Podcasts about OS

Ohio State's defense has arguably been the biggest obstacle standing between the Buckeyes and a national championship in each of the last two seasons. That's a big reason why head coach Ryan Day made a major overhaul of his coaching staff, replacing the defensive coordinator and two position coaches on that side of the ball.Since then, Buckeye Scoop's Xs and Os guru Ross Fulton has been on the Morning Scoop several times discussing WHAT Knowles would do to fix the issues on defense. Today, he joins host Tom Orr to discuss HOW those changes will be made.- When does that install process begin?- What kinds of things will they start with, and what will have to wait for later in the offseason?- How much of a challenge will it be for Larry Johnson to have to coach the line in a different scheme?- How does it help to have former Knowles staffers joining him at Ohio State?- Can they get the full defense installed in time for the Notre Dame game?

(Décimo Aniversario de la Muerte del Hermano Pablo) Lo transmitió por primera y única vez por la radio a principios de 1968, cuando él mismo tenía cuarenta y seis años de edad. Habían transcurrido exactamente tres años y medio desde que redujo su programa de quince minutos a cuatro, bautizándolo con el nuevo nombre de Un Mensaje a la Conciencia. A este mensaje en particular, uno de los mensajes más personales de todos los que llegó a grabar, el Hermano Pablo le puso por título «¡No lo crea!»: «Quiero en este día, mi amigo, ser muy franco con usted. Algún día le va a llegar la noticia (pueda ser que estas mismas ondas la transmitan) que el Hermano Pablo ha muerto. Digo eso por la sencilla razón de que tarde que temprano todos tenemos que morir. Si Jesucristo tarda en su regreso al mundo, todos los que ahora vivimos tendremos que pasar por el río de la muerte. Y aunque nadie sabe cuándo, todos sabemos que ese día es seguro. Así que, amigo, ya sea por voz audible, por el periódico o por estas mismas ondas radiales, algún día usted oirá la noticia que el Hermano Pablo ha muerto. »Cuando eso ocurra, ¡no lo crea! Así como se lo estoy diciendo, ¡no lo crea! No, no es que alguien haya mentido. No creo yo que cupiera en el corazón de alguien engañar en una cuestión tan importante. No es eso. Si llegara el anuncio, lo más probable es que, en efecto, mi corazón haya dejado de latir. Pero el verdadero yo —aquello que es mi personalidad, mi fuero interno, mi alma, mi vida espiritual— no habrá muerto. Más bien, ese es el día en que estaré más vivo que nunca. Es que, amigo mío, yo nací dos veces. »La primera vez nací en 1921. Pero volví a nacer en 1932, cuando tenía once años de vida física. El primer nacimiento fue el del cuerpo; el segundo nacimiento fue el del espíritu. Y aunque el cuerpo muera, el espíritu nunca morirá. Al contrario, el simple hecho de haber nacido de nuevo me garantiza vida eterna junto al Señor Jesucristo. Así que, cuando oiga la noticia que el Hermano Pablo ha muerto, no la crea. Será ese el día en que el verdadero Hermano Pablo se haya trasladado a una vida superior, a la vida eterna, a la vida en la que no hay enfermedad, ni dolor ni tristeza; donde no hay remordimiento, ni pecado ni muerte. Será ese el día, mi amigo, en que de veras he de estar vivo. »¿Ha tenido usted la experiencia del segundo nacimiento? Jesucristo le dijo al dirigente judío llamado Nicodemo: “Os es necesario nacer de nuevo.”1 Y, amigo, esa misma declaración es tan verdadera hoy como lo fue el día en que Jesús la hizo: ¿Ha nacido usted de nuevo?» Carlos ReyUn Mensaje a la Concienciawww.conciencia.net 1 Jn 3:7

ACM: It takes a community, Don't use discord for OSS projects, Unix in a browser tab, OpenIndiana Hipster 2021.10 available, Omni OS CE v11 is out, and more. NOTES This episode of BSDNow is brought to you by Tarsnap (https://www.tarsnap.com/bsdnow) and the BSDNow Patreon (https://www.patreon.com/bsdnow) Headlines It takes a community - ACM (https://queue.acm.org/detail.cfm?id=3501361) PSA: Dont use Discord for Open Source Projects Jeffrey Paul - Discord Is Not An Acceptable Choice For Free Software Projects (https://sneak.berlin/20200220/discord-is-not-an-acceptable-choice-for-free-software-projects/) Drew deVault - Dont use Discord for FOSS (https://drewdevault.com/2021/12/28/Dont-use-Discord-for-FOSS.html) News Roundup Unix in your Browser Tab (https://browsix.org/) OpenIndiana Hipster 2021.10 is here (https://www.openindiana.org/2021/12/05/openindiana-hipster-2021-10-is-here/) Omni OS CE v11 r151040 is out (https://github.com/omniosorg/omnios-build/blob/r151040/doc/ReleaseNotes.md) Beastie Bits Deb from the FreeBSD Foundation on FLOSS Weekly (https://twit.tv/shows/floss-weekly/episodes/662?autostart=false) Jailfox - BastilleBSD template to bootstrap Firefox. (https://github.com/ddowse/jailfox) FreeBSD Journal Nov/Dec 2021 (https://freebsdfoundation.org/past-issues/storage-2/) First call through the 3ESS (https://www.youtube.com/watch?v=WUUsAK21f20) OpenBSD for minimalists (https://github.com/krzysztofengineer/openbsd) Tarsnap This weeks episode of BSDNow was sponsored by our friends at Tarsnap, the only secure online backup you can trust your data to. Even paranoids need backups. Feedback/Questions Dale - two zfs questions (https://github.com/BSDNow/bsdnow.tv/blob/master/episodes/439/feedback/Dale%20-%20two%20zfs%20questions.md) Johnny - home question (https://github.com/BSDNow/bsdnow.tv/blob/master/episodes/439/feedback/Johnny%20-%20home%20question.md) Mike - GhostBSD in a VM (https://github.com/BSDNow/bsdnow.tv/blob/master/episodes/439/feedback/Mike%20-%20GhostBSD%20in%20a%20VM.md) Send questions, comments, show ideas/topics, or stories you want mentioned on the show to feedback@bsdnow.tv (mailto:feedback@bsdnow.tv) ***

Welcome to January 27th, 2022 on the National Day Calendar. Today we celebrate the gift of life and having your cake and eating it too. Every 2 seconds someone in the United States needs a blood transfusion. That means over 41,000 donations are required each day to meet that need. You may already be aware that there are 4 blood types: O, A, B, and AB, but actually there are 8 if you consider that each has a positive and negative rH factor. O type blood can be used for anyone who needs it. AB blood types can receive blood of any type, but they are extremely rare. What does that mean for you? Plenty, if you're in need of a transfusion. But even if you're not up on your A, B and Os you can still give the gift of life during National Blood Donor Month.  Chocolate lovers like to go over the top and chocolate cake is no exception. There is a chocolate cake recipe from a chef in Dubai that calls for cocoa beans from Italy, organic flour from the UK, vanilla from Uganda and 23 carat gold leaf and dust. The Golden Phoenix, as it's known, is served on a Marie Antoinette dessert trolley, and comes at a price tag of over one thousand dollars. Luckily the kind that Duncan Hines makes is more accessible and some would argue, equally delicious. Ever since a doctor and a chocolate maker teamed up to grind cocoa beans on a stone mill, the once exclusive ingredient can now be found everywhere. On National Chocolate Cake Day you don't have to be royalty to have your cake and eat it too. I'm Anna Devere and I'm Marlo Anderson. Thanks for joining us as we Celebrate Every Day!  Learn more about your ad choices. Visit megaphone.fm/adchoices

Två veckor till med samma corona-regler/ OS-idrottare vill rädda klimatet/ Många bokar camping och sommarstugor i sommar Programledare Jenny Pejler. Läs texterna på vår hemsida.

In questo episodio andiamo a trascorrere una settimana tra le montagne italiane. Vi parlo di: - Settimana bianca: cos'è e perché è amata dagli italiani - Montagne d'Italia: dove andare in settimana bianca? Parole utili: Sciare: esquiar / to ski Luoghi menzionati in questo episodio: Alpi: catena montuosa più importante d'Europa. Le cime più importanti sono il Monte Bianco, con 4810 metri di altezza e il Monte Rosa, 4634 metri. Dolomiti: gruppi montuosi delle Alpi Orientali italiane. Le Dolomiti si trovano nelle regioni Veneto, Trentino Alto Adige e Friuli Venezia Giulia Principali località turistiche sulle Dolomiti: Cortina d'Ampezzo, detta “la perla delle Dolomiti”, Canazei e Moena. Impara italiano insieme a me! Prova il mio corso per 7 giorni a $1,99: https://italianoconamore.com/iscriviti/ Domande? Scrivi qui: Contatto – Italiano con Amore 64. Montanhas Italianas: Vamos ter uma Semana Branca? Neste episódio vamos passar uma semana nas montanhas italianas. Te falo sobre: - Semana branca: o que é e por que é amada pelos italianos - Montanhas italianas: para onde ir na semana branca? Palavras úteis: Sciare: esquiar / esquiar Lugares mencionados neste episódio: Alpes: cadeia de montanhas mais importante da Europa. Os picos mais importantes são o Mont Blanc, com 4.810 metros de altura e o Monte Rosa, com 4.634 metros. Dolomitas: grupo montanhoso dos Alpes orientais italianos. As Dolomitas estão localizadas nas regiões de Veneto, Trentino Alto Adige e Friuli Venezia Giulia Principais estâncias turísticas nas Dolomitas: Cortina d'Ampezzo, conhecida como "a pérola das Dolomitas", Canazei e Moena. Aprenda italiano comigo! Experimente meu curso por 7 dias por R$ 1,99: https://italianoconamore.com/iscriviti/ Perguntas? Escreva aqui: Contato – Italiano con Amore

Dan and Nick take a 30,000-foot view on some of the concepts from an Xs and Os and schematic standpoint that they want to see the next offensive coordinator and defensive coordinator, individually, bring with them. They also break down the Xs an Os of some of the key plays Brian Daboll called against the Chiefs to generate explosive plays for the Bills offense. Learn more about your ad choices. Visit podcastchoices.com/adchoices

«The Comeback»: Apples 23-minütiger Kurzfilm Wi-Fi 7: Neuer WLAN-Standard doppelt so schnell wie aktuelles Wi-Fi 6 Googles Kamera-App baut mehr Fehler in QR-Codes als bisher bekannt Philips Hue Calla: Smarte Outdoor-Beleuchtung erscheint als silberne Ausgabe Musikstreaming: So sehen die Marktanteile von Spotify und Co. aus FRITZ!OS 7.50 – 5 Gründe, warum ich mich freue

CONHEÇA A VEROO CAFÉS: http://veroo.cafe/cafebrasil Ouvintes do Café Brasil têm 15% de desconto nos primeiros 3 meses de assinatura. Basta acessar o link e aplicar o cupom CAFEBRASIL   César Zama, um médico, político e escritor brasileiro de quem você nunca ouviu falar, durante a elaboração da primeira constituição republicana em 1890, defendeu o voto universal. Ele queria que as mulheres pudessem participar da política. Ouviu um monte de gente dizendo que nada ia mudar, mas se manteve na luta. Aos poucos, outros abnegados foram aderindo e um dia, em 1933, 23 anos depois da sua morte, as mulheres ganharam o direito de votar. Tudo começou lá atrás, com a ação individual de um não cético que lançou uma pedrinha no lago: ploc! Cada um de nós cria, geralmente sem ter consciência, círculos concêntricos de influência que podem afetar outras pessoas por anos ou até gerações. Nosso impacto e influência sobre uma pessoa pode ser passado para outras, da mesma forma que as ondas formadas por uma pedra atirada num lago vão crescendo, crescendo, perdendo a força até desaparecer. São os mais ativos que convencem os menos ativos, quase sempre num trabalho de formiguinha, jogando pedrinha após pedrinha no lago. Ploc! Ploc! Ploc! Você que está de saco cheio com as pessoas que pregam a não ação ou se dedicam a não deixar fazer, filtre seu círculo de relacionamento. Procure gente que valoriza o pensamento, que puxa para cima, que foca no que realmente importa. E vá jogando muitas pedrinhas no lago. Desistir só é opção para os fracos. Os fortes são mais chatos, insistem, escolhem o menos ruim agora para escolher outro menos ruim depois, e outro menos ruim em seguida, num processo de depuração que um dia chegará ao bom. E jamais param de jogar pedrinhas no lago. Ploc! Pronto. Joguei mais uma.   No Youtube:   https://www.youtube.com/watch?v=0oWoAB9H7Ds   Gostou? De onde veio este, tem muito, mas muito mais. Acesse http://mundocafebrasil.com

In this episode of the IJGC podcast, Editor-in-Chief Dr. Pedro Ramirez, is joined by Prof. Philipp Harter to discuss The DESKTOP III Trial. Prof. Harter is the director of the Department of Gynecology & Gynecologic Oncology at Kliniken Essen-Mitte in Essen, Germany, and the chair of the AGO Study Group. Highlights: -Role of surgery for relapsed ovarian cancer is under debate -DESKTOP III has shown a significant benefit regarding PFS and OS by secondary cytoreduction -The data, interpretation and clinical consequences are discussed".

CONHEÇA A VEROO CAFÉS: http://veroo.cafe/cafebrasil Ouvintes do Café Brasil têm 15% de desconto nos primeiros 3 meses de assinatura. Basta acessar o link e aplicar o cupom CAFEBRASIL O jornalista, crítico da mídia e filósofo amador norte-americano Walter Lippmann uma vez escreveu assim: “Não pode haver liberdade para uma sociedade que não dispõe de meios para detectar mentiras.” E parece que essa função – detectar mentiras, tornou-se fundamental para quem quer sobreviver neste mundo cada vez mais alucinado. Bem, eu tenho fixado meu trabalho no desenvolvimento da capacidade de julgamento e tomada de decisão das pessoas. É assim há trinta anos, e nunca me deixei seduzir pelas rotulagens mercadológicas que me ajudariam a vender milhões em cursos, se eu dissesse que estaria ajudando você a conhecer os cinco passos para o sucesso. Não. Eu ajudo você a desenvolver sua capacidade de julgamento e tomada de decisão. E parte fundamental disso é contar como é que as coisas acontecem. Por isso, esta semana, lancei a terceira parte de uma trilogia fundamental para quem quer sobreviver na sociedade da informação. Em 2020, a primeira parte foi o podcast O Poder do Mau, mau com u mesmo, no qual trato de como as más notícias têm um impacto muito maior sobre nossas vidas, do que as boas notícias. Aquele episódio do Café Brasil, o 722, tem cerca de três horas e é uma porrada. Mostra como os profissionais trabalham para manter você em estado de pânico constante. E o que é que eles ganham com isso. Semana passada lancei o Café Brasil 804 – Psicose de formação em massa, que explica que durante uma psicose em massa, a loucura se torna a norma na sociedade e as crenças ilusórias se espalham como uma epidemia. E esta semana lancei o Café Brasil 805 – O Estupro da Mente, no qual faço um sumário de um livro que explica como os regimes totalitários praticam uma lavagem cerebral nas pessoas, tirando delas a capacidade de exercer suas escolhas individuais. Transformando-as em massa de manobra. Juntos, esses três programas têm cerca de cinco horas de duração. Cinco horas! Um esforço hercúleo, que tem como objetivo dizer a você como é que as coisas acontecem. Se eu fosse você, corria ouvir. Depois não dá pra dizer “ah, eu não sabia”. Os links estão na descrição deste Cafezinho: https://portalcafebrasil.com.br/podcasts/cafe-brasil-722-o-poder-do-mau/ https://portalcafebrasil.com.br/podcasts/cafe-brasil-804-psicose-de-formacao-em-massa/ https://portalcafebrasil.com.br/podcasts/cafe-brasil-805-o-estupro-da-mente/   No Youtube:  https://www.youtube.com/watch?v=k0_86NZ_VjE Gostou? De onde veio este, tem muito, mas muito mais. Acesse http://mundocafebrasil.com

So reinigt ihr das Apple Poliertuch FRITZ!Repeater 1200 AX – Endlich auch in der Schweiz AVM gibt Ausblick auf FRITZ!OS 7.50 Microsoft aktualisiert Office für Mac: Update bringt Apple Silicon Support für Excel VanMoof V: 10.000 Reservierungen, Deutschland führend

Mina Kimes of NFL Live joins Buck Reising to dive into the Xs and Os of the Titans matchup against the Bengals.

