Hi, I'm Zor. Welcome to Unizor Education. Today we will talk about something which is related obviously to electricity, but it has practically no importance in everyday life, but it's very, very important from an educational standpoint. So today's lecture is educational, more than practical. Besides, I know that many universities or some kind of schools, whatever, they are actually asking students to solve this particular problem, which I'm going to present to you again just as a test of how well educated they are. Because this problem, though the final formula might be a little bit more complex, it's really in a simple form encompassing your knowledge about electricity. So let's just talk about this particular problem. We are talking about the speed of electrons, the speed of electrons as they are moving, carrying the charge with themselves. And basically we would like to know how fast they are moving. Now, this problem, the solution to this problem I'm going to present right now, it's actually part of the whole course called Physics for Teens, presented on the website Unizor.com. I do recommend you to watch this lecture from the website because it has detailed notes for each lecture. All lectures are obviously organized in some systematic way. And there are some things which I put into the notes and they do not really present on the board, for instance, in this particular case I will present the general formula, but I will not use this formula in practical calculations for some specific case which I put into the notes. So it's very important to use the website. And the website is completely free, there are no ads. Okay, so how can we calculate the speed of electrons as they are moving along the wire? Well, we all know that if we will switch on the electric switch, the lamp will be lit immediately, or practically immediately, but with the speed of light. Now, does it mean that the electrons are actually moving? Okay, here is our thing. Let's say this is the source of electricity and this is the switch, which we will flip into the closed position. Now, probably this is some kind of a lamp and this is some kind of a source of information, not information, source of energy, electric energy, generator, battery, whatever. And as soon as we flip the switch, the electrons from the negative side will start going, going, going, going back to the positive. Now, if this battery is powerful enough, or if it's a generator which generates all the time, then the electric current will circulate here and the lamp will be lit all the time. So, how fast electrons are moving? Not, definitely not with the speed of light, which is actually the speed of electric field, as it is propagating through the, through the electric wire. So, we are talking about electric current, specific electric current, and we would like to find out what's the speed of electrons which carry this particular current. So, let's just assume that the current we have, so we have something which is called amperage. So, it's given, the amperage, the current, this is the number of coulombs per second, number of coulombs per second. Now, we have to find out what's the speed of electrons which are moving there. Okay, so how can we find this out? Well, first of all, our first interest is how the electric current actually is happening inside the wire. I mean, there are atoms, let's just for simplicity consider it's copper. So, there are some atoms of copper inside the wire. This is the wire and these are atoms of copper, right? Now, each atom has electrons around it. As soon as we apply the electric field, so this is electric field, so we have some negative charge on one end of this wire and positive charge on another end. As soon as we apply, the electrons will start their movement because they will be pushed away from the negative, right? This is the axis of electrons, this is the efficiency of electrons. So, the electrons which are circulating each atom will experience the force which will push them into that direction. So, if we know the current, we know the number of coulombs per second which are traveling from negative end to the positive end, we can very easily find out how many electrons are needed to carry this current, right? Every electron has certain amount of charge in it, which is, well, it's negative, it's something like minus 1.6 times 10 to, I don't remember, I think it's minus 19 of coulombs, right? So, if we know the number of coulombs per seconds and each electron carries that many coulombs of electricity, we can divide I divided by E and what do we have as a result? Well, as a result we have the number of electrons, right? So, this number of electrons, each second are traveling from left to right, from negative to positive in this particular case. This many electrons are traveling and they carry all the electricity which we need, they carry the current. So, this is an amperage divided by the charge of one particular electron. Okay, so we have the number of electrons, somehow we have to convert it into their speed. Well, let's just consider these electrons are contained in, let's say, certain segment of the wire. If we know this length of this segment and we know that each segment, all electrons which we are talking about are moving from left to right, that is the speed of, this length is actually a speed of electrons because they cover this particular distance per second, right? So, this is the number of electrons per second which are carrying all our electricity. So, all we have to know right now is where exactly is this segment of the wire where all these electrons are located. And this is related to inner structure of the atoms, obviously. So, we know the number of electrons, we have to convert it into basically the length of this segment. Obviously, we consider that we do have the area of this wire. So, if we know the volume which is the place where all these electrons are located, we'll divide it by area and we will get the length of this segment. So, what's happening inside the wire with all the atoms of whatever the metal or whatever the material is used for the wire? Now, the atoms, as we know, contain nucleus which has inside protons and neutrons. And there is a certain number of electrons which are circulating around this nucleus. Well, the interesting thing is that they are circulating on different orbits. And every orbit has a certain number of electrons it can actually contain. The smaller orbits, the closer to the nucleus, can carry less electrons on their orbit. The further from nucleus we go, the more room we have for electrons to be on those orbits. Now, don't ask me why we have certain distinct orbits. There are certain theories, very involved theories related to quantum mechanics, etc., which explain it. So, right now we're not going into this, we're just giving the fact. So, the inner orbits have a certain number of electrons and there is a maximum. And every other orbit which is further off the nucleus has its own maximum number of electrons it can carry. Now, how many electrons are all together? Well, as many as many protons are inside, right? Because they should be neutral. Now, just for example, if we will consider copper for instance, this is the chemical cuprum. It has 29 electrons, 29 protons and 34 to 36 neutrons. So, these are in the nucleus and these 29 electrons are circulating around. Now, the nature is built in such a way, I will use this particular statement, that the inner orbit has two electrons. The next one has eight electrons and the next one has 18 electrons. Now, I told you that the further we are from the nucleus, the more electrons can be circulating on that orbit. So, these are maximums. So, what's my sum? 1028, we have 29. So, we have one more. So, there is one electron here on the outermost on the fourth from the nucleus orbit. And so, this is one. So, this orbit is not completely filled up. And the interesting property is that only the electrons from this outermost orbit participate in the normal transfer of electric current. I mean, obviously we can establish certain conditions when we will just, you know, swoop up all the electrons from the atom. That's probably possible too, but it's not happening in the normal circumstances, okay? So, if we're talking about regular lamp and regular electricity, then the forces are not that great. So, it's only the outermost electrons are actually participating. So, what's interesting is, in this particular case, if we know the number of electrons based on whatever the material our wire is made of, we have to find out how many electrons are on the outermost orbit. And let's consider this number is N e. So, this is number of electrons at the outermost orbit of the material the wire is made of. So, in the case of copper N e is equal to one because it's only one. We have 28 out of 29 are fully completing the orbits and then the outer orbit we have only one. So, in case of copper N e is equal to one, in case of other metals like aluminum, for instance, or silver, that's a different number. But we don't remember which one. It doesn't really matter. So, N e is number of electrons of this particular material at the outer orbit of their atoms. Now, because of that, from the number of electrons and knowing the number of electrons in each atom that participate in the electric current, we can find out the number of atoms. So, the number of atoms is equal to N e, total number of electrons, divided by N e, number of electrons, let's call it active electrons. This is number of active electrons per each atom. In case of a copper, it's one. So, that would be equal to I divided by N e times E. Now, we have the number of atoms, right? So, remember our picture? These are atoms. So, we know the number of atoms which contain all those active electrons which are needed to transfer per second this particular amount of coulons. All right? This particular amperage. It's per second. Now, what's the volume of this? How can we find out if we know the number of atoms, how can we find out how much they weigh? Or what's their mass actually? Because if we know the mass, we can divide it by density and that would give us the volume. Now, density, again, is known characteristic. So, we will use it, obviously. But now, we have to find out what's the mass of all these atoms. So, we have the number of atoms, we have to convert it into their mass. And then, divided by density, we will get the volume. And divided by area of the wire, we will get the length. All right. So, how can we find out? Well, we do know something about mass of substance. There is an Avogadro number. So, what is Avogadro number? Avogadro number is the weight in grams of one mole of substance. And one mole of substance is amount of grams, number of grams, number of grams equal to atomic mass. So, Avogadro number is number of atoms in one mole and one mole of the substance is number of grams which is equal to atomic mass. Now, why is this? Well, let's just think about this again. Now, these are atoms, right? Atoms have nucleus and electrons. Atomic mass is basically the number of protons and neutrons inside the nucleus. Now, in case of copper, for instance, it's 29 protons and 34 or 36 neutrons. So, there are different, obviously, atomic masses in these particular cases. And it's an approximate value. But if you will add them together, you will have, what, 63 or 65. So, basically, the atomic mass of copper is something like in between. It's like 64 point something. I don't remember what exactly. Now, why is this? Well, it's because atomic mass of carbon, which contains 12 particles