Hi, everyone. My name is Mike Hergenreider, and I'm currently a product manager at Waymo. Before we begin, I want to give a quick thank you to Product School for inviting me to talk about something near and dear to my heart, which is mentorship and how to look at it effectively from a mentee and mentor perspective. Before we get started, just want to quickly level set about me and why I care about this topic so much. I have about 10 years of experience as a product manager and a stint in technical program management. I've specialized in machine learning-powered products and services across the four companies you see below, where at Microsoft, I worked on personalized ad prediction and clicks. At Google, I worked on modeling capacity for search and knowledge graph initiatives to these resources effectively at internet scale. At Apple, I was the product management lead for the Siri Knowledge Group, which had two missions. First was to answer any open-domain knowledge question on the Siri Assistant worldwide, and secondly was to provide a structured source of truth for the broader company to leverage as well. Now at Waymo, I work on strategic machine learning initiatives, as well as applying machine learning to our motion planning of where should the car go next after perceiving the world. Some of my non-professional passions include snowboarding, scuba diving, reading, and learning lots of languages, but I'm here to talk about one of my favorite professional passions today, which is mentorship. And there's really three reasons for this. The first is that I view mentorship as a high ROI skill and development tool for both parties. And I think back to my personal experience and the just broad, outsized impact that my mentors and mentees have had on my learnings overall on my career. The second is that mentorship is highly fulfilling for me as an activity. I really value growth, not just my own, but really when I see others grow based on the relationships I've had and things that I can provide help on. I just get extra fulfilled by that in particular, both for just others who are my mentees, as well as broader teams with myself as a product lead. And then third, I just really found that this topic is a lot less visible. I haven't found it be available as much. And when I really want to rewind my career and think about what's maybe one area that I would have wanted to learn more about and understand more, it would have been this one. And so that's why I want to provide a starter kit for you today to provide what I would hope to my younger self would appreciate as well. So how I'll do that is I want to go quickly into what do I define as mentorship and what are the reasons that I think others should really care and get into it. And then the second one is let's define what an effective relationship looks like from my own mental model, from the start of it to the ongoing execution of it, and then just three special scenarios at the end that maybe I've exposed to and might be useful for you as well. All right, so if you didn't want to watch the whole thing, really it comes down to these three things. Mentorship is a development tool that is based on an ongoing relationship that really accelerates the mentee's problem solving and ultimate career development for a mentor exposing them to questions, experience, and feedback. The so what of this is not just for the mentee for the high ROI of time spent, but also for mentors to build leadership and empathy skills, as well as organizations to foster more inclusive environments from the ground up. And my call to action, among many questions I'll ask of you today, is if you're not already a mentee or mentor for someone, I encourage you to seek this out and would ask, what is stopping you? So let's define who and what are mentors. And instead of using language like synonyms, or it's a coach or an advisor or a sounding board, I'd like to say more concretely, what should mentors or what do they do for me? So I look at it this sentence, in an ongoing relationship, they provide questions, personal experience, and feedback that will broaden my exposure and thinking and ultimately catalyze my learning and development. And so I think there's a couple of levels of so what here, where really you can have my thinking challenged, I can learn new ideas, I can really experiment beyond just what experience might teach me. And I also use the word catalyze here specifically beyond just accelerate because to catalyze something, there has to be something existing already. And as a mentee, I'm really responsible for my career. And so I have to be developing something myself already, where a mentor can come in and take that to the next level. And I would ask you, who plays this type of mentor role for you today and whom do you play it for? Now, who can mentor me? I would encourage you to look quite broadly. I personally have an opinion that everybody has valuable experience, no matter what level of seniority you are or where you work. And really this can happen inside the org and outside. So perhaps the most obvious ones would be your people manager. It might be your product management peers who can introduce you to more things. I've actually found my cross-functional peers are also insanely valuable mentors as well. There's also in many organizations, employee resource groups based around identity or interests, things that can really help empower people there as well. And then finally, I've also reached out and had mentor and mentee relationships with experts and people that just resonate with me outside. It can just be a, hey, I saw you present about X and I really love to learn more and we fostered a relationship in that way. Two principles I wanted to also note quickly that may be somewhat obvious, but maybe not. First is that you can and are absolutely recommended to have more than one mentor. I like to advocate for more than one for diversity of thoughts, just to make sure it's not too biased across one particular person's experience. And some of these mentors that I have, I really like to emulate what they do. Others, I have them and they provide a really great challenge for me. And really I'm only limited by the amount of time that I can commit here. We'll talk more about that later. And really you can be a mentee and a mentor at the same time. This can be for the same person where you both have just different experiences and you can share peer to peer. It can also be more of a pay it forward where I can be a mentor for someone else who can then go on to mentor someone else. And so I would leave you with these two questions as well is when you think about potential mentors, who do you want to learn from? And then on the flip side, are there people who may want to learn from you? Now, that might be very well, all good Mike, but why should I care and why should I participate? And I would have to say that it's actually surprising but maybe unsurprising that fewer people in the professional landscape have mentors than you might think. Only just over half say that they've ever had a mentor of the 3,000 American professional sample and only about four in 10 say they actively have a mentor right now. And this resonates with me just because I've in the past never really been exposed to this. But what's interesting is that most of them also find the whole mentorship, mentorship, relationship quite valuable and important. And so there's many reasons why this is valuable from my own experience and confirmed by research, confirmed by testimonials from others where really you can be proficient in your role a lot faster, be able to go farther. And really there's that forcing function that accountability function and that confident for you to always have somebody looking out for your best interests as well as make sure that you're achieving your goals in the direction that you like. All of which are associated with faster career development and satisfaction, both for the mentee, obviously but even for mentors. And I would extend that, that it's even more valuable and critical for mentors and orgs for more reasons. So for mentors, you can really sharpen your empathy where we have to listen first to really understand before we just start doling out suggestions or any sort of advice. The second one is that we really need to sharpen our leadership and critical thinking skills and mentorship really does that because it forces us to ask questions and keep digging in with limited amounts of time since we are not gonna necessarily be in that solution area ourselves. And then the third, I would argue it's not just a benefit, but even a responsibility for us as a product management team to create a broader, higher performing team. If there are others who have less experience or would like help, I think it's our responsibility to be able to help them where they need it. And for organizations, there's really two dimensions by which this is extra valuable. So mentee mentor relationships help foster inclusive learning-based cultures from the ground up. It's what behaviors do we want in our culture and I would argue that this is one of the most beneficial ones. And moreover, it provides higher retention if you wanna think about it from a bottom line perspective. If you look at a study in Sun Microsystems over five years, there was 50% higher retention for those who have been involved in