Next month will be 5 years that I have been a Registered Nurse.
In honor of that, I’d like to share one (of many I have had) career defining moments…my first patient code.
I had been a RN for maybe 6 months and was working overnights from 7pm to 7:30am. I had just come on to shift and received report for my patients when the son of one of them called and asked to speak with me.
He goes on to explain that he’s concerned for his Mom because she hadn’t had much to eat or drink in the couple days she had been a patient with us. He was also concerned about her ability to communicate with staff effectively as she was older and had multiple strokes that left her forgetting a lot of her English. Instead, she tended to mumble in her native language…Polish.
After speaking with him, I immediately looked up key words in Polish I knew I would need if I was going to be able to connect with her the same way I do all my other patients.
I looked up the Polish word for nurse. Pielęgniarka.
Next, I looked up the word for pain. Ból.
Medicine. Medycyna.
Potato. Ziemniak.
Water. Woda.
Potato seems random, but in my conversation with her son, he said her favorite food was mashed potatoes (mine too!) and that’s what she had ordered for dinner earlier that was still sitting on her table to eat.
When the time came and I entered her room, I found her lying in bed, seemingly bored, but curious as to who I was. I introduced myself as her nurse using the word I had just looked up and she greeted me with a smile.
The next 10-15 minutes after had her and I laughing together as I haphazardly tried communicating with her using broken Polish and hand gestures. You could tell there was a language barrier, but it didn’t stop either of us from getting our point across, and the giggling from us both lightened the mood.
I remember feeding her the mashed potatoes and hearing her go, “Mmmmmmm” as she swallowed them.
I remember her declining the “woda” I kept offering.
Then I remember her clutching at her hip and writhing in pain. That wasn’t a shock considering she was there with a broken hip awaiting surgery, but had to be off her regularly prescribed blood thinners for a while first. I asked if she had pain and she nodded yes. I asked if she wanted pain medicine and she said yes. I gave it to her and watched her settle back down until she began itching her arms motioning to me that she was uncomfortable. I massaged lotion into both of her arms as she sighed of relief and said, “Very good! Very good” taking both of my hands into hers to thank me.
I smiled back and said that she was welcome. Knowing she was feeling better, I went to round on other patients, occasionally peeking in to see how she was doing. After an hour or so, I went back in her room and saw that she had fallen asleep. I fixed her nasal cannula as it had fallen down from her ears and I checked her foley to make sure the tubing wasn’t getting kinked. I made sure she was covered with her blanket so she wouldn’t be cold. Hospitals are always so cold…
I went to another patient’s room. 2 minutes later, one my CNA’s came to me saying they just went in her room and she wasn’t breathing.
What? How?
I just came from there and she had been sleeping peacefully. There were no signs of distress.
What do you mean she isn’t breathing?
I ran to her room. I checked for a pulse. No pulse.
Panic set in. I quickly confirm she’s a full code and my staff and I jumped into action.
One of us got the crash cart. One of us paged for a code. One of us started compressions while the other ambu bagged her.
Suddenly a bunch of staff are at my side as we all fall into our assigned roles.
I remember those compressions I did on her. No one ever talks about the trauma that CPR does to a person’s body…
How the ribs crack like uncooked pasta underneath your hands.
After rounds of CPR, we managed to get a pulse back and transferred her straight to the ICU where she coded again.
We resumed our roles. We must have tried for over 30 minutes.
She wasn’t coming back.
The family (her son and daughter) had been contacted and the doctor called it.
The rest of that night was a blur to me. I had other patients to take care of, so I went back to my unit until the family had arrived and asked to speak with me.
I told them everything that happened from the first moment I walked in to her room. I showed them my chicken scratch notes of the polish words I looked up. I explained that I had no explanation for what could have happened as I saw no signs that she was in danger. And then I broke down crying apologizing profusely feeling like I had completely failed her and them.
Suddenly the son hugged me, then the daughter. They both thanked me for doing what I did for their mother, stating that most people wouldn’t have even taken the time to look up Polish words. Then he said something I’ll never forget. He said she knew her time was coming as earlier that day she mentioned to them both that she would be going “home” soon.
To this day I wish I knew what happened. To this day I try to think about what signs I could have missed. To this day I wonder if I could have done anything differently.
I’ll never forget her, and I think of her often hoping her last moments here provided some bit of love and comfort.

Your resume is your ticket to the professional world, the first impression you make on potential employers. Building a strong resume is crucial for opening doors to new opportunities and showcasing your skills and experiences. In this blog post, we'll walk through the essential steps to help you craft a compelling and effective resume that stands out from the crowd.
Start with a Strong Header:

• Your header should include your full name, contact information, and professional-looking email address. Make sure your phone number and email are current and easily accessible.

Create a Powerful Summary or Objective:

• Begin your resume with a brief summary or objective statement that highlights your career goals and what you bring to the table. This section provides a quick snapshot of your professional identity.

Highlight Your Key Skills:

• Identify the key skills relevant to the job you're applying for and showcase them prominently. Use a mix of hard skills (specific technical abilities) and soft skills (communication, teamwork) to give a comprehensive view of your capabilities.

Showcase Your Work Experience:

• List your work experience in reverse chronological order, starting with your most recent job. For each position, include the company name, your job title, and the dates you worked there. Use bullet points to highlight your achievements and responsibilities, emphasizing the impact you had on the organization.

Quantify Your Achievements:

• Whenever possible, quantify your accomplishments. Use numbers, percentages, or other measurable metrics to demonstrate the impact of your work. This adds credibility to your achievements and gives employers a clear understanding of your contributions.

Education and Certifications:

• Include your educational background, starting with your most recent degree. Include the name of the institution, degree earned, and graduation date. If relevant, mention any certifications or additional training you've completed.

Tailor Your Resume for Each Job Application:

• Customize your resume for each job application by aligning your skills and experiences with the specific requirements of the position. This demonstrates your attentiveness and makes your resume more appealing to hiring managers.

Include Relevant Keywords:

• Many employers use Applicant Tracking Systems (ATS) to screen resumes. Incorporate relevant keywords from the job description to increase the likelihood of your resume passing through these systems.

Add a Section for Additional Accomplishments:

• Consider including a section for additional accomplishments, awards, or volunteer work that demonstrates your well-rounded skills and character.

Keep it Concise and Well-Formatted:

• Aim for a clean, organized layout with a professional font. Keep your resume to a maximum of two pages, focusing on the most important and relevant information. Use bullet points for easy readability.

Conclusion:
Crafting a good resume is a skill that can significantly impact your professional journey. By following these steps, you can create a resume that effectively showcases your strengths, catches the attention of employers, and increases your chances of landing the job you desire. Remember, your resume is a dynamic document, so revisit and update it regularly to reflect your evolving skills and experiences.
Signed,
The lady behind the JobsRUs.com mask

