started. Welcome and thank you for joining us today. They were going to be talking about empowering leaders, improving culture, and hopefully minimizing burnout. Also about how these three things can work together to further each other. And we'd like to start by talking a little bit about our backgrounds. Establish some cred. We're from Arizona State University. ASU has about a hundred thousand students and it's one of the largest public universities in the country, if not the largest. It depends on how you do the counting. This is a little snippet of the university charter that I like to read real quickly, but I think it really summarizes well what ASU is about and our culture, which obviously influences as leaders. ASU is a comprehensive public research university, measured not by whom it excludes, but by whom it includes and how they succeed. Advancing research and discovery of public value and assuming fundamental responsibility for the economics, social, cultural, and overall health of the communities it serves. So from that I think you can see some alignment with Drupal and its values as well as ASU's values. We measure based on who we include and the results in our community. So yeah, beyond just a technical fit for ASU, which we use a lot of Drupal, it's also a community fit for us, values fit. Actually I want to take kind of a step back real quick and I guess introduce ourselves. My name is Daniel Garcia Mont and this is my colleague Michael Samuelson. One of things I guess ASU has become known for in the last few years is about being the most innovative school, last three years running. The US News and World Report. Yeah, ranking. We have strong leadership at ASU and we're tackling big ideas, embrace and change. That's another Drupal fit I think. So as I mentioned, this is Michael Samuelson. Yeah. I'm Michael Samuelson. I am a senior systems analyst, aka back-end Drupal developer for the university technology offices, applications and design team. And some of the technical highlights, though this isn't a technical presentation, oh yeah, it's your picture there, isn't it? That's why you're laughing. Technical highlights of what I've done against establishing some credibility. I've worked on a solar-based, Drupal-based hybrid decoupled sort of app for our faculty, student and staff. Thank you. Directory. Also lots of course registration systems built in Drupal that integrate with LMS, learning management system solutions and spin-up courses based on that. And currently, and this is kind of an outgrowth of some of what I've learned through the course of going through burnout and the process of writing this presentation. I'm exploring the intersection of opportunities with Drupal, Alexa, Chatbot's voice and accessibility. And it's an exciting new territory. Also, as far as community contributions, this is probably the highlight of what I've contributed back to Drupal. I don't, you probably can't read it there near the back, but I saw the need and I filled it. A few years back, I noticed that the pirate module was lacking a captain hook. So I supplied it. It actually, it actually serves a purpose. So yeah, that was that was kind of my shining moment in contrib. And also something I do is I coach youth robotics. Is anybody here familiar with first robotics? Yes. First robotics is awesome. They can always use mentors and programming. You don't have to know the technology they're they're working with. You can learn along with the kids. It's it's something I encourage looking into. First inspires.org. I always have to put in a plug for that. My daughter got me into it, but I've stayed around even after she graduated out of the program. My slide. Some people say the best leaders are the best leadership leaders, but I'm not. My style is unintrusive, almost as if they're not there. So as I said, I'm Daniel, I'm actually the manager. I'm Michael's manager. So I'm here mostly to take credit for all the hard work that Michael's going to do in this presentation. Most of my professional life has been at ASU. I've been under the math this morning and I've been doing web development work for about the last 23 years, which is more than a half of my life if you go all the way back to when I was a student worker. Six years as a professional as an individual contributor, doing web development as admin, mostly for Drupal. And two years as a lead and about almost three years as a manager. I'm I would say I'm a recovering Drupal developer. As I mentioned, I've worked both in operations and development groups. I currently lead a team with 11 Drupal developers, plus two recovering developers, not including myself. One of them actually is specializing in web accessibility and the other one is in user experience design. So the following presentation is based on real life events. So in other words, it's anecdotal.  And we hope that the lessons we've taken from those experiences will be of value. And that's manager speak. How many of you here made it to the presentation on Tuesday? Good. Dries actually touched on one of the topics we'll be covering when he announced the Drupal community principles. And when he highlighted principle number six, choose to lead. Which I thought was neat. We didn't have any foreknowledge of that. It's just pure coincidence. But I really found it neat how we as a community are aligning. And that's more manager speak. And since this is a presentation about empowering leaders, I'm going to empower Michael to run through the rest of it. So that was about us. But a little quick segment on you. Who of you are from the freelance or agency world? Okay. And how many from enterprise like academia, I would say, you know, large sized organizations. Okay, we've got about a 50-50 split. And that's great. We have something for everybody. So, you know, we're going to cover a framework to understand burnout, avoid it, hopefully deal with it. If you came here for the leadership, you're going to get leadership too. And it ties right in with avoiding burnout. So a little bit more about me. And then I'm going to kind of shut up about me and we're going to start talking about burnout. As a developer, we have this notion of the rock star developer who comes in. And when I think of rock star, I think guitar solo. That's what pops into my mind. Someone noodling out there, really going to town, trashing hotel rooms. And then they leave either the studio or the hotel room and then somebody has to come in and put things back together or record the rhythm section along with the click track, you know, and really put things together. Quite often that's a person who is given the sheet music. And, you know, they execute on that. And for the longest time, that's how I have thought of myself as a developer. It's like, you know, give me the sheet music, give me the requirements. I'm here for how we're going to get this done. What didn't really matter much to me. And so that was something I had imposed upon myself. But it also was a personality fit for myself. You know, and my position title is Senior Systems Analyst. And I think, you know, Disciplined and Regimented, Kenna is something that goes along with that title and probably makes me a good systems analyst. But it doesn't necessarily describe a rock star. So my story of burnout, it happened for a lot of little reasons. And I don't really plan on going into them very much. You know, I could talk about how I work remote 100% of the time, even though I work for Arizona State University, I live in Idaho. So other than two weeks out of the year when I go down to Tempe to visit, I'm in a house with me and my Chihuahua in my miniature working away. But I could also go into, you know, feeling like I'd plateaued and I wasn't seeing new challenges. But those are my problems. They're not necessarily your problems and probably doesn't matter to you. I think you probably know what your problems are or you can take the time to figure them out. So what I really want to do here is to provide a framework for understanding burnout and how to avoid it. You know, as a developer, I know that the best frameworks provide structure, direction, and detail, yet they don't have so much opinion that they get in the way. They point us in the direction and they equip us, but they don't prescribe. So there's this story that I've heard. Some of you may have heard it as well. It's one of those things that gets passed around like, you know, we swallow six spiders while we're sleeping over the course of our lives. That's sort of a, you know, on average, sort of a thing, which somewhere I heard was actually not true. It was like a test that, you know, some intelligence agency put that out there to see how that would spread virally way back in the day. But so there's this other story, though, about how to train a circus flea. And the way it goes is, you know, you don't want them to jump out of the container that you have for them at the circus. And there's other stories, but this story goes that you take the flea and you put it in a jar and you screw your lid on, and that flea that can normally jump very high quickly learns that it's going to bump its head if it jumps that high. So it learns to jump below the lid. And then you can take the lid off and dump it in the circus and it's never going to jump higher than where that lid was. And, you know, I like that even if it isn't true because it is true in the sense that it describes habituation. You know, we have lots of lids that either are imposed upon us or we impose upon ourselves. They may be based on our fears. They may be based on what have you. You know, you can fill it in. So, you know, essentially habituation holds your whole self back. And you're not, you're putting yourself in a position to experience burnout, right? If you're not expressing your full self. So, here's, we're starting to get to the meat now. This is part one of the framework. L-E-D. And don't think light, think lead. A dull, gray, toxic metal, right? L, a lack of efficiency. That could be a sense of lacking efficiency. It doesn't have to be actual lack of efficiency, right? Just the sense of hopelessness or, you know, what am I doing here? This is day in and day out. I'm squashing these bugs. There's always more bugs, right? Or it could be exhaustion. Just feeling tired. Or disowning. You know, this is not owning the problem or choosing not to solve it or feeling trapped. You know, basically not owning the solution. And I think this is one that kind of opens the door to why leadership is important in avoiding burnout. Because if you don't feel like you can solve the problem or you're not going to lead, if you have a lid screwed on there and you're not going to try and solve the problem, you can experience burnout. So, it's a handy little mnemonic with a visual of lead metal, so hopefully it's memorable. So, I went through a period where I was feeling a lot of burnout over a year ago. And whenever I would get that feeling in a particularly bad way, I'd do what anybody would do. I'd go to the Oracle of Delphi and ask, you know, how do I deal with burnout? Or how do I recover from burnout? And you know what I learned? Not a whole lot. I got a lot of blog posts on sites that also are full of life hacks and things like that.  