Welcome, everyone, to the day after tomorrow webinar series. This is our fourth installment, and our topic today is Managing by Freedom Within the Framework, Post-COVID-19. These webinar series are an extensive effort by the Eclipse Executive Education Center of Asia School of Business. My name is Hadija, and I am very honored to be moderating the session today. Before I introduce our esteemed speakers, may I please introduce your curiosity about freedom, especially in the context of social distancing in the time of COVID-19? Among the questions that we would like to discuss and hopefully answer today are, can freedom be found in a lockdown? And while our permanent changes, COVID-19 bringing in terms of the way we work and interact with one another. With that, ladies and gentlemen, I welcome you to pose your questions in the Q&A slot. You are welcome to upload the questions posted by other attendees by clicking the thumbs up button. Additionally, you may also specifically address your questions to either of the speakers, or the questions can be general. Thank you. May I now please welcome our speakers. We are very fortunate to have Dr. Tan Tamrung Nawasawad and Mr. Monty Sujanani. Dr. Tan is a professor of practice from the Eclipse Executive Education Center at Asia School of Business. He specializes in breaking complex management and business model into easy implementable steps for organizations across industries. Welcome, Dr. Tan. Hello. Thank you. Thank you. Thank you for glad to be here today. And we have Mr. Monty Sujanani, who is the director of Robert Walters to Philippines. Mr. Monty joined Robert Walters Paging in 2013 in technology recruitment for two years. He spent four years in Robert Walters, Singapore, heading up their technology contracting division, before moving to the Philippines. Welcome, Mr. Monty. Thank you very much, Dr. Hadija. Thank you. Mr. Monty, out of curiosity, how is the COVID situation in the Philippines right now? Wow, that's a big question. So the Philippines, we went on lockdown quite a while ago. Actually, next week, we are going into our seventh week. So 16th of March, we declared the entire Luzon area, which happens to be the biggest island in the Philippines, home to about 56 million people, are on total lockdown. Now, it's been quite a challenging time. Most businesses are working from home, or running on very, very minimal workforce. We are still seeing cases. I think I'm not wrong. It's about 6,500, 6,700 cases in that climbing. And today is a big day. The president is due to announce whether or not the lockdown is going to be extended. So everyone's sort of sitting at the edge of the seat, wondering what's going to happen, because it was extended once, and we're not quite sure whether it's still going to be extended. So everyone's just waiting to see what happens. Thank you, Mr. Monty. We're hoping for the best. The same situation as well in Malaysia. We are waiting for the next announcement. And we also split on either spectrum, but hoping for the very best for both countries, and for the world, of course. Dr. Tan, one of the very visible change due to the COVID-19 is the unprecedented and inevitable degree of freedom for employees. Can you briefly explain the concept of managing by freedom within the framework? Yes, of course. Thank you, Dr. Hadija. And hello again, everybody. It's my pleasure to be here with you. And I'm very glad to see that you have chosen to be with us today. Well, I mean, freedom is a big topic. So let me scope it down and just focus this on around managing people in particular that are very pertinent for managers and leaders in organizations today amid the COVID-19 situation. So I mean, to keep it simple, I've actually prepared a slide. So if Dr. Hadija, you could put, yeah, OK. Thank you for that. So I mean, to keep it simple, really, when we're talking about managing by freedom within the framework, it's we're talking about, again, managers and leaders who are trying to balance essentially this fulcrum, which is between giving too much freedom versus having the employees feeling that they are not given enough trust. And as simple as it looks, it's a struggle to try to maintain this balance, especially now when most of us are working away from the office, out of sight, and essentially working from home. Well, it's just to keep it simple for now. I think the key that you'll see in the slides that the key lies in values and purpose, or rather the alignment of our values and purpose versus those who we work with. Be it our subordinate, our peers, our bosses, or even our clients. And it's about looking at ourselves and looking at the people whom we work with through this lens. And it's by understanding how our values and purpose align that allows us to at least begin to work with them or to manage the freedom. And I'll come back and expand on this a little bit later on in today's session. But for the moment, it's just a matter of balancing this and looking through the lens of values and purpose. Now, to clarify quickly when I use those two terms, values are the principles that give our lives meaning. And it allows us to persevere through adversity. And purpose are the goals that we chose to live out our values, so to speak. Or in Euclid's term, we have used this for quite a while now. And in Euclid's terms, values are the engine that drive leaders and purpose is sort of the destination of that drive. And when we're talking about values, we're talking about things like achievement, discipline, security, belonging, compassion, wealth, could even be enjoyment. I mean, some people having an enjoyment is a very, very important thing for them. So it's very unique and it's important depending on the individuals. And we believe that by understanding these values and purpose of the individuals is the key to unlock balancing that freedom versus the feeling of mistrust. Thank you, Dr. Tan. That was very interesting.  So basically the values of our companies are also the ones that give meaning to the daily tasks, daily duties that we do. That was very insightful. Thank you. If I may shift the attention to Mr. Monty, we wonder now how much freedom is enough freedom and how much is too much. With that, Mr. Monty, would you mind sharing what is your view on the idea of giving employees more freedom as well as what are some of the best practices or experiences at Robert Walters? Sure, Dr. Hadidja. Well, actually, and Dr. Tan, that was really insightful. And it's gonna link to how part of it is gonna link to a couple of things that we've done. But to answer your question, Dr. Hadidja, absolutely. I think it is essential. Firstly, I think it's essential to give employees freedom. I mean, regardless of whether we're working from home or in the office, I think it's essential that there is that sense of autonomy and trust. Trust is a big word. And I think that's probably the key here when it comes to freedom. It's just so happened that now we have to give more freedom given the circumstances and the working arrangement. But to me, I think, and this ties into what Dr. Tan has just mentioned, but it also, I believe it starts with the culture you foster. So from that, we talk about values and purpose. We ran an exercise at Robert Wolfe's, where we got each and every one to write down what is important to them. So this did not come from head office, it didn't come from me, it didn't come from my leadership team. This came from every single person and the core values that they live by. Now, of course, we had a box full of different values, but interestingly, seven core values came out of this exercise. And this is something we then broadcasted to the office. These are the seven values that collectively, as a team, as a group, is what we feel very strongly by. And that was, that created the boundary of our DNA and of our culture. And I think it made it a lot easier once we knew all of that. And I mean, to be honest, this is the culture and the DNA for us is probably the biggest attribute of our business. This created allowance for autonomy. I mean, it starts from day one. We were able to build a high trust environment. We have a very hard work ethic. I think there was commitment and loyalty. To be honest, I think we're freaks. We love what we do. And we established this by asking and knowing the why. There's so much about how we do what we do and what we do, but really why we're doing this and that ties up with purpose. And actually, interesting for us, knowing all of this has given us the freedom to give freedom and a combination of all of understanding the values and purpose. And now it goes. So this is just more of the intangibles that we are talking about in terms of culture and we talk about the values and purpose. And what we've done is we've now obviously taken all of this into consideration and approached management styles and leadership styles that are a little bit more flexible, a bit more autonomous, it's more outcome-based. So for example, we agree to a specific outcome. Now, how or when it's up to the employee to achieve those outcomes? It's at the discretion of the employee. So we call this discretionary effort, right? And as long as it's clear. So the communication and the expectations are clear and it's agreed on and teams, they go off and they do what they need to do. Now, of course, when we're looking at outcomes and we talk about specific outcomes, we have to be very aware of working environment and surroundings. So again, the people that you're leading and you're managing, they might be the same people physically, but actually you're now running a completely different team when they're working at home. But there's so many external factors that you have to keep in check, like kids at home or just conducive working environment. So being aware of all of this, I think is very critical before you actually embark on identifying how much freedom you can get because you have to be aware. But again, at the end of the day, we've taken all of this into consideration and we have our teams, again, we have to trust them and then they go off and they achieve their outcome. Now, that's then the intangible that before I just end that question, I think tangible is also quite important when we're giving people freedom. We've got to have the right setup and the right infrastructure for them to be successful. So things like technology setup and technology spread a big part in this, collaboration tools, and just coming up with clear frameworks on having access to you when they need it, and just coming up with a clear check-in schedule just so that they know you're there for them. So you're giving them freedom, but hey, that's okay. I'm here if you need me, whenever you need me. So yeah, that's a very long answer to your question of how we do things in Rival Waters. Thank you for sharing, Mr. Wonki. I really liked the part that you mentioned that as long as we're working together to a specific