All right, it is noon. We are here today to learn about creating tech training for staff. My name is Shelly read I am the manager of legal services national technology assistance project. We finally call it Ellis in tap for short. And I'm going to be turning over the presentation to our guest, Ellen Samuel to introduce the rest of her team, and our guests for this speaker series. Thank you for joining us. Before I do that I forgot, I need to introduce will be using a polling software today called Slido. If you are to take your phone and scan that QR code on the screen. You'll be able to join the polls you also can go to Slido.com and enter that number. And then throughout the presentation. If you, if you keep your phone, if you keep that window open, you'll be able to join all the polls throughout the presentation without having to scan that that QR code again. You have questions during the presentation. You also have the option to use the Q&A tab in Slido to add questions and other participants can upvote the ones that they would like to also have answered that lets us make sure that we're answering the most important questions. Well, well, most important might not be the right word, but for the questions that have the highest interest, I guess. So now I'm going to turn the presentation over to Ellen. Thank you, Sherry. Again, welcome. Thank you for the introduction, and we're going to be talking about creating and presenting technology training to your staff. So, tell me if you can go back to one. Yeah, we'll introduce ourselves. Thank you so much. Harry, can you tell us a little bit about you? Sure. My name is Terry Lawson. I am a program manager at Legal Services of Eastern Missouri. We are based in St. Louis, Missouri. I am what I would call an advocate of technology, and I like to say tech-disciple, so I have run many trainings at our program level and at organization level. Thanks. Terry is an amazing tech trainer, also an attorney, right? So lots of different hats, but we can talk a little bit more about, you know, how that actually works in a legal aid organization. Michael, tell us a little bit more about you. Hi, everyone. Michael Hernandez. I'm the director of client services at Just Tech. I've either worked directly with a legal nonprofit or, in my capacity now at Just Tech, working with many legal nonprofits across the country for over 20 years at this point. So truly enjoy the work and appreciate LSN Tech having me on this webinar today. Wonderful. And I'm Ellen Samuel. I am the director of consulting at Just Tech. If you don't know who we are, we are a managed service provider. So we provide IT services and also consulting services. So we focus mainly on legal aid law firms. In my background, I am a licensed attorney. I was a supervising attorney at Prairie State Legal Services for our telephone intake service and online intake triage service. I'm familiar with all of that technology, legal server, all that good stuff that you all use all the time. I am a certified information privacy professional and master online teacher. I've been teaching legal technology for about five years in college. So this is a passion of mine. A lot of fun to be able to put together trainings. And this is also services that we can provide as well to do training for for legal aid. So let's talk a little bit about what we're going to talk about now if you could do the next slide. Okay, so really quickly, we will first talk about training. So don't recreate the wheel. We're going to talk about training that is already available to you. There is a lot of really affordable, free training available on the internet and available from from providers from service providers. So we're going to talk about that a little bit more. And then we will talk about the best practices for training your staff. And then at the end, we will have some time for questions and answers. As Shelly said, you can put those questions onto the Slido question tab and then we can talk more about those at the end or throughout if it's pertinent to what we're talking about. So the first slide here, our first poll here is what is your role. So if you have it, if you just joined us, there's going to be a QR code that will be on the side here. That is first slide out. And when you have that pulled up, if you could just let us know a little bit more about you, what is your role? Are you IT staff, executive director, support staff manager, supervisor, attorney or none of the above. And we will have see the results a bit so we can see who we're talking to. We'll give you a minute to do that. Okay. Lots of IT staff, attorneys, a good, a good mix of people here. We really do rely on our support staff to do a lot of the technology training so I'm glad you all are here as well. Okay. That is good to know. Yeah, I see staff. Wonderful. Okay, so we can move on. So our first section here is about not recreating the wheel. We are so lucky that there are so many free and affordable trainings available online. So many vendors have things available. So, you know, Microsoft has an entire help site with trainings available. Legal server, for example, has lots of different kinds of trainings and YouTube is actually an amazing resource where you can find training about nearly everything. So very exciting, you know, if you don't need to create the training yourself, go look for it somewhere. Here again, LSNTAP is an amazing resource where you can find all kinds of information, tech tips, send these out to your staff and recommend these resources and use them that yourself to review before you do your own training. Tell us a little bit more about, you know, what kind of resources you use to help train your staff. Yeah, sure. We often rely on, you know, for example with legal server we often rely on legal servers help fields as a way to just, you know, to basically jumpstart a slide deck on how things work and things like that. We also have an entire set of videos as we do these trainings, for example, on Microsoft Office tools, we refer them internally to our video streams, but we take the information from things like Microsoft's support pages and Microsoft Learn. And then we go to a segment called I think it's Learn.Microsoft and it will put you through an entire little class on it. So those are nice jumpstarts for us as far as, you know, this is what you would basically need to know to be familiar with the material, familiar with the program. And those are already built. So for us, that's a good way for us to quickly put together a seminar presentation. Michael, did you have anything you wanted to add here? Yeah, so to add. So with the free resources like YouTube, which is a great resource. I do try to avoid having people search for those on their own and find the ones that I think applied best.  When staff kind of go on their own and find things, I find that they could sometimes go down a rabbit hole because they're watching a video and then there's other videos that are kind of like it. All trainings are equal. So, you know, I would, if you are looking at free resources like YouTube as an example. I would look and find the ones that you feel are best and find a place for them, whether you just create your own YouTube channel. Or, you know, in another location. So that way they're specifically just kind of focusing on the trainings that you have linked them to. With legal server also as an example, I mean, they've got a great online, you know, resource of videos and documentation. The challenge I find there too is that, you know, look, our organizations, you know, do things in a different way. And, you know, so the way legal server is training on some things might not be exactly how you want staff doing things, you know, from, you know, the way, you know, certain forms are filled in, timekeeping, whatever the case may be. So there, even though, you know, you could just, anyone could just go to legal server and look up the online resources. There I would also try to, you know, encourage staff to look at some of the trainings that you have gone over and have approved. So that way they're not learning to do something a different way than maybe how you're teaching or wanting staff to do it internally. Yeah, those are all great points. There are other more affordable, some affordable resources as well that you can, that are better vetted than maybe YouTube. So law school websites are a great resource. They finally, some law schools are starting to teach legal technology back when I went to law school, there was zero legal technology training. But law schools are starting to get on that bandwagon. So you can also look at the, you know, the whatever your state law school or really a lot of law schools, they have free resources available and those tend to be pretty good and pretty well vetted. I know I've found some on creating a table of contents and table of authorities and word. Those are free and those are usually pretty good. You might want to also look at massive open online courses, which also tend to be pretty high quality and free. You know that those sometimes those are more of a time commitment, but for those, you know, if you are planning to do trainings of your own staff, those can be helpful, so that you know what you're talking about before those training. Thank you for all the litigators out there. I really want to put a plug into the for the electronic discovery Institute, I think it's edi.org, but if you Google electronic discovery Institute, it is an amazing resource. It is $1. And the reason they do that because they don't want to get spammed and they don't want to have a lot of people logging on and like, you know, taking advantage of the resources without putting in the dollar but they had they it is really a free resource and it is incredible. It's probably 50 hours of videos on the entire electronic discovery process. It's mostly focused on the federal rules because, you know, it's a, it's a nationwide organization. But for those of you who have baby lawyers who don't understand discovery they don't understand the rules. And for people who need, you know, a bit of a refresher or going up, maybe into some of those appeals it's really interesting and basically free information really high quality. So that's a resource I'd love for you all to check out as well. And just to add, and I'm going to include it in affordable training, you know, look at in house staff that might be able to do some things I say affordable because time is money right so if someone's, you know, spending time on this. And, you know, the way I try to do it is if someone's particularly good in a certain area and keep the training short right so even if it's a how to format a brief, you know, table of contents things like that if you if you know staff that are really good at a particular area, or you just like the way that they do it right. You, you talk to them and say hey would you be willing to put like a quick you know 15 20 minute training together, and you know any staff that's interested. You know, could could join and you know maybe we'll record it to and then have that available for any new staff that start so you know don't shy away from from looking internally and I know every we're all sort of busy doing work.  