We're on record now.  And we'll crack on. So what's been going on for you guys? What do you want to talk about? First to speak gets to go. Going, going okay for me so far. This assignment is a good team. I mean, professionally, a team is team is good. They're quite open to experiments, which is a good thing, you know, as a work wise. So that part of going okay. Personal wise. Yeah, things are things are okay settling down and slowly slowly come back to normality. And nothing much to be honest like just came with open mind. Yeah, to discuss and see what questions other people had. Yeah, or something can come out of my mind as well. Is that a problem? Yeah, yeah. How about you, Jeff, anything on your mind? Oh, I'm sure there's there's plenty. I'm in a large organization, large enterprise with, you know, multiple subsidiary companies that have been acquired over the years so lots of change, you know, rapid, rapid change and a lot of turnover with this great resignation sort of as I've heard it referred to and other things that are going on. People finding jobs. So, so it's really interesting I'm seeing so much change that people are just they don't know how to describe it it's almost like they're, they're shocked they're stunned they're sort of stuck. And I'm wondering if people are afraid to even invest themselves in the energies to like figure out what's next and to try to make something better for themselves and their teams or wherever they sit within an organization. Honestly, I guess I'm intrigued. My question would be something of what are some fresh ideas for us to engage with people to kind of figure out, you know, to get them to open up, you know what I mean. People are just in my experience so far. They're just kind of going through this daily hamster wheel. They are just easily pressured by just some sense of a business person a boss or whatever kind of saying, we got to get this thing done because we've got this deadline. But I'm just really concerned about people like kind of going through the motions and I'm looking for ways to, they're not inviting coaches in, they're not asking for somebody to come and sit with them and talk and open up. They're not themselves that opportunity so I'm without forcing myself upon people as a coach. I'm wondering, what else can I do to help people realize, hey I'm here, I could maybe I could help. So I don't know if that forms a good question for you Jeff, but that's kind of where I'm thinking right now. Certainly dinged a couple of things for me because you're not the only person that I've been speaking to said something similar and it. This isn't a criticism what you said but it was quite ambiguous in a way it's quite vague in a way but it was touching on a topic that sort of overlaps other things. Again, in a vague way hard to put a finger on it type thing. And I think what I've taken from all those conversations and I might be making a false joining the dots in a bad way but I think we are in a really, really. And I'm not going to say I'm not going to say unprecedented, but it's a situation that we haven't really had to face. In this particular instance and what I'm saying what I mean by that is not just a pandemic thing but almost a fallout of it. And there's you've you mentioned chair. You're not by far the only company that said there's so much chair going on. There's more demand than there is supply so people are being tempted and this is something that we are used to hear a lot about companies in places like India Sri Lanka and Bulgaria replaced those churn because all the companies were in the same place and they could just tend someone across the road but it's one increase inside. And so I think we're seeing that here for the first time.  So there's this uncertainty about well actually, am I going to put myself out there because I might be going somewhere else soon, or actually half my team might be going somewhere else soon, or the company might be going somewhere else soon. So this lack of stability, I think has led people into almost self defense self preservation type mindset of, I'm not going to risk that energy. So, the second part of the thing that was, is there any new ways that we can engage with people. Whenever I think about engaging people I think about well, you know, it's going to sound cruder than I mean it but what do they want. What are they looking for, what are they lacking, what are they missing. And security is one of the things that I think most people that I would agree is is kind of fundamental across all human beings we all like security we like to feel secure. But at the same time we also like a little bit of adventure we don't like monotony so is that sort of tension there. We like growth, but we also like comfort again another another bit of tension there. And when we're lacking one thing that we think is fundamental to us, and to our happiness. Then we generally kind of make sacrifices and we'll compensate with other things or our behavior will kind of like kid acting out if you like because they haven't got they don't feel they've got enough attention or what have you. So where am I going with that I think having that you know having that conversation about what's missing in your environment at the moment and the way that I tend to. That kind of conversation is when was the last time you felt really alive to work and you felt really good when things were working for you where you had what you needed to be successful. You know all the cards were in your favor. And you went home at the end of the day or the end of the week or yes, that was a good day or that was a good week. And compare that to now. What, what could we do that would get you closer to that state. And to be honest, they very rarely have an instant answer. Because it is quite abstract. But just letting that seed for a minute, or even a day or even a week. So just finished filming, filming sounds like a grand term that we did our episodes, one of our prestigious pints episode for the podcast last night with Sally Anne Freudenberg I don't know whether any of you know Sal, but she's PhD in collaboration. Huge proponent of neurodiversity and inclusive collaboration and things. And one of the things that we were talking about was slow retrospectives that wasn't the term we use. I don't think she actually coined a phrase for it, but she said, one of the, one of the things that she's kind of got slapped herself in the face for after quite a few years about job coaching was going along with the trend of playing up to the extrovert. And all developers sitting in their cubicles to all developers in open space with post-it notes on rooms and icebreakers and funny games. And she said, neither of those extremes was bored encompassing was inclusive. And so retrospectives will often get people in a room for an hour and say, right, what do you think, what do we do, how do we make it better. And some people really, really love that urgency they love that sense of focus they love that sense of, you know, we're here we can get something done in an hour. Other people really need time to process. And so they did this experiment, her and Catherine Kirk did this experiment around slow retrospectives that they put the stuff on the wall, how we want to improve whatever whatever they were doing madside glad or whatever. And during the course of a couple of weeks, people could add stuff to that wall as it went anonymously. And she said, the depth of learning the depth of reflection they go with magnitude is greater than everybody in a room for an hour. I went off in a bit of a tangent there. I heard that is thank you very much. I heard that as another creative, potentially creative way to create some engagement is setting up some sort of this slow retrospective way that people could pass by or go and look at the virtual thing, process a bit, maybe let it ruminate and when they pass back by on another day they could finally contribute if they thought of something so that's how I received that but that was helpful. Thank you for that Jeff. No worries. Welcome Matt. Hi Matt. Hi Jeff. Hi Jeff. Good. Good thanks. Five in the morning here though so I'm just going to say first coffee. I'm going to work out the time zone. That's yeah. Well thank you for joining us. You've been to the gym yet or are you going to go after this. No, I'll go after this. Yeah. Yeah, so still in my first coffee though so just need a wee bit of warm up. Yeah, no worries you ease yourself in. So yeah, quite a few people said they were going to join them and never get everybody here on time so it is being recorded. So, whether you want to affect your behavior or appearance whatever that's up to you but it won't be shared publicly just with your community. Yeah, anybody else got any thoughts on that in terms of you know this is sort of different ways of engaging people in this new situation that they're finding themselves in especially when it comes to your noticing the same thing around high levels of churn and change. Yeah, I think there are some yeah there's definitely some unique challenges at the moment around, you know the current situation. I guess the questions I have more we have we've got some organizational change at the moment where we're bringing in change management, and they do a lot of that they do a lot of upfront work around repairing people, but that's tends to. It tends to be a lot of overlap where they come into some of the vision creation. A lot of it is more aspirational, but it also creates a little bit of fatigue with the stakeholder groups that we're working with as well because they have all of these sessions that they need to go to for the change management people and then the product owner comes in and they're kind of a bit over it by the time we come in there so So yeah have you ever had to work in with something like that where you're working in with sort of change management or something similar that or have you ever seen that situation and is there a is there a way to sort of deal with that elegantly. So I heard fatigue and change management and in my head I put those together as change fatigue is that is that what you're talking about. No, no, no, it's more it's fatigue on that actual engagement part so having all of those workshops. So it's not so much the change fatigue that's why we brought in the change management to change fatigue. And now I guess there's maybe some workshop fatigue. Yeah, so they sort of come in two or three months before and start doing that. That ad car sort of stuff where they they get people ready and you know because I guess there is a lot of change we're changing all of our EIP CRM everything. So I'm so it's about getting people on board who might have been there for 15 years using the same system and maybe 20 years that's that's how the incumbent system is and why does it need to change. So they're definitely needed. But I guess yeah that's just where that overlap is there seems to be a significant overlap and we're working in with them but but obviously they have their, their methodologies and the things that they're trying to achieve. And