I'm Dan Quice. I'm an editor at Slate. I'm the co-host of mom and dad are fighting. Please introduce yourself. I'm the mom of mom and dad are fighting. I'm Alice in Benedict. I'm also an editor at Slate. And so in our parent team podcast, we talk about a lot of issues that are facing parents today. You know, issues of staying at home or working, issues of how you raise or discipline your child, issues of pregnancy and childbirth and family life and work-life balance. But we thought it would be fun to come here today and talk to you guys about the issues that will be facing us as parents in the glorious year 2100. And we are decidedly, we are not experts. We have experts come on our show. What's the opposite of experts? We are inexpert on these scientific issues at hand, but we are experts at shooting our mouths off. So here we go. Do you want to pick the first one? Yes, I will ask the first one. Dan. Yes. Even if it's medically possible, is there an age when it's too late to have a kid? That's a great one that actually does relate to, I guess, parenting today, doesn't it? Hey, my wife is in the back because she can explain to me all the ways that I am getting myself in trouble with the things I'm about to say. So yeah, I have, I'm already, I already feel a certain amount of discomfort at the ability, I mean, the forever ability of men at basically any age to have kids and then to be like too creaky and old to pick them up. But it does seem to me that there's a certain age after which you are sort of condemning your kid to a like inattentive or tired or always exhausted parents. But I don't know, maybe it doesn't matter because parents even 25 year olds are really exhausted when they have kids. I think, yeah, I think that unless the medicine can sort of catch up and let us be 60 and as active as we are when we're 30, I think there is probably an age where it's not so great. I actually, you know, wish now looking back that I had started having kids when I was younger, mostly to have like that third chapter that people talk about, your spouse and your kids out of the house will be that we'll never get right to this stage where our kids are the parent when we were young, there were a couple of kids who had the older parents that were like a little strange. Now we're all those older parents, right? And I don't know if I think that's so great. Alright, so in the year 2100, assuming that that 60 year olds and 2100 are basically the same as 60 year olds today, should we agree that 60 is too old too old 50? Too old. What? To start having kids? Yeah. I'm going to put me at like 48. 48. That's when you should stop. 40. Allison. Yes. If it were possible for you or your partner to give birth naturally, would you still use an exo womb if one were available? Or would you look down on people who use an exo womb electively? I would probably look down on people who use an exo womb electively because I think, and a lot of these things are, you know, we don't have all the factors here, but I'm guessing that people who use the exo womb electively are always going to be rich. So I don't like any sort of, I think probably option that is only available to rich people. And it's another reason for me to... But our whole lives are made up of options that are only available to rich people? Yeah, and that's not so great. This sweater is only available to rich people. What do you think of the exo womb, Dad? The sweater is from old Navy. It's available to everyone. It's a great question. I think I'm going to come down in favor of an exo womb. Actually, it seems to me that if a woman is like, you know what?   Maybe if there's a chance to do it another way, shouldn't she have that chance? And is it up to you to look down on her for taking advantage of that opportunity to keep her body younger and suppler than yours? I mean, I'm just spitballing here. It also should be a little more serious. It clearly has a lot of political, you know, issues that go along with it. My, you know, abortion is... abortion politics would be a lot more complicated than walking around with an exo womb. Those arguments are going to get ugly. And it's an assumption also that pregnancy is no as bad, is not fun, is not... I mean, it's not. But I don't necessarily think that we want to to all elect out of it. Okay, how many biological parents are too many? One. Zero. So we got a list of some of the possible questions we might be asked. And that question was the one that made me go, I don't even understand the context under which one would ask this question. But then I heard what was being talked about in some of the previous panels. And I understand now that there are obviously options in gene splicing and gene recombination. But I still think that maybe just two seems like a reasonable number of biological parents, right? It's worked really well for like 20,000 years of human history. Or it hasn't. Or it hasn't. Tell me how it hasn't. My children actually just recently said to me, I wish we had two moms and two dads, one set to do the work and one set to be fun. So I think four sounds good. I wish we had that. That's not an argument for more... that's just an argument for sister wives and sister husbands. This is what you apparently need in your house. It is. Yeah. But I can't see the argument against more... what does the argument against more... I don't know. So the argument for it is that it just allows you to sort of hone and shape the genetic material out of which you're creating your kid. Which is sort of what at the heart of a lot of these questions that we're arguing and debating here. I think that feels weird and creepy to me. So I'm not into it. But I may just be like a biological reproductive blood. Maybe that's what I am. I think as long as everyone's under 40, it's fine. All right. Allison, if the gender of your future child was just a box to tick on a clip or at the doctor's office, would you do it? I would. Yes. For sure. Yes. I have three boys. So if... I mean, we're done. But if there were ever to be the option for another one, I would tick that box for a girl. Yep. Yes. So would I. I have two girls and that was by accident. But if I could have made it be on purpose, I would have made it be on purpose. I really wanted girls. And so I would have done almost anything to ensure that. Oh, your turn. Here it goes. Dan, what choices, if any, would you make about your future children's appearance or intelligence, if you could?  So hooray, I won. I wouldn't make any choices. Alia, I didn't just say that because you were here. You wouldn't make any choices. No.  Yes. But you're still willing to recombine four people's DNA to make a baby. Correct. All right. This is a hard question, because you want what is best for your kids. You want what is best for their future. And you want to optimize that in any way that you can. But you also feel like, as you have said, at some point, the ability to give your kid, to amp your kid's intelligence up in the year 2100 is going to be presumably something that is only available to a very select portion of the world's population. And then what kind of world are we living in and contributing to if we seize that option? And the people who get to make those decisions probably will be people who are already in a good position in the world. And those people, I think, don't need to live in a family with perfect children.  Not that we wouldn't. Our kids are all beautiful. Yeah. Although, I don't know, maybe in the year 2100, we'll have just worked out inequality completely. Alison, would you freeze your eggs for your employer? Slate.com, Alison, would like you to freeze your eggs, please. And just hold off on having kids tell your, well, 39, let's say. So I assume this question comes because Google and Facebook recently said that they would start giving benefits for women who want to freeze their eggs. I would not. I mean, I am fine with the concept of freezing eggs. I think that news was met with a variety of reactions, one of which was that, oh, that's like a really interesting corporate decision that they want to get the most out of their female employees in their 30s and 40s.  So for a company to ask that of you directly, I mean, I definitely would say no. Would I maybe use that option if it were there? Perhaps. What would you do? What would I do if they asked to freeze my eggs? Yes, I would remind them of some facts. No, well, like if that had been an option for our family, for example, I guess it's not really my call to make. But I think in general, having the option available seems great. But I do also agree that there's no way to present that option without making it seem to some of your employees like you are basically telling them, this is what we want you to do. And if you're going to present an option like that, you would better also present a lot of sort of stuff that should go hand in hand with that, like better family leave, better paternity and maternity leave, better support for working parents. You'd better make it clear that you also welcome parents in the workplace because otherwise every employee who works for you is going to get the notion that they'd rather you just freeze up, you know, freeze those eggs up. Right, it should be part of a family-friendly right approach. Okay, Dan, would you support a law that would criminalize not screening your unborn child and using genetic selection to reverse preventable birth defects? No, no, is that a thing that people actually do people want to criminalize that? Do people in this room want to criminalize that? Where'd you guys come up with that? No, that seems, no, I mean that's A, it seems like horrible to enforce and B, it seems like patently immoral. Like it seems to me that giving people options and things to do with their kids is probably a net gain for humanity, but mandating those things in order to create a more perfect American, you know, box popular. It seems like not the greatest idea. Completely agree. I mean the fewer laws we have for what women have to do with their pregnancies, the better. Yeah, I guess that's a generally fine way to go. If you could make your child, I didn't know about this one, if you could make your child a Democrat or Republican using genetic engineering, would you? This is the hardest one yet. If you, if we could pass a law that every child had to be a Democrat by genetic engineering, what would you say? I'm going to go for no, because I come from a family with diverse political opinions, which makes for really interesting Thanksgiving dinners, which I would like to preserve. I would also say no. I just want to make it happen the old-fashioned way through endless pressuring of them until they rebel. Well then you would have to do the flip. Yeah, well, yeah, you have to quickly turn into Republican right now if you want your children to be a Democrat. That's right. That's what I'm in the process of doing with these sweaters. Okay, you're up. Okay. Okay, if you have one leave it to nature kid, but then have the choice to genetically engineer a perfect second child, is that unfair to the first? Yes. Oh my God, yeah. Could you imagine? It's kind of unfair to the second though, because then the second would have a lot of pressure, like we made you perfect. Why are you not perfect? The first one, you can be like, why didn't you clean your room? You're genetically perfect. Right, we engineered you to do this stuff. The first one would always get a pass, like, you know, sorry, we didn't. Well, I guess we can accept your B minus.  Yes, it seems terrible to both of them. I'm going to go ahead and say it's more terrible to the non-perfect one though, because they're not perfect. It is a good experiment though. It is a great, it's a great thought experiment. Like I'm thinking now, like, would you tell that second kid that they were genetically engineered to be perfect?  That can happen without genetic engineering. That does happen without genetic engineering. Yes, that's true. All right. All right. Okay, here we go. Allison, should access to new procedures that lessen the length or pain of reproduction be a right? Like a right universally across all peoples? Like a right, like, I mean... So let's say, so in the year 2100, there's a something they've set up that basically it's a pill that you take, and if you take it, you still have a baby, you know, you still create and have a baby in the typical way, which as I understand it involves your uterus. But it only takes three months. Just everything happens three times as fast. And that then should be available to everyone. And should everyone in the world have the right to that procedure? Sure. Yeah. I mean, I think, you know, given like, if it's a good, if it's, if it's something that we kind of collectively agree is beneficial to women and families, then it's better for it to be something that everyone has a right to than only the few. But like, I guess my question about that question is, is that, is there any universe we can live in in which that could happen? Like we can't, we can't even make like basic healthcare a right for people. It's a hypothetical question. Right. I guess it's a hypothetical question on a piece of paper. I should just deal with it. In the year 2100, we'll have solved all these problems. But I mean, it seems to me that in all, in all cases of genetic tinkering or perfection of humanity, the issue you always run up against is that all everything you can do to make humans better also has the function of making them less equal unless you somehow manage to get it to everyone on the face of the earth, which seems essentially impossible under all the ways that healthcare works in the world right now. And so it's hard to me to, it's hard for me to even imagine any kind of future where that could happen. I'm thinking of, I know he's written for future tense and first late before, but the science fiction author, Kim Stanley Robinson, has this great set of books on Mars about the colonization of Mars, red Mars, green Mars and blue Mars. And one of the big problems that faces earth in that is that a basically a life-lengthening technology has been developed that involves stem cells or something. I can't remember. It seemed very convincing when I was reading it. But it allows people essentially to replicate their body cells at a much slower rate and for cells to die off at a much slower rate so people can live at basically the full bloom of health until like 200. And so that's theoretically a great thing for humanity, right? But of course, when it comes down to it, if actually everyone on earth could live to 200, it would be a gigantic disaster for everyone, but then who decides who gets to do it. So in all of these cases with all of these technologies, the thing that these hypothetical questions doesn't really raise exactly is who decides who has the right to do these things, who decides who pays for them, who decides how this happens. Right. These choices don't exist in a bubble. Right. They exist in a fishbowl. All right. Last one. Last one. This is a good one for you. If technology could speed up and ease your pregnancy, say four months instead of nine months, would the social shame of being seen to take a shortcut keep you from doing it? I feel like the social jealousy and status of doing it would encourage people to do it, wouldn't it? You're like, hey, I've got a super pregnancy. Check me out. It assumes that the social shame would exist. Would the social shame exist? Well, I mean, there's certainly a social shame right now in some sectors attached to, you know, getting medication during childbirth, right? There are people who feel like natural childbirth is the only way to go.  And so sure, I bet that there would be four month pregnancy shamers who are like, I carried, I took a drug to carry my baby 12 months because that's more natural. Yeah, you're right. Yeah. Humans are really good at finding ways to social shame anything, right? Wait, so you would do it though? Yeah. Well, I mean, again, it's not my choice, but I would certainly encourage any, you know, my spouse to do it because it seems great. Yeah, I would also do it. Despite what I said earlier about exo wounds and keeping pregnancy wonderful, a shorter pregnancy seemed good to me. Yeah. All right. So we've gone through all the questions. Thank you guys for hanging out with us today. Please listen to us. Mom and Dad are fighting is available in iTunes. You can just search for Mom and Dad are fighting in the iTunes store. And thank you so much to the New America Foundation for having us. Thank you.


