I'm listening to Chad Daybell's trial and the FBI Agent is on the stand talking about the cell phone pings. It's so interesting because they were able to get pretty precise with where the cell phone pings are to the point where they're able to tell if the phone pinged at Alex's apartment or Lori's apartment which are only about 80 meters apart and facing each other. The FBI Agent said that for this particular data set, there is only a 4 to 17 meter margin for error (I think I'm understand this right!). I also had the privilege of being a juror in the murder of Randy Baker in Greeley, Colorado in 2019 and a large part of the evidence also was cell phone ping data. I remember them being able to be pretty precise as well with the locations of the devices.
My question is, with the supposed running around shooting chipmunks that Barry admitted to, they aren't able to say for sure that it's not static drift. I guess I'm confused about static drift and how it works and if it's because of the specific locations being in the mountains?
On a side note, if you're ever bored, look up the murder of Randy Baker in Greeley, Colorado! I was in the juror for his wife, Kelly Baker's trial! Kelly Baker, Randy's sister Carol Baker and Randy's nephew Kelly Raisley(Carol Baker's son), conspired to murder Randy in order to get roughly 400k in marital assets instead of Kelly Baker having to split it with her soon to be ex husband. Kelly was having an affair and had asked for a divorce. Randy was devastated and really wanted to make their marriage work but Kelly Baker was not at all interested. She tried unsuccessfully a few times to poison his morning smoothies with Klonapin and he fell asleep driving at least once on his morning drive for work to Sterling, Colorado. The nephew, a known gang member, snuck into Randy's garage and shot him when he was getting home from work and guess what he got to carry the murder out? His uncle Randy's Harley, which ended up being a huge piece of evidence we used to convict Kelly Baker! It was a really cool experience getting to see our justice system work. The trial took 3 weeks and we found Ms Baker guilty!!
https://www.coloradoan.com/story/news/local/colorado/2017/10/17/police-greeley-mans-family-conspired-kill-him/768553001/

**Introduction**
Nearly a decade ago, the sickness emerged, starting with a few cases in New York City before spreading rapidly across the nation. The infected displayed symptoms three days post-infection: bleeding from the eyes, foaming at the mouth, and an uncontrollable rage. Identified as BR-101, the virus spread through bodily fluids and surface droplets, decimating cities and overwhelming attempts to contain it. Despite efforts by the national guard, the infected surged towards safe zones, leading to the collapse of defenses and the abandonment of civilians.
**Chapter 1: Erin's Tale**
Erin Johnston, once a doctor at Mercy General Hospital, witnessed the horrors of the infected firsthand. Despite medical efforts, patients succumbed to the virus, transforming into violent beings devoid of humanity. Evacuated to Safe Zone d11, Erin joined a CDC research team to understand the virus. BR-101, a rapidly mutating retrovirus, stripped victims of control, driving them to spread the infection through bites. As the safe zone fell, Erin, along with her colleagues, faced the grim reality of their new world.
**Chapter 1: The Fall of Safe Zone D11**
Awakened by alarms and chaos, Erin evacuated with fellow survivors, armed with limited supplies. Stocking up on weaponry, she faced her first encounter with the infected, learning to defend herself amidst the carnage. Joining forces with Jimmy, an ex-Special Forces operative, and Caroline, an infectious disease specialist, Erin embarked on a perilous journey towards D15, the last bastion of hope.
**Chapter 2: Hyde Park**
Navigating through hordes of infected, Erin's group stumbled upon Hyde Park, a desolate town overrun by the ravenous creatures. Faced with overwhelming odds, they fought for survival, employing strategic retreats and relentless gunfire. Temporarily securing refuge, they braced for the next leg of their journey, wary of the challenges that lay ahead.
**Chapter 3: Elmont**
Seeking vital supplies, Erin ventured into Elmont, risking encounters with both infected and unforeseen dangers. Amidst skirmishes and narrow escapes, she procured essential medications and ammunition, ensuring Caroline's treatment and their group's survival. With newfound resources, they fortified their position, preparing for the treacherous road to D15.
**Chapter 4: The Road to D15**
Approaching the heavily fortified D15, Erin's group witnessed the relentless onslaught of infected against its defenses. Observing from afar, they witnessed the valiant yet futile efforts of the military to repel the horde. Despite the grim reality before them, they resolved to find refuge elsewhere, setting their sights on a distant farm as their last hope.
**Chapter 5: The Fall of D15**
As chaos consumed D15 in a fiery inferno, Erin and her companions narrowly escaped the devastation, their hopes shattered by the destruction of the once impenetrable stronghold. Reeling from the loss of Jimmy and the deafening blast, they pressed onward, seeking sanctuary amidst the ruins of a world torn apart.
**Chapter 6: Last Stand**
Ambushed by a relentless horde, Erin fought bravely alongside Caroline and Jimmy, but the odds proved insurmountable. As her companions fell, Erin confronted her own mortality, facing the inevitable end with resolve. With her final thoughts, she reflected on the tragedy of mankind's downfall, resigned to her fate in a world consumed by the BloodRage.
**Epilogue**
As Erin's story concludes, her fate remains uncertain, leaving readers to ponder the harrowing reality of survival in a world ravaged by the BloodRage.

Well, got my first kick today on a level 7.
I was taking out facilities, doing bonus objects, 3 person group was off doing main objectives. I had taken out 2 jammers, research station and about 8 or 9 automation facilities. Zero deaths. As soon as I had cleared about half the map, I got kicked. WTF. No comments in chat, no voice requests, just got the boot.
I could understand it if I was dying all the time, or not contributing, but come on.
Okay, done being salty. Hopefully the next group of Randos is better.

Hi, I just recently got my first CPAP. Its a Resmed Airsense 10 with the F20 full face mask.
I've been using it about a week, and I am feeling much better. However, I feel like I am suffocating while wearing it. Sometimes it feels hard to breathe in, sometimes it feels hard to breathe out, and sometimes I get this "air hammer" where I feel like blasts of air are hitting me (that one is much less often, and usually within the first few minutes of use). Also the feeling of warm air on my face makes me feel claustrophobic. This usually results in me ripping off the mask. I know a lot of this is normal while you are getting used to it, but I don't know if I can handle it.
I did some research and found out about Bi-Level CPAP and it seems like this would help with the breathing out issue.

1. Does anyone have any experience with whether insurance will cover the machine, or even a portion of it? I understand every policy is different. I am just hoping to get a general idea of how insurance deals with situations like this.
2. Do I need my Dr. to specifically request or get some kind of authorization to "upgrade" to a Bi-Level?
3. Does anyone with similar experiences have a recommendation on a different mask?

