In this place, in the first place, how many of you work on customer experience? Anybody who works on customer experience? There, yeah, there, lots, lots, yeah, nice. I mean, it's interesting to see many people who are from the customer experience background. This is a very new field. It's very interesting to see so many people from customer experience about four, five years back when I did a Google search to best of my capabilities to find about customer experience. I got one blog. I didn't see any companies, I didn't see anybody who spoke about customer experience from India three years back. Now, if you go to any of these companies, be it the oracles of the world or Infosysys or Vipros or any company, Accenture, CAP and Nitro, you take the name. They all talk about customer experience. And that's what I'm going to talk to you about today. So what is, what is exactly customer experience? And I come from an open source field where I speak a lot at bar camps. So please feel free to speak out, right? Beyond user experience, exactly. So as a user, how many of you are user experience guys? Raise your hands higher, man. You're a user experience guy. Right. Now, he said it's something a little more than user experience. Right? How many, what's the most hated word in user experience field? That's one, yeah. Anything more? Similar, yeah. How many of you have heard this word of 1024 by 768? Do you want to get out of it? Do you want to go to the next level? How long have you been here in this world? 1024 by 768, right? So the idea of customer experience is to move out of your comfort fields of designing forms and fields and task flows and stuff. You've been doing that for a while. We all have been doing that for a while. Let's get out of it. And let's talk about customer experience. How many, let me ask you this question. Tell me a bank that everybody loves. You love. Tell me a bank you love. There. It's real estate. Why do you love that bank? Sad. That's hardly a choice. Tell me a mobile phone connection you love. Ethel? Really? Vodafone? We never get a conclusive answer because all of them suck. Really? All of them suck. Right? If you go to an ICC bank, for example, even being a privileged customer, right, this is how each of these guys look like. No idea what happened. Is that a problem? Just give me a second. Small customer experience problem. Internet user experience problem. Yeah, that's my, yeah, that's my problem. This is for my manager, so don't bother about it. Right, so this should work. Yeah? That was the pen drive I was accessing previously. Sorry, forget about it.  Tell me if I'm blocking the view. Why is that? It's not always a rational decision, right? So it's not always possible that you say Ethel is nice or HDFC is nice. Right? It's not a rational decision. You might have a shop near a community where you get, say, people come and shop and almost 80% of your items are sold in a week. And you think that's a wonderful customer experience. It's not. The moment some other company opens a store next to you, you're going to lose the customers. Customer experience as a whole talks about how a customer is being treated with a company. Right? So I'll talk this whole thing over a couple of stories. Right? So as to start, let me start with the story of Lily Robinson. Lily Robinson manages the feedback. Lily Robinson is three and a half years old. She was one day shopping with a mother in a company called Stainsbury's. If you are familiar with UK retail, market chain, there you go. Yeah, Stainsbury's. Stainsbury's is a huge company. They're one 45-year-old company. They have like huge money. They're like Walmart in the UK. Right? So this guy, this lady, Lily Robinson, all of this size, she was shopping and she came across a bread called Tiger Bread. And her mom put that in her shopping cart. This boy is called a Tiger Bread. The patterns on this looks like a giraffe bread for me. Right? She asked this question.  She said you should probably ask these people. And she did. Dear Stainsbury's, why is Tiger Bread called a Tiger Bread? It should be called giraffe bread. Don't you think it makes sense? Right? Now, if you send one of such emails to any of the customers or corporates that you are interacting with on a daily basis, how much time do you think it'll take before it goes into trash bin? It'll take three minutes. They'll throw the stuff. They don't care. She is three and a half year old and she doesn't have any money to spend. Right? And why do I care about a bread which has been in the market for like 25 years? But they did. There's a person called Chris King. And there is a Facebook page. If you really like it, go and like this page. It's called Chris King is a legend. He responded. He responded with all the warmth that he would respond to one of his skin in this way. Can you read this? Okay. I'll explain. So he said, I think renaming Tiger Bread to Giraffe Bread is a brilliant idea. And he also apologized to the person who made this long, long time ago. He thought it looked like the blotches of a tiger than of a giraffe. So about 1,50,000 likes on Facebook and about 50,000 Twitter feeds. They changed the name. They changed the name of this familiar Tiger Bread to Giraffe Bread. Now, again, let me ask you. How many people think that the banks give you a wonderful customer experience? How many people think that your phone companies give you a wonderful customer experience? Most of the time they do this. They mind their own business. When you walk into a particular store, you see that guy working on a system. Some guy arranging something on the shelf or some guy talking to somebody else. I don't care. I'm a customer. I'm paying.  How many of the times have you had somebody attend a phone call when you're right in front of them? Why? The other guy, it might even be a wrong phone call. It might be a wrong number.  I'm here to talk about my problems. And you guys are chatting on phone. They are minding their own business. And they don't really care how the user experience, how the customers feel about handling an experience. So, as of now, we don't have any fans for any of the service companies in Bangalore, at least. How do you think the experience of this hotel works? Do you think it was an excellent experience? How many people love the food for the lunch? One, two, three. Yeah, I'm glad I mentioned it because there are only three people. So, the impact, the business impact of this is that 87% will not go back if you have a bad experience. 87% of the people, and I'll run you through a couple of slides which talks about numbers for people who are inclined to that. And I have a lot more stories which I want to really talk about. So, yeah, that's that. 97, if you think none of your customers complain about your services, 96% of the unhappy customers do not complain. And 91% just, yeah, it's okay, man. They just leave. They don't tell you anything. This is typically an Indian scenario. In the Indian scenario, it might even be larger. We are very, very, very hesitant to give direct feedback to people. So, for every customer who is complaining, there are 26 unhappy customers who didn't complain at all. And if you really feel bad about a particular food, would you talk to your friends? Would you tell them? No, dude, don't go to that place ever.  I mean, every unhappy customer will talk to 15 of their friends. This is a global data. In India, it might be more. More numbers. 50% of the people give one week for a company to respond to you. If they don't respond in one week, they're bad.  If you don't like Vodafone and they don't respond to your complaint in, like, a week's time, you go to ATAP. 26% of the people posted a negative comment on Facebook or Twitter or any of the social media. And all these comments which are posted on Facebook or social media or on the Twitter or in the public, 79% of them were ignored by the companies. Nobody cared to respond. How many of you share the similar experience? Nobody cares. Nobody cares how much money you spend. I have no idea why these companies make it so difficult for you to spend money for them. You're trying to give them money and they're not taking it. More numbers. And I promise this is the last slide of what numbers. 58% of the people think that the company is unavailable for comments or to discussion. When you call a particular company, how many times have you got to talk to a real person? They're unavailable. They're busy doing something. They're staff watering their own fire engine. They don't care about you. 57% of people thought they knew about the products that I'm buying more than the company representatives. The company guys didn't have any idea of what kind of insurance policy I hold. I know more about it than the person who is hired to do it, whose job is to know it. 51% of the people didn't get a name right. It might not be a strange name, right? And particularly if you know that most of the back offices handled by Indians, it's not a strange name. And the most important piece of it, 86% of people said they will pay more for this. If your company can give me a better experience, I'll pay more. And this is where the business or the whole industry in India is lacking. There are very few companies who worked with customer experience in India. Kingfisher was one and there are very few companies who still adopt certain policies. What happens in this scenario? When you're absolutely pissed off with what the company is offering you, they leave. They leave. Why do people leave? 68% of the customers believe you don't care about them and there are more statuses. Now why is it important for a company to retain a customer? Why do you see Flipkart or Snapdeal or Amazon doing full-page times of India ads? It's not to retain you. It's to acquire more people. Why? There are competitors. If they did their job right, people wouldn't leave them. Would they? Now here's another statistic. You should probably, if you're owning a hotel chain, you should probably give your desert free because that's the cost for customer retention. And giving a full meal is the cost for customer acquisition. If you can give one scoop of ice cream free, how much will that cost you? 25 rupees. But if you have to acquire a new customer, it's going to cost you 250 rupees. Which one would you do? So this is from the business perspective for the people who are inclined in numbers. Let me talk about customer experience first and then let me talk about customer experience stories. Customer experience basically encompasses everything on, I'm sorry, the ten means I've completed ten minutes? I just have ten minutes. So these are the different aspects through which a person would interact with a company. We call them touch points. It could be a mobile, it could be a print media, it could be a store or any of these things. So we call them touch points and each of these things corresponds to a customer journey.  You need something, you research about it, you compare different products and then you buy and then there is an after sale support. At the same time, there's a different journey for the company or the service that's being offered. So they have an opportunity, they do a research, they ideate and they design, they decide on a product, they market it, they sell it and they service it. When these two journeys coincide, when these two points where these companies understand at each of these points in customer journey, how can they service each of these needs? That is when they realize how a customer experience can be better. So these are a couple of touch points and it's all because of you, I'm running fast. Touch points, so it could be digital marketing, it could be a hoarding that you see on board, it could be an IVR system that you're calling after and it could be anything. How does a policeman dress? That definitely tells you about the service and quality of a police service. How do hotel receptionists talk to you when they walk up to you, when you say and when you go to them and say, did you have any hotel rooms free, how does it speak to you? Each of these things are decided based on how each of these points are an impact, an impact point for the customers and to make an impression about the company and most companies don't do that. This is a survey that me and couple of my team members did for about a Bangalore mall. We went on a weekday afternoon so it solved pretty nice and this. So here is where, so this is about the connectivity, the parking, the security check, the escalator services, directions and maps, help desk, stores, seating, ATM, food court, restroom, drinking water, offer and other events, exit, digital presence of those malls and advertisement. You could see that this is a positive point for the customer where the security check, nobody checked my bags. It's a positive point for me, I could just walk in, nobody cared. I could as well have a bomb in my bag. It's a bad thing for the company, good thing for the customer. So this is a touch point analysis, we call this touch point analysis. Each and every option that I have to talk to my customers, right? So this is a typical process that you follow in customer experience, in a customer experience situation. And I'd like to tell you a couple of stories on this. Discover, understand, design, iterate, enablement, it's not strange. It's something very similar to what we are doing. And Praji had a session on how UX is very similar to CX. Discover, Aviva, you know what Aviva insurance company, right? So they had an interesting study. 