So, hello everyone. Sorry for the trouble coming in, but glad you're all here, safe and well. So, I'm going to start with a little bit about agile stationery just to give you a little bit of context. We are a family business that was started, or we've been trading a few years now, sort of it started as a hobby business and grew and grew in terms of the number of products and the amount of interest and the amount of time that we dedicate to it. We started off literally making stationery and to remember those physical boards that we used to have when we shared physical spaces, optimizing those for clarity and legibility and optimizing them as information radiators. And we, we got into games such as estimation poker and grew from there really so we have a focus on facilitation and enabling collaboration and giving people reasons to come together to explore problem spaces. And we're big believers in the power of paper to create and a big believer in power paper games to guide people through complex problem spaces. So we're really happy to be working more now with Jeff. Fantastic. Thank you Simon. So yes, Jeff, thank you for for coming to this workshop. I want to hear about you. So Jeff is an enterprise coach with interest in agile project product management psychotherapy and business psychology. He was also the first UK's first certified scrum trainer and helped to co create organic agility, which is a framework to help organizations evolve a more resilient state. He's the author of many books. He talks about the collaboration scrum product team and pun mastery, as well as coaches casebook with Kim Morgan which focuses on common personality traits that coaches encounter. So, we're very pleased about Jeff is here to talk about to have his exercises which looks at discovering a core values and exploring persuasion techniques. Jeff, Jeff to talk us through these techniques that he's created. So, Jeff, welcome. And look forward to this session with you. Thank you very much. It's good to be here. Excuse my slightly husky voice. I've been slightly out of my comfort zone today and I've been talking a lot more than I've been listening normally my day spent a lot more listening and talking but I've been talking a lot today so Yes, I'm sure it'll hold up but I'm going to, I'm going to go through the the slightly painful process of can I share my screen can you see my screen. And everything like that so does that look okay you can see a slide. You see a picture of a dog. Okay, cool right then that wasn't too painful. Yeah, so to piggyback on to the onto what Simon was saying. I'm also a big fan of collaboration of big fan of exercises tools games, anything that can kind of abstract supplement complement visualize what we're doing and introduce an element of tactile and interactive formats. So, as well as, as well as writing. Excuse me like David said I also spent a lot of time creating different things that try and help different people from scrum masters to product owners to developers to team leaders to organizational leaders in various things. Basically whenever I try and have a bit of downtime.  I've got all sorts of different physical decks with some which which I enjoy playing with, and even turn them into digital versions, because we're not always physically co located as we used to be and would like to be. I'm here predominantly to talk to you about two of these physical decks of cards that that I use with people and give to people to try and help them with a couple of pretty common and important but sensitive and potentially even controversial aspects of their work, regardless of their role. So, I'm going to talk to you about core values and how we can go about finding out what our core values are why it's important to find out what our core values are, both as individuals and team members, and I'm also going to look at what I called my persuasion pack which is set of influencing techniques based on neuroscience to help you become more influential to become more persuasive to be to become a more effective change agent. And maybe, maybe this will help you at work maybe it will help you outside of work. I don't know. But I think it's, these are both two topics that are really important and I'm glad that I was invited to talk about both of them together. And I'll say more about that later on because I think they should be taken in conjunction with one another. The thing is that we're all, we've all got values. And while I believe that I think some of us are a lot more conscious, a lot more mindful about what our values are than others. And in my experience, it's the people that are more mindful of what their values are, and more mindful about working and living in line with those values that tend to be a lot more effective. A lot more fulfilled, and a lot more respected by other people. As you can see on here, I'm sure that you could find someone who's been accredited with this quote but I think so many people have been credited with it. It's difficult to say who originally said this, regardless, I think it's important. This idea that if you don't stand for something, then you'll fall for anything. And it's, it is quite easy to, to be manipulated, sometimes consciously sometimes unconsciously by other people but also by ourselves. It's easy to fool ourselves into acting in what we think is a good way or a good direction but actually isn't in our own strategic best interests. So my, my goal first of all is to is to help people be a lot more clear on what their values are what they do stand for, so that they connect more coherently. And with a lot more integrity. And this, generally speaking, you know, I'll spend a lot of my time. I split my work in lots of different directions. I do a little bit of teaching now and again, I do some writing, but most of my time is spent coaching either coaching individuals or leadership teams, usually leadership teams that are trying to create a more resilient culture. Just if you can mentioned. So a lot of my time is spent working one to one with people, which is where I enjoyed enjoying myself and a lot of a lot of the time. It comes back to values for me. It could just be the lens that I'm looking in or looking through but we're operating, most of us at least on this call are probably operating in what you, what the consultants would call a vocal world something that's highly complex fast changing volatile ambiguous, where we can't really rely on standardizing best practices. When we need to figure out what to do we can't rely on a do this do this do this. We can't tell people in the situation you should do this you should do this you should do this. So, if we're going to try and create any kind of coherence, while enabling and allowing greater autonomy we need to be relying on values and principles to guide our decision making process on a case by case basis. In my coaching, certainly the individual level I do come across a lot of people who are answering yes to a lot of these questions you know they are feeling unfulfilled or they're not quite sure why, but they do have a certain level of frustration or resentment with their colleagues or themselves, you know they regret some of the actions they've been taking or the action that they haven't been taking. They get overwhelmed because they're taking on too much or they're struggling to know what to focus on because they've got so much that they could be focusing on everything seems to be important and they will often complain of being easily taken off track and distracted and feeling dominated by other people. One of the first things I'll do when coaching these people is to try and get a better understanding of what their values are not for my benefit, although it is quite interesting, I have to admit. And it can also be quite useful information for our coaching relationship going forward, but it's more important for those people down coaching to be able to understand themselves better. And once they do that they can then use the values that they're more aware of now as sort of guiding principles if you like for making these decisions on a contextual basis. While they're navigating these complex and ever changing environments and making really important decisions not just at a tactical level but strategic level around their projects their jobs their careers their lives. And it seems quite fundamental and but very important and quite sensitive. So these this deck of values cards that I created obviously, I mean I've got 50 in this in this deck right and they've all got a picture, cool picture that lovely colors and everything and with 50. But it's not but it's still not exhaustive. So you can, there's some blank ones in there where you can create your own. And if we were all in a room together, you know we might play with all 50 but still that that's quite a lot. But what I would ask them to do is go through that deck of cards, one at one at a time, and just let that value speak to them. So you and I may look at, for example, community. And that could mean something very different to me or you I'm not going to describe it. The point of the point of it is not for me to describe what community means. It's trying to to get some resonance with whoever is going through the exercise. And I challenged them to see if I can get this to work. It's a little bit of multimedia into my presentations these days. So it's a difficult exercise. On the face of it, it seems quite important. Sorry, it seems quite easy to just prioritize them. But they will be taking those 50 cards and separating them into a pile of more important to me or less important to me seems quite easy, but it's quite difficult because all of those values are potentially positive. And as any of you who've worked in an agile team will find probably quite common prioritization is not an easy skill, not something that we find a lot of people who are highly skilled quite ruthless you have to be quite ruthless. And once they've done that they've created two piles these are more important to me these are slightly less important to me. They'll be asking to do it again, until maybe even again and maybe even again, until they're down to just six, six that are really important to them, harder than it looks. But once we've got that we can then hopefully we can then start using them right. So let's have a little go at this. Obviously, I don't have all 50 cards on the screen here that would be impractical. I don't have the opportunity to give you all 50 cards in your hand right now so I'm going to have to improvise a little bit we're going to we're going to try this on a slightly scaled down version. I'm going to ask you to pick 10 on the screen. Now I said normally with a group with a set of 50 I'd asked you to pick six. I'm going to ask you to pick three. Your top three from these 10. I'm not going to ask anybody to tell me what they are. Okay, you won't have to share this with anybody else. Just a couple of minutes to just think about which of these 10 are most important to me to who I am to who I want to be when I'm at my best. This is a part of who I am these are core values to me. You're only allowed three. Couple of minutes. If I was in any way good with technology, I would be playing some nice little game show music during this little interlude.  