a mentee mentor relationship than those who are not over that period of five years. And especially when we think about two things relevant today in particular, which is diversity, equity, inclusion initiatives, and we think about remote work and the pandemic that's been going on, really it's more critical than ever to establish these types of confidant, accountability, inclusive type relationships where we all can feel that there's employee engagement and someone looking out for us and someone willing to help show us the ropes. And so I think, especially when we're isolated or when we come from different backgrounds or are really trying to advocate for higher diversity, higher inclusion, I would argue that this in particular is a crucial activity to enable that. And now, since we're talking in product school, I'd like to talk about PMs specifically. I would state that mentorship is not only important, but the skills also transfer quite well. And so when I think about the PM role, it actually has a lot of uncertainty and high variance across organizations because there's a lot of white space, there's a lot of areas where different orgs or different teams might not even understand what a PM is or they might have different expectations about how they wanna operate with PMs. And really if there's mentors in your organization or outside who are PMs, they can help you navigate across two dimensions. The first one is that they can not only help you make you more effective within the org that you're in and how you can navigate these relationships, but also they can help instruct you on long-term, is this the expectation of the role that you desire? Is this something that will fit for you? Now, where do the mentorship skills transfer from both the mentee and mentor side? In two areas of PM. The first is that PM is highly collaborative today across many functions. We have a lot of cross functional partners in legal and marketing and business operations and engineering and design, you name it. That can all help us learn the aspects of the business across the spectrum, which we're responsible for. And vice versa, we can take what we've learned and teach others as well. And mentee ship also helps us develop empathy and cut down what Marty Kagan and group like to refer to as viability risk, which is, have we gone within the constraints of how people think about the solution should be? Do I understand enough about how legal approaches the problem or marketing approaches the problem, such that if they're not in a meeting, I can represent them well enough or I can at least make sure that they're represented as part of the final solution. And finally that PM is really just a leadership role without formal authority. And so in modern leadership, it's critical to empower and align the team and mentorship skills about providing context or personal experience or even asking the right questions. That's what really helps drive this type of problem solving to ensure ownership across your group and also scale decision making because as PMs, we cannot make every decision, especially for scalable problems and solutions. Therefore we need to rely on our team and provide questions and enable that type of ownership. Now, one could also say, well, isn't experience just the greatest teacher? And I would argue, yes, that is true, but it's also just one tool for growth and mentorship can complement this. So experience by its own, it takes time to get that. You have to go through the trials in order to get a full experience and learn everything. So that's much slower than mentorship, which can give you some early guardrails. The second one is that increases my risk. When I knew, I have a lot of unknown unknowns. I might not know what to look out for. There might be some helpful people around me who can give me some of those guide rails about what to focus on or what not to focus on, as well as personal experience for, oh, I tried that in the past and here's where it didn't work out. And then finally, if we just look at experience, I think we're missing out on the parallelism of our broader organizations. So we limit our exposure when we're just thinking single track, my mind, my experience, my one lifetime, versus looking more broadly and saying there are another people here who have something to teach me and I can learn deeply not only about them and how to work with them, but how to become more effective for myself and about the exposure for the problem where I can learn more. Now, all of a sudden, mentorship indeed does need to be done very well because we know from a meta analysis at Cornell and other research that ineffective mentors could do more harm than good either due to extreme dependence or absence, et cetera. And that's where I wanna go into the next section is let's talk about effectiveness from the start of this to the ongoingness of it to some special situations. So let's go back and think about it from a product management perspective. What stops us from being a mentee or a mentor today? When we think that 37% have actually actively having a mentor right now, when we think of only 76% believe it's important, how might we drive those numbers up? What are some error buckets or some gaps in roadblocks? So I think I've addressed the first two earlier where is mentorship generally valuable? I hope I've addressed that. I also can't find anyone. I hopefully I've also addressed that as well with the broad definition, but I wanted to tackle three other potential roadblocks here, which is tactically, I'm not sure how to start. The second one is I just wonder if my involvement is gonna be valuable. Is there something with me? And then third, I don't necessarily know how to do this effectively, confidently. So I don't know whether I should even proceed. And so let's talk about how to start things. So really the keyword here is all about admission. In the end, there may be a couple of channels where this happens organically. So for example, a company or a group may have a mentor mentee program and about 71% of the Fortune 500 say they do. But what I've seen and what I've seen my mentee see as well is in their organizations, this often can have limited visibility or access. It's hard to create this type of program at scale. And so you might not be able to be in that first wave. The second avenue that may happen organically is that somebody might reach out to you first. They might want you to be a mentor to them or a mentee.  And so what I would advocate is three things. Let's not assume, let's not wait for this to happen, and let's not limit it to just those two channels. Instead, I recommend to ensure that this happens. Really try to build a relationship with someone. And you can start with two things, a set of specific questions that you're looking for from them, and a set of starter goals of just what you want to achieve with them out of this particular relationship. And then ultimately you can see what develops. Starting with a broad question like, will he be my mentor or mentee? That's a very deep commitment question to lead with. So we might want to back off that one a little bit unless you know the person quite deeply and have been developing this over a longer period of time. As a mentee, some starter questions I can do, let's say asking out for coffee or just online is can I think your brain or get your feedback about something in particular that you're an expert in? On the mentor side, it's can I give you feedback about something or even more, do you want to partner with me on something where that person can learn more from you directly? And so that's really all it takes. And I built several mentee and mentor relationships like this or that's come in just because it becomes more personal and direct for the relationship you want to build. And I'll also provide the caveat that the other person may not have the bandwidth or the interest or otherwise, and that's okay. Like you will have plenty of other mentor and mentee opportunities to proceed with. Now to get to those, I wanted to tackle a mental roadblock which is what if I don't feel that my contributions are valuable or we have to talk quickly about imposter syndrome or if you look at the diagram on the left, imposter syndrome is essentially feeling that I have a limited set of knowledge and everyone else knows everything else that I don't and it's separate. And I only know a subset. So therefore my contributions won't feel as valuable because everybody else already knows this and why am I feeling inadequate? Where the reality is everybody knows about a lot of different things and we all know a cross section around those as well. And so when I think about this in the context of mentee and mentor, I wanna leave you with these messages. From a mentor perspective, you have valuable and unique experience where no matter what you have, the reality is what you should be looking at here where there's experience that you have good or bad that is unique and helpful. Mentees, I would also say your time is valuable, your questions are valuable. Others really like to be helpful. They really like to be consulted. When we look at data from an org mentorship program pilot in one of my companies, there was hundreds that signed up within the first few hours. It was everybody really wanted this because they see the value. And what's interesting for mentees is that