75% is the people who called Aviva to ask for some documents called back. And so basically they called to say that, can you send me the file? They said yes. And 75% of them called them back in the next 2-3 days, just because they said your document should be in your place in 3-4 days. In 3-4 days, it didn't happen, right? So actual script that Aviva gave their customers, was that your document will be in your place within 4-5 days. So because of the unreliance of the UK postal system, they said it should be there. They didn't want to be very clear. They didn't say it will be there. It should be there. So Aviva found out about this problem. They went, researched and found out, okay, these telecolos are talking about, it should be there. So they changed it. And they said that your documents will be with you in 8 days. So that's about discovering and researching about the problem. About understanding the problem. Let me tell you a story about a seagull. This was a seaside town. And when they did an analysis of the people, they understood. They figured out the women in the seaside town get pregnant when seagulls are in town. Strange thing. Seagulls are not the cause for the pregnancy. So this is where you need to understand what your data means. They figured out the men in that particular seaside town will be in the sea for like 3 months. They'll come back and they'll come back with fish and they'll put those scraps in the place. That's when seagull comes and men are just happy to be in town. So there is a correlation, but there is not a causation for the pregnancy. So you need to understand what's exactly happening. Then you need to design a system. Four seasons. Four seasons is a hotel chain. One morning, one person was walking out of a hotel room. And when he forgot something and he came back to pick something up, he saw that somebody was working on his door knob. He asked him, what is that? What are you doing with my door knob? Then he said, you know what? The cleaning lady in the next room, she thought that your door is not clicking properly. When I lock my hotel room and according to Four Seasons policy, there has to be a distinctive click when I lock the room. That's assertion. That's what you feel. You feel comfortable. I've locked the room. That's how you design this. Now, the next step is iterating.  Dear Alipthabala, here's a menu for you today. But can you do that every day? No. After five days, it will be boring. So that's how you should improve and iterate on your customer experience implementation. Implement this. I'll tell you a story about Kerry Drake. Kerry Drake was on United Airlines flight and he was on a flight and he was devastated to know that his flight is getting delayed. The staff figured out, asked him why, what the problem was. He said, my mother is in a dead bed and I'd like to reach her. So the staff knew this. They radioed the captain, the captain radioed the connecting flight and asked them to hold. All these employees' salaries are at stake because the flight is being delayed but they implemented customer experience. They implemented the empathy towards the customer. So these are a couple of stories that happens from the field. And design thinking is a process that we follow for customer experience and other things. And if people were still inclined with numbers, these are some numbers on how much the industry is gaining or losing from implementing a customer experience program. 83 billion is the loss of dollars that is expected or predicted because you don't implement a wonderful customer experience program in your system. So I guess I'm done with the time and I don't have much more slides. So this is all that I wanted to leave you with. This is how the company's street customer experience at the present time. I'm around. I'll be around for the next couple of days, next one day. And I'm available at Harry Gershams here at Twitter. So please feel free to connect and talk me in between and ask me any questions. Good to go. Thank you.


If you want to take care of the ball better, become a better playmaker. These are soccer passing drills you can do by yourself. In this video, I want to give you some soccer passing drills that you can do by yourself. But before we get into the drills, let's just talk about passing technique. In my opinion, passing, receiving, those are the two most important skills in soccer, in football. If you can't pass a ball, you're not accurate. You give away your passes. You're going to give away possession. Your teammates aren't going to want to pass you the ball. So take care of the ball when you have it. And if you want to do that, you have to be a good passer. So let's talk about technique.  I want to make a nice flat surface. If my foot is angled in any way, it's not going to go straight. If I want this ball to go straight, I need this foot to be straight. Okay, so nice flat surface for the ball to make contact with. And when I push through it, I want to keep that flat. Okay, and even I can see I'm going a little bit that way. So think about stepping through the ball, keeping this nice and flat, nice and firm. If this is weak, if this is weak, my pass is going to be weak. Okay, so a lot of people, they'll have good contact, but when they, they'll have good foot flexion, but when they make contact, the foot goes weak.  So focus on keeping your foot nice and firm. Keeping a nice flat surface for the ball to make contact with. Keeping it through the ball. Stepping through to your target. Not chopping from back here. Obviously sometimes in the game, the pass might get away from you. And yes, you do have to play a pass. Hey, what's up? I hope you're finding this content helpful. Watch this all the way to the end if you want to find out which subscriber got this video's special shout out. Leaning back, but whenever possible, don't lunge on your passes. Get over the ball. Step through it. Really overemphasize your technique. Step towards your target. Okay, depending on the solid pass you're doing, maybe you're doing a weighted pass. But if you're hitting into your teammate's feet and you want it to get there without getting intercepted, put a bit of pace on it. Okay, ball stays on the ground. You don't want bouncy balls. So if you're hitting passes and it's coming up off the ground right away, you're hitting too low on the ball. So try to hit through the center of the ball. My foot is staying on the ground, but I'm hitting through the center of the ball. If you're leaning back, if you're getting too far under it, it's going to pop up. Okay, so get on top of the ball. Nice foot contact over it. Fall through towards your target and analyze every pass. When you're practicing with your teammates, let's say you're warming up. How many times are you just passing? Yeah, whatever, pass. Let's start the practice. Every pass you make, whether it's warm-up, practice, drill in a game, take pride in those passes, do not give the ball away.  I feel like young players are discouraged from playing passes with the outside of the foot. If I want to start putting a little bit of spin, a little bit of curl on the ball, if I want to start playing around people, what I mean by that is if I know the defenders there, I can't play a pass across my body. It's easy for him to intercept. I have to shape the pass. So maybe that's with the inside of the foot. Maybe that's with the outside of the foot. But if I don't have the ability to do those things, because I can only pass one way with one foot, I'm going to get my passes intercepted. So learning to play with the outside of the foot, experiment with it. We'll do these in these drills, but same principles apply. Make strong contact. If you have a weak limb foot, you're going to have a weak pass. Get over it when you can. Step through to your target. So when you're practicing, think about these things that we talked about, but take pride in your passing. Don't give the ball away. Let me give you some different passing drills that you can use. Now, if you're practicing by yourself, best tool for training on your own, especially passing, shooting, is a wall. So here I have a wall. It's going to be my partner. He's going to pass the ball back to me every time.  First, let's just play two touch. Okay, so everything we talked about, good passing technique, body over the ball, open up the foot, playing with both feet. The only other thing I would focus on here when you're doing this is this first touch. Okay, because if I want to play two touch, if I want to play two touch, and that ball sticks in my feet here, it's difficult to play two touch. It's difficult to get a good pass, the pass that you want. So focus on the quality of this first touch, not so far that you lose control of it, not so weak and so close that you can't play quickly, but just out of your feet so you can touch, quickly pass, quickly step into it. Okay, the other thing I want you to notice with all these is it's on the toes. It's not flat footed like this. If you practice like this, you play like this. So when you're doing these drills, focus on the quality, the sharpness of movement. Always on the toes, quick to react, because if there is a bad pass, I can quickly get there, set my feet, play that pass. Okay, so start two touch. Next you can go into playing two touch in different ways. Let's play same foot as I've been doing. Same foot. Okay, give 50 reps on your right, 50 reps on your left. Good technique. When you're doing this, focus on one spot on the wall. Hit that spot every time. Play two feet. So receive left, receive right, or pass rate. Receive left, pass rate. Good quality on every pass. Then you can receive into space. Okay, so don't always stop the ball dead, especially in the game. If I always stop it here, I'm easy to defend. Attack with your first touch. Get away from the defender with your first touch. So into space, play your pass. Into space, play your pass. Be creative, different techniques, play your pass. Good. You can play one touch. Okay, so again on the toes, focus on quality. When you're playing one touch, the contact point, the focus on the contact point becomes even more important. So you can see when I'm hitting these passes, I'm over the ball, but a lot of people hit their pass, and they're not even looking at the ball. They're already looking at the target. Yes, you want to have your head up, but when it's time to make contact, find the center of the ball if you want to make it go straight, and actually watch your foot to the center of the ball, so you make good contact. Okay, but play one touch and sharpness of the feet. Playing with both feet. Inside the foot. If I ever don't like my technique, say I had a bad pass on my left, I'm not just going to go back to my right. I'm going to come back to my left. I might get an extra 10. Really tighten it up until I'm happy with that technique. Then I'll move forward. Okay, you can play half turn as we did. Better touch than that. Half turn as we did in a midfielder drill. Okay, focus on receiving, but the quality of your passes still there. Then you can play distances. So play right here. Quick on the toes. The harder you pass it, the faster it's going to come back. Practice passing from different distances. Okay, and even coming way back here, you can start slow, but build up to it. You could play like a driven pass. Driven pass with the laces ping on the ground. You could play in the air, but I would just start practicing playing a driven pass on the ground. Good. And the one that we didn't talk about was that outside of the foot. Okay, so practice start here. Touch across the body. Better touch than that. Outside of the foot, around the defender. Curl it around the defender. Around the corner to your teammate. A little through ball into space. But first of all, when you're doing this one, I'll ask grown men to do this in practice. They can't figure it out. If I want to play the outside of my foot, this touch has to come across my body. If I'm receiving the ball here and I want to play outside of the foot, that's not what I'm asking you to do. There's no point really in doing that in a game. Okay, so if you want to play outside of the foot, take that touch across your body and step into it. If you're struggling on this one, it's usually because your ankle flexion isn't strong enough. Your foot technique isn't strong enough. So really, don't hit it with a weak link, weak limp ankle, and don't hit it back here. Okay? Flex, get over it. Step through it. Flex, step through it. So, those are some soccer passing drills you can do by yourself. This is the featured subscriber for this video. If you'd like to be featured in future videos, hit that like button, drop a comment below, and let me know how my content has helped you improve as a player.


