Welcome to Intuitive Project Management, the third day of Dublin, but obviously the second day of sessions. Is everyone having a good experience so far? Awesome. That's great to hear. So this is my first time in Ireland, and I'm actually of Irish descent. I saw this lovely rainbow on Sunday, the land of rainbows, so I wanted to share it with you all and bring it into the space. I'm really excited to be here, and excited that you guys are all here joining me. So just to kick off with a little bit of introductions, I'm Molly Burns. This is actually from my first day in Ireland, when I'm a Game of Thrones tour, I don't know if anyone's fans of the show, but I got to hold the sword. I'm an account director with Phase 2. I've been working in Drupal for about eight years. I started off working in a small non-profit editing content, and I also was one of the content managers and producers for one of the first large international Drupal sites, was the Drupal platform at Sony Music. So I sort of launched over 300 sites and saw all these really weird edge cases and all the things. So that was kind of my trial into Drupal, and since working at Phase 2, I've managed a lot of different projects on Drupal 7, and I've also been working with Drupal 8 for the last two years, and I worked on one of the first builds before Drupal 8 was even out for Memorial Suncattering. So there's been a lot of great learnings, and my role really is on the people side of the projects, working between people and communicating between people. So this is kind of what I'm gonna bring tier to today to share with you all just some tips at things that I've learned and how I kind of frame things when coming from the intuitive side of the house, how I bring that into the project work that I do. And I'm also a crystal collector, and I did bring some crystal balls as advertised in my session description to keep the vibes going. So you guys are in the Drupal community, so you sort of understand what I just went through. But when I meet people out in the real world and we get in the conversation of, so what do you do? My first answer is, oh, I do internet. And for a big percentage of people, that's actually a completely fine answer, and they just keep moving. They're like, oh, okay, cool, yeah, internet, great. Like, you do internet, we get it. And this is from a great show called The IT Crowd, I don't know if you guys have seen it, but this is the internet in a box, and everyone believed this in the business meeting that she brought the box to, so it was pretty funny. But yeah. But then some people who maybe know a little bit more about how the internet works and who works on it will ask me one of these two questions, and they usually follow each other, so they'll say, ah, so you must be a developer. And I'm like, no, I'm not a developer.  And I'm, I'm sorry, I'm like, no, I'm not, neither a developer nor a designer. Which, you know, there's people really, I can understand what that is. So then they're like, they look at me really confused. They're like, so what do you do? And so then I started to get into this conversation, which is I work with the dark matter of the internet. I'm the gel that kind of makes things happen in the background. I'm working between the technology and the people to get a real understanding of what needs to happen to move things forward. So in dark matter, you know, in the galaxy, there's all these, there's like these galaxies, these are the points of light, and then there's sort of all this other like black stuff in between, and no one really knows what it is. It's the majority of the galaxy and it kind of, I mean, we're going to the universe and it holds together all of the light, which are kind of like the website. So I like to say that, you know, I'm in the dark matter using my intuition and kind of seeing all the things to kind of pull together what, what maybe needs to happen in a project or to kind of get things moving, just like the dark matter in the universe. And so, you know, the role that I have and the different jobs like project management and some other requirements specializations are really come out of the shift that we've seen in the internet from static to dynamic. So over the years, we've moved actually from a system of, you know, webmasters, flat HTML files to actually entire systems that are content management systems that have a bunch of different users, a whole bunch of different permissions, and also different integration points between systems. And so, these dynamic systems actually require a lot of coordination to even stand them up to understand what they need to be because people are in there actually using content, manipulating content in a certain way. So, you know, when we're working with these dynamic systems, there's a whole lot more forces that we need to be aware of and a lot of different players that maybe we're not around in the earlier days of the internet. So, moving into intuition, I just kind of want to get our terms defined. So, intuition is all about what you feel instinctively, not necessarily what you're reasoning. And intuition, everyone has intuition. It's like a core part of being human. But oftentimes in the world we live in, reason and logic kind of trumps intuition and people often don't listen to their intuition. And so, one of the things that I've come to in my experience with projects is really getting into a space of respecting and listening to my intuition and then figuring out ways that I can actually apply this in a way that makes sense to other people and can be converted into actionable items and actionable steps to actually move a project forward. And so, you know, this common feeling of a gut feeling, how many people here have had like a gut feeling about a project or a gut feeling, just like show of hands. Yeah, you're just like, I feel like this is, there's an issue here. I feel like that person's not saying all the things they need to say to me or I feel like, ooh, this module, I just feel it's gonna blow up the site when I download it, right? So, these gut feelings that we have, we really need to be conscious about them and listen to them. But, I also love this quote by Robert Heller because the gut feeling is not enough, right? Just having a gut feeling isn't necessarily gonna translate into the action to sort of, you know, get it out of your gut into the real world to sort of start processing what your intuition is telling you. So, we're gonna walk through a few tips for that and also some frameworks that sort of get what's in your gut sort of out. But, I do also wanna caveat which is say that I work a lot with my intuition when I'm managing projects and working with teams and working with clients. I tend to lead from there but I also wanna acknowledge that there are a whole bunch of other key project fundamentals that project managers and technical leads and anyone that's running a project need to be aware of to make a project successful that your intuition alone is not going to be the end all be all for your project success. You need to have an actual plan. You need to go through and make sure your requirements are detailed. It's really good to have a project methodology or you're working with Agile or you're working with WaterFold. Are you using Gantt charts? All of these things are like really, really important to get things organized and aligned. And then of course having the metrics and reporting to kind of circle back and be reporting on the velocity of the developers looking at the features that you're developing. And then lastly, which does actually key into the intuitive piece is how you're actually managing risk and how you're templatizing that for effective management. So all of these things, intuition is just another tool in the toolbox to bring to the table with a full stack of like best practices in project management. And although I'm not gonna be touching on this stuff anymore, I'm happy to talk about it after with anyone who wants like more actionable project management tips. I'm also able to talk about that. So definitely find me after if you wanna talk about that. So one of the key places where I apply intuition like during the course of a project that I find are like the sort of like seminal points is sort of when we're in the beginning of the project and we're defining objectives and goals. And then sort of as we head into the project there tends to be a lot of assumptions about things. So we're gonna kind of talk about how to work through assumptions. And then lastly how we kind of tie all that together and we work through risks. So this is gonna be the framework that we're gonna walk through. So starting with objectives. The key thing about any internet digital project is really understanding this critical point in my opinion is that every project is starting from a place of someone trying to describe to someone else something that literally doesn't exist. And in that actual process there's a lot of things to suss out and our intuitions can be really helpful for asking the right questions to get us to a point where we're transmuting this confusion of you know this invisible thing is what I'm imagining. And then on the other side we have the team going well this invisible thing is what we're able to build with a system that you decided on using which in this case is probably gonna be Drupal. So this transmutation of confusion and to clarity around the objectives of the project of like why we're doing the project as well as what we're building. But the why we're doing the project actually is really critical to make sure everyone's really clear on that. Because if you don't have clear goals that everyone is aware of you're going to get very tripped up when you start trying to apply scope and you start having different things coming into play as far as what people wanna be building. So I'm gonna tell a little bit of story about this airport. And so the first time I gave this intuitive project management talk was actually in Spanish in 2013 in Ecuador in a very small town called Loja Ecuador for the Drupal Latino Summit. And they asked me to come talk about project management and so I was like okay well I'm talking about two different project management. But I was a little nervous to be traveling internationally and I was looking up this small town in Ecuador, Loja, it's actually a city but a small city in Ecuador and I noticed that the airport was under construction. I could fly into one or two airports and I kept watching the flights. The airport might be opening, we're not sure when it's opening so I'm looking at the flights. So finally the airport opens like two weeks before I get there so I'm like okay great the airport's open. I fly into the airport and this is what I see when I actually get there. There's rebar, there's construction, there's dirt pits, there's rocks, there's all this stuff. But the key thing is that my plane was able to land at the airport. There was air traffic control, there was, and I don't have a picture of it unfortunately, but there was this beautiful asphalt runway that was like brand new gorgeous runway. So the airport like top goal here was like we wanna be able to land planes here people. Like that is what we're doing. That is the goal. Do we need the coffee bar? Do we need the taxi stand? Oh actually the taxis were outside. So the taxis were there but there just wasn't like a stand for them. They were just kind of standing outside this rebar gate. So we were able to actually achieve the goal of landing the plane. And so sometimes when we're in the course of the project people might get caught up with where's our snack bar? We need the snack bar on this website but it's like dialing back to the beginning of the conversation. Well, when we talked about your goals, the top goal was being able to land the plane and being able to open this airport. And so I like to call this MVP airport and whenever I'm thinking about goals, whenever I'm kind of planning that out this is a really good thing to bring in your head of like are we going down a rabbit hole in the snack bar or is this about landing the plane? So these goals that we're gonna be defining in the beginning of the project and really like sussing out through a lot of questions are actually gonna help us through the rest of the project because all of the things we're doing we wanna be able to trace back to one of those goals that we have in the project. So we wanna say like, okay, yeah, that feature that you've just defined that new feature that's actually more of a snack bar feature. So do we really want to deprioritize this boring asphalt grinding task for the developers and then maybe the client will say, that's a really good point. We do need to grind that asphalt. It's not quite as like fun for me as like picking out the things that are gonna go in the snack bar but at least we know that we're gonna