Robert J. Motzer, MD, a world-renowned board-certified medical oncologist, was honored recently at the 10th International Kidney Cancer Symposium held here in Chicago for his outstanding commitment to helping to advance research in renal cancers. In addition to delivering the keynote address at this prestigious meeting, Dr. Motzer was honored with a research award of $10,000 to be made in his name to support the work of a promising young investigator. Dr. Motzer has published more than 300 original articles, scientific reviews, chapters, and abstracts, and has given lectures worldwide. He's also a recipient of the Career Development Award from the National Institutes of Health, and serves as an advisor to the Kidney Cancer Association, a charitable group made up of patients, family members, physicians, researchers, and other health professionals. I'm Bill Brough, CEO of the Kidney Cancer Association, and I'd like to acknowledge Dr. Motzer's work. We patients have much to be grateful for, thanks to Bob's dedication to helping to improve the quality of life for the many thousands of people living with kidney cancer as we continue to strive together for a cure.


Good morning. I'm Mary Ellen from the channel Mary Ellen after 60 and today I'm going to be talking about skin care I don't really get excited when I talk about skin care, but I have made a few changes in my skin care I haven't added anything, but I've taken a few things away at some point in the video I'm going to put some before and after footage and the one of them I know is from four years ago comparing my skin to I think it was the 10th of September and I'm going to point out some changes later on in the video But before I talk about anything else I wanted to let you know that I eat a very healthy diet. I sleep very well and I drink plenty of water I really do take care of myself. My skin is still normal It's neither oily nor dry and as and as of yet, I don't have any brown age spots, but Today I am 66 and tomorrow I will be 67. So I don't know when those will come So my skin care does not consist of products that deal with age spots with the brown spots So Jim and I have basically been in since March 11th We don't go out to eat. We stay at home And I thought it was a good time for me to experiment with the skin care that I was using. I cannot tell you how many companies Want to send me their products and I think that's really a good thing But I've only tried a few products from one company in the last couple of years I just want to make my skin care as simple as I possibly can and To be as effective as it can without having any type of procedures or spa treatments or or anything like that The only thing I use that is medical grade is retin A and that's the only Product that I really go by the claims it my skin likes retin A I know some people it doesn't the rest of the products I use are trial and error and I am my own guinea pig before I go on I want I'm going to link some videos below that I think are Kind of important, especially if you're new into skin care tretinoin retin A I've had so many people comment and say I wish I would have watched this before I started my skin care Because it is a gradual journey You don't ever want to start skin care where somebody already is because I've been using retin A now for over Six years, so I had to gradually work my way up to that point I do realize everything that I do is temporary Retin A dermarolling if I quit doing those things I don't think I would lose the progress I made but it would just start naturally Wrinkling and sagging more than it already is and in my head I think I would start seeing the difference in three or four months in my skin if I quit using retin A and one of these days I might but I'm just not ready to do that yet I am not an authority on anything the only thing I am a thought an authority on is is how my skin reacts to All different things and I do know my skin and I examine it every day toward the end of March I just started looking at every product I used and I want to use the least amount of products with them Most maximum benefits is what I want to do. I'm a slacker, you know that there were two products I was not willing to give up in the morning, and it is my it miracle water. I opened this on September 5th 2019 It's already been 13 months, and I still have that much left. I use this After I just cleansed my face with a washcloth a cheap nubby washcloth And then I go into my dressing room and I put this on a one-quarter of a shishado pad So I do this every day and consistency is a key But this is one thing that I do every single day And I knew I did not want to quit using the skin diva the 20% are garling with Matrixle 3000 this is the one I use one drop a day, and I just use it here Here and in here, and I opened this one on March 15, 2020 So I've got a whole lot left using one drop a day. It does last a long time So those were the only two products that I was going to not test and when I removed something I continued using everything else I jotted everything down in a little calendar because I didn't want to I wanted to make notations on April 1st. I decided I was going to continue doing my skin care the way I'm doing it and I will put a link to that video I'll put it up here, and I'll put it below because There's no need for me to go over everything I do if you're interested in my skincare I'll leave that link below, and I'll put a card above and I will buy there's two brands. I will buy first Vitamin C and that's a timeless and this is a pump this one is empty and I like it really well. It's the only thing I use every day that I keep in the refrigerator, and I also Have that one from Skin Diva, and I'm gonna put in front of me. I'm gonna put the ingredients they are identical And what I do is I just cut the box off and put a little tape around it and set this in my refrigerator and when I when I'm using this when I take it out I Open it up and that way. I don't spill it. I keep it in here But I will tell you after let's see From the first to the 16th of April. I didn't use any on the left side of my face and This spot right here got darker I could tell my skin didn't look as it did not look as youthful It didn't glow and I I believe it helps with my exfoliation and today. I have on absolutely no makeup I have on lipstick mascara and navy eyeliner I don't they don't even have my skincare on because it's a bright sunny day And I wanted you to see my skin as clearly as I can show it to you So I knew that I wanted to continue with the timeless vitamin C So my next step was to try something on my right side. So on April 19th I quit using the bye-bye under eye eye brightening cream and this one I opened on March 25th And I love this and within one week I knew I wanted to go back to using this my eye didn't look my eyes didn't look as bright Well, my eye didn't look as bright this eye looked Good because I was putting it on every day and something I've really been trying to do is make sure I put it up in here and I only use this underneath my eye I Don't put it on my lid, but within a week. I knew I needed this so this one is staying Now during my nighttime routine there were two things that I wasn't willing to do without and one of them is the timeless Hydrating eye cream. I've used this. I think it'll be five years next April that I've used this every single night I used to use it in the morning, but after I do my retin A I'll go in and I'll put this all underneath my eyes on my eyelids and I just it's just works really really well for me this I opened on July 11th 2020 and I always get six months because I only use about a half of a pump I use a very small amount, so I didn't want to do without that and Last February when I was doing my skincare update. I had added the it cosmetics Confidence in an eye cream and I was thinking back then I thought I'm gonna be trying this to see because you know I am getting older all the time and I thought and I'm somebody that does believe in eye cream Just based on my experience. Yeah, maybe I could put it all over my face, but I'm not gonna do that that I quit using this on May 3rd and I did it on my left eye and I didn't use it for three weeks and I It did when doing anything for me. I don't have a lot of it left So I'm gonna finish this up, but I'm not gonna be repurchasing anymore the thing that's interesting I haven't liked any of the it confidence in an eye cream in a neck cream in a moisturizer The only thing I ever liked from the confidence line was their confidence in a compact. It was like a cream Foundation but those products just never did do anything for me, but I was really hopeful for this But so I haven't added another cream over this yet as the winter approaches. I may use my secret sauce I may use that bye bye under eye eye brightening cream, but I'm just kind of good for right now on June 7th.  I use the dermatology Tented moisturizer. I use this on my left side of my face and after three weeks. I could see no difference I haven't been using the benigma. It's still it's outside in my refrigerator. I have an unopened jar But this tinted moisturizer from dermatology really has it's kept it looking the same This is a whole lot more expensive than this is so I am going to I quit using this I'm going to use it on my neck. I'm going to use it other places. I'm not going to waste it But I really do like the dermatology and I open this on June 20th I really think it's a good product. It's good to wear under makeup It's good to just use as a tinted moisturizer I never use the amount recommended, but I protect my face in other ways. I wear a hat. I wear glasses. I wear Other sunscreen, but in july I decided that I was going to in the morning I wasn't going to use hyaluronic acid and that lasted about three days because my skin really likes hyaluronic acid And then I decided I wasn't even going to try not using the matricul 3000 I use both of those from timeless. I just use this old bottle Washed it out cleaned it and put half hyaluronic acid and half matricul 3000 And it has worked great for me because what I did I'd usually put my Matricul 3000 or either one it didn't really matter to me which one I put first But I would immediately go in with the other so I haven't seen any difference, but my skin does like this So I was okay with what I was using. I paired it down some So one day I went to use my ordinary AHA 30 BHA 2 I have never used more than this much for an application I always it's after I cleanse my face and my face is really dry Every other sunday I would use this and I put on a very sheer coat And it literally burned my face.  