ROTC at the UH, wow, exciting. Military in Hawaii, I'm Jay Fidel, this is Bink Deck, and we have with us Captain Bill Ellis, who's a Navy captain who runs the ROTC program at UH Manoa. Welcome to the show, Bill. Aloha and thank you for having me on. It's a pleasure to be here. I don't know why, but I do remember one thing I want to tell you about my own ROTC experience in the ROTC for the Air Force in the late 50s. And it's this, the question was, what time is it? And the answer is was, I do not know, sir. The inner workings and hidden mechanisms of my chronometer are in such great in accord with the great sidereal movement by which all time is reckoned that I cannot, with any degree of accuracy, tell you the time, sir. They made us say that all day long. No kidding. And there were other ones too, how high is up and how's the cow? I remember how's the cow, the lactate fluid from the female, the boving species is highly proliferated, to the nth degree, all nonsense, you understand. But you had to memorize it and say it when everybody asked you the question. You don't do that at Manoa, right? No, we stick to the general orders of the century. The general orders of the century, can you give us that cap?  So it's just similar concept, trying to remember things so that you practice for professional life where you are gonna have to remember a lot of professional knowledge, actual professional knowledge, but it's at a training level now. Yeah, I'm fascinated with your career.  So personally, I'm from upstate New York. I went to Rensselaer Polytechnic Institute. I was in the Naval ROTC program there. That's in Troy, New York. And then I went into aviation. I started, I became a NFO in the P3 Orion. My first squadron was in Brunswick, Maine. So up in the Northeast, we did deployments to Kefalvic, Iceland and chase Russian submarines around in the North Atlantic. This is in the North Atlantic. This is in the mid to late 90s. At the end of that tour in 2000, I came to my first shore duty. You know, we took orders out here to Hawaii to work at the Wayne Building over at Cuneyoe Bay. And we had our first winter where we didn't have to shovel any snow. And we thought that that was really amazing. So we fell in love with Hawaii and have been here for most of the last 22 years since then. Right. And what's your retirement situation? So I have 29 years right now. So by law, I have to retire when I hit 30 years. However, I have a request to do one more year to go to 31. So hopefully that will be approved. And I could do two more years here in this position. So that'll help. I think it will help the unit get more firmly established since we are new and personally, maybe this is a little bit selfish, but I would actually get to commission a new officer right before I retired. So that would be a nice way to end my career as well. Oh, that's great. So that's part of it. So how new is the unit? And is that at the 31 years, that's the time when they come of age. Is that what happens? For our unit here? So our unit here is brand new. So it was actually approved in 2019. And in 2020, the Navy put the first two people here to start to work with the university to make the education support agreement and start to establish the program, get the first courses into the course catalog, get office spaces secured, things like that. 2021 was when I came to the unit and we also got our first midshipman. So last year. So we had one year with the new midshipman and we are right now starting our second year with midshipman. So we've got 35 members in the battalion now. And so we're anticipating we'll have steady growth over the next several years and we'll probably, I think get to 80 to 100 midshipmen in the battalion will be kind of a probably steady state and strength in the next couple of years. Have facilities? Yes, right now we are on the lower campus right next to the Air Force and Army ROTC units. We are just next to the baseball field and kind of between the baseball field and the swimming pool aquatics complex. It's a great location. You can have two laps. Yes. Yeah, it's about a mile to run around the lower campus road and we have access to the athletic fields and the track and with the pool, we use the pool as well. So it's nice being down here by the all the athletic department. Do you want this bill or do they come for you? No, I was really just very lucky. So I was on track to retire and then the announcement got made that the unit was gonna be established and it worked out for me that I was due to rotate out of my previous job right at the time when this job opened up so I could move in. So I put in a request and yeah, somebody out there, I have like a fairy godmother that's looking out for me. So it got me into the job. So it's been, yeah, it's been wonderful. Yeah, that's pretty common in the military to have a champion, a fairy godmother somewhere to help you through your career. I think the other thing that helped was I was already on the island. So we save a little money but not having to do a big expensive PCS move. Yeah, so it's just the first time the Navy has had an ROTC in University of Hawaii. It is, yeah, this is brand new unit. So the Army unit here just turned 100 and the Air Force unit is I think about 50 years old and we just never had one here. So it leads to, we answer the same question every time. How is it that the Navy never had an ROTC unit here at this fleet concentration area? This is the third largest Navy base in the US Navy. It would stand to reason that, we wanna serve this community and that's true. So we're really glad that we're here. If you look back at the history of the NROTC program started in 1926, so it's just six universities participating then. So it's been growing over time. Right now we have 78 units and of those 78, there are also an additional 90 colleges and universities that have cross-down agreements. So really there are 168 colleges and universities that participate in the program. And interestingly, and I figured this out just getting ready for coming on here. There are 11 states of 50 that do not have any NROTC presence in them. So I think it's not so exceptional that it took so long to get a unit out here but we are really, really grateful for by 15 years worth of senior Navy and government leaders that have been pushing this initiative. It really has taken that long to get all the way through there. So I know that there are several Navy admirals that pushed for it when they were stationed out here at Pacific Fleet headquarters. But also our senators and representatives, Senator Schatz, Senator Hirono, Representative Case, they were all instrumental in getting that last bit through in DC where the policy decisions are actually made. Interesting, I take your point about the Navy being here a long time. My recollection is that the Navy first came to Pearl Harbor, the United States Navy first came to Pearl Harbor in 1850, which makes it the senior military service in the state. Furthermore, my recollection is that, you know, Sink Pack is always a Navy admiral, Paycom, a Navy admiral, Indo-Paycom, a Navy admiral. It's always been the senior service because we are in the middle of the ocean. I mean, yes, seems like it, yeah. So congratulations actually on doing it here, yeah. So what's the tone of UH Manoa and the student body and the faculty and the administration and so forth on having ROTC units here? I mean, there were times back during Vietnam when there were, you know, riots over anything military. It was called Oliver Lee, Oliver Lee was, I forget what school he was associated with, but he was really an activist, an anti-war activist. And he did a lot to damage military relations on the campus and in the community. And there were others too over the years. And then it was UARC, the Unaffiliated Research, you know, grant arrangement at UH. And that was like, oh, 15 years ago or so, whether they were riots and sit-ins and what have you against anything military. So my question is, how do the students feed it now today? Is it a friendly arrangement or is there a resistance of any kind? There's no, nobody gives any of the military midshipment or cadets a second thought here. They're all recognized that they are college students that are, you know, training for professional occupation. I do know that here, there is a full spectrum of viewpoints towards the presence of the military ranging from people that are aware that the U.S. Navy was, you know, a participant in the overthrow of the Hawaiian monarchy and who remember that. And there are other people who know that the university and the local industry and the Department of Defense are intertwined in mutually supportive arrangements that there's a lot of research done here that supports local industry that in turn supports the Department of Defense. So there's a broad spectrum for anybody that was hesitant about the presence of military. If we ever, when we get to meet them and we talk about our goals, we find that we have a lot of common goals. And then the Navy of 150 years ago is not the Navy of today. And we are here, we're service members, we are here to serve, we're here to serve our community and serve our nation. And I think when we get to meet people and they kind of understand, you know, our viewpoint and how, you know, we take our oath to the U.S. Constitution and it's really to the ideals of our nation. I think when people get to understand that, they realize that we're good people and we're doing good things in the world. Yeah, I wanna talk for a minute about what you alluded to, namely patriotism, commitment to the country. You know, we live in strange times when patriotism seems a sort of a distant mirror. And, you know, people have been in the service, most of them, not everyone, but most of them are very, very, very, very patriotic. I can tell you are and I can tell you that I am. And it didn't take too long before I got into that mode. But, you know, what do you find in terms of the people who apply for the program, people who go through the program, you know, where do they stand? What does that generation stand in terms of being committed to the United States of America? That's a really great question. And that's part of why I feel so lucky to get to see the new generation at the very beginnings. Our students come here and they have a very open mind and they are very eager to serve. They wanna be part of the team. They recognize that they're joining an institution that's larger than anyone individual. And they are bright and they are eager. Like if anybody was really worried about, you know, what's gonna happen to the world when we hand it off to the younger generations, if you could see these students that I get to work with, you would not be worried in the slightest. I think they're gonna make advances beyond what we have done. And we teach, you know, we teach fundamentals of leadership and teamwork and building a team means that you have to empower all of the members of your team. And to do that, you have to treat people with respect. You have to be inclusive. You have to respect diversity in all of its forms. And this generation, it comes so naturally to them. Where I think in older generations, we had maybe some prejudices and some discriminatory behaviors that are kind of were more culturally pervasive. And with the younger generation, it's just not there. So they take to it, they take to team building very readily. And yeah, they're bright and they're ready to get to work. Oh, that's great to hear. It's really important to, you know, sometimes I worry that the military is in a very sensitive position. We saw that during the last administration. And they had to dig deep and find their ethics in the morality sometimes and not be corrupted. In any event, you know, one thing of interest is the demography, if you will, who comes to see you? Who wants in? What groups, if you can say, are more interested, most interested in joining the ROTC here in 2022? So our students, right now about a third of them are local kids from Hawaii and two thirds come from the mainland. A lot of them are from the West Coast, but we have, and I think we'll see an increasing number that are coming from East of the Mississippi, which I think is great because it brings different perspectives to our unit. And I love having the diversity of thought. And I think that helps everybody learn and grow. Yeah, as far as the, what I would say the overall trends are growing towards more diversity, more racial and ethnic diversity and more female, like there's more women joining than before. So that I think the difference between the, you know, gender population I think will continue on its trend. I don't know if it'll ever get to be like 50, 50 or certainly won't in my lifetime, but we're on the trend in that direction to wherever that's gonna go. What's the program like?  