Welcome to the Endless Knot. This video is inspired by the fundraising effort Team C's, a group of YouTubers focused on the problem of marine plastic pollution. I'm very supportive of this cause, and I'm very happy to help raise awareness. But I'm going to suggest that if you want to contribute, you make your contributions to the Ocean Conservancy directly. There's a link in the description to their site. Stick around at the end of this video to hear why I'll be doing that myself. And now, let's look at some surprising sea connections. The word sea, or sa, in Old English is Germanic in origin, having cognates in other Germanic languages such as Old Norse Sjar, sea, Old High German Seo, sea, lake, pond, and Gothic Sius, lake, marshland, coming from proto-Germanic Sius, sea, lake, marshland. As with other Germanic words for Bodies of Water, the distinction between saltwater and freshwater is complex and difficult, and the deeper etymology of this word is also uncertain. Two Proto-Indo-European roots have been proposed as the source for proto-Germanic Sius, the first being sigh, meaning suffering, pain, illness, damage, also the source of Old English Saur and Modern English Saur, as well as Latin Sius, raging mad fierce. According to this theory then, sea would come from the notion of a raging body of water. Another related English word is sorry from Old English Sari, distressed, grieved, full of sorrow, literally full of sores, and perhaps surprisingly, not at all etymologically related to the word sorrow, which comes ultimately from pie swerg, to worry, be sick, though the spelling of sorry with the double Rs may have been influenced by sorrow. In any case, how much actual soreness or sorrow is involved when bumping your opponent's pawns in the classic board game sorry is debatable. The object of the game is to be the first to move your four pawns from the start position around the board to the home position, and when you bump or block your opponent's pawn, you say sorry. What you may not know is that sorry is derived from an ancient game from India called Pachizi, and when I say ancient, I'm referring to the fact that the game is depicted in the Sanskrit epic poem, the Mahabharata, dating back as far as the third century BCE, playing an important part in the plot. Unlike sorry, in which the pawns are moved according to instructions given on cards, in Pachizi, you throw cowry shells in a manner similar to dice, and the number of moves is indicated by which way up they land, and the highest score that can be rolled is 25. Thus, the name Pachizi means 25, coming ultimately from the Pai root Penkwa, meaning 5. Versions of Pachizi can be found in many different parts of the world, and there have been more than one western version of the game marketed, such as the American game Parchizi and the British game Ludo, which means I play in Latin, which are both played with dice and seem to date back at least to the 19th century. When the Royal Navy got their hands on the game, they turned it into Uckers, with its own slight variations, which became quite popular and particularly associated with the Royal Navy. The etymology of the name Uckers is unknown, and though it only first appears in print in 1946, this version of the game is believed to date back to the 18th or 19th century. But let's stick a pin in the Royal Navy for a moment and look at the other possible etymology for the word C. Other etymologists trace C back to the root Sekwa, meaning spill, pour, flow out, which became Latin sequus dry, source of the English word desiccate, the idea being something is dry if all the liquid has flowed out. This became French sec dry, becoming also a specific wine term, as in English we might refer to a dry wine, in other words, not sweet. And it's from this that we get the English word sac, loosely sherry, as in dry sac sherry. Technically speaking, sherry is specifically a fortified white wine from the area around the city of Jerez de la Frontera, in Andalusia, Spain. The word sherry is a mistaken singular from Cheris, an anglicization of the name Jerez. Sac referred to a similar product from either the Canary Islands or more generally mainland Spain. And speaking of sac, in 1668 Charles II of England founded the position of poet laureate, appointing John Dryden as the first poet laureate, for which he was rewarded with a salary of 200 pounds per year and a butt of canary wine, in other words, sac. Later on, though so honored, had the option of receiving instead the monetary equivalent of the sac. Alfred Lord Tennyson, for instance, took the cash. But even more modern poets laureate opted for the booze, such as Ted Hughes, who received 720 bottles of sherry, and Carol Ann Duffy, who got 5,750 pounds and the barrel of sherry. One of the works Dryden is most known for was his translation of the works of the Roman poet Virgil, and his rendering of the Aeneid was particularly influential. Later poet Alexander Pope was deeply influenced by Dryden, and, following in his footsteps, wrote an equally influential translation of the Greek epics, the Iliad and the Odyssey, by Homer. Dryden himself had translated passages from Homer, though not the full poems, and later poet laureate Tennyson based two of his most famous poems, Ulysses and the Lotus Eaters, on Homer's Odyssey. The Odyssey tells the story of the long sea voyage of the hero Odysseus, whose name in Latin is rendered as Ulysses, as he returns from the Trojan War, only to be delayed on the way by many adventures, including the one-eyed monstrous Cyclops, the island of the Lotus Eaters, and their apathy-inducing plants, the basis of Tennyson's poem, the witch Cersei, who transforms the crew into animals, and Calypso, the sea nymph who delays Odysseus for seven years on the island of Ogugia as a kind of sex slave or kept man. Put a pin in Calypso, too, as we'll come back to her later as well. Odysseus also crosses the ocean, or Okeanos in Greek, a word of uncertain origin and likely borrowed from a now lost pre-Greek substrate language, though comparisons have been made to Sanskrit and Hebrew words meaning surround, to get to the entrance of the underworld. You see, the Greeks conceived of the ocean as the waters that surrounded the world, as opposed to the Mediterranean, which was a sea in the middle of the world, Mediterranean meaning literally in the middle of the land in Latin. And they located the entrance to the underworld, where the souls of the dead go when they die, at a harbor in the ocean at the edge of the world. And it's interesting that we've come to souls going to the ocean, as another likely cognate of the word sea is the word soul. The ancient Germanic peoples, too, associated the sea, or at least bodies of water, whether they be fresh or saltwater, with souls. Germanic literary evidence, such as ship burials, described in the Old English epic poem Beowulf and the Icelandic myth of the death of Odin's son Baldur, as well as archeological evidence of ship burials, like the one at Sutton Hoo, suggest the notion of a return of the soul to the sea after death. And quite plausibly, the word soul, which is Saul in Old English and traceable back to the reconstructed Germanic root Cywelo, comes from that Germanic root Cywis, sea, lake, marshland, which gives us the modern English word sea. Now, when we think of souls imperiled at sea, we naturally think of the distress call SOS, commonly understood to stand for the phrase save our souls. In fact, the Morse code sequence dot dot dot dash dash dot dot dot, which was originally established for maritime use in the early 20th century and literally spells out the letters SOS, was actually chosen simply because it was a distinctive pattern not easily confusable with any other message and was not at all an acronym or initialism. Nevertheless, the save our souls interpretation has persisted in popular understanding and furthermore, the SOS initialism has been further adopted as the name for a number of other things, including marine conservation organizations such as the save our seas foundation focused on wildlife, save our shores who focus on the reduction of marine debris, particularly plastics in the Monterey Bay in California, and save our surf, a community environmental organization that began in 1964 to protest the degradation of surfing spots in Hawaii, one of the very first marine conservation organizations. The word marine, by the way, comes from the main Proto-Indo-European word for sea, mori, body of water, from which comes Old English Mera, sea, ocean, lake, pond, and modern English mere, meaning pool, small lake, pond, and Latin mare, sea, seawater, and thus English marine and maritime. Both the Old English words SA and Mera can be found in the epic poem Beowulf, but it's here in marine conservation activism that our two pin connections, the Royal Navy and that Homeric sea nymph Calypso from the Greek epic The Odyssey come together. During World War II in 1943, the Royal Navy commissioned a U.S. built minesweeper designated at the time simply as HMS J826. After the war in 1947, she was formally handed back to the U.S. Navy. In 1949, she was bought by Joseph Gasan of Malta, who had her converted into a ferry, running the route between Marfa in the north of Malta and Magar Gozo in 1947, and renamed her Calypso G after the sea nymph Calypso, whose island of Ogigia was mythically associated with Gozo, entering service in March 1950. But only shortly after, she was bought by British millionaire and former member of parliament, Thomas Lowell Guinness in 1950. He leased her to the oceanographer and marine conservationist Jacques Cousteau for a symbolic one franc a year, and he refitted the ship into an expedition vessel and support base for diving, filming, and oceanographic research. And it's now known as the R.V. or research vessel Calypso. In addition to Cousteau's many films and documentaries, many people might know the R.V. Calypso is a tribute song called Calypso, written by American singer-songwriter, activist, and humanitarian John Denver, who among his many causes was a big supporter of marine conservation, and was a close friend of Cousteau. The song Calypso, which received substantial airplay itself, was the B side to Denver's last number one hit song, I'm Sorry, recalling that other possible etymology of the word C that connected it with the word sorry. But that's not enough connections for you. In the summer of 1971, a man named Bill Kardash, a marketing expert with a passion for whales, was attending the annual International Wailing Commission in Washington DC, and between sessions came across John Denver sitting cross-legged on the floor playing guitar. Kardash expressed his worries about the plight of the whales, and Denver said to him, well, what are you going to do about it? Inspired by this chance encounter, he decided to get involved. So within a year, he had started the Delta Corporation, which later became Ocean Conservancy, sponsor of the Team C's project, which this video is released in support of. And that brings me to the charities involved in this project. I wholeheartedly support Ocean Conservancy, which is doing a fantastic job with research, leadership, and advocacy for science-based solutions to the ocean's problems. But I don't feel that I can support the other group associated with this fundraiser, the Ocean Cleanup. Many scientists and activists have raised concerns about its goals, methods, and behavior. And I'm concerned that funding and celebrating them will do more harm than good. I've provided links in the description that give more information about these concerns. It's true that if you choose to donate through Team C's, that money will only be going toward their river cleanup, which is less controversial. So you can decide what you prefer to do. I'd still rather direct my money directly to the Ocean Conservancy, and to other organizations focused on preventing plastic from entering the water systems. Nonetheless, I thank Team C's for raising this vitally important issue. Thanks for watching.


