Hello, and welcome to my bedroom. Let's talk about my bike. And yes, I do get 38 miles per burrito. Thank you to one of my viewers named Jay, who sent me this as a gift. So obviously I'm riding the Priority 600X, a bike that I created in conjunction with priority bicycles. It's got the pinion gearbox, the gates belt drive, the Wren suspension fork, and it's just plain awesome. But this video isn't about the bike. If you want to learn about the bike, I have all sorts of videos about the bike. This is about more of my gear setup. Okay, let's start at the back of the bike. It looks pretty different than my typical setup. For starters, I have a rear rack. This does not come with the 600X. This is a new addition. Usually, I have a seat pack that is mounted to my seat post and sticks up like this and holds all of my lightweight camping items. But the reason why I pushed everything back a little farther is so that I can use a dropper post. And this dropper post is the PNW Coast, and it actually has some suspension in it. I'll show you. Check it out. It has about 40 millimeters of travel, which isn't a ton, but it really takes the edge off when you're going over some of the bigger bumps. And if you have a bad back, it's really nice because it's just a little bit more cushy. Like I said, this is a dropper post. You engage it by hitting a little lever on your handlebars, and it drops all the way down. Now for most bike packing, you would never, ever need a dropper post. This is strictly for mountain biking over steep technical terrain when you want to get way behind your seat so that you don't flip over. I use this a lot when I go mountain biking here in Boulder. I will also use it when I ride the Colorado Trail later this summer. What I forgot to mention, you can buy this dropper post on the priority website. Okay, back to the rack. So since there's no seat pack, you have to make room for that stuff somewhere else. And I bought a 20 liter Sea to Summit waterproof dry bag to put all that stuff in. It's about the same amount of room that a seat pack would be. Everything is right there. It does move the weight back a little bit further on the bike, but I didn't notice any problems with my handling or anything like that. I also got one of these dry bag protectors. This one's made by Rock Geist. And they're very handy because a lot of dry bags, when they're sitting on a rack and it's bouncing around for eight hours a day, for weeks on end, they can create holes in the dry bags. But this thing here protects it 100% and it also has these nice little stretchy things right here. I was putting my shoes under here. You can put flip flops under here, a rain jacket, anything that you want to grab quickly while you're on the go. And as you can see, this is a very minimalist rear rack. There's not a whole lot to it. But my favorite part is that you can mount cargo cages to the side right here. And so I love putting on my wide foot made in the USA cargo cages right here. They fit all sorts of different sizes of bottles. For the great divide, I used my big ol' 64 ounce cans, one on each side. Because why? Well, there's not a whole lot of water in New Mexico. But for other trips, you don't need bottles that big. Now what I don't love about the rack is that it was $130. And in two weeks on the great divide, it already started bending backwards. And I really didn't have much weight up here. Just that bag with my camping material. So maybe six or seven pounds. And I don't think it should have been bending already. You can see that it's leaning back a little bit. This is made by Tumbleweed. I think they're a pretty cool bike company. This is the first thing I've ever bought from them. But for $130, I think it should be a little tougher. I will continue to use it until I break it. Let's talk about this now. My very first bolt-on frame bag. And when we designed the 600X, we made sure to put lots of mounting points on the inside of the triangle so that anybody who bought this bike could also have a rad bolt-on frame bag. This one is made by my friends at Green Guru. And Green Guru is really cool because all of their products are upcycled. That means that they use products that are probably going to go to the dump. So old tent material, old bicycle tubes. This is old sail material from the sailboat, right? And so they saved it from the landfill and they made a frame bag. And this is really cool. Now unfortunately, this is not something they're going to make and produce and sell, at least right now. They made this for me just as a prototype. Really is amazing how much could fit in a frame bag. This is where all of my food and my heavy stuff goes right here. You really want your weight to be centered on the bicycle. I also had them make it very wide. A lot of frame bags are kind of right in line with the top tube. But you can see this one is three inches wide. And I do that so I can fit more stuff in it. And it's close. You know, when I'm pedaling, my legs are close to hitting it, but not quite. So it is perfect. If you like the idea of having an up-cycled bag for your bike, Green Guru has tons of stuff. They don't do custom, but they do have lots of pre-made bike bags that are very, very eco-friendly. Right here is the Revolate Designs Jerry Can. There's really nothing to it. It works fine. And this is where I put all of my tools. All right, let's move to the cockpit. And as you can see, it is very crowded. But there's a lot of stuff that's happening here. I got a new stem bag this year made by my friends at Kai Venture bags. They even made a custom patch. And this is where I put my little Sony camera and some batteries. Anything that I want quick, easy access to while I'm riding my bike. These bags are also made by Kai Venture. Also if you want them to make your very own patch, they will do that for you. They do all sorts of custom colors and fun stuff. They are a great couple. I love them. They're so cool. Also have a bag over here. And this bag up here is where I put all of my bars. I can fit about 10 bars in this little bag. And I always have a water bottle right here for easy access. This right here is the GoPro Hero 9. And I keep it right on my handlebars for easy access. I don't film for my handlebars. I just keep it up here with this little clamp thing so I can grab it easily while I'm riding. When you see those shots of me getting angles from down here and backwards, I just hold it for about 10 seconds there, 10 seconds there, 10 seconds straight ahead. And then I just clamp it right back on the handlebars and I keep cruising. And at the very front of the bike, I have my Ortlieb Waterproof accessory pack. And it's small, but it fits my Mavic Mini Drone in three batteries perfectly. And under this, under curtain number one is my big Agnes Fly Creek bike packing tent. I love this tent because it is so easy to pack. It has those really short sticks so it fits easily on any handlebar. And this year, something I have new is a harness for the tent. It's made by Oveja Negra, a nice Colorado brand. This is also made in the USA. And you can see that it holds the tent perfectly right there. Because last year, I would just take the straps from the tent bag and somehow fish them through all of these brake cables and stuff and attach them onto my handlebar. It was always a pain in the butt early in the morning when my fingers were cold. And so this year with this harness, it makes life so much easier. And lastly on my handlebar is the Wahoo Rome bike computer. It's so handy. It really, I never get lost anymore because it always tells me exactly where to go. You just download your GPX files for any route you want. And it just left, right, left, right tells you where to go. I get lots of questions about my pedals and my shoes, so let's talk about it. I would say that 95% of the time I have a Shimano clipless pedal on my bike. Ever since I started mountain biking in the mid 90s, I've been a clipless guy. This is a fairly cheap version, but I've had them for years and they work great. Now, why do I like clipless? Well, it's just a little bit more efficient. You not only have the push down power when you're pedaling, but also the pull back up so it's a circular motion and you can really crank. Now, sometimes I use platform pedals like this. And why do I do that? Well, I do it in more technical areas where I'm on and off the bike constantly. So like Baja Divide or the upcoming Colorado Trail. And for that, I will use flat pedals like this that do not have a cleat. This is a new shoe made by Crank Brothers. And it has this really cool locking mechanism made by Boa, a Colorado company, because who likes tying shoes, right? And my go-to clipless shoe right here is the Adidas Kestrel also with the Boa locking mechanism. All right, let's talk about my tires. What do you think? These are 2.6 inches wide. I am a big fan of wide tires. And why is that? Well, they're just a little bit more stable. And they're great in soft sand, which I encountered a lot in New Mexico. Also, I want to show you something since we're back here. We created the 600X to be able to handle a 2.8 inch tire. So you can see there's still quite a bit of clearance in the rear triangle here. And if you look closely, you'll see some wear right here.  