Alright, welcome back. We're going to continue our speeches here in the Essie's Village. We had Keith Conway and Cameron Craig. Today Keith and Cam are going to give you a crash course in how to hack the monolith. Cam was the man on the inside with a desire to develop change. Keith was a consultant on Cam staff who acted as an advisor and the link to get the techniques you're about to see into the company. Keith and Cam hope you come away not only entertained but educated and empowered by their framework on your, your own. Let's give our attention to Keith, that Conway and Cameron Craig change agents, how to effectively influence intractable corporate cultures. Alright, thanks for coming out. I really appreciate you guys being here after seven o'clock on Saturday night when it's peak party time at DEF CON. Real quick, I'm Keith, this is Cam. We're here to help you guys figure out how to hack intractable corporations. Just a quick show of hands, actually hold a second. Disclaimer, these are, this is our story. These are our opinions. Your mileage may vary. Don't be evil. So how many people have worked for or currently work for large corporations? Okay, awesome. How easy is it or was your experience of trying to change or get the culture to move? Exactly. So everything we talk about tonight is going to go back to this thesis right here. Corporate culture is hard to fix because of a fundamental misalignment of shared vision, shared value, shared culture and shared change. So everything we talk about is going to come back to this. And we want to give you guys tools to take this and have an application tomorrow and not just have this be all theoretical. So I came with a lot of theory. Cam's going to give us perspective from kind of like the guy on the inside. And then let's just jump in. There's a tonda to go over. So this happens because of what's called the innovators dilemma. Essentially what was your competitive advantage in the past becomes what's called like a legacy problem over time, right? And if you're really interested, look up a guy named Clay Christensen. He's a professor at Harvard. If you heard about disruptive innovation, a lot of people in Silicon Valley use it improperly, but he's the guy who kind of coined the term. It's also because of exponential growth, right? So the rate of change is accelerating things like in less than 10 years a phone is going to be as fast as your brain, less than $1,000. And that just changes everything. So what happens is right now, if you don't change, your company is going to go under. But you can't change because of fundamental misalignment of shared vision, shared culture, shared value and shared change. So it's all about how do you craft a narrative to get everybody to carry on and kind of, you know, share the vision. But first, we got to look at large corporations are essentially complex systems. And complexity theory is really tricky to kind of pin down. So let's just look at an example real quick. So there's an idea of complicated versus complex. If something's complicated, it could be like a plane flying 500 miles an hour through the air. But you know, it's more or less predictable because the probabilities you're not going to crash. Like it's tuned very well to be predictable versus a complex system. You can have the same input all the time but the output could be different. So like predicting weather is really, really hard. So this is a whole nother talk in and of itself. We're not going to get into it. But suffice to say, there are three properties to kind of focus on. Non-linearity emergence and adaptation. Non-linearity is the idea that the same input can change the output based on context or state. Emergence is the idea that groups will exhibit behavior that individuals won't display in isolation, meaning you're going to act differently in a group or a collective versus individually. And adaptation. People in groups are going to change based on responses to the environment. So let's say you use bookstore. You want to maintain homeostasis and equilibrium. And you want people to talk on the phone because if people are talking on the phone, they're going to leave. So this is kind of like a passive aggressive signal to the rest of the group that, hey, we don't want you doing that. Now, whenever you're doing OSINT, we're going to come back to this later. It's really easy to try and just take a ton of information and figure out how to use it. But this is one of the ways that you can deal with scale. You've got to look at whether the, well, let's look at homeostasis is actually a collection of how relationships, values, resources and objectives work and networks. And that's essentially what your corporate culture is. And that corporate culture will change based on how the market is changing and based on the behaviors and expectations of your employees and your customers. So again, this is the OSINT slide.  And lastly, what do they think success looks like? Because what they say on their LinkedIn is how they perceive their position versus what the job description says, which is going to be different than what their boss or the company as a whole thinks they're going to say. And again, it's all about a fundamental misalignment. So it's a human centered system and that's what you've got to design for. And this kind of comes back to our background. If you look us up, which is from design research and design thinking. But let's get into the next step. The shared value system is a shared culture carrier wave. If you want a transformation, you need three things. You've got to solve your unmet customer needs simply, right? Any great company now does this to a T. You've got to build a great company. A company has got to be profitable. It's got to be able to invest back and change. And then third, you've got to have happy employees that take pride in what they're doing and have a purpose to get out of bed and come to work every day. Otherwise, they're just coming for benefits or just coming for pay. There's some other thing that's keeping them there that's making them work hard enough just not to get fired. So let's unpack this real fast. Customers, they're your lifeblood of your business. Without them, your company won't exist. You're going to solve the customer needs simply, build a great company, got to be profitable, change is inevitable. You got to find a way to invest and keep that going. And then third, your employees have to really take pride and enjoy what they're doing. And this is kind of you need all three things. You heard Jason talk about customers and employees or employees earlier. They're part of the figure. So it's customers, employees and your business all together.  And that's going to go from what the CEO thinks to what the market says is valuable to what your organizational culture says all the way back through your customers. And there's going to be so much information that you're going to have to have some strategies to kind of collapse this and make sense of all this to kind of optimize your signal to noise. So the first thing is about mapping the architecture of power. And the other is about mapping continuums of scale time and expertise. So the architecture of power is all about like your your formation story. So if you're Facebook, primarily a developer culture. So if you don't code, you have no say you've no vote because that's essentially how they communicate. We came from retail and in retail, the marketers and the merchandisers had all the power because back in the day in the early 1900s, the catalogs came out. If what you had in the shelf didn't sell, you're out. So those guys had the power and that doesn't change over time. So that will help you see, you know, where the power kind of comes from. Second, continuums will give you trends of value systems and this is how you kind of make sense of dynamic kind of chaotic systems. So for time, if someone's been there longer, they're less likely to want to change. If someone's newer, they're going to be hungrier for change. If someone's more of an expert with 35 years of experience, there's a very little chance that they're going to think differently about what they know and getting them to kind of see is going to be a lot more of a challenge. So Mekazenko wrote a book called Red Teams. One of his main premises is that the sea level essentially won't really know what's going on because no one below is incentivized to tell the truth. And this is going to be one of the biggest challenges you're going to deal with. So how do you become a change agent? First things first, there's this thing called a prisoner dilemma. It's if you're into game theory or game mechanics, it's basically about how do you cooperate when you're rational, but people act irrationally. So let's say camera and I get tired of doing what we're doing. We rob a bank. We get arrested. We get arrested.  Please give him the same the same deal. What ends up happening is if we cooperated, we'd both get one year and hit a little bit of a pain. But what ends up happening is we rat each other out. And we both get 20 years. So we're rational individuals, but because we're motivated by self interest, this is what happens. So an iterated version of a prisoner's dilemma, meaning a version that remembers history. So we remember history because we're interacting with one another every day. And you remember how someone treated you the day before. The dominant strategy, I mean, the thing that works the most is called reciprocal altruism, which is you respond tit for you do the most altruistic thing first and then respond to it for tat, meaning you do a nice thing or try and solve their problems.  So this idea of solving someone's unmet need, this is the golden rule of influence and where everything starts for our framework. So if you take Michelle and Chris's class, they'll say, how do you leave someone better than they found you? What we say is how do you solve someone's unmet needs, whether it's your customer, or in this case, the employees that you're having to work with. So again, when you're thinking about how do you solve someone's unmet needs, you got to be keep collecting OSINT, but what do you collect? What are their unmet needs? What are the points of friction? What do they love and hate about their job? And what do they think success looks like to them? Even if you're interviewing, ask the same people the same or ask the different people the same question, you're going to get 1000 different perspectives. So the challenge for most people is that they will not suspend their ego. If you do and just worry about getting results, this this took me a long time to learn when I started out my career. But once I figured it out, it was just like I took off. So two more quick theories. People work essentially for achievement and recognition for achievement. There's industrial psychologists back in the 60s, Frederick Herzberg, you can check them out. But people also work for affiliation, influence and achievement. And right now, this is an economy of attention. So think about how does someone want to exert influence in front of a certain kind of group within the company, whether it's a marketing team or developers or whoever. So maybe I won't. So now kind of putting this into some context using a lot of the building blocks that Keith talked about specifically within an organization, this concept of hyperbolic discounting comes up where largely people are motivated for the short term gain versus the long term gain. And as Keith was saying about suspending your ego, one of the things that in doing that, you're more motivated for the long term gain versus the short term gain, which is a mindset that you have to have throughout this, like this is kind of a basic of this entire thing. But largely people are motivated to kind of do things in the short term that make them look great, pull a rabbit out of the hat, make the boss look great. And ultimately they're not thinking about that bigger picture, which you are, which kind of goes to this idea of the prisoner's dilemma as well, where everything that most people are thinking about is in their silo. What is it that I'm doing today to make myself look good to ultimately get the bonus, to get the recognition in my space? And the result of all this is people become incredibly predictable, which means you can actually use them, seed them with concepts and ideas that will give them that short term gain. While, you know, in the background, what's going on for you is you're building towards the long term gain. So the first thing is this idea of psyching yourself, which is the thing that took Keith and I'll say myself a long time to learn. It's this concept that you're actually giving things away. Now you're not giving things away necessarily for free. There is a ulterior motive, but what you're actually trying to do is you're solving unmet needs for those people that you're giving these ideas to, which make them look good in the short term, which builds rapport, which ultimately turns into support. And that long term support for your idea, your larger picture, is what actually develops change. So this isn't to say that you just blindly are walking around the organization, dropping ideas off. One of the first things that you have to do is a threat assessment. And we're not necessarily saying this from a negative aspect, but you need to understand who is a gatekeeper, who's a megaphone, who's ultimately there to influence other people.  