This study aimed to analyze algal phenomena quantitatively and qualitatively using synoptic monitoring, algal pigment analysis, and a deep learning model. Water surface reflectance was measured using field monitoring and drone hyperspectral image sensing. The algal experiment conducted on the water samples provided data on major and minor pigments including chlorophyll A, phycosyanin, lutein, fucosanthin, and zexanthin. Based on the reflectance and absorption coefficient spectral inputs, a one-dimensional convolutional neural network, 1D, CNN, was developed to estimate the concentrations of the major and minor pigments. The 1DR-CNN could model periodic trends of chlorophyll A, phycosyanin, lutein, fucosanthin, and zexanthin compared to the observed ones, with our two values of 0.87, 0.71, 0.76, 0.78, and 0.74, respectively. In addition, major and secondary pigment maps developed by applying the trained 1D, CNN model to the processed drone hyperspectral image input successfully provided spatial information regarding the spots of interest. The model provided explicit algal biomass information using the estimated major pigments, and implicit taxonomical information using accessory pigments such as green algae, diatoms, and cyanobacteria. Therefore, this study provides strong evidence of the extendability of deep learning models for analyzing various algal pigments to gain a better understanding of algal blooms. This article was authored by Zhongqiu Qiu, Sik Minit Hong, Ji Zhang, and others. We are article.tv, links in the description below.


Appalachian Wireless has some of the best data rates in wireless on our plans and not to mention an amazing deal on one of our hottest smartphones, but that's all the time I have to explain. See store for details, better service, bigger savings, that's today's Appalachian Wireless. Pound, Virginia, population just shy of 1,000, including a mayor currently under fire. In a recent edition of the Coalfield Progress newspaper, Pound Mayor and Interim town manager George Dean allegedly made remarks that have infuriated some in neighboring Letra County, Kentucky, prompting them to call for a boycott of the town of Pound and its businesses. The remarks allegedly came during a town council meeting during a discussion about a new police vehicle and an uptick in speeding citations written by the Pound Police Department. During the discussion, Dean allegedly said, Kentucky is paying for it, referring to a new police car and referring to speeding drivers from Kentucky being issued tickets. I hope we're not becoming a speed trap, he continued. When the story was published, some in Letra County called for a boycott of Pound. Now businesses and officials in Pound are disavowing Mayor Dean's statements and are asking Kentuckians to continue to come to Pound. It's kind of hard to believe that he would say something like that. It definitely does not represent the business owners here in Pound, does not reflect their opinions of Kentucky business. I do not agree at all with the statement nor the policy or procedures of that. We don't have that type of policy and I don't stand for anything like that. EKB News reached out to the Mayor's office, but Dean was out of town for the rest of the week. Pound Police Chief Tony Baker was not available for an interview, but he told EKB News that he does not support Dean's comments and denied allegations that Pound police officers target Kentucky motorists. Several business owners in Pound declined interviews for fear of retaliation from town hall, but each one said they welcome Kentucky business and hope Kentuckians will continue to patronize the city. The owners, the workers, we respect wherever you're from. We appreciate the business. One thing we do, we appreciate the business. Let the business owners and the people here merit stand for good for themselves. The people here are good people. They're just like everybody else. It's in the co-fields. We're struggling and they're trying their best to keep the business that we have. It remains to be seen how Mayor Dean's remarks will affect businesses in Pound, but as for the town itself, it appears Dean's remarks are unwelcome in an otherwise welcoming small town. From Pound, Virginia, Chris Anderson, EKB News.


Good afternoon, everyone, and welcome to the Stockswish Show Market with the QQQs. Take a look at the market here. I called the market this morning even though it was gapping down, which I thought was surprising. I called that there was potential for the market to hold today, and I said, don't be surprised if it happens. But I did say if we fell, we'd still hold to the next level of support. Remember, there's many, many areas of support and resistance. And the market could do a lot of retests of support in here and still be bullish. But it is holding today, and it will hold today, and the market will close with a green body in it today. The body could be medium or large. It's not going to be small. Let's take a look at this. So anyways, we did rally on Friday. The rally held, held this nice support from the huge bearish day we had on Thursday. We held immediately on a Friday. And then I thought we might have held Thursday. We didn't. And then it was easy to see we were going to fall all day, but then we held Friday. I thought this morning we might gap up. When I saw the gap down, I looked at it extremely close to see where we were gapping. And then I realized that it was still going to hold. Even though we 100% retraced the rally from Friday in the gap down today, the bulls took over, came in, held, and are supporting the market. Because the bulls are in control of this market and will continue to remain in control of this market. But I will admit that the market had a bearish air to it this morning, the fact that it had gap down and 100% retraced the green bar from Friday and gap down. But it wasn't going to go anywhere. And at one point this morning we were down and running here, but we held. We held beautifully. We held right in the open in the first five minutes of the day. Again, extremely important to be able to read that beginning period. In the first 30 minutes of the day, you can tell a lot what's happening in the stock of the market. And it was evident quickly today the market was going to hold. I'm very good at actually reading the first five to 15 minutes of any stock in the market. So I read the market to hold really quickly today. It was aggressive, but it didn't. And I thought we'd fake lower at one point and then still hold. And we did that barely. But market will hold in here today. So, you know, the target's 99. We basically got there. Target was 99 for the QQQ today. We basically got there. So I don't know exactly where we go from here the rest of the day. Again, it's a Monday. It's 12 o'clock. Four more hours of trading left in the day. But the market got to the target. So if you bought the market in the morning, it got to the target and got to the target before lunch. It was about 11.15. Again, eight pennies from the number. Here's where I thought the market might fake lower. Quickly, quickly, quickly. I thought people would short the resistance, but that it would be a fake out. It was. Triggered into five and a bicep held and rally went right to the number. Market really powered trading here in the 15-minute chart. You can see. Look at this nice power trend up here in the 15. Extremely strong. Again, the market rallied up here to this area. You can call it resistance if you want. You can call it anything you want. But the fact is that the daily chart of the market is strong. It's going to continue to stay that way. There's a very high odds that we get over the high this week. Why? Because the market is only Monday. We're holding, and we held in that gap down today, which just gives me more confirmation that we're going to hold in this level in here. I have to see where we gap tomorrow morning. And it depends where we close tonight. Looks like tomorrow could be a very nice bullish day in the market too. So three, the possibility for three nice solid bullish days around here or more. Why? If we want to rally over the high this week. The next target for the QQQ is 102. 102, 102. 50, 103. QQQ, we get up there in the next rally over the high? Sure. Up here we are at 156. Was the previous high. So that would be a dollar 50 rally. Are there abouts over the high? We could shoot up to 102 when we tip over this number. I'm sure the people shorted this market in here from this two gap downs that happened here and the fall in that happened the red day here. But the fact is this market is not as short. This market is not extended. It's going to make a new high at some point. It could be this week. October. I have a feeling and I said this in the last email that I talked about or the last video I did. It's my instinct here. I'm reading the price action every day. Getting the confirmation that the bulls are holding this market up. It keeps buying every dip down the market keeps getting bought. The institutions are buying. I'm seeing October with a possibility of turning out to be an extremely bullish month. But October could be extremely bullish. I don't know yet. It's not even October yet. I trade every day. I look at the gaps in the market every day when I see it. I see it as I call it. But I have a feeling this is nothing but a feeling. This is nothing but a feeling of reading the price action here. Intuition kicking in. I saw it like one day last week and I was looking at this and said I think October is going to be really strong. And it's earnings season as well which starts in a week. So nice rally for the market here. I'm going to call it stocks with show. Live which is me that the market would hold today and aggressive solid out of the game. Out of the game aggressively right away I saw the market to hold this morning and you could have bought it or you could have waited for the five minute and either way risk to your reserve market rally to dollar got to the target could go beyond the target today although I'm really not sure why. Money is typically slow. Market could sign lining here back and forth wiggle and jiggle until it closes. Don't know if we have the energy to get up over resistance today over 99 but we'll see what happens. And then where we got tomorrow morning. This is the stock Swiss show live trading room if you're interested in more information email me at Melissa at the stock Swiss dot com. The next golden gap class is going to be in October. If you would like more information email me at Melissa at the stock Swiss dot com. If you'd like more information or want to sign up or pre-register feel free to reach out to me if you want to get my market calls and the gap calls in the trading room you need to do the golden gap class in order to be in the live trading room to be in because I'm consistent with my strategy and the calls I'm also very aggressive and seeing things that are challenging like the market today to hold and I'm sure a lot of people fall today and I couldn't blame them for thinking that because of the 100% retracement from Friday and also the gap down but you know market strong. Gotta know which gaps are short which one's not too and this market short this market gap down was not short today okay. Market is not a short it's a long. Have a great day everyone if you'd like more information email me at www.blessedthistockswitch.com Thanks everybody have a great day.


