This video is part of the Public Health to Data Science rebrand program. OK, good evening, everyone, and welcome to our meetup today. Today's topic is, thank you for coming. Today's topic is managing from the bottom. So what managing from the bottom actually is, it sounds bad, but it's not bad. And I can guarantee that it's not bad because I'm a manager. What managing from the bottom is doing things in your job to make your manager's job easier. And probably you're already doing a lot of those things, but there's some maybe that you hadn't thought of. Or sometimes when I'm coaching people, I tell them stuff, and they're like, you're kidding. The manager's going to like that. But I explain what it's like to be a manager. And then they realize, oh, yeah, they might actually like that. So I just wanted this to be kind of like a panel discussion where we all sort of share tips and tricks. And what I was going to do is just sort of write it down. Let me share my screen here. So I was just going to write down different strategies. And you guys can say whatever you want. I have the first question I was going to ask everybody. Do you have any strategies you use when you write to your manager in email to make it easy to get permission to do something? And if so, what are they? And oh, and I preface this with most of the time, people like us are doing really technical data intensive jobs. And whoever we're reporting to or even when I'm working with customers, oftentimes they don't really understand exactly what I'm doing. So it becomes kind of difficult to like communicate. So the first question here, do you have any strategies you use when you write to your manager in email to make it easy to get permission to do something or just to clarify what you're doing and get approval? And if so, what are they? Can you think of any? Do you avoid writing to your manager in email? Or do you like to write to your manager in email? I don't know, to be honest, so. Well, what do you normally say if you write to your manager? Like we were talking about the manager you work with most of the time, and she's pretty nice. Do you ever have to write to her to get permission? Like even to take a day off or something like that? Oh, so those are the things that I like to take PTO because blah, blah, blah, but that's it. OK, well, do you use any strategies when you word that email to make it easier on the manager? No. So there, I know, shorter is better. OK, so you try to make it short. You do if you're taking time off because you have a complicated family matter, do you explain the whole thing? So I don't even, if that's a family matter, I don't say that I have a time conflict or something like this. OK, so one thing is keep email to managers short and just summarize personal matters, right? Yeah. OK, well, when you're asking for time off or anything like that, what do you think the manager needs to know in that email? What do you have to include? So there's click reasoning and how many dates or how long. OK, so you need to be clear about dates if you are asking for a time off or date related things and times. OK, and you said reason. Why would you have to give a reason exactly? Do you know why? I just customily do. Well, I'll tell you why. Because payroll, time off on payroll gets classified. Like there's vacation, sick time, part time, earned part time. There's all these classifications, some time off.  But if you email me and you say, I have a personal matter, I'm taking tomorrow off, I don't know if you're taking vacation or part time or you know what I mean. So when you say reason, that's what the manager really wants to know is how do I process your payroll for this time? Actually, in my company, so there is already the time off request web-based thing available. And if that's a planned PTO, so that just I select it. And once that I submitted or not, so they're online, that's automatically go to that manager, notify her or him, she's going to take a PTO. I see. So you filed that form electronically, like synchronized with emailing her and explaining. Right. So I see. So she already kind of knows. But of course, if you say I'm taking the case, if you say I'm taking sick time for two weeks to go on vacation, that's not going to work, right? Well, it's not.  So there are all kinds of selections. I know that's what I was saying. And so part of part of what. So I guess you're actually answering it totally right, Mika, is when you're emailing the manager, what she's kind of doing is looking at that data entry in making sure they match, right? And let's say you even made a mistake because there was only a million choices, right? And I, as a manager, made a mistake on those like weird ones, like going to the funeral or whatever. Then you can just, she can just fix it if you made the mistake. And so that's good. So it's when taking time off, the manager has to, oh, I'll do class by the time off. Okay, that's very good. Mika, this is actually very good. Beth, you were going to say something. Do you want to say something? Is there something, you try to include an email when emailing your supervisors or bosses? I think everything that Mika said, I agree, but I do have the hardest time. Like I feel like sometimes I over communicate or like, you know, organize about what to, like, you know, if I need to give all my personal reason for if I'm taking some time off. I don't know. I think I over communicate. Oh, okay. It's hard to choose what exactly to say over communicate or under communicate. And I think I also heard what you said is that it's hard to organize the ideas in the email. Is that like the priority? Is that what you said? Yeah, I think so. You know, we were just taking about the simple case of trying to ask her time off. Sometimes we actually have to ask something pretty complicated in email just because we're forced to, like there's no meaning available when we have to ask this. One of the things I wanted to show you is this thing I learned and I even cannot find it on the internet. I learned it a long time ago and it has really helped me choose how to communicate when I have a message, regardless of whether it's for my boss or somebody equal or someone below me. And that is this concept of, so first of all, right now what's happening is synchronous communication between us because we're having a meeting. So if we're ever talking on the phone or having a meeting, it's called synchronous. If we're like texting each other or we're emailing each other or leaving message on the discussion board, you can see that that's asynchronous, okay? Now, when we have a synchronous communication, think of all of the emotion we can communicate. Just think of all the nuance. Like I can say something, you can interrupt me, we can make jokes, you know, something that wouldn't look the same in asynchronous, right? Like imagine I text you something and you're like, maybe that's a joke but I don't think it's funny. I mean, it's hard to tell in asynchronous. So one of the things is this thing here and I'll give you these links, this is this triangle, this rhetorical triangle of ethos, logos and pathos.  I don't remember who they are, but it's like really useful, okay? So logos communication are facts, statistics, case studies, scientific evidence. You guys don't know what that is, right? Just kidding. But you know how we were just talking about, like if you're asking for a day off or you're asking, you need to do something, that's kind of logos. That's like what day, when or how many hours, you know, and I'll tell you, logo stuff works really well in asynchronous. Like if I'm coming over to your place and I'm talking on the phone, I'll say text me your address, right? Because that's logos is text, is the address. I can put it in the GPS and I won't screw it up. But if you've ever been on an email chain, especially at work, where somebody's like, okay, here's when our meeting is and that's a bunch of logos.  So that's a bunch of emotions. So what I've learned is if ever you're having asynchronous communication about logos and it turns pathos, stop the asynchronous communication.  Well, then I'm gonna call you. And that's sort of the way it would used to work. I'd be at the army and we'd be emailing. And then somebody'd be upset and I'd go call them because it just doesn't get better. If somebody starts getting upset and email on the text gets a pathos there, it's not gonna get any better. You're up to talk to them. And ethos, this in communication, like I haven't even mentioned it, this trustworthiness that that generally has to do with public speaking, like going up and being trustworthy. But I don't have a problem with that. I only have a, the logos and the pathos. All right, that was just a little thing I wanted to give you guys. All right, well, we've talked a little about communicating asynchronously and email. Let's talk about this other communication that we might have with managers when they're stressed out. Because remember, we work in environments where there's data and we have access to the data and we understand it. But a lot of times our supervisors, either they understand it, I mean, they're smart enough to understand it, but they're just too busy to have their fingers in it. So they really rely on us to just communicate to them how their projects are doing and you can feel really stressed out if you don't really understand what people are saying. So let's think of a time, try to think of a time, a time when a manager appeared mad or stressed about a project you were working on when nothing was actually wrong. The manager simply didn't understand and was stressed about it. Did anybody successfully explain it to them? And if so, what strategies work the best for like calming them down or unconfusing them? And you might have to just think of a time when you observed this, it might not have been you who were participating. Can you think of a time when your manager was stressed about something? Like how did they act? Wow, you guys have awesome jobs. My managers were stressed all the time. So yeah, that's the situation manager is stressed out because of that project I am working on or in general. Just where a manager is stressed out. Like for instance, let's say that you're working on a project and you're gonna get it done in time. Like you're probably even gonna get it done ahead of time. But it's just not done yet. And so the managers all stressed out because they're worried you won't get it done in time even though you know you will. I mean, I've been in that situation a lot in my life because the manager just doesn't really understand what I'm doing. So they're like, I'll freak out. But I always just tell them, don't worry about it. I'll get it done a day early. Like I'm almost done now, but they just don't freak out. In that case, so there, I just kind of give her usually. Okay. So there, I don't know if my manager is stressed out or not because we have all the remote. I don't see her. I don't hear her.  