All right, welcome everybody. As mentioned, our focus for today is the navigation block. And as you will notice, in my first slide, I actually have the header for the WordPress.org website and you will notice at the top, it looks like a roadblock with the logo on the left and a search block on the right. And then below that, it looks like another roadblock with your navigation menu on the left and a call to action button on the right. But I thought let's first define what the navigation block is. So the navigation block is an advanced block that enables you to edit your site's menu, both in terms of structure and design. And of course, if you are used to a classic theme, you would find using a block theme quite liberating because you have so much power in your hands to change and edit and modify the navigation menu as you please. So what are the benefits of using the navigation block? Well, there's quite a few benefits. So number one, the navigation block has a responsive menu. It's got built-in keyboard accessibility. You have control over design aspects. You've got the ability to add more blocks. You can add and style sub-menu items. You can create draft pages in the navigation block and you also have the ability to use it across themes. So let me just go through these one by one because I've just kind of read through them quite quickly but let's talk about it one by one and make sure that we understand what each of them actually mean. So the first one, responsive menu options. So if you are on a desktop, you will notice the normal navigation menu that you always see. But at the bottom, you've got an example of the responsive hamburger menu. So when the site is being viewed on a tablet or mobile device, it will automatically show you the hamburger menu built-in keyboard accessibility. So of course, when you create your navigation menu in the navigation block, you can type in the page that you're looking for or the page that you wanna create and all of that can be done within your navigation block. And of course, you've got control over design aspects. So in your sidebar settings on the right, you will be able to change the text color, the background color of your navigation block, even your sub-menus. You have a lot of typography options, font sizes, letter spacing, et cetera and we'll dig into these a bit more as we continue, but you also have options, dimension options as well. As you can see, you can change the block spacing between different navigation items. And then the wonderful thing is you've got the ability to add more blocks. So you can add your pages and you can add other links to your navigation block, but you also have the option to add other blocks within your navigation block. So once you add your first block and you click on the insert tag gain, you will notice that when you click on browse all, you will see all the different blocks that you can add to your navigation block. And then you can add and style sub-menu items. So in this example, you'll notice that I've added and some sub-menu items to services and you can even add sub-menus as you please. So you can build it out. You can have sub-menu for copywriting and then you can have another sub-menu for that sub-menu, et cetera. And we'll create one later in the workshop as well. All right, and you can create draft pages in the navigation block. So let's say, for example, you wanted to create a portfolio page but you haven't created it but you're in your navigation block and you can actually type in portfolio. That's the built-in keyboard accessibility, right? So you type in portfolio because that's the navigation item that you want to create. And then although it's not created yet, you can click here on create draft page and you will have a draft page that you can then edit later and add content to that page that you actually created in your navigation block. And the last one, and the last benefit that we want to chat about is you also have the ability to use the navigation block or your navigation menus across themes. So if you are using a specific block theme and you're using a new block theme, you will have all the navigation menus available on the new theme that you're using. And you can even use navigation menus from your classic theme in a block theme, not vice versa. So you won't be able to go back to a classic theme with your navigation menus that you created in a block theme but you will be able to import them from a classic theme. So that is also a great benefit. All right, so before I look at some examples, I just wanted to check. There's a question from Sandra about how many levels are possible. I think you can keep going, Sandra. You can go as far as you like. I'm unsure how many but we can test that out a bit later when I show you how to create a sub menu and a sub sub menu. All right, so I wanted to look at a few examples. Just some websites, some headers and footers from websites to see how they have used the navigation block. So in this example, you will notice that the navigation block is kind of in the middle and you've got a search block there and all the navigation items are in capital letters. And on the same website, let's look at their footer. Now you will notice on the left, a navigation block has been added to display these navigation items and then a second navigation block has been used to display the popular navigation items. So please also remember that the navigation block is not just for the header. We will of course use it in the footer just as much. Now on this website, you will notice at the top, there's a navigation block at the top where you can order now, you can look at careers and you can read about the blog and then below that they've added another navigation block on the right, also in capital letters, home, our menu, partnership, our store and contact us. Now here we have another great example of a footer and as you will notice, they've actually added quite a lot of links to navigation items for people in the footer. Now of course, it's really important to use your footer because a lot of times you don't want people to have to scroll up but here people can actually quickly go where they want to go on the website. Now in this example, we actually have some navigation items here. We've got social links and then a search block and then you can even change the language and on the same website, this is how they've used the navigation block in their footer. They've actually used four different navigation blocks and of course the way to achieve this is just by adding four different columns and in each column you will have a navigation block and you will select a vertical display of your navigation items. All right, so the last example, you've got your logo and your navigation items and then of course your search block and your social icons. All right, so we've looked at some examples so let's jump into my test website and see how the navigation block works. Now that we've kind of looked at the benefits and we've looked at some examples. All right, I am in my test website and I'm gonna make my way to the editor because I'm using a block theme. You of course need to use a block theme to access your site editor so that you can use the navigation block there in your templates. So we're gonna make our way to the editor, the site editor and you will notice that I have a homepage template here that displays my recent posts but of course our focus is not on our posts, our focus is on the navigation items. So first things first, you can of course select your header in the site editor in your template but for today's purpose we are actually going to go to the template part, template editing mode so that we can actually just focus on the template part. So this is a header template part and this at the bottom is your footer template part. So for now we actually want to click on the site icon or the WordPress icon and we are gonna make our way to template parts and I've got a custom template part that I've created for today's purpose. So I'm gonna click on example and as you will notice here I've added, let's open our list view, I've added a navigation block and I've changed the justification to write. So the first thing I wanna talk about is actually using, selecting and managing your navigation block. So the great thing is the menu control has actually been moved to the block sidebar as you can see here and that makes it easy to see which navigation menu is currently active. Now usually when you add a navigation block the most recent one that you worked on will appear. So at the moment we are using the header navigation five. So if you click on the menu control, yeah, the dropdown, you will be able to see all the different navigation menus that I have and I can then use a different navigation menu if I want to. So I can for example click on header navigation four or header navigation but as you notice I wanted to use header navigation five and if you are, if you wanna click on create new menu, so for example, let's say you don't want to use one of these navigation menus, you can say create new menu and you can literally start from scratch and you click on the inserter and now you can start building and say, okay, I want my home page and then you click on the insert again and you say let's add my resources page and let's add a contact page. Okay, now you wanna click on select navigation and now you will notice that this navigation menu is called navigation and if you want to manage your navigation menus, you can click on manage menus and you can actually go and you can change the name of your menu and you can manage your menus there. So let's do that for now. So I just wanna click save first. You'll notice I've actually saved the team, I'm saving the template part and I'm saving the navigation menu. So let's click save and now we can click on manage menus and here you will see all the navigation menus that you have and now for example, I can let's say quick edit this and say the new one that I've created is online workshop menu and I can update that and now if I click back, right? If I click back and I click on the navigation menu there, let's just refresh and see what happens. There we go. So once you click on refresh, you will now notice that that's the one that I've just renamed online workshop menu and of course you can choose a different menu there. All right, any questions before I move on? The one important thing that I wanted to discuss was the parent and child relationship between the navigation block and your individual navigation menu items. So if I click on home, you will notice now in the list view, I'm on the home item or link and the sidebar settings of course, relate to this page link and if I click on resources, you will notice now that the sidebar settings relates to this page link, to the resources page and these are the child links or the child blocks and if you want to ensure that you select the parent block, you've got to click on select navigation on this icon or of course, if you are on the homepage, you can use the list view and you can select the navigation block, the parent block and now of course, all the sidebar settings will relate to the navigation block and not the page links. So I just wanted to highlight that, that is quite important to understand. All right, I see a question and is it possible to create only headlines? For example, second level of navigation? Yes, well, you can just add, if I understand your question correct, Sandra, I assume you can just add another navigation block below the top one and then add the links there. All right, so now let's chat about managing your navigation menu. So I've selected the parent block, right? And Sandra, please let me know if I misunderstood your question maybe it's something you can try out. But yeah, so I've selected my parent block and now we can talk about the sidebar settings. So first of all, let's talk about justification. Now at the moment, I've selected to justify my items to the right. You can of course justify to the middle or change the alignment to the left and there's also an option to add space between items. Now of course, if I say right, you will notice there's some more space between. All right, so those are some options for justification and you can also change the orientation of your navigation menu. And this is something that I wanted to highlight for. So let's click on the WordPress website if you go down to the bottom, right, sorry. You will notice that I've actually changed the orientation to vertical and that's how you do it. So if I go back here, you can change the orientation to vertical or to horizontal. Now you also have an option to toggle on and off allowed to wrap to multiple lines. So sometimes it will, if this is selected and you've got quite a few things in your navigation menu, it will go over into a new line.  Okay, now we have spoken about the responsive menu. So I've also showed you an example when you spoke about the benefits. So at the moment, I've selected mobile. So that means that when somebody visits my website and they're on mobile, the hamburger menu will display the one year, right? So let's see that in action.   