they tend to try and do a heck of a lot more upfront and it starts to becomes more difficult to manage some of the expectations rather than making them easier to manage which was what was hoped. And who, if you had to sort of pick out one role or group or department that was more fatigued than others, which would you say. So a lot of this is going into the CRM work so to start with. I mean it's probably something that not a lot of people would relate to because it's in local government but probably in community development which works with sort of the other organizations, charity organizations gives out funding around grants and things like that for community development and they work with sort of homeless organizations and and all of those types so I guess I guess perhaps them. There's a little bit of fatigue there and getting time from people because they come in and they say okay we want all these half day sessions or we want all of these, you know, we're going to need three or four hours a week from this big group of staff and then I come in and go okay I've got two half day sessions and then I'm going to need a couple of at least a couple of hours a week. Plus we're going to need you all the way through develop all the way through delivery and we want to be we want full access to you and we want you know, we want you to come to our reviews and we want you to come to a bunch of stand ups and I want you to do all this other stuff and they're kind of going off and can I get back to my job. Yeah. Yeah. So I don't think whether that that question I asked was relevant or not I just it just seemed something on to last but for my, for my experience when it comes to change is. I've seen a number of different reasons why people tend to get a bit fed up with it. I haven't got any sexy names or model for some just off the top of my head. The first one is, what's in it for me, you know, do they actually get that this is something that's for their benefit rather than do they feel it's something that they need to do because others want them to do it. No sense of obligation. And immediately if it's if it feels like a chore or something they don't see the point in everything's going to feel like pulling teeth. And I think is a little bit maybe around maybe not so much around the word change as such. But something that I know I had a big issue with in a lot of the organizations I've worked in where they call it transformations, because in our heads. We are kind of cell put in my head yesterday is phrase deadline junkie I've never heard it before I think we kind of like to finish things. And so if we've got in our heads, we need to go through this change, then one of the first things we tend to do is we tend to imagine a finish line. And we're always measuring ourselves, not so much in how far we've come, but how far we've got left to go. And in something like a transformation, which can be seen as really really big really long and we might even admit that it's going to be quite long. That sense of motivation can really really get just look at anybody's new year's resolutions or trying to start a new habit we will hit. Really why did I even start this kind of before it becomes normal and accepted in part of what we do is the always looking at the finish line when actually what we're doing. If we actually look at a longer period of time there's a good chance that we're always going through some kind of change in our companies. So it's not that we're starting a change project. It's just a different pivot, you know, a different way of inspecting adapting what we're doing. And if we can change that mindset of, you know, a distinct thing where there is a finish line that might help. And the other thing I've seen quite important is around this sense of achievement which ties in I suppose to achieve ability. I'm going to wrap my brains now. There was a guy called, I'm going to say Daniel Goisetta, something like that, who was some kind of executive at Coke or Pepsi. And he was tasked with increasing the amount of Pepsi or Coke drinks that the general population were drinking. And it was something that they drink on average people drinks something like 32 ounces a day or something like that. And four ounces of that is Pepsi. And they wanted to increase that they wanted to close that 28 ounce gap or something. But instead of focusing on the 28 ounces that we need to get from four to six or something like that, you know, and it's that kind of achievability positioning something in a way that yeah we can we can actually do this that's actually doable. The finish line is perhaps closer than we thought it was. It hasn't moved, but we've just reframed it in a way that's more achievable. And then getting that sense of we've actually achieved something I can see that the effort we put into this workshop has actually worked out not just for the book for me. The return on my investment I can see it. That I think is another big part. I think you also mentioned something really, really important there, which doesn't get spoken about enough, which is that a lot of this stuff these workshops is on top of your day job. Yeah, the expectation is, yeah, you still got your 48 hours a week whatever your contract to do. And by the way, we need you to put that extra shifting because we're going through this change program. Yeah. And it's just not, it's not fair. It's not sustainable. And I think that happens quite a lot and is, you know, you're almost on to a loser straight away. Or is it even if you just said, you know what, 10% of your workload. Tell me 10% of your workload, I will cut that out for you. Yeah, I think a lot of it is the individuals perhaps doing it to themselves a wee bit as well because they kind of, I think they have been given permission to reduce their workload but I think they are unlikely to actually take that permission. So yeah, maybe it's a bit of a maybe start that off with a little bit of that as well just making sure that they actually think about it themselves and make that choice consciously to reduce their workload could be worth a shot. Yeah, being the first person to take management up on that offer is quite a scary place to be, isn't it? Yeah, I'm just not going to do that bit. Yeah. They'll be quite brave or secure to do that. Yeah. Yeah. Thank you. No, no worries. Anybody else experienced this workshop fatigue. Yeah, I was about to say, I can't resonate, but you just said Jeff, and on the leadership still want those teams to deliver something right and still take part in those workshops or the transformations they're doing. And I can fully resonate with that. It is happening. So, yeah, so I kind of asked the question obviously is I'm not into that business unit at the moment but I did ask the same question. They said, yeah, that's what it is, you know. So how would we, so that prompts to my question so how would we change the leadership mindset into that so they think about clearing the way for the teams to if they wanted to transformation, think about the team and and eventually join them in that journey as well. Not like just saying yeah, we don't need the workshops only team needs those workshops. So how would you go about changing these few and I think it depends on on your relationship you have with them. So when I'm working with leaders it's usually in the role of coach. And so I have permission to, to play what I'm saying but also ask them to challenge their own assumptions about how other people might be perceiving the same situation. So for example, be perceiving this as well this is in their interest why wouldn't they do I don't, I don't understand why they're not jumping at this you know this is good for them, having a better system to work with it make it easier to do their job it's going to save time. Whereas the people doing the job might be thinking oh they're just doing this so you cut costs to make some of us redundant or they don't have to go through the switching or the actual having two systems in parallel at the same time. I think helping people see a different perspective so often place in my perceptual positions, where literally get people to stand in different parts of the room and say right in this position you're thinking about it from your perspective. In this position to think about it from this person's perspective, and you be them. And you don't then have to have that debate that discussion where someone has to admit that they're wrong they're coming up with these ideas and these different perspectives themselves, increasing their emotional intelligence emotional awareness, you know, empathy. But yeah if you're if you're working, if you're raised to be slightly different and say you're an agile coach in the organization what what's your kind of relationship there what would your natural. This is more of a rhetorical question. What would your natural in to a conversation be. Are they asking you how things going with the teams. Are they asking you so why isn't this going as quickly as possible. But whatever you're in is then using that to look at what's in it for them. Why do they want, why should they want to hear this truth. What's going on for them that might stop them hearing this truth, even though you're saying it quite out loud. Because just because I say something doesn't mean you hear it. Yeah, what's what might be incentivizing them or compromising their incentives to act in a way that they would rationally like to. But yeah, there are lots of different ways you could be engaging with each of these people right. Okay, thank you. Sorry for being late. No worries, no worries. It's a, it's like an open door thing you turn up when you're here. On a bit of a different note.  