So here we have the Book S on a Snapdragon 8CX processor, right? Yes. So this is a very fast, is it touch? Yeah, it's touch. So very fast Windows 10 experience. Yeah. And here, are you having the phone? Yeah, I'm just... Link to my phone, so I have the opportunity to use full access to my phone. If you're on the same network, it's got your phone or link to Windows. I can also write with a keyboard for my laptop and it's getting to my phone. So I could answer WhatsApp messages or something else. And the other good thing is I can take a picture, it's a good example. I just take a picture with my hand. And it's just doing this over Wi-Fi? Yeah, it's a low Wi-Fi. So I have the picture here, I can pick. It's all on the screen. It's all wireless. I already destroyed it. And it's the fastest ARM processor in the world. Yeah, right now. So the budget time goes up between the years. 22 hours battery life? 23. 23, what's the price? The price in America right now is $999. $1,000? Yes. In Germany the price is going to be around $1,099. Because of the taxes. VAT? Can we look... Yeah, you also have the opportunity to put a SIM card in it. Nice. Not 5G, no? 4G? LG. One SIM and one micro. A dual SIM, no? Yeah, that's it. Also dual SIM? No, no, sorry, sorry. It's just a normal SIM. But you can add your storage to the SD card. Maybe you can do e-SIM, electronic SIM, no? Okay, just one SIM? Yes. And over there? Yeah. We have USB-C. Type-C? Yeah. On the right side and also on the left side. And then the LCD, 3.5. You can add your storage up to 1TB. Right now, all the devices have 156G. You can add your storage up to 1TB. What storage do you add? GBS. You mean micro-SD? Yeah. So micro-SD for storage? Yeah. You also have games, you can run a game like this. It's still faster than it. Faster than the Core i5? It's still faster than each other. How heavy is this? 961g. It's extremely light. Right now, it's lighter than it's one. And finally, this is the first time in five years or something that Samsung is back in Europe now? Yeah. I don't know if you don't want to wear any laptop or something anymore. I know you have to wear a laptop. Now there's a cooperation with Samsung and Microsoft. So you have the opportunity to... Welcome. I think it might have also to do with with the profit margins on doing an empire laptop. There's no need to pay all the money to Intel. It's keeping the money a little bit to make a better product. It's basically the same price as an iPhone. So for an iPhone, you get a huge device with 4G. You're always going to get it today. A better time to do it. Actually, you can really find yourself with it. Nice. And how do you play this one? Yeah. How do you play it? Okay, let's try it. Okay, I'm going to try to be the first. It looks nice, like 3D. Cool. All right. Nice. The best empire laptop in the world is right here. And it's launching how soon in Europe? I hope so. So before Christmas? I think so. I think something's going to work. And the US one? Yes, already. Already released. Already on the market in the US? Yeah. People can buy it? Yeah. Wow. It's just beautiful. It's amazing. It's got a little gray. So it's a little bit pinkish? Yes. Pink gold? What do you call it? Yes. And gray. Oh, that's good. Did you have one? I got one. They can give you one. They can give you one, no? Yeah, I have one, too. That's my opinion, too, because it's so light. For students, it's amazing. For travelers, it's amazing. Actually, if you want to work or something, you also have the opportunity. Like I showed you, we've got pictures. So it's a good method to just change pictures, something to desktop. I think for students, it would be better if it was 499. I'm joking. But it would be cool if it was 499. Then it would really be the most popular laptop in the world. But now, it's similar to a MacBook price kind of. Okay. Fingerprints. It works on the finger. Nice. This is all the S? Yeah, it's all the S. Yeah, what? Can I grab one? No. No? They're all real? No, they're all real. No, they're all real. But the display is just... Ah, there's something on the display? So, one, two, four, ten, twenty, thirty. So, twenty-eight. Two more for me. Nice. And are you connecting here to one of these? Yeah, 4K, 4K. So, I have a transmitter. It's a USB-C one. Yeah, 4K, 4K. It's just mirroring right now, but you can do whatever you want. 4K, 4K. Just one display or two? That's full HD, yes. Full HD, but this one 4K could be? Yeah, I think so. And then you can have two or just one external display? Just one. Okay. Cool.


gyda'r cordd. Mae'r ardal'n ddigon i'r llyfr ystafell ar gyfer y cyflawn. Mae'r ardal i'r ystafell, mae'n amserau a'r amserau. Mae'r ardal i'r ardal i'r ardal i'r llyfr ystafell. Mae fyddeidwyd mewn mwy o'r maewn ymddangosol o'r ysgrifennu ymddangosol a'r ysgrifennu o'r ysgrifennu hefyd. Mae'r hyn o'r ysgrifennu hefyd mae'r ysgrifennu hefyd yn y 90-rhyw a'r hyn o'r ysgrifennu hefyd. Over a decade ago, I moved into the organisational change management states as area, which is a passion of mine of helping organisations with the people side of change. So I've written five books on organisational change, workforce resilience and leadership for them are on that screen and also an international keynote speaker. So as an organisational change management consultant, when I'm going into organisations or talking to organisations, I'm observing first hand the changes in the way we are working is having on our leadership. The future of work is the future of leadership and the future of work is hybrid. And that means we need a fundamental shift in the way we lead. So I'm driven to make a difference and that's to enable today's and tomorrow's leaders to be effective leaders of hybrid teams. One where there's a mix of people that may be in an office, maybe remote, maybe a combination of many various models. It's all about employee flexibility. Gone is the office as the only location and gone is nine to five as the working day. So as I said, the future of work is hybrid. There's still a lot of debate going on about what that looks like. And there's a lot of people still with their heads in the sand want to ignore it and hope it will go away, but it's not going to. Employees have had a taste of flexibility and autonomy and they want to keep it and all the research in the studies support that. Regardless of the hybrid model, leadership is facing a challenge like never before. Whilst leaders in multinational organisations and some of you may fall into that category have been leading hybrid teams and remote workers for many years. For most of our leaders, the reality is for most of our leaders, they've never done this before. This is uncharted territory and the research is revealing that leaders are not ready. So what does that look like for leadership? So what I said, leaders are not ready and that is a generalisation I appreciate. But from everything that people are talking to and the thing, the research in the studies that I'm reading, that is the state of affairs. And there was research by a company called Terminal last year and they revealed that 77% of leaders that they surveyed or interviewed had never managed a fully remote team before and 89% had never managed a hybrid team, a mix of both in person and remote ever before. And that is admitting that if they realise that leadership is different when you're leading a hybrid team because it's fundamentally different in many ways, which is what we're going to explore, this is a challenge. And it's not that our leaders don't want to lead a high performing hybrid team and be an effective and a great leader, but help is needed. This is a fun, unforeseen and complex and multifaceted situation. As I said, it's uncharted, we haven't got a rule book or a standard operating procedure we can refer to. This is learning as we go for many leaders and we need leadership development that's not being considered before to help leaders effectively lead the hybrid team. And I want to share with you one of the reasons I believe leaders are not ready. And this was evident by behaviour that was exhibited at the start of 2020 with the onset of the pandemic. Micro-management continues to be pervasive, even though it should be more difficult or just totally not in the leadership anymore. And it should certainly not be conducted in a virtual environment, but the magnitude of the situation is evident from research by a company called Top 10 VPN. And they showed the increase in demand for employee surveillance software highlighted the inability for leaders to act as good leaders in this new world of work. In April 2020, a month or so after the onset of the pandemic, the global demand for employee surveillance software went up by 87% compared to the previous year. This was a knee jerk reaction, and I shouldn't call them leaders by managers saying, if I can't see them, I don't know how to manage them. And that is a fundamental mindset shift if we want those people to be leaders of teams. In the following May 2020, it went up by 71% compared to the same time the previous year. So clearly managers don't think they can lead a distributed team, a hybrid team without a big brother approach. So what are they looking at? They're looking at keystroke recording, location tracking, taking screenshots, video recording, internet usage, browsing the history, email monitoring, you name it, the list goes on. And what is really scary is that employees are responding. They're going, well, OK, if you're going to monitor keyboard strokes and interpret that as me being productive, I'm going to make it look like I am hitting the keyboard. So we have employees now putting paperclips into the insert key. We've got employees putting weights on the keyboard to make it look like they're working. People are putting a mouse if they're using a mouse on an analog clock because the second hand imitates the mouse moving. Now, this is really scary that we've got highly intelligent knowledge workers reacting in this way because the way the managers are reacting. And whereas with our communication applications like tunes and Skype, the status was to inform someone who wanted to know whether it was a good time to talk to you or whether you were going to be available for a conversation. So they'd look away from the desk in a meeting. Well, now away from the desk has been interpreted. Why aren't you at your desk? Why aren't you at your keyboard? You can't be working if you're not. So employees, again, are making sure that the green light is always on on their status. So this is just Orwellian behavior by managers. And there is no excuse for management in that way. And this equates to a bad boss or a manager believing that if they can see an employee at a desk in the office, that means that they're productive.  