Just a quick status report. What I am doing, where it is and just casual. And you do that by email? Well, sometimes email, but most of the time I just kind of a drop chat. That's all. Oh, I see you have a chat thing at work. Okay. So you can do short status reports, keep managers apprised. How does she respond when you give her a status report? Does she say thank you? Or does she start talking to you or? Answer them. Usually no response. But if she started talking about something, that's a bad news usually. Because usually those are the times she wants me to hurry up or she, the priority switched to something else and I have to switch to a different project. Usually that kind of thing. If she doesn't respond, no news, it's a good news. That's it. So it sounds to me like she is.  I mean, that's pretty passive, you know what I'm saying? But I guess that's her style. It's not a bad idea to give people progress reports. But you identified the problem with it, Mika, is if you're kind of like a passive manager, you're not active, you're not like on top of things, like trying to get ahead of stuff.  You know what I mean? Like, for example, imagine I emailed you guys and I said, look, I published a new course for you guys. And here I gave you a new video and you guys just didn't respond. Like, what does that mean? You don't even care? You know what I mean?  But because you're communicating asynchronously, it's hard to learn emotions, right? Like, I mean, it sounds fine, but like let's say just imagine you called your boss every day and said, here's what I'm doing. You could hear your emotions, like you would learn a lot more emotionally about what's going on, but maybe it's better that you don't. One of the things is sometimes you're sort of trapped interacting with a manager who is in a stressed state. And sometimes my employees have been trapped with me in a stressed state, which is probably not good. And I actually, I once had an employee who was being abused at work by unfortunately my boss. And one day a really bad thing happened and she started screaming at me because she was so over the top. I mean, she wasn't really mad at me, but she just started screaming at me. So it's really hard to deal with sometimes when you have that kind of emotion, but I wanted to share something with you that I learned along the way and I found it really useful, but it's a skill and you have to practice it, okay?  This is something you have to practice and it's not that easy, but you can practice with anybody. It's a way of interacting with people and it's called active listening. If either of you have heard about it, just let me know that you've heard about it. I want to hear about it from you. To be honest, I don't even know where I learned about active listening. I could have learned about it in like a psychology class or a communication class or a management class. Like I don't even remember, but I've learned that it's taught like you see here, this is by a social worker. It's taught in therapy. It's like to help people communicate better, but I really use it in management a lot. So what active listening is, is it's the set of skills or techniques for interacting, talking, but it's not a set of skills I would use just in day to day conversation. It's a set of skills I use when the conversations get heated, like when that employee was screaming at me because she had just been verbally attacked by someone else. And so one of the ways, so you can see these are the choices. So first, be fully present. So she came into my office and she was saying, she was screaming. She was saying, I had it with this place. Everybody's bullying me, you know. And one of the things I did was I repeated back to her. I reflected what I heard.  I said, I'm sorry you're going through this. You can give people compassion without validating what happened.  And I also said to her, I hear you've been attacked again by my boss or you've been insulted again. And it's not fair to be insulted. You know, saying statements that are factual and supportive are helpful. When people are not so heated, like she was there, like sometimes people have come to me and said, I think you're treating me unfairly. And I'll say, okay, well, tell me about that. How do you think I'm treating you unfairly? Or in what way do you think I'm treating you unfairly? And then I try to listen to what they're saying. But when you're active listening, you really listen to what they're saying, not for the purpose of figuring out what you're gonna say, but to just make sure that you can kind of repeat back to them what they just said, so you understand it. And so like these questions here, can you tell me more about that? Or like, I always say like, well, how did that make you feel? Or why did you choose to do that? And I'm really open-minded. And usually what I've found is when I've been in really horrible situations, like I'm presenting on a database and some random person starts yelling at me, which is shocking, but happens. I would start doing this. I'd start listening to them yell and I'd hear what they were yelling and I'd say, okay, I hear you're saying this and that.  Why are you so upset? You know what I mean? It would really take the temperature down. I mean, I'm glad you guys don't have all of that, but I'll give you this link to this active listening. And what's nice about it is it feels weird, but if you start doing it with people who are feeling emotional, like if somebody's, you know, somebody you love came home from work and they're like, I had a really bad day, just practice this active listening and they'll feel really good. They'll feel really heard by you. Like they'll feel like, wow, this was a great conversation. So it's not a bad set of skills. Alrighty, any questions so far? No, I'm just gonna say it is one of the areas even for parenting that, where I work. That's a good one. Well, I continue to work on. I mean, it's definitely. You know, it's interesting you brought that up. I don't have any kids, but there was a few different periods of my life where for whatever reason, I was taking care of a lot of like teenage boys, not teenage girls, teenage boys. And I'd already learned all these sort of management skills and stuff and I do a lot of yoga. I realized that a lot of the stuff does come naturally to me because I've been like practicing it so much. And it really does like teenagers can really be like very emotional, like very hair trigger emotional. It's just teenage years. And it's weird because they act sort of adult when they're being emotional, but they like, I can't even tell you how many times one of them being emotional. And I'd just be like, are you feeling okay? You know, they'd be like, no. In fact, this brings up a good other thing I wanted to show you, which is you're gonna laugh at how simple this is, but it works so well for me. And actually I learned it from, like I'm not in recovery, but I learned a lot about alcoholics, anonymous. And I learned it from that, and it's the HALT technique.  Try this HALT principle. So HALT, you know, means stop, right? But you just stop and then you look at this. So here's what HALT stands for. Hungry, angry, lonely, and tired.  I really do sit and ask myself this. Like I have blood pressure problems, so sometimes it is hungry. Sometimes I'm feeling angry about something and I didn't really realize it. So I look at that. Lonely is a little hard. You know, if you're feeling lonely, you're feeling lonely. But at least you can know it and you can try to seek out something to make you feel less lonely.  And feeling tired, that's one, if you can identify it, if you can take a short nap, it really, really, really helps. Like, even if you're exhausted because you're working on a project, if you can find a way to take, even less a half hour nap and wake up again, it really will help your mood. But anyway, that's the HALT principles. And when I would use that with those, like sometimes these teenagers would be screaming and I'd just stop and they'd say, let me just ask you, are you feeling hungry? Are you feeling angry and lonely? And I was surprised, sometimes they'd be screaming, I'd say, are you hungry? And then they'd just say, yeah, if we'd eat and everything was over, so that's kind of funny. But anyway, so you're learning all my management tricks. All right, let's look at, let me see. Here is one that I wanted to share with you because I think this might have probably has happened to all three of us at one point. And here it is. Think of a time you were given an assignment to do with data, but you could not do it because of a problem with the data that was not caused by you. How did you explain the problem to whoever gave you the data? And what did you two do to resolve the problem? Like in my previous roles, most of the tasks that I have to do were very limited in the way and I know what I need to do and what I need to get. So I didn't have a lot of responsibilities. And a bit at the same time, like the managers, at least the last one or two were really nice, very approachable.  So come to me, whatever you have. So then there happened to be mostly women too and they were in moms. And so they were like, motherly. Motherly. They were like, oh, sweetie, we'll fix it. But were there, even though they were nice and motherly and stuff, did you ever have to come to them and say, well, you assigned me to do this, but the data aren't really like that. And you had to explain to them that whatever they told you to do it just can't really happen that way. Yes. I mean, a slightly different case. Like when I done some of the, I just did some correlation analysis that was done.  She wanted to include some of my, some of the work that I've done and I presented to her and liked it. But then she had like, but she wanted to include it in her upcoming presentation. But then she didn't quite understand or like didn't know the right terms in which to present it. She had trouble presenting the statistics because she's not a statistician, huh? Right. So she was a little bit stressed about it, but she, so, and then I felt because I was still in the process and it wasn't completed. It's a work progress. So you didn't even feel very comfortable with the results yet. Like you weren't like feeling like, okay, this is official results yet. Right. Or I haven't like written a proper report to provide. So I've just given her what I have. She wanted to include it. And so like the morning before she was very stressed about it. And so I was just trying to find ways and, you know, to just like, you know, make her feel less stressed and just, you know, I just wrote a little summary of what the test is and Did you write it in such a way that she could just kind of read it like this and say, this is a correlation. It's a Pearson with a loopy value. Yeah, so I did it. I did it. I did a short paragraph about that. And that helped. And she was grateful for that. And she also apologized that, like, you know, that she stressed me out. But like, I, so, I mean, it was very stressed leading out to produce something. It wasn't quite ready and I explained, but she also was like, this isn't like, this is a very like preliminary report. So it didn't really, and she was presenting as such. And so, yeah, and, you know, I think you did a really good job.  