Podcasts about b c d e

2025. március 20., csütörtök 9-10 óra IT ROVAT: Nemet mondott, mégis újra kérik a menyasszonyt - A Google megvenné a Wizt Meg is egyeztek a felek! Az Alphabet pár hónapja még közel állt ahhoz, hogy eddigi legnagyobb értékű akvizícióját bonyolítsa le, de az üzlet nem jött létre. Most ismét tárgyalóasztalhoz ültek a felek. Ismét megkérte a Google a Wiz kezét - HWSW Megszökött a menyasszony, bukott a Google megaüzlete - HWSW Koi Tamás, a hwsw.hu szerkesztője EQUILOR TŐZSDENYITÁS: Buró Szilárd pénzügyi innovációs vezető NOPQ: Az egészség betűjele - Mit jelent a Nutri Score címke? A Nutri-Score szivárványos A–B–C–D–E jeleivel sok helyütt találkozhatunk, ám semmiféle rendszert nem találunk, pár dobozon van, még több csomagon nincs, de ha van is, akkor sem egyértelmű, hogyan és mit is jelöl. Sőt, a szakértők abban sem biztosak, lehetséges-e egyáltalán a táplálkozás és az élelmiszerek egészségre gyakorolt hatásait, ezt a komplex, élő rendszert egyetlen betűvel jelölni. Telex: Nem lehet egy betűjellel összefoglalni, hogy egy élelmiszer jó vagy rossz Pillinger Róbert, dietetikus, táplálkozástudományi szakember, a TÉT Platform kommunikációs vezetője

Description: Are your beliefs blocking God's plan for your health? Join Dr. David Sandstrom as he reveals three crucial questions that can transform your wellness journey. Discover the biblical truth about healing, learn the powerful A-B-C-D-E method for breaking free from limiting beliefs, and access new wellness protocols designed for Christians over 40. Visit ChristianHealthyLifestyle.com/Protocols for free resources. Time Stamps: 00:00 - Introduction to the topic of victory over limiting beliefs and its importance for health 02:02 - Analogy of pilots addressing emergencies and the need to get core beliefs right for health 07:16 - The first crucial question: Do I want to be well? 08:55 - The second crucial question: Do I believe I can be well? 12:26 - The third crucial question: Do I believe I deserve to be well? 13:57 - Addressing the misconception of God's wrath and punishment for sin 21:21 - The significant upgrade to my Fullscript dispensary 22:09 - Free access to curated health protocols Links: A-B-C-D-E Method PDF Download Full Show Notes Page More episodes: Podcast Hompage For a Copy of David's Book: The Christian's Guide to Holistic Health Ask David a question to be answered on an upcoming episode: Ask Me Anything Would you like to be on the Show? Schedule a Lifestyle Audit Instagram Facebook Youtube

Skin cancer is the most common form of cancer, and melanomas are the most serious form of this disease. “And we project an increase every year of 20 to 30 percent more cases,” said Merve Hasanov, MD, a James skin cancer and melanoma expert whose research focuses on how melanomas metastasize and spread to the brain. In this episode, Hasanov describes how exposure to ultraviolet light from the sun is the leading cause of all the different types of skin cancer, and that family history is another indicator. “Sun exposure creates a cumulative risk over a lifetime and some people, with a fair complexion, are at higher risk,” she said. Precautions that reduce risk “are decreasing your exposure to the sun, using sun block and reapplying every 50 to 90 minutes and avoiding tanning beds, which use UV rays,” Hasanov said. “Wear a hat or long sleeves, and, even when it's cloudy or during the winter the UV rays are coming from the sun.” Advances in treatment have led to better outcomes for patients, especially when melanomas are detected in the earlier stages, before they have metastasized and spread to other parts of the body. Because of this, “it's now recommended that you should, once a year, get a thorough dermatological exam,” Hasanov said, and she also explained the A-B-C-D-E method of detecting skin cancer: asymmetry, border, color, diameter and evolving. Immunotherapy has been a big breakthrough for the treatment of melanomas. “Melanomas have a lot of molecular and genetic changes that can be recognized by the immune system,” she explained. “But cancer cells are smart and can shut down the immune system. But immune checkpoint inhibitors [in immunotherapy drugs] take the brakes off the immune system so the T cells better recognize and kill cancer cells.” Hasanov said that the melanomas in 10 to 12 percent of patients diagnosed in the early stages of their disease will eventually metastasize and travel to the brain. “My research focuses on detecting this earlier when we have better treatment options and survival rates,” she said. Hasanov and her lab have developed a scoring system to determine which early-stage melanoma patients are most likely to develop brain metastasizes. These patients can then be screened on a regular basis. “We're hoping that this information will lead to better guidelines and trying to spread this information to more physicians and oncologists.”

Have you ever looked at the keyboard on a phone or computer and wondered why the letters are arranged the way they are? The English alphabet starts with A-B-C-D-E, so why do keyboards start with Q-W-E-R-T-Y? We asked historian and museum curator Kristen Gallerneaux to help us find the answer.Got a question that's just the right type? Send it to us at BrainsOn.org/contact, and we'll help spell out the answer.

In this special solo episode, Brad Crowell shares insights into his personal and professional journey of being it till he sees it in 2024. Discover how Brad has been working on their business, redefining his role, and improving his personal life by prioritizing sleep and setting clear goals. Get inspired by actionable advice on how to envision and create your ideal daily schedule.If you have any questions about this episode or want to get some of the resources we mentioned, head over to LesleyLogan.co/podcast. If you have any comments or questions about the Be It pod shoot us a message at beit@lesleylogan.co. And as always, if you're enjoying the show please share it with someone who you think would enjoy it as well. It is your continued support that will help us continue to help others. Thank you so much! Never miss another show by subscribing at LesleyLogan.co/subscribe.In this episode you will learn about:The distinction between working on your business vs. working in it.Brad's strategies for reducing travel and focusing on business growth.The importance of defining clear job roles and responsibilities.Shifting from an operator to an owner mindset for business success.Find out Brad's practical steps to improve his sleep habits.Insights into creating an ideal daily schedule for personal growth.Actionable advice on how to work on your life, not just in it.Episode References/Links:OPC Summer TourCambodia February 2025 RetreatProject Management ToolSlack  If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. DEALS! Check out all our Preferred Vendors & Special Deals from Clair Sparrow, Sensate, Lyfefuel BeeKeeper's Naturals, Sauna Space, HigherDose, AG1 and ToeSox Be in the know with all the workshops at OPCBe It Till You See It Podcast SurveyBe a part of Lesley's Pilates MentorshipFREE Ditching Busy Webinar  Resources:Watch the Be It Till You See It podcast on YouTube!Lesley Logan websiteBe It Till You See It PodcastOnline Pilates Classes by Lesley LoganOnline Pilates Classes by Lesley Logan on YouTubeProfitable Pilates Follow Us on Social Media:InstagramFacebookLinkedIn  Episode Transcript:Brad Crowell 0:00  We started this podcast, Be It Till You See It, because we realized that there was a hole between how do you get from point A to point B? What we found is that there's a lot of podcasts out there that talk about this kind of stuff. But then they leave out the details and the action items.Lesley Logan 0:18  Welcome to the Be It Till You See It podcast where we talk about taking messy action, knowing that perfect is boring. I'm Lesley Logan, Pilates instructor and fitness business coach. I've trained thousands of people around the world and the number one thing I see stopping people from achieving anything is self-doubt. My friends, action brings clarity and it's the antidote to fear. Each week, my guest will bring bold, executable, intrinsic and targeted steps that you can use to put yourself first and Be It Till You See It. It's a practice, not a perfect. Let's get started. Brad Crowell 1:01  Welcome back to another episode of the Be It Till You See It podcast. Today is gonna be a little bit different from our typical Thursday episode. My name is Brad Crowell. I'm the co-host of the pod here, along with Lesley, as I'm sure you're very well aware, but if you're new, welcome. We started this podcast, Be It Till You See It, because we realized that there was a hole between, you know, like, how do you get from point A to point B, where you're currently doing this thing? It's been this thing that you have just, I don't know, whether you've fallen into it or is a career that you decided to do or whatever it might be. But now it's not satisfying anymore, and you want to be somewhere else. How do you get to that other point, while you're still doing what you're currently doing? And what we found is that there's a lot of podcasts out there that talk about this kind of stuff, but then they leave out the details and the action items and how people can actually get that ball rolling for themselves. For example, like, and then I went and I got a million-dollar investment and I started my company and it's like, well, how did you go get the million-dollar investment? That's kind of important, right? So when we sat down to visualize what the Be It Pod will be all about, it will be creating a platform where we can interview amazing guests. And we can ask them how they are being it till they see it in their life. And then how they can share some tips and advice with you that you can use today right now taking action on right now. And I'm going to share a little bit with you today about how I have been being it it till I see it in my own life this year 2024. And then I've got a little bit of advice for you as well, based on what I've been working on. Brad Crowell 2:34  So, you know, I think that it's super important that we take some time to sit down and think about this stuff. For example, prepping for this podcast, I, I sat down and I just had to think and I had to reflect on my own life, like the actions I've been taking and the things that I've been doing. And we don't do that very often. It's funny how we just get caught up in maintaining the day-to-day, but whenever I spend time working on ourselves, right, as a business coach, a lesson I often are talking to our clients and we say, Hey, you want to make sure you're working on your business instead of just in your business, right. And so what we consider working in your business is anything that is maintaining what you've already created, done, built, sold, etc, right? So if you've got a studio, Pilates studio let's say, and you've got clients coming in the door, and you're teaching those clients, that would be maintenance that is working in your business, not working on your business. Working on your business might be, hmm, I need to bring in new clients, I'm going to start a newsletter for my clients so that I can help them, equip them with the information that they need to share with the world what we're doing in this amazing corner of it, right. And so I need to figure out how to set that up, I need to figure out how to, you know, like, what, what is the automations, the tech that's involved with this. And then I need to write those things. And then I need to send that email, right, that we'll be working on your business, you're not maintaining the thing that you've already sold. And it's so easy to understand that concept when it comes to business. But why don't we ever apply that same thing to our personal life, right? If we've got a family, and we've got kids, and we've got a job, and we get up and we got a routine, and we do our day to day, but then at night our routine has been you come home, you cook dinner, you, you know, you finally get a chance to sit down, you watch an episode on Netflix or something and you drink a beer and you go to bed. And then you get up the next day. And you just do it over and over again, right? We didn't leave ourselves time in our day to work on ourselves. We've been working in our life, but we've not been working on our life. So I think it's very important that we set time aside to do that. So actually, I'm already like way ahead of myself in my Be It Action Items for you. But, I wanted to just discuss a little bit about the concept behind the pod what we're doing, why we do it and how we do it, too. So, but, let's get into a little bit I wanted to share with you a little bit about me. Brad Crowell 4:54  All right, welcome back. So there are two areas where I wanted to share about my life where I have been being it until I've been seeing it and one is professional life, and the other is personal life. So let's first talk about professional life. So let me share this with you let me set the scene. This year, we decided last year was so hectic and crazy, we were like 2024, we're not going to travel, we are going to do our best to sit still to be still because we know that when we are in one place, and we're not interrupting ourselves, and we're not changing our routine all the time, we can really, really grow our business. When we travel, we end up having to backburner the working on the business like I was just saying a little bit ago, then we're only during the maintenance, we're only you know, like, we've got amazing clients and we'd love to serve them and all those things. But we still need to set aside dedicated time to work on the business where we get to move it forward and maybe bring in new clients or start a new program or change an existing program or something like that. We decided we were constantly interrupted by travel, which is something that we love to do. And eventually what we would only love to do like someday we want to be investing in companies and traveling, travel is my drug of choice, it's absolutely my favorite thing to do. But, I recognize right now, it could be in the way, right. The second thing that we really wanted to change with our professional goals, and me specifically, was I wanted to have a very clear definition of what it means to be the CEO, what my job role actually is. And for anyone else out there, you know, who is an entrepreneur, a small business owner, like we are, you end up doing all the things, every single thing, you do everything from cleaning the space to like, I don't know, like, every single step of the business, obviously, we created it from start to finish. So here's the beauty on that. The beauty around that is that I understand every single part of the business, the problem is I can do every single part of the business. Right? And that that actually leads to issues because should I be doing all these parts of the business that I created over the years? Or should I be giving them to other people, and what I've found is that I'm still doing stuff that at this point in the game should be done by somebody else. And what it's doing is it's actually restricting me from working on the business again, to grow the business because I'm working in the business because A. maybe I'm just good at the thing, I feel safe doing it, I feel productive doing it, you know, I enjoy doing it, all those kinds of things. The reality, though, is that somebody else should be doing that, because my time, attention, my mind should be put towards how do I bring in more sales? How do I connect with another company that we can work with? How do we, you know, partner up some way with some other organization or whatever, so that we can grow exponentially instead of me building a website or me writing an email or me whatever, which is still important to be to do. But again, it's in the business not on, right? And so, what I realized is that there's no actual clear definition of my role. What am I doing? Why am I doing it? Who am I, when I look at my team, I should easily be able to say, you know, I don't want to do the not my job thing. That's not the point of this. But I do want to say this is what I'm going to work on. And what that means is that all these things I've been doing need to be distributed amongst the team to other people. And so what the whole goal has been is like, if we clearly define our job roles, then we can also go down the line. And we can be defining everyone's job roles so that there's clarity, there's understanding people understand what the goal is of their position, what they're doing, why they're doing it, all those kinds of things. And it allows me the freedom to also, as the owner, not get involved when it's not something that I should be focusing on. Because my focus should be on something else. So the reason that we want to do this is that we really want to grow our company. We want to grow, we want to touch 100,000 people's lives with Pilates. Right? And to date right now, I can tell you over the years, we are about 15% of the way. Right? We have had, you know, I don't know, maybe it's 15, 16, whatever, thousand people come through our programs, our memberships, you know what, and that could have been a few years ago, or maybe there's still members now. And that's really, really exciting. But how do we get way bigger because we believe wholeheartedly that Pilates makes better humans, it makes better people, it allows you to do life better. When you feel good about yourself, you're gonna be better for the people that are in your lives, the people that you're serving, that you're helping, that you're loving, that you're working with, all those things, it's gonna make you better because you feel good in your own body. You feel good in your own mind. Right? So that is why we have this epic, huge goal. This like, wow, that's a really amazing and exciting goal. And we're on the way there, right? So that's the big goal for us. So the next question is, what did I do to take action? What did I do to put these things into place so that one, we could reduce travel, and two, we could really define our internal roles, which will have that trickle-down effect. So the first thing is, right away at the beginning of the year, we stopped booking ourselves for weekend trips, we realized as much as it's exciting to go do things like, fly somewhere for three days and teach a bunch of workshops, and then fly home and make money doing it, which is really important and exciting and necessary. The reality is that we, it's just simply a distraction, right? There are better ways for us to make that money than, maybe, we fly to somewhere to teach a workshop for a few days. Better is the wrong word. There are better for our company ways, if, what if we took that time and energy and focus and we said, how can we bring in more people to get us to the 100,000 person goal to make that money instead? And we forced ourselves to make the money that way? Right? Think about that, because it's a little bit scary. I need that money now, right? And there's an opportunity right here in front of me where someone could pay me money. But I realize it's actually while it would be a lot of fun, and it's amazing. It's also a distraction from the overall goal, right? And so we stop booking ourselves for these weekend trips, although those always happen in the future. Right? So there's a little bit of an irony here, and I'll talk about that in just a minute. But the second thing is we sat down, Lesley and I, sat down, and we had a full-blown debrief between the two of us on like, what do I actually want to be doing? What do I actually want to be doing with my day, my time, and in this case, it was really challenging. We had this conversation, and we went back and forth, went back and forth. And then we thought we had it figured out, and then we have a coach ourselves. We then sat down later with our coach, and we said, hey, this is what we're thinking. And from that, we realized, actually, even the things that we thought that we wanted to be doing in our business to help us move forward. No, there are some there are even parts of that, that we should be giving to our team. And we should shift really into this idea of how do we become an owner instead of an operator in the business, right, and that that was another amazingly challenging conversation. And it allowed us to kind of shift things and tweak things a little bit more. And this been a multiple months conversation, y'all think, you know, like, I thought it was gonna be, hey, we'll just get it done. And no big deal. Here we go. And then it'll be a trickle-down effect to our whole team. No, we've been working on it for months to really dial this in and get this understood correctly. You know, if we're not intentional about it, we'll just keep letting it go on and on and on. So we have put a deadline on that for us to actually understand when we're going to be, you know, how do we have this like, concretely solidified, and then we're going to write our own job descriptions as if we were hiring ourselves, hey, we're looking for a CEO, who is this, this, this, and these are the expectations of the role, they're going to do these things, 1-2-3-4-5. And then these are the qualifications of the person that we would want in the role A-B-C-D-E and then you know, you'd be joining a team. So, we're literally going to write a job posting for me, even though I already have the role. And then we're gonna do the same thing for Lesley. And then we're gonna go down the line, we're going to do that for each person on our team. Right. So that's what we've been doing to take action, and a little bit of obstacles and challenges that we've had. First off, I said, we talked about it in a minute. The travel, even though we decided, great, awesome, we're gonna stop doing those weekend gigs. The irony is that we had already booked ourselves, basically, most of 2024 was already booked before we made the decision to slow down our travel or stop traveling. And you know, don't worry, we're not going to stop our tours, we're not going to stop our retreats. But it's just the smaller quick trips, they they get in the way. So we've been really reducing those. But we, we had so much travel already booked, it's now June. And we hadn't actually, we this will be the first month that we're actually staying put the entire year, which is amazing to me that it's happened this way. Secondly, it's hard, like for the internal roles, it's actually hard to know what you want to be doing versus what you should be doing. Or the other way around—what you should be doing versus what you want to be doing. Like you feel like you should be doing all these things. And you might not want to be doing them. But you still feel like you have to. Right? And when we were talking with our coach about owner versus operator, she really pushed us hard on this because she's like, yeah, okay, maybe, maybe you can do that, and you feel like you should be doing that. But that's not something that an owner of a business would do. Like an owner, you know, looks at it and says, this is my company, I'm not even involved in the day to day, really what I'm doing is I'm helping connect the dots with other companies, and then introducing those people to my team so that they can work out the details and do all these kinds of things. Right. And it's such a different way of envisioning the role. You know, like, for example, here's another great example, we have a client who is taking a full-time job, and it has nothing to do with Pilates, this full-time job, but she owns a studio. And so she is being forced into being this role of an operator or sorry, out of the role of being the operator and into the role of being the owner. Right? And it's, it feels way different, right? Even like her life is not going to be 24/7 Pilates anymore. But she will be running her team, you know, and she'll still be involved. And she'll still teach one or two classes a week, but instead of it being like full schedule teaching Pilates, she's shifting into this other role. And so there's an interesting opportunity here for her to actually become the owner of the business and not be involved in the minutiae of the decision-making of the day-to-day, right? And on a grander scale, that's what we've been trying to do for ourselves, too. Brad Crowell 15:10  So let's talk a little bit about like results and how it's been going so far. So, for example, what the travel what was we love going to Cambodia, we obviously have a place there, it's one of our favorite things to do. We have an amazing group of people coming with us at the end of this year, and we had an opportunity to teach in Indonesia, in Jakarta, and another opportunity to teach in India. And we were trying to bolt those on to the end of the, the Cambodia Pilates retreat. And after like, we've been trying to negotiate things, figure things out, we put a presentation together, we did all this effort. And then then we sat down and realized like, this will be so cool, amazing. I've never been to Indonesia, I would love to go to Jakarta. It'd be so cool. I've never been to India, I've always wanted to go there. But this is the wrong time to do these things. And even though that opportunity is there, we should not do this, we should actually come back home, be with our dogs, get back to work and focus. And again, like make our current business work better, bring in more money, the way that we are building this business, instead of taking the side trip to travel to these other amazing, exotic, incredible, you know, places. And so that's one example, we already made that decision. And so we're going to be doing our Cambodia retreat and then come home. Also, as I mentioned this year, June, July is like the first two months of the year, and that we'll actually be home more than the rest of the year, which is really exciting. It's actually going to allow us I think, to get in the groove, and help me with one of my personal goals, which I'll talk about next. This has made me feel you know, excited to, and confident, right, because we have started to see the business shifting away from the one-off travels here and there, bam, bam, bam, it's forced us to focus on our membership for OPC. It's forced us to really pay attention to how we're doing things, why we're doing things, reorganize things. And it's given me a lot of confidence because we've actually been able to switch our income out and away from that other income stream to our business, which is great, because that means a larger community. That means we're touching more people's lives with Pilates. It's allowing us to see this bigger picture and get to that 100,000 person goal. You know, another thing is, we've been really thinking how can we do some non-travel opportunities, such as, for example, we just finished Summer Camp. OPC had summer camp in the beginning of June and it was amazing. It was amazing. We had hundreds of people with 14 teachers from all around the world. And we had this incredible experience where Lesley and I stayed home. And we got a chance to still bring Pilates to the world. And we had participants from all over the place. Europe to Australia, it was incredible. So those kinds of things now that we're starting to see, wow, we can realize our overall goal and reduce our travel. That's super cool. Brad Crowell 18:09  Okay, cool. Let's talk about that personal development. Right. So that's the second part of this episode here. So let me, let me just lay this out for you. Honestly, in my personal life, the thing that I really wanted to change is sleep. And this is something you've probably heard me talk about before. I always told myself, I'd sleep when I'm dead. And I literally ended up in the hospital when I was in college because I didn't sleep enough. I was supposed to shake Aretha Franklin's hand, but I never did. I never got the chance to walk across the stage during my graduation ceremony because I ended up in the ER, instead. You know, I found myself negotiating with the doctors. Well, how much sleep is enough sleep? How much sleep do I have to get? Right? And they told me, you absolutely have to get six hours of sleep in order for your body to function. And I don't know, I think the guy made it up on the spot. But my parents were standing right there. And they said you can't drive a car unless you got six hours of sleep that night. And I was fresh out of college. So I didn't even have a car. And I was like, damn it. I have to go sleep six hours now, right? And my whole life have been like, Alright, I have to get six hours, I have to get six hours. Well, I made this decision. What would it be like if I got seven hours? Right? And I found it really challenging to do. First off, it's a decision that I had to make. And second off, you know, I have to actually hold to a schedule, which is not my, my forte. And you know, I have to want to shut my brain down and go to sleep. Right? You know, but what I do know is that it will make me feel better during the day when I have a solid night's sleep and my body can get into this rhythm, right? So here's a couple actions that I've taken to start to put this into place. First off, we obviously have talked about this as well we have an Oura Ring like mine, it's, it allows me to track the sleep. And it actually tells me like hey, you know take it easy today or whatever. Because you while you slept for it. You were in bed for six hours or eight hours or whatever. You only slept for five and your toss and turns, you get up four times, whatever. But this is a helpful tool to actually monitor my sleep and see the results tangibly. So I actually decided, I made this decision, I've been a night owl my entire life. And there's only been one time consistently in my life over a couple years period where I was like, in bed by midnight, and that was when I was working for someone else. And that's because I would get up at six, I'd be in yoga classes, 6:30, I'd be in the office by 8:30 before everybody got there, so I could get my thoughts organized for the day, everything started at nine. And I did that for many years. And as soon as I left that job, and I started working for myself, that midnight, sleep time went out the window, and I started staying up till three, four in the morning just to work and to, you know, have time for myself. So I decided recently, all right, I'm going to set a sleep, hard, hard deadline for 1 am. Alright, 1am. And then I'm going to get up at eight. So this is my seven hour window. So that means if I'm going to be asleep by 1 am, that means I'm actually closing my eyes at like 12:50. Right? So in order to do that, that means I need to work backwards from there. Right? So I've also been something else I've taken action on here is I've been reorganizing our team workflow. So this really does connect to the professional side of things in this conversation with his pod, we have a lot of our team members live all over the world. And we have a handful of them who live in Southeast Asia. And I'm often on calls with them. And they're amazing people. And I really been working with most of them for years. And it's been awesome. And I enjoy those conversations with them. But sometimes my phone calls start at 9:30 and I'm not finished until 1 am. Right? Well, that's gonna obviously have to shift. But I also then wake up in the morning, and I have, I have another group of calls in the morning for more people in Southeast Asia in my AM. And I've realized, like, there's got to be a better way to do this. So we are bringing one of the people who are on our team, already, we're going to shift the role, so that she can be the point person for everyone who's who else who is in Southeast Asia, that will is going to allow me to have more consistent phone calls, fewer phone calls, and then she can she is a decision-maker already, she can be the decision-maker for the other team members that are there. And then that allows her like she she and I can talk we can make the decisions together. But it reduces the amount of phone calls that I'm on and reduces the morning-night kind of thing that I've got going on. And that gives, frees up a lot more of my time to have my morning back. Because, you know, I'd also love to drink my coffee and sit out in the sun for a few minutes before I get things going. And often that gets interrupted when I have calls first thing, right? So that's what's, you know, that hasn't been employed yet. But we've been discussing it trying to figure out how it's gonna work. But I'm excited about this, I'm hopeful about this, you know, one obstacle or challenge that I faced while trying to overcome the, you know, the like to make these shifts are with a give room in the schedule of our team member to be able to take on these calls, right? Obviously, she works for us full-time and is busy. And so we have to bring someone for her to train so that she can shift away from doing some of the things she's been doing. So that she can then manage these other group of people. Right, and that takes time. Right. Second thing is that, obviously, travel always messes up my schedule, when it comes to sleeping. And you know, the fact that people are in Asia, that that has been an obstacle as well. But we're working through it, we're trying to figure those things out. As far as results go, I've already begun doing this, I've already started going to bed, like being in bed at 12:30. You know, so that I can read my book a little bit and wind down and be asleep by one and then getting up at eight. And it has made me feel better. I have started to see a difference in with my Oura Ring scores, how I just feel throughout the day. Right? And then I think it's shifting my mindset, it's been better in my personal life. What I know that I know that. This is just an experience that I've had over time, when I don't sleep consistently and I don't sleep well, I'm more stressed out, I have the that like that the the stories that I tell myself in my head are way more stressful, we're gonna fuck it all up, we're gonna, the house is going to explode, you know, the dogs are gonna run away, you know, whatever the stories are, like, when I don't sleep, all those fear that fear story is a lot more prominent, it's a lot stronger. When I'm consistent with my sleep, I feel more relaxed, more calm, less anxious. And I've started to feel that already this year. And that's been awesome. Despite the travel interrupting things. Because I've made this decision. It's time in my life to shift this. It's made me feel a lot better. And consequently, that has given me a lot more confidence around stability, which is my word for the year, was my word for last year because I didn't accomplish it, right? So stability, money, you know, business growth, personal time getting my personal time back, you know, so it's been It's been really exciting to see,Brad Crowell 25:03  I have this idea for this, this like ideal life, this ideal schedule, which is what I coach people on all the time, it's really amazing to start to see that happening in my own life. So yeah, high level here, y'all. You know, being it until you see it is, it takes thought, it takes time, you have to take focus, you actually have to sit down and conceptualize what it is that you want, right, and then figure out how you're going to get there. I think that that's my biggest takeaway here. These are my Be It Action Items for you—bold, executable, intrinsic or targeted action items—is you need to take a moment, you need to sit down, pull out a pen and paper. And I want you to actually imagine what would be an ideal daily schedule for you or an ideal schedule, you know, that is not like, oh, yeah, we'll get to this. This is not my five-year goal. This is like what could life look like today, now, for you, that would be a lot more enjoyable, right? Here's a great example, I actually want to wake up at 8am, I want to jump into the cold plunge because we got a cold plunge going. And then I want to make a coffee while making my coffee, I'm going to do my five push ups, then I'm going to go with my coffee, I'm going to sit out in the sunshine, I'm going to get 15 minutes of sunshine or 30 minutes or whatever, I'm going to drink my coffee, while I'm just perusing my updates for the day, which are like, you know, checking Slack or checking my project management tool, which is Monday, or checking my email or whatever, where I can get caught up on what's happened, right, before I then go inside. And then I sit down and start working. And I want that to be my daily routine. And it's like relaxing and enjoyable, it's a great way to, you know, figure out what's happened while I was away from the office, I get some sunshine while I'm at it. And that's what I want my mornings to be. But that gets interrupted when, A. I am on the road or B. I've got phone calls first thing in the morning. And so you know what, what I want for you is what could life be like for you? What could your schedule be like for you? I want you to actually imagine it, you know, pretend that you don't have commitments, and then work your commitments in after the fact what can you do? How can you work these things into your life in a different way? Because we've, we do the things we're doing today by default, right? Most likely, because we didn't think about it. It wasn't intentional. It just is what happened. And therefore it's what we do. And that's not benefiting you. That's not benefiting, and what it certainly hasn't been benefiting me. Right? And then now thinking wow, what, what I want my mornings be like, if I had my ideal morning, my ideal schedule? And then how can I make that happen? And then working backwards from there. So that's for you, these are your, these are your action items. First off, envision what it could be like, write it down, I want you to literally write it down. Secondly, then, if in order to make that a reality, what actions do you need to change, take, do? You know, B. What is it that has to shift so that you can get your ideal schedule into place? Right? So, Lesley and I are so grateful for you to being a listener of this pod. And, you know, be it till you see it is something that we are living ourselves. We're constantly shifting, changing, growing on purpose ourselves. And so we really encourage you to be reflective in your own life. And, you know, how do you work on your life instead of just working, you know, living in your life. And so, you know, the, the, I hope that this podcast is bringing you a little bit of clarity and joy and inspiration in your day. If it is, you know, please share this episode or share this podcast with somebody that you know, it's the only way that we grow. And it's the, you know, it's what you can do. It is what you guys could do for us, right? That or leave us a review. So we'd be so grateful for those things. And until next time, you know, Be It Till You See It. Bye for now.Lesley Logan 29:02  That's all I got for this episode of the Be It Till You See It Podcast. One thing that would help both myself and future listeners is for you to rate the show and leave a review and follow or subscribe for free wherever you listen to your podcast. Also, make sure to introduce yourself over at the Be It Pod on Instagram. I would love to know more about you. Share this episode with whoever you think needs to hear it. Help us and others Be It Till You See It. Have an awesome day. Be It Till You See It is a production of The Bloom Podcast Network. If you want to leave us a message or a question that we might read on another episode, you can text us at +1-310-905-5534 or send a DM on Instagram @BeItPod. Brad Crowell 29:44  It's written, filmed, and recorded by your host, Lesley Logan, and me, Brad Crowell. Lesley Logan 29:49  It is transcribed, produced and edited by the epic team at Disenyo.co. Brad Crowell 29:54  Our theme music is by Ali at Apex Production Music and our branding by designer and artist, Gianfranco Cioffi. Lesley Logan 30:01  Special thanks to Melissa Solomon for creating our visuals. Brad Crowell 30:04  Also to Angelina Herico for adding all of our content to our website. And finally to Meridith Root for keeping us all on point and on time.Support this podcast at — https://redcircle.com/be-it-till-you-see-it/donationsAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Nur noch wenige Tage, dann rollt der Ball und das EM-Fieber erreicht seinen Höhepunkt! Damit ihr beim gemeinsamen Gucken zwischen zwei Bieren und paar Käsepiekern mit Deutschlandfähnchen auch bestens informiert in die Small Talks einsteigen könnt, haben wir für euch alle Gruppen analysiert - und die besten Namenswitze gemacht! Außerdem präsentieren wir euch unsere Herzensunderdogs und unsere Favoriten.Mit dem Code „FRITZUNDSTROH“ bekommt ihr bei unserem Partner Matchday Nutrition - Sportnahrung extra für Fussballer - maximalen Rabatt im Shop: http://bit.ly/fritzundstrohpodcast---------------Wöchentlicher Fussball-Podcast mit Max Fritzsching & Michael Strohmaier powered by Matchday Nutrition! Rückblick & Highlights vom Bundesliga-Spieltag - jeden Sonntag neu!Auch als YouTube-Show verfügbar: www.youtube.com/@fritzundstroh_fussballshowClips, Memes und vieles mehr auf Social Media!Instagram: www.instagram.com/fritzundstroh_fussballshow/TikTok: www.tiktok.com/@fritzundstroh---------------Managed by Scaling GmbHBusiness-Anfragen an: info@nmsports.de Hosted on Acast. See acast.com/privacy for more information.

