Good evening. Good morning. Good afternoon wherever you are joining us from. My name is Abhijit Baduri. I work as an executive coach and I also advise organizations on the talent strategy. Now, one of the things in working with people I've realized is one of the toughest things to crack is how to get motivated to do something. Even if it is something which is good for you. Have you ever felt that? Yeah, so you know, let's say going to the gym is good for you. But how do you motivate yourself to actually do it? Yeah, and then of course you have a scenario where you come into a level two problem.  Which is how do you motivate the organization to do something? And this is why I just thought that I'm going to talk to you about this particular thing today called intrinsic motivation, which basically means it's not driven by any kind of a reward system. It's not driven by some kind of an incentive. It's just that you want to do it. So that's the intrinsic part of it. And I found that there's a fabulous book which I recommend you must check out. This is a book called Intrinsic by Sharad Jeevan and he was recently awarded the Order of the British Empire and I am today going to talk about intrinsic motivation to Sharad and I'm going to ask him all these tough questions. So do tell us where are you joining us from and what is the one question you would really like Sharad to answer? Because this is a real tough thing, which I think it'll be a great idea if we share our ideas together about what you've seen working and what Sharad has learned from his years of research. He's done some interesting work in schools. As I was reading the book, I thought it'd be great for me to share it with you. So without any further ado, let's get started. Sharad, welcome. Thank you so much. Did you notice that I have that book in that screenshot, which is there, you're on my bookshelf, prominently displayed? I was very impressed by the GTI anyway. I saw that as well. I was very impressed by the book. But how's it been the reception to the book? I know you've got a new red-colored cover as well. I noticed that. Which one do you have? Yeah, let me show you the audience as well. But both are very much available and I know it's been great. And one of the things that's been so exciting of GTI as writers, we spend years in a dark room writing for ourselves with our publishers, but getting ideas come out into the world. And so I'm working with companies like L'Oreal, for example. I'm working with the government of Kenya on their civil servants, talent strategy and entrance, working with people trying to address homelessness, venture capital funds, and also with individuals as well. So it's so nice to see the ideas get out there now and really make a difference in the world and help us hopefully all be more motivated in our lives. Absolutely. I wanted to sort of dive straight into the subject that when you started to write the book, was it the result of the research that you've done? Was it an independent idea? What's the trigger? And what is the hypothesis of your book? So the way this all starts, it was very much in India. That's why it's really special to have a chance to talk today. I'm an economist by background, have a business background. But I spent the last 10 years, most of them, funding an organization called Stir Education, starting in the slums of Delhi in poor communities like Sri Lampur and Shadr and so on. And what I realized from that work was that we were trying to do all kinds of things to help teachers improve their teaching practices. But if they didn't want to change in the first place, if they weren't motivated to want to change and improve, no amount of technical training was going to make any difference. And so we realized this. We tried this small experiment I talked about in the book. We hired a wedding hall in Sri Lampur and very rickety old wedding hall, the biggest place we could find. And we invited 400 teachers to come on a Sunday. It was like 45 degrees centigrade that day, the final day of an India-England test match. And we invited them to come and see if they would want to spread their energy and work together on their motivation. And we were taking vets in the team as to how many would show up that day, Sunday, all these things. I remember I thought 80 would show up of the 400, about 20%. In fact, 340 showed up. Most women, some brought kids. We had to create a little kindergarten on the side. Many brought husbands or brothers and so on. We had to cater for them as well. But the energy was so intense and so exciting. And so what I realized was that I'd confused the baby with the bathwater. In a way I was trying to plant seeds, but the soil wasn't fertile. People don't want to change and are not motivated. Nothing can happen beyond that. So everything I did focused on motivation and the organization reached about 30,000 schools in India. In fact, it reached every school in Delhi with the Delhi government, worked with the states of Karnataka, Tamil Nadu, etc. From that work I learned that there was a lot of academic research on motivation out there. But actually how do you apply this practically in our lives? In our organizations and teams, as you said, and in society more widely, there was almost an unknown a black box. So that inspired the book. It just came out at the end of last year. And what I do now practically is advise a whole range of organizations from government ministers, to CEOs of companies, to education figures, politicians, on how to apply these ideas of intrinsic motivation to our lives. And also obviously talk to individuals and hope to help at that level and help us all practically today as well. So today just for those who have joined in late, I just would invite you to share where you are joining us from. I'm actually joining you from the beautiful city of Kolkata. I'm here today. And Sharad, where are you joining us from? From which city? I'm in a very gray and miserable London. I'm jealous about the sunshine out in Kolkata as well. But no, it's good. We're coming out of lockdown here in the UK. People are out. We're doing face-to-face meetings, workshops. It's such a nice time. It's an incredible city, as you know. So to be able to enjoy it again is a real pleasure. And these two years of the pandemic have been so tough. I think it's a real chance to reignite now as well. Is it, you know, when you talk about motivating somebody else, is it the same when you do it on Zoom or, you know, on a digital platform versus in person? Does that change? What is your take on that? I think both are possible. I have many of my partners, clients all over the world in the US or Australia or India, for example, or Kenya. But what matters, I think more, is really the principles of motivation applying them. I think you just have to put a little bit more effort when it's on Zoom to make sure you build that relationship and it doesn't just become transactional. So I think both are very much possible. I think in the face-to-face world, we can have a little bit more of the quiet things that happen around meetings and discussions to pick things up. But I think we can build relationships well in both contexts. So tell me about what you learned about motivating the teachers in Delhi. What did you find? What was missing when you called them in and what made them show up? What did they want to change? What was your finding in that? I was trying to think in the book of what the right image, the right metaphor was to describe what I was learning about. And this applies, of course, to teachers, but to all of us. And I was thinking about the many hours I spent on a car in India, right across many cities.   But it was not usually a very pleasant ride. And that's a bit like extrinsic motivation. It's like it's doing something, as you said at the start, because something else is promised at the end, either a reward, a punishment, a sanction. If you think about the opposite, intrinsic motivation, self-motivation, motivation from within ourselves, that's like driving an electric car. You know, you're gliding on the road. You feel like it's pleasurable, rewarding, fulfilling in its own right. And, you know, basically, the 30 years of evidence shows us that we need both, we need both extrinsic and intrinsic motivation. But in general, and I think especially in India, our motivational dial is set very much more towards extrinsic. And in fact, the research shows that the more we live our life by intrinsic principles, motivation from within, we're going to be happier for one, will be more fulfilled, number two. And three, we're actually going to be more successful in the long term. That's in our work lives, but also in our parents and our marriages and citizens of the countries we're in as well. That's fascinating. So, does it mean that, you know, when people, when you look at the vast number of people who have to be motivated to do, give their best, organizations really struggle with that, that, you know, they say that, you know, this person is not motivated at all, you know, and everybody looks for passionate people. So, is this something, I know, this is one of the topics that you've discussed in the book, but I'd love for you to talk to my listeners and tell them, are people born motivated in a certain way?  I mean, why is it that when you look at some of the people, let's say people who are training for Olympics, yeah, and, you know, Usain Bolt, for example, says that I trained for four years to run, you know, for those 10 seconds. So, what is it that, you know, is it the glory? Is that what it is? Is it that the person is internally driven? What makes the person become like that? Yeah, it's a great question. I let's take the idea of sports stars, for example, Jit. So, I'm a big tennis fan, and I was looking at the career of Roger Federer, the tennis player, and he, you know, he would play the perfect tennis set in his, did I lose you there? Should I go back or? No, no, no. So, I was talking about Roger Federer and tennis to use your Usain Bolt analogy, and, you know, he plays the perfect tennis set in his mind, not against Nadal or Djokovic, he plays it against himself. And the idea there, this idea that really any of these top athletes and any of us, we can all reignite and sustain motivation. It's not something we're born or not born with, it can be developed. And there's a lot of evidence that most of us have a high degree of intrinsic motivation to start with, you know, look at teachers working in schools, they want to make a difference, right? There are many other careers out there, but it's the culture around us in a corporate or in our organization or, you know, our marriages or our schools or parents, that tends to reduce that motivation over time. So, the key is for us to really think about three internal drivers, and I talk in the book about purpose, and this is how what we do helps and serves others. It's a bit like the destination or the GPS you put into the car to know where you're going. The second thing is autonomy, and that's feeling like you're at the wheel of the car. And India, there's always a often a backseat driver telling us what to drive, whether it's our in-laws or our boss or whatever. It's saying, no, no, I listen, I'm listening to you, but I want to drive there, I want to drive. And mastery is, you know, everything from the motorbike or the annoying pedestrian or the the potholes, it's being able to master the road and be the best driver we can be. So, purpose, autonomy and mastery, these are three conditions that make us highly motivated. It's not about how fancy our office is, not even about our salaries really, any of these things we normally expect, it's about these internal factors, and we can create them for our own lives and also in the organizations we work in and live in as well.  