And through this you're kind of making a list of the people that you're using for these various activities and you're also eliminating people that you don't need to message to, or that you need to keep at a bare minimum just sort of tertiarily involved. So remember their ego is actually your friend. You're actually enabling their success and they need to feel that you're enabling their success. And they also need to feel that somehow they are key to your success. It's a mutual arrangement. So you prioritize their ego above your own and ultimately you seed them with the ideas that you want to come across in the larger picture. We'll talk about this more as we get into some of the techniques. There's another thing about this that we've discovered is this idea of oscent being very fluid. So we get attached to our information, our ideas, the things that we know, the things that we hold dear to some degree, the things that we've discovered first. And it's important to remember that this information is extremely porous. It's also time sensitive and it's always changing and it's always going out of date. And on a bad day it is potentially misleading. So the thing is to never get too attached to that because the system is always changing and thus your information and ultimately your oscent is changing. Some techniques for cultivating oscent within the organization. So we've been talking about using social capital to gain influence. That's the first thing. We talked about threat assessment. So there's that idea of constantly looking at the threat or the opportunity. And in these large sort of matrixed environments the further you go and the more that your message travels what you end up finding is there's more and more people that you actually have to assess and each of them has some way of sort of catapulting you up to the next level or potentially taking you down. And as these organizations change mold into one another or collapse you've got to kind of continue to take not only the information but the people into account. So the cycle of oscent in a nutshell. Suspend your ego. The biggest one. It's the hardest one as well. That continuous collection of oscent and knowing that it's porous. The continuum reevaluation of the people that are working with you. And then ultimately expanding your influence. So you're actually trying to target the folks that you know can can take your message the furthest. And a personal note out of this. One of the things that we're really big on is this idea of personal resilience. This process is not a short term process. This is a long term process. I think everybody laughing about how corporations don't change. Understand the fact that it takes a really long time to make change happen. So it's kind of not for the faint of heart. It's definitely one of those things that your primary objective is this forward movement with both the knowledge that you've gained and the sort of influence that you're building. That is it. It isn't really to some degree about the smaller things that you're dropping off. Because the other end of that is you can immediately get sucked down into mindless detail. Tons of meetings. No decisions. And the biggest thing in all of this is it erodes your ability to think. And that is one of the things that when people come in fresh they've got a perspective. They've got new knowledge. They've got new ideas. And over time that erodes to the point where they become like everybody else stuck in a silo. Super important to remember there's more of them than you. You are walking amongst the sheep. And you know with that new miracle superiority comes the potential for being sucked down to the point of death. Not literally. But you get the meaning. So the next bit is around the content and the narrative. Right. So it's this idea of you're coming into a situation you need to learn the narrative so that you can change the narrative. So as Keith asked in the beginning everybody's experienced these issues. We all have a common framework for this working in these large corporations. But for some reason we don't act. Things don't change. So we asked why. And a lot of what we found is we as we've gone through this process is the first thing is obviously ego which we've been talking about and people feel a threat to that. The second is this idea of the elephant in the room.  Or I feel uncomfortable because I've got challenges with my boss or the you know the people that I work with etc. The last one which seems the least nefarious but is actually the killer of large companies more than probably the other two is people actually don't know where to start. The problem is so big and they work on one little piece of whatever it is that they do in the company and ultimately they don't see the bigger picture. They've forgotten the customer service really matters to a retail organization as an example. So how do you rewrite that narrative. So a lot of this is the sort of social engineering tricks that we've been using which is to focus a story on something simple that people can get and understand put some theater behind it. So even even the way we present our style tends to be very visual these kind of quick hits not a lot of bullet points. The other thing is to have a plan and to be succinct and have that plan hit at every level. So it needs to solve the unmet need for the person who you're trying to influence at the lower level and at the top level it needs to kind of be the macro plan. And then the last thing is don't be afraid to get kinetic. We'll talk a little bit about what that means. So we thought we'd show a little bit of an example around the work that we've been doing. So this is the concept that we kind of came up with which was this ever-changing thing within Macy's. So the story is the world is changing away from this as we all know to this. We also threw some financial things in there to kind of shake things up. The customer is also changing. We however are not. So this is a little bit of theater and this is actual real photos of the environment that we work in. Lastly, scaring with their competition as those people are beginning to fail in the industry. So this is actually a photo of the Sears corporate campus looking at the Sears Tower both of which have been sold. And as you know most things Sears are being liquidated or sort of unbranded. And the next step is you have to have a plan. So our idea was that Macy sees as this magical connection point between customers and brands within the organization brands are referred to as vendors. So they're sort of seen as a subordinate and the idea here was through the use of data mainly that we would be this amazing conduit between these two groups of people and that we would actually bring them together. So this idea that the future is not cheap products. It's bespoke products. Customers actually want tailored products. And hey look we happen to have both a very large virtual presence and a very large brick and mortar presence that we could use to enable this stuff. Manufacturing is getting cheaper and wouldn't it be great to make things in America again maybe in all that real state that's sitting around. And lastly our pitch was that essentially we would use the data that we already have to fund this effort. So it is a zero sum gain in terms of or a zero sum spend in terms of what they need to make this happen or at least get us on the books. So out of this one of the things that we also learned is you needed to create a vision something that people could take with them and our two things were it should be eight words or less and the message should be so simple and so easy to get that 80 percent of it kind of drops away and the person that you're influencing their narrative takes over and they're the thing that is actually filling the gap and kind of selling it forward. So again back to our example the best customer experience wins five simple words. We also kind of threw some payload behind it what would actually enable that this idea of simplicity convenience and trust kind of the baseline of everything that needs to be done. And lastly as Keith had said we made the pitch that this is actually the brand in a company that hangs most of its importance around what the brand actually means saying that the customer experience is the brand really kind of drove that home for both merchants and marketing who are the power structure. So what about getting kinetic. So we had learned along the way that there was going to be a meeting of basically everybody who is a decision maker to go or no go this. We staged ourselves outside waited for everybody to show up. They were about 20 minutes in talking about this this plan their version of the plan and we literally slid this under the door and got the attention of one of the people who was in the meeting who picked it up and was like oh my God they've solved our problem. The next thing that we did kind of to prove some of the points around why this was important early on in my career there we had this pop bookmark two popes ago. And it was largely thought that for some reason this thing didn't actually exist in our inventory. It was a it was a flaw in the data. The funny thing was you actually see on the website that it's available in stock ready to go. I'm actually having this conversation with our CEO who doesn't believe that this is reality. And then I hear furious typing on the keyboard in his office and sure enough he finds a whole stack of them available for delivery in the DC. Interesting. So this kind of became a bit of a badge as well. So I bought as many of them as I could buy and I left one in inventory so it would continue to show up in search results so that we could keep this kind of going every single time I met with an exact to give them any sort of book like red teaming or change by design they'd get a bookmark. So they started collecting them. So originally it was like oh Jesus handed us another bookmark and then largely it kind of became a symbol of I'm in the club. I'm in the now like yes there's a little bit of shame involved but on the other end. I'm thought of highly enough that I would actually get these bookmarks so these became highly collectible within the organization. All right. So one of the things we did was called a journey map and basically all the journey map does is you map left to right an actual process. So all the kind of greenish yellow posts in the top. This is like what checkout looks like. It's like 30 plus steps which is way too long to just check yourself out.  