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string(4142) "Welcome to the new year! Bright eyed and bushy tailed, we emerge from our holi-daze and get to the business of looking into 2024. The company goals and objectives have (hopefully) been identified and as a leader of people, you are helping guide your team through a critical exercise. One that sets the tone for the year, identifying top priorities and milestones that tether the team to what's truly important. I'm willing to bet that you've been involved in at least twice as many goal setting exercises that were some combination of vague, demotivating, and irrelevant vs. clear, inspiring, and valuable. How is this possible? Think about the people on your teams. The individuals showing up or logging in every day, helping you and the business move into the future. Chances are, you are their #1 source for information about where the business is heading and you are also the #1 conduit for the business to know who they are, what they do, and where they're going. Who else would be better equipped to inspire the work they're doing in a meaningful way, and by meaningful, that includes both to the business AND to the employee? Here's your chance to break the cycle of dull, impersonal, or foggy goals by incorporating aspects of the goal-setting process that will set you apart.1. Goals need aspirationSetting aspirational goals that align with a company's mission, vision, and values fosters a sense of purpose and direction. Aspirational goals transcend mere tasks; they energize and motivate employees by connecting their daily efforts to a larger, meaningful context. When goals are fundamentally tied to a company's mission, they become a driving force that brings that mission to life. Similarly, aligning goals with the company's vision creates a roadmap to achieving overarching long-term objectives. Finally, grounding goals in the company's values ensures that the pursuit of objectives is not only about achieving results but also about upholding principles integral to the organization's identity. In this way, aspirational goals serve as a unifying force, rallying the collective efforts of the team toward a shared vision and reinforcing the organization's commitment to its core values.2. Goals require understandingClarity in goal setting is essential for effective communication, alignment, and successful execution within an organization. When goals are transparent and straightforward, individuals can align their efforts seamlessly, fostering a collective sense of purpose and direction. As the guide through this process, your ability to remove ambiguity enhances accountability and empowers team members to make informed decisions based on a shared understanding of the desired outcomes. The SMART framework does force a "clarity critique" of each goal, and if used consistently, can make goal definition efficient and effective.3. Goals should be personal Professional goals that resonate on a personal level with people are more likely to evoke genuine motivation, dedication, and a sense of fulfillment. When employees see their unique talents and interests connected to their professional objectives, work becomes a meaningful journey aligned with individual growth and values. Personalized professional goals tap into intrinsic motivations, and the ability for a company to see, recognize, and value what motivates us as individuals optimizes the work we do as we achieve those goals. As a result, intertwining professional goals with personal dimensions enhances job satisfaction, engagement, and overall well-being, contributing to both individual success and organizational prosperity.With these differentiators in mind, make setting goals memorable and meaningful with team members that will undoubtedly be leading their own teams someday. Cheers to 2024! Let's get started!"
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string(7021) "If you think this is a ridiculous question, you should definitely keep reading. If you think this is a tremendous question, you should definitely keep reading.
Back in the early days of the internet and search engines, the dynamic was very different. The search engines were trying to gather the requisite information needed to provide humans with the information they were requesting. And YES at one point - there were - Search Engine(s). Not just one 800 LB Gorilla - with over 70% of the search engine market share - that no one quite knows how to manage or compete with.
Around 2015, the paradigm shifted, to where the search engines, namely Google, began providing tiered information on their own accord. By this point, they had so much data from all of the trillions (yes trillions) of searches since 1998, that they could literally compile a list of whatever said searcher required. Without being concerned with what humans are actually searching for. Google began answering the question before it was asked. This method is tremendously efficient, but also bone-chillingly scary. Let me retype that since social media and such have made fruit flies seem like extremely focused creatures in comparison to us.
Google began answering the question before it was asked.
What does this mean?
Well, for website designers and other neighboring services, it’s a pretty big deal. And incidentally, if you were to adopt this principle, it’d be a pretty big deal for you and your business as well.
(Disclaimer: I don’t like this idea one bit. I only know it to be true.)So let’s boil this down a bit. What am I blathering about?
