Good afternoon. Welcome. My name is Olivier Schwab. I'm Managing Director at the Forum. Today's session, Family Business Relic or Role Model. We know that a large amount of the world's assets are in the hands of family businesses who, by definition, have to take a long-term view so that they can keep their enterprises fit to pass them on to the next generation. So what kind of special model of stakeholder capitalism can we learn from family businesses? What are some of the challenges which they face? This is what we are about to explore. Linda Gratton is going to lead the session. Linda, please. Thank you. Thank you very much. I wanted to start actually by asking how many people in the room are from a family business? Hands up. Yeah, I thought we were probably talking to the choir here. That's wonderful. I'm Linda Gratton. I'm a professor at the London Business School. My research is in multinationals, not specifically in family firms. But a couple of years ago, I began to become involved in family firms through the WEF. And what I began to see is that it is an extraordinary model, an extraordinary model both in terms of intergenerational succession, in terms of the way one thinks about the future, and indeed in some ways of balancing the values that a family business creates with the values that society needs. So this session today is a wonderful opportunity for us to hear both from those in family businesses, and indeed in the case of Stan, from a CEO who's managing what was a large family business, just what that means, and also what corporations can learn from that. So may I first of all introduce our panel to you? I'm going to actually start with, and then I'm going to ask each person to say something, but let me introduce the panel first, and then I'll come back and we'll do that differently. First of all, may I introduce Stanley Bergman, who's the Chairman of the Board and CEO of the Henry Shine organization in the US. And Stan's here because occasionally in the history of family firms, professional managers come in, and Stan is such a person. He actually took the organization from family ownership into public ownership, and he perhaps will say a little bit about that in a moment. But let me secondly introduce Camila Hagen-Sawley, who is a member of the board of the Connicka family farm of Norway, and in fact is also a young global leader. So welcome to this panel. And finally, let me introduce Andre Hoffman, who as well as running what looks like an amazing wine business by the way, for those of you, I thought I'd say it before he does. Also is the Vice Chairman of Roche. So we have an amazing group in terms of the panel. I wanted actually to start with Camila, and I wanted you to say something about how do you see a family firm, particularly in terms of intergenerational succession? How does that work in your view? Thank you so much for the introduction. I want to start with a quote from one of my favorite poets. You might call him a slam poet. His name is Mike Tyson. Everybody's got a plan until they are punched in the face. And investing with a long-term perspective makes it a little bit more difficult to be punched by short-term corrections. And one of the strengths of family businesses is the investing with a long-term perspective. I would say that historically also family businesses have been in many ways taken on a kind of stakeholder capitalism. Because to be able to develop and sustain a company for the next generation, which perhaps has been the biggest purpose of a family company, you have to also invest in the society around you. You have to invest in your employees. You have to invest in teams. You have to invest in your family and the communities. And of course you have to invest in the future. So being the next generation and the second generation of a family company, I am of course a product of my generation. And what we see today is that you cannot create... You have to create value in a way that also is positive for society, for people and planet. And I want to say, as we heard Professor Colin Meyer earlier today, the purpose of a company is to produce solutions to problems of people and planets and in the process to produce profits. Thank you so much, Queen. I guess right from the beginning of this panel, we've already identified three issues which I think we're going to come back to. One is how is it that family firms have this extraordinary capacity to invest in the long term? Is there anything that other types of companies could learn from that? Secondly, working across stakeholders is a really important part of many family firms. And thirdly, as each generation steps up, the challenges they face are unique to their time in the world. And are they therefore more able perhaps in other organisational forms to be able to understand those issues? So Camilla, thank you so much for that wonderful beginning. Stan, everybody here is a professional manager and a professional leader of course, but that's specifically your role. Would you like to comment on how you see family firms and also perhaps how they change over time? Sure. So my company, Henry Shine, is today a Fortune 500 company, started 88 years ago. 29 years ago, and this is all public information, finally through the SEC, there was a family dispute, three wings of the family. So a couple of the family members said, sell the business. And we came up with an alternative proposal, which is let's take the company public, give management a five year chance to do that. If it doesn't work, we'll sell the business. If it works, the family members can liquidate their shares as they will. So we've been public for 25 years. One set of the family have kept every single share. One set got out 20 years ago, and one set is a hybrid. So in my view, whether it's public or private, I don't think it really matters. What matters is the values. And if a company has good values, it doesn't really matter. And so we at Henry Shine believe in our five constituents that make up what we call the Henry Shine Mosaic of Success. On the one side, there are people that either manufacture products for us in our own firm, or we buy them from other people. We want our people that provide us with products to really be successful through us. On the other side is our million and a half dentists and physicians that we service around the world. We want to help them operate a more efficient practice so they can provide great clinical care. In the middle is our team, and we are committed to team values extraordinary. And you can read about it. There's a Harvard case study on that. Trust me, for the moment we don't have much time. We are really committed to the team. And the other side, the fourth is our investors. And we have been clear since our IPO that our investors are important. They're entitled to a good rate of return, but the company does not exist for the investors. They're one of the five most important constituents of the company. And the fifth constituency is society. We work with all the professions that we service. We're involved in the communities and the professional associations. We're involved in the communities we're in, but we're also involved in communities around the world that we may not even have a financial interest. And our focus is access to care, access to oral care, dental care, and medical care. So I would submit that it doesn't really matter. What counts is, at the end of the day, the results. And I believe that if you only focus on the short term, you have problems. And if you focus only on the long term, you also have problems. So I think even in a private company you have to balance those two. Sorry, can I just ask you a very straightforward question before we move on to Andre? You called them, when Henry Shine started the company, were those his values? So his values, but we expressed them 25 years ago in a formal mission. And it's not a mission that's just hung up. It's actually practiced. And 19 years ago, we've codified our social responsibility by founding what's called Henry Shine Cares, which is active, very active in healthcare. An emergency response. Thank you so much. Again, some really fantastic issues, I think, which we'll want to explore. One is the question about disputes. Family firms have disputes. Every sort of organizational structure has disputes. How do you work through those? Secondly, the question of values. And I ask that question because I think it's a really interesting question. Where do values come from? And part of what makes a family firm, if it's successful, often to do with the values that were created by the founding members and how those values have both been created over time, but also how does each generation reinterpret them? Community, your point, really.  Andre, you have been very much involved within the World Economic Forum in terms of how families within the Weff family firms work together. What's your view about what makes a family firm unique? And would you agree with Stan's view that, actually, it really doesn't matter what the ownership structure is. What matters is values, but then also results? Well, hello, everybody. There's lots of questions in the last one. I will try to sort of take them in term. First of all, when I read the title of the session, you know, are family business a relic or a model? I think we could say both. I mean, there are a little bit of a leftover of the previous times, but they are also behaving in ways which deserve attention, and perhaps we can spend some time spending about this. When I was, first of all, a couple of words about the company. We are going, next year, we're going to be 125 years old. My generation and some of them with us today is the fourth generation. We've recently, and that's been published a month ago, transferred some of our shares to the fifth generation, so we really are involved in this process of succession, but we are quoted in the stock exchange.  We have a quotation on the Swiss stock exchange, and the two types of securities are listed on the stock exchange. One is a dividend certificate, one is a voting right. So with 9% of the paper published, sorry, with only 9% of the totality of the capital quoted on the stock exchange, we have the majority of the vote. And that gives us this rather complex structure where we are publicly quoted and we are under the scrutiny of the markets and you have thousands of analysts who look at our numbers every second. And then you have a stable majority, which is a family owned and continues to discuss. When we have a conversation, when we have a governance issue, we apply what I call the pyramidal model or triangular model. You have a conversation between the management represented by the CEO who is a member of our board. You have the board which is constituted from international business people and scientists represented by the chair and the owner. And the three of them together have a dialogue which allows us to react quickly and which allows us to think long-term. And maybe, again, we can come back to that. So my family very kindly elected me as being the family representative, which means I'm the vice chairman of the board and we have this dialogue in that context. So why do I tell you that? I tell you that because there is a combination there of stability and agility, which is very important. So when I came of age and went to a business school, not the London Business School, but another very good school called INSEAD. And if some people want some details about INSEAD, come and see me after. It's a wonderful school. I was told quite clearly, this was in 1990. I was told quite clearly, look, stop it. This is not right. Step aside. The family control is an obsolete notion. What you really need to do is to increase shareholder value. And the only way to do that is to employ some MBAs, preferably trade at INSEAD, who will increase shareholder value, who will just focus the whole management to make the share more expensive. And now we get into this logic which I think is failing us, and that's where I think family businesses are modeled, is that you don't run companies just for short-term profit maximization. If you want to be successful, you think a little bit further than the next decision. The only criteria that you use is the one that's going to give you the most cash the most quickly, you're not going to be able to run this company for very long. It doesn't matter if you're an MBA from INSEAD, because you're going to retire four years later anyway. And if possible, at the share price at the maximum, which means that your options are going to give you lots of money. But if you happen to be an owner, if you happen to think about these shares are going to go to the next generation, you think a little bit more before taking this sort of decision. And I think in that respect, family businesses are modeled. Now we could also open this conversation to what does it mean to create value? How do we measure value? How do we in the long term decide what success looks like for a company? In a pharmaceutical business with cycles of at least 15 years from the discovery of the molecule to the end of the marketing process, it's quite difficult to think in quarterly sales sort of volume. It just doesn't work, just doesn't equate. So other companies have the same promise, but we solve it differently. Maybe I'd stop there for a minute. Can I ask you a very specific question