¿Tiene Apple un arma secreta para permitir que el audio inalámbrico sin pérdida llegue al iPhone y sus dispositivos de audio? Bluetooth es un problema irresoluble para la industria. Por mucho que evolucione, su base de transmisión por radio nunca permitirá usar el suficiente ancho de banda para que la música en compresión sin pérdidas en alta resolución pueda ser emitida por estos canales. Os decubrimos los próximos cambios del estándar Bluetooth para emitir, al menos, música en calidad CD sin pérdidas y cuál podría ser el próximo paso de Apple abandonando el Bluetooth por otra tecnología emergente que le permitirá duraciones de batería increíbles y un ancho de banda mucho mayor. Mejor autonomía, más cantidad de información transmitida, mejor latencia... algo que estaría tan cerca de llegar como los próximos AirPods Pro 2. Descubre nuestro canal de Twitch en: twitch.tv/applecoding. Descubre nuestras ofertas para oyentes: Cursos en Udemy (con código de oferta) https://acoding.academy/cursos-udemy Apple Coding Academy https://acoding.academy Suscríbete a Apple Coding en nuestro Patreon https://patreon.com/applecoding. Canal de Telegram de Swift. Acceso al canal t.me/desarrollandoconswift. --------------- Consigue las camisetas oficiales de Apple Coding con los logos de Swift y Apple Coding así como todo tipo de merchadising como tazas o fundas. Tienda de merchandising de Apple Coding https://teespring.com/stores/acacademy. --------------- Tema musical: "For the Win" de "Two Steps from Hell", compuesto por Thomas Bergensen. Usado con permisos de fair use. Escúchalo en Apple Music https://itunes.apple.com/es/album/for-the-win/573729318?i=573729656 o Spotify https://open.spotify.com/track/34x22hY9CKf3ZoPjQwZSgc.

FreeBSD Foundation reviews 2021 activities, DragonflyBSD 6.2.1 is here, Lumina Desktop 1.6.2 available, toolchain adventures, The OpenBSD BASED Challenge Day 7, Bastille Template: AdGuard Home, setting up ZSH on FreeBSD and more. NOTES This episode of BSDNow is brought to you by Tarsnap (https://www.tarsnap.com/bsdnow) and the BSDNow Patreon (https://www.patreon.com/bsdnow) Headlines FreeBSD Foundation 2021 in Review Software Development (https://freebsdfoundation.org/blog/2021-in-review-software-development/) Year End Fundraising Report (https://freebsdfoundation.org/blog/2021-year-end-fundraising-report/) Infrastructure Support (https://freebsdfoundation.org/blog/2021-in-review-infrastructure-support/) Advocacy (https://freebsdfoundation.org/blog/2021-in-review-advocacy/) FreeBSD 2022 CfP (https://freebsdfoundation.org/blog/freebsd-foundation-2022-call-for-proposals/) DragonFlyBSD 6.2.1 is out (https://www.dragonflybsd.org/release62/) News Roundup Lumina Desktop 1.6.2 is out (https://lumina-desktop.org/post/2021-12-25/) Toolchain Adventures (https://www.cambus.net/toolchains-adventures-q4-2021/) The OpenBSD BASED Challenge Day 7 (https://write.as/adventures-in-bsd/) Bastille Template: AdGuard Home (https://bastillebsd.org/blog/2022/01/03/bastille-template-examples-adguardhome/) Setting up ZSH on FreeBSD (https://www.danschmid.me/article/setting-up-zsh-on-freebsd) Tarsnap This weeks episode of BSDNow was sponsored by our friends at Tarsnap, the only secure online backup you can trust your data to. Even paranoids need backups. Feedback/Questions • Producers Note: We did get some Christmas AMA questions in after we recorded that episode (since we recorded it early) but don't worry, I've made a note of them and we'll save them for our next AMA episode. Patrick - Volume (https://github.com/BSDNow/bsdnow.tv/blob/master/episodes/438/feedback/Patrick%20-%20Volume.md) Reptilicus Rex - FreeBSD Docs Team (https://github.com/BSDNow/bsdnow.tv/blob/master/episodes/438/feedback/Reptilicus%20Rex%20-%20FreeBSD%20Docs%20Team.md) michael - question (https://github.com/BSDNow/bsdnow.tv/blob/master/episodes/438/feedback/michael%20-%20question.md) Send questions, comments, show ideas/topics, or stories you want mentioned on the show to feedback@bsdnow.tv (mailto:feedback@bsdnow.tv) ***

Qu'est-ce qui vous permet de vivre tout ce que vous avez envie de vivre et d'avoir l'impact que vous voulez avoir sur les autres, sur le monde ?L'audace ! OSER est une compétence que je vous invite à développer de 4 façons différentes dans l'épisode 223.Écoutez cet épisode pour :Savoir comment OSER peut tout changer pour vous ;Ce que OSER va nécessiter de votre part ;Comment OSER contribue à construire votre confiance en vous ;Vous inspirer de celles·eux qui ont OSÉ croire en elles·eux !Retrouvez les notes de cet épisode sur :https://changemavie.com/episodes/les-4-cles-pour-oserVotre impact et ce que vous voulez apporter aux autres et au monde sont des sujets qu'on aborde au sein de Change ma vie : Mode d'emploi. Vous serez guidé·e pour définir votre vision et mettre en place, avec audace, toutes les actions qui vous permettront d'y arriver. Pour en savoir plus et nous rejoindre : https://changemavie.com/coachingAbonnez-vous dès aujourd'hui au podcast Change ma vie sur Apple Podcasts ou sur la plateforme de votre choix (c'est quoi un podcast), et laissez-y votre avis (comment laisser un avis), c'est le meilleur moyen de le soutenir.Inscrivez-vous gratuitement à la newsletter de Change ma vie. Je vous enverrai en cadeau de bienvenue trois exercices simples pour explorer votre esprit, et tous les mardis, la Minute Change ma vie. Et n'hésitez pas à partager ce podcast avec vos amis si vous pensez qu'ils pourraient aussi en bénéficier !See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In today's episode of the Follower of One podcast, Mike speaks with Os Hillman. Os Hillman is an internationally recognized speaker on the subject of faith at work. He is the Founder and Executive Director of Marketplace Leaders Ministries, an organization whose purpose is to help men and women discover and fulfill God's complete purposes through their work and view their work as ministry. He is the author of over 21 books and a daily workplace email devotional called TGIF Today God Is First which is read worldwide in 104 countries.  They dive into:  The Start of Os' Faith and Work Journey Learning More About Os' New Devotional Ministry and Moving People One Notch Closer to Jesus And if you liked what you heard, be sure to join us over in our Online Community, get social with us; Facebook, Instagram, Twitter, and LinkedIn and subscribe to our YouTube channel. Listen to our podcast on your way to work and subscribe using your favorite podcast app!

