Welcome to our review for exam 3 for math 1220 calculus 2 for students at Southern Utah University. As usual, I'll be your professor today, Dr. Andrew Missildine. Like many of our other exam reviews, we're going to talk about the topics that will be covered on this exam and the structure of the exam itself. Specific details like time, place, and manner of the exam, because they change from semester to semester, I will not include that information in this video, consult the Canvas or the exam syllabus for more information about that. So what I do want to mention are the topics that will be covered on this exam and the structure of the questions. So this exam will go from lesson 22 all the way up to lesson 31, so there are 10 lectures covered on this exam. The topics of those lectures, as a reminder, lessons 22, 23, and 24 are applications of integration, in particular, hydrostatic force, centroids, and probability. We will see questions coming from those three sections appearing on this exam. Then the next four lessons are based upon our unit on differential equations that includes lessons 25, 26, 27, and 28. And then this exam will also cover materials about our unit on parametric equations, lessons 29, 30, and 31. Be aware that the topics of polar coordinates will not be covered on this exam, but instead will be covered on exam 4. So on this exam, there will be 11 questions total. So we have three questions, which are going to come from the multiple choice section. Each of those questions is worth five points each. And remember, with multiple choice questions, you get all five points for selecting the correct answer. And you don't get any points if you don't select the correct answer there. No partial credit is available for multiple choice questions. On the short response questions, we will have four questions on this exam from the short response. Those are going to be worth seven points each. You do not need to show work to get full credit, but you can get partial credit based upon the work you show or the answer you're included. So you can get part of the seven points if there are some mistakes there. The remaining questions here, 8, 9, 10, and 11 will be in the free response section. They do have varying amounts of points there. I do want to draw your attention to questions 9 and 11. These questions actually have multiple parts. There's a part A, part B. So together, these questions are worth 15 points each, which is kind of a lot. Oh, I guess also question 10 has two parts as well, 8 and 7. Part A is worth 8 points. Part B is worth 7 points. For which, yeah, that's also worth 15 points there. Question 8 only has the single parts worth 10 points there. One thing I want to make mention about these multiple part questions is that the reason they're broke up into parts is that if you do the first part wrong, that influences your answer to the second one. But if you get your answer wrong on part A, but you do everything on part B correctly using the wrong information you found in part A, you can still get the full points on the second part based upon whatever mistakes you made on the first part. Now clearly, you want to do this one right, so you can do that one right too. But the reason they're into parts is that as later parts are influenced by previous parts, you can still get full credit even if you made mistakes on the first part so long as you carry forward correctly all of that information. So this subdivision of points is actually to make grading easier and thus maximizing the amount of points you can get here. As usual, there'll be 100 points available on this exam. So let's talk about the specifics of this exam. There's three multiple choice questions, like I said, worth five points each. And these are the three topics you're going to see. The first question is going to be a question about differential equations for which you'll be given six differential equations. These could be first order, they could be second order. I probably won't give you more than second order because then the third derivative could be sometimes difficult to compute. The second derivative is challenging enough. What you'll be given is the general solution to one of these six differential equations.  And so at the very least, what you could do is you can plug this solution to each of these differential equations and see if it solves or not. Only it'll be the solution to only one of them. And so then look for the correct one that is solved. We did things like this, of course, in lesson 25, which introduced us to differential equations. And particularly, we talked about solutions to differential equations. Question number two will also come from lesson 25, for which case you'll be asked to find the particular solution to a differential equation, find the particular solution given a differential equation and the initial value, so that is you're solving the initial value problem. Now, to make this into a multiple choice question, you will be given the general solution to the differential equation. So in particular, you need to plug in the initial value information into the general solution to find the particular solution. We did this in lesson 25. Remember, in lesson 25, we didn't really develop techniques of solving differential equations yet. But nonetheless, if we have a general solution, we can find a particular solution and thus solve the initial value problem. That's what we're going to do in question number two. So because you're given the general solution that dramatically simplifies question number two, define the particular solution there. Then the third and final question from the multiple choice section will be calculation involving probability. As a reminder, we discussed probability in lesson 24. In this specific example, it gives you a probability density function and it asks you to compute the probability of an event. So that does come down to a derivative, not derivative, an integral calculation. Be aware this question could also ask you to compute the expected value of a random variable, which of course you'd want to be prepared to answer that type of question as well. The calculation, the integral should not be too complicated. But like I said, it could be a probability you have to compute. It could be an expected value you have to compute. And it's also possible that these integrals could be improper. You could be going off towards infinity in one of these calculations. Be prepared to do that. The answer will be written as a decimal here. And so a calculator might be very helpful on question number three. Moving on to the short response section. Like I said, there are four questions in the short response section. They're worth seven points each. The first question number four is going to ask you to set up a hydrostatic force integral. We did examples like that in lesson 22. The thing to remember about hydrostatic force is the hydrostatic force is equal to pressure times area. Pressure is always calculated in these examples to be some density constant times the depth. Where the density constant delta here, it will probably involve something like mass per volume. You might have to also times that by gravity if it's using scientific units. If it's in pounds per cubic foot, then your row is just the number that'll be provided to you here. You do not need to memorize the density of water or the acceleration due to gravity. If you need those things, I will provide them to you. And then also area with hydrostatic force problems here. The area is always the area of a rectangle. So it's always gonna be width times a thickness, which I'll call it DX, you could call it DY if you want to. And in which case, then you put those together and make an integral. These applications are not so bad compared to some other ones we've done in the past. It's actually a breath of fresh air. But nonetheless, hydrostatic force is covered on exam three. So be prepared to set up and simplify an integral involving hydrostatic force applications. You do not need to evaluate the integral there. Some things to be aware of is when you set up your integral, you do need to include bounds. So there should be some bounds of some kind. And there should also be a differential like the DX, right? So if you're missing the bounds or the differential, you are gonna forfeit some points there. Don't do that. On the next page, we have the three remaining short response problems. Question number five will be a calculation about centroids. Remember, centroids we saw on lesson 23 for which you'll be asked to set up and simplify an integral involved in a centroid calculation. This one asks you to compute X bar, but you might also be asked to compute Y bar. I'm not gonna ask you to do both of them. You'll do one or the other. So do pay attention to the instructions there because the formula for X bar is slightly different than the formula for Y bar. If you don't know those formulas, please consult lesson 23. You probably wanna put those on your note card. You're not gonna be asked to do both. You're asked to set up and simplify the integral, but you're not asked to evaluate the integral. So I would wanna see something like the integral from A to B, X, F of X, DX, whatever it turns out to be. If you're looking for X bar, like the last one, since you're setting up an integral, you do need the differential. You do need the bounds. The omission of such would be forfeiture points. You don't wanna do that. You also need to remember that for this one, both the formula for X bar and the formula for Y bar, you have a one over A, where A is the area of the region. For the sake of simplicity, I will provide the area to you so that you don't need to compute that. But be cautious, of course, if I give you A, this needs one over A, it's reciprocal. So you might need to reciprocate in order to do that one correctly. Watch out for that. Then on to the next one, question number six. Question number six, you'll be asked to evaluate an integral involving parametric curves. So you might be given a parametric curve like this one here, X equals one plus E to the two T, Y equals E to the T, given some bounds, X equals one to X equals two. This one asks you to set up the integral, set up and simplify the integral for area of the region under the parametric curve. So you'd be getting something like A equals the integral. Again, there should be some bounds in place here, A to B, Y DX, for which you're gonna plug in your Y coordinate in here. You're gonna have to take the derivative of X to get here. And so be aware that while the bounds might be given in terms of X or in terms of Y, the integral will probably have bounds with respect to T because DX remember is the derivative of X, we'll write