Podcast appearances and mentions of blair reeves

North Carolina's been a red state since Barack Obama won in 2008. But it's edging closer and closer to swing-state status. Blair Reeves, executive director of Carolina Forward, joins the podcast to discuss North Carolina's prospects in the 2024 elections. We talk about whether North Carolina is a swing state or not, the state's gerrymander, the statewide races that matter, and how Democrats should message to win North Carolina voters. To get bonus episodes, support us at patreon.com/newliberalpodcast or https://cnliberalism.org/become-a-member Got questions? Send us a note at mailbag@cnliberalism.org. Follow us at: https://twitter.com/CNLiberalism https://cnliberalism.org/   Join a local chapter at https://cnliberalism.org/become-a-member/

In the past few years, a progressive group in North Carolina has seemed to have popped up out of nowhere. This year the nonprofit, Carolina Forward succeeded in getting two of their Democrat picks through the primaries.  Their Executive Director, Blair Reeves, joins host Tim Boyum this week to understand the origins of the all-volunteer group. They also discuss the criticism of going after Democrats who vote with Republicans. The two then widen the lens to talk about Carolina Forward's outlook this November.

Welcome back to Carolina Democracy! Today, we're joined by Blair Reeves, founder and executive director of Carolina Forward, a non-profit progressive policy organization that advocates for a stronger North Carolina that works for everyone. We discuss the 2024 Carolina Forward slate and what to expect this year.Learn More About Carolina Forward:Website: carolinaforward.orgFacebook: @NCForwardInstagram: @carolina.fowardTwitter: @FowardCarolinaContact Us:Email: jd@carolinademocracy.comFollow Us:Facebook: @CarolinaDemocracyInstagram: @carolinademocracy

Welcome back to Carolina Democracy. Today we're joined by Blair Reeves to chat about the latest news out of Raleigh, plus my thoughts on Tricia Cotham's party switch and the indefensible Texas court ruling on mifepristone. Oh, and evidently the NCGOP wants to ban forced microchip implantation in employees. Again, sometimes you just can't make this stuff up!Resources:Adam Unikowsky, "Mifepristone and the rule of law, part II"Pod Save America: "Clarence Thomas' Sügar Daddy"Slate's Political Gabfest: "The 'That Shoddy Abortion Pill Ruling' Edition"Carolina Forward: websiteContact Us: jd@carolinademocracy.comFollow Us:Facebook: @CarolinaDemocracyInstagram: @carolinademocracy

Welcome back to Carolina Democracy! Today, we're joined by Blair Reeves, Executive Director of Carolina Forward, to talk about the electoral landscape as we head into the home stretch of this election cycle and to get a quick update on the Carolina Forward candidate slates. We also recap what's on the ballot this November. Links for Today's Episode:Carolina Forward: Website Legislative SlateJustice SlateThe Assembly, "The Most Important Election You Know Nothing About"The Assembly, "The New Judge in Town"Other Ways to Support: The New North Carolina Project: newnorthcarolinaproject.orgThe New Rural Project: newruralproject.orgContact Us: jd@carolinademocracy.comFollow Us:Facebook: @CarolinaDemocracyInstagram: @carolinademocracy

Welcome back to Carolina Democracy! Today we cover the great news from Raleigh on the gerrymandering case, briefly highlight the GOP's latest assault on democracy, and then talk with Blair Reeves, founder and executive director of Carolina Forward, a non-profit progressive policy organization that advocates for a stronger North Carolina that works for everyone.Learn More About Carolina Forward:Website: carolinaforward.orgFacebook: @NCForwardInstagram: @carolina.fowardTwitter: @FowardCarolinaContact Us:Email: jd@carolinademocracy.comFollow Us:Facebook: @CarolinaDemocracyInstagram: @carolinademocracy