Once upon a time, we focused our efforts on designing “your” website for your direct customers or the end user. What would the client want to see on this page? Who is your target audience? What kinds of images would they like to see? Even what colors would be best for your target audience? While some of this process still lingers like a fading remnant from the past, much of this is somewhat irrelevant today. But we still work on these aspects for a select few direct visitors to your site and for the general aesthetic.
I’m a designer at heart so it STILL makes me feel good to see a well-designed website. BUT, increasingly, it isn’t nearly as important as it once was.
How is that possible?
Well, Google has a long list of parameters that make up a “good” website and that’s the list that strong website builders and developers concern themselves with these days. And it mostly consists of CONTENT, CONTENT and more CONTENT. Also, seemingly ridiculous elements like page names, headlines with proper keywords, sitemaps and oh yeah, content.
The way that Google understands your site is in the content itself. While you may want to call a product or service page one thing, Google wants you to call it whatever a person is searching the most. This type of keyword-intent matching has led to many websites using odd-looking titles that don’t always read “human”, but they match up with what people are searching in Google.Jeff Romero, Octiv Digital
There are a ton more aspects but you get the idea. I don’t have any documented proof of this but my belief is Google would actually like the internet to resemble an online newspaper rather than a vivid, interactive magazine. Google’s parameters continue to reinforce simple design, short pages, small files and FAST load times.
Google continues to behave more and more like the school that’s trying to cut the art department because they don’t see the value.
Getting back to the main conversation:
We now focus heavily on that long list of Google parameters rather than the end user. Google will decide WHO sees WHAT and we want Google to appreciate your website so they’ll show it to as many viewers within as many searches as possible.
The end user sees what Google decides. And, due to some amazing branding, company positioning and a level of product dominance scarcely seen in the annals of human history… The end user accepts the list that Google provides as the closest thing we have today to - Gospel - for WHATEVER they’re searching for!
So to review, the order of this process goes something like this:
Provide professional mockup of strong design for said client - client approves after some back and forth:
Build new website based on as many known Google factors as possible.
Google determines the website positioning - based upon over 1.2 million algorithmic factors.
An End User searches for a product or service you provide on Google.
Google provides the list of people “nearby” that provide said service.
End User trusts Google will show them the proper information they need.
End User chooses from 3-5 options that Google has provided.
End User makes purchase or completes their research.
Rinse - repeat …
This commentary is not to say that good design isn’t important if somehow all other aspects are equal. It’s just to illuminate the NEW order of importance of the various aspects of website design. Based on end-user behavior in 2023, It’s almost silly to focus on anything but what Google wants to see from a new website. If your current designer isn’t focused on this and your business is even somewhat reliant on Google for business, it’s time for a new designer.
As a designer, we’re currently being met with a great deal of interference when it comes to web design. Between templates, free web builders and of course Google running the show, it’s not as straightforward as it once was. Yes, Google is definitely putting us in a smaller box, it’s all about simplicity and speed as opposed to grandiose imagery and effects. To be effective in our jobs we have to take into account the rules that Google is putting in place. Jeremy Peters, Peterman CreativeThe new reality.
Website design - in 2023 means something far different than it did as little as 5 years ago. Unfortunately, Google’s idea of design is about speed, efficiency, content distribution and accuracy. NOT beauty, visual interest, balance and color usage. So we’re now designing for Google not people because that’s what is advantageous to our clients. People will accept what Google shows them to be the options available. This is a somewhat troubling yet basic truth that we’ve come to realize.
And if you think this conversation was a pretty wild ride, just wait until Google puts on that new top hat most people call Ai…"
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string(1807) "Derek has over 15 years of experience in People Talent, including acquisition, engagement, development, management, and retention. He is passionate about building scalable, inclusive institutional cultures where HR is a strategic advocate in today’s global workforce. We sat down with Derek J., a human Resources Expert advisor to learn more about his approach to consulting, what professional growth looks like in offices, and the role of HR.
What does a culture that cultivates personal and professional growth look like in an office?
It depends on the culture of the company, but I start with thinking about a culture I would like to work in. You want a culture where people can be their whole selves and be comfortable – if you accomplish that, creativity will be less stifled and energy will come more naturally. Creating an office environment where employees don’t dread Mondays, where they feel valued, they have opportunities to grow, they are trusted, they are treated like adults, and they are engaged in problem solving is a good place to start.How can HR advocate best for employees?
