What is going on guys welcome back to the channel critical overload here So we got several different topics we're going to talk about in this video today We'll be talking about scream six once again We'll be talking about the nun to we'll be talking about the Terminator franchise And then we'll round it out by talking about this update on the purge six, which is still in development I guess nothing's officially been greenlit by Universal Pictures Just to kick it off though with scream six scream six is seemingly going to continue the streak by having this film Be rated are like some of the other ones have been rated are now this was something pointed out to me by case I'll shout out to UK the official scream account on Twitter put out this clip of the subway I believe is also on Instagram a couple days back showing a sequence of the subway from the teaser and in the far bottom left corner the Capital bold are that you would see from the MPAA can be seen. It's like it's in like the bottom left corner of This clip now this account has also made a reddit page So if you want to go interact with them on Reddit if you like to go do that Scream six being rated are isn't shocking at all But I haven't seen it listed by the MPAA just yet either there is an official release They put out this week for a sleigh or for the upcoming slate of films and scream six was not listed there however again this teaser that was released last week and now what the official Twitter account has done is taken a Clip of that and they've put the the R in the bottom left corner So they know they have an R rating it just has yet to be announced by the MPAA So I guess we should all go into this expecting to be rated are based off of this bit That was on Twitter now with the claims of how how gory this movie is going to be and the language We often hear in these films and our rating is to be expected especially knowing that the OG film I believe had to fight for like an R rating instead of the NC 17 that it was rated multiple times before it ultimately got a Got through with the R rating now I do have an opening kill video that I have up if you want to go check that out But I really just want to talk about the fact that the movie seems like it's gonna be rated R And that's really all I have to say about screen six now We're gonna jump into the none too now this bit of news was reported back in October And I don't believe I touched on I think it went over my head Because it kind of will just swept under the rug and filming I think was already underway at this time But Anna Anna Popwell or Anna Popwell who is known from the Narnia movies if you grew up on those movies like I did She was cast a star in the none too along with another individual named Rose Downey This was reported again back in October. I don't believe I ever covered it. So but if I did I apologize I just don't think I ever covered it once before Also filming on the upcoming sequel has allegedly wrapped. That's the main meat and potatoes of this video Filming has wrapped. I haven't seen an official statement from the production But this is an apparent rat photo that's making the rounds online So we'll see how true that this claim is because apparently they are done shooting the none too We know that Storm Reid is involved You know the ties of Armiga is back now as for as for the cat the cast of Popwell If I'm even pronouncing that correctly She is starring as a character named Marcella who will be the mother of a character named Sophie now seven months ago or So I revealed these names and Marcella and Sophie were two of them I also went over just some names and some plot specifics of what you could expect going into the none too based off of a Casting sheet or a call sheet whatever wherever it's called. That was lurking online It's not online anymore to see so good luck finding it You have to go back to that video that I did seven months ago Marcella and Sophie were two of the names highlighted in this in this call sheet Sophie was written to go to school at St. Mary's and she becomes friends with the man named Frenchie who is working Who is who is working at the school and this must be again the same Frenchie who's still under possession from Valet going off the Ending of that first movie the none too cannot be any worse than the first movie It just can't but many of us said the same for Jeepers creepers for so maybe this one will surprise us Similarly how Jeepers creepers for surprise many of us But that's really all I had to talk about about the none to just want to talk about those two cast members that I missed and the fact that they Have wrapped filming and the fact that these names of who one of the actors are playing is the same name from a casting sheet And who they are and go a little bit more in depth into that So just to touch on the Terminator series James Cameron spoke spoke with the smart list podcast recently and He had this to say about the direction. He would take the Terminator franchise in it's nothing That's been confirmed. So don't anyone who's mad about this potentially. Don't worry It's not confirmed just yet, but he said this if I were to do another Terminator film And maybe try to launch that franchise again, which is in discussion, but nothing has been decided I would make it much more about the AI side of it than the bad robots gone crazy Cameron explained to the podcast now If I'm not mistaken Wasn't Terminator dark fate just like I know the previous ones It was designed to kick off a brand new three movie arc for the franchise what it sounds like These those plans again just like the ones previously They're not gonna go forward and we're back to square one with the series one thing I can say about the Terminator franchise that I am a fan of the franchise I am not the biggest fan of the franchise And I think a part of that is because of the fact that as I've matured and grown up with the series I've just seen them get worse and worse over time That's not to say that these are some of the worst movies ever made But none of them are matching those first two movies Which with a judgment day that again is regarded as the best out of the two the best out of the series And just these sequels that we've been getting They're not good or the follows we've been getting since judgment day. They are not they are not that memorable They are not as good. They're like low bar You know, some would say decent someone say terrible entries into this franchise So if we get a new entry with James Cameron back to write in direct That is the only thing I can think at this point that would give me any hope the Linda the Linda Hamilton return ball That was nice for dark fate It wasn't enough because that movie also still had its had its major issues that many people had Something to say about when it released. So if we get another Terminator movie I would love to see what James Cameron can do if he is actually the one that's back to write in direct Because I think that he hyped up involvement with dark fate and he wasn't involved the way many of us wanted him to be So if they can capture that magic of the first two movies again, then they have a hit on their hands But if not, no, this is just gonna be another dud for the Terminator series most likely even though again This is the franchise that I like I want to wrap this up by talking about the purge. So I believe his name is Frank Grillo Frank Grillo who I believe plays leo in the series first introduced in the third movie He sat down with empire recently to talk about this this film that's in development not not greenlit just yet He said it had an idea in my head about how I should look and how I'm gonna hold my guns all that stuff I planned out that solidify me as a guy who could carry a mid-level action movie and a director James de Monaco or De Monaco.  I've got one more left James has the script ready. It focuses on the leo Barnes character and he wants to direct it We're working with universal to see if we can pull this off before I'm in the old folks Oh, my only thing to say there is I would like to see another movie centered on that character However, wasn't this series supposed to be done with five? And I think wasn't it supposed to be done with election year? I I'm becoming tired of the of the purge franchise only because it didn't work as a tv show It was supposed to end at this movie was supposed to end at that movie now. They wanted to do it again You know, if it's a good movie, it's a good movie But I'm not really too excited about another purge movie If you guys are let me know why down in the comment section below If you haven't already, of course, make sure you go ahead and subscribe turn on post notification I never miss a video in the description. I will have links on social media accounts I am on facebook twitter and instagram You can message me there, of course, let me know if there are any movies and news or reviews you'd like me to cover In the future and with all that in mind guys, I will see you in the next video


Burt, what are you hearing about Drake, May, Jayden, Dennis, and how the chips may fall with the goblins? Well, I think we can take the big item off the tail, first of all. I think it's 99% Caleb Williams is a bear now. I think that's been the case for a few weeks, unless something goes really wrong in that situation, that set in stone. And the more I've started to ask around, the more it seems like Jayden Daniels is probably the leader in the clubhouse to be a commander. It does match up with what Cliff Kingsbury has looked at, looked for in his quarterbacks over the years. Obviously, Jayden Daniels had a great season, last season at LSU. And he's probably, I think, arguably the most ready to play of the three guys at the top of the draft, because he's played the most football. He played five years in college. So I think right now, again, this can change over the next few weeks. I think Jayden Daniels is the leader in the clubhouse to be the second overall pick. That makes a lot of sense. I mean, to Burt's point, I said this last night, he's probably the best between he and Drake. May's the better quarterback right now. But if you're drafting, that's not really what the draft is about. You don't have to go win a game tomorrow. It's about the next three, four, five. If it hit, hopefully it's more than that. Years for these guys. And for Cliff Kingsbury, it does match up. He typically likes athletes at the position. If you're just looking for athleticism, and it does matter there at this position, we know that, Trini. He is clearly the better runner between May and Daniels. May just brings some other things to the table that Daniels doesn't. Yeah, including size, which is a big one. Phil, we all know how much you like Drake May. Not everybody is on the Drake May bandwagon, though. He has his haters as well. Serone Battle filling in on Felgren-Mass today, and he's got a firsthand look at May as he lives in North Carolina, and he did not hold back on the UNC quarterback. Drake May in a bad ACC the last couple of years when the schedule got tough the second half, soon as it hits October, he's terrible. His best game last year was against Campbell. It's a small school. It's like playing Holy Cross. If he's playing for the Patriots next year, the way Zo was getting upset in the booth, he'd be punching the air by week three because he does that, like Mac Jones had to play in