So, well, let me give some context to that question because I think that's a great question. There's three ways you can get into the Navy and Marine Corps to become an officer or the other services as well. They all do the same thing. First, we have service academies. So in the Navy, we have the Naval Academy or there's West Point for the Army and the Air Force has their academy and so on. And that is a full-time 24 hours a day, seven days a week in the military environment. And those are very challenging places to go just because you have a lot of those demands on you all the time. ROTC is kind of a next step where most of the time you are a normal college student on campus in a normal major wearing civilian clothes. And then we have some additional duties that come on top of that. So we do PT three times a week in the morning. We have a leadership lab on Tuesday morning which we get the whole battalion together and we do some kind of training together or we have a guest speaker. We do uniform inspections, that kind of thing. And then they take Naval science classes. So one class per semester will be something that's Naval science. So the first one they take is introduction to Naval science and it's just an overview of the Department of Defense and the Department of Navy and how the Navy and Marine Corps are organized structured and so on. But they take more advanced classes later. They take a navigation class. They take one that's called leadership and management where they learn basic leadership techniques. We do Navy ship systems and Navy weapon systems. And then all those are at the unclassified level but it's to give you a familiarization of how ship submarines and airplanes work. And so that when you later you go into the fleet you have kind of a basis. That's our goal is that you just have a basic understanding and then you go start your real training when you get on to active duty. Now the third way is through officer candidate school. So we have the Naval Academy, ROTC and then officer candidate school. And that would be you just go to college. You graduate after four years. You have a bachelor's degree. You go to the officer program recruiter and say, I'd like to join the Navy and we tend you through OCS to the 12 week indoctrination program.  So we're kind of in the middle in terms of the amount of rigor that's put on you over the four years you're in college. Does the Navy have enough applicants? Is it well staffed these days or are you looking for recruits? So we are always looking for talented recruits and we are very happy to have more people applying than we can take into the program. Cause that allows us to be somewhat selective in who we take. But rather than if somebody's interested in Naval ROTC then we encourage them to apply for a scholarship while they're in high school. And if they get selected for a scholarship they go to any of the 78 NROTC units or 168 universities. So they pick one of those to go to. So if I, like we do recruiting events where we go to local high schools and meet students, explain our program, give them some advice on how to apply and if they get selected, they may not come to our unit. They may go somewhere else and that's fine. Is that up to them or is it up to the Navy? It's up to them. They get to pick where they wanna go. Only in an extreme case would we say you can't go to a school and that would only be if there were too many people trying to go to any one school in any one year. We have to maybe tell people to try your second or third choice for school. That's really infrequent though. These scholarships you talked about, that's really enticing. I mean, is that a full right type of scholarship or is it just intuition? Condition, fees and books. So. No dormitory or anything. Not your room and board. That's right. But it's still very lucrative. It's pretty worthwhile. I'm sure. So what about the physical side of this, aside from the Naval science, which I do wanna ask you more about, you know, talking before about physical training and the like, how much of physical training is involved in the program? So we have requirements. In the Navy we take a physical fitness test called the physical readiness test. So they have to be able to pass that with good or better scores before they commission. That's a requirement for commissioning. And then on the Marine Corps side, they have two tests. One's called the physical fitness test and one's called the combat fitness test. And they have to be able to Marine option students have to pass both of those. And then in addition to that, there are other like height weight standards that you have to be within. And then we also have a swim qualification that you have to meet. So you have to be at least a third class swimmer. So there's a swim test. You have to be able to pass. So we, you know, make sure that everybody is physically fit there. And then depending on what specialty you're going into, you'll have to get a more thorough physical exam. So if, for example, you wanted to go into aviation, then you have to get a flight physical and they will check out you to make sure that you're gonna be physically fit for the rigors that go into, you know, operating aircraft. So you did that. I did. Yeah. So like, for example, you can't be colorblind in the Navy. So if you're colorblind, we might not know that when you first sign up, but when we do our screening physical, either when you get a scholarship or when you go into advanced standing, then we would, you know, we would find that out. You know what strikes me is this is actually a great place to be in the Navy ROTC because, you know, the Navy controls so much, so much territory, so much ocean from here. And we know from a geopolitical point of view, the Navy is, you know, concerned about that. This is a strategic base. Boy, as it always has been, Matt Beck. And so I would imagine, tell me if I'm wrong, that your students get a little travel. For example, I would imagine they go down to Pearl Harbor and they take a look at some of the equipment down there and including advanced submarines, what have you, so that they're familiar with, you know, the technology, you know, of these various ships and boats. And so how much of that is available to them when they join the ROTC program? We have tremendous support from Pak Fleet headquarters and Marfor Pak headquarters on both the Navy and Marine Corps side. So we have access to everything that's here. So that is ship visits at Pearl Harbor with both ships and submarines. We have students that, we use their simulators so they can practice ship handling. We're over on the Marine Corps base side. There's Navy helicopter squadron and there's a detachment of Navy P-8s that we visit.  And we get hands-on experience with those, which is fantastic for the midshipmen to gain the visibility. They have to put in their preferences for what service they wanna go into. And so they can make educated decisions if they get to see and get hands-on experience with the different systems and meet the people that are in those communities. And then we get, I think one thing, that's a unique thing here in that we have access to all of that, the military presence we put our hands on. But the other thing is we have engagement with leadership here that helps give us the context of why the Indo-Pacific region is such a focus in the geopolitics of the world right now and why we have done the pivot to the Pacific and what that means. And how that's gonna translate for these midshipmen is that because they will be more aware of that as they go off to their careers, wherever they're gonna get stationed, they have this kind of foundational level knowledge that they will build on that because they will eventually will get back to the Pacific side of things and they'll see how things are changing over time and they'll have good context to understand what those trends really mean. So I think that's just an advantage of being present here. If I think of somebody that's in middle America and doesn't have access to Navy leaders like we do. It must be a real thrill to go into a control room somewhere, get on a Navy aircraft, walk around on a Navy ship, see what they've got there, how they live. I got just talking to you about it, it excites me. It's been a while since I've done that. But you talk about the leadership aspect then. I mean, we have really important leaders in the Navy here. As I mentioned, they can't even count the stars anymore. And I wonder if these students get a chance to meet them, whether you're able to wrangle them down to your classes and have them address your kids and tell them what it's like to be a senior admiral. Does that happen? Yes, it does. So we've had, yeah, sure. It's a motion sensor, I'm sitting here talking. So I'm not moving around enough to trigger it. Okay. Okay, we've been very fortunate that we've been able to meet with, let's see, from last year to this year, we've met with the Secretary of the Navy, Secretary Del Toro. He was here for a commissioning ceremony of the USS Daniel Inouye. And we had a midshipment down to help usher the event. We've met the Indo-Paycon commander, Admiral Ecolino, Pact Fleet commander, Marfor Pact commander, and then the base commanders at the Marine Corps base here at Pearl Harbor. Let's see, Navy surface group, mid-Pact, he's a good friend of mine. He's been over to talk to our midshipment about surface warfare, the Director of Military Ops at SubPAC has been over to talk to our midshipment about life on submarines. So they don't just hear it from me, they hear it from the real experts that have spent their whole careers doing it. That's another reason why we're just, we're lucky with our location. Wow, I wish I was them. Sounds like terrific fun. They make it to put their hands on things but for example, I was part of the press group that covered the Greenville incident 2001. So we had tours of the control rooms of a variety of the submarines at the sub base and we saw how the distinguished visitors handled the control systems and the like and we saw the various monitors and repeaters and what have you and it was really a thrill to walk around there and see how a submarine is put together. If they get a chance to do that, they get a chance to stand over the charts and all. Did they take rides? Did they take ride? They do. So just as a, here's a really great example. Last, this past summer, we set up with the PAC fleet headquarters and eight week internship or midshipment that we're gonna be here over the summer. And in that eight week internship each week had a different theme. So in one week, they went, they took the small boat operator course qualified as a coxswain on the small boat and then the security boats, the patrol Pearl Harbor, they drove those around Pearl Harbor. They actually drove it all the way down to Diamondhead and back. They worked at the PAC fleet boat house maintaining the Admiral's barge there working down in the bilge and scraping barnacles off the bottom but also learning how the crew operates the boat and it's a small museum there. So they qualified to be museum tour guides. This summer was RIMPAC. So they got, we took them out to the USS Abraham Lincoln and they got to watch fixed wing flight ops from the flight deck. And then they went over to USS Essex and watched the Marine Air Wing do their flight ops from there. And then back on land, they went to a training group, Mid PAC drove, they'd spent a week