Like correlations a little difficult for non-statisticians. And unfortunately, Beth, you're kind of in this role where you're like, okay, am I supposed to be the statistics professor? Like, I don't even know how to teach statistics. And now I suddenly have to give a lesson. So I think you did a really wonderful job that you, I'm sorry, I've got this new kitty here running around. I think you did a really smart thing where you wrote that paragraph to help her. And it was good that you sat down and tried to explain it to her. And I am happy that she apologized to you for being stressed, but you can kind of understand if you're somebody who doesn't get statistics and you're presenting them and you're afraid somebody's gonna ask you a question, just how nerve-wracking that is. One thing I learned from being in that position, because I was in this position a lot with a friend of mine who was a surgeon and he didn't understand statistics, is one thing I learned that I told him is that if people ask you, if you're presenting and you're not Beth, you're not the statistician, you're the project lead or whatever, and somebody in the audience asks that person who's not a statistician to go deeply into the stats, it's totally cool for the PI to say, oh, you know, I'm not the statistician, here's her email, just contact her and you can talk to her. And you can tell all your PIs that when you do stuff. And that's what I do now, is I let them know, like if they don't know, I just say, in case you didn't know, if you get, like, I'll teach you how to present this, but if they start getting in the weeds, just tell them, I'm sorry, I'm not the statistician, Monica's statistician, she'll talk to you directly. And that's just a way of getting out from under those questions, because that's one of the things that scares them the most, all right? So that's one thing I learned. Another thing I do is I, when I would tell Steve, he's a surgeon, when he was gonna present some stats and I wasn't gonna be there, I tried to be there, like just to be supportive if you can. Like if they're presenting at a meeting, and the meeting's like internal, like it's on Zoom or something, and you can just sit there and just be there for support, just do that. Like if they want you to, if they're cool with it, just do that, I always would do that, just, and then they can call on you and talk about it and they feel super supported. But when Steve would go alone and he'd go present, I'd just remind him, Steve, nobody understands this stuff. Like I understand it, but there's probably nobody in the audience, you could probably say it totally wrong and they wouldn't even know. So go ahead and tell them that too, all right? But yeah, Mika, have you ever had a problem like that where you made like some huge regression equation or something like that, and you had to prep someone to understand it? It was a non-sadistician. Not really, not because I haven't done regression, but because, well, so they in an industry setting, we even hardly run regression. All the way it's mean percent. If there is a standard deviation, it's already scares people off. Yes, it is, it is. So you're counting people at work? Well, so it's always like this. So that's why, so I don't even use those things. Even behind the scene, I am using it. And so they are all, all the things I present, it's a percent mean frequency. So you sneak around and do logistic regression when they're not looking? Yeah, so that's what I presented. And then so people are happy about it. So those are the things, majority of the people understand it, comfortable about it. They can deal with Excel, great. But I mean, are you ever assigned to do something complicated that nobody can understand and then somehow deliver or not? And so they are not the statistical analysis, though. The thing that is always difficult, but at my end, it's, why it takes so much time to clean data? That's the problem with the grid. So how do you answer the question of, why does it take so much time to clean the data? You know, Steve did that to me once, Mika. Steve, the surgeon I was talking about, he did this survey with his surgeon friends. I'm sorry, this everything's knocked over. And he, it was a Likert scale survey and it had like 50 questions.  And I said, Steve, I don't have time. And it happened to be a day when he was coming to my building because there was an event at my building where it was working. So I said, Steve, come to this event and then we'll leave the event and go up to my office and I'll show you why it's gonna take me so long. So I brought up the Excel and in the Likert scale, he had not always written like one through five. Like on one of them he put like 2.5. On one of them he put like, it was like empty. And I went through every single one with him and I was like, see how I, like we sat there for like an hour and we cleaned the data by hand. Like there was maybe a hundred surveys. And I'm like, see, Steve, this is the kind of stuff you do to me. Like I'm gonna have to, he just laughed. I remember he was laughing so hard. He goes, okay, I'll never ask you that question again. And he literally did never ask me that again. When I said it was taking a long time for Dataprep for our other things, he literally like that ended it. But that's kind of funny, but the real answer is when people are asking what is taking so long about like Dataprep or like ETL, one answer is to actually educate them. And one way to do that is with like a lot of things you probably learn in this program, which is where you document visually what you're doing. And if you document visually what you're doing, you do two things. One is you help people gain an appreciation for how complicated what you're doing is. Secondly, you make them feel very like this certain kind of misery.  So it's like this feeling after a while, like at first they're like, oh, I see what's going on. And then it's this feeling like, please don't tell them anymore. I understand this is awful and I'll give you another week. Like that's usually what I can get out of these people because I would run a data warehouse and they'd bring some data to me and they'd say put it in the warehouse today. So I have to build an ETL routine and I've never seen the data before. And I'd be like, oh, you expect this tonight? Oh, you wanna analyze this data and get something out of it? You don't even know what's in it, you know what I mean? And so that's, I used to just deal with the fact that people were saying, where's the database? Where's the database? Where's the analysis? Where's the analysis? And I never really knew how to solve that. And that's when I started making all this documentation and showing them examples. And, you know, cause nobody could log into SAS like literally nobody's gonna see what I'm seeing. So I started making like diagrams and showing them snippets of examples of data, you know, just going to meetings and presenting all that all the time. And what ended up happening is people started being like having, you know, doing less meetings with me because, you know, they just, they were just like, just don't waste your time in the meeting. Just hurry up and get all that work done so we can get our data. Like that's ended up what happened. And it was also nice because I had all this diagrams. I had everything documented. And so when people were saying, well, what have you been doing to the last three months? I had an answer, you know, but, but yeah, that's a difficult one. When you're building a database or you're preparing an analytic dataset or you're trying to do a bunch of reports or, and everybody's asking like, what's taking so long for data prep? That's kind of a big one. Let me see if I've got, oh, here's a good one. I wanted to show you this. I don't like to read books a lot. The peer reviewed literature has ruined me, but I can't believe that I'm recommending a book by two guys, but this book is really good. It's not a very long book. Like if you buy this book, it's called Getting to Yes. And it's not a very long book. And it's about negotiation, but I'll be honest with you, it really changed how I interact with people. Like especially in the workplace because one of the main lessons in the book is that people don't really have something that they're trying to get specifically, but they have more interests. Like if you're negotiating, like if I'm selling my car and you're trying to buy it, I have different interests than maybe the next person selling their car. Like maybe my interest, like I remember when I was moving to Boston, my interest in selling my car was to hurry up and sell it. I didn't really care how much money I got because I was in a hurry. A different person selling a car might have their interest speed that they get more money. And so interest, when you negotiate on the basis of interest is where you basically figure out what each side actually wants, what their priorities in the negotiation. And then it's a lot easier to sort of come up with the terms. And I found that in like negotiating like data use agreements or data transfers because sometimes like my people would want some data and the place, giving out the data, I'd be like, well, what are you worried about? Well, they were always worried about different things. Like we're worried about our data being hacked or we're not worried about it being hacked. We're worried about you analyzing it and not understanding it properly. They would have different interests and that would help me in my negotiation because I'd be like, okay, well, why don't we analyze it and show it to you? Why don't we write that into our agreement? And then that way you can approve it. So I really strongly recommend that you just read this book like when you have a chance. And I think that it'll affect you in such, it's such a simple book that you'll just think differently about negotiations. You'll probably do like a better job. And especially like Beth mentioned kids, it actually is kind of good because you can teach kids about like to think this way when they're negotiating with you and then it's a little easier to get along with them. Like smart ones will learn that this is a good way to get their way. All right, so let me see here. So that was a good discussion. Let me see if I've got another. So I'm gonna just throw a scenario out there because I think we all experienced a scenario like this at least once, okay? Imagine there's a manager you dislike meeting with in person because he acts intimidating. He doesn't look you in the eye and often puts down what you say. What are strategies? What strategies do you recommend to make meetings like this go easier? I don't know, like, you know, prep beforehand or like, you know, jot down the main ideas that you need to discuss with that person or with that real manager. That sounds very, let's see here. Okay, I'm going to say a meeting that found ideas. Well, it's always kind of a good idea. Like, even when I've been close to my manager, I've always had, like, I would have a posted note of the things I want to talk to when I run it. He'd call it a drive-by. I'd be doing a drive-by and asking him about five things and leaving. But yeah, it's not bad to be prepared. And you're right, if you feel confident in what you're gonna say, it makes it better. One of the things that I had a really bad thing happen to me once where I was meeting alone with two guys. One of them I'd met before and he was just a really nice guy. But the other one started acting up.  