about that? I mean, when we talk, many of the family firms that are part of, the family businesses that are part of the WEF, have been there for many generations, two or three generations. When we look at companies being built now, so for example we look at California, and we look at the tech companies that are being built now, it doesn't look to me as if any of those are necessarily going to be family businesses. Why is that? Why do you think that Google or Amazon or Microsoft are not family businesses, Andre? First of all, I'm not at all sure that's true, because the founders, even when they go away, leave themselves the right to decide. That for me would be quite a characteristic of family business. But do you think that actually when your companies were built, it was a time when building a family business was part of how an entrepreneur would have seen their legacy? Camille, I mean, how do you see that? Yes, maybe you have a point there. I do believe that this is also an aspect of the era that we live in. And looking back where, for example, in our situation where my father actually built the company and started his first grocery store together with his father, and the company being built on family values. In that perspective, of course, that is something that they carried on to the next generation. And growing up today in a more professional setting where we did not create the companies in the same way, that might create a different aspect of this. How many people here are building a business now which they think they will hand on to their next generation? I don't mean those of you who have inherited a business. I mean those of you who are building it as an entrepreneur. Is anybody here building a business that they think they're going to hand on to the next generation? A couple of people are. See, that's sort of an interesting... Can I just give another point on that? I do believe, and I think also with the companies that you mentioned in America, the structure is different and the family of the one creating them they will be exposed to foundations or some other kind of wealth. What we really inherit is a responsibility. It's a responsibility to create value for the whole of society and to make sure that your company or the values of the companies are sustainable and are continuing living. Can I just... I don't think any entrepreneur sets up a company just to be able to sell it. Selling it is a rapture. It's a painful exercise. You do have to go to the stock exchange at some stage because you need liquidity, but it's not the intention. The purpose of the company is not to make money only. The purpose is to serve the community and you will do it better if you stay in control. Does that also mean that you would pass it on to your family? Well, the succession issue is a different issue. This is something you organise for. This is something you plan for. But the startup who starts a business by saying this is going to be 20 million in a year, it's going to be 150 million, it's going to be 200 million and let's sell it and let's start something else again. Frankly, I think that's very painful. I don't know many people who do that because they want to. They might have to. I think we have to bifurcate the world a bit. The tax regime in the United States doesn't really allow for family businesses. In Europe, in Germany, I don't know, in Scandinavia, but you have in Switzerland, you have companies in Germany, 200 years of family companies. The US, because of the state taxes, it's very difficult.  If you don't seed the control, it is very, very complex. So I think that's one of the reasons why in the US it is very hard to move to the second generation. It's possible, but very difficult. I wanted to come back to an issue that we started to talk about, which was intergenerational, particularly in terms of values. I mean, Stan, yours is an interesting company because you said earlier it doesn't really matter what the ownership structure is, but at the same time, your values are the values of your founder. How is it that over time you've kept those values burning I was going to say something, but I'm glad you asked that question. In my view, values have to remain constant, but the culture has to change. I always tell our team, when I joined the company in 1980, I put in the first fax machine, the culture today has to be very different, but the values can remain constant. So the culture has to change, and by the way, the biggest change is when I joined the company almost 40 years ago, you didn't have to make decisions that quickly. You have to make them very quickly now. And so you have to have a DNA that is subscribed to the values because everyone in the company needs to understand those values as they make those quick decisions. It's very different to the past where a few people at the top couldn't make decisions. You just can't do that anymore. We have almost 20,000 employees, and it's very difficult for any group of two, three, four people to just make decisions. So you're going to have the values, the culture has to be updated, and the values have to be deeply ingrained in the team to make those decisions. Camille, when you started in the business, how did you know what the values were, and how do you now live by those values? I believe it's being in the second generation probably in a unique situation, and I know that my children will not be in the same situation. You grew up with these values so close to you, and on that topic of the culture, I find it really interesting, and it's growing up so close with the entrepreneur. You get the founder's spirit, and the entrepreneurial spirit is such a big part of the company, and that is something we value highly and want to continue. And we see that when we act with this combination of the entrepreneurial and very much active ownership in combination with what you heard today, the scrutiny of the market. That's when we actually see results, but how to make sure that that value stays put is, I don't have an answer to that. Well, you have the answer, because entrepreneurs have good values, because you wouldn't be able to work with a team unless you had those good values. So the key is, how do you allow for those values to succeed? And in our company, we have a concept of entrepreneurship, which is entrepreneurship in a big company. It is complex because we have something like 320 E&Ls. It is very difficult, because you want to jump in, sometimes you want to say, do this, do that, but you really take the business and you split it up. And then those people that own those businesses have to subscribe to what an entrepreneur subscribes to, which is basically good values, otherwise you won't succeed when you start a company. Andre, you're fourth generation. So the DNA, I suppose, each generation, from the founder, from that entrepreneur, that entrepreneurial spirit, how does that sustain over such a long period of time, or what then becomes the basis of the values? I think Stan's point was very important. Values are intemperal. They can survive for a long term. You need to re-adapt them, you probably need to reinterpret them, but that shouldn't change very much. We've done an exercise in the third generation, did that already before the fourth generation took over, in a sort of parallel process. What does the family think and do, and what does the company think and do, and how can we plan this in parallel? So the company has now defined its values. We've captured them, written them down, free things, courage, integrity, passion. We want to serve the patient. The patient is in the middle. We're a patient-centric company. We're not there to just maximize short-term profit, as I said before. We want to be surrounded by people who have these free values and who are driving the business along this axis. That's the reason they gave us. You cannot control 92,000. If you don't think with the same way in the same shape, then there is a danger of things going in the wrong direction. So Stan, when you look at just finishing this issue of values, which I think is one of the most important points that's come out in the conversation up to now, you said before it doesn't really matter what the ownership structure is. Is there anything that you see family firms doing with regard to the creation and supporting of values over time that maybe a different sort of organization could learn from? Or is there something specific about a family firm that is able to create values in a way that's different from a group of professional leaders? Actually, I don't. You don't think so? Because I believe values are values. And there's this whole talk now of stakeholders. I bet you, if you go to the history of successful companies, they've always subscribed to the notion of stakeholder values. We call them the five constituents that make up the Mosaic and the Henry Schein success. You have to subscribe. If you're only interested in making money, you will not last. If you're only interested in your customers, you're just not going to make money. If you are only interested in society, well, we're not an NGO. So I think, by the way, the difference between the two is in a public company, you have to have a board that subscribes to an environment of purpose. If your board doesn't subscribe to purpose, you will not succeed. Families don't need a board to subscribe to purpose. They know themselves if they were committed to purpose. But I think that point is particularly important. You do not run a company for shareholders. We do not own these businesses. These businesses serve the community. They serve the community with a sense of purpose, with a good clear definition of what they want to achieve. You do not go into business just to make money. You go into business because you want to achieve something, because you want to have an impact. And we don't say that often enough. As a representative of the shareholder owning our family company, I can tell you, we do not run this company for our profit. We run it because we want it to be successful and to continue to be one of the leading pharmaceutical innovation companies in the plan. André, in your world, you even have a higher obligation because in a certain part of healthcare where you're saving lives. Absolutely. You have products, and I've seen it with actually, we know a friend of ours, a life-saving product. Absolutely. You save somebody that we know because you are a trial of a product. But your mission is even higher than an average company. We don't want to be too specific. The mission of a corporation is what it is in its context. But the point I'm trying to make is that you don't serve yourself by doing this. You serve the community, the stakeholder with whom you interact. Can I bring the voice of a CEO into this? And I want to bring the voice of Paul Pullman, who I don't think is in the audience, but let's imagine for a moment I'm Paul Pullman. I don't have a badge anymore, but that's another point. He doesn't have one of these. This is what happens to you, by the way. But actually, one of the things that I found fascinating about Paul, and when I teach at London Business School, Paul has come in in various ways, and he comes into in Seattle, so he's been a great CEO when he ran Unilever about purpose. And I think all of us would agree that Pullman was a CEO of a publicly quoted company who talked about purpose. However, when the share price at Unilever began to totter, and when the venture capital companies came in to buy Unilever, the fact that he was purposefully led, I don't think helped him that much. And I just want to say, Andre, is the reason that you're able about purpose because of your ownership structure? I mean, this is a little bit outside of the debate of Rolex, our whole model, but for me, it is absolutely clear that Paul was able to see the predators off because he reacted quickly into... I mean, the bid was taken out six hours after having been put on the table. It caused him a... But he had to change the whole structure of Unilever. The sort of point I'm saying is, and maybe I don't understand what you feel about this, is that the ownership structure of a company really changes the way you're thinking about markets. And Paul would have been constantly looking at his share price. That would have been the first thing he did every single morning. And I think, as a CEO, you're under enormous pressures from the markets in terms of how the market is seeing your company at any point in time, which would argue, by the way, for family ownership. I'm going to make myself unpopular, because this is a very antiquated way to looking at how your own business is. I don't think that just looking at the share price is something which is a guidance for the way you run the business. It might be a guidance for your retirement package, but not for much more than that. I agree with that.  And we have a restructuring periodically. We just went through one. And it's heartbreaking, because we have to terminate certain people. But I would submit, if you're a family business, and you don't do that, you will not be a family business for long, because you'll go out of business. And so you have to... It's identical principles. Yes, maybe one quarter or two, if you're a family business, you'd make one decision slightly different. But you know what? If you have credibility with the public markets, you go to the public markets and say, this quarter, this is the problem. That next quarter, I want to invest in this particular project. And you know what? If you have credibility, you'll write it through. Maybe there'll be some short-term play, but it could be one or two or three percent.  