Hi everyone, Joe for Jaspy's casebreaks.com coming at you with 2021 Penney flawless baseball one box one brief case break That is random team break number 12 A lot of nice stuff in here big thanks to this group for making it happen Most of you bought spots straight up, which I appreciate Makes life a little bit easier for us because there's one less filler We got to do thanks to the people who did try the filler and congrats again to the winners All 30 teams are in and let's roll it randomized names and teams two and a four six times one two three four Five and sixth and final time got Justin down to Michael Lose two and a four six times for the teams one two three four Five and sixth and final time Got the Red Sox down to the M's Trades are allowed, but trade out your own risk Got a little Memphis at Minnesota action happening in the background here game three Justin with the Red Sox Craig with the Braves Justin with the Orioles Barry with the Marlins Craig with the Giants and the Cubs Brandon with the Rockies Brittany with the Reds Nick with the Metz Michael with my Dodgers Craig with the Guardians TJ with the Royals Glen with the Cardinals Craig with the Blue Jays Michael with the A's Craig with the Pirates Patrick with the Rays Diego with the Diamondbacks, that's your Diamondbacks, right? It's Kevin with the Yankees Nick with the Tigers Brian with the Halos Craig with the Brew Crew Jose with the Fight and Fills Diego with the Nats Craig with the Stroze Nick with the Twins Twinkies maybe it's that's a little nickname there Craig with the Rangers Rangers no nicknames, right? Glen with the Friars Diego with the Shy Sox and Michael with the M's Let's get all this on one page here. Let's alphabetize by team to block these up here Blizzard says he thinks he always gets Miami. This is Barry. So Marlins up for trade. We're gonna pause the video when we come back We're gonna see if there's any trades and then we'll have the brakes took around will be right back. All right trade window closed Thanks, everybody For getting into this appreciate it on a Thursday. No deals done though. It's all good So classic high-risk high reward break here. Let's see If we can reward some people in this remember we did this break the other day we mark that RT 12 So we know it's from the same case Got the sounds of playoff basketball on the background on TNT got Minnesota up 51 to 29 Wow, hopefully Minnesota doesn't peak too soon in this game. This could just be a route All right, so unless we're lucky and we get a third one. There's usually just two in case cards right here So I'm gonna cover those up with these a space or blank filler cards No, no third hit if there's a third hit here It's usually like a a piece of the player's cleat or a bat knob or a bat barrel or something like that I don't want to peak too much, but I think the Autos on this side and the gem is on the left side As surprised as you are get surprised at the same time Let's do the slider box here and a fatter slider box. That's a good sign. Good luck everybody All big thick hits Here we go a lot of nice hits here. Good luck ladies and gentlemen use that blank card to put that right on top First off, it's Tommy. It was sort of player edition triple relic nine out of ten That'll be for my Dodgers Michael Lose with a spot that he won got randomized the Dodgers gets the Tommy LaSorta triple relic Game worn game use material. It's pretty cool We've got Hoyt Wilhelm triple relic that is two out of three. I think that's old white soccer Hoyt Williams, right? played for a bunch of different teams, but The only Chicago team he played for no he played with the Cubs to in 1970 for a season Well to the to the group rate checklist calm. Let's go to flawless Hoyt Wilhelm Mastercraft relic and parallels Chicago White Sox. I just wanted to double check But that goes to Diego with this old-school guy here. What do we know about Hoyt Wilhelm? nicknamed old Sarge Played for a lot of teams giant New York baseball giants St. Louis Cardinals Indians Orioles White Sox angels Braves Cubs Dodgers between 1952 and 72 Hall of Famer in 85 grew up in North Carolina fought in World War two Started his major league career 29 won 143 games a 252 era 1600 strikeouts 228 saves a time all-star world series champion in 54 Pitched to no hitter in 1958 and then inducted in 85 eighth ballot Hall of Famer 83.8% of the vote Pretty nice and Diego out of fives and under get the train whistle All aboard the big hit express Little history there We got what's the haps Ian hap seven out of ten? That's Cubs addition going to Craig another blue team here Kansas City Daniel Lynch two-color patch and autograph three out of 15 rookie patch signatures an RPS for TJ and Kansas City Next up is dual relic dual auto same team so no sad times happy times randomizer These are both Yankees Clark Schmidt patch auto and Davey Garcia Patch auto Looks like an islet right there of a jersey or a hat or something like that nine out of 20 Either way really cool dual For Kevin and the Yankees nice Few more here. We got Bill Masarovsky Five out of five. That's awesome Honored ink autograph. This is huge card stock too. This might have to go into a slider box Not a 180 top loader Actually, it'll fit pretty snugly and securely in a 180 top loader Stop moving around good Bill Masarovsky, I think still remains as the maybe last player only player to Hit a walk-off home run in game seven to win a world series Out of fives and under of course Craig with the Pittsburgh Pirates Craig All aboard the big hit express All right a couple more here. We've got a 11 out of 15 rookie Tristan McKenzie Cleveland. This is for you That's Craig with Cleveland. Wow. He's heating up.  I got him on my fantasy team. He's pretty good Nice patch to Barry David with the Marlins not bad now. We'll do the gem first on the left side This documentation here the small print says these are naturally mine not lab grown 17 out of 20 Yurman Mercedes Rookie diamond for the Chicago White Sox. That's gonna go to Diego and the South Siders Nice diamond the auto potentially a patch auto. I don't really see Six out of ten. It's a good low number It's up here Memorable marks That's pretty memorable. That's Randy Johnson the big unit for the diamond backs. That's Diego and the snakes Nice one and there you go ladies and gentlemen Another nice flawless break in the books the case is closed on flawless for now I don't see any more flawless in the back But we're always on the lookout for this sort of stuff. So keep an eye on jazby's case rakes calm for more of this Good stuff. Thanks everyone. I'll see you next time for the next break. Bye. Bye


We're often challenged using the term peacekeepers because the United Nations peacekeepers have the track record almost the brand for the term peacekeeper. So it's really true that in South Sudan we use the term protection. We don't want to make an issue over the name. We call ourselves peacekeepers elsewhere. We think it fits. We're there to reduce violence as well as to protect civilians. It doesn't really matter what we're called. Our basic principles are that we are nonviolent. It's more than being unarmed, but we never carry weapons. We never resolve conflicts by force or manipulation. We respect the primacy of local actors. That means they're the ones who make the decisions on what needs to happen. We are civilian to civilian. We uphold the primacy of civilian immunity and war. Very important principle that these days it's just being left aside. And we are independent and that means when we take money from an entity to pay our peacekeepers, our peacekeepers are paid, that we get that money from someone who doesn't have a vested interest in the country where we are. So for example, what we could not take money from the United States government should they decide they want to give us money from the United States government because the United States government is supporting the Philippine army. Now that conflict has been, there is a peace process ongoing so that's being resolved. We still would not take money from the U.S. government, but Belgium and Germany and Norway and some of the European Union have all been very generous in supporting our peacekeepers. Same way in South Sudan no issues with United States support, but wherever we are we look to be independent even when we're funded by the United Nations. We're still independent private organization. And finally we are non-partisan and that means we don't take sides with any of the armed parties. We don't really, we don't take sides in the civilian factions either and there are many different opinions and that's what's so good about human rights is if you're doing this in a peaceful way everybody is protected. Everybody has the right to influence their government and to speak their mind and to have basic human and civil rights. We don't make judgments about good guys and bad guys. This position is the right one because we have to maintain the support of everybody in the dialogue, in the discussion that makes things happen.