the number of mentors who signed up compared to the number of invited mentees was two to one. And so you can see how many people just want to be helpful or provide something to the broader org. And so I would say that it's imperative to also get involved in a mentorship relationship because when we think about the broader imposter syndrome of, oh, I don't know if I fit in this org or if my experience is relevant, even if the left side of this diagram were true, a mentorship relationship can help you feel out faster how to gain more of that experience. It can just teach you the ropes. It can help you experience this overall or without having to kind of just walk through and feel inadequate. It can give you that confidence. And that's really what I advocate for as a key driver to battle out this imposter syndrome. All right, so let's say now you've officially had somebody that you've started to develop a relationship with as a mentor. I would recommend three things to concretize it. The first one is establishing safety. And I think I tend to do this to three ways. The first one is learning about the person on a personal level beyond just what they can provide for you to avoid that kind of all give, all, I'm sorry, all take no give. And then there's two other things that I like to do. The first one is keeping everything confidential by default to really have that kind of confident atmosphere until one of us asked to share it for some other reason. And then the second one is establishing explicit consent for coaching feedback, which is, providing some suggestions or questions to spur thinking as well as a value to feedback of where do I stand right now compared to some baseline that my mentor might know about. The second one is goals and principles. So what are we both hoping to get out of this relationship? And what do we expect from one another when it comes to how are we gonna operate together? The third one is just more tactical. What's the cadence? And this is really how much time can we commit and dedicate to this? I've had mentor-mentee relationships where I might spend three hours in a row just talking about things together because we just are trying to tackle a hard problem all the way to maybe a one text message check-in on a quarterly basis. Hey, how is everything going? Anything you'd like to discuss? Nope, I'm good, let's check in next quarter. Great. And then really think about the when, how often it means, are we gonna talk about this? Virtually, are we gonna talk about it on a certain cadence? What time is convenient for both of us? Okay, so now let's talk about, once this is all set up, how do we execute it over time? And so, let's talk about first in the same kind of product management framing of this is what does success look like? What is an effective relationship? Let's go back and recall our goals. The first one is that we wanna broaden exposure, challenge the thinking and accelerate the learning of the mentee. That's the top line. And really all the questions and effective definitions you could have will depend on the specific goals and discussion content, but I just wanna give you two areas of questions to consider as a framework. The first is the top level success. And you can ask questions like, hey, have my mentees goals become more clear? Has the mentee learned new approaches towards those goals? Have they improved on some desired skill set? No matter what questions you come up with, the most important is how do we know this? Are we checking in on this? How do we know, you know, has a mentee gotten better at their presentation skills? How do we know? Has a mentee gotten better at influencing groups? How do we know? Who can we ask? Are there surveys? Are there things that we can do to get proof? And then at the second layer is just the relationship itself, the meta analysis. So are both parties engaging with questions and follow-ups? Are both parties feel comfortable and able to share feedback? And are we monitoring the success like I mentioned above on a continuous basis? Now let's start with some principles that I keep in mind as a mentee and a mentor. So the first one as a mentee is that I ultimately am responsible for my career and the solutions that come up with things. I'm in the driver's seat. My mentor is here, as I mentioned, the catalyst. And so what that means is I need to take initiative. I need to prepare for our meetings. I need to drive the agenda and what questions to discuss, what I've already tried and follow up. And this is where I really need to be specific about if there's a problem I'm having and I am feeling stuck, what have I tried so far and really think through that? The next one is be ready to try on and provide this kind of customized feedback back and forth. This is the crucial medium of this particular relationship. And then as a bonus, try to challenge myself or even see if there's opportunities that a mentor could help sponsor for me. And principles I keep in mind as a mentor are quite similar to the ones as a mentee, which is the mentee drives. I kickstart as needed. My personal style is I like to provide three things. The first one is just honest and challenging questions. I learned a lot about this from, especially when I was in a low point in my career, where I really just felt so disengaged and a product that I had just did not ship. A senior member of my team really reached out and gave me honest feedback, challenging questions and ultimately ability. And this is what brought me all the way back from a low point and not even knowing if I wanted to continue as a PM to the highest of highs and being able to continue to achieve. The second one that he provided me and that I like to carry forward is support, positive reinforcement and constant advocacy wherever I possibly can. Knowing that my mentor as a mentee is always in my corner is such an empowering feeling, no matter how hard the challenge is. And then third, providing bonuses and challenges and sponsorship opportunities to mentees. So I think about a couple of my mentees of I wanna make sure that they can get the most out of their PM experience. So having a few interns, having a few temporary PMs with us over the course of time, I really wanted to give them more ambitious projects and goals to really feel like what it's a full PM's job with more coaching and with more support obviously than let's say a senior PM. But they were really able to achieve that and feel a full sense of empowerment and understanding about what PM is and all of them actually have ended up being in full product management positions today. And so I think instead of just, let's say, trying to get some analysis done, it's what is the extra bit? Can you have a mentee own an entire product and drive it end to end? Cause that's really where they get the most exposure and the most ability to have these types of challenges that I can then advise on. Now on the flip side, I need to know my limits. There are some areas that I might not be as effective when I discuss. So when I think about an example of micro aggressions today in the context of diversity and inclusion, I would probably say that I have not experienced the level or the types of micro aggressions that others have, especially for people who come from entirely different backgrounds than me, whether it be from gender or race or experience level, et cetera. And so I need to understand that, hey, when I've had mentees in the past who are not from my same background, come to me and say, hey, I've experienced this particular micro aggression at work, I can really only start with, okay, from a professional context, I want to support you first and foremost. Secondly, to know, have you know that this is unacceptable? And third, the next thing is to refer out, are there others who might have better experience with this? Are there employee resource groups with senior mentors who know more about this and can speak to this personally, whereas I might have a limit there? The second one is, do I have biases? So when I've left various companies, there were certain reasons that were very specific to my own goals. And so when I had other mentees who were at previous companies asked me, why have you left in that type of thing? I always want to provide many, many caveats as far as, hey, this is not encouragement of you to do something similar. This is just my mental framework for what I've thought about. So be very careful and explicit about biases. And then third is power dynamics. So this provides another bias of, for example, if I'm a mentor and I'm providing a suggestion to my mentee, there tends to be this bias of expertise where it's like, oh, this person, you know, they know what they're doing. They've been in this for a while. So why wouldn't I take this? There could even be pressure to take a specific suggestion as opposed to just I'm asking them or collaborating. So be very cognizant that the mentee is not beholden by a specific suggestion just because I might've said it with a little bit more experience. And my ultimate goal is to show mentees with all this that their ceiling is much higher than they think. I've had mentees who've mentioned just getting into these companies or being the first one in college was their ceiling. And coming out of these programs, it's really inspiring to me to say that no, they're way higher than this now. And I want