Podcasts about Capability

Welcome to another episode of the Assemble Performance Podcast! In this solo episode, I dive deep into the transformative power of hybrid training and how it can help you live a fuller, more confident life. I share my passionate journey about starting Assemble Performance, the holistic approach to training, and the importance of mindset, community, and life fulfillment. You'll hear a moving testimonial from my athlete Tanner, which encapsulates the broader impacts of training well beyond physical fitness. I discuss practical tips for general physical preparation, reflecting on your training, and overcoming mental barriers to achieve your goals. Plus, I cover the concept of 'Yes Threshold' and the 'Energy Ripple Effect'—detailing how these ideas can reshape your life and make you a more action-oriented person. If you're ready to make meaningful changes and take action today, this episode is a must-listen!Get 4 FREE Weeks of Hybrid Training: https://assembleperformance.com/4-week-training-plan-page Contact Me IG: https://www.instagram.com/justinsjones/ Email: justin@assembleperformance.com Website: https://assembleperformance.com/ Youtube: https://www.youtube.com/@justinjonesfitness

Is it ADHD… or something else entirely? This episode dives into one of the most debated topics in parenting and child psychology. Dr Justin Coulson answers a heartfelt question from a concerned parent: Should I pursue a formal ADHD diagnosis for my child — or are there better first steps to take? If you're feeling overwhelmed by symptoms, advice, and conflicting opinions, this conversation will help you slow down, zoom out, and see your child through a compassionate, research-informed lens. KEY POINTS: ADHD diagnosis rates are rising — but is it always the right label? Some children may be diagnosed for what is actually normal developmental variation or environmental mismatch. ADHD-like symptoms may be a child’s way of trying to meet three unmet psychological needs: Connection (relatedness) Capability (competence) Control (autonomy) Neuroinflammation is an emerging and overlooked factor in ADHD symptoms. Developmental readiness matters — an 8-year-old’s brain is still undergoing major executive function development. Rather than trying to eliminate stress, parents can help children build capacity to handle challenge (a growth mindset). Medication might help some, but it’s not the first (or only) answer. Diagnosis should be thoughtful, multi-faceted, and whole-child focused. QUOTE OF THE EPISODE: "Difference doesn't mean disorder. Development is not a race." – Dr Justin Coulson RESOURCES MENTIONED: The Parenting Revolution by Dr Justin Coulson Happy Families – for more articles, podcast episodes, and parenting resources Self-Determination Theory & Growth Mindset research Parenting ADHD [The Course] ACTION STEPS FOR PARENTS: Delay formal diagnosis (unless impairment is severe) and give time for development. Audit the environment for connection, competence, and autonomy — is it need-thwarting or need-supportive? Support physical health: Prioritise sleep, unprocessed foods, and movement. Explore reducing neuroinflammation through lifestyle. Teach a growth mindset: Use the word “yet”, encourage effort, and model learning through challenges. Reframe behaviours: Daydreaming may signal creativity, not dysfunction. Risk-taking may show courage and capability-seeking. Task resistance may be about autonomy, not defiance. If pursuing assessment, choose a clinician who understands development, context, and the whole child — not just a checklist. See omnystudio.com/listener for privacy information.

Israel has targeted Iran's air defenses and missile launchers, aiming to dismantle its military power after the two sides traded attacks.

Episode 4556: Stripping Iran's Nuclear Capability And Securing America's Defense

*Jangan Lewatkan PROMO MID YEAR SALE: 10-16 Juni 2025 di Periplus.com!Katalog bisa didapatkan melalui blog.periplus.com#Periplus Credit: dipidiffofficial |

Your business needs to be designed with your bandwidth in mind so that you're capable of doing it in every season! You have other priorities outside of business, and I want to help you design a business with your capacity in mind. I want you to ignore society and other business gurus when they tell you how much bandwidth you need to have for your business, and instead, I want you to design it around you! I think there's a misconception that designing a business around bandwidth limits your capacity for growth, but that's not true – bandwidth can change! Capability doesn't equal sustainability, and while there are always things you can handle doing for a short period of time, sustaining them is tricky. It's so easy to want to say yes to more. I get the appeal, and I also know that you don't have to do everything! Your business is not meant to be something you have to fight, it's meant to be something that supports you and provides you with the flexibility that traditional jobs don't. Throughout this episode, I want you to consider choosing sustainability over survival and say no to hustle culture! Let's dive in.  ⁠⁠⁠Join The Co-op – The Membership for Online Businesses⁠⁠⁠  Connect with Abagail ⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠ ⁠⁠⁠  ⁠⁠⁠All the Links!⁠⁠   Episode Highlights  How to Intentionally Scale Down for the Season You're In. [0:09:48]   Why More Is Not Always Better. [0:17:28]  Building a Business That Supports Your Greatest Desires. [0:25:27] Our Advertiser FreshBooks⁠⁠⁠ – Get 50% Off for 6 Months Thank you for listening! Please subscribe, rate, and review The Strategy Hour Podcast on iTunes. Ratings and reviews are extremely helpful and greatly appreciated. For show notes, go to thestrategyhour.com.  Learn more about your ad choices. Visit megaphone.fm/adchoices

