Podcast appearances and mentions of Adam Grant

Discover all of the podcasts in our network, search for specific episodes, get the Optimal Living Daily workbook, and learn more at: OLDPodcast.com. Episode 2559: Shelby Forsythia explores the often-overlooked transformation of friendships after grief, revealing that while some relationships fade, others deepen in unexpected, soul-affirming ways. Her reflection offers a gentle yet profound reminder that loss reshapes our social world, and sometimes, it brings surprising clarity about who truly sees us. Read along with the original article(s) here: https://shelbyforsythia.medium.com/yes-you-lose-friends-after-loss-but-something-else-happens-too-274de4e3a2e6 Quotes to ponder: "People disappear when you're grieving. They drop off the map. They ghost, go quiet, or fumble their way out of your life." "But after the loss, people also show up. People you didn't expect to appear suddenly appear." "These aren't replacements for the people who left. They're not substitutes. They are additions, and enhancements, and recalibrations." Episode references: Option B by Sheryl Sandberg and Adam Grant: https://optionb.org/book Learn more about your ad choices. Visit megaphone.fm/adchoices

Still waiting to feel “ready” before you start pitching the guests or sponsors you really want?In this episode, HuffPost contributor and media expert Alice Draper is back to show you the exact process she uses to turn rejection into a measurable growth strategy for your podcast. You'll learn how to build your “rejection muscle,” set rejection goals that lead to more yeses, and use data from ignored or declined pitches to refine your messaging and land bigger and better opportunities.So if you've been overthinking your pitch or convincing yourself you need a bigger audience before you can pitch bigger guests or sponsors—and you're ready to be the kind of host people say yes to without hesitation—hit play and let's dive in.1:08 – The Surprising Growth That Can Happen When You Treat Rejection as a Strategy, Not a Setback 6:24 – How to Use Pitch Rejections to Improve Your Messaging 9:17 – A Simple Way to Make Your Pitches More Specific (and Stand Out) 12:24 – What it Really Means When No One Replies to Your Pitch (and How to Handle It) 14:15 – If Pitching Feels Intimidating Right Now, Here's How to Take the Pressure OffEpisode Links:Steal Alice's pitch templates—the same ones that have helped her clients land interviews on 500+ top shows like WorkLife with Adam Grant.Check Out Alice Draper's Podcast: My Rejection StoryLearn More from Alice: hustlingwriters.comOther Episodes You'll Enjoy:The Real Reason You're Still Sitting on That Guest or Sponsor Pitch→ This episode was recorded on the Deity VO-7USupport the showLiked this episode? Share it with a fellow podcaster! Love this show? Say thanks by leaving a positive review.Register for Courtney's Free Podcasting Workshop: How to 10x Your Business with a Podcast in 2025Schedule a 1:1 Podcasting Audit with Courtney. Curious about PodLaunch®? Book a Demo to see if our podcasting mentorship is the right fit for your business. Connect with Courtney: Linked In | Instagram | PodLaunch HQ ©Ⓟ 2018–2025 by Courtney Elmer. All Rights Reserved.

This week, Shawn Wilkie and Dr. Ivan Zak chat with Maria Morgan, co-founder of Passpaw, about how veterinary teams can turn international pet travel documentation from a time-consuming task into an efficient, team-led, and profitable service. As more clients travel with their pets post-pandemic, many practices either avoid these certificates entirely or undercharge for the work involved. Maria shares how her workflow management software aims to eliminate the administrative burden of health certificates and enhance team member utilization, freeing veterinarians to focus on patient care.   Learn how practices can turn a traditionally frustrating service into a team-led revenue stream that improves client experience and practice profitability: Passpaw. Maria Morgan recommends Freakonomics podcast - "Should America be Run by Trader Joe's (Update)" and Adam Grant's TED talk - "How to stop languishing and start finding flow".

You know that pitch you *almost* sent? Or that big guest or sponsor you're telling yourself you'll reach out to “once you're ready”? That idea you keep researching but haven't acted on yet? This episode is about that moment—when you're stuck between wanting more for your podcast and actually going after it.HuffPost contributor and media expert Alice Draper has helped clients land guest spots on 500+ podcasts, including WorkLife with Adam Grant and UnF*ck Your Brain. She joins me to unpack the psychology behind rejection, why your brain sees “no” as a survival threat, and how this fear keeps you from the visibility, credibility, and growth you deserve.So if you're tired of watching other people land the guests, sponsors, and traction you want—and you're ready to start pitching bigger names and getting your show into the rooms it deserves to be in (even if it scares you a little)—hit play and let's dive in.1:36 – The Real Fear Behind “My Show Isn't Big Enough Yet”6:15 – How Visibility Triggers Imposter Syndrome (and What to Do About It)9:09 – “They'll Probably Say No Anyway”—And Other Lies We Tell Ourselves15:46 – Why You Don't Need More Downloads to Pitch Big Guests or Sponsors17:58 – The One Thing You're Not Doing That Could Actually Grow Your ShowEpisode Links:Steal Alice's pitch templates—the same ones that have helped her clients land interviews on 500+ top shows like WorkLife with Adam Grant.Check Out Alice Draper's Podcast: My Rejection StoryLearn More from Alice: hustlingwriters.comOther Episodes You'll Enjoy:How to Train for Rejection and Use It to Grow Your Podcast Faster → This episode was recorded on the Deity VO-7USupport the showLiked this episode? Share it with a fellow podcaster! Love this show? Say thanks by leaving a positive review.Register for Courtney's Free Podcasting Workshop: How to 10x Your Business with a Podcast in 2025Schedule a 1:1 Podcasting Audit with Courtney. Curious about PodLaunch®? Book a Demo to see if our podcasting mentorship is the right fit for your business. Connect with Courtney: Linked In | Instagram | PodLaunch HQ ©Ⓟ 2018–2025 by Courtney Elmer. All Rights Reserved.

Chase was inspired by a Simon Sinek podcast episode he listened to recently featuring Brené Brown and Adam Grant. Simon, Brené, and Adam talk about the importance of self-awareness and the power of situational awareness. Even in this short, 6-minute, episode you will be inspired and walk away with a tool to help improve your self-awareness and situational awareness! You can listen to the entire Bit of Optimism Podcast using the link below.  A Bit of Optimism Podcast: Thinking About Thinking    Got a question? Ask us! Do you have a question you'd like to hear answered on Career Dreams? You can submit an audio recording of your question to be featured on an upcoming episode!  Like it? Share it! If you're finding value in exploring your Career Dreams through this podcast, please share it with your friends, followers and colleagues! Also, your ratings and reviews help others find the show...so please, let us know what you think! You can share your Career Dreams with us anytime via email: careerdreams@forumcu.com. To learn more about making your Career Dreams come true at FORUM Credit Union, visit our website:  https://www.forumcu.com/careers Dream on!

Episode 145: The Science of Creativity: Why Creative Hobbies Fuel Innovation and Healing Have you ever felt stuck in your work, unsure how to break through to the next level of impact and fulfillment? You're not alone. Many therapists, psychologists, and helping professionals find themselves yearning to create something bigger than traditional one-on-one sessions—a book, a podcast, a new therapy approach, a retreat, or an online course. Yet, they feel paralyzed, unsure how to make space for creativity in their already full lives. But what if creativity wasn't a luxury? What if engaging in artistic hobbies wasn't just a way to ‘relax,' but a scientifically-backed method to enhance your innovation, impact, and overall effectiveness? The Nobel Prize Study: Why the Most Brilliant Minds Engage in the Arts A groundbreaking study highlighted in Originals by Adam Grant analyzed Nobel Prize-winning scientists between 1901 and 2005, comparing them to their equally skilled but less accomplished peers. Both groups had deep expertise in their respective fields, yet the Nobel laureates were dramatically more likely to engage in creative pursuits outside of their scientific work (Root-Bernstein, & Root-Bernstein, 2019). Here's what the research found: Artistic HobbyIncreased Likelihood for Nobel Prize WinnersPlaying music (instrument, composing, conducting)2x more likelyVisual arts (drawing, painting, sculpting)7x more likelyCrafts (woodworking, mechanics, electronics, glassblowing)7.5x more likelyWriting (poetry, plays, novels, essays)12x more likelyPerforming arts (acting, dance, magic)22x more likely The pattern doesn't just apply to scientists. A large-scale study of entrepreneurs and inventors found that those who started businesses and contributed to patent applications were also more likely to engage in arts-related hobbies, such as painting, literature, and sculpture (Woronkowicz & Noonan, 2019). What This Means for Therapists, Healers, and Innovators If you're a therapist, psychologist, or wellness professional dreaming of making a greater impact but feeling creatively blocked, this study offers a profound insight: the key to unlocking your next big idea may not be more certifications or academic research, but rather, more time spent in creative play. Creativity Fuels Problem-Solving Engaging in the arts rewires the brain to make novel connections. Just as Nobel laureates use creativity to approach scientific problems in unique ways, therapists and wellness professionals can use it to craft new healing modalities, write transformative books, or design workshops that truly shift paradigms. Creative Hobbies Make You More Resilient Many of us hold deep grief, shame, or burnout from years of emotional labor. Creativity offers a powerful means of processing emotions. Studies in neuroscience show that engaging in artistic pursuits activates the default mode network (DMN), the part of the brain responsible for self-reflection, insight, and emotional integration. This is why many people report breakthroughs in therapy or deep personal healing when they take up dance, writing, or painting. For me, dance has become an essential part of my healing journey. After not dancing for 18 years, I found myself drawn back in through a simple six-week beginner tap class. That one small decision unlocked a deeper connection to my body, my emotions, and my creativity. I've since added contemporary dance back into my life and even choreographed a duet with a fellow therapist. Interestingly, the study shows that performing arts (acting, dance, and magic) had the strongest correlation with innovation, making practitioners 22 times more likely to win a Nobel Prize. That alone is enough for me to believe in the transformative power of creative movement. Creativity is a Form of Rebellion Against Perfectionism Many in our field hesitate to embrace creativity because of what their academic peers might think.

In this week's solo episode, I open up about something deeply personal - navigating another stress injury and the emotional spiral it triggered. I reflect on the long-term effects of an eating disorder, the lessons I've had to learn (and re-learn), and the importance of catching ourselves before we fall too far down a familiar rabbit hole. From stress fractures and stubborn inner critics to spontaneous lunches and surprising friendships, I try to make sense of what it means to find softness in setbacks. I talk about shame, healing, and the very human urge to control everything - even when we know we can't. There's some Adam Grant wisdom, a sprinkle of Maria Shriver, and a few thoughts about letting life surprise you. And, yes, I do circle back to the bizarre comfort of knowing that sometimes, we really are exactly where we're meant to be.Stay Connected with Hurt to Healing:Instagram: instagram.com/hurttohealingpodTikTok: tiktok.com/@hurttohealingpodLinkedIn: linkedin.com/company/hurt-to-healingSubstack: substack.com/@hurttohealingWebsite: hurttohealing.co.uk Hosted on Acast. See acast.com/privacy for more information.

Mae Martin is a comedian, improviser, screenwriter, and podcast host. Their work on Netflix includes the stand-up special “Sap” and the aptly-named TV series “Feel Good.” Adam and Mae chat about the value of vulnerability in connection, snapping out of procrastination, shame spirals, and life lessons from the art of improvisation. Transcripts for ReThinking are available at go.ted.com/RWAGscripts Hosted on Acast. See acast.com/privacy for more information.

Live Life Happy with Andrea Seydel – The Podcast for Book Lovers & Lifelong Learners Welcome to Live Life Happy with Andrea Seydel! If you love books that inspire, transform, and empower, you're in the right place. This podcast is all about book summaries and actionable takeaways from incredible authors who pour their wisdom into books on happiness, well-being, and personal growth. Now in Season 3, we're diving even deeper—taking the powerful insights from these books and applying them in real, tangible ways. Think of this as your shortcut to the best knowledge out there, distilled into digestible, practical strategies you can use to create a happier, more fulfilling life. As the founder of Live Life Happy Publishing, I also weave in tips on writing and publishing your own book. Whether you're dreaming of becoming an author or just love learning from the best, this podcast is a space for book lovers, thought leaders, and changemakers. If you're ready to read, learn, and take action, hit play and join the community! And if you're ready to bring your own book to life, I'm here as your Book Doula, helping you navigate the world of publishing while keeping 100% of your rights and royalties.

Today, we take you inside Wharton professor Adam Grant's Lecture on Leadership, protests at Former Prime Minister of Israel Naftali Bennett's speaker event, and the announcement of this year's class day speaker Jay Shetty.

Wharton organizational psychologist and New York Times-bestselling author Adam Grant shares insights on making better business decisions, fostering innovation and how your personal "challenge network” can lead to superior products and delight your customers.Share these insights on how to be a successful leader: 1. Encourage Humor and Humility: They help maintain a flexible and open-minded approach, making it easier to rethink and adapt.2. Have Pre-Mortems: Discuss as many potential failures as possible before launching. That way you can prevent or know how to handle problems when they occur.3. Eschew Best Practices for Better Practices: “Best Practices” implies there's only one right way, while seeking “Better Practices” encourages people to innovate and try new things.4. Build a Challenge Network: Maintain a group of trusted critics who provide truly honest feedback to improve your decision-making.5. Reward Speaking Truth to Power: Encourage employees to ask questions, suggest improvements and challenge outdated ideas.

John Corcoran is a recovering attorney, an author, and a former White House writer and speechwriter to the Governor of California. Throughout his career, John has worked in Hollywood, the heart of Silicon Valley, and ran his boutique law firm in the San Francisco Bay Area, catering to small business owners and entrepreneurs. Since 2012, John has been the host of the Smart Business Revolution Podcast, where he has interviewed hundreds of CEOs, founders, authors, and entrepreneurs, including Peter Diamandis, Adam Grant, Gary Vaynerchuk, and Marie Forleo. John is also the Co-founder of Rise25, a company that connects B2B businesses with their ideal clients, referral partners, and strategic partners. They help their clients generate ROI through their done-for-you podcast service. In this episode… Facing difficult conversations, building genuine connections, and tackling unpleasant tasks are everyday struggles in both business and life. Whether it's avoiding friction, procrastinating on necessary work, or feeling inauthentic while networking, these challenges can hinder personal and professional growth. How can individuals push through discomfort and develop meaningful, value-driven relationships? John Corcoran, a seasoned entrepreneur and podcast host, shares practical strategies to overcome these obstacles. He emphasizes the importance of authentic networking, offering tips on providing genuine value to others rather than being self-serving. He also introduces the concept of "swallowing the frog," which encourages tackling unpleasant but necessary tasks head-on. To streamline business operations, John recommends using tools like PandaDoc for efficient contract management and highlights the value of documenting systems to enhance productivity. Tune in to this episode of the Smart Business Revolution Podcast as Chad Franzen interviews John Corcoran, Co-founder of Rise25, about effective networking, productivity, and overcoming professional hurdles. John shares insights on building meaningful connections, using digital tools for efficiency, and developing resilience through difficult conversations. He also discusses impactful books and insightful podcasts, offering valuable lessons on raising well-grounded children and mastering effective business systems.

Today, we unpack the book "Think Again" by Adam Grant.In this book profile, we explore the transformative power of rethinking and why our ability to change our minds may be our most valuable skill in a rapidly changing world. Charles breaks down Grant's compelling case for intellectual humility and how clinging to outdated knowledge and beliefs can limit our potential. Through practical examples and research-backed insights, the episode reveals how leaders, innovators, and individuals can cultivate the habit of questioning what they know and embrace the uncomfortable but rewarding process of continuous learning.Key topics include:• The three mental modes that prevent rethinking - preacher, prosecutor, and politician - and why we should adopt the scientist mindset instead• How misplaced confidence and the Dunning-Kruger effect lead even intelligent people to overestimate their knowledge• The difference between harmful relationship conflict and productive task conflict in debates and disagreements• Techniques for changing minds effectively without triggering defensiveness or psychological reactance• Why stereotypes limit our thinking and how to break free from binary biases that oversimplify complex realitiesLearn from Charles's breakdown how to detach your identity from your opinions, escape the trap of certainty, and create learning cultures that value rethinking over being right. Think Again Book: https://www.amazon.com/Think-Again-Power-Knowing-What/dp/1984878107-Website and live online programs: http://ims-online.comBlog: https://blog.ims-online.com/Podcast: https://ims-online.com/podcasts/LinkedIn: https://www.linkedin.com/in/charlesagood/Twitter: https://twitter.com/charlesgood99Chapters:(00:00) Introduction(01:00) Tip: Why Being Confidently Wrong Is Dangerous(03:45) The Dunning-Kruger Effect (07:15) Technique: Productive Conflict vs. Relationship Conflict(09:00) Technique: How to Win Arguments Without Fighting(10:30) Tool: Breaking Free from Stereotypes and Mental Boxes(12:30) Technique: Changing Minds Through Motivational Interviewing(13:45) Tip:Escaping Binary Bias and Embracing Complexity(16:30) Conclusion

Send us a textIf you find yourself thinking things like, “I just got lucky — they're going to find out I don't really know what I'm doing,” or “Any minute now, they'll realise I'm a fraud.” You are not alone. Would you believe that Oliver Lavers - a $5M GCI agent, and the #1 International and NSW/ACT Salesperson at Ray White for two years in a row - struggled with impostor syndrome not that long ago?Impostor syndrome isn't always a weakness - it can actually be a hidden strength.In fact, according to organizational psychologist Adam Grant, reveals that people who experience impostor thoughts tend to prepare more thoroughly, stay humble, and remain open to feedback - all of which can enhance performance. Instead of letting self-doubt paralyse you, it can become fuel that keeps you striving for more. The entire training is only in the Real Estate Gym

Have you ever met someone who gave you the shirt off their back… or someone who kept score every time they did something for you? In this episode of The Ryan Leak Podcast, we explore the powerful difference between givers and takers and why generosity isn't just a nice idea—it's a way of life. Ryan shares one of his favorite Proverbs, a jaw-dropping story from a funeral director, and insights from Adam Grant's Give and Take that reveal how givers ultimately win. Whether it's in your marriage, job, social media, or friendships, this episode will challenge you to live with open hands and think about the legacy you're creating—one generous act at a time.