While you're looking at these pictures of a person standing on top of the mountain or hitting a bullseye. Or one of those strange weird physical embraces from years gone by. We were allowed to make contact with one another. I'm looking at it all desert island where you could just one way a little bit of peace and quiet, a little bit of me time. Maybe you drawn towards paintbrushes, creative aspect. Just three. Sometimes people like to play them off against each other. They'll put their pair them up and pick a winner. It goes through to the next round. Some people like to eliminate the least favorite first. There's no right way. There's no wrong way. As long as you're happy with them yourself. Okay, I've got no way of knowing whether any of you are doing this or not. I'm not putting them in the chat. Oh, there's people in the chat. Let me have a quick look at the chat. I don't want to ruin anything. Okay, so I'm going to assume you've done that. Now, once I've done this with the people that I'm coaching. This could be an individual. This could be a team. Once I've done that. I'm going to try and solidify that a little bit more. What I mean by that is I'll ask them to think of it a real example, a real story. From recent past, where they've actually illustrated those values in practice. It may well be that they need a separate story for each of their six values. It may well be they've got a couple of stories where they've incorporated all six of them. But they want a couple of stories where they can say, and here is an example of where I put this value into practice. And they'll just repeat that to themselves and they'll capture it. Maybe they'll repeat it to me. So I've got a bit of an insight into them. After that, we might then reflect on, so how well do you think you're living these values right now? How happy are you with the level of inclusion and sort of walking the talk, if you like, with regards to your values? You are for each of them. And that could be in different circumstances. So for example, if one of my values was creativity, I may feel that actually at work, I'm not being quite creative at the moment. But outside of work, I'm learning a new musical instrument. I've been dabbling with some new doodling apps on my tablet. I feel I'm living my creative value more outside of work than I am inside of work. So different circumstances, maybe even different projects, maybe even different times of work. Perhaps I'd be living those values differently and it could help to separate that out. So I'm going to try and create some stories and also do a bit of a self-baseline benchmarking assessment of how well we're doing with them. Just to get you to experience this yourself, because I think this is important. I want you to just think of one story from your recent past, the last couple of months, something that you can really remember. It's still vivid for you. These values into practice. So you've picked three. Maybe you can think of a story where you've got all three. One situation where I was creative and I helped others and I was challenged. Maybe there's one. If you can, just go through your head, the little bullet points of that story. What happened? Who was involved? How did it come about? How did you feel while you were there? What was the situation? How did you get through it? What was the resolution? Just solidify that story in your head as a sort of benchmark of when you were at your best when you're putting those values into practice. If you can't get all three, don't worry, just pick a story where one of them or two of them are involved. And then I want you to give yourself some kind of score out of 10 for how much you think you're incorporating or living that value currently. And if it helps, because there is a difference, then split it out. Give yourself a score for in work and out of work if that helps. If your work is really, very varied. And in some circumstances, some projects or some teams, some of those values are being more incorporated than others, then separate them out as well. It's not a case if there's a specific formula here, it's about trying to find something that's maybe useful for you. Maybe 30 seconds or so just to do that.  But just thinking it through is the most important thing. Once we've done that, we can then start thinking, how can we be more proactive in this? So we've got a benchmark, we've got a baseline. Maybe we could start looking at how well we're doing going forward. Maybe we start keeping a weekly tally, a daily tally of situations where we've put our values into practice. Maybe we make a conscious effort to try and put those values into practice more proactively rather than just waiting and see what happens. But often just being aware and being more mindful of it means that we do tend to bring them in a little bit more and that can be enough. Maybe we could look and see if there's any patterns there. Why is one value not finding its way into our daily or weekly habits as much as the others? Does that bother us? Is this something we'd like to do about that? Is there something we would like to change about our situation to make that easier for us and make it more likely? And that looks like the same. Of course, that's just on an individual basis. So that's me working with one person. But the principle effectively remains the same when we're talking about teams. So every individual has their own core values. But if we're going to work together as a team, it's probably quite useful for us to be aware of what our teammates' values are. Because as well as being able to make sure that we're living our values, we don't really doing that at the expense of the people. So again, there are many ways to do this, but the simplest way is just to get everybody to learn this exercise individually and look for overlaps. Look for patterns. Look for common values amongst ourselves. And see what we can incorporate into our own common team values. Sometimes I know we'll actually select more than six if they're going to look for common values to give them greater chance of overlap. I know some teams get really quite scientific about it, and they'll have sort of tier one values, tier two values, and a tier one value carries twice as many points as a tier two value and we're looking for the maximum number of points for the team. So you can take this however you like. I'm quite a simple person, really. I try to keep things simple because that's all my brain can handle, but for me, it's really important to have a set of team values. But I'm wondering whether this is something we could, taking a bit of a gamble here, technology, whether this is something we could, we could see what you think. What benefits are there to having a set of core values as a team. Now that is a QR code, hopefully. Will this work? Will this work? Are we scanning it, Jeff? Should we all do it? Yeah, you should scan it. Still on the screen. What do you see when you do that code? What benefits are there to having a core, a set of core values as a team, type your answer. Brilliant. So let's see what people come up with, what benefits are there to having a set of core values as a team. You can create alignment. I read these out to begin with, because I can't share both screen. I probably could if I was clever. Togetherness. We can learn more about each other. The team will know what makes people tick. It's important to the people you work most closely with. We're going to common set of principles, have some shared expectations around behaviors. Create a common value system. We can discuss and reflect on values. We can act more as a team, have better collaboration. I'm just going to switch my share so you can see this come through now. Did you want audience members to type in their answer to the question? Yeah, I think they are. So I'm just going to try and share this one here so you can see them come through. Can you see them? It's very small, but we can see something. A couple of people including me seem to put it into the Q&A section rather than the poll. No worries. I like it. So don't, I'm pleased with that to me. I'm trying to incorporate two bits of technology. So what benefits are there? So for me, one thing I see very infrequently is actually teams doing this. I don't see teams having that conversation about what do we value individually? What do we value as a team? And because, for me at least, teamwork is such a big thing for organizations that are trying to cope, just cope, but thrive in a complex environment. It's fundamental to actually getting past a working group to be at least appreciative and aware, and not actively working towards your teammates values. I'm going to ask you now if there are any particular questions that would be worth covering before we move on to persuasion. The questions in the Q&A panel are a little more abstract. Okay. Very relevant to that. Anything in the chat? Ah, okay, so selecting the values. As we confuse values with wishful values. Well, for me, that's an interesting point. I think these values, there's nothing wrong with them being wishful values. I think having an ideal view of what we want to be is a good thing. I think it's more dangerous if we're not seeing reality in terms of our application of those values. We're just deluding ourselves that we're acting more in line with our values than we actually are. But that's another benefit of being part of a team, is that we can have that conversation. We can share our perspectives. We can feedback to one another on that. Cool. Right. I'm going to move on to my second pack, and this is the more controversial. Are you ready for a little bit of controversy? Are you all right with this guy? This is on your channel, right? This is going to look on you. So I'm a big believer that we are all politicians. Now, this usually upsets people. Not the fist. But in fact, the idea that we're all politicians, most people have a sort of guttural reaction to that thought. However, I'd like to ask you, have you ever thought about what to say or how to say it before sending an email? Do you have a CV or a LinkedIn profile? Do you ever put any thought into what clothes you're going to wear today? Because if you