Hello, everybody. And welcome back to the Think Tech Hawaii Studio for another exciting episode of Security Matters. I'm Andrew, the security guy, and I have not one, but four guests with me today. And we are going to berate you for donations to the Women in Security Forum Scholarship Fund, the brand new scholarship thing we got going on. Cameron D'Avdani is with me, Nicole Kopaszewski is with me, Min Curianis is with me, and Kevin Friedman is with me. Thank you all so much for joining me today, and thanks for helping out on the committee. Thank you. Thanks, Andrew. Good to be with you. Thank you. I'm trying to see if we have a, do we? Yeah, so I guess we have our all five views. This will be quite confusing for Andrew today. So, I usually like to do intros, and I know y'all are well known in the industry, but let's, for those folks who may not have met you before, let's start with men. Maybe just kind of take us through your history, and then as much as you'd like to share how you got around the security industry, and then how you found the Women's Security Forum, and what do you think about that so far? Definitely, and thank you, Andrew. Put me in a hot seat right there. So my name is Min Curianis. Thanks a lot, and I'll pay back later with that one. I've been in the industry for 25 plus years, but it's a combination of both security and technology as well. Mostly a lot of networking. So I've been obviously vested in this because 25 years ago, there were really not many organizations that's out there assisting women out there. And in fact, because of that, I've kind of maneuvered 20 plus years of a very male-dominated industry from the IT world to physical security, sis security, also cyber security now, if you think about it. And that being said, I've been very interested in actually seeing more women obviously progress and actually developing more women to actually have the ability and giving them the platform to actually speak openly and challenge men and the others, obviously. And SIA Women's Security Forum is not the only one I'm actually involved in. I'm also involved as co-president of Women in International Security. So that being said, my foot is actually both in the private sector and also in the public sector. So thank you, Andrew. That's awesome. Nicole, give us a little bit of your history if you would, as much as you would care to share with us today. And maybe you're, how you got introduced to the WISF and what you hope to, where you hope to take it. Absolutely, thank you, Andrew. So I came over from the telecom industry back in 2013, first started off in the integration world. And then got recruited into the manufacturing world by Brevo, which where I'm at today. I happened to stumble across the Women in Security Forum when they first started. It was actually an ISC East and I got to join in for a breakfast. And I was just utterly moved by the opportunity to join like-minded women in a very male dominated space, really promoting the growth and the careers and the involvement of diversity within the security industry. So for me, it's a personal thing. I find it to be very rewarding to be able to get back to the industry, which has been very rewarding for me, so. That's awesome. Yeah, that first breakfast, I think we had maybe a handful of guys, but we did have Jim Henry in the room. And so that was an accomplishment, I thought. And we're not limited to only women in the Women in Security Forum, by the way. So today we have Kevin Friedman with us as well. Kevin, thanks for joining us and thanks for helping out with the committee. Maybe share with, share some of your background in the industry. And then kind of what got you interested in the Women in Security Forum and how you are hoping to help out. Absolutely, now I appreciate the introduction. Kevin Friedman, I've been working within the security industry about eight, nine years now. My company is called Maze Marketing and we're a growth marketing agency that uses different types of marketing tactics to reach the audience that the security industry is looking to create the biggest type of movement upon that is the end users, integrators. We understand the industry and it's an amazing industry to work in. Security Industry Association, I'm on their marketing committee and the Women in Security Committee is really an amazing growth platform. It showcases diversity and it definitely pushes women's values and rights and opinions way above this industry that maybe has fallen behind a little too much. Majority of my employees are women and I want to make sure that they have the strongest voice out there. They, not they, excuse me, women are as or more influential within this industry and it's very important to showcase this. Maureen Carlo really got me involved within this Women in Security and it's a pleasure to help create jobs, raise income and show, make sure that men and women are on the same level. There should not be any difference. That's awesome. Yeah, Maureen's hard to say no to, right? No. And Cameron, you've been on my show before but first time here representing the Women in Security Forum. So let's go ahead and give us a little bit of your industry history and then sort of what it meant for you to join up with the Women in Security Forum and now finally to help contribute with one of these committee efforts. Sure, Andrew, and it's great to be back with you. Like Kevin, I worked well with Maureen Carlo. I've known her for a few years and so when she brought up there's this Women in Security Forum. Can you get involved? The answer was of course yes. So I've been in the industry for coming up on just about a decade now and have been involved with the Security Industry Association for nearly all of that time. I remember my first event with the Women in Security Forum was last year at ISC West when Juliet Cayam spoke to the Friday morning breakfast at the show and coming out of that event how could you not be inspired and enthusiastic about the program? For me getting involved personally, at a time where everything in society seems so divisive and so contentious it's really been inspiring to see our industry come together with the goal to improve diversity, support opportunities for professional development and growth for people who frankly all too often haven't been given a chance to show what they can contribute and the value that they can provide to our industry. So I was beyond thrilled to lend my voice, to lend some of my experience to creating those opportunities and so now working with the scholarship fund for the Women in Security Forum we're excited to see this industry come together for such an important cause. Yeah, I am looking forward to that. We baited our audience a little bit with all this scholarship information which I promise you we will get to but I wanna talk a little bit about to a point you made and then made there's obviously the nation's struggling right now with some division, some diversity issues and as security folks I've always felt that we should be leaders in our communities obviously. I think security is always something to be shared our perspective needs to be shared. Do you think the Women in Security Forum can lead sort of help to lead this group in being leaders within the community? Is there a voice there that maybe the Women in Security Forum can find to help maybe just show some unity or some example of unity within an industry that wants to be leaders in the community? Men, I'll kind of take that to you first. Sure and definitely I mean the fact that Kevin and Cameron are sitting here itself and speaking on behalf of Women in Security Forum is actually very extremely relevant and critical because I think that partnership itself is what's gonna drive others to kind of change that mindset and actually assist in that growing, I guess the growing pains of women not having to support previously. With that being said though, I think there's still a lot of challenges that we still have to kind of jump over. I mean, in the past year I've been speaking in a lot of forums and also panels and one of the front of the joke is that it's a mantle or it's typically run by men who are bolding white men in a suit with a beer belly. And I use that as a comedic effect in one of the instances when I was up there moderating a panel but the reality is it's still the truth. We see that quite often. So I think in that respect, the Women in Security Forum, if we can get a lot of partners like Manipita people to stand together and actually talk about it more openly and more accepting and listen to women that's out there, intelligent women, passionate women, I think there's more of an opportunity to actually kind of converge in that idea and allow the women to have that voice to speak on that platform. So I think it's going in the right direction, especially with this forum like this, you're allowing us to speak openly about it and actually having partners on it. Awesome. Yeah, Nicole, for your part, do you think we all have biases, right? We all bring biases to every discussion that we have. Do you think the Women's Security Forum can open up a sort of a bias aware discussion that we can all have with mutual respect? Is that a challenge? Maybe we can take up. I really believe so. I mean, for me, I've always been in the tech space, transferring into the physical security space. I was not surprised to see that it was mostly men and typically you'd find the women in the back office, making sure that the orders got pushed through in the calendar for manage. But for me, I want to challenge the status quo. I really want to see more female leaders, leading the charge and setting great examples for others who may fall into this industry like us, by chance. So I think it's a great opportunity to really put this to the center of conversation and bring some awareness. And what I love about the opportunity with the Scholarship Fund is we're not only to have that conversation, but really help the development of women and men who are looking to get into the security industry and grow their career. Because it's a great industry to be in. It's been very rewarding for me personally. And not only just challenging the status quo, but really helping folks develop their careers. To me, that's very impactful. And I think now, especially with the challenges in the world, it's ever so important to keep these positive initiatives flowing because we can't stop, we can't hold back just because the world's in crisis. I feel like now more than ever, it's when we should be pushing forward with positive messages, positive initiatives, so. That's awesome. Hey, Kevin, you said you worked with a lot of women already. Do you, so with an initiative like the Scholarship Fund that we're doing, having initiatives like the Women's Security Forum, have you heard them comment? Is there some empowerment for them there? Is there some willingness to engage and help kind of move this, I don't know if it's a difficult conversation, but move this conversation further along? Is it safer maybe for them? Or have you heard those types of discussions? To answer your question, absolutely. And this is not an overnight sensation. And how we, even in marketing, let's just do, it's not a sprint, it's a marathon. And within trying to create awareness and create growth, I keep talking about growth, for women in security is not an overnight sensation. It's something that we continue to talk about. And especially it's very relevant to today's environment that we are in. How do we showcase the ability of women in security? And it's not just security, it's all these different verticals. If it's education or transportation or safe or smart cities, there's no reason that a woman that is coming out of college should ever think that they cannot do what a man can do out of college within any industry, but specifically the security industry. I really find it just mind-boggling that there are still individuals out there that may think different. And if I encounter these people, I will use my voice, but this is the way we're using our voice to create awareness, create a scholarship and showcase the talents of everybody. 