this together let us do an assignment.


Hello and welcome back. Today I'm going to talk you through a really simple relaxation stroke grounding technique called the five four three two one technique. Now there are lots of different variations on this and you might want to adapt it to make it best suit you. I'm going to talk you through how I use it. Now as with all the different strategies that I teach it's a really good idea to practice this when you're already feeling calm so that you can get used to applying it and like any other skill the more that you practice it the easier you'll find to use it. So practice it when things are already going kind of okay and then when you really need it at a time of high stress or anxiety or maybe you struggle with things like dissociation or de-realization then you'll be able to use this skill much more easily to help you stay present and grounded in the moment and to help relax. So the five the four the three the two and the one it's up to you exactly what order you use them in and which one you use for what but how I use them is this. So five first of all I look for five things I can see so I will take a moment just to kind of anchor myself in my present surroundings and I'll take a look around and I might say I can see a video camera in front of me I can see color coded books on the bookshelf I can see a picture on the wall that was created for me by a really close friend and so you get the idea so you're looking around you you're looking for things you can see really really simple I start with five things I can see because I think it's the easiest next I go for four things I can hear now you find that you're using the senses a lot here and the senses are great for helping to ground us and helping to stop us think about whatever it is that is causing us to stress our anxiety in this current moment so I might stop and take a listen and think I can hear birds tweeting outside I can hear the slight hum of my computer so you're really just stopping being mindful for a moment listening to what you can hear around you the next one is three so I then go to three things that I can touch and I think about things that I can touch and the feel of those things so I'm looking often here for different textures so I might think about the texture of my scarf I love this scarf I might think about the texture of my scarf I might think about the feel of my skin beneath my fingers I might if I were near to water think about running my hands under a cold or a warm tap I might think about the feel of plants on my hands or soil on my fingers you get the idea you might stroke a pet and think about the the feel of that so you're looking for three things that you can touch and thinking about how they feel really trying to invoke your senses here next I would think about two things I can smell so for me right now that might be the rose and rhubarb hand cream I have on a new molten brown flavour it's delicious another smell here so I have a centre candle on the go and that smells really beautiful that's a poppy flavour candle and then the final one so one we're to one now so we've done five things you can see four that you can hear three that you can touch two that you can smell and then the last thing number one for me is one deep slow breath so then I'm really then focusing in on the breath taking one really big deep breath and I might then if I feel kind of calm enough to do it move on to doing something like my box breathing technique so I'll often use my five four three two one to kind of help ground me help bring me back help me to feel present in the moment and then moving on to thinking about the breathing so a really really simple technique and as I say you might want to change what the five the four the three the two the ones done for you might also want to carry a prompt around with you on your phone maybe a little card in your wallet but it's such a simple strategy a really easy one for you to apply yourself a really easy one to teach to someone else and also something that if you're with someone who is currently really struggling maybe they're on the edge of a panic attack for example then you can use this to help them move their focus away from the thing that's really worrying them I hope you find that helpful again just a quick reminder of five things you can see four things you can hear three things you can touch two things you can smell and one slow deep breath I hope you find it helpful please take a moment to comment below with how you use this strategy and any ideas that you have which may be variations on this that you think make it work well for you if you like the video give it a thumbs up and please subscribe if you'd like to hear about my future videos okay goodbye


It is July 2012 and I'm sitting in the NASA Ames Research Center in Mountain View, California and listening how technology will change the lives of billion people. Getting into Singularity University has been the most intellectually stimulating experience of my life and my little grey brain cells are enjoying every minute of it. I have just finished my morning run and passed Google campus a few miles away.  And I ask myself, why is change happening here? Why aren't Google and other gigantic powerhouses emerging from anywhere else on the planet?  I realized that the answer is knowledgeable people who are drawn to this location. So I asked myself, what if we take those knowledgeable people to the places lacking that knowledge and expertise? Couldn't that be the start of an actual change? When Google was built by human beings, so potentially by distributing knowledgeable people, we could build Silicon Valley anywhere in the world. In 2014, I started to work on that idea and thus, geographical with a mission to distribute knowledge and know-how to the far-flung cities of the world was born. Three years later, we are connecting talent from all over the world to organizations in 49 countries. But when we are talking about the knowledge distribution, let's look at what is happening in the countries. Where should that knowledge be distributed? Last year, Manpower Research reported that number one country for most difficult country to fill jobs was Japan. 