IntroductionLIVE from a bottomless pit of CEO pay, it's a Business Pants Friday Show here at March 21st Studios, featuring AnalystHole Matt Moscardi. On today's weekly wrap up: Nelson Peltz hates woke ice cream, Self-hating Cybertrucks, and anti-ESG manbabies Our show today is being sponsored by Free Float Analytics, the only platform measuring board power, connections, and performance for FREE.Story of the Week (DR):‘Incompetent:' Jamie Dimon unloads on proxy advisor ISSJamie Dimon said Glass Lewis and Institutional Shareholder Services (ISS) should be “gone and dead and done with”, as he also launched an attack on those who pay for their services.In an interview with Semafor at Blackrock's retirement summit, Mr Dimon said: “Anyone who gives them money – shame on you.”Unilever hit ‘new levels of oppressiveness,' Ben & Jerry's claims as its CEO was sacked over social activismIce cream maker Ben & Jerry's has accused its parent company of firing its CEO David Stever over his support of the brand's progressive politics.On Tuesday, the Vermont-based brand filed an amended complaint in U.S. District Court for the Southern District of New York, alleging that Unilever “has repeatedly threatened Ben & Jerry's personnel, including CEO David Stever, should they fail to comply with Unilever's efforts to silence the Social Mission.”Ben & Jerry's said Unilever informed its board on March 3 that it was removing and replacing Ben & Jerry's CEO David Stever. Ben & Jerry's said that violated its merger agreement with Unilever, which states that any decisions regarding a CEO's removal must come after a consultation with an advisory committee from Ben & Jerry's board.“empowered to protect and defend Ben & Jerry's brand equity and integrity”White man David Stever, 4 women of color (one who is the chair), and two black men. In Vermont? Are they trolling us?!?! I guess it can be done. Unilever board member Nelson Peltz is still trying to find a white actor for Black PantherUnilever has not publicly disclosed a reason for Stever's firingThe ice cream company has a unique corporate structure that was meant to protect its activist mission, even after its 2000 sale to Unilever:Independent Board of Directors: Unlike most Unilever-owned brands, Ben & Jerry's has an independent board specifically tasked with preserving the company's social mission.Merger Agreement Protections: The 2000 acquisition agreement required consultation with the board for key leadership decisions, including hiring or firing the CEO.Social Mission Oversight: The board exists to prevent the dilution of the company's activist identity—something that appears to be under increasing pressure.Ben & Jerry's Founders Say They Stand Behind Ousted CEOBoeing Sued for Wrongful Death by Family of WhistleblowerBoeing pushed John Barnett, who was a quality manager at Boeing for nearly three decades, to his death by harassing and intimidating him after he raised safety concerns about the company's plant building the 787 Dreamliner in Charleston, South Carolina, a wrongful death lawsuit filed in federal court in the state alleges. His family claim in their suit that Boeing responded by carrying out a “campaign of harassment, abuse and intimidation intended to discourage, discredit and humiliate him until he would either give up or be discredited”.In the evening of March 8th last year, Barnett left the law offices of Boeing's outside counsel in Charleston after testifying for two days in the OSHA case. Barnett was giving his account of how Boeing violated its own policies and procedures, and FAA rules, during his seven years as a quality inspector at the North Charleston plant that assembles the 787 Dreamliner. He'd delayed a trip back to his home in Louisiana to finish his deposition the next day, a Saturday. Videos cited in the police report show Barnett leaving the hotel around 8:30 PM, and getting in his Clemson orange, Dodge truck. When Barnett failed to show by the 10 AM starting time for his final round of testimony, Turkewitz called the Holiday Inn to conduct a “welfare check.”Note: “America come together or die!!! Pray that the motherfk…ers who destroyed my life pay!!! I pray that Boeing pays!!! Bury me face down so that Boeing and their lying ass leaders can kiss my ass. I can't do this any longer!!! F-k Boeing!!!'Business has been neglected': Longtime Tesla investor demands Elon Musk resign as CEO MMElon Musk Says He Has No Idea What He Did to Make Everybody So Mad at Him"It's really come as quite a shock to me that there is this level of, really, hatred and violence from the left.""My companies make great products that people love and I've never physically hurt anyone.”“So why the hate and violence against me?”"I always thought that the left, you know, Democrats, were supposed to be the party of empathy, the party of caring, and yet they're burning down cars, they're firebombing dealerships, they're firing bullets into dealerships, they're smashing up Teslas," Musk said. "Tesla is a peaceful company. We've never done anything harmful.""I've never done anything harmful."“Because I am a deadly threat to the woke mind parasite and the humans it controls."Tesla just recalled basically all the Cybertrucks ever sold in AmericaTesla workers in Germany say they don't have time to use the bathroomTesla workers at a German factory say working conditions don't allow them enough time for drinking or bathroom breaks.Over 3,000 workers at a Tesla gigafactory near Berlin have signed a petition asking for more breaks and an end to intimidation from management, according to a statement from German metalworker's union IG Metall.A Huge Amount of Money Is Missing From TeslaEven the company's financials are now sprouting some glaring questions. As the Financial Times reports, a whopping $1.4 billion appears to have vanished in thin air. The enormous hole arises when examining the carmaker's capital expenditures and how those compare to the reported rise of the value of its assets.According to Tesla's cashflow statements, the firm spent $6.3 billion on "purchases of property and equipment excluding finance leases, net of sales" in the second half of 2024. However, its balance sheet claims the gross value of property, plant, and equipment rose by only $4.9 billion — leaving an eyebrow-raising $1.4 billion discrepancy.Musk Set to Receive Top-Secret Briefing on U.S. War Plans for ChinaMusk Tells Tesla Workers: Don't Sell Your SharesTesla board members, executive sell off over $100 million of stock in recent weeksTogether, four top officers at the company have offloaded over $100 million in shares since early February.Last week, longtime Musk ally James Murdoch became the latest to do so, exercising a stock option and selling shares worth approximately $13 million, according to an SEC filing.Elon Musk's brother, Kimbal Musk, who also sits on the board, unloaded 75,000 shares worth approximately $27 million last month, according to a filing.The chairman of the board, Robyn Denholm, has offloaded more than $75 million dollars worth of shares in two transactions in the past five weeks, federal filings show.Goodliest of the Week (MM/DR):DR: Chobani CEO: Why we're now giving all workers at least 12 weeks of parental leaveDR: JD Vance rips globalization, calling cheap labor a 'drug'MM: Tesla Cybertruck deliveries are on hold as trims are flying off the 'bulletproof' truck DRThey recalled ALL of them - imagine if Mary Barra put out a car at GM that, 1 year after releasing, they had to recall ALL of them? What would you do investors? Assholiest of the Week (MM):WahWah, our CEO: Tesla warns White House over tariffs in unsigned letter: ‘It's a polite way to say that the bipolar tariff regime is screwing over Tesla'Wah, China: OpenAI slams DeepSeek, warning the US government that China is catching up fastWah, customers: Tesla owners are trading in their EVs at record levels, Edmunds says, Tesla springs last-minute public all hands on staffers, confusion ensues, Tesla Cybertrucks are getting roasted on TikTok—one prank at a timeWah, investors: Baillie Gifford slashes Tesla stake as investor calls on Musk to step down, $1.4bn is a lot to fall through the cracks, even for Tesla, A Huge Amount of Money Is Missing From TeslaWah, privacy: Dad demands OpenAI delete ChatGPT's false claim that he murdered his kidsWah, I'm back in middle school: Elon Musk says he's shocked at the level of Tesla hate and vandalism happening: 'I've never done anything harmful'Stefan Padfield DR"It is not surprising that our proposal received low support, given the concerns we have about bias and conflicts of interest infecting the votes and recommendations of the Big 5 asset managers and proxy advisors, as well as the company's management," Padfield said."The issues raised by our proposals remain relevant to Disney's bottom line, and we arguably saw an indication of this in the fact that neither ESG nor DEI were mentioned once, directly or indirectly, in Iger's opening remarks -- suggesting the company is slowly distancing itself from the leftist radicalism embodied in those agendas," Padfield said.Fact check: ESG and DEI were not mentioned in Iger's remarks in 2024. They were not mentioned in 2023. Congrats on paying attention to whatever's in front of your face.Shareholders rejected your proposal because it was asinine and no one caresYour group, NCPPR, gets an AVERAGE of 1% everywhere… but did you notice that NLPC, your sister group in anti white person crime, got a solid 11% in favor at Apple for it's very real proposal on the dangers of AI? And Bowyer, got a 10% in favor at Apple for a report on child sex abuse software and got 1% here at Disney?Maybe the problem is you write overtly racist, stupid fucking shareholder proposals and you shout shut your fat mouth?Have we reached the CEO pay tipping point?Surge in incentive pay lifts HanesBrands' 2024 CEO compensation to $12.9 millionBig companies backtrack on climate goals in bosses' payStarbucks Must End Its Greed'—Bernie Sanders Calls Out Starbucks CEO For Getting $96 Million For 4 Months Of WorkKlarna's CEO got an 862% pay rise ahead of its IPOWe hate TREES now? TREES?Is planting trees 'DEI'? Trump administration cuts nationwide tree-planting effortHeadliniest of the WeekDR: Top workplace psychologist Adam Grant says offering employees better pay packages is the smartest move for the ‘long term'DR: Mom of child dead from measles: “Don't do the shots,” my other 4 kids were fineDR: Prince Harry's friends are blaming Meghan Markle for making him ‘too woke'MM: Donald Trump's favorite musical explained as he demands 'non-woke' theaterLike 89% of Broadway is gay, no?MM: Wait, whaaaa? British Gas: Centrica CEO's pay slashed in half at FTSE 100 giantWho Won the Week?DR: Sonya Mishra, author of new study: How does society perceive power-seeking women differently from status-seeking women?The study found that desiring status is seen as more congruent with feminine stereotypes compared to desiring power, and that women who desire status are less likely to incur backlash compared to women who desire power.MM: This video: Tesla Fans Furious at Video of Tesla Crashing Into Wall Painted Like RoadMark Rober tested autopilots for Lexus and Tesla… and Tesla ran over a dummy kid over and overAs Electrek points out, Autopilot has a well-documented tendency to disengage right before a crash. Regulators have previously found that the advanced driver assistance software shuts off a fraction of a second before making impact.It's a highly questionable approach that has raised concerns over Tesla trying to evade guilt by automatically turning off any possibly incriminating driver assistance features before a crash.PredictionsDR: Bowyer Research and Robbie Starbuck blame female CEOs in the S&P 500 for reducing the overall percentage of male CEOs in the S&P 500MM: Bowyer Research and Robbie Starbuck blame all the women running the big 5 - Larry Fink, Ron O'Hanley, Salim Ramji, Gary Retelny, and Bob Mann - for the failure of their shareholder proposals and demand a report from each requesting an analysis of the risk of having so many woke women running the big 5

Award-winning journalist and The Atlantic staff writer Olga Khazan spoke to me about the worst way to launch a book, writing long-form watchdog journalism, and her latest ME, BUT BETTER, The Science and Promise of Personality Change. Olga Khazan is a staff writer for The Atlantic – covering science, health, and psychology for more than a decade – and the author, previously, of Weird: The Power of Being an Outsider in an Insider World. She was also The Atlantic's Global editor, and ​​former host of The Atlantic's podcast How To Start Over. In her forthcoming book Me, But Better: The Science and Promise of Personality Change (S&S/Simon Element), she reveals the science behind lasting personality change, and explains how anyone, at any age, can seize the reigns of their destiny. New York Times bestselling author Gretchen Rubin called the book, “Hilarious, honest, and packed with cutting-edge research…”, and #1 New York Times bestselling author Adam Grant wrote, “This book shatters the myth that personality is set in stone. Drawing on state-of-the-art evidence and rich personal experience, Olga Khazan artfully reveals what our traits really are—and how we can adapt them to achieve our goals.” Olga Khazan has also written for The New York Times, the Los Angeles Times, The Washington Post, Vox, and other publications. She is a two-time recipient of the International Reporting Project's Journalism Fellowship and winner of the 2017 National Headliner Award for Magazine Online Writing. [Discover The Writer Files Extra: Get 'The Writer Files' Podcast Delivered Straight to Your Inbox at writerfiles.fm] [If you're a fan of The Writer Files, please click FOLLOW to automatically see new interviews. And drop us a rating or a review wherever you listen] In this file Olga Khazan and I discussed: How she got her start at The Atlantic Why she never got to see her first book in a bookstore Turning a piece of long-form journalism into a book pitch Why reducing your neuroticism by even a small amount can improve your life On crappy first drafts  And a lot more! Show Notes: olgakhazan.com Olga Khazan - The Atlantic Me, But Better: The Science and Promise of Personality Change by Olga Khazan (Amazon) Kelton Reid on Twitter Learn more about your ad choices. Visit megaphone.fm/adchoices

Send us a textAbout This EpisodePaula Davis, founder of the Stress and Resilience Institute, takes us on her bold journey from burnout to breakthrough in this compelling conversation. Paula's story begins with a choice between her health and her career– a decision point many professionals face but few discuss openly. After walking away from her law practice, she discovered her true calling: helping leaders and teams prevent burnout before it happens. Her personal experience of values misalignment became the catalyst for the research and framework that would ultimately help thousands. Paula also dives into the five leadership mindsets from her new book, Beating Burnout at Work: Why Teams Hold the Secret to Well-Being & Resilience. From creating "sticky recognition" that makes team members feel genuinely valued to building workload sustainability, Paula offers practical strategies for leaders at every level. Tune in to start improving how your team works. Paula recommends starting with recognition and mattering, the foundational mindset that opens the door to resilience, belonging, and exceptional performance. About Paula DavisPaula Davis JD, MAPP, is the Founder and CEO of the Stress & Resilience Institute. For 15 years, she has been a trusted advisor to leaders in organizations of all sizes helping them to make work better. Paula is a globally recognized expert on the effects of workplace stress, burnout prevention, workplace well-being, and building resilience for individuals and teams. Paula left her law practice after seven years and earned a master's degree in applied positive psychology from the University of Pennsylvania. As part of her post-graduate training, Paula was selected to be part of the University of Pennsylvania faculty teaching and training resilience skills to soldiers as part of the Army's Comprehensive Soldier and Family Fitness program. Paula is the author of Beating Burnout at Work: Why Teams Hold the Secret to Well-Being & Resilience, which is about burnout prevention using a teams-based approach. Beating Burnout at Work was nominated for best new book by the Next Big Idea Club, which is curated by Adam Grant, Susan Cain, Malcom Gladwell, and Daniel Pink. Paula has shared her expertise at educational institutions such as Harvard Law School, Wharton School Executive Education, and Princeton. She is a two-time recipient of the distinguished teaching award from the Medical College of Wisconsin. She has been featured in and on The New York Times, O, The Oprah Magazine, The Washington Post and many other media outlets. Paula is also a contributor to Forbes, Fast Company and Psychology Today. Additional ResourcesWebsite: stressandresilience.comInstagram: @stressandresilienceLinkedIn: @PaulaDavisSupport the show-------- Stay Connected www.leighburgess.com Watch the episodes on YouTube Follow Leigh on Instagram: @theleighaburgess Follow Leigh on LinkedIn: @LeighBurgess Sign up for Leigh's bold newsletter

Vandaag bespreken we het boek Give and Take van Adam Grant. Ondertitel: Why helping others drives our success Auteur: American popular science author, and professor at the Wharton School of the University of Pennsylvania specializing in organizational psychology. https://en.wikipedia.org/wiki/Adam_Grant  Dit boek Give and taken (Geven en nemen) komt uit 2013. Zijn nieuwste boek is Hidden Potential. Ander boeken van Grant zijn Originals en Think Again. TED Podcast Re Thinking interviewt bekende mensen https://adamgrant.net/podcasts/rethinking/  TED talks https://adamgrant.net/speaking/  In 2017 Grant co-founded (along with University of Michigan professor Wayne Baker and entrepreneur Cheryl Baker) Give and Take, Inc.,[15] a company that makes a software called Givitas, a web-based SaaS platform designed to help organizations implement the principles from his book Give and Take. https://www.giveandtakeinc.com/givitas  De twee oprichters van dit bedrijf zijn: ‍Adam Grant in Give and Take ‍Dr. Wayne Baker in All You Have to Do is Ask. TED talk https://www.youtube.com/watch?v=YyXRYgjQXX0  Build cultures where givers succeed. protect givers from burnout (5 minute favor) encourage help seeking get the right people on the bus (weeding out the takers) Pronoia - uitgangspunt is dat anderen het goed met je voor hebben. Kern van het boek dat ik deel met anderen: Er zijn givers, takers en matchers in de wereld. Dan vraag ik wie ze denken dat het minst succesvol zijn. Givers wordt dan dan vaak genoemd. Correct. Als je in organsiaties kijkt naar wie de minst succesvolle teamleden zijn, dan zijn dit de givers. Ze geven zoveel dat ze niet toekomen aan hun eigen werk. Dan vraag ik wie denk je dat het meest succesvol zijn? Dan worden takers en matchers genoemd, maar het zijn opnieuw de givers. Er is dus een manier om succesvol te geven, waarbij je anderen helpt en jezelf ook wordt geholpen. Tom las de Nederlandse vertaling en Erno las de Engelse versie. We hadden beide het boek al eerder gelezen, en lazen het opnieuw voor deze boekbespreking. De inhoudsopgave uit de Nederlandse vertaling: 1 Wie goed doet, goed ontmoet?2 De pauw en de panda3 Het rimpeleffect4 Speuren naar ruwe diamanten5 De kracht van krachteloze communicatie6 Gemotiveerd blijven7 Van tobber tot topper8 Het Scrooge-effect9 Uit de schaduw treden Inhoudsopgave Good returns - The dangers and rewards of giving more than you get The Peacock and the Panda - How givers, takers and matchers build networks The ripple effect - collaboration and the dynamics of giving and taking credit Finding the diamond in the rough - The fact and fiction of recognizing potential The Power of powerless communication - How to be modest and influence people The Art of motivation maintenance - Why some givers burn out but others are on fire Chump Change - overcoming the doormat effect The Scrooge Shift - Why a soccer team, a fingerprint and a name can tilt us in the other direction Out of the shadows Actions for impact Good returns  - The dangers and rewards of giving more than you get David Hornik - een investeerder die een ondernemer (voetbalvader) helpt om een investeerder te vinden, en doet zelf ook een aanbod, maar Danny Shader kiest eerst een andere partij. Takers feel they need to be better than others. Givers, you help whenever the benefits to others exceed the personal costs Matchers strive to preserve an equal balance. Uitleg dat Givers are the least and most successful. Dan gaat hij verder om te laten zien dat Hornik zeer succesvol is door vooral te geven. Volgend verhaal is gaat over een gever in de poltiek, een omgeving waar veel takers zijn. Hij beschrijft hoe Sampson een aantal keren probeert in de politiek te komen. Uiteindelijk succesvol, maar meerdere verkiezingen nodig. Dan vertelt hij dat dit over Abraham Lincoln gaat,