Send me a message.Holistic, summative assessment is essential for properly evaluating design and technology capability, drawing on research by Richard Kimball and Kay Stables that predates the National Curriculum and has been tested across multiple countries and age groups.Effective capability assessment tasks allow pupils to demonstrate ability to respond to an unfamiliar design contexAssessment focuses on students' design capability, not their knowledge of the specific contextTeachers should provide resources for rapid immersion in the context without predetermined solutionsReal-time assessment is more authentic than extended assessments over weeks"Unpickled portfolios" are raw and produced in real time, unlike "pickled portfolios" which become formulaic and focused on presentationSuccessful capability assessment requires student ownership, allowing innovation and prototype testingHolistic judgment approaches like comparative assessment provide reliable evaluation methodsAssessment should support curriculum aims rather than distort themResources and References from Episode 4: Holistic Evaluation: The True Measure of Design & Technology CapabilityResearch by Richard Kimbell and Kay Stables on holistic, summative assessment of design and technology capabilityPre-national curriculum research from 1992 onwardsTested across different countries and age groupsResearch on comparative judgment as a reliable method of assessmentSTEM website where much of Kimbell and Stables' published work can be foundCurrent research and evaluation study mentioned:Dr. Hardy working with Kay Stables and Sarah DavisUsing Kimbell and Stables' work on assessing D&T capability as a pre and post intervention testPrevious episodes in the assessment mini-series:Episode 1: Overview of assessment in D&TEpisode 2: Assessing knowledgeEpisode 3: Formative assessment, design crit and peer assessmentAcknowledgement:Some of the supplementary content for this podcast episode was crafted with the assistance of Claude, an AI language model developed by Anthropic. While the core content is based on the actual conversation and my editorial direction, Claude helped in refining and structuring information to best serve listeners. This collaborative approach allows me to provide you with concise, informative, and engaging content to complement each episode.Support the showIf you like the podcast, you can always buy me a coffee to say 'thanks!'Please offer your feedback about the show or ideas for future episodes and topics by connecting with me on Threads @hardy_alison or by emailing me.If you listen to the podcast on Apple Podcasts, please take a moment to rate and/or review the show. If you want to support me by becoming a Patron click here. If you are not able to support me financially, please consider leaving a review on Apple Podcasts or sharing a link to my work on social media. Thank you!

Abhijit Iyer Mitra on Pakistan | India Finished Pak s Capability to Use Nukes | India को अभी खतरा है

Chad Hymas was just 27 years old when a ranching accident placed him in a wheelchair for the rest of his life. Over 24 years later, Hymas has proved all naysayers wrong. He has experienced many things people told him at the time of the accident would never be possible. He has traveled the world sharing his story and on this week's episode, he shares the role his faith in Christ has had in the entire journey.  “God loves our faith more than anything else.” 2:12- God Sends Us Warnings 10:02- Cut the Tie 15:53- The Faith To Not Be Healed 21:00- Taking Covenants Seriously 27:30- Abundance Vs. Scarcity 31:51- Become As a Child 39:07- Without Having To Be Healed  43:45- What Does It Mean To You To Be All In the Gospel of Jesus Christ?  Links:  Chad's website- https://www.chadhymas.com Chad's book- https://a.co/d/iajQDTI  

Two visions for the future of AI clash in this debate between Daniel Kokotajlo and Arvind Narayanan. Is AI a revolutionary new species destined for runaway superintelligence, or just another step in humanity's technological evolution—like electricity or the internet? Daniel, a former OpenAI researcher and author of AI 2027, argues for a fast-approaching intelligence explosion. Arvind, a Princeton professor and co-author of AI Snake Oil, contends that AI is powerful but ultimately controllable and slow to reshape society. Moderated by Ryan and David, this conversation dives into the crux of capability vs. power, economic transformation, and the future of democratic agency in an AI-driven world. ------