Great, yeah. I can continue bailing water out of the boat the rest of my life. I want to know how to fix the leak. So, one day when I'm going to Google, I had the idea, hey, you know, I'm going to add peer review to my search. How do I deal with burnout? Peer reviewed. Let's get some actual academic understanding here. And that cracked the world wide open for me. You know who gets burned out? I'll give one person a guess. Who gets burned out? Like, it's a big problem. A career field. Other than developers. Teachers. Doctors. Physicians. And they're also pretty good at science. So, there's some good information out there on doctors dealing with burnout. And burnout in a doctor, like with disowning and exhaustion and having that feeling of I don't care how this turns out. I'm not invested in this. That's not a good thing. So, yeah, they also suffer from something called compassion fatigue. There's literature on that. And I would say that any of you who've spent any amount of time in an issue queue just solving user reported bugs for a couple weeks straight knows what compassion fatigue gets. One last story before we jump off from doctors and start talking about what I learned. My wife hates it when I tell this story. But one time I was at the doctor and I was getting my, you know, talking to the doctor and he wanted to have my blood drawn to find out, you know, to look at the results and see, you know, diagnose the problem. And I looked over at my wife and I said, oh my gosh, that's just like when I ask operations for the logs because I want to figure out what's going wrong in production. And I don't have access to it. He just wants to read the logs.  And then I thought, oh crud. He doesn't know either. And then my wife looked at me and she said, yeah, if you get your job wrong, nobody dies. And I said, well, they might. So I talked about this before, you know, the old song, the metaphor of I'm burned out. My batteries are low. I've got to recharge my batteries.  And this is the common metaphor for being burned out.  First it's going to start talking creepy for a little while. That's maybe the disowning happening. But then it's just going to stop talking. It's done. It's inert. It becomes an object. And okay, yeah, that describes being burned out a little bit, but it's just descriptive. It doesn't give us any way to really figure out how to help the situation. The metaphor I like is bank accounts. This is one that I came across in a couple places in the literature about doctors and burnout. One of the things I like about the bank account metaphor is unlike with batteries, you're not just drawing from one. You can have multiple bank accounts. And the way it's broken out here, I have it, again, this is part two of the framework for dealing with burnout. It's pep. See how this works out? It's pretty nice. And that's what you're trying to get back is pep. The first P is physical. Your physical account. How do you feel? Then there is your emotional, social account. And then you have your purposeful or meaningful account. I mean it's kind of the classic mind, body, spirit breakdown, essentially. I don't have them in that order. Another reason why I like the bank account metaphor is unlike the metaphor of batteries, when your battery runs out, it just stops, right? With a bank account, when one account gets low, what do you do? You transfer money in from another account. If you're feeling emotionally burned out or emotionally overdrawn, you can still function. You can still show up at work. You can still do your job. You just might start to see you're having to pull out of your physical reserves.  You're pulling out of your sense of purpose there, right? It's a network of things that are all tied together. And if you pull one down, there's some adjacency there and it pulls the others down. It's a net, right? Or if you lift one up, you can pull the others up as well. The third reason I like the bank account metaphor is it gives us some interventions. I think that's kind of your doctor speak for how to solve stuff. Right? And there's two ways to intervene with burnout using this framework. One is to make deposits. The other is to change your spending. So how do you make deposits? Well, physically you know that. Right? And this is the stuff. A lot of this stuff is kind of the things that you see in the pop psychology, but it's workable and it's not just simplistic. You can see that it's a, you know, there's multiple dimensions here.  Purposeful, meaningful, sudden intention at the beginning of the day to find the, that's why I do this job moments. Right? You know, maybe you're stuck in an issue queue and it's driving you crazy, but what you really love to do is solve problems. Well, there's problems here, you're maybe not framing it right. So, right, make deposits, invest in yourself essentially. And reducing spending. This is the other intervention. Right? And change your narrative, your personal narrative. You kind of have a little rabbit trail here. I could have done a whole presentation on personal narrative.   You don't always recognize it, but you know, sometimes we cast ourselves in the role of the victim or the survivor or the hero. Right?  One of the things I've learned and what I have loved about coaching robotics, kids in robotics is that the challenges that they face and they work on are very similar to those that we work on in our jobs. And the challenges that we face, it's really served as kind of this meta-analysis for me to see how teams work and how leaders are born and how technical, complex problems can be solved and how people who are bashful in the face of a challenge can rise to it. And so I've taken from that and realized, you know, that of a coach and the coach is the voice that supports and helps people to become their best self. And what I've taken from that personal narrative-wise is to be my own coach. And that inner voice that I have should sound more like a coach and less like a critical person. Anyways, we're off the rabbit trail. If you found that stuff interesting, you might consider it to be called the inner game of tennis. I'm not into tennis. I love this book. I read it and then I listened to it on tape multiple times. It's from the 70s, slightly dated, but it's the book that launched the sports psychology trend. But so back to reducing spending, right? You can reframe problems. Sorry about the gold side. Back there in the back. I'll read these off. Communicate with leadership about your challenges or the needs you face. Seek a change in your responsibilities in work or in life. Reward yourself in your organization. You could delegate or collaborate. You can affect change to reduce those circumstances that are draining on you. You could start the conversation. I did. In my organization, I asked Daniel, hey, I've been learning some about burnout. Can I talk about it to the team? I brought it in. It was a great conversation. There were, I think, people on our team that felt like, oh, you can talk about this stuff. You know, sometimes people don't want to, right? You might have a culture where like any sign of struggle is difficult to talk about. But there's nothing wrong with that. I mean, we struggle every day in our jobs. And then, you know, you could look at reducing spending by figuring out what works for you with work life balance, work life separation, work life alignment, whatever works for you. I'm not going to say there's one right way there. But I do want to point out that all of these in gold have something to do with another theme in this presentation. And that's leadership. So I'm going to talk about that in just a moment. But first, the question as a manager, what can you do? It depends. A few years ago I came across the description of the servant-leader model. Is anyone here familiar with that? I found it really interesting and really resonated with me. It's the idea that your team doesn't work for you as the manager or director or the leader. You work for the team. Your job is to make sure that the team succeeds as an organization and also at the individual level. You're there to help your teammates succeed. And in order to do that you have to know your team. You have to build a rapport. You have to build trust and create the right conditions so that they feel comfortable coming to you, being open with you. And so what you will do will depend on the individual and their specific set of circumstances. So for example I had a colleague who I won't name to protect this privacy who it was about a year ago came to me because he was feeling burnt out. Right? Now this individual you know he's I was very lucky that he's a great troubleshooter. So he had gone through the process of trying to troubleshoot himself and what was going on and he's also a self-leader. So I remember in talking to him my initial reaction was oh he has too much work on his plate. Let's start pulling back some of that work or the work that's kind of grinding at him. And it turns out that there's a lot of confusion. Right? And so I'm going to jump actually real quick. The key was listening. Right? By listening rather than just jumping the gun and acting we were able to work together on a plan to help him mitigate that burnout zone he was in. Right? But if you're not that lucky you know start by looking for lead and teach pep and empower leaders and as far as that last one it's about empowering the right person. Not everyone wants to be empowered. So it goes back to knowing your team. For instance for the longest time I was happy to be that session musician. There's this continuum I've seen about people's careers that when you start out you're at dependence you need maybe some help in your job and direction then you reach independence where I can do this job by myself but you know give me stuff to do and then interdependence would be kind of starting to reach that level where hey I kind of need to lead here so that things are working in a direction that makes sense for me because I've grown and I need challenges. So yeah with the initial response of you can take something off your plate and lighten the load on you at first the feeling that that gave me was this implosion in my chest was like no I need the meaning I want bigger challenges not fewer. And so I told Daniel that he's a great boss to have that way I can do those things and you know when you have that opportunity to be honest about the direction you want to go what's going on you can take proactive steps in our case my boss's boss introduced us to the concept of stretch assignments and that is basically allowing a person to work outside of their comfort zone or their zone of knowledge their zone of expertise and I did a stand with our business intelligence group and created a well I wanted to go in the data science direction and I was working a lot on that but the business intelligence group actually started doing some work with Alexa so I got involved in taking that directory that I showed you earlier and turning that into