Podcasts about Action learning

Episode Summary: In this episode of The Alcohol Minimalist Podcast, Molly Watts tackles one of the most frequently asked questions: How long will it take to feel at peace with my relationship with alcohol? If you've ever wondered whether 12 weeks, 30 days, or a year of effort will be enough, Molly breaks down why the answer is both simpler and more complex than you might think.Key Takeaways:Mindset Shifts Alone Aren't Enough: While changing your thoughts about alcohol is critical, it's only one piece of the puzzle.The Missing Link is Action: Learning about alcohol, neuroscience, and habit formation won't create change unless you apply what you learn.Beware of Passive Action: Consuming content without implementation can make you feel like you're making progress when, in reality, you're staying stuck.The Formula for Change:Challenge and shift your alcohol core beliefs.Take consistent, imperfect action.Evaluate, adjust, and keep improving.Listener Challenge:This week, take at least one concrete action toward changing your drinking habits. That could be tracking your drinks, practicing an alcohol-free day, or reflecting on your core beliefs about alcohol.Resources Mentioned:Making Peace with Alcohol – Molly's signature online course and group coaching program.Proof Positive – One-on-one coaching for women ready to go deeper.Sunnyside App – A recommended tool for tracking and reducing alcohol consumption.Join the Conversation:Follow Molly on Instagram: @alcoholminimalistJoin the Alcohol Minimalists private Facebook group for additional support.Subscribe & Review: If you're enjoying the podcast, please consider leaving a rating and review on Apple Podcasts or Spotify—it helps more people discover the show!Low risk drinking guidelines from the NIAAA:Healthy men under 65:No more than 4 drinks in one day and no more than 14 drinks per week.Healthy women (all ages) and healthy men 65 and older:No more than 3 drinks in one day and no more than 7 drinks per week.One drink is defined as 12 ounces of beer, 5 ounces of wine, or 1.5 ounces of 80-proof liquor. So remember that a mixed drink or full glass of wine are probably more than one drink.Abstinence from alcoholAbstinence from alcohol is the best choice for people who take medication(s) that interact with alcohol, have health conditions that could be exacerbated by alcohol (e.g. liver disease), are pregnant or may become pregnant or have had a problem with alcohol or another substance in the past.Benefits of “low-risk” drinkingFollowing these guidelines reduces the risk of health problems such as cancer, liver disease, reduced immunity, ulcers, sleep problems, complications of existing conditions, and more. It also reduces the risk of depression, social problems, and difficulties at school or work. ★ Support this podcast ★

Tüfteln statt Vorlagen ausfüllen. Bist du bereit? Zwei Tage Fortbildung sind erfolgreich gelaufen, aber zurück in der eigenen Realität wollen die erlernten Lösungen einfach nicht in den Alltag passen - wer kennt es nicht? In dieser Folge diskutieren Nadja und Alisa über ein heißes Konzept, um Lernen in Organisationen noch praxisnäher und dadurch effektiver und schneller zu gestalten: Action Learning! Was sich genau dahinter verbirgt, hört ihr in der Folge. Viel Spaß! +++ Zitate zur Folge “Es gibt kein Lernen ohne Handeln und kein überlegtes Handeln ohne Lernen.” “Lernen basiert auf zwei Faktoren: aufschlussreiches Hinterfragen (Q) in Verbindung mit programmiertem Wissen (P).” “Es wird Kompetenzen geben, die in Zukunft immer wichtiger werden: emotionale Intelligenz, kritisches und strategisches Denken und auch cross-funktionales Zusammenarbeiten.” +++ Links zur Folge Daryl Powell SINTEF Manufacturing Lean and action Learning: towards an integrated theory? Lean auf gut Deutsch Band 1 Agile Competitors and Virtual Organizations +++ Fragen, Anregungen oder Themenwünsche? Kontaktiert uns gern via LinkedIn: Zusammen mehr Elefant Bewerbt euch für ein Erstgespräch: www.scrumevents.de www.nadjaboehlmann.com Alisa Stolze | Nadja Böhlmann | Musik “Zusammen mehr Elefant Theme Song” von Philipp Körner “Zusammen mehr Elefant” ist eine Produktion von Alisa Stolze und Nadja Böhlmann Postproduktion Nadja Böhlmann +++ Bei unseren Buchempfehlungen handelt es sich um einen Werbe- oder einen Affiliate-Link. Wenn du auf diesen Link klickst, etwas kaufst, erhalten wir (je nach Anbieter) eine Provision. Dir entstehen dadurch keine Mehrkosten und du unterstützt unser Podcast-Projekt. Wir danken dir für deinen Support!

Das Special Gruppen:Dynamik im Podcast Carl-Auer Sounds of Science bietet eine Serie von Gesprächen, die Mag.a Dr.in Maria Spindler mit Autor:innen eines bedeutenden Buches führt, das sie gemeinsam mit Mag.a Dr.in Ruth E. Lerchster herausgegeben hat: Gruppen:Dynamik – Die Gestaltung dynamischer Prozesse für Leadership, Beratung, Teams und Organisationen im 21. Jahrhundert. Nach dem gemeinsamen Gespräch von Maria Spindler mit Gauri Nigudkar und Liselotte Zvacek im vierten Teil der Serie werden in diesem Gespräch mit Liselotte Zvacek nun unter anderem Gruppendynamik-Prinzipien wie Action Learning bzw. Aktion/Reflexion nach Kurt Lewin und Presencing/Hier und Jetzt nach C. Otto Scharmer – der kein Gruppendynamiker ist – in den Blick genommen. Leitende Fragen sind u. a.: Was kann Presencing für die Gruppendynamik leisten? Was bedeutet der „multiple Hier-Begriff“? Warum ist es für das Lernen in der Trainingsgruppe wichtig, das Verhältnis von Staff bzw. Gruppe und Teilnehmende zu reflektieren? Was leisten Rahmensetzung und Spacing? Dr.in Liselotte Zvacek ist Organisationsberaterin und Managementtrainerin, Lehrbeauftragte und Lehrtrainerin der ÖGGO. Sie ist Mitglied des Nationals Trainings Laboratory NTL in den USA und Fotografin. Ihre Arbeitsschwerpunkte: Beratung von Veränderungsprozessen und Führungskräfteentwicklung. Dr.in Maria Spindler ist internationale Organisationsberaterin, Leadership Developer, ÖGGO-Lehrtrainerin und Hernstein-Gruppendynamiktrainerin, Buchautorin, Universitätslehrende, Vortragende. Folgen Sie auch den anderen Podcasts von Carl-Auer: autobahnuniversität www.carl-auer.de/magazin/autobahnuniversitat Blackout, Bauchweh und kein` Bock www.carl-auer.de/magazin/blackout…eh-und-kein-bock Cybernetics of Cybernetics www.carl-auer.de/magazin/cybernet…s-of-cybernetics Frauen führen besser www.carl-auer.de/magazin/frauen-fuhren-besser Formen (reloaded) Podcast www.carl-auer.de/magazin/formen-reloaded-podcast Heidelberger Systemische Interviews www.carl-auer.de/magazin/heidelbe…ische-interviews Zum Wachstum inspirieren www.carl-auer.de/magazin/zum-wachstum-inspirieren Zusammen entscheiden www.carl-auer.de/magazin/treffpunkt-entscheiden

I'm not a financial advisor; Superpowers for Good should not be considered investment advice. Seek counsel before making investment decisions.Watch the show on television by downloading the e360tv channel app to your Roku, AppleTV or AmazonFireTV. You can also see it on YouTube.When you purchase an item, launch a campaign or create an investment account after clicking a link here, we may earn a fee. Engage to support our work.Devin: What is your superpower?Zufi: My superpowers are to bring people together and get them to be passionate or show their passion for a cause they truly believe in.Gen Z is a generation characterized by its desire for meaningful engagement and activism. In today's episode of Superpowers for Good, Zufi Deo, co-founder of BizGees Ltd, shares how his social enterprise harnesses that passion to support post-conflict communities through a project called Arts for Refugees.The program collaborates closely with Gen Z, integrating their talents and perspectives into storytelling that shines a light on the lives and challenges faced by refugees. Zufi explained, “We work with 250 plus Gen Z. They create user-generated content for us, and then we share that publicly. So it's for Gen Z, by Gen Z, with Gen Z.”What makes Arts for Refugees unique is its multidimensional approach. Participants aren't just creating content; they are directly connected with the subject matter through hands-on learning experiences. “Tomorrow morning, for example, I'm onboarding 17 students from King's College, London, War Studies Department. They'll be trained as student journalists to write articles on post-conflict topics,” Zufi shared. These articles are often recorded as podcasts, offering a personal touch that highlights the deep connections these young writers have with their topics, especially for those with refugee backgrounds themselves.The initiative's work goes beyond raising awareness—it informs policymakers and influences strategic frameworks. For instance, BizGees shared insights with the Boston Consulting Group for a UNHCR report, showing the program's real-world impact.BizGees, a hybrid social enterprise, demonstrates how for-profit strategies can be leveraged to create sustainable social change, tapping into capitalism to fuel global impact. As Zufi put it, “We use a for-profit mechanism to achieve [social value]. That allows us to tap into the resources of capitalism... to meet everyone's needs economically, but also emotionally and socially.”Zufi's insights remind us of the power of peer-to-peer connection and the role young people play in reshaping narratives around refugees.tl;dr:* Empowering Gen Z for Social Impact: In this episode, Zufi Deo discusses how BizGees engages Gen Z to create user-generated content that raises awareness about post-conflict communities, fostering a unique "by Gen Z, for Gen Z" model of social involvement.* Building Passionate Communities: Zufi's superpower lies in his ability to unite people and inspire them to act on causes they believe in. He recounted organizing business mentorships in London to support thousands of entrepreneurs, highlighting the power of collective passion.* Human-Centric Engagement: A central theme in today's conversation was the emphasis on treating people as human beings, not numbers. Zufi shared that this approach, though more time-consuming and costly, leads to deeper connections and more impactful results.* Personal Stories to Drive Connection: The episode featured moving examples of individuals who, through Arts for Refugees, not only gained support but contributed their experiences to educate and inform others, illustrating the profound peer-to-peer learning model in action.* Social Enterprise for Sustainable Change: BizGees, described as a hybrid social enterprise, showcases how for-profit structures can be leveraged to support meaningful social outcomes, combining the resources of capitalism with a mission to foster global awareness and empathy.How to Develop Inspiring Collective Action As a SuperpowerZufi's superpower lies in his remarkable ability to bring people together and ignite their passion for causes that matter. This talent has allowed him to lead impactful initiatives and support individuals and groups toward achieving meaningful goals.In today's episode, Zufi highlighted how he discovered his superpower during his time in London, where he supported over 2,000 entrepreneurs over a decade by organizing teams of business mentors to guide them. He described how fostering an environment where people felt connected to a purpose and to each other was at the core of his work.An illustrative story that exemplifies Zufi's superpower involved a well-connected but struggling entrepreneur who had organized a group for women but couldn't find mentors. Zufi recounted, “She literally came to tears because she did not know what to do or where to go.” He and his team stepped in, mentoring the group monthly and teaching them how to find support, ultimately empowering them to take ownership and thrive.Zufi's approach for developing this superpower includes actionable tips:* See individuals as human beings with inherent value, not just numbers or names.* Dedicate time and resources to foster genuine, person-to-person connections.* Build small, manageable groups for better interaction and deeper engagement.* Embed empathy and respect in every interaction, even if it requires more time and effort.By following Zufi Deo's example and advice, you can make inspiring collective passion a skill. With practice and effort, you could make it a superpower that enables you to do more good in the world.Remember, however, that research into success suggests that building on your own superpowers is more important than creating new ones or overcoming weaknesses. You do you!Guest ProfileZufi Deo (he/him):Co Founder, BizGees LtdAbout BizGees Ltd: We use Web 3 gaming to bring autonomy globally.  We achieve this by creating jobs & wealth in post conflict societies and by supporting communities where our customers are based in an eco friendly way. Website: www.arts4refugees.com and www.bizgees.orgX/Twitter Handle: @arts4refugees and @BizGeesCompany Facebook Page: fb.com/Arts4RefugeesLinkedin: linkedin.com/company/bizgees/Other URL: impactentrepreneur.comBiographical Information: Zufi is currently the co-founder of BizGees - a web 3 gaming/ fintech marketplace. He was a Board Advisory member at Marketplace Risk for 2023. Panel facilitator - transition to Web 3 at the MarketPlace Risk Conference, London, 2023. Speaker at the Sharing Economy Global Summit, London, 2021 & '22. Panellist FinTech Week London, 2019 - FinTech, Social Impact and Emerging Markets. Panellist Digital Impact Week London 2019. UK Top 50 Business Advisers 2014 & 2018. Mass Challenge Judge 2019. Guest Speaker at Wharton Social Entrepreneurs course 2018. Winning team member at the UNICEF Fintech Jam 2016, London. Mass Challenge Business Mentor and a Judge on NYU Stern Entrepreneurs Challenge 2015/16. Member of the judging panel for the 2014 Sirius Programme organised by the UKTI. Zufi organised peer-to-peer support for entrepreneurs in London for 10 years. He based this support on the principles of the sharing economy and supported 2,000 entrepreneurs. He has also supported MBA Level Students with their startups for 6 years. This was offered via King's College, London and the Enterprise Future Network (Founding Member). He successfully applied Military Strategic Thought for the High Growth SME sector. He uses a customised version of the SECI Framework (KM Framework) to co-generate innovation.He has an Action Learning based MBA in International Business Management with an SME focus and a qualified Enterprise Mentor. His work on Business Strategy Implementation was published in an Innovation and Entrepreneurial Journal and the Chief Strategy Officer Magazine. He recently authored MBA for Startups (available in 5 international languages).X/Twitter Handle: @ZulfiqarDeoPersonal Facebook Profile: fb.com/zulfiqar.deoInstagram Handle: @A4RmediaSupport Our SponsorsOur generous sponsors make our work possible, serving impact investors, social entrepreneurs, community builders and diverse founders. Today's advertisers include FundingHope, SuperCrowd Mastermind and Honeycomb Credit. Learn more about advertising with us here.Max-Impact MembersThe following Max-Impact Members provide valuable financial support to keep us operating:Carol Fineagan, Independent Consultant | Lory Moore, Lory Moore Law | Marcia Brinton, High Desert Gear | Paul Lovejoy, Stakeholder Enterprise | Ralf Mandt, Next Pitch | Add Your Name HereUpcoming SuperCrowd Event CalendarIf a location is not noted, the events below are virtual.* SuperCrowd Mastermind Group, twice monthly on the 1st and 3rd Thursdays at noon Eastern. This group is for entrepreneurs and small business owners interested in raising money from the crowd. Attend your first meeting free!* Impact Cherub Club Meeting hosted by The Super Crowd, Inc., a public benefit corporation, on November 19, 2024, at 1:00 PM Eastern. Each month, the Club meets to review new offerings for investment consideration and to conduct due diligence on previously screened deals. To join the Impact Cherub Club, become an Impact Member of the SuperCrowd.* Superpowers for Good Televised Live Pitch, November 13, 9:00 PM Eastern during primetime. At the event, judges will select their pick, and the audience will select the SuperCrowd Award recipient. Put the date on your calendar to watch it live!* SuperCrowdHour, November 20, 2024, at 1:00 PM Eastern. Each month, we host a value-laden webinar for aspiring impact investors or social entrepreneurs. At November's SuperCrowdHour, Devin will explain six common investment types you need to understand before you can invest like a pro. Free to attend.Community Event Calendar* Successful Funding with Karl Dakin, Tuesdays at 10:00 AM ET - Click on Events* Community Revitalization, Thursdays, 10:00 AM Eastern.* Main Street Skowhegan and NC3 Entrepreneur Finance Workshop Series, September 17 - November 19, 2023.* 2025 Earthshot Prize Application window open through November 15, 2024. Apply today!* Asheville Neighborhood Economics, date TBD following impact of Helene.If you would like to submit an event for us to share with the 8,000+ members of the SuperCrowd, click here.We use AI to help us write compelling recaps of each episode. Get full access to Superpowers for Good at www.superpowers4good.com/subscribe

