schwarzerrogen

That's USB power issues 101. 
 
Disable the option for USB busses to go into power saving mode.
 
Open Control Panel Click on Device Manager Double-click on Universal Serial Bus Controllers Double-click on the first USB Root Hub item Click on the Power Management Tab Uncheck the box that says “Allow the computer to turn off this device to save power” and click OK Do this for all USB Root Hub items Also adjust your processor settings.
 
Open Control Panel Click on Power Options Select High Performance Click on Change plan setting Set the display’s sleep time as well as the computer’s sleep time to Never. Click on Change advanced power settings Click the + next to Hard Disk, then click the + next to Turn Off Hard Disk After In the text field, type Never Click on the + next to USB settings, the click the + next to USB selective suspend settings Double-click where it says Enabled, then click Disabled. Click on the + next to Processor power management, then click the + next to Minimum processor state Type 100 in the text field (%) Click Apply, then OK Click Save Changes

That's the worst thing LMG could do at this point. 3rd party is reviewing, let them work and do not poke at it publicly. Organizational changes regarding accuracy and integrity in data, sure they could do that. Do not comment on SA/WH accusations.

1) Education
 
Do the harassment trainings that are needed by BC requirement. If you are already doing so, step up when you do them. Even if your policy doesn't change yearly, mandate your employees take it every year. Pay to have an online course developed, or buy some courseware from a known company that provides this training and an LMS/LXP system and make sure it's adhered to. This also holds true for export control training, customer support training, etc. Also offer other training for your employees. If someone feels that they are lacking in a skillset, say it being communication or effective writing, offer them training on it. You should allow employees to feel empowered that they can grow in their position.
 
2) Human/Employee Resource
 
Form a new HR team that is not attached to the existing LTT/FP structure. Do not simply give the position to someone; bring in people who have experience in HR to lead it. Allow them to develop policy and determine application of that process. Make sure they don't answer to most of the C-suite, and only answer to the CEO. The ownership should have zero say in HR; it's a dangerous road to travel when a company's owner gets in the way of HR and policy. HRCI and SHRM are certifications that hold value. Hold yearly audits from external compliance organizations to ensure everything is on the up-and-up. Check with other media groups, like Bell or Rogers, to see what their communications team can release on standards. Make sure your employees are being granted their rightful compensation and protections that are laid out in law. Check your legal requirements going the other way as well.
 
3) Distance
 
LTT isn't a group of friends hanging out in a rented house in Langley making quirky videos anymore, nor are you some little start-up that's trying to gain traction. You're a multi-million dollar organization that has clout and visibility, and you should start to act like it as an organization. Put checks and balances in place to hold everyone accountable.  C-suites and management should be held to higher standards with different responsibilities. A C*O shouldn't be hosting programs or videos. They should be doing their job as the chief of a department making sure it runs correctly and in adherence to the requirements of an organization. Also remember that while your employees may be your friends, at the end of the day you are a business. There has to be a line at a certain point where being friends stops and being accountable as employee/manager/employer begins. Being friendly and buddy-buddy is cool and awesome... until it's not. Set limits, adhere to them. 
 
4) Agility
 
From what I can see, LTT is not very agile; develop that mindset. Compartmentalize, set limits that everyone can achieve, be flexible with your goals. 
 
5) Humanize
 
Your editors and writers are humans, not automata. If they need 3 weeks to make a video, so be it. Instead of chasing sponsors and ad revenue mindlessly and pumping out a video a day on some internal mandate, think of how to better use your staff. Don't crunch them. Let them breathe and create. Nothing breeds sloppy work in a media field like grinding creative minds down. Daily videos are not as cool and good as 3-4 videos a week that are polished, accurate, and more rounded. 
 
6) Transparency
 
Do better. Be honest about your team's ability. Don't make claims you can't back. Make sure you set QC on every aspect of your company and stick to them. But make sure your standards aren't so high it's a grind to reach them. Accept mistakes happen, but don't forgo standards for a deadline. If a number looks off, hunt it down and retest. If something seems too strange or off, it likely is and follow up.
 