Recently, the teams really mature, they pretty much just self organize and manage themselves. The scrum master's kind of been moved to a newer team. Because they really do need her a lot more. It will be the, we, you know, there will be another scrum master coming on probably won't get one till the probably the start of next year really at this stage for how long it will take to hire. It'll be the third scrum master change this year. But as I say that the team is very strong very mature. Would you suggest, or what are the, what should we be thinking about when we decide whether to to have one of the team members been interim scrum master, bring in a contractor through that period and have more change and potentially we don't know the contractor might be someone who's might not be might not be a good fit, or just let the team run without scrum master. Yeah, cool. I'm just making a couple of notes because I start answering a question I forget the different points. So a couple of things came into my head there first of all, if the teams that mature, that's generally a question that you can ask the team to say, you know, all these options, what do you think would work best for you between now and then. I think they're probably in a state now where they've seen things change, they know the impact of change but also, you know, they can, they can, they can work that through a slightly less mature team might not push themselves as much. But having said that, and one thing that I've seen, which kind of goes against the general advice that I would tend to give general advice I would tend to give is around stability. One of the exceptions that I've seen in practice is with mature teams, where they will consciously choose to have more frequent changes of scrum master because they will deliberately bring in a different fresh perspective on a more frequent basis and allow them to greater chance of seeing more and more development opportunities because they're different people they're seeing different things they're fresh that device, and then mature enough and confident enough to be able to say, Yeah, we're okay with that. We're going to, I see what you say in there, but we're okay we like that about us, we're going to, we're going to keep that thanks. Good point over here. The other thing around mature teams that they can offer an organization is almost like apprenticeship schemes. So, I like, I kind of agree with what you're saying and your reservations around the contractor side of things. If you were going to go for an interim. And the team thought, yeah, we could do it, but we'd rather not. It's often a great opportunity for a new person, a youngish, not necessarily chronologically young but experienced young to get a bit of experience in the role. You know, this team's probably good enough that they can challenge them a little bit but not let them fail too much.  Yeah, funnily enough that was kind of a recent scrum master who's moving on was a brand new scrum master. And that was after coming from one who was 15 years experience and agile coaching and scrum master who would help make the team very, very mature and then we've kind of done that and now they're moving on to help a brand new team who are probably quite resistant. So they've got some real challenges, but they've made some really good inroads in there of just some of their early forming sessions and made some, you know, so they've really picked it up and they're doing really, really well. So it's really, really great to see. So they have kind of already nurtured this scrum master. So yeah, yeah. What do you think about how did they feel about it? Did they enjoy that process? Did they think that that was like an extra thing that they'd rather not, you know, split their focus on? No, they're, they're a very, the culture and the team is very sharing and it's a very mature team, but also a very nice team to work with. They really care about each other and they care. They, when they bring someone into the team as well, whether it's a scrum master or, you know, a new tester or a vendor who's coming in to join us for six to 12 months or because we do have that happening as well. They really welcome and then give them a lot of support. So they use a lot of, a lot of sort of peer programming practices, whether it's programming or not, you know, they pair up a fair bit. So, so yeah, no, they have enjoyed that. They have been fine with that. I wonder as well, is there, is it worth giving one of the team members an opportunity to all ask you? Yeah, I suppose we will ask the team, but what do you think about? What kind of overhead do you think that would give them if they're already in the team kind of following this pretty similar practices and they're probably not going to try and bring in anything to revolutionary? Is it worth giving, like, is that going to take a lot of time away from their production, do you think, for a team like that? I'll come back to that one after I've heard what Rohit's got to say. Okay. Rohit's raised his hand on this, so he wants to say something. Yeah, actually my question was on the do actually mature teams do need a full time scrum master because they're quite mature. So they know what practices they're doing, they know how to facilitate, they know how to be technically experts, you know, have a technical stability as well. And, oh, do they need more of a like just a, you know, a coach or a coach whenever they need someone they can go to, rather than have a full time scrum master if they quite mature enough. So I think that my general answer to that one is, you can get to a point where you don't need a full time scrum master that should be there. In fact, they should be aiming to not need a scrum master at all would be what Rohit typically said, but I know of a few teams, and it sounds a little bit like your team might be fitting this into this sort of bracket map But yeah, they this idea that when you think about growth, you know, a growing be within an organization, most people think about scrum master growing a team. But there are a few situations where that team actually can help grow scrum masters and even product and it's because they're experienced that stable enough. I've yet to, I did meet one team that said, you know, we don't, we don't need retrospectives, because you know, we're awesome. And so what should we do now.  Because if they are the one and only perfect team, then they could be rolling in money. But it's slightly facetious comment, but in my experience, yeah, every team has the opportunity to improve some way and I know it's a little bit of a cliche, but even if you are at the top of your game, you only the top of this game. And the game is almost constantly changing. And you if you said that the apex predator theory that they've seen usually around the organization. So the organization with the largest market share is optimize themselves for the current market conditions which makes them prime candidates for extinction. When the market conditions change, same for a team, optimize their processes for how things work now, and slowly and surely they become more and more I shaped after they become T shaped.  We're going to break something and then work out how we as a team can actually respond to that really, really well whether it's we're going to take someone out of the team for a sprint. You know, we're going to swap a new member in, or we're going to, and it sounds counterintuitive because you're taking something that's working really, really well, and making it work less well, but that resilience that ability to respond to the unknown is a huge competitive advantage in your teams if you can get to that point. Now, could a team member play that role. Yeah, they could. And so what the overhead would it take kind of depends, you know, what their comfort levels are if they come if they're happy to just sort of sit there where they are right now so you know we're pretty good. We've got things ticking over quite nicely in there we're very predictable. We don't really need to push things that much anymore. Everything's working quite nicely. Let's not rock the boat. Things are probably the ceremonies are probably running really smoothly the product back was probably in a pretty good state. It's almost, you don't really need planning sessions this team might almost be close to a pretty good combat set that because everything screams nicely. But if they wanted to push themselves. If they wanted to increase their resilience, then I would suggest that the team of playing that role wouldn't be the place to go for it. Andrea wants to jump in as well. Yeah that's another option and opportunity to be considered from my point of view. How about splitting the team and spreading the knowledge the XP and whatever they have in hands to other teams who might not be in such a comfortable situation, depending on circumstances that could be the right point to say okay guys you have figured it out for yourself. Now spread the news show the practices show the other guys what we can do here. Yeah, depending on the circumstances that would be an option to grow the company not the team. Yeah, it's definitely an option. And I'm going to link back to to actually the first conversation that we have Jeff which is around motivation and engagement and when things are churning. And a lot of people in those teams that I experienced they've got that point that they things are working so well. They trust their teammates, they've got this sense of completion. They've got this sense of camaraderie that identity as a team. And the idea of breaking that team up is such a sort of visceral threat to them they really they don't want to lose that attachment, even though they can see the logic in spreading this out and you know the idea of the idea going to and they're almost like well if I'm going to leave this team I might as well leave the company. Now, I'm not. That shouldn't be an issue in an ideal world that shouldn't be an issue. Right, because we're all corporate citizens. And, you know, we all know that actually helping the organization be better as better for us individually but we're also a little bit selfish as individuals, and are working with these people have probably all been on dysfunctional teams as well. And when they found one team that's working really really well, they probably don't want to take that gamble. And that I found quite difficult. And the, that has actually been one of the biggest areas of, I would say, subconscious resistance to change. That might not be, that might not be too true because you don't see it as often as you see dysfunction but people don't realize that they're trying to protect what they've got. When they're resisting what's on offer in my experience. The principle behind that is absolutely spot on. So, years ago, when we when, when the first conversations around scaling scrum came out. You know, the Tiger team to Tiger team or not, you know, was was the debate that most organizations have do you get one team working really really well, and then split them so that you can see two teams or three teams. Or do you say, right, you, you've got it going you stay together everybody else. Look at them. And there's no right or wrong answer. And there's all sorts of variables to take into account, not least of which the personal the emotional things. I don't think there's, there's a blueprint out there. But this, maybe there's, maybe there's a middle ground. You know, maybe our sprint, our experiment sprint or stretch sprint, whatever you want to call it our chaos monkey sprint is we're going to take one person at this team or two people at this team to go and work with other team members. And see if we can get back to being amazing by incorporating these new people. While those people can go off and spread some knowledge and spread some love elsewhere in the organization, maybe that's a middle ground. Yeah, I certainly felt that visual reaction that you talked about, and I've got all this backlog to get through and there's new new initiatives coming up and I thought, I need this team. Yeah, even that just as a product only learn what, you know, one of the actual people in the directly in the team. Yeah. On a slightly related note. When we talk about what I'm talking to these teams about capacity management. Yeah, how do you resource things within your teams in an agile way. The one piece of advice that really sort of hits them in the face is, don't let your best person do the work. So if you've got an expert in whatever it is, that's the one person organization that should not be doing those tasks. They're the best person at it, they'll do it quick as they'll do it best. They're the best person that can do it. Whereas if you've got them slowing down by mentoring somebody else, you will know this right but this, you can increase your resilience as an organization. But that individual, are they motivated by the prospect of mentoring. Are they secure enough in the value that they add that they don't think they're undermining their value by sharing their skills with organizations. Yeah, above the line things these are emotional psychological things but they're all part of behavioral responses. If I think yeah, I'm not, I'm not becoming more dispensable to the organization by helping people grow their skills and what I do.  