What’s your thoughts or knowledge about voc rehab. I don’t really know anything about it. Im rated at 60%, and have about ten months of my post 9/11 left and I do work full time. Id like to go back to school online part time to finish my degree in criminal justice. Could I qualify or use voc rehab and keep whats left of my post 9/11 untouched?

Hello everyone!
I am interested in going to Mass. I'm not Catholic (yet?) but I've always been very attracted to the aesthetics and have been doing a lot of research and am now more attracted to it because I think it's the truth I've been looking for. I've been watching the St. Patrick's Cathedral livestreams every Sunday for almost 2 months now but I'm longing to go in person. My college's spiritual center offers Mass during the summer so I was thinking about going, but I'm nervous going by myself. I understand most of it from what I've seen on the livestreams and I've learned most of the prayers (I try to do a daily rosary and wow I truly understand the power in it!) and I know not to take communion. But since there's only so much I can see (and hear) from a computer, what are the most important things I should know?
Thank you 🙏

*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.

There are many variables here, and I don’t know what the least annoying way to do this is, but i’ll bullet point for now, and if that’s not enough I’ll add to it.
-Alienware M15 R4 i7-10870H CPU 2.20GHz-2.21GHz 16GB ram x64
-Sabrent DS-4SSD
-closed lid before bed
-woke up to it powered off
-start up showed “stage 1 repair” to drive U:
-windows 11 relabeled the drive from Samsung to WD-1 which is already the label of another SSD inside the sabrent!
-something similar happened a few months ago but I don’t think it did the “stage 1 repair”
-last time files were gone but no free space showed up
-this time the free space is there
-check disk/repair fixed the last time
-this time there’s a bootex log, and check disk says fixed, but doesn’t seem to do anything, says there are issues every time I run it.
-updates were installed afterwards, and I tried the fixes again, but nothing. The one thing I haven’t tried was downloading the samsung or WD ssd software that i’ve seen talked about, because I didn’t want to take a chance to further mess things up
*I think that covers most of it, but I should apologize ahead of time because… to say I’m “computer illiterate” would be a major understatement, so I’m pretty sure that if anyone can help me, I won’t understand the terminology, directions, or anything really. Please be gentle (I’m getting mighty tired of these weird deletion issues… why does everything have to be such a problem with these things? I do manual backups, but not very often, and move/change things around so much that I doubt I have a backup of half the games lost) but anyway thanks in advance