7) Reassess
 
This one is hard... take a very good look at your staff now. Review them with utmost care. Act as if you're taking LTT over and you want to make changes. You may find that you need to refresh some parts of your teams. As was tied to point 3... make some hard decisions if needed. At the end of the day it is a business. If you have to let a friend go, so be it. Review, weigh, determine long term value and address.

Emily for FOSS and projects.

Tynan and Alex together for the insanity.

Theoretically neither she or Linus should be on any HR team. They have vested interest in the company and therefor cannot be legally impartial.

Emily for FOSS and projects.

Tynan and Alex together for the insanity.

1) Education
 
Do the harassment trainings that are needed by BC requirement. If you are already doing so, step up when you do them. Even if your policy doesn't change yearly, mandate your employees take it every year. Pay to have an online course developed, or buy some courseware from a known company that provides this training and an LMS/LXP system and make sure it's adhered to. This also holds true for export control training, customer support training, etc. Also offer other training for your employees. If someone feels that they are lacking in a skillset, say it being communication or effective writing, offer them training on it. You should allow employees to feel empowered that they can grow in their position.
 
2) Human/Employee Resource
 
Form a new HR team that is not attached to the existing LTT/FP structure. Do not simply give the position to someone; bring in people who have experience in HR to lead it. Allow them to develop policy and determine application of that process. Make sure they don't answer to most of the C-suite, and only answer to the CEO. The ownership should have zero say in HR; it's a dangerous road to travel when a company's owner gets in the way of HR and policy. HRCI and SHRM are certifications that hold value. Hold yearly audits from external compliance organizations to ensure everything is on the up-and-up. Check with other media groups, like Bell or Rogers, to see what their communications team can release on standards. Make sure your employees are being granted their rightful compensation and protections that are laid out in law. Check your legal requirements going the other way as well.
 
3) Distance
 
LTT isn't a group of friends hanging out in a rented house in Langley making quirky videos anymore, nor are you some little start-up that's trying to gain traction. You're a multi-million dollar organization that has clout and visibility, and you should start to act like it as an organization. Put checks and balances in place to hold everyone accountable.  C-suites and management should be held to higher standards with different responsibilities. A C*O shouldn't be hosting programs or videos. They should be doing their job as the chief of a department making sure it runs correctly and in adherence to the requirements of an organization. Also remember that while your employees may be your friends, at the end of the day you are a business. There has to be a line at a certain point where being friends stops and being accountable as employee/manager/employer begins. Being friendly and buddy-buddy is cool and awesome... until it's not. Set limits, adhere to them. 
 
4) Agility
 
From what I can see, LTT is not very agile; develop that mindset. Compartmentalize, set limits that everyone can achieve, be flexible with your goals. 
 
5) Humanize
 
Your editors and writers are humans, not automata. If they need 3 weeks to make a video, so be it. Instead of chasing sponsors and ad revenue mindlessly and pumping out a video a day on some internal mandate, think of how to better use your staff. Don't crunch them. Let them breathe and create. Nothing breeds sloppy work in a media field like grinding creative minds down. Daily videos are not as cool and good as 3-4 videos a week that are polished, accurate, and more rounded. 
 
6) Transparency
 
Do better. Be honest about your team's ability. Don't make claims you can't back. Make sure you set QC on every aspect of your company and stick to them. But make sure your standards aren't so high it's a grind to reach them. Accept mistakes happen, but don't forgo standards for a deadline. If a number looks off, hunt it down and retest. If something seems too strange or off, it likely is and follow up.
 
7) Reassess
 
This one is hard... take a very good look at your staff now. Review them with utmost care. Act as if you're taking LTT over and you want to make changes. You may find that you need to refresh some parts of your teams. As was tied to point 3... make some hard decisions if needed. At the end of the day it is a business. If you have to let a friend go, so be it. Review, weigh, determine long term value and address.