So whilst there's many factors we have to think about in our new way of working, such as the technology, office space, policies, logistics, security technology, is leadership that's going to be paramount that we need to address and change. So it's going to need a fundamental mindset shift. The leaders that think they can just carry on as they were before are having a big wake up call. And we're not going to go back to the way it was before. The genius out of the bottle and the bottle's been broken. The future of work is hybrid. And again, there's many, many models, but it's going to make a big leadership shift. And the lead organisations that have not enabled the leaders to make this change are going to suffer and find themselves left behind as the competition thrives. So this is my value model for enabling leadership and increasing the leadership capability to lead the hybrid team. So on the left deploy experience, leadership capability in the middle and reflected in team performance. Then, as I said, most leaders are tackling the challenge of leading a hybrid team for the first time, and the reality is they're not ready. And the floundering, yes, they are striving to do the right thing, but they're struggling because this is new. As I say, because no textbook, they go, this is how I lead my hybrid team and this is how I make the transition. So that's while the leaders are floundering and striving, that's leading to, leading to employee consternation and confusion. And they're saying, where's our leader in our clear direction? And employees need connection and cohesion, regardless of where they're located. They need collaboration not only across the team, but cross functional functions and cross locations as well. So leaders need a programme of learning, education and coaching, tools and resources so that they can, and leveraging best practice. So they're not going alone so they can flourish in this new world of work, effective leaders who can lead the high performing hybrid team. And when that happens, when our leaders are flourishing in this environment rather than struggling, this means that team performance is high. And that means that when productivity increases, so does profitability. So there's a substantial return on investment in investing in leadership development. So just take a few moments to think where your organisation sits on that model at the moment. And then have a thought about where you would like it to be. This is what I call the contrast model. So when leaders become more effective at leading the hybrid team, they stop being detached from their employees. Some leaders are detached because they can't see them. They stop being attached and they're connected regardless of where their team and employees are located.  And rather being indifferent to employee situations and every employee situation is different to the others. Rather than being indifferent because it all gets too hard, they lead with compassion. And they get rid of proximity bias. And this is a real bias that now exists where people put higher value on the work done by someone they are physically co-located with than someone that's remote. And it's a bias that leaders have to overcome so that they are leading with inclusivity and equity. Everybody has to be on a level playing field regardless of their location. They have to move from being invisible to staff and putting protocols to make sure that people know when they're available and when they're accessible. And as we've seen, they have to stop monitoring hours at a keyboard and measure the right things in the right way. And I'm going to talk about that in a moment as well because a big fundamental shift. Moving from being rigid in their thinking, this is the way we've always done it, to being more adaptable. And as this is a journey that leaders are going to go on with their teams, then it's a learning journey. So there will be adaptation along the way as we learn and correct our path and moving out of a comfort zone into a learning zone. This is leaders with a growth mindset say, yeah, I'm going to be out of my comfort zone, but this is about learning and this is about growth. And this is about not only for me, but also for the team. So this is the model I use to help organisations increase their awareness for a different type of leadership. And with the 45 minutes that I've got, what's left of it, I'm obviously not going to go through every one of these aspects on this model. But over at my website, if you do want to know more about some of the other aspects of this model, there are blogs and posts on all of these. So KarenFerris.com is the website. And these competencies are the ones that I believe are a step above what good leadership should already look like. So if you think about characteristics of good leaders such as providing and receiving feedback, having emotional intelligence, courage and respect, they are not on this model because they have taken them as a given. These are the aspects I believe need to be uplifted or introduced if they're not already there for leaders to effectively lead the hybrid team. So let's look at some of these so you get an idea of the way I'm thinking. So we're starting in the middle with forming, storming, norming, performing. Now, many of you may have heard that before and it's the Tuckerman stages of team development. And Tuckerman introduced this back in 1965, but it's still in wide use now. And I propose that it's a good diagnostic framework for forming hybrid teams. So forming, this is about whether it's a new team or a team operating in a new way and finding their way. So forming is when there's uncertainty. We're not really sure what's going on. We're looking for guidance. Storming is when there's conflict and there's pushing for elbow room, virtual elbow room. And resistance to influence from the group. Norming is when the team starts to get more cohesion. And then performing is when the concern for the team is getting the job done. So let's take a look at what that means for the leader of a hybrid team. So performing, the big consideration here, the leader of a hybrid team, especially if they've used this model before, is that this process is going to take longer. When you've got some people that may be in an office, some people may be working from home, some people may be working in a hub, some people may be working in a workspace, in a library, in a cafe. And the leader's role is to bring them together and start forming them into a team. And that is going to be harder and take longer, which doesn't mean it shouldn't be done, but for hybrid teams. So leaders have to be absolutely clear about roles and responsibilities, provide the team with clear goals and a shared sense of purpose. And again, it sounds, well, that sounds obvious. We should do that anyway. Yeah, but it's easier to see when someone's co-located or to sense that they probably haven't actually understood what their responsibility is. When they're working remotely, you might not be get that sense. So you have to make sure it's absolutely clear and that everybody has clarity. And think about ways to form the team. Can you get the team face to face for a period of time? How can you use some of the team building and spontaneous connection applications and platforms to help form the team? And it's about fostering trust, which starts with respect and empathy. And empathy is an easy word to say, but often hard to do. So you need to make sure you're always asking to make sure that people have understanding. Storming, as I've mentioned, it's when there's conflict. And this is where there's false harmony, because people are keeping things to themselves and not quite sure whether they're safe to share things yet. And any dissent or disagreement can be buried because they're not feeling safe to challenge your question yet. So as a leader, you need to uncover that conflict. Take it out of the darkness and bring it into the light so that you can deal with it and manage it. And that requires leaders to create, maintain and sustain an environment of psychological safety, where everybody feels free to question, challenge, share ideas without any fear of repercussion or reprisal. And that can be a big shift for many leaders. And it can be easier to sense conflict when you're co-located with somebody or with the team, when they're distributed, it might be harder to pick up. So leaders need to be a cleverer watchdog than they've ever been. Norming is when the team are now getting to know each other. Conflict has been surfaced. It's not the dominant characteristic of the team. And this is where leaders need to not only capture as they might have done previously, but also document the team agreements. How are we going to handle conflict? So that everybody, again, regardless of location, knows what to expect. Determine team member preferences. Do maybe some behavioral assessments. Do some profiling. It's easier to sense how a person likes to be communicated with or presented with an idea when you're sitting in a desk next to them. You can tell by someone's desk if they're a detailed person or a big picture person. You know, they've got lots and lots of graphs and things on the walls and they're a detailed person. If it's a really clear desk and it's just a picture person, that again is harder to tell when you're not co-located. So try and capture preferences and share them amongst the team. And then performing, this is where there's high levels of autonomy. And to get here, leaders need to really empower employees and then get out of the way. It's not management by abdication, but it's also no place for micromanagement and no place for surveillance. Micromanagement and surveillance just screams, I do not trust you. And that is no way to build a team. So we need to, at this point, what leaders need to do is keep a close watch that the team doesn't start to slip back down to the previous stages. Again, easier to sense slippage happening when you're co-located as when it's a distributed team. So let's take a look at objectives and measuring performance. And this could be one of the biggest mindset shifts for leaders as we move into this new way of work. And I'm just checking there's a Q&A question. OK, I'll come back to that at the end if that's OK. Let me just close it down. So objectives and measuring performance. Now great leaders have been doing this already, but leaders moving into measuring a hybrid team are having to rethink this for the first time. So objectives should be motivational. You know, some employees working remotely may find it harder to motivate themselves. So objectives should energise behaviour, provide absolutely clear direction and give employees a challenge. So I suggest learning objectives as opposed to performance objectives. So we'll give you an example of performance objective could be, John, I want you to run three town hall meetings to reach over 700 employees in the next quarter. Change that to a learning objective is, John, I want you to find a way to reach 700 employees in the next quarter. It's telling John why we need to do something when not how. We're not already so John can now explore, innovate, be creative and be energised as a result. Clarity is absolutely king. There is no room for ambiguity. If you set an objective without clear expectations that you know your employee understands, then as Brené Brown said, clear is kind, unclear is unkind. It can be a disaster. Do not just you, your employee knows exactly what you expect. Get them to play it back to you so you're both on the same page. And again, that's easier to sense when you're co-located with somebody. And make sure people are comfortable with their objectives. Again, you can feel when you change someone, this is what I'd like you to achieve in the next month or two months.  