Germany. We tried to just throw it out there. That's what he does. He does a lot of that. I'm running around, running around. Let me throw a left-handed over the middle of the field. All right, Phil, what do you say to the haters like Serone Battle? Who, you know, to his credit, has watched a lot of Drake May? Yeah, no question, and he lives in a community that's invested in the results for North Carolina football, and I wonder how much that colors his opinion of Drake May. Fortunately for me and for NFL teams, they don't have to care. The main thing when it comes to trying to project these guys and what they'll be at the NFL level is not wins and losses, even though that's the bottom line once they become pros. If you're looking at wins and losses, you may never have looked twice at Patrick Mahomes who won three games in the Big 12 and scored 10 points against an unranked Iowa State in his second-last college game, or Josh Allen, how about him? Talked about a bad conference, played at Wyoming. He only won eight games. Same number of games that Drake May won. Would you give him a second look if you were thinking about taking a quarterback in that year's draft? If you were focused on inconsistency as opposed to, you know, really high-end play, you may never have looked twice at Jordan Love, or if you were worried about a quarterback being timid and not getting the most out of his physical ability, you may never have looked twice at Justin Herbert. I look, I think that my take, what I like about my take, try and see if I can pat myself on the back here for a second. Yeah, pat away. I think it is genius in its simplicity. Are you big? Do you have a big arm? Are you athletic? You have to be smart. You have to be tough. You have to be a leader. Those things are harder to quantify, but if you start with the physical tools, Drake May checks every single one of those points. I think Phil, like, thank you for saying that, because I think, well, let's call this what it is. I think a lot of people look at Drake May and see the white guy and think that it's Mac Jones and it's not. This is a really talented athlete who's got gifts well beyond what Mac has. I think physically he probably compares favorably with a Joe Burrow, just as far as what he brings to the table from an athleticism, from an arm talent standpoint. Yeah, he has some growing to do. He's only three, he's only, you know, he's only played three years in college and two of them on the field. I think there's a lot to work with here and I'm with Phil on that. And I think the makeup of the athlete's really important. And that's where Drake hit a home run at the combine. That's where, in his interviews, you saw where a lot of people sort of expected this hay seed from North Carolina. He came across, he had a little bit of a cockiness to him. He had a swagger to him. And he brings to the table, I think, the traits of a guy from an athletic family. His brother was a starting power forward at North Carolina. His, another brother was a pitcher at Florida. His dad was the quarterback at North Carolina. He's got great butt-blood lines. So I think you put the whole thing together and you can see where the ceiling is really there with Drake May in a way that it certainly wasn't with Mac Jones.  I think the other part that's really important here, and I think this is happening to Marvin Harrison. I think it's happening to Caleb Williams. I think it's happening to Drake May too. You find this with guys that people talk about before the season when it comes to the draft, right? No one was talking about Jaden Daniels or even Bonix or Michael Penix or J.J. McCarthy in this category, right? Caleb Williams and Drake May were seen as one and two. And what happens with those guys typically, and this isn't just limited to the media either. I've had team people admit this to me. When you've been building them up for so long, all that's left to do is tear them down. I think that's happened a lot with Drake. All right, Drake May, not the only option though for the Patriots. J.J. McCarthy will work out at Michigan's Pro Day tomorrow and both Elliott Wolf and Gerard Mayo will be in attendance, but of course Gerard Mayo did not go to Caleb Williams Pro Day, which I think people are wondering, okay, is he expected to go to the rest of them? Yeah, he is. The rest of the way, what's the dealer? Yeah, so I think as much as anything else, when you're going to, like the reason they would go to Caleb Williams Pro Day, right? The reason that Alex Van Pelt would wanna be there, Elliott Wolf would wanna be there is they're looking at the real nitty gritty of quarterbacking. So essentially the idea is you go to Caleb Williams Pro Day so you have something to compare the others to, right? Is that Gerard Mayo's job, the technical part of quarterbacking? No, right? Like that's gonna be in the hands of the offensive coordinator and of the general manager when you're a defensive head coach, you're probably a little less concerned with that. Where, what you are concerned with with Gerard Mayo is how is he gonna fit into my program? What are his intangibles like? How does he interact with his teammates? And that's the stuff I think that Gerard Mayo will wanna see on the ground in Ann Arbor, with J.J. McCarthy on the ground in Chapel Hill, with Drake May and on the ground in Baton Rouge, with J.D.D. And I think even more than the workouts and watching them interact with their teammates I think matters and seeing just how they carry themselves for sure. But I know from Gerard Mayo's standpoint he's probably looking at this and saying it's the meetings. It's the opportunity to spend some time with these guys that is really gonna matter most to him. He's headed out there to Michigan today and he'll be on the road for these next several guys who he will actually have a chance to draft. No chance to draft Caleb Williams even though the Patriots did send a contingent out there.


Suggestion 852 is caused when a JEDCOM import used special characters in a last name, such as parentheses around the name, a question mark at the end, diacritics, or the use of a number. The last name at birth can contain only letters, space, periods, dashes, and apostrophes. Here is the Suggestion report for Emma Unknown, which shows two Suggestions, 852 and 133. The info box for 852 shows it couldn't parse robotail in parentheses. It might be possible while searching for Emma's maiden name that we also find a birth, marriage, or death date for her. Here is the public view of Emma's profile. It was orphaned, but I adopted it to change the maiden name if we find it. If you are working with an orphaned profile, you will need to adopt it, at least temporarily, to change the last name at birth. If you aren't the profile manager, you will need to contact them so they can change it. You can see the array note about the last name in the biography section. It would be simplest to only delete the JEDCOM text, but not the best solution. We need to go on a hunt for clues, and Mr. E is eager to get started. First, check the profile for content and sources. There is no information. Then, hover over her husband's name until an info box appears. No dates are showing. Next, hover over her daughter Grace's name. That shows she was born in 1890 in Oklahoma. This is our first clue. Click on Grace's name to get to her profile. At the top right, hover over her WikiTree ID, and on the drop-down menu, click on Research. Root search gives us several sites to choose from. Let's try Family Search first, since it is a free site. Note, you have to be logged into that site first. There is a 1910 U.S. Census for Grace and her family. It shows Emma was born around 1873 in Missouri, which gives us our second clue. There is also a Find a Grave Memorial listed in Grace's search. Click on the link to get to the memorial. Grace's parents are both listed. This is our third clue. Click on Emma's name. Her memorial shows that her maiden name is Crippen. An obituary states her birth and death dates, and tells that she remarried to a Mr. Biller after her first husband died. However, there is no evidence in the obituary that her last name at birth is Crippen. In order to confirm her maiden name, we need to keep hunting. The 1910 Census shows a son, Homer T., on root search, add his name, birth year, and place. Click on Family Search. There is nothing in the results that show his mother's last name at birth, so let's try something else. Delete the birthplace and click Update. There is an entry which shows his marriage and the names of his parents, listing his mother's maiden name as Crippen. So it is confirmed. The 1910 Census and the Find a Grave Memorial generally agree. We now have our last name at birth, as well as birth and death dates, which address suggestion 133. Go to Emma's profile and click on Edit. At last name at birth, click on Edit. On the next screen entitled, Fix the Last Name at Birth, type Crippen in the first box. In the box below that, give an explanation to justify the change. In this case, documentation for Emma's maiden name was found. Click on Correct the last name at birth. You are returned to her profile. In the Data section, add the birth date and birthplace. Mark the boxes as certain. Add the death date and death plate. Mark the boxes as certain. Now we need to organize the biography. In the Name subheading, change Robotail to Crippen. Delete the array text below that. Create the subheadings Birth, Residence, Death and Burial. Add the appropriate facts to each. Next, we need to add the sources to each fact. Place the cursor next to Name and click on the Citation button above. Copy the family search record for her son's marriage and paste it between the reference tags on her profile. Repeat these steps for the 1910 census source. Click the Citation button next to death. Copy the Find a Grave Memorial citation and paste it between the ref tags. Add the wiki tree, Find a Grave template and delete the first URL. Name the citation RefThane equal F-A-G. Copy that tag and paste it next to birth. Place a forward slash at the end of the tag. Copy that tag and paste it next to burial. Click on Preview to check your work. Make sure that the inline citations are properly showing in the biography and sources sections. Go to the middle of the screen and explain your changes. This is strongly recommended for all wiki tree users and is required for data doctors. For me, I identify myself as a data doctor. Copy the suggestion number and name and explain what I changed. Save your work. Take this opportunity to add the son's marriage and other sources to Emma's relatives profiles. Return to the Suggestions report and on the far right click on Status. On the Suggestion Status page, make sure your wiki tree ID is showing. Since Suggestion 133 has also been resolved, click Status for Related Suggestions. Next, of the five Status options, choose one. In this case, correct it. Leave a comment from the comment tense or make one of your own. I chose a comment and added to it. Click the Update Status button. The last screen shows the Status history has recorded your changes. You and Mr. E have solved another case and you're done. You are invited to like this video and even leave a comment if you wish. Also, keep up to date with new videos by subscribing to our wiki tree YouTube channel. On behalf of the Data Doctors Project, thank you for watching.


