Podcasts about baldrige

David McClaskey is the Founder and President of McClaskey Excellence Institute. David McClaskey is an executive coach, consultant, conference presenter, trainer, and Baldrige expert and one of the few individuals to have the privilege of assisting seven companies to win eight Malcolm Baldrige National Quality Awards (about 6% of the total winners). In this episode, David will present The 4 Pillars to Operational Excellence. Join the Restaurant Unstoppable Network TODAY! Restaurant Unstoppable - EVOLVE! - Eric of Restaurant Unstoppable is now taking consultation and coaching calls! Book a consultation today! Schedule your call to become UNSTOPPABLE! Check out the website for more details: https://www.restaurantunstoppable.com/evolve Today's sponsors: US Foods: US Foods is hosting the event of the year, Food Fanatics 2025. August 19-20, 2025, at the Mandalay Bay, Las Vegas, NV. Network with over 5,000 Industry peers. Attend Zouk nightclub reception, expert breakout sessions, Keynote speeches, musical performances, and dramatic demonstrations, and sample the latest on-trend dishes. The Clock Is Ticking! Be Ready to Register on April 16 for Food Fanatics® 2025. To learn more, visit www.usfoods.com/foodfanatics2025 Restaurant Systems Pro - Join the 60-day Restaurant Systems Pro FREE TRAINING. This is something that has never been done before. This 60-day event is at no cost to you, but it is not for everyone. Fred Langley, CEO of Restaurant Systems Pro, will lead a group of restaurateurs through the Restaurant Systems Pro software and set up the systems for your restaurant. During the 60 days, Fred will walk you through the Restaurant Systems Pro Process and help you crush the following goals: Recipe Costing Cards; Guidance in your books for accounting; Cash controls; Sales Forecasting(With Accuracy); Checklists; Budgeting for the entire year; Scheduling for profit; More butts in seats and more… Click Here to learn more.  Let's make 2025 the year your restaurant thrives. Guest contact info:  Website: https://mcclaskeyexcellence.com Email: info@mcclaskeyexcellence.com Thanks for listening! Rate the podcast, subscribe, and share!  We are on Youtube: @RestaurantUnstoppable

I am thrilled to announce that our new book, the Kindness Daily Reader: Season One, is now available on Amazon. (See Link Below)  Secondly, we are embarking on a new chapter with Season Three of the One Kind Moment podcast. In Season One, we primarily focused on broad topics of kindness and compassion, while in Season Two, we explored areas such as self-compassion, self-help, and self-care. Now, in Season Three, we're shifting our focus to a specific area of self-care that we call Practical Spirituality for Everyone. We'll be delving into topics like spirituality in nature, spiritual intelligence, everyday mindfulness, the science of consciousness, the mystery of life, the science of awe, and managing uncertainty. We're excited to take this new direction and are grateful for your continued support and interest in the One Kind Moment podcast. EXPLORE OUR NEW BOOK! Kindness Daily Reader: Season One https://a.co/d/04RvXldy #onekindmoment #spirituality Yesterday by John Hobart - Music Design by Jason Inc. https://brucewaynemclellan.com/  

Dr David M Williams is an internationally respected scholar-practitioner of the Science of Improvement. With 25 years of experience in Quality Improvement, he has worked with leaders and teams worldwide to develop people's abilities to make rigorous, results-driven improvements and adopt quality as an organizational strategy. Dave coauthored Quality as an Organizational Strategy: Building a System of Improvement. His writing on improvement is also found in many books and published papers. He was a senior leader at the Institute for Healthcare Improvement, where he was responsible for leadership and improvement science and methods. His other past roles include chief quality officer, university faculty member, board leader, consultant, Baldrige examiner, and paramedic. Dave holds a B.S. in Emergency Medical Services Management from Springfield College, an M.S. in Emergency Health Services Management from the University of Maryland, Baltimore County, and a PhD in Organizational Systems from Saybrook University. You can connect with Dave on LinkedIn and check his website here

Welcome to Transformative Principal. Today, we are joined by Dr. Kenny Rodrequez, Superintendent of Grandview C-4 School District in Missouri. With over two decades of educational leadership experience, Dr. Rodrequez has been a pivotal figure in driving innovative strategies to enhance school culture and student success. His dedication to fostering an inclusive and dynamic learning environment makes him an ideal guest as we explore the transformative potential of AI in building district culture. Why using specific AI Agents is valuable for our work. How to engage with staff differently600 staff membersLebra is an engagement tool. Automatically creates a prompt for meBecause it knows our vision and plans, it incorporates those things into what we do. Between the work anniversaries and birthdays, it's communicating 10-15 people per day.Understanding what we are focused on in our district.Being able to build relationships and culture through small simple acts. There's just not enough time in the day.How using Lebra is improving the culture. Feedback from staff receiving AI messagesLeveraging technology to make you successful.How to be a transformative principal? Stop and take a breath. Improve one connection every day. About Kenny RodrequezDr. Kenny Rodrequez became Superintendent of the Grandview C-4 School District in July 2016. Before serving as Superintendent, Dr. Rodrequez served for two years as the Assistant Superintendent of Curriculum and Instruction in the Grandview C-4 School District. His responsibilities included the direction and overall delivery of K-12 curriculum programs, the developing, implementing, and evaluation of educational services for the district, and providing leadership for all Elementary and Secondary schools. Dr. Rodrequez has served in several capacities throughout his career. He was a music educator for 8 years in two different states, including being a band director, percussion instructor, and district music resource teacher. Dr. Rodrequez moved into school administration more than 10 years ago and has held site level positions of assistant principal and principal before moving into district-level positions of director and assistant superintendent. He was selected to create and implement the first Early College High School program in Tulsa through a partnership with Tulsa Community College. He directed the Tulsa Innovative School network, which served 1,200 plus students in grades K-12, and served as a lead examiner for the Oklahoma Quality Award Foundation, based upon the Baldrige process. In both Oklahoma and Missouri, he has done extensive work on the implementation of new teacher evaluation systems in an effort to raise academic achievement and build collaborative relationships between teachers and administrators. Dr. Rodrequez has a Bachelors degree from Oklahoma State University in Music Education, a Master of Science degree from Oklahoma State University in School Leadership, and completed his Doctorate degree from Baker University in School Administration. He has been happily married for more than 25 years to his wife Tracie. They have two wonderful children, Izzy and Jackson. We're thrilled to be sponsored by IXL and MyFlexLearning. IXL's comprehensive teaching and learning platform for math, language arts, science, and social studies is accelerating achievement in 95 of the top 100 U.S. school districts. Loved by teachers and backed by independent research from Johns Hopkins University, IXL can help you simplify and streamline technology, reliably meet Tier 1 standards, improve assessment performance, and more. Visit IXL.com/BE today to learn more about how IXL can elevate your school or district.MyFlexLearning is the scheduling platform that helps middle and high schools meet the individual needs of all students. Create and manage time for flex blocks, WIN time, activity periods, RTI, counselor and teacher appointments and much more. And with a built-in accountability tool and reporting features, solve your challenges around getting kids where they need to be and understanding how flex time is spent. Make your flex time work for you. Visit myflexlearning.com/BE to learn more and receive $500 off the first year. 

In this conversation, Dr. Kenny Rodrequez, a superintendent from Grandview, Missouri, discusses the use of AI, specifically our show sponsor Lebra, from a leadership perspective. He shares insights on leveraging AI to build relationships, improve communication, and streamline administrative tasks within the school district. Kenny emphasizes the importance of personal connections and the positive impact of using AI to enhance community engagement and support staff members. The conversation highlights the practical applications of AI in education and the potential for creating a more efficient and connected school environment. Ready to learn more about our guest? Dr. Kenny Rodrequez became Superintendent of the Grandview C-4 School District in July 2016. Before serving as Superintendent, Dr. Rodrequez served for two years as the Assistant Superintendent of Curriculum and Instruction in the Grandview C-4 School District. Dr. Rodrequez has served in several capacities throughout his career. He was a music educator for 8 years in two different states, including being a band director, percussion instructor, and district music resource teacher. Dr. Rodrequez moved into school administration in 2003 and held site level positions of assistant principal and principal before moving into district-level positions of director and assistant superintendent. He was selected to create and implement the first Early College High School program in Tulsa through a partnership with Tulsa Community College. He directed the Tulsa Innovative School network, which served over 1,200 students in grades K-12, and served as a lead examiner for the Oklahoma Quality Award Foundation, based upon the Baldrige process. In both Oklahoma and Missouri, he has done extensive work on the implementation of new teacher evaluation systems in an effort to raise academic achievement and build collaborative relationships between teachers and administrators. In 2020, Dr. Rodrequez was the recipient of the Communication Technology Award from the National School Public Relations Association for leadership in implementing cutting-edge communication technology to improve and expand outreach and engagement with education stakeholders . In 2023, he was selected as the Missouri Superintendent of the Year for 2024 by the Missouri Association of School Administrators. Dr. Rodrequez has a Bachelor's degree from Oklahoma State University in Music Education, a Master of Science degree from Oklahoma State University in School Leadership, and completed his Doctorate degree from Baker University in School Administration.   Connect with him: kenny.rodrequez(at)grandviewc4.net Ready to learn more about Lebra? https://www.lebrahq.com/  

Etiquette, manners, and beyond! In this episode, Nick and Leah tackle the biography of Letitia Baldrige, handling airport pickups, brushing teeth at the office, and much more. Please follow us! (We'd send you a hand-written thank you note if we could.) Have a question for us? Call or text (267) CALL-RBW or visit ask.wyrbw.com EPISODE CONTENTS AMUSE-BOUCHE: Letitia Baldrige A QUESTION OF ETIQUETTE: Airport Pickups QUESTIONS FROM THE WILDERNESS: Is it rude to brush and floss your teeth in an office bathroom? My teacher just told the class incorrect information...how do I correct her? What do I do if friends are talking about me behind my back? What do you do if you're invited somewhere and you just don't want to go? VENT OR REPENT: Luggage in hotel elevators, Dog tote bags CORDIALS OF KINDNESS: Thanks for the book, A nice review THINGS MENTIONED DURING THE SHOW Letitia Baldrige's obituary in the New York Times YOU ARE CORDIALLY INVITED TO... Support our show through Patreon Subscribe and rate us 5 stars on Apple Podcasts Call, text, or email us your questions Follow us on Instagram, Facebook, and Twitter Visit our official website Sign up for our newsletter Buy some fabulous official merchandise CREDITS Hosts: Nick Leighton & Leah Bonnema Producer & Editor: Nick Leighton Theme Music: Rob Paravonian ADVERTISE ON OUR SHOW Click here for details TRANSCRIPT Episode 222 Learn more about your ad choices. Visit megaphone.fm/adchoices

"Build relationships and partnerships with as many organizations as you can... because those partnerships can lead to a lot of you know, positive things." - Tod Kline of Baldrige Performance Excellence Program Retired superintendent Tod Kline shares his invaluable insights on the renowned Baldrige Excellence Framework for driving continuous school improvement. Discover how this powerful system can transform education!

Specialties: I help business owners and families develop strategies that may save thousands on the cost of college. I provide College Funding Planning for families that do not qualify for need based financial aid. (Families are disqualified from need based Financial Aid if they earn too much or have too many assets.)

After an illustrious 60-year tenure at Cainy Baptist Church in Knott County, Kentucky, Reverend Lawrence Baldrige bids farewell to his devoted community. Known for his unwavering dedication and heartfelt sermons, Pastor Baldrige reflects on his lifelong journey in ministry, expressing gratitude for the supportive community, the colleges, and the families he has served. In an interview with Kentucky TV station WYMT, he reminisces about his humble beginnings, attending Alice Lloyd College on a scholarship before continuing his education at the University of Kentucky.

Wanna…Boost your Sales?Enhance your Marketing?and create a vibrant company culture?All of that is possible through the power of Strategic Storytelling!Check out the Stories With Traction course, where you'll learn how to set up a storybank and utilize it to achieve your goals.You can find the course HERE.SHOW NOTES:SUMMARY: In this episode, Mike Kramer and Matt Zaun talk about how business leaders can implement simple strategies that will lead to significant growth.MIKE KRAMER BIO: Mike is the founder of ManageHub, which provides mid-market and smaller organizations leadership and coaching services. He utilizes Baldrige-based management for results.For more info, check out Mike HERE.MATT ZAUN BIO: Matt is an award-winning speaker and storyteller who empowers organizations to attract more clients through the art of strategic storytelling. Matt's past engagements have catalyzed radical sales increases for over 300 organizations that range from financial institutions to the health and wellness industry.Matt shares his expertise in persuasion with executives, sales professionals, and entrepreneurs, who he coaches on the art of influence and how to leverage this for profits and impact.For more info, check out Matt Zaun HERE. 

We're excited to bring you another essay episode, this one featuring our friend and past podcast guest Molly Baldrige. You may remember from our discussion in Episode 6 that Molly wrote a wonderful essay titled "Querencia," which details her deep connection to the MP Ranch. In this short episode, Molly reads "Querencia," and we know you'll enjoy listening. And if you'd like to read the essay for yourself, there's a link in the episode notes. --- Read the essay: https://ranchlands.com/blogs/journal/querencia --- ABOUT RANCHLANDS: www.ranchlands.com Ranchlands Mercantile Ranch Stays Ranchlands Meat Stories Questions or comments? Email us at podcast@ranchlands.com!