So make sure you're not stressing people out and you're giving people things that they, yes, it might be a stretch goal, but they can achieve them. And as I mentioned earlier, do not fall to proximity bias and put higher value on the work carried out by someone you can see than someone that you cannot observe. And then how do we measure people's performance? Well, it's not ours at the desk. You know that the number of hours you sit at a desk or at a keyboard does not mean you are productive and manages, for some reason, have had this sense of safety if they can see them they're working. And they never have. And now we've got people working remotely. They just sort of blown off in their faces because you can't see where they are. So leaders must learn how to measure performance across teams and stop measuring the wrong things. You know, most of our employees now are knowledge workers. They're not producing widgets. So you can't say, you know, Fred, you produced two widgets last week and this week you produced three and next week let's produce four and we can demonstrate productivity. These knowledge workers think for a living. They come up with ideas. They solve problems. They find improvements. And leaders need to be able to measure that performance and the value that those people deliver. And measurement needs to take place on a regular basis. Scrap the annual performance view. If that's the only feedback and conversation about performance an employee has, then get rid of it. Measure performance on a regular basis. Don't tell me six months down the line that my performance wasn't up to scratch. Or some things I did were really good and some things I did weren't so good because I've had no opportunity to act on that information. I've just had six months to not build on the good stuff and six months to embed the bad stuff. So feedback should be continual and often. So let's look at equity and inclusivity. Now there's a lot of talk about diversity, equity and inclusivity for some time now. What we've done with the hybrid team is where in the past diversity, equity and inclusivity has been focused on gender, race, religion, sex with orientation and many other things. We've now added two more elements to equity and inclusivity. Those in the office and those not in the office. And you may have, I don't know in your organisations but I know I've worked in organisations in the past where working from home was frowned upon and was sort of called shirking from home. Mary's working from home today. Thinking Mary was getting some time off but classing it is working from home. But now we can't have that sort of discrimination as hybrid becomes the norm. So there's no room for, as I've mentioned, proximity bias that employees will be better, will be more productive, more innovative, more collaborative, etc. in the office. That is a load of... We've had for the past 18 months, two years, employees collaborating quite effectively, thank you, being more productive than they were in the office. So it doesn't... They don't have to be back in an office and you cannot have proximity bias for those that are. And it just will create cultural conflicts and us and them. So everybody needs to feel a sense of belonging and being part of the team, regardless of where they work. Everyone needs a sense of belonging and leaders need to lead with care and compassion, understand their employees, understand their situations and their challenges. And it might mean that you need to know team members on a more personal level than you did before. And check in, how are they going? How are they feeling? Is there anything they need from you? A question I was asked is, what can I do for you? What do you need from me? Make sure everybody is involved in conversations, in meetings, everybody has a voice. Some people are quite prepared to say, I've got something to say, other people like to be invited. So the leaders need to be doing this now, making sure that quiet people have their opportunity to contribute. And team building is going to be absolutely critical to keep bringing the team together in whatever way that might be and it can be different for every team to keep that connection going. And check in with every team member on a regular basis. And as well as regular check-ins, drop in, as you might have done when you were passing someone at the desk, and how are they going? Pick up the phone, have an ad-hoc text or video meeting, just to say, how are you going? OK. The last area I want to look at is optimised technology. And the reason I want to look at this, and I've already touched on this slightly, is that there are still many, let's say, organisations or bosses of organisations, and this is happening a lot in the financial sector, who are mandating a total return to the office. Now, I think there's many reasons for that, which I don't have time to go in to, but they are citing the lack of collaboration as a reason that everyone has to go back into the office and that it's going to have an adverse effect on culture. Culture isn't a place, culture isn't a building. So, that one's been blown out of the water as well. But in regard to collaboration, we've all done the best we can with Zooms and Teams and Mural and Miro, but there really are some massive emerging technologies that are going to change the game. And these aren't just ideas, these are really going to be here very soon. So, I just created this short three-minute video from other sources. Some of you may have seen this before, but for many people I've shown this too, they're just like... The first is Google Project Starline. It's like you're looking at a piece of glass and it's like the person's on the other side, three-dimensional. So, Google Project Starline, Microsoft Mesh, where you're allowing tendees who are physically present to work with people who are virtually connected at the same workspace, Microsoft Mesh. And the third one, Facebook Horizon's Work Groups. So, let's watch, let's think on and then you tell me if we're not going to be able to collaborate across locations. So, imagine instead of looking at a screen, you're looking at a magic pane of glass. OK, now? And through that glass, you're seeing another person on the other side. Hi! Say hi to Auntie! Oh my gosh, I love you! Eddie! So, you look beautiful. And then you just start having a conversation, just like you would if you were physically together. Like I feel like you're here. This is wild! I can see that curl in your hair, I can see how your sweater is falling. Yeah, but then you'll be saying, put on a little lipstick more. There are really three breakthroughs coming together here. One is the ability to capture people as they are. The second is the ability to compress that information and send it over existing networks efficiently. And the third is the ability to render that person viewable through a three-dimensional display.  Don't say goodbye, don't go away. That was mind-blowing. I've seen a lot, but I've never seen this. I felt like she was present and I felt like I was present in that moment, too. It was like she was here. We have two planes right now on the same trajectory. As we put people first, technology fades into the background and feels like anything but. Asia, what do you think? I think we had 330 maintaining 2800. We'll be clear for approach. This changes the way we see the world and in turn changes the world we see. These numbers are looking great, actually. There's promise in the possibilities and what we see and create next will stretch the imagination. Good morning, Sarah. Morning. Slowly coming towards the thumb. A world without boundaries. Good job, a lot better than yesterday. Yeah.  A world where technology enhances, not limits, humanity. With people front, centre and in the spotlight. The future is here. Introducing Microsoft Mesh. Five minutes left. So this last slide I'm going to run through fairly quickly. It's a checklist that you can ask the question about your team or your organisations. Seven questions, yes or no. Sorry, so easy to keep track of your score. Yes or no. So, and if you get a yes, that's a finger, a number. So do all your leaders measure employee performance by outcomes and value, not hours. Yes or no. Do all of your leaders empower employees and then get out of the way, trusting them to do the right thing. Yes or no. Do all of your leaders lead with empathy and really understand the feelings and the reality of other people. Yes or no. Do all your leaders run effective meetings, hybrid meetings, making sure everybody has a voice regardless of where they are. Yes or no. Do all your leaders treat everyone as equal regardless of where they work. Yes or no. Are all your leaders looking at the latest and greatest technology for communication and collaboration? Or are you still going to be limited to Teams and Zoom? Yes or no. And the final question, do all your leaders and every member of the team know the capabilities of everybody else in the team? Do you know the skills and capabilities of everybody else? So seven-step checklist. If you scored five, brilliant. You're building leadership capability to lead the hybrid team. Score three or four, you're getting there but there's a way to go. And if you scored less than three, I recommend some immediate action as you're going to be put the organisation and the team at risk. Regardless of you score, improvements as easy as reaching out for help. So, there are my details. Now I do have a couple of questions here. As you can see there, if you want to go to my website and order any of my books, put them in the code hybrid to get 10% off. Ankit said, had nutrition six months ago, this guy mentioned in one-on-ones that he was good and happy, never mentioned or expressed any discomfort or stress even when you probed. One day he flipped and explosives, what could I have done better? That's a very good question Ankit and a big one as well. I would probably say, if you've asked the questions and you've probed, probably nothing you could have done. I would suggest that the only thing the organisation could have done is make sure that that person knew that there was lots of other avenues to get assistance from if he felt he needed it. Is there a stigma about mental health in the workplace that he didn't feel safe to share? I don't think there's anything you could have done. Maybe something from an organisational level could have done that he could have gone. If he didn't feel safe sharing you not because of who you are but just because organisationally there was a stigma then other avenues. Anonymous has said, some companies have started working from the office. They thought the team culture was getting impacted. Is it true that team culture is impacted in the working from home setup? A short answer to that is if people in your organisation, executives managers, whatever in your organisation think culture is about the office then that's a big problem. Culture is about values and relationships and the leafs. It's not about bricks and mortar. What could be done to make the team member feel comfortable when asked questions about their improvements instead of making them vulnerable? I'd like to take that one offline. I need to think about the question. I'm not sure. I mean, we need to... When you're asking about people's performance it's being compassionate and empathising and understanding their situation rather than making them feel that they've failed. Have the conversation about setbacks, not failure. If setbacks are temporary, you can move on. But again, happy to take that. I know I've run out of time. Thank you everyone for listening.


