human-humane architecture. I am one of the co-hosts of the show and today's episode we are focusing on the Dokomomo Hawaii organization. Dokomomo is an international organization that studies and works to preserve mid-century architecture of the 20th century, specifically the 1950s through the 1970s. And today in honor of being a representative of Dokomomo, I'm going to be talking about hotels in Waikiki and the development of these hotels in the decade of the 1950s. This is the first of two shows which I'm going to be talking about that subject. Today I'm going to be looking at what I'm saying are the large hotels of this time period. Now large hotels in the 1950s were not what we would consider large today. They ranged from seven to 11 stories and only were about 100 feet in height. Today that is inconsequential and so small. However at the time they were very large and there were a number of innovations that came with these 1950s large hotels as well as the direction of Waikiki's development become the densely populated urban area that it is today. So this is the beginning, this time period of what Waikiki was to become and this is the first step on the road to that addition. The next show that I'm going to be doing that goes with this one is going to be talking about these small hotels which were only two stories in height. But today we're talking about the big ones and the montage of material that you see on the screen right now represents many of the hotels I'm going to be talking about but gives you a feeling for how many there were and how much development was beginning at this time. Tourism was beginning to grow very strongly in the 1950s but again by our standards today it was still very small and only a fraction of what it is today and what we expected to be today. Next slide. Here is an aerial photograph of Waikiki that was taken in about 1955 maybe 1956 and it shows a number of the hotels I'm about to tell you about and show you pictures of and starting from the left and you can see they are numbered so I'm not going to talk about all of these but the ones that I will be discussing and showing you are first number one that is the Waikiki Biltmore Hotel. Two is the Surfrider Hotel which is part of the Moana Surfrider today. Three is the Moana Hotel as I just mentioned. Four is the Princess Kakiulani built a little bit inland of the Moana and Surfrider and then we're going to skip over to number seven. That is the Reef Hotel and then just to the right of that is the Edgewater Hotel. Now all of those are from the 50s. All of them came up in a very short time period and that's what I'm about to get started on so let's go to the next slide. First on the list chronologically is this one. This is the Edgewater Hotel and this is a rendering from the early 1950s of the hotel. Now it was constructed on the site of something that would have been there before the Willard Hotel and then as you see in this picture it is the seven-story building on the right and then to the left are a group of cottages that were extending out to the ocean. They also are going to play a part in this story but we haven't gotten to that yet. The Edgewater opened in 1951. It was the first large hotel of this type in Waikiki with seven stories and its innovation was the first swimming pool for a Waikiki hotel. Up until then it had been considered unnecessary because if you wanted to go to the beach you just went to the beach and went swimming in the ocean but today in the 50s we're looking more modern saying no we've got a nice filtered pool for you to not only swim in but lounge around next. The Edgewater was joined by another building to the right of it in 1954 and it was part of the Edgewater. It was also seven stories tall and in these two pictures you can see the 1954 building to the right and the pool of course that I just mentioned in the foreground. These hotels were built by a man named Roy Kelly who was not only an architect but was a really workaholic I mean really workaholic developer and he was this was the start of his career as a major major player in development of Waikiki in the 50s 60s 70s and his family followed him into the business and he persevered in this tremendous amount of work in spite of some very significant physical disabilities and his focus was to create low cost hotels for travelers who didn't have as much money as the previous hotels the large hotels might require. So this is his first step we're going to be coming back to Roy Kelly in a little bit but now let's go on to the next slide and our next chronological hotel in this story of the 50s is the Surfrider. The Surfrider opened in 1952 and it was uh it's eight stories tall I am and I am looking at my notes as I tell you these things because I keep track of all of this just in my brain and the Surfrider was part of as I said earlier was connected to the Moana Hotel. Moana opened in Waikiki in 1901 so it was and still is our oldest surviving historic hotel but this was the first large and high rise it is a high rise even though it's small built directly on Waikiki Beach and we'll go to the next slide and this rendering it's it's difficult to see but if you look very carefully on the left you'll see a little bit of a suggestion of the existing Moana Hotel and the Surfrider was part of the Moana it was it was and is still connected physically to the Moana on the ground floor the rest of it is free standing the Moana uh was really the Surfrider was truly an adjunct because it did not have for example its own kitchen facilities so any of the food that was served in the Moana Hotel in the Surfrider hotel came from the Moana Hotel's kitchen so it didn't really function entirely on its own let's go to the next slide and here is the Moana Hotel I mean the Surfrider hotel seen from Palakawa Avenue because it also was not only the first modern high rise hotel on the beach but also directly on the main drag and if you look on the left you can see that there are some retail shop spaces in this front facade what's also notable is that there's a substantial amount of space on the sidewalk so at that time it was still like he was still not as jammed as it is today so it was possible to leave more space in the front just for the members of the public to be able to walk past the hotel and enjoy some open space and today of course that's long since been shut down because there is not much space in Waikiki for everything that is there now but at the time in 1952 it was possible to leave them okay next slide now continuing in our journey we come to the year 1955 and this is really pivotal because a bunch of new hotels all opened within months of each other and suddenly it seemed like Waikiki was this major growing place and again it seems silly to us now to think of these as big buildings but at time they really were this is the Biltmore hotel and it opened in February of 1955 and the Biltmore interestingly uh well I won't get to that yet but I will say there were two there were several innovations