Welcome to PP18, the Plenipotentiary Conference for ITU in Dubai in the United Arab Emirates where I'm very pleased to be joined in the studio today by Thomas Hickey who is the Chief Legal Officer for Iridium. Thomas, welcome to the studio. Thanks, it's great to be here. Now I'd like to start off by talking a little bit about the fact that there's considerable attention being placed on harnessing the power of information and communication technologies and ICTs as an enabler for good, for development, for the benefit of their people, families, communities and nations and I wanted to find out what's your personal perspective on this. Good question. I imagine that most attendees at the conference there in the communications field they probably have a personal view on this. As someone who spent his entire professional career in telecommunications I have always been fascinated by the technology but I also really love the idea of connecting people in distant places and I was initially attracted to work where I am now at Iridium communications because we are the only system that covers 100% only satellite system covers 100% of the planet so especially for the you know more than 80% of the planet has no terrestrial communication we we connect everybody everywhere on a non-discriminatory basis so I get pretty excited to be able to talk about how we can you know have people who are in the middle of the ocean contact home for a memorable family day or scientists who are researching things in a distant planet they can a distant part of the planet can collect their research and connect home or you know an aircraft pilot who needs to contact air traffic control we can do all those things through Iridium and other satellite companies can do some of those things but that's what gets me excited to go to work every day. Now global statistics are saying that half the world's people are connected to the internet the other half isn't what is Iridium doing to get everyone connected? Well it's true that wireless 5G is going to be really important for development in general but I think Iridium covers the entire the higher planet so as I said more than you know more than 80% of the world has no terrestrial communication so we provide that connection so in a way if you step back it's all about connections so you know connection to the internet we can provide really at no matter where you are so you're not limited by you know what continent you live in what what country you live in where you are you can you can have connection I think so in that way we're doing our part to have a connection where I think is where you start because some people have no connection. Now this planning potentially conference is the first one since the world agreed to the United Nations sustainable development goals I wanted to ask what's a Iridium's perspective on the SDGs and how important do you think they are and and how do you think they should be best implemented? Obviously they're super important I look at the sustainable development goals and Iridium probably relates to a few of them maybe nine eleven thirteen fourteen fifteen if I remember correctly and what I mean by that I'd say at least three main things I think about development I mean it's hard to imagine development in 2018 and beyond with it without a really sophisticated internet of things and I think in a Iridium in a low earth orbit satellite system can deliver IoT in real time anywhere on the planet so connecting people in places and and things to help help lead to smart development is something that that we take very seriously. Perhaps even more compelling when I think about sustainability and specifically in in covering areas that don't have terrestrial coverage things like you know fishery management so you have vessel monitoring catch monitoring protected endangered species and at the end of the day we're talking about you know food security I mean a lot of the lot of the world depends on protein from the sea and to be able to manage that responsibly and to have you know protein security food security for today and frankly for tomorrow I think that's something that a company like Iridium can can really help with and then maybe I just mentioned is you know kind of at its most basic just safety and and and security in the sense of Iridium provides connection to tsunami buoys and a number of countries so early warning of a tsunami coming for you know safety of life for coastal communities but also we provide search and rescue services for ships and distress aircraft and distress or just a lone worker who who needs assistance so like that all relates to those STGs. And what does the future hold with the world and connectivity and Iridium enabling that? Well I think good things I think you know as we get increasingly connected I think the demand for smartphones that we all use so much has I think confirmed the need to be connected wherever you are even if you don't have smartphone coverage so to a system like Iridium you can you can be connected and I think less at risk and more likely to be able to live well and have a prosper in a developed economy. Now you said you're gearing up even though it's a little bit of a way away for the WRC conference next year what are your main priorities then? I think it's just protecting spectrum for satellites I mean we have less than eight megahertz for a worldwide system so that spectrum is important to us like it is for all companies but I think we Iridium has recently had a completed a six-year effort to be recognized for maritime safety service by the ITU sister organization the international maritime organization and so that agency has made a decision to recognize Iridium for maritime safety service there's an agenda item next year that will simply implement that into the radio regulations listing Iridium frequencies for GMDSS service no additional spectrum requested but simply helping extend a global service to parts of the globe that don't have satellite maritime safety service today and and so that's something we'll be working with delegations on and helping make sure that they understand it and help address any questions they might have about it. Well Thomas Ikewell thank you for joining us in the studio and we look forward to catching up with you again soon perhaps in next year at WRC or before then. Great thank you for all your interest. Thank you


So we have here the Diver Wooden Automata project, you turn the handle on the side of the model and the diver kicks and swims. I'm going to open the packet see what's inside and then I'm going to walk you through making it from start to finish. We've got a nice sturdy box here, it's obviously something inside that's have all the sides open and inside we have an electric motor for driving the model which we can optionally use. You can either use a hand crank or you can use this electric motor and the battery pack that goes with that and then this is the part and the instructions all beautifully printed onto MDF and ready to go. So let's put these to one side, let's pop open the plastic seal and get to all the fun parts in the middle. We've got the instruction sheet, instruction sheet like that, comprehensive instructions all fully illustrated, steps you through one step at a time, and then all of the parts are here and ready to go. They're all fantastically made, it's all really intricate and accurately cut and it's really nice to see them printed on as well so you can you've got the color when you assemble the model it's ready-colored it's a lovely finish on that paintwork. So those are the parts and then what I'm going to do is I'm going to take each sheet one at a time there's actually a map of all the parts there and each part is numbered so that'll be you that'll be referenced in the instruction sheet later on and then basically it's a case of you can see there they're sort of held in place with these little tiny holes there so it's just a case of pop and the bit comes out that easy. I can go around with a little with a nail file or something like that and just take those just smooth those off but apart from that it's ready to go. All the parts cut out and ready for assembly. Let's have a look at the instructions so it looks like the first part that we're going to be building is this main shaft and these spaces are going to go like this and it's important that you put these in at this point because otherwise it becomes impossible to put the thing together. So with these slots to the back those spaces go like that that all slots together. I love what tight fits these are these are fantastically machined. They've done a really good job with these. So these are going to be cam followers like that they're going to slide up and down and these are what's going to move the legs and make the legs kick so they slide up and down there and it basically takes that movement from down there takes it above the top of the box which is there slot that in there here we go push that back together again so this is going to be the drive.  The piece with the hole goes in there so nice tight fit so that everything holds together there and then on the other side the cam goes at 90 degrees to the first one goes in there and there we have crank ready to go and then on the side with the hole we're going to add this gear and that's going to be used later on for a lucky motor if you put one in front just sort of force that bit in by flaring the leg these sides out a little bit like that and we go perfect and then they go in there that's it right that's going to go in there then it's going to go in there that's going to get one there and then you can already you can already see the kicking action on here it's going to go there into the base of the box repack for powering the automatic. Should you want to do it that way yeah that fits in there perfectly right so that's the box made looking good there's two pieces fit together like that and then the flipper fits on the top over those two tabs so that's one and the other one is the same but the flipper goes the other way left leg right leg and then we have two push rods these are the push rods and two little pins and the push rods fasten on to the leg at that point there you've got that sort of oval the pin goes through the oval slot again careful okay make sure everything's back together again the leg goes on to there and the other end goes on to there and there's one leg working and the other link piece goes in there and then we should have find the center piece of the head find this piece which goes across like that in the middle these are the inner parts of the head one goes there one goes there there's a little marker hole at the top so you know which is the top the face goes on the front it was really creepy at the moment but in a minute it's gonna look great the goggles go on the front these are the air tubes so they just sort of drop into place this but they've got a bit of flex to them so they just sort of drop them one drops there this which is the regulator so I've got the head assembled and there is the this is the front body plate okay so that's gonna fit there like that so these parts here this is what the arms gonna fit fast not and so I've got a t-shaped with it slightly off-center so short leg of the T is going to go in this hole the vertical shaft of the T sits below the leg there the side of the body goes over the top so that the long piece of the T comes through the hole so the arm then just fits onto that piece that's sticking out and then as the leg moves up and down that makes the arm move I'm gonna do the same on the other side you see that the arms move with the legs two air bottles which are the same basically these two pieces push together and then the end goes in that side same on the other side we've got this piece which is the gauges and that completes the model so there you have an automated driver


