Today, the presence of the Holy Spirit is going to refresh you, and I'm excited because I'm talking about being anointed with fresh oil, carrying a fresh empowerment from the Holy Spirit. There are times in our lives and in our ministries where we experience this stagnation, but I want you to know that God has available to you right now a fresh outpouring of the Holy Spirit. God wants us to be filled continually with His presence, with His Holy Spirit, with His power.  I truly believe that as you're watching this today, that the anointing is going to come on you in a fresh way, and you're going to see it manifest in your ministry.   And I believe that you're going to be able to impart this fresh anointing to others. So, I don't want you to go anywhere. Stephen Moctezuma is with me as usual. He's going to lead you in worship, and then we're going to get right into this lesson. I know it's going to bless you today. I pray you leave refreshed after watching this. Here's Stephen Moctezuma. You love me. The thorns on your bride. We sing the nails. The nails in your head. Last week on Spirit Church, I told you that we were going to be getting into a new series on the person of the Holy Spirit. However, I sensed that the Lord has graced me in another direction for this week and possibly in the next couple of weeks. And I will be getting to that series on the Holy Spirit, but I just didn't sense that it was quite ready yet. And so, I thank you for your patience with me on that. But I really do feel that the Lord gave me a different direction. And I know you want me to be sensitive to the Holy Spirit. So, I can do nothing for you unless I obey the Holy Spirit. So, I want to talk to you on this edition of Spirit Church about being anointed with fresh oil. Now, what do I mean by that? Well, let's look at the Scripture first where it says in Psalm 92 verse 10, But my horn shall thou exalt like the horn of a unicorn. I shall be anointed with fresh oil. Now, for those of you wondering that word unicorn in the original language here simply means a beast with a horn. Some thought that this was possibly a rhinoceros, but the point is that he talks of this horn because the horn represented power and strength and authority. And he goes on to say, I shall be anointed with fresh oil, with new oil, with fine oil, with pricey oil. There are seasons that we go through in our lives and in our ministries where we feel as though the reservoir of the anointing is dwindling. You may be in that season now or you may be in a season where everything is running smoothly. Either way, we have to be attentive to maintain this fresh oil. So everything in life tends toward disorder. Everything in this world, everything in this universe. It's called the second law of thermodynamics. Everything tends toward disorder. Everything is going to decay. Everything is going to fall apart eventually. I remember when I first started in ministry I looked forward to the day that I would come to a place where the ministry would sort of run as an auto pilot. And all I would have to do is read the Word and pray and fellowship with the Lord. But the truth is that the more that the Lord blesses me with, the more He gives me the more I have to maintain. So while you on the outside looking in may see that we produce content on a regular basis that our ministry does events on a regular basis, you may know that we have staff and that we have people here in the ministry working to make all things come together. It may look from the outside that everything just sort of runs on its own. That everything is sort of a well-oiled machine. But the truth is that no matter what season I'm in, no matter where we are in ministry, I have to maintain what God has given to me. This is true of anything that has value. This is true of relationships. This is true of business. This is true of ministry. This is true of your walk with the Lord. And this is especially true when it comes to the anointing of the Holy Spirit. The anointing must be maintained on our lives. Now, Jesus died to pay the price for the anointing. Jesus died in part to give us the power of the Holy Ghost. It's part of what came from his crucifixion and resurrection and ascension. But while Jesus paid the price to produce the anointing, you and I must pay the price to protect the anointing. We must guard and cherish what has been placed upon our lives. There is nothing worth your fellowship with the Lord. There is nothing worth the anointing on your life. The Scripture says, 1 Samuel 16 verse 13. This is from the New Living Translation. So as David stood there among his brothers, Samuel took the flask of olive oil he had brought and anointed David with the oil. And the Spirit of the Lord came powerfully upon David. From that day on, then Samuel returned to Rama. Now I'm reading you this verse because I want to digress to make this point. The presence of the Holy Spirit abides with the believer. He does not leave us. In Ephesians chapter 1 verse 13, the Scripture says, In whom ye also trusted, after that ye heard the word of truth, the gospel of your salvation. In whom also after that ye believed, ye were sealed with that Holy Spirit of promise. The Holy Spirit is the seal of salvation. He is the note of promise. He is the security. He is how we know that we know that we know that we are saved, that we belong to the Lord. He is the eternal protector of that salvation. He has marked you as gods. You don't need to be afraid, wondering if you're truly saved because when the Holy Spirit comes to abide with you, He comes in as the Spirit of adoption. Whereby we cry, Abba Father. One of the greatest works that the Holy Spirit will do is convince you of your sonship and your identity. He will help you to live and to think according to the new reality that you have been given by Christ. And also in John chapter 14 verse 16, the scripture says, And I will ask the Father, and He will give you another advocate who will never leave you. Now look at that verse, keep looking at it. Let's read it one more time. And I will ask the Father, this is Jesus speaking, and He will give you another advocate who will never leave you. The Holy Spirit is present at salvation and onward. The scripture says that the Holy Spirit or the Spirit of the Lord came powerfully upon David from that day on. The Holy Spirit is present at salvation and onward. He does not leave you. So I'm not talking about maintaining the Holy Spirit in that He would leave you if you didn't. I'm talking about maintaining the anointing on your life. The Holy Spirit within you is a different reality than the Holy Spirit upon you, which I'll show you in a moment. But while we cannot cause the Holy Spirit to leave us if we're truly believers, when we are saved, the Holy Spirit does not leave us. Salvation and the Holy Spirit are one and the same. But when or they work together, the Holy Spirit is present at salvation and salvation could not be present without the Holy Spirit. So while we cannot do something in the new covenant to cause the Holy Spirit's presence to leave us, we can do things that suppress the Holy Spirit or stifle the Holy Spirit. Verse Thessalonians chapter 5 verse 19, a powerful, simple, and short verse. Do not stifle the Holy Spirit. Don't quench, don't extinguish, don't snuff out. The Holy Spirit is often paralleled with fire. Some of us, we stifle that fire. The Scripture says in Acts chapter 1 verse 8, but you will receive power when the Holy Spirit comes upon you and you will be my witnesses telling people about me everywhere, in Jerusalem, throughout Judea, in Samaria, and to the ends of the earth. There we see the Holy Spirit coming upon us. At salvation the Holy Spirit comes to live within us and at baptism the Holy Spirit comes upon us in a special way. Now, there's a difference between being born of the Spirit and baptized in the Spirit, born of the Spirit and baptized in the Spirit. Matthew chapter 3 verse 11 gives us this very clear distinction. As for me, I baptize you with water for repentance, but he who is coming after me is mightier than I and I am not fit to remove his sandals. He will baptize you with the Holy Spirit and with fire. In fact, there were some believers who had been born of the Spirit, who had been born again, yet did not recognize what the baptism of the Holy Spirit was. We see it in Acts chapter 19 verse 2, where the Scripture says, did you receive the Holy Spirit when you believed? He asked them. No, they replied, we haven't even heard that there is a Holy Spirit. So the Holy Spirit, the Holy Spirit's presence within us is forever. It's eternal. But the Holy Spirit's presence upon us must be maintained. So the Holy Spirit's presence within us affects the Spirit. It's our identity. It's our salvation. It's our seal. But the Holy Spirit upon us, that is what touches our body and our soul, impacting the actions. Now, the Spirit man impacts the Outer Man if we allow it. And it is that interaction. Is that allowing of the Holy Spirit within that causes the Holy Spirit's presence to come upon? It is the surrendering of that inner reality that creates the power that comes in our outer circumstance. It is that inner surrender, which creates the outer manifestation of power. Now, I want to read a Scripture to you found in Matthew chapter 25. And I'm going to read verses 1 through 13. This is a powerful illustration that Jesus gives us. It's a parable. Matthew chapter 25 verses 1 through 13. The Scripture says this, Then the kingdom of heaven will be like ten bridesmaids who took their lamps and went to meet the bridegroom. Five of them were foolish and five of them were wise. The five who were foolish didn't take enough olive oil for their lamps. But the other five were wise enough to take along extra oil. When the bridegroom was delayed, they all became drowsy and fell asleep. At midnight, they were roused by the shout. Look, the bridegroom is coming. Come out and meet him. All the bridesmaids got up and prepared their lamps. Then the five foolish ones asked the others, please give us some of your oil because our lamps are going out. But the others replied, we don't have enough for all of us.  Now, this is a powerful portion of Scripture and I only have some time to point out just a few things. But firstly, I want you to note in verse 4 where the Scripture says, But the other five were wise enough to take along extra oil. They had enough oil to carry them through the journey. They had enough oil to carry them through to their purpose. My question for you is, do you have enough oil to take you through? Now, I understand as we just went over that the presence of the Holy Spirit is complete, eternal and internal. He's with you. He abides. He does not leave you. But what I'm talking about is an oil for ministry. What I'm talking about is an oil for power. What I'm talking about is an oil where you allow that inter-reality, that inter-reality to affect the outer man, the outer world and those who are around you. Do you have enough oil to take you through? In the Scripture we find in Exodus chapter 16 verse 11 through 20, we find that God gave to the children of Israel fresh manna every single day. And they were prohibited from storing it and saving it until the next morning. In fact, the Scripture says in Exodus chapter 16, let's go to verse 19 where Moses is talking. The Scripture says, Then Moses told them, Do not keep any of it until morning. Verse 20 says, But some of them didn't listen and kept some of it until morning.  