From around the globe, it's theCUBE with digital coverage of AWS re-invent 2020, sponsored by Intel, AWS, and our community partners. Hey, welcome back everybody. Jeff Frick here with theCUBE. We're coming to you from our Palo Alto studios today with our ongoing coverage of AWS re-invent 2020. It's a virtual event like all the events in 2020, but we've been going there since 2013. We're happy to be back this year and we're excited to have for the first time on theCUBE our next guest. She's Kelly Herod, the US SAP offering leader for Deloitte Consulting. Kelly, great to see you. Great to see you as well, Jeff. Thanks so much for having me. Absolutely. So first time on theCUBE, you guys have a really interesting concept at Deloitte. You call it the Kinetic Enterprise. What is the Kinetic Enterprise all about? Yes. So if you think about the past, organizations built their technology infrastructures to be what we would call built to last. The future though is all about built to evolve. And that's exactly what the Kinetic Enterprise is. It's really how we're helping our clients create the right technology infrastructures that evolve with their business. And Kinetic Enterprise is focused on four key pillars. The first, that we're building a technology solution that's clean. That means we want to have the amount of custom code or things we may have built that really rack up your technical debt. The second pillar is that it's intelligent. So we're leveraging all of the technologies, artificial intelligence, machine learning to really automate and change the way in which an organization runs their business. The third pillar is that it's responsive. And that means it's on the cloud. And this is where AWS comes in. And then the last pillar is that it's inclusive. So it uses all of the technologies and microservices available to really optimize and achieve a company's business value objectives. So that's a great summary. And I've got the list of the four pillars. It's just interesting you lead with clean. There's a lot of conversation about digital transformation and move fast and be dynamic would be kind of an opposite to static. But clean, interesting choice of words. It runs with core clean ERP with minimum technical debt. Why clean? That's such an important thing. I get kind of intelligent and responsive, but clean is an interesting attribute to pick. Absolutely. So if you take a step back and think about when it comes to ERPs, when the ERPs came out, there was a lot of power you're going to run your entire organization on this one solution. What we found is that as companies have put in ERPs they've gone through and created so much customization that it's that, which makes it very difficult to be able to keep up with technology changes or actually migrate to the next versions. So the concept here is if you're going to go in and put in a brand new ERP, such as an SAPS for HANA, this time around, in order to achieve the promise of ERPs, let's make it clean. Let's stick to as much standard functionality as possible within the core, and then we innovate on the edges. And so that will allow us in the future maintain that flexibility or dynamism of a kinetic enterprise. Right. So I have to tease you, Kelly, because SAP R3 and ERP is not necessarily synonymous with digital transformation, speed, agility, and embracing change. So you've been involved in Deloitte's SAP practice for a long time. Why should people start to rethink about SAP in terms of being responsive, in terms of being able to change quickly and to your vocabulary more kinetic? In any way, I've been doing SAP for 20 years. So I actually did start back in the R3 days. And I would just say that things are changing, it's evolving, SAP themselves has been going through a transformation, a revolution. You look at the ERP landscape as a whole, all of the ERP players are moving to the cloud, the technologies, the backbones are changing. Now the reality is going in and actually changing about your ERP no matter what solution you're using, it's a big endeavor undertaking. The goal here and where we're partnering with SAP, partnering with AWS is really focused on how can we make this more efficient for our clients? More importantly, I like to think about it as how can we make this less of a one and done and more of a let's keep transforming the technologies and the business as things are changing in the market along the way. And using technologies to even change how we implement allows us to do that. So Kelly, another thing a lot of people probably don't think of is SAP and AWS together in the same sentence. So I'm sure there's a lot of people that are much more intelligent about this, but for those that aren't as familiar, tell us a little bit about the relationship with SAP and AWS and then how you guys are leveraging that at Deloitte. Absolutely, so there's a couple of things that I would bring up. One is SAP S4HANA solutions in particular, but any SAP environment that you're running on, one of the objectives most of our clients are focused on is how to move to the cloud. And that's where AWS comes in. You can absolutely run any of your SAP solutions on AWS. And what that brings you is our flexibility so that you can actually scale or contract your infrastructure that you're running SAP on based on your business needs.  So one of the things we asked ourselves was, could we radically change how you jumpstart an S4 implementation? And what we decided to do is team up with AWS and leveraging machine learning, artificial intelligence, most importantly, standing up in the environment on AWS. We actually created what we call kinetic finance startup. Many of our clients are choosing to start with finance and specifically SAP's central finance to begin their journey to their new S4HANA environment. And what we've been able to do is create a touchless build solution over a weekend. We can actually connect to your existing ERP solution. Majority of those is starting with an ECC environment. We can extract the data. We can use harmonization rules to actually change and modify your data and optimize it for the future. And then we actually, through completely touchless build and automation, stand up a brand new AWS environment with S4HANA on it and actually automate the configuration and testing of the basic finance transactions. So when you come in the next week and we start the conversation with the client, we're actually looking at a real life S4HANA system on AWS with their mask. So the whole concept is to change how we engage. Right. So again, I don't know that I were to think of finance as kind of a lead application to start this journey. I mean, I can see on one hand it is the system of record and it has a lot of very important information that's got to eventually get into finance. On the other hand, it seems like there's less critical maybe lower hanging fruit that's less risky. Is it because you can run it kind of in a parallel path for some period of time but it strikes me that finance might not be the first place you go to look for some early wins. It's actually what you just said about the parallelism. So the reason we've seen that finance actually was one of the starting points is even if you look at the history of SAP S4HANA solution, way back before we got to that, it started with a concept called smart accounting or simple finance. And the theory here is you could actually, if a company has let's say multiple ERPs as most do, you can actually grab the financial information, bring it into a new S4 or central finance environment and actually combine or merge the accounting information to get improved reporting, optimize a shared service organization. So it's actually a lower risk way to start the journey before going and touching the heart of the business or core operations or manufacturing, for example. That's pretty interesting. So you run it parallel for a while and then eventually does is the plan that it takes over from the old. So it is effectively kind of, I guess a slightly delayed lift and shift or maybe it's a reassemble and then a flip. I don't know how you would describe it because it's not really lift and shift. It's not really lift and shift. Actually you have two options. You can either over time pull all of your business processes out of the underlying ERP solutions and bring them into the S4HANA environment or multiple S4HANA environments or some companies may choose to continue to, especially if you're in an industry where you do a lot of acquisitions or divestitures, you may not have an intention of ever combining all of your ERPs, but you may want to change each of them to S4HANA underneath and then have one environment in which you're pulling your data together to really consolidate your financial reporting. That's great. I want to follow up on something that you mentioned, which is the use of machine learning and artificial intelligence. And we talk a lot about, right? Those are hot buzzwords all over the place. But you know, I'm pretty, pretty vehement in that general purpose AI and ML is kind of interesting. But where the real interesting stuff is, is where the rubber hits the road, is then applied. And it sounds like you've got a pretty interesting application where you're applying this technology to help make this move to cloud go a little bit smoother. Yes, one of the areas, since we've been talking a bit about finance that I'll use as the example is, if you think about it, whenever we go in and we're typically working especially in finance, one of the topics is how to optimize a chart of accounts. So over time, we've done this hundreds of times, if we can look at different sectors, different industries, we can use benchmark chart of accounts. So instead of making this a paper-based exercise that individuals are doing, why not take that and actually use artificial intelligence machine learning to create data harmonization rules so the technologies can actually do that same work. And so that's been one of the things we've been working on and I personally find very interesting just in my finance background. Right, and is this a relatively new thing or have you guys been doing this for a while? Actually, it's something that over the last 12 months we've been focused on building out in partnership with AWS. So it's fairly new. That's great. I'd love to shift gears a little bit and talk about COVID and the impact of COVID on your business. Clearly in March, right, it was the light switch moment and everybody had to work from home and it was a quick rush to make sure that everybody was safe and we could support remote workers. That said, can't help with all the bad stuff that's happening in hospitality and travel and a whole lot of other industries. So that aside, and that's bad stuff. In the tech industry, we were able to make the move. But now we're six, seven, eight months into this thing and it's clear that we're going to have many elements of this going forward for a while. So I'm curious just from your business and your customer point of view, if you can share kind of the contrast of what happened in March and April to what you're seeing now and how this new reality, whatever this new reality is going to be as we continue to evolve is impacting this digital transformation conversations. It is interesting. So if I pivot back to March when this all occurred, it truly did feel like an instant going from in-person and as consultants we travel and typically have a Monday through Thursday or Monday through Friday type of travel schedule to an instant working from home overnight. And I'm really proud of our teams and how they seamlessly made that transition. Many including myself were actually leading clients through final cutovers in parallel to this happening. And we were able to really pivot and make those shifts when I was reflecting with one of the executives I worked with, you know, she and I, you know, six months later, we're looking back at how we did that and how impressed we were with what the team pulled off. And since then they've been able to do several other go lives, which is great. But I think that it was something we had to do quickly. I think many would have said it couldn't have been done that you would see the whole world move to a working from home environment, but we did. What it tells me is it gives me a lot of hope for a lot of the things that businesses can do in the future. In the past, we used to constrain ourselves of, oh, there's no way we could ever get XYZ done or we can't make this type of change in the world, but we can. If I flash forward to now, I think we're very settled in kind of this new way of working, but I'm also hopeful for what the future is gonna look like. I don't believe it will be a pivot all the way back to especially for consultants traveling on a regular basis of Monday through Friday. Instead, I think we're gonna create models that give people and organizations the flexibility they need to really balance some of their personal responsibilities along with their work responsibilities. My hope and expectations, it also opens up options so that all organizations have access to more talent that they may not have had before. And I think that also means global talent. I think we're showing we can work as global teams, which means I could now have members from Japan joining my permanent leadership team in ways that I maybe never have thought of before. Those are just some examples of what I expect and hope for all of us that we'll see coming out of this.  And along those same lines is the move in diversity and inclusion. And I just watched a show that you did a few months ago called a Chance for Change, Accelerating Business Recovery through Gender Diversity on a Facebook interview. Very cool panel, really enjoyed it. And I wanted to follow up on some of those things because you made some really simple and poignant points. And one of the things that you said, definitively, go back to the wide diverse talent and perspective equals winning in business, period. I love that. We hear this all the time that, not only is it the right thing to do, but it's also good for business and isn't it nice when those two things can actually line up. And you just talked about, in more of a generic sense, the ability to open up your talent window when there's a worldwide talent shortage, both for geography, but also the work in diversity and inclusion and to continue to hold the momentum that continues to build in this area. I wonder if you could kind of share your thoughts on that and your position and what's going on with Deloitte. Absolutely. I do think this is one of those key pivotal moments for all of us. And I believe we have coming out of this an option to really move the needle on our diversity and inclusion and equality efforts. One example I think about women, women in leadership positions, being in consulting, one of the challenges has always been that we do travel a lot. And it can be difficult to balance all the responsibilities professional and personally. I think with a move to more flexible work arrangements, less travel or travel for purpose is what I would highlight for the future. I think it opens the door to many more women being able to have careers in consulting if that's what they had desired. I also think it allows them to have, to spend their entire careers in consulting and in ways we never saw before. And that means you'll see a significant movement in women in leadership positions. I also think this applies to underrepresented minorities. A hope that from all of this, instead of there may be companies that focus on recruiting from schools that are local to them or within their surrounding areas. I think this gives us an opportunity to really open that aperture up and look at talent from any school or university or geography and being able to get the right skillsets in the door and the right talent. Therefore, you can actually see movement in diversity within teams as well as at the leadership levels for URMs. Right, right. And really managing to the right things too. I think that's the other thing that's coming out of this. And we've had a lot of conversations on work from home or work from anywhere.  But for a lot of people, it's the first time they are not sitting across from a desk or within close proximity, now you too in your teams. And so the shift changes that now you have to judge output and not activity. And you would think that that would be a great and easy thing to execute, but we're hearing more and more that it's not necessarily. And you really highlighted, I think three leadership traits that are always important, but more important now than ever before in that other interview. I just want to call them out because I thought it was worth calling out. Empathy has ever been more important, resilience, and my favorite one, you said calm in the storm. Just what are again, if you could share, kind of as you've gone through it, both as somebody at Deloitte within the Greater Deloitte Group, but then also in managing your own teams to maintain that calm in the storm and to maintain empathetic leadership because I think you've said it before, right? This is a personal challenge that we're all going through. We all have different things going on at home, whether it's the spouse's work in, the kids are doing homeschool, people are taking care of older parents, this and that, it's a real personal thing. And so these leadership characteristics, these softer leadership characteristics have never been more important. That's so true. And when I think about the empathy part, right now what we're going through is also about how is each of us as leaders also sharing a bit more about how we're experiencing this? I think the sharing of stories is what also helps many on the teams adapt, adjust. The reality is when you're working on camera all day and in the past, imagine that you maybe were having a tough day or you weren't feeling that great. You weren't on camera all day with every one of your coworkers.  Now when we're working from home virtually and we're on Zoom or Skype or WebEx, et cetera all day, it does feel like you're under the lights and you're on camera and there's a lot of pressure and people are trying to figure out how to manage their own emotions while doing that. And my message would say as an empathetic leader, it's okay for you to also share when you might be having a tough go that day, maybe one of your children has been kind of acting out and they didn't really want to do the virtual school. It's okay to share in that because everyone's going through it and it makes us all more human and it makes us all more connected. Right. Well, I will share with you a pro tip. We've done a few of these interviews and it is okay to let people turn off the camera. And I think as a manager, I think it's actually an okay thing to say, okay, everyone, let's just turn off our cameras and get a break from that camera that's got that eye on you all the time because it is just another kind of a factor that we have to deal with. Well, go ahead. And I was going to ask, would you actually, I don't know what one of your techniques is, but I know mine is some of the meetings, it's actually just go back to traditional telephone calls and actually even just being on your cell, put on your earbuds, your headphones and even walk. So I think the other thing we're all missing is actually that movement, the steps to go to the coffee maker and back we don't have them anymore. So you got to work extra hard to actually get in those extra steps and calories and just mental breaks at times. Yeah, well then there's a whole other tranche on walking during meetings and I used to have a boss that would only do one-on-ones while we took a walk always as I get in here because then there's, you know, you're not necessarily looking at each other and if there's some sensitive things or tough conversation, sometimes it's easier if you're not just looking across the table at one another with all the silence. So there's a lot to be said for that as well. Well, Kelly, I really enjoyed this conversation getting to meet you for the first time. Sounds like you're doing a lot of cool and exciting things and, you know, exciting speed and innovation with SAP. That's noble work and I'm sure a lot of people are really happy to have you helping them out there. So thank you very much for your time and to have a great AWS re-invent. Thanks Jeff, it was great to discuss this with you. Absolutely, all right. She's Kelly, I'm Jeff. You're watching theCUBE's ongoing coverage of AWS re-invent 2020. Thanks for watching and we'll see you next time.