In honor of being the METICULOUS Pokémon podcast (and because their pain entertains you), Brielle and Brandon present: 28 EPISODES OF UNOWN! Enjoy this preview from the "Q" episode, where we are already unravelling.All 28 NEW EPISODES Now Streaming!Only @ patreon.com/WhosThatPatreon!

Vamos falar de Tosse Crónica e perceber, neste contexto, do significado do A, B, C, D, E. O A é de Awareness (ou de Acordar) para esta nova doença, as suas consequências e o seu impacto retratado no B, de Burden of Disease (ou Carga de Doença) que sresulta do atingimento de cerca de 4 a 5% da população adulta.O C é de crónica e, por definição, a tosse crónica persiste há 8 ou mais semanas, o que obriga a excluir outros doenças potencialmente mais graves que se podem manifestar por tosse.O D é de Doença, uma nova doença para o qual muitos de nós não estamos sensibilizados e que se pode subdividir em refratária ou idiopática. Finalmente, o E de Educação e Envolvimento. Uma nova doença exige educação e formação para se poder diagnosticar e tratar, ou seja, envolvimento dos médicos e outros profissionais de saúde e das pessoas afetadas.Não perca o próximo episódio sobre Tosse Crónica e o significado do A, B, C, D, E.Prof. Doutor Filipe Froes,Médico pneumologista e intensivista, coordenador da Unidade de Cuidados Intensivos do Hospital Pulido Valente, do Centro Hospitalar Universitário Lisboa Norte.Doutorado em Saúde Pública pela Escola Nacional de Saúde Pública da Universidade Nova de Lisboa.Ex-Coordenador do Gabinete de Crise para a COVID-19 da Ordem dos Médicos.Professor convidado da Faculdade de Medicina da Universidade de Coimbra.Olho Clínico é um Podcast da MSD de atualização científica, direcionado exclusivamente a Profissionais de Saúde. O conteúdo do mesmo não tem por objetivo induzir qualquer alteração de comportamento na prescrição ou toma de medicamentos. PT-NON-02896  02/2024

On this month's episode, we chat with Matt Smith about wilderness medicine.  As we shift from a high resource to a low resource setting, there are 3 main concepts to consider: - Ideal to real - High risk to low risk - Stable to unstable These concepts are important as we shift our practice and prepare ourselves.  For this patient context, we need to focus on the things we can't replace, and learn to manage that. Our approach to these patients need to be algorithmic, and focus on doing the basics well. Two mnemonics (H-E-M-P; A-B-C-D-E) are presented to help with our approach. Lastly, hypothermia assessment and management is discussed.