I'm Tanya Odom. I'm the Director of Equity and Inclusion at the Walton Family Foundation. We wanna thank SoCAP for allowing us to co-sponsor this and just to make sure you're in the right place. The title of this is How Philanthropy and Social Capital Can Help Advance Innovative Approaches to Diversity, Equity and Inclusion. We're going to add or just adapt this a little bit and that is we were able to also get an additional panelists who I'll talk about in one minute. So really it's how sort of collaboration across sectors really can come up with innovative approaches and having just attended a couple of the last panels, I think you'll see some pretty similar themes. So a couple of things that we're gonna do, we're gonna do a bit of a fireside chat, although it's really hot outside, so come up with something else like poolside chat. How about that, is that better? Poolside chat where I'm gonna sort of moderate and ask our panelists who have such incredible experience and thoughts. We did a prep panel on a prep call on Friday and really we're all just taken by all of the thoughts that came out even just of that prep call. And then we're gonna ask you to answer some of the questions that they've been answering. And then what we'll do is how many of you are looking or working with EventMobi? Yes, so there's a chat function. If you go to EventMobi, the chat has been enabled for this session. We're not gonna be able to get a report out from each of the tables, but we will be asking for some of you to sort of write some of your answers down there so that it can be captured, sound okay? So to begin, I'd love for the panelists to introduce themselves in chat. You are the person who may not be seen on the app. Doesn't mean you're invisible, right? You exist. And actually we thought it was a really important addition because you are from the not-for-profit sector. So can you introduce yourself and give us a little bio since people don't have your bio? Absolutely, thanks Tanya. It's an honor to be with you all. Chad Hu, I serve as the Senior VP for Strategy Equity and Impact for the YMCA of San Francisco here. Serve with the YMCA of the USA National Office in Chicago and Diversity Equity Inclusion for 10 years before that. Serve on the board of trustees for the Tyler Clemente Foundation in New York City and formerly on the board of Howard Brown Health, the FQHC out of Chicago. Thank you Chad, and thanks for joining us. Jane Marie. Good afternoon everyone. My name is Jane Marie Angba. I serve as a director for the Race, Equity, Diversity and Inclusion Change Learning Journey at Charles and Lynn Shusterman Family Philanthropies. I am in many ways a non-traditional equity practitioner in the sense that for most of my career I had the pleasure of serving children and families as an educator and youth development professional and then transitioned into kind of national scale and programming which centered and focused equity as well as professional learning for early career youth development professionals. And so equity has been a clear strand in my career but I have the pleasure now of working in the philanthropic space at an organization that strives for a future in which we all live to our highest values and are striving for just and fair communities in both the US and Israel and we invest in about seven different grant-making areas, criminal justice, education, gender reproductive equity, democracy and voting rights, US Jewish grant-making and we do place-based programming in Tulsa, Oklahoma. So that is me. Thank you. Nice to see you guys. Thank you, Morgan. Hi everybody, so glad to be back in conference rooms again. My name is Morgan Mercer. I'm the founder and CEO of Vantage Point. We leverage virtual reality for training most prominently around topics like anti-arrestment, diversity, equity and inclusion. We work with companies like IKEA, Hyundai, et cetera. Alongside that I'm a program judge and advisor for Headstream Accelerator. It's an accelerator program that's focused on creating inclusive digital spaces, especially for youth. It's backed by Melinda Gates and then I'm also working on a book and I'm an investor and I advise a few other companies. Great, thank you. Before I ask you all a couple of questions, Morgan, we talked a little bit about this on the prep call, but there's a really interesting story behind you founding your company. Can you talk about that a little bit? Absolutely, happy to. So I'm a biracial woman. I was born in North Carolina and my dad is a Trump supporter.  They're very divorced. They divorced a long, long time ago. That's always the question people ask me is, how are they still together? I'm like, oh no, they're not. But they did stay together for a majority of my childhood and what that really showed me growing up, every single time I would ask them a question, whether it be around the school system and busing or the way that we were supposed to manage finances, the answers I would get were always completely different and what I saw was that two different people can have completely different perspectives on the exact same point, depending on their life experiences and how they got to that perspective. And so me growing up in this environment, I always thought I was self-aware of my own biases and beliefs and how those interacted with each other. And then when I went to university, I moved abroad and I ended up befriending somebody who was ethnically Ethiopian but born in Sweden and I made a comment to her that I didn't realize at the time was wrong until she called me out on it and she was not just mad at me, but she was hurt. And when she was hurt, I had to really question myself. It's a comment that I'm so embarrassed to this day that I said, and I really had to question myself and I realized a few things, which is that feelings are subjective, meaning each of us with our own personal experience, it informs the way that we come to know a feeling. So everybody has a different version of the word discomfort. And then I also came to realize different things like in order for us to feel compelled, we have to feel like a problem impacts us. So of course being a woman, having my own life experiences with things like gender normative stereotyping, discrimination, variations of harassment, I realized that in order for people to have empathy and awareness and be able to make a change, we needed to really address this concept of communal language, then allowing people to learn new behaviors effectively. It's so interesting because for those who heard my colleague Chelsea Peters talk, one of the things we talk about at the foundation a lot, what she just underscored is how do we get people to talk, right? And I think in the work around racial equity, diversity, equity and inclusion, I've been doing this a long time and I think that is the challenge, that is the work to get us to be able to learn the different perspectives. But I appreciate something you just said, which is the humility when you do make a mistake, right? Because I think we all get in this positionality sometimes and we don't always go to that place of learning. So I'm gonna ask you all a question I'm asked all the time and we could almost have this entire session about this question, which is since the summer of 2020, after the murder of George Floyd and several others, some have said that the U.S. has gone through this period of racial reckoning and we're now sort of two years, plus by the way, a global pandemic. Thank you very much, right? So all of this. So I'm curious what you all would say to people who ask about, has there been progress? What have you seen? Who wants to start? Jane Marie, any thoughts you wanna start? I think it's an interesting question. And I think when we think about how embedded systemic oppression is in every facet of this country and honestly globally, right? I think it is a large ask to say, has progress been made in two years to dissect and dismantle something that is 150, 300 years plus in the making? I will say that I think that we are in a place where we are having the right conversations, that we are elevating voices, perspective, the historical landscape of racism, anti-blackness in this country and equities in a meaningful way. I think that this work is a marathon. I think that this work is a lot of small incremental changes that ultimately will lead to massive shifts and change. And so yes, I think that there is a different level or measure of accountability than we've seen in a very, very long time. But I think the thing that we are tackling is so immense that this is hard work and long work. And I'm not completely sure if all of the right stakeholders are invested at the right level in dissecting systemic oppression that they need to be. Chad, any thoughts on this? No, I think my colleague said it wonderfully. We need to recognize the historical context of our country, right? And the historical context speaking from the nonprofit sector of the nonprofit industrial complex. And when we think about, like Jay-Marie mentioned, the anti-blackness that exists, there's a reason for it. Our country is founded on a really tragic and challenging history of inequities across multiple dimensions of diversity. I think the challenges in here in San Francisco but across the U.S. and around the world, it wasn't that we woke up to it, it was that our words needed to match a certain narrative after George Floyd was murdered. It made it harder, I think, for us to really have, in my opinion, real conversations because everyone started to understand that if you don't use certain words, you're not seeming as socially conscious, right? But it's not just the work, it's the actions. At the Y, we're trying to dive into systems change, trying to uncover the policies, practices, procedures that can help us to really do that work, and it's hard. And I think to your point, when we think about and we use words, the expectation of the people we serve, the people we employ, the people we are accountable to is that we know what we're talking about. When we say equity, when we say diversity and inclusion, when we say anti-racism as we're trying to do in the Y, the expectation is we are doing some work around that. And that's the challenging part, I think. I also think it sort of raised the stakes, right? So at the foundation, we've been working on diversity, equity, and inclusion. And it raised the stakes in terms of what our partners were wanting to hear, but also people internally, right? How are we talking about sort of what we're doing? How are we bringing this to the forefront?  I have had my own business for over 20 years. One of the reasons I said yes to the role at the foundation, and those of you who've done DEI and civil rights work will get this, is that prioritizing diversity, equity, and inclusion was put in the strategy before I even got there. You all know what that's like, right? Because my work then wasn't going to be the first X many years, making sure that it was elevated to be in the strategy. And with that shared goal that's across all of our programs, that means there's accountability related to it. That means there's evaluation related to it. That means there are conversations with each program area, which definitely takes the conversation. I want to come back to another question about partnerships, but I want to say there was an article in the Wall Street Journal, I believe, that I think captures what you all both said so interestingly. And it said that black employees, and it was talking private sector, it said black employees feel that there have been more conversations about race in the workplace, but that there's still challenges with promotion, advancement, pay equity, et cetera. So this notion of the marathon to Jane Marie to your language, right? And the systems chat I think are there. I'm gonna start with you on this one, Morgan, but we've heard and if you look at the SOCAP agenda, partnerships are really important. I know we focus a lot on partnerships. So when you think about partnerships, what are things to really think focus on in center, particularly when we're talking about, our title is innovative approaches to DEI. What would you say, Morgan? What are some of your thoughts on that? Yeah, absolutely. So I think that we live in a day and age where CSR is a part of capitalism. Within the pandemic, we saw our adoption of online usage accelerate 10 years per McKenzie, right? And so we've always appealed to global audiences. That's always been true, but it's even more true now than ever and that's never gonna change. And so as a part of that, it's understanding your audience and our audiences care about consumer or corporate social responsibility, excuse me, our audience is scared about that, right? And so an aspect of innovation and how companies can leverage that or even social entrepreneurs can leverage that, I have two really great examples. So one is a jewelry designer. It's called Pave the Way or Pave the Way, an E with a little mark over it at the end, but she donates 100% of her profits to a charity of the consumer's choice when the person purchases the necklace or the jewelry. And she has all of these different themes. So one of them is talking tools. It's oriented around feminism. She has no plan B, which is basically no plan B. It talks about everything that's going on with the earth, right?  