100%, 100%, I love it. Cameron, we're gonna have to take a break before I get your comment on that. You'll have a moment to ponder it, sir. We're gonna pay some bills. We'll be back in about one minute. Thanks everybody, hang around. Aloha, I'm Lillian Cumick, host of Lillian's Vegan World, the show where we talk about veganism and the plant-based diet located in Honolulu, Hawaii. I'm a vegan chef and cooking instructor and I have lots of information to share with you about how awesome this plant-based diet is. So do tune in every second Thursday from 1 p.m. Aloha. Hey, hello everybody and welcome back to Security Matters. We are having a really cool discussion today with our scholarship committee. This is the donation side of the committee this group that's here today, but Cameron, I wanted to ramp up real quick with just your thoughts on our ability with the WISF to impact this bias discussion that there's a lot of examples of it, but from your perspective, what do you think we can do to help lead a little bit of inclusivity and diversity as a security industry body? It's a great question, Andrew, and I think back to what Min mentioned just a few moments ago about us having such a male-dominated industry. And if you walk around any trade show in the industry, you're gonna see the stereotypical person for our business, which is typically a older white male and no offense, Andrew, but they're probably gonna have a goatee and maybe a receding hairline. And so the ability for SIA to facilitate this kind of organization, be it the Women in Security Forum, be it the RISE committee with a new generation of leaders in our industry, the inclusivity that I think our industry is trending towards is absolutely critical for all of our success. So when I hear Kevin talk about growth and I hear Min talk about the changes needed in who shows up in these industry events, it's absolutely critical that we do both. So my hat is off to SIA for creating these platforms and I think it's incumbent upon all our members, be it a SIA member, a Women in Security Forum member, a RISE member, get involved, lend your voice to the effort because it is mission critical for our industry to have these kinds of programs and have all sorts of people involved in our business. Yeah, I keep prompting all the old guys to retire. Like we need to give it up and I wanna retire but my wife just honestly won't pay me if I do.  But we need to open up those seats. You know, we gotta provide opportunity and I think a lot of us stay in these seats too long. So let's, the impact that I think we're hoping to have aside from the voice impact, the inclusivity discussions, the bias discussion, with this particular scholarship opportunity or efforts, you know, we're looking to show, really demonstrate the power of the Women in Security Forum as a group itself to create new opportunities for people and we chose to do that with a scholarship, which wasn't awarded. It's gonna be funded by the Women in Security Forum member companies and this group here has chosen to work and go work on chasing down those donations. Now, when we agreed to do that, we didn't know it was gonna be during COVID and everybody be broke. So that's not as easy as it sounds, let me tell you. So let's talk a minute about some of the discussions that we're having and Nikola, I'll start with you. I saw your name on the board, you know, we're tracking who's all, calling who and you've been quite busy. What are you hearing out there? Is there a desire to wanna help and people are frustrated because they can't help more or give us your take on what you're coming across? Well, let's be honest, you know, asking for donations during an economic crisis is not an easy task. But, you know, there's a silver lining here. I mean, we're investing in our future, we're investing in our future leaders within the security industry. So no matter what our challenges are currently today, there's still a severe importance to continue that investment and continue the awareness and continue to drive our future.  So that's why we welcome donations of all sizes, just knowing that, you know, every little bit helps when we're looking to make an impact on our future. So, I mean, definitely a challenge, Andrew, I'm not gonna sugarcoat it, but there is a strong drive to help push this forward, this new initiative forward so we can help influence and help others in a very impactful way. Yeah, I've had some feedback so far that, you know, it's, hey, we're gonna find a way to help. We're gonna find a way to do something. So people are working and their gears are turning. Kevin, how about yourself? Have you been in the trenches there, made a few calls? What are you seeing? Yeah, you know, the keyword that Nicole just said is investing in our future. It's really what the message that we're trying to push across is, of course, first and foremost is women and this award and or the scholarship, excuse me, but it is difficult talking to these smaller companies that are struggling. We do have empathy with the state of our economy. And just like Nicole said again, is any little bit can help. We are investing in our future. And even with student membership that SIA has been very, very, very delicately trying to push, these are the individuals that we want to attract and have them come, have them see that the security industry is not just about cameras. It's not just about audio. It's not just about artificial intelligence. There is so much to it that is so, excuse me, but it's amazing. How can we make sure that our future is educated and our future is taken care of? Because like Cameron was saying, and Andrew, you look at everything that's out there and it's a white man that is going down the trade show floor and we want to get away from that. It has to show diversity and it doesn't matter if it's someone's skin color or someone's gender, it's very important that this is pushed across but right now it's women in security. Awesome, Cameron, saw a finger there. Yeah, Kevin's comment sparked my mind and as we keep talking about the opportunities for women in the industry or I bring up the Rise program for a new generation of industry leadership, these programs aren't to the exclusion of folks who are already in the business. We want to add more people. We want to be more inclusive of the number of people in the industry. So creating opportunities for women does not neglect or doesn't diminish opportunities for men in the industry. We have a mindset that two plus two equals five. So we find ways to collaborate, to build upon what each of us can contribute and in doing so, we find that everyone's better off. So when I've been reaching out to member companies, I have not heard that response to, no one has said to me, well, if I support women in the industry, what am I gonna do? And frankly, just by virtue of our industry demographics, most of the people I'm speaking with are male. But that said, everyone I've spoken to sees this as a worthy cause to get involved with. But that said, this is an economic crunch that we're in. A lot of companies are at a minimum and cost-saving mode. Some are wondering if they're gonna make it through. And so, frankly, I've had some folks say, hey, we've been shut down for eight weeks, 10 weeks now. We've been going without revenue for that long. We've been trying to pay our employees. We've just been trying to sustain things. So we fully recognize that it is a tough, tough time to make these contributions. So if you're not able to contribute financially, please find another way to get involved. You can make a phone call. You can make a social media post, that's free. So there are lots of ways to support what we're doing that are not monetary, but still make a big impact. Yeah, and we are trying to raise about $30,000. We've got about 400 members.  If we worked it out that way, I know we're trying to really approach the member companies. So we'll get an update out to the industry, I'm pretty sure on how we're doing here pretty soon. We'll get a scorecard probably from Kim and Sia. Min, I know you had made some intros for us and you're not formally chasing down donations, but have you been able, have you had any discussions with any folks about this particular effort to collect money for the WISF scholarship program? I had actually, and in fact, I'm actually talking to some folks that are not necessarily members because there's a lot of discussions. In fact, I just got off with a conversation with another, not a competitor, but something in a building side because one of the things that they've been talking about is diversity inclusion. And like the security industry, like all the male dominant industries out there, they're seeing the similar challenges as there. So I have talked to them. My response is you don't have to be part of the Women in Security Forum trade members. I think if you really have the heart to actually see the next generation grow and get vested in what they wanna do, definitely feel free to just donate to the cause. It's a great cause because we really do need to support. I think this is why we are participating in this whole forum because we can also provide mentorship. It's not just necessarily providing funding or monetary amount to scholarships and allowing them to grow, but also the support of the members here who have longevity and have the expertise to kind of help them grow. So in that respect to Cameron's point, every little thing helps. It's not just the money. It's also mentorship that could be really, really impactful to any young individual that's coming into this. Yeah, and I think one of the unique things that we got pushed through is we're actually funding existing school loans. We're actually also, you can use this money for an industry certification or an industry class or an industry webinar that needs fees. So there's a lot of ways to look at it. I really would encourage everyone to go and I absolutely blew this, but I'll have an Eric put the link up there. But go to the CIA website, go to the Women in Security Forum. The scholarship is right there at the head. You can't miss it. The application page is there with the applicant guidelines. It is open, Kevin, to your point to the CIA student members as well. So I hope that they apply. And there definitely is the criteria is set up there. It's a 100 point system. It's pretty heavily weighted to writing of your essay. So when it tells you what essay topics to choose, need a couple of references, need to have been in the industry a couple of years. So it seems to me fairly wide open. And I think we're getting some, enough positive responses on the donation side that we're gonna pull this off as a success for the first time. We'll see you then obviously in tough times. We've got maybe a minute and a half minute left for some just some final thoughts or final pleas if you wanna beg for donations. We'll start with you. Go ahead, Cameron. Donate everyone and that can be monetary. It can be your time. It can be your experience in the industry with other folks, but please get involved. This is a very worthy cause. It is something that if we wanna have a vibrant future in our industry that we all need to pursue. So I'm thrilled to be involved with this. I am thrilled to work with Kevin and Min and Nicole and Andrew and everyone else on the committee who couldn't be here today. But please to everyone, member companies, member organizations get involved. Thanks, Kevin. Yeah, absolutely. Going to this, thesecurityindustry.org website, you will find everything that you do need within the security industry. So if by any chance women in security is not what you want to focus in on, there are so many different organizations and just anything that you find that is intriguing to you to help further push the security industry, absolutely you will find it on the website. But women in security is what we're talking about right now. And anything will help, again, to reiterate what Nicole had to say, we are investing in our future. Awesome, thanks, Min. I'd probably be repeating whatever Cameron and Kevin said is very important. But you know what, I can add on, if you feel that we have to barter something be to about the men that's out here and say for a price, we will give you the men here. That's on the screen. I love it. I love it. Nicole, your final thoughts?  