Pauline is certified in Human Resources (CPHR, SHRM SCP), Change Management (CMP, Agile, CLCA), Executive & C-Suite Leadership Development Coaching (MCC), DiSC & MBTI Assessment and others, Business transformation, Organizational Development & Effectiveness, Accredited and Professional Facilitator and Facilitative Leadership Practitioner, Workplace Fairness & Stakeholder Analysis, Workplace Training & Assessment, Trauma Informed Coaching Certification (T.I.C.C). Pauline is an accomplished practitioner specializing in a diverse range of disciplines including Change Management, Agile methodologies, Positive Psychology, Integrative and Enhanced Narrative Coaching, Sustainable Project Leadership, Systems Thinking, Organizational Learning, Action Learning, Trilotherapy Mindfulness Coaching, Circle Practice, Strengths Assessment, Conflict Resolution, Neuroleadership, Leadership for Sustainability, Facilitation Tools, Graphic Facilitation & Recording, Organizational Journey Mapping, Theory U Global Presencing, Transformation Process Consultation, Unconscious Bias Diversity and Equity, Gender-Based Policy Analysis, Stakeholder Engagement, Crucial Conversations, Contemplative Dialogue, Performance Management, and Workforce Strategies & Planning. Collaborating with both employees and leaders across a broad spectrum of industries, Pauline has extensive experience working with organizations ranging from government agencies at the federal, provincial, and municipal levels to various sectors including healthcare, oil & gas, construction, transportation, logistics, manufacturing, commercial retail, small business entrepreneurship, and tourism and hospitality. https://www.melnykconsultancy.org/ http://www.linkedin.com/in/melnykpauline

Why can't everyone just get along? Indeed. Whether it's at work, with family, or among friends, we all face challenges in getting along with others that can affect our harmony, productivity, and even our mental health. Coach Andrea See offers practical advice to help you thrive in any team setting—from handling disagreements with coworkers to navigating family conflicts and maintaining peace in your friend group, discover how you can transform your relationships and become a better team player or team leader, no matter what group you find yourself in. Once a tough boss and challenging colleague herself, her wisdom and insights fuel her passion for helping her clients lead with more authenticity and effectiveness. A Professional Certified Coach of the International Coaching Federation and a Certified Action Learning Team Coach of the World Institute of Action Learning, she has worked for nine years with countless teams and leaders to evoke transformative clarity, achieve breakthroughs in performance, and sustain shifts in culture.

Why can't everyone just get along? Indeed. Whether it's at work, with family, or among friends, we all face challenges in getting along with others that can affect our harmony, productivity, and even our mental health. Coach Andrea See offers practical advice to help you thrive in any team setting—from handling disagreements with coworkers to navigating family conflicts and maintaining peace in your friend group, discover how you can transform your relationships and become a better team player or team leader, no matter what group you find yourself in. Once a tough boss and challenging colleague herself, her wisdom and insights fuel her passion for helping her clients lead with more authenticity and effectiveness. A Professional Certified Coach of the International Coaching Federation and a Certified Action Learning Team Coach of the World Institute of Action Learning, she has worked for nine years with countless teams and leaders to evoke transformative clarity, achieve breakthroughs in performance, and sustain shifts in culture.

Chris Hewitt comes to The Coaching Inn to talk to Claire Pedrick MCC. He shares his journey to coaching and the importance of serving and listening to others. He discusses the challenges of creating a learning culture in organisations and the need for genuine coaching and supervision.    The conversation also touches on the power of action learning sets and the impact of truly being heard. Chris emphasises the importance of keeping the fixer mindset out of coaching and the value of deep listening. He hopes to continue serving and making a difference through his coaching work.   Takeaways Coaching is about serving and listening to others, rather than fixing or advising. Many organisations lack a learning culture and focus on compliance and productivity instead. Action learning Sets can provide a safe space for individuals to be heard and share their experiences. Creating a genuine coaching culture requires organisations to prioritise listening and learning. Deep listening is a powerful way to make others feel truly heard and understood.   Contact  Chris Hewitt chrishewitt@me.com Claire Pedrick info@3dcoaching.com   If you like this episode, subscribe or follow The Coaching Inn on your podcast platform to hear new episodes as they drop.  You  can watch this episode, with subtitles on our YouTube Channel Coming Up:  Next:  Power and Internal Coaching with Shruti Sonthalia Soon: Coaching and Neurodiversity with Nathan Whitbread and Kim Witten    Key Words coaching, serving, listening, learning culture, action learning sets, fixer mindset

After finishing his studies in History at the University of Wisconsin in the United States, Benjamin Solomon felt a strong pull to the European continent and specifically to France. In the late 1990's, he established an English language and communications training company in Paris offering his services to managers, directors, and teams within French companies and law firms. In 2016, Benjamin moved into the coaching space having identified a strong need with his clients to support them specifically around professional development goals and challenges. Since 2018, he has also been working as a professional certified coach. What excites him most about coaching and training is working in partnership with clients to bring about real change in their professional and, sometimes, personal lives. As they tackle the complexities and challenges they face and ultimately grow and achieve the results they seek, he is continually grateful for their honesty, courage and confidence which in turn allows him to grow as well.   Being a life-long learner and curious about team development, Benjamin became interested in various methods and approaches to supporting teams and groups. Certified in the collective intelligence method, Action Learning, he coaches teams needing to solve complex problems while learning, growing and developing leadership skills at the same time. Also certified in Coach Poker Management, Benjamin uses the game of Poker as a pretext for a group of individuals to explore and experiment with new behaviors, emotions and thinking around management. Ben supports teams by helping them create environments where team members feel comfortable with interpersonal risk-taking. Indeed, as a Team Psychological Safety certified practitioner, he gets teams to value learning opportunities which, in turn, contributes to their boosting team performance. What excites him most about coaching and training is working in partnership with clients to bring about real change in their professional and, sometimes, personal lives. As they tackle the complexities and challenges they face and ultimately grow and achieve the results they seek, he is continually grateful for their honesty, courage and confidence which in turn allows him to grow as well. Benjamin resides in Angers, France and is happily married to a French woman. They have two adult sons. He is an avid runner and swimmer, plays the drums, and has recently become interested in the game of Bridge. Benjamin is the former Vice-President of the International Coaching Federation in France and has been a member for the past six years. Benjamin Solomon LinkedIn

Alison Beech, a member of the Start Build and Grow program and the Business Growth Coaches Network, discusses with host Rob Lawrence, the value of action learning and group coaching. She explains the structured process of Action Learning, where participants share challenges and gain insights from peer feedback in a safe, non-competitive environment.Alison highlights the importance of confidentiality and trust, and the benefits of diverse experiences within the groups. She shares a powerful example of how peer feedback can boost confidence and combat imposter syndrome. Our conversation also touches on the challenges of time commitment for small business owners and the advantages of virtual sessions in a post-COVID world. In this episode you'll learn:Alison Beech's Background and Experience (00:01:00) Alison's role in the Start Build and Grow program and her coaching experience.Action Learning Process (00:01:32) Alison's involvement in the structured Action Learning process and its benefits.Structured Process of Action Learning (00:04:02) Alison offers a description of the structured process of Action Learning and the importance of a safe space.Types of Groups for Action Learning (00:07:34) Different types of groups for action learning, including within organisations and non-competing businesses.Importance of Trust and Confidentiality (00:10:36) The significance of trust and confidentiality for participants to be open and vulnerable.Powerful Outcomes of Action Learning (00:13:50) The impactful outcomes and "light bulb" moments experienced through action learning sessions.Common Challenges in Action Learning (00:15:40) Common challenges faced by both small and large businesses in Action Learning groups.Time Commitment and Return on Investment (00:20:03) The time commitment and the return on investment for small business owners participating in Action Learning sessions.Learning from Mistakes (00:21:42) Alison discusses how peer groups accelerate learning by sharing mistakes and experiences, particularly for scaling up businesses.Diverse Group Makeup (00:24:44) Alison explains the diverse makeup of Action Learning groups, with non-competing businesses and varying levels of experience.Imposter Syndrome and Confidence (00:25:19) Alison shares a powerful example of building confidence and overcoming imposter syndrome through peer support.Facilitation Challenges (00:27:53) Alison discusses the challenges of facilitating diverse energy types in Action Learning groups.Transition to Virtual Learning (00:34:37) Alison reflects on the successful transition from in-person to virtual Action Learning groups and its benefits.Inclusivity and Diversity (00:38:14) Alison highlights the potential for virtual Action Learning to be more inclusive and diverse, leveraging technology for positive outcomes.Encouraging Participation (00:39:04) Alison encourages listeners to overcome fear and imposter syndrome by participating in Action Learning and sharing their experiences.Powerful Group Intervention (00:42:07) Alison shares a powerful example of a group intervention that led to saving a business from a crisis through action learning.The power of group dynamics (00:43:46) Discussion on the...

Join the new INTELLIBUS AI Masterclass at the NYU School of Professional Studies (SPS) – aimed at senior and C-level executives, board members, and individuals interested in expanding their knowledge. More details at https://www.aimasterclass.com/ AI Masterclass City: Reston Address: 12020 Sunrise Valley Drive Website: https://www.aimasterclass.com Phone: +1 571 800 8055 Email: info@aimasterclass.com

Join Gino Barbaro, co-founder of Jake and Gino, in this comprehensive guide on how to navigate risks in multifamily real estate investments. Whether you're pondering the solo journey, considering venturing with partners, or looking to syndicate and raise capital, this video is your roadmap to informed decision-making.   Timestamps: 00:01 - Introduction and assessing personal risk 02:26 - Education vs. Action: Learning from Mistakes 04:42 - Assessing the Syndication Team 07:03 - The Importance of a Business Framework 09:27 - Underwriting and Assessing Financial Risk 11:54 - Running Out of Time or Capital   What You'll Learn: Personal risk assessment and the importance of investing in oneself The distinction between solo operations and syndicating deals The critical role of education and having a clear process Evaluating the market, business model, and the deal sponsor The advantages of vertical integration and managing projects efficiently The significance of a solid business plan and adhering to a buy-right, finance-right, and manage-right strategy Underwriting practices, debt service coverage ratio, and conservative forecasting The dangers of bridge financing and the importance of sufficient capital for improvements   Special Offer: For those eager to dive deeper into multifamily investing, visit jakeandgino.com/apply to start your journey towards scaling your portfolio with the right strategies.   Free Resource: Email Gino at gino@jakeandgino.com for a free PDF copy of "Wheelbarrow Profits," a guide to understanding our three-step framework for successful multifamily investing.   Closing Thoughts: Investing in multifamily real estate is not just about selecting the right properties; it's about assessing risks at every level, from personal to project, and ensuring your approach is solid, sustainable, and aligned with long-term goals. Remember, real people doing real deals is the Jake and Gino way. Thanks for watching, and we look forward to guiding you to your next successful deal.  

How do we coordinate degrees of freedom when learning a joint action, like carrying a piano, where two people are working together to achieve a goal? Do we see evidence of Bernstein's freezing and freeing DF across the joint action system? Articles:Freezing and freeing of degrees of freedom in joint action learning More information: http://perceptionaction.com/ My Research Gate Page (pdfs of my articles) My ASU Web page Podcast Facebook page (videos, pics, etc)   Subscribe in iOS/Apple Subscribe in Anroid/Google   Support the podcast and receive bonus content   Credits: The Flamin' Groovies – ShakeSome Action Mark Lanegan - Saint Louis Elegy via freemusicarchive.org and jamendo.com

Are we on the brink of a new era in learning and development, one where artificial intelligence not only assists but fundamentally transforms how we grow and adapt? In this solo episode, I delve into the rapidly evolving landscape of AI and its profound implications for our professional and personal lives. As AI takes on more technical tasks, the spotlight shifts to uniquely human skills like creativity, problem-solving, and emotional intelligence. I dissect how every professional must pivot from traditional methods of learning to leveraging AI to create more efficient, personalized learning experiences. This episode is more than just an exploration of AI's role in learning and development. It's a call to action for continuous learning and adaptability in an age of unceasing technological advancements. And, be sure to read the summaries on SubStack: https://christopherlind.substack.com Show Notes: 00:00 - Introduction and Overview 16:01 - The Evolution and Impact of Generative AI 33:22 - From Content Creation to Analytics and Action 49:09 - Action Learning and Real-Time Feedback 01:00:26 - Technology to Watch in 2024 01:09:28 - Accepting AI as Inevitability

This week, Jen and Pete thrash about the idea of getting a group of people together and putting one person in the hot seat, and asking them only questions about the places they are stuck.Specifically, in this episode Jen and Pete talk about:What exactly is action learning? And what is it's inverse?How might hearing someone else describe a problem actual help you solve your own?What are different ways we can achieve action learning, even without a group?To hear all episodes and read full transcripts, visit The Long and The Short Of It website: https://thelongandtheshortpodcast.com/.You can subscribe to our Box O' Goodies here (https://thelongandtheshortpodcast.com/) and receive a weekly email full of book and podcast recommendations, quotes, videos, and other interesting things that Jen and Pete are noodling on. To get in touch, send an email to: hello@thelongandtheshortpodcast.com.Learn more about Pete's work here (https://humanperiscope.com/) and Jen's work here (https://jenwaldman.com/).

In this riveting episode, we sit down with Mary-Margaret Lemons, a pioneering figure in housing innovation. She dives deep into the success stories of Fort Worth Housing Solution's FSS program, shedding light on the unique strategies and inventive approaches that have turned housing dreams into reality for many. But that's not all. In an age where productivity is synonymous with long work hours, the team under Lemons' guidance stands out. Discover how they've championed a 34-hour work week, challenging norms and still ensuring that a staggering 45,000 residents in Fort Worth have a place they can call home. Tune in for an inspiring conversation on perseverance, innovation, and the unwavering commitment to saying "Yes" to housing possibilities.