in the nucleus, is exactly 12. So, whenever we are going to some other material, some other element and protons and neutrons are probably the same as those which are inside the nucleus of carbon. But the protons and neutrons are slightly different. So, basically, the number is not exactly the even number. That's why we have 64 point something. Now, if we are actually okay with some approximation, then considering nucleus of the carbon has 12 particles, protons and neutrons, and its atomic mass is by definition exactly 12, then atomic mass of one particular particle is about one. So, that's why the number of these particles gives you the atomic mass of any other nucleus. But in any case, considering protons and neutrons are slightly different, very slightly, but still different. And there are maybe some other things involved which we are not talking about. The atomic mass is approximately the number of particles inside the nucleus. Now, obviously, since nucleus is the most massive part of the atom, electrons are relative to nucleus, it's just one minuscule part. Electrons are very light. It's nucleus which constitutes the mass of the atom. That's why the bigger the nucleus, the bigger the mass of each atom. And if we do it proportionally, we have a number of grams equal to atomic mass. So, in this case, we are talking about 64, for instance, grams of copper, or 12 grams of carbon, or whatever, one gram of hydrogen. It corresponds to the number of elementary particles inside the nucleus. All of these should contain very, very similar number of particles, right? Bigger particles and bigger mole of this particular substance. But the number of particles is the same, and this is the Avogadro number. So, we know that considering the atomic mass is MA, so MA is atomic mass of our material which we have our wire is made of. So, in case of copper, MA is 64. So, if this is atomic mass, so we know that MA gram of our substance, of our material, have MA atoms. This is Avogadro number. But we know our mass is different. Our number of atoms is MA, so what's their mass? Well, it's a primitive proportion, right? So, how to determine MA? MA is equal to, this is the mass of these atoms. It's equal to MA times N atoms divided by the Avogadro number, which is MA times N atom is I divided by NE and Avogadro number NA. So, this is the mass of all the atoms which contain all the active electrons which deliver the amount of electric charge we need per second. So, all these electrons inside of these, all active electrons inside of this particular piece of the wire, each second moving forward. So, the length is actually the speed of these electrons, right? So, how to calculate this length? Since we know the mass, we can find out the volume of this, which is basically mass divided by rho, which is density. We know the density of material, like in case of copper is something like 8 point something gram per cubic centimeter, or we can convert it into millimeters or cubic meters, whatever. So, this is the volume and if we have a volume and this is considered to be probably a cylinder, right? We have to divide lengths, would be equal to MA divided by rho and divided by area, if this is the area of the wire. So, we have to know the area of the volume of the wire, obviously, which gives us the relatively large but understandable formula, understandable because I just did it one step after another, divided by NE, E and A, rho and A. So, this is the formula. So, this is the length of this piece of the wire which contains all the active electrons which deliver the charge every second. So, which means this is a speed, actually. This length is how long is the movement, the distance, how long is the distance covered by active electrons per second, right? Now, what is what? Let me just explain again. What is MA? MA is the atomic mass of the material. So, it's basically how many protons and neutrons are in the nucleus, like in case of copper it's about 64, a little bit more than 64 point something, because neutrons and protons weight slightly differently. I is supposed to be given as an input to this problem, it's the current. It's how much electricity in coulons are transferred through the wire per second. This is the current. Now, what's NE? NE is number of active electrons on the outermost orbit of the atom of the material this wire is made of. In case of copper it's one. In case of aluminum, I don't remember how many, etc. E is charge amount of electricity of each individual electrons. That's why I divided by lower case E is the number of active electrons we need, right? And then we divided by NE to get the number of atoms which carry these electrons. And then multiplied by NA in the denominator and MA in the numerator we basically transfer it into mass. And then mass divided by rho will give me my volume, because this is the density. And A is cross section of the wire, that gives me the length. Now, in the notes for this lecture I have calculated this thing for copper of certain diameter or certain cross section area and certain current, certain amperage. And again, the purpose of this E is basically to give you a lot of different things from different other areas around the electricity. So, it's a structure of atomic structure, it's even geometry when we are divided volume by area of the cross section to get the length of the cylinder. I mean, there are many different aspects of this which I think is very educational. It has, again, no practical purpose at all. People don't really need this information, how fast electrons are moving inside the wire. But it's an interesting problem, and obviously people were thinking about this. And you know what, quite surprisingly for me, by the way, that the real movement, it's really in millimeters, even in fractions of millimeters per second. So, it's really slow. I mean, if you will calculate it for a few different cases millimeters really per second, even fractions of millimeters. So, that's interesting. And that completes my lecture today. I do suggest you to read the notes, because the notes are also, they contain exact calculations for some specific case, which is, again, very interesting I would say. And again, don't forget that this is something which, in many cases, students are asked to solve this problem to demonstrate how knowledgeable they are. So, that's why I have decided to include this particular problem for purely educational purposes. Okay, that's it. Thank you very much, and good luck.


My name is Sam and I am from Sydney, Australia, and I work for Commonwealth Bank. This is my third trip to India and I love coming to India. I love the food, I love the energy that you guys have when you're, especially when you're in teams and at work and learning through play, you guys are awesome. So thank you for having me. I was here last year presenting on a different topic, so it's fabulous that you've invited me back. So my day job is Agile Practice Lead for Commonwealth Bank. So that means I've got a bunch of Agile Coaches, about 25 Agile Coaches who work for me, and they are out doing amazing things across Commonwealth Bank. But also we have about 10 Agile Coaches in India. So I'm having an extended visit to do some work with the guys in India, both in Bangalore and Chennai. Enough about me. Let's talk about you. Who has left their job in the last month? You left your job. Hands up. Anyone left their job in the last month? Beautiful. What's your name? Mateo. Mateo, hello. How are you? So you left your job. When you left, did they do a little card for you and they wrote nice things about you? Yeah. Yeah, what did they say? Nothing spectacular. That was what you were hoping for. So what we're going to do now is I'm going to get you, on your seat you will find a farewell card. So I believe in India you did this as well when somebody leaves. All the team write nice things about you.  So the bad news is for all of you, this is your last day.  On the left-hand side, if you need a pen, the guys will give you a pen if you haven't got a pen. So raise your hand if you need a pen because you can't write without one.  If you're not a leader, that's fine. Think about your colleagues. What do you want them to say about you? So imagine you're leaving. What do you want them to say about you in the leaving card? Everyone clear on the instructions. I'm going to give you 60 seconds. Find a pen and write it on the left-hand side of the card. And I'll figure out what's happened to my beautiful present. What do you want people to say about you? Do you want another pen, guys? If you need a pen, raise your hand. Okay. So my talk today is about leadership. This is a talk about leadership. If you're a leader, this is useful for you. If you are not a leader, I'm hoping that the leaders that you have will do some of the things that you hear about in this talk. And it's specifically about how the leaders create an inclusive culture. And I will explain later what I mean by inclusive. I have a slightly different definition to the standard one. So I have to find inclusive leadership and I will tell you what that means. But why is it important to be an inclusive leader? Why is this topic important? I have a view that every leader has their own thing that they over-index on. There are some leaders they over-index on outcomes and some leaders really want to focus on process. And I have always focused on people. Because I'm a strong believer that if you can create a culture where everyone in the team wants to come into work and you give them a space where they can be their best and do their best, our teams can hit really good high performance, true high performance if you can have that motivation that they all want to come in and do their best every day. How the talk will work, I'm going to cover three things. So I will talk about the evolution of my leadership. I didn't start as an inclusive leader. So I'll talk about my leadership journey. I've been a leader for 25 years and I will talk about the evolution of my leadership to become an inclusive leader. I'm then going to talk about what is this inclusive leadership. And I'm going to use the actual entries from my leaving card. So I left an agile project two years ago.  I hope I've done enough. So this leaving card, I had a look at all the things people said. I did some analysis. And I looked at the themes and the words that people used. And that is the basis of this talk and the basis of my inclusive leadership.  