Maia, maia, maia. Eight years ago I embarked on a research journey that involved vessels and containers. In 2008 I was commissioned by the then Ministry of Fisheries, now the Ministry of Primary Industries, to undertake research into the fishing industry. The Ministry of Fisheries was very keen to understand the extent of New Zealand caught fish that was shipped offshore for added value processing. So fish that was headed and gutted, frozen and then sent to China to processing sites for value added processing. The final product was then refrozen and shipped to New Zealand's key export markets in the European Union and also in North America. Final product was even brought back here and sold in the New Zealand market. From that project I developed a comprehensive research agenda which has resulted in a number of collaborative initiatives, both with colleagues at the University of Auckland and also internationally. Glenn Simmons, a PhD student at the time, was my research assistant on the Ministry of Fisheries project. While undertaking the research for the Ministry of Fisheries we identified a business model in the deep sea fishing industry that was based on cost minimisation and for some the exploitation of migrant labour aboard foreign charter vessels through forced labour practices. When we completed the Ministry of Fisheries project, Simmons and I undertook research into labour abuses in the foreign charter vessel sector in New Zealand's deep sea industry. These were vessels that were fishing in New Zealand waters on behalf of New Zealand companies and agents. Our research focus primarily on the South Korean foreign charter vessels and the abuses aboard some of those vessels. These were vessels that were crewed by migrant crew from elsewhere in Asia. We identified extensive labour and human rights abuses, indeed forced labour practices, occurring on board a number of South Korean vessels. We are talking about physical abuse, mental abuse, sexual abuse, the non-payment of wages, appalling working and living conditions aboard these vessels and other forced labour practices. Our findings were initially reported in a working paper co-authored with Darren Colston entitled Not in New Zealand Waters Surely. The title reflected in my part, my horror that conditions such as these that we had found were occurring in New Zealand. The research that that working paper reflects or reports rather, I'm sorry, had a significant impact both domestically and internationally. In 2011 the New Zealand Government announced a ministerial inquiry into the foreign charter vessel sector. The ministerial inquiry resulted in wide-ranging regulatory reforms. The foreign charter vessel sector and other matters amendment bill announced in 2012 was enacted in 2014. The bill requires all foreign vessels to be reflagged as New Zealand vessels by the first of May this year, so that's come into effect. What reflagging does is it strengthens the Government's ability to enforce, for example, New Zealand labour laws and health and safety regulations on migrant crew fishing in air waters. That project in turn led me to my current research. I am researching on behalf of a coalition of non-governmental organisations the extent to which exploitation is occurring in land-based industries and predominantly it is migrant workers that are being exploited. Some are on the periphery of the labour market, they are employed under precarious conditions, some have worked for low wages, indeed some have worked for no wages, unspecified deductions are made from their wages and some are denied basic rights such as the right to go to the bathroom while they are working. Some migrants dependent on their employers for visas have viewed themselves as prey. Some have been charged a large amount of money in order to obtain employment that would enable them to apply for residency. For some, their time in New Zealand is full of broken promises and the fear of being shipped home. They are in a precarious working situation. Thank you.


About this time in the course, you might be asking yourself when we are going to get to the meat of the course. Here we are spending all this time on history lessons. When are we going to get to what we have to do? The answer is not the one that most would prefer.  Look back over what we have covered and it is building vision. It is building an alternative understanding. It is setting a new foundation that will be solid. Before this course, you have been provided an alternative view, one based on personal potency and overcoming others.  The certainty of the alternative of your being the source of all human power needs to become the foundation. I have little to say about administrative management. This is not because it is a simple subject but because our cultural orientation is to potency of authority and it is so intense and so focused for us that my address will be more towards seeing it in a new light. It will be learning to approach it other than through its own visual distortions that make it so difficult to see alternatives. So what do you have to do to survive in our world? The answer in business is different for different people. For workers it is employment. It is accepting direction of those in authority in order to earn a living. It is working for a living. The answer in administrative leadership is not really so much like this. The leader has an established business role to play and failure to go along with it will mean loss of position. There are norms that are stricter than any experienced in working environment. For me as a working professional, it is delivery of what someone else values. It is meeting the needs and wants of other people who are willing and able to pay to receive what I offer. We have to return to that most challenging understanding of administrative authority granted as a privilege. It had its origins in delivery of value in terms of protection of the public from threat. It was an effective way to gather and to see to the needs through leader directed structured efforts. Like ships at sea, the early ruler assured that the efforts of many came together in cooperative ways. It was authority directing the actions of many. In a sense, it was like the kids of a family keeping an eye out for each other in the schoolyard. When together, the bully would have to find someone else to pick on. It came with structure, with regulation of behavior to cooperative purposes. It came with the discovery of power in bringing people together for what people valued. Feudal leadership grew from this seed, seeking the strength of larger gatherings and structuring the environment for peasants to prosper in peace among each other with some security against intrusion of outsiders. It provided both a predictable environment for them to live and work, and it provided stability. Some might call it stability, others might term it the dark ages. There was little reason to change or improve things. There was great resistance to change. It also structured a division of sorts, a social division of privileged and common families. And with the coming of the business corporation, it provided a privilege based way to bring the efforts of employees, the new commoners, into leader directed coordination. Once again, the administrative approach was able to bring order out of chaos. This time, the chaos left by the loss of central family purpose in the larger business. Administrative management developed, but came with baggage. It came with structure and with comfort of assigned purpose. But it also came with the social class distinctions. It came with a structured way to order the efforts of commoners. But it also came with inherent effect of stagnation. It came with potency with the way of the privileged leaders to enter into effective rule over the resources of many. But it also came with denial of any counter purpose of commoners. It came into this new commercial chaos with great promise of potentials that can be reached when people's efforts are gathered and directed to corporate projects. It came with the promise that those in charge would provide order and protection to those who provided their time and effort to the directed corporate efforts. What it obviously lacked was guidance of the human family. The new corporate business was not really a family endeavor, not some expansion of what family leaders used for taking care of their own members. There was a new and inherently impersonal economic purpose. It was profit. It was simply earning more from operating the business than it took to run the business. This new focus was an opportunity for those who were oriented to administration. It was a place where they could use their expertise in running things to direct large masses of people into structured and purposeful corporate efforts. The disconnect with historical purpose was almost immediate. These new leaders were human beings. They valued the same things as others, including the value of trust relations. That was always the heart of the family. They came to form their own leader family, people who shared their purpose and could be trusted to share the work of running the corporation to good effect. The challenge is that family has its own purpose and it is not profit. It is caring for others of the family. It is trust relations that is valued. And in the case of corporate leader family, it was a new direction of confusion and chaos. There was family purpose and there was profit. They were not always aligned. The solution followed naturally, even as had their formation of the administrative family of leaders. The purpose of having this new family was getting people in the corporation to work in a structured and generally cooperative effort. If the family had something else, then it made sense to hire subordinates to see the profitable operation while the family saw to its own purposes. The division between family leadership and the hired help was set. The division from profit generation was also initiated as the family was set in place to bring structure and general purpose to the operating parts of the corporation. The us and them relationship between hired leadership and hired help was established. One of the greater benefits of administrative approach is in its ability to bring people to coordinate their efforts. It provides central purpose that is able to redirect people from their personal preferences to efforts that are based on a central direction. This is the heart of potency and administrative management. Even those with dissimilar purposes can be brought together to gain a result. One source for administrative approach is seen in the operation of the army. It is gathering people for some corporate purpose that is so intensely valued that people surrender their time and effort to direction of skilled military leaders. It is more than just pay. It is even more than that wonderful sense of togetherness that military members can experience. It is a general purpose so valued that people will allow themselves to be directed into harm's way to see to their purpose. As in the army, the source of structure is a core of officers with internal leadership structure. The general leads the officer core and generally works through colonels. The colonels work through junior officers. It is highly structured in its approach to organization. Flag pole management is one term for the result. The general holds the flag, the symbol of authority. The nearer an officer is to the flag, the closer he is to dealing with that most senior officer and the more important he is seen to be and the greater his effect on the actions of what the military organization does. Access to powerful leaders is a measure of influence on both leadership and the larger organization. It is common to find the same sort of arrangement being honored in large commercial efforts with the leader family holding the flag. Ex-military officers are often brought into the business leadership families. The training and experience military officers receive in their positions is generally valued in civilian structures. There is also the familiarity with the government as a potential customer. I bring this up due to another aspect of the anomaly encountered in modern corporate organizations. Senior corporate officers often deal directly with chief accountants and personnel managers. They work directly with auditors and other internal management authorities where we will come to see the profitable work of the commercial corporation is completing a value cycle with customers. These administrative support people are often given greater influence in administration than those who direct profit-generating responsibilities. The result is in personnel or accounting goals that are compete for priority against efforts that accomplish profitable operation. Consider the position of the Office of Automation Management. We commonly have a fairly senior and influential employee answering directly to senior leadership even though their efforts are only supportive