outcome, and then also it's not like blindly, the ends here do not actually justify the means because the means actually, you've got the values together, you ask people to come up with values and then you find things which are actually overlapping the seven values, at least seven of them. So that was also very, very insightful and enriching. Thank you. Dr. Tan, this goes without saying, but the managing by freedom framework is definitely very intriguing. We wonder now, how is this different from managing people as usual before COVID-19? Well, yeah, I'm sitting here. I'm actually intrigued by what Wonki has shared about the practice at Rival Waters because personally, I do not know or have heard of many organizations who would ask individuals about their own values and purpose. I think a lot of organizations that I've worked with kind of make the assumption that because you chose to work here, you hear our values and hear our purpose. And it may be true in some cases, but it might not be true in all cases. And I'm just very glad to hear, Wonki, you shared that at Rival Waters, you start at the individual level and you work up for a collective set of shared values and purpose, okay? But to answer your question, I think it is different from how we used to manage people before, but I wouldn't say that it's specific to just because of COVID-19 either, right? Well, we just heard Wonki mention, Robert Walters did not just begin to do this, right? To have freedom to manage by freedom because of COVID-19. Yes, I mean, COVID-19 kind of brought this kind of accelerated and catalyzed this, because now we are so far away from each other and the issue about trust and interesting the word micromanagement. And personally, I thought that this word has kind of become extinct because everybody knows that we should not micromanage our people, right? Yet during COVID time, that word is making a comeback and you're hearing feedback from employees now that they're being managed in a micro kind of way. So, I mean, I think the trending, right? The trending towards working with employees and giving them more freedom is already there. And I think if we have written a book, right? The book called Open Source Leadership written by Rajiv Pachavriya in 2017, talks specifically about this trend about moving towards freedom when it comes to managing people. And there are examples in the book cited, Netflix, General Electric, even General Motors, which is a car manufacturer. So, they also moving towards giving employees more freedom by Mary Barra, the CEO. And also, I think I have so one example of one nearest in Malaysia. So, Dr. Hadidja, you advance the slide once, right? You see, yeah, here we go, right? So, this is one organization that's very close to us, right? This is our very own employee profit and fund, or EPF, which is, in this case, they had won the Talent Corp Life at Work Award in 2018. For essentially, this is a full flexibility for employees to choose when they want to work. And as Tunkul Zakri said here, that as long as we manage towards the outcome, so as long as the outcome is there, we're willing to have the brevity and the trust to evolve around our workplace practice around it. So, my job is a bit of a challenge because I think at the, you see the trend, if you look at the CEO level, right? Or even at the country director's level that you hear from Monty, right? The conceptual of managing people by freedom is there, especially Dr. Ajay, if you click the slide once more, right? Yeah, so this is what kind of what an employee, sorry, one more back, back once. I just wanna show the background here, right? So, when we're talking about COVID-19, this is essentially the backdrop that we're talking about managing people by freedom. It's because nobody is around for you to manage them by no freedom anymore, right? And so, my job is the challenge of my job is how do you make this more practical, right? Applicable or at least something that is visual that organizations can begin to work towards it and begin to move from conceptual into something that's in practice, so to speak, okay? So, let me, okay, now can I have to be the picture? Okay, right, so, excuse me, it's gonna look a little bit theoretical here but I think this is just a nice backdrop that we could use in order to bring that concept into reality, okay? So, well, you can see the picture here, it describes the six zones of managing people by freedom within the framework. Now, we don't have a lot of time here today, so I'm just gonna give you the general idea. It plots the degree of freedom that you see here on the vertical, on the Y axis here and it's a function of alignment of values and purpose, right? Between you and your people. So, as you move up from the bottom left corner, right? So, you see the green zone there, from the bottom left corner, right? When you increase the alignment, you can have a proportional increase in the freedom and trust, okay? So, that green zone is moving diagonally across from bottom left to top right and in this screen is denoted in zone one, two and three which corresponds to a low degree of alignment. Therefore, you have a low degree of freedom and then when you go to moderate and you go to full degree of alignment and full degree of freedom in zone three. What's interesting here is we also have sort of the out of sync or the unaligned zones, okay? Namely, you see here, it's zone four and zone five, okay? So, like I say, zone four where James sit here just for the sake of having somebody in there, right? These are employees who are essentially costing headaches, right? Because they're making decisions that are kind of perplexing their managers, okay? And that would be that what happened when you're giving too much freedom with somebody who doesn't align to the organization's values and purpose, right? And conversely, on the other end of the spectrum, you will have somebody like Lisa in zone five, right? Who might be feeling mistrusted because at least she feels that she has a good alignment with the organization's values and purpose, yet she's being treated that with a way that either resembles micromanagement or to her it's a mistrustment by the boss in the organization, okay? This can span anywhere from a person to person treatment as in the boss to the subordinate, right? Calling in to check, right? Or dictating that things be done a certain way, right? Or it could be done at an institutional organizational level by having bureaucracy and policies that are a bit kind of redundant to the capability of today's employees, okay? And then if left unchecked, ultimately this may make its way into zone six. And this would be where the parties kind of decide to go their separate way. And it's actually is named separation. And sometimes it's a good thing, right? Meaning that the two sides just discover that the values and their purpose just, you know, they don't align and there's no way to reconcile that. So they can be better separately going separate way doing different things, right? But I think more often than not, you also have things that happen because of misunderstanding or lack of communication and people migrate into the zone because they had nowhere else to go, right? So you can only push the person so far and then they'll make a certain decision that both may come to regret later. So as you can see here, it's a framework that at least visually it gives you some something that you could work with, right? So if you're managing James, you're managing Lisa, right? Or you're managing 10 other people, once you begin to see the relationship between freedom and this alignment of values and purpose, then at least you can have a map that you can work with in order to at least have a conversation with the people on where you think they are, where they think they are, but ultimately to try to move people up the zone so that they go to zone three and then everybody can be free to do productive things. So zone three is the sweet spot, is it enough? Yes, for the manager is the sweet spot, right? That means that you can only have to say a few words and then you essentially have a clone of yourself, right? Who are doing something different. Thank you, Dr. Dunn. Really like how you linked the practices in EPF to Robert Walters earlier on how the CEO mentioned them to design your own work and practices and policies in achieving the outcome. So that's very much aligned with how Robert Walters is doing it. With that Mr. Monty, in the context of Robert Walters, given that the firm works at the forefront of executive placement, are you foreseeing changes in leadership and management requirements? And what do you think Robert Walters and other organizations will be looking for post-COVID-19? Yeah, that's a very good question, Dr. Hadeja. So, I mean, if we look around, I mean, we are seeing business leaders, they're really being pressed to make drastic measures, realigning business directions based on the current climate. I mean, to put things into perspective, I mean, our clients and us, we had 24 hours to implement our BCP. And that really, and there were some companies out there who did not even have a BCP plan in place. So you imagine having to then shift as a role of a leader and manager, decision-making capabilities, testing leadership qualities, handling emotions. Are these new skills not quite, but given the situation, we're definitely seeing these skills become more of a priority. As a matter of fact, I was actually, was it maybe a week ago? I was speaking to the CEO of a fintech business and he indicated that throughout all of this, it was a really good way for him to assess his leadership team. And that was from a resilience standpoint. So, you know, who is stood out? And actually to a surprise, it turned out it wasn't quite what he had anticipated. You know, there were people in his leadership team and below the leadership team who had demonstrated flexibility and resilience. So we're really starting to see these traits be, what companies are looking at. So if you talk about hiring perspective, personally, and based on what we're gonna foresee coming up with some additional requirements, you know, definitely experience in managing things like remote teams. Again, using technology is something that we're all now heavily reliant on. Given, you know, we've got social distancing being something that I think is gonna be a long-term effect, you know, we're seeing traditional businesses move into a digital platform. So definitely, you know, having that technical savvy, not technical, but just being tech savvy. So business leaders were tech savvy. So again, being able to transform digitally. I was talking to somebody else again, actually earlier this week, and you know, and it got my attention because I was thinking, wow, you know, this person has marketed themselves to be very solution oriented, senior level executive who has a track record of, for example, driving transformational change. Organizational redevelopment within teams like HR.  