Professional and personal worlds are one and the same. You want people to be learning and improving to benefit not only their work, but themselves. HR plays a role in advocating for professional growth opportunities, putting training opportunities in place, and giving and receiving feedback.
What types of problems are you often brought in to solve?
Companies bring in an HR consultant when they are facing a challenge with things like building culture, scaling quickly, hiring the right talent, inclusivity, diversity, job satisfaction, how to keep employees engaged, and avoiding employee and leadership burnout."
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string(2950) "We sat down with Alison M., a non profit Expert Advisor, to learn about her approach to new clients, pick up some advice for non profit leaders, and chat about why she enjoys consulting for non profits. Alison M. has over 15 years of experience bringing her creative and innovative vision to non profit management, strategic planning, arts and culture, and community engagement. She has overseen over $8 million in successful capital and donor campaigns, built non profit boards from the ground up, and has worked on major branded content campaigns around the country.
When you meet with a new client, what do you start by asking?
What are they working on. What stage are they at. And What are they hoping to address.
For example, when working with non profits that are trying to grow it start with figuring out how they are trying to grow, how they see themselves in the space, and how they stand out – then we discuss how I can support them.
What are you seeing in the non profit sector these days?
I mainly work in the non-direct service sector and breaking through the noise of direct service non profits is difficult because those are typically seen as higher priorities. So with what I do, so much of it is finding that perfect position so you can earn the grant and support. With more focus on DEI as a funding piece and sponsors having more say about what their money goes towards, asks have to be so clear about their initiatives and how what exactly the money will go to – there’s far less opportunity for generality.
What are some things of note for non profit leaders?
Non profits see a lot of staff burnout because there is always so much work to be done. It’s important to make sure every minute spent is the best use of the company’s money and the staff’s time, that efficiencies are noted, and that the limited amount of money and time is always allocated in the most impactful way.
Related to time and money limitations, non profits also need to be careful about saying YES. So often they want to say YES because they want to grow and provide more help, but the first thing they need to do is look internally and figure out if they would actually be able to support the new project. Asking questions like, who’s going to pay for the project, what is the intended outcome of the new engagement, and does it truly align with our mission is where the decision to say yes or no need to come from.
What drew you towards working with non profits?
Helping people figure out how to do great things is what I love. Helping them figure out how to build a great organization, build a board, create a message that attracts people, or make sure the company is reaching the people they want to serve are all such involved challenges and it really takes so much work and creativity to run a non profit so I like to be there and help them get there."
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string(2753) "We sat down with Canopy Human Resources expert, Chelle Johnson, to learn about her approach to consulting, her take on recruiting, and where she sees needs and pain points for companies.
When you meet with a new company, what do you start by asking?
Some of the first things I ask clients are what are your pain points, what are your Sunday scaries, what keeps you up at night, and what problems can we solve today to help with revenue.
Recruiters begin problem solving with questions like what is your turnover rate and why are people leaving, how do you actively retain and engage your employees, are you open to hybrid and remote work, and when was the last time you did an employee engagement survey to really listen to your employees.
What are you seeing in the world of recruiting these days?
For companies, pertaining to the fact that the workforce is changing with about 4-5 million people per month resigning and remote or hybrid work being almost expected, companies need to be open to adapting their work requirements and be prepared to confront what workers are asking for.
For people, because of the shift towards remote work, networking is more important than ever because companies are looking at a global talent pipeline not just within their city, state, or the US anymore.
What are some common pain points for companies at the moment?
Pain points I’m seeing for companies include things like how companies are starting to call workers back to the office and strict work hours and people are not wanting to go back to business as it was. In response to worker’s preferences now, there are some types of companies that are just not easily switched to remote or hybrid and that’s a pain point for them. The supply chain issues are also making work harder and making it take longer and those are pain points. Then there’s also the labor shortage to manage – what was once acceptable, employers saying ‘this is how it will be,’ is not the case anymore with employees gaining more of a voice regarding what is acceptable to them.