*Management style:
Not democratic/participative. Not transformational. Not Coaching. Very much Autocratic/Authoritative/Coercive. Sometimes Laissez-faire. Style depends on the department.
*Chain of command:
The ministry is seen as a church by top management. Top management are the “elders” and the CEO is the Senior Pastor. Then there is everybody else. So, confidence is put on their positions of authority. They are, in all sense and purposes, the “spiritual leaders”. They present themselves as having spiritual authority and, therefore, as being entitled to receive immediate agreement and unquestioned compliance.
Also, there are multiple management layers or chains which this quote sums up as well:
"When you become an admiral, you never have bad meals and you never hear the truth. there are all these layers of management and buffer layers and each one is afraid to tell unpleasant truth to the top levels.... “
Not a culture of authenticity where everyone on the team, including management, is encouraged, and expected to be who they are. There is a sense that top management puts up a false front, they seem to want to appear perfect. Illusions of invulnerability exist. They always lead well, they always make the right decisions, they never admit mistakes, etc. Want people to think they got it all together- all rainbows and lollipops. Do not exhibit vulnerability. Toxic positivity is also very much present: Everything is seen as “awesome”. So, there is judgment if you have a bad (not "everything is awesome") day.
The vertical chain of command, results in less collaboration, slow communication, lack of career growth, feelings of subordination, and decreased employee empowerment. Top management sets the rules and standards without any input from the “bottom” employees. Employee questions, concerns or ideas have to go up several steps of the chain of command so that upper management can address or approve. The bottom employees do not have the ability to make decisions related to their work or a particular situation. So, not everyone feels equal.
So, if you are not a spiritual leader, you are just basically told to submit and listen to those who are in authority over you because they are the people that “hear from God” and you are not and so whatever they say goes. And they set up a scenario where they basically kept those of us who were not spiritual leaders dependent upon them.
Many in management are overconfident and overestimate their abilities. They have a simple idea of how things are and how things work. Unfortunately, they make decisions that impact entire departments without gaining the needed knowledge.
The chain of command and lack of ongoing training also results in many employees being promoted so much that they max out their competence and will remain there until they leave or are let go. So, you end up with many in the role of management that lack the training and competence of the respective department. So, employees with the most authority are often not the most experienced and not adept in the particular field leading team members. And employees with the most experience and skills and knowledge and wisdom have the least (or no) authority.
Good leaders don’t always claim the “leader” title. Oftentimes, good leaders are those with more understated temperaments. Leadership is as much about listening as it is about telling. However, people with the most open and receptive personalities often do not have much authority.
Also, how the chain of command should operate when there is a unit that acted without proper authorization, it is not a junior authority who’s going to bear a responsibility for that, but somewhat of more senior status. And that’s true in any military or business or ministry operating by a code of ethics. So, if someone at the bottom of the chain is struggling, failing, or making mistakes, those at the top of the chain bear full responsibility. Everything stands or falls on leadership. Unfortunately, the chain at FCBH is not two directional.
There is also a sense that top management promotes employees who are least-competent but pose no risk to their own position (in-group bias) to management.
*Feedback:
Work environment or culture is not set up for employees to give honest feedback/opinions or to deliver bad news or to question or disagree with management.
Sample bias is also common. Management will send an email asking for feedback but they won't consider how only the people who are open to talking and sharing their opinions will participate while others won’t. Bias arises because employees with specific characteristics (e.g., extroverts) might be more likely to agree to participate than others, making the participants a non-representative sample. People with strong opinions or substantial knowledge about a specific topic may be more willing to give feedback than those without. Management does not follow up to determine why they are unresponsive or follow up frequently to reduce attrition.
Management claims they want to hear from employees, but they only want opinions and ideas on matters that are superficial or trivial. So, few employees give candid feedback on important and significant matters.
Top management does not involve employees in the change process when changes occur.
Management does not ask for honest feedback on their leadership or on decisions that are made that affect employees. Management will not ask how they are doing as leaders, what employees need from them. No regular check-ins or 1:1 on employees’ professional and personal well-being. Are employees stressed, disappointed or feeling burdened physically, emotionally or spiritually? No growth and career discussions.
Management will ignore most feedback, comments, suggestions even when it's common knowledge but will adamantly listen to employees who preface with "God told me to tell you..." Or “I felt God say …” or “God spoke to me and said…”
For example, management started focusing on Gen Z only after a few people claimed that “God told us that Gen Z are important for our future business growth.” In another instance, someone said “God gave us this word: we as a ministry need to really consider how everyone is wired, how each person is different. How people have different personalities.” Then, management affirmed this “word from God.”
If one employee brings something up to management it is often ignored and the employee is gaslighted. If two or more employees bring the same thing to management, then God is communicating something and they take it seriously (per Matt 18). Even if it is just coincidence or frequency bias.
*Groupthink/Conformity:
Groupthink, confirmation bias, in-group bias, illusions of unanimity, and self-censorship is very prevalent in the culture and especially in their meetings. There is a lot of direct pressure to not question, to conform, to agree with the views and personal convictions of the top management. Employees condemn those who disagree or question top management and they accept those who agree, creating immense pressure for conformity.
So, many employees frequently remain quiet, preferring to “keep the peace” rather than disrupt the uniformity. Employees are pressured to hide problematic information (especially from top management).
*Disagreements/Different perspectives:
Top management will also point out the working and living conditions of international employees to “encourage” local employees to not “complain” or give critical feedback or bring up legitimate problems (e.g., fumes or loud noises from construction in the building).
Management also often commits the "ends (or goals or vision) justify the means" fallacy: the work, the production and distribution of bibles (the ends) being done is more important, so employees shouldn't complain at all about the means or their working conditions (broken chairs, broken or inadequate equipment, poor work-life balance, bad management).
And, if management disagrees with you, with your observations, feedback, suggestions, or theology, they will often try to trump you with spirituality or vague meaningless spiritual terminology instead of using Scripture (properly interpreted), facts and reasoning.
In addition, top managers will take great offense when employees question or disagree with the directions and decisions they make. Dissent is not welcomed. Respectful debates/disagreement is not encouraged. Open discussion and alternative perspectives are not encouraged. Management does not value, support, or respect diverse opinions and ideas. They do not actively seek out different viewpoints. Do not allow people to speak their perspective, their thought of mind. So, there is no psychological safety. Employees do not feel comfortable expressing dissenting opinions without fear of retribution or judgment. Afraid of breaking the little glass image. People do not feel comfortable sharing setbacks, mistakes, failures. Management does not encourage open communication. Management often seeks agreement, instead of posing honest questions that challenge the status quo and provoke critical thinking and discussion. They do not encourage employees to challenge them. In fact, they are seen as a type of complaining or critical feedback and so are viewed as sin. This makes top management seem self-centered.
*Appeals to emotion: Guilt and Shame:
Top management often shares their personal opinions and convictions (e.g., spending money only when absolutely necessary, not accepting large gifts, not buying fancy items) as something everyone should do. It’s never direct. It's always through stories. Management loves stories. The personal convictions of management are presented as more than preferences.
For instance, top management encourages extreme frugality and poverty through their personal anecdotes #loudbudgeting and stories from international cultures. Think along the lines of: “we, here in America, have no right to be sad or to complain about things or to request better things or ask for accommodations or for more employee engagement because others (internationals) have it much worse.” Even wanting better equipment and supplies or asking for better working conditions is frowned upon (in some cases seen as a sin), even if your request helps you to do your job more effectively and makes the work better (a new whiteboard, a new office chair, better computers, etc.)
Example: “You should really try to come in to work even if you feel bad, even if you are snowed in and the roads are hazardous because people need to get our bibles. And our international employees work in much harsher conditions.”
You also get this feeling from the way they communicate that top management would rather not pay their employees. They would prefer it if everyone just worked for free because “we are on a mission from God. We are doing the Lord's work.” There is also a sense that employees should be more than willing to sacrifice their well-being, career goals, financial goals, personal goals for reaching people with their Bibles.
Leadership sets the example and expectations, so this all ends up making employees confused and feeling guilty and ashamed. Guilty and shameful about asks, spending money (even their own). Guilty and shameful about having nice things (new car, new phone, new tv), about making needs known, about sharing concerns regarding work, about asking for raises to keep up with cost of living, etc.
Example: An employee has continued to use an old whiteboard. It is so old it is hard to read and difficult to erase. Management likes to tell donors: “We don't spend money on everyday things like whiteboards…. Instead, we use that money for more bible recordings, for people to hear about Jesus.”
This also causes confusion. Every few months there is a meeting where management discusses how sitting on stores of money is bad, but spending it is also bad, but also not spending it is bad... "Being rich is bad. Money is bad. let's not accumulate money, that's bad. We must think about how people will see what we have. So we should look poor and not appear too frivolous." But top management is okay with receiving gifts from donors and other ministries. Management personally does not like to have nice “fancy” things, and as a ministry, they say FCBH should also not have nice fancy things, they should use the money for other more important things. They don't like when other ministries use their money for nice fancy things, but it's okay if other ministries give FCBH nice fancy things like tote bags, key chains, mugs, phone holders, lunch bags. Another example, it took them years to repaint the parking lot. It was at the point where people did not know where to park. Before repainting, management decided to remodel the hallways and install posters and multiple monitors with language stats.
There is also a subtle sense that producing audio and video bibles is the highest calling one can have. And it's implied that FCBH is the main means God uses to fulfill the great commission: “God needs FCBH to do these bible recordings or people (specifically unreached internationals) will go to hell.” So, top management hints that working anywhere else isn't really serving God (or at least, not serving God as well as one could if they worked somewhere else). They imply that working at this ministry is the only way to truly serve God and fulfill your calling. They also use this framing to guilt and shame employees into not quitting. Management implies that employees should not take opportunities to leave or take other jobs because getting the Bible to people is God’s highest calling for us as Christians:
“If anyone leaves FCBH, then they must not really understand the vision/calling. They are not committed to saving people. We should be willing to give up things to fulfill the calling. The apostles did not pursue better jobs and so God will provide if we need better pay, benefits, career. For those of us who join the ministry to hold true to get God's word to every person, it takes discipline because we have opportunities to do other things. I'm sure that Noah had problems with Builders because he probably had hundreds of people not thousands working on the ark. They started their own businesses and started side things going on. pretty soon they'll have no time to work with him on the ark. and you can have all kinds of diversionary things happen. and so we want to understand they focused in the ministry. and that's been one of the things that I've really tried to do is what did God tell me at the time this ministry began because I was not interested in this ministry. I was interested in living by faith and experiencing God through people and seeing people experience God. and when I was praying about that here in Albuquerque the Lord said bring my church together and make disciples. and then he also told me that when his people think the same they are one. so it's not a matter of getting rid of the buildings or the leaders but it's a matter of people thinking the same. They can go to different denominations, different buildings, have different teachers, and different preachers and leaders but once they think the same, they're one and that's what his objective was. and so that's when I felt like the Lord said get God's word to every person. So I'm challenging us to stay true to what God has called us to do. and every time somebody leaves the ministry there are reasons for leaving. but it startles me a little bit, because I think well we haven't, we haven't communicated the vision very well somehow because they didn't get it. like Noah building the arc. it it's a long project it's not a month or a year two years or three years. our immediate goal is 2033 and it means that we're committed to a cause. and that means some of us we give up something. I we've given up stuff we live in a small apartment and that's what we saw that God had us do and that's our lifestyle we we tone down our lifestyle to get the cause committed to the cause. and and I know that's difficult for some, in some cases maybe there's financial needs because of family growth and stuff there they just can't afford to work in the ministry. but sometimes it's a choice and every time somebody leaves it where it's actually a choice. I think we haven't communicated the mission very good the vision very good. I've been looking at is that could you imagine read reading the New Testament. and finding out that Peter about halfway through or Paul halfway through the ministry all of a sudden got a better job offer. and stopped their portion of the ministry they held the course no matter what happened. whether it was good or whether it was bad. Paul talks about this and sometimes we want to follow the Lord. but we don't impart on ourselves the same responsibilities that those disciples did. so when God Empower them is he empowering you in the same way. and you're making choices that maybe you shouldn't make that you will impart and say the Lord is leading me someplace else when in fact maybe it isn't. it's just a better offer. if the Bible in the New Testament was reading a little bit different than Stephen left the ministry at this point or James left the ministry at this point because of something I think we need to be very very careful and why I say that is that as we work internationally.”
SO, there is a lot of guilt and shame about leaving to pursue other interests or meet needs. Guilt and shame about wanting to leave to advance and develop professionally. For this reason, many remain “loyal” and stay at the ministry.
So there is lots of control and manipulation in the work culture.
*Weekly worship meetings:
These are mandatory and there are some legitimate concerns:
Top management seems to have misconceptions about true worship and worship experiences. They often reduce worship to singing by their communication, the way “worship” is used. Worship is seen as something we do on occasion - once a week, when we gather at work for the mandatory worship time. Top management, by ignoring other styles, seems to believe that there is a single style of worship which is correct for Christians.
And it seems like just about anyone can lead worship or be on the team: anyone that can play an instrument. Top management does not require a worship class or agreement to biblical principles concerning worship as a prerequisite for employees who desire to plan and lead worship experiences. So you end up with people who have different views/philosophies on the worship team. Unfortunately, many who lead do not take the time/effort to plan and lead worship experiences, to discern from songs that are better suited for individual or private worship from songs that are corporate or public worship, to discern songs that are controversial/questionable (have bad theology, weak theology), songs that are theologically ambiguous or songs that lean more towards “feminine” attributes. Most, if not all, of our modern “Christian” worship music is written at a simplistic level of understanding and comprehension. Most music tends to appeal to our emotions. Many songs appeal mostly to women. So there is a great need for teaching on the biblical principles concerning worship. Also a need to choose theologically balanced songs with music appropriate for the people. Unfortunately, many of the songs chosen are theologically incorrect (e.g., having elements from the Word Of Faith movement, New Apostolic Church, New Age). Songs are often not theologically balanced. Songs seem to be chosen for their emotional impact, to make employees feel good; many focus on just one aspect of God (e.g., love). Many promote self-centered worship.
Most of the worship leaders just sing the songs: They do not actually “lead” people into worship. They do not help people connect the lyrics of the song to where they are at in their personal life, to teach them something about God or help the people understand what this song means and what God wants them to get out of it, so they're not just singing songs and just doing, going through the motions or help them understand the depth and the richness of what lyrics mean and how it applies to their life. What matters to them seems to be whether songs are impactful, moving, and beautiful. (Whatever that means.) Whether songs make employees feel good. They don't seem to care whether the songs actually reflect truth: Do the lyrics line up with Scripture? Do the songs glorify self or God? How would new Christians or nonChristians interpret the song?
Theology is the study of God and it's very important doxology is an expression of praise to God so the point here is that all theologies should ultimately lead to doxology if theology doesn't lead to doxology then we've actually missed the point of theology so if you have theology without doxology you just have dead hold orthodoxy which is horrible. On the other side you have the people who say “forget about theology I just want to praise.” But if you have doxology without theology you actually have idolatry because it's just a random expression of praise but it's not actually informed by the truth of who God is so God is
concerned with both he's concerned with an accurate understanding of him and that accurate understanding of him leading to a response of praise adoration and worship towards him.
*Leadership quality:
Top management has more respect for donors and guests than their employees.
Management lacks basic core leadership principles/values:
Unfortunately, many employees are not given power or resources: Management just gives them the responsibility to get things done. Before responsibility is given, employees should be equipped: be empowered, have the authority, be given resources and have the experience. Employees are not empowered as individuals to solve their own problems using their own solutions. Micromanagement is often required every time the situation changes or problems arise. Employees are not inspired to act as leaders for themselves, delivering amazing performance without guidance. They have coaching sessions but only when there’s a problem. True coaching occurs regardless of whether the individual is crushing their goals or falling behind. Management does not seem to care about unlocking a person’s potential and getting the most of their performance. They seem only interested in producing more followers, not more leaders.
No method to hold management accountable to core values listed in their own Employee handbook. Employees are expected to abide by the procedures and rules described in the handbook but top management can choose to ignore it when it is convenient for them.
-Top management are NOT learners: No desire to develop and improve their skills.
-They do not ask employees: What’s one thing you see me doing—or failing to do—that you think I should change?
-They do not ask how they are doing as leaders. Or ask employees how they’re doing.
-They do not ask what employees need from management that they are not giving them.
-No performance evaluations for both management or non-managment.
-They often fail to emotionally connect with employees.
-They do not speak to employees' needs first.
-They do not focus on what they can put into people rather than what they can get out of them.
-They do not understand basic psychology, how people think and behave.
-They are often resistant to (and even hate) change: Perhaps because they fear losing control. In fact, new information, objective facts, research, stats, and even new ideas are often ignored in favor of what's easiest to do or because of tradition. If something has been done and “works”, top management does not see a reason to question it or to improve on it. If something was tried 5, 10, 20, even 50yrs before and failed, top management does not see a reason to try it again even if the exact circumstances have changed.
-They do not empower or give the means, the power or opportunity to do to employees.
-They do not trust others to follow through managing processes and performing tasks.
-They do not lead by example.
-They do not know when to move forward and when to back off, what to improve and how radical those improvements should be.
-They often fail to see options, and plan and prioritize.
-They fail to develop leaders around them.
-Their communication is often poor.
-Their listening is also poor: do not listen for more than facts, but also the feelings, meanings and undercurrents.
-They do not take the time to get to know the people they lead: no weekly check-ins which top organizations have to discuss how employees are doing professionally and personally. Management doesn't ask “what was good this week? What was not good this week? How is your well-being? How is your family?”
Competence in leadership skills is also poor.
-They are not teachable: not willing to keep learning, growing, improving in leadership and management practices: FCBH has a yearly “leadership” summit. But, the way it is set up, it reinforces weaknesses instead of challenging leadership growth.
The summit is also just for a select few in top management. Not every employee is seen as a leader so most employees are excluded.
Top managers attend the summit but there is no followup, no post accountability by other managers and especially by the employees that are under the managers. No discussion on how management will apply what was learned.
Some of the past speakers have had questionable characters and even questionable teachings (Judah Smith). Leadership qualifications and theological background seems to be ignored in favor of charismatics, dynamics, popularity.
-Top management does not take responsibility for their part of a disagreement or failure and apologize.
-They often embrace a victim mentality.
-They often limit yourself by your job title.
-They do not invest in better tools or processes.
-They are content with the status quo.
-They allow their past achievements to stagnate their desire to keep learning.
-There is a lack of discernment, finding the main cause of problems/issues.
-They do not anticipate problems.
-They do not accept the truth of the problem: Do not face up to the reality of the situation;
-They get bogged down in the details.
-They often avoid problems.
-They don’t deal well with problems.
-They do not have their team study all angles.
-They often do not value nontraditional thinking: Don’t embrace change, ambiguity and uncertainty well.
-They do not work well with differences.
-They do not have their own mentors or provide mentorship to others.
-They do not invest to improve their own professional or leadership skills.
-They are often insecure, constantly seek validation, acknowledgement and love.
-They limit employee's success and recognition:
-They do not seem interested in making people successful: Don’t attempt to remove barriers that prevent employees from being successful.