can answer yes to any of those questions, then I would suggest you are to some degree political. Try to influence people. Not in a bad way. And this is the thing. We're not here. I'm not here to tell you to manipulate people. And that's why I said it's really important that we look at these two things together. Because influencing is something that we're all doing every day. We're trying to persuade people all day every day. But if we have a strong set of core values, then we can be confident that we're doing that with integrity. And one of the reasons I don't think we engage with this mindfully is because we have at least an unconscious, but for some of us quite a conscious aversion association with politics, whether that's politicians that we are, that we see in the public eye, whether it's the national political systems of our country that we're disaffected by whatever it is, but also we fear crossing the line of manipulation. But when I'm working with, when I'm coaching people in an agile context, from a servant leadership perspective, good servant leaders, don't worry about crossing that line. They don't fear, they don't need to fear crossing that line. I think just as an example, a scrum master is was defined as a servant leader. I think it's a much bigger part of agile organizational leadership now than just scrum masters. I think the principle of of enabling leadership is much bigger than a scrum master. And the part of their role is to make change happen. I think part of the product and his role is to make organizational change happen. I think the biggest part of a traditional leaders role now is to make cultural change happen on a consistent continual basis. Procedural changes, habitual changes, whatever any kind of change takes effort. And it takes skill. And I think influence and persuasion are fine. I don't think manipulation is fine. I think one of one of the things that I like to start with with people when it comes to talking about influence is bringing up the topic of politics and asking them how they feel about the idea of being a politician about being involved in organizational politics. And just basically teasing out from them what they associate with the words. I think there's a more helpful and more positive and more constructive definition of organizational politics. Something that we actually need to be more mindful and conscious of in order to make change happen. And not just happen, but happen quickly. So, looking at the greater good of the company. Again, at the risk of repeating myself really, really important to know what our values are to know what we stand for. So we know where that line is. I think almost all of you in this webinar today will have the need at some point to persuade somebody to back an idea of yours, or you will want to or need to change someone's mind about something. Or you'll want to make something different happen. Or perhaps you're trying to make something happen, and you're trying to understand why people just aren't coming along with you. It's absolutely not it's a no brain. Why would anybody in their right mind resist this idea is brilliant. But you're still getting resistance. If you want to understand why that is, we need to understand how people make decisions, why people make decisions, how people influence, how people change their minds, why people change their minds.   So I put together a number of techniques and tools based on neuroscience that have been shown to increase the effectiveness of our ability to change people's minds influence people to persuade people, but also to stop ourselves from being very easily manipulated. I'm trusting you to use this knowledge with integrity. And the man's man said, with great power comes great responsibility. Someone in the Spider-Man film said that.  All right. And I'm going to talk through a few of these cards, a few of these techniques. And maybe some of them you think you know what. Yeah, that could be useful to me. But I think bearing in mind by values, my integrity, I don't think that's manipulation. I think that's for the benefit of the organization for the benefit of all actors. I think that would help. Okay. I guess their thoughts effectively these are patterns, right. And if I can, if I can empathize with the person that I'm trying to convince if I'm trying to influence trying to persuade. And I can, if I can show them that I understand why they might be concerned or wary or worried or anxious about the idea that I have in mind. It shows that I care about them. It shows that I'm on their wavelength. It shows that I'm not just trying to whitewash them and then bamboozling. Okay, I've considered their perspective. And it also gives them some confidence that I'm taking into account risks. And that all of that stuff increases their opinion of you, which in turn increases their opinion of your idea. Now they're still free to reject it. They're more rounded, more positive view of the situation. Okay, now once you've heard their concerns, and you've shown that you empathize with their concerns, it's quite important that you don't just thought them off as petty or pointless or silly. Right. But if we've got it, if we've got some empathy with them and we've got a plan for how to tackle them. Things might become a little bit easier. So that's one, guess their thoughts. The second one, identity alignment.  So coming back to our core values again, if I know that someone is really, really attached to the value of quality. And my idea, as the potential to raise quality, then I can just make that more visible, more transparent. Again, you have to make the decision as to whether that's influence is okay, or not. But helping them see what's useful, helping them see what's beneficial, and helping them get more benefit from your idea. Being able to empathize with the difficult situation they're in. Being able to empathize with the fact that this is difficult choice, it's a difficult thing for them to change their mind or go along with this new way of working or go along with your new idea. You can empathize with that, but you can offer them a values based way out or values based way of changing their mind. So that's the second one. The third one, social proof. So this is basically saying, and you'll have come across something like this. So if you can remember, this is probably not a good example anymore, but down the bottom there it says hotel users used to put in your hotel rooms, 85% of people in this hotel reuse their towels. So it's a good thing if you want to be part of the normal crowd, right, you don't want to be one of those. Is it so bad people who don't reuse their towels, 80% of people in this room reuse their towels so you have this sense of social proof when you walk past the restaurant and you see people in the window. Come May 17. It's a sign that other people think this is a good thing. So it's, it's less of a risk for me to join in. Provide some element of social proof makes it more attractive makes it less risky. I'm not talking about manufacturing social proof here. I'm talking about actually gathering some data that makes it more comfortable. Some real things. The next one, the white coat syndrome. I'm, I'm generally met with two responses. When I'm, when I'm speaking to people in an organization for the first time. The first responses, Jeff, you know nothing about what goes on in our organization. You don't know anything about us as a business. You're just talking about generic textbook stuff or you're talking about other organizations, their situation is nothing like ours, not going to listen to. They only value people from their tribes opinions. The other reaction I get is Jeff, you just said exactly what we've been saying, but they're listening to you because you're an outsider. Now, both of those are examples of the white coat syndrome, but for different people. Because the white coat syndrome does come from the idea of the medical white coat people trust doctors, they've studied and they should be because they've studied for a long time. Good backing and good knowledge and good intelligence and Hippocratic oath and all that kind of stuff, but they have some authority, not formal authority necessarily, but informal authority. So finding out who's opinion. These people respect. And seeing whether they have anything to say about your idea. That could be helpful. Sometimes it's not what you say is who's saying it. So thinking about that. If I have more time, I tell you about some really interesting studies about people just dressing up in uniforms and going around parks and telling people what to do people just listen to people in any kind of uniform to know what uniform is. If you notice in the in the top right hand corner here, there's a picture of a cat that the background is red. So I've color coded these cards in terms of either difficulty or risk. So this is one of the riskier or more difficult ones. It's called peaking superstition. It's always been brought up that it's bad luck to be superstitious. But I do know a lot of people that are superstitious and how and actually let superstitions influence their beliefs. This is one of those risky ones because this is quite this is quite close to to the line for many people, but we could make use of people superstitions to help them. Help them make a more beneficial decision for them if they are influenced by superstitions. And I said down the bottom there when you couple that with the principle of identity alignment. Maybe maybe it become even more powerful. So is there something to do with patterns we tend to see patterns we tend to see clusters we tend to draw connections when there aren't any want to explain the unexplainable. Sometimes a superstition is an easy way to do that. So those are those are your five. And I want you to think about someone you'd like to influence. I want you to pick one of those cards and think how could I use this pattern to help me be more influential with that person while fitting with my values. Okay, again, I'm not going to ask anybody to read this out. But if anybody does want to show in the chat, you're more than welcome. 