This is a photo of the last nuclear weapon tested in the US 21 years ago last week. Its name was Divider Between 1945 and 1992 the US exploded more than a thousand nuclear bombs. You don't see their names Uncle the first underground test in 1951 was followed by among others Annie Nancy and Ruth Wasp Moth and Danny Boy Marshmallow Wolverine anchovy and backswing by the late 60s There was Scotch and Absinthe Bordeaux, Sazarak and Cognac the 70s followed with Stilton, Cumbair, Fontina and Colby Foreign wines and cheeses continued in the 80s with Nebiolo and Rockford in 1992 the last year of testing Junction was followed by Victoria, Galena, Hunter's Trophy and Divider Although President Bill Clinton signed a treaty banning all nuclear weapons testing in September 1996 the Senate still has not ratified it


How to build a personal brand on the Internet? Building your brand is important to growing your career and business because branding gives you an exceptionally effective way to broadcast who you are to your target market quickly and efficiently. Your brand is what differentiates you from others. Dave Buck puts it this way, your brand is a gateway to your true work. You know you are here to do something to create something or help others in some way. The question is how can you set up your life and work so that you can do it? The answer lies in your brand. When you create a compelling brand, you attract people who want the promise of your brand which you deliver. Jason Hartman said that your brand is a promise to your clients, a promise of quality, consistency, competency, and reliability. You see, your brand is your reputation. It is what people know you for. It is what people say about you when you are not present, which is why it is important for you to know how to build one. Tim Ferriss said, Personal branding is about managing your name, even if you don't own a business in a world of misinformation, disinformation, and semi-permanent Google records. Going on a date? Chances are that your blind date has Googled your name. Going to a job interview? Detail. In this video, I'll share with you how to build a personal brand on the internet. This, I believe, will help you become a successful person. If you're new here, consider subscribing so that you won't miss other interesting videos like this. 1. Be clear on what you want your brand to stand for by discovering your uniqueness. If you do not understand the value you intend to offer, how will anyone else do? Personal branding isn't about showing people the persona you hope to become, but being authentic and real, while demonstrating your skills and passion to people. It should be a reflection of yourself, what you stand for, what you represent. It is what makes you who you are. It is what makes you different from the rest of the world. It is your unique abilities.  What is the perception that you need to create to appeal to the target audience that you are trying to appeal to? To build your brand, you have to take note of your skills, interests, core values, and beliefs. Identifying these will help you put together what your brand truly stands for, and also lay a good foundation to build your brand. 2. Choose your target audience Once you have decided what your brand stands for, the next phase is to identify the people you want to appeal to. Note that not everyone is your ideal client. To attract your target audience, you need to stand for something, clear enough to pass a message across to those who are interested in what you are building, as well as repel those who are not interested. The only way to create a personal brand is by becoming the go-to, recognize authority on a specific topic. So be clear with your message, be clear enough to get your audience's attention. Create your perfect audience profile by identifying certain features and characteristics, such as their age, gender, location, education, income, profession, desires, and aspirations, pain points, and challenges. When you can provide this information, you are better able to understand and serve your target audience well. Kyle Gray said the foundation of a strong personal brand is how well you understand your audience and the problems they face. Then you can define why you care and how you solve those problems, which is what you will be remembered for. 3. Position yourself as an expert in your field Once you have identified your target audience, position yourself as an expert in your field by creating an irresistible offer that can help them solve a specific problem or achieve a specific result. Often, the entrepreneur makes the mistake of creating a product or service and then try all effort to sell instead of first recognizing a pain point of your target audience and then creating an offer that is a perfect solution for them. To create an irresistible offer, however, you must position yourself as a specialist in your field because you do not want to be seen as a generalist. Note, your offer must have a specific outcome which you should promise your audience. Jason Hartman said your brand is a promise to your clients, a promise of quality, consistency, competency, and reliability. 4. Create a content strategy Now that you have one, two, and three figured out, how do you gain the trust of your audience? How do they know that what you have to offer is real? Simple. Content creation. Creating and distributing free content is one of the most effective ways to build your brand and earn the trust of your target audience. You know, instead of struggling with the task of convincing your audience that they can trust you, create content that will help them. This will not only build trust but also show your audience that you know what you are doing and that you are indeed an expert in your field. Start by determining what contents will be valuable to your audience and also determine how best to distribute these contents via articles, videos, podcasts, webinars, online courses, and so on. Ensure that every content you share is of good quality and helpful. 5. Create a visibility strategy Just because you are doing a few good works doesn't mean that people will automatically come knocking at your door. If you do not position yourself in a place to be seen by as many people as possible. Publishing content on your platform is a great way to build your audience but it also takes a lot of time. A faster way to build your audiences via exposure to other people's audiences.  If you want to build authority and celebrity in your niche, what better way to do that than getting one of the most prestigious brands to mention you? This gives you instant credibility. You can consider options like partnerships, interviews, and PR, public speaking, and the likes when creating a visibility strategy for your brand. Navid Moses, a lifestyle entrepreneur and online marketing expert said, building a profitable personal brand online is not a sprint and something that happens overnight. Don't aim for perfection early on. Instead, allow your brand to evolve naturally over time and focus on providing massive value and over-deliver to your target audience. Then you will get more clear over your message and brand as well. Always remember that. In summary, to build your brand on the internet, one, discover your uniqueness and use it to dictate the message you want your brand to constantly reveal. Two, choose your target audience. Three, position yourself as an expert in your field by creating an irresistible offer. Four, build trust and credibility by creating and distributing valuable content for your target audience. Five, create channels to showcase and broadcast the content you have created to discover more of your audience and create a community. Thank you very much for watching our videos. We'll like to give you another interesting video for you to enjoy next. But before then, our team will be very happy if you can like this video and share it with your friends on social media. If you're new here, don't forget to subscribe so you won't miss other interesting videos like this. Look at your screen now to see two other videos we handpicked for you to enjoy next. We love you.