a voice enabled Alexa skill and got a lot of ideas out of that thought oh wow with our group currently in apart from the stretch assignment we're tasked with accessibility what are the implications of voice interface for accessibility and how can we augment that it reinvigorated my sense of the job that I had been doing where I felt like I had plateaued and right so a leader shouldn't be threatened by those under them seeking to try different things because that can kind of be where innovation occurs it's an opportunity not a threat and you don't want somebody who's burned out on your team you want somebody who's got a healthy drive to them even though it's hard to acquire developers and keep developers happy developers are better than crabby developers so and we all have this need for mastery, autonomy and purpose I really restrain myself from turning this into a third part of the framework and doing map get your map find your way anyways I still kind of inserted it in there I can't turn this stuff off my mind's always going so right overcoming burnout the popular psychology says it's about doing less work and that's not true it's about cultivating meaning in the work that you do and leading yourself with the PEP accounts in mind so let's review that the physical, emotional, purposeful and it's about moving from a lead mindset both senses of the word to that of a leader a leader with boots on the ground and it's about realizing we're all leaders in the least you lead yourself so I didn't go to school to get an MBA leadership management for the longest time for me those were kind of the same thing leadership was good authority and management was bad authority that was basically basically my the level of maturity of my understanding of those terms and they're very different but before we get there, let's take a look at organizational structure so some of you are from enterprise this is a very enterprise structure right here individual contributor at the bottom then the expert or manager the teams are projects that's us, I'm a a technical team lead then there's leaders of other leaders and they tend to be how information moves up and down the organization leaders of divisions and then leaders of the organization itself and ASU one of the largest universities in the United States this holds true like to a T almost it's kind of scary but for small organizations those of you in agencies or maybe just smaller companies some of these lines are knocked out and you might be dealing with even something more unstructured like a minimalist org or well we all deal with Drupal.org in the way the Drupal community works and that's very different right so we tend to make some mistakes when we associate these terms solely with like a position on an org chart because they're different authority is something that's granted by a group to somebody they trust and who's persuasive or could be somebody who's warm and competent it really depends on the culture that you're in but authority is granted and that group also it could be just a group of individuals in Drupal.org in an issue queue like I would say every issue queue itself has its own group who are we going to listen to whose patch makes sense here whose idea is going to win out who's going to lead us there but then you also have groups that are formal such as the org chart so rather than seeing leaders as bad managers as bad leaders we need to pass that and realize that leaders and managers are both necessary and they have different roles a leader is tasked with setting direction and vision and helping the team enact change and be their best selves and that's hard enacting change in an organization very hard managers on the other hand which managers tend to be those that are attached to a node on the org chart a manager is there to ensure operational excellence and delivery managers kind of have a tough job and they kind of don't get credit for having to crack the whip sometimes we need managers right if you have an organization where you have really strong leadership but a lack of management you might be going from one hot mess to another and inversely strong management but no leadership the sense of why this manager is wielding power over me to do things they feel bossy right I would say like calling someone a boss that's a that's a manager that's what bad management but not necessarily so we all have an opportunity to be a leader but we're not all granted that management position in the org chart and I talked about this before right authority can be granted by the organization or the group managers tend to be granted by the organization but anyone who leads can be granted authority by the group so you can have top down leadership and bottom up leadership top down leadership the traditional way that we look at it but bottom up leadership makes some people nervous because there's this management term called alignment we've already used it a few times and basically that just means that the goals of the organization from the top to the bottom kind of line up so you can have people at the bottom suggesting things people at the top saying this is our big goal and people at the bottom with hey I'd like to do this or that right so it also brings in the idea of strategy and tactics and I wasn't really aware until I started reading about this stuff the difference between the two strategy is a goal with a long term to it and a tactic is a short term means towards achieving that strategy so there's a compliment here and you can have I would say at the lower levels your sorts of leadership can be tactical but you can also influence the strategic and quite often like you can have management at the top see good ideas bubbling up from the bottom and have that effect strategy at the top so it's a source of innovation to have strong leadership at the bottom where the boots are on the ground and I put it in here but I had a picture that I came across it was really great it was a package I don't know if it was from Amazon or what but somebody had unboxed this order that they had and they had ordered bubble wrap this big roll of bubble wrap but it was surrounded by bubble wrap inside the container it's like if the people at the bottom were empowered that wouldn't have happened but somebody if you're not empowered it's like I'm gonna follow the rules and just do what I'm supposed to do that sort of thing happens you can't kind of improvise when it makes sense so that's why we do that some of you who have experienced in the business world are like oh wow I'm glad I just went through MBA 101 again or whatever I have a feeling a lot of you have careers that started kind of like mine I didn't have a business background just started doing development and then people start doing web work and then oh I've got an agency suddenly I have employees and knowing these terms maybe you missed them you're probably practicing the concepts but having the words is always so we're almost done with the leadership speak there's this archetypal organizational interaction I have here essentially the top sets the the hill to climb and the bottom decides okay how are we gonna get there and the top can say hey I don't like that idea can you come up with another one when the top starts to get into the how that's what we call micromanaging and we don't like it nobody likes micromanaging we call it micromanaging it's a pejorative term because it's not pleasant because it disempowers those underneath and it's not empowering and it's a petri dish for burnout so this system requires trust and trust but the great news is that people who are doing something that they're invested in are trust worthy more trust worthy than somebody you have to ride like a horse to get them to the finish line so when you're your own leader you manage your own meaning and purpose and the other balances in your PEP accounts so see how this kind of dovetails back into that framework and you work to find a meaningful alignment within your organization where a mutually beneficial outcome is achieved on the way over on the airplane I was reading and I discovered that I reinvented the wheel this is called job crafting this is a thing where you kind of take leadership and ownership of your position and try different things and kind of create your position and maybe innovate as a result of that so if you're interested in it look it up job crafting there's a nice body of work out there so the framework coming back to that this is the algorithm to apply if you feel like lead adjust and invest in your PEP accounts and then lead and session musicians who went on to become rock stars you can write your own music and here's a list of suggested reading if any of this stuff is interesting to you I know I enjoy it to no end drive people crazy with talking about it but look it up there's lots of great resources there business models for teams that's a really great one about entrepreneurship but also team alignment and individual growth the intergame of tennis I talked about deep work by Cal Newport that one is about it's kind of tangentially related but it's about has anyone here read it it's about draining the shallows all those things that you do in your job that are kind of wasteful activity like for me I'll have days where I just am doing environmental scans it's like okay I've got all these to-do items check this nothing I'm still waiting on something there waiting over here waiting over here you just kind of end up in that whirlpool where you're doing that all day and sending emails and you're in meetings and the day's over and you realize I got nothing done this book is about that anybody can do that what you're paid for is to do deep work that is meaningful and it has some strategies and thoughts on how to organize your day and your work in order to go deep and like be valuable aligning for success it's about alignment Harvard Business Reviews 10 Must Reads on Leadership kind of the seminal articles over the last I don't know how many years on leadership Crazy One Podcast and High Resolution they're both great podcasts on actually I'm not a designer I'm a developer but they are on design but they also talk a lot about leadership High Resolution is interviews with leaders in the design community people from Airbnb to IBM those sorts of folks and then Crazy One is Steven Gates who is somebody who was interviewed in High Resolution that's how I discovered his stuff and it's on leadership and your career all that so with that I'll leave you with Daniel to kind of recap on the manager leadership side of things I think really it's about fomenting trust with your team getting to know your team individually and listening to them and working with them I think that creates a better culture it helps you identify leaders that then you can empower as a manager and hopefully minimize burnout so I think that's pretty much it on the nutshell and I think with that we can open it up to questions thank you just here you talked a lot about in PEP which is a really good and interesting thing but what if you don't know who you are like yourself like you were talking about different