In this presentation we're going to take a look at multiple choice questions related to property, plant, and equipment. First question. Depreciation A keeps the asset recorded at market value. B can be recorded using an appraisal. C is the process of allocating the cost of equipment to an asset account. D includes the maintenance cost. E allocated the cost over useful life. So depreciation is the question we're going to go through a process of elimination. So depreciation A keeps the asset recorded at market value. Now you want to keep this this important point because it's going to be asked in multiple choice questions multiple different ways and it's important just to know in general that we're going to be allocating the cost not really keeping in alignment with the market value. So in other words our estimate may not line up to the market value going forward as we allocate the cost out but we're still going to go through the process of allocating the cost out not necessarily being in an alignment with with the market value. In other words the market value could even go up and we would be writing it down because we're allocating the cost to the useful life. So it's not going to be A. B says can be recorded using an appraisal. Now typically when we think of the depreciation we might use an appraisal in order to break it out between different types of like a lump sum purchase between like land and building but typically we don't use an appraisal we just use the cost. So I'll keep it for now in case there's no better answer. C is the process of allocating the cost of equipment to an asset account. So it is the process of allocating the cost but not really to an asset that's what we're going to record at at the beginning and then we're going to then we're going to allocate the cost to the expense the timing accounts when appropriate as we're using them. So that's not going to be C because it's not going to an asset it's going to expense. D includes the maintenance cost. The maintenance cost is going to be included in the cost of the asset it's not really going to be I mean it might be included when it's not going to be included in the cost of the asset unless it was used in order to put the asset into its useful life. The normal maintenance if we're talking about an oil change or something like that will just be expense not as part of depreciation but separately. So it's not going to be D. E says allocate the cost over the useful life and that seems most appropriate to what depreciation is. So we're left with B and E. So depreciation either B can be recorded using an appraisal or E allocated the cost over the useful life. And I think of those two E's the the more appropriate choice that's what depreciation is going to do allocate the cost. So final answer depreciation E allocates the cost over useful life. Next question property plant and equipment useful life is A estimated time it will be used in operations B allocating market value C is always less than one year D determined by the tax code and E determined by law. So let's go through this again see if we can eliminate some of these with the process of elimination. Property plant and equipment useful life is A estimated time it will be used in operations. That seems pretty good. It seems pretty that because that's what the estimated useful life will be. Let's go through the rest of them see if we can eliminate them. B says allocating market value. Now this could be tempting to us at first because we might be thinking well if we are having a useful life that's kind of what it's for is to allocate the depreciation. But note that we're not trying to get to market value necessarily we are getting to the book value or allocating cost. So whenever something says market value with depreciation be skeptical on it because we're not really trying to line up the market value we're trying to line up the cost to the useful life. C says it's always less than one year usually it's going to be more than one year because we're depreciating the useful life will typically be over a year when we're talking about property plants and equipment. D says determined by the tax code. Now if you were doing tax depreciation not not for generally accepted accounting principles but for the tax for taxes you have a lot stricter regulations in terms of what will be the useful life and what methods will be used. But when we're talking about bookkeeping generally accepted accounting principles financial statements then it's not the case. So be careful there because you know we will often have two sets of depreciation tables one for taxes one for books one for the purpose of whatever tax code is which could be many other purposes you know like stimulating the economy and whatnot other than just presenting the financial statements well whereas on the books side our goal is to present the financial statements as most correctly as possible as in the most useful way. So E says determined by law and again the tax code is kind of law so that would what is law so those two would be similar in nature and the only way this would be this one would be true and this one would not be true is if is if the the law was something other than the tax code. On the other hand the tax code couldn't really be true and and not have it be law as well I mean if this one was true this one would have to be true because the tax code is law so so in any case we'll eliminate those and we're left with a property plants and equipment useful life is a estimated time it will be used in operations. Next question which is not included when calculating depreciation A cost B salvage value C useful life D depreciation method E appraised value so if we go through this again which is not included when calculating depreciation A the cost well it's going to be pretty necessary we're going to need the cost to calculate depreciation and you might want to think about the most easy way to calculate depreciation before going about this would probably be the the straight line method where we would take the cost minus the salvage and that would give us the the amount to be depreciated to be depreciated and then we're going to and then we're going to take that and divide it by useful and I probably can't read this life and that will give us depreciation so if we just take that calculation say salvage value well nope that's in there that's going to be in our calculation useful life well we're going to need that in order to do our calculation on the useful life depreciation method you know we're going to need to have some depreciation method this would be the straight line method but we're going to need some method in order to calculate depreciation we'll need to know that now the appraised value might think that we need that and in some cases we might use an appraisal such as a lump sum purchase where we're trying to break it out between land and building but we don't need the appraisal value if we just have property like if I bought a forklift the cost is what we're using not the appraisal value so the appraisal is not something we would typically need so one more time which is not included when calculating depreciation e appraisal value


What was that in Max size? Black Vikings back. I'm ready to react. Now I'm gonna do this reaction video to the Hot Crazy Matrix. I actually saw a little bit of this before but never did a reaction on it. It's been so long since I've seen it I want to actually watch it again and I give you my input on what the man is saying all right. So let's get this going.  Hey everybody, James Jagger here. He was saying some real stuff. I got a little terrorist mouthpiece with me. This is a, go ahead and introduce yourself. I'm Dana McClendon. I am the Consularity to the Camden Mafia and the terrorist mouthpiece. But what are we going to talk about? What are you going to talk about today? Today's lesson is it's a little off the beaten path that's a response but it's still something that you can use every day. This is the Hot Crazy Matrix. It's what you need to know about how to deal with women and how to analyze the situation that you may be in or want to be in. Okay let's take a look at that right now. Okay so this is the universal Hot Crazy Matrix. It's everything a young man needs to know about women. I've developed this on my own over 46 years living on the earth. So this is how works.  Hot is as usual measured from zero to ten. We're all familiar with that. Okay. Crazy is measured from four to ten because of course there's no such thing as a woman who's not at least a four. This is your hot crazy line right here. It's very important that you keep in mind where the hot crazy line is. Okay. This is your no-go zone. We do not hang around and date and marry women who are not at least in our mind of five. So this is your no-go zone. We don't know here. We just rule this out. Life is better this way. That's the way it is. All right. Exactly. Absolutely. From above the five and to about an eight and below the crazy line this is your fun zone. You can hang out here and meet these girls and spend time with them. That's your fun zone. But keep in mind when you're in the fun zone you want to move out of the fun zone to a more permanent location. Okay. So that's the fun zone above a five hot below an eight hot and below the crazy line. This means these are most of the time not crazy. Okay. Above the danger zone above the above the crazy line we have the danger zone. This is your redheads your strippers anyone named Tiffany. This is where this is where your car gets keyed.  Now now that we have some of the chart filled out we got a couple more pieces to put in but at this point understand something. This is not a static environment. This is a situation where you have got to use this matrix over time to develop some reliable data. It's like a dope chart. Okay. You want because at any moment in time any woman that you have previously located on this chart can vanish from that location and appear anywhere else on the chart. So what you have to do is over time collect some data. And once you have a cluster of data points you can begin to consider that reliable. Now moving on you have this zone here. This is below the crazy line above an eight hot but still you know about a seven crazy. This is your date zone. You can stay in the date zone indefinitely. These are women that you introduce to your friends and your family. They're they're good looking and they're reasonably not crazy most of the time. So this is you can stay here indefinitely. Now and between about a seven and a five crazy this is your wife's zone. Okay when you meet this girl you should consider a long-term relationship. This zone is not scaled to size. This this is a this is a representation and not an actual if this is not a pie chart showing you how many of these people are out. This is simply a representation of what you're after. You want to be five to seven crazy above an eight hot. That's your wife's zone. Okay now below five crazy and above an eight hot. This is your unicorn zone. If you find the unicorn please capture it simply keep it alive. We'd like to study it and maybe look at how to replicate that. So I was explaining this to a guy one time and he said wait a minute I met this girl and she's like smoking hot. She's like at least a nine and she's chill. She's totally cool. She's like not even a three crazy.  He said yeah man I like her a lot. I said you should be careful that's a dude you're talking to a tranny because the universal hot crazy matrix. That's pretty good. Now let me ask you like for the for the women watching is there a male version of that? I mean would it also be oh yeah it's a little simpler if it did a super hot okay yeah it's a little simpler but we can do it real quick it doesn't take very long at all. For women this is your this is your matrix.  There's no crazy. You have there's only three sections women have a very large no-go zone this is for dudes who are neither hot nor have a lot of money.  Remember your responsibility to be ready to make hot bitches never is. Absolutely love this.