For today's episode, Duke IV and Ed had the great pleasure of sitting down with Molly Baldrige, who is the owner of the MP Ranch. Located in the rocky juniper pinon hills of central New Mexico cattle country, the MP Ranch has been an important part of Molly's family history for decades. And as you'll hear in this conversation, Molly feels a deep, even spiritual, connection to the landscapes and history of the ranch, and she has a strong desire to steward the land in a thoughtful and responsible manner. In 2016, Molly partnered with Ranchlands to take over the management of the MP, so this discussion centers around Molly and Duke's shared love of this special ranch. We discuss Molly's family history on the MP, the lasting role of her larger-than-life father's vision for the ranch, Molly's interesting career trajectory, and some of the specific stewardship challenges of ranching in arid New Mexico. Both Duke and Ed loved this conversation, and they greatly appreciated Molly taking the time to chat with us.  We know that you'll enjoy this episode. --- Querencia by Molly Baldrige --- TOPICS DISCUSSED: 1:50 How Molly learned about Ranchlands 4:29 Duke's first impression of Monte Prieto Ranch 6:16 History of Monte Prieto Ranch 11:09 Carryovers from Molly's father 13:03 Molly talks about big yearly roping event at Monte Prieto Ranch 14:37 Molly's talks about her father's career and history 18:25 What made Molly's father successful 23:40 Molly's initial vision for Monte Prieto 29:31 The struggles and journey of expanding Monte Prieto Ranch 35:23 The role of the Quincho building 37:19 Molly's experience at the Zapata and Chico with Cam Shriver 47:54 Molly discusses her essay "Querencia" 49:10 Why should a life-long city dweller care about the land, land stewardship, and conservation?  50:37 What is a common misconception about ranching or agriculture that you'd like to correct?  52:10 Can you name a few resources that have played a critical role in your understanding of land and land stewardship?  57:02 When it comes to conservation and land stewardship, what is giving you hope? --- ABOUT RANCHLANDS: www.ranchlands.com Ranchlands Mercantile Ranch Stays Ranchlands Meat Stories Questions or comments? Email us at podcast@ranchlands.com!

We welcome YOU back to America's leading higher education podcast, The EdUp Experience! It's YOUR time to #EdUp In this episode, YOUR guests are Carolyn Candiello, VP of Quality & Patient Safety & Cathy Hamel, VP of Continuing Care Services of GBMC Healthcare, Inc, YOUR host is Dr. Joe Sallustio, & YOUR sponsor is Alliance for Innovation & Transformation (AFIT) What is the Baldrige Award? Why are many institutions of higher Ed PartneringUp with healthcare? What are some of the parallels between higher Ed & healthcare? Listen in to #EdUp! Thank YOU so much for tuning in. Join us on the next episode for YOUR time to EdUp! Connect with YOUR EdUp Team - Elvin Freytes & Dr. Joe Sallustio ● Join YOUR EdUp community at The EdUp Experience! We make education YOUR business! --- Send in a voice message: https://anchor.fm/edup/message

A podcast where we share sixty seconds of inspiration to help you create a kinder, gentler world faster than the speed of heartbreak. We believe that kindness needs to be the number one cherished idea in the world today. So, we created a show that adds one sweet droplet of goodness into the ocean of your life - every day.    Yesterday by John Hobart - Music Design by Jason Inc. https://brucewaynemclellan.com/  

Training Everyone for Risk Management Abstract Greg and Fred discussing risk management training for all employees. Key Points Join Fred and Greg as they discuss how risk management is like quality in 1987, when Baldrige, ISO 9001, and Six Sigma were launched. We live in VUCA time. Companies now are training everyone in risk to […] The post SOR 768 Training Everyone for Risk Management appeared first on Accendo Reliability.

https://www.linkedin.com/video/live/urn:li:ugcPost:6938299865965760512/ and https://www.linkedin.com/in/davidrh714/ --- Send in a voice message: https://anchor.fm/jack-bosma3/message Support this podcast: https://anchor.fm/jack-bosma3/support

Episode 3 features California Council for Excellence (CEE) Vice Chair Dr. David Spong and Shields Resource Group Principal Denise Shields. David and Denise explain what the Malcolm Baldrige National Quality Award is, what happens when a company receives the award, and the impact of the Baldrige process not only on quality and productivity but on company culture.

Joining the podcast is Kenneth Cohen, PhD who is the Founder & CEO of The Synergy Organization.  Over the last 32 years, his firm has distinguished itself as the country's first Evidence-Based Executive Search® and Executive Assessments firm.  During the podcast, Ken shares the findings from their Malcomb Baldrige Award Recipient CEOs' research study. He also discusses why “Revolving Doors” exist in key leadership positions and why it matters. Throughout the podcast Ken reveals how to make accurate hiring decisions and the importance of setting up a system and process to hire super stars the first time. Listen in to learn the 3 questions that Ken has asked thousands of people during his research study. Now here is your host Quint Studer and Kenneth Cohen. About Kenneth R. Cohen, PhDFounder & Chief Executive OfficerThe Synergy Organizationhttp://www.synergyorg.com/ken@synergyorg.com1-866-HIRE-123Kenneth Cohen, PhD is the Founder & CEO of The Synergy Organization.  Over the last 32 years, his firm has distinguished itself as the country's first Evidence-Based Executive Search® and Executive Assessments firm with Evidence-Based Best Practices, including Psychological Testing and the Baldrige Performance Excellence Program standards.  They are recognized for helping progressive healthcare organizations make more accurate and cost-effective decisions in their Executive Search, Executive Selection, and Succession Planning practices, the first time.  Dr. Cohen integrated his special expertise and experiences as a Psychologist along with the proprietary Synergy Screening System®, Baldrige Performance Excellence Program standards, and the findings from Synergy's Leadership Best Practices research studies.  These stop the dangerous “Revolving Door” phenomenon while simplifying the challenging and costly task of hiring extraordinary senior executives and staff.  His exciting pioneering research study with Malcolm Baldrige National Quality Award Recipient CEOs yielded powerful Predictive Analytics that help organizations better define and measure their unique leadership needs, and then identify which individuals are most likely to achieve extraordinary results. Dr. Cohen is proud to serve as the Founding Sponsor of the Harry S. Hertz Leadership Award in close collaboration with the Baldrige Foundation.   He serves as a Board Member for the Mid-Atlantic Alliance for Performance Excellence (MAAPE), the regional Baldrige program serving PA, NJ, DE and parts of MD.  Over the last 32 years, he has published and presented extensively to national, state and regional healthcare organizations including ACHE Congress, American Hospital Association, ASHHRA, Baldrige Quest, and HFMA.  He earned his Masters and PhD as a Psychologist at Temple University.

Hello and welcome to the Follow the Brand Podcast.  I am your Host Grant McGaugh CEO of 5 STAR BDM. Today, we will talk about maintaining a High caliber Brand with Highly extroverted engineer and entrepreneur Christian Milaster.Christian talks about enabling the delivery of extraordinary care by giving the right tools and optimized processes for improved patient outcomes. Christian owns a company called Ingenium which has a powerhouse of consultants with a high caliber of expertise in telehealth delivery and services.With the avalanche of Digital health services overtaking the world, he shares his approach through a weekly newsletter that he publishes every Tuesday. With over 100 written articles and 40 speaking engagements, Christian Milaster shares valuable pragmatic insights with professionals seeking knowledge in the virtual care industry.Christian Milaster says to share your knowledge without hesitation. Talent recognizes genius, and mediocrity knows nothing but itself. Christian Milaster is passionate about enabling the delivery of extraordinary care. He relentlessly advocates bringing personal satisfaction to the medical profession by applying systems thinking principles and implementing systems engineering solutions. Rooted in German Engineering and Systems Thinking, Christian designs and implements pragmatic improvement and optimization solutions, drawing from a wide range of disciplines, including design thinking, agile, lean, Baldrige, requirements engineering, and servant project management.Christian is the founder and CEO of Ingenium Digital Health Advisors, a boutique consultancy focused on leveraging Digital Health to deliver extraordinary care. Ingenium comprises a 6-person consulting team and a consortium of over a dozen expert advisors.Born, raised, and educated as an Engineer in Germany, Christian started his career at IBM Global Services before joining the Mayo Clinic in 2000. He worked for 12 years in various roles before launching Ingenium. He resides just outside Annapolis, Maryland, with his wife and two pre-teenage daughters.Let's give a warm welcome to my guest on the Follow The Brand Show, Christian Milaster! 

Today on the IC-DISC Show, we're talking with Michael Kramer, President of ManageHub, a specialty consulting firm based in Chicago, who use the Malcolm Baldridge principles of total quality management to dramatically improve a company's quality and performance in a relatively short period of time. We had a great conversation about some of the client successes he's had, the history of Baldrige, and also what a tremendously underutilized, American-made system Baldrige is. Mike really has a passion for sharing this system high and wide to every US company, so if you've ever wanted to learn more about the benefit of exceptional quality and excellence in your own organization, this episode has a lot of great ideas and insights. LINKSShow Notes Be a Guest About Export Advisors About ManageHub Baldridge 2020 Executive Guide GUEST Michael KramerAbout Michael Special Guest: Michael Kramer.

Tom Baldrige represents the Lancaster Chamber as a 2021 ACCE Chamber of the Year Finalist. Full show notes are at: chamberchatpodcast.com/episode137 Please support this podcast by supporting our sponsors. Holman Brother Memberships Sales Solutions holmanbros.com App My Community appmycommunity.com/chamberchat Community Matters, Inc. chamberchatpodcast.com/cmi Swypit chamberchatpodcast.com/cc Izzy West, LLC theizzywest.com

A health organization in New Zealand hands in its standard accreditations for a more strenuous criteria program. This is a very interesting case study in which Spectrum Care in New Zealand decided to trade in their standard accreditation for a performance-based model.  Being a government funded organizations, Spectrum had certifications that they were required to keep and accreditations that they achieved voluntarily to show a standard of excellence.  They consistently achieved the maximum three-year certification for the voluntary accreditation.  After evaluation the accreditation, Spectrum felt it only assessed the health and hospital side of things.  The organization wanted something more strenuous that really assessed how they managed their business. After some consideration, Spectrum handed in their accreditation certificate and went for the New Zealand Business Excellence Criteria.  This is closely aligned with the Malcolm Baldrige Criteria for Performance Excellence.  This Criteria accreditation assesses seven organizational elements including leadership, strategic planning, business results, process analysis, etc.  This gives a better overall evaluation of the business and goes further than just assessing what they do.  This evaluation system assesses how they manage and plan for what they do, how they manage the people and the information, and their customers.  See, a company can be good at turning out widgets, but they could be even better if they assessed these seven other elements. After working towards the Baldrige-based criteria, Spectrum decided to apply for the New Zealand Business Excellence Award.  The organization received the Silver Award after evaluation and said their obvious next step is to go for the gold. I love organizations that look for improvement.  Spectrum was doing great but looked at the system that said they were doing great and decided they could do better.  Once they achieved better, they knew there was still a higher level and strived to achieve that.  There's always, always room for improvement. Learn more about #QualityMatters & Texas Quality Assurance :LinkedIn | Facebook | Twitter  | Instagram  | YouTubewww.qmcast.com | Texas Quality Assurance

In episode 20 of Mission: Impact, some of the topics that Carol and her guest, Elizabeth Scott discussed include: How organizations have adapted to the pandemic The research Liz completed with the Center for Nonprofit Advancement What changes from the pandemic might organizations retain when things go back to “normal” Guest Information:Elizabeth Scott, PhD, founder of Brighter Strategies, provides thought leadership and high value organizational development consulting in support of a stronger social sector. Liz has provided consulting services in strategic planning, process-improvement, and human capital development for hundreds of nonprofits and associations. She has been a Baldrige examiner for the Commonwealth of Virginia and is a certified Standard of Excellence consultant. In addition to managing the practice, Liz holds a faculty positions at both The Chicago School of Professional Psychology and George Mason University. Liz holds an undergraduate degree in Sociology and a master’s degree in Organizational Sciences from The George Washington University, as well as a second master’s and Ph.D. in Human and Organizational Systems from Fielding Graduate University in Santa Barbara, California. Important Links: https://www.brighterstrategies.com/ https://www.nonprofitadvancement.org/ Research report: https://www.nonprofitadvancement.org/tools-resources/coronavirus-resource-tools/

In 2020, AARP was awarded the Malcolm Baldrige National Quality Award, the nation’s highest recognition for performance excellence that a U.S. organization can receive. Specifically, the Baldrige committee praised AARP’s Enterprise Dashboard, which enables leaders to sustain a focus on achieving the organization’s key objectives: grow impact, grow relevance, grow revenue and engage workforce, driving down to individual performance objectives. Scott Frisch, AARP’s EVP and COO, was one of the prime drivers of this work. In this episode of AFP Conversations, Bryan Lapidus, FPAC, AFP’s Director of FP&A Practice, is joined by Frisch to discuss the strategy and tactical implementation – including statistical models and organizational staffing – to create a North Star for the entire enterprise. Frisch will be speaking at AFP FinNext 2021 Virtual for the session, “Data Dashboard for Total Impact.” Click here to learn more about the event, taking place March 23 – 25.

