Why is trust important in the workplace? Getting employee trust is an essential step to building a team. Teams outperform groups of individuals hands down. When you build trust within your team, the working environment becomes much more enjoyable for all. Team members look out for each other, help each other and tackle problems together. All these benefits increase the team performance and reduces staff turnover, reducing the cost of recruiting and training new staff. Every company wants better performance for lower cost. If you are the manager delivering this, what would the company do for you? I don't think you can employ tricks or short-term tactics in winning the team's trust at work. Booking in days of team building, exercises and trust building exercises rarely moves the trust dial much. Building trust takes work, being genuine, showing who you are and it doesn't happen overnight. I'm sharing seven ways to gaining employee trust, that encourage trust with your team in the short-term and the long-term. Firstly, understand two different types of trust. Secondly, listen and act for gaining staff trust. Third, empowering your employees is trust and action. Fourth, consistency of action creates trust. Fifth, openness and transparency builds trust. Sixth, trust is created when leading by example. And then seventh, act for the benefit of your team to gain trust. All of the approaches I talk about need to be employed from the heart, from a genuine and honest desire to help and support your team members. If you approach them as techniques to employ for winning the team's trust, rather than seeking to build genuine two-way trust, they simply won't work. A manager needs the team's trust to enable their own success. A manager creates value through others, through their team. Their team's performance is a key way a manager's personal performance will be judged. To gain the trust of a team. A manager should lead the way and trust their team members first. My name is Jess Coles, and if you're new here, Enhance.training shares people management expertise, resources and courses teaching you how to build higher performing teams. I've included links to additional videos and resources in the description below, as well as a video timestamps, so do take a look at these. And if you like this video, please give it a thumbs up and subscribe. To start building trust in a team, you need to firstly understand two types of trust. Everyone is different, and we each place more value on one type of trust compared to the other. Two different types of trust in the workplace. Firstly, job-based trust. Job-based trust, or cognitive trust, is your trust in a person to do their job well, to undertake an activity and do it well. If this trust is important in teams, when everyone is relying on their teammates to do their tasks and jobs at least as well as themselves. And secondly, relationship-based trust. A relationship-based trust, or effective trust, is built on empathy, emotional connection and genuine feelings of concern and care. Our feelings about the other person's intentions, values and integrity all feed into this type of trust. Relationship trust in action is when, say, a friend has had a really bad day. You sit and listen without trying to fix the situation as they blast steam. Even though you had an amazing day, you won't breathe a word about it. A demonstration of putting their interests before yours. Building both types of trust are important in the workplace. Some place more value on the jobs-based trust, others on relationship-based trust. Who wants to follow a leader that is a liability in their job? Equally, who enjoys having a manager great at the technical side of their job, but who you don't trust to look after you in the slightest? In winning employee trust, you need to build both relationship and job-based trust. The second action is to listen and act for gaining staff trust. Listening to team members, that is hearing what they say, taking it in and understanding it is a demonstration that you value their ideas, input and solutions. Acting on at least some of these ideas is even more important. Acting on their ideas and input is a visible public vote of confidence and trust in them. The best way to kill off staff giving you ideas is to listen and do nothing.  Listening to staff and visibly acting on their good ideas and solutions will build trust with the team members and demonstrate you care and value them. Listen and act. The third action to winning the team's trust at work is empowering your employees. Empowering staff is a demonstration of your trust of your employees. If you don't show your trust of your team members, why do you expect them to trust you? Extend trust to earn trust back. Trust your team members to do their job. Give them clear direction, set clear expectations and then stay out of their way. Don't, firstly, micromanage them, be overly controlling or check up on them every five minutes. Secondly, don't only set them tasks which limits them practicing their problem solving, organization and general thinking. Third, don't ignore their ideas, input or solutions. Do, firstly, stay out of their way so they can do their jobs. Secondly, delegate problems to those capable of solving them and delegate problems and coach those that can almost solve the problems. Third, do ask for their opinions, ideas and solutions and act on them. Fourth, ask them for their help to solve problems relating to their areas or impacting the broader team. Fifth, invite them into group problem solving or planning sessions. There are so many ways that you can empower employees and show team members that you value them, respect their skills and want to hear their ideas. Fourth, is consistency of action creates trust. In any leadership position consistency is a big deal in creating emotional safety and trust with your employees. Humans love patterns. Our brains are wired to recognize and use patterns as it saves our brains a lot of energy. And patterns are also key in our survival mechanisms. Creating consistent patterns creates psychological safety.  What message did that set of actions send to everyone in that leader's team? I had several very worried, afraid people talked to me about it afterwards. Consistency of actions, decision making and behaviors all build trust. Employees know in a given situation the action that you as a manager will take is likely to be X or something close. This consistency extends psychological safety to your employees and builds trust in you because they know what to expect. Fifth, openness and transparency builds trust with employees. In the workplace being open and transparent allows employees to form their own opinions based on the same information that you're looking at. When they reach the same or similar conclusions and agree the action you plan makes sense you start gaining staff trust quickly. I spoke to the owner of a very unionized business in a declining sector. There was a lot of distrust between the union and the management. The union was pushing for higher pay. Management was trying to keep the business alive. As soon as management opened the books showed the workers in the union the finances, the budget and talked through their plans all the animosity and distrust dropped away. Both management and workers started working as a team for the first time in decades. So regularly share with your team first the financial targets and progress against them for both the company and the team. Secondly talk through what is happening in the company why it will help hit targets Third discuss the problems and challenges being faced by the team and the business. Fourth explain everyone's responsibility on the team and who is doing what and why. Fifth tell the team your personal thoughts and views when appropriate rather than just repeating the corporate messaging. Being open and transparent is incredibly powerful to building trust with your team. Sixth trust is created when leading by example. As a leader or manager what you do is in the spotlight all of the time every action, decision and behaviour are observed by staff members and it impacts their trust of you. How you treat team members and colleagues impacts their trust of you. Create trust by living the same rules you are asking your staff to live by. Being open and transparent shows that you are accountable in the same way that you are asking your staff to be. Work to hit your personal targets as well as helping the team overall hit their targets. Treat others how you want to be treated give them the trust and respect that you want back in return. In short lead by example and do this consistently day in and day out to build a trust with employees. Seventh act for the benefit of your team to gain trust. One of the most powerful ways for how to build trust within your team that I know is visibly working hard to help your team. A few suggestions. You firstly deal with the problematic people and behaviours in the team. Secondly protect the team from distractions, politics, low value requests and the games other managers play. Third create clear direction and keep yourself and the team focused on that direction. Fourth actively look for and remove problems that hamper your team members' efforts and success. Fifth work hard and broaden their experience. A big part of being a successful manager or leader is acting in service to your team. But actively and visibly using all the skills and experience at your disposal to help the team overall you are showing that you are doing your best your part in creating the team's success. Serving your team is a brilliant way of winning team trust. So in summary gaining employee trust and working out how to build trust within your team in a genuine open and empathetic way is incredibly important as a manager or leader. Without trust you don't have a team only a collection of individuals. A team will outperform a group of individuals any day. Your key job as a manager is to increase team performance. Encourage trust with your team using the seven actions that we have discussed. Building a higher performing team starts with building trust with your team and within your team. To recap we have been through these seven steps to gain the trust of your team. Firstly understand two different types of trust. Secondly listen and act for gaining staff trust. Third empowering your employees is trust and action. Fourth consistency of action creates trust. Fifth openness and transparency builds trust. And then sixth trust is created when leading by example and then seventh act for the benefit of your team to gain trust. If you have any questions on gaining employee trust how to build trust within a team please leave them in the comment section below and I'll get back to you. Thanks very much for watching and I look forward to speaking to you again soon.