Se on tärkeää, että tutkimukset ovat ympäristöintiä ympäristöintiä. Tämä on myös tärkeää, että voidaan sanoa ympäristöintiä, kuten ympäristöintiä on. Joten, miten on tärkeää, että voimme sanoa ympäristöintiä, ja miten on tärkeää, että ympäristöintiä on ympäristöintiä. Seuraavaan, kun käydään, on yksi asia, joka haluamme asiaa, kuten suunnitelmaa. Ympäristöintiä, jossa on ympäristöintiä ja ympäristöintiä, on tärkeää, että jos on sivuinen, että se on ympäristöintiä, niin kaikki on okei. Jos ympäristöintiä on ympäristöintiä, niin asia on valmis. Joten tämä on ympäristöintiä, joka ei ole edellinen. Ihmä inna, että en voi Really justify that kind of yes or no, based on any good methodological resource. Meneet auttos teemme jo Nunollis' book on psychometric theory for the rule of thumb of 0.7 for Chrombax Alpha which is a coefficient alpha, which is reliability statistic. Well, the problem is that he doesn't make that kind of claims in his book, Ensin, reliibilit on jotain, jota pitäisi muistaa. Jos studiivit ovat 80 %-reliiville, jos on aika, niin ehkä 80 % ei ole aika. Sitä pitää sanoa, mitä se on. Mitä biisi sinä pitäis, jos on 70 %-reliiville? Mitä biisi sinä pitäis, jos on 95 %-reliiville? On se todella ei ole? Ei se ole, että se on se, että on yksi seurana, Ohjelmit Survey purchases in Steady. Is the matter of understanding what reliability means for your results and then explaining that to your readers. So, before we talk about these actual statistics it is important to understand what kind of assumptions that the reliability statistic are based on. And what's the principle of assessing reliability. With a bathroom scale example Mennästää the same person again with the same scale, if you get the same result, then your measure is reliable. When we measure people or organizations through surveying people, for example, things are a bit more complicated. The reason is that if we ask a person whether they like, for example, United Nations, then and we ask the person again if they like United Nations. The second answer to the question is influenced by the previous answer. So if we ask the person same question over and over, they will give us the same answer because that's how they answered the last time. So whereas a bathroom scale doesn't remember what the previous measure was, people do, and that's a problem. So classical test theory has this concept of parallel tests. The idea of a parallel test is a hypothetical scenario where we would measure the same person again without that person having any recollection of the previous measurement of case. So an example here is that if we ask Mr. Brown whether he likes United Nations or not, then if we ask him the same question again, we have to brainwash Mr. Brown in between those two questions so they are really independent tests of the same attribute. This of course is a counterfactual argument because we cannot brainwash our subjects. Our subjects will know what they answered the last time. So if we ask the survey question, we ask the next question, how the person answers the next question will be influenced by how they answered the first question. So we simply cannot ask the same question over and over. There are two workarounds for this problem that we really cannot do these parallel tests. Test the same attribute of the same person at the same occasion without the person having any recollection of being tested before. The two ways are we either do actual replications and we assume that they are parallel. So that will work if we have a time delay. For example, if we ask a person now whether they like United Nations, we ask them the same question a week after, then they may not remember anymore what the original answer was, in which case we could argue that those repeated measures mimic the parallel tests scenario. Another way is to assume that we do two distinct measures. So we measure the same attribute in a different way and we assume that those two different ways of measuring the same thing are parallel. So instead of asking the person whether he likes United Nations or not, we could ask him whether he thinks that United Nations is the best thing that has ever happened to mankind, for example. So we measure the same thing again but slightly differently. So with that way we could say that the second way, the second measurement is not as much influenced by the first measurement as it would be if we just repeated the same question over and over. The first approach by repeating the exact measurement again with a time delay is called test-retest reliability. So the idea is that if the attribute that we are measuring is relatively stable over time, then if a person answers or tests differently at a different occasion, then the only reason for the difference between the two tests is unreliability because the trait is stable. And also we have to make the assumption that errors are independent, which is justified by the time delay. So you don't remember what you answered the last time because there's a time delay. And if we, an example here would be that if we measure a child that we goes, if the measurements are done in a matter of seconds, the true way does not change. We cannot argue test-retest reliability in that case with, for example, one year's time delay. So we can't measure a child at five years and a child at six years and then say that the weights from those two measurements differ. That is evidence of unreliability. That would not be valid evidence of unreliability because we cannot assume that the trait is stable over such long period. So you have to consider how quickly the trait or the thing that is being measured changes over time, and how quickly people reset by forgetting that they were tested and how exactly they answered the question in the first place. So that's test-retest reliability. Let's take a look at example of test-retest reliability from Yliorengos paper. They say that they are asked slightly different question again with a two-year delay on the key constructs. And these, the study was about small companies and the two-year delay of course here, for that to be valid you would have to assume that nothing changes in small companies in two years time. That is of course not a valid assumption. So we can't make the assumption here that the trait doesn't change. So this would not be a valid test-retest. It would be a valid if you do a survey of a business organization if there is like a two-week or a month time delay. Then you could reasonably assume that there are no major changes. If you have a two-year delay like in this paper, then that is not a very good test-retest reliability estimate. So test-retest is you measure the same thing again with a time delay that is appropriate for your measure and the trait being measured. So that it allows people to reset between measurements but the trait doesn't really change substantially between the measurements. So this is not as commonly used because of course if you do two rounds of a survey study, it is more expensive than to do just one round of a survey study. So we actually use more commonly another way which is the distinct test. The reason for having multiple survey questions that look the same or look like they would measure the same thing is the reason for that is that we actually think that they are distinct tests. So that's the most common reason for using multiple survey questions to measure the same thing. For example we could ask the company, the person to rate whether the company is innovative or not, whether they are the technological leaders in the industry and whether they are the first one to bring new product concepts to markets. We could argue that these are distinct questions so they are, you don't answer the second question similarly to the first question because these are really different questions but they do measure the same trait. That's the argument we have to make. So the idea of distinct tests is that we generate tests that are not the same. So they're sufficiently different but we could still argue that they all measure the same thing. And how we use that data from these multiple distinct tests produces different ways of assessing reliability. So there is an internal consistent method, alternative forms method and split health method. Understanding exactly what these all do is not important. It is important to understand the principle and then understand a couple of statistics that you can calculate from the data and then understand their interpretations. The really important part here is that the tests really have to be distinct. So if you're just asking the same question over and over with slightly different wording, for example our firm is very innovative, our company is very innovative and our business organization is very innovative. These are not distinct tests. It's just asking the same question over and over with slightly different wording. And this is something that you see very commonly as a reviewer. So authors are just writing questions that are the same without paying much attention to the distinctiveness of these questions. And that's a big problem that I see in management research.