be able to land that plane. And so sort of once we have our goals defined these kind of roll into this iron triangle. I don't know if you guys, everyone is familiar with this and sort of a very common project management framing. We've got this triangle and we've got scope, timeline costs and sort of we got the quality, the deliverable in the center. And the common caveat is, pick two of these things that you want and the other one is gonna have to shift. But if anyone's had a conversation about this with a client, they want everything. Everything is important. It's like, no, no, we want the scope, we want it on time and we only have this amount of money to get it done. So one of the things that I like to do is, number one, I like to make the guests for myself using my intuition, using what I know about what I think their priorities are and then reflect that back to them and ask them, what about this? And then really, really making it clear that although they want everything, they're going to have to give me an absolute priority, scope, timeline cost. And when people are in the position of actually having to make a one, two, three list, like they make that list pretty quickly whether like we can't get any more money, like cost or they're like, yeah, like we don't really need to launch it in April. Like we could launch it in June and we'd be okay. So, having this conversation and then also using what you know about the client or about the project to really get an understanding of this is going to be critical when you start to make those decisions and you start to have those negotiations during the project. But in reality, I like to think of the projects as a little more of a pyramid, right? This is an organic pyramid. It's like a crystal device that's transmits energy and we can talk about that after someone's interested in organic. But I thought it was a great photo because it kind of shows the complexity of like, you know, we've got the triangle here but there's all this other stuff, like the nuances, the interpersonal dynamics, the external factors. I once had a project that was derailed by a hurricane. Okay, like that was not in the iron triangle. That's like in this project pyramid that's like full of all of this kind of whirling things and all these different nuances. So really like kind of thinking of your project as not just your project from this neat little triangle but kind of like really like sinking into the fact that there's a whole lot of other things that are happening here. And the more you're aligned and the more you're connected to what those things are, the more you're going to be able to drive your project to success. So I wanna talk a little bit about when goals are conflicting because this can often happen with projects. And I had actually a couple of recent examples in the last year where a client was saying well we want this site and we need to buy this X-Date. And then in one of the examples I actually found out that they didn't actually, well they wanted a site but they also had all these platform requirements that they sort of gave to us like a week in. And so I actually had to suss out through conversations, well do you want the site or do you wanna platform? Because if you wanna site buy X-Date, you're not gonna get a ton of reusable code because we're pushing to make this date or pushing to get this site up. If you wanna platform, you're not gonna actually get anything like to launch or to see on the internet because the first couple of months of building a platform are really laying the groundwork. And so it took me a couple of weeks actually to really suss this out and to get all the information so that I could have the conversation with the client and say, okay, you've got these two conflicting goals and we have one team and we know that there's a timeline. So I need to know where we're gonna go here. What do you wanna prioritize? Do you want us to focus on the platform or do you want us to do the site? And that was a conversation that had we not had that conversation at the time, we probably would have gotten to the end of the project and everyone would have been really unhappy but because we had this conversation, everyone was on the same page, the team started building the platform, the communication was there and we all knew what we were driving towards. So really making sure that the goals are clear but that the goals are not in conflict with each other. And that is a critical nuance and I think one that can often happen in projects. So making sure that the goals are actually aligned with each other. So I wanna move into assumptions and this is really gonna be the meat because assumptions sort of happen at all times in a project. And I often find that what I'm doing as a project manager, as an account director, I'm really the person that's like seeing the assumptions that are happening and then trying to find ways to clarify them so that we can move forward. And sometimes these assumptions actually present themselves as problems, right? A client will say, I'm confused about this, this is not doing what it's supposed to do and the developer says, I don't have this requirement, I'm waiting for two weeks for this and it's like, how do we get together? How do we knock through what these assumptions, what these blockers are and what people are actually thinking is happening on one side, maybe it's not happening on the other side. So I'm gonna talk through a little bit more about the framework of assumptions in a bit but I just sort of wanted to highlight since we're here and we're talking about Drupal. There's been some common Drupal assumptions that's come over the years or with CMSs in general and I'm not gonna talk through each of them but the key one that I wanted to talk about here because I think it's a really common one is this idea of we have a CMS so that we can now control everything we see on the screen with the CMS. So anyone that's worked with Drupal has been aware of the theme layer and the look and feel of the site. Often the look and feel of the site is actually being controlled by a whole other set of files in the theme layer that doesn't necessarily allow someone with CMS access to go in there and change color, change an image. Now certainly you can build the site so that there are certain images that can be updated in the CMS but if there's any core pieces of the site that live in the theme, they're actually not part of the CMS. And so a lot of times what I spent the beginning of projects doing if we're gonna be using Drupal is really just giving you a quick primer of what to expect with what we're doing and how Drupal actually comes up. So it's basically like, hey, there's a theme layer, there's gonna be a CMS, we're gonna have a database, really just going through the big picture so people really understand what actually they're getting with the system that we're building it with because sometimes these assumptions are actually assumptions about what people are expecting the CMS to be and it's not necessarily something that we're gonna be changing in the course of a project. So they're like, yeah, we wanna be able to update that.  So sort of getting these common Drupal assumptions out of the way in the beginning really, really goes a long way in sort of setting you up to have less assumptions down the road. And then also like listening for what people, what people say they think is happening and then just like immediately catching that and being like, oh, actually, interesting, you said that but that's actually not how Drupal works, it works like this. Do you have any more questions about that? So that's kind of a way of like unpacking these assumptions upfront. So over the years, I have kind of developed this framework of all the like assumptions or problems that come through and there's sort of like four parts of the framework that things fall into. So the first one is like the internet level assumptions. Like people are literally making assumptions about how the internet works. And these are very common because again, we go back to that box of the internet, not everyone knows how the internet works. I mean, it's like sort of is this magical invisible thing that just came on the scene like, under 50 years ago and has transformed our planet but it's still a bit of a magical mystery to many people including me, certain parts of it. I'm not saying I'm an internet expert but I happen to know more about it than the average person. So a really common one is this issue of the fonts and how they work in older browsers. So I don't know if anyone's ever had this where you're working on a project and you're like, wow, like the colors, the CSS and the fonts look completely different in IE than it does in Chrome. And a lot of times this can be an issue, especially with larger companies who might not, they might all have run some old Microsoft thing running and they don't update it because it's gonna like, they had to coordinate with the IT teams. So it's like half the company is running some old version of IE and even though we've looked at the analytics and their website analytics are like, okay, 3% of the people are actually seeing this issue, they're like, well, our whole company sees it. It's a really big deal. You need to fix it. And then just kind of being like walking them through and be like, okay, well, you know, this is actually an internet level issue. Like we can't make the old browsers read modern CSS and we don't wanna write old CSS because it's not gonna be good for the majority of your users that are on modern browsers. So really having these conversations and having them from a place of real compassion for like, yeah, like this internet stuff is like kind of like weird and magical and let's really unpack like how it works. DNS propagation is another fun one. If you've ever launched a site and you didn't lower your TTL file, you might have had an issue of, well, you said the site is live but I'm not seeing it over here. So yeah, the internet level problems are fun. Then we started to move down the stack, move down the stack into the system level problems. So the sort of concept of like, we talked a little bit about the common Drupal project assumptions before. So this is sort of where things like, Drupal specific things come in. Like that's not how the system works. And like a really common one is related to caching. So people expect that they're going to enter content into a page.  And that really is a very, very common assumption and problem that comes up that really requires like getting ahead of it in advance. So a lot of times if I assume that someone's like not really familiar with how caching works and I'll actually like say this in advance, I'll be like, hey, so like, yeah, you're gonna be updating your content. And then it's like 10 minutes later, 15 minutes later, everyone's gonna see it. And that's just how it goes with this system. I mean, I know you've seen Facebook and that's got the instant update. So it's possible on the internet, but we're not gonna be completing that here with the system framework that we have. And additional system level problems or system level assumptions kind of come through. How are the modules working? What's happening with the patches? What's going on with the distributions? There's all these different processes that we as Drupal people kind of assume and we know, but the sometimes the people that we're working with and building projects for aren't actually aware of. So just being aware of when you hear these coming through and what type of issue it is and say, oh, that's a system level issue. Like here's how we can kind of clarify and converse to get to a place of understanding around it. Next is a business level problem or business level assumptions. So this has to do with sort of like things that are happening in a business or at an organization that then get reflected in the digital properties. So as businesses are growing and becoming more and more digital, the websites or web integration systems are often so core to actually getting things done in the business. So we have a chain of people that need to approve the content and we only find out last minute that someone does this weird, they stamp a piece of paper in real time, like on a floor, that could actually be automated so easily in a system like this. So sometimes business level assumptions are actually my favorite ones because we actually get to say, oh yeah, we can build you that in a day and it'll change your organization completely. And it's gonna make someone's job a lot easier. So these ones are actually can be really fun and can be really, really rewarding. And so another one kind of here is just sort of on the other side of things, like organizing people's content and organizing their taxonomy and telling them what their taxonomy is.  