Cavalcade of America, starring Ralph Bellamy in Raiden Shotgun, presented by the DuPont company, makers of better things for better living through chemistry. Good evening and welcome to Cavalcade. This is Bill Hamilton. Among DuPont's better things for better living through chemistry is DuPont 40 Outside White House Paint, a house paint that actually washes its own face. That's why it stays white and fresh looking so long. As time goes by, a fine white powder forms on the surface and is washed away by rains, taking dust and dirt with it. And DuPont 40 is durable. It'll protect against rust and decay for a long time. When you plan to have your house painted, ask your painter about DuPont House Paint. Available in popular light tints as well as white, paint is one of the DuPont company's better things for better living through chemistry. Now Raiden Shotgun, a story of the Dakota Territory in the 1870s, starring Ralph Bellamy as Scott Davis and featuring Jeanette Nolan as his wife Dixie. It may seem kind of strange to you for a woman to get up and tell the world what a wonderful man her husband was. But on second thought, maybe it's not on account of who knew him better than his own wife. Scott Davis never did nothing extraordinary. He wasn't what you'd call an empire builder or a railroad king. He was an ordinary man with a terrible hunger deep down inside of him. A hunger for law and order and justice. Law and order, Dixie. They are more important than digging gold. They are more important than everything because without them you got nothing. Nothing at all. Men like Scott Davis who risked their lives to bring law and order to the rest had something else in their hearts in getting rich. They had a vision of a peaceful, prosperous America. When men walked without fear at desperadoes like the James Boys and Billy the Kid and Duncan Blackburn. I don't see it, Red. This newspaper don't say nothing about it. Take it easy, Blackburn. It's there. It says there's got to be in the Deadwood Pioneer. They usually run it on the first page, but here it is, listen. Notice to bullion shippers. The summer cleanup of Gold Bullion will leave for Cheyenne on the treasure coach at 7 a.m. tomorrow. Scott Davis will be riding shotgun. Scott Davis, huh? Blackie, what makes a healthy man take a jump like that? Sitting up there alongside the driver like a duck in a pond? What makes him do it, Blackie? Search me. This Scott Davis, they say he's a handyman with a shotgun. They'll find out all about that tomorrow. How, Blackie? That same afternoon there was a rehearsal going on at the Jim Variety Theatre at the Dance Hall in Deadwood, a few miles away. Chorus line of four girls. One of them was me. It was being drilled in the dance routine by Bill Nichols, a proprietor. All right, Professor. Let me have it again. And girls, let's get into this thing like we was just a little interested, huh? All right, Professor. One and two and three. While in the corner of the room, the bartender was standing alongside the only occupied table talking to a tall, blonde, quiet-looking man. Hey, Scott, here you're riding shotgun on the treasure coach tomorrow. Uh-huh. What's the matter? Don't you like living? It's honest work, ain't it? Somebody's got to keep law and order around here. I hear the Blackburn gangs roaming around loose up in the hills. Did you know that? The man of Wells Fargo told me when he offered me the job. Can you took it? Friend, all I can say is you sure take your duty as a citizen serious. Oh, no, no, no, no, no, not that way. Hold it, Professor. Now, how many times do I have to tell you, girls, which way is left? Hold it, Professor.  All except Dixie. And you're all wearing wedding rings. Except Dixie. Now, when you kick left, you kick with the leg on the same side as the wedding ring. All except Dixie. Now, let's try it once more hard. Mr. Nichols. Oh, yeah, Dixie.  Can we take a rest maybe for five minutes? Okay, okay, five minutes, girls. And while you're resting, study up on which is your left foot, will you? Uh-oh. Here comes Dixie, Scott. Looks like she's got something on her mind. We'll see you later. Hello, Scott. Hello, Dixie. Sit down. Thanks. I saw it in the paper. Thought you were riding shotgun. Why didn't you tell me? Why do I have to read it in the paper? I thought maybe you wouldn't like the idea. Kind of a job, being furrowed.  Well, ain't it? Look, Dixie, this is pioneer country out here in the quotas. Law enforcement ain't all it should be yet. Somebody's got to see that the gold being dug here gets through to Cheyenne. All right. But why does it have to be you? I live here, don't I? I got a stake in this territory. What good's all this moving civilization westward, expanding the borders of the nation like the president said, less law and order expand with it? You believe in civilization, don't you? Oh, sure. I believe in dying a natural death, too. Look, Dixie, a man comes out here. He brings his idea of what makes for a decent, peaceful life with him. He wants to get married and raise a family. He owes it to his future kids. Uh, wait. Are you talking, General, or, uh, you've got some particular man in mind? I've got me in mind, and you, too. You heard what Nichols said. You're the only girl in the chorus that ain't hitched. How are you ever gonna know which is your left foot? Scott, supposing you have trouble, you'll find you don't like the job. Will you go back to Prospector then? Will you? Sure, whatever you say, Dixie. Oh. Darling, don't get hurt. I'll be all right. And kiss me, please? It's a pleasure, ma'am. All right, girl, it's okay, Professor. Let her go. Dixie, say, where's Dixie? Oh, for the lovin'. Dixie, that's enough, you two. Dixie! Dixie! Well, the next day, bright and early, the steel-lined treasure coach loaded with gold bullion was on its way. Inside, sittin' on the gold ingots was a special guard hired by Wells Fargo. Where we got the story back to Deadwood, Bob Shipley was the driver, and Scott was sittin' up there alongside of him on the box. Ridein' shotgun. Easy goin' so far, Scotty. What's that shack all the way down there in the valley, Ship? Stocktender's cabin. We changed horses there. If you look hard, you'll be able to make out the fresh team away. I see him. What a lonely life that Stocktender must live. What's his name? Search me. We call him the old farmer. Don't think he's got a name. And Lonely is right. Guess he'll be glad to see some visitors for a change. Get up there. Get up there. Well, here we are, and there's the fresh team, all harnessed up and waitin' over there by the cabin. Yeah, but where's the old man? Probably gettin' himself some supper. Hey, old timer! Old timer! Guess maybe he's hearin' ain't so good, huh? Oh, he can hear all right. Has he got a dog? Yeah, he's got a dog. Why? Where is he?  Listen, Scott, I know what I'm a doin', and hey, guard, you inside the coach. Yeah, Shipley, what is it? There's a storyline for that cabin. I'm supposed to leave him a post, Shipley. I'm running this coach now, and I'm giving the orders. Wait a minute, Shipley. There's somethin' funny. I don't like the looks of things around here. It's too quiet. Ah, what are you talkin' about? You, guard, get goin' over to that cabin. I'll hold the team, and Scott here'll keep you covered with a shotgun. Now, them's orders. All right, just keep me covered. That's all. Hey, old timer. Old timer, what's the matter? Don't you hear me? Scott, you're down, ambush. They're in the cabin. What about the guard? They've got them. What are you callin' to? Top of the coach, so I can get up. Where are you? Hold those horses still. I got them. Can you see who it is in the cabin? Blackburn's gang. I've got one at the window. Ship, hold those horses. They're runnin' away. Ship, what's the matter? I stopped the bullet, Scott. Here, grab the reins. Hold on a minute longer. Hurry, Scott, they're pullin' me. Hurry, here I am, ship. Hand them over. Scott, Scott, answer me. I was sittin' on the porch of the Regal Hotel in Deadwood, rockin' away and wonderin' about Scott, and all of a sudden the treasure coach tore up the street with a dead driver and a badly wounded shotgun rider hangin' onto the reins. A few hours later, Scott was in his room, propped up on pillars, talkin' to Dr. McCabe. That's fine, Doc. I feel great. I can get up and walk right now. Yeah? That's what you think. Scott, there's a second bullet in your hip. We'll take it out tomorrow. Tomorrow? Why can't you do it today? What's your rush? What's your rush? What's your rush? You ain't goin' anywhere. Listen, Doc, that Blackburn gang can't have got very far. The longer I wait, the further away they get. Oh. So you're goin' after Blackburn, hey? Yeah. Alone? The two men I'd like to take with me are dead. Help me get fixed up quick, will ya, Doc? Oh, yeah. Do what I can, Scott. There's somebody I... I don't think it's gonna be exactly crazy about your idea goin' after Blackburn. Who? Dixie.  And from now on, she says she ain't even gonna let you carry a pistol. Well, she's waitin' outside. I'll tell her to come in now. Come on in, Dixie. Come on, Scott. Hello, dear. How do you feel today? All right. How are things over at the dance hall, Dix? The same. I still don't know which is my left foot. What you gonna do about that, Scott? Oh, you mean about, uh, gettin' married right away? That's what I mean. Old Tom Durkin is teachin' me how to pan gold. And you and me, we leave for the fields the minute your wounds heal up. Well, uh, about that, Dixie, I'll have to rustle up a mining outfit first. I already arranged for the outfit. Oh. And, uh, uh, you'll have to tell Nichols you're quittin' your job. I already told him. Oh. Uh, well, maybe you shouldn't have done that, Dixie. I mean the way. Hey. You haven't got cold feet on the proposition. You don't wanna back out. Do you? Whom? Me? Well, of course not. Why? Well, such a thing never ends... Listen, Dixie. Yes, Scott? Dixie, I gotta tell you something about us. We can't get married yet. I knew it. The minute I walked into this room, I knew that something... Dixie, if you'll only listen... Listen! For listen to one more word out of you, I'll tell you exactly what I think of a double cross and ring tail.  