So what I'm doing for exfoliation. I'm not using glycolic acids. I'm not using AHAs BHAs I'm counting on Shaving my face every other day using my nubby washcloths in the mornings The retinae that I use I think all those things exfoliate my face But I still use an enzymatic peel a fruit enzyme peel and I will list some below that I've used right now I have one. It's a Oriental and it is a fruits peeling jelly I have been so pleased with those and they're so gentle They they they just slough off any dead skin and then plus by shaving every other week It keeps the dead skin at bay and my preference for a razor. I don't buy any big expensive kind I use this shishado. I like the way that it is angled And it never has cut me. I've had others that have cut me And I usually I think I usually get about two or three uses of this when I'm done I clean it with an alcohol pad and I kind of like they used to do with knives You know, I do it on a piece of denim and it works fine. So I usually get two to three uses of this So there are three products that I will no longer be using I have the video I filmed today and the insert of the videos and also The photos were all done in natural light This photo was taken in july 2014 before I started retinae I was wearing foundation and lipstick, but I had on no eyeliner. So this is my before picture I usually consider when I compare other photos in the future On this second picture, this is a six year comparison The biggest difference I see is the increased amount of eyelid space My eyes are not nearly as hooded And the only thing I can really contribute this to Is using retinae because I really haven't done anything else on this comparison photo The one on your left was taken four years ago and it was two years after I began using retinae The biggest difference I can see is the browns round scar It's on my upper right cheekbone below my eye It is so much darker Than it is now And I attribute this to retinae and the vitamin c plus e plus rubric acid That spot is definitely lighter And in the last photo Even though I am 15 pounds lighter In my recent photo on your right My under-eye wrinkles are much better now than they were Four years ago I do not apply retinae close to my eyes But I really do think my eye cream has been very beneficial And along with that, you know drinking plenty of water Eating well and and protection protecting your face from the sun I haven't added any products, but I have Increased my dermaroline. So on september 13th That's why I did the picture here because I wanted to keep that and compare it to how see how it does later Is when I started using the derma roller all over my face prior to this, I just had used it here here Here eyebrows lips and and so but I'm doing it full force and what I do I set my timer for five minutes It seems like I can get through all the places in about three and then I just go down and down and across I don't try to do it every which way. I just know I'm getting little tiny holes in my skin And we'll just see what that looks like. We'll see what that turns out The first sunday of the month. I use the 0.5 millimeter And the rest of the sundays I do the 0.25 I buy mine from skin diva Jen amber does have good hers are very good. They're very similar to this They're just usually more expensive. I can get 20 off But I really do prefer the real needles And I'll put a picture here of real needles versus disc and these are real needles And if you're still here, this is going to be a giveaway And I contacted timeless and I contacted skin diva And timeless is going to give away two gift box. It's going to have the vitamin c plus e plus ferulic acid It has the hyaluronic acid matrix of 3000 hydrating eye cream and the squalane So that's going to be given to two people And skin diva is giving away a derma roller of your choice Either the 0.25 or the 0.5 They're the their matrixal 3000 and their vitamin c plus e plus ferulic acid So I'm going to have three winners and in order to be in this giveaway You just need to be subscribed to my channel before before this video goes live be 18 years old or older This is open internationally In the comment section, you just need to say either timeless or skin diva And I'll put their names up here And just whatever you want put that first and because this is a giveaway. I cannot answer any questions I can't leave comments, but go to any video that I've done it before and you know, I'll get back to you This will be I'll close it in three days And the winners will be announced in my very next video And that'll either be next Sunday or the next Sunday. I think I'm going to be doing every other week for a while It is all good. I want you to I want to thank you for hanging in there with me. It's been an interesting time I will see you in my next video and you all take care And today I'm going to be talking talk about but um and I thought I would really want to see And I knew I did not want to And I was good with that I haven't added any products, but I have So the first


CHAPTER XXI Next morning early Dolly left Coombe Neville on her way to London. When she reached the station Walter was on the platform with a bunch of white roses. He handed them to her deferentially as she took her seat in the third-class carriage. And so sobered was Dolly by this great misfortune that she forgot even to feel a passing pang of shame that Walter should see her travel in that humble fashion. Remember, he whispered in her ear as the train steamed out, we are still engaged, I hold you to your promise.  Not now, she answered, I must wait till I know the truth. It has always been kept from me, and now I will know it. She had not slept that night. All the way up to London she kept turning her doubt over. The more she thought of it, the deeper it galled her. Her wrath waxed bitter against her manyer for this evil turn she had wrought. The smouldering anger of years blazed forth at last. Had she blighted her daughter's life and spoiled so fair a future by obstinate adherence to those preposterous ideas of hers?  At best she had felt towards her that contemptuous toleration which inferior minds often extend to higher ones. And now why she hated her. In London, as it happened, that very morning, Herminia walking across Regent's Park had fallen in with Harvey Kiniston, and their talk had turned upon this self-same problem. What will you do when she asks you about it as she must sooner or later? The man inquired. And Herminia, smiling that serene sweet smile of hers, made answer at once without a second's hesitation. I shall confess the whole truth to her. But it might be so bad for her, Harvey Kiniston went on. And then he proceeded to bring up in detail casuistic objections on the score of a young girl's modesty, all of which fell flat on Herminia's more honest and consistent temperament. I believe in the truth, she said simply, and I'm never afraid of it. I don't think a lie or even a suppression can ever be good in the end for any one. The truth shall make you free. That one principle in life can guide one through everything. In the evening, when Dolly came home, her mother ran out proudly and affectionately to kiss her. But Dolly drew back her face with a gesture of displeasure, nay, almost of shrinking. Not now, mother! she cried. I have something to ask you about. Till I know the truth, I can never kiss you. Herminia's face turned deadly white. She knew it had come at last. But still she never flinched. You shall hear the truth from me, darling, she said, with a gentle touch. You have always heard it. They passed under the doorway and up the stairs in silence. As soon as they were in the sitting-room, Dolly fronted Herminia fiercely. Mother! she cried with the air of a wild creature at bay. Were you married to my father? Herminia's cheek blanched, and her pale lips quivered as she nerved herself to answer. But she answered bravely, No, darling, I was not. It has always been contrary to my principles to marry. Your principles! Delora's echoed in a tone of ineffable scorn. Your principles! Your principles! All my life has been sacrificed at you and your principles! Then she turned on her madly once more. And who was my father? She burst out in her agony. Herminia never paused. She must tell her the truth. Your father's name was Alan Merrick, she answered, steadying herself with one hand on the table. He died at Perugia before you were born there. He was a son of Sir Anthony Merrick, the great doctor in Harley Street. The worst was out. Dolly stood still and gasped. Hot horror flooded her burning cheeks. Illegitimate! Illegitimate! Dishonored from her birth. A mark for every cruel tongue to aim at. Born in shame and disgrace. And then to think what she might have been but for her mother's madness. The granddaughter of two such great men in their way as the Dean of Dunwich. And Sir Anthony Merrick. She drew back all aghast. Shame and agony held her. Something of maiden modesty burned bright in her cheek and down her very neck. Red waves coursed through her. How on earth after this could she face Walter Bridges? Mother! Mother! She broke out sobbing after a moment's pause. Oh, what have you done? What have you done? A cruel, cruel mother you have been to me. How can I ever forgive you? Her many a gaze at her appalled. It was a natural tragedy. There was no way out of it. She couldn't help seizing the thing at once in a lightning flash of sympathy from Dolly's point of view, too. Quick womanly instinct made her heart bleed for her daughter's manifest shame and horror. Dolly! Dolly! The agonized mother cried, flinging herself upon her child's mercy as it were. Don't be hard on me! Don't be hard on me! My darling! How could I ever guess you would look at it like this? How could I ever guess my daughter and his would see things for herself in so different a light from the light we saw them in? You had no right to bring me into the world at all! Dolly cried, growing fiercer as her mother grew more unhappy. If you did, you should have put me on an equality with other people. Dolly! her many a moaned, wringing her hands in her despair. My child, my darling! How I have loved you! How I have watched over you! Your life has been for years the one thing I had to live for. I dreamed you would be just such another one as myself, equal with other people. Why, I thought I was giving you the noblest heritage living woman ever yet gave the child of her bosom. I thought you would be proud of it, as I myself would have been proud. I thought you would accept it as a glorious birthright, a supreme privilege. How could I foresee you would turn aside from your mother's creed? How could I anticipate you would be ashamed of being the first free-born woman ever begotten in England? It was a blessing I meant to give you, and you have made a curse of it. You have made a curse of it! Dolores answered, rising and glaring at her. You have blighted my life for me! A good man and true was going to make me his wife! After this, how can I dare to palm myself off upon him? She swept from the room. Though broken with sorrow, her step was resolute. Her miniature followed her to her bedroom. There Dolie sat long on the edge of the bed, crying silently, silently, and rocking herself up and down like one mad with agony. At last, in one fierce burst, she relieved her burdened soul by pouring out to her mother the whole tale of her meeting with Walter Bridges. Though she hated her, she must tell her. Her miniature listened with deep shame. It brought the colour back into her own pale cheek, to think any man should deem he was performing an act of chivalra self-devotion in marrying Herminia Barton's unlawful daughter, Alan Merrick's child, the child of so many hopes, the baby that was born to regenerate humanity. At last, in a dogged way, Dolie rose once more. She put on her hat and jacket. Where are you going? her mother asked, terrified. I am going out, Dolores answered, to the post, to telegraph to him. She worded her telegram briefly but proudly. My mother has told me all. I understand your feeling. Our arrangement is annulled. Goodbye. You have been kind to me. An hour or two later a returned telegram came. Our engagement remains exactly as it was. Nothing is changed. I hold you to your promise. All tenderness messages, letter follows. That answer calmed Dolie's mind a little. She began to think, after all, if Walter still wanted her. She loved him very much. She could hardly dismiss him. When she rose to go to bed, Herminia, very wistful, held out her white face to be kissed as usual. She held it out tentatively. World trembled in the balance. But Dolie drew herself back with a look of offended dignity. Never! she answered in a firm voice. Never again, while I live. You are not fit to receive a pure girl's kisses. And two women lay awake all that ensuing night, sobbing low on their pillows, in the marily-bone lodging-house. End of Chapter Twenty-One Chapter Twenty-Two of The Woman Who Did This LibriVox recording is in the public domain. Recording by Ruth Golding The Woman Who Did by Grant Allen Chapter Twenty-Two It was half-past nine o'clock next morning, when the man servant at Sir Anthony Merrick's in Harley Street, brought up to his master's room a plain handwritten card, on which he read the name Dolores Barton. Does the girl want a black mail me? Sir Anthony thought testily. The great