Warum ist es heute so wichtig, für eine Karriere in Wissenschaft und Academia über Führungskompetenz zu verfügen? Anne Schreiter (German Scholars Organization e. V.) erschafft in Zusammenarbeit mit der osb international im Rahmen der der GSO Leadership Academy seit 7 Jahren einen Raum für Wissenschaftler*innen in Führungsrollen. Hier können die Fellows sich über Führungsthemen und –Herausforderungen austauschen und offen über das sprechen, was nicht so gut läuft. Gemeinsam mit Katrin Glatzel (osb Berlin) geht es um Selbstführung, Zeitmanagement und veraltete Glaubenssätze in der Wissenschaft. Wie kann Führung durch Selbstreflexion und Action-Learning in transdisziplinären Gruppen erfahren, erprobt und erlernt werden? Wie wird eine progressive Haltung zu Führung entwickelt? Darum geht es in der ersten Episode unseres vierteiligen Specials zum Thema der gleichnamigen osb-i Studie: “Leadership in Science”.

Shannon Banks is managing director of Be Leadership, and an award-winning facilitator, consultant, and coach. A pioneer in the field of social leadership, she founded her company in 2014 to help organizations bring their purpose to life through their people. In this episode, we'll dive into her steadfast belief that it is leaders that have the power to ignite purpose through social leadership.Shannon has delivered quality, bespoke work to diverse clients across many sectors, including Roche, BNP Paribas, and the UK House of Commons and has partnered with world-changing organizations such as Teach for India, Grameen Foundation, and Siel Bleu.She spent twenty years in the technology industry, including seventeen years at Microsoft where she held a variety of global leadership roles across the business and HR. She has won international awards for her work in leadership development and talent management and is a sought-after public speaker.She is coauthor of the third edition of the field-defining book Optimizing the Power of Action Learning. Her forthcoming book Because: 12 Essential Skills for Connecting How you Lead with Why will be released October 2023._________________________________________________________________________________________In this episode, she shares:The 12 leadership traits that can elevate you as a leader—both relationship-based and contextual-based Why now, more than ever, being a social leader is critical as technology cements itself into our work environment The difference between strengths, values and passions—and how they intermingle to optimize your purpose _________________________________________________________________________________________Episode Timeline:00:00—Highlight from today's episode00:54—Introducing Shannon + The topic of today's episode2:55—If you really know me, you know that...3:49—What is your definition of strategy?4:25—Could you talk to us about how your career inspired your book?5:35—Why did you name your company "BE" leadership?7:28—Could you lead us through your the 12 skills leaders must have?9:20—Talk to us about your definition of social leadership12:40—How can executives find their own purpose to help others to connect to theirs?16:50—What's a powerful insight you could share for leaders on how to use this passion in the workplace?18:11—Creating change at scale is incredibly difficult—could you share your story of living in Russia that illustrates this?22:24—How can people follow you and connect with you to continue learning from you?__________________________________________________________________________________________Additional Resources: Author Website: https://shannonbanksauthor.com/Company Website: https://be-leadership.com/LinkedIn: https://www.linkedin.com/in/shannon-banks-be-leadershipTwitter: https://twitter.com/ShannonB

Shannon Banks is managing director of Be Leadership, and an award-winning facilitator, consultant, and coach. A pioneer in the field of social leadership, she founded her company in 2014 to help organizations bring their purpose to life through their people. In this episode, we'll dive into her steadfast belief that it is leaders that have the power to ignite purpose through social leadership.Shannon has delivered quality, bespoke work to diverse clients across many sectors, including Roche, BNP Paribas, and the UK House of Commons and has partnered with world-changing organizations such as Teach for India, Grameen Foundation, and Siel Bleu.She spent twenty years in the technology industry, including seventeen years at Microsoft where she held a variety of global leadership roles across the business and HR. She has won international awards for her work in leadership development and talent management and is a sought-after public speaker.She is coauthor of the third edition of the field-defining book Optimizing the Power of Action Learning. Her forthcoming book Because: 12 Essential Skills for Connecting How you Lead with Why will be released October 2023._________________________________________________________________________________________In this episode, she shares:The 12 leadership traits that can elevate you as a leader—both relationship-based and contextual-based Why now, more than ever, being a social leader is critical as technology cements itself into our work environment The difference between strengths, values and passions—and how they intermingle to optimize your purpose _________________________________________________________________________________________Episode Timeline:00:00—Highlight from today's episode00:54—Introducing Shannon + The topic of today's episode2:55—If you really know me, you know that...3:49—What is your definition of strategy?4:25—Could you talk to us about how your career inspired your book?5:35—Why did you name your company "BE" leadership?7:28—Could you lead us through your the 12 skills leaders must have?9:20—Talk to us about your definition of social leadership12:40—How can executives find their own purpose to help others to connect to theirs?16:50—What's a powerful insight you could share for leaders on how to use this passion in the workplace?18:11—Creating change at scale is incredibly difficult—could you share your story of living in Russia that illustrates this?22:24—How can people follow you and connect with you to continue learning from you?__________________________________________________________________________________________Additional Resources: Author Website: https://shannonbanksauthor.com/Company Website: https://be-leadership.com/LinkedIn: https://www.linkedin.com/in/shannon-banks-be-leadershipTwitter: https://twitter.com/ShannonB

We introverts already know it: Networking is crucial for success. But it still strikes terror in our hearts, for what could be scarier than small talk? An overwhelming crowd? Very possible rejection and judgment? The pretension? The social anxiety? Pushing us to leave our comfort zones and navigate the social landscape adeptly is Elbert Or, an introvert who is also a certified team coach, senior consultant for Management Strategies, and a board member at the World Institute for Action Learning. The co-founder of Pushpin Visuals, a design studio focusing on social impact and advocacy-based work, he is also an award-winning children's and comic book author. Elbert is also the founder and first president of the Iconic chapter of BNI or Business Network Inc, the world's largest business networking and business referral organization.

We introverts already know it: Networking is crucial for success. But it still strikes terror in our hearts, for what could be scarier than small talk? An overwhelming crowd? Very possible rejection and judgment? The pretension? The social anxiety? Pushing us to leave our comfort zones and navigate the social landscape adeptly is Elbert Or, an introvert who is also a certified team coach, senior consultant for Management Strategies, and a board member at the World Institute for Action Learning. The co-founder of Pushpin Visuals, a design studio focusing on social impact and advocacy-based work, he is also an award-winning children's and comic book author. Elbert is also the founder and first president of the Iconic chapter of BNI or Business Network Inc, the world's largest business networking and business referral organization.