again that the Biltmore had which were brand new for Waikiki hotels the first one was that each room was equipped not only with a built-in radio and I say built in it was built into the furniture of the bedside table so that you it wasn't a free-standing radio that you could steal but also each room came equipped with a television both of these were the now forgotten and obscure Emerson brand that nobody's heard of today television broadcasting it only started in the Hawaiian islands in in december of 1952 so this is February 55 and now each room comes with television and also each room came equipped with a small refrigerator that's something we expect hotel rooms to have now but at the time this was very different and this was a small four cubic foot westinghouse refrigerator that was placed on the lanai of each of these hotel rooms which seems like a strange place but at the time just the fact that there was one was a big deal next slide the bill more also came with its own pool as you can see in the picture on the left but interestingly its history is a little more complicated when it was developed and that is that originally it was supposed to be built directly on the beach Waikiki beach on the makai side of alakawa avenue and it would have been just on the diamond head side of the surfwriter hotel that it just showed you but even at that early stage the city and county of formal lulu already was putting in place a master plan towards Waikiki's development and they didn't want to allow a new large building to be built directly on the beach and in fact the private property that the bill more was going to be built on was in fact condemned by the city and county a few years later in 1958 and by 1962 all of the buildings there had been demolished and it had been turned into the open park space that we have today which you may be familiar where the Duke Hanamoku statue is located well that's what that area is so the bill more was built across the street on the moka side of alakawa avenue and it left meaning that the beach side could be left open could be made open into public space which is a really admirable thing the bill more only lasted for 19 years because in 1974 it was Hawaii's first large-scale dynamite implosion demolition and thousands of people gathered in Waikiki to watch the bill more get blown up and I was one of them and so I got to see a building fall down that was very exciting back in 1974 next slide next on our list is this one this is the princess but you lani hotel and it opened in june of 1955 just a few months after the bill more that I just showed you this hotel was uh for its time the tallest building in the Hawaiian islands and they were very proud of that and they said they were they said it was 107 feet high and that made it not excuse me not the tallest it was the tallest in Waikiki but it was the third tallest building in the Hawaiian islands after tripler hospital and aloha tower and you can see how small the Hawaiian islands were then in terms of development well in any case the princess got you lani let's go to the next slide was part of the maths in hotels chain maths and navigation company still carries most of our goods to us on its ships its cargo ships but at the time it also was carrying passengers on passenger ships and it was one of four massive hotels in Waikiki the surf rider one that I just mentioned being one of them as well as the mono hotel and the Hawaiian hotel and that's in in a few years after this decided they were going to get out of the hotel business and they sold all four of these hotels to sherryton corporation that ended maths next slide one of the things that was notable about these fifties hotels is how much art they included in their public spaces a number of artists were commissioned to do works of different kinds like sculptures and paintings and other types of installations so this is the bar at the princess got you lani hotel that opened on to the swimming pool and the deck around the swimming pool and you can see it's got these Polynesian themed uh original pieces of art murals that are up on the wall and there's a color photograph just to show you exactly what those look like and it was not only painting it was also textures and also physical objects incorporated into these pieces and that that of course today are long gone next slide okay now we come to the reef hotel and I mentioned Roy Kelly a little bit ago well even as the second building of the uh the southern hotel was being built and I'm trying to remember the name of it because I just forgot it because I said it but regardless of that was the edgewater uh he was already building the reef hotel across the street directly on the beach and one of the problems with the reef hotel today which nobody could have anticipated back in 1955 is that if you look at the picture on the top you can see there's an expansive amount of beach directly in front of the hotel into the ocean well today most of that beach has eroded 100% and the water is coming directly up to the foundation of the reef hotel this unfortunately is probably what we're going to be seeing a great deal more of in the coming years of the future but at the time nobody could have known it uh let's go to the next slide and the reef hotel was really kind of the beginning of the Outrigger Hotel chain which was started by Roy Kelly and by the 1970s and 80s had grown to incorporate 20 or 30 hotels in Waikiki it was it was an amazing amount of growth but regardless of that this is a rendering which again doesn't look anything like the real thing does but it shows you the reef hotel on the beach and then across Aliyah Road which you don't really see in the picture is the Edgewater Hotel with its pool now there were some there were some additional innovations for the reef hotel and let's look at what those were in the next slide to begin with of course it had a swimming pool as was now considered regulation for hotels in Waikiki but it also was a swimming pool of a different type meaning it was no longer a rectangular shape the way most big swimming pools have been until then this was a very popular type in the 50s it's referred to as a kidney shaped swimming pool meaning it's a free form and let's go to the next slide something else that was an innovation for the reef hotel was the construction of Waikiki's first parking structure as well as underground access for the parking which was for 150 cars but it also was for people to be able to come and go from the hotel without having to do it directly from the lobby so you did it in those days via this ramp we're looking down on a circular ramp that goes from the first level of the hotel to the below grade level where it was possible to come and go through vehicles there was also a coffee shop down there in that level and a few years later in march of 1958 there was a tremendous rainstorm the heaviest rain that we've ever measured here in Honolulu and this entire ground level flooded to a depth of several feet which