in the surface ship simulator working on different scenarios, training on ship handling and that kind of navigation, that kind of stuff. They spent a week with the Marines and they did the obstacle course and they did a small arms gun shoot and they kind of, we capped off the whole thing with a day at the air show in August. If you remember the Blue Angel team that we were visiting so we finished up with the air show to close that out. It was really, really a great opportunity for them. They also learned how to do staff work and stand watches. They did, they had a capstone project they worked on really, really great engagement with the PAC fleet staff. They learned a lot about how the Navy works not just at the leadership level but at the, how the staff actually takes the leader's vision and turns it into actionable reality. So really, really good exposure for them. And they learned how the culture in the Navy how people get along. I always felt the Navy had a special quality about that. You're a good example of that I think. There's just something about the Navy that is very appealing in the sense that the Navy culture is different and that other services and there's a certain connection maybe it's because of the shipboard aspect of Navy life that you have to get along with the guy next to you or the woman next to you. That's true. Because you're on a ship and there's nowhere to go. You're, yes. Your survival literally depends on how well you can function as a team. Yeah. Well, this is really interesting. It does bring back some memories from me and it makes me ask you, if I'm interested in watching this video at some point how do I connect up? Where do I go? Who do I talk to? Would you be willing to talk to me? Would you be willing to tell me about these things? Mano, Imano or woman to man, what have you? Tell me how that works. What do I do? So we have a website. It's part of the University of Hawaii's webpage. I think we have it open. The easiest thing to do is just to jump on Google and type Hawaii NROTC. And the first link will take your right to our page and then on there has got contact information. You can reach out to us. If you're a high school student and you are thinking about applying for an NROTC scholarship definitely reach out to us. We can help you get started on that process. If you're already in college then also it's not too late to join. So reach out to us. We can talk about what your options are. Or if you already are done with college and you think a career in the Navy might be an interesting thing to you we can help you get connected to the recruiters that will find the right occupation for you. We are here as a resource for anybody. We try to serve in that role as a connective node between the university and the base, the military and the recruiting programs. So we definitely want anybody that has questions about anything. Don't be afraid to ask. Yeah, that's great. So when I finish the program however I get into it then I am going to be commissioned. Am I right? That's correct. As an ensign in the United States Navy. Yes, or a second lieutenant in the US Marine Corps. Okay. And to go further than that and then I am obligated for a period of service. How does that work? Yeah, so if you accept the commission into the US Navy or the Marine Corps the minimum commitment will be for five years to serve. Some pipelines incur a longer commitment.  When you complete flight school and earn your wings you start an eight year commitment from that point. And it takes about two years to go through flight school. So it is a significantly longer obligation but it's warranted in the fact that it costs millions of dollars to train somebody to be a pilot with all the round and flight training that they go through to get to that point. So yeah, we need. It must be popular, especially now with Top Gun. Yeah, right. Everybody wants to. I mean, aviation. I mean, remind you he was a Navy pilot, right? That's right. Yeah, aviation is great. I've had my career has been in aviation and it's of absolutely loved every day. The other communities we have are all equally rewarding in their own way. So the people I know that drive ships love driving ships and the people I know that drive subs absolutely love driving subs. And really what we all have in common the reason that some of us stay for 30 years or more it's really the people that we work with. We are in the military. We work with all people that are high performing. They are have a high integrity and they're focused on ideals and to be part of a team where everybody is so good at their job and your goal is to just uphold your end and do make sure you're doing your part so the overall team can succeed. That's what's most rewarding. That's what keeps us doing this for years and years. Well, when I was in the Coast Guard, I was in the Coast Guard. I was a lawyer directly commissioned and I went to the 14th Coast Guard district or rather Naval district then I tried cases. I defended cases. The guy next to me later became the Jag of the Marine Corps. Fell named Dave Brahms if you ever knew him. And it was a great experience to rub shoulders with the Navy of the Marines out there and I agree with you. There's a special thing and you can enjoy that if you're in the Navy. Let me ask you one last question, Captain. And it's this. So I finished my obligated period of service. And at that point I can go for a career. I can go for a long career like yours. Yours is unusually long, I would say. Just my observation. Or I can get out at 20, whatever. But I have all this experience. I have all the training I would gain in the classes, the Naval science classes and engineering classes, navigation classes, what have you that you mentioned. And I would have all my experience at sea or in aircraft or submarines. And I would have special skills. So what do these people do when they get out? Are they marketable? Are they marketable to the federal government? Are they marketable to industry? Are they marketable here, elsewhere? What's it like, the job market for them? People getting out of the military, officers separating, retiring at 20 years, not one of them ever has a problem finding what line of work they're gonna transition to next. I think corporate recruiters love to hire military people because they are people that have loyalty to their organization. They have teamwork built in. It's wired into our DNA. Their work ethic is established. In the military, we don't let people... You can't show up late to work. You can't just skip work if you don't feel like going that day. You just can't do that. So that is completely out of anybody's system by the time they are done with their military time.  And what more could you want from an employee? These are people that they are taught how to learn so they can learn new jobs. They're people that have been put into scenarios that they have things like that they didn't expect were gonna happen and they have to react, assess the situation, start making decisions and resolve the problem. So these are their natural problem solvers. And in the case of the officers that separate, they're people that are trained that if they see a problem, they engage with the problem, take charge, figure out what we need to do to fix it and put in corrective actions. They're not afraid to be in charge of something and they're not afraid to tell somebody what to do. And so those are great qualities for managers and senior leaders inside a company. So yeah, this really, really should be no surprise that anybody coming out of a military service is a prized asset going into the corporate world. That's great. You're giving them a gift that they wouldn't have otherwise perhaps. And it's great to have the program at UH. Thank you so much for talking to me. Captain Bill Ellis, commanding officer of the Naval ROTC at UH Manila. Thank you, Jay. It really was a pleasure to be here. Thank you. Aloha. Thank you so much for watching Think Tech Hawaii. If you like what we do, please like us and click the subscribe button on YouTube and the follow button on Vimeo. You can also follow us on Facebook, Instagram, Twitter and LinkedIn and donate to us at thinktechhawaii.com. Mahalo.


Hi everybody, guess what we're going to do now? We're going to talk about the skull and basically all the parts that we are going to be held accountable for in our lab. So we're joined by this rainbow marble rainbow skull and this rainbow marble rainbow skull. Rainbow marble rainbow skull might just be my favorite model that we have in our little anatomy lab. My kids went through, I can't remember if I told you guys the story or not, but my kids went through this phase when they were very small where everything was named rainbow marble rainbow sponge. Really, we had a chicken named rainbow marble rainbow sponge who got eaten by our dog. Yeah, that was a little bit traumatic, but regardless, every time I look at this thing, I think rainbow marble rainbow skull. So hence, that is who I'm referring to when I say that very long sentence. All right, so basically your skull, if you look on your lab handout, you will see where I am and what I am illustrating for you and how I'm kind of organizing this little walkthrough. We're going to start out and go through all the different bones and probably because you've already done a bone lab in the past, you have some kind of warning that bone labs are challenging. Like there are a lot of parts. I don't know, you might not know this yet, but anatomy is a really challenging course. There's a lot of information to know. So this is just more par for the course. Here we are learning lots of information. Our skull, you look at it and you might think, oh yeah, two bones, the mandible and the rest of it. And the fact is no, there are 22 bones that are fused and not so fused, but they actually are separate bones and we're going to name them as separate bones and talk about them and name their parts, their bony landmarks, their holes as separate bones. So that's why there are a significant number of required structures in this lab, even though, dude, it's a freaking skull, one bone. Let's just move on. Yeah, nice try. Okay, so we can divide our skull into two sets. We can divide those 22 bones into two sets and we have facial bones and there are actually 14 of them. So you have 14 facial bones and I am having technical difficulties with my whatever this thing is called, tablet. That's lame. But then we also have eight cranial bones. Hey, you can see it over here in the outline. So, okay, I'll just write it out for you. Cranial and I'm not going to write the word bones and this is a C and I'm going to make it a lot worse. Okay, yeah. We will try to avoid drawing with the pen as much as possible. So we're going to look at cranial bones first and then we're going to look at the facial bones and then what you'll notice is that we actually have a lot of holes that we're talking about and that is because there are structures that are attached to our brain that have to get out of our skull and in order to get out or come back in, there has to be a hole for them, for those structures to pass through. So we're going to look at our holes, but then we're going to have just one hole section where we do nothing but holes. All right, does that sound like a good plan? Let me see if I got all the things that I wanted to tell you. One of the structures in just our overall skull is the fact that I told you that they are fused bones and they actually fuse on the sutures and you're not going to be responsible for having to name each suture, but you are going to want to be able to identify that yes, indeed, those are sutures. What else? If we took the space inside the skull where the brain sits, that's the cranial cavity because any bone that touches the brain is considered part of the cranium and all the other like your facial stuff. I'm curious about that. Are there any facial bones that actually make contact with the brain? I'm going to say no. And then let's fight about that if you disagree with me. Okay, let's move on to our first cranial bones. We're going to look at the frontal bone and the parietal bone.