Balancing warmth with assertiveness can feel like an impossible juggling act—too soft, and you're overlooked; too strong, and you're “too much.” Alison Fragale's book, Likable Badass: How Women Get the Success They Deserve, offers practical, research-backed strategies to help women excel at work and in life.  In this episode, you'll get to understand the science of power and status, self-promotion without the cringe, and overcoming gender biases with authenticity and confidence. We also include real-world challenges, making this discussion both insightful and refreshingly relatable. Listen and Learn:  How power controls resources, but status shapes influence and why respect is the key to real authority How women can play smart within unfair rules to spark real change The science behind being a likable badass Navigating the balance between assertiveness and warmth and finding your authentic style Overcoming biases in social and professional settings How to confidently share your wins without feeling boastful, while staying warm and relatable Resources:  Alison's Book: Likable Badass: How Women Get the Success They Deserve Alison's Website: alisonfragale.com Connect with Alison on: LinkedIn Instagram TikTok Alison's Substack: The Upper Hand with Alison Fragale Alison's Media Page: https://alisonfragale.com/media-research/ Alison's Hidden Brain episode: https://hiddenbrain.org/podcast/how-to-win-people-over/ My WorkLife with Adam Grant episode: https://podcasts.apple.com/us/podcast/the-secret-to-success-isnt-power-its-status/id1346314086?i=1000668204498 About Alison Fragale  Alison Fragale is the Mary Farley Ames Lee Distinguished Scholar of Organizational Behavior at the University of North Carolina Chapel Hill Kenan-Flagler Business School. As a research psychologist, award-winning professor, international keynote speaker, and author, she is on a mission to help others — especially women — use behavioral science to work and live better. Her scholarship has been published in the most prestigious academic journals in her field and featured in prominent media outlets such as The Wall Street Journal, The Washington Post, Financial Times, Boston Globe, and Inc. Alison is the author of the national bestseller, LIKEABLE BADASS: How Women Get the Success They Deserve. She lives in Chicago with her husband and three children, who are all named after professional athletes. Related Episodes 49. Empowering Women with Robyn Walser 107. Playing Big with Tara Mohr 121. Be Mighty: An Episode for Stressed Out, Worried Women with Jill Stoddard 163. The Likeability Trap with Alicia Menendez 176. Fair Play with Eve Rodsky 185. Good Guys: Allies in the Workplace with Brad Johnson and David Smith 290. Shared Sisterhood: Collective Action for Racial and Gender Equity at Work with Tina Opie and Beth Livingston 321. Imposter No More with Jill Stoddard Learn more about your ad choices. Visit megaphone.fm/adchoices