• They often feel threatened by accomplishments by employees who are not management:

If an employee who is not management has a great idea to improve the work, management often does not support it and may secretly try to shut it down.
When a team succeeds, management will not give other people credit and instead take the credit themselves.
It seems like some of the people working there were given the title of management, the position, and that alone made them qualified. Management or leaders assume that their position alone qualifies them to make critical decisions where they may not have the best data, insight, wisdom, skill, experience. Just because one may have the word “manger” in the job title, does not automatically make them a great leader. Leadership is about dealing with people, and the dynamics between those people, and influencing people.
*Dead end career path:
For the most part, top management assumes that team members are fine and "settled", rather than taking the time to understand their true feelings and needs. They do not ask employees where they are struggling, where they are having trouble, what frustrates them the most?
Management does not seem interested in making employees better both personally or professionally. They do not have a growth plan or professional development plan for employees. No job related training. They do not provide what is needed to help employees to grow and improve. They don't provide opportunities for employees to apply their talents and expertise. They don’t ask how they can better support employees. Employees don’t check on each other.
One is expected to work until health deteriorates and skills become obsolete so you leave in a worse place than you started. For most employees, there is no long term future with the organization. Management does not let employees know how they are doing and what the future looks like for them. What the opportunities are. They do not take the time to learn from employees what they want to be. No honest conversations to understand employees goals and ambitions. So, because there is no growth or development plan, no career path, once your skills are outdated, they will probably let you go or they will keep you in the same position and your salary will max out.
Management does not coach employees on how to manage their time, priorities, and energy; no teaching on how to problem solve, or make better decisions, or how to set boundaries or how to minimize context switching and zoom fatigue.

Not a fan of bots but I jump in for the MO. Not the dumb mines but for the medals.
Figured I'd do 3 quick lvl 2 bot missions just to farm reg samples and to get the personal order (complete 3 missions)
First went no problem. Got all fabricators, got the radar up, looted all POIs/samples, and was able to actively fire on all patrols I saw. no issue.
Second... Non stop drops, chainsaw fucks everywhere, jump pack bots flanking. I finished the main objective ditched the usaf artillery obj. And sent for extraction... 30 sec before landing EVERY bot on the map shows up and I die.. I then ditched the samples I dropped and GTFO.
Third... I jumped to a bug planet, landed on the obj. Did it and left cuz I was done and just wanted to get my 15 medals at that point
Why is there such inconsistency between missions in terms of enemy presence/strength...
For reference the first mission was the data upload from the pod mission and the second was killing 2 devistator locations. Different planets (both non defend planet) but same difficulty. Do mission types actually dictate the enemy presence/size/strength?

I got in my 35XX-H last week and I've been messing around with it, so I just wanted to leave my quick impressions here and why I don't personally like the 35XX-H more then the MM+.
The Good

• Ergonomically the 35XX-H is just better. The buttons are in a much more comfortable position, the shoulder buttons are also more reachable for me.
  
• I personally think the build is better. It feels more solid in my hand, with plastic that feels higher quality, not as much things feel loose. Genuinely a solid device.
  
• The overall hardware features are also just better. Dual SD card slots, dual USB ports (though only one for charging?) HDMI out, thumb sticks with click inputs, it's more powerful, stero speakers, faster SOC, the overall hardware package is better.
  
• Basically in every physical metric except one (I'll get to that) I think the 35XX is better. It feels like a more premium device.
  
• Moonlight streaming support, GPU for filters and higher end consoles, all are great additions as well. One of the reasons I got this device was to try moonlight and it doesn't have any stutters or hitches with that. As well, dreamcast and N64 seem to work well with the games I want to play, such as sonic adventure or mario 64. A huge improvement over the MM+ that can sometimes lag in games like earthbound lol.
  

The Bad

• The software is garbage on the 35XX-H and I hate every second of using it. It's far slower to boot up even the stock OS then my MM+ with Onion, while also being far slower to get back to my games then Onion, and the stock OS is just worse in basically every single way compared to Onion. I know Onion is a high bar, but watching all the reviews on the 35XX-H and hearing how stock is usable until better custom options come out, I'm going to strongly disagree. It has a bunch of fluff in it like 2 different menus for games that aren't explained, it somehow feels slow to use when inputting things like IP addresses for moonlight, it looks ugly, I get glitches when trying to access retroarch menus sometimes but not others, volume doesn't appear to want to change but only sometimes. It's also missing or using far worse versions of key features like Onions quick resume, which kinda works on the 35XX-H but it's just bad in my experience. I genuinely have no idea why anyone has given the stock OS any positive impressions at all. Maybe I'm expecting too much but I really don't think so.
  
• There's a lot of great CFW's out there that fix a lot of these issues, but for me, they all have some slight or serious trade offs that I don't really want to make either. muOS is the one I'd be most interested in but I'm not a huge fan of its interface and it's still missing some things I want like moonlight support. Batocera/Knulli somehow has a longer startup time then stock, and doesn't have a great way to quickly get back into things. Stock mod still has a lot of the problems I have with normal Stock. But CFW's will hopefully get better over time.
  