00:36 - Panelist Consulting Experience and Backgrounds * Debugging Your Brain by Casey Watts (https://www.debuggingyourbrain.com/) * Happy and Effective (https://www.happyandeffective.com/) 10:00 - Marketing, Charging, and Setting Prices * Patreon (https://www.patreon.com/) * Chelsea's Blog (https://chelseatroy.com/) * Self-Worth by Salary 28:34 - GeePawHill Twitter Thread (https://twitter.com/GeePawHill/status/1478950180904972293) - Impact Consulting * Casey's Spreadsheet - “Matrix-Based Prioritization For Choosing a Job” (https://docs.google.com/spreadsheets/d/1qVrWOKPe3ElXJhOBS8egGIyGqpm6Fk9kjrFWvB92Fpk/edit#gid=1724142346) * Interdependence (https://www.merriam-webster.com/dictionary/interdependence) 38:43 - Management & Mentorship * Detangling the Manager: Supervisor, Team Lead, Mentor (https://dev.to/endangeredmassa/detangling-the-manager-supervisor-team-lead-mentor-gha) * Adrienne Maree Brown (https://adriennemareebrown.net/) 52:15 - Explaining Value and Offerings * The Pumpkin Plan: A Simple Strategy to Grow a Remarkable Business in Any Field by Mike Michalowicz (https://www.amazon.com/Pumpkin-Plan-Strategy-Remarkable-Business/dp/1591844886) * User Research * SPIN Selling: Situation Problem Implication Need-payoff by Neil Rackham (https://www.goodreads.com/book/show/833015.SPIN_Selling) 55:08 - Ideal Clients Reflections: Mae: The phrase “indie”. Casey: Having a Patreon to help inspire yourself. Chelsea: Tallying up all of the different things that a given position contributes to in terms of a person's needs. This episode was brought to you by @therubyrep (https://twitter.com/therubyrep) of DevReps, LLC (http://www.devreps.com/). To pledge your support and to join our awesome Slack community, visit patreon.com/greaterthancode (https://www.patreon.com/greaterthancode) To make a one-time donation so that we can continue to bring you more content and transcripts like this, please do so at paypal.me/devreps (https://www.paypal.me/devreps). You will also get an invitation to our Slack community this way as well. Transcript: CHELSEA: Welcome to Greater Than Code, Episode 267. I'm Chelsea Troy, and I'm here with my co-host, Mae. MAE: And also with us is Casey. CASEY: Hi, I'm Casey. And today's episode, we are our own guests. We're going to be talking to you about our experiences in consulting. To get this one started, how about we share what got us into consulting and what we like, don't like about it, just high-level? Chelsea, would you mind going first? CHELSEA: Sure. So I started in consulting, really in a full-time job. So for early in my programming career, I worked for several years for a company called Pivotal Labs and Pivotal Labs is chiefly, or was chiefly at the time, a software engineering consulting organization. My job was to pair program with folks from client teams, various types of clients, a lot of health insurance companies. At the time, there was a restaurant loyalty app that we did some work for. We did some work for General Motors, various clients, a major airline was also a client, and I would switch projects every three to six months. During that time employed by Labs, I would work for this client, pair programming with other pivots, and also with client developers. So that was my introduction to consulting and I think that it made the transition to consulting later, a little bit easier because I already had some consulting experience from under the Labs' umbrella. After I worked for Labs, I moved on to working at a product company for about 2 years and my experience at that product company burned me out on full-time programming for a little while. So in my last couple of months at that job, I realized that I was either going to have to take some time off, or I was going to have to find an arrangement that worked better for me for work, at least for the next little while. And for that next little while, what I decided I wanted to try to do was work part-time because I was uncomfortable with the idea of taking time off from programming completely. I felt that I was too early in my career and the skill loss would be too great if I took time off completely, but I knew I needed some space and so, I quit my full-time job. After I quit the full time—I probably should have done this before I quit the job, but I didn't—I called an organization that I had previously done some volunteer work with, with whom I discussed a job a couple of years prior, but for a couple of different reasons, it didn't work out. I said to them, “I know that you're a grant-funded organization and you rarely have the funding and capacity to bring somebody on, but just so you're aware, I like working with you. I love your product. I love the stuff that you work on. All our time working together, I've really enjoyed. So if you have an opening, I'm going to have some time available.” The director there emailed me that same day and said, “Our mobile developer put in his two weeks' notice this morning. So if you have time this afternoon, I'd really like to talk to you,” [chuckles] and that was my first client and they were a part-time client. I still work with them. I love working with them. I would consider them kind of my flagship client. But then from there, I started to kind of pick up more clients and it took off from there after that summer. I spent that summer generally working 3 days a week for that client and then spending 4 days a week lying face down in a park in the sun. That helped me recover a little bit from burnout. And then after that, I consulted full-time for about 2 years and I still consult on the side of a full-time job. So that's my story. Is anyone feeling a penchant for going next? MAE: I can go. I've been trying to think how am I going to say this succinctly. I've had at least two jobs and several club, or organization memberships, or founding, or positions since I was 16. So wherever I go, I've always been saying, “Well, I've done it these 47 ways already [laughs] even since I was a teenager.” So I've sort of always had a consulting orientation to take a broader view and figure out ways in which we can systematize whatever it is that's happening around me. Specifically for programming, I had been an administrator, like an executive leader, for many years. I just got tired of trying to explain what we as administrators needed and I just wanted to be able to build the things. I was already a really big Microsoft access person and anybody who just got a little [laughs] snarky in there knows I love Microsoft Access. It really allowed me to be able to offer all kinds of things to, for example, I was on the board of directors of my Kiwanis Club and I made a member directory and attendance tracker and all these things. Anyway, when I quit my executive job and went to code school in 2014, I did it because I knew that I could build something a lot better than this crazy Access database [laughs] that I had, this very involved ETL things going on in. I had a nonprofit that I had been involved with for 15 years at that point and I had also taken a database class where I modeled this large database that I was envisioning. So I had a bunch of things in order. I quit my full-time job and went to an income of $6,500 my first year and I hung with that flagship customer for a while and tailored my software. So I sort of have this straddling of a SaaS situation and a consulting situation. I embed into whoever I'm working with and help them in many ways. Often, people need lots of different levels of coaching, training, and skills development mixed with just a place to put things that makes sense to them. I think that's the brief version [laughs] that I can come up with and that is how I got where I am and I've gone in and out of also having a full-time job. Before I quit that I referenced the first year I worked a full-time job plus at least 40 to a 100 hours on my software to get it ready for prime time. So a lot of, a lot of work. CASEY: Good story. I don't think I ever heard these fuller stories from either of you, even though I know roughly the shape of your past. It's so cool to hear it. Thanks for sharing them. All right, I'll share about me now. So I've been a developer, a PM, and I've done a lot of design work. I've done all the roles over my time in tech. I started doing programming 10, 15 years ago, and I'm always getting burnt out everywhere I go because I care so much and we get asked to do things that seem dumb. I'm sure anyone listening can relate to this in some organization and when I say dumb, I don't use that word myself directly. I'm quoting a lot of people who would use that word, but I say either we're being asked to do things that don't make sense, aren't good ideas, or there are things that are we're being asked to do that would make sense if we knew why and it's not being communicated really well. It's poor communication. Either one, the other, or both. So after a lot of jobs, I end up taking a 3-month sabbatical and I'm like, “Whatever, I got to go. I can't deal with caring so much anymore, and I'm not willing to care less either.” So most recently, I took a sabbatical and I finished my book, Debugging Your Brain, which takes together psychology ideas, like cognitive behavioral therapy and programming ideas and that, I'm so proud of. If you haven't read it yet, please check it out. Then I went back to my job and I gave them another month where I was like, “All right, look, these are things need to change for me to be happy to work here.” Nothing changed, then I left. Maybe it's changing very slowly, but too slowly for me to be happy there, or most of these past companies. [laughs] After I left, this last sabbatical, I spent three to six months working on a board game version of my book. That's a lot of fun. And then I decided I needed more income, I needed to pay the bills, and I can totally be a tech consultant if I just deal with learning marketing and sales. That's been my… probably six months now, I've been working on the marketing in sales part, thinking a lot about it. I have a lot of support from a lot of friends. Now I consult on ways to make teams happier and more effective and that's my company name, Happy and Effective. I found it really easy to sell workshops, like diversity, equity, and inclusion workshops to HR departments. They're pretty hungry for those kinds of workshops and it's hard to find good, effective facilitators. It's a little bit harder to get companies to pay for coaching for their employees, even though a new EM would love coaching and how to be a good leader. Companies don't always have the budget for that set aside and I wish they would. I'm working with a lot of companies. I have a couple, but not as many as I'd like. And then the hardest, my favorite kind of client is when I get to embed with the team and really work on seeing what's going on me on the ground with them, and help understand what's going on to tell the executives what's happening and what needs to change and really make a big change. I've done that once, or twice and I'd love to do that more, but it's the hardest. So I'm thinking about easy, medium, hard difficulty of selling things to clients. I would actually make plenty of money is doing workshops, honestly, but I want the impact of embedding. That's my bigger goal is the impact. MAE: Yeah. I basically have used my software as a Trojan horse for [laughs] offering the consulting and change management services to help them get there because that is something that people already expect to spend some money on. That, though has been a little problematic because a few years in, they start to think that the line item in the budget is only for software and then it looks very expensive to them. Whereas, if they were looking at it as a consultant gig, it's incredibly inexpensive to them. CASEY: Yeah. It's maybe so inexpensive that it must not be a quality product that they're buying. MAE: Yes. CASEY: Put it that way implicitly. MAE: Definitely, there's also that. CASEY: When setting prices, this is a good general rule of thumb. It could be too low it looks like it'll be junk, like a dollar store purchase, or it can be too high and they just can't afford it, and then there's the middle sweet spot where it seems very valuable. They barely can afford it, but they know it'll be worth it, and that's a really good range to be in. MAE: Yeah. Honestly, for the work that I do, it's more of a passion project. I would do it totally for free, but that doesn't work for this reason you're talking about. CASEY: Yeah. MAE: Like, it needs to hurt a little bit because it's definitely going to be lots and lots of my time and it's going to be some of their time and it needs to be an investment that not hurt bad [laughs] but just be noticeable as opposed to here's a Kenny's Candy, or something. CASEY: I found that works on another scale, on another level. I do career coaching for friends, and friends of friends, and I'm willing to career coach my friends anyway. I've always been. For 10 years, I've reviewed hundreds, thousands of resumes. I've done so many interviews. I'm down to be a career coach, but no one was taking me up on it until I started charging and now friends are coming to me to pay me money to coach them. I think on their side, it feels more equitable. They're more willing to do it now that I'm willing to take money in exchange for it. I felt really bad charging friends until I had the sliding skill. So people who make less, I charge less for, for this personal service. It's kind of weird having a personal service like that, but it works out really well. I'm so happy for so many friends that have gotten jobs they're happy with now from the support. So even charging friends, like charging them nothing means they're not going to sign up for it. MAE: Yes, and often, there is a bias of like, “Oh, well, that's my friend.” [laughs] so they must not be a BFD.” CASEY: Yeah. But we are all BFDs. MAE: Exactly! How about you Chelsea? How did you start to get to the do the pricing thing? CHELSEA: Yeah, I think it's interesting to hear y'all's approaches to the marketing and the pricing because mine has been pretty different from that. But before I get off on that, one thing I do want to mention around getting started with offering personal services at price is that if it seems too large a step to offer a personal service to one person for an amount of money, one thing that I have witnessed folks have success with in starting out in this vein is to set up a Patreon and then have office hours for patrons wherein they spend 2 hours on a Sunday afternoon, or something like that and anyone who is a patron is welcome to join. What often ends up happening for folks in that situation is that people who are friends of theirs support their Patreon and then the friends can show up. So effectively, folks are paying a monthly fee for access to this office hours, which they might attend, or they might not attend. But there are two nice things about it. The first thing about it is that you're not – from a psychological perspective, it doesn't feel like charging your friends for your time with them. It feels more indirect than that in a way that can be helpful for folks who are very new to charging for things and uncomfortable with the idea. The second thing is that the friends are often much more willing to pay than somebody who's new to charging is willing to charge. So the friends are putting this money into this Patreon, usually not because they're trying to get access to your office hours, but because they want to support you and one of the nice things about Patreon is that it is a monthly amount. So having a monthly email from Patreon that's like, “Hey, you we're sending you—” it doesn't even have to be a lot. “We're sending you 40 bucks this month.” It is a helpful conditioning exercise for folks who are not used to charging because they are getting this regular monthly income and the amount is not as important as receiving the regular income, which is helpful psychological preparation for charging for things on your own, I think. That's not the way that I did it, but I have seen people be effective that way. So there's that. For me, marketing was something that I was very worried about having to do when I started my business. In fact, it was one of those things where my conviction, when I started my consulting business, was I do not want to have to sell my services. I will coast on what clients I can find and when it is no longer easy, I will just get a full-time job because selling traditionally conceptualized is not something that I enjoyed. I had a head start on the marketing element of things, that is sort of the brand awareness element of things, my reputation and the reason for that is that first of all, I had consulted at Labs for several years, which meant that every client team that I had ever worked with there, the director remembered me, the product owner remember me. So a lot of people who had been clients of Labs – I didn't actually get anybody to be a client of mine who was a client of Labs, but the individuals I had worked with on those projects who had then changed jobs to go to different companies, reached out to me on some occasions. So that was one place that I got clients from. The other place that I gotten clients from has been my blog. Before I started my business, I had already been writing a tech blog for like 4, or 5 years and my goal with the tech blog has never actually been to get clientele, or make money. My goals for the blog when I started it were to write down what I was learning so that I would remember it and then after that, it was to figure out how to communicate my ideas so that I would have an easier time communicating them in the workplace. After that, it became an external validation source so that I would no longer depend on my individual manager's opinion of me to decide how good I was at programming. Only very recently has it changed to something like, okay, now I'm good enough at communicating and good enough at tech that I actually have something to teach anybody else. So honestly, for many years, I would see the viewership on my blog and I would be like, “Who are all these people? Why are they in my house?” Like, this is weird, but I would get some credibility from that. CASEY: They don't expect any tea from me. CHELSEA: Yeah. I really hope. I don't have enough to go around, [laughs] but it did help and that's where a lot of folks have kind of come from. Such that when I posted on my blog a post about how I'm going to be going indie. I've quit my job. I didn't really expect that to go anywhere, but a few people did reach out from that and I've been lucky insofar is that that has helped me sustain a client load in a way that I didn't really expect to. There's also, I would be remiss not to mention that what I do is I sling code for money for the majority of my consulting business, at least historically and especially in the beginning was exclusively that, and there's enough of a demand to have somebody come in and write code that that helped. It also helped that as I was taking on clients, I started to niche down specifically what I wanted to work on to a specific type of client and to a specific type problem. So I quickly got to the point where I had enough of a client load that I was going to have to make a choice about which clients to accept, or I was going to have to work over time. Now, the conventional wisdom in this circumstance is to raise your rates. Vast majority of business development resources will tell you that that's what you're supposed to do in this situation. But part of my goal in creating my consulting business had been to get out of burnout and part of the reason for the burnout was that I did not feel that the work that I was doing was contributing to a cause that made me feel good about what I was doing. It wasn't morally reprehensible, but I just didn't feel like I was contributing to a better future in the way that my self-identity sort of mandated that I did. It was making me irritable and all these kinds of things. MAE: I had the same thing, yeah. CHELSEA: Yeah. So it's interesting to hear that that's a common experience, but if I were to raise my rates, the companies that were still going to be able to afford me were going to be companies whose products were not morally reprehensible, but not things that coincided with what I was trying to get out of my consulting business. So what I did instead was I said, “I'm specifically looking to work with organizations that are contributing to basic scientific research, improving access for underserved communities, and combating the effects of climate change,” and kept my rates effectively the same, but niche down the clientele to that. That ended up being kind of how I did it. I find that rates vary from client to client in part, because of what you were talking about, Casey, wherein you have to hit the right price in order to even get clients board in certain circumstances. CASEY: Right. CHELSEA: I don't know a good way to guess it. My technique for this, which I don't know if this is kosher to say, but my technique for this has been whoever reached out to me, interested in bringing me on as a consultant for that organization, I ask that person to do some research and figure out what rate I'm supposed to pitch. That has helped a lot because a lot of times my expectations have been wildly off in those circumstances. One time I had somebody say to me, this was for a custom workshop they wanted. I was like, “What should I charge?” And they were like, “I don't know, a few thousand.” I was like, “Is that $1,200? Is that $9,000? I don't know how much money that is,” and so they went back and then they came back and they were able to tell me more specifically a band. There was absolutely no way I would've hit that number accurately without that information. CASEY: Yeah, and different clients have different numbers. You setting your price standard flat across all customers is not a good strategy either. That's why prices aren't on websites so often. CHELSEA: Yeah. I find that it does depend a lot. There's similarly, like I said, a lot of my clients are clients who are contributing to basic scientific research are very often grant funded and grants funding is a very particular kind of funding. It can be intermittent. There has to be a skillset on the team for getting the grant funding. A lot of times, to be frank, it doesn't support the kinds of rates that somebody could charge hourly in a for-profit institution. So for me, it was worth it to make the choice that this is who I want to work with. I know that my rate is effectively capped at this, if I'm going to do that and that was fine by me. Although, I'm lying to say it was completely fine by me. I had to take a long, hard look in the mirror, while I was still in that last full-time job, and realize that I had become a person who gauged her self-worth by the salary that she commanded more than I was comfortable with. More than I wanted to. I had to figure out how to weaken that dependency before I was really able to go off and do my own thing. That was my experience with it. I'm curious whether y'all, well, in particular, Casey, did you find the same thing? CASEY: The self-worth by salary? CHELSEA: Yeah. CASEY: I felt that over time, yeah. Like I went from private sector big tech to government and I got a pay cut and I was like, “Ugh.” It kind of hurt a little and it wasn't even as much as I was promised. Once I got through the hiring process, it was lower than that and now I'm making way less. When I do my favorite impact thing, the board game, like if I made a board game about mental health for middle schoolers, which is something I really want to do, that makes less than anything else I could with my time. I'll be lucky to make money on that at all. So it's actually inverse. My salary is inversely proportional to how much impact I can have if I'm working anyway. So my dream is to have enough corporate clients that I can do half-time, or game impact, whatever other impact things I'm thinking about doing. I think of my impact a lot. Impact is my biggest goal, but the thing is salary hurts. If I don't have the salary and I want to live where I'm living and the lifestyle I have, I don't want to cut back on that and I don't need to, hopefully. CHELSEA: Right. CASEY: I'm hoping eventually, I'll have a steady stream of clients, I don't need to do the marketing and sales outreach as much and all those hours I kind of recoup. I can invest those in the impact things. I've heard people can do that. I think I'll get there. CHELSEA: No, I think you absolutely will. Mae, I'm curious as to your experience, because I know that you have a lot of experience with a similar calculation of determining which things are going to provide more income, which things are probably going to provide less income, and then balancing across a bunch of factors like money, but also impact, time spent, emotional drain, and all that stuff. MAE: Well, Chelsea. [laughter] I am a real merry go round in this arena. So before I became a programmer, I had a state job, I was well paid, and I was pretty set. Then I was a programmer and I took huge pay cut because I quit. I became a programmer when I was 37 years old. So I already had a whole career and to start at the beginning and be parallel with 20-year-old so it's not just like my salary, but also my level and my level of impact on my – and level of the amount of people who wanted to ask me for my advice [laughs] was significantly different. So like the ego's joking stopped and so when you mentioned the thing about identity. Doing any kind of consulting in your own deal is a major identity reorganization and having the money, the title, the clout, and the engagement. Like a couple years, I have spent largely alone and that is very different than working at a place where I have colleagues, or when I live somewhere and have roommates. But I have found signing up for lots and lots of different social justice and passion project things, and supporting nonprofits that I believe in. So from my perspective, I'm really offering a capacity building grant out of my own pocket, my own time, and my own heart and that has been deeply rewarding and maybe not feel much about my identity around salary. Except it does make me question myself as an adult. Like these aren't the best financial decisions to be making, [chuckles] but I get enough out of having made them that it's worth it to me. One of the things probably you were thinking of, Chelsea, we worked together a little bit on this mutual aid project that I took on when the pandemic started and I didn't get paid any dollars for that and I was working 18 hours a day on it, [chuckles] or something. So I like to really jump in a wholeheartedly and then once I really, really do need some dollars, then I figure something else out. That is kind of how I've ebbed and flowed with it. But mostly, I've done it by reducing my personal overhead so that I'm not wigged about the money and lowering whatever my quality-of-life spending goals [chuckles] are. But that also has had to happen because I have not wanted to and I couldn't get myself to get excited about marketing of myself and my whole deal. Like I legit still don't have a website and I've been in operation now since 2014 so that's a while. I meet people and I can demonstrate what it is and I get clients and for me, having only a few clients, there's dozens of people that work for each one. So it's more of an organization client than a bunch of individuals and I can't actually handle a ton. I was in a YCombinator thing that wanted me to really be reporting on income, growth rates, and all of these number of new acquisition things, and it just wasn't for me. Those are not my goals. I want to make sure that this nonprofit can help more people this year and that they can get more grant money because they know how many people they helped and that those people are more efficient at their job every day. So those are harder to measure. It's not quite an answer to your question, [laughs] but I took it and ran a little. CHELSEA: No, I appreciate that. There is a software engineer and a teacher that I follow on Twitter. His name is GeePawHill. Are y'all familiar with GeePawHill? MAE: No. CHELSEA: And he did a thread a couple of days ago that this conversation reminds me of and I found it. Is that all right if I read like a piece of it and paraphrase part of it? MAE: Yes, please. CHELSEA: Okay. So this is what he says. He says, “The weirdest thing about being a teacher for young geek minds: I am teaching them things…that their actual first jobs will most likely forbid them to do. The young'uns I work with are actually nearly all hire-able as is, after 18 months of instruction, without any intervention from me. The problem they're going to face when they get to The Show isn't technical, or intellectual at all. No language, or framework, or OS, or library, or algorithm is going to daunt them, not for long. No, the problem they're going to face is how to sustain their connection to the well of geek joy, in a trade that is systematically bent on simultaneously exploiting that connection while denying it exists and refusing any and all access to it. It is possible, to stick it out, to acquire enough space and power, to re-assert one's path to the well. Many have done it; many are doing it today. But it is very hard. Very hard. Far harder than learning the Visitor pattern, or docker, or, dart, or SQL, or even Haskell. How do you tell people you've watched “become” as they bathed in the cool clear water that, for some long time, 5 years or more, they must…navigate the horrors of extractive capitalist software development? The best answer I have, so far, is to try and teach them how and where to find water outside of work. It is a lousy answer. I feel horrible giving it. But I'd feel even more horrible if I didn't tell them the truth.” CASEY: I just saw this thread and I really liked it, too. I'm glad you found it. MAE: Oh, yeah. I find it honestly pretty inspiring, like people generally who get involved in the kinds of consulting gigs that we three are talking about, which is a little different than just any random consulting, or any random freelancing. CASEY: Like impact consulting, I might call that. MAE: Yeah. It's awesome if the money comes, but it's almost irrelevant [chuckles] provided that basic needs are meant. So that's kind of been my angle. We'll see how – talk to me in 20 more years when I'm [chuckles] trying to retire and made a lot of choices that I was happy with at the time. CASEY: This reminds me of a conversation I had with a friend who's an executive director of an orchestra in the nonprofit space and he was telling me that so many nonprofits shoot themselves in the foot by not doing enough fundraising, by not raising money, and that comes from not wanting to make money in a way because they're a nonprofit, money is not a motive, and everybody's very clear about that. That's noble and all, but it ends up hurting them because they don't have the money to do the impactful things they would as a nonprofit. Money is a necessary evil here and a lot of people are uncomfortable with it. Including me a lot of the time. Honestly, I have to tell myself not to. What would I tell a friend? “No, charge more money.” Okay, I guess I'll tell myself to do that now. I have this conversation with myself a lot. MAE: Yeah. I've been very aware that when I become anti-money, the well dries up. The money well. [laughs] CASEY: Yeah. MAE: And when I am respectful of and appreciative of money in the world, more comes my way. There is an internal dousing, I think that happens that one needs to be very careful about for sure. CASEY: One of the techniques I use with myself and with clients is a matrix where I write out for this approach, this thing that I'm thinking about how much money will it make, how much impact will it have on this goal, and all the different heuristics I would use to make the decision, or columns and all the options arose. I put numbers in it and I might weight my columns because money is less important than impact, but it's still important. It's there. I do all this math. In the end, the summary column with the averages roughly matches what's in my head, which is the things that are similar in my head are similar on paper, but I can see why and that's very clarifying for me. I really like being able to see it in this matrix form and being able to see that you have to focus on the money some amount. If you just did the high impact one, it wouldn't be on the top of the list. It's like, it's hard to think about so many variables at once, but seeing it helps me. CHELSEA: It is. GeePaw speaks to that some later in the thread. He says, “You've got to feed your family. You've got to. That's not negotiable. But you don't got to forget the well. To be any good at all, you have to keep finding the well, keep reaching it, keep noticing it. Doesn't matter whether it's office hours, or after hours. Matters whether you get to it. The thing you've got to watch, when you become a professional geek, isn't the newest tech, and it sure as hell isn't the org's process. You've got to watch whether, or how you're getting to the well. If you're getting to the well, in whatever way, you'll stay alive and change the world.” I think I'm curious as to y'all's thoughts on this, but like I mentioned earlier, I have a full-time job and I also do this consulting on the side. I also teach. I teach at the Master's program in computer science at University of Chicago. I do some mentoring with an organization called Emergent Works, which trains formerly incarcerated technologists. The work situation that I have pieced together for myself, I think manages to get me the income I need and also, the impact that I'm looking for and the ability to work with people and those kinds of things. I think my perspective at this point is that it's probably difficult, if it's realistic at all, to expect any one position to be able to meet all of those needs simultaneously. Maybe they exist, but I suspect that they're relatively few and far between and I think that we probably do ourselves a disservice by propagating this idea that what you need to do is just make yourself so supremely interview-able that everybody wants to hire you and then you get to pick the one position where you get to do that because there's only one in the entirety of tech, it's that rare. Sure, maybe that's an individualist way to look at it. But when we step back and look more closely, or when we step back and look more broadly at that, it's like, all right, so we have to become hypercompetitive in order to be able to get the position where we can make enough while helping people. Like, the means there seem kind of cutthroat for the ends, right? [laughs] CASEY: This reminds me of relationships, too and I think there's a lot of great parallels here. Like you shouldn't expect your partner to meet all of your needs, all of them. MAE: I was thinking the same thing! CASEY: Uh huh. Social, emotional, spiritual, physical, all your needs cannot possibly by one person and that is so much pressure to put on that person, CHELSEA: Right. CASEY: It's like not healthy. CHELSEA: Right. CASEY: You can choose some to prioritize over others for your partner, but you're not going to get a 100% of it and you shouldn't. CHELSEA: Well, and I find that being a conversation fairly regularly in monogamous versus polyamorous circles as well. Like, how much is it appropriate to expect of a partner? But I think it is a valid conversation to have in those circles. But I think that even in the context of a monogamous relationship, a person has other relationships—familial relationships, friend relationships—outside of that single romantic relationship. CASEY: Co-workers, community people, yeah. CHELSEA: Right. But even within that monogamous context, it's most realistic and I would argue, the most healthy to not expect any one person to provide for all of your needs and rather to rely on a community. That's what we're supposed to be able to do. CASEY: Yeah. MAE: Interdependence, not independence. CHELSEA: Right. CASEY: It's more resilient in the face of catastrophe, or change in general, mild, more mild change and you want to be that kind of resilient person for yourself, too. Just like you would do a computer system, or an organization. They should be resilient, too. MAE: Yes. CASEY: Your relationship with your job is another one. MAE: Totally. CHELSEA: Right. And I think that part of the reason the burnout is so quick – like the amount of time, the median amount of time that somebody spends at a company in tech is 2.2 years. MAE: I know, it's so weird. CHELSEA: Very few companies in tech have a large number of lifers, for example, or something like that. There are a number of reasons for that. We don't necessarily have to get into all of them, although, we can if you want. But I think one of them is definitely that we expect to get so much out of a full-time position. Tech is prone. due to circumstances of its origin, to an amount of idealism. We are saving the world. We, as technologists, are saving the world and also, we, as technologists, can expect this salary and we, as technologists, are a family and we play ping pong, and all of these things – [laughter] That contribute to an unrealistic expectation of a work environment, which if that is the only place that we are getting fulfillment as programmers, then people become unsatisfied very quickly because how could an organization that's simultaneously trying to accomplish a goal, meet all of these expect for everybody? I think it's rare at best. CASEY: I want to bring up another example of this kind of thing. Imagine you're an engineer and you have an engineering manager. What's their main job? Is it to get the organization's priorities to be done by the team, like top-down kind of thing? We do need that to happen. Or is it to mentor each individual and coach them and help them grow as an engineer? We need that somewhere, too, yeah. Or is it to make the team – like the team to come together as a team and be very effective together and to represent their needs to the org? That, too, but we don't need one person to do all three of those necessarily. If the person's not technical, you can get someone else in the company to do technical mentorship, like an architect, or just a more senior person on, or off the team somewhere else. But we put a lot of pressure on the engineering managers to do that and this applies to so many roles. That's just one I know that I can define pretty well. There's an article that explains that pretty well. We'll put in the show notes. MAE: Yes! So what I am currently doing is I have a not 40 hours a week job as an engineering manager and especially when I took the gig, I was still doing all of these pandemic charity things and I'm like, “These are more important to me right now and I only have so many hours in the day. So do you need me to code at this place? I can, but do you need me to because all those hours are hours I can go code for all these other things that I'm doing,” and [laughs] it worked. I have been able to do all three of the things that you're talking about, Casey, but certainly able to defer in different places and it's made me – this whole thing of not working full-time makes you optimize in very different ways. So I sprinkle my Slack check-ins all day, but I didn't have to work all day to be present all day. There's a lot that has been awesome. It's not for everyone, but I also have leaned heavily on technical mentorship happening from tech leads as well. CASEY: Sounds good. MAE: But I'm still involved. But this thing about management, especially in tech being whichever programmer seems like the most dominant programmer is probably going to be a good needs to be promoted into management. Just P.S. management is its own discipline, has its own trajectory and when I talk to hiring managers and they only care about my management experience in tech, which is 6 years, right? 8, but I have 25 years of experience in managing. So there's a preciousness of what it is that we are asking for the employees and what the employees are asking of the employer, like you were talking about Chelsea, that is very interesting. It's very privileged, and does lead a lot of people to burnout and disappointment because their ideas got so lofty. I just want to tie this back a little bit too, something you read in that quote about – I forget the last quote, but it was something about having enough to be able to change the world and it reminded me of Adrienne Maree Brown, pleasure activism, emergent strategy, and all of her work, and largely, generations of Black women have been saying, “Yo, you've got to take care [chuckles] of yourself to be able to affect change.” Those people have been the most effective and powerful change makers. So definitely, if you're curious about this topic, I urge you to go listen to some brilliant Black women about it. CASEY: We'll link that in the show notes, too. I think a lot about engineering managers and one way that doesn't come up a lot is you can get training for engineering managers to be stronger managers and for some reason, that is not usually an option people reach for. It could happen through HR, or it could happen if you have a training budget and you're a new EM, you could use your training budget to hire coaching from someone. I'm an example. But there's a ton of people out there that offer this kind of thing. If you don't learn the leadership skills when you switch roles, if you don't take time to learn those skills that are totally learnable, you're not going to have them and it's hard to apply them. There's a lot of pressure to magically know them now that you've switched hats. MAE: And how I don't understand why everyone in life doesn't have a therapist, [laughs] I don't understand why everyone in life doesn't have multiple job coaches at any time. Like why are we not sourcing more ideas and problem-solving strategies, and thinking we need to be the repository of how to handle X, Y, Z situation? CASEY: For some reason, a lot of people I've talked to think their manager is supposed to do that for them. Their manager is supposed to be their everything; their boss. They think the boss that if they're bad, you quit your job. If they're good, you'll stay. That boss ends up being their career coach for people, unless they're a bad career coach and then you're just stuck. Because we expect it so strongly and that is an assumption I want everyone listening to question. Do you need your manager at work to be that person for you? If they are, that's great. You're very fortunate. If not, how can you find someone? Someone in the community, a friend, family member, a professional coach, there's other options, other mentors in the company. You don't have to depend on that manager who doesn't have time for you to give you that kind of support. CHELSEA: So to that end, my thinking around management and mentorship changed about the time I hit – hmm. It was a while ago now, I don't know, maybe 6 years as a programmer, or something like that. Because before that, I was very bought into this idea that your manager is your mentor and all these types of things. There was something that I realized. There were two things that I realized. The first one was that, for me, most of my managers were not well set up to be mentors to me and this is why. Well, the truth is I level up quickly and for many people who are managers in a tech organization, they were technologists for 3 to 5 years before they became managers. They were often early enough in their career that they didn't necessarily know what management entailed, or whether they should say no based on what they were interested in. Many managers in tech figure out what the job is and then try to find as many surreptitious ways as possible to get back into the code. MAE: Yeah. CHELSEA: Additionally, many of those managers feel somewhat insecure about their weakening connection to the code base of the company that they manage. MAE: Yeah. CHELSEA: And so it can be an emotionally fraught experience for them to be mentor to someone whose knowledge of the code base that they are no longer in makes them feel insecure. So I learned that the most effective mentors for me – well, I learned something about the most effective mentors for me and I learned something of the most effective managers for me. I learned that the most effective managers for me either got way out ahead of me experience wise before they became managers, I mean 10 years, 15 years, 20 years, because those are not people who got promoted to management because they didn't know to say no. Those are people who got promoted to management after they got tired of writing code and they no longer staked their self-image on whether they're better coders than the people that they manage. That's very, very important. The other type of person who was a good manager for me was somebody who had never been a software engineer and there are two reasons for that. First of all, they trended higher on raw management experience. Second of all, they were not comparing their technical skillset to my technical skillset in a competitive capacity and that made them better managers for me, honestly. It made things much, much easier. And then in terms of mentors, I found that I had a lot more luck going outside of the organization I was working for mentors and that's again, for two reasons. The first one is that a lot of people, as they gain experience, go indie. Just a lot of people, like all kinds. Some of my sort of most trusted mentors. Avdi Grimm is somebody I've learned a lot from, indie effectively at this point. GeePawHill, like I mentioned, indie effectively at this point. Kenneth Mayer, indie effectively at this point. And these are all people who had decades of experience and the particular style of programming that I was doing very early in my career for many years. So that's the first reason. And then the second reason is that at your job, it is in your interest to succeed at everything you try—at most jobs. And jobs will tell you it's okay to fail. Jobs will tell you it's okay to like whatever, not be good at things and to be learning. But because if I'm drawing a paycheck from an organization, I do not feel comfortable not being good at the thing that I am drawing the paycheck for. MAE: Same. CHELSEA: And honestly, even if they say that that's the case, when the push comes to shove and there's a deadline, they don't actually want you to be bad at things. Come on! That doesn't make any sense. But I've been able to find ambitious projects that I can contribute to not for pay and in those situations, I'm much more comfortable failing because I can be like, “You know what, if they don't like my work, they can have all their money back.” And I work on a couple projects like that right now where I get to work with very experienced programmers on projects that are interesting and challenging, and a lot of times, I just absolutely eat dirt. My first PR doesn't work and I don't know what's wrong and the whole description is like somebody please help and I don't feel comfortable doing that on – if I had to do it at work, I would do it, but I'm not comfortable doing it. I firmly believe that for people to accelerate their learning to their full capacity for accelerating their learning, they must place themselves in situations where they not only might fail, but it's pretty likely. Because that's what's stretching your capacity to the degree that you need to get better and that's just not a comfortable situation for somewhere that you depend on to make a living. And that ended up being, I ended up approaching my management and my mentorship as effectively mutually exclusive things and it ended up working out really well for me. At this particular point in time, I happened to have a manager who happened to get way out ahead of me technically, and is willing to review PRs and so, that's very nice. But it's a nice-to-have. It's not something that I expect of a manager and it's ended up making me much more happy and manage relationships. MAE: I agree with all of that. So well said, Chelsea. CHELSEA: I try, I try. [laughs] Casey, are there things that you look for specifically in a manager? CASEY: Hmm. I guess for that question, I want to take the perspective inward, into myself. What do I need support on and who can I get that from? And this is true as also an independent worker as a consultant freelancer, too. I need support for when things are hard and I can be validated from people who have similar experiences, that kind of like emotional support. I need technical support and skills, like the sales I don't have yet and I have support for that, thank goodness. Individuals, I need ideally communities and individuals, both. They're both really important to me and some of these could be in a manager, but lately, I'm my own manager and I can be none of those things, really. I'm myself. I can't do this external support for myself. Even when I'm typing into a spreadsheet and the computer's trying to be a mirror, it's not as good as talking to another person. Another perspective that I need support on is how do I know what I'm doing is important and so, I do use spreadsheets as a mirror for that a lot of the time for myself. Like this impact is having this kind of magnitude of impact on this many people and then that calculates to this thing, maybe. Does that match my gut? That's literally what I want to know, too. The numbers aren't telling me, but talking to other people about impact on their projects really kind of solidifies that for me. And it's not always the client directly. It could be someone else who sees the impact I'm having on a client. Kind of like the manager, I don't want to expect clients to tell me the impact I'm having. In fact, for business reasons, I should know what the impact is myself, to tell them, to upsell them and continue it going anyway. So it really helps me to have peers to talk through about impact. Like that, too types of support. What other kinds of support do you need as consultants that I didn't just cover? MAE: I still need – and I have [laughs] hired Casey to help me. I still need a way to explain what it is that I am offering and what the value of that really is in a way that is clear and succinct. Every time I've gone to make a website, or a list of what it is that I offer, I end up in the hundreds of bullet points [laughs] and I just don't – [overtalk] CASEY: Yeah, yeah. MAE: Have a way to capture it yet. So often when people go indie, they do have a unique idea, a unique offering so finding a way to summarize what that is can be really challenging. I loved hearing you two when you were talking about knowing what kinds of work you want to do and who your ideal customer is. Those are things I have a clearer sense of, but how to make that connection is still a little bit of a gap for me. But you reminded me in that and I just want to mention here this book, The Pumpkin Plan, like a very bro business book situation, [chuckles] but what is in there is so good. I don't want to give it away and also, open up another topic [laughs] that I'll talk too long about. So I won't go into it right now, but definitely recommend it. One of the things is how to call your client list and figure out what is the most optimal situation that's going to lead toward the most impact for everybody. CASEY: One of the things I think back to a lot is user research and how can we apply that this business discovery process. I basically used the same techniques that were in my human computer interaction class I took 10, or 15 years ago. Like asking open ended questions, trying to get them to say what their problems are, remembering how they said it in their own words and saying it back to them—that's a big, big step. But then there's a whole lot of techniques I didn't learn from human computer interaction, that are sales techniques, and my favorite resource for that so far is called SPIN selling where SPIN is an acronym and it sounds like a wonky technique that wouldn't work because it's just like a random technique to pull out. I don't know, but it's not. This book is based on studies and it shows what you need to do to make big ticket sales go through, which is very different than selling those plastic things with the poppy bubbles in the mall stand in the middle of the hallway. Those low-key things they can manipulate people into buying and people aren't going to return it probably. But big-ticket things need a different approach than traditional sales and marketing knowledge and I really like the ideas in SPIN selling. I don't want to go into them today. We'll talk about it later. But those are two of the perspectives I bring to this kind of problem, user research and the SPIN selling techniques. I want to share what my ideal client would be. I think that's interesting, too. So I really want to help companies be happier and more effective. I want to help the employees be happier and more effective, and that has the impact on the users of the company, or whoever their clients are. It definitely impacts that, which makes it a thing I can sell, thankfully. So an organization usually knows when they're not the most happy, or the most effective. They know it, but my ideal client isn't just one that knows that, but they also have leadership buy-in; they have some leader who really cares and can advocate for making it better and they just don't know how. They don't have enough resources to make it happen in their org. Maybe they have, or don't have experience with it, but they need support. That's where I come in and then my impact really is on the employees. I want to help the employees be happier and more effective. That's the direct impact I want, and then it has the really strong, indirect impact on the business outcomes. So in that vein, I'm willing to help even large tech companies because if I can help their employees be happier, that is a positive impact. Even if I don't care about large tech companies' [chuckles] business outcomes, I'm okay with that because my focus is specifically on the employees. That's different than a lot of people I talk to; they really just want to support like nonprofit type, stronger impact of the mission and that totally makes sense to me, too. MAE: Also, it is possible to have a large and ever growing equitably run company. It is possible. I do want to contribute toward that existing in the world and as much as there's focus on what the ultimate looking out impact is, I care about the experience of employees and individuals on the way to get there. I'm not a utilitarian thinker. CASEY: Yeah, but we can even frame it in a utilitarian way if we need to. If we're like a stakeholder presentation, if someone leaves the company and it takes six months to replace them and their work is in the meantime off board to other people, what's the financial impact of all that. I saw a paper about it. Maybe I can dig it up and I'll link to it. It's like to replace a person in tech it costs a $100K. So if they can hire a consultant for less than a $100K to save one person from leaving, it pays for itself. If that number is right, or whatever. Maybe it was ten employees for that number. The paper will say much better than I will. CHELSEA: I think that in mentioning that Casey, you bring up something that businesses I think sometimes don't think about, which is some of the hidden costs that can easily be difficult to predict, or difficult to measure those kinds of things. One of the hidden costs is the turnover costs is the churn cost because there's how much it takes to hire another person and then there's the amount of ramp time before that person gets to where the person who left was. CASEY: Right, right, right. CHELSEA: And that's also a thing. There's all the time that developers are spending on forensic software analysis in order to find out all of the context that got dropped when a person left. CASEY: Yeah. The one person who knew that part of the code base, the last one is gone, uh oh. CHELSEA: Right. CASEY: It's a huge trust. And then engineering team is often really interested in conveying that risk. But if they're not empowered enough and don't have enough bandwidth time and energy to make the case, the executive team, or whoever will never hear it and they won't be able to safeguard against it. MAE: Or using the right language to communicate it. CASEY: Right, right. And that's its own skill. That's trainable, too thankfully. But we don't usually train engineers in that, traditionally. Engineers don't receive that training unless they go out of their way for it. PMs and designers, too, honestly. Like the stakeholder communication, everybody can work on. MAE: Yeah. CASEY: That's true. MAE: Communication. Everyone can, or not. Yes. [laughs] I learned the phrase indie today. I have never heard it and I really like it! It makes me feel cool inside and so love and – [overtalk] CASEY: Yeah, I have no record label, or I am my own record label, perhaps. MAE: Yo! CASEY: I've got one. I like the idea of having a Patreon, not to make money, but to have to help inspire yourself and I know a lot of friends have had Patreons with low income from it and they were actually upset about it. So I want to go back to those friends and say, “Look, this prove some people find value in what you're doing.” Like the social impact. I might make my own even. Thank you. MAE: I know I might do it too. It's good. That's good. CHELSEA: Absolutely. Highly recommended. One thing that I want to take away is the exercise, Casey, that you were talking about of tallying up all of the different things that a given position contributes in terms of a person's needs. Because I think that an exercise like that would be extremely helpful for, for example, some of my students who are getting their very first tech jobs. Students receive a very one-dimensional message about the way that tech employment goes. It tends to put set of five companies that show remain unnamed front and center, which whatever, but I would like them to be aware of the other options. And there is a very particular way of gauging the value of a tech position that I believe includes fewer dimensions than people should probably consider for the health of their career long-term and not only the health of their career, but also their health in their career. CASEY: One more parting thought I want to share for anyone is you need support for your career growth, for your happiness. If you're going to be a consultant, you need support for that. Find support in individuals and communities, you deserve that support and you can be that support for the people who are supporting you! It can be mutual. They need that, too.