This week on Sinica, I speak with Kendra Schaefer, the partner at Trivium China who heads their tech practice. She recently published a fascinating paper looking at the Cyberspace Administration of China's comprehensive database of generative AI tools released in China, and she shares the insights and big takeaways from her research on that database. It's a terrific window into what Chinese firms, both private and state-affiliated, are doing with generative AI.03:51 – Mandatory registration of generative AI Tools in China10:28 – How does the CAC categorize AI Tools?14:25 – State-affiliated vs. non-state-affiliated AI Tools18:55 – Capability and competition of China's AI Industry22:57 – Significance of Generative Algorithmic Tools (GAT) registration counts26:06 – The application of GATs in the education sector29:50 – The application of GATs in the healthcare Sector31:00 – Underrepresentation of AI tools in other sectors32:56 – Regional breakdown of AI innovation in China36:07 – AI adoption across sectors: how companies integrate AI40:21 – Standout projects by the Chinese Academy of Science (CAS)42:42 – How multinationals navigate China's tech regulations47:50 – Role of foreign players in China's AI strategy49:38 – Key takeaways from the AI development journey53:41 -– Blind spots in AI data57:25 – Kendra's future research directionPaying it Forward: Kenton Thibaut.Recommendations:Kendra: The Chinese Computer: A Global History of the Information Age by Thomas Mullaney.Kaiser: the Rhyming Chaos Podcast by Jeremy Goldkorn and Maria RepnikovaSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Episode Summary: What's it really like to hop the fence between corporate life and solo entrepreneurship? Join co-hosts Michelle Kane of Voice Matters and Karen Swim of Solo PR Pro in this lively discussion about the contrasts between these two worlds. From navigating corporate protocols to enjoying the streamlined, impactful decision-making as a solo pro, they explore the lessons learned, the unique challenges, and the joys of creating your own career path. Whether you're considering becoming your own boss or just want to appreciate your current work environment, this episode offers valuable insights and some laughs along the way. Key Highlights: How experiences in solo and corporate careers shape your perspective. The beauty of streamlined decision-making as a solo professional. Challenges like “buzzword overload” and imposter syndrome in corporate spaces. Why being a solo doesn't mean you lack the sophisticated processes of corporate life. Tips for appreciating both sides and finding fulfillment in your career choice. Thoughts on evolving professionally and taking control of your career in a modern work landscape. Timestamps: 00:12 – Introduction and banter about the weather. 01:08 – Kicking off the topic: life as a solo vs. corporate life. 03:38 – Karen reflects on government and corporate inefficiencies. 04:10 – The benefits of streamlined workflows as a solo. 06:28 – Why protocols exist and how they affect workplaces. 07:57 – The challenges of self-perception as a solo. 09:20 – Controlling your career path and the rewards of solo life. 10:48 – How the modern work environment enables pivoting and flexibility. 11:44 – Closing thoughts and encouragement for listeners. Related Episodes & Resources: Episode 286: What You Need to Know to Become a Solo PR Pro in 2025 Episode 287: Confidence, Capability and Why PR Needs More Collaboration Learn more about SoloPRPro.com Please listen and share! Did today's episode resonate with you? Share your experiences with us at SoloPRPro.com. And don't forget to subscribe to That Solo Life wherever you listen to podcasts. If you enjoyed this conversation, leave us a review, and share the episode with a fellow PR pro or entrepreneur! See you next time!

Gugs Mhlungu speaks to Dr Khosi Jiyane, Resident Clinical Psychologist about whether or not some delusion can help one succeed and or get things done. 702 Weekend Breakfast with Gugs Mhlungu is broadcast on 702, a Johannesburg based talk radio station, on Saturdays and Sundays Gugs Mhlungu gets you ready for the weekend each Saturday and Sunday morning on 702. She is your weekend wake-up companion, with all you need to know for your weekend. The topics Gugs covers range from lifestyle, family, health, and fitness to books, motoring, cooking, culture, and what is happening on the weekend in 702land. Thank you for listening to a podcast from 702 Weekend Breakfast with Gugs Mhlungu. Listen live on Primedia+ on Saturdays and Sundays from 06:00 and 10:00 (SA Time) to Weekend Breakfast with Gugs Mhlungu broadcast on 702 https://buff.ly/gk3y0Kj For more from the show go to https://buff.ly/u3Sf7Zy or find all the catch-up podcasts here https://buff.ly/BIXS7AL Subscribe to the 702 daily and weekly newsletters https://buff.ly/v5mfetc Follow us on social media: 702 on Facebook: https://www.facebook.com/TalkRadio702 702 on TikTok: https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio702 See omnystudio.com/listener for privacy information.

Ever feel like your problems are too big, too vague, too tangled to tackle? Dr. Mark L. Teague calls it “the blob”—that overwhelming mass of modern challenges we all face. In this powerful episode of Productivity Smarts, host Gerald J. Leonard sits down with Dr. Teague, economist, former finance executive, and author of A Working Man's Guide, to reveal a game-changing approach: frame the problem before you fight it. Dr. Teague shares the strategy that helped him go from farmhand to PhD and Wall Street leadership: simplify the chaos, break it into components, and work against a frame, not a feeling. We also take a look at his Impact Index—a sharp diagnostic tool to evaluate whether someone's ambition and capability align—and a deep observation at why building a life of abundant purpose is the ultimate productivity advantage. Learn how principled thinking, rooted in traditional values, leads not just to success—but to purpose. Let's dive in. What We Discuss [00:00] Introducing Dr. Mark L. Teague, PhD [04:01] The 3 core principles that shaped Dr. Teague [05:31] Why accepting life's problems is the first step to real productivity [07:44] The power of the Scientific Method: Turning blobs into frames [11:06] Samuel Morse and the power of reframing problems [13:44] Building resilience in the age of AI, economic shifts, and overwhelm [17:07] The Impact Index: How ambition and competence drive real outcomes [23:22] Abundant purpose: Why fulfillment beats wealth every time [28:02] From managing money to managing meaning: Lessons for entrepreneurs and tradespeople [32:52] How values-driven leadership builds lasting business and family success [36:22] Holding fast to your North Star: The conversation that matters most [39:23] Where to find Dr. Teague and his book Notable Quotes [04:20] “Work hard, be honest, and be respectful. Those three things were expected—and you didn't deviate.” — Dr. Teague [07:44] “Don't work against the blob. Frame the problem, then work the frame.” — Dr. Teague [10:22] “Simplify. That's the secret to all stress management.” — Dr. Teague [17:07] “Capability without ambition makes you dead weight. Ambition without capability makes you dangerous.” — Dr. Teague [25:48] “Build your life around the intangibles—and use those same principles to pursue the tangible.” — Dr. Teague [35:55] “If you put business before family, you're talking to a fool.” — Dr. Teague Our Guest Dr. Mark L. Teague is a former finance executive, PhD economist, entrepreneur, and author of A Working Man's Guide. With deep roots in traditional values and decades of high-stakes leadership, Dr. Teague brings a fresh, practical perspective to productivity rooted in principle. His book delivers actionable tools and thought-provoking insights for anyone striving to lead a purpose-driven life and career. Resources Dr. Mark L. Teague, PhD Website - https://aworkingmansguide.com/ Facebook - https://m.facebook.com/DrMarkLTeague/ Book: A Working Man's Guide - https://www.amazon.com/Working-Mans-Guide-Strong-Values/dp/B0D9HYRPSP Productivity Smarts Podcast Website - productivitysmartspodcast.com Gerald J. Leonard Website - geraldjleonard.com Turnberry Premiere website - turnberrypremiere.com Scheduler - vcita.com/v/geraldjleonard Kiva is a loan, not a donation, allowing you to cycle your money and create a personal impact worldwide. https://www.kiva.org/lender/topmindshelpingtopminds  