A fiery horse with a speed of light, a cloud of dust, and a hearty high, oh, silver, the Lone Ranger! The mysterious phantom figure of the planes was the most daring character ever to ride in the cause of justice during the days of the early western United States. He fought crime without thought of danger. He brought law and order to a country where the standard of right was might. And now another thrilling adventure comes to life. The Lone Ranger rides again! As fortunes were made in the new Texas oil fields, ranch owners and farmers both turned their attention to the new wealth that lay beneath the surface of the earth. Boomtowns rapidly arose. And in one of these, Cal Godfrey started his wishbone café. The newly rich eager to spend their fortunes provided him with a thriving business. Every night a crowd jammed the place to celebrate and Cal was the moving spirit behind the festivities. All right, boys. Next round's on the house.  What'll it be? Nothing. We're here on business. Business? You can't do business after sundown. Listen to that, boys. They come to the wishbone on business. We're looking for a man named Gregory. You ain't talking about Stonewall, Gregory, are you? The name we have is Martin, Gregory. That's Stonewall, box G-Range. Maybe you're oilman for me. You guessed it. We're from Pennsylvania. Well, take my advice and stick around the café where it's safe. Stonewall can smell an oil man a mile away. And if any of them comes too close, he takes down his shooting hands. What does he have against oil men? Claims they've ruined the country. Stonewall breeds the best horses in the state. He's got the best ranch hereabouts, and he swears that nobody's going to turn it into a sinkhole. You ain't got a chance of wangling Leese out of Stonewall. He's plain honorary when it comes to oil. We'll take our chances on that. How do we get to the ranch? Oh, it's a close 10 miles. Better wait for morning and... Never mind the advice. Just give us the directions. I'll fix you up with a guide. Hey, engine. You've been loafing around here long enough. These gens got a job for you. What job? You know where the box G Ranch is? Then borrow yourself a horse and show him the way. I'm being shown. Good. Come on, George. I warn you, Stonewall won't even let you get close to the place. We'll take our chances. Lead the way, Indian. For 20 years, Stonewall Gregory had struggled to increase his land holdings. Year after year, he had added to his property. Until at last he owned close to a thousand acres. We see him now in the living room of his home, speaking to his wife, Martha. It's my land, Martha. And it's going to stay the way the Lord made it. Folks call me Stonewall. But because you're so stubborn. I ain't stubborn. I'm just standing up for my rights. And the next Palaveran oil man that comes sneaking around here is going to get filled full of land. You don't mean that. I'll show you. Well, I suppose there ain't no use in reasoning with you. Once you get your mind set on something, you're just like him. You will. I'm standing up for my rights. All I say is you could raise just as good horses up north away. And with all that money you'd get from the oil leases, you could buy twice as much land. Maybe so. But I couldn't buy it as good. What makes my coast sell for such high prices? It ain't cause you're smart. I never saw a man with such a poor head for figures. I'm a horseman. I ain't no bookkeeper. Go on, answer my question. What makes my coast sells so high? Well, they come a good stock. Ain't it natural they should take after their sires and mayors? Sure. But there's something else, Martha. There's something in the grass here that just makes a coat grow fast and get strong. This grazing lands the best there is in the whole southwest. How about the north hundred? The grass is mighty poor up there. You got an offer for that. Pass up on the mare.  I did burn it. But you got to admit that land ain't no good at all. I won't admit nothing. There's a fine creek run through it. There's better water to the south. Then why do the coasts and the mares run up there every day? They run for the sake of running, not for the sake of water. I've seen them when they didn't touch a drop. Just splash around a little and then go racing back to the good grassland. There's something special about that creek, and I ain't selling the land to nobody. Oh, all right. Ain't no losses. I got to do it. Ain't no losses. A man can't show good sense, neither. Where's my gun to somebody outside? Oh, it can't be oil, man. It's this time of night. Never can tell. Now be careful, Stonewall. Don't go shooting at any of our neighbors. What's the matter, Prince? Oh, there's three men arriving now. Oh, I thought I saw them. Yeah, one's a ninja. Who are you and what do you want? Call your dogs out, Gregory. We're here to talk business. You can state your business from where you are. The company I represent wrote you a letter about a month ago. So you're an oil man. Now, Pa, don't go, local. We want to lease your north hundred acres. I ain't gonna lease one square inch of my ranch.  Be reasonable, Mr. Gregory. That north hundred isn't any use to you. It's got the best water in the world on it. I ain't selling. I ain't leasing. And I'm starting to count. One, two, three. He'll give you $10,000 for it. Five, six, seven, eight, nine, ten. No, you don't. Would you push my gun up four miles thick?  Let me go. They're oil men. And they're trespassing on my property. You best get out of here before he reloads, gents. We're going, ma'am, but we'll be back. I'll use bullets instead of buck shop next time.  Land fakes, what a man. They come riding up to the door wanting to give you $10,000. I ain't meant for what I said. The next oil man that comes sneaking around here gets shot on sight. It was Tonto, the lone ranger's faithful Indian companion who had led the two Easterners to the ranch. As the oil men return to town, Tonto follow them, overhearing a portion of their conversation. When he reached the masked man's camp later that night, he repeated the events of the evening. What are the Easterners trying to do now? In one, two day, them try again. I'm afraid they won't succeed. It's too bad, Tonto. Not north hundred acres of Stonewall's property isn't any good to him. Him say water good. There's nothing exceptional about it. Him say yes. He's trying to justify his attitude. There's better water and much more rubber than the southern section. Stonewall will be sorry that he's turned down this offer. I rode over his ranch today. The buildings need repairs. That right. He probably intends to fix them up when the cattlemen start buying horses in the fall. After round up them. What Stonewall doesn't realize is this. The cattlemen will be putting their extra cash into oil land this year. Stonewall isn't going to sell half as many coats as he used to. That right. And be a hard winner for the old man. I wish there was some way we could persuade him to give those Easterners a lease on his land. Them crooks. Crooks. Me hear them talk. You mean that they're trying to swindle Stonewall? Them crooks. They represent a big company, Tonto. I don't believe there's anything wrong with their offer. Them get lease. Not pay. Them keep money. So that's it. I wonder how they'll try to work it. Me not know that. Well that's a good thing that Stonewall drove them away from that. I'll have a talk with them before they try to see him again. The following afternoon the two Easterners Bentley and Shane rode along the boundary of Stonewall Gregory's North 100 acres. We hear them discussing their plans. If we pull that ski, we'll both lose our jobs. You're crazy. I can work it so as we'll have absolute proof that Gregory was paid. He won't even talk to us, though. These Westerners shoot first and discuss a thing afterwards. Hey, there's a rider coming toward us. It isn't Gregory, is it? No. Look at that horse travel. I've never seen such speed. The rider's masked, Bentley. Come on, we better turn back to town. We can't get away from him. He must be an outlaw. All of it. All our money's locked up at the hotel. When he finds that out, he'll shoot us. Boom, boom, boom.  If he's out for money, we'll promise to give him plenty as soon as we get back to town. I'll handle it. Keep quiet. Oh, so much. Oh, boy. Hello. That's a fine horse you got there. Yes. Oh, sir, mister, we don't have any money. We don't have a penny on us now. But if you let us ride back to town... I don't want any money.  Some people think I am. We're just a couple of poor prospectors. We're new to this country. I know who you are. You represent one of the biggest oil companies in the East. Oh, that's wrong. You've got us wrong, mister. The Indian who guided you to Gregory's ranch last night is my friend. He told me everything that happened. Well, what do you want? I may be able to help you. What do you mean? You'd like to get a lease on this property. Do you think you could persuade Gregory to sign if you had a chance to talk with him? I'm certain of it. You can't help us there. He drove us away last night with a shotgun. The West has a code that you may never have heard of. No true Westerner ever refuses the shelter of his roof to a man that's in danger. I don't understand. Ride out from town tonight just as you did last night. When you get within half a mile of the ranch, you'll hear shots. Then head straight for the ranch house. Taro and I will follow you. And Gregory will think that you've been attacked by outlaws. You're sure that he'll let us in? Absolutely. It sounds good to me. You aren't doing this for charity, stranger. How much do you want? We'll talk a payment later. Start from town at nine o'clock. Are you still here? Less than half a mile. It's dark. Maybe you missed us. There he is. You've got a gun. Shoot it once or twice. No, I'm afraid the horse will get scared and throw me. There's the ranch house. We better stop here. Come on. The old man said he'd shoot us on sight. He'll hear those shots behind us. What's going on? Whoa, whoa, whoa. Oh, boy. Whoa, whoa, whoa there. Whoa, whoa, whoa. Oh, shoot him here. I warned you, bestie barmunch. And now I'm warned. Yopah! Save us, Gregory. There's a mask man in an Indian following us. Listen to those shots. There's the man down the road.   You've got to give him protection, Pa. We didn't mean to come here, Mr. Gregory. We were just riding along the road and those bandits started shooting at us. Let us stay until it's safe. Then we'll go away. That's all we ask. There are a couple of tender feats. Let them come inside, Pa. They're oil men. And I took a note that no oil man had ever stepped a foot through my front door. Can't you forget they're oil men? We'll be killed if we leave here. Oh, my Jesus.  I'd rather take it that way than in the back. They're telling the truth, Pa.  They've hurt the whole state with their oil wells. You're hurting the state right now.  You can't do it, Stonewall. You may be stubborn, but you're honest and law, Biden. You've got to give them protection. Get inside. Oh, thanks, Mr. Gregory. You're saving our lives. Get in. I'll let you stay until morning.  