Podcasts about Peter Drucker

In this episode of Don't Waste the Chaos, Kerri Roberts discusses the essentials of business strategy, emphasizing that strategy is not merely a plan but a series of intentional choices that shape how businesses grow, adapt, and lead. With her signature clarity and practical insight, Kerri challenges the outdated notion that strategy is a one-time planning event. Instead, she presents strategy as a dynamic, living framework for decision-making that drives alignment, momentum, and long-term success. From identifying the right customer to simplifying execution, Kerri shares how leaders can use data, speed, and culture to bring strategy to life inside their organizations. She offers practical tools and reflective questions to help founders, executives, and team leaders clarify their direction and create alignment across people and performance. Tune in to hear: -Why strategy is a set of choices, not just a written plan-How clarity about your customer leads to stronger decisions-Why simplicity outperforms complexity in strategic planning-How to use the right data to make better decisions-Why fast execution beats perfect planning ResourcesThe Advantage by Patrick Lencioni https://amzn.to/4deF7LBTraction: Get a Grip on Your Business by Gino Wickman  https://amzn.to/4mdE5UgThe Lean Startup by Eric Ries https://amzn.to/4kbq47HCreativity, Inc. by Ed Catmull https://amzn.to/4iYbPlS The 21 Irrefutable Laws of Leadership by John Maxwell https://amzn.to/4jUQHhHThe Effective Executive by Peter Drucker https://amzn.to/4mkCL2b Salt & Light AdvisorsLearn more about simplifying executionhttps://www.saltandlightadvisors.com/ Join our weekly newsletter:• HR and operations insights for business professionals: https://www.saltandlightadvisors.com/contact Magic Mind Save $40 off your first order at magicmind.com/KERRIROBERTS ProducifyX For Recruitment Assistance, Tell them Kerri sent you  Connect on IG:https://www.instagram.com/saltandlightadvisorshttps://www.instagram.com/kerrimroberts Check out Don't Waste the Chaos on YouTube:https://youtube.com/@dontwastethechaospodcast Visit our websites:www.kerrimroberts.comwww.saltandlightadvisors.com

In this episode of our practice management series, Dr. Stucki is once again joined by Dr. Roger Levin, Founder and CEO of the Levin Group, to discuss the power of knowing your numbers. They dive into the surprisingly exciting world of key metrics every surgeon should understand, such as production, collections, write-offs, implants, and overhead percentage. Dr. Levin explains why each of these metrics is crucial, why buffers can signal poor delegation, and offers practical tips for supporting practice growth. Tune in to discover why understanding your numbers is essential for your practice's success, and hear a simple piece of advice that can make even the most daunting tasks feel fun!Key Points From This Episode:Why surgeons need to know their numbers.The Peter Drucker concept: leadership and managing people. Critical metrics every surgeon should understand, starting with production.Why production per hour is an instrumental metric to calculate (and what it means).Key insights into the next category of critical metrics: collections.Reasons that collection per provider is important.What might not seem important, but should be noted: write-offs.Why implants are key to production and why knowing the numbers is crucial.How to increase your implant referral consultations from general practices: case acceptance.Two diametrically opposing views on taking on implant surgery.Positive psychology: how to make implant surgery fun!  Knowing your overhead percentage and the two numbers you need to know. The critical thing to know about the new patients category.Dr. Levin's final words on continuous cyclical improvement.Links Mentioned in Today's Episode:Dr. Roger Levin on LinkedIn — https://www.linkedin.com/in/roger-levin-69ab744/Levin Group — https://levingroup.com/  Management — https://www.amazon.com/dp/0007312113  Everyday Oral Surgery Website — https://www.everydayoralsurgery.com/ Everyday Oral Surgery on Instagram — https://www.instagram.com/everydayoralsurgery/ Everyday Oral Surgery on Facebook — https://www.facebook.com/EverydayOralSurgery/Dr. Grant Stucki Email — grantstucki@gmail.comDr. Grant Stucki Phone — 720-441-6059

How do you really know if someone is the right fit for your team—or your company's future? In this episode of The Greatness Machine, Darius sits down with Dr. Geoff Smart, founder of GH Smart and author of the bestselling book Who, to break down what separates successful hiring from costly mistakes. Geoff reveals the power of evidence-based assessments, why psych tests often fall short, and how intense curiosity—not stress—is the key to unlocking a candidate's true potential. From helping Fortune 500 companies select CEOs to coaching emerging leaders, Geoff shares stories, strategies, and myths about the hiring process—plus, why the "sell me this pen" test is just bad business. In this episode, Darius and Geoff will discuss: (00:00) Introduction to Geoff Smart and His Journey (02:55) The Importance of Hiring and Core Values (06:08) Geoff's Origin Story and Founding GH Smart (09:00) Cultural Fit and Hiring Process (11:55) The Role of Core Values in Business (14:52) Firing with Respect and Responsibility (18:05) A Players vs. B Players in Hiring (20:54) Adapting to Different Stages of Business Growth (30:05) Identifying A-Players for Growth (34:02) The Importance of Leadership in Organizations (40:25) Effective Interview Techniques (43:00) Assessing CEOs and Leadership Roles (48:44) Onboarding and Post-Hiring Strategies (55:20) Overcoming Fear of Failure Dr. Geoff Smart is the chairman and founder of ghSMART, a leadership advisory firm that helps CEOs, entrepreneurs, and public-sector leaders build high-performing teams. Founded in 1995, ghSMART is recognized for its rigorous hiring methods, impactful leadership development, and a culture of excellence. The firm has topped Glassdoor and Vault rankings and published several bestselling books, including “Who: The A Method for Hiring”. Geoff holds a Ph.D. in Psychology and was mentored by management legend Peter Drucker. Beyond business, he's committed to public service and leadership development through programs like the Colorado Governors Fellowship and his work with CiviCo. Sponsored by: Brevo: Get started free or save 50% for 3 months with code GREATNESS at brevo.com/greatness.  Huel: Try Huel with 15% OFF + Free Gift for New Customers today using my code greatness at https://huel.com/greatness. Fuel your best performance with Huel today!  Indeed: Get a $75 sponsored job credit to boost your job's visibility at Indeed.com/DARIUS. Notion: Get Notion Mail for free right now at notion.com/machine.  ShipStation: Go to shipstation.com and use code GREATNESS to sign up for your FREE trial.  Shopify: Sign up for a $1/month trial period at shopify.com/darius.  Connect with Geoff: Website: https://geoffsmart.com/  Website: https://ghsmart.com/  LinkedIn: https://www.linkedin.com/in/drgeoffsmart/  Connect with Darius: Website: https://therealdarius.com/ Linkedin: https://www.linkedin.com/in/dariusmirshahzadeh/ Instagram: https://www.instagram.com/imthedarius/ YouTube: https://therealdarius.com/youtube Book: The Core Value Equation https://www.amazon.com/Core-Value-Equation-Framework-Limitless/dp/1544506708 Write a review for The Greatness Machine using this link: https://ratethispodcast.com/spreadinggreatness.  Learn more about your ad choices. Visit megaphone.fm/adchoices

Rob Anspach interviews Ben Pritchett on rules, ice cream carts, Peter Drucker, raising prices, marketing to the affluent and what it means to become the pirate. The post Ep 342 – Become The Pirate first appeared on Rob Anspach's E-Heroes.

In part two of the Lead Yourself First series, Bradley dives deep into the crucial role of energy in leadership—and why giving your team your best energy is the most important thing you can do for them. Drawing inspiration from powerful business minds like Peter Drucker, Dan Sullivan, and Alex Hormozi, this episode makes the case that your team doesn't just follow your words—they absorb your energy.Bradley breaks down how small business owners can protect and replenish their energy through practical frameworks like the Buyback Principle, Time and Energy Audits, and the Replacement Ladder. If you've ever felt burned out, overwhelmed, or like your business can't run without you, this episode is packed with actionable steps to help you shift from Rainmaker to Architect—so you can lead your team with clarity, confidence, and contagious energy.

In diesem Video zeige ich dir, wie du mit der bewährten SMART-Methode nach Peter Drucker gezielt, planbar und nachhaltig Vermögen aufbaust.

In this episode of Work Matters, host Thomas Bertels and innovation management expert Bill Fischer discuss the Chinese company Haier and how its unique operating model has enabled its rapid growth. Bill explains how Haier evolved from its roots as a local refrigerator company to become a global innovator by embracing two big ideas: zero distance to the customer and entrepreneurship.The discussion covers Haier's use of microenterprises and platforms to enhance customer experience and employee autonomy, highlighting the importance of organizational vitality. Fischer also sheds light on the leadership of Zhang Ruimin, his adherence to Peter Drucker's principles, and the company's dedication to experimentation. Practical insights on fostering curiosity, distributing value, and sustaining organizational changes are shared to inspire leaders to make work more productive and meaningful. To learn more about Bill and his work, visit his personal website (https://www.fischerideas.com) or his Forbes column (https://www.forbes.com/sites/billfischer/#1dc40bf66af6). We also highly recommend his books: - “Reinventing Giants: How Global Chinese Competitor Haier Has Changed The Way Big Companies Transform,” (with Umberto Lago and Fang Liu), Jossey-Bass, 2013. - “The Idea Hunter: How to find the best ideas and make them happen,” (with Andy Boynton), Jossey-Bass, 2011- “Virtuoso Teams: Lessons from teams that changed their worlds,” (with Andy Boynton), FT/Prentice Hall, 2005

