there and welcome to the nonprofit show. We are so glad to have you here. Today is a Monday as I like to refer to it because Friday gets all the fun and we really need to give some fun to Monday as well. But I'm thrilled to have with us here today, Patrick. Good name. I've been practicing this last name. Patrick, good name joins us CEO and founder of talent sync. He's here to talk about what about the money and hiring staff on a tight budget. I'm sure many of you across the nation can resonate with that because as a nonprofit, we often are working on very tight budgets. But before we jump into conversation with you, Patrick, we want to remind our viewers and our listeners who we are. If we have not had the pleasure of meeting you yet, Julia Patrick, CEO of the American nonprofit Academy. If you're thinking, where is she? I can't see her. Don't worry. She's taken the day off. She'll be back here tomorrow. And I want to say thank you to Julia for creating this beautiful platform of conversation. And I'm Jarrett Ransom, nonprofit nerd and CEO of the Raven Group, truly honored to serve as a cohost and be here for this conversation. Shout out of immense gratitude goes to these amazing presenting sponsors, which include Bloomerang, American nonprofit Academy, nonprofit thought leader, fundraising Academy at National University, 180 management group, your part time controller, staffing boutique, JMT consulting, nonprofit nerd, as well as nonprofit tech talk. Again, these companies, many of them have been with us from the very beginning when we started the show in March of 2020 helped us to produce over a thousand episodes now. And if you missed any of them or you're just, you know, brand new here to the show, here's where you can find it. Go ahead and pull out your smartphone scan this QR code and you can download the app on your phone. You can find us still on the broadcast as well as the podcast channel. So don't fret wherever you like to binge watch or binge listen your entertainment. We are right there too. So Patrick, thank you for waiting. I know we had some housekeeping to get through, but for everyone watching and listening across the nation are the globe. Again, today we have with us Patrick Ghanim, CEO and founder of TalentSync. Welcome to the show, Patrick. Thank you so much for having me. Pleasure to be here today. Yeah, really thrilled.  Tell us a little bit about yourself, Patrick, and a little bit about TalentSync as it relates to our friends in the nonprofit sector before we jump into today's conversation. Sure. Well, thanks again for having me today. So my name is Patrick. I own a boutique recruiting firm. It's called TalentSync. We specialize in helping nonprofits strategically grow both in the San Antonio area and across the United States. How we do that is basically leveraging a couple pieces of technology as well as skilled recruiters. We have people on our staff with 20 years, 15 years experience. I'm the newbie with 10 years of experience in this space. And basically we help these nonprofits grow strategically on a budget, right? And so that's the kind of topic of our conversation today. And so we'll kind of dive into kind of what makes our approach unique and how we can help these nonprofits grow. Thank you for that. And yes, check out Patrick. I'm assuming you're well, I know you are not going to assume anymore because I know you and I have been connected on LinkedIn and you're very active on that platform as well. So let's do let's dive right in. What is a nonprofit talent pipeline? What does that look like and what are you seeing? So great question. So overall, I mean, when you're looking at building a nonprofit pipeline, we need to think about a couple things, right? And so first thing is defining our needs, right? What do we what does our organization need and how does it relate in with our our mission and our goals of that organization? And then from there, kind of start with targeted outreach to people, right? Are these, you know, what is the best way to to reach these people? Is it social media? Is it attending nonprofit networking events? Is there a particular event that speaks to your organization's mission that would be a great way of connecting to that talent pipeline that you're sinking? The other thing to consider as we're building a nonprofit type talent pool is how do we engage our existing volunteers in our community? Is there a way for us to connect better with them and offer those people opportunities to become a full time member of the organization? And then from there, you know, not only in promoting, you know, people from coming externally, but how can we also promote from within to so offering meaningful opportunities for existing employees to professionally develop and elevate themselves in the organization? That's so key because not only is that, you know, promoting from within and the growth potential from that organization within, keeping that talent within. But it also attracts people to join your organization, too. If they see that others are being promoted from within, that just makes your company and organization that much more attractive to join in the future. Beyond that, you know, building relationships, as well as another key thing I thought of when I was going to put this together. So building relationships with potential candidates, it can take a while, right, especially in the nonprofit space, which sometimes the talent pool is, you know, fairly narrow, right? And so, you know, building those connections with the future in mind that, oh, well, hey, I talked to somebody, you know, a year ago about that was perfect, but they weren't ready at the time. They might be a good person to think of now type thing. So building those relationships in that nonprofit community can really pay off in the long run, even if you may not have an opportunity available perfectly for them right now. So keep that in mind. And then, you know, this is something where talent sync and my organization can kind of come in and help as well. This is kind of utilizing technology. There's a lot of different new pieces of technology now that you can leverage to help source and search for the right people to join your organization. That's really where talent sync comes in. We basically have a strategic approach to getting talent. We are unlike any other recruiting company that goes out and post positions. We do not post any positions at all.  And by doing so, we cut down on the hundreds of applicants that typically filter through an applicant tracking system and really narrow down the best people from the start to deliver talent to our clients. So that's what makes our approach a little unique. And so we use technology to do that to find the best people but also our network to basically get our clients the best talent. So so that's kind of a couple of things about thinking about a nonprofit pipeline. Beyond that, I had a couple other points and this is kind of going to social media and kind of how to market your organization. Really promote your mission. It's one recommendation I'd say. So, you know, on social media, be sure you clearly communicate your mission and your goals for the organization so that it's clear to potential candidates how your mission aligns with what you're doing on a day to day basis and how that can resonate with people that are in your network that may be interested in joining your team full time. So I hope that helps. Does that answer your question? Great insights. And I love that you bring up the mission and I want us to talk about that next is, you know, we talk often, Julie and I do, about there's 1.8 million nonprofits registered in the United States. So a lot of critical missions, a lot of, you know, emissions that so many of us can get behind. So how to find the people, the right people, right, the right talent who also believe and align and support the mission in which we're seeking that pipeline or that talent to help us as a workforce. Like, how do we find that match? Yeah, that's sometimes a challenge, right, to find that match. But there's a couple of tips I have that might be able to help a little bit. First is clearly defining that mission, right, and articulating it out through the very social media platforms that your organization uses, whether it's Twitter or LinkedIn or Instagram or whatever. But being very clear and precise about that mission and articulating how it relates on the day-to-day functions that your organization is doing. So that is one key thing, because that communicates clearly, you know, this is what we do, this is what we are, this is what we're about. And then when people see that, it typically resonates with them, oh, OK, I know exactly what you're doing. I know exactly, and that aligns with what my own personal mission and goals. As you're interviewing people, as you're kind of going through the talent pipeline part of it, where you're screening candidates, it can come up kind of organically as you're talking to people, I think, overall. And it really has to do with kind of when you're talking to candidates, when they kind of ask questions about the organization. Is it, are they bringing up, talking about the mission in the first five minutes of the conversation, or is it in the last five minutes of the conversation? Are they talking about compensation first, or are they talking about compensation last? And so those sort of things can be a self-selecting way of people showing where their missions and values are from an initial conversation. So whenever I'm talking to candidates, I always keep that in mind to see really where their interests lie as we're talking to them. So keep that in mind as you're talking to talent. I got a couple other key points about kind of missions. You know, engage with the community, right? And this is kind of a point I made earlier about basically making sure you're engaged with the local community that you serve, right? Put on events, put on social media activities, and other channels telling them about how your mission relates and impacts the community that you're in. And then leverage that network. Reach out to people in that network that are part of that group already. Reach out to previous volunteers, donors, board members, those type of people who are already likely aligned with your mission and ask them to be part of the organization. And then finally, kind of be transparent. Be transparent about your organization's goals, impacts, and challenges that they may face. This way you can help basically find potential candidates to understand and expect what to go into with your organization as they kind of look forward to kind of a full-time role potentially. So hopefully, does that help a little bit? That's very insightful. I appreciate it. Because what I'm seeing too within this space, Patrick, and we shared last week, and I forget which philanthropy publication it was, but they were talking about the C-suite exodus and how a lot of the C-suites within the nonprofit sector, those individuals are now leaving to create a consultancy practice, right? I mean, I did this 15 years ago, so I get it. I understand the desire to want to do that. So I feel like that opens up a lot of opportunities for our nonprofit sector. You talked earlier with the pipeline looking within. Is this a great opportunity to say, OK, what are we looking at? Because what I'd like to pull up really is succession planning. How do we build that into this conversation when it comes to that pipeline? And you touched on it because it really is about promoting from within. And I don't think I hear that often enough in our community. What are you seeing in regards to all that? I think that's a goal for a lot of nonprofits to attain, right? I think there's probably not enough emphasis placed on succession planning, especially with C-suite departures, right? And so that oftentimes goes into how much resources we can put into each employee in the organization to help prepare them to grow and elevate to those higher