Search for carjacking suspects continues. County COVID cases up 231. 92% voter turnout in Sheboygan County. These are the headlines for Tuesday, November 10th, 2020. Those stories and more are just ahead on Community News Review. This is Community News Review. Service WSDS-TV News content provided by WHBL. Good day, I'm Scott Mayliffe. In our top story, two people are in custody after a pair of carjackings and a pursuit from Sheboygan to Ozaki County Monday night. A car had been stolen in the Manitowoc County earlier in the day, and the suspects tried to steal another one in Sheboygan, but the driver drove away from them. The suspects fired several rounds at that vehicle, but nobody was injured. Minutes later, a suspect pointed a gun at another woman, taking a car from the 1300 block of North 15th Street. They quickly left Sheboygan, heading southbound on I-43. The vehicle that was stolen from Manitowoc was stopped when spike strips were deployed in the Belgium area. Two people jumped out of that car and fled the scene. Canine Max from the Sheboygan Police Department searched the area for three miles, tracking down the 16 and 17-year-old males who are now in custody. I-43 southbound had to be closed down for a time as drones helped sheriffs from Sheboygan and Ozaki County's search for the suspects. Sheboygan Police are still looking for the other stolen vehicle, a 2015 Ford Edge SUV. It's red and has a license plate number 444DSW. If you know where it is, you should call Sheboygan Police or Crime Stoppers. The coronavirus pandemic remains high in high gear in Wisconsin and Sheboygan County, though some trends are at least for the short term, going in a better direction. Since Friday's daily update from the Sheboygan County Division of Public Health, new coronavirus cases were up 231 to 6,122 cases so far. With 286 recoveries in the same time period, active cases dropped by 55 to 1,947. Another four county residents were hospitalized with 35. 1.8% of county residents that contracted the coronavirus have needed hospitalization. And as 555 negative test results were received, the positive rate was just under 30%. During those three days, Wisconsin added 15,705 new cases of COVID-19 with 4,360 of those recorded Monday. Saturday saw a single day high of 7,065 new confirmed cases eclipsing Friday's previous record of 6,141. With over 14,000 test returns in all, the positive rate on Monday was 31%. 17 more persons died since Sunday, putting the death toll at 2,329. 100 more persons were hospitalized in the last 24 hours. The hospitalization rate statewide is 4.8% of all coronavirus cases. The Wisconsin Hospitals Association reports a patient population of 2,343 more than on Sunday. 396 of those are in the ICU. Another 293 persons were hospitalized and awaiting test results and 567 persons are on ventilators. The Free National Guard Community Testing held Wednesdays and Fridays at the Sheboygan County Aging and Disability Resource Center in Sheboygan Falls will be closed Wednesday, the 11th in honor of Veterans Day. It will be open this Friday, but will also be idle on the Friday after Thanksgiving, November 27th. The County DPH is recommending advanced registration for anyone who is experiencing COVID-19 symptoms or who has had close contact with a known positive case. Testing has first come, first served and limited to 450 individuals for the day. Advanced registration can be done online at register.covidconnect.wy.gov. Odds are that you're experiencing stress on your personal finances. The National Endowment for Financial Education surveyed Americans and found that the COVID-19 crisis is causing such stress for nearly nine in 10 persons. The good news is that help is available from Consumer Credit Counseling Service in Sheboygan. The local nonprofit helps individuals and families maintain and achieve financial stability and improved quality of life. Clients are assisted in creating a budget, improving credit, avoiding evictions and foreclosures and also help in dealing with student debt and unexpected expenses. If you find yourself in financial distress, Manager Daryl Manjari is urging that you don't delay in getting help since some programs designed to weather the COVID-19 storm expire December 31st. Consumer Credit Counseling Service can schedule appointments by calling 458-3784 or at<PHONE_NUMBER>. The personal battle with COVID-19 is different for each patient and for some persons that means extended recovery period or long quarantine with skilled nursing care after discharge from the hospital. In response, Heinheven Christian Community has announced the opening of a dedicated COVID-19 recovery unit for up to 14 persons on their Haven Drive campus in Sheboygan Falls. The self-contained unit will have its own staff and hospital partners, including specialized MDs. All employees there will be wearing appropriate personal protection equipment and work will be done in a negative pressure environment equivalent to a hospital setting. Heinheven's medical director, Dr. Brian DeMaster, says the move is an outgrowth of Heinheven's faith-based community approach that tells them to care for those in need and today that would include those with COVID-19 needing post-hospital treatment. The unit is scheduled to open on Thursday, November 12th. The city of Plymouth will present its proposed budget in a public hearing tonight at Plymouth City Hall. The plan for 2021 includes a $24 million operating expenditure from the Plymouth Utilities Enterprise Funds, as well as a $7.7 million expenditure for community services and just over $1 million going to the Capital Projects Fund. Along with other items, the tax levy should amount to around $4.4 million. The hearing on the budget will take place during the Plymouth Common Council meeting at 7 p.m. at Plymouth City Hall. Unofficial results posted by the Sheboygan County Clerk indicate that 92% of eligible voters turned out for last Tuesday's general election. That's nearly 72,000 ballots cast. The lowest response was seen in the village of Adel and the city of Sheboygan, where 89% of those eligible cast their votes. The highest, 101% was seen in the town of Russell where 238 voters were registered before the election but 240 cast votes. That could be explained by onsite same-day registration by persons not yet of record before election day. However, that has yet to be confirmed by the county clerk's office. There were only three provisional ballots reported in the county, all three in the city of Sheboygan. That's all for this edition. Tune in next time for another recap of local stories on Community News Review. News content for this program provided by WHBL in cooperation with WSCSTB. Sir, good day. I'm Scott Mayliffe in our top story.