So I'm going to get you to think about your leadership and about this concept of inclusive leadership and get you to self-reflect and see what are the things you might need to work on. So by the end of the talk, my hope is that you've enjoyed some good stories but also got some practical tips as to how to be an inclusive leader and maybe taken one or two actions that you want to take to improve your leadership. Sound good? Let's get on with the show. So the first thing, let's talk about my leadership journey. When I first got into leadership, I was what I would call an ambitious leader. And if you look at this, this is about everyone used to say to me, what are you going to do to get to the next level? The whole concept of leadership was about if you do a good job, you will get promoted. It's development planning time. We have an annual development planning cycle. And my boss says to me, what are you going to do this year to get to the next level? And we make a plan and we get to the end of the year and I'm still at the same level. So we do it again. What are you going to do this year, Sam? To get to the next level. This is becoming like Groundhog Day. Why are we having this conversation? So I decided to change. You can see I have climbed a few steps of the ladder. But I have then changed my focus to say, how can I become a learning leader? And by learning leader, instead of focused on how do I go up and up and up in the organization, how do I learn and get new experiences? So I changed my focus to going for new challenges and new experiences instead of chasing the hierarchy, instead of chasing the title. It took me a little while actually mentally to adjust because you're so ingrained that you have to be promoted to be good. So when I went and did these different roles, these represent like a learning cycle. So in a role, I would stay in the role while I was learning and then when I'm not learning anymore, I will change. And probably every two years, I would say those hops are kind of like every two years. Then one year in my development planning, so it's annual development planning time again. And this time, I'm thinking, where can I go next? I've worked in different parts of the bank and I decided to go on a tour of the organization. I decided to meet as many leaders as I could and get them to tell me what they do. Tell me about your business unit. Tell me what you do. So I went around meeting leaders and asking them what they did. And one of the leaders was Nicole. She looked something like that. And Nicole I can remember having coffee with Nicole in Sydney in Darling Harbor. And I'm sat opposite Nicole. And she says to me, Sam, you know, what's your thing? What's your value as a leader? What is the thing that we get when we get Sam? And I thought about it. And I said, Nicole, I just come to work to help others. That's what I do. And she said, she goes, you can't get the next leadership job if you just say that. She goes, you're supposed to be transforming. Maybe not if Alex has anything to do with it. You're supposed to be transforming. You're supposed to create outcomes. You need to tell us how great you are at delivery and this and that. And I stepped back. And I thought, is she right? Or maybe she's not. And I actually reflected, this is a light bulb moment for me in my career. And I actually decided that work and coming to work is no longer about me. I come to work for others and for my team. And it's a genuine kind of, I can remember that moment. And now I'm able, and whether Nicole liked it or whether the rest of the org likes it, I don't care. This is my thing. I come to work to help others. But even when you're a learning leader, so I'm a learning leader, I'm still ambitious. I still want to do good things at work. But still when you're a learning leader, still you are going to make mistakes and you need to keep learning. I'm running a large program. The team are going well. We are delivering lots of good things. I'm feeling great about this program. One of the team gave me some feedback. They said, Sam, you are at the front.  You have energy. But they said, look behind you. And if you look over your shoulder, the team are not there. The team are a few steps behind. They are not following you. And there was something I was doing and not connecting. I really just wasn't connecting enough with those people. So even though you know the right thing to do, it takes a lot of practice. It takes years of practice as a leader to learn these little things you can do to be more connected with your team. And I'm going to share some of the things that are in my inclusive leader kit bag now. So inclusive leadership, what's different about this picture to the previous two when I was an ambitious leader and a learning leader? What's different? Ah, very good. So the first ones I was in it, yeah? So where am I? Now I am in the picture. Which one am I? Yeah, so I'm the one holding the umbrella. But there's more of them than me. The previous pictures, it was just me. Let me tell you more about this inclusive leadership. Here is Sam's definition of inclusive leadership. The key part here is that I want to include every one of you. Let's imagine you guys are my team, yeah?  Whatever we do. Every single one of you will get from me genuinely caring about your well-being. Just how are you in yourself? About your engagement. How engaged are you? And about your growth. What do you want to do in the future? Not just what do you want to do here and now when you're in this team. And it's regardless of who you work for.  I don't care whether you come from this consultancy. Whether you work for a vendor or an outsourced partner. I don't care. You're in the team. And you should all feel the inclusion. You're going to get a handout in a set, guys. So you will get the key messages in a handout. So let's go back to this leaving card. So that's the end of my kind of first bit, which was Sam's leadership evolution. So from ambitious to learning and now inclusive and the light bulb moment, it's no longer about me, it's about them. So this is the leaving card and these are the beautiful people in my team. Now what's different about this org chart to many that you see? There's no hierarchy. What else? It has people. It has photos. When you lead a team as many of the people in this room, how do you know who they all are? How do you connect with them as humans if you don't know their name? So actually this is Sam's cheat sheet. So he knows the name of the 80 people who work for him. Because I can't remember. Because there's so many people and every month people come and go. So this is the team. This team were delivering a project that was going to create some amazing new technology for our bank that predicts using decisioning technology what to say to our customers across all channels. So we were working on a very cool agile project with eight scrum teams. We were looking at how do we predict what to say to our clients. I won't go into the detail of that technology, but it's called Next Best Conversation Decisioning. Decisioning Technology. So when I read the leaving card, and this is the card, right? And the words you can see in here, scribble, this is the actual card that it comes from. So when I looked at all the words, these three things came out. So what is it that within inclusive leadership, what do people see? They see energy. They see caring and they see fun. And I'm going to talk about those three things and tell you some stories from the people who left notes in my leaving card. So let's start with energy. So energy is the first one. This is the definition of energy. What I want you to do with energy, it's about a few lenses. One is your mind. I'm going to talk a little bit about what do I do to get an energised mind? And your body. How do you have the energy to be physically feeling energised and able to do great things at work? So mind and body. And then I'm going to talk a little bit about action and how you can have action. People want the energy and see a leader who's actually acting and not just waiting. So to talk through these, I'm going to give you a quick concept on body, mind, language and action. And I will tell you how I do these things. How does Sam get his energy? Let's start with body. So I exercise regularly. This is me, Kaya King on Sydney Harbour. In the winter with my beanie on. So all year round I go once a week on a Friday and that's me running. I go running a couple of times a week. Whatever your thing is, guys, whether it's walking or whatever your sport is, you need something to get your body energised. Whether you do it at lunchtime, morning, evening, doesn't matter. The other thing that's important is to create a routine. As humans, we need a routine for exercise and whatever we want to do and also to reflect. So build it in to your calendar and put it at a time where no one can block it out. You can also see I'm blocking out time for my mind. So this is a meditation hour. Blocking an hour during the day to go and meditate and to just switch off. Because I exercise in the morning or you can exercise at lunchtime, but get out of the office, get yourself re-energised. Let's talk about the mind. So this is where I meditate on the bottom left. That is the Chinese gardens in Darling Harbour in Sydney.  But the staff know who I am and they're awesome. On the bottom right is diaries. I've written a diary since 1989. So I've got those little black books going back to 1989. And I reflect. I do it once a week. It's not like a daily thing today. I went to a jail in India and I spoke in front of these people. I don't write like that. I just reflect once a week. I will fill those pages with some reflections. Now, I'm not suggesting that you should all start writing a diary. But what I will suggest from a work perspective, we all talk about the importance of learning and if we mess up, we should learn. I now have a daily thing in my calendar called a Daily Self Reflection Workout. It's a survey monkey survey and it just goes to myself. And I keep adding to the same survey. And the question said, what did you do yesterday? Think about yesterday. What might you do differently if you could have the day again? The second thing says, what did you learn? I now have a survey monkey thing with about 80 from the last six months, about 80 entries. And every few months I step back and go, have I learned from that thing I said I wanted to learn from? Because we all say we want to learn from the things we want to do better. How do you know how to? The top right, top left is, sorry, top right is learning beyond what you love. I love football. I love Chelsea. If I just listen to stuff about Chelsea or if you love cricket and all you do is learn about cricket, you're not really exercising your mind. So down the top of the things I kind of love and I learn about because they're my passions. But down the bottom are three podcasts that have completely different topics. The things that those three give are completely random, whoever they're interviewing, most of them are interviews. That's the stuff where you're just going to get things that you would never think about. This morning I was running in the gym and I was listening to Conversations, which is an ABC podcast, and I was talking about a guy, a doctor in Iraq and his story about how he saves amputees. And just how would you ever read about that? Because you're not looking, yeah? So that is the mind. Let's talk about action. Let's start with the language. So Ant, how are you? You're good. How are you, Mia? Bit tired, yeah? Most people, what do they say when you say how are you? What do you say? Fine. Or what else? What's the worst one? Begins with B. Busy. I'm busy. Ants are busy, yeah? Please. So as a leader, when your team asks you how you are, how do you think they feel or react when you say busy? It's like, so please, be something else. If you're feeling awesome, say that. I'm feeling great. Or if you're not having a great time, okay, but there's a few things going on, but I'll be all right. So just be a bit more authentic. Now, don't spend five minutes giving them the whole sob story, yeah? So if you're not in a good place, you don't need to share all of that. But please just give something more and try and make it positive, because positivity is infectious. If you're always positive, it's going to have a real impact on your team.  