And I can cope with seeing someone do it slightly not as well as I would do it. Then everyone's going to be in a better place. And the same goes for a team right so if you've got that team that's brilliant at this. Arguably, you could argue, they're the last team that should be doing that thing, because that team will become my shape. Possibly. And to build on on what you're saying Jeff. If that team is so good, they should be hunting for the obstacles, the impediments in the organization and help the organization to grow itself. Because inevitably you have two aspects in scrum that is doing the work that is valuable to the customers and showing the organization what obstacles they have to arrive at that point. So they then could hunt for for the obstacles and show management where to improve the system. If you leave the team alone and just use them as a feature factory, let's say. Yeah, you could do that. That would be waste from my point of view. They could become consultants to have the management with their knowledge from the trenches where are obstacles and what is the most important bottom like to be resolved right now. Yeah, we had to. I don't necessarily, I don't I'm hesitant here because I don't want to dilute the great point you just made there and there's with an anecdote that might not be. But we had a team back when I was at BT. Some really, really good XP people that we've managed to hire a lot of them from the States. And because that's where XP was quite big back in the 10th century. And to bring in this idea of agile engineering practices and so on. And they very quickly became they called them the code red team. So basically they became the team that was parachuted into sort out, you know, the failing projects the ones that were on the on the radar of senior management. Was that a good use of them. You could argue yes. And I think in the early stages, it was a good use of them because they kind of related to how companies like ThoughtWorks work. It's that going in and just solving the technical problems. It gives you a short term nice feeling. But then you become dependent upon that. And the people that you leave behind are no better. So to begin with, they were given the time to actually coach and pair with the people in place. And as they got a bit of a reputation. The projects got more and more important, more and more crucial, more shorter and shorter deadlines. And they didn't, they were just a case of coming fix it, stop the red light flashing, go on to your next mission. So there's, I think the moral there is these people can be at value in lots of different ways to your organization, either as a team, as a feature team, split out as mentors. Or in different ways that they can find as a team. That really intrigues me in terms of, I guess like an operational or mobilization sort of a perspective on that like, how have you seen an organization successfully realize, you know, where we're on the battle map of the organization, they need to drop in a team like that and kind of define what their success is going to look like so that they know when to pull them out and you know what I mean like just logistically I'm intrigued as to has anybody seen this as a model kind of. I mean what you described Jeff seems to suggest it works somewhere. So I'm curious like if I wanted to try to introduce a pattern like that and another organization. I guess that's the question how, how would I maybe do that. The floor in that setup that I described there was, it wasn't really very strategically prioritized. It was, it was literally a case of highest paid person in the ring. Who knows who, you know, who owed who favors that meant that this was the project of the day. Organizations that have done it better have managed to say, they have managed to link strategy and tactics. They've managed to say strategically these are our priorities this is what we're trying to achieve. We're going to cut down some of the stuff that doesn't contribute to that, because then we have more people to work on the most important stuff. And when things aren't, when things are threatening our strategy. It will take more drastic action. But we know how to decide which areas deserve more attention, and actually when it's better to actually not fix it now. Because sometimes coming in and putting out a fire just invites people to become arsonists. We had something very similar started this year and it was exactly that was the, we have essentially a roadmap that we sort of have a fairly goal oriented outcome oriented roadmap. That is across multiple work streams. And, and then there's the stuff that the exact just comes up with that they suddenly need. And we put together a team that we called spec ops, and they said, give it to Matt because, because he, he always manages to get stuff done. And then so I was another work stream and two teams I was feeding. And we did it. But I'm not, I just say I'm not doing this anymore. This is way too hard. So, but it was exactly that it wasn't strategic. It was just the stuff that, oh, we also need this on top of all your other stuff, but it was that we also need this team. And there was nothing strategic or clever about it really, other than here. I think for me one of the one of the metrics that it's actually a really almost business school 101 metric if you like. Well to business school 101 metrics that actually become more important when you actually start doing this stuff strategically payback and opportunity cost. So, usually we think internal rate return our way there that they're the clever metrics they're the NBA metrics they're the sexy metrics. Payback when can we actually get our return on investment back. It's effectively saying, how can we run cheap experiments. How can we get an MVP that gives us our investment back quickly. And opportunity cost is what if I do this one thing. What can I not do. What does that stop me doing all I have to stop doing. Actually, I posted in the communities that I was reading this this book near a hour and distractible and part of, as you know it was a podcast. And it was the etymology of the word decision. And so, decision is to cut. Right.  And a lot of executives and organizations don't see the cost of the decision they don't see what's being cut. And really good agile implementations help people make better decisions because they can see quite clearly the cost the opportunity cost, as well as the actual, you know, how much is this going to cost me in terms of manpower and capital and whatever the opportunity cost. And I think that's a really important part of it for me. I imagine what kind of management would listen to something like that. A discussion like that. What is it that we are aiming for strengthening our structures and not doing things. I have rarely seen someone to to take advantage of that discussion and to focus on that. I'll be interested to say rarely so that means you have to be interested in your example of what you have seen. For me, the general thing around this is new. So I don't know what the what the data is these days but when when I was at BT we were always told that senior management generally change every two to three years. You've got a CEO CIO there after two or three years and they go to the next job. Same with your board members they change they get promoted they leave to get to stop they didn't get promoted they do. So two to three years. When you get someone new coming. They want to make an impact they want to be able to say I changed this I made an impact I took this organization. I did this program, and it was better. So those people who are new, generally are the ones that are more open to doing something like that in my experience the ones that are close. They've been there a couple of years, they generally don't want to rock the boat because they got their next gig lined up they don't want to leave on a bad note. So they want to take a risk in my experience. What about you. The organization I have in mind and I've seen reflects itself and the management is listening very well to the people to the experiments and the experiences they are having in the daily work. So they don't think they have all the answers. They are not so convinced about their points of view of the world. They have learned that they have only part of the answers and the other answers are somewhere else. And they have to come together across hierarchies without thinking in silos or so what is the opportunity here where are we good or missing some customers demands or requests. That has see those people get to that point. So I have in mind two consultancies of the HR ways of working.  It's, it's just a role for time.  That is the type of organization I have in mind. The reflection where, where have we shifted decisions that could have been made, maybe, where have we been too late where have we been too early. These kind of questions they are rarely discussed. Coming together regularly without a clear general and just reflecting what have we observed like a retro. Big retro maybe. That is really rare to be seen. I've used it in one company I work with and it worked well but it took a time like a year so to get there.  