Podcasts about book1

Play Episode Listen Later Apr 11, 2023 60:00

This show will be an introduction of the Host C Melody Edmondson, and a discussion with guest Rina Antonucci. We'll talk about what the Space of the Waist means and what other Primary Modifiers of the Body are. Melody will give a brief overview of all Body Shapes and Waist Lengths and how to measure them in her new revolutionary method. All women are beautiful and will benefit from this show. We'll start by talking about the Guide Book, Book 1, Your Fashion Guide Based on Body Shape and the Space of the Waist. This book is available for $9.99 at Amazon.com. We welcome Talls, Petites, Shorter, Curvy and Average women. It is our desire to empower women, provide information that will help you dress your very best. Our first guest is Italian designer, pattern maker, seamstress and tailor Rita Antonucci. We will talk about primarily short and long waists, and the difficulty in some of the alterations, as well as the expense of alterations. Rita will explain how style and silhouettes matter.

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Encore: Introduction to C Melody Edmondson Book1:The Guide Book

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Play Episode Listen Later Apr 11, 2023 60:00

This show will be an introduction of the Host C Melody Edmondson, and a discussion with guest Rina Antonucci. We'll talk about what the Space of the Waist means and what other Primary Modifiers of the Body are. Melody will give a brief overview of all Body Shapes and Waist Lengths and how to measure them in her new revolutionary method. All women are beautiful and will benefit from this show. We'll start by talking about the Guide Book, Book 1, Your Fashion Guide Based on Body Shape and the Space of the Waist. This book is available for $9.99 at Amazon.com. We welcome Talls, Petites, Shorter, Curvy and Average women. It is our desire to empower women, provide information that will help you dress your very best. Our first guest is Italian designer, pattern maker, seamstress and tailor Rita Antonucci. We will talk about primarily short and long waists, and the difficulty in some of the alterations, as well as the expense of alterations. Rita will explain how style and silhouettes matter.

amazon business marketing body space beauty italian arts fashion average variety tall shorter guidebook petites voiceamerica waist curvy edmondson book1

PLATONICS FRIENDS, HAVING SEX WITH FRIENDS, BEING HONEST | UNCUT

Rich & Unemployed

Play Episode Listen Later Nov 3, 2022 136:23

Guest: Mikayla CorinIG: @Bigkaylainc https://www.instagram.com/bigkaylainc/Rich & Unemployed Merchhttps://richunemployed.net/Patreonhttps://www.patreon.com/RICHUNEMPLOYEDShow Notes00:00 Intro 02:46 Big Energy?07:21 Motherhood21:50 Labeled as a Therapist55:43 Emotions & Men1:02:43 Boundaries & Relationships1:10:03 Having Sex with Friends1:24:28 Phone Checks Honesty & Loyalty1:35:30 Life's a Book1:51:26 Time, Inspiration & MotivationThe Wealthy Coach Podcast Hey Coaches, Practitioners & Healers! Go from 0 clients to a 6-Figure Online Biz!Listen on: Apple Podcasts Spotify

EP. 62 - The Iron Crown with L. L. MacRae & RJ Bayley

Prickly Pens Podcast

Play Episode Play 60 sec Highlight Listen Later Nov 2, 2022 76:38

This week, we are joined by fantasy author L. L. MacRae and audiobook narrator/voice actor RJ Bayley. We discuss MacRae's The Iron Crown, Book1 of the Dragon Spirits series. We also discuss the audiobook of The Iron Crown narrated by RJ Bayley.The Iron Crown & the audiobook is available now >> HereTo Connect with L. L. MacRae:WebsiteTwitterInstagramFacebookAmazonTo Connect with R J Bayley:WebsiteTwitterInstagramFacebook Bayley's Bookshelf PodcastTo Connect with Prickly Pens:TwitterInstagramFacebookEmail: thatjoyfulspark@gmail.comStay Prickly~

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EP. 56 - Welcome to L.L. Stephens' Triempery Revelations epic fantasy series

Prickly Pens Podcast

Play Episode Play 60 sec Highlight Listen Later Sep 21, 2022 72:44

This week, we are joined by L. L. Stephens. We discuss Stephens' beautifully written, epic, age fantasy "Sordaneon," Book1 of 'The Triempery Revelations' series, diving int, story development, world building, lore, themes, and future plans of the awesome series.Book 2 - The Kheld King is now available on AmazonTo Connect with L. L. Stephens:WebsiteFacebookTwitterAmazonTo connect with Prickly Pens Podcast:TwitterInstagramFacebookEmail: thatjoyfulspark@gmail.com Stay Prickly~

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INTERVIEW w/ a FORMER WHITE SUPREMACIST LEADER (TONY MCALEER)- Life After Hate

The Good Listener Podcast

Play Episode Listen Later Jun 24, 2022 89:15

For this episode I spoke w/ former white supremacist skinhead leader Tony McAleer. (TIMESTAMPS BELOW)Tony told us about his upbringing and the traumas that contributed to his eventual joining of Canadian racist skinhead movement where he would progress to the role of leader. Tony spoke about the members that made up such groups, the disfunction that was pervasive within the movement, the effect that years of being in the movement had on his humanity and his eventual leaving of the group. Tony spoke also about his current work to deradicalize extremists and prevent others from falling into a life of hate.00:00 INTRO… growing up, relationship w/ father, boarding school in England11:50- first contact w/ skinheads at Canadian punk rock concert, “befriend the bully, become the bully” mentality, introduction to violence- addictive/intoxicating feeling from it 20:40 getting serious w/ involvement in skinhead/white sup groups, using technology to spread their message 30:50 using music as recruitment tool 32:30 Types within white sup groups 36:40 Which racial/ethnic groups were most hated by the white sup groups?41:50 Tony's parents on Tony's activities at the time (having Hitler poster on bedroom wall while living w/ a father who had been bombed during WW2)45:10 Recruiting members, how trauma effects us, positive shame/toxic shame 53:40 Tony's thoughts on hate, rage57:45 Tony's leaving the white sup movement 1:03:10- the impact of “American History X” on Tony 1:04:57- “not something I wanted for my children”- how Tony's children helped him leave1:06:40- disengaging from the group, getting introduction to therapy 1:14:40- Book1:15:10 Tony's current work in de-radicalizing (Life After Hate)1:21:00- Coming back the same Synagogue 30 years after committing hate-crime there https://www.lifeafterhate.org/blog/tag/Tony+McAleerhttps://twitter.com/mcaleerhttps://linktr.ee/TheGoodListenerPodcasthttps://twitter.com/GLP_johnhaddenhttps://www.instagram.com/thegoodlistenerpodcast/

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Mark J. Burns

Stick to Sports Biz

Play Episode Listen Later May 31, 2022 125:58

Mark J. Burns (Morning Consult) joins Stick to Sports Biz to discuss starting his own subscription-based sports media site, his middle initial, and his real life rom-com. Mark and Brandon hit new grads with some harsh truths about working in sports, explore some soul-searching moments in their careers, and examine how people make it on to the Forbes 30 Under 30 list once and for all.The Kickoff: How to Beat Imposter Syndrome, Conquer Fear, and Bring Your Creative Project to Life11:50 - Interview with Mark J. Burns18:00 - How he developed a passion for writing22:55 - Writing for SportTechie27:00 - What led Mark to start Sports Business Chronicle44:20 - What happened to Sports Business Chronicle?56:50 - How does someone really get on the Forbes 30 Under 30 List?1:03:10 - How Mark met his wife + their unexpected reunion1:13:15 - Mark's experiences in Brazil + wedding details1:17:05 - Mark's 5 Harsh Truths/Things You Need to Know Before Working in Sports1:38:05 - The Recommender - Mark's TV Show, Music Artist, and Book1:43:05 - Old Tweets1:49:40 - Mark's approach to TwitterHost & Producer: Brandon FleshmanGuest: Mark J. BurnsBe sure to follow, rate, and review the show if you enjoy this episode!Follow Brandon on TwitterFollow Mark on TwitterMorning Consult NewsletterPromo: Middle Class Film Class

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Annika Steiber: Rendanheyi is the Most Radically Disruptive Organizational Innovation

Play Episode Listen Later May 17, 2022

Innovation in organization is at least equal in importance to technological innovation and product / service innovation. It tends to get less attention, which is a great opportunity for imaginative entrepreneurs to implement change for competitive advantage. Dr. Annika Steiber has studied organizational innovation for over twenty years and is a global authority. She shares her insights with Economics For Business, including her analysis of the most dramatic organizational innovation of all, Rendanheyi. Professor Steiber's most recent book is Leadership For A Digital World (Mises.org/E4B_170_Book1), and is her most comprehensive guide yet for business management in the digital age. She's the author of eleven books, including The Google Model (Mises.org/E4B_170_Book2) and The Silicon Valley Model (Mises.org/E4B_170_Book3). Her Menlo College Rendanheyi Silicon Valley webinars are available at Menlo.edu/Webinars. Key Takeaways and Actionable Insights Organizational innovation doesn't get the attention it merits, even though it can contribute greatly to customer value generation. Innovation thinking tends to focus on technology innovation and product/service innovation, with the definition of innovation as the successful introduction of new customer value to markets. Organizational innovation is not often seen through that lens. But it should be. We can reframe the problem this way: does bad organizational structure subtract from the customer value experience? We can all think of ways in which it might do so: for example, poor customer service when customer-facing employees are not empowered, and layers of bureaucracy that impede responsiveness to customer needs. In those cases, organizational innovation could readily generate improved customer experiences and enhanced customer value. Dr. Steiber had made organizational innovation her research focus for over two decades. There are a small number of organizational innovators, and a lot of imitators. Google has been one of the originators of new organizational models. Many organizational innovations are pre-packaged — LEAN is an example — and implementers are following someone else's lead. Others are long drawn out evolutions of incremental improvement without a great burst of innovation. One example of what Dr. Steiber calls "an entirely new animal" in organizational innovation can be found in the early years of Google, which she studied first hand — she was embedded in Google as an independent researcher. She observed a different management model than anything she had seen before anywhere in the world. From this research, Professor Steiber developed six new management principles, published in her book The Google Model, and summarized in our free PDF (Mises.org/E4B_170_PDF). Silicon Valley companies employed and expanded on the Google Model. Dr. Steiber studies the peers of Google in Silicon Valley and found that they all adopted the Google Model and its six principles, some more slowly than others. Interestingly, her research pointed to a DNA advantage for Silicon Valley going back to the gold rush: it was a location that attracted and was populated by innovative and entrepreneurial people who were capable of building businesses and new institutions from scratch in the late 19th Century, and in the 20th Century, it was the place where Information Technology emerged, was expanded and accelerated and first put to use in business. Knowledge and knowledge flow replaced management structures and face-to-face administration, including at early pioneers such as Hewlett-Packard. Read "The HP Way"—an early Silicon Valley organizational innovation manifesto (Mises.org/E4B_170_PDF2). The six management principles Dr. Steiber describes are: Dynamic capabilities. Ability to integrate, develop, and reconfigure internal and external competencies in order to meet rapidly changing surroundings. A continuously changing organization. Instead of waiting and springing into action after needs become pressing, a company should ensure that its organization is permeated with a proactive approach to change. A people-centric approach. People-centric, focusing on the individual and liberating their innovative power and providing them with a setting in which they can express their creativity. An ambidextrous organization. Two different forms of organizational logic within the same organization: daily production, which works best with a conventional planning-and-control approach, and innovation, which requires greater freedom, flexibility, and a more open attitude toward experimentation. An ambidextrous organization must successfully handle and utilize the energy inherent in the contrast between these two forms of logic. An open organization that networks with its surroundings. Permeable boundaries and a constant and conscious exchange of information with the surroundings. Long-term survival requires that companies develop into more open networking systems. A systems approach. A holistic view of the system and understanding that the system can spontaneously develop new characteristics that can be difficult to predict. These new characteristics can be positive, negative or a combination of the two, creating a demand for additional measures, such as decreasing the fallout from unexpected negative system effects. We highlighted a couple of these new management principles. A continuously changing organization The most successful companies are designed for constant renewal. They expect change all the time, and they lead its development. They aim for excellence on every dimension, applying three layers of expertise: Be proactive: Search for change internally and externally. Embrace it and practice it.Experimentation culture: Try every initiative assuming that it could be a new opportunity. Mobilize fast.Don't follow. Take the lead, change the standard, be disruptive rather than disrupted, practice creative destruction. These companies never lose external focus, continuously monitoring developments and competitors that could disrupt them, and constantly market-testing new initiatives. They have highly developed sensing capabilities. An ambidextrous organization Combining the two logics of flawless daily execution for known established businesses and exploratory experimentation seeking unknown new business innovation is an organizational breakthrough. It's a systemic view of an organization combining different kinds of leadership for the two styles, different cultural signals, different milestones, different incentives, and different evaluation criteria. One system is designed for stability and one for change. Rendanheyi: the most radically entrepreneurial organizational innovation. True organizational innovation is very rare, but there is a new one that Professor Steiber described for E4B called Rendanheyi. Rendanheyi is an organizational innovation for the network age in which a large company (Haier, the Chinese company that first instituted the model has 70,000 employees) splits itself into hundreds of microenterprises of averagely 60-70 people — but could be as low as 10 or so - each enterprise performing as its own entrepreneurial business with its own P&L, its own customer base, and control over hiring, budget, and distribution of profit, and over its own value-adding line of business. Defining characteristics include: No bureaucracy, hierarchy, or pyramid forms of organization; no managers.Employees are not referred to as such — everyone can be an entrepreneur is the mantra; they choose which microenterprise to work in. The focus is on the customer or end-user and not on pleasing the manager above. Incentive systems reward all employees for value creation, and all individual employees are constantly trying to understand how to increase value for customers. Increased value creation is rewarded, and so wealth generation is democratized.Zero distance to the end-user: this is a Rendanheyi principle that brings the consumer or customer inside the microenterprise to co-create new value in the form of new products and services and solutions. Wholesalers and retailers, for example, can inject distance between a Haier micro-enterprise and its users; the enterprise might look to digital solutions to eliminate that distance. Generally, they seek to identify barriers to zero distance to the users and get rid of them.End-user is a general term, so that those micro-enterprises that are serving other businesses rather than consumers can nevertheless practice the zero distance principle. For example, there may be a marketing micro-enterprise within Haier that serves a manufacturing micro-enterprise and a sales micro-enterprise. All can be aligned with zero distance and can work to fulfill end-users' needs.Paid-by-user. This principle focuses micro-enterprises on end-user value by emphasizing that all businesses live or die based on whether the end-user pays them for value perceived, or not. It's Austrian customer sovereignty in action. The general tendency in paid-by-user is away from transactional relationships to extended relationships across multiple purchases in ecosystems and via subscriptions and memberships. Relationships are an important focus, and the focus is on creating life-time users. A sports team on the playing field is a sound analogy for Rendanheyi. There is no central control, each team member is collaborating and combining specialized skills for a team result. There is only limited call for corporate functions at the center of the Rendanheyi organization. There is a role for developing and furthering vision that crosses multiple micro-enterprises, and for portfolio decision-making as to where to invest resources. Some orchestration functions can be assigned to the center — for example, furthering ecosystem thinking whereby micro-enterprises serving a consumer domain such as the kitchen can develop multiple services including information services and integration services across multiple appliances, tasks, and problems for the kitchen ecosystem. The result of the Rendanheyi model is the animation of a living system, a superorganism. Rendanheyi provides a genuinely new and different perspective on entrepreneurial organization at scale. Additional Resources "Six Organizational Principles for Adaptive Entrepreneurial Models" (PDF): Mises.org/E4B_170_PDF Rendanheyi Silicon Valley Center: Mises.org/E4B_170_Rendanheyi Menlo College Rendanheyi Silicon Valley Webinars: Menlo.edu/Webinars Menlo College Digital Management Courses and Webinars: Executive.Menlo.edu