Part 5
Gerard, God
Somewhere in time and space
He watched the passers-by as they moved about, following their daily routines, unaware of the fate that would shortly befall them. This was the time that fascinated Him the most. The moments before they finally understood that The Threat was here.
It was a sort of last hurrah, He thought. They didn't know it, but Gerard could nonetheless sense a sort of joi de vivre, a liveliness that simply didn't exist in prior times, and couldn't possibly exist in future ones. He watched mothers dote lovingly over their children, watched children hurl themselves into play with abandon, watched addicts take in their drugs like a drowning man would gulp for air. They might not known that there was no tomorrow for most of them, but they nonetheless seemed to put just a little bit of extra effort into everything.
Eventually, it came to an end, of course. It always did, no matter how many times He watched it. He saw happiness and mundanity give way to pain and suffering. Laughter was replaced by the screams of the dying. Life was replaced by death. The world replaced by destruction.
He sighed, leaving this timeline. He never watched the arrival of The Threat twice in the same timeline. There was nothing for Him to learn that way. His power was immense and total. He only had to witness The Threat once in each timeline to understand it.
Worst of all was the knowledge. The knowledge that He would only be able to save a single timeline. That all others would fall into ruin, destroyed and left to rot away. Only one could survive; the one that He chose. He could stop The Threat only once, for doing so would require Him to remain. Ever vigilant, ever ready to stop any recurrence.
He had to choose which timeline. That task was less than He feared, for now he knew that there were an infinite number of them. He could choose one with the right qualities, one whose nature would aid Him in His work. He realized then that He would, once He had chosen the proper timeline, finally watch The Threat come twice. Once, when He reviewed that timeline prior to choosing. And again, when He would stop it.
And stop it, He would. No other outcome was acceptable. He had already sacrificed too much. His mortality, His life, His happiness, His very soul itself. He had wrought Himself into a weapon, to strike down The Threat, and He would fulfill that purpose, no matter what.
----
Jerry Williams, Godslayer
Nibiru
We were sharks, swimming and darting among a school of fish. Gods and devas fled, screaming in terror as we flew through the swirling, chaotic energies that should have driven us -or at least my wife and daughter- mad within seconds. They had thought that their realm protected them.
Little did they know, we were already mad.
Inanna and I flanked a group of fleeing gods, preventing them from leaving this world, extending their essence into manifested bodies somewhere in one of the countless material worlds, or simply crossing the energy that was the core of their beings into the Spirit World. Here, in Nibiru, our divinities and demi-divinities gave us access to unlimited power. We seized it and wove nets with which to entrap those minor gods who could not find escape elsewhere, and had huddled here in fear of our coming.
As the group fled, we sped up, curving our course, which caused them to curve theirs, fearful of drawing too close to either of us. We moved slowly, carefully, angling them where we wanted them to go.
It wasn't long before the gaping maw of the Grandfather of the Gods came into view. Ixlublotl, the primordial god, the originator of divinity. The gods we herded realized their peril and turned to flee back the opposite direction, but there they found Aaina, burning towards them, screaming in rage and bristling with offensive energies.
Trapped, they had no choice. They attacked us. Emotions and thoughts, energy and matter, all of it flew at us in an orgy of sudden violence that churned the substrate of this world into a screaming chaos. All three of us linked our magics into a shield; a half-sphere of anti-magic that absorbed their attacks, sending the energy of which they were made back into into the swirling chaos around us.
They threw everything they had at us, a desperate last stand, driven by necessity and panic. All of it crashed against our defenses, the resulting streamers of magic filling the space around us with an all but impenetrable cloud. Hidden by that cloud, Ixy closed in.
By the time they realized that it was too late, it was over.
Ixy's physical body, that cloud-wrapped cacophony of maw-stalks, eye-stalks, spider-like legs and whipping tentacles, currently the size of a skyscraper, swept in, mouths snapping up the energies that were the cores of our quarry.
We came together when it was done. Inanna created a haven for us, allowing us to release the magic that held our bodies in stasis and protected us from the wild magic all around. It was a copy of our house, something she'd come up with a while back and shown to me with great pride. I had loved it, of course.
I sank into the loveseat with Inanna next to me as Aaina took the recliner.
"That's most of them," Aaina said.
"About thirty more," I replied. "And then we can start the next phase."
"Do either of you have any doubts about what we're doing?" she asked. I could see the indecision in her eyes. She was so young, and such a good girl. My heart broke at having dragged her into such dirty business.
"No," Inanna answered, her voice hard and confident.
"Yes," I added. "But at the end of the day, this is what needs doing."
Aaina looked back and forth between us, then nodded. None of us smiled.
----
Emily Windham, Wizard, Artificer
Fremont, Nebraska, at the corner of E 4th Ave and N Main St
Emily turned just in time to see the massive troll hit Jim Carmichael with a shoulder, sending the trooper flying before angling at her with no change in speed.
Acting on pure instinct, she conjured a wall of force between them. The troll slammed into it, shattering the magics that held it together with raw force, but the wall did its job, stopping the warrior in his tracks.
Emily snatched the rune-engraved knife off her belt and surged forward, jumping at the last second to put her in range of the troll's huge neck. The blade plunged in, and she released a quick burst of magic that made her legs and off hand sticky, allowing her to cling to the thing, too close for it to use its battleaxe on her.
She ripped the knife out and plunged it in again and again as the barbarian roared in pain and indignation at being hurt so badly by a foe so tiny. Emily grabbed his beard, yanking hard to bring his eyes to hers as she slammed the knife in and twisted, the magic in the blade telling her when it found his windpipe and carotid artery.
Blood sprayed, coating her face and shoulders. The troll's roars were cut off in a gurgling, breathy hiss. He stumbled, then fell. Emily rode him down, her eyes locked onto his, watching all hopes of victory, or even survival, fade from them. She lost herself in those eyes, in the mystery that was this troll's life, ending right before her. She saw the regrets, the crushed hopes, the shame of defeat and wondered at the context.
The impact as they hit the ground broke the spell.
Emily released the magic and stood up, instincts trained into her by the security troops and war wizards making her search for more threats before she could even process what had just happened. But there were no more threats. That had been the last one.
Greg Ramirez walked towards her, his rifle barrel pointed down, hanging from the sling in front of his armor and all the various attachments that he and the security troops referred to as their 'battle rattle'.
"Nice work," he said, eyeing the troll, who continued to gasp for air, the sound of his labored breaths reminding Emily of a pig squealing. She looked down, searching for that orgasmic feeling her bio-dad had so desperately wanted her to share with him, but not finding it. All she found was a sense of satisfaction, yet even that was too much.
Years of therapy, of telling her story to trained clinicians and listening to and internalizing their advice. All of it had helped her make friends and move among the normal people, but it had never erased that feeling of satisfaction. This was the fourth time she'd killed a sentient being, and each time, she felt the exact same way. It was a victory.
Her maudlin thoughts were interrupted by the bark of Greg's rifle. The troll's head jerked and deformed, a splattering of blood coming out as a .277 fury round drilled a hole straight through his temples. She glanced up to find Greg still eyeing her.
"You did good," he said, his expression showing some concern.
"I liked it," she said quietly, her eyes turning back.
"You liked killing him?" Greg asked. Emily nodded, wondering if she'd always be fucked up.
"I killed him," Greg said. "And I damn sure liked it."
Emily turned back, eyeing him with some interest. Greg was, in many ways, the opposite of her. Cool, confident, charming and just all-around well-adjusted. She hadn't ever imagined that he wound enjoy something like this.
"It means I won," he explained. "It means that big, badass motherfucker showed up here trying to bully us, and take whatever he wanted from us, and little old me stood up and said 'no', and when he tried to force the issue, I took his life away. It feels like justice. It feels like one less motherfucker trying to kill me and my friends. Damn straight I liked it."
Emily smiled. She didn't realized she had smiled until Greg smiled back.
"I read your psych eval," he went on. "I know you think you're fucked in the head, but I'm gonna tell you right now, you're not. You're a warrior, that's it. Bloodlust isn't a bad thing, if it can be controlled. Enjoying killing isn't a bad thing, if you're killing the people that need killing. Give yourself a break, girl."