Emotionally heavy. Yeah, yeah. Yeah, I've seen some really. A couple of really frustrating. Just frustrating for me personally situations where I was almost 100% certain that every single member of the senior leadership team understood what was needed. But there was some other games going on. And I wasn't aware of them to begin with. And usually it's to do with jobs changing. So they knew that the CEO was going to be moving on, and they were pretty sure that it was going to be a choice between two or three of the other. It was going to take that person's job and so that there was, they weren't incentivized to collaborate or look good or take personal risks. And just that that little game was such a frustrating way to miss out frustrating reason to miss out on what could have been a really, really good. Good outcome. So there are lots of reasons why it won't work, which makes you wonder, how does it ever work, but how did we get there. It needs a level of healthy conflict there, which is hard to sustain, even if you can have it once no room. Yeah, healthy conflicts. Well used phrases. For me, I think part of that is visible. For conflict to be healthy, it has to be transparent. Like we have to know what we're having conflict about not conflicting about one thing as a, as a way of avoiding talking about another thing, you know, and that's what I, that's what I've seen more often than not people holding their cards to their chest at that leadership level, because they they're looking at their next move. Going back to your original question, what kind of people would would not do that. I think this is going to, this is a risky answer for me to give us a younger people to younger leaders who know that or feel at least that they've still got time on their side. They don't have to get this particular role. I think what I'm seeing, I am seeing, again, I'd like to see the statistics actually let's see the data on this. The age of board members the age of senior leadership teams is, I would say has dropped quite considerably from when I started. And it's become more diverse, not enough but still. I think that's that's a good thing there's a higher appetite for risk, the younger we are. And there's a higher appetite for collaboration, generally speaking, I think. Having said that, there's more wisdom. Later on, when you've seen these kinds of things, but whether that wisdom turns to cynicism is the, is the key thing I think for me. I was an enjoyable conversation. Sounds like a startup. Describing. Well, I think that's part of the reason why boards and senior leadership teams are becoming younger, because organizations who are slightly more traditional realize that the only hope they've got is to bring in that that energy that that sort of start at mentality who would normally not want to work in a corporate environment they are that so have that sort of entrepreneurial mindset give them the resources that they need to channel the energy in the name of the organization rather than go at, you know, risk their own risk their own and almost get a head start with a bit of bit of backing bit of finance bit of resources rather than infrastructure rather. So, yeah, I mean it was even even in, even in government departments. There are sort of spin off startups to try and inject. Even in government. So I wasn't a digger you know I was thinking more about my own local area. I've seen it. I've seen it here by council we went to visit. So, yeah, I know it was quite interesting they did created this little, little team that was essentially allowed allowed to do whatever they wanted and come up with they came up with really cool stuff the laps and things like that and yeah it was quite interesting but it's not there anymore unfortunately. Well, and in a way, they probably shouldn't right if they've been successful. They should probably be either subsumed into something else will spun off if they haven't been successful then they would stop being funded in a new new thing should be better. And so they shouldn't be around for that long. But yeah that idea of injecting that mindset in injecting that energy and creating and I'm going to again because perhaps because I really like this sort of closure idea I'm going to bring this back to just original thing take it back to where we started different ways of engagement, creating that sense of a bubble, whether it's an island or something something some small area that people feel that they can have impact on they can feel safe and they can feel connected within. They can feel does provide them some stability but also the ability to do something new. I'm not necessarily talking about creating new corporate bubbles but just some kind of. This is us. We are committed here we are in this we have a purpose we have a goal we can trust each other we can put our energy in and not feel it's going to be wasted. I think that is a different way of engaging people within a larger organization that might be worth exploring. Nicely done. I think it all together I like it. Well thanks for joining guys. Thank you. Thank you. Thank you. Thank you. Thank you everyone. Cheers. Cheers. Cheers.


Today we are gonna be going over the modern faucet. I thought that was kind of a funny name, a play on the Farrah faucet. We're gonna do my version of that. Obviously I wasn't cutting hair when Farrah faucet was at her heyday, so I know what the haircut looks like, but this is gonna be a modern twist on it because I didn't do that haircut in the salon, but I know that it was very, very popular. And layering the octopus haircut, the butterfly haircut, all these different names that are coming out nowadays, they kind of all branch off of what Farrah faucet's haircut was. It was a lot of layers around the face. She didn't have many layers in the back. That's something that we're gonna change up a little bit today because what makes it not modern is maybe a little bit of the shape of the haircut, the way that it was. So to modernize it, we're gonna change up the shape just a little bit, but we're gonna keep that feeling of all those layers, all that face framing happening in the very front. I also wanna keep the sectioning very simple for you guys because I want these to be salon-friendly haircuts.  We're gonna do some condensed cutting today. We're gonna do some traveling guides. We're gonna do some stationary guides. There's gonna be everything packed into this haircut, so hope you're excited. Let's get started. Here we go. Basically, the sectioning's gonna be really simple. We're gonna follow along with the FSE haircutting system sectioning, so that basic sectioning from that, we're gonna separate right down the middle, and then we're gonna separate front and back. So side to side, front and back, basically four quadrants, but what we learned in beauty school was kind of four even quadrants, and that's not how we think about things today. We think about things as in densities, so we wanna have the same density in the back, and we wanna work with the same density in the front. Comb her back. We're going to work a center parting. So what I'm gonna do is just comb the hair, get it moving in the direction that I'm going to part it. One of the key tips to getting a clean parting is to get the hair flowing in that direction. Then when I go to stick the point of the comb in, as I go back, I don't get snagged up on anything because the hair's already flowing in that direction. So it makes it very simple for me to part the hair, get a nice clean parting, and that is step number one to having a great haircut is making sure that the sectioning is nice and clean and planned out before you start. So there we go. We've separated now side to side, and now we're going to separate front from back. I'm gonna go from that high point of the crown down to the hairline. Let me comb this hair forward, just like that. So you can see that we work that hairline up to the high crown. So it's just a straight vertical line all the way through. I'm gonna comb this hair forward and then we'll clip it away, just like that. I take my clip and I slide it right up underneath, hold everything in place. So now we've separated front and back. Now we're gonna do the same thing on the opposite side. Don't settle on your sectioning. If you don't get it the first time, just redo it. Re-clean it up. It'll make the haircut go better, smoother, faster. Take your time on the sectioning and the cut will go fast. So there we go. So now we've separated front and back. This whole haircut's gonna be basically based in the front. I wanna clip away the back. It's a little bit about presentation, right? Behind the chair. So just keep those clips in. And now we're gonna start to work in the front. I'll take this clip out. I'm gonna start on the left side. So I'll slide this clip down and just really keep that right side out of the way. I'm going to be taking diagonal sections, shifting each bit back and basically turning into diagonal back. So we're gonna start diagonal forward. So it's gonna be one, two, three, four sections back and bringing each section forward. Now, in the traditional Farrah Fawcett haircut, I believe everything would have been brought forward and pretty much cut in a line, all kind of at the same elevation. And we did that haircut quite a bit back when I first started cutting hair because side bangs were huge. We kind of brought everything to one point, cut it, but it just made everything very heavy. So I want this line in the Farrah Fawcett haircut or we'll call it the modern Fawcett haircut. This line right here is what we're going for. I want layering to happen. So here's the line that we're going to create and then that line is going to open up into the face. So it'll flip kind of like that and open up her face. So we're creating an open shape. We want the weight moving off of her face. So that's what we're focused on creating today. You also got to determine the length that you want this to start at. So I want it to open up right around between the nose and the jawline. That's where I want it to start opening up. So take a diagonal forward parting at this point. Comb the rest back. Take my section here. So I take this hair in my hand and I'm going to bring it forward to myself and I'm just going to give it a lift and bend. So I comb it across over top of the opposite eye. I want to see kind of where that's going to fall. I'm going to go a little bit longer here and I'm going to start my cut. Here we go. I drop it down and you can kind of see how that's starting to kick already. So that's what I want to create. It's going to fall like that and it's going to kick out. We're going to be working. That was our diagonal section there. Then I pivot here, pivot, pivot. Just bringing everything around and up to that point but the pivoting is going to create a little extra over direction towards the tip of my finger towards the back part of the section. Sometimes we get a little obsessed with every little bit of a section. So what I mean by that is you might notice that some of this hair I didn't even cut on the bottom. I'm going to cut the bottom later and that's kind of a rule that I have in every haircut that I do. So I'm not really so worried about what the bottom hair is doing. I don't even mind not cutting that because I like saving that density for later because that's the weakest point of somebody's haircut is this bottom. I don't feel like I need to bring that entire bottom into this and cut it because it's not going to have much to do with the end style. I'm going to go in and cut that line later. Just be aware of that. As you watch me lifting up each section, I may not bring everything in and that's a personal preference. As I bring this up, my gut feeling is not to bring all that in.  