So basically you go you hang out with the associates you interview you literally have them map out what it is like for a customer to go and shop and check out. And we do two of these to have two different stores and this helps you kind of figure out what the process is and how to deconstruct it. But the problem is no one really understands these kind of flows unless you're highly technical because it's just there's a ton of stuff to just cram in your head. So Kim's old boss said someone should just get a couple go pros and then record this thing and then show them how long it takes. So we did that. This guy here is a buddy of mine and that's another friend of mine on the top left. We did a three person cruise super fast and light. We didn't tell anyone we were doing this because if we did then all of a sudden other groups who want to come in and we have to use our editors and do this and this would have taken way too long. So next one. So this is a bunch of tactical packs and just gear I had because I got a film background and we just went light and fast a couple grip arms for go pros 4k jam sinks what's called double system sound. So we actually had shotguns hidden wirelessly back next and we set it up and filmed it like a little TV series. So we have the left side the right side the POS meaning the little register guy so you can actually see the details of what's going on during the transaction. And we had a little handheld guy in a gimbal and we edited it all together and we got really lucked out. We had one person or it was one person as a main character and then three others that kind of came around 15 minutes to check out and we actually had the whole sea level set and see that as a pre read what's called a pre read before we had this meeting kind of last minute. Now you're not done until the output is right. So this is the boardroom that Macy's and it's super old school and I don't know if you guys follow a strategy but this day mercury with much regrets all the tech was getting whacked out and we literally had to go and troubleshoot the scalar and I had to go with the tech with the satellite team to make it work to make sure it presented properly because can was in San Francisco we were in New York you can't send high definition video through the network because it's just going to clip and play and you know they they think it's just like okay whatever it's no big deal but it's a lot it's you know it takes a lot to get the it to go so you guys are all in security so you know this admins are your friends they help you make it work but again you're not done until the output is done and tested. So I think one one thing about this at a higher level too was we did this as he said to illustrate the point and it was it was done in a matter of you know a couple of weeks and it became an undeniable fact of how things actually worked where a lot of times people were saying oh no there's there's a reason why you couldn't you couldn't actually deny the fact that things didn't work when you saw the video and it was a huge moment of change like you saw that sweep across that boardroom from the chairman on down or like we have to fix this and I don't think that that would have been done had we not been able to capture that and actually show customers struggling through that process. So how do you know how do you know when you're getting it right. The first thing is the narrative is shared it's a shared vision people start adopting it people start saying oh I understand that and yes like I'm all about simplicity. The vision is something that everybody kind of buys into and it enables them at the level that they're working at but they're also seeing it in the larger picture and it also ends up being something that they can see themselves in like yes I want the company to be simpler and ultimately as we've been saying throughout this needs to solve an unmet need both for them and for the company at large. People do want to actually show up and do a good job. We definitely saw that even in something as large and monolithic as the environment that we were in but they need to have something that they can attach to and actually feel tangibly involved with. You also know it's working when they start using your ideas and words so all of a sudden like these hack shirts showed up I was like whoa. Okay. I want to hack the company which is concepts that we had been kind of throwing around through both the idea of red teaming and you know sort of our larger experience in terms of things that we had built on the fly. So in the end the process from there is this idea of adapting it right until you get up as far as you can go and for us our feeling is that without buy off from the CEO and without a mandate from the CEO change is probably going to be pretty slow. So again back to our main concept. Everyone wants to be a hero so they want to be able to be a hero to their boss but they also want to make sure that they're achieving the things that they set out to do which are normally called KPIs. One of the things that we realize is we kept doing this we kept getting invited to larger and larger meetings with bigger and bigger divisions around the company and everybody had their own version of what they thought success was that we ended up having to kind of map back to the larger thing. So we have to kind of tailor the messages we're doing that. So again back to the personal side of it remember Sloan Steady it takes a long time to get there but the message ends up being the currency that is being traded and ultimately they're bringing the message forward and they're bringing you along with it. So a couple of things back to this and talking about tailoring. So one of the largest groups that we needed to influence was merchandising and two of the things that they care about most are this idea of relevancy product relevancy how do you actually get a customer to the right product and partnerships. So we wrote a vignette where we talked about one of the partners that we were working with Fitbit using their data to enrich our data and ultimately use that to drive what the customer sees on the website and we pitched this idea of an you know a dynamic page that would not only present products but also would present ideas for runners as an example and because we know that you're running and how much you're running from Fitbit we can also recommend products to go along with your Fitbit. We also could say hey after a while Nike shoes wear out you do 10 miles a week you should probably be switching shoes out every 45 days. And again this idea that the data is really the currency in that mesh between data stores is ultimately the thing that's going to drive a better experience. So how did it work? It worked pretty well. So this is an actual message. The names have been blanked out but you can see it's hey Cam I just got off the phone with the head of merchandising and apparently you guys were hit. They apparently couldn't stop talking about the presentation and how important it was. They think you guys are super smart and they want people to see it. Awesome job. Which actually did get us to the place where we were developing content for the C level. So these are two folks that are on the board. And the thing that you can't see is this slide so they actually just pulled the slide straight out of our deck and stuck it in there which was pretty amazing. And that's what you want to actually have happened.  The secret sauce is basically getting them to take parts of your vision and they're going to use that to make themselves look good in front of their own bosses and then at some point they're not going to be able to explain the whole thing. They're going to be able to do parts of it. So they're going to need to have to bring you along too. And if you take some time to kind of polish your presentation kind of how you how you move then it'll be it'll help. And this is essentially the secret sauce. It's as you're solving unmet needs for people you want to do that in a coordinated manner because if you just do one and okay one group like the tech tech or design team they're getting their needs met but if you can do three or four in parallel everyone's going to be going here but you're going to be pushing the value up here. And so as everybody is kind of acting in their own self-interest they're going to actually help you get to where you want to go which is changing the vision. And that's a subtle way that you change corporate culture without disturbing the equilibrium within the bigger beast. So again as Keith was saying too it's all about the efficient amplification and again in large companies what it usually comes down to not to be totally crass is the finances it's people's personal finances it's the thing that are the objectives that generate their salary their bonuses etc so at a low level you're using that. At a higher level the performance of the company the ultimate performance of the company is what the C level is judged on and that has a trickle down effect. Most people that we encountered never really thought about that they thought about their own KPIs and the things that would generate the highest possibility of a bonus for them. They never thought about the fact that some things that they were doing were contrary to the larger picture or even to other groups the prisoner's dilemma to some degree. So getting them out of that was a huge step forward. As you're kind of climbing up this rung the important thing is again to get out of the micro and stay macro so people are ultimately going to be thinking about the things within their silo but the thing that we're ultimately trying to do is make sure that that macro level is represented. Now at every level the thing that we're also trying to do is in addition to the OSINT that we're throwing out we're also throwing out tangible ideas to help them get to their goals which largely should if they're coordinated get the company to its larger goal. So this idea of a shiny object at every point. So we're helping kind of seed ideas that make the larger vision work and the objectives at the divisional level. And then ultimately the thing that you're trying to do is we've been saying is you're trying to get that buy off from the CEO and for us specifically we were trying to get red teaming as an actual signed on activity within the company that was sanctioned that we would control. So in the end it comes down to kind of are you in or are you out? Both you the individual and the company. So we want to acknowledge that it's taxing. It definitely was something that we had to keep pushing towards. The other thing is you can lose and win or win and lose depending on how you look at it and again that's all kind of mindset. Or you can get to the CEO and he says I'm in and it's great if he says I'm in and doesn't suffer from the but where do we attack this problem and you get a clear direction. But in some cases you get I'm in and then nothing materially changes. And these are all kind of the risks that you take when you're trying to make change happen at this level. But it really is about that resilience and I think that's one of the things that we've learned is we actually did win the company one. We might not have gotten to all of the goals that we wanted. But at the end of the day the learnings that we took forward and the things that we gained from this were a huge win. So outside of the company there are other people that did win. So this idea that we were talking about actually got patented in the time that we were throwing it out. So this idea of making manufacturing happen at a very localized personalized level our friends at Amazon have patented that. At the same time they also decided that they were going to up their game in terms of customer service through a small company called Whole Foods. Back to us internally and again to the KPIs you can see here this is actually the real stock