Os atos desta terça-feira em Brasília são o capítulo mais recente de um movimento que começou ainda em 2021, quando Jair Bolsonaro operou para que fosse incluído, no Orçamento deste ano, R$ 1,7 bilhão destinado a reajustar os salários dos policiais federais, cujo apoio o presidente espera obter nas urnas em outubro. O tratamento diferenciado deflagrou reivindicações de servidores da Receita Federal e do BC, principalmente, mas reverbera em dezenas de outras categorias, com gestos de advertência e ameaças de paralisação. Neste episódio, O Assunto procura entender distorções e suas consequências conversando com os economistas Bruno Carazza e Daniel Duque. "É um grupo articulado e poderoso da administração pública", diz Carazza, doutor em direito e colunista do Valor Econômico, sobre os setores que lideram a atual temporada de reivindicações. Ele, que finaliza um livro a respeito do tema, resgata as origens da disparidade de remuneração e defende uma reforma que “racionalize carreiras e institua um sistema sério de avaliação". Pesquisador do Ibre-FGV, Duque detalha estudo comparativo da evolução salarial de diferentes categorias na última década, mostrando quem ganhou e quem perdeu da inflação. E chama a atenção para uma peculiaridade nacional: “O Brasil gasta com o Judiciário 3 vezes mais do que países desenvolvidos. Temos essa jabuticaba para resolver”.