just damaged many parked cars as well as flooded the hotel's coffee shop but nobody knew that at the time next slide here's a room in the reef hotel and again it's got a level of kind of modern elegance that was notable it has Japanese elements as you can see on the left that's a Japanese inspired painting that actually came from Japan and it's also got a new arrangement of the beds which is something typical of the 50s which i'm going to get to when we discuss the next hotel as we continue on and next slide so now we're going to our final hotel of the 1950s to talk about and that's the Hawaiian village the Hawaiian village opened in uh 1955 let's see it opened in september of 55 it just checked the notes and it was the beginning of a complex that grew very rapidly and became a cluster of high-rise buildings and you can see in this picture from 1960 or 61 in the foreground there's the giant lagoon which was constructed for the hotel and inland of that you can see a variety of structures that are all part of the hotel it's group of high-rise buildings as well as low-rise let's go to the next slide so as i just said the Hawaiian village is notable because it's constructed by a man named Henry J. Kaiser very powerful very wealthy huge industrialist came from the mainland and settled here and decided he was going to start developing things the way he'd already been developing things elsewhere and one of the things he was able to do was to totally reconfigure the shoreline of this in front of his hotel to dredge a lagoon to build a new beach and to do a bunch of other stuff which today you'd never be able to do but that created the beach which is still there which is called the new kahanamoku beach and it's in front of what's today the Hilton Hawaiian village directly fronting onto it but even though there was a lot of beach access like these other hotels there were not all there was not just one pool but there were actually three swimming pools on the grounds of this hotel when it opened next slide the Hawaiian village in its early years when it was still owned by Henry J. Kaiser was just publicity craze they put out constant publicity things they did publicity photographs they did stories they did news stories there was a tv series that was filmed there etc and here are two fashion photographs taken on the grounds of the hotel released to publications just to again increase the amount of publicity it was getting next slide they also like gimmicks and let's just be honest about this Henry J. Kaiser was very conscious of publicity and one of the gimmicks that was created for the hotel which got a ton of publicity was this aluminum dome which was used as an auditorium and it was constructed it was put up from prefab aluminum sections within a matter of hours it just took like a day and a half to do it and it was considered incredibly futuristic it was aluminum that was owned it put together by a company called Kaiser aluminum which was one of Henry J. Kaiser's businesses and it did it was functional and it was modern and it was striking but again it was partly done for publicity which was very successful they also had a swimming pool that had a retractable cover so it could be a dance floor as well as a swimming pool not really that functional but again it gets publicity next slide so one thing that the the Hawaiian village offered which was new was a number of meeting room facilities and so this is one of those this is the carousel meeting room and these were so successful because hotels in Orlando didn't have those really that were as functional as these modern style that other hotels began to have to put these types of facilities in because the Hawaiian village was getting so much business from that and let's go to the next slide because the main place that was doing that was this which is called the Longhouse and it doesn't look very impressive to us today but at the time it was the only large modern multi-use space that was available anywhere in the city of Honolulu and people immediately took to this for all type different types of events so there were lunches and dinners as you can see in this setup but it was also used as a venue for a sports car show and a bunch of other things like that and it was so popular that the Matson hotels that they just mentioned were pushed to create their own little convention space on the grounds of the Princess Bayulani hotel in competition with what the Hawaiian village was providing to public. Next slide and as I've said these buildings were modern the Hawaiian village grew very rapidly in the 1950s it was constantly constructing new types of facilities and it was in the modern idiom so it looked like these pictures that you see here of the lobby not only was that trendy and not only was that what people expected to see and what they wanted to see but it also was low cost and it was possible to build quickly so that's one of the reasons that Kaiser did it. Next slide also in the Kaiser hotel and the various facilities built there were as I mentioned earlier as other places had done a bunch of retail stores so this is something that became required pretty much in the 1950s you had a bunch of retail stores and again in this photograph you can see modern type of construction very simple and very quick and easy to do but it looks modern and it looks like what people want to see at the time period. Next photo was something else that I mentioned a little bit earlier in the 1950s beds in hotel rooms began to be treated as part of the furniture and not just something to lie on when you went to sleep at night but something that you could sit on during the day kind of as though it was a couch so here are two photographs of rooms in the Hawaiian of a room in the Hawaiian village hotel during the day the beds are treated again as like their couches and at nighttime the maid comes in makes them up and moves them away from the wall so that you can sleep on them. This is something which you don't see today anymore but at the time was considered very very modern thinking um let's use our rooms to be more comfortable and rather than just lying down on the beds we can treat them like the furniture well it was a big deal next picture this uh advertisement from the 1950s shows you that this cluster of buildings was referred to as the Hawaiian village hotels uh plural well it wasn't it wasn't really a cluster hotels it was one just one hotel but because Henry J Kaiser was such a hard driving guy there was construction going on constantly on the grounds of the hotel and you can see here in the two pictures on the top uh left the low rise structures which is where the lobby was constructed and then that was joined within a short time by the one of the first high rises built on the property well there were three or four built on the property by the time Henry J Kaiser sold the Hawaiian village hotel to the Hilton Corporation in 1961 and that's why today this is called the Hilton Hawaiian village all of the 1950s parts of the