So before I get rolling, what a great conference today, am I right? Did everybody enjoy it? So I want to give a shout out to the four amazing organizers that make it possible for us to all be here today and hang out together, Terrence, and Britt, and Caleb, and Richard. Thank you all so much for all the work that went into this, I know it wasn't easy. And how about Brandon Hayes?  And I'm especially pleased at the facial hair synergy between myself and Dr. Robotnik that did not go unnoticed. So if you've seen me speak before, you have a pretty good idea of what I'm about to do. My shtick is I get on stage and I tell stories. And I've got a brand new story for y'all today that I'm pretty excited to get to tell because it's one of my favorite stories. It's not about airplanes. There are no airplanes at all in this talk, as a matter of fact. It's about the building built on stilts. And our story today takes place in New York in the 1970s. Now, if you know anything about America in the 1970s, you know we were going through a major economic depression. We just got out of Vietnam. There was an oil embargo that caused runaway inflation. There were abandoned construction sites everywhere in New York. All these projects had been started and run out of money and hadn't been completed. This picture of the New York subway is a pretty good portrait of the state of public infrastructure in the state of New York in 1970. They didn't have any money to take care of anything. They couldn't even clean up the graffiti on the subway cars. The city of New York itself was perilously close to bankruptcy. And they might have gone bankrupt if it weren't for the efforts of this man, Walter Riston. So Walter was a businessman who happened to be very civically minded and he didn't want to see his city of New York go bankrupt. So Walter worked with the New York legislature to set up this concept called municipal assistance corporations. Where a city could set up a corporation and sell bonds and use those bonds to finance the ongoing operations of the city during a time of financial hardship. So once that was through the legislature, Walter went all over the city of New York persuading the big union pension funds and the big banks to fund these bonds, to buy them, to invest in their city. What helped that Walter was better known as the chairman and CEO of one of these very banks that was buying bonds. The first national city bank of New York. This is a bank you've all heard of, you just don't know it. This is city bank. Now in the mid 70s, city bank was actually sitting in pretty good shape despite the recession. They diversified their investments. They had spread out their loan portfolio. They were financially solid. The biggest problem that city bank faced in the 1970s is that they were out of room at their headquarters. There was no office space left at 399 Park Avenue. Now they could have gone to an adjacent building and rented out a couple of floors. That's what a sane person would have done. But Walter Riston was not a sane person. He was a businessman and he had businessman sized objectives. And so instead of just leasing space in an adjacent building, he decided he wanted his own building. And he wanted it to be a signature building. There were two things that he wanted to say with his building that he wanted to build. He wanted to show that number one, despite the recession, city bank was still in great shape. They were still a very stable bank. And number two, he wanted to show that they were still committed to New York. They weren't going to go anywhere. Despite these crumbling construction projects all around, despite the decrepit state of the subway, they were committed to New York for the long haul. And the way that Walter Riston saw best to do that was to build the signature building. So they started buying up property. Their current headquarters were at 399 Park and they started buying the city block right across the street from 399 Park. There was a problem, St. Peter's Evangelical Lutheran Church. The good people of St. Peter's liked their church building right where they had it. And where they had it was right on the prime corner of Citibank's lot, right at 45th and Lexington. They were the last holdout on this block. Citibank literally owned the rest of this block and they needed the full block for the foundation of this building. They had aspirations to build a tall tower that would stand out on the skyline and you need a lot of foundation to do that. So they started negotiating with the church. Well, the church's congregation had been hit by the recession just like everybody else. The church was in bad shape and their giving was down so they didn't have enough money to refurbish their building. So he said, sure, we'll sell you our property, but you gotta build us a new church. And Citibank said, well, sure, we can do that. Where do you want it? St. Peter said, right where it is. Not only did they want it right where it was, they didn't want any support structure for the skyscraper to go through it. They didn't want there to be any adjoining walls. And they were unwilling to negotiate on that point, or at least Citibank wasn't willing to pay enough money for them to negotiate on that point. So what else was Citibank gonna do? There were no other terms being offered. They had to say yes to this proposal, it was their only option. So they agreed. And they bought the air rights above St. Peter's Church. This is actually the first air rights transaction in New York real estate history. Well, Riston presented this conundrum to his architect for the project, a man named Hugh Stubbins. Riston needed a building, a plan for a building that would allow this church to be on the corner it was already on. And so Stubbins had this idea, well, what if we can't deliver one corner of this giant building over the church? We just let it hang over the top, seems to make sense. So Stubbins brought in his structural engineer for the project, a guy named Bill LeMesure. He said, Bill, how about we cantilever one corner of this building over this church? Can we do that? He said, sure, that shouldn't be a problem. So then Stubbins got to thinking about it, and he said, well, what if we cantilever two corners for symmetry? I think it would look nice. LeMesure thought about it a little bit, and he said, well, it'll be a little harder, but I'm sure I can come up with a structure that'll do that. Then Stubbins got greedy. He said, Bill, we could create a really dramatic base for this building. And provide a lot of public space if we cantilever all four corners. And so, believe it or not, that's what they did. So there's St. Peter's Church right there at the corner of 45th and Lex. You can see the building hanging over it. I don't know about y'all, but it doesn't seem like those skinny little columns should be enough to support that giant building. That's actually the genius of Bill LeMesure's design, figuring out how to do this. That's not a manipulated photo. That's actually the base of that building. That's what it looks like. One of the most really great ideas this one came about in an Abton sketch. Bill LeMesure was sitting at his favorite Greek restaurant close to his office in New York when he came up with this idea for these diagonal wind braces. Let me explain a little bit about how this works. So in most buildings, the bulk of the structural load is carried by columns that run down the corners of the building. It goes from the top straight down to the bottom. But what happens when those corners don't go all the way to the bottom? Where does that weight go? That was the problem Bill LeMesure had to figure out. So you can see the basic idea in his napkin sketch. There's a series of inverted chevron braces that direct the load of this building to these center columns. A series of six of them, eight stories tall apiece. And so if we take one floor in the middle of the building, we can see how this works. The weight of this floor goes down the center and the exterior walls of the building down to the chevron below it. And the chevron concentrates the load over that central column. So the chevron takes care of handling structural load. Not only that, it handles wind load. So when wind is blowing on one side of the building, the chevron takes that load from the face of the building and transfers it to the central column. So LeMesure was satisfied that his design was safe and was going to hold the building up and he presented his plans to the New York Building Authority. They agreed with him. They approved the plans and construction began. Now LeMesure, self-confessively, has a big ego. And he tried really hard to convince Hugh Stubbins to put his diagonal supports on the external face of the building so that everybody could see them. But Stubbins was insistent that his glass and aluminum facade be the only thing that you can see. So this is the last time you can actually see these braces intact at their full height when the building's under construction. Now the interesting thing about this picture, I don't know about y'all, but that doesn't look like very much steel to me. And actually it's not. So the steel skeleton of this building weighs about 25,000 tons. Compare that to the Empire State Building, a similarly sized building, a little bit taller. The steel skeleton of the Empire State Building weighs 60,000 tons. So this building is feather white, feather light by comparison. Now this lightweight enabled the building to stand up on stilts, but it caused a problem. The building was much less resistant to the wind. Now something you may not know is that all tall buildings sway to some degree. You can actually build a much stronger building if you give it some give, if you let it move around a little bit, then if you build it completely rigid. And buildings could actually sway quite a lot and still be structurally stable if it weren't for their feeble occupants. Because if you and I were sitting on the 59th story of the city, city court center in the middle of a windstorm and the