doctor's old age was a lonely and assorted one. He was close on eighty now, but still to this day he received his patients from ten to one, and closed his shriveled hand with a clutch on their guineas. For whom nobody knew, Lady Merrick was long dead, his daughters were well married, and he had quarrelled with their husbands. Of his two younger sons, one had gone into the fusiliers and been speared at Suwakim, the other had broken his neck on a hunting field in Warwickshire. The old man lived alone and hugged his money-bags. They were the one thing left for which he seemed to retain any human affection. So when he read Dolly's card, being by nature suspicious, he felt sure the child had called to see what she could get out of him. But when he descended to the consulting room with stern, set face, and saw a beautiful girl of seventeen awaiting him, a tall, sunny-haired girl with Alan's own smile and Alan's own eyes, he grew suddenly aware of an unexpected interest. The sun went back on the dial of his life for thirty years or thereabouts, and Alan himself seemed to stand before him. Alan, as he used to burst in for his holidays from Winchester. After all, this pink rosebud was his eldest son's only daughter. Chestnut hair, pearly teeth, she was Alan all over. Sir Anthony bowed his most respectful bow with old-fashioned courtesy. And what can I do for you, young lady? He asked in his best professional manner. Grandfather! the girl broke out, blushing red to the ears, but saying it out nonetheless. Grandfather, I'm your granddaughter, Dolores Barton. The old man bowed once more, a most deferential bow. Strange to say, when he saw her, this claim of blood pleased him. So I see my child, he answered, and what do you want with me? Knew it last night. Dolly went on, casting down those blue eyes in her shame-faced embarrassment.  That's prompt. The old man replied, with a curious smile, half suspicious, half satisfied. From whom, my little one? And his hand caressed her shoulder. From my mother, Dolie answered, blushing still deeper crimson. From the mother who put this injustice upon me. From the mother who, by her own confession, might have given me an honourable birthright, like anyone else's, and who cruelly refused to. The old man eyed her with a searching glance. Then she hasn't brought you up in her own wild ideas. He said, she hasn't dinged them into you. She has tried to, Dolie answered, but I will have nothing to do with him.  Sir Anthony drew her forward and gave her a sudden kiss. Her spirit pleased him. That's well, my child, he answered. That's well for a beginning. Then, Dolie, emboldened by his kindness, for in a moment somehow she had taken her grandfather's heart by assault, began to tell him how it had all come about. How she had received an offer from a most excellent young man at Croom Mary in Dorseture. Very well connected, the squire of his parish. How she had accepted him with joy, how she loved him dearly. How this shadow intervened. How thereupon for the first time she had asked for and learned the horrid truth about her parentage. How she was stunned and appalled by it. How she could never again live under one roof with such a woman. And how she came to him for advice, for encouragement, for assistance. She flung herself on his mercy. Every word she spoke impressed Sir Anthony. This was no mere acting, the girl really meant it. Brought up in those hateful surroundings innate purity of mind had preserved her innocent heart from the contagion of example. She spoke like a sensible, modest, healthy English maiden. She was indeed a granddaughter any man might be proud of. To as clear as the sun in the London sky to Sir Anthony that she recoiled with horror from her mother's position. He sympathised with her and pitied her. Dolores, all blushes, lifted her eyelids and looked at him. Her grandfather drew her towards him with a smile of real tenderness. And unbending as none had seen him unbend before since Alan's death, told her all the sad history as he himself envisaged it. Dolores listened and shuddered. The old man was vanquished. He would have taken her once to himself, he said, if Herminia had permitted it. He would take her to himself now, if Dolores would come to him. As for Dolly, she lay sobbing and crying in Sir Anthony's arms as though she had always known him. After all, he was her grandfather, nearer to her in heart and soul than her mother. And the butler could hardly conceal his surprise and amazement when three minutes later Sir Anthony rang the bell and, being discovered alone with a strange young lady in tears, made the unprecedented announcement that he would see no patients at all that morning and was at home to nobody. But before Dolly left her newfound relations house, it was all arranged between them. She was to come there at once as his adopted daughter, was to take and use the name of Merrick, was to see nothing more of that wicked woman, her mother, and was to be married in due time from Sir Anthony's house and under Sir Anthony's auspices to Walter Bridges. She wrote to Walter then and there from her grandfather's consulting room. Numb with shame as she was, she nerved her hand to write to him. In what most delicate language she could find, she let him plainly know who Sir Anthony was and all else that had happened. But she added at the end one significant clause. While my mother lives, dear Walter, I feel I can never marry you. CHAPTER XXIII When she returned from Sir Anthony's to her mother's lodgings, she found her miniature very pale in the sitting-room waiting for her. Her eyes were fixed on a cherished auto-type of a Pintorikia at Perugia, Alan's favourite picture. Out of her penury she had bought it. It represented the Madonna bending in worship over her divine child and bore the inscription Quem genuit adoravit. Herminia loved that group. To her it was no mere emblem of a dying creed, but a type of the eternal religion of maternity. The mother adoring the child. Twas herself and Dolly. Well, Herminia said interrogatively as her daughter entered, for she half feared the worst. Well, Dolores answered in a defiant tone, blurting it out in sudden jerks, the rebellion of a lifetime finding vent at last. I've been to my grandfather, my father's father, and I've told him everything, and it's all arranged, and I'm to take his name, and I'm to go and live with him.  My child! my child! Are you going to leave me? It's quite time. Dolly answered in a sullen, stolid voice. I can't stop here, of course. Now I'm almost grown up and engaged to be married, associating any longer with such a woman as you have been. No right-minded girl who respected herself could do it. Herminia rose and faced her. Her white lips grew livid. She had counted on every element of her martyrdom, save one. And this, the blackest and fiercest of all, had never even occurred to her. Dolly! she cried. Oh, my daughter, you don't know what you do. You don't know how I've loved you. I've given up my life for you. I thought when you came to woman's estate and learned what was right and what wrong, you would indeed rise up and call me blessed. And now! Oh, Dolly! this last blow is too terrible.  I can't go on out living it. You will, Dolly answered.  But I wrote to Walter from Sir Anthony's this morning, and told him I would wait for him if I waited for ever. For, of course, while you live, I couldn't think of marrying him. I couldn't think of burdening an honest man with such a mother-in-law as you are. Herminia could only utter the one word. Dolly! It was a heart-broken cry, the last despairing cry of a wounded and stricken creature. End of Chapter 23 That night, Herminia Barton went up sadly to her own bedroom. It was the very last night that Dolores was to sleep under the same roof with her mother. On the morrow she meant to remove to Sir Anthony Merrick's. As soon as Herminia had closed the door, she sat down to her writing-table and began to write. Her pen moved of itself. And this was her letter. My darling daughter! By the time you read these words, I shall be no longer in the way to interfere with your perfect freedom of action. I had but one task left in life to make you happy. Now I find I only stand in the way of that object. No reason remains why I should endure any longer than is fortune of living. My child! My child! You must see, when you come to sink it over at leisure, that all I ever did was done up to my lights to serve and bless you. I thought, by giving you the father and the birth I did, I was giving you the best any mother on earth had ever yet given her dearest daughter. I believe it still, but I see I should never succeed in making you feel it. Accept this reparation. For all the wrong I may have done, all the mistakes I may have made, I sincerely and earnestly employ your forgiveness. I could not have had it while I lived. I beseech and pray you to grant me dead, what you would never have been able to grant me living. My darling, I thought you would grow up to feel as I did. I thought you would thank me for leading you to see such things as the blind world is incapable of seeing. There I made a mistake, and sorely am I punished for it. Don't visit it upon my head in your recollections when I can no longer defend myself. I set out in life with the earnest determination to be a martyr to the cause of truth and righteousness as I myself understood them. But I didn't foresee this last pang of martyrdom. No soul can tell beforehand to what particular cross the blind chances of the universe will finally nail it. But I am ready to be offered, and the time of my departure is close at hand. I have fought a good fight. I have finished my course. I have kept the faith I started in life with. Nothing now remains for me but the crown of martyrdom. My darling, it is indeed a very bitter cup to me that you should wish me dead. But tis a small thing to die, above all for the sake of those we love.  Knowing that by doing so I can easily relieve my own dear little girl of one trouble in life, and make her course lie henceforth through smoother waters. Be happy. Be happy. Goodbye, my dolly. Your mother's love go forever through life with you. Burn this blurred note the moment you have read it. I enclose a more formal one, giving reasons for my act on other grounds, to be put in, if need be, at the coroner's inquest. Good night, my heart, darling.  Oh, dolly, my dolly, you never will know with what love I loved you. When she had finished that note and folded it reverently with kisses and tears, she wrote the second one in a firm hand for the formal evidence. Then she put on a fresh white dress, as pure as her own soul, like the one she had worn on the night of her self-made bridal with Alan Merrick. In her bosom she fastened two innocent white roses from Walter Bridge's bouquet, arranging them with studious care very dangerly before her mirror. She was always a woman. Perhaps, she thought to herself, for her lover's sake, my dolly will kiss them. When she finds them lying on her dead mother's breast, my dolly may kiss them. Then she cried a few minutes very softly to herself. For no one can die without some little regret, some consciousness of the unique solemnity of the occasion. At last she rose and moved over to her desk. Out of it, she took a small glass-stoppered file that a scientific friend had given her long ago for use in case of extreme emergency. It contained prusic acid. She poured the contents into a glass and drank it off. Then she lay upon her bed, and waited for the only friend she had left in the world, with hands folded on her breast, like some saint of the Middle Ages. Not for nothing does blind fate vouchsafe such martyrs to humanity. From their graves shall spring glorious the church of the future. When Dolores came in next morning to say good-bye, she found her mother's body cold and stiff upon the bed, in a pure white dress, with two crushed white roses just peeping from her bodies. Herminia Barton's stainless soul had ceased to exist, for ever.