86% of employers are saying they have difficulty filling jobs and things are not getting better for Japan. By 2030, every third person in this country will be over 65 years old. Within the next 50 years, this country will lose one third of its population and most of the people remain will be elderly. So this is the competition that each and every one of us building our respective teams in our corners of the world have to face. And funny enough, we look at the last country in the list, which is China, just a few weeks ago announced how they have to open up their immigration in order to attract global talent. But what's going on in the Nordics? As we see with the growth of Slush, there have been more and more amazing companies emerging from the Nordics, but that also has increased the stress level in the labor market. And that's probably why last year Sweden has already outpaced United States with the highest labor market stress level, which means the mismatch of the skills and the actual needs. And what's going on in Finland? Now you're thinking about all the software engineering hiring campaigns that your teams are running and wondering, why aren't we getting good candidates? Well, Finland already today is lacking 7,000 software developers, according to TVA. This all was quite sad numbers, but there's actually good news as well. And the good news is that people are moving more than ever. According to William Swing, the director general of International Organization for Migration, every 7th person on the planet is a migrant today. We are living in the era of highest human mobility in the recorded history. Let's think of why this is happening. And there's actually a simple structure in our lives that we can take a look at which has changed. So let's look at friendship. Friendship once almost exclusively formed around our neighborhood have suddenly expanded thanks to global networks. Suddenly instead of being connected because of our location, we are connected in the verticals of interest. My best friend can be sitting in India, Australia or the United States, and we are connected through our mutual interest. Our comfort zones have expanded globally because our people are everywhere and we are more comfortable to be anywhere. The world has become more fluid. But let's look at where do the highly skilled migrants come from. And there has been an interesting change happening there as well. According to World Bank, in 2000, number one source for highly skilled migrants was the UK, whereas in 2010, top three was India, Philippines and China. But even more important from the fact where do they come from is where the talent will actually move. Because where the talent will move will affect the success and the failures of economies. On Chobatical, we see interesting trajectories and where people actually want to move. And top three of our talent sources, on the left, you see where talent comes from. On the right, you see where they want to move. India, United States and Brazil are our top three in terms of where the talent is coming from. And not surprisingly, India being number one, this is a country where now think back about the 7000 developers that Finland doesn't have today. India produces every year 1.5 million engineers come out from school in India which is more than United States and China all together. So this is a great source of talent. But on the other side, you have some countries which are more obvious than others. Obviously, being a founder from Estonia, Estonia is ranking very well. But not only because we are from Estonia, but because this is a country which has really worked hard in terms of building a great user experience. Just as an example, it takes 24 hours in Estonia to get a work permit. Setting up in a company takes 10 minutes. So I think one of the important things that our countries and our cities have to start thinking about while helping to build the tech hubs is really to think about what is the user experience of the country, of the community and of the onboarding of the talent. But besides the countries, one of the things that we have learned now working three years with organizations across so many different countries, if I would have got, or every time somebody tells me that we are hiring culture fit, if I would have got five cents each time, I would be a millionaire just from out of that. And so one thing that we have learned is that besides the country and besides the talent, to take those two together, we need to also open the comfort zone of the CEOs, of the founders and of the hiring managers. So in a way, if you think about hiring, then we are tempted to hire the people we are most comfortable with. But are we hiring the people who are best for our companies or the ones that are more comfortable hiring? So what we would like to challenge is that it is the culture ad. It is like, if you think about an individual life, if you are an individual, a 25-year-old who says that from now on, I will only experience the things that I have done. I will not learn anything new. I will just stand still, just everything I have done. In a way, hiring culture fit is just that. You are hiring the people who are similar to the people that you already have. So, but opening up and hiring culture ad is the one that actually brings up the ideas. On each and every stage here, we are talking about Silicon Valley. But if you think about Silicon Valley, what makes Silicon Valley great is that it is culturally a diverse area. 74% of computer science workers between 25 and 44 are foreign-born. It is the diversity that actually helps to make those companies great. And enabling that will help us as well. We have had the privilege to work with many amazing teams, but some of them I would like to point out. Estonian e-residency team. So it is a state organization, a state startup. And starting a state governmental agency, the kind of easy choice would have been to build a local team with local people. Instead, this team chose the opposite. And what that actually meant is that today in the e-residency team, they have people like the previously CEO and co-founder of 500 Pixels, which is helping to build Estonia as a country. Or Arnaud, who was previously the communication advisor for the French president. So suddenly, a tiny country with a limited source of talent by opening up their minds to the global level has really managed to build a rock star team. Or some great companies from your neighborhood here, musician, over 70 people, 20 nationalities, all here in Helsinki. Or one of my favorites as well, Mindvalley, a Malaysian tech education technology company who today has 150 people from 45 nationalities building their company in Malaysia. So I myself am a leader of a team which today has over 30 people from 13 different countries. And if you have any questions, want to bounce ideas about how to build a culturally diverse team, I will be around. Let's have a chat. Thank you very much.


