Armor, giant tanks, massive self-propelled artillery, personnel carriers, steel-skinned juggernauts, awesome in their power, irresistible in their onslaught. Masses of armor composing one of the U.S. Army's finest fighting units, the Third Armored Division. The Third Armored Division was activated in April 1941. After three years of intensive training, it was committed to battle late in June 1944. It swiftly proved to be one of the most aggressive fighting units ever fielded by the United States Army. The Third gained its first battle experience in the Great Normandy Breakout at Saint-Lô. Then it plunged south in a long, slashing drive to liberate Marigny, Mortain. Then swung to Mayenne. At Bromenthal, it linked up with British armor to close the falle's Argentine gap. This smashing advance helped to destroy the elite German Seventh Army. By passing Paris, the division hurdled the Seine River, then raced across northern France to Moll, Belgium. Constantly in the forefront of the advance, the Third Armored was now given the nickname of the Speerhead Division. At Moll, the men of the Third Armored scored a major victory. Together with the First Infantry Division, they neutralized 30,000 German troops who were attempting a mass retreat to the Siegfried Line. 10,000 alone were taken prisoner. Moving on, the Speerhead Division swept through Belgium in one week. On September 12th, it roared across the German border into the town of Rittgen, the first American troops to enter Germany. The next morning, tanks and infantrymen moved up to assault the first barriers of the haunted Siegfried Line. Combat engineers did heroic work in blowing holes in the dragon's teeth fortification. Tank dozers followed to widen the many preaches in the Siegfried Line and smoothed the way for following armor. The German defenders fought back stubbornly, but American artillery went into action to back up the breakthrough. Tanks added their fires to smash the Nazi defenses. The formidable Siegfried Line was now an open portal to Germany, and U.S. forces came swarming through. The Third Armored was withdrawn for a much needed rep. A month later, the Speerhead Division was rolling again. Its armor flooded the countryside as it pushed deeper into Germany to the Ruhr River. Desperately, the Germans gambled their last reserves in a massive counter-attack that was to become famous as the Battle of the Bowl. The battle-wise Third Armored Division was swiftly redeployed to help contain the Nazi onslaught, and contain it they did, fighting in bitter cold ice and snow. Then the men of the Third Armored counter-punched. By the end of January 1945, the bulge was wiped out. Another brief rest, and the Speerhead Division jumped off again. This time to smash and pound its way to the historic city of Cologne, famous for its ancient cathedral. Machine gun and tank fire rained in the streets. The effect on the Nazi defenders was devastating. Behind the tanks moved the indomitable foot soldiers, rooting out the last of the resisting Germans. It was a stunning victory, but there was more to come. On March 25th, the division launched its final drive of the war across central Germany, taking one town after another. Thousands of Allied prisoners like these Russians were liberated as the prison camps were overrun. Soldiers of the collapsing German army were scooped up by the tens of thousands. The division swung north to Paderborn on March 29th, then swept on to the Elbe River. Only one sad event marked the triumph in advance, the death in action of its famed fighting commander, General Maurice Rose. On swept the tanks like a great storm. It truly seemed as though nothing could stop the Speerhead Division from reaching Berlin. But when it arrived at the town of Dessau on the Elbe River, it was ordered to halt and clean up pockets of resistance that had been left behind. Not long afterward, the war in Europe ended an unconditional surrender by the Germans. After a brief tour of occupation duty, the division was deactivated. It seemingly passed into history. But not for long. In 1947, it was reactivated as a training division. True to its tradition, it did a tremendous job training one-fourth of all the enlisted men who entered the army. But destiny was to call the Third Armored Division back to Europe. Reorganized as a tactical unit in 1955, it returned to Germany in 1956. It has been there ever since, engaged in an endless series of training exercises to keep it a hard-hitting combat-ready force worthy of its spectacular record in World War II. As part of NATO, the Third Armored must be ready to react with tremendous speed and power to protect the Fulda Gap. This is open-rolling country on the West German border that has been an historic route of invasion by aggressors from the East. The ability to react swiftly is kept sharp by means of practice alerts called without warning the year around. The tanks require only a few last-minute chores to make them fully operational. Artillery crews also make a quick check of their weapons before leaving. All Division 2 artillery is self-propelled. The artillerymen who plot the fire missions move out in their own vehicle, known as an M577A1. It will serve as a mobile fire direction center in the field. All infantrymen are mechanized in the modern U.S. Armored Division. They move to the battlefield in M113 armored personnel carriers, each of which holds a mechanized infantry squad. The time of departure of each unit is noted. The alert strives to simulate the urgency of combat. When the huge mass of armor reaches civilian territory, it must deal with the fact that it is operating under peacetime conditions in a foreign country. Thus disruption and delay of local traffic must be kept to a minimum. German police cooperate with the Third Armors MPs to speed the convoy. The spearhead men know they are on display. The good road discipline, precision, and smartness of movement are factors in good community relations. Out in the countryside, soldiers and farmers exchange looks of mutual curiosity. West Germany, although highly industrialized, still has thousands of small farms. Onrolls the convoy, heading for its pre-planned position. All vehicles deploy off the road as the alert nears its climax. The armor moves into positions where it can either take up defensive positions, or if called on, launch a counterattack. Every vehicle takes advantage of natural cover and concealment. The infantry ready for battle in their armored personnel carriers move to vantage points. Each unit is now on station, poised for action. The highly efficient performance of the armored soldiers during an alert is a testimonial to their intensive training the year around. Every tankman in the division's six tank battalions, each driver, gunner, loader, and tank commander, is exhaustively drilled in his individual job as a member of the crew. Maximum performance is the objective, whether a tank is operating on its own or together with other tanks. The infantryman's training is just as rigorous. He learns how to fight as a rifleman or as a member of a mechanized squad. Then, together with a tank crew, in the infantry tank team, other infantrymen learn the skills of armored reconnaissance to move boldly to seek out the enemy, to destroy his outposts, to carry him with fast-moving, hit-and-run stripes. Heavy weapon support must be right behind the attack. This would coil as rifle crew moves swiftly to put its Jeep-mounted 106 into firing position. The same rule of close-fire support is drilled into machine gunners. It is the credo of artillerymen who practice firing at long range via hip shoots. These are sudden orders to deploy their massive pieces off the road and set up firing positions at great speed. The combat readiness of the fighting units is tested and graded annually. For tankmen, these tests take place at Graffenbohr, Germany's largest maneuver training area. Each tank crew must be tested in the TCQC Tank Crew Qualification Course. Demulated combat situations test the tank commander's leadership, the swiftness of the crew's response, and the accuracy of its tank fire. Armored infantrymen go through a similar exacting test in a mechanized infantry squad proficiency course, known as Miss Pig for short. The squad is engaged in a variety of situations, which often call for the men to dismount and attack on foot. Here, too, the criteria for a good rating are teamwork and leadership. Similar checks are run on the dexterity and accuracy of the heavy mortar teams. The crews who man the artillery also face their annual moment of truth. The forward observer bears a heavy responsibility. His skill and judgment are vital to the success of the fire mission. The fire direction center plots the fire mission and relays it to the battery. The training routine is just as intensive for division support troops. They get used to operating in the field. Combat engineers put a scissors bridge into place. Signalmen work in mobile repair van. Maintenance mechanics change an engine far from home base. The effectiveness of individual and crew training is repeatedly checked out in rugged field exercises. Officers get precious tactical experience in maneuvering units from platoon to brigade sides. Every man in the field learns that teamwork is vital to success in battle. Armor and infantry depend on one another for mutual protection and support. And both receive assistance from the air cavalry troop when a tactical situation calls for it. All rely for fire support on the 4.2 mortar crews. Plus the big weapons of division artillery, Powitzers, and Honest John Rockets. Renewers give support troops intensive practical exercise in assisting the attack forces. In this instance, combat engineers overcome an obstacle to armored mobility. Two or more amphibious bridge units are launched into the water. Locked together to form a huge barge which is strong, stable, and self-propelled. This mobile amphibious bridge is capable of ferrying the heaviest equipment across deep, rough waters. Maneuvers help to season the medics who become adept at swift treatment of battlefield casualties. Signalmen develop expertise in installing communications facilities wherever and whenever they are needed. The problems of logistical support, always a critical factor in battle, are worked out. The supply and