Dr. Shernette Kydd is a certified Lean Sensei, Six Sigma Black belt, and Lean Six Sigma Master Black belt with over 20 years of experience in operational excellence, which started with Green Belt and Black belt certification at General Electric. Currently she serves as the Assistant Vice President of System Effectiveness at Cook Children's Healthcare System (CCHCS) in Fort Worth, TX, and supports 8,000+ employees in the areas of Process Improvement, Operational Excellence and Healthcare Innovation. Shernette is also an Adjunct Professor in the Industrial, Manufacturing & Systems Engineering Department at the University of Texas at Arlington (UTA), in Arlington, TX. Her commitment to our country, quality and learning has empowered her to serve in the capacity of a Malcolm Baldrige examiner since 2018, where she assists corporations on their performance improvement journey. With a B.S. in Mechanical Engineering, and M.B.A., and Ph.D. in Industrial Engineering, Shernette has also worked as a high school teacher, for seven years where she had the wonderful, and unforgettable opportunity to teach students in grades 10th- 12th Basic and Advanced Level Math and Science subjects. Her team at CCHCS is committed to sharing Operational Excellence principles outside of the company as well through their annual community service events that take them into local classrooms to introduce students to the principles of Lean and continuous improvement. Here in episode #104 Dr. Kydd starts our show with a focus for us to appreciate how processes work, and how well the process works; Shernette's highlights her incredibly diverse background that includes engineering, business, executive leadership, and teaching; it's a few weeks old now, but Shernette shares a hot off the press exclusive for our podcast; she highlights a dark moment story calling for us to meet teams right where they are on their QI journey; We talk Baldrige and why it's so important to healthcare teams today; Shernette shares how she leverages “vent sessions” to build trust on project teams; she shares an Aha moment, encouraging us focus on developing our coaching skills; Gives us her best practice tips for teaching QI principles; Shernette shares why the future of healthcare will revolve around AI; she tells us why every leader needs to be flexible in the goals; and closes our shows with a message of perseverance. Connect with Shernette on LinkedIn: https://www.linkedin.com/in/drskydd/ Access the Healthcare QualityCast LinkedIn Group: https://www.linkedin.com/groups/12203005/ Leaves Us a Rating: https://itunes.apple.com/us/podcast/the-healthcare-qualitycast/id1456206515?mt=2&uo=4 Earn Your Lean Six Sigma for Healthcare Certification: https://theqiacademy.mykajabi.com/

Tom Baldrige shares what he has learned from testing a unique membership model at the Lancaster Chamber. Full show notes are at: chamberchatpodcast.com/episode98 Please support this podcast by supporting our sponsors. Community Matters, Inc. for your next Chamber publication: chamberchatpodcast.com/cmi Swypit for a great credit card processing affinity program: chamberchatpodcast.com/cc

For 25 years Dan has been a practising management consultant, working primarily with state & local government, healthcare, K-12 education, higher education, and nonprofits. Dan holds a Master of Business Administration from the Albers School of Business and Economics at Seattle University, he is a certified Kaplan/Norton Balanced Scorecard graduate, a Certified Lean Practitioner from Arizona State University, and a Project Manager Professional. In addition, he is a Baldrige examiner and holds certifications in strategic planning and group facilitation. He is the author of 2 books, the first, Transformation Management was published in 2003 by Spiro Press in England, his most recent book, Leveraging the Genetics of Leadership, Cracking the code of sustainable team performance is published by Aviva Publishing out of New York. Leveraging the Genetics of Leadership looks at how organizations that consistently perform at elite levels approach the practice of leadership and from his research argues that organizational leadership is a system and not a person. Recent data by the Gallup Organization documents that 66% of the workforce is either non-engaged or actively sabotaging their workplace. However, in the highest performing organizations, these numbers are nearly reversed. 70% Of the workforce is engaged and fully contributing to the growth and success of their organization. Four years ago, and after 20+ years in management consulting, I began to ask the questions, how do these few by high performing organizations, approach the practice of leadership? What I discovered is that their approach to leadership is radically different. In short, they approach it systemically to create a consistent experience for their workforce. Connect with Daniel: https://www.linkedin.com/in/danieledds/