Ever left a meeting feeling more drained than before it started? That’s the dreaded meeting hangover. Brian Milner and Julie Chickering dive into why bad meetings have lasting effects—and what facilitators AND participants can do to make them better. Overview Bad meetings don’t just waste time, they drain energy, morale, and engagement long after they’re over. In this episode of the Agile Mentors Podcast, Brian and Julie Chickering unpack the concept of "meeting hangovers"—the lingering negative effects of ineffective meetings. They explore why bad meetings happen, the shared responsibility of facilitators and participants, and practical strategies for turning the tide. From fostering accountability to knowing when to walk it off, this conversation will help you rethink how meetings impact team dynamics and productivity. References and resources mentioned in the show: Julie Chickering #137 Stop Wasting Time with Guests Kate Megaw HBR The Hidden Toll of Meeting Hangovers by Brent N. Reed, et al. When: The Scientific Secrets of Perfect Timing by Daniel H. Pink Remotely Productive by Alex Pukinskis Working on a Scrum Team Class Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Julie Chickering is the brains and brawn behind JC Agile Consulting, believes that Lean and Agile practices are packed with potential — to enable positive culture change, business agility, and breakthrough results. Julie is a past president and board member of the Agile Project Management Network (APLN), a Certified Scrum Trainer (CST), PMI Agile Certified Practitioner (PMI-ACP), as well as a traditional Project Management Professional (PMP). Auto-generated Transcript: Brian Milner (00:00) Welcome back Agile Mentors. We're here for another episode of Agile Mentors podcast. I'm with you as always Brian Milner and haven't got to say this for a while. So I'm happy to say again, welcome back to the show, the fabulous Julie Chickering. Welcome back, Julie. Julie (00:15) Thanks, Brian. Glad to be here. Brian Milner (00:17) Yeah, very excited to have Julie back. Julie is a friend of the show. We've had her on multiple times and it's been too long. We just need to have you on more often again. So thank you for making the time and coming back. We wanted to have Julie on sort of as a little bit of a continuation from our last episode that we had with Kate McGaw. You we talked a little bit about facilitation there and there was a lot that we talked about initially to set that up to talk about Julie (00:30) Sure. Brian Milner (00:44) just the fact that there's an epidemic of bad meetings. There's kind of a harmful thing happening where it's extremely prevalent that meetings are going poorly. There's not a lot of attention that's given to this. There's not a lot of focus in a lot of organizations because it's such a prevalent issue. of our meetings being so bad. And Julie pointed out to me this Harvard Business Review article that sort of became a touchstone, I think, for what we wanted to talk about. It's called the hidden toll of meeting hangovers. And we'll link to this in the show notes. But the idea behind the article was just to say, they quoted a stat early on saying that they did a study and found that more than a quarter, 28 % of meetings left employees with lingering negative effects, such as impaired engagement and productivity. And so that's what they were referring to this sort of this meeting hangover, that bad meetings take a toll beyond just the lost time in the meeting. And that's kind of what we were talking about more with Kate is, you know, yeah, we want to make our meetings better, but there is sort of this ongoing lingering that, you know, from my reading of this and what I've experienced, kind of compounds, you know? One bad meeting then can lead to another bad meeting and another one and that feeling of anxiety and disconnectedness and like I said here, impaired engagement and productivity, those kind of grow and get worse and worse the longer that you have these bad meetings. So Julie, I'll just start with you and say, you know, when you read this article, what was it? What was it that really stood out to you, that jumped out to you, that made you think this was an important kind of area of focus? Julie (02:27) First of all, I love the title because I can relate to it. So when you're having a hangover, you just feel terrible, right? And this person that they talk about first, Jacob, about like, he was so frustrated when he left the meeting. So the introductory story when he was so frustrated when he left the meeting, he canceled his one-on-one right after because he knew he couldn't concentrate. And then he was just like so upset. for the rest of the day and talking about how he just didn't even want to work on the project anymore. So just this, I just got this physical sensation reading this around how it feels when you're in a meeting that's ineffective. And we've all been there and I could just like feel it in my body when I read this story. And I also feel like once you know what I, what an ineffective meeting feels like, the ineffective one is more noticeable and draining. yeah, so and then this this lingering effect of morale and just wasted, just wasted opportunity. And it feels like Brian Milner (03:32) Yeah. Yeah. Julie (03:47) in the corporate world, this is the norm. That we just have meeting after meeting after meeting that's just sucking the life force out of everyone. And then we wonder why nothing gets done. Brian Milner (04:00) Yeah, I mean, this article is packed with statistics and it's tempting for me to just kind of read them all off to you. I'm not going to do that. But there's a couple of things that kind of jump out to me. they talk about how around half of people have this feeling of that as a result of the hangover from the meeting, that they have negative or harmful impacts on their interactions with coworkers. They feel more disconnected from their team. and they want to spend more time alone based on the fact that, I went through this really kind of, there's no other way to say it, traumatic experience of having this really harmful, bad meeting. they connect the dots by saying, people will leave these meetings and oftentimes they will then go commiserate with coworkers and say, share their frustrations, which is helpful, it's good. But it also, you know, they noted here, this can kind of spread some feeling of negativity or hopelessness, you know, that it's always going to be this way. You know, yeah, I had a meeting like that as well. Boy, I guess this place is doomed. It's always going to feel like this. And so they have this kind of ongoing, as I said, compounding almost nature of it that one bad thing leads to another leads to another leads to another. And pretty soon you've got this really harmful, negative work environment and it's not necessarily something that's just happened. It's just the repetition of going through those things lead to this ongoing negative psychological impact in the organization. Julie (05:28) Yeah, I'm just smiling because I can just think of some meetings that I used to have a leader that would always show up late. Always show up late. We'd be halfway through the topic and then he would show up and we'd have to stop what we were doing and go circle back and just speed and you could just feel. the whole mood of the meeting change. We were actually making progress and we have to stop and we have to go all the way over. And this is constant. So what we would do afterwards is then have meetings after the meetings to complain about the leader doing that. The more adult thing would have been of course to say to the leader, when you do this, Brian Milner (06:15) Yeah. Julie (06:22) This is the outcome. Brian Milner (06:25) Yeah. So, so that's kind of, you know, what we want to talk about a little bit in here as well is, in the last episode, we, focused a lot on facilitation and the idea that, Hey, there's a lot of responsibility to the meeting organizer, whoever's facilitating this to not have it be this negative kind of environment. And I don't disagree with any of that, that we talked about in the last episode. I think there is a lot of that, that is true, but I think it's, it's. important for participants to not look at that as, it's all the facilitator then, right? I'm just a participant, I'm showing up and it's your job to get all this stuff out of me. And if the meeting goes poorly, that's entirely your fault. And I think it's important for us to recognize, no, if I'm a participant, if I accept that meeting invite and I'm here, I have a role to play. I have a contribution to be made and I can have, you Julie (07:14) Right. Brian Milner (07:19) as kind of Pollyanna-ish as it sounds, I can have a negative impact or a positive impact on this meeting. And I think that's an important kind of responsibility to take a hold of. Julie (07:25) you Yeah, I agree. And I think about that in a couple of ways. So actually, in both Scrum Master and Product Owner class, I remind them at the end of every meeting to ask two questions. The next time we have this kind of meeting, what would you want to do differently? But you gotta ask the question. And if you ask the question and nobody says anything, then they can't feel victim to a poorly run meeting. But you gotta be able to listen. You gotta be able to listen to it. Doesn't mean you have to say yes in the moment. It could be that you would follow up after, but just ask the question. What would you wanna do differently the next time we have this type of meeting And then ask them, what did they like? Brian Milner (07:48) Yeah. That's good. Julie (08:11) I used to do it the other way around. I don't know if I told you this story before or not, but do you remember Daniel Pink did the he was our keynote speaker at the Scrum Gathering, our conference a few years ago when he talked about. OK, when he talked about timing. OK, so something he said is like, yes, he said, as people, if there's two, if there's good news and bad news to always start with the bad news first. And end with the good news, because as people, we remember the last thing we talked about it. Brian Milner (08:20) Absolutely. Yeah. Yeah. Julie (08:40) So if I say to you, okay, the next time we have this type of meeting, what would you want to do differently? And nobody says anything. Okay. What did you like? And then they leave going, we actually got something done. Unless of course we didn't get anything done. Brian Milner (08:57) That's awesome. Yeah. I mean, I think about like how in classes, a lot of times when we talk about forecasting and estimation, you know, I make a little joke. It's not really a joke. It's the truth. But when I present, I've learned over the years when I present information to stakeholders about timings, I, know, if, if I do calculations and it says it's going to take between five and six sprints to do something, I've learned to say the maximum amount of time it will take is six sprints. there's a chance it could come in as soon as it's five sprints and yeah. Yeah. I mean, I learned to do that because what I say in classes, I've learned a lot of people stop listening after the first one. And I think actually though, I may be wrong. It may be more what you're saying that, you know, we, we remember the last thing that we hear. but it may be a combination, right? Cause if, if I hear the low number first and I I'm happy with that, I stopped listening and I don't want to hear the bad news. Julie (09:27) Brilliant! Brian Milner (09:50) So if I say the bad news first, it could take as long as this, but there's a chance it could come in earlier, then I'm leaving them with the good news that it could be this, you know, as soon as this, but they've set their expectation that, you know, it could take as long as, you know, the bad news that I gave them initially. So I don't know, maybe there's a combination of that there as well. But yeah, I agree with what Daniel Pink says about that. And timings do make a big, difference for sure. and how we present things. Julie (10:18) Okay, so a key though in that is that you can only ask those questions if you're staying within the time box and you've allocated time to actually ask the question. And like some of these things that came up as the root causes of like poor time management, like running over or stuff like that. If you're running over, nobody's going to really want to take the opportunity to give you feedback. So what do you think about, so what you talked with Kate a lot about when we talking about here is the role of the facilitator. And I think we should talk about what people can do if they are feeling like they're the victim of the lack of facilitation or poor facilitation. So what do think about that? Brian Milner (10:52) Yeah. Yeah. Yeah, I mean, I think we have several roles to play, right? I I agree. If I'm not the facilitator, then it's important for me to come into that meeting, well, knowing what the expectation is. know, like if I'm coming into a meeting as a participant, I don't think it's responsible. to show up to the meeting. And I've shown up to meetings like this, showing up with the attitude that, hey, it's not my meeting. It's the other person's meeting. You got me. I'm here. But now it's on you to get out of me, whatever it is that you're hoping to get. And maybe I put in very little prep work for it. So there is some kind of interplay here between the facilitator and the participant. Because you could say, well, that's the facilitator's responsibility to help you understand. Yes, it is. That's, this is what I'm trying to say is I, I think it's a mistake to shirk that responsibility entirely and say, I'm not the facilitator. Don't look at me. Right. If, if they didn't ask me to prepare or, or, you know, here's what I need you to, to, come prepared to talk about. Well, then I've got a bad facilitator and you know, we're just, we're hopelessly going to be in a bad meeting. No, when I get the invite, you know, Kate said last week, you know, Julie (12:17) Mm-hmm. Brian Milner (12:22) You can decline invitations to meetings. You don't have to accept every meeting invite that you get. But if you do accept it, I think that there's an accepting of responsibility there to say, all right, I'm going to be a participant in this meeting. What do you need from me? And in advance, making sure you talk to that meeting organizer and saying, hey, I agree. This is probably a good thing for us to meet about, but I want to prepare. I want to know that I can come to this meeting armed with information that's going to be helpful to others and I can play my part. So meeting facilitator, meeting organizer, what did you have in mind for me in this meeting? What is it that you were hoping to get from me in this meeting so that I can show up prepared? And that small little question, I think, does several things, right? mean, one, it says, to the facilitator, do you know what it is that you want from this person? If they come back at you and say, I don't know, I just thought maybe you needed, well, if they say, you know, we just thought maybe you needed to be in the loop or whatever, well, I might come back at that and say, that sounds like an email, you know? Julie (13:31) Yeah, I'm also thinking though there's the flip side of then people, there's two different things. I want to go back to how I can also help. what also struck me when you were saying that is that I think there's also this cultural part of am I being excluded? That, you know, that sense of They're not inviting me. A lot of times people don't need to be there. What you're afraid if you're not there, does that mean something? Does it mean you're being cut out? You're not important? There's that whole ego part. Yeah. Brian Milner (14:04) Yeah. Right. Sure, mean, especially if there's a decision to be made, right? You could feel like, they don't want my voice in that decision. And I think that that's a legitimate concern. If I'm responsible for an area and decisions are gonna be made in the meeting and I'm left out of that invitation, I might have a concern and say, if there's gonna be a decision made around this, I probably should have an input. Is there reason why you didn't want my input in this meeting? And, you know, even asking that question can sometimes just trigger, well, this is lower level things. This is not really at the level that you weigh in on. Usually we didn't want to waste your time, you know, something like that. You might find out it has nothing to do with the fact that they didn't want your opinion. It was more of, we were trying to be conscious of your time and, and, and didn't think that this was the kind of thing that you would need to weigh in on. So you might have a micromanaging kind of problem there that you need to address as well. Julie (15:11) Yeah, this is all people's stuff. It's what makes it fun. Brian Milner (15:14) Yeah. I want to, want to just, I'm sorry. I don't want to mean to interrupt you, but there's one thing I've been thinking about this whole time as well, because we've been talking about bad meetings and bad meeting hangovers. And I think initially the first thought that kind of comes to our heads about that is facilitation and maybe the meeting not being organized well. But I think there's another thing that makes a meeting a bad meeting that it's important to call out as well. Julie (15:37) Mm. Brian Milner (15:40) I'll just give you an example. I remember there was a job I took the very first day of the job. It my first day on the job. We had a meeting with some of the other leaders in that organization, and I got called into this, and they introduced me. Hey, this is Brian. I remember them saying, he's the new whatever, whatever the last guy was that had my position. OK, he's the new whoever. And we got into discussion about upcoming things, the status of different projects and other things. in the middle of that meeting, there became a shouting match and there were F bombs dropped left and right. And I remember walking out of that meeting going, what the hell did I get myself into? You know? so what I'm trying to call out there is there are sometimes bad meetings. It's not about the facilitation or the order or the agenda or anything else. There's sometimes bad meetings because we don't bring kind of the Julie (16:15) Mm-hmm. Brian Milner (16:29) best parts of ourselves to the meeting. We bring the worst parts of ourselves to the meeting. And sometimes we don't censor that and we don't let those, we don't kind of, I don't know how to put it. We're not engaging civilly, right? And I know that sometimes when I've been in those and I've had multiple of those kinds of meetings like that, that I would say, yeah, that was a bad meeting. But it wasn't because the facilitator did a bad job. It's because the participants were kind of letting their inner demons manifest through themselves in the meeting and they weren't really treating everyone with respect. They were very disrespectful to their coworkers. And I think that that's maybe more common than we care to admit. Julie (17:05) Mm-hmm. Yes, when you're sharing that to me, that goes back to meeting working agreements. like, what can I, so if we go back to, if you're in a situation where you're in a bad meeting, even if the facilitator is doing the best that they can, there's things that you can do. So to me, if we've had, and I know you were brand new, but you said that that was not. uncommon. If we had meeting working agreements and you let out an F-bomb and that was against the meeting agreements that anyone else in the room can say, you just broke one of our, you can, you, anyone can call people on that behavior. shouldn't have to be just the facilitator because the facilitator might be like just trying to run through, okay, now what am I going to do? It might be needing to just take a little breath to figure out what do, right? But I can imagine if that was the norm in that environment that people got that disrespectful in the meeting that when people left, there was a hangover effect. Like you kind of was like, what am I doing? Brian Milner (18:07) Right. Julie (18:27) What's happening here? What's going on? What did I sign up for on day one? This is day one. What's day two going to be like? Are we holding back? Right. Here's the new guy. Let's be on our good behavior. We'll only drop three F bombs instead of four. So, at, I was very fortunate that at, Brian Milner (18:27) Right. Right. Right. Yeah. Yeah, they were on their best behavior, right? Guess I was new. Yeah. Julie (18:50) rally software, just, this was norm. It was normal to learn, everyone learned how to facilitate and be good participants and all that, except it was really quite funny at our coaches events because we had to have the working agreement that the facilitator actually got to choose how to facilitate, but we didn't get to facilitate the facilitators. But anyway, I have started recommending Alex Bukinski's book, remotely productive. took a lot of what Jean taught us and help is helping people apply that remotely. So like chapter four is how to help in a bad meeting. So if you're a participant and it's going bad, how can you help get back on track in a respectful way? So not being, not being a jerk about it. But even, so he just even gives examples of things like. when somebody makes a recommendation. like noticing when people agree on an action and you type it into chat. It doesn't have to be the facilitator who types it into chat. Like as a participant, you can go, okay, the action was or a decision was made noting decisions, decision, write the decision down, but helping the facilitator be like, we would talk about that. Actually, I forgot until I just started speaking out about it that often, especially in Brian Milner (19:54) Yeah. Yeah. Julie (20:11) big significant meetings, would have a scribe, a facilitator and a scribe. So this is what he's talking about actually is somebody scribing. Brian Milner (20:22) Yeah, yeah, that's a very important component because if we just shout things out and no one's really capturing what the next steps are, those are going to get lost. And we could have to repeat this meeting because we just didn't really follow up in any way. We didn't take any action. So I agree. That's an important component of it is at least designating that it doesn't have to be one person, but just designating that, hey, here's the expectation. Here's what we're going to do. Yeah. Julie (20:49) Um, yeah. So there's a bunch of really good tips in here and like the Kindle version's 1499 or something. So I've been telling people like, if you can have just one meeting that sucks less, you're going to get your 1499 back. So if you could have one less meeting hangover, you're to get your 1499 back, think for sure. Brian Milner (20:49) That's a great tip. Yeah. Yeah, absolutely. I should clarify with my story earlier that I'm a big boy. It wasn't the language that bothered me. It was directed at someone else, like kind of F-U, that kind of thing. That's a very different dynamic than just saying, those effing suppliers, I sure hate that. That's fine. Or maybe more fine for others than some, but. Julie (21:21) Mm-hmm. Right. Brian Milner (21:38) That didn't bother me, was more just that the attitude behind it was a negative one towards someone else. But yeah, that's a great tip there, just understanding that when I'm a participant there, when I show up, that I have a role to play in it as well. There's things I can do and if there's not notes being taken, then I can maybe step up and do that. Hey, someone said we're going to need to do this? All right, let me put that in the chat. Remember, this is what needs to happen. Julie (22:05) Yeah, and he gives nice, some like a template here on when we're making decisions like data, diagnosis, direction, do next. So he's given a nice, he gives a lot of really great tools. I'm really, and like liking it quite a bit. back to your, your example that is, in the, the behavior part. was a lack of respect versus really the content. Yeah, I get that. The conflict that's going on. Brian Milner (22:42) Yeah. The tip from the book you just mentioned kind of aligns also to something that's in this article, the Harvard Business Review article. One of the things it says is they have some tips in this as well. And one of the things they say is demand accountability every time. And I think that's a good kind of takeaway as well is they're specifically talking about these action items, things that we would do as a result. As a participant, think it's important to, I like that language, demand accountability. If we have this meeting, all right, what is it that you're hoping to get out of this? I'm showing up, I'm here, what do you need from me? What are we gonna do as a result of this? Any participant can ask that. Any participant can say, so that we don't just waste this time, what are we going to do next? Julie (23:11) Mm-hmm. Brian Milner (23:29) I think you demand accountability when you do that. Julie (23:33) Yeah, and I would say too, the first thing we should ask is what's the purpose of this meeting? And so if you go up to turn agendas into action plans, Jean taught us is you have a purpose statement. And then actually she taught us that what are the questions we need to answer in order to meet the purpose? Those are our agenda topics. When we've answered those questions, we're complete with this meeting. And then like where the Brian Milner (23:39) Yes. Yeah. Yeah. Julie (24:01) come back down here to make every minute count. Don't run over. Alex also gives some nice gentle waves of doing like we would say time check. We have 10 more minutes left. You could just put that in chat time check. We have 10 more minutes left. You don't have to be the facilitator to be like time check. So I do like that. He's helping people think about what they can do versus just being victim to Brian Milner (24:05) Yeah. Julie (24:29) the lack of facilitation. Brian Milner (24:31) Yeah. And as a participant, I can, I can check in at the start of the meeting and say, all right, just, want to, I want to, have a time box check here. Our meeting is scheduled from this time to this time. That's our time box, right? We can't, is there, or I have something right after this. just so you know, here's my time box. can't go further than this. and you know, I think as a participant, it's. Julie (24:46) Hmm. Brian Milner (24:56) you can have those same effects just like you said, hey, time box check, it's this, we got this much time left. And as a facilitator, I know I've reached the end of our time boxes sometimes when we haven't really gotten as far as I had hoped, but I've been okay saying this was a good start. This was a good start to what it is we need to decide. Obviously this is gonna take more time. We are at our time box, so we're gonna have to wrap this meeting up, but we'll schedule follow-ups and we'll take it from here. If I'm entering a meeting where I need a decision by the end of that time box, then by all means, make sure people are aware of that from the start. If I'm a participant or if I'm the facilitator, we're here together, but we all need to understand that we need to leave this with a decision on this. Julie (25:37) Yeah. So the other thing, Kia, I believe, around the decision is, and also be clear about how we're going to make the decision. So is this going to be a collaborative decision? We're all going to vote? Or are we getting, everyone going to give their opinion? Somebody else is going to make the decision? And then we'll check, like, how are we, how is the decision going to be made? So that's not a surprise as well. Brian Milner (25:50) Yeah, yeah, yeah. Yeah, yeah, extremely important. I know when I talk about in our product owner classes about doing things like buy a feature as a way to prioritize, one of the things I always try to say to the stakeholders is, hey, we're going to play by a feature, but this is no promise that this is going to be what the final prioritization is. You're helping me to prioritize, but I want to set the expectation. I have to take into account your opinions and other people's opinions and market factors and lots of other things. So make sure we're on the same page. We need to understand this is a component of the decision. I will make the final decision outside of this meeting, but I really appreciate the input and I need your input to help me make the decision. Julie (26:32) Right. Yeah, love that example. So moving down when they say press paw, how to recover how to press. Brian Milner (26:55) Yeah, yeah, yeah. If you find yourself having a hangover from one of these bad meetings, yeah. Julie (27:01) Well, even if it's a great meeting, I am a fan of Adam Grant and I can't like pull up the where he said it. And he said it someplace that the studies show that people actually need like 10 minutes between topics. So if you're going to finish a meeting, you should have at least 10 minutes before the next meeting to be able to. Brian Milner (27:19) Yeah. Julie (27:27) focus and reframe. So I also feel like sometimes these meetings are bad because people are rushing from meeting to meeting. They don't have time to take a bio break or get a bite to eat. So now they're hungry and all that kind of stuff. But we do this to people on a regular basis. Brian Milner (27:46) Yeah, yeah. But, and I agree with that. if it's a good meeting or a bad meeting, I'll find myself, because I work from home exclusively. Well, I shouldn't say exclusively. Sometimes I'll go and work on site with different companies. But when I'm working from home, I'll leave the meeting of something I've just talked about and I'll have to go get more tea or something. And there's a little decompression of, wow, let me kind of throw that off, right? Let me take a deep breath. And now I can reset and I'm ready for whatever the next thing is. But I find I do that kind of naturally and I can't imagine not doing it. I can't imagine kind of going one thing to the other all the time and never having that break. That would kill me. Yeah. Julie (28:31) It happens all the time. It happens all the time. back to meeting working agreements. That's another one that I suggest is people don't start like at the top or the bottom of the hour. Like they offset it a bit to build in breaks. But when you're setting that time box, you got to set, you got to leave space in your agenda time. You have to leave space in your time, your meeting time to close your meeting properly. Brian Milner (28:59) Yeah. Yeah. Julie (29:01) We don't think about how much time that takes either. So it all adds up for sure. Brian Milner (29:09) I like the idea too that they have in here of walking it off. I know just in my work history, kind of like the example I gave you, there have been times when I've been through meetings where I feel like, yeah, I just got to get this off of me. And I have taken... remember, know, in certain circumstances, I'm not a smoker at all, but I, I had, I've always had developers that smoke in some way, shape or form. I, I wouldn't be uncommon for me to go and just stand outside with them while they smoke. or I'll walk down to the corner and get a drink or something and come back. there's something about taking that walk, getting outside the office. or if I'm here working at home, you know, maybe I'll even just go take the dog for a quick walk around the block. And by the time I come back, that's such a good way to. just kind of let whatever that is go away and reset. Now I'm ready to do what I need to do next, but it all goes to know, eliminating that hangover effect that I might have that came from a bad meeting. Julie (30:12) Yeah, so another facilitation tip around that, especially if you've just done a big meeting, if you can, walk it off with someone else. But do it in a debrief way, like what did you learn? And so we would talk about walking the walls. If we're physically together, we have stuff all over, like grab a friend. Brian Milner (30:21) Mmm. Yeah. Julie (30:34) or grab something you don't usually talk to and then walk the walls, so to speak. So at the end of class when I do have enough time, I like them in their breakout rooms to just debrief each other. Like what are a few things you want to try and remember? Because we all remember different things. So there's different ways you can do it. The way they talk about walking it off is it Brian Milner (30:38) Yeah. Julie (31:01) to avoid the hangover, but hopefully we're gonna switch the culture and people are gonna have good meetings and they're gonna wanna talk about positive stuff at the end. I mean, there's both ways of thinking about that physically, I think. Brian Milner (31:13) Yeah. Yeah, I agree. Well, I hope people have gotten a lot of this. You know, we kind of debated, we do this? Should we talk about this? It's so close to kind of the last topic, but I do kind of see it as a part one and part two. You know, there is a part one of that that is, bad meetings sometimes are very much a cause and effect of not facilitating well. But I would hate for people to entirely think, well, it's just the facilitator. there are only one person in the room. And if all the other people think that's not really my responsibility and I don't really have a part to play in this, then the facilitator can only do so much. Julie (31:45) Yeah. Yeah, and depending on what type of meeting it is, like really big, significant, like quarterly planning meetings, then the facilitator needs to do more work, in my opinion, to set everybody up for success. So depending on the size, the length, the... Some meetings need more structure than others, but I agree that as participants, you gotta have accountability to and how it's going and do I need to be here? What's the purpose? If the purpose isn't introduced, then you would ask kindly, what's the purpose of the meeting? What are we trying to accomplish here? I'm just wondering, I'm just checking in. just, not like, the hell am doing here? Brian Milner (32:38) Right, right. Julie (32:39) was to make sure that I'm, you know, whatever. But I do like what Kate said. don't know. You should be able to ask the questions. You should be able to decline all of that. So here's what I'm thinking now, Brian. Another thing people could do, though, is if they start to pay attention to the cost. Brian Milner (32:44) Yeah. Julie (33:05) of being in meetings just through their own health and well-being, then yes, they can be proactive. They can learn a few tips from Alex, but then maybe they, even if they're not the Scrum Master or someone who would normally be assigned to becoming a facilitator, maybe they can get some of the facilitator training because... The training that Kate was talking about really is applicable to any kind of role. It doesn't have to be the scrum master or product owner or team lead or manager. It's really applicable to all people. And then the other thing too, if it's something that say you're in the developer level role, even if you're a business analyst, quality, whatever, quality engineer, whatever, and you wanna become a facilitator. get the training and see if you like it. Then you can kind of be stealth-like in there with, and I feel like that's some of the things Alex is trying to teach people as well. If you're going to be the facilitator or the participant, that there's ways that you can make a difference in a positive way. Brian Milner (33:59) Yeah. Yeah. Absolutely agree. agree. Well, this has been a great conversation. We got to have you on more often. So I apologize it's been so long, but I really appreciate you taking the time and bringing this topic up. And it's a great, great focus for us, I think. thanks for bringing it, Julie. Julie (34:21) Beautiful. Well, I don't have a meeting hangover, do you? Brian Milner (34:36) I do not. I feel great. I don't need to walk anything off right now. Awesome. There we go. I'm right there with you. All right. Thanks, Julie. Julie (34:39) Me either. I'll just go back to drinking tea. Okay. right. Thank you. Yep.

Brace Yourself for the Decoding of Private Thoughts by Consumer Gadgets - Everyday devices like headphones and watches could soon interpret your brain activity and inner experiences. Nita A. Farahany, author of "The Battle for Your Brain: Defending the Right to Think Freely in the Age of Neurotechnology," unveils the remarkable potential and alarming risks of this emerging neurotechnology. Get ready to rethink assumptions!You can find Nita at: Website | LinkedIn | Episode TranscriptIf you LOVED this episode you'll also love the conversations we had with Adam Grant about rethinking.Check out our offerings & partners: Join My New Writing Project: Awake at the WheelVisit Our Sponsor Page For Great Resources & Discount Codes Hosted on Acast. See acast.com/privacy for more information.

Episode Highlights:[00:12] The Power of Passion ProjectsBrook shares how revisiting a long-shelved book project reignited his creativity and focus—reminding us all that when passion calls, it's time to go all in.[02:07] The Science of Giving: Why Altruism Leads to SuccessRyan dives into research from Adam Grant, revealing that while pure givers might not always be top sales performers, they create environments that dramatically outperform teams with a transactional mindset.[05:45] Are We Born to Win but Programmed to Fail?Brook unpacks a thought-provoking insight from The 490 Formula—how we're naturally equipped for success but conditioned by society to think small and settle for less.[07:05] The Timeless Truth of Staying in the GameRyan reflects on a classic quote from Confucius: “It does not matter how slowly you go as long as you do not stop.” The key to success isn't speed—it's relentless persistence.[09:11] A Sold-Out Event and What's NextAs Profitable Coach Live kicks off in Florida, Ryan and Brook share their excitement, reflect on past event growth, and announce the waitlist for the next event in Vail, CO, June 5-7.Links Mentioned:Profitable Coach Live – Vail, CO (June 5-7, 2025)Get on the waitlist: profitablecoachlive.com/waitlist

...And we're back!After a two year hiatus, The Yoga Brain Podcast is bringing you a dose of ancient philosophy to your modern day.In this solo episode, Jennifer shares a short anecdote of a night out in New York City, where she realizes how ambitious people often perceive themselves as lacking such qualities.We discuss lessons from "Think Again" by Adam Grant, a psychology book on "knowing what you don't know" and why overly confident people tend to fall short of such skills their pontificating about.While Yoga Brain events have paused for the moment, we are bringing you insight to your ears with the podcast once again. You can follow along with our host and founder, Jennifer Martin to learn more about how to develop a yoga practice outside the studio and into your every day.IG: @yogabrainfestivalIG: @jennifermartin.livejennifermartin.live

It's a new Well-being podcast from Audible hosted by Chrissy Teigen. Throughout the series, Chrissy explores the cutting edge of personal development with some of the world's leading experts and authors in the wellness space. In this episode, psychologist and author of Hidden Potential, Adam Grant, inspires Chrissy to rethink how persistence, mentorship, and embracing discomfort can unlock hidden greatness.You can find Self-Conscious with Chrissy Teigen and subscribe wherever you get your podcasts, or head to audible.com/Chrissypodcast to find out more. Hosted on Acast. See acast.com/privacy for more information.