them to keep thinking about what comes next because they can achieve this. All right, so one final principle here is just being very careful with advice, especially when we're discussing problems. The supply has to rules of thumb, commands, best practices, suggestions, and there's four main areas where just advice can cause risk. So first off is that a mentor has incomplete information about a problem or situation a mentee is feeling. We can keep asking questions and that's the more recommended way. If we just throw advice, then we might be providing something that doesn't make sense for this particular person at this time. We don't have enough of the context. And the other problem is that when a mentee receives this advice, they have a lot more unknown unknowns. They don't know about where this advice might have failed or what the assumptions are for this advice or suggestion working. They don't know all the whys to be able to apply it yet. And so it might just create some risk because they go off and create a wrong solution when really it's just kind of a lazy way of solving a problem when the mentee should be doing it. And then the other ones are general advice in particular just doesn't have enough on the specific context on why. Like I mentioned, advice abstracts away a lot of just a statement. So really it takes away a lot of the mentee's thinking of why could X thing solve my problem when a lot of that is buried? And then finally, it plays that power dynamic bias of if I just lay down a piece of advice and I'm more experienced, a mentee may be more biased to try and take that or feel pressure to take that versus really understand is this the best solution for me in a more collaborative environment? And so I really advocate being very careful and using this sparingly with your mentor. So let's think about what do I do instead? I think of the principle that the mentee drives their career and the mentor is not their backseat driver. And to avoid this, I tackle four things. The first is that I tend to prefer more questions. This allows me to learn more and more about the scenario to help tailor any suggestions I may come up with but also empower the mentee's autonomy, ask them what they think, what do they try in order to allow them to really think through the solution. The second one is sharing personal experience where at least what worked for me was and it means that you don't have to have the mentee commit to that because you're just saying, this is what I tried your mileage may vary. The third one is if there are suggestions can we flip them into questions? What about this? What do you think? Cause then this puts the control and the autonomy back on the mentee to be the decision maker about, hmm, I don't know. What if I tried that? Or I don't know where this would work for me and they get that critical thinking. And then finally, any sort of feedback I give I tend to give it in terms of consequences and effects instead of like do this or here's the suggestion. So for example, if I'm helping the mentee improve their presentation, I would say this part is a little bit unclear to me versus word it like this. And so what that means is when I say it's unclear you're giving the why and the so what to the mentee for them to be able to think through what are the potential solutions that would work best. Word it like this also has that extra bit of just go ahead and do that but it doesn't necessarily mean it will solve the problem. The mentee's thought through this a lot more and can think through it more than a mentor can. And so here are some questions about 19 of them total that I really like to ask when, you know, just as the default when we're stuck. So I think of them in four categories for defining goals. I like to think not just what does a mentee want let's say a next promotion or some type of growth but what do they really want? Why do they want that? Is that something that provides more money? Is it more about the expertise? What do they really care about here and how can I help deliver that? The second one is just digging more into exploring scenarios. So what has the mentee tried so far? What else have they or could they try? Let's also think about challenging thinking to my favorite questions both for product management and mentorship is what if to really sense out a sense of possibilities and kickstart some discussions and also what stops you from a specific idea? And then you can see what stops you from let's say a mentee's idea or even just a fluttered out idea and then you can really get into what the mentee is struggling with more. And then finally, no matter how long the conversation or no matter how many topics you cover what's just one good next step that a mentee can follow up on today? Okay, and then let's end with three special scenarios that I feel might be useful for you. So the first one is that my mentee brought up a sensitive or charged emotional topic. And so this one could be quite tricky and I recommend the book Crucial Conversations on this constantly but the first and foremost thing is to be a source of support, really listen, ask questions, really mirror what mentee is telling you to make sure you are absolutely understanding correctly what's happening. And then really ask, what kind of help does this person want? And ask them explicitly, get consent on, hey, I'm just looking to have someone that I can hear me out versus I really want someone to like help me think through this actively. It may just be that this is an emotional particular time and they would just like your help somebody to lean on in this scenario. And then finally, are there others in a good position to help out here? Who else has this mentee talk to? Who else might they be able to talk to? If it's particularly concerning or something that could even border on dangerous or otherwise, is are they familiar with contacts in order to report something? And those are areas where we can advise much better and at least give that kind of meta advice, if you will, to say that there are other people that might be able to help you tackle this as well if you're comfortable. The second one is what if my mentee wants me to solve their problem? And again, you can lean back on some of the principles from earlier, I think, I tend to just keep sticking with questions and what questions does is just keep kickstarting a mentee's thinking to get the full scope of what's going on. So you can look at exploration, we can look backward from just what are the outcomes and what's most important to kind of back up a step. We can look at contrast, what if you did the opposite of something? We can look at how we involved enough people or got enough ideas across the room. And finally some light suggestions, if needed. And then really what helps is take advantage of subconscious processing. When we've been thinking through a topic for a while, sometimes it just helps to sleep on it, to step away. And then suddenly we have that epiphany the next day and really asking the mentee to take some questions, take some time to think about this will really help sidestep this particular problem. And then third, let's back up a step. Are the general expectations clear in this relationship? Are we ensuring that the mentee is not looking for, let's say me as a mentor to just solve all the problems as opposed to accelerate their thinking and accelerate their development? And so if there does need to be a conversation, I encourage having that too. And then finally, my mentorship relationship isn't working out so well. Three diagnostic questions that I like to use. Why isn't it working out well? For example, if the other side is gone, have I checked in on them? Do I know if it's absence, is it just I'm getting too much advice? What is it about that specifically? The second one is, does the other person know my perspective? And oftentimes that isn't the case. And so when I would see, let's say a mentee not follow up on some of the follow-ups that we had discussed, I want to make sure, hey, are you aware that at least for me, I'm not seeing the follow-ups, is this something going on? Can I help with something? And often it would just be, oh my gosh, I had totally forgot or oh my gosh, I missed it or something's been going on. And then third, once this is known to both parties, is there a path and a commitment to fix this on both sides? And if both sides are willing to do that, that's awesome. And if not, it's okay to step away and say we can close out this relationship. This one just doesn't seem to be working according to our expectations. All right, so I want to thank everybody for listening. And I guess the final takeaways are what I like to call mic drops. If you remember nothing else, that mentorship is an ongoing relationship to accelerate the mentee's career development. It's also a win, win, win for the mentors and the organizations as well from building leadership skills and inclusive environments. And then I leave you with of course a call to action. If you are not in a mentee or mentor relationship or position today, I highly encourage seeking this out. And I would ask if you can't, what's stopping you from doing so. So thank you very much again to all of you for listening to Product School. And if you'd like to reach out with any other further questions, my LinkedIn is below. Thank you so much and have a nice day.