of efforts of others. Their common activities have little effect on the performance cycle with customers that even could earn income. Yet their projects often get greater support than performance improvement in the production area. Consider that the importance of a person to a corporation is often reflected in what they are paid and that the commoner workers are nowhere near the top in pay. It is not that there is anything inherently wrong in this but that the focus is not on what the organization accomplishes not on profitable operation but upon its internal efforts that may not have good effect on profit. Fly-Po Management is an element in most corporate management structures. In its operation it promotes a competition among officers to gain personal influence. It includes that common challenge that competition kills performance. It leads to waste instead of accomplishment. It involves officer time and effort that produces nothing for the larger corporation and adds cost instead of supporting profitable operations. In a curious negative application we can see the isolation of the production area as a way to minimize the influence of performance-oriented people on the larger operation of the corporate business. It is valuable to see how performance efforts differ from the operation of the larger corporation. This is not just to see how it works but to see how modern corporate structure can interfere with its own operation and how its operations can challenge its structure. In this, the personnel effort of management people seeking influence is just one minor challenge. Influence is personal, not corporate. It is an attempt to gain effective personal power at the expense of both other employees and of the corporation. On the performance side, influence is the denial of teaming. It is one person's effort without involvement of the team or the team leader. It is distraction. The larger effect is by employee actions taken as part of the paid employee efforts that have nothing to do with either the leader family purpose or the organization's performance purpose. With this orientation provided by Taylor's demonstrated effects the search for influence is among the efforts that can be eliminated without loss to either leader family purposes or organizational preferences. Our common approach to administrative management structure is by responsibility for some area of expertise. The officer in charge divides his or her area of responsibility into subordinate areas and delegates responsibilities to subordinates. This requires the initiating officer to assure sufficient resources to do the work in the subordinate areas and includes a responsibility to coordinate their efforts to best assure the senior level assignment. A facility management responsibility is set upon a manager to assure the continuation and usefulness of the physical plant. This manager is set into authority over civil engineers and maintenance efforts appropriate to maintain and improve the facilities that support the larger corporate effort. A supply management responsibility is set upon a manager to assure the availability of supplies and equipment for direction to the wide-ranging needs of corporate effort. Authority is granted over equipment maintenance specialists, order clerks, and others who can take part in assuring the corporation has needed supplies and equipment. The operations manager is given responsibility for assuring the productive operation and given authority over all those who work within that area, over all those workers and supporting staff and managers. It provides a workable structure. It provides a means to hold the individual leaders to task based on an area of responsibility set upon their individual offices. And just that quickly, we can also see one of the major shortcomings of this approach to structure. The individual offices have isolated duties. Each has its own operating area to address. This provides little support for teaming. If these areas are to team, it will be a personal action by those leaders to see two purposes that are outside their areas of expertise and beyond the duties assigned to their area. Again, these are usually intelligent human beings. They will do what they can to coordinate with and perhaps team with other areas of assigned responsibilities. They will do so in spite of their boss having assumed responsibility for their coordination. Demonstrating your interest by doing your senior officer's job for him or her can be either received as a personal support or as a challenge. That is someone else's opinion. It can be an encouragement for advancement or for dismissal. Voluntary teaming with managers responsible for other areas can be punished. That encourages isolation of responsible officers based on established areas of responsibility. And then we can add goals and objectives, special purpose altering assignments from senior leadership that are distracts us from performance. One previously mentioned example in my experience came as a civilian employee working for the Army. It was during a political concern that people with AIDS were being discriminated against for something they could not control. The administrative implementation was a program to prevent that discrimination by federal employees and was implemented by taking supervisors away from our productive efforts to receive special training. We were informed that AIDS was a set of symptoms, not a true disease. And we were to keep any knowledge we had concerning any employee with AIDS to ourselves, not informing other workers who might otherwise discriminate against them. That, of course, was simple waste. It was already common knowledge that AIDS resulted from a virus that was somewhat contagious. Exposing workers without their knowledge and permission to a potentially contagious person with an incurable disease was criminal behavior. Addressing that administrative goal and its waste, that potentially threatened employees was driven by an administrative objective. The lesson, the welfare of the common employees is not a high priority for administrative leadership. And then there is the isolation of performance process for each area-based assignment. Those who are made responsible are the accepted experts and the processes they use to meet the duties and responsibilities assigned. Again, working for the Army as a low-level supervisor, I took a quick look at the property tracking system. It had an annual reporting of trackable property by those who were responsible for each item and paperwork for recording and tracking any transfers that did occur. The organization where I was employed had three workers and a supervisor involved in operating their tracking system with tracking property as a higher headquarters goal. As an efficiency specialist, I noted that the three workers could physically visit and observe the condition of all the track property once a month, both assuring effective care and maintenance, and doing so with an order of magnitude increase and assurance. Not only that, it would support the group doing the transfer of property, creating their own records instead of requiring others to do it for them. Still further, it would be a service provided to those responsible for property, instead of giving them non-productive work to do. There was no response. At that time, only silence. It was an unwanted improvement in operating the organization under the administrative concept. Workers were still being hired as performance units, and it was not the leader's job to tell them how to do their work. They already had a management system in place, and it worked. In a modern administrative structure, efficiency of operation may be a concern, but not one that leads easily to action. The very idea that management might be in charge of what operating people would do was just unthinkable. The administrative purpose is running the organization. It hires people to do the productive work of the organization, and they do. Efficiency of operation only becomes a concern when there is a competitive challenge from outside the organization. Administrative leadership treats performance more as a responsibility than as a purpose. Performance management is generally approached as just one more skill area that can be delegated responsibility and provided with appropriate resources to be successful in its operation. Administration will provide such coordination with other parts of the organization as is required for proper operation. Teaming with other areas is not the preferred administrative method of operation. The result of effective delegation is responsibility for an area of employee efforts and authority over sufficient resource assets to reasonably assure that the desired result is attained. Delegation does not have any inherent product, nothing that has to be accomplished or delivered as a result of actions taken. Delegation is how performance matters have been traditionally addressed within an administrative area where it comes to specific results. The administrative tool is assignment. I have to pause here to honor administrative management for the refinement and quality of our knowledge of assignment. Assignment served an obvious need in administrative management. It was how specifically valued results could be set into the responsibility of some specific officer or employee. For us, the working rule is that assignments are only made effectively to one who has authority over sufficient assets to complete the assignment. It begins with delegation of authority over sufficient assets to support a performance success. The classic assignment begins with something to be gained through the efforts of those who receive the assignment. Assignment is a performance result to accomplish. It involves a joint effort, a negotiation sufficient to assure the assigning authority that there is performance approach that will use the delegated resources to achieve what is assigned. It also assures the one who receives the assignment that performance is possible and accordingly to be his or her responsibility. Negotiation often involves agreement on a performance approach or process that will be employed in that performance, again assuring potential for accomplishment. The assignment then goes to setting responsibility for a result upon the one receiving the assignment. That usually includes some indication that the success has been accomplished and can include any number of internal requirements to show completion of planned steps or progress reporting so that the work effort can be tracked to completion. Meaning these management support requirements is part of the assignment. Completion is noted when the final product is delivered. It may be the product itself. It may be some indication that the product has been delivered elsewhere. It may be some indirect evidence of completion. It may be a report from someone who receives the product or service. The one who received the assignment is accountable for generating the planned result. While the need to do effective assignments is universally recognized and the management skills for setting effective assignments are universally valued, there are challenges to using this tool in administrative structures. The most immediate is delegation. The setting of authority over subordinates. Assignments are only normally made to those in authority over resources sufficient to see to accomplishment. The challenge is that this authorized person who receives the assignment may have to work through subordinates who are delegated their own local authority over the necessary resources. It is not uncommon to have three or four managers accountable for some work that is being performed by just a few employees. It is one of the reasons there is an Eiffel Tower effect in administrative organizations. The more the effort is given through assignments, the more work it makes for higher level managers. The other challenge is the need to assign some performance results to multiple authorities that are otherwise independent and with specific responsibilities already set as a basis for their resources teaming tends to be inhibited. Administration has effectively reacted to this need by attempting to initiate more complex efforts through reallocation of resources to projects limiting the authority of delegation recipients over the resources used in the projects. We even have program management as a separated administrative expertise. It is hiring additional managers to gain performance using the resources delegated to other areas of authority. Using these special management resources generally involves additional cost without contribution to any increase in organizational performance. It is also important to see that an assignment is the appropriate technique for administrative leadership to gain performance in production areas. Simply directing the efforts to make the worker get poor results. Poor performance threatens the continuation of the corporation. Delegation is used to provide production area