I'm going to right click, I'm going to click on inspect and here I'm going to toggle to a different device. So if I click on there, you will notice what my navigation menu will look like on a mobile device or on a tablet. So there's the responsive and hamburger menu. So if I click on the hamburger menu, my navigation menu will open up and of course I can close it. Now at the moment, you've got the two lines, but if I click on there, you actually have an option to select a different icon. So let's say you want the three lines, you can select that. Now I've heard that in the future, you might even have the option to have custom icons but we are not there yet, but you can of course change this if you would like to. So let's just click on there. Now you also have the option to say always. So let's say you always want to see a hamburger menu, you can do that. So then you'll have a hamburger menu on a desktop or on a mobile device, but I think it's probably better to select the mobile option depending on your needs. Now you also have the option to change the color of the text of your navigation menu. So let's just reset all. You can change the text color, you can change the background, you can even change the the text of your sub menu and the background of your sub menu. And I'll show you that when we create a sub menu now. Okay, so that's getting into the fact that you can actually customize the design. And then typography. Now if you click on the three vertical dots, you will actually be able to see all the different options, the typography options. At the moment they are not being displayed, you'll see there's no techniques there. So let's say we want to change the font family. Now there you will notice the font appears. Let's also change the appearance. So if I click appearance, there's a tick, sorry. And then also let's say letter spacing. So now if I go out, you will notice font appearance, letter spacing. So if you would like to see the topography, remember to select it in the list. All right, so here you can change the font of your navigation block or your navigation menu, the size, the appearance, and even the letter spacing between letters. So I've changed it to three pixels there, you can change it to five even. All right, and then at the bottom, this, the letter spacing is of course the space between letters and the block spacing is the space between the navigation links. So let me just select the parent block again, scroll down. And now if I enlarge the block spacing, you will notice that is of course the space between your navigation items that you can change. All right, so there's a lot of things that you can play around with to modify your navigation menu. Okay, so I've shown you how to manage your menu and to select between menus. And I've also looked at all the different options in your sidebar settings for your block. Let's also just for a moment talk about going from a classic theme to a block theme. So I actually have a different test website that I wanted to show you because I've used the classic theme on this website and then I actually installed a block theme. So if I open my list view and I select my navigation menu and I open up my sidebar settings and I click on the dropdown for menus, you will notice here is all my different navigation menus I can choose from and then you will be able to see an import classic menus. So this is a menu that I had when I still use the classic theme which you can also use. So I just wanted to clarify that. Okay, so now let's actually choose a different, I'm gonna start blank and show you some other options you have with the navigation menu or the navigation block. So I'm gonna say create a new menu. So the reason I wanna do this, I wanna show you that you can add way more than just the page. You can add a page link, you can add a post link, you can add a category link, you can add a tags link, you can even add a link to an external website. You can also add a different block as we discussed and one of the benefits of using the navigation block. So I thought let's create a menu and I'll show you how all of this works. So first off, let's add a page link. So let's just go ahead and add our homepage. So at the moment you will notice that it says page next to it. So that means there is a page that I've already created called home. So I can add the homepage. All right, now I actually wrote a post and it was about the mission of our business and you can actually add a link to that post. So now if you notice the tag is post. So now I can add a post link. The next one that I said we can add a category link. So of course I created some categories and tags for my posts. So one of the categories that I created was tick. And now you will notice the category, it's got the category tag. So I can add a link to category and I added a tag and I called it research. And then you will notice it says tag and I can add a tag link. I also see you can add a link to an external website. So let's for example, select the WordPress.org website. I'm just gonna copy the URL, right? I'm gonna make my way back here. I'm going to click on the insertter and then I'm just gonna paste the URL in the search block. So I'm just gonna type it there, right? I'm gonna say, I wanna open it up in a new tab and then I'm going to submit. So now it actually takes us to WordPress.org. But let's say you don't want it to say WordPress.org. Maybe we only wanted to say, let's for example, say WP. I've added a link to an external website. So if you click on WP now and you click on link, you will notice it does have the URL. Another option of course, is to add a draft page. So I'm adding a lot of things here. So let's make sure we select up here in block. Okay, so now let's just look here in our list view. We've got a page link. We've got a post link. We have a category link, a tag link and then also an external link to a different website. So let's say for example, I want to create a new page and I'm going to call it portfolio, right? That was the one that I actually showed in my example. And as you can see, there's not a page called portfolio. Oops, maybe I'm a spell that correctly. Portfolio, sorry. So I want to create a page called portfolio, but I haven't created the page, but I want to add it to my navigation menu. So what you can do now is you can say, create draft page. So I'm going to click on the plus there. And now you will notice it says portfolio and in brackets, I'm going to click on the plus there. It says draft, okay? So we can come back to that now. So let's just make sure we select our parent block, click save, okay? Now I'm going to go back to my dashboard because I want to go add some content to my draft page and show you where it is. So I'm going to go back to my dashboard. I'm going to click on pages and now you will notice it says portfolio and it says draft. And now we can of course open that page. We can add our content. Now once we add our content and we publish, you will notice that the draft in brackets on your navigation block will disappear. So I'm going to click publish, right? And then I'm going to make my way back to the site editor. I'm going to open up my example template part again. And now you will see that the draft in between the brackets disappeared. All right, so let's just show you how you can also add blocks. You can add other blocks to your navigation menu. So if you click on the insertter, so if you want to start adding blocks, the first thing you have to do is select one of these blocks below transform. So for our example today, I'm going to add a search block. So let's add a search block, okay? Now there's some different options here. So let's change the button position. For example, we can say no button. You can add a label. Okay, so let's say button inside. Now of course you can now add more blocks. So once you've added your first block, if you select your navigation block again and you click on the insertter now, you will actually not see the other option to add other page links or post links, et cetera. You will now be able to browse through all the different blocks that you can add to your navigation menu. So let's for example, click on browse all now and there are various blocks that you can add to your navigation menu. All right, I want to show you one more thing and then I'll look at some questions. And the one thing that I wanted to speak about is the sub menu. Okay, so let's say for example, just gonna close this now. Let's say for example, I select tick. And now I want to add a sub menu to this navigation item. What you do now is you click on the add sub menu icon, right? And now you can select one of the pages that you wanna add to your sub menu. So let's say for example, social media, right? And then I'm gonna press enter and now we can add another sub menu and let's call this SEO. I've already created a page called SEO. All right, and now if I, if you open your list view, you will notice at the moment I'm selecting social media, this item.  You can of course add something else here. So this is just an example. It's a sample page. And then of course, if you're on sample page, you can add another sub menu. And I noticed Sandra, you asked something about that earlier on. You can keep adding sub menus to that. And we spoke about this earlier on, but if you now select your navigation block, you can go to color. And let's say for example, you change the text color of your sub menu to purple and you change your background color to white. If you now hover over it, you will see that the color of your sub menu has changed and the background color of your sub menu has changed. Now, another option that you will see, if we click on our navigation menu, sorry, navigation block, just wanna scroll down. You will now see, because we've added a sub menu, you have a few options here. You can say, you want an arrow to show next to your navigation item. All right, and now you will see it as well. It opens up when I hover over it. But you might say, I want it to open up when I click on it. So then you select that option. And now you will notice, sorry, I just added it to mission. Now you will notice that it will open up when you click on it. Or you might say, no, you don't want any arrows, you only want to show when you hover over it. Okay, I'm gonna go ahead and just show you my footer as well. So this is the footer that I've added. At the moment, you will notice these are empty. So I'm gonna go and open up the template part again so that I can go into template editing mode and only focus on that. So you'll notice I created that template part, that footer template part, and I called it custom footer. And the nice thing is now we are in the template editing mode, so we can only focus on our footer. So this says quick links. So below quick links, I've pressed enter now and I'm gonna say add a navigation menu or navigation block, right? And as I said, when you add a navigation block, it will insert the latest one that you've been working on. But I've already created a navigation block which I called quick links. So now I'm gonna select quick links. So I've added that now. Now the other thing that I wanted to do is now select the orientation and change it to vertical, right? So I've added my navigation menu below quick links and I'm gonna do the same on the getting touch column. So again, I'm gonna add, say dash navigation, select my navigation block and change it to getting touch because I've already created this one. And you will notice in this one, this is my context page and I then added a social icons block. And there you have your, oh, this is one thing that I wanted to show you. Okay, so at the moment, these two are also next to each other. So just wanted to double check. It's open this column three, navigation block. We not change that to orientation. Here we go. And there is our footer adding different navigation blocks. All right, the one thing I also wanted to show you is when you are in a template. Okay, I'm just gonna go back to my home template and let's say you want to change the header. So you can of course edit your header here, but if you click on the three vertical dots, oh, I wanted to do this in a different website because I've got a different theme and the theme provides more patterns. So I actually wanted to do this here. Okay, let's just go to site. There we go. So I wanted to actually be on this test website and say at the moment, let's open our list view. I want to replace this header. So I'm gonna click on the three vertical dots and then go down to replace header and this is called header with image background. So I'm gonna replace header with image background. And now if you scroll through, you will see there are different options. This is the 2022 theme. On my other test website, I use the 2023 theme. So I just want two more minutes and then we're done. I just wanted to show you this. So let's say for example, I select the wheel of health header. Now, if you add this header, you will notice that if you click on the navigation block, you won't be able to modify these page links because they are in a page list. So if you wanna start editing this now, you first need to click on edit. And now it will say to edit this navigation menu, convert it to single page links. This allows you to add, reorder, remove items or edit their labels. So now if you click on convert, you will see the page list disappears and now you've got your individual page links that you can move it to a different place. And of course, you can modify this. Okay. It's here related this week. Cool. Well, let's call it a day. Thank you very much. See you all later. Bye everyone.


