What is up everybody this is Chris from the Rewired Soul where we talk about the problem but focus on the solution and the other day on my Instagram stories I was discussing repressed memories and some of the ideas behind it some of the bad psychology and science behind it all that and a lot of you actually reached out to me and you were really interested in this subject so I was like what the heck let's do a video diving a little bit deeper into this subject all right and by the way if you're not following me on Instagram you need to all right at the Rewired Soul okay so anyways my beautiful girlfriend Tristan and I we've been really into the show Promigal Son on Fox like if you're into like serial killer stuff like it's a great show love the show it's really cool like my one critique my one critique is that it's like any other kind of crime show where it gets starts to get a little repetitive after a while like for example like the character Gill he's like bright we need you to help solve this case and Bright's like I think I know how to catch the killer and then Gill's like your methods are unconventional and you need to get off this case and then Bright's like I found the killer and then Gill's like oh my god and that just happens over and over and over again but anyways anyways one of the the main parts of the story is that the main character Bright he has repressed memories his father was a serial killer and there's this memory just stuck down in his brain and throughout the show he's trying everything he can to just yank that sucker out all right so hopefully I didn't spoil the show too much if you haven't seen it but go check it out but yeah I wanted to discuss the bad psychology around repressed memories as it comes up a lot in the show and one of the whole reasons why repressed memories are you know kind of a topic of conversation when it comes to psychology and therapy is because a lot of the ways that it's depicted in movies and TV shows all right but like I said like there's a lot of bad science around this stuff so what is a repressed memory all right so the idea is that repressed memories are based on a traumatic experience that you went through and they were just so traumatic that your brain is trying to protect you from those memories so it just shoves those down deep into your subconscious all right to keep you safe and our brains do this quite a bit our brains are regularly trying to keep us safe especially when it has something to do with trauma and our fight fight a freeze response right like for example PTSD it makes you much more sensitive to triggers associated with that traumatic event so you don't experience it again right so a loud noise might make you just take off or a sight or smell or whatever that may be so I want you to ask yourself some questions real quick if repressed memories are based on traumatic experience like let's look at large populations of people who have never had an instance of a repressed memory a great example is Holocaust survivors if you look into it if you research it there is not one Holocaust survivor who has had repressed memories and you would think you'd be able to find some because surviving a concentration camp like that is one of the most traumatic things like any human being in the history of mankind has been through right or let's look at natural disasters one of the biggest natural disasters to hit the United States was Hurricane Katrina just look at how many people died how many people survived why is it that if repressed memories are based on traumatic experiences you have nobody who survived Hurricane Katrina who just they can't remember it right like a lot of the children from Hurricane Katrina who survived like they're now adults and they're not experiencing repressed memories and here's the thing like any of you watching this video who have experienced a trauma like those of us who have experienced trauma we know the issue isn't that the memories are repressed and way down in our subconscious the issue is is that we can't get rid of those memories for the life of us like people who have been through trauma wished they could get rid of those memories right but traumatic experiences those are constantly constantly in our memory so although we might forget some of the specific details of the event that event is just imprinted in our mind okay so where did the idea of repressed memories come from well they came from Sigmund Freud and Freudian psychology like like props to the dude he helped moved you know psychology and you know into the forefront and a lot of new theories came from it so like that's awesome but the reality is is that most people today know that this dude was like a coked up lunatic and a lot of his theories were absolutely ridiculous but this was kind of how Freudian psychology was he believed that all of us have these repressed memories thoughts and emotions that are just deep down in our subconscious and it's causing us a lot of issues today all right now the problem with this is that is very bad science all right like today we have a lot of science that backs up psychology and there's bad science around these these repressed memories so logicallyphalacious.com explains unfalsifiability as this all right so unfalsifiability also known as untestability is confidently asserting that a theory or hypothesis is true or false even though the theory or hypothesis cannot possibly be contradicted by an observation or the outcome of any physical experiment usually without strong evidence or good reasons so basically somebody like Freud they would say hmm you're depressed because you have repressed memories and then you're like no i don't think so i've never been through anything traumatic or anything like that and they'd be like oh no this means that the repressed memories are just really deep down in there right like there's no way to make that person think otherwise because anything you do is just evidence that they're even more right than they thought you see what i mean like any good science has to be tested to ensure that it's falsifiable like remember that scene from like Austin Powers where he's like it's a man baby and he like tries to rip the wig off that poor old lady and then when it doesn't come off he just thinks no it's just really stuck on there and he just starts yanking her head even more you know what i mean like the difference between this this fictional idiot character Austin Powers and somebody who's trying to pull up these repressed memories is eventually Austin Powers just stopped he didn't start picking out her hairs by clumps and just saying oh this must have been one of those newfangled glued on wigs no he realized he was just wrong so now you're like well chris what's the problem what's the issue so in a show like prodigal son where uh Malcolm Bright is dealing with repressed memories like it's a fun little storyline nothing really you know has any effect on real life experiences but in real life that's not the case like in real life this whole quackery of repressed memories has ruined lives all right so when when repressed memories and they call it memory recovery therapy was really at its height was like in the 1980s early 1990s around the time of satanic panic all right so those of you who don't know about satanic panic like that stuff is whoo it's nuts the whole country was just freaking out believing that there were all these little satanic cults all over the place and they were using memory recovery therapy to pull up these repressed memories of people and they were planting in false memories and making people believe that like their parents were sexually abusing them as a child and they were part of some sick satanic cult that was like making the kids like witness like human sacrifices and said they were like eating babies it was absolutely bananas so not only were a lot of parents falsely accused but there were a ton of like daycare teachers who were falsely accused right like all these like therapists and child psychologists were planting these false memories and kids and then bringing them to the surface like there was one kid who said like uh his teachers at the daycare tied him naked to a tree and had the whole class like watch and it was like right next to a busy street and like nobody could confirm that that ever happened the same kid he said that like the teachers took him on a private airplane like think about that and it was all because a therapist was coercing him into believing that he had repressed memories so like i i said like uh the whole you know memory recovery therapy it ruined a lot of lives and one of the stories that absolutely breaks my heart is the story of holly ramona all right this took place in the 90s and holly ramona who was in her 20s um she went to a therapist because she had an eating disorder as well as depression all right and her therapist said that eating disorders and even depression are the result of being molested as a child right and holly ramona was like no i was never you know abused or molested by my father when i was a child and again because this therapist is such a firm believer in repressed memories and you can't prove her wrong she sat back and she was like hmm you're saying that you don't remember any trauma that just means that the trauma is really down in there right and the therapist started pressuring her and trying to make her remember these things and we need to understand like i don't know if you're a fan of these types of shows but i suggest you watch them on netflix there's a series called confession tapes there's another mini series called the confessions killer but this happens a lot where uh interrogators plant false memories in the person's head and eventually the person admits to a crime that they never even did because they were shoved with all these different memories right so anyways in the case of holly ramona after a while of her not remembering any of this childhood sexual abuse the therapist ended up sending holly ramona to a psychiatrist who used what's the name of this drug sodium amidal is that how you say it anyways that's aka truth serum so when doused with this truth serum and uh questioned by this psychiatrist all of these false memories that were planted by her therapist holly ramona started uh remembering quote unquote that her father did molester when she was a child holly ramona also remembered that her dad forced her to have sex with her own dog all right and this resulted in holly ramona accusing her father of molesting her as a child and it completely ruined this man's life all right so thankfully this uh holly ramona's father was one of the first people to stand up for this stuff right about this whole quackery of repressed memories and he ended up suing the therapist and the psychiatrist for uh uh negligence and malpractice right and he ended up winning 500 thousand dollars and this was a landmark case like you can check it out i'll put some links down in the description below but anyways when this happened a ton a ton of malpractice lawsuits started going all over the place all over the country because so many lives were ruined based on memory recovery therapy and this whole idea of repressed memories right there were people who were being uh sent to jail based on the testimony of somebody who was coerced into believing that these things that never really happened actually happened so because of this string of malpractice lawsuits going everywhere a lot of therapists and psychologists took a step back and they're like oh my god like we need to stop doing this like what are we doing you know like like maybe maybe their depression maybe their anxiety maybe their eating disorder maybe you know whatever they're dealing with is not a result of child molestation and maybe it's something else right but unfortunately there were a lot of psychologists and mental health professionals who just doubled down on this so even though it's been you know over 20 years since that holly remona uh uh lawsuit um there are some psychologists and therapists who still practice this form of psychology and i think it's important as for any of us who go um get help for our mental health that we know which types of therapy are evidence-based and which are not right so one of the saddest parts of this uh story of holly remona that i want to share is because of these false memories that happened and because holly remona already you know accused her father like she's still estranged from that man and that family is still torn to pieces and we don't know if it's because holly remona still believes those false memories or she started to believe those false memories because if she were to admit that she falsely accused her father that would cause her to be in a in a lot of trouble you know what i mean um like have you ever lied to yourself so much that you believe that lie or you lied about something and in order to make sure you didn't get found out you had to keep selling that lie you know what i mean so anyways it's a really sad story and i'm gonna link down in the description below um there's a therapist uh a former memory recovery therapist named linda ross and she did an interview with uh this american life and the transcript i've linked it down in the description below but anyways um she she was part of bringing up these memories for a lot of people that never even happened and ruining a lot of families a lot of lives and what happened was linda ross couldn't sleep at night and she ended up going to a support group for falsely accused family members of repressed memories and she's like oh my god like what have i done you know i've destroyed these families you know what i mean so yeah like i love learning about psychology you know these different things and i really wanted to talk about this because this is something i didn't know so i'm guessing some of you didn't know about it either but if there's anything else uh any other topics uh around psychology uh or anything like that that you want to discuss let me know i read a ton of books and i'm always trying to learn so i love talking about them on the channel all right but anyways that's all i got for this video if you like this video please give it a thumbs up if you're new make sure you subscribe and ring that notification bell and don't forget to follow me on instagram i want to send out a huge thank you to everybody out there supported me on patreon as well as everybody who supports the channel by buying my mental health books at the rewiredsoul.com as well as the rewired soul merch you're all amazing and i'll see you next time