RadioPublic|LibSyn|YouTube|Patreon|Square Cash (Share code: Send $5, get $5!) David Waldman drops us off at the door of the weekend, rings the doorbell, but didn’t run off without first packing us something: Donald Trump has been fighting intelligence for years, and it looks as if he is winning, by replacing too-smart Joseph Maguire with anti-smart Richard Grenell and Kash Patel once a classified briefing leaked to those members of Congress not paid in rubles. Pаботник месяца Dana Rohrabacher hoped to pay Julian Assange in pardons. Are Russians “pro-Trump” or just “anti-American”? Jake Tapper isn’t sure. Nevada Caucuses, how do they work? Unfortunately, unlike magnets, people really aren’t sure. Eric Posman presents Senate Snippets For Anxious Activists™ VI! This week, Eric heads to North Carolina to discuss tippable Trump toady Thom Tillis. In North Carolina, the state appeals court temporarily blocked their draconian, racist voter ID law. This is seen as a “win” for Democrats, as they are not draconian racists. David mentioned longleafpineslate.org fourteen times on today’s show, so from that figure alone you might guess longleafpineslate.org could be an important site to remember... You’d be correct! Blair Reeves launched longleafpineslate.org to break a decade of GOP misrule in North Carolina. The Long Leaf Pine Slate helps raise money for Democratic challengers running to flip Gop seats in the NC General Assembly. North Carolina is big, important, and would already be blue if it wasn’t for those working hard to turn it white. NC clearly has a lot to fix, and you can help. That’s longleafpineslate.org. Friend of the show, and friend of Daily Kos, peacearena, aka activist, writer, tech consultant Serena Blaiz, tells us of an intrusive, ineffective, and dangerous tool in Congress’ surveillance toolbox that should be just thrown away.

takusさん、ikedaosushiさんとリモートワーク、Zoomハック、情報共有ツール、議事録、チームでつかうJupyter Notebook、キャリアなどについて話しました。 About Us | Kaizen Platform 若手Webエンジニア交流会 #wakateweb - connpass Culture | Kaizen Platform Video Conferencing, Web Conferencing, Webinars, Screen Sharing - Zoom Don’t work “remotely” - Blair Reeves リモートランチ Discord - ゲーマー向け無料ボイス＆テキストチャット リモートワークと心理的安全性と雑談、あるいは小咄 (こばなし) の話 - Kaizen Platform 開発者ブログ 生産性を向上させる情報共有ツール - キータチーム（Qiita:Team） Kibela - 個人の発信を組織の力にする情報共有ツール Google Jamboard: Interactive Business Whiteboard | G Suite AWS re:Invent Breakout Sessions YouTube Premium Selenium - Web Browser Automation Beyond Interactive: Notebook Innovation at Netflix – Netflix TechBlog – Medium Part 2: Scheduling Notebooks at Netflix – Netflix TechBlog – Medium Moving from Asgard to Spinnaker – Netflix TechBlog – Medium フィードバックもお待ちしております！番組へのお便り・感想などは https://ajito.fm/form/ または Twitter: #ajitofm までどうぞ。

Blair Reeves, Principal Product Manager at SAS, and Ben Gaines, Group Product Manager at Adobe, share what it takes to be successful as an enterprise product manager. Get the latest updates from the show at www.thisisproductmanagement.com.

Blair Reeves is the author of Building Products for the Enterprise and a principal product manager at SAS, the largest privately owned tech company in the world. We had a fascinating conversation about the major differences between the tech scenes in Silicon Valley and the Southeastern parts of the US, as well as what makes enterprise product management unique.

Global Product Management Talk is pleased to bring you the next episode of... The Everyday Innovator with host Chad McAllister, PhD. The podcast is all about helping people involved in innovation and managing products become more successful, grow their careers, and STANDOUT from their peers. About the Episode: A new book by O’Reilly Press discusses product management for B2B software applications. It’s titled Building for Business. Much has been written about product management and the development of software products, but little that specifically addresses the characteristics of the B2B environment. The authors join this episode to discuss how product management is different for enterprise software products, including: Differences in consumers from B2B and B2CThe impact a direct sales team hasHow the scale of enterprise customers impacts product workThe need for effective collaborationUsing organizational knowledge The authors are Blair Reeves and Ben Gaines. Blair is a Principal Product Manager at SAS Software and has previously held senior roles at Demandware (now a Salesforce company) and IBM. Ben is a Group Product Manager for Adobe Analytics and previously managed digital analytics at ESPN.

How product managers make the most of large teams and high-value customer relationships A new book by O’Reilly Press discusses product management for B2B software applications. It’s titled Building for Business. Much has been written about product management and the development of software products, but little that specifically addresses the characteristics of the B2B environment. […]

How product managers make the most of large teams and high-value customer relationships A new book by O'Reilly Press discusses product management for B2B software applications. It's titled Building for Business. Much has been written about product management and the development of software products, but little that specifically addresses the characteristics of the B2B environment. […]

Blair Reeves, Principal Product Manager at SAS talks about his book, Building Products for the Enterprise. In the episode Blair talks about what it takes to build products for Enterprise customers and how different it is than building for SMBs and startups. You can pre-order Blair's book at : http://buildingforbusiness.com/