And what I think is definitely a skill that is going to be really something that needs to be tested as empathetic leaders. And again, you know, there's just so much uncertainty of what the shift is going to look like. But again, these are what we're seeing skills of being tested and we see, you know, companies looking for leaders moving forward post COVID-19, these are what skills that are actually going to stand out. Thank you, Mr. Monique. Thank you. Dr. Tan, if I may pose a similar question to you, are you foreseeing changes in leadership and management requirements and what organizations will be looking for post COVID-19? Yes. Thank you. Yeah, sure. And the irony of this is, if you share a little bit about the irony that I see in this is that, you know, especially let's say, we're talking about ASB or the higher learning or higher education or even corporate training for that matter, right? We're moving away from physical beings together, right? And Monique mentioned something like along the line of, in addition to the digital saviness, right? We're also still looking for people who are good at human skills, right? And empathy is one of them, right? And empathy actually is a skill. Empathy is not a trait, okay? There's a, you know, empathy comes from you having the ability to read somebody else's feeling, right? And that is a trait, sorry, that is a skill, right? Because when I say that, I mean, when we were born up until about we were five, six years old, we don't know how to have empathy, right? It is a skill that we learn by interacting with other people. That's when we begin to pick up those skills. And as you can see that in COVID-19, when we're moving away from that, right? Even the classroom to learn about empathy cannot be in person, right? I'm not sure how do we learn how to be empathetical looking at a small camera hole like I'm doing right now on a computer, right, in order to work. So it is a, indeed it's a challenge, right? And to come back to managing by freedom within the framework, it's even beyond reading behaviors now. It's about understanding somebody else's values and purpose, right? And then to link that to what we discussed earlier to the given freedom and trust to operate, when especially when we're working, you know, from a distance, right? So the reality of the matter is that with technology advancement, with, you know, people's ability to self-develop now, open source capability, sharing economy, et cetera, right? We're now dealing with employees who are more capable and driven than ever before. So I'm not saying that managing by freedom within the framework gets kind of like a silver bullet that's gonna cure all challenges. It's not, right? But I think it's a framework that it's, it gives us a way to look at how do we reinvent management, right? When there may be no more business as usual. And when employees now have the willingness and the skills to do the job, right? Then what should the manager's focus be, right? So I think this might be the new norm that we're looking at when we come to management and leadership. So in short, I think you manage people better if you can understand and make use of this lens, especially in the world post COVID. Thank you, Dr Tan. If I could summarize both of your sharing just now. So for time to come, there's long-term impacts of COVID-19. We actually need leaders and organizations who are more empathetic, tech-savvy, flexible than ever. And also we need employees who are very driven and more motivated and as well capable to be tech-savvy. Let's take a look at the Q&A slide now. May I please remind the audience that you could upload the questions that you like by clicking the thumbs up button for those who would like to give feedback or ask questions after the session has ended. Please feel free to scan the QR code. Let's now take a look at the question on the top of the list. So we have seven thumbs up for this question. If I may read the question. In times like this, how should business leaders demonstrate empathy for their people and customers? Many businesses are looking at pay cuts and other remuneration adjustments which seem at odds with this. Yeah, okay. I can start with this one, Dr Hadidya. So maybe, I mean, we talk about empathy here as being, Dr Tan quite rightly pointed out as a skill. And I think it is, it's not easy but it actually just starts from listening personally. I'm just sharing what my personal view on empathy is but really actively listening to what is going on to your people and to your team and really just hearing them out. Now, we look around, there's, I mean, there's a lot of uncertainty, right? You talk about pay cuts, you talk about remuneration adjustments, people are being laid off, encouraged to take less hours, to take less money. So I think communication and listening, these are the two things that really need to happen hand in hand. Think of a very open, have a very open communication and dialogue from the beginning to your team so that they know what is going on. It's very easy to think, oh, I think we should ring fence what's happening because we don't wanna affect the morale of somebody in the team because it might have a negative impact but actually what you're doing is you're not communicating, you're not being open. So when businesses need to make certain decisions, it comes as a blow. So I think when what I'm trying to say is, I think it's really important to be, to have a very open line of communication with your people and then actually just ask you very straight for simple questions like, what is going on? How are you dealing with these times like this? It's never a fun job to do as a leader to cut somebody's pay. It's not something a business leader looks forward to at all. And so I think when you show empathy, your team, your people will also empathize with you and they will, it just becomes a two way street. That's my two cents. Yeah, okay, let me jump on that because I think you hit the nail right on the head, which is, it's that communication, right? And if I may even go one step further, right? That communication leads to honesty. So I think what COVID-19 that we begin to see is that, COVID-19 is from a management point of view, it's a catalyst that really show, it's really showing how honest your organization has been managed up until this point. I think the conundrum of this question is, it's kind of, it's trying to say that, can you be empathetical and also make tough decisions at the same time? And how do you get your people to understand that, right? And my answer is yes, I think you can be both, right? It's not a choice between A or B, you can be both. You can be tough, you know, make a tough strategic decision and you can also be empathetical, right? And if I may use a personal example here, right? I used to work for BCG or Boston Consulting Group, right? And we had a culture of this called up or out, meaning that either you get promoted within the timeframe, usually it's about 18 to 24 months, about a couple of years, or you have to look for a different job, right? That was the way the business was run and it's run, I believe, right? And when I tell this to other people, usually a lot of people are shocked by this and they think that this is a cutthroat kind of environment and they don't, you know, treating their employees with respect. But the reality is that it works, right? And the reason it works is because there's a clear understanding from the beginning, right? On the values and purpose and on the culture that supports it, right? So let's say for example, when we was talking about out, right? Or being out of place, there's no stigma around it, right? There's no bad feeling around it, right? In fact, maybe 90% of the people who go through this path will be out at some point in the career at BCG, right? And we don't just kick them out on the street when the time comes, right? They're a process to help you land proudly on your feet. So I think it's possible to be both. And if you had been honest in your culture, right? And living your culture and living your values and purpose, then it's perfectly fine to have an honest conversation that's both empathetical and strategic at the same time. I agree, yep. Thank you, Dr. Tan. Thank you, Mr. Monti. If the audience remembers when we were registering for the webinar, there is a box where you could ask your question. So there is this one very interesting question that kept popping up. So the question goes, if schools remain closed for a more prolonged time post COVID in view of children's safety, working parents will have to deal with a new reality of managing children at home while attending to their work. How should employers rethink work arrangements for such cases? If we could have Dr. Tan, if you don't mind? Sure, sure. Yes, I'm dying to jump on this one as I have two children myself. For me personally, even with managing by freedom within the framework, because it's usable even in personal lives. So COVID-19 in particular is given my family a chance to create some framework, if you will, for our children to have the freedom in. So for example, we've put in rotation for chores. So now kids every day, they're asking who's on dishwashing duty for this meal today. We have a rotating chore to do that. We have contracts. We're assigning contracts for video games that certain schoolwork needs to be done before they can play games and there's certain duration that they can play it for and there's the caveats here and there. And even daily routines that they're now following because they're staying at home so much. So in the background, these are all values, if you will. These are all values that we'd like the children to have to learn. And it may not have been possible without COVID because their lives were not so systematic as they are right now. So we're just taking that opportunity to instill some of these values so that they'll know and understand the framework so that they can have the freedom to operate within. So I think that the questions on if the school remains closed for a long time, you think of it as an opportunity to instill a similar framework and then to work out a system that your children, much like your team members or your subordinates, should be allowed a certain degree of freedom as long as they understood the framework that they're operating within. Monty, you wanna jump in as well? Sure, so I don't have kids, but actually maybe I'll share. So one of my managers in the leadership team is a working parents. And I've had to change my leadership style because it's quite reliant as well on her kid's schedule and we have to be flexible with such arrangements. In fact, she planned her work around her kid's schedule and sometimes her child would join us in our leadership calls and our meetings and just embracing this working style and these arrangements. It helps with the