this as the derivative of X with respect to T times DT. So your integral does need to have the differential and have a DT in it. And then the bounds will be bounced with respect to T. So T equals something to something else. If they give you bounds like this one where it's X, you're gonna have to convert those into T. So there's just some things to be prepared for. This one asks you to do area under a curve. You might have to do area between two curves. Expect to set up an area calculation using parametric curves. Question number seven is gonna be similar to that. You're gonna be asked to set up and simplify an integral involving parametric curves much like we did before. This time it's much more generous in telling you the T bounds. But if it gives you bounds in terms of X or Y, you're gonna have to convert those into T's. You do not evaluate any of these integrals. So all four of the short response questions on this exam are setting up integrals. You do not have to evaluate any of them. You do need to simplify them as appropriate. This one, this question number seven, this one asks you about arc length, but you might also be asked to do surface area, right? So you wanna look up those formulas and both of these questions, you can find notes for them coming from lesson 31. One, and so this is the very last topic that is covered on this exam. How do you find area under the curve for parametric curves? How do you find the arc length of a parametric curve? Or if you take a parametric curve and rotate it around, how do you find the surface area of the resulting surface of revolution? Those are problems we discussed in lesson 31. You should be aware of the capable formulas, the appropriate formulas, and be able to set up and simplify these things. Again, differentials are required for full credit, so are bounds. Clearly the integral symbol is necessary, but no one forgets that one. Consult lesson 31 for all the appropriate formulas there, like area we talked about, arc length, surface area, I didn't write that on the screen. You can consult the lesson 31 or the exam syllabus for some notes on that. All right, so that then gets us to the free response section for which there were four questions there. Question 10 is worth 10 points, and this will be a question about parametric curves as well. This one, it asks you to find the equation for the tangent line of a parametric curve, which is given here, and it's also giving us the point of tangency. And you do have to write the equation of the curve in slope intercept form. So that'll look like y equals mx plus b, but that's probably not how you're gonna start. You're gonna probably start it with something like y minus y of t is equal to the derivative of y with respect to x evaluated at t times x minus x of t, for which the formulas for x and t are gonna be given to you. You'll also be given a point of tangency. So what you would have to do is you have to evaluate x at that number, in this case, t negative one. You'll have to evaluate y, again at that point of tangency, so you plug in negative one into it. You also need to calculate the derivative and evaluate at negative one in this case or whatever point of tangency they give you. Recall that for the derivative of a parametric curve. We're looking for the derivative, the slope of the tangent line is gonna be dy over dx. We don't want dy over dt or dx over dt. The slope of the tangent line is dy over dx. Now to compute dy over dx, you're gonna do dy over dt divided by dx over dt. And so doing these calculations, we can come up with the equation of the tangent line and write in slope intercept form. This question about finding a tangent line of a parametric curve, we did in lesson 30. Lesson 30 was all about derivatives involved with parametric curves and lesson 31 had to do with integrals involved with parametric curves. Moving on to the next page, question number nine, this is one that has two parts. Question number nine asks you to solve a first order linear differential equation. The technique that we solve, the technique we use to solve these linear differential equations was calculating the integrating factor. So that's actually what part A is. It's worth five points. You have to calculate the integrating factor for this function. Honestly, this is on par with a multiple choice question, but I actually asked you to compute it here explicitly. It is still worth five points, but I mean, hey, you can get some partial credit on this one if you did make a mistake there, but many of us will be able to do this correctly. This is a fairly straightforward calculation for the most part. As a reminder, linear differential equations were discussed in lesson 28 there, for which case, if your linear equation is not in standard form, you might want to standardize it and then compute the integrating factor. And so then you would say something, there'll be some calculations here, but you'll get some integrating factor, I of X equals something, we'll say F of X, put a little box around it so you know what your integrating factor is. Then on part B, you're going to use this integrating factor you just computed to then solve the differential equation, Y equals the yada yada. Now, if your integrating factor is incorrect, whatever you use as your integrating factor will be the judge on how part B works. Now, admittedly, if your integrating factor is incorrect, you might make the integral significantly harder to compute that you have to do on the next part, but nonetheless, there's 10 points available here and I will grade it based upon whatever integrating factor you use up there. So even if your integrating factor is wrong, but you do all of this part correctly, you will still get the 10 points for part B, but depending on how bad your mistake was on part A, you'll lose some of the points there, but many of us will actually get the full points this one, I'm quite confident. A lot of law students like these differential equation problems, they're really, really nice. Find the integrating factor then solve the linear differential equation using the integrating factor. Like I said, linear differential equations we did in lesson 28, please go to there if you want to see some more examples or some review of those. So then we go to question number 10. Question number 10 is also worth 15 points, although there's a lot more points put on the first part. This one, it'll give you a parametric curve. So X equals F of T here and Michael's G of T. You'll be asked to compute the derivative of the function. Like we said earlier, the derivative is gonna be dy over dt over dx over dt. And then once you've computed the derivative on part A, part two will ask you to do something related to the derivative such as compute the second derivative. That's the most likely thing you're gonna see here. For which the thing to be cautious about here is once you find the derivative, the second derivative is not the second derivative of Y with respect to T divided by the second derivative of X with respect to T. That is not what the second derivative is. No, no, no, no, no. Instead, what we have to do is we have to take the derivative of Y prime with respect to T, which we just found on the previous part. And then we have to divide that by the derivative of X with respect to T, which honestly, you should have already found that on the first part. So that second part should be pretty easy. You do need to take the derivative of Y prime with respect to T and then don't forget to divide by the derivative of X with respect to T there. So hence there's two parts there. Your second part will be dependent upon the derivative you found here. So if you've botched up the Y prime, that's clearly gonna make this thing wrong. But like I said on the previous one, I will use whatever answer you had from part A to judge whether you did part B correctly or not. So even if there's problems with part A, you can still get the full seven points on part B as long as you then do the calculation correct forward from that point, going for that point forward. So this is the derivatives and second derivatives and maybe concavity comes into play here. Monotonicity is the function of increasing, decreasing. Is it concave up, concave down? All of that stuff we discussed in less than 30, I mentioned before, it had to do with derivatives of parametric curves. So consult that one if you need some more practice or more review of any of those things. And then our last question, question number 11, you'll be asked to solve a separable differential equation. Part A is gonna ask you to separate the variables. So I'm looking for something like F of Y, D Y is equal to G of X, D X. So there might be more steps than I'm showing right here, but you're gonna separate the variables. The first step, that's worth five points. Again, it's very much on par with a multiple choice question, but as it's free response, you can get some partial credit there. Honestly, you should think of this as a short response question on par with a multiple choice question. And then the second part, you will then take the separation of variables you have from before and then you will proceed to integrate both sides and then you solve the, the separable differential equation doing that. So there's some more space here provided that I'm not showing you. That's worth 10 points. And like all these multiple part problems, depending on what answer you get here on part A will influence what part B looks like. If you do part A incorrectly, you can still get full points on part B so long as you do everything correctly with the wrong separation of variables. But honestly, most of us will be able to do part A pretty nicely if we make mistakes that generally happen on part B. And that's true for all three of these two part problems here. This exam only has 11 questions. So this is the last question on the exam. I should make some important notes about this exam. Separable differential equations were covered on section 20, lesson 26. So please consult that one if you want some more review on those topics or the exam syllabus, give some information there as well. It doesn't get everything, but it might give you some things you wanna see there. Now some two things I should notice. There were all the sections I listed because again, this goes from lesson 22 through lesson 21. Excuse me, lesson 22 through lesson 31. 