You know, I think with if they know that particular area well, they might spend an hour tops right preparing for it, doing the training and you know the recording so you know look look for in house staff to that that might be able to assist. That's a good point. I think when we talk about staffing and I think we're going to talk about that a little bit later reminding ourselves how much proper training increases effectiveness efficiency and security as well. You know, we need to make sure that our staff understands that according to the rules of professional conduct, the risks and benefit of benefits of technology that's part of the competency rules and the vast majority of states right so this is really an essential ethical duty that you have to your staff to make sure that they are being properly trained on this technology. This slide here we're showing some of the not free but still pretty affordable resources and this is the CBT nuggets Michael can you tell us a little bit more about what that is. Yeah, so this is a this is a great resource, especially for some of the it staff that might be on that are looking to provide some training, you know, for it staff, and they do have areas for outside of it but I just want to cover this since we had such a large number of it staff on. If you are looking for training for it staff. This is a great resource they've got great videos tutorials. You know, and some of them, you know you're sort of walking through it, you know live interactive training so that's definitely one that I would, I would look at. And that one is about $60 a month per user they do have enterprise pricing available, but I'm assuming you wouldn't need that for your entire staff right Michael you would just want that for your it staff.  Yeah, we work around that with just having a couple of accounts to kind of share around. And the other resource we have here is links in learning they really is $20 a month per user and they also have enterprise pricing available. They have incredible like everything you could think of. Not only technology trainings management training project management training, it is, it's an incredible resource so maybe some licenses there as well. We also recommend you to me or you Demi for Sarah at axe these are all pretty affordable places where you can get really high quality training.  Yes, and 10 as well. Thank you Kelly. You can still the training the trainers right if you have people who are particularly interested in training. These are amazing resources for them to make sure that their skills are up to date, and that they kind of have a good framework to be able to teach the technology skills. Harry would did you have any other thing else you want to add to this one. Nope. Okay, wonderful. When we apologize our PowerPoint is going a little funky shall we can try to go to the next slide. Okay, so our next poll question is what kind of training does your staff need. Once again if you joined us late please make sure that you stand in that qr code it will bring you to slide oh, and so I think this is a typing in word cloud one is that right. Yes. Okay, so if you can type in what kind of training and here we're talking about it training. But you know, in general what what kind of training are you all looking for and what kind of training do you need so if you are the trainer. What kind of training. Are you looking for some comments here, LinkedIn learning has been helpful Phillip says if you don't have a paid subscription you may be able to gain access by logging in via your local library for free that is a great point. Also, since I am an instructor at a few colleges I get some amazing perks there and that comes with my my library. So yeah definitely check your library there's some amazing resources there. Okay, so the types of training some people are still typing we've seen share point that is a big one we see that a lot. Things are changing in the way that we store things in the cloud. And, you know, it's a little different than many people are used to so Microsoft Office for sure specific application and cybersecurity awareness for sure legal server. Okay, Microsoft Office for first something with a live instructor instructor legal server. Okay, great. Wonderful. Okay, so we're going to. Oh, this is what kind of training do you need. If you have anything different so you are that was mostly seems like it was for the users. If you are it staff or really any staff do you have any particular it needs that you have that you need to be trained on. Feel free to type it in if there's anything you can think of. Not working cybersecurity that kind of thing. Data analytics. Right. Yeah, that's great. We actually did Shelly and I with some other staff we did a data presentation at ITC. And yeah, that's a that's a huge need I think for for the community to make sure that we're getting good data and that we're analyzing and properly Power BI SharePoint case management Excel, everyone's favorite administration Microsoft 365. Okay. Wonderful. Well thank you all for that. These are definitely things that we're seeing in the community lots of resources available. Again, Kelly any questions for us before we move on to creating training. We're going. I do not have any questions in the app. I have not seen any in chat. Okay, let me see if I can get back to where we're supposed to be. That's okay. Can you tell us. Yes, there we are. Can you hear it. So how we're moving on to our next section here is, you know, we've talked about the free reason resources that are available. Definitely, if those are you can find good resources do not, you do not need to, you know, create everything the whole class. But sometimes, you know, for your particular state for your area, you know the areas of law that you are working on for your system. There is not good training available or is not specific enough to what you need your staff to do. So sometimes you have to figure out, you know what people need and how to present that information. So Terry, how do you all at your firm figure out what what skills people need and what you're going to train on. Right. So I will tell the story of the COVID crisis as as kind of our learning point for this. Everybody was plunged into a situation of course that we weren't expecting everybody has to work at home. At that point, even though I had been asking for them for for years. Everybody didn't have cameras didn't have two monitors didn't have scanners at home or scanners at work. So we had some technology needs there right away and because I've been pushing that. I also kind of became the de facto spokesman for the training for all these things because I think teams for example in MS office wouldn't have been adopted at all. Had it not been for the COVID crisis not in our office because people were just locked into using email right. So we had immediate need for teams training and some other types of trainings. But we also wanted to know what what did the users think they needed so I just jumped into Microsoft Office 365 and looked at all the apps that it had and started digging around through those came across Microsoft forms. And of course people use Google forms or have used it. I think prior Microsoft has the competing product. And so I did do two things I said well we're going to have trainings on Thursdays I'll try to do one a month called those tech Thursdays and tried to make them fairly regular. Because like a TV show if somebody knows it's every Thursday, you know they might miss one go to the next. I think that helped in a sense that people could rely on, you know I have a regular place to go it also keeps things top of mind by having that regularity. And then I did a poll each month where I would say what do you think you want to learn. And we would have a staff survey for that. Now, the caution on a pole is people usually don't know what they don't know. To quote Mr rumsfeld you might remember there are known unknowns and unknown unknowns, right, which is crazy but it's, it's true. It particularly I think in tech. People don't realize what they're not good at. So one of the things that I would urge folks to do is, you know, make your list of here's the software we have and see where the interest is. So one of the things that nobody mentions or the things no one votes for, ask yourself the question why. Right, and you might have to delve a little deeper into that. For example, in our place, no one ever would say, we need Microsoft Word training. But I can tell you everybody needs it.  The answer is no, I just know how to type in it and I don't know that. But if you don't realize you're you're not as in tune as you think right you're overconfident your skill level, which is a common thing everyone does. You may not realize that you're not trained in it so a little, little point of fact that I use here. If you if we interview folks I often ask them. I see you say you're familiar with Microsoft Office. Yep, I'm very familiar with that. Okay, you've used word a lot. Yes, I am. Do you consider yourself an intermediate a beginner or what. Oh, I'm I would say I'm an intermediate user. And then you might ask them, do you know how to insert a table. Tell me how you would insert a table and Microsoft and their face goes blank. Because people oversell what they know because there's that little bit of fear and uncertainty and doubt about what they don't know. So when we when we pull people what I would tell everyone is, pull all your systems and you see the enthusiasm behind I know I need to learn XYZ, but on the things they aren't showing enthusiasm and you know that's a key tool. That's the time to go fair it out what what is it that people are missing. And why is it that nobody thinks they need training in this, because that really should tell you something just as much as an answer that is overwhelmingly the favorite for training. And then we just after that scheduled out, you know what we thought was the critical thing first, and in coven that was learning teams, learning email, learning one drive learning SharePoint. We immediately went through those month after month, regardless of what the polls told us, because we knew those are the key softwares, and then we went to the other things that people said it would be nice if we had this and this and this, those extras we did on other months. So that's kind of how we handled the scheduling and and figuring out what training was needed. Let me say. Yeah, I hope I hope people are taking notes there because you just gave really great advice. The one thing I would add is, is asked, and you know say no judgment right, what are some of the things that you feel like is taking you longer. I think that maybe you think there should be an easier way. Right, because, again, what they don't know they don't know so it's, you know, sometimes it's really about how you ask the question to get the information that you need. So everything you said Terry was was spot on I just wanted to add it, add that piece because I think that's another way of trying to get information from folks, again, you know saying look no judgment right we're just looking to improve. But you know let us know what what are some of the tasks that you feel like are taking you, you know, longer time to do and you just feel like there's got to be a better way. Go ahead. Just to follow up on that. I always sold trainings to our staff as would you like to make your life easier, would you like to save time. And that was the first line in my email out. And I said and then I would say well if you do this training is going to save time in these specific ways.   