Hello, beautiful. I'm blonde again. I had brown hair for an entire like 48 hours and that's a long time for me. I had a little bit of a meltdown, a little crisis, you know, it's January and I don't feel very cute. So I had to change something and it was my hair but now we're back to reality here. It was fun but not that fun. Today we're watching some sisters do their sisters hair color. I feel like we're gonna see a bit of some bad colors today but we'll see, you know, these sisters may come through. I don't know, am I gonna judge them? Yes, could it come out good? Yes. So let's check it out. Our first contestant on how good can your sister do your hair is a channel called Non-Relatable.  I'm not relatable and I never claimed to be. That will be my real housewives tagline. I'm not relatable and I never claimed to be. Come on and say hello.  My sister has been wanting me to dye her hair. School's about to start again and she wants to have a different look before she goes back to school. I'm dying to know what the color is that we're doing. The sister has extremely dark hair so I don't know. I feel like we're gonna pull out some bleach from somewhere and I'm gonna be spooked. So at first she told me she wanted it just to add in a little like blonde. No, yeah, purple things in the front. Okay. But she has changed her mind. Great. She wants half her hair dyed enough. So a little disclaimer, I have not done hair before. Okay, so she's doing a split hair dye moment.  This should be fun. She knows this, right? You know this? Her hair falls off, she knows. She knows. I mean, hopefully it doesn't, but. Fingers crossed would make good content for me though.  Okay, so to start off, I'm going to untangle her hair. This is too party. Something else you guys need to know is her hair is already like pre-bleached the bottom of it. It had a green before and then it faded and it was just blonde for a long time. And then after she put in like this really dark brown hair color, so the bleach might not catch on good. I was thinking this is her natural hair color and I was like, okay, hard, but not that hard, but also kind of hard. Then she just told me that her ends are already pre-lightened and there is color over them and they were previously green. I don't know about that. I don't know if you guys should just stop now. Yeah, you probably shouldn't just stop. It would look cute if it came out good though. So I'm gonna talk to the hair gods and just like, please make it look good. Now it is time for the bleach, okay? An idea told me that the consistency should be something like a conditioner. Which is not too thick, not too watery, so just like in between. That is great. When you're doing open air applications, it is good to have your lightener more on the thick side so it doesn't dry out. That's good advice. A conditioner consistency, maybe a little thicker, depending on the conditioner you're talking about. Like I said, she previously dyed her hair. I cannot see the mark of where her hair was previously dyed. I kind of see like the tips where it's kind of blonde. It feels like breakage is coming and I'm scared of breakage. So I'm gonna leave that out until like halfway through when the bleach is done. Just so I don't burn her hands off, hopefully. Brad, I'm going in. Did she just say Brad? Brad, I'm going in. Wait, what? That was so creepy. Ew, I'm so scared. Why was that so scary? Why did she just say my name? I get it, you guys, it makes like kind of sense, but like she wasn't even like, Brad, if you're watching this, it was like Brad, we know you're watching this. It seems like we got a subscriber here. Are you subscribed? Cause if you're not, I'm gonna have to. Just kidding, love ya, but do it. I'm scared, I need one. We went in. We're going in with the lightener. Is it supposed to just touch your scalp? Yep. Mm, no, I don't. No. No? Duh! It's supposed to burn, but I'm a big rocker. Take it. So do I put on your scalp? Well, it has to, right? Yeah, cause we get to that tip, right? You guys, we thought no, we're doing. And I don't have gloves. It's wrong, it's all wrong. Don't put it on her roots. You gotta leave a little space. The heat from the scalp lightens the roots much faster than the mizzen ends. So be careful of putting the lightener directly on the roots first. Also, it seems like you were wiping the lightener off as we were applying it. You were like putting a lot on it, then kind of raking through it with the brush. So the lightener's all gonna come off the hair. And you don't want that. You want that lightener on there. You can use your fingers or your hands to actually mush in the lightener, okay? That's always a great thing to do.  I don't want to see you miss anything. I was just supposed to do two little blonde things on the side.  I'm so scared. Come on, chill. I love the way she's holding her head like this. She's like, don't move. I definitely do that to clients. Yeah, I do that. So it seems like she was using foil for like the first section. And then she kind of just like decided that the foil wasn't gonna be a her thing. And now we're not using any foil. I'll do this. I'll do this. I'll do this. I'll do this. I'll do this. I'll do this. The good part is that it looks like there's plenty of lightener on her hair. I actually take back what I said before that she's wiping it all off. She is layering that stuff on. And I am satisfied that it's a healthy amount of lightener and you go, girl. Except for the part that you're putting on her roots first. And my dad, let's just leave it at that. I was looking. Ooh, clean application. So it is the time we have all been waiting for. We're going to see the final product. Yvonne, you're going to make this and we can't see you. Oh, damn it. They don't need to see me. They need to see the other hair.  How did we end up here? We're going to add in the purple. People think I'm the crazy one. Ooh, baby, it's getting spicy. All right, so basically her hair is orange. It's orange. The roots actually did in process like that much lighter than the mids and ends. Like that's very, very, very surprising. She somehow got away with that. I don't know what happened there. Really not sure. I'll take it. Other than that, I just don't know if this purple is going to cover what's going on in her head right now. I really am not convinced of that. The only way she can get away with this right now is if she uses like a really dark purple.   Yvonne, it's like with something. That ain't the truth. I don't know what is. It looks like we're using dynamic permanent color. And I can tell because it hasn't quite processed yet it looks like. So dynamic permanent color actually goes a little bit inside of the hair fiber whereas some permanent color lays on top of the hair fiber, okay? So this is interesting. That's probably going to help them out a little bit making this look decent. Hopefully. I'm a good child. See, this is the first time I've ever rebelled. That's right. Okay, it's looking a little promising. I just don't know if this color is going to stay like her hair was so orange. It could work. It could not. I don't know. Finish product. Okay, so it's kind of picking up like burgundy but it kind of does have like a burgundy-ish like it has like a plum color. Whoa! Here's half her head. Mom just walks right now. Turn? Turn? Yo! This is the hair. So we're in a hair blow dryer. I can't exactly see it yet but it's looking really pretty. Come here. Mom, you really didn't care. Down so you can see. The braids. This is the back of the head. What do you think, Halle? I like it. My mom likes it too. Okay, they got a really good result. I don't know how. I need to come up with like a name for like the times I'm always like spooked about how they came out again and it just doesn't make any sense. But girl, you're giving. You are giving us everything. Giving the world what they wanted. Okay, give English. This video is by Donalyn. I'm going to dye my sister's hair blue. Yes, she got her hair. Her hair was this long before and then she cut it to here and then up to here and then she cut it like this. Okay, fun transformation already. That's a big change. Both of them are so gorgeous. First thing we're going to do is we're going to put this on her. She wants to dye her hair blue. Get ready for a huge change. That's about to happen. Good change, I don't know. That change possibly. But I don't know. Cute, nevertheless. I'm going to bleach her hair but not too light because she wants it. Make it dark. She wants this type of blue. The good part about this, and I'm on the bad part. It's like good, bad. We'll mix it together. It looks as if she has virgin hair. Great. Downside is she has very coarse, thick, very dark hair, very hard to lighten. This is the bleaching powder. It's bleach time, baby. Bleach time, baby. The oxidizing cream. The person that wants to cut her hair bald. Looks like soup. Exactly what we don't want. Thicker next time. I want it thicker. So we're about to bleach Katie's hair.  