stacks social emotional on the investing in PEP there was one of the purposeful bullet points was journaling something like that right that's an activity that a person can do that starts to you know it's a discipline that asks a person to start to put into words what they do right and so it's a it's the act of creating meaning and discovering who you are it's a really good talk I think working as like a developer I can relate I've never been like so burned out that I'm like just wanting to get away but I've had days like that and then I enjoy the weekend but one of my questions is I've noticed in my work culture in I'll say like higher education there tends to be a lot of people that don't like to mix personal with professional or fear of getting to know somebody too well like you don't want to cross into that area so how do you like professionally and intimately like get to know your team without making it you know too personal or uncomfortable right well yeah some of it is knowing the culture and it's also if you're like for instance needing to have a conversation about I feel burned out here make a business case for it you can take your needs and make a business case for your needs and without having to bring you too much into it and I think it's a challenge at the management level too because I know I strive to be open with my teammates and to make them feel like they can come to me but even then there's been a couple of times where I felt kind of blindsided right and I would start asking myself why why couldn't they have come to me ahead of time or why didn't they feel like they could come to me before it got to this point right so I don't know that I have a good answer for that I know in my case I was actually promoted from within the team so I had a lot of these relationships as a peer before which I think helps but it's not a silver bullet I think you just have to prepare yourself for and not take it personally take yourself out there as a leader and you know do your best to work with them when it gets to that point and context matters like you said being blindsided don't bring up hey I'm burned out in a team meeting do it in a one on one with your manager maybe looking at performance review or something of that sort and then also like the performance review is a great opportunity to start showing leadership and say hey I've got for the next year can we and this is part of what I'm saying about make a business case for it is I would like to try tackling these problems or working on leveraging some opportunities rather than just working on problems that you know exist and will always be there you tie it to your performance and make it something that your boss can hold you accountable to so in a way you're using the correct venue to change the direction of your job it's a bit of leadership but thank you once again for quick question yeah like you yeah yeah yeah really just a movie as a like it's like it's like it's like it's like it's like it's like no so it's like it's like it's like it's like it's like it's like it's like we're getting ahead I don't think we should know. I am. I started whatever I can hear on Friday. It's always been a good conversation. Yeah. It's just a chat. Four hours. So, can you go to the chat? Yeah. I'm just going to go there a little bit. Yeah. So, my team's name, my team's called Application. So, you mentioned that. So, you were actually, I joke, so there's God, President, CIO, of course, CFO, President, so we essentially the department is, you know, developers in relations, in security, in intelligence. So, you're all open. Yeah. So, I'm in marketing. Yeah. So, you have two, you have two. Okay. Okay. And, and, you know, I work in business. Okay. So, they, I'm trying to collaborate with them. Okay. So, they're all, yeah, they're all designed to be, to be, yeah. We have, you know, Yeah, it goes on. Why? Well, that's not as white, hold on. Yeah. It's like... It's like... It's not good. It's not good. It's not good. It's not good. It's not good. It's not good. It's not good. It's not good. Hold on a second. Okay. Yeah. Okay. Okay. Okay. Yeah, so this one, Mm-hmm. So it's not yet the one we just got. Yeah. And it's marking the south of the valley. And then we have our stuff. Yeah. All right. Cool. The reason I thought about it was that people right now, it's really interesting. Yeah. Plus, there's a conservation. Yeah. If you don't know what you're saying. Oh, the narrative. Of course, too. So I've been working on this. Like, I just wrote a book a year ago. I was like, come on. I was doing research on it. So I ended up kind of looking into, like, kind of like dealing with him. And I was like, it's a good one. It's a big one. So psychology is really interesting, too. It's a good thing. Yeah. But that's promising, though. Yeah. Yeah. Yeah. Yeah. So. I mean, it's been typically. Yes. The shocking on the floor. Yeah. I've heard about that study. Okay. Yeah. Yeah. Instead of learning to. Right. Yeah. Okay. Yeah. Okay. Yeah. Yeah. Mhm. Mhm. Mhm. Yes. Yeah. Yeah. Thank you.


I got all these crumbs from the men in my past, right? And he was a slice. So he felt like so much more. And she said, well, you don't want the whole thing. You don't want the whole cake. I know you were fine with the crumbs, but you moved up and was like, well, at least I have a whole slice now. And she's like, why is that all you're aiming for? Why not get the whole cake? Like I really started asking myself those questions. I'm like, why is this happening? And then I had to start looking back at my lifetime as a whole and realizing, okay, like consistency, right? My life and what my personal journey has been based off is my career. And there's no consistency when you're an actor. And then I realized the words that start with C, I have issues with. So consistency, compromise. I don't compromise on shit, man. I don't. It's bad. And I know that, but it's the truth. I just, I can't. It's crazy because I probably broke up and got back together with my ex at least seven times. Probably like a boomerang on and off for like seven, eight months out of the full, maybe two years we were together. And do you know the statistic? I'm not sure the details of your relationship, but the statistic is if you are in some type of like toxic or harmful or manipulative abusive relationship seven times is the number it takes to leave on average. Really? Yeah. I think I'm done finally for good. It's weird because I wouldn't have said it was manipulative. I wouldn't have said it was abusive. I wouldn't have even called our relationship toxic as much as I just kept making excuses for why it wasn't working. I didn't know if I wasn't communicating enough. I didn't know if he just genuinely wasn't trying to understand me. So I was just like, okay, we can keep trying because I still love him. I still felt like we're going to be together forever. So I was like, as long as we keep trying at it, it'll happen. And then trying became exhausting. Trying and breaking up and getting back together and trying to troubleshoot because clearly every time we broke up, it wasn't the same reason. So I was like, okay, we can fix this. We can fix this. And then it just became, this is exhausting trying to fix it. Why was he your person? And why was he not your person? He was my person because for the first time with a man, I felt like I could be all of myself. I didn't feel like I had to show up with a mask. I could be loud, I could be goofy, I could be funny. I could be kinky. Even in the bedroom, how I was able to express myself sexually, I didn't feel shame at all. So to be able to be with someone where I knew I could be my full self in every room in every space, I was like, you're my person. He wasn't my person because the one thing that's important to me in a relationship is communication in the way he let me speak but I don't think he listened. What's the difference? Like, give me an example. So he threw me a surprise birthday party and invited all the people. And I was like, wow. You literally almost went out of your way to get me exactly what I didn't ask for. Okay. And he did the same for Valentine's Day. He did the same in terms of we were trying to get somewhere else in the bedroom and he kept trying to tell me how it should have went. And I'm like, you literally keep bringing up the one thing that I don't want. You know what's interesting is that you didn't read Will Smith's book, right? No. Well, he talks about for Jada's 40th birthday, how he did that exact same thing. And it caused the biggest argument because he was like, how ungrateful are you?  I went out of my way to make this so special for you to show my love for you.  That was me. But again, like, I don't know why men make it so difficult sometimes. It's like, I'm not someone that you have to guess or try to read.  And if you can't listen to that, to me, it goes beyond. It's almost like a slap in the face. It's almost like disrespect.  Do you think I'm- Or do you think that I don't know myself? I don't need you to tell me about myself when I'm telling you exactly the things I want. Who are you showing all for? Is it for my friends? Is it because now they can see that you went out of your way to do something? No, because behind closed doors, I told you I didn't want this. So there's two types of reasons people stay in relationships and keep going back. Sometimes it's because it is toxic to some degree and it creates this addictive cycle. Where when we are in fight or flight, we're most drawn to the person who is our protector and provider. And oftentimes in relationships and toxic ones, that person is also your biggest armor as well and the biggest danger to you.  That doesn't sound like your story. It sounds like your story was more so, yo, so many things are right. Yeah. This really should work. Yeah. But it's not. Yeah, and well, and that's the thing too. My therapist said I live in fear. So for me it was because so many things were right, I was like, I'm not gonna find better. So we have to make this work because I was like, I feel so good when I feel good that outweighs the bad, right? And so it was this thing where to me, as long as the good was outweighing the bad, it made sense. This is better than I think what most of my friends' relationships look like. So, and I made that comparison too. I was like, oh, well he's not as bad as her partner or her partner. So I think I'm doing kind of good over here. But no, it wasn't that because I still wasn't getting everything I wanted. And so that's another thing my therapist brought up. I got all these crumbs from the men in my past, right? And he was a slice. So he felt like so much more. And she said, well, you don't want the whole thing. You don't want the whole cake. I know you were fine with the crumbs, but you moved up and was like, well, at least I have a whole slice now. And she's like, why is that all you're aiming for? Why not get the whole cake? Yeah. I think a lot of people, women do this too, especially if they've come from a lot of like really terrible ass relationships and connections. You get with somebody who's marginally better and then you kind of feel ungrateful for being like, but I still want more. I was starting to think that. I was starting to think that until I realized how I was showing up. And so I was like, I don't think I thought I was capable of being a good girlfriend, to be honest with you. I didn't think I could be faithful. I didn't think I could be considerate. I didn't think I could put someone's, I didn't think I could care for someone the way I cared for him. So to be fair, when it came to the settling, it came after I realized how I was showing up as a partner and I said, you know what? The least I deserve is for someone to show up the way I'm showing up. Like there were times where he would say, you know, I'm giving you all I can give you. And if it's not enough, maybe this isn't working out. He's literally said that before. And so, yeah, I think that's what else I realized. If this is the best you can give me and I know it's not enough, this relationship isn't enough. You know what was shocking to me is the fear of being single. And I think that that's what it was. Also, as women, again, we're conditioned to even value ourselves by if we're being claimed by men. If we're in a relationship, our value is higher. If we're married, our value is higher. If we're mothers, our value is higher.  