Podcasts about 'that

Defence Secretary Ben Wallace dismisses claims former Royal Marine Pen Farthing has been 'cut off by the MoD' and left 'to fend for himself' in Afghanistan.

In this episode Jon & Sebastian get together and ask their viewers "have you ever been in a food fight"? Then Jon shows some video from his weekend at Novel Taproom of a dancing cowboy. After that, it's time for "Best Trends” where Andrew Cuomo is resigning as governor of New York amid sexual harassment allegations and a ‘Karen' is called out for approaching her Black neighbor over a ‘Tigger' flag. Next up it's time to play "How Much Is That Screen Actors Guild Residual Check?” Jon takes listener phone calls as they try to guess the amount of one residual check from his appearance on 'Jane the Virgin'. After that, it's “Who's Zoomin Who?” as comedian/actor Juston McKinney joins the show to talk about his time as a deputy sheriff and his outlaw dad. And finally in "Small Town News” a couple in Florida was arrested after shoving spaghetti in each other's faces. This spicy episode will have you singing 'That's Amore!' See omnystudio.com/listener for privacy information.

We wrap up our Olympics coverage with some hot Olympians to watch and some favorite moments from the Games (1:07). The trailer for Addison Rae's new movie 'He's All That' came out this week and we have a lot of questions (15:55). This week's Cringe Mode is 'The Princess Diaries 2: A Royal Engagement' (29:17), and just how long does it take Lily James to transform into Pamela Anderson (51:39)? Hosts: Liz Kelly, Kate Halliwell, and Amelia Wedemeyer Producer: Kaya McMullen Learn more about your ad choices. Visit podcastchoices.com/adchoices

Mike E cannot compute this situation

The Big Podcast crew is back with plenty to catch up on. Spice looks to the Big Fella for some parenting advice, Nischelle shares a wild sports comparison and Shaq awards the latest winners of NBA free agency. Another edition of 'That's Spicy' promises to bring the heat. See omnystudio.com/listener for privacy information.

There's a few things hotels don't want you to know. Can you play THREE trumpets at once?! One woman can in 'That's Incredible'. Find out what jobs we find sexy.

Episode 40 of Maria, Solved! Followed immediately by 'That's A Wrap,' where we ruin the movie for our guest forever. That son of a bitch is here. I saw him. I'm gonna get him. Our friend Melody has never seen the 1971 film "The French Connection." We treat her as if she is an expert in the film, and let her tell us all about it. From character names to plot points, from settings to iconic lines, we get her version of "The French Connection."

Who remembers when Allyson ran off the stage at a Cirque du Soleil show?! We discuss in 'That's Incredible'. Simone Biles makes her Olympic return. Find out how she did. Get ready for it....it's National Grab Some Nuts day...

Bazzi Talks ‘I Like That', Upcoming Album, Growth & More

Ash and Tasty Trin have a dual 'That's Hot' tonight because they both love this TV show so much and Shy Guy thinks this song needs to be added to the show playlist See omnystudio.com/listener for privacy information.

In today's episode, Mother Miriam talks about the story of the Cubans' devotion to Our Lady of Charity, and how Catholics must pray for the conversion and salvation of the nation.To help keep this and other programs on the air, please donate: https://give.lifesitenews.com/sustainlife?utm_source=mml_073021You can tune in daily at 10 am EST/7 am PST on our Facebook Page: http://FB.com/mothermiriamliveSubscribe to Mother Miriam Live at: http://bit.ly/submml See acast.com/privacy for privacy and opt-out information.

This week we track the new live album from The Tedeschi Trucks Band, Layla Revisited. TTB plays Derek & the Dominoes album, Layla and Other Assorted Love Songs in its entirety. This release features Phish guitarist Trey Anastasio.We also take a look at, 'The 27 Club.' "The 27 Club includes popular musicians who have died at age 27,often as a result of drug and alcohol abuse or violent means such as homicide, suicide, or transportation-related accidents.The deaths of several 27-year-old popular musicians between 1969 and 1971 (Jimi Hendrix, Janis Joplin, Brian Jones, Jim Morrison) led to the belief that deaths are more common at this age. Statistical studies have failed to find any unusual pattern of musician deaths at this age, comparing it to equally small increases at ages 25 and 32, with a 2011 BMJ study noting instead that young adult musicians have a higher death rate than the rest of the young adult population, concluding: "Fame may increase the risk of death among musicians, but this risk is not limited to age 27".The "club" has been repeatedly cited in music magazines, journals and the daily press. Several exhibitions have been devoted to the idea, as well as novels, films and stage plays. There have been many theories and speculations about the causes of such early deaths and their possible connections. Four years before the BMJ study was published, Cobain and Hendrix biographer Charles R. Cross wrote: "The number of musicians who died at 27 is truly remarkable by any standard. [Although] humans die regularly at all ages, there is a statistical spike for musicians who die at 27."21. Seth Walker / Hard Road22. Ally Venable / Love Struck Baby 23. The Doors / Peacefrog [Jim Morrison]24. Tedeschi Trucks Band / Layla 25. Hector Anchondo / Here's to Me Giving Up 26. Billy Gibbons / My Lucky Card 27. Badfinger / Baby Blue [Pete Ham]28. Big Star /  In the Street (Theme to 'That 70s Show') [Chris Bell]29. Rex Granite Band / Haunted30. Claudettes (Johnny Iguana) / Stop Breaking Down Blues31. Amy Winehouse / Love is a Losing Game [Amy Winehouse]32. Bonnie Raitt / Nobody's Girl 33. Tedeschi Trucks Band / Tell the Truth34. Amythyst Kiah / Black Myself35. Chase / I Need Your Lovin' [Wally Yohn]36. Maceo Parker (James Brown) / Grazing in the Grass

Brad and Ryan are back together! Will people stop with the athleisure and start dressing up again? What out what the new term 'That's Making me Flip Over!' means and why Brad's headband needs to go in the trash!

Bible Reading: Psalm 119:97-104; Jeremiah 15:16As Simon paged through his mom's Bible at the breakfast table, he saw something that made him laugh. "Sometimes the Bible uses such funny language," he said."Funny language?" asked Mom. "In what way?""Well, there's a verse here in Jeremiah that talks about eating God's Word." Simon grinned. "But how can I? You never fix it for dinner!" Mom chuckled. "When you were a baby, you literally tried to eat the Bible one time. I wasn't paying attention to you as you sat on my lap in church. When I looked down, there you were--chewing on my Bible!"They laughed together. "Well, I know I'm not supposed to actually eat my Bible," said Simon. "So what does it mean when it says that?""Can you remember when you were younger and you were so excited about baseball?" Mom asked as she poured coffee into a mug. "You watched baseball on TV and collected baseball cards, and you always wanted me to buy the cereals with pictures of baseball players on the boxes. Grandma used to say, 'That boy lives, eats, and sleeps baseball twenty-four hours a day!'""So, to eat the Bible means to read it and think about it all the time?" asked Simon."Well" Mom paused and took a sip of coffee. "I don't think it means we need to actively be thinking about the Bible all the time, but that we're reading from it regularly so our thoughts can be influenced by what it says. Much like food, hearing about Jesus' love and promises in His Word gives us the strength we need to get through each day. When we're reminded of what He did to save us, it helps us feel energized to show His love to others through our words and our actions."Simon nodded as his older sister Janae walked into the room. She had her nose in a book and didn't look up. "Hi, honey," Mom said. "There are some muffins left over from yesterday. Do you want one?" But Janae was so engrossed in her book she didn't even hear."I'll take hers," said Simon. "Let's not disturb her. She's eating her book right now." -Raelene E. PhillipsHow About You?Do you eat regularly? You probably do! You need to eat every day to give your body the strength and energy it needs. God says that His Word, the Bible, is food for your soul. It tells us what Jesus did to save us and how we should live as His children. It reminds us of God's promises and offers comfort in hard times. As you read and study the Bible, let its words fill your mind and heart with the love and promises of Jesus. Today's Key Verse:Oh, how I love Your law! It is my meditation all the day. (NKJV) (Psalm 119:97)Today's Key Thought:Chew on God's Word

Every week Ash gets the whole team to share their latest discoveries that you need to know about. This week Ash and Shy Guy have nech tech items and Tasty Trin's 'That's Hot' is all about a podcast. Find out what's hot!  See omnystudio.com/listener for privacy information.

Every week Ash gets the whole team to share their latest discoveries that you need to know about. This week Casual Sarah has a beauty tool, Ash and Shy Guy have addictive TV shows and Tasty Trin's 'That's Hot' is all about health. Find out what's hot!  See omnystudio.com/listener for privacy information.

This week, Lee talks to Katie Anderson, a leadership coach, independent consultant and author of "Learning To Lead: Leading To Learn". Katie discusses the concept of connection and how the writing of the book influenced her own viewpoints on this, as well as coaching and the foundational keystones upon which all good leaders must build their outlook. KEY TAKEAWAYS Connection with humans and the world around us is the foundational place upon which leaders and change agents must build. We build connection by being authentic, and endeavouring to remove any kind of hierarchy that we may imagine exists. When we coach or act as leaders, we should not try to have the answer to every question. It is our responsibility to guide others towards solutions, not provide them on tap. We cannot control events, but we can control our reaction to these events. Leaders and coaches are the ones who must act as the calming voice when challenges arise. BEST MOMENTS 'It's hard to listen to your own voice, but it's important, too' 'That's the foundation of leadership and continuous improvement' 'Connection is the key to everything' 'There can be an unnatural balance in hierarchy' VALUABLE RESOURCES Business Problems Solved Podcast         Katie Anderson - https://kbjanderson.com/about/ Learning To Lead - Leading To Learn - https://kbjanderson.com/learning-to-lead/ ABOUT THE HOST For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses. In my spare time, I enjoy spending time with my two young children Jack & India. I also enjoy listening to and reading business & personal development material. Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker. CONTACT METHOD You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/ See omnystudio.com/listener for privacy information.

How has it been 25 years since 'Wannabe' by the Spice Girls came out?! Also in 'That's Incredible', a man who is afraid of heights takes on a 32 ft slide.

【句子】And that's all there is to it. 【Desperate Housewives S1E20】【发音】/ənd/ /ðæts/ /ɔːl/ /ɑːl/ /ðeə(r)/ /ɪz/ /tʊ/ /ɪt/【发音技巧】And that's不完全爆破；that's all连读；there is连读； 【翻译】这事儿就那么简单。【适用场合】今天我们来学习这个表达：That's all there is to it.它的意思其实相当于：It's as simple as that.就那么简单。词典里有这么一段话：If you say 'There's nothing to it', 'There's not much to it', or 'That's all there is to it', you are emphasizing how simple you think something is.也就是说我们在口语当中可以认为：There's nothing to it.There's not much to it.That's all there is to it.都是类似的表达，意思是：“就那么简单。没啥难的。”有的时候，还有点end of story的意思。这事儿就聊到这，不必多说。eg: Once they have tried growing strawberries, they will see there is really nothing to it.一旦他们尝试了种植草莓，他们就会发现没啥难的。（我已经把三盆草莓都养死了……）（A问B：你知道吗，C最近在借钱，把周围的同事都借了一圈。B回复说：她目前有困难，过得挺难的，就那么简单的原因，别瞎琢磨。）eg: She's going through a difficult time. That's all there is to it.她目前过得挺难的。就那么简单。eg: There's really nothing to it once you know how.一旦你掌握了方法，其实一点都不难。eg: -- Monica is moving to London.-- Why?-- She went there for further study. That's all there is to it.-- Monica要搬去伦敦了。-- 为什么啊？-- 她去那里读书深造，就那么简单。（并没有什么复杂的搬家理由）【尝试翻译以下句子，并留言在文章留言区】Just plug it in and flip the switch, and that's all there is to it.