parent just to be okay that, okay, the business understands that I've got more on my plate other than just work. So I think definitely from a flexibility perspective, again, being out, I mentioned earlier on just being outcome focused and just being aware that, okay, we're very understanding and very aware of the time that you have to spend at home working through activities with your kids. Totally okay. And honestly, it's not a problem and it works quite well. Of course, initially it was, at the beginning it took a little while to get a routine set up and actually it was really interesting. She's created a safe space for work and the child now knows that if mom's sitting there, that means she's in work mode and just coming up with just very creative ways that, so for example, if the child is doing an activity, that's the time certain work items can be addressed. So coming up with an agenda and a schedule that works for the child and for the parent, that's worked quite well and for me as well, it's opened up my eyes a different way of managing. So yeah, that's my two cents. Thank you. We are mindful of the time. So we have five minutes left. If we could discuss probably one or two more questions. So the second most popular question here is, how do we assess our team's performance and wellbeing during MCO and post MCO as well, as we will continue to work from home and social distancing measures are likely to be the new norms of the corporate world. Yes, thank you. Yeah, I'll jump in. Yeah, no problem. Yeah, no, so that's interesting. So when we look at, for us, performance measurement is essentially in line with what I mentioned earlier on about outcome focus, but I'd like to talk about wellbeing because we're again going into our seventh week and whilst it was fine in the first few weeks, the longer it goes, you think it becomes easy, but actually it becomes quite challenging. Honestly, this is so important for us. So we just try to have a ton of fun. We try and keep work light in terms of, we have games and it is so critical. Sometimes people think, oh, well that doesn't really make any sense or the time and energy it takes to put something a little bit outside of what you're normally doing. It goes such a long way. So just making sure that everybody knows it's okay to have a bit of fun in these kind of situations and environment. I mean, from a long-term perspective, we talk about social distancing and this becoming a new norm. I think it takes some adjustment to get used to this, but again, the wellbeing, mental health and mental wellbeing is something, there are a lot of courses out there about wellbeing. In fact, I think it's really important to know how to keep yourself happy and how to keep yourself motivated. But I think, again, just putting some focus on wellbeing will actually result in your performance, your team's performance. I think that it goes hand in hand, right?  But yeah, have a bit of fun, absolutely. Yeah? It should be all about work. I mean, I agree. I think for the most part, right? Organizations are doing quite well, monitoring the, what's the right word? The hard side of performance, right? The numbers being hit, whether you can hit it is another story, but monitoring it, I think we've got the digitalization element in part to help us with that, right? But I think Monty, and if I'm looking at another question here, also relating to that, I think the mind is around, how do we make sure that our people, the softer side of our performance continues to uphold our motivation, right? Our spirit is still high during the time that we don't get to see each other very much during COVID. And even I looked down one question from the one you asked, Dr. Hadidja, says, how do you know if people are moving towards separation zone? Yeah? So I think this is kind of like what we were talking about here, that either the sense of well-being is going down, the motivation is going down, their spirit is actually taking a bit of a hit, right? And how do we move them off of it, right? So I'm gonna actually take a crack at this answer, at this question in part to answer that question that you posed as well, Dr. Hadidja. And I think to solve any problem, you have to be able to see it. You have to be able to know what you're trying to solve before you can begin to solve it. And I think that's why today when we talked about the framework to use to manage the people with freedom, it's at least we attempt to make it as to be practical and useful, because once you know where your people are, right? Then you can have conversation that focuses on those behaviors. Because remember that, you know, when we're talking about values and purpose of the organization, it's not about what you say, right? It's about what you do, right? And there's a huge step between what you say and whether you're doing the things you say, right? So organizations, CEOs may be saying that our organization values teamwork and respect, right? But if you get called out in public, right? Via email, via whatever, for mistakes that were made during this time that we are away from each other and may not have had a chance to vet through it together. But if you get called out in public, that is gonna send a different message completely from what the preacher had preached, right? So if you leave these things unchecked, then it grows into resentment, right? And then that's when people starts moving towards separation. And I agree that sometimes there are good things such as good separation, meaning two people are not meant to be together, right? But I think there are a lot of cases where it comes out of this resentment as well. And unless and until you're able to say that this is where I am, okay? And your manager said, oh, I thought you were here, right? And then once you can put your fingers down on something like that, even virtually, then you can begin to have a meaningful conversation in order to sort out the issue, maybe only something as simple as an apology, right? Of the inadvertent statement is enough to recover somebody from a situation of moving into separation. Yeah. Thank you very much, Mr. Montier, Dr. Tan. Unfortunately, that's all the time that we have. Thank you, everybody, for posting your questions. If I could remind everyone again, you could always send more questions or your feedback just by scanning the QR code. Again, very, very grateful to you, Mr. Montier, Dr. Tan for being here and sharing your thoughts, expertise, and experience, as well as enriching this webinar series. Thank you, everyone, for attending. And hopefully we can see each other again in the next round. Thank you, Dr. Anishya. Thank you, Dr. Montier. Thank you, everybody. Stay safe. Thank all. Thank you. Thank you. Bye-bye.


I've buzzed please call me by my name, oh please, oh brother I now feel lonely with you gone who will be like better Please call, you gone who will be fly Butch now, that's now, that's now your stamp I've buzzed please call master, butch oh For her, it's like a huge earthquake I've buzzed please call Butch one can't sell, Hosein says oh brother May Allah have mercy on the one who calls with To their master, a servant can't


a field market like I said we can only be in so many places at once so like if you can have your brand being used by someone in the space that knows what they're talking about and can educate the actual end consumer and use it on them it's a no-brainer for us. But that's also what you need capital for.


What's up everybody? Jason here for jaspycasebreak.com 2023 top scoom jumbo 8 box case-free pizzeria number 21 just sold out And again guys our 21st case of this here on YouTube Let's get right into it But yeah, so I don't know how it's gonna hit so I figured I'd go oh That's so dark. I figured I don't get like My grocery shopping done today cuz like I said honestly, I don't know how hard it's gonna hit and I'm not trying to be out in the rain storm shopping tomorrow For what the name of the hillary hurricane Hillary this is my morning. So basically I'm kind of running on adrenaline right now and make sure I can Figure this Yeah, well, I'm prepared for there to be no electricity Just because you just never know or at least like there to be no Wi-Fi and stuff like that.  I try to go get some more stuff Yeah, I don't know. I don't know how it's gonna go It was supposed to hit tomorrow night like around six o'clock, but it's moving faster Up here. So it's it's gonna hit tomorrow thing the middle of the day It's a quick thing. It's only for a day. It's only really now like Saturday Saturday Morning to evening where it's gonna be really windy like 40 50 mile per hour winds You know with tons of rain And then by Monday morning, it's gone, you know but Yeah, it's gonna be fun. We're just gonna have a very Lazy day in tomorrow, you know, but I'm like, yeah, but it's not gonna be the same if I don't have no electricity And it's like also it's gonna be like super hot. It's gonna be like 80 degrees In Long Beach, we're kind of a little inland. So like we get a little bit warmer weather compared to like Redondo Beach Or in this area. So like there's like 80 degrees In Long Beach, it's like 70 degrees here And then like obviously where I grew up way more inland. So if it's like 80 degrees in Long Beach, it's like 100 degrees But uh Yeah, it's not gonna be fun.  I can't even use my AC It'd be horrible Well, yeah flooding for sure, but I I personally thankfully don't have to deal with it so much, but There's gonna be a lot of flooding for sure so hopefully for the people that are in the areas of flooding they uh they uh Are prepared for that. You know is that today? the weather the weather services or whatever the people that run the weather in Los Angeles County literally Announced today that if you are in Catalina Island, please evacuate Like bro, you should have said that shit yesterday. You know how many people have to evacuate today? Because it's gonna go right through Catalina Island So I don't know it's legit though But us Californians aren't really used to so much rain. So We're gonna find out what that feels like Well, honestly the thing is that like living in California the weather changes so often like I feel like they were waiting So hopefully maybe it dies down, you know by today or tomorrow, you know early tomorrow where it's like They don't have to issue all these warnings out, but I think They probably don't see it getting better So yeah it sucks, but I just be making fun like, you know It's like okay. Am I really preparing for this like? Tropical storm hurricane or like can I still go get brunch with my friends on Sunday?  