I thought it was, just turned into a, it just turned into a horror movie all of a sudden. All right, we're going up with the lightener and it seems like this is just the worst technique ever. This is just gonna have the eye on your head for 30 minutes. What? Give us the least. She said, I'm gonna do the least amount of work right now possible. She's 100% did that.  I'm not gonna suction a thing. I'm not gonna, I am not going to apply enough. And somehow, yeah, I, so everything's going wrong right now, right? Every last dime nickel penny is going wrong because we are just applying this like it's shampoo. We are not even sectioning anything. There's no avoidance of the route. Things are probably gonna be very yellow or very orange because we are also doing an open air application which she should be putting foils in.  Again, I swear I'm not talking about suffocating somebody. Every time I say that I feel like I'm like telling you guys to suffocate yourself. That is not what I'm doing.  It was just, we still have water see. Oh, we're putting a bag on. Yay, something went right. Congrats. Just speed up the bleaching process. Our conversation was perfect. What are you doing? I'm just beating up the process. How does that work? It's heat. Would I recommend using a blow dryer on lightener? No. That's like last resort, honestly. That's what you use when the hair just like is not budging and like you're like, well, I got to try something else. And then you break out the heater of any sorts. You know, you can use a blow dryer. You can use a space heater. Space heater, what do you call them? Like those thing, whatever. But, you know, you're really not supposed to heat up lightener. It's not recommended. It dries it out. But I'm glad she's using a bag with the heat so then that doesn't dry out too much. That's better. Wow. You got a professional expert? It looks bad, but great thing about this is that she's doing blue. And what is the opposite of blue on the color wheel? Does anybody know the answer to that? Orange. And her hair is going to be orange.  But if the blue is bright enough, it might just work. After this, we're going to need to dry it before applying. Okay. My face. Okay. It's looking spooky. White. It is not white. It is orange. Yeah, it looks good actually. It looks good. My god, you know.  I mean, my guess is that because her hair is so short and because she kind of like smushed the hair onto her head, the heat from the scalp was touching the ends as well. So everything was kind of getting heated at the same time. And she was putting a blow dryer on her hair, which honestly, in this case, I'll give it to her. It looks damn good, but really orange. Nice. What are we doing with more lightener? Looks blue. Is this for the other sister? Okay. We're doing round two of lightener. I really wasn't expecting that and I'm happy about it. Wait, what is that? Oh, that's the blue. We're doing a dye permanent blue. This is gonna look good. I don't know. We're dying. Oh no. Oh. We always have to go for the brows lately. My goodness.  Did you guys supposed to shampoo it? Yes, I did know that actually. That's a great point. Actually, for a lot of permanent hair colors, if not all, you were actually not supposed to shampoo your hair after. So rinse it out. Oh. Whoa. Dude. I can't believe I just did that.  I can't even fathom the fact that that came out that good. Are you shook as much as I am right now because where did that come from? Her hair is so glossy, so shiny, so healthy looking and the color that like denim blue, navy blue. Oh my God. It's beautiful. What do you guys think about her blue hair? Let me know. I think it looks incredible. This is the flash. Your sister did you good. You should be so grateful to her. Well, both of those results were just like completely unexpected. Both were pretty cool. Maybe sister's dying sister's hair is like the vibes these days. Maybe that's what everybody's missing when they fail at doing their own hair. They need a sister. Today's Instagram shout out goes to Lauren. Hi, Lauren. What's up? She says, I'm not sure what to do with my hair right now. I'm a natural dark blonde and have had brown, dark hair before. Not sure what I should do next to my hair right now. It's a long lob right now and I'm wondering what color I should do next. Honestly, Lauren, your hair is like really pretty. I like the color. Why do we want to change it? It's so pretty. It's like perfect. I don't know. Honestly, I would just recommend bringing up the highlights a bit, doing a bit more around your face to brighten things up. I think it would look amazing, but really what you have right now is stunning. I don't want to sweat you in the wrong direction. So I would say keep it, if anything, go a little shorter through your haircut, put a little curtain bang in there. I think that would be nice to change things up. I hope that helps. And if you end up doing it, I would love to see a picture. That's all for today, guys. Make sure you follow me everywhere else. Here are all my social media handles. If you would like to check out my hair care line or my color line, all my stunning, beautiful, amazing products I make, you can check it out, link below or at x-menohair.com. That is all for today. Thank you so much for watching.  Bye.


Good afternoon, everyone, and welcome. Welcome to the Stocksville Show Market Review of the Costco. Costco actually gapped up today. I didn't do it. I didn't feel like doing it because I watched one down gap today, and I didn't think it was a lot of good things today. And I did say today I thought it would be a tricky day to trade. And it was. It was.  And I said, why didn't you do what I told you to do? And he didn't. So I think there's one thing that's really interesting. When I get up in the morning, and I look at the morning in the pre-market, and I look at the market, and then I look at the gaps. If I say it's going to be a hard day to trade, or if I say it's going to be an easy day to trade, I'm never wrong. There was a broker I traded at. This was a long, long, long, long time ago. Gosh, when was this? I don't even talk to these people anymore. It might have been five years ago or something. It was a long time ago. Anyways, there was a place I used to trade at. And the place I used to trade at, the guy used to say, he used to text me in the morning. And he used to say, do you like it in this morning or not? Because he knew that he would watch what I liked. He wanted to know then what I liked. And then I would tell him if I liked something or not. And then every day I would say, I didn't like anything. He always reminded me, don't trade today, Melissa. Because he knew then of the pattern that I was right, that if I didn't see it in the morning, then it wasn't there. Like I have just a great natural eye. And I would sometimes trade anyways. Even when I knew that I wasn't supposed to. This is a long time ago when I was by myself. And then I would have to start the day down, fight to come back, I made my life difficult. The one reason that I realized about trading, one of the things I like about Gaps, and one of the things I like about Shorts is because they move so fast, is that the fastest money I can make is the easiest. It's not stressful. When I see it before the market, I know it's gonna work. I just don't, I'm at the place in my life with everything I know with trading and financially and everything else that I just don't wanna be stressed anymore. The least amount of stress I can have is the happiest existence that I could possibly have. So this morning, I said that I didn't really think there was anything that great. I liked two things to watch. One didn't set up at all. One did set up and that was it. But I did call Costco, but I didn't do it. So the point I'm trying to make is that I did say in the room today that it was gonna be a tough day to train and that I thought it was fine if you didn't trade it all today. And then if you did do one thing, and that's all I did was one thing, I did make money in the thing that I did, but it didn't follow through. So I knew the market had the possibility and tricky today and it was because it's really strong. It's very, very strong. And it faked lower but it wasn't gonna go any lower because the market's really strong and people are anticipating the market going lower even though it gapped down. The other day, it didn't follow through. Today it gapped up. It didn't look like it followed through but it actually did follow through. And so I said it was gonna be a tricky day and it really, really was. And the thing I realized after talking to my friend is that he said, well, why? I just wanted to do what I wanted to do. If you're in my room, if you're trading in my room, if you're there, listen to what I say. I mean, that's why you're paying me to be there. And if you took my class, listen to what I say. And there's mostly men that trade in the market. I will say this. It's a male dominated industry for the most part. But I think the one benefit I have as a woman that I trade and for me to teach people, to mention them as well is that you gotta take your ego out of the equation. You have to take your ego out of the equation. You have to be in that space, that space of knowing. There's a difference between ego and conviction. It's that it's between ego and knowing. You almost have to just release it and allow yourself to trust in what I'm telling you. And just listen to what I say and do exactly what I say to do if you're there in the room. And if you're in the class, you took the class and do exactly what I taught you to do in the class. So some people didn't listen to me to their, but I said it wasn't gonna be an easy day. Tomorrow, Friday is gonna be a good day. And yesterday was too. Anyways, let's look at this. So here I call Costco at Raleigh. This was a good long. It did rally here and I did call this, but this isn't right. So what I, I didn't do it by the way, but what I had stayed through this, let it break through the load. No, I would not have. This is very herky jerky. This is a machine that does this. A bar wouldn't look like that without a machine, but this was a nice move. It ran up here, ran up almost a dollar. This was a move. You can't let this whole thing you trace against you and get stopped out. And the market did break at some point this morning. I don't know the time the market broke, it was probably a very similar. That's why this did this, but I will tell you bounced off of 149. Raleigh continued higher. Didn't continue higher than today, but this will tomorrow. There's a good continuation watch for tomorrow on the bullish side higher. 