• The buttons on the 35XX-H are terrible. Quality wise they have almost no wobble, the plastics are great, all of that is fine, but they feel like shit to press. They're some of the stiffest, most uncomfortable buttons I've not only used in a handheld, but in any controller. And for reference on that, I've used nearly every single Nintendo handheld, nearly every single Nintendo console, every playstation, and every xbox controller, along with third party options from 8bitdo, a steam deck, etc. The 35XX-H buttons are the first ones that I genuinely didn't want to use.
  

Conclusion
I now know why so many people still hype up the MM+ even though devices like the 35XX Plus or H are almost objectively better on paper. While I think anbernic is very close to perfection with these despite my list of complaints, the software experience legitimately drags it down so far compared to a Miyoo with Onion that I'm not even sure I could recommend Anbernic devices like this until it's addressed. That and the buttons are the two main drawbacks for me.
2 problems that honestly shouldn't be hard to fix, and could perhaps be addressed with mods in the future like better CFW support, or custom membranes for buttons.
I genuinely want to play n64 and dreamcast games on a handheld, sonic adventure 2 works great on the 35XX-H for me, and moonlight worked far better then I thought it would, but I'll happily trade that off just to use Onion OS.
Maybe in 6 months when the CFW's have matured a lot I'll reconsider the 35XX-H again.

this was never the case for me 2+ years ago, now every company I talk to and casually ask about the interview and onboarding process, they say they do 7 years of employment verification
Im debating leaving all companies off my resume. I tried putting "consultant" as my J1 company name, and it hasnt gotten any hits, although it has been a small sample size.

Joined up with a group of random people last night and ended up playing a couple of drops with them. None of us used a mic, only pings, but every mission was the same.
We would drop with a wide variety of weapons and ordnance. Hardly ever picking the same thing as another teammate.
Everyone would stick together, rarely going off on their own. Supplying cover for their team. Picking up every sample they came across and clearing every objective on the map. We would get in and out with few casualties.
Some of the best synergy I've had with a bunch of random people. Especially without mics.

I had a thought about a game mode, as I'm sure we all do a lot, that I would love to see in game. I know this is quite impractical for real world development/ specific ethos of cooperation mechanics the game hosts, but I always enjoy seeing suggestions so wanna put it here in case anyone is the same and to see if anyone is as interested in it as I would be and ideas that you think could make it better.
I like the concept of a double or nothing extraction operation/gauntlet. This would be an operation (just one per planet I am imagining, the rest of the operations being normal) with 4 missions, and the last one is a behind enemy lines/desperate get off the planet extraction with a high reward incentive.
Throughout the 3 missions of the operation, you have a set number of reinforcements for the whole thing (ie start with 50 - 60 or something). This reinforcement count, along with the number of samples you collect, carries forward through each of the 3 operations. If you run out of reinforcements, you lose all samples collected from the previous ones, and any medals you may have won. If you get to the end of the third and you aren't happy with where your count is, you may wanna consider getting out of dodge and not doing the next part.
Once you clear the 3 missions, you have the option to complete the operation and it's back to the super destroyer, or take a 4th one which is "behind enemy lines" (I dunno, something like that, outside of super destroyer coverage would be more applicable). You push through to an area which is exceedingly rich in samples, but also maintains the high number of patrols currently seen in game (which I understand they are working on reducing as standard) or a similar degree of ramped up challenge. You have no stratagems on this mission, but your first objective is to go and repair a massive walker which was ditched there (yep, this is a VERY unrealistic idea, but screw it it's just for fun). Once you have activated the repair procedure and defended the walker during it, the walker will escort you to a platform where it will allow an extract (think of a lore friendly reason here, it turns into a hellpod cannon or something in conjunction with the platform where it aims you into orbit somewhere where the destroyer can pick y'all up).
This walker is your stratagem replacement. It's stratagems replenish quickly and it's got a hefty arsenal (come to think of it this sounds very similar to gunship coverage from those COD games which introduced it), but of course you would need to coordinate with your team pretty efficiently on these shared stratagems, and you would also all be pretty keen to stay within range of this support as the hordes are attracted by your giant escort which you will need to liberate the launch platform and to escape. You are essentially defending the walker as much as it is defending you through use of these stratagems and your team coordination. (yes, it would require a ridiculous amount of coordination, I know there is a lot of reasons how this could go wrong in how you feel about the game, and a few great moments of cooperation hopefully).
If you manage to extract at this point, you'll be treated to all those lovleh samples and a stage 4 medal reward. It's a high risk, high reward decision to be made embarking on this one, and for the first 3 missions you would be incentivized to play things efficiently and make a lot of decisions which affect the long game of when you need to confront the "do we attempt level 4?" decision. You would also need to make sure your stratagem loadout across the team covers all the bases for the whole operation. I don't now how weighty that decision would be considering how much we all take the same stuff when we play with a set squad. It saddens me I can't think of a way to make this random friendly without people using mics for now.
I know it's a bit more of a hardcore mode which may take some of the more slapstick fun away, but it would be cool to have as an optional aside in my opinion, despite all the issues I know such a mode could face.
Thanks for coming to my Ted talk.

I am a recent retiree from the Army. I have been interviewed for one position I did not get, and I am looking for pointers on improving my resume. I also use the USA.jobs resume creator when required. I have 15+ years of operations experience up to the Sergeant Major level but also just graduated with an accounting degree with honors. I am trying to leverage my education and experience, but also applying to the fields separately. I keep getting conflicting advice on my resume, so any help is appreciated.
Citizenship: Yes - United States Citizen Security Clearance: Active Secret Clearance Availability: Full-Time/ Permanent
PROFILE SUMMARY
Accomplished leader with over 15 years of experience in operations, strategic planning, and team leadership. Dedicated to driving organizational excellence through dynamic strategies aligned with institutional objectives. Proven track record of adept leadership, fostering cohesive teams, and ensuring timely project delivery. Skilled in problem-solving and communication, adept at identifying and resolving operational challenges. Proficient in fiscal management and cost optimization, resulting in budget-friendly solutions and improved profitability. Experienced in organizational development, enhancing work culture, and boosting employee engagement and retention.
PROFESSIONAL EXPERIENCE
[U.S. Department of the Army](): Senior Operations Manage Operations Sergeant Major 1-314^th Infantry Battalion - Joint Base McGuire-Dix-Lakehurst, NJ April 2022 to Retirement (40 Hours per Week)
~Duties & Related Skills:~

• Trained and supervised staff on financial databases and digital systems crucial for accurate financial record-keeping and daily operations
• Received formal recognition for administrative expertise, driving successful financial operations, and influencing process improvements
• Collaborated with operational partners to facilitate two Army-level training exercises and coordinate financial aspects of all training activities
• Conducted specialized correspondence training for financial and operational staff, enhancing financial reporting accuracy and efficiency
• Identified, remedied, and approved Defense Travel System travel claims, resulting in substantial cost savings and heightened quality assurance in financial processes

U.S. Department of the Army: Senior Operations Manage Future Operations and Planning Lead & First Sergeant Fort Drum Garrison Headquarters & 10^th Mountain Division Headquarters - Fort Drum, NY September 2019 to March 2022 (40 Hours per Week)
~Duties & Related Skills:~

• Provided direct administrative and technical support to senior executives and a team of 15,000 personnel
• Revamped and optimized the future operations staff section, fostering a professional environment focused on organizational enhancement and superior customer service
• Handpicked to lead a planning and future operations cell, surpassing fifteen highly qualified candidates based on proven expertise and exceptional results
• Conceptualized, developed, and implemented standard operating procedures for expeditionary logistics nodes, resulting in considerable time savings for outload and mission command establishment
• Demonstrated mastery in overseeing six digital automation networks and executing senior operational actions for five international training exercises, ensuring seamless mission command
• Successfully planned and executed training exercises involving over 3,000 personnel across a dispersed area spanning 250 miles, achieving a 100% success rate