21 wouldn't make any sense. There were two lessons I did not mention on this. Let's say something about that. For example, lesson 27, this was about growth models. We learned about uninhibited growth, aka natural growth. We've learned about inhibited growth such as Newton's law of cooling. Learned about logistic growth. And these were all solutions to separable differential equations that helped us model growth in various situations. As you're preparing for this exam, you really don't need to study lesson 27. That was an application of differential equations. But for the sake of this exam, what did we do in lesson 27? We solved those separable differential equations for which you're gonna show that you can solve several differential equations right here. Now by all means, the equations you have to solve either by separating variables or you could use integrating factors. We didn't use integrating factors in lesson 27, but maybe you could have. Those models, those growth models do make great examples of differential equations we can solve. So you might want to consult lesson 27 for the sake of the techniques of differential equation solutions that showed up in that one. But you do not need to memorize the logistic formula, exponential growth, inhibited growth. You don't need to solve Newton's law of cooling or whatever. There's basically two parts of each of those problems. You solve the differential equation, which the answer's only there. And then you plug in specific numbers and apply it. You probably can skip over 27 without much hurt to your study regimen whatsoever. The other one that is also worth mentioning, I never mentioned lesson 29. Lesson 29 was an introduction to parametric curves, functions given by parameters. We didn't actually do any calculus in lesson 29 whatsoever. We just were acclimating ourselves to parametric functions in that setting. The calculus of course comes into 30 and 31. Now, in order to calculate derivatives and integrals involving parametric curves, you do have to understand parametric curves. And many of us have never seen them before. And therefore we needed a lesson 29 to introduce us to them. But with that in mind, there will be no specific questions on this exam that are drafted from the types of materials we saw in lesson 29. We saw two questions in the short response section. We had to set up integrals involving parametric curves. And we saw two questions in the free response section involving taking derivatives of parametric curves. I'm not gonna ask you to graph a parametric curve or anything like that, but be aware that many of the mechanical steps you have to do with setting up the integrals or computing the derivatives of parametric curves does require techniques that were introduced into section 29, lesson 29 there. So if you're familiar with those things, you probably can focus more on lessons 30 and 31. But some of those mechanical skills from 29 do show up in other problems, which is why it's not assessed directly on this exam. So with that, that does bring us to the end of this exam. Thanks for watching. I hope that you find this review helpful as you prepare. Of course, also consult resources on Canvas like the exam syllabus, the practice exam, their solutions and other materials that might be available on Canvas. Best of luck in your studies. If you do have any questions, feel free to reach out to me. I'll be glad to answer any questions you have for you. Since if you're watching the very end of this video, good at you for watching this video. I'll give you a cute little secret that you're gonna love so much. Exam three is the easiest exam of this semester. It always is. If you're stressed out, take a little bit of burden off your shoulder. You're gonna do fantastic on this exam and you're gonna be very grateful and honestly wish all of the other exams were as easy as this one was.


Welcome traders to another Tick Mill earning season preview with me, Patrick Manley. Before we jump into today's report, as always, we want to adhere to the risk disclaimer. Most pertinent for today's presentation is the fact that views and opinions expressed by me are solely mine. They're not indicative or representative of those held by Tick Mill UK or Tick Mill Europe. Limited. Okay, let's jump into today's report. We are looking at Amazon. Amazon are set to announce earnings after the close of trade in New York today. We are looking for an EPS of 0.213 on estimated revenue of 124.575 billion. Now, in terms of the only report, obviously a slowdown in online shopping activities, foreign currency headwinds, elevated staffing costs and supply chain disruptions are likely to be a concern. Growing inflationary pressure on fuel, energy and transportation costs might well have negatively impacted Amazon's first quarter performance yet. Amazon strengthening distribution network and prime enable fast delivery and grocery services are expected to evade the performance of its e-commerce business in the quarter to be reported tonight. Prime benefits, which include strong loyalty system, customer friendly offers, quick grocery delivery services and robust prime free one day and prime free same day delivery services are expected to have also a customer momentum in this quarter. In the first quarter, the company made a previously launched prime benefit by with prime, wildly available to US based merchants by with prime allows prime members in the United States to shop directly from merchants. Online stores and avail fast and free delivery service a smooth checkout experience and easy returns. This is expected to have encouraged prime subscriptions. Apart from these initiatives, the company's aggressive stance on the core retail industry, especially grocery retail is expected to have benefited the quarterly performance. The company's strengthening e-commerce business worldwide, along with the expanding global footprint of prime are expected to have contributed well. The growing momentum of its cashierless technology might have been a positive rapid deployment of its palm scanner payment technology. Amazon one is likely to also benefit benefits the company in this quarter. In this apart from strengthening relationships with third party sellers on the back of strong solution offerings may well also have a did growth of third party seller services sales in the quarter to be reported coming to streaming services. The company's actually solid momentum across prime video is expected to have been a major tailwind in this quarter, expanding original content, regional content, and the overall content portfolio on prime video are expected to have driven the prime subscription for this quarter. And then we come to the flagship Amazon web services, the company's expanding web services portfolios expected to really have boosted performance in this quarter. The company made a fully managed service called AWS telco network builder generally available this service automates deployment and management of telco networks on the Amazon web service platform. With this service AWS is likely to have gave momentum on communication service providers during this quarter this apart. The company's increasing number of availability zones and regions is also expected to continue to act as a major tailwind. We also have the development of smart device portfolio, which is expected to really have been robust in this quarter. It's an eco of smart speakers is expected to have contributed really strongly. It's strengthening portfolio of fire devices is anticipated to have been beneficial in the quarter. Amazon has unveiled three new sizes of 43 inch 50 inch and 55 inch and the fire TV only Q led series. In addition, Amazon rolled out the fire TV to series, which offers both fire TV and the Alexa experience in one platform strengthening Alexa features is likely to have a did Amazon as well And we will also note there has been a deepening focus in within the business on healthcare, Amazon's growing efforts towards bolstering its presence in the booming healthcare industry are really expected to be an interesting point in this reports. So now we have an overview of where Amazon rap from a revenue perspective EPS and generally where the business is positioning self and we are expecting a very positive report this evening. Let's take a look at some of the statistical trading patterns that we have witnessed around Amazon earnings. EPS have moved lower in the immediate aftermath of earnings 8 out of 12 previous reports on average the stock moved down 0.9% in the first day of trading after the company reported earnings based on the previous 12 earnings releases Amazon is more likely to trade lower one day after earnings from average loss of 0.4%. However, on average the stock has moved lower by 0.2% one week after earnings. Let's take a look at where we are from the analysts community and in terms of the 53 analysts that have issued a stock rating on Amazon in the past quarter 39 have it as a strong buy eight as a buy five as a hold and only one strong sell in terms of the price metrics. Over the next 12 months, we have a max upside there of 155, an average of 130 and then a low of $85. In terms of sentiment and flow options traders are pricing in a 5.9% move on this earnings release the stock's average 6.8% move in the recent quarters the options market has overestimated Amazon stock earnings move 50% of the time in the last 13 quarters. Now, notably there has been 37,728 contracts. There is a bid on the one 10 call which is expiring on Friday and options order flow generally has been bullish going into the earnings, you have 70% of investors expecting earnings beat. With all that said let's put the chart and see where we might find a trading opportunity. Amazon closed last night. That's Wednesday at 105, 104.96 per share they're opening up today at 108. Now, importantly, the tech earnings so far Microsoft, Google and Meta have all outperformed and I think the stock is getting a natural lift from the the sector performance at this stage from a technical perspective for myself. I will be looking to buy any break of the 10950 I want to engage on the long side. We have a technical upside objective versus the swing structure and that 8807 low gives us 12066 on the upside so like I say any break of that 10950 on a closing basis I want to engage on the long side and look for a grind up into once we retest these price swing highs here 114 expect a little bit of congestion there potentially but ultimately we look then for a break to the market to target 12066 as the next technical upside objective for the stock at this stage. It would really take a close back through the high volume node here at 102 to suggest a more meaningful pullback could develop. We look to support back into the 9777 area monthly projected rain sports sits at 94 12 but for now, like I say I'm constructive and bullish and looking to engage on the long side and we're targeting a test up to 12066. As always traders plan the trade trade the plan and most importantly, manage your risk until next time. Thanks very much.