I'm gettin' out of here. Wait a minute. Dixie, come back here. What for? The only thing I'd be interested in discussing with you, Mr. Davis, is crops and the weather. Look, Dixie, I want to marry you. Then what's stoppin' us? I got the license right here. But there's something important I gotta do first. Something important. Dixie, I'm goin' after the Blackburn gang. After the... Why, Scott? Why? Because they killed two men and trusted to my care. Because, like I told you, this country out here won't be fit for no one to live in, and that includes you and me, unless these outlaws are drivin' out and law and order takes over. I see. Every time you run across somebody that holds contrary ideas, you're goin' after them with a shotgun. You've got a big job ahead, Scott. Dixie, I'm gonna find Blackburn and Red Evans and bring them in to face justice. I'm not doin' it for money or for Wells Fargo, so I can sleep nights. And after I'll bring them in right after you and me, you'll get married. Is it a deal? All right, Scott. But, oh, darling, take care of yourself. Please. You're listening to the Cavalcade of America, presented by the Depaunt Company, makers of better things for better living through chemistry. Tonight, our play is Raiden Shotgun. And starring in the role of Scott Davis is Ralph Bellamy. Jeanette Nolan is featured as his wife, Dixie, who is telling the story. Well, while I sat on the porch and rocked and worried, Scott Davis combed the hills, trying to pick up Blackburn's trail. Led to a lonely cabin on the bank of the Sweetwater River. Yeah. What is it? I was just wondering, mister, if I could fill up my water canteen at your pump here, come a long way, and I'm kind of trapped. Go right ahead. Thanks. Live all by yourself out here in the middle of nowhere, huh? I like it. I suppose nobody goes by this trail without you seeing them, huh? I saw you. Yeah. You didn't happen to see anything of two men going by here about a week ago. What kind of looking man? Oh, one sort of chunky, black hair, turning gray, the other is redheaded. I saw them. They're heading east toward South Pass City. It's about three days from here. Did you, uh, want them for something? Well, yes. I guess you might say I wanted them for something. Hello there, son. Hello, mister. Hey, you mind telling me where I am? What place is this? South Pass City, mister. Ah, quite a big town. Only, where is everybody? They ain't here. They're gone. Gone? Where? They don't live here no more. All them houses are empty. See how the windows are all busted? A ghost town, huh? What happened? Gold vein run dry? Yep, and all the prospectors lit out. We would have two only.  Can't move around. Eddie, Eddie! That's him coming over now. Eddie, who is this you're talking to? I don't know, uncle. A man. You're looking for someone, mister? Oh, just passing through. Well, don't let me hold you up. Um, I was just wondering. You didn't see anything of two men, one red-headed, going through here a couple of days ago, did you? Two men? No. No, I can't say as it is. Sure, uncle, we've seen them. You gave them supper an eye before last. You're crazy, boy. You must have dreamt that. I ain't crazy, uncle. Don't you remember? You dreamt that, I said? Just like you're always dreaming things. But I didn't, and I ain't crazy. That's all right, boy. Nothing to get upset about. Everybody has dreams. And your uncle ought to know whether he's seen a person or not. Sure, I ought. By the way, mister, can you lend me your bucket? I'd like to water my horse. Yeah. One over there back at the barn. Eddie'll get it for you. Sure, mister, I'll bring it. Don't bother, boy. I'll bring the horse over there. Come on. You and me can water them together. All right. Sure is nice looking, horse, mister. Here, horse. Here's your water. Eddie, listen. I'm gonna talk to you like you was a grown man. I'm gonna tell you something very important to me, and then I want you to tell me something. Me? Golly. Eddie, my name is Scott Davis. I'm shotgun rider on the treasure coach. You are? Holy smoke. Listen. Two weeks ago, the coach was held up. Two men were killed, and a shotgun rider wounded. That was me. Holy smoke. I'm after the two outlaws that killed my friends. Now listen, son, I don't believe you dreamt that thing about the two men having supper with your uncle. I know you saw them. You did, didn't you? Sure I saw them. They thought I was sleeping. Now think carefully. Which trail did they take? The one to Smithtown or the one to Green River? The one to Green River. I heard them talking outside the window. Thanks, son. After I catch them and bring them back to Deadwind, I'm coming back here and make you a present of this horse. You mean you're gonna give him to... Holy smoke. Hey, mister. Wake up. Wake up. Huh? What's that? Well, he ain't dead. That's something. What are you doing to sleep out here in these hills? I guess I must have fainted. Falling off my horse. Fainted? Who ever heard of a grown man? You're bleeding there. Old wound. Opened up from being in the saddle so long, I guess. That's when a keel over. A man must have a pretty good reason for traveling with a bullet hole like that in him. What'd you say your name was? Scott Davis. Scott Davis, eh? See, you're not the shotgun rider from Deadwind. Yes, I am. Well, what in town nation you're doing all the way up in this part of the territory? Looking for somebody. Oh. Couldn't be the two men that held up the coach now and killed your pals, could it? Might. It didn't happen to run across them up here, did you? Yeah, I reckon it did. What? Where? When did you see them? Now, just take it easy, son. You ain't no condition to be dead. I'm all right. I'll tell you. Where did you see them?  Well, it was two of them. About an hour ago. One with red hair. That's them. Where? Where'd you see them? Well, in the abandoned shack, about half a mile to the side of my place. Half a mile. You mean straight ahead along this trail? Straight ahead. So long, Charlie. Thanks.  You two red. Well, so I got all red. You coming out now, Blackburn? I will when you're dead. Sure, Blackie. Here I am. Come to the window and take a look. Come on. You're not going to let old red down, are you? I killed him, Blackie. I killed your pal. He's expecting you to... That was for old ship the driver, Blackie. You look a little like him now. Hanging half out of that window. I'm coming in now, Blackie. Oh, Scott. Hello, Dixie. Pick yourself a rocker and sit down. Thanks. Well, kind of nice to see you around again. Got anything on your mind? Dixie, the Wells Fargo man told me this morning they're giving me a reward for getting Blackburn a thousand dollars. A thousand? My goodness. Dixie, let's you and me get hitched right away, huh? I mean, right away. You giving up riding shotgun? Anything you say, Dixie, only let's do it right away, huh? Of course, darling. Only you gotta give a girl a little time to get some things together. I think maybe my next Saturday. Next Saturday? Look, Dixie, how about this afternoon, huh? This afternoon. Scott Davis, you got any underhanded reasons for this rush act? Dixie, of course not why it's only about... I mean, gosh, honey, do I have to say why? Certainly. I am a woman, ain't I? All right. Dixie, I guess maybe I'm in love with you. And search me in the case. There ain't no point in not getting a darn hitching ceremony over with Pronto. They are satisfied. Oh, darling. You talk almost like poetry sometimes. Of course, I'll marry you this afternoon. And tomorrow we can start for the gold fields. Oh, Scott. Hi, Dixie. Uh, seen the paper? No, Mr. Nichols. What's in it? Listen to this. Notice to bullion shippers. The autumn cleanup of gold bullion will leave for Cheyenne on the treasure coach Wednesday. Scott Davis will ride shotgun. Scott Davis will... Why, that old coyote, and he promised me he wouldn't put that in the paper until tomorrow. That's why you... You double-crossing... Scott Davis, I wouldn't marry you if you... I'd better get out of here before I forget... Wait a minute, Dixie, please. I can explain everything. Dixie, Dixie, Dixie! Well, that was Scott. He knew the thing that was important to him, and he did it. Only yesterday my grandchildren came back from a motor trip through the West. They showed me pictures they took of monuments of railroad men and empire builders and such. There's no monument out here in the Dakotas to Scott Davis. Not a one. But he wanted a frontier of law and order. And that was important. Now his memory lingers on, locked up in the hearts of a few old timers like me. Scott Davis. My husband. The best shotgun rider the Dakota Territory ever saw. Our thanks to our star Ralph Bellamy and to Jeanette Nolan and our cast of supporting players for tonight's story, Ride and Shotgun. Now, Bill Hamilton speaking for the DuPont Company. The words of our DuPont pledge, better things for better living through chemistry, really mean something. They stand for facts. And tonight we want to tell you some facts about fibrillite plastic sheeting, a new and better upholstery material developed by Chemical Science. As you're listening to this program, are you sitting on a sofa or a chair? Well, look down at the arm. Is it upholstered? Well, for hundreds of years, a manufacturer was limited in the materials he could use to cover a chair. There was cloth, leather, cane, and horse hair. Then, Chemical Science developed a new one, coated fabric, cloth treated with plastic. You see an increasing amount of furniture upholstered with this chemically made material in homes, theaters, hotels, restaurants, taverns, wherever furniture gets hardware. It can take a lot of punishment, and the clear bright colors, gay as a flower bed in mid-summer, are easy to keep clean. This year, a new type of plastic upholstery developed by the DuPont Company was introduced to professional buyers of furniture. Our DuPont trademark for this supported plastic sheeting is Fabriolite. This Fabriolite material is something brand new in plastic upholstery. Plastic sheeting supported by a cotton fabric back. Retail buyers like its luxurious feel and sleek new look. Manufacturers like its advantages in sewing, packing, padding, and forming without special handling. This new DuPont Fabriolite is one more improvement developed by Scientific Research. It is one more item added to the ever-increasing number of our DuPont. Better things for better living through chemistry. Tonight's cavalcade play, Raiden Shotgun was written by Arthur Aaron, and was suggested by incidents in the book The Black Hills by Robert J. Casey, published by Bob's Marrow. The music for the DuPont cavalcade is composed by Arden Cornwell, conducted by Donald Vorri. Ralph Bellamy is currently starring in the Broadway hit Detective Story. This is Ted Pearson speaking. Next week, cavalcade has an unusual story. It's about a Chinese immigrant. His name is Su Chan, and he found in the American way of life a happiness and success that surpassed his boyhood dreams in the land of his ancestors across the Pacific. In next week's cavalcade, the homecoming of Su Chan will present the popular motion picture and radio star of the Fred Allen show, Kenny Delmar. And in addition, we have a surprise. So be sure to listen next week to cavalcade. Cavalcade of America is directed by John Zoller. Comes to you each week from the stage of the Longacre Theatre on Broadway in New York, and is presented by the DuPont Company of Wilmington, Delaware. This is NBC, the national broadcasting company.