It's like Looks like I think six inches of rain I think by the coast over here Like our beach areas They were thinking like two to three But it's gonna hit it's gonna hit like the deserts and mountain area really really bad Let's see what my phone says Just says tropical storm weather warning 100% see it's still gonna be 76 tomorrow and raining Disgusting Yeah, I don't know and my sister if my sister works in uh technically Long Beach at this beautiful outdoor like mall right right on the right on the coast and uh They were even thinking of closing the whole mall down tomorrow just because it's like not even worth it My sister was like how do you I might not even have to work Because man, I honestly driving in the rain here. I don't trust people Matt first Well, I don't trust people in regular weather driving in california. I can only imagine what it's like if it's does a tropical storm you know so like I would rather not even be on the freeway at all Not even in the streets If I don't have to Steel walker, I would not be surprised tomorrow. Though if like Joe or those guys say they don't want to come to work Which I would probably do the same thing so Be aware something like that could happen Goldy out of 399 Cardinals Ben and Tyler I mean honestly, I think I think Teddy was to be here Rex Teddy no matter what he was to be here, but That's definitely the perfect excuse not to go to work. All right giants with that one So tigers that's paul giants is coddle Starting tomorrow. It's going to be the high 80s and 90s. Whoo Yeah, but see honestly you can complain though because you get that humidity probably right We don't get that here. We just get that dry heat Which I will take that any day Over humidity man.  I know it's beautiful and stuff like that Florida, but good more Tatis it's I'm just sweating Probably good for me though. I probably lose a lot of weight out there Aguilar to 499 Yeah, speaking of baseball Dodgers are playing a double header. So yeah, even this is the first time I've ever seen that but actually the Dodgers and angels both canceled their games yesterday And we're basically playing a double header today You know Dodgers played their first game today at 12 man. They got murdered yesterday. Tony Gonson is just blowing this year So crazy. Yes, that's a great last year Who's the Dodgers ended up winning today though? 3-1 then they play again at six o'clock today There's like no way the players actually leave the stadium right if they played at one like they play that 12 Game just ended maybe like an hour or so ago There's like no way they leave right they just stay there There you go refractor autograph for the Yankee Zach Sullivan. Nice when they're in 99 for the Dodgers Stacey But yeah, that's good. I mean you should should have did a little bet there Rex. Is it can you guys bet in your in your state? Little over under in wins I could have made a little money Oh nice So basically so what do you think they're gonna have to do to Potentially make it to the playoffs like do you think they have to get like 27 wins out of the 40 to probably potentially make the playoffs That would it seems like it's on pace for Ryan McMahon nice purple color match to 250 That's pretty nice and josh smith Texas Rangers Matthew Who's the Senga hyper right there too? I see the reds are calling up Noelle Marta today, right Should be fun And I believe the angels are calling up one of their draft. There's an angel's player today I forget his name, but He was like their first round draft pick this year And he was just drafted like 44 days ago or something like that and he's already making his big league debut I forget his name that he's on the angels Zika tovar Jason Honestly, the reds are super loaded with young talent too. I mean Julio Dude, he went like in his last three games.  Okay, but like definitely much down here, but Mariners are now just playing a lot better baseball too. I think they're like a game or two behind a wall card spot right now, too Angels need to start winning because if not, it's over They're already like six or eight games behind I think Hensley to 2.99 For the houston astros going to michael p Xander bogart's a little negative Little jump man Jumping jump man jump man jump man Liborato Well, after the season the problems I'll ask you what I thought, right? Yeah, it's supposed to be triple threads I was told Richardson for the Minnesota twins Beautiful looking car Twins, Steve Locke, Andrew McCutchen To 150 Wozneski Walker To 4.99 the refractor four boxes nice colors here in gold purple stucco blue blue refractor will be Bryce Johnson, so Some nice nice stuff We got a couple refractors there too as well All right, there we go. It was like louis robber, right? He was like silencing the crowd and stuff But uh, I seen bellinger got a single right or drove in a run or something like that got on base and then The shirt Like to keep him that same guy. He's on twitter He told that to for that. He told that to machado the year. He signed that big contract with the Padres At that time he told the machado told the kid the told the told the guy saying that he would have bet his old contract that uh that uh That they the Padres win a world series before the daughters do That guy ended up going to the game that I went to in San Diego And he posted up a new video and he was right there behind home plate And he was you know mocking machado said hey machado. You owe me. You owe me your 300 million dollar contract, you know A lot and he ended up getting machado's attention with machado didn't say anything When machado got traded to the daughters. I was so hyped. I love machado, man But obviously, you know, I think he just wanted the most money and I think the daughters offered him money But it's just he got more in San Diego But I'm pretty sure I mean look man, honestly People when you're rich rich, it doesn't really matter where you live honestly like when when celebrities and athletes like Come visit out late for the first time or just get a feel for LA people just love it dude I mean there's just so much to do for them, especially if you're like rich so Yeah, I'm sure he was bum not not being able to potentially come back and stay in LA But I mean he just went to San Diego. It's not that far off. I wouldn't doubt if he starts a house here in LA profile diverse That's the one thing like Obviously low class middle class is obviously gonna love LA but they're gonna hate it because it's just so expensive to live here, but If you're a huge celebrity athlete you make millions multi-millions I mean the weather Just what you can do in LA just in general like people People will will want to play Or you know live here because of that college for arbor That's a shohou tani. That's a little uh hyper unluster or josh luster Detroit gonna fall and keep it cool. Honestly But I think the best thing you can do is Like I said machado could have went up there You know got a base hit hit a home run And then walking back You know being like well, what's up now, you know But obviously it's not like it's not like it's the pitcher heckling Machado and he gets revenge.  But even then obviously But that dodgers fan wasn't really like being Rude root to him.   Yeah, all the others right there Dude, can I rip Up for like stature on IG right now or not at all? I have no clue. Maybe ask me I don't know the rules are all weird, no Hey, man, it's a 399. Yeah, I don't know what's gonna happen with the podgers of Soto Honestly, I haven't heard not one thing about potentially him signing a contract extension there Wow, look at that two back-to-back showbiz Simeon Woods Richardson. All right, so let's continue on guys. We have pretty much this half box left and then Oh, look at that that's sick It's one of those below zero sub zero frozen refractors negative four out of zero Cal rally for these Seattle Mariners. So mariners is going to Joe Andresa. That's pretty nice There you go. I wonder how actually these are selling. I mean, they're technically out of five, right? So I figure they got to sell pretty well And again, yet I've hit like five of these already. I've yet to hit a second taco fractor I'm the only one here that's hit a taco fractor. So I kind of believe they're just they're just impossible Riley Green nice one there to 299 for the Detroit tight years going to Paul Michael Harris there and then we got a germane palacios All right, let's continue on this. So this is the second half here All right, let's go into Brandon first to 350 number to 75. That's last ball mojo Justin. There you go And Liberato. Yes. So let me do a quick autograph recap. Palacios for Detroit J1 Bay Uh for the parts in Carnation for the Marlin, Liberato for the Padres Woodrisson for the twins a negative rally for the Mariners Furman autograph for the Royals, Tugler for the Rockies, Lester for Detroit, Grochens for Miami Another Tugler there Devers Relic 299 for Boston, Swaggerty for Pittsburgh, Paraza For the Yankees, Wisnitsky for the Cubs, Tovar for the Rockies, Smith for the Texas Rangers, Walker for Detroit, Aguilar for the Angels, Walker again there for Detroit, Woodriders and Gold way for the twins, Hensley for the Houston Astros, Liberato there blue for the Padres Market Pell for the Phillies blue, Bryce Johnson for the Giants to 299 Purple Speck on them had a refractor of Volfie there, autograph. So there you go folks another one is in the store jaspyscasebreaks.com guys thank you


First of all, I would like to say thank you for allowing me to pay my debt to you as an older person I owe you some information and the things that I share with you this morning are things that nobody wants to talk about But you're here to listen and I have more to say than I'll get said that I have time to say So I'll do my best to try to stay on topic and not go into rabbit trails So without wasting any time, let's get started What I'm going to do is present overheads. I'm going to read these overheads I want you to see it and hear it at the same time most of what I have is documented it comes from various kinds of books and You'll be able to see the source as we go. So first of all Memory is a conscious work of interpretation marked as much by deletion as by selection How a community remembers its past Is the single most important element in determining its future? I would I'm a teacher I would just love to park and explain some of this kind of stuff I'm gonna throw so much stuff at you that you're not be able to handle everything and I apologize for that part of it But trust me. That's an important statement. Let's get a geographical context for all this Is there anybody here in this audience who has a Dutch Prussian Russian background? I see your hands Several of you Okay, those are the people who have their origins here under persecution in Anabaptist times These people move east first to Danzig and Prussia and from there to Cortiza and Milashina over here in Ukraine Most of us in this room this morning had our origins here in Switzerland under persecution We moved north and from there we moved to the United States in the 1700s. We went west those people went east Okay, now get this The story I'm going to tell you this morning is about the people who did not move the people who stayed both here and here and