At the end of the day, you've got to produce. It doesn't matter if you're public or private. Camila, when you think about your own role as a second generation, how do you think about this point that both Stan and Andrea have made? Which is you have to actually run the company incredibly well. It doesn't really matter what the ownership structure is. I mean, Stan's... Your point was, at the end, you have to make hard business decisions. How do you think about that? No, and I totally agree that that is an incredibly important part of it. And so when it comes to ownership, then, it's also about choosing the right people. You do want the best people to run your company that you know can make those decisions. But I still mean that to be able to stay relevant tomorrow, to stay relevant to society, relevant to the consumers, you need to create value in a way that not only maximises value to the shareholders, but the society in total. We quoted Mike Tyson before. Maybe I don't really know who said that, but there's a very important statement. You cannot be green. You cannot be looking after the world if you're in the red. And the company that loses money just loses its credibility. So, yes, you do manage it for profit. Of course you do. But profit is not the driver. It's not the only reason you do it. Positive cash flows in every endeavour, by the way, it's not only a question of business. Whatever subject you do, if you don't have a positive cash flow, you're running something that's unsustainable and that's something we should not encourage.  Otherwise, you're not going to be around. Absolutely. So we've talked quite a bit about how family businesses have a great deal to say to the world about how you think about purpose and how you think about values. We've also touched on the second area that people really are interested when they think about family businesses, which is, how do you think about the long term? And I wonder, what are the mechanisms that you use to think about the long term that corporations could learn from? You're asking me? Yeah. Stan, do you want to start? So we have an interesting subcommittee of our board. It's not required by law or statute, and we have a strategic advisory committee. And it's interesting. This committee consists of three, or meets with three constituents. There are five independent directors that are completely independent as defined. There are managers that participate and then we've picked five, and actually periodically we go to even further, younger managers who are likely to be the top managers in 15 years. They have a stake in this thing that I don't have. So the three come together and they work on projects together thinking about, I want them to think about the future 15 years from now. But you know what happens is they come up with ideas and you say, wow, we can't wait 15 years for that. So it's a hybrid of directors, current senior managers, and future managers, senior managers. And so I think you've got to have a mechanism like that where you really test yourself on whether you have the right strategies. The view of getting there may be different for both of you, but you need to have people from outside and inside talking together about the future. André, do you want to? You know, last year 21 million people took our drugs.  And I think it's extremely important to create this constituency around you. But what it is all about is not this opposition between the privately-owned purposeful company and the stock exchange. We are humanity. We work together. Humans work together. And patients will get the drugs from where they need to get them, according to the situation. So you cannot be just like the fat in the stock. You have to be part of it, and you have to be included in it. And so talking internally, talking externally, ensuring that you are partnering, you've probably noticed that I'm wearing the Sustainable Development Goals badge, SDG 17. We will change the world only if we partner. And we believe in that, you know, of course you have intellectual properties issue, but that doesn't need to be in the way you can manage around them. But I completely agree with you. It's about dialogue. So it's about bringing different stakeholder views in who can talk about the future. It's about working together in terms of partnerships that are thinking about the future. Camilla, how does your company think about the future? Yeah, I do believe that it's, for example, it's not longer a matter of investing in sustainability or growth. Sustainability is growth. And our largest asset is a consumer goods company, and we are exposed to consumers. And of course, this is where we see the most growth. And as mentioned before, we cannot create value without being profitable, and we believe that sustainability is profitable in the future. So we have actually, just recently, last week, we launched our new Strategy on Sustainability in Kanika, our family investment company. We're implementing the SDGs as a part of our strategy, and the companies will present results alongside their financial results. And this is because, of course, we want to stay relevant and we want to be profitable tomorrow. Yeah. It's the time of the day when I'd like to open up for conversations and questions. Can I open up to any questions or observations that you have? Yes. Do you want to say who you are as well? That would be helpful. Thank you. Yeah. Yeah. Mexico. We have a retail chain in Mexico. I wanted to relate a little bit of what you've been speaking to. What would you think? Do you think about family members in the executive team? Do you think this attributes, positive attributes, translate also there? Of course, they being prepared comparably. Or what have your families done about this? That's a very complicated question, actually, isn't it? Shall we hear a few more questions? As you wish. Stan, do you want to say something? Because you've seen both, presumably. Well, I haven't seen as much family members, but I've seen members of our very senior team have their children in the business. I think it's a good idea. But for the children's sake, it's important that they are viewed as capable. And so, you've got to be careful who they report to. Because if it is viewed, that they are only doing what they're doing because of their relationship to another executive for their own self-esteem, it's terrible. But we have had great success stories of senior management having their children in the business, reporting to a different part of the business, creating their own credibility. I fear that if you don't allow people to create their own credibility, it's bad for their self-esteem. How do you feel about that? No, it's a good point. And I believe that also being the second generation, it has been, in our case, more natural to be more of a present part of the company. I personally have been doing both, both working outside of the company and also on the inside. And I really value both. I value the experience I got outside of the company and I value also very highly the experience I have received on the inside. When that being said, we have external management and work with being active owners. But to be able to be as good as owners as we can be is extremely valuable to know how the business operates and what are the key factors of success for the company. Do you understand anything about that? Well, two things. Since the death of my grandfather, there's been nobody active in the management of the company and so we recruited external managers so that there were non-family members and we've done very well with that. The second is just a question of statistics. We have 92,000 employees. We have 12 shareholders. The fact that one of the 12 is good enough for the 92,000, it's unlikely. And creating protected markets like this is not a good idea. I would encourage people to find the right person for the job. David, do you have any views about that? I don't know. There's a way of promoting it, of course, or not promoting it. I don't know what. But also there could be some positive attributes, long-term thinking, as an executive that are also positive, as we are talking about the shareholding now, but there could be less agent, principal dilemma, longer-term thinking. But our positive attributes, not only MBA thinking, but also longer-term thinking in the committees inside the company, et cetera. For me, it's really a question of ownership versus management. Without wanting to be rude to people who run companies, management is a more technical thing. It's something where you really express your values, where you really sort of... the board oversees the company, the owners oversee the ownership, and I think that's a very strong statement. I'm saying that because I can see that today we are confronted, that that's the theme of Davos this year, we are confronted with externalities which are much bigger than they've ever been. So we are saying to our children, take over the company, but we cannot at all guarantee you that the company will still exist in terms of change in the environment, into the setup of society as a whole. So the idea... Keeping company relevant into the new world, talking about sustainability and sustainability values, strikes me as being a much more worthwhile job for the owner than it is for the management. Management delivery of targets is important. You need to find the right people, as we said before. But the defense of the essence of the company, creating its model that is in relevance with the surroundings, especially when its surroundings are changing so quickly, as they are now, that's the task for owners. It's quite interesting looking at family businesses, because any business, part of what makes it successful is the way that it manages its succession practices. And that's even more important, I think, in a family firm. It's interesting when you see family firms together, talking, quite a lot of the conversation is about this. It's about succession, it's about ownership. It's about if you have a large family, which member of those families should play a role. And these are very crucial questions, really. As important as who is, you know, in Shell or BP, who is going to be the next CEO. These are fundamentally important questions to the long-term success of the company. We have, I think, time for one more question. Good evening and thank you very much. My name is Ben Dal Khurayev. I come from Saudi Arabia from family business. That's 65 years old, third generation. But at the same time, I'm also the new minister of industry and mining in Saudi, just four months now. So I think one of the things we should learn, and I was hoping, I think we discussed part of it in the beginning, is how to learn from family business the long-term view. In both industry sector and mining, unless you have a long-term view, it would be very hard to sustain a business. And I see that one of the very important values of family business is the long-term view. And the rationale behind that is people are looking at, as we are all talking about, the values, how we want to create, what we are trying to achieve as a purpose, but also we are caring about other generations to benefit and not just making the investment in our lifetime to... Probably today, when we think about it, I mean, when we think about the stakeholder value versus the shareholders, it's the design of the system that unfortunately doesn't accommodate the shareholder value. Today, our capital markets, wherever you go, just focus on the quarter, on the yearly annual, on the share price. That's the dilemma, and we need to change that. And that's precisely what we need to change. That's one of the reasons why we come to Davos to make the world a better place. Exactly. That's why we chose the theme of this year, because that needs to change because it's driving us into the world. But I'm just conscious of our time. We're running into two minutes. I'm just finishing. I mean, I had to think twice whether to attend this or not because I'm no longer presenting family business, but now I come to think about it. If government also officials think about it, they will be able to do the change to really get the best out of the family business and adapt it in the corporate world. Thank you so much. I just want to wrap up now, and I wanted just to say a couple of points, which I think are just sort of fascinating. And thank you so much to all of our panelists. It seems to me that fundamentally what we've talked about today is values and we've talked about, as you say, thinking about the long-term. And Stan, the point that you made, which I thought was, you know, you've seen both. And I think what you're telling us is the practices of how you develop values and keep those values going. And the practices of how you build long-term thinking are practices that every leader, every leader, independent of their ownership structure, should be considering. And in a way, we've been joined by two family members, and thank you so much for that, who have shown how their families do it. But I think for us, the overall view, which is a great view, is all of us can do this. It's about good leadership.