So yeah, I didn't wanna be like, do I have to rely on the dating apps again? How am I gonna meet people?  I met him on Zoom. So it's like, damn, I'm also now dating in a new world. How does this happen? And I don't wanna be single. You didn't wanna be single because you were afraid of how it would look, or you didn't wanna be single because you were afraid of starting all over again. Dating is work. It's a job. Do you think I want another job? No. So, I don't. I guess what's unique about you, though, is that, one, you talk about your love life for a living, so this is content. Yes. And number two, you're so outgoing. And you meet people so effortlessly. Yeah, but I'm shallow. That's why I'm shocking to you. I'm shallow, so I want really good-looking men. And now, too, it's like, I can't expect a man to make more money than me now. It would be nice, but I know that I'm in that percentile, especially because I love black men. I want a black king, that's it. So, just statistically speaking, it's not gonna be easy to find a beautiful, because I'm shallow, beautiful black man that makes at least six figures. I can see from that perspective. So, there's this book that I love, it's called Datanomics, where it basically talks about dating. Come on, Datanomics. It was actually by an economist from the New York Times, who he didn't even work in the intimacy realm. He did numbers and finances. But then he was like, people need to start looking at it like that. Because essentially, if you are looking, if you have 100 marbles, and you're like, I'm only attracted to people with penises, cool, 50 marbles left. I want somebody who is over six feet. Okay, now there's 12 marbles left. He has to be black. Okay, maybe there's 10 marbles left. And so, with that in mind, break down for me what it is that you're like, what's your whole cake look like? My dating life is, I can't even say complicated. It's just I'm a complicated guy. I'm the oldest. And then my brother has, both of my brothers have actually been more of the find a girl, fall in love. It's just gonna be us. I didn't see that out the gate ever. Like I got to see a different, I think the last time I was on your YouTube channel, actually, I spoke about what screened toward it to me. Hey, yo. So you know what separates your side from my side? What, tell me. Left side, what we about to do right now is so, so disrespectful. Changes the whole dynamic of what I saw to be what love is. It's like that word means a lot of different things. It don't mean the fairy tale, Disney princess at the end. That's probably a very exaggerated definition though. What? What you experienced on the screen tour. Yeah, you're right. Yeah. It is very exaggerated, but it's what was my reality. You know, I saw a thing like, I saw that woman take her wedding ring off just to be in a room and do whatever. I'm just like, that's crazy. Yeah, but with arguably people that she has looked up to and masturbated since she was seven years old. Some people start that young. So I'm just saying that that's an extreme example, but I understand the range that you've experienced. So as, okay, so then do you connect with the fear component of love and dating? Yes, I am afraid. I'm afraid of failing at it. I'm afraid of failing at it for sure. It's one of those things where like, I know I have all of the traits to be, I guess what a woman would perceive as a man who knows what he's doing in life, knows what he wants in life, is doing it. Like I do it every day. So I think that that's, I think women find that attractive about me. But then I'm also, I hold so much of that back even when I'm trying to build with somebody because I'm afraid if I give it all and show you everything that I'll fail at it and then it's gonna break apart anyway. And instead I hold that back to be able to be like, oh, I didn't show this side anyway. So it is what it is. And that's the reason why. So I have a scapegoat to be like, I'm cool. The official term is self-handicaping. That's what it's called. Well, it's self-sabotage but the psychological term that is self-handicaping where people actively engage in tactics that give them an excuse for failure. So when somebody doesn't study for a test, they wait till the last minute of studies that when they get a poor grade is not because I'm not smart but instead because all I didn't really study that far in advance. Damn. Mm. I would be the self-sabotaging definition of them. That would be me, man. But most people aren't able to eloquently put it in the way you just did. Most people do these things and they're like, I don't know. I just like get really like disgusted by people really quickly or I get turned off or just I get very claustrophobic. They don't have the actual language to say, no, I purposefully go out of my way to not totally invest in relationships that way when they don't work out. I always have the excuse of, well, I didn't really try. I started a journey of just trying to figure out what was happening. Like I really started asking myself those questions. I'm like, why is this happening? And then I had to start looking back at my lifetime as a whole and realizing, okay, like consistency, right? My life or what my personal journey has been based off is my career. And there's no consistency when you're an actor. And then I realized the words that start with C, I have issues with. So consistency, compromise. I don't compromise on shit, man. I don't, it's bad. And I know that, but it's the truth.  It's like, bro, if I have to deal with you hitting my phone saying, why did you follow this person? Why are you liking this girl's photos? That's it, I'm not compromising. I'm not compromising on that. I'm sorry, what is the big deal? Okay, that's fair, but that's more of a boundary, I think. For who, for them? For you. Yeah. To say, like this is a part of just my joy, how I interact. I mean, when you're in entertainment, being charming, being sociable is an asset for you.  And then number two, that's maybe limits opportunities for networking or just joy. You don't have to always put it down to, because sometimes it is what it is. Like, I just like following fine dudes. It's just a hobby of mine. So yeah, I do. There it is, there it is. It's a hobby of mine. So I was going to say a pet peeve of mine is like, I'll follow a fine dude and then he'll follow back and then he'll DM me. Like, your relationship is so inspiring. I'm like, oh. Oh, ruin, you ruin the fantasy of me just looking. Right. I get you. I get you on that. 100%, I get you. When I finished the conversation with Mandy because she was basically like, I ended that relationship because I realized that it was part of the cake for her of what she was looking for, but it wasn't the whole cake. Whereas in other relationships, she was missing ingredients. So now at least she got to a place where it's like, oh, I found somebody to your point. I didn't even think she had said like, I didn't think I was capable of being a good girlfriend. I didn't think I was capable of being monogamous. I didn't think I was capable of devoting myself, of compromising the way that I did for somebody. And I found out that I could, but I also found out that that person really wasn't my be all and end all. So I'm like, okay, cool. So now you realize that you left that relationship, you've identified this fear that you have, where are you at now? She's like, I have no idea. I'm not anywhere. You know what I mean? That's exactly where it's at. So for you, are you like, cause you clearly identified yourself very beautifully. Like I realize I must have a self-sabotaging demeanor. These are my C words that are triggers to me. This is the barriers that I'm trying to get past. I've seen myself get past those barriers and benefit from it, but I'm still afraid of dating. And so what does that all mean?  You know, I'm lucky enough to where like what I love to do is like literally number one on my list anyway. It's number one. So I'm good. Like I got that family. I'm gonna figure that out when it's time. So you want to change? That's a C word. You're supposed to though. So they say you're supposed to change for somebody. And I'm like, I don't want to change for nothing. Well, I think there's certain things in life like we were talking about traveling before. I don't like to travel and I don't have a desire to spark that passion in myself. Do you feel that way when it comes to dating? I'm not gonna be good at this. So I don't want to change. Yeah, I do feel that way. I do, but then I battle with that feeling because I wonder if I'm gonna end up falling in the trap that I see all of my peers have fallen into. Like I'm not living that baby mama life where I just have one or multiple. Like I know what comes with that strength. I've seen it, nah. And then at the same time, I'm a very family-oriented person. So I would like to build that. I would like to have that legacy, that next generation of us, having three siblings, two little buds, one little sister like, okay, what's the nieces and nephews look like for the next generation? What am I doing now to make sure that they're okay? Like that's all thoughts.  Okay, so I'm trying to put this puzzle together. Is there a gap between what you think you want long-term and what you actually want long-term? Or does the gap exist between who you've met and the kind of person that you would need to meet in order to feel comfortable investing in a long-term legacy kind of relationship? The skin was always salty, I was always hungry, ain't no laundry, now I live in luxury, shit is done for me, better not come for me, keep the peace, rock on me, keep me, let it go, move it cheap, just one though, that's control, grind them all, heart is way too cold, hit the road, pack up all, pack the show, fashion show, to my toes, let them know, let it go, let it go.