levels within the organization. So I think that's probably one of the challenges. But honestly, I think as we keep moving on into the future here, that is the right path to go down, in my opinion. Because it's a way to connect and continue the mission of the organization rather than bringing in somebody new from outside who may not be involved. It's going to be a way to continue the legacy of that team as people leave, unfortunately. So I absolutely agree with you, where it's absolutely critical to think of succession planning as we're continuing to help grow these organizations, especially C-suite level individuals. Yeah, exactly. And I am definitely not in your sub-sector of the market. But I've heard and I've learned over the last four years that a big piece of making sure that you have the right talent is to maintain and retain the talent you do have. So what I just learned from you, Patrick, is also like, how are we building our existing talent base, our pool that we have already on payroll? What are we doing to prepare them for their next position, their next role in responsibility? And I think that's really key. And I appreciate you mentioning that. Yeah. And I think that even kind of dovetails into our next part, which is talking about budget, right? And so one of the most, you know, people don't really, it's not really obvious how much it costs to hire someone often. And so or even less obvious is how much it costs to replace someone after they leave a company, right? And so the whole hiring process itself is very expensive. You have to time, resource, energy to interview someone, to source someone, all this. It's not easy, right? And so from a cost-benefit standpoint, it's often a lot more affordable to invest those resources in existing employees, help them grow and mature and move and elevate to the next level of their career within the organization rather than have departures and attrition that are very costly to replace those people on a regular basis. So from a budget standpoint, a thoughtful company should be thinking about investing in their employees rather than thinking about, oh, OK, people have left. We're going to hire some more. If we put the resources into retaining people, I think we'd have a better outcome. And to your point about succession planning, it would only help elevate, you know, as we do have key leaders in the organization leave, it would only help elevate kind of the organizations to grow in that sense, too. So hopefully that helps, too. Yeah. No, that's very helpful. So as we dive deeper into the growth that accounts for the tight budget, you mentioned a few things, right? Like the cost. I'm also interested in the time. What is the realistic time frame of an open position being filled? And that's not even touching on the learning curve and ramping up to be a fully, like, I want to say the word functioning. But I know that they're coming in fully functioning from the start, but learning, you know, their position, learning the culture, the intricacies of the team. Talk to us about resources, both time and money, if you can. Yeah, absolutely. Well, I will say it really depends on the role, right? You can have junior roles where the ramp up time is fairly quick. You can have more advanced roles and leadership roles where the ramp up time is longer. It really depends. There's also technical roles, too. I mean, for example, I'm working with a client where we're helping them build a IT team. They're growing it from 30 people to 65 people right now. And so we're hiring these higher level architect positions, but at the same time hiring customer success people, too, which are more kind of more day to day operational type people, too. So they're going to have different ramp up times, but they're all going to start at the same time. So hopefully with onboarding, where it's clearly defined kind of the organization's mission and culture at the start, they should all have a good start together, and then kind of from there kind of grow and develop within the organization. I think realistically, 30 to 60 days is when most companies can get ramped up and get somebody going. Sometimes it's sooner, but those are typically more junior positions. And for more strategic C-suite level positions, it's going to take longer to know the intricacies of the position and understand exactly who I need to talk to for this. And a lot of times there's C-suite positions. It takes 90 days at a minimum just to understand the organization and everything that entails with that particular role. So the short answer is that it depends, but really making sure that they have the resources to succeed I think is the most important part once they join your organization. So having that infrastructure in place and having maybe a point person. I've seen, for example, having people buddy up, like a buddy partner when you get new hires on board. So you have somebody that's been there on the team one or two years, and they kind of partner with this person, welcoming them in, helping get them accustomed to the culture of the organization, and really just kind of being a friend and ally to somebody who's completely new. And so that may be an approach that might resonate and work with some organizations. And it doesn't really cost too much, right? It's just helping partner up and help other people. And that's a good way to use your budget, I guess. Absolutely. I'm curious how all of this, because I've been listening with all of it in mind, but we've got in-person, right? Like our onsite staff, we have completely remote staff. We have hybrid. We have offshore. Like, how does all of the workforce right now, like, what are you seeing when it comes to your company with TalentSync in the variety of employment opportunities, as well as locations? I mean, we joked about time zones, because I'm in Arizona and with one. But like, how does all of that play into this conversation, Patrick? I'm really curious. Yeah. And it's a really interesting environment, especially since COVID, right? We've kind of done a full swing from everybody fully in the office to fully remote during COVID to hybrid now. And then now I've seen in my space a lot of push to have people back in the office, right? And so I think it really depends on the organization. But I think there is a big push overall to get people in the office for the same goal of just collaborating with people face to face, which I think is a noble reason. I don't know if it works for every organization, given how we've been hiring across the last three years in a COVID landscape where we've got people in Nebraska working for companies in Austin and stuff like that. So it's something where how practical is it for people to come into the office is a question I have. I think if you're building a new team, there is definitely encouragement to have people come to the office if you're hiring locally, right? And so for example, that client I mentioned where we're building a team, an IT team, they only wanted to hire local, right? They only wanted people that could come into the office who are local here to San Antonio, who could be face to face with their peers, right? And so there's pros and cons to that too, because when you do an approach like that where you're hiring just local, you're limited to the talent pool that's just there in that local vicinity, right? Rather than if you expand it to a remote position, well, you have the entire country to choose somebody from. And so it's interesting, you have pros and cons with every approach and it really comes down to the leadership and what they value most to kind of the approach and direction they go. I think each has pros and cons. If you're a smaller organization where having a brick and mortar presence is a costly piece of your budget, well, then maybe a remote staff that can do the same capabilities makes sense, right? If you're an organization that already has a lease on something and you really wanna build something local, well, then maybe fully in the office makes sense. It all depends, just saying. It does, and I see it often where it will say like, and I even know my friends at Bloomerang, they are still hiring for more rock stars to join their team and it'll say based in Indiana, if you're in the local community, you're welcome to work on site and there's that remote option if you don't live near their headquarters. So there's really a variety that's taking place here but it's all really fascinating and I'm really curious to see how it's going to move us forward because I do think at this time, Patrick, there's a lot of things really coming into like merge and I don't mean merge as in like an acquisition but merge as if there are conversations about growth in the nonprofit, there are conversations about succession planning and I am still doing a lot of strategic planning where the CEOs are saying it is time for me to retire because they've held on so very long, well past what they wanted to, to help really just maintain some normalcy over the last four years. So there's a lot going on, Patrick, I am thrilled to have you dive deep into this conversation. It's a conversation I'm going to say and I'm sure you see this more than I do. It is constantly evolving. So I don't know how you keep your finger on the pulse. I mean, besides this is your job, this is your career, this is what you do but it's ever changing the landscape of the workforce is changing the landscape and we could have you on to talk about this in a separate conversation, like the needs and the advocacy that our employees are doing nowadays during the interview process, like that to me is all new and I welcome it but it's just, again, it's an evolution of landscape. Yeah, it's an interesting space, working to hire people and grow these organizations. It's really fun, that's what I'm passionate about. I really love helping people find their right roles and really love helping organizations find the right talent they need to grow and that's what we're all about here at Talent Sync. So thank you again for having me on the show today. Hey, thank you. For everyone watching and listening, you just heard from Patrick Ghanim, CEO and founder of Talent Sync. Check them out online. Their web address is talentsyncltd.com and as I mentioned earlier in the show, Patrick is also very involved on LinkedIn and another shout out to our friend Zach Brown who sent you to us. So really glad to have you here. You're doing some great work, Patrick, so thank you. Thank you. Yeah, absolutely. And before we sign off, another shout out of gratitude to Julia Patrick, CEO of the American Nonprofit Academy that had this kooky idea in March of 2020 to build out the non-profit show and to invite me to serve along as a co-host.  And as you can tell, I love nerding out with our... I'm gonna call you another nerd, Patrick, because you're in the workspace nerd, but I love these conversations. They are so much fun to me and I continue to learn and educate myself. We wouldn't be here if it weren't also for these amazing sponsors. So immense gratitude to our friends at Bloomerang, American Nonprofit Academy, non-profit thought leader, fundraising academy at National University, 180 management group, your part-time controller, staffing boutique, JMT consulting, non-profit nerd as well as non-profit tech talk. Again, we are so very honored to have their investment and commitment to these conversations, because as I mentioned to you, Patrick, the landscape not only in the workforce and the talent acquisition, but overall is ever changing. So grateful to have your insights on this conversation. Thank you for all that you're doing. Thank you so much for having me on the show today. I really appreciate it and have a great day. Yeah, well, as we sign off every episode, and I'll say this for you as well, Patrick, and all of our listeners that are tuned in, we invite you to stay well so you can do well. Thanks again, Patrick, and for everyone else, we'll see you back here tomorrow. Have a great day.