We're investing in our future. We're investing in us as an industry. So to really count on tomorrow, we need to focus on today. So I appreciate and thank everyone for their support and their contributions, but we're not done yet. So keep writing those chats. Awesome, thank you. All right, thanks everybody. I really appreciate you guys joining me today. It was excellent. I hope our audience hung on long enough and learned a little bit and I hope they're clicking that link right now.  Aloha everybody, take care.


Molecular pathology has become essential for guiding treatment decisions in cancer patients. Next generation sequencing, NGS, technology has revolutionized the field of precision oncology by providing comprehensive genomic analysis of tumours. However, the complexity of interpreting these results can be daunting. To address this challenge, new methods of characterizing tumours beyond DNA sequencing are being developed, including transcriptomic, immunofenotyping, epigenetic profiling, and single-cell analyses. Additionally, liquid biopsy techniques are being used to monitor circulating tumour cells and circulating nucleic acids. Lessons learned from the limitations of genotype-driven therapy suggest that precision medicine should extend beyond genomics. This article was authored by Ewan Amalone, Marco Lever, Peter J. B. Sabatini, and others.


From theCUBE Studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is a CUBE Conversation. Hey, welcome back everybody. Jeff Frick here with theCUBE. We're in our Palo Alto studios here. Can't believe we just turned the calendar on September the first of 2020. What a year, it's cruising by and one of the big topics obviously is working from home. We're seeing more and more companies telling everybody to expect to work from home through the end of the year or into next year some are even saying indefinitely. And we've got an expert coming on the show that we're excited to have back. It's Dr. Karen Sobolejewski. She is the founder and CEO and author of Virtual Distance and the Virtual Distance Company. Karen, great to see you. Great to see you too, Jeff. Thanks for having me. Absolutely. So I wanted to get you back on for a couple of reasons. One is we first met at the ACG-SV Association for Corporate Gross Silicon Valley 2018 Awards about two years ago, it was summer of 2018. And at that point you introduced me to the concept and our audience to the concept of Virtual Distance which if I can summarize is basically communicating through devices versus face to face like we're doing here and the bad neat things that come from that and challenges and this that and the other. Who knew that two years from then we would all be forced and not asked but forced to basically go to a work from home environment and increase the frequency and use of using electronic devices to communicate not only for work but also for social stuff, for school, for everything. So oh my goodness, you happened to be in the right place at the right time for not necessarily the greatest of reasons but wow, I mean how amazing this transformation that we've all been forced to since the middle of March. First off, get your thoughts on that and then we'll dive into what people should be thinking about what people should be doing about it and how they can, I don't wanna say make the most but it is kind of make the most of not necessarily the greatest situation. Yeah, well I could have never imagined when we were sitting out at that round table outside the room where we had dinner that we'd be here two years later, right? Talking about virtual distance as you said and in the context of everyone having to be isolated from each other and working from home. Obviously like everyone on the planet, I think I would never have wanted to see this happen but I feel fortunate in a way to have put this out there many years ago because today it's serving a lot of different organizations, corporations, schools even government organizations to have a very steady framework that's based on 15 years of data to understand how to make the best as you said of this situation and to reduce some of the negative consequences of virtual distance and actually use the framework as a way to get to know people better and really see them more as human beings in a way that helps them through not just their work life but also through the family challenges that they're having with every kid now sort of going back to school, many of them online. There's a lot of virtual distance that can crop up even in the house but I guess I'm glad that I discovered virtual distance and that it's useful in this time. Right, right. So let's jump into it and actually I want to skip to the end of the book before we get into the beginning of the book because you talked about leadership and when this thing first hit we had a number of leadership on from the community talking about leading through trying times and most great leaders know that their primary job's really communication, right? It's communication to their teams, communication to their constituents, that communication to their customers. COVID has really changed the communication challenges and increased them dramatically and most of the stuff we're hearing is that leaders need to communicate more frequently and more variety, both in terms of topics as well as communication forms. How does that kind of jive with your studies on virtual distance and leadership given the fact that there aren't a lot of other options in terms of face to face or a little bit more intimate things they have to use these electronic means. So what tips do you have for leaders as they suddenly were told everybody's working from home starting like tomorrow? Yeah, well it's funny that you asked me that because we learned early on when I started looking at this phenomenon in the early 2000s, we learned early on that it actually takes a lot more work and time to lead virtually than it does in more traditional environments. And the reason is, is because the leader really has to bring forward a lot of context that tends to go underground or become invisible without other people when we're working virtually. So the leader already was under a lot of pressure, if you will, to communicate much more than they had been in more traditional settings because a lot of the information and knowledge and intelligence, if you will, about the company was available in the context of the environment and other people. So leaders were already on track to having to communicate much more in order to make remote work and virtual work work. Well, which of course it can. Right. But what happened was we found that when suddenly a light switch is turned off, leaders needed to communicate even more and that is kind of standard crisis management leadership. We talked a little bit about that in the past. So we can look at the situation we're in as not just an acute crisis that came to bear in early January and then sort of everything walking down in March, but we can kind of look at this as a long-term leadership crisis management strategy on top of just over communicating to do better in virtual space. And in a crisis management situation, you definitely want to have even more communication. But it's also an opportunity actually to develop other leaders behind you on teams that can also communicate as well to share that responsibility, to share that leadership commitment to a lot of communication during times like this. That actually works really well. Right. Because one of the things you talk about that's super, super important, more important actually than physical distance or the virtual distance is what you call the affinity distance. And I think it ties back to another point in the book in terms of clarity of communication from the leadership. What are the goals? What is the vision? And reinforcing that at a rate and frequency much higher than they've ever done before to build that affinity so people can continue to feel like they're part of something beyond more just the tasks and the roles and the assignments that I have to do every day. Yeah, that's exactly right, Jeff. So again, we found early on and it was a surprise to us at first but then became kind of obvious that people tend to think that the real challenge with virtual work is physical distance, right? Sort of the space between us in terms of a geography or a geographic separation. And what we learned early on through the statistics as well as sort of common sense was that actually physical distance had the least impact on corporate outcomes than any of the other three factors. So the affinity distance piece is really all about how do I gain an affinity for someone when I really don't know that much about them and I don't know much about their context in the moment that we're talking and I also just know less about them in general when we're virtual. So affinity distance is much more important than the physical separation because it's what holds us together and allows us to build very, very deep relationships which we can count on and trust no matter what the situation is. And yeah, doing that in these times is very important. So it's funny, right? Because so much of the problems that we have with communications are in the subtle feedback mechanisms that aren't necessarily in the overt communication. And as you said, those can be lost in a lot of channels. What's kind of interesting that's going on with COVID is we're actually seeing a side of people that we never did see in the physical space, right? Now we're literally being invited into everyone's home. I mean, I'm in your home office, I can see your books on your bookshelf and people are bringing people into their home which they may not have done before, been