chart for the last year. We put arrows where we actually made the presentation to the CEO where a lot of it was let's change how we're messaging to the street and let's also change the core objectives of what we're trying to get through as a company and make that extremely clear. And the company value actually went up by 10% in that timeline. So you're seeing the peak there. Lastly for those who are trying to be change agents the thing that we've realized and we've seen it while here at DEF CON the last three days is this pattern is everywhere. We've just talked to people in the halls and it's like they're regaling you with their stories like I worked at this company and it's the exact same problem. Like it is not confined to a single sector or a single industry. It's everywhere. So there is a ripe opportunity for change and people that know how to change our thing is we think that we're kind of just at the genesis of this and it's really beginning to take hold in terms of something that people are looking for in terms of help. So in the end you're trying to build shared vision, shared values, shared culture and sharing in the change amongst the employees, the business and the customers. So at the very end if you remember nothing else take a picture of this or look at this solving unmet needs for your co-workers is how you kind of start building rapport. You got to suspend your ego so you understand how to leverage your social capital because that's your currency. Learn the current narrative then change it keep your message simple less than eight words and then strategically coordinate the vectors like we talked about earlier and then just rinse and repeat adapt and iterate until you hit the CEO. And that's our talk. Thank you. So does anyone have any questions or no? Sure. It's a challenge. If you're just going to have a simple idea and then everyone is going to be pulling it and you can't stop that then you may not want to be working there because the culture there is one of it's not not going to say theft but it's not egalitarian in a way. It is a challenge, you know? Or do you have any? I mean I think the thing that we've had to do is it's constant innovation so we're always trying to be at least nine to 18 months ahead so the things that we're trying to get done now that people would potentially steal I'll borrow that word I'll steal that word is the stuff that we had conceived 18 months ago so we were already on the the way to a new concept that we were trying to actually pitch and that is the thing that keeps you employed is you have to be in that space we are sort of forward looking beyond what's just happening today. It's a great question. So I've seen this culture in pretty much every company that I've either consulted for or ended up working for. You can get an audience with the CEO sometimes if you have that level of influence. For me where I was in the stack of hierarchy there were two layers above me between me and the CEO so I could actually pick up the phone and call him. The problem is you can have an awesome conversation with him in the minute he leaves the room you're gonna get pond off to somebody who ultimately is either at my level or a lower level and that is where good ideas go to die. So our thing was instead of having a feel good meeting where largely it's like yeah that's a great idea Cam let's go do that and then it's like I'm gonna bring in all the people from the 27 departments that need to get this done. Our idea was could you get the idea to them and seeded first and then go to the CEO with this sort of grander vision and have that buy in already done to some degree. Yeah. That one I'm hoping doesn't exist in every corporate culture but I've yet to see one that it doesn't exist because again people they're working in their silo and they probably want to do what they need to do to make their objectives. They're not really interested in your objectives without some buy in. Yeah. Working in a large corporation what should be the very top of that threatening business should be the CEO or your. Yeah I mean I think unfortunately it is the CEO he can either make or break what you're doing and in the time that we were doing this we actually had the fortune or misfortune however you want to look at it of having two CEOs the departing CEO and the incoming CEO and our choice was let's go after the incoming CEO because one he's closer aligned to how we think but he's also gonna be the guy who's gonna be the CEO. The previous CEO was definitely not a fan of any of this so it was again buy your time and wait for the new guy to come in. So it's a good question. I don't think there is one most important person in the threat matrix there are people in that matrix who are gonna try and be like you know no you're not doing this because it's gonna threaten me and people are gonna be like yes I want to do that so part of the matrix is understanding who's gonna help you who's gonna hurt you the ones are gonna hurt you just do whatever you can to get out of the way ones are gonna help you figure out how to incentivize them keep going and you know like I said there's so much we could talk about it that we didn't and trying to develop trying to develop this down to a simple to sync talk was a lot of work but in your case if you're a large company people want to just take advantage of certain things so one of the tricks we would use is okay hey if we know someone wants to sync us we get some other project managers to kind of help out and slow them down and then give them something to do because you know they want to have control and they want to have solidarity in what they're doing and that's fine but it's you know you gotta understand it's a complex system so it's not just linear where this is number one high priority this is number two it's like ebbs and flows so I was an actual employee so I hired well Keith was actually working there as well as a consultant but I pulled him from other projects and essentially saw the potential for doing this so we went after this that's more my style I think it's easier I come from a film background special effects and film sound so this to me is like a storyboard for a film but you know disguising a business plan and a corporate vision to get everybody kind of latch on to yeah exactly so for me it's easier to kind of see an image and it jogs what I want to say because I didn't have like a billion things in my mind always going on in parallel so instead of sitting and reading and that's the thing too like you sit in any kind of large corporation it's just like 200 slide dense powerpoint decks that no one reads doesn't matter what level they are and they see this I mean you can read this over lunch or over a cup of coffee on your phone or at your desk and just follow along like a story doesn't have any crazy big words it's all really simple it's that's the idea so it's just how do you keep them engaged as long as possible and it is a simple way as possible so it's a good question got one other thing to add to that I think one thing to kind of see in this is we have a a trick that we use where we put the most important point at the bottom so let's see if I can find one that's good that has that is a good one it's a strategy coordination hyperbolic discounting bias will help you build a vision and these other elements that we've used the iconography around are really the bullet points but it takes it out of that bullet that nobody's going to read and again you're probably going to pay more attention to the visuals and then whatever is being said but if we were to hand the deck off and not be here to present it it's kind of follow the bouncing ball where you read the thing in the black and that's kind of the main concept and then you're like oh I got it you know so that's kind of one of the the I.A. tricks that we are using across this sure yeah simplicity is the key to brilliance Bruce Lee again too these little icons it is like a bullet of list in a way just with the icons but if you guys go to thenownproject.com 10 bucks a month they have tons of icons this is really simple I mean it's royalty free unless you're printing t-shirts and stuff but this is just and again it's really easy but people will try and attack this so let's say oh you're just you're one of the designing kind of decks this is a pretty deck instead of it's one of our you know monolithic PowerPoint you know tomes of information that nobody reads so it's going to happen and don't worry about it just keep doing what you do keep it simple and keep pushing the message forward thenownproject thenownproject.com it's got amazing search engine so you can put any concept in and you'll largely get iconography that makes sense and if not you can quickly kind of come up with something else that will get you stuff thank you really thanks so much


There has been a lot of interest in using antiferromagnets for magnetic memories, due to their fast dynamics and resilience to stray fields. Such a memory was supposed to be switched by a spin-orbit torque. Here, Zhu and Ralph find that as a ferrimagnet approaches the magnetic compensation point, the spin-orbit torque acting on the ferrimagnet vanishes due to competing spin relaxation processes. This article was authored by Li Junzhu and Daniel C. Ralph.


If we as fans say those two in just one example are identical absolutely Identical enough. Yeah, and I don't think they are. Yeah. Well, no. Yeah. Yeah I don't know. That's your opinion. Yeah, of course Yeah, if an honor has got his hand on the Tottenham player Hmm, and there is some let's be polite to the PG mob people, right? There's some cognitive bias against Everton that allows them to say six or one and half doesn't know the other I'm gonna sec. Yeah, right. I know where you are just this way. Yeah, go right. So so we then start saying to the officials right They're exactly the same We didn't get a penalty. They did and they're like me Not exactly the same and ever and fans are going. Yes, they are and it's crystal clear. They're not because you just look at two photographs It's crystal clear. They are well, that's your opinion, but I'm saying that's what I'm saying, right? Put the two photographs up on screen right now side by side and we could argue for the next 10 minutes You know whether they're identical or not, but at the end of the 10 minutes I'll be saying another and you will be saying that they are tell me what's not identical about that.  