I swear I will. The curtain falls on the first act of tonight's Lone Ranger drama. Before the next exciting scenes, please permit us to pause for just a few moments. Now to continue our story. Bentley and Shane, two Easterners, offered Stonewall Gregory $10,000 for an oil lease on the north 100 acres of his ranch. But Gregory refused. Tonto informed the Lone Rangers that the two Easterners planned to swindle Gregory out of his property. But the masked man, knowing that it would be to Gregory's advantage to sell, offered his aid to the Easterners. He and Tonto pretended to attack Bentley and Shane, and the Gregorys gave the Easterner shelter. Our second act opens the following morning. Bentley and Shane are having breakfast with Stonewall and his wife.  Thanks, Mr. Bentley. I have some more biscuits. You too, Mr. Shane. I sure will. Do you figure that we can get back in town safely this morning, Mr. Gregory? You won't have no trouble. That outlaw won't be shown his face in broad daylight. I declare I'm almost glad he started shooting at you. It ain't often we meet folks from the east. You told some pretty tales about what's going on there. Mighty tall ones, if you ask me. Oh, hush, Pa. It's been a rare treat having you two gentlemen as our guest. I don't believe your husband agrees to that, ma'am. Of course he does, don't you, Pa? Well, ain't so bad when they don't talk about oil. We've kept our promise, haven't we? I reckon. You're welcome to come again under the same condition. No, Mr. Gregory. We'll be taking the train back east tonight. Our company sent us out here to do business with you. Now look easy here. Don't worry. I'm not going to mention the subject again. But as long as we can't do business, there's nothing to keep us here. I guess we won't have any jobs when we get back to Pennsylvania. Why do you say that? Well, our boss told us that if we tried hard enough, we could get Mr. Gregory to sign. He won't believe us when we tell him how hard we tried.  That's my land. Your husband's perfectly right, Mrs. Gregory. I always say this is a free country, without a man's entitle to his own opinion. You're darn tooting ears. It ain't fair that you should lose your job, though. You just tell him how you stood up and said your piece, even when Paul had a gun pointed at you. Oh, they wouldn't believe us. Say, George, if Mr. Gregory were to write a letter stating his case, they'd have to believe us. I wouldn't do that. I ain't much of a hand at writing. Well, would you sign a letter if I wrote it? Sure he would, wouldn't you, Paul? Well, I wouldn't hurt nothing, I suppose. I'd like to tell your company a few things, so they wouldn't bother me no more. Do you have a pen and some paper, Mrs. Gregory? In the parlor.  Trees will hide us from the house. Untill I'm not to like help Crook. We've only helped Stonewall so far. Bentley and Shane won't leave until they have his signature. After that, we can make sure they don't cheat him. Crooks, horses, and correll. I see them, Toto. They'll wait here until they leave. Let's fill them back in the woods of ways. They may be seen. Silver, white fellow. Don't you write in two letters for Mr. Bentley? I'm going to leave one with you. Whatever for? Just so you'll have a record of it. You mean we got to keep it? That's what a businessman would do. Well, I declare that sure proves Stonewall ain't no businessman. I'll just sign them now and... Thought you wanted Paul to sign. I do, but this is more of a statement than the letter. Will you ask your husband to step in? Stonewall, come here. I only need your signature. It didn't take you long, Bentley. What's the letter say? Do you want to read it? I ain't got my specs. You read it. All right. This is to certify that your Mr. Bentley did his best to get me to sign the following agreement. Receive payment of $10,000 for which consideration I deed my oil rights in the north hundred acres of land registered as the Box G Ranch to the Meredith Oil Company. The Meredith Oil Company will have the right to drill such wells as is necessary... Never mind all that. I wouldn't let them start drilling on my land for $50,000. Then just sign here, Mr. Gregory. I'm here? That's right. Now, this one. Why, two papers. This one so we'll have a record for. I wonder if you'll sign too, Mrs. Gregory. Me? If we have both your names, it will make things a lot easier for us. Here's a pen. Thanks. I used to write a real pretty hand, but the rheumatism sort of cramps my hand now and there. Oh, that's fine. Thank you, Mrs. Gregory. You and your husband have saved our jobs as well as our lives. We're grateful. And six is the least we could do. Are you going now? Oh, we'll have to. Still going to take the train tonight? Yes, sir. Don't bother about our horses, Mr. Gregory. We can get them. They're hitched right outside. I told one of the boys to bring them up. Good-bye, Mr. Bentley. Good-bye, ma'am. It's been a pleasure knowing both you and your husband. Come on, George. Good-bye. If you have any trouble with your boss, just let me know. We're all fixed up now. Good-bye. $10,000, Stonewall. Sometimes I think you're the stubbornest man in the world. Well, I ain't having no oil drilling on my land. You're sure of that. Mr. Bentley was often nice, though. I felt sorry for him. He got around you by saying he was a good cook. He got around you by listening to your horse talk. That's a lot better than oil talk. Well, I've gone. That's all there is to it. What are you going to do with this paper, there? Don't know. Is there anything to do with it? A mask, ma'am. I'll take that paper, Mr. Gregory. What do you want with it? I want to read it to you. You'd better give it to him. Oh, here. You'll get it back before long. Where's my gun? Let me at him. It must be the same outlaw that shot at Mr. Bentley. Open the door, Marthy. Oh, he's horse Silver. Silver? Yeah. What do you suppose he's doing here? Bentley is a crook. He swindled Stonewall. Oh, him do that. I'll show you. Oh, Silver. This is the paper I took from him. The first two lines were torn off. It would be a legal lease. That's exactly what Bentley will do with his copy. He has Stonewall's signature witnessed by his wife. Before long, men and equipment will arrive to drill for oil. Then Stonewall, make trouble. It won't do many good. Bentley used a different handwriting for the first two lines, and he can claim that Stonewall inserted them afterward. I expected some such trick. Matt, right. But you want Stonewall signed lease? But that isn't what I meant when I said that Stonewall had been swindled. Bentley will claim that he paid Stonewall $10,000. This paper says received payment and Stonewall signed it. What we do? Bentley and Shane were sent here by their company with the money to buy the lease. They probably have it hidden someplace in their room at the hotel. We go there? Not until it gets dark. Maybe Crooks leave town today. Oh, Kimosabe. They'll take the train. That isn't due until midnight. We'll circle back to camp and wait there. Come on, Silver. Get in my place, sir. Bentley and Shane were confident that their plan had succeeded. That evening, the two men were in their room at the hotel. Making final preparations to leave town. Finished packing, George? You want me to put the money in here? No, I'll take care of it. Bring the candle over. What are you doing with the lease? It isn't a lease yet. I'm tearing off the top lines. Nice and even. Now, we have both a lease and a receipt. And $5,000 a piece. Not bad, George. Not bad at all. I'll see who that is. It's the mask man. Yes. I hear that you're leaving town. We aren't trying to run out on you. Come in. How much do we owe you for the job last night? I want $10,000. What's that? You're crazy. I'll give you $50. Hand me that money, Melchane. Now listen, stranger. I make it $100, but you can't... Put over your hands, Bentley, and step back from the table. He's got us covered. $10,000 is my price, and I'm collecting it. You set a party on my trail, it'll mean your lives. I'm coming in, Stonewall. I'm coming in, Stonewall. Who is it, Bob? Oh, land sakes. What do you want with us now? Here's the paper I took from you. I'm going to show you what Bentley did with his copy.  Now read it, both of you. Received payment. Why? This makes it all different.  Bentley and Shane tricked you into signing a lease and a receipt Stonewall they can't get away with us they can and it's your advantage that north hundred acres is worthless for raising stock it's oil land you're standing in the way of progress by holding on to us stranger it practically says here we got the money we didn't they didn't pay us nothing here's your money count it Stonewall you'll need it before the winter's over glory be you're $10,000 I had to take this money from Bentley and Shane by force when I tried to swindle you but you can still turn the tables on them just tell me how they don't realize that you suspect anything they'll go to the sheriff for the story that I robbed them get into town as fast as you can and tell the sheriff your side of it Bentley and Shane need a taste of Texas justice go down to the bunkhouse Marthy tell slim to saddle blaze all right I'm on my way stranger Texas justice is just what they mourn recruiters is going to get the money belt outside of the room but it took $10,000 from it you've got to do something sheriff can't you round up a posse and start after him give me a description he's tall and he's mad when he rides a white horse cause him silver silver so your coffee on me thieves good work Joe Gregory what are you talking about Stonewall I'm talking about these two mavericks they tried to rob me let's get out of here George stay we are I got your coverage same here go on Stonewall what's the charge I gave him a no I lease on my north hundred they were supposed to pay me $10,000 but instead they figured on keeping it for themselves they've got away with it too if a friend of mine hadn't stopped them friend of yours don't happen to ride a horse named silver does he sure does that's enough for me you two are going to jail by the time you get out you know that it don't pay to meddle with the Lone Ranger the story you have just heard is a copyrighted feature of the Lone Ranger Incorporated