So now I pivot and we're going to work back. So we're pretty much at a diagonal back following the round of the head, bringing this hair around. I'm really leaving out a lot underneath the round of the head. So as the head starts to round around like this, that's kind of where I take the hair from is above that round, a little bit below, but mostly above that round. The round is about right here, this point, and the edge of the eyebrow here. The bridal ridge is what we're talking about. And then all of this underneath, I don't really need to cut into it because I'm going to cut that later. And your client might have too many layers and this hair might not reach at this point and that's okay too. Now I comb this down and what does this do for us? Keeps the hair nice and long, but look how weak it is in the density. We're going to cut that a little bit to take out some of that weak length. If you had a client that had longer hair than this and denser hair than this, you could leave it long and have all these layers coming through it. But you can see this really nice face frame that we've started to create. And once we blow that dry, it's going to be beautiful. Moving on, I want to grab a little piece for my guide, comb the rest away as we are done with that. Now let down the right side. Our sectioning is going to pivot the same as before. So we will work slight diagonal forward, then we start moving to more diagonal back and following the round of the head. As you work around the head, as I get towards the back of this section, so if I'm here and I'm working back, the reason I'm pivoting and then becoming more with the round of the head, if I'm at a diagonal back line at this point, look how far this part of the section needs to come all the way around the head and up to the front. So it's coming all the way around here up to the front, it's traveling way further than this part of the section. And that's going to create length, right? So I want to create that extra length and have that longer hair towards the bottom of the section. Now the reason you take such a small guideline in the front is because when I bring that up and around, it's not going to look the same because the line is going to be different, it's cut to go the opposite way. So I really just want to use that as a reference as I bring this up and over like this. We're going to continue working through, go from here to here, combing that hair, bringing it around. A good reference point is bringing it basically to the edge of the eyebrow on the opposite side. But an important part of this cut is the twist of the hand because you're creating that little bit of extra layering in the face frame. These layers are going to really pop around the face. So now we got to work the back. I'm going to take my clips out. This is a condensed cutting technique that I'm going to work because I've separated front and back. I'm going to work lines across all the way down and bring them up over top of her head. I'll come across and this I'm just going to point cut into. I'll bring this hair up and over. Those of you that are really obsessed with using a guideline, you can always grab some hair from the front here. I'm going to eyeball it because I like to do that because I don't need them to match perfectly. And I kind of know where that length is going to be. That's about over the forehead where I want to cut to blend this to come back and fall over. So we'll bring it all forward like this and point cut into it. And I'll continue working down the head shape, bringing everything over top of it. Up to me like this, cutting a balanced line because my fingers are parallel with the wall. So I got a balanced line underneath here. Now this is even wrapping further around the head. There's not even going to be much to cut as we move down. See, there's not much in there. Point cut through, point cut through. Why am I point cutting? Point cutting creates a soft line, a soft edge on your line, more texture. So it's going to help create that soft look. You're not going to have kind of stacked, balanced layers where you see every line in the haircut. Just creates a much softer effect. And now we're going to blow her dry with a round brush.  You can see how kind of soft and weak it is. On a person with medium to high density hair, you're not going to have a soft line like this, but somebody that has finer hair, you're going to have a soft line like this and you're going to want to bring it up a little bit. I'm going to use NeuroLift. Another thing I'm going to do in this is I'm going to add a little bit of NeuroPrime as well because I just want to have a little bit more slip in the hair, but this looks awesome. I honestly don't even really want to cut too much of the ends because I feel like people love this kind of longer layered haircut. I'm just going to trim a little bit. Just hold this hair down a little bit. I would just cut it right on her back of the chair. That just gets it a little bit fuller.  Then I have her bring her head forward again. And then so once she's like that, then I would just kind of bring that hair back forward and then finish it off with a little more spray. And the biggest difference, what kind of modernizes this is that the back collapses a little bit more instead of it just getting big because it would have been huge here. It collapses a little bit more because of the layering that we did in the front. So that just gives it a little bit more of a modern twist. There's our modern faucet. So I hope you enjoyed that modern faucet haircut. Hope you take it right to the salon, try it out. I know that this is gonna be a huge hit in your local area. So thank you so much for purchasing FSE premium content. Really appreciate the support on that. Know that we have a huge library growing and growing of more and more premium content available on freeslawneducation.com, shopfse.com. So thank you guys so much and I'll see you guys on the next class.


This is stock number AT374A. We are here at Summit Automotive in Fond du Lac, Wisconsin. You're new and used light duty and RAM truck headquarters. Today we are checking out this Leicnu 2018 RAM 1500 crew cab 5 foot 7 inch short box. This is the big horn package and it has the 3 liter eco diesel v6 motor. From this HD video you will be able to tell that this truck is Leicnu all the way around inside and out. In fact there are only get this 17 miles on this truck. Only 17 miles so it's gonna be just Leicnu all the way around. We shoot all of our videos in 1080p so if you have HD capabilities on your computer tablet or smartphone device turn them on right now because it's like you're right here looking at the truck with me. Go to your Ego or I'm sorry go to your Wrangler SRA 27560R20 tires which just bought all the tread left. Factory alloy rims with the chrome covers the 20 inch rims. Hard to find eco diesel. Headlight lenses are nice and clear. It has the front bumper parking sensors. No denser dings in the front bumper. It has the chrome trimmed grille. No denser dings on the hood. No denser dings on the passenger side fender here and the passenger side rim. No scuffs or scrapes. As you go down this side of the truck just as clean as the front end here. No denser dings down this side of the truck.  At the current moment we have a whole bunch of these trucks about four or five of them all with under 60 miles on them. Back tires I just must try the front tires and it does have wheel well the plastic wheel well liners. Frame and underbody as you would expect is like new. All the rockers are perfect. As we come to the back of the truck full towing package which includes the receiver hitch four pin and seven pin wiring has the backup parking sensors dual rear exhaust with the chrome tips and the tailgate is absolutely perfect. Locking tailgate backup camera does have the LED bed lighting and the bed's never been used. As we go down this side the truck just as clean as the passenger side. No denser dings. Back rim absolutely perfect. Has the heated mirrors with the built-in directional signals. Those mirrors are power-fold in. They go in like so. They also power fold out. Power windows power locks. Auto headlamps inside the bighorn package gives you the gray cloth interior. 40, 20, 40 split bench seating so it is a six-passenger side current airbags. The seats are like new factory floor mats throughout and as we hop inside the truck here you can see that this one indeed only has 17 miles on it. You get the seven inch TFT display, compass, outside temperature and the digital speedometer. This one has the leather wrapped steering wheel, cruise controls and gear selector on the right, Bluetooth and information center controls on the left, eight speed automatic transmission, push button four-wheel drive. This one does have the remote start on the key fob there. AM FM and Sirius XM radio capabilities. This is the 8.4 4C radio which means that you get Android Auto and Apple CarPlay capabilities as well. This is also where your backup camera shows up.  You can turn those off and on. 115 volt, 150 watt plug-in, dual glove box and the passenger seat is like new as well. Obviously this truck has never been smoked in. Headliner is absolutely perfect and it does have your map lights, power side mirror window and home link buttons for your garage door security systems and lighting systems and it does have the SOS and assist buttons in the mirror which are features of the vehicle that you never have to pay a subscription for. We'll take a quick look at the back seats and then check out under the hood. Back seats are just as clean as the front seats, no rips or tears back here. It does have the latch child safety system, the power slide in your window. It does have the load floor which is nice. If you got pets you can put both sides down. They got a nice flat place to lay or if you got muddy boots or tools put them right on here and you're not going to ruin your nice like new seats. Under there's some nice storage factory floor mat and two in-floor storage bins with removable coolers or cubbies I should say. You can put ice and drinks in there and then it's like you have two mini coolers wherever you go. We'll take a quick look under the hood. I'd personally like to thank you for checking out the video today. Hopefully from this HD video you will have been able to tell just how clean this truck is all the way around inside and out. Under the hood we have a 3 liter V6 eco diesel motor. Engine bay is very clean, like runs very smoothly. This truck is 100% ready to go. Super clean and yes only 17 miles on it. And to see more pictures of this truck or one of our other 450 new and used cars, trucks, SUVs, minivans, Wranglers, half-tons, three quarter-tons, one-tons, you name it. We got to go to our website www.summitauto.com full pictures and descriptions of every single vehicle from two different locations all at summitauto.com and if you'd like to check out more HD videos you can go to youtube.com slash summit auto. Remember to like, subscribe and share on this video and all the videos that you see there. In fact in a second you will see a link to subscribe to our YouTube channel on your left. A link to more half-ton truck and light duty truck videos on your right. If you've not been to our website on the bottom link to this vehicle on our website click those check us out. We really look forward to helping with this super clean like new 2018 Ram 1500 crew cab short box 3 liter eco diesel. Thanks again.