And he was writing on the whiteboard. I don't know, we were just discussing something. And I asked him a question, like a totally innocent question about what he was writing. And he just snapped. He like got in my face and he was using this marker and he was saying, you, your problem is you don't know anything about you. And he was like in my face, right? And I'm like sitting down. And this is, we were alone at MIT on a Saturday. Like it was bad. So here's what I did. I'll tell you what I did to solve this, is I use, I statements. So here is what I did, which is kind of hilarious, but I was so scared. So, I mean, the guy wasn't that big but he was kind of like looking cuckoo, okay? And so he came to me and he's going, you, you. And what I did was I put up my hand and I said, can we use I statements? And he's kept saying, you are. And I said, please, can we please use I statements? I can't understand what you're saying when you say you, you, you. That's what I said. And the reason I said that is because it's true. If somebody saying, you know, you're always late, you're not, your ideas are not that good.  And I realized that, that even if people come to me and say, you're the only reason I'm working here or whatever, you know, like I would feel a kind of attack. And so I started trying to find a way to not make you statements and instead make I statements. And it's actually not that easy. You have to practice it. But I found that when I make I statements, everything comes off better. Like rather than saying to like a customer, you're not making any progress. I can say, I'm worried that you're not making the progress I was expecting. You know, that way I'm owning it. I'm owning that whoever isn't making progress. It's not like I'm accusing that. And so these, these, there's this five step formula, you know, for an I statement. And I statements are like really good if you're trying to communicate to somebody that they're doing something problematic to you. Like, like, like I was talking to someone today.  And I observe you seem really stressed out. And I feel like I wanna do something to help that and not exacerbate it. You know what I'm saying?   Whereas the way I said it, it's a little easier. And so sometimes when you're with these tough guys, you know, they're very intimidating. They're like, I don't know. Your ideas are not that important. You're not, you know, the one in charge, blah, blah, blah. You know, they do that. Part of the reason they're doing that is they feel intimidated by you, which is weird. Like, I know it's hard to believe. Like I always be like, I'm so small and short and ineffectual, but somehow they're intimidated by me. So I just remember that they're intimidated by me. So if I just say, I, oh, I'm sorry if I didn't, you know, explain this well enough or if you're confused, it's probably my fault or I can reword this or I can put it this way or I can sit and listen to what you have to say. You know, I makes people feel less, more at ease.  So, and I didn't even really think about that but then I changed how I did things and it made it easier. All right, well, we're coming to the end of our hour. Is there anything, any last sort of advice or any last sort of comments anybody wants to make? I think you guys have figured out ways of working in the workplace around all of your data complexity without, you know, just by being excellent by just doing your job really well, you don't really have to communicate much, right? All right, well, what I'll do is I'll save this in our folder and I'll also add the links to the bottom of this that I was showing you. I had a few more, but I'll put all the links there and you can take a look at them if you want, all right? And so thank you for showing up tonight. Thank you for watching this video, which is part of the Public Health to Data Science rebrand program. If you are interested in joining the program, please sign up for a 30 minute Zoom interview using the link in the description.


Everybody forced here ripping four boxes for Travis you Travis has two boxes of 2022 tops tier one baseball a 2022 leaf best of sports and a 2022 leaf autograph football jersey right here. Thanks again Travis See what you got me. I'll start with the tier one Go in the same orders last time Nice start dual patch Derek Jeter 21 of 25 Three colored top patch there for the Jeter Rookie Otto Marcos Diplom 33 out of 299 and a Dave Winfield Otto 32 out of 55 Dave Winfield That's right John Yeah, same person too Travis hit the uh The favorite order button on the website. I'm just kidding. We don't have that Ernie Banks bat rally 50 out of 50 Cool Ernie Rookie Otto Griffin jacks 126 out of 299 And of Vladimir Guerrero Otto 63 of 125 Nice Vlad of Vlad senior. All right best of sports Sweet car. That's really cool Rookie pairs from 2000 skybox dominion it's uh Giovanni Carmasi and Tom Brady Giovanni Carmasi and Tom Brady bgs 95 Surface nine corners and edges nine five and centering got a 10 What a card and football jersey See one of the players drafted in the same class after that card is awesome. Yeah, the Carmasi is pretty cool, right? Who's this? Oh, that's a cool one Nice deal lineman here It's nick bossa Nice nick bossa becket authenticated autograph jersey Put the sticker down there at the bottom little tag in there Pretty sweet current really good player. Nice to see a lot of times you get retired players. Good to see a current player There you go travis. Thanks again, man. We'll get all that right out to you


open everyone to kick it off if anyone's got questions for Jodi and we can go from there. Okay, I always have questions. I know we love you for that, John. It's awesome. I'm like, I always count on John for good questions. Yes. Thank you. I don't know how familiar Jodi is with the Gitcoin grant program that they do on a quarterly basis where they deploy a quadratic funding model. Jodi works with Gitcoins, so she's a pro. She's okay. Yeah. I've labored through the process a little bit and managed to get a profile up. And as I understand it, they had a first round or I'm not really clear on how the rounds work. It was first round, there's a second round, and I believe they're in a phase either a first or second round right now between the 15th and the end of the month. And so we got a profile up and I take it, that profile displays what our project's all about and everything. And then it goes into a live model and then it crowd funds. I guess the platform itself crowd funds and then somewhere along the way quadratic funding enters into the fold. And they match funds if that phase is done. I just need to, I'm not very clear on how it all works soup to nuts and just going from one part to the next. And I was wondering if Jodi or anybody could Annie or anybody could offer some light on that, show us some light on that. Yeah, John, thanks for the question. I, so just a little bit of background, I left Gitcoin in official capacity back in at the end of March of this year and I understand that I'm following grants round 19 now. So there might be slight variations between what I tell you and the rules from the public goods funding work stream that's managing the round, but I can absolutely share an overview of how it generally works. And hi for those who've joined Jade. Nice to meet you. I'm joining from New Delhi tonight. So it's good to see all of you. To answer your question, John, generally speaking, it sounds like you as a grantee have placed a, put up a profile about your project on the website and I'm assuming that it's approved. It's in general on the Gitcoin grants program when they run around each project has to meet the eligibility criteria of the specific round that they're running. As an example, if you place a profile up that explains a sustainability project, you must meet the criteria that they step for that round for that grants round to be eligible to receive any of the matching funds through that round. Assuming that you've done that and they've approved you and you're live and you're set and ready to go and receiving funds, what ends up happening is that donors go through the grants portal and actually can filter and find your projects. Sometimes they're highlighted in specific ways by the marketing team, the various projects in the platform. Donors will come to your platform and decide to give money in the background, the quadratic funding model is actually working so that as donors give to a specific grant, it's basically keeping a tally of the individual donors that are giving to that grant. And then subject to how many individual donors are giving to that grant, quadratic funding is working to match additional funds from Gitcoin partners to that specific grant. That tally takes a while. So the grant round this year is running from I think it just started last week and it'll run for two weeks. So two Fridays from now, I think that's probably December 2nd is probably December 2nd or December 1st is when the grants round will end. From there, the grants team is going to work to tally all of the various votes or donations in your grant. And about a week or two weeks after that, the matching funds will actually be added and added to the total for your grant. And the sum total of what you got in individual donations plus the matching funds from the partners will be transmitted to your organization. So that's generally how it works. But like in the background, they're looking at each of the individual donors or wallets that are contributing to a grant and working to match the funds using quadratic funding. Does that make sense? Yeah, in our case, we're qualifying under the Commons category, which means we don't have open source software project or anything like that. Is it an education grant? Is it like an education project? Correct. Largely an education. In the profile itself, we didn't go into a lot of detail as far as the budget and all that. I don't know how all that works either. I've have gone through some of the tutorials and they're just, they're still open questions as to how the whole process works. And just trying to get the big story, the big picture here. And our wallet is connected and all that. And that's where we get that phase. But they talk about renounce. Is there any vetting process that takes place between the time, between now and December 2nd, as you refer to, along that phase? So each round that they run, so there's the community Commons, there's the infrastructure. And I think there's a third round that they're running in GR 19. And I can't remember it off the top of my head. Apologies. But there are round managers, often like more than one, like a round manager and some assistant round managers, let's just say, that are going through each of their, they're assigned to, say, the community Commons, they're going through