So let's, before we get into this, and first off, much thanks, folks. For those that have not had the privilege of meeting, my name is Diego Luna. I'm currently one of the three tri-chairs for the Equity First Strategic Planning Corps team. And my fifth year in Highland College, I'm currently faculty in Epic Agenda Studies as well as in our Ed program in history. So before we get started today, just want to give a shout out to folks that, and acknowledge that, you know, it's really hard to get stuff scheduled. I know there was a lot of folks like, yo, I'm teaching in the middle of this and I get that. You know, I'm going to be taking my class to the soon form in a bit because I teach at noon. But just rest assured, and there will be more information on this at the end of our time together, that there will be multiple ways to engage with this MVV, the new mission vision value statement, or the draft of the new mission vision value statement that we'll be discussing. And there'll also be some follow-up time next week, where folks can come through staff and faculty and students can come through and talk about, you know, because you know, some of us are processes, right? Like we maybe got a lot of ideas. We don't get it out now. Rest assured, there'll be plenty of opportunities in the coming weeks to have your voice heard, okay? As you heard, this segment of our time today together is being recorded, okay? And we are going to make this recording accessible as soon as possible. More information about that recording and ways to stay involved will be coming out on campus with email this Thursday in time for our PD on Friday. But when y'all go into your breakout rooms in a bit, and when we come back together there's a larger group to talk through what we were thinking about, this draft of the mission vision and values, that will not be recorded, okay? So there's, we all recognize that there's some variable reasons why a lot of folks don't want to have, you know, their lived experiences, where they're coming from, the trauma that they are currently enduring, right? That many of us are enduring aired on something that potentially gets put on the campus YouTube, okay? So we are very cognizant of that, but just know that when we get into that nitty gritty, it's not going to be recorded. And as you'll see with our amazing facilitators in the breakout rooms is that we thought very deeply about how to create spaces that are transparent, but also safer, right? Not safe, because is there ever really a safe, entirely safe space, but safer? Folks that have the conversation they need to have and be able to talk through this MVV in a holistic, authentic, real talk way. So we want to get you into the breakout rooms. We want to get us into this draft, okay? So first off, the agenda. So first we're going to go over, we already did the welcome. We're going to go to the community guidelines in a second. We're going to talk through the equity first cortine, the purpose, the process, the product, what we've been up to, and then we're going to unveil our draft, right? Of the mission, vision, and values for 2022, okay? And then after that, most of our time here today together is going to be really just getting into those weeds, right? Every group's going to have a copy of that. We got Google Docs ready. We're just going to jump into it like, okay, what's here? What shouldn't be here? Does this make sense? What can we change? Okay, with the goal that everything that we get from y'all today and in subsequent days, right? Because this isn't going to be the only time that y'all can interact with this document and give feedback that we are going to be incorporating and taking to cabinet and the board of trustees, board of trustees at the end of this academic year, okay? So, yes, and Ed Mubarak, yeah, much thanks, Jan. Yeah, throw that in. Yeah, so much going on, man, for all our peoples. Today is a day of celebration. And that's the other reason why we're also recording it because a lot of our Muslim brothers and sisters are very much, we cannot be here right now, but we definitely want their perspectives, their words, their power in this process. So, let's keep this going, keep this going. So, again, it's going to be, today's town hall is going to be an opportunity for the Highland community to share their experiences, vision and voice and develop in the next set of the mission, vision and value statements for the institution. In addition, we're looking for y'all's input on what actions are necessary to make Highland College a more equitable institution, right? I know, you know, keep it real folks. We've been talking about this for a long minute. We're going to keep talking about it. Folks were talking about this 10 years ago. We're going to be talking about this 10 years from now. And at the same time, you know, there's a lot of stuff going on on our campus, like no joke, right? We're all tired. We're all dealing with in various ways. We're still in the pandemic, right? There's a lot going on our communities on and off campus. Our hope is that for our 90 minutes today, we can really focus in, not to take out everything that's going on with this, but to use that to really focus in on this new mission, vision and values, okay? You know, what I was, you know, when the court team were thinking about this, like how do we engage a committee on this in an authentic way? All the same type of acknowledging that we're all like a bit punch drunk, right? Right? For lack of a better term. And for me, you know, I think at the end of the day, once something is out in the open, right? Once the receipts have been paid out, once we are able to, as a community, say what do we want in this new MVV? It gets really hard to throw that under the table. It gets really hard to say that's not what it is, right? Once people have named and tied their lived experiences to what they hope for this college, people, if someone don't like that, they have to actively exert energy to do downplay, right? So in this time of stress, in this time where we all have a lot going on, it's more important than ever that we come together as a community and authentic like what do we want to see how in college be in five years, 10 years, seven years, right? We need to get that in open. We need people need to know our stories. You need to know our experiences and they need to know how we're incorporating all that into our vision, collective vision for this university, right, this college. So, you know, again, folks, this is not to say that hold the phone, everything that's going on, but that is to say that let's take this time right now as a community to really think about, okay, what is going on, but then how can we envision something better for the future? How can we make that our vision crystal clear in these new mission, vision and values, yeah? So in other words, I'm not, you know, don't leave the stuff at the door, bring it into those conversations, right? So let me check the chat real quick. Thanks. So quick go to these guidelines is, you know, many things you all have chosen to be here. So I humbly ask that you all choose to be present and whatever ways that comfort you, your facilitators when we get to the break rooms are gonna be breaking down how we envision folks being able to do that. Folks will have an opportunity to contribute to discussion in a multitude of ways. And then we come back together as a larger group. One of the things each breakout room is gonna be doing is talking through as a group how you collectively want to bring back what you talked about to the larger group, okay? So maybe the facilitator is the one that speaks for folks that don't wanna speak from the larger group. Maybe folks write the document. Maybe everyone's like, we all cool. We're gonna three throw in whatever that group decides that's how you want to bring what you talk about in those groups back to the larger group. How you want it to be documented is going to be entirely up to you, okay? Cause again, we recognize that there's a lot of stuff going on and there's a lot of exception legit reasons why folks would not want to air their lived experience in relation to what's happening on this campus, okay? But at the same time, those stories are powerful. And so we envision and endeavor to have a space where folks can share those stories even if it's like, I'm not gonna say brother, sister, family can you say this on my behalf, right? I keep it anonymous, but keep it real. However we wanna do that, that's what we're all about today and we wanna encourage everyone to participate as much as they feel comfortable. So to that said, right? Everyone is free to speak, no one is required. You will be able to have the option of picking your own breakout room and leaving that breakout room, taking time away, whatever is come for you. Please do our best to do some active listening, listen respectfully and listen actively, right? Something that I do no joke and many of you who know me know that I talk way too much is I do that count to 10, right? I do that count to 10, right? If I got something like, man, I wanna talk, I count to 10, sometimes even 20, sometimes even 30 and then I'm like, okay, then I'll come back around, right? And as academics, as educators, we're all taught to talk. So let's practice those listening skills today as well as our gift for gap. Be open to the ideas shared. Okay, single biggest reason why a lot of folks don't like going in these breakout rooms are like, man, is this person gonna torch me the moment I turn on my mic? Okay, so again, be respectful, just acknowledge that we're all going through stuff, folks, you really are. And the more we can practice empathy, a hard thing to do on Zoom, I know, I know, the better we all will be. Criticized ideas, not individuals, right? Like hate the game, not the player, right? We all got different, we all are educators here. We all care about our students. We all care about this institution, right? Let's get that out of the way. Let's be clear that we would not be here today if we did not care about our community, okay? How we best serve our communities, that's where sometimes we have differences, okay? But let's really keep in mind that we're all here because we're all educators, whether we are staff, whether we are faculty, whatever the name, whatever our title is, we're here because we're educators, we're leaders, we want our community to be better, to do their best work, to go on and do all the amazing things that all our communities need and want. So if you hear something that you disagree with, please try to keep that in mind, okay? That's okay, this idea I may disagree with, and I'm gonna talk to this person about their idea, but don't really work hard not to take it personal and really work hard to talk about the ideas and not go after folks, right? Again, biggest reason why folks in breakout rooms is because literally you feel claustrophobic and it's like I'm feeling attacked and what do I do, right? Do I just log out? So again, let's try to focus in on the ideas, not the folks. And the last thing is commit to learning, not debating, right? It should go without saying at this point, but a lot of us, particularly all those of us that are teachers, to keep it real, we are actively encouraged to always debate, to always be the smartest one in the room. And so let's focus in on how do we bring out all the smarts in the room versus being trying to be the smartest person in the room, right? One of the great things about I like being on the core teams is whenever I come to the core team and I acutely know in many, many ways that I'm nowhere near close to being the smartest person in the room and I very much appreciate that. My colleagues on this team keep me humble, keep it real. And that's what I hope to, for all of us to be able to cultivate in this space today. Okay, so the equity first core team, the purpose, the process, the product, let me check the chat real quick. Not much thanks for folks dropping stuff in here. So the project purpose is to support how my college to develop and sustain an equity first strategic plan, okay? That sets the vision for more equitable institution for students, colleagues and the community, all right? And you're gonna see these three things playing a lot in our proposed draft for the MVV, right? It's not just about students, right? It's about the teachers, the staff, right? It's about the families of those students, right? It's about the larger community, okay? So over the intimate process, we have worked to engage campus stakeholders, establish a campus-wide equity imperative, examine meaningful data to identify institutional and equities, which we've used to inform not only the work we've done around policy, but also this draft of the MVV, to create goals and milestones to mitigate equity gaps and to revise the mission, vision and value statement, okay? So this latter one is what we're focusing on today. But again, just wanna remind folks that, this is one piece of a larger picture. Bring in the larger picture into those conversations, but let's at the same time work to keep the eye on the prize and really focus in those experiences, what we're all dealing with to collectively create a new MVV that's gonna take us forward in the next seven, 10 years, right? So, and by the way, this PowerPoint is gonna be made accessible to larger community in Fall, be on Thursday. So