He clapped her on the shoulder, then took the back of her head with his free hand and pressed her forehead to his.
"I'm gonna recommend you be allowed to join the war wizard roster. You're all trained up, you're prepared for it, and from what I've seen today, you're a fucking natural."
Without waiting for a response, he let her go and turned away, grabbing the radio fob on his armor and squeezing it.
"Black Lead, this is Black-Two Actual. All raiders at the target site are neutralized. We're commencing a sweep now, will report back in thirty mikes."
Emily smiled at his back as he walked away. A part of her reflected that he was a natural leader, knowing exactly what to say to her in that moment. Another part didn't care, because it worked. She glanced down at the troll again, and didn't see a victim.
She saw a victory.
----
Kathy Evenson, Professional
Somewhere in the ruins of an ancient city in the Seventh World
Kells shifted nervously as Kathy continued to cut chits from the electrical panel lid with the magical laser emerging from her fingertip. He held his machete, really a short sword, in one hand, and his dagger in the other.
"We really shouldn't be much longer, Kath," he said. Kathy had explained to him the difference between Kath and Kathy, and even hinted at the things she'd done while possessed by Pissface and calling herself 'Kath', and even gone into some detail about how much she hated the nickname. Kells hadn't cared. He simply agreed with her, then continued to call her 'Kath'.
And the truth was, she really didn't mind that much.
She wasn't quite sure why, though she could hazard a guess. The man was disarming to a great degree. He presented himself as a dirty wanderer, a simple, violent man who shouldn't be trusted as far as you could throw him. But within just a few minutes of meeting him, she'd seen the intelligence in his eyes and words. She had seen the integrity in his negotiations with her, and the ethics that had turned him protective when the Searchers had appeared.
And despite that protectiveness, he still managed to avoid being patronizing. When she'd told him how she planned to get his chits, he had warned her of the dangers, then agreed to come along without hesitation when she didn't change her mind. Kells was a good man, she thought, and if a good man wanted to call her Kath, she supposed she could let him reclaim the name from the hell it had once represented.
"It won't be much longer," she said. She already had over seven hundred, and this plate would bring her to eight hundred. She only needed five or six more. This deep in the ruins, there was an untouched electrical box on almost every building. Some had been corroded, but most were surprisingly intact.
As she cut the final strip into chits, a roar sounded. It was a gurgling, rasping roar, unlike anything she had ever heard before. Or rather, the first one had been unlike anything she had ever heard before. This was the third time she'd heard it, and it sounded closer than the last two.
"That's no good sign, right thur," Kells said.
Kathy finished, dumping the little squares of galvanized steel into her bag and standing up.
"Come on," she said. "We'll go a couple blocks away from whatever that was before I cut the next one."
"Aye," Kells agreed, his head swiveling on his shoulders as he followed her down the alley. Kathy took note of how spooked he was. He seemed more nervous here than he had with the Searchers right in front of him. She supposed that might have something to do with the nature of the threats. The Searchers were, regardless of power and reputation, mere humans. Whereas whatever was making that roar was clearly some sort of monster.
She led him six blocks in a direction away from the roar before she stopped to examine the buildings. They had moved into a downtown area, which was one of the reasons she had stopped. The buildings here were closer together, which should make the rest of her task quicker. She found a good cover and ripped the little padlock off, then pulled it open and off its hinges.
A mass of spiders rushed out of the electrical box. She jerked her hand away, but they ignored her, scurrying down the wall and vanishing into the cracks between the bricks, safe once again in enclosed darkness.
She began to cut as Kells again stood watch.
She hadn't even made it halfway through the panel when another roar sounded, even closer than the last, and from a different direction.
"Call it," Kells said. "Call it now, Kath. Better ye collect some more later on than deal with the beast makin' them sounds."
"What kind of beast?" Kathy asked. She kept cutting, but glanced up and around, not seeing anything but filthy, dilapidated alleys.
"Walkers, they call 'em," Kells said. "Like great spiders, but rottin' away, with bones stickin' out an' flesh hangin' off th'legs."
"Great spiders?" Kathy asked. "How big?"
"Bigger'n a building."
"You've seen them yourself?" Kathy asked.
"Only once," Kells said, his voice growing quieter. He seemed to be done speaking for a moment, staring around. But after a few seconds, he continued.
"Friend o'mine, name o' Gil. We used t'work together, he an' I. I were real new to runnin' a caravan crew back then, about ten years back. Gil were an old hand at it, though. Took me under 'is wing and taught me th'roads, as it were.
"Anyways, we'd taken a pair o' contracts. Rough ones, with a tight timetable. Merchants needed t'get to Freeman's Port post-haste. One faster'n th'other. Gil took that one, left me with the easier one, though that weren't t'say it were an easy job.
"We was in Craster's Holdfast at th'time, an smack in between there an' Freeman's Port were an ancient ruin. Big one, 'bout the size o' this'un, in fact. Normally, it took about a week t'travel between the two places, but if one were brave or foolhardy enough, they could cut through th'ruins an' make it in five days.
"Well, old Gil had that in mind. We left together, an' at th'place where ye normally would turn north t'go around the ruins, he led his caravan on straight. I prayed fer their safety that night, but never really believed anything would happen. Gil were an experienced caravaner, an' tougher'n anyone else I'd ever met.
"Two days later, we was walkin' this ridgeline north o'the ruins when somethin' called out t'me. Not sure what, exactly. I started lookin' south, scannin' the ruins, an' sure enough, I found Gil's caravan, walking down a wide road between th'largest buildings. They was movin' at quite a clip, I hav'ta say.
"I were tickled pink, at first. Because we'd made near as good a time as they had, despite movin' almost a day's north to skirt th'ruins. But as I watched, I realized that they weren't just travelin', they was runnin'."
Kells sighed, his eyes distant and full of old regrets.
"That's when I saw one. A great Walker, striding out o' th'deepest part o' th'ruins. The way it moved were like nothin' I ever seen before. It crawled along th'sides o' the ruins themselves, like a spider almost, but always with two or three feet on th'ground.
"It came fer th'caravan, and fell on 'em in a slaughter. I watched it breathe fire down on 'em, stompin' men flat with its feet an' scooping 'em up with its great claws."
He sighed again, then looked down. He tucked his sword under his armpit and used his hand to rub his eyes for a moment, before taking the blade up again.
"Killed 'em all, it did. Erry single one, as I live an' breath. An' when it were done, it went around, stompin' th'bodies flat. Never ate one, jes did all it could t'make sure that not a single survivor lived t'tell the tale. I were shook something fierce, I tell ya. Took me own caravan down off the ridge, t'avoid bein' spotted. We ended up arriving a day late, but to this day, I thank me lucky stars we made it at all."
Another sigh came, and Kathy heard the cracks in his voice as he continued on.
"Not Gil, though. Nor any o'them what worked for him, or th'merchant what hired him. A few years later, I worked up th'courage t'take a couple o'men into the ruins, t'find the bodies. I found bones dressed in Gil's clothes. I took his sword, which had survived, an' is th'one I carry to this day. I think Gil'd be pleased to know his blade had saved me life, quite a few times since."
Kathy finished cutting the cover up and stood to put her hands on Kells' shoulder.
"Thank you for telling me that," she said, her voice gentle. "I can tell it's an important story to you."
Kells nodded and sniffed once, then jerked his head in the direction away from the most recent roar. "I still think we should get out o' here, Kath," he said. "I'll face down the Searchers an' be happy o' a good death, should they take me. But them Walkers... They ain't warriors ye can face an' die with honor. One o'them things finds us, there ain't no fightin' it. We jes' die screaming, th'only consolation coming when it's all over."
Kathy weighed his words carefully. Kells knew this world far better than she did. And while she knew her own abilities far better than anyone here, she had to be mindful not to be too arrogant. Kells had told her how a single Walker had slaughtered an entire caravan of experienced fighters, led by an experienced leader.
"Okay," she said. She handed the bag to Kells. "There should be about eight hundred and fifty chits in there. You can count them out later, and I'll trust your count. After I find what I'm looking for, I'll collect the rest and we'll settle up."
"Good call," Kells said. He tied the bag off to his belt and walked to the corner of the building, peeking around. When he was satisfied, he nodded. Kathy joined him, and together, they made a beeline to the edge of the ruins.
They had made it about halfway out when another roar sounded, this one right on top of them. A rumbling crash sounded from her right, and Kathy turned to see rubble falling to the ground as something massive rose off the ground, two blocks over.
"Stars an' stones," Kells swore, then shouted "Run!"