Alright here come the runners Pete clicking off some mileage here he might run me over I don't know hopefully not but here they come so C3 does a mile run part of the skills test we're ready I believe so ready to go the dudes they're all stretching their course through here good this is what we call breakfast the champions so you start your day here in Georgia to see the C3 the calm before the storm enters


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Tom here from Warren Systems and I'm joined by John Hammond from Huntress. How you doing John? I'm all right Tom How are you? We are starting a new series here working with the team at Huntress and me and John He's also a fellow creator look him up does a lot of great videos diving into a lot of security stuff there and Some deep dive, which really I think my audience your audience and the Huntress audience all really wants We're gonna get technical here, but before we get technical the first season this episode is gonna be about documentation and And this came up the other day I actually tweeted I I don't like calling it vague tweeting But obviously I can't talk in detail about client personal information But basically a client was hit where I hope not one of ours We got called in because they were hit and I had posted that my favorite Mike Tyson cyber security quote Everybody has a plan till they get hit in the face It is love that statement because it's true because it dealing with it head on is very hard And it was exasperated by this particular larger enterprise that had a lack of documentation So we're gonna talk today about documentation. It's important. It is the most boring part of it Everyone doesn't want to do it But it is also absolutely critical when you as a third party come in there and start asking questions Like what are we gonna do to work on this and where are the servers?  I was hoping I understand the documents are encrypted now But I was hoping someone had something. Nope, we didn't even have it. It's not even encrypted We just didn't we just kept building over the last X years of our existence and We just have had people that all know and part of the training was the you the new people to start digging in It's just not ideal, right? Yeah. I mean like if it's just stored up here Like if it's all in your head one day It might not be there anymore or that person might be gone So it's really really important to have all this stuff kind of written down Documented archived somewhere somehow so people can get into it I know when we always like open the problems like hey, we have to have documentation We have to have procedures and policies and stuff. It's Really hard to solve that problem because there's a lot to think about and we wonder like, okay What do we need to document or how because sure we've got to keep track of assets or inventory Network data flow stuff like that. What happens when X occurs? Whatever the case may be Yeah, that's a lot of stuff to kind of like figure out So I will offer a shout out and some love to the blue team field manual personally. I think this thing is fantastic There's a lot of great stuff both tech and non-tech in here But if you check out like just one of the first pages they they'll talk about some key documents that you like Absolutely should have Organization chart network diagrams data flow diagrams critical assets incident bridge incident response plan business continuity disaster recovery just Stuff ideas kind of written down so you'll know how to respond when stuff hits the fan Yeah, and this is one of those, you know immediate things is when I started helping them with the chart I said, hey, we got we got to find out who your HR person is like your tech guy What do you care about HR? I said probably someone's going to notice the business has ceased to function in its normal business Probably HR and legal will want to discuss what the employees internally need to handle and how it externally will affect your client So, you know, there's a lot of things in there that don't sound technical But it's just making sure that everyone knows where everyone is. That's why org chart gets mentioned in a blue team field manual You got to know who's responsible for what? Now since we started with cyber security, let's talk about cyber security controls Probably one of the first things you really should work on getting documented and we have a few things pulled up here so let me jump over to one of my other desktops and Before we jump all the way into the NIST incident response We're going to leave links and show notes to all this too, which is a good one too This is actually a pretty short one And I think what we say there's 70. Yeah 79 pages of how to handle some of the incidents kind of 79 as in as in short Yeah, as in short look authority and publications and boilerplate stuff that you don't really Need to read you can skip down Acknowledgements of who included all this. That's great introductory And now we can actually start executive summary and go in here. But following some of these guides I know it's not the best reading and maybe it'll put you to sleep But at least if you go through these they're really important to start understanding what structures are important from there Now the next side of this is going to be what do you document after you know some of this? And the cis controls navigator This is really cool from the center for internet security and I love these guys I love I love the center for information security like they avoid or internet security They've got great hardening guides processes to really get in the weeds on the keyboard the tech stuff and even this even the high level procedure policy documentation All this has to be in place Yeah, and I I know a lot of it people part of their Uh task and they they come in they take over and their new position is and they realized the previous position Was gone because well, they didn't document they had a security incident whatever reason But they also find out that they are Under compliance of one of these like PCI DSS or they have to follow one of these other baselines here And they want to know what to do Well, they it is a daunting task if they're starting at zero for documentation So if you're PCI DSS or you want to fire follow the Mitter attacks framework or other than this one's you can just check these boxes and start We can go check all if you want to go crazy Or just apply certain filters for it or uncheck all but you figure out what things actually apply to you And what this does when you're done, we'll do the full one here We hit export And it's going to think because we have a lot of stuff in there and here is an excel file That you can start putting all the controls in here and it tells you what you need in here And I open it up and leave your office because i'm using linux, but uh, I think it comes up a little prettier in excel But you can go through here users What do you need to do default passwords before deploying any new asset change all default passwords? What these are is to start creating check boxes for you to do So you can start labeling these create a legend create some color coding of what has been done What has been done? It's all written out here with titles and descriptions that are all in plain english And it's a good way to start getting there and it's You can also dev this up. So based on the asset type device physical layers or applications And decide who needs to be assigned to what, you know, maybe you're in charge of the network But maybe there's some work in here for some of the hr people to make sure things are done as well Because everyone kind of has a role to play when it comes to deploying security at a company The the end users are are not immune from this matter of fact. They're kind of like the front line operators, aren't they? Yeah, they're the ones that usually are the most likely to have clicked on something To let things in so making them a participate Participant in this security assessment and having these type of things just laid out for you is great Because this can be that base document for you start doing it and you see how quick it was to create A document like that I love the fact that it's in excel And that's not to say like, okay great using microsoft excel is kind of a solution, but that's really really portable like there's so there's less of a barrier of entry on that because Maybe not everyone has okay microsoft office 365 excel But you could transform that into A comma separated value file like it can be plain text if for whatever reason you need it to be Or you can load that up in like google sheets And it can become a collaborative document and you can add more to it and that's accessible really from anywhere That's on the internet And I mean you'll have to make sure that's kind of hey kept to your own archives and your own library, but There's a lot of ease of use and ease of access in that that's one of the things I've preached a lot was People messaged me all the time. Hey, tell me you cover this unique piece of software on a channel I'm like one of the problems you run into is that accessibility and Cross compatible with either a third party or internally making it easy for everyone to access Um, I mean setting up I can't remember the name of it someone had some that runs in docker That's got some complexities set up that's supposed to help automatically map your network and then create all this Thing then every user has to create a login and I know as someone managing things How many more things that need logins and passwords to manage do I need? Get an excel document whether using google switch, which is my preference or and we have a lot of clients using office 365 You can still do collaborative document sharing there You get the document located within your office 365 environment You get the document shared now people can work on it and just generally speaking most end users can use excel Or at least hopefully can if they're if they're working in an office level position So, you know making the data accessible. I think is first where you start Maybe later you find something very niched in like if you are specifically managing a data center Okay, you have a different need than an IT person in a business There's those are I'll admit Maybe you do need specialized software because your day-to-day operations is running azure But if you're not running azure, you're not working at a large data center You are more run-of-the-mill going to run standard IT Finding the most accessible levels of documents is going to be more helpful to the progress of your work Also, you don't want to be the only one doing it. Trust me that is That's that's an instant failure because you will not have time the more you can break out and delegate is going to be better Good team Yeah, have a team now I will talk about one more thing here and before I pivot over to a little bit another tool that I really like for documentation Which is going to be Well, I closed did I close my excel document? No, I have this in google sheets, but this started as an excel document So my company does a lot of infrastructure builds and excel is also the common language We get to speak between the companies that hire us to build infrastructure at the remote locations and This particular project has some weird naming because this is a company I believe they are based out of vegas We're here in detroit, but these are how they sent us the documents how to build their detroit office they have offices all over the place and One of the advantages of doing this and throwing this excel document in google sheets again This is a rack There's so many use that a rag has where do the horizontal stuff go and this is that physical layer documentation What is in each section of the