165, 175, 170, 165, 175. $200 of the market gets to the spy for Costco this year. But one between 165 and 175 I'm seeing in here for Costco for the longer term, if you're in this overnight for the longer term for this year. 200 is a dream target for Costco this year and it will get there but the market gets to 300. But 165, 175 of the long-term trades in Costco. It's wasn't an amazing gap. I said this is a good gap. I didn't say, oh my gosh, I love this thing, no chance of failure. There's a difference. But I said it was a gap you could have bought, I called the trade in it, I didn't do it. But you do have this problem, there's a lot of machines in the market that go long. So you had to drop off here and immediately got bought. This got bought in the tail. This is mine. Let's look at it in one minute chart. Time of the day was 11 o'clock. You see how it immediately got bought there? Like this is just like ridiculous. But again, I didn't do this. But you see here, it immediately got bought. This is a machine. Touch the number, didn't break it at all. 149 immediately got bought. It's a machine order and had to buy it at 149. So yeah. So this was a late trade though. And I felt the market would rally into the open. I mean, into the close. I felt the market would rally into the close. I kept watching and watching and watching and watching it. I felt that it would, that helped the Costco continue. It ran out of energy and effort and everything it had with itself. So it could not get over the high, followed through. But tomorrow, this is a good solid long tomorrow. 153, 153, 152, 153, depending where the Scouts to why this is a long tomorrow. Costco's a long tomorrow. And I think the market rallies tomorrow so Costco is a good long. 165, 175 are the realistic targets for Costco for the year 2015 and 200 is a dream target if the market in the spy goes to 300. But the point I'm trying to make is that there's no shame in releasing your ego and you're not giving control to someone else when you're listening to what they do. In other words, people that listen to what I do and take direction from me if they're in the room or learn from me in the class, you're not giving me control.  You're making your own decisions. The power is yours.  It's like Melissa, the stock switch comes over and I just, I'm like a wave that just goes right over you. Shoot, like that. It's like a wave that goes over you when you're really, really hot. Pretend you're, it's summer and you're at the beach and it's 95 degrees out and it's flat line in the ocean.  I don't know if you like to ride waves. My dad loves to do that. Anyways, you get the wave, the wave is me. The wave comes over you and it just takes you into the shore and you just let it go. If you fight the wave, the wave of me, then you're gonna fight yourself so there's no point in it. You're not giving control to the wave. You're just allowing the wave to take you where you need to go faster. And that's really what a good mentor, teacher, person does like me. You allow the wave to take you where you need to go faster. Could you get to the shore without me? Yes. Will you get there faster with me? Yes. Can you do it on your own without me? Most people can't. So it's like, just acknowledge the fact that I have a special gift. And if you're in the room, just do what I say and listen to what I say. And I'm gonna say, don't trade, don't trade. I'm gonna say it's gonna be a hard day. Do one thing and stop. If I say there's a good gap, then do it. If I say no chance of failure, go all in. Hold to the target. If I say XYZ about the market, do it. Whatever I say, just have that trust, that factor. And actually, most people's inability to trust me is their inability to trust themselves. It's like a mirror. I'm like a mirror for people. Like when people come to me and they say, I want proof of this. I want proof of that. I want proof, proof, proof, proof. I want yada, yada, yada, yada, yada. And I say to myself, you know what? That person is in a place where they not only don't trust me, they distrust themselves. Okay. So if you're in a place where you trust yourself, you trust your own decisions and therefore you will trust other people. If you are in a place where you don't trust other people or yourself, you got to get some work done. Because how can you make it through life? How can you get up in the bed in the morning if you don't trust yourself? You have to trust yourself, your own decisions. You have to trust your instinct. This is part of how you become a good trader. And one of the main reasons I'm a great trader, one of the reasons I even got to this point in the first place is because I do trust myself. When I was at the point when I was losing, when I was losing so bad. Oh my gosh. And I was just losing and I was training in the morning and giving money back in the afternoon and just going through the cycle. And everyone in the world was lecturing me and everyone was telling me to quit. I trusted myself. I knew that I could do it. I knew that I could do it. And I did and I kept going. So if I hadn't trusted myself, I would never even be here. Not only would I not be here with my own personal training, I would not have impacted and affected as many people's lives as I had. The fact that I trusted myself is the number one reason why I'm here today, treating the market and touching people's lives. I'm impacting people's lives in a positive way. A way that if they had not met me, they would not have be where they're at with their own lives. That's huge. That's massive. And I didn't even realize that when I started to teach. And I'm realizing that as time goes on, the impact that I'm actually having on people, it's touched me. Okay, which was not the purpose of me even doing the business in the first place, but I see that now is the bigger picture. But the reality is that if you gotta learn to trust yourself, take the ego out of the equation, let me in the socks, which is me, become a way that just takes you into the shore of where you wanna go. You're not gonna do it better than me. No one out there sees Gats better than me. And no one sees the market better than me either. So don't think that you're gonna see something better than me because you won't. So let the wave wash over you, listen to what I say, trust yourself, learn from me.  And then as time goes on, what happens is you get closer and closer and closer to shore by yourself. But it's a process. It's a process of trusting yourself and trusting yourself to do it. And trusting the process of the market, actually. So this is Melissa with thesockswish.com. I just did a review on Costco. Costco is higher tomorrow without a shot of the doubt. And I saw a long-term target on that for this year as 165, 175, that's realistic. 200 is a dream target on Costco this year. Neither way this is higher, no matter what. No chance of failure for Costco to get up and get over here this area and make a new high. I don't know the timing of that. I don't know the timing of that. I'm just saying Costco will make a new high this year. So, nice long-term trade here in Costco, nice swing trade. And if you'd like to sign up for the swing trade letter, you can email me at Melissa at thesockswish.com. It's $99 a month and $1,000 for the year. Have a great night, everyone.


There's no great threat to stability in the Arctic at this point in time, thankfully. The real problem that we face in the decades ahead is that relations between Russia and the West and especially relations between Russia and the United States will continue to deteriorate as they have after the Ukraine crisis. And as a result of the deterioration in relations between Russia and the United States, conflict will erupt and that will spill into the Arctic region and you'll have real trouble up there that you don't have now.