working for CIRAD within CoISA and I will start now my presentation straight away. I'm based in Mozambique at the University of Eduardo Mondlan, so what I wanted to take you through with this presentation, building on what Salome just presented, is to begin the road to deconstruct your representation of the One Health concept from Nohoun and start thinking differently, especially about the integration of the environmental health sector within the One Health concept. And I will hand it by taking one example of ecosystem health approach that we are doing here in this area in one game. So, as you know, the One Health concept has been here for the past 15 years or so. It has been evolving a lot. Many different institutions, international organizations have come up with different graphical representation of the concept. But basically it is an approach that started through the collaboration between the human health sector and the veterinary sector. And clearly we all recognized through, I mean in the 12 countries of CoISA that the environmental health sector is not well integrated and well represented in the One Health platform initiative existing in the countries. So, the classic representation of the One Health concept is a three-component graphic like this, with the first component being the human health component. We're talking about the health of individuals, of population, and as Salome just said, we're also talking about the well-being and mental health of people. The second component is the animal health component. And it deals with domestic animals, production animal health, with pet health, with sometimes wildlife health, but sometimes wildlife is somewhere else. And we can also talk about animal production system health. And then we come to the last component. So, even its definition, its wording varies from one representation to another. It can be called environmental health. It can be called ecosystem health. We like to call it social ecological system health, but you have more simplistic representation where the third component is just wildlife health. So, there have been some hill definition of that third component and that issue has come up with the fact that environmental health historically has not been well integrated into the One Health concept. And of course, we'll be hearing about in the next day and a half about plant health, crop health, soil health, either some concept about water health. Where does it fit into that picture? Okay. So, one of the work that we would like you to go through is really to try to, with all the information that you will get in the coming day, days, is to deconstruct that representation and try to make your own representation. It doesn't have to be a common one because the contexts are different, but just to brainstorm and start reorganizing those thoughts. Hopefully, luckily, sorry, a couple of years ago, the Quadripartite, so FAO, WUHA, the World Organization for Animal Health, WHO and UNEP, came up thanks to the support of the One Health high-level expert panel with a new definition of One Health. And we are lucky because we have two representatives of the Quadripartite. We have Lillian from MUHA and we have Mark from FAO that are here with us today. I will not go deeply into the presentation of that new definition, but basically what it says, okay, what it says is that on the left-hand side, you need to promote intersectoriality and interdisciplinarity across the different sectors and that those processes need to be applied from the local to the national, to the regional and even to the global level in order to achieve that One Health. This needs to take into account inclusivity, equity and access and through the development of soft skills around collaboration, communication, coordination and capacity building, you can develop, you can deliver a One Health approach which is healthy animals, healthy humans within healthy ecosystems. So I would like you to also consider the fact that even if One Health is defined at international level, you will need to think about how it is relevant in your own specific context. So Eastern and Southern Africa are context-specific. You have your own ecosystems, a lot of savannas for example, your own culture. You just said about wildlife, very healthy wildlife populations and some good economic return for that for some of the countries. Specific institutions, specific people and therefore what means One Health for each of your own country and how will you, on which aspect will you need to emphasize in order to deliver a relevant One Health in your country. And for example, the wildlife, livestock, human interfaces in savanna ecosystem is something that is very specific to Eastern and Southern Africa and I just want to mention that these pictures were taken 20 years ago in the Garaysa district in Kenya and I'm mentioning that because we were capturing those war talks with Francis who is here and so I just wanted to mention that. So if I come back to the WHO definition that Salome just presented and the two components that he mentioned, so what we can call the biomedical component which is the absence of diseases for humans and the holistic component which is mental health and well-being, I would like to emphasize the two narrative that she mentioned that are very important about when we talk about health, that negative narrative about the first component fighting against disease, eradicating symptoms, etc. and the more positive narrative that can come out from the second component. So from those of you who were here in Pretoria, I tried to apply in Pretoria that definition of human health to non-human animals. And you remember that table, I will just go through the last part which talked about what health, free roaming wildlife. So if you apply the biomedical component to free roaming wildlife, you don't want to eradicate all the disease from wildlife because wildlife in interaction with pathogens that create disease and disease have a strong influence on the regulation of wildlife population as much as predation, for example, regulate wildlife population. So you have natural disease dynamics that you don't want to interfere with. And so that leads to some disciplines such as disease ecology, evolutionary biology and many other type of disciplines. If you think about the holistic component, now you're talking more about viable wildlife population or wildlife communities. And here you talk about disciplines about animal welfare but especially conservation science and wildlife management sciences. So I tried for today to apply that human health two components concept to ecosystem. So it's just ideas and please don't use that as a definition. So I tried first to apply it to ecosystem health. So here the level of intervention is not any more population or individual in the ecosystem. And what you want to maintain and to nurture are natural ecological dynamics and functional natural processes which go to all the ecological sciences. And so and if you want to apply it to the holistic component here, it's more about sustainability and resilience of ecosystems. And the discipline associated to that are environmental and sustainability science. I tried finally to apply it to social ecological system health. Here we mean that we assume that all ecosystems are interfered by humans. Let's take the example of Wange National Park just here. Wange National Park some 50 or 60 years ago. Park management created some artificial boreholes to provide water for wildlife. So even that what it looks like a very natural ecosystem has been impacted by human management. So social ecological system health here we work at the scale of the landscape of territory. So it will be Wange National Park and its periphery and the communal land around. And when we talk about the biomedical component we will talk about the coexistence between people and nature. And here we talk about range land, wildlife management, human wildlife conflicts, natural resource management. And applying the holistic component to this would be more towards good quality of life for people, animals and nature. And you can see the link with what Salome has presented before. And here there is a strong need to have the social sciences involved in order to have some participatory processes and to say in ability sciences. So this is just to show you the range of disciplines that are needed if you want to talk about ecosystem health and or social ecological system health. And so those disciplines corresponds to stakeholders that are in institutions that you will need to engage with if you want those aspects to be tackled in your one health approach. So from now on I would like you to start your road towards a better integration of environmental health in the one health concept. And so starting from that presentation to go somewhere else. And one example that I wanted to show you is as a good example of social ecological system health is starting where we are in the Wange National Park. You need to know that that specific park and its periphery belongs to a trans frontier conservation areas which are within Sadek. You have 18 of them. Those are matrices of protected areas, different types of protected areas, transnational. But associated with communal land like the small scale farmers that you've seen on your way down here. But also cities like Victoria Falls, the mines that you have seen. Those are huge very complex land use systems. And those TFCA's have been funded with two objectives at the same level, biodiversity conservation and local development and well-being. And if you see the big one, the largest one in the middle, I will zoom in now because that's where we are currently. A gift mentioned that. We are in the Cavango Zambese or Casa TFCA. It's five country. It's the size of Spain. It's 2.7 million people. And it's the largest population of elephants in Africa, 250,000 elephants in that area. You can see the connection between very different types of protected areas. But in between you have large extensive tracts of communal lands and other types of land users. And in southern Africa, we can say that wildlife conservation is very successful. Wildlife population are in very good shape. So the first objective of TFCA is achieved. But in terms of local livelihoods and well-being, this is not the case. And this is the type of research that we, and research action that we try to develop in this ecosystem. So we are right here now. And so here we have, with all the partners, we have a research station that's been going on for more than 20 years. So there are two things that I want you to remember. The first one is the zone atelier. So we are in the zone atelier Wange. It's a long-term socio-ecological research platform. And the zone atelier belongs to the research platform production and conservation in partnership, which is an association 17 years old between Zimbabwean and French research organization. But recently Mozambique, Botswana, Zambia, and South Africa have joined the platform, sorry. And some of the multipliers belong to this platform. So it's a lot of different institutions together. And what we have, the vision that we have developed a couple of years ago through an internal review, is that we do research and research action towards self-sustaining and functional socio-ecological systems for the betterment of life of people and animals within southern African protected areas and their periphery in 10 to 15 years. And we do that through wide network of partners. Some of them are here today. All the universities in Zimbabwean University that are in the region through development or research projects. And of course with a lot of engagement with local communities and trying to promote and facilitate the relationship between park and local communities and influencing even the Wangge National Park General Management Plan, trying to introduce a section about the relationship between the park and local communities. So we have a lot of young researchers, researchers, partners, NGOs, institutions that are here today. Please talk with them. They are very knowledgeable about this area. And yes, I think it was a perfect example to be here with that kind of landscape health approach that we are developing in this area.