Connect with Michael and BobThe Climb on LinkedIn: https://www.linkedin.com/company/the-climb-podcast/Bob Wierema: https://www.linkedin.com/in/robert-wierema/Michael Moore: https://www.linkedin.com/in/michaelpmoore/More on ConchoConcho's blog post that dives deep into the specifics of the Billy Bob's fiasco: https://www.ulterre.com/blog/lessons-from-the-honky-tonk/Connect with Concho: https://www.linkedin.com/in/concho-minick-62916910/[00:00:00] Concho: [00:00:00] You know, he found himself wanting to align with the people who wanted to develop the stock yards without any sort of historical context. Right. And that was an economic opportunity, I think, in his mind. But what I didn't know at the time is that to my other partners were offering him real incentives to align, but I learned that later and.[00:00:28] You know, there was, there was also some conflict occurred just prior with me, my stepmother and my dad, you know, through that whole process of the transition of me coming into the business and they hadn't gotten over it, you know, there were some imposter syndrome kind of things going on there. And you know, there's a whole lot to talk about.[00:00:47] They're given time that I, it really it's probably worthwhile talking about, but they couldn't let go of not being in control of Billy Bob's anymore. And I think they felt that was. My fault in some ways that I was now the president, no, I'm the president. I gotta be the precedent, but they weren't supposed to be working there.[00:01:07] And, you know, they were just about transitioned out and gone at the time we went through that whole real estate conflict. And, does that push them into a camp opposite of me? You know, I stood up in front of city council and argued for form basis and know some sort of developmental guidelines in control, but the stockyards, which would not have occurred had Philip benign, many other people not done that.[00:01:33] But I guess to get back to your question, Michael, and an answer, it is, I just can't imagine this. Anything other than just someone making their best economic. Right. And he made a bet against family at the same time [00:01:51] Michael Moore: [00:01:51] today, the climb Bob and I are joined by Concho Minnick. Hold on for a fascinating ride, deep into the world of honkytonks politics and legal maneuvers.[00:02:01] From growing up in Fort worth to attending Gale, to building Billy Bob's globally to now running a real estate firm. This episode is chocked full of life lessons. Enjoy the climb.[00:02:27] gotcha. Minute. Welcome to the client. [00:02:30] Concho: [00:02:30] Thank you. It's great to be here, [00:02:32] Michael Moore: [00:02:32] Bob and I are really excited to cohost you today. Bob always laughed at always say everything's bigger in Texas, but, nothing rings truer than Billy Bob's largest honky tonk in the world. certainly a big part of Fort worth history, big part of Texas history.[00:02:49] And under your guidance, a big part of the world's music scene. [00:02:53] Bob Wierema: [00:02:53] Now [00:02:54] Michael, hold on, hold on. I gotta interrupt because you know, from us Chicago boys, now I know what a hockey tuck is, but like let's, let's let for our other listeners, like what, what does that even mean? What is it?[00:03:07]Concho: [00:03:07] Good point. So you're the resident an error, you know, Billy Bob's is a hundred thousand square foot entertainment venue.[00:03:18] It's, you know, [00:03:20] driven really around. You know, live music is originally a barn that was built in, I think it was 1908 or so, and came to life as a music venue in 1981. And really, you know, I would say that it's more of a, kind of a Western culture entertainment complex, and this is the way we started thinking about it because we, you know, did bull riding and food and private parties.[00:03:45] And. Music festivals. And then we were starting to do music festivals around the world and the United States. And so, you know, it's really a, this big sprawling music video that whole 5,000 people. It shows every single day, just about closed one day a year, you know, with food and live bull, riding inside, believe it or not, inside of the bar.[00:04:07] And it's just, you know, it doesn't really look like a music venue. It looks like a barn that might fall in on you at any moment. You know, the ceiling's awkwardly low and in big columns in your way, depending on what kind of seat you have. But. That's Billy buzzes. It sits in the historic dish, the Fort worth historic district, which, you know, kind of sets the stage more, you know, authentic Western culture.[00:04:33] Which is kind of how, you know, Billy Bob's is that it's authentic. It's, they're presenting Western culture through music, food experience, rodeo, you know, that's, that's Billy bouts [00:04:46] Michael Moore: [00:04:46] and don't forget Willie's picnic. [00:04:48] Concho: [00:04:48] That's right. [00:04:49] Michael Moore: [00:04:49] Yeah. That was huge. He had attended a lot of [00:04:52] Concho: [00:04:52] that. I think we, I get how many Willie's picnics, Billy Bob's is hosted, but I ha I, I put on four w during my tenure there.[00:05:00] Michael Moore: [00:05:00] So before we jump into that though, because that is going to be the bulk of the conversation today, let's step back and just talk about  how you grew up things that shaped and defined you college, ultimately, president of Billy Bob's and now CEO of Christie's Altair here in Fort worth, Texas. [00:05:23] Concho: [00:05:23] How much time do I have,[00:05:27] you know, I grew up right here, Texas and, out by Eagle mountain Lake and which was just. It was the country back then, you know, it was, it was just typical suburbia in some ways, but it was just wide open living. You know, the bite, your bicycle is the most important piece of equipment. You could own country club on one end rec center and the Lake on the other end and, you know, just tons of open space.[00:05:53] And it was just. You know, it was good living out there. We were re in a, you know, my, my parents, divorced and remarried. Right. And so, you know, some of my earliest memories, I remember life briefly with my father, but, you know, once those families combined, there was six kids. So. You know, my two brother, my three, my two brothers, my sister was four and then two stepbrothers.[00:06:22] Then life really grabbed me around the head and I was like, Oh Jesus, okay. This is what it's all about. This was first grade or so when we put our families together and. We, we had moved. And I remember the story I tell a lot is, it was all happening so [00:06:40] fast. I didn't even know where I lived. Cause we, I went to Eagle mountain elementary.[00:06:43] The first day of school, I came home on the bus and I didn't know where to get off the bus. I was like, where the fuck? You know, I don't even know the name of my street. And so the bus driver drove me around the whole subdivision until I could recognize that house, which luckily I did, but, you know, I think that's, I think, growing up on the Lake almost every day, certainly influenced me.[00:07:03] I, I love the water and, I would learn to scuba dive and be on the ocean. I mean, I love, I love the mountains just as much, but I just, I really, it was some good introduction. To nature on a daily day basis being out there, you know, and I wasn't really adventurous. I went to TCU, you know, largely because it was right in my backyard and I didn't know anything about schools, you know?[00:07:25] I mean, yeah, it wasn't. Yeah. You know, I was a good, I was a wonderful student, a decent test scores, but I just went to TCU. I just didn't really know what I was getting into. And it was, I was lucky. I was lucky because it had an incredible business school, which I would find out later when I got to Yale, how good of an education I got at TCU and, met my wife at TCU and, you know, really just started establishing my professional career.[00:07:48] After that. I did have the backup a little bit though and say that, you know, part of my life experience was, you know, kind of shaping me was my mother's family is from North Dakota. And just about every summer, We would load up the suburban and drive there. And my parents might not stay there the whole time or my stepdad at least, but I would be there for at least a month.[00:08:12] And we were on the Western edge of North Dakota, a little town called Madora. which is still thriving today, but as a historic place where theater Roosevelt spent a lot of time ranching and hunting, and it's in the Badlands of North Dakota, which are just stunning. Beautiful. Right. And so it was, it was a couple of things.[00:08:32] I mean, it was just unspoiled nature and I would recommend going there to anyone that goes into theater Roosevelt national park is, is worth it. Yeah. So I got a lot of, just this feeling of the natural environment I needed to be involved, you know, and I need to, there's a, something about that experience that, that impacted me and I, you know, it just, it still does kind of show, [00:08:55] Michael Moore: [00:08:55] how far is that [00:08:56] Concho: [00:08:56] from Williston North Dakota?[00:08:58] I think it's about two hours. [00:09:01] Michael Moore: [00:09:01] Yeah. I've had a. Way too many vodka tonics that the Willis country love. If you can even call it that [00:09:08] Concho: [00:09:08] it's a wild place. [00:09:10] Michael Moore: [00:09:10] A really wild place. [00:09:11] Concho: [00:09:11] Yeah. If it weren't for oil, like they've been registered Wellston right in my mind for, you know, the first three quarters of my life.[00:09:18] But. But yeah, and you know, my grandfather who really bought all the property around the door and revitalize that whole historic town, he invented it. Bubble and another project product called snowy bleach. He had come and go gold seal. And so, you know, I got a lot of my entrepreneurial drive and vigor and excitement from him, from his journey from being just destitute young man to.[00:09:47] You know, growing that company and selling it in the eighties, there was us a lot of privilege for being there. Right, right. and I don't know that that was, you know, my favorite part of it or not, but really, I just had a button. They put [00:10:00] on me that said something, you know, and it, it was all wide open. It was like country club, any store, any restaurant trail rides.[00:10:10] Music, all this kind of, it was, I guess I was spoiled in some ways, but, [00:10:15] without knowing it, which is the difference. [00:10:18] Yeah. I didn't know it. I didn't, I knew it was a lot of fun up there and that really was every single summer of my life until, you know, I was late teens or something like that. So that's, before I skipped to.[00:10:32] College or grad school or first big jobs or any of that. I've got to mention that one. And I've been a lifelong theater Roosevelt fan since [00:10:40] Michael Moore: [00:10:40] it's good friends call him Teddy.[00:10:45]no, I mean, I think a lot of us can look back on how we were brought up and maybe we didn't know it at the time, but I mean, I think back to little dripping Springs, Texas, that you know, has produced. The guys that founded Yeti coolers, the guys that founded Diablo, paddle sports, we all grew up in the outdoors.[00:11:05] We didn't, I remember begging for an attender and playing it for like two days and like having dreams about super Mario brothers. And I was like, fuck this [00:11:16] Nintendo stuff. [00:11:17] Like I would rather be outside playing with my friends, building something, fishing, hunting. I mean, that's just, it, it, it defined us right.[00:11:26] Whether we knew it or not. [00:11:28] Concho: [00:11:28] Yeah. I haven't been able to let that one go. I didn't have it in television. Oh, did you have one of those? [00:11:34] Michael Moore: [00:11:34] No, but [00:11:35] it'll be some older than you. Right? So that was a little, maybe a few years, but yeah, but I had the same, same thing, you know, so many great opportunities to be outside where I was growing up and it's thank God.[00:11:47] You know, it doesn't happen these days that way. [00:11:49] So then you're at TC you and. Somehow a more global or at least regional bug hits you. Right. Because you do pick a graduate school, not in Texas. So make that leap for us. [00:12:08] Concho: [00:12:08] Yeah. I think it goes something like this, you know, I was a finance undergrad and just kind of.[00:12:14] Dark and around and a few different things, the equitable, and, you know, you can imagine how successful you would be selling mutual funds and insurance and life insurance and things like that. As at age 21, right. It sounds like a real promising career. And. I didn't really take finance that seriously. I was very interested in it, but I just didn't know.[00:12:34] I was just uneducated, you know, and not doing so well. And, and just trying to think about things that were really inspiring to me and that were meaningful to me. And I'd read a few books, this one biophilia hypothesis, which I want to take you down that path, but then I had this vacation and. Greece with a good buddy of mine, Matt tout.[00:12:55] And then I was, I can remember the moment pretty specifically, we were driving on a bus, go in town to town and it just hit me. I was like, I just, I I've never had that sort of definitive like aha ever in my life, but it hit me on that bus ride that I had to do something that was natural science related.[00:13:16] Right. And it just seemed like the most important thing in my [00:13:20] life, but the time I had to do so, you know, I went through this big process of, you know, being a finance undergrad and trying to get accepted to the Yale school of forestry. Right. And, the reason why I was doing that is because there's about three programs in the United States at the time that had combined degrees that had combined MBA.[00:13:43] And master's in environmental science, juries a knew if I could get into the forestry, the component at Yale, I could. Probably qualify again in the MBA school, but I had to have some science street creds. So I went through this whole process of, you know, taking chemistry classes and doing all sorts of things like getting certified.[00:14:04] I was a red cross canoe guide. I lived on this little Island and beliefs for two weeks on some of the scientific study thing and just everything it could to look like a credible, someone who actually cared about science, right. With a finance degree from TCU. Oh, I spent a, I was an intern at the biosphere for three months, right before I went to jail.[00:14:24] Okay. [00:14:27] Michael Moore: [00:14:27] Pre Pauly shore. [00:14:29] Concho: [00:14:29] Right. I think they might've, the poly shore that might've been, I might've been the target for that. I might've inspired that, but no, it's, you know, our connection to the biosphere. This are the basses from Fort worth right at, which was, that was a big. A big credibility may of getting an internship there.[00:14:46]I got accepted to all three of those graduate programs, unbelievably, and I picked Yale because it was the most, I imagined it to be the most unlike Fort worth. Right. And I didn't hate Fort worth, but it was just a, you know, I could have gone to. Wherever Duke. I forget where Duke but town that is, it doesn't matter, university of Michigan.[00:15:08] And I was like, you know, new Haven, Connecticut. It's gotta be the biggest stretch here. Right? it will be close to New York city. That's how I picked it. And, we were off to the races. W [00:15:19] Michael Moore: [00:15:19] was there anything particular in that, with that you said, you know, that forestry piece, you went into the environmental science piece.[00:15:25] Is there anything that was like particular of interest there to you that you wanted to pursue that for? Or was just pale? I want to go pursue this and then we'll figure out what the after is. [00:15:34] Concho: [00:15:34] Yeah. I just, I had to figure out what the after was. You know, I knew that I just had to inject science somehow into what I was going to do every day.[00:15:45] It's called the Yale school of forestry, but it has really everything from true forestry practice to like corporate environmental health and safety stuff to, you know, all kinds of stuff. But it's the oldest forestry program in the United States. Yale on its own is just a, it's a magical place to be. So yeah, I had to, it was a really figuring out where my career would take me as I was there, you know, kind of like a very late version of undergrad.[00:16:12] Michael Moore: [00:16:12] Right. We all bloom at different times. I just, I was asking just cause I think it's really interesting, you know, you, I feel like a lot of people Tuesday go into those and like when I did my MBA, I wasn't sure what was going to come [00:16:27] out that, [00:16:28] but like, if you're going out with them, the end goal, I just wonder if you kind of have those blinders on.[00:16:32] That's why I asked you. I know somebody, people go in with the open mind, but then people are like, I mean, I go to this, I'm going to get my finance. I'm [00:16:40] going to go back to school and I'm going to go into it. Private equity. Right. And it's such a defined path. And I think you can lose some things in that track.[00:16:48] Concho: [00:16:48] Yeah, no, I think you're right. What did I know? You know, redneck from forward Texas going to new Haven, Connecticut, it was, you know, it, it was, I wouldn't trade for anything. The breadth of people that I met, I mean, different groups of people in the forestry program. And then in the MBA school where, you know, 30% of my.[00:17:09] Class and the MBA programs from China. Right. And it was a, you know, 30% of them were wanting to go to wall street and be investment bankers, you know, or consultants. But, so I had a lot to learn it. I was, you know, what a better place to be. While I was there. I interned at S tobacco my first summer, which is headquartered in Greenwich, Connecticut, just little train ride, which is just a mindblower wonderful thing.[00:17:38] And then the next summer I was at a United technologies, Sikorsky helicopter, and both of these were sort of environmental. Yeah, corporate environmental type assignments, where you can imagine big companies that have this environmental health and safety kind of component to them in that part of the work.[00:17:56] You know, I decided that's a definite no, for sure. And it's one thing, you know, if my mother hadn't always been telling me Contra, it's fine to learn what you don't want to do. You know, that I would have probably been really panicky. I'm going to be in a little panicky anyway, but what fortunately, what was happening at that time was the national power business was deregulating.[00:18:24] And, there's a little company in Houston, Texas called Enron that. All my classmates wanted to get to work for sure. Right? So it's, that was the hot sector to go with. Right? If you weren't going to be an ibanker or a consultant, you wanted to go into that hour. And gosh, I would say, you know, we had 12 dual, dual degree students.[00:18:49] You know, I think half of them went into power. Wow. Four of them went to Enron, which I really, really wanted to go to work. Fran, Ron, I was so pissed off. They didn't hire me, turned out okay. [00:19:01] Michael Moore: [00:19:01] For you [00:19:02] Concho: [00:19:02] later was a big blessing. but yeah, so, you know, long story, I got a chance to interview at Southern energy in Atlanta, which was a subsidiary of Southern company, which at the time was the largest utility United States.[00:19:15] Southern energy was their unregulated subsidiary. That was just on a tear. And I got offered a job doing M and a there and, in the North America finance group, to me, it was, is a wonderful intersection of science and are already, you know, well, I guess what I've learned more about myself over time is the finance and.[00:19:39] Analytic, you know, that I still had that started TCU, I guess. And then just, it hadn't left me, you know, and plus, you know, there's some admission that, Hey, this is an easier way to make a living than being like the environmental health and safety coordinator for us tobacco. Right? Sure. But anyway, we've got an offer to, to [00:20:00] come to Atlanta and work in their M and a group, and which was.[00:20:05] Just a mind blowing career opportunity that I could talk about for a long time too. But that's where Yale led me. It did, you know, bring me, allow me to combine finance and environmental science, if you will, or science. And, this, it's a great place to be energy is, is full of brilliant competitive people, you know, from all different kind of disciplines.[00:20:30] It's a. It's a, it's a great place to be start post MBA for sure. [00:20:35] Michael Moore: [00:20:35] No, I think that's great perspective for a lot of our young listeners. You know, if you're a fear religious person, you could say that, you know, your, your path has already created for you. It's just your job and influences in your life job to keep you on that path.[00:20:51]but I think, you know, so many young people coming out of school are so worried about their career in, in, in reality, it's like, College and post-college is the time to figure out what you don't want to do. [00:21:04] Concho: [00:21:04] Yeah. You know? Yeah. That saying from my mother, it's okay to learn. What you don't want to do is a thought about that a lot in my life, you know, and it's, it's right.[00:21:15] It's, it's good to win a couple bets and make a few good decisions along the way. Yeah. Saves you time and heartache. But, no, I appreciate all the, all the I've known all the dumb little environmental science jobs I had along the way and finance. Stuff too, you know, but stayed open to it and continues to this day.[00:21:34] Michael Moore: [00:21:34] And so you, you were in Atlanta. What eventually brought you back to Texas? How long were you at Southern? For [00:21:41] Concho: [00:21:41] a, I was in Atlanta for five years, you know, as that Southern energy, which became Mirant. so we spun that company out to get public it branded his mirror and I was there. Three and a half years or something like that.[00:21:55] Like I couldn't ask for it better introduction to advance business and finance and running companies, public and private. And through that experience, you know, I stayed there all the way up until they were about to file bankruptcy after Enron filed bankruptcy and we were all big trading counterparties are, we had a foreign person trading floor in Atlanta.[00:22:16] And the whole sector was about to go down. And so I left, I was a CFO of a startup. Oh, you're fine. So before I, I just decided, Hey, I want to be back in Fort worth. You know, I had to, my kids were born in Atlanta, so I had two little boys and I was like, Hey, if I'm, if I can figure this out, how to. You know, established my career back in Fort worth.[00:22:40] And that's what I want to do, raise them around my family. And so that's, family's really what brought me back, you know, Fort worth, Texas is fine. Yeah, for sure. [00:22:52] Michael Moore: [00:22:52] So is your, is your mind and thought process was being expanded at Yale and your, your different early careers? Billy Bob's was operating 364 days a year down here.[00:23:07] So walk us through the transition that brought you back and, and then start telling us about your time [00:23:14] there, [00:23:15] Concho: [00:23:15] Billy, about didn't bring me back, right. I, I went to work for, cash America [00:23:20] and, which, which wasn't a great fit for me. You know, I ended up. Finding myself back in energy. M and a really quick after that.[00:23:28] Yeah. Right. So, I worked for a company called Optum energy, which was joint venture between PNM resources, the New Mexico power company and cascade, which was bill Gates, right. Private equity. That was a fascinating adventure too. And I love that great time. In fact, some of the people I worked with there have hired to work at Christie's right.[00:23:52] You know, I just, I had this thing going on. It was, kind of a deeper search for, for meaning and what I wanted to do in my career, you know, had, at that point, I'd done a lot of energy, M and a, and never imagined. I would be anywhere, remotely involved in Billy Ball, you know, I mean, at that point, you know, it's like, man, I, you know, I like country music, you know, and I like Stevie Ray Vaughan a little bit more.[00:24:21] Right. You know, and, you too and Pearl jam, but, it just didn't really, it took time. For me to, to get what it was and the Maura was here. You know, I started to enjoy it a little bit and through a really odd set of circumstances, I had this opportunity to go to Beijing, China, and look at ability buds deal.[00:24:46] So the, the owner's ability Bob's at the time they knew me, they thought I was reasonably smart human. I'd been around the world with energy business. So I could. You know, I had good footing to travel and, and all that sort of thing. And, we went over there to analyze a deal, to put inability Bob's in Beijing ahead of the Olympics.[00:25:06] It's 2000, 2008 was the Beijing Olympics. And so I spent two weeks in Beijing thinking about really hard. And we looked at real estate, we went to a bunch of. Ranches and country Western things. And then we went to about every bar in live music venue. We could get our hands on, would go to three or four or five and night for almost two weeks.[00:25:32] And just trying to get our heads around what this meant. And is it possible? My partner in crime was Phillip Murren on that trip, which a man that's probably worth a whole nother podcast to review that. But no, the Beijing trip will be expanded upon in the book for sure. But you know, it really struck me.[00:25:53] We did all these things from going to like symphony type things and the great hall of the people to these little bitty, nowhere bars in Beijing and what. Kind of blew my head off was, you know, you go into these little holes in Beijing and you know, you're just, you're two white guys and you kind of stand out anyway and they're like, Hey, why are you guys here?[00:26:17] You know, we would get that question. And we say, well, we're, we're here with Billy. Bob's we're thinking about. But an ability Bob's here. And every single time, nowhere, Beijing people would say Billy bombs, Billy Bob's, Texas, and things like that. And you know, it just the brand, you know, and it, it was, it was more than a bird, [00:26:40] you know, that was like, Hey, our brand is recognized around the world, but it was, it was what it meant to me.[00:26:46] The opportunity. I'll tell you the opportunity unfolded for me to take over, but for me, what it meant was a way to kind of export Fort worth to the world. You know, I love our lifestyle here. I love the culture and for the people, the entrepreneurial-ism, you know, it's a good place to be. You know, I know you, and I've talked about that.[00:27:09] We it's good stuff. So the idea of being a part of Billy Bob's and seeing what we could do with it worldwide, it felt like a, it was very possible. Like if the, if the dive bars Beijing knew about it, there was something right. And at the same time it had meaning for me, it's like, here's our, here's our hometown, it's Western culture.[00:27:31] It's all these cool things. It just seemed to intersect. And something that was meaningful to me, [00:27:37] Michael Moore: [00:27:37] you know, that's definitely a defining moment, [00:27:40] Concho: [00:27:40] I'd say so. Yeah. So yeah, that was the intro. We ended up not doing that deal, which was. Was, I think it was the right call and, you know, it was through all of that work that have developed a relationship with the owners while I was still at Optim energy, I launched, an offer to buy the whole company, Billy Bob's while I was as a side job, that offer was rejected.[00:28:05] Okay. It got hung up on real estate, which is part of the. Subsequent story, but they locked me up and said, Hey, you know, your dad's going to retire once you retire, why don't you just come run this thing? You know, that coupled with my vision of really taking the brand around the world, I was so, yeah, let's do it.[00:28:22] Michael Moore: [00:28:22] And what year was that?[00:28:24]Concho: [00:28:24] 2011. [00:28:25] Michael Moore: [00:28:25] Okay. So your family's back and Fort worth is 2011. You're running Billy Bob's. From the outsider looking in, it's like gotta be the coolest job in Fort worth to have, you know, growing up in, in Austin. Obviously I was a huge live music fan and I was always so appreciative that as Fort worth was maturing culturally in a lot of other areas, right.[00:28:52] Any night of the week, I could go see a great [00:28:55] show at Billy Bob's now has appreciated that. [00:28:59] So now you're running, you're running the ship. Things are going well, you're expanding the brand globally. And then what happens? [00:29:08] Concho: [00:29:08] Yeah, we're skipping over a lot. Yeah. But, yeah, you know, the, to give the proper sort of diagnostic for, you know, why we, this lawsuit exploded in 2017, we gotta go back just a little bit and I'll try to do this quickly to 2013, 2014, we were at the time.[00:29:31] When the owners were still sort of more together and somewhat United, I guess, negotiating with majestic Realty for a master deal in the belly of, and in the stockyards. So in Billy Bob's is included in that and all our properties are included in that. And, and I was leading that negotiation and it got high centered, it got high centered on this idea of Western heritage.[00:29:59] You [00:30:00] know, to some extent, I don't want to say historic preservation because that's sometimes puts the wrong connotation to it, you know, kind of history kind of overdone in that fashion. But, you know, stockyards is about Western culture presentation, you know, and there's a lot of authenticity to the stockyards based on the past.[00:30:19] And so these ideas came up if, you know, majestic wanted to come in and develop the stockyards and. Now develop all these businesses. So like, okay, how are we going to keep this from being Disneyland? And that's what killed the unity on the first deal with majestic? I can remember Brad Hickman standing up in that meeting and saying, it doesn't matter to me, a bulldoze, any building to make money.[00:30:46] And that was the schism that was late 2013. That started at all. They, the Hickman family went away to negotiate with majestic privately wake up in 2014. And that conflict gets in front of city hall in 2014. And there began the main, there's a lot to that story too. We could get into, but learned a lot about how city hall works.[00:31:14] Right. And I think if you take that idea forward to 2017, it's really two groups of people. You know, a group of people who sees Billy Bob's as this magical a global opportunity to provide like a, an authentic Western cultural brand, kind of an American brand for the world for country music and another group that sees Billy Bob's as just another building in the stockyard is development play that may or may not have conflicts with other.[00:31:52] Parts of that development, you know, and that's what happened. And so there's some really interesting legal money that, that are, that the defendants in this lawsuit, you know, engaged in to try to kind of endure to this day, a lot of, a lot of good learning there, but that was the source of the conflict. You know, I think I wrote about that in my second blog visit, we dropped on that topic, and it was, you know, Hey, If, if you have a big segment of your owners that have conflicts of interest, you can bet that they're going to maximize their interest.[00:32:29] Right. And that's exactly what happened. [00:32:32] Michael Moore: [00:32:32] So how, how many owners at the time were involved in the business? [00:32:37] Concho: [00:32:37] I think when our, when I got kicked out of the company, like. Physically, I literally run out of the building. that happened three times, but the first time we have 11 owners. You know, and me on the small end, I just had a couple of percentage of the government.[00:32:56] I was, you know, president and I was gaining equity interest. And then all the way up to the Hickman to the whole family together had about, I don't know, 30, 40% or something, but, and they were all sorts of different kinds of people. People who've just been in Fort worth and business. My dad was, an equity owner.