Why would any leader choose to take on a transformation that requires rethinking how they lead, how their organization functions, and how they learn? In this episode, we dive deeper with Cliff Norman and David Williams, co-authors of Quality as an Organizational Strategy, exploring Chapter 11: “Getting Started.” They share powerful stories, practical steps, and the deep-rooted challenges leaders face when shifting from conventional methods to building true learning organizations grounded in Dr. Deming's philosophy. This conversation highlights why improvement cannot be delegated, why leadership transformation is essential, and how to begin the journey—with clarity, commitment, and courage. TRANSCRIPT 0:00:02.1 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today we are going to continue our conversation with Dave Williams and Cliff Norman about their book Quality as an Organizational Strategy. I found this book fascinating because I think it's addressing something where there's been a bit of a hole and that is how do we think about the strategy of our business? And so we already had our conversation in a prior episode about the overview of the book, but today we're going to be talking about specifically, now this is kind of funny because we're going to be talking about the back of the book and that is chapter 11, getting started. Dave, why don't you take it away?   0:00:53.3 Dave Williams: Well, thanks, Andrew. Thanks for having us back on the Deming podcast. So, as you mentioned, part of the way that the book is laid out is that it describes kind of the foundations that are behind quality as an organizational strategy and begins sort of with an introduction that explains a good bit about how Dr. Deming had this provocation of a need for leaders to transform the way that they approach leading organizations. And part of that was to move not just from process based improvement projects, but to start to think about major systems in the organization and to pursue quality as the overall strategy and create a continuous improvement organization or learning organization. And so the book lays some of the foundation behind the science of improvement or behind profound knowledge that underpin the thinking, walks through quality as an organizational strategy, as a method of five interdependent activities. Then at the end it comes back full circle to say, well, this is great, now you've learned about these theories and methods. But a natural question for any leader would be, how do I get started? And one of the first things that we talk about in that section actually is about why leaders would want to do this transformation.   0:02:30.9 Dave Williams: And this actually came from a conversation that Lloyd and Cliff and I had in 2020 where we were talking about getting on this journey of building the book. And we all kind of recognized that this was really, really hard work. And we were curious or we, we didn't have a good answer of what was our theory about why somebody would deviate from the way in which they work today and embark on a transformational change of the way that they approach leadership, the way that they approach organizations. And actually I ended up going on a journey of interviewing a whole host of leaders who had been influenced by Deming, who had been involved in improvement in healthcare, folks like Dr. Berwick and Paul Batalden and Brent James. I interviewed some folks in the UK and other places, like John Seddon, and asked them, oh and I should Blaine Godfrey, who had been the lead of the Durand Institute, and I posed the question, what causes somebody to want to embark on this change? And many people actually had a hard time articulating it. But the answer that emerged, or actually Blaine Godfrey was the one that kind of framed it the best, I think, for us, was a number of things.   0:03:57.7 Dave Williams: Sometimes it's something like a book like this comes out and people read it and it's interesting and new. Sometimes it's an event happens, a patient safety event or a major accident or something of which causes people to have to change or do something different. Sometimes it's a discouragement with a desire that you know you could do better, but you don't have methods or know how to. So there were a host of things that we listed, and those are some of a sample of them that might invite somebody to say, the way that we're working today is not getting us to the level that we want to. And now we want to embark on something different. And we might look to something like quality as an organizational strategy as a method for us to transform the way that we're working and build on the shoulders of Deming's philosophy and the science of improvement and do it differently.   0:04:56.0 Andrew Stotz: And when I look at the book, you guys are bringing together a lot of different stuff. It's not just a Deming book. It's Deming is a part of this, and that's fascinating. One of the questions I have is when we look at, let's say, a business owner, a business leader is looking for answers, as you said, maybe it's an event, maybe it's a discouragement, maybe it's a feeling like we can do better. Maybe it's just being beaten by competitors. They come to a point where they start looking for answers and they find some fantastic books, authors, ideas, consultants, all this and I think about whether that's Peter Drucker or whether that's the Lean movement or whether that's, let's say Taguchi or something like that is the teachings that you guys are talking about - and I'm going to specifically ask about the teachings of Dr. Deming. Is it more or is it more difficult or less difficult to implement than other books or styles or methods that someone's going to come across?   0:06:08.7 Cliff Norman: I have to quote one of my colleagues here who probably knew about more about Deming than anybody in API or all of us combined, that's Ron Moen, who did, I think it was 88 seminars, four-day seminars with Dr. Deming. Dr. Deming once told him, he said, Ron, I believe you've been to more of these and I've been to. And it's kind of a joke. He had a great sense of humor. But you know, Ron told me the problem with Deming is he's asking us to change. And there's all sorts of things out there that require the management and the leadership, they really don't have to do anything different. And there are several things out there. In fact, Philip Crosby, one of the three gurus during when they launched, he was more the evangelical and had a way of talking to management so that they understood it, which that was his contribution to all that. But when Six Sigma came up and black belts and all that, and Crosby looked at him and says, that's not going to change the system. He said, all you're doing is killing a bear for management, killing a bear for management, and then you'll get a black belt.   0:07:19.9 Cliff Norman: You know, And I thought, wow that's pretty profound. Because the management at that point doesn't have to do anything, just have the black belt ceremony. There's absolutely no change on their part. Where Deming, as Ron says, he's kind of a pain. You've got to learn about variation, you got to learn about Shewhart charts. You've got to be able to put together a family of measures for your organization. You've got to understand your organization's system. You need to understand psychology, you need to understand theory of knowledge and how people learn how they change. And nothing else out there puts that on leaders. And so that was a question that Dave was lending back to. Why would somebody do this to themselves? You know, why would they take on this whole extra thing to learn and all the rest of it. And for the people that I know that have made that, that bridge, the pure joy that they get and the rewards they get from people who are learning and that they're leading and that they're changing and they're able to go to other organizations and repeat this and call them up and say, thank you so much for helping me learn how to be a real leader.   0:08:35.8 Cliff Norman: I mean, that's the reward in it. But it requires a real change on the part of the leader. And I don't know of anything else, Andrew, that actually requires that kind of in depth change. And there was one of our leaders, Joe Balthazar, he had Jane and I do four years in a row with his leadership team, teach them the science of improvement. The same curriculum, same leaders, four years in a row. And the second year I was doing it, I said, don't we need... No, no, Cliff, I want you to do exactly what you did last year. He said, it takes years for people to understand this. And I thought, wow, this is unbelievable. But on the fourth year, the VP of sales walked up to me and he says, I think I figured it out. And I thought, wow. And it does it literally... Because you've got to depart from where you've been and start thinking about how you're going to change and let go of what's made you successful up to this point. And that's hard, that's hard for anybody to do.   0:09:47.2 Cliff Norman: And anybody's been through that four day seminar knows when they crossed that path that all of a sudden they had to say, you know what I've been doing, I can see where I've been, the problem and not the solution. And that's tough for us. That really is tough. And Deming says you have to give up that guilt trip. And once you understand the theory of variation, once you understand systems, once you understand psychology and theory of knowledge, it's time then for you to move on and let go of the guilt. I hope that makes sense. But that's the difficulty in this.   0:10:17.6 Andrew Stotz: It reminds me of two, it made me think about two things. I mean, I was just a 24 year old guy when I attended the seminars that I did, and they weren't even four day. I think they were two-day ones at Quality Enhancement Seminars in, what was it, George Washington, I think. But the point that I remember, as just a young guy who I was, I pretty much admired all these business leaders. And then to see Dr. Deming really nail em to the wall and say it's about you changing. And whether he was saying that directly or whether that he was implying that through the Red Bead experiment or other things, it's about you shaping the system. That really blew me away because I had already read some books and I was pretty excited. And then it also made me think about, let's say there's a really good book, I would say Good to Great by Jim Collins that highlights some things that you can do to succeed and make your business better. And you can just buy that book and hand it to your management team and go, hey, implement what you learned from this book.   0:11:20.8 Andrew Stotz: Whereas with the Deming book, it's like there's just so much more to it. So I guess the answer to this is it is more takes time. There's more thinking going on. And I think that's part of the whole point of what your book does, is to help us map it out. So why don't we go through and think about this and kind of maybe step by step through what is the starting point and how do we go?   0:11:45.4 Cliff Norman: Andrew, I just got to add to what you just said there and go back to Joe Balthazar at Hallmark Building Supplies. He shared with me that, and he's the one that said I want you to do these four year seminars dedicated Deming's idea of Profound knowledge. And he said, Cliff, the day I made it, I knew I'd made it. Is my son Joey spilled his milk. He's about three years old. And he said, I started to do my normal leap across the table and he said I was about mid air. And I thought, oh my, this is what they do. This is part of their system. This is common. And I'm treating this like it's special. And that was so profound for him. And when, when you move beyond the Shewhart chart and you see events in your life around you relative to the theory of variation, common and special cause variation at a deep way like that, that's the kind of transformation you want to see in a leader. And Joe will tell you he's forever grateful for Deming and everything he's learned, and I think that's the reward. But people need to be willing to go on that journey, as Dave was saying.   0:12:53.0 Andrew Stotz: So Dave, why don't you walk us through a little bit of what you guys are teaching in that chapter.   0:13:00.3 Dave Williams: Sure. Well, one of the next steps obviously is if somebody, if a leadership team thinks that they want to go on this journey, there's some considerations they got to think about. As we've already sort of alluded to or touched on, this is a leadership responsibility and a leadership change. And so there's got to be will amongst the leadership team in order to say we want to work together and work hard to do this work. That this is not something that, similar to Cliff's example of say, having black belts, that we can just hand it off, somebody else will do it, and we can just keep going about our business and hope. It's important that leaders spend time recognizing and thinking about the fact that this is going to involve them doing work, doing effort, changing the way that they think, changing the way that they practice. And I like to say it's good hard work. I mean it's going to be something that's deeply rewarding. But it does require them to have that will. And with will then it's going to come time and energy, right? They've got to make the space, they've got to create regular routines and opportunities for them to learn just in terms of content, learn in terms of practice or application and learn in the process of doing the improvement work and doing the change to the way that they work in the organization.   0:14:38.0 Dave Williams: So there's going to be a need to build in that ability. And then a third thing is to ask whether you think this is something that you can do on your own or whether it might be useful to have help. And help may be an internal, a consultant, but likely not to promote consulting it but, but there's a good chance that you're going to need somebody that has both experience in improvement and helping people do results-driven improvement as well as somebody who has experience doing system wide change through a lens like QOS. And, and the advantage of that often is it it gives you as a leadership team to focus in on your job of thinking and looking and learning and allow somebody else to be an external intervener, somebody who comes in and creates some of the support, some of the context, some of the ways that can make it easier for you to step back and look at your organization in a different way. And so many times those are some of the things that should be considered as teams working through it. Cliff, what would you add or improve upon.   0:16:07.3 Cliff Norman: The idea of external help. Deming was pretty black and white about that. I was kind of surprised. I went back and read one of his quotes. He said, "I should mention also the costly fallacy held by many people in management that a consultant must know all about a process in order to work on it. All evidence is exactly the contrary. Competent men in every position, from top management to the humblest worker know all there is to know about their work except how to improve it. Help towards improvement can come only from outside knowledge." And I was reflecting on that today with Jane who's been involved in this for 40 plus years also. I said Jane, when he said that, I think it was accurate because at that time she and I were going to Duran seminars. There's only two books out there with methods. One was Ishikawa's book on Guide to Quality Control. And the other was Feigenbaum's book. And then of course you had Duran's book on The Quality Handbook, which was a nice doorstop. But there wasn't that much knowledge about improvement. And the worst part where Deming was really getting to was there's very few people you'd run into that actually under the Shewhart methods and charts and understand the difference between special and common cause variation.   0:17:27.0 Cliff Norman: And so you had to bring that kind of knowledge in from the outside. And frankly, we've had people go off the rails here. You know, Dr. Deming in the teaching of statistics has identified analytic studies which is focused on looking at data over time and trying to understand that and simple methods and approaches and then what he calls enumerative statistics, which is use of T tests, F tests and all the rest of it, which assumes that under the IDD principle that data is independent and identically distributed. Well, if you have any special causes in the data set, it blows up both of those assumptions and the use of those methods doesn't offer any help in prediction. And as Dr. Deming often said, prediction is the problem. And then go back to Shewhart. And Shewhart said, things in nature are inherently stable, but man-made processes are inherently unstable. So when Dave and I first do a Shewhart chart for a client, we don't expect for it to be stable. We expect for to have special causes. And as Dr. Deming said and also Dr. Juran, that when you get a stable system, that in and of itself is an achievement, that means nobody's messing around with the system anymore.   0:18:43.0 Cliff Norman: And you see this in the simplest things, like in an office, somebody will walk in and they think that their body is the standard for what the internal temperature should be for that room. So then they walk up and they start tampering with the thermostat. And by the end of the day everybody's irritated because we've had so many bodies up there with their standard. Moving the funnel on us here, and just leaving it alone would probably all be better off. But you have to learn that. And I think that's what Dr. Deming was saying, is that that kind of knowledge is going to come from the outside. Now the good news is is that since he wrote that in 1986, we've got a lot of people out there and some of them are in organizations that do understand the Shewhart methods and can understand the difference between common and special cause variation. They do understand the difference between a new and analytic studies and statistics and they can be of help. So the Deming Institute has a room full of these people show up, but they're at their gatherings annually. So we're a lot further along than we were in 1986.   0:19:45.2 Andrew Stotz: Yeah. So let's go through that for just a second. Some considerations you've talked about. You know that it's a leadership change. Right. And you gotta ask yourself, are we ready to work on this? And you know, this is not a hands-off thing. The second thing you talked about is time and energy. Are we ready to make the space for this? We have to have regular meetings. You know, we've gotta really... There's some work involved here. And then the third part you've talked about is outside help. And you mentioned about this story of Joe Balthazar and how he asked you to do the same topic over and over for four years. And imagine if he was telling his team, let's meet and try to implement some of this stuff on our own. Everybody dig into a book and then let's try. It would be very difficult to make that kind of progress compared to bringing an outside person. Which also brings me to the last thing that you said, Cliff, which was the idea that Dr. Deming had mentioned, that you need an outside person to truly change something. Everybody's got the expertise on the inside.   0:20:44.5 Cliff Norman: I appreciate you summarizing that because my job and working with Joe and leadership team, I was meeting with him every month. But what the four years that Jane and I spent were the next levels of his leadership. You know, it wasn't the leadership team. And I'm glad you brought that up because it was the very next level that he wanted exposed to this and the VP of sales that came in, he was new, so he had to be part of this group because he wasn't there originally. And so there was that ongoing... He wanted that next generation that was going to take over for him and the others to really understand this. So I'm glad you summarized that for me to help.   0:21:30.5 Andrew Stotz: Yeah. And I think one of the starting points too, I mean, the body of work, not just this book, but the other books that you guys have been involved in and produced provide a lot of the starting points for this. So there's a lot there. Dave, where do we go after these considerations? And the people say, okay, yeah, leadership says, we want to make this change. We're ready to make some time for it. We're willing to get outside support and help. Where do we go next.   0:21:57.7 Dave Williams: Right. Well, one thing that we typically invite a leadership team to do is to take kind of a self assessment of where they sort of see their baseline in relation to the methods and activities of QOS. So in chapter one of the book, there's actually a table that is 10 different categories. And then each leader takes it independently and they rate their level of agreement with different definitions from 0 to 10. 0 being this really isn't present, and 10 is, I'm very, very far along on this journey that in the book that's out now, there's a summarized table, it's on a page. But actually in the QOS field guide that we're working on publishing this year, there's a much more detailed version that we use in practice that has deeper definitions, but basically it works its way through purpose and leadership and systems thinking and measurement and all the things that are tied into QOS and what... And as I mentioned, we have each individual member of the leadership team take it independently and then we bring those scores together to learn together.   0:23:32.5 Dave Williams: And there's different ways in which you can display it. In the book, we show an example of a leadership team's scatter plot where it shows the rating and then it also shows the standard deviation amongst that exists between the leadership team. It's very, very common for leaders to not be in agreement in terms of their score in each of the different areas. You know what I said, It's a 0 to 10 scale. Typically, in my experience using the tool, people tend to be between a 2 and a 6 and hovering around a 2 or a 4. But it sort of looks like a buckshot or shotgun blast where there's a very... If you were to put dots where everybody scores, where there's variation that exists. And that's good because it's useful for the team to pause and think about why they assess the organization the way that they did. Looking at it through this new lens, where are the places that there's agreement and also where are the places that there's variation? And that helps them to be able to think about the fact that through this process, they're likely to both improve their assessment of the organization, but also increase their agreement about where they are and what they need to do to move forward and what they need to do to improve.   0:25:05.2 Dave Williams: And so that's a useful starting point, gets everybody kind of on the same page, and it's something that we can use at intervals as one of the ways to continually come back and evaluate progress towards the destination of pursuing quality as an organizational strategy.   0:25:23.7 Andrew Stotz: Yeah, I mean, I imagine that self assessment, it helps you too when you work with companies to be able to really understand, okay, here are starting point with this company is really, they just really don't know much about all of this stuff, whereas you'll have some other clients that basically, wow, okay, there's a lot of knowledge here about it, but how's the implementation and all that? So are we ready to change? Are we prepared to devote the time and energy? Are we going to get outside help? And where are we now? What's our starting point that's great to help us understand exactly how you step through it. What comes next?   0:26:03.5 Cliff Norman: Well, in that very first milestone, in that table, is it table three, Dave? Anyway, the very first milestone is to establish formal improvement efforts. And the reason for that is that unless people experience what it takes to develop, test and implement changes in the organizations, they really can't appreciate the structure that comes with quality as an organizational strategy. Because it's very difficult for many organizations to launch three or four improvement efforts and then bring them to fruition. And there's all sorts of stuff that happens. And then you find out very quickly whether you have managers or leaders, and organizations they've brought me in, they say, let's do some leadership training. I said, no, let's just do some improvement and then we'll find out if we have leaders or not. And one group, I won't mention who it was, but they had five people on their leadership team and they had to replace two of them because they found out they couldn't actually manage an improvement effort. And then the CEO was wondering how they actually manage their organization, which they weren't either. And so it's a rather, it's an important test in the front.   0:27:22.2 Cliff Norman: But as Dr. Juran says, it's real important to develop the habit of improvement. And if you don't know what that is, if you've never experienced it, then it's hard to say to people, gee, I need a purpose that aligns my improvement efforts. I need to understand my system so I know where those improvements are going on. I need to build an information system, get information from customers outside, people inside. I need to put together a strategic plan that actually makes improvements on purpose. That's a lot of work. And once you understand how complicated it can get in terms of just doing three or four improvement efforts and then all of a sudden you got a portfolio of 30 to do your strategic plan. Now that needs some structure, that needs some guidance and all the rest of it. But I'll just go back one step further. My own journey. I was sent by Halliburton at Otis Engineering to go see Dr. Deming 1982 in February. And coming back, I had an audience with the president of our organization, Purvis Thrash. And I went on and on about Dr. Deming. He said, Cliff, you know what I'd like to have? I said, what's up, Mr. Thrash?   0:28:27.5 Cliff Norman: He says, if you'll take this 50 million dollar raw material problem and solve this for me, I'll be a happy man and I'll give you all the quality you want. But go take care of that problem for me first and then come back to me and talk about Deming and Juran and anything else you want to talk about. So I put together four or five people and over about three months we solved his 50 million dollar raw material problem. And then he had a meeting of all executives and I was sitting with the managers in the back row and he called me to the front and he says, Cliff, will you sign this card right here? And I says, well Mr. Thrash, what is this? He says, well, I'm giving you authority to sign $50,000 anytime you need it to get all the quality we can stand here at Otis Engineering. One of the vice presidents said, well, I don't have that authority. He said, you didn't save me $50 million. You know, but once that happens, Andrew, once you do that, then you've got people that are willing to help you. And then once that takes place, I can't tell you how important, it allowed me then to bring in Lloyd Provost to help me.   0:29:36.2 Cliff Norman: And they weren't about to pay out money. They didn't like consultants, in fact, they were anti-consultant. But you saved us $50 million. I gave you $50,000. And Lloyd doesn't make that much. So get him in here, do whatever you need to go do. And I just think it's so critical that we have that demonstration project that people understand at the leadership level what we're talking about when we talk about design and redesign of the system.   0:30:00.0 Andrew Stotz: Yeah. I mean, I appreciate in the book you're talking about this concept. I'm not going to call it quick wins, but the idea is we need to get results. You know, this isn't just about talking about stuff so that's one thing that as you just illustrated, that's one point. The second thing you mentioned, is this person a leader or a manager? You know, and I think for the listeners or viewers out there, they're probably... When they heard you say that, they're probably thinking. Okay, wait a minute. Are my team managers or leaders? How do I know? What would you say? What differentiates the two?   0:30:37.2 Cliff Norman: I was fortunate to hang around Dr. Maccabee, as Deming did, and I asked Dr. Maccabee that question. He said, Cliff it's actually pretty easy. He said leaders have followers, and if you have followers, you can be anywhere in the organization, be a leader, but if you don't have followers, you're not a leader. You might be a manager with authority. You're not a leader.   0:31:02.7 Andrew Stotz: Can I ask a little bit more on that? So I'm thinking about my own business, which is a coffee factory, and I have people that are running the business, but I also have people that are running departments like the roasting department. And that area when they're overseeing this and they're doing a very good job and they're keeping things up and all that. How do I understand in a sense you could say, are they followers? Well, not really. They're people working for them and they have a good time and so do I view that person as not necessarily a leader, but more of a manager, or how do I look at it in my own company?   0:31:35.5 Cliff Norman: It could be a manager, which is essential to the organization. And that's another big difference. You see, the leader can't delegate their relationship with the people who are followers. You can't do that any more than a teacher can dedicate her class to a substitute teacher. Anybody that's ever watched that knows that chaos is getting ready to break out here because that teacher has a relationship with those students. She knows them all in a big way. And when the substitute comes in is game time in most classrooms and so forth, the managers have skills and things that they're applying and they can actually delegate those. Like when I was a foreman, I could have somebody come in and take over my department and I say assign all my people tomorrow. And they could do that. Now, in terms of the people that I was leading that saw me as a leader in that department, they didn't have that relationship.   0:32:30.2 Cliff Norman: But management or skills and necessary things to make the organization run like you're talking about, the coffee is not going to get out the door unless I have people with subject matter knowledge and competent managers to make sure that the T's are getting crossed, the I's dotted and the rest of it. But the leadership of the organization that has followers, that's a whole different person. And I think it's important. That could be anywhere in the organization. Like I had at Halliburton, I had a VP of engineering. Everybody went to him, everybody. He had 110 patents. You know, he built that system. He built the whole organization. So the CEO did not have the followers that the VP of engineering had. And it was well earned. It's always earned, too.   0:33:16.7 Andrew Stotz: Yeah. Okay, that's great. Leaders have followers. Leaders cannot delegate their authority. They have a different relationship.   0:33:24.0 Cliff Norman: They can't delegate the relationship.   0:33:25.8 Andrew Stotz: The relationship. Okay.   0:33:27.4 Cliff Norman: Yeah. Very important.   0:33:34.3 Andrew Stotz: So now let's go back to what, where we were. So we were saying some of the considerations. Are we ready to change? Are we prepared to devote the time and energy? Are we ready to get outside help and where are we now? And that self assessment that you talked about helps us to understand what's our starting point. I always tell a joke with my students about this when I talk about. I'd say, imagine you go to London and you're going to go visit your friend and you call your friend up, you say, I've arrived and I'm calling from a phone booth and just tell me how to get there. And the friend says, well, where are you? And you say, I'm not really sure. Well, do you see anything around you? Yeah, well, there's lots of buildings, but I don't really, you know. Well, do you see any names of any streets? No, I don't really see anything. But just tell me how to get there. There's something missing. If we don't know where we are, it's very difficult to get to where we're going. So now we understand where we are. We got that scatter plot that you guys have that you've talked about. Dave, where do we go next?   0:34:26.6 Dave Williams: Well, so Cliff already mentioned one of the fundamentals. And sometimes I think this is something that people struggle with because they want to jump into something new. But one of the best starting points is to focus in on improvement. And there's a number of different reasons for that. So one is that I don't know about you all, but in my experience, if I ask people, like, hey, I want to create some improvement projects and get started on improvement, I always tell people, like, if you remember the old Stephen Covey exercise where he put the rocks and the stones and the sand into a jar and poured water. And like you would do it in different orders. And I'm fascinated that people will stare at the big rocks or the things that are right in front of them, or the things that are on their agenda, or the things that are part of their strategy. And then they'll look to the side and grab some rare event or some extra thing that isn't related to that, but they've always wanted to work on. And where we try to focus people's attention is one, what are you already working on? Can you look through your and ask around, what are the things that are currently in play, projects that exist? And sometimes we won't ask, what improvement projects do you have? Because if you do that, you get a short list.   0:35:51.4 Dave Williams: Those are the things that people defined as an improvement effort, or maybe use some kind of framing to decide it was an improvement project. It may be better to in the beginning of the book, in the first chapter, we talk about different ways that you improve. And there's designing and redesigning a process. There's designing and redesigning a service or a product. There's changing a whole system. And so it can be useful to say, well, what are we doing in these areas? And that may actually create a bigger list of the various things where people are working on something that's about change to the system that may lend itself to be better activated through firing it up as an improvement project. And then, of course, there's a good chance that any organization, especially if they've done some kind of strategic planning, have some strategic objectives or some strategic priorities which they've committed to or already said, these are the things we're going to work on. So kind of crowdsourcing or bringing those together helps us to potentially find the early portfolio of projects without having to look much further, without having to say, what else do you want to work on.   0:37:07.0 Dave Williams: And then if we've got that, if we've got that list, a second thing that we can do is invite people to use the three questions of the model for improvement and reflect on can you answer these three questions? Do you know what you're trying to accomplish? Do you know how a change will result in improvement? Do you know what changes you'll make? What's your theory about how you'll get to improvement? And so having a list of the things that are already present or existing may be one first step. Another second step in the firing up a portfolio of improvement projects is asking the three questions for the model for improvement. And then a third one, if it's an active project is we have a project progress scale that you might use that can help you gauge. So I've got a project where is it on its journey towards achieving its aim or getting results? Those three can help us to sort of get a sense of the work that is at hand and that has already been sort of started in some fashion that is already in progress and maybe to get a sense of the level of definition and the progress that exists.   0:38:22.3 Dave Williams: They may not be the right projects, but that's a good place to start before trying to create new ones. And I'll hand it to you, Andrew.   0:38:30.4 Andrew Stotz: I find that interesting. Both the story that you told Cliff about fix my raw material problem and then, Dave, what you're talking about is as you talk in the book, focus first on improvement. What are we already working on? What's an improvement project we've got? What's a problem we've got? Because a lot of times, let's say in the teachings of Dr. Deming, it's like, no, get your mind right, read this stuff, read this, figure this out, think about this, go to a seminar, talk to other people before you do anything. I feel like that is oftentimes where people get caught is they get caught up in, I need a year to think about this. And can you explain a little bit more about why once we've done our self assessment and we're ready to go, that you focus on improvement rather than the thinking process?   0:39:21.7 Dave Williams: Well, because we want to... Well, one, we know that in order to get results or to get a different result than what we want, we got to change the system that we got. Right. So in order to do that, we've got to do improvement. The other thing is that there's already energy that's being expended here.   0:39:41.4 Andrew Stotz: That's a good point.   0:39:42.7 Dave Williams: The risk that often I find people run into is that they then add other projects that are not strategic into that bucket and take up more energy. I'll tell you an example. I was working with the health system here in the States and we crowdsource just the things that they were calling improvement projects. The health system had 25 active teams that were just the ones that were called out as improvement projects. When we looked at those 25 teams, the vast majority of them were not actually... They had been meeting for months and doing things for quite some time, but they actually weren't doing any changes and, or they've been testing changes for quite some time. So, now just this exercise alone by only asking, what improvement projects do you have? You realize you've got 25 teams that have been resourced or are spending energy or going to meetings or focused on something. They may not be the strategic thing that matters, but that's irrelevant right now. We just know that we already have invested some interest here. The second thing is these folks have been on this journey for quite some time and are not making progress.   0:41:01.7 Dave Williams: So that tells me something about maybe the way that they framed it. Did they charter it well? Did they have the right people in the room or the right team? Did they have the right tools and methods to be able to break down the problem and then figure out what to test and learn? So there may be some difficulty...   0:41:19.4 Andrew Stotz: Or did they even just dissipate their efforts across 25 projects too? Right in their resources, yeah.   0:41:26.1 Dave Williams: Yeah. Or there are overlaps? So there's a number of different factors. There's actually a paper that was published by a health system in the United Kingdom, and it was really interesting. They spent a lot of attention on generating will through training and getting people in the classroom and teaching them about improvement methods. And they fired up all this energy. They had a massive explosion of the number of projects that were started or where somebody went into their software. They had a software platform. Anybody could go and start a project. Well, something like 50% of those projects never actually got to PDSA testing where they changed anything. And then there were a slew of them that were stuck in PDSA testing but never saw any movement in their process measures or their outcome measures. And only a small number actually progressed in achieving their aim. And I asked the Chief Quality Officer about this, and and he admittedly said that it was very exciting that we we're generating will and getting things going, but that alone was only getting them to maybe some early design and some thinking, but they weren't getting them to results.                                                                         0:42:34.8 Dave Williams: And I said, well, what about the ones that were getting results? And he said, well, those are actually ones where we've got an improvement advisor who's got some skills and ability and improvement. There are things that are resourced, there are things that were prioritized. And man, when we did all those things, they moved from planning and organizing and thinking to testing changes and moving in a direction of goodness and getting at least results in their process measures, if not their outcome measures. And so in my mind, I was like, I appreciate you're trying to build this sort of culture, but it felt like a lot of burnt energy at the front end with all these teams getting into training and firing up their software and more energy might have been strategic in copying what was getting to results. And I think that's part of what we're trying to get to, is helping people learn. You've got if you don't have a method to figure out strategic projects, let's look at the ones you got. How are they going? Where are people at? And how effective is the capability that you have within your system right now? And the leaders want to be part of that, and they can learn within that to go, oh, wow, this is our current state.   0:43:47.2 Dave Williams: And so maybe we're going to agree to continue on with these projects. Maybe we're going to sunset some of them, but we're going to learn together about how do we get better at getting better, and how do we learn how to move projects forward and not to have them take two years. Let's try to get them down to four or six months, whether that's through scope or execution. But let's get better at getting better. And then as we're building... Developing the early activities of QOS, we'll eventually get to a point where we'll also be able to identify more strategic projects that are going to move us towards our aim or towards our purpose better. And this will help us as we're trying to build the capability to get there.   0:44:32.7 Cliff Norman: You know, Andrew, early on, when Dave went down this path, he said that we got to make sure that somebody's working on improvement. They're actually making changes. And Jane and I were working with a group, and the CEO said they've been meeting a long time. Could you down there and see what they're doing? Because nothing's happening. And we started looking through their agendas and they had everything well documented, and it was all about getting ready to get ready. And then they'd assign the dessert. Who's going to bring the dessert to the next meeting. And Jane looked at him and says this reminds me of something, Cliff. I said, what's that? Can I share my screen?   0:45:10.9 Andrew Stotz: Yeah. Yep, go ahead.   0:45:13.7 Cliff Norman: I may send this to. You may know about it, but this is Dr. Deming's Diary of a Cat. And everyday...   0:45:20.6 Andrew Stotz: It hasn't come up yet. Hold on one second. Hopefully you've got permission now.   0:45:28.6 Cliff Norman: Let me go back and check here.   0:45:33.9 Andrew Stotz: Okay. It looks like it's coming up. One second.   0:45:38.4 Cliff Norman: It said every day is today. There's no theory days of the week. But today I got up some food in a bowl, it was great. Slept some too. Play with yarn, got some food in a bowl, had a good nap, slept, food, yarn, fun. Play with a shoelace. There's a big change right there. Went from yarn to a shoelace. Some people call that a job shop. And ate, slept, had a good day, slept, ate some food, yarn, so forth. So, and the team meeting looked just like that. But there's really no changes going on relative to improvement. So Dr. Deming would often share this into four days seminar to make sure that we weren't involved in the Diary of the Cat, but we were actually doing something useful in terms of making changes in the organization.   0:46:24.4 Andrew Stotz: That's a great one. And it helps us to understand that we could be busy all day long and not improve anything.   0:46:31.8 Cliff Norman: You know, or actually confuse that with improvement. In fact, we have an operational API that my team, we were embarrassed in our first, wait a second, our first improvement guide we wrote. And Dr. Adamir Pente, who's a professor at the university in Brazil, he sent us a note and he said, I know you guys and he said you're real big on operational definitions, but you've written this book on improvement and nowhere have you, you've defined what you mean by improvement. And then he put together a three part definition that there's a design and redesign system, there's system measures and the change is sustainable and lasting and so we put that definition in the second edition. But I was confronted at a university, I won't mention which one it was, but they had 30 Keystone projects for a advanced degree program for nursing and they were convinced they were doing improvement. And when I had them apply that definition, they came up out of the thirty. They only could find two projects out of the 30 where they were actually designing and redesigning the system, which, that's the first thing Dave said are we designing and redesigning and making real changes? And people think just showing up and going through motions and all the rest of it is improvement. No, it means...   0:48:07.8 Dave Williams: Looks like we've lost...   0:48:11.9 Andrew Stotz: We lost you at the last, the last statement you just made. People are going through all this stuff and thinking that they're improving, but they're...   0:48:22.8 Cliff Norman: Yeah, it's showing up and going through motions and you know, having the meetings and making sure we assign who's bringing dessert. But we're not really designing and changing the system. We're not getting measurable changes of improvement. In other words, we haven't tracked the data over time and we can't say that the changes that we've made are going to in fact be sustainable because we haven't known what we've done to the system to deserve a sustainable change.   0:48:51.4 Andrew Stotz: By the way, what a buzzword these days, sustainability, sustainable and all that. And you just think do people really think about how we're building something that's really lasting and sustainable?   0:49:04.8 Cliff Norman: Well, we have a checklist and actually Jane designed it for the first edition and it literally lays out what changes did you make, which processes did you change, what's going to change in the documentation, whose role statements have been changed in the organization because of this change. And once all that's answered on that checklist, which is in the book, then we can... But we're pretty certain that we've created the structure to make it easy for people to do the right thing and hard to do the wrong thing. But unless that structure's changed, probably not much going to happen.   0:49:40.8 Andrew Stotz: Just for the sake of time, because I think we want to wrap up in just a bit. But there's so many stuff, so much stuff that we've been through. But I know there's even more in this chapter, but how would you start to bring this together for the person who is a leader, himself or herself, and they're listening to this and they're thinking, okay, I'm ready to make a change and I'm prepared to devote the time and energy because I see the outcome and I'm open to help, whether that's through the book and other books, whether that's through a consultant, whatever that is. And I can even do a self assessment to some extent and know where our level is, which is very low. We don't know much about this type of stuff and that type of thing. We talked about the first focus on improvement. How do they pull this all together and start moving on it?   0:50:35.0 Dave Williams: There's three things that follow the self assessment. The first one is this focus on doing improvement work and setting up a portfolio of projects. And we just kind of talked about many of the different methods that go into that. And like I said, sometimes that when you say that out loud, leaders don't initially get excited by it because they think they have it. But actually it's a powerful opportunity for you to learn about what's currently going on in the organization and about where this opportunity is to reduce a lot of the noise and a lot of the friction that's getting in the way from you getting to results. The second thing that often happens in parallel is that the leaders need to build a learning system where they're going to be able to learn together both about these projects and what these projects are telling them about their organization, about their culture, about their people, and about their capacity to get results, but also that they can start to be learning about the science of improvement and profound knowledge and the activities of QOS that are going to be part of what they're going to work on developing over the course of the first year or two.   0:51:50.6 Dave Williams: And so that typically is, that's making that space and energy. It's a blend of book learning and application and practical. Trying and looking at things within the organization. It's a very applied approach, but it's an ongoing piece of their discovery. And I often argue that this is a real opportunity for leadership because they're going to be able to see their organization in a way that they haven't seen it before. And when we talk about profound knowledge, they're going to gain this profound understanding and expertise about what they're charged with and what they own and what they want to change in a way that they haven't been able to have it before. And so it's a hard work, but rewarding work. And then third is that typically where the, where we invite people to start is to focus in on the first activity, which is to develop or establish or develop their purpose. When this work was initially framed, not everybody was as... Not everybody had a mission, vision and value statement or a purpose statement that wasn't as common, but today people do. But the difference here, and you'll see this in the chapter on purpose, is that organizations that are pursuing quality as an organizational strategy are organizations that are systems that are built to constantly be trying to match a need that exists out in the world.   0:53:34.7 Dave Williams: And so often a learning for people is to step back and have to reflect on, well, what is the need in which we are creating these products and services to match? And if we're creating these things to match the need, how do we understand what's important, what are the quality characteristics that matter? And then how do we define what our mission is in that context? And being able to say, here's why we exist and the need that we're trying to serve, and in what way? And how do we set a vision for where we want to get into the future and what are the tenants or the practical values that exist in our organization, that we want to define how we work together in terms of building in that way. And so purpose is a big focus. It's that clarity of the need, the clarity of the quality characteristics that it takes to match that need. Understanding what are the products and services that we have. I know that sounds a little trivial, but you'd be stunned how hard it is, especially in service organizations, for people to actually describe what it is that they do, what are the actual services.   0:54:54.3 Dave Williams: They might have the name of the service or the class or the whatever, but to actually say this is what we deliver, and then really think about how do I use this as our organization's sort of North Star, our aim, so that everything else that follows is going to be about building a system that produces the results that we want and produces the services that match that need. So going forward, that's going to be very, very important in instructing the direction and instructing the way in which we're going to work as a community of professional people together.   0:55:30.8 Andrew Stotz: So after self assessment, we're talking about focusing on improvement. We're talking about building a learning system, and we're talking about revisiting or establishing or developing our purpose?   0:55:43.3 Cliff Norman: Yeah, I'll just add to what you just said there, Andrew. There's three basic things that have to happen when we start working. Number one is create the habit of improvement. Start improvement right away. Second thing, Dave just went through some detail on building a system of improvement. And Dave called that a learning system, which I thought was interesting because that's what Dr. Maccabee called it when he saw the five activities. Said, these are really methods for building a learning organization. And he said, I've never really seen them before, but this is what will come out of this, which is the essence of what you want. You want people continually learning, as Dr. Deming said, so they can continually improve. But the third thing that has to happen is we have to develop internal capability for them to carry this on, because we're not going to be around with them. We've never advertised. We don't advertise for clients, and we only get word of mouth. And we're only in there to do those three things, get them started on the habit of improvement, start building the system improvement so they can take it over.   0:56:43.4 Cliff Norman: And the third thing, start developing internal capability so they can continue it on into the future. So those three things basically take off on day one. And depending on the organization, I think this is critical. Dave, you asked this question the other day, if the context is such they've got things in front of them are so bad and so challenging that they just need to work on improvement. That's where we're going to be focused. But now if they can chew gum and walk at the same time, we're going to start building the system of improvement. And the first people I want on those initial teams, I want people on there who are going to be future improvement advisors. And more importantly, they perceive them as future leaders in the organization. I don't want a cadre of a whole bunch of improvement advisors. I want leaders in the future who actually understand the science of improvement, understand these methods, so when they go to the next department, the next organization, they can carry this on. So those three things start improving, start building a system of improvement. And the third thing, start developing internal capability. Those have got to take off almost simultaneously, depending on the situation, of course.   0:57:49.8 Andrew Stotz: Well, on that note, that's quite a discussion. I'm so happy that we can have this to go in a little bit deeper into the work that you guys have done. Again, the book is Quality As an Organizational Strategy. I got mine on Amazon and it sent it to me. But I wonder if you have any last words that you'd like to share about what we've talked about today in relation to getting started.   0:58:18.3 Cliff Norman: So, Dave, why don't you talk a little bit about. Because I think this is critical. We've just finished Andrew, the book that's going to be for the people who actually have to build this system. So Dave, just say a few things about that if you would, because you.   0:58:32.0 Dave Williams: About the field guide?   0:58:33.8 Cliff Norman: Yeah.   0:58:35.5 Dave Williams: Yeah. Well, so when this body of work was first created, there was the content of which you see in this book. And then there were also a lot of exercises and methods and applications and examples that existed as well. And it was a pretty thick binder. We have created two volumes. One, the book that you have, which is the description of the theory and the method and gives you some of the tools. And we're now in the process of pulling together what we call the QOS Field Guide, which is a guide that is supporting people that are going down this journey. It follows the same structure as the book, with the exception of the, the Getting started chapter that we had at the end is now at the beginning. And it walks through in great detail various ways in which you leaders and practitioners can approach getting started and building the capacity and then working through each of the activities. And it's equal in size, I mean, it's about the same thickness. But what we tried to do is to give people really pragmatic things to do.   1:00:01.1 Dave Williams: So there are exercises where people are simulating an idea or a concept or a particular piece. There are what we call QOS applications, which are where you're actually taking the theory or the method and applying it to your own organization. There are case studies and things that have been built that might allow you to practice. There's wonderful examples of just about everything from all, from people that we have worked with over the years across multiple different fields, from my background in emergency services and healthcare to education to manufacturing to elevator companies, all kinds of great stuff. And so that will be helpful as people are trying to think about pursuing this journey and working through that first phase of developing QOS and moving into using it. And we're in the stages of having it done to be available later this year.   1:01:08.6 Andrew Stotz: Exciting.   1:01:09.2 Cliff Norman: We've tried to make it useful, Andrew, that the people have to stay overnight with the management and actually get something done and build it without being run off. That everything is there for them to make sure that they make it successfully. That's the thing we kept in mind as we kept writing this second volume.   1:01:25.2 Andrew Stotz: Yeah, I mean, I would say my experience with your guys's writing is that it's applicable.   1:01:34.1 Dave Williams: Well, Andrew, one thing I was going to add on you mentioned a lot of different examples. There are a lot of books in which people tell you a theory, but they don't tell you how to do it. Or they tell you about their own experience, but they don't actually convey the theory. The Quality as an Organizational Strategy book is laying out the theory and the methods of this approach built on the foundations of the science of improvement and profound knowledge and the Deming philosophy. The QOS Field Guide adds to that by giving you the methods and the tools and the things. It doesn't mean that that by itself you can't just go through like it's some kind of self guided tour and all of a sudden magic happens. There's a lot of work and learning and things that have to go into going through that process. But between these two volumes, a leadership team has the tools and methods that put them in position to be able to make this journey.   1:02:41.4 Andrew Stotz: Right. Well, let's wrap it up there. On behalf of everyone, I appreciate Dave and Cliff. All that you're doing and you're sharing with us and taking the time to do that. So from everyone at the Deming Institute, I want to thank you again for joining this and bringing your discussion on these topics. And for listeners, remember to go to deming.org to continue your journey. And you can find this book, Quality as an Organizational Strategy at Amazon and other booksellers. Are there even booksellers these days? I don't even know. They're mainly online these days. So this is your host, Andrew Stotz, and I'm going to leave you with one of my favorite quotes from Dr. Deming, which is "people are entitled to joy in work."  