transportation battalion has the job, one of its many responsibilities, of making sure that adequate fuel is available no matter how far flung the operations are. Maintenancemen become used to being Johnny on the spot for a variety of needs. To recover a vehicle, to repair a piece of equipment, or to replace it. In truth, no support function is more vital to the 3rd Armored Division than that of its maintenance battalion. Without its skilled and dedicated mechanics and technicians, thousands of spearhead, wheeled and tracked vehicles would be immobilized. These men are versed in every repair technique, from welding to sewing. They can fix anything in a vehicle, its engine, generator, or ignition. There are many other types of equipment they may be called on to repair. Some extremely complex, like this ballistics computer, anything electrical or electronic, radios, teletype writers, radar, all battlefield items ranging from armaments, to searchlights. There are also facilities for maintaining division aviation, fixed wing planes, and the helicopters used by division headquarters or the air cavalry troop. The maintenance battalion workload is made heavier by the need to control the acquisition and movement of spare parts. There are over 9,000 items in active use, stocked in four warehouses. Automatic data processing techniques are used extensively to monitor the supply flow, fill requisitions, and keep stock inventories up to required levels. The 3rd Armored Division is truly a highly automated and mechanized fighting machine. It still takes men to run it. Soldiers have their own maintenance problems, emotional, psychological, and financial. They get help from staff agencies such as the chaplain's office, the judge advocate, the inspector general, and finance. In addition, command personnel of all ranks are encouraged to carry out a morale policy known as the open door. Now, with this open door policy, any individual in the battalion, regardless of his rank or his job, can come and see me, as you know, any time of the day or the night. If he has some emergency problem or grievance he wants to discuss with me, he can contact me anytime and I'll talk to him. So successful has this policy been that the 3rd Armored Division has maintained a consistently high re-enlistment rate. No less important for good troop morale is an ample program of off-duty recreation and entertainment. The spearhead division sees to it that its men have an enormous variety of facilities for sports. There are also well-stocked libraries for book lovers. Soldier shutterbugs have photo labs to develop their pictures. And for the gun hobbyist, there are indoor ranges to sharpen his pistol and rifle marksmanship. Those spearhead soldiers who want to use their spare time to upgrade their education can visit the local Army Education Center. Here they may take a rich variety of courses, several of which are high school and college accredited. In this class, a soldier teacher is drilling his students in German vocabulary. Then there is the mind-broadening activity and fun of sightseeing, where Germany is one of Europe's most scenic countries. Frankfurt, where division headquarters is located, is a handsome city with many buildings of old world charm. This tower, the Eschelweimer Turm, is a relic of the ancient city wall. But Frankfurt is also a modern metropolis, whose sleek glass skyscrapers are impressive symbols of West German prosperity. In ancient Gelnhausen, another town in the Third Armored Area, the 800-year-old Marienkirche dominates the skyline. There are palaces and castles galore. This is Castle Braunfels at Kirchgirchen. Friedberg's Renaissance Palace moded against an enemy that long ago vanished into history. It is ancient towns like this with the scattered units of the Third Armored Abase that are scenes of intensive efforts by the division to foster good community relations with the Germans. And we don't mean Boy Meets Girl. That's strictly an unofficial activity. In Hochheim, the Third Armored Military Band gives out with a brass for an appreciative audience. Not bad on the oompa for a bunch of yanks. The native music makers are not to be outdone. This is the Trakt and Capella Mainz-Finten Band. Friendly rivals combine their efforts, come to blows as it were in a noisy but cheerful way. German-American relations are also strengthened in a military sense. Both West Germany and the United States belong to NATO. Fifteen battalions of the Third Armored have sister units in the German Bundeswehr. They frequently have combined maneuvers and exchange visits to learn about each other's equipment and techniques. This training cooperation includes other NATO troops. Here, Third Armored Riflemen train with British infantrymen. This, then, is the Third Armored Division on peacetime alert in Europe. Mighty spearhead in World War II. Today, mightier than ever, faster, more mobile, superbly equipped and trained. By its formidable presence in West Germany, this great fighting machine serves warning on or to any would-be aggressor. Not to break the peace of Europe and thereby threaten the security of the United States.


Trump does not rule out Putin's involvement in Navalny's death. Donald Trump, one of the main contenders for US President, has suggested that Russian President Vladimir Putin might have played a role in the death of opposition leader Alexei Navalny, according to Politico. Asked in an interview with Fox News whether Putin was responsible for Navalny's death, Trump said, I don't know, but perhaps I mean possibly. I could say probably I don't know. He's a young man. So, statistically, he'd be alive for a long time. So, something happened that was unusual, Trump added. In the same interview, the former US President and lightly Republican presidential candidate evaded the question of whether he would continue to provide weapons to Ukraine or allow Putin to occupy part or all of Ukraine if elected president again. I hope it doesn't come to that, Trump said, reiterating that the war never would have happened if he had been president. After Navalny died last month, Trump's first comments compared the jailed opposition leader's experience to his own legal situation, calling a civil suit against him a form of Navalny. These comments were thoroughly criticized by both Democrats and Republicans, with former Speaker Nancy Pelosi calling him beneath the dignity of a human being. You wonder, what does Putin have on Donald Trump that he always has to be beholden to him? His buddy in vileness? Pelosi said, it is so horrible, you think? No, somebody must have made this up. Not even Donald Trump could go this far, she continued. This statement should disqualify him from running for anything, much less president of the United States. Earlier, EU foreign ministers agreed on sanctions against Russia in connection with the death of opposition leader Alexei Navalny. In February, eight EU member states wrote to Josep Borrell calling for Russian prosecutors, judges and prison officials to be sanctioned over Navalny's death. On the 23rd of February, the US Department of State announced sanctions against three Russians who were involved in Navalny's torture. NATO troops are already in Ukraine for arms control. NATO troops are already in Ukraine for arms control, intelligence operations and training, according to El País. The agency has interviewed many military sources from Ukraine and the EU over more than two years of war, and they all agree that no NATO army has taken part in ground combat. But they also agree that they have informants on the ground who provide information about the situation on the front line, determine the effectiveness of the weapons being supplied and possible problems in their use and identify possible cases of corruption in the delivery of aid. Some of these official informants are retired foreign military personnel who volunteer to fight in the Ukrainian armed forces. At least two sources, one American and one Ukrainian, claim that Washington is particularly active in monitoring their assistance, organizing missions between its embassy and the Ukrainian authorities, as well as visiting them outside official channels. The alliance's military is not directly involved in combat operations in Ukraine, the paper asserted. It also mentioned Polish Foreign Minister Radislav Sikorski, who told a conference in Warsaw that NATO soldiers are already present in Ukraine, but as compared to other politicians, he would not specify the countries that they had come from. The Polish Foreign Minister statement, as the paper said, could be seen as criticism of German Chancellor Olaf Scholz, who said in late February that British and French forces were present in Ukraine. Retired foreign servicemen fighting on Ukraine's side allegedly on a voluntary basis are among unofficial informants. Besides, two sources told the paper that Washington was controlling its aid especially actively. French President Emmanuel Macron said after a French meeting on February 26 that representatives of about 20 western states had discussed further support to Kiev in the conflict with Moscow and raised the issue of potentially sending troops to Ukraine. He said that participants in the discussion had reached no consensus on this issue, but this scenario could not be ruled out in the future. Later Macron explained that not ruling something out does not mean doing it. As Russian President Vladimir Putin stressed, Russia is aware of the presence of NATO forces in Ukraine, where they are perishing in large numbers. Images of Chechen volunteers entering the Belgrade region of Russia together with the Free Russian Legion, the Russian Volunteer Corps and the Siberian Battalion have been released from the Gorkovsky Settlement of the region. Chechen fighters ironically say that they came to participate in the presidential elections held in Russia, but they could not find a polling station for it. The fighters said that the settlement was completely deserted, abandoned by residents and Russian soldiers, and that the traitorous Chechens fighting in the Russian army did not resist them either. It should be noted that the Legion of Free Russia announced that on March 17, together with Chechen volunteers, they had taken full control of the residential area and released footage from the area.