U.S. Department of the Army: Senior Operations Manage Current Operations Lead & First Sergeant 1-504^th Parachute Infantry Regiment & 82^nd Airborne Division Headquarters - Fort Liberty, NC December 2015 to August 2019 (40 Hours per Week)
~Duties & Related Skills:~

• Supervised division current operations section, enabling rapid worldwide deployment of contingency forces within 18 hours
• Demonstrated effective communication, interpersonal, multitasking, and leadership skills, driving results in dynamic environments
• Maintained precision and diligence in performing duties, consistently delivering accurate results
• Excelled in planning and organizing tasks under adverse conditions with minimal supervision, achieving exceptional outcomes
• Conducted data analysis, program evaluation, and risk management for eleven joint-level exercises, earning formal recognition from executive leadership
• Coordinated real-world deployments, humanitarian missions, international exercises, orders production, emergency responses, casualty affairs operations, and daily correspondence with upper echelons
• Projected an expert proficiency with Microsoft Suite tools, PowerBI, and Tableau.
• Managed a $15 million renovation and transformation of a joint task force operations center, overseeing assets worth over $2.5 million

CIVILIAN EDUCATION
Institute: Southern New Hampshire University Degree: Bachelor of Science – 2024 Major: Accounting Honors: Summa Cum Laude (3.9 GPA)
MILITARY EDUCATION
Basic, Advanced, and Senior Leadership Course U.S. Advanced Airborne School Air and Unit Movement Officer U.S. Air Force Air-load Planner Combat Lifesaver Emergency Medical Technician
CERTIFICATIONS
· U.S. Defense Counterintelligence & Security Agency – DOD Mandatory Controlled Unclassified Information, Awareness & Reporting · U.S. Department of the Army – Information Security Program, Army OPSEC Level 1 · U.S. Department of Defense – Certified OPSEC for EOP Operators/ OPSEC Awareness for Military Members, DoD Employees & Contracto Combating Trafficking in Person for Investigative Professionals/ Combating Trafficking in Person General Awareness/ Combating Trafficking in Persons for Acquisition & Contracting Professionals/ Level 1 Antiterrorism Awareness, Military Occupational Code, Managing your Transition, Financial Planning for Transition, Employment Fundamentals of Career Transition, Identifying & Safeguarding Personally Identifiable Information PII, Introduction to Privacy Act 1, 2, & 3
SPECIALIZED KNOWLEDGE, SKILLS & ABILITIES (KSA)
· Demonstrates comprehensive understanding and proficiency in deployment and mobility operations, including wartime contingency plans and adherence to relevant instructions, regulations, directives, and local operating procedures.
· Proficient in handling classified and/or protected documents, with adeptness in utilizing various automated data management systems.
· Proficient in budget analysis and administration, encompassing knowledge of budgetary methods, practices, policies, procedures, regulations, and precedents, as well as the accounting system for budgetary information.
· Skilled in implementing security methods, rules, regulations, and principles, supporting security administration, resolving security-related issues, and performing diverse security assignments.
· Proficient in providing authoritative consultation and conducting complex training administration, with the ability to assess program needs, evaluate status, and recommend/implement improvement solutions.
· Proficient in applying tact and diplomacy in advising individuals and high-level officials on complex and sensitive issues, related to planning, organizing, and directing functions of small organizations.
· Demonstrates entry-level proficiency in applying basic principles, concepts, and practices of the occupation.
· Effective communication skills in conveying factual and procedural information clearly, both orally and in writing.
· Proficient in assessing and measuring organizational trends, concerns, and needs, identifying gaps in services, and providing recommendations for effective plans and tools.
· Ability to analyze problems, identify significant factors, gather pertinent data, and utilize critical thinking skills to recognize solutions.
· Skilled in conducting one-on-one training, group presentations, and training sessions through oral communication.
· Demonstrates ability to plan, organize work, follow instructions, and manage multiple ongoing projects effectively, with proficiency in locating, assembling, and composing information for reports, inquiries, and limited technical correspondence.
· Proficient in identifying training needs, instructing personnel, and communicating effectively both orally and in writing.
ADDITIONAL DUTIES
Budget Analyst 2022 [– ]()2024 Knowledge Management Officer 2016 – 2018 Digital Master Gunner 2016 – 2018 Army Instructor 2011 – 2013 DTS Authorizing, Certifying, and Reviewing Official 2008 – 2024
AWARDS
Eagle Scout Bronze Star Medal Meritorious Service Medal (4) Army Commendation Medal (6) Army Achievement Medal (5) Army Good Conduct Medal (7) Drill Sergeant Identification Badge Combat Infantryman Badge Expert Infantryman Badge Command Cyber Readiness Award First Army Commanding General Award Friends of Lynn Woods Cyrus M. Tracy Award
ORGANIZATIONAL PARTICIPATION
National Eagle Scout Association Veterans of Foreign Wars National Infantry Association 82^nd Airborne Division Association
VOLUNTEER ACTIVITY
Habitat for Humanity 2022 - Present Salem Hospital 1992 - 1996
EDUCATIONAL FOCUS AREAS
Organizational Leadership, Leadership Communication, Operations Management, Principles of Management, Human Relations in Administration, Principles of Finance, Financial Accounting, Managerial Accounting, Intermediate Accounting I II & III, Advanced Accounting, Cost Accounting, Auditing Principles, Auditing and Forensic Accounting, Financial Statement Analysis, Business Valuation, Federal Taxation, Microeconomics, Macroeconomics, Business Law I & II, Global Business Dimensions, Driving Business Opportunities, Critical Business Skills for Success, Applied Marketing Strategies, Data Analytics for Financial Professionals, Statistics, and Technology in Society.

18 super samples an hour.
I’m sure something similar is posted elsewhere but none of the other guides have worked for me. I can’t consistently find the rock on the map and usually spend too much time looking and get whacked by a patrol and can’t recover.
What has worked for me is this and it works on suicide missions and above, solo or with a team of friends on the same page.

1. Select a blitz mission, bots or bugs, doesn’t matter but I’ve found bots are easier to outrun if you get caught and bug breaches on helldive are just crazy.
   
2. Wear scout armor that decreases your detectable range.
   
3. Drop in a clear area near extraction to get set up.
   
4. You can pretty easily avoid most enemies.
   
5. Make your way around the map until you find the radar tower (so far there has always been one on blitz) or you find the thumb rock. You can easily avoid the main and sub objectives as well.
   
6. ALL super samples in a blitz mission spawn together so 6 on Helldive.
   
7. If you don’t find the rock before you activate the radar there are only 3 or 4 MPI, so it’s easy to find the rock after activation.
   

8A. Sneak your way to extraction and chill/hide. You shouldn’t have much time left until the extraction sequence.
8B. If you cleared the objectives, still let time expire and don’t active extraction. This auto-calls in Pelican 1 BUT doesn’t seem to trigger any major wave. I’m still testing but it’s been pretty consistent.
8C. You can drop the samples near the beacon in case you get killed but any adds should be manageable.

1. Hop on the bird and fly away with up to 6 super samples every 15 minutes or so.

I’ve done this as I said solo (and I’m not good) and with a group. I’ll usually sneak off looking for the radar or the rock while the rest of the team clears objectives and we just meet at extraction. Scout armor is probably the key.