rack what goes in there now? We were only building infrastructure They actually have a whole separate racks that went for their Servers that were kind of pretty I don't have a copy of them We just happen to see them because someone else was they sent their team in to rack the servers But the same thing they would put what's in like they had a for you storage server They had some things like the triplet council server that was in here one you horizontal rack manager once again Why was all this an excel because people building infrastructure? We're at the point where there's no internet in this building As a matter of fact the lights were kind of dangled by electricians because electrical wasn't finished because we're we're there at the construction phase This is a physical new build out. So having this on a phone or a tablet with Internet access because like I said the building doesn't have it and putting in how this stuff goes It's that barrier of communication being eliminated for being able to do this and this is their FEC war mdf rack and fec war IDF so there was two different locations primary and then the intermediary IDF system here and a lot of these were open Well, this is actually how it ended up. They sent us something different We actually had to move things around because it wouldn't fit but easily edited on the phone back to that low barrier of entry So this is awesome. Yeah, it's just Simple Exactly like this is it it keeps it simple. It keeps it easy It doesn't have to be like over engineered or complex. You don't need an incredible elegance So it just you got to write it down. You just got to have it. You have to you have to go through These cis controls you have to go through this NIST framework guide The onus is kind of on you just to make sure that We have some idea and it's concrete and and established as to what we have and where it is and how it lives This is awesome. This is a great simple solution And one thing that's really important And this is my my previous days I worked as corporate it for a transportation rider that worked in the automotive sector And so we had to do if you're not familiar with it iso documentation And one thing that was like you would fail your ISO if you didn't put the date for everything because everything has a date And that's actually really important because this is how documentation gets out of date Because if you remember you added a new server or something But you look at the date you add the server and the data documentation You know, it's wrong. I can't if you ever have to print these it's easy enough to see the revisions inside of here because it keeps the revision history I can just go version history Blah blah blah, but when you print any of these which by the way do it because back to my very first statement about Things being encrypted if they would have had all those documents, but they would have been encrypted Wouldn't have had all those documents So it is at least somewhere in the server rooms print these out But make sure you put a date on them or write a date on when they're printed so you know That's the time of life with this Now over here I've done a whole video on diagrams.net formally called draw.io. They did some name changing but the software is the same This is free open source embeddable and confluence for those of you that are doing things in confluence embeddable in a lot of different formats But what this allows you to do is without having to pay any license fees Also, it makes it easily shareable because it's free via the web version via download version You can easily share diagrams and documents with people. I I mentioned it I mean, I know I was a long time visio user so I realized video is primarily kind of the gold standard out there But still not everybody has it the nice thing about this It's easy for everyone to have it and start speaking the same language very quickly Matter of fact, without loading anything they can open up in a web browser and upload your diagram and start editing it And send it back to you. Um, they don't need to install anything Matter of fact, we'll go a step further and I have this in my demo You can export these to like a png file. So it's just like a graphic But then it's it's shadow embeds in there the um xml to recreate it So you can actually open import the png and if it was created with draw.io It pulls it back out and reassesses it And it looks like it's great for just like network diagrams data flow diagrams anything that you just need to draw out like this This looks like an easy and awesome solution. Yeah, really easy to use. It's free So low barrier of entry you don't have to go seek approval to get this integrated into your network It doesn't have any ongoing license fees. It's all open source. Um, and you know things like this This is the lab. Uh, is this my lab one? Yeah, uh, well, no, this is actually one of my other ones But sir first breaking down. What are these servers? What's on these servers and things like that? So I know and have documentation and then I print this and it's actually You know taped inside my server rack that way if the lights are out because some catastrophic explosion happens At least we know what servers are which what's on them why they're critical So that's what the servers are listed here and some of the basics This one here is just one of their templates But it shows like a vmware with a disaster recovery site deployment How you a tiley's got to do when and in terms of being able to create Templates it's hard starting at a blank sheet. It's just one of those you stare at it And uh, we'll hit create new diagram and I'll only drag this over to the right screen File new Back to we said, uh, well cloud flow charts here They already have a ton of examples, right? They already have a good good handful of templates you could use to work with Yep, lots of different types of charts that you can use here Network charts other charts different type of groupings for things and it's really nice once you start with some of these Makes life so much easier. Even if it's just a basic We mentioned org chart right here create now kind of a fun thing when you're creating these It does allow you to embed links email links and everything else just like vizio does I know that's a popular feature being able to have all that And I've seen someone do some really slick ones some of our clients have taken the time to do this When they're documenting the servers they hyperlink like the idrack controllers in there So each one you click on for that server it launches you to the idrack page for when you're documenting servers Um, that's just handy when you want to like I need to get into the server I first need to identify the server. Oh, no, how do I get to the idrack? I have another ip list or just put hyperlinks to all your servers inside your draw.io file Like don't overthink it and then once you embed this there's an option to embed This is html and obviously make it that much easier and back what I said earlier Confluence and things like that you can put it in there. So it's shared with your team really easily Or just png files, etc. And away you go. So this is fun tool Well, hey, that's a a great bundle I think between network diagrams. We could use diagrams.net Sure, you could do some visio. Sure, you could do some like lucid chart, whatever you're interested in excel for hey, maybe some asset tracking, maybe some how the server rack looks And working through those like center for internet security guides working through those to build out checklist build out disaster recovery plans, whatever you might need There's a good amount to go through. Yeah, I think you have to get people started I mean if we just set our own talk to a documentation, like I said, it's not the most exciting aspect of IT But it is such a fundamental part and it just makes your job easier One a disaster it does occur because you have a process procedure. What to do This was a well-received thing that we did on that big huntress hacket event It's been a month or just a couple weeks now. I can't I guess it was october So it's been a month now been a month now You know in the choose your own adventure was fun, but you don't really want to do that in real life when you When you're going through there's been an incident now what choose your own adventure. What steps are next? Best time to think about them is before they happen So this was our first episode of Some of these ita tips. I don't know if we have an exact name for these but we'll We're working on more series of these and we do love feedbacks to leave comments and everything of what What more you like to hear from us? We will leave links in all the show notes to all the things we mentioned Of course a link to the blue team handbook the nisk guidelines the cis controls and draught io is Well draught ior diagrams net so I think they still have a redirect for draught io I still want to call it that because when I reviewed it. That's what it was still called. I think so Naming convention silly names silly names Domains and all that fun stuff. Well. Hey, this was a blast. Tom. Thanks so much And I'm excited for us to keep chatting again Yep, and we have more topics But if you have a specific topic you want to coverage next because we can have a long list to go through Don't worry if you don't say nothing we'll still come up with more and you can check out Both of us we each have our own individual channels as well. So we're easy people to find and I think And thank you for making it to the end of the video If you like this video, please give it a thumbs up If you'd like to see more content from the channel hit the subscribe button and hit the bell icon If you like youtube to notify you when new videos come out If you'd like to hire us head over to laurance systems.com fill out our contact page And let us know what we can help you with and what projects you'd like us to work together on If you want to carry on the discussion head over to forums.laurancesystems.com Where we can carry on the discussion about this video other videos or other tech topics in general Even suggestions for new videos. They're accepted right there on our forums, which are free Also, if you like to help the channel out in other ways head over to our affiliate page We have a lot of great tech offers for you and once again. Thanks for watching and see you next time


Yesterday we reached a historical decision, not just for Ukraine and Moldova, as well as for Georgia, but also for the European Union and our people, because we decided to open negotiations, discussions, accession discussions with Ukraine and Moldova, and giving candidate status for Georgia also was very important, and there will be still some work done for Bosnia-Herzegovina, but also the decision was very positive for them as well. Yesterday, during night, we also decided what is the negative box for financial support for Ukraine, but the good news is that everyone of 26 member states agreed on that long-term financial support is very important for Ukraine, and we just need to come back to find the best solution, what's the instrument, how we can support them. So early next year, we will come back and find the way how we can support Ukraine financially, but it's a good news that this political decision that we gave yesterday will support Ukraine and its people, so it's a good hope for them and also for us, because therefore they will not stay in a grey shed where Russia shines and there will be a members, hopefully, in the next coming years. We will have a discussion today about Middle East, we will see how it will go, I don't know will we deliver any decisions, but discussions always are very intense, and I believe two state solution would be the best for all of them. Thank you.