How do grading systems, teacher ratings, school rankings, and other programs like those create barriers to learning? Should we eliminate them entirely, or do they have their place? John Dues and host Andrew Stotz talk about how to preserve joy in learning. TRANSCRIPT 0:00:02.4 Andrew Stotz: My name is Andrew Stotz. I'll be your host as we continue our journey into the teachings of Dr. W Edwards Deming. Today, I'm continuing my discussion with John Dues, who is part of the new generation of educators striving to apply Dr. Deming's principles to unleash student joy in learning. This is episode 18, and we're continuing our discussion about the shift from management myths to principles for the transformation of school systems. John, take it away.   0:00:31.3 John Dues: Good to be back, Andrew. In this episode, we're doing the 12th principle. So we're on 12 of 14, remove barriers to joy in work and learning. So that's a certainly a concept that we've talked about, but I'll start by just reading the principle. "Principle 12, remove barriers that rob educators and students of their right to joy in work and learning. This means working to abolish the system of grading student performance, the annual rating of staff and accountability rating systems for schools and school systems. The responsibility of all educational leaders must change from sheer numbers to quality." There's two really great quotes I like from Deming. One on joy in learning where he says, "Our schools must preserve and nurture the yearning for learning that everyone is born with. Joy in learning comes not so much from what is learned, but from learning."   0:01:24.4 JD: And then for joy in work, he says, "Joy in the job comes not so much from the result, the product, but from contribution to optimization of the system in which everybody wins." So he is saying basically the same thing in those two quotes, but he is talking about the contributions to the process is where the joy comes from, not necessarily the outcome. And so much of the time, we're focused on the outcome, be it the work product in a work setting or the test scores perhaps in a, in a school setting. But he's really talking about what is that process that you're contributing to? And, and you know, how do you feel because of that, those contributions you're making? I think whether you're talking about joy in work or joy in learning, sort of unifying theme in principle 12 as it's, this concern with the pride of workmanship, whether that's the workmanship of making a product or in the learning that you're doing or something you're doing as a result of that learning, like a report or a poem that you've written or whatever.   0:02:31.6 JD: And so I think as a result, it's barriers that get in the way of joy in work and learning. And you know, maybe one of the most important obstacles to improvement of the quality of our education systems in the United States. And you know, just like, sort of, it says in the outline of the principle, there's really sort of three levels that these barriers exist at. You got the students and the grading of students. And then you have oftentimes some type of rating system, evaluation system for teachers, for principals, perhaps sometimes those rating systems use test scores or other similar metrics. And then that third level is, you have the actual schools or school districts themselves that are being rated within these state accountability systems. So you sort of have, you know, these three levels. And then there's this common problem at all three levels, regardless of which one. And that's basically this thing that we've talked about repeatedly, where you under-appreciate the contribution of the system to the performance of the people, whether you're talking about students, teachers or, or you know, school systems. So I thought that's where we could focus today.   0:03:49.8 AS: Yeah, you know it strikes right at the heart of everything that we believe, as particularly as Americans, but certainly spreading that around the world, that it's all about measuring, ranking, tracking. You know, when a parent puts a kid in school, what do they want to know? What was their grades? When a student's in trouble, it's 'cause of grades. And what a student wants to know, like everybody wants to know and rely on grades. So it's just so, it's so difficult. You know, I was talking with someone else talking about why Dr. Deming's philosophy hasn't been adopted as as widely as you'd hope. And I think it's part of, it's just because it's just sacred, the sacred heart of everything that we believe. And if you can measure it, you can track it, you can feed that back and give it to people and show them where they are and you deserve where you are based upon your efforts, and you've gotta move yourself from there. That is so ingrained. And I'm just curious, like what's the hope from your side that this can be seen. I think it can be seen if you stop and look, but it's so hard to implement.   0:05:18.7 JD: Yeah. Well, I mean, I think one thing that can be confusing is obviously Deming was a statistician. So he is, has no problem with using data to improve the quality of our schools or even an individual lesson that a teacher delivers, gathering some data on how students are doing and tracking that over time. There's no problem with that. There's no problem with that I don't think at the school level either. I think the problem comes in when you create a reward and sanction system around that data. And I think that's, Deming actually think he indicated that, that system of reward or sanction on the other side is one of the main constraints from being able to develop this win-win culture. Whatever level of the system that you're talking about, that student level, the educator level, or the school and system level. They're, all those grading systems are really reward and sanction systems. And I think when you take the data and use it in that way, that's when I think Deming is talking about the real problems, the manipulation, you know, the competition for top spots that leads to all kinds of strange behaviors, those types of things. That's really where he's focusing most of his attention.   0:06:49.1 AS: And if you had no constraints from governments or other outsiders and you were setting up a new school right now with zero constraints, the only thing was absolutely optimizing the learning of young people. How would you handle this - grading? How would you handle all of this? Would you do it in a different way? Would you just do it and de-emphasize it and say, oh, well, it's not so critical? It's just information feedback, or would you teach them how to use that data like Deming may, or like how he uses data? Or would you say, no, that's just that there's no redeeming benefit, if we're not required to do it, then we wouldn't do it?   0:07:43.4 JD: Yeah, I mean, I think it'd be some combination of the things that you mentioned. I mean, on just from a practical sense, Demings certainly understood that we live within the world that we live within. And so if that hypothetical school that you're talking about is a public school and I was in Ohio, I would obviously give the state test and take whatever data I could use and use that in a positive way that I can. So I'm gonna do the thing that I'm caught on to do as a educator in a public school system. So I wouldn't opt out or anything like that. I think in terms of how I set up internal systems, I think, ..GAP. Yeah, I thought a lot about this but I haven't maybe put to paper exactly how I would do it.   0:08:36.2 JD: I think...I certainly would use assessments. I certainly would track how students are doing on standards. I would involve students in doing so they could track that over time. In terms of grading, I don't know exactly what I would do. I would definitely de-emphasize that to the extent that I possibly could so that the emphasis is on the learning and not on the grades. That would be a key sort of guiding principle. There's certain things that I think are outlandish that schools do, where they do pep rallies or pep rallies or something like that to, as the buildup to state testing comes, I find those things ridiculous. So I would stay away from doing anything like that. Kind of how we've treated state tests in the past, even prior to discovering Deming was matter of fact.   0:09:47.2 JD: Like, this is something we're preparing for, we're gonna do our best. We're gonna try our hardest, we're gonna learn from the experience, we're gonna work hard on it, and then we're gonna move on. You know, that's the type of mentality we had. In terms of like the mindset of the school I led, there was a poster in the hallway that said, you get it wrong and then you get it right. So that was the mindset is, we learn from our mistakes. We talked about creating a culture of air in our classrooms so that students felt, you know, safe, I guess is the word I would use to, or willing to call out when they didn't understand something, or they did make a mistake, and then we work together to rectify that. So that's a little bit a long-winded answer. I don't have it all worked out. I have some ideas, but I think overall using data is fine. I think it's, when you get into the rating and the ranking, that's where the problems and the rewards and the sanctions, I think that's where the problems generally come from.   0:10:50.8 AS: Yeah. I mean, I'm kind of unconstrained in my Valuation Masterclass Bootcamp, because I'm not under any, there's no supervision of what I'm doing by anybody. It's just me trying to make a better experience for the students. And the idea of grading never really came into my process. It's interesting, John, that one guy who was a student of mine, he graduated and then I hired him to work with me to take care of the other students. One of the first things he did was come up with a matrix and a grading system, [laughter] just because that's what he knew. And now he uses that system and he has little points that he gives. That system doesn't have any connection to whether you're gonna pass the class or not, or there's no ranking or anything related to it. It's just that, okay, you only got six points out of 10, which means you haven't really done the assignment. He's clearly defined what are the things that you need to have done? And then he goes through and says, did you do them? So it's definitely a, I think it's a good feedback mechanism.   0:12:08.4 JD: Yeah.   0:12:10.2 AS: But, you know, whether it's valuable. I think what I'm trying to do is create the experience that young people are learning how to value a company through the process of learning and discovery and, and discussion and, and, and going online and going through my material, asking me questions, and then demonstrating, showing different things. And then they're slowly putting those pieces together. And I can also see that it takes time. You know, it can't all happen in one week. We have six weeks and where they're at at the end of the six weeks is so much further along than where they were at the beginning. But I guess my point would be if I was completely unconstrained, which I am, it's just that it wouldn't be pro or con grades and ranking, it wouldn't even really exist because it's not a core part of learning. Core part of learning is providing the environment, the excitement, keeping people on track, helping them see, okay, here's what you gotta do now, see if you can do it. You know?   0:13:18.8 JD: Yeah. And I think what I was gonna do today is bring this alive. You know, we've talked about grading of students and even the performance appraisals in some of the past episodes. So what I thought we would do here is, sort of, focus on why grading schools could also be you know, a barrier to joy in work, how this might play out. So I think generally most people are now familiar with, because in the public school system, we've had various types of rating systems. You know, each state has their own. And I think it's, what's important here is to look at examine if the ratings help the public differentiate between schools that are doing a good job of educating kids and those that are not, because that's the point.   0:14:09.7 JD: Right? At least one of the points. And on its face, it sounds simple, you know, up until this year, Ohio has like an A through F grading system for schools, and there are sub components and you get an overall grade A to F. Right? And so it sounds simple. Schools with more A's are better schools, except for it's not that simple when you go beyond like a surface level analysis. So I thought it'd be helpful to just zoom in on two schools located here in Columbus. One's called Jones Middle School. It's in the Upper Arlington School District, which is close by. And then Columbus Collegiate Academy, I'll call it CCA, it's also a one of our middle schools. Both the schools serve grades six through eight. They're less than 10 miles apart here in Columbus.   0:15:03.6 JD: So they're geographically proximate. And this analysis comes from an article I wrote in 2020. So it's from a few years ago. So the results are a few years old, but you know, I think they're fairly representative of how the schools have performed over the last decade or school or so. So let's start with just the grades that the schools received. So the schools get an overall grade. Jones Middle School has an A, CCA has a B, so you know, fairly close there, but Jones outpaces. And then there's the achievement grade. And that's basically looking at all the kids' test scores, how they do overall. Jones gets a B, CCA gets a D, right? So Jones has quite a bit better performance. And then there's a progress category. So how much progress did the kids make during that particular school year?   0:15:57.9 JD: How much growth did they make? Now this is interesting now, CCA gets an A and Jones got a B. So just to recap, the overall grade for Jones was A, achievement B, progress B, for CCA overall, B achievement D, progress A. So basically a higher percentage of students at Jones begin year on grade level 'cause they have that higher achievement grade, but they don't grow as much as the students at CCA once they're there. This difference between achievement and progress grades becomes even more interesting as you start to factor in not only the school characteristics, but also the neighborhood characteristics. So let's talk about inside the school just to start with. So in terms of student population, Jones and CCA are pretty similar in terms of students with disabilities. So those kids with special education needs tend to, as a general rule score lower on standardized tests.   0:17:02.9 JD: So those populations are roughly equal, but 100% of the kids at CCA are economically disadvantaged as defined by the state. At Jones, just 2.4% of the kids are economically disadvantaged. When you look at other report card measures such as attendance, chronic absenteeism, Jones has much better rates. So 97 plus percent attendance rate, just 2% of their kids are chronically absent. At CCA 93% attendance rate, 21% of the kids are chronically absent. But when you start to look at these, some of these metrics framed in terms of the poverty rates in the community surrounding CCA, these numbers start to take on a different meeting. And I think what they're, especially things like chronic absenteeism, that's all the rage right now, attendance, I think what you start to need to understand is these are indicators of inequity, housing instability, neighborhood violence, lack of access to healthcare.   0:18:15.5 JD: I think they're more an indicator of those types of things than they are of school performance. So as you start to think about things in those ways, what you realize is that the students at CCA are just as capable as the students at Jones, but they face sometimes overwhelming obstacles related to poverty. It's also interesting to take a look outside the schoolhouse. So the median family income in the census tract where Jones is located is $184,000. So the median family income in that neighborhood, so it's a pretty affluent area. In the neighborhood surrounding CCA in that census tract, the median family income is just over $20,000. So we're talking about an order, orders of magnitude higher family income in upper Arlington than in the neighborhood that CCA sits in. And then there's all types of factors. Some grounded in historical reasons that relate to this, but they're also compounded by funding disparities. So the per pupil revenue at CCA for this year is $10,600. In Upper Arlington, it's nearly $17,000...   0:19:35.0 JD: This Jones Middle School has almost no students living in poverty, yet gets $6,000 more in additional revenue per student than the students that attend CCA. So think of the implications of that.   0:19:52.3 AS: When you say they get more revenue, you mean the state or the government's providing them more money per student?   0:20:00.1 JD: Yes, all in. From all sources. So when you look at what the federal government provides, the state government, and then local funding sources. When you look at all those sources combined, this more affluent middle school gets $6,000 more students, dollars per student.   0:20:14.5 AS: Obviously, it's not based upon need. Is that based upon the grade or some other?   0:20:19.0 JD: Well, it's because the funding is heavily influenced by local property taxes. And because of the affluence of...   0:20:26.7 AS: They have the resources.   0:20:28.2 JD: They have the resources. And in Ohio, charter schools don't have access to local money. So that explains most of the gap. Most of the gap. But back to my point, when you think about CCA, having kids with more challenges, less money per student, less resources to pay for a facility, to pay teachers a competitive salary, extracurricular activities, all those types of things that we want to equalize are highly inequitable between those two schools. So then you start to ask yourself, well, what are the report card grades measuring exactly? Are those grades on those state report cards a fair representation of what's happening inside the school? Or can a significant portion of those grades be attributed to this larger context in which the school sits? And I think that's where you sort of put on this systems thinking lens and realize that, sure, what teachers and the principal is doing inside the schools, they are certainly making contributions to those state report cards. But you cannot ignore what is going on outside those schools and those neighborhoods when you're thinking about these grades.   0:21:54.1 JD: And so if you're sort of thinking about... Like a formula that would sort of lead to the school's results and you just... Let's just call it A+B+C+D+E=71, where 71 is the score that the school gets. Let's just call it that. And let's call the school's contribution letter F. A, B, C, D, A+B+D+C... Or A+B+C+D+E+F=71. The school's contribution is F. Well, that equation cannot be solved unless you know the values of A through E or at least some of those values. But what we try to do with this state report card system is that we assign this value to F, the contribution of the school, with no knowledge of the effects of these other variables.   0:22:57.3 AS: So it's, in other words, the contribution of the school is 100%. You mean you're responsible for your results? Is that what it means?   0:23:04.4 JD: Well, right. So if you're going to give me... If you're going to give CCA Main Street a D in achievement, that means the only thing that contributed to that grade was the school. But there's all those things that we talked about. Some, sort of, when you look at the variables A, B, C, D, and E, those other variables, you could look at things like, what are the state standards? Or what's the test design? What's the school funding? Household income? Home environment?   0:23:34.1 AS: Education level, maybe, of families.   0:23:37.2 JD: Education level of parents. Teaching methods. All of these things are variables that are outside of the school's control, or most of the ones that I just mentioned. But we don't, we don't see that when we look at these report cards. Right? You know, and just like I said at the beginning, despite all of that, I'm in favor of administering these state tests that are standards aligned, reported annually to the public. I actually think understanding how students are performing in a standardized way is actually... Could be useful information, I think. But when you extend those systems to the grading, the rating, and the ranking, I think that's a misuse of the information. Because too much of the rating and ranking comes from the system, as opposed to being directly assignable to the school or to the individual educators within that system. I mean, I think, if you analyzed report cards in this way, I think my opinion is that a reasonable person would conclude that the comparison between Jones Middle School and CCA is not a fair one.   0:24:56.4 JD: Because those students that arrive in those schools are not on equal ground upon enrollment. And I think our time would be better spent figuring out how to make things more equitable between those two groups of students than constantly recalibrating these rating systems that at best communicate confounding information, conflicting information.   0:25:27.5 AS: KPI experts around the world listening and viewing this are saying, "oh, come on, John. What? All you got to do now is you just got to break it down. And now we're going to do the KPI by adjusting for these factors. And now we're going to compare schools based upon that." Of course, what we've learned and I've learned over my life is that every time you think you're going to break it down and make it more comparable, it gets harder and harder to do that. And it just becomes less reliable and less useful in a lot of cases. Not completely. I mean, making some simple adjustments just for, let's say, yeah, I suspect that just one factor could probably represent A, B, C, D and E probably pretty well. Maybe that's the income of the area or the amount of funding that they got. One or two of those factors probably is enough to say, okay, we gotta compare schools that have these factors similar as a first step. But every time that I've ever gone down to go deeper into measuring, it just gets...it, it, the answer isn't there.   0:26:40.6 JD: Yeah, and I'm going to tie this back to joy in work. So if you think about that current school rating system, what we fall prey to is that fundamental attribution error that we've talked about before, where we have this tendency to underestimate the impact of situational factors on other people's behavior and overestimate the impact of individual factors, you know, when it works in our favor. But what happens is if I'm a teacher at CCA, there's a likelihood that I'm going to get blamed for the results. Let's say the achievement results. If I'm at Jones Middle School, there's a likelihood for praise. Because the school is doing pretty well. But in both cases, in both cases we're vastly underestimating the impact of the situational factors or the system on those results. So over time, I think this can have an impact on joy in work of educators working in these challenging schools.   0:27:49.3 JD: Even, even in the case where in many of these schools, like the one I just talked about with CCA, that there's solid evidence that staff and these schools are often getting better outcomes if you go beyond the surface level analysis. Because if you remember, they did quite a bit better on the progress, meaning they grew the kids more in a single year, even though they may have not hit the proficiency standard at the rate that Jones did, they grew the kids more. So you could make a solid argument that CCA is actually better, even though they got lower grades on the report card, right? I've often said, what would happen if you just switched the two staffs?   0:28:33.6 AS: Yeah. Problem solved.   0:28:36.3 JD: What would happen to the report card? You know. That's interesting. Obviously, it's never going to happen, but it's an interesting hypothetical experiment. My guess is a lot of teachers will find out that would go from Jones Middle School to CCA in a much more challenging environment would find out pretty quickly, that a lot of their methods don't work as well, right? So I think that these are the types of things that we're talking about. Imagine if you're at CCA year after year after year after year, get these lower grades. Right? And even if there's some evidence, like the progress score, who's digging in to find this? That score is often harder to find than the overall grade. That score is often not in the headline and what makes it into the newspapers. You know? And so you start to ask or you start to doubt yourself. You start to think about, am I really good at my job? Those types of things come in. And if you don't have someone there doing this deeper analysis, putting this in context, that's not easy to do.   0:29:52.1 AS: Yeah, when the pressure's on.   0:29:54.4 JD: When the pressure's on. And even if you're good at doing that type of analysis, sometimes people won't believe you because, well, that's not what I'm hearing. That's not what I'm... That's not what my family's saying. Those types of things. And then, and then, if you have those good teachers that at a certain point say, I'm just going to go somewhere where it's easier. Then those kids at CCA wind up in a worse place. And that's, I'm using CCA as an example, but I think this plays out at you know challenging schools all across the country all the time.   0:30:36.2 AS: Yeah, when you were talking about the morale of the CCA teachers, I was just thinking some brilliant bureaucrat would probably come up with the idea of why don't we post this grade right on the front of this school?   [laughter]   0:30:51.4 JD: Well, yeah, they're easy to find. That's for sure. These are all public, public reports. Sure. And in fact, actually, back during, I think, during the Obama administration, during Race to the Top, when it became really in vogue to rate teachers based on their progress scores, the individual teachers. The school report cards are easy to find, like a report card on any public school in Ohio or any public district. But in some cities, what started happening is they were, newspapers were getting a hold of the list of the progress rankings for individual teachers and posting those. I remember some of those were in the newspaper. And I think we've talked about this here as well, that what researchers have shown over time with these progress scores, these value added scores, is that some of the score is attributed to the teacher from before. Teachers that take on more challenging groups of students tend to have scores that are... Progress scores that are lower, all types of things And you want good teachers in those rooms. And what you're doing is disincentivizing that to happen when you have these types of rating and, rating and rating systems. So it's a tough thing.   0:32:15.2 AS: It's such an interesting topic. And I think, it got me thinking that we should start a new series on the Deming Institute podcast, which is, bad use of data. Like examples of, you know, here we have a misuse of data or just the simple thing of not making adjustments for situational factors and the misattribution. You could argue if you just improve that, maybe there's a little bit more meaning to this. But then, of course, there's also all the unintended consequences. And I just would imagine, I'm thinking about a book I have called the... By Terry Mueller, I think, or Jerry Mueller, which is the Tyranny of Metrics.   0:33:05.9 JD: Yeah, we got a lot of copies of that in our, right in this room where I'm sitting.   [laughter]   0:33:10.8 AS: Yeah. And I think that that would be kind of fun to bring out from the audience examples of what you're seeing.   0:33:17.4 JD: Yeah. Well, and one thing I didn't even mention that is also a key contributor here is, so let's say these two middle schools get this state report card. And another contextual factor is that most of the kids that go to Jones Middle School went to, I don't know the name of it, Upper Arlington Elementary School. And a very stable neighborhood. And of course, there's a few families here and there that will move in and out. But for the vast majority, I guarantee a vast majority of the kids that took these tests in sixth, seventh and eighth grade at Jones have been in Upper Arlington since kindergarten or preschool.   0:34:00.4 AS: Yeah.   0:34:01.2 JD: CCA Main Street, because of the nature of charter schools in Ohio, is a standalone 6-8 middle school. So that means 0% of the kids went to our elementary school during these years. And now whatever happened K-5 in a school, those kids school career, that certainly plays a big role in how they're going to show up when they enroll at CCA. So the only rule in terms of counting for CCA's test scores is that the kid had to be enrolled by October, let's say the first week of October. And they take the test in March. So six months later, let's say.   0:34:49.2 AS: Yeah.   0:34:49.6 JD: So let's say probably 50% of the kids at CCA, were brand new to that building, to that district, that school year, whereas the vast majority of Jones middle school students had been in that district for seven or more years. Because kindergarten is a year, and then when you're a sixth grader. So the time that they've been there, that's not taken into account either. And that may be the most important.   0:35:19.0 AS: Yeah. That's fascinating. So how would you summarize the one thing you want the listener, the viewer to take away from this.   0:35:30.5 JD: Yeah, I mean, I think it can be easy to start to think that data is bad. That is not the problem. You need data to help inform your decision making.   The problem comes when you then take the data and attach the ratings and the rankings to it, that's when the problem comes in. So you need to detach those two things.   We need to keep it public, keep it transparent, keep it known by all stakeholders, be it parents, the public, policymakers, students themselves. But it's the rating and ranking, that's the problem. That's the key takeaway.   0:36:11.9 AS: Great. Well, on behalf of everyone at the Deming Institute, I want to thank you again for this discussion. And for listeners, remember to go to Deming.org to continue your journey. You can find John's book, Win Win. W. Edwards Deming, the System of Profound Knowledge and the science of improving schools on Amazon.com. This is your host, Andrew Stotz. And I'm going to leave you with my favorite quote from Dr. Deming, which is totally pertinent to what we just discussed. And that is: people are entitled to joy in work.