30 to 60 seconds will have a quick look through the chat. And I also wanted to try this one. And So it's the same code. So if you go back to that same Slido, the question now should be what are the benefits to the organization. Not just to use an individual. If you were to become more influential and persuasive. What benefits could there be if you were to become more influential and persuasive. See what you come up with. First of all, can anybody confirm that they can see that question. Brilliant. So benefits are starting to come in, seeing faster decisions, more collaboration, better leadership, more likely to do the right thing because I know what that is. A better culture, happier staff, better products, happier customers, more engaged people, more value, more visibility, more alignment. Work would get done quicker, more propensity for experimentation and learning or cohesiveness. Easy to be heard. Lots and lots of benefits. If you were to become influential and persuasive. And again, these aren't just selfish benefits. These are benefits to the organization. If you have become more influential and persuasive. Assuming I was doing it in a productive way, I'd like to think we would see higher performing teams. Yes, we can influence the situation, we can influence people in a more ethical way. Good. Thank you. Back to this one. And open up to questions. So, how do you want to do this, Simon? Well, I was going to say, we've got some interesting questions on Q&A actually. So, she'll be trying some of those questions. And there were some questions posted on the core values as well. So, anonymous attendee, when do you come back to the team values? Is this something you do every retro, one supporter, what do you suggest? Personally, my default response to any of these types of questions is I asked the team. So, I would ask the team when they would like to come back to them. For me, if I'm in the role of coach for that team, it would always be quite visible. So, I've actually got a sticking up here of the six values of one of the teams that I'm coaching at the moment, just to develop a reminder for me. So, when I'm in a session, when I'm just observing, when I'm seeing things, perhaps I'm seeing Slack messages pop up or emails pop up or something. I have them to hand so that I can maybe even push back to the team or even highlight to the team. So, just looking at your values, is there anything going on here? How are we doing with that? This is coming across to me as something a bit conflicting, as it can be across to you as that. But yeah, we could have a very focused session on these things because they can change. They can change as the team matures or the team composition changes. And so having that regular check-in, maybe every month, every couple of weeks might be too frequent. But equally, I've seen teams pick one value and use that as a theme for a retrospective. For example, creativity, they'll use that as a theme for a retrospective. Or they'll have it as part of their monthly theme, as well as their sprint goal. They might have creativity as their focus or challenge as their focus. How are we going to incorporate more of this particular value over this period of time? Go on, David. Well, I've interrupted that, I suppose. But it's just interesting you mentioned team values. Because when I think about team values, then one is you can aspire to have team values. As you said earlier, we pick creativity as a team value. And one is you can derive the team values by looking at individual values and then aggregating that information somehow by finding out what the common values are and this is what your team is made of. So when you refer to team values, and when you talk about doing this exercise at a team level, do you mean pick your team values? Or do you mean go and do this exercise individually and then we will derive our team values? So using these stack of cards is one way that I've helped teams come up with their team values. The exercise that I've described here. There are many other ways of helping a team come up with their core values. The point is having something that works. Quite often a team have got something already and we can just reflect on them or we want to inspect and adapt them. So let's just run with that as an example. So we'll run this core values exercise with each individual. We'll get the individuals to share those values amongst themselves. And then using that as a starting point, what could we come up with? It could be that we list them. For example, I've seen teams then cluster them and say, do you know what? Achievements quite close to this one. So achievement and challenge, they're kind of the same area for us as we interpret them. If we group them together, what different label would we give that one? And they will do it that way. It's good. Well, it's more than good. It's very good. But it's still quite abstract. So personally, when I'm working with a team, I will also challenge them to say, as well as the stories. I think of some examples of where you as a team have actually lived these values. Think of some examples of stories that you could create over the next couple of months that would show you're living these values. I'd also be looking for specific commitments. But each member of the team would be comfortable signing up to that would you could see, you can see visible examples of that. That would that would be examples of them actually living those values. So if we picked creativity, for example, so give me an example of what creativity might look like as a team that all of you as individuals as members of this team would be happy to commit to come up with some different examples. Maybe I said, okay, well, in sprint planning, we'll always do a drawing of our potential solution before we start, or someone else might say, okay, well, before we make any decision, we'll always come up with at least five options. That's creative. Someone might say, okay, well, we're always going to wear different hats in our planning sessions, so we always think from different perspectives, whatever it may be. They come up with some different options, but they're more concrete, they're more specific that they say, yeah, I'm happy to commit to that for a sprint. I'm happy to commit to that for a sprint. Then we've got it. And then we can start looking at what did that help. So, like we're still studying this value and living this value a lot more as a team, and even more importantly, is that helping us. Interesting. Great. Thanks, Jeff. She wants some other questions. Simon, do you want to take the next one? There was a short follow up that I'm conscious of time, but there's a short follow up from Sharon who asked what's the relationship between the core values and the team charter. What is it done on top of that? And then I'd like to take the question from Max, which goes into whether you're working in the team or the organization. Cool, no worries. So Sharon's question is this different to the team charter on top of the team charter. I would consider this a part of a team charter. And team charter means different things to different people, but when I think of a team charter, I think of like a number of different components that define us as a team. So it could be a name, it could be a motto, it could be a logo, it could be values and principles and behaviors and commitments and all different aspects, whereas this is just just one part of it. I think it's probably the most important part of it. I think it's more important than having a team name. I think it's more important having a team logo, although I do think those things are important. I think it's more important having a team motto, but it's just part of that definition of a team, but I think it should be the fundamental core of that team charter. Where did you want to go next? So Max Vicknell asked a question, hi Max, I know Max. But I didn't spot, I've already given this question. Sorry, I didn't spot his name before finding the question. Change within a team feels like a much more safe space for coach to play. And more often than not, the agenda for that change is already there. At the org level, this is much harder. What different techniques do you apply when creating an agenda for an organization or cultural changes? So, essentially, this is one of those famous things where I say it's exactly the same, but very different. Because in principle, it's the same. All right. So what we're looking for generally when I'm working with an organization to help transition their culture to something more conducive to at least survive if not thrive within this kind of vocal world. The balance that we're trying to strike at the organizational level is greater autonomy without chaos. We still want coherence, but we also need autonomy. We can't wait for everything to be escalated up and then back down again. And even if we could, the expertise probably isn't the top anymore. It's probably at the cold face. So we need to enable those people who have the skills and the knowledge and actually encountering the problems to be able to make educated decisions, but in a strategic way. So although team A may be facing very different problems, very different challenges on a very different piece of work to team B. So they're going to be making context very very different decisions because they're facing different situations. They should be making those decisions with common values and common principles and depending. So this, and that's exactly the same as within one team. Although just on a much smaller scale. So even in a small team of seven right self organizing scrum team for example, individual may be making decisions on a daily or hourly basis. They don't need to get consensus and go through planning poker and then yeah, does everybody we need majority. I have authority to make decisions at an individual level to agree. But I want to make sure that I'm not undermining other people. I'm not contradicting those people. I'm not causing tension by going off and completely in directions, which is where these common values come in. So I can make decisions I can have autonomy, but we have the consistency at the values level. And those values are not just around things like honesty, trust, they're around experimentation when there isn't a right answer, for example, or minimizing making, making learning, learning honestly and cheaply as possible. That could be a value, for example. And having that conversation at an organizational level provides that level of cohesiveness provides that level of consistency that allows contextual decisions to be made without slowing things down. Now that may perfect sense in my head, but did it make sense when it came out my mouth. We were just discussing offline to be honest with you whether to take one more question. So we had picked out the question for Colin. If you've time, Jeff. Yep. What do you recommend if you discover team members have radically different values. So again, I'll start with my default of, it's not really my place to decide what to do with that information. But I would play that back. What I will tell you is, I've seen different responses to that different successful responses and different unsuccessful responses. So I've seen successful responses where that team has stayed together, and they work through those differences