Welcome to the nonprofit show. We are so glad you're here. If you joined us for the green room chatter, you've already seen that we're having a fantastic conversation today with our amazing guest, Tim Locky, with the Human Stack. Thank you, Tim, for joining us and actually for returning because you've been on before, which I absolutely love. Today is nonprofit tech talk. So if you're watching visually, you can see that we have a little different, you know, aesthetics to today's conversation because we really are elevating the tech side of our industry. And Tim's here to talk to us about unlocking digital success with just two people. So we've got a lot to talk about here. But if you haven't met us yet, we want to remind you who we are. So hello to you, Julia Patrick. Julia is the CEO of the American Nonprofit Academy and I'm Jarrett Ransom, her trusty sidekick and nonprofit nerd as I push my glasses back up on my nose. You too. CEO of the Raven Group and really enjoy nerding out on these conversations. We are so grateful to have the continued support and investment from our sponsors that also continue to support and invest in you, our nonprofit friends around the globe. So a huge shout out of gratitude to our friends at Bloomerang, American Nonprofit Academy, your part-time controller, nonprofit thought leader, fundraising academy at National University. Also, thank you to nonprofit nerd and staffing boutique. So again, please check out these companies. I like to remind you that their mission is your mission because they really do want to pour into you and your community to help you do more good. We're just bragging and lamenting and y'all dropping about how today is episode 862. We don't always count our episodes, but we are now because we're on the stretch to 900. So really looking forward to that. We have diversified where you can find us through entertainment sources. So download the app. You can scan that QR code now and in just a few hours after today's conversation, you'll get a notification that it's been uploaded. You can also still find us on streaming broadcast as well as podcast. So no excuse of free access, right? Again, thank you to our sponsors and to our guests that really provide this time to us. So again, our guest today, no other than Tim Locky, CEO at the HumanStack. And you can check out his website, not now, but in about 27 minutes, thehumansstack.com. Welcome back, Tim. Thank you. And I'm gonna just pile on your 30, after this one, you'll be 37 episodes from 900. I just, it's just blowing my mind. I'm just so impressed. Thank you. That's incredible. So here's to the last 37, right? Hey, cheers to that. Yeah, I'll drink my water. Sorry, not the last, the next 37, right? The next 37. Yeah, there we go. And I appreciate you doing the math. That is not my forte. I love, I have it on a spreadsheet, but yeah. Tell us a little bit, Tim, about yourself and HumanStack and what you do in this space. Yeah, my name is Tim Locky. I am the CEO and brigand from the HumanStack. And what I do is I think about the ways that humans and technology partner to create more impact in the world. And that comes out in a lot of different ways. There's a methodology, there's a digital health quiz that we do. But fundamentally, what I realized a few years ago is that the tech stack is all zeros and ones. It's all logic-based. And the HumanStack, our base code is belonging. And we need to focus on that as a social stack. And so when we start to think about technology, we need different approaches to the way that we build. The tech stack from the way that we build, the humans that are going to run technology for our organizations. There's so much isolation for the technologists in nonprofits and it's needless. We can do better than that. And so that's what I do. I think about these things and talk about them, create products that help people achieve them. Great. It's amazing. We talk a lot about isolation in the ecosystem of the nonprofit sector as we were talking about in the green room. There's a lot to go by in the nonprofit sector and it's tough. And so you're dealing with so many different issues and technology just seems to be such an overwhelming thing for so many in the nonprofit sector. And so for us, this is why we have a separate type of show, nonprofit tech talk. We really want to start amplifying what's out there, what can be done, how do we navigate this? Because Jared and I have seen from the get-go that those organizations that leaned into technology come ahead and they can do more and they can serve more. And those that don't, they're getting left behind. So not to put too fine of a point on it, but start us off with the six vitals to monitor. Three that are in the tech stack and three that are in the human stack. I can't wait to learn about this. I'm gonna start where I always start, which is how I explain this to my mom. Okay. So that is for all of us because it helps anchor me in a story. So here's the story that I tell my mom. I used to be a technology consultant for nonprofits. And what I realized is that Salesforce, Blackbot, Neon, what now I know all of my friends and all these platforms, so I'm not gonna do the whole list, but they're all like a car manufacturer, right? They're like a car manufacturer and my old company was a dealership. And nonprofits would come, they would order their new CRM car or donor database, whatever, and we would assemble it for them and we'd give them the keys and they would either wreck it or not drive it because they didn't know how to drive and what I realized four years ago is that we professional services only do dealerships, there's no such thing as a DMV. We don't do driver's ed and we don't, we have an unregulated driver system. And so we blame the tech all the time. We're like, we drive our car into a tree and then we say our car doesn't work, right? Like that's the story of technology in the nonprofit space for so long. I'm not trying to pile on any guilt on that. I'm saying there's a reason for it, it's a logical reason and there's a solution for it but we have to identify that the problem here is not a car problem, it's a driver problem. And the cars are the tech stack and drivers are the human stack. And so I focus a lot on knowing which issue are we dealing with. In order to understand that better, I took the hundreds of organizations that I'd worked with and I looked at the way that we had approached them, the discovery that we had done, the questions that we asked them and I boiled it down to six really simple questions that get at the digital health of an organization really quickly. And I call this a diagnostic and a diagnostic's different than a discovery, right? So a lot of consultants start with a discovery and to me that feels a little bit like starting with exploratory surgery, right? Like let's do some exploratory surgery and then run some tests. I'm like, no, let's do that the other way around. Let's start with a test and then if we need to, right? And so I just wanted to create a diagnostic that would skip the step of discovery and get us there faster. So if anybody's interested, you take this quiz for free, it's you can go to humansstack.com slash quiz and you can just take this quiz. It'll take you less than, less than five minutes. And when you're done, it will have asked you six questions. I'm a little bit uncomfortable with that because I'm a econometrics student. And so I know we need like all of these more questions. And so I feel like I kind of want there to be more scrutiny, more science behind it, all of that. But you know what? We didn't need it. Six really simple questions and you can get there. Anyway, from that, you'll get an output and it will divide up your scores into three human stack vitals that are a solution fit. Sorry, human stack vitals are system sustainability, digital strategy and accountability. Of those three, accountability is the most important. We'll talk about that in a little bit. And then on the tech stack, there is solution fit, data quality and utilization. Right now in our world, solution fit, which is our tech stack, like what are all the different pieces that you have? And most organizations have between 30 and 50. That's all we think about. We just think about what, like, what's our solution? Does it fit all of that? I just want to give people five other things to think about besides that because that's the most expensive and hardest to change. If you want to swap something out, it's the easiest to purchase. It's the hardest to change and it does not get at the behavior, which is really what's that issue with driving. So that's, so I created that. I'm able to do now in one hour with an organization, what used to take me between 25 and 100 hours. Wow. It makes that big of a difference. And I don't need to know, I don't need to interview people. I don't like, you know, I don't, I'm not looking at the politics, none of that. All I'm doing is just saying like, according to your score, here's what I see, does that sound right? And I've been blown away. People are like, it's like you're following me around. So I think that that's, so I think that's been really interesting to me to just see like, there's a lot that we could do to just start asking the right questions. That is fascinating. Tell us the quiz again, the human stack. What is it? .com slash quiz. Quiz, okay. And it's like five minutes and then we get the report on that. That is fascinating. So I can only imagine that that is such a valuable tool for us to have. Who should be taking that quiz? But like the driver, the person that's using the donor database, if we have a tech person on our team, who's the person that would be best to take that quiz? Yeah, I think whoever is curious should take the quiz. And here's the thing that really caught my attention on it is that I started to realize we're not measuring, we're not getting into the telemetry of the actual database. I'm not actually running a background diagnostic to see how well is the data being used? What is utilization? And you can do a lot of that. What I am measuring is people's perception. And perception is reality for behavior, right? And so if you're curious, you should take it and you'll get a view of your perception. Now, what I do with an organization, if I do a paid review with them in a service that I do either for enterprise or small organizations, for really small organizations, part of the Digital Drivers Add program that they can take is doing this themselves and learning from it themselves. But I have whole teams take it, I'll break it down into different departments and then I'll start comparing where the departments are and that tells me a lot. When you see an executive team that is low digital strategy and everybody else has high digital strategy, like they're rating themselves high, you know there's a breakdown there because strategy needs to flow from the executive team. So if they don't feel like it's there, that says a lot. So that's the kind of thing I'm thinking through. Anyway, answer your question. Whoever's curious can take it. And if the organization needs to get a fuller picture of that, they can reach out and we can do a review together. So talk to us about this concept because I really, I love the way you've described this because I do think that we can, within the ecosystem of our nonprofits, we know things aren't working, we can see that there's a breakdown but then we can't figure out where and how. And I agree with you, I think we blame it on the software box, you know, through the old days that was sitting on the cover on the shelf and now the download. Talk to us about this difference between the leader and the driver because to me that seems like a pretty big deal and you kind of tease this in the green room chatter, aligning it to an indie race. What does that look like? In every successful project and digital transformation process I have ever seen, there's one common element. It's not the technology that they use, it's not the size of organizations, it's not even the budget or timeline. It's that they had a strategic leader and a tactical doer and those two people had a really good relationship with each other. It's the core of what drives technology success is a relationship in the organization that is part strategic and part tactical. And I started asking other consultants, do you see this, do you see this? Everybody was saying, oh yeah, now that you mentioned it, they could name names, they could say, oh yeah, the strategy person was this. They weren't the, they were not even the CIO, they were this other person, but everybody looked to them. So anyway, I just said, hey, we need to start working with what works, right? And if it's this relationship, then why is that so important? I went to an indie race a couple of weeks ago. My friend is the Honda sponsorship king. And so everybody there knows him. I was in like the Honda hospitality VIP place where they've got a chef that travels with them. It was amazing. I was in the pits, it was so cool. Oh my gosh, Ken Unger, my friend just hooked us up. It was amazing. We