I want that to go to a different cause that I care about. And I think that's a really powerful example of how brands and companies can engage with their consumers. Another example would be my really good friend who recommended me for this panel today, David Simonic, who's the founder of Soapbox Soaps. He's been a long time friend and mentor to me and he founded a company where for every single item that you buy, they donate an item and they focus on soaps, hair products, et cetera. So they allow people the gift of cleanliness and of washing our hands, which for so many of us, that just seems like an everyday thing, but for a significant portion of the world, it's not. And they enable people to have that gift every single time somebody purchases a product. And so it really doesn't take that much lift for companies and organizations in the private sector to think about how to relate to their audiences in a way where they're leveraging partnerships in a very impactful way that's powerful for different audiences. Before, Jamie, I'd love to hear your thoughts. I just have to say, you mentioned the jewelry company on Friday, I'm kind of annoyed at you now because I spent a lot of time on that website in the last couple of days. So I don't know, don't do it now because you're focused, but the website is quite lovely. So thank you for that. Jamie, what are your thoughts? We've talked about this, what about partnerships, particularly when you think about philanthropy? Yeah, I think by virtue of being in the philanthropic space, we do two things, right? We invest in systems level change and we are conveners. And by design, we lift up voice, we lift up best practices, we lift up the scholarship with the long-term goal of getting those pieces of information, resources and tools into the space where they are usable in a really broad and genuine way. I will say that the deeper we lean into equity as an organization, the better we understand that the true art or act of partnership is lifting up the voices of the most marginalized in a genuine way with a level of humility that mitigates the power and privilege that is embedded in what we do and gives voice to those who would not be at the table or who were voiceless by virtue of their identity, markers or positionality. And so I will say that as we think about our grant making, our programs, our policy and advocacy, and we're thinking about partnership, we are one seeking to identify who are the most marginalized voices and believing that those are truly the experts in whatever issue or focus area we are addressing and making sure that we are leveraging that, listening, hearing and receiving that and using it to inform our practices and using it to inform or influence where we situate ourselves as an organization. Chad, what might you say about that partnerships and the YMCA's work? I think Ditto to everything that Jane Marie just said, the words, especially the responsibility of partnerships to really focus on those that are most marginalized. I think in the nonprofit sector, partnerships, they provide space, they provide accountability and they provide impact. I think human beings, all of us are much more thoughtful now about where we spend every dollar, about where we work, about where we volunteer, about where we shop, about where we everything to your point. I think partnerships across sectors now are the only way to the earlier question that we'll be able to actually create real change because nobody's sector is doing okay. We're all not doing okay. And I think that when we think about the dynamic of two organizations, as you modeled, both of you modeled across sectors, that's how we can actually push each other's organizations to grow, right? If Jane Marie and my organization, if the Y, and our sister family are able to really make sure that we're holding each other accountable, you could push the Y to do more than we can do internally. Maybe we can push you to do more. And that's, I think, the beauty when we think about the folks that are in this room and across all sectors, what really is the magic of the courage of leaning into those conversations that we're maybe not even safe inside our own org, but we're gonna have them in a room like this, thereby could be real change. And the other thing I'd just like to add is that this might be a given, but who is the most marginalized? Changes, depending on the contents, context, community, focus area. And so I think that we should not take for granted that we always know who the most marginalized is. And we need to do the good footwork to find out who those people groups are and make sure that we are meeting them where they're at and giving them the opportunity to be elevated and heard. Yeah, and I think we talk about this a lot internally and, Jamie, we've talked about this. That power privilege is inherent in philanthropy. It's there, so we don't try to skirt it, right? But how do we use perhaps where we are and the tables where we are to be able to bring other voices and maybe to open the door? I mean, that's what actually we've had to do in parts of the US. I also think about some of the work we're doing in Northwest Arkansas. Recently, there was a diversity report released in Northwest Arkansas, which is one of our key areas. And it talked about Latino people, Latino communities being the fastest growing community. Well, someone from New York, I was like, yeah, right? You know, this notion of we know this, but we're being really strategic about having conversations with people and saying, well, what does this mean for us, right? You know, I'm in Bentonville, Arkansas once a month, having conversations with members of Latino-serving organizations, not deciding what we think capacity building looks like, but sort of saying, what's the capacity building we can think about together? Bringing in some partners who are Latino to sort of challenge us, maybe, in some of the ways we've been thinking. So I think just being aware of those dynamics that you both named. I'm gonna ask you this, you know, I have a couple of questions for each of you individually that I wanna go to the table groups. But, Jane Marie, just I know there's been a lot that your organization has done and it's been very intentional in terms of the approach. We were just talking outside about a speaker that you're bringing in that I wanna hear how it goes. But can you talk a little bit about the journey because you all really set things out with measurement attached to it that I think would be helpful for people to hear? Yeah, thanks for the question, Tanya. So I will say this, I think built into our grantmaking areas was a commitment to equity. So we have four grantmaking areas that are focused on systemic change around equity. But I think what we realized about three years ago was that there are ways in which we were not fully living into that. And we wanted to hold ourselves accountable to doing that as an organization. And so what I would say the starting point was is a non-traditional starting point, right? It was expanding our grantmaking to include issues related to equity. So that would be education, criminal justice, gender and reproductive equity and democracy and voting rights. And then we started to do an assessment of where we were as an organization. And this was a really informal assessment. But we started to think about one, does our fully fleshed out and articulated commitment to equity truly reflect what we believe? And we thought that it did. And then we started to think about if we are going to dig deeper, if we are going to stretch as an organization, are we all equipped personally in our own individual equity journeys to be good leaders and mentors to do that? And so we started with one having a vision for what equity would look like as for us internally as an organization and what it would look like for us to exist in the philanthropic space as models for equity. And then we did equity coaching for our executive leadership team, our chair, any leaders that we felt like would be leading this work. After that, we did a series of cultural assessments. We conducted an equity audit to look at our systems and practices to determine how well they leaned into our commitment to equity, how well they reflected it. If our organization, you were to access it and felt like we were living up into it, we did a listening tour in which we engaged about 25% of our organization in individualized interviews and conversations around how they perceive our culture, how they see and fit and connect to our organization. And that was synthesized into a fully fleshed out report. The last thing that we did in terms of cultural assessments was an equity lens map. And those are individual like equity assessments in which we asked and it was voluntary and we had over 70% of our organization complete them and we received an aggregate of that. And my work was to take all of that data and synthesize it and really be able to articulate for our leadership where we were thriving and what were our areas of growth. And I would say that led into a ready change team which was 23 members, cross-sectional from across our organization, different identity markers. We have five offices across the US, different offices, different backgrounds on a lot of different levels. It included our entire, I wanna repeat, our entire executive team and our chair. And we met monthly to dig into the data to better understand the narratives around who we were as an organization. And we used that to create three different working groups that we felt like reflected what we learned. There was a HR and talent or work experience working group. There was a learning and healing journey to working group and there was a leveraging diverse voices working group. And those working groups worked so diligently to really make proposals around the ways in which we could shift and change not only internally but externally. And I will say that we are at a phase in our work now where I am working with a new ready change team, our executive team and chair cross-functionally within our talent and HR impact and operations, teams as well as with our grant-making teams to think about how we implement some of the things that were recommended in our proposal. And we are now, and this might be non-traditional in terms of often how strategies are developed, we are now working on our ready strategic plan, which will be our short and long-term goals around how we assess and make change on where we see our gaps in us leaning deeply into our commitment to equity. So we are in a different phase in this work and I would still argue early in this work. I will say the hallmarks of where we are are, one, making sure we have the foundational systems and practices to support our commitment to equity. And I would say, two, embarking together, regardless of where you're situated in your own personal equity journey on learning