In this episode, Pilar talks to fellow podcast team members Helene and Nikki, along with Penny Walker and Shanaka Dias about a global, hybrid process they facilitated together, running over 4 days with multiple languages and timezones. They reflect on planning in advance, adapting in the moment and working well as a team. The full transcript is below. All of the team can be found on LinkedIn: Penny Walker:            https://www.linkedin.com/in/pennywalker/ Shanaka Dias             https://www.linkedin.com/in/shanaka-dias-8765b51/ Helene Jewell             https://www.linkedin.com/in/helenejewell/ Nikki Wilson                https://www.linkedin.com/in/nicolawilson2/ Pilar Orti                      https://www.linkedin.com/in/pilarorti/   And you can find all of the links to IAF England and Wales on the Facilitation Stories website: https://www.facilitationstories.com/ SPEAKERS PO – Pilar Orti HJ – Helene Jewell NW – Nikki Wilson PW- Penny Walker SD – Shanaka Dias   PO  00:03 Hello and welcome to Facilitation Stories brought to you by the England and Wales chapter of the International Association of facilitators also known as IAF. My name is Pilar Orti and I have the absolute pleasure of recording today with not one guest, not two, not three, but four. So first of all, let me introduce fellow co-hosts of the show Helene Jewell, hello, Helene.   HJ  00:26 Hello, nice to see you.   PO  00:30 Nikki Wilson. Hello, Nikki.   NW Hello.   PO  00:33 And I then like to welcome back to the show Penny Walker who first appeared in episode two of this show. So welcome back, Penny.   PW  00:40 Thanks very much. It's lovely to be here.   PO  00:43 And finally, first time guest and someone I've never chatted to before Shanaka Dias, welcome to the show.   SD  00:50 Thank you. Thank you for having me.   PO  00:52 So to have some proper introductions, I've asked each guest to prepare just two lines to introduce themselves. So we're going to say the same order in which I introduced you so that you'll know when it's coming. So Helene Jewell, we'd like to introduce yourself.   HJ  01:06 Hello,I'm Helene. I'm a freelance facilitator based in Bristol, and I work cross sector with all kinds of clients and Yeah, mostly team organisational development and strategy stuff.   PO  01:18 Excellent. Thanks, Helen and Nikki Wilson.   NW  01:21 Hello, I'm Nikki, I'm based in Essex and I run a social purpose business focusing on facilitation, research and strategic support. And as a facilitator, I particularly enjoy working on Deliberative Public Eengagement projects and Action Learning.   PO  01:39 Thank you. Thanks, Nikki and Penny Walker.   PW  01:42 Thanks, Pilar. I'm Penny. I'm an independent facilitator based in North London, and my specialism, I suppose is working with clients to have more effective conversations about tricky things. Maybe because they're complicated or there's conflict, or there's multiple parties. And those conversations are mainly about sustainable development topics. It might be climate change, it might be biodiversity loss. It might be I don't know social enterprises coming together. So those kinds of conversations. Yeah.   PO  02:14 Thanks, Penny, and Shanaka Dias.   02:17 Hello, I'm Shanaka. I'm based in London. I'm a freelancer. I work in the social sector with charities and foundations. And I guess my specialism is bringing people together to firstly have difficult conversations and to look at ways to come together around measure mission and vision and strategy.   PO  02:40 Thank you Shanaka. Thank you very much. Right. So the reason we have you all together for this very special episode, and we're really testing the platform as well, is that you all facilitated a trilingual hybrid session back in January 2023. Is that correct?   PW That's right. PO Yeah. So I'm going to be discovering what you did along with the listener and what your challenges were. So let's start with how did this collaboration start? And maybe Penny, you can kick us off?   PW 03:12 Thanks. Yes. So I'm trained to use a particular process called the Organisational Mapping Tool, which is something that is promoted by the Ford Foundation, a philanthropic funder based in the US, and one of the grantee organisations needed to use this tool as part of the grant conditions, and because I'm on the list, they came to me and they said, could you run this for us? And they said it's a little bit complicated, because we're going to it's going to be hybrid, and we know this, and I was not very comfortable with that. And I said, “Well, that is you know, it's going to cost you more, we're going to need a bigger team. And you know”, they said y”es, that's fine, we're comfortable with hybrid£. And they said, “Oh, and by the way, we also need to do it in three languages. So and by the way, we would like to have other meetings going on, kind of with the people who are in the room together over the time”, so I knew that I needed a big team. Nikki has worked with me before using this particular process once so I thought that she would be my first kind of “go to” person and I know that Helene had a great time helping out make the IAF England and Wales conference hybrid a couple of years ago, so I thought, I wonder if Helene will be up for being on the team. And then I asked I asked them who else they knew who they thought might be up for it and Nikki recommended Shanaka so that was how we came to be working together.   PO  04:42 Nice. Oh, I love that because of the you some of you have worked together there was a new elements into the into the four so I love it. Excellent. Nice and who were their participants then? If one of you feels like giving us just an overview of who they Were where they were located. And just a little bit of the logistics around the event. Helene.   HJ  05:05 So the participants were the staff from this organisation. And they were based in several different countries. And I can't completely remember which countries they were based in, but we had probably, Penny may tell me, I'm wrong, half of them in the room, and another half in different countries over Zoom. And so yeah, it was bringing their different different staff members from within the organisation together.   PO  05:34 And the people who were online, were they in their other countries together and online or individually online,   NW  05:41 I think it was quite a mixture, mostly on their own. Some of them were in the same country, but not sitting in a location together.   PO  05:50 Okay, so at least you had that and Penny can you do remember the countries of the participants?   PW  05:59 So we had some, we were working across multiple time zones, which was another kind of design challenge. So we had some people in Sub Saharan Africa, we had some in South America. I'm not sure if the people who were in kind of Asia Pacific managed to join us. And the other interesting thing about it was that we had some people who started online, and then were able to join us in the room, and vice versa. So there was someone who tested positive for COVID, partway through who went from being in the room to online. So that changed, so we needed to have really good understanding of who our participants were. And each morning, we would sit down with our key kind of client liaison and find out who was going to be in the room and who was going to be online, and what languages they were comfortable speaking in so that we could think about how we might do breakout groups, I can see Helene is rubbing her eyes, even just at the memory of it.   HJ 06:58 It's funny, because on the one hand, I sort of I remember, you know, I loved the challenge of being kind of quite, you know, think on our feet and all the rest of it. On the other hand, when I recall some of the elements, I think so “how did we do that?”   PO  07:11 Wow. So over four days. So that's interesting. Before we go into maybe how you prepared for it? Does that mean that during the four days? Did that look like you ,were you meeting before each session together? How are you checking in with the client who wants to have a bash?  Penny go for it.   PW  07:32 So we, it was over four days, but each day, we only worked on this particular event for half of the day. So the people who were in the room had other side meetings when they weren't in session. And that helped us overcome some of the timezone difficulties. And the other thing about it that people will be interested to hear is that three of our team were in the room, so Helene and Shanaka, and me were with the client and Nikki actually did all her work online. So our check-ins were over Zoom, so that we could make sure that that Nikki was there. And it also meant that Nikki was able to give us a really good insight as to what the online experience was like, because try as you might if you're in the room, that's that's the thing that pulls you. And it's very easy to neglect or not have a proper understanding of what the online experience is like.   NW 08:30 Yeah, I think sort of adding to that. The fact that I was purely online, and there was no temptation to even be in the room, I was in a completely different location made that a very pure experience as well. I think if we'd ended up swapping on and offline, it would have been, that would have been a bit more blurred. But it was very clear to me that I was experiencing it just as someone who was joining from anywhere else in the world apart from obviously, that English is my first language, so I didn't have that added layer, but I think that that really made it very focused on this is what the online experience is like.   PO  09:07 Yeah. And did you have interpreters as well? Is that right?   PW  09:11 Yeah. So the client tries to be, it's part of their push to be very inclusive and to make sure that they have for the work they're doing in country that it's with people who are from that country rather than, you know, white, Northern World kind of people parachuted in. So they they have quite a lot of experience of working in English, French and Spanish. And so they already had, not in-house, but they had interpreters who they have worked with a lot in the past and they taught us about Zoom's interpretation channel, which I don't think any of us had used before, so that was quite exciting. And they also were very comfortable using a translation software called Deepl, which I had not come across before, but does seem to be a kind of a really good bit of automatic translation software. So they were quite used as an organisation to at least trying to make that work. And that was something that I definitely felt I learned from the experience.   PO  10:24 Wow very heavy tech. Helene, were you going to say something?   HJ  10:27 No, I was just saying I had used the interpretation, software on Zoom before, but never, not with three different languages going on. And most certainly not with hybrid. So I think that the challenge was the sort of the added, you know, added bonus of not just one logistical challenge, which is working in three languages, but obviously, the hybrid element and making those two things work together.   PO  10:51 So you had everything interpretation, timezones, online versus in person and, and going and people turning up switching, I've never come across that, like people switching between the two mediums. So let's talk a bit about how you prepared for it. Shanaka, I'm going to go to you. Because for me, it feels like you were the one that was coming into, these three people already knew each other, so how did the group preparation look like? And also, from your point of view, what are some of the things you remember from the beginning of the process?   SD  11:26 I'm thinking back to it. So um, we had a quiet, a really structured plan. So Penny put together a really structured plan. But at the same time, we sort of knew we would have to be adaptable to that. So we tried as much as we could to look at the languages that people spoke, put them into groups, we tried to think about how we could mix up the group so that the same people speaking the same languages weren't only speaking to each other all the time. So we also tried to look at who was multilingual and mix up those groups, that had varying levels of success. And we also wanted to try and make sure that it wasn't just the people online speaking to each other, that they would be able to speak to people in the room as well. And that had varying levels of success as well. So we a lot of planning went into it. But then we had to adapt on the fly as things turned up, because there were a lot of moving parts. And I think the one thing that really stood out was just how well we managed to work together around that. And part of that was down to, I think, having clear roles. So we really defined what we were doing. We swapped out Helene and I swapped on the day because we were both in the room. So on each day, we would swap out what we're doing, and have a turn at it, but at the same time, even though we had clearly defined roles, we were flexible enough to help each other when different things started to happen. And that worked really, really well. The client, were really surprised that this was the first time that we were working together we were we got some great compliments off the back of that.   PO  13:09 Nice. Anything else to add about that preparation?   PW  13:13 Well, I think I, I wasn't really sure how to bring us together as a team and how to how to prepare for it. And I think I fell back on just trusting that if we got to know each other a little bit, that would be a really helpful platform. So our first kind of planning meetings when when we first kind of talked about it. Think I invested a bit of time in getting people just to say, kind of talk about their work and what they were interested in and what they were comfortable doing and not comfortable doing. And out of that emerged a little bit of what would be appropriate roles. And I think the team, let me know that if we did it, not that we necessarily would want to because it was very challenging. But if we did something like this, again, that the lead facilitator role in the room could be shared out a bit more than we did. I think I held on to that because I was anxious about, the thing that maybe hasn't come across so much in this conversation yet is how prescriptive the process was that we needed to go through using this Organisational Mapping Tool, which was a survey a whole staff survey of maybe, actually when you count them up individually, over 80 questions, and we needed to present the data and then get the group to kind of come to consensus around what the group score was based on the data and to have conversations about it. And there were glitches with the, with the form that was provided. So actually, some of the questions didn't properly record the data that people that, the responses that people put in Shanaka spent a lot of time between sessions combing through that manually and and brought a lot to that, and then so there was a lot of prescription in the process. And I kind of felt that I needed to make sure that we got through that, perhaps at the expense of the more interesting, creative, flexible kind of conversations that you might want to have when you bring all your staff together for for that amount of time. So I definitely felt some tensions. And it came. One of the things I thought about was the different kinds of compromises that we might need to make as a team. You know, we know we've got a compromise to make here. Are we going to favour this or that in the design and so on?   PO  15:33 Helene did did want to add something go for it, Helene?   HJ  15:36 Yeah, no, it was just the in that planning phase. So because Penny and Nikki had use this tool before, and were familiar with it, I think that was that was a really kind of interesting, but helpful dynamic, that they could bring their experience of having used it before. And I think that obviously informed the plan. But in that process, and in that, sort of uncovering the prescriptiveness as Penny's just said, I realised, one of the things I realised was that Shanaka in particular, is very good detail and I myself find very not a detailed person. So that I think then informed how we sort of played to our strengths when it actually came to working together because of the glitches and as Penny said, in the form, and the various things sort of to do with that detail of getting the data weren't quite as we wanted, Shanaka was able to sort of jump in and help. And then actually, as we, we did move on our feet throughout the process, it was that detailed kind of what I call Excel spreadsheet, nightmare stuff, I really didn't want to run away from that, but I realised he was really good at so that helped, you know, helped us work together to find and focus on a bit that we knew we were, you know, we could add to more   PO  16:49 Thank you, Shanaka is there something you wanted to add?   SD  16:54 Yes, actually, I was, I was gonna say, we, the overall feeling for me is we each held our space really well. So I was comfortable that Nikki was holding the space for the online group, so that I could let that go. And I could focus on the some of the detail and fixes that were needed. I was comfortable that Penny was holding the space in terms of the whole thing and giving us the space to work on some of the issues that we were having. And I was comfortable that Helene would be looking after the sort of people elements of it, and sort of providing that creative boost and the energy that was really, really needed. So that gave me the headspace to focus on dealing with some of the issues that we were having. And that was a very comfortable space to be in, even though all these things are happening at the same time.   PO  17:46 Thank you, Nikki talking about the preparation, maybe that you had to do to be online? Do you feel there was anything that was different or similar? How was that how was preparing to be the person who was holding the online cohort?   NW  18:05 Well, it was, it's very interesting, because I don't consider myself a techy person in particular at all. So having that as my kind of responsibility was quite interesting. So yeah, so that was quite interesting, I think particularly thinking about the multilingual aspects, the fact that they were going to be the interpreters who were joining online as well, and that they were sort of part of my cohort. But they were also supporting people in the room occasionally, was quite interesting. I think, as a person, I really like to plan everything. And so the kind of weekend before I was there, trying to arrange, you know, who would be in what breakout and how I could, and I had all these spreadsheets and lists and things. Of course, when it got into the room that went completely out of the window. And I had a notebook and a pen, and I was scribbling names down going, “well, this person's here today and that person isn't” and so I think, yeah, it was, it was probably quite a big lesson in thinking, well, you know, in many ways it does is not a use a good use of time to really spend lots of time preparing for those kinds of things. But I knew that for my own peace of mind, I needed to feel like I've done as much as I could to prepare for it. And then if I needed to wing it in the room, that was fine, because there was nothing more I could have done. So I think there was that aspect to it.   I suppose just thinking about how we made sure that there felt like there was a level of equal space for online and in the room people and I think that's that's an ongoing challenge with an event like this, because there is no way that those experiences are the same. And I had some people who were joining at sort of 4am in the morning, and for some of them, it was the middle of the night, you know, their energies were different at different times a day and I couldn't really have anticipated that but I think we was just trying to be as conscious as possible that there were these kinds of two parallel experiences and that we were going to need to learn as we went as to how that worked.   PO  20:11 Nice. Thank you. And just touching on that, I think, yeah, let's touch on that, on the, the experience of the people in the room and the online. So let's focus on the hybrid aspect. What were some of the things that you, you planned? And the ones that one were they what are some of the things that you did in order to, to keep it as one whole, like a feeling of sense of whole?   PW  20:37 Well, I think it'd be lovely to hear from everybody on this, because I think we'll have different perspectives. But there was one thing that we did, that was I think it's fair to say that I was quite uptight at the beginning of the process, and by the time we got to maybe the beginning of day three, I felt able to kind of make jokes I'd be, I'd be a bit more relaxed. But we did a kind of an icebreaker, where we knew we couldn't get everyone because a very large group, we knew we couldn't get everyone to speak. But I asked some questions that were a bit like the kind of “the sun shines on” kind of process. So I asked “who is currently the, or who has been the furthest north in the world?”. And we got a story from people who thought they probably had been the furthest north, and then who's been the furthest south, and we got stories from people who thought they'd been further south, and then “who's, who's nearest the equator now?”. And that was a way of making sure that we brought in at least, there was an opportunity for some of the people online who I knew would be geographically,we weren't very near the Equator in the UK, so there was that question and that worked quite well to, to bring in the people who were online, because we knew just by geography, that, that would be an opportunity for them to say something. We also asked about, who's got who thinks they've got the most unusual pet? And someone, actually, who was, who was joining online from their garden, picked up a tortoise and showed it to the camera. And we've got some other great kind of pet related stories. And then I also, at a different time, asked people to tell us about a local delicacy, that's a food that's special to your, to your kind of country or culture that you think other people won't have eaten. And we did get quite a good variety of, of stories. And I think that was the question that got the most engagement from people online. And also probably challenged the interpreters, poor things. But, but let's hear from some of the others ,   PO  22:36 That's great, for it, Helene.   HJ  22:38 Yeah, so from a technical point of view, rather than a process point of view, necessarily. I know, one thing that we got good feedback on was the fact we had a participant cam, which was, so they weren't unused to having hybrid meetings, , but the way that I think they commonly did them was just, you know, they had one camera, and it was kind of less, you couldn't see the room necessarily couldn't see individuals speaking and we had a tablet that Shanaka, I took turns in sort of running around the room, if you like, taking the camera, the tablet camera up to a participant, so you could speak directly into it. And apparently, that was really appreciated. So although it was a bit of, room space wasn't as easy as it might have been, there were a few things to kind of, logistical challenges of moving around it, let's say, but actually, I'm pleased that we managed to sort of do that quite often, you know, all the time to sort of help people to kind of actually, you know, show when they were speaking each time.   PO  23:39 And it's so nice when you have such a low tech process, like with an iPad, but that actually people see like you, you really are as a person making a genuine effort to include everyone. It's not just that you've got the best tech in the world, and you can do it. So anything else about what you did as a group, but also what you did personally maybe would be interesting. Nikki, Shanaka, if there is something so what else?   SD  24:04 I think just one additional thing that popped into my mind is we had to think about the translators as well. And we did get feedback, at one point that people were, they were finding it a bit difficult to translate at the speed that they were talking to. So we had regular reminders, once we had that feedback to get people to slow down, and I think we had a picture of a tortoise on the wall that we drew as a reminder for people to slow down as well. So we had to take that into consideration too.   PO  24:36 Wow, that dynamic you're trying to create all this energy and all this cohesion, but you've got to slow it down. That is like a real effort to keep the momentum while the speed can't go. Yeah, anything else   NW  24:51 As a team as well, that that kind of very set space where we reflect it together online as a team really It was beneficial that we, you know, we, we invested quite a bit of time in kind of a debrief for kind of how did it go? What can we do tomorrow kind of thing. So I didn't ever feel like through the team in the room although I was aware they were doing things that I was not party to, we were still always checking in so that we sort of had that grounding together each day. And that I felt like we'd had actually walked through what to expect rather than just being sent a plan by email that the others had all discussed, I think there was that important aspect of feeling like a hybrid team as much as creating a hybrid event for the participants as well, from my perspective, at least that that really was important to me, because I could easily have felt like I was just there to press buttons, really. So it's really important.   PO  25:52 Wow, from an inclusivity point of view, there's so many dimensions like you had okay, how do you feel as a team that you're all still together? How participants with the timezone aspect with the translators? Any anything about how you worked with the client, either anything you want to bring up either before, during, after Penny?   PW  26:13 Yeah, so the client had used the venue a lot before and was very confident that it would be fine. But I felt that I couldn't just rely on that. So I actually went to visit the venue, even though it was, it was a long way to go I took a whole day to go and visit the venue. But I think I might have even built that into my costing. So I think I knew when I did the costing, that would be important. And fortunately, it was quite close to where Helene's based, so Helene was able to come along as well. So actually two of the team had been to visit the venue and we had a much better idea of its limitations. The room was very dark, for example. So that meant it was even more important that we make an effort with the participant cam so that people online could get some sense of who was there rather than everyone being in shadow. The venue also did have in theory, Wi Fi everywhere, but we we stumbled when we tried to set up a hybrid breakout group in one particular area of the venue where it just wasn't up to it. So that was that was a bit tricky.   PO  27:25 And think about the client who are working through Yes.   PW  27:29 Oh, sorry. Yes, that's that was the thing. So what that? Sorry, I forgot what your question was. So all of that was around, that meant that Helene, and I got to meet a couple of people from the client team, they were extremely responsive, and really, that lovely mixture that you sometimes get with a client of being really competent and capable, but also quite laid back and flexible. So I think that really helped us and we met with them, they came to help us set up a couple of hours before the first session. So we were doing things together, we were swapping out bits of equipment that belonged to the client organisation or that we had brought with us. And we also included them in different debriefs. And I think that worked. I think that worked really well. And there was a, there was a point at which which we might come on to a little bit later, where the group kind of told us that they didn't like the process. And I think that was that was a really useful thing for us to have already built a sense of trust with the with the kind of client team that actually we personally, I sometimes feel anxious that I you know, am I performing well enough for the client? Am I you know, am I giving good service? and that sometimes is an anxiety for me, which makes, which can lead to me being inflexible. But I think we've built up enough of a good relationship, that actually flexibility at that point didn't feel like an admission of failure, like, oh, I should have planned this better. It just felt like a really natural thing to do in response to the group.   PO  29:04 Yeah, well, we will pick up on on that. Helene, anything else to add about working with a client?   HJ  29:10 Yeah, I was just thinking about the fact that we went to visit the venue beforehand. And how we also looked at just because I think I had tech focus as my role, partly, one of the things we did was find out what equipment they commonly use, because they work internationally, having hybrid meetings is not something that is they're not used to. So I think, us finding out what they used and trying to work with it rather than coming along and saying, “No, we're not going to use that, we've got this special way of doing it, we're going to do it our way”. For me that felt quite important, that we built on what they had already, and tried to adapt it and add to it rather than just kind of you know, come in with our own system because I think then that helped make the setup a bit more a bit easier.   PO  29:58 Thank you. So we will already started to hear and listeners, they're all nodding at each other I have to tell you, it's like everyone's like,” yeah”. So, you've already started to, to mention some of the things that didn't quite work as well, maybe or, or that that could have worked better that you found out, you needed to adjust. So Shanaka, I'm gonna go back to you when you were talking about one of the challenges was about mixing people who were more comfortable with one language than another. You mentioned this earlier, that one of the ways in which you prepared to bring everyone together was by mixing people with different first languages and that, but you said it didn't go as well as? Or that there were some problems or I don't know how you phrased it. Can you tell us a little bit about that, how that looked like, and what were the issues that came up?   SD  30:48 Oh, I was more on the one of the responding party for this so there might be more detail coming from Nikki or Helen. Oh, great.   PO  30:56 So you were an observer?   SD  30:58 But yeah, yes, I think it was more. In particular, the one that comes to mind was when the Internet wasn't working properly. And we had a mixed group. And we'd planned how who would be in the groups, so we could swap them out. And we knew that we were quite careful to make sure that people could speak the right languages, and that people would feel supported both online and offline. But because the Internet didn't work, our groups weren't working. So they sort of came and ran to us and say, “This isn't working, we need to do something, can we like, join another group?”, which then threw our plans out of who was in what group. So then we were just having to respond to all of that. And we were able to, it was a bit touch and go. But yeah, the client had an idea of what they wanted to do, and to get around it. And we just supported them through that. But yeah, our original plan didn't work. So we just adapted around it. And then we needed to keep track of who was where. So a lot of moving parts. But the client seemed happy afterwards. So they were okay with it. We were just a little bit stressed and had a few more wrinkles   PO  32:07 Oh the internet. And how about, yes, Nikki, we're going to say something.   NW  32:12 There was this sort of this kind of mindset shift that we needed to do of kind of the ideal world of what a perfect hybrid would look like, and the reality of what was achievable, that what was practical and didn't involve so much kind of complication that it took away from the process, I think I was very conscious that there was one group that were online, who more or less work together throughout the same process. But that was partly because there are a number of people who only spoke French, so we couldn't swap them in and out. And although we could bring other people in, they needed to all be together all the time, because of the way that the translation interpretation worked. And the fact that they were all online, so we couldn't do this kind of hybrid with the room. So I think in the ideal world, we would have swapped them around. In reality, I'm not sure it really took away from the experience. And it was very clear that we planned differently, but that, you know, practical barriers were in the way. So I think even that ethos of kind of, we're gonna try our best to make this mixed and, you know, interactive, but at least if everybody has a discussion that they can participate in, and that we try our best to kind of bring people together in the plenary sessions to kind of interact, then, you know, it was that, as I say, it was that balance between pragmatism and the ideal world, really, that we needed to keep revisiting all the way through,   HJ  33:41 I was thinking about the groups and the way, we had to kind of really keep an eye on the groups. And we did try and set up some mixed hybrid online and in person groups. And then we had, as I said, the different language groups, and we tried to mix them up at a fair bit. But in doing that, also, we, the bit that wasn't apparent to anybody online is that this venue had a number of different buildings. It wasn't just, it wasn't a hotel, let's say we've got, you know, shiny breakout rooms, it was spread over a little bit of a, an area. So Shanika, and I between us did spend a fair amount of time walking between buildings to check in the groups as well. So there was an added dimension of us having to actually, you know, physically go between different places and also work out which corners and which buildings have the right, the best Wi Fi. So there was there was another added level, if you like, running around trying to sort that out.   PO  34:39 Yeah, go for it Penny.   PW  34:41 So I'm just thinking, I can't believe we've got this far into the conversation and not mentioned the fact that we had a Miro board it was a place where we displayed the data, so the results the kind of responses to each question. And it was also the place where we expected groups to take, to write their kind of notes about, you know, that whatever discussion they'd had about the, the area of the survey that they'd been allocated. And it was also the place where we took notes in plenary of the conversations. And I'm not sure if we would make a different decision about how, I think we definitely needed a virtual space of some kind for written material. Some people found it, they were very unfamiliar with it, very unconfident using it. And there were also some particular aspects of Miro to do with whether you can pin things down, how movable things are on the board, whether things get lost. And also, if you type too much before clicking, somehow your text gets, there was one session where we had to basically remember afterwards, what had happened in the session for the plenary notes, because because we hadn't realised that Miro has a character limit, and everything had been written, but it somehow wasn't there.   HJ  36:02 So yeah, so fess up, it was me who was typing merrily, So Shanaka, and I took it in turns to live type, plenary conversation. So there was, you know, great, groups were feeding back. Penny was facilitating Shanaka andI took it in turns to type up the notes. And so I was merrily typing in Miro, and then eventually realised that it wasn't, I was typing, but nothing was on the Miro board, because it does have this character limit. So we were really quickly able to recall what we needed to and put it in a Google Doc. And actually, I think it is a lesson that just choose something simple when you're doing something like that, like a Google Doc or whatever, to, you know, type all the stuff you need to and then we can put it back into the Miro board later, it would have been much less stressful. But that's yeah, lesson learned.   PO  36:50 Listeners, they're all throwing their hands to their heads and nodding and smiling, and you can just feel the pain looking at them, Nikki?   NW  36:59 Well, actually, I'm honestly not because I didn't know anything about that. So you've never told me that, which is really interesting. I had no idea it was all fixed by the morning. But we did it at the very end piece. We might be jumping ahead here. But we asked for a longer form bit of writing. And in the end, I think a number of them defaulted to doing a Google Doc or something and just sending it to us. And you know, at the end of the day, they were able to read out some of the things that they'd said, and we didn't actually need all of the detail on the Miro board then and there. And we were able to capture it in a different way. So again, there's that is always that balance, isn't it between something that if it worked perfectly would be the ideal tool. And then there's the practical aspects of people needing to use it other people with that kind of tech when they haven't got great internet access, when they're not all as familiar with technology. And but yes, I can't believe that there was that issue that I had no idea about? Because you obviously were fixing it, probably late into the night when I was tucked up in my bed. But yeah,   SD  38:08 I would say um, once again, that was that was in a way, that was a lovely moment as well, because I remember the stress of us realising the notes, were not there. A significant portion of notes were not there. And Penny, you just came in and held the space and said, Okay, let's prove, and let's look at what we can do. We've all worked, you know, we can start taking notes from what we remember. And then together, we sort of all brought it together. But it really helps having that calm space to do that, rather than everybody getting worried. So it worked quite well in the end. But it was a stressful moment.   PO  38:41 Yeah, for you. It's great when you can say how much you learned from it, and how well it was handled? Yes, plenty.   PW  38:50 So So I've experienced a funny sort of split personality at those sorts of moments, because I think about how terrible I would feel if if, if that were me, and and if I were about to get kind of told off for having made such a terrible mistake. And so I kind of feel that anxiety. And at the same time, I'm thinking like some other great facilitators who I've worked with where I've been part of the team and they've been the lead facilitator, you know, what would they have done at this moment, that would have been the perfect thing for me to be on the receiving end of and try to channel that. So being able to say, look, you know, nobody died. We can, we can only do what we can do, let's see what we remember, you know, we're all doing a fantastic job. And I felt it was really important to keep reminding myself and and the team I kind of felt that slight sense of team leader responsibility to remind us all of how great we were doing as it went along because different different ones of us had different moments. Whether it was beforehand, you know, Nikki's described worrying about what the grouping was going to be Like, or whether it was kind of partway through, you know, we can, we can do a better job if we're all just realising that we're already doing a great job, and that it's all fine. And that the whatever solution we come up with, you know, will be a good solution   PO Thanks, Nikki   NW  40:16 And I think this, this, again, might not be the right moment for this. But I think that, then what Penny said just had a particular resonance for me around this kind of team energy that actually having four of us in the team, that clearly this was a very intense process, it was quite tiring, even though I was sort of, I was really buzzing at the end, which is this, again, this weird kind of mix. But that we probably all had dips and peaks of energy at different times. And we were able to adapt to that and kind of carry each other through, you know, like somebody's having a difficult moment with something. And we were probably, even though we weren't all together, we were aware that someone was having to focus on fixing something or whatever, the rest of us could just go, alright, we'll deal with everything else. And it was sort of one of those things where probably we hadn't really engineered it, it just happened. And it was just really fortunate that as a group, we were able to work well in that way. Because we probably all have a slightly different energy about us, things that we bring to a space that the others don't. And so there was just this kind of really fortunate gelling of the team, which allowed us to kind of maintain a fairly consistent energy outwardly whilst having dips and peaks individually. So yeah.   PO  41:40 That's a really nice point. So before we, before we start to wrap up and just ask you, I'm going to just ask you individually for some reflections, don't we'll just go around the four of you. But I did want to come back. Just just to touch on. Penny, you mentioned that at some point, the participants or the group said that they were not liking the process. Is that right? So what happened?   PW  42:04 Well, there were two aspects of the process that people didn't like. One was how kind of laborious and time consuming going through the survey was. And I would say that they were right. It is boring and time consuming. And it's kind of a mandatory part of the process. And in a way, my strategy at that point was to was to be on their side and say, yeah, it is that but it's a funding requirement. So you know, let's, let's just make the let's make the best of it. The second bit was the bit where it got interesting from a participant conversation point of view was when they had been through the whole survey, and they had an opportunity to prioritise three aspects of all of the things that the survey covered it to look at it in more detail. And I proposed, I think, I think my proposal was that on day four, we would spend our time doing that deep dive using a kind of, I think I suggested a carrousel process. Or maybe we weren't divided into six groups to start with, do a kind of bit of a brainstorm on what good looks like for each of the three priorities. In fact, in the end, the group rebelled even more and had four priorities even though the process prescribes three. And that they would then I can't even remember what I proposed, it was either that they would do it as a carousel, or that they would just have to pick one. And just deep dive on that. And they said, “Actually, we don't want to do that we we want to give an opportunity for everybody talk about the thing that they're most interested in”. And I think because we had talked about it quite exhaustively as a team, because I was conscious that there wasn't actually a single perfect bit of process. We talked about, shall we do it this way? Shall we do it that way? Shall we carousel it? Shall we do it in three groups? Do people get to choose their groups? How important is it that all of the three priorities get kind of equal number of people talking about them? Because we had, because I changed my mind quite a lot and talked through some different options with the team. I felt like I was like, I had a kind of unwritten mandate from the rest of the team to basically say, okay, yeah, we there isn't a perfect process here. You know, I can see what the downsides are of your suggestion, which was that they divide into small groups and each group work on the one it's most interested in to start with, and then choose other ones and basically have an opportunity to work through up to four priorities. In the time that we had, I felt able to say, “  Okay, well, I can see that there are some downsides to this. And as long as you're happy to accept those potential downsides to accept those risks, then absolutely, you know, do it the way you want.” And we had a bit of conversation back and forth with the people in the room. I'm trying to remember whether anyone online actually got involved with that conversation. It's in my memory, it's very much an it was very much an in the room conversation. But I don't know whether anyone online got involved. Do you remember,   NW  45:23 I don't think particularly because it was quite fast moving and dynamic. Obviously, we hadn't planned that, the conversation to go that way. And it was sort of bouncing around the room. And I suppose on reflection, perhaps kind of advocating more for having a small discussion with the online group might have at least felt like they'd contributed, even though I don't think anybody objected to the way it went, if you see what I mean. I don't think anybody online did but at the same time, it was probably two or three people in the room actually, that proposde something kind of adapted it a bit together, and everyone went, “Okay, that sounds reasonable”. And, you know, we needed to make fairly rapid decision because we only had whatever it was an hour or so left of the day to kind of put people in groups and have this discussion. It's important to note that this whole process is framed as a starting point, it's actually about opening up the discussion helping people to identify priorities, but it's never meant to kind of be conclusive. And that actually, we were just giving them space to” start teasing out some of the issues within those priorities. But  making that clear, as well. And saying, Whatever you do now, is something that you can take away and build on,” we were able to let go of the kind of output of that discussion a little bit more and just go, you know, the value is the fact that this is an opportunity that you don't often have to all come together to discuss these things. And then what happens is your choosing really, so was that really, that helped, again, as well as the fact that Penny had some clear sort of options and parameters that we had considered to then say, you know, we can adapt to this, because we want the out output for you to be as valuable as it could be, you know, we're not hung up on what that looks like, necessarily. So   PW  47:15 I think the other thing about the client organisation, and the group that we were working with, is that compared to most groups, they were quite process literate. I think they probably used quite a lot of participatory conversations of different kinds in their actual work as an organisation. So there were people who had the language and you know, had quite clear rationale for the views that they were expressing about the process that they should use.   PO  47:47 Yeah, I suppose that's, I suppose that's quite unusual as well. Yeah. In such a big group as well. Great. Well, what a nice, I think this is a perfect place to to wrap up. So I'm going to just ask you for some quick reflections. Shanaka, we'll start with you. It could be something that you learned that you enjoy that you want to share with listeners, I'm just going to leave it open. So Shanaka some final words from you. Thank you,   SD  48:12 I've taken a lot of what we've done then actually into other facilitation work. So a lot of learnings and that is very much about letting go of the process. Sometimes even though you can prepare, you can let go of the process and trust the participants to be able to do something, as well as bringing in a bit of humour and icebreakers just to create that bonding. That has worked really well. So yeah, I've taken that into further jobs. And it was just such a lovely team to work with. And that balance of energy, as Nikki said, us holding the space and getting us through the ups and downs just worked amazingly. So it was a great experience. Helene   HJ  48:53 Yeah, I think like Shanaka that allowing for the process to go a little bit sideways. And and that sort of management of that, definitely, I've learnt from that. And I've actually had a client recently that I've, I've really been able to sort of take a step back with and let the participants say that actually, they don't want this. They want it to work a different way. And sort of reflecting on this experience thinking yeah, actually, that that's okay to do that. And I think the other thing is, is this sort of team dynamic as well, and Penny's kind of what I call gentle leadership, you know, we felt very much like a strong team. And I don't often, you know, I'll often facilitate with one other facilitator, but not a team like this and it was just such a rewarding and really positive experience.   NW  49:38 Having done the process twice as well, that was a really interesting reflection, that the previous time that Penny and I had worked through this process, it was all online with it, even though that one in theory was much simpler. I felt that this one was had a much more kind of dynamic energy about it. And I really enjoyed the second one a lot more I think, partly because we felt a bit more able to let go of some of the process. And so there was that comfort in kind of knowing where we were trying to get to, but thinking actually, you know, we can be a bit more flexible with it, it's a kind of constant reminder, really, there's only so much planning you can do. And that, whilst that might give me comfort to feel I've done it. And you know that I do need to do that to feel like when I do need to be flexible, it's fine. You know, like, actually, this is just what's happening in the moment. It's a really a constant personal learning to keep applying that there's a bit that's planning. And there's a bit that just goes, I've planned for the fact that I would know I will need to adapt to this. And I don't know what's going to happen. And actually, that's part of the fun. Having a team alongside you to adapt with makes all the difference, though, because dealing with all of the challenges coming at you on your own is a completely different kettle of fish, I think for me to, to use an unusual phrase, but yeah.   PO  51:00 Great, and Penny.   PW  51:03 Well, so I think my closing reflections are a bit of a, an advert for getting involved in the IAF, whether you're a member or not, because actually, it's not just knowing somebody or having somebody kind of recommended to join part of a team, the fact that that Helene and I had kind of seen each other in action, if you like, at if events and experimented together at events, the fact that Nikki and I had worked together on teams that other people had brought together, there's nothing like feeling Yes, I've worked with that person, you know, albeit not in a client context. I've worked with them, I know that they're, you know, that they can bring something to a team. So anyone out there who's thinking, I don't know how I would bring together a team of additional people to do a piece of work, actually, you know, get involved, whether it's online or in person at some of those events. And, and that way, you know, you'll just have a much broader pool of people who when you need to bring together a team, you can think actually, yeah, I know. I know who I want to ask for this.   PO  52:07 Excellent. Thank you. Thank you for that. It is a great resource. So remember, listeners, that Facilitation stories is brought to you by the England and Wales chapter of the International Association of facilitators, also known as IAF. Well, thank you very, very much listeners for staying with us. Thank you so much to our guests, Helene Jewell, Nikki Wilson, Shanaka Dias and Penny Walker. Thank you very much. Thank you. Thank you, thank you.   And that's the end of today's episode of Facilitation Stories. Make sure you're subscribed to the show on whatever podcast app you use. And if you would like to contribute to the show, you can get in touch via email podcast at IAF-EnglandWales.org Or you can get all the other links from our website Facilitation Stories.com. This has been Facilitation Stories brought to you by IAF England and Wales.