went to the pits and we're talking about this, right? And he started describing this role of the race strategist. This is a person that is in at the pit and he's got wall-to-wall screens. There is so much monitoring that goes on in these cars. It is unbelievable. And he's monitoring everything going on outside the car. And he is in constant communication with that driver. And the driver is sitting here going 200 miles an hour around corners and stuff. Not around corners, but anyway, you got it. And it was, yeah. And the success of the race really boils down to their ability to navigate these incredibly important decisions, like when you come into pit and the timing for that, your tires, all of these tiny, tiny little details that make a huge difference in the outcome of the race. And it just struck me how similar this is to what we do in Digital Drivers Ed for small teams and digital guidance for larger teams. And you really have to isolate what is it that these two are doing with each other? And I think the thing we constantly feel like is happening with technology is that we need to get more logical about it and better at executing it and diving down into project management and making sure that we're grooming tasks and running agile like a scrum master and all of that. No, that's not what works. What works is getting the energy aligned between these two roles and then building teams around them. And a lot of what gets misaligned on that energy is what's under the surface of their emotions. So there's a lot of thoughts that they have that we can all identify, like what if this one person that knows everything about our system, what if they leave or win the lottery or get hit by a bus, right? That's the one that we always talk about we're not supposed to do anymore. And so, but really what's driving them is this anger about being accountable for something you are not in control of, right? So the leader is accountable for everything in the organization, but especially the digital. And they have no tools. They don't know what to do with that. They don't have the expertise, but they're still accountable for it. That's a really uncomfortable situation. And we don't really think about what that's like for the leader. Also, the leader eats last when it comes to data and information, especially insight, right? So the data has to be accurate. It needs to get converted to information and then converted to insight. So any leader is two transformations away from the original data going into the system. By the time it gets to them, they've moved on and they're running on instinct, not insight. And so this is a really non-rewarding process for leaders to run technology. It feels like they can't win a lot of the time. Does that make sense? Yeah, I mean, you're speaking my truth today. Absolutely. I see it, you know, within my own business and I see it within, you know, how Jared and I work on the nonprofit show. It's absolutely what you just communicated is definitely a pain point. And I agree with you on this, you know, that the number of people involved and if you've got two people as we started off today, why we need those two people to be understanding what this looks like. And I wanna move into, we don't have a lot of time, but I really thought that this was amazing, this phrase that you used, instinct versus insight and that piece of passion versus tech experience. You have somebody, you know, doing the tech work, but they might not be out in the field dealing with programming or leadership or fundraising. I can totally see this drama, if you will, being played out. How do we navigate that? It's so interesting that you don't need to start. So the driver's the one that really is going to be responsible for the tech, right? So the leader is accountable and the driver's responsible. So that driver needs to actually be the one that knows all of the 50 tools that they're using. They need to be a functional CIO in that organization, right? And that's why that communication piece is so important. I think curiosity is the most important trait in a driver. I could be challenged on that, but I don't think it starts with tech experience. I think it starts with curiosity and it starts with, in our digital maturity model, it starts with being either engaged or resilient in technology themselves. So that's kind of who you're looking for for that role. And once they are in that role, they need to be given the green light to proceed with that role. And a lot of times it's a digital voluntold who's on TikTok and so the executive director asked them to just run all the tech, right? That's how it starts. And I don't think that's bad. I think that's fine. What the executive director needs to do next though is to put that in their job description, pull some stuff off their job description and meet with them at least once a month. And in that meeting once a month, just say what were your goals last month? Did you meet them? What are your goals next month? How can I help, right? It's that kind of a check-in so that you're rewarding that person for doing that hard work. That leader does not need to know all of the 50 systems or what's going on in them. They just need to know this person's got it and I'm in contact with them about it, right? And I think that that's what's so important. That instinct versus insight, it's the long road and it's the North Star. What that leader needs to think is, if I do this and you are talking about consistency, this is about consistency and about patterned behavior that builds on itself until you get an outcome that you're looking for. So when we start working with an organization and we implement this methodology, I tell the leader, you can complain to me all you want for the first four months and I will not change a thing. After four months, if you still think we need to make changes, we'll talk. But you're gonna think this is not working for the first four months and I get that, I would think that too. But I'm leading you and I'm not, I'm actually not asking, this is, if you wanna get to this outcome, I'm an expert in this and so this is the path. Every time I've done that, at the either three month or four month, the light bulb has gone off and they say, oh, I get it. And the reason that happens is because in the first month, the driver doesn't take it seriously. And then when they meet and talk about goals and they haven't done anything, that driver's like, oh man, I do not like this feeling, right? And so then they do that the second month and they show up and they only did half of it so they don't meet their goal. And they say, I don't like this feeling and I'm never doing this again. The third month they show up and the work is done and they can't wait to show it and they talk about it. And that's when the leader connects. If I meet with them and I pay attention to what they're doing, I can now get them to go where I and we need them to go because we can talk about what their next goal is and that functionally puts a steering wheel in the hands of the leader so that they're accountable for something but not responsible for it but they can now partner together on it. Does that make sense? Yeah, it does, but I gotta drill down a little bit deeper and challenge you on this because it seems to me like and you started off by saying we can have between 30 and 50 different pieces of software, all different. We're trying to get them to work together. We're trying to fit them into our work style. A lot of times we don't look at tech goals. We look at just trying to get the work done, right? And so we have fundraising goals and we have staffing goals and programming goals and donor meeting goals.  So what is a tech goal? I mean, how should we look at this so that we can even figure out if we're doing the work that's gonna ultimately matter? I love that you just asked that. Thank you so much. Okay, I wanna put this into the race conversation. I think you're asking about is something like, okay, it can't just be the finish line. In a lap, what is it that they're measuring in that lap to know if they're on the right track, right? Perfect, so in our methodology, we call that the result KPIs, right? And so we're looking at two things. There are two types of goals that the driver is working on every month. One is data quality. So they're going in and they're identifying, okay, we have 686 duplicate records. This month I wanna just take 10% of those and de-dupe those. So at the end of the month, I should have about 608. I think that's the right math I can't remember now. But I should have about 608, right? And so then the next month, when they look at that goal, they say, hey, you only got 30 of these done. What happened? What could you do differently? Gotcha. So that's what I'm talking about is a conveyor belt of goal making around data quality. Perfect. And that's in my mind that I was like, what is it that we should measure because it just seems like we should be measuring that our teams don't take their computers and throw them out the window because they get so frustrated, right? I mean, that's not a goal. How many computers did we lose this month? Oh, that's brilliant. Well, I mean, that shouldn't be a goal, right? But did you see what I'm saying? We just wanna lose 50% fewer computers next month. I love it. Okay, so the second thing that they're doing is that we are trying to convince people to complain about the system, not whine. Whining's useless. If you get people whining at the water cooler, they're just sabotaging the system. But if you can get them to complain specifically about what's not working for them, then you can create the feedback loop. And so we teach people complainings of sign of hope. We get that driver to create a way to submit a complaint in less than 30 seconds without leaving the page, right? And when they can do that, then suddenly people are like, okay, this report doesn't make sense, this filters off. Small change, huge outcome. If they can make, if in 30 months they can catch that and adjust it, now that person's gonna go to the water cooler and say, hey, I complained and this got fixed. And suddenly people start believing, okay? So what we're looking for is between eight and 12 complaints per month for whatever department they're focused on. And that's the last thing I wanna just really, I wanna make sure I get this in. The third role that I'm not talking about very much is the passenger. Now let's switch so that the driver's an Uber driver now. Okay? And the driver's an Uber driver. And you've got the fundraiser that needs to go to year-end campaign, right? And so they put that into the app. And so the driver's job is to get them there with the technology. And the passenger's job is to know where they wanna go and the technology use they wanna do and making sure the team's on board. When we try and make the development director, the driver, that it doesn't work. You have to have somebody that is overseeing all of the technology that is helping that development director and their team get to where they're going. Same thing with the program, same thing with the finance. So the driver is a centralized role the same way that a bookkeeper is, right? These are the two things. Finance and tech run orthogonally across the entire organization. Does that make sense? It does. So much sense. Yeah, I've loved this so much because I definitely see myself as a passenger. I've had to play a driver and I'm not the driver. Like I can tell you absolutely where I wanna go and what I'm looking for, right? And even tell you the point, I'm taking this into driving as well, where I'm like, okay, I need to pass this McDonald's and this Starbucks and this restaurant. Yes, yes. I know I need to see these things along the path, but don't ask me to get behind the driver seat. All I wanna do at the human stack is teach people how to drive their tech. I don't care why, I mean a little bit. And I don't care where. As long as creating a better world, that's it. But all I want, like a driver is ed instructor does not say, what car are you driving or what are your five-year goals. They say, today I'm gonna get you around the block. That's right. Tomorrow around the city. I don't need to know your why.  