I know I'm going fast right now, but also feel free to bring those questions, follow up questions into the breakout rooms, okay? So as you see in the spring to 2021, when this group was convened, we spent a lot of time like building, right? We spent a lot of time working out of in all, like the conversations, core team knows, the conversation we had to have in that area to get to a place where we all could be here today, like not of one mind, but of many minds, collectively moving forward on a goal, on some deliverals that took work, y'all, took a lot of work, yeah, we still doing that work, yeah? So this first thing we did is we started going that foundation from there moved into the learning, right? That's when, you know, we all started having those informal, formal conversations with folks on the community, right? What works, what doesn't work, right? Policy folks are going out and talking to folks that, yo, like, what are some policies that need to be here? The policies we have are, how are they working for staff, faculty, and students? How are they not, right? What do we need to do to create an assessment tool? Right, the rubric that's going to allow us to move on policy, create policy, inform policy from equity first perspective, all right? Right now we are engaged in what we call like the crappings thing. Our policy folks are hard at work. They've done a tremendous job of doing, I mean, the amount of policy, it's not so much policy they've been reviewing, right? And we're now in the process of taking a lot of that brain food and incorporating to the strategic plan. And the communications with the data folks of both some crunching numbers. And then one of the things we're doing today, right, is part of that crafting process, right? Is getting feedback from y'all about this draft of the mission, vision, and values. I'll say that five times fast. That we can use to create a final draft of the MVV to take to the board of trustees at the end of the academic year, right? Which is that kind of final piece to commit. So let's keep it going, keep it going. So again, I kind of already talked about this, but we wanted to be as clear as possible. And again, this piece is being recorded. So I know I talk fast folks, this recording is being made accessible to folks larger campus for those who want to review it at their leisure at a later time and for those who couldn't be here today. So internally, we review the WSBCTC strategic plans. We've exploring the conditions at Highland College and falling from a waste. We've been interrogating the HEMission statement, the current one that we've had since 2013. And we've collectively worked to reimagine the more actual Highland College, right? So that's where that having to build that foundation that we did as a core team to make that happen, right? Externally, right, we had an opening conversation. Many of you present there, we're present there. Much thanks for being there. We were part of professional levelment day this last November, October, my bad. We've hosted a series of community conversations for faculty, staff and students this last December. We hosted a series of equity coalition meetings with various affinity groups on campus, right? And then now we have this town hall. And then as I mentioned, more information forthcoming at the end of our time today together. We're also gonna be hosting a series of informal salon style moments in the coming weeks for students, staff and faculty, for folks to come back through, right? It's like, oh, I got questions or I got concern or I pulled up the MVB and I don't, this pieces don't work for me, right? Let's talk about it, right? And again, these will be kind of open door, coffee time hours folks and come through, chat it up, right? See what's going on, throw in your two cents. So again, more information on that will be forthcoming. Okay, so, so let's get to the meat of what we're talking about today. The draft of the mission, vision and values, right? So we looked at the old one, right? Long story short, some of the stuff that we came, we collectively came away with, right? Is that there's a lot of buzzwords, right? I mean, you're like, okay, the academy, right? Really the academy lot too is all it is is blood words. Yeah, I mean, we academics, whether we are student facing, whether we're in the classroom, right? We have a gift at taking something that could be said in two so was when we do it in 10 and it makes less sense than it did when we started. So even though this is just a manual that big, we found there's a lot of buzzwords here, right? And buzzwords are great to really, to reach a broad amount of people, but it really doesn't help us get to how are we going to use this mission, vision and values, right? As a promise, as an expectation, yeah? We found that a lot of the current mission statement really is decontextualized, removed from the larger community, right? Not only in terms of how things are being talked about, but really doesn't get into what the Highland College community is about, right? You know, this gets to one of the other points is that some folks were looking at saying, yo, this could be a statement from any college. And in fact, we put this up against mission, vision and values that other colleges and some of it was almost word to word the same, okay? You know, Highland College, all of us have heard it and it's true, we're one of the diverse college campuses on this country for years, two years don't matter, right? And so we need to have a mission statement that reflects our college community, right? That talks about how we are exceptional, right? How we're working, we come a better place, where are we gonna go in the next seven, 10 years? We also found to that end, right? A lot of passive verbs, right? You know, and again, you're just gonna see in this new draft, we're really working towards, okay, some things that we aren't quite there, we're not quite at yet, but where we want to be, okay? We saw a lot of old outdated language, right? And this kind of goes, this kind of circles back to the buzzwords. The statement was often singular sentences, so it didn't have a lot of meat. It's like something's thrown on there, but it's like, okay, what does that mean? A lot of buzzwords are listed, but what does that mean? What's an example, right? You know, as educators, like it's all about examples, that's how we learn, yeah? So as you're gonna see, we really worked hard in this mission, vision and values and this draft to not only, you know, bring in what we're about, what we're striving towards, but also to tell a story of our institution, right? As a way to highlight what we're doing. You know, and then this other piece, and I know there's gonna be talk about this in the breakout rooms, I'm really excited to be told to see what people think about this, but one of the things that the court team came back with is that this old Mr. statement focuses in on diversity and globalism, right? I wanna spill the beans too much on that, but you know, because I'm really excited to kind of see the ground of conversations that come from this, but we'll leave that be for now. And the last piece again is, who's the statement for, all right? Is it for students? Is it for employees? Is it for the Broad and Highland College community? Where can someone from the community, where can someone who's an employee, whether they are in the classroom or working directly with students, right? Working on the grounds, where do they find themselves in this statement or not find themselves? Who is being intentionally erased, right? Who is being watered down? Who is an explicit and implicit being told if they look at this Mr. statement that I'm not a part of the space. I'm not a part of the vision, I'm not a part of the values, right? I'm not a part of the seven-year goal to 10-year goal, okay? So again, and I'm giving us the cliff notes, if you will, but these are kind of the general themes that we took talking to folks out in the community, reviewing the mission, the MVV for ourselves, and these, not critiques, but these challenges directly impacted the new draft that we're gonna be bringing in for you all to look at in a second. Okay, so this takes us to re-imagine, right? A working draft. So, just to give a little bit insight into the method, right? And I gotta give a shout out to our co-conspirators Nani and Eric for helping us take through this. So essentially, one of the first things we did as a core team in beginning to unpack the MVV, the current MVV is they asked us to think big, right? They, we literally did like a padlock, a dollar padlock, right? Where it's like, okay, you know, pine in the sky, what needs to change, right? What do we, you know, what five years from that tension, what do we want to see? How do we want to see the larger community, both in the local, on an international level, right? How do we want to see people talking about Highland College, right? So you can see on the left-hand side, we were asked to create a newspaper headlines or something that happened in Highland College, right? So we see here, Highland College now offers the top five degrees that local employees require, right? Thunderburbs achieved the highest completion rates for student parents in the state, yeah? So again, pine in the sky, you know, kind of the future, the future is bright. And then subsequently in the rest of the pad that we broke down, okay, what will it take to get there? What needs to change at Highland College in order for us to see this future, right? To bring about this, this, this future, yeah? And from that conversation, we're like, okay, so in terms of what needs to change, how do we bake this in, set a roadmap in these new mission, vision and values, okay? So, and this is some of the stuff that we really want you to think about today. So think big folks, really think that you're literally gonna have an opportunity to go into the draft and put stuff in there to right to critique, to break down, to unpack, okay? Because again, this statement is gonna be guiding for the next seven, 10 years. And so there is no risk in thinking boldly, right? At all, okay? And at the end of the day, we all know that it's better to aim high, right? Because then inevitably when there's pushback at the very end, you're still like up here as opposed to starting low and then being down. You all know what I mean. So again, let's shoot high, let's think creatively, let's be bold. And so actually, I was gonna see if someone wanted to read this out loud, but I think I'll just keep us going to get us through this real quick. So this is the mission statement. I'm gonna go through the mission statement, the vision and then go take us through the values.  But the draft of the mission statement as we have right now is as follows. So as an anti-racist institution, Highland College provides equitable access, opportunity and success for students learning and living on and around the unceded traditional village sites in Duwamish from local shoot and Puyalli tribes. Highland College staff, faculty administrators are committed to continually developing and maintaining anti-racist, culture responsive and inclusive curriculum, support services and community partnerships. We partner with our students as they envision, plan and achieve their academic and professional goals through collaboration across campus and with local and global partners. We seek to achieve and sustain a campus environment rooted in social justice that appreciates, serves and supports all employees as they create the conditions for student success in and outside the classroom. All right, you know, let's just take, let's just take a second to let that sit. And again, we're gonna be jumping into the breakout rooms in a second and folks will have a chance to be like, what does this mean? I see myself here. I don't see myself here. Let's switch this up. Let's add, let's stretch. Let's unpack. All right, so the company in this, we got this draft, this first run at a new vision statement. At Highland College, we accept people as they are and honor the life experience they bring. We are cultivating a collaborative community that is equitable and anti-racist, centers the wellbeing of the whole person and envelops a sense of belonging. Our community events its success and empowers dreams to be achieved. We highly regard the families and support systems that enable our success and acknowledge that by working together, we are boundless. All right, so just take a second.  And then lastly, we have the values. We don't have, if you look at the current mission statement the values have like definitions, but we want to, that's some of the work we want you all to help us with and also add or pull in or whatnot. But as it is right now, Highland College seeks to live out these values in everyday practice through authenticity, through belonging, through collaboration, through environmental sustainability, through equity, through inclusivity, through representation, through respect and through transparency, okay? So again, this draft of the MVV comes from a lot of conversation both within the quarantine with the larger campus community, looking at our current MVV, looking what other campuses are doing, what looking at other campuses have done and really thinking critically around what we envision, what we hope for our college in the next seven years, in the next 10 years.