Beach wrestling. Guy in the white shorts, that's Muhammad Akdeniz from Turkey versus Huwego Jose Fabian Cuenot who gets thrown out of the ring there. So it's tied up, one point a piece. You get a point. If you make your opponent touch the sand besides his hands and his feet, there you go. That's a point. Boom. He's excited about it. Now this is the contentious point. The dude from France says, I got him. He touched the ground, three points win. So this is a huge one. Ref's like, what? No, I don't know. Should we go to the replay? Let's review it. I drew a box. So here's the replay and does his arm touch the ground? Does his head touch the ground? Does his hair touch the ground? And they said, yes, you did touch. So the dude from France wins. Dude from Turkey is like, what? They go to lift his hands and you see that? He evades it. No, no, no, no. I review. I review the review. He's like, well, I don't know if we can do that.


Hi friends, welcome back to my channel and a special welcome if you're new here. My name is Jen and I'm on the WW Blue Plan and I am also a certified weight loss and nutrition coach. And today we are talking October favorites. Now I'm posting this on October 31st, happy Halloween. So happy Halloween, but this is going to be all of my favorite things for the month of October. I have lots of things I want to put out in November so I thought I'd get a jumpstart input favorites in on the very last day of October. So if you're excited for another WW Foods favorites, household favorites, beauty favorites, give this video a big, huge thumbs up. And if you're new or you haven't yet subscribed, I would love to have you here. Hit the subscribe button and click the bell next to it so you never miss a single video. Check out the description box down below where I will list everything I share with you today other than the items that you can find at your local grocery store, nutrition coaching, where I offer personalized to you macros and calories as well as one-on-one coaching, my three recipe e-books, breakfast, lunch and dinner that all contain 15 recipes with WW plan points for all plans included and calories. I will be putting out the fourth and final book here shortly, so definitely have these three on hand for that fourth and final book. Links, discounts to all my favorite things and don't forget to come on over, join us on Facebook, we would love to have you. So let's jump into my October favorites. ["The Star-Spangled Banner"] As always, we're going to be starting with my WW food favorites, especially so that I can get the cold things back into the refrigerator. So favorite number one are these mini baguettes from the freezer section at Trader Joe's. Although they say baguettes, they're really about the size of a breadstick, but these are so incredibly delicious. There are 110 calories, a piece and three points. So if you like a good crusty breadstick with a meal, this is perfect. You can't overeat them because they're only three points a piece, so you can have one or two and stay within your points and they are just so, so good. We'll often add a little bit of butter and garlic salt to the top, pop them in the oven and they're just the perfect breadstick or mini baguette as a side dish. Again, you can find these in the freezer section at your local Trader Joe's. Next up is the Pumpkin Spice Coffee Creamer from Natural Bliss. Now, even though this says natural bliss, all natural creamer with real milk and cream, no artificial colors or flavors, yeah, yeah, yeah. All of that is in here, but it still contains natural flavors, which natural flavors are the same as artificial flavors. However, the ingredients in the Natural Bliss Creamer are so much better than any other of the traditional coffee made international delight brands. And this pumpkin spice one is so, so good. It is 35 calories per tablespoon, one point per tablespoon, really good. If you love pumpkin spice, but not too spicy and still sweet, you will love this creamer. And the last, keep it cold in the refrigerator item is this Kitchen & Love quinoa quick cup with artichoke and roasted pepper. Now, I picked this up in my Imperfect Foods order. I don't know if you can find these local. I'm sure that you can. I will link them down below I can find a place to order them online. And I will also link Imperfect Foods down below. You get $20 worth of free groceries when you sign up for Imperfect Foods and there is no minimum order. So you can order $20, pay the $5 in shipping. You can have $20 worth of goodies for free. So I ordered these on my order and these are really delicious. They're quick, they're easy. You just stir this up and go. You can eat it warm, you can eat it cold. It's 210 calories, it's vegan and gluten free. It's just really good. It's a great way to get in a nice clean ingredient snack or lunch. I've been using these a lot for lunch. They have really good ingredients. The only thing is sunflower oil which isn't always the best quality oil but everything else in here is perfection when it comes to ingredients and they're really, really delicious. Next is this Trader Joe's organic peppermint herbal tea. I'm actually almost out of this. This is such a fantastic tea. Sometimes I'm cold during the day or it's cold outside and I just want something warm that's zero calories, zero points. This tea is delicious. I love that it's organic and it has the perfect peppermint flavor. It's really affordable. I think it's just a couple dollars and it contains a 20 tea bag. So if you love peppermint tea and you have a Trader Joe's near you definitely pick this one up. Next is from the brand Simple Mills. This is their seed and nut flour sweet thins and mint chocolate. You can have 12 thins for 140 calories. These are so good. These taste like little bitty mint cookies. I mean, they're that good. They have great ingredients. It has a seed and nut flour blend. Coconut sugar, tapioca starch, arrowroot, cocoa powder, Dutch cocoa powder, cocoa extract, baking soda, rosemary extract, sea salt, peppermint extract, and cream of tartar. So nice clean ingredients. They're really good. They literally taste like a little mint cookie. This is the size of them and again you get 12 of them for the points in calories. They're so good. They're so chocolatey, so minty. So if you want a sweet treat crunchy cracker for good ingredients, highly recommend. I bought these off of the Thrive Market.  I'm officially favoriting the Thrive Market. So go ahead and link that down below. You get 25% off of your first order and a free gift when you sign up for Thrive. Thousands of fantastic products you can't find anywhere else. I've never seen these and these are so, so, so good. Next are the Yum Earth Organic Candy Corn. They're empty because we ate all of these. They are so good. This is a healthier alternative to candy corn. It tastes just like regular candy corn. They're 70 calories a pouch. They come in individual little packages so you can't overeat them. They're three points. They have good ingredients. They're gluten-free, organic and non-GMO. They're manufactured and packaged in a peanut and tree nut facility and they're made without egg, soy, dairy, fish, shellfish, peanuts or tree nuts, artificial dyes and high-fructose corn syrup. So if you want again a healthier version of candy corn, these are really good. I found these at Natural Grocers but I know you can pick them up at Sprout, Whole Foods, the Thrive Market and you can often order these on the Yum Earth website. Next is the Kinder's Blend Seasoning. This is the Salt, Pepper and Garlic Blend. Now I bought the big, huge one at Costco. This is an USDA organic seasoning. It's so good. You can see we've used a lot of this. It just goes on everything. Anything that you would put Salt, Pepper and Garlic in, this is the perfect, perfect seasoning for that. It is just so good and so flavorful. And again, I bought mine at Costco. It has sea salt, garlic, black pepper and it does contain sunflower oil that is organic. So it's a little bit better than non-organic sunflower oil. It is still zero calories, zero points. Finn Stacker's Lemon Poppy Seed Rice Cakes are amazing.  Again, I bought these at Natural Grocers. I have seen these on Amazon. I'll link the Amazon ones down below. They're actually less expensive than the health food store.  There are 150 calories for both and four points and they're really, really good. It's a healthier sweet treat because it's a rice cake but it's coated with this yummy white chocolate and poppy seed. They have several different flavors. I've actually bought a few of the different ones and they're all really, really, really good. And again, they do sell them on Amazon for less than I found them in Natural Grocer. So I will link the Amazon ones down below for you. Next up is ketchup. I know it's an odd favorite, but I had to share. This is the Primal Kitchen Organic Unsweetened Ketchup. This ketchup is so good. This ketchup is better than regular ketchup. It is 10 calories for one tablespoon. It has perfect ingredients. There is no questionable ingredients in this. If you look at the back of the other No Sugar Added Ketchup's you buy in a store, they do not have the best ingredients. This one has just perfect ingredients and the flavor is so, so, so good. I buy mine either from Imperfect Foods or Thrive. I know that you can buy these at stores like Target and of course in your Whole Foods and your Sprouts. I believe it's 4.99 a bottle on both Thrive and Imperfect Foods which is less than I can buy this ketchup for in my local store. So I just order it online, but it's so good. If you want a healthier No Sugar Added Ketchup, pick up the Primal Kitchen. And the last WW food favorite I have is this, our X-Bar. This is the Seasonal Limited Edition flavor of pecan. So what is in this bar is three egg whites, four cashews, five pecans, two dates and no BS. I will say that this bar does contain natural flavors and like I mentioned, natural flavors are artificial flavors. However, it is a pretty healthy alternative to an on the go bar and it's really good. This one is one of my favorites because it's just packed with nuts and I think that and it keeps me full for longer. It has a good amount of fiber and protein because it is packed with nuts. Just really, really good. It's limited edition. I bought an entire box from Imperfect Foods. I've seen these at Trader Joe's. I've seen this at the grocery store. Really good. If you would want a good limited edition, our X-Bar pick up the pecan one. Now I have a couple of household kitchen types of things that I wanted to favorite this month. And the first one is this Lens and Tech wipes.  