Status and power are major players in our work life and understanding how each works and how each can create more ease, meaning and joy in our work lives is a game changer.   SHOW NOTES Status is everywhere, whether we acknowledge it or not. It's reflected in whether we are acknowledged in a meeting, how fast our emails get answered, or whether we are invited - really anywhere. Unlike power, which controls resources (think money, hiring decisions, or influence), status is all about perception—how others value us. And the kicker? We can't just take status; it's earned (and re-earned) through the judgments of those around us.  Power is something given to you (and probably because of our status), unless of course you stage a coup, which is tricky in the workplace. :-) But here's where it gets tricky: women face the likability bind—the frustrating double standard that says we can be warm or assertive, but not both. Allison Fragale discusses her book, Likable Badass on Work Life with Adam Grant.  She shares how women often self-sabotage by downplaying success, rejecting compliments, or apologizing unnecessarily. The key to breaking free? We build status by owning our story, being bold about our ambitions and letting others see what's possible through our confidence. So, how do we build status? Two drivers lead the way: competence and care.  Competence is about doing good work, and also conducting ourselves in a way that inspires confidence in our competence.  We do this by showing up, adding value, and not being afraid to contribute our talents.  Have we made a commitment to be aware of where we can add value in the workplace?  Do our coworkers and bosses trust us to do what we say we will do and do it well?    Care is about earning respect and influence through authenticity and generosity. We are women - of course we know what “care” is - well, mostly anyway (and kudos to those of us who live a little more free in this area).  Care is sharing credit, lifting others up, being generous, seeing other people, doing something extra (selectively), letting others know we know the importance of our work and our commitment to that work.   As we show up and do our work with competence and care, we build status.  And status is what elevates us in the minds of others and leads to more opportunity and reward.  As we manage our status, we need to think of these two elements - competence and care and how we create that in the workplace.     Managing our status is about presenting our authentic self at work - it is not about being something you are not.  Listen in on how to manage your status . . .    Worklife with Adam Grant Likable Badass: How Women Get the Success They Deserve by Allison Fagale

What's on your mind, unicorn?

Cacie Robichaux was born in Louisiana and has been living in Wisconsin since 2009. Cacie received her bachelors, worked for a hot minute then started a family and decided to be a stay at home mom for several years. She decided to go back to school where she received her second degree: an associate of software development. Her second degree led her to a career as a Scrum Master. Cacie is a facilitator who leads a team using the Scrum framework for agile project management. Scrum masters help their teams implement Scrum principles and practices, and coach them on how to improve their workflows. To Cacie, building solid relationships and a sense of psychological safety in the work place is very important. She likes to be a multipurpose person and help out wherever needed. Cacie is a mother of three daughters and very active in their lives coaching sports and ubering them around to lots of activities. She doesn't have to ever worry about meeting her favorite athletes because she gets to raise her own. Cacie loves a good physical challenge. She completed RAGBRAI in 2024, which is a bike ride across Iowa. She also plans to run a half marathon in Wisconsin this spring. In addition, Cacie and her daughters are volunteering at Hope Heals Camp, a camp for individuals affected by disabilities and their families. They would like to raise funds in order for campers to attend for free. To learn more about Hope Heals Camp, go to hopeheals.com/camp or click on the link below: https://secure.qgiv.com/event/hhc2025/account/1947341/ She's an introvert, and gets her energy from reading a book in her basement. She loves Malcolm Gladwell, Brene Brown, Simon Sinek and Adam Grant. To find out more about Cacie Robichaux: LinkedIn: Cacie Robichaux

As a public intellectual, activist and professor at Smith College, Loretta Ross is no stranger to confrontation and debate. But years of working to change the minds of others have led her to rethink her own ideas about approaching difficult conversations. Loretta and Adam discuss why shaming rarely changes behavior and her powerful alternative to cancel culture. They also reflect on personal moments of confrontation and explore strategies for talking others out of hate. Available transcripts for ReThinking can be found at go.ted.com/RWAGscripts Hosted on Acast. See acast.com/privacy for more information.

Big shifts must happen to ready teams for a work future that requires agile thinking and new forms of collaboration. Organizational psychologist, best-selling author and Wharton professor Adam Grant shares research-backed strategies that help develop leaders and work relationships across an organization as well as help teams practice critical soft skills like analysis and creativity that are often overlooked and undervalued. He explains why future workers will need to become “job crafters,” and the one trait leaders won't be able to work without. He'll also share what a college job as a magician taught him about engaging skeptics (and prompting critical thinking) and why he swears by keeping a “To-Don't” list. This interview was recorded in January 2025 at the Annual Meeting in Davos, Switzerland   About this episode: -Adam grant: YouTube: Podcast: -Future of Jobs Report: Related Podcasts: -How leaders can prepare teams for the future of work: ADP's Chief Economist: -Upskilling, tapping human talents, and what's really needed for the future of work: Cognizant CEO Ravi Kumar:

Have a teen who's checked out, stressed out, or both? Then this episode is for you. Jenny Anderson and Rebecca Winthrop have spent the last five years investigating why so many children lose their love of learning in adolescence. The result is "The Disengaged Teen," a book that Adam Grant calls "an engaging, evidence-based, and practical read about how to develop a generation of lifelong learners.”

In this episode, we break down key insights from Spotter Summit, including Kevin Hart's top advice for creators, what creators can take from Beast Games, and major trends shaping 2025. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, John unpacks the balance between effort and results, inspired by Adam Grant's insights on the misconception that more work equals more success. He explores why strategy, feedback, and a growth mindset are just as crucial as practice, sharing tips like keeping a voice journal and seeking guidance to stay on the right track.   Episode highlights: Effort does not guarantee results in singing. Seek professional feedback to refine your approach. Regularly assess your efforts against your results.   To learn more about John Henny, his best-selling books, on-line courses, Voiceschool.com featuring his Teaching Team of Experts, Speaker Training and the Contemporary Voice Teacher Academy, visit: JohnHenny.com

What do the most powerful people in the world do after they've achieved success? Jared Cohen is a history buff and a presidential historian. His latest book, “Life After Power,” is a fascinating exploration about what seven American presidents did after leaving the most influential job in the world. In this episode of ReThinking with Adam Grant, another podcast in the TED Audio Collective, Adam and Jared discuss the psychology of the founding fathers, debate the pros and cons of pursuing a legacy, and share what these historic figures can teach us all about pursuing and finding purpose. Transcripts for ReThinking are available at go.ted.com/RWAGscripts For more, follow ReThinking with Adam Grant wherever you get your podcasts. Hosted on Acast. See acast.com/privacy for more information.

What do the most powerful people in the world do after they've achieved success? Jared Cohen is a history buff and a presidential historian. His latest book, “Life After Power,” is a fascinating exploration about what seven American presidents did after leaving the most influential job in the world. In this episode of ReThinking with Adam Grant, another podcast in the TED Audio Collective, Adam and Jared discuss the psychology of the founding fathers, debate the pros and cons of pursuing a legacy, and share what these historic figures can teach us all about pursuing and finding purpose.Transcripts for ReThinking are available at go.ted.com/RWAGscriptsFor more, follow ReThinking with Adam Grant wherever you get your podcasts. Hosted on Acast. See acast.com/privacy for more information.

Be mindful in all that you think and do.“When you follow a leader, consider what would lead you to withdraw your support.If the answer is nothing, your integrity is in jeopardy. Your highest loyalty belongs to principles, not people.No leader deserves unconditional love.Commitment is earned through character.”-Adam GrantGrant is the host of the WorkLife and ReThinking podcastsHe has authored several books including Give and Take: A Revolutionary Approach to Success (Viking, 2013) ISBN 9780670026555Originals: How Non-Conformists Move the World (Viking, 2016) ISBN 9780525429562Option B: Facing Adversity, Building Resilience, and Finding Joy. with Sheryl Sandberg (Knopf, 2017) ISBN 9781524732684Think Again: The Power of Knowing What You Don't Know (Penguin, 2021). ISBN 9781984878106Hidden Potential: The Science of Achieving Greater Things (Penguin, 2023). ISBN 9780593653142

Welcome to The Power Lounge, a space for genuine discussions with leaders driving impactful change. In this episode, we explore Adrienne Garland's transition from a Fortune 500 executive to the founder of She Leads Media, a key player in women's entrepreneurship. Hosted by Amy Vaughan, the conversation highlights Adrienne's decade-long effort in building a purpose-driven business, promoting women's entrepreneurship through education, and transforming the business landscape. Whether you're starting your own venture, leaving the corporate world, or seeking to amplify your impact, this episode offers practical insights and motivation for your journey ahead.Connect with the host Amy Vaughan:LinkedInPower Lounge PodcastLearn more about Together Digital and consider joining the movement by visiting togetherindigital.com.Timestamps:00:00 - Introduction01:49 - Anger as Motivation for Change07:45 - From Economics to Marketing: Lessons12:02 - Challenging Toxic Tolerance19:13 - Structure Enables Creativity23:53 - Mini MBA: Building Lasting Connections29:51 - Teaching Entrepreneurship and Self-Discovery35:30 - Learning Business Profitability Mistakes38:20 - Power Imbalance Challenges Women's Worth45:45 - Empowerment Boosts Girls' Confidence49:45 - "Disciplined Entrepreneurship for Success"55:07 - Finding Support as an Entrepreneur01:01:58 - "Encouraging Conversations with Adrienne"01:02:29 - OutroBook Mentioned:Consider reading the book "Originals" by Adam Grant for more insights into creativity and challenging the status quo.Quotes:"Let go of relationships that don't support your vision; a single meaningful connection can change your life."- Amy Vaughan"Bring your dreams to life by fostering meaningful relationships and leading with purpose."- Adrienne GarlandConnect with Adrienne Garland:LinkedInShe Leads MediaShe Leads Podcast NetworkInstagramSupport the show