Annika Steiber: Rendanheyi is the Most Radically Disruptive Organizational Innovation

Mises Media

Play Episode Listen Later May 17, 2022

Innovation in organization is at least equal in importance to technological innovation and product / service innovation. It tends to get less attention, which is a great opportunity for imaginative entrepreneurs to implement change for competitive advantage. Dr. Annika Steiber has studied organizational innovation for over twenty years and is a global authority. She shares her insights with Economics For Business, including her analysis of the most dramatic organizational innovation of all, Rendanheyi. Professor Steiber's most recent book is Leadership For A Digital World (Mises.org/E4B_170_Book1), and is her most comprehensive guide yet for business management in the digital age. She's the author of eleven books, including The Google Model (Mises.org/E4B_170_Book2) and The Silicon Valley Model (Mises.org/E4B_170_Book3). Her Menlo College Rendanheyi Silicon Valley webinars are available at Menlo.edu/Webinars. Key Takeaways and Actionable Insights Organizational innovation doesn't get the attention it merits, even though it can contribute greatly to customer value generation. Innovation thinking tends to focus on technology innovation and product/service innovation, with the definition of innovation as the successful introduction of new customer value to markets. Organizational innovation is not often seen through that lens. But it should be. We can reframe the problem this way: does bad organizational structure subtract from the customer value experience? We can all think of ways in which it might do so: for example, poor customer service when customer-facing employees are not empowered, and layers of bureaucracy that impede responsiveness to customer needs. In those cases, organizational innovation could readily generate improved customer experiences and enhanced customer value. Dr. Steiber had made organizational innovation her research focus for over two decades. There are a small number of organizational innovators, and a lot of imitators. Google has been one of the originators of new organizational models. Many organizational innovations are pre-packaged — LEAN is an example — and implementers are following someone else's lead. Others are long drawn out evolutions of incremental improvement without a great burst of innovation. One example of what Dr. Steiber calls "an entirely new animal" in organizational innovation can be found in the early years of Google, which she studied first hand — she was embedded in Google as an independent researcher. She observed a different management model than anything she had seen before anywhere in the world. From this research, Professor Steiber developed six new management principles, published in her book The Google Model, and summarized in our free PDF (Mises.org/E4B_170_PDF). Silicon Valley companies employed and expanded on the Google Model. Dr. Steiber studies the peers of Google in Silicon Valley and found that they all adopted the Google Model and its six principles, some more slowly than others. Interestingly, her research pointed to a DNA advantage for Silicon Valley going back to the gold rush: it was a location that attracted and was populated by innovative and entrepreneurial people who were capable of building businesses and new institutions from scratch in the late 19th Century, and in the 20th Century, it was the place where Information Technology emerged, was expanded and accelerated and first put to use in business. Knowledge and knowledge flow replaced management structures and face-to-face administration, including at early pioneers such as Hewlett-Packard. Read "The HP Way"—an early Silicon Valley organizational innovation manifesto (Mises.org/E4B_170_PDF2). The six management principles Dr. Steiber describes are: Dynamic capabilities. Ability to integrate, develop, and reconfigure internal and external competencies in order to meet rapidly changing surroundings. A continuously changing organization. Instead of waiting and springing into action after needs become pressing, a company should ensure that its organization is permeated with a proactive approach to change. A people-centric approach. People-centric, focusing on the individual and liberating their innovative power and providing them with a setting in which they can express their creativity. An ambidextrous organization. Two different forms of organizational logic within the same organization: daily production, which works best with a conventional planning-and-control approach, and innovation, which requires greater freedom, flexibility, and a more open attitude toward experimentation. An ambidextrous organization must successfully handle and utilize the energy inherent in the contrast between these two forms of logic. An open organization that networks with its surroundings. Permeable boundaries and a constant and conscious exchange of information with the surroundings. Long-term survival requires that companies develop into more open networking systems. A systems approach. A holistic view of the system and understanding that the system can spontaneously develop new characteristics that can be difficult to predict. These new characteristics can be positive, negative or a combination of the two, creating a demand for additional measures, such as decreasing the fallout from unexpected negative system effects. We highlighted a couple of these new management principles. A continuously changing organization The most successful companies are designed for constant renewal. They expect change all the time, and they lead its development. They aim for excellence on every dimension, applying three layers of expertise: Be proactive: Search for change internally and externally. Embrace it and practice it.Experimentation culture: Try every initiative assuming that it could be a new opportunity. Mobilize fast.Don't follow. Take the lead, change the standard, be disruptive rather than disrupted, practice creative destruction. These companies never lose external focus, continuously monitoring developments and competitors that could disrupt them, and constantly market-testing new initiatives. They have highly developed sensing capabilities. An ambidextrous organization Combining the two logics of flawless daily execution for known established businesses and exploratory experimentation seeking unknown new business innovation is an organizational breakthrough. It's a systemic view of an organization combining different kinds of leadership for the two styles, different cultural signals, different milestones, different incentives, and different evaluation criteria. One system is designed for stability and one for change. Rendanheyi: the most radically entrepreneurial organizational innovation. True organizational innovation is very rare, but there is a new one that Professor Steiber described for E4B called Rendanheyi. Rendanheyi is an organizational innovation for the network age in which a large company (Haier, the Chinese company that first instituted the model has 70,000 employees) splits itself into hundreds of microenterprises of averagely 60-70 people — but could be as low as 10 or so - each enterprise performing as its own entrepreneurial business with its own P&L, its own customer base, and control over hiring, budget, and distribution of profit, and over its own value-adding line of business. Defining characteristics include: No bureaucracy, hierarchy, or pyramid forms of organization; no managers.Employees are not referred to as such — everyone can be an entrepreneur is the mantra; they choose which microenterprise to work in. The focus is on the customer or end-user and not on pleasing the manager above. Incentive systems reward all employees for value creation, and all individual employees are constantly trying to understand how to increase value for customers. Increased value creation is rewarded, and so wealth generation is democratized.Zero distance to the end-user: this is a Rendanheyi principle that brings the consumer or customer inside the microenterprise to co-create new value in the form of new products and services and solutions. Wholesalers and retailers, for example, can inject distance between a Haier micro-enterprise and its users; the enterprise might look to digital solutions to eliminate that distance. Generally, they seek to identify barriers to zero distance to the users and get rid of them.End-user is a general term, so that those micro-enterprises that are serving other businesses rather than consumers can nevertheless practice the zero distance principle. For example, there may be a marketing micro-enterprise within Haier that serves a manufacturing micro-enterprise and a sales micro-enterprise. All can be aligned with zero distance and can work to fulfill end-users' needs.Paid-by-user. This principle focuses micro-enterprises on end-user value by emphasizing that all businesses live or die based on whether the end-user pays them for value perceived, or not. It's Austrian customer sovereignty in action. The general tendency in paid-by-user is away from transactional relationships to extended relationships across multiple purchases in ecosystems and via subscriptions and memberships. Relationships are an important focus, and the focus is on creating life-time users. A sports team on the playing field is a sound analogy for Rendanheyi. There is no central control, each team member is collaborating and combining specialized skills for a team result. There is only limited call for corporate functions at the center of the Rendanheyi organization. There is a role for developing and furthering vision that crosses multiple micro-enterprises, and for portfolio decision-making as to where to invest resources. Some orchestration functions can be assigned to the center — for example, furthering ecosystem thinking whereby micro-enterprises serving a consumer domain such as the kitchen can develop multiple services including information services and integration services across multiple appliances, tasks, and problems for the kitchen ecosystem. The result of the Rendanheyi model is the animation of a living system, a superorganism. Rendanheyi provides a genuinely new and different perspective on entrepreneurial organization at scale. Additional Resources "Six Organizational Principles for Adaptive Entrepreneurial Models" (PDF): Mises.org/E4B_170_PDF Rendanheyi Silicon Valley Center: Mises.org/E4B_170_Rendanheyi Menlo College Rendanheyi Silicon Valley Webinars: Menlo.edu/Webinars Menlo College Digital Management Courses and Webinars: Executive.Menlo.edu

Annika Steiber: Rendanheyi is the Most Radically Disruptive Organizational Innovation

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Play Episode Listen Later May 17, 2022