Moses was very angry with them.  Just take what's for your family. Do not store anything. Well, number one, I believe it's because God wanted them to have faith for the next day. And number two, manna represents the word. Manna represents Christ. Manna represents the sustenance of the Spirit. The point being, yesterday's revelation cannot sustain you for today's season. I'm not saying that what we've come to learn of the Lord will not help us, will not bring us into breakthrough, will not still impact our lives. In fact, there are things that I remember that the Lord has revealed to me that still to this day are sustaining me through certain things. But what I'm saying is that you cannot rely on old devotion to carry you through this season of ministry, through this season of life, through this season of your spiritual journey. Yesterday's anointing cannot break today's yolks. Yesterday's anointing cannot break today's power. There has to be a freshness to it. There has to be a constant moment-by-moment maintenance of this. Now, I'm not talking about living in fear and paranoia and constantly wondering if your oil is drying up. I'm simply saying that we must live in the state of the pursuit of God. We must live connected to the source. We must live in the place where we are saying, Lord, I'm yours. I surrender daily. We must be like Moses who said, Lord, you can send us wherever you want so long as your presence goes with us. Moses told the Lord, I'm not going anywhere unless your presence comes with me. We must maintain it. So going down now to Matthew chapter 25, go down now to verse number eight where the scripture says, then the five foolish ones asked the others, please give us some of your oil because our lamps are going out. You cannot rely on another person's anointing to sustain your own ministry. You cannot rely on another person's anointing to sustain the call of God on your life. The gifts that God has given you, the call that he has placed upon your life, require that you seek the Lord to receive an anointing for yourself. I can't lay hands on you and cause you to fulfill your call. I can lay hands on you for the healing of the sick. I can pray impartation over you, but unless you tap into it for yourself, that anointing lays dormant, it lays stagnant, and it is not fresh. You cannot rely on another person's anointing to impact lives through your ministry. I've seen preachers, let me tell you something.  If you have to go online and download your sermons, if you have to listen to other people's messages and copy exactly what they're saying, you need fresh oil.  It won't work out well. It won't be as anointed. Well, you say, but that wasn't theirs. God gave it to them. Yes, God gave it to them. And I'm not saying we all don't share in the timeless truths that the Scripture gives to us. I'm not saying that we all don't preach from the same word. I'm not saying that we can't preach on the same topics. I simply am saying that you must get into the word for yourself. You must get into prayer for yourself. It's amazing to me because we say these sort of things all the time. I say these sort of things all the time, and people will receive it mentally, but then they go and live as if they don't believe it.  You cannot do this without devotion to God's word. You need fresh oil daily.  The Scripture says, be filled with the Holy Spirit. It says, do not be drunk with wine, but be filled with the Holy Spirit. That's a command. That word filled in the original language is speaking of a continual state of being. So the infilling of the Holy Spirit is both an experience, an encounter, a one-time event, and a state of being. It is both an experience and a state of being. We must be filled fresh. We must be filled daily. We must allow him to pour out that fresh oil upon our lives. I hunger for it. I know you do too. I'm tired of being so confused about where to go next. I used to do that. There was a season in my ministry where I was trying to run on my experiences with the Lord that I had years prior, and I ran out and I was running on empty. I would speak, but there was no power on what I was saying. I would teach, but there was no revelation behind what I was teaching. And we need to come to the place where we're receiving fresh from the Lord every single day. Be filled continually. Be filled. We cannot do it without a prayer life. Listen, you can't do it without a prayer life. You can't do it without a devotion to God's Word. You can't do it. You know you are trying to do things on your own when you don't have a consistent prayer life.   Your ability to minister God's Word will only be consistent as your devotion to it. You have to tap into the fresh oil for yourself. You need to say, Lord, I'm done with compromise. I'm done with not giving my best. I'm done with laziness and apathy. I want fresh oil. You need to pursue God. Live in a state of desperation. Live in a state of hunger. Live in a state for thirst for that presence. Now, you know you need fresh oil when your faith begins to dwindle. Where you used to believe some things in a big way. Now, as the oil dwindles, your faith begins to shrink. Doubt begins to arise. Fear takes the place of faith. You begin to isolate. Your witness to others begins to fade. You begin to lose a passion for the things of God. Your ministry becomes, instead of calling a career, instead of doing things by the Spirit, you do things by a system. And when you minister, there's something lacking in the words. There's no weight of the anointing behind what you say. Now, listen, I've been in seasons like this. I'm not saying this to make you feel guilty. That's not my goal. I'm saying this to cause you to hunger for the greater. I'm saying this to inspire you to say that you can tap into this fresh oil. You can receive a fresh from this. The anointing begins to fade. We begin to lose those areas of our lives where we once held so passionately with the Lord. And then, before we know it, old habits begin to come back in. The sinful nature begins to take control. The things that you thought were buried begin to resurface. What happens then? Well, in those seasons, we need to pursue that fresh oil. We need to get ahold of God again. We need to say, Lord, I don't want to play games anymore. I want to get ahold of you. And that's where you are. If that's where you are, then pursue the fresh oil. Perhaps you're not there. Perhaps you're doing good. Well, good. Don't grow weary in doing good. This message is for both people. This is for those who are needing fresh oil and those who have fresh oil. Maintain it. Keep it. Cherish it. And if you've lost it, regain it. Now, the anointing does several things. But first of all, we read in Acts chapter 1, verse 8, but you shall receive power when the Holy Spirit comes upon you. But look what the verse says. And you will be my witnesses telling people about me everywhere. The anointing makes you a witness. Exodus chapter 35, verse 14 says, the lamps stand also for the light and its utensils and its lamps and the oil for the light. Do you realize that it was the oil that kept the light burning in the lamps? And it is the oil that will keep your witness alive. It is the oil, the anointing of the Holy Spirit that will set your heart ablaze with a passionate, undying love for Jesus. There's no one on earth who loves Jesus more than the Holy Spirit. And if you will allow him, he will cultivate that love to greater measures within your heart. The scripture also tells us that the anointing makes us shine. Matthew chapter 5, verses 14 through 16 say, you are the light of the world like a city on a hilltop that cannot be hidden. No one lights a lamp and then puts it under a basket. Instead, a lamp is placed on a stand where it gives light to everyone in the house. In the same way, let your good deeds shine out for all to see so that everyone will praise your heavenly Father. Because we are stewards of the mysteries of heaven, we should be the most interesting people to talk to. But I think that more often than not, we are guilty of just talking about dull dribble, dull everyday earthly things. And I'm not saying that you can't connect with people in practical ways. I'm simply saying that it needs to shine forth from your life, the anointing. There needs to be something different about you. And the third thing the anointing will do is it will bring joy.   The anointing brings that joy. Perhaps you're in that place where you do have fresh oil and things are going well. My encouragement to you is, heed this warning, don't lose that. Take this and receive joy in knowing that you're in a good place. But maintain it. We can so easily be distracted. And before we know it, we look back and we've gone off track. The Holy Spirit's merciful to us.  You're saying, Lord, I'm running on empty. It's so dry. When I speak your word, there's nothing coming from it. And I need to get back to that place. I need to reconnect with the source. I want to pray with you now. Let's pray that the Lord would connect you again and that he would pour out fresh oil upon you. Are you ready? I mean it, let's pray. And I want you to really believe that God is going to do something for you right now. He is able to do exceedingly, abundantly above all that we could ask or even imagine. He's with you. Let's pray. Father, in Jesus' name, I pray for that one right now, desiring a fresh touch, your fresh oil. Lord, I pray you would anoint us, anoint that one with fresh oil that the power of the Holy Spirit come upon them in a fresh way. Use us for your glory, we pray.  