Good afternoon everyone 12 o'clock on the dot and I'm going to go ahead and get started I always like to leave time for questions and I just saw the last session and they were like I had to scoot them out So um, I don't want to lose any time But I wanted to welcome you and I'm always so shocked when I have a session that's kind of squishy And it's like not technical and that people show up. So thank you for coming so this session is why building awesome culture is Essential and not just a nice to have and my screen Keeps going on on me So Who I am I'm Nicole end and a little bit about myself. I work for phase two and If you see my title it says chief of staff and I just actually got that title and people have been asking me What it means and it actually has some relevant relevance to this session and that my prior title was EDP of client services and my main part of the job was we handled all of our I handled all of the delivery services Which included the project managers developers product people strategists it was basically putting our product out to market and Managing that entire piece of the operation What we found is that to make that even more Amazing is that I needed to take on some responsibilities around our people. So right now I now have our human resource department that's reporting in to me and that will start to make sense on why this title now Chief of staff and this how we're labeling it is now a combination of our delivery services and our people services so the intention of this session is I wanted to provide insight and awareness into why Why culture is so relevant to this topic of Drupal nowadays and that when I Actually started thinking about submitting a session. I said there's not actually anything. I really want to talk about and The only thing that was really foremost on my mind is a lot of what we're seeing in our business and you know phase two is a hundred and twenty person agency We've been in business for about 16 years. Thank you 16 years And so we've done a lot of stuff and so the last few years I've been seeing a lot of things around Drupal that I actually wanted to get out there and share I wanted to provide something around for perspective change so that I think a lot of people go into looking at technology one way and I want to provide another perspective for that and that Understand and recognize culture as it relates to strategy or things like strategy and skills development and the last is inspire You towards making a positive cultural change and again the context of this is that I see Something happening in the Drupal community and I think culture is as something that could really Provide some insights for us so I'm calling this the age of disruption and it's like it's like my little catchy term and that I think for all of us who work in the field of technology know that we're constantly being bombarded with new Technologies, we also see this probably some could argue in politics and and you know many other areas in our life In my experience as I said in the last three years. I've seen a lot happening with Drupal specifically and that I'm hearing it from my teams. I'm hearing it from our clients and most importantly and I'll just share freely we saw it in our bottom line as a company as well and I was like what was that about and and We're often finding that our buyers Don't really care as much about the things that we thought that they cared about and and I and there was also some Conversation by trees about the marketing buyer So I will cover that later in my presentation But again that we're in a disruptive state and I wanted to talk about that and that there's this great book That actually made me think of this and I read it years ago and it's called the dilemma the innovators dilemma Has anybody ever read that book? yes, all right, so you know what I'm talking about and this was written by Clayton Christiansen who is a Harvard Business School professor and He's he talks about this problem that I'm going to describe as a simple kitchen problem that I had So I had some light sockets above my kitchen counter that had went out and there was like three of them Like I had other sockets that were working in the kitchen. I had three of them so I called an electrician in and he quoted me $1,800 and He basically, you know sold me on how great he would do this how up to standard that they have the best practices Like the best life I would have the best light sockets ever and I thought to myself, you know, I Don't really value my light sockets for $1,800. I Don't that I I actually could plug some other things into some other sockets and work around that So I actually went out and found another contractor another electrician Who was doing some freelance work on the weekend and who came in and fixed my like light sockets for 300 bucks? That is the innovator's dilemma or one of them and that right now Truth be told that is what is happening to Drupal They were having some of that commoditization Happened to our beloved technology and so, you know, we've historically tried to tackle this problem And there's lots of sessions here packed rooms about skills development doing it better Strategy all of those things But at the end of the day, I believe that those things lead to Exhaustion and burnout and that people will ultimately abandon Drupal anyway because of it. It's hard to keep up with So I start with this slide because I went back to some of my academic roots before I did tech I worked for New York University for like 10 years. I was in the field of education. I was a psych undergrad So I was like, let me go back to my roots and like study this problem that we're having and the first thing I stumbled on was this quote. It is not the strongest of the species that survives Nor the most intelligent. It is the one that is most adaptable to change So that's where I started adaptability and the disruption is the new normal for us and because it's the new normal How do we get our people to live with the fact that the sand is always shifting with under their feet? We can't do that alone You know sitting behind our laptops, you know Just pounding away at learning new skills is not necessarily cutting it and I'm you know Hopefully I'll get some feedback and questions later on what about what people are going through as they're trying to Kind of work through what's happening but This is one of the biggest things that I landed on first was adaptability The other thing is is that I learned you know in my psych is that people don't like to change and that when we don't change What happens is that we don't innovate We start to hate our jobs We are not engaged. We start looking for other jobs If you're owner owner of a company or you're an employer your people start leaving because they're not engaged You know that our brands may take a hit And as we know our clients may actually even choose other technologies because of this and Then it may be and for an individual it may be becoming harder and harder for you to find a job That is your dream job or that you're getting paid the value that you think that you're like your worth These are all the things that we're starting to see kind of creep into our community and that again We don't like change And then another thing is is that we don't trust change and that we unconsciously believe that longevity equals goodness and that I Was doing all of this research to get ready for this presentation and one of the things is that I read this study that basically people Like things that have been around for a long time There's this 2010 study and I have like lots of notes on where to find it but the one that they quoted that was really interesting to me is that When they were checking with students when someone when they University listed that the course has been around for ten years or more people were more likely to sign up for it and So we get really comfortable We've gotten very very comfortable and think that we're always going to be around and that that's just not the case And then and then on top of it things may have been good or they you know for us At least at phase two we started to see signs of it because we have a lot of clients for some of us We might not quite know what's going on and not know that we have some natural resistant to want to change and Then also it's a little bit of an unconscious bias We don't even know that we unconsciously don't want to change and so we're resistant and we don't even know what that we're resistant So what do we need to do to survive? In this age of disruption So how can we change the organization when people inside it are naturally resistant to change? How do we do that and that's what a lot of the sessions about and that? The big word is culture I'm betting my stuff on culture and that I it it doesn't mean that all the other things like strategy skills development Are not important, but culture is the thing that we operate in and then I love this quote and it was said and it was by Peter Drucker and It's culture each strategy for breakfast and then I just I put a couple Statements on here is that we went when we commit to restructuring or constructing a culture that builds and supports this type of person And the type of person it's the person that is going to adapt and be flexible and try new things We need a culture that supports that and Strategy and skills as I said cannot do it alone Strategy drives focus and direction while culture is the emotional organic Habitat in which the company strategy lives or dies Strategy is about intent and ingenuity and culture determines and measures desire engagement and execution Strategy lays down the rules for playing the game and culture fuels the spirit for how the game will be played That's a big that's a lot of big stuff And so I would ask how many of you are spending your time in the world of strategy and skills development And not in culture and culture is like a hard thing to go at especially when we're so resistant to change and that We're not necessarily focused on trusting that as a technical community as a technical community We think that writing really really great code or whatever it is is going to be the big win And that what we're finding is is that it's not going to get you the gold star. It's not going to always get you the big client It's not going to always get you the best-paying job. It's just not and then I love this I just took this off the internet and that at the very bottom it says culture and I like the the Biology version