of values. They've used a common third value, for example, around respect or something like that to to work out ways where we can can work cohesively without without sabotaging. I've also seen successful outcomes where the team decides, you know what, it would probably be better if we worked in different teams, not because I don't like you. But actually, just out the differences that we've got, while differences does bring diversity and useful, sometimes we can be too different. And it takes too long to us for us to actually work together. So let's let's just agree to part ways now rather than try and force ourselves to work through a really tense process of going together. And I think that those have been quite successful. The unsuccessful situations have been where that difference has been glossed over. So we check that's that's an awkward conversation. Let's not have it. Let's pretend we didn't see that. Or let's rationalize it in a different way without actually dealing with it. It can be difficult. It can be something that we need some help with sometimes. It needs to be dealt with delicately and tactfully sometimes, but equally with a fair amount of adult level respect that we are all good people. We all want a positive outcome. And we just are different human beings. No one is meaning anything bad by this. I guess these are used in interviews, Jeff. That's what I'm hiring. Or is that using them in interviews is the interviews are often a game. So they're not really a safe space because we have, we have something quite substantial to lose. Either I risk hiring somebody that turns out to be a bad hire, or I risk losing a job that I really, really want on me. If it felt safe, brilliant. I think it's a great way. This is a really, I suppose it could be seen as quite a negative way of looking at it, but failing fast. I'd rather find out that my values don't match the organization's values and vice versa, before we make any kind of commitment, because undoing something is a lot more painful and complicated than not. So in principle, yes. In practice, I find it too much of a game. That makes sense. Okay. Well, we are definitely over time. And I'm sure people have questions and I think we might have to miss a couple of questions, but people are dropping off the call they have other engagements and things to attend, but Jeff, can I say this was very, very interesting session. Thank you for sharing these two exercises, both using, you know, physical resources, which we value a lot. So yes, thank you for presenting these to us. And thanks to all the attendees for joining. We had quite a good turnout at the end and some great questions. And don't forget to give us your feedback. This is to all the attendees and then enter a price roll to actually win one of Jeff's card decks. How do they do that? Oh, well, I actually put a link in the chat group before I saw people were dropping off as we've been a little bit over time. So yes, there's a link. But if you don't see it, just get in touch with me. That's absolutely fine. Or meet up or then bright. Yeah, but thank you again, Jeff. And yes, I'll be trying these out this week, as I said earlier, and I will be sharing my findings soon. Brilliant. Thanks for having me. Thank you. Thanks very much. Bye.


respected viewers brothers and sisters in Islam aslamu alaikum wa rahmatullahi wa barakatuh welcome to another episode of light our night with me your host Ahmad Ali and my co-host Ali Fadil Mullah Ali Fadil who is a little bit sick we couldn't do a challenge earlier you know he has stomach ache and you know I was sympathetic towards him and did not do it a minute ago you're like I have no sympathy for you whatsoever today welcome back hi Mullah thank you what did you experience yesterday I know for the first part of today's episode I want to talk about the experience that we had yeah in yesterday after the show yeah because after the show we got even more packed yeah yeah so what I did was I attempted attempted to go inside to get into the shrines did you the shrine of Abu Abbas was less yeah less packed than than the shrine of masayi aslam so I managed to squeeze myself into that shrine and even then it took me about 15-20 minutes just to find a place to sit to do a ziyara so when I finished that I it took me probably about half an hour just to walk from the shrine of Abu Abbas aslam to that between Haramain basically to finish between Haramain so I thought you know what if I'm I'm here I have Instagram and Instagram I went on Instagram live so I put on live and then people were able to join me in my views over the masayi aslam which was great so I attempted then to go into the shrine of masayi aslam and I have this thing where I'm a bit claustrophobic so yeah so I panicked I was in like the middle of a of a squashed area and there was loads of people around and I couldn't see any way of escaping well so with that I panicked a bit so I started to so with that situation I've been in it once before in in Rukulat Wairij on the day of actual right yeah so and I experienced that before so I was I was like let me remember some open wide spaces so in that in Rukulat Wairij it benefited me because I was able to actually what I did was I held on some of my shoulders and lift myself up just so that I can I could breathe because it was it was it was really packed up just so that I could breathe that one was worse than this one and so then yeah I managed to find a little corner although people were just pushing and barging just to get in I managed to find a corner like breathe for like a good a minute or two I think you know what like sorry about the last thing but I really really cannot like get in as as much as I try so I thought let me let me utilize the time that I have and I and I stayed I walked back to one of the the members that they have been Haramin and I saw a say he was giving like a jurisprudential discussion with a man so I managed to sneak in and just sit on the bottom of the member oh let me just here let me just relax for a bit and I thought okay hold on I've got Facebook live I've never used it before so I'm going to use it now so I posted saying that I'm going to recite Ziyad and in five minutes if anyone wants to tune in they can do so so I went live so it was a bit difficult because I had to hold the phone and then hold the book at the same time so I had to be careful of where the phone was you know what was recording and then the book yeah so it was a it's quite a spiritual occasion and I enjoyed it although I couldn't visit you know inside the shrines but the intention is what counts mullah inshallah inshallah um now hope you prepared the questions yeah okay yeah not the the other one oh the the slammer questions yes yes okay good questions today this is a challenge okay okay now whoever gets the most answers right is the winner Ziyad now what does the loser have to do please there's a bucket of water somewhere there's not there's a jug of water no I'm kidding I'm kidding um but the loser will have to share a video saying that I lost to whoever I was I was thinking about that today I was thinking if I beat him today or one of the days was if I lose today's games I have to post a video saying you know full on full on is better than me and whatever oh okay yeah okay all right but yeah evil minds think alike okay yeah so washa Allah yeah very innocent mullah we get the most I'm telling you from now I wish that there was a speaker so that you can hear what's being said in our ears we get the most random stuff being like thrown into our ears which is why we just suddenly go quiet waiting for this and then we laugh okay so don't think we you know the mullah and I have gone mad yeah yeah you know okay so the loser will have to snapchat um story yeah instagram okay facebook and twitter and twitter fine okay although I don't have twitter but of course you do all three hush video all right okay hush who wants you want to begin mullah oh my god huh you want to begin yalla all right in the name of Allah who was the first prophet that taught writing kitabah to mankind no final answer it's either no or or davud or salaman give me one final answer one final answer one final answer salaman salaman is the incorrect answer oh my god it was nabi idris nabi idris nabi idris you're saying nabi idris like you knew it i know you i know you that was a good thing that was actually something that is is better official to say yeah so idris comes from dirasa yeah which is what teaching studying studying yeah studying teaching um who were those persons who were the people that were called a tyar there was two people called ja'far al-tayar okay and our father abbas final answer ja'far al-tayar because and the other tyar was correct answer well done so yes the reason why they were called given the the tyar is because their hands were amputated yes or during the battle yeah during the battle so they were giving wings by the angels and and that's why they were called tyar so they fly towards heaven good good good this is a cheeky cheeky question who was the father of yazeed father of yazeed yeah that's what i thought but this answer here says different father of yazeed yeah like the the yazeed is the yazeed yazeed yazeed who killed imam hasay al-salaam the father of yazeed father of yazeed who hand i don't know give me a give me an answer what so he according to this i don't care according to that according to statistics habibi well i put it to the history books and so on and so forth i don't know as far as i'm concerned i don't care i mean the zeeb in muawiyah and every single books that's what i thought but this one says unknown unknown unknown maybe maybe in the history books where muawiyah like uh maybe yeah yeah uh maybe is like muawiyah yazeed i've been zeeb it's like that similar okay so unknown yeah so unknown i get that right okay good good good fine that's too right how old was imam hasayn when he received the imama when he received the imama he was 56 or 54 56 and 54 yeah me a final answer but let's hit the numbers again 56 or 54 56 56 final answer yeah incorrect answer oh my the correct answer is 47 47 the battle of syphine are you serious 47 47 so he was in imam for 63 so he was no he was 63 when he was martyred 63 imam al-hasan or imam hussain i'm hussain so 10 years he was imam he was imam but but maybe not uh uh khalifa okay yeah good like imam hasayn he was khalifa for six months good so it's two two now it's two questions yeah so this is the fifth question what was the explanation so basically imam al-hasayn al-islam lived under the rule of uh muawiyah for 10 years and four months andre azid okay and was martyred at 57 i'm for 63 53 57 see so he yes they he died on the same day or the