The Tennessee Titans take on the Cincinnati Bengals in the Divisional Round this weekend and Tyler has a FULL scouting report on Cincinnati!! First, we got our first injury report of the week from both teams and Tyler goes over both. The Titans are as healthy as they have been all year and Derrick Henry is looking good in practice. Then, step into the film room and take a look at what the Bengals like to do from an Xs & Os standpoint. Tyler goes over the Bengals explosive offense first. What concepts do they use in the run and pass game and why is verticality at the heart of it. Finally, Tyler goes over the Bengals defense. What personnel groupings do they deploy and what coverages do they play consistently. Tyler throws in some tidbits on what he would do as well! Follow Tyler on Twitter @TicTacTitans Follow the show on Facebook @LockedOnTitansPod Subscribe to the Locked On Titans YouTube channel: https://www.youtube.com/channel/UCP3332GMOh4y5PX3q9NFybw Support Us By Supporting Our Sponsors! Built Bar Built Bar is a protein bar that tastes like a candy bar. Go to builtbar.com and use promo code “LOCKED15,” and you'll get 15% off your next order. BetOnline AG There is only 1 place that has you covered and 1 place we trust. Betonline.ag! Sign up today for a free account at betonline.ag and use that promocode: LOCKEDON for your 50% welcome bonus. Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this episode of the IJGC podcast, Editor-in-Chief Dr. Pedro Ramirez, is joined by Dr. Gloria Salvo and Dr. Rene Pareja to discuss IRTA: Open vs MIS Radical Trachelectomy. Dr. Salvo was trained as a gynecologist in Hospital Italiano de Buenos Aires, Argentina and works as a Clinical Reviewer/Data Abstractor of the Neuroendocrine Cervical Tumor Registry (NeCTuR) at MD Anderson Cancer Center. She has published several articles in cervical cancer including sentinel lymph node mapping and fertility-sparing surgery, neuroendocrine cervical carcinomas, and is the first author of the IRTA Study. Highlights -In this multicenter retrospective study, we found no difference in the 4.5-year DFS rates between open radical trachelectomy and minimally invasive radical trachelectomy in patients with tumors up to 2 cm, even after adjusting for potential confounding variables because of unbalanced groups. -There was no difference in the OS rates or recurrence rates between the open surgery and MIS groups. -Risk factors for relapse were more common in the open surgery group, but oncologic outcomes were similar for the open and minimally invasive approaches.

Using FreeBSD's pkg-audit, 20 year old bug that went to Mars, FreeBSD on Slimbook, LLDB FreeBSD kernel core dump support, Steam on OpenBSD, Cool but obscure X11 tools, and more NOTES This episode of BSDNow is brought to you by Tarsnap (https://www.tarsnap.com/bsdnow) and the BSDNow Patreon (https://www.patreon.com/bsdnow) Headlines Using FreeBSD's pkg-audit (https://klarasystems.com/articles/using-freebsds-pkg-audit-to-investigate-known-security-issues/) The 20 year old bug that went to Mars (http://blog.securitymouse.com/2014/06/raising-lazarus-20-year-old-bug-that.html) It's rare that you come across a bug so subtle that it can last for two decades. But, that's exactly what has happened with the Lempel-Ziv-Oberhumer (LZO) algorithm. Initially written in 1994, Markus Oberhumer designed a sophisticated and extremely efficient compression algorithm so elegant and well architected that it outperforms zlib and bzip by four or five times their decompression speed. I was impressed to find out that his LZO algorithm has gone to the planet Mars on NASA devices multiple times! Most recently, LZO has touched down on the red planet within the Mars Curiosity Rover, which just celebrated its first martian anniversary on Tuesday. In the past few years, LZO has gained traction in file systems as well. LZO can be used in the Linux kernel within btrfs, squashfs, jffs2, and ubifs. A recent variant of the algorithm, LZ4, is used for compression in ZFS for Solaris, Illumos, and FreeBSD. With its popularity increasing, Lempel-Ziv-Oberhumer has been rewritten by many engineering firms for both closed and open systems. These rewrites, however, have always been based on Oberhumer's core open source implementation. As a result, they all inherited a subtle integer overflow. Even LZ4 has the same exact bug, but changed very slightly. Because the LZO algorithm is considered a library function, each specific implementation must be evaluated for risk, regardless of whether the algorithm used has been patched. Why? We are talking about code that has existed in the wild for two decades. The scope of this algorithm touches everything from embedded microcontrollers on the Mars Rover, mainframe operating systems, modern day desktops, and mobile phones. Engineers that have used LZO must evaluate the use case to identify whether or not the implementation is vulnerable, and in what format. News Roundup FreeBSD on Slimbook -- 14 months of updates (https://euroquis.nl/freebsd/2021/12/11/slimbook.html) LLDB FreeBSD kernel core dump support (https://www.moritz.systems/blog/lldb-freebsd-kernel-core-dump-support/) Steam on OpenBSD (https://dataswamp.org/~solene/2021-12-01-openbsd-steam.html) Beastie Bits • [OpenSSH Agent Restriction](http://undeadly.org/cgi?action=article;sid=20211220061017) • [OpenBSD's Clang upgraded to version 13](http://undeadly.org/cgi?action=article;sid=20211220060327) • [Cool, but obscure X11 tools](http://cyber.dabamos.de/unix/x11/) Tarsnap This weeks episode of BSDNow was sponsored by our friends at Tarsnap, the only secure online backup you can trust your data to. Even paranoids need backups. Send questions, comments, show ideas/topics, or stories you want mentioned on the show to feedback@bsdnow.tv (mailto:feedback@bsdnow.tv)

The Ohio State defense ended its 2021 season with an appropriately up-and-down performance against Utah in the Rose Bowl. But with new defensive coordinator Jim Knowles coming in to overhaul things, how much of that game is really a concern for the Buckeyes and their fans moving forward?Buckeye Scoop's Xs and Os guru Ross Fulton joins host Tom Orr to discuss that and much more.- What are Ross' thoughts on new offensive line coach Justin Frye?- Does Frye's history indicate that more diversity could be coming in the run game?- Are frequent struggles against both the run and the pass likely to get fixed before 2022?

【今回の内容】 ポスト資本主義が叫ばれる現代、そもそも資本主義とは何か／封建制ヨーロッパ、富は一体誰のもの?／資本主義6つの特徴／システムではなくOSでは／インターネットがもたらした変化／サブプライムローン問題やリーマンショック／定量化できる罠／広がっていく格差／資本主義から抜けて幸せになるには……／近代に立ち返って考える／現代は「近代」か?／時間と空間／世界に広がった西洋の価値観／現代資本主義の起源はヴィクトリア朝と砂糖にあった?／民主主義の拡大／速ければ速いほどいい／このままずっと豊かになれる?進歩主義の目覚め／ベンサムの功利主義／自由市場とキリスト教の思想の融合／ダーウィンと進化論、人間もまだまだ進化できる?／資本主義の思想的土台の完成／自由市場って危ないのでは!ポラニーの慧眼／すでに埋め込まれている考え 【サポーターになる】https://www.cotenradio.fm/support 【イベント&キャンペーン】限定エピソードが聴ける バリューブックスキャンペーン https://cotenradio.fm/campaign/ キャンペーンコード：cotentalk01 キャンペーン期間：2022/1/31まで お問い合わせ先：iida@value-books.jp （バリューブックスさん） JAPAN PODCAST AWARDSが今年も開催されます！リスナー投票はこちらから！ https://ssl.1242.com/aplform/form/aplform.php?fcode=jpa2021_listener 【出演&Twitter】 株式会社COTEN 深井龍之介 @CotenFukai 株式会社COTEN 楊睿之 @AcYang5 株式会社BOOK 樋口聖典 @HiguchiKi 【公式Twitterアカウント】 @CotenRadio 【公式LINEスタンプ】 https://bit.ly/2yzcJoV 【参考文献（随時更新）】 https://cotenradio.fm/references/ 【収録】 いいかねPalette http://palette.jp.net 【YouTubeでも配信中】 http://urx2.nu/Y1U2 【コテンラジオへお便り】 https://cotenradio.fm/feedback/

En estas últimas semanas hemos hablado de leyendas, historias de terror, casos paranormales, casas encantadas… Todos ellos temas que nos encantan y que por supuesto, sabemos que a vosotros también. Pero ¿Dónde quedaron los misterios sin resolver? Hace tiempo que no hablamos de eso…Por eso hoy, en Terrores Nocturnos, hemos decidido traeros un caso sin resolver que nos ha llamado mucho la atención, y que estamos seguras de que muy pocos conoceréis… Os hablamos de una familia, la familia Tan, cuya historia se sitúa en Singapur, Asía y que se la conoce por haber sufrido uno de los asesinatos más atroces del país. Por mucho que hayan pasado más de 40 años; los ciudadanos recuerdan a la perfección lo sucedido. Una tragedia que tuvo una fuerte repercusión especialmente a nivel nacional y que estuvo en el punto de mira de, prácticamente, todos los medios de comunicación.La historia de una familia totalmente normal, que de la noche a la mañana su vida cambió para siempre…Muchísimas gracias a nuestros actores de doblaje que han participado en este capítulo:- PABLO DÍEZ: @P1Dubber (Twitter) @diezpablo10 (Instagram)- JESSICA DE JESÚS: @jessicaadjc (Twitter) @jesskidrauhl (Instagram)- ESTHER CORDERO: @esther_dub (Instagram)Por supuesto gracias a todos nuestros mecenas ¡Sois los mejores! Angeles A, Maxi, Engels C, AleX R, Carolina D, Pedro V, Pedro T, Juan Carlos C, Mirella C, Carla, Erik A, Manuel G, Fermin H, Adrian, Angel M CrC, Moreyba S, Ines B, Patricia, Maciej, Jonatan R, Beatriz S., Venom C., Bryan M., Rocío A., Lidia C., Nico, Vicco S., Adrian A., Alejandro, Ana D.P, Pep V., Natalia E., Sandra Hollow, Samu G., Borja S., Andera, Jaime A.B., David Z, Félix R.G., Ivet V., Ian T. A., Unai C., Manuel Jesús F.V, Piteas D.A., Alejandra C., Yaiza M.G., Natalia C.R, Maria, Ana, Verónica, Saray B., Antonio S.M., Fernando T., Andrés C., Miguel Angel S., Saralleine, Jose H., Desirée G.A., RAFAEL R., Homero R.C., J SOchez, Cynthia, Maite S.M., Diego C. A., Nardo1000, Virginia, David G.A., Jonathan A., Jose C., Noelia M., Jonathan L.G., Julia E.S., Miguel Angel S.G., Klap Kalash, David P., Raul M.G., Diego G., Somber L., Alba R., Víctor I., Diego T.M., Edwin W.M., Andréa E., Kamui K., Nox21, Lorena R.T., Sebastian Q., Alejandro L.G., Rocio B., Raquel S., Carmen S.S., Maxbiag, Andrea F., Miguel D., Edu V., Mónica M., Beatriz G., Sara D., Alvaro M.M., Antonio A., Sandra S.C., Patri J., Toni A.G., Joe D., José Antonio M.H., Victoria F.S., Fernando F.M., Liliana B., Ferran B.L., Paloma S.S.M., Eva V., Karina M., Ender W., Maria P.R., Selty, María Jesús B.H., Sara S.C., Míriam Z., TorpeKun, Naiara G.G., Alicia L., Marcos M.V., Iván B.P., ch0ch1s, Laura, Angélica G.C., Xavito B., Sergio L.M., Claudia, Lara M., Clara R., Estefanía S., Manel A., ElSeptimoDios, Julianne R., Ana C., Alberto B., Samuel C., Ramiro C., Tania, Laura D., GILBERTO CARLOS E.C., Raquel B., Consuelo, José Manuel D.G., Camarzana1. Sois los mejores, nuestros mecenas.¿Quieres contactar con nosotros?TikTok: https://www.tiktok.com/@terroresnocturnos_trn?lang=esTwitter: @TerroresN https://twitter.com/terroresn?lang=esInstagram: @terroresnocturnos_TRN https://www.instagram.com/terroresnocturnos_trn/?hl=esInstagram Emma Entrena: Emma_TRN https://www.instagram.com/emma.a_trn/Instagram Silvia Ortiz: Sil_TRN https://www.instagram.com/sil_trn/Instagram TheGray.Art https://www.instagram.com/thegray.art/Facebook: Terrores Nocturnos https://www.facebook.com/Terrores-Nocturnos-106095651118106Correo: terroresnocturnosradio@gmail.comProducido por David Fernández Marcos.Presentado por Emma Entrena y Silvia OrtizIlustración: Thegray.art

Em 2021, o Brasil passou por uma estiagem que fez a conta de energia subir e acendeu o alerta vermelho do risco de um apagão. Isso até dezembro chegar. De lá pra cá, todas as regiões do país sofreram com enchentes, inundações e deslizamentos de terra decorrentes do intenso volume de chuvas. O sul da Bahia foi a primeira região a enfrentar a força das águas, que agora devastam Minas Gerais. Um evento que, descreve Marcelo Seluchi, coordenador-geral do Centro Nacional de Monitoramento e Alertas de Desastres Naturais (Cemaden), pode ser considerado o “maior desastre das últimas décadas” no Estado. Em entrevista a Natuza Nery, ele explica a “zona de convergência do Atlântico Sul”, fenômeno que é o principal responsável pela alta na precipitação fluviométrica, e justifica que, embora as tragédias deste verão não estejam diretamente vinculadas às mudanças climáticas, a tendência é de mais irregularidades no regime de chuvas. “Não vai aumentar a média, mas as oscilações. Os extremos, tanto chuvas mais intensas como secas mais longas, serão mais comuns”. Neste episódio, participa também Pedro Luiz Côrtes, professor de ciência ambiental do Instituto de Energia e Ambiente da USP. Ele lista os principais mecanismos de mitigação dos eventos climáticos extremos no Brasil e resume: “A palavra-chave é prevenção”.

Michael Felder of Stadium previews the Xs and Os of the CFP National Championship between Alabama and UGA with Buck Reising.

Las ferias de tecnología sufren por tercer año / James Webb mejor que mejor / Netflix presiona a las familias falsas / Un mejor Telegram para Windows / Brave duplica usuarios / El CES 2022 sorprende lleno de cosas interesantes Sinceramente no sé si se puede hacer un mejor boletín que este. Feliz año nuevo a todos. Os he echado mucho de menos. Las ferias de tecnología sufren por tercer año / James Webb mejor que mejor / Netflix presiona a las familias falsas / Un mejor Telegram para Windows / Brave duplica usuarios / El CES 2022 sorprende lleno de cosas interesantes

Agradece a este podcast tantas horas de entretenimiento y disfruta de episodios exclusivos como éste. ¡Apóyale en iVoox! Os gustó mucho la anterior entrevista a la dra Olalla Otero. Por eso, para empezar el año cuidándonos, la volvemos a traer para hablar sobre prebióticos. En esta primera parte de la entrevista hablamos sobre la fibra y los MACs. Encontrarás a Olalla en https://draolallaotero.com/. Las notas del episodio, como siempre, en https://slowmedicinerevolution.com/podcast/ Escucha el episodio completo en la app de iVoox, o descubre todo el catálogo de iVoox Originals

Today on the 5: The once dominant phone maker Blackberry ended service on Blackberry OS this week. While I don't particularly miss that OS or those phones, I would love to see the keyboard return to phones in some form.