on everyone. Sam here with late sports cards, we've been 22 penini playbook football hobby eight box half case break number nine. Pick your team style, read a list of our names and our teams Adam M Panthers Armando B Chargers, Aaron Aaron are with the Bucks Charles K football team Chris S bills David F Rams Ravens, DeWard be chiefs Edward P Cowboys Edward T Eagles. Edward P also with the Dolphins Felix and Falcons Jake B Colts, James L Jags, Jeff M Lyons Steelers Jonathan B Vikings Johnny A Broncos Joseph J Bangle Saints Browns Justin B with the Raiders Long J Texans Manny V Giants with the ISS Patriots Peter B Niners Robert R Seahawks Ryan D Cardinals Scots C with the Bears Steve C with the Packers and Todd D Jetson Titans. Good luck everybody. Let's do it again. We've got just five to go on the next break. They are all on sale all on sale. Oh, wait, no, that's fine. Good luck. Here we go. Playbook. There's Joe Burrow 22 of 49 for the bangles on the yearbook. Yeah, we ripped them over on the baseball channel today's happy place. There's a John Dodson Nexus 23 of 49 for the Commanders. There you go. Washington, Washington, followed by Michael Pittman, Jr. That is 31 of 49 for the Colts. Colts gone in 10 down to four to go guys for to go 15 of 25 Fred Taylor. Nice one there Jags three colored patch auto for the Jacksonville Jaguars Fred Taylor on card. That's a Vaughn card. We were saying that earlier. That's a Vaughn card ladies and gents right there. Again four to go on the next one Ravens Texans Patriots and Titans all on sale all on sale by the way. They're all marked down. Thank you guys again. Xbox. That is Matt Corral to 199. We've got CD lamb 98 of 99 two color patch for the Cowboys. Nasty Niko Collins 42 of 49 for the Texans nice one there long second year Niko and Christian Watson Jersey auto booklet to 299 for the Packers. That's green bag. Nice one there. That's gonna be sick. We've got mammoth material 25075 David Bell David Bell again guys four to go on the next one. That is going to be a Peer Strong Jr by the the throwback like the throwback Navy one 400 points ran to all at the end and nice one here for the Cowboys 14 of 25 Tony Romo on the booklet patch auto congrats Dallas. That is two color right there that's sweet man Tony Roma Congrats on that there Cowboys that's just a four to go on the next one four to do their Sunday's best Joe Burrow to 99. Yeah I did Nicholas is actually pretty funny. That's Saquon Barkley one of 49 for the Giants the G-men four to go all on sale. Manuel Sanders that's pretty sick six of 25 on the hash marks for the Broncos a little bit of a kind of a throwback now if we're thinking about it and we've got 15 of 99 Kyle Hamilton four colored RPA booklet auto to 99 for the Ravens. Yeah I know right imagining that and seeing that that'd be kind of wild dude that'd be kind of wild yeah nice one there Manny for sure very nice one there's Kenny Pickett two one 99. Oh Brian Robinson Jr six of 25 nice patches there nice patches there for the Commanders we've got AJ Dillon that is 20 out of 35 on the base auto base parallel auto I should say for the Packers and another nice one of these 29 of 99 Clinton Portis Jersey auto booklet I know that's what I was going to say Jake right when you switch to the Colts of course here's your guys's link again four to go we've got Ravens Ravens Texans Patriots Titans and Titans all on sale marked down pretty decently I would say Corey Davis down in dirty five of 25 game use patch for the Jets we've got a Johan Dotson to one 99 for the Commanders Johan Dotson J dots followed by a nice one here for the Chiefs that is hash marks 28 of 49 Derek Johnson it's upset Derek Johnson Patriots gone in 10 we're down to three three to go Ravens Texans Titans in number 10 Drake London rookie playbook auto to two 99 to 49 just kidding going to the Falcons grads Atlanta Drake London on the track Cortland Sutton 32 of 99 for the Broncos down in dirty game use Cortland Sutton that is very nice Patriots also gone in 11 thank you there who is that Stephen Stephen T we've got just the Ravens the Texans and the Titans a lot of hit potential on all three of those teams that's going to be a Stefan Diggs 178 out of 199 for the the bills got ourselves another one-of-one printing play auto Arnold Ebukite going to the Falcons grads on that Atlanta last team taken last spot mojo let's go Brett taking the Ravens down to just two to go guys Texans Titans the AFC south Texans and Titans both on sale thank you Brett both on sale everybody Texans $10 off Titans $20 off let's get number 10 filled up as well Texans and Titans both on sale very nice thank you again I appreciate that Brett thank you and Sam Howell rookie playbook jersey auto for the commanders to 199 very cool congrats on that Washington Howell's starting to make more of an appearance now as some of the later breaks of the day which is good when a couple cases like two cases without seeing a Howell and seeing a couple now in the last couple of breaks so no complaints there from me hey it's Bailey Zappie to 199 you can recap it is Zappie very nice we've got Romeo Dobbs that is 20 of 49 for the Packers Packers doing well too here for sure for sure very nice got the jersey on we've got a goal line graphs 18 of 25 Dorsey Levens for the Packers this is wild dude this background and boiling is insane it's like static TV and then we've got 18 of 25 Calvin Austin for the Steelers two colored patch auto rookie booklet congrats one off jersey number as well for the Steelers there we go at Pittsburgh all right guys let's do this points random real quick first grab our teams and I'll bring you over roll the dice whatever team is on top after five times I'll get the 400 points one two three four and five going to the commanders commanders get the points congrats Washington Washington at the one spot all right Bailey Zappie down in dirty game use Corey Davis a Johan Dotson that's Stefan Diggs Hortland Sutton Joe Burrow say Juan Barclay uh Kenny Pickett there's uh Brian Robinson Jr. Pierre Strong Jr. Matt Corral Johan Dotson Joe Burrow and CD Land and David Bell and Romeo Dobbs you've got Autos Dorsey Levens Derek Johnson a Emmanuel Sanders Nico Collins Michael Pittman Jr. AJ Dillon and Princeton Play Auto one-of-one is Arnold Obakita and our booklets we had a Calvin Austin to 25 Sam Howell Drake London Tony Romo for the Cowboys that is a Fred Taylor for the Jags Kyle Hamilton Ravens a Christian Watson for the Packers and Clinton Portis for the commanders that will do it for the break everyone thanks again for the fill let's get these last two teams sold on number 10


permutation entropy is a measure of complexity used to analyze time series data. It can be calculated from any time series, regardless of its complexity or structure, and provides a simple way to quantify the amount of information present in the data. This makes it useful for analyzing economic markets and biological systems, where other measures are too complicated or expensive to use. This article was authored by Osvaldo A. Rosso, David Papo, Luciano Zunino, and others.


Activin A is a protein found in many types of cancer, including pancreatic ductal adenocarcinoma, PDAC. It has been shown to promote tumor growth and metastasis, as well as cause catechia, or weight loss. Researchers have now demonstrated that targeting this protein with specific RNA interference, CERNA, can reduce tumor size and improve survival in mice with PDAC. This suggests that blocking Activin A could be a viable treatment option for PDAC.