same age he's having a conversation with an unknown person who you can't hear yeah i mean this is the level of insanity it looks like i haven't even noticed you know i'm okay i'm al-hasayn was born on 4th of hijrah and was martyred in 61 ah 57 so he should be he should get a point deducted from him why because you didn't know the answer is here so the answer was 47 okay how old was imam hussain when he received the first his imam okay the bat uh two correct and and three wrong this is the sixth question yeah because you can tell his spelling and his grammar when he when he writes yeah so this says i'm gonna ask the question the battle of sofine how long left i'm sorry so basically sofine no no no so how long that was the battle of sofine take place how long yeah how the duration of the battle of sofine how long was it what is that the correct correct question wasn't like four years no okay no yes four years no no no no no no no no no no no the question i said was correct the duration of battle sofine how long was it huh oh so my answer okay so let me know four months four years is wrong four years is wrong because imam al-inal talib was in power four years so um six months final answer yeah six months final answer or two anyways you're good final six months is the incorrect answer the correct answer is 18 months 18 18 months which Quranic surah is the other name of the battle of khanda khanda yeah the other name is battle of khanda and this is a surah in the Quran surat al-ahzab oh final answer yes very good very very good that was the correct answer nice very well done nice so that's three correct so far four three three is that number seven this is number seven okay good yeah three in which surah uh does god mention that he sends a revelation to an animal an animal final answer there was an animal and there was a final answer feel give me a final answer you just say no no which feel bro or give me a final answer or who'd something is the incorrect answer yes so i said you said i said to you give me a final answer it was the b b which surah is mentioned as the heart of the Quran the heart surah yasin is the correct answer so that's four correct so far okay three four four four four which book is famous as the zaboor of ali muhammad the Psalms of Ali muhammad Allah this question is beautiful and it is called the treaty of rites by ibn sajad or or it's a final answer it's a final answer yes well done it's the correct answer cute 55 my question is good and the last uh yeah the last question is who was the first of imam ali's governors in egypt mahalik bin ashdar final answer yes no one sec one sec one sec it was muhammad ibn abib akr final answer or mahalik el ashdar oh when i say final answer give me a final answer it's the incorrect answer it's muhammad ibn abib akr okay so five correct this is five incorrect i'm probably not going to do any better because these questions are quite hard i'm not gonna lie push in which surah now just to for the first part i got five right yeah and five wrong yeah okay in which once i was saying uh mr producer prepare one hard difficult question just in case we get five five correct is yet behind when uh yeah yeah inshallah you didn't even have to continue yeah yeah in which surah all of the verses end with the same letter final answer no yeah incorrect answer a very good start who was the first i had a lot who was actually in uh two days ago was he online he was yeah he was two yeah two days who was with the with with the mullah he has a very another famous line other than adasati give him a quarter so he always used to that for the mullah i heard it today because i think i was i was just reciting to myself and he was like the second question who was the first female martyr in islam the first female martyr of islam was the mother of amar ben yasir and her name was i need the name i don't care who i know i know mother too god the name just gone amar ben yasir's mother who oh my god for the life of me i can't think of it should we have a countdown no no no wait wait wait you welcome to half a point for this kind of who it is it's just the what everybody knows who it is no half point no no no there's no half point no it has to be full what's her name it's on the tip of my tongue wow i can what's the first letter it's not coming the first letter it's i i don't know i i know i helped you out okay and if you get it right okay you get half a point now you're sitting at zero you get half a point if you get it right with my help countdown 10 9 give me 30 seconds wait wait 30 and don't talk don't count it 29 28 27 Mr. produce to help me three i'm gonna kill myself father of the mother of amar ben yasir is who sumaya so do we're we're y'all i love the producer i love the person who just made these questions number three so too wrong number three which sura contains two basmala oh final answer final answer incorrect what annamal no hold on no this is not correct so it's not what's in start with basmala but it has basmala in the end of it in the end so that's only one oh but yes so the level has started yes really yeah the same as well as we're going to this is a lot of money yes now this is pretty easy this pretty easy i'll help you out what's yeah how many questions what questions question four this this is question number three question number three question number three so you got three wrong no this is question number four then this i'm going to ask you question number four okay okay now which sura in the quran is divided amongst two parts half of the sura is in juicet 15 and half in juicet 16 juicet 15 now this is this is the revenge that um that i'm seriously that i need and um all right we we will allow we should get water in here i think the first three azza is bakar or the first two maybe two and a half two and a half i don't even 15 and 16 very well known sura serious yeah how well now see well i'm helping him out so much i'm just saying how well known it's very well known to the fact where it's recommended to be recited on one of the days of the week no no no no no no you can't do that i have i have no i have friends yeah friends yeah and my friend said elephant when it was b sort of cash i think so i'm assuming it's a half a point for that yeah actually you know what incorrect well i didn't know what it was i'll take that as an incorrect which dua is a daily pledge allegiance to imam al-mahdi good good good good good so basically hold on this is question number six now isn't it i'm asking question number six so i have to get all four right yeah and i doubt it who was the aunt of imam al-azkari and was present in the birth birth time of imam al-mahdi very well known name it's also a profession but give him the name give him the name a profession as well it's a profession and it's a title as well when someone is there's a marja also in that name as well but the like the male version the female version no the male well one was the last time you seen the female marja no i'm saying isn't a male a male name but change it to a woman's name you just add a what it's haq no no famous marja i give it in a jeff very old the life of me i can't think of it start with an age huh is it is it hameda no that's not that's not no no no no no i'm just i'm just i'm just it should bring up me it's just hameda now the question to repeat the question to let's repeat the question who was the aunt of imam al-hasan askari and was present in the birth time of imam al-mahdi the answer is the second name or the first name i need the first name no the marja you remember he said the marja it's his family's name hakeema hakeema yes hakeema hakeema good good good now mulla has two points all right i need to get these three questions right you need to get the next three right which huh no no he's losing i'll bet i'll bet on you'll make sure on the last question there's no help which surah is called the bride of quran is which surah is called the bride did i mention it before i don't know which which you mentioned i mentioned the surah the one that ends with this one which surah is called the bride of the quran i think it's sort of fatah to be honest fatah final answer no okay because you because they like you call it the yeah i think i asked that did he mention it earlier i mentioned surat rahman earlier is that your final answer no i'm confused anyone anyone watching my mom baba umi but why are you help me count down repeat the question think it's sort of fatah to be honest which surah is called the bride give me three of us the quran at least at least three yeah man how many options give me three options i gave you five options sort of rahman let's go for it final answer no final answer i need a final answer i'm not getting wet today i didn't agree to get wet today we can agree to disagree okay good good good good good now you have three yeah i need two more no you have three yeah i have three this question number nine question number eight can't be has me number nine you have two right action two right this is going to be the third number nine is going to be the fourth number ten is going to be the fifth okay you have three right okay with this one so this one this has to be question nine now i've had five questions wrong he had five questions wrong questions again go through questions again the first question i got in which surah all the verses end with the That was wrong An-Nas, that was wrong Who was the female first murder? That was wrong Which Surah contains? Du Basmala, that was wrong That was wrong Number four Which Surah in the Quran is divided among two parts Al-Kahf I said that was wrong That was wrong All that I said was wrong Number five That was Dua Al-Ahad That was right Yeah, Dua Al-Ahad was right So that's okay Hakima Hakima Hakima And Surah Al-Rahman Yeah, so that's three right? So three, yeah, so I can afford to get one wrong So three, oh Okay Who killed Ubaidullah bin Ziyad? Ubaidullah bin Ziyad Question number eight Who killed Ubaidullah bin Ziyad? I'm gonna go with Muqtar for some reason Muqtar? Yeah Ubaidullah bin Ziyad That one Ziyad Ubaidullah bin Ziyad Ubaidullah So Ubaidullah, he was in Karbala, wasn't he? Ubaidullah bin Ziyad was not in Karbala Before Karbala? No, he was in Kufa, he was the governor of Kufa Ubaidullah bin Ziyad Ubaidullah bin Ziyad Yeah Ibn Sa'ad was in Karbala Huh, okay Ibn Sa'ad was in Karbala And at the same time Ubaidullah was in Kufa Whilst Yazid was in Sham Sham So who killed Ubaidullah bin Ziyad? Come on, Mullah I'm gonna go with Muqtar Al-Thakfi Muqtar Al-Thakfi Fire Lancer Incorrect Ibrahim Ibn Malik Al-Ashtar I wouldn't have known that With Muqtar Al-Thakfi, by the order of Muqtar Al-Thakfi Technically, Muqtar Al-Thakfi was not in battle Hey, but he ordered the killing