it's a verb and culture maintains. It says tissue bacteria Cells and it's in conditions suitable for growth if you actually just put people In the middle of that statement culture is technically the Petri dish for which we Provide our people for that to kind of cultivate that growth that type of person that we're trying to Cultivate the word cultivate For this change Another way of looking at culture is how we show up together and that it's you know culture And I choose the word show up. It's because culture does not or showing up does not exist in isolation I've been doing all this reading also on metaphysics and one of the things I find is that nothing exists in isolation nothing And if that's true, we are always in relationship to one another and So the creation of great culture has a lot to do with the way that we are relating to one another in an organization It is that Petri dish So keep that in mind and when you work in an organization and within a specific context and everyone is a relationship to each other That same relationship translates into what is happening with your clients because you're then in relationship with your clients That same relationship translates into what happens with your co-workers on your teams that same set of relationships on how we're showing up Translate to how you're relating to your boss so it's like Kind of one big mass of stuff. So how do we move that? That's like that's why a lot of us don't want to work on this because it's like really hard to like ponder how to create a positive culture of growth for people to really step into so One of the things That I put on here is how do you show up or better said support a culture that helps us thrive and What really works and this is for us as individuals because the other thing is about creating positive culture This is not just the organizations that you live and work in Pouring culture into you you actually have to show up as an individual To pour back into the culture and the people as well So it's a partnership and that being contributing authentic creative supportive Collaborative committed open grounded are all things that support the building of positive culture What doesn't work is being resistant rigid closed resentful Entitled I deserve this arrogant ambivalent distrusting and I will ask all of you as well How many of you work in environments or with people who display a number of those traits or show-ups? So you can imagine People are raising their hands so you can imagine why it is so hard to create this type of culture and I have this like really great example and when I started getting into this years ago when I joined my first startup when I left NYU and Left the comfort of academia and decided to do like straight tech I went to work for a startup in New York City and I was managing an IT department and one of our jobs is we were supposed to We had all these servers located in Boston and we had 18 sites being hosted on those servers. They were highly public Brands that people you know knew so they couldn't go down and it was like in the first midst of the crashing of The internet like 2,000 bubble and so they wanted us to move all of our servers from Boston into a New York City Location Colo facility that was less expensive So I was told I had three months to do it I had to take my team get it done and I had to do it with very little money and I'm like hmm I'm always up for the big challenge. I love to like be the superhero. So there we went I was like a general I mean kicking butt we got those servers. We moved them. We got it all we no sites went down It was like spectacular. It was glorious and I'm like waiting for my big pad on the back and my boss said to be yeah It was great It was great. Got it done. Thank you got it done, but I'm still giving you a C plus He gave me a C plus.  He said you have caused such Disruption in this organization by your behavior and your tactics. I Basically disrupted the Petri dish Even though I got the job done So that was like I so when I reflect back on that moment and I think about how I was showing up I disrupted culture and that's like a really big deal when it becomes it's it's It's a really big deal when you're trying to do big things and so although I got that one project done The organization that I was working for at the time was not as successful as It wanted to be so yeah, I got some servers moved got some stuff done, but the organization was not successful and That's where I had my first lesson in culture and so and that the other thing I would say about this list is that these are also a long list of values That you hold and so organizations as you're trying to foster culture You want to develop a value system that you want people to step into that's why values are so critical and mission and vision And again, a lot of us don't like to page into that. I remember we were working on our vision statement And that it was like a relentless Assault on me trying to get the the words of the vision statement Exactly right because I was like that is the thing that our values will stem from and this is what our people Will be stepping into and I know we don't like to discuss it But it's so critically important that people get this because it does relate to their day-to-day world And how they show up if your people are showing up to work not living their values You know that you're corrupting your culture so Lots of big stuff to do. So how do we do it the playbook on building awesome culture? And this is the best I can do to get it out there and hopefully I can answer some questions But this is my framework as I thought about the work that I've been doing at phase two and And maybe the over the course of my career I tried to kind of encapsulate it into kind of like six things that these are the to-dos So the first is to listen And and it's not just listening like simple listening like I'm listening to you It's listening to your customers, and I mean customers in the broadest sets. We all have Customers we all have them and your customers could be Another department your customers could be your boss your customers You know if your project manager your customers could be your developers Or it could be in the classical sense that your if you're your business and your customers could be actual like real clients And so it's like really listening to what they're saying to you And that's hard That is really hard and it's and you know, this is not a Workshop on listening skills, and I would recommend anybody if they feel that they have any listening issues to definitely do I call it generous listening or There's a bunch of stuff I even have something that I call create listening how do you create listening with people but listening is very very big You've got to hear what people are telling you and what they are saying so that you can be in lockstep and Connected in the Petri dish because if you are not listening There is probably chaos in the peak redish the Petri dish And this goes before both individuals and for organizations The next is fostering trust and this is huge and again, it's another one of those squishy terms How do you foster trust? ouch, how do you do that and And that you know, you know, we've struggled with that conversation on how you actually really develop it and it and again It's creating a conversation With individuals and people and some of them are like being your word some of them are being authentic some of it's being honest Again all the soft-skill stuff that people don't like to talk about or do because it's hard but you've got to have a trusting organization and then a part of that also is creating space and It could be just you as an individual creating space for the people around you to take risk and They fail and you not criticize them. That's hard So creating trust and the other thing is is that under risk-taking you have to give permission to people for people to do that Is you have to tell them actually very Straightforwardly that it is okay to make a mistake or it is okay to fail Because you took a risk that you tried How crushing is it to an organizational culture that where people are actually trying to take a risk?  Not very far So this is the second big thing About creating awesome culture is trust The third is cultivating leadership and leadership is you know when I talked about values and vision Even though it's not a big part of this presentation leaders are the folks and it's not managers There's a there's a distinction between me leaders are the people who take your vision and your values and Spread it across your organization. They are the cultural ambassadors They are the folks who are creating space Cultural space for everyone else to step into so if you're an organization that wants to create trust and Foster innovation you need leadership to actually create that Because it's not a checklist. It's not a task list It's a leadership question and leaders create context for people to step into and And that again most leadership programs and organizations I will actually most organizations don't even have a leadership program that I've come across But if you have a leadership program It's like what are they up to are they creating an environment and a culture for people to actually do the things that need To be done to make a trusting creative Amazing place for people to work so you can really innovate That is leadership and the other thing about leaders and fostering great leaders Is that they're the people who are also going to help your organization scale because remember strategy? culture each strategy for breakfast that statement is It's to scale to scale what you're doing you need that that context for people to step into because remember If we're in an age of disruption and people are becoming exhausted They need to get reinspired We need to make it look shiny and new again. We need to make it exciting And that that's really leadership that comes in and helps and does that for an organization The next one is mentorship which is related to leadership But mentorship is very specific and I think it has a lot of meaning in the technical community because there are things that you can Like go take a course for you there are things you can like You know look on the internet, but mentorship is is big especially when the skill set is Very difficult and so for a long time And I will mention his name here We had this guy named Steven Merrill who was like the the most the most of most Around dev ops and then he had very specific