For more videos on people's struggles, please subscribe to our YouTube channel. More than 10,000 children have been killed or injured in war-torn Yemen, according to a statement released on October 20th by UNICEF. Latest UN figures state that a total of 3,455 children were killed and more than 6,600 wounded in the fighting in Yemen between March 2015 and September 2021. Terming it a shameful milestone, UNICEF spokesperson James Elder said that the figure amounts to four children dying or being wounded every day in the Yemen conflict. Getting worse Yemen's humanitarian crisis, the world's worst, represents the tragic convergence of four main factors, a violent and protracted conflict, economic devastation, social services on the brink of collapse, that's health, nutrition, water, sanitation, education, protection, and a critically underfunded UN system. At current funding levels and without an end to fighting, UNICEF simply cannot reach all these children. There's no way to say this simply without international support, more children, those who bear absolutely no responsibility for this conflict will die.  The statement noted that four out of every five children are in need of humanitarian assistance, which is estimated to be around 11 million children. 400,000 children suffer from severe acute malnutrition and more than 2 million are out of school. Another 4 million are at risk of dropping out. Almost two-thirds of all the teachers in the country have not received salaries for over four years, a direct result of the Yemeni economy collapsing due to the war. Since 2015, the GDP of the country fell by over 40%. Overall, the number of people who don't have regular access to safe water, sanitation, and hygiene has crossed 15 million, according to UN data. More than 80% of the population, approximately 20 million, is now dependent on international humanitarian aid for day-to-day survival. An estimated 4 million of them are internally displaced. These factors have contributed immensely to the rising death toll in the country, which has already crossed 230,000. The war in Yemen began in 2014 after the Houthis took over much of the north of the country, including capital Sanaa, and drove out the western and Saudi-backed Yemeni government. The war took a deadlier turn with the Saudi-led Gulf Coalition's military intervention in Yemen in March 2015. Indiscriminate airstrikes launched into Yemen by the coalition, many of them on heavily civilian-populated areas caused massive death and destruction. Of the approximately 22,000 air and drone strikes, many ended up targeting and demolishing schools, hospitals, refugee camps, and factories, and killed thousands of Yemeni civilians.


Welcome from wherever you are. I'm Tairu Asan, the director of Brightline Initiative and Brightline is a project management institute initiative dedicated to help organizations and executive bridge the gap between strategy design and strategy delivery. How do you take ideas and do you transform them into reality? Today, we are privileged to have Terence Maury with us. Terence is the founder of Hack Future Lab, a global management think tank that helps leaders to navigate deep uncertainty and complex future. He has been described as an outspoken influential speaker on the future of leadership by Thinkers 50, and he holds entrepreneur in residence roles at MIT and London Business School. His new book, if you haven't seen it, The 3D Leader, Take Your Leadership to the Next Dimension has been shortlisted for the CMI Business Book of the Year. Congratulations Terence. Thank you very much, Tairu. Excellent. So we are here today with a special theme, and our theme is about the five tips for transforming leadership now. So we're talking about now, not tomorrow. And as you know, new future is on the horizon. And one that we know is different from what the world was before. It would be more turbulent. It is less predictable. It is more complex. It is less simple, more varied, and less knowable. It doesn't help really that our minds and brains are hardwired to dislike uncertainty. And so sometimes we tend to avoid it. And as this restless future takes shape, there is no room for anyone to cling to the past. The question that is before us, will we watch the world change around us? Or will we be the one leading it? The future journey and the future leadership journey really needs a compass. It needs a compass to allow us to navigate, change, and to move organizations in the future. And we are fortunate again to have Terence who will guide us on the journey to reimagine relevancy across leadership and ultimately how to turn uncertainty into action. So I'll give the floor to Terence, who will go through the presentation and to what they end through this conversation, to what they end will make some room for Q&A to take the audience question, because we want to hear from you. We want to engage with you. And we want you to have the best experience as part of this discussion. Terence, whenever you're ready, the floor is yours. Thank you, Tyrone, for the warm introduction and a warm welcome to everybody. Today I want to give you the equivalent of a double espresso to challenge your thinking and to get you thinking about reimagination as the new execution. Change that used to happen as a breeze. Now it feels like a category five typhoon. Over the last 18 months, everything changed, the office changed, technology changed, people changed, and our priorities changed. So the question is, do you watch the world change around you, or will you be the one leading it? What questions do you want to be remembered for? What's the bravest question you can ask today? I believe to create a fearless culture, a culture of innovation, a culture of courage, questions are the answer. And questions are actually one of the most underrated tools in the leader's toolbox. So what questions do you want to be remembered for? If you stop for three minutes every day to ask new types of questions, new questions to old problems, new questions to new problems, that's 24 hours of new questions a year. Questions are like the golden key that can unlock the door and help you see the world differently. They can help you have the curiosity to learn, but also the courage to unlearn. So here are five big catalytic questions we're going to dive into today. Number one, how do you transform your leadership for today and tomorrow? You need to be in a perpetual state of beta, learning, unlearning, and relearning. Number two, how do you outpace the forces of workforce disruption, talent disruption, and of course, business model disruption? I think one of the best ways to outpace disruption is through great transformative leadership. Question three, how do you win with empathy, balancing empathy and economics, moving from a leadership style of command and control to care and co-creation? Satya Nadella said recently that in fact care is the new leadership currency in a hybrid world. Question four, do you lead with new world DNA or old world DNA? I'll expand on this definition soon, but what I mean by that is moving from return on investment, which is clearly important, but also new human metrics for new world DNA, return on intelligence, return on integrity, return on imagination because remember every organization started as an active imagination. And finally, and it's a big question for you to think about today, what do you say no to or unlearn or reimagine to lead 10x smarter, braver, or bolder? Remember, you need the curiosity to learn in the 21st century, but also the courage to unlearn. Learning helps us to evolve and unlearning helps us to keep up as the world evolves. So take away practical takeaways. Number one, what questions do you want to be remembered for? Next time you are addressing a pain point, an organizational challenge, a cultural pain point, start with questions, identify the pain point, think about new questions to that pain point, but suspend answering none for 10 minutes. And then finally, at the end of those 10 minutes, pick one, two, or three great new catalytic questions that disrupt the status quo and help you reimagine relevancy. If those like the future arrives faster than ever before. A couple of months ago, I received an email from an executive assistant, her name was Amy Ingram, and the purpose of the email was to organize a meeting with her CEO. When I got to meet with him, he asked me a very strange question. What did I think of Amy? What a strange question to ask. He then said to me, I have a confession. Amy is not human, she's AI, and the clue is in her initials. Amy Ingram, artificial intelligence. Well, I can tell you that my first reaction was embarrassment. I've been having a conversation with Amy Ingram. My second reaction was paranoia. I kept looking over my shoulder. Was I part of a black mirror Netflix film? But my third reaction was this is not the age of disruption. This is the age of wonder. Cars that can drive themselves, platforms that can anticipate our every needs, robots capable of everything from advanced manufacturing to complex surgery. What this means for you is that you need to master the new logic of leadership. What do I mean by that? You're now competing on learning. You're competing on ecosystems. In fact, over the next seven years, ecosystems will represent over $77 trillion worth of revenue potential. You're competing on physical and digital. You're competing on imagination and intelligence and integrity, and you're competing on resilience and anti-fragility, the ability to bounce back and bounce forward from disruption. And remember, disruption can come from many ways, from many areas, unhappy customers, broken business models, legacy systems, or indeed a strategy that protects outdated success. So you need to master the new logic of leadership. Here we can see research from Hackfuture Lab, our number of forces that are converging that mean that we need to reimagine at a faster rate. Yes, it's true. We are deluged by digital. According to Gartner, over 175 zettabytes of information over the next five years, that's 66 times all the grains of sand. Yes, disruption, in fact, business model disruption in particular, workforce disruption is accelerating, and business models are going off like yogurt in the fridge. But I want to plant a narrative in the here and now, because you are still in the driving seat. The history of humanity and the history of leadership is a history of disruption. Stone age, bronze age, iron age, and now this age of AI and algorithm and data. Disruption means two words, risk and opportunity. 100,000 years ago, we harnessed fire, which led to language. 10,000 years ago, we developed agriculture. 