with adequate resources, but productive results are assigned. A balance has been reached, but it does include considerable waste. For another way to understand delegation, consider the general approach used in feudal governance. The king owned the land and parceled it out to Barons. They were delegated authority over their feudal lands and the people upon them with responsibility to the king for so operating their area that the king received the ability to lay taxes and conscript the common people into public service efforts. Fuedal delegation was granted over the resources of the kingdom, the land as its commercial base, and the people who were on the land. It was the duty of the baron to maintain the land and the people for the benefit of the king's rule. Our corporation feud is over the resources of the business. It is authority over the working assets, both physical and human, that effectively belong to the corporation. It has physical ownership of the physical plant, supplies and materials, and it has effective ownership of the human resources purchased through employment contracts. It is the duty of the subordinate corporate officer to maintain the corporate assets for the benefit of the corporate family's rule. Where the king might have the people support a royal guard service which does nothing for the people. The corporate leadership might have a corporate vehicle for leader transport that serves neither production nor supportive purposes. Establishing administrative management for corporate business raised some new challenges. The most interesting of these was the effective ownership of people. It was in such stark and open conflict with the personal understandings and leaning of the American workers as to threaten loss of corporate family privilege. In even greater challenge, people owned the United States. Citizens were potent and rights and privileges that challenged the very concept of feudal delegation. They were only brought into the corporate effort by contract, not by exercise of privilege. Their contracts by the nature of the law of master and service, servant, were limited. There was an effective legal tug award to put conditions and limits on these employment contracts. Citizens and their corporate unions limited the authority of corporate leadership over employees and corporate leadership worked with political leadership to expand it. This resulted in a rather amazing relationship that at once was rich and complicated. It also simple enough for the uneducated worker to understand it. It addressed the authority of an employer to reasonably direct the paid time and effort of workers to business purposes. And now we leap over that fence and look at the performance aspects of this arrangement. The feudal rule approach contained a basic teaming of the peasants and barons for the purpose of their joint betterment. There was a vague teaming inherent in the feudal rule. The baron had to take care of his peasants if they were to be productive and serve the rule of the king. The king had to take care of his barons to assure that they were able to direct the efforts and harvest the productivity of the peasants. They were in it together, even if for different purposes. This was not the case in the corporate organization. Their link was limited to the limits of employment. It was a worker who did not show sufficient zeal for their work that was released. Their bond relation was only based on what they did. If the worker found employment elsewhere to be preferable, they picked up and left. That sense of teaming was almost gone. The welfare of the one no longer required seek to the welfare of the other. That shared sense of purpose was missing. But teaming is a human value where corporate leadership was continuously backing out of direct management, distancing itself from the direct relationship to workers. They teamed with each other for their own purposes. They teamed to protect one another from the acts of privilege that might otherwise threaten their employment. Impersonal management does not support personal loyalty. But then, administrator does not answer to the needs and wants of the performance people. It runs things. That lack of loyalty in workers has been a continuing challenge for those in administrative management authority. And they have responded with goals and objectives. This predictably included rewarding those who showed loyalty more than those who did not. Attempting to arrange competitive rewards. Purges of loyalty has not worked well. Setting workers in competition has not worked well. The challenge of worker loyalty has continued. The most successful strategy is not corporate at all. It isn't showing loyalty to employees. It is leaders personally or corporately teaming with them, which has remained a source of chaos for administrative leadership. Individual leaders have been successful in establishing loyalty by giving it personal support. It is a human effect that is not well supported by most corporate leader efforts. After all, what does it say if leadership has to direct subordinate managers by policy statements to show personal consideration for workers? The building of privilege in operating a corporate entity also creates some anomalies. The most important, of course, is indicated by the long-standing split between management and labor. The very purpose of management, its first and most important reason to exist, is not to establish privilege. It is to bring the resources of the organization together to gain a value of result. The immediate challenge of this purpose-based division addresses in competence in management a rather harsh word of judgment. The obvious answer does not resolve this. It is that leadership is there to run the organization, not to manage it. They hire subordinates to do the management, and it does seem that they failed in hiring the right people into positions of authority. That is the nature of privilege. It is holding other people accountable. If you have a problem with the way things are being run, take it up with the hired subordinate managers. Another administrative approach is to blame it on those recalcitrant employees who refuse to get with the program. Of course, that one is not used much, as it again points out to someone else, workers, being corporately in charge. That also denies privilege. Performance thinking has not simply been rejected, but actively and intentionally pushed out. It is an offense to those who have privilege, as it would try to measure what corporate leaders accomplish as if they were also commoners. We have conflicting conceptual bases for corporate activity, and conflict always limits performance. The delegation approach which authorizes managers to control assets based on duties rather than performance requirements has given a structural anomalies such as a group effort to address information security. There are most assuredly people who are trained and skilled in promoting information security, and larger corporate efforts can further enhance their effectiveness by drawing them together under appropriate supervision. The problem? They have no product. There is nothing that they produce that is an input to other elements of the organization. There is no measurable difference between the successful and failed operation of their independent function. It is unmanageable on the performance side, as there is nothing to be gained by its operation. No deliverable goods or services to be valued by others. Where performance thinking eliminates the group distributing its resources to where they could be valued, administration has no problem with it. But then the same leadership has no problem with itself, and it has nothing to deliver to be a success. Consider again the performance of a human resource office and how the office is to be managed by higher authorities. What does it produce? What does it deliver to other elements of the organization and how do they value it? It is clear that the basic need is for human resources. The challenge is that this is neither a good or a service delivered from the personnel effort, instead of delivering what other groups can value. It provides a way to get the right people. It sets work requirements upon internal customers, adding internal customer costs to the effort for gaining employees. It regulates the process on behalf of administration, working to assure that only the right people are employed, people who fill the requirements of the position of worker or of the offices and specialty areas they will occupy. But then we have a second large human resource purpose. It is supporting the employees as business resources an internal support effort that serves employees who are not the direct responsibility of the HR office. Does this involve teaming with the workers? Perhaps it is teaming with the supervisors. It is sort of hard to say how it interacts with the ability of workers to apply their time and effort to the tasks before them. It is very difficult to find something here that has to be accomplished as a benefit to the workers in their efforts. The supervisors in their efforts or the group effort and what it has to accomplish. The entire function is built on doing the right things and doing them correctly. A failure in human resource efforts is likely to end in a threat to the business. But it is unclear what has to be accomplished to prevent that result. There is almost certain to be wasted in just doing what we have learned to do. But there is little way to define it so that it might be eliminated. We do have one hard witness to an anomaly and that is payroll. We have basic authority to direct workers to their tasks and payroll by personnel is responsible to pay them for their service without supervisory consideration. The separation of work requirement from pay requirement is a basic trashing of the concept of the contract relationship. The separation of authority and responsibility is a well known and well documented bad management practice. It is universally avoided unless you are in the administrative environment. Of course, there is also the observation that earning pay by performance is not even a consideration above the glass wall. Administrative privileges running things and this is not based on delivering nothing to subordinates that they get to value. As a third witness we have budget and accounting given the purpose of receiving income from the sale of corporate products and services. With performance orientation we can address this as an element of performance one of the three necessary operational functions that assure the interrelation with external customers. And that is the life blood of the corporate business. With administrative orientation the basis for delegation of authority is the type of work being performed and the expertise required of employees to see to accomplishment of that work. This comes to focus on financial management with the recognized expertise centering in the highest level organizational officer. The delegation goes to a managing accountant and financial analyst whose personal expertise is tapped in support of administrative decisions. This is an area where flagpole management does not serve the operation of the larger organization. It puts primary duty on the office to focus on serving the needs of senior leadership both above and below the glass wall. Receipt of incoming resources is a lesser and included function within the administrative office. The obvious importance of the function is not denied but it is not the central purpose or orientation of the larger financial office. It is likely to be over resourced to assure performance and then left to its own devices. The financial needs of the performance area and its cycle with customers is not the primary purpose for the office nor its product that gets delivered to administration. In all likelihood, they receive distribution of personnel as a line item without separation of personnel who do performance work. Supplies that become the product of the organization will likely be separated but equipment expenditures in management and operation areas are less likely to be separated out than divisions of authority area expenditures. In short finance and accounting will serve as support for performance as a secondary matter to serving administration of the business. If the performance area has needs to be met it will have to compete for corporate resources with other areas. The final anomaly is a general one the right person for the job. With performance perspective the result of an effort does not increase in value or is done by the right person nor is it decreased if they are the wrong person. The product delivered to the customer is not worth more if it is manufactured by the right people. On the performance side this is the sort of detail that gets put into the black box where it will not distract from the generation of valued results. Our next lesson will be on that contentious subject of measuring performance and what we can learn from it.