Innovation in organization is at least equal in importance to technological innovation and product / service innovation. It tends to get less attention, which is a great opportunity for imaginative entrepreneurs to implement change for competitive advantage. Dr. Annika Steiber has studied organizational innovation for over twenty years and is a global authority. She shares her insights with Economics For Business, including her analysis of the most dramatic organizational innovation of all, Rendanheyi. Professor Steiber's most recent book is Leadership For A Digital World (Mises.org/E4B_170_Book1), and is her most comprehensive guide yet for business management in the digital age. She's the author of eleven books, including The Google Model (Mises.org/E4B_170_Book2) and The Silicon Valley Model (Mises.org/E4B_170_Book3). Her Menlo College Rendanheyi Silicon Valley webinars are available at Menlo.edu/Webinars. Key Takeaways and Actionable Insights Organizational innovation doesn't get the attention it merits, even though it can contribute greatly to customer value generation. Innovation thinking tends to focus on technology innovation and product/service innovation, with the definition of innovation as the successful introduction of new customer value to markets. Organizational innovation is not often seen through that lens. But it should be. We can reframe the problem this way: does bad organizational structure subtract from the customer value experience? We can all think of ways in which it might do so: for example, poor customer service when customer-facing employees are not empowered, and layers of bureaucracy that impede responsiveness to customer needs. In those cases, organizational innovation could readily generate improved customer experiences and enhanced customer value. Dr. Steiber had made organizational innovation her research focus for over two decades. There are a small number of organizational innovators, and a lot of imitators. Google has been one of the originators of new organizational models. Many organizational innovations are pre-packaged — LEAN is an example — and implementers are following someone else's lead. Others are long drawn out evolutions of incremental improvement without a great burst of innovation. One example of what Dr. Steiber calls "an entirely new animal" in organizational innovation can be found in the early years of Google, which she studied first hand — she was embedded in Google as an independent researcher. She observed a different management model than anything she had seen before anywhere in the world. From this research, Professor Steiber developed six new management principles, published in her book The Google Model, and summarized in our free PDF (Mises.org/E4B_170_PDF). Silicon Valley companies employed and expanded on the Google Model. Dr. Steiber studies the peers of Google in Silicon Valley and found that they all adopted the Google Model and its six principles, some more slowly than others. Interestingly, her research pointed to a DNA advantage for Silicon Valley going back to the gold rush: it was a location that attracted and was populated by innovative and entrepreneurial people who were capable of building businesses and new institutions from scratch in the late 19th Century, and in the 20th Century, it was the place where Information Technology emerged, was expanded and accelerated and first put to use in business. Knowledge and knowledge flow replaced management structures and face-to-face administration, including at early pioneers such as Hewlett-Packard. Read "The HP Way"—an early Silicon Valley organizational innovation manifesto (Mises.org/E4B_170_PDF2). The six management principles Dr. Steiber describes are: Dynamic capabilities. Ability to integrate, develop, and reconfigure internal and external competencies in order to meet rapidly changing surroundings. A continuously changing organization. Instead of waiting and springing into action after needs become pressing, a company should ensure that its organization is permeated with a proactive approach to change. A people-centric approach. People-centric, focusing on the individual and liberating their innovative power and providing them with a setting in which they can express their creativity. An ambidextrous organization. Two different forms of organizational logic within the same organization: daily production, which works best with a conventional planning-and-control approach, and innovation, which requires greater freedom, flexibility, and a more open attitude toward experimentation. An ambidextrous organization must successfully handle and utilize the energy inherent in the contrast between these two forms of logic. An open organization that networks with its surroundings. Permeable boundaries and a constant and conscious exchange of information with the surroundings. Long-term survival requires that companies develop into more open networking systems. A systems approach. A holistic view of the system and understanding that the system can spontaneously develop new characteristics that can be difficult to predict. These new characteristics can be positive, negative or a combination of the two, creating a demand for additional measures, such as decreasing the fallout from unexpected negative system effects. We highlighted a couple of these new management principles. A continuously changing organization The most successful companies are designed for constant renewal. They expect change all the time, and they lead its development. They aim for excellence on every dimension, applying three layers of expertise: Be proactive: Search for change internally and externally. Embrace it and practice it.Experimentation culture: Try every initiative assuming that it could be a new opportunity. Mobilize fast.Don't follow. Take the lead, change the standard, be disruptive rather than disrupted, practice creative destruction. These companies never lose external focus, continuously monitoring developments and competitors that could disrupt them, and constantly market-testing new initiatives. They have highly developed sensing capabilities. An ambidextrous organization Combining the two logics of flawless daily execution for known established businesses and exploratory experimentation seeking unknown new business innovation is an organizational breakthrough. It's a systemic view of an organization combining different kinds of leadership for the two styles, different cultural signals, different milestones, different incentives, and different evaluation criteria. One system is designed for stability and one for change. Rendanheyi: the most radically entrepreneurial organizational innovation. True organizational innovation is very rare, but there is a new one that Professor Steiber described for E4B called Rendanheyi. Rendanheyi is an organizational innovation for the network age in which a large company (Haier, the Chinese company that first instituted the model has 70,000 employees) splits itself into hundreds of microenterprises of averagely 60-70 people — but could be as low as 10 or so - each enterprise performing as its own entrepreneurial business with its own P&L, its own customer base, and control over hiring, budget, and distribution of profit, and over its own value-adding line of business. Defining characteristics include: No bureaucracy, hierarchy, or pyramid forms of organization; no managers.Employees are not referred to as such — everyone can be an entrepreneur is the mantra; they choose which microenterprise to work in. The focus is on the customer or end-user and not on pleasing the manager above. Incentive systems reward all employees for value creation, and all individual employees are constantly trying to understand how to increase value for customers. Increased value creation is rewarded, and so wealth generation is democratized.Zero distance to the end-user: this is a Rendanheyi principle that brings the consumer or customer inside the microenterprise to co-create new value in the form of new products and services and solutions. Wholesalers and retailers, for example, can inject distance between a Haier micro-enterprise and its users; the enterprise might look to digital solutions to eliminate that distance. Generally, they seek to identify barriers to zero distance to the users and get rid of them.End-user is a general term, so that those micro-enterprises that are serving other businesses rather than consumers can nevertheless practice the zero distance principle. For example, there may be a marketing micro-enterprise within Haier that serves a manufacturing micro-enterprise and a sales micro-enterprise. All can be aligned with zero distance and can work to fulfill end-users' needs.Paid-by-user. This principle focuses micro-enterprises on end-user value by emphasizing that all businesses live or die based on whether the end-user pays them for value perceived, or not. It's Austrian customer sovereignty in action. The general tendency in paid-by-user is away from transactional relationships to extended relationships across multiple purchases in ecosystems and via subscriptions and memberships. Relationships are an important focus, and the focus is on creating life-time users. A sports team on the playing field is a sound analogy for Rendanheyi. There is no central control, each team member is collaborating and combining specialized skills for a team result. There is only limited call for corporate functions at the center of the Rendanheyi organization. There is a role for developing and furthering vision that crosses multiple micro-enterprises, and for portfolio decision-making as to where to invest resources. Some orchestration functions can be assigned to the center — for example, furthering ecosystem thinking whereby micro-enterprises serving a consumer domain such as the kitchen can develop multiple services including information services and integration services across multiple appliances, tasks, and problems for the kitchen ecosystem. The result of the Rendanheyi model is the animation of a living system, a superorganism. Rendanheyi provides a genuinely new and different perspective on entrepreneurial organization at scale. Additional Resources "Six Organizational Principles for Adaptive Entrepreneurial Models" (PDF): Mises.org/E4B_170_PDF Rendanheyi Silicon Valley Center: Mises.org/E4B_170_Rendanheyi Menlo College Rendanheyi Silicon Valley Webinars: Menlo.edu/Webinars Menlo College Digital Management Courses and Webinars: Executive.Menlo.edu

Paige Kuhn

Stick to Sports Biz

Play Episode Listen Later May 16, 2022 103:06

Paige Kuhn (Bleacher Report, Co-Host of No Punts Allowed) joins Stick to Sports Biz to discuss her prolific work as a podcast host, the 2022 college football season, and the duality of being a woman in sports. Paige and Brandon talk about why some men insist on quizzing a woman's sports knowledge, the power of representation, and the value of changing our opinions over time.The Kickoff: Luck and Career Advice5:30 - Interview with Paige Kuhn6:00 - Her full circle career moment covering the NCAA Basketball Tournament9:00 - Looking back on seven years at Bleacher Report17:05 - Paige's experiences in sports at the University of Arizona19:30 - Her family bonds24:40 - Why she pursued a career as a sports anchor27:40 - Her first in-person interview experience36:30 - Paige's “Why”38:00 - The duality of being a woman in sports40:40 - How women can make space for other women in sports43:50 - Paige's first podcast covering The Bachelor with Kristen Saban48:10 - Her second podcast with Matt Miller49:00 - No Punts Allowed with Adam Kramer54:50 - Paige's Top 5 College Football Storylines to Watch1:12:20 - The Recommender - Paige's TV Show, Podcast, and Book1:26:00 - Old TweetsHost & Producer: Brandon FleshmanGuest: Paige KuhnBe sure to follow, rate, and review the show if you enjoy this episode!For more, check out:Alex Warneke on Episode 2 of Stick to Sports BizFollow Brandon on TwitterFollow Paige on Twitter, Instagram, and TikTokPromo: Middle Class Film Class

008_BOOK1 DRAMATIC READING: DEAD END JOB

The Creative Underground Podcast

Play Episode Listen Later Apr 8, 2022 52:20

A *dramatic* reading of my 1st novella, DEAD END JOB: The tragic story of an artist who will never leave his soul crushing day job...ever. Released in early 2021. Get a copy here: https://www.amazon.com/DEAD-END-JOB-TRAGIC-ARTIST/dp/B08TFW4W8C/ref=sr_1_1?crid=HEUYVF56R6UR&keywords=Nickolas+Sherman&qid=1649328722&sprefix=nickolas+sherman%2Caps%2C101&sr=8-1#customerReviews Enjoy some background on the book, with the reading to follow, all in preparation for the release of Book #3 --- title and subject matter yet to be announced. -- Find More Art, Design, Stories: www.nickshermandesign.com Instagram for : @nickshermancreative Substack: https://thecreativebrief.substack.com

stories design released dramatic reading dead end job book1

Introduction to C Melody Edmondson Book1:The Guide Book

Play Episode Listen Later Jan 4, 2022 60:00

This show will be an introduction of the Host C Melody Edmondson, and a discussion with guest Rina Antonucci. We'll talk about what the Space of the Waist means and what other Primary Modifiers of the Body are. Melody will give a brief overview of all Body Shapes and Waist Lengths and how to measure them in her new revolutionary method. All women are beautiful and will benefit from this show. We'll start by talking about the Guide Book, Book 1, Your Fashion Guide Based on Body Shape and the Space of the Waist. This book is available for $9.99 at Amazon.com. We welcome Talls, Petites, Shorter, Curvy and Average women. It is our desire to empower women, provide information that will help you dress your very best. Our first guest is Italian designer, pattern maker, seamstress and tailor Rita Antonucci. We will talk about primarily short and long waists, and the difficulty in some of the alterations, as well as the expense of alterations. Rita will explain how style and silhouettes matter.

amazon business marketing body space beauty italian arts fashion average variety tall shorter guidebook petites voiceamerica waist curvy edmondson book1

Introduction to C Melody Edmondson Book1:The Guide Book

Play Episode Listen Later Jan 4, 2022 60:00

This show will be an introduction of the Host C Melody Edmondson, and a discussion with guest Rina Antonucci. We'll talk about what the Space of the Waist means and what other Primary Modifiers of the Body are. Melody will give a brief overview of all Body Shapes and Waist Lengths and how to measure them in her new revolutionary method. All women are beautiful and will benefit from this show. We'll start by talking about the Guide Book, Book 1, Your Fashion Guide Based on Body Shape and the Space of the Waist. This book is available for $9.99 at Amazon.com. We welcome Talls, Petites, Shorter, Curvy and Average women. It is our desire to empower women, provide information that will help you dress your very best. Our first guest is Italian designer, pattern maker, seamstress and tailor Rita Antonucci. We will talk about primarily short and long waists, and the difficulty in some of the alterations, as well as the expense of alterations. Rita will explain how style and silhouettes matter.

amazon business marketing body space beauty italian arts fashion average variety tall shorter guidebook petites voiceamerica waist curvy edmondson book1

Introduction to C Melody Edmondson Book1:The Guide Book

All Things F*cking Considered

Play Episode Listen Later Jan 4, 2022 60:00

This show will be an introduction of the Host C Melody Edmondson, and a discussion with guest Rina Antonucci. We'll talk about what the Space of the Waist means and what other Primary Modifiers of the Body are. Melody will give a brief overview of all Body Shapes and Waist Lengths and how to measure them in her new revolutionary method. All women are beautiful and will benefit from this show. We'll start by talking about the Guide Book, Book 1, Your Fashion Guide Based on Body Shape and the Space of the Waist. This book is available for $9.99 at Amazon.com. We welcome Talls, Petites, Shorter, Curvy and Average women. It is our desire to empower women, provide information that will help you dress your very best. Our first guest is Italian designer, pattern maker, seamstress and tailor Rita Antonucci. We will talk about primarily short and long waists, and the difficulty in some of the alterations, as well as the expense of alterations. Rita will explain how style and silhouettes matter.

amazon business marketing body space beauty italian arts fashion average variety tall shorter guidebook petites voiceamerica waist curvy edmondson book1

Introspective : The Making of All Eyez On Me as told by XXL (Book1)

Play Episode Listen Later Dec 1, 2021 50:45

The making of the first book of this seminal hip hop classic told by Daz, Kurupt, the late Nate Dogg, DJ Quik and more. Press Play --- Send in a voice message: https://anchor.fm/derrick-jackson81/message

introspective nate dogg eyez daz kurupt dj quik book1

Storm Front

Opinionated Movie Reviews

Play Episode Listen Later Oct 25, 2021 67:39

We dragged Michal through the entire Codex Alera series to begin this journey and now we have a new friend to add to the podcast. Will this story light up their world? Or would having a frog demon in a trench coat show up while you're showering be better?