Here especially here So if we have the three words American Mennonite and Christian, how would you put them in order? Are you a Mennonite Christian American? Are you a Christian American Mennonite or an American Mennonite Christian? Okay, it would be fun to just park here and talk for a while, but I can't for the sake of time I hope you learn in grammar class that the noun is the strongest word and Adjectives in English are located before the noun So the only proper thing to do is to be a Christian first It really doesn't matter if you're an American Mennonite Christian or a Mennonite American Christian The story I'm going to tell you today is about a group of people called Mennonites who decided that they're going to be German first Even before Christian This is a quote from the book seven men who rule the world from their graves Anyone who contemplates history cannot help but notice how the gift of blessed forgetfulness is given to virtually Every generation in the unrolling years of history This gift makes it possible for a given age in the midst of its blithe optimism To repeat the fatal mistakes of a previous generation with hardly a pang of remorse or fear And again, it would be interesting to park there and explain why and how that is important The ultimate test of any civilization is what it does with its children And your family Mended that they care enough about you to send you to a school like this The Christian school is task with instilling the worldview that all of life is sacred when students wonder Grasp truth love all people and find personal security All by sitting at the feet of the master teacher and his human agents They find life to be meaningful and full of purpose And so this morning ideas have consequences in Terms of science. We say a given cause With time produces a certain effect in biblical terminology Sewing given time produces some kind of reaping One of the things I want you to carry away from this topic, which is entitled the skeleton in the closet ideas have consequences Those who don't study history are doomed to repeat it Yet those who do study history are doomed to stand by helplessly while everyone else repeats it. I have a book with me I won't take time to show it. It's entitled Mennonite German soldier It chronicles how the German Mennonites spent a hundred years losing their non-resistance a little bit at a time So that by 1900 they were ready to participate in World War one By the mid 1700s the Mennonites in Germany were losing their Anabaptist worldview They spent a hundred years losing their non-resistance one step at a time by 1900 They're ready to take up arms and World War one cost them 400 German Mennonite soldier deaths But they had come to love the martial spirit of their times and again It would be fun to park right here and explain what is meant by that if you have ever listened to a military band play if you ever watched a military parade, you know, it's emotional and Mennonites love that emotion and bought into it The Prussian German Mennonites were mostly assimilated in Prussia by the late 1800s and Desired to partake of all the positive elements of being German and Wanted to participate fully in German society Now you'll notice that on a number of these slides here that I have Sources for these statements The story I have to tell you today is so awful That nobody wants to even write a book because it won't sell This is an unpublished or this quote is from an unpublished dissertation On the other hand the Mennonites wanted to maintain the cultural and Religious traditions they gave them a strong sense of group identity and a strong sense of connection with their cherished history So what are you gonna do? You can't do both you want to Go with the Prussian spirit of the times and you have your own history They don't match They're forced to a choice the Prussian Mennonites were familiar with the martyrs mirror Which is basically the Dutch Russian story our story is only about 60 pages at the very end We value that book they do not They were familiar with the martyrs mirror But they chose to believe that the past did not apply to the present The martyrs stories were good for that day, but not applicable for the present day Does that sound familiar in any way? The German Mennonites outgrew their Anabaptist forefathers such as Meno-Simon's Instead they adopted the ideas of Julius Wellhausen and another man by the name of Friedrich Schleier-Macher German Rationalists scholars Okay, these men taught a higher criticism which claimed that the Bible was a sublime collection of human documents Human reason was to be trusted Not the supernatural claims of the Bible So it's man versus God Who is the ultimate source of authority now a culture cannot lose its philosophic center without the most serious of consequences Not just to the philosophy on which it was based but to the whole superstructure of culture and even each person's notion of Who he or she is Everything changes So you cannot shift from one to the other without having very serious Consequences and so these Anabaptist people decided if they want to go with oppression spirit of their times They have to forget about their separation of church State concepts and by the way, do you know that your Anabaptist forefathers are the ones who actually pioneered that gift To Western history your forefathers bought the concept of religious freedom with their blood and now Everybody vows use it and I don't know why many of our people do not know that your people are the ones who pioneered Religious freedom it was understood in Europe in fact being an Anabaptist was a criminal offense at first because they understood That's just human society needed to have state and church like warp and wolf and cloth If you pull the state apart from the church, it's just like fabric.  Well, there were Lutheran and Baptist Seminaries and training schools in Germany and Prussia. It says with leadership from Lutheran and Baptist trained pastors who encouraged church state cooperation The Mennonites one of the few Christian denominations found on the theology of radical non-conformity and non-resistance Were left without a substantial theologic theological foundation for resisting Nazism Okay, so once this separation disappeared They became prime prey for Nazism. So here's the dilemma In Anabaptist history Anabaptist teach God and I but it doesn't stop there Protestants teach God and I Individual relationship to God and a baptism has something in addition to that. It's God and we No man is in Christ apart from his brother our Protestant friends do not believe that Okay, so How do you put those two together and once again you can't and so these people were willing to yield on This one and so it's back to God and I So what happens if you have? Liberal individualized theology plus conservative political views Well, you get Mennonite German Nazis minus the two Kingdom concept Which turned into impotence against Satan and recognized by the Nazis And it looks you'll understand more why this is important to the Nazis as we proceed And so Hitler said in 1923 the Jews are undoubtedly a race, but not human They cannot be human in the sense of being an image of God. I'll get the date 1923 in 1924 Adolf Hitler wrote quote by their fruits. You shall know them puritans Anabaptist Jehovah's Witnesses. Those are the juiciest ones In each of them sits the Jewish maggot and again It would be interesting to park here and talk about what that means Adolf Hitler says in 1928 quote We tolerate no one in our ranks who attacks the ideas of Christianity Our movement is Christian date 1928 I'm not going to read all this to you for the sake of time, but basically this page which is a quote from the burden of guilt saying Everybody in Germany needs to surrender their will and Give it to the Fuhrer or to Hitler and Embodied themselves in his great will so we can go on with the Third Reich The Third Reich was to be a thousand year Reich and In order to make this happen Everybody needs to forget themselves and just join in this movement and there he is the man who pioneered this kind of concept a Quick question. What's this? Someone said Swastika do you know that when I give this and put in several different places people sometimes don't know what this is I Suppose you know if you mess around with that today, you can get into big trouble That is how much Nazism is hated today in 1924 a Mennonite West Prussian congregation wrote about the rise of Adolf Hitler quote God gave our German people a Fuhrer who knows how to unite our nation with God's strength Our prayers go out to him may God bless him and arm him with his strength Not only to become a leader toward unity But also a leader for us and for our German people toward God and our Lord and Savior Jesus Christ in 1933 the German Mennonites wrote a letter to Adolf Hitler and this is what they said quote The conference of the East and West Prussian Mennonites meeting today Antigone Hagen in the free state of Danzig is grateful for the great uplift Which God has given our people through your strength of will and also pledges its enthusiastic willingness to cooperate with the building of our fatherland with the strength of the gospel true to the motto of our fathers One other ground can no man lay a foundation than Jesus Christ, which is Meno Simon's favorite verse They wrote this to Adolf Hitler Adolf Hitler wrote back to them and this is what he said to the Mennonites quote The content of your letter reveals true loyalty to me and your readiness to for the cooperation with the construction of the German Reich and I extend my sincere. Thanks the German people commonly believe that the Jews were responsible for the German loss of World War one the Treaty of Versailles Unfairly held Germany responsible for large war reparations Angering the Germans as well as Adolf Hitler Thus Hitler could easily portray the Germans as the victims and the Jews as the victimizers I don't know how much you know, but the Jews often associated themselves with communism especially in Russia The Jews would need to be dealt with. This is Adolf Hitler in his book from Mein Kampf. He says by fading off the Jews I am doing the Lord's work Today I believe that I am acting in accordance with the will of the Almighty creator Adolf Hitler promoted the idea of social Darwinism The strong survive the weak die off because they lose in the competition And that's in contrast to Christianity because Christianity and its notion of charity He thought should we be replaced by the ethic of strength over weakness peace humility and meekness were weakness This is Adolf Hitler writing to Herman Rauschening He says quote This comes from a book the burden of guilt We must free ourselves of all sentimentality and become hard When I give the order for war one day, I shall not worry about 10 million young men whom I thus send to their death What impresses is cruelty Cruelty and brute force If