skills that you just don't go to a class to take and So you have to get those people mentoring The folks who don't know as much and guess what the folks who are mentoring or the people who should be mentoring They probably don't have a lot of time They may not even have a lot of interest So it is the cultural context to get them excited so that they love mentoring they love passing their knowledge on and Here's the thing sometimes you just even have to like rip it out of their like cold hands and Force them you have to give them the time and the in the space to actually do the real mentoring It is critical critical critical to your organization that there's real mentoring in the organization And it could be formal or it can be informal, but you can actually look at the state of your organization And is it growing or scaling? Or as you as an individual are you growing in scaling? Do you have a mentor? Do you have someone kind of walking you through the path and And the other thing is is that this is also really big for diversity issues I mean people of color and women walk into organizations and often don't have anybody to grab at To teach them to show them the way So mentorship is critical and and so I put that on there because I think sometimes people Overlook it the next on the list is professional development Again, I'll speak about our own organization is that because we banged our head against strategy Like everybody else for a long time and skills development thinking that the answer to our growth problem was a strategy problem, and it's not not only Professional development is huge for us and We've taken a look at it again, and we've read it. We've re Reenvisioned it and so this year our professional development program is being outlined in like three areas So we have a tier one which is tier one is basically everything That everyone in the company needs to know or everyone in the organization needs to know and it could be anything from Value and vision down to how do you log a JIRA ticket if everyone in your organization needs to know How to log a JIRA ticket that everyone in the organization needs some kind of professional development And you need some way to make sure that everybody knows how to do that if Values are big for you because you want to create the culture That we're talking about you need to make sure everybody knows your values and That they're not to slapped up on some website or some internet for people to go dig and look at that They know how to actually really live those values, and are you actually having them show up that way? the second tier in our professional development program is more career-specific so our project managers will have a track our Strategists will have a track our developers will have a track, and they're very specific and we have Programs being developed for each of Those tracks, but then we have tracks like soft skills because soft skills play across our sales people They play across our project management staff. They play across our strategies They play across like all the people who are like kind of doing the back-and-forth with our clients So we're looking at all the things that people need to know for career specific development The other thing there is that a lot of this is now being driven by our listening Not just what people think that they want to do It's by what we hear that our market wants So if you're gonna make a huge investment in professional development You don't always have the dollars to do it. So you better make sure that it's like right on target for what people are really asking for and Then the third tier Is leadership and that's a hard one to describe How do you actually train or develop leadership and that's very complicated and I can also do a whole session on that But we have tiered our professional development at three layers and that's how we're looking at it All I'll say is is that if you're looking to make a big cultural change Professional development is critical because if in fact we are being disrupted as I started at the very beginning We need to have our people make a shift into new ways of thinking into new ways of being and to like You need to put the dollars and the time there to get your people there And and that's hard because not everybody gets that Another big part of this is how are we doing and this is for both Individuals and organizations culture must be monitored to understand the health of the engagement of the individuals in the organization it must be monitored and being monitored is hard and Feedback and surveying are the techniques that I like to use and so creating a healthy space for Feedback and you know, how many of you like to have feedback? Oh, okay. What about when it's not great? Very open group, I love it Not everyone is so calm that not everyone is so open to having feedback. That's a little rough Um, but creating an organization that creates and fosters healthy feedback is Game changer Also surveying is great because not everybody will be able to get a chance like an organization itself Like you may get feedback and for performance reviews, but how is your organization doing? How do you find out how that's doing? So we we launched this huge survey to our entire company to find out how we were doing a few months ago That was fun Because it was anonymous So if you really want to know how you're doing Ask for feedback Ed survey and even survey anonymously so that you can find out what people actually think and how you're doing and how you're As you start to kind of outline what kind of culture you want You need to you need to hear about it. It's kind of a cycle so that you can it's iterative It's like it is like software development It's an iterative building an awesome culture is iterative and you need to constantly improve upon it And last but not least in my playbook is money recognition and appreciation And I see this as largely an organizational function on building awesome culture and that um I think sometimes we forget how important it is to show appreciation Uh and recognition Even when You know, it may not be that great that the performance may not have been that great to keep people motivated And to know that they're appreciated It's like a big deal and that the last thing that I would say on this It's like, you know putting your money where your mouth is It's it's not just words that you're saying when when you pay people or bonus them or incentivize them like It's using all three of these things in a very How should I weigh a thoughtful manner To get the best out of your people And to get the best organizational culture so that people are like really in it with you and so I wanted to leave a couple of things in terms of organizational takeaways and then I just wanted to open it up for questions If you're an organization, I would ask yourself how resilient are your people and teams? Because again, if we're in disruption and that the disruption causes exhaustion and people are having to constantly It's like a hamster wheel constant hamster wheel. How do you? How resilient are your people? second question being as I said before being Being adaptable is exhausting and how do you prepare the people for this level of fatigue? Which is where the mentorship professional development Um All of that stuff comes in and there's even more Um Do you have an organizational vision that inspires your people? Are you inspired? Inspiration goes a long way When you're inspired, how long will you work? How long like it's like it's amazing when you're inspired And that it is possible to create inspirational culture for people to actually be a part of To do the big things And the last is what is your level of investment? What is level of investment is your organization willing to make in leadership and professional development? These are two areas that I find organizations fall short all the time All the time they may not even have a leadership program People may not even know the difference between leadership and management. They're like just manage But it's not really that's not leadership. And so is there really even a program and this stuff does cost time and money So it's a big deal When we start to talk about organizational or cultural change That we get some answers to those questions as an organization And the other thing is uh, there are individual takeaways and as I said before they were there are This is a partnership. It's the organization and the individuals Is as an individual to get yourself ready for this is build your own resilience by taking care of yourself I don't know how many developers That I watched over the years work themself to death I cannot say that like there were times like in our history where we had to go through our time sheets and look Who was just like Overworking like just like it was not healthy You cannot sustain that So as an individual this is a marathon. This is not a sprit So you've got to learn to take care of yourself And in this community in particular, I have seen a lot of people not take care of themselves Which has led to burnout and led them to leave Drupal because of this The second thing is get clear on the impact you want to make If you're going to join the petri dish You need to get clear about what you want to do in the petri dish In this cultural context And so when you go into an organization or whatever it is that you're doing You have to have some sense of your purpose When you don't have a sense of your purpose and it's all about the money guess how inspired you'll stay for how long What five minutes a year It doesn't last very long The third thing is everyone as I said before everyone has customers Know what they want and those customers Can be your boss. They could be your teammate. They can be your actual clients But get keenly aware of what they want it's get listening to what they're saying and sometimes getting listening means getting feedback Doing the research reading the internet seeing what people are buying seeing what skills are hot all of that Making yourself transferable and valuable wherever you go I think we get the transferable we look for the transferable, but we don't necessarily look for let make ourselves valuable And sometimes making ourselves valuable is doing things that we don't want to do or being in compromise with the organization or in compromise with your teams And then showing up being open and showing up being excited and enthusiastic But instead sometimes we're like Entitled and I'm that's beneath me and I'm