It was completely caked back here. And it wore down a little bit of the rear triangle. And I'm very thankful that I had this extra room because it would have been very difficult to get through that situation if this was narrow. It would have clogged up. Just evil, sticky mud. These are not the tires I had for the New Mexico portion of the divide. These are the escapes made by Goodyear. They're a little bit more aggressive tread than what the 600X comes with, which are the WTB Rangers. People always ask me, how much does your bike weigh when it's all loaded down with food and water? And the answer is, I don't know. I've never found a scale that can deal with the bike. All I know is that it's very hard to lift off the ground when it's fully loaded. Now I want to talk quickly about the Wren Suspension Fork, and it is so nice. On the New Mexico portion of the divide, it was very rough, by far rougher than anything north of New Mexico. And I was very thankful that I had suspension. This fork has 110 millimeters of travel, which is right about perfect. And it also has a very solid lockout where you just hit this little switch, and it is solid as a rock, because not everything is technical. There are some sections where you actually ride asphalt, and it's nice to go from cushy to hard as a rock like a solid fork. This is it, my 2021 bike packing setup. I feel like I have things pretty dialed in, and I'm very happy with how everything works together. Things will change from adventure to adventure, depending on the circumstances. But this is pretty much it. And I have to say that I love this bike. It's everything that I wanted it to be when we dreamt it up over a year ago with the guys over at Priority Bicycles.  Thank you so much for watching this video. If you want to watch other adventure videos, I have hundreds of them all over my YouTube channel. Please like and subscribe, and stay tuned for more coming down the road.


Hey, we're on the hour, so let's get started. Thank you for being here. Just a quick check, how many of you were here during Rina's presentation? OK, that's pretty much what I was assuming, so thank you very much for hanging on. I felt a bit daunted as well when I saw the other speakers that Parisa's going to be covering quite some of the topics that are my favorites and Rina as well. And I managed to anticipate that, so I did not intend to just have a placeholder for the away toward and the scarf and we can just move on with those parts. And for those of you who haven't heard of those concepts, please ask and interrupt me if I'm skipping too fast, but I'm kind of assuming that you were there in the morning listening attentively to Parisa's piece. However, what I have to admit I'm a bit daunted about is that most of the good stuff that ever comes to the eastern part of the former Swedish kingdom comes from this direction, meaning Finland. So most of the good stuff we're seeing in leadership development, I just read a really cool article in Harvard Business Review which just came out in this month actually and one about how why leadership development consistently fails and obviously there was a Swedish writer. So have a look at that, it's a good piece of work. But this having been said, I'm hoping we can cover some relevant topics together today. So a couple of words here is the structure to provide some certainty, right? So just a very couple of words who we are as an organization, how is performance management doing? Not very well, we all know that. And how come? So why are companies spending massive amounts of money, time and effort to build systems that nobody basically wants to see exist? There must be some rational reason for that and let's explore that a little bit. And then finally, a couple of reflections about how could we make performance management work a little better. About neural leadership group, the founder is David Rock who was quoted in Rena's talk, so he's come up with the term SCARF, founded in Australia in 98 offices a little bit here and there. We're trying to provide an illusion of broader geographical coverage by talking about Scandinavia, but basically we're located in the Nordic, so it's Helsinki, Finland. The head office is currently in New York because most of the big clients happen to be located on that continent. Here's a few of our clients. You might recognize a few of those, if not quite a few. I'm not quite sure. The cool thing, the brain is so hot that it's fairly easy to get access to most places when you've done a bit of your homework around that topic. So especially tech companies on the west coast of the North American continent, they are really eager on hearing whatever might bring an additional edge to their business. What we're doing, coach training is the foundation. That's what we still do quite a lot of. So professional coach training, we've trained something around 15,000, 1,000 professional coaches worldwide over the years, and then quite a lot of that work within organizations as well. Now what we're seeing is some sort of thread of some understanding of agile in some form, which is taking place in most organizational contexts that we're working with currently. Okay, how's performance management doing? Well, the spoiler, you heard it twice already today.  They just do not deliver. And there is a massive big question to say the very least and a massive irony in a way that we're actually having systems in place that are supposed to monitor performance, but the performance of those systems has no feedback loop, whether it's working or not. Nobody's actually asking the question. It's the best way to get kicked out of a meeting room with a senior HR executive. Ask them, how do you monitor the efficiency of your performance management system? I've tried that a couple of times and it's a very, very bad business proposition to awkward silence, but nobody wants to use them. And if you start asking whether it works or not, you get a different answer or how should it be improved or whatever, you get a very different answer than just running the system the way competitors or the industry has always done. He has a fairly illustrative, which is just illustrative, but it's a real slide about the engagement levels at a major drug company, Eli Lilly, and they had come to the realization that when they had a consistent set of data over a long time with large numbers of employees and they checked how their engagement levels linked to their annual performance conversation. Typically, performance management obviously takes place once a year and if you really advanced, it's gonna be twice a year. And that's when you get to hear how you're doing. That's the traditional way. So that was the once a year structure where people, managers were delivering ratings to their people doing pay adjustments and deciding on the size of the bonus. Basically, performance management is technically speaking, it's almost synonymous to defining the variable part of the pay. And then there's a lot of sugarcoating around it that it's supposed to do this and that and get talent, join us and retain them and have people engage and do this and that. But very little evidence about that actually working. But when we look at engagement, which is one of the key purposes of a well-function in performance management system, we notice that those, even the people who are ranked at their highest level are less engaged a couple of months. They simply stress too much and after Rina's talk about this scarf thing, we just hate being evaluated. We don't like that. People might even answer that they basically, they want to hear how they are doing in comparison with others if you ask it that way. But when you change the system and then ask them whether you'd rather not be compared to others, nobody wants to turn to the former version. So that was messy. It's really difficult to obtain data from people whether they like system, this system or that system because they don't have experience of the hypothetical system. But once they've tried it, they never want to go back for instance to forced ranking, which