[00:33:13]the Moran family is multi-generational Fort worth, the Donnie Nelson and the general manager of the Mavericks who I brought into the [00:33:20] company. And then another family called the juries from this part of the world. So it's quite a diverse grid. [00:33:27] Bob Wierema: [00:33:27] Yeah. I just think about that. Like you said, with all those different sets of folks involved, I mean, you've got a lot of different people being pulled and I'm sure a lot of political back and forth and positioning it's, it's interesting when you get that many kind of call it cooks in the kitchen, right?[00:33:44] Concho: [00:33:44] Yeah, I'd say so. I thought I had structured around it in a decent way, you know, coming into it with a. What I thought was a decent company agreement, you know, and delegations of authority and all the things that you would expect in that kind of situation. But it just, it just didn't work out that way. You know, greed and conflict kind of dominated the day and a certain faction decided, Hey, we can, you know, create this legal conflict and.[00:34:15] We'll see who wins. And one of my big learnings from that is, you know, the influence of, of money in court. Right. And what I mean by that. And I think a lot of people know this. I, I, I sort of take this, you know, Hey, I'm such an idiot posture. And when I write about this and talk about this, because I really feel like I was, you know, I didn't realize the.[00:34:42] The battle of scale and attrition that you could set up in court through money. Right? And, you know, there's no, they didn't teach you that at Yale, like, you know how to budget for legal success, class one Oh one or something like that, that, you know, and it's not, it's not that I gotta be careful. I mean, it's, I would never accuse any judge or anything like for taking money.[00:35:09] That's not the thing. It's just, you know, you could be completely wrong, set up a legal argument framework and start deposing people. Creating motions and just create this battle of scale and endurance that if you can't counter it financially, you're going to lose. And that it's that simple. And you know, it's, it's one of those things where, Oh, wait, I've got tons of attorney, friends.[00:35:40] I respect the profession. My brother was a judge. He's still an attorney. completely. I just had this. Yeah, it was at the time I was I'm 40 something. Right. And I should know better, but that's a big learning that I've passed on to my kids. And hopefully I can share that with other people who weren't thinking that way, but good friend of mine would say the court's not a place for the common man.[00:36:02] And he told me that a bunch of times during the lawsuit. You [00:36:06] Michael Moore: [00:36:06] get the, yeah, I mean, I, I I've heard that, you know, saying before he say people will tie you up in court until you got nothing left. I mean, that's a real thing that happens and it's unfortunate. [00:36:18] Concho: [00:36:18] Yeah. Yeah. And we're still in court. We've been in Supreme court and back and still there.[00:36:23] So we're fighters, but, going away just a lot of learning along the way about how all of that works. Yeah. You know, and, you know, even depositions, I had a good friend of mine say, you know, you haven't really grown up in the business still. You've been deposed. And I agree [00:36:40] with that. I agree with that until you've been through that experience and get to post for six hours for two days.[00:36:46] I mean, that'll make you grow up quick. [00:36:50] Michael Moore: [00:36:50] It is not fun. unfortunately I've done [00:36:52] that before, [00:36:53] too. And you're right. I mean, it, Yeah, certainly a few more hair sprouted on the chest by the next day. I mean, it's a, it is a punch in the face and you can prepare all you want, but until you've done it it's yeah.[00:37:08] Concho: [00:37:08] I can remember having an attorney, hand me a document and get really mad that I'm reading it. For starters. I, do you want me to read what you're handing? Right. You know, and it's all about setting up this game where they can pop a clip back up on TV in court, where they catch you off guard, and one question and ruin your credibility.[00:37:25] Right? I mean, that's the whole game. [00:37:27] Michael Moore: [00:37:27] So, so for the back to being removed from the premise three different times, like for our listeners that maybe didn't grow up in Fort worth, didn't don't know the whole history of Billy Bob's like. Just the perspective, like, what does that feel like when you've got family involved, you've got multigenerational families involved, you've got iconic names and in Fort worth involved and you show up trying to do your job and there's literally a lock on the door.[00:37:56] Like, what does that feel like? [00:37:58] Concho: [00:37:58] It's it was, it was stunning, you know, to say the least. And it was, It's scarring. And I still think I'm affected by it in some ways. I mean, I've learned a lot about myself since, but you know, the, we were, we had great success, you know, we were essentially doubled the profitability of the company.[00:38:20] You know, we were, had just done a music festival in Italy. we're preparing to do one in Huntington beach. Did all kinds of, I mean, we were. On a tear. Right. And essentially, you know, had people walk into my office one day and say, you're no longer president. I said, how does that work? You know, and I'll say be sort of the legal maneuver they pulled, but just to get, stay in the zone of what you're trying to talk about there, it was, it was as much of a surprise as you could imagine, you know, there'd been some conflict with these people along the way, but just to say, you know, Hey, your employment contract doesn't matter.[00:39:00] The LLC agreement doesn't matter, none of this matters except for your really bad guy contract, get out, you know, and this was, you know, my dad in the room, you know, a few of them where we would just call the bad guys and I'm just walked out of the building and we had a, we had a great team, you know, and it's, it's stunning for all of them as it is me.[00:39:23] Right. I mean, we had a team that was killing themselves and doing really, really well and pushing the envelope and high performers. Right. And it's just a stunning for the employees too, based on the culture that we had. [00:39:37] Michael Moore: [00:39:37] So when you think about the family dynamic of it, and you've got this divisive line and one set on this side and one set on the other and you're sitting opposite from your dad.[00:39:51] And maybe this hadn't come out yet. Maybe you've got to give it more thought, maybe it's time, but like, why is he on that side? And you're on this side,[00:39:59]Concho: [00:39:59] I think it really [00:40:00] comes down to greed. You know, it maybe to some extent, ego, I mean, I think if you asked him that question of why he's hanging out with the, you know, the people that are developing the stockyards, it goes back to what I mentioned in 2014, you know, there was a few things that happened around then, you know, he found himself.[00:40:20] Wanting to align with the people who, and to develop the stockyards without any sort of historical context. Right. Right. And that was an economic opportunity, I think, in his mind. Well, what I didn't know at the time is that to my other partners were offering him. Real life incentives to align. But I learned that later and, you know, there was, there was also some conflict that occurred just prior with me, my stepmother and my dad, you know, through that whole process of the transition of me coming into the business and they hadn't gotten over it.[00:40:58] You know, there's some imposter syndrome kind of things going on there. And you know, there's a whole lot to talk about. They're given time that I really it's probably worthwhile talking about, but they couldn't let go of not being in control of Billy Bob's anymore. And I think they felt that was my fault in some ways that I was now the president, you know, I'm the president, I gotta be the president, but they weren't supposed to be working there.[00:41:24] And, you know, they were. Just about transitioned out and gone at the time we went through that whole real estate conflict and, that pushed them into a camp opposite of me. You know, I stood up in front of city council and argued for form based code and, you know, some sort of developmental guidelines and control for the stockyards, which.[00:41:46] Would not have occurred, had Phillip and I, and many other people not done that. But I guess to get back to your question, Michael, and an answer, it is, I just can't imagine this, anything other than just someone making their best economic bet. Right. And he made a bet against family at the same time. [00:42:07] Michael Moore: [00:42:07] Yeah.[00:42:08] That's a tough pill to swallow. [00:42:11] Concho: [00:42:11] Yeah. You know, I had it, it was, but I, you know, at that point I already had a few years of that schism, you know, through the real estate conflict. So when I wasn't altogether surprised for an abstinence, a lawsuit, you know, but have him. continue to, you know, work against me for years and years of the lawsuit and what I would, you know, there's all, all sorts of things that I think weren't necessarily on the up and up through that situation.[00:42:39] I don't think the truth was always told on the witness stand and, to saw a really terrible, extraordinary circumstance. It, it was tough, but you know, the, the loss of. It wasn't like the lawsuit ended my relationship with him. It was already kind of ending already. That's an unfortunate aspect of that, you know, to me, it was just so stunning to be on a tear and we were having such a great time and so much economic success.[00:43:08] And, you know, just have that, have that ended was, was I guess, more stunning to me. [00:43:16] Michael Moore: [00:43:16] Yeah, no, I mean, I, every time I went over there to. [00:43:20] To work with you on the insurance and the risk management side. I mean, it was just, you could feel the momentum. I mean, I remember one day I walked in, in your office and you have these virtual three D goggles on, and we're thinking about the concerts virtually it did, it had this amazing amount of momentum.[00:43:38] And then all of a sudden I'm reading this, the paper and I'm calling you. And you're like, there's literally a lock on my door. [00:43:47] Concho: [00:43:47] Yeah. I mean, like the dynamics around, you know, getting kicked out, getting a temporary restraining order, coming back in to kick all those guys out, you know, trying to conduct business while.[00:44:04] You know, the river was literally, I would call it sort of competitive terrorism going on. You know, it was, they were cabling, parking, lots closed, you know, and claiming ownership of them. They, there was a building next door. We did all these events and they tried to claim, we would violate our lease and we needed to get out of that.[00:44:24] They were, sending ex-employees and, and try to spy on what we're doing and, and all these kinds of things. We had $2 million transferred out of our bank account by one of the owners into another bank, which we still have not gotten back. There's every single thing you could imagine, including surveillance me in my home was happening to get us to relent.[00:44:47] Disengaged and just let that happen. Right. But we put up about, and it just, it went round and round. We would get kicked out, we'd get a TRO come back. the judge would make some dumb ruling and the other guys think they were in charge and they would bust in, in the middle of the night and you'd wake up and all the doors,[00:45:10] it seemed kind of childish on some level, you know, it's like wild West bullshit. [00:45:15] Michael Moore: [00:45:15] At what point were you like, I guess maybe more of the question is like, why did you keep fighting it? Right. Instead of just saying, I'm done with this, you know, what made you have that to say, I'm going to continue pushing that.[00:45:29] Concho: [00:45:29] You know, I, I think we, you know, the plaintiffs in the case. Yeah. We felt like we were right. We were right. We were very successful and we felt like we were due or, you know, we were do some justice. I felt like no way, no way are we going to lay down, to this group of people it's so wrong on so many levels.[00:45:50] And that doesn't mean we haven't tried to economically settle. Right? multiple times, have we been on the threshold of saddle again and if failed, but you know, it goes back to what kind of partners you have. And you know, when it's a lot of things are. You know, injected with conflict and, and create, and a lot of emotion, then it's just really hard to get people to settle.[00:46:17] Right. Because, you know, that goes into the dynamic of who's in that group who the partnership group is. But yeah, we, we felt like it was worth fighting for, you know, and it, and at the end of the day, it's more than just Billy Bob and Fort worth. You know, we were scaling to build Billy balls around the world.[00:46:34] And it's that kind of thought process that we were engaging in. We had drawings for a Billy Bob's in [00:46:40] Houston. We just, well, I'd already mentioned Italy, which was just a mind blowing experience to run a 26,000 person festival. And nowhere, Italy, there was more really at stake than just this little 5,000 person venue in the stockyards.[00:46:57] And so that's why we fought so hard. [00:47:00] Bob Wierema: [00:47:00] He brought up a great point earlier about, you know, not learning, in, in grad school, like how to fund a lawsuit. And I mean, we're a capitalistic society, like money runs things, but, and we could do a whole nother podcast on this. I mean, whether it's the legal system and these, you know, Bob and I see him every day, these nuclear verdicts that come down.[00:47:24] Plaintiff attorneys being funded by private equity firms now to participate in the, and the awards, you know, and then politics, right? I mean, just running a race to try to build a platform to do what you think is right. [00:47:39] Michael Moore: [00:47:39] Cost money. And so it's like, there's a tipping point where money has to be a vein of the operation.[00:47:47] Well, why does it have to influence the outcome and how do we, you know, if you're solely looking for justice and what's right, like how do you, how do we fix that? [00:47:59] Concho: [00:47:59] I wish I knew. Yeah. You know, my blog three is, is on this topic and I hope I get to release it soon, but it's, I'm not really staring at a solution in that.[00:48:11] That piece of work. It's really more of saying, Hey, here's, here's the problem that I, I was too dumb to really know in advance. And, and I hate to be that guy that says, Hey, here's the problem. I don't have a solution. You know, this is not how I work in business, but I think this one's important enough to put out there.[00:48:29] I can think of a few things that might help us, you know, break the chain a little bit, but gosh, it's such, it's the system is designed that way. I just didn't realize it when you have elected judges and, you know, you can get into the elect, diverse, appointed judges debate, and you know, how expensive it costs, you know, it is to hire attorneys and get the right kind of representation.[00:48:52] There's all sorts of things you can sort of imagine, but it's, it's such a big structural bear. I just, you know, At this point, it's just something that you have to take in, as you got to account for that in your business, you know, and it starts back with what kind of partners you have and that'll eliminate some of it, but it won't eliminate you getting sued from the outside or, you know, doing something like that.[00:49:18] And you'll be arrived back on court. [00:49:19] Michael Moore: [00:49:19] Right. I just had a, a futuristic blast of like it's Concho, Minnick. A junk professor at Yale teaching the class that you never got to learn. [00:49:33] Concho: [00:49:33] I mean, it's just, it's such an amazing experience, you know, and, and at the end of the day, that's what our life is made up of, his experiences and, and you know, that's why we're doing this podcast to share those, [00:49:46]Michael Moore: [00:49:46] on a lighter note.[00:49:48] Cause I really wanted to ask this question. I remember in one of our tours when you were taking me around and you know, you are looking at this a hundred thousand square foot building that does have this feeling of maybe [00:50:00] falling in on you. And I'm trying to figure out, like, how am I going to explain to underwriters that this is a really good risk that they need to underwrite at a fair price.[00:50:08]but we went to that, that backroom where. All of the artists gathered to get ready to come up on stage. And obviously as president, you got to be back there a lot, like give us a couple of highlights of some of the artists, some of the stories, some of the things that you saw back there as [00:50:24] they [00:50:24] were getting ready.[00:50:27] Concho: [00:50:27] This is where you might need to edit. Gosh, that's, I'd have to say, think about, I've had plenty of great music experiences, on, yeah. You know, Ryan being him is probably the pinnacle of that while we were there, we can talk about that. But in terms of backstage, you know, I never approached it from being in off for some reason, because I'd been around it a lot in my life.[00:50:51] And so I never really, I just. Treat is part of the, you know, the business and really providing hospitality. To artists and gosh, it's hard to, hard to pin it down. We would just back there with little bitty bands, just trying to, with their first ever performance on the main stage, the ability vibes, like guys like Mike and the moon pies.[00:51:13] Right. Who I love and, you know, and it's just. creating friendships with them and encouraging them and, you know, seeing how they're living their life to, Willie Nelson, you know, which is, even when, when you're running the honky tonk, they don't let you close to Willie Nelson. Right? He is. But, who I've I have met and I have talked to, but, in are really Revere.[00:51:39] It's really hard to say a defining moment. I think that when, when you're back there, you know, all the artists are signing the wall, painting their logo and things like that. And so, you know, we're staring at, you know, the Waylon Jennings signature on the wall, right. And then under its shooter, his son, and we just started adding to it.[00:51:59] You know, we're adding Lee, Bryce and rival sons and. You know, Florida, Georgia line. And I certainly had some really incredible, like invited back to the artist's bus experiences. You know, [00:52:17] that's what I'm talking [00:52:18] about. Yeah, yeah. Yeah. I mean, I, I did see the, the glowing red eyes, skull bong on, you know, on certain artist's bus, but the I've seen it all in through that context, but, I guess it was an overall impact of just adding to those layers back there.[00:52:38] We were opening up the walls and drawing more and, and having artists sign. And then we reconfigured the room and we felt like we were a part of, of some big momentum that had started decades before us, that we were carrying on and we thought it was important. You know what we were doing. I'd like to think of.[00:53:02] I think there's probably a reason I can't really remember. Yeah. Fair enough.[00:53:10] I met a lot of great guys from, you know, Dwight Yoakum who get hit a lot of times gets a bad rap for being, not such a pleasant human, to Lee. So I really love, [00:53:20] you know, Kevin Fowler. I could go on and on. You know, I don't know. I guess there, there was no real big defining moment where I saw someone pass out and fall on the ground.[00:53:31] Cause I certainly saw that. Right. You know, and all sorts of things that shouldn't be backstage there backstage you see there. And you know, I think it's just the, what I enjoyed about is just the collective. just being a part of helping these guys do what they're doing. You know, I like hospitality.[00:53:51] I figured that out about myself over the years, maybe we like making them feel good about being there and you see how these guys live. It's, you know, some are a really great professionals, you know, and some of them are just making it from party to party. Right. You know, and you, you see all of that. Sure.[00:54:09] See the guys who won't touch a single drop of alcohol until they're backstage after the show. And then you see guys who stumble in to, you know, at three o'clock and their shows at 10 o'clock and you're like, Holy shit, they're going to make it on stage. [00:54:27] Michael Moore: [00:54:27] Right. [00:54:29] Concho: [00:54:29] And so I don't know, it was such a big kaleidoscope of things that happened back there.[00:54:35] Yeah, I've had a few artists asked me to sign my name, you know, next to theirs when, Oh, when we signed the wall. And, and that was great for me to be a part of it. And, you know, we recorded a few albums of Billy Bob's albums were there, and I think that's sort of a dying art form there, but, I don't know if that's real viable business model or long-term anymore, but that was certainly fun.[00:54:59] We recorded Billy Joe shaver. I believe I was when I was there. It's a good one. And you know, then the festivals, right. We, I did for Willie's pig next while I was there. And those are each collections of 20 plus pans, you know, and that kind of cadence to gear up for that, put that on for a day. And interact with all of them in that way and live physically, I could live that experience, right.[00:55:28] It's a lot of fun, you know, and it told us we could do it. And that's what gave us the confidence that our team could do it in other countries and other cities and things like that. [00:55:38] Bob Wierema: [00:55:38] I was going to ask you, as you kind of look back on some of your experiences there and even through what you went through.[00:55:44] Is there anything that if you look back, I know hindsight's always 20, 20, but you'd say, man, I really wish I would've done this differently. Or I did play my cards kind of the way I would play them. If I look back today, [00:55:58] Concho: [00:55:58] gosh, it's hard to say, you know, There was the business had been around for 30 years when I showed up.[00:56:06] And you would think that there would be all sorts of systems in place and, you know, it would be more advanced and I probably should have done my due diligence more. I talked about that a lot, you know, and when we came in, I started doing really innovative things like. Adding some HR, you know, budgeting, right?[00:56:26] Yeah. Who would have thought cleaning up the GL and you know, it was such a Malay of coming from nowhere to something you could really get your hands around on a monthly basis [00:56:40] that. You know, all those business decisions after business decisions, after personnel decisions, you know, there were so many of them that we had to get through so fast.[00:56:49] I couldn't point you to one, you know, that I wish I would have done that differently. I think that, you know, the, the biggest obstacle coming in, which I didn't realize was, was going to be my family. I thought there was just more. Yeah, there certainly love and understanding and relationships there, but that's not what it takes in business, you know, and I didn't realize the extent, Bob of how much my dad and stepmother bill about was a part of their identity, you know, and I probably could have seen more of that in advance and prepared some kind of plan around that, you know, I thought I treated them respectfully when, when Pam decided to retire massive events and parties and things like that.[00:57:41] But it was, I didn't anticipate that it was, they would have such a hard time letting go and it wasn't like I was pushing them out the door, but they knew they had to go. It was time for the new degenerations, but all the owners were asking for right. But it still came back to me. It was, it was, I was the catalyst for it and I don't think they ever really got over.[00:58:05] I don't know what the Brian antidote to that would have been.[00:58:09]Bob Wierema: [00:58:09] Yeah, no, it's, it's interesting because as we've had these conversations here with other, folks in business, you know, the family aspect comes into the conversation and, you know, you get both sides of it. It worked out really well. And then.[00:58:22] You get the side, we're a desert knit. [00:58:24] It's I mean, it's hard. It just puts a [00:58:27] totally different dynamic into a partnership. Cause your point when money and greed and ego gets involved with it and it's family, it's tough. [00:58:36] Concho: [00:58:36] Yeah. And I think that. You know, the whole imposter syndrome thing, like the probability that happened when it's a family situation is I think amplified because parents always have this, some amount of separation between who they are, their, their work life and how their kids perceive them.[00:58:56] And when I got to Billy Bob's, I mean, you just, this whole chapter opens up of well, Damn, I didn't, I didn't know that about you guys. And, you know, I think, you know, I was the smart Yale MBA, right. That was your, you know, fixing everything. And I'm sure I made some mistakes in there with what we did. The results were happening though.[00:59:21] And, you know, I think it bothered, I think my success bothered them in some ways and they felt like they might've been the, you know, the, the generation that. Then maybe they weren't there with the technologies and, and all the things that we were doing. And, I think it bothered them. They, I think they described some of that to me, unfortunately.[00:59:41] And, yeah, there's probably some lessons in there how to handle that better. I felt like I was going slow, but Mayo wasn't going slow enough. [00:59:51] Michael Moore: [00:59:51] Well, yeah. I mean, speed in business is defined by the individual. Right. [00:59:56] So, [00:59:56] I mean, it. Well, it seems slow to you and your sort of [01:00:00] worldly knowledge you were bringing back to sleepy old Fort worth.[01:00:05] Although I would say we're, we're very much in a Renaissance phase now again, I mean, it's, it's, that's interesting perspective, you know, one thing that, I mean, I guess the, for me, like the good in all this, right? Cause we've talked about the legal system we've talked about. Money. We've talked about money, influencing the legal system.[01:00:25] Like I go back to that room though. And it's like, that's where business and art and careers, like all just met. And for that moment before they went on stage and they're inscribing their name on the wall, it was like, all that was just perfect. So, you know, I don't know how this is all going to turn out.[01:00:47] Maybe you can give us a little. Light into the future of what you think, but you certainly created a really special place. And we thank you for that. [01:00:59] Concho: [01:00:59] You know, I, wasn't part of it for, you know, a lot growing up. cause my dad was involved for years and years and you know, I got the opportunity to be president for seven years and then plus, or minus a year of being thrown in and out of the building.[01:01:13] I'm not sure what I created, but I feel great about. Pushing forward. Something that felt really authentic, you know, and when we created the vocabulary of our culture, when I was there, authentic was our first word and I still like that. And that's still one of my favorite sort of cultural words. It felt good to be a part of it.[01:01:39] You know, I don't know how it's going to turn out. I don't know. Obviously what the live music world is going to look like has changed a little bit over the past few months. [01:01:49] Michael Moore: [01:01:49] Yeah. [01:01:50] Concho: [01:01:50] I still love live music, you know, we've, we didn't touch on my bands when I was growing up. We can do that later, but, I love it.[01:01:59] I love hospitality, you know, festivals. I don't know what's going to happen at Villa. Doug's a, hopefully it endures, it will be 40 years old next year. And. You know, I think there's still a lot of good things going for it, you know? And it's, there's still a lot of the original owners hanging on is hopefully we have some permanent shifts here where it can, you know, grab a hold of the new that instill, intersect that with the old, you know, and it can, it can happen.[01:02:30] I'd like to see it happen on a global scale. That's where the real. That's why I took the job. That's, what's exciting about it to me, you know? it's not being managed that way now. There's no global vision there now. And hopefully that gets reignited somehow, you know, cause it really is a nice representation of Fort worth for Texas or in some ways America.[01:02:53] Michael Moore: [01:02:53] Right. You know, do you have any thought on what live music does look like? You know, post figuring out COVID-19 [01:03:06] Concho: [01:03:06] got it. You know, I've really been, just been drug into that in a very detailed way in the past few weeks. because we're the ability that is reopening. Right. And so I've been asked to, to weigh [01:03:20] in.[01:03:20] And talking a lot of my friends at AEG and live nation and things like that. And it's, I really don't know. I mean, I've got to think that the outdoor festival has an advantage, you know, for some right. And maybe that's self-serving because that's what I really love. Sure. You know, I think that's practical for this fall.[01:03:43] Maybe. maybe a little bit later, although most of them are getting canceled. I think you can. I see some real premium, live music entertainment experiences where you can have a lot of space. If I build my own venue, you know, if I get in the music business again, that's probably what I'll do a smaller super-premium is a venue.[01:04:01] I think there's, there's plenty of room to do, you know, 500 or a thousand person shows like that. And that'll be easier too. If people have this ongoing, you know, contagion mindset, you know, whether it's COVID 1920, 21, whatever it is, then they're going to think about that. And. I think it ultimately break down into different, you know, demographics that feel like they're okay to go be shoulder to shoulder with somebody and other people who, who don't, or just don't want to, you know, we're hearing that all the 20 somethings right now, or have the COVID cases are spiking big time.[01:04:41] Right. Because they don't, they're not doing to counter it. Right. I don't even think my 19 year old washes his hands, but. yeah, so I, I really, I wish I had more structural thought than that, but, you know, it's, you know, people are just, you know, my friends in the live music business are really more into like the near term of saving their company.[01:05:08] There's I thought for a long time, there's a, there's a big virtual. There's some opportunities to do, first reality type experiences with music. I still think there's a lot of frontiers there that have not been tapped ticketed events sitting virtually in a seat at a YouTube concert or whatever it is, you know, but, so maybe that accelerates a little bit.[01:05:33] Bob Wierema: [01:05:33] It's interesting. I just today, so, Michael knows Mumbai. My fiancé's a professional ballerina and the Joffrey ballet here in Chicago. And she got the note today. That they're canceling season for the year. [01:05:48] And so for, [01:05:49] you know, for an artist and somebody that's her career and that's her passion and what you grew up doing, you know, she's really struggling with like, what's, what's next?[01:05:59] Like, what do I do? I just kind of got this ripped away from me a little bit. How do I, how do I think about how I can do this? And then I'm thinking about the fans that go in the people and just all that community. That's just struggling right now around. We're not having, you know, to your point. I can't go to an outdoor concert.[01:06:16] I can't do these things that I love. They're a part of my life where my social circle, you know, it's, it's, it's tough right now. [01:06:23] Concho: [01:06:23] Was it her season? Just canceled? Going forward into 2021. [01:06:28]Bob Wierema: [01:0