comfortable. Not only that, but the spouses there, he or she is working from home, the kids are there, they're doing their school from home, the occasional dog or pet or other thing kind of jumping through the screen. So it's this weird kind of juxtaposition. On one hand, you've lost a whole lot of kind of subtle communication reinforcers. On the other hand, you're getting kind of a whole new kind of the human side aspect in terms of who these people are and what they're all about that you never necessarily had before. So I think the blending of the whole self is probably been elevated even though the communication challenges without having kind of all these subtle feedback loops that we really rely on are gone. So when you think about communication and communication methods based on communication messages and what you're trying to do, how do you tell people to think about that? What types of communications should be done and which ways to make them the most effective and avoid some of the real problems that come from the wrong type of communication on the wrong type of channel? Yeah, so first of all, you make some great points because it really is when we invite people into our home via these kinds of video links that people see a different side of us, a contextualized side to us that they normally wouldn't see. And that opens the door, as you said, to having other communications. I think before I get directly to your question, one thing that strikes me about what you say is that this is truly a shared experience, right? So all of us are being impacted by COVID-19, the economics of the situation, the childcare issues that are raised by the situation, the community issues that we all have in our towns or cities. And we're sharing that experience, which is a great jumping off point in terms of communications because we actually have a very similar context from which we're working. In terms of which communications to use when, this is a really important question. I had a person from a very, very large tech company that people use every day and go look for things on the internet, call me and tell me at one point early, sort of early on in the pandemic that some of his people were starting to beg him to turn off the video screens and just use audio because sometimes when we're overwhelmed with a crisis, the video can be helpful, but it can also sort of be overwhelming. So it's important to understand sort of when to discern, when to use audio, when to use visual, when to use email and when to use texts. And the basic tips here is that email has really never been good to explain ourselves to other people. It's been great to set up lunch dates or an appointment and things like that. So email should be used pretty sparingly. Audio is really great if we don't have video but we also just kind of need arrest from video and we also need to really focus on a person's voice very, very intensely. So if we're trying to solve a really critical problem that's a little bit conceptual, sometimes audio can be more helpful. Video is obviously great because it gives us all this context and it allows people to see into our home and hear our cats kind of screaming at each other, which is happening right now in my house. But it also lets us see each other's expressions and a little bit of the facial communication that we need in order to know if people are okay with what we're saying, if they're quizzical and looking like they kind of don't understand, et cetera. The overarching goal of communications in a situation like this that I talk a lot about in the book is to mix up modes of communication as much as you can think about that, right? Because we get context, as I've just explained, in different ways through different modes. And so if we mix it up, if I say, well, I've talked to Jeff a lot over video, maybe I'll just give him a call today or I've been using a lot of email to talk to one of my colleagues in Norway. Maybe I should really try to set up a video call. That is very helpful because it gives us dimensionality to someone's personality as well as their context. Yeah, that's a really interesting point. I think most people are always saying, turn on the video, turn on the video. We want to see everybody's face, but as this thing continues to go and go and go and it's going to go for the foreseeable future, and people are going to get fatigue, right? People are getting zoom fatigue. That's a really interesting and simple way to, I think, kind of lessen the stress a little bit by telling people, let's just turn the video off. We don't necessarily need to see each other. We know what we look like. And if you feel some reason to turn it on, you can turn it on. But having that as an option, I think that's really insightful. And the other thing I want to focus on is it's not all negative, right? I mean, there's a lot of studies about the open office plan, which didn't necessarily work so well. And we've had conversations with a lot of people that say, just because you throw everybody in a room together doesn't mean that they're necessarily going to communicate more and there aren't necessarily the water cooler chatter that you're kind of hoping for. And in fact, you have a bunch of stats in the book here about remote workers having actually a lot of success. They have less trouble with technology. They can cope best with multiple projects. There's so many less interruptions, assuming the rest of the family has a place to work. But you don't get kind of the work interruptions that you would in terms of actually getting projects done. So it's not all bad. And I think there's a lot of things that we can help people think about to really take advantage or make the most of the opportunity to take advantage is probably the wrong word. So very communications, frequency of communications is certainly a good one. What are other ways that people kind of build trust? Because you talk a lot about trust and feeling part of something bigger and not letting the individual tasks and the little day-to-day things that we do get in the way of still feeling like you belong to something that's important, that you care about with your teammates that you want to move forward. Yes, it's a great question because, and again, I think obviously, you know, amongst sort of the darkness, there's always sort of opportunities to see some light. And I think one of the ways that we can see light through working this way at this time is to expand our understanding of the people that we're working with, right? So, and we can do that in a framework. It doesn't have to be haphazard. So when we look at affinity, what we really want to do is to bring forward the way people feel about their value systems, what's important to them about work in sort of pre-COVID or BC right before COVID, but also what's important to them about their family life or about the situation that's happening that's interacting with and integrating with their work life. So asking those questions in ways that are not guised or, you know, but sort of directly asking them things about what they value, how they feel that they're interdependent on other people, why other people are important to them in their work as well as just in their day to day lives. Those are the kinds of opportunities for questions around things that are not work related are not, you know, party Friday, which are also kind of fun things, right? But that get more to the core of who a person is, that whole person that you were talking about. And that allows us to see so much more deeply, ironically, into that human being. And when you talk about purpose and really wanting to feel like we're part of something bigger than ourselves, those kinds of insights that build affinity help us help other people. So, you know, we tend to focus on task orientation and goals and deliverables and all that, which is absolutely critical for business continuity and to get through the day and focus our attention. But actually, what makes people feel really good about their day as a person is often how they can help other people. And so if we draw this closer affinity, we can actually figure out ways to help other people and that just lifts everybody up and makes the work product actually even better. Right, right. I've always, you know, ascribed to the theory that right, if you spend your work helping other people do their work better, easier, get roadblocks out of the way, whatever, you know, being an enabler, you know, then you're getting this multiplier effect because I'm doing my work and I'm helping somebody else be more efficient and it's a very different way to kind of think about work in terms of helping everybody be more effective and more efficient. And as you said, you get this great multiplier effect. But I want to shift gears a little bit and this sentence just jumped out of your book. I'm actually going to read from it that despite the fact that many leadership challenges are new, we continue to over rely on management thinking and solutions that are fundamentally designed around outdated assumptions.  We had Martin Mikosan at the beginning of this process and his great line, and he's managed remote companies for years and multiple companies. And he said, it's so easy to fake it in the office. Right, it's so easy to look busy. Whereas when you're working from home, the only thing you have to show is your output and that's what you're graded on your output. And yet, you know, when this thing first hit, we saw all types of new products coming out that are basically spyware for the employees, you know, how often are you sitting in front of your computer? How often are you on a Zoom call? How often are you, you know, doing these things? And it was, it's striking to me that it's such an outdated way to measure activity versus a way to measure outcome and output. And, you know, what are you trying to do?  