So our business problems are solved and it's like, no, no, no, you still have to have that conversation interdepartmentally to figure out the list of your taxonomy. And we can't do that for you. We can make you space where you can put those taxonomy items in, but that's a business problem that you guys are going to need to solve and guess what? You should solve it a month, two months before we have to build this feature because we need to know if we need three taxonomy box, like three taxonomy items, like subcategories or if we only need two. So sort of tying in what those business assumptions are to have dependencies on what you need to build is also pretty critical. And lastly, we have the people, the people problems or the people assumptions. And at the end of the day, we're all people and we work with other people. Yes, we have these computer interfaces between us, but really what we're dealing with is different personalities. And a lot of times like we have in a project, this homepage example comes up so much, but people are really, really attached to this concept of getting their content on the homepage. And so really asking those questions, well, why do you need your content on the homepage? Oh, well, I need to send it to this person so they can see it that it's there. Well, could we create you a special landing page that you send to them that you're able to update? Oh, I didn't know that was possible. Yeah, that's great. So just really like trying to hear where people are at and where they're coming up with their assumptions and then having the compassion to sort of try and solution with them, but kind of taking everyone at face value. There are different communication styles. There's different personal life events. Oftentimes with a team member, I'll notice some things happening and I'll say like, hey, are you okay? What's going on? And I'll be like, yeah, someone in my family is having an illness and I'm taking care of them. And so really just being aware of the people around you and what's happening in their lives and being in tune with that and then kind of making allowances for what you need to adapt to in your project plan to sort of accommodate and work with what people are going through and what's happening in their lives is important. And yeah, power struggles is also a fun one. I often find coming into organizations, I see the power struggles between people and being an outsider, being a consultant, often find that sometimes my role is saying things that they can't say and sometimes I'll even say to someone, hey, like I'm noticing this dynamic, is this a real dynamic? And they'll be like, yeah, that's totally a real dynamic. I'm like, would it be helpful if I said this? And they're like, yes, that'd be very helpful. So really like using your position as a change maker in organization as bringing in these digital projects is how can you actually help move things forward and unblock things if there is a political issue or a personality issue that can be causing, I mean, mostly if it's causing an issue and the project is when I'll step in, I'm not just gonna start getting into the mix of everyone's office politics for no reason, but if it's something that's impacting the project, really understanding what that is and then figuring out, okay, what is the people mechanism that I can do to help move it forward? And yeah, I mean, just to sort of like there's all types of people and we're all working together. So really like also not forgetting the site users is a big one. A lot of times when we're building projects, we're building for, sometimes people get away from like the people in the internet that are using the site. And so, working with some UX experts at phase two, they're always really good about being like, well, the actual user is not going to understand that. We need to consider this. So really kind of having this people focus, compassion, empathy and using your intuition to figure out what needs to happen for all the different people that are gonna be interacting with your system, both long-term, when it's out in the wild, but also your project and your client relationship to actually get it done. And I really do wanna continue on with the people thing. I mean, we're all just like beautiful, magical, sacred beings and we all have a lot of the same things at our core, right? Like love, we feel lost, we wanna be accepted, we're communal species, we like being in community. We're here at DrupalCon, it's great community. We wanna belong, we wanna be accepted. There's also like a lot of fear, there's fear of failure. This project is gonna mean everything. I might lose my job and people really do get into this fear space. And so really like just recognizing that and then kind of intuitively tuning in to like what that means for like, how everyone's gonna be aligning in the project and sometimes there's even like this fear of success, right? Like certain people it's like they're afraid to even succeed. And so if you kind of pick up on something with someone, whether it be a team member or a client that they're feeling fearful, really just trying to like envision like, well, what are they afraid of? And how can we assuage that fear as a big one? I have a lot of times like, we're just really afraid of this launch because we had a really bad launch two years ago and this is what happened and all of these things happen.  In this launch, we're gonna do a load test and we're all gonna watch the load test and we're all gonna see what happens. And we're also gonna do some validation on a couple of these integrations. We're gonna do some pre-tests. We're gonna make sure that the information is going where it needs to go. And so just making sometimes allowances and extra plans if you do have kind of this some fear about a project launch can really go a long way and making it smoother for everyone. As far as the people kind of understanding people and working with people, I'm a big fan of sort of these kind of personality tests and personality and people kind of analysis tools. I think they're really helpful. At phase two, a bunch of us, we all did these Myers-Briggs, the 16personalities.com. And it was super interesting just to see what everyone's personalities were and how to work with people. We had the really analyst-y, logic people who it's like they need to have all the data before they make decisions. And then there's people like me who are just like going from my gut and I already have the decision and I already know what needs to be done. But when I work with people that are the data people and the analysis people, I need to say, okay, I know that this person is a data analysis person. So I need to take a step back and I need to be patient while they collect all the data to really feel comfortable about the same decision that I've already instinctually made. And really having that understanding of who you're working with can go a long way into being intuitive about what they need in a communication to actually move it forward and not have a clash. I'm also really into human design, which is a little more kind of out there but it's interesting. And the website definitely needs a redesign so if anyone's looking to pitch that that could be a good one because the website's terrible. And then this dope one is really good. It's really simple. One of my clients actually sent this one to me because they had did it at their team and everyone is a bird. There's four types of birds and everyone in the team gets assigned a bird.  So definitely recommend doing this. And then just like in the day to day really asking people questions. Like when you're on a conference call in the beginning of the conference call and you're waiting for people to come on, like there's this dead space and it's one of my biggest pet peeves. Just like sitting on this conference call, like waiting to start the meeting. That's a perfect time to like just have some small talk. Talking about the weather is fine. It brings people together. You can learn about people. How is your weekend? Are you traveling? What are you doing? Like what else are you into? You know, all of this is really important and considering the whole person is gonna make a big difference for when you're trying to build something with them. So yeah, communication 100% like critical, key, important. This is the core of kind of all of the sort of people work and the assumptions that we've walked through in this section. It's like the crux of everything. So, you know, don't forget that in the digital world, we're really all just talking to people really at the end of the day. I mean, granted there's times where we're heads down and we're writing code and we're looking at data but people are really the driving force between behind all the things that we're doing. And an important thing in communication is listening. I don't know if anyone's ever had this experience or been this person, I have both. But this concept of like, are you actually listening or are you waiting to talk, right? Are you waiting to talk or are you really listening? Are you really getting in tune with what the person is saying? And this is something that I've definitely learned over the years and it's been invaluable for me to actually understand people and be more effective in doing my job. But I've kind of taken it a little bit further. I don't know if anyone's heard of like this concept of active listening where you're really like, okay, you're actively listening and there's different skills you can do.  I've sort of taken it in my own experience one step further and I like to practice what's called energetic listening. And so energetic listening definitely has some of the same things as active listening where I like doing the tip is if it's like a really, I don't do this all the time, but if it's sort of like a critical meeting and you're really trying to understand, sometimes I'll actually repeat what the person is saying in my head so that I can really, really internalize it while they're saying it, almost like a meditation.  It's just, it's a way of acknowledging that you're tuned in to what someone is saying. So yeah, nodding, eye contact, but I also tend to do like a focused direction. So I'll even turn my body when someone is talking or I'll look at them and move my body in their direction. So I'm not just nodding and looking at my phone or nodding or like nodding over here. It's like really tuning in energetically to what the person is putting out there and also in looking at their body language as well. And this last one is really key. It's listening for what's not said, listening for what is not mentioned, what is being left out, what is being avoided? And that can actually be even more telling and even more valuable to the situation than what's being said. And so sometimes that's another thing that I like look into. Wow, that wasn't mentioned in the meeting. I wonder why, you know? And then even having a smaller meeting and asking the person, hey, is there a reason why you didn't mention this in the meeting? I know we were having some issues with the server, like why don't we bring it up in the meeting?  So, I mean, there's all sorts of different reasons why someone doesn't necessarily say something. And so kind of being aware of that and intuitively digging in to what's missing can really be the key to unlocking some critical things. So I want to talk a little bit about the advanced, the advanced practices of energetic listening. So this is a little hard to do over the phone, but you can definitely do it in person. It's all about shifting body language.  