Most meetings should be an email:
Their “all hands on deck” meetings are early in the morning, even though the first three hours of your workday are your most precious and productive and should be reserved for the most important tasks where focus, attention, high cognitive function, willpower is needed, according to research. Willpower or mental energy regulates your thoughts, emotions, impulses, and performance control.
Top management has recurring meetings but it seems like the topic was determined 5 min beforehand because the meetings are often all over the place, with no clear agenda, and random topics. Often, they feel like a parent lecturing their teenager.
Meetings are mandatory. Most employees do not really have to be there. The meetings do not affect the actual day to day job functions. The main purpose for these meetings seems to be for unity (or the appearance of). They are often not productive. Not useful and not engaging for most employees. Not worth spending company time. Not used for coaching or mentoring. Not used for making decisions. They are not about a complex issue that needs to be talked through ideas and solutions. In actuality, 98% of the meetings should really just be emails. There are three regular weekly meetings: about 80-90% of them include testimonies or personal stories and about 10-20% is someone sharing statistics (about the products they produce) or status updates or the behind the scenes (how the "hotdogs" are made). One out of about four meetings involve a recount of the ministry's history. If one did not attend the meetings, nothing would change. There really would not be any consequences that would affect doing your job.
Finally, Managers or employees who have traveled internationally are the only ones that get to speak and address the entire ministry. Everyone else doesn't get a voice.
Testimonies or personal stories:
Stories and testimonies as a form of encouragement and motivation are not bad or not useful; however, there are other areas in the work culture that are lacking that destroy any built up motivation. Employees are expected to have some kind of emotional response to them. Over the months and years, stories and testimonies become overused. In fact, you will hear so many testimonies that, over time, they will blurr and you will probably become desensitized to them. Stories and testimonies are probably seen as a way of providing support to employees but other supports are also lacking and needed (e.g., better leadership, empowerment, resources, tools, better communication, regular check ins, accountability, empathy, feedback, personal and professional development). Stories, anecdotes, and testimonies seem to be used to deflect from some of the problems in the ministry culture.
Top management pressures employees to feel a certain way. They want them to always feel encouraged and motivated by everything and anything the ministry does:
If you replace "encourage" with Love" and then talk to your wife....
“I took out the trash, that should make you feel loved. I mowed the lawn, that should make you feel loved. I picked up my laundry, that should make you feel loved. I went exercised today, that should make you feel loved. i helped an old lady cross the street.”
This makes it all about YOU, not how your wife actually feels! in fact, you are manipulating her to feel a certain way by what you did!
"If you are not feeling loved by all these things I did, then something is wrong with YOU.”
So management tells employees how they should be feeling about things. Performance is often not rewarded. Many employees do not know how much management cares about them as a person. What would be really encouraging is if management gave employees confidence, listed better, spoke to their needs, and empowered them.
Meetings - introverts vs extroverts:
Meetings are not set up to accommodate the basic differences between introverts and extroverts (e.g., how they best think, work, process information, communicate, learn; introverts typically dislike noise and big group settings) nor of how people need to manage their energy (ultradian rhythms). Management does not use information about individual team members’ personalities and predilections to formulate norms and dynamics that are respectful to everyone. Research indicates that in a typical six-person meeting, two people do more than 60% of the talking. In bigger groups, like the 100+ group at FCBH, the problem is worse. Management allows a certain dominant personality to do all the talking. They are not coached to listen, reflect, and become more open to the perspectives of their more silent peers. Top management does not send the meeting agenda in advance and ask for written feedback to give introverts time to formulate thoughts and summon the courage to share them.
Management’s definition of a “successful” meeting is different from that of other organizations. Top management does not appear to have any training in meeting science. Most meetings do not provide value to all attendees. They are not set up for employees to contribute and add value to them. Also, no opportunities to give feedback on meeting quality when meetings end.
A “Christian” version of CRT:
The opinions and perspectives of international employees are valued over local/american employees. Employees who are international (and especially those who live in persecuted areas) are often prioritized and favored. Their voice, their input, is often considered more important because top management pressures them to share and speak.
If there is a need, entire ministry is notified to pray if the need is from internationals but not if the need is local.
Personal convictions. Money:
Top management tends to have some childhood trauma, that is the root cause of their strong personal convictions, that often comes out during their mandatory meetings. These “preaching” moments usually have to do with money. They grew up poor or had strict parents or been around groups, ministries, and churches that abused money and now they get triggered or feel guilty when they see new things and resist replacing things like whiteboards and chairs: "if we already have something, we don't need to replace it = if it ain't broke, don't fix/replace it. wear your shoes out until your soles poke through the bottom before buying new ones." They seem to get triggered when employees ask them for upgrades/replacements” “if it can still 'technically' work, then it's fine.”
Compromises:
In order to fulfill their deadlines and to keep up appearances with ministry partners and donors, management will often “let things go”. Things such as quality of the recordings or training issues with internationals. They are willing to sacrifice quality control to get the results their supporters want to see.
Employee well-being:
Top management often makes assumptions about the well-being and contentment of employees.
They do not invest time and effort in comprehending genuine emotions and needs to create a supportive and harmonious work environment.
No consideration for managing energy or attention. No discussions on employees’ health and wellness goals. Instead, employees are expected to focus, to look at computer screens for extended periods of time (an 8 hrs shift includes two short breaks) even though editing and processing audio and video requires high mental energy and prolonged focus. Management often ignores telltale singles of burnout and fatigue. No effort is made to increase energy, reduce fatigue, and improve job performance. So, consistency, accuracy, and quality of recordings are affected as well as employees’ well-being.
Moveover, no paid maternity or even work from home options for new parents. Many new moms have left. New parents must be use PTO if they want time with their new baby.
The end result? Low moral, isolation, aloneness. Many employees are overworked and underappreciated. Many are not satisfied with their position. Most work until they burn out. Someone said this and it's true: for every employee that leaves, they have to hire at least two people to replace them. Sure, there are some long-term or for life employees who have been around for 10+ years. Unfortunately, most of these employees have outdated skills and would have a difficult time finding work (there is no continuing education or certifications offered) if they wanted to leave (or were let go). In addition, many of the skills employees learn on the job are non-transferrable. So, many choose to stay and remain loyal to the ministry because the cost of leaving is just too high.
No windows; no natural light:
Most of the building has no windows. Something to note if you struggle with depression.
People are different:
Management seems to lack an understanding of how people are wired, how each person is different, what drives their behavior and what they’re capable of doing with their skills. Not much consideration for each person’s individual goals, strengths, and weaknesses. Management does not create situations that encourage employees to motivate themselves.
So, work areas do not reflect the needs of Gen Z and millennials, the basic differences between introverts and extroverts (e.g., how they think, work, process information, communicate, learn), how personality impacts work preferences and styles. No awareness of how people need to manage their energy (ultradian rhythms). They do not allow people to work the way they want to; extroverts should feel comfortable taking time to socialize, while introverts should have license to work remotely or take breaks from the team.
Top management does not recognize that individuals may not always express their inner concerns or desires openly. They don’t sculpt jobs to enhance individual engagement: they don’t seek to understand the unique motivations of employees or develop each employee’s career. No incentives or rewards are provided. Not much authentic appreciation is shown. Employees have value as people (not just as producers), and management needs to communicate in ways that are meaningful to the recipient (as opposed to just going through the motions). Management must adopt business practices that help employees have a personal life.”
Work family:
Despite current best business practices, management will continually use the phrase “work family”.
All about the numbers:
There is more focus on production than the core values of the ministry. Top management almost idolizes how many bibles are produced. There is a focus on goals and numbers which often comes off as self-righteous and self-promoting and self-important: Numbers of bibles produced, numbers of people who receive those bibles, numbers of testimonies from those that get the bibles. Focus seems to be on the products FCBH produces over the people reached. Focus is on getting bibles to people. Focus is not on discipleship or teaching people how to correctly interpret the Bible they receive so they can become more like Jesus. Top management seems to be more focused on what they have done well rather than on what others have done well. And they often take credit for accomplishments that should be credited to God.
Theology at work:
Management does not want discussions to get “too theological”, they want to keep it “practical”, as though good practice did not require careful thought to direct it. They discourage employees from discussing theology because they want to keep “unity” and avoid division among Christians, however, they will present their own theological positions and convictions but not allow other employees to question or share their own views and opinions especially on controversial topics (e.g., spiritual gifts, hearing from God, fasting, finances, stewardship, prophesy, replacement theology).
Favoritism:
Major donors to the ministry are singled out to entire staff and praised. The poor widow with two coins wouldn't get any mention. This makes it seem that the ministry only really cares about the major donors. All donors should be anonymous to employees that are not directly working with the donors.
Employees who are pastors are also favored:
They are often asked to pray or give a word in meetings as if their prayers and words are above employees who are not pastors. As if God will take extra time and attention to hear from them and answer their prayers.
Inconsistencies:
Some “special” employees are allowed to work remotely for some unknown reason. Most employees requesting to WFH are denied. This is never explained and so it creates division, confusion, and envy.
Birthday, thanksgiving, and Christmas parties vary drastically by department: some departments work half day and get together off site to celebrate; some work full day and have no party; some work full day and have a 30min party onsite (during work hours?); some have food only, some have food and games, some have everyone bring in food but some have the ministry? provide the food; some have gift exchange and some don’t….
​
Conclusion:
Some people might say this is all superficial and selfish, all that really matters is getting bibles to people. You be the judge. Many have chosen to ignore these issues and remain loyal to the ministry; some stay and think things will get better; others stay because they have nowhere else to go; some mentally check out; some have spoken out and been labeled as “causing disunity” and then let go, and many others have chosen to leave. Unfortunately, the people most sensitive to a decrease in the quality of the culture are typically those with the most resources, skills, and talents that could be used to effectuate improvement. The people who are the least sensitive to quality usually have fewer resources, skills, and talents.