I just love to get your take that people still, still are mixed up about what they're supposed to be measuring and what the purpose of the whole task is, which is to get output done, not just to be busy and sit in Zoom calls all day. It's so true. So there's sort of two prongs to that question and two very important things to look at. So one is, how do we measure productivity, right? Among knowledge workers, which has been the topic of a lot of conversation. And the other thing is what have leadership models been built off of in the past, right? So if you just take the first thing first, productivity today, if you go to the Bureau of Labor Statistics website, you will still see productivity defined as how many widgets can I produce in an hour? That's still today, how we measure productivity, even though all of our output or most of our output, right, is coming from our knowledge, our thinking, our problem solving. So the notion of productivity feels very heavy handed to a lot of people because it's still rooted, literally, economics-wise in this notion of X widgets per hour, which just doesn't fit. And that comes through at the second point, which is our leadership models, right? So I talk in the book, and I've been talking about this for many years because it just jumped out at me when I started to do this research, is that if you look at most leadership models today, any one of them, whatever one you like, transformational leadership, transactional leadership, situational leadership, whatever it might be, those leadership models were built mainly in the 1950s and some of them came later in the 80s. And we have a few new ones, excuse me, that have come after the internet, but not too many. And fundamentally, if you look at the communication mode of leaders in the 50s and the 80s, it was face-to-face or phone. I mean, it just, by definition, was in-person or via phone. But that assumption doesn't hold true anymore and hasn't held true for a good 15 years. And yet, in every business school today, we still use those leadership models as sort of our first run at how to lead. It's not that they're not useful and helpful and don't have extremely good words of advice for leaders. But the main thing leaders do is communicate. So if the fundamental channel over which leaders are communicating has completely changed, it seems natural that we should be looking for new leadership models that fit our times a little bit better, taking pieces of the best of those leadership models, but really turning them on their head and saying, what's really a better approach when fundamentally our communication mode itself, it has completely changed. And that's what we do with leaders. And I do just want to say a word. We're talking about working from home and knowledge workers. And unfortunately, there's a whole lot of people going through COVID right now that don't have that option, right? If you're in the travel industry, if you're in the hospitality industry, if you're in a lot of services industries, if you are a plumber, you can't go virtual as a plumber, unfortunately. So just to acknowledge that what we're talking about applies to a lot of people, but certainly not everyone and everyone doesn't have these options. I just wanted to mention that. But before we wrap, Karen, the thing that struck me as you're talking about kind of the 50s and the organizational structure was it was really command and control and just top-down hierarchies that dictated what people did. And then you, as you said, your job was to put so many widgets on the widget receiver per hour and that's what you were graded on. We're a knowledge workers, it's a very different thing. And in fact, you shouldn't tell people how to do things. You should tell people what the objectives are and then see what they come up with. And hopefully they'll come up with lots of different ways to achieve the objective, most of which the management has never thought of. They're not down in the weeds and you get all kinds of interesting and diversity of opinion and different approaches and kind of a dev ops mentality where you try lots of things and you'll find new ways to get it down. So I want to close out on this final kind of communication piece for leadership and this is the why. I think back in the 50s, I don't know that the why was that important or maybe it wasn't and I'm not giving it enough credit, but today the why is so important. That is such a big piece of, why do I come to work every day and why am I important to work with my colleagues and move this mission forward? And so I wonder if you can just share how important the why is today and then how important the why is in trying to build the culture and hold people together when they are now by rule distributed all over the place. Talk a little bit about the why. Yeah, I love that question, Jeff, because in the book, I talk a lot about Taylorism and Taylor was the founder of bureaucratic management and leadership and he actually despised the worker.  He got a lot of flak for that. So as we've evolved and as we've grown as organizations into knowledge workers, and I think your point about not everyone is a quote, unquote, knowledge worker is really, really important. The bottom line is we're trying to measure our output and the value of our work by these older standards.  And looking for why, what purpose do they have? What is their bigger purpose? How are they connected to the organization in new ways? And there's actually an excellent analogy in the Navy, has its traditions in the Navy called Commander's Intent, which I talk about. So if you think of ships that used to sail, right, out to sea and they had lots of goals about either taking over a certain country or whatever it was they were doing, they couldn't be together, right? So we've been working remotely for a very long time. So the commander would gather all of his lieutenants and basically tell them what his, or there were no horrors at that time, but what his intentions were. And the lieutenants, the captains of the other ships would go out to each ship and they wouldn't follow a blueprint tactical plan. They would just have the commander's intent as their guide. And then they were free actually to use whatever strategies and tactics that they thought of and that worked in their context in order to fulfill the commander's intent, but they weren't given a blueprint. Their goal was really to use their own smarts, their own critical thinking in order to carry forward that intent. And I think that idea is very powerful today because I think if leaders can focus on helping their workers, the employees, their ecosystem partners, supply chain partners, whatever it may be, understand what the intent of the company is and show that they trust the employees or the partner to deliver on that intent with whatever means and creativity and imagination guided by the intent can be used and selected from on their day to day lives. People will feel so much more empowered and still get to the same outcome or actually better than if they're told, okay, do A, B, C and D. So this idea of leader intent, I think would work really, would serve companies really well during this time. And if I could just add one other quick thing, there's another idea that comes out of sort of the military that I used in doing some work with leadership crisis management after 9-11 around this notion of net centricity. Net centricity is sort of allowing people on the ground to sort of form their own networks and push information up to leadership so that they can make certain decisions and then push those decisions down with an intention back to the ground so that this network can operate with some freedom and flexibility. And I think corporations can put net centricity actually into place in a structured way and they'll find themselves with a lot more flexibility, higher levels of business continuity and effectiveness and perhaps most importantly, giving a sense of more meaningfulness and purpose and powerfulness or self-actualization back to the worker. Right, right. As you're speaking the word, I just can't get out of them. I had just trust, right? It's so much about trust and then giving people the power and enabling people the power that you trust to go do the jobs that you've hired them to do and then to the other point that we talked about then as a leader, help them remove roadblocks, give them the tools, do the things that you can do to help them do their job better versus to your point being super prescriptive on the road actions that you wish that they would do and then managing to the completion of the road actions versus the accomplishment of the bigger task. It seems so simple. It's so hard for so many people to grok. It just amazes me that so many folks are unfortunately still stuck in that old paradigm but you can't anymore because everybody's working from home, so you better get with the program. Yeah, and sorry, I have a little frog in my throat but you can't and just to add to what you're saying, I think that the best thing that leaders can do is also expand their understanding of the worker as no longer just coming to work in some kind of bubble. They're coming to work with all kinds of personal situations and I've had clients who have sort of tried to get away from that and keep the worker in a bubble and I think to be successful as we get through this sort of long-term leadership crisis, I think it's important to lean into the chaos, lean into the complexities that COVID, the pandemic, the economic situation bring and see the corporation and their role as leaders as trying to help that whole person with the complexities of their life as opposed to trying to divorce them from their life because that has not worked and what works best and I've seen this over and over again is that companies that lean into the crisis embrace it and really try to help that whole employee who's coming to work in their house really, really works very well. Yeah, it's going to be interesting as we come out of the summer and go back into the fall which is the traditional season of kids going back to school and everybody kind of going back to work and in our world conferences and it's kind of the ramp up of busy activity until we get kind of to the Christmas season again coming off of summer. Now knowing that this isn't a temporary situation, this isn't going away anytime soon. And I mean, we used to talk about the new normal in March or April and May, we'll now talking about the new normal in September, October, November and into 2021 is a whole different deal. So to your point, I think that's a great tip. Lean in, do the best you can, learn from the experts. You don't need to do it by yourself. There's lots of documentation out there. Darren Murph has stuff out from GitHub or excuse me, GitLab. There's a lot of good information. So you do have to kind of buy into it and embrace it because it's not going away. So these are great tips, Karen. I'll give you the last word before we sign off. All of the work you've done, all the clients you've worked with, couple, two or three really good nuggets that are really simple things that everybody should be thinking about and doing today. I think there's the Waldorf schools out by you on the West Coast, right? Have a motto that they use for education. And it says, in through the heart, out through the mind. And I think more than ever, leadership and business can borrow that idea. I think we have to sort of look at things in through the heart and then distribute our directions and our leadership out through the mind. At the end of the day, we're all human beings that are all struggling in this shared experience, something that has literally never happened on planet Earth with 8 billion people connected through technology with a global pandemic. And so if we kind of can make a shift and think about taking things in through the heart and then delivering out through the mind, I think that a lot of people will feel that compassion and that will translate into the kind of trust that we're trying to build between all of us to get through it together. And I think when we do that, and I have a lot of confidence in the human spirit that we will get through it. People will be able to look back and say, yes, this was very difficult and horrific on many levels, but at the end of the day, maybe there's a little bit of a renaissance in how we sort of look at each other and treat each other with compassion and some love and joy, even in the worst of times. I think that translates over any communication medium, including the one we're using today. Well, Karen, thank you for the time and thank you for closing this with a little bit of light. Congrats again on the book, The Power of Virtual Distance. I'm sure it's available everywhere. And again, great to see you. Thank you so much, Jeff. You too. Take care. She's Karen. I'm Jeff. You're watching theCUBE. Thanks for watching. We'll see you next time.