resentful and like whatever So making yourself valuable often means showing up a different way than you may be showing up And that's hard to change And the other thing I would put on this last thing and it's one of my favorite books Called the four agreements nothing technical here and it says don't think don't take things personally None of this is personal nobody woke up In the morning and said i'm gonna screw you over like most it does the world doesn't generally operate the way even though some of us believe it does It just doesn't operate that way and when we don't take things personally we don't build resentments And stories to ourselves about why things are the way they are Because when we start doing that We then can't show up in our teams and our within our clients and our organizations as a positive cultural change When we're taking things so personally So with that said Wow, I did talk for that long I was going to say did you guys have any questions and I just spewed it out there? It was a lot of information and I could probably talk for hours on this stuff But I tried to encapsulate it as best as I could so at this point I would ask any questions No, thank you Nicole Okay, so I think I'm understanding it. So the best way I think to get in there and ask is always open-ended questions And and open-ended question is that you're not putting anything leading into it And and I think and then you just keep asking those and you keep asking those And then the other thing is is not putting any of your own story into it Like be genuinely interested in what they have to say and be open to what it is I mean, how many of us go into a conversation With the conversation already going on in our head And already preparing our answers and already have our position laid out So it's I would say the the best recommendation is being open and like shutting your brain off a little bit and letting people actually Like letting them in letting their thoughts in and taking it in and hearing what they really have to say And it's and it's just open-ended questions. Oh, good. Hi. I have a question. So near the end you mentioned Making yourself transferable and valuable and gave positive examples of being positively engaged But how do you prevent the negative side of it of tying in some earlier comments about Um, you know mentoring but it can tend to one way to make yourself more valuable Is to hoard your skills and not share and not be collaborative. So how do you fight that? so How do we fight the people who do that or how do we fight the desire to do it for ourself The desire to do it. Okay. Um, I would say the desire to do it for ourself is Probably one of the things that all the hoarders that I've known and I've known a lot of hoarders because I managed an IT department for a lot of years and all the hoarders that I saw were actually not ultimately very successful and that They are being disrupted quite quickly and that on our side of the business as we go in We're running up against the hoard. I'll call them the hoarder of the of the information And They're marketing departments. They are trying to dig them out Like in a real way. So I think it's a dying breed and so I would just recommend anybody who's in here hoarding And wanting to like maintain their power by holding on to information. It doesn't work long term It just doesn't So that's the first thing how you stop that in an organization Um, there's something what I find and this gets a little bit more in the squishy side of things is that when When you are showing up as I call it the best version of yourself When you are being positive and you're being authentic It's contagious It is absolutely contagious People cannot Help but want to be with that They can't help it. So they may for a while resist you, but if you just keep showing up in that like positive open authentic Innovative like I'm I'm being that person Even though you have the crazy people and the negativity like if you keep at that day after day People start to really come around and it's actually shocking How quickly they they will it's shocking But we just have such an urge that when people do that we want to like retaliate or or Get fearful or hide out or There's a lot of things that we do So I would say the the best antidote Is to show up the way that I labeled and that ultimately that stuff starts to work itself out Because you get other people want to do that because you're gonna on this journey other people are going to join you So you may start as an individual. So when I I've done leadership Training and I show this video and they call it like the lone dancer I don't know if any of you saw this video and it's a guy at a concert and he's out there dancing by himself And he's like being wild and crazy And then some people see him and then you know by the end of the video Like there's like hundreds of people dancing with him And it's it's it's kind of like a leadership concept in that if you just keep dancing the people will come Okay Anything else? And I'm literally like right on time All right. Thank you so much. I really appreciate it Okay Yes I I haven't I haven't but I will now read it I have to read it I so let me actually write it down because I I love I love I actually um Power of open question by who? Okay. I am definitely picking that up. Okay. You're welcome. Thank you


Kuna kazi mingi sana, baya inaendelea, lakini mambu ya barabara, ilikwai mesi mama. If you're spreading love, you get love. If you're spreading hatred, you get hatred. Lakini nangalia, tunawapenda sana. President Wilhelm Ruto has said his administration will fully support the creative economy. This is the reason why I was deliberate when forming government on Mata's creative economy. I did consolidate many of the art issues around the ministry of sports and art and above my mama. But I also gave him instructions that we cannot leave our children behind. That is why we are spending money from the sports and arts fund in this drama, in this festival, in this concert because they form a very integral and very important part of how we can develop this whole industry from the bottom going up. Now Wilhelm Ruto was speaking at the Kenya National Drama and Film Festival at State House in Nairobi and he said that his administration has initiated a program under the ministry of sports, arts and culture. And this is something that CES Ababuna Mwamba has been able to confirm as well during this ceremony. And so on so many occasions you have had incredible talents in schools and colleges which end right there. You explained to me that we have cracked that puzzle between ministry of education and ministry of youth affairs, arts and sports. We have broken the silos and joined the dots between these two ministries. In Maumasa Chimola Tewa, I joined my brother Ezekiel Mashal to preside over the national finalist Gala. At the same event you explained to me, we instructed our two principal secretaries, principal secretary Delio Kipsan, responsible for basic education and principal secretary Ismail Madei, responsible for the youth affairs and the arts to join those two state departments. We have also, as the ministry responsible for the arts, provided support to this process. And I'm glad to report your excellency, was there any million dollar thing? It was 268 million Kenya shalings, which we have provided your excellency to support sports. Music and this drama and film festival. And president said we would want to see the arts grow so that they can also contribute productively to our growth. Ruto said that this initiative is a flagship project that is going to revolutionize the way the government organizes sports and the arts in Kenya. I want to say that YouTube has been a partner with us when we did ask them that they allow Kenyans to register from Kenya and to monetize. It was a difficult decision but again let me say thank you very much because they have come through for us. That is why we have Djugush around. That's why we have Putita around. These are our great artists who today are monetizing their content. Pogedi sana, gentlemen. Those two young men you see there, they are making more money than my salary. Those guys who are already here in November asking to eat tisha na ruragani. Those guys are three of the entrepreneurs. So we have come to putita. Congratulations for three days. Congratulations for being the example to many of our young people and knowing that the creative space, the YouTube space is available for jobs for our young people. Let me also say that as we do this, we are opening new opportunities. Remember what I said that we invest 650 billion Kenyans every year in our education.  It is also important for us to know what is this end product going to do. And that is why we are working on all fronts. The Ministry of ICT has been tasked to work with industry. We are today distributing 22,000 computers in our tickets. We will be doing another phase. We are discussing with the Council of Governors so that we can also work with our vocational and training institutes at the county level. The chair of ICT here knows that we have agreed that every member of parliament must also work with us so that we have an ICT hub in every ward. We are rolling out 100,000 kilometers of fiber around Kenya in the next three years. It is because we want our young people to access digital jobs, number one. And we have millions of digital jobs available. Kenyans can work from Kenya, working in America, Europe, Asia and many other areas. Number two, we want to make it easier for our content creators using access to technology. And the good news again I want to tell you is that we as we roll out the fiber optic around Kenya and provide internet. We are going to have 25,000 hotspots around Kenya where internet is going to be free. About 50 by 2025, the Ministry of ICT promises me that by 2025, end of 2025 we will have 25,000 free internet hotspots in the Republic of Kenya where people can work without having to pay, you can work online, you can create your content online without having to pay and we are working together towards monetizing the whole space around creatives. Now the head of states noted that the program creates a continuum through which gifted youth secure dream careers after their studies. Now we all know the CBC is something that is supporting this drama, music and art and he said that we are lucky that we are implementing a curriculum that recognizes performing arts of course such as music, film and as learning components.