Zone A lost, Zone C captured, you have zone advanced, 2 for 1, 3 opponents down, this weapon should be called the, not the Bastion, the, the, what is going on guys, welcome back to the channel and I do appreciate you being here as promised.  Let's get into the video people, this is going to keep going, oh great, massive map, gotta get close to this damn thing, it ain't going to happen, I'm catching shit, someone's getting, oh oh oh oh, he was not facing me then, wet fox his name is wet it's not just too big you know the range you haven't played PVP I'm not gonna love him playing PVP I mean dude I'm getting better and better like my KD he's gone up it's about to go back down it's about to go straight back down don't see lost let's sneak around this way my team man about my teammates my teammates I'm scared this video it lasts in more than one game I'm not even kidding with you you're getting stronger as you fight I love it watch this I fell asleep so captured zone advantage is your five minutes left charge time there's not charge time when I'm using it feels like about 10 minutes someone's getting cha cha cha cha cha cha cha cha cha cha cha so that's about a change that's about as far as it'll go still but I ain't using any other weapon I'm trying my hardest not to that's how we do things we're doing a weapon review video where we use the weapon not switch your other weapons again last kick Oh thanks I got this way. Take a shot cut. And it's went BAM BAM BAM BAM! Come here scummy wall.  Now come bottom. Shot gunning. Pussy hunter. Rock in their mouths. What do you think this is? Wouldn't shoot then. Actually we'll have one more. We'll have one more. One more. Why not? I'm gonna regret that now. I hit him somehow then. Okay I'll take it. Where do you think you're going? This is a phone weapon to use but it isn't as good as I thought it was gonna be. I can understand now why not everybody uses it. Yeah that sky. Where do you think you're going? He has won some of this. What that was then people? Not the Bastard. The Bastard. The Bastard. Unlucky lad. Crushed him. Blankets. What a noob. But guys that is it. That is enough Bastard for me. Now if there's any other weapon you guys want to see me use let me know down below in that comment section. I mean there's quite a few for me to go through. But if there's any particularly one you want to see me use let me know. But if you enjoyed the video leave a like who helps out. If you're new around here and want to see more D2 be sure to subscribe and if you never want to miss a video I'll put the bell notification on. I'm hitting that bell button. Thanks as always for stopping by. Hopefully you enjoyed the video and hopefully I will see you on that next.