Would you like that then come to the training. And if you offer it as something they gain that's very finite time right. That's going to be really an easy way to get people interested. Yeah, agree. Yeah, the only thing better than that is, would you like to win a free iPad outside of that that that's the best the time. Sorry, yeah, that's great. Or CLE credit which is not as difficult as you might think to sign up for that. It is a bit of an extra step and maybe your support staff wouldn't be so interested but especially if your state has a requirement for technology training and for for the elite in which more and more states are getting that requirement. This is definitely a great opportunity, you know, if you have a director of advocacy or director of training or whoever handles training on the substantive law at your firm I would work with that person to try to get the credit for some of these things that get that really is a huge drop that pizza and iPad, you know, that kind of thing. Wonderful. Okay, should we move on to the next slide. Again. Okay, wonderful. So, how do we, you know, you're like this is all well and good but how do we actually practically do this. So, first of all, you know, we're in legal aid there's not a whole lot of resources we probably most firms can't afford to hire somebody to full time train staff, or more than one person or maybe that one person does all the substantive training and all the ethical training and everything. You basically need to find people on your staff who are interested in doing training or have teaching experience. I promise you you have people on staff who would love to do this who would, you know, find this a great break to be able to help out the rest of the staff with peck training and you probably have at least one person in the office who goes and fixes the without having to call the printer people. Another, you know, places to look for speakers from maybe the ABA textile panels or ITC. There's a lot of podcasts available. There's a legal talk network that actually has a lot of resources available there. You may be able to get those people to come do training and speak to your staff as well. So lots of resources. There. You want to make sure that you are keeping it short. So people have pretty short attention spans, especially when it comes to complicated tech stuff right so making those trainings bite size, maybe 10 15 minutes max really focusing on one piece so if you're doing styles and word right really make that short concentrate on that one little part. Don't go too far and maybe do a basic training and intermediate training and advanced training. Make sure that you are recording those trainings and posting those so if you have an intranet site where you keep your trainings make sure that you have those organized and that's really hard. To be honest, having somebody make sure that everything is up to date and organized, but you really want to make sure that someone is tasked with that. And make making sure that they're updated as well. Shelly says Microsoft stream is a great way to record that is true and one of my favorite things about stream is that they're really good with the closed captioning as well so you can do. You can have your all your videos caption which is great for accessibility purposes as well. Terry can you tell us a little bit more about how what LSEM does the gamification in particular. Yes, happy to do that. We do as I mentioned by the way record and post the everything so people can be trained. What I can say about stream and others is is I see the view count is low on hours, unless I drive people to it so it's more than just record but you do have to drive them to it right so your onboarding process has to be. Have you seen these four videos and then you have to check that they watch the videos. And if you don't do that the videos are pointless. So do keep in mind, we're not doing it just to say oh we have them recorded, but that has to be incorporated in a way that the people really want to go view them. So when I bring on new new attorneys I have a checklist and planner. That's my onboarding tasks and that's what is online is you're going to see this this this and we're going to talk about that and get feedback. With respect to gamifying and how we gamified training I'll give the story of legal server when we converted over. We everyone was really concerned about how do we get people to drop prime and use this and everyone's going to be confused and nervous etc. So what we did, as we started to handle our goal live date is we set up some training sessions, just like we did here where we said okay we're going to have this on certain days, if they're going to be regular. And we would have trainings on how to do certain tasks in legal server before the switch over occurred right while it was still in demo mode and you can go in there and play and not break anything. And hey, can't break anything. And we're going to, we're going to do this. We just showed you how to do case notes and time entries. The first program to have 100 case notes and x hours of time gets a lunch gets sandwiches gets whatever. And what we found is that that was the motivator, you know, a sandwich right is the motivator to get people all of them to actually use the product that they're not even needing to use yet we haven't switched, you know to take the time out of their day to go do something that's not part of their workflow, because they were competing with other programs, because they wanted their program to be number one. And we always announced out of our like 17 programs we always announced, you know, boy, day one, you know program x is in the lead. Remember, you know this is open for the week. And then we would announce the top five and on the bigger things we did like that as we trained legal server, we would give prizes 123 program, you know and our total budget that we spent on that stuff so I can hear people's pain about budget is budget right. We spent far less than the cost of one big iPad for all of it. Okay, we, we ended up only spending I think under 500 bucks total for all the lunches we gave and all of it because you know you're given lunch for five people that's not that expensive right. You know cards to quick trip or to coffee places, you know five bucks each, and so forth. Another thing you can give for free that you just have to get your buy in from executive level is time, right. So we did that we said for this task when it was one of our biggest things. And I designed basically a, you know you're going to take this fake case and you're going to do this this this and this with it. And then we would come through a case from open to close and legal server. We had a fake one set up and then we'd say add time to it. Make your note on this prepare it to close here.  And then on that one, the program that did the best. They were able to get like an hour or two out of work early on Friday. And that's not that right it's not hard to get that as long as you have buy in, say look if if they study up and get it, they're going to get a free hour back, right, and that it worked great and everybody told me they were surprised that it works so well. And I said well this is what teachers do I graduated college as a teacher, I taught a year and then went to law school, but you know with kids you always have to make it fun adults are just big kids, right. If you make it drudgery they're not going to like it. If you make it fun, they will want to do it, even if they never understood why they're doing it, or that this tech is important, you've now made it a game. That is the essence of what gamify is. And if you notice all kinds of software and apps.  Michael, can you tell us a little bit about reaching out to your board you, you have some experiences with how that can help with training. Yeah, so, so, yeah, where I was working at, you know, directly for actually working with legal services NYC. And, you know, we needed to do training like most organizations and was at a board meeting and, you know, sort of the idea. I sort of struck with myself and, you know, CIO and let's let's talk to the board let's see you know because we had some pretty big law firms on the board and we knew some of them had to have in house training so we really lucked out there and one of the law firms had an in house trainer and it was kind of slow, a slow period of time for them during the summer.  