It's like, who killed Ma'a Hussein? Who? Yazid? No, yes Shamr? No What? What? He had a hand in it He had a hand in it But if you refer to anyone, if you refer to anyone Yeah, but who made the order to kill Fulan? It's the person who made the order No No, no, no, I'm not having this No, no, no No No, no, no Ibrahim Ibn Malik Al-Ashtar, by the order of No, wait, one second, one second, I believe in you Who is the judge here? If you ask anyone If you ask anyone If you ask anyone Yeah, but who killed Imam Hussein? I'm gonna say Shamr I'm gonna say Yazid killed Imam Hussein No, they won't Who murdered, who actually did the act? Mullah, one second, one second Now, who was responsible for the pair of shooting? Did they say ISIS? Or did they say the person who did it? That's different That's different No, no, no, I'll tell you why Why? Number one, it's not an army Number two, ISIS, they say, yeah If you guys want to kill in our name, kill in our name We're gonna stand back and take credit for it But it wasn't us who said Yabba, enter Paris, shoot her, go and kill this person No, that's different Under the order of Now The judge Viewers Viewers Judge Please, if there's any viewers out there Habibi Estad Let's call one of the sheikhs Producer Let's call one of the sheikhs Producer Call one of the sheikhs Okay, rock, no I can't do rock-paper-scissors Rock-paper-scissors What kind of sheikh? Anyone downstairs There's three or four downstairs on there Anyone, is there any sheikh? Okay, no, any sheikh What? Fine, fine Rock-paper-scissors No Why? It's the correct answer, I'm not having that It's the correct answer The person who made the order I mean, Yazid is the person who made the order Fine Okay, good Now you have four You won't get this right Which sura has the same name Of a type of material Used for mostly everything Which name Which sura has the name of a type of material Used for mostly everything What was the one with the cloak of Rasul Allah? Was it Muzzamil? The name of the sura The name of the sura The name of the sura Surat al-Sham thing, right? Surat al-Sham thing Now that something is a material That is used For mostly everything Okay We should have a countdown He's thinking too hard And then he gets the question right Surat al-Sham Muzzamil Final answer? Can we get the producer up in here? Muzzamil, what are you going to use that for? Surat al-Hadeed No That's a good question Surat al-Hadeed Now which sura has the same name Of a type of material Used for mostly everything iPhones, iPads Whatever you see Surat al-Hadeed Final question Number 10 How many years Were the Imamah period Of Imam al-Hasan al-Mujtaba? The Imamah period Six months Imam al-Hasan Six months As soon as Imam Ali was martyred He took the Khulafa and then was poisoned So then what? Even the Imamah period After Imam Ali was immediately Imam Hasan There was no one in between Mu'awit was in between? No, he wasn't Mu'awit took on after Imam Hasan No Mu'awit took during Imam al-Hasan Six months Mu'awit took over He poisoned him No With the treaty Imam al-Hasan signed the treaty After six months Imam al-Hasan signed the treaty with Mu'awit To what? To give up the hukum to Mu'awit Under the conditions of the The conditions that if one passes away It goes to Imam al-Hasan So it is His Imamah Imamah, Imamah He was poisoned not long after I mean Let's go with six years Final answer? Final answer Wait, if I get this wrong That means I lose No, you're at four We need the producer's question Okay Six Six? Six Six is the incorrect answer Ten years No Yes Something like that I was about to say There's a title for that What? The final question is How many surahs? What? Begin How many surahs begin? How many surahs begin with the word of Qul? The word of Qul No, this is This is crazy Okay Even the Mashaikh would know this This is make up No They might This is make up break I think so, yeah I think there's about five I think Take your earpiece out Can I get the answer? No, I'm holding Well, I need the answer He's unplugged Good Okay, now This is tense How many surahs within the Quran begin with Qul?  Yes Six is your final answer? Yes Six is the incorrect answer No, it's not my final answer No, he said it's my final answer No, it's not my final answer No So it's not six I was about to Congratulate me Yeah? No, but you won't be able to congratulate me Because you'll be drawing Well, yeah And then we get the question Which I can't even answer Someone help me, please Okay Now The question again How many surahs within the Quran begin with Qul? Mulla said six Yeah Is that your final answer? My final answer Your final answer? Incorrect The answer is Five No No No Yes Surat al-Jinn No Kafirun Nas And Falaq I said five right in the beginning Yes, you did Why did you change your answer? So Okay, respected viewers Mulla Mulla lost Mulla lost And Alhamdulillah, Rab al-Alamin Can I just get this right now, Hussain? Just to thank him for this? So ladies and gentlemen This is A full fit, I have lost A battle with My co-host, Ahmad Ali This is on live TV And here I am, putting my hands up and saying He beat me today And today only But he beat me today In the question and answer round And that goes out to all of my Viewers and all the viewers What is going on live TV? What's going on live TV? Okay But here he is, Ahmad is the winner Thank you very much Mulla And I lost today Okay Thank you very much Mulla It was a very fun game We do have other things to do Other activities to do But after a short break, inshallah So respected viewers do stay tuned For you will be presented With a short report By Muhammad Ali So to that report And we'll be back shortly Assalamu Alaikum Peace and blessings of Allah be upon you All welcome to a new report From the Holy Land of Karbala Respected viewers We are at the sanctuary Of Imam Al-Mahdi, Sahab-u Zaman May Allah hasten his reappearance Covering for you the night Of the birth anniversary Of Imam Sahab-u Zaman Imam Al-Mahdi May Allah hasten his reappearance Where a number of rituals Are taking place in this particular area Merely lighting up candles And supplicating Allah SWT With the different prayers And different supplications Because as you know This night is the night Where Allah SWT Answers and fulfill All the needs and all the supplications Stay tuned for more Videos from this holy area And from the night Of the birth anniversary of Imam Al-Mahdi May Allah hasten his reappearance Stay tuned, dear brothers and sisters Respected viewers Brothers and sisters in Islam One second Peace and blessings of Allah be upon you And congratulations Welcome back to the second part Of today's episode Alhamdulillah, Lord of the worlds Thanks to the Ahlul Bayt And thanks to my family I would like to give a shoutout To everyone out there That I beat Mullah Ali Fadil For... Thank who? Thank the producer For giving me Hard questions Hard questions To ask Mullah Ali Fadil Your questions are pretty hard as well My questions are hard as well It was a fact Context See the thing is You had the idea Of answering the questions But you know I'll give him the benefit of the doubt But I still won Dended the day I am the winner Alhamdulillah I put my hands up Fair and square He is the winner It doesn't feel bad It doesn't feel good that way It doesn't feel good When someone's like Oh yeah, you won When someone's like Oh no no It feels bad Yeah Okay Now This Wow Why? I need to mention that Why? Why?  You choose Now There's the Superstar Act it out Animals Gone Wild Blackbuster Movies Icon Legends Stars I think the best thing we can do Is act it out Act it out Yeah, act it out All right Good, good, good I think we need the camera One camera to be Don't flip it yet Okay We need one camera To Show The The word Is yet That One of you guys Yes One camera shows the word And There's actually a recording What's nice about this app Is the recording It's the recording That's within the app Yeah That makes it fun Hosh Now Should we begin? We'll have this camera I think on Especially on the The word itself Yeah, on the iPad Hosh Ready Mullah Basrawil The word Yeah Okay Ready Yeah A model Modeling Yes Okay, good Volleyball Yes Flower Flowering No Pass, pass, pass No, you corrected it Okay Oh, I corrected my bad Scare Scared Scaring Scared Frightened Push Pass it, pass it All the way All the way back Okay, good Flapping Snowman Snow Angel Yes, yes Yeah, I'll take that Pass Skating, skiing Rock climbing Pass, pass, pass So there's one new One new Let's see how I did Now I got The sour girl You should smell Scare someone They can get you to scaring someone So you got three I got three Yeah This is hard Yeah Now it's your turn All right And So we need to get a camera on Yes Steps The going, elevator escalator Going up the steps Going up the escalator Going up The stairs Yes, yes Going upstairs Oh Balloon Big Pass One Pass that Bowling Bowling alley Bowling ball Balloon Balloon Balloon bubble Bubble balloon bubbles Bubble throw Bubble bath Bubble something Oh, come on Huh I mean wine tasting How am I supposed to tell you that All you do is That's not fair Going up says A marathon Horseback riding Blowing bubbles Blowing Blowing but What's this? I said blowing And then I said bubbles So what's this? I don't know All right, your turn So you got three We'll carry on from three Okay Ready?  Yeah So now this time you can speak Okay, all right So please describe it to me More because it said acting So I thought you had to act it out That's what I thought as well You're loud, man Dying No, you Sleeping? No, no, no Fainting Yes Oh Describe it On ice Skating on ice Skating But it's Very Cold, ice skating Very Yes, but it's very Far Fun Fast But something else Fast Speed skating Yes Folding Packing a bag Packing a Packing a suitcase Suitcase Hammering Yes You're making something A vase No Making a It's Pass Fogostik Pass that Is that a screen? What? Was there a screen there? No, no, no Okay, good Because I thought you were always Looking over there No, no, no That is nothing Swinging Making a sculpture A pogostik Okay So I got One, two, three, four, five So five on my Five and two Two, seven So eight, seven This is the final round Okay Yeah Should we do it now strictly Acting or speaking as well But we started with speaking Yeah, so speaking Hold it in the middle So it's easy to Okay Don't look Oh, sorry I can look Yeah, actually It's a thing where you look outside of And then window Yeah, but what you're doing Opening Opening window Yeah Okay, so these What am I doing?  