Yeah, why not? Why shouldn't you be positive? If not, go and get another job. If you don't love what you do. And be curious. So have conversations with your teams beyond the outcomes, beyond the work, work, work. Ask, do you know the names of the kids of the people you work with? Do you know where they live? Stuff like that. I'm not talking about real, deeper meaning for us, but at least know something about them as human beings. This concept is about, as the leader, creating a vision for your team to do great things, but then to step back. So concept called opening space. As a leader, if you're the one with the pen on the whiteboard, so are you having a session with your team? If you have the pen, you've got the pen. So give up the pen and open this space. You need to tell them why and motivate them with something cool to do. An example for my team. I said, why don't we have an internal agile conference at CBA? And then I stepped back and they organized it and the conference was awesome. I didn't have to do anything other than open up this space. And then the last one here is on action. I want you as a leader to do stuff. Inspire people by the things you do. And then open spaces for other people to do stuff as well. So you have to role model this doing stuff. Very important. And just get on with it and do stuff. Don't wait too long.  My weakness is doing too much. And I've just had some recent reflections that say saying you do too much and your team can actually suffer if as a leader you do too much. So reflect on your energy. Some of you with energy will need to amplify. You will need to figure out how to get a bit more energy as a leader. And some of you if you're high energy like me I sometimes have to tone it down. I can be too much. A leader who's got too much energy can be a bit wool. So think about the impact. So that was energy. We're now going to go on to caring. So the definition here is similar to what I gave you in the bigger definition about inclusive leadership. So this is the genuinely caring and the well-being engagement and growth. And I'm going to cover this through these three. It's about being in relationship. Being present and available and being grateful. So I'll go through these three with some stories from the leaving card. So this is Eldo. Eldo says thank you for your great support care energy guidance. We will miss you badly. Best wishes Eldo. For Eldo's job we were running as an agile project so we were in production and we were having incidents and Eldo was the one who fixed all of them because we were only small then our footprint was small and his job was to fix incidents. When Eldo started and I do this with every single member of the team I go for a walk with them. So I go for a new start at walk and I go for a walk for about half an hour we have a walk around and we chat. And I learn a few things about Eldo where is he living what is he like doing so every person who started on this project I go for a walk. Now when you're running a team of 80 if all I did was go for walks with the 80 people would that be good leadership? Probably not. So I do a new start at walk but I don't regularly I don't go for a walk every week with every one of them that would be 40 hours yeah. Hey Sam what did you do last week? Well I went for a walk with every one of my stuff. Well done. So what we did is create opportunities to build a relationship because half an hour walk isn't a relationship yeah. So what we did was to create fun activities where we can build relationships. So the one that Eldo remembers is the cricket we set up a weekly cricket game on the field just by the office. What happens on the way to cricket? We chat. What happens during cricket? We chat. What happens on the way back from cricket? We chat. So we build the relationship through having some of these fun things. That's how it works with because you can't be in relationship with everyone and you can't build 80 relationships at once. The third thing with Eldo was we talk about this caring and about growth. We had a self-organizing teams day and the team had three avatars each and they could kind of look at we had visually all the different teams and they could take that avatar and say so it wasn't one of those self-organizing teams where we then moved to the team but a future kind of looking where would you want to go? And Eldo wanted to be a developer. So he was the guy who did the incidents and he said I want to be a developer and now Eldo is a developer. So he achieved his dream which is awesome. This one is about being present and available. This is Samia. So Samia's message is similar. He actually, he says I enjoyed the energy and care that you brought to the project. Samia led a team of data scientists. Does anyone know a data scientist? These guys are Brainiacs and often introverts and his team were not located near ours. They were on the same floor but they were in a different area. I made an effort every morning and night to walk past that area and say hi to those guys. So as a leader you have a choice when you come into the office. You can walk the kind of straightest line to your desk, say hello to nobody, sit down and get on with your work.  Rather than walking straight to your desk. The other thing I did with Samia and his team of data scientists was to a few daily stand-ups they'd show me their sprint planning and I got to learn more about them as humans and just being that kind of present oh yeah Sam's interested, Sam cares. He's a project director, he's running this gig but he cares. The third one on caring so with Samia he was a scrum master and he wanted to be an architect so I spent a lot of time helping him mentoring him and just spending time even though I knew that he would leave my team I wanted him to grow. I knew he would be happy right now if he gets the opportunity to grow. The last one is being grateful. This is Mike. So Mike was a young scrum master and every time we did the sprint review we had a monthly sprint review every two sprints we did a sprint review and showed the work we had done to our stakeholders and I wanted the team to be the ones standing up doing the presentations but Mike was pretty nervous about presenting. It wasn't his thing, he didn't want to do it. So what we did we ran some training for the team on how do you become a great presenter so I ran some sessions on how do you present how do you stand up here and not make a fool of yourself so I ran some training and then Mike presented and when he presented I gave him feedback and I just really thanked him to present. So being grateful for things that the team do for you is hugely important but it's not just about those kind of specific times to be grateful you can be grateful in say your sprint comms you send your sprint comms out every single part of your sprint comms you can thank people as an opportunity every time you communicate the outcomes of the sprint to say thank you in writing if you send the stuff out so any scrum event is an opportunity to be grateful you can start every scrum event with hey thanks for that thing you did or encourage the team to say thank you so be grateful for the work people do so that's caring so we've done energy we've done caring this is my favourite one and interestingly when I was thinking about this talk the first thing that came to mind was this one but interestingly when I stepped back and thought through the actual things I do whilst this is the one everyone remembers it probably is not the most important thing so what does fun mean here's my definition connect beyond the office release the pressure through humour I'm going to talk about three things humour, off-sites and some of you might be some of you that are doctors but guess what most of us in the work we do with our teams we are not doctors no one is going to die again apart from the agile coach in Alex's story this morning so let's start with humour this is IMA IMA is Irish and of course Irish people love to have fun we had a we were part of a bigger program and they wanted to have like an all hands where everybody came in and shared what they were doing so most of the teams did powerpoint presentations and boring stuff like that we did first design we did a cricket skit so we remember this technology I said it connects customers digitally so we did a cricket skit showing that when the customer comes into the cricket what happened on their phone and how they interacted with the bank as they went through a night at the cricket and we had a fun role play this is Amy Amy is a tester and Amy is an introvert now introverts traditionally hate you want me to do what you want me to go and talk to people and they're not comfortable with it they like it once they're in but traditionally they tend to be a little bit hesitant and that all Amy had to say to me I was working with Amy for two years is this all she had to say thank you for doing so much fun activities to the project that was it awesome why not and here is Amy at one of our off-sites and she is the lady at the top does she look like she's struggling with this off-site this was a a selfie challenge around Sydney you have eight people one selfie stick and you have to go to them clues and they go around Sydney taking pictures of themselves and of course the last destination is a pub in fact a few of them were a pub there was a couple of pubs on the way but we don't just do that this was the first ever cricket game this cricket game was India against the rest of the world guess who won of course of course and that's Eldo Bowling and we had all the little chairs out and that's my son on the left so he came into work that day and was enjoying the cricket but we also did things like community work so you can have fun in the community we went out to a farm where the farm employees were looking to get back into the workplace so people with disabilities, long-term unemployed and we went into the farm we were helping them with stuff and we were hand in hand with the guys who were looking to get back into the workplace and a really deep experience for the team this one is Oz Harvest which was the topic of my talk last year we took 65 people we cooked food for a couple of hours and all this food went to the homeless so the things you can do to connect and have fun with your teams with off-sites are huge and sometimes we have to do some fun for us so this is a kayaking trip where we went off on Sydney Harbour kayaking and I've repeated this since with another group where I had a lot more Indians what do you think went wrong we can't swim so I said guys who can swim five of you can't swim so we got some big boats the guys who couldn't swim big boats can't fall in then we got there and there was two of them who just couldn't make their kayaks I said what's wrong with you we can't swim I said there's only five no there's two more anyway we won't go any deeper into what happened next but one of them one of the guys who couldn't swim he actually made it and dug deep and actually went the whole way and I'm like fair play mate fair play we also had picnics in the park so I think some of the most memorable ones were the cheapest we took 60 people to a park for the day some people said where's the agenda there isn't one the agenda is you talk to everybody else and have fun but what are we going to do whatever you want some people brought board games some people brought cricket some people just sat there and drank alcohol Australians some people cooked so there's Mike and me cooking on the BBQ so we are chefs but we are not doctors with all of these things that you see and in yourself chill out as a leader stop being busy relax we're not saving lives don't take yourself so seriously so I've covered my leadership evolution and I've covered a bit about energy caring and fun and now it's time for you guys to reflect we're just going to do a quick this is