Here we go. Hi! Well hello friends and welcome back to my channel. Today we are going to be doing a day seven Q&A and today is the day that kind of got away from me unfortunately. I woke up like hella early. I mean if you guys watch me on Instagram, or watch me follow me on Instagram, you would have seen some stories of me up at like 3 30 in the morning doing laundry because I could not sleep. I've had trouble sleeping lately and that's just because of like a bunch of jarg interactions that I have to take for my stomach problems anyway. But what happened was I was up for quite a while and then I laid back down and didn't wake up until four. So yeah, kind of strange because Doyle did not bother me the whole time or I didn't hear him. I don't know but he was a good boy so that worked out well.  So I figured I would get to your questions. I just screenshotted the questions. I have not like read through them or anything yet so this will be on the fly. All right, so yeah, I screenshotted a bunch of your questions and I've got a few pages of them so I will answer as many as I can today. First question is how did you get started making videos? Were you worried people you knew would find you? Okay, so how I got started making videos is I was a huge fan of YouTube and saw all these other people making content and I thought, well I can do that. I can figure that out. So I did and I started doing it when I was living in Fargo, North Dakota and really didn't have anything else to do with my time besides work. So I decided that's what I wanted to try to do. And was I worried people were going to find me? No, not really. I mean I wasn't making anything that I was embarrassed about or self-conscious about or anything like that. So you know my philosophy like with these videos is what I'd be embarrassed if my grandmother watched them and the answer is no. So I don't care.  So you know to each their own if someone wants to you know put themselves out there, you know good for them and I totally understand that people don't want to do that too and it makes them really apprehensive and self-conscious and I get that as well. So to answer the question, no I was never worried if people were going to find me or not. So that's fine. The next question is, is the EC planner the only planner you have used and would you ever use a pocket size or a personal size planner? Well the answer is no. EC is not the only planner I have ever used. Back in the disay, like before social media, I used a very small planner and it was actually like my wallet as well and I believe that I got it from, well I had one originally that was from like Office Max or Office Depot that was like the Day Timer one and then I upgraded it to one from Franklin Covey about a year or two after that but again it like held my entire life. It had all my contacts, it had all of my IDs and credit cards and all of that in there and this was back in the day when I had credit cards and then my schedule and you know my month at a glance kind of a thing and I only used like the little month at a glance it was very small. So anyway then I got out of using that and then into basically doing nothing for a schedule at all which wasn't good. I used my phone like my just like iPhone calendar app and it just really didn't work for me and then I found people on YouTube doing plan with me videos and things like that and I was like oh my gosh that's kind of what I need to do. You know I need to get a planner and how fun would it be to you know decorate it and things like that. So that's kind of how I got into Aaron Kondren is because I watched a ton of planner videos with a ton of different types of products and I thought that the Aaron Kondren one was more was the most suited for me and would I ever go back to the smaller one? Maybe, maybe but to be honest with my lifestyle I don't take my planner out of my office. Like my planner is sitting right here. I will show you right now. This is my planner. I have the ring bound binder this year and I absolutely love it and it doesn't go anywhere. It just stays right on my desk. I don't take it anywhere with me. I don't need to take it anywhere because my normal like working schedule is very very normal. It doesn't fluctuate too much. Really the only thing I have to be considerate of is like appointments and things like that and that's why I just leave it laying out and then so like next week um then you know I'll go into this and then I still I have stuff laid out for next week already because I have some appointments and things like that. So anyway um yeah I probably wouldn't go to a smaller one unless I needed to carry it with me daily. Um okay so this person asked will you ever move out of Minnesota and where would you go? The the answer is definitely yes. I would move out of Minnesota. Um I would love to retire in this really well it's not a super small town. It's a smaller town. It's called Wilmington, North Carolina. I actually lived there for a year and the weather and atmosphere and people were awesome and amazing and the lifestyle there is very laid back and I absolutely love it. So if you're living in Wilmington, North Carolina like I envy you so much um but yeah it's it's a great place and it's not too hot. Um I know people have asked before like would I ever move to Florida to be closer to my parents and the answer is no it is way too hot there. I can't I can't handle that. I am not built for super super hot weather all the time so um that would be a no but yeah I would like to um be on the east coast when I retire or after I retire um and not you know live in a cold environment I guess but I do love Minnesota. I like that it has all four seasons but um I could do without the winter some some seasons. Um okay so I have another question actually about cold weather. It says favorite cold weather clothes. New England winter just started and I'm cold already so uh first things first layers layers let me tell you um layers are great also a good winter jacket um I tend and this is super weird but I tend not to wear a jacket in the winter and I know that is kind of cray-cray but here's the reasoning of why. I drive an hour commute to and then from work so when I get in the car my heat is on and I get so incredibly hot in the car um so I tend not to wear a jacket like I'll wear like not this but I'll wear something with long sleeves that's cozy like a sweatshirt or whatever um because my office is very very casual so I will do that but I don't tend to wear a jacket and if I do tend to wear anything um at all it's usually like a puffer vest that works well for me also an automatic start under vehicle is amazing um so I do have that on my vehicle and that was like I got that maybe a month or two after I purchased my vehicle like more than a decade ago now so um yeah but it's it's it's a great thing and I absolutely love it and even if I have to go shopping or like you know go to a store go to the grocery store or something like that I'm only outside for just maybe a minute maybe two depending on how long it takes me to walk into the establishment so I'm not really outside for a long time and then if I'm walking Doyle I will put on like you know a hat and gloves and a scarf and then I have like winter like walking jackets as well also for snow um Sorrell I think it's S-O-R-E-L is the brand name their boots are kind of amazing I've been wearing them since I was a little kid and I love them and I have I think I got a new pair what was it last year maybe the year before um but I love them they're so nice and they're so nice to um have for walking Doyle they have really great traction so if you are walking a dog or you know even to do like snow removal um you know or whatever it's really nice because you don't slip and slide too much I mean you still can but it's it's not it's not that bad so anyway those are my favorite um cold weather clothing items I don't know lots of layers lots of layers one of my co-workers wrote who is your favorite horse assistant duh Susan uh next question top five planner sticker shops oh okay well the first two that come to mind are the first two that I have like actual binders of which is crazy um but so I have a whole binder right here of coffee break planner which I love link is below there's also a little discount code for you if you want 20 off I've also got another binder full of Chrissy and Designs stickers again link is below and then ooh so if I had to pick three other shops hmm okay so it says sticker shops so not washy okay I'm really into planer topia which I will put a link down below for you guys oh god there's so many it's like so hard to pick I really love one ton in a million love her stuff and then I think I would say plan to plan sticker co love love that shop as well I don't know I like a lot of different things so I mean if you're kind of just depends like if you want to be more decorative or if you want to be more functional and some of those shops are decorative and functional and some are just decorative and you know all that good stuff so um next question is actually best sticker shops uh per my last email I'm just kidding the last question really answers that um okay and then my friend Jen says how excited for go wild 2020 are you oh I'm so pumped so so excited I actually was um texting with Ryan from a man with the plans if you want to see more about Ryan I will link wherever it goes link his channel up above for you um so Ryan and I are going this year I'm so so excited um last year Jody from Life's Organized Chaos came with us but sadly she has a work commitment um during that weekend which has her out of town as well so sadly she can't come but Ryan and I are going to be there we're so so excited to go to Anaconda California we are gonna do Disney one day um so that'll be really exciting and again we'll be vlogging the whole series and putting it up on the interwebs for you guys but I'm very very excited to see some friends that clearly are internet friends um and I haven't seen them for a really long time so yeah I think it'll just it'll be so fun and I think Ryan and I are getting together sometime this month and we are going to possibly chat about like go wild and things like that too but as we get closer we'll you know chat more okay so that is going to be it for the Q and A I want to cut it a little bit short here so this video isn't like hella long for you guys so anyway um if you have any additional questions you can put them right down below I might do another Q and A during this vlogging series you never know but I hope you guys are having a wonderful day and I will see y'all in the next vlog bye guys well folks it's time to kick it old school