So a couple of months ago, you might recall me saying this in another video. For example, I was on the Lilly Singh show about three weeks ago. In February, when that video comes out, I am going to have to issue an apology video. I knew that the second I got off stage, I made some sweeping remarks about men in Toronto that is just not on brand for me. And it's so against what I actually fundamentally believe about the mindset you should have about people in general that I knew I messed up. But I know I'm going to have to come back and really explain and apologize to that. So stay tuned for that. And the episode that I was in of a little late with Lilly Singh actually aired last week and to my delight, that part that I knew that I was wrong for and that I wanted to address was edited out. And I'm not going to lie. For a while I was like, great, I don't have to say anything. But I had been reflecting because we shot the taping of that episode back in the fall. And I've been reflecting since the fall about that comment. And I feel like even though I don't have to get dragged for what I said, I can still drag myself because I've had a lot of great epiphanies in thinking about why I said what I said. So both Lilly and I are from the city of Toronto. And she was asking me about my experiences in Toronto to which I retold this story. So I get home and he's not there. But his laptop is, it's kind of like left out. But I think to myself, I'm not going to check it. I'm not going to do that. So I go into the kitchen, I start washing dishes, cleaning up. And then I'm like, I'm definitely going to go on the laptop. I'm just like, let's just keep it 100. And like some divine intervention, I just guess the password in like two tries. The computer lights up. And you know how with Max, your text messages sync to your computer. His message chat was like already up. And I'm watching this guy live sexed with another woman. So I decide to join the conversation. So I type, Hey, this is Shan. He is staying at my place right now. I'm just curious what the nature of your relationship, although it seems pretty clear here and send. And then I just watch chat bubble disappear, chat bubble disappear. Then I hear footsteps in the hallway. I lived in an apartment at the time. My door burst open. He's drenched in sweat. And he was like, we've got to talk. And I was like, Oh no, we didn't, I am talking. And I've said what I had to say. And all that's left to say at this point is like, get the out. I then went on to make a comment to Lily that more or less men are trash, but in specificity that men in Toronto are trash and that there's so many more awesome, capable, cool women than there are men who live in that city. And it was one of those things that as soon as I got off stage, I thought gross, like, have you not learned? Have you not grown? Do you have nothing to show for the work that you've put in to the point where you still feel comfortable in a public platform, making gross, slanderous statements about a group of people that not only is not true, it's not even remotely fair. So in thinking about, because I for a very long time did hold on to that statement. And I know a lot of us do hold on to those statements about whatever city that we live in, believing that one particular group of people are all bad or all terrible people. And I did hold on to the statement that a lot of men in Toronto are bad romantic partners and more or less bad people. But then I thought about all of the amazing men from the city of Toronto who have made a massive impact on my life watching that clip. And I felt really ashamed. I also thought that leaving a city to talk slanderously about it is just so tacky, especially since I haven't been a single person in Toronto in probably like seven plus years.  But furthermore, I used as an excuse to think about why it was that I consistently had negative relationships in Toronto. And a lot of those boiled down to myself. As you guys know, I'm a really big proponent of taking responsibility because when you can control your output and you are aware that your output could be better, that's when you have some control over the outcome.  Life is just happening to you. So whenever possible, I tried to look for ways that I was in the driver's seat or the architect of my own misery. Don't get me wrong, there are a lot of people, myself included, who have been victimized and could not have done anything different or better and should not be forced to reflect on how they are to blame for whatever bad thing happened to them. But in the circumstance of my love life, I do and can absorb a lot of the blame. So there's three particular areas that I want to discuss that I think really led to me having a negative love life while I lived in the city of Toronto that has nothing to do with the people who live and have lived in the city of Toronto. The very first thing is, in many ways, I was addicted to drama. I actually experience this now being in a healthy relationship. I don't know, it's like a nostalgia for the times that your love life was exciting or dramatic. I actually had an ex who used to have me saved in his phone as boo drama. When you're in a dramatic relationship, you have things to talk about. When you are calling your girlfriends or talking to your mom or talking to anybody else, you have got this ongoing crisis that always needs management, that always has updates. You are your own reality TV show. You are your own soap opera. And when you're specially going to that drama with like a well-known high-profile person, it just keeps your name in the mix, not in a positive way, but nonetheless it's still a form of attention. And I find now that in my relationship, it's very rare that I get to, other than on this channel, it's very rare that I get to actually talk to people about my experience being loved and loving Jared because it's kind of boring. You know, in the previous video that we just put out, someone was like, this is a really soppy boring video.  Yeah. I really like you. I think like, like is actually more powerful than love because everyone could fall in love. You have to choose who you like. Yes.  I love you Jared. I love you too. And I'm like, I think we have a really soppy boring relationship. But when you are going through the shits with somebody, man, people want to hear about it. People are tuning in. People are clicking and not just online, just in life in general. So I do think a large part of me back then sought out attention and value through negativity. The second major downfall of my young adult romantic life was my attachment style. The way that I formed connections with people, the expectations that I had out of love were completely unrealistic and in all honesty, pretty unhealthy. What's fascinating about attachment style is that I consider myself and have considered myself to be extremely securely attached. And it probably wasn't until I'm telling you, I kid you not, maybe two weeks ago that I thought to myself, not really. Like you're not really all that securely attached that you actually think that you are. I think that I understand what secure attachment is. And when I have a low investment with people, I'm really good at portraying qualities of secure attachment. But I was actually raised by a very anxiously attached mom who enjoyed an anxious attachment out of me. My mom really enjoyed like a dependent love and a very like all encompassing love. And that's what she also expected out of us. And I see her expect out of my dad, for example. And my dad, however, on the flip side is a very avoidantly attached person. He grew up being let down by a lot of people. So I see this to this day that he tries to minimize the importance of relationships in his life. And my dad's conflict resolution style is too often just clam up and say he doesn't care as much as this is like kind of a joke that my dad makes. But my dad often says like, you know, that he wishes he didn't have kids. He doesn't mean that I know. But I think that that's kind of a part of his anxious attachment style. And so coming from this household with these very polar opposite ways of connecting, I think I absorbed both in my mind that meant that I evened out to a perfect score. But in actuality, if I reflect backwards, if I was in romantic bonds with people, I would have a very clingy sort of overzealous love. I look for somebody to be everything that I want my like perfect person who's always in sync with me like these unrealistic expectations of what partnership is supposed to look like. But if I didn't get that same enthusiasm returned to me from people, I would become very avoidant and cold like my dad. So I made a video that's called the needy narcissist in the past. I really spoke to this, but in truth, if in plain terms, it's the person who is anxious and then avoidant as every percussion of their anxiousness not being soothed. And if I reflect on my relationship to that time, I did that a lot. Like I would over invest in people and give the world to them. And if I felt like they didn't walk with me, I would completely shut down, turn the cheek and not speak to them. And that's a very difficult pattern for anybody to really connect with and understand. And more importantly to feel understood in. And that leads me to the third thing that I think that I did massively wrong. And that is I focused a lot on how I wanted to be loved and really invested zero energy in learning what it meant to love other people. A lot of people do this. I think that because we, you know, we go very quickly from like a parenting sort of nurturing love to a partnership love. And there's no bridge in between. So when you are a child and you've got a parent or a caregiver of any kind, if you have a good caregiver, like your needs are the most important thing. You don't ever really think like, how do I make sure they're good? How do I make their day a little