5,000 years ago, we invented writing and the wheel. And today, you stand at a new inflection point. Here we can see research from our investments headed up by Catherine Wood, looking at the impact of these exponential technologies on equity market capitalizations. Over the last 20 years, around $13.7 trillion has been added to equity market capitalizations. In the last two years, $2 trillion has been added to equity market capitalizations, with organizations reinventing their business models by replatballing to the cloud and reimagining around data analytics and AI. The projection for the next 20 years is an extra $30 trillion of equity market capitalization, seeing this convergence of blockchain, robotics, AI, and the cloud that is upending the way that organizations work. Here's a couple of examples. Clana, a deca-corn disrupting the $8 trillion credit card market. We have CDBCs, Central Bank Digital Currencies, SPACs, Special Purpose Acquisition Companies. Only recently, a hedge fund called Engine One won a proxy war with ExxonMobil to get three directors onto the board focusing on driving inclusive growth and sustainability. As leaders, you need to transform your leadership and your business and your culture, not tomorrow, not next year, today. I think there are four big forces that are disrupting leadership today. Number one, optimized reality. What I mean by that is moving from fragmented control to network resilience, business models that are engineered around data, algorithm, and cloud. According to Hackfuture Labs research, around 20 to 25% of companies have re-platformed to the cloud today. Over the next five years, we're going to see an exponential growth reaching over 80% re-platforming, not just businesses, but entire industries and ecosystems. Number two, a major force that's disrupting the way that we lead is ethical impact. It's time to reject the economist Milton Friedman's economic logic that the sole purpose of a company is to generate shareholder value. We're moving from shareholder value to stakeholder value. A quick future, clean, lean, inclusive, and circular. And what this means for you as a leader is that you need to prioritize ESG, social change, inclusive growth, and sustainability. That means focusing on economics of the business, but also ecological benefits. A great example of this is B corporations, which balance social purpose and profit. Danon, the food company, is one of the biggest B corporations on the planet today. Force number three, that is impacting the way that you lead, which means that you need to reimagine relevancy across your culture, your growth strategies, and your leadership is the race to reskill. According to the World Economic Forum, over the next 10 years, over a billion jobs will be displaced. We need to focus on humanity over bureaucracy, not just profit maximization, but human maximization. Every job title is being disrupted. Recent ones I've come across include innovation surfer, distraction prevention coach, tech philosopher, and my personal favorite director of disruption, who confessed to me his job title was as popular as a funeral director. But on a serious note, one of the best ways to outpace the forces of regulatory, business, customer disruption is choosing a perpetual state of beta. Are you a learner or a knower? Okay, force number four is a big one. It's the new meta. Meta is like changing the rules of the game halfway through. Imagine that you're playing chess and halfway through the rules and the constraints of that game are fundamentally appended. This is what the new meta means. It means that competitive lines are being redrawn. We have unicorns, deca-corns, which are $10 billion valuation companies, and hectocorns, $100 billion valuations. I discovered recently that the number 29, biggest company on the planet, is a Chinese hectocorn. It's called MuTai, and it's China's number one liquor. It's got a market capitalization of nearly $400 billion. That's more than MasterCard. This is the new meta. We have new companies already in the cloud that are appending the normal rules of the game. What does this mean for you? I want you to take a strategic pause. Everybody keeps telling me that data is the new oil. Research at Hat Future Lab shows that up to 75% of data is still not used. I believe that attention is the new oil, and then in this attention extraction economy, your leadership attention is a non-negotiable. Knowledge is just bits of data. Connecting them is wisdom and turning that information into actionable insights. I want you to think about three types of attention today, which are transformative. Number one is inner attention. What are your blind spots? What are you blind to? Number two is other attention. Being aware of your teams around you, we know that solidarity and social connection, risk of burnout, techno stress has diminished over the last 18 months. Other attention is absolutely key. It's about we, not me, in terms of leadership success. Finally, number three is outer attention. What's your point of view on hard trends, soft trends, and weak signals? It's not just about having a point of view. I want you to think about three strategies. Do you want to watch these trends and weak signals closely? Do you two take decisive action, or do you three simply observe? Attention is the new oil, leadership attention. If you want to amplify shared purpose, shared commitment, higher levels of contribution, and a challenger culture, a culture that has the urgency to learn and the courage to unlearn, you need to activate three catalysts today. Number one is what I call harness uncertainty. As I said, change used to happen as a breeze. Now it feels like a category five typhoon. Uncertainty is at record levels. We've got blurring of industry lines, economic and geopolitical uncertainty, disruptive technologies such as AI and automation, shrinking of company, product lifespans, even job lifespans, and a global pandemic. In this new operating environment, not taking a risk is a risk. So we have uncertainty on steroids. Uncertain times require certainty of purpose. Here in collaboration with MIT, we've identified seven major sources of loss, drivers of uncertainty in the workplace that have been amplified and accelerated and created really practical, but also existential risk for organizations. In fact, there's over $41 trillion of enterprise at risk today due to uncertainty and business model disruption. But at a very human level, what are these big seven potential losses that you and your team are suffering from or thinking about or have anticipatory anxiety? Well, they can include loss of attachment, loss of future, loss of status or hierarchy, even loss of meaning and loss of identity. I think the last 18 months in a way has created a high degree of liminality. What I mean by that is we have one foot in one world, a pre-pandemic world, which was very comfortable. And now we have one foot in a new and still highly unknowable world. And that liminality creates hope, but also fear. In fact, I want to help you turn uncertainty into possibility and disruption into opportunity. Our brains are hard wired to dislike uncertainty, and then we avoid it. But this is not a good strategy when uncertainty is high, and the number of tail risks, low probability, high impact, is higher than ever before. So we need to harness uncertainty as a catalyst. And what I mean by that is, if I give you a clear definition, it's about harnessing uncertainty as a tailwind for renewal, reinvention, reimagination and transformation, harnessing it as a catalyst for change. As I said, we are suffering the highest levels ever of anticipatory anxiety, worry about the future. We're worried about jobs. We're worried about our companies. We're worried about our partners. We're worried about automation. And this isn't an innovation killer. And so we can reduce anticipatory anxiety and we can reduce uncertainty by activating purpose and putting purpose to work every day. We all know what we do. We all know how we do it, but only a few of us know why we do what we do. Research at Hack Future Lab shows there's a purpose dividend, higher returns on equity of 13.1%. We are more engaged, more innovative and higher levels of intellectual contribution, ROI, return on investment. Here we have a great example of harnessing uncertainty and activating purpose as a tailwind for renewal and transformation. I truly believe that to thrive in this restless, turbulent world, we need to choose a mindset, a culture set, a heart set of perpetual beta. Remember, that's the curiosity to learn and the courage to unlearn at speed and scale. Here we have a great story of transformation. The former CEO, Henrik Polson, he was the CEO of a Danish company called Dong, Danish Oil Natural Gas Company. And it was one of the world's biggest polluters, biggest coal companies. This was 10 years ago, or just 120 months. What they decided to do was move from a present forward strategy, which is what most companies do, by the way, a present forward strategy is where you just extend the existing business model, the existing thinking, the existing assumptions and orthodoxies into the future. And most companies get trapped in a present and a present focus strategy.  A future back strategy means that you fast forward into the future and you work your way back to anticipate relevancy, to exploit the weak trends and early signals, but also to eliminate outdated business models, outdated leadership, outdated ways of thinking. So this was a 10-year transformation journey. They updated the company name to Osted and over 10 years, they shifted from a coal company to a wind operating farm company. In fact, the world's biggest today with a market capitalization of nearly $400 billion. A couple of key learnings here. One, they decided to energize the core. And this is lesson number one. Energizing the core means updating your culture, your mindset, your leadership, your growth strategies, your operating model to the new reality and mastering the new context to the energize the core. Two, they reimagined growth engines, not just new business models, new markets, but also new mindsets for the new context. For example, moving from boss to unbossed, from control to care and co-creation, from ego to eco, from hierarchies to networks and communities. And then finally, number three, they committed to inclusive and sustainable growth. That means balancing both the economics of a business, but also the ecological impact. It's a great example of courage, of the tenacity to turn talk into action, of harnessing uncertainty as a tailwind and rejecting disruption as a constraint.  