Hey everybody, this is Brian, and welcome to the, oh wow, the 84th Qt tutorial with C++ Inquiry Program. We are getting up in these things, and we'll call this myTest. Throw this in the usual location, wherever you're putting it. That's what she said.  And next, next, finish, finish. And I'll be brutally honest here, we're actually not going to write a lick of code. What we're going to cover today is how to deploy your application. I've had several, actually several dozen messages saying, hey Brian, I wrote my program. I want to give it to a friend of mine. When they go to run it, they get all sorts of errors that I just don't understand. Now notice how I just built that in debug mode. Go ahead and flip this into release mode also, and run it again. And once it's done building, now what's the difference between debug and release? Well, debug is typically what you do when you're developing your application. Debug adds all sorts of symbols and little hooks into the software so that when it compiles, the debugger can go through and figure out where you are and step through that code. The resulting executable will be slightly larger, but it'll have all the debugging symbols make life a little easier. Release, that's what you give to the end user.  Release is a more polished, clean version. It's much smaller, better compiled, more compact. Same program, just compiled differently. Now what does that mean for you out in Qtland? You've got your place wherever you're putting your code. You notice how you've got your debug and release folder. We'll go into debug. You can see this is 840 kilobytes, whereas this one is 84, much, much smaller, much more compact, more streamlined. You go to run this. Well, you get this error. What in the world? mainwm10.dll is missing from your computer. Try reinstalling. But why does it work in Qt Creator? I mean, we just ran this, but it doesn't work from your hard drive. The answer is simple. You need to have the DLLs in the correct path. Something that Qt has, but if you're going to give this to an end user, something we're going to need to set up. So the first thing you need to do is figure out what you actually need. Well, there's two methods of doing this. You can run this, get the name, go find the DLL, run it again. I guarantee you there'll be more and more and more. Or you can use this program, Dependency Walker. Dependency Walker was developed by Steve P. Miller. And it is distributed, and I think actually owned now, by the Microsoft Corporation. And what this does is you can just download this off of Google, just actually go type Dependency Walker into Google, and you'll find a direct link to it. Go ahead and select the executable you want to release. In this case, mytest.exe in the Release folder. Uh-oh. Air is detected, air opening file. What this does is it tells you exactly what this program needs to run. You see, mytest.exe needs kernel 32, which it found. That's part of the operating system. MSVCRT.DLL, Microsoft Visual C Runtime.DLL, another Microsoft Visual C Runtime.DLL. And then it needs this MingWM10.DLL. What is that? Well, with Qt, I should say with Qt Creator, we use the MingW Compiler. So it needs the Ming Runtime. If you compiled your code with Visual Studio, chances are you're just going to need the Microsoft Visual C Runtime. And then you, of course, need the QtCore4.DLL and QtGui4.DLL. What are these? Well, all those namespaces you import. Let's go back into our program here. See how you've got QtGui. And then, of course, you've got QtCore right here. QtCore and GUI. Those are the two libraries you're actually importing right there. So you need the underlying library, Core and GUI. So there's Core and GUI. Now you notice how it's QtCore4 and QtGui.DLL. When they actually upgrade this to 5, it'll probably say QtCore5 and QtGui5. So you should bear in mind the different versioning of the DLL. So that's why this program won't run. We're missing these DLLs. Remember when we tried to run it, it said missing MingWM10.DLL? Well, let's go find these things.  Here is the Ming32. Now you can typically go out to the bin folder. And then you can find what you need from there. See there's that MingWM10.DLL. Now here's the tricky part about DLLs. You copy and paste this out here. Let's actually get rid of these object files and all that mock stuff. When we run this, now we've got the Ming10. Suddenly it wants QtCore4.DLL. Remember, back from depends. It has this. Now we need QtCore4.DLL. So let's go find these. And what you need to look in is your Qt installation under Qt under bin. And I know that sounds a little confusing. So let's actually step through this. You've got your Qt installation. And then there's 2010, 05, and then Qt and bin. Now I've done this couple times, so I kind of know what to look for here. You're going to want the Ming. You're going to want the libgcc. And we want the QtCore4.DLL. Now you notice how there's this Corde4.DLL right underneath that. What's the difference here? Well, Core4 is the release. And Corde4, notice the D, is for debug. So if you did this in debug mode, you'd have to release the debug DLLs, which are much, much bigger. 2.43 versus 37 megs. And then we'll grab the QtCore4. Copy these. And let's just paste them right in here. And let's just copy and replace that Ming. So now we've got our DLLs here and our EXE. And we run this. Magically it runs. So you can't just hand over the EXE. You've got to actually hand over these DLLs also. Now, these DLLs can be in the same directory as the application, or more typically, you put them in the system directory, which is like C, Windows, System32. That way, any program that uses those DLLs will be able to use those. Now, there is a trick here. And I want to show you something very important, because I know some of you out there are going to make this mistake, because I've done it a couple times myself. Let's go back out to the Ben folder here. You notice how it was Qt 2010.5? That number may actually change depending on what build you have. And then Qt and Ben. Well, if you go to Qt, there's our Ben folder. Go back up to 2005. Notice there's a Ben folder right here. If you go in here, notice there's a Qt4 right here. Let's copy that. Go out to release and let's paste this out here. Core4, actually, let's rename this right here. That way, I don't have to go hunt for it again. Now, it looks like we have all the information we need here. We have all these DLLs. But when you run this, it says the procedure entry point and then some wacky thing could not be located in the dynamic link library, qtcore4.dll. What does that mean? I mean, we got the library. It's right here. What's going on? Well, the answer is very simple. Qt was compiled with Visual Studio, a.k.a. the Microsoft Visual C++ runtime. Qt Creator was also compiled with that. But your programs are compiled with MingW, a different compiler. So you need a different set of libraries. The library that we have here was compiled with Visual Studio, this old one that actually runs was compiled with Ming. Now, how can you tell the difference? Well, that, my friends, is the trick. You've got to really know what you're looking for. Unfortunately, I'm not really qualified to tell you that. But you can kind of open them up in DependencyWalker if you really want to. So let's open this up again. And notice it'll say errors detected. And notice how it's complaining qtcore4. DependencyWalker is actually a very smart program. It knows. You see these NA, NA, these entry points. Actually, that's the one right there. It was complaining about. So it can tell you ahead of time if you're going to have problems. Now, if you're wondering what all this stuff underneath, and that's how you can expand and collapse, well, you guessed it, even these DLLs have dependencies. So qtcore4 needs to have kernel32, user32, OLE32, I mean all these other things. And yes, the Microsoft Visual C runtime, 9.0. So let's go back out here. Let's delete that because we don't need it. Rename this. And let's open up DependencyWalker again. Let's actually close that app. And notice how it didn't complain about any error messages and qtcore4 is all green now. It's because it's checking all the entry points. That's how we know this thing's going to run. Now, what that says is that your system has all the DLLs you need. Doesn't say that the end user system's going to have all the DLLs. In a perfect world, what you would do is you would take your executable and all the DLLs and package it up and give it to the end user. Now, in the real world, it's a little more complex. My recommendation to you is to go out and get yourself a good installation program, such as install shield and of course, now that I'm on the spot, I'm drawing a blank, I know there's some really good ones out there. Drop me a line on YouTube if you want to mention.  But they will grab all the DLLs, all these files, and they will package them up nice and neat for you. And then when it's installing on the end user's computer, it'll check to make sure, do they have it? Yes, no. If they do, it won't touch it. If they don't, it'll install it. So from your friend's perspective, he runs, yes, an annoying installer where he's doing, next, next, next. But then everything just magically works. And he doesn't have to really care about all this mess that is under the hood here that you have to worry about. Now, the good news is the majority of these things are already going to be on the end user's computer, like kernel 32, Microsoft Visual C runtime. Those are pretty much all on the end user system. So are like OLE32. Unfortunately, I can't list them all. But just know that the by and large of the majority of them are going to already be. Now, we needed the libgcc underscore sdw2-1. Remember, I grabbed that initially. I've done this a few times, so I know just through trial and error that you need that. And that's because it is compiled with the libgcc. All right, enough talking. Before I go, I wanted to say thank you, everybody, for your continued support. I want to dispel some rumors that, no, I am not going to stop doing cute tutorials. I'm actually very fond of cute. Actually, my goal is to get over 100 tutorials by the end of the summer. So if you've got any questions, comments, concerns, drop me a line. Just please be patient. I get just an ungodly amount of messages. I had just 200 over the last day and a half, and it's going to take me a while to sift through them. So shoot me your feedback, but please be patient if I don't answer you right away, because I'm trying to catch up with everybody. Anyways, this is Brian. Have a good one.