Good afternoon and welcome back. I will now request my team. Let me briefly introduce them to you Sajjan, I don't know whether you have seen him Sajjan Kumar Dixit is the chief manager of my studio team They undertake all Recordings for MOOCs courses. They undertake operations of a view across the country various remote centers Some of you are involved with remote center work Would know that you are to do a lot of testing of connectivity and your own established Equipment at your place, etc. So he is the one who has set up all procedures. He has set up a studio I don't know the real photographs of that studio to show Maybe you can compile them tonight and tomorrow we can show it Sushant has been also with the team Is actually what I call in the army terms twice your second in command. So whenever Sajjan is missing Sushant does all the activities As you would be aware each one of your institutions would have Technical people on whose competence and experience we all rely So whether it is running the labs whether handling an equipment or whether handling a facility is what is required In most places in academic institutions particularly technical institutions There is an unfortunate tendency to underrate the work done by the technical and administrative people I jokingly say that in an academic institution You should either be a faculty member or you should have a roll number if you are neither then you are not counted Whereas the institute activities actually run because of a large support staff. We are very proud of our teams You have seen the workshop team that you have done all of us need to learn from them They are not teachers like us. So don't expect cozy explanations as we are all used to But they do their job damn well and that is how we survive Good evening myself Sushant Raktade. I'll be talking to you about how you can use AVU for your interactions towards it and How you can from where you can download and What steps you need to use to start an AVU interaction So how many of you have you know attended a AVU session Most of them all of them and How many of you are from a remote center that is associated with IITB not many Okay, so those who are from the remote centers of IITB We have been conducting AVU sessions at those remote centers So you guys have that facility at your center to conduct an AVU session But if you don't you can also do it at your center with through a laptop or through a PC First of all you need to download AVU from this website. That is www.nmeict.ac.in slash enemy ICT You have a downloads Button there if you go to that downloads button you will see Download AVU classroom version 3.7 in that there are guidelines to How to set up the AVU classroom at a remote center? But it will also give you an idea of how to do the interaction sessions at the remote centers So if you download this AVU classroom 3.7 You will get a download here. So when you click on that it will install the AVU version 3.7 on your machine But right now we are using the AV version 5 So what it will do is when you download that AVU classroom and when you click on that AVU classroom Like this that it will be displayed like this AVU classroom So when you double click that it will automatically update it to the latest version that is the 5.0 And it will show an icon like this AVU So first of all you need a laptop with a minimum 4 GB RAM and a bandwidth which should be a stable 2 MPPS bandwidth So first you will need when you are going to conduct a session You will have to tell us that you are going to conduct this session on this day and this time So what we will do is we will create a virtual classroom inside AVU At that time and date that will session will be accessible to you and your students So after that on that day you just have to inform your students that you have to give them the login and passwords And you have to start your AVU at your end Your you will be given the unique username and passwords for AVU that will be given from us and You will have to select IIT Bombay T10KT server and you put in your username and password We will give you teacher privileges so that you are the teacher and others are the students Once you put in your username password you can click login So once you log in you will see the screen and you will see a list of classes That are being conducted at that time. So right now there is only one class that is testing class as an example So you will see your class name and you will see a join now button here So you will have to select the click on that join now button and it will take you into that class So now you have entered that class. So you are the teacher. So you are the teacher So my name is this testing teacher So it will appear here at the top and the other students that are logged in they will appear at the bottom How many students that you have so but you have entered the classroom But you have not started your audio and video streams for that you need to click on the video button here when you click on this there is a option to select camera The audio bandwidth that you want to produce it and the microphones So you might not know what camera you have connected you what you know There are very different audio systems in the PC. So to check that there is a check audio video button here So when you click on that it will give you some instructions to test your microphone. So you can Click test and When you speak it will be get recorded and you can hear that sound again So if it's not been recorded that means the selection here is not proper So you can see if you see that there are two or three real tech and microphone options here So when you select the proper option there and test then it you will be able to record your sound and that will confirm that your Audio has been recorded in a view Then you can test speakers A view classroom is a simple user friendly video conferencing software. You can see that your speakers are working fine. It provides wide opportunity to an experienced fact And there is a bandwidth test that This is very important because if your bandwidth is not proper then your audio interactions will not be proper And there will be a lot of breakage in the audio. There will be freeze videos So that has to be minimum to mbps always at every time So if you click on that it will check your bandwidth and it will show you that if your bandwidth is excellent It is about three mbps if it is below that then you have to contact your system and to shouldn't tell them that you'll have You need minimum stable two mbps line on your laptop or wherever you are conducting that session Because without that the session will not be proper So then there is a camera option here You will get all the cameras that we have connected if you're connected an external camera It will show you the external camera here now this PC is I hang only the USB camera here So it is showing me USB 2.0 camera So once that is done you can just say if it's it is okay, and then here you can select the camera The microphone that you have connected This record session is just for local recording actually records all the session Inside the AVU server you want that you can just click on record or if you don't want you just take it off Then click start. So once you start your video appear on the right hand side top corner This is your video what is being published to other students You want to see like how it is just started and after that you can just close it from here So that it doesn't come in between there because there's so much a little space in here You can always get it back by clicking on the video button here So you are going to give a presentation. So you'll have PPT's or PDF's or slides like that What you can do is you can download those PPT's or PDF's in the AVU Through which you can display those PDF and PPT's to all the students. So there is a library button here There is a upload option when you click on upload you can browse your PPT select it and Upload it right now. We suggest that you keep your slides or PPT's size a bit smaller minimum 5 20 MPPS is acceptable, but it depends on your bandwidth How much bandwidth you have to upload that file it will upload but it will take a longer time But so if the file size is smaller, it will take not more time to upload. So once you upload that file It will show up in this list So for example, I'm clicking that I have already uploaded it You double click on it your PPT will appear. So like this your PPT will appear So now while giving presentations Everybody knows that we have a habit of you know There is if you click a mouse it will go to the next page or you will have the keyboard keys to go previous and backwards But in AVU you don't have that shortcut facility instead of that There is a buttons here this is forward and backward. So you need to use that For forward and backward or you can just go to any page wherever you want like 14 We'll skip to that page. You can come back to some previous page also like this you can You can also upload a PDF files. You can also upload PPT files and If you want your users that they should be able to download that file There is a option here. There is If you allow this Then the user at their end they can just right click on that PPT and download that file So you need to select this option to allow them to download Otherwise, if you don't want you can just switch it off and There are many more other options here to zoom to fit to screen and The most important thing the pointer so right now You are seeing this pointer here But when you are conducting a AVU session the students won't be able to see this pointer What you are seeing right now the students won't be able to see it for that There is a option called pointer here mouse pointer If you click on that then it will give you a small red dot So that will move along with your pointer so that this pointer is also visible at other centers So they can follow you Also, there are annotations available you can highlight you can write something There is a raise option So this is about the presentation. There is also a whiteboard facility available in This for the whiteboard facility to work you need a take note Which can be attached to a laptop or a PC from where you are going to give the AVU sessions So what that does is whatever you write on that word? It's like a blackboard only whatever you write on that blackboard it is visible here on this whiteboard So you can write or if you want to draw any diagrams or anything you can write on this So this whiteboard facility is also available and there are you know, you can change the color of lines You can change the font and there are other options here where you can erase it also So this works like a blackboard Virtual blackboard you already have some shapes that you can directly But so these are the documents and the whiteboard options that are available here you can Switch between these two anytime. So when you switch to document the document automatically gets reflected at The student and if you switch to whiteboard it automatically gets reflected at the student and Then there is also a desktop sharing option So it's like if you have a software or anything that it is not you know insert in AVU You want to show it on your PC what you can do is this you can use this desktop sharing option Where you just click on desktop and select desktop sharing Or else there is a software You can also you know share that application itself only that application not the whole desktop So there are two options here. So I'm selecting screen area and start Desktop sharing so when you start this desktop sharing there automatically a dialog box appears on the student screens And they see your whole desktop. So whatever you do on your desktop that will be visible here So that you can use that that to explain your software or other parts You have to stop desktop sharing if you don't and You can switch in these