embedding each of the profiles during the round. I think they, in previous rounds, they've set a deadline for reviewing grantee applications by, I'd say, the Wednesday after the round starts. And unfortunately, in the past, the only way to tell if you're round is if you've been deemed eligible for the round is to go back and check your profile. They are available to answer questions using support at getcoin.com or by using the support discord channel to just ask the question, can somebody help me figure out if my round is live? And that's a way of just verifying. But usually you have to wait until you have to give it a couple days to make sure that you're you've met all the criteria. And if you have follow up questions, you can basically just ask like why your grant was it made eligible? But it's usually it takes a couple days. But if you had everything up on the your profile by the start of the grant, usually just takes two to three business days for them to verify that you've met the eligibility criteria for your profile to go live and start receiving donor donations. Sorry, I'm a little time traveled a bit in the last 24 hours. It's Monday. It's Tuesday. It's midday Tuesday right now where you are. Okay. Midday Tuesday. By midday tomorrow, if you haven't heard, I would probably if you're already on the discord, I would go to the support section of the discord and ask a question. Just ask to see like how much more time they need to verify your your profile. Is there any onus on fundraiser to make a donation anywhere or anything like that? None. It's it's meant to be community led and for folks to upvote and you should highlight amongst your community that your grants is live and that they should donate. But no, largely the goal is for the grant to be live. Depending on the narrative that you've told, usually community folks who are looking for specific things to donate to usually go through the profiles and decide to spread their donations among a few organizations that they really like. And then those donations will filter through along with the matching funds toward at the end of the grants round.  Yes. That's okay. All right. If you're on Twitter, you should absolutely feel free to say like, when you get the yes, your profile is live. There's you should go on Twitter and say, Hey guys, I have this great project that I'm contributing to and leading would mean a lot if my community would donate to it with big denominations or small ones. And all of those folks that choose to donate are essentially contributing to your quadratic funding, what you end up getting at the end of the grants round. And there's also, is there not also a telegram channel that provides tech support as well? There may be, John, but again, I couldn't give you the details of that because I'm not at Gitcoin anymore. I can ask, but I can ask around. I have a friend that still works there. And if I can get your contact information, maybe I can connect you to the telegram account that would that be helpful? Yes. I would also be wary that a lot of scams happen on telegram. So even within authentic telegram channels, that scammer might come in and then direct message you and be like, Hey, I hear you're having trouble. I'm with Gitcoin. Give me your wallet address and send me this. And you can get scammed quite easily there. So I would just be extra cautious. I prefer Discord. I'd like being admitted to the Gitcoin Discord means that you've been verified. And then going through that channel for getting super seeking support usually helps you and will definitely help you avoid the scammers. Okay. And that Gitcoin server is called Gitcoin Grants. It's called Gitcoin Dow. And then there's a section within that when you scroll through the sub layers of the Discord, there's a support section. It's usually at the bottom of the Discord, or it was at least when I was there. And you can submit a support ticket that way. Okay. Thank you. It's very helpful. Appreciate it. No problem. Good luck. Welcome. Do you want to plug your grant? I would love to hear more about your grant. Maybe the folks on this call might want to donate. Sure. Absolutely. Basically, the mission of our organization is to provide community resilience, greater resilience and disasters, natural man-made disasters. As a consequence of that, there are health impacts that occur in natural man-made disasters, not to mention migrations of people. And the project itself would largely bring awareness of the necessity, the critical sensitivity that populations have to disasters and their health impacts. And so there's a lot of potential in Web 3.0 that could cope these populations with preparedness and storing medical documents and things like that in the cloud and the blockchain. And so that's what we're looking at is bringing greater awareness to these populations and to NGOs around the world that the potential blockchain technology in Web 3.0 has, particularly to store medical information and make that in the ready for those who do have mobile phones and smartphones. And so that's what we're trying to educate people about. And then it breaks down the communities. We break in our profile, we break down the different communities that are highly vulnerable to disasters. And what's it called? It's called the dare to prepare project. Awesome. That's really cool. Thanks. I'm glad. Yeah, that's so necessary. I've worked on two resiliency projects, one after Hurricane Sandy and then really now I'm working with an organization in North Carolina in the United States that is trying to rebuild after Hurricane Maria. Their levies just never worked. And now they have to rebuild this entire community. So much just history is lost from in those natural disasters, let alone just like important documentation, social security cards, driver's licenses, et cetera, birth certificate that make it hard to do everything from secure another driver's license to voting in many cases. So that's a really important project in my opinion. Thank you for that. If you have a link to the grant profile, maybe you can share it in the chat. Well, let's see here. I should have, and I've got to find out on your own time. Right now, I'm not clear whether the profile is live or the profile is not live. So I'm trying to figure out where that sits, but no pressure. And but I will put up a PPS documentary, a short documentary they did on the vulnerability of special needs populations to disaster should people with access and functional needs. So we'll get a link into the chat on that. A great little piece on it. Sure. Thank you. Thank you. I'm going to have to round, see if I can find that while others are asking questions. Larry Jade, iPhone 873, do you guys have any questions for Jodi? Anything you're not clear about on blockchain in general, or want to talk about your organization in particular? They're happy to take your questions. Starting again late, I'm still getting horny to the video, but I'll just listen until I can see something until I will say this is the perfect opportunity to say completely unintelligent things. We're all friends here and Jodi in particular is a super great resource for explaining the basics of everything. There's anything in particular you don't understand. Definitely go for it and we can walk you through it. So that's no barriers there. Jade, do you have any questions? iPhone 873 said that they definitely do understand the blockchain, so I would love to maybe be contacting you. That's a quiet group today. It's nothing wrong with that. Jade's saying, thank you. Just taking it in. Happy to be here. That's awesome. Jade, I don't know. If you're interested, do you want to tell us about your organization and we could maybe suggest some ways that you could incorporate blockchain into it? Sure. Is it okay if I keep my camera off? Yeah, of course. No problem. We love anonymity and that's a big thing. So I work at an organization in Los Angeles and we provide different wellness workshops for women who have been diagnosed with cancer. So we have day retreats and weekend retreats. We have free, just really tapping into the more alternative modalities that aren't necessarily approached, although they are starting to a little bit more now in the traditional medical field. All free. Yeah, it's a lot of fundraising, but really great work to be in. And how do you fund the organization? Is it just through donations through your website? Yes, so it's all private donors and it's yeah, all private, privately funded. So we have, right now we have a pretty select, like we have two major fundraisers that have pretty much the same invites every year and they've really sustained us where we were founded in 2005. And so yeah, we have had that like constant flow, but we are recognizing that we need to diversify and even how we fundraise. But currently, yeah, we have a handful of different events that allow us to fund that. That's awesome. We talked about at the end of last week's webinar, we did talk about a couple of organizations in Web3 that allow organizations like yours to receive crypto donations through their websites. Eureka Pay was one of them and I'm forgetting the other one. It's givingblock.com and Eureka Pay and I'll drop the links into the chat. Yeah. So if you are active online, active on Twitter are promoting your organization regularly that way. There's always the opportunity to just amend your website to begin receiving crypto. And then the other ways the route that John is going, increasingly get coined through its protocol development is allowing, is creating a pathway for a lot of organizations to begin running their own grants round, own grants rounds, I should say. And there's a lot of information on their website about that protocol and the work that they're doing in order to, one of the, round manager is the technology that underpins it. So if ever you're interested in just like running your own kind of digital grants round that way and working within your own network to receive those funds, that's a way of doing it. It is just a little bit more intensive than passively integrating or receiving your crypto through Eureka Pay or the giving block, but that's another avenue. Or like John, you can run around that qualifies on through an organization like Gitcoin to receive it. Gitcoin tends to focus a lot more on education within crypto, like onboarding folks to crypto and, and infrastructure, the folks that are actually building in open source software that supports the Ethereum network. So that's the way where the lion share of the money that they raise through grants rounds go. And so maybe figuring out how to onboard to round manager and run your own rounds and create your own ecosystem through your community is another method of raising funds or passively receiving funds through Eureka Pay or the giving block is a third option. Anything you would add to that, Anne? I would definitely recommend starting with the past tense P. It's so easy to set up. It's really doesn't cost a lot of money to do. And because it's just like new revenue, sometimes it's easy to sell that to leadership to fail. It's in here's a new way we can get