Abbie and Adrian talk about bridging the gap between what can be measured and what truly matters in communications and public relations. They discuss how the phrase "what gets measured gets managed"—often wrongly attributed to Peter Drucker—can be misleading since not everything that truly matters can be quantified and counted. Abbie shares her experiences from earlier in her career, reminiscing about the era of clip books, where the success of PR campaigns was measured by the volume of media coverage, rather than the content or its impact. They conclude that while measurement tools and technology have certainly advanced, the core challenge remains: identifying the right metrics that resonate with the client's goals and demonstrate the value of a campaign in achieving business success. Read the transcript and notes for this episode on our website. Key Takeaways Effective PR measurement requires aligning communications strategy with overarching business goals to accurately assess impact and success. Modern tools and analytics enable the measurement of various aspects of PR campaigns, but there is still a challenge in capturing intangible impacts like brand awareness. PR & communications professionals must align their measurement strategies with the actual business objectives to demonstrate real value to clients. Misalignment between client expectations and PR outcomes can result from failure to ask the right questions at the start of a campaign. Continuous dialogue between PR agencies and clients is crucial for demonstrating value and securing long-term partnerships. Follow the podcastIf you enjoyed this episode, please follow Copper State of Mind in Apple Podcasts, Spotify, or any other podcast app. We publish new episodes every other Friday. Just pick your preferred podcast player from this link, open the app, and click the button to “Follow” the show: https://www.copperstateofmind.show/listen Need to hire a PR firm? We demystify the process and give you some helpful advice in Episode 19: "How to Hire a Public Relations Agency in Arizona: Insider Tips for Executives and Marketing Directors" CreditsCopper State of Mind, hosted by Abbie Fink and Dr. Adrian McIntyre, is a project of HMA Public Relations, a full-service public relations and marketing communications firm in Phoenix. The show is recorded and produced by the team at Speed of Story, a B2B communications firm, and distributed by PHX.fm, the leading independent B2B podcast network in Arizona. If you enjoyed this episode, you might also like the PRGN Presents podcast, hosted by Abbie Fink, featuring conversations about PR, marketing, and communications with members of the Public Relations Global Network, "the world's local public relations agency.”

In this episode of Partnering Leadership, Mahan Tavakoli speaks with Mark Schaefer, a renowned bestselling author of popular marketing books. The conversation focuses on Mark Schaefer's latest book, Belonging to the Brand: Why Community is the Last Great Marketing Strategy.During the discussion, Mark Schaefer shares valuable insights on personal branding, courageous leadership, and the power of humility. Emphasizing the significance of community in marketing, he explores how organizations can successfully build and nurture thriving communities. Mark also discusses the shift from traditional advertising to social media and how creating a sense of community among audiences leads to stronger emotional connections.The conversation includes compelling examples of companies effectively engaging their customers through community-building initiatives. Mahan and Mark explore the psychological bonds within a community and how these connections translate to heightened brand loyalty. Discover the leadership insights of the legendary Peter Drucker and how his ability to distill complexity can transform your approach to management.Uncover the power of community in marketing and how it can drive revenue, heal, and create a sense of purpose.Learn from real-life examples of big and small companies that have successfully built communities and generated massive success.Explore the challenges of leading a community while maintaining alignment and discover the breakthrough ideas and innovation that can arise from a thriving community.Understand how the pandemic has highlighted the importance of community in marketing and how it can serve as a powerful healing force in society.Gain insights into the importance of purpose in building a community and how involving customers or fans can create a better world together.Learn how to build a personal brand in the digital age, leveraging the power of the internet to attract a supportive audience.Understand the importance of community and purpose in building thriving communities and how they can engage loyal customers and build on each other.Gain insights into building a community and personal brand, focusing on trust and collaboration.Explore the power of creating meaningful moments and connections within a community and how it can lead to stronger emotional relationships with your audience.Uncover the overlooked value of community in brand marketing and the power of user-generated content and brand advocacy.Connect with Mark SchaeferMark Schaefer Website Mark Schaefer on LinkedIn Belonging to the Brand: Why Community Is the Last Great Marketing Strategy on Amazon Connect with Mahan Tavakoli: Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website