was a big hit a few years ago. Do you guys know what forced ranking is? Okay, I see some nodding. All right, so even the high performance are disappointed typically because they think their bonus isn't large enough. And then what's happening, we're supposed to drive performance and drive engagement. And we notice that those who are ranked from two to four have a six month dip in their level of engagement. So it's not performance management, it's damagement to play with words. And the ones actually, they're lost in the US system. Typically, you can't get to consecutive ones. So you're out of there by that time. But their engagement is not going to get any better. Okay, what are the reasons? Obviously, well, we just heard about the organizing principle about the brand, the massive negativity bias. So a way and potential threat is so much stronger than anything positive. That when you start ranking, measuring people, they want to look smart, they want to play it safe and there's nothing better to have people play it safe. Playing not to lose instead of playing to win is what happens with the traditional way of evaluating people which is intimately linked with performance management in more established companies. So that's one of the key reasons that people start optimizing their own part so that if something goes wrong, nobody can blame me. I won't be the one who's gonna get sacked for underperforming. Okay, so that's one massive reason. And Kahneman, I would warmly recommend Daniel Kahneman's book. By the way, the only psychologist who's ever won the Nobel Prize in economics, which is kind of cool. So his book, it's a pretty tough read but it's really useful for understanding, among many other things, the negativity bias we have. So that's one key reason why it's simply is really difficult to make performance management work in complex environments. All right, let's then have a look at where do leadership practices come from? Who knows, I'm assuming quite a few people know who's Frederic Lalou.  Or then you just haven't heard of it. Now there's a session this afternoon if we're actually about how to go till which is the highest level of human consciousness which would allow for a very advanced way of getting organized like a living organism. There's a bunch of metaphors. I'll walk you through this model just as a reminder for those of you who know this already and then maybe some news for those who don't. But you should definitely Google if you haven't heard of this guy, he's a former McKinsey consultant, a strategic consultant been advising top executives in large corporations and now he's a thought leader. He's left his former employer and he's done a beautiful study about organizations and he has a reinventing organization. You Google that, you're gonna find it inevitably. And there's one particularly good piece is a video on YouTube. It's one hour and 40 minutes might sound like long but it's worth every second. So if you haven't heard of Freiland Claloo you definitely should Google that and find time to watch that video. It's amazing stuff. Okay, he's building on a metaphor that's been around for a while but talking about metaphors in terms of color, a color code and then a metaphor that goes along with that. So the lowest level would be a wolf pack which doesn't really do justice to those beautiful animals because they're actually much more loyal than the human versions of red organizations so to say but it's the imminent threat of physical violence that is actually the leadership number one principle. Then we have old school version of an army which is, if you think back way back to the Romans or the First World War or that type of some more modern ways of fighting wars might look very different of what Lalu is talking about but still the traditional view of an army where there's a very clear hierarchical structure. Then the third level of metaphor which is the dominant one in most organizations currently especially large ones which is a machine. So it's a mechanistic view of the world that we can fix this part and identify this gap and train for it and build the machinery and optimize its functioning. Then comes the next step when we've done with the machine thing people start to get alienated of that mechanistic approach. Then comes the happy family metaphor and finally after the happy family comes the living organism that the organization has a reason of existing and it wants to fulfill its core reason of existing and organizing principles obviously look very different depending on where you happen to be on that continue. Okay, this is a bit of a mouthful but I'm assuming the slide set will be made available so it's a summary of all of those things. The important part is that each of these ways of organizing is optimal for a certain set of external conditions. So we might argue that we are actually two meals away of a red society. It's highly unlikely in this part of the world but if you look at some other parts of the world it's the stuff that's happening that you need to be really, really ready to fight to help your closest people survive. So in that sense it's a dynamic construct but nevertheless so it's a predatory approach it was based the leadership innovation in a way was division of labor and command authority. Currently we do see mafia organizations organized crime, street gangs, tribal militia that type of organizations who are thriving when there's utter chaos. So that violent approach of leading is quite suitable in some circumstances or effective. Obviously when things get a little bit more stable and there's a little bit more structure it's possible to come up with some more hierarchical approach which would be amber which would be the army thing. So what happened when the Romans invaded half of the by then known world is that they simply were more organized. So they had tribes 50 or 200 people and smashed them with 20,000 legion year so what's gonna happen obviously these guys win. So getting organized in a hierarchical manner was pretty effective by the time. It made also possible very long-term processes, long-term perspective for instance the Catholic church spreading all over the globe over millennia having building projects that may last for centuries. So these guys would never be able to accomplish something like that. Well hierarchy at some stage becomes a little bit rigid and since there was a too much hierarchy in a paternalistic manner. For instance in the Catholic church if you were not from a noble family you could not become a bishop. So it was like predetermined before you were even born what you could become. Well then comes the orange way of organizing. So innovation was made by this. These are not very good at innovating if the world changes you might be needing this account.  It was more about how effective you were at your work. You hit your goals and targets. You get a promotion and you get further up the organizational ladder. So meritocracy accountability big, big themes there and really clear and effective at setting goals following up on them and so on and so forth. Most multinational companies all of them back home in Finland are leaving the orange realm now. Someone might dislike this statement but it's pretty easy to show them the opposite. So if I'm insulting someone I'm not even sorry. All right, what happens? This is alienating.  Da, da, da, you know all this stuff. 70% of people in the US would quit their job now if they could, 70, okay. It's pretty huge and it's pretty much all of the result of this type of thinking. Then comes green, okay, we can't go on this way and this is not right and there must be other values than just shareholder value. We need to take care of our people and also if and when the customer expectations keep changing, more agility is required and this thing will never be agile no matter how much internal startups they try to launch. So here comes then the happy family. Most of agile software companies, I know they are located in this area, do have a lot of this next level as well but they still have some type of hierarchy. It's typical there's the founders are still the bosses even if they're not called bosses and they make the big decisions. So that would be the distinction line between these two. Value is driven shareholder model so this should be right for our people. Once it's right for our people it's gonna be good for our clients. It's gotta be right for the planet. So it's gotta be sustainable. It's gotta be ecological, that sort of things.  