individual activity so the introverts don't need to run this is individual activity you need a pen can you guys hand out grab the handouts please they're at the back so grab a hand out and we are going to reflect on energy caring and fun so come and grab a who needs a pen well actually I'm really good at not taking myself too seriously so I'll also like to share you're telling us you could do all of them body yeah okay anyone else feel safe to share you don't have to yeah what have you got so good at relationship and mind and what are you going to work on humor awesome alright thanks for sharing so what we're going to do next is I'm going to get you to do a little self-reflection so turn it over think about the one or two things you've done in your practice improved the thing you wanted to improve on the right hand side of the farewell card can you write a new message this is a message from your team or your colleagues to you on the right hand side of the grid because some of you might be thinking Sam this is just all soft stuff yeah all this nice stuff we're going to be lovely to our humans we care about them but what about the outcomes yeah so let me tell you about the outcomes from this project we have connected the whole of the Commonwealth Bank digitally all of our channels in real time are talking to each other through this one when we first put this stuff and people say this is the brain this is the engine or the brain of the company that connects everything together and one example of how it does that if you are online applying for a home loan you can do that online and some of you know you might drop out or you might struggle if you drop out of that process our technology this brain will link up we get an alert that says yep you've tried to do this you've dropped out that then will get filtered through to our call centre team within 5 minutes they can call you hey I believe you've had some trouble with the internet or you seem to have dropped out do you need any help I actually had I went on my mobile phone yesterday to kind of check my bank balance because I was getting money that's exactly it so these are alerts across all of our channel so that's what the technology is doing we are generating with this technology 21 million suggestions of how to help customers per day 21 million suggestions per day we have about 8 million active customers so that's about 3 suggestions of what what customers can do per day some of those go digitally and some of them go to our staff and our staff feel smart now so our staff feel smarter because rather than saying well I wonder what you want next they will get a prompt that says well maybe talk about this or talk about that and some of these prompts are at service and loyalty obviously there are some about sales that's a mixture so guys it's not just the soft stuff this stuff works thank you namaste we've got time for a couple of quick questions challenges well I guess I talked about 25 years of challenges with leadership there I think with any leadership role I think probably being present and available so if I look at all of these things I've talked about being available and present for your team is probably of all these for me if I'm saying what's the one that I always have to remind myself my calendar is full I fill it up because I've got energy and action for calendar and that's probably the one I want to be more available rather than just being oh yes see me in three weeks but I tell them if you need me I will make the time but I'd like it to be less formal than that thank you for questioning we're always working on something yeah it has a massive impact if you can lead like this the team just there's obviously challenges I'm not saying it solves all of the challenges of working in teams but if they see their leader working in these ways it makes a massive difference if you work for someone you know what it's like when did you have a leader who cared you think about the leader you work for who genuinely cared how was that absolutely absolutely but especially caring if you know that your leader really cares about you as a human not just cares about your outcomes but care about you as a human being that's a huge difference to coming into work and how you feel every day alright one more last one person with bad attitude saw that I'm going to put that back for you how would you guys deal with it I'm going to ask you guys how do you do it someone with a bad attitude talk to them I actually coach them often I do a lot of coaching and I've spent more time as a leadership coach but I actually coach them often it's that they don't get on with each other and often I'm coaching this person and this person they don't know I'm coaching both of them as to how to change their mindset so I think coaching is probably the main thing making them aware of their behaviour what's the impact and then coaching them guys we need to wrap thank you very much


The Africa Forum at the International Water Association Development Congress is important because it's an opportunity for African water leaders to meet and to discuss and exchange experience about issues. We went through drought and water scarcity in Africa, how to deal with it, what were the experiences in the various countries. We had a nice opportunity to have a consultant who talked, Technicity about drought and water scarcity. And it was quite interesting to see how institution-wise policies should be driven around these activities on drought, bringing drought as risk management more than a crisis management. And I think that it gave quite many ideas to the African leaders in the room to deal with this issue. The second part of the session was on non-revenue water. And this was quite interesting because we had experiences from water utilities, from Shwazilan, from National Water. And also the African Water Association was explaining its program on non-revenue water reduction in Sub-Saharan Africa. And we had very interesting exchange of information on what the utilities are doing to improve the non-revenue water. For the regulatory aspect of the water sector, I think each country has their own rules. I know that we shouldn't have a common rule to run the water sector. But the regulatory aspect is quite different in various countries. But it's good to exchange experience and see what the others are doing and try to use some of the best aspect of what the others are doing to put regulation on your side. One big thing that has been done is to raise awareness on the need for water utilities to look at the non-revenue water issues. Because when you have non-revenue water around 40% to 50%, it's a very big problem. So first of all, you have to raise awareness on the issue. Then you have to find ways to reduce non-revenue water. And this is through capacity building. But not capacity building coming from outside. Capacity building among water utilities. Because they are the one who work on daily operation of water utilities. And they are the one who knows that there is a problem. And if you capacity build a water utility good enough to capacity build other utilities in collaboration, I think that you have a sustainable way to reduce non-revenue water. So this is what AFWA is doing, putting up some capacity building programs on non-revenue water reduction to improve this really big issue of African water utilities.


How we calculate t-test, now we can use SPSS and we can do it pretty quickly with just one click, but still we need to know the logic behind where the values are coming from, where the t-value is standard error, difference value is coming from, so we will first do it manually so you get the concept, get the understanding and then we will go through SPSS how we calculate it. So the basic formula is what we did in the one sample t-test, remember mean minus mu, that is we divide the value of the sample as standard value or the value of the population or the standard value and then we divide it on the standard error. The same assumption for the independent sample t-test, but the difference is that we have two samples, sample one, sample two, that is group one, group two which we are calculating differently. So look here the formula is that this is the difference of your sample and this is the difference of your population and divide it by the standard error. Simply if you want to write it by simplifying it, then you can definitely do mean one minus mean two because this figure is not known by the population but we are interested mainly in the difference between group one and group two, so we are comparing for instance boys and girls, and we will divide it by the standard error of mean difference, mean difference. So to calculate the standard error we need to calculate the formula and also understand what is the standard error. So standard error basically is the amount of error that is expected because we are estimating the population from the sample. We have found out that the difference between boys and girls in my sample, but if we study the entire population then definitely there is a value that exists which is beyond the scope which we cannot actually study, we cannot take the entire population and study that. So we are estimating the population difference with the sample difference. So there definitely going to be error in between. We cannot do exact value, they predict until or unless we study the entire population. So it is the amount of error that is expected when we are estimating population mean difference from the sample mean difference. And how do we calculate that? Each of the two samples means represents its own population mean but each case there is some error. We are approximating the mean one from population one and the mean two from population two. For instance this is for girls, this is for boys. If we are estimating the larger population from the sample then definitely there will be an error in both. So we need to calculate the error and variance of both. For the independent sample T statistics you want to know the total amount of error involved in the using two sample means. So we need to calculate the total amount. That means we are estimating the population one from group one and we are estimating the population two from group two. What we will do is we will actually approximate the total error for the T test. So the T test is a simple formula. If we have to do it manually, we will calculate the difference between mean one and mean two. Mean one minus mean two and we will divide it by variance of one divided by n plus variance of two divided by n two. We have already done that and I am sure that if you go to the last lecture you can recall that. And how do we calculate variance? You should remember variance is basically a variability. The difference of each score from the mean. We calculate variance as x minus mean. We calculate the difference of each score from the mean. We square it from the mean and then we divide it by n. And we denote it by s square which we call variance. And if we take it under root then it becomes standard deviation. So simply take it under root and we will end it by s and it will become standard deviation. And we will under root it by square. Simple. So in the T test we have to take out the pooled variance. We have to take out the variance of each group. We have to take out the variance of group one and group two. Because I have told you that we see the combined error for both the groups. How much error is there? When the group one is predicting, estimating and the group two is calculating, we can calculate the pooled variance. And the formula for pooled variance is something like this. I have just taken out the variance. And I have told you variance is equal to x minus mean square divided by n. So we call this x minus mean square sum of squared deviations. We call it ss. We call it ss or sum of squared deviations. But sum of squared deviations means that this is x minus mean square by n. This is called ss. So you can write this as well. It is equal to ss divided by n. So instead of writing x minus mean square, you can write ss over n. So for pooled variance, what we do, we denote it like this. S square p, which means pooled variance, s square is always variance. p stands for pool. In this, you take sum of squared group one, sum of squared group two, and divide it with degrees of freedom group one and degrees of freedom group two. And we get pooled variance calculated from this. This is an example. Let me show you how to get pooled variance. So you have two groups. The first sample is n6 and ss, sum of squared deviations is 50. And the second sample is n6. And the sum of squared deviations is ss. It is 30. Individually, the two samples. How do we get the variances? Let's do it. All the information given was that we have ss group one. This is our group one. And we have ss given. How much? It is 50. And we have n1 given. So it is almost 6. Similarly, for group two, ss is given. That is, sum of squared deviation is 30. And we have n2 given. 