Katrina is the local community. Without Katrina there are just so many things in New Denver that would never happen.  We're working on being grateful and showing gratitude and you're doing what you can environmentally as well. Katrina unites us all. She makes things happen in this community. I came from a large town where when I got here I thought, I want kids to be able to contribute back. She is in charge of the local recycling and composting programs. She's just there for everyone. There's no one that fits community engagement more than Katrina. She is community engagement. How can we make our community the best community around?


All right, our next video is one that I recorded back in October of 2019. It's a walk-in freezer that had several problems, which we'll go into detail while we watch the video. And then at the end there, we're gonna go ahead and go back over some of those things. So let's go ahead and take a look at it and see what happens. Got a freezer here that's got some ice issues. It's a little crammed in here. And somebody had the defrost set up for every four hours, 60 frosts every 24 hours. And basically the result is all the ice on the ceiling, ice on the fans, but yet, and for as much as 40-some minutes, our coil's clean. So we don't have any build-up on the inside, so it's a little, it's in a kitchen area. Yeah, defrost is set too long and too many of them. And a termination switch probably doesn't seem like it's working. At the time we're gone, we're at 13 minutes so far. We're 23 minutes into it. Coil is defrosted. Check in here. We've got our limit switch. Looks like it's broken loose. That should be replaced. And the termination switch looks like it's a newer, but whether it's wired up is my question because we're definitely done with the defrost. All right, we just kicked out at 27 minutes. So the termination is working, which is a good thing. You can hear it building up. So the delay does seem to be working. But we really could use some curtains over here. The, since they walk in, they just, the heat pours in. The, they said it got worse here this summer as the humidity got higher. So we're gonna get these cleaned off and reduce the defrost down to four, possibly three. And kind of see what we got from there. Our sight glass is full. Time clock was holding temperature. It was fairly newer. It looks like they changed it back in October 15. All right, this is the condenser unit. We have a nice full sight glass. And the time clock here was set up for literally, the defrost clock here is literally set up for six defrosts for 24 hours. It was set for as much as 50 minutes. So we're gonna drop it down to about 32 and go four times for 24, see how that goes. Go up there and clear off that grill up there and see how it responds. They really need some curtains so it keeps the humidity levels down. Finally got all the ice off of the grills. This took forever. Got all that out. We just used water. We're gonna check super heat and see how, how that is. They don't have any suction ports to tie on to. So luckily this is where the smart probes are going to shine because I can hook this down in the basement to the condenser and I can check the super heat. So that's the next step now. All right, we're making adjustments on the super heat right now. It came in at like high twenties, almost 30 at first. Gave it a little while to stabilize. Ended up opening the valve up. Double checking it even down here at the compressor just to make certain that, you know, I'm not getting any inaccurate readings and stuff. And that's not the case. And then just in case to see whether or not the TXV's got a plug strainer, stuff like that, we went ahead and got our liquid temp and pressures there, exactly the set cooling in. It's only like two. So we're not straining high or anything like that. So everything for the most part is looking really good. Still solid on our sight glass there. Our box is zero. And we're running about 18 pounds suction and about 203 head. And our super heat right now is around nine and a half. It's fluctuating a little bit, just stabilize it down. But between that, maybe add some curtains, all these things combined. I think we had a good place to start along with the long or multiple deep frost back to back to back to back, hanging in there longer than it needs to. The biggest thing I'm doing here is talking to the customer, getting all the history on it and, you know, figuring out is there something that's missed, you know, how long has it been doing this, whatever the case is. And so we're gonna finish this thing out here and make sure that we're on the right track. And then once we're certain of that, we'll wrap it up. All right, so I ended up going back to this customer about a year later to work on a reaching cooler. And while I was there, I ended up asking them, how did the walk-in freezer ended up working for them after I had worked on it? Cause I hadn't heard anything for almost a year and hadn't been back. They told me everything had been working great. They haven't had to have no one else out since that time. So no more ice or anything like that to deal with. They ended up not doing any of the modifications far as doing a curtain on it. So great. I mean, they were able to get away with not having to do those things. So that's wonderful. It appears that the TXV adjustment was one of the big things there along with removing the extra two defrosts. My philosophy was the more defrosts we go into, the more we're bringing the temperature up, the more moisture we're putting into the room. So we wanted to eliminate that and only do as much as what we needed to. The super heat, like I mentioned in the video, was somewhere in the high 20s, mid 20s, something like that. So either the last company just swapped out the TXV and never double checked it or they didn't adjust it when the box was at temperature, which is a mistake that I've made in the past and that's something you definitely don't want to rush until the box is at temperature because it will change as the box drops. I ended up setting that at six degrees to eight degrees area for the super heat and that's generally always worked good for me. It seems to be what I've always read is to be in the area that you're shooting for. Ended up making sure, like I said, there was only four defrosts instead of the six. The termination switch appeared to be working good because we timed it out and it shut off, I think it right at 27 minutes. I set the timer as a backup somewhere around 32, I believe it was, and the refrigerant charge checked out fine, which, you know, that's something you definitely want to check if the TXV has been restricted like this one was with Sahe super heat. Once that super heat starts to drop, it opens up more refrigerants going through the coil. Make sure you're now not low and you're flashing off in your sight glass, which was one of the things I made sure we did. But I was really glad to hear the customer said they weren't having no more problems and that reassured me that what I did was a good practice and everything worked out good in the end. So if you guys enjoyed the video and you want to see more like it, you definitely know what to do by now. Be sure to check out our Facebook page, HVACR Survival, for all the little things that I may not make into a video or the pictures and things like that. So there's a lot of things getting posted here and there and it's a great forum for any of the new guys that want to share information and ask questions without being intimidated. Other than that, guys, thanks for watching.