Hi, it's Julia and welcome back to my channel and for today's video I have my crystal collection to show you guys Basically, I did do a video that was like my witchy books that I have so now I thought I'd show you my crystal collection I have so much here and I have had like I just found this love for crystals and The healing properties for them and all that kind of stuff. I go to the metaphysical stores all the time I will look them up where they are near me and stop in I Just have a huge fascination and kind of a little addiction with this kind of stuff So I thought I'd show you guys all the stuff that I have I have a lot here. So it's just kind of showing you guys what I have where to get crystals You can check out to your local metaphysical stores. There's some online shops. You can check out Etsy Stuff like that if you're looking for those I haven't been collecting crystals for very long like probably like three months or four months But the collection has just grown It's like one of the things I ask for now as gifts is crystals or I get people as gifts I will get them a crystal But let's start off with the bigger stones that I have the first I have this chunk of calcite Which I got from a home scent actually, but this is just a huge chunk of calcite I love the color and it's just like a light baby blue and it feels like so nice and smooth And I just love this one because I have a piece of selenite and it's made into like a little tower this one's super adorable and This I got from home since as well But it's just like a perfect little size and selenite is really pretty as well if you look at it in the light Next I have a quartz geoid. So when you look inside it has a bunch of cool shapes and it's like So cool. I love this one so much and then I also have this piece. I forget what this is I'll put it on the screen, but I use this as like a bookend And it's just gorgeous the colors that it's all it's so pretty. It's all crystallized and it's so nice Yeah, I'm obsessed with that one. I do have some bracelets So I have this lava rock and quartz bracelet that I have and like the little lava rock is like in a little heart chain It's the cutest little thing so have amethyst and hematite and it has a little pentagram on the end So have Serpentine and black onyx Some rune stones as well. I have my little pack of rune stones and these ones are This serpent one as well the serpentine. Is that how you say it? I'm not positive But I have a little set of rune stones of those keep all the little cards and like places I go in this little pouch So I have like all the little note cards and the meanings for all of the stones. So like citrine Jets Some things I can't even pronounce How light so I have those in this little guy have Two dishes, but I also have just some like randomly lying on my shelf. So I have this nice green stone This one's so pretty. I have this is one of my favorite stones called opalite I have another one. It's in one of my purses somewhere, but I love opalite. It's probably one of my favorite stone It's like a glass one and it just reflects beautifully. I find it very calming I can usually keep one with me then I have this orange little egg Again, I'll try to find out what some of these are for you guys because like I don't I didn't keep the little names with them So like and I have so many now that it's hard to keep track this one I believe is lithium quartz and This one is really cool. It's like a really raw piece. There's a lot of like marks on it and markings on it I believe this is with like the peacock one that is talked about a lot But this one just has like a rainbow kind of effect on it I own this piece piece of Cat's eye stone and this one's beautiful and it transitions colors and it's so pretty when I this is another stone I really love a piece of selenite another opalite and a little ball This is like I Don't even remember the name of this This is like a light pinky kind of stone. I also have hematite and like that reflective kind of one I have a little pink ball smoky quartz Citrine I believe this is fluorite Another like light pinky stone, then I also have this animal stone and this one's really pretty as well I'll show you guys close-ups anyways, but it's so pretty and has a little bear on it relating to animals I also have three little animal kind of little figurines things So I have I'm not sure what these are made of but I have a little squirrel a little cat and a little owl I have this little piece of citrine this raw piece. I love it. I think it's beautiful I got this one day when I was out with some friends So it just kind of reminds me of that day as well three little jars. So I got one little rose quartz a little jar of anathes and a little jar of regular quartz I'm going on to the dishes that I have I have this one dish I don't know where I got these my mom just kind of gave them to me and they're all like antiques I think I don't know But I have this little piece this little blue stone very nice in the light I have a little piece of quartz rose quartz another piece of rose quartz that's This is beautiful. I love this. This is cat's eye, but like look at it when you I'm obsessed with it. Um Yeah, I have this cat's eye stone. This one I fit what it's called. Go me tiger's eye Another rose quartz I Have this marbles looking one so train smoky quartz Jet I think this is emerald or floor emerald Probably wrong. I also have this piece. I believe it's fluorite And then I have a piece of pyrite which will click a little gold and it's so cute They're going on to this dish. We got another dish Um, this one has a lot of stones that I love in it First up is probably one of my favorites that I have it's this skull stone that is rose quartz I love the shape of it so much and I think it looks gorgeous. I got that again out with people so it reminds me of like Friendship and like all those kinds of things as well It's also like rose quartz means a lot of like love and Romeo this stuff like that. So that's always cool this is I Forget what this is called, but this one's really good for like keeping near you for sleep and stuff like that And I also have this stone. I'm no idea what this is There's a few stones in here that I totally forget what they are, but they're still gorgeous I have a few pieces of just regular quartz That I have in here. So we have Like five of them and they're just little pieces of quartz Do do do So I have those the nice and desert rose. So this is such a cool stone. I love it So I have one big like one medium like one small one, but then I have like three little baby ones Um, and then I'll just go through these stones. I'm not exactly sure what some of these are Um, obviously this one's rose quartz. I have a nice chunk of a little chunk of that We have this black stone. I think that's obsidian Um And then for amethyst I have this amethyst This amethyst And this amethyst And then the rest are kind of just like miscellaneous stones. So I will show you guys those but they're just A bunch of different ones that I have Next I have this little, um Sliced piece of crystal and I have this on one of my nightstands and on top of it I keep some stones that I use for like tarot readings and also For just like near my bedside or cleansing purposes. Um, I have two quartz that are absolutely I don't got a hair with that one. That's cute. Um, two quartz that are absolutely stunning. I love these I have a dalmatian stone, which is really good for sleep and for nightmares. It reminds me of my boyfriend So I keep that one next to my bedside as well. Um, then I have this chunk of amethyst that I got from winners I freaking love it so much. It's probably one of my favorite stones. I have I would love if it would focus but it won't but it's such a stunning Stone and then I also have another little piece of amethyst. That was my crystal collection I know it's a lot especially for someone who's like kind of just starting collecting But yeah, um, if you guys are interested in more videos like this, let me know down below I will link some other people's crystal collections that I freaking love watching Just in case you want to watch more videos like this and you haven't really gotten into crystals or anything like that Um, but yes, if you're new here, be sure to subscribe and click the bell because sometimes youtube likes to not put Your videos like your videos in your subscription boxes, which is lovely. Um, so Make sure to click the bell to be notified. I hate myself. It's fine. Um, anyways, I'll see you guys all super super soon with a new video And thank you so much for watching. Bye


Intangible assets are long-term assets, which have no physical form, meaning they're not tangible. Usually, they are legal rights. Some intangible assets have finite, useful lives, where others have indefinite useful lives. Intangible assets with finite useful lives rarely have residual values because the legal protections expire at the end of the useful life, rendering them worthless. Two common types of intangible assets with finite lives are patents and copyrights. Patents are legal rights granted by the federal government that grant exclusive rights for 20 years to produce and sell an innovation. Note that the useful life of a patent is often less than 20 years as technology changes render innovations outdated or obsolete. Copyrights are similar protections, but they cover works of art and software. The legal protection is the author's life plus 70 years. Three common types of intangible assets with indefinite useful lives are trademarks and trade names, franchises and licenses, and goodwill. Trademarks and trade names protect a distinct slogan or image of a company. Don't start your own company with the slogan, just do it, or Nike will sue you for trade name infringement. Franchises and licenses are privileges granted to sell products or services in accordance with specific conditions. And finally, goodwill is a unique intangible asset. It is the amount paid for a company in excess of the fair value of its net assets. This video will focus on the accounting for intangible assets with finite lives. Intangible assets with finite lives must have their costs allocated to expense over their useful lives. This process is known as amortization and it is similar to depreciation. When we record amortization, we debit amortization expense and credit the intangible asset. The method used to calculate amortization expense is the straight line method used in depreciation. Intangible assets cost minus its residual value, which will almost always be zero, divided by the useful life in years. This equals the amount of annual amortization expense. So let's look at an example. On January 1, Adam and the ants purchased a patent for $20,000. The journal entry to record the purchase of the patent is a debit to patent and a credit to cash for $20,000. Let's assume the patent has a useful life of 10 years, a legal life of 20 years. Which one should we use in our amortization calculation? We always use the useful life. So the patent cost of $20,000 minus a zero residual value divided by 10 years of useful life gives us $2,000 of annual amortization expense. So we would record the journal entry by debiting amortization expense and crediting the patent for $2,000.