In today's episode I am exploring  the tik tok trend ‘That girl' and how you can become that girl, whatever that means to you. Real Health instagram: realhealthpodcast Ebony's instagram: ebonymayhealth Purchase my recipe eBook: summer-snacks-smoothies-and-salads Ebony'sYouTube:UC7TqQchNocuEp_ZVlbp0gUQ Video at start by Fernanda Ramirez Today's Sponsor caye.life Use RHP20 for 20% site-wide!! cayelife.com.au

Improving Your Business Strategy With Jason Button   You might be wondering, how do you improve your business strategy? A few weeks ago, we spoke with Marty Lewis about how to prepare a business plan. If you've already got a business plan or you want to improve your business plan, this is going to be the episode for you. We've got Jason Button from JB Strategic, and he's going to be talking about improving your business plan.   Get more tips on how to improve your business strategy at dorksdelivered.com.au   What is meant by “business strategy”?   What does business strategy mean?   Jason: Let's sort of get into the nuts and bolts of it. If anyone hasn't listened in before, I really encourage anyone to jump in and listen to Marty Lewis's piece around preparing a business plan, which is used to start a business and direct operations. That's going to cover your “Who” and “What” within the business.   Jason: From the strategic side of things, a strategic plan will look at implementing and managing the strategic direction of your existing organisation or the business that you're in. Think of that as your “How” and “When”.   Know Your Why  There's this pretty cool book called Know Your Why about understanding why you're in business. It allows you to understand your “Why”, “What”, and “Who” to further build on your business strategies.   Jason: That's got to be the starting point every single time. You've got to start with the “Why”.   Jason: For anyone who owns or operates a business, it's really critical for you, as a business owner or operator, to understand what that “Why” proposition looks like to you. Looking at it from a customer's point of view, what is the “Why” for them? Starting with that is a really good grounding point for you to build out that “Who” and “What” of your business plan and then the “How” and “When” we get there from the strategic proposition.   Jason: The other things to take into consideration with your strategic plan is how to tie in things like your vision, mission, objectives and how you are going to achieve everything as well as the “Who” and “What” of the business plan.   Know Your Customers' “Why”   You brought up a good thing there: knowing your customers' “Why” as well as the business' “Why” and objectives. A lot of the times they don't line up. How do you make sure that from a business owner's perspective, your “Why” is solid but clear to your clients and you're not pulling any emotion into that?   Jason: The exercise that I'll generally go through with people in this position is you've got to turn off all the noise around you. Take the emotion away and then think of why you are in business. What do you want to ultimately achieve within that?   Jason: Once you've got that as a framework and then you start to look at it from a customer's point of view with whatever product or service offering that you've got, there has to be some sort of alignment. That's not to say that it's got to be exactly the same, but there's got to be some sort of an element that ties both of those things together for you to have a really strong value proposition, which you can live and breathe in your employees or contractors or whoever is working within your business or organisation.   Jason: From the customer's perspective, they start to understand what your value proposition is and how that ties into whatever the offering is and ticks that box for them.   Know Why People Choose You If you've already been in business for a little bit and maybe you had a napkin-type of business plan to start off with that you created when you're at the pub with a few mates, and now you've already got some clients, is it polite just to ask them, 'Why do you work with us?' or 'Why don't you work with someone else?' How do you pull in that data?    Jason: Generally, what we'd look at is getting feedback from your existing customer base and suppliers. Go and talk to your employees or contractors. You could go to friends and family just to get that sounding board and start to really shake that up.   Jason: If the feedback that you're receiving isn't lining up with your “Why”, there is something amiss at that point. There's got to be some realignment because the “Why” stitches everything together and where you want to head. If you can't get that alignment and what you're projecting out there, there's got to be some time and attention spent on that.   How Much Time to Spend on Improving Your Business Strategy  We read Know Your Why a few years ago, and then last year we revisited it and I looked deeper into why we are in business. It racked my brain, nearly turned me into turmoil. I didn't know what I was doing. I just dived straight into it and ended up coming back full circle on why we're in business. How much time is the right amount of time to be spending on this sort of stuff?   Jason: If you've genuinely got some concerns in your “Why”, I encourage anyone to take the time. When we're all stuck in the grind, Monday to Friday is not the time to do it. You need to get away from things and turn off those outside influences to really drill down on that.   Jason: Have some time on that and start to line it up starting with the feedback. There is absolutely no reason why you can't spend time on this during the different phases of your life. You've always got to get that alignment and revisit your “What” on a regular basis.   Revisit Your Why on a Regular Basis  Jason: You've also got to start to spend time looking at your “Why” on a regular basis. I work with clients and we re-evaluate our “Why” on an annual basis and then that starts to shape that strategic plan. We do it on a financial year basis, but that doesn't mean you can't do it on a calendar year basis or whatever suits you, whatever you're comfortable with. What's really important is to always bring that back to your “Why” while you can.   We have a boring book. I've got all my different business plans that I've written in this book, and every year, I review it and see where I'm at. It's also going back through and seeing what the idea and direction and vision of the business was for us in, say, 2007—when we started—and then how that changed in 2010. Who was our target client and who were our suppliers and why were we in business?   Having a look and going far out, we've changed. I just get this big hit of energy because I've actually done a lot. Sometimes you feel like you're just on the grind, you're spinning your wheels, and you think I'm not getting ahead as fast as I want to but reflecting and looking at that, you'll find that you've done a lot. Keeping the book is a very huge value-add for us.    What should be included in your business strategy? With a business strategy, should you be talking about how many staff or is that not important? Is it more important to talk about revenue or is it more important to reflect on the numbers or the emotion? How do you know that you're balancing things properly? What are the three basic business strategies that you should be having in a business plan?   The 4 Ps and Your Why  Jason: Whenever I'm looking at a strategic plan, I look at the 4 Ps: plans, people within the business (i.e. internal stakeholders), process (i.e. how we go about certain things), and the purchaser (i.e. customers). I love to just segregate the 4 Ps into four quadrants there, start with those areas and start to drill down. You might write your “Why”—the value proposition—right in the middle of that.    The People Jason: Start to look at what's the value of all your People. We start that with a survey to get some feedback and we might do a bit of an audit on the skills and experience. We look at career pathway mapping, the culture within the business, how engaged they are, what sort of capacity we've got. There are so many different things that we can look at with just our People.   The Plan Jason: When I say Plans, we also have to look at the timeframe. When do I want to achieve X, Y and Z? Taking it back to your book, I think it's really cool that you've got a reference point to go back to when you put your strategic hat on. Start to look at your plans at that snapshot in time. Then, look at any outside influence or any change to your “Why” and then update that to ensure that you're on the right track. That's sort of a lot of planning.   The Purchaser Jason: Jumping across to Purchaser, it's looking at your “Why” standpoint from your customer side of things. It's improving the experience and communicating the value proposition. You need to do some thinking on how you communicate that effectively to customers and making sure you've got the right customers.    The Process Jason: In terms of your Process, what are you doing in terms of capturing your training internally so that it can be replicated for new people coming into the business? I can come up to your “What” proposition really quickly and look at all documented actions.   Jason: I know you do a lot with business process automation so I'm keen to get your thoughts around that and what process you go through when you talk to a client.   I started the business off as a cowboy with no processes and everything was in my head. That story is pretty familiar to a lot of people. I was running a very profitable business, but it was just myself. I brought one extra person, and then if I shall use the term, he was the Robin to my Batman. He was fantastic, but he sadly had a stroke while we're working 80-hour weeks.   I thought I'd try to do my best to do the work that he was doing as well as the work that I was doing. There are only 168 hours in a week, so I don't have very much time to do the work he was doing and the work that I was doing. I ended up having to instigate the 80-20 rule, and get rid of a whole bunch of clients that we kind of didn't want to work with anyway.   It sounds terrible, but everyone has them. I now had a profitable business that I was able to manage myself. But the push came when I brought on the first employee after him. That was when I realised I really did have some better processes in place. It took me 6 months to have that person become profitable, so we started putting in fantastic processes internally to start off with and then we noticed a lot of businesses don't really have this sort of stuff.   What is automation? For us, what we call automation is a mix between software and delegation. It's about understanding the processes yourself that might be in your head, pulling them down onto pen and paper, and then looking at how things work to then make them work better.   If you're doing any level of repetition, we have a look at how long that takes and then we take that and look at how long it would take for us to automate that process. Then we make an assessment: is the squeeze worth the juice?   A good example would be I was learning about electronics when I was 12 years old. I wanted to automate my door—I could press a button on a remote control to open or unlock the door. I worked out how the pneumatics were going to work and thought this is going to be awesome. I showed my brother, who's 13 years older than me and an electronic engineer, and went through the whole thing.    He asked how long it's going to take to make. I said, probably 100 hours. He said, 'How many times could you have stood up out of your chair and just open up the door in 100 hours?' I said, 'That's fair. Many, many, many more times than I'll ever need to do it.' But it was the process to learn how to do it.   Don't automate something that doesn't need to be automated. Don't create a process or have a faceless process if there are people involved.   Profitability and Efficiency Jason: I really like that point and the early part resonated with me. This is going to seem a bit funny. Let's pretend that we're at a restaurant. If you watch MasterChef, there was this little trend called deconstructed everything. They deconstructed desserts and other food.    Jason: Everyone knows what a pavlova looks like, but then you get a deconstructed pavlova—may still taste nice, but you just haven't had the time to do it so you've done all the elements separately. That can often happen in business when we're talking about process. Just because we are making money, it doesn't mean it's the most efficient way to do it.   Jason: I'd like everyone to look at their business and what they're offering once it hits the purchaser or the customer. Am I serving up a whole pavlova dessert in its completion or is it a bit of a deconstructed base where I've got a lot of good little elements and they're still leaving you satisfied, but it's still not quite right?   That's a great way to look at it because a lot of businesses will have all the bits, but they might not be the best chef to put it together either. It's good to be engaging people like yourself to be able to gain visibility.   An Extra Pair of Eyes Helps I am the worst critic of our own business. In our head, we always know we shouldn't have done this or we should be doing that. A lot of the time, you can't see the forest for the trees and you need to have someone come in to help deconstruct some of the different processes to find out if there is a better way to do things.    You don't know what you don't know until you know it, you know? That resonates strongly with a lot of stuff that we do with businesses.    For instance, we went in and he said they've been doing something for years. I asked if they have any problems with it locking up and they do, but everyone just jumps out of the file and then they all—10 people—jump back. I asked how often it locks up, and he said, 'Twice a week.' He has to organise 10 people to jump out and then back in twice a week. He calls them up on the phone to make sure everyone jumps out of the file. It's 30 minutes that everyone's jumping out and waiting to use it twice a week; an hour for 10 people. That's ridiculous.   Jason: From an outsider's perspective, it's really difficult in the day-to-day grind to see some of this stuff. When it is pointed out to you as obvious as that, that's your profit margin. You might still be making money, but all that inefficiency could be either replaced by tightening up your training or introducing a technical solution is profit.    Jason: It's always good to zoom out of your business and spend some time looking at what your strategies for those areas are. Look at those 4 Ps—the people, the plan, the process and your purchasers—so you can get the most out of your business and yourself. You're a happier individual with it as well.   Step Out of Your Business to Work on Your Business I think stepping out of your business is one of the most intelligent things you can do in your business. We were talking about some of the different house renovations that I'm doing, and I made it very clear that I'm not a builder, but I find that your brain never turns off.    When you're sleeping, your brain is not turned off. You're always thinking about something—a business problem, a personal thing. Whatever happens, you're always thinking about it.    I think swapping skillsets sharpens your sword. It's not just diving into your emails and becoming monotonous and repetitious with what you're doing. Just by changing out to doing something else like a run in the morning, you'll find that thoughts just come to you.    Have a Record of Your Ideas Almost everyone experiences taking a shower and then the answer they've been looking for comes to them. Or you're asleep and then you write it down. There's actually a funny Jerry Seinfeld episode where he wrote down a funny joke when he was asleep and woke up the next morning didn't know what the hell he wrote.   I've got the Amazon Echo units. I'll think of something great and I'll say it, but I'll say it with such blubbery mess in the middle of the night. In the morning, I'd wonder what the hell I was talking about.   Jason: That's a really good point. If you have some way to capture these ideas, whether it is a notebook, a whiteboard or a Google sheet, and just go back and sort of reference it when you've got time. I'm hopeless when it comes to ideas and idea generation. It often happens when I'm driving all over the countryside in traffic. I use just an audio recorder, and I'll just talk out loud by myself in the car. I can sort of throw all sorts of crazy ideas out there and dedicate a couple of hours a week to working on the business, not working on the business operations.    Jason: I use that reference point, pull out that notepad or play that audio file. I go, 'The guy in the car that day made a really good point, and I could probably translate that into the business in some way, shape or form.' That's a little technique that I use, and it might help.   Thank you. That's fantastic because they don't always come at the best of times, but we have to be able to find these ideas usually when we're nearly running out of time.   What should NOT be in your business strategy? I want to just ask a couple more questions. People ask a lot: what is a good business strategy? I want to ask you, what are the things that you should avoid having in your business strategy? What is a bad business strategy? It helps to know what you shouldn't be spending too much time on or shouldn't be putting into it?   No Accountability Jason: A bad business strategy for me is one that is missing any sort of accountability.   Unrealistic Timeframe Jason: The other thing that springs to mind straightaway is timeframes that are unachievable. You've just got to understand and get a feel. Don't bite more than you can chew and make things too ambitious. Make it so that it is achievable and will push you out of your comfort zone. Let's just make sure that it's something tangible and achievable and we know the steps to get to the final point.    Jason: Don't get hung up on the design of your plan, the front cover and the pages, and the look of it. That's where we all sit and procrastinate. Rip the Band-Aid off and then you can come back tomorrow and start to put a bit of a sense to it. It's sometimes the best way to go about that.   I think you hit the nail on the head. Starting is always the hardest. At least, if you just put something on the paper, you can then start refining it and massaging it into something better. What I do is I look at the big audacious goal and then I do the timeline in reverse.    What is it you're looking to achieve? For instance, you want to earn $10 million in two months. What are the steps that you need to take before that gets to $10 million? If you're at $1 million now, then how are you going to get to $10 million?    Is it times 10 of your client base or are you going to change around the products that you're selling to clients? What is it you're doing to allow that process to come to fruition and then put steps on that? Is it going to be a marketing plan that needs to go towards promoting these new products and everything else? You can make it a more realistic timeframe.    Avoid saying what a lot of people starting off in business say: 'I can make triple of what the boss is paying me because he charges a triple of what he's paying me, so I can do all this and I'm going to be a millionaire and pay my house off in a year for getting all of the mechanics.'   Jason: I couldn't agree with you more on that point. Once we start to get the data down and write the figures down, such as insurances, you start to work out pretty quickly that the proposition with your boss wasn't looking too bad if everything's just about money. When you're earning just over $12 an hour, once you pay yourself, it might not be the best suit for you.   Jason: It's really important that you set your goals and then work backwards from that—what it's going to take, what the steps are, and then go back and look at those 4 Ps of how they're going to help you achieve that.   Suggested Read: Good to Great  What would you say is your favourite book or a book that covers business strategy and improving your business strategy?   Jason: My go-to is Good to Great by Jim Collins. I encourage everyone to go and have a look at any of Jim Collins' works, particularly Good to Great and Built to Last. I find them really inspiring. Every time I go back and look at it, I can go with a different context and framework, and I'll get something out of it every time.   Is that the type of book you can listen to as an audiobook?   Jason: Absolutely. It's quite long, but just try and break it down and get a really good understanding of the concept that they're promoting and then take that little bit of time, work it back within your business and then go on to the next one. A lot of great stuff there.    Jason: The reason why I love it so much is I'm a data guy. 'The numbers don't lie' is one of my favourite sayings. That book was created out of years and years of research by some of the best companies in America at the time and as far back as World War II and the trends they've got in common to make them great companies.   I actually haven't read it, so I'm going to check that on the side.    What is business freedom to you? The podcast is called Business Built Freedom. What is business freedom to you or what is freedom and why are you in business?   Jason: Freedom for me is always time. Time to be a better parent later and mentor to people. It affords me the freedom or the space to continue my learnings and absorb different concepts so that I can start to shape that in my own experiences and then share that with others to inspire them. That's why I do what I do.   Jason: I'm one of four children, and my father had a small business. He left before we got up and came home in the evening and we didn't get to spend a lot of time together. I appreciate the time, effort and energy that it takes to own and run a business. If I can come in and help a business, give them that bit of freedom back to be a better parent or a better individual while their business is sustainable and growing at the same time, happy days. Everyone wins.   If anyone wants to contact Jason from JB Strategic, jump across to his LinkedIn profile, check him out, and have a bit of a chat.    If anyone has any questions to put those up for the greater community, go to our Facebook group.    Jason: I'm more willing to share anything and speak out.    That's what it's all about. The world goes round on knowledge, and I think everyone should be sharing as much as possible and not holding their cards too close to their chests. We will grow and become better together.   If you have enjoyed this podcast, jump across to iTunes, leave us some love, give us some feedback. Stay good and stay healthy.   We specialise in improving processes to boost your businesses' profitability and efficiency. Call 07 3166 5465 to enquire!