And welcome to this year's annual Fireline Safety Refresher training. This program is broken into various modules and is designed to refresh your memory on the basic Fireline Safety Principles. You'll be asked to study some real-life fire scenarios and complete a few group exercises. The modules are all standalone lessons and by no means are you required to complete them all. It's up to your facilitator to choose the modules that are most appropriate for your audience and introduce some local concerns or case studies as well. The video provides your facilitator with the basic framework needed to develop a more localized training program. Further refresher training material can also be found by visiting the Wildland Fire Safety Training Annual Refresher or WUFSTAR website. The main objective of this training is to get you thinking in terms of Fireline Safety again and to help keep you safety conscious throughout this fire season. To get us started, we're going to look at the CART Creek Fire that occurred nearly 30 years ago in Northern Utah on the Ashley National Forest. This scenario is similar to many recent fires in that the firefighters found themselves on an escape route that proved to be ineffective or too far from the safety zone given the unexpected and drastic change in fire behavior that actually occurred.  Virtually all fire ground decisions are based on your expectations of what that fire is going to do. It is incumbent on all firefighters, regardless of our experience level, to continuously improve our ability to predict fire behavior given the conditions we observe. Let's go to Utah and take a look at the CART Creek Fire. At 12 o'clock noon on July 16, 1977, a lightning fire started just south of the confluence of CART Creek and Spruce Creek on the Ashley National Forest. The fire was burning in extremely flashy fuels, mainly grass and sagebrush, with scattered junipers, ponderosa pines, and clumps of bitterbrush. The elevation at the top of the bluffs to the west is 6,700 feet and 6,000 feet at the creek junction, which is about one-half mile away. The weather forecast for the day called for partly cloudy skies with scattered afternoon showers and thunderstorms. Winds lightened variable out of the southeast, driven by topography with considerable gustiness in the late afternoon. High temperatures were forecasted at 90 to 95 degrees in the valley bottoms and 80 to 85 degrees on the ridge tops. Minimum relative humidity 15 to 20 percent.  The local helicopter had just returned from a previous assignment and many of the crew members were still en route, driving back to station. Only two available personnel were loaded and delivered to H-1 about 1235. The helicopter then picked up the district FMO and one other firefighter and delivered them to H-1 where they met the first two hell attack crew members. The FMO ordered a retardant drop and 20 additional firefighters. The fire was spreading slowly uphill against the ground winds to the northwest and more rapidly, with the wind, downhill and west towards Cart Creek Canyon. One person was left to manage the hella spot and the other three walked to the fire and began an unanchored line uphill to the south. Other district personnel were attending a local rodeo when the call came in. They were to report to Cedar Springs Lagoon about one mile north of the fire and would be picked up by helicopter. At 1300, two more firefighters arrived on scene and joined squad one. The strategy was to continue line construction south uphill and then swing west to cut off the fire before it reached the ridgetop. They were working close to the fire and could knock it down quite easily. Meanwhile, the fire continued to move easterly downhill, causing them to relocate what was H-1 to H-2. At 1340, two more firefighters arrived by helicopter. While circling the area, they recognized the desirability of cutting off the fire at the ridgetop and they unloaded on the ridge. They made contact with the FMO and then started cutting a second unanchored section of line along the ridgetop toward the squad below. The FMO sent two members of his squad up to help the squad on the ridge. The helicopter unloaded three more firefighters on H-2 and they began walking toward squad one. When they arrived, the FMO sent them to join in with squad two but two members were called back when the fire became more than squad one could handle. There was now four members on squad two plus the squad leader and four members in squad one plus the FMO who was also the IC. The helicopter delivered more firefighters to H-2. Another squad of four people, squad three, was formed and instructed to proceed from H-2 to a point east of the initial attack point. They began a third segment of unanchored line. The fire by this time had burned east and outflanked squad one's line. Squad three was trying to cut off that segment of fire and tie it back into squad one's fire line. As the fire approached H-2, the pilot requested another helispot further east away from the fire's edge. A fourth squad was delivered to H-3 and were instructed to begin at the low end of squad three's line and build line downhill to the north. Squad four started walking to the fire. And I remember when we flew in, we flew basically over the fire down in this drainage here and our thought at that time was, wow, this is just a little fire, very little fire activity. It was just kind of creeping on the edges and our first thought was, man, we'll have this out and be back to the rodeo in Manila tonight. They proceeded to line us out and said basically that we're going to hike up across the edge of the fire here up over to where they'd started building line up above. And so we had no problem with that and we could see the fire just below us and at that time it was probably ten acres, maybe a little bit more, but the flame length was minimal, a foot and a half flame length. And so we were, I guess, what I'd call complacent. And so we were lined out to hike up to where we were going to tie into the other line and so we proceeded to hike across the toe of this steeper slope right here over to where we were told that the other crew had built line.  So we proceeded to hike up through there and as we were hiking, Gene Campbell was ahead of me and then myself and then Annette Rogers and then Dave Knoll.  And so we proceeded to hike on up there and Gene stayed behind. We need to remember that in 1977 fire shelters were an optional piece of equipment.  Let's get into our groups and complete the first exercise in your student workbook.


Rwyf iawn, i ddweud, mae Manzfyn iawn gyfo'r cyfle grŵr. Mae'r gwerthiffol yn speculateadur i'ch gwasanaeth a'r gwnaeth ymarfer, ac mae'r gwnaeth erioedol yn gwneud i'r mewn cyfnodol iawn yma. A hynny yma, mae'r gwneud yn eu cyfrannu eu gennychodd, mae'n cyfrannu dau llawer o'ch teulu, gan yr Yn Ynw. Efallai Gweithιαeth, ein Gweithiaeth, mae'n cyrraff di wrth gwaith i fynd i'r yng Nghymru Ysgol Cymru Cymru Fyrdd yng Nghymru yw rydych chi'n ei gael'r gynnig oedd y Llyfrgell, ar y cyfle cyffredin EUW yn 2017 ac 2021. Y Cyfyrd Hylsch yn y Fyrdd Cymru trafod yr HSE ar gyfer iawn gweld gyda DOMYŽ wedi'r gymwych ar y llyfrgafedd yng Nghymru yn ysgol Cymru wedi'i gyflym yng Nghymru. Yn gallu ddatblygu arnyn am y cifrwydd yn ei awdurdod unrhyw gwagainio hanesfynol ac oedd y Cyfyrd Starsgol Cymru yn ar yetty. ac yn ddechrau'r problemau hwnnw. Mae'r rhaglen am hwnnw hefyd, dyfodol y gallwn eich bod, y lluniau lluniau hynny. Yn ymgyrch chi'n ddatblygu'r rhaglen yma, mae'r ysgol yn gwneud, a mae'r ddweud yn fawr yn meddwl, maen nhw'n meddwl i'r rhaglen mwy ffordd hynny. Mae'r ddweud ym meddwl yn meddwl i'r rhaglen mwy ffordd hynny, am gweithio'r rhaglen mwy ffordd i'r honno'r lluniau'n meddwl i'r rhaglen mwy. ac dyna sy'n gwybododi i chi ddim o'i gynhyrch gwybod? Diolch i'r gael 50% i gyfnod спydd yma i mi ychydig, ddw i ddweud o'r gwael iddyn nhw'n gweith, ac mae'n gweithio'n ma troubledr o'i defnyddio. Ac yna yw'r gweithio'n arfer. Gweithio'r gweithio'n gweithio'n gwaith yma, ac mae hynny'n gweithio i'r gwaith hwnnw. Ar ôl y chyfnodd yn effaith yn y Confliniad Hygredig Ofsrannu sy'n gwneud o'r gyffredinys, ond wrth gwrs rydyn ni'n debyg cyntaf y gallu gwneud am dda'n gael dirthynu nad yna'n meddydd yma. Ond ni'n dod gan gyflymu i ni o'r rhan o hyn o'n gwed, ac mae'n ddoch yn yr amser. Tysiwch, rydyn ni'n bwysterion i'r cyffredinysau. Mae rhan o'i rhan o fe yna gwych ar y cynllun a oedd y cysylltwn hwn, mae'n rhaid o'r gwneud o'r olwno fydd. Felly mae gennym ddim yn ymweld i'r byw yn gyntafol o'r hunain hefyd i'r hefyd. Roeddwn ni'n bwysig o'r hefyd yn ymweld i'r hefyd yn y CHO1, ond roeddwn ni'n bwysig o'r hefyd yn y Cyngor Llywodraeth Cymru ac yn ymweld i'r hefyd, ond mae'n mynd i'n bwysig o'r hefyd yn ymweld i'r hefyd. Roeddwn ni'n cyfnod o'r hyn o'r rhannu ymddangosion ymddangosion ac yng nghymru yn bwysig o'r hefyd, yn mortho ymddangosion yma, a ydw i'n mynd i amddangosion yma o mae'r hefyd yn ymddangosion ymddangosion a nhw'n ddod y CHO yn gwneud? Roeddwn ni wedi'i ddod ymddangosion yma o'r hefyd? Roeddwn ni'n cymryd mewn gweld i'n cymryd o'r hefyd yn ymddangosion ac ni'n ddod llawer o'r tyn nhw'n cymryd yn ymddangosion o'r hefyd yn unrhyw i'r hefyd yn ymddangosion. Nar. 1 o hyn oedd yn ystod yn defnyddio'r cydulliannig yng nghylch cymunedolohodd honno, yn dod o delio'r cymunedol oherwydd yng nghylch cymunedol trwy'r mewn iawn. Rwy'n hyn o ddiweddio'r cymunedol oherwydd dylwnodaeth y bydd dechrau'r cymunedol a chi'n edrych yn gallu fe ymweld yr hyn yn gallu gan hynny? A wedyn gyda'r fearsig, rydw i'n ddweud y cymunedol oherwydd ein bod yn cyfweld y cymunedol ac mae'r Lleidon ni'n meddwl i eich Llai Gweithgordio, ond y synod y pamthurnau cwyrddio o ffawr i godiwn i'r cent ! Ieithaith meddwl ar gyfer y defnyddio'r gweithgareddau. Ac mae hynny eisiau ei gwrthodiaeth sydd wedi'i preffredigurau sydd wedi eu rydyn ni, yn yr ychydig y gall Oeddon o'r Rheiffyrrraedd yn cael ei gwahan Aberddur, sy'n etym ni i ei gwahanol sydd wedi'u cyfnod yn credu bryd. Ac mae ar hyn yn cael ei gafoddol, yn cael ei gafoddol i niw gwahanol, to the families involved. The National Independent Review was commissioned by the HSE, in respect to the, sorry to carry out a review of abuse allegations that the HSE provided a residential service for adults with a disability. In respect to the advice, the minister and rabbit did seek the Attorney General's advice in relation to the publication of the full bandone report. As you know, in December last, the HSE published the executive summary of the Brandon report. The advice received that it's a matter for the HSE and the Minister may not direct the HSE to publish the report, but the Guardian, I believe, are still completing its work and have advised the HSE against publication, but the HSE, as the body responsible for publication, has determined that the report should not be published in full, but we're not finished with that yet and we will continue to pursue that, because I do think full transparency is required, but we don't want to either in parallel or undermine any potential investigation that the Guardian may pursue in relation to this. In respect of the CHO1 situation there, again, he advised Minister Donnelly and Minister Rabbit in