This is stock number 9225X, a 2014 Ram 2500 Crew Cab Long Box. This truck has a 6.7 liter Cummins diesel. From this HD video you'll be able to tell that this truck is extremely clean all the way around. We shoot all of our videos in 1080p, so if you have 1080p or HD capabilities on your computer tablet or smart device, turn them on right now because it's like you're right here next to me looking over the truck so that you can make a smart buying decision from the comfort of your own home. This truck has the factory steel rims with the chrome covers and it has BF Goodrich all-terrain tires. These are 27570RA teams and these tires look like they have roughly about I'd say 80 to 90% of the tread left, lots of tread left, lot of these tires. Frame in the underbody is very very clean, bright white is the color. The front grille is in excellent shape, I didn't see any cracks or scuffs. The chrome is all in really nice condition, front bumper and front valance is very very nice, absolutely perfect, passenger side rim and tires in the same condition as the driver's side. And as we go down this side of the truck we can see just how clean the body is, how reflective glass like the paint is. We take these HD videos so if you are far away or even if you're close by and just can't make the trip down you can still see the truck here the truck and have confidence in the vehicle that you're looking at before you even get here. Very clean down this side, lower rockers and everything look really nice on this truck, back rim, absolutely perfect condition as well and these back tires are just as much tried as the front. You can see the frame in underbody is very very clean on this truck. This vehicle does have stray pipe exhaust, also has the rear coil springs, can't really see there, you can see them if you look right there. 2014 was the first year that they went to the coil springs and back. It's got a really good sounding exhaust, the rear bumper is very clean, no dents or dings on that, has a full towing package which includes the receiver hitch, three four pin and seven pin wiring locking tailgate, didn't see any dents or dings on that tailgate, very nice condition, has a rugged liner drop-in bed liner and of course the bed rail covers. Down this side of the truck is just as clean as the passenger side, only thing I saw is a one tiny little ding on that box right there, but probably was a work truck at one point, but very very clean down this side, I didn't see any dents or dings on the doors, like I said just that one really small one on the box there. Inside the SLT package gives you the gray cloth interior, there are no rips, there are no tears in these seats, very very clean factory floor mats throughout, has power windows power locks and heated power mirrors, automatic headlamps and you can see that this truck has 63,354 miles, we have a compass temperature display up there also a mileage display, you get the cruise controls and the Bluetooth audio controls on the steering wheel here, steering wheel itself is in really nice shape, no major wear on it and it has the cruise controls right there, six speed automatic transmission, we got turned out four-wheel drive, factory brake controller, stability control, factory exhaust brake, also has AM, FM, Sirius XM satellite radio capabilities and this one also I guess that has the Bluetooth capabilities and it is a touchscreen, up here not too much except the power slide and rear window and the map lights, passenger seat is very clean as well, no rips or tears on that, smells very clean in this truck, I'd be highly surprised if it was ever smoked in, got the 40, 20, 40 split bench seating up front, in back the back seats are just as clean as the front seats, we got latch child safety system right there, for your car seats if you want to haul around some little ones, power sliding rear window, factory floor mat back here and finally there is these little storage compartments underneath here with the removable bin so you can put ice water in there and it's easy cleaning to get them cleaned out, a lot of storage space under the rear seat and we got two cup holders right there, take a quick look under the hood so we got AFE sinister diesel intake right there, have the AFE cold air intake as well, engine bay is very clean runs very smooth, this truck has been fully safety to and inspected by our service shop, has a fresh oil and filter change, all the fluids have been checked and topped off and this truck is 100% ready to go and to see more pictures of this truck or one of our other 400 new and used cars, trucks, SUVs, minivans, Wranglers, you name it we got it, go to our website www.summitauto.com full pictures and descriptions of every single vehicle on our lot, videos of every single used vehicle that we have all at summitauto.com, thanks for checking out my video, if you want to make this truck ears give us a call<PHONE_NUMBER> ask for one of our sales associates to make this truck ears today, once again that number is<PHONE_NUMBER>, thanks for checking out my video, if you like it want to check out more go to our YouTube channel which is youtube.com summitauto like subscribe and share, in fact a second you will see a subscribe button on your left a link to more heavy-duty truck videos on your right and if you haven't been to our website I highly recommend checking us out seeing what we're all about and we look forward to helping you with this super clean 2014 Ram 2500 crew cab long box 6.7 liter Cummins diesel thanks again


Thanks for checking this video out. Your mountaintop news video is coming up in just a minute.  Why isn't your ad here? Call me. With the help of Facing Hunger Food Bank, multiple partners gathered at the Southern West Virginia Community College in Williamson to distribute food to those in need. Tuesday we spoke with Facing Hunger Food Bank CEO Cindy Kirkhart about the importance behind the event. The county in particular has a 20 percent adult food insecurity rate, but more concerning is an almost 30 percent child food insecurity rate. There are some challenging health indicators for the folks that live here, diabetes, hypertension, all those things that make their quality of life a challenge. With so many grand families that are raising grandchildren and great grandchildren, those kids are learning the eating habits of those people that they're living with, their family members. So, you know, we're offering healthy food initiatives where that we'll have medically indicated food boxes that help support good self-management of their diabetes and other issues. And then hopefully we're going to get to education and modeling so that the children are raised with better eating habits. So it's really just all of us taking part to ensure that everyone has the best quality of life they can. With around 800 pounds of food hitting Williamson, families Southern West Virginia president Pamela Alderman hopes to use the platform to push Williamson into the future. Oh, I see this expanding the future not only for new jobs and new opportunities for people here in Southern West Virginia and Mingo County and Williamson, but also in exploring ways of being able to grow your own food and working with folks on what it takes to be able to become secure and not only of being able to receive the food, but maybe being able to grow food. You know, we used to have farmers here in Southern West Virginia all the time and it just seems to have gone by the wayside. For Mountain Top News, I'm Joel Korgel.