So sometimes if I see people that have a closed body position, I'll actually be more open in my body position when I'm interacting with them. So I'm trying to like bring that open body position into the room and people actually do mirror. There is this concept in human interaction where people will mirror each other and mimic each other. So if my body language is open and I'm nodding and I'm engaged, then that's gonna potentially have a ripple effect to the people around me. Another thing that can be really important is that sometimes in a big meeting, there can be this concept of like, you know who needs to say the next thing or you know, you see someone that's like, they wanna say something, but maybe they're too shy and they kinda make a move. And so a lot of times when I'm in a meeting and I'm sort of like, you know, facilitating the meeting, I'll actually just turn to that person, even though someone else is talking, maybe it's someone that talked too much in the meeting is still talking. So I'll actually turn to the person that I think should be talking and just like look at them with an open body position and turn to them and kinda nod at them. And that can kind of often move people into the space of like, oh, I feel seen and I feel like someone is tuning in to my energy of wanting to say something, but I haven't actually said anything yet. So, you know, these are some little advanced practices, but it definitely does work. You know, you can also just ask them to say something as well, but sort of teeing that up with the body language really does go a long way. So, kind of like moving from the listening and talking about, you know, when you turn to the person, these are some, I call it the metaverse meeting tips. These are some meeting tips that I actually got when I worked my first corporate job at Sony Music as mentioning to you guys one of our creative executives. He was like really dynamic guy, really great in pitch meetings, you know, just really understood how to be in meetings with people. And these were his three rules that he sort of, I mean, I modified them a little bit, but this concept of like, does it need to be said right now, right? Like, is this something that has to be said at the moment? And for me, with really tuning into my intuition, if I'm supposed to say something, my heart actually starts beating. I don't know if anyone else has that experience, but I know some people like, will get like a heartbeat, like, oh, I gotta say it, like it's really here, I need to say it. And so I'll really tune in and be like, oh, okay, I guess I have to say it, you know, that this needs to be said. And then the second question is, if it needs to be said, and this can be hard, especially if you're someone that's a big talker, is like, do I need to be the one to say it? And for me, working in tech projects, being kind of the non-technical, non-developer person, I often find that I have an instinct or I have a knowledge about something or I know the system and I've worked with Drupal and I've seen this happen a million times and I know that this decision is not right for the caching layer or this type of server is gonna be wrong, but it doesn't always come out that, you know, effective coming from me, especially if I'm talking to like the head of IT for a big company or a big organization. So if I know something needs to be said, but I'm not the one to say it, I'll often like talk with a co-worker and I'll say, hey, in this meeting, it would be really great if you said this. And so they're teed up, they know they need to say it, they have, we've strategized before the meeting about what needs to be said. And so that understanding of like the delivery and who needs to say it is really, really important. And then the last question sort of that I asked you of is if someone else needs to say it, like how do I facilitate them to say it? So if it's like my team member, like I just said, I'm sending them a little ping and the message like, hey, can you say this, I can't say it, but I really want you to say it. But if it's a client, oftentimes it were in a meeting and I see someone quiet in the corner who I know is in charge of this thing, I'll often ask them a leading question so that they will say the thing that needs to be said. Like if I know that they have no one on staff to support a Drupal instance, I'll often ask them, oh, is it, who's gonna be supporting the Drupal instance? And then they'll say, oh, we're still starting that out or oh, we don't have anyone on staff for that. And then the whole room has heard that and everyone knows where we're at. So that kind of teeing those things conversations to come up is really, really critical. So moving into the last sort of gathering our intuition and how do we make it actionable, risks and risk management is like my favorite part of this project management because it actually allows you to take all of these intuitive things that you've pulled out of all the different parts of your project from when you've defined the goals up front to when you've seen what assumptions have been coming to light during your project. You actually get to put them in a really data-ish way that's going to let them be more actionable tools for moving your project forward. And there are tons of unknowns when you're in a project and sometimes you're not knowing something is actually something that you're going to want to put on your risk list and you're going to want to bring up like, you know what, we don't actually know this or we don't know what's happening over here. And not being afraid to acknowledge this is a big part of what sometimes keeps people up at night. It's like, oh, if we don't know this and we're afraid to say it, it's releasing that and making it seen and putting light on it is a really, really critical part of making it more known. So the thing about risk management, as I said, it's my favorite thing to do in projects because it helps me bring the intuition to the table a little bit more, is that if you do it when everything is on fire, it's not gonna go as well as if you just do it as part of your project. So it's like, if you're like, let's mitigate all the risks when everything is blowing up, not everyone's gonna be in the space to be really confident and collaborative about risk mitigation. But if you bring a risk management approach throughout your project, you're actually teeing up a safe space for people to talk about the unknowns, to talk about the fears, to talk about those prickly political issues that might throw a wrench in the project, to talk about the, hey, we're building this on a system, this has never been technically done before, like how are we mitigating that, what are we doing? So using risk management log and having regular meetings to talk about risk has been a great approach that I've used in a lot of my projects and a lot of our teams have been really successful on using as well. I don't know if everyone can see here, but we've got this, all the data people, we got a spreadsheet, that's very necessary. And the spreadsheet has different categories. You've got a status, is this risk open? Do we get to close this risk? If we've successfully mitigated a risk, we can close it down. And we also have a person responsible for it and then we have a mitigation plan. And what we'll do is we'll actually share this with this risk log with all of our team as well as all of our clients. And this is just like a collaborative process that we're like, okay, well, in our risk meeting last week, we talked about this, let's review this risk, oh, we mitigated it, great, new risk, okay, let's put that on the list. And so we're able to actually have these conversations like way, way earlier in like a really like safe space that's not stressful, that's not, we're up against the fire and we're like talking about the fact that we're unsure of who's gonna be maintaining the servers like when the server's down. Like that's not the time to be having that conversation. If we've already had the conversation, then if the server goes down, then we're like, okay, well, we know it's this person and if it's not this person, we know it's this person. So we know they're on it or I had a project example that I wanted to bring in here. So we launched this website and then we had a rollback plan, if the website, if anything happened and we had mitigated it, we had planned, we did all this risk mitigation. And so we launched the site and this site went down and what we found out was after the fact is there was this random spider that had been attached to the site that spidered every single piece of content in like two minutes that they had not known about. And so this is like, go back, this is like the hurricane. Like who knew that someone had like a spy spider for all of their content that was hitting the site and when we launched a new version, all the URLs were new and it caused the site to crash down. But we had mitigated if that would happen what the plan was way before. So when the site went down, we were like, oh, that's not good, but so and so is already doing the rollback and blah, blah, blah. And then in an hour, we were all on a meeting and we're like, what happened, like what's going on and everyone was trying to figure out and then we found the spider and then we were able to move forward and replan the launch. So that like having had this actually happen several times, I really started to see the value of like making sure that we have these plans we have these plans in place. So with risk management, there's kind of a little bit of caveat which is that we often have risks that we can't necessarily say the whole risk or the whole thing, or at least I can't at one time. Sometimes the risks have to kind of unfold, right? So I sort of feel like there's this concept of like a long game risk that like if there is something that I feel like someone needs to be aware of or take action on but they're not necessarily ready to admit that it's a risk, I have to kind of put a strategy in place of like what's the first part of the risk that I'm raising so that in two weeks, we're going to really be able to be mitigating it honestly. So one example has to do with them be working on a big project and you know, client will say, you know, we've got this new developer and we're gonna bring them on and they're gonna do a bunch of work to help us get this deadline. And so, you know, my response to this often is like, great, like it could go really well. The developer could hit it out of the park and really engage or maybe I don't know their skillset, right, I don't know this person, so maybe they're actually not gonna be able to get as much done as possible. So oftentimes what I'll say is like, okay, you know, why don't we do an evaluation in one week and look at the tickets and the code that they've done and make sure that they're on target. And so then when we get to that week in the evaluation, you know, hopefully it's successful, but if it's not successful at that time, then we can have the conversation of like, ooh, looks like we're not gonna make our launch date because X, Y, and Z happened and this plan of bringing on this other person hasn't actually panned out. So kind of like, you know, preparing how you're going to stage the risk conversation, especially if it's around like going back to those political issues, some of those political issues can be thorny if you're working in a big organization. So you wanna be really careful about how you discuss some things and how you stage the risks and finally you'll get that like aha moment where it'll like all kind of come into place and everyone will be like, ah, yes, like and this is how we will mitigate the risk, but it doesn't always turn out like that. So just kind of be aware of this long game strategy. So lastly, I wanted to sort of, you know, do a little bit of exercise with you guys if you guys are open to it about getting in touch with your own intuition and so sort of what I think comes up for me with this is the importance of just listening to yourself and listening to what's in your body and what's in your thoughts and what's kind of coming up for you. And so we're here at DrupalCon. I know people have probably traveled far to be here and so what I sort of wanted to do is maybe like kind of everyone to kind of go internally and really start to think through, you know, what are your goals for being here? What is your intuition telling you you need to do in the next couple of days? What do you wanna learn? Who do you wanna talk to? What do you wanna bring back with you from this experience? And I know that, you know, get some like introverts in the room probably. So this is just like a personal activity. You don't have to talk to anyone about it and it's only gonna be for two minutes. So hopefully you guys will be game. So I just wanted to like kind of bring you guys into a little bit of a different space than the conference space. And this is my drum, it's the hummingbird drum and just wanted to kind of like offer everyone to maybe close your eyes if you're open to that and I'm just gonna walk you through a little bit of, you know, a little bit of a meditation to kind of get connected to where you're thinking and where you're at. So if you could close your eyes and everyone just kind of like do a big deep breath in like really inhale and exhale, like feel into your body and let's do another. All right, so I'm gonna do a little bit of drumming and during the drumming, if you could just kind of keep that inhaling and exhaling and really get connected to what your intuition is telling you and where it's drawing you and what you wanna get out of this day while you're here. So I'm gonna start and it's just gonna be really a silent meditation and keep those breath, this slow breath going. Getting in touch with your intuition and for joining me in intuitive project management. There's an evaluation link over here on the site and there are also some fabulous sprints that are happening on Friday. So please check them out and engage with all of the fabulous people in the Drupal community who are here and yeah, thank you all for coming. And if anyone has questions, I'm around. So come up and work out as I pack up.