This after action has been past due.  Part of the delay was I spent some time dialing in questions with family and friends, checking in to see if they ever had something they wanted to know but didn't ask.  This research is still on going yet I wanted to get this out.  My original thought was having it be about this topic, where she mentioned not knowing what to ask her husband after a deployment.  The 3rd time listening to it though a new aha hit me.  Her comment about uncertainty was very similar to Rod Hairston's mention of the same thing.  This coloration between two people that don't know each other needed to be discussed.Check out Laura's Episode # 40. Laura Torbett is a military spouse and mother of two who is well-versed in deployments, overseas tours, and supporting active duty service members at home and abroad. She credits her role as a military spouse with creating opportunities and challenges that have shaped her identity and deepened her relationships. She has a decade in teaching embodied movement and has recently shifted her focus to women's health and fitness. As a movement enthusiast, Laura's mission supports women in all stages of reproductive life with menstrual cycle-informed workouts and practices. She founded the lunae collective to help women feel at home in their bodies and develop a sustainable relationship with fitness. lunae is an on-demand platform that takes the guesswork out of how and when to exercise with workouts aligned to female physiology and performance. Check out the exclusive offers below or share them with the women in your life!Monthly or Annual Membership: Crush your fitness and body composition goals without disrupting your hormones. Start a FREE trial to get access to 200+ workouts including everything from strength training and conditioning to yoga, pilates, and barre!→ Use the offer code ONYOURLEAD to get 30 days FREE!The Balanced Body Program: For an added layer of support, enroll in lunae's 12-week comprehensive strength program for better results, energy, and body confidence at any age. With 60+ guided workouts, movement tutorials, and self-paced learning, The Balanced Body will transform the way you feel about exercise.→ Use the offer code ONYOURLEAD to get 30% OFF all offerings in this collection! Contact Thad - VictoriousVeteranProject@Gmail.comThanks for listening!