Well, I really do believe that God's speaking to someone. There's a minister watching me right now. You preach and you teach the word. And you're in a place right now where you're just wondering what the next step of ministry is. Let me tell you something. Just get back to the place of prayer. Get back to the word. Don't worry about all those practical things. Do them, but don't worry about them. Instead, focus most of your energy on the secret place. He's going to bless your ministry you watch. Well, I want to welcome now the new members of Spirit Church. There you are up on the screen. We love you. We are praying for you. I always say that because I always mean it. And if you look closely, look closely for your name. We are welcoming you now. Thank you for joining Spirit Church. If you'd like information on how you can join Spirit Church, go ahead and click on the link that's just about to appear over my head. You click on that link. You go to the website. You sign up. It's for free. Now some of you have been messaging us saying, I signed up for Spirit Church, but I didn't see my name on the screen. Or I signed up for Spirit Church and I'm not receiving the emails. Most of you are, but there's a couple of you who are having trouble with that. Now let me tell you what that could be. It could be that you entered your email address incorrectly. So make sure you do that correctly. And number two, it could be that the emails are going to your spam folder. To avoid that, simply add contact at DavidHernandezMinistries.com to your emailing address book. And if it's a recognized contact, it will always come straight to your inbox. So that will solve the problem for those of you who have been wondering. And again, it's free. You get a free weekly teaching from me. You can reply to the email for prayer support. And you get to see the video before anybody else does. We release it the next day on YouTube. And now I want to get to the comments from last week. And my lesson was on the part two, Prayers of the Holy Spirit. All right, so here is the first comment from Herman. And it says, Brother David, it'd be amazing if the lyrics of the worship songs were always available in the description of the video or as subtitles. So that all of us watching it in mobile phones can sing along. Well, we are actually going to begin doing that. From now on, we've had many requests to have the lyrics on Steven's worship videos. So we're going to go ahead and put those up for you. Our next commenter writes, Hi, Mr. David. I've been waiting for this part two of your teaching about the Holy Spirit. To be honest, I didn't really understand that much about the Holy Spirit of God until you showed this. I am just blessed that now I'm becoming mature in the Lord through your teachings and I am more and more aware and sensitive of God's voice. God bless you. Well, God bless you too. We thank you for watching EncounterTV. This is why we put out these videos to help build the believer. That's the twofold, part of the twofold vision of this ministry, to build the believer and win the lost. And Spirit Church is the discipleship arm of David Hernandez Ministries where we impart into the believers. I'm very happy to hear that you're receiving. Charmine Carpenter writes, I thank you, Pastor David, for your teachings. They are indeed filled with the Holy Spirit. The presence of the Lord is so heavy on you. About a month ago, I had been watching daily or every other day. I experienced many breakthroughs from the Lord and a peace that was different. I love it. Your ministry is true. I will partner with your ministry. I cannot do much, but I will do what I can. May God bless you and all that is connected to you always in Jesus' name. Well, thank you, Charmine, and I appreciate your partnership. You know, some people say, I can't do a lot. I can do a little, but everyone does their part. And when everyone does their part, we all come together, pool our resources, and impact the world with the gospel. And I'm so thankful to know that you experienced the presence of God while watching these videos. That's one of the things that makes our videos distinct, is that there's a unique grace with the manifestation of the presence and power of the Holy Spirit through our ministry. And I know that has nothing to do with me. That's just, I'm just privileged to be called to be a part of this ministry.  It is that presence and power of the Holy Spirit that makes our ministry distinct. Here's another comment from Abdi Tolesa. This is an amazing word. The word of God is sharper than the sharpest word as written in Hebrews chapter 4, verse 12. I'm continually being blessed by your teachings. Please include book recommendations in your programs too. Well, we're so glad to know that you're being blessed by these teachings. And I just may start recommending a few books now and then. Another commenter writes, Every video seems to challenge me in a new way I didn't even know was possible. Jesus shines bright through you. It's incredible to see what a surrendered life looks like and how God can use any person. Thank you so much for these videos. And like I always say, I got this quote from Sid Roth, anything I can do, you can do better. I truly believe that as the impartation takes place that you can take what you're receiving and then go and do ministry. That is my goal to see you raised to ministry and to anointing that God would use you for his glory and his namesake in Jesus' name. And the final comment I'm reading from last week's video. Thank you, Pastor David, for the timely and wonderful message. I am always blessed.  Well, I appreciate all the feedback that we get from all of you guys. It lets me know that the ministry is impacting lives. And if you'd like me to read your comment, then go ahead and leave your comment on this video. I will get to all these comments in next week's teaching. Not all of them will make it on the program, but go ahead and leave your comment. If you make the comment short, succinct, maybe raise a question, maybe make a point, or just let us know how the video is blessing you. We just may feature your comment on the next edition of Spirit Church.  You know, some of you have never really stuck around until the end. And this may be your first time sticking around until the end of the video, and that is no accident. I want to read you a portion of Scripture. It's a little long, but I want you to hear this. This is in Haggai chapter 1, verses 2 through 10. And this is God confronting his people in regards to his house. And it's very intense. I want you to read this. Look at this. This is what the Lord of Heaven's army says. The people are saying, the time has not yet come to rebuild the house to the Lord. Then the Lord sent this message through the prophet Haggai. Why are you living in luxurious houses when my house lies in ruins? This is what the Lord of Heaven's army says. Look at what's happening to you. You have planted much, but harvest little. You eat, but are not satisfied. You drink, but are still thirsty. You put on clothes, but cannot keep warm. Your wages disappear as though you were putting them in pockets filled with holes. This is what the Lord of Heaven's armies says. Look at what's happening to you. Now go up into the hills. Bring down timber and rebuild my house. Then I will take pleasure in it and be honored, says the Lord. You hoped for rich harvest, but they were poor. And when you brought your harvest home, I blew it away. Why? Because my house lies in ruins, says the Lord of Heaven's armies. Well, all of you are busy building your own fine houses. It's because of you that the heavens withhold the dew and the earth produces no crops. The Lord is confronting His people because they are placing their interests before His. They're saying the time has not yet come to rebuild the house of the Lord. Now I want to talk to you about supporting this ministry, but keep this thought in mind. Some of you have been waiting to support this ministry and you're not watching this by accident. You've been waiting to join in our efforts. Now is the time. Don't say later. Now I have good news. The campaign that we've been running for the new partners, every single week we're growing, there's not been a single week where we have not grown by some. And so we're keeping this pace up and it looks as though we're going to be able to do this within the year. I'm telling you, it's going to all happen this year if we just keep this pace. So those of you who are partnered with us, stay with us. Don't go anywhere. Your partnership is going to good use.  Here's a look at where we are with raising those new finances. Now again, this is just monthly. And I want to make this clear because some people misunderstand what I say. We're raising monthly support, meaning $30 a month supporters, $10 a month supporters. We need a monthly income to be at a certain place in order to go to the next phase of ministry in order to get to this next place. Now what are we going to do? I'll tell you what we're going to do. But first let me tell you why. We're doing this so that we can win souls. So that we can win people to Jesus. That's primarily what we do. Remember this ministry does two things. We win the lost and we build the believer. And we do that through three simple ways. International events, global discipleship media and worldwide television. All three of those things come together to impact the world. The gospel is the greatest way to impact the world. Now with this expansion, we're going to be moving into a new facility. We're going to be able to do more TV production. We're going to be able to do live broadcasts. We're going to introduce a Sunday night service where you guys can actually come in from all over the world. And then on top of that, we want to add a 24-7 prayer room. And on top of that, listen to this, we're going to begin to do more events in more places. I want to get to the place where we can do one event every single month in a different state. And obviously we're going to add more as time goes on. Now once we finish with this campaign, once we reach that monthly, we can move into the new facility. We can start doing all of these projects. And then, guess what? We're going to go to the next phase. So we go from glory to glory. We go from project to project. So those of you saying, well, after that, are we done with the fundraising? Nope, because we have a big vision. So we're going to get to that place. We're going to go to that next level. We're going to expand the ministry. And then we'll stop the campaign. And then we won't do a campaign for a while. We'll do the regular, we can get back to just asking for regular support, the one-time donations and the monthly donations. And then once we get to that place, I'm telling you, we're going to see expansion. I want you to expand your thinking. I want you to stop thinking little.  I want you to think big. We're going to win millions to Jesus. You watch. There's going to be a day where your support is going to help us pack stadiums. And people, thousands, by the thousands, are going to hear the gospel. And thousands are going to get saved in the services. Millions are going to get saved through watching. And it's all because we partner together with the Lord. You and I, with the Lord, there's nothing we can't do. So go ahead, partner with us today.  Some of you can do a one-time donation of $100, $500 or even $1,000. I challenge you to do that. I challenge you to do it for the gospel. I'm going to summarize again. We're constantly growing. We're expanding to a new phase. We want to expand media. We want to expand events. And we want to expand a new facility. And we want to expand what we're doing more meetings locally. And we need your monthly support to be able to do this, because of all the work that goes into it, because of all the resources that we use. After that campaign is done, then we can go back to just regular fundraising and we'll grow even more from there. So give today, don't delay. Give a one-time or sign up to become a monthly supporter. Well, that is it for this edition of Spirit Church. Until next time, remember, nothing is impossible with God. I want to encourage each and every one of you to subscribe to Encounter TV. Encounter TV features hundreds of videos that will help you draw closer to the Lord. We feature worship, miracles, teachings, and so much more. Encounter TV, experience the power and the presence of the Holy Spirit.