But that picture there which has got our shirt on it It's took place in the game that you were a no, no. Yeah, so what come on? Yeah, yeah, where's the picture with the owner having his hand doesn't matter. It doesn't matter cuz that's yours Of course it's out Pedro who got was it Joe Pedro? Might have been Joe whoever it was Well, but whoever done the same as what owner did and then the action to move towards the ball The shape was ragged and that is what they are one was given and one wasn't given I get it But we we talk about this all the time if you take a freeze frame like or slow it down like DCLs, right? But that's what the bar look that okay But the pictures that were in the media immediately afterwards are the ones and I think ped knows this because we've had this debate before Where owner has got hold of the Tottenham player That they're both got hold of each other if you then allow that to progress for Two tenths of a second and an owner's let go but he's still got older the shirt and then you freeze frame and say there you go They're identical it's context, isn't it? You're gonna see the moving pictures Right, but they don't via. I don't use the moving pictures That's so they froze their picture where no not I had all of them and said it's six or one and a half That's that's the point of your day taken from the VA I think both of them Yeah, and that's the point that the penalty was awarded that I Could stop a million corners. I know right. I'm not disagreeing with you He's got all of it frozen two pictures and said I haven't frozen that website. I haven't frozen that website hasn't this was the thing that was up immediately This was the thing right? If you give your eyes don't tell you they're identical then I don't know what to tell you Let's leave it. Yeah, let's leave the audience will tell me now whether it was a penalty Okay, fair enough, but for the life of me, I'm not gonna go surfing the internet to find I haven't hang the sec to find I'm not saying you are One second. I'm not going to find a photograph with an owner with his arm on the Tottenham player Because I know it's there, but I'm not gonna look for it And then I could say well, we'll have that left-hand picture Number is that well beckers it? Who's number 18? Right If we then put up alongside That picture and then the one where Kuleshevsky and an honor a lot closer together and an honor's got his arm On the arm that he's got hold of the shirt Yeah, I'd say they're not identical and I talked to your audience and say go on they can decide and they'll conclude They're not identical because they're different photographs So it's all context-sensitive about what was happening in the moment and all I've picked you up on is the phrase they're identical I don't we're both penalties everyone in the comments is that identical looking at those pictures They will of course they will because those pictures are designed I'm gonna back away to someone on a shit here because my head's gone yet Well, I know but they were identical because and I'll tell you why they're identical because at the point where Kuleshevsky pulls The shit is the point where they decide it's a foul if we're grappling in the box They will go six or one after doesn't do that.  They're talking the space game, right, and I was like that was a penalty It went whatever that and they got clean He never said mean he went back to it and whoever it was who was there was like that is a penalty Because oh no, I'm just moved towards the point we interact now. That's where it is Who said sorry, whoever the co-commentator was on the day People We didn't get it right right so you're saying to me Well, if you've got your hand on them, then they're both doing the same thing I get that if that's right They're not doing the same thing in that moment shit Okay, right if the ball isn't live, right? And I this is a real I don't agree with either by the way They hasn't kicked it so I don't have this hand on the Kuleshevsky wasn't in a non-live situation It was during the movements the play wasn't it the but no not when the ball coming because he's moving to get away And he's pulled if I'm moving to get away no play all the grappling goes on in the pre-court during and immediately after the corner doesn't it okay, so they never a penalty then How do you well? I say both of them are penalties. I'm just disputing that that identical Okay, because all right, it's the other one that if you like the attacking player never has a hand on the defender So they're not identical. There's no there's no rigging that yeah enough right in the game He did well, I don't know I don't go that's the point so you can't say it isn't identical Yeah, but I've put it but you show me a picture. Okay, you show me a picture there And are we gonna see Peds by the way the picture Okay, he hasn't got them pet so the one on the left right is a player where the defender? I guess that's the guy in the gray. Yeah. Yeah is facing in the same direction He's pulling him back. I he's moving away from him There's the one on the right the defender has clearly got hold of the shirt But the play defender is be the player and on it is behind him who's moving away Presumably because that's what's stretching the shirt right so we're getting up into it a hot thing about me I'm not getting into I'm not either. I'm not getting taught that they're identical I hope there's no difference that I don't think the ball is killing in in evidence corner Kuleszewski's gold side grabs all the one on it rags them down as the ball comes in Yeah, and then that one the balls killing out and well, that's okay Kuleszewski's not gold So that's why the angles look different. He's doing the same thing I get it and I said a few minutes ago I hope ten minutes ago that we could talk about for ten minutes at the end of the ten minutes You will say they are identical and I will say no, they're not right and the word is identical They're both penalties All I'm saying is when you get into the cognitive bias thing with referees, which what we're talking about which is why Baz and The fans forum have written to Howard Webb blah blah is there's a series There's a load of evidence here that something is going on with referees where they Were polite to them. We say they're cognitively biased against our team


This is the avoidance part. The approach part has to do with the need to establish a shared fantasy with an external object and then the need to convert the external object into an internal object which in turn can be converted into a secretary object. This is a crucial, crucial observation. The bad objects, the bad internal objects in a narcissist mind are all representations of external objects. For the narcissist to have a bad object, he needs you. The narcissist needs you so that he can convert you into a bad object and the narcissist needs a bad object to get rid of the toxic waste that he is constantly generating internally. I can't overemphasize this point. It's crucial. The narcissist must interact with external objects. The narcissist and the schizoid, they are compelled, they're driven, they can't help it. They must team up with external objects. Why? Because they need to convert these external objects to bad objects. Why? Because they need to offload to transfer the toxic waste that they constantly produce onto the bad object and from the bad object onto you.   The narcissist uses you as a repository in reservoir of his shadow.  To externalize, to project, to get rid of, to throw out the sick pathological decaying, decomposing, decadent, destructive, stinking, horrible, toxic part of himself. To get rid of this gungrenous, to amputate this gungrenous organ, there's only one way to accomplish this. You need to take all this baggage, baggage of toxicity and and decomposition and you need to offload it on a bad object, bad internal object and bad external object. That's why the narcissist needs you. He needs you because he needs a supply of bad objects all the time. He reaches out to people, he flirts, he seduces, he does anything. He creates shared fantasies with business associates, with romantic partners, with colleagues, with neighbors, with family members.  And then he projects this bad object, which is now laden and burdened with the narcissist toxicity.  Now residing within the bad object and this internal bad object used to be you.  And this is the approach part. The narcissist approaches, you converts you to internal objects, so then he approaches the internal object.   So what you see from the outside is like approach, avoidance, love, hate, ambivalence, good treatment, caring, empathic, lack of care. Even I would say disdain and contempt. You see this, this intermittent reinforcement because the narcissist is not interacting with you, is interacting with your representation in his mind. All the bad objects in the narcissist's mind, all of them are representations of people outside of real people of external objects. And the narcissist uses all of them as repositories of toxicity, as toxic waste dumps. And to do that converts them to bed internal objects. Once this is done, once this is accomplished, once the narcissist got rid of you in effect, by poisoning you. It's exactly like poisoning.   At that moment, the narcissist is alone. He goes back full cycle, full circle to the separation phase. You remember how we started this lecture in the separation phase from mother when the narcissist had separated from mother as a baby. There was a void, there was a space, deep space, there was an emptiness, there was an empty core. The narcissist goes back there, having discarded you, having dispensed with you and with your, and with a bed internal object that represented you, having got rid of you in every possible way internally and externally. The narcissist has reverted to the separation phase.  The narcissist regards his intimate partner, actually everyone around him, as mother and father figures. So discarding you feels like separation. It's relieving, it's liberating, it's adventurous, it's courageous, it's grandiose. It's a good feeling, not a bad feeling if he is the one who had taken the initiative. If you took the initiative, it's modified, but if he took the initiative to discard you, it's the greatest high in the known universe. It's a literal high. It's a sense of utter cellular liberation. The narcissist has re-established a safe, solitary space in which he can feel finally that he does exist, individuation. The narcissist goes through separation, individuation.  He converted you into a bed object. He gave you back the bed object with its luggage.   You're horrible. Now you're the enemy. So he discards you. That's the separation phase.  He discarded you as a mother, not as an intimate partner, as a mother. That's the separation phase. And following the separation phase, the narcissist individuates. He becomes an individual. He has this solitary, endless universe in which he can become himself. He then falls in love with himself, limerence, infatuation, literal, with his newly discovered self. Because his new self contains only good objects. He just got rid of the bed object. At this stage contains only good objects. It's totally idealized. And the narcissist falls in love. The only time the narcissist feels as an individual and the only time the narcissist is truly in love in the fullest sense, fullest meaning of this word is after separation, initiated separation, after discard, initiated discard. Now don't confuse this with being discarded. If you are the one who abandons the narcissist or rejects him, that's an entirely different story. The narcissist's object inconsistency and he reacts with modification. I've dedicated a few videos to this other process. In healthy people boundaries define the personal space. With the narcissist boundaries are the space. That's a very critical distinction. Healthy people have kind of perimeter. They have border police. You know, where you show a passport and so on. They have border police. Then inside there's the hinterland. There's the country. And many, many good things are happening in the country and so on. So it's a healthy environment. With the narcissist the boundaries are the space. He can feel, he feels that he has a space only when he enforces boundaries and his boundaries are rejecting, humiliating, sadistic, aggressive. Narcissus identifies boundary setting with aggression. He identifies boundary setting with sadistic humiliation and only when he does this he has a sense of personal space which healthy people have just by placing the boundaries. To remind you of the reason that narcissists go through this process is to test your sufficiency and efficacy as parental figures within the shared fantasy. The narcissist is expected to provide unconditional love and acceptance. Never mind what he does. Never mind his misdeeds and his misconduct. Never mind how ostentatiously he had hurt you. So he's testing you.  He is reenacting early childhood conflicts and he's deriving some cases, sadistic pleasure from the whole process. But as you can see the narcissist lives inside his head in the fullest sense of the word. He interacts with only with sorry the lamp went on. He interacts only with internal objects and he uses external objects as conduits, as ways to reach into internal objects. With these internal objects he has everything he needs. He's totally self-sufficient. He's schizoid. He has sex, orthoerotic. He has services and he has supply.