If you're new to the channel, I am Gold Pony, I do new car truck SUV reviews on YouTube and today we are in the brand new 2024 Mitsubishi Outlander Sport, courtesy of younger Mitsubishi in Hagerstown, Maryland for more information on their inventory. Please feel free to check out the link in the description box below. So today we're in this one because there are actually two big changes for the 2024 model year. One is to get America's best warranty being 5-year, 60,000 mile bumper to bumper, 10-years, 100,000 miles on the powertrain, but if you were to go with younger Mitsubishi in Hagerstown, Maryland, they actually double the powertrain warranty giving you a 20-year, 200,000 mile powertrain warranty which is pretty insane. Not only that, one of the big changes for the 2024 model year is you now get two years worth 30,000 miles of complimentary maintenance whereas with the 2023 you did not. So that's pretty cool. And you get a rally-inspired four-wheel drive system as well. Mitsubishi calls it all-wheel control, but we'll get more into that in the video. So ultimately in this video we will be testing out and going over everything about this one from acceleration to braking, steering feel, ride quality, sound system, exhaust clip, all that fun stuff. So having said all of that, what do you guys say? Let's just go ahead and jump right into it and, as always, let's start with bracing. As you can imagine, there are several different trim levels for the 2024 Outlander Sport. One being the S starting at $23,695 which is a $700 bump from the 2023 model year, but everything is getting bumped up for 2024 model years just because of inflation, of course. ES for $25,695, LE which is the trim we are in today, starting at $26,395, SE for $27,695, and lastly the SEL which is a new trim level for the Outlander Sport for 2024. It starts at $28,495, essentially what Mitsubishi did there is they eliminated the GT trim, which is what was in existence last year and they replaced it with the SEL, essentially to be a little more uniform with the rest of the Mitsubishi lineup because that's how the Outlander does it as well. But anyways, of course with all those trim levels there are a couple different power plants available for the Outlander Sport as well. First one belonging to all of the trim levels but the SEL and the one that we have today. It's powered by a 2 liter naturally aspirated inline 4 cylinder, putting out 148 horsepower at 6,000 RPM, 145 pound-feet of torque coming in at 4,200 RPM, power being sent to all four wheels again through Mitsubishi's rally inspired four wheel drive system which they call all wheel control. That power being sent to the ground through a CVT 0-60 time at approximately 8.7 seconds with MPG numbers coming in at 23 in the city, 29 on the highway taking regular unleaded fuel. And then there is that other engine configuration of course belonging to the SEL trim level. That one's powered by a 2.4 liter naturally aspirated inline 4 cylinder, 168 horsepower at 6,000 RPM, 167 pound-feet of torque coming in at 4,100 RPM, power sent to all four wheels yet again through a CVT, 0-60 time approximately 8 seconds flat for that one with MPG numbers coming in at 23 in the city, 28 on the highway taking regular unleaded fuel. So now that we've got all of that out of the way, what do you guys say? Let's go ahead and find a straightaway. Let's put that acceleration here to the test and let's see how quickly we can get our new 2024 Mitsubishi Outlander Sport here up to speed. All right, here's our straightaway in 3, 2, 1, go. Not the quickest thing in the world, does get noisy, but it's not bad. I don't mind the noise. Okay, so not the quickest thing in the world. When I initially hit the gas, I was expecting a little more punch, but yeah, I didn't get it unfortunately. So I'll just leave it at that. There is a more powerful engine with that SEL trim level, so perhaps that one would give you a little better merging power onto the highway, things like that, but ultimately the more you drive a vehicle, the more you get used to it, the more you learn how it operates. So you really shouldn't have any issues in merging onto the highway because you are going to get used to it, of course, but anyways, to go along with that acceleration as always, braking is equally important.  The 160 is your stopping distance goes, that comes in at an extremely impressive 118 feet. So as far as braking feel goes, it feels like it. I love it, man. Miss Abishi crushed it with the braking feel in this thing, 118 feet, by the way, that is a sports sedan number. Typically with SUVs, you find like 125. If not the 130s, like the Hyundai Santa Fe is 132, I think it is. The Volkswagen Atlas is 139, so 118 feet, that's like a sports sedan number right there. So that is absolutely amazing. And you could feel that with the firmer braking feel on this thing. So well done, Miss Abishi. I absolutely love the braking feel in this thing. But touching on suspension and handling, up front, you're going to get a McPherson strut front suspension. In the back, independent multi-link rear suspension, of course, front and rear stabilizer bars. As far as ride quality goes, we got some freaking smooth roads here in Hagerstown. So absolutely no issues there. As far as steering feel goes, it's on the looser side of things, 100%. So definitely wouldn't have minded if Miss Abishi firmed up that steering feel or better yet, if Miss Abishi allowed a sport driving mode on the Miss Abishi Outlander Sport. Hence the name. So would have loved to have seen that to at least firm up the steering feel a little bit. Also with the acceleration, I think with a name like Outlander Sport and with the rally-inspired four-wheel drive system, they should definitely put a little more effort into making the Outlander Sport a little more sporty since they have the word in the name. But see, I guess what I'm getting at is wouldn't have minded a little bit firmer of a steering feel in this thing. As far as cabin noise goes, it definitely gets a bit noisy, not only with the acceleration but with the road noise as well. So I did notice that first thing when I was driving, it is a little bit noisier for vehicle, but that's to be expected in this particular vehicle. So I personally wouldn't have any issues. I'll just put it that way. Touching of visibility, I can see perfectly fine out the back in terms of rear visibility at least. So 100% not going to have any issues there. And one better in terms of forward visibility, Miss Abishi actually gives you rain-sensing windshield wipers coming standard on every single trim level of the Outlander Sport. It didn't used to be that way. So you got to love that. So essentially what that is is whenever the Outlander Sport detects any kind of mist or rainfall, it's going to automatically turn on this windshield wipers for you. So just one last thing you've got to worry about, kind of like automatic headlights assisting with forward visibility. So you could better enjoy the drive in this thing. But that pretty much rounds out the performance segment of this review. So guys, let's now go ahead and take a look at the exterior of our brand new 2024 Miss Abishi Outlander Sport. All right. So here she is, you guys, the new 2024 Miss Abishi Outlander Sport finished in Mercury Gray Metallic. In case you were curious of our exact exterior color name that we had on this one. As always, let's go ahead and start with where this one is made. Take a look at the bin. First character is the letter J indicating that the Outlander Sport is still built and assembled in Japan. That's pretty cool. Let's go ahead and start up front in this one. Full LED headlights do come standard for every single trim level across the board, meaning both low beam and high beam. So I do love that. LED daytime running lights coming standard as well, along with the automatic feature, meaning when it starts to get dark in at night, headlights will turn on automatically for you there. But you also get automatic high beams coming standard for every single trim level across the board. So if you have your high beams on at night and it senses the vehicle coming in the opposite direction, it's going to automatically dim them back to low beams and when that vehicle is gone, it's going to automatically bounce it back up to high beams for you there. So love that feature. LED fog lights for the ES trim level and up. You guys can see those as well. And then there is going to be some chrome trim accenting found kind of just surrounding the headlights and the front grille up front as well. But my personal opinion, it looks good, but I think the Outlander Sport is due for a redesign in my personal opinion. Let me know what you guys think in the comments, but there are pretty much rounds out the front end. Listen, I'll go ahead and make our way to the side. All right, so now since we are around to the side of this one, if you were looking for black roof rails, you do have to go with the SEL trim level. So only that top trim is going to give you roof rails up top, but black windows arounds do come standard rear privacy glass coming standard for all trim levels across the board as well. Taking a look at the front fenders there, there's either going to be chrome or gloss black accents on the front fenders. We have the gloss black accents because the LE, in case I didn't tell you guys already, it's kind of like the sport appearance package. So you do have the black accents pretty much throughout and LE, by the way, stands for limited edition. Also didn't mention that yet, but take a look at the side mirrors. They're going to be body colored or gloss black, of course, gloss black for the LE trim level, and they will be heated then as well. No integrated turn signals because they are located down on the front fenders. I actually love that. That's a JDM thing, Japanese domestic market. So big fan of that. Take a look at the wheel setup, 16 inch steel wheels with covers for the S trim level, 18 inch two toned alloys for the ES, SE, and SEL trims, and then 18 inch black painted alloys for our LE trim level that we have with us here today. So overall, that pretty much rounds out the side profile here. Let's not go ahead and make our way to the back. All right, so now since you are around to the back of this one all the way to the top, you will find a body colored shark fin antenna. Just below that rear spoiler with an integrated brake light. Just below that rear window wiper. If you guys take a look at that rear window, you're going to find that four wheel drive badging. That is because Mitsubishi's all wheel control system is actually a four wheel drive system. So again, originally bred for rally racing in the dirt and snow. So it's definitely going to hold up quite nicely here in the snow, at least in Hagerstown. But LED tail lights actually do come standard for all trim levels across the board as well. You do have the trim level badging back there.  