I met Daniel Andrews through someone who has been monitoring Unstoppable Mindset and who told me that Daniel would be an interesting guest. How true it was. Daniel is a South Carolina guy born and bred. He makes his home in Columbia South Carolina. While in college he took a summer job with Cutco Cutlery after his sophomore year. I guess he liked the position because he stayed with Cutco for 15 years in sales positions.   While at Cutco his mentors introduced him to the concept of personal development. As you will see, he is widely read on the subject and he also learned to put his book learning to good use.   In 2013 he made the move to becoming his own boss and developed a true entrepreneurial spirit that still drives him today. He helps clients grow their businesses by seeking real quality contacts. He tells us that his goal is to introduce clients to 72 or 120 clients per year. As Daniel points out, a network of thousands of people is not nearly as effective as a smaller network of persons with whom you develop real credible relationships.   Daniel offers many wonderful and relevant tips on relationship and network building that I believe you will find useful. And, if you want more, Daniel provides his phone number at the end of this episode so you can reach out to him.       About the Guest:   Daniel grew up in Columbia, South Carolina after his dad moved from active duty USAF to reservice duty, in 1976. He attended college in Atlanta Georgia, where he took a summer job with Cutco Cutlery after his sophomore year, in 1988. His mentors, Ray Arrona, Ken Schmidt (RIP), Earl Small, and Don Freda introduced him to the concept of personal development, and his early career (the “summer job” lasted 15 years) was influenced by the writings of Zig Ziglar, Og Mandino, and Dale Carnegie.   He moved to St. Louis, Missouri in 2003 with his first wife, and switched careers. In his second career, a mix of B2B and B2C, he was influenced by  the writings of John Addison, Harland Stonecipher, and Jeff Olsen, encouraged by his mentor Frank Aucoin.   After his move to Houston, Texas, in 2013, he decided to become a true entrepreneur, and not just an independent contractor. The E-Myth Revisited, by Michael Gerber, Quench Your Own Thirst, by Jim Koch, and Profit First by  Mike Michalowicz were instrumental in making this jump, and he's currently engrossed in Super Connector by Scott Gerber and Give & Take by Adam Grant, as he builds a business based around showing people how to identify, find, meet, and grow relationships with a handful of key referral partners, to make sure there is a steady pipeline of 72-120 warm introductions to ideal client prospects every year.   He's been married to Adina Maynard since July 5th, 2019, after he returned to his hometown in the fall of 2016.     Ways to connect with Daniel:   Other handles: DanielPAndrews@outlook.com Pinterest link: https://www.pinterest.com/danielpandrews/   Daniel Andrews' personal FB link: https://facebook.com/danthemanwiththeplan1967   Daniel Andrews LinkedIn URL: https://www.linkedin.com/in/niasoutheast/   FB link - business page https://facebook.com/danandrewsnia   My video platform https://events.revnt.io/cutting-edge-business-coaching-llc   About the Host:   Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog.   Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards.   https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/   accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/   https://www.facebook.com/accessibe/       Thanks for listening!   Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below!   Subscribe to the podcast   If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset .   Leave us an Apple Podcasts review   Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.       Transcription Notes:   Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.     Michael Hingson ** 01:21 Well and hello everyone. This is Michael Hingson, your host for unstoppable mindset. We're glad you're with us today, and really glad to have the opportunity once again to be with you and talk about all sorts of different sorts different kinds of things, as we do every week. That's why we call it an unstoppable mindset, where inclusion, diversity and the unexpected meet, because unexpected is much more fun. Keeps us all on our toes. Our guest today is Daniel, and would like to welcome you to unstoppable mindset, and we really appreciate you being here. Yeah,   Daniel Andrews ** 01:58 it's good to be here. Happy to participate. And really, I'm honored by the fact that you invited me to be here. So thank you for that. Well, we   Michael Hingson ** 02:05 made it. It's It's been fun, and we, we got introduced through Noah, who, I guess, does publicity for you.   Daniel Andrews ** 02:19 He and I have talked about that at some point. I'm trying to remember the entire chain that got me to you. You know, the person introduced me to him, to her, to him, to her, to him, to her, to you, right? I need a family tree of an introductory tree on my wall over here. I just keep up with all the connections. Yeah?   Michael Hingson ** 02:38 Keeps you alert and keeps you alert, you know, yeah, for sure. Well, I really am glad that you're here. And Daniel has a, I think, a great story to tell. He lives in Columbia, South Carolina, which he's really mostly called home, although he was born elsewhere, but sort of since roughly a fair, well, a fairly short time, he moved to Columbia and has been there. So I won't go into all those details. We don't need to worry about him, unless he wants to tell them, but Columbia has been home most all of his life. He did live a little ways, a little while away from Columbia, and on that, I'm sure we're going to talk about, but nevertheless, Columbia is home. I've been to Columbia and enjoy it, and I miss South Carolina sausage biscuits. So I don't know what to say, but nevertheless, one of these days, I'm sure I'll get back down there, and the people I know will make some more. But meanwhile, meanwhile, here we are. So why don't you start by telling us a little bit about kind of the early Daniel, growing up and, you know, all that, just to give people little flavor for you, sure,   Daniel Andrews ** 03:46 older brother two years older than me, exactly. I mean, within a couple days of two years, we're the only two no other siblings. Dad was an Air Force fighter pilot, and people think that must be pretty cool, and at some level, it is. But to help frame it better and give you a better detail of the experience of being the son of a fighter pilot, I encourage people that I talk to to remember the movie Top Gun. Not the second one where everybody was a good guy, they were older and more mature and, you know, but in the first one where there was the good guy that was a jerk and the bad guy that was a jerk, but they were, they were both jerks. And you know, it's a weird environment to grow up in when the biggest compliment one man can pay another is you don't suck that bad, right? That's literally the biggest compliment they're allowed to pay each other. So I grew up always thinking like I was coming up short, which has got some positive and some negative attributes. My clients love it because I tend to over deliver for what I charge them, but it kills my coach because he thinks I'm not I'm not fairly pricing myself in the marketplace, but I it made me want to be an entrepreneur, because the benchmarks are clear, right? You? In a sales environment, you know whether you're ahead or behind. You know what you got to do to catch the number one guy or gal if you're trying to beat the competition, you know how big your paycheck is going to be if you're working on, you know, commission or base, plus commission and and I really enjoyed the environment of being, I don't want to say competitive, but knowing that, you know, I was competing with myself. So many of my friends are employed by academia or small companies or big corporations, and even when they benchmark really good results, the pay, the compensation, the time off, the rewards, the advancements aren't necessarily there. So I really like the idea of having a very specific set of objectives. If I do this, then that happens. If I work this hard, I get this much money. If I achieve these results, I get, you know, moved up into into more authority and more responsibility, and that really made a world of difference for me, so that that has a lot to do with it. And as a result of that, I've opted for the self employment   Michael Hingson ** 05:54 certainly gives you lots of life experiences, doesn't it?   Daniel Andrews ** 05:58 It does. And I think, I think that people that work for other people is certainly learn, learn a lot as well. Meaning, I've not had to have extended co worker relationships or manage those over time. My first wife was fond of saying that Daniel's good in small doses, right?   Michael Hingson ** 06:15 So here we are, Ayan, so you're, you're telling us a little bit about you and growing up,   Daniel Andrews ** 06:22 sure it just you know, father is fighter pilot, right? And always pushing me to do more, be more. And that led me to choose a route of self employment, usually as a in the early parts of my career, independent contractor for other people. So I still had a structure to work in, but I knew what my objectives were. I knew how much money I would earn if I produced X result. I knew what it meant to get more responsibility, and that worked well for me. And then about eight years ago now, I decided to become a full fledged entrepreneur and really do my own thing and create some fun stuff. And it's been a fun ride in that regard, but I do love the freedom that comes from setting my own objectives on a daily basis. Yeah,   Michael Hingson ** 07:07 there's a lot to be said for that, and then not everyone can do that, because it does take a lot of discipline to be an entrepreneur, to do the things that you need to do, and know that you need to be structured to do the things that that have to be done at the same time. You do need to be able to take time off when that becomes relevant. But still, it does take a lot of discipline to be an entrepreneur and make it work successfully,   Daniel Andrews ** 07:35 right? And I don't know that I've mastered the discipline for it, but at least I'm working on my objectives and not somebody else's. The only person I'm letting down is me. You know, when I, when I, when I miss a deadline or don't execute, so that feels better to me than having the weight of somebody else's expectations on me   Michael Hingson ** 07:52 counts for something, doesn't it? I think so well. So you, you grew up in Columbia, but then you went off to college. Where'd you go to college?   Daniel Andrews ** 08:02 Down in Atlanta, Georgia, small school there. But I had a choice of three places, and each of them had offered me scholarship funds that equaled the same cost to me. IE, the packages were different, but the net cost to me in each case was going to be about the same. So rather than pick based on the financial aid or the scholarships are being offered, I picked on which city it was in. And I figured being a college kid in Atlanta, Georgia was a good move. And it turned out it was a good move. There was lots to see and do in Atlanta, Georgia, only about four hours from home. And it just it worked out to be pretty good that my other choices were Athens, Georgia, which is strictly a college town. And you know, when the summer rolls around, the place is empty. It goes down, and the other was a school and Farmville, Virginia, excuse me, the closest town is Farmville, Virginia, where the 711 closed at six. And I'm not exaggerating when I say that, yeah, not too sure. I want to be that far out in the sticks right as a 19 year old away from home for the first time, I wanted. I wanted. I wanted to have something to do with my freedom, meaning, if I was free to do what I wanted to do, I wanted to have something to do with that so and not not sit around Farmville, Virginia, wonder what was going to happen next. Yeah. Well,   Michael Hingson ** 09:19 so what did you major in in college?   Daniel Andrews ** 09:23 That question always comes up, and I'm always hesitant to answer that, because people think it has something to do with what I do today, and it does not in any way shape or stretch. I got a BS in psychology, which I tell people was heavy on the BS and light on the psychology, but at   Michael Hingson ** 09:38 the same time. And so my master's degree is in physics, although I ended up not going into physics, although I did a little bit of science work. But do you would you say, though, that even though you got a BS in psychology and you went off and you're clearly doing other things, did you learn stuff, or did that degree benefit you? And do you still. I have skills and things that you learned from that that you use today. I   Daniel Andrews ** 10:04 used to tell people that I had three facts that I used in college, that I learned in college, that I used on a daily basis, and for the longest time, I could recite all three. But nobody asked me what they were for the longest time, and I'm sure I still use all three of them, but I can only recall one, so the answer is, for the most part, no. But I think I went to college for a piece of paper. Someone else was paying for it. In this case, the school, not my parents. It was a scholarship, and I went to school not to learn anything. I went to school to get a piece of paper. I started off as a physics major, by the way, and when I got to the semester where they were trying to teach me that light is both a particle and a wave, I'm like, Yeah, we're going to need a different major, because I did not get my head around that at all. And and the degree that was had the least hurdles to get to switch majors and finish at that moment in time with psychology. So that's the route I took. I was just there for the piece of paper.   Michael Hingson ** 11:05 Physics wasn't what you wanted to do, huh?   Daniel Andrews ** 11:08 I did. But if the textbook had said light has attributes of both a particle and a wave, I might have been able to grasp it a little bit quicker. But it said light is both a particle and a wave, and it was the week of finals, and I was struggling with the intro in chapter one for the textbook, and I'm like, yep, might be time for different major at this point,   Michael Hingson ** 11:29 my master, my master's is in physics, and you mentioned and I enjoyed it, and I and I still have memories and concepts that I learned, that I use today, probably the biggest one is paying attention to detail and physics. It isn't enough to get the numeric right answer, you got to make the units work as well, which is more of a detail issue than just getting the numbers, because you can use a calculator and get numbers, but that doesn't get you the units. And so I found that skill to be extremely important and valuable as I worked through physics and went through and I actually got a master's and also a secondary teaching credential, and I thought I was going to teach, but life did take different directions, and so that's okay.   Daniel Andrews ** 12:18 Well, when you frame it that way, I will say that there is something that I learned that I that I use, maybe not in my work, but in my field of vision, and that's this, you know, lab and experimental methods taught me to ask the question, how did they ask the questions? Right? What was the structure of the test, the experiment, the the data collection right? Because you can do an awful lot of things. For example, they have found that if a doctor says to a patient, we have a chance to do surgery, there's a 10% chance of success, meaning that you'll live, they get a better up to uptake than if they say there's a 90% chance that you'll die. Yeah, it's the same information, but you always have to look at the way the questions are framed. Polls are notorious for this right data collection from my days in Cutco, I read a study and I put quotes around it right? A study that said that wooden cutting boards retain less bacteria than plastic cutting boards or polypropylene polyurethane, which is clearly blatantly wrong if you're treating your cutting boards correctly. And I looked into it, and they simply wiped the surface and then waited a day and measured bacteria count? Well, if you don't put it what you can dishwasher a plastic cutting board and sterilize it, right? Why would you simply wipe the surface? In the case of the wood, the bacteria was no longer at the surface. It had sunk into the woods. So there's not as much on the surface. I'm like, oh, but it's still there. It's just down in the wood. You have to literally look at the way these tests are done. And I guess the wooden cutting board industry paid for that study, because I can't imagine anybody else that would would a care and B make the argument that a wooden cutting board was better than a plastic one for sanitation reasons,   Michael Hingson ** 14:13 because it's clearly all it's all sales. And of course, that brings up the fact that you get that kind of knowledge honestly, because when you were a sophomore, you got a summer job with Cutco.   Daniel Andrews ** 14:24 I did, yeah, and I remember 3030, what is that? 36 years ago, now having to explain what Cutco was, but Cutco has been around for so long in America that most American households have at least some Cutco on them at this point. So I find most people already know and understand, but it was a direct sales job. It was not structured the way an MLM or a network marketing company has, but my job is to literally take, you know, a kit full of samples, right? Some some regular, normal, standard products that we would use and sell, and take them into people's homes and sit at the kitchen table and demonstrate. Right? The usefulness. Go over the guarantee, go over the pricing options, and you know what choices they could pick stuff out, and it turned out to be a lot of fun. Turned out to be more lucrative than most people imagine. I don't want to brag too much about how much reps make doing that, because then customers get upset we're being overpaid, but yeah, that's not true either. But it was a blast to to do that and the learning environment, right? What I learned about setting my own goals, discipline, awareness of the way communication landed on other people. I don't the psychology of communication, being around people, helping them understand what I knew to be true, finding ways to address concerns, issues, objections, without making them feel wrong or awkward. You know, it was a good environment, and that's why I stayed for 15 years. For   Michael Hingson ** 15:52 me, after college, I went to work with an organization that had developed a relationship with Dr Ray Kurzweil, the futurist and who now talks a lot about the singularity. And at that time, he had developed a machine that would read print out loud. Well, it would read print, and he chose, for the first application of that machine to be a machine that would read print out loud so that blind people could read print in books, because his technology didn't care about what type styles or print fonts were on the page anyway. After the job was over, I went to work for Ray, and after about eight or nine months, I was confronted with a situation where I was called into the office of the VP of Marketing, who said, your work is great. We love what you do, but you're not doing anything that produces revenue for us, because I was doing Human Factors work helping to enhance the machine, and so we're going to have to lay you off, he said. And I said, lay me off. And he said, again, your work is great, but we don't have enough revenue producers. We're, like a lot of startup engineering companies, we've hired way too many non revenue producers. So we got to let people go, and that includes you, unless you'll go into sales. And not only go into sales, but not selling the reading machine for the blind, but there's a commercial version that had just come out. So I ended up doing that, and took a Dale Carnegie sales course, a 10 week course, which I enjoyed very much. Learned a lot, and have been selling professionally ever since, of course, my story of being in the World Trade Center and escaping on September 11 after that, I still continue to sell. What I tell people is I love to view my life as now selling life and philosophy. Rather than selling computer hardware and managing a hardware team, it really is about selling life and philosophy and getting people to understand. You can learn to control fear. You can learn to function in environments that you don't expect, and you can go out of your comfort zone. And there's nothing wrong with that, you know. So that's it's been a lot of fun for the last 23 years to do that.   Daniel Andrews ** 18:00 Okay? Now you got me curious. What's the commercial application of a machine that will take a printed book and read it out loud? What I can clearly see why people with various and sundry?   Michael Hingson ** 18:12 Well, for people who are blind and low vision, well, so let's, let's deal with it. The commercial application for that particular machine is that people will buy it and use it. Of course, today it's an app on a smartphone, so it's a whole lot different than it was as a $50,000 machine back in 1978 1979 but the idea behind the machine was that libraries or agencies or organizations could purchase them, have them centrally located, so people who never could read print out loud before could actually go get a book, put it on the machine and read it.   Daniel Andrews ** 18:46 Okay? So this would make sense libraries and institutions of public knowledge, okay. But then, as I could see, where someone would want one in their home if they had need of it. But I was just curious about the commercial application well.   Michael Hingson ** 18:57 But then over time, as the technology advanced. As more were produced, the price went down. And it went from $50,000 down to $20,000 and you started to see some in people's homes. And then, of course, it got less and less and less and eventually, before it became almost a free app on a smartphone today, it used the Symbian operating system and Nokia phones, and the the technology, in total, was about $1,800 and then, of course, it became an app on a smartphone, and a lot of OCR today is free, but the other side of it was the machine I sold was a version that banks would use, lawyers would use, other people would use to be able to take printed documents and get them into computer readable form, because people saw pretty early on that was an important thing to be able to do so they could peruse databases and so on and so the bottom line is that it was very relevant to do. Yeah, and so there was commercial value, but now OCR has gotten to be such a regular mainstay of society. You know, we think of it differently than we did then, very   Daniel Andrews ** 20:10 much. But yeah, we still have one that can read my handwriting   Michael Hingson ** 20:15 that is coming. You know, they're my handwriting. I wanted to be a doctor, and I passed the handwriting course, but that's as far as I got. But, and as I love to tell people, the problem was I didn't have any patients, but, you know, oh boy. But the the bottom line is that there were applications for it, and and it worked, and it was great technology. So it taught me a lot to be able to be involved in taking the Dale Carnegie sales course, and I know he's one of the people that influenced you in various ways. Very much, very important to recognize for me that good sales people are really teachers and advisors and counselors. Absolutely you can. You can probably talk people into buying stuff, which may or may not be a good thing to do, but if we've really got something that they need, they'll figure it out and they'll want to buy   Daniel Andrews ** 21:11 it. Yeah, the way it was summarized to me, and this particularly relates around, you know, the Cutco product or another tangible you know, selling is just a transference of enthusiasm, meaning, if they knew and understood it the way I did, it would make perfect sense. So the question was, how do I find a way to convey my enthusiasm for what I knew about the product? And as simple, I don't wanna say simple, it sounds condescending in as few words as possible, in ways that made it easy for them to digest, right? Because some people are, are tactile, and they want to hold it, look at it. Others are, you know, knowledge oriented. They want to read the testimonials and a guarantee and, you know, things like that. So just, how do you, how do you kind of figure out who's looking for what? Yeah,   Michael Hingson ** 21:56 and the reality is, everybody is a little bit different in that arena. And as you said, conveying enthusiasm, you'll either be able to do it or you'll find that what you have isn't really what's going to make them enthusiastic, which can be okay too. Yep, the important thing is to know that and to use that information. And when necessary, you move on and you don't worry about it, correct? We have cut CO knives. We're we, we're happy. But anyway, I think the the issue is that we all have to grow, and we all have to learn to to do those things that we find are relevant. And if we we put our minds to it, we can be very productive people. And as you pointed out, it's all about transmitting enthusiasm, and that's the way it really ought to be.   22:54 Yeah, I think so.   Michael Hingson ** 22:55 So you talk about, well, so let's, let's go back. So you went to work for Cutco, and you did that for 15 years. What would you say the most important thing you learned as a as a salesperson, in working at Cutco really came down to,   Daniel Andrews ** 23:16 there's so many fundamental lessons in the direct sales industry, right? It's why, you know, so many people got their start with Encyclopedia Britannica or Southwestern books or Cutco knives, right? There's a, there's a, I mean, in the 90s, CentOS, the uniform people and sprint when cell phones were new and actually had to actively be sold because people had to be talked into it, yeah. You know, they ran whole recruiting ads that said, Did you used to sell knives, entry level work, starting at base, you know, salary plus commission, right? Because it was so foundational. So it's hard to say the most important thing, but I would say the ability to take control of my own schedule, and therefore my own actions, right, was a huge part of it. But then the ability to really know what, understand the people that I was working with as customers. As my time at ketco matured, and even after I left working with them full time, I still had a database of customers that wanted to deal strictly with me and the fact that they were happy to see me right? That when I was again, after I'd moved away, if I came back to town, that my customers would be like, Oh, I heard you're in town when you come to our house and have dinner, right? And just the way, I was able to move from business relationship into one where I really connected with them. And you know that many years, seeing that many customers give me some really cool stories too, which I'm not going to eat up most of this, but I've just got some fun stories of the way people responded to my pleasant persistence, follow through, follow up, knowing that I could run into any one of them anywhere at any moment in time. And not feel that I had oversold them, or I had been pushy, right, that they would be happy and what they bought. And as a matter of fact, I've only ever had one customer tell me that they bought too much Cutco. And she said that to me when I was there sharpening her Cutco and selling her more. And she said she had bought more than she needed for her kitchen. Initially, I'm selling her more for a gift, let me be clear. And I paused, and I said, Do you remember how the this is like five or six years later? I said, you remember how the conversation went? Because I use the story of that demo when I'm talking to other people and to other reps. She said, Oh yeah, no, no. She goes, I will 100% own that I chose to buy more than I needed. She goes, I was not trying to pin that on you. I was just trying to tell you that that's what I did. I said, Oh, okay, because I wanted to be clear, I remember very clearly that I offered you the small set, and you chose the big set. And she goes, that is exactly what happened. I made the choice to over buy, and that's on me, and that level of confidence of knowing I could go through time and space, that I could meet my customers here, you know, when I came back to town, or now that I moved back to town, and I don't have to flinch, right? But I'm not that I did it in a way that left them and me feeling good about the way I sold them. That's pretty it's pretty important,   Michael Hingson ** 26:15 and it is important, and it's, it's vital to do that. You know, a lot of people in sales talk all about networking and so on. You, don't you? You really do talk about what I believe is the most important part about sales, and that's relationship building, correct?   Daniel Andrews ** 26:34 I took, took my theme from The subtitle of a book called Super connector, and the subtitle is, stop networking and start building relationships that matter. And I'm, I'm comfortable using that, by the way, there's another book titled networking isn't working, and it's really hitting the same theme, which is, whatever people are calling networking is, is not really, truly building a network and relationships that make a difference. It's social selling. I call it sometimes. It's being practiced as speed prospecting, right? Or marketing by hand. There's, there's, there's a bunch of ways that I can articulate why it's not literally not networking. It's simply meeting people and treating them very one dimensionally. Will you buy my thing? Or do you know somebody That'll buy my thing right? And those are very short sighted questions that have limited value and keeps people on a treadmill of thinking they need to do more networking or meet the right people. I get this all the time, if I can just find the right people, or if I could just be in the right rooms, right at the right events, and I'm like, or you could just be the person that knows how to build the right relationships, no matter what room you're in. Now, having said that, are there some events, some rooms, some communities, that have a higher likelihood of high value? Sure, I don't want to discourage people from being intentional about where they go, but that's only probably 10 to 20% of the equation. 80 to 90% of the equation is, do you know what to do with the people that you meet when you meet them? Because anybody that's the wrong person, and I simply mean that in the context of they're not a prospect. Knows people that could be a prospect, but you can't just go, Oh, you're not going to buy my thing. Michael Hinkson, do you know, anybody that's going to buy my thing that's no good, because you're not going to put your reputation on the line and refer me somewhere, right until you have some trust in me, whatever that looks like.   