It's possible to turn disruption from a headwind to a tailwind and use it as a catalyst, if you like, for renewal, reinvention, and a perpetual state of beta. In Japanese, they call it henka. It means transcendence. It's like a moth through a butterfly or turning into gold. So catalyst number one for you to think about today, to transform your leadership and to choose a perpetual state of beta is to harness uncertainty as a tailwind. It means to activate purpose across the ecosystem. What's catalyst number two then? Catalyst number two is rethinking trust. I believe that I define trust as a confident relationship in the unknown. So it's at the heart of every action, relationship, and transaction. And I think it's time to rethink the importance of trust. Ethical, digital, financial, emotional. Hackfuture Lab research shows that 10 out of 15 industries have suffered major trust breaches over the last three years. And we have some big examples. BW emission scandal, McKinsey opioid scandal, Boeing Max 737, Wirecard in Europe, and the list goes on. Research at Hackfuture Lab shows that four out of 10 people have felt under pressure to compromise on ethics and compliance. And this is backed up by Endelman, the trust index, which shows significant declines in trust, a crisis of trust in governments, in the pandemic, in the business models, and in our futures. I call this the age of truth decay. If you think about it, trust is the ultimate human currency, especially when you're operating in a hybrid environment. Here we can see an example, a story and some concrete lessons of the dangers of operating at the edge of ethics. Here we have Elizabeth Holmes, founder, former founder of Theranos. Theranos was a transformative success story. It reached a $10 billion valuation in less than three years. And its business model was built around this proprietary technology, this innovation technology, which could test blood in new ways. Right now, if you've been following the press, you'll know that there is a significant lawsuit happening right this week in California, where Elizabeth Holmes and many of her C-suite colleagues are going through major trials. Here I think there's a couple of big lessons. You have to prioritize trust. You need to build a reputation as a truth teller.  It means that you have to scale a challenger culture, a culture where it's safe and extra duty to speak up about issues, ideas, or indeed concerns. And you need to think about unlocking, activating, and sustaining a trust ecosystem. An ecosystem of trust within your organization, but also with your partners, your suppliers, and of course your customers. Here we can see some research I've been involved in, in partnership with London Business School, identifying the trust accelerators, but also the trust derailers. Think more structure, more clarity, more context over control, more values rather than rules, and more care and co-creation rather than command and control. In Africa, there's a term. It stands for Ubuntu. I'll say that again, Ubuntu, and it means I am because we are. What a great value. When you have Ubuntu, when you have high levels of trust vertically and horizontally across the DNA of your organization, it allows your teams and your customers to make trust leaps into the future. Navigating uncertainty, placing faith in new products or services or platforms, and reducing risk. Here we can see a great example from Formula One where they have the values of courage, equity, excellence, and joy. And they prioritize trust and psychological safety because we know that when we have high levels of psychological safety, the return on innovation, return on attention, and indeed return on courage is three to four times higher. I also know that when you have high levels of trust and psychological safety, you're up to 5x more able to absorb change and absorb the tailwinds and headwinds of transformation. So catalyst number two for you to launch, activate, and sustain is trust as your north star. Paralyse trust and use it as a navigator alongside all of your product, moral, and ethical decisions. So we arrive at our final catalyst today and this is what I call New World DNA. Do you have New World DNA or Old World DNA as a leader, as an organization, and as a strategy? New World DNA means pursuing both social and business value. It's about mastering that new logic of competition and achieving innovation and resilience through diversity, including cognitive diversity. And it's about designing an organization that's future fit. New World DNA means scaling, intelligence, and what makes us more human. Courage, imagination, compassion, and care. Old DNA is scaling efficiency rather than scaling intelligence. And it's very easy to get trapped in Old World DNA. Darwin said that extinction is the rule and survival is a choice. We know that company lifespans are dying younger and younger from 60 years to less than 15 years. And most companies on the S&P 500 today have a one in seven chance of survival over the next seven years. Here we can see the once mighty General Electric. It holds the record for the one company to stay in the industrial Dow Jones for more than 100 years. And we can see its market capitalization at the peak was more than $600 billion. It was a Decacorn, one of the most valuable companies on the planet, alongside ExxonMobil. However, why did disruption happen? I think there are five big reasons for you to be aware of today. Unhappy customers or unhappy clients, broken business models, obsolete cost bases, legacy mindsets or legacy cultures where we're not learners, we're knowers and we protect the status quo and active inertia. What's the answer? Well, I think scale new world DNA. And what do I mean by that? It's a mindset and a culture set. It means three buckets. This is, if you like, a blueprint for a post-pandemic organizational model. It means who we are. That's bucket number one. Bucket number two is how we operate. And bucket number three is how we grow. Research at Hat Future Lab has shown that the top 30 companies today in terms of compound annual growth rate, highest rated cultures, some examples include Beyond Meat, Moderna that's reimagining healthcare, Beyond Meat that's reimagining food, Microsoft that's reimagining into the cloud. These companies, they all have one thing in common. They have new world DNA. They focus on culture contribution, not culture fit. They scale intelligence, not just efficiency. They have challenger cultures where it's extra duty to speak up because it's always less risky to choose silence. And they reimagine the core and reimagine growth engines. So my goal today was to give you the equivalent of a double espresso to invoke the spirit of the US open champion, Emma Raducanu. I hope you feel more energized, but more importantly, I hope you're thinking about a conversation to have now or a next step action. What are the five imperatives, the five tips to transform your leadership now? Number one, 10x those catalysts around harnessing uncertainty. That means harnessing uncertainty as a tailwind and activating and scaling purpose, trust as North Star and new world DNA. Number two, scale fearless questions. Remember, questions are the answer. If you want to be more innovative, more transformative, more courageous in the face of massive uncertainty, you need to ask new types of questions. And this means a care and co-creation culture, not a culture of silence or a culture of bureaucracy or a culture of compliance. Number three, reenergize the core, update your business models to absorb new regulatory or changes in customer preferences or indeed new competition and reimagine inclusivity and sustainability because this is the new world DNA. Number four, harness the power of we. That means diversity of thinking, positive dissent, differences across cultures and divergent thinking. Remember, return on intelligence, not just return on investment. And finally, scale curiosity, the curiosity to learn and the courage to unlearn. In the words of Marie Curie, in life, nothing is to be feared, only understood. And the more you understand, the less you will fear. Here are some final practical tools to take away. You'll get a copy of this slide deck as well. It's been a pleasure to meet with you today. Myself and Tahira are looking forward to answering your questions. Thank you. Wonderful. Thank you so much, Terence. Thank you so much. It's been kind of exciting and insightful as well. So thank you so much. We have a few questions coming down the line here. And I would like to encourage anyone who has a question to ask a question, the feed and will make sure that we answer them. I mean, I love energy and the coverage and the relevance of the topic. So let's dive in. Let's dive in and let's go to the first question that we have. And that question is coming from Joanne. And Joanne is asking, can you please provide an example of how purpose was developed in a team to handle anxiety? What a great question, Joanne. I've been working recently with all types of organizations, not just big legacy companies like HSBC with over 300 people, but smaller, high-velocity startups like Kalana that's disrupting the credit card market. And there's a tool that I can certainly share with you and I can speak about it now, which is a purpose DNA tool. And what it does is get the team, because we know that anticipatory anxiety right now, we're worried about health and well-being, we're worried about hybrid, we're worried about all sorts of things. So this is at high levels and that is an innovation and a performance killer. So you need to be able to articulate the purpose and make it accountable, make it aspirational and be able to activate it. And what I've created is a very practical purpose canvas. If you email me after this session, I think there's an email up on the slide deck, I can share that canvas with you and you can use it with your team to start a conversation around how do we make, how do we connect with purpose, because if you can connect with purpose at an organizational level, but also make it relevant and meaningful at a personal level, you achieve a purpose dividend, higher levels of engagement, innovation, focus, and it also acts as a no strategy. When you've got a strong why, it helps you to say no, it helps you to get a higher return on attention and we need that more than ever. So connect with me, I can share that tool with you, but in a couple of sentences it means start a conversation around how do we connect with our purpose? How do we define our purpose at an operational level? What does that look like and sound like? Get the team to define their purpose and then share it and consolidate it. It's a great energizer. I think purpose is a simplifier. It's a multiplier of talent. It's a clarifier as well. So I think it's a great question and a great next step action. Activate purpose and ask yourself one big question. Are you meeting, exceeding, or falling behind on your purpose, your leadership purpose, not just your company purpose? You're knowing your heart what the answer is. Excellent. Let us move to the next one and the two are related. So I kind of combined both. It is a question by Gerardo and Richard. The first one is how do you see culture impacting these catalysts? For example, in culture that are not so entrepreneurial. That's the first one. I'll just add the second one, which says what are examples of catalysts, catalyst questions? How to find courage to be open? Fantastic. So first of all, let's dive straight into the questions. A really simple tool. Check out how Gregerson is created a platform