The recording starts after this. Hello, everyone. Welcome to this edition of Product School Webinar, Life of a PM. I'd like to start by first thanking the Product School for giving me this opportunity. Life of a PM, an anthology of PM tasks, is my story as a PM in Microsoft. My goal here is to present the full picture of how I work as a PM and how I'm able to be productive and in the process, what are all the challenges that I've encountered, how I'm trying to improve myself. It's not quite a list of things to do for you or a success formula for a certain objective. This is how I am doing my work. It's rather a window into how I operate. Many times I fail and I'll share that with you and I will talk about how I'm measuring myself in terms of the successes that I've had. Every PM has their own way of working and often achieved their personalities, that the team that they work on and the product or the organization in which they work. But there are parallels to be drawn and tips that one can take away to help in their own journey. Hope this talk inspires you all to have a growth mindset, learn from everyone, listen to all points and charge your own course. My name is Divya Chappan Padur. Everyone calls me DC. I'm currently a PM in the SharePoint team and I've been with this product team for a very long time. In fact, all of my PM life has been with this one product for the past nine plus years. And before that, I was a developer in the Bing advertising platform for about two years. And then before that, I completed my education, my master's at the University of Cincinnati and a bachelor's from Pondicherry University. The one thing I'd like to call out here for everybody is I don't actually come from a computer science background. So I have an electrical engineering degree for bachelor's and master's, but Microsoft made a bet on me and I'm really glad that they did. And there is a growing trend where tech companies are not actually requiring computer science degrees of the candidates, especially in the product management discipline. So if you are one such candidate, you will definitely have an opportunity with the right employer. What are we here to talk about? So the first thing I would like to do is what I call the bluff or the bottom line upfront and we'll get to that right after this. Then I like to talk about why me, why do I think I have value, what value am I trying to add to your PM life journey? The next is the reality. We'll get to the crux of the premise of this conversation. We'll talk about how I do my PM activities and the holistic approach to how I'm trying to be productive. The last one is about success. While we are all working towards something, we would like to be successful in what we do and I'm presenting how I've been measuring success, the challenges that I've had in that journey, I'll share that with you and then hope you take away the lessons that you need from this session. The bottom line upfront, in all of my communications, I strive to serve the audience with a quick overview before I get into the details just in case they have limited time. For this talk, it is my bottom line. It's always about the people. What I've realized so far, which I did not know earlier on, is product management is not about building the best, having the greatest idea or building the best product. It is about making sure that all the people involved in the process, from the customers to the developers, everybody is enjoying the process and enjoying the process interacting with your product. The product is what is bringing together people and because it's people, they're all complicated as you are, as I am. As a person, I bring my own flavor and my own experience with life experience into the mix. So it's very, very important to have the empathy and the grace to allow for differences to mesh together nicely so you all enjoy creating the product. So fall in love with the problem and the people, not the product. Next, getting to the why me. The three reasons I want to talk about, one is obviously the experience. I started out from a non-computer science background, as I had mentioned, and when I started as a developer, I had no idea there was a discipline called program management. I used to ask my dev manager early on, hey, who's this other person who tells me what to do or gives me the project ideas and why are you not telling me? That's where I understood the role that PMs play in trying to build products across disciplines and across different teams and have a cohesive experience for the end customer. That excited me a lot. So I switched from being a UI developer for two years to a backend internal tools, PM and the SharePoint team. I spent five years in there and then another five years now ongoing as a customer product PM in SharePoint. I think there's a unique perspective in having been a PM in one product for a long time, having worked on different ends of it, coming from a developer background and a non-computer science education. I'd like to share my life experience with you all. And of course, there are many ways to be a PM. This is my way of being a PM. I love the trade. I think there's also a great opportunity for me to learn. So I'm very excited about having had this opportunity. Thank you again, Product School. And pay forward. I've heard it. I've learned a lot from various sources, including Product School and other resources online. I think the product management community is very vibrant and up and growing and we need more product managers in the world. More product managers is more empathy is very good for our world. And I'd like to do my part in that. Now let's get to the reality of what I do. Before we talk about my activities, it's important for you all to understand what product and what domain I work in. So as I mentioned, I'm a PM in the SharePoint team and I work on what's known as the SharePoint portals or the employee engagement business. Most organizations have an internal information systems experience or digital real estate and an internal website. All of these things are things that SharePoint can power and we work on those experiences. The where our product is in the overall growth is where now we try to reinvent how people get to work, especially with the pandemic driven hybrid work situation and the work from home situation. We wanna make sure that the employee engagement is prime perceived, very important for our customers is being made easier and there are more easier and innovative ways for getting work done and having engagement with each other. We wanna empower our customers to achieve more. With that context of my business, let's talk about my day-to-day activities. What I realized putting together this talk is I don't think that every day is that exciting. I think at least we wanna look at like a week scale is a little bit more interesting than a day-to-day scale. So three-bar, three largely big buckets of what I work on. Number one is, I spend my time on meetings.  There is no escaping emails or instant communication and then I spend a lot of my time writing. So what's worked for me over the time built my capability to do is collate to the busy work. So it's very easy to be busy all through but not actually have had outcomes, right? It's not activity that counts. It's the outcomes that count. So but you cannot escape having this busy work. Somebody needs something. You need a chart. Somebody needs your manager needs something. Your developer needs a quick question to be answered. All of these things are important to your function as a product manager. So it's absolutely essential to not shun them away but you should sort of roll them into your work schedule so that nobody is blocked on you and trying to collate the busy work. And meetings are very effective in bringing people together and having discussions only when everybody's on the same page. So over the time again, what I've learned is not to start a meeting cold. You want to come in with some written content that you can either pre-share or spend time in the meeting first five, 10 minutes where everybody reads a few framing statements to get on the same page, then have discussions and have those discussions be captured in the document. So one thing I've realized is a lot of these things has also been shaped by how we worked in the past two years of the pandemic. This is not how I worked pre-pandemic. The pandemic has taught me a lot as well. And hopefully that's sustained as we move into the hybrid world of working going forward. And the last thing I'm struggling with and I'm trying to constantly improve as well is what I call as carving out the thinking time. Every day it's essential to have a couple of hours for your mind to settle down and where you can stare at problems and have a focused time to write down what you think you should be doing in there. Focus is absolutely a superpower. I did not come up with that coinage but I truly believe that. So looking at, as I mentioned so while we're looking at the weekly scale where I talked about the meetings and where I spend my time I wanna spend a little bit more detail on exactly how, what meetings do I have? So the number one kind of meetings that I prioritize are one-on-ones with my stakeholders. Again, this is something that's happened because of the pandemic. I'm still working from home. A lot of my colleagues still are. So while we don't have the chance of running into each other often it's very, very important to have this constant touch to point with your key stakeholders so they feel informed.  Make sure you have a regular rhythm of business meeting with them. And what's also useful for me here is it's not just a meeting to just talk about things we make them collaborative working sessions where you literally are on the same in a meeting and working on the same document together. That's where you can also make progress while you are having a meeting. Feature crew meetings are also absolutely essential. We try to have an iterative monthly sprint planning. So it's very important for the feature crew to feel that they're connected to with each other and make progress and have a shared understanding of where the project is heading. I also want to make sure that there are specific chat threads and meeting teams channels that I'm pinning. So I'm always on top of those things. I anticipate my input to be important in those scenarios. And that's not a static thing. Month over month, I try to prioritize what chats and what channels that I want to be involved in and, you know, approve that list on and off as needed. The last one is what that's worked for me here and it might not be a typical list. I actually have many documents open all the time because you never know when inspiration strikes or you're talking about a project with somebody and then suddenly then you make a connection with something else and you're like, okay, I got to capture it. So I make sure that things that are very relevant are open documents somewhere so that I can immediately switch over and capture it. I think this has been a great use for me in throughout my week is to be able to capture that. Writing these things forces the clarity of thought that I think is very useful for being a successful PM. As we talked about day to day sort of scoped into a week and the Uber sense of what to do in a week. What I also realized is there isn't a typical week. So there are just like the seasons we have, there's a seasons of, you know, there's typically planning and strategizing cycles that's set in early in the semester planning. That's about 30% of the time. And then there's 50% of the my weeks and execution weeks and then 20% we focus on customer interactions. Which is not to say that we don't interact with customers other times. These are customer interaction heavy weeks where we are preparing for a conference or a summit or we have like a big rollout coming and we need to prepare the communications, whatever they be, right? So depending on the, there is a flavor to the week and these are the major flavors that come in. And all of the nature of the work changes but the style of working remains the same as in having the meetings, having one-on-one sessions, having larger syncs, strategy sessions and writing down documents, pre-read sessions and sharing and making sure that there's durable closure captured in documents. So that's how I've been working so far. What I'd like to share with you all is how did I get to this places? I did not, the style of working that I've been talking about is not how I've always worked. So my first six months of a PM, I pretty much walked the corridors of our offices with the notepad and a pen, trying to figure out solutions to problems. So one of the pieces of advice that I heard from my manager, well, hey, be a firefighter, be a hero for people, raise your hand and solve problems for people. And that's what I did.  