6. So first, we get different variances. And you know variance. That is equal to ss over n. In fact, we do unbiased estimation. It is better that we do it with degrees of freedom. So sum of squared divided by degrees of freedom, which is equal to 50. Or 6 minus 1 is 5. And if we divide 5, it will come to 10. So our first group has variance 10. And if we calculate the other group's variance, this is ss n minus 1. And this will come to 30 divided by 5, which is equal to 6. So we have done these two groups. But for pooled variance, if we have to combine these two, we have told you the formula behind. We have sum of squared 1 divided by n1 minus 1 plus sum of squared 2 divided by n2 minus 1. And we will plug in the values. The value of ss is 50. And n1 minus 1 is equal to 5. And then your second group is 30. And your second group is 5, which is equal to 80 divided by 10. It is equal to 8. So you will see that in group 1, variance was 10. Group 2 was 6. But when we did pooled variance, so that is lying somewhere in the middle of the both. So when our n size is equal in both groups, i.e. group 1 may be 6, and group 2 may be 6, when we have equal sample size, usually your pooled variance lies in the middle of the two independent group 2's variance. Similarly, if our un-equal size of variance is equal to our sample size, in many cases, when we are studying, for example, married, unmarried, working, non-working, sports that do and don't do, usually our n size is not equal in both groups. When n size is not equal, and we calculate pooled variance, then it happens that usually the variance pooled value that is more tilted or closer to the one, which is a larger sample. For example, if we first do, we have two samples, one is n3, and the other is n9. If we take out both independent variance that we have taken out earlier, one and then we take out variance, two. So now our pooled variance, from the formula that we have written that will be more closer toward the group variance, which has a larger n. So our variance of this group, whose n9 is closer to it, let's do grab a copy in a pencil and calculate the pooled variance for this one, where we have unequal sample sizes in the two groups. So let me know the answer and pause the video, please. So did you calculate the answer? I'm sure, yes. And you got the right answer. The variance of group one, we have 10 and the variance of group two, we have 6. And when we have taken out the pooled variance, that actually is equal to 6.8. And what I was telling you, group two, we had its n size, which was 9. And its n size was 3. So in group two, variance 6, our pooled variance is also closer to the value of that group's variance, whose n size was bigger. So we basically have to calculate the pooled variance for the standard error. So estimating the standard error that we will do, we have its formula. So simply, we will calculate the difference of the mean one minus mean two and the pooled variance for the standard error formula. The total of your pooled variance is 1 divided by n1 and pooled variance is 2 divided by n2. Now you will ask, why the pooled variance is 1 and 2? Because you have to plug in one value in both places because you have combined them. So you will write the same value for group one and write the same value for the group two. Remember this formula is an independent sample T test and how we will calculate the difference and then the standard error of difference by putting the values for the pooled variance. So this is an example in a study of a jury behavior two samples of participants E8 each. So there are two samples. There are eight people in both samples and our n size is eight. We provided details about a trial in which the defendant was obviously guilty. Although group two received the same details as group one but the second group was also told that some evidence had been withheld from the jury by the judge. So only difference in both groups. For group one m is equal to 3 and sum of square deviation is equal to 16 and group 2 means 6 and sum of square that is 24. Is there a significant difference between the two groups in their responses? So both groups gave the same evidence but one additional information was also given. We will compare group one with group two using independent sample because both samples are independent means there are different people in the groups. Let's solve this example. So first of all we have information available. We have mean one which is equal to 3 we have sum of square deviation for group one dv which is 16 and we have n size of one which is equal to 8. Similarly for group two we have mean which is 6 and sum of square deviations group 2 is 24 and we have n2 that is also because in both groups we have 8. So first of all if you calculate variance for both the groups you can do both groups and see with the formula which I have told you sum of square one divided by n minus one and similarly you can remove the variance of the other group to sum of square of second groups divided by n2 minus one. But since I have told you that if we use pool variance that is much easier so you can do it same answer but we will put pool variance in it. The sign of variance and this is p sign and we know formula is ss1 plus ss2 divided by n1 minus one and plus n2 minus one. So you plugged in the values we have ss1 16 we have other group's deviation sum of squares 24 and this is our 7 plus 7 which makes 40 divided by 14 and it is equal to if you divide then 2.865. So our t formula is mean one minus mean two divided by variance pooled one divided by n1 plus pooled variance 2 divided by n2 and under the root so this is standard error of the difference and this is the mean difference of the two groups so you can put the values, plug in the values and then you can calculate the t value. It is important that first we have to make a null hypothesis and then we have to make alternative hypothesis. Our null hypothesis will be that mean one is equal to mean two and our alternative will be that mean one is not equal to mean two. After that we have to see the critical value of t, table value. Just like you see the value of z and in your independent sample t test after going to the table you have to see the value of t over alpha 0.05 you know this, get the table at the back of the book see the t table, look at the degrees of freedom it will be 8 plus 8 minus 2 so 16 minus 2 it is 14 so on the 14th degree of freedom you will see the value of t over alpha 0.05 so that is equal to 2.145 plus minus means that we said not equal to so that can lie on either tail. Now we have to compare the calculated value of t. Now I will plug in values mean one is 3 and mean one is 3, mean 2 is 6 divided by pool variance I have taken 8, 6 divided by how much is our n you don't have to do n minus 1 again because you have done n minus 1 here. So you have to write pool variance so you have to write n 1 which is 8 and then like this 2.86 divided by 8 and you will take the under root so when you will calculate these values it will come to 0.713 under root so that will be equal to 0.85. So 3 minus 6 is minus 3 and the answer is 0.85 so minus 3 divided by 0.85 is equal to minus 3.35 so this is our calculated value and our critical value that is 2.14 here. Now we have to see where 5 value falls so naturally it will fall here and you remember that this is a rejection region rejection region for null hypothesis so the calculated value is falling in the rejection region so we will reject the null hypothesis which means we can't say that mean 1 is equal to mean 2 we will say that there is significant difference between the ratings of group 1 and 2


Live from San Francisco, extracting the signal from the noise. It's theCUBE, covering Oracle Open World 2015 from Studio C, brought to you by Cisco. Now your hosts, Stu Miniman and Brian Gracely. Welcome back to Oracle Open World 2015. This is theCUBE. I'm Stu Miniman joined with my co-host, Brian Gracely. We're with wikibon.com. Wikibon, we always love when we get to talk with the practitioners. Company was founded on allowing IT people to share with their peers. So nothing better than having a CIO on the program and happy to welcome back to the program. John Matelsky, CEO of DeKalb County, Georgia. John, welcome back to the program. Thank you, I was glad to be back. All right, so it's been a little bit since you've been on, you haven't been on this year. Well, what's new in your world?  Well, budgets aren't increasing. Matter of fact, they're still shrinking, unfortunately. So we just need to be very, very responsible with our citizens' tax dollars. And so we're really very, very careful about all the different technologies that we deploy. Internet of Things, of course, is something that's near and dear to my heart. It's got a lot of value to our citizens and constituents. So those are some of the things that we're looking at. And then of course our Oracle ecosystem. I mean, we're here at Oracle Open World and our Oracle ecosystem, we've been doing a number of upgrades to a variety of our different Oracle solutions. And so we're really focused on that. All right, so John, you know, attending a lot of shows, there's always, you know, a good focus on public sector. So can you give us kind of an insight, you know, specifically at Oracle Open World, kind of any special things they're doing for you folks, or I don't know if there's other shows you go to, but what's kind of as a government person, how do they cater to your needs? Sure, well, I don't know so much about catering. I mean, the reality is even though I'm public sector, I don't want to just focus on public sector. I'm actually here to learn about the product roadmap and those kinds of things as it relates to public sector. But I want to be networking with other folks on other industries to find out, do lessons learned, best practices, those kinds of things. And with all the different variety of sessions that they have, whether it's Oracle specific, whether it's user specific, user driven, or whether it's vendors, there's just so much good stuff to learn here. And so for me, it's really not about catering. Although I will tell you, they've got a lot of great sessions related to public sector, how, you know, public sector budgeting and how to leverage ERP, the different varieties of ERP within the public sector. But again, for me, it's more about the networking and just learning across all of the different segments.  