December that the Chief Inspector had concerns in relation to the ongoing governance of social care in CHO1 and, again, a recent, as you have outlined, serious adult and child safeguarding concern. Again, the HECWA did conduct unannounced inspections of all HECWA designated centres for people with disabilities in Donegal, except for those that have been inspected since September of 2021. The preliminary feedback on the inspections has been provided to the HSE. HECWA's report on the inspections is expected shortly, however I'm advised that there were no issues identified that were not being responded to appropriately, but we have to see what that full report is and see the full report of those inspections. There are concerns in the Ministers pursuing it further in terms of the broader area in terms of establishing the response and the capacity of the CHO1 area in terms of senior management there and how they're handling cases, some dating back to 2016-2017 and how those cases were managed in terms of reference that have been drawn up in relation to that particular exercise. More generally, I think you raised the issue about nationwide and so on in terms of HSE's response to issues of this kind. I would say in the first instance that the HSE have a national framework in which there has to be full disclosure on issues such as this and the clear benchmarks against which they need to be judged in terms of fulfilling those objectives. It's just some reason to the CHO1 issue in that there you know that there was tomorrow's tribunal report went on into the actions of Gardie and at the time official Ireland wanted to make sure that it stayed and done it all that that's where it was seen and that's it and we know that that wasn't the case and so we're going to end up in the same situation here in relation to this and that's why I think CHO1's relationship nationally with the HSE management needs to be investigated and compared alongside that as well and in relation to the Brandon report specifically itself the minister said she couldn't publish that right but the HSE can the minister said she can't publish the Brandon report that's fair enough but the HSE can and that's a problem and the HSE are law on themselves here like who are they who they work for us we don't work for them like you know the Irish people the HSE work for the Irish people and they're supposed to represent the Irish people not the other way around but it certainly seems to me that that it is the other way around when they were dealing with them and the Gardie haven't their financial investigations with it in relation to the Brandon report so that they're not going to be held up as an excuse again by the HSE but look I think we need an investigation the most recent most recent revelations actually took place after the Brandon report was reported so that management hadn't changed we need to make sure that that takes place and we need to make sure that people have a fair here in the reality. I thank the deputy for raising the issue and I hear what you're saying in respect of the publication of the Brandon report in full and as I said the matter is not closed from from government's perspective in relation to that we don't want to undermine any disciplinary issues or any other issues that may arise out of this either in terms I'm just making the point here that's it but it's not closed is what I'm saying we're not finished with this yet because it's a very serious case and it's a very serious issue and I would say more generally speaking there has to be balance here and I come back to the previous question you know our existing agencies have to be able to do the work you know increasingly almost daily you know it's an independent review for this an independent review for that where we have existing statutory agencies who are just who are meant to be doing this we have G sock in the garden we have G sock in the garden no I think that these agencies most and our first into the future I think we're going to have to make sure that these agencies like equal like G sock do their work like all the other bodies that are there to regulate and to enforce regulation otherwise we'll have commissions every two months being established but all of the implications that that brings with it and you know you've been in office we've asked for commissions of inquiry that are still going on six years later I think there are issues that we need either collectively to look at as an eroctist because


Hi, my name is Isaac Lamont from Johnson Johnson enterprise senior product manager there Really excited about the topic. We're about to dive into Something I'm really passionate about it's a celebrated business outcomes And we believe we have a decent frame with the help teams did it have we've been leveraging within that J&J So at a high level we're gonna just provide an overview of what OKRs are because really if that if you ask No, ten different product managers ten different Product leaders within the industry what OKRs are you may get ten different answers? So we want to just love us that as to How we are defining OKRs be seven teams that we're engaging and then talk through why you want to map outcomes to OKRs And and why we were pushing to do this with the teams that were engaging and then walk through via mirror How to actually do that how to actually tie your outcomes OKRs how to shape your key results based upon behavior changes prioritized What you should be focusing on no prior ties we should be measuring in a different approach to do that That's there may be some instances where you know exactly we should be measuring there Maybe some instances where you need to experiment So we wanted to walk through that and provide some guidance on how to do that as a best practice So some some folks may ask how do you define OKR? So that's what we have here, right? OKRs which stands for objecting to is also folks that they're not aware are an agile Leadership and goal management framework which helps organization to become more adaptive dry continuous learning development And create engagement accountability for company objectives and teams. They really help teams Reach their desired business outcome, right? They provide a clear unified definition of what success looks like They identify the key behavior changes to achieve and drive meaningful impact for both the customer and the business And for us, they're a great way to know that we're on track to achieve the expected outcome that we're looking for Right? So those key results which I'll talk about in a few are our way to do that They help answer why and which customer behaviors are key for us to focus on to achieve the business success that we're looking for Hence, we're such huge fans of them. And then lastly, they help align the product roadmap Features key actions user stories capabilities, you name it with the desired outcome So really driving a customer centric product approach, especially if you're focused on driving the customer-centric approach You're focused on driving the custom behaviors needed that are key for business success So the challenge with what we see around Okay, ours is that sometimes not a lot of time but sometimes We're not too clear on the outcome that teams will achieve as a result of addressing the objectives that make up their okay ours a lot of times We see them as outputs very task focus very deliverable focus very milestone focus like project driven And then they don't always guarantee success. So for us, we wanted to take a step back like they're okay great These are okay ours But what is the outcome you're trying to drive as a result of this and this is what we wanted to map them back to So for us outcomes Drive the desired impact result they achieved the right output They make sure that the output you're focused on are the right ones hence helping you prioritize even better They are measurable. They did demonstrate some level of success Josh Siden who wrote the book a recent book outcomes over output We love his quote because it resonates quite well as to what we believe is that outcomes are useful in the world Where we're not sure that the thing that we that we make will have the result that we want So if you're not sure the thing you make have the result that you want Sure, you're starting with the outcome and that's what we're trying to drive We're trying to make sure that we have a connection to you to so that Whatever we're making and wherever we're focused on that priority is solely focused on achieving the outcome on behalf of the customer in the business So you may say Isaac that's great No Tactically, what does that look like right? So outcomes I mentioned before a meaningful impact on behalf of the customer business and stuff title of the key stakeholders A lot of times they're part of their product vision. They're derived the product vision So if you're looking for your outcomes Go back to your part of vision if it's there fantastic just pull up in there It's not that means you have some work to do some examples of an outcome or you know increase revenue increase top-line sales Securing $3 million in cost savings. Those are examples of some decent outcomes that are that are you know that they have a target They're potentially measurable Objectives we see them as a business need a problem to solve to achieve the outcome So if you if you actually address the business need, what is the outcome? How do how do folks benefit from it? And then typically has or identifies to change in behavior, right? So an example that we have here on the slide is that it increased digital product descriptions by creating a seamless The life full customer experience across channels improving the adoption of our services key results There are a time to the objective We like to think of them as leading a lagging indicators, right the key results Shouldn't always be after the fact the key results should be measures that you're tracking along the way That tell you whether or not The problem you're trying to solve the business need the customer need is going to achieve the outcome that you define So the key results one thing to act that signals and they're a mixture of leading a lagging indicators Leading indicator for folks that aren't familiar our metrics which can inform teams on customer and market behavior to predict And assess traction, right? So once again, they give you some early indication whether or not you're going to achieve the result that you're looking for So you're not necessarily waiting until your product has as fully launched This is actually while you're going through the product lifecycle You're measuring along the way to determine whether or not by the time you by the time you've launched your product You have some indication whether or not you're going to achieve the outcome that you're looking for And the lagging indicators are observable measurable metrics that typically happen after your product is launched So these are metrics that track like the final step the final behavior change needed to achieve that no 10 10 percent increase in top-line sales and a lot of times the lag indicator will be that measure It will be how you will measure that 10 percent increase in top-line sales There are a couple of different frameworks you can leverage and support it is We're big fans of the heart framers and the prior metrics So these are examples of frameworks to help you form some of your indicates if you're struggling coming up but Leading a lag indicators leverage those frameworks and you can use that to inform what your key results look like So just to provide you some examples on further context as to like how these can be structured with with the large organizations like ours So imagine you have a product group that product with me have alcohol may have a vision But underneath that you have individual products, right that are responsible for achieving that vision And then within those different products, they may have their own outcomes themselves And you have individual squads focused on business needs customer needs to Achieve that product outcome sometimes is one to one sometimes as many as there's many to one in relationship So wanted to provide visibility and different dynamics and what this looks like So for example product a they have a specific outcome there And then the squads within that product They may be focused on specific problems to solve to achieve that outcome and they all may be measuring Leading and lag indicators that are instrumental to achieve that outcome So they have clear visibility connection to The stuff that they're working on which is their objectives what they're measuring Which are the key results and the outcome that sits above that so when it provides some visibility as to As to what that may look like in large organizations and how you would structure teams structure squads and support achieve an outcome They're looking for and objectives that