The first time I reached out to teen years was to figure out why I had three Facebooks and I'd also like to know how to see Netflix. Personalized coaching. The technologies that I'm asked most about is attaching a picture to an email. I usually make sure that the taking notes have to tell them that don't feel dumb. You have to practice every single day. I remember an 81-year-old learning how to FaceTime for grandkids in Minnesota and she was just fine. It was so amazing to her that she could see them in real time. You learn the more people, the kinds of people you know, the more fun you have in life.


an electronic health record EHR algorithm was developed to identify healthy individuals for participation in clinical trials. The algorithm was tested by comparing three different methods of contacting potential participants, letters, phone calls and the EHR patient portal. The results showed that the EHR patient portal was the most effective method for identifying healthy individuals with a higher rate of success and lower effort and cost compared to other methods. Additionally, most healthy individuals prefer to be contacted electronically through the EHR patient portal. This study suggests that the use of EHR data can be an efficient and effective way to recruit healthy research volunteers. This article was authored by Mary H. Semuels, Robert Schiff, Peter Beninato, and others.


I was scared I was going to punch Mike in the face because he was so close to it. I had to tell him about it. Hey bro watch out bro. He literally did tell me don't punch me in the face. Hey bro at school like did you ever do this? 3, 2, 1.   That's the bad part about it.  Yes. 17 right? Huh? Okay so I had a double check to make sure we were right. It is part 17. Wow part 17 man. I just didn't want to say for special number 17. Make sure you guys comment and like and all that because it definitely helped. There's my gun at bro. Yeah dude because hey actually we had gotten a couple strikes on YouTube. Yeah guys it was scary like a couple days we had two copy strikes on our channel and like one more and we're out. Like you would probably never see us to like about two or three months from now. I don't know man. Yeah so like sometimes like women we actually react to these like you know like some creators can be you know kind of mean about it. Yeah. And like they'll give us a copyright strike but luckily we're good now we only got one. It's really scary out there man that's a scary part of YouTube. Alright so today we are here on the Lights are Off channel. He only has like three clips for us and let's get it. Let's go. Beware of what? Oh yeah he commented on this. He asked where we should name him. I said leeches man. I don't know. What the heck is that? It looks like oh. I feel like they should be called squiggly bombs or something now. I don't know. It kind of does look like they'd be like from like the SpongeBob universe. It does. But like zombie. Look at that bug-eyed freak.  Yo maybe jump the first time. Oh Halloween time. It's the great pumpkin. Oh man can't wait for Halloween. I'm not probably not even doing anything but I can't wait for it. Oh that's the pumpkin boss. That's the final boss bro. Halloween comes you got to fight that guy. I do want to go to a pumpkin patch though. That's pretty cool. Oh nice. Alright let's watch his evil menacing face one more time. Oh let me guess. You love that guy don't you? I don't even know who says that. It's like some guy. Oh hey dude that's the... The universe tower patch KDXE man. Red-Eye Ricky. Red-Eye Ricky and the boys in playing. Oh my god. He just grabbed his boys like that. That's his son. I don't want to be his boy. And the other son went flying. He went on top of the car.  I like you the lead. Look look look. Look at the guy in the car. He does you though. His name should be Raging Ricky bro. Not Red Ricky. Alright and we came across his profile. It's just like uploads of other people's content. But shout out to Jayden LOL. He changed his name. He wasn't even a person before. It was Jayden LOL. It wasn't LOL. It wasn't a person before. It was like a channel you know. But it's just re-upload. Shout out to the original creators. Hanako son. Oh heck no this is that real life stuff bro. What is that? It's like a person. I think they filmed this with a potato. There was a potato phone spot. I feel like a person isn't it? Oh okay. Oh my gosh alright. Let's check the next one out. Kuchisaki Onna. Oh heck no. I would have ran her over bro. No cap. Oh the smile room. I remember that from Roblox. Oh cool. Like that. Imagine you open a door and it actually has a mouth like that. Dude it'll probably just snatch your arm. It's probably licky or something. Siren head. I feel like people don't use siren head anymore. Hey that's the lights are off video. Is it? Yeah. This is a vlog. I remember when I first heard about him. I was scared of him bro because it's scary. Oh yo I want to watch that whole video. That was dope. I think we've actually seen that video like on the channel yeah. Alright I guess that is it for Jaden Long. What was for Jaden? Reuploaded content. Alright and we're back to one of our favorite channels. Lumo Aim. Lumo Aim there you go. Alright and let's begin with this Mario one. Because why not? No! That little Goomba. Dude he's screaming you hear that? That's messed up. What? This is a cow abducting an alien. What the sound?  What an alien cow. Oh I thought it was the same video. Oh what the? He legit turned into a spider-man. Mary Jane.  Post Malone? Yeah post Malone. His eyes. Oh it's just a picture. And probably copyrighted music. Of course. I'll just slow it down. What movie is this? It looks familiar. Big Lebowski. Big Lebowski there you go. Someone said trailer park boys. Oh ET.  Dude that should be like an anime now ET would be OP. Sweetie. He's smoking. Did not smoke children. I tore, I tore a pudding. Oh my god. Dude he let himself go. He just stood with the cartoons. What happened to you man? Totoro. Why did Totoro like that man? They did your boy dirty man. Did not watch the stars. Oh. Imagine like comments had like faces too. I'll be scared. Yeah like big heads just. Oh Steven Universe. Is it just his pictures? Oh is it his older videos? Yeah it's probably just the image. When he started remember? That's how we assume he started. He had dolphins with arms. That one's got glasses on. Hey put them on with his arms. That is so weird. Why do they got arms like that? Oh. He's a poo poo. Dead inside. Gosh. Where's the poo? Dude. There really was but that is kind of creepy. Oh my gosh. Oh. Pennywise. He'll float in my stomach. That's another way to put it. That's pretty cool art. Oh. Wizard of Oz. Dream. The real Iron Man. What? It's an angry bird. It's an iron. No it's an iron. I'm using it for the Angry Bird. Okay. I'm using it for the Angry Bird. Okay. I'm using it for the Angry Bird. I'm using it for the Angry Bird. Okay Iron Man. You're about to go iron some shirts right now bro. Oh man. I think they're standing up for their freedom bro. They are. It's a revolutionary chicken dance. 10 minutes later they return into chicken nuggets. Chicken nuggets. What is that? What is that? Is that a sheep? It looks like a sheep. My God. That moment of an ant person's couple life. Oh my God. Why are they arguing? Ants are supposed to argue. They're supposed to be collecting resources man. What is wrong with you? It is. Well that is it for Lumoave. Oh my God. That's all we have for today guys. That is the end for scarytiktok.exe part 17. Part 18 will be coming to you guys very soon. Most likely next week. Anything you want to say before we head out? Go subscribe to our other channels. Link in the description below. And also leave a like and all that. So this video helps us out. Yes. And we will see you all on the next one. Peace. I don't know what to say.