What's going on everybody? Got Kyle here with Layton Sports Cards and we are ripping four boxes of Mosaic Choice Football and these are going to be for Mr. Sam A. Good luck here Sam. Let's see what we got in some Mosaic Choice. Box one, home pecan. That's what he's asking for. Starts off we got a Silver Byron Young, got a Mosaic rookie of Luke Musgrape and this one is going to be the 25 as well. It's a green and black rookie Otto of Garrett Williams. He's got a corner for the Cardinals. That green and black is kind of sick. I don't really love with the red in the back though. Cardinals team color. You go with a Jets card for sure. 25 there. We got to 80. Fahoko Jr., Art Monk, Max Crosby and our knot numbers green and red. We have a Jake Moody rookie and nice Bijan on the green and red knot number. Bijan had himself a pretty nice game today. 18 in fantasy enough for me. I'll take it. Box two, and a Hinden Hooker Silver on the debut. Nick Chubb, this one is going to be Paris Johnson on the rookie Mosaic Otto. Offensive tackle for the Cardinals. Paris Johnson out of a house state. We've got Yellows to 80. Got a rookie of Cameron Latu. This one is Mack Jones, National Pride to 80. That's kind of crazy. They did the yellow and the red on the opposite side. It's kind of like that. National Pride to 80 as well. Got Dante Hall, knot number red and green. Got Tyrick Stevenson in Chamarie Conner. Two more for you, Mr. Sam. Come on, Peacock. Silver Chris Jones. Got a J Ward. And this one is Devonte Adams on the Otto, on the infocus Otto, red and yellow. There's a nice one there. Tate Adams, one of the best receivers in the league. It's got A, no Connell thrown to him later today. No Jimmy G tonight. Devonte infocus Otto. Got Dallas Goddard to 80. Mike Parsons and Black and Gold. This one is number to eight. It's going to be Dallas Goddard. Eight of eight. That's the jersey number there. Eight of eight, 88. Works for me. Dallas Goddard to eight. Love the Black and Gold, man. Nice one there for the Eagles, Titan. And green and red knot numbers. Roshan and Dorian Thompson Robinson getting his start today as well. One more for you, Mr. Sam Box. Number four. We do have Peacock. We do, Sam. We do have a Peacock. Come on. Boomer Siasen. Got Mosaic. Jerome Bettis. Our Otto is going to be Trenton Simpson. Rookie Otto. Trenton Simpson, the Ravens. Signs at Tsep. Trenton Simpson, Ravens. Got a Devon Weatherspoon to 80. Got DK Metcalf and Peacock is a rookie. It is going to be Darnell Washington on the rookie Peacock for the Steelers. The very big Titan out of Georgia. Out of Georgia. Nice Peacock. Love these, man. Really cool design. Peacock, rookie of Washington. And then our green and red knot numbered. Got Schoonmaker and Clayton Tube. Don't ride you there, Mr. Sam. That'll do it. Four boxes of Mosaic choice. Thank you. Thank you, sir. We will get that right out to you. Hey, what's up, Bobby?


All right, today we're going to explore getting your schools and classes set up in seesaw with CSV. My name is Yvonne Post and I am a training and professional development specialist here at seesaw. So this webinar is for admin who plan to use the CSV method to create seesaw classes this back to school. So just a quick note, if you will be making any changes to the number of student licenses or schools using seesaw, please go ahead and reach out to our seesaw support team. We went ahead and place that link in the chat for you. Today, we're going to explore our CSV rostering method, which allows you to upload data from your sys into seesaw to create your classes. We will also go over data cleanup steps after you've rostered to ensure you have accurate analytics for the new school year. And last but not least, we will share our training and PD opportunities. So now let's go ahead and explore how to set up classes in seesaw using a CSV. So one of the benefits of seesaw for schools is that administrators can create seesaw classes for their teachers in bulk, ensuring that all teachers and students can log in and use seesaw. Before we get started, let's make sure that you're signed into your seesaw for schools admin account. So in order to access your admin dashboard, you must have an admin account in seesaw. To log in as a seesaw for schools administrator, you will need to navigate to app.seesaw.me while on your computer, then click on a seesaw for schools administrator. You'll see that right at the very bottom. Now that you've logged in, you'll be able to create your CSV using our seesaw for schools setup template. So to upload your class data into seesaw, you will need to use our seesaw for schools setup template and fill it out. So to access the template from your school admin dashboard, just head to the overview tab and locate the import class rosters section on the right hand side. Then you'll click import and edit class rosters. So in the chat, you'll notice that we went ahead and placed a link to the template for you. Then in the pop up that appears, you're just going to click add new classes, then either make a copy of the Google Sheets template, or simply download the Microsoft Excel template. So most of your data can be copied and pasted directly from your student data management software right into the template. So you will need to gather the following information to fill out your CSV of classes. So you'll need a unique class name for each class, grade level, teacher first name and last names, teacher emails, student names, student IDs. And if you are using email or Google sign in, you will need to include a student email address. So for email sign in, you will also need to include a password for each student. So please note that student IDs must be a unique ID that will not change during their entire career at your school. If you have previously you see software schools and have students who are returning, you will use the student ID you assigned them last year. When you're creating your classes in the CSV, we