revenue. Let's give it a try. And then you can get a sense of, okay, is this something that crypto people are interested in donating to? And do we have a lot of crypto people in our community already that are giving? And then I think the answer to that is yes. And you're getting a lot of support from this niche of people. Then I would say upgrade to more of what John is doing or running your own rounds. But I think as a toe in the water, just passively accepting is a really easy way to get started. Hey, that's good to know. So what exactly is the process of for what John is doing? There's like a passive and active what's not really clear on that. Yes. So John can also, I think John could also draft jump in and just explain a little bit more of the process that he's been through thus far. But John is seeking funding through a Gitcoin round. Gitcoin runs grants rounds once a quarter. They over the last couple of years, Gitcoin has actually just developed a really strong community of folks with that are in the crypto space or Web 3 space that are interested in public goods funding. How you just like how you define public good is commonly upward to bid in crypto. But I think the thing that you need to know is that through these rounds and quadratic funding, which is like this wonky mathematical way of democratically distributing money through a grants round, they've raised money for really small projects through these rounds. The trick with Gitcoin is that it is community led. The community has decided with Gitcoin that they mostly want to donate to organizations that are educating and therefore onboarding more people into crypto and them learning more about the technology. They want to the second group of folks that Gitcoin tends to fund are folks that are building infrastructure for on the Ethereum network. So it's a lot of engineers that are building extensions and expanding the universe of what the Ethereum network do with ETH as the baseline cryptocurrency. And then the third place that they tend to give to more often than not is around sustainability initiatives. So organizations that are building on the blockchain projects that are either, I don't know, as an example, making our voluntary carbon credit market more less scanty. As an example, making the carbon credits trackable so you actually the projects that are being executed on the ground actually are worth what they are being charged on the volunteer carbon credit market. That's right.  Because of the nature of their giving and like the fact that our community is most interested in giving to those three categories, Gitcoin has developed eligibility criteria to be featured in one of their grants rounds. As an example, John's project dare to prepare in order for it to receive funds from Gitcoin's community, it has to meet the eligibility criteria that point is set for that grants round, for that sustainability round. Once they've approved John's grant, John's project, then receives funds from the community through quadratic funding. And then through quadratic fund day, his project is matched so that whatever the donors have given Gitcoin's partners are going to match it that much more based off of popularity essentially. And it is a process to be approved and then receive the funds through Gitcoin. And that's why I said there is also this third option where you decide that you want to do the work of running your own round. That just requires more onboarding on both your part as an organization and because you're the one that is going to have to learn the technology to run the round and then to onboard your community to start receiving funds through cryptocurrency. And Anne's point is correct, right? Running your own round is definitely the most complicated one. I'd say trying to qualify for Gitcoin's grants round takes a little bit of time, but once you're in, you can receive funds that way as well. And once you've done it once, you know how to do it in subsequent quarterly grants rounds. Yeah, I'd like to think about Gitcoin as being like a version of Kiva where you pop on, there's a website, you can see hundreds of different projects that you can donate to, but all the donations happen in crypto. And then there's all this matching money that instead of matching it a dollar per dollar, there's like a different mechanism to support projects that have a lot of support from people, no matter how small the donations, rather than projects that have one or two guys donating a ton of money. So that's what it's like. I think that the really good thing about it is you can make we can make a lot of money, like for really small projects, as Jodi said, like for small projects, it's hard to get fun in places. This is a great way to do that. The downside is for nonprofits, you have to learn how to open a wallet and manage the private keys. And then you have to get somewhere, all the money you're going to get is in crypto. So you have to figure out how do you exchange that for local currency, which is all totally doable and not that hard, but it has to be done. And I always just say your first foray into crypto should probably not be get coin grants. It should probably be like one of the, yeah, third parties that will accept the crypto for you. Just get a sense of, yeah, it's just an easy way to start. And then once you start learning more about it, you can open an organizational wallet, figure some of that stuff out. That's probably how I would go about doing it. John, I looked up to your grant on get coin grants and I can't find it. So I don't think it is lives just to give you a heads up on that one. I would argue too, along the line, what's been talked about is if anyone's ever tried applying for a federal grant, talking about in the United States federal, the process you go through, do those are just onerous beyond belief, understanding logic models and things like that and having the expertise. And I could see how crowdfunding would be much preferable over applying for a federal grant. Not always, but because you have to have an understanding of outcome models, you have to be very particular as far as researching and notice the funding opportunity. The private foundations may be a little bit different, but if you're trying to seek federal funding, or in some cases, even state funding, I would much prefer this model fundraising or applying for grants over any of those just from what I've known. Having applied for federal grants, being awarded for federal grants and trying to understand that process, dealing with grants.go, dealing with whatever your state level processes are. As a early growing nonprofit, I would much prefer a crowdfunding model such as the way that get coin offers and formats it. Just my two cents on that. That's good to hear. I was afraid that you were going to say that coins process is as onerous as the federal government. And I was like, oh, that is like the opposite of that's what I was thinking to say to everybody. Do you have any thoughts? Oh, sorry. No, thank you for sharing that, John. I definitely sounds like that. Definitely is a learning curve and I'm still still learning about just in general, Web 3.0 and how it works and possibilities. But I think Ann's book is a great way to start that. Go on amazon.com and pitch your book in. It is a great book. Do you really give you an overview of Web 3.0, what it is, and how you can place your organization in a funding strategy or a funding opportunity in the Web 3.0 environment? Love a good plug. Yeah, thank you. Yeah, thanks, John. That's great. We dropped a link in the chat there for anyone that wants to take a look. It's specifically written for nonprofits and for fundraisers with zero knowledge of crypto. So it's a good starting point. I will definitely look into these. Any other questions for Jody? Oh, Lynn, go ahead. A little off topic of the fundraising, perhaps, but I was just curious if anybody read the Web 3.0 book yet by Alex Tapscott. He came through Vancouver last week and I had the opportunity to meet him, which is fun. And his dad, Donald Tapscott, was there at the same time. And I have a particular interest in what he's up to surrounding the social contract. But as I mentioned, I haven't had a chance to get into the book to find out if there's anything really changed or revealing from the areas that you're interested in. I haven't read it yet. Jody had a shot? No. No, I haven't. His first book definitely made the round quite significantly, particularly amongst business professionals, which was really good for legitimizing crypto, which at that point in time was still, this was probably like 2013. No, maybe not 2013. 2015, would you say, Lynn, maybe? Though it really helped, yeah, to make it seem more normal to the business crowd. Yes, definitely. He's an advocate. And it's also got that 9-point partner group that's in the crypto as well. I'm not knowledgeable and not into it at the moment, but I understand it's use and what-have-you and I'm patiently waiting for all this stuff to come together seamlessly. You don't have the issue of how to get onto a wallet and convert and back and forth. Reminds me of the old days, and when it went from web one to web two, could have fooled me. It just was the same thing going on and on. I don't know why we've had such a seemingly barrier or a hurdle to get over here in the three. I do appreciate the technical complexity and that sort of thing, but ultimately, most of the people that we talk to on these webinars are in the choir. They know everything about it. The majority of the users are not technical, and it's like driving a car. You don't really have to be a mechanic. I'm hoping that the book will have some light on that this is going to become a easier path. Thank you for sharing. Go ahead, Jay. You first. Oh, yeah. Just thank you for sharing that. I took note of the book. It really resonates just hearing the reminder. You can have as great of intentions as you want, but if you're not just actually allowing and just going along with and not having your own kind of pre-existing things get in the way, then it can be something. Yeah, thank you. Yeah, I think I mentioned this a little bit last week on the webinar, but it's definitely one of the bigger barriers to adoption in web three. What you describe as web one and web two, just being the seamless experience where you didn't really feel like there was very much more that you had to grasp in order to use it, hasn't really made its way in creating a bridge between web two and web three. You see these things where in general, the folks that have designed web three have prioritized things like individual security and being able to manage self-sovereignty. Managing your own keys is just something that people aren't accustomed to doing. Hiding your seed phrase in a book on your bookshelf and remembering where you hit it is just not a natural way for surfing the web. Yet, that's how when you started off on web three, you had to manage your wallet. I wouldn't say resistant, but there is just a conversation and ongoing conversation that's happening around like, how do you benefit or do you build the technology to promote adoption or do you build the technology to prioritize self-sovereignty individual privacy? There's something that needs to happen in between in terms of the user interface to make it easy and seamless for people to use that hasn't happened yet, but I do see people building towards that direction. My husband worked at consensus for many years and a lot of the conversations that they even had around metamask wallet were just that. The reason why no one's adopting this is because it's actually hard to use, but it's moving in the direction that it should slowly. One would hope AI, if not even quantum computing, should be able to address some of these issues. And I agree with you about the technology that innovation should really respond to need as opposed to developing something and creating need. So I think the technical side of it, you can understand, they're on one side of the fence, but the higher level of it is that we have to bring everybody on board here. And so the idea of inclusion from no knowledge to highly technical knowledge, we all have to participate. I find it a little confusing that it seems to be tied up in the technical side, maybe it's still just early days and I'm expecting too much, but I'm not technical. At least I'm on here. I managed to do that. Lots of people, that would be a struggle. Lynn, you've been in the crypto space for eight years now.  