Here at Mayvin, we do our best to walk our talk. So we offer our employees the opportunity to participate in a development programme similar to the ones we deliver for our clients. It's great for them to experience an action learning set example. Our wonderful associate Cathy Korn is facilitating our latest programme of seven employees across operations, client management and marketing. The aim of the programme is to assist participants with personal practice development and to encourage relationships across the team. Like our client interventions, this programme had no rigid framework, allowing the participants to decide together what they would explore. It involved learning with and through peers. It was focused on inquiry, not problem solving. And contains theory bursts, but only where appropriate to the exploration being undertaken. Kept the exploration close to the grain of our real work and uses Action Learning Sets. The programme is at the halfway mark. So the participants came together to reflect on their experience so far to share with you. And here it is, enjoy.Thanks so much for listening! Keep in touch: Email us on mail@mayvin.co.uk Subscribe to our mailing list Visit our website Follow us on LinkedIn and Twitter

In this latest episode William is joined by Dr. Rita Meyerson, a renowned organizational transformation and leadership development expert. Rita is currently serving as an Adjunct Assistant Professor of Organization and Leadership in Columbia University's Social Organizational Psychology Master's Program and an an Advisory Board Member of the World Institute for Action Learning. She has successfully driven numerous large-scale, global organizational change efforts that have built high-performance cultures. There are many valuable insights to be taken from this episode as Rita shares her expertise with William and they explore the topic of Organisational Culture together. Find out more about the work Rita does here: Rita Meyerson, Ed.D

In this episode we're going to further explore what Participatory Action Learning is and how we might use it as enablers of change. See all the details and contribute to the discussion over at our blog.

Doug Gray, Ph.D., PCC, is a consultant with the Family Business Consulting Group, www.theFBCG.com, co-founder of www.AssessNextGen.com, and founder of www.Action-Learning.com, who wishes he still lived in New Hampshire near Chris Yonker. He is the author of Objectives + Key Results (OKR) Leadership.   What You'll Learn ●              What is organizational readiness? ●              How to work on shaping preferable behaviors. ●              The difference between succession and continuity. ●              How family businesses respond to change.   Timestamps ·       [05:04] Family businesses in numbers. ·       [07:38] Succession challenges. ·       [14:55] The Assess Next Gen tool. ·       [21:24] Perspectives and feedback. ·       [25:34] Family or non-family succession. ·       [28:10] Resistance to the results. ·       [30:05] Organizational readiness. ·       [33:42] The highest and lowest scoring key behaviors. ·       [37:28] Handling change. ·       [40:59] Shaping preferable behaviors. ·       [43:36] Who takes the survey?   Memorable Quotes ·       “Continuity is a longer conversation.” – Doug Gray [09:39] ·       “We need to create a system to reward customers who provide referrals.” – Doug Gray [35:07]   Social Media Doug Gray.   Websites www.theFBCG.com.   www.AssessNextGen.com. www.Action-Learning.com.

In this bonus episode our host, Rob Lawrence, speaks to Dr Richard Hale about Action Learning. Bridging the gap between our Team Coaching series and our next series, Coaching Tools, this is a fascinating, thought-provoking conversation about a technique that can work alongside coaching and mentoring.   Learn what Action Learning is, its benefits and challenges, and its relevance in tackling organizational challenges of the future. Richard explains how, unlike other learning and development techniques, Action Learning takes place in the flow of work as a way of developing leadership capability. He shares his Action Learning Question method as applied to the business and public sectors. Described as “extremely relevant” this is a conversation you will want to hear!   “In Action Learning there is no learning without action and there is no action without learning.”   For the episode resources and guest bio, please visit:  https://www.associationforcoaching.com/page/team-coaching-podcast-series-action-learning

Our brains and bodies have limited energy, but we need energy to deal with every single thing that comes up in life! So how do we replenish our energy in order to accomplish our goals, process unexpected emotions, or just get out of bed in the morning? Ashleyne sits down with Michael Anderson to talk about our internal “Power Bank,” how we fill it, and what difference it makes! Michael is a visionary adjunct professor, coach, and consultant who finds numerous ways to interact with people to help them find and forge their path to success. He has certifications in CoreClarity, Positive Intelligence, Action Learning, and Sherpa executive coaching, and has designed communication training that is used around the world. When you are looking for answers for your growth, Michael is ready to give you the resources you need.  You can find Michael at AndersonLR.com

Today Tom and Alex are discussing Action Learning Sets, and we will be describing what they are, then giving an overview of their benefits before concluding by telling you how you can begin introducing them as part of your learning plan! Thanks, Alex & Tom

Ever wondered why the state in China is so powerful? Yasheng argues that Keju — the Imperial civil service examination — has historically maximized a specific type of knowledge in the minds of the population such as memorization. It also reduced the scope of, or eliminated, alternative ideas. Keju made the state all powerful. The state was able to monopolize the very best of human capital. And in doing so, the state deprived society access to talent and pre-empted organized religion, commerce, and intelligentsia. While it is China's blessing, Keju is also a curse as it decimated society.Yasheng Huang is a Professor of International Management and Faculty Director of Action Learning at the MIT Sloan School of Management. His forthcoming book, which will be published by Yale University Press, is The Rise and the Fall of the EAST: Examination, Autocracy, Stability and Technology in Chinese History and Today. Twitter: @YashengHuangKey highlights  Introduction – 00:52Recent protests in China – 03:15Protest strategies and logistical capacity – 13:25Why is the Chinese state so powerful? – 19:35The role of the civil service exam in China – 35:00Meritocracy and the Chinese bureaucracy – 47:15  Host:Professor Dan Banik, University of Oslo, Twitter: @danbanik  @GlobalDevPodApple Google Spotify YouTubehttps://in-pursuit-of-development.simplecast.com/

In this episode of Pekingology, Freeman Chair Jude Blanchette is joined by Yasheng Huang, the Epoch Foundation Professor of International Management and Faculty Director of Action Learning at the MIT Sloan School of Management, to discuss his forthcoming book, The Rise and the Fall of the EAST: Examination, Autocracy, Stability and Technology in Chinese History and Today.

Discover all you need to know about MIT Sloan's MBA program [Show Summary] MIT Sloan is one of the magic M7 MBA programs, and its Assistant Dean, Dawna Levenson, shares everything applicants aiming for acceptance should know.  Interview with Dawna Levenson, Assistant Dean at MIT Sloan School of Management [Show Notes] Welcome to the 498th episode of Admissions Straight Talk, Accepted's podcast. Thanks for tuning in. Are you ready to apply to your dream MBA programs? Are you competitive at your target schools? Accepted's MBA admissions quiz can give you a quick reality check. Just go to accepted.com/mbaquiz, complete the quiz, and you'll not only get an assessment, but also tips on how to improve your qualifications. Plus, it's all free.  It gives me great pleasure to have back on Admissions Straight Talk, Dawna Levenson, Assistant Dean at MIT Sloan School of Management. Dawna earned her bachelor's and master's in Management Science at MIT Sloan, became a partner at Accenture, and then returned to MIT Sloan in 2007 as Associate Director of Academic Programs. She moved into Admissions in 2012 and became Director of Admissions in 2013 and Assistant Dean in 2018.  Can you give us an overview of the MIT Sloan Full-Time MBA program for those listeners who aren't that familiar with it? [2:07] Absolutely. I think I would begin with class size. Our two-year MBA has a class size of roughly 410. You may have some friends who just graduated in the past year or so, and their class size was slightly bigger. That's a result of the pandemic when there was a fair amount of uncertainty, and we actually grew the class size in 2020. However, it was never intended for that to be permanent, and so we have slowly worked our way back down. Fundamentally, the class that just matriculated, and moving forward, will be approximately 410.  We have a one-semester core and then three semesters to really shape the curriculum as you see fit based on your interests. As much as you as a student have flexibility in terms of your classes and shaping that, our faculty have a lot of flexibility, too, in terms of how they teach. Your classes will be a combination of traditional lectures and problem sets, as well as a lot of project-based classes. We have a subset of these project-based classes that are called our Action Learning labs, where you are either on a particular subject matter or focused on a certain geography and working as part of a team to solve a real problem for a real company and make recommendations to them at the end of the project. hbspt.cta.load(58291, '9bb31be0-3cf6-45f0-be3d-3791cc1bd9bd', {}); Are you seeing any trends in terms of hiring? Where do MIT Sloan MBA grads get jobs? [3:42] We just recently published our 2022-2023 employment report, so these numbers are right off of that. For students who graduated in 2022 seeking employment, 31.2% of them went into consulting, 22.6% went into finance, and 22.6% went into technology. An additional 6.8% went into pharma, healthcare, and biotech. It's a good spread. What's a little misleading is some may have gone into consulting, but they're focused on the tech industry. So, keep that in mind. Can you explain the optional core electives? [5:02] Our two-year MBA students spend their first semester taking core classes. You're actually part of a cohort of somewhere between 65 and 70 students who you're taking all of your classes with. You're also assigned to be part of a core team of six or seven people where you're actually doing all of your work together. In addition to your core set of classes, you also have the option to take one additional elective. You can choose from marketing, finance, strategy, or operations for that additional elective. What are the core requirements? [5:48] They include microeconomics, DMD, which is data models and decisions, accounting, and communications.  What are the tracks and certificates that MIT Sloan offers?

Ohad Tzur, MBA '12, joins Christopher Reichert, MOT '04, to talk about his startup Kahoona (www.kahoona.io) which is dedicated to helping individuals and companies traverse the disruptive online changes for online privacy and data mining. Ohad talks about growing up in Israel, the transformational experiences of serving in the Israeli Defense Force, working at Google and learning to manage and embrace the sometimes-overwhelming opportunities at Sloan, in particular Action Learning. Ohad closes with some great tips for prospective students on the power of the community of your classmates, and how to prioritize your experience while at Sloan. Ohad can be reached on LinkedIn (https://www.linkedin.com/in/ohadtzur) and welcomes talking with alumni, prospective students, and anyone interested in online privacy and the new economic models being created that will reshape the Internet as we know it.Support the showThanks for listening! Find more episodes on our website Sloanies Talking with Sloanies and learn more about MIT Sloan on Twitter and Facebook. To support this show or if you have an idea for a topic or a guest you think we should feature, drop us a note at sloanalumni@mit.edu© MIT SLOAN SCHOOL OF MANAGEMENT

LAUNCHING ON A COURSE OF VIGOROUS ACTION... LEARNING WHAT MY WILL IS AND GODS WILL ISN'T... #recovery #sobriety #sober #addicted #soberpodcast #recoverypodcast #theudrcast #spiritualmalady #billwardlife #billwardlifefirstnation #theudrcast #Billwardchangemaker #changemakers #changemaker #thegoddope #underagedrinking #firstnations #drinkingproblem #drinkingsolution #awakening #spiritualawakening #Spirituallity #recoverylife #wedorecover #recoveryispossible #Billw #sobercrew #mentalhealth #mentalhealthsolution #findingmyself #helpingothers #higherpower #meninrecovery #womeninrecovery #alanon #selfhelp #inventory #selfinventory #selfsatisfied #selfexamination #addictionpodcast #alcoholic #aa #ca #na #12steps #12stepspodcast #levelup #bestlife #bestwaytorecover #spiritualmalady #spiritualsickness #step3 Step1 #step2 #step4 #step5 #step6 #step10 #step7 #step8 #step9#step11 #step12 #thebigbook #God #Higherpower #Creator #sobercrew #spiritshome #yycaddiction #suicide #suicideprevention #savepeople