bit better? How do I understand them? How do I be a support system to them? Like, no, like that's not important. And when we go into partnerships, oftentimes we still keep this train of thought, like the right person is supposed to focus 100% on me and supposed to meet my needs. And as long as I'm working on myself, I'm doing my job. That's no, the job of a partnership is about mutuality. It's about understanding. It's about curiosity too. I use this quote a lot now is that an exceptional lover is a tourist, not a tour guide. And in my early years, I can see how I was tour guiding every relationship. I was like, this is what we're going to do. This is how we should love. This is how you need to love me. Here's where we should go. And just not giving enough space for that person's needs to be just as important as my own. Now don't get me wrong. I think what the big asterisk says on all of this is it's not like I was with exceptional partners who were all of these things. I wasn't choosing people who had an aversion to drama. I wasn't choosing people who were securely attached necessarily or people who were passionate about learning how to love others. So in addition to the fact that I'm choosing immature partners for the wrong criteria, I am also not the right criteria myself. And as a result, no matter what city I was in, I was probably going to have those identical results. Now, a audio book that I actually just finished listening to is The Course of Love by Elaine DeBotton. And for anybody who is feeling like you are seeing a repetition of toxic love or toxic relationships happening in your life, before you jump to the conclusion of all X are trash or everyone in X city is bad, maybe open yourself up to listening to content like that, obviously to a massive reason that I was inspired to put together the game of desire is because I needed that book. I did not know how to connect with others. I did not know how to be reflective and truly insightful and critical of myself in a helpful way. There's a very big difference between being critical and constructive. Like you can look at yourself and think all the worst things, but if you don't understand how to take that information and transfer it to make you a better person, then it's useless, right? It's just the same as like over flattery. They serve no actual purpose. So because I recognized that I was having such a hard time making romantic connections and just connections in general period, I mean, I am a very disagreeable person. And so the game of desire was the fruit of all the research that I did to make myself a better lover, a better connector and a better flirt. And I put all that information together and I taught it to other people in a way that I wish that I learned myself at a much younger age. That's it. That's what I've been thinking about for the past few months. And I just wanted to share that with you guys. Also, can I just emphasize that if you do want to check out any of those two audio books, this is not a sponsored video. This is just a call out to the fact that in a crazy world, I somehow have been able to partner with a company that can benefit me and I can give you what I have made for free. Meaning I wrote a book. It got turned into an audio book. I read that audio book. It's on this platform and this platform said, Hey, if you get people to sign up, we're going to support you and your content, they'll get your audio book for free. You win. We win. They win. Everyone wins and nobody pays. When does that happen? I'm not sure. So if you have yet to take advantage of the audible offer, please do so. If not to get my audio book, then to get another amazing audio book on love and relationships to see how that can help you change your output and thus your outcome in the intimacy space. Thank you for listening. Bye.


Liverpool will come again as Lerner can't get it off Milner, Gomez overlapping down the right-hand side into the box and Salah inside right-channel, tries to curl one, and Ramsdale manages to cling on. And Solanki pays it down the left side of the penalty area now. Solanki with a chance against Lovren, right side of the area. Solanki onto his left foot, deflected, and into the side netting as Dom Solanki suddenly cut back and saw an opportunity to shoot. Bringing back a few memories for John Williams and the Leica's. Dan Duma gives it away looking for Lerner, and you can't do that against Liverpool. And here's Keita all of a sudden, and now he threads it through to Salah. Ake desperately trying to get back. What a tackle from the Dutchman. Brilliant from Ake, who's hurt himself in the process. Oh, no, he's holding his hamstring. Ake's holding his right hamstring after that, surely not another problem. And that is just desperate, desperate stuff for the Cherries and Fenefan Ake. The Cherries back four now reads Frances Meppam, Simpson, Rico. Long ball over the top immediately, and a chance for Oxlade Chamberlain, who has immediately put Liverpool in front. We'll talk about kicking a team while they're down. The Cherries trying to reorganise. Liverpool just booted a long ball over the top, and Oxlade Chamberlain stole in for his first goal of the season. It's all over on the right-hand side with Liverpool here, and Keita towards here to the penalty, and now Salah's drifted in centrally. Little back heel. Keita in to make it two, and with a fine finish, Naby Keita does make it two. Can't argue too much with the quality about that one. Referees got his hand to his ear here. He will look at it, but Naby Keita has the ball in the back of the net, and with a minute left to the half, two-nil Liverpool. Given away by Simpson, straight to Keita in the centre of midfield, and now Keita driving forward, and he plays it in to Mo Salah. Chance for three, it is going to be three. And again, it comes from a ball with a mistake, unfortunately. And Liverpool, the European champions, the Premier League leaders, and champions elected would seem ruthless in their punishment. Salah, for the tenth time this season. For real. Cannavals just suddenly grimaces as he's halfway through that run. DME, a lot of white shirts in front of him, but Lermaphy's the ball to Rico's offside. The ball's in the net, it won't count, then Juma put it in, but the flag was long since up, unfortunately.


Ladies and gentlemen sell a bike back with another video lots of questions going on as you've seen some of the weightlifting footage on my Instagram and YouTube here We're gonna talk about are the weightlifting movements optimal for powerlifters Team athletes basketball football soccer players strongman etc etc We talked about it before and how to integrate it But now we're talking about is it the most efficient is the most optimal before we dive into the video Be sure to give this thing a thumbs up subscribe turn on notifications New videos every Monday Thursday and Saturday tons of training vlogs some food Some informational stuff stick around and we're talking about Generally speaking a basketball player a football player even a powerlifter What happens in training may look slightly different But the goal is the same to prepare them for their sport the best we can And we're talking about a basketball player. They need to be best at playing basketball Now basketball players we want them to be stronger faster move a little bit better Right and the olympic lifts do allow you to overload your muscles be a little bit more explosive working on triple extension Extending your hips knees and ankles is what allows you to sprint faster jump higher etc etc And it may be the most optimal way to work on triple extension But They're also very technical Very difficult lifts and we're talking about athletes who are really good at basketball football etc They don't have the amount of time to work on the technicalities of that lift because they're practicing their sport If we're going to take Kobe Bryant And we want him to be the most efficient basketball player He can and he's going seven days a week three hours working on his free throw his turnaround jumpers post smooth We can't then Expect him to take five years three years two years even one year Three hours a day multiple times a week to become an efficient person snatching or cleaning jerking Now you can get good, you know carry over or gains From the cleaning jerk in the snatch But the time the effort the risk to reward on those movements Are not worth it if you ask me as a strength conditioning coach The movements are very technical and take years to become proficient at right for someone who become an olympic weight lifter They're working on their technical proficiency years and years and hours and hours and hours and the risk reward is just not worth it There's some movements Maybe not as optimal but very close that we can get some triple extension in that I can teach someone in one session In 10 minutes I can teach a six year old on how to do a med ball toss into a wall above their head a push press Potentially a box jumper some plyometrics that work on triple extension Even if we want to load it a little bit heavier, we can do trap bar against bands jumps We can do it's called a vert max. It's basically a leg press with rubber bands in the back There's other exercises that the risk to reward are just better And that's what I recommend for even power lifters if they want to get a little bit more explosive They want to feel more athletic but don't want to take away from the fatigue The systematic stress or systemic stress and the work and the hours it takes to learn the olympic lifts They can get in some jumps. They can get in some more athletic type movements with a med ball And then warm up using those and then get into their squats deadlifts and bench Rather than taking the time to really work on the mobility and the technicality of the olympic lifts Now for me you guys are saying well You are working on that and that's something