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Back to Aliens! Grace Goodwin's Interstellar Brides Book1 - Assigned a Mate

Romance Book Review Podcast

Play Episode Listen Later Oct 16, 2021 41:21

Heidi talks about Grace Goodwin's Assigned a Mate. It's described as an erotic romance with a lot of spanking and it delivers. But does Heidi like it? This is a hugely popular series with 21(!) books in it but this first book is about heroine, Eva, needing to go undercover into space for protection from the mob while she waits to provide testimony in court. She needs to seem like an actual "bride" in the brides in space program and she's paired with the Hero Tark. Our story goes from there!Heidi does the 10 point rating system and then the spoiler section.Support the show (https://paypal.me/romancebookreviewpod)

aliens mate interstellar brides assigned book1 grace goodwin

Book1: Chapter 2: We Don't Have to Become Animals

Dungeons and Dracon Beams: An Animorphs AU DnD Adventure

Play Episode Listen Later Aug 15, 2021 194:08

Savannah and Grant deal with Kamren. Zac and Reese deal with new developments. Grant- Cory Reese - Q Savannah - Alex Zac - Nate GM - Austin Catch the show live every other sunday on Twitch.tv/seezydrop Music The Gatekeepers Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 http://creativecommons.org/licenses/by/3.0/ Ambush Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 http://creativecommons.org/licenses/by/3.0/ Intrepid Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 http://creativecommons.org/licenses/by/3.0/ Tempting Secrets Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 http://creativecommons.org/licenses/by/3.0/ Loat Time Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 http://creativecommons.org/licenses/by/3.0/ Severe Tire Damage Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 http://creativecommons.org/licenses/by/3.0/ Mystic Force Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 http://creativecommons.org/licenses/by/3.0/ Autumn Day Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 http://creativecommons.org/licenses/by/3.0/ Blue Paint Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 http://creativecommons.org/licenses/by/3.0/ Hitman Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 http://creativecommons.org/licenses/by/3.0/ Crowd Hammer Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 http://creativecommons.org/licenses/by/3.0/ Leopard Print Elevator Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 http://creativecommons.org/licenses/by/3.0/

twitch animals zac kamren book1 hitman kevin macleod intrepid kevin macleod crowd hammer kevin macleod severe tire damage kevin macleod

Eamonn Butler's Primer on Entrepreneurship and Its Social Good

Play Episode Listen Later Aug 10, 2021

Entrepreneurship is the great force for social good — in fact, the greatest force for good in the history of civilization. It's the system of continuously improving the lives of others so we can improve our own lives. Through entrepreneurship, we can achieve greater and greater levels of community, collaboration and societal advance. Eamonn Butler, Co-Founder and Director of the Adam Smith Institute, has written what he calls a Primer for understanding and appreciating the wonderful institution of entrepreneurship (Mises.org/E4B_130_Book1). He highlights some of the key points on the Economics For Business podcast. Innovation and improvement. To continuously improve people's lives, we need new things. We need people to invent things that haven't been thought of before. And we need innovators, people who improve those things and find new purposes for them or new ways of producing and distributing them. And we need entrepreneurship, the marshalling of resources to produce these better things faster and more efficiently and get them into more people's hands. Entrepreneurs are those unique people who organize the marshalling of resources, and who risk their own capital and their investors' capital in this pursuit of a better future for all. Cascading Development. When entrepreneurs undertake this act of discovery, and especially when they succeed, they trigger cascading development. One innovation and entrepreneurial initiative leads to another. They are all aimed at making people's lives better — easier, healthier, more convenient, more affordable, more efficient. And, eventually, knowledge spreads, and people's lives are transformed, so that Indian peasant farmers can check produce prices on their smartphone and get the best offer from the market. Development cascades from individual to individual, firm to firm, market to market and country to country. It's never-ending improvement. Long-termism and ethical behavior. The outcome is long term uplift and benefit for all. Entrepreneurs are long term thinkers. They are focused on the lifetime of their company and their products, and perhaps to passing them on to the next generation (Politicians are the opposite — they can only think in election cycles). Entrepreneurs don't want to just make a short term profit and then leave the market. They want long term revenues and long term profits. That means creating reliable, returning customers who love the entrepreneur's product. That requires delighting those customers, serving them impeccably, never letting them down or breaking a promise. There are few other, if any, institutions that are constituted in this way. This Long-termism is ethical. Entrepreneurship is ethically driven. Internationalism A small firm can trade on a global stage, and if they can, they will. It's easier than ever before in the digital era. New and better ideas quickly spread around the world. But it has always been the case, since the earliest of times. Politicians establish borders to divide people, and then violate them in invasions and wars. Entrepreneurs see no borders between people. Political borders can't divide markets. Social good. Entrepreneurship achieves more for social good than any other institution. Entrepreneurial innovation in goods and services enhances life and opens up new possibilities. Customers flock to entrepreneurs because of the tremendous service they deliver. The constant improvement delivered by entrepreneurs constitutes civilizational progress. The competitive pressure to improve quality and utilize resources more efficiently generates more and more value for the world. It's an error to see business as extractive — extracting and using up resources. Business is generative, putting life-changing inventions at the disposal of the global population. What's seen is the dirt and smoke left over from mining or manufacturing. What's not seen, and is often unappreciated, is the huge amount of good that comes into the world via entrepreneurship. Entrepreneurship is the application of property rights at every scale. It's another error to think of entrepreneurship as small business or young and immature business. Ray Kroc of McDonald's was a great example of an entrepreneur who worked out how to operate a hamburger restaurant at global scale with continuous improvement. Entrepreneurship requires property rights; people need to have control over their property in order to transform it into marketable innovations and services. But that does not limit the scale of entrepreneurship. Property rights are a principle that supports global scaling. The entrepreneurial method. Probably the best way to define entrepreneurship is as a process or a method. It's akin to — and as important to civilization as — the scientific method, but different. They both involve trial-and-success, coming up with ideas and testing them. The scientist tests against reality, looking for a law, a repeatable outcome that will never vary. The entrepreneur tests against consumer approval, looking for acceptance that might be repeatable until conditions change, such as new competition arriving. Entrepreneurs can't predict the future as scientists can, and they can't exert control in the form of unchanging laboratory conditions. Yet they still are challenged to build a business that lasts. Can we nurture this institution? Yes. In school, via literacy and entrepreneurially-oriented education, teaching young people about profit, and uncertainty and the requirement for supportive environmental elements such as property rights and flexible labor laws, and the value of trying multiple different initiatives before discovering a winning proposition. We might not be able to teach successful entrepreneurship, but we can create the conditions for learning. A selection of books by Eamonn Butler Entrepreneurship: A Primer: Mises.org/E4B_130_Book1 Austrian Economics: A Primer: Mises.org/E4B_130_Book2 Classical Liberalism — A Primer: Mises.org/E4B_130_Book3 Ludwig von Mises — A Primer: Mises.org/E4B_130_Book4 Friedrich Hayek: The Ideas and Influence of the Libertarian Economist: Mises.org/E4B_130_Book5 The Condensed Wealth of Nations: Mises.org/E4B_130_Book6

Eamonn Butler's Primer on Entrepreneurship and Its Social Good

Dungeons and Dracon Beams: An Animorphs AU DnD Adventure

Play Episode Listen Later Aug 10, 2021

Entrepreneurship is the great force for social good — in fact, the greatest force for good in the history of civilization. It's the system of continuously improving the lives of others so we can improve our own lives. Through entrepreneurship, we can achieve greater and greater levels of community, collaboration and societal advance. Eamonn Butler, Co-Founder and Director of the Adam Smith Institute, has written what he calls a Primer for understanding and appreciating the wonderful institution of entrepreneurship (Mises.org/E4B_130_Book1). He highlights some of the key points on the Economics For Business podcast. Innovation and improvement. To continuously improve people's lives, we need new things. We need people to invent things that haven't been thought of before. And we need innovators, people who improve those things and find new purposes for them or new ways of producing and distributing them. And we need entrepreneurship, the marshalling of resources to produce these better things faster and more efficiently and get them into more people's hands. Entrepreneurs are those unique people who organize the marshalling of resources, and who risk their own capital and their investors' capital in this pursuit of a better future for all. Cascading Development. When entrepreneurs undertake this act of discovery, and especially when they succeed, they trigger cascading development. One innovation and entrepreneurial initiative leads to another. They are all aimed at making people's lives better — easier, healthier, more convenient, more affordable, more efficient. And, eventually, knowledge spreads, and people's lives are transformed, so that Indian peasant farmers can check produce prices on their smartphone and get the best offer from the market. Development cascades from individual to individual, firm to firm, market to market and country to country. It's never-ending improvement. Long-termism and ethical behavior. The outcome is long term uplift and benefit for all. Entrepreneurs are long term thinkers. They are focused on the lifetime of their company and their products, and perhaps to passing them on to the next generation (Politicians are the opposite — they can only think in election cycles). Entrepreneurs don't want to just make a short term profit and then leave the market. They want long term revenues and long term profits. That means creating reliable, returning customers who love the entrepreneur's product. That requires delighting those customers, serving them impeccably, never letting them down or breaking a promise. There are few other, if any, institutions that are constituted in this way. This Long-termism is ethical. Entrepreneurship is ethically driven. Internationalism A small firm can trade on a global stage, and if they can, they will. It's easier than ever before in the digital era. New and better ideas quickly spread around the world. But it has always been the case, since the earliest of times. Politicians establish borders to divide people, and then violate them in invasions and wars. Entrepreneurs see no borders between people. Political borders can't divide markets. Social good. Entrepreneurship achieves more for social good than any other institution. Entrepreneurial innovation in goods and services enhances life and opens up new possibilities. Customers flock to entrepreneurs because of the tremendous service they deliver. The constant improvement delivered by entrepreneurs constitutes civilizational progress. The competitive pressure to improve quality and utilize resources more efficiently generates more and more value for the world. It's an error to see business as extractive — extracting and using up resources. Business is generative, putting life-changing inventions at the disposal of the global population. What's seen is the dirt and smoke left over from mining or manufacturing. What's not seen, and is often unappreciated, is the huge amount of good that comes into the world via entrepreneurship. Entrepreneurship is the application of property rights at every scale. It's another error to think of entrepreneurship as small business or young and immature business. Ray Kroc of McDonald's was a great example of an entrepreneur who worked out how to operate a hamburger restaurant at global scale with continuous improvement. Entrepreneurship requires property rights; people need to have control over their property in order to transform it into marketable innovations and services. But that does not limit the scale of entrepreneurship. Property rights are a principle that supports global scaling. The entrepreneurial method. Probably the best way to define entrepreneurship is as a process or a method. It's akin to — and as important to civilization as — the scientific method, but different. They both involve trial-and-success, coming up with ideas and testing them. The scientist tests against reality, looking for a law, a repeatable outcome that will never vary. The entrepreneur tests against consumer approval, looking for acceptance that might be repeatable until conditions change, such as new competition arriving. Entrepreneurs can't predict the future as scientists can, and they can't exert control in the form of unchanging laboratory conditions. Yet they still are challenged to build a business that lasts. Can we nurture this institution? Yes. In school, via literacy and entrepreneurially-oriented education, teaching young people about profit, and uncertainty and the requirement for supportive environmental elements such as property rights and flexible labor laws, and the value of trying multiple different initiatives before discovering a winning proposition. We might not be able to teach successful entrepreneurship, but we can create the conditions for learning. A selection of books by Eamonn Butler Entrepreneurship: A Primer: Mises.org/E4B_130_Book1 Austrian Economics: A Primer: Mises.org/E4B_130_Book2 Classical Liberalism — A Primer: Mises.org/E4B_130_Book3 Ludwig von Mises — A Primer: Mises.org/E4B_130_Book4 Friedrich Hayek: The Ideas and Influence of the Libertarian Economist: Mises.org/E4B_130_Book5 The Condensed Wealth of Nations: Mises.org/E4B_130_Book6

Eamonn Butler's Primer on Entrepreneurship and Its Social Good

Mises Media

Play Episode Listen Later Aug 10, 2021

Entrepreneurship is the great force for social good — in fact, the greatest force for good in the history of civilization. It's the system of continuously improving the lives of others so we can improve our own lives. Through entrepreneurship, we can achieve greater and greater levels of community, collaboration and societal advance. Eamonn Butler, Co-Founder and Director of the Adam Smith Institute, has written what he calls a Primer for understanding and appreciating the wonderful institution of entrepreneurship (Mises.org/E4B_130_Book1). He highlights some of the key points on the Economics For Business podcast. Innovation and improvement. To continuously improve people's lives, we need new things. We need people to invent things that haven't been thought of before. And we need innovators, people who improve those things and find new purposes for them or new ways of producing and distributing them. And we need entrepreneurship, the marshalling of resources to produce these better things faster and more efficiently and get them into more people's hands. Entrepreneurs are those unique people who organize the marshalling of resources, and who risk their own capital and their investors' capital in this pursuit of a better future for all. Cascading Development. When entrepreneurs undertake this act of discovery, and especially when they succeed, they trigger cascading development. One innovation and entrepreneurial initiative leads to another. They are all aimed at making people's lives better — easier, healthier, more convenient, more affordable, more efficient. And, eventually, knowledge spreads, and people's lives are transformed, so that Indian peasant farmers can check produce prices on their smartphone and get the best offer from the market. Development cascades from individual to individual, firm to firm, market to market and country to country. It's never-ending improvement. Long-termism and ethical behavior. The outcome is long term uplift and benefit for all. Entrepreneurs are long term thinkers. They are focused on the lifetime of their company and their products, and perhaps to passing them on to the next generation (Politicians are the opposite — they can only think in election cycles). Entrepreneurs don't want to just make a short term profit and then leave the market. They want long term revenues and long term profits. That means creating reliable, returning customers who love the entrepreneur's product. That requires delighting those customers, serving them impeccably, never letting them down or breaking a promise. There are few other, if any, institutions that are constituted in this way. This Long-termism is ethical. Entrepreneurship is ethically driven. Internationalism A small firm can trade on a global stage, and if they can, they will. It's easier than ever before in the digital era. New and better ideas quickly spread around the world. But it has always been the case, since the earliest of times. Politicians establish borders to divide people, and then violate them in invasions and wars. Entrepreneurs see no borders between people. Political borders can't divide markets. Social good. Entrepreneurship achieves more for social good than any other institution. Entrepreneurial innovation in goods and services enhances life and opens up new possibilities. Customers flock to entrepreneurs because of the tremendous service they deliver. The constant improvement delivered by entrepreneurs constitutes civilizational progress. The competitive pressure to improve quality and utilize resources more efficiently generates more and more value for the world. It's an error to see business as extractive — extracting and using up resources. Business is generative, putting life-changing inventions at the disposal of the global population. What's seen is the dirt and smoke left over from mining or manufacturing. What's not seen, and is often unappreciated, is the huge amount of good that comes into the world via entrepreneurship. Entrepreneurship is the application of property rights at every scale. It's another error to think of entrepreneurship as small business or young and immature business. Ray Kroc of McDonald's was a great example of an entrepreneur who worked out how to operate a hamburger restaurant at global scale with continuous improvement. Entrepreneurship requires property rights; people need to have control over their property in order to transform it into marketable innovations and services. But that does not limit the scale of entrepreneurship. Property rights are a principle that supports global scaling. The entrepreneurial method. Probably the best way to define entrepreneurship is as a process or a method. It's akin to — and as important to civilization as — the scientific method, but different. They both involve trial-and-success, coming up with ideas and testing them. The scientist tests against reality, looking for a law, a repeatable outcome that will never vary. The entrepreneur tests against consumer approval, looking for acceptance that might be repeatable until conditions change, such as new competition arriving. Entrepreneurs can't predict the future as scientists can, and they can't exert control in the form of unchanging laboratory conditions. Yet they still are challenged to build a business that lasts. Can we nurture this institution? Yes. In school, via literacy and entrepreneurially-oriented education, teaching young people about profit, and uncertainty and the requirement for supportive environmental elements such as property rights and flexible labor laws, and the value of trying multiple different initiatives before discovering a winning proposition. We might not be able to teach successful entrepreneurship, but we can create the conditions for learning. A selection of books by Eamonn Butler Entrepreneurship: A Primer: Mises.org/E4B_130_Book1 Austrian Economics: A Primer: Mises.org/E4B_130_Book2 Classical Liberalism — A Primer: Mises.org/E4B_130_Book3 Ludwig von Mises — A Primer: Mises.org/E4B_130_Book4 Friedrich Hayek: The Ideas and Influence of the Libertarian Economist: Mises.org/E4B_130_Book5 The Condensed Wealth of Nations: Mises.org/E4B_130_Book6