Company having a reason of existing basing every single decision made on this reason of existing and anyone in the organization based on a certain logic can make decisions. So no need for, for instance, managers which as Rina just covered, it's not very much fun. Burzorg which is a healthcare company in the Netherlands they have something in the range of 9,000 employees this day and their company headquarters employ something in the range of 30. People and most of them are actually coaches who help teams get along and solve conflicts. So that's their headquarters staff, three people in the financial administration if I remember right. And they have a 80% market share of the home healthcare business in the Netherlands. It's pretty cool stuff, it can scale. That's the big question we keep hearing if it's scalable or not.  All right, what do we want to achieve whatever we're doing when we're getting organized? So this is the ideal picture. This is big thanks to Niklas Moody. You might know this guy is from this city. Luckily he's using the metaphor with football and not ice hockey, that would be traumatizing. But still, hey, what can we see here if we were to speculate or what can you observe in this type of... What's going on there? What are those people? Do they like what they do? What's going on for them? Just some popcorning. I heard you guys are really active. Yeah? Yeah, so there's some level of collaboration taking place. Yeah, what else? They're having fun, yeah. Do you need to motivate these guys to play football? Print some type of... Have PowerPoint shows twice a year. Football is great. No, they know it already, right? They're probably respecting each other. They probably have some clarity about their individual roles, but the roles are massively overlapping in the way that if somebody is not able to stumble or something, so somebody else is gonna help them. And they might be even passionate about what they're doing. So the assumption is that these guys basically and gals have always wanted to play football, because otherwise they probably would not be on that field in the first place. And that makes perfect sense. And that's what typically you hear in the first sentence of the annual reviews of larger companies that the people we employ are our greatest asset. You don't very often hear sports teams saying that our players are our most important asset.  Obviously there's a lot going on around to make all this happen, get sponsors and da-da-da, and fill the audience and all sorts of other things than just apply, but you get the picture. So these are willing-enabled people who have basically always wanted to play football and they are fully able to develop their game as a team. That's the basic assumption in the background. Obviously there are support structures, but nevertheless, so that's the assumption of what they are and what motivates them. All right, our take on that type of collaboration is golf. So we need to know, we need to be respected, significant, we need to know what's going on. To some extent, we need to have a say to what's going on. We need to be in the same team with the people we're working with or dealing with. And finally, we actually do want it to be fair for all involved parties. So that's one way of summarizing in scarf terms what's going on. Then we come to large corporations. What do we see happening? First of all, we need massive amount of some kind of mechanisms to stay in control. That's the basic assumption. And how is this being done? We need structure, we need tools, and there's a lot to manage. And this also comes from the assumption that people are fully rational. Like Parisa started this morning, we're not that rational actually. We might have an illusion of being rational. And then we're really good at rationalizing or for instance, basically emotional, emotion-based decisions so that we can explain why we did something. But the decision as such can't be rational. But this worldview kind of assumes that we're fully rational. Then we need to employ tools to motivate people. And this is how you do it. Basically, the original way of managing which came in the early 1900s, something. The overall idea is that you need to have somebody tell what other people are supposed to do and then reward them or make them hurt in some way or another. And the classic idea is that somebody else knows better. And it's the division of thinking, planning and executing. So that's a really big theme. And all orange organizations, even if they don't necessarily admit it, are basing their leadership practices and performance management on this story, more or less, which is based on studies by this gentleman, B.F. Skinner, the father of behaviorism. What did Skinner do back in the 30s until the 50s? So it's not like yesterday. It's pretty old technology. He took rats and pigeons. So birds and rodents. And he separated them from their fellow rats and pigeons. So they took a social animal alone. They close the animal, first they starve the animal significantly so that it's really, really, really hungry. Then they close it in a box and then they show some typically visual cues to the animal and it's supposed to do something. When it says turn, the animal turns and obviously it can't read, but it can figure out what the scheme is and then it gets food. And here comes classic conditioning, which is the core theory behind this. If you do this, you're gonna get that. If he hadn't isolated the animals, which are social to their nature, it would not have worked. If he had not closed them in a box, it would not have worked. Okay, and if they hadn't been really hungry, it would not have worked. It's not a very strong study, especially when you start applying that to humans because what he says in his infamous work, Science and Human Behavior, that free will is a myth. Okay, good and fine. It would be really fun to kind of laugh at this, but the bad news is that it's the dominant thinking behind the orange way of organizing and it's really prevalent, it's all over us. What this does, then it's gonna create some friction. So again, since people are lazy, they need to be monitored, they need to be punished and or incentivized. And if not, they're gonna start sitting on their hands. That's the bunch of assumptions about human nature that comes along with behaviorist psychology, which dates back to the 30s. So that we can monitor people effectively, we need to be identifying every individual's part of the game, so to say. There's nothing wrong with measuring, but this type of measuring will lead to massive suboptimization. So the overall idea is that this would be my tent and Arto will be there and if the ball comes into my tent, I'm supposed to kick it out. That's it and then I'm measured when I do it effectively, I get a bonus. What's gonna happen? Inevitably, the ball will be landing at some stage to nowhere, there's a gray zone always.  So no clear line of sight. And that's the shift from orange to green actually in La Luce terms. Do we trust that people are willing and able to do their job properly? And now comes the empathy part and the compassion part that Rina was talking about. People who set up these structures, it's all they know about and basically they've studied that stuff. There are seminars who are actually kind of, studying, incentivizing in this skinner old school psychology manner. It's robust science. And take any seminar that's looking at performance management or most of them, they're basically trying to have control structures to make this thing work. And what they end up with is this.  We need stronger tools for providing corrective feedback. It's the number one thing that managers in orange organizations need because obviously there's a lot of friction and the default approach will be to go to their toolbox and pick up a bigger hammer. Then if you really advanced, you might have some mindfulness training for these guys so that they can manage their minds and tell them that now you've been trained in emotional regulation. So you're in charge of your mental wellbeing. This might hurt a bit, but... Yeah, it's quite unfortunate, but that's what keeps happening. Pretty obviously it's hard to solve the problems that these tents are causing in the same paradigm. You need to step higher up and look at the bigger picture somehow. A quick quote from Edward Stemming, the father of Lee in more or less and the Toyota manufacturing of actually the whole Japanese miracle after World War II, saying that the system is responsible for 94% of the problems. In this world, what's causing the problems is obviously people's attitude. They're not executing, they're not being accountable. So we need closer monitoring to keep people accountable. And a more systemic approach might be assuming that if we have a goldfish that starts swimming upside down, is it useful to blame its attitude? It must be doing it on purpose. Okay, you remove the goldfish with the bad attitude and replace with a fresh goldfish and then it starts swimming on its back again, you see a pattern there already.  