You know, can a teacher do that for the kids? Can, you know, a spouse do it? Can a parent do it? How does it work? Exactly. So, I think we can do a lot ourselves for our own lives, but I think one of the things I talked about in the book, one of the big ideas is the idea of nurturers. And I think in general, you know, if we find people in our lives who can nurture us, we're much more likely to stay in the course, stay motivated, and be successful. Then, you know, I talked in the book, I was lucky to go to Cambridge University for my undergraduate degree in the UK, only because I had one very stubborn English teacher who saw in something, something I didn't see myself, my parents didn't see. He almost forced me into the back of his car, got me to go, drove me to Cambridge, waited outside various admissions offices till I basically applied. I didn't think I was good enough. But he was a nurturer. He tried to really help me get to a place I wouldn't have got to otherwise. And so, there's a lot we can do to nurture motivation in others. And I looked at restaurants, I looked at publishing, I looked at venture capital, you know, a whole range of industry sports, and that role of nurturers. But I think often we tend to, sometimes we have these people, sometimes we don't have them. If we don't have them, we shouldn't lose hope. There's a lot we can do to bring it into our own lives. So, if I can give one example of them. So, let's say in the world of work, let's say we work in corporate India, we work for a company, and I'm sure that we've been spoon fed or pushed that the company mission statement, right, what the company stands for, there'll be all kinds of corporate training and workshops and so on for that. Very few of us have a personal mission statement. Going back to this idea of purpose, you know, our work helping and serving others. So, I made it a goal myself to try and create a personal mission statement for me. Let me just give you mine. And also, I help organizations and leaders to reignite in a drive by writing, coaching and consulting. So, I help organizations and leaders to reignite in a drive by writing, coaching and consulting. So, I help. So, who am I helping to do what and then by doing what? So, if you can express that in about 15, 20 words max, you've got a clear GPS that you know what you stand for. And I think the most motivated people I've seen in work, they're not just, you know, applying for a job description, doing what the company wants, they have a sense of what they want to do and what they stand for. And a good, I think now a good deal at work is where it's like a marriage. We are fulfilling the company's mission statement, but they are also helping us to achieve our mission statement as well. And it's a bit like the army talks about a tour of duty, you know, three, four, five years, how do you work together? Then in five years time, you might revisit and have another mission statement to look at. But that idea of these very simple techniques can unlock a lot for us, I think as well. Yeah, I really like that three-step kind of a process. So, I was just trying to say that if I had to try this on the fly for myself, I would say I help my clients, which could be organizations or individuals, become more competitive in the marketplace, you know, which could be the individuals may have a more fulfilling career and the organization could be more competitive and therefore win in the marketplace. That's what I do. And I do it through like you coaching by strategizing with them and helping them build their brand and stand out in the crowd, etc., all of that. But yeah, I mean, I could sort of see myself refining that and putting it together in a sharper way. But yeah, that's very helpful, actually. Can I just say just one thing on that? I was doing some reflection myself and looking at my diary the last few weeks. I was feeling very demotivated a few months ago. And I was spending so much my time doing things that had nothing to do with my personal mission statement. I was doing schedule, I was doing random calls, all kinds of stuff that wasn't what motivates me. And so it was a force for me to say, let me take all of that stuff out and focus on that mission statement. Let's spend 80% of my time doing what I love doing and what I believe I can make a difference to people through as well. So a lot of times the marketplace keeps changing, shifting and the skills that we have may not always land us in the opportunity where we can give our best. Sometimes some of us have to make compromises in our career. In that case, is it hard to get motivated or can one still be intrinsically motivated? Yes, one of the things that is really interesting with the research currently on mastery of it as well. I mean, you probably, I'm sure, head of the 10,000 hour rule that Malcolm Gladwell talked about that we need 10,000 hours to become an expert at something. There's a little truth in that, but what I tried to talk about in the book was that that's true for technical skills, you know, coding, for example, or financial modeling, for example. But it's not so true for some of the human skills now. They're really the core of modern work. So things like influencing, communication, curiosity, critical thinking, those are much more important. That's what we're learning is that whether you're in the dream job or not right now, you should try to be as engaged as possible in that job. Because if you're engaged, it's very likely you'll be developing the transferable skills that I talked about, that will help you get the next job. What I see a lot of people do is they're not in the dream job, they complain of them, that's fair enough, it's okay to complain, that's why we have partners or friends, do that. But try to find something positive in that, what you're doing. Try to find at least some aspect of your personal mission statement that you can see, build on that, you'll be more successful and more fulfilled, that will need you to be more skilled, which will help you get to the dream job over time. And I always think that I think it's infinitely easier to say that, you know, a lot of times you say it's much easier to love what you do than to do what you love. Because sometimes we may think that we want to do something else, but actually we don't know and self-awareness comes over a span of time, you get clarity over time. It's a little bit like in the morning you have the mist and then the sun shines after a while. It's a little bit like that, at least as far as I'm concerned, I certainly think that for me to discover what is it that I really, really, really wanted to do. One of the things I remember a friend of mine mentioned, which I thought was so powerful, he said that one of the ways to discover whether you are really passionate about doing something is if you can do the repetitive part of that role without flinching, you know. So like for example, I like to write and I can write every single day without thinking it's drudgery or that, oh my god, I have to submit this article or you know, this is what I want to do. No, it's something I can do, it's repetitive, but I love doing it because I know with each iteration you become just that little bit better and that's motivating enough for me, you know. And that I think is a, would you agree with that something like that? No, I love that advice, it's a really nice example. So writing would be similar for me, but also workshops. I do a lot of workshops and I love each one because each time I'm learning something new. It may be content, the frameworks may be common, but actually each company, each organization is so different and you're learning about different aspects of culture, you're learning about national cultures, you're learning about how that organization is wired and so on. So that kind of almost that explorer mindset where it might be the tasks might be repetitive, but there's so much broader mastery we're developing. I think sometimes we forget to write that down and say, you know, at the end of this workshop what I learned, so I'm going to come out of this LinkedIn live session with you with so many ideas and tidbits, right, that I'm going to write down and say this is what I took away from the conversation with Amjit that I learned. I love that repetitive example. So I think if we can be conscious about our development of mastery, what tends to happen is we wait for a company to send us to some fancy training program that only happens once a year, but every day if we can pick up something new and think about our mastery more broadly beyond the technical domain, that'll help us that sense of momentum and moving positively will help us a lot. You know, when you were saying that some of us may not be in the dream job right now, but what do we do about it? My immediate response was that, you know, when you are not in the dream job, the human capabilities, you know, like the ability to influence, the ability to work with others, the ability to work with difficult people, the ability to get somebody to do what they don't want to do, all these are very powerful skills which pretty much any employer would be grateful to get from you. So in that sense, in the worst of the jobs, if you focus on the softer skills, I think you continue to evolve even when the skill that you are sort of demonstrating, you know, and the job out there is not what you would have ideally chosen. So and then as you focus on the soft skills, I think you get more success and that in turn motivates you to sort of, you know, focus on what you are doing. So that's how I would interpret it. But that way, you know, I'm talking to for the benefit of those who've joined us late, you know, thank you for being there. I would love to, you know, take some of the questions if you have, it's a live conversation that I'm having with Sharad Jeevan. And Sharad has written this lovely book called Intrinsic, which you would have seen in that bookshelf of mine. Of course, you know, I was lucky to get one of the advance copies. But this is a lovely book. It focuses on and my takeaway was that all of us can do a couple of things which we can, you know, ignite the intrinsic desire that we have internal to us. We don't need an incentive, you know, pay out or some such thing. And this is what, you know, my guest is really talking to us about today. So Sharad, back to you to ask this whole question that, you know, when people talk about incentive design, and, you know, the workplaces are sort of notorious for that. I mean, we recently heard about some of the startups to hire people, you know, they are offering them, you know, the sports bikes, and they're sending them IPL tickets to Dubai and all that. Is that the right way to do, you know, hiring? Would you get the most motivated people to do that? Is that the right thing? Wrong thing? What's your take? Yeah, so I was talking to a trader in the city of London, a financial trade up a few weeks ago. He'd been given a £20 million bonus, I think in crores, that must have been 200 crores or something, I think, roughly. So that was his bonus for the year. And, you know, his first reaction was, he told me, look, I need to work harder. I said, what do you mean you need to work harder? He said, look, I heard from the virtual water cooler, because someone, they hadn't got back to the office yet, they're working remotely, someone had been given 21.5 million for their bonus. So what we know about things like money, so