You can see that our box is almost gone. These work so, so good to clean computer screens, TVs, your cell phone. These are amazing. They come individually packaged. They're nice and pre-moistened. They don't scratch or cause any type of damage to your electronics. This is actually the second box of these that we've purchased. There's 300 wipes in here. We just buy them on Amazon. They're really, really affordable. Troy uses it almost daily to clean his cell phone. I use it to clean the screen of my laptop. I find with Windex, it leaves a film and streakiness on my laptop where these work really, really well. And like I said, they're really affordable. You can buy them on Amazon. We love these. We will forever repurchase these. And the second home favorite and the final home favorite is my little Bolton and Grand Charcuterie board. I shared this in a what I eat in a day video. And on the 29th of October, we had a little Halloween get together and I used the Charcuterie board in tools for the first time. I got so many compliments on this board. It's acacia wood. It is absolutely beautiful. It has a leather string to hang it. It is complete acacia wood, 100%. It is sealed so nothing seeps into the wood. And then I also have the little Bolton and Grand tool set that has knives and spatulas for a Charcuterie board. This is a small business. It's my subscriber Edie that owns this online Bolton and Grand business. I'm linking it down below for you. She did offer a discount for you guys, not an affiliate link, just a discount for you for about a month. It should still be active. So if you want a great Christmas gift idea or you just want to up your Charcuterie board game, take advantage of the Bolton and Grand set here. It's a small business. It's a fellow subscriber best to support them, especially with the holidays coming up. This would make a great gift or get a gift for yourself. Now moving into beauty and skincare. So what I decided to do for this portion of my favorites is I'm gonna share a product with you from the majority of skincare and makeup line. So I'm going to pick a product from the makeup and skincare line. So I may have a blush or a mascara or powder. I might have a moisturizer or a toner. And I'm gonna share with you some of my beauty favorites that I've been loving for the month of October. We're going to start with this mineral hydration water from the brand OC. You can see that I've used over half of this. This is a C mineral mist. This is amazing. I actually got this in a subscription box. I will be repurchasing this. This is a hydration mist that you can spray on your face before and after makeup or throughout the day to give your face a little bit of extra hydration. It really helps sink your makeup into your skin and keep it lasting throughout the day. I generally will spray my face one or two times a day with this. It's just so nice. It has like the perfect mist or it doesn't give you too much and it just leaves my skin feeling nice and hydrated. So I love this. I'm a big fan of facial mist and this OC one is fantastic. I've also been loving this bronzer. This is from the brand Real Her and this is the Bronze Beauty Bronzer. This is their bronzer in the shade Bronze Beauty. It comes with a mirror and this is the color of the bronzer. It's a really nice cool tone bronzer. The packaging is fantastic. This Real Her brand, I have been thoroughly impressed with their products. I have lip liners and lip glosses and liquid lips from them that are amazing. One of my favorite glosses, I'm almost out of the entire tube is from the brand Real Her. So I've just been loving this bronzer. I just love the look of it, the cool tonedness of it, the coloring. It's really, really good bronzer. It's not too powdery and it just sinks into your skin. Next is from Color Pop. This is their no filter setting, loose setting powder in Translucent. So this is the setting powder that I use to set my face. Now I don't heavily set my face here because I have pretty normal to dry skin but I always, always set my T-zone with setting powder. This powder is so affordable and it completely blurs your skin. I tap this in and it just blurs my skin. It sets my makeup. It's just amazing. This is such a fantastic, fantastic powder. I did a full face of Color Pop makeup over on my beauty channel. I'll link that video down below and my beauty channel if you don't follow me there. And I use this powder there and I've been loving it ever since. You can see that it's like three quarters of the way gone. I will be buying this again. This is such a great setting powder. I'd like to share this little brush with you from Tarte. So I actually saw this on a beauty YouTuber's channel that I watched and I went ahead and went on the Tarte website and bought this and I love this brush. It is the perfect angle to get in to your cheekbone area and pack in contour or bronzer. It's so soft and fluffy. I love this. I use it every single day to really define out my cheekbones. I find that this brush and the angle of it in just the way that it is sits in your hands just works so good to define out your cheekbone. So highly recommend this brush from Tarte. It wasn't very expensive and I literally use this brush every day. This is an eye serum. This is from the brand Mud Masky. Now I will tell you that this is a very, very expensive product but it works very, very well. I saw noticeable differences with this eye serum within a couple of days. So I applied this under my eye on my lid and over where you get the crow's feet every single night. It has brightened my under eye. It has removed a lot of the darkness. It's really plumped up the fine lines under my eyes and I have a lot of fine lines. I'm in my late 40s so I get a lot of fine lines under my eyes. This has made a complete world of difference.  You definitely won't be disappointed. It is a splurge but remember you use very, very little products when it comes to eye products. Next is this liquid lipstick from Anastasia Beverly Hills. This is in the color Trust Issues. I wore this lip color in a Wayne video about a week ago and so many of you asked what I was wearing. It was this color from Anastasia Beverly Hills, the Trust Issues. This is a liquid lip so it's very, very drying. What I like to do is just apply a gloss over the top if you don't like the drying but the color of this liquid lip is so perfect for fall. It is so pretty and vampy. I just absolutely love this. This is such a fantastic liquid lip. So this is the color. So you can see that it's kind of like a dark, vampy, kind of reddish pink. It is just such a beautiful color and liquid lips stay on all day. I love this one. I actually got this in a subscription box but I will definitely be buying another one. Next is this Texture Smoothing Cream from the brand Cocoa Kind. I bought this at Target. This is my daytime moisturizer. It is so good, you guys. It smooths texture on your face. It's very, very hydrating. You can see I've used over half of it. It has a very nice, light fragrance. It's a very, very good daytime moisturizer. Now I probably wouldn't use this at night. It's just not thick and goopy and emollient enough for me at night but I've really, really been liking this for the daytime. It's affordable, it's effective, it works really well and you can pick it up at Target. Next up is this Tarte Cream Blush and this is in the color Peach Sunset. This blush is so, so pretty. As we move into fall, I've been really getting into these kind of more fall colored blushes and this one from Tarte blends so well into the skin. It doesn't sit on your skin, it actually just sinks in. So here's the color right here. You can see it's peachy but it also has kind of that fall look to it. It's such a good cream blush and I love cream blush. I own probably 50 cream blushes and I reach for this one a lot. In fact, this is the cream blush that I have on today. Really, really good. This is actually a smaller deluxe size and I've barely made a dent in this blush and I use it all the time. It's a fantastic cream blush. The next item I wanna share is from Milani. This is their Super Charge Under Eye Tint. Now this is a product I use every single morning. I love this. I can't believe how good this works for a drugstore brand. I apply this under my eye before I go in with foundation, concealer and it is an under-eye brightener. So it really brightens up your under-eye, takes away any of the dark circles or redness that you have.  It is just such a great product and it really, really just brightens up the under-eye. So you can see that it's peachy color and peach color corrects darkness. So it is just such a fantastic product. I absolutely love it and it's the best under-eye brightener I've ever used and it's drugstore and it's affordable. I have to include a highlighter and this one is my baby. This is my Jacqueline Hill Loose Highlighter in the shade Extra. This highlighter. If you wanna be seen from space, this is the highlighter for you. It's actually the one that I have on today. I love it number one because it's loose so I just shake a little bit of it out into the cap and a little bit goes a long way as we know Jacqueline Hill is known for her highlighter. So just the tiniest bit on your brush will give you this blinding highlight. You can see that.  Here's the shade, look at that. I mean, it is literal blinding and that was the tiniest bit that I pulled out of the cap. Such a great highlighter.  You can see it on my hand, that is so crazy. It doesn't actually sink into the skin and this one is a million out of 10. I could throw away every other highlighter if I just had this one to use for the rest of my life because I love a good blinding highlight. I love a non-texture bearing highlight, obsessed. And last but not least, we always end out my beauty favorites with an eyeshadow palette and this month's palette is from Good Old Color Pop and this is the Plush Like Me palette. So this is a 90s vampy derived color story. It comes with a beautiful mirror and it is just such a pretty fall, winter color story. It is again, themed from the 90s so you have those like grungy, vampy shades. The shimmers in this palette are incredible. Color Pop has really, really stepped up their game and Color Pop is such an affordable brand. The packaging has a velvet on the front. I mean, it's everything. So I'm going to swatch it so you can see how beautiful these colors are and if you love this whole vampy fall vibe, this may be the perfect palette for you. So here are the swatches. So here is the first row.  I mean, the shimmer is everything.  This color right here is really pretty but this bottom row, this is the last row in the palette. This one steals my heart. This shimmer shade right here, holy moly is it gorgeous and I just love this deep, vampy wine color.  A lot of all my palettes, a Color Pop palette stole my heart so I will go ahead and link plush like me down below. It's still available on the Color Pop website. If you love the color story, definitely pick it up. It is just such a beautiful, beautiful fall palette. So that is everything that I have for you for my October favorites. I feel like we had so many good things, WW Foods, Household, lots of beauty and skincare. So if you enjoyed this video, don't forget to give it a big, huge thumbs up. And if you're new or you haven't yet subscribed, hit the subscribe button and click the bell next to it so you never miss a single video. I do a favorite every single month. I will link everything down below for you as well as all of my other favorite things, nutrition coaching, the recipe e-books. Don't forget to come on over, join us on Facebook. We'd love to have you. Happy almost November friends and I'll see you all in my next video.