someone is so effeminate that he cannot endure seeing someone writhe in pain beside him He must join a monastery not my party comrades Hitler said this History will recognize our movement as the great battle for humanity's liberation a Liberation from the curse of Mount Sinai God is a tyrant who orders one to do the very things one doesn't like Hitler said I want to raise a generation of young people devoid of conscience Imperious relentless and cruel and He lived that out himself with things like Auschwitz. How many of you've ever been the Holocaust Museum in Washington the rest of you need to go you're not really finished with your education to you visit that place And you need to be there more than just an hour. There's an awful lot there Okay, so we we have Mennonite principles such as separation from the world conformity only to the will of God swearing no oaths to any kind of earthly ruler and who maintain non-resistance and we have Nazi principles that Demand conformity to Nazism Demand loyalty through an oath and they're going to subdue the world forcibly in Hitler's name Now those two do not fit together Once again as I said they were pulls apart something has to give and So the desire to remain in Prussia to be German led the man at Mennonites into a pattern of compromise a Protestant movement of openly Nazi German Christians was established Whose philosophy was summed up by one of its leaders pastor Luthauser who says this quote Christ has come to us through Adolf Hitler We have only one task To be German not Christian Adolf Hitler himself said The heaviest blow that ever struck humanity was the coming of Christianity an invention of the Jews so In 1933 now Hitler is changing his tune He is now saying one is either a German or a Christian You can't be both Once again got to make a choice Now in cases like this every so often somebody has their head screwed on straight and this man Joseph Gingrich was one such man Joseph Gingrich wrote this and this is a quote from houses on the sand. He said The danger is great because we have become faint-hearted and unaccustomed to struggle after a long period of religious peace and freedom and because we quite naturally bristle at Recognizing a danger that will shoo us out of our compliant contentedness Since it may well shatter our religious as well as our economic well-being And that's the last I know anything of Joseph Gingrich He proudly died in the Holocaust or in the war in some way and so under pressure In 1934 the German Mennonite conference Eliminated a non-resistant pit position from its Ritzen confession of faith People talk first and eventually write down what they say So they did all this talking for many years and finally as Nazism is coming into the picture They decided to write it and they were officially no longer non-resistant German Mennonites repeatedly hailed Adolf Hitler as the liberating savior from communism But beginning in 1935 the Nazis blocked all German Mennonite financial assistance to their persecuted brothers and sisters in the Soviet Union The German Mennonites meekly submitted to their Lord. Let me pause here to say this Remember these are the people who stayed in Prussia their relatives had gone on to Russia and Stalin and Lenin and The war the revolution Died a heavy blow to those Mennonites who went to Russia and they needed financial assistance And so the German Mennonites were sending them financial help Eventually the Nazi said stop it Now if Hitler is their lord if the Nazi party is becoming their lord, what choice do they have except to say? Yes, sir So they know no longer could support their friends and brothers in Russia By occupying the Rhineland in 1936 in defiance of treaty Hitler had taken a gamble and won quote Hitler succeeds at everything people said not long later Hitler won 98.8 percent of the vote in an election Triumph upon triumph gloated gobbles the soon-to-be Nazi propaganda minister. We did we did not dare hope for this In our wildest dreams. We were all stunned The furor was very still and said nothing. He only laid his hands on my shoulder and there were tears in his eyes Later that year at the Nuremberg party conference Hitler proclaimed quote. It's the miracle of our age that you found me Among so many millions and that I found you is great Germany's great fortune And again, it would be interesting to park here and talk about that Now this is an interruption. This is a quote from Ambrose of Milan This is not an Anabaptist, but he says this and it applies to what's going on here He who knows evil is being done and does nothing to stop it is guilty with the evil doer It's called complicity So what are the Mennonites going to do about this at one time both Jews and Mennonites were welcomed by German princes who needed their tax money and by the way Governments through the years have found out that's good to have Mennonites around because they are good tax income Both groups Jews and Mennonites Arouse popular resentment and persecution because of their economic prosperity prosperity eventually German political correctness showcase the prosperous Mennonites for their honesty in industry while declaring that Jewish prosperity undermined German values So again, you can't have both One's gonna have to go the Mennonites stayed the Jews went There was an old saying back there in Germany You have to get up pretty early to hoodwink a Jew But if you want to bamboozle a Mennonite, you can't even go to bed the night before It's a quote from houses on the sand set of German Mennonites in the 1930s This German ethnic mania transformed the public profile of Mennonites the one-time pesky sect now Epitomized Germanists with its steadfast adherents to thrift sobriety piety honesty in industry Perhaps the most significant was the Mennonite preservation of racial purity Now me pause right here Now the reason they said that is because when the Dutch left Holland and went to Prussia They were not allowed to evangelize anybody And they could only baptize people into their church who were their own children if a Prussian Mennonite married a girl or a Boy outside the Mennonite faith that children of that marriage could not be baptized Mennonite And so people did not want that to happen. So the mostly only married in the church and thus they kept their racial purity and The Mennonites had become good Aryans without even trying and look at this next statement No other German free church was lauded with such praise The Nazis said look at those Mennonites. They already know how to do this So the Mennonites just stood there smile. We are the good guys Adolf Hitler spoke of Germany as a body with himself as the doctor He wanted to make Germany healthy by eliminating diseased unhealthy parts of the body Early on this meant killing the disabled But because the Nazis also believed that Jews possessed bad genes They too came to be portrayed by public health experts and scientists as a threat to racial purity and a healthy nation And so among the Mennonite people genealogical associations archived and cataloged large volumes of Mennonite ancestral information for determining whom to count as Jewish versus Aryan as a means of ensuring the collective aridness of Germany's Mennonite community Genealogical research was extremely effective Individual members obligated to fill out racial Passports were often able to do so with the help of church archivists or local other local genealogists At least one congregation met to fill out race forms as an official church activity one participant said until now a Mennonite was considered Aryan without question a Single case would ruin our reputation And so this is right straight from the Mennonite quarterly review if you want to notice what if you were a good Aryan a good Mennonite. This is what you looked like In fact the principal the school I taught last year's name was Jacob Peters. He looks like this man These people have kept many of them have kept their racial purity up to the present the German Mennonites engaged in anti-Semitic communication both verbally and in print they noted that Jews were part of the Bolshevik Revolution in Russia and Profited financially from World War one They agreed that violence should not be used against Jews, but that legal restrictions were proper This attitude was all the Nazis really needed to implement their final solution the German Mennonites would be passive and Silent as the Holocaust happened in their midst in contrast the Quakers Corporately and individually refused to be passive and silent Actively aiding the Jews where and when they could one of the reasons why these people were so much against Jews and willing to Participate in their persecution is because they looked across the Russia and saw what was happening to their people Many Mennonite survivors of the Stalinist terror and anti-Kulak and deportation campaigns expressed virulent hatred now get that the Mennonites are hating Jews and communists as equivalent evils Mennonites generally resented envied and despised Jews because so many of them seem to have been found in their ranks of the Soviet secret police and the Communist Party cadre as well as among the supervisors and managers of the collective farms and local government agencies Let me point out to you this man right here Gerhard Rempel Has been devoting himself to uncovering this story I'll talk more about that later. So why have the Jews been mistreated throughout history and Be interesting to park here for a while and talk about this. Here's at least two ideas They have been above average in intelligence And other people have been jealous of them But the facts are notable Jews of recent times ever hear of Albert Einstein Jew Karl Marx father of Communism was a Jew Henry Kissinger US Secretary of State Jew Sigmund Freud Jew Jonas Salk Jew Mayor Rothschild Jew and their occupations and their focus of work is there The Nazis use the cross the swastika, which is a broken cross and the Bible as they did their work Against the Jews and the Jews ended up crushed and dehumanized and all the more alienated from the gospel because of the Symbols of redemption were used by their abusers So that today most Jews are atheists Drounding people abused by the life preserver turned to the safer worlds of agnosticism Atheism or the vague pluralistic feel-good spiritualism which is a position of most Jews today the Jews say There could not have been a God in heaven who allowed the Holocaust to happen And so they became atheists not all but many of them today are atheists Even the nation of Israel is mostly atheist Today, so the German Mennonites would only help Jews if it did not put their own lives in jeopardy Compare that with Corey Ten Boom and what she did probably the only person who had any chance of hampering Hitler Was the Pope who had the ear of 40 million German Catholics But he barely said a word when German forces occupied Rome He opened his sanctuaries to give refuge