In this episode of Welcome to Cloudlandia, we start by discussing the unpredictable nature of Toronto's weather and its amusing impact on the city's spring arrival. We explore the evolution of Formula One pit stops, highlighting the remarkable advancements in efficiency over the decades. This sets the stage for a conversation with our guest, Chris Collins, who shares his insights on balancing fame and wealth below the need for personal security. Next, we delve into the intricacies of the VCR formula—proposition, proof, protocol, and property. I share my experiences from recent workshops, emphasizing the importance of transforming ideas into intellectual property. We explore cultural differences between Canada and the U.S. in securing property rights, highlighting the entrepreneurial spirit needed to protect one's innovations. We then examine the role of AI in government efficiency, with Elon Musk's technologies revealing inefficiencies in civil services. The discussion covers the political and economic implications of misallocated funds and how the market's growing intolerance for waste pushes productivity and accountability to the forefront. Finally, we reflect on the transformative power of technological advancements, drawing parallels to historical innovations like the printing press. SHOW HIGHLIGHTS We discussed the VCR formula—proposition, proof, protocol, and property—designed to enhance communication skills and protect innovations. This formula is aimed at helping entrepreneurs turn their unique abilities into valuable assets. We touch on the unpredictable weather of Toronto and the humor associated with the arrival of spring were topics of discussion, offering a light-hearted start to the episode. Dan and I share insights on the evolution of Formula One pit stops, showcasing human innovation and efficiency over time. We examined the challenges faced by entrepreneurs in protecting their intellectual property and explored cultural contrasts between Canada and the U.S. regarding intellectual property rights. The episode delved into the implications of AI in improving government efficiency, highlighting how technologies reveal civil service inefficiencies and drive accountability. We reflected on the transformative power of historical innovations such as the printing press and electricity, drawing parallels to modern technological advancements. The conversation concluded with reflections on personal growth, including insights from notable figures like Thomas Edison and Peter Drucker, and a preview of future discussions on aging and life experiences. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Mr Sullivan. Dan: That feels better. Dean: Welcome to Cloudlandia, yes. Dan: Yes indeed. Dean: Well, where in the world? Dan: are you? Dean: today, toronto. Oh, you're in Toronto. Okay, yeah, where are you? Yeah? Dan: where are you? Dean: I am in the courtyard at the Four Seasons Valhalla in my comfy white couch. In perfect, I would give it 73 degree weather right now. Dan: Yes, well, we're right at that crossover between middle winter and late winter. Dean: You never know what you're going to get. It could snow or it could be. You may need your bikini, your Speedo or something. Dan: I think spring in Toronto happens, I think somewhere around May 23rd, I think somewhere around. May 23rd, and it's the night when the city workers put all the leaves on the trees. Dean: You never know what you're going to get. Until then, right, it just might snow, and they're stealthy. Dan: They're stealthy and you know, I think they rehearse. You know, starting in February, march, april, they start rehearsing. You know how fast can we get all the leaves on the trees and they do it all in one night they do it and all. I mean they're faster than Santa Claus. I mean they're. Dean: Have you seen, Dan? There's a wonderful video on YouTube that is a comparison of a Formula One pit stop from the 1950s versus the 2013 Formula One in Melbourne, and it was so funny to show. Dan: It would be even faster today. Dean: It would be even faster today. Oh yeah, 57 seconds it took for the pit stop in the 50s and it was 2.7 seconds at Melbourne it was just amazing to see. Dan: Yeah, mark young talks about that because he's he's not formula one, but he's at the yeah, he's at the level below formula one right, every, uh, every minute counts, every second counts oh, yeah, yeah, and uh, yeah, he said they practice and practice and practice. You know it's, it's, if it can be measured. You know that there's always somebody who's going to do it faster. And yeah, yeah, it's really, really interesting what humans do. Dean: Really interesting what humans do. I read something interesting or saw a video and I've been looking into it. Basically, someone was saying you know, our brains are not equipped for omniscience, that we're not supposed to have omniscient knowledge of everything going on in the world all at once. where our brains are made to be in a local environment with 150 people around us, and that's what our brain is equipped for managing. But all this has been foisted on us, that we have this impending. No wonder our mental health is suffering in that we have this impending when you say our, who are you referring to? Society. I think you know that's what they're. Dan: Yeah, that's what they're saying like across the board. Dean: Who are they? Yes, that's a great question. Dan: You know I hear this, but I don't experience any of it. I don't feel foisted upon. I don't feel overwhelmed. Dean: You know what I? Dan: think it is. I think it is that people who feel foisted upon have a tendency to talk about it to a lot of other people. Dean: But people who don't feel foisted upon. Dan: Don't mention it to anybody. Dean: It's very interesting. Do you know Chris Collins? Do you know Chris Collins? Dan: He wrote the really great book collection called I Am Leader. Dean: It's really something. He's a new genius. He's a new Genius Network member. Dan: Oh, Chris, oh yeah, oh yeah, chris, yeah, does he have repair shops? His main business is auto Auto. Dean: Yeah, oh yeah, chris, yeah, he does. He have repair shops His main business is auto, auto, auto dealership. Dan: He does auto dealerships. Dean: Yeah, that's right. Dan: Yeah, chris was in. Chris was in the program way back with 10 times around the same time when you came 10 times. He was in for about two years oh okay, interesting. Yeah and yeah, he was at the last Genius you know, and he's got a big, monstrous book that costs about $300. Dean: Yes, I was just going to talk about that. Yeah. Dan: We got one, but I didn't have room in my bags, you know. Dean: I budget. Dan: You know how much. Dean: I'm going to take and how much I'm going to bring back, and that was just too, much so, yeah, so yeah, yeah. He's very bothered. Oh, is he? Okay, yeah, I don't know him, I just I saw him. Dan: I got that what he talked about was this massive conspiracy. You know that they are doing it to them or they're doing it to us interesting interesting I don't experience that. What I experience is mostly nobody knows who I am. Dean: That's the best place to be right. Dan: They only know of you. Somebody was saying a very famous person showed up at a clinic in Costa Rica and he had eight bodyguards, eight bodyguards and I said yes, why is that expensive? That must be really expensive, having all those bodyguards. I mean, probably the least thing that was costly for one is having is having himself transformed by medical miracles. But having the bodyguards was the real expense. So I had a thought and I talked to somebody about this yesterday. Actually, I said my goal is to be as wealthy and famous just to the point where I would need a bodyguard. But not need the bodyguard just below where I would need a bodyguard, but not need the bodyguard Just below, where I would need a bodyguard, and I think that would be an excellent level of fame and wealth. Not only do you not have a bodyguard, but you don't think you would ever need one. That's the big thing, yeah. Dean: I love that. Dan: That that's good yeah that's a good aspiration yeah, yeah, so far I've succeeded yes, so far you are on the uh. Dean: Yeah, on the cusp of 81 six weeks seven weeks to go yeah, getting close. That's so good. Yeah, yeah, this. How is the new book coming? Dan: Yeah, good, well, I've got several because I have a quarterly book. Dean: Yeah, I'm at the big casting, not hiring. Dan: Yeah, really good. Each of us is delivering now a chapter per week, so it's really coming along. Great, yeah, and so we'll. Our date is may 26th for the everything in um before their editing can start, so they will have our, our draft will be in on may 26th and then it's over to the publisher and you know there'll be back and forth. But Jeff and I are pretty, jeff Madoff and I are pretty complete writers, you know. So you know it doesn't need normal. You know kind of looking at spelling and grammar. Dean: Right, right, right. Is that how you? Are you writing as one voice or you're writing One voice? One voice, one voice. Dan: Yeah, but we're writing actually in the second person, singular voice, so we're writing to the reader. So we're talking about you this and you this, and you this and you this, and that's the best way to do it, because if you can maintain the same voice all the way through, that's really good. I mean, jeff, we have a different style, but since we're talking to the reader all the way through, it actually works really well so far, and then we'll have you know, there'll be some shuffling and rearranging at the end. Dean: That's what I wondered. Are you essentially writing your separate, are you writing alternate chapters or you're writing your thoughts about one chapter? Dan: We have four parts and the first three parts are the whole concept of businesses that have gone theatrical, that have gone theatrical and we use examples like Ralph Lauren, Four Seasons. Hotel Apple. You know who have done Starbucks, who have done a really great job, and Jeff is writing all that because he's done a lot of work on that. He's, you know, he's been a professor at one of the New York universities and he has whole classes on how small companies started them by using a theatrical approach. They differentiated themselves extraordinarily in the marketplace, and he goes through all these examples. Plus he talks about what it's like to be actually in theater, which he knows a great deal about because he's a playwright and a producer. The fourth part is on the four by four casting tool and that's got five sections to it and where I'm taking people, the reader, who is an entrepreneur, a successful, talented, ambitious entrepreneur who wants to transform their company into a theatrical-like enterprise with everybody playing unique roles. So, that's how I've done it, so he's got the bigger writing job than I do but, mine is more directive. This is what you can do with the knowledge in this book. So we're writing it separately, and we're going to let the editor at the publishing house sort out any what goes where. Dean: Put it all together. Dan: Yeah, and we're doing the design on it, so we're pretty steadily into design projects you know, producing a new book. So we've got my entire team my team's doing all the backstage arrangements. Jeff is interviewing a lot of really great people in the theater world and you know anything having to do with casting. So he's got about. You know probably to do with casting. So he's got about probably about 12 major, 12 major interviews that he'll pull quotes from and my team is doing all the setup and the recording for him so so. Jeff. Jeff showed up as Jeff and I showed up as a team. That's great. Oh, that's great, that's awesome yeah, yeah, in comes, but not without six others, right, right with your. Dean: You know, I had a friend who used to refer to that as your utility belt. Right that you show up and you've got strapped on behind you. Dan: You've got your design, got it writing got it video, got it your whole. Yeah, strapped on behind you, you've got your design Got it Right. Dean: Yeah, yeah, yeah. Dan: And capability crew. Yeah, and to a certain extent I'm role modeling the, the point of the book, you know, and the way we're going about this and and you know, and more and more so, I find probably every quarter my actual doing um of production and that gets less and less and I'm actually finding um, I'm actually finding my work with perplexity very useful because it's getting me better at prompting my team members yes yeah, with perplexity, if you don't give it the right prompt, you don't get the right outcome. You know, yeah, and more and more I'm noticing I'm getting better at giving really, really, really great prompts to my artists, to the writers who are working with me, the interviewers, everything so, um, yeah, so it's been very, very helpful. I I find uh, just in a year of perplexity, I've gotten much more uh precise about exactly what I want. Dean: Yeah. Dan: Yeah. Dean: Yeah, defining right. I mean that's pretty. Yeah, yeah, that's really great. And knowing that, a lot of it, so much of that prompting, that's the language that's been adopted for interfacing with AI, chat, gpt and perplexity. Dan: The prompts that you give are the things. Dean: But there's so much of that. That's true about team as well, right? Oh yeah, being a better AI prompter is a better team prompter. Yeah yeah, being a better AI prompter is a better team prompter. Dan: Yeah, yeah, and you know I have a book coming out Now that I'm talking to you about it it may be the next book that would start in June and it's called Technology Coaching Teamwork and it has like three upward arrows that are, uh, you know, in unison with each other. There are three and I said that I think in the 21st century all businesses really have three tracks to them. They have a technology track, they have a teamwork track and they have a coaching track in the middle and that um in the 20th century, we considered management to be the basis. You know, management is the basis for business but. I think management has actually been um superseded, um by um superseded by electronics, you know actually it's the electronics are now the management, the algorithms are now the management and then you have the people who are constantly, you know, creating new technology, and you have human teamwork that's creating new things, because it's ultimately humans that are knocking off everything you know right. And then in the middle is coaching, and coaching goes back and forth between the teamwork and the technology. Technology will always do a really shitty job of coaching yes, I bet that's true, and teams will always do a sort of shitty job of uh knowing how to use technology and there has to be an interface in the middle, that's a human interface and it's a coaching, because coaching takes in a lot of factors, not just action factors or planning factors, but it takes in aspirational factors. It takes in learning factors. It takes in, you know, all sorts of transformational factors and that's a, that's a mid role. Yeah. Dean: Yes, yeah. Dan: And if you look at what you do best, it's probably coaching. Dean: Yeah, I wonder. I mean that's kind of. Dan: Joe Polish. It was Joe Polish, where he probably does best. He's probably a great coach. Dean: Yeah, I think that's true. Yeah, I think that's true. I've really been getting a lot of insight around going through and defining the VCR formula. You know proposition, proof, protocol and property. That's a. I see the clarity that. You know. There's a different level of communication and intention between. Where my I really shine is between is propositions and proof, like getting something knowing, guessing. You know we were. I was going to talk today too about guessing and betting. I've been really thinking about that. That was a great exercise that we did in our workshop. But this idea that's really what this is is guessing. I seem to have this superpower for propositions, like knowing what would be the thing to do and then proving that. That's true. But then taking that proof and creating a protocol that can be packaged and become property is a. That's a different skill set altogether and it's not as much. It's not as much. My unique ability, my superpower zone, is taking, you know, making propositions and proving them. I'm a really good guesser. Dan: That's my strength yeah. Yeah, I think the what I'm doing because it's, um, I'm really thinking a lot about it based on the last, um, uh, free zone workshop, which I did on monday and, uh, you know, monday of the week before last in toronto, where you were yeah, and and then I did it on Thursday again and I reversed the whole day oh really I reversed the whole day. I started off with guessing and betting and then indecision versus bad decision. And then the afternoon I did the second company secret and it worked a lot better. The flow was a lot better. Company secret and it worked a lot better. The flow was a lot better. But the big thing is that people say well, how do I? Um, I I just don't know how I you know that. Um, I'm telling them and they're asking me. So I'm telling them every time you take your unique ability and help someone transform their DOS issues, you're actually creating perspective. Intellectual property. And they said, well, I don't see quite how that works. I don't see how that works, so I've been, you know, and I'm taking them seriously. They don't see how that works. So I said, well, the impact filter is actually the solution. Okay, because you do the DOS question with them. You know, if we were having this discussion a year from now and you were looking back over the year, what has to have happened for you to feel happy with your progress? Okay, and specifically, what dangers do you have that need to be eliminated, what opportunities do you have that need to be captured, and what strengths do you have that need to be maximized? And there's a lot of very interesting answers that are going to come out of that, and the answers actually their answers to your question actually are the raw material for creating intellectual property the reason being is that what they're saying is unique and how you're listening to it is unique because of your unique ability so the best thing is do it, do an impact filter on what your solution is. So the best solution is best result solution is this. Worst result solution is this. And then here are the five success criteria, the eight success criteria that we have to go through to achieve the best result and that is the basis for intellectual property. Dean: What you write in that thing. Dan: So that's where I'm going next, because I think if we can get a lot of people over that hump, you're going to see a lot more confidence about what they're creating as solutions and understanding that these solutions are property. Dean: Yes. Dan: That's what I'm saying, that's what I'm thinking. Dean: Yeah, that's your guessing and betting yeah yes I agree and I think that that uh you know, I mean, I've had that to me going through this exercise of thinking, through that vision, column you know that the ultimate outcome is property, and once you have that property, it becomes it's a capability. Dan: It's a capability. Now right, that's something that you have. If it's not property, it's an opportunity for somebody to steal something ah right exactly. Yeah, I just think there's an inhibition on the part of entrepreneurs that if they have a really neat solution but it's not named and packaged and protected, um, it isn't going to really do them any good because they're going to be afraid. Look, if I say this, I'm in a conference somewhere and I say this, somebody's going to steal it. Then they're going to use it, then I I can't stop them from doing that. So the way I'm going to stop people from stealing my creativity is not to tell people what I'm creating. Right, it's just, it's just going to be me in my basement. Dean: Yeah, I bet no. Dan: I bet the vast majority of creative entrepreneurs they're the only ones who know they're creative because they're afraid of sharing their creativity, because it's not distinct enough that they can name it and package it and project it, getting the government to give you a hand in doing that Right yeah. Yeah, and I don't know maybe it's just not a goal of theirs to have intellectual property. Maybe it's you know it's a goal of mine to have everything be intellectual property, but maybe it's just not the goal of a lot of other people. Dean: What do? Dan: you think. Dean: I think that once you start to understand what the practical you know value, the asset value of having intellectual property, I think that makes a big difference. I think that's where you're, I mean you're. It's interesting that you are certainly leading the way, you know. I found it fascinating when you mentioned that if you were, you know, were measured as a Canadian company, that it would be the ninth or something like that. Dan: Yeah, during a 12-month period 23 to 24,. Based on the research that the Globe and Mail Toronto paper did, that the biggest was one of the big banks. They had the most intellectual property and if our US patents counted in Canada because I think they were just, they were just counting Canadian government patents that we would have been number nine and we're. you know, we're a tiny little speck on the windshield, I mean we're not a big company, but what I notice when I look at Canada very little originality is coming out of Canada and, for example, the biggest Canadian company with patents during that 12-month period was TD Bank. Yeah, and they had 240. 240, I mean that might be how many Google send in in a week. You know that might be the number of patents. That wouldn't be necessarily a big week at Google or Amazon or any of the other big American, because Americans are really into Americans are really, really into property. That's why they want Greenland. Dean: And Panama. Dan: And Alberta. Dean: Panama, alberta and Greenland. Dan: And the Gulf of America, yeah, the Gulf of America and property. Dean: Even if it's not actual. They want titular property. Dan: Yes. Dean: Yeah, yeah. Dan: And I haven't seen any complaints from Mexico. I mean, I haven't seen any complaints. Maybe there have been complaints, but we just haven't seen them. No, no, from now on it's the Gulf of America, which I think is rather important, and when Google just switches, I mean, google hasn't been a very big Trump fan and yet they took it seriously. Yeah, now all the tech's official. It's interesting talking to people and they say what's happening? What's happening? We don't know what's happening. I say, well, it's like the end of a Monopoly game. One of the things you have to do when you end one Monopoly game is all the pieces have to go back in the box, like Scrabble. You play Scrabble, all the pieces go back in the box at the end of a game. And I said, this is the first time since the end of the Second World War that a game is ending and all the pieces are going back into the box, except when you get to the next step. It's a bigger box, it's a different game board, there's more pieces and different rules. So this is what's happening right now. It's a new game the old game is over, new game is starting and, um, if you just watch what donald trump's doing, you're getting an idea what the new game is. Yeah, I think you're right, and one of the new game is intellectual property. Intellectual property I think this is one of the new parts of the new game. And the other thing is it's all going to be one-to-one deals. I don't think there's going to be any more multi-party deals. You know, like the North American Free Trade Act, supposedly is the United States, canada and Mexico In Europe. If you look at it, it's Canada and Mexico, it's Mexico and the United States and it's the United States and Canada. These are separate deals. They're all separate deals. That's what I think is happening. States, Canada and these are separate deals. They're all separate deals. Oh, interesting, yeah, and that's what I think is happening. It's just one-to-one. No more multilateral stuff it's all one-to-one. For example, the US ambassador is in London this week and they're working out a deal between the UK and the United States, so no tariffs apply to British, british products oh interesting yeah and you'll see it like the European Union. I was saying the European Union wants to have a deal and I said European Union, where is the European Union? You know where is? That anyway, yeah yeah, I mean, if you look at the United Nations, there's no European Union. If you look at NATO, there's no European Union. If you look at the G20 of countries, there's no European Union. There's France, there's Germany. You know, there's countries we recognize. And I think the US is just saying if you don't have a national border and you don't have a capital, and you don't have a government, we don't think it exists. We just don't think it exists. And Trump often talks about that 28 acres on the east side of Manhattan. He says boy, boy. What we could do with that right, oh, what we could do with that. You know they should. Just, you know who can do that. Who can do? United Nations, switzerland, send it to Switzerland. You know that'd be a nice place for the send it to there, you know like that and it just shows you that that was all. All those institutions were really a result of the Second World War and the Cold War, which was just a continuation of the Second World War. So I think that's one of the really big things that's happening in the world right now. And the other thing I want to talk to you about is Doge. I think Doge is one of the most phenomenally big breakthroughs in world history. What's happening with Elon Musk and his team. Dean: Yeah, I know you've been really following that with great interest. Tell me what's the latest. Dan: It's the first time in human history that you can audit government, bureauc, audit government, bureaucratic government, the part of government. You don't see Millions and millions of people who are doing things but you don't know what they're doing. There's no way of checking what they're doing. There's no way for them. And it was proven because Musk, about four weeks ago, sent out a letter to every federal employee, said last week, tell me five things that you did. And the results were not good. Dean: Well, I think the same thing is happening when people are questioned about their at-home working accomplishments too. Yeah, but that's the Well, lamar Lark, you know. Dan: Lamar. I don't think you've ever met Lamar. He's in the number one Chicago Free Zone workshops, so we have two and a quarter and he's in the first one. And he has all sorts of interesting things. He's got Chick-fil-A franchises and other things like that, okay, and he created his own church, which is a very I have met Lamar yeah, which is a very American activity. Dean: It creates your own church, you know yes yes, yeah. Dan: That's why Americans are so religious is because America is the first country that turned religion into an entrepreneurial activity. Got yourself a hall. You could do it right there in the courtyard of the Valhalla. How many chairs could you? If you really pushed it, how many chairs could you get into the courtyard? Let's see One, two three, four, five, not like the chair you're sitting on. No, I'm kidding. Dean: I'm just envisioning it. I could probably get 50 chairs in here. Dan: You got yourself, you know and set it up right, Get a good tax description yeah, you got yourself a religion there. That's great. And you're kind of tending in that direction with the word Valhalla, that's exactly right. Dean: Yes, would you. Dan: I'd pay to spend an hour or two on Sunday with you. Dean: But here's the big question, Dan Would you be committed enough to tithe? Dan: Oh yes, oh yes. Dean: Then we'd really be on to something you know. We could just count on you for your tithe to the church. That would be. Dan: That would really get us on our feet, but anyway, I was telling this story about Lamar. So he and his wife have a friend, a woman, who works for the federal government in Chicago, and so they were just talking over dinner to the person and they said, well, what's your day work, what's your day you know when do you go into the? office. When do you go into the office? When do you go into the office? And she says, oh, I haven't been to the office since before COVID. No, I know we are the office. And so they said, well, how does your home day work? And she says, well, at 830, you got to. You got to check in at 830. You check in at 830, you go online and then you put your j in at 8.30. Dean: You check in at 8.30, you go online and then you put your jiggler on Jiggler, exactly I've heard about this and they said what's the jiggler? Dan: Well, the jiggler moves. Your mouse keeps checking into different. It keeps switching to different files, positions, yeah, yeah, files. And that's the only thing that they can record from the actual office is that you're busy moving from one file to the other. And he says, well, what are you doing while that's happening? She said, well, I do a lot of shopping, you know I go out shopping and we have you know, and they come back and it goes from. You know it'll stop because there's coffee time, so we'll stop for 10 minutes for coffee and then it'll stop for lunch and stop for afternoon coffee. And then I checked out and I always check in five minutes early and I always check five minutes late, that's amazing, isn't it? that's what that's what elon Elon Musk is discovering, because Elon Musk's AI can actually discover what they did, and then it's hard for the person to answer what were the five things you did last week? You know, and the truth is that I think I'm not saying that all civil servants are worthless. I'm not saying that at all. You have it right now. It's recorded here. Your mechanism is recording that. I'm not saying that all civil servants are worthless but I do think it's harder and harder for civil servants to prove their value, because you may have gone to five important meetings, but I bet those meetings didn't produce any result. It's hard for any civil servant and you can say what you did last week. I can say what I did last week, but you were basically just meeting with yourself. Yeah, that's I saw somebody and you produce something and you made a decision and something got created and that's easy to prove. But I don't think it's easy in the civil service to prove the value of what you did the greatest raw resource in America for taking money that's being spent one way taking that money away and spending on something else. I think this is the greatest source of financial transformation going forward, because about 15 states all of them Republican states have gotten in touch with Elon Musk and say whatever you're doing in Washington, we want to do here, and I just he believes, according to his comments, that every year there's $3 trillion that's being badly spent $3 trillion you know, I got my little finger up to my mouth. $3 trillion, you know, this is that's a lot of you know, I'm at the point where I think a million is still a big deal. You know, trillion is uh, yeah, uh. Dean: I saw that somebody had invented a uh algorithm reader. They detected an algorithm in the like a fingerprint in the jiggler software. Oh that, yeah, so that you can overlay this thing and it would be able to identify that that's a jiggler that's a jiggler. Dan: That's a jiggler yeah, you got to because behind the jiggler is the prompter. Dean: The jiggler busters. Dan: Yes, exactly, he was on. He was interviewed, he and six members of his Doge team, you know, and how they're talking about them being 19 and 20 year olds, about them being 19 and 20 year olds. These were part. These were powerful people who had stepped away from their companies and their jobs just for the chance to work with the Elon. One guy had five companies. He's from Houston, he had five companies and he's taken leave from his company for a year. Just to work on the doge project. Yeah, and so that guy was talking and he said you know what we discovered? The small business administration, he said, last year gave 300 million dollars in loans to children under 11 years old wow to their to that a person who had their social security number, their social insurance number. Right, and during that same year, we gave $300 million in loans to people who were over 120 years old. Dean: Wow. Dan: That's $600 million. That's $600 million, that's almost a billion. Anyway, that's happening over and over. They're just discovering these and those checks are arriving somewhere and somebody's cashing those checks, but it's not appropriate. So I think this is the biggest deal. I think this changes everything, and I've noticed that the Democratic Party is in a tailspin, and has been especially since they started the Doge project, because the people doing the jiggling and the people who where the checks are going to the run I bet 90% of them are Democrats the money's going to democratic organizations, since going to democratic individuals and they're going to be cash strapped. You know that they've been. This isn't last year, this goes back 80 years. This has been going on since the New Deal, when the Democrats really took over Washington. And I bet this I bet they can track all the checks that went back 80 years. Dean: I mean, this is that's really something, isn't it? I was just thinking about yeah, this kind of transparency is really like. I think, when you really get down to it, we're getting to a point where there's the market does not support inefficiency anymore. It's not baked in. If you have workers for instance, most of the time you have salaried workers your real expectation is that they're going to be productive. I don't know what the actual stats are, do you know? But let's say that they're going to be actually productive for 50% of the time. But you look at now just the ability to, especially on task-related things or AI type of things um, collins, chris no, chris johnson's um, um, oh yeah um uh, you know the the ai dialers there, of being able, there's zero. Dan: They were doing, um, you know they were doing. Maybe you know the dialers were doing. You know, because some of the sometimes the other, the person at the other end they answered and they'd have a you know five minute call or something like that. So in a day in a day, like they have an eight hour thing they might do you know. 50, 50 call outs 50 or 60 calls yeah, his. Ai does 25,000 calls a minute. Dean: Exactly that's. What I mean is that those things are just that everything is compressed. Now there's no, because it's taken out all the air, all the fluff around it. What humans come with. You're right what you said earlier about all the pieces going back in the box and we're totally reset. Yeah, I think we're definitely that you know yeah and the thing thing about this. Dan: What I found interesting is that the request coming in from the states that they moved the doge you know the process department of government efficiency that I. I think he's putting together a vast system that can be applied to any government you know, it could be, and, uh, and, but the all the requests came in from republican states, not from Democratic states, waste and abuse and waste and fraud. probably for the over last 80 years, has been the party in the United States which was most invested in the bureaucracy of the government you know. And yeah, I mean, do you know anybody who works for the government? I mean actually, I mean you may have met the person, but I mean, do you know anybody who works for the government? I mean actually, I mean you may have met the person but I mean, I don't know. Do you do, do you know anybody who works for the government? I don't believe, I do, really, and I do, and I don't either right, I don't I don't, I don't, neither you know I mean, I mean everybody I know is an entrepreneur everybody I know is entrepreneurial. And yeah, the people who aren't entrepreneurial are the families. You know they would be family connections of the entrepreneurs. I just don't know anybody who works for the government. You know, I've been 50 years and I can't say I know anybody who works for the government but, there's lots of them. Yeah, yeah so they don't they. They're not involved in entrepreneurial circles, that's for sure. Dean: It's Ontario Hydro or Ontario Power Generation. Is that the government? No, that's the government, then I do. I know one person. I know one person that works for the government. Dan: All right, Send him an email and say what are five things you did last week? Yeah, what? Dean: did you do last week? Dan: Oh my goodness, that's so funny, impress me. Dean: Yes. Dan: Yeah. Dean: Yeah. Dan: I think it's a stage in technological development, I think it's a state, just where it has to do with the ability to measure, and this has been a vast dark space government that you can't really, yeah, and in fairness to them, they couldn't measure themselves. In other words, that they didn't have the ability, even if they were honest and forthright and they were committed and they were productive, they themselves did not have the ability to measure their own activities until now. And I think, and I think now they will, and I think now they will, and, but but anyway, I just think this is a major, major event. This is this is equal to the printing press. You know this is equal to to electricity. You can measure what government does electricity. You can measure what government does In the history of human beings. This is a major breakthrough. That's amazing. Dean: So great Look around. You don't want a time to be alive. Dan: Yeah, I mean depending on where you work I guess that's absolutely true. Dean: I've been listening to, uh I was just listening, uh just started actually a podcast about uh, thomas edison, uh this is a really great podcast, one of my great, one of my great heroes. Yes, exactly, the podcast is called Founders. Dan: Founders yeah. Dean: Founders. Yeah, david Sunra, I think, is the guy's name and all he does is he reads biographies and then he gives his insights on the biographies. It's just a single voice podcast. It's not like guests or anything, it's just him breaking down his lessons and notes from reading certain reading these biographies and it's really well done. But he had what turned me on he did. I first heard a podcast he did about Albert Lasker, who was the guy, the great advertising guy, the man who sold America and yeah, so I've been listening through and very interesting. But the Thomas Edison thing I'm at the point where he was talking about his first things. He sold some telegraph patent that he had an idea that he had created for $40,000, which was like you know a huge amount of money back then and that allowed him to set up Menlo Park. And then at the time Menlo Park was kind of out in the middle of nowhere and you know they asked why would you set up out there? And no distractions. And he created a whole you know a whole environment of where people were undistracted and able to invent and what you know. If they get bored, what are they going to do? They're going to invent something, just creating this whole environment. Dan: Well, he wasn't distractible because he was largely deaf. He had childhood injury, yeah, so he wasn't distracted by other people talking because he couldn't really make out. So you know, he had to focus where he could focus. And yeah, there is actually in my hometown, which his hometown is called Milan, ohio. I grew up two miles. I grew up I wasn't born there, but when I was two years old, we moved to a farm there. It was two miles from Edison. His home is there. It's a museum. Dean: Milan. Dan: Ohio and that was 1830s, somewhere 1838, something like that. I'm not quite sure. But there's a business in Norwalk, Ohio, where we moved from the farm when I was 11 years old Ohio, where we moved from the farm when I was 11 years old, and there's a business in there that started off as a dynamo company. Dynamo was sort of like an electric generator. Dean: Yeah, and we had dynamo in Georgetown. Dan: on the river, yeah, and that business continues since the mid-1800s, that business continues, and everything like that. My sense is that Edison put everything together that constitutes the modern scientific technological laboratory. In other words that Menlo Park is the first time you've really put everything together. That includes, you know, the science, the technology, the experimentation the creation of patents, the packaging of the new ideas, getting investment from Wall Street and everything. He created the entire gateway for the modern technological corporation, I think. Dean: I think that's amazing, very nice. I like to look at the. I like to trace the timelines of something right, like when you realize it's very interesting when you think and you hear about the lore and you look at the accomplishments of someone like Thomas Edison or Leonardo da Vinci or anybody, you look at the total of what you know about what they were able to accomplish, but when you granularly get down to the timeline of it, you don't, like you realize how. I think I remember reading about da vinci. I think he spent like seven years doing just this one uh, one period of projects. That was uh, um. So he puts it in perspective right of a of the, the whole of a career, that it really breaks down to the, the individual, uh chapters, that that make it up, you know, yeah, and it's funny, I've written about somebody, Jim Collins the good to great author. I heard him. His kind of hero was Peter Drucker and he remembers going to Peter Drucker and he had a bookshelf with all of his books. I think he had like 90 books or something that he had written, Peter Drucker, and he had them. Jim Collins set them up on his bookshelf and he would move a piece of tape that shows his current age against the age that Peter Drucker was when he had written those things and he realized that at you know, 50 years old, something like you know, 75% of Peter Drucker's work was after that age and even into his 80s or whatever. Dan: Yeah, most of my work is after 70. I was just going to say yeah, exactly, I look at that. You look at all of the things and then at 70, yeah, yeah, the actual stuff I've created is really yeah, that's when I really started to produce a lot after 70. Dean: Mm-hmm. Dan: Yeah, a lot of R&D. I did a lot of R&D. Dean: Right. Dan: Exactly, yeah, yeah, yeah. And you know, my goal is that 80 to 90 will be much more productive than 70 to 80. Yeah, I was talking to someone today interesting, very interesting physical fitness guy here in Toronto and he's a really great chiropractor so he's working. So I have I'm making great progress with the structural repair of my left knee. But there's all sorts of functional stuff that has to come along with it and he's my main man for doing this. But he was talking, he's 50, and he said you know, my goal is that 60 to 70 is going to be my most active part of my life, you know, from mountain climbing to all these different really high endurance athletics and sports, and so we got talking and I just shared with him the idea that the real goal you should have or which covers a lot of other areas is that, if you're like my goal for 90, I'm just going on 81, my goal for 90 is that I'm more ambitious at 90 than I am at the present. Dean: And. Dan: I said that's what that almost seems impossible, impossible well, well it is if you're just looking at yourself as a single individual yeah but if you're looking at yourself as someone who has an expand team, it's actually very possible. Dean: Yeah, yeah yeah, you're mine are those potato chips no, it's a piece of cellophane wrapped around something. That was the word right Retired. And they've been retired for about five years or so and I hadn't seen them in a couple of years. But it's really interesting to, at 72, the uh, you know the, just the level you can tell just physically and everything mentally, everything about them. They're on the, the decline phase of the thing they're not ramping up. You know, like just physically they are, um, you know they're, they're big, um cruisers. You know they've been going on cruises now every every six weeks or so, but, um, but yeah, no, no, uh, no more golf, no more. Like you see, they're intentionally kind of winding things down, resigning to the yeah. Dan: Yeah, it's very interesting. I don't know if you caught it in the news. It was, I think, right at the end of January. But you know the name Daniel Kahneman. Dean: I know the name. Yeah, thinking fast and slow. Dan: Fast thinking slow yeah, he committed suicide in Switzerland. Dean: I did not know that. When was that he? Dan: was 90 years old, I think it was January 28th. Dean: And it was all planned out. Dan: It was all planned out and he went to Switzerland to do it, because they have the legal framework where you can do that and everything else. And I found it so interesting that I did a whole bunch of perplexity searches and I said, because he was very influential, I never read his book, because I read the first five or 10 pages and it just didn't seem that interesting to me and it seemed like he had. You know that he's famous for that book and he's famous for it, and it seemed to be that he's kind of like a one trick pony. You know, he's got a great book that really changed things. And then I started looking. I said, well, what else did he do besides that one book? And it's not too much. And he did that, you know, 40 years ago. It was sort of something he did 40 years ago. Dean: Wow. Dan: And I just said gee, I wonder if he, you know, he just hasn't been real productive. Wonder if he, you know, he just hasn't been real productive, not not starting in january, but he hadn't been real productive over the last 20 or 30 years and he did that. Dean: Uh, and anyway, you know, I don't know. I don't know that I've been living under a rock or whatever. I didn't even realize that this was a real thing. I have a good friend in Canada whose grandfather is tomorrow scheduled for assisted. It's a big thing in Canada. Dan: Canada is the most leading country in incidents of people being assisted in committing suicide. Dean: Yeah, and. Dan: I have my suspicions. It's a way for the government to cut checks to old people. You know like assist them to leave. You know I mean it's just. What a confusing set of emotions that must bring up for someone you love. Confusing and disturbing about his committing suicide and it's really a big topic, you know, because he was saying you can always get on top of whatever you're experiencing and get useful lessons from it, right? Dean: and I said. Dan: I said, well, you must have reached an empty week or something. You know I I don't know what, what happened I, you know I mean right and uh, cause I I'm finding um the experience of being 80, the experience of being 70 and 80, very, very fruitful for coming up with new thoughts and coming up with new ideas right, you know and what, what is still important when you're uh, you know, still important when you're. you know what is even more important and what is even more clear when you're 80. That wasn't clear when you were 50 or 60. I think that's a useful thought. You know that's a useful thought, yeah, but it's really interesting. I never find suicide is understandable. Dean: I know, yeah, I get it. I see that you think about that too. I've had that. I've had some other people, my cousin, years and years ago was the first person kind of close to me that had committed suicide, and you know. But you always think it's just like you, I can't imagine that like I. I can imagine, uh, just completely like disappearing or whatever you know starting off somewhere else, like complete, you know, reset, but not something that that final, you know. Dan: You know, I can understand just extreme, intolerable pain you know, I mean. I can, I can, I can totally get that. Dean: Yeah, yeah. Dan: Yeah, I mean, it's just you. You just can't go through another day of it. I I just totally understand that but, where it's more of a psychological emotional you get a, got yourself in a corner and that, uh then, um, you know, I don't really, um, I don't really comprehend what's going on there. You know, I I obviously something's going on, but I you know, I, I obviously something's going on, but I, just from, I've never had a suicidal thought. I mean, you know, I've had some low points, I've had some, but even on my low points I had something that was fun that day you know Right Right, right Right. Or I had an interesting thought. Yeah, right. Dean: Yeah, yeah, yeah, yeah. Well, I'm yeah, yeah, yeah yeah, yeah. Dan: Well, I'm glad we hit on that topic because I said, you may think I know that the person doing it has a completely logical reason for doing it. It's just not a logic that can be explained easily to other people yeah, when you're not in that spot. I get it, yeah, yeah, yeah, yeah anyway this was a good one. This was a good one. Yeah, now okay, wait actually yeah, I'll be calling from chicago next week. Dean: Okay, perfect I'll be here, yeah, um, yeah, I want to. I'd love to, um, if we remember, and if we don't, that's fine too, but if we remember, you brought up something the I would love to see and maybe talk about the difference between uh, you know, between 60, 70, 80, your thoughts of those things. Yeah, you're getting to that point I'm 22 years behind you, so I'm just turning 59 right before you turn 81. Dan: So that'd be something I'll put some thought to it. I love it. Dean: Okay. Dan: Perfect, thanks, dan. All right, okay, thanks, bye.