Hey folks Shave our 1,000 here Today we're going to be testing out this as seen on TV We're going to review this Little race car set. We have two of them, but we're not going to open up one. So stick around. Let's do this together Okay, what we have here we bought this at what pharmacy we bought it at a pharmacy we got we got it on sale We got two of them. I think we gave we got them on I think we gave like four bucks a piece for them, but We've got two of them We're only going to review one of them because we're going to give them to grand boys So I think they'll like something like this easy to set up. It's got ten feet of track But it's got 200 pieces of glow track. It glows in the dark in the car Itself has LED lights in it. I'm not sure what batteries it takes but And Scott you can buy different stuff for it. I mean there's there's different ways you can roll it up Like once you're done, I don't know if you got to put every little piece together God, I hope not But you get stickers with it and you get a fun guide so not fun guy, it's not a It's not a mushrooms, but you get 78 decals. So You know to decorate your car up and stuff. So All right, let's see what what we can do with this Okay, and Grab a knife glasses get this open up here. Let's set it in here. Can you guys see okay? This out the fun parts one be trying to get everything back in there. So oh No, the car sealed hmm. I'll have to try to do it and look back together, but Let's say grandpa. You've been playing with us No, I'm gonna blame it on grandma. All right, there's the car. I think the other one Think the other one might be a blue car And you can buy different other cars and more track and put all this stuff together. Let's try not to Destroy any of this. That's just a filler I may have to resort back to the video to see how the stuff goes back in and of course they always They always crush everything, you know, even if you want to use that see but anyway There's some of the stickers you can get to Stick on your stuff. We're not gonna be using any of that and There's the track. Oh my goodness, and there's the fun guide All right. Well, okay, these are ready.  I Haven't read up on it as you can see on there and it opens out and you can do all kinds of stuff with this So what we're going to do Is we're gonna I'm gonna set this track up around this table and let's see what happens there's still two Three four five more sections here, but I figured just just around a test on this This is good enough And of course you don't want to use it on the table cloth because this will pinch and stuff but I put it on here because this is a glass table and when I looked through the viewfinder on the glass table there was a lot of glare and You pretty much see through you really can't see what's going on. So Monkey suggested using this tablecloth. So I said good idea.  There's a button right here on top. Get a light on here Button right there on top got what six leds? Yeah, two or six led lights All right, so All right, that's not good a screw that I had not even messed with Just popped out. So right there. These things are expensive too.  I'm gonna have to try to fix that if you don't get them on sale like we did They're what 20 bucks and and you got screws popping out. I mean come on now, but let's check it out I'm not impressed with it, but for a kid. I'm sure that's pretty fast, and I'm sure they would like it you know so See what we got going on for the money now for this for what we gave for yeah, sure But I don't think it's worth 20 or 25 or 20 or 30 bucks or whatever they normally run I don't think that at all and that's why I Mean, but you're not supposed to have it on the table either, but It does seem to be pretty durable Just do this and let it run on here for now. It's supposed to be able to do loop-to-loops too Now I'm not sure about a loop-to-loop on this thing so I Mean, I don't even know how you go about it Doing the loop-to-loop supposed to be able to do stuff like this. I Just can't see that happening Where did I see that? Yeah, like right here But let's I mean let's let's try it where these come before that I never thought about that. I should check Let's try something like this. Did they use one color? Let's try it Which you can take these apart individually to and You know making making me however you want them I guess so let's see No It's not happening. I mean it'll do that. That's kind of cool But yeah, that's kind of I mean, yeah, but but it's not worth 20 20 dollars I heard 30 or whatever Originally was so I just can't see when that kind of money on it When you know it was already falling apart though, like I said, I've dropped it what three times and Seems to be fine. I mean everything anything plastic is cheap. I understand that I get it folks But you know your kids they're rough rougher on it than we are and that's kind of cool so But I think they need to lower the price. I think it's it's it's a ten dollar ride and At max at best, but let's okay. Let's um Let's see if it blows in the dark. I'll try to get as dark as I can in here Now I probably didn't have it in the light long enough, but I Mean it is glowing somewhat So imagine if you have a light a lot longer it will blow more than that but I mean It's not really of course. It's not like it's gonna be on the box. So All right guys so conclusion It says age is three and up. I don't know how you're gonna get a three-year-old to even try to help put this together Which they like to do and Once it runs around the track a couple of times. They're not I mean How do you keep their attention on something like that? Especially if it keeps crashing they're not into an older children older children. Yeah, sure I'm sure be worth it, but it's cheaply made like I said that one screw fell out and all I did was you know Turned it on So I mean so you got screws that are stripped right out of the box Is it fun? For a kid it'd be it'd be a lot of fun especially when they're old enough to help put these together and they can do like Orange blue red and they can spend time, you know building their track how they want it and it just pops You know pops on and off. So for an older kid. Yeah, I'm sure be loads of fun, but guys for the money. I Would wait until it went on sale like we did buy it. I Mean that's that's why it takes so long to buy to begin with was because I you know, it's all plastic I knew it was gonna be cheap made they're asking way too much money for something like this I mean they ain't got that much money and something the cars most expensive thing about it and you know They build them in mass quantities. I mean they put out a million of these a day or whatever, you know, but The money if you haven't already Don't waste your money on it wait till it goes on sale then yeah, it's worth it But it's not worth the money other than that. I think it'd be all right. It'd be be a lot of fun for maybe a six-year-old seven-year-old, you know, like I said where they can build the track how they want it and Stuff like that You don't have to like just sit and be with them constantly because a lot of parents don't have that kind of time today You know, you got two parents working jobs and you get home and you have dinner and your kids do their school work And whatnot when you have time to do something like this, you know, and then the weekend what you want to plan something to go Do something with your children?  I know I've been there done that, you know working 1416 hours a day and I'll spend time with my kids And but I mean if you got the time sure go ahead But for the money if you got money to burn go for it But it ain't worth 20 to 30 bucks by no means I'd say $10 would be a fair price for this And so if they want to lower their prices price on these yeah, maybe even 15 But not not not 20 no more than 15 at all. That's that's my opinion now some people may you know your results may vary I don't know. This is just my opinion, you know not not You know, I'm not saying state in the facts and the facts is it's cheaply built and I think in my personal opinion Price is too high, you know, especially if a kid, you know Yeah, if your children's really not interested and you try to get them interested and they're not interested with that Play of one time you throw it in the box. You put it in your old self of five bucks. You know, it's not worth it It's not worth it to me. I said to some people it may be but I just think the price Is it a lot of fun? Sure. Sure. I wish I had time to Play with it myself and and get both of them out and set up both tracks and let them race around But I just don't have the time and I don't want to break it any more than it's broke You know, so when they get it, it's still gonna be good. So anyway, there's there's my final thoughts It's not worth the money. It is fun. It is worth some money It's not worth what the original asking price is of them. So that being said guys, thanks for watching. Thanks for watching my videos appreciate it and I wanted to show share something hang on one sec You guys marry me. No, no Nancy Jones one of my subscribers and I'm subscribed to her. She's a training train enthusiast model railroading and She's got a hell of a layout but anyway Nancy if you're watching this what I wanted to show you is is packaging like this You know, you get this let me turn the light on here and see if I can get you to Okay See these you know that clear plastic and packaging that you can get what I used to do years ago When I was model railroading when I built my little buildings like you did I used to used to cut these out and glue them on the back this clear plastic And it's hard to see because it's clear But you get the idea clear plastic and some of its thinner, but it comes in most packaging nowadays Used to cut them out glue them behind the windows, you know, and then when you put it together It looked like it had glass in it. So I don't know if you've ever done that before I thought I'd share a little tip with you. So anyway guys again, thanks for watching. Appreciate it Don't spend more than 10 or 15 bucks on it. It's just not worth it in my book but so guys, thanks for watching appreciate it and Hope you guys Getting late in the day now. Hope you guys had a good day and we'll have a good evening The rest of the week hope it turns out well for you. So I've been said guys I gotta go I gotta put this back together and Fix that little screw deal Yeah, I'm off for now. So I met the man legend. I'm out Bye-bye guys. Take care. That's not good. So Well that they have together