Any kind of key nuggets that you've learned so far this week? Any sessions that were particularly, you know, illuminating to you? Well, Cloud's not dead. I don't know, I thought it was dead, but apparently not. No, but seriously, I mean, everything that we're moving into the cloud, actually, DeKalb County is progressive and we are making a lot of moves to the cloud. Every request for proposal or RFP that we put together, we're looking at how we can leverage cost savings, total cost of ownership, return on investment, and the cloud is really where it's at. So we're looking more focused on public cloud, maybe a little bit of hybrid cloud, but at the end of the day, everything that we're doing from an Oracle perspective as well, we're learning a lot of good nuggets about what the direction is, what the roadmap is for the different product lines, and you know, cloud is where it's at. Can you paint for us a little bit of a picture of kind of your cloud deployment, what applications are going there, how long you've been using it, what that kind of hybrid portfolio looks like? Sure, so the first thing that we moved to Cloud, we were on a 13 year old exchange email system. So we moved that into the Microsoft Cloud, so we're running Office 365 in the cloud. As we look at our permitting and planning solution, that's actually in for, we're a Hanson customer, we're moving that, we're in the process right now moving that into the cloud. And then from an Oracle perspective, we run E-business suite, we run PeopleSoft, Hyperion, we just got a whole bunch of stuff, and the things that we're looking at right now is moving our procurement modules into the cloud. We're also evaluating for upcoming early part of next year, going to HCM cloud, and then the last one is we're looking at the CRM, the customer relationship management module, and moving that into the cloud as well. So as we leveraged Oracle, they have a really good thing called an insight program, it's part of your maintenance and licensing. They come in and help facilitate an evaluation of how you're leveraging the different Oracle technologies and make recommendations. And as we looked at what the cost would be to do things on premise, as opposed to moving it into the cloud, again, from a total cost of ownership and return on investment, it just makes more sense to move those things into the cloud. Of course, the big concern is always security, but as I have told my board of commissioners, companies like Cisco and Microsoft and Oracle, they spend more on security probably in a day than we could budget in multiple years. So the key there is just making sure you have good service level agreements and contractual arrangements to protect yourselves, your data, your applications. Yeah, so you're just outside the Atlanta area. Atlanta's a fascinating city. One of the largest airports in the world, huge sports and entertainment mecca around the Southeast. You've got a bunch of Fortune 500 companies. Talk about, as a planner for the city, you can't plan a month in advance. You're talking about building roads and talk about the sort of government and business partnerships that have to happen for you to be able to be successful. Absolutely, we're on three to five year budget cycles and that's real challenging in the technology environment because technology doesn't just change year to year, I mean month to month where the things are changing. So it's a really difficult task trying to do that but having partners in the community, such as Cisco and then the Microsofts and all the other partners that we work with, they are really, truly mission critical partner vendors and working with them to understand what is the three to five year roadmap for the product lines and the solution sets and but more importantly and partnering with companies like Cisco, they are part of the community. They actually, it's not just about coming in and selling me a product or selling me a solution that could actually help drive value, it's really about giving of the company, working with us, giving back to the community. So those types of relationships are really key. As a matter of fact, Cisco partnered with both the Cap County and my previous job, Gwinnett County, as we looked at how we can drive innovation into our organization. We do a lot of things well but you know, we want to look at companies like Cisco who invest tons and tons of money into research and development and into driving solutions that will benefit their customers. We want to work with them to see how can Dicap County enhance their delivery of services through technology, through automation and working with companies like Cisco, it's really a win-win for our citizens and constituents. Yeah, I noticed you're wearing a wearable, you've obviously got a mobile device, you said you've got a passion around IoT. Absolutely. Give us a sense of what you guys are thinking about to help your citizens using IoT technologies. Yeah, I mean the internet of things is, you know, we're what, three, four, five years in already and I think the public sector is probably one of the slower sectors to go just because there's a lot of investments that need to be made in the technology but the beauty of it, and again, partnering with Cisco and others is you can build public-private partnerships to do a lot of these things. So some of the things that we're evaluating right now with Cisco and then with AT&T and Sprint and some of the other vendors is looking at how we might be able to provide lighting and cameras. And, you know, a lot of people worry about cameras and, oh, big brother, it's not about that. What it is, it's about being able to monitor traffic patterns and then be able to control the traffic lights if we have, you know, bottlenecks and those kinds of things. It's about being able to provide a higher level of public safety to our citizens and constituents. So we're looking at some of those things. We're looking at potentially doing metering on water meters to help facilitate an understanding of, a better understanding of both citizens and business use of some of our different utilities. So everything that, or your parking meters, parking's another great example. You know, as people come into Decatur or DeKalb County, it's gonna be a wonderful thing to know where that they can drive to find available parking. You know, parking is always a challenge and being able to have smart parking in our community is something that all of our constituents and stakeholders can really have value from. So everything we want to do is to drive value for our citizens and stakeholders and partnering with Cisco and AT&T and those companies is really very valuable. Yeah, so I love the discussion.   How do you partner with communities to be able to, you know, do some of these transformational things? I mean, you know, the future, in fact, the future was supposed to be this year. So, you know, how do you help deliver and give vision on that when you have some of the constraints of budgets and three to five year plans? Yeah, so we go through our normal budget process and again, we do annual budgeting, but we look at three to five year budgets. So as we're putting those together, we work with all of our vendor partners to try to find out exactly, how might we be able to partner with you over the coming year and years? So we will sit down and prioritize all of the different types of technology that we're looking to leverage, looking to deploy, whether it's for internal government use or as we try to deploy out to our citizens and stakeholders. And then we sit down at the table and find out, okay, from a public-private partnership, how can we work with you? How could we provide you some advertisement? How could you provide us some technology? And we work through some of those within the confines of appropriate procurement parameters, of course, but to build out kind of models.   So we may be the only one spending money, but at the end we're still going to have a return on that investment. And it's about hard dollars as well as soft dollars. And that's all got to be part of the overall budgeting process. Yeah, so a lot of what you're talking about is transformation, change, change is a constant. We see from a lot of companies, you know, enterprise, you know, commercial companies who are saying, as I'm changing, communications just as important as the technology, how much do you find you've got to have your government leaders communicating out to their constituents saying, this is what your investments are for, this is the benefits that you're getting. How much do they want to hear that back from your groups? Communications is key. You know, you see a lot of governments fail because they've got a lot of great ideas, but they can't sell it to their constituents. And so that's also some of the things that we try to do is anytime we're looking at driving a new technology, a driving a new project, we try to get citizen and business involvement. And it's one thing for us to be out there touting the technology and maybe having some others from the business community, but actually being able to get citizens involved in the process for them to understand what the value is and then to be able to take that to their peers, that's really, really critical. So everything that we do, whether it's technology or economic development or those kinds of things, that communication component is critical because at the end of the day, you are spending taxpayer dollars. And taxpayers typically want to focus things that make their environment more safe. So public safety is usually where the money is. They're like, well, how is technology going to make me safer? And there's a lot of different cases that do, but the other thing is to be able to understand how you can drive, even outside of the public safety realm, value back to the citizens and constituents. And that being able to communicate that message is very, very critical. How much do you see, that area has a huge education, Georgia Tech, huge technology space, lots of great universities. How much do you partner with those types of communities as well, as well as just the technology vendors? We do partner a great deal with them. As a matter of fact, we are working right now with Emory University, trying to set up an incubator, both in the health industry and education. Those are, especially in DeKalb County with Emory University and Emory Hospital, and then you mentioned Georgia Tech, Georgia State's there, University of Georgia's right nearby. So leveraging and really having collaboration and cooperation, and then looking at K-12 as well, with the school system. I mean, our future are those children and those youth that are coming up right now from K-12 who will then go into college and then become part of the working community. We are partnering with them as well. And so it's really across the board. Education is such a key thing and making sure that we're bringing up the youngsters and those kinds of things and educating them and getting them involved in technology, getting them involved in the community, and getting them involved in government. We look at the elections and how many people are voting and how many people are involved. It's such a small segment. If we can draw people in and work with them, I