Hello, hello. Welcome, everybody. I should be a little bit, not speak too loud. Good morning, thank you very much for being here. We're very happy to welcome you in Gaelstein. Just very briefly, today we're going to have two talks in the morning, then there's, Mita Gessen, lunch, thank you. Then we have some lightning talks and then another two sessions after the coffee break. Today, I have for you a very special guest. She is Fjord Van Hummel. She is the head of marketing at Yoast. We're very happy to have her here. She's going to talk about failing forward lessons learned in change management so that we can use changes and opportunity to grow. So please, oh, one important thing that I need to say. She has been in a lot of work camps. Her first talk in a work camp. So please give a big round of applause for Flori. Thank you. Wow, so really happy to be here. I think you all chose the right room to be in and that's not because of my talk. Well, maybe also because of my talk, but I think the temperature is way better than over there. So that's already a plus, got that going for me. Hi, everyone. I'm really happy to see that you all take the effort to come and listen to my talk. So before we start, I want you all to think about a complex change that you went through within your work and that had some issues along the way because I think imagining a complex change that you went through will help you understand my talk better and will also help you implement it, implement the tips I'm giving in this talk. So before we dive in, I would like to introduce myself. As Maria already said, I'm the Director of Marketing at Joost and before that, I worked at a marketing agency where a lot of the examples are also from that I will be talking about today. And at every place I worked, I experienced change. Wow. Are we good? Yeah, exactly. Good morning. I experienced change that didn't work. So let's dive into that a bit more. Because we've all been there, complex changes at our work, whether it was changing to a new system, a new working methods or maybe even a complete reorganization. We all know changes are hard and people make mistakes along the way. So why aren't we using these mistakes to our advantage? In this talk, I will show you a framework for complex change management. In this next 30 to 45 minutes, I'll talk about the five key areas which affect success. So you can all start failing forward as well. And I'll be doing this by using a framework because frameworks are often based on real-life research and that means that the foundations are true. So I'll be doing that in this talk as well. And for this talk, I'd like to look at the lipid nostril model for complex change management. And it's a very powerful tool that provides guidance on the road of managing complex change. And the model has five elements. It's vision, skills, incentives, resources and an action plan. And as you can see in this nice overview right here, if you do all the things right, you'll achieve success. If you have one of the elements missing, well, that might have some impact on the people that are experiencing the change. But not to worry. In this talk, we'll talk about failing forward. So I will actually tell you how to use this to your advantage. So let's dive into the first element, vision. Every journey of change begins with a destination in mind. This is the vision. It's a super important thing for your change management process. It means that you should think about what the future should look like when your change has been successfully implemented. And a clear, defined vision provides a sense of direction. It creates purpose and it fosters alignment. In summary, it's actually the North Star guiding you towards your unified goal. But what happens when we don't have a clear vision? People will be confused. And this can lead to ambiguity, disagreement, a lack of direction, and ultimately a stagnation of the change process. But having this shared vision isn't always easy because a lot of people don't really know why they have to move because the status quo is actually good enough. So let's dive into an example. I remember when the previous company I worked at bought another company. Both companies were rather small and because I was at the buying company, we actually knew why we were buying the other ones. And we didn't really expect this change to be so impactful because the companies were rather similar. We had similar things we offered as an agency. So we were actually pretty confident about this change. However, when the day came that both of the companies were working together, we noticed a lot of confusion within the other team because, well, they didn't even got the explanation why they were bought and why they had to work with us all of a sudden. So what did we do to change that? Instead of just trying to work together, we actually went into a room together and started talking. I know this sounds like an obvious thing to do, but I see some of you smiling. So I also know that it's not something that everyone always does, like just get into that room together and actually ask, like, what do you think of this change and where do you see us going? Where can we actually find our strains together and work together? And that actually helped in this case. So it was really nice to take a better look at each other and get to know each other. And in this case, although it was really confusing for a part of the group, this actually was a learning opportunity to get actually on the same page. And it was a chance to learn about the team's perspectives, understand their aspirations, concerns and expectations. In summary, the journey towards a clear shared vision might leave you with some mistakes, but each one is an opportunity for growth and reviving. These failures help you understand your team better, improve your communication, create a compelling narrative and instill a sense of urgency. So that's what I would like to take away from this first element. The second one is skills. And having a vision without skills doesn't really get the people going. And if I'm talking about skills, I actually mean the collective abilities and expertise that are needed to implement the vision of this change. Without the right skills, your change is just a theoretical concept, something you really want, but can really achieve. And this lack of skills can cause anxiety when in your team and then again, stalling the change process in the end. And in the context of change management, skills aren't just about the things we can do at the moment, but they're also about our capacity to adapt, learning new things and unlearn what no longer serves us. And this transition towards a new way of working, a new system or a new culture requires us to embrace new skills and let go of the old ones. We all know this isn't easy. And failing forward is to me the only way here. One of the times in my career where I definitely lacked skills in change management was when we switched from one project management system to another. We didn't really have the skills to bring this plan to action. And although we really wanted to use the new system and we read the website and saw like, okay, this really has the things we need, we didn't really know how to use it. So people within the company felt like they weren't in control of their tasks anymore. They had struggling finding their own projects and actually having a worse time than before. So what did we do? Well, we started doing it anyway. And that meant that absolutely some things broke along the way and we lost some of the data, which I wouldn't really recommend. But because of this anxiety we all felt, it actually led us to really reflect and to see what was missing, which things we couldn't do. It helped us actually focus on, okay, this is like the biggest blocker at the moment. So this is the thing that we should be focusing on right now. And we discovered that we just needed some stuff like breaking down into smaller pieces and it made us help finding the gaps in our knowledge. So that actually, in that way, Filio actually was our guide to help us improve along the way. And yes, in the end, we switched to the new system and everyone was happy with it. And in this specific example, I actually learned that one of the most important skills to develop for everyone is having a growth mindset. And a growth mindset is actually the belief that one's abilities and intelligence are can be developed with effort, persistence and dedication. People with a growth mindset can get better at something by dedicating time and effort to it. They see challenges as an opportunity to grow and embrace learning from their mistakes and are not discouraged by failure. They believe that with hard work, they can improve their skills and knowledge. Of course, there are multiple ways to teach yourself to have a growth mindset, such as embracing failure to start with or learning from criticism. However, as a leader or a team member or someone who works with other people, you are maybe very likely to be motivated to develop that growth mindset. I think you are because, well, you're in this talk, so you're at least curious. But at the same time, you might encounter people that aren't that motivated. So what can you do? Some of my favorite examples to actually create this growth mindset are, first of all, to model a growth mindset. And that's like demonstrating a growth mindset by your own actions and attitudes. So that means showing that you value learning and improvement, accept and learn from your mistakes and also saying out loud, right? If you're doing something wrong or something didn't go as planned and embrace challenges.  