Everybody force and shake here pink 2022 flawless football hobby one box number 34 left-side serial numbers. Good luck on the random It's a three. That is a three. We're gonna randomize three times that we're gonna rip one two and Three on the names Jason a down to James D. All of our numbers here One two and three 18 down to four Jason a 18 William and 12 Justin W 16 Richard L 14 Gregory M 21 Kirk B 11 Brett W 5 JD with 25 Sean M 3 Nixie 20 Patrick E 2 Joseph D 23 Robert B 15 Bob a 9 Gregory M 10 Si with 24 Mike W 22 Billy F 1 Luis S 19 Gregory M 6 Lance H 13 Matt S 7 Peter M 8 Jamie S 17 James D 4 Perties, please that'd be pretty nice Vegas put up 63. Is it the Las Vegas aces? Who is that? There's a lot of points, but the Las Vegas a's Are you getting 60 you put on them? I was gonna say they might get 63 runs in like two months Dragon by the collar now Yeah, that's just outlandish the dude won MVP last year Joshua, and then they won the Super Bowl and Outside of Kelsey who was in our board receiver there? Right was it juju last year there is Tony Was it yeah juju Tony? Do we told you man happens fast? Happens fast. It's so weird. We sat at eight for like two hours. Everybody gets the urge at the same time. I guess MVS What's an MVS? I don't know who was I honestly don't know those three Chiefs are struggling more but The homes the homes is not the reason they're struggling I guess he's partially lame is a quarterback But I guess you I guess it goes to show you can't just expect to like run a back year over a year without like Good pieces around like around a quarterback got triple patch Pearson Irvin and lamb to 15 11 spot 11 to 15 That's Kirk B triple patch one of one Barry Sanders Frank Gore Adrian Peterson Billy with the one-spot that is super freakin cool all player warn Barry Frank Gore and Adrian Peterson Super super clean congrats Billy That's awesome, and that is awesome. What is that 50 from? They have a commemorative patch or some sort at one point either way. I think that's part of the laundry tag Whoo this goodness Super clean. There's a patch out of behind it of DeMarcus where 11 of 20 E-11 nice one there for Kirk. I think it's a tag dude Does anyone know if they have where like it's something that had that would not be a tag maybe? Cuz there's not enough to like definitively say that it is it's just white and it has a number on it It's a small number rookie glove signatures 16 of 20 Kyle Pitts little Kyle Pitts rookie action 16 spot Justin W Falcons fans.  Like burning hatred Greats auto five of eight Chris Carter five spot Brett W. That's a nice one all pro ink one of 15 Dan Marino one spot again Billy F Very nice Dan And a three-color patch out of the Nigerian nightmare Krishna Koye six of eight Six this one's going out to Greg Christian a Koye that's it achieves need a Christian a Koye patch card 18 to 25 Jalen Hertz four colors Jason a 18 spot Another one of one double diamond Derek Henry Wow Double diamond tractor seat though for Billy in the one spot Billy killed it very nice And to the two-spot a rookie auto of Desmond Ritter Patrick E with a two-spot Also nice, I'll do it. That was a really good case overall. Thanks everybody mix are coming up


Hello everyone, I am Dr. Lushali Zadhav, Consultant, Obstetrician and Gynecologist at Malipalk Hospital, Kharadi, Pune. Today, I would like to speak upon lactation or breastfeeding. We are celebrating first week of August as Lactation Week or a Breastfeeding Week. The benefits of lactation are numerous to the mother and the baby. For the mother, it's a convenient thing. She can feed her child anywhere, anytime. It is an economical method of feeding the baby. It reduces the chances or the risk of breast and oberian cancer in the mother. It reduces the chances of developing type 2 diabetes and development of hypertension in later life of the mother. Breastfeeding also helps in reducing weight. It mobilizes fat. It reduces the amount of stress and increases the positive vibes in the mother. It helps create an intimacy or bonding between the mother and the baby.  Some mothers are working. Even they can breastfeed their child. They can express their milk and when at work the expressed breast milk can be stored at room temperature for 6-8 hours and in the refrigerator for 3 days. Breastfed babies are healthy. They are likely to be healthier later in life also. The chances of infection are reduced. They have a better immunity as compared to non breastfed babies. We at Manipal encourage the mother to breastfeed her child within first hour of delivery, whether a normal delivery or a caesarean. We have a team which is trained. We have a lactation consultant and all of us encourage the mother to breastfeed her child. Exclusive breastfeeding for the first 6 months of the baby's life i.e. not even water is given to the baby is very important for preventing future complications or future diseases in the baby's life.


If your life isn't good right now, if any area of your life for that matter isn't good, you need to solve it ASAP.  There's a very low level that you have to be at where you start to sink. So think of something like fitness, for example. You can have a normal body, you know, not be fat, not be thin, just kind of be you. And everything is really okay. So nothing is wrong. So you don't have any tendency to go up or down. Now if you say want to start working out, getting fit, looking better, it wouldn't be that hard for you. Just, you know, go to the gym, basically. But what happens when you start to lose weight a bit, you go down below the level of neutral and then you start to kind of see a bit of a gut and you're like, you get these pain signals where it's like, oh, emotional pain, where it's like, okay, this is not good. But then you kind of let it go and you don't really notice it. What will happen is you're going to continually start the downward momentum. And then the harder, the lower you go down, the harder it's going to be to pull yourself back up, both because the negative momentum is going down. It's always easier to go down than to go up, because to go down, you just need gravity. You just need to not do anything.  So you're always on the down spiral if you're neutral. But then you can also build momentum up that's so great that it will actually last for a while before you keep going down, even if you stop pushing up. So the hardest part is just getting out of that negative to neutral part. If you're fat, then the hardest part will be getting to neutral.     So you actually shoot up at that point. So again, this works in all areas of your life. So just really consider what areas of your life aren't working right now. If it's fitness, health, relationships, and ask yourself, am I in the neutral part where it's okay? It's not too good. It's not too bad. Am I starting to go down or am I deep down?  Now regarding the forces that actually stop somebody from getting out of that negative place, I have really, really good news for you. The main thing that's actually stopping you if you're in that space or somebody that you love, for example, from going up isn't so much that you're down. It's more the lack of ability to take initiative. So any area of life that you sort of gave up on, you're going to have a very, very hard time to take initiative in because you're in the habit, you've built up the habit of not taking action in that area.  So long as you take even one very specific daily action that's geared towards creating growth in that area, eventually if you're strict and consistent about it, it will create that change.  If you just get that person to do one physical activity every single day for about a month or two, he'll already develop a habit that will force the growth to stop. So by taking one good habit and doing it every day, it's as if you're creating some sort of an anti-gravity where the forces that are pulling you down are getting breaks because forces are pushing up now. And whenever forces are pushing down, it's only because of a lack of effort. So as long as you take any sort of physical exercise daily, there's absolutely no reason that your fitness level will go down. As long as you work towards improving your income every day, there's no reason your income will go down. And I'm not saying it couldn't dip for a moment, I'm saying there's no reason it will start to dip and go down continuously. So just by taking one action every day that improves your life, you actually force the upcycle and then gradually the downcycle would slow down, stop, and then turn into an upcycle because all it takes for gravity to work is for nothing to push up. But if something is pushing up, for example, if you jump right now, you're going to move up. So it doesn't take too much to beat gravity, but it does take consistency because once you stop, then gravity kicks back and you lose momentum and you drop.   So I hope this video helps you. Let me know if you have any questions and please subscribe if you haven't already.