But it's somehow in an orange paradigm, it's a lot about fixing the deficiencies of the players that are acting in various ways because of the system we've put together. Obviously there's a lot of sub-optimizing going on in this tent. We have a beautiful example in Finland, you might have heard of a telecommunications company a few years back that was pretty big. And in 2004, when they still had a massive market share, their R&D team suggested their management that we have this thing that's touch screen. Let us explain to you how it works instead of having physical buttons on the mobile phone to click on them, you might have a screen, okay? 2004, they went through all the product lines and they were kicked out because the managers could not or the higher up they went, they said that it's all good and fine but I don't really have time for any new stuff because I would be missing my release date for the products that were already in the pipeline. And then somebody else came up with a touch screen a few years later and it was first that they were laughed at and now nobody's laughing. So it's really effective to some extent if the level of complexity is low enough it's this might work to some extent. Okay, so what should we be doing then with the performance management? It's blatantly simple, stop doing it. You need to replace it with something and that's the question where we typically bang our heads against the wall that are you telling that in the middle all this turbulence we should let go of all monitoring? No, who said that? You're replacing control with transparency, that's the outrageous simplicity and the beauty of it. And there's a bunch of examples where it has been done really successfully. There's a pharmaceuticals company in Switzerland who for instance decided to let people decide whether they fly in business class or economic class depending on what they should be attending the next day. Instead of saying that this is your level of management hierarchy so you'll be allowed to fly business once you are exceeding a certain level. What happened when they let people make that decision instead of having an administration layer on top of it? Their overall costs of flight tickets went down and replaced control with transparency.  Just because we're smart, you know, once we are given the opportunity. So it's about, and it's the really tough topic obviously for people who've been building those, they've been educated, it's all they know about is the orange thing that you should be trying to climb the ladders and then go tell them that actually most of the stuff you're doing is actually harming your business. That why don't you stop stealing from your shareholders? If that's the thing they believe in, right? That they should add a shareholder value and a couple of takeaways. Key thing is that all the different levels of Lalu's organizing principles, they have their virtues in a certain environment and we should be respecting the people who've been who are the products of that worldview because it's all they know about and excluding ourselves.   Already questioning the efficiency of performance management is a sure way to get kicked out of the company because they love the system. They have applied, the top leaders have applied the same system they had in their former workplace. That's what typically happens. So we should be respecting their difficulties and Rina covered that beautifully in the scarf piece. But a couple of really nice takeaways and these are actually landing pretty well once you have the level of permission to suggest this sort of thought experiments to people. If you don't know them, this is probably too much but once you have a little bit of better relationship and some trust established, so it might work. How can we tell if we're trying to get better at something that shouldn't be done in the first place? Look for instance, the traditional performance management, the amount of calibration of training and monitoring that's required for all sorts of things. For instance, ranking people, which is basically against our foundational biology. It's never gonna work. And once you try to make it work, you're gonna be needing a lot of bigger hammers to try to keep the thing together because it's against nature. So how could you identify the times and places where you're trying to do something better that shouldn't be done in the first place? And then the other questions, when we're dealing with problems, what is it in our way of getting organized that creates this type of behavior or this type of outcomes? And this like semi-closed system like an aquarium, it's I think it's a really well-functioning metaphor because we can so clearly see the boundaries of the system when you look at organizational structures, it's much harder to see those things. But those would be my suggestions once you have established a sufficient level of trust with the people you're working with, be it with your own company or with some external companies or clients or whoever we're dealing with. So try to adopt a more systemic view because in our gut we know whether something is going to create friction or is it going to create some type of flowing energy with more light and nimble way of getting stuff done. So just pausing and trying to think about those types of questions. All right, we have one and a half minutes to go. Thank you very much at the back of the room for taking such good care of and I'm done. So this is my last slide. Thank you very much for being here. One minute for questions, right? If any or lunch or comments. I think what's taken in with delight is when the language is translated into the language of orange that this is the way of getting better control or better visibility or better predictability. But having a clearer picture or then another thing which works is when there's less admin because it's a cost. And I quite deliberately used the flight ticket example but for instance most of managers in most companies what they are spending a lot of time is accepting other people's travel expense bills. You need university trained people to click on some system that allows me to take a taxi from the airport to home. Of course you do because if that system wasn't in place I would probably take the taxi somewhere else and eat a pizza and then go home in the middle of the night and try to charge my company for it, right? Depending on your world view. So that's one of the examples that works pretty beautifully that having less control and more transparency. For instance, having everybody's travel expenses fully visible in the company internet. It's gonna do wonders to wasting company money. And of course then what if somebody buys a Ferrari with the company credit card kind of questions? You will need some system in place to identify the outliers that are really unlikely to ever take place because we want people to be treated fairly. It's built in our biology. So even if I had unlimited budget to use company money, which we do have some examples about that, it never happens. It just doesn't happen because people do not behave that way unless you have a different world view. But that's one way. So cost savings with less admin and more visibility under the umbrella of better overall control. So that would be a good combination to start with. Thank you very much. I'm glad you're joining. Thank you.


My name is Zina Merculov and I am from Kennewick, Washington. My first experience at Hungry Generation was that the pastor, I felt like he was speaking to me and also that everybody here was like one big happy family. The first time I came to Hungry Generation, I did give my life to Jesus Christ but before that I felt like I didn't have a purpose in this life and I always went to church with my parents just because they wanted me to and I knew that I didn't have the right relationship with God but after I did give my life to Christ, I felt like I did have a purpose in this world and now every single morning I love to wake up, pray and read the Bible and always come to church because I want to and because nobody has to drag me there.  Zina, do you believe in Jesus Christ as God's Son and your personal Lord and Savior? Yes, I do. Do you promise to follow Him with good and clear conscience for the rest of your life? Yes. Now based on your faith, confession, your commitment, we will baptize you in the name of the Father, the Son and the Holy Spirit.