Hello, my name is Chepank Witenski. I work for Accolade, which is an American company that is in the healthcare concierge space And I work for the office that that's based in Prague Today we are not going to talk to talk about what is continuous delivery and what is not continuous delivery I would rather want to share with you some of the experience that I went through while trying to Start with continuous delivery And hopefully you will be able to find out Something that will be useful for you in case that you're in in position that you won't either to start with continuous delivery or or make it Better at your company or you are just thinking about maybe that's a that that's a good way to To choose and to go Oops Yes, that's the other one. Sorry, there are two very similar ones Yeah, there we are Before I go to that To give you the context I would like to share what my journey looked like So maybe you will be able to somehow connect the dots With either your experience or why I have done some of the things some of the things The way that that I have done them. I'm in software development engineering for about a little bit longer than than 10 years I started as a as a tester and Throughout the years I ended up in in in doing a software design engineer for Tools that supports test automation and automation in general I Learned about continuous delivery I think roughly around five years ago and I have to say I immediately fell in love with that and For me that was like yes, this is the way how software should be done and no other way is right. So I'm a little bit Exaggerated in in in continuous delivery. I'm like an enthusiast you might say Though I'm not I'm not like continuous delivery consultant that would go from company to company and help them upstart it So it's really more like personal experience from what I was able to to do at the companies that I've worked that I worked with So it's gonna be very like I would say Personalized to to my experience Can I have your hands up who has ever seen this book? That's not that much. How many of you that that has seen it have actually read at least few chapters from that We're there anyone who read it cover to cover Like the whole book. Oh, I got one Cool just humble and David Farley. They have coined the the term continuous delivery Somewhere around 2010 and By the way You who who wrote the the full book? Do you think that that Jess and David they are something like gods of continuous delivery? No Do you think they are masterminds at least? Yeah, okay, cool But we're on the same page there. I think they were they are really great thinkers by being able to Basically take the concept of continuous integration and move it move it further and and evolve it as I said The book has been published in in 2010. I Have to say there is still a lot of things that are still valid today So the the basic principles they still stand even though to me personally continuous delivery changed a little bit in In things like we have now much better adoption of feature flagging so Previously to me that was it was more for the technological Organizations how to move faster nowadays it also encompasses the other side of the house that the business side of the house and gives them more power Well, it gives more power to their hands They are a little bit more self-served we can say So What I'm going to speak about When I was putting together the talk I was thinking how how to put those little shards that I got from like oh, this is how it works and Make it into something that that would make sense for you how to group those things together so I went into The internet and I searched like how transformations are done And I have found found out that when you're doing a digital transformation, which to me like adopting continuous delivery is nothing else than transformation You have three three Areas that you need to focus on a that's people process and Technology so I said well, maybe I can put those shards that I have and and put them into the same Into the same areas Together so it will make sense for you. So we will get through those three areas and then I'll open to questions But first a little disclaimer People are are very diverse and That makes continuous delivery or adoption of continuous delivery really hard because as everyone is different like Even even the teams are different and companies are different. It's When you're looking at at how to how to get continuous delivery into into a company or into your team, it's Not the same as if you were in the same situation in in different company And to me that that's also what really drives me with continuous delivery because it's so much fun trying to find out Which way would work in the different situation? So what I'm going to be talking about it's not like that you can Copy paste and apply to your team and it would work But you might find out some parallels or principles that you can adopt and And use for yourself Okay, let's get to the people section First lesson learned I Have I have Start up started with a continuous delivery with really small team. I was leading team of four We were doing some tools automation support and I was really lucky that I got product owner that was really into continuous delivery as well And he said like we are working on a new project. Let's start to make it properly Let's let's have continuous delivery in there. So with the team we started to look around What does it mean how we need to think about coding how we need to think about deployments in order to get into continuous delivery Then I moved to another job to my current one and I worked for very similar team basically also making tools and frameworks to support support automation and I have talked about continuous delivery since I was passionate about it I talked to our architects and they were like well, this sounds really great. Like maybe we can do it. Will you Lead it for us and I was like, yeah, that's awesome. I'm gonna be like the continuous delivery consultant. Great. Let's do it I have some experience well Was totally different then then with the small team. I have learned that By like hard some hard failures But the thing that I have learned is that you need to be patient With the previous team with the small team that I worked in the in the previous company It was kind of everybody was very similar minded. So everyone kind of said, yes, we want to do this Let's do this and every single person on the team started to think about This is how we are going to do it in Current position that's a little bit different because I'm part of a team that's working on something and In something that I will call like a spare time. I'm trying to help the company to to switch Switch over so it's not my like primary focus on switching accolades to continuous delivery It's really like I have my primary assignments and let's say one of them or like Site by sites to the primary assignments. I'm helping out with the continuous delivery. So What you really need is patience Because it's gonna take time the most Interesting point in continuous delivery. It's that the people need to start differently about how they think about the coding and You are going to Approach the teams especially if you're like external from the team And you're gonna approach them and say like hey, we should be doing continuous delivery. And this is what it means You're basically attacking their status quo You you're attacking how they are doing things until now and it's working for them perfectly But maybe it's not gonna be working for them in the For the speed that you want to achieve within two years So you need to start to preparing them to start thinking About what we are doing now is good, but we should get better and this takes time Some people are more eager into like yeah, we want to release more faster or we need to push more faster Some people are like we're okay with what we have at the moment. So That's That's I guess the biggest lesson learned at the people section for me is that you really need to be patient Because it really takes time Some other examples of what you will be at like how people needs to Switch the thinking is with continuous delivery It's big to me. It's something like test driven design on steroids For your pipelines to work you need to write your code, but you also at the very same time you need to write Some tests or you you well either automated or or prepare test cases that you will run as a part of the pipeline Later, but you need to think about the whole thing when you're designing Which is totally different to Somebody who's used to waterfall model and he said like okay This is like how I code it and then somebody else will do it That's not the case for continuous delivery. Usually it's the same thing that needs to do all that stuff So it's really similar to for me to a child transformation as well Like you need to turn steer the people to to start looking totally different way on things. They are doing the next biggest impact was Who's your customer So I went into into that like yes, I'm gonna do that for you I went to VP of engineering. They said that yes, we want to do it I was like, oh, yes, these are my customers. These are the ones that wants us to be delivering much much quicker and then the teams are going to be my customers in like Those will be the ones that I need To give advice and help them with what what they need to change The thing that I haven't realized is that there is the other side of the house There is the business side of the house Which might really not be happy with getting new code every single day Actually, the truth is they are really anxious about getting new code every single day Especially if they were used for like monthly releases. You're Disturbing their world which is tightly tied to Your company revenue and they won't allow you to do that so you need to start with your whoever your your Business or customers are but it's definitely not the technology organization To me the parallel will be like the technology organization is like the engine that that's producing something But the business side of the house is they are the ones that are driving the car so examples from from my Experience where like for example our business whenever they got the the new stuff New stuff delivered they had to train all the operators and those trainings took from day to one week in case that you want to make those Deployments those new features Getting new features to them faster. They were like, oh, but we need to train those people We can't let you let us Let you give us code more often than like once a week because Otherwise our operators would be just on the trainings and they wouldn't be Doing the operations as they should which is the thing that that drives the revenue and produces money for us so you need to look into what are the restrictions from business side and Look into what continuous delivery can give you an architect the final solution around that so you can use for example feature flagging to to Distinguish between deployments deployments and releases and Make sure that that you don't disturb your you don't disturb your Business day of life the other thing that I have discovered very soon is that even in the community Around the world There is this term continuous delivery. There is the term continuous integration and continuous deployment Some people think those terms are interchangeable and use them that way but that Really creates confusion between people because Continuous delivery isn't the same thing as continuous deployment and I use the terms as as Just humbly uses them So basically it means continuous delivery is something that Makes you as owner of the code sure that whenever you want to Deploy that to production this piece would work. That's what continue continuous delivery does for you same as continuous integration is like whenever you add a new piece of code it will work well with the rest of the code base and Continuous deployment is basically having everything automated So you just commit and it goes all the way into production and is available to your user So what you need to do Whenever you encounter that to two people or two groups are communicating regarding continuous delivery and they are interchanging those terms You should go there and fix fix the vocabulary So everybody understands what it exactly means to do continuous delivery example would be like I told our Technology group Let's go and do continuous delivery and they were like yeah, let's do it that that's great But then they were coming back with like continuous delivery is too hard We don't want to do that for us. It's just enough if we can deploy during daytime and They totally didn't get that continuous delivery is exactly about that about being sure that you don't disturb your your business And you can actually deploy during daytime the other thing that I have mentioned a little bit with the feature flagging is That is a difference between code deployment and release Usually from