It sounded as though Walter Mondale read your acceptance speech of 1980 before he made his acceptance speech of 1984 and with his emphasis on family, jobs, peace and freedom. So I guess my first question is, are you going to let him preempt you? No. As a matter of fact, I thought about that too because the only part of the convention I watched for the acceptance speeches at final night and I said to Nancy, I said, you know, we seem to have converted them there. Now I'm going to do all these things and so my answer to that is, well, if they're going to run on the basis of doing all the things that we've advocated doing, then we just tell the people, well, if you want those things, well, why don't you stay with the original? We started it. But I don't think they really mean it. They can't change their spots that much. They talk about the family, but what they mean is they still want to be mama and papa. Do you think this is going to be, or do you think it's shaping the episode of a classic liberal versus conservative campaign, we've seen some rhetoric like that so far? I think it really has to because when it comes right down to it and the things now that they're talking about all have to do with government doing more, they all have to do with the things that we, our savings were based on making people go hungry and so forth, I don't know whether you saw the TV show, I just told some people about it today. One of the news shows, I don't know which network, was showing their vice presidential candidate speaking and telling about the great hunger in America because of our budgeting practices, and then you couldn't blame her for this. This had to be some editor of that news show, switched to a still photo of a figure lying in the ground, mostly nude in a kind of a, you know, fetal position, a victim of hunger and very emaciated. Well, it was one of those pictures of an African in the family over there that's going on, but this was used to illustrate what she had just finished saying about hunger in America. But the proof of the matter or the truth of the matter is and all the things that they were saying and with regard to us, none of them were based on they could be substantiated by any facts. We're spending more on more people and hunger and all, and I'm not one to boast about it, I'm not boasting about it. We're meeting the need, but more than has ever been spent. The only thing we can say, on behalf of ourselves and our efforts to get more government economy is we didn't increase it as much, or the same rate they were increasing it. And now, of course, with the recovery that we're having, I think there's once again areas for where some of these things can be reduced further. It is true that we eliminated people from the charity roles simply because their earnings and their level of income was such that there was no moral justification for those being. As you did in California, we were the governor of that idea, that same approach there. Speaking of the recovery, Mr. President, as strong as it's been and with the deficits which we still have, can we expect the economic recovery to continue? Yes. I think that the difference between this and the other seven or eight recessions that we've had since World War II is that all of those they attempted to fix without getting at the basic problems. They did it by artificial stimulating of the money supply, government spending and so forth. And each recession was followed just two or three years later by another one. And each time the inflation rate was going, each recession was worse than the one before. And so it followed that the one that began in 1979 and 80 and then really nosedived in July after we were here. But remember that 81 budget was still their budget, not ours. Just follow that that was the worst one of all that had gone on. And the difference is that our recovery now was based on, well, one thing, the reduction of government's revenue is the taking, to the extent of taking a tax cut, leaving more percentage of the gross national product in the hands of the people. And of course, the reductions that we were able to make in the growth of government, government spending. And I think it's a real recovery and it's based on solid principles. Now the deficit, we mustn't ignore that the deficit is the result is a result, not a cause of something. And the deficit has been going on for 50 years. And for a great many of those years, when all of us were protesting and making speeches about how we should find an answer to that, they were telling us that it was necessary to maintain prosperity. Just as they said, it was necessary to have a little inflation. Now this deficit reached its present size, really because of the depth of this recession, about half the deficit was recession caused was cyclical. That is going away because of the recovery. And we find ourselves that each one of our estimates of the out year deficits, we have overestimated the amount of the deficit. Well, people are still talking about $200 billion deficit, it's already down about 160 or something like that for this year. So they haven't really caught up with. Yeah. And now there are 7 million more people at work than we're at work in 1980. That means that as those people, many of whom were probably temporarily wards of the government while they were out of work, those people are now going to be taxpayers. And I think we're we have also underestimated our tax revenues. And we're going to find that the tax cut is going to because of the recovery is going to result in a stimulant to the economy. So I think there's that's going to happen. But then we are still going to have a structural deficit. And this is where we've got to keep hammering at the Congress for the changes that will handle that. And then to explain what I said the other night at the press conference, and which has since been distorted in their coverage of it, they have made it sound as if I've said, well, when we can't get any more cuts when you know, we've gotten as many as we will, we may have to raise taxes. No, I said that if when we've gotten government down to where here are the functions that government must perform. And here is the absolute maximum of cost for furnishing those. Here's the limit on it. Then if you find that your tax structure is out of line, and too little for your government functions, then you might have to look at the tax structure and raise that. But we're a long way from getting government down to that to that point. But to to raise a tax now, before you've done that, is to simply guarantee you're going to keep having deficits because they'll stop cutting spending. Exactly. Right. I'd like to ask two questions on foreign policy. We've really had sort of a hot war of words, which the Soviet Union has been waging against us, you, the US, the view of that, what kind of relations do you expect us to forge with the Soviets in the next two to four years? Well, I continue to be optimistic. And I think all of this talk about the great strain because of what we've said and so forth. I think that it has been useful. After all the years of attempted detente to let the Soviet Union know that we're realistic about them, that we understand them. And I think it will make them not less but more willing to sit down with us than they were in all those years when their subversive practices were pretty well hidden and the American people didn't seem to understand when we were attempting unilateral disarmament and so forth. I think once they know that we're being realistic about them, they'll be willing to talk. September 1st is the first anniversary of the shooting down of the civilian airliner KL007. What are your thoughts on this occasion? Well, it was such a needless tragedy, but it certainly served to make a great many people in the world aware of the nature of the problem. First, they did try to deny it and then to pretend that it was a spy plane or military or something of the kind. And then finally, when they came right out with the admission it was because it violated their airspace and they'd do it again if someone else violated their airspace. I think people realize something. It was an example of their disdain, not only for human rights but for the sanctity of human life. And I hope that maybe they learned something from the reaction of the world to this deed. If you are reelected, what is the single most important thing you hope to accomplish in the second term? Well, I want to continue with what we've started here and the turnaround of the policies of government to where the debate for more than three years now has not been on new programs and how much mortisband has been on how much to cut. But I think over and above all that is the world situation and arriving at an understanding that can start us down the road to reducing and hopefully eliminating the strategic nuclear weapons. The world peace has to be the target. There's one more question I have to ask you and as a conservative, if Jim Baker and Mike Dever leave the White House next January, as has been widely rumored, will you replace them with tried and true conservatives? I've got to ask that from my viewers. All right, Lee, I have to tell you though, I have to tell you that I think they've both gotten a bad press. Good Lord, Mike has been with me all the way back there and I don't know of anyone that's more conservative than he is. And Jim handling as he does along with our legislative sector many of the times when we've got to do business with him up there. And let me just say maybe what has been the confusing thing is a lot of our fellow conservatives, or maybe not a lot, but some of our fellow conservatives. I have found if they want you to jump off the bridge or the cliff with the flag flying, if you can't get 100% of what you've tried to get through the legislature, they think you should go down in defiance and still demanding it, even though you're defeated. Well, that doesn't make sense to me. In our welfare reforms in California, I did not get 100%. But I got roughly 80% or better of what we wanted. And I think that you get that, then you can always come back and try for the more of the same and try to try for the other 20. And this has been a position that Jim has found himself where when it comes to that point that you're not going to get all you ask for the Congress. And then you sit here and you make the decision, okay, do we just say, all right, we'll buy the issue, we'll go down in flames, but we'll try to convince the people they were the villains.  Well, then he's been the negotiator in that. But and all this thing, and I know why some of them feel it that I have retreated from my positions or something. I'm too old to change now. I haven't retreated one bit. I want what I wanted when we came here. What I learned in California and I've learned here that you you have to see things as they are and not as the way you'd like them to be. Now, if our conservatives would help more, instead of internacing battles help more in getting that balance changed in the Congress. You know what our cause should be? We have not reminded the people out there enough that for more than 40 years of the last 50, our opponents, even though they elect a Republican president, there had been both houses of the Congress have been in the hands of our opponents.  Everything that's done in taxes and everything that must come from that Congress. Granted, you can take the lead and go up there and try to urge it on them. But and you fight and that's what I do. And that's why I try to take the case to the people to get public pressure on them. But what we need is to remind the people if there's a question of fairness, if the people nationwide vote for a Republican president because of the things that he has told them he would do and wants to do, then the American people ought to see the fairness of giving him a Congress once to try and accomplish that. But the only Republican president in this half century that has had both houses of the Congress was Dwight Eisenhower for only two years. And in those two years, there was not one penny increase in inflation. There was no recession. And he brought peace in the Korean War. Now, if the people would only think about this, now, I have been luckier than some. I've had for these three and a half years, a Republican majority in one house, the Senate. We couldn't have obtained anything that we have to date if we did not have that one house. And that one house is my protection to be able to veto things and have the veto uphill. So our fight must be, and I know we've got to go here and run over, but I just want to say one thing. I am convinced that the reason for the Democratic House of Representatives particularly is the fact that they, in all these years, every ten years, they've been in power and they're entrusted with the reapportionment of the Congressional and the State Legislative Districts. And that's why the bulk of the State Legislatures are in their hands. It doesn't make sense otherwise if the people of this country voting as a nation vote for a Republican president, voting statewide, they vote for senators. But when you break it down into voting in the districts, they still vote Democratic. And I saw it happen in the one year in California in 1970, the reapportionment. And the Democrats were in charge. And they simply went to the Republican incumbents. And to get their support, they guaranteed them their seats. Well, that meant you were guaranteeing a minority for us, a minority status. And they would continue to be in the majority. And my answer to that, if we could ever get a Republican majority, would be that the first thing we ought to do, instead of saying now it's our turn, the first thing we ought to do is have a change to the Constitution that a blue ribbon bipartisan citizens' committee does the reapportioning every ten years, that it is not done by legislators that are seeking to preserve their own position. That's good. Well, we'll work on that. Okay. All right. Well, good to see you. Great seeing you, Mr. President. I'm looking great. Feel good. The last couple of days look very good on television. Some of the reaction looks good and sort of energized and yeah. People seem to be as good as we have to be. The applause revealed that whole crowd. They were Democrats, but they were cheering for us. And then up there in New Jersey, I'm trying to get that audience with so Italian and so Democrat and Elizabeth, the mayor told me that we're only, I think he said it was only 700 and it was 7500. He said 7500 Republicans in the whole town. And that audience was all of them. Then this 20-year Democrat mayor endorsed me, and listen. Good start. It was better than reading the downpour. You'll change that. Good to see you.