Hawaiian village hotel starting from 1955 have long since been demolished but today it is a complex of very big buildings with lots of stores lots of people thousands of guest rooms and this is the beginning of what we are familiar with next picture so as I pointed out earlier the Biltmore hotel didn't last very long from 1955 to 1974 well here's one of the buildings at the Hilton Hawaiian village complex which didn't last very long either this is the village tower constructed in 1957 and imploded by dynamite in 1979 and that is showing you what has happened to many of the 50s buildings even if the high rises themselves are still standing from that time period they've been uh changed dramatically they've been redesigned they have been remodeled they have all new furniture there's very little of this 1950s boom that still is standing even though some of the buildings are there they don't look the same as they formerly did that's why it's important to be aware of history because you can't go to Waikiki today and necessarily see all that history because a lot of it has been replaced and so that's why me as a historian I want to be able to tell people these stories I want to be able to show people these stories I want people to know where we came from how we got here and what things used to look like so that was the purpose of this particular show again Dokomomo Hawaii honoring the work that Dokomomo does this is as I said the first of two shows the next show I do is also going to be on hotels in the 1950s in the Waikiki but I'll be talking about the low rides and small hotels as opposed to these bigger ones which we just looked at and heard about thank you for joining me I'm DeSoto Brown thanks for being here in Dokomomo Hawaii's program in the human-humane architecture series joining me again please on Think Tech Hawaii thanks for being here and I'll see you next time a lot


Hello friends. I'm Sanjay Gupta. I welcome you on Sanjay Gupta Tech School. In this video, I'm going to demonstrate you dependent pick list. So controlling pick list will be a single selection pick list and dependent pick list will be multi selection pick list. So before starting, let me share you how you can get me on YouTube. You can search my name and you can follow Salesforce related videos on my channel. So here I'm searching the custom objects. So I have one already created object that is student. So on student, you can see two pick list. First one is course. You can see its data type is pick list. So it is a single selection pick list. And then I have another pick list as multi select. So for the subject pick list, you can select multiple options. So now I'm going to create course as controlling pick list and subject as the dependent pick list. So I'm clicking on the course. So it is opening the course pick list detail page. Here you can see field dependencies. So I'm clicking on new. So controlling field will be course and I want to make subject as the dependent field. Now I'm clicking on continue. So here you can see course has four values be tech BBA BSC MBA and subject pick list values are available under each course pick list value. So now we need to figure out like for course be tech which subject values we want to populate for BBA which values we want to display. So first time selecting for be tech pick list value, and that is for course. So I want computer English it maths. So if I select be tech as pick list value for course field, then subject will be showing computer English it and math only right now for BBA I'm selecting computer economics. English accounts and finance. Right, so these values are selected for BBA then for BSC computer English maths and science. And for MBA economics accounts finance. Right, so this way I select I selected the values. So I think network is not selected anywhere. So I'm putting it in be tech. So this way all values are somewhere selected, either in beta or BBA or BSC or MBA. Now I'm going to click on save. Right, so we created this subject as dependent pick list and course as the controlling pick list. Now I'm going to open this student tab. And if I click on new to create a new record for student. So here you will see by default this subject pick list is not not showing any value because because it is dependent on course. So once we select any course value, then subject value will be available. So I'm selecting beta. So here you can see only five values are displayed here computer English it maths and networks. So we can check it again. I'm clicking on edit. So here you can see for beta we selected computer English it maths and networks. So all these five values are available here. If I select BBA, so values are changed it is showing computer economics English account in finance. So for BBA we selected these five values. Right, now for MBA we selected economics account in finance. So if I select MBA. So here you can see it is showing only three values. And as the behavior of multi select pick list we can select multiple values. So if if I put these values in the chosen part. And if I click on save so these two values will be available for this record. So this way you can make a single selection pick list as controlling and multi select pick list as dependent pick list. Right, now remember that reverse is not possible. You cannot make multi select pick list as controlling. So if if you try to do so. So there will be a problem because in case of multi select pick list we can choose multiple values at same time. So if you select multiple values at same time and you want it as controlling. So that will make a problem like dependent pick list will not be getting proper results because for controlling multi select pick list you selected two values. So this scenario doesn't work. So if you want to see how we can do controlling and dependency so you can focus on this thing. So here you can see it is saying the field that drives filtering is called the controlling field standard and custom check boxes and pick list with at least one or sorry one and less than 300 values can be controlling fields. So here you can see standard and custom check boxes and only pick list not multi select pick list. Then second point says the field that has its values filtered is called the dependent fields. So custom pick list. So here it is talking about single selection pick list and multi select pick list can be dependent fields. Right, so on controlling side we can have only check boxes and single selection pick list and on dependent side we can have a single selection pick list as well as multi selection pick list. And also notice that on dependent side we can use only custom pick list but on the controlling side we can use standard as well as custom pick. So I think this is all about controlling and dependent thing for pick list. I hope you understood whatever I demonstrated in this video. If you want to follow more Salesforce related videos then you can open my channel on YouTube by searching my name. Thank you for watching this video.