I don't know what it is, but I'll go fix it. This helped me a lot in connecting with people. I was being upfront and telling everybody that I know I'm brand new to SharePoint, I have no idea how this product is set up but I'd like to help solve this problem. Can you point me to, can you give me an answer or point me to somebody who can give me an answer? So having that humility and having that drive to go knock on people's door was very useful for me and now those connections have come in handy throughout my PM career here in SharePoint. I know people because of those first six months of just knocking on doors and asking for help. So don't be shy. The first six months are the best time to basically be the starter who knows nothing. So it's okay to raise your hand and ask the questions. No matter which level you're joining in in a brand new team, the first six months are a gift. You can ask whatever question, knock on anybody's door and everybody's welcoming to help you out. And once doing that, when I actually deliver a solution and help solve a customer's problem, you earn the trust of the people that you work with and it's been invaluable lesson for me in my first six months. And I try to do that sort of whenever I start a new project, even in the same team. Even though I've been in SharePoint for long there are still so many things I do not know. So when I start a new project, I try to spend a couple of weeks trying to be the newbie in the team trying to learn what's going on. As I mentioned, my first five years as a PM was as a backhand infrastructure developer tools PM. So the best part about this was the people that I worked with and the people who are impacted by the work that I do are right next door. They're all the developers in my team. So it was a great opportunity to be able to just walk into a bunch of devs rooms. This person isn't available. The other person is available. There are different flavors of devs, early developers, senior developers, principal developers. So you get your pick of customers to speak with to understand the problem and then go quickly work on it. So that kind of work, product work is not possible in the customer facing world, in the customer facing product world. It's getting better with being able to use a testing and customer phone calls, but it's not quite the same as walking into somebody's door and asking those questions. And being able to whiteboard solutions right in that office, capture it, take a picture of this, put it in a document and that becomes your spec, right? And what we struggled with in that is a constant change. Not all developers want the same thing and you really have conditions that are constantly changing. And you also wanna make sure that the new work that you were developing and coming out with is well understood in the team. Because you don't have the luxury of doing a conference presentation or public documentation. So you wanna be able to reach your internal developers with your internal documentation much faster than you would do with external rollouts. And that was a challenge and that was the thing that I had to learn. The last thing was to get technical. Being a DevTools internal infrastructure PM, I had to get my hands into the code and running scripts and helping my developers and understanding truly what is it that they face. So that's all of these things were possible with the style of setting up meetings and walking into one door, into their offices for one-on-one sessions. But I think getting technical was the outcome that I was after and it was very successful. And coming back to the current product life that I have with the customer facing product. I transitioned from a backend PM to a UX PM that immediately introduced two different disciplines that I thus far never worked with, which is the product designers and the user research. Things have been changing now, but at least at the time when I was there, all I worked with was, I was a PM, there was a Dev and worked on solving our internal customers problems. But moving to the customer facing product life with the external customer facing product life where we bring in the design and the search team. And it was early on, quite challenging for me to figure out how to work with designers. What do you bring to the table? My five years of experience talking to developers was great in the people connection. But in terms of how do you drive the conversation with the designer was something I had to ask my peers and ask actually the designers themselves, right? That stuff that I've observed is the best way to work with people is to ask them, hey, what do you, what can I do to help with this project? What do you expect from a PM in this project? And I made sure that those expectations were met. The next thing was customer conversations. What external customer conversations are very invigorating, but you also have to be careful about how you speak about the product or what kind of analysis and understanding you have of customer conversations. Everybody gives you different inputs. Sometimes the customers tend to design the product for you. It's a skill that you learn by doing and observing others that do. My first few weeks, few months, I got on calls with customers where other senior folks who are leading the conversation try to understand how they interact it and then internalize that and use it for my own conversations. And my biggest learning or growth that I had as a PM after having moved to this customer-based product life is that I've been writing a lot in writing strategy documents and trying to justify products and prioritizing features whilst others is very, very important. Written documentation comes in handy when you have so many different stakeholders and disciplines in play. And that's, again, a learning thing that I'm still not the best at it. And I'm constantly working on improving that. So the summary of all of this I talked about what I do day-to-day, how that shapes my entire week of operations and how different weeks manifest. Then we talked about how I spent the first six months as a PM and then my backend or the infrastructure PM life and my current customer-facing role. While all of those things were great learnings, they did not come without challenges. And I wanted to talk about at least one slide on where I struggled and how I've constantly improving myself. Writing is an absolute must for PMs. You need to be able to clearly and in lucid language talk about the problem. And while it might feel like it's in your head and everybody seems to be repeating it, unless it's written down in a document, it is not doable. So it's very important to make sure that you are able to write down your own thoughts with others input in clear language in terms of strategy, goals, priorities. And we all know how to write documents, but even then it's very important to iterate on those things so you get the message into a more sharper contrast. And one thing I've struggled with is my first versions in my mind sound correct. And I've always not felt comfortable getting feedback on the document. Hey, this doesn't sound right. When somebody says that, it used to bother me and it still bothers me at times. So that's the learning that I'm trying to improve myself on. People are just expressing what they feel from the words that are written down. So it's important for us, if you wanna bring everybody along together to get the words right. And that in general is something that I'm constantly working on throughout my PM journey. That's been a challenge for me and I'm constantly trying to improve on that. And your own career growth is not going to be stunted because of this, but if you want to have more opportunities for growth, and I'll talk about it in the next slide as well, it's very important to get the clarity and the ability to drive clarity across a large set of people. A few more things that I'm constantly working on is how to have opinions that are loosely held and focus on the people and empowering them rather than you trying to solve the problem yourself. Early on as a PM, there is a lot of drive and solving problems. You become the problem solver, but as you grow in your journey, it's important to not just be the problem solver, but you should also be the encourager. You need to encourage others to solve the problem. And if they're heading down the wrong path, how do you help them understand that? And it involves time. You might feel like, hey, I can just do this faster in a week. Why do I have to spend time? So it takes two weeks for two others to go to it. But in the long run, the latter is a better strategy. The last one is about how am I perceived? So this has been a sort of a pendulum for me. Early on as a PM, I used to get feedback on different facets of being a PM, how I show up in meetings and how I'm including inclusive and how I showed up in meetings. After a while, I've realized that there are things that I should constantly try to improve and something that I challenge myself to improve. I identify certain superpowers for myself and I am spending a whole lot of my time honing those things and building a brand around that. So nobody can be the best of every aspect of product management. So it's important to keep growing. I'm not saying you stop other things. You must keep growing and keep improving. So overall, you are a good PM, functioning PM, but identify your superpowers and spend a whole lot more time so that that becomes more prominent for your colleagues and your partners to understand. Now I'd like to speak a few minutes about how I've been defining success in my career. Even though titles and money is at the bottom, I will admit that forever I've been chasing promotions and titles. And in general, what I've come to realize is that is in fact a proxy for the first three things. And if I actually step back and look at my career, I've had a great, like I've been lucky as well. There's a little bit of luck on what products you get to work on and sometimes projects get shelved and you have to start from the scratch again. But in general, I've had a great opportunity I started. I was a developer. There was good foundation on how Microsoft works as a software company. Then I moved into a backend infrastructure system. I understood the specific product. Then in the same product, I was given the opportunity to move to the front end customer facing product. All of these things were learning opportunities for me to grow myself as a PM. So that's been fantastic. The next thing I keep looking at is a scope of impact. I used to work on a one specific set of problems that solved three customers problem. Then I worked on solving a thousand developers problems. Then I worked on solving something it's a brand new thing that was a headline item at a conference that was being that Microsoft was hosting. That was like, Hey, look, I'm working on a big thing that gets talked about by my PPs in a conference. Then I'm working on things that are for millions of users, millions of our customers. So I understand how the scope growth is happening. And while you are in it, you sort of don't get to see it. So it's always important to step back and take a look at how are you growing and are you having that growth? The last one is the influence. In terms of are you a, we start from a place of, Hey, somebody tells you what is a problem and how it will go solve it. Then over the time you get to the place where you identify what are all the most important problems in the domain and in the business you are in. And then advocate for getting funding and getting those things fixed. And do you have the platform for being such an influencer is important for you to understand. And then this changes from stage to stage. And currently where I am, I feel like I have all of these opportunities, even if the titles and the money are at a different thing at a different scale. So it's a collection. And I'm constantly reminding myself that these are all the facets of success that I should be looking at, at least from a purely career point of view. And it's a work in progress for me. And I'll add with that. So the parallels that you can draw, what can you take away from this conversation today? People first, always. So my hope is that what I've learned over nine years, I'm able to at least present to you as a nugget right now. So even if you don't immediately internalize studies it's sort of ringing in your mind constantly on. If you have a problem start with the people who are related to the problem, always start with that. Try to understand why they come in with their viewpoint. Then you will understand the problem a whole lot better. I myself have done a lot of times where you focus on the problem itself, the technical challenge itself, rather than or the disagreement itself, rather than the people who bring in those disagreements. So always start with the people. The next thing is that I've realized that you become a PM but then you can't be successful the exact same way with all the teams.   The same set of formulas doesn't work everywhere. So it's important for you to go in with the learning mindset where even though you might have been a firebrand execution PM in one team, you might need to be a strategy PM in the other team. And it's very important to understand what your team needs and spend time in there. And that's the way I discovered that is by having those connections with the people, the one-on-one meetings with the early stakeholders and being asking the questions and being vulnerable and saying, no, I don't know the answer. Can you help me with that? That helped me a lot. Growth, as I said, the definition of success. I've come across this thing that says, sometimes you are behind, sometimes you are ahead, but at the end, the race is only with yourself. And it fits the product management discipline a whole lot because there are so many aspects of product management, so many products to go work on, so many ways that you can actually keep growing. So challenge yourself for that. And I'm telling that to myself every day as well. That brings us to the end. Hope you all had fun and I was interested in conversation for you. You can find me on Twitter at DCFarore's My Handle.