Gas separation can be done by using a variety of membranes such as polymeric membranes, mixed membranes, silica membranes, microporous membranes, zeolite membranes, and others. Gas separation based on membranes provides several advantages such as low costs involved in operation and maintenance, user-friendly approach, and lower energy consumption. Membrane-based gas separation system uses the difference in permeability of gas molecules passing through the membrane material, to separate the gases from each other. Gas separation techniques are widely adopted in oil refinery and gas production industries for applications such as dehydration of natural gas, carbon dioxide removal, and production of liquid nitrogen. The pharmaceutical industry is focused on development of novel methods for separation processes to reduce the costs involved in active ingredient manufacturing. Gas separation membranes are used in the pharmaceutical industry to separate oxygen gas for medical purposes.
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So over the past 5 years, I delivered computer vision applications such as object detection, tracking, age&gender, face detection & recognition and many more for my company.
I'm also an experienced full stack developer. I eventually want to land a data science job, but I'm not sure I'm there yet. Any machine learning job would do for now.
So what should be my title based on my experience?
Machine Learning Engineer & Full Stack Software Developer?
Senior AI Engineer?
AI & Computer Vision Engineer?
I haven't changed my resume in years, it was my first job and I want to claim a title that is relevant and widely accepted in today's job industry, will pass filters and such. Which title should I go for, or what's your recommendation?

Greetings, Helldivers.
Today I want to talk about difficulty - not the number you set at the bottom of the mission selection screen, but how actually difficult beating a mission IS. I'm going to argue that whenever a 'campaign' becomes frustrated, it is due to extreme RNG rolls and bugs.
First, a list of the elements and issues I want to highlight:

• Ragdolls

Touching an enemy's corpse after it's death is a recipe for disaster. Dead tanks can randomly damage you, dead shriekers can crush you, dead Bile Titans can outright kill you on their own if you try to climb over them. Enemies can clip through them just fine, but these corpses can be so dangerous that they can essentially close off a route on their own. Dying to a ragdoll and having your geasamples stuck under it can stall a helldiver for a considerable amount of time.

• Terrain

On some planets, the enemies have zero qualms about glitching their way up mountains like they're playing Skyrim. A tank on a plain field is a regular enemy; a tank on top of a mountain is a deadly threat with no easily accessible weak-spot and high ground advantage. Bugs are known to clip their way up hills to get to you, and don't get me started on gatling devastators blasting you from inside destroyed dropships or the rock they clipped into, becoming invulnerable on top of that. THere's even a particular bot map where enemies will walk over a 20ft wall as they make their way to attack the extraction point. Bugs like this can absolutely swing a fight and break the helldivers' momentum.

• Vision

Enemies are mostly unhindered by long distances, smoke, and fog. Helldivers are absolutely not. This is most felt against automatons, who abuse the hell out of low visibility by perfectly tracking helldivers through foliage, fire tornadoes, ambient mist, and distances long enough that they should look like 4 pixels to them. This makes planets with those elements disproportionately hard.

• Inconsistent Damage

Hunter, o hunter, how I hate you. The damage your leaps do might as well be a die roll. You're not the only culprit, though - automaton rockets seem to enjoy alternating between 1-shotting the helldivers or dealing a miniscule amount of damage. I'm aware that there is supposed to be 'directional armor' hitboxes and that the bugs are probably 'headshotting' the helldivers, but such systems need to be VERY tight and consistent, which is not the case. Fair or not, unpredictable damage leads to frustration, and frustration... is bad.

• Hazards

It cannot be said often enough, but fire tornadoes are an actual hate crime. They can disrupt the helldivers' ability to complete objectives for entire minutes, camping their dropped gear or completely walling off entire routes. The ultimate version of this is in civilian escort missions, where not only they can completely prevent you from progressing the objective but helldivers get a requisition penalties for the deaths of civilians that run into pillar of fire.
I already mentioned this but, some planets are so foggy that that in of itself is a hazard. An honorable mention goes to meteor showers which clear objectives on their own; it's amusing and I'm sure most people smirk at it, but technically that makes things easier than they should be with no input from the player.

• Army Composition Seeds

You load up your Recoiless Rifle and your Railcannon Strike, but suddenly the bots throw two hundred tin men with chainsaws at you. Later, you call down a Machine Gun only to be completely overwhelmed by Chargers and Bile Titans.
Enemy compositions are a big part of the game, and they are NOT created equally. There are enemies in this game that are simply far more dangerous than their peers, and campaigns abundant with their presence are much harder.
This COULD be mitigated by having a VAGUE description of the expected 'weight class' of enemies, call it a satellite scan or something. Knowing that you'll be facing more (or less) of certain enemies without having to go in blind on the first mission of a campaign would save some frustration.

• Stacked Hostile Secondary Objectives

Much like army compositions, secondary objectives are NOT made equal and an enemy artillery near the extract or a jammer near the main objective will be FAR more disruptive than the shrieker nest on the far end of the map.
Now, full disclosure, I actually like when they get in the way a bit. There's something very 'action movie'-like about entering extract and realizing you're about to get shelled and having to deal with that ASAP. THAT SAID, I still think it's a matter worth looking into. To get the most jarring example, Airship Factories can single-handedly end a mission if not dealt with and sometimes they spawn in extremely difficult-to-assault places, near objectives and whatnot, while sometimes they're isolated and begging to die. SOME disruption is great, EXTREME disruption or ZERO disruption is frustrating/not interesting. I figure this wouldn't require much beyond a bit of manually pruning certain bad spawn places.
CONCLUSION:
'Just turn down difficulty' is not a valid argument when so much grievance can be caused by bugs and issues with hitboxes and mechanics alone. These elements I mentioned can cause difficulty spikes that the player did not sign up for and absolutely can induce frustration. I would really love AH to give these elements a close look sooner rather than later, because nowadays when things go to shit on my mission it almost always involve one of those elements.

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I cant get anywhere in this world.
I'm trying everything I can to get a job. Everyone gives advice that cancels each other out. Everything is too Objective.
At this point, i dont believe my portfolio, resume, or linkedin matters in the scheme of trying to get a job when i see other designers using ai and people who make low quality work to get paid a huge amount of money. Im tired that everything is networking when no one wants to help me, i try to ask for mentorship; ghosted, i try to get help with asking about job opportunities and ghosted. Ghosted is the constant theme i run into in my life.
The only friends i have in this life is the friends I have in fallout new vegas. No one cares about my suffering in this world.
I try to learn about stocks. its too much to consider while basically being poor and broke. Having no car and no driver's license and people just have no empathy of my situation. No money period. Honestly my debt is easy to pay off if i got any job. But i cant even get a job at a local dollar general that gets robbed 24/7 or a grocery store nearby. Not even the Coney island is hiring, im just a failure.
i just need a win.... i just want to win... i am in the most desperate spot in my life.
plus im worried intensely about my sister, i dont want her to pass away from anything. i just want to get a job and make sure she has everything she needs.