The subject must be something you truly love or truly hate. To read you heart, Institute of Photography.


The National Trust for Historic Preservation has named the Native American capital of Rassowick to their list of America's 11 Most Endangered Historic Places. Its threatened destruction by a government project has drawn the eyes of the nation. Each year, our America's 11 Most Endangered Historic Places list sheds light on important examples of our nation's heritage that are at risk of destruction or irreparable damage. The National Trust believes that Rassowick deserves protection and preservation, honoring the history and the future of the Monican people. Archaeologists have already identified 22 sites here, revealing a civilization dating back 5,000 years through 200 generations. Rassowick holds the key to understanding Virginia Native life before colonization, especially for the Monican people. This 400-year-old map drawn by John Smith as he explored Virginia shows known Monican towns, villages, and burial mounds. When Europeans arrived in Virginia in 1607, Monicans thrived along the James River from Richmond all the way to the mountains. A native man named Amarolek described Rassowick as the Monican's chiefest town to which all others paid tribute. Located at the confluence of the James and Ravana rivers, this vibrant capital included bark-covered houses, a large chief's house, workshops, religious buildings, and fields of squash, corn, and beans. Rassowick is not only a historic site, it is a burial ground to countless ancestors and a sacred place for the modern Monican Indian nation, who received federal recognition only two years ago.  Would you want your great-grandparents dug up and removed and disturbed?  You know, I don't want to go through that again. I don't know if I could, really, because it took such a toll. Now Rassowick faces destruction if Louisa and Fluvana counties build a planned water pump station and pipeline. Despite knowing about the importance of Rassowick when they chose the site, many leaders have spent years trying to push their project over the objections of the tribe and concerned citizens from across the United States. The project became even more controversial when serious irregularities came to light regarding studies conducted at Rassowick by the county's archaeologist who was then disqualified by the state. In June, over 12,000 organizations and individuals asked the U.S. Army Corps of Engineers not to approve the project at Rassowick. By contrast, one person wrote in support of the project. Numerous national tribal organizations, environmental and historic preservation groups, and archaeologists have expressed concerns about the proposed destruction of Rassowick. Preservation Virginia became aware of Rassowick in 2014. Since that time, we've advocated for this site sacred to the monacon nation. This year, in 2020, we determined that there needed to be greater awareness of threats to this sacred site. The tribe is not anti-people getting water. The tribe is not anti-development. The tribe is just anti-development at the cost of digging up their ancestors and destroying the archaeological record. Unfortunately, the tribe had been lied to about whether or not there were viable alternatives. The proponents of this project have 13 or 14 other options in which to draw water from the James. To put it in context that a lot of white people who love history can understand, Jamestown was smaller than this. This lasted many, many centuries more than Jamestown did. And yet we have been excavating Jamestown carefully for over 80 years. The plan here is to spend three months digging up the chief's ancestors, putting them, if you'll excuse me for saying this, in cardboard boxes and then putting a pump station in. We got to preserve this spot and, you know, and we believe that if we can't protect this spot, there's no place in Virginia safe. The sacred and historical site deserves proper preservation and recognition. How can you help save Rasuik? Please visit culturalheritagepartners.com slash saverasuik for easy ways to ask elected officials to move the pump station and save this national treasure.


Hi again and welcome to Ni Ki Baat. Today from KMC Hospital Mangalore and our specialist center for knee and hip surgery, myself Dr. Yogesh Kamath and our team that's Dr. Nabil here who's an orthopedic surgeon and Dr. Bishwa our rehab specialist. We are going to collectively tell you a little bit trying to bust some myths about knee pain. So as you know we have a specialist knee and hip clinic and many times a majority of our patients of course are senior citizens. When the children accompany their parents and we've advised surgery it's not uncommon that a 30-40 year old professional son or daughter would ask me, my mother has got this arthritis, am I likely to be like her when I'm 60 years old? So what I would advise strongly is yes bone shapes are genetically transmitted but if your mother or father or your grandmother has suffered from bad arthritis it doesn't mean that you are going to get arthritis. There's no doubt that arthritis or rather the prevalence of arthritis is increasing in recent times and this is more because we are definitely getting used to less activity than our yester generations did. Putting on weight would definitely increase the chances of arthritis. A lot of us are getting pains and joint pains out of stress which is no doubt a part of modern life. Having said that if you are developing knee pains it does not mean that you would have surgery at some time in future. A lot of early knee pain can definitely be traced to bad postures, bad lifestyles, bad diets. Having said that it doesn't mean that any kind of knee pain or especially pain that you get following injuries or something that is consistent despite whatever you do should be ignored. A lot of doctor colleagues too have this thing in the mind, I'm getting knee pain. I will probably be advised surgery if I go to this knee specialist surgeon. A lot of knee pain like I said can be managed without surgery but because of the fear of surgery when we avoid taking opinions and avoid taking remedial measures we can actually sometimes make arthritis worse which over time does predispose us to severe arthritis and severe arthritis might mean replacement surgery. What I want to highlight here is there are different forms of surgery which can prevent you from having bad arthritis. So, niggly pains though they can be managed by exercise certain pains can be due to early cartilage issues. We've got a lot of new treatments in place which can actually help reverse early arthritis changes. There are treatments with your own bone marrow derived stem cells. There are treatments with injections like TRP. These treatments can often be done on a daycare basis with good investigative modalities like MRI which can help us point to the specific problem. There are various small procedures which help us preserve the natural joint which we offer by means of being a comprehensive knee care specialty. These procedures if you have at the right time can help prevent major surgery. What do you think about this Dr. Nabeep? Yes, so many times we see patients who have deteriorated into worse or knee problems when many times they could be managed with their mild to moderate knee problems by very well by exercises very well by they're changing their work ergonomics or changing into a more balanced diet. So, there are more commercialization on fat diets where there is no scientifically proven evidence. There is no documented evidence that this will actually reverse knee arthritis. If patients are obese, we definitely need to cut down on their calorie intake. We definitely need to add a good amount of vegetables, a good amount of fruits into their diet, a good amount of vitamin C and ask them to get into a more healthy fat intake diet. So, many patients fail to realize their knee problems until they go into injury phase or they haven't get into any kind of arthritis. So, over my years of training period, I've come across many patients being forced into what is called as emergency knee surgeries. So, let's go on to Dr. Yogish to discuss about is knee surgery really? Yes, Dr. Naveel, that's right. It is very common that arthritis goes into flare ups. And when an arthritis is in a flare up, the patient is most troubled. Automatically, family members who are obviously feeling bad, think of an immediate solution. In our culture, it is more of a thing to act at that time rather than to plan things in advance. Now, this is something that doesn't work with planned knee surgery. Particularly, if an arthritis is in a flare up, there is a lot of inflammation within the joint. And if a joint replacement is done at that time, the patient is likely to take a lot more time to adjust to the new joint. With joint surgery, it should almost always be planned. Therefore, when one is planning the whole outcome of surgery, one can automatically make logistic and realistic expectations about the rehabilitation as well, which we surgeons when we advise should explain to the patient as well. Similarly, when patients have injuries, particularly on the sports field, they lose their confidence and there's a lot of anxiety associated. Many times, they are advised about having ligaments reconstructed in the urgent situation. That is also extremely rare unless there is a dislocation to have a ligament reconstructed early. In fact, what we should be doing in the emergency situation following an injury is rehabilitation with the right exercise. I'd love our rehab expert, Dr. Bishwa, to enlighten us on this. Yes, you can start with your exercises even after injury. Yes, you can start with your exercises even after injury, as one has to continue their day to day activities just like walking or going to toilet even after injury. So those things cannot be stopped. However, doing simple exercises could take the fear away. So it is always advisable to start with simple exercises so that the muscle doesn't get wasted. The knee doesn't get painful or stiff. It's always advisable to seek opinion from a specialist knee surgeon or a specialist physiotherapy before you start your intense exercises. The same way, even a surgery is an injury to the knee. Be it a replacement surgery or sports injury related keyhole surgery, 100% of our patients walks and does their exercises pretty much from the same day of surgery. When you are planning to go back to your sports, it is always advisable to start with milder form of exercises and avoid heavy impact exercises initially and gradually build it up once the pain reduces. Great, thank you, Dr. Bishwa. If you want to refer to our previous videos, you have actually would see Dr. Bishwa demonstrating these basic exercises which each and every one of you can do when you need pain. Those will actually even help reduce the pain and prevent further damage. Anyway, thank you so much for patient listening and we will look forward to seeing you again at the end of June, the 25th of June, where we are going to talk to you a little bit at how at our specialist knee and hip center, we have been managing planned surgeries during the COVID epidemic. We have a lot of precautionary measures in place so as to conduct your planned surgeries in a safe environment, especially because many of you are working from home and have the means to undergo these at this time. So look forward to seeing you again on the 25th of June. Bye.