Do this to keep narcissists out of your life. You may desire to find people who you think could be your friends, people who you can connect and associate with, to where you would have to rummage through to separate what is useful from what is not, to find something that could be good for you but you need to be very cautious especially after you've been dealing with a narcissist because now you're in a vulnerable state so someone could come along just to take advantage of you which is why you need to be careful about who you let into your life. You need to ensure that you're only letting in people who are on your level, people who are honest straightforward and sincere so that you know that they're not attempting to deceive you because when you get involved with people who are not on your level that's when you start to get caught up in all kinds of things it's when you start to get into trouble because then you're opening yourself up to people who are lesser than you which means that all they're going to do is try to manipulate and control you so that they can use you to their advantage because there's no way that they're going to see a future with you. They already know that they're not going to be able to sustain anything long term with someone of a higher caliber so by default they're just going to see you as something that they can use in the moment and then they're going to get rid of you once you start to catch on to them because they already know there's no future in something that started out as a game they had to trick you to be around you in the first place otherwise you never would have crossed paths which is why they can only ever see you as an object as something that they can use so you need to be aware of who you are and what you have it doesn't mean that you have to be alone it just means that you need to find people who are going in the same direction people who have a purpose people who have their own intentions and objectives outside of what they have with you people who are creating things on their own because if they don't have their own purpose and they don't have anything to keep them in check it opens the doors up for them to where they can cross over your boundaries and gain access to your life and then you're forced to accept standards that are lower than what you desire you're forced to lay yourself over the danger and harm after everything you worked for and that you established in your life or after everything that you set out to achieve and now you're surrounded by the wrong people people who don't have your best interests in mind people who can only take and destroy which is why you must stop associating with people who are not on your level because otherwise you will be exposing yourself to the possibility of something unpleasant occurring again which may result in loss or failure because they will pretend to be a part of your goals and aspirations they will pretend to be your friend when they're just using you because they're bored or lonely because they don't have anything else going on their lives that keeps them in check they have no meaningful purpose they're not motivated or driven to better themselves which is why you need to stay on top of your game you need to become a master of your craft because that will help you to surround yourself with the right type of people who are all making great efforts to achieve and obtain what they want in life motivational speaker Jim Ron famously said that we are the average of the five people we spend the most time with so we are greatly influenced by our friendships and relationships it affects our way of thinking our self-esteem and our decisions which is why you need to surround yourself with positive supportive people who want you to succeed if you want to be better you need to be around people who are at least on the same level as you you can't go down and start settling for less than what you deserve for people who are less than what you value yourself because that's not going to make you better instead you need to participate in competitive situations with people who challenge you you need to be consciously aware of the people you're around and of the people that you choose to let into your life so that you stay focused on your purpose those who surround themselves with a lot of people and they are very active and social media for recreational purposes those tend to be the most and happiest and unhealthiest people psychologically because they're neglecting their most important relationship which is the relationship we're meant to have with ourselves so remind yourself of your purpose in life remind yourself why you're doing everything that you're doing what are you striving for what are you trying to achieve reserve some time for self-reflection it will prevent you from getting involved with people you're not meant to be involved with thank you for watching if you found this video helpful please give it a thumbs up share your thoughts in the comment section hit the subscribe button to receive notifications if you would like to support the channel you can donate at paypal.me slash NARC survivor you could book a one-on-one with me on our website it's NARC survivor.uk thank you for watching and I'll talk to you soon


You evil spirit, who are you? You're murdered. What have you done in her life? Answer right now loud and clear She lost her leg She lost her leg. Yes. How did she lose her leg? She broke when she was little And she had many surgeries and she died once and She made decision To cut her leg off Yeah When did you enter her life? Answer right now in Jesus name. Look at me When did you enter her life? previous generations For previous generations.  She hated her husband Who's the cause of it?  Holy ghost fine. Jesus mighty name. What else have you done to her family? She lives with guilt She's not good enough What have you done to her children? Suicide. Who's the cause of it? Devil Are you the cause? Yes What have you done? What else have you done to her family? Heresy right now Because she's gifted and I take her away from God. You took her away from God.  What have you done in her marriage? She has a good marriage, but I tried to break it. You tried to break it. Why do you hate marriage? What why do you hate marriage? Why do you try to break her marriage?  Yes. What have you done to her finances? She just Can't keep her job. She can't keep her job because she's gifted In many areas What have you done to her health?  What have you done to her health? I just I'm in her ears It causes pain to her ears You you're in her ears.  What else?  You bring pain to her body. Yeah Okay, can you come forward? Open your eyes Who's this person stay next to you? Who goes find you this mighty name? It's her husband. It's her husband Now can you uh, confirm that she's your wife? Yeah. Yes Can you confirm the things that she's saying about her um about your family and about her health conditions?   In Jesus pieces You're dizzy With your hands are numb were you the one to say that you brought curse on your family I was aware I think I'm losing conscious okay well the evil spirit behind the calamity in your life the generational curse has been cast out in Jesus mighty name say thank you Jesus thank you Jesus say thank you Jesus I'm free now we welcome you to the Anointing Water prayer line in the USA would you please tell us your name and where you're from my name is Lydia Botinova and I am from Seattle area Auburn Lydia what was the problem that brought you here um last few years actually more than last few years I had those kind of tormenting thoughts and dream bad dreams and suicidal thoughts and ongoing or the pain in my ears and my kidneys coming back especially when I try to read about the freedom in God then that pain would start appear in my ears and in my kidneys how did it affect your daily life I think it I wouldn't really enjoy my life although my life is pretty good but I wouldn't have like a fullness of joy even being a Christian so that thing would bother me and even some achievements they wouldn't bring me joy what happened today at the prayer line do you remember saying anything was a demon or you saying I was aware that it was my voice but it was kind of like I was in a dream and um I didn't try to control what was said but it was coming like from inside of me for sure what can you tell about that demon spoke out through you that um he's a spirit of murder and you lost your leg and things like that that you're nobody what can you tell about it um that's true actually because he is here to destroy and kill and um so yeah I lost my leg after many surgeries and so many people told me even back in the church that because you're so gifted God is trying to put something in your life some limitations some problems and so those things yeah it was definitely not from God how do you feel after the prayer I feel a sense of relief a lot and I feel like it's some warmth in my ears in my body and very relaxed and yeah happy do you believe that you have been set free and delivered today yes yes I take it by faith and although we still have some like uncomfortable feelings in my ears and my kidneys but I believe that it's gone and I am set free by the blood of Jesus thank you we now encourage you to stay close to God and far from sin that your miracle that you received today will be permanent in your life in Jesus name yes amen agree thank you Jesus thank you Jesus for freedom