I'm Rusty Komori, and this is Beyond the Lines on Think Tech, Hawaii. I was the head coach of the Punahou Boys varsity tennis team for 22 years, and we were fortunate to win 22 consecutive state championships. This show is based on my books Beyond the Lines and Beyond the Game, and it's about leadership, character, and creating a superior culture of excellence. My special guest today is an author. He's a keynote speaker and managing partner of the extremely successful IA business advisors. He is Brian Smith, and today we are going beyond your influence. Hey, Brian. Welcome to Beyond the Lines. Hey, Rusty. Thanks for having me. Brian, I enjoy our conversations together, and we get really deep when you and I talk. I want to first start off if you can share a bit about your background. Sure. I live where I was born. I'm actually in Elgin right now. I had an opportunity to move to Southern California, and it was a huge change for me to go from rural Illinois to the cities of Southern California. So much, in fact, as we've talked about, I got into some pretty crazy things, ended up getting busted for drugs, ended up with a choice, and at the end of high school, right at graduation, go to jail because I was 18 or go in the military, and it was a defining moment for me. I went in the military, took advantage of all that the military offered me, not just the structure and the character building and the discipline and everything that went with it, but the education and the way to look forward. So I used the military to get educated and started my first company almost right after I got out. That company has turned into what is today, IA Business Advisors, and it also led to me meeting my wife, Renee, who you've been able to meet also. We've been together 32 years, 30 years in marriage, and our company will be 27 years old next month. Well, Brian, you're right. Renee has such an amazing personality, and you guys make such a great team together. What do you admire most about Renee? Yeah, it is her human spirit. People oftentimes meet her and think that she is not genuine, that it's some kind of air she's putting on or she somehow can't maintain that level of positivity and that level of energy, but she is probably the most positive and spirited human that I've been around. Honestly, she's my polar opposite, which makes us an amazing team together. She brings balance to us and to our family and to everything that we do. Well, I totally agree with you there, Brian. She is absolutely so positive, but so genuine and so caring. Brian, I want to ask you about IA Business Advisors. You guys have had and helped clients on all seven continents, including Antarctica. How did that Antarctica client come about? Yeah, back in the late 90s, we had an opportunity to work with NOAA, which is the National Oceanographic American Association. It's a government organization, and I probably just butchered their name, but NOAA is really one of the organizations that manages our presence as a government on Antarctica. We had an opportunity to help them with some technology problems, keeping the people and the teams that they had in Antarctica connected to us here in North America. Our company helped to design and then maintain that system so that people could stay connected. Wow, I think that's amazing, Brian. For me, when I'm doing business trainings for executives or for companies, a lot of it I find is how can we help them build better relationships with their coworkers or their clients, or how can we help them communicate better? Do you find that that's one of the main things that you help people with as well? Yeah, it's the foundation of success, really, as an individual and also as a team, is our ability to communicate effectively. To do that with all of the different nuances and variances that we have as humans in a commingled human environment, dealing with the challenges that we do as individuals and groups. It is probably the number one challenge we have, and also the thing that we get approached for, even if they don't know that's why they're asking us for help, what we're approached for the most. Brian, I want to ask you about this. When we help companies that might have dysfunction going on with their team members, I think that sometimes it might be maybe the leadership or the managers not being aware enough or not being able to connect with some of their employees to maybe prevent or avoid some of those situations from happening where they end up feeling a certain way. The other part might be it might not deal with anything at work. It might be them having stress at home. What do you see? Yeah, you know, as humans we're influenced in so many different ways, and we don't know at any given moment what may have influenced a human we're dealing with to behave in a certain way. So understanding or having empathy towards humans and what influences us is probably one of the best foundational things we can have as leaders. And being able to slow down and get out of a comfortable focus that we're in that basically puts blinders on us and keeps us from having that empathy or that understanding and keeps us from slowing down and hearing what those people that look to us for leadership are trying to say or get us to get in concert with. Brian, I want to ask you about your first book, Individual Influence. I absolutely love it and I was so honored to have met you in Hawaii fairly recently and you gave me your book and it's so great. And I want to ask you what compelled you to write the book? Yeah, I think, you know, our belief has been for a very long time that the individual is more than just myself or I, and that it is I in a singular sense, but when I'm with another person or another many persons that we are ourselves individual. And when we come together with a common focus, we have a team, we are a team, and our influence is compounded and it has power. I have influenced myself and when we do it together, we have broader or bigger opportunities for influence. My drive to writing individual influence was helping people understand that they matter and that they matter singularly and that they matter in everything they do. So the influence they have is their biggest responsibility. And our hope is that when they read our book that they understand themselves a little bit better what influence them and how they in turn can be a more positive influence. Whatever that means in