and healing collectively and building a culture where we can agree to disagree. We can have difficult conversations with the angle of continuing to serve our communities of practice. I mean, I hope you all, I always, when I ask that question, I know it's a lot, but that, to me, is something to think about, right? Just all those pieces. The other thing I think you did, and I think we model this by the learning that we do, is even when we had our prep call, we talked about what if one of us said something that we disagreed with? And Jamie Marie said, well, hey, here are some practices that we use internally that we can then show so that we can model on stage, we don't have to agree, but how do we sort of maybe disagree respectfully? I wanna ask two questions, the last two questions, and then we'll go to the group and then come back to you all. So Chad, I noticed in your Zoom signature and in your bio and on LinkedIn, you haven't written that you're an aspiring anti-racist. What does that mean to you? Yeah, so I think, you know, a lot of times in the field of diversity, equity, inclusion, and this is just my opinion, so my colleagues might disagree on that, or you might disagree, that's totally cool, but I think sometimes folks will say that they're an expert in the field of diversity, equity, inclusion. Just my opinion, if diversity is about humanity and if equity is a process of addressing every system in the entire world, then who's an expert in all of humanity and every system in the world? We can have experience, we can aspire, but I think we have to name both what we think we know and also sometimes in our seats, like you both mentioned, we might be taking up space from others by virtue of the roles that we hold and the titles that we hold and the privilege that comes with that, we have a responsibility to not gatekeep, right? And when we think about aspiring, sometimes money can be healing, money can be harmful. And if we think about really tying money in its current context and inflation, I'm sure we're all paying more for everything. Every dollar means more in that. And so I think for me, aspiring anti-racist means that I'm trying to, in every way, shape, or form, humanize what has been dehumanized. And race has, as a dehumanizing social-political construct is defined by the People's Institute, one of the wise national partners in that, really is something that we can only break through by building community, by being in community, by talking and learning to other stories. Thank you for that. So Mauryan, you're not just a founder, but you're an investor. So when you think about investing, how do you think about identifying companies or organizations that really prioritize diversity, equity, and inclusion? Absolutely. So when I was thinking about my answer to this question, I was really thinking there's two sides to this coin. So I'll just give a quick story and then talk about how there's two sides to this coin. So I was presented with an opportunity to angel invest into a company and I passed on it because there was no diversity on the team. And then 12 months later, the company IPOed. And so I sit here and I question other investors for sometimes making decisions whether or not backing diverse founders or teams with diversity. And then when you think about the startup space and the Silicon Valley space, and this might be a bit of a contrarian opinion considering I'm also a founder, but when you think about Silicon Valley, Silicon Valley in the way that it's structured from a fund perspective is that you have to make the bets that basically return back the fund. And so it puts investors in a really, really difficult place, just in general. And so it's one of those things where I think in A, there needs to be a lot more accountability in Silicon Valley and I think that there have been some conversations around that and a lot more accountability for investors in general, because there are tons of investors outside of Silicon Valley. So I will not say it's just there. But then on the other side of the coin, I think B, when I think about it, I think about a few different things. I think about, I love access to information. I love democracy. So anything that allows for groups of people or various audiences to have access to new systems, new ways to interact with healthcare, new ways to service, maybe supporting the feminine reproductive system, whatever it may be. And so I always think about that from a mission alignment perspective. I love investing in teams that have diversity on them. And then the other thing I think about as well is, one of the companies that Angel invested in, he's a really good friend, but he's a white founder. And when I think about it, he's one of my strongest mentors. So it's also, how does the founder pay it forward? Because with the structures and systems that are in place, and unfortunately with the amount of funding, 0.06% goes to black women, 2.2% goes to female founders. And those numbers have barely changed in the last two years. So when you think about it, how do founders pay it forward outside of what criteria do they have and how well do they performance? How do they pay it forward? Do they mentor other founders? Do they actually invest their time into increasing access and increasing resources for other founders who maybe want to come in and may not necessarily know everything, but want to come into the space? And so I really think about the personality side of things as well when I think about investing. Thank you. So now's a couple of minutes for you all to connect with each other. And it's not the time to go on your phone. It's really a time to talk to each other. And I know that could be a little uncomfortable for some of us, but here are the two questions we want you to sort of talk about. And by the way, here's where you can go on EventMobi and there's a chat function on EventMobi so you can either answer it there or take some notes at your table. So one, what do effective partnerships look like for you? And how do you address privilege and power? So what do effective partnerships look like for you and how do you address privilege and power? And then the question that all of us probably get asked often, which is, how might you think about progress or success in diversity, equity, and inclusion work? Yes, exactly. That's the big question. I heard that comment, yes. So I'll ring the bell in a couple of minutes just to bring us back, but those two, so what do effective partnerships look like? How do you address power and privilege? And how might you think about success in diversity, equity, and inclusion work? Starting now, you can either take notes on the, you know, way we all know or go to the app in the chat function. Thanks. What's this getting from, if you can give advice to an organization, just quickly, some of the key things they wanna think about, right? I think it could be helpful. In the scheme of the world, when we do this again, I'm a morning person. Oh, hi. That's so funny. Really. And right now, body clock time. Now times. This is my first time. Is it really here? Exactly, on the same way. I'm like, after like four o'clock, I come alive up to like three. Usually, I'm the same way, but I'm a little out of storage. Okay, I can't, nothing is the same, but we can do it. No, I'm much better in the morning. It's just, yeah. But like, and when I was younger, it was like five, 30, six, like, and my body wouldn't matter what. And this morning, I got it, I took a red eye. It was like, yeah. Oh my gosh. I woke, it was what time was it, maybe it's five, 36, I woke up, it was like, nope, that's it. Okay. How long did you get this? Like just a couple, like three and a half hours, and then I slept a couple of hours on a plane. Yeah, I'm used to it from global travel, to be honest. Like, yeah, I'll crash though. I told Jay-Marie I was like, after this, like, yeah. I've had two pre-workouts, like the exact opposite. Yeah, David knows. I love coffee, and I love like nighttime, I mean nighttime. I did coffee, my hotel is good coffee. That's when I know I needed it, either. I feel like in a minute, I'm gonna ring the bell, and then, it's not a lot of time, but I'll give him a two minute warning soon. Especially since we don't know when we're ending. Yeah. This woman, this woman, she's sitting, this woman is sitting 12 o'clock, she's gonna be putting up to it. And I think we're probably the last thing probably before a reception or something. We'll see the energy. Yeah. If people start pontificing, wow. So two more minutes, two more minutes. I know, that's what it was. I'm a mindfulness practitioner, and it came from one of my first Buddhist retreats. That's so cool. And this was like over 10, 12, 13 years ago. And when I started using it in sessions, and people started asking me, I'm talking about gang members, when I work with them and they'd be like, Miss, can you ring the bell? And I was like, oh, there's something here. And then I was working in Argentina with a proper group, and this guy had heard me speak, and he was like, do you have the bell? It's a fascinating thing, yeah. And I respect it, I understand. And mindfulness retreats, when you ring the bell, of course, it's to take a deep breath, so I'll say anyway. I meditate every single day sometimes, two or three times a day, so I'm like, man, it's not space. I've done a lot of digital meditation. Well, and you're in LA, you have like a lot. Not that we don't in New York, but LA has a lot of really... That's why I like LA, yeah. I've done like, which I would never admit to anyone, but I've done like plant medicine, I've done like a whole damn bit of everything. So like, you know. But LA's sort of a big step. It's like, you have everything. Like I always like to go to supermarkets and help with stores there, because you get to perform. Yeah, yeah, exactly. So we have someone who's going to be with a mic. So we just want to get, we don't have time to sort of have report outs, but anybody, any table, want to share some of their conversation or thoughts with a larger group? If you can just raise your hand and we'll come to you with the mic. So right there in front of us, thank you. So again, we're just asking you to keep a little succinct. Tell us like what you discussed in relationship to those questions. Wonderful, thank you. I'm Jacques Filipe Vellier. I run a venture fund called Good Light Capital. We back underrepresented founders who are solving some of the greatest challenges of our time, climate, health, education, things of that sort. I was the resident scribe here and the thoughts of my dear co-table lists, if you will, on effective partnership, open dialogue and conversation as well as shared values to all parties such that everyone feels like they're winning and they're getting something out of that partnership. And then kind of introspection and really being clear on what one's objectives are and what your core values are such that when you go into those conversations you stay within the lines and you stay true to who you are. With respect to power and privilege, trust helps to level the playing field and really having a sense for who you're interacting with and why is something to be considerate of. And the last point that you raised around what success looks like, we didn't actually get to cover that. So I figure I'll share my own opinion there. And so my view on success is somewhat different from the traditional Western model. And then I think typically we focus on clear objectives that we look to achieve and that's how we measure success. I find that to be quite flat and uninspiring and doesn't actually leave room for happiness and joy. And so I think it's about the journey and it's about going 100% really following your pursuits. Sometimes one might share that and the idea might be that you lack ambition but the reality is having kind of been on that side of things for a long time.  