"'That's great. You want to start a women in medicine program! How are you going to pay for it?' This is the most common question and potential barrier from colleagues, leaders, and those who understand the value of these programs. We found that our two-year Women Leaders in Medicine program improved burnout, retention, and engagement of the over 400 women physicians who participated. However, funding remained the chronic barrier to sustainability. I will introduce you to ten possible funding strategies to get your creative strategy-building blood pumping." Dawn Sears is a gastroenterologist and can be reached on Twitter @GutGirlMD, YouTube, and at GutGirlMD Consulting. She shares her story and discusses her KevinMD article, "10 ways to pay for women in medicine programs." (https://www.kevinmd.com/blog/2021/04/10-ways-to-pay-for-women-in-medicine-program.html)

In 1985... a headline splashed across the front page of the Indianapolis Star: 'Boilermakers Crush Notre Dumb' Gasp! Though the Irish faithful were up in arms with the not-so-subtle jab, the fall from grace experienced by the Notre Dame football program in the early 1980s was unmistakable. Curiously, though the team slogged through five mediocre seasons with head coach Gerry Faust, many found it literally impossible to dislike him. What's the story? Join Alex on a journey to a great decade with your favorite lads of the gridiron.

Dr. Jeffrey Kopin, chief medical officer for Northwestern Medicine Lake Forest Hospital, joins Anna to talk about the World Health Organization’s new mask guidance, a new study that shows that Pfizer and Moderna vaccines are likely to produce lasting immunity, when we might see additional vaccines come to the United States and why we have been […]

This week we chat about: - Harmer's captaincy - Ups and downs of the Blast - Oversees signings - Do we need a new Ravi?  

Hybrid, Hybrid, Hybrid! That's one of the hot new business buzzwords these days. But, what if that is just the book dust cover to what our new world may look like? This week, Erin and Nicole dive into a new study by Microsoft that lifts that dust cover (or, more like the plastic sofa cover your Aunt Rita has had on her couch for 30 years) on what employees are really thinking and talk about more than a world where you have to empty out Jose's two-day-old Hot Pocket wrapper from your shared garbage.  Nicole and Erin leave you with lots to think about, including some inspiration as you think about your own "hybrid" - your afternoon of life. Erin tells Nicole about her preparation for two big virtual talks she is giving and how ll-consuming they can be - physically and mentally - especially for a non-binary thinker like Erin, whose brain is constantly shooting off new ideas. Erin's WTF of the week involves a story of the technical difficulties of one of those virtual talks. With the streaming service broken, Erin ended up thinking she was giving a recorded talk instead of a live talk. But at the end she realized people jumped on Webex midway through.  Minor disruption from a dirtbike outside Nicole's house tees her up for a funny story of someone who she saw plow headfirst into a traffic sign while on their moped. Then she moves on to discuss her authentic so hard of the week - when she was asked to introduce a hair show at the local arts festival. What's a hair show? Well, you'll have to listen for all the details on that, but the real story is about the troubles Nicole aced that day. As a show that was created from the traditions of black communities in America, a show commencing on Jubilee day, you can imagine some people took issue with Nicole being the host. Well, Nicole fully understands, appreciates, and accepts that...but no one told her that beforehand.  So, after days of preparing a speech that could hold up under these circumstances. Nicole threw out the speech on the walk to the stage, and instead told a funny hair story of her own, to bring everyone together with humor. And it worked. The authentic approach she took in the moment, with no preparation, could not have been a better idea.  Nicole also has a WTF of the week when she was asked to attend a planning meeting call for a pre-meeting. Yes, you read that right. A planning call, for a pre-meeting. Oh, and it was on Father's Day (a Sunday of course). This leads into a quick discussion regarding worker satisfaction, and how it's estimated that 41% of the global workforce are considering leaving their employer this year. This comes frm the recent Microsoft Work Trend Index. This 2021 report has seven key findings.  1. Flexible work is here to stay. 2. Leaders are out of touch with employees and need a wake-up call. 3. High productivity is masking an exhausted workforce. 4. Gen Z is at risk and will need to be re-energized. 5. Shrinking networks are endangering innovation. 6. Authenticity will spur productivity and wellbeing (This one won't be a surprise for our listeners!) 7. Talent is everywhere in a hybrid working world.  Erin and Nicole then talk through each of these points, interpreting them, challenging them, developing them, giving a detailed discussion on the future of the working world, the people at the heart of it, and the steps we all need to take to ensure the future is brighter and better than the past.  Finally, they leave you with this quote by Carl Young. "Thoroughly unprepared, we take the step into the afternoon of life. Worse still, we take this step with the false presupposition that our truths and our ideals will serve us as hitherto. But we cannot live the afternoon of life according to the program of life's morning, for what was great in the morning will be little at evening and what in the morning was true, at evening will have become a lie." If you like jammin' with us on the podcast, b sure to join us for more fun and inspiration! Here are some options... Follow Nicole on LinkedIn:   Follow Erin on LinkedIn:   Check out the b BRILLIANT career coaching program @   b Cause Podcast Facebook group @   We even share more crazy stuff here (you probably thought that was impossible). Get your own copy of Erin's book by searching "You Do You Ish" in amazon or going to   Take our simple, fun and insightful "What Kind of Dog Are You At Work?" by going to   We have so much fun stuff going on...we wouldn't want you to miss out - join the authenticity movement and our community by adding your email just about anywhere @   Check out our blog for more of our no-BS career advice @   We have fun and inspiring t-shirts @ DISCLAIMER: This episode is not explicit, though contains mild swearing that may be unsustainable for younger audiences.  Tweetable Comments: "I am delicious and delightful." "Something must have been in retrograde because I felt like breaking things all day." "Of course, it's not their fault. It's somebody else's fault. Everyone at a big company owns just one fingernail of responsability." "As I walked up to the stage, I threw my speech out and instead told an authentic story. And it worked." "I had a planning call for a pre-meeting..." "Over 40% of the global workforce are considering leaving their employer this year." "Look, I was also really busy shoving a baked potato in my face rather than reading the article." "The difference between Nicole and I: she's like 'I only skimmed it', and I'm like, 'That's all I ever do." "We might be facing the same shitstorm, but if you're in a yacht, and I'm facing a tsunami in a canoe, it feels a little f***ing different."  "How much structural change can you actually embrace to try and overcome some of this stuff." "When the pandemic hit, internal teams collaborated more, but external teams collaborated less." "Authenticity will spur productivity and wellbeing." "Be authentic, do that. But are you also encouraging a culture of authenticity?" "If you're in the wrong neighborhood, get out. But don't wait for the perfect house because you won't find it. Renovate your house with your own authenticity."