they're supporting So one example that's non-changer related it's it's Something that we came up with within our team is the ice is the example of ISIS piece of shop So imagine if I had a fictitious piece of stuff that existed and I was treating as a product No, my vision My vision statement outcome is trying to drive by if I actually own this piece of shop would be to make this one of the Preferred eateries in town right make is make this the top pizza shopping time. I want to have the best pizza And I think if we have the best pizza in town There's a good chance that sales were increased by 20 percent quarter over quarter, right? Fantastic, that's that's my outcome. That's my my mission my vision statement, but If look underneath that I have a couple different squads That are responsible for specific problems and I'm made needs in order to help achieve that outcome So for example the order management squad Their objective is to ensure customers are presented with their orders on time and info So they rate us higher but there's a belief if we solve for this problem There's a good chance that it would actually impact his outcome Same with the customer satisfaction squad Their objective is to increase VP customers so they will spend more in our overall revenue increases If you notice in both of those scenarios There's a problem to solve. There's a many there, but it's also behavior change right in the customer satisfaction That behavior change that we want them to spend more So great. These are our objectives are tied to the outcome Then you know that can then and we know the behaviors that can then inform What are some of the leading and lagging indicators to get there? So for the leading indicators tied to this first objective We want to see a decrease in customer order increase my work as I'm releasing New features as part of my release plan. I should see a decrease in customer orders Through as lead indicator and then if we're seeing a decrease that may be good good indication that the impact is like indicator Of on-time order for someone percentage No, bettering that and then and I've seen an improvement around the Opus table service rating And these are indicators that may take some time to begin realized, right? So if we're looking at customer satisfaction the thinking is if I You know release some new feature release some new capability on my website that would increase the number of loyalty at conversations That's the lead indicator that tells me I may be improving my overall net promoter score And I may be also improving my sales compared against the baseline, right? So these are leading indicators that that and that are behavior driven That show that if I get cheap X there's a good chance. I may achieve why which is my lagging indicator Right. So these are some decent examples You may ask hey, I think this is great But tactically how do I actually do this and we have a mural that we're gonna make available after the webinar that actually helps teams What actually achieving this the mural as I highlighted in the agenda a little earlier? Helps with mapping your OKRs to your outcomes Helps you prioritize what to focus on because once again Teams are being asked to measure a lot. How do we just prioritize and measure what matters? And then when it comes to actually measuring What is their approach in doing that right? How do you actually define a baseline? How do you know what what how do you facilitate a conversation and get teams tracking? And and when there are difficulties and actually identify we should measure How do we get teams to actually live into a mindset of a test to learn experiment To reduce their certainty around the behavior changes you're trying to drive So Um with this when introduced you to the OKR mapping tree, right? So I'm not going to take credit for this This came from uh, Jeff got how Uh, he has a tree called alcoz mapping that we thought it was like no just clicked for us Yeah, so we beg borrow stole that made a few tweaks to it And then applied OKRs into that to help the teams That we've been engaging it lately So we have at the top you have an outcome Which which as I mentioned before Which speaks to the impact the end result once everything goes well like how do we know that our strategy succeeded? That's the outcome. That's the the the tangible impact of the work that we're doing the benefit what we're doing And then we have underneath that the objective So what problems do you need to solve to achieve the outcome? Uh, so what's the unmet need what what's the output what what do we need to solve in order to achieve that outcome? and then we have Two sets of behaviors that we want to identify One is what we call a lagging behavior Which informs the lagging indicator. So these are the final behaviors That we can observe And or measure the indicator we're going to achieve our outcome, right? And I'll talk a little bit that in detail in a few as to what we mean by that But essentially is Where we phrase it and the way we get teams thinking about this is like who does what like what needs to occur What is a customer when a key stakeholders in order? As a final step in order achieve the outcome that you're looking for right and everything before that can be treated almost as like A leading behavior or behavior that form is in a leading indicator So these are behaviors That what that lead to the behavior change that we see above right? So you can imagine this tree can become pretty complicated in detail and either may be a lot of indicators you want to measure So once again, we have a framework to help teams figure it out But essentially what you're doing is you're mapping all the behaviors needed to achieve The outcome that you have only at the top of this tree All right. Um, the one thing I'll say is that before jumping into this I wouldn't immediately go into this I would actually do a little bit of homework around this that there should be a bit of discovery. There should be a bit of ideation You should you know A better understand what your problem is you should better understand who your customers are You should have a good sense as to what that journey looks like for them for whatever product or solution you're standing up Um as if you jump to this without reducing their certainty around those elements, this can become a trap um So it's highly recommended that you get a better sense of of who your customers are what properly you're trying to solve If what you're doing is actually feasible and is what you're doing is actually viable And then you can figure out. Okay, you know, how do I shape my okay? Yars the support of Of showing that I'm learning and making progress towards my outcomes All right, so um as mentioned before Um, it this this does appear as a tree so you can see that here Uh, so you have your outcome statement at the top You have your objectives that support that that outcome statement and you can have multiple objectives You may have multiple squads or you may be solving multiple problems to achieve that objective. It's perfectly fine Now underneath that you're going to Identify the lagging behaviors Like the final behaviors that you can observe indicate you're going to achieve that outcome So these are the ones that are a little in the orange color now that in the below that are all the leading behaviors Right all the behaviors that that would lead to in a form Uh, the ability to impact their behavior above that that ties to your outcome So one example of this that's a healthcare related example Um, that actually has no connection to jj, but we figured might not just use the healthcare related example um, so in this example, we have the outcome of High quality patient care result in the increased customer loyalty Increased in trials and market share. So the thinking is if we improve Um, uh the quality of patient care, this will lead to increased customer loyalty They'll be wanting to try out Um, you know some of our products that we have available result in the increase in market share and then That could be a couple objectives tied to this. We identified two that are somewhat related one is Related the director related directed to our customers, right? so if we if we drive continuous learning and improve The customer satisfaction for health care professionals this an office staff There's a potential that it will Drive this outcome that we have here and then the other items are around the business, right? If we focus on increase the sales of health care products through a seamless experience There's a good chance It would impact this outcome here and then as I mentioned before there was some homework that was done Prior to this to get to this point. Uh, so once again, I wouldn't jump directly into this You should have some recognition You should have validated that at a high level that these objectives may potentially Achieve the outcome that you have here And if you notice these two objectives are actually related, right? So um as they should be So just wanted to call that out So for example, for this objective drive continuous learning and improve customer satisfaction for health care professionals and office staff the behavior The once again the final behavior that we would like to observe In order to achieve this objective is that the hcp Hcps the health care professionals become more satisfied Uh with the education that's being provided the education that we may be providing around our products and procedures, right? That's the final behavior. That's the last thing we need them need to observe in order to show that That they're satisfied We're proving the customer satisfaction We're improving the uh when it comes to continuous learning for both the acps and office staff Which may have the potential impact of of the outcome that we have here at the top right So great, that's the final behavior. So what are some of the leading behaviors that we have identified? Uh in this statistic example to help get to this final behavior, right? Uh three we identified where acps Click more call to action links ACPs visit our practice resources page more often So we're providing this this this education material or are they click on the links that we're providing? Are they going to the the practice research page more often? And then lastly if they're rolling into the loyalty program That's a good indicator that they may be more satisfied Uh with the education that's being provided, right? Uh, and then if we look at The objective related to the business right that the business really cares about they want to see increased sales of healthcare products through the same experience For them one of the final behaviors they want to observe is the patient requests and buys more of our healthcare products That's the final behavior that shows that there's a good chance that we'll be able to achieve that The the outcome and objective that we have here Right the steps required before that and once again these these are all connected the acp trials Uh more patients with the healthcare products and the acp feedback improves via customer satisfaction survey These are things that tell us that Well, no these are behaviors that tell us that there's a good chance that The the patients request and collaborative acps and buy more of our of our healthcare products Right, so these are behaviors, right? These aren't necessary measures yet But these are behaviors that we identified and prioritized I'll be critical in order for us to achieve the outcome and objectives that we have here So you can imagine this tree can these trees can be pretty detailed pretty long You may have multiple steps and multiple behaviors as a result We want to prioritize the behaviors we should focus on right? We want to prioritize the behaviors that drive the most insight Um In support of validator and validating at the work that we're never focused on will achieve The outcome that we have here at the top And the way we do that is that we leverage what's known as a prioritization metrics And the prioritization metrics are based on two elements The concept of insight and effort is a two by two matrix That helps us identify. What are the metrics that matter? What are the metrics we need to focus on in order to achieve? Uh and and confirm that we're on track To achieve the outcome that that that we've identified So by insight uh insight refers to Uh, how much this indicator reflects progress on achieving the objective and outcome For example, um in terms of reflecting revenue increase. Let's make that's the outcome Measuring whether a customer adds an item to their shopping cart would have higher insight than measuring whether the customer clicks on a product page right so for us No adding an item to the shopping cart and checking out if if my outcome was to Um, you know improve revenue Uh to me that's that's a measure. I would like to track a track and measure Um, when it comes to effort effort refers