This week, Mike and Laureen reflect on the tragic and senseless shootings of Israeli Embassy diplomats Yaron Lischinsky and Sarah Milgrim, gunned down outside the Capital Jewish Museum in Washington, D.C. The episode also features interviews with Yechiel Leiter, Israeli Ambassador to the U.S., discussing concerns of Iran's nuclear ambitions, and Aaron Cohen, Israeli Special Operations veteran, shedding light on the networks funding the radicalization of college students. Thank you for listening, sharing, and subscribing to The Third Opinion Podcast.

Send us a text“I believe that everyone is a CEO of culture. Every interaction is either a deposit or withdrawal from culture. You can have the most amazing culture within the team, and you can put someone in there that doesn't do the right thing and doesn't treat people in the right way. And if they're in a leadership position, the shadow they leave is even bigger.” — Beth HallIn this episode, you'll hear about:Why culture isn't something you can “initiative” your way out ofThe impact of incivility versus workload on burnoutWhat emotional intelligence has to do with team performanceCultural “fit” versus cultural “add”How generational expectations are reshaping what is tolerated at workThe power of onboarding and moments that matterStartup culture: speed, messiness and who thrives in itThe role of trust in hybrid workWhy feedback cultures matter and how to make hard conversations easierWhat leaders should actually look for in their people dataKey linksBeth's consultancy: www.culturedge.comBeth Hall on LinkedInDaniel Goleman's book on Emotional IntelligenceMichael Leiter's research on burnout and incivilityJim Collins' concept of “freedom within a framework”Saville Wave psychometric testNetflix's public culture deckAbout our guest Beth Hall is a highly regarded leader in People and Culture, with over 15 years of experience in shaping high-performing cultures across diverse industries. Holding a Master's in Organisational Psychology from the University of London, Beth combines scientific evidence with lived experience, making her a trusted advisor to complex, dynamic organisations. Her career includes roles such as Global Head of Organisational Development at Cotton On Group, where she led transformational initiatives across a global workforce, and General Manager of Standards and Capability at AHRI, where she set the national benchmark for HR standards and Certification in Australia. Beth's deep understanding of the people experience at work enables her to design and implement strategies that enable high performing individuals, teams, and cultures. Beth's approach is grounded in the belief that sustainable, inclusive cultures are the foundation of business success.About our hostOur host, Chris Hudson, is an Intrapreneuship Coach, Teacher, Experience Designer and Founder of business transformation coaching and consultancy Company Road.Company Road was founded by Chris Hudson, who saw over-niching and specialisation within corporates as a significant barrier to change.Chris considers himself incredibly fortunate to have worked with some of the world's most ambitious and successful companies, including Google, Mercedes-Benz, Accenture (Fjord) and Dulux, to name a small few. He continues to teach with University of Melbourne in Innovation, and Academy Xi in CX, Product Management, Design Thinking and Service Design and mentors many business leadFor weekly updates and to hear about the latest episodes, please subscribe to The Company Road Podcast at https://companyroad.co/podcast/

“Change is about first having an awareness. Once you have that awareness, then that other party that you're trying to drive that awareness has an understanding. And when that understanding is there, then they're motivated to take action.” Pratik Patel, Director - Category Management - Labor/North America Technology Spend, Mastercard Services procurement can be a rewarding field, but it also has some unique (and fairly complex) challenges that require procurement to develop a strong approach to spend and performance management.  In this episode, Philip Ideson speaks with Pratik Patel, Director - Category Management - Labor/North America Technology Spend at Mastercard, about his own experience transforming technology services procurement from a decentralized, inefficient process into a streamlined, data-driven program that delivers unprecedented business value.  Pratik walks listeners through:  Four key requirements for successful outcome-based contracting How to use lean methodology to identify pain points in the procurement process and build buy-in for transformation Steps to build scalable services procurement processes that create efficiency, stakeholder trust, and value for the business  Links: Pratik Patel on LinkedIn Business Waste: The Silent Value Killer W/ Pratik Patel Subscribe to This Week in Procurement Subscribe to Art of Procurement on YouTube