the old days whenever we said we are going to release it meant that You are going to have immediately the new features while with Continuous delivery or or adopting continuous delivery. You are going to change that a little bit. So You are going to Make make Deployments which doesn't necessarily change the behavior of your application Who is especially anxious about that is business because Whenever you released you change the behavior of the application previously. So how comes it's it's it's different now so you will have to Tell them like what's the differences in between those new in those new mechanisms that will make sure that Whenever you deploy new code Their day of life will remain the same and it's gonna be After some time when for example, they decide they want to switch the flag and change the behavior That it's gonna be different and to me it's like a building a highway bridge In Standard day, you don't even think about that like you're going on the highway and they want to build a new bridge They are just start to build a new bridge in there in piece by piece and you don't really care because you're still driving your way and and everything works for you and Once the bridge bridge is fully built then they just shift the traffic Then you just go over the new new bridge and like that this is completely normal for us No one thinks about well Can I really go on the old bridge before the new bridge is built if it's like being built in there It's not like that they would come and put the whole bridge like all advanced there, right? For business. This is like I don't get why for software software Design or software delivery. This is so so much different. It's basically very similar, right? We When we build the software in a way that that we can That we can say that The old bridge is still fully functional, but we're just adding something that you just don't see They are anxious about that for some reason But if it's like a civil engineering, they don't they are not that anxious So I guess we just need to somehow persuade them that it's it's the very same thing And they don't have to be anxious as long as you have the the right continuous delivery mechanisms in place another thing about About continuous delivery is that your teams are as I said They are going to be different and they are going to move in a different speed and that's perfectly fine Since those teams are diverse Some of them would be more eager to adopt continuous delivery and work much harder on it Some some the others would have maybe some critical features. They need to deliver Then they don't they wouldn't have time to transform just yet. That's perfectly fine It doesn't make much fuss around the technology But it it usually makes fuss around the high level management because they usually want to have everyone in the same in the same boxes Like everyone is doing the way the say the same way so Again, you will have to spend some time with the high level management to explain that that being different Throughout the teams isn't actually bad It's actually good because it's gonna work much better than if you would come and say now This is the way how you're doing it without understanding why we are doing the way Why we are doing the thing differently and Last but not the least you need the supporters Obviously when you want to start with like changing Your team or company you need to have a supporter that has enough power And that is looking at it the same way as you are that that he wants to get into into continuous delivery That happens to me so I was kind of lucky our VP of engineering. They said like yes Obviously we want to do that. Let's go and let's do it So I got the sub I got the supporters that got enough power in order to to move to steer the company's ship But more importantly you will need the other supporters Like this guy, which are actually not just like cheering for the continuous delivery But they are turning to the others and like cheering them up even more for you Those are usually Find within the teams and those will be your single point of contact for that specific teams and they will It has basically mutual benefit These are the ones that you will be Instructing or working with the most because they are going to amplify what what you're saying into their team and they are gonna follow up and On the other hand, they are going to be the ones that are going to tell you hey, this is not working for us So it's good to good to find them early One of the things that worked for us at accolade. We have something that we called That we call community of practice, which is basically gathering of people that are like thinking about doing some transformation or Want to share? Stuff around some specific technology So we have like like Java community of practice and we have CI CD community of practice and after a few of them After a few of those gatherings those people crystallized up those are the ones that are always appearing in that they are always asking questions Those are the ones that you need to target and pair up with in order to to be able to be successful Okay, let's get into the into the process part When teams that have never seen continuous delivery have never had the continuous delivery book are Going into the continuous delivery for them. It's basically like an unexplored land or unexplored Island so when I was thinking about like How can I help those people without actually having to be in there every single day? So they will be able to somehow Use their pace and get slowly towards the continuous delivery like how can I help them and One thing that that came into my mind and I was kind of lucky because at the very same time I I got a I got a mentor into a mentorship program and I got with my mentor Together and he said okay what you want to what you want to improve. I was like well those few things Let's say it's gonna be it's gonna be speaking at the conferences and he say he told me like okay But that's like I okay. I get it you want to improve that but how? So he introduced me into very simple framework Which was draw three columns in the column on the very left Put like what's your current state into the column on the very right? Put what is the state that you want to achieve and then you have this one column in the middle? That's empty originally and there you put all the steps that you will do in order to to get from the current state into the to be state and this Very simple framework actually really works very well because it's no longer I just want to improve in that or I I want to improve in that But it's it gives you like a checklist of things that you that you need to follow in order to really achieve achieve your goal As I said well, maybe I can use something similar, but for continuous delivery, so I use this framework I merged it with the maturity continuous delivery maturity model From the book which says like there are there is several levels of maturity of continuous delivery And it has this little Nice metrics that that says like from bottom bottom up. It's like the you're really not good and you're You're you're the best or you can just like only improve a little bit here and there And it like targets like the things How the things look like so it's like our As is and to be columns, but we're still missing the how to get there So I put those two together and creating something like that, which is a matrix of things That needs to be achieved the blue columns are the states The rows are different disciplines that you need to that you need to cover with continuous delivery and then the the white columns are actually the to get their steps So how the thing can use it? Basically goes to that framework look at the matrix said, okay this is the stuff that we want to improve for example, let's take logging and They they pick the line then they go and look into the blue columns and check like what is my current state So they read those little bullet points and if they are fulfilling all of them They are definitely in that state so they go left to right from the lowest level up to the highest one And whenever they find a state that there is some bullet point that is not fulfilled They identify that there to be state and then they go to this little cell in the middle That says like these are the steps that you need to do in order to get to the next level and it can be You need to add up some like shared libraries You need to set up your infrastructure in order to send the locks into some common sharing Sharing infrastructure of logs and all other kind of things those are already Tied to to how we do things in accolade so it's not like that they would open the book and find out Okay, what I need to do with the logging, but that that's just a basic principle in the book And you won't have the the things how we do it at our company So this is really tailored to how our company does stuff The other thing that you can get there because like if you would have this the book has like 300 pages So if you would really want to put there like how things needs to be done This metrics would be enormous and nobody would read it So instead of that there can be links to something that we call CI CD recipes Which is you can imagine that Similar to standard cooking recipes. So what we have done in there is that we say for example blue green deployment There is a recipe for how to do blue green deployment at accolade and it starts with like this is what blue green Deployment is so everybody understands what they are trying to achieve. There is a Little section about the theory of the of the blue green deployment then there is a section like a Playbook on what you need to do with your let's say service what you need to do with your service in order to have blue green deployment Applied and then you can have something like if you're really interested in blue green deployment. Those are the for the links or conference talks or Another resources that you should go and investigate and this really helped with starting People that weren't thinking about Anything from continuous delivery before and they were like always just saying the book is too thick. We can't like just read it This like you're serving it in a little portions and it somehow automatically gets into the teams Teams mindset. So that really helps last piece the technology Ah There are few things that the that you can do in order to help people help the teams move faster One of them is are some templates But be careful because templates can bite you back quite a lot that happens to us So what we have done and that's something that I called like a static template is that we say, okay if we want our team to get into continuous delivery, they need to have Properly defined the pipeline. So we created a template that actually defines the pipeline for them and they just fill it fill it in For a new project, they just fill in the parameters that are related to the project and it creates the pipeline the whole Pipeline definition for them accordingly to like what we believe is the latest and greatest standard up to that that's perfectly fine for green slate Project that works perfectly the problem comes with the Teams might do some things a little bit differently and they start to Adjust the pipeline and then we found out. Okay. Maybe we have done something wrong So we changed the template, but you can't really have the team just to delete whatever they have customized in there And just use the template again because they would lose their customization that might be really Specific just to that team and are perfectly valid in the pipeline so It generates something like a technical depth and I still don't have great solution For this things that I had in mind is like maybe we can version those template and then we can Also store the parameters that the team used when it when they were Creating the head start pipeline Then they run the same set of parameters on the new version and then just compare like what's different And they should know what was the what is the customization and what not, but it's a lot of work So rather than that It's better if you can use something that I call dynamic templates Which you can imagine something like a like a runtime template so instead of basically bootstrapping the project With the pipeline definition you you bootstrap it with the pipeline definition that doesn't look like it's it's all in there But parts of the pipelines that looks the same like deployment into into environment are basically just another Template placeholders and when you run your pipeline, they're going to be filled in This works a little bit better because whenever you you find out that you need to change the way how you deploy Deploy into your environments the next run of the pipeline will have it automatically for them So those are much better for the technical depth, but much harder to to maintain obviously same as the shared libraries which are like the next steps of those Dynamic templates, which is the things