building started swaying around, we would both be nervous that the building was about to fall over and probably significantly seasick. So LeMesure knew that and he installed the first tuned mass damper in a skyscraper in North America. Now what this thing is, is a 410 ton block of concrete, that big yellow thing at the top, is a 410 ton block of concrete. And it floats on a thin film of oil to counteract the movements of the building. And it's easiest to explain how this works by showing it. So I actually found a video of the tuned mass damper in action. Now the thing to note about this video is that block of concrete is actually the stable thing in this video. The building is moving around it. And so what happens is, is the building moves out from under this giant block of concrete, it very slightly shifts the center of balance of the building and that serves to suppress the sway of the building. So this is the first one of these installed in a building in North America. They're actually pretty common now. When city court center was completed, it was actually the 7th tallest building in the world at the time back in 1977. It was 914 feet tall and 59 stories. It was received with positive reviews by and large. Stubbins got a lot of credit. The New York Times said that Stubbins had indeed created one of New York's significant buildings. But Stubbins wasn't the only one that got credit. Bill LeMesure got a lot of credit for this building as well, for the innovative structural skeleton. So LeMesure was actually elected to the National Academy of Engineering, one of the field's highest honors. And that would have been the end of the story. Were it not for a Princeton engineering student who'd been encouraged by their thesis advisor to look into this building? That student was Diane Hartley. And in the summer of 1978, about a year after this building had been completed, she made a fateful phone call to Bill LeMesure's office. In investigating this building for her thesis, she understood most things about how a structural design worked. She understood how it was bearing load in most situations. But she couldn't quite put together how it was handling quartering winds. Now, the primary force acting on a building day in and day out is wind. Unless it's in an earthquake zone, a perpendicular wind is the strongest force a building is likely to ever see. The building acts much like a sail standing into the wind. The building's primary defense against the force of the wind is its compression, compression string, literally the weight of the building. It holds itself together just because it's heavy. Now, at the top of the building, the wind can develop enough leverage that that's not enough. And when that happens, the structural skeleton of the building is the thing that has to make up the difference. So between the compression force and the tension in the building's frame, the building can stand up to wind. But Hartley wasn't asking about perpendicular wind. She was asking about quartering wind. Now, New York City building codes in 1977 didn't even address quartering winds. And there was a good reason because buildings were strongest at their corners. There was no need to calculate quartering winds because if you calculated for perpendicular winds and your building could stand up to perpendicular wind, there was no reason to worry about the quartering winds. And you can tell from basic aerodynamics that the wind should essentially just flow around the building when it hits it in the corner. It should exert much less force. But this was not an ordinary building. One of Bill LaMeasure's associates answered Diane Hartley's questions to her satisfaction. But then they mentioned this to Bill LaMeasure in passing. And it was a little disconcerting to LaMeasure. He realized that he had done all the math for perpendicular wind. He had thought hard about that because the building code required him to, but he hadn't really considered quartering winds and that got him curious. He wondered how his building stood up to quartering winds. So he sat down, needed to quit pass at the math just to see. And to a surprise, he found out that these angular wind braces experienced 40% higher load than he expected under quartering winds. Load beyond what they faced in perpendicular winds. And normally that wouldn't have worried LaMeasure because when you build a big building like this, there is a safety margin that's required in the structural skeleton, right? You have to build it stronger than it actually has to be. In part because sometimes you do screw up a calculation like this and you want the building to be able to bear it if that happens. And sometimes because it undergoes forces that you don't expect it to undergo. But LaMeasure had learned something the week prior that gave him pause when he learned this 40% number. He'd been in a meeting in Pittsburgh about another building that he was the structural engineer on and he was using the same angular bracing structure that he'd used in City Corp Center and he'd specced out the same welded joints that he'd specced out for City Corp. But US Steel, the potential contractor for this building at Pittsburgh, had pushed back. He said, we don't need welded joints, that's too strong. So the thing about welded joints is a skilled welder can actually make two pieces of steel just as strong as one by welding them together. And sometimes you don't need all that strength. Sometimes a bolted joint is just fine. And that's what US Steel had argued that there was no reason to go to the expense and time of welding these joints because skilled structural welders are far more expensive than structural constructors who can bolt things together. But LaMeasure really wanted his welded joints. So he called his office in New York to give US Steel some reassurance that these welded joints wouldn't be any problem, wouldn't be any big deal. And what he learned surprised him. Stanley Goldstein, the partner in charge of LaMeasure's New York office told him that Bethlehem Steel had essentially made the same argument about City Corp Center, that the weld joints were overkill, that there was really no reason to weld these joints together, that they get the building built faster and cheaper by just bolting them. And the New York office had approved it. They had submitted new offices to the New York buildings department, and that's the way the building was put together. The joints were bolted. But the thing that LaMeasure found himself wondering about, now that he knew that certain structural members in this building underwent 40% higher force than he expected them to, was if his staff in New York had found the same thing when they specked out the bolts for putting this building together. He wondered if they knew about the 40% increase in load. So the next morning, he got a shuttle flight from Boston to New York to have a look at the plans himself. And digging into them, he found what he calls a subtle conceptual error. And that made the problem far worse. What LaMeasure found, much to his alarm, was that Bethlehem Steel in his office in New York had classified these diagonal braces not as structural columns, but as trusses. And that distinction is important because a truss doesn't have the same safety margin requirements that a structural column does. You don't have to build a truss double string like you do a column. And so LaMeasure said, when he pulled open the drawings and he looked at the bolt patterns they had specified for bolting these giant angular wind braces together, he found far fewer bolts than he would have expected. And he says, by then, I was getting pretty shaky. But before LaMeasure could really figure out the full situation and the extent of the problem, he needed exact numbers. He needed to know exactly what the situation in this building was. So we went back to the boundary layer wind tunnel laboratory at the University of Western Ontario. Now the boundary layer wind tunnel laboratory is the world's foremost expert on how tall buildings behave in high winds. When they designed this building they had actually done wind tunnel testing at boundary layer. They built them all. You can see the obvious angled roof line back in the back there. They had done wind tunnel testing to see how this building would stand up in the wind but that was before they had realized that those angular structural members underwent 40% higher force than expected. So we went back to boundary layer. He had them pull out all of the test results and he had them rerun the calculations based on the new strength data. He wanted to know if this 40% calculation was correct and what the implications for the stability of the building were. Well it turns out his 40% number wasn't right. It was optimistic. In variable wind conditions where the wind was pulsing it could actually get the building oscillating and exert significantly higher than 40% more force on these angled supports. And so LeMessure said, LeMessure asked for load data for every structural member in every joint in this building. And so boundary layer ran that through their computer systems and handed him all this data. By this point, Bill LeMessure was pretty distraught. He knew he had a big problem on his hands and he was trying to figure out what in the world he was gonna do about it. And so he went out to his summer retreat to clear his mind. On a 12 acre private island in the middle of Lake Sebago in Maine, he poured over this data joint by joint, beam by beam, trying to make sense of it, trying to understand what flaws lured underneath the skeleton of his beautiful building. He learned that the most critical joint was on the 30th floor and that failure there would cause catastrophic collapse of the rest of the building. Now we're not talking about the kind of catastrophic collapse where the building just falls straight down like you see when they implode something with dynamite. We're talking about the top half of this building tipping over and potentially creating a domino effect that some experts said could have