A New Zealand musical theatre has cancelled a show about Charlie Chaplin over concerns about his past. See omnystudio.com/listener for privacy information.

A New Zealand musical theatre has cancelled a show about Charlie Chaplin over concerns about his past. See omnystudio.com/listener for privacy information.

This week we interviewed Marc Randolf - Founder of NETFLIX, author and host of the amazing podcast 'That'll never work'

Growing up in Silicon Valley, Martin Avila taught himself how to be a computer programmer and started a website development company when he was in high school. Even then, his politics didn't mesh with the dominant far-left ideas of California's tech hub.Today, he's offering customers an an alternative in the marketplace of internet services—from application development to web hosting. His company is called RightForge, and it's a much-needed alternative at a time when Americans increasingly find themselves deplatformed and censored by Big Tech."I've got friends who are like, 'We need to rebuild Salesforce. We need to rebuild MailChimp.' And I said, 'That's exactly right. We do.' But in order to stand up those things, we needed the hard infrastructure," Avila says. "And that's what RightForge is. It's the ability for those companies to be created on the hard assets distributed across the globe."Avila spoke to The Daily Signal about his plans for RightForge and why he's optimistic about marketplace solutions to Big Tech behemoths. See acast.com/privacy for privacy and opt-out information.

Enhancing Customer Experience With Floris Blok  You might be wondering why customers sometimes love you and sometimes don't. Is it something you're doing or something you're not? It is like when you go to a trash-and-treasure market, sometimes you find trash and sometimes you find treasure but that doesn't mean anything is wrong with those customers. Today, we've got Floris Blok from Blok Business Consulting and he's going to be talking to us about the customer journey, the customer experience, and what it means. Get more tips on how to enhance customer experience at dorksdelivered.com.au What is meant by customer experience? What is meant by a customer experience? How can you say it's a good customer experience?  Floris: To actually figure out what the customer experience is, you need to understand who the customer is. So if you're trying to sell something to someone, you want to know who they are before you try and sell them anything. That would be your first point of call or a call to action as an organisation, as a marketing department or whoever you may be. Understanding the ideal customer profile (ICP) is actually the first thing that you need to do. Floris: Once you have a deep understanding and insight about that, like a group of people or certain demographics or psychographic segmentation, then you can start understanding where they get their information, where they actually go out and buy stuff, what it is they are interested in, what makes them tick. Once you figure that out, then you can actually expand and actually build that customer journey or at the very least identify what the customer journey is through all kinds of different ways of research and analytics. And then, you can start optimising each of those touchpoints that you have with that particular segment's ICP. Floris: There are many different ways of doing it. For example, if you're an e-commerce platform, one way would be certain KPIs, like how many people dropped out from your website once they've done a search or how many people leave a basket with stuff in it and don't actually convert to an actual sale. There are different KPIs that you can measure. How do you identify your ideal customer? If you've just started out in business or maybe you've decided to start a business, but have no idea about marketing or who my customer is going to be. All you know is you make really good pies or you're a little bit faster laying a concrete driveway or you've got a cool way that you're doing your accounting, how would you know who is going to pick up on this? How do you work out who your customer is before you've had one? Floris: If you are already working for an employer and you want to go on your own, then you already have that experience. You would have had exposure to the type of people that are purchasing the products or hiring services that your organisation is actually putting out into the market. You would have at least some kind of idea. Floris: If you are completely new. Let's say hypothetically, you've just rolled out of college or university. You've got this great idea for something, like software. First of all, what you need to do is actually develop it into a product. There are all kinds of different things that we can talk about here from the product management point of view and a product development point of view, like setting up your MVP or minimal viable product, and then how do you go about getting financing, funding, etc. so you can develop it further and all of these things. Floris: Let's go back to your example of pies. Let's say you've just won MasterChef and now you've got $250,000 in your pocket, but your entire life, what you've done is you've basically put these pies or baked these pies for your family. Now you're sitting there with $250,000 in your pocket and they're burning a hole in it because you want to open a shop. You need to understand what it is about your pies that people like because three MasterChef judges liking it is fantastic. They've talked about it in front of the entire Australian population that watches MasterChef and all the international ones abroad and all of these things. Kudos! Floris: But you need to understand what the people who are going to come into the shop are going to come in for. They need a pie, but is it a breakfast pie? Is it an afternoon lunch party? Is it a snack? These are the things you need to understand. Floris: Once you understand what people like about your pies and what time they like to eat them, you can manage your production schedule, the marketing, your shop front or where you can actually locate your shop. We know that with COVID, there's a lot of real estate in the CBD that's emptying up because workers are not there. Are you going to move into CBD or are you going to be selling pies out of a truck? Food trucks are doing great because you can move locations and you can be in different places at different times. Floris: Understanding what your customers want and how they want to consume it, whether it's a product or service, is a very good start to understanding how you can then deliver that service to them for them to give you their hard-earned cash. How do you measure customer experience? On the MasterChef example, I've got this $250,000, let's go through the process. You might have a mobile location or something that's static. If you've got these people coming to the front of the van or the shopfront, and they're ordering pies, you can obviously say the pies are selling really well and then have things like best sellers and know how to promote and critique and change different product lines and measure the analytics, the same way you could do that with an e-commerce website. If you've then got those numbers in play, how do you know that you're attracting enough of the right audience or you're measuring things? Are you looking at people that are coming through the door going, 'Okay, they look like 45 to 60-year old business people, so I should be marketing more towards that segment.' How do you put pen to paper to actually work out the demographics and psychographics of your customers? Floris: I can give you the theory from now up until the moon shines tonight, but I think the answer was in your question, which is analytics. Once you have the data, then you can be a data-driven organisation and you can then adjust based on the data. For example, if the data says that you've got a meat pie that sells more than a cheese pie, you're more likely going to start buying in more stuff for the meat pie and making more meat pies and having them on hand, especially if you've got another data point that says that you've run out of them halfway through the day. A lot of this can happen quite instinctively with a lot of people. Now we're taking an example and we're applying it to a lot more complex processes, but principles are the same. If you have a pie that sells really well and it goes out of stock midday and you still got people coming in asking for it, then you've got a great set of customers that actually know what they want and they like your product but if you run out of it, that means that you haven't forecasted enough of that product. Now you're delivering a very bad customer experience. All of a sudden, you end up having to offer an alternative product, maybe even at a discount just to keep the customers happy and coming back through the door the very next day. Floris: It is about the data. If you have the data and you can see where the data is actually, providing you insights. Information, knowledge and insights are three different things. Information leads to knowledge, and knowledge leads to insight, which is then applied into an action in a business sense. You can translate that into future actions in order to improve. Floris: Data analytics can be very simple. It could be just you sitting there at the end of the day looking at your cash register or your receipts and looking at the number of pies sold and left. That's enough to give you an idea. It doesn't have to be as complex as an ERP system hooked up to a CRM that's tracking your website and all of these things.  Is scarcity a good customer experience strategy? You brought up something that's quite interesting. You said if the pie ran out halfway through the day, it affects the customer's experience. Apple intentionally creates short runs of their products so that there is scarcity in the market. How does creating scarcity affect the customer experience? Is that something that can be good or bad? You have these people then talking more about it. You have this line at the door versus having an empty store. Because you're really good at serving people quickly, they're coming in and out of the store very quickly, but it ends up looking like your store is empty because you're too efficient. Is that a problem that you should be worried about? Floris: It's a complex question and no simple answer can be given here. Let's give it a try and unpack it. If we use Apple as an example, Apple has an enormous level of brand loyalty, right? The level of scarcity only feeds into that brand loyalty because of the marketing around it and the hype that Apple creates around its brand. In this regard, it doesn't really matter whether you are in shortage of stock. You've got such brand loyal customers that even if they have to wait six months to get a phone, they will wait six months to have a phone. They'll walk around with a cracked screen, iPhone 11 or whatever it is, and then try and upgrade to an iPhone 12 because the Apple TV shows how you can take a great picture of your dog. That's brand loyalty for you. Apple does that almost to perfection.  Floris: On the other hand, if you've got a product like a meat pie or a pie store and you run out of pies, it's not going to look very good for you because it looks like you don't know how to run your business and this is a consumer product that's consumed in very high volume. It's a low-value-high-volume sales that if you don't get in our instant gratification culture right now, we're going to go somewhere else and get it. If your competitor has a product that is of equal quality, equal taste, in this case, potentially cheaper, they're more likely going to become your competitor's loyal customer. You would have lost a customer, which is why in the service industry or in the hospitality industry, it becomes very much relational based on relationships. If you can provide a good customer experience by making people feel welcome, making them feel that they are in a store where they are heard, whether they can get what they want and all of these things to actually make them feel good and activate these dopamine levels, they will then keep coming back. Customer Experience Differs  We've got McDonald's, Wendy's, Hungry Jack's, or Burger King if you're not in Australia, and Grill'd, which is a gourmet burger place in Australia. All of them are doing reasonably well for different reasons. McDonald's and Hungry Jack's are very similar, but we've been led to believe the burgers are better at Hungry Jack's through repetitious marketing. Grill'd is a bit more gourmet. But still, the customer experience could be very different for the three different places. In my eyes, I'd say if I were to go to McDonald's, which I don't go to very often, I'd be going there because I need something quickly, not because I need a high-quality item. So the customer experience for me in going to McDonald's is because I want something now—I'm on a road trip going somewhere or in between meetings—and I know that they're consistently quick and that would be why I'd go there. That's also exactly why I wouldn't go to Red rooster because they're consistently slow. On that same vein, I guess people don't go to Grill'd because they're quick; people go there because the quality is better. But the customer experience is around the demographics of the people that are coming there and the reason why they're going there. If you've got a pie shop and you ran out of pies and customers go somewhere else and the pie is better but they are slower, they still may come back to you. Is that fair to say or is there more play here? Floris: Yes, it's absolutely fair to say, which is why earlier I said that it was a complex question with a complex answer because there are multiple factors. If we take it purely on price, then if you've got a competitor with a low-priced pie within the same geographic area, then there's a good chance that they'll go for that one. Floris: But let's say, yes, it's a bit slower but it tastes better, then you're more likely going to want to have that pie because it does taste better than the quicker one. Floris: Yes, it's fast but one of the reasons I don't go to McDonald's is because personally I'll eat a burger and within two hours I'm hungry again. Yes, they've got a great customer experience inside now with the ordering screens as well. You get your number, you pick it up, and then you can sit down. You can do the drive-thru, and you can take it home. But I don't do drive-thru because it stinks inside the car. I don't take it home because it's cold and inedible by the time I get home, in my opinion. If I go to McDonald's, I'm in a rush and I need to get something done right, and I'm more likely going to be doing it in the store. The only other reason I go to McDonald's is the kids love their Happy Meals. What a scam that is. Did you know that McDonald's is the largest toy distributor in the world just because of their Happy Meals? Floris: Forget about value, just purely on volume. That's because they've done some amazing marketing on getting these kids hooked on Happy Meals. Happy Meals and sugar, and they do great. I know a lot of people, including my sister, who love McDonald's. I'd rather eat a hundred other things before McDonald's. Floris: They've catered to the customer, which is the little one that will nag and nag and nag the parents until the parents cave in and say, 'Yes, we'll go to McDonald's.' Very emotional decision. Floris: Absolutely. Not in the sense of I'm going to get something I really want. What I really want is for my kids to stop nagging me. Not to destroy the McDonald's brand, because we can't and that's not the aim of the conversation, but it's the lesser of two evils. I love my kids and I respect them enormously, but still, when they nag, it's unbearable. It Depends on Customer Expectation  Floris: Back to the customer experience. They've created that customer experience. You go in, you get what you get. Floris: They've got their 500 or 700-page manual that every franchise is exactly the same, so your expectations are met in each and every store that you walk into. Each and every McDonald's will give you the exact same thing, and the exact same thing is not that burger in the picture because we all know that's fake. It's consistent in its delivery and its service and in its product. The tastes are the same. They're all sourced locally, they say, but in any case, they are built all to the same standards, and therefore, you will get what you pay for. Floris: And that's the expectation of the customers and they provide that positive experience that, regardless of the taste, you keep coming back to McDonald's, even if you go there every blue moon or something. Floris: On the other hand, Grill'd, you're absolutely right. It's more gourmet. Location-wise, they're more into the CBDs, where you've got a high-net-worth, middle-class people who are willing to pay slightly more than a convenience fast food store. They will sit down. They'll eat it as well. They'll enjoy it. They'll