And I know that's like something that takes practice as well, but there again, the growth mindset comes in handy. The second thing is to use the power of language. And I cannot stress enough how important this point is. So what do I mean by the power of language? I think like using growth-oriented language in your language like towards yourself but also towards other people really helps you to actually believe the things you're saying as well because the mind is a very powerful tool. So what if we're talking about something you cannot do at the moment? I'm not gonna say to you, well, you can do this. I'm gonna say you can do this yet but in the future with some practice you can. So that's something how you can actually like it's a really simple example of how you can show people well, you can learn, you can develop and there is a way forward. And the last thing I'd like to promote is making mistakes as a learning opportunity because I already said like you should admit your own mistakes you should lead by example but how can you do this if you're for example working at a company? So one of the things that I would suggest is setting up a weekly or monthly meeting where you're actually telling each other like what went wrong this month without saying, well, you didn't do well as a person or you just failed in doing it tasks or we want to see where the challenges lie and how we can improve. And by just like making that something that's regular that's normal, that's part of the process it's way easier for people to actually reflect look at their own mistakes and speak up at those as well and therefore grow and learn as a group. And of course there are multiple ways how you can get people into growth mindset and these are just like my three favorite examples as I think you can start doing those today. And actually advocating this growth mindset will help people open their minds and help them grow as well. So I really like this way of thinking about it. Unfortunately, of course, that's not something we can achieve overnight. So just focus on these little steps first and then go take the next step. So of course the path toward learning a new skill isn't easy and it requires this culture that embraces failure and sees it as an opportunity for learning and innovation and that also fosters resilience, psychological safety and growth. But each failure is a lesson in patients in innovation and in persistence and that brings you one step closer to actually get that team ready for a new change. The third incentive of the third pillar of the Lipid Nostrum Model is incentives. And these are the motivators or drivers that inspire individuals and teams to actually go towards, go like take the next step in the change process. And incentives can actually be this powerful catalyst that actually like helps speed up your change process even more. And they nudge people out of their comfort zones and encourage them again to embrace change. Without suitable incentives, resistance and opposition to change are likely to emerge. And when I talk incentives, the first thing that often comes to mind to most people are monetary rewards.  And of course financial incentives can be very effective but they're not the only motivators or necessarily the most powerful ones. In fact, studies even show that non-monetary rewards like recognition or a sense of accomplishment and growth opportunities can even be more motivating than those financial rewards. And I think like one of the really hard things in change is overcoming resistance. And this resistance after comes from fear, fear of the unknown, fear of failure or fear for additional work, for example. And this is where incentives and of course also the occasional failure in finding out what those incentives are become crucial. So what happens if you actually chose a wrong incentive? You notice that your team isn't motivated at all. They don't want to change, they just want to stay exactly where they are. Well, the answer is again, pretty simple. You'll just try something else. And by keep on experimenting, you'll gain insights into what your team drives, what your team wants. And you can tailor these incentives to actually be more meaningful so that also helps you of course in your next change. When I worked at the marketing agency, one of the customers I had made software, very specific software for the public environment. Do you know these little sweeping cars, for example, or the trucks that drive the bins out on the streets? They made software for the drivers. So the drivers actually knew where to go and which bins to empty and which streets to clean. When building a campaign for these drivers, we first focused this campaign on being more efficient because in the end, that was the incentive for the company that actually bought the software and paid for it. But the drivers, so the people that actually had to work with the software, well, they didn't care about saving time. They just came to their job, did the work, had fun with their colleagues, and they went home. So the campaign to actually make the drivers to ditch their paper map and start working with our software didn't really work. So I had to do something else because the drivers were still using their paper maps and I thought, well, they need to use the software, what to do next. So I went talking to the drivers and I asked about their fears about what they didn't like about the software and it turned out they were a bit scared of being controlled too much and they didn't really know how to use it because a lot of these drivers were already like in this job for a very long time and they were so used to actually using that paper map and to their old habits. So they weren't really motivated to change because they got the work done right. So after many conversations, I decided to pivot the campaign towards the fun part of the software because playing it actually or using it actually made you feel like playing Pac-Man in real life. So the software was made really fun and interactive and it turned out that this narrative actually worked for them because it actually added something to their working day. It was an extra element and it made their work way more fun. The other thing I focused on was them having less administrative tasks. So that's something they actually lost right now. So they have more fun in their working day and didn't have to like draw everything on the paper map again. And this actually worked. So this example really shows that it's not always about money or being more efficient like the obvious things we mostly think about. Sometimes it just can be about reducing something negative like in this example, the administrative tasks or in other cases, stress, workload or confusion. But again, as I also told here, there's a learning curve involved and what works for one team member of course might not work for the other. So that's why it's always good to focus on multiple incentives is if you're talking to a bigger group of people. And each failure like the example here shows you which step you can take next and helps you to understand your team or the people you're talking to better. And you can also think about smaller things to do. I mean, this example might be pretty big because switching from a paper map to a software system is of course a big change. But if you're for example, leading a team, you can also give a team member an afternoon off after they've finished a really complex task because that can also get them motivated again in feeling recognized and knowing that if they work really hard, they get something in return. But it can also just say, well, you did a really nice job and publicly acknowledging someone's work in front of a group or investing, for example, in a great piece of software. And in summary, I think incentives are actually crucial in facilitating change and the failure encountered in this journey is just as important because, well, we can't really read each other's mind, right? So again, we have to talk to each other, have to find out what works and what doesn't. And of course, in the first place, you can make some assumptions and like maybe you're right. But if you see that your team is just not motivated at all, make sure to go talk to them and see what works. All right, I'm glad to see you're all here. We're at the stage where we know that we need a clear and communicated vision. We need skills and a growth mindset to actually make that change happen. And we know that what we need to know, what our incentives our team has. And this actually leaves us with two more elements for successful change management, the resources and the action plan. If I'm referring to resources, I mean the various tools, materials, technologies and of course, the human resources that are necessary to implement the change. And without these adequate resources, the change process can stop resulting in a lot of frustration among your team. And the term resources can include tangible resources like software, hardware and office space. But it can also include funding and intangible resources like time, knowledge and human effort. And using all of these resources in the right way is a crucial expect. And just like mentioning these groups, I already know like it's a big thing, right? It's really hard to get all these things right just like in the first go. So let's dive into an example. We decided to focus on a new type of content strategy but we didn't really want to stop