gone from city corp center all the way to Central Park knocking over eight to 10 buildings in the process. So once he had that happy piece of data, he set out to figure out what kind of wind it would actually take to cause this joint on the 30th floor to fail. And what he found was terrifying. What he found was that a 55 year storm would be strong enough to cause this joint to fail. What that means is in any given year, there is a one in 55 chance in New York City of a storm strong enough coming along that could cause this building to fail, one in 55. I'd take those odds in Vegas. But of course that wasn't quite the worst case scenario because in a major storm, it's pretty likely that you're gonna lose electricity. And Bill LaMeasure's fancy tuned mass damper up on the top of city corp center relied on electricity to do its job. Bill LaMeasure realized that he had included the tuned mass damper in his calculations when he was trying to figure out the worst case scenario for this building. So that one in 55 number, turns out that was wildly optimistic. All it would take is a 70 mile per hour quartering wind sustained for around five minutes. So essentially a tropical storm. And a tropical storm hits New York City about once every 16 years. So this is all taking place in July, the very beginning of hurricane season. And so as Bill LaMeasure is sitting there in his lake house in Maine, he realizes that between then and the end of the year, there is a one in 16 chance that a storm that's strong enough to knock this building over will hit New York City. And so he had a decision to make. He knew that if he brought this to city corp's attention, that it would bring almost certain litigation, that it would possibly bankrupt him and that it would unquestionably flush his reputation as a professional engineer right down the toilet. He would never work again. He knew this. So he contemplated remaining silent. He contemplated driving into a bridge about a minute, a hundred miles an hour. But he couldn't bring himself to do those things. His morality and his sense of professional ethics as an engineer just wouldn't let him do it, thankfully. So he picked up the phone and he called Hugh Stubbins. And the next morning, he and Hugh Stubbins met at La Measures firm at 515 Madison Avenue in New York City to try to figure out what to do about this. The first thing they tried to do was get ahold of Walter Riston. But of course, it's really tough to get ahold of the chairman of a Fortune 500 company. They didn't have any luck getting through the layers of secretaries and assistants that protected him from the outside world. Nor did they have any luck getting in touch with the bank's second in command, President William Spencer. But they did get an appointment with this man. John S. Reid. Now, Reid was a city group senior vice president who would actually succeed Riston as the chairman. Reid had a background in engineering, so he had no problem following the problem that La Measures was bringing to his attention or the solution that La Measures was describing. This is where Stubbins insistence on his clean aluminum and glass facade saved Bill La Measures Bacon. Because the solution to this problem was actually pretty simple. All of these crucial joints were exposed on the inside of the building. They could get to him. All they had to do was go to the joints and knock the drywall off and weld a two-inch thick steel mending plate over each vulnerable joint. They'd do the work at night when the building was vacant so they wouldn't disturb the tenants. They could build a little plywood shack around each joint that they needed to weld so that they could protect the tenant's possessions. They could even turn the building's fire alarm system off at night so that all the smoke that they produced by welding wouldn't set off the fire alarm system. The only real question Reid had about this plan was how much it was gonna cost. And Bill La Measures shot him an off-the-cuff estimate of around a million bucks. And so, John Reid sent La Measures and Stubbins back to their office to await further instructions. About an hour later, this scowling face walked into their office with John Reid, Walter Riston himself. Now, Riston, as you can tell by this photo, is not known for being a particularly happy, friendly man. He's intense. He's dour. He has the fortitude of an individual who would run a company like Citibank back in the 1970s. He fit the executive profile of that day. But his focus that day was on saving his building. He asked for something to write on to take notes for the press release that he knew he was eventually gonna have to write and somebody handed him a yellow legal pad. And that made him laugh. He looked around the table and he said, gentlemen, every war has been won by a general writing on a yellow pad. And Riston's humor did something in that room that was very important. It put everyone there at ease and let them focus on the problem at hand and solving it. They got to work putting together their plan. Within hours of the meeting, they had arranged for delivery of not one but two backup generators to make sure that the tune mass damper stayed powered so that they could at least keep their baseline failure rate to one in 55 years rather than one in 16. The next morning, Bill LaMeasure and several other associates showed up on an unoccupied floor of City Corp. Center to meet with engineers from Carl Koch Construction, the firm that would be doing the repairs. And the first thing they did was knock open one of those joints to see if this repair was even gonna be feasible. Sure enough, they knocked it open. The bolts were as scarce as LaMeasure was afraid they would be, but the repair was feasible. The engineers from Carl Koch said, no problem, we can absolutely do this repair. And better than that, we've got all the two inch steel plating on hand that we need to do it. We'll get started cutting it right away and we can start welding on the building as soon as you have new drawings approved. They went to the National Weather Service Office, which in 1970 was actually located at 30 Rock. You can see the ray dome on top of the building there. They spoke to the meteorologist in charge to brief him on the situation at City Corp Center and to ask for meteorological support so that they would know if there was a major storm coming that was likely to knock over their building. They wanted as much notice of potential wind events as they could get. The reason they needed that was because of this man, Leslie Robertson. Now, City had brought Leslie in as a consultant on this project. He is one of few peers that Bill LaMeasure has in the world. He's a structural engineer that does the same caliber of work as Bill LaMeasure. Leslie Robertson's claim to fame is he did the structural design of the Twin Towers of the World Trade Center. And Robertson's first action after verifying LaMeasure's plans and agreeing that they were appropriate and would solve the problem was to insist that they create an evacuation plan so that if the weather turned and there was even a remote chance that a storm might knock this building over that they could get everybody out of harm's way. But they had to do it quietly. They didn't want to cause a panic. They didn't want to cause a large area of Manhattan to be permanently abandoned while they fixed this building because there was no reason for that level of alarm. There was no imminent danger. So they brought in the New York Red Cross to go door to door, survey all the businesses and all the residences and figure out how many people they were talking about having to move during the day and at night in case they decided they needed to enact this evacuation plan. Meanwhile, the work began in earnest. The city of New York had assigned a building inspector to be on site all night long while this work went so that when they finished one of these joints the inspector could come and inspect it and they could immediately box it back up so that they could fix one of these joints and have the drywall repaired and the office cleaned up overnight before the tenant got back in the next day. They also gave this building inspector extraordinary power to approve new structural welders on site because as you can imagine there's not a lot of skilled certified structural welders that can do this caliber of work but New York does have a lot of steam fitter welders because there's a lot of steam heat in New York. And steam fitter welders can weld structural building structural welds just fine. They just needed to be certified. The building lit up every night with the work of the welders and a race against the unknown. They had no way of knowing what their actual deadline was because there was no way to know if a storm was gonna hit New York that year. And their luck held out until the very end of August. About 6.30 in the morning on September 1st Bill LaMesure got a call from the National Weather Service.  