Get ready to rethink how we verify and value professional capability as Zoe, Michelle and Karen unpack one of the trickiest concepts in healthcare: competency. Together, they examine how competency needs to be more than a process — it needs to be a conversation. They also discuss how to move beyond static assessments, how confidence and compliance fit in (or don’t), and what good competency-based education actually looks like. Contact the show at podcast@ausmed.com.au Follow Ausmed on LinkedIn, Facebook & Instagram Resources:Competency Assessments are Not a Checklist | WebinarThe Competency Conundrum in Home CarePractical Approaches to Competency-Based Education | GuideHow Do I Use Learning Analytics for Competency Mapping? | GuideGuide to Building a Competency Framework for Skill DevelopmentDeveloping a Competency Identification System | GuideFollow Ausmed Socials: https://lnk.bio/ausmedSee omnystudio.com/listener for privacy information.

Anthropic has launched its latest AI models, Claude Opus 4 and Claude Sonnet 4, which are designed to enhance coding capabilities and problem-solving skills. Claude Opus 4 is touted as the most powerful model to date, capable of autonomously handling long tasks for several hours and outperforming competitors like Google's Gemini and OpenAI's models in coding tasks. The new models also feature improved accuracy, with a 65% reduction in the likelihood of taking shortcuts compared to their predecessor, and include thinking summaries to clarify reasoning processes.OpenAI has made headlines with its acquisition of IO, a hardware company founded by former Apple design chief Johnny Ive, in a deal valued at $6.5 billion. This acquisition aims to bolster OpenAI's hardware capabilities by bringing in approximately 55 engineers and developers. The first products from this collaboration are expected to launch in 2026, representing a new type of technology rather than a replacement for existing devices. Additionally, OpenAI has introduced significant updates to its Responses API, enhancing its functionality for developers and businesses.Atera has unveiled its IT Autopilot, which claims to automate up to 40% of IT workloads, particularly in resolving Tier 1 IT tickets without human oversight. This innovation aims to alleviate technician burnout and improve work-life balance, with average resolution times of just 15 minutes. Meanwhile, Kaseya has partnered with Pulseway to enhance their offerings for IT professionals, integrating their solutions to provide advanced tools for managing IT environments.The Federal Communications Commission (FCC) has approved Verizon's $20 billion merger with Frontier Communications, a significant move in the telecommunications industry. This merger comes with a controversial requirement for Verizon to discontinue all diversity, equity, and inclusion initiatives, reflecting a shift in regulatory practices. The episode concludes with discussions on the implications of AI in personalization and privacy, emphasizing the need for responsible data management and the potential risks associated with AI-driven decision-making. Four things to know today 00:00 One Giant Week in AI: Claude Gets Smarter, OpenAI Goes Hardware, and Signal Says “Not So Fast” to Recall06:32 Automation and Ecosystems: Atera Targets Tier 1 Ticket Fatigue, Kaseya Expands via Pulseway Integration08:51 Consolidation With Consequences: Proofpoint Grows Quietly, Verizon Merger Tied to DEI Rollback11:22 From Gemini to Aurora, Generative AI Enters a New Era of Context, Capability, and Controversy  This is the Business of Tech.     Supported by: https://www.huntress.com/mspradio/https://cometbackup.com/?utm_source=mspradio&utm_medium=podcast&utm_campaign=sponsorship All our Sponsors: https://businessof.tech/sponsors/ Do you want the show on your podcast app or the written versions of the stories? Subscribe to the Business of Tech: https://www.businessof.tech/subscribe/Looking for a link from the stories? The entire script of the show, with links to articles, are posted in each story on https://www.businessof.tech/ Support the show on Patreon: https://patreon.com/mspradio/ Want to be a guest on Business of Tech: Daily 10-Minute IT Services Insights? Send Dave Sobel a message on PodMatch, here: https://www.podmatch.com/hostdetailpreview/businessoftech Want our stuff? Cool Merch? Wear “Why Do We Care?” - Visit https://mspradio.myspreadshop.com Follow us on:LinkedIn: https://www.linkedin.com/company/28908079/YouTube: https://youtube.com/mspradio/Facebook: https://www.facebook.com/mspradionews/Instagram: https://www.instagram.com/mspradio/TikTok: https://www.tiktok.com/@businessoftechBluesky: https://bsky.app/profile/businessof.tech

This episode is brought to you by the Change Makers Certification Program!  In this solo episode, Sinikka Waugh dives into one of the top causes of project pain: role and responsibility mismatch. Is it a capability issue—or a capacity one? Knowing the difference can make or break your team's success. Sinikka shares real-life examples, practical solutions, and insights to help you align people with roles that fit, elevate others by playing to their strengths, and ultimately create better workdays full of hope and joy.   Sinikka Waugh - Connect with me on either LinkedIn or send me an email! Founder, Owner, Trainer, and Coach Sinikka Waugh, PMP, President and CEO of Your Clear Next Step, spends her days helping people have better workdays. Trainer, coach, business leader, and difference maker, Sinikka is known for consistently helping people solve problems and get things done at work. With a 20+ year background in languages, literature, and project management, Sinikka has helped over 50,000 people have better workdays since 2008. Her clients value how her professionalism blends seamlessly with her down-to-earth, “try this now” approach and her passion for helping others. Sinikka holds a BA from Central College, an MA from the University of Iowa, and is a certified Project Management Professional through the Project Management Institute (PMI).