Interview avec Marc et Jean-Marc, membres de l'association A.B.C.D.E. Réalisé en direct sur RBS dans Le 16-18 de Pierre Liermann le 08/01/24

We didn't start any fires. Yet. Featuring... Five. Minute. Fight. - School of Rock What Is It?!?! - If you beat Corey, let us know! Hosted by your own personal cinematic Cindy Crawford & Oprah! Music by Splash '96 Recorded & Edited by Boutwell Studios

In this milestone episode 250, host Mark Stinson re-issues one of the first interviews in the podcast series from 2019. The early guests exemplify the world of creativity in business.Bob Baurys, CEO of 83bar, and Cristián Saracco, founder of Allegro 234, shared their insights and experiences in nurturing ideas and growing successful enterprises.In this episode, you'll discover:· How to grow your business through the power of branding· The value of personalizing your product or service when making business decisions· The reason why the employees you start your business with often times are not the same employees you'll need to scale your business later on· How to successfully sell your ideas to clients· Why Bob feels that “Speed reduces risk at every single level”Bob is known for his entrepreneurial spirit and innovative approach. He emphasizes the importance of empowering patients to take charge of their healthcare through systematic and personalized approaches. By personalizing the idea and envisioning the individuals they aim to serve, Bob and his team maintain focus and passion for their mission.Cristián and his company emphasize helping clients grow through their brands, and they continuously evolve their services and products to cater to changing customer journeys and experiences. By considering a triple-bottom-line approach, Allegro 234 integrates social and environmental factors alongside profits, ensuring a holistic approach to branding.Both guests discuss the challenges of scaling businesses and staying true to the core idea as they add more team members and clients. Bob emphasizes the need for different types of people in different stages of a business. Early on, independent thinkers who can break the rules and develop new pathways are vital. As the business matures, structured thinking and replication of systems become crucial for scaling.Cristián highlights their process of building a team that not only possesses the necessary capabilities but also shares a personal connection and alignment with the company's culture and purpose. This approach has led to a stable and cohesive team that has worked together for an extended period.The episode concludes with a discussion on idea generation. While both guests acknowledge that ideas can come intuitively, they also actively seek inspiration by exploring history, art, and other sources. Urgent needs and pressure often spark the most innovative ideas, pushing them to think outside their normal toolbox and find creative solutions.Throughout the episode, Bob and Cristián highlight the importance of personalization, passion, and adaptation in keeping ideas alive and transforming them into successful businesses. Their stories inspire listeners to embrace creativity and evolve their approaches in the ever-changing business landscape.Highlight quotes:- "When you focus on the core constituency, the idea burns deep and passionate." - Bob Baurys- "Ideas come by compression, the accumulation of stuff that really moves the needle." - Bob Baurys- "We go to look for ideas, ideas come by intuition." - Cristián SaraccoIn the second half of this interview, the group discuss the process of creative problem-solving and how to generate innovative ideas. Bob mentions using a three by three grid. He explains that he puts the problem in the upper left corner, potential solutions in the left column, reasons why they would work in the middle column, and reasons why they wouldn't work in the right column. Bob finds that the solution often comes from a hybrid of the first three ideas.Cristián talks about their methodological framework called A B C D E. They establish objectives, create...

It's Istvan's summer concert season and as per usual he forgot to request the important luck spell he likes to get from his friend the Leprechaun. So a conjuring takes place and the Leprechaun joins us for this special good luck show. We're also treated to a brand new celebrity birthday segment from Toby and hear from some of the kids from Istvan's recent library performance in Woodstock Illinois. So find your four leaf clover and get ready for the latest and greatest kids and family podcast around. Be sure to follow Istvan & His Imaginary Band on your go to streaming service and add your favorite songs of his to your playlists. May we recommend Summertime or Fondue as a start? Ok. Are you ready? Because here comes another super fun episode of Istvan's Imaginary Podcast. Thanks for tuning in, enjoy!Make sure you're SUBSCRIBED and following Istvan on all his socials below. And don't forget to chip in at Istvan's Venmo (@istvansongs) to keep the show afloat, fun and free for all!Links: Enjoying the show? Please consider tipping the crew via Venmo to support the podcast Thanks! Venmo: @istvansongsIstvan on Spotify: shorturl.at/jCHW5Istvan on Apple Music: shorturl.at/gGL03Istvan's YouTube: www.youtube.com/imaginarykidsongsIstvan's Instagram: @iamistvanIstvan's TikTok: @iamistvanIstvan's Website: www.istvansongs.com

This week Super Mario dominates the box office, we kick off March Mayhem (in April) giving all the characters eliminated in the first round of March Mayhem a second chance at the championship, more Indy merch is announced, new trailers for Star Wars projects and Indiana Jones premiere at Star Wars Celebration, and of course, we continue highlighting the last 100 years of the Disney company with our segment Great moments with Mr. Andrew! Listen now at: https://www.podketeers.com/460   Check out our series of Armchair Imagineering episodes here:  https://www.podketeers.com/armchair-imagineering/ --- Join the FGP Squad Family! Support for Podkeeters is provided by listeners and viewers like you! We like to call our supporters our Fairy Godparents (they call themselves the FGP Squad). You can find more info on how to become part of the FGP Squad family by going to:  https://www.podketeers.com/fgp --- We're on Discord! Join other members of our community and us on our Discord server! Use the invite link below to join us: https://discord.gg/gG8kJ2a --- Help us make a difference!  Teamboat Willie is the official charity team of the Podketeers Podcast. For more information on the charity that we're currently supporting, head to: http://www.teamboatwillie.com

如果以為樂團巡演就是邊演邊玩，請點開這一集！ 如果以為樂團巡演就是上車縱情、下車刷琴，更要聽這一集！ 樂團出國巡迴演出，看起來像是超大型團體旅遊，團員浩浩蕩蕩從 A 地飛往 B 地，再到 C、D、E 城市，同樣搭機、住飯店，好像……很好玩？ 本週我們再次跨海連線，請現任香港中樂團節目、教育及巡演主管－麗娟來跟我們聊聊大型樂團巡演的真實幕後～ ※樂團國外巡演，可以自己挑地點、順便玩一趟嗎？ ※全團出動就是百人移動，還有 6.5 噸樂器一起飛！ ※新疆臨時演習封路、芬蘭登機前同事送醫，下一場演出在即，怎麼辦？ ※走往演出場地的十分鐘和一杯咖啡，就是我的異地小旅行 ※國外音樂會、藝術節聽一場！職人推薦欣賞表演好去處 ㊣合作聯繫： bsidetravel3@gmail.com ㊣臉書粉專：http://www.facebook.com/BsidetravelstoriesFB ㊣ IG 帳號：http://www.instagram.com/bsidetravelstories ☆訂閱、追蹤、關注「B面旅遊」，每週三讓聲音帶你看見世界☆ ★喜歡請給五星評價，並告訴我們你對這一集的想法： https://open.firstory.me/user/ckie5fyeu0qyx09922pp3iabv/comments Powered by Firstory Hosting

Wordle stumpers!!!: Do you ever find yourself scratching your head because of one of the letters that Wordle says is in the solution, just doesn't seem to fit? Somehow, you're having a temporary thinking block, and have gone through what you think are every possible letter combination and you are still coming up with NOTHING? This is the first part of a series of Wordle tips to help you deal with the Wordle Stumpers. #Wordle #Wordletips #Wordlestrategy This is Wordle Stumpers Part 1 and focuses on the letters B C D F G H. It is part of a longer series that takes a deeper look into the problems you may have in finding a solution when B C D F G or H are part of the final answer. Wordle – the alphabet series – should help all Wordle players. Wordle is the game that has been sweeping the Internet. With only one hand each day, players have six chances to guess the daily five-letter word. A green square indicates a correct letter in the correct spot and a yellow letter reveals a correct letter in a different spot. Follow me on Twitter: @MarySSchaeffer for sparkling commentary to the day's puzzle; okay, sometimes they are not so sparkling but they are the best I can come up with on the spur of the moment. Wordle Game Strategy when Stuck https://youtu.be/OHmEkVPYFkc Link to Best Starting Word Revisited https://youtu.be/4FY28GWPddI Link to the Wordle Play List of All Wordle Videos https://www.youtube.com/playlist?list=PLtL6rWSXZ-HefxYm4ymJ0RSWKFC_c9Lys Link to The Book: Wordle: The Rules, Strategy and Expert Tips https://www.ap-now.com/snip/111.htm Subscribe now: https://www.youtube.com/APNow?sub_confirmation=1 Interested in learning more about issues impacting accounts payable. Sign up for AP Now's free ezine at: www.ap-now.com Host: Mary Schaeffer (www.ap-now.com )

Ett somrigt och informativt avsnitt. Förkylning kan förekomma. Pratas GAS-träff och den kommande långfilmen Det ska va gött å leva. 

Tour_Date No. 5 - Diese Station auf unserer Tour könnte wir auch mit der Schwebebahn erreichen, denn wir sind in der Tanzschule Schäfer in Barmen und zu Gast haben wir die Gabi Schäfer.Es geht natürlich viel ums Tanzen und die Vorteile die richness Tanzen bringen.Wie Marlon, Gabi bei einer Show fast in den Wahnsinn getrieben hat und wo er kurz vor „Hausverbot“ stand.A B C D E, das ist keine Tonleiter sonder der Nutriscore, der auch Thema ist.Wo sollte der Nutriscore eurer Meinung nach überall draufstehen: Essen, Gegenstände, Auto, Menschen? Alles in allem eine ruhigere, aber wertvolle Folge.Mehr über die Tanzschule erfahrt ihr unter:www.tanzschule-schaefer.de/Wir wünschen euch viel Spaß und gute Unterhaltung bei dieser Folge Ja. Aber Nein.Lasst uns auch gerne 5 Sterne da, darüber freuen wir uns immer und Bildmaterial von uns findet ihr auf Instagram unter @jaabernein_podcast

Hörspiel über Alltagsrassismus und Racial Profiling von Susanne Amatosero. "A B C D E und ich" ist das Portrait eines Jungen mit Migrationshintergrund. Omo West ist 17 Jahre alt und lebt in Hamburg. Er erzählt von sich und seinen Freunden und von ihren täglichen und nächtlichen Streifzügen durch die Stadt. Es geht um Streiche, Mutproben und um das Erwachsenwerden. In einer manchmal misstrauischen Welt hilft den sechs Freunden ihr Zusammenhalt, sowohl den Argwohn überforderter Polizisten, als auch rassistische Angriffe mit Witz und Gelassenheit zu parieren. "A B C D E und ich" ist eine Art Anti-Krimi, der deeskaliert, indem er vermeintliche Straftatbestände in Lappalien zurückverwandelt. Mit: Max Woithe (Omo West (abgekürzt O)), Levin Amatosero (A), Sebastian Prasse (B), Altamasch Noor (C), Elias Köse (D), Julian Benjamin Spenke (E), Julian Sengelmann (1. Polizist), Benjamin Utzerath (2. Polizist), Ralf Novak (3. Polizist), Maresa Lühle (Polizistin), Wilfried Dziallas (Bünabe), Victoria Trauttmansdorff (Mutter), Ibrahima Sanogo (Afrikaner). Komposition: Chassy Wezar. Technische Realisation: Christian Alpen, Sabine Kaufmann und Birgit Gall. Regieassistenz: Ralf Jordan. Regie: Susanne Amatosero. Produktion: NDR 2014. Redaktion: Michael Becker. Verfügbar bis 02.06.2023. https://ndr.de/radiokunst

Since May is Skin Cancer Awareness Month, in this week's episode we'll talk about how you can self-exam your moles at home. We'll break down the A B C D E method so that you can easily detect when you should take an appointment with a dermatologist. We'll also talk about basic sun safety measures everyone should follow on a daily basis.

Scattered throughout history are epidemics of catarrhal or campaign jaundice (the latter was experienced during military campaigns). The pivotal moment was during World War II where troops became sick with jaundice due to a contaminated Yellow Fever vaccine and sporadic jaundice outbreaks in different countries. While the symptoms appeared similar (ie jaundice), one did not confer immunity to the other and further investigation was needed. This discovery of Hepatitis A and B lead to the discovery of Non-hepatitis A and Non-hepatitis B: other illnesses that caused jaundice and liver damage. This lead to the identification of Hepatitis C, D, and E. Although they have similar names, these are 5 separate virus and require different tests for identification. This is the story of hepatitis.Support the show: https://theadelaideshow.com.au/listen-or-download-the-podcast/adelaide-in-crowd/See omnystudio.com/listener for privacy information.

The Dallas Stars have a way of making you want to swear even after a victory. And when you think about the John Klingberg situation, it's pretty easy to want to swear all day, every day. (What even...? What the hockey sticks...?) Wes, David, Tyler and Mark have a salty word or two about the team, and this time, they feel like sharing. In this episode: Can the Stars just play all their games at home from now on? Alternatively, can they just clone Joe Pavelski and Sons? Can they, once and for all, get a second line going again (maybe after Denis Gurianov returns from COVID jail)? Why should coaching decisions that didn't fly when Marc Crawford was bench boss get a second chance now? Has the team moved back to the John Klingberg - Esa Lindell pair on the QT? Can Dallas commit to a vision of success in which they recognize how much they need Klinger? If not, then what the heck have they been trying to do in the draft for the past few years? The system cannot fail. It can only be failed. This is Stargazing. What's on your mind? Let us know in the comments at Defending Big D, or seek us out @WesALawrence or @KETibbetts. You could be part of the next podcast. And we love it when you rate, review and share. Tell us how we're doing wherever you subscribe.

The Dallas Stars have a way of making you want to swear even after a victory. And when you think about the John Klingberg situation, it's pretty easy to want to swear all day, every day. (What even...? What the hockey sticks...?) Wes, David, Tyler and Mark have a salty word or two about the team, and this time, they feel like sharing. In this episode: Can the Stars just play all their games at home from now on? Alternatively, can they just clone Joe Pavelski and Sons? Can they, once and for all, get a second line going again (maybe after Denis Gurianov returns from COVID jail)? Why should coaching decisions that didn't fly when Marc Crawford was bench boss get a second chance now? Has the team moved back to the John Klingberg - Esa Lindell pair on the QT? Can Dallas commit to a vision of success in which they recognize how much they need Klinger? If not, then what the heck have they been trying to do in the draft for the past few years? The system cannot fail. It can only be failed. This is Stargazing. What's on your mind? Let us know in the comments at Defending Big D, or seek us out @WesALawrence or @KETibbetts. You could be part of the next podcast. And we love it when you rate, review and share. Tell us how we're doing wherever you subscribe.

This episode features Malty National's Classic Pilsner which becomes a hit followed by the not so much Muskoka Midnight Magic  which did not sit well.  We followed up with a new brewery to the show Apex Preditor's Mad Trapper then ending the episode with Strathcona's Beautiful beer.   Make sure to check out our social media for upcoming shows and subscribe to our youtube show for video versions of the show.

What happens when you leave church on Sunday morning and you have to live the week ahead in the world around us? The good, the bad, the happy, the sad and everything in between. What does it mean to live as a christian in this fallen world?Join Pastor Chris Hull and Patrick Sturdivant as they dive into the topics that are happening around us every day. They'll tackle pop culture and contemporary topics and have some fun times  while they are at it. This week Pastor Hull and Patrick discuss the song that is taking over the radio, and "the" Tik Tok... ABCDEFU by Gayle. What are we to think as Christians listening to a song like this and what should we pay attention to overall when listening to music? To support the work of Higher Things®, visit http://support.higherthings.org For more information about Higher Things, go to http://higherthings.org------Join the conversation on Social Media: http://facebook.com/higherthingshttp://twitter.com/higherthingshttp://instagram.com/higherthings

方舟子 “燕窝、雪蛤膏同炖：美化肌肤的功效最为明显。”网上某部“百科”收集的一个食疗配方如是说。在古代，燕窝和雪蛤膏都被认为是“滋阴润肺”的补品，据说治疗“肺痨咳血”有奇效。燕窝被称为“圣药”，雪蛤膏又叫哈蟆油，比燕窝低档，像林黛玉那样的贵族小姐是不屑吃的，每天早上吃的是冰糖燕窝粥。虽然吃了无数“调理虚损劳疾之圣药”，林小姐还是年纪轻轻魂归离恨天。　　肺痨也就是肺结核，在抗生素发明之前是不治之症，不管流传着多少“验方”。现在得了肺结核很少有人敢不用抗生素而仰仗“滋阴润肺”的补品了，于是燕窝、雪蛤膏在今天就演变成了美容的圣品，轻信它们在这方面的效果毕竟不至于要命。　　燕窝、雪蛤膏的产地一南一北，都是很怪的东西。燕窝产于我国南海诸岛及东南亚各国，是雨燕科金丝燕及同属鸟类筑在海岛的悬崖绝壁上的窝巢，主要成分是凝固的唾液，掺杂一些海藻、羽绒的杂质。它的珍贵在于攀岩采燕窝极为艰苦，而且危险。雪蛤膏是中国林蛙长白山亚种的输卵管的干制品。长白山的林蛙据说冬天潜入在雪地下或冰川河底冬眠长达五个月之久，有特别顽强的生命力，所以就被认为有了其他亚种的中国林蛙所不具有的神奇之处。　　对古人来说，一个东西只要极为难得，或极为独特，就成了它具有奇妙功效的证明。但对有了化学的今人来说，则还想知道它究竟有什么奇特的化学成分。要测定一种食品的主要化学成分并不难。燕窝和雪蛤膏的化学成分都有人测过。宣扬燕窝的价值的文章称，“现代医学研究发现，燕窝主要成分有：水溶性蛋白质、碳水化合物；微量元素：钙、磷、铁、钠、钾及对促进人体活力起重要作用的氨基酸（赖氨酸、胱氨酸和精氨酸）。”而对雪蛤膏的说法则是：“雪蛤全身是宝，经现代科学分析测定，雪蛤膏其主要成份：蛋白质含量高达 51.1%-52.6%（雪蛤油蛋白质含量高达约56%）、脂肪4% 、矿物质4.7%，并含有人体所需的18种氨基酸、蛙醇（胆醇）、不饱和脂肪酸（亚油酸、亚麻酸等）、核酸、磷脂化合物、多种维生素 (A、B、C、D、E等)和钾、钙、铁、磷、镁、锰、硒等 13 种微量元素。”　　从这些成分看不出燕窝、雪蛤膏有任何神奇之处。蛋白质、碳水化合物、不饱和脂肪酸、维生素、微量元素固然是人体必需的营养素，但是许多日常食物中也都有，比如鸡蛋，含有品质最好的蛋白质、人体所需的全部氨基酸、碳水化合物、脂肪酸、十几种维生素、十几种矿物质（钙、铁、镁、磷、钾、钠、锌、铜、锰、氟、硒等）。燕窝、雪蛤膏所含有的，鸡蛋也都有，而且品质更好、含量更高，那么鸡蛋岂不也应该有比它们更神奇的功效？所以，靠罗列营养成分，用“必需氨基酸”之类的术语来证明某种食物的功效，只能蒙蔽没有基本的营养学知识的人。　　有的推销的手段要高明一些，试图为燕窝、雪蛤膏找出特殊物质。有“专家”说，雪蛤膏之所以能“补肾益精、润肺养阴、壮阳健体”，是因为它含有少量有益人体的性激素。这也并不特殊。许多食物都含有少量的性激素，例如牛奶。人体自己就能制造大量的性激素，食物中的少量性激素不会对人体有什么益处（多了反而有害）。如果摄入少量的性激素对人体真有什么神奇效果的话，哪里用得着靠吃贵重的补品，何不掰点避孕药吃？　　还有“专家”说，燕窝含有大量的生物活性蛋白分子，更有“专家”说，这种生物活性物质就是“一种非常重要的多肽类激素——表皮生长因子”，它“被誉为‘美容基因'”，“它能影响人体皮肤的细腻和老化，能启动衰老皮肤的细胞，使皮肤变得光滑而有弹性。”但是这些“专家”忘了基本的生物化学常识。即使表皮生长因子在人体内真有这些功能，来自食物中的表皮生长因子也无法被人体利用。作为一种“生物活性蛋白分子”或“多肽类激素”，被煮熟后就失去了活性，而且在消化道中将被分解成氨基酸才能被吸收进人体。何况，如果表皮生长因子真有此等奇效，并不难证明，现在完全可以用遗传工程的方法进行生产，再注射到人体。　　可能有人会说，也许燕窝、雪蛤膏中含有某种未知的神奇物质呢。这种未知的可能性当然永远无法排除。但是这种神奇物质如果存在的话，含量必然极其轻微。燕窝、雪蛤膏的每次用量不过几克，其中的未知神奇物质的含量更是少得可以忽略不计了，否则这该是多么强大的物质啊？　　当然，如果燕窝、雪蛤膏并无什么神奇功效，我们也就不必费心去寻找其中有什么神奇物质。我们有什么理由相信燕窝、雪蛤膏有奇效呢？许多人马上就会以“千百年来的经验”作为理由。但是经验有时有效，更多的时候却是以讹传讹。千百年来使用燕窝、雪蛤膏治疗“肺痨咳血”的经验现在已无人相信，又何必相信它们的美容奇效？　　有人声称，港台地区许多当红的影视明星护肤养颜、永葆青春的秘密就是吃燕窝。影视明星卸妆后的真面目本来就少有人知道，她们永葆青春的秘密恐怕更多的是靠化妆和整容，而不是靠吃什么神奇食品。有人有切身体验，认为吃了燕窝、雪蛤膏后的确皮肤变好了，这大概得归功于心理因素的作用。如果没有心理因素的强大作用，这些昂贵、稀奇的护肤美容“圣品”也就不会有如此庞大的市场。　　2010.6.27（《中国青年报》2010.6.30）​​​