have a conversation. It's much more of a social event. These are the expectations they have and these are the expectations that are met by growth, which is why they're doing fine. Businesses Measure Customer Experience Differently  So it doesn't always have to be the same metrics that you're measuring, as long as you know what they are and why people are coming to you. How do you go about creating that customer experience strategy? How do you go about actually playing through that? We do a lot of work with IT companies to better their processes. We also do a lot of work with schools, governments and small-to-medium businesses, and all their needs are very different and things that are important to them are very different. A lot of the time, small businesses could be more money-conscious. They are only just starting up. They're on an oily rag. They just want to have the smallest thing to get them through to tomorrow to be able to continue working. Generally speaking, a more experienced business will look more towards longer-term goals and have different interests that will then market ourselves around. With pen and paper, how would you go about creating a customer experience strategy? Should you just maybe cancel out all the different things and look at whatever is bringing in the money to your business and focus heavily on that one vertical. What is a customer experience strategy? Floris: Let's go over the definition of strategy. In its simplest form, the word strategy means a roadmap to do A, B, C in order to get you to Objective X. It's nothing more than a roadmap on how to achieve your objective, so you need to know what your objective is. Floris: In order to know what your objective is, you need to understand who you're doing it for so we can go back to the assignments in a golden circle. Why is it that you do what you do? How is it that you do it? What is it that you deliver in order to achieve it? Floris: Let's assume for a second that you know why you do things like in your case, you have an absolute obsessive joy of delivering highly automated and optimised processes for organisations because you want to give people their time back in order for them to be able to scale up but also have a family life. The way you do it is you set up an organisation with like-minded people and you now have a team that will then have the same passion and the same drive as you in order to deliver the service or product to your customers. You do hosting, you do automation, you do processes and all of these things. That's the 'what.' These are your products and services. Floris: But you started off by understanding who it is that you're trying to do it for. You have your objective. Let's say this year I want to have 20 million in turnover. And now the strategy comes into play, which is how you map out going from A to B in order to achieve that objective. Floris: Now you have all the elements in place. Let's go back to the pie store example. You know the customers like these five pies out of the 10 that you've got on your menu, so you're going to focus your production, stock purchases, etc. on these five pies. You still need the other ones because they're about 20% of your business, but you need to focus on 80% right now. Floris: You also know that most of your customers are in or around the CBD area, and they eat around lunchtime. You need to have a location that can actually put you in the most optimal place for these people to actually come to you. Is that an actual store, a fixed store, or is it a van or a food truck? Floris: Once you've answered these questions, you start looking at how are you going to market services? Should you go around all the companies and drop a flyer at the reception area so that people can see when they walk into the building in the morning? Should you do targeted Facebook ads or should you do LinkedIn ads because you're targeting professionals working in CBD? Floris: Pure statistic. There are about 26 million residents in Australia, and 11.6 million of them are on LinkedIn. If you would do LinkedIn targeted ads, which are a bit expensive, but you can actually market your pie to all of these professionals that are looking at their LinkedIn in the morning and getting hungry and then go look for that food truck. Floris: You know what you want to do. You know who you're doing it for. You know why you're doing it. Now you just basically build a roadmap in order to get there, and that could very easily be a pen-and-paper type of strategy where you go like, 'This is the shop or the food truck. I need to be there from 11:30 AM to 2:30 PM. I need to have the meat pies half-cooked by then. And I need 200 of these. 600 of these. 700 of these.' Customer Experience Strategy Doesn't Have to Be Complicated  It's not that hard. It doesn't have to be that difficult. As I was saying at the start, you can have websites looking at the different types of traffic that are coming, the demographics of the people that are coming there and then have your website do all other sorts of stuff to make sure they're on their customer journey. But it doesn't have to be that complicated. Floris: No, that could be your optimisation process afterwards. Once you get the foundations or the basics in place, and they're working. Let's say you now have another food shop that comes next to you and it's selling nachos. All of a sudden, you're competing. How can you start getting an edge? How can you start improving your business so that you can be more efficient in terms of your stock or in terms of your marketing? Focus on the Foundation Floris: We can go back into marketing terms like customer acquisition cost and all of these intricacies that business consultants love to talk about, which is all optimisation. This is all fine tuning. This is all taking the basics that you have in place and just making them slightly better. Floris: If you don't have the right foundations, you're basically just amplifying something that's not good. It's absolutely essential to actually have the foundations in place. Once you have these, then you can optimise and start looking into more details. Floris: Customer experience and marketing are very close to each other, but it's all about testing. You've got the basics in place. If you do this, what would happen? You can do A/B testing.  Floris: Let's say you chose to sell pies in Location A on Wednesday, and you earned $100,000. You went to that same location on Thursday, and you earned $80,000. So you know that it's probably best to be there on one day and choose another location on the other day. It's about taking that data, analysing the data, finding insights out of it, and then applying it to whatever it is that you do. Keep a Record of Everything Make sure you're recording that and keeping that so you can see what the trends were. If there were things that you weren't aware of and you picked up on, that would be very important. Floris: What can be tracked can be managed, and what can be monitored can be managed. If you're not monitoring your income, even the ATO is going to come to you. Floris: The same principle applies to everything else. If you want to be good at what you do, you have to be able to track it, monitor it, and then draw conclusions from it or insights and turn those into business applications. A lot of the time, we try and think that we do A and B happens, but there could be a whole bunch of different things. Like on the Wednesday and $100,000 example, maybe there was a huge conference just around the corner and you had a lot of people that came out. I'm happy to say that in October I'm going to become a dad, so I'm pretty excited. It was interesting. I've been doing a lot of research on how babies communicate, how language works for them and things like that.  Gather Data Until You Get a Pattern One of the cool things that I thought is when they see something or they're introduced to a new object, they don't start saying it until they're confident of that object and what it's called. It's the same as if you're sitting there and there are five different types of exotic fruit, and I just pointed across and said, 'That's a holla baba.' You wouldn't say anything and the baby doesn't, but then if you then saw that same piece of fruit in a completely different example someone said, 'Oh, that's a holla baba.' The baby would be like, 'All right. I now know through the process of elimination that that's what it is.' Floris: I'm not an expert. I'm not a neurologist. I'm not a medical professional in any way, shape or form. What I do know is what you just described there is how kids learn, and I know that from my own two kids. It's pattern recognition. In order to recognise a pattern, you need data. Without the data, you can't really do anything. Floris: If you've picked up that on that Wednesday, you made $100,000 in front of that location or at that location, that same location made $80,000 a week later, and you made $120,000 the week afterwards. It averages out quite nicely, but why were there differences? Is it just a normal everyday life or were there events during that? Observe the data points. Two points make a straight line. With three points, you start getting a bit of a trend or a pattern. Floris: The more data points you have, the more accurate your insight could be. But now that you have them and if you have a curious mind, which every entrepreneur should have, then you can start investigating what was happening at that location or within a kilometre or a two-kilometre range of that location. On that day, was there a museum event? Was there a conference? Was there a street band that was playing really well? Was it good weather? Was it bad weather? Your competitors down the road shut down. Floris: Absolutely right. You can take all of that data. For a large corporation, it's becoming easier to actually take all of these different data points into account because they can throw it into a machine learning algorithm and then something will pop up that says, 'Hey, you've done really well on this day because you had the high exposure for the number of people that were walking on the street.' Floris: But if you were a small organisation, you can do quite a lot of this quite manually and all you need is Google for your searches and YouTube, which is the second-largest search engine in the world, for your how-tos, in case something doesn't jive really well or you need some help with some piece of software or whatever. Ask the Right Questions Floris: All you need is a curious mind. Ask yourself all of the right questions. If you are going down the route of the back questions, it's good to have some sounding boards like either coach or consultant or anyone that you have on retainer for a once-a-month check-in or accountability sessions. Floris: Entrepreneurs sometimes might get a bit slack. They can lose their motivation for a day. It's not easy being an entrepreneur. It's not easy setting up a business. You could lose. It takes a lot of mental energy. If you have a bad day, it could impact your business. If you have employees, that could impact your employees. Having that support structure from a consulting perspective is actually quite helpful, but it's about asking the right questions. Get an Extra Pair of Eyes You've touched on a lot of information here. If anyone is out there and they are looking for a consultant or someone to be able to talk to and make sure that they have the right strategy, they're looking at the right data, possibly not getting distracted by cat videos, make sure they have a level of accountability, they are keeping on track and looking at the right resources, is that something you can help people with? Floris: Absolutely. As a consultant and an entrepreneur myself and as an ex-corporate myself, I have the experience and the passion, if you wish, to help people to get the answers and to help them along their way to achieve the success they want. I'm focused quite a lot on marketing strategy, customer experience and digital transformation. When I say digital transformation, I'm not talking about IT stuff. I come at it from a commercial and business point of view. Floris: Digitisation, digitalisation and digital transformation are three different things. Digitisation is basically analogue to digital. Digitalisation is looking at your value proposition. Digital transformation is when you look at the entire structure of the company—its culture, people, processes and technology in that order. That's where I focus on as well, and that fits quite nicely with marketing strategy. I definitely think that extra eyes can't hurt, and having a set of eyes go over that would help anyone out. We'll get you in to check out our process. I always think that we're doing all right, and then I get on one of these conferences and I go, 'No, we're not okay.' Now, there's lots of it you can be learning. There's Always Be Learning. ABL is something I'm very, very fond of, and hearing from someone else's perspective is always exciting. Floris: A word of caution: never really go down that rabbit hole. There's always that risk. Sometimes what you're doing is actually good enough, right? It's having someone affirm that sometimes that is needed. Bonus: Plan, Plan and Plan I am guilty of being an engineer first, business entrepreneur second, and that means that I have a ready-fire-aim mentality. It's very difficult for me. I'll spend 90% of the time on planning, and 10% on execution. When it's executed, it's fantastic and it always works. Floris: If that's your mantra, that's really good because Albert Einstein said that if he's got an hour to solve the problem, he'll spend 55 minutes on understanding the problem and 5 minutes on actually solving it. Perfect! I hadn't heard that quote actually. That's cool. We're coming very close to the end of the podcast now. I had a couple of quick questions. You might have already answered them, but you brought up Simon Sinek's Know Your Why. I wanted to understand from you what is your favourite book or what is the book that you suggest for some of our listeners to read to further understand customer experience. Suggested Read: The Seven Habits of Highly Effective People Floris: The Seven Habits of Highly Effective People by Stephen Covey. One of my favourite quotes is you can control what's within your reach, but you can only influence what's not within your reach. That's something that helped me quite a lot in my career as well. Similar to you, I used to go down quite a lot of rabbit holes and I used to want to impact all kinds of things, but I couldn't and I used to build so much frustration in me. I read the Stephen Covey book, and since then I only focus on what I can manage, what I can influence is great. Anything outside of that scope is unfortunately beyond. I have that book. I thought it was in my bag. It must have been in the car at the moment. I'm going through for a second read. It's definitely a fantastic read. I love having you on the show. Is there anything else you'd like to cover? Floris' Tip: Breathe, Think It Through and Move Forward Floris: If you're a budding entrepreneur, if you're starting out, it might feel overwhelming. Focus on your breathing. I tell that to all of my kids and my wife, and I use that technique. When you get overwhelmed, whatever the reason, slow down, breathe, think it through and then move forward. That applies for business, sports, even tests. Focus on not getting overwhelmed. Don't overthink.  The guts sometimes, right? Floris: Yeah. Even now at my age, I'm still learning to listen to my gut. The older I get, the more I want to listen to it and the less I want to use my head because my head sometimes can go off on many tangents. Instinct is one of the crucial factors in business that cannot be monitored or quantified, but it shouldn't be underestimated. I completely agree. I think everyone's played a couple of games of pool after a couple of beers and they all of a sudden become better when they stop thinking about it. Floris: Inhibition levels drop. What is business freedom to you? One last question. The podcast is Business Built Freedom. What is business freedom to you? Floris: Business freedom is another way to actually get life freedom. Being able to secure an income for my family so that I can actually spend time with them. Live to work and not work to live. It's the freedom of actually being able to have that good work-life balance but also have an impact on the life of the people around me. Hopefully, if I'm big enough one day to actually have an impact on people beyond our Australian borders, that would be nice. I love having you on the show, Floris. I hope everyone else has enjoyed the time that we've had together. If you do have any questions, we will have him jump across to the Facebook group to better answer anything you might have there. Otherwise, feel free to jump across to iTunes, leave us some love, give us some feedback and as always, stay good and stay healthy. Floris: Thank you very much for the time and for having me on the show, and thanks to your listeners for listening in.  