Smith College giving an Honorary Degree to transgender politician. Jonathan Savage on Amnesty International Orange County most recent audit show's response time standards have not been met. Today's National Days. Tonya J Powers on Biden's cancer Biden's mental capability during his presidency is even more called into question.

Cover 3's Bud Elliott is joined by the Power Mizzou's Gabe DeArmond to preview Missouri's 2025 season. (00:00:00) - Intro (00:01:04) - Vibe Heading Into 2025 (00:03:20) - Offensive Changes (00:05:00) - Wide Receivers (00:06:00) - Beau Pribula (00:07:40) - Running Backs (00:08:30) - Offensive Line (00:09:30) - Schedule Breakdown (00:12:00) - Defensive Changes (00:15:17) - Defensive Backs (00:17:34) - 2025 Expectations Cover 3 is available on Apple Podcasts, Spotify and wherever else you listen to podcasts.  Visit the betting arena on CBSSports.com for all the latest in sportsbook reviews and sportsbook promos for betting on college football. Watch Cover 3 on YouTube: https://www.youtube.com/cover3 Follow our hosts on Twitter: @Chip_Patterson, @TomFornelli, @DannyKanell, @BudElliott3 For more college football coverage from CBS Sports, visit https://www.cbssports.com/college-football/ To hear more from the CBS Sports Podcast Network, visit https://www.cbssports.com/podcasts/ To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

I don't and you shouldn't agree 100% with anyone. when I came across this video my Nick Freitas it comes damn close to agreeing 100% on this subject. Love how he talks about raising boys. Check it out and let me know thoughts.  Mentions: Nick - https://www.youtube.com/@Nickjfreitas Sponsors:  Live Rishi - Use the code "TABLE50" and get 50% off your entire order - https://liverishi.com/ HighSpeed Daddy - https://www.highspeeddaddy.com/?rfsn=7178368.317ce6 Me: https://berawpodcast.com/ 'til next time! I don't just want my son to be “nice.” I want him to be dangerous. Not reckless, not cruel—dangerous. The kind of man who knows how to protect, provide, and stand tall when life throws punches. Because the world doesn't care about your feelings. It respects strength, discipline, and men who can carry the weight when others fold. Raising a dangerous man doesn't mean teaching violence—it means teaching control. It's about sharpening his instincts, hardening his resolve, and building a code he can live by. I want him to have the confidence that only comes from knowing he can handle himself and protect what matters. A man who's capable of violence but chooses peace? That's a man people respect. That's a man people follow. That's who I'm raising. Softness isn't safety. Compliance isn't strength. I'd rather raise a lion and teach him restraint than raise a sheep and pray he never meets a wolf. So no, I'm not raising him to be palatable to the world. I'm raising him to be prepared—for the weight of responsibility, for danger, for leadership. Because one day, it won't be me protecting him. It'll be him protecting others.

British ISAM company Space Forge has raised $29.8 million in a Series A Funding Round led by the NATO Innovation Fund. ICEYE has signed a €200 million agreement to produce three SAR satellites for the Polish Armed Forces. Ramon Space has been selected by Eutelsat to provide onboard digital communication channelizers for the expansion of its OneWeb constellation, and more. Remember to leave us a 5-star rating and review in your favorite podcast app. Be sure to follow T-Minus on LinkedIn and Instagram. Selected Reading Space Forge secures record-breaking Series A funding to revolutionise industrial materials using space ICEYE to provide SAR satellites for the Armed Forces of Poland Ramon.Space Awarded Eutelsat OneWeb Contract to Provide Cutting-Edge Satellite Onboard Digital Channelizers BlackSky Signs Multiple Early Access Agreements with International Defense Sector Customers for Gen-3 Services Two Earth Return Missions in Two Months: Rocket Lab Demonstrates Rapid Re-entry Capability with Third Pioneer Spacecraft for Varda Space Industries Mission: Eris Testflight 1 Intelsat, Cubic³ Complete Vehicle Satellite Connectivity Test, Advancing Ubiquitous Connectivity Vision Space Nuclear Power Corporation Partners with USSF Space Strategic Technology Institute at the University of Michigan to Develop Nuclear Electric Propulsion T-Minus Crew Survey We want to hear from you! Please complete our 4 question survey. It'll help us get better and deliver you the most mission-critical space intel every day. Want to hear your company in the show? You too can reach the most influential leaders and operators in the industry. Here's our media kit. Contact us at space@n2k.com to request more info. Want to join us for an interview? Please send your pitch to space-editor@n2k.com and include your name, affiliation, and topic proposal. T-Minus is a production of N2K Networks, your source for strategic workforce intelligence. © N2K Networks, Inc. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this explosive episode of the After Maghrib Podcast, Scholar Royale brings together two respected voices in Islamic discourse — Sayed Ali Khalkhali and Sayed Mohammed Hassan Alsheraa — for a no-holds-barred face-off on the most pressing questions from our community. These questions have been prepared with care, reflecting the frustrations and needs from you, the viewers.Segment 1: Relevancy, we ask: How can scholars lead while addiction, identity crises, and financial oppression rise? Are reputation wars and curated online personas undermining trust?Segment 2: Capability tackles tough issues like: Are scholars trained to lead or just preach? What safeguards exist against Khums misuse, and is the leadership gap dangerously widening?Segment 3: Adaptability explores: Will AI replace scholars in answering fatwas? Is Western scholarship in decline, and where's the line between wisdom and silence on urgent sociopolitical issues?