Over the next few podcast episodes, we'll walk through the 7 Levels of Scale—everything you need to know to grow and scale your business. Today is about MONEY—doubling your take-home pay.   Co-hosts Roland Frasier and Ryan Deiss have developed a powerful and proven framework for scaling your business. It's been a long labor of love. They had all the pieces, but they needed to tie it together in a simplified way that was transferable and repeatable. And they made it happen.   Here are the 7 Levels of Scale:   Level #1: Sell and serve 10 customers. Level #2: Build a growth flywheel. Level #3: Build an upgraded scalable operating system.   Level #4: Double your take-home pay.   Level #5: Build your board. Level #6: Complete an acquisition for expansion. Level #7: Hit your number.   They covered Levels 1 and 2 in Part 1 and Level 3 in part 2. Today is all about Level 4. Listen in for some actionable strategies to double your take-home pay (AFTER you've hit levels 1-3).   Scared Money Doesn't Scale   People hear “double your take-home pay” and think, “If I do that, I'll go broke and not have enough money to grow. Shouldn't I be putting that money back into my company?”   Ryan says there are two things at play here. One is nerd finance stuff (which Roland loves and Ryan is learning to like). There's a big mindset shift that needs to happen for many people at this point. It's time for you to be feeling more abundant, feeling some of the gains of owning a business. Ryan's first mentor back in the day once told him, “You're doing well, but you're not taking enough money. You need to pay yourself well, because scared money doesn't scale.”   This step is so important. Roland and Ryan want you to have a plan to personally bring twice as much money home. If you haven't brought home anything up to this point, you need to do more than twice, more than enough to pay for your basic expenses.    “But I could lose everything,” you think. “I need to make another sale or I could go out of business.” That fear is really good in the early days. The intensity of the lion chasing you is great for launching a business, but not great for scaling a business. That fear will hold you back, keep you stuck in short-term thinking. You need to make more money so you can start thinking longer-term.    One of the obstacles you face in business is feeling guilty taking money out of the company. You do have a tight situation when you're boot-strapping, so you've got to think about your people you need to take care of, and the growth you need to get, and the resources, media, inventory, people you need. You're spinning plates, and the plate that gets ignored is you. You actually deserve this. You need to take care of yourself. If you don't build in some profitability for yourself, any ding in the company could end it.   Don't Over-Parent Your Company; Let It Soar   Your company won't scale if you don't let it grow up. You've got to let it go out on its own and live and survive and perform at a level it needs to perform at for you. At level 3, we separated the founder/entrepreneur from being the brain of the business. We upgraded from you being the operating system to having an actual operating system. You're no longer the brain; now you have to stop being the beating heart of the company as well.   There's always another expense. If you don't pause and say, “I've got to pay me,” you'll never do it. Roland taught Ryan this lesson. Back in the day, he told Ryan to just double his salary, and Ryan freaked out. “I can't,” he said. He set his first salary at $10k/month and thought to himself, “This is all I could ever need or want.” He has since changed his mind. Four kids and all the other stuff later, that money goes pretty quick.   He doubled his salary, and wouldn't you know it, there was enough money. That felt good, so he doubled it again. The business didn't miss it. The business grew. Because the person running the company was no longer terrified about paying his bills. He could think out into the future more strategically, less scarcity-minded.    If you don't set that money aside, then the business is a gaping void that will suck up any extra money you've got. Your salary has to be like rent. The business can't go on if it can't afford to pay you to be there. You've got to take care of yourself. It's not optional.    Seriously. Take the Money.   People always fight this. The guilt can be strong. “I need to put the money back in the company.” Ryan says that, when people are struggling, he asks them why they started their business. “To make money,” they say. “To make a difference. I'm passionate about this. I wanted freedom and to be my own boss.” All of that is great, and it requires money.    “We can't afford it,” they argue. You need to structure the business in such a way that you can afford it. Look at your finances. Look at your expense ratios. Where is your money going? What changes can you make? Do you want to scale or not? You can't go to level 5 until you've doubled your salary.   Also, go back and look at levels 2 and 3. What does your growth engine look like? Is it the right growth engine? Did you follow it correctly? Should you tweak it? Is your OS operating correctly? That's the cool thing about the 7 levels. Each level supports the rest, so you can always go back to do simple tweaks and add in some things.    You really can have a lot of fun at Level 4. Roland and Ryan say that helping their clients solve the “problem” of doubling take home pay is a blast. If you're early in this journey, you want to sprint to Level 4. It's not just where you start to get paid more. It's where your company starts to professionalize and become more profitable and grow. It's where we can share the good stuff, because you're scalable.   When you make the decision to double your take-home pay, you become a better leader, and your company becomes better.    RESOURCES: 7 Levels of Scale Workbook  Take a brief assessment to see where you're at and what's next. scalable.co (sign up to work with Roland and Ryan)   The Richest Man in Babylon (book by George S. Clason) Profit First (book by Michael Michalowicz)     OUR PARTNERS: Get a free proposal from Conversion Fanatics Get 3% cash back on your ad spend with AdCard Get Roland's book, Zero Down, FREE Join Roland's next EPIC Challenge

UNIX Wars, What every IT person needs to know about OpenBSD Part 3, FreeBSD 12.3 is here, TrueNAS 13 begins, what Unix pre-boot envs looked liked, run Unix on Microcontrollers with PDP-11 emulators and more. NOTES This episode of BSDNow is brought to you by Tarsnap (https://www.tarsnap.com/bsdnow) and the BSDNow Patreon (https://www.patreon.com/bsdnow) Headlines UNIX Wars – The Battle for Standards (https://klarasystems.com/articles/unix-wars-the-battle-for-standards/) What every IT person needs to know about OpenBSD Part 3: That packet filter (https://blog.apnic.net/2021/11/11/openbsd-part-3-that-packet-filter/) FreeBSD 12.3-RELEASE Release Notes (https://www.freebsd.org/releases/12.3R/relnotes/) News Roundup TrueNAS 12.0-U7 is Released & TrueNAS 13.0 Begins (https://www.ixsystems.com/blog/truenas-12-0-u7-is-released-truenas-13-0-begins/) A bit on what Unix system pre-boot environments used to look like (https://utcc.utoronto.ca/~cks/space/blog/unix/UnixPreBootEnvironments) RUN UNIX ON MICROCONTROLLERS WITH PDP-11 EMULATOR (https://hackaday.com/2021/11/19/run-unix-on-microcontrollers-with-pdp-11-emulator/) Beastie Bits • [BSDCan 2022 is a go.](https://www.bsdcan.org/2022/) Tarsnap This weeks episode of BSDNow was sponsored by our friends at Tarsnap, the only secure online backup you can trust your data to. Even paranoids need backups. Send questions, comments, show ideas/topics, or stories you want mentioned on the show to feedback@bsdnow.tv (mailto:feedback@bsdnow.tv)

======================================== ==SUSCRIBETEhttps://www.youtube.com/channel/UCNpffyr-7_zP1x1lS89ByaQ?sub_confirmation=1======================================== == NOTAS DE ELENAMaterial complementario de la escuela Sabática para adultosNarrado por: Patty CuyanDesde: California, Estados UnidosUna cortesía de DR'Ministries y Canaan Seventh-Day Adventist ChurchJUEVES, 06 DE ENEROJESÚS ES MEDIADOR DE UN MEJOR PACTO"Lo principal, pues, entre las cosas que decimos es esto: Tenemos un tal sumo sacerdote que se ha sentado a la diestra del trono de la Majestad en los cielos; ministro del Santuario, y del verdadero tabernáculo, que plantó el Señor, y no el hombre ". Hebreos 8: 1,2 (VM). Aquí tenemos revelado el Santuario del nuevo pacto. El Santuario del primer pacto fue asentado por el hombre, construido por Moisés; este segundo es asentado por el Señor, no por el hombre. En aquel Santuario los sacerdotes terrenales desempeñaban el servicio; en este es Cristo, nuestro gran Sumo Sacerdote, quien ministra a la diestra de Dios. Uno de los Santuarios estaba en la tierra, el otro está en el cielo (El conflicto de los siglos, pp. 408, 409). Cuando Jesús habla de un nuevo corazón, se refiere a la mente, a la vida, a todo el ser. Tener un cambio de corazón quiere decir apartar los afectos de este mundo y aferrarse de Cristo. Tener un nuevo corazón es tener nueva mente, nuevos propósitos, nuevos motivos. ¿Cuál es la señal de un nuevo corazón?: Una vida nueva. Hay una muerte diaria y de cada hora al egoísmo y al orgullo. Entonces se manifestara un espíritu de amabilidad, no intermitente, sino continuamente. Habrá un cambio decidido en la actitud, en el comportamiento, en las palabras y en los actos hacia todos aquellos con quienes os relacionéis. No magnificareis sus debilidades, no las pondréis bajo una luz desfavorable. Obraréis de acuerdo con los métodos de Cristo, manifestando al prójimo el amor que Cristo os manifestó ... Solo el poder de Dios puede cambiar un corazón de piedra por un corazón de carne (Hijos e hijas de Dios, p. 100; parcialmente en Hijos e hijas de Dios, p. 102). Ser perdonados como Cristo perdona no es solo ser perdonados sino ser renovados en el espíritu de nuestra mente. El Señor dice: "Os daré corazón nuevo". Ezequiel 36:26. La imagen de Cristo ha de estar grabada en la mente, el corazón y el alma. El apóstol dice: "Nosotros tenemos la mente de Cristo". 1 Corintios 2:16. Sin el proceso transformador que solo puede producirse por medio del poder divino, las propensiones pecaminosas originales quedan en el corazón con toda su fuerza, para forjar nuevas cadenas, para imponer una esclavitud que nunca puede ser quebrada por el poder humano ... Cuando venga Cristo, la balanza del cielo pesará el carácter y decidirá si es puro, santificado y consagrado ... La felicidad es el resultado de la santidad y de la conformidad con la voluntad de Dios. Los que quieren ser santos en el cielo, primero serán santos en la tierra; porque cuando dejemos esta tierra, llevaremos nuestro carácter con nosotros, y esto será sencillamente llevar con nosotros algunos de los elementos del cielo que nos fueron impartidos por la justicia de Cristo ...  La experiencia que sigue a la entrega total de Dios es la justicia, la paz y el gozo en el Espíritu Santo (Reflejemos a Jesús, p. 295).  VIERNES, 07 DE ENERO: PARA ESTUDIAR Y MEDITARReflejemos a Jesús, 3 de enero, "Cristo se sacrificó por nosotros", p. 9; Los hechos de los apóstoles, "Corinto", págs. 199, 200.

By just about any measure you can come up with, Ohio State's 48-45 win over Utah was an incredible performance by the Buckeye offense. CJ Stroud blew away the previous school record with 573 yards passing, Jaxon Smith-Njigba shattered the OSU single-game record with 353 yards receiving, and freshman Marvin Harrison, Jr. put up three receiving touchdowns. So what went right, and what went wrong for the Buckeyes in that game? And more importantly, can they carry that kind of record-setting offense over to the 2022 season?Buckeye Scoop's Xs and Os guru Ross Fulton joins host Tom Orr to break down the OSU offense in the Rose Bowl, and what it means moving forward.Plus, the Buckeyes just added one of Oklahoma State's starting safeties in the transfer portal. Where will Tanner McCalister fit for the Buckeyes next fall?

Meta reportedly halted development on an OS for AR and VR headsets, Walmart will expand InHome delivery to 30 million US households this year, and German regulators will have additional oversight over Google for the next five years. MP3 Please SUBSCRIBE HERE. You can get an ad-free feed of Daily Tech Headlines for $3 aContinue reading "Meta Reportedly Halts Development of Mixed Reality Headset OS – DTH"

On episode 80 of the Motor City Hoops Podcast I am joined by Chris Oliver, the founder of Basketball Immersion, The Basketball Podcast and Immersion Videos as well as a basketball mentor, trainer, and coach. We start off the episode with Chris giving his perspective on the culture of the Pistons “restoration” and then diving into Hami Diallo's DNP and the long term outlook of Saddiq Bey's jumper.  We then dive into some VERY interesting discussions around Coach Casey and the Pistons offensive defensive schemes with a major emphasis on ball screen offense and defense. We finish off the episode bouncing around a range of topics from an opposing NBA teams scouting report on Cade Cunningham to analytics to the best Xs and Os guys Chris knows. All of this and MORE on this episode of MCH. Follow MCH on Twitter @MotorCityHoops Subscribe to MCH on YouTube https://www.youtube.com/channel/UCtNXk7FvEkKMoMRTBO9Fc9A Luka Garza Article https://www.detroitbadboys.com/2022/1/3/22860712/detroit-pistons-luka-garza-film-dont-lie-expanded-role Saddiq Bey Article https://www.detroitbadboys.com/2022/1/4/22865428/detroit-pistons-saddiq-bey-film-dont-lie-new-normal Cade Cunningham Article https://www.basketballnews.com/stories/is-dave-bing-right-about-cade-cunningham MCH Episode 77 w/Omari Sankofa https://podcasts.apple.com/us/podcast/motor-city-hoops-podcast-ep-77-w-omari-sankofa-detroit/id903397136?i=1000546316709 https://open.spotify.com/episode/4ALh1emipNpe1FrJ3gYqTY?si=1bJtgRYIQWyDiNU3M-quoQ Chris Oliver - Basketball Immersion https://basketballimmersion.com/ Learn more about your ad choices. Visit podcastchoices.com/adchoices

On episode 80 of the Motor City Hoops Podcast I am joined by Chris Oliver, the founder of Basketball Immersion, The Basketball Podcast and Immersion Videos as well as a basketball mentor, trainer, and coach. We start off the episode with Chris giving his perspective on the culture of the Pistons “restoration” and then diving into Hami Diallo's DNP and the long term outlook of Saddiq Bey's jumper.  We then dive into some VERY interesting discussions around Coach Casey and the Pistons offensive defensive schemes with a major emphasis on ball screen offense and defense. We finish off the episode bouncing around a range of topics from an opposing NBA teams scouting report on Cade Cunningham to analytics to the best Xs and Os guys Chris knows. All of this and MORE on this episode of MCH. Follow MCH on Twitter @MotorCityHoops Subscribe to MCH on YouTube https://www.youtube.com/channel/UCtNXk7FvEkKMoMRTBO9Fc9A Luka Garza Article https://www.detroitbadboys.com/2022/1/3/22860712/detroit-pistons-luka-garza-film-dont-lie-expanded-role Saddiq Bey Article https://www.detroitbadboys.com/2022/1/4/22865428/detroit-pistons-saddiq-bey-film-dont-lie-new-normal Cade Cunningham Article https://www.basketballnews.com/stories/is-dave-bing-right-about-cade-cunningham MCH Episode 77 w/Omari Sankofa https://podcasts.apple.com/us/podcast/motor-city-hoops-podcast-ep-77-w-omari-sankofa-detroit/id903397136?i=1000546316709 https://open.spotify.com/episode/4ALh1emipNpe1FrJ3gYqTY?si=1bJtgRYIQWyDiNU3M-quoQ Chris Oliver - Basketball Immersion https://basketballimmersion.com/ Learn more about your ad choices. Visit podcastchoices.com/adchoices

On episode 80 of the Motor City Hoops Podcast I am joined by Chris Oliver, the founder of Basketball Immersion, The Basketball Podcast and Immersion Videos as well as a basketball mentor, trainer, and coach. We start off the episode with Chris giving his perspective on the culture of the Pistons “restoration” and then diving into Hami Diallo's DNP and the long term outlook of Saddiq Bey's jumper.  We then dive into some VERY interesting discussions around Coach Casey and the Pistons offensive defensive schemes with a major emphasis on ball screen offense and defense. We finish off the episode bouncing around a range of topics from an opposing NBA teams scouting report on Cade Cunningham to analytics to the best Xs and Os guys Chris knows. All of this and MORE on this episode of MCH. Follow MCH on Twitter @MotorCityHoops Subscribe to MCH on YouTube https://www.youtube.com/channel/UCtNXk7FvEkKMoMRTBO9Fc9A Luka Garza Article https://www.detroitbadboys.com/2022/1/3/22860712/detroit-pistons-luka-garza-film-dont-lie-expanded-role Saddiq Bey Article https://www.detroitbadboys.com/2022/1/4/22865428/detroit-pistons-saddiq-bey-film-dont-lie-new-normal Cade Cunningham Article https://www.basketballnews.com/stories/is-dave-bing-right-about-cade-cunningham MCH Episode 77 w/Omari Sankofa https://podcasts.apple.com/us/podcast/motor-city-hoops-podcast-ep-77-w-omari-sankofa-detroit/id903397136?i=1000546316709 https://open.spotify.com/episode/4ALh1emipNpe1FrJ3gYqTY?si=1bJtgRYIQWyDiNU3M-quoQ Chris Oliver - Basketball Immersion https://basketballimmersion.com/ Learn more about your ad choices. Visit podcastchoices.com/adchoices

CacaoFlow é um experimento sobre criatividade. É um estudo sobre como operar no máximo estado de fluxo. Esse experimento se materializou como um evento semanal de amigos… tipo um Domingo na casa do Zeca Pagodinho sem carne e sem cerveja. E no meio desse evento nós consagramos cacau para abrir o coração e fazemos uma gravação tipo uma roda de samba sem roda e sem samba. A gente chama músicos, humoristas, pensadores e “sentidores”… mas a gente não sabe quem vai vir nem o que vai ser falado… O Flow é uma dança entre a ordem e o caos. A vida é uma dança entre a ordem e o caos. Nem só um, nem só outro. Os dois. Para a dança fluir a gente precisa dar um afrouxada no controle, no planejamento, no apego.. para poder abrir espaço para as sincronicidades acontecerem… E elas estão doidas pra acontecer. Operar no flow requer fé… fé no flow TODA SEXTA ÀS 17h TEM PROGRAMA NOVO NO YOUTUBE: https://www.youtube.com/watch?v=Q8bUrAcfRBY