Hi, everybody. How's it going? How great was Roy? Yeah. We need people like him, for sure. I'm going to tell you right now I'm not going to match his energy, which I think we'll all be grateful for. Really quick, I just want to thank everybody who's been helping put this on, myself included, but especially Ashkan. He's been doing this for seven years, and in Ashkan years, that comes out to like 250. So just really quick, another round of applause for him. All right. And really quick, I just want to have another round of applause for this industry. This is the kindest, most thoughtful, most accepting industry I've ever had the privilege to be a part of. So thank you. And then lastly, I just want to say let's give one more round of applause for how great I look in this dress. It's new. I got it specifically for this talk. You're welcome. Okay. I don't have any slides. I am your visual aid. Yeah. Okay. So I'm going to talk about some very personal stuff for me that happened on that trip that Ashkan was just talking about. Some of it's going to be a little heavy. I will be discussing suicidal ideation and sexual assault, if that's something that you're not physically, mentally, emotionally, or spiritually prepared for, please do what's best for you. But other than that, I think it's going to be fine. Speaking of float tour, just by round of applause, how many people did we see? Ashkan, I didn't hear you applaud. Okay. Thank you. If you met me on that tour, I did look a little bit different back then. My hair was shorter. I wore fewer dresses. And I had a deeper voice. Yeah. I looked like a dude. And now I mostly don't. And this happened because of floating. My first float was eight years ago. And it was because of Graham. This was before float on, actually. But he was working with Christopher Messer to sort of pitch the idea and see if it was marketable. And I was one of the lucky subjects. If you see him later, you should ask him how that turned out. I'd be really curious. Yeah. So that first float for me was really, really cool. I didn't have any sort of deep personal revelations, but I did feel like super floaty. And I thought about the universe and stuff, which was red. And it stuck with me for a couple of days. And I realized that I wanted to keep doing it. And thanks to the awesome friendship I developed with Graham, I was able to do that at float on. Eventually, for whatever reason, they brought me on to float tank solutions. And true story, just days before they were leaving on float tour, Graham was like, do you want to come? And I was like, yeah. So I was on that RV for three months with those guys. And I realized that I didn't know them as well as I thought I did. As it turns out, they're kind of like celebrities in this industry, which they were just my drinking buddies back home. And that was a huge perspective shift for me. And not the last one on that trip. We did a lot of floating. And one of the floats that I ended up having was in Jeremy Warner's tank in Lincoln, Nebraska. It was the only float tank operational at the time in Lincoln, Nebraska I checked. And while I was there with Ashcon, Jeremy wanted to make sure that he shared some of his hospitality with us, because he loves those guys. And I'm not sure if you're familiar with Jeremy Warner's form of hospitality, but it made it so that it was very difficult for me to speak afterwards. And so he asked me if I wanted to get on float tank and I wordlessly just sort of nodded. And so I went in and I floated and I had what they call a really trippy float, man. I started to think about my place in the universe and what I had learned about myself on this trip and throughout my entire life. I started to think of where I wanted to be in the future and visualize my ideal self. And not just that, but I also started to see me in the future, not just think about it, but actually see who I was going to be. And much to my surprise at that time, she was a woman. And even though it was very surprising, there were parts of me that kind of knew. I had had clues growing up, things that I didn't know about. And I thought things I just didn't want to believe. Because I grew up in a very small town. I grew up in Bend, South of here, and when I was growing up it was much smaller than it is today. And the people I had around me were cis, straight, white, God-fearing, Anglo-Saxon Americans. And that's not to disparage cis, white, straight, God-fearing, Anglo-Saxon Americans. Most of my friends are cis, straight, white, God-fearing, Anglo-Saxon Americans. Well, maybe not God-fearing. But I didn't have anyone to talk to about how I felt. And so I knew that it was weird. And so I tried to stop feeling it. If anybody has had something like that, they know that it doesn't work. And it eventually does come out. And that's what I did when I came out of that tank. And it was really, really great for a while. When I got back home, I started to transition. And it was amazing all the things that I had been missing out on. And how not ashamed of myself I was. And I was really glad to have that. But the rest of the world doesn't necessarily agree that that's a totally awesome and groovy thing. And that got really hard for me. Encountering that backlash. Especially since it took me so much to just finally accept it for myself. There's always a little voice in the back of my head that says that what I'm doing is wrong and it's different and weird. And sometimes when I get like that, when I'm in the float tank, it doesn't help. And I know that that's something we don't talk about a lot in this industry. But sometimes those floats just, they don't go well. But I've learned that I can always just get out and try again later. And I think that that's something that we all deserve to be mindful of. There were times where I would get into these negativity loops and being by myself was the worst thing that I could do. And after I was sexually harassed on the train, somebody just grabbed me and they smiled at me as they walked away fully aware that I couldn't do anything. I felt like I'd had enough. My wife had asked for a divorce because it turns out I was not the man that she married. And there were just so many little things that kept piling on and being by myself, I convinced myself it was going to be bad forever. But I've learned to lean on the people that help me through those things. And I've discovered that there's a whole world of you.  And I just want to thank you for all of that. I'm not going to keep you from lunch too much longer, I promise. But I will say this. A lot of people want to know what it's like to be trans. And I can tell you this, it's exhausting. I second guess every social interaction that I have. At least at first. So if I come off spiky or if other trans people do, it's because we don't know what to make of you yet and we're afraid. Because we've been taught that we should be. So the best thing that you can do is just give us hugs and treat us like everybody else. And I know that you will. Because you guys rock. All right, let's go have lunch. If anybody wants to talk to me, I'm going to let you know I'm not doing a Q&A. If anyone wants to talk to me at lunch and give me kind words or a hug, please do. But hug each other too. Thanks.


Our next caller is Adyari from Florida. Hey Adyari, how can we help you? Hi guys, how are you? I'm a huge fan, so thank you for taking the call. I'm a new mom, so I got the new mom bundle you guys put out a few months ago. And I am almost done with maps on a baller, I'm on the third phase, but my body composition changed for the worst, like my fat, it's just, it got higher for some reason, maybe it's my lack of sleep, you know, the baby's just not having a good time with that. And I was just wondering if you have any recommendations, if I should change anything in the program, and also what I can do once I'm done with anabolic. Yeah, no, great question. So you said bad sleep, just how bad is your sleep? Well, the baby's waking up once or twice a night consistently, and once I put him down to bed, I'm getting like maybe five, six hours tops every night. Okay, so this is a very important point, and I'm glad you have this question because people need to understand this. Sleep is imperative, just like diet or exercise in terms of getting your body to progress or change. And sometimes what we do aside from, because right now you can't control your sleep, right? You have a baby, I know this, I have a young one too. And sometimes you can't, there's not much you could do to control this. It's hard, right? So you're sleeping five or six hours a night, which is not very much. So you have all these other factors that you can control, and sometimes the best you can do is mitigate the damage. In other words, you're maybe not gonna get the best shape of your life, but you might be preventing your body from really declining with your workouts and nutrition. Now the second thing I wanna ask is, are you breastfeeding? Yes, I am. Okay, so while you're breastfeeding, your hormones are not necessarily conducive to fitness. Now it's not a huge thing, but they are, your hormones are set up in a way while you're breastfeeding, where it might be more difficult to build muscle, get stronger, burn body fat, that kind of stuff. Are you noticing any other effects in the body? Is your strength any better? Are you noticing? Yes, everything else is great. I'm making gains at the gym, right? A lot less stressful. I just, and the change is not that big. It went from like 32, 31.8 fat, right? To like 32, so like just a tiny little bit. And then my water weight just went up to, I'm just reading up the test that they did at the gym, but it's not a lot. It's just that since I'm feeling so great, right? And I'm not waiting myself or anything. All right, that's your number one indicator right there. The fact that you're feeling much better and you're getting stronger in the gym, I would actually, so I don't know how they're testing or who's testing you. Is it what kind of test is it?  Do you have the paper with you from the in-body? Okay, can you hold that up for me for a second? Which one, the first or the second? Yeah, both of them. Both of them. Yeah, now take those and throw them in the garbage. No! I love it. So here's the deal, okay? If you're stronger, it's very hard to get stronger and lose muscle. I just want you to know that. I mean, it's possible, there's like CNS issues going on, but extremely rare. If you're stronger, you probably didn't lose muscle.  Yeah, they're super hard to be accurate. I wouldn't rely on those. Your most accurate measures are your performance, that's the most, because it's either stronger or you're not, that's very objective. How you feel, if you're telling me you have more energy and you feel good, that's a wonderful indicator.  