Julio Jones, how are you? I'm doing great. How you doing? I'm doing fantastic. It's nice to have a week off and just sort of be able to breathe, right? Absolutely. Recover, just, you know, your mind is not wondering. Just take it all in. It's a good time to relax. The weather's broke here a little bit.  But it was just amazing just to have a break here. What does a bye week mean to a veteran like you in terms of how you handle it from a physical and a mental perspective? For me, like I said, don't let my mind wander. I'm not pressing at all. Just resting up, doing all the things I need to do, getting body work, things like that and just being ready to go when it's time to go. Julio Jones has worked so hard in this season, battling back from that hamstring. You have fought and fought and fought to get back. What's been the hardest part? The hardest part is just not being able to be out there with your teammates, with your brothers, you know, they're going to battle, and you want to go out there and battle with them. And when you have to stand on the sideline and watch them home, I think that's the most difficult thing for myself to endure. It hurts. It hurts, you know. I love the game of football. I wake up, I live, breathe football, like, and that's why I really do it because I love it. You had a super game against Houston on Sunday and I thought one of the most special moments is when you caught the touchdown pass at such a key moment in the ball game, I could not get over the way your teammates were excited for you, which said to me, they know how hard you fought to get back to this point. Absolutely. Like I said, and that's why I like to go out there and, you know, leave it all on the field for my teammates. It's a war, it's a battle, it's whatever you want to call it, whatever you want to put on it. They got my back, I got their back.  Big motto around here, just trust the guy next to you. Respect the guy next to you, because that guy next to you is going to respect you. And those guys are very excited about, you know, me getting in the end zone, getting in the paint. It was a good moment. This is why you wanted to be here. This moment right now, the playoffs, a chance to win a Super Bowl, so whatever has happened, that's now over, right? Absolutely. Like we just talking, you know, 12-5, you know, all that stuff is out the window at this point. Focus on one game, win one game. Have everything situated to go and take advantage of this bye week.  And that's one of the things, man, just being a pro, but also having brothers too here to, like, hey, if you need somebody to talk to or communicate with, and myself being seasoned, being in these positions, and I'd have been in these positions before, you know, don't press, we're here for a reason. You're good enough. You don't need to be Superman. You don't need to be nothing else. You're good enough.  You've got all the numbers in the world. You don't need any more numbers. What this is about is rings and how you handle these moments as a football team in January. That's what gets you into February. Absolutely. With some teams, you win in these games in the late now, post-season, it's all about team. There's no individuals and things like that. It's all about team who has the best team. We have a hell of a team here. With Sunday, just a taste of what the Titans passing game can be in the post-season with AJ, Firkser, Julio Jones, Wic, Lesbrook, Ikeena, and the backs on and on and on. We just got to keep working, you know. Like I said, I don't even feel like, you know, I played my best game on Sunday because I scouted myself and self-evaluate myself and hold myself at a higher standard. But most definitely it is. I feel like we have a lot of weapons here.  Can you describe how much fun this is? For me, it's just like, just being a kid, man, just getting what you want.  You know how excited you are. It's like one of those moments.


The House of Reps has resolved to direct the National Heart Commission of Nigeria, NACOM, to suspend the implementation of the heart-saving scheme. This was secreted to a motion by a member from Katina State, Amino Ashiro Mani, on the urgent need to investigate the heart-saving scheme. However expressed concern that the alleged lack of transparency and accountability in the scheme has threatened its survival. It will enable them to be putting their money monthly at the end of the time that they wanted to go. But unfortunately there was what you call it an altercation between NACOM and the Jai's Bank. The agreement made to be done between them is breached by NACOM. That's Heart Commission of Nigeria. That's what I'm saying, sir. On act are now or have infiltrated into the funds and which may cause hardship to the ordinary Nigerian who has contributed from his or her and money. And that is why the House needs to come into intervene. I wish Nella Raba is here because he's also aware of the case. And this is, I thought this could be, as Nigerians who are sensitive to all, we should be protective of the ordinary citizen. This is the reason why I support the motion and I want to make that the House do allow the House take the motion so that the committee on heart can now do the investigation, sir.


Welcome to our Tampa retreat, roasting some agents, agency owners all weekend, Thursday through Sunday, we're talking about marketing, prospecting, lead generation, closing, everything in between, scaling an agency, getting the six figures, seven figure, eight figures, even nine figures, depending on what you're wanting to do. Let me show you around, come with me. 15,000, 15,404 square foot, mega mansion, the third largest home in Tampa, unbelievable, take in this view, crazy, wow. Grand staircase, master up to the right, I'll show you the master real quick, okay? In the master, obviously, it's got to be grand, 15,000 mega mansion, right? Big master bed, bathroom, the bathroom may be the coolest part. I don't know, I'm a weirdo, like, look at this tub, right? Frosted, massive shower, it keeps going back there, closets, everything else, right?  Just you and me right now, okay? Let's walk upstairs quickly. I'm going to show you, this place has nine bedrooms, 14 bathrooms, it's huge. I'm going to get a workout just walking through it, right? This is, yeah, it's a marketing retreat for insurance agents, agency owners, call center owners, right? IMOs, FMOs, carriers, everything else. But at the same time, you will get in better shape by walking through this house for four days, right Dylan? Dining room down below, off through this place, okay, look out, couple bedrooms right through here, a little en suite action, again, so the good thing is for me, I'm someone that I drink a lot, and you know what you do when you drink a lot, so when you got 14 of them, that means water, right? Another bathroom, this place is like never ending, if we get lost, help me get out, okay? That's all I got, that's my only, well, handyman closet, check out this back, it is nice, I've never seen you like that. Then we got like a, I don't know, what do you call this, going like a disco room? Dance club, dance club, the club, in the club, as Finney Sam would say, with a sage, we may want to use this, we may want to use this for some training or some group sessions, or you know what I mean, like this is, this is tight, right? Stay with me, we ain't done, we ain't even, we ain't even close to being done. All right, before we go down, we got us some more to show you, and we got a third level, a little living room, pool table, a little pool area, we got a little deck here that goes out to the back, there we go. You, could you wake up to this every day? Like I could wake up to this every day, right? Oh my gosh, can you imagine yourself sitting down there, me and one chair, you and another, us talking about your business and how we're going to take you to the next level? I'm getting excited already, right? That's why I love these insurance marketing retreats, because it's all about you, right? So literally, for an entire weekend, it's all about taking your business to the next level, figuring out what you need with group sessions every morning, okay, for several hours, my marketing partners here, VP of marketing, he's a good dude, he knows a ton about marketing, Landon, he's here. Dylan will talk a lot about video and operations. Lord's, aw, ping pong. Did you see this earlier? I haven't even seen this. They're going down. You're going down. Dylan, you think you can take me to ping pong, bro? Dylan's competitive, which I love. All right, we got a couple of rooms back here.  So Landon's in there, probably on the phone. Am I right, Landon? Bedroom in here, bathroom, man, the myth, the legend, the marketing genius himself, right?  Just hanging out. How about that, right? Hey, win in a mansion, right? What you thinking bigger? Get you on sales calls? Get you thinking about earning some cheddar, some paper, laundry room, another bedroom, bathroom again, for the great view. How about that view? That is cool. Another bedroom, ensuite bathroom again. This one with a tub and a shower. Okay, so right now we're on the third level.  I'm getting lost. This third level, again, 15,404 square feet mega mansion. We're gonna go all the way back down to the first floor. The amazing Dylan can hold this camera like this. As we've walked through this entire place, he's walked to this place once, now he's gonna do it without even looking down, right? Pretty impressive. Have you been to a retreat to us? Have you ever been on a retreat with us, right? If you have, then you know how valuable it is. The testimonials, the feedback we get, the in-depth conversations we have, the overall experience of how we spend time diving into your business is invaluable. Here's the kitchen where we home cook meals, biscuits and gravy. Biscuits and gravy is good too. Homemade salsa, all that stuff. We made an actually salsa, right? Never know. When we got outside, the resort style pool with a swim up bar. Dylan got me on video earlier. You may have to throw it in and me jumping across the pool there because they don't think I can do it. It's such a huge. You can see the house totally surrounds the pool. Then you got the guest house, pool house, whatever they want to call it over here. Let's show you that, okay? Stay with me. Thanks for staying with me this long. Keep staying with me. Downstairs, little hangout area, bathroom. Let me get upstairs. Okay. Just keeps going. Just keeps going. The tour that never ends. Bedroom. Another lookout out here. Another bedroom, cool looking view. The pool house for the pool boy. The reason I love retreat so much is I went on one. I went on a retreat. I came back and I said, Hey, I want to do this for the insurance industry. So we left that retreat that I paid to go to. I came, spent almost five grand total to go to that retreat. It was a business retreat for a weekend. Now you know what? I want retreats for the insurance industry. That was a passion of mine. That was something I wanted to bring to this industry, which is why we do these about every two or three months now to build relationships, create intimate experiences, grow business, people that business together. We did business with them, etc. At the end of the day, everyone that spends time with us in a retreat format in a 15,000 square foot mega mansion, intimately, they love it. The experience is awesome and they want to come back for more. So if you get a chance to come on a retreat with us.