Most founders wait too long to adapt. Ray Deck says that's a mistake—and shows how to scale smarter using the tools you already have.What if the biggest leverage in your business isn't new funding or a bigger team—but the knowledge and trust you've already built?This week, I'm joined by Ray Deck, founder of State Change, to break down how AI, no-code, and personal reputation are changing the game for founders ready to scale—without burning out.Ray's seen it all—from the dot-com bust to the rise of SaaS—and now he's helping entrepreneurs build smarter by tapping into tools that amplify what they already know.We get into:

This week we speak to getting results—it's what we all want, right? But what if the secret isn't just about working harder but working smarter? In this episode, I'm diving into the strategy of reverse engineering success, breaking down how to set clear goals, anticipate obstacles, and make real progress. We'll talk about the mindset shifts that make all the difference and the science-backed methods that help you lose weight and keep it off.Because here's the truth—your future isn't something you wait for; it's something you create. And that's why I love this week's quote: "The best way to predict the future is to create it." – Peter Drucker. So, let's create it - let's get to work.Citations:National Institutes of Health, 2020Sonnentag, Journal of Occupational Health Psychology, 2003Harvard Business Review, 2017Journal of Behavioral Medicine, 2019The American Journal of Clinical Nutrition, 2021Locke & Latham, American Psychological Association, 2002Gollwitzer & Sheeran, Harvard Business Review, 2006Wing & Phelan, National Weight Control Registry, 2005Clear, J. (2018). Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones. Avery.Let's go, let's get it done. Get more information at: http://projectweightloss.org

Mark Schaefer is a digital marketing consultant, a globally recognized keynote speaker, a futurist, a university educator, a renowned expert in marketing and personal branding, and the bestselling author of many books, including "Belonging to the Brand," "Marketing Rebellion," "Known," and "Audacious: How Humans Win in an AI Marketing World". His blog, {grow} is hailed as one of the top marketing blogs in the world and he is also the host of The Marketing Companion, one of the top 10 marketing podcasts on iTunes. He has also appeared on many national television shows and periodicals including the Wall Street Journal, Wired, The New York Times, CNN, National Public Radio (NPR), CNBC, the BBC, and CBS News, and he is a regular contributing columnist to The Harvard Business Review. Connect with Mark Schaeffer: https://www.linkedin.com/in/markwschaefer/ Buy the book, “Belonging to the Brand”: https://www.amazon.com/Belonging-Brand-Community-Marketing-Strategy-ebook/dp/B0BQCRN6JQ Blog: https://businessesgrow.com/ Podcast: The Marketing Companion Watch this episode on YouTube: https://youtu.be/-IKcl_my7vQ What if you could build a community around your brand or business? What if I told you that you can cultivate an engaged, supportive community of fans around your business where people clamor to buy anything you offer and never leave because your community is such an important part of their lives and identities? My guest, Mark Schaefer is the author of Belonging to the Brand, Why Community is the Last Great Marketing Strategy.  In an age of AI and automation where even many global brands are losing market share and relevance, Mark believes that community is the last refuge for preserving our humanity and ensuring brands, businesses, and non-profits stand out. As Mark explains in his book, and as we discussed in this episode, building a community goes way beyond simply amassing a following. Social media followers and casual readers or viewers are a weak relational link. According to Mark Schaefer, the real magic happens when you're able to bring people together so they connect to one another and find a sense of belonging within your brand community. Once you create a community, your organization becomes a home for your audience – a place where they find meaning. And, a sense of meaning is often what is missing from many people's lives today. For all of our technological advancements and social progress, many people feel lonely or socially isolated. As Mark says in his book, we humans are “wired for community,” which can be hard to find in a world that is so virtual and where remote work is common. The demand for community has, perhaps, never been greater than at any time in human history. If you can help fulfill your audience's need for belonging and community, then you will acquire a tribe of loyal supporters and repeat customers. According to Mark's thesis, which I believe is correct, building a community is how organizations can make the greatest impact and drive the biggest outcomes if they're willing to put in the time and work into making their community grow. Creating a community requires long-term thinking and an investment of time and energy, but it will pay off for those who commit to it, as Mark explains on the podcast and in his book.  In this conversation, Mark and I spoke about the importance of community from both a marketing and a sociological perspective. He also shared interesting case studies of people who found success by building communities around their brands. From a business and marketing standpoint, having your own community on an owned channel also strengthens your brand long-term, dramatically increases customer loyalty and retention, and lessens your reliance on the whims of social media algorithms and changing markets.  In this episode, we discussed his “Belonging to the Brand,” published in 2022, but you should also check out his new book that just came out, "Audacious: How Humans Win in an AI Marketing World." Connect with Mark Schaefer: https://www.linkedin.com/in/markwschaefer/ Buy the book, Belonging to the Brand: https://www.amazon.com/Belonging-Brand-Community-Marketing-Strategy-ebook/dp/B0BQCRN6JQ  Learn more: https://businessesgrow.com/ Buy his new book, Audacious: How Humans Win in an AI Marketing World: https://www.amazon.com/Audacious-How-Humans-Marketing-World/dp/B0DSHRN3PC#:~:text=Mark%20Schaefer's%20%22Audacious%22%20is%20a,AI%20by%20a%20million%20watts.  Mark Schaefer is a globally recognized keynote speaker, educator, business consultant, and author. His blog {grow} is hailed as one of the top marketing blogs in the world. Mark has worked in global sales, PR, and marketing positions for more than 30 years and provides consulting services as Executive Director of Schaefer Marketing Solutions. Mark has advanced degrees in marketing and organizational development, holds seven patents, and is a faculty member of the graduate studies program at Rutgers University. For three years, Mark studied under the late Peter Drucker (a world-renowned consultant and author known as the founder of modern management). He is one of the world's most popular business-related keynote speakers, taking the stage at some of the largest industry and corporate conferences including SXSW, Dell World, the American Bar Association Annual Conference, and many others. He has spoken in 35 different countries. Mark is also well-known for developing corporate marketing strategies and marketing workshops. His clients range from successful start-ups to global brands such as Adidas, Johnson & Johnson, GE Life Sciences, Pfizer, The U.S. Air Force, and the UK Government. Mark is the bestselling author of ten other books: Belonging to the Brand: Why Community is the Last Great Marketing Strategy: This book was number one in both marketing and advertising categories and provides a spellbinding view of the future of marketing. Cumulative Advantage: How to Build Momentum for your Ideas, Business, and Life Against All Odds — This book explores the art and science of momentum Marketing Rebellion: The Most Human Company Wins — Some reviewers note this might be the most influential marketing book of the decade. KNOWN: How to Build and Unleash Your Personal Brand in the Digital Age — World's number one book on personal branding. The Content Code — Named one of the top five marketing books of the year by INC Magazine. Social Media Explained — Essential primer on social media marketing. Return on Influence — First book ever written on influencer marketing. Named to the elite list of top academic titles of the year by the American Library Association, which declared it an “essential” and “pathfinding” book. Born to Blog — All-time bestselling book on blogging! LESSONS — Collection of essential essays on embracing chaos. The Tao of Twitter – Best-selling book on Twitter in the world. Mark's books have been used as textbooks at more than 70 universities, have been translated into 15 languages, and can be found in more than 750 libraries worldwide. He is the founder and co-host of The Marketing Companion, one of the top 10 marketing podcasts on iTunes. The show has been downloaded more than 1.5 million times. Mark is also a popular and entertaining commentator and has appeared on many national television shows and periodicals including the Wall Street Journal, Wired, The New York Times, CNN, National Public Radio, CNBC, the BBC, and CBS News. He is a regular contributing columnist to The Harvard Business Review. Learn more: https://businessesgrow.com/  

Peter Drucker said: "Culture eats strategy for breakfast." I actually see it a bit differently.

Connect to John Gilroy on LinkedIn   https://www.linkedin.com/in/john-gilroy/ Want to listen to other episodes? www.Federaltechpodcast.com We all know the quote from Peter Drucker, "If you can measure it, you can manage it."   It's pretty easy to apply when throwing a javelin but difficult when measuring success in complex software development projects. Today, we sat down with Jeff Gallimore, Chief Technology and Innovation Officer and founder of Excella. He brings with him decades of experience collaborating with teams on successful federal projects. We start by noting the fallacy of using one metric to measure success. While completing the initiative on time might make an agency administrator happy, that will change rapidly if compliance is not achieved, and scaling will break the system into pieces. Jeff has seen breakthroughs using a framework called DORA, DevOps Research and Assessment). The key metrics are deployment frequency, lead time for changes, change failure rate, and failed deployment recovery time.  These metrics, now part of Google, are research-based and predictive of IT and organizational outcomes. They emphasize the importance of a holistic approach, avoiding single-metric focus, and the role of leadership and culture in fostering high-performing teams

The legal industry is facing its “Netflix vs. Blockbuster” moment. AI, automation, and alternative legal service providers (ALSPs) are rapidly reshaping how legal services are delivered, and the biggest question is: Who will adapt—and who will be left behind? Roger Pilc leads a $600M+ division at Epiq, bringing experience from McKinsey, Booz Allen, CA Technologies, and Pitney Bowes. With insights from Satya Nadella's vision on AI, Clayton Christensen's The Innovator's Dilemma, and leadership lessons from Peter Drucker, Adam Grant(Author of Think Again), and Daniel Pink(Author of Drive), Roger explains how ALSPs are positioned to disrupt legal in ways law firms and Big Four consultancies cannot. In this episode, we explore how Legal Service Management mirrors IT's digital transformation, why Zach Posner at TLTF is betting on AI-driven legal platforms, and how Nicole Giantonio and the team at Epiq are investing in tech that's changing legal service delivery. Key Takeaways You Can Use Today: Legal is facing a “Simultaneous Equation Problem.” GCs must manage rising litigation, regulatory complexity, and shrinking budgets—but traditional models no longer work. AI & ALSPs Are Changing Everything. Like Netflix disrupting Blockbuster, AI-powered legal service models are creating massive efficiencies for corporate legal teams. The 30% Rule: Leadership is Talent Spotting. Echoing Bill Gates, Steve Jobs, and Jack Welch, Roger spends 30% of his time recruiting and developing top talent—a critical strategy for legal leaders.

En este episodio de #PodcastLaTrinchera, regresa Carlos Sagardía, quién estuvo en La Trinchera en el episodio 7 y episodio 43, para discutir su regreso a la discusión pública y las redes, cómo su vida ha cambiado desde que se convirtió en papá, el desarrollo del PNP desde que él y yo comenzamos en la política y sus retos y oportunidades en su tercer cuatrienio, los ataques políticos a la función judicial y el rol de los jueces en la política.Por favor suscribirse a La Trinchera con Christian Sobrino en su plataforma favorita de podcasts y compartan este episodio con sus amistades.Para contactar a Christian Sobrino y #PodcastLaTrinchera, nada mejor que mediante las siguientes plataformas:Facebook: @PodcastLaTrincheraTwitter: @zobrinovichInstagram: zobrinovichThreads: @zobrinovichBluesky Social: zobrinovich.bsky.socialYouTube: @PodcastLaTrinchera "La mejor manera de predecir el futuro es crearlo." - Peter Drucker

The best time for college retreats seemed to be at the beginning of Christmas break and return from that trip the day before Christmas. Was it successful yes... for several years. Was it worth it? For the students yes.... for my family who was very gracious to me? No. Why? Because all things in Jesus name are not necessarily the best thing to do. That sounds wild right? We did eventually move these trips to fall during spring breaks, but you have to use at least 2 different spring break weeks to cover a lot of the students since they were not always at the same time. The beauty of the Rocky mountains was always amazing! But... I had not yet learned the one rule, in which I will repeat over and over again for your sakes as leaders... and for you and your families health. ”You MUST say NO to something BEFORE you say YES to something else." FYI... That NO should be to some other equal project, ministry, or hobby that takes time from your family and health. All around health is important! Peter Drucker, the Father of  Modern Business and mentor taught Pastor Rick Warren that specific truth. He would always say, “Rick... Tell me what you gave up before you tell me what you are doing next." A few things... It was the best time to get college students enthused and signed up. It was a beautiful time of the year to hit the slopes. Students came from all over the United States and that enthused the local students. The Gospel was shared and souls were saved. What would I do differently now? I would never go at Christmas time. That time should have been reserved for my wife, children, and their memories. I would have moved it to every other year and not every year. _______________________________ Looking for a new student ministry resource? You can read my book “Burn Up Not Out: A Student Ministry Fire Builder's Guidebook” here: https://amzn.to/3PtBTIy Listen to more episodes from the Youth Worker On Fire Podcast here: https://bit.ly/3saDyYq _______________________________ EPISODE CREDITS Email us at: youthworkeronfire@gmail.com Hosted by: Doug Edwards Theme Song: "The One and Only" by The 808 : Listen to more at https://bit.ly/3FTYIAJ Intro/Outro Voiceover: Michael Helms : https://www.youtube.com/@MichaelTheSoundGuy  Edited by: Secret Roots Music House

We've all heard Peter Drucker's famous quote, "Culture eats strategy for breakfast." But what does it really take to build a workplace culture that drives both people and performance? In this episode of Mission First People Always, Dr. Mike Patterson sits down with culture expert Andrea Wanerstrand to uncover the key elements of creating a thriving, human-centric workplace. Dr. Mike welcomes Andrea Wanerstrand, Founder & CEO of A3 CultureLab, a leadership speaker, coach, and consultant who helps organizations—from startups to Fortune 500 companies—design extraordinary workplace cultures. With a background in global performance management at companies like Microsoft and T-Mobile, Andrea shares insights on fostering a workplace where people feel valued, autonomous, and accountable. Andrea breaks down what it means to have a human-centric workplace, emphasizing the importance of how work gets done, how leaders make others feel, and how trust is built. She explains that culture isn't just about perks or policies—it's about how people interact, communicate, and show up every day. Throughout the conversation, Andrea offers practical advice for leaders, including how to balance empathy with authority, create autonomous teams, and encourage a culture of accountability without fear. She also shares details about her upcoming coaching program, Mindset Maven, designed to help high-achievers develop mental and physical resilience. Key Takeaways: Culture is about the "how," not just the "what"—how work is done, how people feel, and how trust is built. Human-centric leadership requires balancing empathy with authority to foster both people and performance. Autonomous teams thrive on accountability—leaders must set expectations, provide trust, and encourage transparency. Accountability isn't a bad word—it's about taking ownership, getting credit for success, and learning from setbacks. Your energy affects your leadership—Andrea recommends an energy audit to identify when you're at your best and schedule key conversations accordingly. Andrea Wanerstrand's insights remind us that leadership is about creating environments where people can thrive. Whether you're a new manager or a seasoned executive, understanding and shaping culture is key to long-term success. Hit play to hear the full episode and learn how to build a workplace culture that supports both people and performance! Links for This Episode: LinkedIn: https://www.linkedin.com/in/andreawanerstrand Company Website: http://a3culturelab.com Instagram: https://www.instagram.com/andreawanerstrand Connect with Dr. Mike:  Website: https://www.drmikepatterson.com Book: https://www.missionfirstpeoplealwaysbook.com LinkedIn: https://www.linkedin.com/in/drmichaellpatterson Instagram: https://www.instagram.com/therealdrmikepatterson Twitter: https://twitter.com/drmikepatterson Buy The Book!: Mission First People Always Episode Minute By Minute: 00:00 - Welcome and Introduction to the Episode 02:00 - Why Culture is the Driving Force Behind Organizational Success 04:02 - Defining Workplace Culture: The “How” Behind Every Organization 06:00 - Why Leaders Struggle to Build Healthy Cultures 08:06 - The Role of Emotional Awareness in Leadership 10:34 - The Shift from Individual Contributor to Leadership: What Changes? 12:48 - How to Build an Autonomous Team and Why It Matters 15:17 - Balancing Empathy and Authority as a Leader 18:00 - Overcoming Barriers to Authenticity at Work 21:09 - Why Accountability is Not a Negative Word (And How to Use It Effectively) 24:36 - The Importance of Psychological Safety in Workplace Culture 26:00 - What It Means to Have a Human-Centric Workplace 28:25 - Introducing Mindset Maven: Andrea's New Leadership Coaching Program 30:14 - Andrea's One Key Piece of Advice for Leaders 32:00 - Final Thoughts and How to Connect with Andrea

�️ 今天的播客：女性如何开始线上事业？� 格言（Quote）"The best way to predict the future is to create it."– Peter Drucker“预测未来最好的方式，就是亲手创造它。” —— 彼得·杜拉克女性可以经营的线上事业简介现在是创建线上事业的黄金时代，无论你是想要更多自由、时间弹性，还是希望通过网络创造收入，以下是几个适合女性经营的线上事业，以及可以帮助你起步的平台：1️⃣ 自媒体创作（Content Creation）通过博客、YouTube、播客或社交媒体分享内容，并通过广告、联盟营销或产品销售获利。� 推荐平台：博客： WordPress、MediumYouTube 创作者： YouTube播客主持人： Anchor、Buzzsprout社交媒体创作者： Instagram、TikTok2️⃣ 线上课程 & 教学（Online Courses & Coaching）如果你擅长某个领域，例如语言学习、健身、个人成长、财务规划等，可以通过线上课程或一对一指导赚钱。� 推荐平台：线上课程： Teachable、Thinkific语言教学： iTalki、Preply健身教练： Trainerize3️⃣ 电子商务 & 代购（E-commerce & Dropshipping）通过网络销售实体商品或数字产品，例如手工制品、艺术作品、线上模板等。也可以通过无库存代购（Dropshipping）模式经营电商。� 推荐平台：手工/艺术品销售： Etsy电商网站搭建： Shopify、WooCommerce代购（Dropshipping）： Oberlo4️⃣ 自由职业（Freelancing）提供专业技能服务，例如写作、设计、营销、编程、翻译等，通过自由接案赚取收入。� 推荐平台：写作/设计/编程接案： Upwork、Fiverr翻译： Gengo5️⃣ 远程助理 & 社群管理（Virtual Assistant & Social Media Management）帮助企业或个人管理日常工作，例如邮件管理、社群营销、行程安排、客户支持等。� 推荐平台：远程助理工作机会： Belay、Time Etc社群管理工作机会： PeoplePerHour6️⃣ 旅行与数字游牧规划（Travel Planning & Digital Nomad Consulting）如果你热爱旅行，可以帮助他人规划行程，或分享如何成为数字游牧族的攻略。� 推荐平台：旅游博客变现： Travelpayouts行程规划服务： TripAdvisor Experiences数字游牧资源： Nomad List� 想更进一步吗？� 参加「30 天突破舒适圈挑战」，学习如何开始自己的线上事业！� flywithlily.com �这个世界充满无限机会，现在就是你开始行动的最佳时机！�

I've personally been involved in at least seven business startups. In this series, let me share seven keys to success for aspiring entrepreneurs.   Legendary consultant, Peter Drucker, wrote, “There is nothing quite so useless as doing with great efficiency something that should not be done at all.”   In my opinion, the first key to success ... The post Seven Keys to Successful Startups: part I appeared first on Unconventional Business Network.