So, to take care of static equilibrium especially to make an airship statically heavy or you want to make it statically buoyant, we resolve to what is called as ballasting. Ballasting basically, ballasting is nothing but use of weights to adjust the static heaviness and this is summarized as SH from now on so static heaviness will be called as SH from now on. So, there are 3 types of ballast which is normally available on airships. One ballast is called as the ballast which can be discarded that is enable ballast. This is something that helps balance during propulsion failure but you do not throw it when you have propulsion failure, if you throw it becomes light then it will not come down, you have no propulsion system. So, this jettisonable ballast is there to ensure that you are heavier than air but in case everything is fine and now you have come into land or you are coming into land. Let us say the flight is getting over and the pilot is coming into land. At that time it is better to have static heaviness. So commonsense says during takeoff I would like to be statically light, during landing I want to be statically heavy, during cruise it is best to be statically neutral. So now the airship is coming into land. If I do not reduce the weight, now how do I reduce the weight, if I do not increase the weight. So, how do you increase the weight, we will see. There are many, many methods, usually we use water because if something has to be thrown it cannot be stones or it cannot be anything heavy which can hit people. So therefore, the jettisonable ballast is always water. Then we have ballast which can be removed, which can be removed. This is adjustable. This is basically used to compensate for the people who will be in the airship, but when you park it they are not there. For example, during flight the airship will have a pilot, co-pilot, generally there is a there is a air traffic regulation that beyond a particular capacity 9 passengers to be precise you need to have 2 pilots in the cockpit, a pilot and a co-pilot. So, any airship with more than 9 seats will have pilot and co-pilot. They may also have a flight crew, if it is a passenger airship, they may, they might be a flight attendant or a flight crew member plus when you actually travel in an airship you carry fuel, you carry payload, etc., but when you park the airship on the ground you do not carry, you do not put, you do not ask the pilots to stay there. Please do not get out because it will become neutrally in less buoyant. So, please stay in this cockpit. You cannot do that. So, what you do is, as the pilot is going away, as the material on the airship is going away, you replace that with some weights. So, these weights they compensate for change in the buoyancy because something has been removed. So, equivalent amount has to be put up. Now, what would be the desired requirements for these weights? Just like I said, the reasonable ballast should be something that does not hurt people when it is thrown. So, water is fairly heavy, but it may not hurt people as we throw them. So, for the removal ballast, what would be the desired requirements? If you are designing a removal ballast system, what would you put? Yes, Chetan? Wheels at the bottom. So, that is basically meant for ground motion, ground movement. So, are you saying you will attach the wheels and make it heavy? Agreed. So, in some cases, you may have, but then you need someone to run behind the airship, which is a dynamically moving system and you have to run behind the airship and there should be a hook somewhere and you have to go and attach this hook. Not an easy task. So, we do not, we have not seen people using wheels, etc., to be attached as the removal ballast. This is something you will put inside the cockpit, let us say, inside the gondola. Yes, Chetan? Yes, I mean. I would like to have multiple units of a small unit of it, like sandbags or something. So, I can, one thing is that it is modular, so you can quickly just throw them and if they are of 1 kg each, let us say, then we can very easily match, you know, that sort of thing. That is exactly the case. So, usually sandbags are used. Usually we use sandbags, heavy sand, which occupies less volume for the given weight, because if I use a lightweight object, it will occupy more space, it will be difficult to remove. So, we use sandbags, so depending on the airship's size, when we fly our small remotely controlled airship, we have bags of 100 grams, 50 grams, 200 grams, 500 grams. So, we just use directly, we put bags when the airship is moved and then we balance it. But in passenger carrying airship, there could be 100 kilograms sandbag, 200 kilograms sandbag, 50 kilograms, etc., up to down to 1 kilogram, half kilogram, a few of them for the finer balance. So, this is another kind of ballast. The third type of ballast is permanent ballast. This is not something that is removed. Now, why would you like to have permanent ballast? Because when you build the airship, the customer may want you to install a particular equipment, so you install it and you can carefully design such that when this instrument is installed, the CG is below the CB, so you adjust the location. Out of some time, the customer says, I have now one more camera or my camera has changed or there is another equipment of 350 kg which has to be installed and you cannot say hang it on the balloon, it has to be carried, these are heavy items, you cannot just put them anywhere and from the point of view of operational use, they may be needed to be at a particular place. So, with that your CG will go for a 6, so if you have for instance heavy items added on the back side, you will have a ship with nose up, now you cannot fly with that kind of an airship, nose up flight is not possible, there will be very high angle of attack and hence there will be a substantial increase in the drive coefficient. So what we do is, we trim the airship to a desired angle by putting dead weight at particular places called as the ballasting bays. Now for the ballast is basically there to cancel the moments, so the best place to put the ballast is the farthest away from centre of gravity, farthest away from the nose, from the CG would be the nose or the tail. So what we do is, we always build some kind of a pocket or some kind of a container, either at the extreme nose or behind. Now normally our experience has shown that CG normally moves back than desired. So by and large experience shows that ballast is to be carried more in the nose side or in the front side. But there could be a situation where the ballast is needed on the rear side, so there should be provision for ballast both in the extreme front and extreme back. So ballast which is provided to create or to move the CG to a location that is desirable and is not removed as never touched unless there is an imbalance that is called as a permanent ballast. The permanent ballast is also used in aircraft, all aircraft have permanent ballast. In fact mid 27 I remember used to have around 1995 kg of permanent ballast, mounted in the nose because of modifications and changes over the years, it is dead weight. But if you can use, suppose you are given a requirement to mount a new payload and that matches with or is somewhat comparable to the weight of the ballast needed and if you can put it at that location, great then you can say fine my payload capacity is not compromised. The ballast also is the payload but this is an ideal situation which may not happen. Now there is a term called as way off which is very very important as far as LTA systems is concerned. A way off basically means what you do to trim the vehicle to the condition at which you want to operate. So just before each take off and remember this is each take off, what we have to do is we have to adjust the ballast for maintaining the required static heaviness. So first you make it neutrally buoyant by adjusting the removal ballast. Now the airship is neutrally buoyant. So that you add the geosammable ballast usually water tanks are filled up to provide the required static heaviness. So when you fly the airship there is a permissible static heaviness or a recommended static heaviness which the manufacturer tells you. So in some airships it is 500 kilograms. So an airship with 13-14 passengers would have a static heaviness of maybe even more than 500 kilograms. So that much weight you carry in the form of a geosammable ballast. Now during flight what you do during flight is the pilots during flight, during level flight because remember airship flights are normally for very very long endurance. They normally have short flights. So flights of 10 hours, 15 hours, 17 hours are routine or normally in airships. And the consumption of fuel also is slow not as rapid as that in a large transport aircraft. So you have to keep on looking at the rate of descent during the flight and you have to keep on see if I trim the aircraft that means if I balance out all the moments and if I start flying the aircraft or the airship does it starts descending slowly. So one has to maintain that. Secondly during daily maintenance this is a dynamically changing vehicle.  So there are stories of people saying that it has escaped from steel containers. People think steel is very safe way to store things. The gas can go out from steel containers because the molecule is very small. So what about this LTF fabric? So LTF fabric can only contain the gas to some extent. In real life now we will have a special lecture on airship envelope materials where we will discuss the properties of materials basically the rough ballpark value of leakage of LTA gas from a good airship is around 1 litre per square meter per day. So over so many days there will be some gas loss and that will affect the lifting capacity. So if you want to make it statically light it will not happen because the gas has gone out.  If you want to achieve neutral buoyancy for an airship which has been flying for let us say 6 months you may have to top up the gas, you may have to push in more gas and then acquire the required vain features. So these are different things compared to aircraft. In aircraft you do not have these problems. In airships you have these very strange situations. Of course we know that as the airship flies there will be loss of weight due to fuel. Sir as we are flying, if we are flying for 15 hours the circuitry is large and we will face a severe loss of the gas. Yes. Correct. So now due to many reasons, one because of flying for 15 hours nonstop, the other because we are flying and fuel is getting consumed, the weight of the system which was statically heavy will become statically neutral or even light. So 15 hours ago you were statically heavy, 15 hours from the flight now you are statically light. So what do you do? That is what we are going to look at now. We have to have some mechanism of recovery of the weight that we are lost because of the fuel. So this is a very imaginative area and here you will see people have done very interesting things. So let us look at what people have done, what are the pluses and minuses of reach and then you can suggest some better methods of doing it. So because of the weight loss during flight, there will be a limit imposed on the statical heaviness and static lightness with which the airship will be allowed to operate. There should never be a situation that during flight you achieve a situation of static lightness and you cannot do anything about it after that. So therefore you can never come down. Because there is a power plant failure you are stuck in air. So one has to avoid that situation. So basically we define certain maximum static heaviness for takeoff and certain maximum static landing, static lightness for landing. So we need to calculate during the whole flight how much static light we will become. It cannot allow below a particular number because then it will become unsafe for you to operate. So now for improving the range and endurance because suppose you start becoming statically light below the permissible limit, the only option is please go and land and make yourself heavy by correcting something. So that means you are limiting your range. Just like we studied in twin engine aircraft operations over the sea there are the limits on what routes you can take because of the one-engine inoperative criteria. So there are limits on operation. Similarly, in every airship there will be a limit because of the permissible static heaviness, static lightness. What will happen, tell me? What will happen if you are more statically heavy than permitted during takeoff? It will not take off. So how does it take off when it is statically heavy? Propulsion. Propulsion. So it is statically heavy. So if you start the engines, maybe you start giving it some kind of a thrust vectoring if it is available, so you leave the ground. And then you start moving forward. As you move forward, there will be a component of the force acting. So that component will overcome the static heaviness. So you will be able to become neutrally buoyant and then you can fly. What will happen if your airship is less or I should say more statically light compared to maximum permissible? You cannot come down because the thrust produced by the tilting of the engines is not able to overcome the static lightness.  Therefore there is a limit. So what we can do is can we do something in flight? We have 15, 20, 30, 40 hours of flight. Can something be done to collect weight during the flight so that as the fuel is consumed and the airship becomes light, we kind of compensate that by collecting weight while going. Now obviously you cannot create mass in mid-air that is against the basic principles of physics. So you have to do very interesting things.