mean, we want to continue building the community and the community needs to help build itself as well. Yeah, that's fantastic. John, you're doing a good job working with a lot of the companies out here. I'm sure you're pushing them for certain things. Can you share? Where's the whites face in the industry? What opportunities? What can the vendors either be building better or doing more to be able to help you and your peers with what you need to do? Yeah, I really think the biggest challenge for government is driving innovation. Most of the people look at government as, let's just keep the lights on. And I think the reality is we need to look at how we can leverage the taxpayer dollars to drive innovation and bring greater value. It's not to me about keeping the lights on and keeping the computers on. That's a given. We've got to look at how we can work with the community, with the vendors to really bring new solutions that will add value. So, partnering with Cisco and the AT&T's and the Googles of the world, Google is bringing in their Google fiber into our community. Unfortunately, they're only working with our cities and not the county yet. So, we're trying to work with Google to look at it holistically and talk to the county as well. But leveraging these types of technologies and the internet of things in a very short period of time is going to turn into the internet of everywhere. And basically what that means is, we're all going to be interconnected and it's not just going to be about the pieces of things that are collecting data. It's about how we are all connected within the community. And so, I think as we work with partners such as Cisco, those are the types of things that we need to be doing is focusing on how we drive innovation, how we enable the citizens and the businesses to get involved in that and to partner with us and then to be out there vocalizing. These are the types of things that we want from our government, from our businesses, and as citizens, we also want to contribute. All right, so you talk to so many CIOs out there. As you said, they're trying to keep the lights on. I mean, especially if you talk public sector, you might have infrastructure that, I'm just struggling to be able to keep the maintenance on. What advice do you give your peers? How do you stay positive? You're very positive, you're driving innovation. What kind of advice can you give as to how you can kind of move forward and be able to drive towards some of these things? Yeah, my advice would be don't fear innovation. All too often when that word first came up three, four years ago, it's kind of a driving course. People are automatically equating money and innovation. It's like, the only way you can innovate is by throwing a lots of money at it, and that's not it. You need to look at business processes, how you can create efficiencies within your organization by maybe doing some realignment of processes. Your technology is only going to be as good as the business processes. So you could have the best technology in the world.  You're just going to be able to do things badly more quickly. So I think really, as we're looking at kind of that white space you mentioned, it's don't fear innovation. Look at how you can be a leader in the community, how you can partner with vendors and other folks within your community, and be at the forefront of technology. Look at some of the folks that are leading innovators and figure out how they do it. Network, communicate, communicate, communicate. I mean, that's the beauty of Oracle Open World. That's the beauty of other conferences like this. We can get together. We can network. We can learn and learn from each other. In all honesty, as much as I learned from Oracle and from Cisco and from others, I learn even more from the networking that I do during the four or four and a half days that I'm out here. Last question I have for you. Talk a little bit about the tech community down there in the Atlanta region.  And here at San Francisco, too often they say, Silicon Valley's where all the innovation, all the startups happen. What's happening down in your neck of the world? So that's one of the things that I personally have charged myself with and within the Atlanta metropolitan area trying to work with the CIOs and the governments down there. We really want to drive the Atlanta area to be the Silicon Valley of the Southeast. So we are focusing heavily on working with partners in the community, looking again at how we can drive innovation, looking at how we can work with the various industries to drive that innovation and to leverage technology to come in and evaluate how we're doing business and networking with the folks from Silicon Valley, from the Northeast. I mean, it doesn't really matter locationally where you're at, but we are all working together to try to figure out what are those types of things that we can do to really make the Atlanta metropolitan area, the Silicon Valley, the Southeast. And I think we've done a lot of great things. Obviously, we've got a good partnership as well, maybe not obviously, but we communicate with the Charlotte, Mecklenburg area as well. They are a very, very strong technology presence as well. So from my standpoint, it's not even so much about the Atlanta area, although that's near and dear to my heart, but really working together with all of the different agencies in the Southeast to try to figure out how can we drive technology. We want to bring business, we want to bring technology more of it down to the Southeast area and to Atlanta. And I think that over the last few years, we're seeing a lot of migration, mostly from the North, not from the West, but we're seeing a lot of folks doing relocation, bringing their technology businesses into the Southeast. And if we can continue to do that, I think in the upcoming years, not too long from now, we will see Atlanta as a major hub for technology. All right, well, John Matelsky, CIO of DeKalb County, Georgia, really appreciate you sharing. Always excited, really great to chat with you on that. So we'll be right back with lots more coverage here from Oracle Open World 2015. This is theCUBE, thanks for watching.


So I wanted to make this video to talk about my entire journey Going to dance castle The QLA experience what led to it what I've gone through Since I've been there How much it costs what happens there? Because I've noticed that there's not really any kind of unbiased Clear like objective review of it To this day, which is insane So as a survivor of the QLA seminar by Dampenia I would like to tell you what I went through and this is the book by the way You get his book when you join Beautiful gold coated book Probably the best business book you'll ever read Um, this isn't fully unbiased opinion. I'm not affiliated with Dampenia. I haven't spoken with him for About three or four months now and this video will be as unedited and as Kind of as clear as I can possibly make it So if you find any part boring just feel free to skim right through and I'll try to map out in the description kind of Where I'm at in the review So first of all the story of how I actually got there If you don't know Dampenia is a business success mentor the guy coaches success high-performance mentoring for the last 15 maybe 20 years The guy has made over a few hundred million dollars on his own building companies Making acquisitions, you know heavy-duty shit not just coaching. He made the big bucks before that and he bought a castle and He's running these seminars for hardcore people The seminars cost around $20,000 14,000 pounds So how did I get to to actually taking the seminar I Was really Desperate person I achieved financial success again, you know the four-hour work week by Tim Ferriss I was living the eight-hour work week doing something I love Making a lot of money Just got to full financial freedom and I was still very desperate to find Something that defines me So I learned about Dan through and previous mentor of mine And that's where my desperation took me the desperation to find meaning in life Because I realized it's not in financial independence. So perhaps it's Further away in the millions. So I started working Just saving up a bit of money Which at the time wasn't too much money, but it was painful to spend And I just kind of signed up because the guy looks incredible He knows what he's talking about and sound like an incredible life-changing experience so It took two months until the October QLA seminar came And the October QLA seminar it's a pretty much three four times a year Dampenia holds like a full week Seminar with 15 to 25 people in his own castle. You get Hardcore training from Dan. He takes you through psychology of High-performance business mentoring you're in his castle free You can roam his entire castle premise which take will take you about half an hour to go One end to another he has a huge golf course four cars that are worth over One million dollars Ferrari Bentley DB9 and a Rolls-Royce, which I have in a previous video called here in my castle And And you just you live in a castle you have to dress up in suits You get served by waiters and butlers all day long.  Hello, what do you know?  Whatever you want you can make it happen overcoming all of your fears and That's exactly what I was looking for so I actually Stayed in the seminar for the first four days and then I just left I don't know how many people did that before but it just left because I Kind of felt like I got everything I needed People thought my decision was incredibly stupid because there's no refunds But I was really complete with it. I felt like I had everything I need And it would actually serve the QLA methodology by Like going just for what I want not even waiting for Dan And over the next month I did everything Based on the QLA strategy I've built an incredible board of highly successful millionaires the best accountants and lawyers which Went much more easily than I thought Because when you go straight line to something you just make it happen like I would knock on doors in Billionaire houses.  I learned how to become a high performer. I lived it And that actually gave you leverage it gives you a certain altitude to see okay. Is this for me or not?   I'm doing what I love making really good money And I finally don't have the voice in my head that says, you know, you need to do that You need to do that and can just be happy Being myself living my life I highly recommend this experience for anybody with the itch To achieve greatness to do a huge things to go Straightforward to your to whatever it is you want to achieve not procrastinate to stunt upon all the losers that Say you can't do it Really and even if you're not sure if you want to do it it's for you because Just going there you're gonna see what it actually takes to become a true high-performance person And you're gonna know if it's for you or not. So it's gonna give you the mental quiet Quietness and and and love for yourself that you need but you're realizing is this for me or not Again, it's probably one of the most incredible experiences of my life His book is probably the best book about success that I've ever read If you have any questions about going I'll be super happy to help again I don't have any sort of financial connection to them I just like a guy on my journey giving the The lay of the land from where I've been And Again, if you're thinking about going probably go So again, if you have any questions for if you ask me you can check out my other shit, which I'm sure you'll love Talk to you soon. Peace