We're living in unsettling times for democracy. In the last 18 months, democracy has faced a multitude of challenges amplified by the global COVID-19 pandemic, accelerated by the ever more pervasive scourge of this information, and aggravated by the inability of countries to eradicate corruption or mitigate climate change. There is no doubt that authoritarianism has gained momentum around the world. At the same time, we have seen that democracy has been resilient. This complexity, this ambiguity calls for a nuanced, multifaceted and evidence-based picture of democracy, its shortcomings as well as its successes, not just the doom and gloom, but also the bright spots and opportunities. This is where our global state of democracy report comes in. Our country and regional experts across the globe have taken stock of how democracy is faring around the world. What have they found? The bad news is that authoritarianism has grown more bracing. Witness the military coup in Myanmar and the diversion of an international flight to detain opposition activists in Belarus. The quality of democracy continues to decline and even some of the most populous and established democracies in the world are now backsliding, including the US and members of the European Union. Where democratic institutions are weaker, pandemic responses have also been laden with problems. And which are the good news? Civil society is more active than ever and we can see that everywhere. From brave opposition figures fighting autocrats in Nicaragua, Myanmar or Belarus, to the thousands of young people who have peacefully taken to the streets to demand that their governments get serious about climate change. Journalists have discovered the secret bank details of government leaders. Courts have demanded companies to take action against global warming. Governments have held free and fair elections despite the pandemic and parliaments have proven to be creative and efficient in carrying out their duties. Democracy is far more resilient than autocrats think. Building on these findings and infusing our report with a sense of urgency but also opportunity, the report provides actionable policy recommendations that will help governments and civil society groups to strengthen democracy. I invite you to join International Idea and our member states in our efforts to rebuild democracy, prevent future threats and help democracies deliver for their citizens. Our report is a call to reinvigorate democracy. The time to act is now.


The Williamson Farmers Market will be holding their annual seed swap and vendors show on Saturday, March 2nd. So for self sustainability with the rising prices of food, I think it's really important for people to learn how to grow their own food so it can alleviate costs of your grocery store trips. But also from the farmers market perspective, we want vendors and we want to create vendors that are willing to come out to the community and sell their food to other people that might not have the ability to grow or have the space to grow. Appalachian Community Care offers outpatient medication assisted treatment for addiction, counseling and behavioral play therapy for children, accepting Medicare and all major insurance. Recovery is hard, regret is harder. Appalachian Community Care, Pikeville, Whitesburg<PHONE_NUMBER>, find them on Facebook. The seed swap will feature an array of vendors selling things from honey, jelly and maple syrup to seeds and produce. The seed swap provides local farmers with a venue to swap and trade seeds that they may not want or that they may want to trade to those who do not have them. It gives everybody an opportunity to create that buzz around the farmers market coming up in the summer. So it's like a springtime intro to if you haven't been able to find your favorite vendors jelly or jam, you know, through the wintertime. It's a chance to come out and meet all of the vendors and see who's coming back and buy those local products like a preview of the summer market. The Williamson Farmers Market and Vendor Show will begin at 9 a.m. on Saturday, March 2 at Post 49 Market. For more information, you can visit the Williamson Farmers Market Facebook page. For Mountain Top News, I'm Kelsea Fidell.