to how much time Knowledge and resources are needed to based on track this indicator So if it's if it's something that's highest high effort go do it right if it's something that's high insight by high effort Then we need to re-evaluate how we approach that right it is possible that squads and teams Uh, do not know how to measure this metric That is high effort. Uh, this means that there's great uncertainty around this behavior change It may be opportunity to reduce the risklessness and achievement and outcome Which we'll talk about in a few Right, so this is an example of the uh two by two matrix. So as I mentioned before so, uh, the the y-axis Focus on high insight and low insight The x-axis is focused on low effort and high effort We really care about the items that are above this line here, right? Uh, so something is high insight low effort. Let's go do it. It's something that's high insight high effort Let's figure out how we can approach and addressing that but ultimately, uh, we want to focus on what goes above this line Right. So as an example from the, you know, okay our mapping tree that we're on earlier Um, so what we've done we've we've taken the sum of the behaviors Now that we've identified from the okr mapping tree and then we started to pot them out with this two by two And then we've identified Basically five items that are truly above the line the five are Once again our combination of leading and lagging behaviors, right that have formed that will inform our leading and lagging indicators Uh, one is around patient requests and buys More of our healthcare products another one, which is a lagging behavior and that goes around ACP or roles in a loyalty program So these are high info high insight low effort behaviors. Let's go measure Then you have high insight high effort behaviors. You have acps click more Call to action links acps become more satisfied with education and acps trials More patients with that healthcare products. These are these are all somewhat difficult to measure And then those in the upper right hand corner or are probably the most difficult to measure And so we have an approach to actually address that So With that being said, that's the example of the two by two prioritization metrics. You may ask is it great What's next? That's that's where we go to our measuring experimentation Section of the mural You know, we broke this into two sections because remember there were high insight low effort Indicators and behaviors we want to track and there were high insight high effort behaviors that we want to track So we provided a way to actually go after both. So for the first one, we're going to focus on high insight and low effort indicators And then we'll talk about how to baseline and track them So what we've done is, you know, which see here before you are test cards Fortunately, I can't take credit for these. Our team can't take credit for these. We stole bag them and took these from Alex Oswaltzer and then David Blaine from strategizer from the book testing business ideas It's the combination like if they're test cards and learning cards We should find extremely valuable and elbow teams to measure to identify baseline and measure their Their key results are leading and lagging indicators. So you what you're seeing here is like a different variation of that so In this example For the high insight lower for indicators. The questions are asking Is we want to make sure we understand teams objectives. We want to make sure we understand the behavior the indicator That's tied to that jacket that we're looking to measure We're going to ask the question. What exactly will you measure? Well, let's ideate and talk through what exactly we're going to measure Let's ideate and talk through how you measure it and let's ideate and talk through How do you know you're on track to achieve your outcome based upon what you have here? So for in this example Now based upon our prioritization metric in the in the upper right um, the objective that That uh, that this Indicate is tied to is drive continuous learning to improve satisfaction for health care professionals office staff One indicator we want to measure is acps enroll in the loyalty program fantastic, right? What exactly will you measure? We will measure percentage increase of acps enroll in the loyalty program each month, right fantastic from there How will you measure it? There's data. There's a data repository that stores the current acps or our role in the loyalty program We will compare the current most number with the previous very tactical You're measuring progress month over month There's a timeline and these are these are early indicators that the work that you're doing here And addressing this objective may potentially achieve the outcome that you're looking for And how do you know you're on track to achieve your outcome? Well, you want to see a five percent increase month over month So you have right now just a baseline Of of your metric and through conversations through ideating with with the product teams you have something to start with Now for high insight high F indicators That are that are high effort The reason our high effort are a couple of reasons, right one It may be a result that they're hard to measure and we don't have something in place to measure, right? So this speaks to the feasibility of what you're building what you're doing It may be because we don't know if we can impact them, right? We don't know if we can actually drive the behavior change if we want once again It's tied to the assumption of making around the feasibility of what we're building We may make assumptions around the behavior change in tracking this right and we may make assumptions around How this indicator reflects progress and inject them the outcome So so once again tied to Desiability and the viability of what we're building right so these high insight and high effort indicators Will inform whether or not you're reducing the risk and uncertainty Around the desirability feasibility and the viability what you're doing early indicators All right, both leading and lagging sometimes But a lot of times early indicators that tell you whether or not you're attracted to the outcome that you're looking for Right, and then if you can figure these out, this is how you can accelerate business outcomes using okrs, right? so in this Part of the mural the questions are a little different in comparison to the other No, high insight low effort Indicators that we identify so some of the questions Are the same like the first two questions like what is what is the objective? What is indicator plot those there and then you're going to ask What needs to be true in order for this indicator to produce high insight Into achieving the objective and the outcome How will you test this hypothesis and upcoming springs? What exactly will you measure? How will we know the assumption is correct and what will we do if the assumption is wrong? So this is our kill criteria this last question. So if our assumption is wrong That means that there's a probably a good chance that we will not achieve The outcome and objective that we identified we may need to pivot. So that's why we're calling that out All right, so let's let's talk talk to an example So if you call we had one objective Drive continuous learning and improve customer satisfaction for healthcare professionals and and office staff One behavior one indicator, which is a lagging behavior that we wanted to Track that we prioritize that acps become more satisfied education pretty difficult to measure All right, we're making an assumption also there. So what is that assumption? Right, what needs to be true in order for this indicator to produce high insight to achieve the objective and outcome And and what needs to be true is that we believe providing higher quality product education Will make acps more satisfied big assumption So how you're going to test that how you're going to validate or invalidate that hypothesis that assumption One way you can do that is by doing a split ab test Comparing the old education page to the new proof education page, right? You gave me do that before you've been launching and rolling it out Just on a simple test with a couple of no acps and then from there you can get MPS feedback from the acps and the two product education page And and that's what we're going to measure we're going to measure an nps score And then we'll know That our assumption is correct is if the nps score of the new product page Is greater than the nps score of the old product page And if we don't see a significant increase or if we don't see if the nps scores are relatively the same That's no then we know we need to pivot. That's not we need to do a little something different With that page so that we can impact and improve the score Because if we're not improving the score, there's a good chance that acps will not become satisfied with the education Something different has to happen there to drive that behavior change Another example is acps click more call to action links So the assumption that we're making there because this is we identified as something is High insight by high effort is that now we believe acps Clicking more call to action links will correlate to acps being more satisfied as an assumption Right, and that's a that's a behavior a leading behavior that's tied to this lagging behavior So to test this Now we're going to have it test acps navigating the site track their call to action clicks with the google analytics And we're also going to potentially even send the acps an nps satisfaction survey afterwards Right, and then the measures we're going to track is And a measure is the number of call to action clicks per acp And the nps score from the survey and then we know that our We know that our assumption is correct Is if acps with a if acps will hire a number of call to action clicks We're more likely to be more satisfied the assumption is validated but We know that we're wrong is if If we will choose a different leading indicator since there is no correlation and dust is not a good predictive future performance so if you realize that We're not getting the measure that we're looking for and we see that that assumption is correct We need to re-evaluate the leading indicator that we have there and figure out something else to measure whether or not We'll be on track to achieve the outcome that we're looking for So I hope that was um pretty clear No, once again the framing that we have here is to help teams The prioritize and measure really matters and use behaviors to accelerate business outcome as typically If you know what your customer behavior is if you know what your business behavior is The typically is that that is going to be the key metric that informs whether or not you're going to achieve Some level of business success thank you for the time and then No, please don't hesitate to reach out always looking forward to support the community and then The material and content that we reviewed today will also be made available made available We're looking forward to seeing how folks leverage this and then once again Thank you for the time. Take care