Back in high school, my social studies teacher—who was, of course, also the football coach—told my class that entrepreneurs were the heroes of American history. If we enjoyed a dynamic economy and good jobs, it was all thanks to their genius for innovation and risk-taking. And if we wanted to get ahead, he said, we'd need to foster the same sort of entrepreneurial spirit in ourselves. You are probably rolling your eyes right now. I certainly remember doing the same back in 10th grade. But Erik Baker's new book, Make Your Own Job How the Entrepreneurial Work Ethic Exhausted America, revealed that my teacher was far from outlier: he was part of a century-long current of entrepreneurial boosterism. From Henry Ford to Marcus Garvey, Peter Drucker to Sam Walton, the War on Poverty to the shareholder value revolution, Baker shows how the entrepreneurial work ethic captivated thinkers in every corner of American life. And he reveals how for workers, it promised a way to transcend precarity and—just maybe—become the protagonist of one's own economic life. 

“Welcome to a brand new chapter. �这不仅是一个新的开始，更是一个机会，让我们启动内心深处尚未被点燃的潜力。This is your moment. This is your year. �欢迎来到《学英语环游世界》播客，我是主播Lily，今天邀请你和我一起，Activate Your New Year！”格言1:“The future depends on what you do today.” — Mahatma Gandhi“未来取决于你今天的行动。”格言2：“Don't let the behavior of others destroy your inner peace.” — Dalai Lama“不要让他人的行为破坏你的内在平静。”格言3：“In the middle of every difficulty lies opportunity.” — Albert Einstein“每个困境中都藏着机会。”格言4：“The best way to predict the future is to create it.” — Peter Drucker“预测未来最好的方法，就是亲手创造它。”格言5：“Your vibe attracts your tribe.”“你的能量，会吸引和你共鸣的人。”格言6：“It always seems impossible until it's done.” — Nelson Mandela“事情看似不可能，直到你完成它。”Call to Action（行动呼吁）：邀请你分享对新的一年的期待

If you want to be a successful consultant, you need to focus on process—on creating "a set of pipes only you can play," as world-renowned consulting expert Alan Weiss puts it. In this episode, Alan shares hard-won insights from his decades of experience, including why successful consulting means being a good marketer, why presentations and pitches are midcentury relics, and why value-based pricing is the clear choice over hourly fees. He also shares practical advice on starting and growing a consulting practice, including the six key ways to meet buyers and why consultants should avoid unnecessary overhead costs when they're just starting out. Alan Weiss is a globally recognized authority in consulting and professional speaking, with a client roster including Merck, Hewlett-Packard, Mercedes-Benz, and over 500 other leading organizations. He's an inductee into the Professional Speaking Hall of Fame and a Fellow of the Institute of Management Consultants—one of only two people holding both distinctions. His prolific work includes over 60 books, notably the bestseller "Million Dollar Consulting," now in its sixth edition. Weiss has taught at prestigious institutions including Case Western Reserve University and Boston College, and holds a Ph.D. in psychology. Alan prefers the tried-and-true Dunkin' Donuts for his coffee. His book recommendations include  Managing in Turbulent Times by Peter Drucker (https://www.amazon.com/Managing-Turbulent-Times-Peter-Drucker/dp/0750617039) and Andrea Gabor's The Capitalist Philosophers (https://www.amazon.com/Capitalist-Philosophers-Geniuses-Modern-Business/dp/0609808877). Connect with Alan on LinkedIn at https://www.linkedin.com/in/alanweissphd If you have any questions about brands and marketing, connect with Itir Eraslan on LinkedIn: https://www.linkedin.com/in/itireraslan/

Have you stopped to think about the culture around you—the atmosphere that breathes life (or frustration) into your organization? Culture isn't just a backdrop; it's the driving force behind every decision, every interaction, and every success. As a leader, you're not just living in culture; you're shaping it, whether you're intentional about it or not. Episode 30 of the Mentored Podcast dives deep into why culture is vital for leadership. From understanding social constructs to recognizing how different "families" operate—both at home and in the workplace—this episode opens your eyes to the power of worldview in shaping behaviour and expectations. You'll discover why leaders are the ultimate culture shapers and how ignoring this responsibility can lead to toxic environments that slowly destroy organizations—and the leaders themselves. Peter Drucker was right when he quipped, "Culture eats strategy for breakfast." What's on your organization's plate? This episode also tackles practical challenges like building trust before pushing for culture shifts and inviting fresh eyes to identify what might be invisible to those who've been around too long. One memorable takeaway? "The culture of any organization is shaped by the worst behaviour the leader is willing to tolerate." Ouch, right? Insightful leadership experts and mentors Carson, Ingrid and Chuck drop wisdom every leader needs to hear. You'll learn why lasting change takes time (3-5 years, to be exact) and how culture impacts not just your organization but your very soul. Are you ready to pause, reflect, and take your leadership to the next level? Tune in to Episode 30 now and reshape the culture you lead toward transformation and trust. The question isn't whether culture matters—it does. The question is, what will you do about it? Click play above or on your favourite podcast platform and start the conversation, which could change everything.

Send us a textEpisode Summary:In this Monday Motivation episode of Pivot to Prosper, Keith dives into the timeless wisdom of Peter Drucker's quote: "The best way to predict the future is to create it." Learn three actionable steps to take charge of your future and start building the life you want today. Whether you're focused on your career, relationships, health, or another area of life, this episode offers practical tips to inspire and empower you.What You'll Learn:How to create a one-sentence vision statement for a specific area of your life.How to break that vision into three achievable steps, starting with one action you can take this week.The power of nightly reflection to keep your actions aligned with the future you're building.Key Quote:"The best way to predict the future is to create it." – Peter DruckerAction Steps from the Episode:Write a clear, one-sentence vision statement for an area of your life you want to improve.Break your vision into three actionable steps and commit to starting one of them this week.Reflect each night on how your actions align with the future you're working to create.Don't Forget to Share!If this episode motivated you, share it with a friend who's ready to create their best future. And don't forget to leave a review on your favorite podcast platform—it helps us reach more people ready to pivot to their next!This is going to be powerful and I want you to join me live. It's going to be practical and interactive and I truly believe it will bless you. Click HERE to learn more and enroll. Support the showAdditional Links: Digital Products-"Towardations" Flash Cards & Digital CoursesAuthor- Keith's BooksFREE Resources (Includes smaller collections of "Towardations.")Disclaimers: I am not a licensed therapist nor medical professional and do not diagnose. Also, the views expressed on this podcast are either those of myself or my guests and should be consider as such. The views expressed by the guest may or may not reflect my own. This podcast is for information only.Music by Zakhar Valaha from Pixabay

Siempre me gustó la idea de las profecías autocumplidas: en el preciso momento en el que te crees un proyecto, ese proyecto tiene más números de ser realidad. Emprender no es una decisión racional, requiere un acto de fe, es algo de lo que hablamos en el podcast viral con Recuenco, en una apuesta que solo tú puedes visualizar. Le deseo toda la suerte a Carlota en su proyecto de Holaluz. Porque el mercado se mueve en las decisiones irracionales. De unos pocos valientes que transforman la realidad. Kapital es posible gracias a sus colaboradores: ⁠⁠lbo.legal⁠⁠. Asesoramiento jurídico para tu empresa. Víctor López Jr. fue un invitado especial en el podcast de Kapital. De todo lo que dijo, dos cosas que se me quedaron grabadas. Que no es necesario marcharse de Sevilla para hacer grandes cosas. Y que un abogado debe poder adaptarse a un entorno cambiante. Víctor lleva desde 2012 al frente de lbo.legal, una firma que ofrece servicios de asesoría jurídica, fiscal, laboral y de protección de datos, en un servicio diseñado para resolver todas las necesidades legales que puedas necesitar. Si estás buscando servicios jurídicos para tu empresa, ya sabes a quién llamar. ⁠Smartick⁠. El método online de matemáticas y lectura. ¿Quieres el mejor futuro para tus hijos? ¿Crees en la constancia y los buenos hábitos, en el desafío, en que existe un uso responsable de la tecnología? Si tienen entre 4 y 14 años, consigue que dominen los pilares de su educación, en el colegio y como personas: las matemáticas, la comprensión lectora, escribir bien, el pensamiento crítico. Smartick es el método online personalizado, basado en evidencias científicas, con solo 15 minutos al día por programa, que les ayudará a alcanzar su máximo potencial. Sin ayuda de los padres. Además, tendrás siempre disponible a expertos para consultar su evolución. Prueba 7 días gratis Smartick en este enlace y, si contratas, obtén un precio especial añadiendo el cupón KAPITAL. Patrocina Kapital. Toda la información en este link. Índice: 2:30 La energía es como la magia. 9:36 Delegar hasta el límite de la negligencia. 16:53 ¿Cuál es el trabajo de un CEO? 22:23 El propósito es la barrera de entrada definitiva. 32:24 Lecciones que no se pueden enseñar en el IESE. 40:27 Todos los problemas son problemas de comunicación. 48:14 El proceso de despido. 51:37 Salvar un punto de partido. 1:02:11 Levantar capital sin renunciar al control. 1:08:16 El dinero en la caja es la sangre de la empresa. 1:20:22 Unos bancos con mayor enfoque empresarial. 1:22:18 Valores que transmitir a los hijos. Apuntes: Cien años de soledad. Gabriel García Márquez. Escuchando la voz del mercado. José Antonio Segarra & Pere Angell. Eficacia ejecutiva. Peter Drucker. El club de las 5 de la mañana. Robin Sharma.

Ville Reijonen: Overcoming Code Ownership Silos in Agile Teams Ville describes a team that had divided code ownership, where members were reluctant to share or modify each other's work. This fostered fear, mistrust, and a defensive approach to development. Ville explains how this pattern of component segregation led to silos and distrust. He outlines actionable steps for rebuilding trust, such as adopting robust testing practices, implementing an internal open-source model, and encouraging ensemble programming. By fostering a culture of shared ownership, teams can collaborate more effectively and develop higher-quality software. Self-reflection Question: How can testing and collaboration frameworks help build trust within your team? Featured Book of the Week: “Innovation and Entrepreneurship” by Peter Drucker Ville recommends Peter Drucker's Innovation and Entrepreneurship, a timeless classic that provides a comprehensive understanding of the purpose of business—creating and retaining customers. Ville shares how this book, which he encountered during a case-study-based innovation course, shaped his approach to thinking about innovation in the big picture. He emphasizes how important it is for Scrum Masters to view their work through a broader lens to support product and customer success. [The Scrum Master Toolbox Podcast Recommends]

Book 3 of the field guide addresses the question, How do I lead all these people, anyway. They're all so different? St. Gregory's eye to the future gave him insights to things that we consider innovations of our day. Time management and Project Management fall under that umbrella—and he makes it clear that when they are missing, well, that can be sinful. St. Gregory helps us understand the importance of what Peter Drucker called “Managing Oneself.”. St. Gregory's Summary Statement for this chapter: How those are to be admonished who do not even begin good things, and those who do not finish them when begun.

Ever wondered how cutting-edge technology is revolutionizing indoor farming? I've got the inside scoop on the latest innovations that are changing the game. In this episode of the Vertical Farming Podcast, host Harry Duran sits down with Per Lysaa, CTO and co-founder of Elevate Farms and founder of Intravision Group AS. With over two decades of experience in photobiology and LED technology, Per brings a wealth of knowledge to the conversation about controlled environment agriculture.Per shares his journey from architecture to pioneering LED applications in plant growth, discussing the development of Elevate Farms' patented gravity flow system. This innovative approach allows for highly automated, large-scale production of leafy greens at commodity pricing, potentially disrupting traditional farming methods.The conversation delves into the challenges of scaling vertical farming operations, the importance of partnerships in innovation, and the potential for machine learning and AI to further advance the industry. Per also touches on the global water crisis and its implications for future food production, highlighting the critical role vertical farming could play in addressing these challenges.If you're curious about the future of food production and how technology is shaping sustainable agriculture, this episode is a must-listen. Tune in to gain insights from one of the industry's leading innovators and discover the potential of vertical farming to address global food security challenges.Thanks to Our SponsorsBio520 Key Takeaways5:22 Early Work with LEDs and Photobiology10:09 Space Research and Plant Growth15:52 Cannabis Research and LED Advancements20:29 Founding Elevate and Business Strategy25:21 Balancing Roles in Two CompaniesTweetable Quotes"Plants have light receptors. So they are able to detect from far red through red, green, blue, up to the UV. And whenever they detect, the combination of spectrum and intensity sets off a chemical process in the plant that directly controls morphology and what we call primary and secondary metabolite processes.""I read Peter Drucker, the guy who invented management theory and quality management, and he said that the purpose of a business is the creation of customers. It's not about shareholder value or maximizing return on investment, it's about creation of customers.""We are facing a global water crisis which will greatly impact and disrupt how we make food on this planet. And 2030 and onwards, it's going to look bad. Countries in Asia, Africa, parts of Europe, parts of North America are really badly positioned."Resources MentionedWebsite - https://www.elevate.farm/ & https://www.intravisiongroup.com/LinkedIn - https://www.linkedin.com/in/per-aage-lysaa-9685592/Connect With UsVFP LinkedIn - https://www.linkedin.com/company/verticalfarmingpodcastVFP Twitter - https://twitter.com/VerticalFarmPodVFP Instagram - https://www.instagram.com/direct/inbox/VFP Facebook -

Welcome to Christopher Lochhead: Follow Your Different 2025! In this New Year's episode, we reflect on the past year and look forward to 2025, with a focus on significant career trends and the impact of AI on the workforce. With 60% of Americans considering job changes, the episode highlights the diminishing value of traditional knowledge work and the rise of "creative capitalists" who leverage AI for innovation. Our 2025 focus includes helping individuals identify their unique strengths, connect them to meaningful contributions, and achieve personal and financial fulfillment. Join us in embracing these transformative opportunities for a legendary year ahead. You're listening to Christopher Lochhead: Follow Your Different. We are the real dialogue podcast for people with a different mind. So get your mind in a different place, and hey ho, let's go.   Trends in Job Changes Recent surveys reveal a striking trend: approximately 60% of Americans are contemplating job or career changes in 2025. This statistic, reported by Gallup and corroborated by a résumé templates survey, indicates a widespread desire for new opportunities. Specifically, 56% of individuals are looking to pursue new jobs, with 27% actively searching. This data suggests that more than half of the workforce is seeking meaningful transitions in their careers.   The New Reality of AI As we navigate this new landscape, we must acknowledge the rapid advancement of artificial intelligence (AI). We are no longer in a future where AI is a distant concept; it is now a present reality. The workforce will be divided into two categories: those who thrive in this new environment and those who struggle to adapt. For the past 70 years, the highest value work has been classified as "knowledge work," a term coined by the renowned Peter Drucker. Knowledge workers acquire valuable information and apply it to produce results. However, in an AI-driven world, the value of existing knowledge is diminishing daily. Tools like ChatGPT and Google Gemini can provide insights and strategies that were once the exclusive domain of high-end knowledge workers.   The Rise of Creative Capitalists In this evolving landscape, the new high-value role is that of the "creative capitalist." These individuals are not just knowledge workers; they are innovators who generate new knowledge and ideas, leveraging AI to enhance their creativity and productivity. Those who can harness AI to create unique solutions and insights will find themselves at the forefront of success in 2025 and beyond. Conversely, those who cling to traditional knowledge work without adapting to the changes brought about by AI may face significant challenges. The tech industry has already seen substantial layoffs, with around 200,000 job losses reported in 2024. This serves as a stark reminder of the need to evolve and embrace new ways of working. To hear more about the new trends and what you need to adapt in this new year 2025, download and listen to this episode.   We hope you enjoyed this episode of Christopher Lochhead: Follow Your Different™! Christopher loves hearing from his listeners. Feel free to email him, connect on Facebook, Twitter, Instagram, and subscribe on iTunes!

Welcome to Lochhead on Marketing 2025! In this New Year's episode, we reflect on the past year and look forward to 2025, with a focus on significant career trends and the impact of AI on the workforce. With 60% of Americans considering job changes, the episode highlights the diminishing value of traditional knowledge work and the rise of "creative capitalists" who leverage AI for innovation. Our 2025 focus includes helping individuals identify their unique strengths, connect them to meaningful contributions, and achieve personal and financial fulfillment. Join us in embracing these transformative opportunities for a legendary year ahead. Welcome to Lochhead on Marketing. The number one charting marketing podcast for marketers, category designers, and entrepreneurs with a different mind. Trends in Job Changes Recent surveys reveal a striking trend: approximately 60% of Americans are contemplating job or career changes in 2025. This statistic, reported by Gallup and corroborated by a résumé templates survey, indicates a widespread desire for new opportunities. Specifically, 56% of individuals are looking to pursue new jobs, with 27% actively searching. This data suggests that more than half of the workforce is seeking meaningful transitions in their careers. The New Reality of AI As we navigate this new landscape, we must acknowledge the rapid advancement of artificial intelligence (AI). We are no longer in a future where AI is a distant concept; it is now a present reality. The workforce will be divided into two categories: those who thrive in this new environment and those who struggle to adapt. For the past 70 years, the highest value work has been classified as "knowledge work," a term coined by the renowned Peter Drucker. Knowledge workers acquire valuable information and apply it to produce results. However, in an AI-driven world, the value of existing knowledge is diminishing daily. Tools like ChatGPT and Google Gemini can provide insights and strategies that were once the exclusive domain of high-end knowledge workers. The Rise of Creative Capitalists In this evolving landscape, the new high-value role is that of the "creative capitalist." These individuals are not just knowledge workers; they are innovators who generate new knowledge and ideas, leveraging AI to enhance their creativity and productivity. Those who can harness AI to create unique solutions and insights will find themselves at the forefront of success in 2025 and beyond. Conversely, those who cling to traditional knowledge work without adapting to the changes brought about by AI may face significant challenges. The tech industry has already seen substantial layoffs, with around 200,000 job losses reported in 2024. This serves as a stark reminder of the need to evolve and embrace new ways of working. To hear more about the new trends and what you need to adapt in this new year 2025, download and listen to this episode.   We hope you enjoyed this episode of Lochhead on Marketing™! Christopher loves hearing from his listeners. Feel free to email him, connect on Facebook, Twitter, Instagram, and subscribe on iTunes!

There was once a group of people - a church - who dared to live out fully the gospel that had been shared with them.  Two thousand years later, we still read of them and can learn from them how we, too, can more fully live out the good news of Jesus.They are the Philippians, and we first encounter them in Acts 16 when Paul responds to a vision of a young man from Macedonia begging him to come and help them. Paul and his team go to Greece and make their way to the city of Philippi. There, they meet a woman named Lydia, who responds to their message about Christ. Soon, others also believed, and the first church was planted in Europe. As often happened in Paul's missionary journeys, the gospel upset the status quo and trouble erupted in Philippi. After a miraculous release from prison, Paul and his team left Philippi and spread the gospel to other cities throughout Greece. But he never forgot his friends in Philippi. Thirteen years later, Paul again found himself in chains. This time under house arrest in Rome, shackled to his guards. In those days, prisoners depended on friends and family to provide for them, and Paul was thrilled to receive a financial gift from his friends in Philippi. With the gift, the courier shared the news that the church in Philippi was thriving. So, Paul writes them a letter. This is the book we have today. The N.T. book of Philippians.Of all the epistles, Philippians is the simplest - only 104 verses long. It is also unique. It isn't an academic treatise, like Romans or Ephesians. It isn't a corrective for some theological error, as in Galatians or Colossians. It isn't to straighten out some problems, as in Corinthians or Thessalonians.It's a letter of thanks and encouragement to friends who are displaying a degree of discipleship that is deep and sincere.In the opening verses of this great letter, Paul refers to this community of believers as partners in the gospel. They were banded together around a common mission and purpose. So, what is our church's mission? Or, in the words of business great, Peter Drucker, “What business are we in?” We are in the life-saving business. These communities we call churches were never intended to be self-serving. All along, God's purpose was that we would build a community to reach a community. The church is the only institution on earth whose primary focus is on those not yet a part of it. Jesus was in the life-saving business. He still is. He is still looking for communities where people, just like the Philippians, are willing to band together and say, I'll bring whatever gifts I have and do whatever I can to save those who are lost.Within churches, as with most organizations, you'll find three kinds of relationships. Customers: “I want you to fulfill my expectations and meet my needs. If you don't, I'll leave.” Employees: “How little can I do and still be a part? How can I reap the benefits with minimal effort?”Partners: “It's not about me. It's about others. Whatever it takes! I'm in!”Which are you?  Text: Philippians 1:1-11Originally recorded on June 1, 2008, at Fellowship Missionary Church, Fort Wayne, IN 

Want to turn AI and digital disruption into your competitive advantage as a service-based business? Join the Inner Circle: https://www.mindshiftbusinessacademy.com/Want help to market, grow, and scale your business? Schedule a free strategy session: https://offers.yokellocal.com/growth-strategy-session In this episode:Discover how established businesses are breaking through revenue plateaus using three key revenue accelerators. Peter Drucker once said, "The greatest danger in times of turbulence is not the turbulence itself - it's acting with yesterday's logic." Drawing from over 14 years of experience helping companies generate more than $300 million in revenue, we explore why traditional methods are failing and what's actually working in today's business landscape.This episode reveals why established companies are hitting revenue ceilings and, more importantly, how the companies breaking through have found the missing link in modern business growth. Whether you're facing a plateau or wanting to prevent one, these battle-tested strategies will help you adapt to today's business landscape.We love feedback. Send us a text message.Revolutionize your marketing with AI in a community of established founders and CEOs. Join the MindShift Inner Circle today and stay ahead of the curve! If you enjoyed this episode, please consider leaving us a rating and review on Apple Podcasts or Spotify. Your feedback helps us more than you know.