方舟子 “燕窝、雪蛤膏同炖：美化肌肤的功效最为明显。”网上某部“百科”收集的一个食疗配方如是说。在古代，燕窝和雪蛤膏都被认为是“滋阴润肺”的补品，据说治疗“肺痨咳血”有奇效。燕窝被称为“圣药”，雪蛤膏又叫哈蟆油，比燕窝低档，像林黛玉那样的贵族小姐是不屑吃的，每天早上吃的是冰糖燕窝粥。虽然吃了无数“调理虚损劳疾之圣药”，林小姐还是年纪轻轻魂归离恨天。　　肺痨也就是肺结核，在抗生素发明之前是不治之症，不管流传着多少“验方”。现在得了肺结核很少有人敢不用抗生素而仰仗“滋阴润肺”的补品了，于是燕窝、雪蛤膏在今天就演变成了美容的圣品，轻信它们在这方面的效果毕竟不至于要命。　　燕窝、雪蛤膏的产地一南一北，都是很怪的东西。燕窝产于我国南海诸岛及东南亚各国，是雨燕科金丝燕及同属鸟类筑在海岛的悬崖绝壁上的窝巢，主要成分是凝固的唾液，掺杂一些海藻、羽绒的杂质。它的珍贵在于攀岩采燕窝极为艰苦，而且危险。雪蛤膏是中国林蛙长白山亚种的输卵管的干制品。长白山的林蛙据说冬天潜入在雪地下或冰川河底冬眠长达五个月之久，有特别顽强的生命力，所以就被认为有了其他亚种的中国林蛙所不具有的神奇之处。　　对古人来说，一个东西只要极为难得，或极为独特，就成了它具有奇妙功效的证明。但对有了化学的今人来说，则还想知道它究竟有什么奇特的化学成分。要测定一种食品的主要化学成分并不难。燕窝和雪蛤膏的化学成分都有人测过。宣扬燕窝的价值的文章称，“现代医学研究发现，燕窝主要成分有：水溶性蛋白质、碳水化合物；微量元素：钙、磷、铁、钠、钾及对促进人体活力起重要作用的氨基酸（赖氨酸、胱氨酸和精氨酸）。”而对雪蛤膏的说法则是：“雪蛤全身是宝，经现代科学分析测定，雪蛤膏其主要成份：蛋白质含量高达 51.1%-52.6%（雪蛤油蛋白质含量高达约56%）、脂肪4% 、矿物质4.7%，并含有人体所需的18种氨基酸、蛙醇（胆醇）、不饱和脂肪酸（亚油酸、亚麻酸等）、核酸、磷脂化合物、多种维生素 (A、B、C、D、E等)和钾、钙、铁、磷、镁、锰、硒等 13 种微量元素。”　　从这些成分看不出燕窝、雪蛤膏有任何神奇之处。蛋白质、碳水化合物、不饱和脂肪酸、维生素、微量元素固然是人体必需的营养素，但是许多日常食物中也都有，比如鸡蛋，含有品质最好的蛋白质、人体所需的全部氨基酸、碳水化合物、脂肪酸、十几种维生素、十几种矿物质（钙、铁、镁、磷、钾、钠、锌、铜、锰、氟、硒等）。燕窝、雪蛤膏所含有的，鸡蛋也都有，而且品质更好、含量更高，那么鸡蛋岂不也应该有比它们更神奇的功效？所以，靠罗列营养成分，用“必需氨基酸”之类的术语来证明某种食物的功效，只能蒙蔽没有基本的营养学知识的人。　　有的推销的手段要高明一些，试图为燕窝、雪蛤膏找出特殊物质。有“专家”说，雪蛤膏之所以能“补肾益精、润肺养阴、壮阳健体”，是因为它含有少量有益人体的性激素。这也并不特殊。许多食物都含有少量的性激素，例如牛奶。人体自己就能制造大量的性激素，食物中的少量性激素不会对人体有什么益处（多了反而有害）。如果摄入少量的性激素对人体真有什么神奇效果的话，哪里用得着靠吃贵重的补品，何不掰点避孕药吃？　　还有“专家”说，燕窝含有大量的生物活性蛋白分子，更有“专家”说，这种生物活性物质就是“一种非常重要的多肽类激素——表皮生长因子”，它“被誉为‘美容基因'”，“它能影响人体皮肤的细腻和老化，能启动衰老皮肤的细胞，使皮肤变得光滑而有弹性。”但是这些“专家”忘了基本的生物化学常识。即使表皮生长因子在人体内真有这些功能，来自食物中的表皮生长因子也无法被人体利用。作为一种“生物活性蛋白分子”或“多肽类激素”，被煮熟后就失去了活性，而且在消化道中将被分解成氨基酸才能被吸收进人体。何况，如果表皮生长因子真有此等奇效，并不难证明，现在完全可以用遗传工程的方法进行生产，再注射到人体。　　可能有人会说，也许燕窝、雪蛤膏中含有某种未知的神奇物质呢。这种未知的可能性当然永远无法排除。但是这种神奇物质如果存在的话，含量必然极其轻微。燕窝、雪蛤膏的每次用量不过几克，其中的未知神奇物质的含量更是少得可以忽略不计了，否则这该是多么强大的物质啊？　　当然，如果燕窝、雪蛤膏并无什么神奇功效，我们也就不必费心去寻找其中有什么神奇物质。我们有什么理由相信燕窝、雪蛤膏有奇效呢？许多人马上就会以“千百年来的经验”作为理由。但是经验有时有效，更多的时候却是以讹传讹。千百年来使用燕窝、雪蛤膏治疗“肺痨咳血”的经验现在已无人相信，又何必相信它们的美容奇效？　　有人声称，港台地区许多当红的影视明星护肤养颜、永葆青春的秘密就是吃燕窝。影视明星卸妆后的真面目本来就少有人知道，她们永葆青春的秘密恐怕更多的是靠化妆和整容，而不是靠吃什么神奇食品。有人有切身体验，认为吃了燕窝、雪蛤膏后的确皮肤变好了，这大概得归功于心理因素的作用。如果没有心理因素的强大作用，这些昂贵、稀奇的护肤美容“圣品”也就不会有如此庞大的市场。　　2010.6.27（《中国青年报》2010.6.30）​​​

方舟子 “燕窝、雪蛤膏同炖：美化肌肤的功效最为明显。”网上某部“百科”收集的一个食疗配方如是说。在古代，燕窝和雪蛤膏都被认为是“滋阴润肺”的补品，据说治疗“肺痨咳血”有奇效。燕窝被称为“圣药”，雪蛤膏又叫哈蟆油，比燕窝低档，像林黛玉那样的贵族小姐是不屑吃的，每天早上吃的是冰糖燕窝粥。虽然吃了无数“调理虚损劳疾之圣药”，林小姐还是年纪轻轻魂归离恨天。　　肺痨也就是肺结核，在抗生素发明之前是不治之症，不管流传着多少“验方”。现在得了肺结核很少有人敢不用抗生素而仰仗“滋阴润肺”的补品了，于是燕窝、雪蛤膏在今天就演变成了美容的圣品，轻信它们在这方面的效果毕竟不至于要命。　　燕窝、雪蛤膏的产地一南一北，都是很怪的东西。燕窝产于我国南海诸岛及东南亚各国，是雨燕科金丝燕及同属鸟类筑在海岛的悬崖绝壁上的窝巢，主要成分是凝固的唾液，掺杂一些海藻、羽绒的杂质。它的珍贵在于攀岩采燕窝极为艰苦，而且危险。雪蛤膏是中国林蛙长白山亚种的输卵管的干制品。长白山的林蛙据说冬天潜入在雪地下或冰川河底冬眠长达五个月之久，有特别顽强的生命力，所以就被认为有了其他亚种的中国林蛙所不具有的神奇之处。　　对古人来说，一个东西只要极为难得，或极为独特，就成了它具有奇妙功效的证明。但对有了化学的今人来说，则还想知道它究竟有什么奇特的化学成分。要测定一种食品的主要化学成分并不难。燕窝和雪蛤膏的化学成分都有人测过。宣扬燕窝的价值的文章称，“现代医学研究发现，燕窝主要成分有：水溶性蛋白质、碳水化合物；微量元素：钙、磷、铁、钠、钾及对促进人体活力起重要作用的氨基酸（赖氨酸、胱氨酸和精氨酸）。”而对雪蛤膏的说法则是：“雪蛤全身是宝，经现代科学分析测定，雪蛤膏其主要成份：蛋白质含量高达 51.1%-52.6%（雪蛤油蛋白质含量高达约56%）、脂肪4% 、矿物质4.7%，并含有人体所需的18种氨基酸、蛙醇（胆醇）、不饱和脂肪酸（亚油酸、亚麻酸等）、核酸、磷脂化合物、多种维生素 (A、B、C、D、E等)和钾、钙、铁、磷、镁、锰、硒等 13 种微量元素。”　　从这些成分看不出燕窝、雪蛤膏有任何神奇之处。蛋白质、碳水化合物、不饱和脂肪酸、维生素、微量元素固然是人体必需的营养素，但是许多日常食物中也都有，比如鸡蛋，含有品质最好的蛋白质、人体所需的全部氨基酸、碳水化合物、脂肪酸、十几种维生素、十几种矿物质（钙、铁、镁、磷、钾、钠、锌、铜、锰、氟、硒等）。燕窝、雪蛤膏所含有的，鸡蛋也都有，而且品质更好、含量更高，那么鸡蛋岂不也应该有比它们更神奇的功效？所以，靠罗列营养成分，用“必需氨基酸”之类的术语来证明某种食物的功效，只能蒙蔽没有基本的营养学知识的人。　　有的推销的手段要高明一些，试图为燕窝、雪蛤膏找出特殊物质。有“专家”说，雪蛤膏之所以能“补肾益精、润肺养阴、壮阳健体”，是因为它含有少量有益人体的性激素。这也并不特殊。许多食物都含有少量的性激素，例如牛奶。人体自己就能制造大量的性激素，食物中的少量性激素不会对人体有什么益处（多了反而有害）。如果摄入少量的性激素对人体真有什么神奇效果的话，哪里用得着靠吃贵重的补品，何不掰点避孕药吃？　　还有“专家”说，燕窝含有大量的生物活性蛋白分子，更有“专家”说，这种生物活性物质就是“一种非常重要的多肽类激素——表皮生长因子”，它“被誉为‘美容基因'”，“它能影响人体皮肤的细腻和老化，能启动衰老皮肤的细胞，使皮肤变得光滑而有弹性。”但是这些“专家”忘了基本的生物化学常识。即使表皮生长因子在人体内真有这些功能，来自食物中的表皮生长因子也无法被人体利用。作为一种“生物活性蛋白分子”或“多肽类激素”，被煮熟后就失去了活性，而且在消化道中将被分解成氨基酸才能被吸收进人体。何况，如果表皮生长因子真有此等奇效，并不难证明，现在完全可以用遗传工程的方法进行生产，再注射到人体。　　可能有人会说，也许燕窝、雪蛤膏中含有某种未知的神奇物质呢。这种未知的可能性当然永远无法排除。但是这种神奇物质如果存在的话，含量必然极其轻微。燕窝、雪蛤膏的每次用量不过几克，其中的未知神奇物质的含量更是少得可以忽略不计了，否则这该是多么强大的物质啊？　　当然，如果燕窝、雪蛤膏并无什么神奇功效，我们也就不必费心去寻找其中有什么神奇物质。我们有什么理由相信燕窝、雪蛤膏有奇效呢？许多人马上就会以“千百年来的经验”作为理由。但是经验有时有效，更多的时候却是以讹传讹。千百年来使用燕窝、雪蛤膏治疗“肺痨咳血”的经验现在已无人相信，又何必相信它们的美容奇效？　　有人声称，港台地区许多当红的影视明星护肤养颜、永葆青春的秘密就是吃燕窝。影视明星卸妆后的真面目本来就少有人知道，她们永葆青春的秘密恐怕更多的是靠化妆和整容，而不是靠吃什么神奇食品。有人有切身体验，认为吃了燕窝、雪蛤膏后的确皮肤变好了，这大概得归功于心理因素的作用。如果没有心理因素的强大作用，这些昂贵、稀奇的护肤美容“圣品”也就不会有如此庞大的市场。　　2010.6.27（《中国青年报》2010.6.30）​​​

Hello friends -  I am back with the next instalment of PREP FILES where I take you with me on my prep journey… no longer to the WBFF stage!!That's right! My show show has been CANCELLED due to COVID. So, now what? What's the plan?!In this episode I reveal what my plan is now and more importantly WHY! As always I also answer all your fantastic questions at the end.Some of the things I cover off in this episode:What my plan B (C/D/E….) is!What I'm most proud of in my reaction to the show being cancelledWHY I'm choosing to push on, despite uncertaintyGetting my AZ vaccine!Another date attemptMy body love/confidence right nowRealising my ‘why' has evolvedCurrent stats: weeks out, weight, training, wins, lessons, challenges etc.Listener Q:&:What were you doing when you found out the news?Biggest lesson from whole pre/show cancellation?Would you have started your prep if you know this would be the outcome?What's the plans from here for you? Goals for 2021?What would you do if you could never compete again?And PLENTY more weird and wonderful things as usual.I mention an interview I recently did with Anjuli Mack which you can listen to here as well as Apple etc.You can subscribe so you never miss an episode and if you love the show feel free to leave a 5* review and/or share to your Instagram stories and tag me so I can see!And don't forget SLBC MERCH is STILL AVAILABLE! But not a lot left so if you've been thinking about grabbing a shirt now is the time! Head to https://thesecretlifeofabikinicompetitor.bigcartel.com/ to get yours now!You can find me and the show on Instagram at https://www.instagram.com/secretlifeofabikinicompetitor/ and https://instagram.com/robynzimmy  Love you,R x#SLBC #prepfiles

El Gastroenterólogo Endoscopista Milton Montoya, nos explica qué es la hepatitis viral, cuáles son los signos, las vías de contagio, síntomas y cuál es su tratamiento, en el marco del Día Mundial contra la Hepatitis.

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Admit Believe Confess/Commit Discipleship Evangelism Fellowship Giving Heaven

కానమోకు కథావచనం!. మోహనవచనం - పరిజ్ఞా న హితబాండం, లక్ష్యం ప్రతివారి సమాచార హక్కు. ఈ స్పూర్తితో నే " కరోనా కాలంలో ఆహారంగా A, B,C.D,E,K, లను తీసుకొండి !" - ఈనాడు సౌజన్యాంశం ను మీ కానమోకు స్వరంలో ఆలకించండి !.