Odcinek 68 podcastu Z Warsztatu Lidera „Wykorzystanie diagnozy motywacji wewnętrznej w organizacjach” to rozmowa z Pauliną Gucką (Reiss Motivation Profile Master, Action Learning Coach, Coach ICF), która pracuje z liderami na każdym etapie ich rozwoju, od pierwszej roli menedżerskiej, po pełnienie funkcji członka Zarządu. Wykorzystując Reiss Motivation Profile wspiera w budowaniu stylu liderskiego, który pozwala zarządzać przez indywidualizację – celów, komunikacji czy środowiska pracy – samym sobą i zespołem. Paulina łączy Reiss Motivation Profile z Action Learning, dzięki czemu zespoły nie tylko rozumieją swoje wewnętrzne potrzeby, ale są również w stanie, w sposób praktyczny, zastosować tę wiedzę w rozwiązywaniu biznesowych problemów.Dlaczego warto przyjrzeć się tematowi motywacji w zespole? Jakie korzyści może to przynieść liderowi, pracownikom i w efekcie całej organizacji? Diagnoza motywacji wewnętrznej z wykorzystaniem narzędzia Reiss Motivation Profile pozwala na poznanie indywidualnych potrzeb pracowników, a także zestawienie profili całego zespołu. Dzięki temu prowadzone działania, podział obowiązków, kierunek rozwoju, czy nawet wybór benefitów nie jest przysłowiowym „strzelaniem na oślep”, ale przemyślanym działaniem w oparciu o wyniki badania, odpowiadającym bezpośrednio na potrzeby i motywacje każdego z członków zespołu. Zapraszamy do wysłuchania 68 odcinka podcastu, będącego kontynuacją serii o motywacji wewnętrznej. Skorzystaj z praktycznego doświadczenia Pauliny Guckiej i dowiedz się, jak dzięki RMP liderzy mogą podejmować trafne decyzje i skutecznie rozwiązywać napotkane problemy biznesowe. Jeśli chcesz dowiedzieć się więcej o motywacji wewnętrznej i Reiss Motivation Profile, to zachęcamy do wysłuchania pozostałych odcinków z serii: Odcinek 63 „Motywacja wewnętrzna miliard.0” : https://leadersisland.com/podcast-menedzera-lidera/motywacja-wewnetrzna-miliard-0-jozef-kacki-leaders-island-podcast-63/ Odcinek 66 „Diagnoza własnej motywacji wewnętrznej – praktyczne korzyści dla lidera”: https://leadersisland.com/podcast-menedzera-lidera/diagnoza-wlasnej-motywacji-wewnetrznej-praktyczne-korzysci-dla-lidera-mariusz-dobrzycki-leaders-island-podcast-66/ TEN PODCAST ODPOWIADA NA NASTĘPUJĄCE PYTANIA: 1.Jakie korzyści daje liderowi i organizacji diagnoza motywacji wewnętrznej? 2.Czym jest narzędzie Reiss Motivation Profile? 3.Jak dzięki RMP zrozumieć różnice między liderem a zespołem? 4.Dlaczego RMP jest pomocne w poznaniu potrzeb poszczególnych osób na różnych szczeblach zarządzania? 5.W jaki sposób RMP pomaga w budowaniu tożsamości zespołowej? 6.Jak wykorzystać RMP przy rekrutacji? Strona podcastu:https://leadersisland.com/podcast-menedzera-lidera/wykorzystanie-diagnozy-motywacji-wewnetrznej-w-organizacjach-paulina-gucka-leaders-island-podcast-68/Strona Pauliny Guckiej: http://www.paulinagucka.comProfil Pauliny Guckiej LinkedIn: https://www.linkedin.com/in/pgucka/

"Everything comes from love." This is one of the main themes from this week's episode of The R.A.C.E. Podcast. I am truly delighted to welcome Marcus Walton, President and CEO of Grantmakers for Effective Organizations to the show. Join us for a beautiful exploratory discussion on how being fully grounded in oneself sets the foundation for not only how we show up in the world, but also the work we do.Meet Marcus WaltonMarcus Walton is President and CEO of Grantmakers for Effective Organizations with over a decade of practice in both nonprofit management and the ontological learning model. He specializes in operationalizing conceptual frameworks; racial equity facilitation and training; leadership and management strategy; stakeholder engagement; program development and navigating philanthropy.In his previous role as Director of Racial Equity Initiatives for Borealis Philanthropy, Marcus lead the Racial Equity Initiatives team and worked in partnership with 18 nationally-networked, philanthropy-serving grantee organizations to move past the “transactional” nature of Diversity, Equity and Inclusion to a unified movement which prioritizes strategies that close gaps in access to opportunity, resources and well-being (across all categories of gender, identity, sexual orientation, class and ability). Before that, Marcus served as Vice President and Chief Operating Officer for the Association of Black Foundation Executives (ABFE), where he oversaw its operations, HR and staff development functions, including the overall strategy, conceptualization and administration of racial equity programming. Prior to ABFE, he combined his organizing experience and passion for public service in the role of Program Officer of Community Responsive Grantmaking with the Cleveland Foundation and Sr. Program Officer with Neighborhood Progress, Inc.Marcus is a Newfield Network-trained ontological coach, with additional training in the Action Learning systems coaching model. He promotes coaching as a tool for personal mastery, racial equity & systems change, social sector excellence and transformation within marginalized communities. Marcus received a Bachelor of Arts in History and Political Science from Bowling Green State University and has continued graduate studies in public administration at Georgia State University's Andrew Young School of Public Policy as well as Rutgers University's School of Public Affairs and Administration.Listen in as Marcus shares:His unique take on how he identifies and how it has influenced himHis journey with Grantmakers for Effective Organizations (GEO)How he holds himself accountability in his philanthropic workHow he cares for himself as a Black man leading racial equity work, and more.Learn more and connect with Marcus Walton:LinkedIn: Marcus WaltonWebsite: Grantmakers for Effective Organizations (GEO)Connect with Keecha Harris and Associates:Website: https://khandassociates.com/Linkedin: https://www.linkedin.com/company/keecha-harris-and-associates/Twitter: https://twitter.com/khandassociatesYouTube: https://www.youtube.com/channel/UCukpgXjuOW-ok-pHtVkSajg/featuredConnect with Keecha:LinkedIn: https://www.linkedin.com/in/keechaharris/

In this episode we are exploring Historical Imprints: In Ethology, imprinting is any kind of phase-sensitive Learning (learning occurring at a particular age or a particular life stage) that is rapid and apparently independent of the consequences of behaviour. It was first used to describe situations in which an animal or person learns the characteristics of some stimulus, which is therefore said to be "imprinted" onto the subject. Imprinting is hypothesized to have. Imprinting is important for raising the young, as it encourages them to follow their parents. This is referred to as "filial imprinting." For example, in the wild, animals learn to hunt while watching their parents hunt. In humans, babies learn to speak by mimicking their parents' speech. What are your historical imprints and how is this affecting your life now? Sabreena is a whole systems thinker with deep experience in senior executive and organizational development. Skilled in Organizational, Leadership and Executive Development, Workshop Facilitation, C-Suite Coaching, Mentor Coaching, Coaching Supervision and Action Learning. Sabreena holds a PhD in Organizational Development and Change with double Masters Degrees in Social Science (Counselling), Human Development and is also a credentialed Master Certified Coach(MCC) through the International Coach Federation (ICF). Her area of expertise focuses on leadership in Western Multinational Corporations located in foreign subsidiaries. https://www.theconsciouschoice.com/about

As an advocate, leader, and servant of any community, especially communities committed to Race-centered change processes, it can be easy to get lost in all the noise. This work isn't easy, and often we show up as flawed, human, and influenced by our own pain and need for change, justice, and equity. We can sometimes get so embroiled in the politics of accolades, salary, and being at the forefront of technological progress that we forget what should be at the center of racial justice work: Empathy. In the face of past and present patterns of white oppression, it isn't easy to lead with love. The weight of the racial injustice and dehumanization that has been meted out to certain communities is enough to make you want to holler! So how do we begin the ten thousand-mile journey to doing this work and centering racial equity in our work and our day-to-day lives?  Today's guest offers us a simple answer to meditate on: Do the best that you can to be as real and authentic as possible, lead with love and empathy.On today's episode of The R.A.C.E Podcast, I am joined by an amazing thought leader and provocateur: Nathaniel Smith of the Partnership for Southern Equity (PSE). Join Nathaniel and I for a riveting and re-affirming conversation on empathy and how it is the cornerstone of racial equity work. Tune in to hear more about why it is vital that we keep running this race, the significance of connecting with the heart for a purpose-driven life, and why it is more important to focus on our assignment than our accolades.Meet Nathaniel Smith:Nathaniel Smith is the Founder and Chief Equity Officer at the Partnership for Southern Equity (PSE), an Atlanta based organization involved in race-centered change processes in the American South. Through utilizing an equity agenda, PSE aims to address the inequities in our communities so prosperity can be created and shared by all. They believe that there are groups that have much more support systems and resources that enable their success, while others are forced to rely on more uncertain circumstances in under-resourced communities. Therefore, PSE works to advance just outcomes that are sensitive to the needs and circumstances of the populations in question – erasing the barriers that stand in the way for everyone to succeed.Among PSE's notable accomplishments was the creation of the American South's first equity mapping and framing tool, the Metro Atlanta Equity Atlas, and co-authoring numerous reports ,including: “Growing the Future: The Case for Economic Inclusion in Metropolitan Atlanta”, and “Employment Equity: Putting Georgia on the Path to Inclusive Prosperity.” PSE also led a coalition of diverse stakeholders to support a $13 million transit referendum that expanded Atlanta's metropolitan transit system into a new county for the first time in 45 years. Smith's advocacy activities were instrumental in the ratification of a 15 percent set aside of Atlanta Beltline Tax Allocation District (TAD) dollars for the development and maintenance of affordable workforce housing within the Atlanta BeltLine Planning Area - $250 million dollars over the 25-year lifespan of the Atlanta BeltLine TAD.As a child of the South, Mr. Smith believes his Southern heritage is a critical part of his existence. Influenced by a legacy of struggle, resilience, relationships, and faith, his upbringing allows him to center community in his work and life. As a firm believer that all one has are his deeds and that the work of centering racial equity is his spiritual assignment, Nathaniel Smith is a man that walks his walk and goes against the status quo. Raised by parents that were a part of the civil rights movement, Nathaniel bore witness to everyday people giving themselves to the fight against racial injustice. This motivated him to do two things: honor our ancestors by continuing to do the work of racial equity and creat

This episode was a lot of fun. I had the chance to speak with the 2022 CLC champs from Johnson Country Community College (JCCC). I talked to JCCC's coaches Cassie Fulk and Carson Couch, and several team members - Yassin, James, Rick, Mila, and Kristin! We talked about their experience, some key learnings, and their thoughts on teaming.What is the CLC?Collegiate Leadership Competition (CLC), a nonprofit founded in 2015, creates a practice field where students can actively apply what they learn. We believe that leadership can be learned. With practice, our participants develop knowledge, build skill, and learn with other like-minded teammates who are passionate about leadership. CLC's curriculum explores the attributes of effective leaders, leadership/followership styles, creative problem solving, influencing others, navigating difficult conversations, conflict resolution, ethical decision making, stressors, and effective teaming.Colleges and universities identify a coach and recruit teams of six students. Any student interested in practicing leadership is welcome. Each team member leads one challenge at the competition and receives extensive feedback based on their performance.Academic Journal Articles about the Collegiate Leadership CompetitionCompetitive Team Environments and Student Leader Capacity GrowthExploring Deliberate Practice & the Use of Skill Sheets in the Collegiate Leadership Competition Competition As Leadership Pedagogy: An Initial Analysis of the Collegiate Leadership CompetitionCollegiate Leadership Competition: An Opportunity for Deliberate Practice on the Road to ExpertiseReflections on How Learning in Other Domains Inform Our Approach to Coaching LeadershipOther Phronesis Episodes About the Collegiate Leadership Competition.Ep. 56 - Bela Jevtovic & Dr. Dan Jenkins - The Collegiate Leadership CompetitionEp.57 - Meghan Pickett & Dr. Bruce DeRuntz - Coaching a Leadership Team (Online)Ep. 58 - Dr. Kaitlin Wolfert - The Influence of Action Learning, Coaching, and Intrapersonal Reflection on Individual ResilienceEp.59 - Meg U'Ren, Ashley Li, & Allison White - Leaders Developing Leaders at Western UniversityEp. 61 - Team Blue Hens - A Chat with the CLC Champs (2021)About The International Leadership Association (ILA)The ILA was created in 1999 to bring together professionals with a keen interest in the study, practice, and teaching of leadership. Plan now for ILA's 24th Global Conference online October 6 & 7, 2022, and/or onsite in Washington, D.C., October 13-16, 2022.Connect with Scott AllenWebsite

To use her own words, Jean Balfour "spectacularly failed" the assessment of the Ashridge Accredited Coach Training programme.But this setback fuelled a massive growth journey that led Jean to become clearer about who she is as a person and set her on a path to becoming a Master Certified Coach (MCC).In this episode of The Coach's Journey Podcast, Jean traces the steps of her career from training as a teacher, to developing leaders for local government, the National Health Service and investment banks, to the work she does now as programme director of Bailey Balfour's ICF Accredited Coach Training Programme.She reveals key experiences from her life and work that influenced the way she designed the coach training programme, including the vital learning she took from failing her Ashridge assessment.This episode gives you the chance to hear a highly accomplished, vastly experienced educator, leadership developer and coach trainer share her views on the secrets to effective coaching and the most pressing challenges facing the industry.In this episode, we talk about:The power of cultivating a journaling practiceWhat Jean learned from becoming an ICF Master Certified Coach and whether credentials for coaches really matterLooking inwards in order to growMoving coaching out of the West and creating global conversationsThe step-by-step process Jean uses with clients, sponsors and stakeholders when coaching for organisationsJean also reflects on what it took to successfully move her coaching practice from the United Kingdom to Singapore, and offers perspectives on how the coronavirus pandemic has shaped the future of coaching.For more information about Jean, visit https://www.linkedin.com/in/jeanbalfour/ or her company's website www.baileybalfour.com.For information about my wider work and writing, visit www.robbieswale.com, and to buy my book, click here.Music by My Good Man William: listen on Spotify: https://open.spotify.com/artist/4KmeQUcTbeE31uFynHQLQgTo support the Coach's Journey, visit www.patreon.com/thecoachsjourney and to join the Coach's Journey Community visit www.thecoachsjourney.com/communityThings and people we mentioned (that you might be interested in):- Barry Ennis Funeral Notice: https://funeral-notices.co.uk/notice/ennis/5020856 and Episode #9 where he was the guest: https://www.thecoachsjourney.com/podcast/episode-9-barry-ennis-follow-the-fire - Make a donation to MIND: https://www.mind.org.uk/donate/ - Lara Quie https://www.linkedin.com/in/laraquie/- ICF Team Coaching Competencies https://coachingfederation.org/team-coaching-competencies - Anne Hathaway on The Coach's Journey https://www.thecoachsjourney.com/podcast/episode-34-anne-hathaway - Nancy Kline https://www.timetothink.com/nancy-kline/ - The Thinking Environment https://www.timetothink.com/thinking-environment/ - Raquel Ark on The Coach's Journey https://www.thecoachsjourney.com/podcast/episode-33-raquel-ark - Time To Think by Nancy Kline https://www.timetothink.com/books/time-to-think/ - The ICF definition of coaching https://coachingfederation.org/about - Myles Downey on The Coach's Journey https://www.thecoachsjourney.com/podcast/episode-31-myles-downey - Action Learning https://www.actionlearningcentre.com/about-action-learning- Ashridge qualifications https://www.hult.edu/ashridge/qualifications/ - The Artist's Way by Julia Cameron https://juliacameronlive.com/books-by-julia/ - Robert Holden https://www.robertholden.com/about-robert/ - Julia Cameron's book about writing and prayer https://juliacameronlive.com/books-by-julia/seeking-wisdom-a-spiritual-path-to-creative-connection/ - The ladder of inference https://www.mindtools.com/pages/article/newTMC_91.htm#:~:text=The%20Ladder%20of%20Inference%20describes,are%20shown%20in%20figure%201 - Coaching for Performance by John Whitmore https://www.performanceconsultants.com/coaching-for-performance-book - The Inner Game of Tennis https://theinnergame.com/inner-game-books/the-inner-game-of-tennis/ - Mike Toller on The Coach's Journey https://www.thecoachsjourney.com/podcast/episode-32-mike-toller - Bounce by Matthew Syed https://www.matthewsyed.co.uk/resource/bounce-the-myth-of-talent-and-the-power-of-practice/ - BetterUp https://www.betterup.com/en-gb/ - Ezra https://www.helloezra.com/ - ICF core competencies https://coachingfederation.org/core-competencies - The Happiness Trap by Russ Harris https://thehappinesstrap.com/ - Acceptance and Commitment Therapy (ACT) https://www.goodtherapy.org/learn-about-therapy/types/acceptance-commitment-therapy - ACT for Beginners https://psychwire.com/harris/act-beginners