On the show -  A story from Richard Angell from THT about the confusing and conflicting rules regarding people of colour who want to give blood in England. www.onevoicenet.org/ Tony talks about a fantastic website 'Aids at 40' Stories of Hope and Heroes. - www.fredhutch.org Stephen chats to Rob Eyles and Philip Delany about their new campaign 'THaT fest UK" Raising money and awareness for HIV charities, through theatrical events that celebrate and amplify the voices of artists living with HIV. Follow them on Facebook  @THaTFestUK We replay Sues great interview with Rory who works for Terrence Higgins Trust a Health Promotion Practitioner in Brighton. https://www.tht.org.uk/centres-and-services/brighton-and-hove

Boston mobsters learn of a series of tunnels underneath the city that they hope to use for running contraband- but an ancient Basque legend may stand in the way… Written especially for SUSPENSE by John C. Alsedek & Dana Perry-Hayes, it stars Scott Henry, Rocky Cerda, Sean Hackman, Daniel Hackman, Catherine Kamei, Daamen Krall, and Dana Perry-Hayes.

Dr. Jeffrey Kopin, chief medical officer for Northwestern Medicine Lake Forest Hospital, joins Anna to talk about the small amount of COVID-19 patients are in area hospitals, how concerned we should be about the Delta variant, how effective the vaccines have been in protecting people from the Delta variant, and what we know about when we […]

In the struggle against the Arian heresy, Meletius, Patriarch of Antioch, was deposed, and the emperor Constantius demanded that Eusebius surrender the document that proved his legitimate appointment to the Patriarchal throne. Eusebius said he would not surrender it without the permission of all who had signed it and, when imperial soldiers threatened to cut off his right hand, he held out both his hands to them. When Constantius heard of this, he was struck with admiration and ceased his persecution of the bishop. As the Arian heresy continued to rage, Eusebius stood strong, and was finally exiled by order of the Emperor Valens. When the messenger bearing the edict of banishment arrived, Eusebius warned him to keep quiet lest the people, hearing why he had come, should kill him. Then Eusebius left the city on foot, under cover of darkness, in order to protect the messenger from harm. Upon the death of Valens, Eusebius returned to from exile and traveled throughout Syria (though he was now a very old man), appointing priests and bishops known for their Orthodoxy. About 380, as he was entering a village to enthrone a bishop, an Arian woman threw a tile at him from a rooftop, fracturing his skull. As he lay dying, he made all the bystanders swear not to take any revenge.   Saint Gregory the Theologian corresponded with Eusebius, and esteemed him so highly that in a letter to him he wrote, 'That such a man should deign to be my patron also in his prayers will gain for me, I am persuaded, as much strength as I should have gained through one of the holy martyrs.'

Thank you to DistroKid for sponsoring this episode of the podcast. Use the link below to receive 30% off your first year of DistroKid services. https://distrokid.com/?c=cable Joey Barro aka The Traditionist, is a Orange County, CA based singer songwriter musician. I chatted with Joey about playing in college bands, creative process, working with Tim Bluhm of the Mother Hips on the Traditionist project, and his most recent record, 'That is Not How It Happened', available on all streaming platforms. To keep up with The Traditionist and the Dan Cable Presents Podcast, please check out the links below. https://thetraditionist.bandcamp.com/ INSTAGRAM: @joeybazarro @producerowcafe @dancablepresents @distrokid @vrtxmag DCP SHIRTS https://www.dancablepresents.com/store DCP MUGS https://dan-cable-presents.myshopify.com/products/dcp-extra-buttered-5yr-anniversary-mug Spotify Playlists: https://open.spotify.com/user/54u8tkp1mevtd0i3cz79qbp8l?si=-4NT4PWPSlSowoXQkJhlkA

It's the sister to our 'That's Hot' segment - instead of giving recommendations, the team tells you what they WOULDN'T recommend you trying/tasting/using/downloading/watching!  See omnystudio.com/listener for privacy information.