their world, a more positive influence in their area of influence. Now, Brian, in your book, you also talk about self-awareness and the importance of it. Can you tell me more about that? Yeah, you know, knowing where we come from, knowing what influences us, knowing what triggers us, you know, Rusty, some of the things you talk about in your books are character and control and understanding the choices we make and being responsible and having accountability for our actions. And self-awareness means knowing what triggers us, knowing what challenges us, knowing what makes us feel good and bad and being able to be aware of how we listen and how we react in any given moment, so that we can have that positive influence and be responsible for our influence in any given moment. And Brian, in your book, you also talk about the importance of character and empathy and can you tell me more about that? Yeah, well, talking to you about character is like, well, I don't know. I mean, your books so much focus on character and have proven itself over and over and over again. But character and empathy go one in the same. It's hard to have good character if you don't have empathy for your fellow humans. It's hard to maintain character if you don't have empathy for what other people are going through. It doesn't mean that you can't hold them accountable or you can't challenge them. But it takes us to a higher level of leadership and a higher level of human influence that I think is best served when we pay attention to it.  Now, Brian, you will be releasing your second book, Positive Influence. And I'm super excited to read that. Now, what do you focus on in that book? Well, that takes us from understanding ourself and being more self-aware and how to apply that self-awareness so that we can have better personal influence to how do we build teams? How do we build influence singularly and multiply? And how do we project that outward and have a more positive influence within the bigger groups that we have? And we touch on some pretty strong issues, DEI, burning bridges, dealing with some of the most difficult behavior issues that we can face as humans. We're going to challenge people to look at in Positive Influence. Well, Brian, I feel really honored that you asked me to write the forward for your third book and that it's part of your trilogy of the Ion Team series. And can you tell me more about why you have the trilogy coming out? Yeah, so our feeling is fine to build your influence. So finding it, being it and then building it are the three aspects of understanding influence and to get to the build phase, you have to be and to get to the B phase, you have to find. And, you know, Rusty, after reading your books and just spending actually a very short amount of time with you, one thing I learned that has really settled in, well, as Renee says, my soul is that you and I are fairly synergistic in the way that we think humans should approach leadership and how humans should approach each other and how humans should be responsible for our actions. And as you know, I got back home after our trip and shortly after, asked you to write the forward to that book because I think that your message and our message can be compounded and become more powerful if we do it together. I completely agree with you one million percent, Brian. I mean, it's so funny how you bring up the word synergistic because that's exactly how you and I felt together when we first met each other and we could talk for hours and hours. And, Brian, you have both of my books and what did you think of it? Well, as I've shared, the first thing I like about your books is the way you break down the eight parts of leadership and what those eight parts are and how creating leadership and how to achieve it can be done in a very structured way. And my favorite part, as I've shared with you, are the stories at the end of the chapters that bring into context each one of those steps that you go through and, well, you know, they hammer home the eight aspects in your book. So what I really like is how it bundles all up into your word is leadership and excellence. Sorry, but you're going to have to do the words you use. And I told you I have struggles with this, but excellence and leadership, extreme excellence. And you actually gave a path to that that is succinct and easy to follow, easy to read, and easy to implement all at the same time. Well, Brian, you and I both know how complicated and complex leadership can be. So for me, my goal was to really try to work on simplicity and clarity in the books. And I feel so honored that you like it.  What are your thoughts about how companies and people individuals should be focusing on the little things? Yeah, you know, we use a term in our management methodology that is common term, it's called milestones. But we believe in also another term that people might be familiar with, baby steps. And your approach towards winning and getting to winning is the baby step or the milestone approach. And you set very clear objectives, one foot at a time or one motion at a time or one practice at a time. And you tackle all the aspects of what is needed to achieve extreme success. But you do it in a way that lead people there. And as you've done with your tennis teams, you took them there year after year after year, despite the changes in the players, despite the changes in the competitors, despite the changes in the environment, you still consistently led them there. And it shows that those milestones or baby steps, that preparation and that consistency works every time. Yeah, you're right, Brian. And you talk, like I said earlier about self-awareness, and I do too, and the importance of choices, because you have to be aware about what you're doing, what situation you're in. And then the important word of discipline comes in, and how self-discipline leads to habits, which lead to success. What are your thoughts? Yeah, if you don't have self-discipline, you can't create habits. And even with discipline, you can create bad habits. But understanding the positive aspects of what your goals are, understanding the path, and holding yourself accountable to each step of the way creates those habits creates that repetition. And, you know, being accountable for your bad choices and looking in the mirror and being honest with yourself will steer you away from bad habit development, will steer you away