So we really lucked out and so we got free training, and it was very targeted training on Microsoft Word Excel outlook and you know the trainer did a fantastic job so we really lucked out so yeah talk talk to your board see if they have any in house trainers or access to trainers that would be willing to do it pro bono for your organization. I heard to ask right and worse they could say is no right and it looks good for them so that's an amazing idea that I hope you all can take out of this and maybe find some more free training good quality training. Let's move on to the next slide. Just some challenges I think we've already hit on most of these knowledge management. This is a challenge throughout firms in general, especially for legal aid because most legal aid firms don't have somebody dedicated to knowledge management management here we're talking about managing all of the information and training and resources that your firm has. We need to have a really a focus on that from from the top down to make sure that everything is staying up to date organized. We always have a lack of staff a lack of time a lack of motivation and maybe a lack of inspiration. Jerry do you have any thoughts any tips about how to deal with this within a legal aid firm. Yes, this is one of those dry topics right but I what I do is, I try to lead by example on this first of all, and I think you need it's help to lead people to knowledge management in a way that's not wonky. So what I would say there is, when we did our first transition to new servers back when I basically about the same time as we did live went live with legal server. We realize what a mess everybody's files were right and people want to give lawyers cart blanche license to do whatever they want to do. But what you find out is hey I'm not telling you, you know you can say to them I'm not telling you, we're going to control how your program runs, because I know your programs unique and you have special needs. Right, but I am going to give you seven buckets in your directory file folder, right, and those seven buckets should fit all your files. Right, and these are what they're going to be, you can do something like that and everybody thought that's not going to work. Well we did that and adopted that all the way across the organization one fell swoop. We really didn't have a lot of trouble with it. Why did we do that, because now we know that this one folders called client folder, and everything to do with clients is in that folder. Now everybody's needs are different, but this is something that you can I think people are afraid to impose structure, but most people want more structure than they realize it's one of those things they don't know they're missing it. And then you will see that it does work out that with just a few tweaks of the it controls, you will get cleaner files and people will be able to find things faster. And then you have to reiterate where are those things, you know remind people where do they put the things they need to, to put places. So all our training resources are here, our staff, our staff memos are here. All the constant forms we use are here. If you're not already automating those to teams with, you know, cards that pop up at the very least there ought to be standardized folders for where that kind of stuff goes. And that's sort of step one to knowledge management to me. If you're letting people do whatever they will do whatever, because you haven't given them any structure. They don't really want to go to bed or take that nap, but they need it, and we're the same right we do need the structure even when we fight about it. So don't be afraid to push back on that notion and you and it's not a matter of needing to fight them. It's I'm going to make your life easier, you're going to know where to find things you're not going to lose files. And when somebody dies, God forbid, when somebody moves God forbid, you can walk in and know what's going on. And hit by the bus principle. If I got hit tomorrow by a bus, could you walk in and know where to find my stuff. If you can't do that. I think you got a knowledge management problem. So that's step one. You had another follow up but I don't want to run out of time so go ahead Ellen with whatever else we might need to cover here. I was just gonna say, in addition to that naming conventions that's something that a lot of firms don't have and you see all kinds of files named all kinds of crazy things in different orders and nobody can find what files with what version is which. So, just to add on to that naming naming conventions as well. For the lack of inspiration. Again, there are so many resources available. If you haven't you're not sure what if you hold your staff you're still not sure what to teach. There's a ton of newsletters available tech tech newsletters legal specific non legal specific. Deborah savadra Jim Callaway miss Excel. These are things that you can subscribe to to review and maybe get some inspiration there. Okay, yes, we do I think we do so need to move along. The next slide please. We also want to take into consider consideration learning styles and also accommodations for our users who have disabilities right. So we want to make sure that we are reviewing the different ways that people learn things and again, creating different modalities and ways that people can receive your information is very helpful. The drop by step guides are incredible, especially with screenshots I make my students do them every semester they hate doing them but it is so helpful to walk through those processes and then be able to show that to someone else where they can just walk through and read through this is what I do next in our system. Again recording the trainings, interactive training exercises and demonstrations like Terry was talking about do a little quiz. If you have a learning management system that allows you to do interactive training that is incredible. I have an unrelated side, side plug for one for my classes I use a program called the legal service that the legal. Oh, what. Oh my goodness. Now I can remember. Oh, National Society of Legal Technology. That's what it is. And they provide interactive training on like 32 different programs, including law specific programs so I'm not related to them in any way but I do use them in my classes and that they have incredible resources available where you actually click through and they teach you how to do table with authority they teach you how to use a case management system or not not legal server but some of the other ones like Leo is on there. So other resources are available there. And then again make sure to do enable your closed captioning and transcription so people can read. Well, we can say about. I put in the chat here. I keep snippets sketch on my task. You know, what is it task board task. I keep it on there and every time somebody emails me hey Terry how does this work. I sketch that page that they're on mark up what the problem is highlight the spot and send it to them. And then I do one more thing usually I drop that snip into my it folder my tech folder in whatever program it is with a with a title that's descriptive for me then when I have trainings, I, you know, Oh, yeah, these things have all come up these are pain points. So I have snippets of all the pieces of the program the page most people have problems with. And guess what I just built, I just built my training, right because I have, you know, if I've already done seven eight nine snips. That's that's it right that gives you a framework for what you're going to train on that program. The good news there is you can reshare those in a perfect world it's not one on one through email but maybe an entire team, a teams team, right or your org wide chat whatever that is, you could push it out that way. And you know not to embarrass anyone you don't say somebody came to me with this problem, but you go you know, you might you might want to know this blop blop this is how this works and again it's it's a snippet, and it's so much help for them, because it's visual, because it's visual, and it gets into this issue of how do we learn. And so, you know, it takes no time to highlight and put a red circle around the thing they should be clicking, or that control that the people every time forget to do. And it's so easy to say, Oh, you didn't check the box. Well, circle the box and say here it is, you can check the box, right. So I mean that's super useful, keep keeps it up and sketch or anything like that those screen caps. I can't tell you how much more people have responded to that for me. It's been really good for us. It's just so much easier to understand, rather than just writing it out right go to this, if you just point to it, you're like, Okay, that's where it is right. Yeah, that's definitely great, great tips there. So if we can move on to the next slide. Accessibility needs to be, you know, part of all of our trainings and all of our practice and our work with our employees and our clients, making sure that we are presenting, you know, our trainings in an accessible way. And just really important things to think about while you're creating your training and luckily for us, technology has made this so much easier right there's so many resources available to make sure that your training is accessible that you have your, you have the proper colors that you have a voiceover where necessary right the computers can do that all for us now. So make sure that you are reviewing that Terry tell a little bit about how you all use maybe for your images for accessibility. One thing I can tell everyone is, you know, even every image now you know you can put a title there for people who aren't visually able to see it, and you can describe it so that's another thing that I've done on the resources that we have is we always try to make sure we have actually filled that both on the web pages we use, and on our training tools, we make sure that that that title for the visual element is there. And another mention open advocate does have something called right clearly. That's a free tool that helps put things into plain language, and there are some other free tools open advocate and other places are doing that that help you. So talking about not just for your staff but but facing outward, you know that you can use to comb through your materials and make them a little, a little better a little simpler. So I would encourage exploring those kinds of tools that are often free or low priced things like automatic translators to there's a little danger to that to be sure. But it is better to have something than nothing a lot of times right if you know some kind of translation is often better for certain things than the no translation at all when you're dealing with, with outside constituencies. Okay, wonderful. And again some resources on this slide about where you can find more information on making your training and your materials accessible. So let's move on now to training more specifically training it staff right so you know we have our non it staff that need to learn how to use the technology. We also need to make sure that our it staff know what they're doing as well. So Michael, can you tell us a little bit more about some best practices and recommendations for training it staff. Yeah, so I mean we've already talked about some tools, you know that you could use, you know, mean one big thing right any of the applications or equipment that you use. Find out directly from them right so if you use Microsoft Office find out what trainings are available through Microsoft if you're on G Suite, or Google workspace, you know talk to them about what training.  