Get more notes at https://podcastnotes.org Top Takeaways Of The Week​Podcast Notes Book Collection: 2024 Edition (150+ books and counting…)​Business: When Helping Hurts by Steve Corbett and Brian Fikkert* One of the best books about philanthropy* Source: Brent Beshore's recommendation to Shane Parrish (PN)Economics: The Great Wave: Price Revolutions and the Rhythm of History by David Hacket Fischer* Explores the recurring cycles of price inflation throughout history, connecting economic trends to broader social and cultural changes* Source: Rudyard Lynch's recommendation to Tom Bilyeu (PN)Entrepreneurship: Mastery by Robert Greene* The value of mastering a skill set* Source: Sam Parr's recommendation to Andrew Wilkinson (PN)Investing: Poor Charlie's Almanack by Charlie Munger* Charlie Munger understood incentives and human psychology, but never used that knowledge to manipulate others* Source: Warren Buffett's recommendation to shareholders (PN)Productivity: The Effective Executive: The Definitive Guide to Getting The Right Things Done by Peter Drucker, The 7 Habits of Highly Effective People by Stephen Covey, and Getting Things Done: The Art of Stress-Free Productivity by David Allen* Three books that embody the evolution of productivity* Source: Cal Newport recommendation to Chris Williamson (PN)Leadership: The Hard Thing About Hard Things by Ben Horowitz* Great lessons about running a business and being a leader* Source: Marc Andreessen's recommendation to Rick Rubin (PN)Motivation: Michael Jordan: The Life by Roland Lazenby* The key insights into Michael Jordan's competitive spirit and how it made him the greatest basketball player of all time* Source: Ben Wilson book review (PN)Seeking Truth: The Beginning of Infinity and The Fabric of Reality by David Deutsch* Naval Ravikant praises David's work, considering him the smartest human alive* Source: Naval Ravikant and Niklas Anzinger in discussion (PN)Psychology: …​​Naval Ravikant: How To Know What's True, Are We Destroying the Earth, Collectivism vs. Individualism, The Biggest Threats to Western Civilization, and More | Arjun Khemani Podcast ​​​Top 7 @naval quotes:​* “how to know what's true” edition: “Free markets are also a source of truth-seeking. For example, if I think Alphabet is a great stock and I buy it, but I turn out to be wrong, then the truth of the market will punish me as the feedback comes in, and I will lose my money.”* A group is not a truth-seeking entity: “Individuals can seek truth and then, based on that, they can choose to cooperate with others for limited periods of time to effectuate that truth or to have something come out of it.”* Are we running out of resources? Nope. “There's not a single resource you could point to that was a resource in the classic commodity sense that had any real value where we ran out in some harmful way.”* “If climate change is an issue—and it's hard to discuss because it's become so politicized—we can carbon capture out of the environment.”* “Whether it's nuclear fusion, rocketry, immortality, fighting viruses, or computing, almost all the innovation of the last 50 years has come in the unregulated industries.”* This is what AGI people get wrong: “There's no intelligence that can fundamentally understand something humans can't understand.”* Everybody wants the latest and greatest of everything: “Would you even go back 10 years and lose out on all the medicines, computing, knowledge, and travel we've invented? Absolutely not. I wouldn't even go back to the iPhone 14.”​Why You Have Advantages Over Elon and Bezos: ​* You probably have more time to go to the gym than they do* They have the same iPhone you do* They might eat slightly better food, but it's basically the same​Popper's concept of falsifiability is key: Statements that can't be disproven are meaningless, e.g., “we live in a simulation.”* The free will debate is similarly non-falsifiable and unproductive​There's no such thing as misinformation: “Your information is my misinformation; my information is your misinformation.”​​Explaining The Silk Road – History102 With Rudyard Lynch and Erik Torenberg ​​“Totalitarianism is a very feminine attempt to gain total order over your life. It's basically asking for daddy state to peg you harder.” – Rudyard Lynch* “The state is at best a dildo. It can never be a real penis, and thus it will never really satisfy you.” – Rudyard​What Woke Really Is: Wokeness is one of six different types of totalitarian movements in history and it perfectly fits the definition of totalitarianism​What Was the Silk Road: The Silk Road was an emergent phenomenon that developed over thousands of years due to discrete connections between the four major Eurasian civilizations, which were Europe, the Middle East (Islam), India, and China​The 3 Peaks of the Silk Road:​* First peak: Roman-Han Dynasty Golden Age* Second peak: The Islamic Golden Age* Third peak: The Mongol Empire​A paradox of the Silk Road: As the system integrates closer, it shatters because it integrates too much* The convergence of disease pools from around the world; in one instance, one-third of Eurasia's population was killed by a plague as a result of disease pools converging​Fracincense Was a Legit Luxury Item: The Silk Road was mostly luxury trading, except for the late medieval period in the Indian Ocean Silk Road* Arabia exported horses, frankincense, and myrrh* China was completely addicted to Arabian frankincense; this was one of the most significant trading nodes of the 11th century!​The Europeans Killed the Silk Road (That in the Mongols Killing Everyone): The Europeans entered the Indian Ocean trading system in the early 1500s by sailing around the bottom of Africa* First the Portuguese, then the Dutch* The Portuguese seized control of the entire Indian Ocean system in a ten-year period* The land routes of the Silk Road eventually died out because the oceanic trade routes were better​Mongolian Death Toll: The Mongols killed close to 100 million people in the pre-industrial world​​Dr. Bernardo Huberman: How to Use Curiosity & Focus to Create a Joyful & Meaningful Life | Huberman Lab​There are ways to know what's true and what's not true: “Reading about physics and understanding that there are laws that tell you how things work gave me a tremendous sense of order and power.” – BernardoThere are two things our brains weren't made by evolution to understand intuitively: relativity and quantum physicsBernardo explains the basics of relativity:* Einstein discovered that the speed of light is constant, no matter how fast you're moving relative to it* This makes simultaneity (two events happening at the same time) relative* For example, Andrew and Bernardo might agree it's 1:10 now, but if one of them moves very fast, their clock would show a different timeChaos Theory: Bernardo was one of the discoverers of chaos in several physical systems, a tiny difference in initial conditions can take you to very different outcomes* “In classical mechanics, chaos is all about sensitivity to initial conditions.” – Bernardo* Chaos exists in almost every physical system, even in neurons in the brain!Signup at Podcastnotes.org to unlock the full notes and Premium Newsletter Thank you for subscribing. 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In this episode of Let's Combinate, host Subhi Saadeh discusses the significance of audits as a key appraisal activity and draws parallels with personal self-assessment inspired by Peter Drucker's book, 'Managing Oneself.' He emphasizes the value of understanding one's learning style and values in personal development. Subhi delves into the different types of audits, including internal, second-party, and third-party audits, and explains their unique purposes and importance. The episode highlights the relevance of audits in maintaining quality and compliance in the pharma and medical device industries, while also offering best practices for effective audit management. Subhi invites listeners to use audits as a tool for growth, safety, and success. 00:00 Introduction 00:12 'Managing Oneself' by Peter Drucker 00:55 Key Quotes from the Book 03:33 Connecting Audits to Self-Improvement 04:37 Understanding Audits 06:55 Types of Audits 10:27 Best Practices in Auditing 12:03 Conclusion and Final Thoughts Subhi Saadeh is a Quality Professional and host of Let's Combinate. With a background in Quality, Manufacturing Operations and R&D he's worked in Large Medical Device/Pharma organizations to support the development and launch of Hardware Devices, Disposable Devices, and Combination Products for Vaccines, Generics, and Biologics. Subhi serves currently as the International Committee Chair for the Combination Products Coalition(CPC) and as a member of ASTM Committee E55 and also served as a committee member on AAMI's Combination Products Committee. For questions, inquiries or suggestions please reach out at letscombinate.com or on the show's LinkedIn Page.

Get more notes at https://podcastnotes.org Business* Active Listening by Carl R. Rogers* Key reading for getting better at negotiations* Source: Chris Voss's recommendation to Jordan B. Peterson (PN)* When Helping Hurts by Steve Corbett and Brian Fikkert* One of the best books about philanthropy* Source: Brent Beshore's recommendation to Shane Parrish (PN)* Hey, Whipple, Squeeze This by Luke Sullivan* A simple guide to creating great advertisements* Source: Chris Beresford-Hill and Tim Ferriss in discussion (PN)* Words That Work by Frank Luntz* Mastering the art of words* Source: Chris Beresford-Hill and Tim Ferriss in discussion (PN)Economics* The Creature From Jekyll Island by G. Edward Griffin* Analysis of bank bailouts* Source: Michael Saylor and Peter McCormack in discussion (PN)* Broken Money by Lyn Alden* “Money” is the biggest total addressable market in the world, and the money now is currently broken* Source: Dylan LeClair recommendation (PN)* The Great Wave: Price Revolutions and the Rhythm of History by David Hacket Fischer* Explores the recurring cycles of price inflation throughout history, connecting economic trends to broader social and cultural changes* Source: Rudyard Lynch's recommendation to Tom Bilyeu (PN)* Fiat Food: How Government, Industry, and Science Manufacture the Foods We Eat by Matthew Lysiak* Why inflation has destroyed our health and how Bitcoin may fix it* Source: Matthew Lysiak's appearance on We Study Billionaires (PN)Entrepreneurship* Zero to One by Peter Thiel* One of the most commonly recommended books for entrepreneurs* Source: Multiple* Only The Paranoid Survive by Andrew Grove* Must read for all entrepreneurs* Source: Morgan Housel and Chris Williamson in discussion (PN)* Million Dollar Weekend: The Surprisingly Simple Way to Launch a 7-Figure Business in 48 Hours by Noah Kagan* The idea of starting a business is often so overly romanticized that people never make the jump into entrepreneurship* Source: Noah Kagen's appearance on Deep Questions with Cal Newport (PN)* Mastery by Robert Greene* The value of mastering a skill set* Source: Sam Parr's recommendation to Andrew Wilkinson (PN)* Bird by Bird by Anne Lamott* How to overcome creative roadblocks* Source: Chris Beresford-Hill and Tim Ferriss in discussion (PN)* Chase, Chance, and Creativity by James Austin* Talks about how certain people attract luck and how luck can be created* Source: Mike Maples, Jr. recommendation to Lenny Rachitsky (PN)* Fooled by Randomness by Nassim Taleb* The impact of randomness and luck on success* Source: Cyrus Yari and Iman Olya book review (PN)* Skin in the Game by Nassim Taleb* “You cannot separate knowledge from contact with the ground. Actually, you cannot separate anything from contact with the ground.” – Nassim Taleb* Source: Cyrus Yari and Iman Olya book review (PN)* Andrew Carnegie by David Nasaw* “I got married at Carnegie Hall because of my love for Andrew Carnegie… He did a lot of bad things, but he was mostly amazing” – Sam Parr* Source: Sam Parr's recommendation to Andrew Wilkinson (PN)* Tycoon's War by Stephen Dando-Collins* Cornelius Vanderbilt: How his mind worked and why you wouldn't want to compete against him* Source: David Senra book review (PN)* Titan: The Life of John D. Rockefeller, Sr. by Ron Chernow* Most successful entrepreneurs can be honest family men, too* Source: Sam Parr's recommendation to Andrew Wilkinson (PN)* The Presentation Secrets of Steve Jobs: How To Be Insanely Great in Front of Any Audience by Carmine Gallo* Nobody had more compelling presentations than Steve Jobs* Source: David Senra book review (PN)* How To Be Rich by J. Paul Getty* “I would like to convince young businessmen that there are no surefire, quick, and easy formulas for success in business” – J. Paul Getty* Source: David Senra book review (PN)* Sam Walton: The Inside Story of America's Richest Man by Vance H. Trimble* Discover the rags-to-riches tale of billionaire Sam Walton, founder of the discount chain Wal-Mart and America's richest man, in this study of old-fashioned values like honesty and hard work* Source: David Senra book review (PN)Investing* What I Learned About Investing From Darwin by Pulak Prasad* How to beat the market, the biggest mistakes investors make, why history is more important than projections, and how natural selection applies to investing* Source: Kyle Grieve book review (PN)* The Intelligent Investor by Benjamin Graham* Understanding the difference between price and value* Source: Bill Ackman's recommendation to Lex Fridman (PN)* The Algebra of Wealth by Scott Galloway* “America is a loving, generous place if you have money. It is a rapacious, violent place if you don't.” – Scott Galloway* Source: Scott Galloway's appearance on The Rich Roll Podcast (PN)* A Mathematician Plays The Stock Market by John Paulos* Source: John Paulos appearance on Infinite Loops with Jim O'Shaughnessy (PN)* Poor Charlie's Almanack by Charlie Munger* Charlie Munger understood incentives and human psychology, but never used that knowledge to manipulate others* Source: Warren Buffett's recommendation to shareholders (PN)* Think Twice: Harnessing the Power of Counterintuition by Michael J. Mauboussin* Making decisions is part of life, this is how you make better ones* Source: John Paulos and Jim O'Shaughnessy in discussion (PN)* Venture Deals: Be Smarter Than Your Lawyer and Venture Capitalist by Brad Feld and Jason Mendelson & Financial Intelligence: A Manager's Guide to Knowing What the Numbers Really Mean by Karen Berman and Joe Knight* Books that Ateet Ahluwalia gives people who join his firm* Source: Ateet Ahluwalia recommendations to Jim O'Shaughnessy (PN)* eBoys: The First Inside Account of Venture Capitalists at Work by Randall Stross* An intriguing insider's look at the rise of Silicon Valley through the lens of the pioneering venture capital firm Benchmark Capital* Source: Aarthi Ramamurthy and Sriram Krishnan in discussion (PN)* Flash Boys: A Wall Street Revolt by Michael Lewis* How the insiders got exposed* Source: Joseph Stiglitz and Tyler Cowen in discussion (PN)Productivity* Attention Span: A Groundbreaking Way to Restore Balance, Happiness, and Productivity by Gloria Mark* Illustrates four myths about attention span* Source: Cal Newport book review (PN)* The Effective Executive: The Definitive Guide to Getting The Right Things Done by Peter Drucker, The 7 Habits of Highly Effective People by Stephen Covey, and Getting Things Done: The Art of Stress-Free Productivity by David Allen* Three books that embody the evolution of productivity* Source: Cal Newport recommendation to Chris Williamson (PN)* Four Thousand Weeks: Time Management for Mortals by Oliver Burkeman* How to embrace the fact that you can't do everything* Source: Cal Newport recommendation to Chris Williamson (PN)Leadership* The Hard Thing About Hard Things by Ben Horowitz* Great lessons about running a business and being a leader* Source: Marc Andreessen's recommendation to Rick Rubin (PN)* Thinking Fast and Slow by Daniel Kahneman* Frequently recommended over and over again this year* Source: Bill Gurley, Michael Mauboussin, and Patrick O'Shaughnessy in discussion (PN)* Ender's Game by Orson Scott Card* Sci-fi novel but also a great way to study leadership* Source: Tim Ferriss recommendation to Chris Williamson (PN)* Art of War by Sun Tzu* Do not assume that your enemy thinks in a similar way that you do* Source: Source: Jocko Willink recommendation (PN)* Adventures of a Bystander by Peter Drucker* A captivating journey through his encounters with remarkable individuals who influenced his thinking and shaped the world of management* Source: Jim O'Shaughnessy's recommendation to Ateet Ahluwalia (PN)Motivation* The Alchemist by Paulo Coelho & Ask and It Is Given by Esther and Jerry Hicks* Helped Mike Posner on his spiritual journey* Source: Big Sean recommendations to Mike Poser (PN)* Driven From Within by Michael Jordan* Written during his career peak* Source: David Senra book review (PN)* Michael Jordan: The Life by Roland Lazenby* The key insights into Michael Jordan's competitive spirit and how it made him the greatest basketball player of all time* Source: Ben Wilson book review (PN)Deep Thinking* The Beginning of Infinity and The Fabric of Reality by David Deutsch* Naval Ravikant praises David's work, considering him the smartest human alive* Source: Naval Ravikant and Niklas Anzinger in discussion (PN)* The Ego Tunnel: The Science of the Mind and the Myth of the Self by Thomas Metzinger* “Life is not a mystery anymore” – Thomas Metzinger* Source: Thomas Metzinger's appearance on Making Sense with Sam Harris (PN)* Gold by Haleh Liza Gafori (a new translation of Rumi's poems)* Remedy for overthinking before bed* Source: Tim Ferriss recommendation to Chris Williamson (PN)Get the FULL List at Podcast Notes Thank you for subscribing. 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As Abe Lincoln once said—or possibly some guy named Peter Drucker, depends on who you ask—the best way to predict the future is to create it. But for a lot of us humans, that's a little too loosey-goosey. We're not big fans of the unknown, and we tend to seek out people who claim they can tell us what to expect from the future. Americans, for example, spend billions a year on psychics. A lot of these are legitimate businesspeople who genuinely want to provide counseling and comfort for their clients. But there's also a bustling trade in psychic fraud—run by people who have no qualms about taking advantage of you at your most vulnerable and desperate. Today we're gonna tell you about two of those cases. Case 1: The Mysterious Death of Seth Tobias. Case 2: Psychic Scammer Gina MarksSources:New York Times: https://www.nytimes.com/2007/12/04/business/04tobias.htmlABC News: https://abcnews.go.com/Business/story?id=4279324&page=1New York Magazine: https://nymag.com/news/features/43914/The Times: https://www.thetimes.com/article/hunt-for-tiger-the-go-go-boy-after-seth-tobiass-death-5n923qml8pfThe Guardian: https://www.theguardian.com/us-news/2015/feb/12/bob-nygaard-private-investigator-psychic-fraudNBC: https://www.nbcwashington.com/news/local/maryland-psychic-sentenced-to-6-years-for-scamming-clients/155294/TV show "Pink Collar Crime," episode "The Psychic Didn't See Him Coming"Follow us, campers!Patreon (join to get all episodes ad-free, at least a day early, an extra episode a month, and a free sticker!): https://patreon.com/TrueCrimeCampfirehttps://www.truecrimecampfirepod.com/Facebook: True Crime CampfireInstagram: https://gramha.net/profile/truecrimecampfire/19093397079Twitter: @TCCampfire https://twitter.com/TCCampfireEmail: truecrimecampfirepod@gmail.comMERCH! https://true-crime-campfire.myspreadshop.com

A School Leader's Guide to Building Culture  Show Description:“Culture eats strategy for breakfast.” -Peter Drucker, Author “Culture is like the wind. It is invisible; yet its effect can be seen and felt.” -Bryan Walker, Partner and Managing Director, Ideo “Corporate culture is really hard to define; it's the side effects of working for your organization.” -Jacob Morgan, Author, The Future of Work How can you build a great culture if we can't see or define it? It requires hard work, but it is not as complicated as it seems. Today, I will demystify organizational culture by helping you define it, understand the components, and learn the process for improving it. If you are a regular listener, and/or read my daily email, and/or have read my book, A School Leader's Guide to Reclaiming Purpose, then you will hear several of my most common themes and ideas woven together in a way that I have not really articulated previously. The Big Idea How do we build a better culture?·      Why is culture important?o   Easier to do great work in a great cultureo   Culture is the rising tide that lifts all boatso   Recruitment, development, and retention·      What is culture?o   A reflection of the degree of alignment within an organization; a sum of the inner forceso   The six dimensions of organizations·      MVP path to growing your culture: Align the purpose, structures, and resources to make it easier for people to do the work AND help people develop the knowledge, skills, dispositions, and health they need to be good at what they do.·      What do we mean by alignment?o   Clarity and consistency of purpose, driven by the peopleo   Structures make focusing on core work easier§  Teacher lesson plan example§  ILT example§  Flow of information (district example)o   Resources are invested in the core work, distractions are eliminated, attention is protectedo   People receive training in the areas they need (KSDH)·      How do we get there?o   Relationships (four phases)§  Learn: Purpose, aspirations, strengths, barriers, pain points§  Support·      Align to decrease barriers and ease pain points§  Empower·      Provide opportunities to use strengths·      Empower decision-making·      Help them identify and focus on their growth goals·      Trust them§  Grow·      They lead·      We support·      KSDH·      What we get:o   People know why they do what they doo   Policies, rules, schedules, make it easier to do the work and o   Most time and attention is focused on the most meaningful worko   People consistently get better at their craft and experience successo   People feel valued and trusted   Sponsorship:I want to thank IXL for sponsoring this podcast… Everyone talks about the power of data-driven instruction. But what does that actually look like? Look no further than IXL, the ultimate online learning and teaching platform for K to 12. IXL gives you meaningful insights that drive real progress, and research can prove it. Studies across 45 states show that schools who use IXL outperform other schools on state tests. Educators who use IXL love that they can easily see how their school is performing in real-time to make better instructional decisions.  And IXL doesn't stop at just data. IXL also brings an entire ecosystem of resources for your teachers, with a complete curriculum, personalized learning plans, and so much more. It's no wonder that IXL is used in 95 of the top 100 school districts. Ready to join them? Visit http://ixl.com/assistant to get started.   Close·      Leadership is a journey and thank you for choosing to walk some of this magical path with me.·      You can find links to all sorts of stuff in the show notes, including my website https://www.frederickbuskey.com/·      I love hearing from you. If you have comments or questions, or are interested in having me speak at your school or conference, email me at frederick@frederickbuskey.com or connect with me on LinkedIn.·      If you are tired of spending time putting out fires and would rather invest time supporting and growing teachers, consider reading my book, A School Leader's Guide to Reclaiming Purpose. The book is available on Amazon. You can find links to it, as well as free book study materials on my website at https://www.frederickbuskey.com/reclaiming-purpose.html·      Please remember to subscribe, rate, and review the podcast.·      Remember the secret to good leadership:o   Be intentional in choosing how you will show up for otherso   Be fully presento   Ask reflective questionso   And then just listeno   Don't overcomplicate it, the value is in the listening.·      Have a great rest of the week!·      Cheers!   Frederick's Links:Email: frederick@frederickbuskey.comWebsite: https://www.frederickbuskey.com/LinkedIn: http://www.linkedin.com/in/strategicleadershipconsultingDaily Email subscribe: https://adept-experimenter-3588.ck.page/fdf37cbf3aThe Strategic Leader's Guide to Reclaiming Purpose: https://www.amazon.com/dp/B0CWRS2F6N?ref_=pe_93986420_774957520

"Organizations have to get to the point where everybody in the organization feels comfortable speaking up. Those people know things you don't know as the leader and as the manager." NOTABLE MOMENTS 01:03 Open dialogue to enhance organizational culture 04:56 Get culture right to boost business success 08:55 Weekly meetings reveal issues otherwise unknown 10:55 Trust and collaboration improve organizational culture significantly 16:19 Wrong path often results from poor behavior 19:58 Simplify and ease customer experience to improve 21:49 Problems and solutions both come from people 24:19 Event details at cockerellstore.com As nice as it would be, you can't solve big problems in 15 minutes. When I was leading operations at Disney, I learned the value of giving problems the time they deserve. When I read Peter Drucker's "The Effective Executive," it struck me how often we try to patch things up with quick meetings and band-aid solutions. Whenever we would do that we'd get the same result. Guess what it was? A year later, the same issues still linger. So, we changed the game. Read this blog about the adjustmentswe made that made our people feel more committed and involved. Resources The Cockerell Academy About Lee Cockerell Mainstreet Leader Jody Maberry Travel Guidance Magical Vacation Planners are my preferred travel advisors. Reach out to have them help plan your next vacation. You can reach them at 407-442-2694.    