Hey y'all this here is Trucker Steve from Florida currently in North Carolina You're watching Trucker Josh Vlogs Good morning, everybody. We're on highway 2 In Manitoba at the Saskatchewan border We got to get this steel into Waverance Saskatchewan and a small piece of it into Regina, Saskatchewan today Yet and then get back down to Waverance Saskatchewan for a reload that's going to Toronto It's a bit of a busy running around kind of day, but we got plenty of time to do it The daylight hours are short, but the days are the same length. Thank goodness So let's get our work done. Let's get out there. It's slightly colder up here. Oh Look at this. We're spinning Okay, oh I'll show you who's boss Okay, we're spinning. Let's lock up the niffs here days. I'll lock them up I got tools for this Okay, we're still spinning. Okay It's not it's been too much There we go.  Uh, what's this town called? Reston It's in southwest Manitoba. Now I'm from the southeast southeast Manitoba. I didn't even know these towns existed out here No offense to you guys out here. I don't know the southwest corner of my province that well apparently What a nice little town very clean well kept Didn't have time to go for a walk and explore it, but uh, maybe next time Very nice little town You know if I was from Reston, I would be proud roads look a little slippery here I'm trying to get all the way to Waver and last night But it was raining and then it started to get cold after the sun went down And as you can tell all of that rain turned to ice A little slippery, but I saw the salt truck go by just before I got on the road I don't know if he's salted or just plowed it But we'll get there. This isn't our first rodeo This isn't even bad yet So that was the very definition of a mud lot. That's how deep the mud was It looked deeper in person But yeah, we just got stuck. We had to lock up the diffs. We got out of there. We got out of there Didn't even need a tug So this is what I got left on the trailer. This is going to Regina This is it That's it those tarps are mine What's funny and ironic is that my reload is literally right across the street from where I delivered the rest of the stuff Yeah, because I told you already rig is I got to come down here for my my next freight But I have to bring this tiny little piece to Regina first So I was unloading that stuff and I look across the street. I was like, oh, look at that. There's my load right there Be nice if I could just go there and pick it up But I can't because I got to go an hour and a half down the road To Regina wait a couple of hours then unload this afternoon and drive all the way back to wayburn wait overnight and then reload those things up tomorrow morning Then we can go home That's all right, whatever it's trucking right it's trucking. They're not going to pay me if I don't finish delivering everything Can't just dump it off in a ditch and say yeah, it's done That's why they got bills of lading and stuff to hold us accountable Because apparently if they didn't have that some of us drivers wouldn't actually do our work You don't say you couldn't trust people. No So I've got to go up to Regina Bring them their stuff get them to sign a fancy paper saying I brought them their stuff Then come back down here It's the way the world works What was that I couldn't hear you speak up lady What'd you say? You're gonna tell me again. You have nine hours and 28 minutes for remaining drive time Thank you. That should be plenty. All I need is an hour and a half. Well, I guess three hours there and back Oh, I bought myself a mars bar for a treat Yes, my favorite I don't have mars bars like chocolate bars in the u.s. I couldn't find them That's sort of like snickers but better I've been waiting until I got back to Canada all week already more on the mars bar My daily treat to myself while I'm trying to lose weight Okay, so we're gonna take highway 39 here Up towards the city Uh, we have plenty of time my delivery appointment is at three o'clock. I think we're gonna arrive there like Two o'clock So maybe they'll get us unloaded early who knows Just over the tracks thing right here.  I don't know if you can see it's probably not I gotta wait in here because as soon as they lift it off the deck, I've got to roll forward These but it's very long and flimsy and easily damaged so they have to be careful Just making sure it's not gonna damage it it's all right to show you this but I can't set it up right now.  What is this highway 33 right now? I'm gonna meet up with highway 35 that's going to take us straight south down to wayburn We took the 39 and the 6 Up before so we're taking a little bit of a different route down I thought that maybe there'd be less traffic because it's not as big of a road It's still traffic, but we're moving along pretty good here Doing the speed limit at least An empty flatbed behind me there and uh Yeah, we're hurrying on down to wayburn to sit and wait till tomorrow morning I gotta load these I think they're giant spools That are going to toronto. I got two drops there one in fergus one in brampton and uh They say that they want their freight clean and they got a special note on their uh A special note on the the load offer or whatever you want to call it that says If freight is dirty wash freight before delivering to consignee Like what? Who washes their freight? Plot in the allison chains I'm not going to go wash my freight. So what I'm going to do is I'm going to tarp my freight I don't know why they said that if you don't want your freight dirty. Just tell me to tarp it I'll tarp it. It'll stay clean. Why would you tell me to go wash your freight? What am I going to go and find a truck wash and say hey, can you can you wash the freight? Would you like the truck washed sir? No, just the freight I'll just put a tarp on it So I called in to the office and said, uh They want their freight clean, eh? Yeah, you're gonna have to wash it Uh, no, that's wintertime all the salt and grime on the roads out here. I'm just gonna tarp it There you go. Not just a trucker. I'm also a genius So I'm not too sure how far down this road Actually, I'm exactly sure because Karen's throwing me right here 41 kilometers. I'm not too sure where I'm going. Come on 41 kilometers and we turn right and we head in towards Weyburn But never take me down highway 33 here for some reason and for some reason Karen always wants me to take highway 33 between Weyburn and Regina It's uh, it's a provincial highway. Whereas uh, well, no, no highway 39 is provincial It's just like a lower class of highway. I guess smaller highway I don't know why Karen always wants me to go here. I guess she likes to take the the scenic route 39 is more traveled This car in front of me here. He has not discovered the gift that God has given us called cruise control It is a magnificent gift. He gave it to us a Christmas a long time ago And uh, all of us appreciate it very much the most of us and use it regularly Some people like this guy in front of me hate Christmas And throw away all their gifts because they don't want any So he hasn't discovered that we have this option of cruise control or he just doesn't want it He's speeding up and slowing down speeding up and slowing down. I'm not talking a little bit I'm talking he's doing probably well. He's pulling away from me now. So he's probably doing 105 kilometer an hour or something He'll slow right down to 70 And then it will back up to 105 and back down to 70 I was reading the comments on my video about a week ago from you guys And I'm glad that the majority of you understand why I do it why I complain about it because I'm just saying out loud What you guys are thinking on a daily basis on the road I think just like you I get frustrated and annoyed at the exact same things as you. I just voiced them on the internet See It's what you call relatable Given or not still pulling away from me found his accelerator pedal at least at least he knows where that is Hopefully he knows where his brakes are he's gonna stop eventually You never know somebody's getting a spanking The law in Saskatchewan and Manitoba and Alberta Just slow down to 60 kilometers an hour when you're passing them unless if you're separated by a median Also goes for tow trucks and any other emergency vehicles Stay safe people. Wow. What you out lucky here? Wayburn Saskatchewan. Oh, I'm gonna have to take up this whole road here. I need to turn right This is a narrow corner They weren't thinking of me in my 70 foot unit when they made this corner It was not drag our trailer over this friendly pedestrian He's walking. He's even got a little blinky light on his backpack It's that we don't run them over. So let's not run them over There we go. There we go like a boss In 800 meters turn right on first Adam highway 13 You don't even let you're talking about Karen We're not going to the shipper now. We're going to the truck stop first one of the shipper in the morning I put the coordinates for the or the address I guess for the shipper Into the gps and Karen thinks we're going straight there She doesn't realize they're closed right now We got to go sleep first Well, we got some extra time to watch some tv Hang the tv up in the sleeper I'm uh still working on my z nation. I'm on season four now. Don't spoil it for me I 200 meters turn right on First Adam Karen I just explained this where I'm not turning here.  