SCP-793 is described as a hyperreproductive paranormal variation of human Congo trapanosomiasis, a parasitic protozoa, also known as the African sleeping sickness. Inhabiting the abandoned medicinal center located in data expunged, the hospital was subsequently relinquished from use years after, due to exponential growth of SCP-793, but it was never demolished due to superstitions the populace and prominent and tribes held. The hospital was secured by the Foundation. SCP-793, in its passive form, does not appear to exist unless a suitable human host enters the zone of denial, ZOD, which is currently estimated to be 13.4 meters from any point around the hospital.


goes back to my my underlying goal and that is to have students feel like they are capable of teaching themselves and teaching their peers about key concepts in the course. So what I've done with the concept maps is I've just actually isolated two out of the 12 learning modules in the course and the students completed a concept map for the not the first module in the course but their first concept map and they got used to using the technology which seemed to be a bit of a hurdle for them at first but by the time we used it for the second module of nutrients then they were more familiar with the technology and they tend to focus more on actual learning of the interrelationships between the nutrients.


Class 2A's 14th ranked Brainer Little Falls girls hockey team has been on a roll to say the least this season. The flying Warriors are 19 and two and there two losses have come by only a goal each. Tonight the flying Warriors took to the ice again to take on 8 11 and one CEC. And road team strikes first first period cross ice pass to Sophie Robinson.  CEC would answer those stolen puck pass to Taylor Nelson great move great goal lead cut to one but Brainer Little Falls wins again two to one over the lumberjacks. If you've enjoyed this segment of Lakeland news please consider making a tax deductible contribution to Lakeland Public Television.


Girl's hoop, Bemidji hosting Staples Motley, jacks up big second half, Pennington Mills finds a cutting, Katie Althofer too, that'll extend the lead. Then later this time Mills to Samantha Edlin, she lays it off the window and good Bemidji rolling, finally back to Mills. This time taking it herself in transition with the left no problem. They scored 78 points tonight and no cruise to the victory. They ended up winning by 54.78 to 24. If you've enjoyed this segment of Lakeland News, please consider making a tax deductible contribution to Lakeland Public Television.


Well, I think that it's useful to categorize the solutions under three different headings. And the first, and again, probably the most obvious, would be what I call system or programmatic reforms. Developed countries need to reign in the cost of pay-as-you-go old age benefit programs. Many have begun to do so, interestingly, particularly in Europe. There's actually been more progress in some of Europe's aging social welfare states in controlling long-term pension costs than there has been in the United States. Many countries have enacted forms that either partly or wholly index pension payments in the future to changing demographics and so stabilize or at least partially stabilize long-term costs. Germany has done this, Sweden has done this, Italy has done this as well. But you can't just control the costs because the elderly in most countries are highly dependent on public benefit systems. You also have to put in place alternative means of support, which largely translates into greater funded savings in which people fund more of their own retirement income out of savings set aside during the working years, and here there's been much less progress. So I'd hesitate to say that Germany or Italy have solved the problem to the extent that solved the fiscal burden problem. They may have done so by creating a future elderly poverty problem. So this system may be more fiscally sustainable, but less socially and politically sustainable. But the place to start is within system, inside of system reforms. Beyond that, countries need to enact broader reforms that can help increase the size of the workforce and the size of the economy and so make any given burden more sustainable. Retirement ages need to go up, work lives need to be lengthened. We can't continue to take all of this wonderful longevity dividend as increased end of life leisure. Labor markets need to be reformed to encourage more working age adults to become the productive contributors to the economy. Immigration could also be part of the solution, though some countries are better positioned to take advantage of that option than others are. And finally, there are the global synergies. I talked a moment ago about the geopolitical challenge of a rapidly aging and shrinking developed world and a younger and still rapidly growing developing world. But there's not just a challenge there, there's also an opportunity. To the globalization becomes a way, becomes a means through which young people in the developing world can help themselves by helping to support old people across international borders. This can be done through labor markets, which can match workers with jobs, either through immigration or through outsourcing, and it can also be done through capital markets, which can match savers in the developed world with investment opportunities in the developing world. The extent to which these synergies can be leveraged though may depend critically on reforms on both sides.  In a funded system, you can invest in younger and faster growing countries around the world. So the developed countries would need to move more toward savings-based systems. The developing countries would have to ensure transparency and security of capital markets and in investment opportunities. But there is much potential here for sort of a hopeful scenario of global cooperation in an aging world.


Can you show us what shop I look here in? It's from, it's amazing. Love it. Oh wow. This is the really nice part for my group here. Yes, it's your birthday gift. Wow yours is awesome. Yeah. What a Maya from Africa to South America. This is dope.


In this module, we will discuss different collection methods There are many methods by which we can collect animals For example, black light trap, sweep net, suction device, d-wag method, pitfall method, aspirator method, beating sheet method, trawling method, deeper method and hand picking method Now, we will discuss all these methods one by one First of all, black light trap method This method is called black light trap method These entomologists usually use it to collect night flying insects In this method, a black light is suspended in front of white sheet And this white sheet has an ultraviolet light hanging on it Insects attract to this light and researchers can easily collect insects If we look at this slide, the first slide, the first photo, A rope is tied between two trees The second picture has a white sheet hanging on it And a light is hanging on it While the third picture has a white sheet hanging on it Because light is attracted to it, the researcher can easily catch the insects Similarly, the second method is sweep net Sweep net is used to collect long grass insects Especially dispersed insects This method is called sweep net This is a canvas bag with round mouth and long rod This is a very effective and easy method for collecting insects In entomology, the use of these traps is very high And this is a very popular method for collecting insects Similarly, if we look at this picture, A suction device is shown here Because it is a d-wag If we want more collection, we want to work on a larger level So for that, this is an engine operated device Which is called a d-wag Because of this, we can easily collect thick vegetation, long grasses, Orchards from there Because in this picture, you can see that this is an engine operated device Which can be operated with gasoline With this pressure, insects move towards themselves Later, we can easily separate these insects And in this, all the unwanted insects Or the extra material or the dust We can easily separate them from this collection


I was a smoker for lots of years, that's why my voice sounds the way it does. No, actually no, it's true, I was a smoker for many years. I quit many times, I've been successful for quite a long time now. So, I find this self a very wonderful sort of thing. However, craving with a cigarette for cigarettes is a challenging thing and people crave all sorts of stuff so I don't think it just has to be cigarettes. You can crave the outdoors, you can crave snow for all I care. Anyway, the point being that, yeah, we need to ski, but so the term that I'm getting at here is spontaneous recovery, right? So, when you put a behavior on extinction, right, the behavior is going to go up, all right, so let's, the first off, let's not do that. Let's think about classically conditioned behavior, all right?  So, let's just talk about extinction, right? So, extinction in general, you break that connection between whatever it is, the reinforcer and the behavior, you break the connection between the CS and the US. When you drive that behavior down to nothing, right, you think the behavior is gone, right? But when it's classically conditioned, all of a sudden that behavior comes back once in a while. That is called spontaneous recovery. Now, to tie this back into the cigarette example, every once in a blue moon, even if it's been years, years since I have smoked, right, I'll be in a particular scenario that makes me go, I want a cigarette right now. That craving is spontaneous recovery. Now, I don't follow up that spontaneous recovery with the reinforcer. I don't deliver the cigarette. So, I have the craving, right, which is okay to experience. And every once in a while, I do something that I used to always do when I was smoking, like show up in a bar, play some pool. I don't do that very often anymore, but I used to. So, now if I show up in a bar and play pool, I would like immediately crave a cigarette. The other one that always gets me, I don't know why is the smell of transmission fluid. Boom! It brings it right back and that craving just jumps right back in. Now, right now, I'm not having any cravings. Even talking about cigarettes, no cravings, but in the right context, a behavior that's been extinguished, craving cigarettes, has been extinguished, that behavior will jump back up. Here's the cool thing about spontaneous recovery though. It never goes back up to the level it was at. If behavior was up to this level, right, whatever that level means, then you extinguish it, then when you come back on spontaneous recovery, it doesn't get all the way up there, right? It gets almost all the way up there. Now, it's going to happen over and over again. Extinguish, come back, extinguish, come back. It's the idea of spontaneous recovery. It spontaneously recovers.


Next up, Senator Grassley. Thank you, Madam Chairman. My first question is to Professor Morton, Mr. Lewis and Ms. Lewis. In your testimony, you expressed support for the American Online Innovation Choice Act. How it deals with the digital market abuses. You've just heard a testimony by Professor Francis and Professor Kandub expressing a number of concerns with the bill. So I'd like to have the three of you briefly explain why you agree or disagree with Professor Kandub and Francis. A COA is very specific in the anti-competitive harms it's trying to solve, issues of self-preferencing, issues of tying, issues of control of data. And so I think the specificity that Mr. Francis is looking for is in the bill. Regarding the concerns about free expression, free expression is a core value for my organization, I believe that a COA specifically targets anti-competitive harms. And I don't believe that content moderation on a platform, a single platform, is necessarily an anti-competitive harm. Discrimination. Do you have other platforms to choose from? Well, you do. Discrimination looks different on every platform, but the internet has infinite channels. And by promoting competition, we're giving users a choice of platforms to go to. And I know there's going to be another hearing on content moderation in the future. I think that's the proper place where folks are concerned with too much or too little content moderation to address those concerns specifically. But this bill dealing with anti-competitive harms has a secondary impact that by promoting competitive choices lets users vote with their feet and go elsewhere if they don't like the moderation choices that they're given on a specific platform. So I don't think it's restrictive at all. And I don't find those choices to moderate content to be anti-competitive.