Black Leopard, Red Wolf, by Marlon James, Red For You, by Deon Graham, to Jeff, for Quorumoon, and a million other things, Part One. A dog, a cat, a wolf, and a fox. Be Audrey Enno or Paano. Not everything the eye sees should be spoken by the mouth. One, the child is dead. There is nothing left to know. I hear there is a queen in the south who kills the man, who brings her bad news. So when I give word of the boy's death, do I write my own death with it?  And yet my witness is the same today as it will be tomorrow. No, I did not kill him. Though I may have wanted him dead. Craved for it, the way a glutton craves goat flesh.  Look, my wretched spirit leaves this most wretched of bodies, and to smile at such tidings and dance at such a loss. Yes, I glut at the conceit of it. But no, I did not kill him. Be Audrey Enno or Paano. Not everything the eye sees should be spoken by the mouth. The cell is larger than the one before. I smell the dried blood of executed men. I hear their ghosts still screaming.  Shall I give you a story? I am just a man, who some have called a wolf. The child is dead. I know the old woman brings you different news. Call a murderer, she says. Even though my only sorrow is that I did not kill her. The red-headed one said that the child's head was infested with devils. If you believe in devils, I believe in bad blood. You look like a man who has never shed blood. And yet, blood sticks between your fingers. A boy you circumcised, a young girl too small for your beak. Look how that dreams you. Look at you. I will give you a story. It begins with a leopard and a witch. Grand inquisitor, fetish priest. No, you will not call for the guards. My mouth might say too much before the club it shot. Hey, guard yourself.  Because that is what you seek, is it not? A dark little thing that cannot be found in thirty sacks of gold or two hundred cows or two hundred wives? Something that you have lost? No. It was taken from you. That light. You see it. And you want it. Not light from the sun or from the thunder guard in the night sky, but light with no blemish. Light in a boy who has no knowledge of women, a girl you bought for marriage, not because you need a wife, for you have two hundred cows. But a wife you can tear open. Because you search for it in holes. Black holes, white holes, underground holes for the light that vampires look for. And you will have it. You will dress it up in ceremony, circumcision for the boy, consummation for the girl.  The child is dead. And so is everyone. I walked for days to swarms of flies in the blood swamp, in skin-slicing rocks in salt plains, to day and night. I walked as far south as Omaroro, and I did not know or care. Men detained me as a beggar, took me for a thief, tortured me as a traitor, and when news of the dead child reached you. Sample complete. Ready to continue?


Ar ôl gyda'r ysgol, dyw isio'r Catey pari geisio gwereddiau bryfwyd o'r redeg busnes chi'n gwael trwy ddiannus. Ffôr ysgol, she has her own business, Catey's Salon in Vangor, which is so successful that she is planning to expand into larger premises in the new year. 23-year-old Catey atribwt a success to the skills and knowledge she developed by completing foundation apprenticeships in hairdressing and barbering, through business atlan drillaw mennau. Troth Rebecca Chatfield ydy ddiddordeb yn popi yn soedd lawn amser gyda bryd, the Danish bakery, ym hont canna cardydd. The 24-year-old graduate from Abertylaire changed career direction after graduating in marine biology. She completed the proficiency in baking industry skills apprenticeship, delivered by Cambrian Training and is now considering a higher apprenticeship in food manufacturing. Dewydod sefydlydd bryd betin a sgofbro, bod Rebecca yn batrwm o brentys, ac yn llysgenad gwych i'r cwmni. Mae Shane Ash sy'n brentys perianneg yn defnyddio'i hyfforddiant aysgiliau i arbed amser ac ariannu gyflogwr tatas deal. 26-year-old Shane from Risker has already saved more than £22,000 when managing a major project to manufacture and install a coil transfer car. Having completed a series of qualifications through Bridgend College, Colleg Gwent, and the University of South Wales, he is now working towards a higher apprenticeship level 4 and a BSc in mechanical engineering.


A Federal Judicial Center Production Welcome to Supervisor's Survival Kit, a Federal Judicial Center self-study program that provides valuable information about navigating the transitions and challenges that new supervisors experience. Unit 1 Making an Effective Transition to Supervisor Welcome to your new job as a supervisor in the federal courts. You have been promoted. Don't you feel great? You should. You are probably feeling other things too. Perhaps you're thinking, I knew my old job well. It was an area I was confident in, comfortable, but I'm not as confident about being in charge. After all, people can be difficult to manage. I wonder if I'm really up to the challenge. It is not at all uncommon for a new supervisor to have conflicting feelings, feelings of accomplishment and success on the one hand and anxiety and doubt on the other. The key to overcoming apprehension is remembering that no one becomes an effective court supervisor in a few days or even weeks. It might take several months before you feel comfortable. It's a journey, a trip into unknown territory. In her book Becoming a Manager, Mastery of a New Identity, Management Scholar Linda Hill compares becoming a supervisor to becoming a new parent. Do you know how hard it is to be the boss when you are so out of control, Hill asks? It's the feeling you get when you have a child. On day X minus one, you still don't have a child.  Consider the advice that Ruby Lehrman, Chief Probation Officer in the western district of Texas, offers new court supervisors. Ruby, who was on the advisory committee for this program, has been a facilitator of supervisory training in many center programs. The best advice I can give any new supervisor or any new leader, and I give it to them in my district a lot, is to not take yourself so seriously. You haven't scaled Mount Rushmore. You are now a manager. You're now responsible for other people's work. Doesn't mean you're necessarily brighter. Doesn't mean you can jump taller. You can swim farther. It just means that you're now responsible for not only your work, but other people's work. I think sometimes people take themselves and their positions way too serious. Life should be fun. I have a little motto hanging up in my office that says enjoy life. This is not a dress rehearsal. And I believe that.  You need to enjoy your work or don't be doing it. You can, especially in our field, you can be such a detriment to the individuals that we come in contact with. If you're only there for the paycheck, you have to really be concerned with people and their problems and be concerned with how we can go about getting people to seriously look at themselves and to make some real choices about their behaviors in the past and so that it's better in the future. So managers need to just relax. Just relax and enjoy the position. We don't expect people to have all the answers. None of us have all the answers. And you can always go to someone for assistance. There's always somebody, if you look hard enough, there's always somebody who's experienced whatever you're experiencing. Find them, get their advice. See if somehow you can glean from what's happened to them that can help you through the situation and to just relax and enjoy life and enjoy the position. It does carry a little more responsibility because now you're not just responsible for yourself.  But it's not a rocket scientist kind of job. You know, just relax and use your best judgment. Obviously, there was something there for you to have been promoted. So just relax. Use the skills that brought you there and enjoy it. Enjoy life. Steve Ludwig, a clerk of court in the Northern District of Indiana and a center trained facilitator for the Frontline Leadership Program has this to say about the skills he needs as a supervisor. You need to keep the flow of information going both ways. I as a leader need to keep people informed of what's going on in the court, but I also have to be a good listener. And I have to impress upon people that what they're saying to me is really being heard. And then I want to give them some involvement. They need to be involved or empowered as to what they're doing. Give them give them some authority to do to do their job to make the decisions that they know how to do better than you in many times and also get them involved in the mission of the court and tell them how important they are to the mission of the court that the job that they're doing. Ruby and Steve both emphasize the importance of relating well to people. Though it should be obvious, we sometimes forget that supervising is a people business. And as Ruby's comments suggest, the sense of humility and balance is important as you approach your new responsibilities. There are three things you can do to successfully make the transition to supervisor. First, realize that your role has changed. Remember all of the griping you and your coworkers engaged in about management? Well, you're now a part of that group and it will not help you to join in the griping about the office. Of course, this doesn't mean you can't listen to employees when they have concerns about management decisions. In fact, as we'll see, listening skills are among the most important that any supervisor can develop. But there's a difference between listening and agreeing. The second thing you will need to do to ease your transition is to build new relationships. You will not be able to control former peers' reactions to your promotion. Some may be jealous or angry, especially if they competed for the position. Some may be relieved that you were chosen and not them. Still others may be sincerely happy for you and wish you well. Building positive, balanced relationships with your former peers and new colleagues is one of the most challenging and important things you can do as a new supervisor. The third thing you should do when you are promoted to supervisor is to shift your focus. For instance, you may be asked to supervise people performing jobs about which you have little technical knowledge. It may even be that you couldn't actually do these jobs if you had to. How do you handle this situation? Turn to the appendix in your workbook and read Ernest Archer's article, things you lose the right to do when you become a manager. Take the time to read the article now and resume the tape when you finish reading. One of the main points Archer makes is that in some ways new managers lose more rights than they gain. Put another way, supervisors have to be careful about how they act, probably more careful than they were before they were promoted. For example, you must