It's not bad, but you just have to, it's a guide and it's just another tool to get feedback, but you getting stronger at how you feel is more important than that. Like if we were to order like- Well dude, it went up 0.2%, that means nothing. Yeah, so the fact that it is close, if it's within a percent to 3% where you were, I'm not really tripping up or down. So a percent to 3%, I'm not even tripping what's going on there. So long as the feedback I'm getting from my client is, man, I feel better at them, I'm getting stronger, we're adding weight to the bar every time we go in here. Like everything feels good, but the scale's not moving or the body fat percentage isn't moving, that's okay. We're actually, you're probably, believe it or not, in a really good place right now. Do you feel difference in the way your clothes fit and all that too? Yes, and I have guns now, look at this. Exactly, see the definitions coming, like there's a lot of positive things happening. Yes, it's great, I feel really good. I was just so surprised. And so yeah, I thought of reaching out to you guys. You converted me from cardio bunny to like weight training and following a program. I actually know what I'm doing at the gym now, I'm a lot more confident in that space. Awesome. So yeah, what should I do after that stuff? Well, okay, so I'll tell you, but let me ask you a couple other questions. If you don't mind me asking, how tall are you and how much do you weigh? I am five, six, and I am one, 17, 116. Oh yeah, you're doing great.   Do you know why there's an in-body machine in the gym? So they can sell you sessions? 100%. That's not bad about yourself. That's the tool.  It presents itself as an objective measure. It's not extremely objective. All those other things are far more important. That literally throw that in the garbage. I would totally toss that. The only time I use body fat percentage of the people were caliper or underwater weighing, and it was when we were specific. I'm training someone and they're advanced and we're trying to see if we can manipulate their body fat by a percent or two. Otherwise, it was a total waste of time. Performance was a way better measure in terms of success. Okay, so aftermaps and a ball, if you're feeling good, you're feeling strong, you're feeling fit, the next program to follow is maps performance. That's the best program to follow. You're still gonna continue progressing, you're gonna still feel better. You're gonna notice that your strength is still improving, but now there's more of an emphasis on movement, integrating the whole body, proprioceptive ability. This is knowing where your body is in space. You're gonna get a little bit more of a stamina component towards the end of that program. That's the next program I would say you should follow. And if you don't have that, we'll make sure we send that over to you. Oh, thank you so much. I love it. I got like, oh my God, I have gotten the milk t-shirt and I always get super funny comments at the gym when I wear it. And then when they read it, right? They're like, where'd you get that? So I have told two moms at the gym to go and get it for you guys. Oh, that's great.  There you go. Excellent, excellent. Well, thank you for wearing that. Thank you for listening to the podcast. And again, when you go back to that gym, if they ask you to do the in-body, just give them the finger. So aggressive. Thank you. Thank you so much, guys. No problem.  I swear to God, I've had to, more often than not, I've had to help people prove. I love them. I like them. It's just another tool that we have that we didn't have several decades ago. So the fact that we have, it's just- We had Augustine know all the little- I mean, discrepancies that they prove. Yeah, like this right here. But I knew right away. That was why my question right away was what she's doing. How is she getting that, that body fat percentage? And it's common. I mean, how sad is that? Like she's got all these wonderful metrics for all intents and purposes.  Especially considering she's got a newborn, which is really tough. And then she gets this test and now she's like, oh my gosh, she's questioning all those positive things. It's terrible. I don't know if it's terrible. It's just that conversation needs to be had. Not a lot of good trainers know how to have that conversation yet. To your point that it's this great selling tool for them. Most of their desired outcome is to get you on personal training sessions. So they're gonna lean whichever is more advantageous for selling more sessions. So, but the conversation is just simply that. It's just one more tool that we have to get feedback on the direction. I love it, especially when I am on like a bulk, right? And I'm putting weight on. I like to do it multiple times.  You know what though? I think you need to explain though, how you do it because I've seen you do it. And you do it at the same time every day. Yeah, oh yeah. Same food, same everything.  I went and did it three times in a day throughout the day. And I played with my water, my carbon take, the time, everything. And I could get readings that were five, seven percent different. All over the place. All over the place. That's what makes them. But if you do a good job of say staying fasted, doing it first thing in the morning, no water, no anything, they should be pretty close. And a good gauge on, okay, I'm just adding that. Okay, I feel good, strength is going good. And then on top of that, body fat percentage is hovering around the same place. All right, I'm in a good place. If I came back and it was like dramatically off, I still wouldn't freak out. I would test again, you know, just let's stay the course for another week. Let's test again. Does it stay on that trajectory or does it level off or go back the other direction? So. And it's important. I think that's an important point. You control all, you're essentially doing a study on yourself, if you will, where you're controlling all the controllables. Cause you want to make sure everything is the same each time you do it, so that it doesn't waiver because your water intake changed, for example. But I loved it for this. So when I would get ready for, and of course it's for someone who's competing, I think it's really helpful, right? So when I would go from switching from bulking over to a cut, like for the show, a lot of times I would cut a little more aggressive than I should. And I like, okay, I'm going to reduce, you know, six, 700 calories and I'm starting to move more and I'm dropping weight. Well, that's great. But then when I go and do a body fat test, you know, two weeks in a row and I see that two weeks in a row, I have lost as much muscle as I have lost body fat, you know, that I'm not moving percentage wise. I adjust. Oh, I need to feed more. I'm cutting too much. And so I increased calories. So if it wasn't for that, I'd have a hard, cause I would definitely be looking like I'm getting smaller and leaner and heading the right direction. But because I had a resource like that that I could use that, okay, I'm probably cutting too fast and too aggressively. So I think they're useful tools. I just think that you get a client who isn't versed enough in all the other factors and variables that play into the reading of that number. And, you know, quite frankly, the how you feel and strength is far more important. Yeah. And it's, you know, even with competing, I've actually had friends that this has screwed them up where... Yeah, I have buddies that don't use it. I have buddies that...  And they're like, oh, my body fat's going down. I'm doing okay. Even though people are like, oh, you're not looking as sharp or, you know, it's not going down, but I'm looking really good. I'm going to get, I'm going to cut more aggressive. And it screws with them. I think it's really important to understand kind of what you're explaining. You got to look at a lot of different things. Yeah, no, I'm using steps and what I've been training consistently. I'm taking all... And that's why I like it because it's just one more piece of data. You're aggregating all of the metrics together. Yeah, that's relatively close. Yes, it can be manipulated. But if you tease out a lot of things that will make it a huge difference, like if you're inconsistently tracking your water and you test that thing one day on a Monday at noon and then another time at seven o'clock at night and think that the carbon tank and the water intake difference is not going to change that, you're a fool. It's going to. It's going to manipulate that machine. And so you have to be consistent. You have to at least tease out the things that are definitely going to dramatically change it. I've just seen more people get messed up by those tests than not. That's all. I've just seen more people come to me and be like, my God, I was doing so good. My performance is good. My clothes fit good. Or the reverse. Wow, I thought I was gaining so much body fat, but it says I got leaner. I'm like, you did gain body fat. Yeah, your average person isn't going to consider all those other metrics. It messes with their head. Yeah, no, it's not. Just going to look at it like straight up. Like, oh no, I'm gaining fat. Yeah, that's what happened to her. Yeah, I don't think it's a great tool for the average person who doesn't know how. I mean, but for a coach, it's a phenomenal tool. I loved it. I loved having a body fat test. That's a good point. Having someone like you decipher it through all the other metrics and controls makes sense. Yeah, it's no different than a doctor using some of the tools that he has to get to the bottom if you're healthy or not. It doesn't mean like the blood pressure reading isn't the end all be all if you're healthy or not. But you can pretty much throw out half the time. Yeah, yeah, so it's just another thing that you have to be careful of. And I do think this is very common. That client, even the scale. So I was looking for either one. She was going to tell me she doesn't do body fat test and she's just using the scale as her thing. Or she does some, you know, what do you call it? The digital electronic impedance. Yeah, the electronic impedance type of machine that is easily manipulated up or down.


All of you, move out from here. Otherwise, it's more of a mess. Move away, move away. Move, move. Move, move. It's time. It's time. Caption. Enemies. I've been employed. And you are paid by us taxpayers. And as I'm speaking to you, I know the hotel is getting prepared where I'm going to sleep in the hotel, the police, in the police cells. Because this is the way we have gone as a nation. We can't continue with this nonsense anymore. My humble pill is we can close this and continue tomorrow morning. We have a constitution to protect not an individual. We should not protect Lungo, Campi Lungo, for the sake of political mileage. Can we stop this nonsense? Can we stop this nonsense? Once and for all. If you continue, if you think you have got all the... Excuse me, sir, excuse me. I want to be on camera. You know what? You will be able to stand on your own to defend yourself when that time comes. And if you think that the state will be able to protect you, the Zaman people watching you protect you even now. Let us close this and forget about this. I'm standing and I'm not requesting our nekashatine. We close this nonsense anymore.   I'm saying can we knock off? I think we understand. Sanctuary 33, if I'm not mistaken. Listen, pack your machines and knock off, close the offices. The police who are protecting you or wants to take me to the cells, they are paid by me.  The other people will come. Close the office. Close the office, fast. Who is in the office? Close the office, fast. Close the office. Sir, close the office. Fast, fast. There's 245, sir. 244 is. We have 245. Flash, flash, flash, flash. Forget about that now. I don't have money. I don't even need it.