the old way of doing things because that actually worked for us as well. And we weren't really sure about the new content strategy and how it would work for us. So this led to some problems with time management because the team had to do way too much into little time. It was frustrated and people didn't really do both of their jobs right because it was just way too much. So it wasn't really a good place to be in. We needed to adapt quickly and we didn't have the money to actually hire a new person. So we needed to involve in another way. And finding new ways of achieving our goals can actually make us innovate even more. And in this example, well, you might have guessed it already if we're talking about content, we started to use AI in some of our content creation. And yes, AI content still needs to check big time but it did help us to work faster and to experiment a bit more and to actually do more in the same amount of time. Also, people were way more motivated because they could actually use this new way of working instead of doing everything the old way. So it actually gave us two things. So some of the greatest innovations have been born out of resource limitations. Finding out, well, in your change process that you don't have enough resources can help stimulate innovation. But there's something, of course, to worry about because I'm not saying you should always make sure there's not enough time to do stuff in order to help people innovate because, of course, there are worries about burnout, people being stressed too much. So I think there's always a fine line that if you're leading a change process, you should always think about, okay, how's my team doing? Is this something they can actually handle? And again, I'm getting back here to the growth mindset because that can actually help people focus on the right things, help them to be happy about this change, help them think creatively without thinking, oh no, I'm just overwhelmed. But if you are having your resources right and made the right innovations along the way, it can help you do a better planning and in the end also lead to a healthier work environment. So let's dive into the most actionable and last element of this talk, the action plan. This refers to a clear, detailed, organized roadmap outlining the steps that are necessary to implement the change. It's a plan that guides your team from where they are now towards the envisioned change. And without the solid action plan, you're sure that you're all for false starts of your change process, leaving your team feeling a bit directionless and disengaged. But I think this image actually shows it pretty well because with all the things we already talked about today, it's actually pretty hard to make this fixed action plan and especially if we're talking about complex change, you have a lot of things that you have to take in mind. So, well, let's dive into an example first. When I first started at Joost, I picked up this internal project that taught people how to use Slack more effectively. I created an extensive Slack guide with tips and things how we're doing tips and how we are doing things at Joost, Slack hacks and the rules that apply it for using Slack specifically at Joost. And though we already used Slack, some of these things actually impacted how we were using it. So after the really, really, really extensive guide was done, we launched a project, of course, with a Slack message, but we also hosted an internal webinar that explained more about the guides. And unfortunately, my colleagues are sitting here so they know not much has changed until now. Do you remember the webinar? Yeah, so we remember the webinar. We know there's a guide, but we're not really doing things differently. My biggest failure, well, I didn't make a proper action plan. And as I said, creating this action plan is not a small task at all. It actually requires a deep understanding of your team's capabilities, your organizational structure and the complexities of the change you're implementing. And as I said, I just started at Joost, so I didn't really know all these things. Of course, I asked for input and I tried my best, but I was at the company for two months or something like that. So I did not have the knowledge to actually create this fixed action plan. And apart from that, creating this action plan involves setting clear goals, defining roles and responsibilities, outlining timelines, establishing benchmarks for success. So not only like the success at the end, the vision that we want to achieve, but also like what is success along the way. And if I had actually done this properly for my Slack project, I would have communicated how the changes should actually, what the changes should actually look like when they were implemented and what the expectations were from, for example, team leads or how we were talking to each other. And even when you created this fantastic action plan, so imagine I did create this fantastic action plan, you can make mistakes because it's of course not uncommon for teams to well expect or actually encounter unexpected things, miss deadlines, people leave the company, you have resource problems, like a lot of things can happen along the way. So that's why my solution to this one is focus on making this agile action plan because the action plan shouldn't be set in stone. It should be a dynamic document that actually evolves with your team's experiences, learning and with their feedback and input as well. And each misstep is a chance to revisit the plan, to investigate what we can do better and to actually check our lessons learned so we can actually adapt and grow better and adjust your course of your action accordingly. So in summary, a change without an action plan isn't a change as we saw with my slack guides. And the path towards this effective action plan is trial and error and learning from your failures. And actually preparing this talk made me think about that slack guide and thinking that I am going to pick it up again because I think I do have the knowledge right now to actually take us to the next level. And I just want you all to be encouraged like a failed attempt is in the dead end. So even though I started this slack project over a couple of years ago, I mean, the plan, the guide is still there. It just needs that last step but this just needs like some energy putting into it and some clear next steps and the definition of success. So I think this actually helps me like creating a better action plan in the future and therefore better managing this complex change. So it's almost time to wrap up this talk about complex change management. And I hope that I showed you that making mistakes is actually a really good thing to do because it's not only a consequence of changing, it actually helps you understand all different aspects of change and in the end, even making the change more successful. So we dove into the lipid nostril model of complex change where we talked about vision, skills, incentives, resources and action plans, each a crucial ingredient for a successful change. And of course, in an ideal world, you would go over all these steps and make sure to write down yet you met each one of them in the change that you have in mind. But I also know we're all human, we don't have all the time in the world and sometimes we just wanna get going, right? So you can still succeed without having each of the steps correct. I hope that you already took that from the stock. And I think the thing that's really nice to start doing today, in the beginning, I asked you to think about this complex change at your work or maybe in your personal life. And if you're thinking about that change, what are you encountering? So if we're looking here at the outcomes, are you maybe encountering a lot of resistance? Well, that might can be the cause of a lack of incentives. And like looking at the model the other way around might actually help you to improve the change process you're currently in. So you can actually start failing forward by looking at the changes you're encountering right now because yes, change is hard and it doesn't have to be perfect from the start because let's just embrace failure and it's just a little bit harder to get there but if you do have that growth mindset, so I still think making mistakes, well, it's just fun, right? Let's laugh about it. I mean, as long as it's not something where someone dies, then don't laugh please. I think it's really nice to make mistakes because it just shows we're all human and we can do better in the end. So by embracing this idea of failing forward, we're becoming more resilient and building this organizational culture that actually sees the value in making mistakes. We create a space where individuals feel safe to take risks, to experiment and to voice their opinions. We foster innovation, engagement and ownership. And as leaders, AR professional, team members and everyone else, our roles in the change process are actually to facilitate learning, to lead by example, to model that growth mindset and we must remember that the path towards successful change management is rarely a straight line. It's a journey filled with twists and turns, challenges and opportunities and just mistakes but let's have some fun along the way. That was my talk. Thank you so much. The slides are available right here. Thank you very much, that was great. Thank you. This is for you. Oh, nice. Thank you. We have a little bit of time for questions. So if anybody wants, I'm gonna, I have the mic so I can go to you and please, if you have a question, if you could please wait until you have the mic so that the question is also recorded for posterity, for wordpress.tv, please. Excellent talk. Thank you. Sorry. I do have a question. Oh, I see one there already. I can go second. I can go second. Thank you very much, very great talk. Very interesting for me. I'm a member of an open source project and