take care to treat all staff fairly. Spend appropriate amounts of time. Use the same verbal style. Set fair and reasonable expectations for all staff members taken into account each person's position and level of experience. And provide equal opportunity to all staff members, including opportunities for training and project assignments. You also must put the work of your staff ahead of your personal work, adjusting your schedule to meet staff needs. To get you started thinking about how your own role has changed or is about to change, turn to page five in your workbook and complete exercise one, adopting new behaviors. Stop the tape now and complete the exercise. Resume the tape when you are ready to proceed. Exercise one asked you to record old behaviors you want to discontinue and new behaviors you would like to adopt. These lists of old and new behaviors can prove useful throughout your transition to supervisor, providing benchmarks against which you can measure your progress. Remember, there will be some growing pains in going from the old to the new, but the change will be worthwhile. As mentioned earlier, when you are promoted, you may suddenly find yourself supervising people who do work about which you have little direct knowledge. The most common example of this situation is the supervisor who manages a computer technician. As the courts become increasingly automated and technically sophisticated, it will be beneficial for you to educate yourself about new technologies and how they will change certain court functions. To acquire, as they say, a little savvy in this new area. The most important thing you can do, however, is establish a good working relationship with your technical staff. Research tells us that automation professionals have different work styles and work preferences than other employees. For instance, we know that they prefer to have a great deal of autonomy at work and consequently resist being micromanaged. Open a dialogue with technical staff and find out how they approach their work. Jobs with which you are familiar present another kind of challenge. For example, you may expect people to do the work exactly as you would. This expectation can cause serious problems. For one thing, if you focus too much on how people do their jobs instead of what they are accomplishing, in other words, if you micromanage, you won't have time to do anything else. Worse, by denying staff the opportunity to make decisions, you will rob them of the joy in their work. Later in the program, you will get specific advice about how to counteract such problems by delegating work effectively. Listening to other supervisors' experiences can be very helpful as you grapple with issues such as how to supervise people whose duties are unrelated to your own job experience. Besides practical advice, other supervisors can give you emotional support as you move into the supervisory role. Take the time to talk with someone who has gone through a similar transition to supervisor, perhaps someone in your office or in another part of the government. You might even consider talking to someone from the private sector. Ask the person what adjustments he or she had to make upon becoming a supervisor. Were there any surprises? And how long did it take to feel comfortable in the job? As you talk to other supervisors, beyond the lookout for people, maybe one specific person you can return to for help. As Ruby Lerman points out, a mentor can be an invaluable aid to a new supervisor. Probably the most important reason for having a mentor as a leader is the fact that you can learn from other people's mistakes. You don't have to make the same mistakes that they have made. They can maybe avoid some grief and some concern on your part by sharing with you some of the mistakes that they've made so that you don't come along and do the same thing. In our system, especially in the probation system, we have a very good training program for our line, and there's a fairly good training program in place for chiefs, but it's the people in between that for years have kind of been flying by the seat of their pants because we've lacked a formal training program for them. This program fills that gap. It fills that gap when someone becomes a brand new supervisor overnight. They're supposed to have all the answers overnight, but yet they receive very little formal instruction on how to be a manager. What they really need to do is latch on to someone who's already walked that trail and can tell you where the rocks are and where the bumps are and where the hills are so that you can be prepared for them and not make the same mistakes that have been made in the past. Another place you can turn for help and inspiration as you move into a supervisory role is the court management framework. Working with managers from across court units, center and AIL staff develop the framework to give the courts a yardstick against which managers could measure their job-related skills. The framework cites 27 skills grouped into six categories. The categories are one, leadership, two, operational, three, system, four, thinking, five, personal, and six, interpersonal. The framework also shows center education programs that can help you refine these skills. Take some time to review the court management framework on pages 9 through 11 in your workbook. Then turn to page 7 and complete exercise 2, leadership strengths and weaknesses. When you've completed this exercise, resume the tape to proceed to the next unit. Stop the tape now and complete exercise 2. Unit 2- Clarifying Expectations In unit 1, you were asked to set several goals for yourself. Behaviors you wanted to change and skills you wanted to acquire. The next step is to make sure that your goals are consistent with the goals of those who supervise you as well as of those you supervise. It's time to clarify expectations. One of the biggest frustrations people face at work is confusion over what is expected of them by their supervisors. Of course, the confusion goes both ways, and supervisors are sometimes surprised to learn what their staff members really want from them. Training specialists, Jud Watkins, Chief Probation Officer, and Bob Luke, Court Education Specialist addressed this issue in an article they wrote for the journal Federal Probation. The article titled, Role Negotiation, Sorting Out the Nuts and Bolts of Day-to-day Staff Supervision, is listed in the bibliography in your workbook. What do supervisors want from officers, Watkins and Luke ask? Timely, Accurate Reports, Substantive, Goal-Oriented Supervision, High Morale, and Loyalty. What do officers want from their supervisors? Support, Technical Advice, Structure, and Praise. Employees and their supervisors can clarify their mutual expectations by using a strategy called Role Negotiation. Luke and Watkins define Role Negotiation as an interpersonal communication technique that produces specific behaviorally related feedback of value to either a supervisor or an employee. In other words, people need to be clear and honest about what they expect from each other, and they need to agree on how they can work productively together. Clarifying expectations is a critical ingredient in any successful relationship. When President John F. Kennedy offered Robert McNamara a job in his administration as Secretary of Defense, McNamara said, I will take the job if I can hire who I want, and if I don't have to go to parties and be a social secretary. McNamara even provided Kennedy with a written version of this agreement and a place to sign it. McNamara, if you remember, got the job. You don't necessarily have to be as forward as McNamara, but in general, it's a good idea to get all the cards on the table. And what about your manager's expectations of you? To pin these down, you should ask your manager three questions. First, what are the five most important things I must do in this job? You probably do far more than five things as a supervisor, of course, but it's essential to identify the four or five specific duties that your manager thinks you should concentrate on, the four or five things on which your performance evaluation will be based. The more specific you can get your manager to be about your duties, the better you will be able to prioritize your work, and the fewer surprises there should be during your performance review. It's also useful to see if the five duties your manager cites match your job description. The second question you should ask your manager is, how will you know that I am successful at my job? His or her response should focus on the results your manager is looking for relative to your specific tasks and responsibilities. For example, is it the number of docket entries per day? A reduction in problems with chambers? An increase in employee morale? The third question you should ask your manager is, what are my specific budgetary responsibilities? Budget is singled out because the courts, like other government institutions, are under increasing pressure to show that they are using taxpayers' money wisely. As a supervisor, you are now a part of the financial management equation. Once you have clarified expectations with your manager, you should do the same with your staff. The issues you clarify will be the same, but since you will now be approaching them from the staff's point of view, you will frame the discussion by stating your expectations, which of course will reflect your manager's expectations of you. Clarifying expectations will give you an opportunity to begin developing your management style. Also, by ascertaining your manager's expectations of you, and by in turn making your expectations clear to your staff, you will set the stage to develop good working relationships, enhancing your unit's productivity, and minimizing wasted time. Complete exercise three, clarifying expectations with your manager, and exercise four, clarifying expectations with your staff on pages 15 to 20 of your workbook. Stop the tape to complete these exercises before proceeding to unit three. Unit three, building trust and credibility. Trust is a precious commodity. Employees who trust their supervisor will do their utmost to get the job done, even if it means taken on duties that lie outside their job descriptions. Similarly, a supervisor who trusts his or her staff members will allow them the freedom they need to be creative and productive. How does a supervisor gain employees trust? This is a difficult question to answer. As C. Paul Barlow, Executive Director of the Natural Resources Conservation Institute, has written, trust cannot be created as if it were some kind of benefit plan. It has to be built up over time through behavior that shows that management thinks about its employees and tries to take care of them. If you are reliable, consistent, and focused on the organization's mission and goals, as well