between these tabs anytime that will automatically gets reflected at the student and Then comes the interaction part So there will be students at their end and if they have a question there if they have a question So they can't tell you that they have a question because you don't see them at the time of presentation So what they do is if they have a question they press the hand raised button there They have a you know this they have the same facility at their end. So this here They have a option of hand raised. So if they click that button, you will see a question mark here So that will tell you those students have a question there and you want to interact with them So you just click on those students. So right now this is a dummy So right click on that student and press start interaction So when you press start interaction That person is gets connected to you but for you to see that you need to go to the video wall button So this video wall button will show you and the student at the same time So this is the student and this is the teacher if you click on the student this video gets full screen So now you are connected to the students and now you can speak to that student and They can speak to you Here you can also, you know the select multiple students now There is only one but you can also select multiple students at the same time They will appear in small boxes around the corner There is one more option like there is a presenter control option So if there are you know students at their end if you want them to present To other students what you can do is you can give them the presenter control and they can you know Upload PPT and they can give the presentation so for that you can just give them the presenter control right you can select them then there is This make presenter option here At the bottom so if you make them presenter they become the teacher and they can upload PPT Is they can give the presentation from their end you become the student for that time You can take back that control also So in between these you know the session which are going on there are options like chat And questions here there is a chat tab. There's a questions tab So what in chat this chat tab is visible to everyone who is connected All the people who are connected they can see the chat they can post some chats So this whatever you post here is seen to you and everybody But if the person wants to ask a question so you can ask them to put the questions in this questions tab So what this does is person will put a question it will appear on this question This will also be visible to everyone and what this can help you with is like if the other center has the same question What he can do is there if a question appears here if he sees that he has the same question He can select that question and vote for it That means that the center has the same question. So he has voted for it So you you will see that Two or three people have the same question and you can later, you know, take it up and answer it then another chat feature is there that You can decide, you know, if you want a specific person to send a specific person a chat So you can just right click and click on private chat. So this private chat what it does is it Only is displayed on that person to whom which you are sending it This is not visible to everyone is only visible to you and the person would you have selected? So you can do this private chat also if you don't want all the people to see that chat Then there is a polling option. So it's like KBC So you post a question and the people have option to select multiple choice answers If you select that and it will automatically give you a bar chart, you know, how many people have answered this? How many people have answered this? So this polling feature is very important Here you can just, you know, create question a multiple choice question Whatever you type a question and you can give multiple choices You can say add choices Then you can type in the choices and click save When you click that save it will display like this And once you want this question to be posted at every student, what you do is you select that question and start polling So what this does is when you press the start polling, the question and with the options appears at that student end And he has the option to select any one of them and post it So what happens when they post it, you just click here and he view results So when you click on that you view results You see how many participants have answered B? How many participants have answered A? How many participants have answered C? So this gives you an instant feedback about your question and the options that you have given And it also shows you the number of students that have answered this question So these are basically the basic work throughout the A-view interaction that you need to know If you are facing any problems regarding the audio issues and you know, there are a lot of times The people don't plug their earphones or plug their headphones properly So there are problems regarding the audios So what you can do tell them is there is a This test option, check audio or video option is always there at their end also You can tell them to check that also Or if you are a remote center and you have that already the facility there You can just contact people here and we will solve that problem But during the session if there are you know audio issues and audio video issues You can just tell them that you please go to that check audio video option And that will automatically test their audio video and you can just tell them that check this And after that you just come again and log in again So that will solve the audio video problem Okay, there is one eco test option here There is If you click that you may talk something along with this audio Your voice will be played back after 10 seconds If you do not hear this pre-recorded audio in the playback, there is no echo So that this is another confirmation Regarding if your audio is properly connected It automatically shows you So that's The basic work through of AVU if you have any questions right now you can dispose or Live quiz up is not active This live quiz is not active It's not actually that tab is right now not active. So that's why I have skipped that How can we practice by doing this you can download this software from this the website that I have shown you You just go through that the settings and all and you also have that AVU guidelines file on that on our website No, but how do they practice because they need a server It's a good suggestion First of all, I would like to further add to whatever he has stated that AVU The server end as well as the client end is entirely open source software What he has talked about is the client side which can be downloaded and you can start using But there is a server side which is much more complex Actually, their team have installed that server side here It requires two or three different server instances. So one is a streaming server One is a database server. One is a content server. All of those are managed There is nothing extraordinary about it. You can also install it One problem with the back end server is that the streaming server that we use or AVU uses is still a proprietary software They use Adobe streaming server But as far as the other server instances are concerned, they use MySQL, Mongo and such things which are okay The point I'm making is Those of you who want They can use the AVU facility even within your own institutions For example, you have large classes for first year students You invariably pack them up into 100 or 150 and yet you may have 400 students I have seen everywhere These are taught in batches by different people Now why not select Out of the four teachers The one person who is the best expert on a certain topic And let that person give lecture on that topic to all students Let students assemble in different classrooms We routinely use AVU within IIT Bombay On couple of occasions every year Like the director addresses all newcomers There are 1200 people who are admitted Now instead of putting them in convocation hall They can be put into three or four halls like this where TAs are there And you can actually give a lecture We have done that for several other courses. So this is one you say About practice You require for practicing Three or four partners one of whom will become a teacher the other will be students It is not necessary to set this up Across different locations necessary Although I would take this as one of the early collaborating activities So from amongst you I propose that we form teams Or groups Of say 10, 15, 20 people each Where each one in turn acts as a teacher The other 19 act as 19 groups So imagine that each place there are group of people Even that can be simulated in real life because it is not that at Every college that you come from there is only one participant like you There are places where there are multiple people So all of them can form one group another group at some other place third group at some other place To facilitate this We will actually work out a schedule in the month of April Where we will keep such classrooms by different names Only the collaborating teams have to tell us Which one of them is going to be the coordinator of that collaborative So that coordinator we will designate as teachers And all other members of the teams with respect to IPA as students And we will give you slots so much before you start interacting with the actual participants of the future fdps You can actually interact And examine and perfect each of these facilities We will also participate as students during that slot But not as domain experts, but as technical support So if anybody has a problem The problem can be raised to the teacher through a chat or through audio video interaction And our student will be able to answer that question Okay So we can work out such a thing Do you think this is useful? Okay So I think we our my own ambition is that a view should become the Skype of India So it should become as simple as that And let us see how long it takes It took us quite some time to convince our colleagues in amruta university to open source that software But after they have done that the usage has increased The hackathon for example that is going to be conducted by mh rd on first and second So the coordination between 26 different centers is going to be done using avu This is definitely useful There are two aspects that I would like to stress whenever you have a audio visual interaction. It is like People sitting across here. So there are two aspects to it One is the activity is synchronous So it doesn't matter how far and where you are it appears as if you are at the same place same time So there is a synchronicity Now whenever a synchronous activity happens The activity acquires Spontaneity So if somebody asks a question spontaneously Somebody answers the question spontaneously Asking a question after a lot of thinking and answering it during discussion forum is actually a very different process But spontaneously raising a question and spontaneously answering a question has its own charm and has its own advantage You would have noticed in your own classes many times that suddenly a student asks a question out of the blue And on the spot you are able to think and give an answer or some other student gives an answer Which you could not have done had you thought for two days about what question to ask and what answer to Spontaneity is not just beautiful. Spontaneity also has a whole lot of creativity implied in it Spontaneity is what we miss in online Avu interaction will bring that spontaneity So with this I think we'll close for the session. I would like to thank Sushant and Sajjan. See you in the big hand