#include  #include  #include  // ezButton object: ezButton toggleSwitch(A0); ezButton stopButton(A1); ezButton rotateButton(A2); ezButton continueButton(A3); // motor control pins: #define pwmA 3 #define pwmB 11 #define brakeA 9 #define brakeB 8 #define directionA 12 #define directionB 13 // pin names: const int vesterSensor = 5; const int kistlerSensor = 10; const int LEDrotateButton = A4; const int LEDcontinueButton = A5; // Module connection pins: #define kistlerClock 2 #define kistlerData 4 #define vesterClock 6 #define vesterData 7 // variables: int stepsPerRevolution = 200; bool continueRotation = false; // Kistler Sensor: int kistlerObjectCount = 0; int kistlerSensorState = 0; int lastKistlerSensorState = 0; // Vester Sensor: int vesterObjectCount = 0; int vesterSensorState = 0; int lastVesterSensorState = 0; // Variables for debouncing: unsigned long lastDebounceTimeVester = 0; unsigned long lastDebounceTimeKistler = 0; const unsigned long debounceDelay = 100; // Additional variables to track sensor state changes: bool vesterStateChanged = false; bool kistlerStateChanged = false; // Define constants for motor rotation and delay int steps90DegreeRotation = 125; int rotationDelay = 3000; // Initialize the stepper library on the motor shield: Stepper myStepper = Stepper(stepsPerRevolution, directionA, directionB); // Create an instance of the TM1637Displays: TM1637Display vesterDisplay(vesterClock, vesterData); TM1637Display kistlerDisplay(kistlerClock, kistlerData); void setup() { pinMode(pwmA, OUTPUT); pinMode(pwmB, OUTPUT); pinMode(brakeA, OUTPUT); // brake (disable) Channel A pinMode(brakeB, OUTPUT); // brake (disable) Channel B digitalWrite(pwmA, HIGH); // digitalWrite(pwmB, HIGH); digitalWrite(brakeA, LOW); // release brake Channel A digitalWrite(brakeB, LOW); // release brake Channel B // Set the motor speed: myStepper.setSpeed(50); // Set pins: pinMode(vesterSensor, INPUT); pinMode(kistlerSensor, INPUT); pinMode(LEDrotateButton, OUTPUT); pinMode(LEDcontinueButton, OUTPUT); vesterDisplay.setBrightness(1); kistlerDisplay.setBrightness(1); Serial.begin(9600); toggleSwitch.setDebounceTime(50); stopButton.setDebounceTime(50); rotateButton.setDebounceTime(50); continueButton.setDebounceTime(50); } void loop() { toggleSwitch.loop(); stopButton.loop(); rotateButton.loop(); continueButton.loop(); if (stopButton.isPressed()) { myStepper.step(0); continueRotation = false; } if (rotateButton.isPressed()) { myStepper.step(steps90DegreeRotation); continueRotation = true; digitalWrite(LEDrotateButton, HIGH); } // Read the vester sensor and handle debouncing vesterSensorState = digitalRead(vesterSensor); if (vesterSensorState != lastVesterSensorState) { unsigned long currentTime = millis(); if (currentTime - lastDebounceTimeVester > debounceDelay) { lastDebounceTimeVester = currentTime; if (vesterSensorState == HIGH) { vesterObjectCount++; vesterDisplay.showNumberDec(vesterObjectCount); vesterStateChanged = true; } lastVesterSensorState = vesterSensorState; } } // Read the kistler sensor and handle debouncing kistlerSensorState = digitalRead(kistlerSensor); if (kistlerSensorState != lastKistlerSensorState) { unsigned long currentTime = millis(); if (currentTime - lastDebounceTimeKistler > debounceDelay) { lastDebounceTimeKistler = currentTime; if (kistlerSensorState == HIGH) { kistlerObjectCount++; kistlerDisplay.showNumberDec(kistlerObjectCount); kistlerStateChanged = true; } lastKistlerSensorState = kistlerSensorState; } } if (vesterObjectCount >= 10 && kistlerObjectCount >= 10) { myStepper.step(steps90DegreeRotation); // Reset the object counts after rotation vesterObjectCount = 0; kistlerObjectCount = 0; } } 

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There is a lot of talking about game balance, gameplay feeling etc. I am wondering if anyone else feels the same as me.

• When i play i feel like base helldivers firepower is very low, we are outnumbered by enemies and our guns feels like air soft gun not a real weapon. I hate to fight sponges and thats how i feel now.
• When weapon nerf is introduced, make it as some story into the game, i dont know some lack of good resources and factories make them bad - if community response is as now (change intorduced is not feeling ok for players) then roll back it with some story again - some Major Order that needs to be completed. I think that it may result the players may be thinking about that change as part of the game rather than technical change. I would even consider not posting them into change notes if it would be done this way, i would create in game question with voting if change is good (not everyone is on X and reddit) again make it as some story part.
• Reinforcements of enemies feels extremely random, you clear part of the map you make a mistake, reinforcements are being called and they come via airdrop (till now its all ok) and then all of a sudden from part of the map that you already cleared cames even bigger wave of enemies (2x more than the drop). This situation feels unfairandom, i would expect that maybe some small patrols (very low numbers that may have hidden somewhere while fighting) may come from behind imidiately (from already cleared land) but not entire army (at least not at the same time as drop, they should be at leasty delayed - time they should need to get into place).
• Difficulty level balance is as intended? I think that last level (Helldiver) should be a "special mode" winnable in like 20% of runs, we should be smacked in the face on that level, total hardcore for best of the best or masohists, with some prize (Special Cred farming - some small ammount received on mission prize log, or some different new currency that we can only get by playing on that level that gives you ability to buy some special skins or lobby background). Then the rest of levels should be for casuals that just want to play the game, in one of those you should not have the feeling of Tower defence (lvl 7 sometimes goes that way). That level should allow you to get all type of samples but at smaller rate. I made a short break to the game after I unlocked all things. I started to play on lower lvls and it felt just right, enoyable experience.
• Feeling of mission endgame, i think that if you clear all the factories of the map, every single objective, you should not encounter even more enemies than at the beginning. This feels like we achived nothing. Maybe add some additional objective that may hide the evac position (then if somone wants to encounter huge amount of enemies, then ok be my guest and skip the objective - should not be in post mission log) or maybe make it time dependent so if you took to much time for sending the mayhem then the enemies had time to regroup so you have to fight so many of them.

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Trimellitic Anhydride is a crucial chemical compound used in various industries, including plastics, coatings, and pharmaceuticals. Understanding its production cost dynamics is imperative for businesses seeking to optimize operations and enhance profitability. Our report delves into every facet of Trimellitic Anhydride production, offering a comprehensive analysis that empowers decision-makers to navigate this complex market landscape with confidence.

Procurement Resource Assessment of Trimellitic Anhydride Production Process

Procurement resource assessment forms the cornerstone of our analysis. We meticulously evaluate the resources required for Trimellitic Anhydride production, ranging from raw materials to equipment and labor. By assessing these procurement resources, our report provides a holistic view of the production process, enabling stakeholders to identify potential bottlenecks and opportunities for optimization.

Product Definition

In defining the product, our report elucidates the various grades and specifications of Trimellitic Anhydride available in the market. Understanding the nuances of product quality and specifications is vital for businesses aiming to meet the diverse needs of their clientele. Whether it's high-purity Trimellitic Anhydride for pharmaceutical applications or industrial-grade variants for manufacturing, our report offers clarity on product definitions to aid strategic decision-making.

Market Drivers

An insightful analysis of market drivers forms an integral part of our report. We identify and dissect the factors driving the demand for Trimellitic Anhydride, including its diverse applications across industries, technological advancements, and regulatory landscapes. By understanding these market drivers, stakeholders can anticipate market trends, mitigate risks, and capitalize on emerging opportunities.

Raw Materials Requirements

Raw materials are the lifeblood of any production process, and our report provides a detailed breakdown of the raw materials required for Trimellitic Anhydride production. From precursors such as trimellitic acid to catalysts and solvents, we analyze the availability, pricing dynamics, and sourcing strategies for these critical inputs. By gaining insights into raw materials requirements, businesses can optimize procurement strategies and enhance supply chain resilience.

Costs and Key Process Information

Central to our report is a comprehensive cost analysis of Trimellitic Anhydride production processes. We meticulously examine production costs, including capital expenditures, operating expenses, and overhead costs, to provide stakeholders with a clear understanding of cost structures and profitability drivers. Additionally, we highlight key process information, such as reaction kinetics, process flow diagrams, and energy consumption profiles, to offer actionable insights for process optimization and efficiency enhancement.

Looking for an exhaustive and personalized report that could significantly substantiate your business

In an increasingly competitive business environment, access to reliable market intelligence is paramount. Our "Trimellitic Anhydride Production Cost Analysis Report" goes beyond generic market assessments, offering a tailored and exhaustive analysis that aligns with your business objectives. Whether you're a manufacturer seeking to streamline production processes or a distributor aiming to identify untapped market segments, our report provides the insights you need to make informed decisions and drive sustainable growth.
For businesses looking to gain a competitive edge in the Trimellitic Anhydride market, our report is an indispensable resource that delivers actionable insights and strategic recommendations. Contact us today to access the full report and unlock the potential of your business.

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