Book1: Chapter 1: A Little Woozby

Play Episode Listen Later Aug 1, 2021 190:46

Four idiot teenagers gain the ability to change into any animal they can touch. There's a catch though. The evil Yeerks are trying to take over the planet and Zac, Savannah, Reese, and Grant are the only ones who know. Grant- Cory Reese - Q Savannah - Alex Zac - Nate GM - Austin Catch the show live every other sunday on Twitch.tv/seezydrop Music The Gatekeepers Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 http://creativecommons.org/licenses/by/3.0/ The Escalation Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 http://creativecommons.org/licenses/by/3.0/ Path of the Goblin King Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 http://creativecommons.org/licenses/by/3.0/ Tempting Secrets Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 http://creativecommons.org/licenses/by/3.0/ Undaunted Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 http://creativecommons.org/licenses/by/3.0/ Blue Sizzle Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 http://creativecommons.org/licenses/by/3.0/ Reawakening Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 http://creativecommons.org/licenses/by/3.0/

twitch zac yeerks book1 goblin king kevin macleod reawakening kevin macleod

67- Battle Axe to Grind (Book1)

Shield Bash

Play Episode Listen Later Jun 26, 2021 62:20

With the saboteur finally cornered, the party begins the fight against the one who brought them to this island to begin with. Some of the characters step up to show excellent combat prowess. Some of the characters don't. Find us at: Twitter @bashshield Facebook: Shield Bash (https://www.facebook.com/Shield-Bash-246106959407906/) Farmageddon: (https://www.facebook.com/Farmageddon137/) Website: https://shieldbash.net/ https://farmageddon137.com/ Contact us at: shieldbashpodcast@gmail.com On YouTube: https://www.youtube.com/channel/UCW8p_ZgW141NadbsmZKN2Sw?fbclid=IwAR0K-kul50zH-14K4hvqlyQQasM-b4urZcZsWWE3bUi3I_U-uVSwaGn79Uk Serpent's Skull adventure path and Pathfinder are property of Paizo Publishing Inc.

skull pathfinder farmageddon battle axe axe to grind book1 shield bash

Japanese With Aki Chiba And Children's Book Course Translation

JACK BOSMA

Play Episode Listen Later Jun 22, 2021 1:01

Great content from Aki! https://anchor.fm/aki-chiba9 Listen in ;) Doumo https://jackbosma.arist.co/courses/60b6b09a1125c40bbd054077 Join us:) Children Leadership Series こどものよみものシリーズ Autocratic Lead よみきかせえほん BookⅠ・Alex and the Leadership ブックⅠ・アレックスくんはリーダー Written by Benjamin Hayward さく　ベンジャミン・ヘイワード Illstrated by Emillie Cayle え　エミリー・ケイレやく　ちば　あき This is Alex. こちらはアレックスくん。 Alex is the boss in the class. アレックスくんはクラスのちゅうしんじんぶつです。 This is Charlie. こちらはチャーリーくん。 Charlie does not like to do school. チャーリーくんはべんきょうがすきではありません。 Charlie likes to play. チャーリーくんはあそぶのがすきです。 Charlie ignores the school work. チャリーくんはべんきょうをしません。 This is Sam. こちらはサムくんです。 Sam does the school work. サムくんはべんきょうをします。 Sam is helpful. サムくんはたよりになります。 Sam likes to help others. サムくんはおともだちをたすけるのがすきです。 Alex knows the school wark is important. アレックスくんはがっこうのべんきょうがたいせつなことをしっています。 Alex tells Charlie to do the school work. アレックスくんはチャーリーくんにべんきょうするようにいいました。 Charlie does the school work. チャーリーくんがべんきょうをします。 Charlie listens to Alex. チャーリーくんはアレックスくんのいうとおりにしました。 Alex remainds Sam to do the school work. アレックスくんはサムくんにもべんきょうするようにいいました。 Sam does the school work. サムくんがべんきょうします。 Sam helps Charlie do the school work. サムくんはチャーリーくんのべんきょうをてつだいます。 Sam and Chalie work good together. サムくんとチャーリーくんはなかよくべんきょうします。 Alex is happy the school work is finished. アレックスくんはべんきょうがおわってしあわせです。 Alex is a strong leader. アレックスくんはみんなのリーダーです。 Autocratic Leadership:One person Who Controls Every thing 子どもたちへの指導：すべてをコントロールする人 Extend the Learning 学習を広げよう Discussion Questions 話し合いのための質問 Be sure to ask open ended,guiding question to elicit what the students think ＊かならず自由形式で聞いてください。ガイドの質問で生徒の考えを引き出します。 (Reduce your TT=Tarking Time. The goal is for the reader to verbally retell parts of the story using your questions as a guide.) （指導するあなたが話す時間を減らしましょう。目標は読み手である生徒があなたの質問をもとにお話について語ることです。） This encourages the students who are too shy to get up in front of a group, but will raise their hand and speak in a group setting. この学習は恥ずかしがって人前に立つことができない生徒を励まします。グループを作って手をあげて話しましょう。 ●How many students are in this story? 　このお話には何人の生徒が出てきますか？ ●Do all the students like to do schoolwork? 　生徒のみんなは学校の勉強が好きですか？ ●Why does Alex have to tell the two other students to do their work? 　なぜアレックスくんは他の生徒に勉強するように言いましたか？ ●What did Sam do to Chalie to make Charlie finish the school work? 　チャーリーくんの勉強を終わらせるためにサムくんは何をしましたか？ ●So, did all the students finish the school work? 　そして生徒のみんなは学校の勉強が終わりましたか？ Continue the Learning 学習を続けよう After students verbelly retell the story in their own words(by responding to the teacher's guiding questions),encourage the students to act out the story. One student can read/narrate and the other act it out OR the students can practice the dialog and put on a play). This encourages students who learn by doing/have a lot of energy/love drama. 生徒の発言のあと生徒自身のことばでもう一度お話について話しましょう。（先生の案内に従って質問に答えます。）お話を表現するよう生徒を励まします。一人の生徒が読み上げて他の生徒がそれを表現します。または生徒たちが対話を練習して演じます。）この学習は勉強する生徒/意欲のある生徒/演じるのが好きな生徒を励まします。 Book1 end. --- Send in a voice message: https://anchor.fm/jack-bosma3/message Support this podcast: https://anchor.fm/jack-bosma3/support

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66- Blood Pool Party (Book1)

Shield Bash

Play Episode Listen Later Jun 12, 2021 63:40

This week we discover the purpose behind the mysterious holes at the bottom of the pit traps. Where will this discovery lead? Find out for yourself. Find us at: Twitter @bashshield Facebook: Shield Bash (https://www.facebook.com/Shield-Bash-246106959407906/) Farmageddon: (https://www.facebook.com/Farmageddon137/) Website: https://shieldbash.net/ https://farmageddon137.com/ Contact us at: shieldbashpodcast@gmail.com On YouTube: https://www.youtube.com/channel/UCW8p_ZgW141NadbsmZKN2Sw?fbclid=IwAR0K-kul50zH-14K4hvqlyQQasM-b4urZcZsWWE3bUi3I_U-uVSwaGn79Uk Serpent's Skull adventure path and Pathfinder are property of Paizo Publishing Inc.

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The Importance of Part 2 in a Trilogy | The Two Towers

Parallel Quest

Play Episode Listen Later May 23, 2021 142:09

Trilogies make up some of the greatest stories that we get to experience. The second installment in a trilogy has the challenging task of improving on the work of its predecessor but setting up the final part to give great payoff. In this week’s episode of Parallel Quest the guys talk about trilogies and how good the second part of well-known trilogies rank. In the second half of the show, the guys discuss the second installment in Tolkien’s Lord of the Rings, The Two Towers.Watch the show on YOUTUBEBuy Zach’s newest book, Something Strange at Grandma’s House: https://www.steellakestudio.com/booksSign up for our E-MAIL LIST: https://www.steellakestudio.com/emailTIMESTAMPS0:00 Welcome0:54 Movie Trailer Voice4:00 Resident FDA expert11:00 Eating Rotten Food15:00 The Library31:00 SLS News update33:00 Best Part of Trilogies1:05:00 Featured Story: The Two Towers1:10:00 State of the World in 20021:16:00 Stats and Summary1:26:00 Book to Film Differences1:28:00 History and Fun Facts1:37:00 Experiencing the Great Writing1:40:00 Getting the 2nd DVD before the 1st1:44:30 Seeing it with a Random Friend of a Sibling1:51:00 The Many Attempts of Trying to Read the Book1:53:20 Is it One of the Best Battle Scenes Still?2:07:00 The Impact Two Towers had on LotRThank you so much for checking out Parallel Quest. This is a production of Steel Lake Studio. We don't just have one podcast though, we are a team of storytellers trying to use a variety of different mediums to tell stories that we have been working on our whole lives. If you would like to check out more of what we do, check out https://www.steellakestudio.com/I you enjoy the show and would like to SUPPORT the show, you can do so on Patreon:https://www.patreon.com/steellakestudioIf you REALLY like the show, consider rocking some Parallel Quest themed MERCHANDISE:https://www.steellakestudio.com/merch

Ep. 35: 5 Books You NEED To Read in 2021 | RisingToBe.com

Rising To Be: Productive, Organized, and Inspired! Hosted by Christina B. Rising

Play Episode Listen Later May 18, 2021 10:37

Hello everyone and welcome to https://risingtobe.com/ Happy Get Caught Reading Month! Save 30% use code: GRAD30 at https://risingtobe.com/collections/all In this video, I will be sharing five books that you should read in 2021. Be sure to like, comment, and subscribe. FREE BOOK: https://bit.ly/3tQQ8ux Playlist Mentioned: https://bit.ly/3bA7OEm ⏱Time Stamps⏱ 0:00 Intro 1:17 Get Caught Reading Month 1:22 Book1 2:13 Book 2 3:53 Book 3 5:09 Book 4 6:14 Book 5 6:53 GRADUATION EPISODE 7:41 Comment of the Day 8:07 RECAP 8:30 Outro 8:53 Patreon 10:06 End Screen 25% OFF POPL Digital Business Card: https://popl.co/?ref=RISINGTOBE25 FREE TRIAL Constant Contact: https://bit.ly/3wOCVV8 Youtube Graphics: https://www.fiverr.com/share/w32VLB SEND ME A VOICE MESSAGE: https://anchor.fm/christina-rising/message Look out for new videos every Wednesday & Saturday! And remember “As we ‘Rise to Be', we are becoming who we want to be” I am Christina B. Rising and I will always be rising.