I'm in sports communities that are like 1000x less toxic than LMG's most of the time.

Tech in the last 30-40 years absolutely leans towards men in the majority of roles.  That's not some hidden agenda take or falsehood, it's quite noticeable.
 
 

Emily for FOSS and projects.

Tynan and Alex together for the insanity.

Tech in the last 30-40 years absolutely leans towards men in the majority of roles.  That's not some hidden agenda take or falsehood, it's quite noticeable.
 
 

I was thinking this last night... I've been watching LTT for years. I have never once looked at their benchmarks as any quantifiable or quality review so that's likely why I don't care. Telling me how many frames a GPU I don't care about gets in a game I will never play never interested me. I was here for strange PC builds and quirky nonsense. If I wanted good tech data, I'd go anywhere else.
 
This GN/LMG thing should be a good lesson to everyone. Verify all information you see on a YT video, regardless if it's LMG, GN, J2C, whoever. Start looking outside of YT for info. Or... do what we used to in the late 90s and just hope the hardware you bought is worth it...
 

I was thinking this last night... I've been watching LTT for years. I have never once looked at their benchmarks as any quantifiable or quality review so that's likely why I don't care. Telling me how many frames a GPU I don't care about gets in a game I will never play never interested me. I was here for strange PC builds and quirky nonsense. If I wanted good tech data, I'd go anywhere else.
 
This GN/LMG thing should be a good lesson to everyone. Verify all information you see on a YT video, regardless if it's LMG, GN, J2C, whoever. Start looking outside of YT for info. Or... do what we used to in the late 90s and just hope the hardware you bought is worth it...
 

That's the worst thing LMG could do at this point. 3rd party is reviewing, let them work and do not poke at it publicly. Organizational changes regarding accuracy and integrity in data, sure they could do that. Do not comment on SA/WH accusations.

I was thinking this last night... I've been watching LTT for years. I have never once looked at their benchmarks as any quantifiable or quality review so that's likely why I don't care. Telling me how many frames a GPU I don't care about gets in a game I will never play never interested me. I was here for strange PC builds and quirky nonsense. If I wanted good tech data, I'd go anywhere else.
 
This GN/LMG thing should be a good lesson to everyone. Verify all information you see on a YT video, regardless if it's LMG, GN, J2C, whoever. Start looking outside of YT for info. Or... do what we used to in the late 90s and just hope the hardware you bought is worth it...
 

I was thinking this last night... I've been watching LTT for years. I have never once looked at their benchmarks as any quantifiable or quality review so that's likely why I don't care. Telling me how many frames a GPU I don't care about gets in a game I will never play never interested me. I was here for strange PC builds and quirky nonsense. If I wanted good tech data, I'd go anywhere else.
 
This GN/LMG thing should be a good lesson to everyone. Verify all information you see on a YT video, regardless if it's LMG, GN, J2C, whoever. Start looking outside of YT for info. Or... do what we used to in the late 90s and just hope the hardware you bought is worth it...
 

That's pretty standard for most Harassment or WPHC complaints. It's your manager's job to act on it and either deal with it, or go to HR on your behalf and start an HR-led review. If your manager is the issue, then you can go to another manager or HR directly. 

What LMG needs is a very comprehensive review of their standards across the board. HR, employment, payroll, etc.

That's the worst thing LMG could do at this point. 3rd party is reviewing, let them work and do not poke at it publicly. Organizational changes regarding accuracy and integrity in data, sure they could do that. Do not comment on SA/WH accusations.

Tech in the last 30-40 years absolutely leans towards men in the majority of roles.  That's not some hidden agenda take or falsehood, it's quite noticeable.
 
 

Tech in the last 30-40 years absolutely leans towards men in the majority of roles.  That's not some hidden agenda take or falsehood, it's quite noticeable.
 