本集哈妹跟控ㄅ分別帶來了好幾題心理測驗，居然藏有去死去死團的「愛情勸分題」，太過分了啦！但這個韓國來的心理測驗還真的有準，哈妹還真的就是那一種人耶(ゝ∀･)⌒☆！！！ (00:02:50) 黑紙夜空測愛情 (00:03:43) 答案好難選 (00:06:30) 去死去死族設計 (00:08:20) 看出你的個性 (00:13:36) 韓國超準心理測驗~看出別人怎麼看你 (00:28:28) 答案來囉～ 貼心備註（？）：想玩韓國心理測驗，記得準備紙跟筆跟我們一起進行，因為你的小腦袋一定記不住的啦(σ′▽‵)′▽‵)σ 韓國超準心理測驗題目： 1.你心情最好的時候是？　Ａ早上　Ｂ下午　Ｃ晚上 2. 走路時，你的步伐是？　A步伐快、步幅大　B步伐快、步幅少　C看著前方、步伐不快　D：看著地下，步伐不快　E：步伐很慢 3.和別人說話的時候，你會？ A：把雙手翹著 B：雙手合十 C：一隻手或雙手放腰上 D：用手推或牽制對方 E：一邊用手摸對方，一邊玩弄頭髮 4. 坐著休息時，你的坐姿？ A：躺著並把腳曲起來 B：二郎腿 C：伸直雙腿 D：一隻腳曲起來、一隻腳伸直 5. 遇到很好笑的事情，你會？A：不會隱藏自己的笑聲、豪邁地笑 B：會笑，但不會太大聲 C：靜靜地笑 D：害羞的微笑 6. 去派對或是人多的場合時，你會？A：打扮華麗引人注目 B：周圍找有沒有認識的人 C：儘量不讓別人注目，安靜入場 7. 集中於一件事卻突然被妨礙時，你會？A：認為是休息的好機會 B：感到非常煩燥 C：介於AB之間 8. 喜歡的顏色是？A：紅色或澄色 B：黑色 C：黃色或淺澄 D：綠色 E：淺藍色或紫色 F：白色 G：咖啡色或灰色 9. 你的睡姿是？A：躺平 B：身體傾側向一邊 C：身體捲起 D：把自己的手當枕頭 E：用被子蓋過頭 10.你經常做哪一種類型的夢？A：墜下 B：和別人爭吵 C：尋找東西或是某人從高處 D：飛 E：我不常做夢 F：經常做好夢 ✪求求關注八年級生(´▽`ʃƪ) ✪APPLE用戶，拜託給我五顆星啦｡ﾟヽ(ﾟ´Д`)ﾉﾟ｡ ✪到IG找我們 https://bit.ly/39zAtHP ✪FB也有喔:http://bit.ly/2WBnVto 主持人： ETtoday網新記者 哈妹(๑ơ ₃ ơ) ETtoday網新記者 控ㄅε٩(๑> ₃

接下来，我先来说8类实体行业，如何玩转社群营销拆解。第一类：餐饮包括：餐厅，小吃，奶茶果汁，咖啡厅，烘焙店等等。1，引流。¹从本店老客户。²潜在客户。³同城朋友圈。引流到微信群里面。打造本地社群。在引流的时候，你要思考：别人为什么要加入你的群本地生活服务微信社群，给周边的客户提供免费的增值服务:孩子教育，求职招聘，创业困惑，衣食住行等，好玩的群内游戏，还有餐具四件套，加大号保温杯，电子体重秤现金红包等大奖免费抽奖，人人有份，永不落空。理由：出师有名。也就是给别人一个非来不可的理由。2，预热：A，客户进来之后。由于陌生。相互之间都不了解。那么最快速拉近彼此之间距离的。红包治百病。通过红包，谜语，游戏一环一环设计，带动大家的参与感。B，通过讲健康/美食烹饪课程或者家庭经营之道。输出。打造信任。3，转换:群主通过讲自己的创业故事。来增加自己的人气。有料。好玩。有趣，真实的形象。4，成交：通过100%中奖。引流入店。大舍大得。小舍小得。通过前面的给予。巧妙升单和切割，然后来销售成为会员。5，裂变：A，通过线下论坛或者见面会，打造强关系。B，转换客情关系。把你的这些用户分类，你可以通过线下的，一天的，比如如何经营团队，如何经营亲子关系，如何经营家庭，如何破解流量，通过这些授课。把客情从上帝变为学生。C，整合周边的商家成立商家社群联盟，流量共享。D，打造利益共同体。对于这里面的人，又分二类，一类是商家，给经商的策略。带着他们沙盘实战，用在自己的企业里面。一类是纯消费者。给实惠。成为社群操盘手，利用业务时间，瞬便赚点钱。提升自己微信财商的能力。E 组建班子。社群最大的魅力不在与成交。而是裂变。不能裂变的社群，成交都是耍流氓。我给大家进行一个总结，一个老板。一定是最会销的那个人。因为。下一波倒闭潮不会因为你没有流量而倒闭。会因为你没有员工而倒闭。无论做什么。一个老板随时随地把你的蓝图卖给你想卖的任何人。你只有拥有这项能力。什么流量呀。一伙人呀等等。你都不缺。梦想还是要有的。梦想是用来滋养我们身心灵的。达成不达成不重要。我们走在实现的路上。赌大一点，输了也是赢家。第二类实体店：超市，水果生鲜，食品零食，酒水，茶叶，药店，宠物，洗衣店，快递，服装鞋帽等等。用户群体为周边居民。1，引流¹通过老客户。²通过潜在客户³同城朋友。2，预热A，客户进来之后。相互之间都不了解。那么最快速拉近彼此之间距离的。红包治百病。通过红包，谜语，游戏一环一环设计，带动大家的参与感。B，通过讲亲子课程或者夫妻经营之道。输出。打造信任。3，转换用刚需产品秒杀。比如。鸡蛋。比如水果。通过这些引导客户形成付费消费习惯。4，成交A，通过升单和储值二种形式。完成收人。收钱。B，转换会员。打造会员福利。C，为收心做铺垫。5，裂变：A转换客情关系。把你收的上帝通通变成你的一伙人。一伙人理论。把你的宏伟蓝图卖给你的客户。B按照沙盘里面。分组。C组建本地商家社群联盟，流量共享。总结。沙盘是什么。其实沙盘就是八个字。听话。照做。执行。为什么我一再强调沙盘必须学会成交。一个老板不会成交是对企业最大的犯罪。这一波是打造个人ip的知识十年。如果你没有专业知识。那么你的会复制。复制的核心魅力是销讲。通过沙盘，让你发现优秀的人才。实体门店落地转换裂变。也是通过你自己的沙盘。发现优秀人才。变成你的一伙人。因为项目太多，有能力的人是不需要投资的。。用你的会员来切割市场。一起向市场分钱。实体和非实体一样的道理。我们要想赚钱。按照常规思维是。我先租个房子。然后简单装修。然后招聘一些员工。然后就有客户进门。到底赚钱不赚钱。不知道。沙盘其实与开店一样。沙盘里面给你团队。给你场地。给你武器。给你开店所用到的一切。我终于知道小米沙盘。我也终于知道一伙人究竟是什么。一伙人究竟怎么挑选。一伙人不是几个人一谈。一拍大腿就合作了。我们只知道雷军在选合伙人。但是你从来不知道合伙人是这样来的。沙盘就是人生的一盘棋。每个人都一样。在没有进入沙盘之前。每一个人都一样。但是如果你想挑选优秀人才。你想挑选优秀合伙人。就把他带入沙盘。给你方法。给人技巧。给你手把手指引。你能把这盘棋下成什么样子，其实你比谁都清楚。这就是沙盘。2017年在我不断学习的路上。我也是参加了我老师的沙盘。那一场沙盘我告诉大家我收获到了什么。20天下来。1000个流量。成交300单。2980一单。一个月我收获到了32万多一点。收获了五个行业大咖的人脉。第三类实体店：租车，鲜花，电器数码，汽车保养，娱乐休闲，家纺，眼镜，净水设备等消费频次比较低的行业。1，引流2，预热。通过分享健康/美食/创业/亲子教育/汽车知识/分享。互动。送礼品。导入。3，转换通过刚需性产品秒杀。比如水果。鸡蛋10元左右产品。带动客户形成付费消费的习惯。4，成交。A.通礼品转换升单。店里利润产品B.转换会员变成一伙人。C.卖圈子切割。5，裂变:通过聚会类似于咱们家宴的形式。打造能量圈子。通过金话筒转换客情关系。然后事业共同体。社群最大的魅力。就是拥有一伙人。然后裂变。第四类实体店：美容，减肥，美发，纹绣，美甲，健身房，微整，舞蹈瑜伽，女装，内衣，女性保健品。1，引流：A抵用券促销引流。B帮助异业送礼进群引流（比如美容院帮助内衣店送礼品，吸引进群）C到社区，商场送礼送福利引流。D邀请老顾客进群送礼送福利。2，预热通过七天女性如何成为有魅力的人讲座，互动。3，转换七天打造群主大气，有故事，有思想的形象，通过福利，有奖竞答，话题讨论，幽默娱乐等提高群员参与度和信任感。持续送礼品。4，成交通过秒杀。形成客服付费消费习惯。然后升单转换。5，裂变通过打造能量圈子。转换客情关系。每一周带着自己的会员线上学习。并且转换成为一伙人。一起赚钱。一起游玩。一起学习。通过一伙人。成立社群联盟。客户=一伙人=联盟社群=强关系。第五类实体店：月子中心，母婴店，儿童教育培训，产后恢复，儿童摄影，补课辅导机构，童装童鞋，儿童游乐等——用户群体：宝妈宝爸。1，引流①帮助异业商家送促销礼品导入微信。比如去卖奶粉的或者超市。第三方背书。客户扫了微信不至于这边扫了那边删了。因为没有理由。如果是宝宝洗浴中心。今天洗澡送早教光盘。大家扫了不会删。因为客户不熟悉你。但是熟悉洗浴中心。②通过老客引流入微信③商场里面，社区。产检医院。一定是找到能为你背书的第三方。扫描更容易。因为大家对你陌生。但是对对方不陌生。2，预热免费福利群通过7天游戏激活，打造群主大气，热情，有思想，诚信的印象，激起客户参与感。3，转换孩子成长教育知识需求，宝妈交流需求，宝妈健康需求，讲四天或者五天。4，成交走心个人故事，话题讨论，激活群员参与。亲子群/宝妈群/儿童教育群。输出5天干货知识。倒流入店升单。5，裂变：通过金话筒转变客情关系。打造线下强关系。从会员里面。经历沙盘。挑选你的异业联盟社群。有你带着本地商家也就是首先被你收心的会员。一起打造社群商业帝国。你就是她的老师。变成同学。在变成学生。然后一伙人。第六类实体店：装修，建材，家居用品，家具，除甲醛，房产中介。1，引流①很多人第一步引流。低频行业。最快的第一步就是用老客户。有了第一波种子用户。入群。②如何让大家帮你裂变。一种一对一沟通。二中给予好处。③同城朋友入群。④第三方背书地面引流。2，预热通过环节增加群里参与感。任何社群刚开始群热起来非常关键。3，转换健康/孩子教育/美食烹饪/创业故事/资源对接等需求，引流入店。4，成交。低频行业升单和储值会比高频行业慢。那么可以卖会员。通过会员切割人群。会员可以在你的中，上，下游三方通用。5，裂变会员里面再来挑选社群联盟。转换客情关系。通过沙盘挑选你可用的人才。转换一起赚钱。有项目可以融合。没有项目可以增加赚钱渠道。卖圈子。第七类实体店：酒店，婚纱摄影，旅行社，珠宝定制，礼服定制等等。1，引流吸引老顾客进群，每天到店的顾客进群送礼品裂变带动身边朋友。低频行业。找高频带动因为婚庆行业的顾客，是一次性需求，这类群体是刚需，但是你不知道他们在哪里，所以成立商家社群联盟是最好的方式。2，预热通过游戏。互动。红包。引起参与。3，转换。通过5天结婚知识讲座。几家可以流量集中，共同发福利推广，相互导流促销。4.成交通过二天讲群主故事。打造群主大气，诚信，热情，有故事有思想的形象，运营娱乐，话题讨论等激活群员。引流入店转换会员5，裂变：通过2天转换。会员参加沙盘。一起学习。一起成长。一起赚钱。打造属于自己的能力帝国。第八类实体店：养生理疗馆，健康中心，专科医院等等。定位人群：亚健康和病人1，引流建立健康知识，疾病治疗群，吸引患者顾客进群。2，预热5天分享。获得健康的需求，想得到更好医疗信息的需求，健康知识的需求。因为医疗健康行业人群情况特殊，没有心情占便宜，不适合以福利为主吸引力。持续升温讲知识。用内容来吸引。3.转换切割入群。收钱52或者9.9，专家分享，不打广告，制造权威，4，成交储值办卡。转换福利。线下收费健康/医疗分享群，输出知识，解答咨询，不满意可以申请退群退款。销售其他有健康的保健品或者仪器。5、裂变：会员分享朋友圈引流。其实这就是闭环。每个人需要彻底走一回。每一步都合格毕业。沙盘精神就是:听话，照做。执行。实体你所转换的会员才能听话照做执行。你今天的状态就是你的客户的状态。100个人里面。你一定能发现你想要的优秀人才。裂变你难道还缺客户吗。实体店是流量入口，是变现道具，与其现在去花10万，几十万开店，不如轻资产运作。黑马微社群打造的就是一起玩。一起赚。一起开辟属于我们自己的社群帝国。大家每个人都是你自己领域里面的王。线下实体店引流，最快速的他有100会员。你有100会员。丙有100会员。你们叠力就是300会员。300会员裂变。大家自己感觉一下威力。大家以前最大的问题，就是不知道流量如何变现，黑马微社群15天形成一个习惯。升单和储值和会员都是秒杀。最终转化率可以达到20%，至少可以达到10%。而这些成交的顾客，可以进行二次和多次裂变复制，因为人都有赚钱的需求。还记得我一直引导大家。社群最大的魅力不在与成交。而在与裂变吗。第一波种子客户。要人不要钱。就像咱们黑马微社群。裂变才是你最终的根本。如果你是既想要钱。又想要人。我觉得哪有这么美的事情呢。所以：5天引流—3天激活—5天导流—2天成交—2天裂变。就构成了社群的闭环营销模式。无论是做线下实体店，电商，还是微商，你只要问他们一个问题“你们缺流量吗？”得到的一定是统一的标准答案，缺！因为在很多人潜意识里，流量的多少决定着生意的好坏，但这并不准确。流量不等于顾客流量和顾客是两回事，做移动电商最核心的是能覆盖到多少精准用户。流量中掺杂着一些无效流量，只有把流量做整理，打上标签，了解用户消费记录，消费喜好，消费能力等。这些无序的流量才有高效成为顾客的可能。围绕这些识别过的精准流量去做运营，效率和转化率要高得多。场景大于流量场景是长久以来被潜移默化形成的潜意识，但场景的重要性很容易被忽视。有句话说：“不要在菜市场卖LV“，原因很简单，虽然买LV的人也逛菜市场，但场景不对，基本上没人会想买。一直被提到的新零售就是人、货、场的组合，只有这三者都对了，才能形成最有效的成交和转化，微信的社交分销就是建立在场景化的基础上促成交易的。留存大于拉新虽然引流很重要，但是顾客无法留存，复购率上不去，不停的拉新只会陷入恶性循环。围绕顾客，精准细分筛选出高忠诚度、高凝聚力和高集群性的顾客群落，再造和提升商家可以调动、可以团结和拉动的顾客名单，把商品的服务和质量推广到现实的生活环境之中，更容易激发和形成新一波的消费能动性和主动性。而且老带新更能突破流量瓶颈。所以，流量是基础，用户才是核心，而忠诚的用户才是商家发展的王道。不管在哪个时代，商家都需要拉拢和聚集消费者，再造和精准核心用户，为商品和产品的推广打好基础，并通过口口相传的力量，去影响和带动更多的人成为优选后的超级用户。