I know clearly this is a different level of world, but the money, how fancy the office is, these are all, they stop having much effect after a certain point. We need it to a certain point. But after a while, each additional rupee or dollar or pound or whatever, it doesn't give us that much more motivational happiness. So it's better to think about we need a certain amount of money to live well. But if we start creating a cultural organization, which is all about incentives, we create these kinds of perverse incentives and effects. And we create a lot of bad behavior, look at the financial crisis we had 15 years ago, most of that was caused by some of these crazy incentive schemes. So be careful, I think, with these kind of extrinsic or external incentives. And if companies instead can really tap into intrinsic motivation, it's much more, first of all, financially affordable, but also much more sustainable and enjoyable for everyone. And I just thought that Sharad, maybe you could run an experiment where this friend of yours got 20 million pounds as incentive, some other person got 21, I could be given 19 million. I'm happy to be part of such an experiment if you. I think LinkedIn will sponsor us. I really think they should. I wanted to switch track and really talk about when, how did your own perspective on motivation evolve when you're in school, college, and in your professional work? How did that evolve? And where was that light bulb moment when you said, this is what matters? So talk to me about that. Yeah, so I think I'm the son of Indian immigrants that I was born in Chennai, that I came to the UK when I was about four years old. I think for me, my parents being immigrants to the UK, I guess the mental model I grew up with was what I'd called the part of it's almost kind of this idea of delayed gratification, that basically for the first 20, 21 years of your life, work very hard, study very hard, get into a good school, get into a good university, get a great first job, and then life will be smooth sailing from that point on.  And it was really a lot of pressure to chase brands, right in status, really in some ways, all with a view this would create security. So that's why I went to Cambridge, I went to in Seattle, my MBA, all these kinds of fancy places. The problem is, I look at, I'm now 45, many of my classmates are 1050, I didn't see it for example, many people, many of us are losing jobs in the corporate world now because we're expensive, there are many younger people willing to work harder and for less and so on as well. So that idea that 18, 20 years you work hard and then life is a smooth sailing, it just doesn't reflect the world we live in right now. Instead, we've got to have the motivation to keep learning and developing and changing. And this is probably my fourth career, I was in the strategy consulting, tech, the NGO world, and now I'm sort of a coach and writer like yourself. So we have to keep reinventing ourselves and changing our personal mission statements. That's got to come by having motivation from within and seeing how can we make a difference, how can we help and serve others better. So it took me about 10 years I've been to to really get as an adult to get rid of these mental models. And I think honestly working in India, working in schools in thousands of schools across the country, I felt that what I was doing made a profound difference. I realized that that was how I want to spend my time. I want to be helping others be successful and nurturing other people's talents. And that was a very big shift in how I thought about the world myself. So when you think about a lot of parents, when I talk to them they say the one reason why I work is to be able to create a better life for my children. Is that intrinsic motivation or is it extrinsic? I mean, and is that a good thing? But you judge your life's purpose in terms of your kids' success vicariously, you're living through your kids' success. How do you view that? Let me tell you a little story. So we spent a summer in your hometown in Bangalore with my kids. They went to cricket camp. My oldest son is cricket mad now. He watches every match and is a big supporter of India, England, everything. But I spent a lot of time waiting on cricket pitches for him to finish his matches. And I see dads with mostly dads shouting at their kids every time they haven't pulled the perfect googly or hit the perfect six at the right time. And it's almost like, as you said, they're living their lives through their kids. That's extrinsic motivation. And it's very damaging because what it's doing is it's putting huge amounts of pressure and anxiety on the child and it's destroying their sense of purpose, autonomy, and mastery.  And what I recommend in the book as one of the ways to get around that, and I talk about some ideas there, I talk about parenting quite a bit in the book, is actually for us to feel more motivated ourselves and our own life. And particularly in our work life, because if we feel like we're more fulfilled at work, we're already helping and serving others, we're much less likely to be tempted to try to micromanage or helicopter parents in the words that people use our children's life and will give them that space, that autonomy to be their own people.  Yeah. Yeah, it's a children are not your children. Yes, completely.  And yeah, I think it's a beautiful way to look at it. When you think about this whole business of motivation, the flip side of that I wanted to ask you is, if I want to do stuff only for myself, let's imagine there are a lot of us who are selfish, we don't want to do anything for anybody else, you know, we don't derive any joy from helping someone else. We just feel good when we, you know, are helping ourselves and living our dream that I want to get this house, I want to get this kind of a car, I want to do this, that and the other. Is that intrinsic motivation? Is it not? And what do you think? Yeah, so that's, I would again call that extrinsic motivation because we're trying to do basically achieve things that we're told a program to believe are important to us. And I think, you know, we are social animals as humans. And I think there's something deep in us that that sense of purpose, that sense of helping and serving others, that such a fundamental motivator in almost all of our lives. I think what tends to happen is, you know, I'm sure this happened to you, we get the dream job, we get the dream car, we get the house we wanted, but it doesn't, it feels a bit empty, right, without the right people around it. That job doesn't feel that great if you haven't helped other people get the jobs they deserve as well. That house doesn't feel particularly homely, unless there's someone that's a deep relationship with your spouse and your kids, right, and you're nurturing them as well. So I think that part the selfishness and it's even trickier, especially in India now we most of us live in metros and flat and flats, apartments and nuclear families. It's easy to go inward and become very self obsessed in some ways. I think a lot of the ideas in the book about how we create helpful relationships with others, you know, work and our personal lives. And one example, you know, we tend to know if we're married, for example, have a girlfriend, a boyfriend, we tend to rely on them a lot for all of our emotional nourishment. But one of the things in the book I was talking about is actually friendship matters a lot. And we need different kinds of friends to help us stay motivated in different ways. How do you have that white circle that keeps us learning, developing and curious about the world and motivated and happy as well. So from all the examples you've given so far, you know, when I listen to you, I kind of think that the common recurring theme seems to be that, you know, when people have curiosity, they're trying to learn something and they're interested genuinely in other people and, you know, which could be I'm curious to know what we can do together to collaborate and what we can do together to help each other to, you know, so and what do I learn from you. And overall, the driver of intrinsic motivation in any very big way seems to be a curious model. I mean, who believes that there is far more to be done and far more to be learned, etc. Is that true? Is it no? Absolutely. So one of my clients is the Deco group and I work, I've worked with a foundation. They put about 5,000,000 people a day into new jobs. If you talk to them, talk to many employees I talk to, when you ask them, what do you care about new recruits coming in, especially younger workers coming into the workforce? They don't talk about academic skills at all. They talk about two things curiosity. And just alongside the sort of parallel hard work, so you have to be willing to act on the curiosity and do something about it. I completely agree because if you have that, you're basically trying to learn and develop and you're open to the world. What that requires, though, is a is a self maturity and ability to emotional safety, if you like to say, I'm content. I know what drives me. I don't need to be jumping around and getting distracted by all these external distractions. I can really focus on what matters to me as a person that takes a lot of maturity. It takes intrinsic motivation. If we have that, we have the space to be curious and explore a lot more as well. Is motivation genetic in the sense that if you have parents who you've had as role models who are extremely intrinsically motivated, would you learn from that? Or if you've seen your role models getting driven by external factors, is that going to motivate you differently? Is that going to take away from your intrinsic motivation? So I did a really fascinating series a little while ago where I spoke to very successful people, CEOs and so on about their childhoods. And it's amazing how powerful those mental models are in our lives and how long they take and how difficult they are to shake off. So if we have parents who have taken a more extrinsic view of success and external view of success, our mental models tend to be shaped by them. We need to be able to throw that baggage away. And if you think of them as like suitcases, leave them at the door and move through the doorway because it's not helpful. So yeah, I think if you do have parents who have that culture at home where they're curious, they're asking you questions, not just to pass an exam, but because they want you to be curious about the world, they themselves are curious about the world, that's a huge benefit. There's a transmission of that because the role modeling is there. Not genetic, but it's more the culture of your house. But if you haven't had that, it's okay, you can still do this. And it just means you have to work a little bit harder to reset that motivational dial. There is this whole notion of what is called the locus of control that I feel I'm in charge of my destiny or that's intrinsic locus of control. And then there is external locus of control, which is the world is really not in my control and I don't have much to do with it. Is an internal locus of control correlated in any way with intrinsic motivation? Massively. So I think that autonomy is pretty much the same thing. I'd say well very linked, sorry, they're not the same thing, they're very linked. So that idea of autonomy of ownership of our lives, often I think in India we grew up, I would certainly say this is my own background. We have very strong families, strong people have opinions and it's very hard to say, look, I'm listening to what you said but this is what I want to do. That