Welcome everybody to the latest in our advancing leadership webinar series. My name is Zoe Arden, I'm a fellow at CISL and I'm the chair of these webinars. So delighted to have so many of you with us today. We've had 540 people sign up this webinar so welcome if you're joining us live and welcome if you are listening to this recording, watching this recording afterwards. So today's topic is communicating for leadership, influence and impact. And I'm absolutely delighted to have two expert communicators join me on the panel. And as you would expect with the Cambridge Institute for Sustainability Leadership, they are expert communicators who are also very much focused on social and environmental impact. So first let me introduce Mark. Mark is director of Brand and Social Purpose at Edelman. Mark's career started in advertising. He learned the incredible power of storytelling to influence people and outcomes very early on and has worked across brand strategy and sustainability, innovation, worked with many big brands to help them maximise their commercial brand value and how to scale social impact. He's worked in creative agencies, international NGOs. So he was head of international marketing communications for red and worked for brands as head of sustainability marketing likes of Telefonica. Now Edelman, he's their director of brand and social purpose and works with some of the world's best known brands. So Apple, Unilever, Ikea, Starbucks, O2, etc. So welcome Mark. Hello, good morning everyone. And I'd also like to welcome Anna Lungley. Anna is global head of social impact at Denzou Aegis Network. And Anna is also senior associate at CISL and she works very much at the intersection of strategy, communications and sustainability. And for those of you who aren't familiar with Denzou Aegis Network, there she's responsible for embedding purpose at the heart of business culture and operations, reporting directly into the CEO that her work includes setting and delivering Dan's social and environmental goals. And Dan has 45,000 specialists dedicated to changing the role, the relationship that brands have with consumers. Prior to joining Denzou Aegis, Anna was sustainable business director for BT. And in fact, we're old colleagues from BT. So welcome Anna. Thank you. Lovely to be here. Super. So just a quick recap. Please feel free to ask questions and post comments through the chat functionality throughout the webinar. We'll be monitoring those. And this is a conversation. We're going to make sure that we've got a good 30 minutes at the end to answer your questions. And thank you for those of you who've submitted questions in advance. The final webinar in this series is next month. And that's looking at common leadership, dilemmas and solutions. And last month's webinar, many of you joined us to talk about personal leadership in action. And that was a really fantastic conversation. I encourage you to look at that if you get the chance. OK, so this is our outline for today. So why is communication essential leadership skill? What's the context that we're operating in? So how has the role of business changed? And then society wants more, but consumers also want more as well. So how are brands responding to that? And obviously a really important question that we are going to address head on and has come up in many of the questions, which is how do we communicate in a crisis? How do we behave in a crisis? So firstly, a quick point on why is communication an essential leadership skill? Why are we talking about communicating for influence and impact as part of our advancing leadership series? Well, we know that actually communication plays a critical role in creating positive change. It helps build more inclusive communities and can shape society. Communication actually maximizes our influence and impact to drive meaningful change. So we often put it in the leadership soft skills bucket. But what we know from our programs at CISL is actually quite hard to do right. So and how is how is communication delivered in a way that could ensure that it's an essential leadership skill? So how can we communicate? We can do that by collaborating and creating new innovative solutions at systems level. Really important. It's around how we embed and cultivate purpose driven cultures that foster experimentation and learning. It's how we develop powerful stories that inspire and motivate others and we'll be sharing some examples of those later. And it's how we actually engage with stakeholders and unlock the benefits of divergent and inclusive thinking. So so it's it's perhaps much broader than some of us initially think. OK, so moving on and how does communication enable the future we want? So some of you who've joined this webinar will be already be in the CISL network and you would have received an email from Zane Polykurtis at the beginning of the month talking about CISL's forthcoming new leadership platform, the future we want. And communication is an influence and impact is that absolutely at the heart of this new leadership platform. So a few ways, a few ways in which it is at the heart. So it's how we listen to each other. It's how we explore new possibilities and test and bait and challenge ideas, which is an essential part of this this leadership platform. It's how we coordinate responses. And as Zane Poly mentioned in in her in her blog, it's how we make space for compelling narratives and evidence to be drawn together. It's how we create a vision of a sustainable future, which is absolutely the part at the heart of a CISL's forthcoming leadership platform. How we finally leading on to what Mark is going to talk about. It's very much how we show up as leaders. So so over to you, Mark. Great, thank you Zoe. So I'm going to jump into that role of leaders, particularly probably from the private sector. And where do where do people expect us to turn up? Whether it be our colleagues, whether it be our partners, whether it be our customers and consumers, whether it just be our families at home. And when I'm talking about the change of dynamic we face, including probably interesting there, as Zoe mentioned about the ability to listen and listen to what is expected of you. That's going to be a thing that comes through loudly, I think, in lots of the commentary today. But we're going to be looking at data that's pulled from Edelman Trust. That's been going about 20 years. So the information you're seeing here is actually from about two million people being questioned in 27 markets over that time. And a bit of context, which actually is quite a nice bridge to what we face today. Edelman Trust started in the Battle of Seattle. So those of us on the call, who are old enough to remember, that was a WTO conference over in Seattle when protesters were on the streets and it really caught the attendees out. And the attendees, of course, were leadership of mainly political and in business world. And our CEO was actually attending that, and like everyone else, they didn't see it coming. And the reason we started looking at Trust was to understand who were these people? Why were they so angry? And what was dynamic between them and the people within the conference, beyond the locked doors? And why was it broken? Why do they feel they had to take to the streets to try and get their message out there? So that's where it started. And we've been looking at Trust ever since. And Trust, in that time, has changed a lot. There are various, obviously, global events that take place. There are huge economic events that take place, all of which play into changing dynamics. And when we look at Trust, we look at poor institutions. We look at the NGO sector. We look at media. We look at business and brands. And we've got one there and government, of course, and politics. Now, what we've seen most recently, which is really significant on this slide, which is business is now more trusted than government. And for the first time ever in the last survey, business is as trusted as NGOs. But a key difference is business is seen as being more competent than both actually deliver solutions. It means the role of business has changed in the world and therefore the role of leaders of business has changed in the world. And the world expects brands and private sectors to do more than just sell. There is a greater expectation and hope on businesses to do more. So when we look at the role of leaders in that space, it means that CEOs are being asked to lead. Seventy six percent of people, so CEOs should take a lead on change rather than waiting for government. When I said about listening, what we're seeing in government across the world, not in every single market, but certainly across most markets, is a slight failure of government and that government appears not to be listening as well or not being as effective and implementing change that people want to see while they see that business is doing it more more capably. Now, when we look at the immediate time, the right hand side of this chart here is a survey that's done in 12 markets and completed two three weeks ago now that was looking at how brands are turning up in the current crisis. So moving from WTO 20 years ago to current crisis, there is still a need and the needs change starting to being the model media for the importance of the employer in the society, the trust they have in business to provide solutions is there and very clear what they want you to do. They want to ensure that everyone you touch throughout all of your value chain directly and indirectly, you take care of in the best possible way. And that should be really the primary purpose of business right now and which is a change from the past to share information. So we see every audience expects you to do more if you are working in the private sector, every brand. Consumers expect companies to take actions that increase profits but also improve society. They don't see it as being contradictory. They don't see it as being a choice. They see it as being a commitment and expectation of both. And Anna will talk more about what the reward is for companies that have managed to show that employees. I think any of you who work in any company or any organisation who spent any time talking to the younger staff coming into your business or organisation will vouch for this. Surveys generally show that it's a second question asked. What is your role in the world? What are you doing in the world? How are you improving the state of the world? It's a really important factor where some would join you but more importantly, why they may stay with you. Nine in 10 within companies believe that their CEO should speak out on societal issues. That's a big change from how leadership was 15 years ago where generally it was keep your head down unless asked. That's very, very different to today and investors maybe later to the party, but a hugely important player now in this space and in fact, really the accelerant of what's driving change. They want to see change. They want to ask questions of your boardroom. They want to ask your leadership. What is the change you're trying to see in the world and what a change you are trying to implement in the world? This is a really important factor going forward for the role of leaders to play in understanding and articulate that. And why is it all there? Well, first of all, it's because business is being a positive and effective force for change, a force for good. They see business as a better idea, the better innovation. Probably the second column is really important though. They're better at implementing. 