You must learn focus So 34 plus that is not the map I want to see back Plankerton 34 plus Evacuate the shelter, which is this That guy he was already selected. You are on the power. Your face is on the power.  Those are storms Well, how would you know tickets because of the symbol next you'd have to click it? Yeah, okay? That's like the only one on this map Okay, let's do it sucks All right, I'll bring my outlander again For all the farming chat that new well comes out on the 14th. I see Told y'all is a hundred percent sure Thousand percent sure to a lot of streamers are watch out. That's all they're talking about. This is oh My goodness, I can't wait to play well for two weeks and then quit again We're gonna get this sniper challenge done. It's the last thing I ever do. I Have graded it. Are you that cool? Is it five-star now? No, it's like That was already Oh, that's one star You did tell me I'm a fish. Oh my gosh this spot. Why would you here's the update in Thank you. Oh What this one's barely been used Recycled all right, where's the other ones?  I'm a fish But it's so pretty what about the blue could I keep the blue? No, it's so pretty Carpet, I know all right. Where's it the dragon? She gave you there it is. This is no, that's one star There it is dragons claw. It's already slotted.  All right, we're good. I have done the things Everything is great. I Am so great. I hate that class just for that I Mean who says double jump every time they double jump some say dry and others feel the pain chocolate rain I've got a llama need some mats Who am I asking never mind? I'm gonna drop a llama anyway for the people out here that don't need mats It's long a tastic are people so rude Well, that's what the fortnight freaking community.  Come on my stream drives me nuts It's happening a lot. I mean ever since I started streaming this man. It's like I'm seeing a lot of rudeness You don't see that with other games I'm beginning to know why people hate fortnight like you mentioned fortnight and people groan. I'm starting to see why There's any birthday cakes out here. What's my quest gonna reset? Oh Never mind. I just got the symbol I Need some tickets man. I mean I stream Minecraft for 10 almost 10 years and Even though there wasn't really much opportunity for scamming in that game. It was a lot less This You know, I mean You had you had I mean a majority my my long-time community members when they found me on Minecraft They were of that age of can I have your gun? They were deaf. That was them And you know They weren't like this though It's kind of hard to explain It's very weird I'll talk about it later when I don't go this cake. I need cake. I Love cake. Are you mimic? Not mimic Usually scorns when it's a mimic. It's like you tickling this like So that's two There's one down there. Yes, apparently scamming is just out of control Just like worse than anything I've seen. It's like I thought CS go was bad, but I Think because of the sheer volume of people that epic really can't do anything It's like they just sit back and watch the fire burn until all the trees are gone It's it's just me it boggles on mine because it's not like it's a schematic. It's just it's a temporary gun Is it makes no sense why people go Gaga over temporary weapons? I've never seen that in a game with weapon durability and all the games are I played they had weapon durability I have never seen people go nuts over weapons as much as they do in this game That are going to break It makes no sense.  I was like, oh my gosh.  I scammed this one player Okay, I got calm down. That was that's too funny to me. Oh man That's good That's pretty good. I Mean I have this radar man. Eve online taught me how to recognize Scans that was a good one. That's a good chest Um And these people just roll up in here and like hey Want to trade I'm like, who are you? Hey Want to trade? Hey, man. I think you're awesome You do the thing that you do very well Compliment number three. Hey want to trade? You have a great stream here at twitch.tv slash Tim the tat man. I mean whoops. What is this?  I always do that ha ha want to trade Like the radar goes off like why what do you want? Now also see people. I'm not sure if this was legit or not But I see people just wanting Help they come in here. Can you help me?  I miss the chat Like what's once they get what they want they're gone. They are out of here. So it's like it's a very selfish maneuver That's taking advantage of generosity, you know, because I'm a nice guy I'm a really nice guy. I help people all the time in other games, you know, but I could tell a Something goes off of my freaking spidey sense, man They about to use me So Somebody's trying to use me right now Especially if I've never seen them before they just like a people who've been here for at least a week, you know or a day or two You know, I think differently, but your first time running up in here you ask for help come on man So like at least Establish yourself as a viewer if you want to stick around before we start asking for help Now some streamers out there now I'm not gonna say it's all the users fault because some streamers out there They advertise free help for anybody to get people to come watch So it's not always the user's fault. It's not always some streamers make that You know kind of excuse me We kind of put that out there I'm not that kind of guy. I'm not gonna just I Don't know I just want people to watch me because they want to watch me not because of what I can give them I'm just I'm just silly that way and If they don't want to watch me by all means I respect it because there's a ton of twitch streams I don't want to watch bad. Oh, you almost threw it You almost messed up our beautiful roof Who's this counter at shooting the wall guys? I don't know if I can get back up here. I guess I'm covering this until I can get back in I think I hate the lovers the most Yeah, lovers.  Yes Like not only can they just like destroy your roof and everything they have this cloud of smoke that Why'd they gotta do this?  It's like good grief Why are you so angry? I meant to drop that I meant to drop the other thing and then llama popped out Yeah For some reason. Oh, they broke wall. Oh, you got it. I'm not gonna counter anymore for these snipes. Oh I'm at 209 there it is. I see it now. So I got a hundred more left Yeah, if it weren't for a splurge they breathe. I'm not gonna do that. I did nothing that match chat. I'm sorry. I Was running around running my mouth But right now I'm in learning mode if you've ever watched me play other games once I learn the game I I do everything in my power to teach it Escape I do everything in my power to just teach and answer questions and I really enjoy that But I really don't feel comfortable doing that until I know what I'm talking about That's why I'm like and learning mode right now And make videos and stuff About that topic That's why I'm committed to this game. I feel like there's a need for it I mean, I saw of all the streamers that do that PvE Maybe I think there's five to ten That are good in my opinion and Given the amount of fortnight streamers in a directory five to ten PvE streamers is very low There needs to be at least three times.  Oh That's easy. What's the best one for that? Encampments and cabinets are good when it's free PvE coming out this year, man. They haven't given us a date though this year encampments Is that symbol so I'll do a higher on one that possibly has tickets See you teaching me you teaching me Teaching me good job. You teaching me. Oh Let's use gold. I'll see tickets on all the campments go gold. Okay, just choose one Okay I'll choose the highest that way. I'll get more XP, right? Yeah You know, it's probably up top the higher one. Oh, no, okay. I can't fit Yeah, cuz that's over 28 you need 34. I think Yes, yeah, that's the highest one. You're right. I do need 34 act now. Maybe if I click play now, it'll take me to one Oh, give me lead Giving you lead, please. How do I do this? Up top right click or you go to Yeah, hey, I can't do anything on the screen though.  Where would it be? Oh, you didn't get it? I think so. I've never got invited before I was looking for it Christian Renault 2000 has donation a hundred dollars chat. Wow Wow Reaction Wow, that's so much money The wording is what got me. Oh Children of the world. Whoa. This is the new area. This is the C word one, right? The Cinecrit Okay, no candy. Yeah. Yeah. Yeah, that thing so you should be able to get the higher upgrades of the higher upgrades of sturdy Oh, yeah, the things So you can just taxi people this stuff like this. I know that yes, but they're Because I'll be in a level 80 mission in a level 16 And it's very fresh I'll be able to help out if you give me a gun Why don't you just give me a nocturnal real quick? I'll know I'll be able to help out It's fun to watch this though.  I was I was just completely ignorant to Just how bad it is for people beg for taxis Someone said there's an option to hide that I Didn't know that to hide the global chat. I don't know where I'm going I got cakes And can't miss are easy. I like them. There was another cake. That's where there was two cakes Hmm It's like just happened right like recently You mean today though, right? Yes. Yeah. Yeah, that's what I mean Probably was a really high pollen count today Perfect bone sample Wow I'm seeing high level gear chat.


While water-splitting electrolysis offers an appealing means to produce H2 fuel, catalysts show sluggish reaction rate in neutral media. Here, authors utilize hydrogen spillover from oxygen-deficient tungsten oxides to RU nanoparticles to boost the neutral pH H2 evolution performances. This article was authored by Jia Dongchen, Chun Hongchen, Min Kaiqin, and others.