So let's say you've been going through your manifesting rituals, you've got your vision board filled with hearts and Ferraris and llamas, I don't know, whatever you're into manifesting and it's not working.  Well in this video I want to share one of the big lessons I learned that was something that stood between me and reaching my goals including if you're into manifesting why certain things were not showing up in my life and it's a different kind of work that you might not be doing. So let's talk about that today. What's up guys? Alex Hine, author of the book Master of the Day. Now listen, part of the process of me testing out this manifesting thing to see if it was a pile of bull was going through journaling exercises. Now one or two of the journaling exercises were so key to me to manifest a lot of the things that I have today, five years later, that I've actually put them together in a free online journaling course. So if you enter an email below that first link it's going to give you an email sequence of these journaling lessons and journaling principles that you can use to do something similar here. So click that first link, add your email, you'll get that right there below. So we have all these goals. Goals to make a million dollars, goals to fall in love, goals to get the dream car, whatever it is. You know it's kind of first of all a little bit suspect. No one's ever like I want to manifest peace and happiness. Friends says the dumbest stuff when they want to manifest, no offense. You know tons of money, a hot person and a nice car.  When it comes to manifesting we say things like we want a million dollars and we want to fall in love. But something is usually blocking us from making that happen because anyone can say I want a million dollars but it doesn't happen. But there are some people it does happen to and I'm not saying they win the lottery. There are plenty of business owners that are like I want to build this million dollar business and they build it. What are they doing different? For me the thing that I've learned is that you have to equally do a process of fear setting if you are doing goal setting. So let me explain that a bit more. You want to have a million dollars, you want to attract your dream person. When I wrote down I want to have a million dollars or build a million dollar a year business. That's such a huge goal to me that you have to think about what are the fears that come up in the process. So get out a pen and write these down. I wrote down you know if I build a million dollar business what might happen? What are my fears? And so I put pen to paper and I was like you know what my first fear is that people will think I'm all about the money. If they hear I'm like a super successful person who also does YouTube and has books what if they think I did it all just for money? That would hurt my feelings. That's not true at all. Fear number one. Fear number two. What if I'm afraid that all change? What if I become an a-hole because now I have all this money and like I can blah blah blah just to fear. Fear number two. What if my family, friends, family, cousins, everyone starts asking me for money?  Like worry about your own life. I'm happy to help but it's just fear. Put that down on paper. Or what about number four that all feel selfish? I have all this abundance and other people are struggling. Fear put it down. So now you've got your goal setting on one side, your fear setting on the other side. And all you do is acknowledge that these are why I'm afraid of this happening. And you just make your peace with them. I'm not saying you do some like deep childhood regression. You just think about them like okay I understand that I could feel guilt because I have a million dollar a year business and my family is struggling. I may feel guilty. That's okay. I can help them. Or that people will think I'm all about the money. Okay well if I want to I can defend myself. If I don't want to I don't need to defend myself.  That's okay.  Now what about dating? Right? You say I want to fall in love and meet my dream person but dating is rife within securities. Maybe more than any other part of life. So again you have your goal setting exercise. I want to manifest this dream person. On the other side let's do the fear setting. What are the fears surrounding dating for you? Well maybe I'm not good enough. Like you're a female and you want to guide that six foot two, make six figures, is kind, is religious, has a good family. All these traits is fit and you're like well I'm maybe not a Victoria's Secret model and I'm 30 pounds overweight and I'm not that financially successful and I'm not even maybe that fun to be around. Why would he like me? So you put that on the paper. Those are realistic fears. You write those down. Maybe the fear is that men always leave you. Right? Again we're going to the girl watching this, dating a man, men, the great men always leave me. That's a scary fear. You just put that down on paper. You don't have to deal with it right now. Just be aware of it. Maybe it's there are no good men left, you know the constant shtick with women now. There's no good men left, okay? Maybe true. Maybe not true. You just put that down on paper. We don't address the fear yet at all. And finally, how can I find someone like this, a dream person who's cultured and speaks five languages, blah, blah, blah, in such a small town of 10,000 people. That's your fear. That's your limitation you've put on it. You put that down on paper. And so over the weeks and the months, I just want you to observe and deal with all of these things. As you bring them to your conscious and you start thinking about them, maybe you start altering aspects about your life, you're going to notice that these fears that are objections, they're really walls you put in between you and this goal you want to have or this manifestation you want to occur. Once you become more conscious of those, maybe even you deal with some of them. You're going to notice that things start flowing a lot more smoothly. So I hope that helps. Again, the key for me with goal setting, manifesting whatever word you want to use. This is about, of course, what we do on one level, but it's about we set the goal and then what are the barriers to the goal? Some of them are deeply emotional, deeply, deeper in the unconscious or the subconscious that we're trying to figure out, we want this thing, we say it, but then we're like, like mind is like, hell yeah, I want a million dollars, I can retire my parents.   All right. And this exercise will help. Now, don't forget, I've also included that first link is to the journaling e-course. It'll send you an email series on how to do this kind of stuff. And I think is valuable because it talks a lot about my journey and the process I used to reinvent myself using journaling techniques. So you can check it out first link there below.


Hello everybody, welcome to my channel, it's Iwa from Bohemian crafting back again It's been a while when I made a video for YouTube. I Needed to take some time off From YouTube. I had quite busy and stressful life. So I just need to you know to sort out things in my life Scientist today I've got fever like Like I have created So many So many tax so many collages I felt in love with collaging my tax and I can't say how much I do enjoy it And I was thinking maybe you will like to know The process how I am creating these Minitacks it's so much fun. It's nothing stressful really just few simple simple steps And we all need some kind of you know a relaxing time I do believe so I'm coming today just with super simple Collaging I'm already in the process of creating these I have created yesterday while watching Charmed TV show it is old TV show from 90s I watched that when I was teenager and I found it on Amazon So yesterday when I start to watch that charm, I did watch five episodes in the row. I Just felt in love to watch it again and I have created all these tags While watching but the truth is I already had prepared the base as my base Are these tags which I prepared while ago It's on brown paper. I have created there like writing spaces and I use these my favorite Embellishment those all strips So I do have these tags like my base and here you can see what I'm creating today I'm using these they are Not sure how you call them like still alive Those paintings. I think it's called it's still alive. So I've got these stickers. They will be on my Etsy soon Those stickers and I do have also stickers with vintage letters. They will be on my Etsy as well. So what I'm doing It's So sorry, it was postman. I just received this one. It's for my face So I'm gonna try it. I was watching some video on on Instagram and they did use this one for Anti-aging and cleaning. So I'm gonna look like a baby after using this one So I'm so sorry for that Interruption, so I will create Few stumps and it's really easy When you know what you want to do. It's it's so relaxing. So I'm starting with this base and First what I do. I'm using these stickers with those vintage letters And I'm just trying to do some small simple position Then some stamping. I've got so many beautiful stumps. I found them on Aliexpress Once you go to Aliexpress, it's like Bermuda's Triangle for me like literally always stuck there for hours not for For a few minutes, but literally for hours because there is so many Amazing things on Aliexpress. I can't believe how many beautiful stumps and stencils and dice and Vosy tapes and labels they do have. It's so amazing to visit Aliexpress There is not too much like amazing to visit my bank account after visiting Aliexpress but All those things, you know Once you have them, they just make you happy and you can create amazing amazing beautiful art using this all kind of stumps and stencils, and I'm gonna repeat that, right? And Vosy tape Yeah, it's really so awesome Aliexpress, it's like Bermuda's Triangle And if you do remember a while ago, my son Jacob created for for my Etsy, these Digitals, they are like Sings, so I just resized them to smaller size and I've got it here So maybe I can place it No, maybe not. I will cover Okay, I'm gonna take some small label, not that big one I'm gonna take this smaller, like smaller, smaller. Oh mine. I can't even say that Small label and I hope you are all well. I Hope nothing is bothering you. If you do have some crazy, crazy time in your life Just remember It will change to do better. It will, it have to, really I had like really crazy time. Last few weeks was Yeah I don't know how to How to explain it. What was last few weeks in my life? Like, huh? What? And I do believe it's getting better now. I really do. I already received the message from ASOS, that's the company I've got my computer from and my computer after two weeks. It looks like it's gonna be repaired So I will have my computer back, which makes me very happy. I wouldn't say that Usually, but I am addicted to a computer totally In the first few days without computer I felt like I'm missing my arms. I was totally low And nervous and I didn't know what to do with myself because I was missing my computer Good. I like that and I need some stump here So I'm gonna put there some stump Which one? Which one? I'm gonna place there Something nice Something circle one So where I was? Where I was? Yeah, I think I said that I hope you're all well and I really hope you're all well that you have good time Oh Come on Right here That was too much. I always forget that for my view It looks much better if I do first stamping somewhere, you know A site and then I do stamp that second generation How is the right word for it? So this was too much. It's quite too much red Okay, I've got here two more labels. So I'm gonna do two more two more Ducks And I'm gonna start exactly same this one. It's quite gorgeous. So How I will place it there? Yeah, this way So this Gonna be here. I'm gonna make some Stumping yeah See this is that When you used your stumps before and you know that it's still there some color This is the best way how you can do soft stamping Just breathe on it And it will refresh that ink. It may it will make beautiful soft stamping Soft stamping what I'm saying today I wasn't talking to my camera probably for a long time. I did a few videos for my patreons But not that many as as I wanted to be honest I love these small stumps with queen. They are gorgeous. They are always So gorgeous I hope I will find them again because It's quite, you know Rare to find good stumps Yes And I'm gonna leave it just like this. I'm not gonna put that probably anything else not even stump right now Nope I'm gonna leave it like it is and one more last one because I got last letter And last this beautiful painting And I'm gonna I will have to do it exactly same because of this and I want to keep it there So I'm gonna just place it Right here I'm gonna make some stamping around So what I'm gonna use Here I don't have See it's not that much. I like it much much more than when And if I stump straight away So here I do have and I what I did with this I Went to red Ink and I stumped here first and then on that paper and I'm gonna do exactly same first here And then here on my Paper Yeah, it's much better. It's not that dark. It's not that juicy Stay there Stay there And I think I'm gonna use this I'm gonna place it Right here and some stump which will kind match this one and I think This can go together with that frame And I'm gonna place it right there. Yes So here So this is really very calm like this And because I do love numbers so where it's my stump with numbers. I'm gonna put on the side here Just some numbers This is just new modern numbered stamp You can find it on amazon on ebay. I do believe on etsy as well Just normal numbered stamp. So this is my creation today Nothing too much for opening But it's so great for layering. It's wonderful to use Your scraps with this with collaging True is I used my my labels Yeah, but I do love them So this is my very short sharing for today. I think I need to start with something easy and short. I hope you did enjoy it Uh, I hope you have a wonderful time. Thank you so so much for visiting me today Take care about yourself, and I hope I will see you soon. Bye


In health news now, the Nigerian Centre for Disease Control and CDC says Nigeria's COVID-19 active cases standard, 1,490, was many in stable condition as addressed at the addition of 39 cases on Thursday. It added that the additional new cases has brought infections in the country to 167,142. It added that additional seven people were discharged from across the isolation centres after testing negative to the COVID-19 virus following treatment.