I put some stuff on this slide that I think is sometimes overlooked. When when bringing on new staff mean consistency is something that's that's very important, especially with with how certain certain things are done, especially like onboarding and offboarding. I work with a number of places where you know I've helped improve their internal processes, and they're things like onboarding and offboarding where there there's not sort of that policy and procedure in place. There's like well you know we just need to create the account and make sure that they are able to log in and when they leave you need to make sure they can't log in was like, right but they're there are a lot of other things to factor in so for whoever is in sort of charge of it and you know you take this often bites you know a little bit out of time if you don't have a lot of this in place but really document the process of what's happening. And these, you know, some of these examples that I, that I've provided, because if you have it documented you, it's also visually a little bit easier to see what you've potentially missed. So if some scenario comes up that doesn't really come up often, it's then something then you could include in the documentation so you have it going forward. And where this is all helpful is. So you've done all this and you, your internal staff IT staff are able to do this but then when someone leaves, and then you have to train someone that's coming on board. Now you have this document that's here when when we're onboarding offboarding. Here's our process here's our protocol. Here's our procedure just to make sure that user has access to everything that they need. Or when they leave we make sure we've locked them out of all the necessary accounts, you know there's an email forward or a bounce back message letting people know they're no longer there. The email is covered, you know as well. It's just for someone just coming on, you don't want them to sort of guess what they need to do. And it's unfortunate it's just one of those things that are, I just feel like can be easily overlooked. It's an easy enough process. But in the end there's so many different parts that it's just so much easier if you have it documented. If you have reoccurring issues that for whatever reason you can't resolve. You know, either with the equipment change or with the application or some other way. You know, having that information to any IT staff is important too because you're going to save yourself time because someone coming on, if this is a reoccurring issue they're going to try what they're what they know and it might take them. Maybe they get it right away but maybe they don't and you might you'll save them a lot of time if you give them. Hey, you know this is an issue we run into this is how we resolve it versus them trying to figure it out and then maybe potentially get to where you are so I'm going to stop there for the sake of time but you know really you know look to document your process and it's a living document it's not going to stay static for too much for too long you're going to keep making changes adding things maybe removing things. But but yeah, that's that's really something that I feel is overlooked. Okay, wonderful. Michael, I want to say just 15 seconds. I use onboarding planner tasks for that and whatever checklist tool you use it doesn't have to be as fancy as a hardware book or an SOP book. But even that it are, like you say living document very easy to add and subtract tasks. And when we find out oh yeah we forgot this new person's blah blah blah you add it to your little planner task to do list, and you just read copy that for each person and send it to their organization send it the program or whatever. And now they know these are the seven things they need to get accomplished. That has really helped us not miss things. Yeah, that's great. Yeah. Like Shelly said checklists are they're good enough for doctors are good enough for us to wonderful we're going to speed through these last few slides because I understand there's some questions there. Just talking about training non it staff, some recommendations here. If you know if you're using office 365, there's lots of lots of things that you need to train on with word if using Excel Excel can be very easy to mess up. You know making sure people understand how to use formulas and that they're actually getting the right information there. You know the basics organization security forums planner SharePoint one drive teams power automate so lots of stuff that you can trade on for word, then onto the next slide. Case management system right is this is probably your lifeblood of your organization and you want to make sure people are using it properly. It is secure as well that they're using it securely so it really is essential to make sure that you are using that you are training on that regularly. And if you have any changes that you're training on that as well. If you're using practice area specific software, a lot of firms, you know do bankruptcies or family law cases and are using very specific software there. The vendors again will have the training available, but make sure that your staff is up to date and understands how to do that. Some other suggestions doing security, making sure everyone understands what multi factor authentication is fishing awareness right so you know if you get if your system gets breached it's likely because somebody clicked on a funky link in an email. So you need to make sure that everybody is being regularly trained on what to look out for there to prevent that and then time management. Terry did you want to tell us about how you what you focus on for word. So short on time now. This slide has the best book that I found on word, and that does tie into one of the questions that we had is, you know for Microsoft training, what do I use for at least word. I think I used this, this, I think it was $50 book from affinity consulting, and Baron Henry is the guy that comes to various seminars that I go to our Missouri solo and small firm convention he's there a lot. You probably heard of affinity before. The thing I like about that book is it provides what the, what the optional settings in word that are buried should be for legal professionals, and I've never seen anybody else train that. So this is something that you it folks can be doing for people that would really help them and eliminate a lot of frustration is, you know, get them to go in or maybe you can set it from a management standpoint and push out these are the ways we're going to set up word that's optimized for legal work, because it is not optimized out of the box it takes a lot of different tweaks and changes to make it simpler to use, and more intuitive. So that's what I'll say about word this one is a big thing but things you might train about or listed in those bullet points. And if you pull your folks and say do you know how to make an actual doc, and that is a DOT template or DOT X template.  And that's really the kinds of things we ought to be doing it. I would leave you with this because I know we've got more to cover, but you know, Microsoft Word for most is the tool in the toolbox that we use more than anything else and it's, it's probably the least understood program that we use day to day from a function of the amount which is what is there to know. So that always astounds me with lawyers that our biggest tool that we use all the time to do all our work, and almost all of us don't know how to use it in a well. So that's what I would leave you with is there's there is a time and a need for that. All right, wonderful. Thank you. We have one more poll. Maybe while we're doing this poll we can see if there are any other questions. And on Slido here again, if you are new again to the training or to the webinar please make sure you scan that QR code. And we're asking here what are your training challenges what has stopped your firm from providing quality trainings or as many trainings as you would like or what needs to be done. Do we have other questions that we should try to tackle. Can we tackle those two anonymous questions on the, the app, just in total. I know we're at time, but what resource to use for Microsoft training Terry do you have any testing or checklist to gauge knowledge. I do use learn dot Microsoft and support dot Microsoft, so that I understand what I need to train. And then I make I make my own from those snippets and things that I told you so really I'm just using a PowerPoint usually and then having a training that way. In terms of testing and checklist I don't do that on word because I'm not wanting to make people feel like it is a test. But I can tell you if I was the all time trainer. That's what I would do is gamify it, and then I would, you know, if I had my dream world that's what I would be doing is having all the support staff that types all the time. Be gamified into learning things but not really know they're learning. I just don't, you know, I'm a program manager so I don't have that kind of top level control. The second question was what are ways you all recommend organizing trainings online or in a way folks can access easily. I know our my answer was stream, we view stream and we already put that in the chat and other you two others may have other ways. You would organize your online trainings that was our second question. We use SharePoint and have you know just have a folder with our trainings and organized by topic. With descriptions, generally Michael do you have any other thoughts on that. No, those are, yeah, those are good. Good examples for sure. Okay, well, shelly can me so time time seems to be a problem right. Totally understandable right that's a with time and resources are always a challenge. You know when when you go to your upper main to explain to them the need for this again I would focus on. I think it's an ethical duty to remain competent for technology under the roles of professional conduct of your state and so we've got to figure out a way to allocate those resources so that we continue to train our staff and then that's, they will be more efficient right. We will be more clients and be more effective. Also, you may be able to get grants. There's a lot of technology initiatives available so I would check on those to see if you can get more time and money thank you so much. Shelly's going to have our contact information on the side you have been a wonderful audience we want to thank Terry for joining us so much we really appreciate your time. And thank you to Shelly and Allison tap for inviting us to present. Please let us know if you have any questions it's been absolutely wonderful to meet with you all today. Thank you everybody. If you're joining us, we will have this posted to our YouTube channel in a few days, and you're welcome to rewatch it there. And of course we're always a resource for you on providing training so check us out we have our tech tip series which are short links that may cover some of these items that were we've talked about today, especially in word and commonly used tools that are used in the law firm so thank you so much. Take care everybody. Have a good afternoon.