But not in the crypto side. You know, it's the finance side deliberately. I was more interested in the social applications of the technology. And that's why I said, Don Tapscott's social contractor, to me, is what it's all about. But the financial side, I have enough difficulty with normal fiat finance, let alone crypto, getting a little skeptical and not having a deeply deep pocket. But I'll get to it. No, you're great. You're great. You're the first person I would look to. Yeah. Lynn and I met at a meetup years and years ago. He's a pretty stable member of the crypto community in Canada. So he's being very humble right now. I would argue too that if you could take people from the known to the unknown, when I think of Web 3.0, I think of a cooperative governing model and then layer that on top or technology. And not everybody knows how cooperative works. You can look as far as REI and understand that, but more of a mutual governing model that is patterns after what Purdue, Joe, you would know a lot more about this than I would, but and then deal with the technology technologies.  And the fact of the matter is, it's using, if you understand web servers and you understand peer-to-peer web servers and you understand how co-ops work, you're well on your way understanding what Web 3.0 is. It's a democratic model, if they will, one of them, and a good one. And what the internet we're supposed to be bringing these two back together and sync is really important, I think, so that business models need to embed the cooperative form, if they're well. Yeah, so much of what you said just now, John resonated. There's so much that's hidden, buffering the layers of business speak. And just coming from the world of finance and real estate, everyone likes to hide between acronyms and these phrases for talking about the work that they do. But the ideas are actually fairly simple. And when you talk about it in plain terms, folks understand they get what you're trying to get at with the technology. And the technology should just enable that. So I think when you folks talk in terms of the work that they're trying to accomplish, it's clear as day. I think we are winding down a little bit now. We maybe have time for one last question if anyone's got something they want to ping Jody's brain about. All right. Next week, these sessions continue. So next week, we've got Robbie Greenfields, who is an incredible player in the blockchain space. He's been working on social impact application for many years now. So we'll have him, I believe, it's Wednesday. So he'd be great. And I'll hand it over to Billy for some last minutes, other information. But thanks for joining, folks. Yes, thank you. And thank you so much, Jody. Sorry, I missed the session last week. I was at Lab Week 23 in Istanbul. I wanted to just make a plug for a new thing. We're starting a message in chat, John, one to one, and then the group. But I want to just call it out. Basically, we want to take these conversations and go deeper with makers, people who are building projects like John is building his project. It sounds, John, you've been building your project for many weeks or months. And we're guessing that there are others like John that want to go even deeper than these group conversations to just narrow down on their project, maybe find mentors, maybe find new tools or custom solutions that they haven't considered. Maybe think about positioning the project for funding, more traditional philanthropic funding in addition to get going funding. We're putting together a series of fund around tables in the new year where we're bringing, TechSoup is bringing together a group of program officers from foundations around the country and maybe around the world to have a discussion about the next generation of funding technology projects in civil society. And surely we want to bring together a set of maker projects in front of those funders, whether it's in real time or sending those funding program officers, overviews of Web 3 projects in civil society. So with all that said, if you have any interest at all, if you're building something, or writing a proposal to build something in the case of many nonprofits, that's how we work. We write proposals before we build things. Typically, if we've been doing this for some years, we want to talk. And so in the chat, I've sent the details of my email and a little quick form, if you could fill out, and we'll get back to you to schedule a briefing about the Maker Studios. Thank you all for joining us. As always, for those return visitors, great to see you and hear from you. And thank you, Ann, for your guidance. Thank you, Jody, for your expertise. And thank you, Eli, for supporting all of this. Have a great one, and we'll catch you next time. Thank you all.


Hi, everyone. Basil Chapman here for the Tiger Financial News Network, 10 a.m. market update. We're looking at the Dow down 38 points at $36,360. Yesterday, there was an all-time high. That made a leg seen. There's a good chance we're going to make a peak see today in the Chapman methodology. We're always trying to identify a buy signal that goes to a buy mode that can go to at least a D. We'll see if that's going to be able to occur over the coming few days. That's Monday, Tuesday, Wednesday. Be careful. One of the reasons I say that is, look, the S&P right now is 47.76 down just over two points. Made an all-time high yesterday, just over 4800. That was a leg E. There's a good chance we're going to make a peak E. There's also a good chance that this is just the sign of at least some kind of a pullback coming up in the next few days. We're going to be watching, but the MACD is good. The stochastic is at 92%. That's good. On balance volume is not that good. Reduce shift is okay at about 60%. So we're watching this very closely to see how we close the day. QQQ, NDX100, trading down a dollar and a half at 398. All-time high 408.71. In my show coming up, the Tiger Technicians Hour, I'm going to show you how this rectangle formation can suggest that there could be a sideways move for the next few weeks. Trading between maybe 408.71 was all-time high. Trading maybe between 410 and the 385 area. Let's see what happens. IWM, the Russell 2000, not showing leadership here. It's up 12 cents at 223. It needs a lot higher. It needs to go to 228 to show strength. Now, Gold is talking about strength. Gold is showing strength. It's up at 1823. Nice action. Leg C in the daily chart. This is, there are enough signals to say that it should go to even a D, but I think it's lacking in the momentum to the upside. It's really more a struggle to just keep pushing high. For looking at the dollar, the dollar is just kind of stuck. It's down to 15 texas at 95.81. It's going towards the lower range of the cup formation. We'll talk about that in my show coming up. Tiger Technicians Hour. And you're looking at crude oil. Crude oil is, in fact, wholly okay at in 76 area. And the TLT, this is a very important bonds, just kind of stuck down 20 texas. So I hope everyone has a wonderful 2022. And I'll be back for my show. The Tiger Technicians Hour. Check out my opening call, my daily newsletter. I'll be back in a moment. Hope to see you there. Otherwise, have a wonderful weekend. We'll see you in 2022.


Fellow Senators, my name is Father Mitchell Francis, Parish Priest of Grosillais. For the purpose of this production, I will remove my mask. For the past 18 months, a new word has entered everybody's vocabulary. And that word is protocol, or protocols. So everybody knows that word. It's not a new word, but it has become everybody's word, has become part of our vocabulary. And what the word protocol means, basically, is courtesy. Just imagine if we decided to change the courtesy in the manner in which we drive. So for example, we drive on the left-hand side. Supposing some people, some drivers, were to say, well, I prefer to drive on the right-hand side, because that's what I'm used to doing when I was in North America or in Europe. Or to decide not to stop on the red light, but to proceed on the red light and stop on the green light instead. Could you imagine this change of protocol or courtesy being extended to other drivers? Could you imagine the chaos, the shared chaos that it could cause? So I'm using this analogy to help us understand what it is that we talk about regarding protocols for COVID-19. So basic things, wearing the mask. And we have been told why the mask is important to be worn. We've been told about sanitizing our hands or washing our hands regularly. Or keeping the social distance of six feet to protect ourselves and to protect other people. So these are the protocols we're talking about. And these are there to help us in our society and for us to get back to our state of normalcy. COVID has affected everybody and no doubt it has affected us as church. So for the past five Sundays, we have been on lockdown, which means to say that our people only have access to church on a Saturday afternoon. And for the past four Saturdays, mass was at two o'clock, a very inconvenient for many people. And those who tried to come, they even got there late because the traffic was horrible. And thank God for the technology we've been able to live stream so that we are able to reach the people who cannot access. And just by following those protocols of wearing our masks and wearing them well to make sure that our nose, our mouth and our chin, they are covered. By making sure we sanitize our hands regularly or wash them regularly with open water for good 20 seconds and to social distance six feet apart from other people. This is going to take us back to a state of normalcy. So fellow solutions, let me make the appeal, please. Follow the protocols and remember always wear your mask.