Now the problem they faced was that the evacuation plan that they had designed needed plenty of advanced notice for them to be able to actually get everybody out of harm's way in time. And so they had to make a call on this long before they knew for sure if the storm was gonna hit New York. Long before they knew if even if it did hit New York if it was gonna be strong enough to knock over the building. So they had an emergency meeting. LaMesure and Leslie Robertson and City Corp execs got together and talked about this to try to figure out what they were gonna do. The building was now strong enough that it would withstand a 200 year storm. So this would have to be a pretty significant hurricane to cause the building to fail at this point. But nobody knew what strength Ella would be on landfall. Nobody knew how strong it would be. They were actually that afternoon about an hour away from making the call to an active evacuation plan when Ella decided to turn back out to sea. By September the 13th, the building was strong enough that they no longer felt the need to keep up the weather watch. They no longer felt the need to maintain an evacuation plan. Everybody calmed back down. The crisis was essentially over. They had saved the building and with the building saved, all the things that LaMesure was afraid of began to pass. City Corp had been focused on getting the building fixed all summer. But now that the crisis was over, they served LaMesure with notice of their intention to seek repayment of all costs involved in repaying this building. But something interesting happened. City might never actually filed suit against LaMesure. Two senior vice presidents from City Corp sat down on one side of the table. Bill LaMesure sat down on the other. He offered them a $2 million settlement. Now City pushed back, but in the words of Bill LaMesure, they didn't have a lot of conviction in their pushback. At the second session between them, LaMesure's insurance lawyer was the only lawyer present. He was only there to drop a settlement. City Corp agreed to hold Houston's firm harmless and to accept the $2 million settlement from LaMesure's firm. Now various estimates put the cost of these repairs somewhere in the $4 to $8 million range. So $2 million didn't come close to covering their expenses. But they agreed that $2 million would make them whole. And that's the remarkable thing about this whole story. We're talking about a giant investment on the part of City Corp. A huge bill to fix it when something went wrong. At the end of the day, the building got fixed. Nobody sued anybody and everyone was made whole through a couple of conversations. Let's talk about why that happened. So the first important factor is that Bill LaMesure was remarkably transparent.  He called City Corp into the room and told him exactly what had happened. Remember all those things he was afraid of? A lawsuit, bankruptcy, lots of his professional reputation. None of that happened. He never got sued. He certainly didn't go bankrupt. He actually didn't pay anything. His insurance company paid the entire $2 million of the settlement. And his professional reputation that he was so afraid he would lose if he confessed this. The opposite actually happened. The story of City Corp Center is actually used in engineering classes all over the country as an example of professional ethics in engineering. Bill LaMesure is held up as an example of fantastic ethics in his field. And when you make a mistake, when you ship code, when you bring production down in the middle of the night or delete a crucial table out of your production database, your mind immediately goes to worst case scenarios.    But those things rarely happen.  Our brains are really good at preparing us for worst case scenarios. So that what actually happened doesn't seem like that big a deal.  The side effect of it is, is if you listen, it can make it really tempting to try to fix the mistake yourself for to cover it up to not share it with anybody, not share it with your team who can help you make it right. And that's not what you want to happen. Because when you make a mistake like this, you're not in any position to be trying to fix it yourself. Another thing that Bill Immeasure did that was remarkable is he was solutions oriented in this building. He didn't just come to John Reed and go, well, I screwed up your building. So when you go to your boss to tell them that you dropped a table out of the production database, you should probably be prepared with the time stuff of the latest backup that you have of that table. And you should have an idea of what it's gonna take to repair that table. Because if you walk into that meeting with a solution, you change the tone of that meeting significantly. You shift it away from being backwards focused. You shift it away from being focused on finding blame. And you make it a forward thinking. You make it forward thinking to finding a solution and moving forward. You show this person that you're confessing your mistake to that you're on the same team. That you just screwed up but you certainly didn't mean to. It helps the conversation not devolve into the blame game. It helps you move forward and solve the problem. So if you make a mistake, you should be transparent and solution oriented.  What about if you're on the other side of the table and somebody on your team is coming to you with this kind of information? Well, there's some significant lessons to be learned in how Citibank conducted themselves in this story as well. The first thing, Citicorp kept the conversation blameless. And you saw that look on Walter Riston's face. I bet he could choose somebody up one side and down the other if he wanted to. And I bet he's done that a number of times in his career. But he didn't do that here. There's always plenty of time to figure out why something happened and how to keep it from happening later. It's always a systemic problem. People on your team aren't setting up to be malicious and screw things up on purpose. So it's up to you as a manager to create a system around your team to help them be safe when they're doing their work, to help them not be able to break things like that. And when they do, and as they inevitably will and they bring it to you, you owe it to your team members to keep a level head. Because remember that subtle trick that your brains play about preparing for the worst case scenario? Well remember, this person that's talking to you is doing that very thing. They are expecting you to yell at them. They are expecting you to fire them. So unless you're gonna do that, that's not what they need from you. They need you to not pile on. They need you to be supportive and calm and measured and help them implement the solution that they're bringing to you. There's always time to talk about this later and you owe it to them to follow up on it later to find out what they learned from the situation. But nobody's gonna learn anything if you try to figure that out in the heat of the moment. Wait until you're calm and rational and can have that conversation. The other thing City Corp did is they were kind. Walter Riston didn't chew Bill LeMesure out. Instead he built trust. He built upon the trust that he already had in Bill LeMesure. And they remained partners in this project through the end. They got the building fixed and it still stands on the corner of 54th and Lexington and New York to this day. But the most important thing that you need to remember is that mistakes are inevitable, both as an engineer and as a manager. You're gonna make mistakes. Your team is gonna make mistakes. Facebook talks about moving fast and breaking things. It's a cute saying but it's also a bit of a truism because we work in this field where the ecosystem around us moves fast. We're using new frameworks, new technologies, new languages, new best practices on an almost daily basis. And when we move that fast and try to push the state of the art at the pace that we do, we're gonna make mistakes. Now the thing about this building and the 25,000 ton skeleton that Bill LeMesure created for it is it served as a model for skyscrapers that followed it. Without the innovative work that Bill LeMesure did here, we wouldn't have buildings like Taipei 101 or the Burj Khalifa. You need these lightweight steel skeletons to be able to build taller. You need to be able to support the load of a building by means other than compression strength and that was what Bill LeMesure brought to the table here. He pushed the state of the art of engineering and he made a mistake doing it. But it wasn't an uncorrectable mistake. And by figuring out how to correct his mistake, he allowed the state of his art to move forward and he allowed his building to succeed. Same thing applies to us. If you're going fast and you're innovating, you're going to make mistakes both as an individual developer and as a company. So one of the best investments you can make is learning what to do when you make one of those mistakes, learning how to conduct yourself. Because that, building a team that is supportive of mistakes and knows how to handle them, is a very important part of being able to innovate. Thanks a lot.


and it seemed like the first two innings, while effective, you were searching to get comfortable out there. What adjustments did you make that allowed you to settle in? I just got the ball just, you know, those few couple inches back on the plate. You know, with an explosive offense like that, it's probably going to take more than one pitcher to get the job done. And, you know, you don't want to surrender an early lead in that situation. So if you're not quite comfortable, you got to just, you know, keep making pitches and trust that if you execute something in a big spot, you'll get rewarded.  How frustrating is one like this? Seven strong innings, just one run, not able to come out of here with a win? I mean, it's just a tough one for the boys in general. I, you know, I thought we played every pitch today. We played really sharp defense. We pitched well pretty much for the most part. You know, just obviously, you know, the cold hard truth is we got outpitched and outplayed. So, you know, credit to the opponent, absolutely for sure, magical day for them. You know, Al Tv's hitting the ball inside off the plate. The left-hander's capitalizing on, obviously, a mistake pitch there late and they continue to put pressure on us. So it's just, you know, overall, just kind of a downer, kind of a tough day. And, you know, one of those days that hopefully we can learn from and be able to, you know, push through if we get in that situation again. By no means the end result you guys would have liked. But as a pitcher, can you respect what Javier did knowing the offense that he was facing? Yeah, absolutely. I mean, you know, we got two world-class offenses out here today and, you know, obviously, I personally have a ton of respect for the guys on the other side of the field.  So, you know, tip of the cap to Javier, special day for him. He was excellent all around. Mixing his pitches, Maldonado was sharp behind the plate for him.