When it comes to financial services, it's crucial to do your due diligence and research before entrusting your money to any company. One such company that has been gaining attention in the finance industry is HOTBGLOBAL Finance Limited. With a focus on providing innovative financial solutions to clients worldwide, HOTBGLOBAL Finance Limited has garnered both praise and scrutiny. In this article, we will delve into HOTBGLOBAL Finance Limited reviews and how you can contribute your thoughts to the conversation.
HOTBGLOBAL Finance Limited offers a range of financial services, including investment opportunities, wealth management, and advisory services. As with any financial institution, it's important for potential clients to look into reviews and feedback from current and past customers to get a better understanding of the company's reputation and track record.
If you have had experience with HOTBGLOBAL Finance Limited, whether as a client or a partner, sharing your thoughts and reviews can be valuable for others considering working with the company. By providing honest feedback, you can help potential clients make informed decisions about whether HOTBGLOBAL Finance Limited is the right fit for their financial needs.
To contribute your thoughts on HOTBGLOBAL Finance Limited, you can leave reviews on various platforms such as Trustpilot, Google Reviews, or social media channels. Sharing your experiences, positive or negative, can help others gain insights into the company's services, customer support, and overall performance.
In addition to leaving reviews, you can also engage with discussions and forums related to finance and investment to share your experiences with HOTBGLOBAL Finance Limited. By participating in online communities, you can connect with like-minded individuals and exchange valuable information about different financial institutions.
If you are interested in learning more about financial technology and cybersecurity, CronusTech is a reputable technology company that offers cutting-edge solutions for online security and fraud prevention. Their expertise in cybersecurity and financial technology makes them a valuable resource for individuals looking to protect themselves from online scams and fraudsters.
In conclusion, sharing your thoughts and reviews on companies like HOTBGLOBAL Finance Limited can help others make informed decisions about their financial partnerships. By contributing to the conversation, you play a crucial role in promoting transparency and accountability in the finance industry. Visit to explore their services and stay informed about the latest developments in online security and fraud prevention.