Just below it all, there is going to be a single exhaust outlet tucked away. So having said that, I do believe you guys know what we have to do next here. As always, here is that exhaust clip. I had something else to say around to the back of the Outlander Sport. When it comes to opening that rear tailgate, it is going to be a manual tailgate for all trim levels across the board. So once opened up, though, cargo capacity comes in at 21.7 cubic feet. If that was not enough space, of course, the rear seats do fold down, bumping that up to 49.5 cubic feet. There is some cargo lighting back there. There is a cargo cover available that goes for $205. It's going to be tie down anchors back there. There is one grocery bag hook kind of found on the driver's side in the back there. Cargo nets are going to be available. Of course, there is some indented storage found on the back two corners. Then if you were to lift up underneath of that cargo floor, you are going to find a spare tire as opposed to the fixer flat, which I personally prefer. But then make your way up to the rear leg room that comes in at 36.3 inches for reference. I mean, even six feet tall. This is me sitting behind my own driving position here. Rear center armrest with cup holders does come standard for all trim levels. I got to love that dual rear USB charging ports, though, coming with the L E trim that we have today end up. So that's how you're going to go ahead and get that. But the maker way up to the front seats, manually adjustable claw seating for the SES and L E trims, heat of front seats for the L E trim level end up, leather seating for the SEL trim level only. And then there's going to be a leather suede combination for the S E trim level. Overall, at least in our L E trim that we have today, seating was OK. Not the very most comfortable seats. There are some awkward pressure points and the kind of stiff too, for whatever reason. Miss Abishi does that, I know with their Mirage as well. So not the most comfortable seats, but it should be enough to get by. But then taking a look at the steering wheel and telescoping, it is going to be leather wrapped for the L E trim level enough that we have today. And I like the gloss black finish towards the bottom of the steering wheel as well. The maker way to the startup. Let me start by showing you guys the key here. You got your Miss Abishi logo on the one sign. When you flip it over, lock unlock, pretty basic key for the most part, which means if you lose it in Ocean City, Maryland, it's going to be less expensive to replace, haven't done that before. But it is a push button start for the S E and S E L trims. But in our case, all I'm going to do here is simply put my foot on the brake and turn the key. And so once started up when it comes to the gauges, tachometers all the way to your left speedometer is on your right. There is a small digital to screen front and center. That screen is going to give you things like trip A, trip B. There's your outside temperature. How many miles you have left to take it to FTM? My very favorite part about the digital screen, at least, is when you turn the car off, it's going to say, see you. That's such a Japanese thing to say. So I absolutely love it. But now let's go ahead and make our way to overall interior quality. All the dimming rear view mirror actually come standard for all trim levels across the board. That is wonderful. Usually only find that on the upper trim levels for some of the competition. So I love that because there are some bright lights out there these days. But helmet controls for the SEL trim level only automatic climate control coming standard for all trim levels across the board. That's pretty cool. Just in front of the shifter, you do have a little bit of rubberized storage. I love the design surrounding the shifter. It's kind of this texturized silver finish.  Just behind the shifter, a couple cup holders and within the center armrest. It's actually a decent amount of storage in there. So I don't have any issues there. 12 volt power outlet as well. Overall, as far as interior quality goes, lots of black plastics for the most part. That's to be expected. But like I said, I do love how they finished everything in silver with the texturized design surrounding the shifter. A lot of the competition will figure will finish that in like a matte black or matte gray plastic. So they did a little bit of a design to it there. But now let's go ahead and make our way to the infotainment screen here. Seven inch color touch screen display for the S and ES trims and then an eight inch color touchscreen display for the L.E. trim level and up. Either way, you still get Bluetooth and audio streaming. But the Android Auto Apple CarPlay that is going to come standard on the L.E. trim level and up only. So I want to specify that because that's pretty important to a lot of people being that the navigation is going to be displayed up there if you have a cell phone with data, of course. So that's what I want to emphasize. But can, of course, check out your radio information up there as well. And so when it comes to the sound systems, there are two of them. Four speakers is going to come on the SES and L.E. trims and then six speakers for the S.E. and S.E.L. So having said that, that, of course, means that we do have the four speaker sound system with this here today. So let's go ahead and turn on the radio, see what we got playing today. And let's test out the clarity of this one. Yeah, it sounded like four speakers, to be honest. The clarity wasn't that great. The bass was actually OK for four speakers. I didn't have a problem with that. I'm seeing as it's four speaker sound system. But yeah, the clarity wasn't there, but that's to be expected in a four speaker sound system after all. But anyways, last thing I want to mention to you guys on the infotainment screen, at least, is when you do put the Outlander Sport in reverse, you will find a review camera coming standard across the board. Not the very highest quality, but it'll certainly get the job done. Letting you know who or what is behind you, which is always, is going to lead us into safety.  Drivers near back up front as well. In the back, you're going to have latch, AKA lower anchors to tethers to children for the rear car seats, rear child door locks, temperature monitoring system, but also coming standard. Forward collision mitigation system with pedestrian detection and lane departure warning as well. Then if you were to go with the SE or SE L trims, they are going to add to that a blind spot monitoring system with rear cross traffic alert and then lane changes assist as well. So overall, I want to custom my final thoughts here of the Outlander Sport. I got to love the rally inspired four wheel drive system, especially because we do get quite a bit of snow here in Hagerstown. So if you got snow or if you're driving a lot of dirt roads, this thing's got you covered. Also, amazing braking in the Outlander Sport didn't expect that 60 zero and 118 feet. That's a brilliant number, very firm braking feel. So immediately brings you to a stop. You do get America's best warranty as well. So you get a ton of peace of mind. Not to mention the younger Mitsubishi warranty. If you were to actually go to Hagerstown and get one of these 20 year, 200,000 miles. By that time, you're going to want a new car anyways, but I do love the LED lighting as standard, not just in the front, but in the back as well. As far as room for improvement goes, very basic sound system for speakers is really nothing these days. Also, I do think it's due for kind of a redesign. They've had this style for quite a bit now. And then the last thing as far as room for improvement goes, I think it needs a little more sportiness since it does call itself the Outlander Sport. Would have loved to have seen a heavier steering feel and also a little more power. Maybe the SEL is going to compensate for our lack of power in our current trim level that we have today, but I don't know, I will say though, it's pretty slow. But anyways, let me know what you guys think of the Outlander Sport in the comments section below. That is about it for this one, you guys. Thank you so much for watching. Feel free to follow me on social media at the bottom of the screen if you want to see what's coming next on the channel before it gets to YouTube. Be sure to hit the subscribe and the bell notification button if you're new car reviews, because that is what we do here on this channel after all. Do appreciate you guys watching more than you know and I will see you guys all in the next video. Stay Gold.