Las normativas anti polución están revolucionando el mundo de los clásicos. A los coches “renacidos” o re-fabricados se les unieron los Restomod, interpretaciones modernas de coches antiguos. Y ahora llegan los #remakes, coches modernos inspirados, pero solo inspirados, en los clásicos… ¡menudo lío! No os perdáis el consultorio de este video… es una sola consulta, pero vale la pena. Habrá polémica porque lo que comentamos me parece una vergüenza. Pero antes de aclarar conceptos, aclaremos ideas: ¿Por qué pasa todo esto? Analicemos la situación actual. Están muy bien los coches híbridos, los eléctricos, los SUV de todo tipo y condición, la economía de escala que hace que coches muy distintos usen los mismos motores y-o plataformas y los diseños por ordenador que provocan que los coches de las distintas marcas, salvo destacables excepciones, se confundan unos coches con otros. Los coches modernos son más limpios, más eficientes, consumen menos, son más confortables y más prácticos, pero los coches modernos adolecen de falta de personalidad y de capacidad de seducción. Os invito a ver el video de “¿Por qué los coches modernos son tan feos?”. ¿Exagerado? Precisamente por esto llega el auge en el mundo del automóvil de todo lo que tenga que ver con el pasado. Por eso los clásicos están más de moda que nunca, las marcas comienzan a prestar atención a sus clásicos, aunque algunas ya lo hacían, y llegan estos “viejos-coches-nuevos”. Reborn. Los renacidos son sencillamente coches clásicos falsos… ¿por qué falsos? Porque en muchos casos están fabricados por las propias marcas, pero son fabricados ahora, mejorando muchas cosas sobre el original: Sistemas eléctricos mejorados; suspensiones de mayor calidad, aunque el diseño permanezca; fiabilizados con manguitos, latiguillos y componentes de más calidad; con mucho mejor aislamiento acústico; y, en casi todos los casos, con equipamientos que no estaban disponibles en su momento, como pueda ser dirección asistida, ABAS, aire acondicionado e incluso... navegador o modernos sistemas de audio. Para mí el mejor ejemplo de estos renacidos es el Jaguar Mk2 by Classic Callum Car Restoration, un precioso MK2 refabricado por su diseñador, Ian Callum. Según el propio Callum este Mark 2 Callum es como el original, pero bien hecho. Ahí queda eso. Restomod. Los aficionados a los clásicos estamos hartos de que ciertos coches se conviertan en refugio para inversionistas y suban de precio de forma exagerada. Y por otra parte hay aficionados que quieren un clásico sin los problemas de un coche clásico. Un caldo de cultivo perfecto para que aparezcan los Restomod, coches modernos, en muchos casos con las últimas tecnologías, que no son una copia exacta de los originales, sino una interpretación, pero inequívocamente inspirada en esos clásicos. Para mi el mejor ejemplo es el El Renault 5 Turbo III que nos propone Legende Automobiles con 400 CV. Remakes. Y ahora llegan los remakes. Te pongo un ejemplo para que lo entiendas: El Mini actual respecto al clásico. Es completamente diferente, desde luego se fabrica en grandes series y trata de representar los mismos valores de deportividad, dinamismo, simpatía y practicidad del Mini original… pero es otro coche. Pues con la llegada de los eléctricos, esta tendencia se va a disparar. Para mí un buen representante de esta tendencia será el nuevo R5, del que hicimos un vídeo titulado “¡Vuelve el R5!”. Pero lo han hecho muchas más marcas, no me quiero olvidar del Trabant Remake de 2009 o de los recientes Opel Astra de última generación o el Opel Manta GSE ElektroMOD o el Mercedes Clase G eléctrico. Conclusión Un día hablando con unos amigos les decía que hace no tanto podíamos elegir entre coches de gasolina o Diésel. Hoy día puedes elegir gasolina, Diésel, híbrido, Mild Hybrid, híbrido enchufable, híbrido de gas, eléctrico, eléctrico de autonomía extendida y pronto de hidrogeno. Y en breve podrás elegir entre un coche clásico de verdad o uno “recién salido del horno”; escoger un coche muy parecido a un antiguo, pero completamente moderno; u otro que no se parece tanto, pero que esta inspirado en el clásico, con tecnología no actualizada, sino completamente actual… ¡menudo lío! Creo que a los periodistas del motor no nos va a faltar trabajo… Coche del día ¡Qué complicado! Voy a elegir el Fiat 500 actual, aparecido en 2007. ¿Por qué? Porque me parece que tiene mucho mérito recrear un coche que tenía habitabilidad escasa y motor trasero con un coche moderno de tracción delantera y buena habitabilidad… para su tamaño. Además, han sabido explotar la marca Abarth, así que voy a elegir el Abarth 500 Pista 1.4 16v T-Jet de 2020, con su excelente chasis, motor de 160 CV y 1.100 kg de peso… una bomba….

Happy new year!  Or is it?  It depends on which calendar you're using. Like what you hear?  Become a patron of the arts for as little as $2 a month!   Or buy the book or some merch.  Hang out with your fellow Brainiacs.  Reach out and touch Moxie on Facebook, Twitter,  or Instagram. Music: Kevin MacLeod, David Fesliyan.   Reach out and touch Moxie on Facebook, Twitter, or Instagram. Links to all the research resources are on the website.   On Monday this December 30th past, I clocked in at my retail jobs, put on my headset, and played the morning messages.  There was one from my manager telling us what to expect in terms of sales volume that day and one from corporate welcoming us to the first day of 2020.  The didn't get their dates mixed up.  December 30th 2019 was the first day of 2020 in a way that once crashed Twitter for hours.  My name…   When we think of the calendar, we think of it as singular and exclusive.  “The” calendar.  Sure, there were other calendars, but those were for old-timey people in old-timey times.  If you've ever listened to the show before, you'll know I'm about to disabuse you of that notion; it's kinda my schtick.  The calendar we think of as the end all and be all of organizing time into little squares is the Gregorian calendar, but it's just one of many that have been used and still are used today.   For example, at the time of this recording, it's currently the 27th day of the month of Tevet in the year 5782 for those who follow the Hebrew calendar.  The Hebrew calendar, also known as the Jewish calendar, was originally created before the year 10 CE.  It first used lunar months, which will surprise no one who has had to google when Passover or Easter are each year.  A standard Jewish year has twelve months; six twenty-nine-day months, and six thirty-day months, for a total of 354 days.  This is because the months follow the lunar orbit, which is on average 29.5 days.  Due to variations in the Jewish calendar, the year could also be 353 or 355 days.  It also used standard calendar years, but these two methods don't line up perfectly, and this posed a problem.  As time went on, the shorter lunar calendar would result in holy days shifting forward in time from year to year.  That simply wouldn't do as certain holidays have to be celebrated in a certain season, like Passover in the spring, Tu B'Shevat, the Jewish 'New Year for Trees,' which  needs to fall around the time that trees in the Middle East come out of their winter dormancy, or Sukkot, the festival that calls adherents to build and live in huts in their yard to commemorate Isrealites taking shelter in the wilderness, which is meant to fall in autumn.  So a thirteenth month had to be added every 3 to 4 years in order to make up for the difference.  Such a year is called a shanah meuberet ("pregnant year") in Hebrew; in English we call it a leap year, and it makes up all the lunar calendar's lost days.  The month is added to Adar, the last of the twelve months. On leap years we observe two Adars — Adar I and Adar II.  Today, the Hebrew calendar is used primarily to determine the dates for Jewish religious holidays and to select appropriate religious readings for the day.   Similar in usage is the Hijri calendar, or Islamic calendar.  It's based on lunar phases, using a system of 12 months and either 354 or 355 days every year.  The first Islamic year was 622 CE when the prophet Muhammad emigrated from Mecca to Medina, meaning today is the Jumada I 28, 1443 .  The Hijri calendar is used to identify Islamic holidays and festivals.  The Islamic New Year marks the journey of the prophet Muhammad from Mecca to Medina.  However, the occasion and the sacred month of Muharram are observed differently by the two largest branches of Islam, Shiite and Sunni.  Shiite pilgrims journey to their holiest sites to commemorate a seventh-century battle, while Sunnis fast to celebrate the victory of Moses over an Egyptian pharaoh.  Also known as the Persian calendar, it's the official calendar used in Iran and Afghanistan, and it's the most accurate calendar system going, but more on that later.   Further east you'll encounter the Buddhist calendar, which is used throughout Southeast Asia.  This uses the sidereal year, the time it takes Earth to orbit the sun, as the solar year.  Like other systems, the calendar does not try to stay in sync with this time measurement, but unlike the others, no extra days or months have been added, so the Buddhist calendar is slowly moving out of alignment at a pace of around one day every century.  Today, the traditional Buddhist lunisolar calendar is used mainly for Theravada Buddhist festivals, and no longer has the official calendar status anywhere. The Thai Buddhist Era, a renumbered Gregorian calendar, is the official calendar in Thailand.  The Buddhist calendar is based on an older Hindu calendar, of which there are actually three -- Vikram Samvat, Shaka Samvat, and Kali Yuga.  The Vikram Samvat is used in Nepal and some Indian states, and uses lunar months and the sidereal year to track time.  Sidereal means based on fixed stars and constellations, rather than celestial things on the move, like planets.  The Shaka Samvat, used officially in India and by Hindus in Java and Bali, has months based around the tropical zodiac signs rather than the sidereal year.  The Kali Yuga is a different sort of calendar altogether.  It meters out the last of the four stages (or ages or yugas) the world goes through as part of a 'cycle of yugas' (i.e. mahayuga) described in the Sanskrit scriptures. The Kali Yuga, began at midnight (00:00) on 18 February 3102 BCE,  is the final cycle within the 4-cycle Yuga era. The first cycle is the age of truth and perfection, the second cycle is the age of emperors and war, the third stage is the age of disease and discontent, and the third stage (the Kali Yuga) is the age of ignorance and darkness.  If you're worried because you already missed 5,000 years of the Yuga, don't fret; you have upwards of 467,000 years left.     You've probably heard of Chinese New Year, so you won't be surprised that there is a Chinese calendar.  According to this system, each month begins on the day when the moon is in the "new moon" phase. The beginning of a new year is also marked by the position of the moon and occurs when the moon is midway between the winter solstice and spring equinox.  China uses the Gregorian calendar for official things, but still uses the Chinese calendar is used to celebrate holidays.   You might be surprised to learn about the Ethiopian calendar.  The Ethiopian calendar is quite similar to the Julian calendar, the predecessor to the Gregorian calendar most countries use today.  Like the other calendars we've discussed, it's intertwined with the faith of the people.  The first day of the week for instance, called Ehud, translates as ‘the first day‘ in the ancient Ge'ez language, the liturgical language of the Ethiopian church.  It is meant to show that Ehud is the first day on which God started creating the heavens and the earth.  The calendar system starts with the idea that Adam and Eve lived in the Garden of Eden for seven years before they were banished for 5,500 for their sins.  Both the Gregorian and Ethiopian use the birthdate of Jesus Christ as a starting point, what Eddie Izzard called “the big BC/AD change-over,” though the Ethiopian Orthodox Church believes Jesus was born 7 years earlier than the Gregorian calendar says.  The Ethiopian calendar has 13 months in a year, 12 of which have 30 days. The last month, called Pagume, has five days, and six days in a leap year.   Not only do the months have names, so do the years.  The first year after an Ethiopian leap year is named the John year, and is followed by the Matthew year, then Mark, then Luke.  Sept. 11 marks the day of the new year in Ethiopia.  By this time, the lengthy rainy season has come to a close, leaving behind a countryside flourishing in yellow daisies. That's fitting because Enkutatash in Amharic, the native language of Ethiopia, translates to “gift of jewels.” To celebrate New Year's, Ethiopians sing songs unique to the day and exchange bouquets of flowers. Of course, there is plenty of eating and drinking, too.   So what about this Gregorian calendar I keep mentioning?  The Gregorian calendar was created in 1582 by Pope Gregory XIII, who made some changes to the previously used Julian calendar.  Okay, so what was the Julian calendar?  It should shock no one that the Julian calendar was ordered by and named after Julius Caesar.  By the 40s BCE the Roman civic calendar was three months ahead of the solar calendar.  The Alexandrian astronomer Sosigenes, introduced the Egyptian solar calendar, taking the length of the solar year as 365 1/4 days.  The year was divided into 12 months, all of which had either 30 or 31 days except February, which contained 28 days in common (365 day) years and 29 in every fourth year (a leap year, of 366 days).  That 29th day wasn't February 29th, it was February 23rd a second time.  What a mess that would make, though that conflagration of confusion probably paled in comparison to to what Caesar did to align the civic and solar calendars--he added days to the year 46 BCE, so that it contained 445 days.  Unsurprisingly when you try to make such a large change to the daily lives of so many people in the days before electronic communication, it took over fifty years to get everybody on board.   Sosigenes had overestimated the length of the year by 11 minutes 14 seconds.  11 minutes doesn't mean much in a given year, but after, say, 1500 years, the seasons on your calendar no longer line up with the seasons of reality.  That matters when your most important holy day needs to happen at a certain time of year.  Enter Pope Gregory XIII, who wanted to stop Easter, which had been celebrated on March 21, from drifting any farther away from the spring Equinox.  Aloysus Lilius, the Italian scientist who developed the system Pope Gregory would unveil in 1582, realized that the addition of so many February 23rds made the calendar slightly too long. He devised a variation that adds leap days in years divisible by four, unless the year is also divisible by 100. If the year is also divisible by 400, a leap day is added regardless. [OS crash noise] Sorry about that.  While this formula may sound confusing, it did resolve the lag created by Caesar's earlier scheme—almost; Lilius' system was still off by 26 seconds.  As a result, in the years since Gregory introduced his calendar in 1582, a discrepancy of several hours has arisen.  We have some time before that really becomes an issue for the average person.  It will take until the year 4909 before the Gregorian calendar will be a full day ahead of the solar year.   Maths aside, not everyone was keen on Pope Gregory's plan.  His proclamation was what's known as a papal bull, an order that applies to the church by has no authority over non-Catholics.  That being said, the new calendar was quickly adopted by predominantly Catholic countries like Spain, Portugal and Italy, major world players at the time.  European Protestants, however, feared it was an attempt to silence their movement, a conspiracy to keep them down.  Maybe by making it hard to remember when meetings and protests were supposed to be, I'm not sure.  It wasn't until 1700 that Protestant Germany switched over, and England held out until 1752.  Those transitions didn't go smooth.  English citizens didn't take kindly to the act of Parliament that advanced their calendars from September 2 to September 14, overnight.  There are apocryphal tales of rioters in the streets, demanding that the government “give us our 11 days.” However, most historians now believe that these protests never occurred or were greatly exaggerated.  Some countries took even longer than Britain--the USSR didn't convert to the Gregorian calendar until 1918, even later than countries like Egypt and Japan.  On the other side of the Atlantic from the British non-protests, meanwhile, Benjamin Franklin welcomed the change, writing, “It is pleasant for an old man to be able to go to bed on September 2, and not have to get up until September 14.”   When Julius Caesar's reformed the calendar in 46 B.C., he established January 1 as the first of the year.  During the Middle Ages, however, European countries replaced it with days that carried greater religious significance, such as December 25 and March 25 (the Feast of the Annunciation).  I didn't google that one.  After my mom listens to this episode, she'll send me a gloriously incorrect speech-to-text message explaining it.  Different calendars mean different New Years days even now, and the ways in which people celebrate as as splendidly diverse as the people themselves.   The Coptic Egyptian Church celebrates the Coptic New Year (Anno Martyrus), or year of the martyrs on 11th of September. The Coptic calendar is the ancient Egyptian one of twelve 30-day months plus a "small" five-day month—six-day in a leap year.  The months retain their ancient Egyptian names which denote the gods and godesses of the Egyptians, and the year's three seasons, the inundation, cultivation, and harvest, are related to the Nile and the annual agricultural cycle.  But the Copts chose the year 284AD to mark the beginning of the calendar, since this year saw the seating of Diocletian as Rome's emperor and the consequent martyrdom of thousands upon thousands of Egypt's Christians.  Apart from the Church's celebration, Copts celebrate the New Year by eating red dates, which are in season, believing the red symbolises the martyrs' blood and the white date heart the martyrs' pure hearts.  Also, dates are delicious.    Bonus fact: You know that guy, Pope Francis?  He's not actually the pope.  The pope's proper title, according to the Vatican's website, is Bishop of Rome, Vicar of Jesus Christ, Successor of the Prince of the Apostles, Supreme Pontiff of the Universal Church, Primate of Italy, Archbishop and Metropolitan of the Roman Province, Sovereign of the State of Vatican City, Servant of the Servants of God.  'Pope' comes from the Italian 'papa.'  Francis is the Sancta Papa, the Holy Father.  The title of pope belongs to the head of the Coptic church.  So if anyone uses the rhetorical question “Is the pope Catholic?” to imply a ‘yes' answer, you have my authorization to bring the conversation to a screeching halt by saying “No.  No, he's not.”  Double points if you simply walk away without explaining yourself.