Live from the BuildGram Auditorium in San Francisco, it's theCUBE, covering Pure Storage Accelerate 2018. Brought to you by Pure Storage. Welcome back to theCUBE. We are live at Pure Storage Accelerate 2018. We are in San Francisco at the BuildGram Civic Auditorium. This is a really cool building built in 1915. Loads of history with artists. I'm with Dave Vellante. I'm wearing prints today in honor of the venue and we're excited to be joined by a longtime Pure Storage customer, Mercedes-AMG Petronas Motorsport, head of IT, Matt Harris. Matt, it's great to see you again. Hey, good morning, I should say. I think it is still morning somewhere. So Matt, for folks who aren't that familiar with Formula One, one of the things you know I'm a fan, it's such a data-intense sport. You've got to set up a data center 21 times a year across the globe with dramatically different weather conditions, humidity, et cetera. Give our viewers an idea of your role as head of IT and what it is that your team needs to enable the drivers to do. Okay, so in general terms, we're like any other normal business around the world. Yeah, we have huge amounts of data created depending on what your company is doing. Ours comes from two cars going around the track. That is the lifeblood of our work, our day work and all that data is always analyzed to work out how we can improve the car. But what we really have is an infrastructure, the same as many other companies. We have some slight differences, as you say. We go to 21 countries. In those countries we turn around and we have 36 hours roughly to put everything together in a different world, different place and then everybody turns up and uses it as though it's a branch office. 100 people roughly sat there working in the normal environment. We use it for five days and then we take it apart in six hours, put it into boxes, take it to another country. And we do the same thing again. We do that 21 times, sometimes back to back, sometimes with a week in between. Week in between's quite easy. Back to back sometimes. We go from Canada, maybe all the way across the world from Monaco within the space of a week. So we've got the flights in the way and everything else. And we also end up having an engineer car, run a car around the track and hopefully win races.  And what did you do before you had this capability? Was it just gut feel? Was it finger in the wind? For about 15 years, we've been running all everybody's classes and internet of things. We've been doing for about 15, 20 years, the car. It's got around these days around 300 sensors on it. Without those sensors, realistically, we'd be running the car blind and we probably couldn't even start the car, let alone actually run it these days or improve things. We turn around and we're always ingesting data from the cars, real time, that real time data, actually we transfer to the garage. That's no problem at all, but we also bring it back to the factory because we're limited on the number of people that are allowed to travel with the team. So we're physically only allowed to take 60 people rules to tell us we can only take 60 people to work on the car. Now of those around about 15 are probably looking at data. We're generating around about half a terabyte per race we can these days. In 15 people, it's not enough eyes realistically to turn around and look at all that data all the time. So we take it back to the UK and in the UK, again, we have anywhere between another 30 and maybe 800 staff will be looking at that data to help analyze particularly on a Friday. Friday's about running the car and learning. We discussed a few minutes ago, what's the weather like? What are the tires like? What's the track like? Has there been any change in track? Has it been resurfaced? What's going on with the car compared to what we think is it's optimum? And on a Friday's, iterative change and learning about tire degradation, tire life, tire wear, the weather conditions, how they're going to interact with the car, all based on data. The interesting thing for me has always been that we have all this data, but the two drivers in the car are the biggest sensor for us. They turn around and tell us how they felt. When they were going round corners, was it good, bad, indifferent? But as soon as they tell us something, we always go to data. We've taken their interpretation of how their body felt. We turn around and then look at the data to prove what they've told us. So, an interesting anecdote very quickly. Last year, in Singapore, Valterri was going across the bridge, and he said he could feel that the throttle felt like it was cutting, and we couldn't see it in data, and we were looking and looking, and eventually he said, no, it absolutely happens every time I cross the bridge. And they found a 20 millisecond gap in throttle application, basically because there was a magnetic field that the bridge was creating, so a sensor was actually cutting the throttle. He could feel it, we could eventually see it in data, shielded the sensor, everybody's happy. So, you go from the human being could feel a 20 millisecond gap in throttle application for us finding it in data, engineering a solution and changing things. So the human's still a critical part of the equation. So where does pure storage fit into this whole thing and give us the before and after on that? So, three years ago, we started working with pure because I have two different solutions, one of the track and one in the factory. One of the track, realistically, I have some constraints around space, power, heat. The most people would love to take the racks as we were talking about, we take around the world, they would love to leave a nice air conditioned off it, computer room in a, and just leave it there all year. We move it around, but that rack of information, we have to spend $298 per kilo to transport IT equipment around, well, any equipment around the world. So that's, we've got tons of equipment that we take around the world, it's thousands and thousands of pounds of freight cost. So we went from 40U of old school spinning disk, lots of complexity in cabling, administration, down to two, three U M20 arrays. Now they're more heat tolerant. I have two power cables in each and two network cables. So complexity is gone. It just works, it's heat tolerant, it doesn't create a lot of heat, so I haven't got the added issue of that. It's not using a huge amount of power, so my UPS solution has to be smaller. So everything just got smaller, cheaper. Really simply at the track, we improved the performance for everybody. From an IT point of view, we got very, very simple, incredibly easy to look after and manage, but it's very reliable and performant at the same time. We then went to the factory, where I've got 800 people looking at data. The problem is when a car goes round and we offload it, there's one single file. We haven't got this distributed amount of data that everybody, so you've got one file that everybody's trying to open. Old school disk, you've now got contention for that one file that everybody's opening. So people would come back from the track and go, why is it so slow to open information in the factory compared to at the track? Trying to explain to them contention of data in those days was a little bit difficult, but now we have 800 people that don't need to care, and why that matters for us is decision-making. So if you think about qualifying, those that don't understand Formula One, we have three sessions of qualifying, and the car goes out roughly two times in each qualifying session with around about a couple of minute gap in between the times the car goes out. That couple of minutes is about changing the car to be optimal for the next run. If it takes you minutes and minutes to offload data, open the data, review the information that the driver told you and make a change, you can't go back out a second time. So everything's about optimal performance for those engineers to optimize the performance of the car. What we're able to do now is to turn around and make sure that we're making the correct decisions because rather than data taking two or three minutes to open, it's in seconds instead. So you can look at the data, make an informed decision, change the car, hopefully improve every time the car goes out. One of the things, Matt, that Charlie Giancarlo, the CEO of Peer Storage said this morning during the keynote was that less than half a percent of data in the world is analyzed. Talk to us about what Peer Storage is able to facilitate for your team to be able to analyze that data. How much of that data are you able to analyze and talk to us about the speed, criticality? Yeah, okay, so quite a lot of the work over the previous, probably 10 or 15 years has been very human-centric. So it's what data I know I need to go and look at to understand to be able to compute, to turn around and maybe infer information from to be able to make a better decision. So strategy is probably one of the best places these days where the data that we're learning all the time. We have data about ourselves, but we also have data about the other teams. Those teams have the same data about us as well. You know, GPS data, timing data so we know what's going on so we can infer information on a competitor as well as ourselves. Tire degradation, tire wear, tire life, all things that you can infer that mean that you were mentioned earlier on about a pit stop. If a safety car comes out, should you pit? Shouldn't you pit? Those decisions are now based on accurate data about whether we think a competitor will pit, whether we think the competitor's tires will last. Can we overtake that competitor because actually the track does or doesn't allow overtaking? So lots of decisions made real time based on exactly what's happening now, but inferred from previous races and we're always learning all the time. Everything is about the previous races, information we're learning every time. And how much of that heavy lifting of that data is machines versus humans? Are the machines increasingly, I don't want to say making the decisions, but helping make the decisions? Yeah, so we're not in a position at the moment where the machines are making decisions. They're helping us to be informed, to visualize. Yeah, we work with the likes of Tibco as well as Pure and other partners and sponsors that we have where they turn around and actually they help us to visualize that data. The problem we've got at the moment is we're still looking at all the data where we really want to get to is looking at exceptions. So actually the norm, don't show us that data. We don't need to know, don't need to care. Not the outliers. We want the outliers that our problem though is that our car changes every time it goes out. So an outlier could be because we've made a change. So now you've got to still have some human that's helping at the moment. So we're trying to understand how we can use machine learning techniques. In certain places we can, so image recognition and other bits and pieces like that, we can actually start to take advantage of. But decisions necessarily around configuration and the next change to the car at the moment is still indicators given to us by simulation and then a human at the end of the day is making the decision. And the data that you talked about that is on your competitors, is that a shared data source or is that, but it is. Everybody shares the same data. Every car has a transponder on it. Basically gives GPS with longitude, latitude and all sorts but incredibly accurate. If you consider the cars are doing 200 mile an hour, we have an accuracy of around about, it's less than 10 centimeters accuracy at 200 miles per hour. Now, if you think of your GPS on your phone, you struggle to know whether you're on the right street sometimes.  