If you're struggling to keep people engaged and loyal in your product or business, check out my FREE gamification course to learn how to do just that: bit.ly/freegamificationcourse-web The Objectives and Key Results framework can transform ambitious visions into measurable outcomes and inspire high performance. Learn about the critical shift from activity-based goals to outcome-based objectives and how gamification can enhance engagement and loyalty. Our guest: Sara Lobkovich, a seasoned strategy coach, shares her insights and real-world examples of leveraging these powerful tools to drive remarkable organizational progress. Join us on this insightful episode where we explore the intersection of OKRs and gamification. Sara Lobkovich is a strategy coach and huge goal nerd. In her work with status-quo challenging leaders and other workplace rebels, she helps people and companies set clear goals, stay focused, and build cultures where everyone can learn, grow, and achieve meaningful results. She works with organizations implementing Objectives and Key Results (OKRs), a collaborative goal methodology; and, with individuals seeking greater career fulfillment -- especially people who are introverted, neurodivergent, and/or don't come from a "traditional" business background. Rob is a host and consultant at Professor Game as well as an expert, international speaker and advocate for the use of gamification and games-based solutions, especially in education and learning. He's also a professor and workshop facilitator for the topics of the podcast and LEGO SERIOUS PLAY (LSP) for top higher education institutions that include EFMD, IE Business School and EBS among others in Europe, America and Asia.   Guest Links and Info Website: saralobkovich.com LinkedIn: Sara Lobkovich Instagram: @redcurrant_co Upcoming book: youareastrategist.com   Links to episode mentions: Proposed guest: Peter Drucker! Recommended book: How To Measure Anything by Douglas Hubbard Other References: Measure What Matters by John Doerr The OKRs Field Book by Ben Lamorte Objectives and Key Results by Paul Niven & Ben Lamorte Strategic Operator's Power Half Hour by Sara Lobkovich   Lets's do stuff together! Get started in Gamification for FREE! LinkedIn Twitter Facebook Instagram TikTok YouTube Ask a question

In the episode of The Leadership Podcast, Jan and Jim discuss a recent study from the Center for Creative Leadership that highlights key leadership challenges at all leadership levels: Poor time management - competing priorities and confusing busy with results Poor people skills - and a lack of self-awareness Inability wield power & influence across the organization Inability or unwillingness to to delegate (aka still doing “old” job) Widespread disengagement Cultures by default versus design. Jim critiques the study, highlighting the blurred distinction between leadership and management, and emphasizes that leaders must delegate and trust others to succeed.  Also discussed is disengagement and trust issues, linking team engagement directly to managerial influence, and the growing trend of side hustles.  Jan and Jim stress the importance of relationships, simplifying business processes, and preparing thoroughly for meetings. They also reflect on how leadership traits, like communication, curiosity, and trust, are essential for building strong teams and organizational success. They emphasize that growth and development come from allowing mistakes and cultivating future leaders, while maintaining a balance between compassion, fairness, and operational efficiency. Listen in for a discussion that is sure to spur more discussion.     Key Takeaways [01:22] Jan starts the main discussion, sharing that the Center for Creative Leadership released a study identifying the top leadership challenges for different managerial levels. He categorized the challenges into three pillars: leading self, leading others, and leading the organization. The key issues highlighted were time management and people (for self), disengagement (for others), and organizational processes. [03:06] Jim adds that the study revealed a common challenge: the ability to influence without authority, which is especially tough at the senior level. He emphasizes how important it is for leaders to truly know themselves and trust others, noting that trust issues are often rooted in leaders' unwillingness to delegate. [04:06] Jim critiques the study, saying it blurs the line between leadership and management. He highlights that frontline challenges like time management and operational processes are more about management than leadership, while the executive-level challenges align more closely with leadership. He believes that leadership and management are distinct but equally important. [07:09] Jim criticizes the second half of the study, noting that it felt like two separate studies mashed together—one based on AI analysis and the other from leadership experts. He acknowledges that while the recommendations weren't bad, the execution of combining the studies felt sloppy. [08:09] Jan expresses skepticism about the validity of the study, pointing out that busy senior leaders are unlikely to fill out assessments. He argues that leadership problems depend heavily on the size and type of company, and a study based on more personalized interviews would have been more insightful. [08:54] Jan focuses on disengagement and trust issues, noting that 70% of team engagement is influenced by managers. He also comments on the increasing trend of side hustles among workers, a lack of trust in the workplace, and how companies often complicate things unnecessarily. [10:13] Jan and Jim discuss how relationships, rather than transactions, drive business success. They reference Peter Drucker's belief that a company is only about marketing and innovation, and that everything else is a cost. Jan emphasizes the importance of simplifying business processes and planning for the future. [11:51] Jan advises that leaders should approach meetings with deliberate plans, rather than winging it, as effective negotiation and leadership require preparation and follow-up. He observes that many leaders fail to allocate time for planning and reflection, which compromises their effectiveness. [13:13] Jim shares his critical take on the article's structure, arguing that leadership qualities are universal across all levels of management. He believes there are five essential leadership traits that apply to all leaders - self-reliance, clarity, relationships, communication, intentionality, and self-reliance as the most important. [16:45] Jim explains that communication is more about listening, being curious, and showing genuine interest in people, rather than focusing on just outward expression. He mentions how great politicians are remembered for making individuals feel like they were truly heard, which helps build strong relationships. Jan shares a lesson about knowing when not to say anything or intervene as a leader, recalling a client situation where skip-level meetings led to unintended consequences. She emphasizes the challenge of staying connected without overstepping. [18:46] Jim reflects on how an executive's presence can sometimes disrupt the environment, making it harder for employees to have open conversations. He highlights the importance of timing and mindful involvement in the workplace. [19:41] Jan raises concerns about the burden placed on employees when others take time off or need accommodations, leading to extra workload and declining morale. She touches on the complexity leaders face in balancing fairness, compassion, and operational efficiency. [21:10] Jim points out that what employees say they want, such as more vacation or benefits, may not be what they truly need. He suggests that sometimes, more guidance, challenges, and communication lead to better engagement and happiness. [21:34] Jan references a quote from Dan Pink, explaining how employers often confuse "hygiene factors" like pay and policies with intrinsic motivators. She emphasizes that while pay and policies shouldn't be problematic, what really drives engagement is helping employees feel appreciated and that they belong. [22:39] Jan and Jim conclude by discussing the importance of trust in leadership. Jan notes that growth and development come from allowing mistakes, which need to be accepted as part of the process. A successful leader not only delivers results but also cultivates future leaders. [24:17] And remember,  the race is not always to the swift, but to those who keep on running. Quotable Quotes "There's management, which is important, then there's leadership, which is different and also important. When you have two of those in equal measure, you're really effective." "If I want people to trust me, I have to trust them." "People buy from people they like, period." "A company is one of two things: it's marketing and it's innovation. Everything else is a cost." - Peter Drucker "You personally need to be squared away for you to lead others. Very difficult to lead others if you're a hot mess." "Clarity of purpose, problem, and potential. You need to know where to focus your time to solve problems and reach potential." "Relationships are everything. If you don't have good relationships, it's very difficult to hold people accountable." "Great leaders are great communicators." “Communication is much about listening and being curious and interested in people than it is about what you say or state.”  “Communication is a collection point for what's in everyone's head, not just an outward projection of what's in mine.” “Sometimes what we think people want or what they tell us they want aren't what they need.” “The race is not always to the swift, but to those who keep on running.”  “We think if we fix pay and policy, we improve morale, when in fact, people want to feel appreciated. They want to know they matter and belong.” “A leader has to grow other leaders. You can't say you achieved results and not have a replacement and say you were successful.” “We need to be more aware of what people need to achieve better engagement and performance. It's not always more money or more vacation.”  Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC |  

Shreyas Doshi is a former product leader at Stripe, Twitter, Google, and Yahoo. He's now a full-time advisor and coach to founders and executives. Shreyas is known for his incredibly insightful writing on products, which has garnered him a passionate following in the PM and startup community. Last week, we sat down together at the very first Lenny and Friends Summit in San Francisco for a special live episode. We covered:• Why product leaders often feel overwhelmed with work, and how to combat it• The importance of developing good taste, and how to do it• How to reduce frustration in your product leadership role• The critical skill of truly listening as a leader• Common pitfalls in annual planning and decision-making• Lots of laughs—To learn more from Shreyas, check out these courses:• Improving Your Product Sense: https://bit.ly/product-sense• Managing Your PM Career: https://bit.ly/pm-career-course—Brought to you by:• WorkOS—Modern identity platform for B2B SaaS, free up to 1 million MAUs• Paragon—Ship every SaaS integration your customers want• Vanta—Automate compliance. Simplify security—Find the transcript at: https://www.lennysnewsletter.com/p/shreyas-doshi-live—Where to find Shreyas Doshi:• X: https://x.com/shreyas• LinkedIn: https://www.linkedin.com/in/shreyasdoshi/• Threads: https://www.threads.net/@shreyas.threads• Linktree: https://linktr.ee/shreyasdoshi• YouTube: https://www.youtube.com/@ShreyasDoshiVideos—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Introduction(05:35) Question one: Why am I so busy?(10:08) Annual planning as an example(16:48) Tactical tips for staying less busy(25:20) Question two: Do I actually have good taste?(38:09) Question three: Why does my job feel so frustrating?(43:29) Question four: Am I really listening?(44:35) Closing remarks—Referenced:• Shreyas Doshi on pre-mortems, the LNO framework, the three levels of product work, why most execution problems are strategy problems, and ROI vs. opportunity cost thinking: https://www.lennysnewsletter.com/p/episode-3-shreyas-doshi• LNO framework: https://twitter.com/shreyas/status/1492345184171945984• Time management techniques that actually work: https://www.lennysnewsletter.com/p/time-management-techniques-that-actually• Part 2: Time management techniques that actually work: https://www.lennysnewsletter.com/p/part-2-time-management-techniques• Eisenhower quote: https://www.brainyquote.com/quotes/dwight_d_eisenhower_164720• Stripe Connect: https://stripe.com/connect• Jeff Bezos explains one-way door decisions and two-way door decisions: https://www.youtube.com/watch?v=rxsdOQa_QkM• Spotify Is America's Most Loved Workplace: https://www.newsweek.com/2021/10/29/spotify-americas-most-loved-workplace-1639982.html• Shreyas on “thinking is cheap”: https://www.linkedin.com/posts/shreyasdoshi_thinking-is-very-cheap-doing-is-very-expensive-activity-7225237421813116929-Qzi3/• Good Product Strategy, Bad Product Strategy from Shreyas: https://x.com/shreyas/status/1244810075908128768• Shreyas on annual planning and metrics:https://x.com/shreyas/status/1302423854095036421https://x.com/shreyas/status/1304628719374544896• Jensen Huang on LinkedIn: https://www.linkedin.com/in/jenhsunhuang/• Patrick Mahomes's website: https://www.adidas.com/us/patrick_mahomes• Virat Kohli: https://en.wikipedia.org/wiki/Virat_Kohli• Reversible and Irreversible Decisions: https://fs.blog/reversible-irreversible-decisions/• Fail fast: https://en.wikipedia.org/wiki/Fail_fast• 3 levels of product work: https://twitter.com/shreyas/status/1370248637842812936• Shakespeare quote: https://nosweatshakespeare.com/quotes/famous/to-thine-own-self-be-true/• Rick Rubin: Legendary Music Producer | Lex Fridman Podcast #275: https://Dwww.youtube.com/watch?v=H_szemxPcTI• Blake Burge on Rick Ruben: https://x.com/blakeaburge/status/1794470295828341222• Rick Rubin on X: https://x.com/RickRubin• Dee Hock on X: https://x.com/deewhock• Dee Hock quote on listening: https://x.com/shreyas/status/1351279398423465984• Peter Drucker: https://en.wikipedia.org/wiki/Peter_Drucker• Peter Drucker quotes on listening: https://www.azquotes.com/author/4147-Peter_Drucker/tag/listening• Lenny's first podcast recording: https://www.youtube.com/watch?v=YP_QghPLG-8—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.—Lenny may be an investor in the companies discussed. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe

Seth Godin is a renowned author, entrepreneur, and thought leader in marketing and business. With over 20 published books, including bestsellers like "Purple Cow" and "Tribes," he has reshaped how we think about marketing strategies, leadership, and creative innovation. Known for his daily blog that reaches an extensive readership, Seth is a pivotal figure in modern management, often compared to legendary thinkers like Peter Drucker. Recently, he authored "This is Strategy" and is a seminal voice in understanding and navigating complex systems. Episode Summary: In this Part 2 episode, Greg is joined by the legendary Seth Godin, whose work in business literature and marketing has influenced millions globally. Godin and McKeown explore how viewing the world through a systems lens can empower anyone to take strategic, high-leverage actions that yield significant results. The discussion highlights the profound impact of naming and defining elements within systems to influence outcomes and decisions. Seth shares personal anecdotes, emphasizing the shift from passive observation to active engagement, using empathy as a strategic tool. The episode is rich with insights on navigating change, avoiding false proxies, and how companies and individuals can reinvent themselves by unearthing these vital, albeit often hidden, opportunities. Key Takeaways: Systems Thinking: The importance of understanding and navigating complex systems to take strategic, high-impact actions. Empathy as a Tool: Using empathy not merely for kindness but as a practical tool to serve and understand others' underlying motivations and goals. Changing Perspectives: Transitioning from passive observation to active engagement can unlock opportunities for personal and professional growth. Avoiding False Proxies: Identifying and rejecting false success metrics to focus on actions that truly matter. Curiosity's Power: Embracing curiosity to uncover underlying truths and leverage points in any interaction or system. Notable Quotes: Seth Godin: "I think that empathy sometimes gets put into the ghetto called kindness. And I'm in favor of kindness. But empathy is also a really practical tool." Greg McKeown: "Curious people just understood somehow that the system gets more interesting behind the surface." Seth Godin: "If we can just try to imagine what it is to be the node that they are, try to imagine what their internal system is like or what their deep goals are, we can serve them without manipulating them." Resources: Seth's Blog: Seth's Blog Seth's Book: This is Strategy Follow Seth on X, Instagram, and LinkedIn Affiliate links are used where appropriate. We earn from qualifying purchases, thank you for supporting Greg! Join my weekly newsletter. Learn more about my books and courses. Join The Essentialism Academy. Follow me on LinkedIn, Instagram, X, Facebook, and YouTube.

Seth Godin is a renowned author, entrepreneur, and thought leader in marketing and business. With over 20 published books, including bestsellers like "Purple Cow" and "Tribes," he has reshaped how we think about marketing strategies, leadership, and creative innovation. Known for his daily blog that reaches an extensive readership, Seth is a pivotal figure in modern management, often compared to legendary thinkers like Peter Drucker. Recently, he authored "This is Strategy" and is a seminal voice in understanding and navigating complex systems. Episode Summary: Greg is joined by marketing visionary Seth Godin to explore the intricacies of strategy and systems thinking. They explore the nuances between strategy and systems, set within a modern context. Godin emphasizes the fundamental difference between strategy—a philosophy of becoming—and tactics, as well as the pivotal role systems play in shaping human behavior and business landscapes. Godin articulates the invisible forces of systems that govern both individual and organizational outcomes. Using examples from history and personal narratives, the discussion centers on how recognizing and navigating these systems can drive meaningful change and innovation. This episode is a must-listen for anyone looking to refine their strategic thinking, whether in business, personal development, or broader societal contexts. Key Takeaways: Understanding Strategy and Systems: Strategy is a guiding philosophy, acting like a compass, whereas systems are the underlying forces shaping behaviors and outcomes. Invisible Systems' Influence: Identifying and understanding invisible systems can enable strategic action and transformation in various aspects of life and business. Triangular Relationships in Systems: Relationships, including familial and professional, often exist in a triadic format, incorporating you, others, and an influencing system. Empowerment through Systems Thinking: Recognition of systems provides a framework for empowerment and the potential to become a linchpin within an organization. Internal Systems Impact: Personal narratives and subconscious systems derived from family and schooling can profoundly affect individual potential and decision-making. Notable Quotes: "Strategy is a philosophy of becoming. It's your way of thinking about who you seek to serve and the change you seek to make." - Seth Godin "Systems don't like to change, and we are part of a system, but if we use the system, we can change the system." - Seth Godin "These stories that we engage in are well grooved and they become part of our inter system, the internal one." - Seth Godin Resources: Seth's Blog: Seth's Blog Seth's Book: This is Strategy Follow Seth on X, Instagram, and LinkedIn Affiliate links are used where appropriate. We earn from qualifying purchases, thank you for supporting Greg! Join my weekly newsletter. Learn more about my books and courses. Join The Essentialism Academy. Follow me on LinkedIn, Instagram, X, Facebook, and YouTube.

Ready to transform your life in 30 days? Join the Unbeatable Challenge now at unbeatablemind.com/30 and unlock your peak performance with Navy SEAL-proven techniques. Limited-time discount available – don't miss out!   What if the world's top executive coach could fit in your pocket? With over 40 books authored and countless C-suite transformations under his belt, Marshall Goldsmith is now taking on his biggest challenge yet: an AI-powered platform that's democratizing access to his decades of wisdom. In a world obsessed with achievement, Goldsmith's most radical idea might just be that success won't make you happy. Marshall Goldsmith, a man who's coached the coaches, now wants to coach an entire generation through the power of artificial intelligence.     Dr. Marshall Goldsmith has been recognized as one of the Top Ten Business Thinkers in the World and the top-rated executive coach at the Thinkers50 ceremony in London since 2011. Published in 2015, his book Triggers is a Wall Street Journal and New York Times #1 Bestseller! He's also the author of the New York Times bestseller and #1 Wall Street Journal Business Book What Got You Here Won't Get You There, winner of the Harold Longman Award as Best Business Book of the Year.   Achievement Doesn't Guarantee Happiness: Happiness and achievement are independent variables. Marshall states, "Achieve to achieve. But don't ever think achievement is going to make you happy." Michael Phelps and Albert Barlow (CEO of Pfizer) illustrate that even extraordinary achievements don't necessarily lead to lasting happiness or satisfaction. Avoiding self-stereotyping: Many of our perceived limitations are self-imposed and can be overcome. Leaders should be cautious about how they stereotype themselves, it can significantly limit their potential. Leadership is always changing: Modern leadership is evolving from a top-down approach to a more facilitative role. Peter Drucker states that, "The leader of the past knew how to tell, the leader of future knows how to ask." Today leaders need to be more collaborative, ask questions, and involve team members in decision-making. Stakeholder-centered coaching: Marshall's coaching methodology, which he calls "stakeholder-centered coaching," focuses on helping leaders learn from everyone around them. He emphasizes the importance of getting feedback from stakeholders, listening to it, and making measurable changes based on that input. This differs from more introspective coaching methods and focuses on practical, observable behavioral changes.   Zbiotics: Go to zbiotics.com/DIVINE to get 15% off your first order when you use DIVINE at checkout. ZBiotics is backed with 100% money-back guarantee so if you're unsatisfied for any reason, they'll refund your money, no questions asked.   NeuroHacker: To feel in your prime WAY longer than you ever thought possible, try Qualia Senolytic up to 50% off right now at neurohacker.com/DIVINE15, and code DIVINE15 at checkout will score you an additional 15% off.    Momentous: Designed by the world's best experts, used by the world's best teams and athletes, and made for all of us.   https://www.livemomentous.com, and use code DIVINE for 20% off your first order.   Life360 Keep your family safe with Life360. Download the app today and use the code DIVINE to get one month of the Gold package for free. Greenlight Empower your kids with financial wisdom and security. Sign up for Greenlight today and get your first month free! Visit greenlight.com/DIVINE to start your family's financial journey.   SealFit ElectroGreens Fuel your body and conquer your limits with SealFit ElectroGreens - a USDA organic superfood packed with over 25 organic fruits, vegetables, and electrolytes. Head to Amazon, search for "SealFit ElectroGreens," and use code SEALGREENS25 at checkout for 25% off your order.   Unbeatable Mind  Get my book Unbeatable Mind and start forging the mental toughness and clarity you need to crush your goals. Whether you're aiming to lead, perform under pressure, or deepen your warrior spirit, this is the guide to get you there.    Order here: https://www.amazon.com/Unbeatable-Mind-Resiliency-Toughness-Succeed/dp/1495393437   Marshall Goldsmith LinkedIn Instagram Facebook Twitter/X  

➢ DM “FIT & TONED” to @‌ColossusFit lose unwanted fat and tone up and build a great physique 1/1 with me. (6 people)➢ Bulking on a budget vid- https://www.youtube.com/watch?v=AL4Hg5W_vJM&list=PL8OM5ZzYjzbBmsisqNwd_6LtqJTGGP9jn&index=8Welcome to Motivation Monday, where every Monday we answer all of your questions and have some real talks about life & fitness & get you fired up for the week! In this episode we talk about intermittent fasting for fat loss, meal prep hacks and benefits of wearable devices.(01:27) Question 1: What are your best meal prep tips? I hear a lot about it but I can't seem to make it work for me, I must be missing something.(12:15) Josh quote: "The best way to predict the future is to create it." — Peter Drucker(10:04) Kyle quote: “Excuses kill dreams and plant the seeds of future regrets.”What has us excited or intrigued:(19:19) Client shoutout: Jeremy(21:07) Question 2- I see you guys with apple watches on all the time. Should I look into investing in one?(27:10) Question 3- I've noticed a big resurgence in talk around intermittent fasting. What are your current thoughts on it and if you had to, what window would you do? 14:10 or 16:8?Thanks for listening! We genuinely appreciate every single one of you listening.➢Follow us on instagram @colossusfit➢Apply to get your Polished Physique: https://colossusfitness.com/Support the show