What is up everybody? This is Chris from the Rewired Soul where we talk about the problem, but focus on the solution. And if you're new here, my channel is all about mental health. So if you would be so kind, make sure you hit the subscribe button. Go ahead and turn on the notification bell. I make a ton of videos. Anyways, this is a real quick video. I've never done this before, but I just had to talk to you guys about this. So there is a new book out called Lost Connections by a man named Johan Hari. Some of you may know this name or he may look familiar. He grew pretty famous for his TED talk talking about the truth behind addiction. And there's some other stuff I want to go in deeper on that in another video. But anyways, he just wrote a new book called Lost Connections. There's about uncovering the truth about depression. And like I said in my clickbait title, this thing is changing everything I thought about depression. And like, man, it's messed up. Like, I want so many people to read this book, but like, go into it with caution, because it's literally changing everything I thought I knew about depression. And what he's doing is he's, he investigates stuff. He wants answers. And something that is making me question everything, and I'm debating on whether even making videos about this is things that he's uncovering in this book. And I can really relate to his struggle, because the more he finds out, the less he wants to know.  Like, he talks about how he was on anti-depressants for over a decade, continuously upping his dose. And he couldn't understand why he was still depressed and why he had to keep upping his dose. And he started researching it and going and talking to different doctors and scientists and things like that. And there are doctors and scientists who have been like, almost, almost excommunicated because of what they're finding out. And the problem is, is the story that we've been told about anti-depressants isn't necessarily true. Some of the things, just some real quick spoilers, something that they found is that 50%, 50% of the people who are on anti-depressants, if their symptoms start to decrease, it is purely a placebo effect. There was only about 25% of people who are actually benefiting from what these anti-depressants are doing. Through other research and other studies, what we thought we knew about serotonin levels as the cause of depression is not backed by science. There is no solid proof that serotonin is the cause for depression and it's causing some uproar within the scientific community. But this has actually been going on for a couple decades and I'm intrigued to see where this book goes because I'm trying to find out why these studies were done 10 or more years ago, but we're still kind of peddling the same narrative about them. Basically, some of the people talking about these SSRIs, these medications meant to increase serotonin, one of the issues is that the side effects of them is worse than what they're actually helping. So there's something called the Hamilton scale, a scale of 1 to 50. One is you're doing great, 50 is that you're extraordinarily depressed, you're about suicidal. What they have found is just to put in perspective for you, getting better night's sleep moves you six points in the good direction on the Hamilton scale. Anti-depressants on average move you about one and a half points. So the anti-depressant things that we've been learning aren't necessarily true, but what I love about this book so far is that after he kind of uncovers all this stuff, where I'm adding the book now, is that he's talking about the real sources, the real causes of depression. And we're starting to see that it's not necessarily these chemical imbalances. And the reason why this starts to make you question what you've known and it kind of makes you uncomfortable is because the story we've been told about this makes us feel better. You get told that the brain has a problem, this pill fixes that problem, and we're better, we're fine with it. But with this, we're uncovering the truth, but by uncovering the truth, we're able to get down to the real sources and the real solution. So right now in the book, the part I'm at, he's talking about a lot of the social issues and the countless studies that have been done to show how a person's environment is more so an indicator of depression than genetics or low serotonin levels or anything like that. And because of this is that we're able to start working on real actual solutions. So like I said, like this book is messing me up and I was really excited to come and just kind of make a rambling video about it. I'm not even going to edit this. It's probably going to sound crazy. I probably sound manic right now. But like, like, if you want to go on this journey with me, I'm going to leave a link to the book right below in the description and in the comments. Like, I would love if some of you out there who are interested in learning more about mental health like this is what I do. This is how I make content for you guys. So I would love if some of you joined me on this journey of reading this book that's messing up my brain. But through this, we're going to find some solutions. All right. So if you liked this video, give it a thumbs up. If you're new here and don't think I'm crazy, make sure you click that little round subscribe button. If you want to see some other less crazy videos of mine, make sure you click her top on one of the thumbnails right there. All right. Thanks for watching me with me. Again, check out the book. It's in the description and let me know what you think about it. All right. But I will see you all very soon. Bye.


The following is a production of New Mexico State University. Welcome to another episode of Long Live La Familia, the nutrition soap opera series that speaks not only to our hearts, but also to our appetites. I'm Keri Bachman. If you've been with us before, you'll remember the Sierra family, the focus of our series. Today's episode is called La Viabetes, a matter of balance, and so we're looking at the issue of diabetes. What featured in the episode today are Lisa and her brother, Samuel. Samuel has just been diagnosed with diabetes, and Lisa's boyfriend has the illness, and it's interesting to see the contrast between how the two of them deal with diabetes.  With just English, you'll be able to understand all of the concepts perfectly well. We have our episode broken up into three segments, and that means it'll give us some time to get back together and talk about what we've seen and relate it also to our own lives. We always make a recipe with our episode, and so today I'm going to go ahead and wash my hands and explain to you all while I'm doing that a little bit about diabetes. Diabetes is an illness that used to be considered just something that older people got, and more and more we're seeing it in younger people and even in children. Diabetes is caused when the body is unable to process carbohydrates that we eat, and carbohydrates are important because they give us energy. When we eat them, they turn into glucose or blood sugar, and when that blood sugar or glucose doesn't get into the cells that use it for energy, it stays in the blood stream, and it can cause all kinds of problems. Now the body produces a substance called insulin, which is the key that lets the carbohydrate or the glucose into the cells. With people who have diabetes, the insulin isn't functioning properly, and so they're not able to get enough carbohydrate or glucose into their cells. That makes it really challenging for them because then their bodies are starved for carbohydrate. All of the glucose that is in their blood then can cause some complications, just such as kidney disease, kidney failure, and also problems with circulation in your limbs such as feet, which can lead to amputations, and also blindness too because your blood is not circulated, your blood has too much glucose in it. So there are many reasons to be concerned if you have diabetes, but luckily there's a lot of things that can be done related to diet to help people deal with their diabetes. Now in our first segment as we watch it here, take a look and see what the stresses are that Samuel is feeling as he's trying to deal with the thought that he has diabetes. Let's go ahead and watch. Oh, cre, que puedes, cuñado. Normally you're early. I lo siento cuando llegué a tiempo. I was closing a deal and it took a little longer than I expected. Nothing's wrong at home, is it? No, todo está bien. Meno so, yo y este dieta. Samuel, are you still struggling with what you eat? How's the day of the cuñado? That is what I wanted to tell you. She's pregnant. Marisana, felicitadas. You must all be so excited. The thing is, I'm worried. I want to live to see this baby grow up. ¿Por