The Software Process and Measurement Cast 609 features our conversation with Dr. David Rico.  Dave is returning to the Software Process and Measurement Cast to discuss the concept of agile and collaborative contracts. Contracts and agile don’t often work well together. That does not have to be the case! Dr. Rico has been a technical leader in support of NASA, U.S. Air Force, U.S. Navy, and U.S. Army for over 30 years. He has led numerous projects based on Cloud Computing, Lean Thinking, Agile Methods, SOA, Web Services, Six Sigma, FOSS, ISO 9001, CMMI, Baldrige, TQM, Enterprise Architecture, DoDAF, and DoD 5000. He specializes in IT investment analysis, IT portfolio valuation, and IT-enabled change. He has been an international keynote speaker, presented at leading industry conferences, written seven textbooks, published numerous articles, and is a reviewer for multiple systems engineering journals. He is a Certified PMP, CSEP, ACP, CSM, and SAFe Agilist, and teaches at four Washington, DC-area universities. He has been in the field of information systems since 1983. Contact Dr Rico at:  Web:  davidfrico.com Email: dave1@davidfrico.com Twitter: @dr_david_f_rico Re-Read Saturday News  This week we tackle Chapter 6 of Tame your Work Flow. Throughput accounting ties a number of threads together for me. The big one is the linkage between getting value from process improvement and the mental models created by cost accounting.   Remember to buy a copy of Tame your Work Flow to support the authors and blog!     Week 1: Logistics and Front Matter - https://bit.ly/2LWJ3EY Week 2: Prologue (The Story of Herbie) - https://bit.ly/3h4zmTi Week 3: Explicit Mental Models - https://bit.ly/2UJUZyN  Week 4: Flow Efficiency, Little’s Law and Economic Impact - https://bit.ly/2VrIhoL  Week 5: Flawed Mental Models - https://bit.ly/3eqj70m   Week 6: Where To Focus Improvement Efforts - https://bit.ly/2DTvOUN  Week 7: Introduction to Throughput Accounting and Culture - https://bit.ly/2DbhfLT  Next SPaMCAST The Software Process and Measurement Cast 610 will feature our essay An Agile Team In A Waterfall Company – Organizing Around The Product Flow. This is another part of a larger essay that we began last week.   We will also have a visit from Susan Parente with a discussion that I have named, Agile or Traditional, Pick One!  I know which I would pick (and the answer might not be one of the two).  