We are creating a wiki page which is a platform that allows us to use the internet and do research. The nice thing about wiki page is it can be accessed by anyone. It can be within our faculty or just anyone who has a general interest. So the idea was to create sort of templates or initial pages to which others can add rather than the wiki format. With the conservation course, these are group projects for students to work on one. And they have an enormous range of topics. The students very often need to be reminded that they have a voice, they have opinions and through the learnings we do, they can begin to reliably and securely report on issues that they have been researching in their own voice and at their own pace. And I think the wiki is a perfect medium for this. To be honest, it's very intimidating because this is my first project personally that will ever be published in the public. So it's very critical that we do it accurately and we credit all sources that we take from and that we also input our own ideas. In a vast university like UBC, a student can feel quite small. And I think very often many of them feel they have nothing new to say. Giving them this platform, creating content, synthesizing data, gives them that confidence as they go into their professional lives and allows them to see that they can make a useful contribution, that their own points of view is valid. It's honestly such a good platform because we are able to see where it goes. We're able to see how many people can view the pages and they can use the research for themselves. As an undergraduate student, not a lot of the stuff that you do ever seems to really get recognized because it's mainly just going to the prof so that they can view it. But having this on the website, we're able to kind of show that we're capable of writing something that is publishable and something that other people can learn from. And it's kind of an honor to be able to represent UBC on the platform.


If you want to be more productive with Keynote, then stick around because I'm going to tell you exactly how you can do that using your Stream Deck. Hello, welcome to Take One Tech. My name's Alec, a recovering perfectionist and a professional geek. Today we're talking about Keynote, an application that I use quite extensively, really, and not just for its intended purpose, which is for creating presentations. I also use it for creating, well, I use it for creating icons for Stream Decks for one thing. I'll leave a link to a video I did all about how to do that up in the top right corner. I also use it to create my overlays and things like that, animated overlays, lower thirds and whatever, for Ecom Live as well. It is a really versatile program and, as I say, I do use it quite heavily. I wanted a way to speed up my workflow a little bit because there are lots of menu items and things like that within Keynote and there are lots of processes or lots of tools, rather, I should say, that I use quite regularly, and so I wanted a way to be able to activate those from my Stream Deck. Let's jump straight away, just jump into Keynote, tripping over my tongue there, and let's have a look at the sorts of things I'm talking about. I've just got a blank slide up here. There's various different things you might want to do, like if you're creating some image or something like that, then you might want to add in a shape, so we need to come up to the top here, click on a shape, maybe we want to add it in a square like this, change the color of it, maybe we want to punch out a hole through the middle. Obviously, this is just totally nonsense and made up random stuff that I'm doing here, but we need to do like that. Then let's say we want to punch that hole out of the middle of that shape in the middle. Then we would need to highlight both shapes, then we would come up to the Format menu, and then Shapes and Lines, and then we'd use this one here, Subtract Shapes, which would subtract the uppermost shape in the layers from the bottom shape. Speaking of uppermost and bottom shape, then if I come over to here and add another couple in, let's say we want something like that, but actually now we don't want that on the top, we want it on the bottom, so we'd need to send it to the back, so we could right-click and then click on Send to Back, and it would go to the back. Then perhaps we want to have some text in there as well, and that text is perhaps a little bit too small, so we maybe want to increase the size so we can just press Command and the plus key to increase the size of the text a little bit.  Then you get into the sort of animation and things like that, so you might want to add an effect to it, and then you want to see the sort of build order of your animation, so you need to click down here to get this. There's lots of different things that, as I say, I just use all of the time. Now, some of these do have built-in shortcuts, so if I come to any menu, as is the case with any Mac application, if you come into any menu, what you'll see is next to a menu item, there is a keyboard shortcut. So for some of these, we've got keyboard shortcuts, but for other ones, like this Shapes and Lines menu, for example, none of these have keyboard shortcuts assigned. So if we were going to be using our Stream Deck to basically activate these different controls, it's fine where there is a keyboard shortcut, but where there isn't one, then we've got a bit of a problem. It's not a big problem. It's easily solved. We need to assign a keyboard shortcut to those menu items, and there are a couple of ways you can do that. You can do that in the Mac system itself, in the system preferences and keyboard settings, but you can also use a free app, which is called Custom Shortcuts, which I actually added a video about. I'll leave a link to that up into the top right corner, and that basically makes it much easier to assign keyboard shortcuts to specific actions in the menu or to specific menu items. But you can also use keyboard maestro. So that is actually the route that I went in this case, and that's what I'm going to show you today, because what I've done is if I come over to another screen sharing area, this is my Stream Deck, and if I just come into this, this is basically a profile that I've created for Keynote, which has got lots of different functions built into it, and there's actually 40 different functions that I've got there over two pages. So I'm going to show you how I did that, and then I'll give you a way to basically get a copy of this at the end of the video as well. But it is quite simple to set up. A little bit labor-intensive, a little bit time-consuming, perhaps, but there's nothing difficult intrinsically in actually doing it. So that's what I wanted to show you today. So I'll come into keyboard maestro. By the way, if you're not familiar with keyboard maestro, I'll leave a link to a video in the top corner that I did all about keyboard maestro, because if you want to level up your Mac productivity, this is one of the places to start, I would say. It is, you can build up slowly with it, and you can do some pretty amazing things with it, and we're going to be using one of the most simple functions or basic functions that it can offer, but you'll see how this basically is going to make things a lot simpler for us in our productivity with Keynote. So I'm going to come over now to keyboard maestro, and I'll just give you a very brief introduction, because as I say, I've got videos on this already. So here we've got, basically, it's keyboard maestro allows you to create macros, which are little snippets of programming that allow you to control various different things on your Mac, if you will. And we've got a few different groups of macros, down this side, in these folders. In this column, we basically have the actual macros themselves. So this is a little demo group of macros that I created on one of my previous keyboard maestro videos. These are the little macros themselves, which do different things. And then over on this panel here, this is basically what the macro is doing. And some of these are simple, like this one, and some of these are more complex like this one, which basically, once it's triggered, is going to do all of this whole string of different actions. So we want to do something quite simple, which is basically, we just want to trigger one of these menu commands in Keynote. So I'm just going to pop back to Keynote for a moment, and we can give an example of what we might want to do. So let's say we want to use the grab a shape, say I'm always drawing squares. For example, in creating things, which is not too far wrong, actually, because I do tend to create things with graphics, where I'm just sort of building them up out of different components from this little shapes menu here. So we can activate it from there by moving the mouse and dragging it down to the right shape. But we've also got it in here. So if I go into Insert, and then down here we go to Shape, and you can see that down here, we've got a rectangle or a rounded rectangle and all the different sort of standard shapes. So in fact, let's just take a rectangle, shall we? So if we look at where it is in the menu, it is in the Insert menu, and then we come down to Shape, and then it is that rectangle. So basically what we're going to do is in Keyboard Maestro, we're going to have an action which basically triggers that menu command.  And let's call this one Rectangle, like that. If I can spell it right, reaching past my microphone, can't type properly. Rectangle, and then I'll just put Keynote just so that we know what it is. Now I'm going to add an action here because we could add a keyboard shortcut, but what I'm actually going to do is ultimately I'm going to link this to my Stream Deck. So we don't actually need to give it a specific trigger like a keyboard shortcut. We can just leave that one blank for now because we'll activate it from within Stream Deck. Next we come down to the action which is what action is going to happen when we trigger this macro. So I'll come down to the new action here. And there's all sorts of things you can do here. And again, I explained it all in the other video. So I'm not going to go into all of the different actions, but specifically what we want to do is just select a menu item. So there is a macro which is in here called select or show menu item. In fact, there it is. It's just highlighted it down there. Select or show a menu item. So I'm going to drag that in there or double click it. So now it is going to show a menu item. And now it defaults to in the front application which is the application, which is obviously the active application. You could leave it like that because presumably you will be using this whilst you have Keynote open. However, just to be sure, you can come down here and just select Keynote from the menu there. So now that is basically going to be looking for menus within Keynote. So what we're going to do here is you can see we've got the menu title and then the menu item. So the menu title in our case would be if we just pop back to Keynote for a moment over here. The menu item would be the menu title would be insert and then the sub menu would be shape and then the actual menu item itself was rectangle, wasn't it? So I'll just come back down to keyboard maestro. But they do make it easier for you because what you can actually do is click on this menu