53% believe business can do more than government to correct societal ills. And we're going to come back to that in the current crisis later. What does that mean in the current context? And lastly, but it's really importantly, touch on what we mentioned before about listening, that they believe actually it's easier to mobilize brands than government. It's easier to be heard as a consumer, as a citizen, through brands than government. It means, do I want to express myself and my views on the world, through the brands I choose, brands I promote, I'm with, advocate with, spend my money with, or do I have to wait four years for a time to vote? Of course, that is not meant to be saying we represent voting systems, but it's saying people are expressing themselves in more immediate ways. And they think they're being heard in more immediate ways through brands. So the call is getting louder. They feel they can mobilize you. Their call is getting louder. This chart is very, very striking, Chuck. There's some data points here from different years. Let me explain what this shows you. First of all, on the left-hand side, that bar chart. That bar chart we saw last year is really striking. Really striking. That bar chart tells you that only one in five people believe that the system is working for them. We saw that last year and it jumped out at us as a very alarming sign. Something wasn't right. Many of the people on this call, the careers you're in, you're interested in this call, you're following this institution, you understand some of the tensions that play here. On the right-hand side is what we saw this year. This again was even more striking. 56% of voting people believe capitalism wasn't working today. There's more harm than good. That's a really, really worrying trend to be coming through. The going back to the left, the table. There is hope here. They might feel a sense of injustice. They might have a desire for change. Three-quarters of those people. But let's look at the last. Only one-quarter of a lack of hope. Three-quarters believe we can make things better. Three-quarters believe we can implement change. Three-quarters believe it's in their power to make choices and make change and believe people can utilise. And the institution they believe can do it best are the brands. So as we look forward, it's really important now more than ever to embrace your new role as leaders in brands and business because it's the expectation on you. It's an ask of you. It's a want of you from both your internal colleagues, from your stakeholders, from your supply chain, regulators, from government, from consumers, from citizens. And actually, if you get there and if you can embrace that new role, if you can make it work for you and step forward into it, there is great benefit from it too. I'm handing over to Anna to explain some of those benefits that you'll see coming through. Yeah, brilliant Mark. So thank you for that context sharing. And Anna, now over to you really to talk about how do we have impact and influence and what are some of the qualities that we need to be able to do that well? Thank you, thank you Zoe. So today, as we're sitting here at home doing a live panel saying that the world is changing might feel like an understatement. Global megatrends are reshaping our world. Digital is transforming the way that we work, the way that we live. Today, I think everything we do at the moment is online and business and brands have no choice but to respond and transform their business models to survive. And the advertising and marketing industry is no exception in the way that we communicate is an exception. And like everyone, we need to go beyond the way that we work and go beyond thinking purely about profit to rethink our purpose and consider the true value that we can create for society. And that puts the role of communications organization into start-up relief. We have a powerful role to play in shaping society. And I think it's something that over the last couple of years, advertising communications agencies have really begun to wake up and realize. The power of communication and how effective communication can be in changing the way that people think, feel or act can be a huge force for good. And obviously, it can also be misused as well. And I think it's important not to ignore that. But digital has completely transformed communications. We can communicate to live speed now and we can reach everybody at the perfect time and in the perfect way. So whether you use your mobile phone or you like to consume information on-demand television, we know your preferred channels are communication. The data, which is the lifeblood of the digital economy generates insights to gently nudge people in one direction or another. So Zoe, when you go into the supermarkets by washing powder, you may not actually realize exactly why you choose one brand over another. Because communications is so subtle and it just nudges and influences behavior and that's the power of it. And of course, this global communications network connects people to causes and causes to communities. And 20 years ago, we probably wouldn't have heard of Brecht Sandberg. But social media gave her a voice and connected her to millions of school children in the wild over who amplified their voice with hers. And importantly, took that knowledge and that passion back into their own schools and communities. And so we see digital and real-life communications really beginning to seamlessly merge. And I think it's been palpable in the pandemic how we've seen community groups and neighbors enabled by tools like WhatsApp, rallying around pensioners who are in isolation just to make sure that they are looked after and cared for and they have their weekly shop delivered. And digital can give rise to global movements as well. So we were really proud to be part of our planet and the distribution of our planet reaching millions of people in a very short space of time and uniting people the world over in a global movement and plastic pollution. So I think, again, we can see how fast you can communicate in today's digital communication, the power of that communication to reach into all the corners of the globe and to really, really affect change. But that cut through and create impact. It's really important to understand that businesses, brands, governments are no longer in control of the conversation in the way that they might have been previously. Now, the reason for this is clear. For a long time our relationship with business and brands has been transactional. So brands control the conversation deciding what to communicate and when through advertising or direct marketing. It was very much a one-way conversation. But over the last decade, the power balance has shifted. And 10 years ago, two thirds of touch points were brand led, but today, two thirds of touch points are brand led. And I think that's something that everyone in this call will recognize. We are much more likely to trust a review of an anonymous stranger on social media than the information the brands of business have sent us directly. And the advent of social media means that systems are no longer passive, they're no longer consumers in that way, they have a voice and they are using it. And in fact, some people have stopped using that term consumers and started talking about pro-seamers. So what do consumers want from brands? And I think it's really nice to sort of explain this. Consumers want more from brands. They don't just want that transactional relationship where they're marketed at. If they're going to give you their money or more importantly these days, give them, give you their time, they want you to matter to them and have meaning in their lives. They want to interact with organizations, communicate with entities that actually share their values. And this needs to go beyond the narrative. So 78% of consumers expect brands about social change. I think Mark has talked about some of the supporting statistics already, 64% of people will actually boycott a brand. So I'll actually stop shopping with them or stop engaging with them if they don't agree with their standard social issues. And sustainability of course is an increasing importance. To really cut through, you need to consider your tone of voice and values. Now, in a super VUCA world where everything is changing and the pace of disruption is exponential, people are prioritizing what I would describe as old fashioned values and human qualities that inspire confidence. Trust, which we've touched on, empathy, purpose, authenticity. So suddenly your stakeholders, including your clients and your talent, the people that work for you and your value, but also the people you want to attract into your organizations and teams. They care not just how you operate your business but the role you play in your community and how you treat your people. And that's becoming increasingly important. And what were anonymous businesses are expected to be much more human. So Mark has touched on trust and I think he'll talk about it in a bit more detail shortly. You can build trust. You can keep your brand promise, deliver on time, maintain quality standards, all the things again that we would do as individuals that build our own personal brand and mean that people actually trust us when they work with us. And businesses that build trust have an opportunity and a world where people doubt what they read in the media or potentially doubt the information they receive from governments. The second point is empathy. And I do want to talk about this in some depth. It's one of the most powerful tools we have as communicators and it's often underestimated. In our industry, we often talk about the intention to action. Once you have captured a person's attention and you've created a spark of curiosity and even a willingness to act, how do you actually convert that intention into action? And the key is often to create empathy. The ability to communicate with your audience in a way that enables them to feel empathy and connect your cause can trigger action. And of course, that's what we're all trying to create here when we want to create influence and impact. And this is an approach we use at lots. So at Densey, we work with about 80,000 organizations all over the world. I think 89 of the world's biggest brands, our clients' brands, and it's a tool that we see them deploying very successfully. So when you see campaigns that make your heart lurch, make you roll with laughter or make you cry, that's the brand actively creating empathy to try and inspire you to take action. And it's a really powerful tool. It's why you remember the John Lewis Christmas app. It's why I will only ever buy Pampers because I think P&G's Thank You Mom campaign convinced me that only they know how hard and exhausting it is to actually raise kids and also how rewarding it is. And I still cry every time I watch that. So it's hugely powerful. At Densey during this pandemic, we've actually set up five phases based on the five stages of grief to really understand how people are responding to the current crisis and asking them where they are in their journey and how that's changed over time since the pandemic began. And this has created incredible insights to help brands navigate the emotional storms that consumers are currently weathering. It's also really importantly, help them understand how they can change their messaging over time. So half of millennials in Densey say they're paying more attention than ever to how brands are communicating. And at first, generally, and I think we're all going through this together, which is one of the incredible things about this pandemic. But at first, I think people were really worried about coping or worried about jobs, feeling very isolated, how to take care of loved ones. But as they move from that kind of initial shock into subsequent stages and start coming to grips, we found that actually consumers are looking potentially for less support and more action for brands. They want them to focus on solutions, not just selling, it's only well relevant. And again, I think that's an important point and also touches on that authenticity. It doesn't need to be complicated. So on a very simple level, I'm getting emails from lots of different companies at the moment saying, they're telling me that they think they're thinking of me, not so relevant, but straight and genius. Nando's have actually certainly recipe suggestions. My kids who are completely bored of my cooking after four weeks at home, would be delighted last night to have a full on Nando's meal, including those Periwokas crisps, which I think is absolutely genius and really makes me think very, and feel very differently about the Nando's brand, because they're relating to me at home. And so we want brands to kind of demonstrate that they understand what they're going through, to tell us how they can help or stay silent. And I think these initiatives or product lines might not generate huge profit in the short term, but in the longer term, they will pay for themselves because they will generate that brand loyalty. And that's been nicely to purpose. So the business case purpose of brands is increasingly recognized. 