qué te preocupa que te vayas a morir? Pues ya sabes que tengo diabetes. Forget it. I have diabetes too. Pero aun cuando divetes, yo pienso vivir muchos años más. I'm going to live to see my kids have kids. No entiendes, cre. I can't control what I eat. En el trabajo, sin darme cuenta, me como una caja entera de donas. I keep a hidden stash of junk food. Puede cambiar todo tan rápido. It takes time to change. Yo no tengo que cambiar. What is something that happened to me? ¿Quién va a cuidar mis hijos y me enfermo? Calma, te mano. It can't be that bad. ¿Tienes shock, cre? Ah, sí, por favor. Siempre habido la misma cosa. This is the only place in town I can get papales. ¿Tallet cook? Normalmente los hombres no toman refrescos. ¿Aquí vienes usted helado? Thank you. Are you ready for your... Al menos yo estoy lista. I'll have the red chicken enchilada plate. Don't fry the tortillas, please. Y solo un poquitito de queso. And then I want a side order of frijoles de la olla. Oh, beans with a little bit of green chile. That's all. You're sure taking a long time with that menu, Miguel? Como nunca he venido a ti, no conozco el menu. ¿Cómo están tan bien a ti? Ah, they make the best green chiles too. Lo preparan con muchas verduras. Entonces el talio, por favor. That's your beach you haven't seen before. ¿Por qué te preocupas por los carbohidratos? ¿Tienes diabetes? ¿Te ves tan sano? Did you notice how stressed out some well is with his diagnosis of diabetes? It's interesting to compare him with his brother-in-law, Craig, who also has diabetes, and with Lisa's boyfriend, Miguel. One thing that came out in that last segment was that when you're eating and you have diabetes, a healthy diet for people with diabetes is not so different from a healthy diet for people who don't have diabetes. And that comes in really handy, actually, because when you're in a family where some people have diabetes and others don't, you want to make sure that the person who has the illness doesn't feel left out. And all of you can make some healthy changes to your diet that will help the health of everybody. Now, there are a couple of differences in terms of looking at foods when you have diabetes. And in fact, what I want to show you right now is a different version of the food guide pyramid. It's called the diabetes food guide pyramid. And actually, as you'll see, it looks quite a bit like the regular food guide pyramid. The shape is the same. The food groups are pretty much divided up the same way. But there are a couple of very important differences. The first difference that you'll notice is that the bottom level of the pyramid, which is normally the grains group, has some other foods added to it. It includes also beans and starchy vegetables. And that's because those foods are high in carbohydrate, just like grains are. So you want to go ahead and put dry beans down into the grains group, as well as starchy vegetables, like corn. Now, the vegetables group then includes vegetables that are not starchy. The fruits group is pretty much the same. The milk group includes liquid milk and yogurt. But cheese actually is moved over into the meat and others group. That's because cheese itself doesn't have too much carbohydrate in it. And then at the tip, we also have the fat, sweets, and alcohol, as we do in the regular food guide pyramid. Now, when we look at the food guide pyramid, it's important to look at the individual food groups and how they affect blood glucose. Remember that foods that are high in carbohydrate will affect blood glucose more than foods that are lower in carbohydrate. That's why Miguel was looking at the menu so carefully. When you look at the food groups here, we've got them all listed, and you can see that there are some food groups that have a very large effect on blood glucose because they are high in carbohydrate. Those are the groups, the grains, beans, and starchy vegetables, the fruits, and the milk group. Now, groups that have a small effect on carbohydrate or on blood glucose, rather, are the vegetables, the meat and others, and the fats. The sweets group is actually going to have a large effect on blood glucose because it generally contains a fair amount of sweeteners, which are carbohydrate. Now, when you're looking at the food groups, the other thing to keep in mind is portion sizes. And we don't have time to go into that in great detail today. If you'd like more information about portion sizes and also, as well, a copy of the Diabetes Food Guide Pyramid, you can give us a call on the screen, toll free. Now, we're going to go ahead and introduce the recipe that we're making today. And it is for an ambrosia fruit dip. And I've selected it because it's using artificial sweeteners, which we'll talk more about at the next break. First thing I want to discuss with you, though, is that we're using some cream cheese as the basis for our dip. We've used cream cheese before in our recipes. And you can have us, there are many selections. What I've chosen here today is fat-free cream cheese.  Either one will work just fine. But we'll get back to the recipe in a few minutes. Let's go ahead and watch the next segment of our episode. As you're watching, take a look at how the people in the episode balance their food choices between foods that are higher in carbohydrate and foods that are lower in carbohydrate. It's easier for you to eat, right, Craig? Your family's eating the same foods you are. In your family, the others are still eating the same as before. And you're the only one who's changed? Yes. I can't take it anymore. Especially when everyone else gets into good verduras. And you should see what they feed me for dessert. The rest is like a cake. I'm not a lot, any sugar, any more. And now they're permitting coming out of the sugar? It sounds like Samla's family doesn't really understand how to help him. Before you have a lot of coming to LLV, I see the way to explain how to work well. So they'll be ready soon. I just try to eat right so I can keep my blood sugars in a healthy range. Uh, no es tan diferente de tu manera de comer, Lisa. You mean if you follow the food guide pyramid, like I do, you can help your diabetes? I just have to plan my meals a little more carefully by balancing certain foods. No entiendo. Me estás diciendo que tienes que comer huevos con tus papintas en la mañana? Exactamente. Valencia o la comida que aumenta el azúcar en la sangre, con las que no hablas. You mean some foods raise your blood sugar more than others? Entonces qué hace si vienes a un restaurante y te da de más?  I just take what's left to go. Me lo llevo para casa para comerme después. Ay, cómo estrando esta comida. Adela piece me like a rabbit. But I promise, Craig, this is the last time I break my diet. Hey, Samuel, no are necessary. ¿Tú creías que es posible viver el resto de la vida sin comer otra sopa pia? You can't just give up everything you love. Pero Craig, necesito dejar de comer todo lo que sea comida grasosa. Y todo, y toda clase de la comida grasosa tiene que ver con la comida grasosa. Y todo, y toda clase de dulce. I don't have a choice. Yes, you do have a choice. It's really just a matter of balance, planning ahead to fit in your favorite foods. Hoy puedo comer así y mañana no como nada más que lechuga.  La idea es balancear tu comida cada vez que comes. Mira mi plato. It has a little bit of everything. Bueno. Pero mi plato también tiene una variedad de comida, no crees? You can see that when you have diabetes, it's important to try to balance the foods within a meal between foods that are higher in carbohydrate and foods that are lower in carbohydrate. That's what Miguel and Craig were actually trying to do when they're ordering. Now let's take a look at how you can actually bring this into your own life a little bit. There's a method we can use called the 50-50 method. Now if you think of a plate, divide the plate in half. 50% of the plate is going to be for higher carbohydrate foods and 50% of the plate will be for lower carbohydrate foods. Let's look at an example of how that can work. I've got an example here of a meal that is focused around a bean burrito. Now on our high carb side of the plate, which is the left side here, we have a flour tortilla and one half cup of refried beans. So that gives us a total of three servings of high carb foods. On the low carb side of our plate, we have half a cup of diced tomato, half a cup of chopped lettuce, one cup of jicama, which we eat as a snack kind of on the side, and then half a cup of grated cheese. The total here comes to three and a half servings of low carb foods. So you can see that we've actually balanced out the high carb foods with the low carb foods. Now the reason this is a good idea to do is when you balance your plate like this, you'll be assured that you're not eating