recommend the following class structures for younger students, create one home room for class for each of your students for each of your teachers and add any specialist as co teachers. And then for your older students, if teachers and specialists have their own class periods, we suggest creating individual classes for each period. If specialists visit or push into a home room class, we recommend adding them as co teachers to that home room class. If you want to learn more about other options for your specialist, we have added a resource for you in the chat. For grade level, you will select the appropriate grade level for the class. So only one grade level can be selected per class, regardless of the actual grade levels in that class. However, the grade level of the class can be adjusted after the CSV import, if necessary, you can input other for classes with multiple grade levels, or for sub for subject specific classes. Once classes have been created, teachers have the ability to edit the grade level of the class if needed for their students. You will also need to select a sign in mode for each class. After classes have been created, teachers can edit class sign in mode, if needed for their students. So younger students in the lower grades, they typically use class code sign in. So students will log into their class by scanning a unique QR code. The CSV import will default to class code one to one. However, teachers or admin can set it to share devices after the import. For your older students in the upper grades, they typically use email or Google sign in. If students do not have email addresses, you can choose class code sign in. So in the chat, we went ahead and place some resources for you about the differences between sign in modes. So here you'll just fill in the template with information for each class using one row per student in the class. This is an example CSV, and it can be found in the example class roster tab of the Seasaw for Schools setup template. But don't forget, there is a field explanation tab on the Seasaw for Schools setup template to help you if you are unsure of what information to enter in the template. Remember to save and export your spreadsheet as a CSV. Other file formats are not supported. If you need to make changes to your class rosters, please do not re-import the same CSV. If you re-import the same CSV more than once, you will create duplicate classes. If you need to make edits to classes after they are created, you will need to use the CSV bulk edit tool. We have added a resource for you in the chat about the CSV bulk edit tool. So once you have saved your filled out version of the CSV template, you are ready to upload your class data to Seasaw. So first, you are going to navigate back to your admin school dashboard and from the overview tab, look on the right hand side to find import class rosters and click on import and edit class rosters. In the pop up that is going to appear, simply click add new classes. Then click select CSV from computer to upload your CSV. Select your saved CSV and the import will begin. When your upload is complete, you will receive a summary of the classes, students and teachers who were created and the existing teachers and students who were updated. Now if an error message or warning appears, read it carefully and return to your original file to fix any errors. After fixing the errors, save a new CSV and upload again. Just a note, data errors will not upload data. You will need to fix the errors in your CSV and try uploading again. Data warnings will upload data. So please make sure you are comfortable with the changes that the data warnings will allow for before you finish your import. So we have added some resources for you in the chat to guide you with troubleshooting any CSV errors. So once there are no more errors, you will have the option to click preview. Scroll through the changes and double check your data. Click finish import to import your CSV. And that's it. Your classes, teachers and students will begin to appear in your admin dashboard as the import processes. Teachers will see their new classes and students when they log in to CSAW. So teachers who are new to CSAW will get an email prompting them to activate their account. Now that you have imported your rosters, you will want to take a few minutes to clean up your classes and student data on your school dashboard in order to ensure accurate analytics for your new school year. You will want to archive any classes from previous years and any student accounts that are not connected to current classes. You can find tools to clean up these classes and your student accounts and the admin tool section on the right hand side of your overview tab. So admin you can bulk archive classes in order to clean up any classes that were created outside of your roster import for this school year. So this may include classes from previous years. So first from the overview tab on your school dashboard, just head to admin tools on the right hand side and click on archive old classes. Next you're going to select a date to archive any classes created before that date. So to archive classes created before your CSV import, we suggest using the date before you uploaded your CSV as a guide. For example, if your import if you imported your rosters on August 1, 2002, then we recommend archiving classes that were created before July 31 of 2022. So again, just a note, it is important to bulk archive classes before you archive students, because you can only archive students if they are not enrolled in an active class. Once your classes for this year have been set up, and you have archived old classes, you can bulk archive student accounts that are not enrolled in an active class. This will ensure accurate analytics and data for this school year. So first, go back to your admin tools, click on archive student accounts and seesaw is going to tell you exactly how many students are going to