St. Lucia's tropical climate facilitates a year-round crop growing season and supports continuous generations of both pests and beneficial organisms. With the emergence of pests threatening the production of crops, the Department of Agriculture is now increasing efforts and emphasis on pest control methods not aimed at complete eradication but rather at maintaining pest populations below economic thresholds. This year's observance focused attention on building awareness on the importance of pest control to protect food, human health and the environment. In highlighting the importance of persons being knowledgeable about the current pests, which may affect the agriculture industry in St. Lucia, Chief Plant Research Officer at the Plant Research and Development Division, Hannah Romain, notes that her division has been able to keep pests and diseases such as the black-seeker toka and moco disease at Bay. Over the years we have been sharing few pests that are not present in St. Lucia but our major concern to us. One is the banana fusarium oxysporum hubensae which we call it TR4. It's not present in St. Lucia, it's looming on the horizon. Currently it's in Colombia, it has moved to Peru and of course we understand how our banana industry, how sensitive it can be and at present we are putting all measures in place to ensure that we keep this one out of St. Lucia. Pest management is very costly and over the years what we have come to realize is that the pests when they do come in there's no control, eradication is just not possible so we are urging the public to be aware of the pests that move on commodities. Miss Romain notes that her department's initiatives to both control invasive species and to augment public awareness of pest control methods are in keeping with the Department of Agriculture's overall goal to increase food safety. Activities such as the Don't Pack a Pest campaign have provided a platform to raise awareness about the dangers of transporting food and agricultural commodities across the region. She states that the Department of Agriculture will continue to provide support to farmers across St. Lucia with effective pest control solutions to help prevent the risk of crop loss. Our farmers are the primary producers they ensure that they provide the food that we have on our tables and whatever activities that they are engaged in on the farm is critical for our health tomorrow. Now just note that we've now understanding that to access foreign markets you need to be able to meet the residual limits for example in terms of pesticide residues that you need to be able to meet residual limits for the for your country of export. Thankfully the ministry the government of St. Lucia has had seen the need to put this in place now we are able to tap into foreign markets and we are now able to conduct tests to ensure that the foods that we are exporting meet the requirements of the export market. The public is reminded that permission must be granted from the Plant Research and Development Division before any plant materials are brought into the country. Individuals interested in bringing in new plant commodities and agricultural inputs such as crops, flowers and fertilizers must first visit the Plant Research and Development Division for a pest risk analysis. Once completed and accepted a plant import permit will be issued to the applicant allowing the importation of that commodity. From the communications unit of the Ministry of Agriculture I am Anicia Antoine reporting.


a modern education system. There's not many things that raise your IQ.  I'm gonna play in Bach, Beethoven and classical music. Maybe that activates a little bit of IQ, but one thing they know for sure is learning multiple languages makes you smarter. Now, I don't think you should be traveling to new places every month. Not what I went through. I wouldn't want that on my kids. Yeah, I went through, got bullied, got made fun of. Yeah, it sucked. What was the main reason? Just cause I'm different, I think. Your personality? Entrepreneurial. Yeah, so you were always like that? Yeah, always trying to make money on my own.


Next and we've got the SoCal gas and do I want to add that? I guess I could add that Amazon. Let's add the Amazons. And then this is another Amazon. I could add that. Let's leave that for now in case I want to test anything else. Audible interest payment. Okay, so then if I go back to my balance sheet and update this, my checking account is still in the negative as a liability. But my income over here on the income side of things, we've now got our prime account, Audible, book sales, sales, the web sales and that interest account is down here. It's down under interest income because we put it into other income down below. It seems like the YouTube one didn't pull in for some reason. Let me add the YouTube one again. I'm going to say YouTube and we'll say the account should be YouTube. Didn't I add a YouTube account? I did. And then if I made a rule up top, if we make the rule, bank rule, I'm going to say this as long as it contains YouTube, maybe I'll keep the Google YouTube as long as it contains. Maybe I've made a rule that wasn't contained. I should check my rules. But let's go in here and say any text field if it contains that and then I'll delete the second bit. And then it's going to be the contact is YouTube, which we already set up. And then I'm going to say it's going to be an account of YouTube. And then that's good. And then I'll keep the whole, I'll call it Google YouTube this time, which I think is a different name. All right, let's save that see if it applies out the rule. So there's the rule being applied. Okay, so now I can add that. Siri, let's go ahead and add that. And then next. And we got Google here will add that. All right, so if I go back to the balance sheet, update it. Still have a negative cash income statement. Update it. We can now see the Google pulling through the YouTube pulling through. All right, so now if I go to the first tab, if I want to check those rules, I can go to the accounting drop down bank banking. Let's see if I have two Google rules, which I probably do. If I look at my bank rules and I want to update them, I can go into my rules here. So these are my spend money rules. Here's my receive money rules. So we've got Stripe, we've got Amazon, and then we've got these two Google rules. So something's wrong with this first one. So if I go in and edit it, let me just see what I did that didn't work. I said equals. See that equals. And then I deleted the text. If I put contains, it would have been. So now I've got two rules. So I'm going to go back and see if I can remove that second rule. So this is a Google rule. So I think it's this one. Hopefully it'll delete the wrong one. I'm going to take that off and delete it. And so are you sure you want to delete it? I'm going to say yeah. So the rule has been deleted. All right. So now if I go back into my account and I go to my bank accounts here, we could see that we've cleaned up a lot of information and pulled them in. I'm going back to my bank feeds and we've applied many of the rules. We've been building our account transactions in the same way we did with the expense side. Building them as we pull it in and the bank rules should make it more automated for future presentations. We've been reconciling at the same time we make the rules. We've also, if I go to my contacts drop down, I could see that I've been adding contacts. In this case, I say customers as we've been making those rules as well. And then we've been building out our income statement, breaking the general rule of not adding income accounts by customer because we happen to be doing like gig work, which is kind of the exception to the rule oftentimes. All right. And then remember that income account interest account was down here. All right. Let's look at our trial balance, right click, duplicate. Taking a look at the trustee trial balance scene where we stand as of this point in time, accounting drop down reports, trial balance is what we're looking for. The trustee T to the B, not tuberculosis, not tuberculosis, trial balance. And you've got the balance sheet accounts on top of the income statement accounts, the balance sheet stops at retained earnings, sales and then our income accounts, our revenue accounts or sales accounts. And then we've got our expense accounts down below. We're in balance, debits and credits is the same thing as basically saying assets, equal liabilities plus equity that we could see here and here. And the income statement fits into the balance sheet because it is summarized in, you know, the current earnings and the equity 6, 9, 4, 9, 5, 4, which is also on the income statement bottom line, 6, 9, 4, 9, 4, 54. And the income statement breaking out the detail of our performance report.