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Bart Jackson on How to Be CEO

Play Episode Listen Later Apr 27, 2021

Bart Jackson is a CEO, and has studied the job and the people in it via thousands of survey responses and hundreds of interviews and multiple collaborations all over the world over many years. He's distilled his findings in two books, The Art Of The CEO (Mises.org/E4B_115_Book1) and CEO Of Yourself (Mises.org/E4B_115_Book2), as well as his radio show The Art Of The CEO (Mises.org/E4B_115_Pod). From all of this data, processed via his empathic diagnosis, Bart takes two perspectives: the job and the person in it. Key Takeaways The CEO job threatens to take more of one individual's time than is available. The firm's value proposition guides the CEO to the right priorities and allocation of personal resources. How do CEOs organize their time among the multiple priorities of the job? The answer is: by embedding the value proposition of the firm into their mind. With a clear view of the customer and of the customer service mission of the firm, every competing priority can be ordered. The CEO can design a framework for every day, week, month and year. They can continuously review their mission and goals and assess their own contribution, and the stamp they are putting on the firm, through the value proposition lens. The set of priorities importantly includes “time to think,” both on your own and with others. Leadership style can be adapted to each individual's strengths. Bart asks, “Are you a king or a prime minister?” Are you the one who inspires your team to demanding feats of achievement, or the one who provides them with the tools to encourage the emergence of their own capacities? Or both? When the CEO is totally devoted to the firm's mission, this devotion becomes the lens through which others' efforts will be focused. No team member will withhold effort when the purpose and mission are clear and shared. Leadership style is devotion to mission. Communication is a key CEO tool, and there are many ways to accomplish great communication. Devotion to the mission requires clear communication of that mission to employees. There is no one way for the CEO to communicate. Bart told the story of one CEO who committed to travel to meet every one of his employees in small and large groups, armed with a whiteboard and a personal presentation. Communication is inclusive — address by name all the people who are going to be involved in the mission, approach all the departments, inventory all the internal strengths available as resources, and describe all the innovations that will open up new ways to leverage those strengths. CEOs make communication a four-dimensional flow. Communication does not just flow in one direction to the employees. It must travel in two directions, so that the CEO can receive a continuous flow of ideas and information from the frontiers of the company. Bart talked about 4 dimensions: horizontal across the company from the center to the edge and back, through every department; vertical from top management to front line employee and back; then the third dimension of reaching outside the company box to vendors and suppliers and other external knowledgeable sources; and the time dimension of identifying ideas early, evaluating them, giving them a chance to bloom and thrive and the enthusiastic energy to move them along quickly. CEOs press knowledge into action. In Austrian theory, entrepreneurship is a knowledge process. Bart calls it “pressing knowledge into action”. The information flow can be overwhelming, and the CEO manages it by taking action more than by analyzing. The entrepreneurial instinct to “just do it” is valid for CEOs of any size undertaking. Once there is enough information to support an action, take that action. Then all new information can be channeled into furthering the action, adjusting or correcting, or even terminating it in favor of a new and more preferred action. Knowledge is not for its own sake, it's for the sake of action. The CEO is an incessant questioner and interviewer, ascertaining the knowledge that is available for action. CEOs don't create a company culture. It emerges. Bart defines culture as how individuals feel when they are at work for the firm, and how they behave as a consequence. CEOs can try to create an atmosphere in which more desired feelings and behavior are nurtured, but they can't control or guarantee it. The best tool for the creation of such an atmosphere is concern for each individual. Respect is not enough. Genuine concern will motivate people to put their shoulder to the wheel at all times. Hiring becomes a core CEO skill. Assembling the best team is a most difficult challenge. It's hard to hire the right individual for every position, but hiring is a skill that a CEO can actively cultivate in order to develop greater mastery over time. CEOs train themselves to hire well. One key to success, according to Bart, is not to fill a slot but to look for a person. Identify character, look for intellectual curiosity, look for people of high merit who can potentially fill many slots on the organization chart. Utilize the pursuit of diversity to investigate a broader pool of human resources from which to draw. Great CEOs build their personal brand in order to achieve company goals. They make individuality the whole point. Bart approaches the process of building a personal brand in the same way as he would approach building a product or service or corporate brand. Start with the customer. A corporate brand, he says, is built in the production and service departments, not in the PR and marketing departments. For personal branding, therefore, look to the resources you have for production. What's in your personal “warehouse”? Great CEOs inventory their personal strengths and interests. They listen to what people praise them for and thank them for and find their strengths in that data. Then they examine their own principles. What do they truly believe in? Bart recommends we write down our own inventory of strengths and interests and principles In the end, he says, individuality is the whole point. Each of us is a marvelous person. We've got to be able to see that. Being the CEO of yourself opens up the pathway to doing the best possible job of CEO of your firm. Additional Resources “CEO: The Position and the Person” (PDF): Mises.org/E4B_115_PDF The Art Of The CEO: Mises.org/E4B_115_Book1 CEO Of Yourself: Mises.org/E4B_115_Book2 The Art Of The CEO Radio: Mises.org/E4B_115_Pod

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Bart Jackson on How to Be CEO

Reading The Twilight Saga

Play Episode Listen Later Apr 27, 2021

Bart Jackson is a CEO, and has studied the job and the people in it via thousands of survey responses and hundreds of interviews and multiple collaborations all over the world over many years. He's distilled his findings in two books, The Art Of The CEO (Mises.org/E4B_115_Book1) and CEO Of Yourself (Mises.org/E4B_115_Book2), as well as his radio show The Art Of The CEO (Mises.org/E4B_115_Pod). From all of this data, processed via his empathic diagnosis, Bart takes two perspectives: the job and the person in it. Key Takeaways The CEO job threatens to take more of one individual's time than is available. The firm's value proposition guides the CEO to the right priorities and allocation of personal resources. How do CEOs organize their time among the multiple priorities of the job? The answer is: by embedding the value proposition of the firm into their mind. With a clear view of the customer and of the customer service mission of the firm, every competing priority can be ordered. The CEO can design a framework for every day, week, month and year. They can continuously review their mission and goals and assess their own contribution, and the stamp they are putting on the firm, through the value proposition lens. The set of priorities importantly includes “time to think,” both on your own and with others. Leadership style can be adapted to each individual's strengths. Bart asks, “Are you a king or a prime minister?” Are you the one who inspires your team to demanding feats of achievement, or the one who provides them with the tools to encourage the emergence of their own capacities? Or both? When the CEO is totally devoted to the firm's mission, this devotion becomes the lens through which others' efforts will be focused. No team member will withhold effort when the purpose and mission are clear and shared. Leadership style is devotion to mission. Communication is a key CEO tool, and there are many ways to accomplish great communication. Devotion to the mission requires clear communication of that mission to employees. There is no one way for the CEO to communicate. Bart told the story of one CEO who committed to travel to meet every one of his employees in small and large groups, armed with a whiteboard and a personal presentation. Communication is inclusive — address by name all the people who are going to be involved in the mission, approach all the departments, inventory all the internal strengths available as resources, and describe all the innovations that will open up new ways to leverage those strengths. CEOs make communication a four-dimensional flow. Communication does not just flow in one direction to the employees. It must travel in two directions, so that the CEO can receive a continuous flow of ideas and information from the frontiers of the company. Bart talked about 4 dimensions: horizontal across the company from the center to the edge and back, through every department; vertical from top management to front line employee and back; then the third dimension of reaching outside the company box to vendors and suppliers and other external knowledgeable sources; and the time dimension of identifying ideas early, evaluating them, giving them a chance to bloom and thrive and the enthusiastic energy to move them along quickly. CEOs press knowledge into action. In Austrian theory, entrepreneurship is a knowledge process. Bart calls it “pressing knowledge into action”. The information flow can be overwhelming, and the CEO manages it by taking action more than by analyzing. The entrepreneurial instinct to “just do it” is valid for CEOs of any size undertaking. Once there is enough information to support an action, take that action. Then all new information can be channeled into furthering the action, adjusting or correcting, or even terminating it in favor of a new and more preferred action. Knowledge is not for its own sake, it's for the sake of action. The CEO is an incessant questioner and interviewer, ascertaining the knowledge that is available for action. CEOs don't create a company culture. It emerges. Bart defines culture as how individuals feel when they are at work for the firm, and how they behave as a consequence. CEOs can try to create an atmosphere in which more desired feelings and behavior are nurtured, but they can't control or guarantee it. The best tool for the creation of such an atmosphere is concern for each individual. Respect is not enough. Genuine concern will motivate people to put their shoulder to the wheel at all times. Hiring becomes a core CEO skill. Assembling the best team is a most difficult challenge. It's hard to hire the right individual for every position, but hiring is a skill that a CEO can actively cultivate in order to develop greater mastery over time. CEOs train themselves to hire well. One key to success, according to Bart, is not to fill a slot but to look for a person. Identify character, look for intellectual curiosity, look for people of high merit who can potentially fill many slots on the organization chart. Utilize the pursuit of diversity to investigate a broader pool of human resources from which to draw. Great CEOs build their personal brand in order to achieve company goals. They make individuality the whole point. Bart approaches the process of building a personal brand in the same way as he would approach building a product or service or corporate brand. Start with the customer. A corporate brand, he says, is built in the production and service departments, not in the PR and marketing departments. For personal branding, therefore, look to the resources you have for production. What's in your personal “warehouse”? Great CEOs inventory their personal strengths and interests. They listen to what people praise them for and thank them for and find their strengths in that data. Then they examine their own principles. What do they truly believe in? Bart recommends we write down our own inventory of strengths and interests and principles In the end, he says, individuality is the whole point. Each of us is a marvelous person. We've got to be able to see that. Being the CEO of yourself opens up the pathway to doing the best possible job of CEO of your firm. Additional Resources “CEO: The Position and the Person” (PDF): Mises.org/E4B_115_PDF The Art Of The CEO: Mises.org/E4B_115_Book1 CEO Of Yourself: Mises.org/E4B_115_Book2 The Art Of The CEO Radio: Mises.org/E4B_115_Pod

ceo leadership pr entrepreneur entrepreneurship respect ceos hiring identify devotion bart genuine utilize assembling book1 book2 e4b

Bart Jackson on How to Be CEO

Mises Media

Play Episode Listen Later Apr 27, 2021

Bart Jackson is a CEO, and has studied the job and the people in it via thousands of survey responses and hundreds of interviews and multiple collaborations all over the world over many years. He's distilled his findings in two books, The Art Of The CEO (Mises.org/E4B_115_Book1) and CEO Of Yourself (Mises.org/E4B_115_Book2), as well as his radio show The Art Of The CEO (Mises.org/E4B_115_Pod). From all of this data, processed via his empathic diagnosis, Bart takes two perspectives: the job and the person in it. Key Takeaways The CEO job threatens to take more of one individual's time than is available. The firm's value proposition guides the CEO to the right priorities and allocation of personal resources. How do CEOs organize their time among the multiple priorities of the job? The answer is: by embedding the value proposition of the firm into their mind. With a clear view of the customer and of the customer service mission of the firm, every competing priority can be ordered. The CEO can design a framework for every day, week, month and year. They can continuously review their mission and goals and assess their own contribution, and the stamp they are putting on the firm, through the value proposition lens. The set of priorities importantly includes “time to think,” both on your own and with others. Leadership style can be adapted to each individual's strengths. Bart asks, “Are you a king or a prime minister?” Are you the one who inspires your team to demanding feats of achievement, or the one who provides them with the tools to encourage the emergence of their own capacities? Or both? When the CEO is totally devoted to the firm's mission, this devotion becomes the lens through which others' efforts will be focused. No team member will withhold effort when the purpose and mission are clear and shared. Leadership style is devotion to mission. Communication is a key CEO tool, and there are many ways to accomplish great communication. Devotion to the mission requires clear communication of that mission to employees. There is no one way for the CEO to communicate. Bart told the story of one CEO who committed to travel to meet every one of his employees in small and large groups, armed with a whiteboard and a personal presentation. Communication is inclusive — address by name all the people who are going to be involved in the mission, approach all the departments, inventory all the internal strengths available as resources, and describe all the innovations that will open up new ways to leverage those strengths. CEOs make communication a four-dimensional flow. Communication does not just flow in one direction to the employees. It must travel in two directions, so that the CEO can receive a continuous flow of ideas and information from the frontiers of the company. Bart talked about 4 dimensions: horizontal across the company from the center to the edge and back, through every department; vertical from top management to front line employee and back; then the third dimension of reaching outside the company box to vendors and suppliers and other external knowledgeable sources; and the time dimension of identifying ideas early, evaluating them, giving them a chance to bloom and thrive and the enthusiastic energy to move them along quickly. CEOs press knowledge into action. In Austrian theory, entrepreneurship is a knowledge process. Bart calls it “pressing knowledge into action”. The information flow can be overwhelming, and the CEO manages it by taking action more than by analyzing. The entrepreneurial instinct to “just do it” is valid for CEOs of any size undertaking. Once there is enough information to support an action, take that action. Then all new information can be channeled into furthering the action, adjusting or correcting, or even terminating it in favor of a new and more preferred action. Knowledge is not for its own sake, it's for the sake of action. The CEO is an incessant questioner and interviewer, ascertaining the knowledge that is available for action. CEOs don't create a company culture. It emerges. Bart defines culture as how individuals feel when they are at work for the firm, and how they behave as a consequence. CEOs can try to create an atmosphere in which more desired feelings and behavior are nurtured, but they can't control or guarantee it. The best tool for the creation of such an atmosphere is concern for each individual. Respect is not enough. Genuine concern will motivate people to put their shoulder to the wheel at all times. Hiring becomes a core CEO skill. Assembling the best team is a most difficult challenge. It's hard to hire the right individual for every position, but hiring is a skill that a CEO can actively cultivate in order to develop greater mastery over time. CEOs train themselves to hire well. One key to success, according to Bart, is not to fill a slot but to look for a person. Identify character, look for intellectual curiosity, look for people of high merit who can potentially fill many slots on the organization chart. Utilize the pursuit of diversity to investigate a broader pool of human resources from which to draw. Great CEOs build their personal brand in order to achieve company goals. They make individuality the whole point. Bart approaches the process of building a personal brand in the same way as he would approach building a product or service or corporate brand. Start with the customer. A corporate brand, he says, is built in the production and service departments, not in the PR and marketing departments. For personal branding, therefore, look to the resources you have for production. What's in your personal “warehouse”? Great CEOs inventory their personal strengths and interests. They listen to what people praise them for and thank them for and find their strengths in that data. Then they examine their own principles. What do they truly believe in? Bart recommends we write down our own inventory of strengths and interests and principles In the end, he says, individuality is the whole point. Each of us is a marvelous person. We've got to be able to see that. Being the CEO of yourself opens up the pathway to doing the best possible job of CEO of your firm. Additional Resources “CEO: The Position and the Person” (PDF): Mises.org/E4B_115_PDF The Art Of The CEO: Mises.org/E4B_115_Book1 CEO Of Yourself: Mises.org/E4B_115_Book2 The Art Of The CEO Radio: Mises.org/E4B_115_Pod

ceo leadership pr entrepreneur entrepreneurship respect ceos hiring identify devotion bart genuine utilize assembling book1 book2 e4b

Book1: Chapters 2-3

Ultimate KOTLC Podcast

Play Episode Listen Later Apr 12, 2021 22:35

Crazy things happen in this episode

chapters book1

Chapter 4 ; Invitations ; Twilight (Book1)

Play Episode Listen Later Feb 28, 2021 28:12

This episode is a reading of the fourth chapter of Twilight, the first book in Stephenie Meyer's Twilight Saga series.