So we're here at Panasonic booth and you have the firmware 2.0. Hello, so who are you? Hi, nice to meet you. My name is Philipp, I'm a marketing manager for Panasonic Germany. And this week at the press conference we were proud to announce the new firmware 2.0. With many interesting new functions and features added to the GH5. And we are looking forward to having the firmware ready in about 4-5 weeks and we can't wait for it. So right here this guy, I saw him on YouTube and Panasonic has shown some samples already on the internet. This is actually filmed in 6K anamorphic. So now you have some anamorphic support in 6K right there in the firmware. We have many improvements. One point is anamorphic support at 6K to give a new quality level to the recording. Other important points is HDR support with recording and HyperDlock Gamma codec. And I think we think this is the future for filming and to improve 4K quality. Let's look in the settings so you can show the... You have the new HEBC mode 4K in there. Right now it's set to HEBC 72 megabits 4K. You can also do 24p. And this is basically HDR. So the camera can record HDR directly to a 72 megabits HEBC file. Yes, N4K was certified. That's amazing. In camera you're the first one to do HDR. It's kind of like HLG. Now this is the first camera as far as we know which can record HDR in 4K quality. And this is giving another push to the GH5 to a reproduction camera and in our opinion one of the best in the world. So let's check some more in the menus. Maybe you can show this 400 megabits support now also. If you go in the record format maybe let's change to MP4 LPCM. Right? And then in there you can... You have 400 megabits support, right?  This is all I. 400 megabits. 24p. There's also 4K. Right there. 4K, 30p. So that's... That requires a new SD card, right? It's better to have the B90 SD card. Yes, that's correct. So right here. And is it possible we can find the anamorphic in the UI or... Here's the monomorphic.  It says 6K, 6K 200 and 6K. That's crazy. So that's right here 420 10-bit anamorphic, 6K video. That's amazing. You can do 6K video. Yeah, we can do it now. And right here is a sample. People can watch it on the internet. Of a 6K video. There's a whole bunch of other things you've improved. Particularly what I'm dreaming about is a great autofocus. Hopefully now it's improved, right? Well, there are a lot of small improvements in the firmware besides the bigger things like HDR recording and the anamorphic recording. There are some adjustments in the autofocus system and other points. At the moment we have no final version here so we cannot test improve it. So we have to wait a bit and being a bit patient waiting for the final version which will be available around 4-5 weeks until the final free download will be ready. But we think that also the minor points which you mentioned are solved. Already now the GH5 is all here. You're showing with the MK440, MK400. It's very popular, right? Germany, how's it going? The sales of GH5? Oh, it's amazing. So we had high expectations and sales in the end was even better and we started a lot of corporations that also why we have so many Sennheiser microphones here where we have direct contact and direct support from both sides. So we are very happy and very positive for the future. And over here you're showing this audio system which has two XLR but this one is recording with the channel separately. Later the level can be adjusted. Over there you're showing the drones? Yeah, of course. Around here? You have it on a drone right here. Quite frequently used for the GH5. This camera is quite compact and even for a professional camera lightweight. So it fits perfectly to the drone filming or photography and therefore we're also showing this kind of usage and make a demonstration. Over here? This is waterproof? Yeah, this is a combination of NEMA of developing the first underwater housing and the big part of the campaign we did for GH5 was a professional server with some footage from drones from underwater. A combination of photo and video production and also with the underwater housing from NEMA who are the first in the world to make an underwater housing for the GH5. And over there you're showing that you can use the Atomos and with the Atomos you can do 60 second, 10 bit? Yeah, correct. On the HDMI output? Yes, yes. Over here you have more stuff about the camera? Yeah, we have. So, you're showing all the cameras? Yes, we're showing the complete Lumix G lineup starting on the left across the high-end model of GH5 but also the G80, G81, the GDX line, the compact GF line so the total lineup and also the lenses which we're offering at the moment. We have around three Micra lenses, many dust and special lenses which are quite compact. It's very, very compact and it's micro four thirds so all the lenses work on here and this is maybe a very, very hot seller, right? The GX300? Affordable? Well, it's very affordable and it's one of the cheapest and most compact 4K camera in the market. How much is it in Europe? 500 euro with the lens. 12? 12.32? It's like a pancake, right? Pancake lens. That's cool. And the GX80, step up. Pancake. It's possible maybe to buy it without the lens? No, this version is only offered as a kit with the standard lens. There are other cameras like this and the body only has a very compact lens. It's a kit. This is awesome, but I wish it had a microphone and jack. It would have to go to some other models. Okay, cool. Not only camcorders yet, right? No, not only camcorders. Normally from the season, camcorder production is more springtime so please be patient after a March, February, March timing. Do you have a new camera? You can give me a one, yeah, yeah. We do not have it here. IBC Ferris is coming soon in Amsterdam and this will be a topic after the 5C Ferris. I'm not sure, colleagues from broadcast are working on it. I don't have the information exactly when the launch is, but many rumors are coming out. But it was not a Micro Four Thirds format. It's something else. No, something else, yeah. There it is. GH5 with a new firmware 2.0. Let's pray for another focus that just totally works. Thanks a lot.


A new type of carbon-based material has been developed that can serve as a highly efficient and durable cathode for lithium oxygen, LIO2, batteries. This material consists of a graphing-like structure with many topological defects, which allows it to have excellent electrochemical stability and a large capacity. It also has the ability to catalyze the decomposition of amorphously-202, leading to better battery performance. Additionally, this material does not require any additional catalysts or mediators, making it more cost-effective than other materials. This article was authored by Wei Yu, Tekahari Yoshii, Alex Aziz, and others.


Asian Americans and Pacific Islanders represent about 30 countries. These ethnic groups speak more than 100 languages and have honorably served in the Navy since the early 19th century. They originally served as stewards on naval vessels. However, in 1971 they were given opportunities to pursue many other rates within the Navy. The DOD recently launched a website dedicated to honoring the heritage of Asian American and Pacific Islanders. This website incorporates photos, video links, and a daily fact to pay tribute to the dedicated service and contributions of Asian Americans and Pacific Islanders past and present. Sailors are encouraged to increase their knowledge and awareness of the contributions Asian Americans and Pacific Islanders have made to American history. Visit Defense.gov to view the website and check with your command to find out about local events.