Michael Hingson ** 28:30 And that's the real issue, right? It's all about trust right down the line. You know, network is meeting more people, meeting more people. That's great. I love to meet people, but I personally like to establish relationships. I like to get to know people, and have probably longer and more conversations than some of my bosses would have liked. But the result and the success of establishing the relationships can't be ignored   Daniel Andrews ** 29:05 correct. And I think that you kind of threw in a word there that I think some people will internalize, or it will reinforce some of their preconceptions. And I think it's worth addressing. And I'll just give you a quick example. Six, six weeks ago, four weeks ago, I had a conversation with somebody I was introduced to. His name happens to be Michael as well. Michael, Mike Whitmore. He was impressed with the quality of our first well, it went 45 it was scheduled for 25 and I went 45 because we really gelled. And he invited me to come to a cocktail party that was being hosted by a company he was affiliated with three hour event, and we spoke again later to make sure you know everything was in order, because it involved me flying to Salt Lake City for a cocktail party I did. He was there. We spoke briefly. We both mingled with other. People. I had breakfast with him the next day. This is yesterday that I had breakfast with him. And as we're talking, he's like, Okay, I have 80 people that need what you've got. He's, he's basically, after a few conversations, gonna refer about $400,000 for the business to me, right? And I'm like, Okay, and so what people miss is that you can build that relationship quickly if you're intentional about building the relationship. And where I see the mistake most people make. And God bless Dale Carnegie, and Dale's Carnegie sales training course, right? But that that the model, what I call the cocktail party model, or the How to Win Friends and Influence People, model of getting to know somebody you know. How about that ball team? You know? Did your sports club win? Right? How's the weather up there? Did you hear about the you know, how's your mom, right? When's the last time you were camping with the fam? All legitimate questions, but none of them moved the business conversation forward. And so the ability to build a productive business relationship faster by focusing on the mutual shared value that you have between each other and the business aspects, and including the personal as the icing on the cake is a much better way to do it, and that's why I was very particular about the fact that, you know, when I was talking about my experience with ketco, that it was over time that the personal aspects, that the friendship looking aspects, evolved On top of the business relationship, because it is way easier to mix the ingredients, to put the icing or friendship on the cake of business than it is to establish a friendship and then go, by the way, it's time for us to talk business, right? You need to our client, or you need to let me sell what I'm offering that can get become jarring to people, and it can call into question the whole reason you got to know them to start with, right? So I much prefer the other route. And just one other brief example, speaking with a woman in a in what I, you know, a first paired interview, Quick Connect, 25 minutes long, and she's like, understand, you know, relationships, it's the, you know, it's the way to do it, right? It's the long play, but it pays off over time. And you know, as long as you stay at it, and I'm like, Why do you keep saying it's the long play? Well, because relationships take time. And I'm like, You say so. And we started to run long and realized we had more value, so we booked it. Ended up being about four or five weeks later, because my calendar stays pretty full, and she's so we've been in 125 minute phone call. We start the second zoom with her, with Peggy asking me who's your target market again. And I gave her the description for a $25,000 client. And she said, I have three people that I can refer you to in that space that might might want to be clients. And then she started to try and tell me how relationships are the long play? Again, I'm like, thank you. Hold up. We spent 25 minutes together a month ago, and you started this conversation by referring $75,000 worth of revenue to me. What makes you think relationships are the long play? I think you can make them last if you want them to last, but it doesn't take a long time to build those I said I knew what I was doing with those first 25 minutes. That's why, at this stage of the game, you're looking to refer business to me. Yeah, right, yeah. And so I don't think it's a long you're not establishing a marriage relationship, right? You're not deciding who your new best friend is going to be, right? You're trying to establish a mutually beneficial business relationship and see what it takes you right with the right set of questions, it goes so much faster   Michael Hingson ** 33:49 and and that's really a key. And for me, one of the things that I learned in sales, that I really value a lot is never answer or ask close ended questions. I hate yes and no questions, because I learned a long time ago. I don't learn much if I just ask somebody. Oh, so you, you tell me you need a tape library, right? Yes, and you, you ask other questions, but you don't ask the questions like, What do you want to use it for? Why do you really need a tape library today? What? What is it that you you value or that you want to see increased in your world, or whatever the case happens to be, right? But I hate closed ended questions. I love to engage in conversations, and I have lots of stories where my sales teams. When I manage teams, at first, didn't understand that, and they asked the wrong questions. But when I would ask questions, I would get people talking. And I was I went into a room of Solomon brothers one day back in like, 2000 or so, or 2000 early 2001 and I was with. My best sales guy who understood a lot of this, but at the same time, he wanted me to come along, because they wanted to meet a sales manager, and he said, I didn't tell him you were blind, because we're going to really hit him with that. And that was fine. I understood what he what he meant, but also he knew that my style was different and that I liked to get more information. And so when we went in and I started trying to talk to the people, I turned to one guy and I said, tell me what's your name. And it took me three times to get him to say his name, and finally I had to say I heard you as I walked by. You know, I know you're there, what's your name? And then we started talking, and by the time all was said and done. I got everyone in that room talking, which is great, because they understood that I was really interested in knowing what they were all about, which is important,   Daniel Andrews ** 35:53 correct? And I mean part of it right, particularly if you're problem solving, right? If you're there with a solution, a sales environment, open ended questions, predominantly the way to go. There's always going to have to be some closed ended right? What's the budget for this? Who are the decision makers in the process? But, and I certainly think a lot of the same ones apply in decision making. Meaning, it's probably an 8020 split. 80% of the questions should be open ended. 20% you know, you know, you just need some data from the other person, right? Because, as I'm meeting people, I need to decide who to refer them to, right? I know I can think off the top of my head of three different resume coaches, right? People that help people get the resume, their cover letter and their interview skills together. And one charges, you know, four to 5000 for the effort, right, depending on the package, right? One charges between 2030 500 depending on one guy charges, you know, his Deluxe is 1200 bucks, right? And the deliverable is roughly the same. Meaning, I've never looked for a job using these people, because I've been self employed forever, but I would imagine the deliverable is probably not three times as or four times as good at 5k at 1200 Right, right? But I need to know the answer, what you charge, because the rooms I will put people in are going to differentiate, right? I actually said it to the guy that was charging 1200 I said, Where'd you get the number? And he told me. And I said, Do you realize that you're losing business because you're not charging enough, right? And he said, Yes, some prospects have told me that. And I said, I'm sorry. Plural. I said, How many? How many are going to tell you before I before you raise your rates? And I said, here's the thing, there's communities, networks that I can introduce you to at that price point, but the networks that I run in won't take you seriously if you're not quoting 5000 for the job. Yeah? And he just couldn't get his head around it. And I'm like, Okay, well, then you're stuck there until you figure out that you need to triple or quadruple your price to hang out in the rooms I hang out in to be taken seriously.   Michael Hingson ** 37:57 Yeah? And it is tough for a lot of people, by the way, with that Solomon story, by the time I was done, and we had planned on doing a PowerPoint show describing our products, which I did, but even before we did that, I knew our product wasn't going to do what they needed. But went through the presentation, and then I said, and as you can see, what we have won't work. Here's why, but here's what will work. And after it was all said and done, one of the people from near the back of the room came up and he said, we're mad at you. And I said, why? He said, Oh, your presentation was great. You You gave us an interesting presentation. We didn't get bored at all. The problem was, we forgot you were blind, and we didn't dare fall asleep, because you'd see us. And I said, well, well, the bottom line is, my dog was down here taking notes, and we would have got you anyway, but, but, you know, he was he we had a lot of fun with that. Two weeks later, we got a proposal request from them, and they said, just tell us what we're what we're going to have to pay. We got another project, and we're going to do it with you. And that was   Daniel Andrews ** 39:02 it, yeah, and because the credibility that you'd established credibility,   Michael Hingson ** 39:07 and that is a great thing,   Daniel Andrews ** 39:09 that was part of the discussion I have with some of my clients today when I hold a weekly office hours to see what comes up. And I said, it's just important to be able to refer people to resources or vendors, as it is to refer them to a prospect, right? If you don't have the solution, or if your solution isn't the best fit for them, the level of credibility you gain to go, you know what you need to do? You need to go hang out over there. Yeah, right. You need to talk to that guy or gal about what they have to offer. And the credibility goes through the roof. Well,   Michael Hingson ** 39:39 we've been talking about networking, and I think that's everything we've talked about. I think really makes a lot of sense, but at the same time, it doesn't mean that you don't build a network. It's just that networking and building a network are really two different sorts of things. What are some of the most important things that you've learned about building. That   Daniel Andrews ** 40:00 works. Sure, there's several, and some of them come as a bit of a shock to people. And I always say it's okay if it's a shock to you, because it was a shock to me. But I don't take I don't have opinions. I have positions based on data. Right? You know that from your from your days as a scientist, what you think ought to be true absolutely irrelevant in the face of what the data tells us is true. But I think one of the important things is that it's possible to give wrong. Adam Grant says in the first chapter of his book, give and take. That if you look at people's networking styles, and I'll use the common vernacular networking styles, you have givers, people that tend to give more than they, you know, receive takers, people whose objective is to always be on the plus side of the equation. And then matchers, people that practice the degree of reciprocity. And I would even argue that that reciprocity and matching is a bad mentality, just so you know. But if you look at the lifetime of success, a career is worth of success. In the top levels of success, you find more givers than takers and matchers, which makes a lot of sense. In the lowest levels of success, you find more givers than takers and matchers. They're giving wrong. They tend to polarize. They tend to either be high achieving or very low achieving, because they're giving wrong. And so I and Michael, let me use his name. We had breakfast yesterday morning after the happy hour, and I said, Mike, are you open for coaching? And he said, You know I am. He said, I didn't have you flat here in Salt Lake City, because I don't respect you. What do you got for me? I said, Josh kept thanking you yesterday for the things you've done for him in his world lately, you know, over the last several years. And he kept saying, What can I do for you? And you said, Oh, no, I just love giving. I love giving, right? You know, it's not a problem. You know, I'm in a great position. I don't need to have a lot of need of resources. And I said, and you're missing the fact that he was explicitly telling you this relationship feels uneven. I said it takes longer to kill it, but you will kill a relationship just as quickly by consistently over giving as you will by taking too much. And it's a little more subconscious, although in Josh's case, it was very conscious. He was actively trying to get Mike to tell him, what can I do for you so I don't feel like I'm powerless in this relationship. And Mike was like, Oh my gosh, I never thought of that. Said, Look, I said, I don't know how your kids are. He said, well, two of them are married. And I said, my grown daughter argues with me over who's going to buy dinner. But I get it because I used to argue with my dad, who was going to buy dinner. Yeah, dinner together, right? It feels weird for someone, even somebody, that loves you, right? And, of course, the only way I can do it with my daughter is to explain, it's her money anyway. I'm just spending her inheritance on her now, it's the only way she'll let me buy dinner every time we meet, and she still insists that she pays the debt, because over giving will get in the way of what we're trying to accomplish, right? That's fair, yeah. And so people miss that, right? I get this law of reciprocity. If I just give and give and give to the world, it'll all come back to me. No, ma'am. We have 6000 years of recorded history that says that's not   Michael Hingson ** 43:18 how it works. There's there's something to be said forgiving, but there's also receiving. And in a sense, receiving can be a gift too. So you're mentioning Michael and Josh. Josh would have loved, as you're pointing out, Michael to tell him some things that he could do for Michael, and that would have been a great gift. So the reality is, it's how people view giving, which is oftentimes such a problem. I know, for me as a public speaker, I love dealing with organizations that are willing to pay a decent wage to bring a speaker in, because they understand it, and they know they're going to get their money's worth out of it. And I've gone and spoken at some places where they say, well, we can't pay you a lot of money. We're going to have to pay just this little, tiny amount. And invariably, they're the organizations that take the most work, because they're the ones that are demanding the most, even though they're not giving nearly as much in return. And and for me, I will always tell anyone, especially when we're clearly establishing a good relationship, I'm here as your guest. I want to do whatever you need me to do, so please tell me how best I can help you, but I know I'm going to add value, and we explore that together, and it's all about communication.   Daniel Andrews ** 44:48 I think so well. And in the case, you know, just go back to the mike and Josh story real quick, right? There's, there's number one, there's a sense of fairness. And I don't like the word reciprocity or magic, right? I like the word. Mutuality, but there's a sense of fairness. Number one. Number two, it's a little bit belittling to Josh, for Mike to act like Josh doesn't have anything to offer him, right? It's a little bit condescending, or it could be, Mike doesn't mean it that way, right? No, what he means is my relationship with you, Josh is not predicated on us keeping a scoreboard on the wall and that we make sure we come out even at the end of every quarter, right? But, but. And then the third part is, you know, I said, Mike, think of how good you feel when you give. He says, I love it. It's great. That's why I said, so you're robbing Josh of the feeling of giving when you don't give him a chance to give. I said, you're telling him that your joy is more important than his joy, and he's like I never thought of over giving or not asking as robbing people of joy. I said, You need to give the gift to Josh and the people around you to feel the joy that comes from being of use, of being helpful, of having and I said, even if you have to make something up or overstate the value of a of a task that he could do for you, I said, if you literally don't need anything in your world, Mike, find some job Hunter that's looking for work. And say, Josh, as a courtesy to me, would you meet with Billy Bob and see if you can help him find work somehow give Josh the sense that he's contributing to the betterment of your world, even   Michael Hingson ** 46:26 if it may not work out that this person, Billy Bob would would get a job, but it's still you're you're helping to further the relationship between the two of you, correct, right? You're   Daniel Andrews ** 46:38 helping him feel like he's an equal in that relationship. And that's an important part of it. It really is. It's now I do an important part. I do believe we absolutely should tithe. We should give of our time. We should be at the homeless shelter on Thanksgiving. If that's what we're called to do, we should be, you know, you know, aid to the poor, you know, mentoring junior people who don't have a lot to offer us. I absolutely believe that's true. So when I say give strategically or given a sense of mutuality, but we need clear delineations on you know what we're doing, because if we give indiscriminately, then we find out that we're like the people in chapter one of Adam Grant's book that are in the lower quartile of success, even though we're quote, doing all the right things. And the best way to make you know, the example I give on that, and I'll articulate this little bit, I'm holding my hands apart and moving them closer together in stages, just because the visual will help you here too. But I tell people, right? I hold my hands apart and I say, you know, we're going to spend this much time on the planet alive, right? And this much time on the planet awake, right, and this much time on the planet at work. And then I'll pause and go, these are approximations right, because clearly they are right, and this much time on the planet dealing with other people. So if, if it's true that we only have a limited or finite resource of time to spend building a network with other people, then why wouldn't we choose people whose message is worth amplifying and who we're well positioned to amplify and vice versa? And to make that even more clear for people, if you're a real estate agent, you could find a lot of people that would refer business to you, but you could find a few people that would refer a lot   Michael Hingson ** 48:25 of business, a lot of business. Yeah,   Daniel Andrews ** 48:27 you could find a mortgage lender, a divorce attorney, a moving company, a funeral home director, a nursing home director, right? And and if you're going to spend time building relationships with people, why wouldn't you find the people who are positioned to touch more people that you need to touch, particularly if there is some mutuality, meaning, as a real estate agent, I would be just as likely to be able to help a mortgage lender, a moving company, a funeral loan director, etc, etc, etc, right? All those things can come into play. And you know, the John gates, the salary negotiation coach, right? And Amanda Val bear, the resume writing coach, anybody can refer business to Amanda, but John's going to refer a lot more business to Amanda. Anybody can refer business to John, but Amanda's going to refer a lot more business to John. And and, you know, given that we've only got a finite number of conversations we're able to hold in our lifetime, why wouldn't Amanda and John be spending time with each other rather than spending time with me, who might occasionally meet somebody who needs them, but not on a daily basis the way Amanda meets John's clients? John meets Amanda's potential clients.   Michael Hingson ** 49:32 So here's the other way to spin. May not be the right word, but I'll use it. Frame it. Frame it. So you've got somebody who you're not giving a lot of, let's say a real estate agent. You're not giving that person a lot, but you're giving Elmo Schwartz, the real estate agent down the street, a lot more referrals and so on. Then the real estate agent who you're not referring a lot of people to, comes along and says, You. You know, I know you're really working with this other guy, but you know you and I have have had some conversations, and so how come I can't take advantage of the many opportunities that you're that you're offering? And I, for me, I always rejoice when I hear somebody ask that question, because at least they're opening up and they're saying, What do I need to do? At least, that's what I assume they're asking,   Daniel Andrews ** 50:24 yes, yeah, and that's a question that I teach people to ask, under what conditions would you feel comfortable referring business to me, right? Right? And you know, they may go, well, we don't share the same last name, but all my referrals go to, you know, Billy Bob, because he's my brother in law, and Thanksgiving gets weird, right? If he realizes I've been given leads to you, right? You know, it may never happen. Now, in my case, I believe in having multiple referral partners in every industry, right? Yeah, I don't just pick one, because personality plays part of it, right? I mean, and we can go back to real estate just because you say you're a real estate agent, I'm a real estate agent. I mean, we're calling on the same market. Same market at all, right, right? You could be a buyer's agent. I could be a seller's agent. You could be calling on, you know, what's a probate and estate issues? I could be dealing with first time homebuyers and young people, right? And therefore, and a lot of times it's personality, meaning, I personally, is not even the right word approach to business, meaning, there's some people that I would send to Ann Thomason, and there's some people I would send to Kim Lawson, and there's some people I would send to Elaine Gillespie, and some people I'd send to Taco Beals, right? Because I know what each of their strengths are, and I also know what sort of person they want to work with, right? Right? That's 1/3 person would appreciate them.   Michael Hingson ** 51:42 And that's the important part that that when somebody comes along and says, How come such and such, you can answer that, and you can do it in a way that helps them understand where they can truly fit into what you're offering, and that you can find a way to make it work, and that's really important. I've always maintained the best salespeople or teachers, pure and simple, in almost everything, and preachers, but but listening preachers. So it is, it is important to, yeah, well,   Daniel Andrews ** 52:16 and I bring this up in the context because we have a Bible college here in our town. So when I was a manager for Cutco, right? We get the college kids, right? Some of these seminary students, you know, looking for summer work and right? And they're like, you know, how does sales relate to, you know, being in the ministry later, I said, man. I said, Are you kidding? You kidding? I said, it's the purest. I said, you've got the hardest sales down on the roll. You ask people to pay the price now, and the payoff is at the end of their life. That's not sales. I don't know what is. At least, when people give me money, I give them something for it within a couple of days, you know, I said, I said, You better be good at sales if you're going to be your preacher eventually. Because you the, you know, the payment, the cost comes now, and the payoff, the reward comes later. I said, Man, those are the same but teachers the same way, right? You've got to invest the kids, the kids or the student, no matter how you know and what they're learning and why it's going to be relevant down the   Michael Hingson ** 53:06 road, right? Yeah, well, you You clearly have, have accepted all of this. When did you realize that maybe you were doing it wrong and that you re evaluated what you do?   Daniel Andrews ** 53:17 That's a great story, and there was a light bulb moment for me, right? I think the kids these days call it the origin story, right? You know. And and to tell the story correctly, but I have to give labels to the other two people involved, because their names are so similar that when I tell the story, I managed to confuse myself who was who. So I was in St Louis, Missouri, which, for reasons I won't go into for this podcast, is a weird town to be involved in B to B business in. They literally would prefer to do business with somebody they went to high school with. It's just a It's strange, but true. And I can go into the background of why it's true. It just is. It's accepted by people that have sold in towns other than St Louis. It's they know that St Louis is weird. Okay, so I'm having trouble not getting the traction I want. Who's in my industry, he agrees that we're going to partner and we're going to have a revenue share. I don't believe in finder's fees, but if you're going to co create the value with me, that's a different thing altogether, right? Writing a name on a piece of paper, I'm not paying for that. But if you're going to go with me on the appointment and help me get the job done. Yeah. Okay, back to the point. So my wingman, right? My partner, I call him wingman for the version this story, local, been around forever, prospect, business owner, right? We've got a B to B offered that's going to be fairly lucrative, because he's part of a family that owns a family businesses quite, quite a large there in St Louis. And we had met with the CFO because that was the real touch point on the business. As far as the value proposition over lunch, the four of us have been there prospect wingman CFO, of the prospect of myself, and it went reasonably well. Out they wanted to follow up to make the decision, which is not, not atypical. So we're back there standing in the parking lot of the prospects business, and the prospect points at me and says, Who is this guy? And my partner says, he's my guy. And the prospect points at me and goes, but I don't know this guy, and my partner says, but I know this guy, and the prospect points me and says, Well, what happens if something happens to this guy? And my partner says, I'll find another guy. And that was the purest, simplest form of what's truly happening when you're building a network. See, my days at Cutco were predicated on some of the same things. I go to Michael's house. I asked the name of your neighbors, your best friends, your pastor, your doctor, whoever you think, and then I would call them Hey, your buddy Michael insen said you'd help me out. So I'm borrowing a little bit of credibility, but the sale was made in the product, right? I'm only asking for a moment of your time, but I expected to show up, meaning I was only borrowing someone else's credibility to get a moment of your time. But I expected to show up and let the product and my Sterling personalities, I like to think of it, shine through and make the sale. There you go. And I realized, because when the prospect pointed me and said, Who is this guy, I thought my partner would say, he's my guy. Daniel, here's your chance to rise and shine, bring it, do that song and dance that you do, right? And he didn't. He kept the focus on the real point, which was that the prospect had credibility with my partner, and my partner had credibility with me. Yeah, right. And, and, and in that moment where he refused to put the spotlight on me, my partner kept it on himself, and he said, Mr. Prospect, don't worry about him. I'm not asking you to trust him. I'm asking you to trust me. And that was the light bulb where I said, Oh, what we're building is not introductions. We're building endorsements. When I get to the prospects door. I have the all the credibility that came from Bert, who referred me right, whatever credibility my partner, Bert, had with the prospect Butch. I show up on Butch is doorstep with that credibility. And when Butch starts to question it, the prospect starts to question it, my partner goes, What do you question? You're going to question him. We're not talking about him. We're talking about you and me, and we've known each other 30 years. What are you doing here? And I'm like, oh, that's why we're doing this. That's the point. I'm not asking to borrow your Rolodex. I'm asking to borrow your credibility.   Michael Hingson ** 57:38 And the other part of that question that comes to mind is, did the credibility that Bert and Butch have with each other ever get to the point where it transferred to you, at least in part? Oh, yeah,   Daniel Andrews ** 57:55 yeah, we got the sale. Yeah. I mean, that was the conversation where he's like, All right, we're going to do this. I'm like, because it was a big deal. It was a very large deal. And, yeah, but in   Michael Hingson ** 58:04 general, you know, I hear what you're saying, and in general, somewhere along the line, the prospect has to say, has to hopefully recognize this other guy really is part of the process and has value, and so I'm going to like him too, correct,   Daniel Andrews ** 58:23 and you can drop the ball. It's possible to screw it up, but I'm starting at a level 10 in the case of this particular pair of people, and it's mine to lose, as opposed to starting from zero and trying to get up to five or six or eight or whatever it takes to make the sale, and that's the biggest difference, right? It will, it will transfer to me, but then it's up to me to drop the ball and lose it, meaning, if I don't do anything stupid, it's going to stay there. And you know what was great about my partner was he didn't even not that I would have but he didn't give me any room to say anything stupid. He's like, he's like, let's not even talk. Put the spotlight on Daniel. Let's keep the spotlight on the two of us, and the fact that I've never let you down in 30 years. Why would you think this is going to be a bad introduction   Michael Hingson ** 59:09