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Scott Livengood Reframes Entrepreneurship for New Audiences

Play Episode Listen Later Jan 5, 2021

Why isn't everyone an entrepreneur? Perhaps we don't explain it well enough or in language that lets everyone in on the wonders and the thrills of the pursuit of new economic value. Scott Livengood chooses reframing — thinking in new and different ways about an established concept — to widen the audience for entrepreneurship. Reframing entrepreneurship in the context of popular culture. Scott recently published a multimedia e-book called The Startup of Seinfeld (Mises.org/E4E_99_Book1). In the book he articulates a comprehensive survey of concepts and principles of entrepreneurship, including the entrepreneurial mindset, risk and uncertainty, intellectual property, business models, planning, finance, and many more. The cultural frame Scott selected is everyday city life as illustrated by the characters and situations and market interactions in 180 episodes of Seinfeld. In Scott's hands, this is not a show about nothing, but about entrepreneurship. The multimedia approach is facilitated by a series of links in the e-book to YouTube video clips of short scenes from multiple Seinfeld episodes that are illustrative of entrepreneurial concepts and principles. You'll find the concepts of economic calculation, opportunity, product design, arbitrage, intellectual property, judgment, planning, uncertainty, and several more. The text accompanying the videos is an exposition of economic principles underlying these concepts. There's a lot to learn, and it's fun! A major point to take away is that entrepreneurship is everyday life: people imagining new ways to serve others and meet their needs, and employing design and economic calculation, judgment under uncertainty and marketing and communications to facilitate a valuable exchange. Reframing the teaching of entrepreneurship and strategy. The philosophy underpinning the teaching method in the e-book has been forged in the university classes and seminars that Scott teaches, and for which he prepares meticulously and conducts comparative research into learning and teaching effectiveness. He has found that embedding the principles of entrepreneurial economics and business strategy in cultural iconography illustrated via multimedia technology results in a significant increase in student engagement, participation, learning, and understanding. Humor, for example, is a language and a style that can draw students in, engage them at a deeper level of curiosity, and help to deliver the serious economic message. This kind of approach helps students think of entrepreneurship as more of a normal life choice for themselves — a life of creative problem-solving. Students can think about their ends and the means open to them in a different way. If they are inclined to “social entrepreneurship”, they can learn that that simply means a distinctive identification of ends, without any attempt to operate outside the profit-and-loss system of sound entrepreneurial practice. Reframing entrepreneurship for the disadvantaged. Scott's ultimate test for reframing entrepreneurship for a different audience in a different culture has been presented by his teaching for Education for Humanity. This is group associated with his university, Arizona State, and dedicated to helping displaced refugees. These students who are displaced from their homelands by war and conflict and find themselves in refugee camps in countries that are alien to them, like Uganda and Lebanon. Their prospects for further education are narrow. What are the pathways out of the poverty and restrictions of refugee camp life? Scott's chosen task is to teach them entrepreneurship. Where to start? The basis is empathy — digging deep to understand their situation, circumstances, and context, and understanding them as individuals and identifying their needs and wants. Language becomes critical — using concepts and examples they can relate to. It's contextually impractical to teach entrepreneurial finance in terms of bank loans and venture capital. But Scott can teach individual and family budgeting: how to calculate and manage income and expenditures, how to save, how to build up sufficient savings to make a capital purchase, and how to generate an income stream from that capital. The particular capital artifact may be a second cow for a head of household that uses the first one for feeding the family. The family has knowledge and skills in milking and animal husbandry that can be put to use in their new entrepreneurial business of selling milk and dairy products to other families, or bartering for other kinds of nourishment. Eventually, the family may advance to the use of micro-loans or other forms of micro-finance and expand their entrepreneurial holdings. Scott can now teach about the trust nexus of paying interest and paying back loans, and about return on investment and capital accumulation. Progress comes quickly as a result of starting in the right place. Entrepreneurial communities. One of Scott's realizations has been the power of entrepreneurial communities. In the refugee camps, family entrepreneurs collaborate, learn together, assist each other, and seek to raise the prospects of the entire community. Failure to pay back a loan, for example, would be a setback for the group, and group norms and institutions arise to guard against such a loss of trust. Scott sees direct application of this learning about normative entrepreneurial community action in other parts of the world, including rural communities here in North and Central America, and in the inner city initiative of Entrepreneur Zones in the US. By embedding entrepreneurship in culture, the collaborative service ethic emerges more clearly and emphatically. Additional Resources Enjoy Scott Livengood's book about the culture, concepts, and principles of entrepreneurship: The Startup Of Seinfeld: A Multimedia Approach to Learning Entrepreneurship: Mises.org/E4E_99_Book1 Read the work of Nobel prize-winner Edmund Phelps, mentioned in the podcast introduction, on Mass Flourishing (Mises.org/E4E_99_Book2) and economic Dynamism (Mises.org/E4E_99_Book3).

Scott Livengood Reframes Entrepreneurship for New Audiences

I Me And Salman - 95% Fiction - The Podbook (Podcast for the Audiobook)

Play Episode Listen Later Jan 5, 2021

Why isn't everyone an entrepreneur? Perhaps we don't explain it well enough or in language that lets everyone in on the wonders and the thrills of the pursuit of new economic value. Scott Livengood chooses reframing — thinking in new and different ways about an established concept — to widen the audience for entrepreneurship. Reframing entrepreneurship in the context of popular culture. Scott recently published a multimedia e-book called The Startup of Seinfeld (Mises.org/E4E_99_Book1). In the book he articulates a comprehensive survey of concepts and principles of entrepreneurship, including the entrepreneurial mindset, risk and uncertainty, intellectual property, business models, planning, finance, and many more. The cultural frame Scott selected is everyday city life as illustrated by the characters and situations and market interactions in 180 episodes of Seinfeld. In Scott's hands, this is not a show about nothing, but about entrepreneurship. The multimedia approach is facilitated by a series of links in the e-book to YouTube video clips of short scenes from multiple Seinfeld episodes that are illustrative of entrepreneurial concepts and principles. You'll find the concepts of economic calculation, opportunity, product design, arbitrage, intellectual property, judgment, planning, uncertainty, and several more. The text accompanying the videos is an exposition of economic principles underlying these concepts. There's a lot to learn, and it's fun! A major point to take away is that entrepreneurship is everyday life: people imagining new ways to serve others and meet their needs, and employing design and economic calculation, judgment under uncertainty and marketing and communications to facilitate a valuable exchange. Reframing the teaching of entrepreneurship and strategy. The philosophy underpinning the teaching method in the e-book has been forged in the university classes and seminars that Scott teaches, and for which he prepares meticulously and conducts comparative research into learning and teaching effectiveness. He has found that embedding the principles of entrepreneurial economics and business strategy in cultural iconography illustrated via multimedia technology results in a significant increase in student engagement, participation, learning, and understanding. Humor, for example, is a language and a style that can draw students in, engage them at a deeper level of curiosity, and help to deliver the serious economic message. This kind of approach helps students think of entrepreneurship as more of a normal life choice for themselves — a life of creative problem-solving. Students can think about their ends and the means open to them in a different way. If they are inclined to “social entrepreneurship”, they can learn that that simply means a distinctive identification of ends, without any attempt to operate outside the profit-and-loss system of sound entrepreneurial practice. Reframing entrepreneurship for the disadvantaged. Scott's ultimate test for reframing entrepreneurship for a different audience in a different culture has been presented by his teaching for Education for Humanity. This is group associated with his university, Arizona State, and dedicated to helping displaced refugees. These students who are displaced from their homelands by war and conflict and find themselves in refugee camps in countries that are alien to them, like Uganda and Lebanon. Their prospects for further education are narrow. What are the pathways out of the poverty and restrictions of refugee camp life? Scott's chosen task is to teach them entrepreneurship. Where to start? The basis is empathy — digging deep to understand their situation, circumstances, and context, and understanding them as individuals and identifying their needs and wants. Language becomes critical — using concepts and examples they can relate to. It's contextually impractical to teach entrepreneurial finance in terms of bank loans and venture capital. But Scott can teach individual and family budgeting: how to calculate and manage income and expenditures, how to save, how to build up sufficient savings to make a capital purchase, and how to generate an income stream from that capital. The particular capital artifact may be a second cow for a head of household that uses the first one for feeding the family. The family has knowledge and skills in milking and animal husbandry that can be put to use in their new entrepreneurial business of selling milk and dairy products to other families, or bartering for other kinds of nourishment. Eventually, the family may advance to the use of micro-loans or other forms of micro-finance and expand their entrepreneurial holdings. Scott can now teach about the trust nexus of paying interest and paying back loans, and about return on investment and capital accumulation. Progress comes quickly as a result of starting in the right place. Entrepreneurial communities. One of Scott's realizations has been the power of entrepreneurial communities. In the refugee camps, family entrepreneurs collaborate, learn together, assist each other, and seek to raise the prospects of the entire community. Failure to pay back a loan, for example, would be a setback for the group, and group norms and institutions arise to guard against such a loss of trust. Scott sees direct application of this learning about normative entrepreneurial community action in other parts of the world, including rural communities here in North and Central America, and in the inner city initiative of Entrepreneur Zones in the US. By embedding entrepreneurship in culture, the collaborative service ethic emerges more clearly and emphatically. Additional Resources Enjoy Scott Livengood's book about the culture, concepts, and principles of entrepreneurship: The Startup Of Seinfeld: A Multimedia Approach to Learning Entrepreneurship: Mises.org/E4E_99_Book1 Read the work of Nobel prize-winner Edmund Phelps, mentioned in the podcast introduction, on Mass Flourishing (Mises.org/E4E_99_Book2) and economic Dynamism (Mises.org/E4E_99_Book3).

1.4 & 1.5 - Dosti ki hain,

Play Episode Listen Later May 26, 2020 27:55

Book1, Chapters 4 & 5 .. Dosti Ki Hain

friends mind fiction chapters audiobooks hindi salman radha hain dosti book1

1.1&1.2 - "It" Begins

I Me And Salman - 95% Fiction - The Podbook (Podcast for the Audiobook)

Play Episode Listen Later May 10, 2020 9:58

Book1 , Chapters 1& 2.

chapters audiobooks hindi salman book1

1.1 & 1.2 - "It" Begins

I Me And Salman - 95% Fiction - The Podbook (Podcast for the Audiobook)

Play Episode Listen Later May 10, 2020 7:58

Book1, Chapters 1&2. Where did 'it' start...

chapters book1

Ep.3 Book1/Chapter2: Crazy Innuendo, SING IT!

The Sacred Books of Britney Spears

Play Episode Listen Later Jan 29, 2020 43:45

Book1/Chapter 2, (You Drive Me) Crazy. This week we continue learning more about Her Holiness, Britney Spears' teachings as we break down Book1/Chapter 2, (You Drive Me) Crazy. We also teach you the 10 Commandments and a Prayer to start and end your day with. John Wayne hears lots of innuendo. Aaron kissed a guy. Bessie Jo goes camping, sort of. And they all had... ... ...accidents. Follow us on Instagram, @wwbritneydo (https://www.instagram.com/wwbritneydo/), and hit us up with any comments or questions you have and you might be featured on a future episode. Credits Aaron: Aaron Nobu Nakaishi @aaronnobu (https://www.instagram.com/aaronnobu/) Bessie Jo: Bessie Jo Hill @bessiejohill (https://www.instagram.com/bessiejohill/) John Wayne: John Wayne Constance @johnnies007 (https://www.instagram.com/johnnies007/)

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Ep.2 Book1/Chapter1: Hit Me, Literally

The Sacred Books of Britney Spears

Play Episode Listen Later Jan 23, 2020 46:08

Book 1 ... Dot Dot Dot Baby One More Time, Chapter 1 ... Dot Dot Dot Baby One More Time John Wayne explains his feelings towards ditches and bunk beds, literally. Aaron counts to 10 and explains why he doesn't talk to baristas. Bessie Jo needs a blanket. Follow us on Instagram, @wwbritneydo (https://www.instagram.com/wwbritneydo/), and hit us up with any comments or questions you have and you might be featured on a future episode. Credits Aaron: Aaron Nobu Nakaishi @aaronnobu (https://www.instagram.com/aaronnobu/) Bessie Jo: Bessie Jo Hill @bessiejohill (https://www.instagram.com/bessiejohill/) John Wayne: John Wayne Constance @johnnies007 (https://www.instagram.com/johnnies007/)

love books comedy religion funny spirituality sacred britney spears improv skepticism skeptic baby one more time book1 sacred books

Caring for Senior Cats | Author B.R.Snow's Latest | Inspiring Author Sandra Mendelson