item and it will open up. In fact, let me just make that a bit smaller so you can see. If I click on this menu here, it actually opens up a list of all the applications and we've got Keynote and I can scroll down here for insert. And in fact, that's just cutting that off even more for you. You'll have to excuse my stream deck window open underneath. So you can see I come into this menu and I come down to Keynote, which is the application. And by the way, this will list all the applications that you have open. So if the application you're trying to program isn't open, then you won't be able to do this. So just need to make sure it is actually open in the background. And if this list is too long, you might want to just close down some of your other applications. In fact, I don't know why mail is open while I'm recording, but never mind. So then we come down to here to insert and then we've got shape and then we're still just off the screen. That top one is rectangle. So if I click that now, you can see that that has basically populated this area here. So its menu title is insert, the sub menu was shape and the menu item is rectangle. And that is it. We've now got a keyboard maestro shortcut for a rectangle. Okay, so what we're gonna do now is I'm gonna come over to my stream deck and I'm gonna come into my little demo profile. I don't actually know what's in here. Oh, there we go. I think that was when I was demonstrating pages. But there we go. So what I'm gonna do is I'm gonna add in a keyboard maestro key here. Now I've talked about this before, but there is a keyboard maestro plug-in for the stream deck and you'd be forgiven for thinking that this was the best one to use. However, there is a bit of a better plug-in which you can use to operate the keyboard maestro, to trigger keyboard maestro macros. So there is the keyboard maestro one, but there's also this one, which is under this custom menu, which is called KM Link. And the way that you get this is you come over to your stream deck store just over the top corner here. And this will open up the store, come down to the plugins. It's always slow when I do a demonstration. Lightning fast any other time. And what you want to search for is KM Link. And there it is. And so that's the one that you're looking for. It's got that sort of command symbol. So download that one. And this one makes it really easy to trigger keyboard maestro actions. And all you do is you come into the custom plugins menu here and you've got KM Link. And so you just drag that across. And now what you do is this will come up with a macro, you can give it a title. So if I want to call it rectangle, like that. And then you select a macro. And then you come down to, it's actually got the last modified macro. So if you just created one, then you just need to click on that specific macro. It will come up there. You can see the last modified one. Or you just go down and search for it in the list and you'll find them all in there. So there we go. I've just created that one. And then you'd obviously give it a nice little icon for your button. But now if I come back over to my other screen, we'll get out of this profile for a moment and come back to that one. Lost my way a little bit there. There we go. And now what I need to do is come back into that little demo profile on my stream deck. And if I press that button, so I'm going to press the rectangle button, there we go. It's just put a new rectangle in. I can press it again. We've got another one, press it again. As if by magic, it's just populating this and putting in more and more rectangles and I can press the button. As many times as I want to create as many rectangles as I want. So that means that now, I don't need to go and have a custom shortcut because bear in mind as every keyboard shortcut that you use sort of takes that out of action to be used as a global shortcut for other applications. So just beware of that with using too many keyboard shortcuts. Whereas doing it this way with keyboard maestro means that we are still activating the, where was it here? The shape. The rectangle, but you can see we've not basically tied up any keyboard shortcut. So that is a benefit of doing it this way. Now, wouldn't it be great then if we could have all of these different actions in all of these menus to make us be able to fly through our presentations? Well, fortunately I've got you covered on that because what I did was I went through and if I just bring keyboard maestro back for a moment and then switch to this view, I've actually created a keynote folder and I've got all of the sort of commonly used actions to create slides with and I've created actions for them all. And so they go keynote, align, all these sorts of things. And then what I've done is I've created then a, oh, by the way with keyboard maestro, you can actually export. So if you come into, I'll just show you how to do this. If you click on a folder and then you go to export macro group, it exports it as a single file. So then you can basically just share that with somebody else and they would be able to load it into their keyboard maestro. So what I've done is I've actually created a keyboard maestro, sorry, I've created a keynote set of icons which looks something like this. And there's actually 40 of them over two pages of a profile. And then I've also created a profile in the sort of standard size stream deck as well. And I've made these available on the store of my website. So just quickly where to find those. If you go over to takeonetech.io slash store and then you'll find it just there right at the top next to my zoom icon pack which you may be interested in as well. But what I'll do is I'll just run through quickly what icons are there and the functions that they give you in keynote. So let me just come back to keynote for a moment. And there we go. We need to get back to a different scene don't we? There we go. Which was I believe at this one. So I've created a scene now where basically you can see what I'm doing with my stream deck and you can also see the stream deck. You can see my mouse. So I'm going to point to which of the specific icons that I'm using. And then also you'll be able to see on the stream deck the effect that it is having on the slides themselves. So I'll just drag this over this way a little bit and then I'll create a new slide. And you can see what actions I've created basically. So I'm going to come into my keynote profile. That's quite a lot on the screen there having looked at it. So I'll just run through basically what all of these different things are on the stream deck. So we've basically got, in fact, let me just change the color of this just one second. I'll change the color of the slide just so it's something a little bit easier to see what's going on. Change that to gray. So the first one I've got up in the top corner is a square. So that's just going to put a square on the screen. I'll move that over here. Then the next one is a rounded rectangle and circle. Then we've got the triangle, the right-angled triangle and isosceles triangle. Whoops. And that is to play in full screen which I actually don't want. So that next button along was to play the slide show in full screen. So that's this one. But then you might also want to play it in a window which is what I use with the e-cam live. So if I press that one, it's now basically playing the whole scene in a whole slide rather, slide show in the window. The next one along is if you've got different items, then you can lock them. So there is a lock and an unlock. So you can see once they've locked then you can't move them around. So if you want to lock things on screen, that is how you do it. And then you can click on them to unlock them again. So we've got a lock and an unlock button. Next here we've got these nine here basically are alignment tools. So if you've got different shapes like this, there's different ways that you might want to align them. In fact, let me just make them like this. It shows it a little bit better. So if I make a few different shapes like this and then what I want to do is put that one there and this one here and I'll just make these slightly different sizes so that you get the impression of what I'm trying to do. So there's different ways that you might want to align these. First of all, you might want them centered on the vertical axis. So if I just highlight all three, then I've got this button here which centers them on the vertical axis and you can see it's just brought them all into line. You might also, you can see now that basically I've got this one is further away from the middle one than the bottom one is. The gap here is smaller. So you often want to distribute them evenly as well over the vertical axis. So that is where this one down here comes in. We've got this little distribute vertically and now you can see that that has made those all nicely lined up. You've also got the same for horizontal as well. So if I just do the same with these things and let's say they're not quite lined up, you might want to line these up in the horizontal axis. So we've got the same to line up horizontally here with this button. And then you might want to distribute those horizontally as well using that one. So these basically, these nine here are all different alignment things. So just coming back to these three as well, you might want to align them left or right. So those are what these buttons are for here. This one aligns them left and this one will align them right. Whoops, Daisy, I've clicked on the wrong thing there. One second. There we go. There we go. So that button is basically aligning either left or right. Then we've got some for shapes. So I do a lot of things where I need to maybe add shapes together. So here we've got two distinct shapes and maybe one of them might be a different color, for example, just to show that they are distinct shapes. Now, if you want to join shapes together, there are different ways that you can sort of make them into one. You can either unite them so that they become one whole shape that is the sum of basically all of the space that they're currently taking up. And that is this one down here, this icon. So this is the unite tool from the menu. So if I click on that one, I need to make sure I've got both elements selected. And then I click on that one, you can see it's joined them together. And that now is acting entirely as one shape, just as the others were. So you can manipulate that. It is now effectively one entirely new shape. The other thing that you can do is if you've got two shapes like this and you click on both of them, then you can also basically subtract the topmost shape or shapes from the bottom shape. In fact, let me just show you with an example with more than one component.  