The advice that I would give companies in today’s labor market is to be open to anyone who has the right attitude no matter what age they are or what background they come from. If they don’t have a degree that’s ok, do they have the life experience that could make up for it instead? A lot of companies are switching to skill-based job descriptions over specific experience which is great but it is a slow shift.
A personal note or something you’re passionate about?
I like to think, how do you amplify your awesome – how do you go from negative thoughts and fear-based living to soul inspired, heart centered, focus on your life and what you’re doing."
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string(2649) "See what our Expert Advisor Dirk Dykson, has to say:
Q: What are some trends or strategies you’re seeing with your clients?
A: A trend I am seeing leaders struggle with is building trust and achieving performance in current hybrid and remote environments. Leaders sometimes push for performance from a ‘goals and accountability’ angle, but by understanding and leveraging their team’s strengths they could be more effective. Being successful comes down to communication in many ways – we don’t communicate nearly as well as we think we do. When leaders work on improving communication, I see stronger performance.
In the absence of leveraging a team’s strengths, leaders often start with goals and accountability which is less successful.
If you are intentional with trust, communication, leaning on strengths, and understanding that people all think differently you can be so much more successful – my goal is to teach people how to do that and help facilitate that.
Q: What are your top questions when meeting with new clients?
A: It’s a series of questions - What is your current situation, What are your value and what is your five year vision, How are you going to get there, Who will you partner with, What are your strengths, and What are you doing to develop the next generation of leaders.
You need to be clear about your business and vision, but we are not meant to do it alone and we are limited by our own capacity. It’s important to invest in others and develop that next generation of leaders so we can achieve more.
Q: What is a challenge you see in 2022?
A: I’m noticing that DEI training is not really working – we are not getting the results we want. We want to see top, diverse, talent retained and for employees to really feel like they belong at a company. The problem is you can’t improve DEI by just focusing on DEI – a company needs to work on building relationships, community, empathy, and understanding their employee’s strengths. I’d like to see these aspects incorporated into how DEI training is done.
Q: What fires you up at work and in life?
A: Coaching youth sports. I’m fascinated with how leadership shows up in all areas of life – I define leadership as bringing out the best in others. I got into coaching because I wanted to focus on the kids and make sure they came out of their experience with a love for a sport, the feeling that they achieved excellence, and knowing they contributed. It takes a lot to figure out what is going to bring out the best in a kid and I geek out on that."
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string(7285) "In the past two years, the great events that have shaped U.S. culture include the pandemic, social justice movements, the great resignation (and reshuffling), inflation, supply chain disruptions, the rise of block chain, crypto, social media addiction, and mental health.
Since we’ve all gone through two years of constant, unprecedented change, I’d like to jump right ahead and share my first prediction, which is that shifts will continue in 2022, I don’t recommend harboring expectations about a return to normalcy. Other than that, here are my 5 biggest forecasts for what will be happening inside offices in 2022
1. NEW VALUES AROUND WORK
After the mass layoffs, resignations, and retirements of 2020, we’ve seen a continued cultural change around employment. Principles have shifted. What people were willing to do just for the dollar amount on a paycheck, will be displaced. We value our time more than we did before, and we have learned to ponder the opportunity cost of our labor. As people look for new, more fulfilling jobs in 2022, they will be expecting better suited, more inclusive, flexible positions.
“What people were willing to do just for the dollar amount on a paycheck, will be displaced. We value our time more than we did before”
The noticeable return to work we’ve seen in October and November of 2021 corresponds to a reshuffling of talent and an increased interest in entrepreneurship, both these trends will continue in 2022 and we will continue to see a workforce that cares about growth and mentorship opportunities. During the pandemic we learned that how we spend our day matters and it will have a lasting effect in how we view work in the future.
2. A WAVE OF NEW WAYS TO MAINTAIN A WORKFORCE
As employers seek to attract and retain talent, expect to see more shifts in how they do business and how they accommodate for the new expectations of the workforce. Some trends that pick up may include:
Pay transparency (it’s about time, Colorado is ahead of the game here)
Coaching, mentoring and clear career paths
Horizontal structures
Climate and culture programs that boost belonging
Personal time, parenting and illness paid time off
There Will Be A Reimagining Of Customer Facing Jobs: For The First Time, Companies Will Reassess The Value Of Their Frontline, And Jobs That Interact Directly With Clients Can Expect To Receive Renewed Respect, More Flexibility, Better Benefits, And Much More Corporate Support.