You're gonna learn to drive it. And I think that that's the misconception that we've had. So I've narrowed it down. I teach people how to drive their tech. That's my lot in life. That's what I wanna get really, really good at. I love it.  Like I don't care what you pull it up in. Yes, 100%. Oh, I love that. Yeah. So this has been great. Thank you so much for joining us for non-profit tech talk. We of course could keep talking about tech with you. You've told us amazing stories. I love how you talk about this as if we're all your mother because it makes so much more sense that way. Tim Locky, CEO at the HumanStack. Please take him up on that quiz. Thehumansstack.com slash quiz, probably like a backslash or four, I don't know, one of those things. I shouldn't be driving, but thehumansstack.com slash quiz, check him out. He's here, the driver's ad and all kinds of, I mean, he'll get you to the Indie Race if that's what you wanna do. So Tim, it's been a pleasure. Thank you. Thank you so much. It's always a joy to be on your show. Well, thank you. Again, I'm Julia Patrick, CEO of the American Non-profit Academy. I've been joined today by the non-profit nerd herself, Jared R. Ransom. We are here with the special edition of the non-profit show called Non-profit Tech Talk, and we have amazing sponsors behind us. They include Bloomerang, American Non-profit Academy, your part-time controller, non-profit thought leader, fundraising academy at National University, non-profit nerd, and staffing boutique. They're the ones that allow us to have these amazing conversations. And I think it's just crazy how you came into our world today. Yesterday we had a guest on talking about investments and the tech aspect for non-profits and their investment strategies. And so it's just amazing to me that this is where we need to be rowing towards. And it's been great, Tim, to have you on. So thank you, thank you so much. Hey, everybody, as we end every episode of the non-profit show, we want to remind you, ourselves, our viewers, our listeners, and our guests to stay well so you can do well. We'll see you back here tomorrow, everyone.


Welcome to the lecture on our networking devices part one. Learning outcomes. By the end of this session, students will be able to explain the operation of internet working devices like repeater and hub. You may pause here the video and try to find out the answer to this question what is the need of internet working. Suppose we have scenarios like this we could have two LANs connected to each other or LAN connected to a VAN or two LANs connected through a VAN. Then we use the networking devices to link them and to use the resources across all the LANs of the VAN. So make the use of the resources very efficiently we go for internet working of the devices. LANs or VAN normally cannot operate in isolation they are to be associated with each other. They are connected to one another or to the internet. We use the devices or networking devices to connect LANs or VANs together. Connecting devices operate in different layers of internet model normally known as OSI model. There are three types of networking or connecting devices. The first is repeater or hub which works at the first layer of your OSI model. Then bridges or sometimes referred as two layer switch. Then the third type is router. The three layer switches sometimes these are known by its three layer structure. In figure one you can see that repeater and routers work at the physical layer of the OSI or internet model. While bridge or two layer switch work at the first two layers means physical and data link layer of OSI model. Router or three layer switch works at all these three level means physical data link and network layer. Repeater operate only at a physical layer. It just simply regenerates the signal over the same network before the signal becomes too weak or corrupted. So by this regeneration it can extend the length to which the signal can be transmitted over the same network. Here the point to note is that it do not amplify the signal it's just regenerate the signal. The repeater just copy the signal bit by bit and regenerate it at the original strength to make it recognizable till at the receiver end. It is a two port device. The data signal within the network can travel a fixed distance before the attenuation alters the integrity of the data. Repeater once receives the signal it just regenerate before it becomes too weak or corrupted. With the reference of OSI model if we see the repeater works at the physical layer and it works as a level one relay which is shown in this figure. This is the OSI model of the transmitter side this is OSI model on the receiver side and repeater work at the physical layer only. The repeater send out the refresh signal or regenerated signal. In the past when the Ethernet LANs were using burst topologies a repeater was used to connect the two segments of LAN to beat or to overcome the length restrictions of the coaxial cable which is shown in this figure number three. Here you can see that this segment one and segment two are connected to each other by this repeater. So the restrictions of length on the cable is overcome by inserting or installing this repeater between these two segments. The repeater do not isolate segments from one another if there is a collision on one segment it is regenerated on the other segment as well. With reference to this diagram suppose we have a collision or corrupted data on this segment it will be as it is forwarded after regeneration by this repeater means it do not isolate the segment one from segment two in case of collisions. When signal initially leaves the transmission station they are clean and easily recognizable. However the signal travels along the cable length it gets weaker and worse. Repeater are often installed along the way to ensure that data packets or data bits reach the destination in recognizable state. The point to note here is that it can't filter the network traffic. Data arriving at one port of the repeater gets sent out on all the other ports connecting other LAN segments of the network regardless of whether it is need to go there or not. The second networking device is Hub. Hub is a hardware device used to connect many computers together while repeaters were used to connect two devices only. Hub is basically a multi-port repeater. A hub connects multiple wires coming from different stations. For example if we consider star topology the centralized connector which connects different stations is just an example of hub. Hub also cannot filter received data just like repeaters. So the data packets are also sent to all the connected devices. In other words the collision domains of all the hosts connected through a single hub remain same. Means suppose we have corrupted data or collided data on a one port then that port data will be broadcasted by the hub to all over the all other ports as well. Hubs are not intelligent to find out best path for the data packets which leads to inefficiencies and wastages. All users connected to a single hub are in a single segment. Every time the received data packet is broadcasted on all other ports which is unnecessary wastage or inefficient use of resources like bandwidth. So hub as those are not intelligent which leads to inefficiencies and wastage of resources. Types of hub. Hubs are either active or passive. Let's see the first type active hubs. Active hub electrically regenerates the signal as it moves out of the connected devices. Active hubs have their own power supply and can clean boost and retransmit the signal along the network. It serves both as a repeater as well as a wiring center. Active hubs are used to extend the maximum distance between the nodes. Another type of the hub is passive hub. Passive hub allows the signal to pass from one computer to another computer without any change. Passive hubs collect the wiring from the nodes and power supply from active hub. They do not have their own power supply. Passive hub transmits signal on the network without cleaning, boosting and it can't be used to extend the distance between the nodes. We know a repeater is a multiport device usually known as a hub. In star topology hub is used to serve as a connecting point at the same point functions as a repeater. In figure number four you can see that all these four computers are connected to a single hub which serves as a connecting point. Let's see the operation of hub. Whenever computer A try to send a data frame to computer B then the frame arrives at the hub then hub regenerates the bit pattern or the frame and it broadcasts. Means it sends out that regenerated frame on all four ports. Once the frame is out on all the frames means it is broadcasted. Every computer connected to this hub receives the frame and only computer B to which the frame is intended is allowed to keep or it just keep the frame and other three computers means computer A C and D will discard the received frame. Means hub just broadcast the received data and it do not have any intelligence or it can't filter the network traffic. We know hub don't have any filtering capability and do not have intelligence to search out from which port the frame should be sent out. It just simply broadcast means it just simply send out the frame on each and every port. Hub do not have intelligence because as they are physical air device they do not have any data link addresses and then as they don't have any data link addresses they don't check for the data link addresses of the received frame so they can't filter the traffic based on the data link addresses. Hub simply regenerates the corrupted bits and send them out on each and every port. Hub can be used to create a multi-tier design or multi-level of hierarchy of stations with backbone hub at its top. The kind of one kind of multi-tier design is shown in this figure where the backbone hub is at the top and other hubs are connected to this backbone hub and the computers are connected to this connecting hub. By creating this multi-tier design we can form a single line with number of many number of or large number of nodes. These stations are connected to the hub with RJ45 connector with maximum segment length of hundred meters. This type of interconnected set of station is easy to maintain and diagnose limitations. Single collision domain ends up in no increase in maximum throughput.  Even if we go for multi-tier design style throughput is also same as a single segment design throughput. Individual LAN restrictions can cause limits on number of modes in same collision domain and on total allowed geographical coverage. Hub cannot connect different Ethernet types. It cannot connect a 10 bus T and 100 bus T LANs together. These are the references. Thank you.