Estamos vivendo uma ciber pandemia? Os dados estão valendo mais do que o petróleo? Como podemos proteger nossas informações digitais? No episódio de hoje batemos um papo com três pessoas da área de segurança aqui do Labs, para aprofundarmos mais esse assunto! Bora ouvir esse episódio, que tá massa demais! --- Edição completa por Rádiofobia Podcast e Multimídia: https://radiofobia.com.br/ --- Nos siga no Twitter e no Instagram: @luizalabs @cabecadelab Dúvidas, cabeçadas e sugestões, mande e-mail para o cabecadelab@luizalabs.com Participantes: Milene Mancini Vasconcelos | instagram.com/m_mvasconcelos/ Claudia Miyuki | linkedin.com/in/claudia-miyuki-fukasawa-a8a88515/ Rafael Alves | linkedin.com/in/rafael-alves-lima-83968892/ Rodolfo Capelari | https://www.linkedin.com/in/rodolfocapelari/

Season 3 Episode 20 is with University of Nebraska-Kearney LB Coach, Brian Vaughn. We discuss the entire process of putting the 2021 season to bed, and look forward to 2022. SHOW NOTES 4:08 Welcome Brian Vaughn! 9:41 Wrapping Up the 2021 Season 11:29 Technique Checklist 17:27 Examining Calls 29:13 Modular Teaching Setup 34:48 Changing Techniques vs. Changing Coverages 36:53 Getting to Bear Within Your Personnel 48:37 Breaking Down Your Calls 59:16 Tracking Ideas During the Off-Season 1:02:56 Layering Your Defense 1:05:31 Practicing Ahead 1:15:13 Self-Scout Formation Tendencies 1:18:28 4x0 Unbalanced & FIB 1:23:11 Avoiding Issues with Certain Calls 1:43:06 Evolution of the Game & Mastery 1:50:07 Xs & Os vs. Jimmies & Joes 1:58:37 Culture vs. Scheme Debates 2:12:48 Preparing for Unknowns 2:30:42 Final Thoughts Follow Brian Vaughn on Twitter @blitzologyblog or @BrianMVaughn and Coach Vass @CoachVass, and the podcast's account @MDGAPodcast, as well as the offensive podcast, @RunVassOption. Come join us on Twitter to discuss the episode! To see the new Coach Vass Football YouTube Page www.youtube.com/coachvassfootball To join the Coach Vass Football Patreon, go to www.patreon.com/CoachVass If you can't remember all of those links or want to ask a question for next week's pod, head to: www.linktree.com/coachvass Visit the website at www.coachvass.com to view more information on the podcast, the link to his YouTube channel, CoachTube videos, Patreon, Pop-Up Clinics, blog posts, and articles from Coach Vass, as well links to join Coach Vass' email list, and a form to contact him for off-season consulting. COACH VASS' 3rd DOWN & RPO COACHTUBE BUNDLE bit.ly/vasstubebundle “DEFENDING THE WING-T OFFENSE” BY COACH VASS bit.ly/wingtvass HUDL: "ASK COACH VASS IN-SEASON SERIES" www.hudl.com/blog/ask-coach-vass-in-season-fixes For more information on the brand new Hudl Focus Outdoor Hands-Free Camera, check it out here: www.hudl.com/coachvass SPONSOR LINKS: www.hudl.com www.coachtube.com

Ohio State will face off with Utah today in the 2022 Rose Bowl. It's an incredibly intriguing matchup as a number of opt-outs and injuries make things truly unpredictable. How much will incoming defensive coordinator Jim Knowles impact the Buckeyes' defensive game plan? How will the absence of players like Haskell Garrett, Antwuan Jackson, Cody Simon, Sevyn Banks, and Marcus Williamson impact the defense?Buckeye Scoop's Xs and Os guru Ross Fulton joins host Tom Orr to discuss all of that and much more.

Football is all about Xs and Os, the Jimmies and the Joes. 11 Personnel discusses all of them between Kentucky and Iowa ahead of Saturday's matchup at Camping World Stadium. Recording live in Orlando, here's a taste of what you'll hear from Roush and Luckett: Wildcats that could potentially miss the Citrus Bowl. Kentucky is playing with emotional energy and a lot of momentum. How Coen might attack the Iowa defense. Who will have a big bowl moment for Kentucky. Chris Rodriguez is under-valued. Betting trends that will lead you to the over.  Learn more about your ad choices. Visit megaphone.fm/adchoices

Despedimos 2021 siguiendo al James Webb, las fuertes ventas de Oculus Quest, el ascenso rápido de DuckDuckGo, la incorporación de Toncoin a Telegram, dos vulnerabilidades más en Log4J y el mayor viaje de un camión autónomo Patrocinador: Descubre los nuevos Xiaomi 11T y Xiaomi 11T Pro https://www.mi.com/es/product/xiaomi-11t/, dos móviles de cine que tienen todo lo que necesitas: una pantalla de 120 Hz para el disfrute permanente de tus ojos, y una carga ultra-rápida de 120W que permite recargar tu móvil por completo en tan solo 17 minutos. https://www.mi.com/es/product/xiaomi-11t-pro Despedimos 2021 siguiendo al James Webb, las fuertes ventas de Oculus Quest, el ascenso rápido de DuckDuckGo, la incorporación de Toncoin a Telegram, dos vulnerabilidades más en Log4J y el mayor viaje de un camión autónomo

Over the next few podcast episodes, we'll walk through the 7 Levels of Scale—everything you need to know to grow and scale your business.   Everyone always asks Roland Frasier and Ryan Deiss “Where do I start?” when it comes to scaling their business. Their new framework they call The 7 Levels of Scale answers that question.   In the previous episode, they covered Levels 1 and 2. In today's episode, they unpack Level 3, but here are all seven:   Level #1: Sell and serve 10 customers. Level #2: Build a growth flywheel.   Level #3: Build an upgraded scalable operating system.   Level #4: Double your take-home pay. Level #5: Build your board. Level #6: Complete an acquisition for expansion. Level #7: Hit your number.   If you haven't listened to Part 1, go do that now. This framework doesn't work out of order. Sequence matters in a big way. Then listen in for everything you need to know about Level #3: Build an upgraded scalable operating system.   Two Big Errors Entrepreneurs Make   The first error entrepreneurs make is setting up an operating system without going through the first two levels. You don't need an operating system if nothing is happening in your business.   The second error they make is just go go going without putting an operating system in place. If you build your growth flywheel, then fail to build and implement an operating system, you'll grow your business into non-existence. It will implode from system overload. You can't serve the people coming in, because it's all happening too fast, and you don't have a system in place to handle it. This will wreck you, wreck your family, and wreck your business.   This happened to Ryan. He almost lost his marriage over it. To build something that's actually working—but have it almost destroy you—is one of the worst things that can happen.   What Is an Operating System Exactly?   No one can actually agree on a definition, but Google says this: “An operating system is a set of algorithms and a common language that enables different components to communicate with one another in the support of the desired outputs of a machine.” It's like a computer where the mouse, the CPU, the printer, and everything else has to communicate with each other in order for it to work.   What do we mean by a set of algorithms? Standard operating procedures. What is a common language? Communications and meeting rhythms. What are desired outputs? Your goals and objectives.That forms the foundational framework of what it means to have an operating system.   The business owner generally knows what the desired outputs are, but they haven't really been fully flushed out. You need goals and objectives and a way to communicate them throughout the company. You need standard operating procedures (SOPs) where one person knows how to do something, and documents it so others can learn and repeat it.   Roland and Ryan built a tool for their company internally and now it's available to people in their  Scalable OS Accelerator.    Document Your Set of Algorithms    Visualize how your company creates value. What is your growth engine? Once you've acquired a customer, how do you serve them? That's the fulfillment engine. In the entire process, you might have half a dozen value engines. There might be 3-4 stages that are really important. These are the ones that need to be documented.    Start with the customer and work backward. Go all the way back to Level 1: sell and serve 10. How do you do this well?    Document the entire process value flow Identify the power stages and build step-by-step checklists/playbooks around those Assign accountability.   Then use that to build company scorecards and establish the meeting rhythm. When will you meet as teams, leadership, all hands? Figure out your meeting schedule once you know about the scorecards. The meeting and scorecards are your common language.    Map Out Your Weeks, Months, and Quarters   Roland and Ryan do 90-day quarterly sprint plans. They look at their scorecards and ask: how are we progressing toward our goals? What's working and what isn't? What do we need to optimize? That determines the activities you need to do in the next 90 days.   If you don't have all these systems in place, then what do you do? Everybody just has their own ideas, their own pet projects, then no one can agree on what to do next. You have to have the OS in place.    One you've got your growth flywheel spinning, you'll need to spend 8-12 weeks building your operating system. While you build, you're also tracking and measuring. That's all through the scorecards. Then, the way you install the OS is to host your first quarterly sprint plan. Day 1 is a clarity day. Day 2 is your first quarterly sprint plan. You're looking forward but also back.    Every three years: clarity day Quarterly: sprint plan Monthly: business review Weekly: team meeting reviewing scorecards   Roland and Ryan aren't big believers in annual planning. They plan in 3-year cycles and execute in 90-day sprints.    The 6 Primary Tools that Go Into a Scalable Operating System   Value engine (visual representation like a whiteboard with post-it notes) Playbooks (step-by-step checklists that drill down into power stages) HOT canvas (High Output Team, assigning responsibilities) Scorecards (metrics and tracking weekly, reviewed monthly) Meeting rhythm (how often each team is getting together) Clarity compass (visually demonstrating desired outputs)   Roland and Ryan want to create more Level 7 entrepreneurs. They want to help more entrepreneurs scale themselves so they can scale their companies. They're sick and tired of entrepreneurs burning out and quitting on themselves. They want them to stay at the helm of their companies for as long as they want to. It's better for the world.   When you pass Level 3, you pass the scalable line. That's when your company is officially scalable. Next up: making more money. Stay tuned for Part 3!   RESOURCES: 7 Levels of Scale Workbook - Take a brief assessment to see where you're at and what's next.   OUR PARTNERS: Get a free proposal from Conversion Fanatics Get 3% cash back on your ad spend with AdCard Get Roland's book, Zero Down, FREE Join Roland's next EPIC Challenge  

In this last episode of 2021, we interview Solene from OpenBSD. She's blogging about her experiences with OpenBSD on dataswamp.org, the webzine she created, how she got involved and other topics. Enjoy and best wishes for 2022! NOTES This episode of BSDNow is brought to you by Tarsnap (https://www.tarsnap.com/bsdnow) and the BSDNow Patreon (https://www.patreon.com/bsdnow) Interview - Solene Rapenne - solene+www@dataswamp.org (mailto:solene+www@dataswamp.org) / @solene@bsd.network (@solene@bsd.network (mastodon)) https://dataswamp.org/~solene/2021-07-26-old-computer-challenge-after.html Send questions, comments, show ideas/topics, or stories you want mentioned on the show to feedback@bsdnow.tv (mailto:feedback@bsdnow.tv) *** Special Guest: Solène Rapenne.

Há tempos saquei que grande parte dos que me leem são jovens (na faixa dos 24 a 35 anos) buscando conhecimento que os ajude a pavimentar seu caminho no universo profissional. E para gente jovem poucos assuntos são óbvios. E mesmo os óbvios precisam ser revistos sob óticas diferentes ou simplesmente relembrados. É nos detalhes óbvios que mora a diferença. Portanto, vamos ao óbvio. Minha carreira me coloca diante de situações e pessoas diferentes e com histórias de vida quase sempre fascinantes e únicas. Mesmo quando encontro pessoas parecidas que agiram de forma parecida, quase nunca o resultado é igual. A única coisa comum entre os que obtiveram o sucesso que verdadeiramente importa é que todos trabalharam pra valer. E com o tempo a gente vai juntando umas reflexões que, se não garantem o sucesso, ajudam de montão. Lá vão então as dicas óbvias de ano novo: Você percebe que chegou a hora de mudar quando levanta da cama pela manhã e diz: Que saco! Tenho que ir trabalhar. O mundo acontece fora de sua sala, de seu departamento, de sua empresa, de seu círculo de amizades. Vá onde os outros não vão. Leia o que os outros não leem. Ande com gente de fora. Arrume uns amigos esquisitos. A vida é feita de encontros, especialmente os imprevisíveis. Exponha-se a eles. Se sua vida é casa-trabalho-escola-casa, seus encontros são previsíveis. Busque novos encontros. Deles surgem as oportunidades. Ao levantar pela manhã você pensa na sua proposta de valor? Naquilo que você quer que as pessoas sintam quando encontram você? Se você não pensa, outras pessoas pensam. E constroem sua imagem à sua revelia. Tome conta de sua imagem. Chegará o dia em que seu maior patrimônio será seu círculo de amizades. A maioria das soluções para seus problemas surgirá de um contato com um conhecido. Portanto alimente esse círculo, plante, regue e retribua. Como diz Rubem Alves: é no espanto que o pensamento acontece. Se sua vida é uma rotina, não há mais inteligência nela. Fuja da rotina. Procure o novo. Aprendi como cartunista: para poder fazer uma caricatura, você tem que saber desenhar. Aprendendo bem o básico, é possível criar sobre ele. Portanto, antes de inventar moda, enriqueça seu repertório. Falar português errado é como ter unha suja, cabelo ensebado ou cheiro de corpo. Seja culturalmente asseado. Quem, tendo a oportunidade de estudar, fala “problema” e “nóis vamo”, dá uma pista sobre suas prioridades. E se acha que isso é preconceito linguístico, não entendeu nada de nada. Esforce-se para se colocar em situações em que seu estômago congele na hora de tomar uma decisão. Se seu estômago não gela, é porque não há risco. E qual é o retorno de atividades que não tem risco? Por fim, uma frase deliciosa do escritor francês Charles Lemesle: “Os homens são como os vinhos: com a idade, só os melhores lucram em doçura o que perdem em força. Os outros azedam.” Que seu 2022 seja nutritivo. É óbvio. No Youtube: https://youtu.be/pydquPPj87w Gostou? De onde veio este, tem muito, mas muito mais. Acesse http://mundocafebrasil.com

Biggest stories of the year including Meta, mRNA, Log4j, NFTs, Ransomware COVID-19's impact on tech. Elon Musk in 2021. The World Is Still Short of Everything. Get Used to It. GM's heated seats and steering wheels are the latest casualties of the chip shortage. Baby Driver: Philadelphia woman gives birth in the front seat of Tesla on autopilot. The tangled history of mRNA vaccines. Ransomware Jerks Helped Cause the Cream Cheese Shortage. The Harvard Job Offer No One at Harvard Ever Heard Of. Microsoft's very bad year for security: A timeline. Log4j: The 'most serious' security breach ever is unfolding right now. REvil Ransom Arrest, $6M Seizure, and $10M Reward. Billionaires in space. FAA: No more commercial astronaut wings, too many launching. Fact check: Jeff Bezos' New Shepard rocket launch didn't emit carbon. Jeff Bezos steps down as Amazon's C.E.O., handing the reins to Andy Jassy. In a surprise tweet, Twitter CEO Jack Dorsey said he's stepping down. Square is changing its name to Block. The Metaverse Is Mark Zuckerberg's Escape Hatch. A Global Tipping Point for Reining In Tech Has Arrived. Lina Khan's Battle to Rein in Big Tech. Top trend of 2021: The Metaverse. 2021 ends with a question: Are NFTs here to stay? Android 12: Everything you need to know about Google's new big update to the popular OS! Colonial Pipeline: How a major oil pipeline got held for ransom. Sinclair Confirms Ransomware Attack That Disrupted TV Stations. A comprehensive breakdown of the Epic v. Apple Ruling. Tardigrade is first multicellular organism to be quantum entangled. Ever Given container ship leaves Suez Canal 106 days after getting stuck. VW rebrand turns out to be April Fool's joke. Olympics Broadcaster Announces His Computer Password on Live TV. Don't be fooled — Amazon's Astro isn't a home robot, it's a camera on wheels. I swallowed one of my AirPods. Woman swallows AirPods accidentally; claims device recorded audio from her stomach. Host: Leo Laporte Guests: Ant Pruitt, Mikah Sargent, and Jason Howell Download or subscribe to this show at https://twit.tv/shows/this-week-in-tech Get episodes ad-free with Club TWiT at https://twit.tv/clubtwit Sponsors: Blueland.com/TWIT noom.com/twit UserWay.org/twit