Okay, so lately obviously there's a lot of people with this whole thing going on with the stay at home, with people doing video conferences online. And there's a lot of really good free and open source video chat programs and video conferencing. When I say the difference, the video chat generally is one to one person, but a conference sometimes you need a lot of people and you know, sometimes these programs overlap. One of the best ones out there that's well known, popular, I've used a bit, it's called Jitsi. Jitsi Meet and you go to jitsi.org and it's very easy to set up. Now, here's the thing, it works great in the browser, a lot better than a lot of other ones I've tried or the handful of other ones I've tried. It's fully functional in the browser, but when you send someone the link to a mobile device, stuff happens and we're going to talk about that right now. So let's talk about this real quick. So Jitsi is free, it's open source, you don't need to create an account and you don't need to install anything because it runs great in the browser. But again, here I am on an Android device, an old Android device running Android 5, whatever the code name for Android 5 is. It's an old Samsung tablet and I'm using the Brave browser here and I click on the link and it brings me to this, to download the app and that's the only option you get other than calling a number and typing in a pin to join the conversation. I would never ask someone to install something on their device for me. Now I might make suggestions, if someone asks me, you know, what applications do you suggest, what programs do you suggest, I might make suggestions or even say, hey, you might want to try this. But I would never say, hey, install this so you can talk to me, that would just be rude, but that's one of the great things about Jitsi is you don't have to install it. But again, you come here on a mobile device and it's saying continue to the app. You have two options here but they both lead to the same thing. Basically download and install the app. It's going to bring you to the app store, the play store, wherever OS you're on. But it's very, very simple, at least in a Chromium browser or Brave browser, something based on that. Now I'm sure I haven't tried this in Firefox, it should too, but your miles may vary in different browsers, but you click on your menu here and you click desktop site and basically that's what that's saying is pretend this is a desktop computer and you know what happens? You go right into the meeting. It's going to ask for permission to access your camera and your microphone and it wants you to install an extension, which we're going to say no. And that's it. So, there I am. So again, this is an old tablet, the camera's a little slow and you're also watching this at a slow recording frame rate. But that's it. And again, that's on an old tablet from 2014. I think this tablet is at least six years old, running an old version of Android. And I've tested this out on other devices like my kids' Amazon Fire tablets, which only cost me 30 bucks. So again, here we are on my son's Amazon Fire tablet that I bought him for Christmas a few months ago. Normally they're 50 bucks. I got it for 30 bucks when they were on sale. They are cheap, they are slow, they aren't the best tablets. They're a $30 tablet. They run great for 30 bucks. Same thing though. You go to a meeting and once you install the app, I click on this and I click desktop site and it's going to reload into the desktop site and we'll see if it, yeah, it's always asked you for the extension thing. We don't want that. We could probably check not to show again. And that's because I've done this with him before. He didn't ask for permission on the camera and stuff because I've already given the website permission, which I can retract if I want. So it's going to be a little weird with me talking and delay between recording and going through the screen. So I'm just going to aim this at the ceiling and I'm going to say your miles may vary depending on your web browser, depending on your OS. If you're, I haven't tested this on iOS and in something like Safari, there's a good chance it won't work on something like that, but that's your device. If it doesn't work, not necessarily the website. I have had great results with this. That being said, the Jitsie app is open source under an Apache license, which isn't my favorite license, obviously the GPL is my favorite license, but it's a decent license. And I'm not saying not to install the app. Certain cases you may want to install now, but if you're going to use Jitsie a lot, you probably want to install the app.  You don't need to install anything. That's it. I just wanted to show because I've suggested to a number of people, they go to use that mobile device and I will say some people will install anything. They'll see a commercial on TV and they'll install an app. You shouldn't be doing that.  Occasionally you need to install something. And in this case, in most cases you don't need to, but some people will just install anything. I'm going to give Kudos to my sister because I sent her a link forgetting that she's probably because I texted her. She's going to try to open up on her mobile device and she texted me back and said I'd rather not install an app, which is awesome. I love her for that. So many people would just install it and I'm glad that she sent it back.  You can use your laptop, but you can also force your browser. And that's one of the reasons I made this video so that she can see how you can force your browser to use. And a drawback, one drawback that I've really seen about using this web interface on mobile devices is the controls, the buttons here. You can see the hang up and the raise your hand and the chat. Tablet, it's fine. On a phone, it thinks you're on a desktop and these buttons are very, very small. They function, but they're very, very small. Again, installing the actual app makes everything, it looks just like using it in the web browser.  So thanks for watching. I hope people found this useful because I've had a number of people tell me they tried using Jitsie on a mobile device and it kept asking them to install the app. It does. You don't have to. Try this trick. Let me know if it works for you. Let me know if it doesn't. If it doesn't work for you, let me know what device operating system and browser you're using so that other people can see that in the comments as well. Thanks for watching and I hope that you have a great day.


Hey everyone, welcome to Tutor Terrific. In this video we're going to look at the second lesson of our second unit, which covers one-dimensional motion in my physics course. I'm going to define for you speed, velocity, acceleration, and we're going to look at graphs of those three new quantities with time. So let's begin. In order to transition from my first lesson to my second lesson, we've got to think about moving from distance to speed. We all know that objects move and the initial point and the final point at which they exist is not the end of the story because we've got to look at how fast they move or what their rate is of motion. So that's how we're going to continue. We're going to also look at if that motion rate changes over the course of the trajectory. And I want to define what I just said trajectory is in the most basic terms the illustration of a path taken by an object during the course of its entire motion. So here's an example of a trajectory. Right here I have thrown, let's say, a ball off of a cliff at a certain angle and you could see the ball at certain instances in time as it goes through its path of motion. You can see it's a definite upside-down parabola. We're going to look at those in chapter three. Over here I have an electron or some negative charge that is moving at a constant velocity as far as magnitude is concerned throughout its entire motion and it makes a circle. So the trajectory is the black circle. We're going to look at this magnetic field, uniform magnetic field type motion of charged particles way later in chapter 12. So first I want to define speed. Speed is a term you've used quite a bit when you've discussed your math-word problems or your early science-word problems. And we're going to define that when it comes to physics right now. Generally speaking speed is the distance traveled divided by the time it took to travel that distance. So we have to say distance over time. You have experience with this formula when you look back at this one. Maybe in your algebra one or math one-word problems you used rate equals distance over time. There's units for speed right here. As I said earlier, I'm going to define each new quantities unit. The unit for speed is meters per second specifically. And speed does not have direction. It is a scalar. It cannot be negative. So if you tell me my speed is 35 miles per hour, I'll be fine. Even if you're not using the SI units for speed. But if you say my speed is negative 35 miles per hour, I'm going to have a problem with that because speed cannot be negative. It is a scalar. Now every time I define a quantity in this lesson, I'm going to split it into two categories. Two related parts. Average value and instantaneous value. So now we're going to look at the average speed. As we know, the speed during a trajectory or some event can change. And the average speed would be the entire distance divided by the entire time. So it completely ignores all of those changes. Because it's just looking at the beginning and end. So the entire distance traveled divided by the entire time. Now the reason there's this giant line over speed is because that line stands for average when it's put over some symbol for quantity. Now instantaneous speed is different. Instantaneous means the rate of distance traveled. The rate of change, rather, of distance in an infinitesimal time interval. So when we look at instantaneous speed, we have to take a limit. Now limit is an operation that says you allow a change in a variable to approach zero. So we're going to allow t delta t to approach zero in this expression which we see for average speed. Now what that means is we're going to look at a very small instance in time. And we're going to look at how the distance changed over that instant in time. You might say, well, it wouldn't change at all if it goes to zero. That's true. We get really small. But what does this fraction approach as we allow this delta t to get smaller? That's the idea. So we look at a very specific spot and we look at a very small instant in time. And we look at how the distance changes. Both these quantities will get really small, both the numerator and the denominator. And they usually approach some finite value, which will be positive in this case. Now you have a lot of experience with instantaneous speed when you look at your speedometer on your car. That is measuring at every instant based on the mechanics of how it's generated with the transmission, a specific speed in miles per hour, usually, or kilometers per hour if you're in the great Europe. But for our purposes, we're going to look at meters per second. Okay, velocity. Velocity. You could tell things are a little different. We usually use those terms interchangeably. But in physics, you cannot do that. These are two different terms. Velocity, generally speaking, is the change in position divided by time, not distance divided by time, change in position, which is also known as the displacement divided by time. This gives us a very different quantity. We're only looking at displacement. The units of this, however, are the same as those of speed, meters per second. We're looking at SI units. This is not a scalar. Velocity is a vector. Now velocity has a direction and a magnitude, and it can be negative. So you've got to keep that in mind. Velocity is not the same thing as speed. Average velocity is something we don't usually compute unless we're in the early stages of learning to use this quantity. We divide the entire displacement by the entire time. Now let me show you this little bar here. Again, average value of V velocity, which we just defined above. X, remember, stands for position. So some position, at some instant, minus x with this little zero. This little subscript zero is pronounced not. We get that from the good old UK. So x minus x not. What does this x not mean? It's the initial position. So some position at a later time minus the initial position divided by the total time or the change in time between those two positions. That's average velocity. Another way to write that, more simply, is just delta x over delta t. Change in position or displacement divided by change in time. So that's the average velocity. Now we know that velocities can change, and we'll learn about how to measure that in the next slide. But for now, what we usually look at when we're looking at velocity vectors, specifically, like visually, is an instantaneous velocity. What's my velocity right now? And then right now. And then right now. That's instantaneous. So we take this expression above. We take the limit of it as delta t approaches zero.  