can really be a real problem if you don't manage this well. We are in fact that famous poem, we are our own people. We have to have that sense of autonomy in our lives. And what I talked about in the book is this idea of guided autonomy. So we aren't Clint Eastwood, we can't go off and do everything we want either. We've got to find a balance. So let me just give you an example. When I was running the NGO stir education, we had very bright people in our team, people who went from to IITs or you know, St. Xavier's or Stevens and all these kind of top colleges, their parents were shocked as to why are these very bright, why are my kids going into work for an NGO when they could be working for McKinsey or Goldman Sachs or whatever it might be. So we would do parent days, literally bring the parents in just to meet the other staff and they realized, look this is a very bright team. They're surrounded by people who are as bright, who have the same kind of education as they have. That would reassure them a lot and they would just back down and give their kids more space. That's what I mean by guided autonomy, that we can't, we don't want to disown our parents, that's not what I'm suggesting. But how do we help them see the world through our eyes, expose them to new ideas gently and let them understand what deeply motivates us. Often I think as kids in India, we feel embarrassed or it's almost sort of not a shame, but find it difficult to talk to elders, without that sense of I'm being disrespectful. I think we can be respectful, but we can also give our views and self-advocate, to use those words more in terms of our own autonomy. That's also true in the workplace. Our bosses, even if they're older, more experienced, we can still share our views respectfully and talk about how we can make work a lot more fulfilling for both of us. And when you look at what some of the progressive organizations, what they do is, they actually have programs such as reverse mentoring, where a very young kid would be mentoring maybe the CEO of the organization or somebody in between, whatever. There's a massive gap between the experiences of one of them and the older one. And it's quite incredible what it does to both people, you know, what it does to the older person who learns about a generation who they have only cared about, but they've never probably met and spoken at length. Also, I think after the initial shock and the phase of judgment, which I think we always go through initially, the person begins to accept and becomes less judgmental.  And what you're recommending to actually practice that even at home to be able to share an alternative point of view in a manner which is respectful. And for the parents also to say that there are lots of things that have changed in the world. And therefore, maybe, I don't have all the answers that I did in a world which I was 100% familiar with. I'm reminded briefly about one of the taxis I took when I was in Mumbai. And the person said that my son wants to be a YouTuber. What does it mean? And I explained what that potentially does. And he says, well, how do these people get money? Because I talked about with a certain number of views, etc. So he says that even if I watched his videos all day, it would still be one view. I said, yeah, that's why it is hard. So at one level, I mean, it brought in a certain amount of appreciation, but I think he was going to be able to have a better conversation and not necessarily get the kid to not be a YouTuber, but also realize that maybe there are things that he should share and let the person take a call. So it could just be that.  Yes, I want to just pick up on that a bit, because I think what you talked about there and touched on was one of the ideas in the book around this idea of nurturing. So what I found with the mentoring term is that often it tends to mean, although reverse mentoring idea is great, it's fantastic. It can be, I've got all the experience, I'm coming to tell you as a more experienced mentor what to do. Coaching tends to assume that where the client, the person has all the answers, often they don't. But that middle ground of nurturing where you're asking the right questions at the right time. So it sounds exactly what you did with the parent you asked him about. So it's that thing that skill that's so difficult in the world. It's difficult as a parent, difficult as a boss, as a spouse, you name it. We need money more nurturers in the world out there. They're key to getting us to places we wouldn't have got to otherwise. And so, yeah, I think for me, the key to have is, you know, I mentioned my English teacher to answer your question, but all through my career, people who are willing to believe in me and believe that I had a unique path to make in the world, both in my career and in my personal life, but they would give me the space and would ask good questions. They wouldn't tell me what to do back to your parenting example. But they would help me see new patterns that would help me stay motivated. They would help me feel I had ownership of my choices. They did that unconsciously. And I was lucky, right to have these people in my life. But I believe we need a world of many more nurturers where this becomes a day to day thing.  In this book that you have written, I really enjoyed reading your book in French. For those who joined us a little late, do me a favor and just, you know, show them the cover of the book. And yeah, that's the red colored cover. I don't know whether he's got better examples and jokes than what I read. This is the cover that I had. So, you know, this is the black colored cover, but I can assure you it was just as good. Which of the stories, you've got lots of lovely examples. I'll tell you which is my favorite story from that book, but I'd love to know what was your favorite story, you know, most inspiring story that you came across of intrinsic motivation. Yeah, I think so. For me, it was, there's so many interesting stories from it, but there was a person I interviewed actually in Bessin Bombay in Mumbai, and we were talking a lot about he worked with entrepreneurs. So he ran the Accelerative and NIMS, you know, the big universities in India, and we were just talking about like how his mental model shifted and how he supported entrepreneurs. And he had, I think before what I'd call an extrinsic mindset where he saw his role as basically, I'm going to select the best companies, put them through a huge selection process. And in India, we love, you know, pyramids of talent and selection, you know, the IITs, all this that we've been conditioned to think that way. And these crazy pyramids were like, you know, if every 1000 people, one person gets a place, that kind of option, that was his mindset, right? And what changed, I think, is he realized that what was happening is he was picking companies that look great on paper, they were spending most of the time selecting people. But actually, there were so many other entrepreneurs who were more connected to the community in Mumbai who knew the problems better, knew the communities better, knew the customers better. And he did not, everyone had to become a flipkart or, you know, that's some unicorn either, right, that they could all, many of these companies could be successful, viable companies, but it would be a more patient part. So he said, look, I'm going to move away from trying to select companies so much to nurturing all the companies that come on board, and trying to make sure that the people from all kinds of background entrepreneurs from across that great city could apply and become entrepreneurs on this program. And his success rates massively increased. So instead of getting one unicorn for every hundred, what he was doing is finding a much broader base of talent where lots of entrepreneurs could find a way to create good products and fit the market and be successful in the long term as well. So that movement from extrinsic, that kind of talent management mindset I call the book, to one of, you know, one where we're going to nurture everyone's talent and motivation. And when you think about the whole concept of talent, I mean as talent, if it is equally distributed, why is it that I can't run as fast as Usain Bolt? I mean, why is it that, you know, I can't play tennis as well as Federer, and why is it that I can't draw as well as Picasso? So is that proof that talent is not necessarily as universally distributed? So I looked at this a lot in the book. One of the ideas I talked about a lot was how we move away from this winner takes all the world. So take your sport example, let me go back to tennis because it's a sport I love. Roger Federer, he pocketed a 300 million dollar deal from Uniqlo, the Japanese clothes manufacturer, at the age of 37, the end of his career pretty much. The top 60, 70th, 80th play in the world, if you watch them at Wimbledon or any tournament, they play almost as well. You can barely tell the difference, honestly. They struggle to make ends meet often. So why do we have this really skewing how we reward talent? And what I realized from the book, and I went back to read people like Charles Darwin, evolutionary theory, he has this phrase, survival the fittest.  I'm going to work, I'm going to put my corporate uniform, my armor, literally, because it's this competitive world. I think this is all nonsense that really what Darwin was talking about was we need to be distinct and distinctive. And so not try to compete quite so much. So instead of, you know, going head to head with someone, what's unique about ourselves, our personal mission statement, our mastery, our autonomy, that we can be a little bit different and find a niche that only we can occupy. So let me give you an example. I have an accountant in London. He's a very good accountant, technically, but he's a very good people person, which is not always the case with all accountants. So, you know, he trades on that or that's his unique calling card. People like to work with him because he's very responsive, very informal, get things done quickly. He's realized that yes, he does the accounting as well as anyone else, but he's got a unique personal set of skills that really helps him. So playing to your strengths and being different, not just trying to be a little bit better than everyone else. That's a key thing we can try and do in terms of talent. I also think that perhaps if we combine our talents in different ways, you know, what it does is, A, it sort of allows you to use, bring all of yourself to the workplace, wherever that might be, you could be self-employed and then, you know, that's your workplace. But when you bring in all your talents and figure out the ways in which you can perhaps put in a unique combination of those things, that perhaps creates the motivation because, A, you're bringing your old self in. Two, that unique combination is potentially so unique, it's hard to replicate. So that's how you look at it. So would you say that combination works well? I think so. That's certainly my personal learning, which is sort of take my work, for example. I've got a very specific niche, right, intrinsic motivation and talent, but really I work with everyone from venture capital funds to governments to large corporates to families and parents and so on. So I love the breadth for me. What I really love doing is seeing how all these things link together. And that was a very big personal motivator for me is to, that we couldn't tackle this from one angle. We can't, it's not just a corporate problem or a work problem, it's a wide problem. So yeah, that's that kind of idea of a category