So success I believe is around really being committed and going 100% towards your pursuits. Thanks. Thank you. Any other table? Thank you for that. Another table, want to share some of their conversation. Anybody else? Thank you. Good afternoon, I don't know what time it is. Hi, my name is Jay Wilson. I'm the founder of Melanated Moms. I'm super excited about this. So we had a really good discussion. We did not get to the second question also. But our general consensus was really talking about how leveling the playing field with the people who are consuming whatever that task is is actually what creates the trust that you were talking about, sir. I don't know your name, sorry. Jacques Philippe. But knowing that that level of investment is actually what creates that change and it creates a bigger opportunity for people to feel that they are going into a space that actually values them and values their opinions, right? But it also shows how much investment you're allowing each of the participants to have because they both are trying to go towards the same goal and that is equitable, right? So you're giving people what they need, not just a bunch of items and saying here, right? So that was what we kind of covered. Did I miss something? No, all right, thank you. Great, thank you. Thank you. Any other table? If I go back to the panelists for a moment. No? So you know, it's interesting to hear what you both said. So one of my mentors, anybody here from Boston? Boston, anyone? So one of my mentors is and teachers and just people who've inspired me has been Mel King who's a civil rights leader, first black person to run for mayor in the city of Boston has just taught me a tremendous amount. One of the things he always says is that if you're really listening, then you have a willingness to change your mind. And I think about that, right? Like if I'm really listening, what am I hearing and what people are saying and who has that dynamic? And I was teaching yesterday before I came here and I teach a course on global workplace and we were talking about cross-cultural dynamics. And out of a class of 25, only two people were from the United States. And it was this fascinating conversation around what they were experiencing in this US university and trying to manage. And I was so present to like things we take for granted. Like small talk is driving them bananas, right? And you know what, one of them said, several of them said, here when someone asks you how they're doing, you're doing, they're walking away before you answer. And I thought about us sitting down at a table with people who we say we wanna be in partnership with not thinking about some of those little things that we just assume because they're part of our culture or part of the way we run businesses or part of the way we run meetings, right? So that comes up for me. The other thing we wanted to, I get that the big question around success and I'm not gonna sort of put you all in the spot. I think one of the things we talked about, those of us in the philanthropy space in particular, in the last two years, one of the things that really concerned me that people would say would be success would be if we only had people of color, like I'm gonna, this is gonna be it if we fund organizations led by people of color. And my colleagues can tell you internally, I kept saying that is not the only thing we wanna think about because what if that person leaves? Is there a strategy? Is there a bench? Is there a commitment to this, right? Of course representation is important but the structure piece also has to be something we take into account. So I'm gonna ask you all esteemed panelists, if there's an organization that's really thinking about this wants to go deeper, you all have done this in different ways and I'm just curious what would be some coaching or advice you would give to an organization around how to do this? Chad, I'll start with you and come down this way. So I think folks have already said it. I think the advice would be to have conversations with folks that come from different perspectives than your own to dialogue with those in the communities and stakeholders that we're trying to serve or sell things to our employee and to really, somebody said earlier, be in community and listen, not just be there sort of performance because we think we have to but really try to build that human connection. The second piece is trying to look at what is the purpose, what's the why? Why are we doing the work? Is it that we're trying to better the quality of life of the why we're trying to do? Or is it we're trying to say that we have a DEI practice? Is it that we want to sound the right way or is it really something deeper? And I think that's the piece is trying to figure out and it's okay to name what it is. There's nothing wrong with any entry point in this work but it is important that we name where that is. Thank you. So I think it's an interesting question. And I will not be redundant and I think I agree with what Chad said. I will dig deeper into your last statement. I think the first question that the organization needs to ask is are we willing to do the hard work that it will take to be an organization that is equitable and inclusive and lives into the words on paper? Because not every organization is primed to do this. And I have shared this with Tanya. I say this all the time. I feel really blessed to be leading this work at an organization where the commitment to equity starts at our chair and trickles down. Which means that it is part of the foundation of who we are, what we're trying to do. And she is willing to push and stretch and do the hard work to get there. And I don't think that's true for every organization. And so it's really doing a true and genuine assessment of where you're at and where you aspire to be. And if you're willing to actually do the work that it takes to get there. The other thing that I will say is make sure that you build the frameworks, tools, systems and practices that will serve as a strong foundation for the work to build. And to your point, Tanya, not be dependent on a person because the accountability comes from the system, not from people. I truly believe that. And if you don't have the right systems in place, it will fall apart when you don't have the right person leading this work. The last thing that I will say is like, while this idea or metric for success can be nebulous or can be difficult to articulate, I think it's really important that you have measures for success. And I say this as a researcher, that you have measures for success that are both qualitative and quantitative. And you have a very clear timeline for how often you are going to assess your progress and how willing you are to make adjustments if the goals and metrics that you have set are not accurate. And then the last thing that I will say is be committed to starting every day with the mentality of hope, grace, and forgiveness and be willing to recommit to that every single day. I have many things to say and a couple of things to add that echo some of the things that have been said. So tied to accountability and metrics, a very common practice is to, or increasingly common I should say, is to actually tie accountability goals to performance within your workforce and then of course tie that to bonus potential. So actually take the goals and metrics that you have and hold your employees accountable for them. So that's an increasingly common practice. A couple other things I would say is think about the sustainability aspect. So one of the things that we recently started doing and it was actually a collaboration that we thought of in conjunction with one of our clients is we actually incorporate sustainability exercises where after every single thing that we do we task employees with now assess, especially if you're a manager or leader, assess your practices that you have. If you're an employee, maybe assess one of the company's rules and tell us where you might see bias or where you might see one of these things coming into play. And it allows employees to critically think about the organization and actually provide recommendations and it allows you to put things into practice. So it helps with the sustainability aspect. Another thing I would say is a lot of employees, companies, organizations, et cetera, the conversation component is really important but a lot of people are scared of conversations and there's kind of like, there's not a lot of clarity around the right way to have conversations. So one of the experiences that we have is actually called carrying the burden of racism and it's around these employees who are unpacking Black Lives Matter and a ton of current events and discrimination towards Asian populations during COVID-19 and this employee sits there and asks and she goes, well, like, hey, you're Black, you explain it to me, right? And so one of the things that we have to think about is that just first of all, just because somebody is a part of a group does not mean that they can speak on behalf of everyone from the group. Second of all, they're probably already having their own experience around what's happening if they see something in the news because they relate to it in a different way. And so asking them a question puts an emotional burden on them on top of whatever they're already going through. But then the other side of the coin is, we shouldn't shy away from having the conversations. There are ways that you can ask people, hey, would you be willing to engage in a conversation with me around this, right? Get consent and then beyond that, there are ways that companies can actually facilitate those conversations and have an open channel of communication because so much of it's around perspective and so much of it's around relatability and being able to understand each other. And so really facilitating that for your employees is important and making sure that you provide some structure around that, I would say is really important. So those are a few of my tips. Can I just really quickly add something or lift up something that Morgan said? I think it's really, I appreciate you highlighting being clear about where the burden of the work sits and who should not be carrying it. So we have a goals and guardrails document where we very clearly and deeply outline our commitment to equity and one of the statements in there is that this work will not be held by BIPOC individuals and that was our first draft. And recently we went back and looked at the same statement and there were two things that we edited and changed. One was not just that the work should not be owned, we added and also be owned by our white colleagues, which is important and we highlighted both the joy and the burden of the work. And this inclusion of the word joy is really important, but it's a reminder that this is difficult work and so often this difficult work has rested on marginalized communities. And if you're gonna do this work and do it well, you need to shift that paradigm. You know, I think when a lot was happening in our country in the summer of 2020, I kept posting on social media, like give flowers, champagne, confetti, hugs, and respect to the people doing this work in your organization. Because for so many years they've been invisible. You know, people would ask me what I do and people would be like, oh, right, after the last couple of years in this country, now people understand and I think they're sort of making sure that people who are doing this work are not the only people because I think one, it's burnout, but two, it sort of takes away from the accountability as a community. So I think what we've tried to do is my role is, yes, looking at DEI at our foundation, my role is actually a non-traditional DEI practitioner in that I'm focused on partnerships in our grant making, right, and then there's the other work that's done internally by others so that we can share it, which I think is important. So can you all join me in thanking our panelists, please, for sharing our expertise and experience? Thank you, thank you, thank you. So thank you for being here. We hope you enjoy the rest of the conference. Thanks so much.