called 24-4.com. And basically it's a great platform to help you generate catalytic questions. A catalytic question is a new type of question that gets you to look at the problem or frame the challenge in a different way. Let me give you an example. Let's say that you want to generate some new thinking and you're in a meeting with your team. What you need to do is allocate around 30 minutes. First of all, agree and pick a challenge. A great way to do that is to think about pain points. What's stopping you from doing your best work, not just your busy work. It could be bad meetings. It could be sloppy feedback. It could be you're not getting the best from each other in terms of communication and engagement. So pick a problem, but just pick one. Step two is generate questions. And don't worry so much about the questions, but generate new types of questions relating to that problem. And sometimes if you defocus, it'll be easier to do. And you should allocate around 10 to 15 minutes to do that because that creates a time constraint and is more likely to get a better outcome. Then finally, step three is you then reflect, look at those questions as a team and pick one or two questions that are different. They help you look at that problem differently or challenge an existing assumption or get you to rethink. And that way, it's like a sort of a decisional muscle. The more you use that, the stronger and more confident you'll get. So practice it and check out 24-4project.com, which is a great platform for catalytic questions. Number two is look, everything is evolving. And we know that COVID digitization automation are accelerants. And we also, you know, culture is a living thing. A great book to check out is what you do is who you are. What you do is who you are by Ben Horowitz, a venture capitalist in Silicon Valley. What you do is who you are. And it's a really great practical insight on how to scale and update your culture, a culture that helps everybody to elevate what makes them more human. I'd recommend a couple of steps. Number one, do a cultural audit. What does your existing culture look like? What are the strengths of that and the blind spots? What are the enablers and what are the barriers of your existing culture? And of course, there are different types of culture as well, which you need to analyze. There's your organizational culture, but also your counter culture and your departmental culture. And we know that culture is not just culture, it's a mindset as well. Number two is once you benchmark your culture, identifying strengths and gaps and blind spots, you need to look at culture as something that happens by design, not by accident. Something that happens by design, not by accident. You need to own the cultural agenda. I know from research at Hat Future Lab and MIT that around 93% of executives agree that culture is more important than strategy, but only 28% agree that culture is a strength.  And I recommend my book, The 3D Leader, which contains all sorts of practical tools and checklists on how to scale a culture of courage, no matter what the size or the industry that you're in. Thank you. Thank you so much. Great answer. As you were answering it, I mean, culture is more important than strategy. And I couldn't help but thinking with famously by Peter Drucker, who says culture is strategy for breakfast. And linking to it really was in a research that we did two years ago, we have a business review analytical service, where we also saw that culture allows you also to break through the silos within the organization. If you have a proper culture, people will be able to find their ways of going through and going beyond the silos and get finding a way to collaborate. Such a great point, because I did some work with Moderna recently and Pfizer. These are big complex organizations, often drowning in complexity and bureaucracy. But what they've done over the last 18 months is think and act like 10,000 person startups. And they fight complexity, not with complexity, but with culture. And it's a really interesting question. When I met with Stefan Bankal, the CEO of Moderna, he said, culture eats strategy for breakfast, but did COVID eat culture? Because of course, there are two big mega trends that we're having to deal with right now. The first is the hybrid paradox. What is our policy, our strategy in terms of scaling a hybrid workforce? So the hybrid paradox is a major mega trend that we have to deal with right now. And number two is what I call the great reshuffle. And that means that we're all thinking about our purpose. A lot of us are thinking about why do I do what I do? And for the companies that have the courage and the clarity to connect with that, they're going to create exponential cultures that will accelerate transformation and create truly unbelievable products and services. The companies that turn a blind eye or continue to prioritize 20th century, the last 200 years of management thinking are the ones that sadly are going to go off like the yogurt in the fridge. Excellent. I'll put two more questions. One, I'll give you 30 seconds for both. One is how to connect better when you feel sometimes not enough. I mean, you feel, let's say, confident in preparing forever. So the question really was what advice would you give to the younger self? So I mean, maybe one advice or two. What a great question. When I was writing my first book, I was a pathological perfectionist. And the book was meant to take a year. It took about three years. Don't get trapped by perfection. When you get trapped by perfection, you never get started. Focus on iterative mindset, learning, experimenting. And remember that fail, if you think of the word fail, it stands for from action I learn, fail from action I learn. I think it's a great way to look at getting started. And remember doing do faster than doubt. When you do like in a boxing match, you've got to do in one corner and doubt in another. Now, if you wait too long, doubt's going to take over and you don't even get started. Do faster than doubt and you're going to grow in competence and competence. Excellent. The last one before we move to the next. What is the number one action leader should be thinking about today? It's such an important question. And I would suggest think about attention because we know that we're suffering from record levels of burnout, techno stress, this sort of gap between well-being and productivity. We need to move from burnout to balance. So I'd focus on attention. Do you have deep focus or shallow focus? What percentage of your week is on shallow focus? And what percentage of your week is on deep focus? Remember leadership is about scaling attention vertically and horizontally. And you want to get the maximum return on attention to start with your attention. Where is it going? And are you getting the best return on it? Thank you so much, Terence. I think this brings us to the end of the presentation here. And a pleasure.  Hopefully, we take some of the learnings that we've just had. And as you say, learn, unlearn and then relearn and so on. So that at the end of the day, we are in a better position. So really, really big thank you to you. I'll have two more announcements here and then we'll close the series today.  So we just want to give you the heads up in terms of what is coming up. So on October 5th, we'll be having another series called blockchain-driven transformations. And we'll be looking at the power of blockchain and how it has been a transformative force in many of the things that are happening. And then on November 2nd, we'll be welcoming, I mean, for November 5th, it will be with Anthony Williams, Emil Anderson and myself. For November 2nd, we'll be welcoming Robin Specklen. And he will be talking about lessons learned in digital transformation. So stay tuned. And of course, if there is any session or any topic that you want us to discuss in these transformation talks, these are your sessions. So do write to us, do make the suggestion. And if there is a, let's say, a thinker or an executive or a leader that you want to hear here, as well, do let us know and we'll make sure that, I mean, we work to get the person on board. At least, we promise, as you say, we'll be trying. Try, we will do, for sure. And then in closing, I'm really delighted to let you know also that on October 28th and 29th, we're hosting the fourth series of a Brightline strategy at work. So this year's theme is quite special about embracing and leading perpetual transformation. And I heard you talk a lot about beta, perpetual transformation and so on. So stay tuned. You can get more information on the website at event.brightline.org. And I'm just listing some of the speakers that are future. And then there are many more. We talk about more than 20 speakers for the day of the event. So we look forward, of course, to connect on October 5th for the next transformation talk. And of course, on October 28th and 29th for strategy at work. Stay tuned and let keep it, I mean, as I said, transformation is everywhere. Let have more successful transformations everywhere. So thank you and have a good one. Take care, everybody. Thank you.


This programme contains strong language, adult themes, moderate pain and scenes some viewers might find offensive.  My card, do you want to tell us a story behind this? He's Welsh and proud.  I can't believe Rycat actually gave Tom the one thing he didn't want. This could get ugly.  What will the boys down the pub say, Tom?  Oh my gosh.  Are you mad? If I could have picked a tattoo, I would have picked this. He actually loves it. Tom is gutted. Tom, tell us the story behind this tattoo. What he likes to think is some smooth talk over the birds, but deep down he's a massive geek. Rycat can't stop staring at it. He loves it. No, I generally thought he was going to be nice. You must, you must feel like a right twat now. No, it's just as good as each other. Tom really is a big softy and he's seriously misjudged his best mate. Better luck next time. He could fly. Look, he could fly. All right, that's funny.  That English flag's got to hurt. I think that Rycat superhero name would be Mr. Positive. Come on, let's have a super positive hug. That is the best first tattoo anyone could ask for.  You did it. You did it really well. Thank you, mate. Come on. Come on. At least they're still friends.    Oh, my God.  You are fucking...  This is getting expensive. They're not going to be able to get covered either.  She doesn't listen to me. This is my perfect opportunity to find my point across to her.     So I'm a bit confused about... I know. I don't understand. About the sumo wrestler. Which I'm not, but I'm the bum left, so I thought sumo left. She won't have to have done that, will she? I feel like that almost qualifies as a nice tattoo. I mean, it's come from a nice place, Nat. Your mum was only trying to help. You're giving Nat a permanent bum lift? Yeah. Brilliant. Thanks for that.  It's ridiculous. I'm fuming.