What's good job support boss back out again with another video So we're gonna check out nine wrestling moves that shorten a WWE wrestler's career now We all know that wrestling, you know can take a turn for the worst Especially when you're in that squared circle sometimes you end up doing something and you know It's obviously not intentional But you may have been in may have getting a serious injury that can alter career career or shorten your career We all know the infamous may make foley mankind falling off the top of the hell in the cell that Definitely shorten his career. I don't care what nobody says taking those type of bumps and falls We'll definitely shorten your career with injuries. So we're gonna check this out man Appreciate all the love and support you guys have been showing on the channel Let's get right into this thing certain moves that are rather dangerous to perform These moves are known to cut career short and it's not uncommon for wrestlers to abandon that move and introduce a brand new safer move Into their arsenal that's worth noting that there's no such thing as a completely safe move as the nature of pro wrestling means anything can go wrong At any time Nevertheless, the preceding moves on this list have been confirmed by several iconic wrestlers to have shortened their career Join us now as wrestling mea looks at nine wrestling moves that have shortened careers Be sure to subscribe and hit that notification bell for daily wrestling List also check out wrestling mea.co.uk and an on wrestling channel incredible Number nine the German suplex the German suplex has been a popular move in all the major promotions for decades Looks absolutely brutal to take in recent years The move has been used by Brock Lesnar and Lesnar throwing his opponents with so much Triosity that it looks like his opponent is gonna break their neck WWE Hall of Famer Mick Foley is called for the move to be outright banned Folly during an episode of foley is pod said the move is dangerous and takes years off a wrestler's career stated I just don't like German suplexes I think that over time they shorten careers and they destroy the quality of life So people can attack me for that one, you know, there's little margin for error It's more margin for error on a German suplex, but it's just over time. It's gonna wear you out You can show the match that Daniel Garcia had with Billy Utter to any reasonable orthopedic guy Who would say that what those guys were doing was not going to lend itself to a poor quality of life number eight the original I understand that I definitely do Understand that those German suplexes. They just look brutal Landing on your neck and head region. You know, obviously, you know, that's one of those type of things where it cannot be good for your body So I get it. It is, you know, seen in pretty much every wrestling company and maybe Mick Foley does have a point with that So let me know down below. Do y'all think German suplexes should be banned 619 of the 619 is one of the most iconic and established finishing moves of all time And it's drastically evolved over the years when Rey Mysterio first did the move He would perform the trademark kick then follow it up with the signature West Coast pop Yeah, the issue here was that it wreaked havoc on Mysterio's knees so much so that Mysterio had to amend how he did the 619 Mysterio amended the move to include a frog splash or leg drop And this meant that Mysterio could avoid extensive damage on his knees Prolonged his career Tombstone pile driver at the Undertaker is one of the most ten-year Celebrated wrestlers of all time and his finishing move the tombstone pile driver is synonymous with the dead man Whilst the move itself is rather safe Thanks to the Undertaker avoiding dropping his opponent on their head Yeah It has had a major impact on the Undertaker's health and well-being The Undertaker performed the move for over 30 years and this has gradually impacted the Undertaker's knees Yeah, so that in 2021 take a reveal that he needs his entire right knee replaced Damn six of it. She's I mean it makes sense. You're doing that for over 20 years Coming down straight on to your knees after a while. Yeah, you know Yeah, it probably does have to get replaced and fixed and Omega when the Hardy boys first debuted in WWE They would use a move known as event Omega as their finishing move This would see Matt perform a leg drop from the top rope whilst Jeff was performing a splash from another corner Matt would then proceed to use a leg drop as a finishing move whenever he was a singles wrestler alongside the twist of fate The move whilst exciting caused a ton of issues for Matt And he would casually reduce how often he was using the move as it happens to be one of the most dangerous moves There is according to Matt the problems truly began at Unforgiven 2005 Matt was wrestling a steel cage match against Edge and the finish of the match saw Matt ascent to the top of the cage Oh, yeah from the top of the one of the most craziest Feuds ever in WWE and definitely one of the most crazy is matches This match was so fucking good, bro. This match was great That leg drop from the top of the sale was fantastic the structure this height impact So much that is lower back in his pelvis and began to fuse together completely Oh Extremely lucky that Matt still wrestles on a regular basis There was a smart move on behalf of the former US champion to reduce how often he delivers the move 5 is damn Bro, they're saying is it was about the fuse together from oh wow That's Attack a WWE Hall of Fame and Nikki Bella was forced to take a step back from the wrestling world at WWE in 2015 when it was revealed that Nikki had suffered significant damage to her neck Nikki had herniated discs and a C6 and C7 and it was believed that she was never gonna wrestle again The reason for Nikki's neck injury was because of her finishing move of the rack attack According to Nikki when the doctors were examining her that was speechless that she was doing a move such as the rack attack Five nights a week. Yeah, I'll ultimately cause the extensive damage on her neck. Thankfully for Nikki She was able to return to WWE making sporadic appearances over the next few years Nikki would also make it a mission to find a new finishing move and this would lead to Nikki introducing the forearm smash Which has been her primary finish that since recovering from her neck issues didn't know that man. Hey, I May not be the biggest fan of the Bella's but I can I can at least respect what you know Do them at least being out there trying to put on a good show in the ring and and willing to put their body on The line to entertain people I can I can only respect that number four the o5 for at the o5 for is one of the most Impressive top moves in all of W Is my stuff early has completely removed the move from his arsenal instead opting to use the standard 450 splash as his finishing move Ali would answer a fan question on Twitter in relation to why you stopped doing the move And this is when Ali revealed that the risk isn't worth the reward If you examine the move it does seem to heavily impact Ali's knees This is likely what the WWE star is referencing. That's a good thing Ali is realized early on in his WWE career that the o5 for was gonna cause him long-term damage Hey, the move is sick, but if it's at the cost of your health, I'm all for you abandoned This may have prevented the talented aerial athlete from having further issues down the line Which is smart three the spiral tap AJ Styles has some iconic moves that have become synonymous with the phenomenal ones a legendary career from the styles clash to the Phenomenal forum these moves continue to be used as a finishing move by the former WWE champion However, AJ spiral tap move which used to be a common feature in all of AJ's matches has been semi-retired in recent years Naturally as AJ has been getting older the ability to pull the move This is a spiral tap has become that she looks sick AJ during a twitch stream he attempted a move such as a spiral tap in all likelihood He would injure himself trying it. It's evident that AJ is fully aware of it I'm gonna hold you that move is sick That move is fucking cool as hell That shit look cool, and it look like it hurt for the person getting hit with that move Mitation's removing high-risk moves such as a spiral tap from his arsenal have resulted in AJ having a prolonged career And it continues to feature as one of the major players on WWE programming Number two the diving headbutt Oh, yeah high-profile wrestlers have used the diving headbutt during their careers from Harley racing Chris Benoit to the dynamite kid and Brian Danielson all of these aforementioned talents had great difficulty with neck and concussion related issues And it's been heavily put down to the diving headbutt being a major factor in their established injuries Oh, my race who is widely regarded as the creator of the move He's admitted that he cites the diving headbutt as one of