Joyfully Raising Grands is a podcast for grandparents raising grandchildren with a focus on community, resource, and love. We hope to shine a light on the positive actions we can take every day to become our best selves, serve our grandchildren well and find joy every day. We are always up to something and YOU can always find out what we are up to at Laura Leigh (lauraleighllc.com), on Instagram @lauraleighllc or Facebook at lauraleigh. Check out our new membership: Grandfamily Nation! We would love to see you there! :) Today we welcome Pascale Brady. Pascale Brady, CPCC, PCC, MBA, founder and President of Global Life Coaching LLC, is The Challenge Coach ©. Pascale is a professional certified life, business and mentor Coach, a consultant, and a trainer/speaker with 30+ years of professional experience, both in the corporate world and as an entrepreneur. After 12 years as an international sales and marketing executive, Pascale was certified as a coach with CTI and founded her company Global Life Coaching in 2005. In addition to coaching, Pascale is an intercultural trainer, a certified Adlerian parent educator, a wellness/mindfulness trainer, and a sought-after speaker especially on the topics of Courage and Resilience. She is French, German, American and Adlerian and works fluently in all four languages! Pascale is also a widow and the proud mom of two young adult women. Pascale is passionate about helping her clients transform their challenges into growth and success, because “pain is inevitable, but suffering is optional”. Pascale's purpose is simple: She wants to help people transform their challenges into growth and success. From personal childhood illness to parental divorce and blended families. From a seriously ill child to a spouse who suffered with and died of cancer. From expatriation to immigration. From being a corporate executive to being out of work and eventually starting my own business. Life throws us challenges when we very least expect them: the better prepared we are to handle them, the better we can deal with those life challenges. Through my "life training" I am now well equipped to deal with whatever life throws my way next, and I'm ready to help YOU build and grow your own toolbox. Not only will you survive, you will THRIVE! As a Master Certified Coach with over 30 years of experience, I empower individuals, couples, parents and teams to overcome challenges in life or at work. To help people courageously tackle their greatest challenges, I draw upon The Coaches Training Institute's (CTI) Co-Active model of coaching, Adlerian Psychology, Authentic Happiness, Positive Psychology, Positive Intelligence, Appreciative Inquiry, Imago Couples Theory, Psychodrama, Action Learning and Neuroscience. thechallengecoach.com/blog thechallengecoach.com/sample-session FB: challengecoachpascale pascale.brady@thechallengecoach.com --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/joyfullyraisinggrands/support

As a former Director of Workplace Culture & HR, Sophie has over 18  years experience in Culture Change, HR, Organisational & Leadership Development, Learning & Development, and Business Transformation, spent mainly within the public sector – local government and social housing. She has won multiple prestigious HR awards such the Personnel Today Award for Excellence in Employee Engagement and is recognised as an authority in her field. She is also one of the  youngest people in her industry to make Chartered Fellow status with the CIPD (Chartered Institute of Personnel and Development). She is now the Founder and Chief Workplace Culture Specialist at  Ordinarily Different Ltd – an organisation she created in 2018 to “put the WOW into Work” - helping organisations grow through innovative and modern working practices, that shift cultures so that people feel engaged, purposeful, happy, healthy and performing at work. OD Ltd's values are centred in freedom, curiosity, play - facets that Sophie embodies in all her work with her clients, as well as helping their workplaces adapt these elements into their culture. Sophie is also an executive, career and life coach at Sophiebryan.co.uk, where her world of work expertise fuses with her 10 years of corporate, action learning and individual coaching skills. She also qualified as a Yoga Teacher and Nutritionist in 2019, and she brings this holistic - whole human- approach to not only her coaching practice, but her corporate culture work too. As an international & Tedx  speaker, Sophie has featured in a 3 part series on BBC Radio 4, Mitchell  on Meetings, hosted by David Mitchell, as well as having case  studies of her work published in leadership and coaching books. To compliment her work and TED Talk (Could Montessori Be the Answer to a Better Workplace), Sophie has a real interest in parenting and education, having studied for a Diploma in Montessori (ages 3-6 years), and MMI Teaching Assistant's Certificate (6-12 yrs). Sophie is due to start the MMI Teaching Assistants Certificate  (12-18 yrs) this September. She brings this knowledge into her cultural work, believing that workplaces should be doing more to support the parental experience within their workforce, as well as being a big advocate of Montessori education, and it's applicability within the workplace. She has also just recently been appointed on the board of Trustees for the Montessori Group, and the World Institute of Action Learning. This is in addition to her duties as a school governor for 2 local primary schools in Kent, UK.

You'll want to take notes on this apocalyptic chat as it is full of comparative ideas and resources to explore. Dr. Zabiegalski began his interest in human dynamics and questioning how we work together better from his own quest for such. His experience and expertise at high-level consulting and strategic management offers another perspective of how business and human interaction evolve. The development of the learning organization philosophy from Senge's work as well as Tom Campbell. Eric speaks of feeling like an imposter as a right-brained thinking in a left-brained world. How is this an important aspect of how we distinguish between our emotional/intellectual 'home room' and what we need to do for the greater good? How do you perceive 'exploitation' and 'exploration' as processes in your business or life? Eric has explored research and personal experience in developing an understanding of the 'ambidextrous organization.' Ever heard of the corpus collasum? The conversation about it will expand your view of how our brains work. The exploration of masculine and feminine cranial comparison is exquisite. What about the outlier aspects in functionality? How do we embrace and engage diversity? Are we missing the benefit of minds we've considered to be on the fringe of cognitive abilities? How do you surf the perfect wave in your quest for balance and functionality, let alone survival and thrivability in the world? Where is your attitude toward divergent thinking - diversity and learning development - that balance of what matters. How do you acknowledge the 're-union' of genders in a movement toward balance? You don't often hear a strategist and senior consultant speak toward energy and quantum physics, let alone the aspects of human dynamics in emotional and intellectual performance. Can these ideas, notions and practical applications help us in creating the 'great weset' or 'new normal' in this transcendent event period now. How comfortable are you in ambiguity? Our conversation evolves into the nature of asking questions. Eric's status as certified coach and board member of the World Institute for Action Learning provides great insight and understanding into developing questions that lead us to solutions across a plethora of practical applications. You'll enjoy the applicable advances in the conversation on the rise of the ambidextrous organization and the ability of empowering the self-alignment of people, places and things. Is there 'One Energy' that drives our bus and our choices are what manages the manifestation of flow in our lives? If you've wondered about the nature of consciousness and the magic of observing, connecting and implementing better application of your internal software, Eric has a wonderful expression of an overview of our cranial activity that's gotten us to this state of our evolution. How do we proceed? Listen in to our exploration for keen insight and paradigm shifting moments. Thanks for your view and for further information on Eric and his work... Connect with Eric on LinkedIn: https://www.linkedin.com/in/dr-eric-zabiegalski-7a04a659/ Eric's book: The Rise of the Ambidextrous Organization: https://amzn.to/3l0qeC8 ____________________________________________________________________________________________ From Eric: Left, Right, Zen is a whole brain thinker and being a guest on his One World podcast was like an energized conversation with an old friend. From human consciousness and cognition to work, organizations, and being comfortable with ambiguity. Listen in and join the conversation and learn how to surf the perfect wave every day. Tom Campbell, My Big T.O.E.: https://amzn.to/2X2FLJq Connect with Zen on LinkedIn: https://linkedin.com/in/zenbenefiel Zen's Digital Vitae: https://zenbenefiel.com Zen's books on Amazon: https://amazon.com/author/zendor Music: Outcasts

Billy is an Author, Internationally acclaimed Inspirational Keynote Speaker, Personal, Team, and Organizational Effectiveness, Specialist.He is Executive Chairman of Billy Selekane and Associates with an associated footprint in Australia, Middle East, Singapore, Sweden, UK, USA an Action Learning, Strategy Formulation, Team, Organizational Effectiveness and Leadership Development Organization.In this episode we cover:- Trusting your path-Cultivating Resilience-Moving through adversityTo register for the latest REAL Success Event: https://www.realsummits.com/For access to exclusive content join our REAL Success Club: https://www.rsesales.com/Instagram: Billy Selekane:  https://www.instagram.com/billyselekane_speaks/REAL Success: https://www.instagram.com/realsuccessnet/Candice: https://www.instagram.com/candice_mama/About your host: Candice Mama's is one of Vogue Magazine's top 33 most inspiring women in the world alongside Nicole Kidman, Michelle Obama, Malala. She was named in the Top 20 African Women by the African Union and United Nations.

What did you learn from Lent, Holy Week and Easter? How can you get better faster? For you, your team and your ministry or organization? There is a better pathway to Leadership development and it is through intentional reflection and action learning. Watch the YouTube video of this bonus podcast episode here:              https://youtu.be/RDrjaoDydr0            Download the free reflection tool here: http://www.scottgress.com/wp-content/uploads/2021/04/Reflection-Tool-Lent-Holy-Week-Easter.pdf Reach out to us and let us know how we might be helpful and supportive for your leadership development. scottgress@me.com    

Doug Gray is the Founder/CEO of Action Learning Associates, Inc. At Action Learning, We "develop smarter leaders, faster." We only work with high-potential leaders who need to (1) assess their strengths and weaknesses, and (2) make smarter decisions.In this episode, we will hear from Doug Gray directly about how he has helped many businesses develop through Action Learning. As a family business consulting group, Doug shares his methods of achieving the market opportunity, what can be done with digital resources, and so much more.To find out more about Doug Gray and Action Learning, please visit the Action Learning website. There are many ways to connect with Doug on the website. You can also check out the OKR Leadership website at https://okrleadership.com/.There's many video content in there. At DFIT.org, which has five or six digital courses of content, people can learn how to apply at fit and their organizations and get a digital certification. Also, FBCG.com is a tremendous resource for any size of a family business. Lastly, you can also visit at https://www.familybusinesscollaboration.com/ for other size family business resources.To find out more about Disruptive Successor Podcast and Jonathan Goldhill, please visit the Disruptive Successor website at www.DisruptiveSuccessor.com.

Pascale Brady, founder and President of Global Life Coaching LLC is The Challenge Coach ©.  A business coach and consultant, life coach, and mentor coach with 30+ years of professional experience, both in the corporate world and as an entrepreneur, she guides executives and managers individually or as part of groups or teams to successfully master their challenges and effectively resolve problems. In her work, she draws upon The Coaches Training Institute's (CTI) Co-Active model of coaching, Relationship Systems Coaching, Adlerian Psychology, Positive Psychology, Imago Theory, and Action Learning, to encourage courageous growth, respectful communication, and meaningful conversations. With a keen awareness of each client's bottom line, Pascale draws upon vast corporate experience to productively lead executives and managers to realize better performance. Her unique style of coaching – fearless, energetic, and enthusiastic – is wrapped in deep human compassion, which has helped her many clients plow through obstacles to achieve desired results.In this episode, Dean Newlund and Pascale Brady discuss:Calming your brain and facing your day while persevering through tough situations.Being aware of the energy you are putting out into the universe.Being grateful and showing gratitude even when faced with hardship. Play your life: the coaching game.Key Takeaways:Most problems compared to dealing with this pandemic are trivial, it puts things in perspective.A challenge requires daily structure and a daily plan to get through while still being appreciative of yourself. The importance of recognizing the emotions the most strongly experienced in difficult situations.Creating a structure to give us back a sense of control. "Coaches and therapists are a needed profession right now." —  Pascale Brady  See Dean's TedTalk “Why Business Needs Intuition” here: https://www.youtube.com/watch?v=EEq9IYvgV7I Connect with Pascale Brady:  Website: www.thechallengecoach.comTwitter: @pascalbradyFacebook: Pascale.Brady.TheChallengeCoachLinkedIn: The Challenge CoachEmail: pascale.brady@thechallengecoach.com  Connect with Dean:YouTube: https://www.youtube.com/channel/UCgqRK8GC8jBIFYPmECUCMkwWebsite: https://www.mfileadership.com/The Mission Statement E-Newsletter: https://www.mfileadership.com/blog/LinkedIn: https://www.linkedin.com/in/deannewlund/Twitter: https://twitter.com/deannewlundFacebook: https://www.facebook.com/MissionFacilitators/Email: dean.newlund@mfileadership.comPhone: 1-800-926-7370

Dr. Noel M. Tichy is a Professor of Management & Organizations at the University of Michigan. He has been the director of the Global Business Partnership, and for over a decade he ran the Global Leadership Program, a 36-company consortium of Japanese, European and North American companies to develop senior executives and conduct action research on globalization in China, India, Russia and Brazil. Professor Tichy is the author of numerous books and articles. His most recent book is JUDGMENT ON THE FRONT LINE: How Smart Companies Win by Trusting Their People with Chris DeRose, which is the focus of this interview. Tichy has long been regarded as a staple of management literacy has been one of the “Top 10 Management Gurus” by BusinessWeek and Business 2.0. Noel Tichy is a senior partner in Action Learning Associates. His consulting clients have included: Best Buy, GE, PepsiCo, Coca Cola, GM, Nokia, 3M, and Royal Dutch Shell.