as protective of its interests, you will be trusted. Remaining committed during the tough times likewise inspires trust. In their book, Credibility, authors James Cousis and Barry Posner make this compelling statement. The credibility of leadership is what determines whether people will want to give a little more of their time, talent, energy, experience, intelligence, creativity, and support. Rather than sheepishly following orders, constituents of credible leaders act with moral commitment in following a common purpose. Managers with little or no credibility could threaten to fire people who balk at actively participating in the program, or they could entice constituents with more money. But threat, power, position, and money do not earn commitment. They earn compliance, and compliance produces adequacy, not greatness. Cousis and Posner cite five ways that managers can earn and sustain credibility over time. One, projecting an image of self-assurance. Two, learning to appreciate other people's differences. Three, affirming shared values. Four, developing employees' capabilities, and five, sustaining hope. Let's look more closely at each of these ideas. First, projecting an image of self-assurance. As a supervisor, you may find yourself trying to be all things to all people, like the title character in Woody Allen's movie, Zellig, who transforms himself to please his various audiences. Such transformations are superficial and ultimately counterproductive. People respond more favorably to leaders who are comfortable with who they are than they do to leaders who are insecure. As Warren Benes, who has studied leadership for many years notes, leaders learn from others, but are not made by others. So, who are you? In the courts, supervisors do not typically have a lot of time for introspection. Nevertheless, as Pete Thompson, a team leader of courtroom deputies in the district of Maryland, suggests new supervisors would benefit from taking a little time for self-examination. I think that for people who have never been in a leadership position or never been the team captain or never been the leader, I think the advice that I would offer would be to search yourself first, to find out what it is within you that makes you tick. What it is within you, the questions that you would have answered. What are you looking for?  So, start within yourself. Start within yourself in that you want to pull out the best that you are. I've had a lot of people in my life who have been very positive influences on me, from coaches to friends to my mom, and you know, just kind of pulled the best out of me, the stuff that I didn't know was there. To look for somebody that can help you to get in touch with what's inside. And once you can deal with you, it's easier to deal with somebody else. There are many tools to help us discover more about ourselves. The Myers-Briggs Type Indicator, for example, can tell us a great deal about our preferences, including our preferred way to gather information and make decisions. There are also feedback instruments available to supervisors that can help you gain insight into the impact of your management style on your employees. A list of these instruments is included in the appendix of your workbook. Appreciating differences in others, the second practice that Cous's and Pulsner recommend for enhancing credibility is necessary due to many changes in the workforce. Today's supervisors find increasing diversity in the workplace, differences in age, race, ethnicity, and gender, among others. Thus, they encounter increasingly varied points of view. To be successful in the face of these conflicting viewpoints, the supervisor must strive to look at things from the employee's perspective, to empathize with the employee. At the same time, the supervisor must keep in mind that often, no one perspective will be right and the others wrong. Fighting over differences is therefore pointless. Consider the well-known sketch on page 22 in your workbook. Look at the sketch one way and you see a young woman. Look at it another way and you see an older woman. Which is the right way? Either one. It all depends on your point of view. One of the best things you can do as a supervisor in a diverse workplace is to treat all employees fairly. Avoid showing favoritism to people who are more like you. At the same time, make an effort to learn more about the people who are different, their backgrounds, training, education, and experiences. Tap into the insights of those who see the world or your office differently than you. Effective supervisors learn how to parlay diversity into an organizational asset. The Federal Judicial Center Publication Diversity in the Courts, a guide for assessment and training, helps courts develop diversity training programs for general staff and supervisors. It provides suggestions on managing a diverse workforce, enhancing productivity, and fostering employees' understanding of one another. The guide includes a list of readings and training videotapes. The Center's Computer-Assisted Guide in Your Survival Kit, entitled Supervising in the Courts, Tips for Success, provides some additional advice and resources on valuing diversity. And again, empathize. Here is Pete Thompson once again talking about the importance of seeing things from the employee's perspective. Sometimes we get so hung up on being in a position that we forget that we were once in the other position. So I keep contact with that inner me that says you were a team member before you were a team captain. Try to remember what it was like on the other side. Try to remember what it's like put yourself in their place and try to look back at yourself and see what it is you would like from yourself. So don't get to the point where your hat is too small, where you need a shoehorn to put your hat on because a lot of us do that. Remember what it was like and just, you know, don't get so swelled head, get such a swelled head that you can't relate to what it was like to have those problems, to have those frustrations, to have those questions, to have the concerns that you are now hearing from somebody else and make yourself available from that standpoint, not just from I'm too busy, I can't talk to you. That problem is just too small for me to deal with, go talk to somebody else, but take the time and it builds a gap not just between you and that individual, but it helps that person to deal with maybe management or somebody else, somewhere else that they couldn't deal with before because they felt like nobody's listening to me, nobody's paying attention, nobody understands, be understanding. Listen, lend a good ear and people have a tendency to respect you for that. Affirming shared values, the third practice that Cousins and Posner recommend to enhance credibility is all about mission. In his book, The Courageous Followers, Standing Up To and For Our Leaders, author Ira Shalev says, an organization is a triad consisting of leaders and followers joined in a common purpose. The purpose is the atomic glue that binds us, it gives meaning to our activities. Followers and leaders both orbit around purpose, followers do not orbit around the leader. To ensure that the glue Shalev described sticks, supervisors must embrace the mission of the organization and communicate to employees that their main goal is to fulfill that mission, not to please quote the boss. Sometimes supervisors are afraid that if they demonstrate a passion for mission, they may appear foolish when they, for example, show passion like McDonald's CEO Ray Kroc, who was known to talk about a perfect hamburger bun. It's true, employees may sometimes balk at your enthusiasm, but if you are truly sincere, ultimately you will be rewarded. Kroc's foolish idea led to a rock solid standard in quality for McDonald's products. So what is your mission? Why do you as an arm of the federal courts exist? In 1960, David Packard, one of the founders of Hewlett Packard Corporation, suggested that organizations must dig deep to find the real reasons for their existence. As we investigate this, Packard said, we inevitably come to the conclusion that a group of people get together and exist as an institution, so they are able to accomplish something collectively that they could not accomplish separately. They make a contribution to society, a phrase which sounds trite but is fundamental. In light of Packard's observation, leaders can be seen as mission facilitators. As Cousins and Polesner note, leaders are individuals who can help build consensus about purpose, enabling people to work toward a common goal. During the fast pace of the workday, it's easy to lose sight of the noble business that the courts are actually in, providing justice to citizens of the United States, protecting their rights, and resolving disputes peacefully. These are the things the public cares about, not who got promoted in the court or who's allegedly liked better by the judge. When you, the supervisor, stay true to the court's mission to what the public cares about, you inspire staff members to do the same. What's more, your managers will respect you when they see that you are united with them in pursuit of the court's mission, even if you occasionally disagree with them about the methods of fulfilling that mission. It may be that you yourself feel that mission is the business of the higher ups. The judge, the clerk of court, your chief, they're the ones with the real power to affect the court's direction, you say. It's true that your formal power is not equal to theirs, but as Shalef says, you and your staff have far more power than you may think. You have the power of purpose, the strength that comes from commitment to the common good, you have the power of knowledge, the possession of skills and resources the organization and its leaders value and do not want to lose. You have the power of personal history, a record of successes and unassailable contributions, and not least of all, you have the power to speak the truth as you see it to leadership. This brings us to developing employees' capabilities, the fourth practice that Cousins and Posner say will help supervisors enhance their credibility. As a supervisor, you should be in constant search of the talents your people have. Kim Blanchard talks about the art of catching people doing things right. Another way to look at this idea is from the perspective of Zig Ziggler, who once said that working with people is like mining for gold. When you mine for gold, Ziggler says, you must literally move tons of dirt to find the single ounce of gold. However, you do not look for the dirt, you look for the gold. This is a powerful statement because among other things it suggests that developing people's skills is a long-term proposition, an investment that you, as a supervisor, must make. It is also an investment that pays high dividends, however. People respond favorably to a supervisor who takes an interest in them and their professional development. How do you develop your employees' capabilities? First of all, you must recognize the importance of training. Stephen Cubby makes this point well in his book The Seven Habits of Highly Effective People Restoring the Character Ethic. Suppose, says Cubby, you were to come upon someone in the woods working feverishly to saw down a tree. What are you doing, you ask? Can't you see, comes the impatient reply, I'm sawing down this tree?  