that a goal of mine to become a beginner and learn more about them And I'm having fun training with my homie ben who's a really good coach and lifter My specific goals right now are not powerlifting I'm saying that if your goals are to be the best basketball player the best strongman the best power lifter the best Whatever it might be we have to be the most efficient the most bang for your buck the most risk to reward that we can in those movements You can teach I can teach someone how to squat efficiently and start to load them Either in a Bulgarian split squat or a regular squat safety squat bar or a box squat for a basketball player football player In a week easily and we can make progress on those lifts safely For someone to become efficient to do a clean it may take months if not years So we've got to be more efficient with our time the goal of an athlete in the gym is to get stronger It's the strength and conditioning part. It's not to get better at their sport We don't have to be so specific the specificity and basketball comes with a ball on the court It doesn't come from in the gym Right, so if you're an olympic weightlifter the specificity is the clean and jerk in the snatch slight variations of that and then their strength portion or accessories come in the squat the front squat the clean pull The high pull etc etc same with powerlifting right we have the squat bench dead We have variations of those we need general fitness enough to recover from those maybe some walking or warm up And then we're going into accessories that may be some kind of isolation movements building more muscle to potentially build more strength What i'm saying is there's a ladder of priority here a pyramid of priority and when basketball football Even powerlifting or at the top olympic weightlifting is far down the road of what may actually help us Versus the time and effort it'll take to even be efficient at those movements a typical warm-up would go if i'm working with some basketball players or rugby players Um football players, etc that i have in the past is we're going to go general too specific We've talked about warm-ups a lot on kaizen-training.com We have a free blog newsletter if you want to check that out where we teach you guys as much as we can but Depending on the task of the day say it's lifting Let's say it's going to be a squat day the main goal is to squat for an athlete Even though it's a squat day and we want to get more proficient in the squat this warm-up is going to be very similar Whether you're a powerlifter or a basketball player But throwing in some plyometrics or something might Help you get a little bit better a little bit more optimal for that session So what we're going to do is go very general maybe a walk An elliptical a bicycle Assault bike whatever might be and we want to get our whole body generally warm 10 to 15 minutes from there We're going to get slightly more specific and work on what we need to prepare ourselves Exercise preparation Specific preparation for myself individualized preparation for myself to get ready for those movements. So if you have really tight hips if you um Have some shoulder issues to get underneath the squat bar. That's the time to start to address these So for me I have tight hips sitting down all day either podcasting YouTubeing or twitching and so what I would do is I do some walking lunges try to open up my hips You can even do some Kettlebell squats holding the bar in the front the goblet squat get a little bit of depth going If you have some shoulder issues, maybe you're doing some band pull apart some facing pulls open enough getting some Blood in the shoulder so you can get under the barbell From there we're going to get as specific as we can So with the squat itself what we would do is actually squat the barbell and start to move around get some blood going What I like to do with my athletes or even myself when I'm trying to be a little bit more athletic is I'll superset The super specific warming up The squatting the barbell right maybe sets of five to ten getting the blood going you try to hit depth with kind of an exercise preparation movement Maybe a system preparation movement like a box jump Maybe a med ball toss overhead you guys have maybe seen the strongman or highland games guys throwing kegs over the head We would simply do that same type of movement. It's like a kettlebell swing Except we're going to release a med ball either into a wall behind us or straight above us As well as you guys can google tons of different plyometrics Or different types of box jumps variations and spectrums kind of on how to work your way through the difficulty of the box jump Most of the box jumps plyometrics med ball stuff the explosive triple extension to feel a little bit more athletic Will be done kind of like a strength day Lower reps and higher sets so on a box jumps We might do five sets of two five sets of one whether it's loaded whether it's a depth jump Whether it's a single leg or multiple multiple leg box jump Again, there's tons of different articles videos, etc on the internet To teach you different plyometric movements, so maybe we can get that into another video But basically I just want to talk about ways to feel more athletic kind of get yourself moving faster Jumping higher potentially running faster Even though a lot of that may be genetic and a lot of it is a balance of the specificity of practicing jumping and running As well as getting strength and being able to transfer that power into those movements But end of the day I don't think that the clean and jerk and snatch are the most optimal way to get bigger faster stronger for Majority of team sport athletes individual athletes anyone. That's not Olympic weightlifting. I don't think That your time Effort is worth the risk reward on those movements. Hope you guys enjoyed this video I'm going to continue to do some weightlifting because I enjoy it. That's a whole different story If you enjoy it you want to get good at it you have some fun You have some friends you want to try something new whole different story We're talking about what's optimal for other sports. Hopefully you enjoyed the video selling Mike New video Monday, Thursday, Saturday. Be sure to subscribe turn on notifications Catch me on twitch almost every single day selling Mike on twitch. I appreciate you guys catching the next one


Hello, my name is Andrew Sullivan and I am with the Red Hat Cloud Platforms Business Unit. Today we're going to be discussing OpenShift 4 resource management, specifically affinity, anti-affinity, taints, and tolerations with pods and nodes. For this demo we're going to create a series of pods. Each of these pods will have a different set of labels. In addition to that the pods will have a series of selectors to help with the scheduling process. First when we review our nodes, we can see that they have a label attached to them. This label is used by some of the pods to help with scheduling processes. Seen here, the first and third nodes have a gluten free equals false node label. The middle one has a gluten free equals true label. The first pod that we'll look at has a number of labels associated with it. We're using an example of sandwiches here. We see meat type, cheese type, other condiments, as well as down below a node selector of gluten free equals true. Additionally notice that there are several tolerations here. No taints have been associated with the nodes yet, but this will become important later. When we create this pod the scheduler will look at all of the constraints and make a decision on where to schedule it. Because this has a node selector specifically for gluten free equals true, we are scheduled to node 2. Looking at the second pod we see an additional number of labels here. An anti-affinity rule has been defined for this pod. The rule expresses that the pod should not be scheduled to a location which already has a pod with a meat type label defined. Regardless of the value associated with the label. The topology key on line 18 indicates that this anti-affinity rule is applied at the host level and line 13 indicates that it is a mandatory rule. After creating the object, OpenShift schedules the pod against the cluster. We see here that it has been scheduled against node 3. The third pod that we'll look at in this example has a reduced number of labels, however we see a number of rules affecting the scheduling. In particular we see that there is a preferred pod affinity rule. This means that OpenShift will evaluate each one of the rules assigning a weight value to nodes that match. The nodes that have the highest weight at the end of scheduling are the ones where the pod is executed at. A required pod anti-affinity rule also exists. The pod will not be executed on a node which has another pod matching the nut type of peanut or almond defined. As a result of the preferred affinity rule for a pod with a cheese type label which has been defined, the scheduler chose node 3 which is hosting the turkey and cheese sandwich pod over node 1. We will now add a taint to one of the nodes. This taint will define a value of bread type equals wheat with an effect of no execute. The result of the effect is that any pods without a toleration will be terminated on the tainted node. A no schedule effect would allow an existing pod to persist but no new pods without a matching toleration will be allowed. After adding the taint if we review the pods we can see that the pod running on node 2 which did not have the toleration defined has been terminated. If we recreate the pod it is scheduled again against the cluster. Due to the taint the pod cannot execute on node 2 and due to the anti-affinity rule which is required the pod will not execute on node 3. Therefore it is scheduled to node 1. Thank you for joining me today. Please be sure to watch for more videos about OpenShift 4 functionality in the future.