70% agree that brands, the secret profit of purpose is that, they will lose trust in that brand forever. And again, marks me to talk about that a lot. But the one point I do want to make is that I think purpose as a concept is often misunderstood. It's not simply about being a good citizen. It's about recognizing the genuine value you can add to society through your core products and services. And there's been a very interesting case study in the UK recently with Gary Neville, who's a former Man United footballer, who's opened his hotel in Manchester to NHS staff in charge. And of course, Zoe and I are both big fans of Joe Wicks. He's a British fitness instructor who has live workouts at 9 a.m. every morning to get the UK moving.  And for those of you who haven't yet seen it, I strongly recommend watching his Scooby-Doo puppy workout, particularly if you want to get yourselves up and moving in the morning. Authenticity, so it's really important to stress that companies that position themselves as Papa said, will sustain our authentic consumers will no longer tolerate hypocrisy. There is a very good example of an asset management fund in the United States. And many of you will have seen the image of the girl facing down the bull in front of New York's stock exchange. It was copied world over. The aim was to highlight the need for gender balance on boards. And it was hugely successful with about 200 different organizations appointing women as a result of stating as a result of that campaign. But their brand equity was eroded six on seato and the fund made the front pages for underpaying its female leaders. On the contrary, if your experience is authentic, people are five times more likely to stay loyal. And that brings me to my final point, which is the employer brand.  If we behave badly or you have your ethics called into question, you can very quickly end up on social media and also mainstream media as journalists trawling through social media to understand sentiment. And according to one of the surveys that Mark's done over one third of China in April, well, I think it's as high as 82% in China say that they've started using a new brand because of the inoperative and compassionate way that they have responded during the pandemic. So again, a real opportunity. And the best example, one of the best examples I've seen of that recently is the drinks industry in the US who have rallied around the bartender community recognising that they need tips to survive. And Diashio, I think, donated a million, Bacardi three million, a host of other hyper-agreed drinks brands donated into the bartender emergency assistance programme. And that's a very savvy move as well because of course that's forced to their value chain. So in years to come, and again Mark said this, the talent you're trying to attract into your business may well ask you what you do in the pandemic. You personally are new as an organisation. And I do think that's a really good thing because in the new world trust, combined with purpose and the ability to collaborate will be absolutely key. So whether you are responding or managing your communications in the current crisis, do you stick with compassion and make a difference? Brilliant, thank you so much, Anna. And firstly, lovely to see you drawing on so many themes that we had in our March workshop around authenticity and purpose and compassion and empathy. And also picking up on the many questions that we're getting in the chat around trust. So I'd now like to just hand back to Mark for our final few slides before we open it up to questions. And as I said at the beginning, we wanted to address this head on because obviously we've had lots and lots of questions around this and Mark, I know that you've got some new survey data from Edelman which will sort of help people think about this as well. Yeah, absolutely. And so it won't take long, but I think it feels really important to share with everyone. As Anna's reference, we are living in extraordinary times. I'm sure many of you on this call are battling with children who are apparently homeschooling downstairs. You've done Joe Wicks, you're trying to work out how your days are for any different for any kitchen to your lounge, to your study back to your kitchen and study all over again. Same all over the world. It's extraordinary times. We've never had anything like this in our, our lifetime, our parents' lifetime. Hopefully we will not experience it again in our own lifetimes. What does it mean for brands? What does it mean for employers? And Anna raised a really, really important point about the value of employers. Last year we saw a huge change and employees became the most trusted institution in an individual's life. It probably in response to this VUCA world that I alluded to and described, which is things fell out of control and I feel unable to influence. And actually employer is probably the biggest institution that I come into contact with that I have some level of control over. I can talk to a line manager, I can quit my job, I can go somewhere else to work. I can ask for a different role within my company. It's probably the largest, most comforting in terms of the security offers institution which I have a semblance of influence over. But it has really important role. This data I'm gonna show you now is related about three weeks ago in a 12 market study you can see on the screen there. You'll understand how people, citizens around the world were feeling about the pandemic and how companies were responding. So we jump on please Zoe. As mentioned before, we know that brands are regarded to be people who can deliver the solutions we need. Come up with the ideas but deliver them. So 63% are saying that we won't get through this without brands playing a critical role in the solutions we need to provide on what we then build out the back of the crisis. Overall as well, it's interesting, isn't it, to see these numbers and mirroring what they've got. Despite government turning, we haven't seen the same Marshall plan and Roosevelt. Still, they regard business and company to be responding more quickly than government. But that's really telling that that remains true in that sentiment of speed of action. So what do they want people to do? Well, there is expectation on you. So if you're not doing that, they are also gonna punish you. Now, this is also very striking. We spoke about the preference that will be delivered through doing the right thing. This is even stronger.  I think it's quite clear in the first three months of this crisis, the differential between the brands who are stepping up and the brands who aren't. I think it's almost becoming starker and more obvious those companies that have the ability in their leadership teams and their resilience to actually step forward into the crisis and those who may be shrinking under the pressure of it. So we know because she must remember that. Now, Annalute is absolutely right. Now is the time to focus on solutions and not selling. It's a unique period where globally we face the same common enemy. We face the same number one challenge. There is only one priority on every boardroom's list. Every citizen's life. And it's the same everywhere in the world, which is a unique experience. So it's about the solution to that challenge they want to hear about. And if we go for a piece though. The first of all, it's that role of employer again. It is about ensuring that your suppliers and your employees, 90% people believe you have number one responsibility is the core of what business has always done in society, which is provide the wellbeing through security of income, security, a role of a job and that needs to continue. And at all expense, they do expect businesses to take a short-term hit on this to try and keep individuals are being maintained. That includes their safety force at work. And if we go on again, it also means pivoting the business. They want to see products that help people meet challenges about solutions to what you build. It also means offering products to frontline staff and those who are most at danger, most vulnerable, who society as a whole feels now most indebted to discount products, free products. How are you helping those people who are really carrying the greatest burden from us all through this crisis? And we've seen many brands doing this brilliantly and stepping with really meaningful solutions. And lastly, it's worth bearing in mind, they're not looking for new products. They're not looking to browse and things that aren't related to this right now. That is why you were saying such a steep decline in advertising, such a steep decline in lots of marketing campaigns. And it's right because people are telling you, we don't want to see that. We don't want to be buying that stuff. It hopefully will come back. But right now, there's no need for this. And how do they work? They need to work in pan and glove with government. They need to work in partnership with government. But it's really important that second chart there, the second slide, number on this slide rather, the safety net, they really do see business as being the catch-all. The people who will come up with things that maybe government lets slip, that they have an important role to fill the gaps in government's response. The role is vital. And lastly, there is this real need, which is new. It's the new requirement of companies about being an information source, different to normal. We're not just asking you to tell us what time we should start work, what is our pension policy, what they're asking you to tell the information, they trust you more than any other source about what is the situation today? What is the state of coronavirus in our market globally? How are our colleagues surviving? What are we doing for our supply chain? How are we ensuring that we are stepping up to the mark on this? And what should I be doing at home in my life? This is a new role for companies to play and making sure you do it competently and accurately at this time. And with compassion, as Anna said, it's really important. So finally, what should we do as a whole? Well, this point rightly and thankfully, it's going to experts. The public want to hear from more from experts than ever before and understandably so. So if you're dressed in a white coat and you're working in a hospital right now, people will listen to anything you've got to say. But this man is the top of the tree on that. This man is Dr. David Navarro. He's WHO COVID special envoy and we've been working with him to make sure we stay across what's going on with the crisis. His words are deeply compelling. So I want to share them with you. I'm asking everybody who's got the power to lead where they can and not to wait for permission. Here are things to stand by. You should be audacious, ambitious, authentic and accountable in what you do. If you're going to start communicating around this and stepping forward in this challenge, you go forward, please, Zoe. And here is his four things to bear in mind, which I think really is what we've been touched on today. You just show up and do your part. This is not a time to step back. It's not a time to disappear. There is an expectation on brands and companies to meet these challenges. There's a want for them to do it and there's a belief they can do it well. People want to see you doing that. Don't act alone. This obviously is a huge problem, way beyond us, like other problems we face too, namely climate change and shore come up in discussions. But collaboration and collaboration at speed is required and demonstrating that is required. Solve, not sell. I won't go over that.  