3. PROFESSIONALISM WILL HAVE A NEW DEFINITION
Hustle and grind culture will not die. In fact, they will continue to be popular, but the way in which they show up will dramatically change. Whereas before people held 1,2,3 jobs to make ends meet and they bought into the “side hustle” culture, there will be a new interest in finding one better paying, more inspiring, single occupation.
On top of that, the collective definition of professionalism, will distance itself from the dominant white-male culture and shift into a new age.
Where suits and ties and sharp haircuts were once synonym with professionalism, we will expect responsiveness. Being “professional” will no longer go hand in hand with being “polished” or showing up at the office early. Having your ducks in a row will be less important than being able to jump in to address a crisis. The last nail in the coffin might have been pandemic driven remote work, where we all learned to work in our jammies, and log into meetings at the last minute, and we aren’t about to forget about it.
As Gen Z and Millennials gain ground in the professional world, they will bring about a change in principles. The people that can’t stop themselves from blurting “Good morning gents” (or other micro aggressive or exclusionary comments) will seem less apt than those who say “Good day folks”.
There will be a real need to adapt to social expectations. People who are willing to adjust to new social norms and become more culturally aware will be seen as more professional. More varied personal styles, self-expression through sociolinguistic diversity and more openness about non-traditional lifestyles will increasingly be more acceptable at work. The times where we mistook tattoos with being less capable are dying.
4. WE WILL REQUIRE DIFFERENT SKILLS
Unpredictable change, which will continue to happen, will require organizations that have a culture of adaptability. Teams that perform will be expected to be better equipped to be self-driven, self-managed and self-motivated. At the corporate level, the rising stars will not be the ones that adhere to the plan but the ones that have the ability to work best independently and from anywhere. Skills like project management and self-efficacy will be most in demand. There will also be a continued demand for human center branding and social media saavy.
We will see a changing business arena with startups and small companies gaining ground on slower giants. As the supply chain issues force companies to reassess risk, businesses will look for increased ability to adapt, suppliers and partners that are closer to home, and a return to doing business with the local community will be tangible in 2022.
Small, Agile, Hybrid Teams Will Be Decisive, The Cubicle Is Dying.
5. LEADERSHIP WILL EVOLVE
There will be a shift in the definition of a good leader. Leaders used to be praised for picking out the best talent and recognizing the individuals that stood out. Pointing out a protégé that looks and sounds exactly like you, will no longer be considered admirable.
Leaders will now be praised for finding talent in non-traditional pools and for striving to be equitable. They will be recognized for creating paths toward social mobility for underrepresented groups and seeking to include everyone. Besides, empowerment will be necessary to engage in a flexible hybrid world and those leaders who cannot delegate will have the hardest time leading successful teams.
In Conclusion, Employees Will Continue To Have The Upper Hand In 2022 And The Companies That Can Capture And Respond To The Culture Shift Will Be Able To Secure Talent Best.
This Stands To Be A Great Opportunity For Companies To Redefine Their Roles And The Way They Do Business. If They Capitalize On The Shift, They Can Find People That Perform Better And Whose Talent Is Much More Aligned To The New Expectations."
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string(3409) "Our mental health is fragile and vulnerable, just like our bodies. Preventive mental health care is required for overall wellness.
We know and appreciate that our bodies require proactive work and intentional habits in order to maintain good physical health. If we want our bodies to perform well we need to take action to maintain health. So why don’t we talk more about the healthy habits needed to maintain our mental health?
As individuals in a system designed to tell us otherwise, It is already a mighty task to seek out preventive medicine for our bodies. Our healthcare system works against it, with the incentives pointed towards sick care, and unnecessary drugs and procedures. It is even harder to seek out preventive mental healthcare. Frankly, it is almost never even discussed in this context.