How long have you been at it? Over five hours, the woodcutter returns, and I'm beat. This is hard work. Well, why don't you take a break for a few minutes and sharpen that saw you inquire? I'm sure it would go a lot faster. I don't have time to sharpen the saw, the woodcutter says emphatically. I'm too busy sawing. So as a supervisor or team leader, you may need to help employees sharpen the saw to make sure they take time to preserve and enhance their abilities. Specifically, you need to stay in touch with employees so you know when they are experiencing difficulties with particular tasks, so you can offer solutions to their problems. The Federal Judicial Center has a network of over 300 training specialists and offers dozens of educational programs for federal court personnel. Get to know your court's training specialist. That way, you will be on top of the educational options available to your court or office. There are also training programs now available on the World Wide Web. And of course, you will find training opportunities in your local community. We have now looked at four of the five practices that Kousis and Posner recommend for building trust. The last one, sustaining hope, is perhaps the most basic. Credible leaders keep hope alive. They build support, are upbeat, and optimistic. It is important for court supervisors to remember that their behavior, even their moods, can strongly influence their staff. An angry boss has a powerful ripple effect among staff. On the other hand, an optimistic and upbeat boss can help keep morale high. It is rare to find an organization where the boss is totally devoid of hope. Optimism and inspiration and his or her staff is filled with positive energy and vitality. Author Stephen Covey talks about principal-centered leaders. Leaders who radiate positive energy. Principal-centered leaders are cheerful, pleasant, and happy, Covey says. Their spirit is enthusiastic, hopeful, and trusting, and they don't overreact in negative behaviors, criticism, or human weaknesses. Principal-centered leaders don't feel built up when they discover the weaknesses of others. It's not that they are unaware of weaknesses. Rather, they realize that behavior and potential are two different things and that all human beings have unseen potential. So those are the five ways you can enhance your credibility. One, by projecting an image of self-assurance. Two, by learning to appreciate other people's differences. Three, by affirming shared values. Four, by developing employees' capabilities. And five, by sustaining hope. Now think about your own quarter office. How do these five practices apply in your situation? Are there any actions you can take to make these practices work for you? Stop the tape now and take some time to record your ideas on pages 23 and 24 of your workbook. When you have done so, fast forward the tape to the end of side A. Resume with unit four on side B when you are ready to proceed.


So today we'll be talking about how do you debug progressive web app using Lighthouse. So today our outline is we're talking about what is a progressive web application. And then we'll talk about the Lighthouse that Google designed to audit our websites, to check our web performance. And then we'll talk about how do we run Lighthouse on web pages. You can either do it by using Chrome DevTools or you can use it by the Node.js using command lines. And then I'll cover a bit about what Chrome DevTools are. I'll talk about how do we share and view Lighthouse reports. And I'll talk about how do we do continuous integration and continuous delivery of Lighthouse for our web pages. And then I'll continue to talk about how do we link the Lighthouse reports to our websites using a web UI. And finally I'll show a simple Lighthouse report. How do we do a simple Lighthouse report using a mock PWA at using the audits? So what exactly is progressive web application? So progressive web application is a tool designed by Google. It's a web application that you can build using CSS, HTML and JavaScript. And it works on any web browser and it complies with the standards by the W3C, the World Wide Web Consortium. So what are the features of progressive web application? Firstly, it's progressive. You can use it for any browser, any version because it improves the architecture of a PWA fits those systems. It's progressive, which means that if you're running a PWA you can do it for any screen size, you can do it for laptop, you can do it for tablet, you can do it for phone. It's faster after initial loading. What does that mean? It means that if you need to load the initial resources and elements after loading those resources, you don't need to download them again. You don't need to cache them again. The traditional way of how browsers work is they download the resources and they cache it. But for PWA, once the resources are loaded, they don't need to be re-rendered. It's connectivity independent. So what does that mean? It means that it can run on offline pages. It can run on very low connection quality. It's safe, it's discoverable and you can install it like an app. So how do we test our progressive web application? We can use Google's Lighthouse to test the performance of how our application is working. So what is Google's Lighthouse? Google's Lighthouse is an open source automated tool for improving our quality of web pages. It has different characteristics and features that we look into and then we can determine how do we improve our website. It contains audits for performance for progressive web applications, for search engine optimization and other features. You can run using Chrome Dev2 on the Google Chrome browser and you can audit. So how does the Lighthouse work? First, we audit a URL that we are testing and then we will return the report on how well the page runs. And then the development team will then use the audits, the failing audits to improve the overall page. So how do we run Lighthouse as a Chrome 2 extension? So first, in the Google Chrome we select the URL we wish to audit. And then we open Chrome Dev2 on the browser and we click the audit tab. And then for the audit tab we will perform the audits. And then based on what you are looking at you will select the different audit categories and you will run the audit and then you will generate the report. So how do we run Lighthouse using Node? First, we need to make sure that we have Google Chrome and Node.js on our machine and then we install Lighthouse using the global tag which is npm install-g Lighthouse so we install it as a global module. After that, we run an audit by running Lighthouse and the URL. And then if you want to know more about other features of Lighthouse we can type Lighthouse-help and it will show all the features and functions we can run on the command line. So what are Chrome Dev2s? Chrome Dev2s are web developer tools that Google has built directly onto their Chrome browser for us to test features. So for us, if you want to test work on DOM the document object model or our styling sheets we can right-click our element and then we select inspect to access the element panel for us to make to check how does it look how does it render and if you're using Mac machine you just press command control C but if you're using Windows, Linux or Chrome OS you run control shift C and for us to check for log messages or javascript on the Chrome Dev2s we can use command option J for Mac or control shift J for Windows, Linux or Chrome OS to access the console panel to do debugging. So what's the application of Chrome Dev2s? Why do we use them? First, we can view and change the DOM and we can do the necessary changes how does the web page load and then we can also view and change a web page style using CSS So Casey Best wrote very good articles about these two topics or how we can perform this test using the Chrome Dev2 and we can use Chrome Dev to also debug javascript we can view messages and also run javascript in the console we can optimise the website speed we can change our code so that our website look faster and we can also inspect the network activity so how do we share and view reports using JSON so in Lighthouse there's this thing called a viewer where we can share and view reports online and we can and the Lighthouse reports are all in JSON format so how do we collect the JSON output that we need first we go to Chrome Dev2s and then we download the report and from the command line we will run Lighthouse.js output you run that command to get the to set the output of path to sorry we will run the command to set the Lighthouse on Lighthouse we set the output to JSON and we will set the output path after setting the path we will go back to the viewer and we export the file and we save it as a JSON format so how do we view the report data first we go to the Lighthouse viewer on Google Chrome and then we will attach the JSON file onto the viewer or we can click on the viewer to insert the JSON file so we can also share and view reports using githubgis so we can share them using secret githubgis so how do we do that first we need to export the report using a gis so we export and we open the gis in the viewer and from there in the viewer we click share and if you are doing it for the first time we give permission to access the gis data so your gis will be created using the Lighthouse reports JSON output and the report the gis file name has to end in lighthouse.report.json so how do we view a report save in gis first we add the gis gis equal to id to the viewer's ur to the viewer's url where id is the id of the gis and then after that what do we do we will open the viewer paste the url of the gis into it so ci so now I will talk about what is continuous integration in web development so continuous integration means that we are able to continuously integrate our code into simple, shared and easy to access code repository so it means that you will continuously integrate whatever code changes we are making on our code base so what are the advantages of using continuous integration in web development we are able to decrease the time we review our code we will be able to not ship broken code or code that's not working and we will be able to maintain the code easily and produce updates so how do we do ci in lighthouse we can use so triosh is a contributor and he has