I've designed and worked on teams to build software in my professional career but now I want to create my own software. I've dreamt of it for a long time and I'm finally in a position where I can spend the time designing and creating it. Plus, I have additional software that services the same demographic but in a different way. And more software ideas after that. I've built out some prototypes and plan to do some validation tests, i'm currently continuously conducting research interviews and I'm almost done with my pitch deck.
I don't know where to go from here though. It was recommended I apply to this accelerator program, and so I'm going to, but I want to be realistic and apply to others, and to understand my options here. Any advice on books to read, people to follow, things to do?

I'll try to keep it short: a player in my campaign is doing some in-character research about deities (I've been running a "Who killed Kelemvor and how do/should we fix Death" campaign for a while), and among his questions is something very specific: the history of divine judjements and punishments over non-good deities. We share an understanding that it would mostly be done by Tyr and his allies, but I will take any kind of intervention. So far I've dug up three well-known cases, and only one of them properly fits.

• The case of Midnight!Mystra over her "imperfection by mean of humanity" and not grandting magic to evil spellcasters. I would like to know where to read up on that, but here specifically it doesn't fit because modern mystra is NG, AFAIK.
• The case of Kelemvor meddling with the Wall. As far as I recall, it was more of an intervention than a trial, but it sort of fits.
• The trial over Cyric for the murder of Midnight!Mystra, after which he was imprisoned in the Supreme Throne. The most straightforward case.

The question: did I miss any trials/interventions that exist in the lore? Are there any good sources on that?

• How old are you? What's your gender? Give us a general description of yourself.