So let's say I've got this shape here and then this and this. And then I want to basically just punch out the two blue squares from the yellow one. So then I would use this tool here, which is going to knock those two shapes out. And you can see it's just basically, it's like, imagine it like a cutter, cutting through the bottom shape. So that's now giving us this shape. The next one you can use is if I drag another shape over like this, you might want to only use the part where there is an intersection with another shape. So let's say I bring this here, you'll see what's going to happen in a minute. I want to include only if I come and look down at these, only the part where these two shapes overlap. So if I press that button, when I've got both shapes highlighted, if I press that one, then it's just giving me, left me with the place where they overlap. Or another thing that you might want to do is basically unite two things, but you exclude the place where they overlap. So in that case, I come to here, then you've got this one. So hopefully those icons that I've created are pretty clear as to what they are doing. They sort of symbolize how those different shapes are going to affect each other when you cut them out. The other thing that we've got here is some grouping as well. So you can actually just group shapes together. So if I drag these three here, for example, you might want to group those all together. So if I highlight them all, then there's this little group tool just down here. They are now acting as a group. So it's not the same before as when you unite them and they become one shape. This is still a group of individual shapes. And then we can use the ungroup tool here to ungroup them and then we can move them around again. The other thing that you might want to do is flip things on one or other of their axes. So if you highlight this one and then we come back down to the stream deck, I've got these two buttons here that basically flip the object either in the vertical or the horizontal pane, vertical or horizontal plane, like that. And then also we've got on this page some things to basically order shapes. So you can have things either at the front or the back. So I'll come to that. Let's say we've got these three shapes. So now you can see the blue shape, the blue triangle is behind the yellow shape and the green is behind both of them because it's disappearing behind both. Well, you can bring things either forward by one level or you can make them jump right to the front or right to the back. So also on the stream deck, there's these four along here, which basically either send things forward by one level or backwards by one level or make them, as I say, jump to the front or the back. So if I click on this one, you can see that that is moving forward. And in fact, if you look on this side, you can see how it's moving up through the stack. And if I send it backwards, I can make it move back through the stack as well. And if I press this one, which is going to make it jump right to the front, you'll notice on here, it just jumps immediately right to the front. Or again, I can send it immediately right to the back. And so that is how you can basically manipulate where things are appearing in the stack on the screen. The next one that we've got also is the Instant Alpha. So you can actually do Instant Alpha. I'm sure a lot of you are familiar with how you do that in preview, where you have the little magic wand and it can basically, you can add transparency to pictures. Well, let's say that we were doing one of our professional presentations and we wanted to add an image in, but we needed to use the Instant Alpha tool. Well, if I just drag an image in, then we've also got the magic wand here. And all I need to do is click on the magic wand and then click into the area we want to eliminate and hold and drag. And there we go, click done or click enter. And now we've just removed that background from our image. Next, on the following page of the stream deck, I've basically got a few that are related to text and they're one for animation. So the text one, first of all, if we want to add in a text box, we can do this in here. Normally you would come and drag up this text box from the top of the menu, but I've added in a button to the stream deck. So we just simply click on the button and it will add some text in. Obviously we usually do our editing of text over here, so let's say 300, it's got some large text, but sometimes when you're just sort of fine-tuning it, you want to nudge the size up and down. So we've got these couple of stream deck buttons here to be able to go plus or minus. And as you can see, it's just nudging that size of that text up and down. And you can see it incrementally moving it here as well. Next is the justification of the text. So if I've got some text in here on a couple of lines like that, whoops, another line, I'm not sure that was right. So there we go, we've got some text there. At the moment, you can see that text is centered, but then these are obviously, I'm sure you know what justification of text is. We can either send it to the left, to the right, to the center, or have it justified as well. So those are the text controls that I've added to the stream deck. And then finally, the last thing is, I mentioned before about animation. And one thing I always found with the animation is the build order is something that's quite crucial. You need to know what order things are happening in. If I just add a few random effects to here, and then let me just add a random effect to this one as well. When you've got to different items that I've got animation on them, then you need to come down to this area at the bottom for this build order. And then that is the build order window where you can decide what order the animation is going to happen in. Now, what I always found out, what I found was when I actually ran the animation in a either in window or full screen, whenever I came back to this, this build order window always seemed to have disappeared on me for some reason, and wasn't sort of persistent on the screen. And I often needed to just call it up and didn't want to have to go in to activate it from here. So I've also added a shortcut for the build order in there as well. So that is this one. And if I press that, it just pops up that build order window there. So that is basically a rundown of the icons that I've got in this icon pack. And as I say, it's available on my store for $10. I'll leave a link in the description. And basically, the steps that you would need to take, if I just come over and show you what's actually in the download, then that might make it a little bit easier to understand exactly what you're getting and how much time it's actually going to save you. So first of all, let me come and share this part of the screen. So in the download, there is a zip file. And then once you open the zip file, it's got all 40 of these icons.  But I've named them with a logical title, which actually is related to obviously the action that they're intended to be used for. So I've got a list of all of the different icons here. And then I've got the action that they are intended for. Obviously, you can use these for other applications if you want for whatever purpose. You need them for. But I've also got here the application menu location as well. So you can see exactly where the menu location is. Because obviously I've set this up to be used with keyboard maestro. But if you wanted to use a, create a custom keyboard shortcut yourself using custom shortcuts, the application that I mentioned that I linked to earlier in the video and in the description, then if you wanted to go and set those up yourself, then you've got this as a kind of like cheat sheet so that you can see exactly which where the menu items are as well. I've then got here the icon file name just so that you know what to look for if you're looking for a specific icon. If you're going to update any Stream Deck icons manually, then you'll be able to see what the file name is. So you know what to look for as well as obviously the actual icon itself. And actually these file names is also, are also what I have called the macros in keyboard maestro as well. So it means that you can see exactly which macro to select if you're going to do any of this manually in your Stream Deck. So aside from the icons though and aside from this little PDF which gives you a list of all the icons, there's also a couple of other files. First of all, there is two profiles. One is for the Stream Deck and one is for the Stream Deck Excel. So on the Stream Deck Excel, which is what I was using, you saw how these are spread over two pages but there in the Stream Deck, they are spread over, I think, four or five pages of one profile. Incidentally, if you haven't updated to the latest version of Stream Deck software, then definitely do that because that enables the pages in profiles. Guess what? I did a video all about the Stream Deck update. I'll leave a link to that up in the top corner and in the description as well. And then the final file that is in the download is here, which is the Keyboard Maestro macro set. So assuming that you are gonna use Keyboard Maestro, the simple two-step process to do this with is, well, actually it's three. If you've downloaded the files, first of all, go into Keyboard Maestro and I'll just show you how to do this. You're gonna go into Keyboard Maestro and then down at the bottom where you've got plus, you're gonna add a folder. In fact, you're not gonna do that.  I've got a confession to make. I had to just press pause on my e-cam live there for a moment. You're gonna import them and what you're gonna need to do for that is to go up to the File menu at the top. In fact, let me switch up to here, shall I? There we go, bring that up here.  You want to go to the actual folder where your macro is that you've just downloaded. Click on that one and click on Open and it will basically just import those whole, all of those keynote macros into here. So then you'll have this list of all of these different macros that are gonna be activating all of the different actions within Keynote. So once you've got that open, then what you want to do is just go over to the folder with the download in and basically then you're just gonna double click on the profile that you want so either the Excel or the standard one or if you go over to your stream deck, you can do it from within there.  So if you come down to here you'll see your stream deck icon pack is here and then you can select either the Excel keynote profile Excel or keynote profile and then that will import those into your stream deck and then you'll have them all there ready to go and they should just work because they'll be triggering the keyboard maestro triggers. Of course, as I mentioned, do make sure that you've also got that actual action for the KM link installed as well on your stream deck. So once again, the place to find those is at takeonetech.io slash store and that's where you can find the icon pack on there and then also yeah, check out some of my other icon packs if you so wish. So I hope you found that useful and regardless of whether you use my icon packs I hope you can see how it's quite easy with keyboard maestro to actually be able to trigger actions in other menus and this obviously extends not just to keynote but any other application where you want some specific menu item that's maybe hasn't got a keyboard shortcut or something like that, then this is a great way to do it. So I hope you found that useful and if you did find it useful, don't forget to like, subscribe, leave me a message as well because I do love getting messages from you all and if you've got any issues with it, let me know and I'll be sure to try and find a solution for that as well. So that's all for this video but don't go anywhere because there are some more great videos coming up next and I'll leave a link to some of my keyboard maestro videos over on the right hand side. So until the next time, have a great day.