In perspective for this seventh lesson, we start with an understanding of two very different approaches to civilization. The one grew out of military and government, and was arranged to assure structure and order to society and public activities. It was quite effective in smaller applications where the public served was most local, holding the authorized leadership to account for public activities. It even worked in much larger efforts under the feudal concept, where the lower-level privileged leaders had to live among the common people of the feud. The impersonal nature of larger authority-based structures also worked extremely well in the military. That was where activities in a dangerous environment required a high level of coordination and cooperation among masses of people. It has not been the method of choice for organizing family efforts, especially in a nuclear family, a more intimate sharing of purpose seems to promote a much higher level of performance, and it appears to be well accepted by people in general. Still, authority structure has been effectively applied in the Muslim community, with greater tendency to recognize effective privilege in a family leader. Before the Industrial Revolution, farmers worked their land using horses, powerful animals, to pull a plow or rake. They used horses and a wagon to bring in the harvest and deliver it where it was to go. As a matter of common sense, the farmer did not beat his horses to make them work. It was not a matter of getting these recelstered animals to bend to the will of the farmer, but of recognizing their willingness to work with the farmer and under his general direction. He did not withhold his care from the horse until it proved its worth by its efforts, rather the well-fed and well-tended horse was a good working companion. It might need a sting from the switch to get its attention to the task at hand, but the horse was not working to some different purpose than the farmers. The farmer worked together with the horse, also seeing to the same basic effort, even if it was through direction rather than physical labor. Somehow, this did not seem to translate into how businesses dealt with the hired workforce. The chaos of the industrial revolution led to having workers under contract, and it was the duty of the hired bosses to set these workers to their tasks for the good of the business that hired both, and that was what they did. The purpose was not just profit. The purpose was getting the most work from the workers for what the business had to pay them. As businesses grew and as they shifted more and more to corporate leadership, the leadership shifted farther and farther away from sharing any purpose with these hired workers. The idea of working together was all but abandoned. It was workers working for the leadership. It was workers paid to do the work, and bosses paid to set them to it. Horse sense was all but gone. It was bargains, us and them deals, where each party was seeing to their own side of their employment contracts. What the worker got was pay. That was all the leadership really owed to them. What the business got was time and effort for business direction. That was all the workers really owed to business. And each worker had his or her own contract. His or her own responsibilities to the business that bought the workers time and effort. Each worker was a unit of production paid to give time and attention to tasks set by business direction. Loyalty? Just where did that come into this situation? If workers didn't give business the full measure of time and effort, all they seemed to have, they could be replaced by others who would. If the business started to scrimp on pay, the workers would find somewhere else to sell their time and effort. If there was sharing, it was by persons involved and not supported by either workers or businesses that hired them. This encouraged an environment ruled by us and them considerations. The boss's job was to get the most possible work from the workers who the business employed. Any workers who seemed to slack off would be fired and replaced. It was the whip. It was like beating your horses to keep them to task. There was no extra pay for the worker who accomplished more. There would likely be a problem with other workers who didn't get anything extra for competing with the one who was more productive. They were paid to work, to accept direction, not to actually achieve results. The chaos created by the loss of family leadership was answered by the imposed structure and by establishing a new concept of privilege. It might not have yielded great results, but did provide a well-structured and very stable corporate system of business. This was the working environment Frederick Taylor addressed. He was educated as an engineer and saw potentials that were not being realized. There was internal contention between the purpose given to workers and the purpose given to the boss. He had been promoted to be a boss in the machine shop area, but decided to extend his efforts beyond what was required of a boss. He assumed a purpose in being productive and gaining results, and he was so bold as to insist that his purpose was also the purpose of the workers who answered to his direction. The very isolation maintained by leadership supported his experimentation with this, and he upset his own workers, giving them direction in how to do their jobs that they were hired to do. It is likely that his employment as one of them helped to keep him from open revolution. It was also his obvious respect for his workers. It was that he was not beating his horses to get them to work harder. They actually worked less. They went home at the end of the day less exhausted than they had by simply being bossed. He was, in that sense, supporting them. It was somewhat surprising that Taylor was not fired, but then again his group was rather quickly demonstrating a remarkable increase in what the machinists were accomplishing. It wasn't just work. Taylor was an engineer and studied how much metal cutting would be needed to do a process, how big a metal chip should be for optimum cutting. He adjusted the machines to accomplish optimum cutting and performance, took an upward leap. The worker who carried each piece of finished work to the next station might find a basket to collect his finished work, so he only walked to the next station after ten to fifty completed pieces. It was the operation of the machine tools that was minimized for gaining results. It was the time and effort of the worker that was minimized in doing work. These are what Taylor's efforts were eliminating. It was eliminating what we have come to call waste. Efforts and actions were not necessary or effective in gaining the desired performance results. It was time and effort of workers that was being expended that did not add to what workers achieved. Could it really be that simple? No, it was not simple. It was open defiance of the way we do things. It was culture shock. It was a challenge to employment as it was practiced. It was a challenge to the very purpose of supervision by a boss. It was interfering with the work of employees. It was an insult to their expertise. It was also horse sense, the intrusion of performance thinking. It was honoring what was accomplished instead of what people did to accomplish it. That was foreign and a bit insulting. But then it raised a new conflict by being of benefit to everyone. The workers got more done. Their value to the business increased. And they were achieving things that they had never been doing before. The business enjoyed the increase in production, greater profits. But it was change and privileged systems are rightfully valued for their stability, not for their advancements. Having workers become more valuable to the business was an assault on the value of leadership, even if they were able to reward themselves more handsomely. What about the bosses, skilled employees that had been set into authority over workers? They had been the working arm of privileged management and they were rapidly being replaced by foremen. For us, there are two principles to consider. The first is the potency of identifying and eliminating unnecessary unproductive efforts. This yields very good results. The second is in relation to other people continuing to do what has worked for them in the past. There is always going to be resistance to change. And even obvious improvements will be challenged as failing to honor what we have learned to do or to honor how we have always done things. It will be treated as an unwanted interference in what others would do. A more modern understanding of this area of effort is eliminating waste. While Taylor had not developed it to this extent, we have two general areas of waste. We have productive input waste and productive output waste, often identified as type one and type two. Consider a policy that requires a general medical evaluation of everyone who enters a hospital, checking their weight, their height, and their age and the like. An ambulance delivers a person injured in an auto accident who is actively bleeding from several wounds. Preventing the treatment of that patient until the vitals are recorded would be type one waste. Medical personnel know this, and you do not worry about such things when the life of the patient may depend on rapid medical treatment. Type one waste can be institutionalized and become part of an industry. Consider buying an automobile and having to wait for dealer prep before they will let you take it. Just what is the manufacturer selling to the dealer? Type two waste is delivery of productive output to non-customers, or delivery of something to customers that they do not get to value as part of the sale. Consider that a corporate leadership decides to donate funds to a political candidate who seems most likely to support business. The challenge is, when you as a part owner of the business are actively supporting another candidate, you get the business leaders who challenge your purpose by using what you ultimately own. That is type two waste. There is no loss to you if the leadership is prevented from that activity. There are many products that are only sold with a specific written warranty. The purpose is not to warrant the product, but to limit normal product warranties. The automatic warranty of fitness for use that will otherwise apply to the product. The written warranty can be eliminated without loss to the customer. Again, this waste can be institutionalized, made a part of the way we do business. There would be considerable resistance to any changes that would eliminate that waste. Consider the change from smoke generating railroad steam engines to diesel electric. The union was able to insist that personnel who had stoked the fire of the steam engines had to be employed on the new engines as well. Our purpose is to recognize that waste for what it is and consider whether it is of such consequences as would justify the action to remove it. As another waste concept, we have the result of process improvement. This is where time and effort and possibly other resources are expended to improve a work process. Once that improvement is set in place, there is ownership in the improvement. It is not focused on the product, but on what is done. If there still was wasted efforts, they would have been improved as well, even though they still be waste. Having already gone through an improvement process, that waste has been effectively approved. An investment has been made. Those using that improved process will resist further improvement efforts. And even more on point, people will mount an even greater resistance to elimination of improved processes. Our hero finds an abandoned vehicle in the woods. It's rusty, but there is some feeling that it might be recovered and given new life. His first action will not be to go out and buy new tires. Our performance principle is a simple one. It makes no sense to improve something unless it works. Our hero would not have the old rusty heap haul to the shop to have a portable water fountain installed for the comfort of passengers. This is not a complicated principle. It seems to be just common sense when properly presented. The challenge is what we have addressed as privilege of ownership. It is an element of human nature that effectively adds value to what is owned, even if it has no intrinsic value. Our challenge is improving the conditions of employment as a way to address organizational management. It is building that culture of the business so that workers have increased loyalty to their employers and are willing to provide the benefit of their longer working experience to that employer to the benefit of the company. In a sense, it is a question of how we give workers a sense of ownership that will increase how they value their employment. In the modern leadership mode, this is seen as a potent direction for development, a good cause of action. When addressed in terms of performance, we ask those challenging questions of the value to be achieved. And it immediately takes on a different color. Is this to be a new goal? What is the objective? Is there a difference between success and failure in the effort such that management can accomplish that success? And then, it's still deeper challenge. If management succeeds in this effort, what will be accomplished that has value? I was supervisor in a federal employee group when the senior level decision was made to promote inclusiveness in the workplace and noted that refusing to deal with those with AIDS, the autoimmune deficiency syndrome, was a social challenge in the government-managed workplace. We were accordingly called in for training, as presented by a contractor and given the message that AIDS was a syndrome, a set of