Hello everybody, E here. Welcome back to Happy E Holidays. We're on day six, I believe. Anyways, before we get into the review, I want to do some self promo stuff like I've been doing. I have a couple sales going on until Christmas, until December 25th, and I also have two short stories available, Secret Santa and Oh Holy Shit. Oh Holy Shit is under a pin name, Warden Erdlow. Both of those are $0.99 each. Links are down there in the doobly-doo. Also, I have, this isn't Christmas themed, but it is cold weather themed, and that is Maiden, is on sale right now for $2.99, an e-book, and $9.99 in paperback. I wrote this one under the Warden Erdlow pin name also, and I wrote this with TC Parker. The next one we have is War on Christmas, which is a collection of three interconnected short stories that tell a tale of Santa Claus trying to save the day from Krampus and other seasonal favorites. That's the naughty list, the three short stories of the naughty list, Deck the Halls and Beyond the Gates of Toyland. This is $0.99 an e-book and $9.99 in paperback. Let's go ahead and get into the review. Today, we are talking about a guilty pleasure of mine, and I do like the term guilty pleasure when you know objectively that something is bad, but you still watch it, probably mostly just to make fun of it. Now, if you absolutely love it and you seriously love it, now that's not a guilty pleasure, but I do like the term guilty pleasure for movies like this one, which is Santa's Slay, SLAY. In this movie, Santa doesn't have the old St. Nicholas backstory. He made a bet with an angel for curling.  The story follows Kyle Rittenhouse. I'm sorry. I knew I wasn't going to be able to say it without the dude looks like the shithead. He looks just like him, but anyways, this is beside the point. When the guns come out, man, it's even more so. I was like, oh boy, this movie was ahead of its time. Anyways, so this kid is trying to save his town of hell.  I don't think this is the same. Anyways, so Santa Claus comes to town and just starts murdering people. There's a lot of fun to be had. In the first 10 minutes, if you've ever wanted to see Fran Drescher, you know the nanny, man, is that an old reference? Probably super old reference.  It has some fantastic one-liners.  Great one-liners like Goldberg as Santa Claus saying, who's your daddy? Father Christmas. I know, I'm 12. And another one is like, and another one, he's on a zamboni and he's chasing him down.  Anyway, if you have that kind of sense of humor, this movie is for you, especially at the end, the way they get rid of Santa Claus. I'm talking about the rocket launcher. Yes, there's a rocket launcher in this movie. It's just a lot of fun to watch, and there are so many things that I want to talk about, but I want you to experience it for yourself. This is one of those stories. I'm surprised it got made. I think it actually came out, maybe not in theaters. I do know that it was maybe it was a USA or sci-fi original or something. I remember when it first came out and I watched it when it first came out, but I can't remember if I watched it on TV or not. It is brutal, it is gory, it is hilarious, and Bill Goldberg as Santa Claus doing his Christian Bale Batman voice is amazing. Like I said, it's one of those movies that you go in and you watch it just so you can pick on it and make fun of it. It is up there with movies like Rumpelstiltskin, Jack Frost, Uncle Sam, hardcore horror fans, or maybe even some of you casuals have stumbled across these movies. They're not meant to be taken seriously, like Leprechaun in the Hood, that kind of thing. It's just good horror fun, and this one just happens to be holiday themed. It happens to be Christmas. I will warn you that the filmmakers, the writers, were really pushing back against political correctness. So there is a lot of stuff in here that might upset some people. Antisemitism, homophobia, there's all different kinds of stuff in here. I'm definitely not saying that it's okay or it's fine because it's jokes, but just be forewarned if you're going to go out. This is definitely more of a, I would say, conservative leaning movie because you got the, obviously, love guns. Guns save the day here, which again makes it hella awkward that the dude looks like Kyle Rittenhouse, but yeah. So there's his love interest. The girl that runs around with him. Her name's Mack.  I actually, I liked her a lot. She had terrible, terrible dialogue. Everybody has terrible dialogue in this movie, but her especially. There's also a running gag about a police captain named Captain Cock, C-A-U-L-K, and there is a string of jokes while the boy and the girl are running from Santa Claus that if you pay attention, there's some, there's some very overt stuff that is just going to make you roll your eyes, but there's a couple of jokes if you pay attention that are very subtle that I actually laughed about. Anywho, I want you to watch the movie for yourself. I believe it's on, which one is it? Is it Paramount Plus or Pluto? It's one of those two, but those are my thoughts on Santa's sleigh. Have you seen this obscure horror comedy unlike with 2000 and something, 2004 or something like that? I should have looked it up beforehand, but have you seen this one? Did you like it? Did you not like it? Were you offended? Did you think it was the the height of comedy? Whatever. Tell me whether or not you loved it. You hated it. You felt mad about it down there in the doobly-doo, but add details so that we can have a discussion.   Let me know down there in the doobly-doo, but until next time, I have an E. You have an U. This has been another episode of Happy E. Holidays. I'll talk to you guys later. Bye-bye.


The Writers Club was established in 2013 as a literary film. It was established with an aim and objective to provide students an opportunity to enhance their skills, explore their talents and share their books. The Writers Club welcomes students from across all of the country. It has conducted several activities such as seminars, essay and caption writing goddess, and several book donation drives. Courageous and equipped students to explore the graph of both academic and creative writing, the Writers Club published six K-Book anthologies as a collaborative project involving faculty and students. The first anthology musings they essay was published in the year 2014, followed by Phoenix in 2015, Exocia in 2017, Expressions in 2018, Echo in 2019, and Resonance in the year 2020. It provides exposure for writing writers by engaging them in various intra- and inter-college writing activities, attending writing workshops and other events.


Petriol is going up, the price of food is going up. The cost of living in South Africa is becoming even more expensive. Tonight we talk inflation and how that impacts your property investments. This is the Private Property Podcast. My name is Dummi. Thank you so much for joining us. Tonight I talk to a specialist investor and a property motivational speaker, Lawrence Bowe, who is from Ripple Invest. Lawrence is going to be talking to us about how inflation can impact the property sector. If you have any questions, remember to interact with us because we are live and send those green hearts coming through and make sure you mark the register. Lawrence, good evening and thank you so much for joining us. Awesome. Too many thanks for having me, man. It's a pleasure to be on another show and interesting times we find ourselves in with this overarching narrative of inflation, which I think is quite scary. Sure. Yeah. Very interesting times. And for an investor, someone really, really wants to hear what we are talking about tonight. Let's talk a little bit more about Ripple Invest and what you guys do there. If there are specific things that you are specialists in and I know that you spoke a little bit about being a specialist investor. So let's talk a little bit more about that and how a typical day in your life looks. Sure. Yeah. So my journey started off in corporate. I was about two or three years into corporate and unfortunately I was retrenched. And that's when I realized having one stream of income is very risky. You have one person that if you do a mistake or they don't like you anymore, they can strike you off their employee database. So once I was let go, that's when I founded Ripple Invest that was about 10 years ago. And the idea behind the company was to buy cash flow positive properties, build a portfolio and then essentially live off that income so that I didn't have to rely on a job or a salary to be able to cover my bills. So my focus is on low income multi multilet and commercial properties. So I focus on areas like Hillbrow, Berea, areas within the Joburg CBD. I buy flats there, rent them out for positive cash flow. And then in the south of Joburg, I focus on blocks of flats in Rosettaville, Kenilworth, Forest Hill. And essentially there's a there's a couple of guys with within my team. And we're a small agile entrepreneurial spirited company focusing on building wealth through property investing. So an average day for me, I maybe don't work that hard. I spend maybe two or three hours per day on either finding new deals or managing my current portfolio. But the nice thing about property is that it's quite a passive income stream. On the side, I am still fully employed. I work for a US based equities firm as a cybersecurity analyst. So that kind of pays my bills. And then I focused on my property business, which is my side hustle, which will eventually take over and be my main source of income. I'm also a bit of an influencer, I guess you would say. I've got a YouTube channel where I share my insights on the property market. I'm also a published author and a property coach. So quite busy with a whole bunch of different things. But my normal day would be focusing on closing deals and finding capital to make deals happen. Let's speak about commercial property and the market in terms of commercial property. And how that looks, a lot of businesses are changing. The landscape of businesses are changing. Their business models are changing because of COVID-19, unfortunately. And how is this market looking currently? And what are we seeing as trends happening currently and maybe foreseeing for the next quarter of 2022? Yes, I think commercial was most knocked by the COVID story. The working from home and businesses just couldn't justify paying for expensive office space when no one was using it. Another trend that we saw was a big drive to the coastal regions. People living and working in Hauteng. And the reason they're working in Hauteng is proximity to town, proximity to their office place. Because of working from home, most people immigrated to the Western Cape, to the Eastern Cape, to the coastal lifestyle. So we saw a massive influx of demand into the coastal regions, pushing the price of residential properties up significantly. And now that COVID is kind of a thing of the past, and more and more companies are starting to expect workers to come back into the office. And we saw Tesla, the biggest company in the world, or one of the biggest, where Elon Musk said, everybody has to come into the office or they're fired. And I think that's going to become a more popular narrative. And that's going to drive people from the immigration coastal lines back into Inlands because they need to go to their jobs and they want to be in close proximity. So I think that was one of the trends that we saw. The next trend is inflation. I think this is going to have a massive impact on the property market, on both commercial and residential. There's going to be an increase in interest rates. I predict probably 0.5 to 0.75, that's what the US is tracking at. And what that means for the property market is that a lot more, a lot less credit is available and a pinch on the consumer's pocket. So it's going to be harder to pay bonds. It's going to be harder to pay rent. It's going to be harder to pay for petrol. It's going to be harder to pay for all these things because inflation, well, that's what it is. It's an increase in living costs. Sure. And the TPN Credit Baru suggests that Western Cape has most of commercial properties or commercial leases that are in good standing. Tell us a little bit more about this. And why do you think this is? Yeah, so good standing for those who don't know is the percentage chance of the tenant paying on time or being within a good payment behavior. The areas that I focus in, your lower income in a city markets tend to have a higher delinquency or higher vacancy rate than your upper affluent areas. So I think the drive to Cape Town and Western Cape being the leader when it comes to this vacancy rate is just, again, it's the drive of COVID and the inland is immigrating out into the coastal lines. So there was just a huge demand for properties in the Western Cape. And when there's more demand and little supply in vacancies is not an issue, then your occupancy rate's really high. The opposite is also true. Once you have too much supply and not enough demand, you don't have enough tenants. You know, that's when your vacancy rate tends to see an increase. Sure. You spoke a little bit about how things are becoming more expensive, of course, because of inflation and rent and getting a mortgage is more expensive. Talk us a bit more or talk us through a bit more in terms of what happens, the actual challenges that arise from there and what one can do in order to protect themselves from it because there's a possibility of these things happening. So a property investor or somebody who's watching tonight would want to prepare themselves for this. So how does one do that?  