During lockdown, they need to have solutions offered to them and communicate with emotion, but deliver with facts and action. People do want to know what's happening and how we're getting through this. You need to show compassion and understanding of what it feels like to be in this. You need to frame it correctly because facts on their own won't be received. But they also need to believe it's accurate so you can maintain the trust. Brilliant. Thank you, Mark, so much. And thank you, Anna, as well. So, and thank you to all of us who've joined us for the questions and comments that are coming in. Mark, I just want to address the first one to you, if I may, just picking up on this point about trust. It's been a really strong theme in the chat conversation, was does Edelman expect trust to change this year with COVID-19? The question is asking the general perception, maybe some exceptions like the US, is that people are trusting governments more, especially as companies are letting people go, reducing payments, et cetera. Any predictions on what might happen to trust? Yeah, so I think where the questions led to is probably the category that will change most, which is government, because there is, so in our trust, we've broken down into what constitutes trust? How do you earn trust? What behaviors do you need to be in? And really it's about your competence in the role you do, the dependability in that task. How much integrity do you have in doing that task?  Are you helping society move to a better place? You dealing with some of the issues? Government is obviously being very, very poor, sorry, not obviously. Government has been scoring very, very poorly on competency, the belief that it has the ability to solve solutions. Now, you're absolutely right. The government has stepped in unprecedented ways as it needs to, and it will continue to do that. As we move from a health issue to an economic issue, the government intervention will be absolutely key, and we're already seeing a beginning in that response. How effective it delivers that will obviously depend on the level of competency, scoring that they are gaining. We can see that they are, there is a sense of in UK, we're obsessed by referring to split spirit. This sense of this common enemy brings everyone together, and it has galvanized. Whether in time passing, there will be some reviews of how well governments have actually performed for errors they made. And already we're seeing comparisons between markets of governments have done very well and very badly. That will no doubt play in. What is guaranteed is that government's gonna have a bigger role in our lives than it has done for generations. So I think the levels of trust from that will be how well they perform in that role. What is their level of confidence? How will they deliver against what they're promising? And of course what we're paying for. So I think that the question is right to lead to government. That would be where we see the biggest changes. Some companies I think will perform very well as a whole sector, the private sector, I think will be challenging because obviously there's gonna be massive job losses. There's gonna be incredible economic hardship, how much people take regard that as being the private sector or the private sector being a victim of that is a different matter to see how the public react. Level of trust has been very low for a long time. I think what's also interesting in the current conflict is social media. We saw social media in the last few years really falling away. Technology has been the golden child of all industries. Had levels of trust that every other industry would have absolutely loved to reach. In the last three years, we've seen that the general public's understanding to differentiate technology between social media platforms and technology as a whole had started to form. There was maturing and a differential between the platforms and the publishers was starting to mature. So we can see a return to journalism as an old media consumption is rocketing right now. An expert opinion is rocketing right now. There is a fear about fake news. And that has been- Actually Mark, Mark, I'm gonna pause you there if you don't mind but I have so many questions and I would love to try and get through a few more. And in fact, you've actually just segway to a topic that I wanted to pick up with Anna because we've got a lot of questions in advance as well. So it'd be lovely if we could try and get through as many questions as we can. So Anna, three questions that I felt really talked to what you were addressing in your piece there that I'll just lay out for you. See if you've got any other additional comments if that's okay.  So three aspects. So the one that Mark was just picking up on there. So how to deal with digital communication and judgment on real versus fake. Now, IE losing all the cues from real outcomes. A second one around how to craft and spread worth to be listened in info in the current information landscape. You know, an overload when we're exposed to it. So how do we keep our communications relevant? And then something you picked up, what are the best ways to communicate in a balanced way? So empathetic with some authority and with hope and power. So the broad bucket here is how to be relevant and genuine in a changing communications landscape and how to deal with digital judgment on real versus fake. We'd love a sort of a 60 seconds thoughts on that. Yeah, I will be snappy. So it's interesting, we produce a survey every year where we survey about 40,000 people called the Digital Society Index and we look at their behavior on internet use. And I think 46% of people who responded do come back and say they're suffering from information overload. But what we find is the more sophisticated people skills are, the more able they are to control that information, install ad blockers, for example. So I think skills are really important. The second thing I would say is that behavior on the online world is no different to behavior in the real world in many ways. And actually, we advise our children from a very early age to a stranger danger to be alert when crossing a road to be careful what they hear. We need to apply that same judgment to social media and actually be really considered about what we hear. Filter it, question information we don't necessarily believe is authentic. And if we see unethical behavior, we need to call that out as well as consumers because that's, I think, a way that we can affect change. People often talk about increased regulation. It's very difficult to regulate a world that moves at that speed. In terms of balance, I think, we've talked a little bit about authenticity. If you want to get communications cut through, at this time, be an aesthetic. Think about what your consumers or your audience are actually going through. Be relevant in terms of the information you communicate. Part of the staff that can wait and then revisit at a later time. So again, I think we've touched a lot on those themes about solutions and selling in authenticity and demonstrate that you are acting in the best interests. We've seen some people, some very well-known people, fall foul over the last few days by coming out and communicating in a way that has felt self-serving. And the TwitterRT has responded rapidly. Yeah, brilliant. Thank you so much. And so many brilliant questions coming through. Clearly, this could put lots and lots of questions still about trust, et cetera. But one I'd like to address, we focus very much on brands and V2C organisations in this conversation so far. And two questions that have come in through the chat. One earlier, so do two parts. And Anna, I'll start with you first and then go to Mark if that's okay. So do the same principles apply for B2B companies as well as B2C? And then a different question, which I think is a really, really important one, is how about the other crisis, the climate crisis? The question was many companies that play a big role are not brands, but are resource companies like mining companies, oil and gas, agroforestry, et cetera. How is trust going to change for these resource companies and what should these companies do differently in the post-COVID world? So Anna, if you thought for you before I... Yeah, I think I'll start with the second part of that question actually, because it is really, really important. I think one of the challenges that we've wrestled with from a sustainability perspective over recent years is that it's actually been very, very difficult for people to imagine what a huge system level shock would look like to society and to the economy. And in some way COVID-19 has actually created that reality for people to understand. And I think what we need to ensure as we come out of this pandemic is that people understand the link between COVID-19, biodiversity loss, how that is an example of a global mega trend at system level shock, how fragile and interconnected our society and economy is and our businesses is, and that that is probably one of many shocks we may see over the next five, 10, 15 years if we don't start to behave in a way that's different. We will see a response, and I think increasing response and demand from investors. So Montt touched on ESG. In the last 12 months, 12 months ago, we weren't getting questions from investors in ESG, but now about 80% of our investors are asking us those questions, increasingly so. I think in the wake of the pandemic, investors will be looking to see how organizations are prepared for this scale of disruption and we'll be seeing those that haven't. So I think that's an opportunity and we need to really, really make sure that we get the agenda. Talking of digital communications and the changing world, I was delighted to see the Earth Day Act which did take place yesterday. It may not be 2 million people on the streets, but it was certainly the largest environmental conference online. So it's good to see that conversation continuing. Super, thank you, Anna. Mark, any thoughts from you on this one? Yeah, I guess so, B2B companies, the principles are the same.  You've got your employees, citizens.  