Hey, everybody, it's Brett, and today I am super excited to go over this brand-new 2024 Dodge Durango. This is a GT all-wheel drive package, and it is in the all-new color for a 2024 of Frost White exterior clear coat. It's actually got a little bit of a metal flake pearl coat to it, so we'll check that out in just a little bit. Let me know what you think of this color in the comments below. This one has the 3.6-liter Pentastar V6 engine. It is paired up with the 8-speed automatic transmission. It's going to get you 25 miles per gallon highway, 18 city for an average of 21 miles per gallon. This GT all-wheel drive is optioned out very nicely, and I really like the interior on it, so definitely stick around for that. If you like the video, learn anything from this video, click the like, subscribe, and share button really helps me out personally, and of course, the store as well. Let's get started on the outside. Look at this one. You get the LED headlamps, LED running lights. One thing I found very interesting is that this one does not have fog lights. Normally, these always have the LED fog lamps, but this one does not. You do get the front bumper parking sensors though, and you get the sport cowl induction hood with the heat extractors on it. Looks really good. This one comes with Pirelli Scorpion 26550 R20 tires, and you get the 20-inch granite crystal or black, whatever Dodge calls this, black noise or something, paint on those wheels. They look really good. Pirelli's on here, Scorpion Verdez, and kind of a highway tread pattern to them. Let's take a look at that frostbite pearl. It does have just a little bit of metal flake to it, and once it focuses here, you can see all the different colors in there. Some purples, obviously blues, light blues, dark blues, it's got a nice sparkle to it. Really good looking color. You get the blacked out headlight or mirror caps on there, and I believe this is a black top addition as well.  That's why you get those 20-inch black noise wheels as well as the gloss black mirror caps. This one does have a receiver hitch on it. You also have chrome tipped exhaust.  You get a four pin, seven pin wiring on there as well as the receiver hitch of course, and then this one has the power lift gate. Do note you get the blacked out Durango and GT logos on the back here as well. Back here you get a nice storage area underneath here. That's where your jack tools are. That is a subwoofer, and then these seats fold down and see how nice and flat they go. I can't wait to show you this interior because these seats are just really, really good looking. And then to get this gate down and just press that button, it'll beep at you three times and then begin its descent. This one does have the capitalist fuel fill, and I want to show you the back seats first. You get the second row bench in this particular one, and you can see it's a really light gray, and it does have the red stitching. Then you get the black leather on the outer portion of the seat. These second row seats are heated. You get factory floor mats, two USBs, and a 115 volt 400 watt plug-in, as well as your rear air vents. So these seats fold down like so, and then they go up like that. Third row seat trimmed out the same way. Let me know what you think of these seats guys. This thing's really good looking. You've got to make sure that it's down all the way, and then you do get rear air controls back here as well. You get the dark chrome around the door handles, child safety locks on the back doors, and look at these seats up front. Boy, they look good. You get the red Rambai logo there, the red stitching throughout, power driver seat with lumbar auto headlamps, power tilt, telescopic steering wheel. We're going to check out that original window sticker too in just a second. It's also linked in the description below. Memory driver seat, power windows locks, mirrors, you get this kind of almost carbon fiber looking trim on the door. This one comes with these 7-inch LCD display. You get the Durango animation at the beginning, digital speedometer of course, and you can change those corners. Right there's your compass. You can change it to miles per gallon, whatever you want to change it to. This one does come with a flat bottom steering wheel, Bluetooth information center controls on the left, cruise controls. This one does have adaptive cruise controls on it as well, audio controls on the back as well as the paddle shifters. This one comes with the Uconnect 5, 10.1-inch touchscreen radio. This one does have AM, FM, and Sirius XM capabilities as well as Augs, USB, Alexa, and Bluetooth hookups.  This one does have the factory navigation system. The Uconnect 5 system is supposed to be five times faster than the old Uconnect 4 system, and there is Highway 41, so that is working nicely, and then you get all your different apps on here. I'm not going to go through everything, but just give you kind of a quick rundown. Basically, these are just links to different parts of the radio. Has Android Auto, Apple CarPlay, vehicle controls. You can check out your backup cam, which is working nicely. It gives you a full screen view on that, and then you get all those right there. Down here, you're more tactile, volume-tuned, and climate controls, including your heated and cooled seat and steering wheel buttons. Start-stop capabilities, Sport Mode, Eco Mode, Stability Control, Parking Sensors, Lane Departure Warning. Here is your factory brake controller push-button start. I thought I found it interesting I could not find this on the Windows sticker. I don't know where that was added. But it's in the vehicle, so two USBs, two USB-C's, and an AUX jack, and this one does have the wireless cell phone charge pad right there. Just put your phone on there, and it should start charging it. 8-speed automatic transmission, you get the keyless entry with remote start and power raise. Okay. All right, let's go check out those LED headlamps, and then we'll take a look at the original Windows sticker here, and do a final walk-around with all the lights on, so that you can see how good they look. You'll only know when you're following a Durango, very, very distinct tail lamps on there with the LED racetrack lighting. I would personally like to thank you for checking out the video today, and hopefully from this HD video you got a really good idea of the overall look, styling, and of course options on this particular Durango. Those LED headlamps look really good. And once again, if you liked the video, click the subscribe button. Get updated on the videos I do each and every day. Here's the original Windows sticker. Remember, this is going to be linked in the description below, so I'm not going to spend a ton of time on it. Basically, 2024 GT Durango Blacktop All-Wheel Drive and Frostbite Pearl Coat is the paint Black Vitra Gray Interior. So if you want this interior, that's what you got to order. Leather trim bucket seats, three-six-penna-star 8-speed automatic transmission. Everything on your left there is your standard equipment. Frostbite Pearl Coat is the first optional equipment, which is a $395 option. And then the GT package is the 2BH Premium Package, which is $8,000, eight-power eight-way driver seat with memory, and passenger seat, front and rear park sensors, the leather trim bucket seats, 180 amp alternator, advance brake assist, ventilated front seats, sun visor with illuminated vanity mirrors, automatic dimming exterior driver mirror, multi-function fold-away mirrors, power sunroof, premium instrument panel, oh, I didn't even, I'm sorry, I didn't even show that. It does have the sunroof, it also has homelink buttons and map lights up there. So power sunroof, premium instrument panel, rain-sensitive windshield wipers, 115-volt auxiliary power outlet, GPS navigation heated second row seats, power driver, passenger, four-way lumbar adjust lane departure warning, exterior mirrors with supplemental signals, exterior mirrors with memory for radio, driver seat and exterior mirrors, automatic high beam head lamp control, LED, AUG's low beam and turn signals, security alarm, full speed collision warning plus, black roof rails, integrated roof rail crossbars, adaptive cruise control, heavy duty engine cooling and the nine alpine amplified speakers with subwoofer. So yeah, like I said, I could not find the brake controller on here, nor the tow package, so I wonder if the GT just comes standard with that and they don't tell you, but interesting. Blacktalk package is $1,995, GT gloss black badging, the performance hood, the gloss black badges and then the black noise, 20-inch aluminum wheels and the performance all season tires. Total MSRP on this one is 58-155 if you want to get your summit price with all the rebates and incentives on this particular Durango in the upper right hand part of the screen is a link to this vehicle, also linked in the description below to get all the pricing and rebates and availability on this Durango 3-year 36 bumper to bumper, 5-year 60 powertrain, 25 highway, 18 city, 21 average, 4 and 7 for the fuel economy and small granites and then 5 and 4 stars pretty much up and down the board except for a rollover on this one, so very safe vehicle here. And once again, I would personally like to thank you for checking out the video today. Thank you so much and to see more pictures of this Durango or one of our other 550 new news cars, trucks, SUVs, minivans, Wranglers, you name it, we got to go to the website right there, summitauto.com. Full pictures and descriptions of every single vehicle all at summitauto.com and if you want to check out more HD videos you can go to youtube.com slash summitauto. Click the bell notifications, get updates on the videos I do each and every day as well as having access to one of the largest catalogs of vehicle walk-arounds on YouTube and stay current on our ever-changing and vast inventory of new and used vehicles here at Summit Auto. In fact, in a second, you will see a link to subscribe to my YouTube channel on the upper left, a link to all the Durango videos I've ever done in the upper right link to this vehicle on our website in the lower left and a link to one of our latest YouTube videos in the lower right. Click those, check us out and we are super excited to help you with this brand new 2024 Dodge Durango GT all-wheel drive with the premium package and blacktop package and frostbite pro-coat. Thank you so much for checking out the video. Remember to like, subscribe, and share on the YouTube channel. I really appreciate it. Thanks again. Have a great day.