The people of the most states have now joined their counterparts across the country in celebrating the nation's 60-second independence day. Governor Hopuzo de Mahine's speech called on Nigerians to promote those things that unite us as a nation and show ethnicity and rivalry. The governor says there is a need for Nigerians to search their hearts, adding that trust and love are key ingredients Nigerians should emulate in order to move the country forward. As a mother-in-law, every successful nation had this notion of turbulent and uncertain moments that they were able to overcome because of their faith in themselves. And the country remained unchecked. No nation can survive without trust among its people. To succeed a nation needs trust, a nation needs love, and the Father and Petroleum Committee of our citizens. I therefore see the occasion of this 60-second independence celebration as an opportunity for us to really dedicate ourselves to promoting and promoting our community over and above self-interest. Be our brothers people. Have all the two hinders syndrome. Love is our only way to draw your hearts. We should also resolve to accommodate one another to the people of our differences. Believing that we are the God that made it possible for us to find ourselves in one country called Nigeria. Also, Governor Hakimadu Fenteria says, the nation is facing a lot of insecurity challenges ranging from kidnapping and banditry that need to be dealt with to save the country from collapsing. The governor disclosed this today during the celebration of Nigeria at 62, and that was at the Mahmoud Rabadu Square, Yola, the other master capital. According to Fenteria, the country needs leaders that will put an end to the insecurity of deviling the country. So Nigerians need to do the needful by voting the right candidate in 2023. I'm however worried that the nation has had to pass through challenges, times in her journey to nationhood, rolling out of an unfortunate battle with insurgency, kidnapping and banditry should give every citizen's cause for concern. We came at the time the state was passing through its worst challenges of insecurity, economic hardship and COVID-19 pandemic. Today, we are proud to tell our people that we have been able to change the ugly narrative and are ever ready to defend our actions, publicly knowing fully well that we have made a difference in governance within our first tenure, despite these challenges. I believe in a new Nigeria going into election in 2023, Nigeria will cement its present challenges and emerge stronger. But it will not just happen until we rise out to make the real change that Nigeria has been yearning for through the ballot. I urge you to renew faith with Nigeria as the nation adds another year who will get better, who will be greater. I assure you, we will not abandon any of our projects that is ongoing. We will continue our infrastructure development until the last day of this administration. Back in Oregon State concerned stakeholders have raised their hope for a better Nigeria irrespective of the challenges facing the nation. The celebration was held at Moschuda Bella Stadium as residents came out on mass in our belgium, describing the day as an evaluation day which is worth celebrating. Meanwhile, Nigerians were charged to be committed to the progress of the nation. We saw the same Nigeria that our forefather handed over to us several decades ago. If they are alive today, I'm sure they will never be happy because the Nigeria they handed over to us, then there was electricity supply, there was portable water, there was good hospital. But today the reference is the case. I would only appeal to the government of the day that they should use the opportunity of today's celebration to find means to end the ASUS strike on ground and at the same time they should provide employment and end body tree insecurity and the rest in the country because a situation, I want you to know that no nation is perfect. Nigeria is the same. But at the same time, Nigeria can simply make perfect. It depends on the way me and you feel it. At the same time, I want to implore all Nigerians that as the election is coming we should do everything humanly possible to ensure we have a free and fair election. To be fair, we are not where we are supposed to be. But we should all be determined and committed to make Nigeria work for us. So it's not a group of people that will do it. All of us as a people must be determined to change the narrative. It's only then that we can have in Nigeria that all of us will be proud of. All Nigerians, we should remain united. We should remain dedicated and to ensure that the peace of this country is guaranteed. We are moving towards a nationalism period. We should pray that it should be peaceful and the best to come out of it. Nigeria workers should remain more dedicated to our duty and to ensure that we contribute to our quota in no small measure to the development and progress of this great country.


Tristan, keeping racists on the surface level is a must to keep people from being radicalized while trying to find spaces where their opinions don't get them back. Agreed. I agree with Tristan 100%. Cobalt, I agree. Can't have free speech without criticism and debate. Sarge, with criticism and debate you should also have a thick skin. You cannot win an argument just because you're offended by the words I say.  An offended mind is a mind that is thinking. And this is in large part because of our centralized education system, right? They have tried to create this whole thing really, I don't know when this word came to be safe space. You must have a safe space. This is a safe space. Our societies have to have safe spaces. Our schools are safe spaces.  Your safe space is in your home, right? You have the right to decide who you allow into your home, what kind of conversation takes place in your home, okay? You have no right to go out into the public and say, my proximity is a safe space. You need to move on out. How did that work? That's basically imperialism on an individual level, right? Safe space. Have you ever seen, like people think nature is a kind, cute, cuddly thing. No man, nature is brutal. You see those squirrels running around and going like this? Well, you know why they're doing that is because they might get eaten, right? We have to get out of this mindset that we need big brother to create safe spaces for us. You know how you create a safe space? Education, debate, discussion, sharing information, transparency, accountability, but don't use offended as a cop-out as ignorance.


Hi, I'm David Medine, Data Protection and Cybersecurity Lead at CGAAP. In the digital age, particularly in developing countries, central banks have to step up to the challenge of effectively enforcing and supervising on cybersecurity protections. In 2017, African banks lost over a trillion US dollars to cyber fraud. And what we're finding more and more is that the attacks are against medium and small institutions as the larger ones build up their defenses, which means the need for an ecosystem approach if we're going to protect the financial sector. And protecting the sector is critical, both to build on financial inclusion efforts to date and to ensure the integrity of the sector. So what are the challenges? The two key challenges on cybersecurity are, one, the lack of cybersecurity professionals, and two, in smaller countries, having sufficient demand to support a cybersecurity center. CGAAP has set a proposal, which is addressed in our paper for this conference, to create regional or shared cybersecurity resource centers. These centers could build on efficiencies of scale serving multiple countries and be more effective on threat sharing across borders. How can these get started? Well, central banks can play three critical roles in this process. One is that they can be champions of these centers, and they can do that by either encouraging or in some cases, mandating that the institutions they regulate participate in these centers. Central banks can also be coordinators. They can work with the regional associations of central banks that they participate in and help develop smart, flexible, intelligent approaches to cyber defenses. And then they can be cheerleaders to encourage cooperation and public-private partnerships. Financial institutions just can't do this on their own, and they need the help of the central bank to coordinate cyber security efforts. And so with that, and they play these three critical roles, champion coordinator and cheerleader, we can more effectively protect critical assets, particularly for people who can least afford to lose money. I look forward to discussing this paper at the conference this fall.


In 2016, I discovered that I had a large lump in my left breast. On the mammogram it showed that the breast lump was about the size of two golf balls. I've been using the wand and the coil for 45 days. Last week when I went to my doctors, she reported that my breast lump has gone away. She's also provided me with a letter that documents these findings. During her visit, she also shared with me that she was pleasantly surprised to see my anemia was gone as well. I started using the breast cancer frequencies and the interesting thing is, as you can see on the CT scan report, there was a tumor on the fifth rib at the back. You can see that the tumor markers below 50 is normal and I think my last one was at about 20. The C8 15.3 tumor markers are the breast cancer tumor markers. You'll probably see the C8 15.3 test. There should be a current result and then there'll be previous ones. So they say that under 50 is what is normal for most people would have that amount of cancer cells in their blood. It's much different when I've been using the wand. That's all I can say. I was diagnosed with stage 3 anaplastic large cell lymphoma, which is an aggressive cancer cell. The chi-coil that was purchased for the family contributed to my speedy recovery process, meaning three months ago I was literally bedridden and couldn't walk 10 feet using a walker. Currently I'm driving around. I returned back to work. The chi-coil frequency healing had a major contributing factor into the success of my healing rate. I would like to give some positive feedback for David and his products. I've used a single coil system, many legacy, ever since I was diagnosed with stage 4 prostate cancer. I had been using that. I use it 24-7. My stage 4, my PSA, was over 200, which normal is 0-4. I've been using this coil with the prostate frequencies, prostate cancer frequencies, and other cancer frequencies, and my PSA has dropped with everything from over 200 down to 1.3. And I just want to thank David for his technology. That's great. I had another gentleman who came to me. He was diagnosed with a tumor on his kidney. The tumor was about the size of a grapefruit. We started working with him doing treatments, one treatments daily. He was scheduled for his surgery, and his consent that he had signed for the surgery was a total nephrectomy, which is a total removal of the kidney. But upon arriving at the hospital, the urologist decided to do a ultrasound. They come to realize that the tumor had shrunk from the size of a grapefruit to the size of a lemon.  It's like a little cyst, and I've had it behind the left breast for many years, actually, and it started putting the wand on it. I was using that on this particular area. And within four days, that little thing just disappeared, and there was no soreness. It's a very nice thing to actually get a result like that. I think that it's cutting my pain in half. It has. And that's going from being heavily sedated and intoxicated by prescription medications to not having any medication at all because of frequencies. We did wander everything. I did wander on him every single day for 35 days in a row. He went back to her his check. His AC1 was within normal.  The spots on his liver were gone. The tumor on his original kidney and the tumor that had metastasized to his left kidney had become mush from the inside out. There was nothing in it. It was just a mushy mass. They couldn't even identify what it was. My next client was a gentleman, 67 years old. He was a re-diagnosis of colon cancer. Went for a routine colonoscopy and they diagnosed him with stage 4 recurrent colon cancer. Did the light wand therapy. And when he went for his recheck appointment, they could find no tumor. And when they checked him at the doctor's office through a sigmoidoscopy, there was nothing there. So they gave him a clean bill of health.