symptoms. And we were not to let ourselves be led to treat those people as different. AIDS was not contagious. It included the admonition that this was to be recognized as a social problem, that we are to be careful not to advertise that those with AIDS had this challenge, but were to have them work right alongside the others. And so you have administrative leadership's opinion of workers set before you. Indeed, AIDS is not contagious. It is a virus that causes AIDS that is contagious. It was instruction that we were to meet their inclusiveness goal by putting our workers in threat and then carefully avoid telling them that we had introduced an unnecessary risk into their workplace. That effort quickly died away. No supervisor who cares about his people would have acted on such a direction. Were these leaders trying to improve the culture of the workplace? Not only did the goal seem counter to performance-oriented culture, it was counter to performance management. In performance terms, inclusiveness in the workplace did not contribute to worker performance nor to work group performance. Improving inclusiveness had no value. It was waste. In this case, the cost would have been quite high. While this was obviously extreme, it has become commonly institutionalized that work supervisors receive social training to keep them from offending their own workers. It is common for workers to receive social training to keep them from making their working environment hostile to some easily offended minority group. All this is cost. Not only is it a cost to provide the training and a cost paid in time where the workers get no work done, but it is an indirect cost. It is type one waste when you put requirements on those who work that has no contribution to what they are able to accomplishment. This, as I am sure you see, is not a great cost in itself. The time and effort involved is hardly significant. The challenges at this regulatory cost has become common. That little bit of regulation at the time can add up to a considerable cost in what the worker has to do to stay employed. It is cost in threat of being released from employment. If someone takes offense at something that has nothing to do with work or with the value of the employee to the performance of the organization, they still can be fired. And even more on point for our discussion, putting this cost on workers is seen as the right and proper action for senior leadership. Not only do they seek out opportunities to continue improving things, but will dismiss any attempt to challenge the improvements that have already been put in place. Administration always favors stability. In the mid to later 1800s, the worker was treated as the unit of performance. The worker was under contract and effectively indentured for hours of the time to submit to business direction. That was how to earn monetary compensation. Workers were hired as performance units and expected to provide themselves ready to work for the purpose of their hiring. This originally meant that they were hired along with common tools they used in performing the work. A carpenter would not be hired unless he came with hammer and saw and a draw knife and chisels. And it was their job to keep their tools ready for use. We read in Taylor's work on scientific management that he had a work crew that was loading bulk materials like coal and iron ore, but were using their own shovels.  He went out and bought shovels appropriate to the size and density of the materials. And that ability to shovel with these new shovels was remarkably increased. Again, it was horse sets. You do not need a team of Dre horses to pull a light buggy.  The fact that you could direct the horses as you saw fit did not make it smart to exhaust your animals. But then we look at what Taylor accomplished and the size of the work crew was reduced considerably because the work could be done by fewer employees. Was Taylor putting workers out of their jobs? Consider an author who publishes a wildly popular work and sales are so strong that other authors cannot get their works published. Should this author be chastised for putting other authors out of work? There are more than one way to see such things. We will address performance orientation to such things later in the work. For now, it is sufficient to note that it was an improvement for the employees, for the managers, and for the owners. Beyond that, it even led to reducing the cost of products to customers. What we can address is that it makes no sense to hire people to do unproductive things. Hiring people to expend time and effort, the administration approach to working, does not keep focus on getting things accomplished. If one person can do the job, hiring two employees to do it is a challenge rather than a benefit. One of the most confusing concepts presented by Taylor was encapsulated in this simple statement. Different perspectives yield different understandings. Business leadership with its focus on the employment contract as the basis for a worker value saw this statement that Taylor's approach was all about money, that it was focused on getting as much money for the worker as the business could afford. Organized labor turned on it, still in different direction, claiming it was about treating workers equally. It was that it would be unfair to have one worker doing an easy job for the same pay as another who was working much harder. With a more developed performance perspective, we can focus on another aspect that has only become visible looking back on our performance history. It is that management and labor are in the productive effort together. It is that leaders and workers need a common basis for getting results and that it should be fair in relationship, one that both can value. It points out one of the shortcomings of the boss approach to work management. The boss responsibility was to direct the work to those who were contracted to do it. They were to keep workers at their efforts until the work was completed. The boss did not share responsibility for the results only for assignment of work and receded results. Teaming with the workers was actively discouraged. In the agent law for contracts, the bargain was based on pay and results. Our concept of employment, the one now favored by those who employed, was not contract but the law of master and servant. It was one person directing the efforts of another. It was not based on bargain but did address services to be directed. This has had remarkable consequences with a few to be mentioned even in this early presentation. The US Congress was specifically and directly forbidden to pass laws that might impair the bargain agreement between people. What people agree is what is written in their contract. Employment was not based on a bargain and Congress has passed all sorts of laws that put demands and conditions on employment that are clearly beyond anything that the parties to employment relationship had agreed. There are directives on how much people have to be paid. There are directives on how long people can work. There are directives on the safety conditions provided by working environment. There are health and safety regulations. There are conditions and regulations that address gathering of workers into third party unions or other organizations. There are regulations that require support for income tax collections. None of these address the agreement of the worker and the employer for providing hours for effort of pay. All of these add regulations to employment contracts. This is not presented as a challenge so much as an opportunity. It is an area of governance that might contain opportunities for people finding new agreements. What is immediately important in the larger scheme of things is that your worth will not be determined by the time and effort you sell to some employer. One common reason to accept higher education is to increase the worth of your time and effort to potential employers. The greater your hours value becomes, the less you will have to work to receive what you need to live in some comfort. Your hourly value can determine how many years of effort you have to sell before retirement. Higher education is, in this sense, an investment you make in order to have a greater choice in how long and how hard you must work. Performance orientation begins with recognition of value relations. The business level application addresses a value cycle with customers and what the business has to deliver to its customers to gain what it needs to continue to be profitable. There is also a personal level application addressing a value cycle with employers, addressing how much time, skill, and effort must be delivered to employers in order to achieve what you so value that you will make that commitment. As in education, there is a portion of this relationship that is subject to your personal investments. You are an active part of this value cycle and can make intelligent and meaningful decisions on when and where you commit your time and effort based on what you expect to get from that commitment. In Taylor's paper on scientific management, he noted that he was able to reduce how much it cost the company to move a ton of material. By reducing the cost paid per ton moved, he had been able to raise the incomes of those who worked for him. They were worth more to the business, their fair days pay had increased. A few workers who had learned improved performance from his applications had been lured to work for another employer who paid more per ton. As reported, they found themselves limited by being in a workforce that took offense if they applied what they had learned. By asking, they had been told that they had to work with the crew. They could not be separated out to use what they had learned. The pay they were able to earn dropped. Eventually they returned to work for Taylor and he welcomed the mistrained workman. The lesson is that we do learn things about performance. Our expectations are not always accurate and that some opportunities have good promise but turn out not to materialize. We will also have opportunities to step back from those disappointments that is part of having personal value to employers about human performance and we are specifically addressing the history of performance so that we can learn from it. This study has been designed for the specific purpose of supporting your personal empowerment, your ability to accomplish what you value. It just begins with your personal investment of time and effort in receiving the benefits of our knowledge and performance. It is administrative approach that considers the leader as the most potent of people. In the general knowledge of performance, this is a clear focus. Power is not determined by the granting of privilege but by the ability to accomplish things. The lesson we all have been presented is that those in leadership are the ones who really can accomplish things. The complementary understanding is that you, as someone who lacks privilege, will continue to be impotent until you find some way to better others or to suppress their ability to resist what you would have them do.   That is the nature of the education we generally receive even though the parents of children are not really privileged nor are the teachers who head the classrooms. They serve, not rule. It is something else, a concept of competition between people in the class that has been presented as conducive to learning. The lesson from scientific management is that the foreman gets a lot more accomplished by servicing the workers and what they do than the boss who works by setting assignments and duties on other people and holding them accountable. Privilege creates stability. Coordination and other support services create results. Privilege creates and enforces regulation, channeling the efforts of others to results valued by those who engage in regulation. Performance management supports people working in coordinated efforts to gain what they all value. Privilege inhibits performance. Performance management encourages it. It is just horse sense. If you want horses to pull a heavy wagon, you team them. If you want your horses to work long and hard for you, you have to take care of them and harness them together intelligently so that they can each do their part of the larger effort. Performance management is not so much an exercise of privilege to rule over others. It is an effort that is undertaken for the benefit of those who work. Coordinating the efforts of a group of workers makes them more powerful as a group and they share in that power as individuals. And this final lesson in this section is that wonderful realization that the horses are teamed that are now upset by being teamed with each other. They seem to enjoy the company of other horses who will work with them. Workers who are teamed may be miffed about having someone else direct their efforts but demonstrate human value in combining their efforts with those of others. It harkens back to the family. It is like the weaker child facing down the bully in the schoolyard because older and bigger siblings are there to provide support. With leadership by privilege the effort of the common workers were based on their contract and on assignment issued to the worker. Performance was defined as what the boss directed for accomplishment. With the efforts of the foreman performance was based on a productive result which was made valuable to all the members of the group. The foreman had an important role to play for the benefit of the larger effort that teamed the workers. Take note that this is a lesson of history.  It is a general lesson that is directing the efforts of others because you are able to do so will be far less effective than working with them, sharing in what you all can value.