接下来，我先来说8类实体行业，如何玩转社群营销拆解。第一类：餐饮包括：餐厅，小吃，奶茶果汁，咖啡厅，烘焙店等等。1，引流。¹从本店老客户。²潜在客户。³同城朋友圈。引流到微信群里面。打造本地社群。在引流的时候，你要思考：别人为什么要加入你的群本地生活服务微信社群，给周边的客户提供免费的增值服务:孩子教育，求职招聘，创业困惑，衣食住行等，好玩的群内游戏，还有餐具四件套，加大号保温杯，电子体重秤现金红包等大奖免费抽奖，人人有份，永不落空。理由：出师有名。也就是给别人一个非来不可的理由。2，预热：A，客户进来之后。由于陌生。相互之间都不了解。那么最快速拉近彼此之间距离的。红包治百病。通过红包，谜语，游戏一环一环设计，带动大家的参与感。B，通过讲健康/美食烹饪课程或者家庭经营之道。输出。打造信任。3，转换:群主通过讲自己的创业故事。来增加自己的人气。有料。好玩。有趣，真实的形象。4，成交：通过100%中奖。引流入店。大舍大得。小舍小得。通过前面的给予。巧妙升单和切割，然后来销售成为会员。5，裂变：A，通过线下论坛或者见面会，打造强关系。B，转换客情关系。把你的这些用户分类，你可以通过线下的，一天的，比如如何经营团队，如何经营亲子关系，如何经营家庭，如何破解流量，通过这些授课。把客情从上帝变为学生。C，整合周边的商家成立商家社群联盟，流量共享。D，打造利益共同体。对于这里面的人，又分二类，一类是商家，给经商的策略。带着他们沙盘实战，用在自己的企业里面。一类是纯消费者。给实惠。成为社群操盘手，利用业务时间，瞬便赚点钱。提升自己微信财商的能力。E 组建班子。社群最大的魅力不在与成交。而是裂变。不能裂变的社群，成交都是耍流氓。我给大家进行一个总结，一个老板。一定是最会销的那个人。因为。下一波倒闭潮不会因为你没有流量而倒闭。会因为你没有员工而倒闭。无论做什么。一个老板随时随地把你的蓝图卖给你想卖的任何人。你只有拥有这项能力。什么流量呀。一伙人呀等等。你都不缺。梦想还是要有的。梦想是用来滋养我们身心灵的。达成不达成不重要。我们走在实现的路上。赌大一点，输了也是赢家。第二类实体店：超市，水果生鲜，食品零食，酒水，茶叶，药店，宠物，洗衣店，快递，服装鞋帽等等。用户群体为周边居民。1，引流¹通过老客户。²通过潜在客户³同城朋友。2，预热A，客户进来之后。相互之间都不了解。那么最快速拉近彼此之间距离的。红包治百病。通过红包，谜语，游戏一环一环设计，带动大家的参与感。B，通过讲亲子课程或者夫妻经营之道。输出。打造信任。3，转换用刚需产品秒杀。比如。鸡蛋。比如水果。通过这些引导客户形成付费消费习惯。4，成交A，通过升单和储值二种形式。完成收人。收钱。B，转换会员。打造会员福利。C，为收心做铺垫。5，裂变：A转换客情关系。把你收的上帝通通变成你的一伙人。一伙人理论。把你的宏伟蓝图卖给你的客户。B按照沙盘里面。分组。C组建本地商家社群联盟，流量共享。总结。沙盘是什么。其实沙盘就是八个字。听话。照做。执行。为什么我一再强调沙盘必须学会成交。一个老板不会成交是对企业最大的犯罪。这一波是打造个人ip的知识十年。如果你没有专业知识。那么你的会复制。复制的核心魅力是销讲。通过沙盘，让你发现优秀的人才。实体门店落地转换裂变。也是通过你自己的沙盘。发现优秀人才。变成你的一伙人。因为项目太多，有能力的人是不需要投资的。。用你的会员来切割市场。一起向市场分钱。实体和非实体一样的道理。我们要想赚钱。按照常规思维是。我先租个房子。然后简单装修。然后招聘一些员工。然后就有客户进门。到底赚钱不赚钱。不知道。沙盘其实与开店一样。沙盘里面给你团队。给你场地。给你武器。给你开店所用到的一切。我终于知道小米沙盘。我也终于知道一伙人究竟是什么。一伙人究竟怎么挑选。一伙人不是几个人一谈。一拍大腿就合作了。我们只知道雷军在选合伙人。但是你从来不知道合伙人是这样来的。沙盘就是人生的一盘棋。每个人都一样。在没有进入沙盘之前。每一个人都一样。但是如果你想挑选优秀人才。你想挑选优秀合伙人。就把他带入沙盘。给你方法。给人技巧。给你手把手指引。你能把这盘棋下成什么样子，其实你比谁都清楚。这就是沙盘。2017年在我不断学习的路上。我也是参加了我老师的沙盘。那一场沙盘我告诉大家我收获到了什么。20天下来。1000个流量。成交300单。2980一单。一个月我收获到了32万多一点。收获了五个行业大咖的人脉。第三类实体店：租车，鲜花，电器数码，汽车保养，娱乐休闲，家纺，眼镜，净水设备等消费频次比较低的行业。1，引流2，预热。通过分享健康/美食/创业/亲子教育/汽车知识/分享。互动。送礼品。导入。3，转换通过刚需性产品秒杀。比如水果。鸡蛋10元左右产品。带动客户形成付费消费的习惯。4，成交。A.通礼品转换升单。店里利润产品B.转换会员变成一伙人。C.卖圈子切割。5，裂变:通过聚会类似于咱们家宴的形式。打造能量圈子。通过金话筒转换客情关系。然后事业共同体。社群最大的魅力。就是拥有一伙人。然后裂变。第四类实体店：美容，减肥，美发，纹绣，美甲，健身房，微整，舞蹈瑜伽，女装，内衣，女性保健品。1，引流：A抵用券促销引流。B帮助异业送礼进群引流（比如美容院帮助内衣店送礼品，吸引进群）C到社区，商场送礼送福利引流。D邀请老顾客进群送礼送福利。2，预热通过七天女性如何成为有魅力的人讲座，互动。3，转换七天打造群主大气，有故事，有思想的形象，通过福利，有奖竞答，话题讨论，幽默娱乐等提高群员参与度和信任感。持续送礼品。4，成交通过秒杀。形成客服付费消费习惯。然后升单转换。5，裂变通过打造能量圈子。转换客情关系。每一周带着自己的会员线上学习。并且转换成为一伙人。一起赚钱。一起游玩。一起学习。通过一伙人。成立社群联盟。客户=一伙人=联盟社群=强关系。第五类实体店：月子中心，母婴店，儿童教育培训，产后恢复，儿童摄影，补课辅导机构，童装童鞋，儿童游乐等——用户群体：宝妈宝爸。1，引流①帮助异业商家送促销礼品导入微信。比如去卖奶粉的或者超市。第三方背书。客户扫了微信不至于这边扫了那边删了。因为没有理由。如果是宝宝洗浴中心。今天洗澡送早教光盘。大家扫了不会删。因为客户不熟悉你。但是熟悉洗浴中心。②通过老客引流入微信③商场里面，社区。产检医院。一定是找到能为你背书的第三方。扫描更容易。因为大家对你陌生。但是对对方不陌生。2，预热免费福利群通过7天游戏激活，打造群主大气，热情，有思想，诚信的印象，激起客户参与感。3，转换孩子成长教育知识需求，宝妈交流需求，宝妈健康需求，讲四天或者五天。4，成交走心个人故事，话题讨论，激活群员参与。亲子群/宝妈群/儿童教育群。输出5天干货知识。倒流入店升单。5，裂变：通过金话筒转变客情关系。打造线下强关系。从会员里面。经历沙盘。挑选你的异业联盟社群。有你带着本地商家也就是首先被你收心的会员。一起打造社群商业帝国。你就是她的老师。变成同学。在变成学生。然后一伙人。第六类实体店：装修，建材，家居用品，家具，除甲醛，房产中介。1，引流①很多人第一步引流。低频行业。最快的第一步就是用老客户。有了第一波种子用户。入群。②如何让大家帮你裂变。一种一对一沟通。二中给予好处。③同城朋友入群。④第三方背书地面引流。2，预热通过环节增加群里参与感。任何社群刚开始群热起来非常关键。3，转换健康/孩子教育/美食烹饪/创业故事/资源对接等需求，引流入店。4，成交。低频行业升单和储值会比高频行业慢。那么可以卖会员。通过会员切割人群。会员可以在你的中，上，下游三方通用。5，裂变会员里面再来挑选社群联盟。转换客情关系。通过沙盘挑选你可用的人才。转换一起赚钱。有项目可以融合。没有项目可以增加赚钱渠道。卖圈子。第七类实体店：酒店，婚纱摄影，旅行社，珠宝定制，礼服定制等等。1，引流吸引老顾客进群，每天到店的顾客进群送礼品裂变带动身边朋友。低频行业。找高频带动因为婚庆行业的顾客，是一次性需求，这类群体是刚需，但是你不知道他们在哪里，所以成立商家社群联盟是最好的方式。2，预热通过游戏。互动。红包。引起参与。3，转换。通过5天结婚知识讲座。几家可以流量集中，共同发福利推广，相互导流促销。4.成交通过二天讲群主故事。打造群主大气，诚信，热情，有故事有思想的形象，运营娱乐，话题讨论等激活群员。引流入店转换会员5，裂变：通过2天转换。会员参加沙盘。一起学习。一起成长。一起赚钱。打造属于自己的能力帝国。第八类实体店：养生理疗馆，健康中心，专科医院等等。定位人群：亚健康和病人1，引流建立健康知识，疾病治疗群，吸引患者顾客进群。2，预热5天分享。获得健康的需求，想得到更好医疗信息的需求，健康知识的需求。因为医疗健康行业人群情况特殊，没有心情占便宜，不适合以福利为主吸引力。持续升温讲知识。用内容来吸引。3.转换切割入群。收钱52或者9.9，专家分享，不打广告，制造权威，4，成交储值办卡。转换福利。线下收费健康/医疗分享群，输出知识，解答咨询，不满意可以申请退群退款。销售其他有健康的保健品或者仪器。5、裂变：会员分享朋友圈引流。其实这就是闭环。每个人需要彻底走一回。每一步都合格毕业。沙盘精神就是:听话，照做。执行。实体你所转换的会员才能听话照做执行。你今天的状态就是你的客户的状态。100个人里面。你一定能发现你想要的优秀人才。裂变你难道还缺客户吗。实体店是流量入口，是变现道具，与其现在去花10万，几十万开店，不如轻资产运作。黑马微社群打造的就是一起玩。一起赚。一起开辟属于我们自己的社群帝国。大家每个人都是你自己领域里面的王。线下实体店引流，最快速的他有100会员。你有100会员。丙有100会员。你们叠力就是300会员。300会员裂变。大家自己感觉一下威力。大家以前最大的问题，就是不知道流量如何变现，黑马微社群15天形成一个习惯。升单和储值和会员都是秒杀。最终转化率可以达到20%，至少可以达到10%。而这些成交的顾客，可以进行二次和多次裂变复制，因为人都有赚钱的需求。还记得我一直引导大家。社群最大的魅力不在与成交。而在与裂变吗。第一波种子客户。要人不要钱。就像咱们黑马微社群。裂变才是你最终的根本。如果你是既想要钱。又想要人。我觉得哪有这么美的事情呢。所以：5天引流—3天激活—5天导流—2天成交—2天裂变。就构成了社群的闭环营销模式。无论是做线下实体店，电商，还是微商，你只要问他们一个问题“你们缺流量吗？”得到的一定是统一的标准答案，缺！因为在很多人潜意识里，流量的多少决定着生意的好坏，但这并不准确。流量不等于顾客流量和顾客是两回事，做移动电商最核心的是能覆盖到多少精准用户。流量中掺杂着一些无效流量，只有把流量做整理，打上标签，了解用户消费记录，消费喜好，消费能力等。这些无序的流量才有高效成为顾客的可能。围绕这些识别过的精准流量去做运营，效率和转化率要高得多。场景大于流量场景是长久以来被潜移默化形成的潜意识，但场景的重要性很容易被忽视。有句话说：“不要在菜市场卖LV“，原因很简单，虽然买LV的人也逛菜市场，但场景不对，基本上没人会想买。一直被提到的新零售就是人、货、场的组合，只有这三者都对了，才能形成最有效的成交和转化，微信的社交分销就是建立在场景化的基础上促成交易的。留存大于拉新虽然引流很重要，但是顾客无法留存，复购率上不去，不停的拉新只会陷入恶性循环。围绕顾客，精准细分筛选出高忠诚度、高凝聚力和高集群性的顾客群落，再造和提升商家可以调动、可以团结和拉动的顾客名单，把商品的服务和质量推广到现实的生活环境之中，更容易激发和形成新一波的消费能动性和主动性。而且老带新更能突破流量瓶颈。所以，流量是基础，用户才是核心，而忠诚的用户才是商家发展的王道。不管在哪个时代，商家都需要拉拢和聚集消费者，再造和精准核心用户，为商品和产品的推广打好基础，并通过口口相传的力量，去影响和带动更多的人成为优选后的超级用户。

本集主題：認識肝炎 訪問來賓：莊淨涼 醫師 這集邀請新泰醫院的莊淨涼醫師，來和大家聊肝炎，A、B、C、D、E型肝炎病毒有什麼差別？除了病毒性肝炎外，還有酒精性肝病、藥物性或毒物性肝病、新陳代謝異常肝病是什麼？還有肝炎中的超級殺手──猛爆性肝炎到底怎麼發生的？

5 points for walking in faith. Faith is your key to success in the Lord Jesus. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

Você sabe fazer uma correta avaliação primária de uma vítima traumatizada? Estabilizar sua vítima ate a chega do suporte?

2019 年 3 月 7 日，为了准备来年榜单的我，已经听了几十张专辑。我突发奇想，为什么不让听友们一同参加年终榜单评选呢？ 要大家像我一样每天听一两张专辑，显然不现实——若不是有做节目的压力，恐怕连我都坚持不下来。但每天听一首新歌，显然是没问题的。 于是，不一定音乐广播的 2019 新企划，就这样开始了。 每晚五点以后，我都会在群里发一首歌，再写上 以上是XXX《XXX》选自专辑XXX《XXX》听过后，你的感觉是：A. 简直泰好听勒！已准备加入播放列表。B. 还不错哦，偶尔听听也是可以的。C. 及格了，不讨厌但也不会主动找来听。D. 有失水准，不够好听。E. 赶快切歌啊喂！负分滚粗啊喂！ 接着便是听友们“A”“B”“C”“D”“E”的回复。 在 2019 年中，我们刚好为各位听友推荐了 300 首歌。为了让榜单更完整，我们在 2020 年又增补了 10 首。在这期间，共有 49 位听友参与了评分，连带我和小马，共给出了 4076 条反馈。其中有 14 位听友评分次数超过 100 次。 去除早期的某些英文歌，共有 257 首华语单曲，经由不一定音乐广播听友们的评判，汇聚形成了今天的 2019 年度听众选择榜。 我和小马做节目时总是很任性，选歌随心所欲，评价时也满嘴火车，几乎不考虑我们的听友们会喜欢什么——而这个榜单，却是不一定音乐广播听友喜好的真实写照。 做节目之前，我特意请参与评分的听友们为入选前十的歌曲写了评语，在节目中与大家分享。 但愿在新的一年中，我和小马能够把听众选择榜继续做下去，也希望各位听友们能继续支持。 注：歌曲入选的规则与马勺音乐榜的专辑榜类似，即发行于 2018 年 12 月 21 日至 2019 年 12 月 20 日专辑（包括全长专辑和 EP）内收录的歌曲。2019 年底发行专辑的许哲珮、宫阁等将收录于 2020 年度听众选择榜内。 本期歌单 10. 周国贤 - 守口如瓶 @ 仲间 (2019)9. 张韶涵 - 因“我”而起 @ ？ (2019)8. 落日飞车 - Vanilla @ VANILLA VILLA (2019)7. 草东没有派对 - 还愿 @ 还愿游戏原声带 (2019)6. 秦昊 - 飞人 @ 天鹅 (2019)5. 魏如萱 - Ophelia @ 藏着并不等于遗忘 (2019)4. 甜约翰 - 城市的浪漫运作 @ 城市小说选集 (2019)3. 飞石号 - 台北车站 @ 天方夜谈 (2019)2. 邱比 - 至繁 @ 至繁 (2019)1. 艾怡良 - Forever Young @ 垂直活着，水平留恋着。 (2018)

欢迎添加我个人微信公众号：静播频道最后附歌：棱镜 - 这是我一生中最勇敢的瞬间原文：1988年4月，24岁的哥伦比亚大学哲学系博士霍华德金森对121名自称非常幸福的人进行调查，得出这个世界上有两种人最幸福：一种是淡泊宁静的平凡人；一种是功成名就的杰出者。二十年后，他回访了这121人，结果却让他陷入了深思……人的幸福感取决于什么？ 1988年4月，24岁的霍华德金森是美国哥伦比亚大学的哲学系博士，他毕业论文的课题是《人的幸福感取决于什么》。为了完成这一课题，他向市民随机派发出了一万份问卷。卷中，有详细的个人资料登记，还有五个选项：A、非常幸福。B、幸福。C、一般。D、痛苦。E、非常痛苦。历时两个多月，他最终收回了五千二百余张有效问卷。经过统计，仅仅只有121人认为自己非常幸福。接下来，霍华德金森对这121人做了详细的调查分析。他发现，这121人当中有50人是这座城市的成功人士，他们的幸福感主要来源于事业的成功。而另外的71人， 有的是普通的家庭主妇，有的是卖菜的农民，有的是公司里的小职员，还有的甚至是领取救济金的流浪汉。这些职业平凡生涯黯淡的人，为什么也会拥有如此高的幸福感呢？通过与这些人的多次接触交流，霍华德金森发现，这些人虽然职业多样性格迥然，但是有一点他们是相同的。那就是他们都对物质没有太多的要求。他们平淡自守，安贫乐道，很能享受柴米油盐的寻常生活。这样的调查结果让霍华德金森很受启发。于是，他得出了这样的论文总结：这个世界上有两种人最幸福：一种是淡泊宁静的平凡人，一种是功成名就的杰出者？如果你是平凡人，你可以通过修炼内心、减少欲望来获得幸福。如果你是杰出者，你可以通过进取拼搏，获得事业的成功，进而，获得更高层次的幸福。他的导师看了他的论文后，十分欣赏，批了一个大大的“优”！毕业后，霍华德金森留校任教。一晃，二十多年过去了。如今，霍华德金森也由当年的意气青年成长为美国一位知名终身教授。2009年6月，一个偶然的机会，他又翻出了当年的那篇毕业论文。他很好奇，当年那121名认为自己“非常幸福”的人现在怎么样呢？他们的幸福感还像当年那么强烈吗？他把那121人的联系方式又找了出来，花费了三个月的时间，对他们又进行了一次问卷调查。调查结果反馈回来了。当年那71名平凡者，除了两人去世以外，共收回69份调查表。这些年来，这69人的生活虽然发生了许多变化（他们有的已经跻身于成功人士的行列；有的一直过着平凡的日子；也有的人由于疾病和意外，生活十分拮据。），但是他们的选项都没变，仍然觉得自己“非常幸福”。而那50名成功者的选项却发生了巨大的变化。仅有9人事业一帆风顺，仍然坚持的当年的选择——非常幸福。23人选择了“一般”。有16人因为事业受挫，或破产或降职，选择了“痛苦”。另有2人选择了“非常痛苦”。看着这样的调查结果，霍华德金森陷入了深思，一连数日，霍华德金森都沉浸在自己的思绪当中。两周后，霍华德金森以《幸福的密码》为题在《华盛顿邮报》上发表了一篇论文。在论文中，霍华德金森详细叙述了这两次问卷调查的过程与结果。论文结尾，他总结说：所有靠物质支撑的幸福感，都不能持久，都会随着物质的离去而离去。只有心灵的淡定宁静，继而产生的身心愉悦，才是幸福的真正源泉。无数读者读了这篇论文之后，都纷纷惊呼：“霍华德金森破译了幸福的密码！”这篇文章，引起了广泛的关注。《华盛顿邮报》一天之内六次加印！在接受媒体采访时，霍华德金森一脸愧疚：20多年前，我太过年轻，误解了“幸福”的真正内涵。而且，我还把这种不正确的幸福观传达给了我的许多学生。在此，我真诚地向我的这些学生致歉，向“幸福”致歉！所有靠物质支撑的幸福感，都不能持久，都会随着物质的离去而离去。只有心灵的淡定宁静，继而产生的身心愉悦，才是幸福的真正源泉！