The body and the mind are inextricably linked. The scientific approach to western medicine over the past 100 years has forced us to compartmentalize physical and mental wellness. Ironically, our mental health is governed by our bodies; our neurotransmitters, our hormones, our gut, our metabolic functioning, and many other core physical systems that are critical to how we exist socially in the world and in relationship to ourselves.
We go for a run or eat a healthy, nourishing meal, in order to stay on top of our physical health and wellbeing. What if we apply the same logic of prevention and wisdom to maintaining (and improving) our mental health as well? What would it mean to carve out time in your daily life to proactively and preventively address mental fitness?
There are endless options, most of them best done when personalized to your unique needs and unique body, just as no one diet or exercise routine fits all. But we do all agree on a few core concepts like whole foods, water, sleep, and movement. When it comes to preventive mental healthcare, here are a few universally relevant ways to stay fit.
Change the types of inputs your mind receives.
If you are chronically feeding your mind with the 24-hour news cycle, or watching disturbing television, or endlessly scrolling, you are doing the equivalent to your brain of eating a Big Mac every afternoon. Get clear on what media inputs are allowed in your life and engineer out the bad stuff.
Find regular and consistent quiet time to integrate and process your thoughts.
We live in a world that is always on. We need to be strong enough to step away for periods of time for our bodies, minds, and spirits to keep up with the pace.
Get an accountability partner.
The power of training for athletic endeavors in teams is well-documented and respected. It works because accountability works. Find people or places in your life where you can regularly check in on how you are feeling, processing, and showing up to yourself and your life.
Our bodies are ever-changing and so are our minds. Always on a journey back towards balance and healing. Preventive care is taking the long view. It is the tiny, incremental steps day after day that matter. Our mental health cannot snap into a renewed state overnight, just like we cannot lose 10 pounds the week before our high school reunion. By changing our approach to how we view our mental health, we can unlock access to a lifetime of mental fitness."
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Gender Inequity In STEM: Why Does It Exist?
Question:
What’s the biggest obstacle for women in STEM today?
Answer:
I’ll tell you what the biggest obstacle is not: confidence. Despite the catchy refrain that says women in STEM are less confident than men, we can’t point our fingers at the “confidence gap” to explain what’s really holding women in STEM back.
That’s because the “confidence gap” is a product of our culture. And our culture tells us that girls and women aren’t fit for math, science, and engineering. If this explanation sounds too soft, take a look at the data.
Culture (not Confidence) Explains The Gender STEM Gap
In their pre-teen years, boys and girls have similar levels of confidence in their ability to forge a career in STEM. But as they grow into adolescence, stratification in STEM confidence occurs along gender lines: boys become more confident in their ability to succeed in STEM, whereas girls become less confident in their ability to succeed in STEM.
Why does this divergence appear as children grow older?
We can’t blame test scores. Despite their reported lack of confidence in STEM, girls outperform boys in STEM: 68% of 16-year-old girls vs. 65% of 16-year-old boys score highly in math and science exams.
What actually explains the divergence in STEM confidence is gendered cultural norms. The signals we take in from our culture (e.g. Hollywood, the media, children’s toys) play a large role in deciding who is fit for a career in STEM.
These cultural norms tell girls they aren’t cut out for STEM, which in turn feeds a baseless narrative that girls and women should be less confident than boys and men in STEM.
But culture only tells the pre-labor-force story. What happens after women break the cultural barrier and enter the STEM labor force? Now that’s another story.
What Happens After Women Enter The STEM Labor Force
The Center for Talent Innovation found that 80% of US women working in science, engineering, and technology love their jobs. Eventually, however, 52% of highly talented women working in these fields leave their jobs, churning twice as fast as men.
Here are the top reasons why women leave their STEM careers:
Lack of career growth. This was the most common reason given, with 28.1% of women in STEM saying the lack of career trajectory was the major factor influencing their decision to leave their jobs.
Poor management. This was the second most common reason women gave (24.6%) as to why they left their STEM careers.
Slow salary growth. This was the third most common reason women gave (24.4%) as to why they left their STEM job.
The Takeaway
The takeaway from this data is not that women need to be more confident or competent to succeed in STEM. It’s that:
a.) our culture needs to normalize women in math, science, and engineering, and
b.) our workplaces need to close equity and opportunity gaps for women in STEM."
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