be archived. Next, click archive old student accounts to continue. So please note that no data will be deleted without your permission. Archive students will still be on your dashboard, but they will not be taking up licenses, and you can restore them at any time. So in the chat, we have added some additional resources that review the process of bulk archiving student accounts. So our dedicated support team is here to help you with the following. Any admin changes, domain changes, student information system changes, troubleshooting CSV errors, or any other questions that you may have. We have added our support request form in the chat. And this is truly the best way to get an expedited answer to your questions. So the seesaw learning hub is an online portal where teachers and administrators invest in their professional growth to elevate learning in the classroom and explore the best ways to use seesaw with their learning communities. The learning hub is separate from the seesaw app. So teachers and administrators just need to sign in and create an account at learn dot seesaw dot me to start learning at your own pace. So you are able to pause and return to the courses at any time and continue exactly where you left off. So the learning hub is broken down into pathways of short courses to help teachers and you as administrators get started and or go deeper with your seesaw learning. So here's an example of a pathway, the getting started pathway. You can see that there are five different courses within this pathway. We also have a deep in learning pathway, a pathway for specialist, a seesaw lessons pathway, a pathway for seesaw community members and an administrator pathway, which I encourage you to check out. Teachers and administrators can begin and pause the different courses and again completed at your own pace. Our PD catalog outlines all of our trainings and professional development opportunities that are available for you as seesaw administrators. We continue to have our train the trainer support for in-house trainers, coaches, ambassadors or our seesaw certified educators. You can browse our resources, our free PD kits at web dot seesaw dot me forward slash seesaw for schools PD. We highly recommend bookmarking this page for quick access. So here you can find more detailed information about PD formats and sessions that are available. You can also find setup steps and resources here. We recommend that you bookmark this page for quick access for you as administrators. On our training page, you will find upcoming free webinars that you and your staff can register for to support you in getting up and running with seesaw for back to school and beyond. So I encourage you to check this page out because we have tons of back to school webinars for your teachers starting as early as next week. So seesaw connect is our free virtual conference for every seesaw educator and administrator. It started Monday, July 25, and is still going on right now. It's still enrolled and you have access to 30 plus conference courses. You will have access until August 14. So admins, you also have the ability to nominate educators to fast track to ambassador status. This guarantees successful seesaw implementation and seesaw PD for your school. You can talk with your CSM to get your nomination type form. If you're responsible for training other teachers or supporting their implementation of seesaw, you have the opportunity to fast track into our seesaw ambassador community. This is available only to you as a paid school. This gives you access to a network of support with other seesaw leaders. Again, you can nominate up to three leaders at the district or school level to fast track. So in the chat, we have also linked our seesaw pioneer program as well. All right, so now that we have covered how to set up classes with ACSB and all of our available resources, let's see what questions we have. Let's see, we're doing really good. We've answered some questions in the Q&A. Let me check the chat. Looks like we've answered some questions in the chat. All right. Are there any additional questions that we can answer for you today? Okay, looks like we have a question here. I tried to nominate three people, but there were spots for five. Do I leave the fourth and fifth blank? Oh, looks like we got an answer. Okay. Oh, I tried to nominate three people, but there were spots for five. Do I leave the fourth and fifth blank or do I get five? I would reach out to your CSM on your account and clarify with them if you get those additional two spaces or not. And if not, you can always reach out to community as well. Oh, where do I find my CSM? I can actually, I've got CSAL open. Oh, I don't know if it's going to show me. It's not going to show me.  You should have the name of the person. Your CSM will be there. And if you cannot find it, feel free to reach out to our support team and we can guide you in the right place as well. Okay, there's a question in the chat. I nominated a teacher, but she has not received any email yet. Who do I contact? I'm going to put a contact for you. Any other questions that we can help answer for you today? The teacher in me has given you wait time. I've had some great questions so far. Are there any other resources that you need? Okay. All right. Well, thank you all for joining us today and we hope to see you again soon here at Seatsaw. Bye, everyone.


This is Greg from InsideD.com. Today we're here with Sammy, our little boy, and we taught him how to catch a frisbee a couple years ago, about a year and a half ago. And this is what we're doing right now. Ready? Okay, I'm gonna turn it around. He's ready. Ready? Yay! Good boy! Good boy, Sammy! So that's this progression. He's doing really wonderful. And if you haven't seen the video before, I suggest that you check out the video on how to teach your dog to catch a frisbee. And it's on our channel InsideD. That's it for now. This is Greg from InsideD.com.