that that you would put into place. So everybody doesn't have to write the very same code to Do something before the deployment? Happens but they just reuse the code same like we do libraries for for the the product itself We should have the same libraries for the pipeline definition or steps within those pipeline definitions so we prevent copy paste and we keep The pipelines actually maintainable when you find out that you have been doing something wrong And I can guarantee you you will find out you have been doing something wrong And you need to change that and imagine if you have like for us We have something around 200 pipelines if you would have to go into 200 repositories and change that and You can't script it because maybe some teams have changed it a little bit to what they needed If you would rather have that step done through a library that everybody is reusing Obviously when then you change the the library everybody has the step done in a new way Without having to update all those 200 pipelines the downside of it or well, let's not say downside but The requirement to such libraries is that they need to be top-notch quality So in such case that that you are going to develop such such Libraries and we did you need to how they say it in some companies you need to drink your own champagne So those libraries should have the full Pledge continuous delivery in place before you start to use them in Pipelines of everyone else because if not and you're used Sorry for the word you screw something up You basically screw the whole company and they won't be able to deliver their software And they will they will come and literally kill you I think so you want to prevent that and in case You're not able to fix it quickly enough You should have good rollback mechanisms in place that that will be almost Instantionals so whenever there is a problem you can roll back to previous version that was proven to be working few points around the CICD engines I happened to be part of picking picking the new CICD engine for acolyte when I joined When we were like yeah, we want to go into continuous delivery But we still didn't have much experience with it So I gathered five points Which I Personally think are really important when you are going to pick up a CICD engine If you don't have one and you want to to pick a new one those five points are the ones that you should look into Number one good visibility into your pipelines. This is my biggest mistake that I have done when we were choosing that engine because our VP of engineering came and he said I want to Have overview of like every single team. I was like, yeah, that's easy We just need something that is able to show all the pipelines that because the pipelines are reflecting how the team is doing and You're there but like what you see on the picture there is just not even one-tenth of the pipelines that we have It's just like what maybe 20 and we have 200 So if you have something that that is able to display all the pipelines It's completely unusable because from that overview you can't tell what's going on You might be able to see that there is something wrong, but you're not able to to tell anything so you would have to relay Zoom in zoom in zoom in and then click on the stuff to find out what's going on So so don't focus on being able to display pipelines for the whole for the whole company Or even don't don't display all the pipelines for the whole team because there might be also if they own Like 20 to 30 microservices this like high-level overview is not giving you any value. So rather than that look for specific features around the dashboarding being able to to compose Really highly customizable dashboards that are able to show you in case there is something wrong They are able to show you that within seconds That's much more helpful and having like filtering abilities on those dashboards as well For example, like if you want to see what's the current state of your production environment You will just filter it out and it will show you like all those steps that are related to to production much better than Trying to display the whole pipeline. Obviously sometimes it's really useful to be able to see the whole pipeline Just to see like what are the steps that we are doing in order to be able to deliver stuff into production but There are much better use cases for more deep dive dashboards than that number two is Infrastructure support obviously like when we were going into that We got some cloud provider We asked whether we are going to be locked in the answer was yes, and we were okay So we are looking for this specific cloud provider support in our CI CD engine and that that's it so we found out those and by Going through through that through like a year later We found out that the support was there but we started to want To do things a little bit differently than what the CI CD engine actually supports because It really depends on who is creating though this CI CD engine and what is his philosophy around continuous delivery again It can be a little bit different towards your philosophy And they can have for example different implementation for blue green that what you would like to achieve so you need to look into not only if it supports your your either cloud provider or or like deployment into your Data center, but you need to look into how specifically it supports that like what is the what is the connections that it can do what are the mechanisms that it uses and Try to identify whether you're okay with such mechanisms or whether you want something more So you need to spend a little bit more into piloting or prototyping Your deployments in the new tool before you actually say, okay, this is the tool for us Number three pipeline definition From the small team experience like we came up almost Instantially we want to have pipeline as a code because if anything happens We'll just like spun it up again from the git repo the pipeline will be there We might might lose the history, but we'll have the the new deployment Available within few seconds in the engine So I was looking into okay our new CI CD engine needs to have pipeline as a code What I haven't realized again that the teams might be different and not everyone is from day one Comfortable with having pipeline as a code some people really like to go especially UI developers they really like to go into the tool and Put the thing together within the within the few clicks because they don't need to really understand how that runs Transforming into something like that. That would be like few clicks on the UI, but in the code It's totally different. They need to go into the documentation so make some Investigation around your teams how they would like to define the pipelines if if they have an idea and they don't if they don't then you need to Count with you will have to prepare lessons or trainings for them to be able to to Create the pipelines the other thing is Some of those engines wouldn't allow you to actually display the pipeline bit before it's committed and applied Which for people that are not used to continuous delivery It's really hard to imagine like if I do this change This is how the pipeline would look like so much better art tools that are able to first of all check the pipeline definition if you have it as a code check it on your local whether you don't have some issues in there and Able to display you or prototype the pipeline for you. So you will see how the how the end result will look like before you actually committed into into your Into your repository and it will recreate the pipeline and maybe spoil the pipeline and One more thing that we've learned was that The tool that we've picked and we haven't realized that got like CI definition was always used from the branch in which you commit it But the pipeline definition was taken only from one branch and you could have selected just one branch Which would define the pipeline which totally makes sense if you have something like a github flow And you have you are only committing to masters and you have short lived branches But if you have git flow where you have those all those different release branches That totally changes Changes the way because the people they are changing their CI Pushing it and within that that CI change that they Realize that they want to change the pipeline as well But since the pipeline is actually taken only from one branch even though they have another branch that like should have a little bit different pipeline the changes were not applied and they were really confused because the CI changes were applied and the like does the CD changes the changes for the pipeline variant and that really was a Hard thing to tackle to explain how it works and why it works that way and that we actually need to change from The github flow sorry from the git flow to github flow because that makes much more sense with continuous delivery Number four is how you can customize that engine most of the Nowadays engine and engines and there is a lot of them like there there are a lot of startups that are creating those continuous delivery engines Because it's really popular nowadays Most of them they will always like show you the console and If you want to do something special you need to Spit it up into the console. So look For those that are able to well, there is nothing wrong with the console to be honest It's just that if your job produces like 10,000 locks files Lock lines, it's really hard to find within seconds like what has gone wrong So much better is looking to something that can give you an overview of the step and it allows you to actually Say from within the step definition if something goes wrong You will display this thing or this link on on the top page for the job So when the developer comes there, he sees right away without having to scroll through those locks and try to Find the needle in the haystack, they will right away see what's wrong And so maybe even what is the remediation that they should apply? obviously Another good customers ability is having the engine should have API so you can like talk to them and Do something extra if something specific happens And The last but not the least is the extensibility most of the CI CD engines wouldn't do all the stuff that you Might want to do in the future. So look into ones that are having the API's are able to Give you the ability that from within the The current step that is running you are able to see what the step is about what are its input variables So you can hook on to that and build the additions on top that are currently missing in the engine This will really help you with moving faster in case the engine doesn't have it because otherwise if you don't have this Extensibility the only other solution for you is either just sit and wait which usually isn't good for us software engineers Where we want to be better or you would have to change the change the engine completely which Can take quite a lot of time if you have So many teams already on board it Okay, I hope You were able to find something valuable some hidden gem in this even if it would be just one That you will be able to take and use in case that you're going to get into I want to start with continuous delivery one Gem that is from myself and will always be first in my mind is Continuous delivery is not about just getting the pipeline into place and saying we're done It's about changing how people really think about how they are coding and how they are thinking about deploying their code into production Thank you questions Good question Some teams yes some teams not yet, so I have currently teams that are already Like I told them In the very beginning we're using git flow. We need to move to github flow and short-lived branches and they were like Yeah, yeah, that makes total sense But then they were just using what they were used to because they were used to it and But in changing that and I told them well It's gonna bite you and now I have teams that are coming and they are saying we think we need to change the branching model so I Think we are slowly overcoming that and it's different from team to team if that answers the question But they need to try well, I guess they need to try it out really to find out That they need to change they need to experience it that it's really slowing them down Because just telling them didn't help so you need to They didn't have pipeline so we provided the pipelines we found out the ways how to overcome the problems with the different branching model to make it easier for them and It kind of worked till we got the Release or how we cut like 14 days cycles now We changed into let's go and have those cycles long length for one day and Then they started to realize it's not working anymore. We need to change that Does it answer the question anyone else Well, if you have some question later on feel free to catch me on the on the corridor somewhere And I'm definitely eager to talk with you about continuous delivery. Thank you