You need four I need four Four to draw Four to draw Five to Two in four If we draw We'll do the animal one Apsary jokes Yeah Can't believe I'm paying heads up Huh Feeding a baby Yes Pressing the escalator So Describe it Huh, you go up in it in a building Elevator Elevator Huh Throwing a frisbee No, just a frisbee Yeah Tying a shoelace Yes Shoes Typing Yes You fly it Fights, flying a kite Yes You make it It's Italian Pizza Making a pizza Making pizza, yeah You're it Had Tag Playing tag Time's up I think I won that one You did pretty good I think I won Getting a baby Elevator Fisbee Typing Pumping a tire Pumping a tire, that was the last one That was the last one Huh So I got eight Oh Yeah, seven, eight Eight, nine, 15 And I got eleven You got eleven Oh wow So Mila beat me I won that one There's actually no forfeit for this game Because you lost Yeah Hosh Yeah For the candle Alright, so we'll go to the candle report And when we come back, we'll explain If you're wondering what is going on Mila and I will try to Our best to explain No, let's say you're off Oh, so I say goodbye Yeah I'm being kicked out Alright, so good When they come back I will explain what The candles Huh, okay What the candles Yep For example I'm symbolized So when we come back, basically Well, I'll do A couple of supplications Both English and Arabic So I'll do the full ziara If you know what I'm saying At the comfort of your own homes English and Arabic So you can understand And then we'll do some recitations Hopefully build up some atmosphere As we're still celebrating The birth of Imam Mehdi A.S. A.S. Ahmad, thank you so much For your time Thank you For putting in the preparation For the games We really appreciate it It's really different Especially on a show like this And we will see you tomorrow Habib Mullah Okay We'll see you in a couple of minutes Alright Back to you For the sanctuary Of Imam Al-Mahdi May Allah hasten his reappearance As I spoke in the live show I said that On this night In particular Allah SWT Fulfills all the need And legitimate wishes And that came from the Narrations of the Ahlul Bayt A.S. Narrations from the Holy Prophet Peace be upon him And his progeny Narrations from Imam Muhammad Al-Baqar And his son Imam Jaafar Sadiq Peace be upon them That on this night in particular All wishes come true All legitimate wishes come true So the sisters behind me And particularly not only the sisters behind me Because large numbers Hundreds of thousands Come to this area in particular So they separate between men And women So they put the women Near the river To deliver their candles To the river that flows beneath The sanctuary Or on the other side of the sanctuary Basically Now let's come to the idea Of lighting a candle Basically lighting a candle Comes in the meaning of Satisfying the heart And honouring In the honour of the person You wait And the other one Is to put your wishes In the image of a light And that's why we see In a lot of worshipping places At the time They perform their prayers They light candles And put it At that place And that's why we see In the honour of the person You wait And the other one Is to put your wishes In the image of a light And that's why we see In a lot of worshipping places At that place of worshipping And thus The people The pilgrims I'm saying right now Are lighting candles And sent them Through the river of Alqami The river behind me To be delivered To the master of our time His Majesty May Allah hasten His reappearance In the streets The wishes That are continually Wishes of hastening The reappearance Of the master of our time Dear viewers Thank you very much For joining us tonight In our reports From the streets Neighboring The holy shrines Of Imam Hussein And his brother Stay tuned For more reports From the holy land Of Karbala Welcome back Dear viewers Of Imam Hussein TV3 As you are joining Light of Nights The second part Of today's program The first part If you have missed out It was interesting The beginning Episode full of tension And a lot of suspense As Meen Ahmed Ali Went head to head In a question and answer session Out of ten questions To see who won The loser Would have to Make a video And admit That He lost today's battle And post it On all social media platforms Or personal Social media platforms I lost that battle And I have recorded that video And I will be uploading it To my personal Social media platforms That was before the break And you can look forward To more of that tomorrow Today What I really want to focus on Is performing On a day like this Just to give you a brief insight As well The numbers have decreased Dramatically Since last night Yesterday Probably Hinged on a million Maybe more Viewers Visitors here In Karbala Today I can actually see streets When it's so packed out And I'm sitting on top Of the studio here You can't see the street It's so packed with people That you can't see the actual street Now I can see a lot of streets And I can see just people Walking around As they go Towards their business And so that's Karbala On the day Of The birth of Ahmad Mehdi Aajalawata When we say the day Actually now The night of the next night It gets a bit complicated But anyway So what I really want to focus on today Is Performing The Ziyara Of Imam Hussain A.S. Specifically Ziyarat Walith As we Acknowledge And pledge our allegiance To Imam Hussain And acknowledge that he Has inherited All Of the merits And the values And the worth Of the profits The 124,000 profits Before him So please sit back and relax And I will go through the Ziyarat Both in Arabic and English And select the parts And inshallah We can perform that together Peace be upon you Our inheritor of Adam, the choice of Allah.  Peace be upon you, O inheritor of Abraham, the intimate friend of Allah. Peace be upon you, O inheritor of Moses, the spoken by Allah.   Peace be upon you, O inheritor of the Ameer, the believer, the servant of Allah.    Enjoying the rite, forbade the wrong, and obeyed Allah, had His messenger until death came upon you. So may Allah remove His mercy from the people who slayed you. May Allah remove His mercy from the people who persecuted you. May Allah remove His mercy from the people who were pleased when they had heard of that. Oh my master, I bear witness that she will light in the sublime loins. I bear witness that you were a light in the sublime loins. And the pure mercy. I have not saved you from ignorance by your actions. And I have not given you any reward for your sins. And I bear witness that you are of the people of religion. And the believers. The impurities of the ignorance era could not object you to filth nor could it dress you in its murky clothes. I also bear witness that you are one of the mainstays of religion. And the supporters of the faithful believers. I also bear witness that you are the God fearing, pious, pleased, immaculate, guided, well-guided Imam. And I bear witness that I also bear witness that you are the God fearing, pious, pleased, immaculate, guided, well-guided Imam. And I bear witness that you are the God fearing, pious, pleased, immaculate, guided, well-guided Imam. And I bear witness that you are one of the mainstays of religion. And the believers. The wonderful 이용er of the And I call Allah his angels his prophet and his messenger to witness for me that I believe in you all that I believe in you all and in your return I have full confidence in the laws of my religion and in the seals of my deans my heart is at peace with you all and what my affairs are based on your commands may Allah's benedictions be on your souls salawat Allahi alaykum wa ala arwahikum wa ala aksadikum wa ala aksamikum wa ala shahidikum wa ala ghaibikum wa ala zahirikum wa ala batinikum my heart is at peace with you all and all my affairs are based on your commands may Allah's benedictions be on your souls your bodies your forms the present and the absent from you and the apparent and the invisible from you wa ila arwaha al-mu'minina wa al-mu'minat rahim Allah man qara'i surat al-mubarakat al-fatiha nasbukat am-i al-salat ala Muhammadin wa al-muhammad Allahumma salli ala Muhammadin wa al-muhammad Bismillah ar-Rahman ar-Raheem This part of the show as we conclude tonight will be in honor of Imam Ali alaihi salam as we'll recite a couple of lines of poetry in his honor and we say no memory no memory can drop as soft as feathers in a fantasy dream like the memory of your love written on the specs of a time no memory can drop as soft as feathers in a fantasy dream like the memory of your love written on the specs of time floating on the surface rising like steam virtues can only touch the surface of perfection yes virtues can only touch the surface of perfection and return crying Ali Ali is too perfect for me Ali Ali is too perfect for me no man no man can succeed the perfection of Muhammad no man can succeed the perfection of Muhammad except a man who was raised by Muhammad perfectly for no man can succeed Muhammad except Ali Ali Ali Ali and one last poem before we conclude today they say if the laws of normality if the laws of normality have taught us anything it's that Ali even against all norms will continue to trend Ali Ali even against all norms will continue to trend he trends and rises above all embracing the beyond and even when he does he loves to numerically tend to be number one the heaviest number of them all the origin the beginning it does not need to lend its importance back to number one because this is one its importance back to number one because it is one and even if they call him for yes even if they call him for the scale his weight would bend he makes all other numbers look insignificant he makes all the other numbers look insignificant giving them fear they attempt to their reputation mend but call him for call him for 40th 400th he is the first much like he is always the first that tends to grow and trend for Ali one can count you different and even if they put you last yes even if they put you last we'll just start counting from the end so if you want to swipe the system just to count him first if you want to swipe the system just to count him first blessings upon Muhammad and his progeny so far it's been an absolute pleasure to be with you and it's an honor for the Imam Hussein TV group the media group to be your heart your mouthpiece to be your eyes and ears coming to you live from the holy city of Karbala on these blessed and auspicious nights we will have more inshallah more fun more games more spirituality more recitations same time tomorrow 11 p.m. Karbala time 9 p.m. London and 4 p.m. Washington DC I have been told by a couple of brothers that they would like clapping and and some recitations however I am almost crippled in pain at this moment in time and inshallah please pray for me and my well-being inshallah we will see you tomorrow where I'll be fit and healthy to hopefully have more recitations for you in any case thank you so much for watching wassalaamu alaikum warahmatullahi wabarakatuhu