to many thousands of non-Aryans But he was committed to neutrality in his search for peace and feared provoking Hitler So he opened not his mouth And that's exactly what Hitler wanted Nobody to say anything Shut your mouths if you open your mouth you will only rock the boat The most harshly persecuted Christian group in Nazi Germany was the Jehovah's Witnesses of a population of 20,000 about half Spent some time in concentration camps at least 1400 died in concentration camps and about 250 were executed for refusing to bear arms These people did open their mouths and you see what happened to them. They had put in a camp or killed But the Mennonites would not from 1920 to 1940. This is back in Russia now one third of all Russian Mennonites were arrested and disappeared the watching German Mennonites said in 1936 The recently resurrected German Reich has become a protective bulwark against the Bolshevik assault We have remained spared from the horrors suffered by comrades that share our faith and our racial stock in the Soviet Union They could say thank God for Adolf Hitler. We're not experiencing what our people in Russia are experiencing Oh, we're so grateful to God for that. You see Stalin said death is a solution to all problems No man no problem He was willing to kill 20 million of his own people to get rid of the problems Adolf Hitler says and this is in the burden of guilt My educational method is hard. The week must be chiseled away in my order castles young people will grow up Who will frighten the world? I want a violent, arrogant, unafraid, cruel youth who must be able to suffer pain Nothing weak or tender must be left in them. Their eyes must be speak once again the free magnificent beast of prey I want my young people strong and beautiful I shall train them in all kinds of athletics for I want youth that are athletic. That is first and foremost Thus I will face the pure and noble raw material. Thus I can create the new I do not want an intellectual education with knowledge. I will spoil the young I would vastly prefer them to learn only what they absorb voluntarily as they followed their play instinct They shall learn to overcome the fear of death through the most arduous tests This is the historic stage of heroic youth And so you've read about these things. There's the Hitler youth. Those are the boys and You were really out of sync. You were not cool in Germany if you did not join the Hitler youth That's the boys And it didn't stop with the boys. Here are the girls. These are the League of German maidens John F. Kennedy is the source of this quote He says the great enemy of the truth is very often not the lie Deliberate contrived and dishonest, but the myth persistent persuasive and unrealistic And these people the German meninates were willing to buy into that In 1937 Ibrahim Arnold's German Hutterite community was forcibly dissolved Because its members stood up against Hitler and Hitler would not tolerate it was they he chased them out It's members deported from Germany But the German meninates to distance themselves from these people wrote The Hutterites belong neither to German meninite churches nor to any other organization within our free German meninite church In other words, we don't know these people. We don't have anything to do with them In 1938 official church president Friedrich Werner gave orders that on hit Adolf Hitler's 49th birthday in April All Protestant pastors must swear an oath of allegiance to their furor and a right Chancellor, which is Hitler's two titles Werner's decree included the words quote anyone who refuses to take the oath is to be dismissed German Christians took the oath immediately with joyful hearts and an obedience to inner command and Once again the German meninite church joined the Protestant flow and said yes, sir Official German men and I publications supported the Third Reich praise the Nazi armies This is official church publication Rejoiced in their victories and called for meninites to lay down their lives for their friends with a 1939 reunion of Danzig with Germany The pressure menites praise the act does nothing short of the mercy who will of God In a few short years the victories crumbled into ashes and bitter tears And this is you're not going to be able to see a whole lot on this picture But that's what Danzig looked like by 1945 just a bombed out city Until it's cease publication in 1941 the German men and I periodical blah blah blah Continued to Lord Hitler and his policies as well as to provide theological and biblical reasons for supporting them in 1937 Hitler ordered all German children into government schools He said the youth of today is over the people of tomorrow for this reason We have set before ourselves the task of inoculating our youth with the spirit of this community At a very early age at an age when human beings are still unperverted and therefore unspoiled This right stands and is building itself up for the future upon its youth and this new right will give its youth to no one But will self-take youth and give to youth its own education and its own upbringing Here's some more quotes were made off Hitler He alone who owns the youth Gains the future He said also how fortunate for leaders that men do not think It's always more difficult to fight against faith that against knowledge Make the lie big make it simple keep saying it and eventually they will believe it. He said in 1941 I Can't break the church over my knee. It has to be left to rot like a gangrenous limb But the healthy youth belong to us Heinrich Himmler, which is not a Hitler's right-hand man said we shall not rest until we have rooted out Christianity when the Nazis permitted German Mennonites freedom to exist as a church only if they abandon all critical public commentary They had no anchor and once again they said Yes, sir While the public face of German Mennonites consistently supported the Nazi regime This was not a result of cold calculation Neither did it take place in the absence of soul-searching Never look nonetheless their faith failed to provide a perspective that transcended the trappings of their culture and their era and again, it would be interesting to stop and talk about that for a while and Recently my some time ago when I gave this presentation in Maryland Someone told me that I need to go visit a person in a community and it turned out to be this girl right here Her name was Ruth. She was so since that time yoder here are the parents Johannes and Gerda Reimer Okay, when they were first married and this is their family Okay sorry This man her father became an SS man her mother Tried to save the family and when the Russians were coming at the end of World War two coming out of Russia invading Prussia around Poland this lady and her family fled okay They got to the seacoast up close to Denmark got on a barge This lady took a sheet and went around herself and her children So that if a bomb would fall on their barge They would all die together and a bomb fell on a neighboring barge and everybody in that barge died But barges or rafts kind of bob around like this and she did not want any of our children falling into the water and Believe it or not. She saved all her children and eventually after the war if this man came home This girl says I do not believe my father was a Christian But this is a Mennonite family the biggest flaw of Mennonites was not any immediate error instead It was the natural consequence of years of gradual theological adaptation and compromises to better fit within the German community so that Get this not one able-bodied Mennonite man of draft age in all of Germany refused Conscription by the Nazi army some even joined the notorious SS and My I'm gonna be up. I'm gonna tell you a story, but I just got to drop the story in early 1945 the Mennonites of the former West Prussia where this lady was from the Reimers were from where the hapless victims of the advancing Russian army a general fear of being caught by the invaders led many to flee to the West those who waited Remained or waited too long to escape usually the sick the young and the elderly suffered mightily at the hands of the Russian army Now get this I'm sorry to tell you this girls But the soldiers that would came in the Russian soldiers would rape every woman they could find After they went through the hospitals filled up with ladies having abortions. You know, it's an awful awful awful story Starvation rape bodily injury torture deportation to Russia and loss of life were among the horrific events of those days congregations and families were torn apart most would never again see their homeland the vibrant communities of Mennonites and West Prussia were utterly Destroyed the consequences for the German Mennonites of abandoning their New Testament principles was complicity with the Nazi regime and being collaborators in the Jewish Holocaust After the Nazi atrocities became fully known to the public in 1945 the Mennonites found themselves battling the demon of their own creation in the stark realization of having compromised their fundamental tenets of faith By their alliance with one of the most evil regimes in human history How can it be that people who originate with Anabaptist have martyr stories in the martyrs mirror? Co-operated with Adolf Hitler. How could that happen? It took 30 years before writings addressing the Nazi past came to be written by German Mennonites And for many this was a very painful process One of the Nazi concentration camps Stutthof was located east of Danzig in the midst of Mennonite farmhouses a large number of Smaller camps belong to this KZ also the inhabitants of the area often saw starving prisoners in striped dress on their way to the places They're forced labor. They're working for Mennonites The concentration camp victims were working as slaves for Mennonites. Okay, I'm gonna have to quit This is not ended, but we'll just quit here. I would like to say this This problem was so big and so bad it took 50 years for the Mennonites even acknowledge this and they had their first official Publication in 1995 where they said will you recognize that we did wrong all we can say is God forgive us But that's only some probably most Mennonites never repented of this And in Paraguay, there's a book that's actually this is actually a book That's the title. That's what it looks like attitudes among Mennonites colonists in Latin America says Mennonite and Nazi This is hard to believe but in a church in Paraguay There's a pulpit with Adolf Hitler's picture behind the pulpit. Okay, I'm just got to quit I would have loved to do a Q&A, but thank you for your very much for your attention I don't know how to end this except that the clock is saying stop I hope you and your heart of heart sat here and say this will not be me The least you can do is decide if everybody else does it. I will not do you have a conscience You know what God says you've got to live by a conscience.