I guess that was okay. That was okay. All right. I forgive you But yeah, I'm on season four and I download like full seasons onto my computer and onto my phone So, uh, whenever I'm Parked for the night or parked somewhere waiting like this I can just watch them and it doesn't use any of my data because I download them while I'm at home, right? So I'm slowly getting through it. It's actually a really good series Well, you're sort of right there Karen. We are gonna knocks.  We're not gonna make a slight Right. I can see the co-op from here already where we're gonna park Continue on this road for 25 kilometers. You have no idea what you're talking about Karen I am pulling in right here on the right.   You guys are awesome I just don't want you to park right beside me if you don't have to Okay, I'm picky. I like to have a quiet night if I can All right, it's kind of muddy right now. Great. Oh, well Price I pay for a good spot Good quiet spot just off here on the left against the grass here Hopefully I don't get stuck. I gotta turn around All right, we have about 15 hours. So we have to get up. So watch the tv Enjoy the night a little bit this side of the way I took a diesel. Oh boy We go and walk the door so we don't fall out at the tv so we can watch some tv Mount right there all set and ready. What are you guys doing tonight? I'll show you what we're doing tonight Uh-huh watching some tv So yeah, thanks for watching We'll see you tomorrow


You have to see ghosting as data, it's feedback, it's intelligence and pay attention to the data because the data's telling you, this person's saying to you by ghosting, I am not a safe person to build a relationship with. That's what they're telling you. They're not saying that but they're saying it with their behavior. So it's data. It's important information about that person. So if after they have ghosted you at any level, if you carry on believing them, I'm buying into the BS, I'm not managing expectations, I'm not calculating your value to them. You're setting yourself up for a lot of pain. If you don't see it as data, pay attention to it and think, okay, I am now dialing down the energy I'm putting into this person. I'm dialing down my expectations of this person. I'm dialing down that they'll follow through on what they said is what you gotta do. What this will do is we'll stop you chasing ghosts. The worst thing to do is to chase these people.


What do you what do you got there? It's Akshay. There should be water Hey, welcome back to our stupider exit it's up Corbin I'm Rick and you can follow us on Instagram Twitter for more juicy content They go to Patreon for the Twitter can't ring the bell the other one in the case got back here here Here's another here's another Akshay thing for you right here. There you go. Akshay, baby And we just got demonetized and everybody just threw up That was disgusting So today a new trailer dropped last night, sorry didn't get to it right when it dropped it dropped I think one am I dropped last night and So I think we were both asleep when we got the notification that it would be coming out But we're here now, but this is for Akshay's new big film. I believe it's releasing on Disney Hot Star But it's like Lakshmi bomb, which I don't know if you remember it was in our top 10 most anticipated films of 2020 Yes, and so much just got screwed up with 2020. Yeah, most of those films aren't coming out this year But this one coming out on November 9th on OTT platforms, which is cool, but this is the one I believe where he plays a transgender From what I recall And I think it's a remake of a South Indian Film okay that I didn't know I could be wrong. So you guys can let me know I knew you would regardless if it is if it is a remake so you can let us know But it says I gotta point out I gotta point out something before you read it The messages what we used to get of Hey guys the reaction to da da da the trailer drop. Did you know? The one for this that I saw right after you said we're gonna do the reaction was Where's the reaction? Yeah It's it's a big one. I wish we would have gotten to it last night But yes, it says get ready to witness the biggest explosion of laughter and fun So cool Right ready. Yep three two one Now looking good But Interesting. I was a lot more interested in the second half of the trailer than I was the first half for sure. You read my mind completely in that regard. So the first first half of the trailer looked like a quirky Akshay comedy, right?  And then it looks like it actually got kind of scary, which was like there was some scary looking like it looks like kills in this and like intense like looking horror scenes, which really intrigued me. It got like in his performance got really like interesting towards the second half. And so it looks like he's not actually playing a transgender.  The minute I saw where this was going, I was like, he's not transgender. This is this is him transforming into something he's not. Yeah. So it almost actually gave, especially when you put on the sorry, similar vibes to the end of whatever comedy of Akshay's we saw that we didn't understand. Exactly. That was similar. That can't be scary. Yeah. Ghosts in the house. Right. Yeah. Hopefully we'll be able to understand this one in the in the comedy behind it. But especially when you put on the sorry, it gave the vibes of it was Vidya in that right in that role. It gave vibes of her at the end when she that which my favorite part of that film was when Vidya did the whole dance number at the end of it. Yeah. Which is becoming that kind of a character. Yeah. Exactly. And it's not, it's not clearly this is not supposed to be this is not a film festival film. This is an art house. This isn't, you know, that's why cinema. This is this entertainment. Yeah. That's actually what I thought it was when we first heard the synopsis because I thought he was playing a transgender. I'm like, oh, cool. We're going to get like a deep kind of like, what was that one? The first oxygen film we saw of his the committee. No. Because sorry, where it was like more of a serious military film, and he was playing a very serious guy. And that's who we thought he was.  But that's what I thought it was originally. But clearly it's, it's, it's meant to be like a popcorn flick entertainer. It's going to probably have a bunch of jump scares and all that kind of stuff. Yeah. Jump jump scares, hilarity over the top comedy. It's not supposed to be grounded in reality. It's pure escapism. Considering it's Akshay and the kind of year we have had, I predict this is not going to be like beloved by the critics. But I think fans are going to gobble it up. I think it's going to be a great escape. I think that's most of Akshay's films though. I mean, he has probably one of the most dedicated fan bases I've found on the internet. Everybody seems to love Akshay and like his, especially it's different obviously with Indians because obviously he does comedy and comedy is very subjective and you have to know about the culture and a lot of it. And so obviously he's really good with that. It's different for an American who's not fully familiar with the like, like you saw in our review of a, I can't, I can't remember the name of that film for some reason. Bu, Bu, Bua, right? It was something like that. Yeah. I don't remember the name of it either. It's so hard to remember some of the names sometimes because they're not in our native language. It's really hard sometimes to pull them up unless it's a single, you know, Padnava. That's easy for us to remember. Yeah. I think it's like bull, bully or something like that. But yeah, I mean, it looked especially like I said, towards the second half, I'm interested in it. And if it comes out and a lot of people was like, this is really good. Watch it. We'll definitely watch it. It definitely didn't turn me off totally. Like if the full thing was probably like the beginning, I might not be as interested. But it definitely in the three minute 40 second trailer that it was, it definitely made me much more interested. The father went along into the story and it started to get into the, his performance actually looked quite good as the possessed demon, I guess, or ghost, who thinks he's a woman. It looked pretty good, I thought. I thought it looked quite convincing and funny and entertaining. And then, you know, I'm always down for a scary flick as well.  I have a feeling this is going to do really well. Yeah. We could need to laugh after that time. Who knows. Yeah. So let us know what you thought of it down below. Let us know any information that we need to know about it down below. And what's the next Akshay film we should watch outside of this one? Of course, let us know down below.