In this episode of the Hiring Excellence Podcast, Johnny Campbell speaks with Bryan Adams, founder of HappyDance and author of Give & Get Employer Branding. Together, they explore how the best employer brand strategies don't just reflect culture, they shape it. Bryan explains why focusing on skills isn't enough, how capability-driven hiring unlocks business performance, and how a world-class EVP bridges today's reality with tomorrow's ambition. This episode is packed with fresh thinking on brand, culture, and leadership alignment.

This episode of the China Global podcast discusses evolving disputes between China and South Korea, specifically regarding their unresolved maritime boundary in the Yellow Sea. There is a long history of fishing disputes between the two countries in the Provisional Measures Zone (or PMZ) of the Yellow Sea, which is where their exclusive economic zones overlap. Although China and South Korea have engaged in negotiations over the years, they have yet to come to an agreement on their boundaries in the Yellow Sea.Taking advantage of the persisting disagreement on delimitation of maritime borders, China has employed gray zone tactics in the Yellow Sea to expand its territorial presence in the region. In the most recent dispute, China installed a new steel structure in the PMZ, causing a maritime standoff between Chinese and Korean coast guards.To discuss recent developments in the Yellow Sea and China's broader gray zone tactics in the maritime realm, host Bonnie Glaser is joined by Ray Powell, the Director of SeaLight, a maritime transparency project at Stanford University's Gordian Knot Center for National Security Innovation. Ray is also the co-host of the Why Should We Care About the Indo-Pacific podcast, and a 35-year veteran of the US Air Force. Timestamps[00:00] Start[01:43] Strategic Significance of the Yellow Sea[03:12] Expanding Chinese Control in the Region[04:08] Chinese Maritime Installations [05:20] Are these installations found in other regions?[06:00] Gray Zone Tactics in the South China Sea [08:20] Maritime Militia Activity in the Yellow Sea[09:02] 2001 Korea-China Fisheries Agreement[10:34] Testing the Waters with South Korea[12:09] Navigating South Korean Policy Dilemmas[13:48] Rehabilitating China's Imagine in Korea[15:14] Environmental Issues in Disputed Waters[17:18] Countering Chinese Activities in the Yellow Sea[19:40] SeaLight Tracking and Deciphering Chinese Actions

In this episode, host Jaime Klein sits down with Nick Benaquista, SVP of People and Capability at Mastercard, who gives us an insider perspective on leading HR transformation during periods of massive growth —from $15B to $25B and a workforce that more than doubled.

This episode will challenge everything you thought you knew about conflict, communication, and accountability. In this episode, Jenny Mitchell sits down with Dr. Nate Regier, founder of Next Element Consulting and author of Compassionate Accountability. Together, they dive into the often-misunderstood space between being nice and being firm—revealing that true leadership doesn't have to sacrifice kindness for results. Through candid stories and practical insights, Jenny and Nate explore how leaders can create cultures that honor people as capable, emotionally intelligent contributors, while still addressing behaviour that needs to change. Get ready to rethink the way you lead—with heart, honesty, and a healthy dose of compassionate accountability.   Key Takeaways: Compassion and accountability go hand in hand Trust and communication are key Empowering others matters Women leaders need support   Chapters: 00:00 The Intersection of Compassion and Accountability 03:00 Understanding Compassion in Leadership 05:51 The Value of Capability in Teams 08:59 Navigating Non-Consensual Helping 11:59 Setting Boundaries in Leadership 14:55 Addressing Gossip and Drama in the Workplace 17:51 Accountability vs. Responsibility 20:59 Empowering Women in Leadership 23:57 The Role of Language in Leadership 26:56 Owning Your Emotions 30:08 The Importance of Trust in Conflict   If you loved this episode, you'll also enjoy: Compassionate Accountability Podcast with Nate Regier: https://open.spotify.com/show/1CpWMEjHNu2h64wIX94QvD?si=d2cd395713254879   Ep 5.4: Beware of Mothering Your Teams to Incompetence: https://open.spotify.com/episode/76ARiIZhy0Eceb2EELfV4w?si=TmPFN52QQAydNU3RpIV0AA — ✨Buy the Embracing Ambition Book: https://chavender.com/embracing-ambition-the-book/ Book a discovery call: https://calendly.com/jennychavender/30min?back=1&month=2022-09 Lean into Meaningful Conversations with this complimentary 20 minute video all about the tools and techniques for moving conversations forward: https://youtu.be/zv1N_ZsDEAs Don't miss an episode by joining my Podcast VIP Email List: https://chavender.activehosted.com/f/27 Catch me on email: jenny@chavender.com Check out my website: chavender.com Hop on over to Instagram: @jennychavender Let's connect on LinkedIn: Jenny Mitchell, CFRE, CEC, DMA   "See" me on Youtube: https://www.youtube.com/channel/UC0Q97-c98aPUmfhzlpswfsw Connect with Nate: Facebook:https://www.facebook.com/NextElement/# LinkedIn: https://www.linkedin.com/in/nateregier/ Next Element Consulting: https://www.next-element.com/  Buy Nate's Book here: https://a.co/d/faEuFmL Compassionate Accountability Podcast: https://open.spotify.com/show/1CpWMEjHNu2h64wIX94QvD?si=80844821d26d4bcf