learning how to effectively run a business. Okay. And here's a key point, too, in running a business. A lot of times we want to know the answers, but there's so many times when you're running a business, you're not going to always know the answers. So here's what I try to do. I try to know what I know as opposed to what I don't know. And what I don't know, I try to find someone that does know. So, you know, there are different little things, and that's one of them. And the other one is, you know, to surround yourself with champions. I like that. If they outgrow their champion outfit, look, they're gone. Okay. Their history. They're in the book of memories. Yeah. Oh, yeah. So, you know, you need champions. You know, there's so many. I can't even, oh my goodness. I mean, it's one thing to be the technician because you know how to do the things technically. You know how to manage. Most of us have been in that management seat as well. We manage processes and people, et cetera, et cetera. But it's a different point when you're at the visionary. And the little, what do you call those little books there? Maybe about 35 or 40 pages. I wanted to do one of those. And I wanted to call it the Rooftop Manager. Oh, like a one minute sales manager, the one minute, I've seen the one minute sales manager, the one minute managers books before. I don't know whether it's gonna be a minute or five minutes. All I know is what has come to me is that the vision that I have is that you have to be your rooftop manager. And so, you know, sometimes people don't get along.  You say up, I say down. So your team is like that. So God gave me this vision of rooftop management. So you're in the living room, right? And I ask you to look outside and describe everything you see. You do it, it's accurate. Okay, then we have Maria in the bedroom. And we ask her to describe, look out the window and describe everything that she sees. Okay, both of you will be accurate, but you won't see what she sees and she doesn't see what you see. So you imagine your staff in different rooms of the house, right? And the type of manager, you know, I don't say that I hit the mark every day, but this is what I desire to be. I decide to be that leader, that leader that can stand on the rooftop. I can see all of your views because I'm on the rooftop. I can see all angles, right? Yeah, from the rooftop. Okay, and so I want to be that person that even though you don't see what I see, nor Maria see what I see, that you would trust me enough to follow. And that's a hard one, you strive for that. It's not easy. It's not easy because when people don't see what you see, sometimes they won't follow. They won't trust you enough to follow. They may say it, but they don't, in the back of their minds, they don't trust you. Yes, and unfortunately for folks that work with me and know me, they know that I have a great discernment. So, you know, when you're not all in, I can tell them. How do you handle that? Well, that's another segment. But remember what I said. No, but the thing of it is, like I said, you must have people, must be a part of a team.  We've got to be on the same thing. And, you know, you just, you hope that you get the right people in the right positions.  I just, it's a blessing.


Personal Finance PowerPoint Presentation, Capital Asset Pricing Model CAPM. Prepare to get financially fit by practicing personal finance. Most of this information comes from Investopedia Capital Asset Pricing Model CAPM, which you can find online. Take a look at the references, resources, continue your research from there. This by Will Kenton updated August 4th, 2022. In our prior presentations, we've been looking at investment goals, strategies, tools, keeping in mind the two major categories of investments, typically being the fixed income, bonds oftentimes, or the equity often being the common stock. Also, keep in mind the tools that you are using, which might include things like mutual funds and ETFs, and your time horizon, how long you have to invest. If using tools like mutual funds and ETFs to diversify your portfolio, you might be using different strategies than if investing in individual stocks, in which case you might be drilling down to the financial statements themselves doing ratio analysis and trend analysis from individual stocks. Keeping that in mind, we're asking the question, what is the Capital Asset Pricing Model? The Capital Asset Pricing Model describes the relationship between the systematic risk or the general perils of investing and expected returns for assets, particularly stocks. We're generally focused kind of more on the equity on the stocks side of things and trying to take into consideration the systematic risk and the perils of investing within our investment decisions as well as comparing that to the expected returns we hope to be having in the future. So the CAPM evolved as a way to measure this systematic risk. It is widely used throughout finance for pricing risky securities and generated expected returns for assets given the risk of those assets and cost of capital. Understanding the Capital Asset Pricing Model, the CAPM, the formula for calculating expected return of an asset given its risk is as follows. We've got our formula up top, so the ER is the expected return of investment is equal to the risk-free rate and then we have that added to the beta of the investment calculated here times the ER minus the RF, which is the market risk premium. We might do some examples on this one in our practice problem to drill down on it in a little bit more depth, but we'll get it conceptually based on the conception a little bit more here. Investors expect to compensate for risk and the time value of money. So when we're investing clearly, we've got the time value of money because the money today is worth more than money tomorrow, so we want to take that into consideration and then of course we want to generate return in the future and we have to factor in the risk related to it as well and those combinations can be a little bit more confusing than you would think with a few combinations to determine what the best investments would be for a particular investment and how it might fit into, for example, our overall portfolio. So the risk-free rate and the CAPM formula accounts for the time value of money. The other components of the CAPM formula account for the investor taking on additional risk. So the time value of money risk, we're going to say that's our standard rate that we're going to use for time value of money calculations and then we might have other risk or additional risks that we want to factor in. Any other risks that we have or any risk that we have, of course, we want to put that in the formula to help us with our numerical decision-making problem, taking these risks and trying to break them down into numbers that we can compare. So the beta of a potential investment is a measure of how much risk the investment will add to a portfolio that looks like the market. So we've talked about beta calculation in a prior presentation. If a stock is riskier than the market, it will have a beta greater than one. If a stock has a beta of less than one, the formula assumes it will reduce the risk of a portfolio. A stock's beta is then multiplied by the market risk premium, which is the return expected from the market above the risk-free rate. The risk-free rate is then added to the product of the stock's beta and the market risk premium. The result should give an investor the required return or discount rate they can use to find the value of an asset. The goal of the CAPM formula is to evaluate whether a stock is fairly valued when its risk and the time value of money are compared with its expected return. So we're always kind of comparing the expected return because we're looking into the future and the risk related to it. In other words, it is possible by knowing the individual parts of the CAPM to gauge whether the current price of a stock is consistent with its likely return. For example, imagine an investor is contemplating a stock value at $100 per share today that pays a 3% annual dividend. The stock has a beta compared to that of the market of 1.3, which means it is riskier than a market portfolio. Also, assume that the risk-free rate is 3%, so that's taking into consideration the time value of money so that you might think like inflation, for example. And this investor expects the market to rise in value by 8% per year. The expected return of the stock based on the CAPM formula is 9.5%. 9.5% is equal to the 3% plus the 1.3 times the 8% minus the 3%. The expected return of the CAPM formula is used to discount the expected dividends and capital appreciation of the stock over the expected holding period. If the discounted value of those future cash flows is equal to $100, then the CAPM formula indicates the stock is fairly valued or relative to risk. So problems with the CAPM there are several assumptions. So obviously, whenever we're trying to figure out what's going to happen into the future, we're making assumptions. So what are those assumptions? When would those assumptions hold? What are circumstances in which those assumptions may not hold and let's be aware of those? So there are several assumptions behind the CAPM formula that have been shown not to hold up in reality. Modern financial theory rests on two assumptions. One, securities markets are very competitive and efficient. That is, relevant information about companies is quickly and universally distributed and absorbed. So in other words, the idea of markets, you think that markets are pretty chaotic things, but they're actually much better at gauging prices than say a bureaucratic centrally governed area, for example. However, there's going to be debate in terms of how good is the market at basically putting it into the market price everything that should be included in the market price. Some people think that the markets work very efficiently and move towards equilibrium quite quickly and have therefore relevant or good pricing priced in pretty much all the time. Other people say no, there's some information that some people have that other people don't have and it takes time. There's more kind of slowness or stickiness to the market. So although the markets are more efficient than having