too many high carb foods in the same meal. That can make it harder for your body to process those carbohydrates and can lead to a larger jump in blood glucose. It's not that the protein foods actually counteract the high carb foods, but the fact that you're eating foods that are higher in protein, fiber, and fat will kind of give you a sense of fullness and then you won't be so inclined to eat very high carb foods at the same time. So you want to try to balance out those two sides of your plate. Now let's go ahead and take a look at our recipe here that we're preparing. I showed you before we've got our cream cheese here in this bowl and we're going to make a dip called ambrosia fruit dip. And a dip for fruit, you might guess, is normally going to be sweet. When you're working with people with diabetes, sugar can be one of the sources of carbohydrate in the diet. It's not the only source and you don't have to get rid of all sugar. But it does come in handy to use artificial sweeteners from time to time. I've got a couple of them here today. There are many more that you can find in the store. Splenda is one of the newer artificial sweeteners that usually uses a food called sucralose, a substance called sucralose that makes it sweet. And another type that you can use, you can find store brands of these now, is an aspartame-based sweetener, which is often called equal or natural taste. This is actually the store brand of that. And the reason I've got these two different versions here is you can see this one here measures just like sugar does, whereas this one is actually much sweeter than sugar. So when you're using this one, make sure that you pay attention to how this can substitute for sugar. In our recipe, what we're going to do today is add about a half a cup of sugar. And what that translates into as a sugar substitute depends on which one of these we're using. So because this one measures just like sugar, you can add half a cup of this one or do the math and add 10 or 12 of these packets. Because each packet here is equal to two teaspoons of sugar in terms of sweetness. So I've already dumped 10 packets into this bowl right here. We're going to go ahead and dump these in here. And what I recommend is putting that in and mixing it with your other ingredients and then at the end tasting to see if you need to add any more sweetener. Now, we'll go ahead and take a look at our next segment as you're watching. Think about the ways that you see in the segment that Samuel can really help deal positively with his diabetes. Do you have diabetes in your family? Um, yes. My brother-in-law has had diabetes for a while and my brother-in-law Samuel has seen diabetes recently. Now, he doesn't have to eat anything that contains sugar. Well, actually, people with diabetes can eat some sugar. There's many myths about diabetes. It's important that from Marseille they take good care of themselves. Miguel, you seem to be very well-informed. Hey, would you be willing to talk to my brother-in-law about diabetes? He's been so depressed. Maybe you can help him. Lisa, are you going to introduce me to your family? I'd be honored to meet your brother. You know, Samuel, you also need to think about your son. If you have to change, it's possible that he also changes his habits. Yeah, I heard that diabetes runs in families. I don't want my son to suffer like me. Why don't you come with me to my support group? In our group, we talk about issues related to diabetes. I don't know. A group of chickens doesn't sound like something for me.  We have a group of people, and we're always shooting hoops. So, they're the ones who have helped you to lose some weight. You know, I never really liked going to the gym much.  Let's see if I can join the group. Since when do you work here? I see you here at Las Trancas all the time, as a customer. Well, my grad assistant salary just wasn't enough. I had to pay the bills. Did you notice that Lisa was here? It seems like she's my sister-in-law. Come on over. Gracias, Santiago. La comida estuvo bien deliciosa como siempre. Otra vez, este amigo de Lisa. Is this someone I should know about? Hey, how are you, Lisa? Miguel, ¿cómo estás? We missed you at our last meeting. Guñado, hermano. Miguel, this is my brother-in-law, Craig and my brother Samuel. Don't you like the Samuel? Nice to see you, Craig. Miguel y yo nos conocimos. Somos miembros de la misma grupo de apoyo para los divetes. Ah, Craig was just telling me about your group. I'll see you at the next meeting, Miguel. Ay, qué bueno. El grupo le ayudará a Samuel controlar su diabetes. Now that you met half the family, I'm Santiago. I'm Lisa's younger brother. Alguien me dijo, tú y Lisa son hermanos. It's nice to meet you, Santiago. No nos vimos la otra noche. You two have been out to eat, I think. That was our first date? Our first many hours. Me alegro verte tan feliz, Lisa. Did you pick up a couple of ideas about how Samuel can deal a little healthier with his diabetes? Well, one thing he can do is join the support group that Craig mentioned, and he looks like he's planning to do that. One of the things that was mentioned there, too, was physical activity, and I wanted to stress that that is very important for people who have diabetes. Physical activity helps your body process blood glucose more efficiently so you can actually deal better with the carbohydrates that you're eating. Another thing that will help Samuel is thinking about his son and being a healthy role model for him so that he doesn't end up getting diabetes. Let's go ahead and finish our recipe real quickly here. I've gone ahead and chopped up some fruit here. We've got two different kinds of apples and pears as well, just real colorful. And these are favorites of both adults and kids. We've got eight ounces of cream cheese and our sweetener here. We're going to use a bean masher. And I'm also going to measure in one cup of yogurt. It's plain yogurt. And when you're using yogurt, it's nice to use plain yogurt because you can add your own sweetener, either artificial or a small amount of sugar or honey, and then you don't actually end up having quite as much carbohydrate. So we'll use a cup of this plain yogurt. I'm using low-fat here today. You can use non-fat if you'd like. And then one teaspoon of grated orange rind. You can see I've grated this up ahead of time. It's really pretty. This adds a nice zing to our recipe. When you're grating, just use the small holes on your grater. And once you've grated all of the yellow part of the lemon off, you can use your lemon for juice to put on the apples so that they don't get discolored. Okay, so we've got all of this here now. The one last thing that we need is one teaspoon of vanilla. And then all we're going to do is mix this up with our bean masher. And then we're going to have this, the cream cheese at room temperature, because that will help everything mix together a little bit better. Now let's think as we're mixing here about what a goal could be after having watched this episode. Do you have diabetes? Well, then you might want to set a goal of using the Diabetes Food Guide Pyramid and or the 50-50 method when you're planning your meals for the next week. And one way to do that is using the meals and snacks planner. Again, you can call us if you'd like one of these or make one yourself. Basically, you just list all of the meals and snacks that you have for the day. And then on the left side, put high carbohydrate foods. On the right side, put low carb foods. And it's a kind of a way of using the 50-50 method over the course of a day to make sure that you're getting the right amount of servings of the foods that you need. Now the dip is coming together a little well and I'm sure that can actually work real well too. One thing I'm realizing is I might have wanted to go ahead and mash up the cream cheese before I put in the yogurt so that I didn't have so many lumps. But regardless of lumps, it'll still taste delicious. Now, like I mentioned, we want to go ahead and have a taste of this using a clean spoon each time and see, hmm, sweetness-wise. You can also use this as a topping for cakes or breads and it's a really healthy alternative to some of those cream cheese products that you can get in the grocery store. Okay, well I'm glad that you've been able to join us today for our episode dealing with diabetes and I hope that you've learned some things and will be able to achieve the goal that you've set over the next week. Remember, as you're working with diabetes, eating healthy and physical activity go hand in hand. Long live our families. The preceding was a production of New Mexico State University. The views and opinions in this program are those of the author and do not necessarily represent the views and opinions of the NMSU Board of Regents.