of one is one of my friends at Kashaman talks about it, that that idea is a very powerful one. So yeah, how do you take strengths from different areas and combined with all the disciplines and fields, that's very, very important. Sharad, you know, you've got this OBE, Order of British Empire. Is this something like the Padma Sri Padma Vibhushan kind of awards, the UK equivalent, is that what it is? Yeah, exactly. It's one of the sort of highest civilian honor in the UK. I was a bit embarrassed for the language of British Empire is not language that I, you know, necessary personally, you know, empathize with its old language. But basically it's a recognition of civilian sort of contribution to the world, the country. I felt very proud as an as a, you know, Indian immigrant to the UK. My parents were doctors. They had to make a lot of sacrifices to come to a new country. They started in jobs. They didn't, you know, it was a very tough road, right, starting it again. There was a lot of discrimination when I was growing up in a glass ceiling for many Indians in the country about what they could do and couldn't do. So I think, you know, it's so nice to see this generation, you know, with the advantages I had and others had breaking some of these glass ceilings. We have now a chance, like our number two finance minister in the UK is an Indian, sorry, British Indian, and similarly our Home Office Secretary in the UK, our Health Minister or Secretary. So three of our top roles in the cabinet now come from those. So it's great to see Britain be a much more, the UK become a much more multicultural place for other people's talents to recognize. So I felt very, very proud to be a small part of that story, I think. I don't know, it definitely makes all of us very proud to, you know, see an Indian name, you know, with the OBE written after that. So that's fabulous. What's the next destination for you? What's the next mountain you want to climb? Or are you going to just enjoy the scenery from this mountaintop? I know, as you know, I'm a big bit of a mastery and so the idea of the many things I want to still learn and grow and develop into. So I'm doing a lot of thinking, actually, in this conversation I've learned so much, so thank you for that. But this whole question of like nurturing talent and success and what our mental models of success are like, what I've been learning is that so much of our happiness and motivation comes from those assumptions and mental models. How can we rethink them? And I love your point about this idea of what if I was just a selfish person, I just wanted to do good for myself. That's an idea I'm playing with and how can we get the best out of others in order to help them and ourselves? That's kind of the idea I'm playing with right now. Because I'm more and more with the evidence and research and work I do with showing that to get the best out of ourselves, we need to get it through getting the best out of others. It's very difficult for us to always improve ourselves, but we can have a very powerful role in developing and learning through nurturing others. And that's kind of a yes, work I'm doing right now in terms of practical research and learning as well. I'd love to keep sharing notes and learn with you on that together. Absolutely, that would be so terrific to learn from you and sort of see how does the culture of a country come into play when we look at some of these mental models that we grew up with. That'd be a fascinating area to work with. One last question that I would think of is, I've often wondered whether the model that corporations follow where they reward individuals and yet expect collaboration, you know, it's just really like, you know, you're rewarding opposing forces in some sense. Is that the right thing to do? Because when you are sort of creating this whole culture of collaboration, then perhaps the reward systems, the incentives, and all of that needs to be very different. And that's my thesis on this. What's yours? Yeah, I fully agree. I think there's one level before that, which I think the amount, the level of incentives in corporate India right now, I would say, is unsustainable and it's deeply harmful, first of all. So whether those incentives are individual or team or company-wide or group-wide, whatever, I think it's too much of an extrinsic culture. It rewards too much short-term behavior. And let me just give you an example. So Unilever, they did a study, they have this famous promotion program where a set of leaders join Unilever. And every two to three years, they're rotated into a different management role. It's part of their leadership development program. They look back at their product success and they found that they were not achieving the breakthrough products they wanted. Because of this short-term horizon, the incentive of everyone on this program, which really the top managers in the company, was to create short-term results. So what's the easiest way? You basically do a pricing promotion, you do a little bit of a product retrofit short-term things in digital marketing campaign. But if you really want to create a new category, innovate, be different, things we talked about today, you need a five, 10-year time horizon. You look at ministers in India, you look at civil servants, you're lucky if they stay a year or two years in a role. It's crazy given education, health, sanitation. These are 10-20-year projects. So I think the first thing is we need to move away from this target incentive bonus driven culture to thinking about as long as you pay people well, you reward them well, you make sure they can put bills on the table, food on the table well, there are nice places to work, all that stuff. That's great. Beyond that, we need to unleash intrinsic motivation. If we do that first, then I think we can say, okay, in return, let's reward and nurture this more collaborative approach. And that doesn't mean paying money necessarily. It means things like when people are in the office, now we're going to be hybrid working, can they have time and space to collaborate? Let's rip the cubicles out and let's have a team where people can have conversations and design things together. Let's hire people of different backgrounds and talents. So we have a very diverse workforce in every sense. So we have a very a unique place to work in that level. So yeah, I think the more we can move away from this traditional individualistic, intrinsic culture and really think about intrinsic motivation, our companies will do better, we'll be a lot happier as workers too. Fabulous. Well, thank you very, very much. And you know, I just want to share your Twitter handle. So that's at Sharad Jeevan underscore. And on LinkedIn, you can find him at https forward slash forward slash www.linton.com slash in slash Sharad Jeevan. And for those of you who want to connect with me, it's very easy. Just join my first name, last name together Abhijit Bahaduri. That's the same for me on Instagram, on Twitter, on LinkedIn everywhere. It's the same. So pretty easy. Thank you very, very much Sharad. Good luck with your book and good luck with all the work. Absolutely. So guys, this is the book that I read. We were today talking to Sharad Jeevan, who's written this lovely book called Intrinsic, which is a manifesto to reignite our inner drive where you don't need to motivate somebody else by giving them external rewards and you know, people come in self driven. Thank you very much for your time and Sharad. I look forward to reading more of your stuff and wish you all the very best in all success. Thank you so much. Thanks Abhijit. Thank you everyone. Good evening. Thank you so much. And we'll stay connected. Thanks Abhijit. Thank you Abhijit.


Shaber 1000 here. Today I want to show you how to put this gear on for the vertical shaft. Vertical shaft gear, okay.  We got to pull the tiller handle off. It has the twist throttle on it. Because remember, we just made that one work just until this came in. So we're going to put this one on here the way it's supposed to be. This is the new one. So, hang tight. Let's get the cover off and let's check this out. Okay guys, first thing we're going to do, we're going to take the cover off. We've got the cover off. Now our issue, I'll probably have to put you down a little bit on the tripods. Because if you guys remember, this one was broke. We just kind of rigged it up and made it work. So, and it was this piece here. That adjusts the idle. It was missing. So we're going to take this off of here and we're going to put this on. And we're going to use some white lithium grease on it. We're going to put it back together. The first thing we've got to do is we've got to pull the tiller handle off. Which is right here. And how I'm going to do that, there's a standard screw right there. I do have the piece for this. This piece here, I just got to put it back on it. I want to get this cleaned up. So, I'm going to take this off again. I also want to check something out on here.  Also, I found, this is the thermostat. This little tiny guy right here. Okay. Now, I don't know if they took it out because it was running hot. And they thought it was this or not. So I'm going to have to take thermostat housing cover off probably, check and see if it's got one in it. That's disturbing to me. I don't know about anybody else. But, okay, now there's two screws up here we have to take out. Right here and right here. Let's go ahead and take them out. I'm not sure if I got to take the grip off or not. That was like we got a piece of equipment coming down the road early in the morning too, guys. Because I want to beat the rain. It's supposed to rain again today. All right, they're mowing. And I'll kick you back on here in a second, guys. Hang tight. Okay, sorry about that. I got that other screw out here. There's just one on top, one on bottom, just on one side there. I'm just going to see if I can.  This thing's kind of tricky to get back on once you get it out of there. Cause it's got a spring in there with it's got pressure on it like that.  That's what turns that. Okay, so we're going to go ahead and take this off. Lay that in there. There's a brass washer there. Try not to lose that. I just flip it up. Kind of turn that to the side. There's supposed to be a brass washer here. And I thought I had one on it, but it may be, it may be missing. I don't see it. Yeah, I do. There it is. Just a brass washer and it's cracked. They're paper thin, okay? Now this thing, it's just a cover, but as you can see it's broke there. So I doubt if I'll put that back on because it's broke. Now down here, we have a screw we need to take off right here. Okay, so let me get you set down here a little bit so you can see it better. Okay guys, now what this does, this comes out here on the end, okay? Out here, there's a little gear in there.  