someone just a centralized governorship of something, it still has stickiness and therefore you can't just depend on the price to be the price just because there's a market would be the idea. And two, these markets are denominated by rational risk averse investors who seek to maximize satisfaction from returns on their investments, meaning the people investing in the markets if you had all the information that you were a rational risky averse investor then those are the people making the decisions. In other words, a classical economic model would be we've got rational people may having all the information they need in order to make relevant decisions and that's why the markets drive till equilibrium. And other people would argue, well no, a lot of people aren't exactly rational, they're emotional based and they're going to be making decisions emotionally and therefore although we're still going to be more efficient in a market maybe it's not quite as efficient, it's not exact equilibrium of where it kind of should be all the time based on underlying values. Okay, as a result, it's not entirely clear whether CAPM works. The big sticking point is beta. So we talked about beta in prior presentations and calculating it. When Professor Eugene Fima and Kenneth French looked to share returns on the New York Stock Exchange, the American Stock Exchange and NASDAQ they found that differences in betas over a lengthy period did not explain the performance of different stocks. The linear relationship between beta and individual stock returns also breaks down over shorter periods of times. These findings seem to suggest that CAPM may be wrong. Despite these issues, the CAPM formula is still widely used because it is simple and allows for easy comparison of investment alternatives. In other words, obviously you have to have some kind of gauge that you're going to be gauging if you're picking and choosing and then of course you want to think about the areas where that formula might not be the most appropriate. We've talked about different strategies for gauging the markets and so on. You might try to look at the underlying financials and so on and then look at trends and this kind of thing. But in any case, including beta in the formula assumes the risk can be measured by a stock's price volatility. This is one of the strategies in the market in order to basically take this into consideration. However, price movements in both directions are not equally risky. The look-back period to determine a stock's volatility is not standard because stock returns and risk are not normally distributed. Remember we talked about this idea of a normal distribution like a bell curve type of distribution. Oftentimes we're assuming if we assume a bell curve distribution when the distribution is not really actual bell shaped in terms of the actual data we're going to come to assumptions that are possibly not right. These are things that if you read the Black Swan guy, he gets into a lot of the statistical analysis on these assumptions. I think Taleb is his name that are saying there's times when these models don't quite work. But obviously again you've got to know the models to know when they don't work if you're really diving into this stuff and try to see when and why certain assumptions don't work and then account for that within your model possibly building more complex models at that point. So including beta in the formula okay I looked at that so the CAPM also assumes that the risk-free rate will remain constant over the discounting period. Assume in the previous example that the interest rate on US Treasury bonds rose to 5% or 6% during the 10-year holding period and increase and the risk-free rate also increases the cost of the capital used in the investment and could make the stock look overvalued. The market portfolio used to find the market risk premium is only a theoretical value and is not an asset that can be purchased or invested in as an alternative to the stock. Most of the time investors will use a major stock index like the S&P 500 to substitute for the market so now you're using an index which is basically an average in and of itself to substitute as the market which is in perfect comparison of course because it's just an index which is like an average trying to get a sample that will give you an idea of the market as a whole. So the most serious critic of the CAPM is the assumption that future cash flows can be estimated by the discounting process. So remember when we're trying to value something if we try to value bonds the way we come up with bonds we can say okay the bond is straight forward. It's got future cash flows that are interests which are an annuity in essence and then that lump sum at the end which we can basically discount back. We can try to use the same idea for stocks but it's a little bit more complex because the stocks were expecting future value from one dividends which are the return of capital but those things change depending on what the board of director wants to do and two they might hold on to the dividends and then try to increase the stock price rather than give out the dividends. So they might give out dividends eventually but now we've got a little bit more complex model in terms of what are the future cash flows that are going to be that we're going to be discounting back in order to get the price or value of the stock. Also there's no maturity for stock they go on forever. So those things obviously make this discounting assumptions a little bit more complex. If an investor could estimate the future return of a stock with a high level of accuracy the CAPM would not be necessary. So the CAPM the effect frontier using the CAPM to build a portfolio is supposed to help an investor manage their risk. If an investor were able to use the CAPM to perfectly optimize a portfolio's return relative to risk it would exist on a curve called the efficiency frontier as shown in the following graph. Now if you see if you seen like economics you might have seen like a production frontier the most efficient efficient place would be basically on this market line right and so they're going to say that the ideal market portfolio according to this graph would be at this point in time and this is basically the efficiency frontier in essence this curve here anything below this line is something that isn't as optimal or as efficient anything outside it might say would be something not likely or impossible kind of place to be generally general those are general concepts of it. So the graph shows how greater expected returns y-axis require greater expected risk x-axis and that's the general case because risk more risk the more expected return you want to be taken on. Modern portfolio theory MPT suggested starting with the risk free rate the expected return of a portfolio increases as the risk increase so any portfolio that fits into the capital market line the CML is better than any possible portfolio in the right of that line but at some point a theoretical portfolio can be constructed on the CML with the best return for the amount of risk being taken. So the CML and efficient frontier may be difficult to define but they illustrate an important concept for the investor there is a tradeoff between increased return and increased risk because it isn't possible to perfectly build a portfolio that fits on the CML it is more common for investors to take on too much risk as they seek additional returns and this is obviously something that we want to be careful of because clearly there's a huge temptation it basically comes back to the idea of diversity. We want to have a diversified portfolio but if we have a diversified portfolio during good times we're probably not putting our money in the stocks that are really climbing at that point in time we feel like we're losing returns that we could otherwise get so we want to shift all our money to risky returns which people are getting at this point in time but when you do that then you're taking on more risk than those returns might warrant and in the event of a downturn you're going to get hit harder possibly than you otherwise would so again just acting out that concept of a balanced portfolio can be difficult in practice so in the following chart you can see two portfolios that have been constructed to fit along the efficiency frontier portfolio A is expected to return 8% per year and has a 10% standard deviation or risk level portfolio B is expected to return 10% per year and has a 16% standard deviation so 16% deviation meaning more risk or volatility generally so the risk of portfolio B rose faster than its expected return so now we've got the risk increasing faster than the expected returns we've got both of these on the actual curve but as we move out as we move out here right you can see that now you're increasing the expected return by this portion but you're increasing the risk by a whole lot more than the expected return so the efficient frontier assumes that some things as the CAPM can only be calculated in theory if a portfolio exists on the efficient frontier it would be providing the maximal return for its level of risk however it is impossible to know whether a portfolio exists on the efficient frontier so this kind of a theoretical concept because future returns cannot be predicted so this trade off between risk and return applies to the CAPM and the efficient frontier graph can be rearranged to illustrate the trade off for individual assets in the following chart you can see that the CML is now called the security market line SML instead of expected risk and the x-axis and the stocks beta is used as you can see in the illustration as beta increases from one to two the expected return is also rising so now we've got the expected return and beta on the x so clearly we've got the risk that we've got the the security market line and as we see the expected return going up we can see the beta increasing as well the CAPM and SML make a connection between a stocks beta and its expected risk beta is found by statistical analysis we talked about this in a prior presentation of individual daily share price returns in comparison with the markets daily returns over precisely the same period so a higher beta means more risk but a portfolio of high beta stocks could exist somewhere