 

1) Education
 
Do the harassment trainings that are needed by BC requirement. If you are already doing so, step up when you do them. Even if your policy doesn't change yearly, mandate your employees take it every year. Pay to have an online course developed, or buy some courseware from a known company that provides this training and an LMS/LXP system and make sure it's adhered to. This also holds true for export control training, customer support training, etc. Also offer other training for your employees. If someone feels that they are lacking in a skillset, say it being communication or effective writing, offer them training on it. You should allow employees to feel empowered that they can grow in their position.
 
2) Human/Employee Resource
 
Form a new HR team that is not attached to the existing LTT/FP structure. Do not simply give the position to someone; bring in people who have experience in HR to lead it. Allow them to develop policy and determine application of that process. Make sure they don't answer to most of the C-suite, and only answer to the CEO. The ownership should have zero say in HR; it's a dangerous road to travel when a company's owner gets in the way of HR and policy. HRCI and SHRM are certifications that hold value. Hold yearly audits from external compliance organizations to ensure everything is on the up-and-up. Check with other media groups, like Bell or Rogers, to see what their communications team can release on standards. Make sure your employees are being granted their rightful compensation and protections that are laid out in law. Check your legal requirements going the other way as well.
 
3) Distance
 
LTT isn't a group of friends hanging out in a rented house in Langley making quirky videos anymore, nor are you some little start-up that's trying to gain traction. You're a multi-million dollar organization that has clout and visibility, and you should start to act like it as an organization. Put checks and balances in place to hold everyone accountable.  C-suites and management should be held to higher standards with different responsibilities. A C*O shouldn't be hosting programs or videos. They should be doing their job as the chief of a department making sure it runs correctly and in adherence to the requirements of an organization. Also remember that while your employees may be your friends, at the end of the day you are a business. There has to be a line at a certain point where being friends stops and being accountable as employee/manager/employer begins. Being friendly and buddy-buddy is cool and awesome... until it's not. Set limits, adhere to them. 
 
4) Agility
 
From what I can see, LTT is not very agile; develop that mindset. Compartmentalize, set limits that everyone can achieve, be flexible with your goals. 
 
5) Humanize
 
Your editors and writers are humans, not automata. If they need 3 weeks to make a video, so be it. Instead of chasing sponsors and ad revenue mindlessly and pumping out a video a day on some internal mandate, think of how to better use your staff. Don't crunch them. Let them breathe and create. Nothing breeds sloppy work in a media field like grinding creative minds down. Daily videos are not as cool and good as 3-4 videos a week that are polished, accurate, and more rounded. 
 
6) Transparency
 
Do better. Be honest about your team's ability. Don't make claims you can't back. Make sure you set QC on every aspect of your company and stick to them. But make sure your standards aren't so high it's a grind to reach them. Accept mistakes happen, but don't forgo standards for a deadline. If a number looks off, hunt it down and retest. If something seems too strange or off, it likely is and follow up.
 
7) Reassess
 
This one is hard... take a very good look at your staff now. Review them with utmost care. Act as if you're taking LTT over and you want to make changes. You may find that you need to refresh some parts of your teams. As was tied to point 3... make some hard decisions if needed. At the end of the day it is a business. If you have to let a friend go, so be it. Review, weigh, determine long term value and address.

I believe a part of the community begs or demanded she be hired, and if true then LTT made it's first mistake from a professional standard: don't hire someone just because social media wants it. Not saying this excuses anything, but that's just poor practice.
 
As to the probation/90 days, I believe this situation was why the 90 day rule for videos, and probation, was instituted.
 
The above is incorrect, igore
 
Others can likely comment on some of the other stuff as I don't remember the announcements or anything.

Tech in the last 30-40 years absolutely leans towards men in the majority of roles.  That's not some hidden agenda take or falsehood, it's quite noticeable.
 
 

Tech in the last 30-40 years absolutely leans towards men in the majority of roles.  That's not some hidden agenda take or falsehood, it's quite noticeable.
 
 

Tech in the last 30-40 years absolutely leans towards men in the majority of roles.  That's not some hidden agenda take or falsehood, it's quite noticeable.