So what we're going to have to do, we've got to get this up out of here. So we have to take this screw out. Don't lose that one. Now we're going to pull this rod out of the other end here. Let me back you out a little bit. And I'm going to hold this so don't fall and break. Just like that. That's how that comes out. This is that little rod, okay? I'm going to clean that up. That's real sticky. So I'm going to clean that up so we can get a nice twist throttle on there. Okay, now up here on top, I don't know how close I can get you in here. I'll do the best I can for you. There's a real weird clip on here, right here, okay? And you don't want to lose this. This is stainless steel that holds your timing and your throttle on there. I'm trying to hold the camera and do this at the same time without losing my clip, okay? See, there's the clip. So all that does is cover that because this now pops off of there, okay? Just like that, all right? Now what we're going to do, I'm going to take these two screws out, which I've already had out but I didn't show you guys how to do it. Don't lose any of this stuff, guys. Now you got these two pieces, don't lose these because they act kind of like, well, they're kind of like a bushing, really, see? They're brass, right? All right, I got those out. Now, down here, I'm just going to pull this straight up out but I'll show you what's going on down below. See right there, these are called dogs. Lift that right up out of there just like that, okay? Now sometimes these will break off, okay? They're just a plastic. I think they used to be brass but anyway, you don't want to break them ears off of there. Now this should just pull right up out of there now. Remember we stuck that bolt in there, all right? It's like that. Remember we had to make that work, all right?  I'll show you how to hook all that back up. Okay, guys, now the next step, hopefully, you can see. See, we've got to pull some of these bolts out of here. We've got to move this piece of plastic here because, see, this is not going to want to go down in. See, no matter how you put it. I don't want to cut that off of there. So, which would probably be okay but I'm not going to do that. So I'm going to try to take, there's four bolts on here that I can see that may give me enough room. So I'm going to take these bolts out. There's two on each side, may be giving me enough room so let me get them bolts out and we're going to go from there and we'll move on to the next step. Okay, guys, what I did was I just loosened the two bolts on this side and what I want to do, I'm going to start this up in there like that. Then I'm just going to lift up on it, there. And that feels awful tight. It's like a plastic bushing. Down in there. So I'm going to try to get that plastic bushing out of there. I'm going to try to get this plastic bushing out of here without hurting it and see what we can do with that.  I don't like how tight it is because I want this stuff to be free. So, let me see what I'm going to do with that. The bushing looks pretty good though. I am going to run a little bit of sandpaper on here and get this coating off of here and we'll shoot some lithium grease in there and see how that does for us. Okay, guys, so I sanded this off about five minutes. So what I'm going to do, I'm going to take some of this lithium grease, spray in there, a little bit on here. Now what this is, this is where you can shoot your lubricant up through. There's another hole right there where it comes out of. Okay, so let's go ahead, put this in there and see if we got it. Yeah, look at that. Nice and free. Okay, so now, let's go ahead. We're going to put our idle screw in. Let's get this thing put back together. The teller handle, let's get it put back together, greased up and we should be ready to go. Okay, guys, now we're going to put this back in. Again, we use a little bit of grease here. All right, now, we're just going to put this down underneath here is another hole. Make sure you clean it out. That's to spray your lubricant up in whenever you do your servicing. Okay, there, now that should spend free and it does nice and free. Also right here, I just took a piece of sandpaper, wherever I put it. And I sanded this off on both sides, made it nice and smooth and that's for our handle. You know, just some sandpaper and reclaw. Get all that gunk off of there. Wipe it off nice and neat. Now use this to clean it, just some WD-40. Clean that up there a little bit. We've got our little washers. I think I'm going to order a couple of these and they're very thin, they're paper thin. So, hey, so what we're going to do now, we're going to pull this back out just a little bit. Let me get you over here. I can't see it's so bright. Can't see what you guys are looking at. So right, can you see it raw? Now there's a flat spot on this and there's a flat spot on that. So that's what you're going to want to line up. Once you get this lined up, always put them right to that last cog on there. Then I'm going to take my rod and I'm going to slide it in here and just spin it until it drops in. You can feel it drop in. Okay, so now let's turn that nice. Okay, now let's stick our bolt back in here or our screw and then that part's done. Then we'll come up here and we'll do the handle. Yeah, that's moving nice and free now guys. Yeah, cool, I couldn't do that before. Lack of maintenance. I think this has always been a Florida boat. So for the past almost 52 years, I'm sure this thing has been in saltwater a couple of times and I'm very sure we're going to have it in some saltwater. I remember it's just a small vessel. It's not a gigantic boat, but we don't want a big boat because we want to be able to get back in them coves. Okay, so what we're going to do now if I can get you set up here is I'm going to put this and get you over here because I'm going to have to stand there. All right, now we're going to, I've got this all cleaned up, you know, it's decent. Let me get your screen flipped around here where I can see what's going on. All right, got it cleaned up nice and neat and there's another oil hole for your lubricant. Just stick your little straw up in there. I'm not sure I think you can put a grease gun on there and grease them. I think that's what you're supposed to do, which is probably what I will end up doing. So, first thing, let's get our flat washer on there, just like that. All right, now there's a certain way, see this, you can't mess it up. There's a, where the hell, see that flat spot there and that little one and that little cog there, it matches over here on this one. Okay, so what you're going to want to do, just line them up, get it closed, put your handles, get it started in there, just like that. I should, yeah, and I'm just turning that with my fingers. So, and that'll come back if need be. All right, that spring is just to keep that tight. Okay, I'm going to spray some white lubricant on there. All right, now here's the other one for the other side. I'm going to stick that on there and we're just going to, this one's real easy, it just goes on. Now we're going to put our screws back in there. Hope you guys seen that. I can't see what's going on on the screen because the sun's behind me. Okay, so we're going to put this screw back in. We're right there and these two right here. Okay, and then I'm going to kind of lubricate this handle a little bit. All right, and I'm going to spray some down inside there. Now this is going to need to be all cleaned off. And I'm going to spray some stuff down inside there. It looks like it may be cracked, but I don't think it's missing anything. So, but that's what I'm going to do. I'm going to put these in there and then I'll show you how to hook that top pin on up there. Okay, now we're going to put this down in here.  Okay, so just put a little bit of lube, just a little bit there. Now all this does, this just slides down into that, to that little deal there. Them dogs slide in to those slots right down here. I don't know if you can see that. Let me see. Okay, there's little slots there. See those slots right there. That's all they do, just slides down in there. Okay, now I'm going to bring up here and I'm going to go ahead and we're going to put these on. Remember, this one goes on the outside and this one goes on the inside. You can usually tell by the paint, monkey's back, putting a trailer hitch on the truck today, so just shoot a little bit there, put this one behind it, make sure it's in that notch like that, put that in front of it and start your screws just like that. Okay, now we're going to go ahead and tighten these up and once you tighten something, twist that thread will make sure nothing bound up. That way you'll know, because if you just go ahead and throw it all together and it's bound up, you won't know exactly where it happened. I know it wasn't bound up before, so like it's fine now. So if I put them on and it bound up, then I would know the issue was right there. Okay, so now, now this top part is just going to go in there just like that. That's how it goes. Now this is just going to go up underneath or down over, it doesn't matter, but just make sure you get this clipped on there and that's what holds your linkage for your timing and your throttle, okay? Just like that. Perfect, perfect, all right. Now, I don't know why it goes there and then it'll go a little bit more to open it up some more, but the throttle's still not wide open. So I may have to adjust this down here again. Right there, right here. Just depends on where it's going to be idling at. See right there, it's on shift, which is slow. So yeah, that's working good. Seems to be fine now. Okay, so that's how we do that. Okay, this is in, everything's tight, everything looks good, I just got to clean the shift hand or the handle grip up. Whoops. And that should be good to go. So there you go guys. Okay guys, so that's pretty much it and that shell. Pretty simple. I am gonna hold on to this however and put it in our boating box. You never know, right? I mean, these things break. They're not that common, but they do break. So yeah, that's what, you know, I will hold on to that. That way if I'm out somewhere and it breaks, I got this already made up, ready to go, it can get us in. Plus we have the trawling motor, the 55 pound thrust. So stay tuned for the next video. We're gonna pull the bumper back off the truck. We got to do that because we'll put a hitch on it. It's a Kurt hitch, I've done hundreds of these. I won't need this, but you guys might.  It's real simple, you'll see how I do it. It's not that big of a deal. Okay guys, I'm gonna say thanks for watching, but that's how you put that, I think it's called a vertical, nevermind, maybe I'll put it across the screen here. I forget what it's called, a vertical shaft gear. Something like that, but that's how you do that if it breaks, that was pretty easy to get. They're all over, they're just some more than others. I got that one for 30 bucks, but they're fairly easy to get, so that must, and they're brand new, so they're still making them, and that's a 1963 motor. So it must be pretty common, they must get seized up a lot. Just keep your stuff lubed up. I was gonna go ahead and get that plastic bushing, but the bushing looked fine, so I didn't get it. I just had to sand some of that, coating off of that aluminum, but if you keep it lubed up, it'll be fine. I did start it up, wrap it up, works like a new one, so that's what I was looking for. So we're one step closer, this is gonna be another step closer. I think tomorrow we're gonna go ahead and get the title and everything switched over and get our tags on the trailer and our numbers for the boat, and then I gotta get a, which I think I'm gonna get it Friday. She's gonna pass the trailer place where it used to work. I'll give her one of them hubs, take it in, have her tell my buddy Johnny, and say, hey, need one of these. Thanks for watching guys, appreciate it. That's how you do it. I'm not shy, it's pretty simple. If you could see anything at all, I don't know if you could, because I couldn't see the screen because the sun was kind of behind me. I don't even know what time it is right now, but so anyway guys, Shay Burden met the man of legend, gone for now. You can do this if you're any kind of mechanically inclined, you can do it. We'll see you soon. Enjoy the rest of your week. Bye bye guys, take care, be safe.