on the CML where the trade-off is acceptable if not the theoretical ideal the value of these two models is diminished by assumptions about beta and market participants that aren't true in the real markets so for example beta does not account for the relative riskiness of a stock that is more volatile than the market with a high frequency of downside stocks compared with another stock with an equally high beta that does not experience the same kind of price movements to the downside so again I think that basically is saying that you've got this bell shaped kind of distribution concept again so when you look at the volatility you're kind of making your calculation as if the data is bell shaped but you might not have an actual bell shape distribution which means your assumptions could be skewed so practical value of the CAPM considering the critiques of the CAPM and the assumptions behind its use in portfolio construction it might be difficult to see how it could be useful however using the CAPM as a tool to evaluate the reasonableness of future expectations or to conduct comparisons can still have some value so imagine an investor who has used adding a stock to a portfolio with a $100 share price the investor uses the CAPM to justify the price with a discount rate of 13% the investor's investment manager can take this information and compare it with the company's past performance and its peers to see if 13% return is reasonable expectation so assume in this example that the peer group's performance over the last few years was a little more than 10% while this stock had consistently underperformed with 9% returns the investment manager shouldn't take the investor's recommendation without some justification for the increased expected return so obviously we've got to make some assumptions somehow if we're trying to predict in the future what's going to happen and justify our decisions so an investor also can use the concepts from the CAPM an efficient frontier to evaluate their portfolio or individual stock performance versus the rest of the market for example assume that an investor's portfolio has returned 10% per year for the last 3 years with a standard deviation risk of 10% however the market averages have returned 10% for the last 3 years with a risk of 8% so the investor could use this observation to reevaluate how their portfolio is constructed and which holding may not be on the SML this could explain why the investor's portfolio is to the right of the CML if the holdings that are either dragging on returns or have increased the portfolio's risk disproportionately can be identified the investor can make changes to improve returns so not surprisingly CAPM contributes to the rise in the use of indexing or assembling a portfolio of shares to mimic a particular market or asset class we're trying to do a statistical analysis kind of taking a sample to get an idea of the whole class itself by risk averse investors so this is largely used to CAPM's message that it is only possible to earn higher returns than those of the market as a whole by taking on high risk beta so what's the bottom line CAPM uses a principle of modern portfolio theory to determine if a security is fairly valued it relies on assumptions about investor behavior, risk and return distributions and market fundamentals that don't match reality however the underlying concepts of CAPM and the associated efficient frontier can help investors understand the relationship between expected risk and reward as they strive to make better decisions about adding securities to a portfolio


Hi, welcome to another High Colleagues video. In this video we will show you how to seam seal your tent. We will take you through the process step by step. Seam sealing is a crucial step in preparing your tent for outdoor adventures as it ensures that your tent remains waterproof and it provides a comfortable shelter from the elements. So why do you need to seam seal? Seam sealing is essential because even if the fabric of your tent is waterproof the stitching and seams can allow water to seep through. By seam sealing your tent you can ensure that your tent remains watertight and prevents moisture from seeping through the stitching. What do you need to seam seal your tent? To seam seal your tent the first thing you need is space. Space to set your tent up and allow it to dry properly. You can do this outside like we do as long as the weather is good and the tent is not in direct sunlight. You will need a seam sealer which comes with a small brush. Seam sealers come in different types and brands so make sure to choose one that is compatible with the fabric of your tent. You may also need a cloth to wipe off any excess sealer. We just use paper towel and additionally we use white spirit or band scene although it is not necessary. We do this because of mixing the sealer with white spirit makes it more liquid and because of this the sealer can effectively seep into the seams resulting in a neater outcome. Now onto the most important part how to seam seal. The first step grab your seam sealer and we just use like a plastic cup put it all in there then grab the band scene and mix it 50-50 and then just have something you can stir it with and stir it well. After you stir it well it should look a little bit like this so the next step is to apply this mix to the stitching make sure to do it all the way from the top to the bottom like so. Works very easy just go over all the stitching make sure to also apply the seam sealer on the sides of the zippers just make sure you get every spot very well after you apply that to the stitching wipe off any excess sealer with the cloth or with the paper towel and basically do this for whole the tent there's one exception we'll show you. You don't need to seam seal the bottom stitching because if water seeps through here it will just hit the floor and it will save you seam sealer of course. 24 hours later. Here you can see how the seam sealer has dried up there are a few less tidy areas but best to be safe then sorry. As you can see seam sealing is pretty easy it just takes some time we just let it dry for 24 hours the drying time for most seam sealers is at least four hours but it's best to follow the specific instructions that's provided by the manufacturer. After seam sealing your tent you should avoid packing it until the sealer is fully dry and it's best to keep your tent set up while it is drying as this will allow the sealer to dry evenly and prevent any excess sealer from dripping onto other areas of the tent. If you are unable to keep your tent set up like us you can hang it up or even lay it flat on a clean and dry surface just make sure that the area you choose is well ventilated and away from direct sunlight or heat sources. To put it to the ultimate test subject the tent to a water hose to verify if there are any water leaks. Does every tent need seam sealing? Not all tents need seam sealing but it's recommended to seam seal any tent that is not already factory sealed or that has been used extensively. If you notice water seeping through the seams of your tent it's a sign that you need to seam seal it. Additionally if you are camping in any wet or rainy conditions it's a good idea to seam seal your tent to ensure that you stay dry and comfortable. If you're unsure whether your tent needs seam sealing or not check the manufacturer's recommendations or contact them directly for any advice. So seam sealing is a simple process that can be done at home and ensures that your tent is ready for any adventure. It's important to take care of your gear so it can take care of you. We hope that this video has been informative and helpful to you and if you have any questions don't hesitate to ask us. Thanks for watching and enjoy your next dry camping adventure!


Hi, I'm Sean Reilly, Mr. Packet Alphea, bringing you the latest scoop on all things Pack Expo East. This year, we're visiting local Philly attractions, all within walking distance or a short cab, should you want to take a break from seeing the latest packaging and processing innovations on the show floor. On today's episode, we hear from Marissa Henry, Senior Project Manager from the Campbell Soup Company. She recently signed up to attend Pack Expo East, and she's going to tell us why she feels Pack Expo East is a show that can't be missed. Hi, my name is Marissa Henry, and I'm a Senior Project Manager at the Campbell Soup Company. It's been a few years since I last attended Pack Expo, but I'm looking forward to in-person conferences again. I'm excited to reunite with colleagues from other CPGs, spend time speaking with vendors about new technology, and of course, meeting with my fellow packaging and processing network executive council members. I can't wait to see everyone in March. If you feel like trying a cheesesteak even the locals love, after uncovering the latest packaging and processing innovations at Pack Expo East, Philly's got you covered. It was the 1930s, and hot dog vendor Pat Olaveri, already tired of eating his hot dogs every day for lunch, decided to grill up some beef from the butcher and put it on an Italian roll. The cheesesteak was born. Since Mr. Pachanelphia, I would be remiss if I didn't know a few of my favorites that are a walk or short cab ride from the Philly Convention Center. For Jim Stakes, just head on down to the Art Deco black and white shop on the corner of 6th and South Street. A little off the beaten path, but no more than a cab ride from the Convention Center is John's Roast Pork. This longshoreman's favorite gained the attention of foodies nationwide when it won a James Beard Award in 2006. Not far from John's, one of my personal favorite shanks right along the Delaware River. For the more adventurous, Max's in North Philly and DeLaSondro's in Roxbro are both well worth the trip. See for yourself March 21st through the 23rd at the Pennsylvania Convention Center when nearly 7,000 attendees and 400 exhibitors come together to offer real-world solutions to the latest packaging and processing challenges. Visit the PacExpo site to see who will be there and easily search by product category, keyword or industry to help find exactly what you need. For more information and to register, visit PacExpoEast.com. See you in Philly and see you online at Pakadelphia.