this is what it looks like when you skydive with regular armor and this is what it looks like when you skydive with the glide set. You can see how fast you're moving in comparison to the other one and I'm going to be showing you exactly how to get it and get it pretty quick. Stick around to the end of the video because I'm going to be showing you the secret set bonus that this armor gives you. The first place we need to go is Mount Linaire's sky view tower. Head over there and when you get to the sky view tower open up your map, pan up to the sky and mark up this island above you.  Once you're up in the air just direct yourself a little bit northeast towards that location. Make sure you're carefully gliding and conserving energy because it is actually that sky island at the bottom over there. If you can't reach the bottom island that quick you can go to one of the top parts of it and make your way down if your stamina is happening to run low and that should be exactly one borrow stamina for you guys. Continue here and now head carefully towards that next island. You should see a little pond over there on the sky island. Once you arrive here immediately go and talk to the construct. When you talk to the construct it'll talk to you about a sky diving challenge practice session. Go ahead and start that. Immediately you'll get the start and you just dive off of this cliff. Now what you have to do is just aim so that you can go through these circles and be careful because this one is a little bit cloudy because this one's very tall so you have to pass through the clouds and just make sure to follow that dot that drops down and makes the circle. That's all you got to keep your eyes on. Don't look for the circle just follow the line and that should tell you where to go so just glide and dive. If you happen to ever mess up open up your parachute at any moment just so you can get back on course and not fall through and fail this and then the final one's always going to be dead center at the bottom. After that a shrine will be activated so go ahead and head over to the shrine just to click on it that way you can fast travel to this island at any time you want. Head back after unlocking that shrine and go ahead and talk to the construct again and this time you're actually going to be doing the challenge and it's going to cost you one zonai charge so go ahead give him that and begin the challenge and just rinse and repeat and do that one more time. Once you finish the challenge and do it under the time that was given by the construct he will go ahead and then hand you the glide mask which is one piece of your set. All right let's go to the next spot the next tower that you want to go to is going to be the one at lindzor's brow sky view tower if you want to know where that is that is exactly to the west of hyrule castle so once you're here you're going to lift off and launch off what you want to do is put your marker by this island over here that looks like a swirl and you'll notice there's another lake or pond at the bottom so i'm going to be heading right in that direction but just make your way there carefully um you can try to skydive down from the top if you feel like practicing um i don't feel like practicing because the boss going to tell me to do that so i'm just going to go ahead and drop a little bit and you can see maybe that your mobility has increased just a tiny bit because you put on the mask fly through this area don't hit any rocks don't bang into anything and when you're close to the bottom floor just like that you can go ahead and full send into that pond or lake there we go i full send it into it by the way once you're in this area you'll also notice that even in the first one there are little fairies floating around you probably want to grab these fairies when you're here and it's actually a good place to farm them so whenever you're at any of the islands that we're going to be talking about go ahead and grab these fairies because if you take a hit they'll bring you back to life anyway once you hear talk to the construct again then go ahead and just jump off follow down these lines this one's not as cloudy as the last one we went to so here we go it's pretty easy you can pretty i'm pretty sure you could just straight up dive and follow it it's not too bad here and if you're wearing the headpiece you got from the previous one it should be easier to move in this and then just drop down over here and you're done after that the construct will unlock the shrine over by you and mention of the other challenge just do the exact same thing we did in the other island this shrine is the tau ni shrine i'm really bad this tau ni shrine let me know in the comments how you pronounce these things uh go back to the construct and when you talk to the construct give it a zonai charge and when you give it the zonai charge just rinse and repeat what you just did while we're falling down this sky challenge you should probably hit that subscribe button so that link can beat janitor and get us the 500k seriously if you're watching it it's simple just just click subscribe it's that easy the construct will then hand you the glide shirt the next place that you want to go is going to be the typhlo ruin sky view tower this is literally going to be all the way at the northmost part of your map so just go over here and once you're here lift off and then open up your map and we're going to be facing down to this direction and you can see the island's kind of obvious there's an entire section with circles circles and then there is the lake down below or the pond everyone's going to say that's not a lake okay it's a body of water careful with your stamina depending on how much stamina you have in the game you can drop down a little bit or skydive closer because now you've got two pieces of the gear so you should be able to skydive a little bit better at this point as you approach this island go ahead and drop in the little water once you arrive if that's exactly where you land is this in case you're running out of stamina and then same thing rinse and repeat we're going to go ahead and talk to this construct this construct is then going to tell you to do the trial go ahead and do this trial i actually think this one might be the easiest one i think so because it's almost like you just go straight down in this one yeah this is oh there we go there we go it is actually easy just go through the green circles there and if you make a mistake like i said just open up your paraglider these rings actually rotate around so you gotta kind of watch the rotate here some go clockwise some go anti-clockwise and then the final one is dead center and splash after you're done the steward construct will open up another shrine on your map head over to that shrine this is the simo seawalk shrine talk to the steward construct again and then you're going to give them one zone of charge and do exactly what you did again once you're done with that you'll then will be able to get the glide tights which will increase your mobility by even more i mean seriously look at this we're just gonna hop off this island right now and didn't look how fast we can move so then when you're facing straight you can see the distance you're getting when you push forward that's that's what we mean by speed and when i mean skydive don't aim straight down aim at an angle pretty much is that's what you want to do now we're also going to have to upgrade it so what you're going to need for this upgrade and the great fray fountain is it's just a bunch of key swings that you can find from keys that roam around in high roll field at night usually you find them roaming around in giant groups all the time everywhere and you also are going to need our akuta eyes you can find those flying in the sky if you're too lazy to hunt our akutas you can head over to kakariko and buy them over there now when you finally get that level two upgrade the glide armor becomes extremely op because look at this i could jump from any high place fall on the ground and take zero damage congrats now you have one of the best armors for exploration in the game but do you have this check this out