The Doggy Diva Show

Play Episode Listen Later Jan 1, 1970 89:55

➡️ Like The Podcast? Leave A Rating: https://ratethispodcast.com/successstory➡️ Join 321,000 people who read my free weekly newsletter: https://newsletter.scottdclary.com➡️ About The GuestKara Goucher is a renowned American long-distance runner and Olympian, known for her achievements in both track and road racing. She has represented the United States in multiple international competitions, including the 2008 Beijing Olympics and the 2012 London Olympics. Goucher's dedication and talent have earned her numerous accolades, including a silver medal at the 2007 World Championships in the 10,000 meters. Beyond her athletic accomplishments, Goucher is a passionate advocate for clean sport and athlete rights, speaking out about the pressures and challenges faced by elite athletes, including issues of mental health and exploitation within the sports industry.Goucher's advocacy took a significant turn when she testified against her former coach, Alberto Salazar, in a doping scandal that rocked the athletics world. Her testimony was instrumental in Salazar receiving a lifetime ban from the sport in 2021. Goucher also revealed in her memoir, “The Longest Race,” that she had experienced sexual abuse at the hands of Salazar, further highlighting the need for athlete protection and clean sport. Her bravery in coming forward has inspired many and underscored her commitment to integrity in athletics.➡️ Show Linkshttps://www.instagram.com/karagoucher/ https://x.com/karagoucher/ ➡️ Podcast SponsorsHubspot - https://hubspot.com/ My First Million Podcast - https://www.mfmpod.com NetSuite — https://netsuite.com/scottclary/ Indeed - https://indeed.com/claryDemostack - https://www.demostack.com ➡️ Talking Points00:00 - Intro01:56 - Kara's Nerves Exposing Nike06:34 - Stress and Trauma on Athletes13:02 - Kara's Running Journey24:14 - Joining Nike Oregon Project30:45 - Spotting Salazar's Predatory Behavior36:26 - Exposing Nike's Dark Side39:50 - Sponsor: My First Million Podcast40:22 - Performance-Enhancing Drugs Explained46:13 - Speaking Out: Uncovering Abuse52:01 - Testifying Against Salazar: The Outcome57:51 - Recent Global Doping Scandals1:06:05 - WADA Leadership Election1:07:45 - Fighting Global Doping1:11:59 - Overcoming Harassment and Abuse1:16:13 - Lessons for New Athletes1:17:58 - Dystonia's Impact on Running1:25:12 - Finding the Right Coach or Mentor1:27:37 - Beyond the Book1:28:51 - Connecting with Kara Online1:29:19 - Advice to Younger SelfOur Sponsors:* Check out Blueland: policygenius.com* Check out Blueland: www.blueland.com* Check out Policygenius: www.policygenius.comAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Gary Kusin - Founder of GameStop | When You Lose Everything

Play Episode Listen Later Jan 1, 1970 75:45

➡️ Like The Podcast? Leave A Rating: https://ratethispodcast.com/successstory➡️ Join 321,000 people who read my free weekly newsletter: https://newsletter.scottdclary.com➡️ About The GuestGary Kusin is a pioneering American entrepreneur and business executive, best known as the co-founder of GameStop, a Fortune 500 company that revolutionized the video game retail industry. His journey began in cosmetics, founding Babbage's in 1984, which evolved into GameStop under his visionary leadership. Kusin's strategic acumen transformed GameStop from a single store into a global powerhouse with over 7,000 locations across 14 countries, reshaping how consumers access and experience video games.Beyond GameStop, Kusin's impact on the business world is far-reaching. As CEO of Kinko's from 2001 to 2004, he orchestrated a remarkable turnaround, culminating in its $2.4 billion acquisition by FedEx. His expertise has been sought by technology giants, serving on the boards of Cirrus Logic and Sabre Holdings. Kusin's contributions to business have earned him prestigious recognitions, including the Ernst & Young Entrepreneur of the Year award and induction into the Dallas Business Hall of Fame.➡️ Show Linkshttps://www.linkedin.com/in/garykusin-author/ https://www.garykusin.com/ ➡️ Podcast SponsorsHubspot - https://hubspot.com/ The Product Boss Podcast - https://www.theproductboss.com/podcast NetSuite — https://netsuite.com/scottclary/ Indeed - https://indeed.com/claryDemostack - https://www.demostack.com Miro - https://miro.com/successpodPolicygenius - https://www.policygenius.comLinkedIn Jobs - https://linkedin.com/excellence➡️ Talking Points00:00 - Intro02:02 - Gary's Biggest Career Lesson08:11 - The Role of Risk in Gary's Journey09:57 - Life After Selling a Company11:42 - The Original Name of GameStop15:17 - The Spark Behind GameStop22:27 - Types of Entrepreneurs22:46 - Building a Loyal Fanbase29:34 - GameStop vs. Laura Mercier36:39 - Life Post-Laura Mercier40:56 - Sponsor: The Product Boss Podcast31:37 - Selling to Private Equity43:43 - Business Book or Memoir?47:38 - Lessons from Gary's Journey54:14 - Ensuring Deal Success58:57 - Sponsor: LinkedIn Jobs1:00:09 - Insights from Gary's Book1:03:27 - Emotional Intelligence & Growth1:09:26 - Finding the Right Mentor1:11:43 - Advice to a Younger Self1:13:43 - Balancing Work and LifeAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

ceo american founders lessons advice building risk fortune selling types gamestop emotional intelligence memoir ernst fedex miro young entrepreneurs balancing work business books netsuite lose everything babbage kinko book1 product boss podcast sabre holdings

Saad Mohseni - CEO of the Moby Media Group | Radio Free Afghanistan

Play Episode Listen Later Jan 1, 1970 70:06

➡️ Like The Podcast? Leave A Rating: https://ratethispodcast.com/successstory➡️ Join 321,000 people who read my free weekly newsletter: https://newsletter.scottdclary.com➡️ About The GuestAs Chairman and Chief Executive of MOBY GROUP, Saad has created Afghanistan's largest media company. Under his leadership, MOBY GROUP has established a network of television and radio stations that reach over 60% of the Afghan population. This includes Tolo TV, Afghanistan's most popular television channel, which attracts up to 15 million viewers daily.Saad has been widely applauded for his role in advancing press freedom, empowering civil society, and defending women's rights through his media empire. Time Magazine recognized him in 2011 as one of the 100 most influential people in the world, while in 2013, Foreign Policy magazine named him among 100 Global Thinkers. In 2016, he was featured in the Business Insider 100 "The Creators" list, and recognized by the BBC as one of 10 men globally championing gender equality.Saad currently serves on the boards of the International Crisis Group (ICG) and the Washington DC-based International Center for Journalists (ICFJ).➡️ Show Linkshttps://www.instagram.com/saadmohseni/ https://x.com/saadmohseni/ https://www.linkedin.com/in/saad-mohseni-81751011/ ➡️ Bookshttps://www.amazon.com/Radio-Free-Afghanistan-Twenty-Year-Independent/dp/0063299801 ➡️ Podcast SponsorsHubspot - https://hubspot.com/ Hustle & Flowchart Podcast - https://hustleandflowchart.com/ NetSuite — https://netsuite.com/scottclary/ Indeed - https://indeed.com/claryRange Rover Sport - https://www.landroverusa.com/ CIBC Innovation Banking Podcast - https://www.innovationbanking.cibc.com/podcasts/ SmarterVitamins - https://smartervitamins.com/scott (Code: Scott)NerdWallet - https://www.nerdwallet.com/learnmore ➡️ Talking Points00:00 - Intro02:48 - Saad's Turning Point04:08 - Moving Back to Afghanistan06:50 - Afghanistan's 2002 Landscape12:05 - Building Amid Chaos18:00 - TV Revolution in 200422:15 - Sponsor: Hustle & Flowchart Podcast22:57 - Government Mistrust31:05 - Media's Impact on Afghanistan36:00 - Returning Under Taliban Rule39:27 - Afghanistan's Humanitarian Crisis45:16 - Running Media Post-Taliban50:22 - Dream Outcome for Afghan Media54:35 - Hope with the Taliban?57:55 - Business in Conflict Zones1:02:14 - Key Lessons from Saad's Book1:04:04 - Building for the Right Reasons1:07:20 - Advice to 20-Year-Old SaadAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Nir Eyal - Habit & Procrastination Expert | How to Stay Focused and Become Indistractable

Play Episode Listen Later Jan 1, 1970 61:07

➡️ Start Here: https://stan.store/scottdclary➡️ Like The Podcast? Leave A Rating: https://ratethispodcast.com/successstory➡️ Join 321,000 people who read my free weekly newsletter: https://newsletter.scottdclary.comNir Eyal is a bestselling author, sought-after speaker, and world-renowned expert in behavioral design, psychology, and technology. He is the author of Hooked: How to Build Habit-Forming Products, a groundbreaking book that has shaped product development strategies at leading companies like Google, Facebook, and Twitter, and Indistractable: How to Control Your Attention and Choose Your Life, named a Best Business Book of the Year by Amazon and Goodreads. Combining insights from behavioral economics and technology, Nir provides actionable strategies for creating engaging products, improving focus, and building sustainable habits. He is a frequent speaker at Fortune 500 companies, top universities such as Stanford Graduate School of Business, and industry conferences worldwide. Nir's expertise has been featured in The New York Times, Harvard Business Review, TechCrunch, and Bloomberg, cementing his reputation as a leading authority in his field. Visit NirAndFar.com to learn more about his work and insights.➡️ Show Links https://www.instagram.com/neyal99/ https://x.com/nireyal/ https://www.linkedin.com/in/nireyal/ ➡️ Bookshttps://www.amazon.com/Indistractable-Control-Your-Attention-Choose/dp/194883653X ➡️ Podcast SponsorsHubspot - https://hubspot.com/ Stan - https://join.stan.store/scottdclaryThe Hustle Daily Show - https://www.thehustledaily.show FreshBooks - https://freshbooks.com/pricing-offer NetSuite — https://netsuite.com/scottclary/ Indeed - https://indeed.com/claryRange Rover Sport - https://www.landroverusa.com/ CIBC Innovation Banking Podcast - https://www.innovationbanking.cibc.com/podcasts/ LinkedIn Jobs - https://linkedin.com/excellence➡️ Talking Points00:00 - Intro02:56 - A Day in Nir Eyal's Life06:09 - Why To-Do Lists Don't Work12:40 - The Moment That Changed Nir's Path16:43 - Focus vs. Traction23:34 - Sponsor: The Hustle Daily Show24:30 - Mastering Time Blocking34:26 - Understanding Brain Triggers41:18 - Sponsor: Range Rover Sport42:53 - Rewiring Your Brain's Reactions47:07 - Time Blocking and Relationships53:52 - The 4 Steps to Time Blocking Success57:23 - The Lesson Missing from Nir's Book1:00:10 - Advice to 20-Year-Old NirAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Sahil Bloom - Author | The Transformative Truth About Money & Happiness

Play Episode Listen Later Jan 1, 1970 68:29

➡️ Join 321,000 people who read my free weekly newsletter: https://newsletter.scottdclary.com➡️ Like The Podcast? Leave A Rating: https://ratethispodcast.com/successstorySahil Bloom is a Stanford athlete turned viral philosopher whose journey from finance to redefining wealth has captivated millions. With over 1 million newsletter subscribers and a massive audience drawn to his viral Twitter threads, he breaks down business, finance, and personal growth into clear, actionable insights. As the founder of SRB Ventures, he invests in and advises high-growth startups while helping millions navigate careers, wealth-building, and decision-making. We explore his iconoclastic framework of the Five Types of Wealth, practical tools for cultivating abundance, and the tiny actions that transform lives. With a background in finance and a talent for simplifying complex ideas, Sahil has become a go-to voice for those looking to think strategically, build wealth, and maximize their potential.➡️ Show Linkshttps://www.instagram.com/sahilbloom/https://twitter.com/SahilBloom/ https://www.linkedin.com/in/sahilbloom/ ➡️ Podcast SponsorsHubspot - https://hubspot.com/ NordVPN - https://nordvpn.com/success/ My First Million Podcast - https://www.mfmpod.com Tailor Brands - https://www.tailorbrands.com/podcast35 FreshBooks - https://www.freshbooks.com/pricing-offer/ NordVPN - https://nordvpn.com/success/ Porkbun - https://porkbun.comBank On Yourself - https://www.bankonyourself.com/scott BambooHR - https://www.bamboohr.com/freedemo NetSuite — https://netsuite.com/scottclary/ Indeed - https://indeed.com/clary➡️ Talking Points00:00 - Intro02:32 - Rethinking Wealth07:06 - Curiosity Unlocks Truth09:08 - Work-Life Separation Done Right13:19 - Sponsor Break16:11 - Success & Relationships19:46 - Regret, Wealth & Life's Trade-offs24:25 - Why Time is the Hardest Wealth31:44 - Young vs. Old: Lessons from Both33:17 - The Four Types of Work Time38:23 - Sponsor Break42:20 - What is Social Wealth?46:29 - Your Front-Row People54:54 - Choosing the Harder Path56:51 - Where Spiritual Wealth Fits58:10 - Upgrading Your Mind1:01:02 - Finding Your North Star1:05:33 - A Key Lesson from Sahil's Book1:07:52 - Wisdom for the Next GenerationAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Mara Dorne - Sales Expert | From Rock Bottom To Over $1 Billion In Sales