Improving Communication With Marlise van der Merwe  G'day everyone out there. You might be wondering what we're going to be talking about today. Funny enough, it's exactly that: communication.  We're going to be talking about talking and body communication, verbal communication and the right time to communicate, how to communicate in business and why it's important. We've got Marlise van der Merwe from the Alternative Board, and she's going to be talking about exactly that. Get more tips on how to improve your communication at dorksdelivered.com.au Why is communication in business important? Why is communication in business important and how does it vary? Marlise: Communication is a process and you have to consider the message you want to send to your audience as well as the different listening styles because different people communicate differently and they have a preference to be communicated to.  Some people like more details. Some people would like the communication to be slower. They need time to process what you're saying and feel safe and have that comfortable, calm feel around them. Some people prefer to read through things and process the material in that way. There are various options on how you can communicate. The important part of it is to consider the intent of the message. What is it that you want to communicate and why? What are the most common communication challenges, and how can you avoid them? I remember many years ago, I was doing a meeting with a business north of Brisbane and I spoke to them at the rate that I normally talk, which is quite quick, people say you must have 15 coffees before you get here and I don't actually drink coffee at all. That's no caffeine doing this. It's just how I talk. At school, I could get in trouble. I needed to slow down with what I was saying, and it feels like I'm going in slow motion sometimes when I'm talking. But I know that for people to listen, people are only hearing a certain amount of what you're actually saying and a lot of that comes down to the body language in the way that you're talking, eye contact, etc. How do you pick the right audience or how do you know what other people are going to be listening to? Like, if you've got ADHD, a lot of the time, you listen or talk really quickly. Other times, if you might be talking to someone who's a country fellow that likes talking a bit slower but just enjoys the conversation and every single word is meaningful, how do you make sure that the words that you're saying have meaning and you're not just dribbling and that while you're talking, you're using the right style for the person that's listening? Marlise: The general rule of thumb is to use easy language at a general age of 15 years old. If a 15-year-old is listening and he or she understands the message, you can use this type of language to communicate with people. Not everybody knows a specific industry talk, the jargon and abbreviations they use.  When you use those terms, make sure that you also give a proper explanation of what it means and put it in context. When you're going to talk to people, say, at an old age facility or a specific city, you should do a bit of study of who your audience is—what is the general age, what's the culture, what are the language that's spoken, is English the first language, is it younger generation? Do a bit of research around that region: what's the history like, what technology trends are going in there, what type of firms and technology are they used to. Once you've got a bit of a background regarding that, you can then work on how am I going to send a clear message? What is the best medium to reach them? Would it be an email? Would it be going on one-on-one talks? Would it be broadcast media?  Business Communication and Cultural Differences  You've touched on a couple of things, including cultural differences, like if you passed your business card to someone in Japan and you handed it with one hand, it would be seen as very disrespectful. Hold it using both hands when passing a business card. Similarly, in a business meeting, the first few minutes are meant to be friendly banter. You don't just start talking about business straight away. When you came to Australia, how did business communication or communication in general change? Has that been a big shift and change for yourself? How did you fit in or make sure that you were doing the right things? Marlise: I'm from South Africa. In general, South African people are pretty straightforward. They will tell you a spade is a spade.  When I got here, I had to learn Australian English or the terms and things like, 'No worries' and 'Do you want a cuppa?' I thought, 'cup of what?' Getting used to the terminology was quite interesting. It took about a year to adjust but before coming here, I already started to look out for what certain words mean in Australia. For instance, Brisbane's talk is different from the outback. People use different terms and you pick that up when you talk to people.  By being honest and asking, 'What do you mean by that?' helps them to also understand what might be misinterpreted. Australians love to explain or put a story to the meaning of the word. I think in Australia we say 'I blew a thong' and it means you've busted a sandal as opposed to in America mother's would be holding their hands over their child's ears. When I was in Vegas, I said, 'Can I have a jug of beer?' He said, 'What? You want a jug of what? You want to see someone's jugs?' And I said, 'No, no. That's definitely not what I want to see.' I pointed to it and he said, 'Oh, a pitcher of beer.'  What are ways to make communication more effective? Contextually, you need to know what it is that you're talking about and who your audience is. Talking in gigaflops and terahertz to someone who is not in the know isn't going to make you look smarter. It's going to make them feel stupid. And that's not necessary. Marlise: Imagine the confusion. A lot of the business communication stuff comes down to not just talking but also the way your marketing is felt. You might talk about marketing in a way that's not recognised by the people. Use Terms That People Will Understand  If you're writing about features and benefits or specifications of something, some of the readers might not know why that's important to them. You might be writing it fully as a really passionate business owner, but a lot of the time, you're not your customer. That means that they're not necessarily understanding what you're writing, so they're not going to call you up. Ask for Feedback Effective business communication is very important. How do you know if you've got good communication or you don't? How do you benchmark yourself or how do you do that? Marlise: Get trusted resources. If you know someone that's got a bit of a background, such as culture, or if you can approach someone that can give you a bit more context, go and look up a few people. There's usually someone in your circle. There's always someone that might know someone that you can reach out to and bounce your ideas with. I would say go to an expert in a specific field. If it's communication and you've got a specific message you would like to say to Western Australia, talk to a contact over there and you could be introduced to someone in the marketing space that's been operating there for a few years and that might know the demographics of that area. It's always good to test your message with someone to just get a bit of feedback into the message you want to send and they will give you some input into that. If you've got an important message to share with someone, check it with various people. Check with someone from the Asian culture. Check with someone with South African culture because Australia is so diverse. I read something the other day that the original Australians were like third and fourth generation. There is always be that you could reach out to, and remember to study your target audience. If you're going to do business marketing and you consider doing a radio advert, talk to the radio owners and ask them what your demographics are like. What's your reach and who are your listeners because they know the market quite well. You don't want to talk to the audience in the 45-65 age group in a young language. Utilise Your Target Audience's Platform  Do a bit of research on the platform that you want to join. If you're going to talk to teenagers, you might consider talking to them through Snapchat or the newest one that they're talking about: TikTok. Who would have known that Facebook is actually used more by the older generation, like 45 to 65.  It depends on who you would want to reach. Consider their platform and the type of users. Some people don't want too many words, and you have to send the same message in different ways. Some people would like to have a bit more explanation of your intent in a certain way. If people want to know a bit more detail, then prepare a message in that regard. If people prefer a short message, do so but with the purpose. Bring that across like in a picture and you will publish that in different areas. I'm going to think of a scenario here and you tell me if I'm right or wrong or if I've missed the mark. Let's say I run a sandwich shop. You could say that everyone's your customer because everyone eats sandwiches, but if you were to advertise your sandwiches on Instagram, you'd be wanting to have a really nice photo that's going to be relaying the message and getting people's mouths watering. They'll be seeing the crisp lettuce and the steam coming off of it and things like that. If you were to advertise on Facebook, you could still use a similar photo. But because the audience is more likely to be parents, you might be talking more about the nutritional value of it as opposed to just quickly grabbing a sandwich on your way to work. If you were to advertise exactly the same sandwich on LinkedIn, you might be talking about big platters and the cost-effectiveness of how this would work and how quickly they can deliver and cater for businesses. If you talk about catering for businesses on Instagram, no one is going to pick up on that. Instagram, Facebook and LinkedIn have their own purpose. Does that pretty much sum up how you'd want to make sure that you're adjusting your message accordingly? Marlise: Yes, that's right. Good example. You know that McDonald's advert? I think it is 'Shut up and take my money.'  We went to a marketing company a couple of years ago and they looked at our marketing stuff and they said some of the stuff we got there were a bit offensive. I said, 'Really?' He said, 'Yes, it is. Your email signature has "Leave us a Google review for a free six-pack" and a six-pack relates to alcohol, which means you're completely missing the whole Muslim community who are very much against alcohol.' I thought about it for a while and thought that's cool, except we just don't happen to have many Muslims that are working with us. So we kept it even though it's grossly offensive. I guess it's about knowing your audience and you can't be friends with everyone. There are too many different ways that people might misinterpret what you're saying, and that comes down to how to know who your clients are and the advertising platforms that you might be using. Communicate to Understand and Be Understood  Even if you were stepping away from marketing and business communication, like knowing your family and knowing your business. You see all the time in shopping centres, a child throws himself on the floor, 'I want that lolly.' And then the mother's yelling or the father's yelling, 'No, you're not going to get the lolly now. Get up.' If you have a look, the child is communicating exactly the same way as the parent—yelling—as opposed to effective communication. How do you make sure that you have effective communication? Marlise: I would say upskilling on one-on-one communication is really important, especially if you're in a leadership position. If you want to be better at communicating, you would have picked up body cues, like yawning or they just want to interrupt you the whole time. If someone interrupts you the whole time, it is like, 'You're oversharing information with me.' Those types of things will give you an indication, especially in your family members and close relatives. Sometimes they are brutally honest and they will tell you if you've got to speed up what you're saying or they don't get what you're saying. Practise with them and ask for feedback. There are organisations that can help you work on effective communication and they generate more awareness of the different types of communication with people. How would you communicate with someone who has a specific disability? What if a person can't really observe what you're doing with your hands? You've got to consider that context as well so that your message comes across properly. That also makes the medium that you're going to use. I love that nowadays, when you look at the news, they've got an interpreter for people who are deaf. They can see and do sign language. Did you know that there are various languages in sign language? I never knew that. I found out by speaking to experts in that field. If you have a hearing disability, you must consider that you've got to know maybe more than one dialect. That's so interesting. Listen Twice as Much as You Speak I've been taught you have two ears and one mouth and use them in that ratio—listen twice as much as you speak. Many years ago, I was working at a shop called Jaycar Electronics and I was one of their highest skilled audio engineers. I've gone to university to study it all. I was selling speakers for certain applications to people that really needed them. I wanted to do really cool stuff, maybe on a budget. I was able to say, 'Can you hear the difference between this and this one?' I was a salesperson, a sales assistant, and I was able to say this is why this one is better and that's why you want to spend the money on this one instead of this one. Someone came in and he's deaf and he was looking to buy speakers for his son. When he came in, it nearly made me cry because he just completely entrusted everything on what you had to say. I helped him out, but it definitely gave me that you don't know when you're doing something wrong or you might take it for granted that you might be saying things wrong or you might be being rude to people and not even know, which is obviously very different to being deaf.  I guess I was effective at communicating the product, even to someone that was not necessarily able to hear the same way as me. How can communication be improved in business? If you're yelling at your kids at home, does that mean you're bad at communication at work? Are there ways to know that you've done one thing wrong or there are things that need to be adjusted? Where would you go to make sure that you're improving on yourself?  Establish a Safe Environment  Marlise: Usually, when you look at your business processes and company's performance and a specific department or certain areas that are not doing as good as they should but some areas are great, you're expecting more from that specific area. About 90% of the time, it is because you are not having a crucial conversation with someone even if you have all the processes documented. Making sure people are doing what they are supposed to be doing by having that crucial conversation has a big impact on your legal and financial environment. For instance, when you're having a crucial conversation with someone, he or she will not be honest if the emotional environment is perceived to be not safe. So how do you create a safe environment? Make sure that they understand that all emotions are accepted. Sometimes when you say something, it might come across as being dictative or aggressive. They say there are two cues when people perceive it's not a safe environment. It's either silence, that is, people don't say what they want to say because they don't feel emotionally safe, or the conversation becomes aggressive. That's when they become intimidating and start shouting. Find the balance to create that safe environment to speak with people.  Understand Nonverbal Cues We talked about body language earlier. When people talk to you but don't make eye contact with you, there are various reasons why they wouldn't do that. Figure out which is applicable. You can say, 'If this discussion is too much detailed for you, how can I communicate more effectively with you? What works for you?  You should know your team. If you're in a leadership position, know what motivates your team. There are various tools that you can use to figure that out, the DiSC Profile method is easy to use. You can get an expert to coach your team and help you with general cues. An interesting thing I've heard is dealers know when a poker player has got a good deal just by looking at their facial expression.  Have you heard of Paul Ekman? He's got a book called Emotions Revealed that reviewed hundreds of different court cases where people have sworn an oath that they're not going to lie. He looked at these microexpressions as they're answering questions. He's also known as the human lie detector and inspired the TV show called Lie to Me. His books have been used in a lot of police academies to teach police how to pick up if there's someone who's lying or not telling what they meant to be saying. I've read some of his books, and it's amazing. As you said in poker, your facial expression can potentially be the giveaway of thousands of dollars if you've done it wrong. Marlise: Listen to cues. Cues like 'uh-huh' that means they are listening to you. When they're silent and sitting with their arms or legs crossed, they are not engaging with whatever you're saying. Adjust your message a bit and use communication tools to make things a bit more interesting. Practice, Practice, Practice  It takes practise. The more you do it, the better you get at it. Practise and talk to your family and even strangers and see how that works for you. Join networks. Have you heard about Lunchclub? It's a networking platform for practising your communication skills, but it's like a networking setup where you get to meet people. They facilitate the introduction, and I use that to meet interesting people. There are various reasons why people do that. It could be to be in contact with people that advance your business in a different area or a country, for instance. They match those needs with other people's similar.  The conversations I've had with those people are very interesting. For me, I've got to practise my communication skills and I've used different platforms to practise my skill set. For instance, I've joined Toastmasters, and I found that it's a really good platform. I go to various networking events and I listen to what people say and I try to repeat what I heard.  Asking for complex response questions and then say, 'Does that make sense?' The answer is very close, yes or no. Most of the time, people are going to say yes to that, especially if they're not engaged.  Marlise: In business, something that will indicate that your communication isn't effective is productivity levels go down. It could be ineffective communication and leadership, people not holding people accountable for what's happening in that space. They're not having those conversations they're supposed to be having or maybe they're having those conversations but it's not effective. It doesn't come through or across to the individuals. It's very important to have those good communication skills developed. Marlise: It is also very important to learn and figure out all of the skills that each individual needs to function. You wouldn't employ someone with English as their third language to do safety work, where safety is a high risk. If you have something slightly misinterpreted, it could affect people's lives.  Marlise: Communication skills should be tied to your positions. Your position, skills and skill levels should be part of that. On the softer skills side of understanding the way people talk, they should have empathy. Those are the types of skills you can develop over time. But if it's a crucial role or position, you would rather employ someone that fits that profile.  Determine What Motivates Your Employees People also have different motivational methods. What motivates Joshua and what motivates Marlise might be totally different. I like to learn new things and have different experiences, but maybe you like to have a journey through life and experiment with things and feel safe in that area to do so and then give feedback.  Use what motivates people when communicating with them. If I'm going to talk to my daughter about something that she's done wrong, I won't be shouting. With my son, I have to make him realise the consequences of whatever he's going to do, like 'That's not a good idea because you're going to lose this and this.'  It's about knowing the audience, understanding what motivates them, and adjusting the message. I know that some of the staff members at Dorks Delivered will be very passionate about telling me every single reason why they've done every single thing they've done, while others don't want to be mucking around, wasting anyone's time talking about things that need to be told. Some people really want to have that appreciation and be known. It all comes down to knowing who you're talking with and vice versa. It's not just about having the business owner having good communication. It's a whole team approach. Join the Alternative Board If there are people out there that are looking to gain more information or more knowledge, tell me a little bit about the Alternative Board and what you do with them. Marlise: At the Alternative Board, we gather small business owners and medium-sized business owners with similar complexity and in similar stages of their business around a table for a safe, secure environment. The type of people that are there are not just open to receive input but also open to give input into someone else's challenges. We use those boards to have a more affordable option for people to talk about business and solve challenges using the room's expertise.  It's similar to a board of directors in public companies. It has the same structure. Each one gets a chance to present a challenge and then a round of questions goes to understand the challenge a bit more and make sure that the goals are addressed.  And then they go into suggestion mode and then the person presenting takes suggestions and makes commitments according to the business and what he's willing to do, and then gives feedback in the next meeting. That happens on a monthly basis.  They form a trusted environment because they meet with the same people every month and they get to know each other's environment. When they've got an idea, they would bounce the ideas and the way they want to talk with people inside that group. That's really the key to solving challenges and helping each other out and becoming trusted advisers in that regard.  We also do one-on-one business coaching in terms of forming a strategic plan and then having goals in place to reach that specific personal vision of the owner. As you progress, you take those challenges and opportunities to your board. Sometimes it's really lonely for some people. I met someone who told me that his wife just wants to spend his money but doesn't want to know the challenges at work. He enjoyed joining the board. Other people from different walks of life join the board to prepare the next generation and someday distance themselves from the business. They want to prepare their team for different roles and responsibilities. Through the Alternative Board, you can meet very interesting people and become good friends. I've been in business for more than a decade, and sometimes you really feel very lonely over the years. You think you can't talk to your client about that because that might look like a weakness. You might not be wanting to talk to your partner, as you said, either because they have no interest or it's not their cup of tea.  Having a sound board or an alternative board to talk about this sort of things is really handy because you can really dive into business problems and talk to people. How much money are you making? How many hours should I be working? Am I working too much? Am I not working enough? Am I getting to where I should be for the many years that I've been in business? Marlise: How do I employ someone? How do I write the job description? What should I be looking for? Do you know someone that can help me with this? There are a lot of scary things for a lot of business owners, and that's cool. I like it. Do you have anything else you'd like to add before we finish up for today? Marlise: The only thing I would like to add is when you have conversations, consider the relationship you have with that person. When you have a good relationship with someone, you want to keep that relationship and you would use different communication styles that suit that relationship.  I 100% agree. You've got kids. Are you aware of the Captain Underpants books? Marlise: Oh, yes. I was only just introduced to the rally a couple of weeks ago, so I'm definitely late to the party. Talking to your kids about fart jokes might be appropriate, but not necessarily talking to a new business contact. They might not necessarily think it's very funny. Just make sure you're doing what you need to be doing, where you're meant to be doing it and being present. If you have enjoyed this podcast, make sure to jump across to iTunes, leave us some love, and give us some feedback. If you have any questions for Marlise, we're going to have her join our Facebook group so you can jump onto the group. If you have any questions, I'm sure she'd be more than happy to help you out. Well, thank you very much for coming along. Everyone out there in podcast land, stay good.