Hello, in this presentation, we will discuss the discussion question of, why is cash a debit balance and revenue a credit balance? This is a common type of essay question really getting at that idea of what debits and credits are, once again, but asking in a way that can get us thinking about this topic a bit more because people always often get these two mixed up, meaning we get the debits and credits mixed up when we're thinking about the cash and revenue accounts, and there's a few different reasons as to why that is the case. So if we were to see a question like this, we may want to start off with just picking up as many points as we can by just defining the terms, which will be a fairly simple task to define the terms, and then once we've defined them, it might help us to start thinking about these types of things so that we can expand on our answer and give the similarities and differences in terms of what debits and credits are, why accounts go up and down, and which accounts would be increased or decreased when we're thinking about revenue and cash specifically. So first we might want to define these, so if we were to define cash and revenue, and then debits and credits, cash is the first place to start because we know that cash clearly is going to be an asset account, we usually learn cash first, it's going to be our major, most liquid type of asset account, and normally asset accounts, we just have to memorize this, you might want to just memorize this and have the cheat sheet in front of you until you get it, asset accounts have normal debit balances. So we can list that out and we can just define cash, we can then define revenue, a concept that is a bit more abstract, it seems like it would be straightforward, we've all heard the term revenue, but it's a bit more abstract of a term because it's not something tangible as cash typically is, even cash isn't tangible these days, a lot of it's in the computer system and it's just a number in a computer system, but we can at least visualize cash as something tangible. Revenue really represents the process of us earning something, even if we haven't yet been paid for it. So revenue really represents the value of our work, and the value of our work is usually measured in dollars, but does not necessarily represent that we have received those dollars yet, and we could of course get paid with something else. So note that revenue is the value of earning something, revenue if we were to define revenue, it's not going to be cash, and that's really the first place that people get messed up because we tend to define revenue as cash. So if we start to define these two terms, that's really when we might first get into the distinguishing factor and say, oh well there's got to be something different between cash and revenue when we define these two things, and revenue is not cash, revenue represents the earning of something. So if we did work then we have earned revenue. If we had an agreement that we were going to do bookkeeping work and someone was going to pay us, whether we got the cash in advance, got the cash in the future, or at the same point in time, we've earned the revenue at the point in time, not when we shook hands, not when we got the agreement, but when we did the work, we have earned the revenue. In terms of a W2 employee, we've earned revenue at the point in time that we were working in our job, even though we may not get paid till a later date when the payroll rolls around. So once we have those differences down, then we can really go into debt with the credits and say, okay why would one be going this way and the other that way. Also note that you just kind of have to memorize that revenue has a credit normal balance, and all you can do is just get that's just part of the game that you just have to memorize. So you want to have your cheat sheet there until you get that memorization down and know that revenue has a credit normal balance. And revenue only goes up as well, because typically we only do work. It's not like it's not like we can do negative work and earn negative revenue. So there could be exceptions down the line, you know, but almost 99% of the time revenue is going to increase. Then we're going to have debits and credits, and we can define those. And this is another area where typically people get mixed up. Debits just means it's going to be the amount on the left hand side of the T account or ledger. Credits just mean it's going to be the amount on the right hand side of the T account or ledger. It doesn't have any more meaning than that. And no matter how many times again, how many times we learn that when we when we start learning this stuff, we always want to put more meaning than that into these terms, because we've heard them so many times. We've heard people say they're going to credit our account or we're going to buy something on credit. And so for us to just define something as a debits just the amount on the left and the credits just the amount on the right seems like not sufficient to many people when defining debits and credits. Note, however, that when you do when you're doing the financial statements, that's all it is, because we're really just looking at the board. We're looking at just like a checker board. All the debits and credits are like the red and black squares on the board. They have no meaning. They're not good or bad. They're not increased or decreased by their nature. They're just squares on the board, or in this case columns on the chart, that chart being a T account. And note that all these other terms we could divide we could like kind of derive all these other terms, such as if someone says they're going to credit their account or where did a credit card come from or what's a debit card. We could go back and try to derive those terms from accounting and see what their origins are. And obviously those terms have now morphed into something more than than just the left hand right hand side. So it's not wrong to think in those contexts of debits and credits meaning more than just the left and the right or at least having you know their their origins are still just the left and the right, but but they mean more than that now. So again, you just got to think of those in different contexts. Now they have these words have different meanings. So for this for this context, you don't want to have any more meaning other than that. The debits are on the left, the credits are on the right. Once we know that, then we can we can try to define why is cash a normal debit balance and why is revenue a normal credit balance. And this is a bit of a trick question because there's no there's no actual kind of like inherent reason as to why why there's a normal balance to a debit, why a normal balance of revenue is a credit. But in terms of setting up the system, there is a reason on why that kind of has to be. So first, why is cash have a normal debit balance? Because that's that's the way the system was set up. That's pretty much that's pretty much it. Why is revenue have a normal credit balance? Because that's the way the system is set up. However, why are the two different? Why are they opposites? That's pretty much out of necessity. That has to be the case. And the reason for that is that if you think about it, this the double entry accounting system is always going to have an equal number of debits and credits. And therefore, whenever we record something, everything has to balance out. So if we were to record something like receiving cash and for work that we did, there's nothing bad about that transaction. We got money and we earned revenue at the same point in time. The whole transaction is good. But when we record it, we know we need to have a debit and a credit. And therefore, we need to record something with a debit that's good and something with a credit that's good. And so what the system was set up to do is say cash is going to have a normal debit balance. In order to make it go up, we're going to do the same thing to it, which is another debit. So we would increase the asset account with a debit. And then we need to credit something. And we're going to credit revenue. So revenue is going up revenue has a normal credit about count amount. And it always goes up in the credit direction. So if you think about it, then the whole journal entry is good, but we need a debit and a credit. The debit's going to cash, the credit's going to revenue. Note that although the debits and credits have no real meaning there, they were just chosen arbitrarily that cash assets would have normal debit balances and revenue would have normal credit balances. Although that's the case, we can kind of start to see that on the balance sheet note, we kind of like things that have normal debit balances, meaning we like the cash, we like the other assets, they have normal debit balances, they go up with debits and down with credits. And on the income statement, it kind of tends to be the reverse, meaning we tend to like the credit stuff, the revenue going up in the credit direction is good.  So note that again, you don't want to assign meaning, you don't want to say that debits are good and credits are bad or debits are good on the balance sheet and credits are good on the income statement. But if it helps to just memorize in your head like which way things are going, that's one reason that this happens to be the case, meaning a journal entry like recording cash received for work needs a debit and a credit. And therefore both the debit and credit will be good. The assets tend are happened to be debit balance accounts which go up with debits, revenue happens to be credit balance accounts which go up with credits. If we think about the other side of the transaction, just to just to see what happens on the on the expense side notes that on the liabilities, if we were to have an expense or we purchase something like auto expense on account, meaning we got auto expense and paid on account like accounts payable, then note the debit would go to an expense auto expense and the credit needs to go to the accounts payable. Neither of those accounts do we like we don't like having to record an expense having an auto expense and we don't like the fact that we owe money in the future for that expense that we consumed. But we still need a debit and credit. So in that case, both the debit and the credit are bad. So in that case, the expense accounts always have debit balances. They always go up in the debit direction and we tend not to like that debit because we're debiting the expense decreasing net income and the credit is also bad. That's going to a liability account. That liability account of accounts payable. It's going up meaning we owe more money. So in that case, the credit is something we don't tend to like. So on the other side of things, note that on the balance sheet, we tend not to like the credit balance accounts. We don't like the liabilities liabilities go up with a credit and on the income statement, we tend not to like the the debit balance accounts because the expenses go up with debits and that decreases net income. So in essence, if we were to be asked a question like this, first it might be best to define the terms starting with cash. That'll get you thinking about what's going on here. Then I would define revenue and try to look for those differentiations between cash and revenue. You should be able to distinguish what the differences are between those two. Then define which of those accounts have normal debit and credit balances and just list that it is a normal debit and credit balance. And then you could go forward and list how that account would go up or down just in terms of the rules meaning cash as a normal debit balance would go up with a debit because like things make it go up and opposite makes it go down. It then would go down with a credit. Revenue being a credit normal balance would go up with a credit because the same thing would make it to go up down with a debit because the opposite would make it go down. However, revenue typically only goes up. It does not generally go down. And then you can kind of expand on that and get into why why cash would be a debit or credit or why you know cash what has to be at least the opposite of revenue or have the opposite normal balance the way the system is set up. It has to be that way and you can list some journal entries. Typically the journal entry to to quote then or to look at and analyze would be receiving cash for work done in the same period which would result in a debit to cash and a credit to revenue write down that journal entry and then explain well why does it have to be that way. Well if cash is going up the other side has to be going to something so they have to basically be opposites. You can kind of go into the thought process and analyze that type of journal entry as to why the debits are cash cash is a normal debit and why the revenue has a normal credit balance.