We welcome Blair Reeves to the show to discuss Enterprise Product Management tips and techniques from over 15 years working in product.  Blair Reeves is a Principal Product Manager at SAS Software, and has previously held senior product and leadership roles at Demandware (now a Salesforce company) and IBM.   He speaks, writes, and consults on product management in enterprise software, remote workforces, and other topics. Follow him on Twitter at @BlairReeves. Learn more about your ad choices. Visit megaphone.fm/adchoices

https://bryanaiello.com/wp-content/uploads/2017/08/br-31.mp3 Subscribe on itunes: Subscribe on stitcher *** Blair Reeves is a guy who prefers Virginia over Duke. Who has volunteered his time to the people of Cameroon, Africa. Who co-writes a book on the principles of product management and then plans to give 25% present of the proceeds away to help the homeless. This is a guy who writes. Who thinks in tech and code. Who contemplates the future of not just his profession, but of what it mean to by human. Blair Reeves is a sci fi author with a many more stories to come. His work can be found on his website: http://blairreeves.me/writing/ find him on Twitter: @BlairReeves and his blog: http://blairreeves.me/category/uncategorized/ book recommendations: The years of rice and salt The fifth season   *** Music by: Acoustic Guitar Royalty Free Music | Once There Were WIllows DanoSongs Royalty Free Music   *** Follow me on twitter @bryaiello for updates on this channel and my podcast and my writing projects. My website is: http://www.bryanaiello.com Email me with question and comments at: me@byranaiello.com Support the show on my poorly managed patreon  

The O’Reilly Design Podcast: The connective nature of product management, “no work above, no work below,” and the importance of talking to people who aren’t your customers. This week, I sit down with Matt LeMay, product coach, consultant, and author of Product Management in Practice. We talk about the four guiding principles of product management, what he has learned about himself as a product manager, and how to conduct meaningful research. Defining product management To me, being a product manager is all about being the connective tissue, the glue that connects whatever the different roles are within your organization. The specific organizational roles might vary, depending on where you are. You might be working more closely with technical people. You might be working more closely with marketing people, but whoever those different players are, your job as product manager is to be the aligner in chief or translator in chief, the person who is ultimately responsible and accountable for everybody having a shared language and a shared sense of purpose. CORE product management skills The four guiding principles came out of the four CORE skills, which is an acronym for communication, organization, research, and execution. I wrote a piece on Medium a few years ago, which was my attempt to challenge the traditional three-way Venn diagram of product management with business, technology, and UX. Having worked at a lot of enterprises and companies where people might not actually be that close to the technology side or might not be thinking about user experience as a day-to-day concern, I felt like those three areas captured a common set of subject matter knowledge that product managers will encounter, but not the actual skills they'll need to connect between those different subject matter ideas. Some people commented and rightly pointed out that something seemed to be missing from it. That thing seemed to be an element of research, or the ability to actually glean information from the outside world. Erika Hall, in the book Just Enough Research, says that, "Research is just applied critical thinking," which I love as a way of defining research. I like using the word ‘research’ because it also makes it clear that it's not just about being smart; it's about actually doing the work of seeking out alternate perspectives, and explanations, and ideas. These four skills—communication, organization, research, and execution—each one comes with a guiding principle, and I stand by these four guiding principles. For communication, the guiding principal is clarity over comfort, which is really going back to what I was talking about earlier, about this idea that there are times as a product manager when you will have to state things that might seem painfully obvious or ask questions that you know are wading into really difficult political challenges for the organization, but if there is not absolute clarity in your team and in your organization about what people are working on and why, then you cannot succeed as a product manager. If people don't know what they're doing and why they're doing it, and know that really clearly, then it doesn't matter how good the thing is that you ship or how quickly you ship it; the team will eventually start to fragment and fall apart because that understanding is so fragile and so susceptible to miscommunication and to tomfoolery by people who are trying to steer the product direction one way or another. For the organization principle, we have ‘change the rules, don't break the rules.’ This was another one that took me a long time to understand. I come from music. I am not a process person. I think a lot of folks who start out as product managers are like, "Yeah. All this stuff is stupid. We shouldn't have 800 steps to do everything. We'll just work really fast. We'll move fast and break stuff, and it'll be awesome," but there's a downside to that, which is that when the rules don't work and people work around the rules, you're basically incentivizing rule breakers and people who are not communicating well. The people who figured out how to game the system accomplish the most, and the people who are trying to go through the system are dinged for not shipping enough software or not being performant enough in whatever way. For research we have to live in the user's reality, which is pretty straightforward, but also very difficult. When you work in an organization, you live in that organization's reality. That is your day to day. You believe the things people in that organization believe, and it's shockingly easy to become fundamentally misaligned with the reality of your customer, especially when the metrics are telling you you're doing an okay job, but your customers are actually not that engaged. Living in your customer's reality is about getting beyond just looking at isolated metrics, particularly vanity metrics, to understand your customers and really understand their perspective, their world view, how it's changing, how it's evolving, so you can continue to meet their needs as they change and evolve, rather than getting stuck in the way things have always been and the status quo of your organization. Finally, for execution, this is one one my favorite ones: no work above, no work below. This means that as a product manager, you have to do whatever it takes for your team to succeed. It's pretty well documented that there can be no work below you or beneath you as a product manager. Right? If you have to bring coffee and donuts to the team, that's what you do. If you have to learn how to do something that isn't super fun and exciting to you, that's what you do. Product managers who say, ‘That's not my job,’ or, ‘That's not something I like to do,’ do not generally succeed. Living in your user’s reality I'm a firm believer in qualitative research generally, but within that set of qualitative research, I'm a firm believer in talking to people who are not your best customers. I'm a firm believer in talking to people who are considered casual users or users who abandoned your product. There's a tendency, when companies do qualitative research, to over index on the power users and the good customers and to just keep building things for them, but when you talk about living in your user's reality, you're really talking about living in multiple realities for multiple users. In a lot of cases, the people you're talking to need to be the people you're most afraid to hear from or who you initially feel have the most tenuous and least passionate understanding of your project, because those are often the people who are going to make or break your product's success and who are going to be where your growth opportunities come from. When I talk about living in your user's reality, a lot of that has to do with getting outside of the closed feedback loop of looking for the vanity metrics that support that you're doing a good job and talking to the good customers who will tell you how much they love your product and also have a million product ideas. It's the people who don't really have any product ideas who are just like, ‘Yeah. I don't know. It's fine. Sometimes I use it. Sometimes I don't’—those are the people whose perspective you really need to understand the most because their perspective is probably the farthest away from yours. Not taking those people seriously, not considering them, is a very dangerous thing that I've seen a lot of product organizations do and fall into. It's funny. I was at a training with a financial services company a few weeks ago. We were walking through some qualitative research, and people were getting very tense, ‘Well, I'm talking to somebody, but they went totally off into left field, and they're not talking about my product anymore. They're talking about their life.’ I get that concern. Right? Because you're there to do a job, but there's an element, and this feels sort of esoteric, but I think it's true, there's an element of faith that goes into those kinds of conversations, where if you really trust and follow somebody's own line of thinking, there will be value in it, but if you go in trying to steer a conversation back to your assumptions or the things that you want to be true, that is exactly where the conversation will go. Related resources: Product Management in Practice—live online training course by Matt LeMay Product Management for the Enterprise—online video tutorial by Blair Reeves