Born in segregated Tulsa, Oklahoma and raised in the South, Henry joined IBM straight out of Harvard Business School, a time when IBM was recruiting “diversity” candidates. Henry spent 12 productive years at IBM and then created his own company.  With a Harvard MBA in fInance and IT, Henry is a speaker, author, professor, business architect, and certified executive coach.  A Lean Six-sigma Master Champion, he has led redesign efforts in business – including at IBM, as a senior member of the IBM Corp Quality Staff – in government, and in school systems including LA, Atlanta, and Barrow, Alaska.   Being a former Computer World Groupware Service Provider of the Year, Henry is also a nationally recognized senior examiner and trainer of organizational effectiveness for Baldrige applicants applying for recognition of  management expertise. In this episode: In this inspiring episode of HAE Invites, our host Denise Silber is joined by Henry Whitlow, an HBS alumnus, successful entrepreneur, and volunteer in community development. In this very open conversation between two classmates, Henry speaks  about the difficulty of being Black at Harvard, in business, in life.  Listen and learn why Henry is more hopeful than ever, despite the fact that “Society is still organized to maintain existing privileges.”

Here in Episode #68 Lisa starts our show with a great mindset around servant leadership; She walks up through her career path and a day in the life, as a quality leader in the long term acute care setting; Lisa shares a career failure, turned learning moment connected with leading her team through the journey for achieving their national quality award; Lisa outlines how she connects the why with the quality improvement work done across her organization; She shares an aha moment aligned with applying the Baldrige framework in her everyday life; Lisa shares why she is excited about the growing movement that is person-centered care and what quality people can do to continue to innovate around this important focus; Lisa shares with us how her teams provide a daily burst of inspiration; And also how the power of asking questions has led to her personal and professional success. Connect with Lisa on Linkedin: https://www.linkedin.com/in/lisa-davies-cphq-nha-rd-ld-885013b3/ Access Our Podcast LinkedIn Group: https://www.linkedin.com/groups/12203005/ ACHA National Quality Award Program: https://www.ahcancal.org/quality_improvement/quality_award/Pages/default.aspx Visit Us Online: https://the-qcc.com/

https://stats.businessradiox.com/31372.mp3 Download the Webinar Slide Show Here To Follow Along This special edition of “Leader Dialogue Radio” offers a replay of the Baldrige Foundation quarterly webinar that was conducted on March 12, 2020 discussing “Synergies Between the Baldrige Framework and HRO”. The webinar provided a detailed comparison of Press Ganey s High Reliability Model compared with […] The post LEADER DIALOGUE: Synergies Between the Baldrige Performance Excellence Framework and Press Ganey s High Reliability Model appeared first on Business RadioX ®.

On this “deep dive” episode of “Leader Dialogue”, hosts Ben Sawyer and Lisa Counsell continue their discussion about Systems Approach to the Baldrige Framework with returning guest Dr. George Benson, Professor of Decision Sciences at the College of Charleston and the Chairman of the Baldrige Foundation Board of Directors. Dr. George Benson/Chairman of Baldrige Foundation […] The post LEADER DIALOGUE: The Baldrige Framework: A Systems Approach – Deep Dive appeared first on Business RadioX ®.

On this episode of “Leader Dialogue”, hosts Ben Sawyer and Lisa Counsell discuss a Systems Approach to the Baldrige Framework with Dr. George Benson, Professor of Decision Sciences at the College of Charleston and the Chairman of the Baldrige Foundation Board of Directors. Dr. George Benson/Chairman of Baldrige Foundation Board of Directors Dr. George Benson […] The post LEADER DIALOGUE: The Baldrige Framework: A Systems Approach appeared first on Business RadioX ®.

Hosts Ben Sawyer, Lisa Counsell and Duffie Dixon continue their conversation with special guest Dr. Leigh Hamby, the Chief Medical Officer of Piedmont Healthcare, with a “deep dive” discussion on how businesses can leverage the Baldrige framework in today s competitive marketplace. Topics discussed include the challenging environment that a corporate leader of Piedmont Healthcare faces, […] The post LEADER DIALOGUE: Dr. Leigh Hamby of Piedmont Healthcare – Deep Dive appeared first on Business RadioX ®.

Hosts Ben Sawyer, Lisa Counsell and Duffie Dixon discuss how businesses can leverage the Baldrige framework in today s competitive marketplace with special guest Dr. Leigh Hamby, the Chief Medical Officer of Piedmont Healthcare. Topics discussed will include: Business Acumen: A review of Leigh’s background and his experience with the Baldrige Performance Excellence framework. Current state: […] The post LEADER DIALOGUE: Dr. Leigh Hamby of Piedmont Healthcare appeared first on Business RadioX ®.

On this deep dive episode of “Leader Dialogue”, hosts Ben Sawyer, Jennifer Strahan, and Duffie Dixon continue their discussion about leveraging the Baldrige framework in today s competitive marketplace with special guest Scott McIntyre, the Chief Executive Officer of Guidehouse. Scott McIntyre/Guidehouse Scott McIntyre, the Chief Executive Officer of Guidehouse, brings to his role years of experience […] The post LEADER DIALOGUE: Leveraging the Baldrige Framework in Today s Competitive Marketplace – Deep Dive appeared first on Business RadioX ®.

Hosts Ben Sawyer, Jennifer Strahan, and Duffie Dixon discuss how businesses can leverage the Baldrige framework in today’s competitive marketplace with guest Scott McIntyre, the Chief Executive Officer of Guidehouse. Topics discussed on this episode of “Leader Dialogue” include: Business Acumen: Conversation will include Scott’s background including his experiences in pursuing the National Quality Award. […] The post LEADER DIALOGUE: Leveraging the Baldrige Framework in Today’s Competitive Marketplace appeared first on Business RadioX ®.

A deep dive discussion about Leveraging the Baldrige Framework to Transform a Healthsystem is provided by the hosts Ben Sawyer and Duffie Dixon, with special guest Dr. Rulon Stacey, managing director and leader of Navigant’s Healthcare Strategy business unit. Dr. Rulon Stacey/Navigant Dr. Rulon Stacey is a managing director and leader of Navigant s Healthcare Strategy […] The post LEADER DIALOGUE: Leveraging the Baldrige Framework to Transform a Healthsystem – Deep Dive appeared first on Business RadioX ®.

This episode of “Leader Dialogue” discusses how to leverage the Baldrige Framework to transform a Healthsystem with special guest Dr. Rulon Stacey of Navigant Healthcare. Among the topic’s discussed are: Evolution of the Baldrige: Which will include Rulon’s background and stewardship of this national treasure Proven Results: As a healthcare executive, Rulon will discuss why […] The post LEADER DIALOGUE: Leveraging the Baldrige Framework to Transform a Healthsystem appeared first on Business RadioX ®.

A deep dive discussion about the power of the Baldrige framework is examined by the hosts Ben, Lisa and Duffie, with special guest and former healthcare industry CEO Lowell Kruse. Lowell Kruse/Chair of Communities of Excellence Lowell C. Kruse is the former CEO of Heartland Health in St. Joseph, Missouri. He retired in July 2009 […] The post LEADER DIALOGUE: The Power of the Baldrige Framework – Deep Dive appeared first on Business RadioX ®.

The power of the Baldrige framework is examined with special guest and former healthcare industry CEO Lowell Kruse. Lowell Kruse/Chair of Communities of Excellence Lowell C. Kruse is the former CEO of Heartland Health in St. Joseph, Missouri. He retired in July 2009 after serving Heartland for 25 years as their CEO. Kruse came to […] The post LEADER DIALOGUE: The Power of the Baldrige Framework appeared first on Business RadioX ®.

This week on Quality Digest LIVE, we talk about the Baldrige program. Did you know that it’s more than just the Baldrige Award? We talk to Robert Fangmeyer, Director of the Baldrige Performance Excellence Program at the National Institute of Standards and Technology (NIST).

Our guests today are from the National Transitions of Care Coalition, or NTOCC. Dr. James Lett II, president of the coalition board of directors, is currently medical director of Avar Consulting Inc., which has a contract with CMS to oversee some aspects of the National Quality Improvement Organizations that oversee the quality and care of Medicare enrollees. He’s an experienced geriatrician in care provided in hospitals, nursing homes, and other sites of care. He most recently served as medical director and vice president of medical affairs for an extensive senior citizen complex, including an assisted living center and a long-term rehabilitation and nursing center. He has worked on three reports for the Office of the Inspector General to identify and quantitate adverse events in post-acute care. His passion is transitions of care, in which he has been involved with multiple entities, including CMS, ORG, and multiple national medical entities. Jackie Vance, also coalition director, who is senior director of clinical innovation and education for Mission Health Communities. Jackie is a registered nurse certified, and holds a bachelor of science degree in nursing. Previously she was director of clinical education at Sava Senior Care. A nurse leader, she has over 20 years of experience and expertise in clinical geriatrics and the long-term care market. She has built a unique set of skills for clinical program development with corresponding education that incorporates Triple Aim, the IMPACT Act, ACO, Managed Care, and Bundled Care components. Her specialty is quality management, including QAPI, PDSA, and Baldrige.

Our guests today are from the National Transitions of Care Coalition, or NTOCC. Dr. James Lett II, President of the coalition board of directors, is currently medical director of Avar Consulting Inc., which has a contract with CMS to oversee some aspects of the National Quality Improvement Organizations that oversee the quality and care of Medicare enrollees. He’s an experienced geriatrician in care provided in hospitals, nursing homes, and other sites of care. He most recently served as medical director and vice president of medical affairs for an extensive senior citizen complex, including an assisted living center and a long-term rehabilitation and nursing center. He has worked on three reports for the Office of the Inspector General to identify and quantitate adverse events in post-acute care. His passion is transitions of care, in which he has been involved with multiple entities, including CMS, OIG, and multiple national medical entities.   Jackie Vance, also coalition director, is senior director of clinical innovation and education for Mission Health Communities. Jackie is a registered nurse certified, and holds a bachelor of science degree in nursing. Previously she was director of clinical education at Sava Senior Care. A nurse leader, she has over 20 years of experience and expertise in clinical geriatrics and the long-term care market. She has built a unique set of skills for clinical program development with corresponding education that incorporates Triple Aim, the IMPACT Act, ACO, Managed Care, and Bundled Care components. Her specialty is quality management, including QAPI, PDSA, and Baldrige.

On this follow-up deep dive episode of Leader Dialogue, Verge Health VP Lisa Counsell again joins host Ben Sawyer and Duffie Dixon to unpack the related Baldrige principles. (See the Visual Baldrige, Organizational Hierarchy of Needs model below) Listen in to learn... The principles of effective leadership The power of persistent curiosity and the art […] The post LEADER DIALOGUE: Verge Health, Safety First – Deep Dive appeared first on Business RadioX ®.

On this follow-up deep dive episode of “Leader Dialogue“, Core Values Partners President Paul Grizzell again joins Ben, Jennifer and Duffie to expound upon his experiences and tips for organizations launching or continuing their journey toward the prestigious Malcolm Baldrige National Quality Award. The hosts discuss how the transformation journey is like developing a health […] The post LEADER DIALOGUE: The Baldrige Journey vs. The Destination – Deep Dive appeared first on Business RadioX ®.

On this episode of “Leader Dialogue“, Core Values Partners President Paul Grizzell joins Ben, Jennifer, and Duffie to share experiences and tips for organizations launching or continuing their journey toward the prestigious Malcolm Baldrige National Quality Award. The hosts introduce how the Baldrige Performance Excellence Framework aligns directly with the Organizational Hierarchy of Needs and […] The post LEADER DIALOGUE: The Baldrige Journey vs. The Destination appeared first on Business RadioX ®.

With improved audio: Engaging Leaders and the Baldrige Framework to Advance Excellence A Look into the Extraordinary Work at Mary Greeley Medical Center Presented by Karen Kiel Rosser, MHA, CLSSGB Vice President of Quality Mary Greeley Medical Center Ron Smith, MPA, CLSSGB Process Improvement Coordinator Mary Greeley Medical Center Hosted by Mark Graban and KaiNexus In this webinar, you will learn: How MGMC combines various methodologies to improve A high-level view of MGMC’s improvement journey Ways in which MGMC engages leaders in Lean Tips for increasing the sustainability of improvement work Lessons learned through a Lean transformation

Joining me for episode #277 of the podcast is Kay Kendall (@KayAKendall), co-author (with Glenn Bodinson) of the excellent book "Leading the Malcolm Baldrige Way: How World-Class Leaders Align Their Organizations to Deliver Exceptional Results." Kay is CEO & Principal at BaldrigeCoach (see her bio there). Since 1989, BaldrigeCoach has worked with organizations across every sector, large and small, to use the Baldrige framework to create focus, align empowered employees, provide high quality products and services, deliver exceptional customer experience, and achieve enviable results. In this episode, we discuss topics including her background in manufacturing and quality, her experience with the Baldrige approach, and the ways that Lean and Baldrige are complementary.