So the right behaviors are expected of you and they're different behaviors. So it gives you license to operate with regulators. It gives you that strong relationship with your state and your suppliers. And of course, you guys have customers too, who are people. You have people who you want to work with you and for you. The scale and the reach of your, some of your communications around it may be slightly different. Obviously much more targeted to much narrow and sharper audiences. But the principles we've shared today are no different. It's simply the role that people expect of business and brand in the world today. The execution may be slightly different. Climate crisis is obviously an ongoing challenge. And I know you've all been across the conversations about how interesting is the response to the pandemic versus climate crisis. And that only we could get the urgency that we've shown the pandemics for climate crisis. Yeah, there's an important parallel that has to be navigated here that we don't try and encourage a conversation, which is look how great the environment is now that we've turned everything off and in effect people are dying. That isn't the answer. The answer is yes, it's great that the environment can recover and we can show how different ways we can do things. But what we are aspiring for is a sustainable economy which delivers both rapid growth, rapid job creation but also more sustainable route through. And so for companies who are involved in that space it's about defining the narrative of what the new normal will be. We know we're in crisis stage and rapidly we'll be getting to a new normal. And right now already it's starting to be created and crafted where the large scale investments are placed by governments and by their institutions to get through and beyond and recover this economy. We'll really define whether we take the challenge of we have a decade to really reshape things. And we have a great opportunity to in the normal context is we're nudging people through incremental changes in our current system or current life and in an unprecedented way we've just stopped everything. So when we restart, we can also reset and we can really take this opportunity to really recalibrate some of the systems that the normal times takes so much longer to take. Yeah, brilliant. Thank you. So just a quick build on that. We might actually see people are more open to sustainable lifestyle now that they've actually gone back to basics in their homes, gardening, cooking from scratch. These are all ways of living a much more sustainable lifestyle back on their bicycles. So it'll be interesting to see if we can make. Yeah, absolutely. So I'm going to try and experiment now. I'm bringing kind of three threads of questions together a couple in advance and a couple on the chat. So where we've got to a few things to chuck into the mix and I'll just get you to give broad brush comments both of you to this. So earlier on in the chat, we had the question if capitalism is so culturally ingrained, how can we change it? We'll pick up on what you just said, Anna. Do you think we would question in the chat, do you think sustainability, this definition of sustainability will be changed now? And then sort of related, it's just really around this whole issue of communicating the importance of purpose in an environment which is more comfortable and talking about commercial imperatives. So this whole purpose versus profit, what do we mean by sustainability? How can we convey the urgency of sustainability? Any thoughts? Not even sure if that's a coherent question. I do think, I don't think the definition of sustainability will change, but I do think understanding might deepen. So I think people begin to affect change when they start to experience it themselves personally. One thing that we saw last year, I think the water shortages in South Africa was that women had to start to cut their hair because they could no longer wash it. When global megatrends begin to impact consumers and citizens in their homes, you start to see powerful change. And what social media has done has given citizens and people that voice and that ability to start to affect change at a global scale. And we saw that with the extinction rebellion when they brought London to a close and we implemented a zero carbon target. So I think it is really powerful what consumers can do. And one thing I would say is that capitalism, I think that's on those lips at the moment. We've just talked about that global system shocks high levels of awareness, invested behavior changing. The shock market has, the shock market, that was an accidental expression that the shock waves rippling through the stock market and I think are going to create increasing demand for investors and answers from investors. Brilliant, thanks Anna. Mark, any thoughts? Yeah, I think just reiterating Anna's points and also just going back to that point, the question is kind of, it's alluding to behavior change. It's alluding to, are we entrenched in one way and are we describing sustainability in a way which is slightly counter to that and is it even biting and resonating? I think it goes back to the point I made earlier. In this difficult time, and it is of course an incredibly difficult time, the silver lining for me is, we've never had a chance to reset things. We've, it's true, capitalism is ingrained, our behaviors are ingrained. We've never had a cultural awakening. We've never had an economic awakening that we're about to experience because it's forced on us. So it's really upon us, this community and those people who are beyond or not on the webinar but in the same space, to ensure that when we're drafting and hand planning and trying to guide what the new normal will look like, we ensure that is a different version of capitalism. We ensure that if we're going to have consumption, it's more sustainable consumption. We ensure these behaviors are normal. And personally, if sustainability as a word is not used as much, I have no problem with that because, you know, we fail to make it really cut through in the mainstream for so many years. And if the, you know, the ambitions are the same but we have a different vernacular and we're placing culture and as I alluded to, it sounds up to things like cutting your hair shorter because it's better, it's better, then that's absolutely fine. It doesn't have to be labeled as sustainability. And whatever the examples are that come around the world. So I think that's the silver lining from all of this, is there is an opportunity to reset. Yeah, absolutely fantastic. So probably last round of questions and thank you all, everybody on the call in advance for so many fantastic questions. So I wanna take us back to the way we set this up at the beginning. So this is our advancing leadership webinar series and we're talking about communicating for leadership influence and impact. And I just want to bring our questions around to sort of leadership and communication. So a couple of questions really to put into the mix. First one is a common theme that we see, which is just this issue we just touched on purpose versus profit short-term versus long. So the question is how to communicate on long-term issues to leaders who are proponents of near-term wins. Any quick examples really of success. And the second one was just more broadly and I think very much picks up on what both of you said earlier. So what kind of leadership should we expect now from business leaders? Do we think there'll be changes in leadership structure? So really it's like, how do we take, how do we expand leadership, use the benefits of communication, influencing influence and impact, take people from short-termism to long-termism and what's the kind of leadership we want now? I personally think that we need leaders who are system thinkers. I think there is a gap between the leadership that we have and the leadership that we need and people who have interdependent the systems are. People talk about the pandemic without actually necessarily considering what to call the pandemic and the link to food shortages and biodiversity loss. And I think people understanding that role and for example, women and girls and gender for example and how that connects with issues like climate and how the wellbeing, it's really important that we have leaders who can see that system. In terms of creating that longer-term view, I know Zoe, one of the things that you always talk about is the power of stories and Polyphotos put out this really sort of powerful piece about talking about the future that we want and the future that we can imagine. So I do think we have to create that longer-term vision and then break that down into a very practical pathway. One of the tools that I think works really, really well for all sustainability professionals and business is the financial and the financial team. So when you are communicating sustainability, talking about cost transformation and financial terms, talking about risks and opportunities and financial terms, I think I'm very lucky. I have an extremely enlightened CFO but if I need to have conversation with him about systems we need to implement, we do talk about it in that context and it becomes a very straightforward conversation to have. And I think for all the brands, I mean, I can't emphasize enough, this is an extinction time for brands. You know, businesses will be disrupted at a phenomenal scale and the ones that will survive will be the ones that fundamentally rethink their business models to minimise the risks created by the global megatrends but also capitalise upon those future opportunities. And those that too will be prepared. And I think Unilever is a really interesting example of that because they started thinking about this 10 years ago and it set them up very, very well. And they've taken a very proactive stance not just in clean up and plastic and recognising that they need to clean up everybody else's as well. So it's, and that's real leadership, it's thinking 10 years ahead. And we do have the benefit of some really good case studies and really profitable case studies with their portfolio growing 47% faster the sustainability portfolio growing 47% faster than any other brands. And I think it's that kind of data that really helps to stop the business case. Brilliant. Thank you, Anna. Pulled together so many threads. Mark, last comment from you before we close, if I may. Yeah, I know there's only a minute left. So I think that's not underestimate how difficult the long-term and short-term conversation is going to be with the enormous short-term pressures that all businesses will face in the next 12 months.  The opportunity, I think, and I alluded to in the closing of her section actually is the parallel to the key word we're going to hear lots of going forward is resilience and realizing how many of our systems weren't built with much resilience in them is what we've learned from the pandemic. And so resilience is, of course, something we've struggled to fathom as individuals because the long-term is hard to understand. However, suddenly you've seen, we've all seen the effects of pandemics think they could imagine to become real. And so this is the same for climate change. I think if you frame your long-term objectives in resilience, no one will question the opportunity that presents to a business. In terms of leadership, I think we need a huge amount of compassion ready to be displayed by some leaders in the world right now and very well displayed by others. That isn't to mean it's not strong leadership. You're also going to need to be required to be strong in your decision-making, strong because your workers, your employees, your partners will really need guidance through what is going to be turbulent times but compassion to show you understand how it feels and how best we're going to get through this together is what I'd say we want from you. Brilliant. Thank you so much, Mark. So our final slide before we close is Brilliant Segway from Anna and we've talked about it. Brilliant. Beginning, watch out for the new leadership platform coming from CISL, the future we want. Should also say, we think this is such an important topic. We've actually created a new online course for it and Anna and Mark indeed are both speakers on that course, online course and it's called Communicating for Influence Impact, which launches on May 13th. More information on our website and in the full up email we send you and hope to see many of you on next month's webinar on common leadership dilemmas and solutions. Many other topics have come up such as gender, diversity, inclusion and trust that we might want to dig into more in the future. But more from us. In the meantime, I'd like to say thank you so much to Anna and Mark for such fantastic contributions and to all of you who've joined us and are watching the recording afterwards. Thank you so much. Thank you, Zoe. Thank you.