I'm wondering how does this change management idea works for open source projects with limited incentive possibilities, with limited resources? Mm-hmm. Yeah, so I think, like, are you one of the leaders as well? Yes. Yeah. So I think like, as someone that actually leads this group, it's really important to focus on those incentives that of course aren't monetary. So let's just like talk together with your group about what actually makes you feel rewarded and that can already like do a shout out in the make wordpress slack, for example, or say, okay, today we're doing this online team building activity, just like some games online. If you want tips about that, Noringa, who's sitting here, you have great tips for like online team building that like doesn't have to cost a lot of money because of course that's really important. And so I think the first thing here is get the conversation started. How do you feel rewarded? And what can we do within open source to actually make that happen? Does that answer your question? I see you're still a bit in doubt. We can talk about it more at the Yoast booth if you want. Yeah, that's a great idea. Thank you. Anyone else? Anybody facing change? Yes. A little bit different question. I was very intrigued about your slack guide. Are you planning to share or are you also social media, some sneak peeks for others to try to implement it? Thanks. Yeah, we can definitely talk about that as well. It's actually, I think 30 pages or something. And yeah, so there's actually one online available, so not from Yoast, which we used as an inspiration. So there are some online that is actually really nice to like see those hacks and yeah. I want those too now. Anyone else? My question was about incentives. You mentioned an example where the first incentive, the example with the truck drivers, where the first incentive didn't really work, then you pivot and then you worked and I think it was brilliant. Thank you for the story. My question is, have you ever had maybe other examples where even the pivoting still doesn't work? And I'm gonna give you some context because I used to work for a software company where actually that going from paper to web was the big thing and we also promoted the less administrative tasks. However, we encounter sometimes that for some peoples, it was a production environment. So for some people actually writing things on paper was a lot faster than clicking, especially for people that don't necessarily see that a computer for most of the time. So that didn't work. So even the pivoting and sometimes you just discover this along the way and then you think that this is gonna bring you less paperwork because it literally was less paperwork but it was for them a lot of clicking and searching. So have you ever had like to search deeper for it? Oh, absolutely. Yeah, sometimes it just doesn't work at the first, second or third time. And I think there are like a couple of elements here that are pretty interesting to look at. So one of the things is always take a look at like peer pressure and stuff like that because like if a group is very resistant then it's really hard to motivate them. So you can't even tell them the right thing but if they just like feel this internal grudge like I don't wanna change, they're like talking to each other all the time, right? And they won't be changing. So I think that's really interesting. Like try to look at like group dynamics and see who is like the social leader because you always have like those key influences within a group, talk to them like separately and see if you can find like their things. Like what are they motivated? What are they holding them back? See how you can motivate them because in the end they will influence the group. But like the second thing is sometimes your ambition change just isn't good enough, right? I mean, that's also something be brave about that as well. And I can imagine like in a society where we're all moving more towards a digital world. In your case, you would want people in the end to move to the software just because of it's more future proof, for example. But yeah, then it just takes some time and people just have to start doing it for a really long time before they actually get used to it. And yeah, that's just not, that's much fun. I agree with you. Thank you. Yes, that's true. I like the social leaders. That's a very good. Yeah, something we often forget, right? Yeah. And they move the masses, they move to it. Thank you. Thank you.


So, every show I do, I feel like I learn more about why people behave the way they do, because I spend so much time thinking about what the characters might do and why the composer wrote a particular phrase the way it is, and it's my whole year doing the research. So the most recent, one of the most recent shows we did was Johnny Skiki, and this is an ensemble comedy, and I love to make people laugh, and I've been so overjoyed at how much fun it has been to come up with this stuff, but my very favorite, most rewarding thing is watching those students for whom it is a different show every night. You know, we have basic things that we're trying to accomplish in basic movement patterns so that we stay in the light, but just in terms of them living in the moment and reacting to each other, the facial expressions are different, the little, you know, elbowing the person next to you thing is different. I mean, something goes wrong with a prop, and so they jump on it and it becomes even funnier than it was in the first place. They'll give suggestions, you know, for example in Johnny Skiki, weird things that we could find in this dead guy's house, and they turn into these great bits, and then seeing the audience just crack up, it's so rewarding, but it's for the students, because I see them hearing what they're doing, and it's all them, their ideas, you know, I just maybe steered them in a particular direction, and it made it physically possible for them to do it, but it comes from them. The other show this year was Goyescas, which is a pretty, it's rarely done, it premiered in the same year as Johnny Skiki, and it is based on a lot of paintings of Goya, who he must have witnessed so much tragedy in his life, because so many of his paintings, especially in his later years, are so dark, and I felt like I understood so much more about Spain, and we created a character in the show that actually represented Goya, it wasn't something that was in the original script, but I really wanted to show Goya's art, and so we put about a hundred of his paintings up as projections, and we saw this character kind of throughout the plot sort of dreaming these up as the events of the show happened, and that way I felt we were showing for him how art was a therapy almost as much as it was an obsession. I mean he had candles put on his hat so he could paint at night, and he went a bit crazy in the second half of his life, and they think it was because of the lead in the paint, you know, but he just had this burning desire to create all of this beautiful art, and so it was anything trying to understand how we could do that through staging and show that for him. Last year's show, Midsummer Night's Dream, again, this is a story about a lot of humans that spend the night in the woods, and they get caught up in this fairy battle, and they make art, and they make love, and there's fantasy, and at the end of it, they're all changed by it, but it's about the power of art to, in dreams, I guess to lift us out of ourselves and then maybe bring us closer to who we might be instead of being fettered by society, and it was very fun in the show to try to show that with people, the power of all the folklore that you could find about the fairies in British tradition and how that influenced what the characters do and to watch their arc. We had, there's a character in Midsummer who is in drag for a little while in the third act, and I've seen productions of that show where that's made very funny, it's sort of lampooned, you know, drag is funny, but I didn't like that because, you know, it's not funny, it's very important if that's part of a person's identity, you know, and Britain, the composer and his partner Peter Pears, who created this opera together, you know, they were in this same-sex relationship, very loving, very long term, and I can't believe that they would want that for this character of Flute who Britain's partner Peter Pears played in the premiere, and so to me it was very important that he be beautiful and, you know, that the fairies embrace this, him sort of coming to terms with his real self, his identity, and I think that we did that. I was so, so proud, you know, hearing the audience cheering for him when he came out at the end. Again, I think a lot of what I do as a director, in addition to teaching, is look at what the creators are really saying in trying to help people relate to that, no matter where their stories are as an audience, how, where they're coming from, I really try to make things as clear as possible.


Rastalization in Pokemon Skull and Violet focus specifically on how best to use this new mechanic in these brand new games Do we use it more offensively or defensively? Firstly from hyper offensive mod We've got a high dragon on one side of the field and a giraffe rig on the other side It makes sense in a hyper aggressive situation here for the high dragon to go for its dark terror Transformation get an additional same type attack bonus on top of its already dark boosted attacks and then launch A terror blast attack into it dark type to remove it from the field on the flip side of that in this same situation This time around the giraffe rig player also Tora slices in a defensive play to go into pure fairy type Pokemon This is gonna be able to take the incoming big attack from the high dragon. It doesn't matter how boosted it is It's not gonna be very effective allowing that player to get the trick room up