from making the same mistake twice or three times or four. But it requires being honest with yourself. And that's the whole self-awareness part, looking in the mirror. Yeah, Brian. And you know how I talk about what the four situations that cause the most problems in all of our lives, I refer to it as the four misses, miscommunication, misunderstanding, misperceptions, and misinformation, and how you're trying to do this too. And I'm trying to help companies and teams avoid the four misses because if you don't, you'll go off on these tangents and some of these relationships with your coworkers or clients might become damaged and might not ever be fully repaired. And all the while, you're wasting time taking time away from you achieving the goals that you want or your team achieving the goals. What are your thoughts about trying to avoid the four misses? Yeah, you know, Russ, you're so right about that. And it's a lesson I wish I would have learned much earlier. I think I've shared with you there. I've had those four misses and I can look back on my life and see those where I missed those things and where I made those mistakes. And while it pivoted my life and my life still ended up good, I still missed out on opportunities and missed out on relationships because I didn't have that knowledge. So again, back to how you are able to outline that and give people a way of understanding and applying these concepts and these practices is what I think really makes your work so powerful and so impactful and so successful. Now, Brian, you and I were also with David C. Williams fairly recently in Hawaii together. And the three of us are authors with Made for Success Publishing, Brian Heathman's fabulous publishing company that we can rave on about Brian Heathman. But I want to ask you, when you met David C. Williams, what impressed you the most about him? I think it's his energy. You know, you walk in the room and he had this aura about him. It wasn't quite as big as Renee's, but I'm a little partial. But he still has this big personality, amazingly still direct, communicates clearly, has a purpose, but also has the same human aspect that you and I share. He believes in people. He believes in the best influence we can have and he believes in being responsible for and projecting the most positive influence he can. And you can feel that in a very short amount of time when you meet him. Yeah, and you know, you've seen how I had David on my TV show recently as well. And I was, I did all of that that you just said about him. And we were also impressed with his style. I mean, he is like the best dresser, right? Yeah, I think he has, I don't know, hundreds of pairs of tennis shoes and he's got wooden bow ties. And look, it's what makes us unique. And what makes us memorable, pass the things that we might talk about or pass the teachings we might have or the leadership we might have. You know, it's what defines us. There's each of us has a way of defining ourselves. And I think it's amazing that he's so comfortable to be able to wear colorful shoes and colorful bow ties, and mix those in with very serious issues and very serious and needed concepts and lead effectively all at the same time. Brian, you do a lot of keynote speaking and a ton of leadership training. And I really love your smart training, SM, ART. Can you tell me about your smart training? Yeah, our smart management program is based on what many people learn in school called SMART goals. And SMART goals are goals that are specific, measurable, attainable, realistic, and timely. However, we feel that SMART goals are, well, they're a place that are, you know, down there. They're in a day, they're in a week, they're in a month, they're in a year. And to achieve SMART goals, you have to have SMART tactics. And that includes SMART actions, SMART communication, SMART listening, you know, SMART milestones, everything's smart. So we teach that you challenge yourself when you take action that you're doing it in a SMART way, that you can measure it, that you can attain it, that it's realistic, and it's timely, and that it keeps you pointed in the right direction.  Well, what is the organization I'm speaking to? Why am I there? How do you apply SMART in their world? And, you know, oftentimes, when we as speakers or leadership, people go into an environment, we can get lost in our own concepts, and we can talk over the context that's needed. And one of the things I try to do is prepare to speak to those people.  Brian, you and I love helping people in teams, average teams that we can make good or good teams that we can make great or great teams that we can make extraordinary. And you know that I always say that there's a tremendous difference between a culture of excellence and a superior culture of excellence. And there's a gigantic difference between attention to details and superior discipline details. What are your thoughts? Oh, those are the words that I was eluding to earlier. Your way to take things to next level, to challenge us as humans to skill ourselves up to a level higher than what we've already achieved. And I think that's one of the biggest takeaways and things that I really love about your work is that you take somebody to a point and then you say to them, let's go a little higher.  And you're able to put it in a way that people can get into. They can get their teeth into it. They can get their hands around it. They can believe in it. And as you know, if you can make a human believe, then they'll get there. And that's really what it takes is getting them to believe in themselves and getting them to believe in where they want to be and then showing them how to do that. And they can do it. And Brian, I find that the greatest sports teams and the most successful businesses, they all have an identity, whether it's one thing, whether it's five things that they might be known for. And I love trying to help teams build their identity. And once they have an identity, keep that identity, but try to add on to that. What are your thoughts? Oh, yeah. You don't know who you are. It's hard to be who you are. And so helping people understand their identity or some of the big words now are personas or some of these words that are out there. But really, that foundational word is identity. Who are you? What are you about? What is it that you want to influence? And when they understand that, the world and the path