1. Either agender and/or pangender. I’m also either asexual and/or pansexual. I live comfortably alone but have a decent number of friends that I maintain communications with. Onlookers seem to believe I am dating all of them (not all at once but individually depending on which one I am “closest” to), which I take to mean that I apply no distinction between a friend and a partner (which I can agree with), hence the asexual/pansexual duality. Not really sure what this has to do with typing but there's a description.

• Is there a medical diagnosis that may impact your mental stability somehow?
Yes.
• Describe your upbringing. Did it have any kind of religious or structured influence? How did you respond to it?
I had a whole paragraph here but I realised it was probably very NSFW so I've decided to remove this part.
• What do you do as a job or as a career (if you have one)? Do you like it? Why or why not?
I’m an engineer, a mix of both hardware and software. I like the work of my job, but I don’t care much for the job or career part of it. I don’t have any career ambitions and would rather just learn the skills that the work can provide me and then move on to becoming entirely self-sufficient and only working for myself. I don’t think it's the other people aspect I dislike here as such, more the lack of independence and control over how I spend my time. That said, it’s worth it to live on my own two feet away from disturbances in the house.
• If you had to spend an entire weekend by yourself, how would you feel? Would you feel lonely or refreshed?
I know I would be completely fine, as I do this regularly. I don’t think I feel lonely nor refreshed. I generally have plenty to do with my time and find ways to occupy myself, even if that involves doing nothing and resting. If I’m interested in someone's thoughts or feelings on a topic I will just message them without issue and I usually do this once or twice a day, but there are many occasions in which I will just be focused on doing my own thing and won’t have contacted anyone.
• What kinds of activities do you prefer? Do you like, and are you good at sports? Do you enjoy any other outdoor or indoor activities?
I do all kinds of activities, from reading to games to sports. I’m very good at sports and enjoy them, but I usually choose to stay inside over doing them. I think to an onlooker a lot of my activities could look more like work than fun, but I get fun out of them. You would be most likely to find me (or not) inside reading some kind of research paper or building a machine. If not that then you’d find me playing a single player RPG/sandbox style game and if not that then you’d probably find me meditating/introspecting. You’d probably only find me outside playing sports if I’d been asked to by a friend.
• How curious are you? Do you have more ideas then you can execute? What are your curiosities about? What are your ideas about - is it environmental or conceptual, and can you please elaborate?
Very curious. I research just about everything in depth and if I had free time I would research even more. It’s become something of an inside joke at work that I will come in and have some kind of new theory or discovery to share with the office about some random topic that has nothing to do with the last. I don’t think I have more ideas than I can execute, it's more that I have more ideas than I do execute. I’m actually not a very ambitious person despite my insatiable curiosity, so there are many occasions where I will do nothing at all. Aside from the theories I create from whatever information/topic I have been researching, most of the ideas I present to others are to do with having fun. I often create small games using the objects we have in our environment (like playing cards or checkers pieces) on the spot, improvising the rules as we go along DnD style. I actually was invited to play DnD once with a friend group but I was something of a nightmare of a player since I would come up with completely outlandish ideas that the DM couldn’t handle. I was never invited to a session again after that.
• Would you enjoy taking on a leadership position? Do you think you would be good at it? What would your leadership style be?
Being a leader isn’t tied to my self identity at all, but it does seem to be the impression other people get about me. I have been told several times that I would make a good cult leader (concerningly) and that I always seem to end up in charge of a situation. I don’t really do this on purpose but a lot of the time I am the only one who will speak up and start moving a group forward when we are in a situation that calls for it. I have been told that I am quite a diplomatic leader that makes sure people get along, have something to do and feel supported. That said, I personally don’t like telling people what they should value. I am of the belief that it is their own choice to decide that. I will however help people by telling them the actions they could take in line with those chosen values. I also think conflict is quite important and I will only try to keep the conflict civil without ending it until both parties are satisfied and have conveyed everything they wish to. This also includes conflict with me, I dislike “sweeping things under the rug”.
• Are you coordinated? Why do you feel as if you are or are not? Do you enjoy working with your hands in some form? Describe your activity?
I think I am. I often feel as though my entire body is under my control and I am very intune with any physical sensations. I fear being paralyzed or losing mental integrity. This is the reason I avoid dangerous and reckless behavior that could result in losing control of my mind or body. I will not partake in highly “extreme” sports such as free climbing and I will not consume any kind of drugs to an extent that it affects my mental state, including alcohol.
• Are you artistic? If yes, describe your art? If you are not particularly artistic but can appreciate art please likewise describe what forms of art you enjoy. Please explain your answer.
I’m not actually sure. I like writing stories and drawing, but I wouldn’t consider myself an artist. I am very interested in art and have been learning how to properly paint and create music on and off for a while now. I think it's probably similar to sports in the sense that I enjoy it but rarely choose it over another activity. I don’t really enjoy going to art museums, I find art to be subjective so interacting with it from such an objective standpoint disinterests me. A lot of my friends are artists and I support them in their endeavors.
• What's your opinion about the past, present, and future? How do you deal with them?
I don’t think about the past much unless I actively make myself do so to search for something there. I am very in tune with the present and am constantly looking out for dangers in my environment and observing people, but it's not my main way of thinking. I am almost always thinking about the future, both in terms of potential futures as well as what future I am aiming for. I have some trouble deciding on a future to aim for since all of the options seem so appealing and I don’t particularly want to close any of them off. There is a part of me that wishes I was immortal so that I could experience as much of everything as possible. This is probably also the part of me that likes stories and hearing the experiences of others since I get to understand a whole other world with its own futures in such a short amount of time.
• How do you act when others request your help to do something (anything)? If you would decide to help them, why would you do so?
I will help immediately. I’m not entirely sure why but I imagine it has something to do with me enjoying solving problems, whether that problem is mine or anothers. I have largely minimized my worldly connections and needs so I often appear to “go out of my way” to help others even if it appears like it's sacrificial to myself. I don’t find it sacrificial to myself at all. I don’t need anything to be comfortable, it’s all just building upon that initial comfort as a kind of “excess” or “abundance”. I could lose everything I own tomorrow and be absolutely fine. All of this to say, I don’t sacrifice myself for others, I just help them most likely because I enjoy it. I do not consider myself a “good” person for doing this, in fact I do not really believe in the concept of good or evil at all.
• Do you need logical consistency in your life?
I think the fact that I immediately thought both yes and no for this question points to me not needing it. I certainly try to be logically consistent, but it's not the end of the world if I’m not. I think it's more important to me that I not be in denial about it.
• How important is efficiency and productivity to you?
I do aim for efficiency but it’s not very important to me. While I do want to make the most of my time in this life, if I don’t feel like doing anything then I won’t. I’m comfortable with being unproductive and “lazy” for as long as I like.
• Do you control others, even if indirectly? How and why do you do that?
I think I’m indirectly controlling. I don’t use force to control people (at least not anymore), I’m more inclined to engineer the circumstances of a situation in a way that results in people choosing to move in one of the ways that I want them to. Nobody has told me I am controlling, nor do they seem to feel they are being controlled. I don’t really do this intentionally, it just ends up being the path that I go down based on the options I have available (perhaps I am being controlled by something as well?). I’m not sure why I do this but if I had to guess it would be to protect myself and others from being hurt, after all you can’t be hurt if the option isn’t even available.
• What are your hobbies? Why do you like them?
See activities. My topics of interest are usually to do with people, nature or technology.
• What is your learning style? What kind of learning environments do you struggle with most? Why do you like/struggle with these learning styles? Do you prefer classes involving memorization, logic, creativity, or your physical senses?
I teach myself things. I always seem to find teachers/tutors intellectually suffocating. Outside of that I take any form of information possible.
• How good are you at strategizing? Do you easily break up projects into manageable tasks? Or do you have a tendency to wing projects and improvise as you go?
I break tasks down instinctively. I do like to plan out the whole project before I start but I have no problem deviating from the plan and improvising if I think of something I like the sound of more. This usually results in the finished project looking very different from the plan and taking longer than it could have.
• What are your aspirations in life, professionally and personally?
None really. I’m content with just existing. However, in terms of what I choose to pursue it would be perfection in all fields, having all knowledge and having experienced everything, as well as transmitting this perfection to everyone else so that they stand beside me. More realistically, I’m trying to buy some land and build a community so that as many people are under my direct protection and responsibility as possible. The world has many powerful people that are looking to exploit the innocent solely for their own gain. I’m not expecting a utopia but I would hope it would be more comfortable for people to live in than the insecurity of greater society. It’s nice to think of spending the rest of my days with this small community.
• What are your fears? What makes you uncomfortable? What do you hate? Why?
As mentioned earlier, I fear losing autonomy of my body and mind. I think I would still be comfortable in this state as I would get used to it but I actively avoid it coming to pass. I don’t think I hate anything, I don’t think in black and white. I’m not even sure I think in shades of gray, it seems more like the whole spectrum of color to me. I mentioned I don’t really believe in good or evil. In the event that someone is judged as evil by the world I can easily look at them and find just as many things people would find good. Does this make me endlessly accommodating of the actions of others? Certainly not. It’s just a matter of managing a conflict of interests, which is not something I struggle with.
• What do the "highs" in your life look like?
I can’t really think of anything that would fit a “high”. I think the closest thing would be my family and my friends. I’m not sure why they are what comes to mind. I mentioned before that I would be comfortable with losing everything I own since I have discarded worldly attachment, but for some reason when I think of losing people it's not such an easy answer.
• What do the "lows" in your life look like?
There was a time just after I had graduated high school and before I had moved out that I was highly depressed. I lacked any kind of purpose or direction in life and thought that I should have it. I also felt immense guilt over the harm I had caused throughout my school life. I believed that I should hide myself away from all life so that I never had the choice to take those actions again. It took me over a year living in this state to finally pull myself out of it. I discarded my need for a purpose or a direction and I discarded the need to be forgiven for the past so that I could live a new life. I discarded any other need that I could find as it is when a need is unmet that you enter a victim mindset, which is a mindset that I really want to avoid in me.
• How attached are you to reality? Do you daydream often, or do you pay attention to what's around you? If you do daydream, are you aware of your surroundings while you do so?
I’m not attached to reality at all. I daydream very often but I do pay close attention to my surroundings while I do so. I think having extremely sensitive senses helps with this. I have quite a vibrant and detailed imaginary world.
• Imagine you are alone in a blank, empty room. There is nothing for you to do and no one to talk to. What do you think about?
I would think about the same things I do as I fall asleep. In other words, I’d just daydream about hypotheticals and the future. Possibly not the future in this case as there might not be one but I imagine I’d be able to entertain myself endlessly in my head.
• How long do you take to make an important decision? And do you change your mind once you've made it?
I think of myself as having 3 decision makers. My rational mind, my sensory body/gut and my emotional heart. If all 3 are in agreement, I am able to make a decision very quickly. If 2 are in agreement, I will take longer to weigh up the options before I choose as often they will end up in agreement after I have thought it through. I will do the same if none are in agreement. In the event that they still can’t come to a unanimous decision I will flip a coin or roll a dice and go with the option that picks. I do this no matter how “important” the decision is.
• How long do you take to process your emotions? How important are emotions in your life?
Apparently I don’t feel emotions in the way other people do (at least according to the people I’ve spoken to about this). I tend to recognise emotions through the bodily sensations they apply to my body, for example, I can tell if I'm angry by my body feeling hot and my jaw feeling tense. With reference to my 3 decision makers, this means I can only figure out what my heart is telling me by going through my body. In chaotic or highly sensory situations where there is not enough time or space to recognise what I am feeling, it’s as though I am not feeling any emotion at all. I tend to think they are just as important as the other 2 decision makers when deciding things, as emotions are the basis for deciding what you value. If you don’t know what you value, you can’t determine what the best actions are for you to take according to those values, which results in nihilism. I think people would be surprised to learn that I consider emotions important. I have an almost entirely inexpressive face and a monotone voice which has resulted in me being called a robot quite often. In the times that I do have an expression, it is usually fake and done to make the other person feel more comfortable.
• Do you ever catch yourself agreeing with others just to appease them and keep the conversation going? How often? Why?
No. If I want to keep the conversation going then I will intentionally disagree with them to see how far they can take their opinion and understand it better. If I disagree with someone, I will inform them of my perspective. I do not wish for them to agree with me to “appease” me, although I will understand if they make that choice. I want them to inform me of their whole perspective so that I can understand it. If they can convince me after all this, then I will truly agree with them. This is not always the case though, I can imagine times that I would pretend to agree with someone, but it would have to be “worth” it.
• Do you break rules often? Do you think authority should be challenged, or that they know better? If you do break rules, why?
I don’t think rules are set in stone. If I disagree with a rule and there are no meaningful consequences, then the rule may as well not exist for me. I make no comments on others' takes on that. I will challenge authority any time I want to. Whether or not they “should” be challenged depends on what you value in an authority, but for my case the answer is yes they should be. In the event I am an authority I would want to be challenged, it would be both an opportunity to test my ability as well as to exchange information with people.