So in today's episode, I thought the topic of the video could be based off your questions to me. All right guys, what is going on? Welcome to another episode of the MD journey. My name is Laksh. I'm currently an internal medicine resident helping people just like you succeed on their medical journey with lack stress. Thank you guys so much for tuning in. In today's episode, I wanted to do a little bit more personal. I've actually been busy and away from the MD journey for a while in regards to creating content and being involved in social media and things of that sort. So I thought why not today make a video where I go ahead and answer your Q and A questions live for everybody just in case your questions are probably pertinent for other people. So essentially I'm just going to pull up my recent YouTube comments that I haven't responded to in a while. Sorry if I'm getting to you at a delayed phase. Usually this doesn't happen. I'm really pretty quick but things have been busy. So let's see if this video can be a little bit entertaining. I'm also pull up some things on Instagram that people have put on my DMs and just haven't been able to get back. And some of them will be educational. Some of them will be humorous. Some of them may say you said I'm not sure. We'll find out together. Before I forget, go ahead and show your support for me, for the channel, the community, whatever you want to pick and hit that like button. It'll just help this magical YouTube algorithm find this video, find our channel. So if you think we need more subscribers, I can help there. And if you haven't subscribed, go ahead and hit that subscribe button while you're there as well as the notification bell. But let's get into the comments. All right. So our first question comes from somebody who watched my YouTube video about me making YouTube videos. So you guys haven't seen that? Go ahead and check it out. I basically walk you through kind of how I do the process, all the equipment, basically what this looks like. And it says, I'm sorry if I'm saying those things wrong. I want to start a YouTube channel includes a med school blog, so you can help me out by the way I love your work. Thank you for the nice comment to the very end. If you want to start a YouTube channel, I would say just do it, grab a phone, grab a cheap microphone, and record. And the biggest thing is, if you're interested in doing this, then not worry about where your views are. And I get a lot of comments that say you should have more subscribers or any more great work, yada yada. And it just requires me not to be focused on the numbers.  Maybe one of those dongles and tripods, I'm not sure I forget what they're called, and they just walk around and record blogs. And don't put so much pressure on yourself. Enjoy it, have fun, and that would be my recommendation. Shariah says, and this is a response to one of my med school debt videos, where I tell you that I'm in $190,000 in debt, yikes. And she says I have $140,000 in debt. Wow, girl, I feel you. But on a social worker salary, which doesn't even come close, that is definitely one of the harder parts of the way our country works or our school system works. And sometimes, your school burden of loans and debts, getting a master's and a bachelor's or something like social work, doesn't always line up with a potential salary. So I'm hoping at least you enjoy being a social worker, and I'm hoping that maybe my explanation through that video as well as other videos I've made and will make on how to pay off loans will help. But social workers work hard and I appreciate you and hopefully you enjoy what you do. Addy says, she's trying to convince my parents to let me take two gap years. I think if I don't go straight in, then maybe it means that I don't want to be a physician. Now, I specifically made a video for you, Addy, so hopefully you saw it. But basically, this idea that don't let family stressors pressure you into one thinking that you're not committed, and two thinking that you have no choice except to become a doctor. Actually, I had this in myself because I, one, was born in the country of India. I moved here with my parents. And the best profession that they could think of and me becoming as well, you should become a doctor. I was more of my dad than my mom. My mom was super supportive. And my dad wasn't embraced. They just kind of always would come across as a physician considerate. And I actually told my parents pretty early on that I wasn't going to do this field and here I am, but I made the choice myself.  So, you know, if you want to take gap years out of you, all supported for it.  So if you're considering exploring the time, I definitely recommend it. 260 Bound New York. Given how organized and proactive you are, one of the more challenging aspects of residency for you personally is just inspiration. I really enjoy your perspective. I first obviously appreciate any kind comments that makes me motivated to continue. In regards to challenging aspects about residency, I think there's a lot of difficulties of just becoming a doctor that people don't tell you about until you're practicing. One includes the amount of time that you're just doing documentation. Two, sometimes, especially if you're in internal medicine, the amount of time you may be doing things aren't related to medicine, things such as like discharging a patient, making sure that they have the right things at home, like a wheelchair or a walker, working with social work back and forth. And those kinds of things are important for the patient, but sometimes they may take a lot of time and stress. Sometimes patients may stay up in the hospital and I survey two days, three days, because those kinds of things like social work or procedures getting canceled, these are out of your control. Sometimes I don't feel, and sometimes I feel like I'm not able to focus all the time on medicine, no notes, administration, other BS kind of gets in the way. So that part is challenging. So even though I'm efficient or organized, as you would say, sometimes it's difficult that you have to realize the responsibilities of the physician are not just the ones that they make you aware of the four years of medical school. There's a lot of other things to take care of a patient, things like insurance, can the patient afford something? Can you get them access to insurance? And a lot of things that just go with the system and our healthcare the way it currently is set up. Thanks for the comment. Good question. Abukun, I'm hoping I've said that right. Your voice is so soothing and great video too, much needed. I'm glad my voice is soothing. Sometimes my wife says that my voice sounds different on my videos than it does when I talk. So I try to make sure that I don't do this little high pitch voicing, but I think I have a different radio voice than I do on the off. I'm not sure. The sixth word says that I want to hug you within this blessings. Okay. K, I have no idea how you got the username K, but props to you. Can you please make a video on how to do rounds? It was really helpful and fun. Absolutely. I feel like rounds are probably the more challenging parts of being in medical school, especially for new med students. One of the things I've done in the past is on tips for third year med students and clinical rotations kind of show you how to go and become really efficient. And so definitely check out that video, but I'll make an updated one in the future now that I'm in residency and I have to do rounds on like 10 patients within an hour. I'm sure my surgeon colleagues are laughing because they may be able to see 15 to 20 patients in an hour, but internal medicine, surgery, we're on different time scales there. And speaking of rounding, I'll try to find it, but there's a masterclass I recorded for some of our email subscribers where I kind of walked you from step one to like step nine of everything you should do and a daily basis on your rotations that includes a lot of things regarding family. So hopefully that helps you out. And then we'll do one more comment on YouTube and then I'll have to probably do a few questions on Instagram. Joseph says, you know, I'm wondering how med students try to figure out the best strategies to study, you know, is there a way that med students or med schools are teaching you how to best study medicine? And honestly, I don't think med schools are doing much of the teaching or giving you advice on how to study. They may give you some direction, but everyone just studies differently. There are a lot of videos on this channel, particularly there are training courses that you guys can check out if you're interested in more. But in terms of learning the best strategy, I would say do something that worked really well in college and try to make it last for long term retention. So if you're doing something for cramming, I would not do that. But find out what the easiest form of studying for you is whether it's flashcards, reading notes, going to lecture, and then adapting them. And it's really going to be a tinkering system. And every time you do a test, whether the grade went well or it didn't, ask yourself, one, how can I do this faster? And two, how can I improve my retention? What techniques and strategies am I using? Are they really helping me remember things for long term? And what type of things should I not be doing? And then that's part of your tinkering, make small changes. And eventually, you'll have a system where a majority of your time that you spend doing things are effective for how are we studying? So now we're going to hop into Instagram. And one of the DMs that I'm seeing is basically somebody that's telling me that they're having some issues staying up today on all the material, you know, they're, it looks like they're a first year med student. And they're basically saying that, you know, they're studying for anatomy, but before they can even get to the PowerPoint, this week, they're already getting the new information next week. And how do they catch up and keep up and also review? It's a lot. You know, I will admit it's going to require you to have a system of one, having ability to review the material earlier in the week, especially if you think like it's taking you too much time. And two, also being okay with not understanding everything on the first time, I feel like when we get new lecture material, we try to learn 100% of it. And then when we review the material in like a week, we realize we may have to memorize 50. So it may be just as conducive to you to try to memorize 70 to 80% of it. In the next week, even if it's at 40%, you haven't lost that much retention. But the second time around when you have understanding more concepts, when more topics have been taught where you can kind of connect the dots, it may be easier to review. So my recommendation would be one, being okay with not learning everything short in the amount of time you're spending on reviewing the initial time, maybe spend more time doing reviewing and practicing through practice questions or flashcards to have long-term retention. That way you have more time to do other material that you feel like you're behind on. I'll do a few more questions from Instagram. So this is a glad to hear from Meneza that says, how do I use your Anki technique to review and study lectures? Second time I would quiz myself under the heading. So basically, if you guys aren't familiar, I teach a technique on the website. It's a free video course. You guys can check out down below. Basically walks you how I use Anki and using screenshots to basically review a lecture quicker than having to write everything down. And so I'll refer you to check out that video. Basically, how do I review lectures? So my first kind of pass-through of the PowerPoint is to understand what topics are going to be the big ideas. And then I make mini flashcards using this technique that I mentioned in the course, which basically makes you have expedited flashcards that you can review later. And so the first review is just understanding the big topics. The second review is actually doing the flashcards. And this usually would be the day after the lecture. And then my third review will be later on in the week, usually on the weekend. So I have three reviews. The first one is just of the PowerPoint itself without the flashcards. So they're very quick skim through, understanding what's important. The second one is the day of the lecture, like that evening. And then the third one is going to be on the weekend. And it seems like a lot, but because this flashcard is pretty easy to do the questions pretty quickly. And I teach you different techniques in my video course, definitely check them out. And the last comment that is posted on one of my Instagram posts about how does the new step one pass fails alleviate stress? I had a question about on what criteria do program directors now evaluate you? So again, a video about the whole step one process and my thoughts on the change to pass fail. But in terms of questions of how I think program directors are going to move now, then now we have less information with step one. I think the priority is just going to be towards prioritizing now step two CK in terms of grades as well as clinical rotations. And maybe there's a possibility that residency programs will now ask for more information or different tests. For example, emergency medicine residency programs make you do a video interview or essentially you just kind of sit there. And then a question pops up and then you have to answer it in a set amount of time. Maybe they'll start using kind of data points like that to evaluate how you do your personality. It was easier to invite people for interviews because just there's limited spots. So they just need more information, more data. So I think that will make you kind of run through more hoops. But step two CK definitely is going to be more prioritized.  And then maybe you'll see other elements of valuations in the meantime. Those guys were your comments, your questions. Thank you so much for dropping them and being a part of my community, being interactive. I love interacting with you guys although I'm sorry I haven't been able to do it for the last few weeks. I'm definitely going to be picking back up from where I left off. But if you guys have more questions, drop them in the comment section, DM me on Instagram. I'll be happy to answer them personally or maybe in a future Q&A video. If you guys enjoy this, let me know in the comment section down below. Did you enjoy this style of video? Hit that like button if you haven't and you made it so far in the video. Consider subscribing if you're new to the community and hit that notification bell. Thank you so much for being a part of this episode. Thanks for being a part of my journey. Hopefully I've been a little help to you guys and yours. I'll see you guys in the next one. Peace.