for them becomes so much clearer. And Brian, I know that people want to play a role. They want to contribute. They want to be on a team to help the team achieve their goals. And everyone has to play a key role. But sometimes a pat on the back goes a whole long way, right? So yes, not all humans need that pat on the back. But all humans enjoy that pat on the back and all humans benefit from that pat on the back. So regardless of if you think they need it or don't, give it to them anyhow because they will take that extra step or two or give that extra smile or give a pat to somebody else in replication and help spread that positive influence. Because at the end of the day, that's what that pat is, is positive influence. Brian, I want to ask you one more thing before we wrap up today. What's a valuable lesson you learned in life so far? Yeah, well, the most valuable lesson for me is to slow down and just appreciate where I'm at in every single moment. Because where I'm at is a culmination of all of the influence of my life in this moment. And at this moment is the best time. If I'm in the present, it is the best time for me to make the best decision every time. So slowing down and being in the moment, that is the biggest lesson I've learned. Okay, Brian, we're going to slow down. I'm going to listen to you.  And I really want to thank you for taking time to join me on the show today. Well, thank you, Rusty, for having me. It's been just great to join you. Thanks, Brian. And thank you for watching Beyond the Lines on Think Tech Hawaii. For more information, please visit RustyKamori.com. And my books are available on Amazon and Barnes & Noble and Brian's books too. And I hope that Brian and I will inspire you to create your own superior culture of excellence and to find your greatness and help others find theirs. Aloha.


Welcome to the Sulekvarnivkar's keynote. How are we running Sulekvarnivkar? Well, we have a small core team, continuous integration architecture, that was the Sulekvarnivkar backend infrastructure, and we support up to around 111 developers who consist of many smaller teams and they have at least one DevOps, you can add nodes, pipelines and repositories. And whenever a new team wants to use Sulekvarnivkar, continuous integration architecture trains one of these people to become a DevOps. So, why are we using Sulekvarnivkar? Well, one of our developers is in a really good way, and he believes that premium cars need premium tools, and Sulekvarnivkar is a premium tool. And it forces us to have a green master, and in that way we increase our development speed. For example, the one pedal driver Polestar 2 was built with Sulekvarnivkar. Sulekvarnivkar 3, why do we use that? Well, to handle development in an NVIDIA central computer, but there are many teams with different garrids, and we have the introduction of cloud nodes, we really need Sulekvarnivkar 3. And here we rely on cross-project dependencies, which is the feature of Zulekvarnivkar. And as mentioned many times before, the most important feature of Zulekvarnivkar is the gating system. Do not merge broken code. Polestar 2 project has had a green master since April 2018, while other non-Zule teams on our company have long periods of broken master tracks, and even turned off CI in periods. There are three other features that we really love with Zulekvarnivkar, and one is speculative merge. And speculative merge makes the merging of new changes into master dependent on the build capacity, basically, because you test everything in parallel. You also have the prioritized queue system, and this is very important when there is a deadline and there is a long queue, at least then you start the jobs that are most prioritized and you keep the customers happy. CI job configuration together with software in repository is an essential tool. So here are some of the software components that we currently build with Zule. We have some autonomous drive components, decision manager and so forth. These are high-level AP functions. And then we have propulsion vehicle control, which actually controls the car's variability. We have the dependability of the same functions, which is the fallback strategies. We have thermal control, control the cooling systems. We have vehicle state functions, which controls the accelerations and vehicle states. And we also have a brake planning, because in electric car you can brake both with an electric engine and the friction brakes. And then we have some components controlling the doors, the seats, the car mats, the steering, and the central onboard diagnostic core, which actually keeps track of the state of the components of the car. And also the central core, low-power CPU-based technology. And that's developed in Rust. And this team really likes the picture about how well suited Rust is for automotive development since it tries to be safe by default. In this picture you see two typical pipelines that we have running Zule. And the dots here are automatic jobs and the capacitators of the lines are manual steps. In the middle here on the left side, you can see a pipeline that we have when we generate the C code with the target link and sim link. And we have a lot of link jobs here because we handle security-class software. And that first box describes the check pipelines, and there is code review, plus one plus two leads you and starts the gate pipeline. And here we do system tests and we compile targets. And our releases are triggered by creating git tags. And that can change logs and so forth. And in this picture you can see some of the tools we use in this pipeline. And we rely on, for instance, Silver and Test River to create the sealed components that are not bound to the target. And you can also see some of the compilers we use in this environment. So what does our future also look like? Well, currently we're trying to look into how to handle scalability and move this to Kubernetes. Since all of our developers are located here in Gothenburg, it means that during the night when we're not really running anything, we're still paying for all our services. And we also have a need to be able to nest virtualization, and this is not really possible to do in AWS currently. And we believe we might be able to do this in Azure. And we also have developers who are using GitLab, so we need to be able to start listening to those repositories. Thank you for listening. Thank you.