And then obviously we're here at Pure. There's a component of that speed which is Pure. Aren't you worried that your competitors are going to get your secrets or is everybody in the track use Pure Storage? Everybody is turning around and using their own methodologies, their main, their own software. The thing for us at the moment is to make sure that we keep the really secret things ourselves, our IP sensitive, keep those to ourselves. So what we do with our storage, people know about and other teams are copying and seeing the advantages of Pure as well as some of the other tools and partners we partner with. The benefit of us though is that we have a partnership with Pure not just to purchase in. So we've known about some of the products, so FlashBlade, we know about a long time before it is released. Yeah, we work with the team on what's coming, we know some of the advances in the technology before it's live. And that's critical for us because we can get a stitch, a march on everybody else. Even if we're six months ahead of somebody else on a technology or a way of doing something, six months is a long time in F1. So, sorry to say, Pure calls us the unfair advantage. And you are, Mercedes has last fall won the fourth consecutive constructors championship coincidence, I don't know. But talk to us about this sort of symbiotic relationship. Are you also able to help influence the design of the technologies at Pure? Yeah, so I wouldn't say that we help design necessarily, but they'll take into consideration our requirements and I wish it's like a number of other people that will be here. You've heard other people talking on stage and we'll always be talking about what we would like to be doing. What we could be doing if we had some new technology, whether it's S3 connectivity to the flashblades, whether it's NFS, whether it's SIF, whatever that would be, the containerization of the storage front end. Whatever that would be, we're always talking about how we can work with the Pure storage to improve what we're doing. So ideally, IT, get out the way of the business. My ideal is that IT's not seen, it's not heard and it just works. Obviously in IT, that's not always the case, but. I want to unpack something that you said earlier. You said, I believe two or three years ago, three years ago that you brought in Pure and you had substantial performance improvements. I talked to a lot of customers and what they'll typically do in that situation is they'll compare what they saw in 2015 with what they replaced, which was probably a five or eight year old array. True in your case or not, if it is true, which I suspect it is, it had to be something else that led you to Pure because you could have bought the incumbents all flash array and got much better performance, but first of all, true or not and what was it that led you to Pure to switch from the incumbent, which is not trivial. So quickly, was it five or eight year old hardware? In some places, yes, some places no. So it wasn't, we took a decision to take a step back and look at storage from a different standpoint because we just kept adding more disk to try and get around an issue. And we've got a fairly strange data model to compute. We don't need much compute, we need lots of storage. So some of the models that were talked about on stage where I need, Matt Burr was talking about the fact of I want some more storage, you need to buy some compute.  So there was different reasons, but the end goal, you're quite right, performance. Yeah, we could have got it probably from anywhere. Being brutally honest, lots of other technologies could give the performance because we don't give that level of performance maybe of a service now or a big financial institution. We've got data, it's important. We've got critical time scales to open and save data. Okay, critical to us as far as erasing. But what was important for me was simplicity. Absolutely. Now we got other benefits. The evergreen model was brilliant for us, but simplicity was critical. We had a storage guy that was spending his life managing storage. Nobody manages storage now. They turn them in and they go into VMware, they want a new VMware server. They just spin it up and the disk is associated. We don't have to think about it. You don't have that storage specialist any longer. You know, we started working with other partners, you know, Rubrik, for instance, integration with the pure arrays as well. Again, enabling us to get out the way and not having to worry about backup. Traditionally, we'd headed a guy that was always changing tape. I saw on the slides several times today about tape archive. I'm going, I never want to see a tape archive. I just don't care about it any longer. I just want to be able to turn around and give the business the SLAs they want on their data and then not care about it. Also, can I then still turn around and mine that data in those archive or backup, not backup, but in the archive location? So there's huge differences, but simple is the best thing for me. We have a small IT team that we have to look after a huge amount of kit. And if it's complex, it's just, I can't employ the right people. Simplicity, performance, portability. You mentioned integration. You've got a big partner ecosystem here that, so they're having the ability to integrate seamlessly with Rubrik, Tipco, et cetera, is key. And yeah, for us, the partners are an extension of the team, my team in particular, because I can't turn around and just keep adding staff. We have to look after the day-to-day and keep the lights on. But I can't just keep adding staff to look after a new technology. It needs to look after itself. So the simplicity is absolutely. Performance was a sort of a no-brainer. Evergreen was a brilliant one for us because just not having to do those forklift upgrades, I think in the three years, we've gone from M450s to M70s. We've gone from M20s to M50s, M50R2s. We've done all of these. I've been stood on stage before on a day when we've been doing an upgrade during the time I've been stood on stage. Yeah, and so people talk about the forklift upgrade. I don't have to worry about it. It doesn't happen. Totally non-disruptive. Yeah, yeah. And what, you do change out the controllers, right? Yeah, so we've changed out controllers. We've done all sorts. We've gone from capacity upgrades, so complete shells of discs, completely different, gone from, I can't remember the exact size, from two terabyte to three terabyte drives, new controllers to give us the new functionality with the NVMe. All during the day, we don't do it out of hours. There's a lot of the business, a scared stiff, when we turn around and they go, oh no, no, no, but we're running the wind tunnel, we're doing this CFD, we're going, it doesn't matter. Zero downtime. It doesn't matter, zero. No planned, obviously no unplanned downtime. It is planned for us, but no planned downtime. But the user doesn't see it. No, no performance, no downtime, no nothing. That's nirvana for IT. Yeah, well it means I don't have to keep asking people to do long shifts through the night to do a simple upgrade. What should be a simple upgrade? Get your weekends and nights back. Hopefully. We end up racing those, unfortunately. Okay, but that's the fun stuff. Yeah, yeah. That is the fun stuff. And for those who aren't that familiar with Formula One, I encourage you to check it out. It's one of the coolest strategic sports that is really fueled by technology. It's amazing. Without technology, honestly the cars wouldn't be anywhere near what they are today. IT systems, we underpin everything that the company does. Nobody really wants to say that IT's the lifeblood of a company, they don't. But we need to be able to deliver and actually let the business actually take on new technologies, new techniques and get out of the way. So we've got a huge amount of work. A lot of what Charlie said on stage earlier on, I've been having conversations with the guys here about autonomous data centers, immutable infrastructure. It's critical for us to get out of the way and allow business to, if they want some new VMs, new storage, it just happens. Not need a person to be in the way. Wow, make it sound so simple. Well one of your primary sensors, Lewis Hamilton is currently in the number one position, the Altree Bot Test in third. Monaco coming up this weekend, introduction of a new Hypersoft tire, some pretty exciting stuff. Yeah, so the Hypersoft tire is going to be interesting. First race with it. Is it before the Monaco track? Yeah, so they originally designed it for Monaco. I believe it'll go to another race as well in the short term, but we didn't even run it in winter testing earlier in the year. So the first time we ran it was actually Barcelona test last week. I've actually heard nothing about it, so I don't know whether it's good, bad or indifferent. I don't know what's going to happen. But it's going to be an interesting week because it's a very different track to where we've been to so far. Traditionally, some of the other teams are quite strong there. So this weekend's going to be an interesting one to see where we end up. Monaco is always exciting, Grace. Matt, thanks so much for stopping by the Cube and sharing with us what you're doing and how you're enabling technology to drive this board. It's really cool. You're welcome, no problem at all. Again, I'm Lisa Martin with Dave Vellante, live at Pure Storage Accelerate 2018. We're at the Bill Graham Civic. I'm Prince for the day. Stick around, Dave and I will be right back with our next guest.