Alguna vez has sentido que podrías dar más de ti, pero algo te detiene? En este episodio, exploramos la ciencia detrás de desbloquear nuestro verdadero potencial con el bestseller "Hidden Potential" de Adam Grant.Descubre cómo: ✔ El talento con el que naces es solo el punto de partida, no el destino final. Lo que realmente importa es cómo entrenas tus habilidades con el tiempo. ✔ Tu entorno puede impulsarte hacia la excelencia o mantenerte en la mediocridad. Aprende a diseñar tu contexto para un crecimiento acelerado. ✔ La práctica deliberada, no solo el esfuerzo, es el verdadero secreto de los altos performers. ✔ Un simple cambio de mentalidad puede transformar la forma en que aprendes y progresas.En este episodio analizo Potencial Oculto (Hidden Potential, 2023) de Adam Grant. Ya sea que quieras despegar en tu carrera, dominar una nueva habilidad o simplemente convertirte en la mejor versión de ti mismo, este episodio te dará herramientas practicas basadas en evidencia para lograrlo.

Alguna vez has sentido que podrías dar más de ti, pero algo te detiene? En este episodio, exploramos la ciencia detrás de desbloquear nuestro verdadero potencial con el bestseller "Hidden Potential" de Adam Grant.Descubre cómo: ✔ El talento con el que naces es solo el punto de partida, no el destino final. Lo que realmente importa es cómo entrenas tus habilidades con el tiempo. ✔ Tu entorno puede impulsarte hacia la excelencia o mantenerte en la mediocridad. Aprende a diseñar tu contexto para un crecimiento acelerado. ✔ La práctica deliberada, no solo el esfuerzo, es el verdadero secreto de los altos performers. ✔ Un simple cambio de mentalidad puede transformar la forma en que aprendes y progresas.En este episodio analizo Potencial Oculto (Hidden Potential, 2023) de Adam Grant. Ya sea que quieras despegar en tu carrera, dominar una nueva habilidad o simplemente convertirte en la mejor versión de ti mismo, este episodio te dará herramientas practicas basadas en evidencia para lograrlo.

Everything is in flux. Nothing is the same anymore. How do we live amid all of this uncertainty? Well, psychologist and bestselling author Adam Grant believes we may have to do some re-thinking. In this episode, Kate and Adam speak about the courage it takes to think again about things that we once felt so certain about, how “imposter syndrome” might be a good instinct, and how we all need friends who challenge us (even if it makes us wildly uncomfortable… thanks a lot, Adam!). Watch clips from this conversation, read the full transcript, and access discussion questions by clicking here or visiting katebowler.com/podcasts. Follow Kate on Instagram, Facebook, or X (formerly known as Twitter)—@katecbowler. Links to social pages and more available at linktr.ee/katecbowler.See omnystudio.com/listener for privacy information.

Adam Ward (founding partner, Growth by Design) discusses the current landscape of executive hiring in people/talent roles, particularly the prevalence of "pocket listings" - positions filled through private networks rather than public postings. He offers insights into what CEOs value in people leaders (business-driven mindset, operational excellence), how candidates can effectively navigate professional networks, and the importance of structured hiring processes. *Email us your questions or topics for Kelli & Nolan: hrheretics@turpentine.coFor coaching and advising inquire at https://kellidragovich.com/HR Heretics is a podcast from Turpentine.—

Sam Altman is the CEO and cofounder of OpenAI, the company behind ChatGPT. He and Adam discuss AI's advances in creativity and empathy, its ethical challenges, and the role of human oversight. Sam and Adam also discuss strategies for adapting to a changing world and their hopes for technology that enhances human progress while maintaining human values. Available transcripts for ReThinking can be found at go.ted.com/RWAGscripts Hosted on Acast. See acast.com/privacy for more information.

Psychology and Neuroscience Professor Kurt Gray spoke with me about the timely release, and inspiration behind his latest book OUTRAGED: Why We Fight About Morality and Politics and How to Find Common Ground. Kurt Gray is a Professor in Psychology and Neuroscience at the University of North Carolina at Chapel Hill, where he directs the Deepest Beliefs Lab and the Center for the Science of Moral Understanding. Kurt Gray's, new book OUTRAGED: Why We Fight About Morality and Politics and How to Find Common Ground “... explains the science behind the United States' current political divide.” A NEXT BIG IDEA CLUB MUST-READ BOOK • It is described as “A groundbreaking new perspective on the moral mind that rewrites our understanding of where moral judgments come from, and how we can overcome the feelings of outrage that so often divide us.” #1 New York Times best-selling author Adam Grant called it, "A riveting read. . . . Overturns widespread assumptions about why we're divided and reveals how we can come together." Kurt Gray received a PhD in Social Psychology from Harvard University, has published over 120 scientific papers, and his findings have been featured in The  New York Times, the Economist, Scientific American, Wired, and Hidden Brain. [Discover The Writer Files Extra: Get 'The Writer Files' Podcast Delivered Straight to Your Inbox at writerfiles.fm] [If you're a fan of The Writer Files, please click FOLLOW to automatically see new interviews. And drop us a rating or a review wherever you listen] In this file Kurt Gray and I discussed: What it finally feels like to publish a book after decades of research How we have misunderstood the moral mind Who makes a profit from the “outrage machine” Why humans are innately storytelling creatures How to unplug, get words on the page, keep going And a lot more! Show Notes: kurtjgray.com Outraged: Why We Fight About Morality and Politics and How to Find Common Ground By Kurt Gray (Amazon) Dragon Transcription App Why We Fight About Morality and Politics | Kurt Gray | TEDxReno Kurt Gray on Twitter Kelton Reid on Twitter Learn more about your ad choices. Visit megaphone.fm/adchoices

Amy kicks things off with the ‘First Stall Theory’—something to keep in mind next time you’re in a public restroom and then Kat shares a quote from Adam Grant about making major life decisions based on values rather than fleeting emotions. Other highlights include a listener update from Taylor, Kate Winslet’s wise advice on aging (don’t forget the back of your hands!), an update on Amy’s face fitness journey, book recommendations (Fourth Wing, November 9th, and Daisy Darker), and an impromptu chat about Ryan Reynolds mentally spiraling. Call us: 877-207-2077 Email: 4ThingsWithAmyBrown@gmail.com HOSTS: Amy Brown // RadioAmy.com // @RadioAmy Kat Vanburen // @KatVanburen // @YouNeedTherapyPodcast // YouNeedTherapyPodcast.comSee omnystudio.com/listener for privacy information.

Steven Rogelberg is one of the world's leading experts on workplace meetings and he knows that one of the biggest deciding factors on whether a meeting is successful or not is the ability of the person leading the meeting. Whether it's making the meeting all about themselves, or failing to plan in advance, there are plenty of pitfalls that can undo a meeting for a leader. Additionally, there are also some key traits that all successful meeting leaders have in common and Steven is an expert on them all. Steven's book, The Surprising Science of Meetings: How You Can Lead Your Team to Peak Performance has been on over 25 “best of” lists including being recognized by the Washington Post as the #1 leadership book to watch for. To top it off, Adam Grant has called Steven the “world's leading expert on how to fix meetings”. Listen to the full interview with Steven here. Connect with Steven via his website and linkedin. My latest book The Health Habit is out now. You can order a copy here: https://www.amantha.com/the-health-habit/ Connect with me on the socials: Linkedin (https://www.linkedin.com/in/amanthaimber) Instagram (https://www.instagram.com/amanthai) If you are looking for more tips to improve the way you work and live, I write a weekly newsletter where I share practical and simple to apply tips to improve your life. You can sign up for that at https://amantha-imber.ck.page/subscribe Visit https://www.amantha.com/podcast for full show notes from all episodes. Get in touch at amantha@inventium.com.au Credits: Host: Amantha Imber Sound Engineer: The Podcast ButlerSee omnystudio.com/listener for privacy information.

Each Sunday, TED shares an episode of another podcast we think you'll love, handpicked for you… by us. Sam Altman is the CEO and cofounder of OpenAI, the company behind ChatGPT. In this episode of ReThinking with Adam Grant, another podcast in the TED Audio Collective, Sam and Adam discuss AI's advances in creativity and empathy, its ethical challenges, and the role of human oversight. They also discuss strategies for adapting to a changing world and their hopes for technology that enhances human progress while maintaining human values. If you like it, find more deep conversations with great thinkers on ReThinking with Adam Grant wherever you get your podcasts.Available transcripts for ReThinking can be found at go.ted.com/RWAGscripts Hosted on Acast. See acast.com/privacy for more information.

What if your internal conflicts are the very signals pointing you toward personal growth and success? Join me as I sit down with Kelli Thompson, a dynamic keynote speaker and women's leadership coach, to discuss her latest book, Closing the Confidence Gap. This episode promises to equip you with strategies for overcoming societal "shoulds" and identifying the barriers that hinder your confidence, especially for women balancing an unpaid workload alongside professional responsibilities. Together, we unpack the intricacies of people-pleasing tendencies in leadership and the pitfalls of overcommitment and perfectionism. Through introspective exercises, you'll learn how to align your commitments with your values, define what "good enough" means, and delegate tasks that don't align with your strengths. Explore the powerful intersection of empathy, confidence, and negotiation as we navigate the art of salary discussions. Kelli and I discuss the importance of self-compassion as a means to bolster confidence and overcome internal doubts. Kelli also shares actionable advice on identifying personal and organizational values and how operationalizing these values creates an engaging work environment. Through thought-provoking discussions, this episode invites you to transform reflection into action, empowering you to lead with authenticity and confidence. What You'll Learn: • Overcoming internal conflicts and building self-trust • The impact of societal pressures on women's confidence • Strategies for aligning commitments with personal values • Navigating overcommitment and perfectionism • The art of empathetic and confident salary negotiation Podcast Timestamps: (00:00) - From Aspiring TV Meteorologist to Top Women's Leadership Coach (11:00) - Identifying and Overcoming Internal Conflict (22:43) - Navigating People-Pleasing in Leadership (27:13) - Identifying and Defining Your Values (32:21) - The Purpose and Power in Implementing Organizational Values (45:11) - Empathy, Confidence, and Salary Negotiation More of Kelli: Kelli Thompson is an award-winning leadership coach, keynote speaker, and author of Closing the Confidence Gap: Boost Your Peace, Your Potential & Your Paycheck, which was named a "Must Read" by the Next Big Idea Club, curated by Malcolm Gladwell, Daniel Pink, Adam Grant, and Susan Cain. With over 10 years of experience in financial services and technology, Kelli has coached and trained thousands of women leaders to lead with clarity and confidence through her compassionate yet no-nonsense approach. Her thought leadership has been featured in top publications like Harvard Business Review, Fast Company, Forbes, and Business Insider. Holding an MBA and recognized for her impactful programs, Kelli is a sought-after speaker known for delivering practical, insightful strategies. Fun fact: she's also a trained storm spotter and aspiring storm chaser. LinkedIn: https://www.linkedin.com/in/kelliraethompson/  Mentions: Closing the Confidence Gap: Boost Your Peace, Your Potential, and Your Paycheck by Kelli Thompson The Waymakers: Clearing the Path to Workplace Equity with Competence and Confidence by Tara Jaye Frank Key Topics Discussed: Positive Leadership, Empowerment, Women, Women's Leadership, Self-Confidence, Values, Self-Trust, Minimizing Resentment, Avoiding Overcommitment, The Perils of Perfectionism, Organizational Values, Salary Negotiation, Empathy, Self-Compassion, Personal Growth, Introspection, The Power of Delegating, Behavioral-Based Interviewing, CEO Success More of Do Good to Lead Well: Website: https://craigdowden.com/LinkedIn: https://www.linkedin.com/in/craigdowden/

Adam Grant is an organizational psychologist, professor at the Wharton School and an author. Success is multi-layered. It involves challenges like overcoming nervousness, developing an appetite for risk-taking, and dealing with failures both privately and publicly—the list goes on. So how can we better navigate these hurdles to unlock our full potential? Expect to learn why so many people fail to reach their true potential, what most people don't realise about where meaning and motivation come from, how to deal with uncertainty better, how to get better at taking more risks, the key to dealing with failure, why being vulnerable around showing your strengths and weakness is crucial, the best advice on how to deal with and overcome nervousness and much more… Sponsors: See discounts for all the products I use and recommend: https://chriswillx.com/deals Extra Stuff: Get my free reading list of 100 books to read before you die: https://chriswillx.com/books Try my productivity energy drink Neutonic: https://neutonic.com/modernwisdom Episodes You Might Enjoy: #577 - David Goggins - This Is How To Master Your Life: https://tinyurl.com/43hv6y59 #712 - Dr Jordan Peterson - How To Destroy Your Negative Beliefs: https://tinyurl.com/2rtz7avf #700 - Dr Andrew Huberman - The Secret Tools To Hack Your Brain: https://tinyurl.com/3ccn5vkp - Get In Touch: Instagram: https://www.instagram.com/chriswillx Twitter: https://www.twitter.com/chriswillx YouTube: https://www.youtube.com/modernwisdompodcast Email: https://chriswillx.com/contact - Learn more about your ad choices. Visit megaphone.fm/adchoices

Each Sunday, TED shares an episode of another podcast we think you'll love, handpicked for you… by us. This is an episode of ReThinking with Adam Grant. Cal Newport knows a thing or two about productivity: when he's not teaching computer science at Georgetown, he's writing for The New Yorker, hosting a podcast, or authoring New York Times bestsellers like “Deep Work” and “Digital Minimalism.” In his new book, “Slow Productivity: The Lost Art of Accomplishment Without Burnout”, Cal proposes that we trade current standards of rapid output for slower, higher-quality, and sustainable ways of working. Adam and Cal dig into the data on productivity, debate the benefits and drawbacks of doing fewer things (and spending less time on email and social media), and discuss individual habits and organizational practices for preventing burnout and promoting worthwhile work.Transcripts for ReThinking are available at go.ted.com/RWAGscripts Hosted on Acast. See acast.com/privacy for more information.