the reasons for his retirement In fact during his final few matches race stopped doing the aerial move all together as he knew That's what was causing his immense pain WWE Hall of Famer Kurt Angle the move has sort of a whiplash effect which seriously impacts the body Oh my god discuss this while analyzing Benoit's use of the move on an episode of the Kurt Angle show and stated It doesn't move even need to exist knowing what we now know in relation to just how many problems It's caused the wrist certainly outweigh the benefits of the move It's time that the major promotions look to ban the move indefinitely. You know what? I'm all in for it. You know the diving headbutt Yeah, you can do it out just like the chair shots the unprotected chair shots You can do it out with those, you know, it's just I'm all for a wrestler being able to enjoy their lives After they're done with wrestling and number one Hulk Hogan's leg drop during his legendary career Hulk Hogan used a leg drop of doom as his finishing move Paper the move just looks like a basic wrestling move that could be found in any standard wrestling match Yeah, in reality, the move is responsible for causing years of wear and tear on Hogan's body Damn body to Hogan if he could change anything about his life He would have picked a different move as his finisher Wow iconic leg drop as the primary reason for his number of back surgeries Hogan would discuss this topic in depth during an interview on the Los Angeles Times as Hogan added Everyone says they wouldn't change anything about their life if I could change anything it would be my finisher I would never use the leg drop I'd use the sleeper all the back surgeries I've had are because of that damn leg drop Damn I had Scoliosis brother dropping that leg for 35 years did me in Damn I also had the largest arms in the world and I should have used a sleeper hold or another finisher with my arms But they have it first Damn WBW Wrestling The leg drop has caused him so much pain. That's That's insanity. I ain't gonna lie to you like the leg drop doesn't look that devastating But when you think about it, he's jumping up pretty high and He's coming down. He's just landing You know I'm saying and that's probably messing up his spine doing that for 35 years. That's that's insane, bro That's crazy man. This is why I always say I give respect to the wrestlers out there for what you guys do You guys are truly amazing when it comes to Just willingly putting your bodies on line to entertain us. Thank y'all so much To all the wrestlers out there whether it's on the independent scene or you're in AEW WWE, New Japan, wherever you at. Thank you for just being willing being willing or willingly being able to go out there perform for us and Knowing the wrist that you know you can injure yourself for you know or permanently injure yourself and Still willing willing to do that for us to entertain us is such an amazing moment We're just such an amazing thing, but comment down below. Let me know man Which one of these I guess you could say moves surprise you the most When it pertains to a particular wrestler Shortening their careers or dealing with injuries the leg drop surprised me the most I did not know Hulk Hogan was really suffering through a lot of pain and stuff like that Just from a leg drop. He had been dropping for 30 plus years So I appreciate all love and support row two. I think I appreciate y'all kicking me see our next one


Chemical equations are used to describe what's going on during a chemical reaction. The form of a chemical equation is always the same. On the left you have the reactants, then you have an arrow that says in which direction the reaction is going, and then you have the products on the end. Products is what you have at the end of the reaction and the reactants is what you have at the beginning of the reaction. As an example, if hydrogen reacts with oxygen, we're going to end up with water and the complete reaction looks as follows. We have two hydrogen molecules as gas and one oxygen molecule as gas, which will create two water molecules in the liquid form. As you can see, there is always the molecule written in chemical formulas. So here is the molecule formula. Then you have the number of molecules that is involved. Of course, if you actually do this reaction, there are billions of hydrogen molecules involved. But what the reaction equation is saying is that for two hydrogen molecules, you're going to get two water molecules. And then here in brackets, we have the state. Was it gas, G, liquid, L, or was it solid, S? Or in solution, Aq? In a chemical reaction, the total mass is conserved. That means if you would measure all the mass you have at the beginning and all the mass you have at the end, you would get exactly the same mass. We cannot destroy or create mass with a chemical reaction. It's a bit different with a nuclear reaction, which we're going to get later on. Also, the number of atoms of each element is conserved. If we're looking on the left side, how many hydrogen atoms I have? So I have two molecules of hydrogen, which each molecule has two atoms of hydrogen. So two times two is four hydrogen. How many hydrogen do I have on the right? I have two molecules of water in each water molecule. They are two hydrogen atoms, so four hydrogen. So you have the same amount of atoms of each element on the left, on the right. Again, this is true for a chemical reaction. In a nuclear reaction, you could actually change the element. If you look for oxygen, I have one times two atoms of oxygen, so total of two on the left. And I have two times one. If I write nothing here, that means one equals two oxygen atoms on the right.


Growing up in a home with plants that were decorative pieces for our living space made entirely out of plastic Things sure have changed now Most people prefer the real plants and a lot of it, too They aren't just for decoration. They are way more than that In this video Elaine and I went to her friend's place at Green Gold Gardens to get some new soil for a pot that got infested and Maybe get a new plant or two Which is a very green place as you can see it's run by my friend Rosalind Which we hope to meet in a little bit. She stepped out, but we're here to check out some plants We recently discovered our palm is dying the inside palm. You've probably seen the background of our vlogs So we're here to pick up a new one, but we're also very curious about the place It's beautiful already Let's check it out So My regular work I said it kind of was like People love this particular plant. It's called apotos And It's so versatile because you know, it does very well in full sun. It does well in shade Conditions as well and the fact that it you know, you can hang it and it trails It's like a vine and it's no maintenance. So this is one of the best my best sellers anyway So if you can see all that space is all empty. We had them before and they were fully You know, they're full and they were flowing like I want to show you one that's really full Which you can probably see these ones are not my best ones, but they are And they really are very good for styling a space So I am basically I yeah, this is one of my best sellers I mean, it's not closely followed by but this is another favorite of a lot of people. It's a monstera Vine, it's called a Swiss cheese plant as well It's you know, it's different it's got holes in there and the leaves this this is actually it as well But this is a vine. This is a proper plant. This is a very iconic plant The the leaf form and the definition is really popular. It's one of my more popular plants as well And it's a very good indoor plant It's a statement plant Because when you put it in a space, it really looks good And look at this Monstera Delicious And obviously we've got grapes so and when you want to kind of beautify or green a pegola or a space like a Samahat Great vines are ideal because they really go very quickly and they fill the space And if you prune it well, it will fruit as well So yeah, for the price of what? You get to green a space and get fruits as well I love grape vines One thing I noticed about green gold was how plant care was done there It felt like a lot of time was taken to make sure the plants had all the best care to grow and flourish, you know So many plants, it's like you discovered something new at every turn I love the Netherlands for that I'm cool anyway but then I love you But I mean what I've discovered is talk a lot of local plants because I believe in local plants Obviously the foreign ones I think there's a language in Portugal So we decided to go with two new plants A Zizi plant which is currently our biggest and a dumbcade Which I'd rather not attempt to mention the scientific name They cleaned the plants and re-potted them And we headed out If you have plants at home, comment below which ones you have and why you got them And if you enjoyed this video, don't forget to like it It means a lot We'll catch you in the next one In the meantime, peace