Today we're talking with Nick Disabato of Draft, a small interaction design consultancy in Chicago. His previous clients include Gravitytank, New Music USA, Chicago Magazine, The Wirecutter, and too many other attractive, intelligent people to count. We spent quite a bit of time talking about his work designing a delightful user experience for Cards Against Humanity. We discuss... Cards Against Humanity marketing strategy Split-testing Conversion rate optimization And more Links: Cards Against Humanity - http://cardsagainsthumanity.com/ Cadence & Slang - http://cadence.cc/ Draft: Revise - https://draft.nu/revise/ Nick's newsletter - http://eepurl.com/vqJgv Visual Website Optimizer - https://vwo.com/ PS: Be sure to subscribe to the podcast via iTunes and write a review. iTunes is all about reviews! Transcript Recording: This is the Unofficial Shopify Podcast with Kurt Elster and Paul Reda, your resources for growing your Shopify business, sponsored by Ethercycle. Kurt: Welcome to the Unofficial Shoplift Podcast. I'm your host, Kurt Elster and with me today is Nick Disabato from Draft. Nick, how are you doing? Nick: Doing fantastic. How are you, man? Kurt: I'm well. Where are you at? Nick: I live and work in Logan Square, a neighborhood in Chicago and have been here for the past seven years. I've been independent for the past 3-1/2. Kurt: That's good. I'm about right miles from you in Park Ridge. It's funny we're doing this over Skype but we're like a bus ride apart. Nick: We are. We're probably a short L ride apart. Kurt: Tell me, who's Nick D? Nick: Nick D is me as I exist on the Internet and I run a small design consultancy called Draft as you mentioned and we do a lot of things. I publish books. I do monthly A/B testing for people. I run the world's stupidest newsletter but what I think we're here to be talking about is my one-off interaction design product, just more typical client work, more consulting work. I've done it for a variety of e-commerce clients and solved a lot of really interesting problems for both mobile and desktop and I think about these sorts of things a lot. That's kind of ... Kurt: For the lay person, what's interaction design? Nick: Interaction design, it's the process of making something easier to use and it involves hacking out the layout and behavior of a product. That can range from prototyping something and running it by users to see how they enjoy using it or whether they're successful at completing goals within it. It can range from promoting certain design decisions and hacking out functionality. It can involve figuring out edge cases like if you type in a really long response that doesn't belong in a certain form field, what happens? If you click here, what happens? It's figuring out to choose your own adventure capacity of going through a technology product of any type. I've worked... Kurt: It sounds like you're a problem solver for your clients. Give me a good example of a problem you solved with interaction design. Nick: We'll talk about e-commerce stuff. One of my biggest clients over the past few years was a board game company called Cards Against Humanity. Kurt: I dearly love Cards Against Humanity. Tell us about it. Nick: For your audience, if you do not know Cards Against Humanity, it's similar to a card game called Apples to Apples where I'm a person judging a card and everybody else plays another card only it's usually quite inappropriate. You have weird poop jokes or [scathalogical 00:03:03] things. Kurt: The favorite combo I ever got, the winning combo I ever got out of Cards Against Humanity, I will never forget. It was "Santa gives the bad children genital piercings." That was genius. Nick: My personal favorite is 'What's the last thing Michael Jackson thought about before he died?' and somebody played Michael Jackson. Kurt: That one is layers on layers. Nick: Oh my God, I still think about it. It's amazing. I've worked with them to define all of the layout and behavior for their e-commerce system. They now have, in addition to Amazon, you can buy stuff directly through them. You go through and they run through Stripe. It's not through Shopify but it's entirely independent and entirely custom. What they wanted was something that worked pretty well on mobile and they wanted something that was a little more unconventional to fit their business's needs. Cards Against Humanity, for those of you who don't know, they're a relatively unconventional business just in terms of their tone and in the way that they carry themselves and the way that they deal with their customers. Kurt: That has totally differentiated and set them apart. Nick: Yes. I think a large part of Cards Against Humanity's success is their marketing and their outreach. They do a terrific job of both of those but they do a very ... Kurt: I've seen their marketing and it's amazing. They do one-off promo cards. I've got their House of Cards promo set that they did co-branding with Netflix. What kind of outreach do they do? Nick: They do a lot of ... They'll reply to people on Twitter. They'll follow along with people's activity. They'll pay attention to what people are talking about and they'll try and be a little bit proactive about it. As far as their site is concerned, their tone is very distinctive. It's ... Kurt: Absolutely, it irreverent. Nick: Yes, it's irreverent. It's a little bit standoffish, a little bit jerk but fun jerk. It's like [inaudible 00:05:09]. Kurt: Yeah. You love them for being mean to you. It's like Ed Debevic's.. Nick: [Crosstalk 00:05:10]. Yeah, it is like Ed Debevic's a little bit which is a diner in Chicago that ... Kurt: Right, [inaudible 00:05:15]. Nick: It's definitely one of those things where they own their voice and they know how to do it. If you go through the prompts on their Website, if you go to ... I believe it's store.cardsagainsthumanity.com. You can go there and buy stuff and they ask you what country you're from right away. We can go to a UX teardown of why that is but I'll give you the high level. They go to country [crosstalk 00:05:40] right away. Kurt: I'm already there. Nick: If you choose I live in the rest of the world like not US or Canada or UK or something like that, they'll be like, "Begone foul foreigner" or something like that." They'll just make fun of you. "Send us an e-mail for when Cards Against Humanity is available in your inferior country" or something like that. They're just totally blanked up. UI Copy was definitely an enormous component of it. It's part of why I'm getting to this because I wrote a fair amount of the UI copy that is still on there right now. Another thing that you'll see on the page if you go through it while you're listening to this podcast is you'll see a row of information at the top of it. You'll go and buy something, you'll hit Pay Now and you'll see country recipient, e-mail and shipping and what it says is ... It says USA. It'll try and geolocate you and then it'll say, "Not right." You can tap back to that and two things are happening there. You can edit your order as you're going and it reads the order back to you. One thing that you see in Shopify in particular or in e-commerce in general like Amazon or anything like that, it reads your order back to you before you hit Place Order. That's an extra click that you don't necessarily need because you could get this kind of inline feedback. There's no reason why you couldn't get inline feedback. I built the interaction model to fit that and people liked it. There were two things that people called out – the way that the feedback was being read back to you and the way that it was auto-correcting as it goes. If you type in your zip code, it autocorrects to your city and state and is usually accurate. That's pretty cool and it does have for both USPS and Canada Post. It requests little information from you, moves you through the process as fast as possible at the minimum of clicks. I wrote a book that called about interaction cycle, Cadence & Slang. One of the things I say is reduce the number of steps to complete a task. I tried to make this kind of exemplar of that principle by making it as efficient as humanly possible. The other thing that people talk about is when you actually go buy something, which I see you're tapping through that right now, Kurt, that I would ... Once you finish the transaction it says, "Now, go outside" and makes fun of you about the fact that you're on the Internet and it links ... Kurt: It shames you for your order. Nick: It already has your address and if you click "Now, go outside," it searches on Google Maps for parks near you. Kurt: [Crosstalk 00:08:07]. This is incredibly clever stuff. Nick: It's thinking like, okay, I'm on a computer and I'm refreshing it whenever an expansion comes out or I'm doing all these other things and it just wants ... It's like, "Oh, by the way, you're on the Internet. Now, you don't have to be on the Internet anymore. You gave us money. Just go away." That's most of the design decisions behind this. I feel like a lot of people just reinvent the wheel with e-commerce. They want to do something safe. One of the great things with Cards Against Humanity is they don't want safe. They don't care. They want to get the orders okay but if you're messing it up, it's not their fault. It's your fault for this particular organization. [Crosstalk 00:08:56]. Kurt: Yeah, like the whole ... the entire experience ... Like it's easy to use and it's great but at the same time the game ... It starts with a product. You've got this incredibly irreverent game and then that gets extended to the messaging and the copy and the positioning. Then amazingly where everyone else would have stopped, they moved it into the actual user interface. The interaction itself is irreverent. Nick: There are a couple of people at Cards that handle a goodly amount of the logistics in getting the cards printed and shipped and everything. To use a developer term, they are a full-stack operation. They deal with the printer. They deal with Amazon. They deal with the warehouse. They want to build a vertically-integrated system for [crosstalk 00:09:40]. Kurt: I was going to say that sounds like a vertical integration. Nick: They're a good enough business and are popular enough that they can get away with it. They could ... If I did that ... Kurt: It's a great product. People love it. It's a catch-22. People love it because of these irreverent decisions but at the same time, are they able to make those irreverent decisions because people love it? It's like where do you start with that? Nick: I would be putting words in their mouth but I suspect it's kind of a feedback loop. They make these decisions and they realize they're getting rewarded for it by having more business and so, they end up making more irreverent decisions in more irreverent ways. Kurt: Why, yes. You're right. It does. It rewards itself. Anyone could start trying this and if it doesn't work out, you shouldn't do it. Nick: Yeah. I run a large part of my design practice as A/B testing. You could build this and run half of your users through it and if your conversion rate drops, either try and tweak it or throw it away. That way you're not losing an insane amount of sales on your testing idea. You're vetting whether it works for you. I suspect at least certain conceits of these like auto-complete and providing this feedback. I don't see any personal reason why that couldn't exist in other e-commerce context. I really don't. Kurt: Yeah, absolutely. You mentioned split testing. Tell us briefly, what is split testing? Nick: It's essentially you have an idea and rather than fighting about it internally about whether it's a good idea, you let people decide and you're letting real customers decide. This can be anything. This can be a call to action button. This can be a headline. This can be a person on your homepage selling the thing. It can be whether a video autoplays or not. It can be any design decision you want and you have a control page which is your original page. You send that by 50% of your users and then the other goes to the other 50%, whatever you're varying and you're measuring success in sales, signups for your mailing lists, whatever have you. It can be anything that you want. Kurt: As long as it's a measurable goal. Nick: You have a goal, right. You can do this with multiple variations. Most of my A/B tests are in fact A-B-C-D-E tests where I'm vetting many different variations of something and many different permutations of something and testing it with real-life people. It reduces risk because you're running many variants. You're optimizing the page slowly and you're throwing away what doesn't work and learning what does work and where you want to be putting more of your efforts. Even a failure, which is a plurality of your tests are failures or inconclusive, you're still learning where you don't want to be putting your efforts, like you don't need to be fighting over that link, that sort of thing. I always try and frame it in a very positive way. Kurt: It's interesting. The way you brought it up is you don't have to fight about it internally. It's a great way to talk about it because in our design practice that's generally how I bring up the idea of split testing is when the client pushes back on something or they attribute some loss in sales to a change and I say, "Actually, we don't have to guess about it. We could split test it and know for certain." It's usually how I introduce that concept. Nick: Yes. Kurt: As soon as you say, "We can know for sure and we can know scientifically," then people become very interested in it. What's your favorite tool for split testing? Nick: I give all of my clients ... I have a monthly A/B testing tool or a service called Draft Revise where you pay me a certain amount every month and I run tests for you and write up reports and that's it. You never have to worry about the practice of doing this. I use something called Visual Website Optimizer. It shortens to VWO. You can go to vwo.com. For a few of my clients, I use something called Optimizely, if you go to optimizely.com. Both of those are terrific. They have very small differences at this point. It's like Canon and Nikon. They're just snipping at each other and it's making both of them much better. Kurt: I've used them. I've personally used VWO. I really liked it. I used the Google split testing tool. That thing's a nightmare. Nick: Yeah, it's changey. I would pay the money for V. If you have enough scale to get statistical validity out of the A/B tests which typically you need at least 3,000 or 4,000 [uniques 00:13:53 ] a month to be doing that for whatever goal you're measuring, usually it's more, you're probably making enough money that you can afford Visual Website Optimizer, no question or Optimizely. Don't do the free Google stuff. It just sucks. Kurt: The amount of time I wasted messing with that wasn't worth it. VWO is so much easier. Nick: Yeah, don't bother. Kurt: The support is really good. I'm not condemning Optimizely. I've literally just never used Optimizely. That's a good way to get into it for our listeners. If it's confusing or they don't want to deal with it, your service is great. I've seen the reports you run and I'm not even plugging it. It's just genuinely good stuff that you do. Nick: Thank you. It's one of those things where a lot of people don't know how to start and they don't know how to do it and I have two different offerings. One of them is a one-off like I give you a guide and I give you a lot of suggestions for what you can test and what you can change things to, things that I would change. You're getting a UX teardown and a write-up of how to put into practice but I find that a handful of those come back to me and they're like, "Can you just do this for us?" Kurt: Essentially, what you've said to them is like, "Here's a plan for immediate success based on my vast experience and you could do whatever you want with it." I imagine a lot of people are going to be, "All right, fine. You know what you're doing. You just take care of those for me." Nick: Yeah, and they're already used to paying me and I give them a discount on their first month. If they pay me $900 for Revise Express Report and then they sign up for a 2000-dollar plan for Draft Revise, you're paying only $1,100 for the first month which at that point you're not getting charged twice. You're able to hit the ground running. I signed up a Revise Express client recently for Draft Revise and it's been going well. We went from not having anything together to contract signed and A/B tests running on their site in three days because I already knew it. Kurt: That's good. Nick: I wrapped my head around it. It was great. Kurt: When you're wrapping your head around it, how do you approach optimizing a site? Nick: It depends on the site. Let's say it's like a typical SaaS business. I look at the things that I know changing them will yield a lot of fruit and that can be common elements to optimize like your headline or your call to action or testimonial quotes, stuff like that which is very optimizing 101 type stuff. Or I'd look at things that I see are clearly bad like if you have an e-mail list signup form and the button says Submit. Unless you are [crosstalk 00:16:39]. Kurt: I look for the stuff that just like, "This is painful. This goes against every best practice. Let's fix this first and get our baseline back to zero." Nick: Yeah. I break things into two categories. One of them is one-off design changes which are beyond the need for testing. Things like if you make your button Submit. Unless you're an S&M site, you have no business making your buttons Submit, all these other things. Then I also look at things and suggest "Let's test this because I'm not sure." The difference between those two is confidence. I'm still changing things. I'm changing elements on the page but I'm not fully confident that changing your headline to this one thing is going to speak to your customers effectively especially because I've been working with you for only three days if I'm doing these teardowns. It's very like intuition at that point. I will check everything within ... If you're a SaaS business, call your conversion funnel like your homepage to your pricing page to your signup page to your onboarding to all that and then you get converted from a trial into a paying customer eventually. There are a bunch of pages that you have to go through in that flow to actually figure that out. I try and vet all of those and figure out if I were building your site and figuring out your marketing page and trying to figure out a really good way to speak to people, would I do this? I bring in my experience working with dozens of SaaS businesses and e-commerce sites to bear on that and eight years of interaction design experience. That's often something that they can't get internally because I don't know any actual fulltime UX employees who've worked for as many individual clients as I have. Kurt: They couldn't possibly. Earlier you had mentioned to me the other day that you're working on something with Harper Reed. Nick: Yeah. I did it for six weeks. It was a one-off project with Harper Reed. For those who don't know, he elected the president at the beginning of ... starting at the beginning of last ... No, two years ago. It was 2012. Kurt: The way I view it is Harper Reed personally defeated Mitt Romney. Nick: His tech team certainly did. He built the team that ... It almost feels like that. If you read the teardowns of it, they're amazing but he has a startup now which is essentially a mobile e-commerce startup called Modest. It's at modest.com and first project that he did was a storefront for a toy and game manufacturer called [Choonimals 00:19:04], if you go to Choonimals Website. He's a friend of mine. He works and lives in Chicago. He works in Fulton Market. They had me come on and just be another pair of eyes on their UX. They already had a lot of interesting UX ideas there. I'm not going to take remote amount of credit for some of the most novel and fascinating parts of it but I agree with the conceit. A lot of the things were already coming together like scanning your credit card with the iPhone's camera is one of them and Uber does that. There's a JavaScript library called card.io that lets you do that where it just turns on your flashlight and lets you take a photo of your credit card and it scans your number in so you don't have to manually type it and reduce the error [inaudible 00:19:52]. He has a thing where you can buy stuff and it's basically buy with one touch and then if you ... You get a grace period where you could undo that. You can un-buy something and then ... Kurt: The easier you make something to buy, if people aren't used to that standard yet, I think there is a lot of that ... I wouldn't call it cognitive dissonance. Nick: I think you're just thrown off expectations-wise. There's a mismatch. Kurt: Yeah. Or it becomes too easy and suddenly, it's frightening. You have to have that grace period, that undo. Nick: I did not come up with these ideas to be clear. I helped refine them and offer my own ideas about them which is just like fit and finish. The idea of un-buying, you might tap something and it says Buy. It's very clear you're buying something but you don't even get an undo button in the app store if you buy something. You tap it on your iPhone. Kurt: Yeah. I bought a lot of silly things. I wish there was an undo button in the app store. Nick: I don't let myself check the app store while I'm drunk anymore because I just threw up and buy some 30-dollar application that's just ill-advised but this is like they're not going to ... It's a physical good usually. They're not going to ship it for another day at least or five hours if it's [overnighted 00:21:08] or something like that. At which point, you have a chance to take back that notion and edit your order. You barely get the chance to edit your order or merge orders on Amazon as it stands. Kurt: With Amazon, it's a scam. You could cancel an order while it's in progress but once you put cancel, it says, "We're going to try to cancel it" and it's like less than 50% of the time that it actually manages to cancel it. Nick: Right and if you're Prime, they probably already have it sent on a drone to you so you don't even know. It's one of those things where it just seems obvious that you should have an undo button when you're buying something. Kurt: Absolutely. You've got a lot of experience with this. Give me one tip for – obviously this is tough because it's general – one tip for an e-commerce store owner who's looking to grow the revenue. Nick: I'm going to drill down into this tip. You need to make it as easy for the person to buy the thing as possible and easy for them to back out of it and so, cutting down the number of steps. If you're asking for any extraneous information, if you are deliberately asking for both billing and shipping address, if you're splitting the person's name into three different fields, if you're not supporting auto-complete, those are all different forms of the same problem which is you're making the person enter more data than is necessary. Make the person input les data. Nobody likes to fill out a form. You don't want to feel like you're in a doctor's office buying a product. That's the one tip that I've got. Kurt: I guess it's pretty common with Shopify store owners. They want to do less work personally. They want like or go, "Can you make it ask them X, Y and Z thing?" and we'd say, "Sure, we could build out these product options for your products." Then when we do it, their conversion rate plummets and they're like, "Why did that happen?" Well, because you just made it really hard to buy from you. Nick: Yeah. Doing this auto-complete ... Going back to Cards Against Humanity, doing the auto-complete for your address and address validation and making it as fast as it is on that site is tremendously difficult. It is not easy programming to be putting in. Doing this focus is really hard but their sales bear out how they're doing. It justifies that decision. It almost says the amount of work that you put into the site and making it smarter, making the defaults easier and making it easier for the person, that's hard work but it directly connects to your conversion rate and if you're delighted about it ... I can't tell you how many positive twits happened when the first storefront came out that talked explicitly about the user experience and shared that out. It said, "Oh, you have to buy something." Who says "Oh, you have to buy something" about an e-commerce store? Kurt: You have to experience this. Nick: You have to experience getting sent to a park nearby you. That's very unexpected. Kurt: People are just ignoring the product itself. They'll just buy it for the sake of the purchasing experience. Nick: Right. Kurt: People don't think ... They would never think twice about someone making the interior of a retail store nice, making it easy to buy something there but as soon as it comes to e-commerce, then suddenly it's like the strange thing that no one wants to spend money on. Nick: It's funny because Apple's retail stores are beautiful and amazing and their UX is incredible. If you go in person, they swipe your card there in front of the computer and somebody walks the computer out to you and ... Kurt: Have you ever paid with cash in the Apple store? Nick: I have not. Kurt: It's same deal but the cash register is hidden inside one of the display tables. Just like the face of the table pops open. The cash box was in there the whole time. It's clearly on remote. They still use their iPhone and then the thing pops open. Nick: Right. Their UX is amazing but I bought an iPhone. I bought the new iPhone from the Apple store online the other day. Kurt: Did you go with the 6 or the 6-plus? Nick: I have 6. Kurt: You don't have monster gorilla paws is what you're telling me. Nick: No, I have normal human being hands and I don't need a Phablet. I have an iPad Mini. Anyway, I was going on it and I was on the Website, not the app just to be clear. I think the app is better but it was not fun. It sucked. It was really flunky and weird and it could be better. You're selling ... You're the biggest company in the world. You can fix that. Kurt: I noticed that they do one clever thing. You can choose multiple payment methods. I don't think I've seen that anywhere else. Nick: Amazon ... Kurt: If you were to max out your credit card and then finish up with a second credit card, they will let you do that. Nick: Or if you have one of those crappy gift cards that you get from the grocery store, like somebody gives you 100-dollar gift card and you have 18 cents left on it and you feel bad wasting that 18 cents, you could put that on the card. Kurt: You could do it. Nick: Right. That's edge [casey 00:25:58], feasible. Kurt: That's an argument I have with people is about edge cases where it's like, okay, we could fix this problem that one of 100 people have but what's that impact on the other 99 out of 100 people? I think Apple has walked themselves into that. Nick: Yeah. They can accommodate edge cases. I know that Amazon used to accommodate that sort of edge case and then they got rid of it for whatever reason. They probably saw that it wasn't diminishing returns or something but anyway. Kurt: That's a thing you could split test. Nick: Right, yeah. I'm sure Amazon does. Amazon A/B tests everything. I get bucketed into A/B tester of their pages all the time. I find it redesigns itself and I refresh it and it goes away [crosstalk 00:26:42]. Kurt: Or open an incognito window and it's a different site. Yeah, I've had that happen. Nick: Yeah. Kurt: If I wanted to learn more from you, the best way would be to do what? Nick: You should subscribe to my mailing list because it's funny. Kurt: I subscribe to it. I enjoy it, lots of good Chicago references in there. Nick: There are a lot of good Chicago ... Kurt: Like the hotdog story. Nick: There was a story ... It's a dog stand that's very popular here. It's closing this week. That is a very good way to get to know me as a person. If you want to know more about interaction design, I would go to cadence.cc which is my book, Cadence & Slang, and grab a copy. It is generally considered one of the more important texts on interaction design by people far more famous and important than me which is terrifying. Kurt: I have read it. It is genuinely good. Nick: Awesome, thank you. That's the best way to get to understand the kind of stuff that I'm talking about with e-commerce. It's applicable to any technological project but the ultimate goal is just to make things more efficient and pleasurable to use. Kurt: Fantastic. That's great. Thank you, Nick. Thank you for joining us and have a great day. Nick: Thank you so much. Take care.