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hello hi welcome back to my channel welcome to another video today look where we are if you guys recognize this place i have not been here in a while this is my uni room and we are officially moving out today which is really sad because i barely ever moved in mum's here hi yeah i'm back up and yeah we're moving out it's i feel like i've been here for a ball of two minutes bonuses there's a lot of clothes here that i haven't seen in a very long time so and my bunny costume yeah how did i go so long without my irons much oh look at the big town everything you own has a big town on it yeah kids this wall has to come down this is so sad it's really sad all of my fairy lights and my mirror off the wall and we're like it's basically empty now she's getting annoyed at me because i'm not helping okay let's go and it's completely empty this is so weird have a look around it's like i've never been here and the dirty lamp is back and that's it bye halls i'll never see you again yeah i do yeah that's it that is that is halls crazy time full car but definitely not as full as when i first came no definitely that's for sure i'm gonna go give this key back even though this isn't really my key so it's not that interesting but um then like oh then i will be filming the rest of the day so you can see what we uni students get up to i know i'm just choosing not to know hi so i'm back oh my god you know erby and b me and so i've been here for like a week because we've had to be uni so obviously i'm not in my room so we've got erby and b say hi you haven't been in the videos for a long time we are going to be watching the leanne the leanne we're watching leanne's documentary on um bb sideplug which has made me cry about four times already but um you know important thing to watch i think and we've just got our wagamamas delivered yeah so we're gonna sit in bed and eat wagamamas and watch the documentary we're actually like grandma's like we don't go out ever but we we actually are going to go out tonight i promise we do have other friends oh i'll show you what i've got right my wagamamas order i've got um chicken and prawn was it called yaki yaki udon i thought i'd have these noodles before i'm actually not convinced i've ever had these um and ebi katsu prawn whatever it's called these are peng so i've got the very basic chili squid and the hot chicken and curry i'm excited to try the hot hot one actually this is bliss right here hey hi so it's a long time lined up um i've had my hair done it's like half nine we've done we've been actually been going only for like four hours no three hours i don't know but we're going to the shisha lounge mea saying hi hi so this is um my friend mea she actually blocked me on instagram twice right anyway we're about to go it that is really sad um this is the outfit of the day princess poli plt and that is um you know what they say bigger the hook bigger the beach uh cute the chances of being blocked on instagram i can't imagine what hoops look like all right let's go because we're late do it on camera oh my goodness it's just catching domestic on camera we didn't get in awful it was full so now we're in some pub say hi everyone you're gonna believe me because i was mean about your TikTok okay exciting vlog this isn't it it's a brilliant vlog everyone's going to be so jealous about my uni guys what have you got to say about influencers great job welcome to uni accommodation this is what it looks like hey oh you're vlogging sin i'm just filming your room yeah my beautiful room it's not as bad as your kitchen i wonder about my kitchen though uh dan reckons it's all your fault that's really funny it's not at all it's not at all hey me you have to say hi to my vlog so we've just come to winza because it is oh i didn't catch it can you do it again we've just come to winza because the weather today is absolutely beautiful this is vlogger so we're coming for a little picnic i'm wearing all her haul okay fridge okay getting some sushi first obviously because when are we not eating sushi we've got an addiction we finally made it we went to about 16 different shops and and we have no food this is all we have cheers these two got food the food it was either alcohol or food and we chose the right because we're very responsible now the mission is to take a good instagram picture because i really need one and i'm so color coordinated today that it deserves an instagram hey so today as well as our little picnic in winza we've been clearing out joe's room and obviously i've got a little mini and so has a fee at 500 it hasn't been very easy but uh this is the current situation yeah printer with a printer on her lap let me just show you the back of this car i can't even see the full extent of how packed this is and then mea gets to sit with the boot thing against her so um the moral of the story is if you're gonna move your friend out of her uni room get a bigger car not a fee at 500 or a mini cooper because it's not been easy but we did it exactly lesson learned i'll let you know if um anything hits me in the fucking head while i'm driving because that's what i feel like right now but there's nothing dangerous and uh when we get home we get to unpack all of this into my garage where's beast there she's gonna be like cuddled up with all my trash bags yeah lucky girl does that look like a nice seat for you yeah nice and clean secondly that's the end of the video i'm home obviously one is officially over really weird um but i apologize this whole video is part of a mess um and i haven't uploaded it in a month but the regular uploads are coming back i promise so um i hope you enjoyed give it a thumbs up if you did subscribe if you are already and we've got an extreme blood video coming next week where i got some injections and goodbye


We examined the use of the green-red vegetation index, GRVI, as a phenological indicator based on multi-year stand-level observations of spectral reflectance and phenology at several representative ecosystems in Japan. Our findings revealed that GRVI equals zero can serve as a reliable site-independent single threshold for detecting the early phase of leaf green up and the middle phase of autumn coloring. Additionally, we observed that GRVI could distinguish between different ecosystem types and responded to subtle disturbances. This article was authored by Takashi Motoka, Kenlo Nishida Nasehara, Satoshi Tsuchida, and others.


I hear that you're pretty pissed off with us right now. Mind telling me what's up? Certainly. You've slaughtered more than 25,000 people in Gaza.   The fact that civilians have died in Gaza does not prove that Israel is committing genocide. It's a regrettable fact of warfare that civilians may be killed during combat. Especially when one combatant operates out of densely populated civilian areas and uses civilians as human shields. But South Africa has dragged Israel to the International Court of Justice, charging that it is committing a genocide? If I drag you before a court tomorrow claiming that you just assaulted me does that prove that the allegation is true? Let me ask you another question. What do you want Israel to do differently? Israel should recommit itself to the two-state solution so that the Palestinians can have an independent state. But don't the Palestinians themselves have to want that? Hamas is committed to Israel's destruction and has promised to repeat October 7th enough times until it ethnically cleanses the land of Jews. Polling conducted by a Palestinian research group in December showed that almost three-quarters of Palestinians believe that the October 7th massacre was justified. How can you force the Palestinians to embrace the idea of a two-state solution when the only solution they seem to want is the annihilation of Israel? Those numbers must be Zionist propaganda. As we all know, anything Israel says is probably lies and everything Hamas says must automatically be true. Those numbers were surveyed by the Palestinian Center for Policy Survey and Research which is based in Ramallah. Palestine will be free, from the river to the sea. Let's talk more about the war. The war that began when Hamas butchered more than 1,200 Israeli civilians, raped women and burned babies alive. Under what circumstances would it be acceptable to you and your enlightened friends for Israel to continue this war? Israel needs to conduct its war in line with the demands of international humanitarian law. Israel needs to ensure that it adheres to the doctrine of proportionality. It is clearly not doing that. What makes you so sure of that? Because more than 20,000 Palestinians have been killed in the conflict. That's not really how proportionality works. But if you insist that it is, then what's the solution? If Israel stopped defending itself and allowed Hamas to kill more of its civilians, would you be happier that the numbers were more even? Is your demand that absolutely no Palestinian civilians be killed? Do you make these demands of other armed forces pursuing military objectives? I'm in favor of a free Palestine and that can't be brought about by conflict. Israel needs to agree to a ceasefire without preconditions. It needs to take immediate effect. What you're saying is that Israel does not have the right to defend itself against a paramilitary entity in Gaza that demands its destruction. Isn't that right? Why do you insist that only Israel should be deprived of its right to self-defense? What other states have you made this demand of? Sorry, but I have to go now. My kafia is ready at the dry cleaners, and then I have to join another Gaza protest. Free Palestine.


Hi this is Dr. Rishow and let's discuss healing the cause of IBS and SIBO. IBS or irritable bowel syndrome and SIBO have much overlap and the symptoms can include things like bloating, abdominal pain, and altered bowel function meaning either constipation or diarrhea or perhaps a mixture of the two. And it can be a very debilitating condition and fortunately as we're learning more about the gut we are learning some of the underlying changes that can occur in the intestines that can cause IBS and cause SIBO. And excitingly one diet in particular has been shown to have the ability to at least in part repair some of what may be the underlying changes in the intestines that causes IBS and or SIBO. Now the diet is the low FODMAP diet and a low FODMAP diet essentially restricts carbohydrates, forms of carbohydrates, predominantly, that encourage or feed bacteria. And these are sometimes seemingly healthy foods like broccoli and asparagus. However for some people these foods can feed bacteria in the gut and that may be problematic especially for people with IBS and for SIBO because the low FODMAP diet does have an impressive number of clinical trials that have shown benefit. But what happens in the intestines? Well one study in particular has shown the ability of a low FODMAP diet to increase serotonin cells in the intestines and actually make the number of serotonin cells proximate or become more like that of healthy controls. Now why is serotonin important? Well for IBS, irritable bowel syndrome, serotonin can be important because serotonin is involved in what's known as notiception or pain and it's also involved so the pain that pain signaling or lack of serotonin and its influence on pain may account for the abdominal pain that is reported in IBS or the bloating because sometimes people report a bloating type discomfort pain and it also may account for slowed motility. And serotonin in the gut is partially responsible for motility or the ability of food to move through your intestinal tract at the appropriate pace. When this does not happen you can have a condition known as small intestinal bacterial overgrowth and some of the medications that are used to prevent SIBO small intestinal bacterial overgrowth from coming back once it's been cleared are actually agents that help to facilitate the release in the function of serotonin in the gut. So interesting that the low FODMAP diet has been shown at least in one study to have the ability to increase serotonin receptors. Now this the the study I'm referencing that show this show this change in serotonin receptors occurred in the colon. It would be ideal if we had data showing that this change occurred in the small intestines but it's it's much harder to perform biopsies of the small intestine. I'm I'm going to make an assumption I think is a fairly safe one that this would also occur this increase in serotonin cells would occur in the small intestine in addition to the colon. Now if you zoom way out it it's not a large stretch to say that a diet that has been shown to be very helpful for those with IBS and with SIBO namely the low FODMAP diet would probably cause a repair or healthy changes in the intestines in the people who went on it. Hence the increase in the serotonin cells in the gut. This is important because sometimes the low FODMAP diet is criticized which I'm open to but it's criticized for potentially causing a decrease in bacteria in the gut and the data here are not all consistent that hasn't been conclusively shown but it may be that for people with IBS and certainly for people with SIBO that they need an approach that may dampen or decrease or trim the microbiota back. So this is very exciting news and it I think illustrates one important principle that if something is working for you if something has a good clinical outcome for you then be confident in that because if you look at mechanisms like for example bacteria counts may go down in the low FODMAP diet and if you've been told that's bad it would really be unfortunate if you stopped using a diet that helped you the low FODMAP diet because at the same time you may actually be repairing and allowing the growth of additional serotonin cells in your intestines which are very important to help your intestines function properly. So this is where you can get into the debate regarding mechanism and it's why I always recommend that we look at clinical trials and outcome data to steer the recommendations that we make. So a low FODMAP diet for those with IBS and SIBO can be very helpful. Remember you don't have to be on a highly restrictive low FODMAP diet in perpetuity. You start low and then you try to broaden your diet to the broadest diet that you can tolerate. But remember that evidence is showing at least according to this one preliminary study which is very exciting in my opinion that a low FODMAP diet can help heal and repair the intestines via a very interesting mechanism which is that of allowing an increase in serotonin cells in the gut. So this is Dr. Ruscio and I hope this information helps you get healthy and get back to your life. Thanks.