December 21, 2016 Baldrige Excellence Guru Kay Kendall & Your Own Brand of Sexy Dr. Susan Edelman

December 21, 2016 Baldrige Excellence Guru Kay Kendall & Your Own Brand of Sexy Dr. Susan Edelman

The USC Price Center for Economic Development (CED) welcomes the first Advanced Manufacturing Partnership for Southern California (AMP SoCal) Bi-Annual Meeting. Speakers: David Blanco President, Performance Ascent, Inc. Operational Improvement & Capital Access Chair, AMP SoCal Mike Quindazzi Managing Director, PricewaterhouseCoopers (PwC) David J. Blanco is the President of Performance Ascent, Inc., a California company that supports the mission of assisting aerospace and defense (A&D), and other major industry suppliers to develop supplier competitiveness across the U.S. He is a leader in implementing continuous improvement systems for small- to mid-size business suppliers to help them become significant players in the A&D industry. He is a former member of the Board of Examiners for the Baldrige Performance Excellence Program, former Senior Examiner for the California Awards for Performance Excellence (CAPE), and CAPE Judge, as well as numerous community and civic organization boards. Blanco is also a former founder and Board Officer of the Supplier Excellence Alliance (SEA). Blanco currently serves on the Board of Directors for California’s Baldrige program, co-chairman of the SoCal Aerospace Council – an LAEDC initiative. His education in Business Management includes undergraduate studies at the University of Redlands, and graduate studies at the Peter F. Drucker Graduate School of Management at Claremont University. Mike Quindazzi is Managing Director for the Pacific Southwest region of PwC. He has over 25 years of management consulting and industry experience. He is responsible for growing revenues for a $650M business unit within PwC and developing innovative approaches to solving complex business issues. He is a frequent speaker on PwC's Global Megatrends that influence business, emerging technology and society alike. Recently Quindazzi and his team worked closely with the LAEDC & SDREDC on “The Changing Face of Aerospace in Southern California” report. Quindazzi’s team oversees PwC’s local community service efforts with a focus on youth education. He is active with the LAEDC Board of Governors and the Co-Chair of the Aerospace Council with passion for economic development. Quindazzi holds a BA from Montclair State University where he graduated with highest honors, Summa Cum Laude, and was granted honorary membership from the Phi Kappa Phi Honor.

As Patient Safety Awareness Week continues, thanks to all of you who shared this PBS News Hour story with me via email or Twitter. If you ever see something you think might be of interest, please let me know.On March 9, this story aired on PBS: After tragic mistake, rural hospital transforms into model of success. http://leanblog.org/audio130 --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/lean-blog-audio/support

"This is a wonderful place to be. Lovely people to deal with and wonderful results from the treatments. Highly recommended!" Donita Boothe    "It's not only I who sees the difference, but my husband has really noticed, and is very pleased! Betsy W.   "I've tried everything before and nothing worked. After only 2 weight loss NLP/Hypnotherapy sessions now I'm down 14lbs in just 20 days and I feel great. The urge to snack is gone. No cravings for sweets. This really works! I don't have that urge to eat when I'm bored. It's being phenomenal. I am so happy and I feel amazing! It's awesome!" Renee H., RN     Jeremy Baker is the founder and editor in chief of http://www.BestSeattleDaySpas.com, a top resource and guide on Aesthetic and wellness treatments. Jeremy is a frequent Contributor to USA Today & CNN.   He specializes in helping Day Spas & Medical Aesthetic practices discover, attract & keep ideal clients & Patients.

My guest for episode #218 is Karen Kiel-Rosser, Vice President/Quality Improvement Officer at Mary Greeley Medical Center in Iowa. You can see her full bio below in this post. You might remember Karen from a recent post where she told a great story about putting patient safety first. We're talking today about the Malcolm Baldrige National Quality Award and how that framework and process is mutually supportive of Lean and quality improvement. In December, Mary Greeley Medical Center was named a recipient of Gold level recognition in the 2014 Iowa Recognition for Performance Excellence (IRPE) program - the state level Baldrige award. They previously received the Silver level in 2011. In the podcast, we talk about why and when Mary Greeley decided to pursue the Baldrige award, what it was like to be reviewed at the state level, and their future plans for applying at the national level. Karen also shares thoughts about how Baldrige ("the what") and Lean ("the how") fit together, some of their key quality outcomes measures, and how the recognition has helped internally with staff. She also talks about their safety huddles, the importance of "engaging those closest to the work," and the need for a "systematic approach" to capture Rapid Improvement Events and daily improvement work and how their use of KaiNexus has supported those efforts. The hospital was previously featured in episode #201: Ron Smith & Suz Kaprich, the KaiNexus WorkOut at Mary Greeley Medical Center. For a link to this episode, refer people to www.leanblog.org/218. Podcasts are sponsored by KaiNexus and their continuous improvement software platform -- www.KaiNexus.com For earlier episodes of the Lean Blog Podcast, visit the main Podcast page at www.leanpodcast.org, which includes information on how to subscribe via RSS or via Apple iTunes.

http://leanblog.org/audio25 In yesterday's blog post ("Safety is always our top priority" - From lip service to daily practice?"), I challenged hospital leaders to back up the "happy talk" with real action and stories about putting safety first. It's easier said than done.I wanted to share a story from Karen Kiel-Rosser, Vice President/Quality Improvement Officer, at Mary Greeley Medical Center in Iowa. MGMC is a KaiNexus customer, they've recently received the "Gold" level recognition in the state Baldrige process, and she's an upcoming podcast guest (to talk about Baldrige). --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/lean-blog-audio/support

SPaMCAST 322 features our interview with Clareice and Clyneice Chaney. Clareice and Clyneice provide insights and practical advice into how Agile and contracting work together.  The focus of the interview is on contracting and acquisition of Agile testing, however the concepts we discussed can be applied to contracting for any type of service using Agile techniques. Clyneice Chaney brings over 30 years of testing, quality assurance, and process improvement experience. Clyneice holds certifications from the American Society for Quality as a Certified Quality Manager/Organizational Excellence and Project Management Institute's Professional Project Manager. She has participated as an examiner for Baldrige state quality awards for Georgia and Virginia. She is currently an instructor for an International Testing Certification organization and has presented technical papers at the Software Engineering Institute: SEPG Conference, American Society for Quality: Quality Manager's conference, Quality Assurance Institute International Testing Conference, International Conference on Software Process Improvement and Software Test and Performance Testing Conferences. Clareice Chaney has over 30 years’ experience in Commercial and Government Contracting with an emphasis in contracting within the information technology arena.  She holds a PMP certification with the Project Management Institute and is a certified Professional Contracts Manager (CPCM) through the National Contract Management Association (NCMA). She has presented at the National Contract Management Association World Congress and provided recent collaborations on agile testing and contracting at the Quality Assurance Institute International Conferences. Call to action! We are in the middle of a re-read of John Kotter’s classic Leading Change on the Software Process and Measurement Blog.  Are you participating in the re-read? Please feel free to jump in and add your thoughts and comments! After we finish the current re-read will need to decide which book will be next.  We are building a list of the books that have had the most influence on readers of the blog and listeners to the podcast.  Can you answer the question? What are the two books that have most influenced you career (business, technical or philosophical)?  Send the titles to spamcastinfo@gmail.com. First, we will compile a list and publish it on the blog.  Second, we will use the list to drive future  “Re-read” Saturdays. Re-read Saturday is an exciting new feature that began on the Software Process and Measurement blog on November 8th.  Feel free to choose you platform; send an email, leave a message on the blog, Facebook or just tweet the list (use hashtag #SPaMCAST)! Next The next Software Process and Measurement Cast will feature our essay on the Attributes Leading to Faiure with Agile. Agile projects don’t work when there isn’t open and honest communication within a team. Problems also can occur when all team members are not involved, or if the organization has not bought into the principles of Agile. Knowing what can go wrong with Agile implementations and projects is a step to making sure they do not happen! We will also have the next Form Follows Function column from Gene Hughson and Explaining Change with Jo Ann Sweeney. Shameless Ad for my book! Mastering Software Project Management: Best Practices, Tools and Techniques co-authored by Murali Chematuri and myself and published by J. Ross Publishing. We have received unsolicited reviews like the following: “This book will prove that software projects should not be a tedious process, neither for you or your team.” Support SPaMCAST by buying the book here. Available in English and Chinese.

SPaMCAST 316 features a return visit from Dr. David Rico. We talked about the cost of quality and Agile. Does Agile impact the cost of quality? The cost of quality is a measure of the time and cost that is required to ensure that what is delivered meets quality standards. Dr. Rico walks us through the evidence that not only does Agile improve customer satisfaction, but it also improves the cost of quality. Dr. Rico has been a technical leader in support of NASA, U.S. Air Force, U.S. Navy, and U.S. Army for over 30 years. He has led numerous projects based on Cloud Computing, Lean Thinking, Agile Methods, SOA, Web Services, Six Sigma, FOSS, ISO 9001, CMMI, Baldrige, TQM, Enterprise Architecture, DoDAF, and DoD 5000. He specializes in IT investment analysis, IT portfolio valuation, and IT enabled change. He has been an international keynote speaker, presented at leading industry conferences, written seven textbooks, published numerous articles, and is a reviewer for multiple systems engineering journals. He is a Certified PMP, CSEP, ACP, CSM, and SAFe Agilist, and teaches at four Washington, DC-area universities. He has been in the field of information systems since 1983. Contact Dr RicoBlog:  davidfrico.comEmail: dave1@davidfrico.comTwitter: @dr_david_f_rico Call to action! We are in the middle of a re-read of John Kotter’s classic Leading Change of on the Software Process and Measurement Blog.  Are you participating in the re-read? Please feel free to jump in and add your thoughts and comments! After we finish the current re-read will need to decide which book will be next.  We are building a list of the books that have had the most influence on readers of the blog and listeners to the podcast.  Can you answer the question? What are the two books that have most influenced you career (business, technical or philosophical)?  Send the titles to spamcastinfo@gmail.com. First, we will compile a list and publish it on the blog.  Second, we will use the list to drive future  “Re-read” Saturdays. Re-read Saturday is an exciting new feature that began on the Software Process and Measurement blog on November 8th.  Feel free to choose you platform; send an email, leave a message on the blog, Facebook or just tweet the list (use hashtag #SPaMCAST)! Next SPaMCAST 317 will tackle a wide range of frequently asked questions, ranging from the possibility of an acceleration trap, the relevance of function points, whether teams have a peak loads and safe to fail experiments. We will also have the next instalment of Kim Pries’s column, The Software Sensei!   Upcoming Events DCG Webinars: How to Split User StoriesDate: November 20th, 2014Time: 12:30pm ESTRegister Now Agile Risk Management - It Is Still ImportantDate: December 18th, 2014Time: 11:30am ESTRegister Now The Software Process and Measurement Cast has a sponsor. As many you know I do at least one webinar for the IT Metrics and Productivity Institute (ITMPI) every year. The ITMPI provides a great service to the IT profession. ITMPI’s mission is to pull together the expertise and educational efforts of the world’s leading IT thought leaders and to create a single online destination where IT practitioners and executives can meet all of their educational and professional development needs. The ITMPI offers a premium membership that gives members unlimited free access to 400 PDU accredited webinar recordings, and waives the PDU processing fees on all live and recorded webinars. The Software Process and Measurement Cast some support if you sign up here. All the revenue our sponsorship generates goes for bandwidth, hosting and new cool equipment to create more and better content for you. Support the SPaMCAST and learn from the ITMPI. Shameless Ad for my book! Mastering Software Project Management: Best Practices, Tools and Techniques co-authored by Murali Chematuri and myself and published by J. Ross Publishing. We have received unsolicited reviews like the following: “This book will prove that software projects should not be a tedious process, neither for you or your team.” Support SPaMCAST by buying the book here. Available in English and Chinese.    

Welcome to the Software Process and Measurement Cast 80!   The interview in the SPaMCAST 80 is with Dr. David F Rico.  We discussed  "Business Value of Agile Software Methods" which he coauthored.  The interview provided a great discussion on the value of agile based on quantitative information gathered for the book. I want your help!  I would like each SPaMCAST listener to invite one new listener to listen to the cast.  Walk over to there PC, show them how to set up ITunes or your favorite pod catcher and then subscribe them to the SPaMCAST.  When your done call the listener line (206) 888-6111 tell me the story (I will share the stories on a future cast).  Better yet I will select the best (or maybe a few best) stories and invite you to participate on a future cast! Dr. Dr. Rico's Biography: Dr. David F. Rico has been a technical leader in support of NASA, DARPA, DISA, SPAWAR, USAF, AFMC, NAVAIR, CECOM, and MICOM for over 25 years. He has led, managed, or participated in over 20 organization change initiatives using Agile Methods, Lean Six Sigma, ISO 9001, CMMI, SW-CMM, Enterprise Architecture, Baldrige, and DoD 5000. He specializes in information technology (IT) investment analysis, IT project management, and IT-enabled change. He has been an international keynote speaker, presented at leading industry conferences, published numerous articles, and written or contributed to six textbooks. He’s a Certified Project Management Professional (PMP) and Certified Scrum Master (CSM). Dr. Rico teaches doctoral and master’s courses at three Washington, DC-area universities. Dr. Rico has been in the field of information systems since 1983. Dr. Rico's contact information: Email:  dave1@davidfrico.com Website: http://www.davidfrico.com/ The essay while bit on the short side due to the length of the interview tackles the age old question "is there a difference between productivity and efficiency and if there is do I really care .". I think there is and yes I think you should care.   Contact information for the SPaMCAST:Voicemail:  +1-206-888-6111 Website: www.spamcast.net Twitter: www.twitter.com/tcagley Facebook:  http://bit.ly/16fBWV The SPaMCAST's production schedule is on the Software Process and Measurement Facebook page.  Yell at me if you have ideas for future interveiws or essays.  Your thoughts, comments, suggestions and ideas are welcome. Conferences and Speaking Engagements in 2010 (To Date) March 22 - 25, SEPG Conference in Savanah.  I will be attending and will have lots of time to connect to SPaMCASTers in Savanah.  Let me know if you are attending and lets connect! Quest Conference in Dallas April 21 - 23.  I will be talking on "Process Improvement in a ulti-Model World".  The conference includes two days of workshops.  The website to get more information is http://www.qaiquest.org/dallas/index.html Next! The interview in the SPaMCAST 81 is with Paul Byrnes.  We discussed the upcoming release of the CMMI.  Important information for everyone in the process improvement field.