The O’Reilly Design Podcast: The connective nature of product management, “no work above, no work below,” and the importance of talking to people who aren’t your customers. This week, I sit down with Matt LeMay, product coach, consultant, and author of Product Management in Practice. We talk about the four guiding principles of product management, what he has learned about himself as a product manager, and how to conduct meaningful research. Defining product management To me, being a product manager is all about being the connective tissue, the glue that connects whatever the different roles are within your organization. The specific organizational roles might vary, depending on where you are. You might be working more closely with technical people. You might be working more closely with marketing people, but whoever those different players are, your job as product manager is to be the aligner in chief or translator in chief, the person who is ultimately responsible and accountable for everybody having a shared language and a shared sense of purpose. CORE product management skills The four guiding principles came out of the four CORE skills, which is an acronym for communication, organization, research, and execution. I wrote a piece on Medium a few years ago, which was my attempt to challenge the traditional three-way Venn diagram of product management with business, technology, and UX. Having worked at a lot of enterprises and companies where people might not actually be that close to the technology side or might not be thinking about user experience as a day-to-day concern, I felt like those three areas captured a common set of subject matter knowledge that product managers will encounter, but not the actual skills they'll need to connect between those different subject matter ideas. Some people commented and rightly pointed out that something seemed to be missing from it. That thing seemed to be an element of research, or the ability to actually glean information from the outside world. Erika Hall, in the book Just Enough Research, says that, "Research is just applied critical thinking," which I love as a way of defining research. I like using the word ‘research’ because it also makes it clear that it's not just about being smart; it's about actually doing the work of seeking out alternate perspectives, and explanations, and ideas. These four skills—communication, organization, research, and execution—each one comes with a guiding principle, and I stand by these four guiding principles. For communication, the guiding principal is clarity over comfort, which is really going back to what I was talking about earlier, about this idea that there are times as a product manager when you will have to state things that might seem painfully obvious or ask questions that you know are wading into really difficult political challenges for the organization, but if there is not absolute clarity in your team and in your organization about what people are working on and why, then you cannot succeed as a product manager. If people don't know what they're doing and why they're doing it, and know that really clearly, then it doesn't matter how good the thing is that you ship or how quickly you ship it; the team will eventually start to fragment and fall apart because that understanding is so fragile and so susceptible to miscommunication and to tomfoolery by people who are trying to steer the product direction one way or another. For the organization principle, we have ‘change the rules, don't break the rules.’ This was another one that took me a long time to understand. I come from music. I am not a process person. I think a lot of folks who start out as product managers are like, "Yeah. All this stuff is stupid. We shouldn't have 800 steps to do everything. We'll just work really fast. We'll move fast and break stuff, and it'll be awesome," but there's a downside to that, which is that when the rules don't work and people work around the rules, you're basically incentivizing rule breakers and people who are not communicating well. The people who figured out how to game the system accomplish the most, and the people who are trying to go through the system are dinged for not shipping enough software or not being performant enough in whatever way. For research we have to live in the user's reality, which is pretty straightforward, but also very difficult. When you work in an organization, you live in that organization's reality. That is your day to day. You believe the things people in that organization believe, and it's shockingly easy to become fundamentally misaligned with the reality of your customer, especially when the metrics are telling you you're doing an okay job, but your customers are actually not that engaged. Living in your customer's reality is about getting beyond just looking at isolated metrics, particularly vanity metrics, to understand your customers and really understand their perspective, their world view, how it's changing, how it's evolving, so you can continue to meet their needs as they change and evolve, rather than getting stuck in the way things have always been and the status quo of your organization. Finally, for execution, this is one one my favorite ones: no work above, no work below. This means that as a product manager, you have to do whatever it takes for your team to succeed. It's pretty well documented that there can be no work below you or beneath you as a product manager. Right? If you have to bring coffee and donuts to the team, that's what you do. If you have to learn how to do something that isn't super fun and exciting to you, that's what you do. Product managers who say, ‘That's not my job,’ or, ‘That's not something I like to do,’ do not generally succeed. Living in your user’s reality I'm a firm believer in qualitative research generally, but within that set of qualitative research, I'm a firm believer in talking to people who are not your best customers. I'm a firm believer in talking to people who are considered casual users or users who abandoned your product. There's a tendency, when companies do qualitative research, to over index on the power users and the good customers and to just keep building things for them, but when you talk about living in your user's reality, you're really talking about living in multiple realities for multiple users. In a lot of cases, the people you're talking to need to be the people you're most afraid to hear from or who you initially feel have the most tenuous and least passionate understanding of your project, because those are often the people who are going to make or break your product's success and who are going to be where your growth opportunities come from. When I talk about living in your user's reality, a lot of that has to do with getting outside of the closed feedback loop of looking for the vanity metrics that support that you're doing a good job and talking to the good customers who will tell you how much they love your product and also have a million product ideas. It's the people who don't really have any product ideas who are just like, ‘Yeah. I don't know. It's fine. Sometimes I use it. Sometimes I don't’—those are the people whose perspective you really need to understand the most because their perspective is probably the farthest away from yours. Not taking those people seriously, not considering them, is a very dangerous thing that I've seen a lot of product organizations do and fall into. It's funny. I was at a training with a financial services company a few weeks ago. We were walking through some qualitative research, and people were getting very tense, ‘Well, I'm talking to somebody, but they went totally off into left field, and they're not talking about my product anymore. They're talking about their life.’ I get that concern. Right? Because you're there to do a job, but there's an element, and this feels sort of esoteric, but I think it's true, there's an element of faith that goes into those kinds of conversations, where if you really trust and follow somebody's own line of thinking, there will be value in it, but if you go in trying to steer a conversation back to your assumptions or the things that you want to be true, that is exactly where the conversation will go. Related resources: Product Management in Practice—live online training course by Matt LeMay Product Management for the Enterprise—online video tutorial by Blair Reeves

What IS customer intelligence? What is a customer? Is the customer best understood by breaking the word down into its component parts: "cuss" and "tumor?" Would that be an intelligent thing to do? Will these and related questions some day be answered by self-aware machines? Will any of *these* questions be answered on this episode? Give it a listen and find out! The mish-mash of companies, products, and miscellany mentioned on this show include: Adobe, Oracle/ATG, SAS Customer Intelligence, Salesforce.com, Scott Brinker (Chief Martec), Domo, Data Studio 360, Tableau, iJento, Netezza, SPSS, Unfrozen Caveman Lawyer, Eight Is Enough, Legend of the Plaid Dragon (and the Slack version), Office Vibe, p-value article on fivethirtyeight.com (and the p-hacking app), and the "AI, Deep Learning, and Machine Learning" video.