This is a little bit, this limit stuff, is a little bit of an intro into calculus. So if you don't understand it, you're not going to have to compute them. I'm just defining it for all of you, all of those of you in math three or pre-calculus looking to go on in math. This is where calculus begins. All right, now, like I said, velocities can change. So we're going to look at how that's measured by looking at acceleration. Acceleration is generally defined as the change in velocity divided by the change in time. So in a certain instance of time or an amount of time, there's a change in the velocity. Well, we can measure the acceleration. And the units of acceleration are meters per second squared. So imagine how that came about. Change in velocity, that would be meters per second, because it's velocity divided by time seconds. So meters per second over seconds would mean you'd multiply those two seconds together and you'd get seconds squared. So acceleration is in units of meters per second squared in SI language. As you can tell, acceleration is a vector. Acceleration has a direction and a magnitude and can be negative. Now, the average value of acceleration would be something that's computed early on when you were learning this. The entire velocity change divided by the entire time. So we've got a certain amount of time. Velocity is at some value later on. And it's at some initial value, v0. So v minus v0 divided by delta t would give us the average value of a, the acceleration. So we use a for acceleration. And this can be more simply written as delta v over delta t. Change in velocity over change in time. Instantaneously, we're looking at the acceleration at a certain instant in time. It's the rate of change of velocity in an infinitesimal time interval. Like we did for instantaneous velocity, instantaneous acceleration is defined the same way. Take the expression for the average acceleration and take the limit of that as t, delta t approaches zero. So again, we're looking at a specific instant in time, just like when we look at a visual acceleration vector. This is an instantaneous acceleration value at this particular instant that this picture was taken. That's how to understand those. Now, let's look at graphs. We're going to be studying graphs of these three quantities with respect to time. So consider a rocket as it is thrusting upwards. The acceleration is upward and constant. Let's determine that, okay? If we introduce time into the acceleration, we will have to give it its own axis. Because when I just plot the position or something else of this rocket, it's different at different instances. There's a way to graph that so that we can see the values of these quantities at each instant in time. And this is how it's done. This isn't two dimensions, guys. It's just one axis is used for the quantity being measured, whether that be position x, velocity v, or acceleration a. And the horizontal axis is the time. So each instant in time, you have a specific position or you have a specific velocity. And you can graph those, okay? So you have some curve or some sort or a line that works and lives inside this two-dimensional space, okay? But realize that the dimension that we are studying, the way we look at our one dimensional world is now the vertical axis. And time is the horizontal axis, okay? So we have to specify that. And that's done with these little tiny symbols. So the horizontal axis will make sure there's a t somewhere. And on the vertical axis, we'll make sure there's a x, v, or an a, or all three. We'll see. So I'm going to generate one of these for you. We're going to start with some position with time. Let me give you an example. Okay. So we have some object here. And the black graph that I have here is the position line or curve for that graph. At time t equals zero, the position is also zero, okay? If we move forward in time, so let's say this is one second here. If you go up to the graph, you see the y value for that point is also one. So for example, one meter. So what we have here is that as this object moves through time, it's changing its position. It's increasing its position. For example, at four seconds, it looks like it's about at four meters. So this object is clearly moving with time. And I'm logging its position at each instant in time to get this graph. So that's, we're on to something here, but I want to generate the velocity graph. To create the velocity graph, given this graph of position, I can do that without knowing or measuring the velocity directly, okay? Again, this is a little bit into calculus, but it's something you guys can understand. What we will do to generate the velocity graph is look at the slope of the position graph. Now, it's constant because it's aligned, and it appears to be about one because as I move up one, I move over one. Remember from your early math classes like algebra one or math one, we measure slope by doing rise over run.  So this looks about the rise over one would be about one over one in this case. So the slope of this position graph is one. This slope gives you your values of your velocity graph everywhere, and it looks like the slope is constantly one. So the values of the velocity curve are constantly equal to that. So one, okay? Here's my red velocity graph. Notice how its values match the slope of the position graph, and that's how you generate a velocity graph with time. The values everywhere for this velocity are one, just like the slope everywhere of the position graph is one. Now to generate the acceleration graph, we would do the same thing that we just did with the velocity graph. So here, the velocity graph slope is what we'd look at, and as you can tell, the slope is flat or zero. So that means the values of the acceleration graph are all zero everywhere. So it's right on the t-axis we would say, right on the horizontal axis. So what we're doing to go from one graph to the other down this list is we look at the values of slope of the one we're studying, and those slope values become the y values or the vertical values of the next graph or curve. So the actual y values in my exercise do not matter specifically. I could actually move my position graph up or down. We never looked at the y values of the position, we only looked at the slope. So I could move this slope curve like I just did, I mean position curve like I just did, and I still get the same velocity and acceleration graphs. So let's practice generating these graphs for a given position function. For example, this one, let's say this could be an example of an object that starts far away from the reference point, moves closer to it at a constant rate, that's because it's a linear graph, the slope is constant, and then it stops about one meter away, let's say. And for the rest of time, it's just sitting at that spot. So it gets closer at its constant rate, stops one meter away, and stays there. Okay, so we have two different sections with two different slopes. So if we want to generate the velocity curve, we need to look at the initial line's slope. I've got two distinct points here, one at zero seconds and one at maybe, let's say the second tick mark is two seconds. We would just measure the slope to get from the first point to the second point. It looks like we have to go down four units on the position function's axis, we have to go over two units. So that's negative four over two for our rise of a run, which equals negative two. So if I generate the velocity graph, it has constant negative two values, okay, constant negative two values, which match the slope of the position graph in that region. Notice how I didn't continue the velocity graph past two seconds because its slope changes. Okay, the slope of the position graph is now in this region flat, it's zero. So my velocity values from two seconds onward must be equal to zero, like this, which puts it right on my t-axis, zero. Now to go from velocity to acceleration, what we have to do is we have to look at the slope of velocity everywhere. Now the slope of velocity everywhere is flat. Now I know right here we've got this problem because it's not continuous here, but we can ignore that point for this course. We don't have to draw a hole there or something saying there's a problem with the continuity. We can ignore those. As you can see the slope is zero and then it's zero again. So everywhere at zero and the acceleration graph will everywhere be equal in value to zero like this. You can see it's also right on the t-axis. So what we notice, whenever we have from this example in the previous one, linear sections or an entire linear position graph, so it has no curves in it, the acceleration will be zero. The velocity will be constant during those regions. Let's say we have this scenario. This could be an object that starts at the origin or the reference point and maybe accelerates outward. So as it's moving farther away from me, it's moving at a faster and faster rate. Now I know when I was generating this that I had to put a line here because I couldn't make the curve continue, but assume that's a continuous curve. So this is like a parabolic shape. You are going to be allowed in my introductory course to assume that when I have these curves, I'm just discussing parabolas and no other types of curves for position. So if it's a curved position graph, it's a parabola. Now when you have a parabola for your position, the velocity, or if you're looking at the slopes, are going to be quite hard to look at when it comes to instantaneous values. I see that the velocity, rather the slope of this position at the beginning is near zero because it's flat, but as we continue, the slope increases. The slope is getting larger and larger as we go outward in time. So that means my velocity values have to increase just like that slope increases, but we will assume for the simplicity that that increase is linear. So maybe the slope here is half and now it's one and now it's one and a half. Now it's two. Now it's two and a half. Now it's three. See, that's a linear increase. So my velocity graph would look like this, a line. It's showing the same values for its y values as the slopes of the previous graph. So as the slope increases, the values of the velocity increase the same way. Now to go to acceleration, I have to look at the slope, which is now constant, of the velocity graph. As you can see, it takes about two seconds over to go up one meter, let's say, or meter per second if we're discussing velocity. And so the slope would be one half. One rise over two runs. So it's one half. The values of velocity everywhere will be equal to one half like this. And notice how I'm stopping these graphs all at the same spot because there's no information past what is this six seconds on my graph. So this is how you generate these graphs and it's important to know how to do that because it helps us connect these three quantities. They are all connected by looking at these slopes. And if you have any experience in calculus, you know what we're doing is sketching derivatives. But for all of you who are not in calculus or don't plan to, you can ignore that. But they are, I do want you to know, related. All right guys, thank you so much for watching. Stay tuned for the next lesson, lesson three in this unit. And for now, this is Falconator signing out.


It was a big night for the Democratic Farmer Labor Party as more candidates announced their bids and intent to run for some of the state's highest offices. As Mel Myer reports, the announcements from John Purcell and Representative Deborah Hillstrom came to many as a welcome surprise. The Beltrami County DFL Fish Fry brought in community members to hear from some of the candidates looking to represent them down in St. Paul. Former Minnesota House Representative John Purcell lost to Republican map lists during last year's election. He says he's ready to take back his seat. Wanted to try and finish the unfinished business. One of the areas he's looking at improving is special education in schools and reducing college student debt. Education's a priority for me and I'm gonna do the best I can. Current state representative and Inoka Assistant County Attorney Deborah Hillstrom says she'll run for Attorney General should Lori Swanson run for governor. Hillstrom says she looks forward to representing elder abuse and financial cases. Should she go on to take the A.G. position? I believe that the Attorney General's office is the one office that attempts to balance regular Minnesotans' rights against the big guys. Other candidates that had previously announced their runs for governor also made appearances at the event. Good evening, everyone. Welcome. Rep Paul Thieson is a former speaker of the Minnesota House and is in his eighth term representing his district in Minneapolis. Politics I like to practice is really to take the energy from outside the Capitol and bring it into the Capitol. Rebecca Otto was elected as state auditor in 2006 as Minnesota's first female Democrat to hold the position. I love the state and that we can continue to do a better job on behalf of all Minnesotans. The candidates are now looking to get the endorsement of the party, which is expected to be decided by the beginning of next June. In Bemidji, I'm Mel Myer, Lakeland News. The race for Minnesota governor has a crowded field on the Republican ticket as well. Currently seven Republican candidates have filed for the state's highest office. If you've enjoyed this segment of Lakeland News, please consider making a tax deductible contribution to Lakeland Public Television.