Good evening, how's everybody doing?!? For this special Bonus Episode we asked our Patrons to choose a live album that got them high, and they did NOT disappoint! Turn it up, and get those lighters in the air...

Brookvale oval, also known as Lottoland, will be renamed today. See omnystudio.com/listener for privacy information.

258 weeks. That number has probably changed since I spoke with author Jennifer Weiner, but at the time of this interview, 258 weeks was the amount of time that her books have been on the New York Times Bestseller list. That makes up nearly a quarter of her entire career that began 20 years ago with her debut, Good In Bed . Her latest book is That Summer , the second book in what she's calling her “beach trilogy.” It's a beach read, but not in the traditional sense, as it tackles sexual assault and the #MeToo movement. I recently spoke with Jennifer Weiner about all the things. Here's our conversation. That Summer by Jennifer Weiner was published by Atria Books. Marginalia was produced at KMUW Wichita. If you like this podcast, please consider leaving a rating or review on Apple Podcasts . Engineers: Mark Statzer and Torin Andersen Editor: Lu Anne Stephens Producer: Haley Crowson Follow Beth Golay on Twitter @BethGolay .

258 weeks. That number has probably changed since I spoke with author Jennifer Weiner, but at the time of this interview, 258 weeks was the amount of time that her books have been on the New York Times Bestseller list. That makes up nearly a quarter of her entire career that began 20 years ago with her debut, Good In Bed . Her latest book is That Summer , the second book in what she's calling her “beach trilogy.” It's a beach read, but not in the traditional sense, as it tackles sexual assault and the #MeToo movement. I recently spoke with Jennifer Weiner about all the things. Here's our conversation. That Summer by Jennifer Weiner was published by Atria Books. Marginalia was produced at KMUW Wichita. If you like this podcast, please consider leaving a rating or review on Apple Podcasts . Engineers: Mark Statzer and Torin Andersen Editor: Lu Anne Stephens Producer: Haley Crowson Follow Beth Golay on Twitter @BethGolay .

 As a member of the Newark, New Jersey group Artifacts alongside Tame One and DJ Kaos, El Da Sensei is responsible for some bona fide 90s hip hop classics, including "C'mon with the Git Down” and "Wrong Side of da Tracks," the group's homage to the art of graffiti. After Artifacts split up following their second album 'That's Them' in 1997, El went on to have a prolific solo career, releasing nearly a dozen projects and consistently touring the globe on his own as well as with Polish hip hop duo The Returners. El's a true working class emcee, and his dedication to his craft as a writer and as an independent artist has granted him a pretty unique experience that we uncover throughout this conversation. We also talk a little bit about the impromptu Artifacts reunion in 2009 that brought El and Tame together and set the stage for their upcoming third Artifacts album, produced entirely by Buckwild and carrying the torch for DJ Kaos, who unfortunately passed away in 2019 ; the album is scheduled to be released later this year. In this episode, we discuss: "Speakin'" ('Relax, Relate, Release', 2003) "Live Noise" feat. Akrobatik (w/ The Returners, 'GT2: Nu World', 2010) "Wrong Side of Da Tracks" (Artifacts, 'Between a Rock and a Hard Place', 1994) "It Takes Two" (w/ Sadat X, 'XL,' 2018) "Money" feat Roc Marciano and Reef the Lost Cause ('The Money EP', 2009) "Got Fire" (w/ The Returners, 'Global Takeover', 2008) "31 Bumrush" (Artifacts, 'That's Them,' 1997) El Da Sensei: instagram.com/senseifromnj cantknocktheshuffle.com questionshiphop.com instagram.com/seandammit  twitter.com/seandammit  Email: cantknocktheshuffle@gmail.com Learn more about your ad choices. Visit megaphone.fm/adchoices

Published in 1930 by Methuen and never out of print since, this isn't (as everyone has always supposed) just an innocent laugh at kids' mistakes. It is a laugh, and we explore many of the jokes. But 1066 And All That is suffused with subversive subtexts. Our original research reveals its origins back in the academic infighting and socialism young authors Sellar and Yeatman experienced studying history in 1919 Oxford. Both had fought and been wounded in the war.

Bespoke Soho tailor Chris Kerr has made suits for Vinnie Jones in Snatch, For Ian McShane in John Wick, he of course did the velvet suit for Mads Mikkelsen in Casino Royale. He's currently working on the latest Mission Impossible film (Mi7), Peaky Blinders, Downton Abbey, amongst others. Chris talks about meeting Lindy Hemming and making the suits for Robbie Coltrane as Valentin Zukovsky. Those stories can be found in the book From Tailors With Love, available on Amazon. Interview lasts until 26.43 after I give a book update, do the charts and answer some listener mail.  Joined also by Matt Spaiser of Bond Suits. 

Ambivalence, ambiguity, lack of accountability and spiritual abuse characterize Natasha Helfer's membership council. Her witnesses speak out about their experience.

Best-selling author Jennifer Weiner discusses her highly anticipated new novel, That Summer. A starred review in Booklist called it “a summer banger with a ripped-from-the-headlines plot.”  

Hey Messers! You might have already heard about our podcast, That's Incredible. But did you know it was back for Season 2? And this season is all about... Australia! That's Incredible is perfect for keeping the kid's entertained in the car. Because it's all about Australia, of course, we had to start with one of the coolest things about Down Under: the animals! From cute koalas to cranky crocs, our animals are the best in the world. To tell our incredible story this week we went straight to an expert, and the son of Steve Irwin, the most famous wildlife warrior in the world: Robert Irwin! At only 17 years old he's a conservationist and an award-winning wildlife photographer, and he even lives in a zoo! He tells us about his two favourite Australian animals, and the first time he met a croc when he was only two years old! To subscribe to the show search for 'That's Incredible' in your favourite podcast app or head to...https://mamamia.com.au/podcasts/thats-incredible/ That's Incredible was made in partnership with Subaru, where every moment is a chance to do. Find out more at https://www.subaru.com.au/one-little-moment Thank you to our guest Robert Irwin, and special thanks to Australia Zoo. See omnystudio.com/listener for privacy information.

Interview: I am joined by actor, director, and author/playwright, Ted Lange. Ted is best known as the most famous bartender in the world: Isaac Washington. Ted portrayed Isaac on the legendary TV show, 'The Love Boat'.  Ted joined 'The Love Boat' after successful runs on the TV shows 'That's My Mama' and 'Mr. T and Tina'. Ted shares some amazing stories about the many guests that appeared on 'The Love Boat' including Charlie's Angles, Charo, Cloris Leachman, Arsenio Hall, Paul Williams, Tom Hanks, Janet Jackson, Lee Majors and so many more! Ted is an accomplished director and playwright. Ted has written over 25 plays including Lemon Meringue Facade, Lady Patriot, Four Queens - No Trump, George Washington's Boy, Satchmo at the Waldorf, the Footnote Historian's Trilogy, and Shakespeare Over My Shoulder. Our Guest, Ted Lange Lady Patriot on Amazon.com  Four Queens - No Trump on Amazon.com Shakespeare Over My Shoulder (watch on YouTube) Lemon Meringue Facade on Amazon.com George Washington's Boy on Amazon The Footnote Historian’s Trilogy on Amazon.com Let Freedom Ring: Based on a True Story . . . Almost! on Amazon.com Blues in My Coffee (watch on YouTube) The Tears of Shylock (watch on YouTube) Four Queens No Trump (watch on YouTube) Live From Detroit: The Jeff Dwoskin Show: WINNER TOP 25 INDIE PODCASTS 2020 from Indie Pods United! 1st Annual Snobby Awards: WINNER: Best Comedy Podcast, Best Interview Podcast, and Podcaster of the year! JOIN OUR MAILING LIST!  https://jeffisfunny.com/mailing-list/  Buy me a coffee! https://www.buymeacoffee.com/JeffDwoskinShow  Jeff Dwoskin Presents: Crossing the Steams: Every Wednesday at 9:30 PM ET we are LIVE discussing the best TV shows to binge-watch. I'm joined by a panel of TV-watching experts. You don't want to miss the fun! (Watch past episodes) Watch LIVE: @bigmacher on Twitter:  https://twitter.com/bigmacher  The Jeff Dwoskin Show on YouTube Subscribe to YouTube Channel: https://bit.ly/CTSYouTubeSubscribe  Hashtag Fun: Jeff dives into recent trends and reads some of his favorite tweets from trending hashtags. The hashtag featured in this episode is #MakeAMovieADrink Social Media: Jeff talks about Twitter chats and his guest spot on #TwitterSmarter with Madalyn Sklar on May 20th at 1 PM ET Also... Check out the Podfest Expo master class May 10-13 (jeff is speaking). Use the code DETROIT for a free ticket (https://podfestexpo.com/) Featured on the show: Hashtag Game: #MakeAMovieADrink Hosted by: https://twitter.com/DanGerousTags https://twitter.com/Anythingpork Tweets featured on the show: https://twitter.com/mindilcious/status/1346641112295854085?s=20 https://twitter.com/katlanteigne/status/1346636070369300483?s=20 https://twitter.com/ConnieLukey/status/1346630541198700544?s=20 https://twitter.com/MXTracy66/status/1346643924492816385?s=20 https://twitter.com/LostInDivan/status/1346644294661246976?s=20 https://twitter.com/AnUncivilPhD/status/1346644383932821506?s=20 https://twitter.com/steviusthegreat/status/1346635816597131264?s=20 https://twitter.com/ItsMeHelenMary/status/1346631533075918849?s=20 https://twitter.com/520Sammy/status/1346631702400143360?s=20 https://twitter.com/JenTusch/status/1346631927818805254?s=20 https://twitter.com/UmbassNostrad/status/1346635835517640704?s=20 https://twitter.com/DelanyJeff/status/1346639006042263552?s=20 https://twitter.com/Anythingpork/status/1346630146816696322?s=20 https://twitter.com/jvbt82hhs/status/1346631023770161158?s=20 https://twitter.com/sunkisseeddd1/status/1346630272754868224?s=20 Follow Hashtag Roundup to tweet along with fun hashtags daily! https://twitter.com/HashtagRoundup   Download the Hashtag Roundup app at https://app.hashtagroundup.com/ Follow Jeff Dwoskin: Jeff on Twitter: https://twitter.com/bigmacher  The Jeff Dwoskin Show: https://twitter.com/JeffDwoskinShow  Podcast website: https://jeffisfunny.com  Instagram: https://instagram.com/JeffDwoskinShow  The Jeff Dwoskin Show is available on Castbox, Amazon Music, Humbly, Goodpods,  iHeart Radio, Pandora, Spotify, Apple Podcasts, Google Podcasts, Stitcher, and more!