So currently, prime is sitting at 8.25. That's the lending rate at which the banks give us as landlords, investors, funding or finance. So when we were before COVID, the interest rate was hovering between 9 and 9.5. That was prime. Then COVID hit the South African Reserve Bank, reduced the interest rates in order to stimulate the market because there was a drop in productivity. There was a drop in GDP. And now we're starting to see a recovery, which means the South African Reserve Bank, instead of lowering interest rates, they're now going to increase the interest rates to fight inflation. That's the lever that the South African Reserve Bank has. They can either increase interest rates to tighten the economy or they can lower interest rates to stimulate the economy. We've had too much stimulus and now we're in a situation where there's high inflation. So what's going to happen? Things are going to get more expensive. Your bonds are going to get more expensive. Your car loans are going to get more expensive. Your credit cards are going to get more expensive because there's going to be an increase in the interest from the South African Reserve Bank and that filters into standard bank and that then ends up affecting you the consumer. So what can you do? It's a tough one. I mean, it's not really that easy to go to your boss and request a higher salary. Although that's going to be the reality for some of us is to go and fight for an increase in salary because inflation has eroded what our buying power is. What I would definitely recommend to every South African out there is to find multiple streams of income, whether it's to consult and contract your time out because you've got a specialist skill, whether it's to do property or stocks or crypto or any kind. You need to find other income streams, not just your job because inflation is not going to go away and your buying power is diminishing. So you need multiple streams of income. And the multiple streams of income, the only way that an investor could do this because then the impact of inflation means probably for them that they're not able to invest as much as they could before. Does this also have a ripple effect in terms of tenants as well? Yeah, so your tenants also have debt, right? So with increases in interest rates, your debt payments go up. So if you've got an Edgar's account or Willie's account, if you've got a credit card account, with inflation comes increased interest rates and that's going to affect the tenants, it's going to affect the landlord, it's going to affect every South African. I think what's going to be interesting in the property landscape going forward is that there were a lot of people that bought into property when the interest rates were really low. If I think of the beginning of COVID, March, April, 2022, we had interest rates of 7%. You know, that's really cheap. So a lot of people came into the market. A lot of first-time buyers, a lot of people came into the property market which stimulated growth and people bought properties that they probably couldn't afford. And now when the interest rate goes up, they're going to struggle with bond repayments. There's going to be more defaulting, there's going to be more distressed sellers coming into the market. You said in the beginning, are we going to see a property crash? I'm not sure if crash is the right word. I think this was really predictable. I think we're going to see 9 to 9.5 interest rates as our prime ending rate come back pretty soon in the next year, year and a half. And I think the people that didn't budget their numbers and took debt only because it was cheap and didn't forecast that it was going to become more expensive or going to be stuck. Sure. And you know, we're talking the shocking truth. Do you think there is any way at all that the impact of inflation on the property market could be positive for whichever player? If there's a player in the space right now in the sector that could say, this is an advantage, this is an opportunity for us to take and grab with both hands. 100% when you've got distressed sellers in the market, that's the buyer's dream. What's going to happen now is we're going to have a lot of sellers flood the market and a lot of distressed properties at discounted prices. So those investors who have saved some capital are in now the prime position to make good purchases. There's a saying that says, I think it was Warren Buffett or someone that said, more millionaires are made during recessionary times. As long as you've saved capital, you'll have opportunities to buy things at discounted prices.  Since January of all-time highs to now six, seven months later, most people's portfolios are down 30%. So the question is, when is the opportunity? The opportunity is now. These properties are now being sold at 30% what their all-time highs were. Your whole property economy is pretty resilient in South Africa, I would say. From all the data I've seen from TPN, we're very much on a recovery from COVID. So all of the negative side effects that COVID had are pretty much gone. So I don't predict a crash coming. I do predict some uncomfortable increases in interest and some more distressed sellers coming into the market. Sure, and preparation, I guess those who prepared well enough and put some money away during the time where credit was a bit cheaper will then be able to make those bold moves that can, you know, turn the investment a little better, right? Yeah, sorry to interrupt you, but I also wanted to say the challenge that we have is that you don't really have many alternatives. You know, you can't leave your money in the bank because bank is giving you 6% interest. So inflation is eating into all of your money saved in the bank. If you leave your money in the bank, you basically aren't growing in wealth because inflation eats that. You can't really go into the stock market because it's so volatile. And right now nobody knows if we've hit the bottom or if we're going into recovery mode. Property is a bit inflation proof. You know, your property values tend to appreciate year on year in line with inflation. You can charge rent higher year on year, again, alignment within inflation. So if you're looking for an inflation hedge, actually the property market makes a lot of sense. We don't have many good alternatives, to be honest. Yeah, no, sure. And that is a given. So as we wrap up our conversation tonight, what advice would you have to somebody who is probably already in the space as an investor is looking to beat inflation, is looking to ensure that they are able to stay afloat and even invest a little bit better in this time? What advice do you have for them? Yeah, I think you have to look for high yielding properties. So my focus is on the low income market where you have more than enough rent to cover all your expenses, including your bond and you're left with a little bit of profit at the end. So that's the model that I focus on. That is protective against inflation, it's protective against increases in interest rates because my tenants are paying the bond. So as long as I've run my numbers correctly, that makes sense. Where people get stuck is when they have negative cash flowing properties, where they buy the property and every month they have to fund the shortfall with their salary. That starts to become more and more taxing as your interest rates come up because then you have to use more and more of your salary and eventually you get to a situation where you've got no more affordability to get more lending from the bank. The second bit of advice that I would say is to get educated on the property market or if you've realized that property is not for you and you want to go for stocks, get educated in the stock market, get educated, become financially literate because you can't, I don't believe in giving a financial advisor the responsibility of looking after the most important element of your life. You have to understand the risks and returns of every investment and then make an informed decision. There's so much content online. YouTube is full of great speakers and teachers and sometimes you have to pay for content, sometimes you don't, but go and get educated before you invest because a lot of what I'm talking about now shouldn't be an issue if you had the right knowledge to begin with. Correct. No, thank you so much for that and that's the reason why we have this show every single day, weekdays, Monday to Fridays, bringing experts like you to come share insights like that so that everybody can be educated in terms of these great and big things that some people find scary but are actually quite simple in application. Thank you so much for joining us Lauren and have a good night. Cheers. Thanks to me, cheers. And that's how we wrap up our episode tonight talking inflation and the property market. Thank you so much for joining us and hopefully you learned a thing or two on how you can prepare and ensure that your investments are inflation proof. Have a good night and thank you so much for joining us.


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I'm gonna send the box and wrapper But everything else about the car looks pretty nice Congrats on the Scotty We'll get that magged silver numbers game Kate Cunningham pistons and red ice Russ and Durant legendary Tandems for the For the thunder Scotty Scotty Barnes does sound like a Hornier Kuzma red Levine blue for the Bulls 57 99 Rookie ticket auto Bulls. I don't assume who you Chicago nice IO Variation non-numbered Paul George Pacers also our aspirations and red ice numbers game Durant for the Nets Non-numbered red auto recap here You had the do soon move for the Bulls John Collins to 149 or to 99 Hawks Herbert Jones Pelicans to 75 Tim Hardaway heat to 75 Cameron Thomas Nets Kai Jones Hornets John the commingo Warriors gold the 10 RJ Hampton for the magic Gold the 10 Josh Christopher Rockets and orange Scotty Barnes Rookie auto to 25 big card Raptors. Thanks again everybody other half case coming up