this github code repository on lighthouse ci action where he automatically runs lighthouse on every pool request with github action so you just clone the code repository clone the code from the code repository and then you will run the project with your github account and then you will automatically check for your lighthouse when you update your web pages or your code and then we can also integrate the ci for lighthouse using static site generators like jacku getsv or hugo and then there's also this code repository by hcharm on github about how we can use lighthouse so it's a beginners tutorial and it uses react they do lighthouse rendering and checking our web pages for react web template now i'll talk about what is continuous delivery in our web development so what is continuous development continuous development is the development delivery feedback and quality management that runs in parallel at short intervals and a continuous loop which means that you are doing development work you are staging a code into the production server and you are also receiving feedback from the code so they are all running together at the same time so what advantages of using continuous delivery in web development we are able to troubleshoot problems that we face in the website we are able to perform quicker and more frequent releases according to our feedback loop and we can accelerate the feedback loop and improvements so we can improve our code base faster because we know what is the problem of the code we can debug faster and also it will reduce our cost on testing so now I will talk about how do we link our report to our website using web UI to monitor progress to monitor the web performance so Google has this thing called the PageSpeed Insights so we had to run PageSpeed Insights first we go to the PageSpeed Insights page on Google and then we select our web page URL that we want to to run the page on to run the lighthouse on and then we click analyse and then we are able to link the report back to the website but before that we definitely need the report so before that we need to run the audit for the report so now I will show you a demo of how a PWA works so before that a progressive web app has to contain a web manifest a service worker and an app icon of 7 different sizes to fit different screens so now I go to my code base so this is a very simple boilerplate progressive web app so first there is the index for the HTML there is the it works so there is the iOS screens so Apple and also there is also the icons the faith icons and then there needs to be a manifest.json so the manifest.json has to contain the name of an app the language where your website running in your faith icons for the different sizes screen sizes to support different screens and of course you need also the background color and the tint color because it will be something that the Chrome Chrome app will check so the other important thing is you need your service worker JavaScript file to do caching for your pages so what do you do first you name the cache and then you run different pages for the for your files to cache and then after that what do you do is you start the service worker and you cache all the apps content and then after that you will serve the cache content okay so now I will run this app on a web server so there is this thing called live server extension of widgets to your code I am going to run it sorry so I am running so now it is loading okay but because Lighthouse doesn't run on Firefox so I will put it on Chrome okay so that's how it runs that's how it renders so I go to Lighthouse I will search for developer tools and then I go to audits and then I run the audits and then the Lighthouse report will generate so based on report it will show you how fast a reliable website is it will show you about what installable items it will talk to it will give you your feedback on what is your optimisation so do you optimise your PWA do you redirect your HPB website and then there is this thing that I was talking about the background colour which is the set, a team colour to address bar so you will check for all these conditions and then you will export the report to your website so that's all thank you


Hey, what's up? You guys welcome out to my channel if you're new here. Hi. Hello. I'm Lydia And if you are new here, make sure you hit the subscribe button during the growing Camelie Today we're doing the calibration with the wonderful Alana. Hi guys. My name's Alana today We're collaborating on a video of self-harm coping skills. So when it comes to self-harm coping Strategies and skills. This is something that I have kind of developed over time I think it's important to remember that It may take you a while to figure out what coping skills actually work because not everyone will have the same ones and I think it just takes a bit of trial and error until you find some things that work. I might go through a couple of things that I found helpful just in case any of you guys want to try it. I am currently four months self-harm free I'm almost a year and a month free from self-harm. So I would say the first Croping skill would be destruction. So for me, that was a really big one. I Whenever I would get a like be triggered or I get an urge to self-harm I would just go and do a task. So that may be something just like cleaning my house or Filming and editing a YouTube video could be doing some singing or listening to some really good music watching your favorite TV show Anything like that. Just Have a list of things written down That you can then just go pick from and I think that really helps because then you don't have to really think about it In the moment, you can just choose one Having a shower or a good bath. I like to have a bath when I get urges It really helps. I have a really hot bath. I don't run any cold water into that. It's just feeling hot The other one that is often recommended, which you might have heard is to use your body to kind of physically Calm down. So in DVT, there's a acronym called tip. So This can be really helpful for some people. So T is for temperature. I Is for intense exercise and then there's two P's so pad muscle relaxation and then Pad I think it's called pad breathing Oh paste breathing paste breathing. So Those ones require you to do sync with your body. So obviously exercise really intensely for like 10 minutes maybe or Fill up your sync with really cold water and put your face in it and hold your face in there for about 30 seconds or as long as you can because it actually triggers off a Kind of like a really kind of reboots your body And because it's such a shock to your system like to your body it can often kind of pull you out of that state of You know, like if you're dissociating or Not really being able to think right that can be helpful as well Going for a walk sprint bike ride Personally, I have no illness. I used to go for walks to try and cope with suicide Dripping red food coloring to make it seem like blood, but without that being actually being blood Using a fidget toy There's a lot of them out there. I've got a box full of them. Here's another video I'll link it on the iPod They think a punch bag Now I don't own a punch bank or a puncher pillow Same effect another thing that I would recommend is to start journaling every time we have an urge Start journaling because there may be specific triggers that are coming up that are actually triggering you So a lot of the time we have self-harm urges. We kind of think well that came out of the blue I have no idea why I had the urges had the urge nine times out of ten There will be a reason why you have that urge and it can be very hard to figure that out So if you start journaling and just writing what happened before you felt triggered Why you you know why you felt triggered? Did you act on the trigger? Just all of that. It's like collecting data and over time You will start to hopefully find patterns and be able to figure out kind of why you're doing it because I think All these other coping skills do work, but at the end of the day you do have to figure out What's under all those layers and why you're actually doing it? So you can then use the distraction and coping skills to address the issue Going on medication now medication is one of the stories as I stopped self-harm We heard just didn't get the urges when I was on medication taking a nap This is one of my signature rules Whenever I start to feel down or get urges, I have enough So I hope that that helped you guys I have found You know obviously fighting off urges very hard at the beginning But when it when it gets, you know more time starts happening and it goes by and then you haven't acted on the urge It becomes easier really does you just have to kind of push through that like initial stage Which can be really horrible And can honestly feel like you're going insane, but it does pay off like I promise you it really does So yeah, I'm going to leave you there Hopefully this was helpful and I will see you in my next video


Everybody forced here ripping one box of 2022 top scrum f1 racing hobby for Debbie C. We go Debbie Come on super fracter ready to pull a super fracter Speed demons asked about okon base pack so far reason color. It's our first parallel checkered flag. Yo, it's capito Tee-fee album. Come on red and green Lewis Hamilton Grand Prix winner as her by John The red and green are one and 190 packs Pretty rare there every few boxes speed demons Yuki Sonoda for no 190 is a Refractor Fernando Alonso Grand Prix driver of the day 2021 or drive the day hungry And a gold wave auto of Jehan Daravalla numbered 47 of 50 You go Debbie nice gold wave auto about a case it did. Yeah Max we're stopping Grand Prix driver of the day Saudi Arabia refractor less than a case it I guess Ricardo refractor Speed demons Lewis Hamilton. It really has been Scotty. I was just thinking that and they're all from the same case Maybe it's just a really really really good case. They were the top four in the case that I ripped tonight, so And purple refractor Sergio Perez very nice 120 of 399 That's solid peller and all of them as well. It's been good Schumacher Magnuson Fractor Lance stroll Art de Grand Prix About a case it on these two Very nice United States Scuffs on this I think are like tape. Maybe that's awesome. We'll mag that Can you see if this will come off on the right side here?  So that's just up. We'll get that mag for you. Congrats on the case hit Debbie Roughly case it. It's got a pack average Basically a case it's mini diamond Esteban, Okon a Grand Prix winner of Hungary 256 299 Verstappen Perez and some gold coming up after this Lewis Hamilton Grand Prix winner Spain Is a Lewis Hamilton Grand Prix winner Portugal 47 out of 50 well Awesome box. Thank you Debbie for the order. We'll get this one mag as well and we'll get these cards out to you in a bit