Episode 55: Confused about all the new OpenAI model names like 4.5, 4.1, o3, 04-mini, and the new “memory” feature? Matt Wolfe (https://x.com/mreflow) and Nathan Lands (https://x.com/NathanLands) are here to demystify the whirlwind of recent ChatGPT updates so you know exactly what matters and how to use the smartest AI for your needs. In this episode, Matt and Nathan break down the latest OpenAI announcements—what the new “memory” feature actually does, how it could make ChatGPT your most personal assistant, and how each of the new models stacks up. They dissect the confusing model lineup, explain what's getting sunset, reveal how to match the right model to your workflow (from writing to coding), and discuss rumors of OpenAI's potential entry into social media. By the end, you'll know which model is “dumbest to smartest,” what's coming next, and how these rapid-fire advances might reshape tech and business faster than anyone expected. Check out The Next Wave YouTube Channel if you want to see Matt and Nathan on screen: https://lnk.to/thenextwavepd — Show Notes: (00:00) Demystifying OpenAI's Recent Launches (08:51) Personalized Social Network Plans (11:02) GPT5 Delay and Concerns (15:00) SWE Bench and External Comparisons (16:12) Gemini 2.5 Preferred for Coding (22:03) Startup's User Surge Stuns Silicon Valley (23:57) AI Advances in Brainstorming (28:54) Ranking AI Models by Capability (31:05) Advanced AI Models Overview (35:13) Sam Altman on OpenAI's Future Lead (36:23) OpenAI's Context Window Updates — Mentions: OpenAI Reasoning Models: https://platform.openai.com/docs/guides/reasoning?api-mode=responses Gemini 2.5: https://deepmind.google/technologies/gemini/pro/ Claude: https://claude.ai/ Midjourney v7: https://www.midjourney.com/updates/v7-alpha Sam Altman at TED 2025: https://www.ted.com/talks/sam_altman_openai_s_sam_altman_talks_chatgpt_ai_agents_and_superintelligence_live_at_ted2025?language=en/ Get the guide to build your own Custom GPT: https://clickhubspot.com/tnw — Check Out Matt's Stuff: • Future Tools - https://futuretools.beehiiv.com/ • Blog - https://www.mattwolfe.com/ • YouTube- https://www.youtube.com/@mreflow — Check Out Nathan's Stuff: Newsletter: https://news.lore.com/ Blog - https://lore.com/ The Next Wave is a HubSpot Original Podcast // Brought to you by Hubspot Media // Production by Darren Clarke // Editing by Ezra Bakker Trupiano

Episode Summary:In this episode of the Global Medical Device Podcast, host Etienne Nichols sits down with Kirk Petyo, Managing Partner at Talent Factory Recruiting, to explore the art and science of hiring in MedTech. Kirk shares strategies for building magnetic employer brands, explains the difference between competencies and capabilities in candidates, and warns about the hidden costs of bad hires or delayed recruitment. They also discuss how to attract top talent from outside traditional MedTech backgrounds, and why companies must clearly define their values to thrive in today's competitive hiring landscape.Key Timestamps:[00:02:00] – Introduction to Kirk Petyo and Talent Factory Recruiting's unique approach[00:05:30] – What makes a company a "magnet" for top talent in MedTech[00:12:20] – How to recruit candidates from outside traditional MedTech backgrounds[00:20:00] – How to differentiate between a good worker and a good interviewer[00:30:10] – The ripple effects of a single bad hire in a MedTech company[00:35:50] – The cost of leaving key roles unfilled for too long[00:44:00] – Outdated hiring practices that repel top candidates[00:50:00] – Trends in hiring and workforce planning for 2025[01:02:00] – Final advice for MedTech hiring managers and company leadersStandout Quotes:"If you treat hiring like a transaction, you'll get transactional results. But if you treat hiring as a critical strategy for growth, you'll flourish." – Kirk Petyo"Your candidate's life must be better at your organization than it was at their last job—if you can't tell that story, you'll struggle to attract top talent." - Kirk PetyoTakeaways:Define your value drivers clearly: Understand what makes your company unique before trying to attract top talent.Focus on capability, not just competency: Prioritize what candidates can learn and contribute over time, not just what they know today.Structure your interview process: Build a consistent, benchmark-driven approach to avoid gut-feel hiring mistakes.Partner with strategic recruiters: Seek recruiters who genuinely understand your company culture and goals, not just resume matchers.Act early on critical hires: Don't delay filling strategic roles; the opportunity cost and cultural risk multiply with time.References:Kirk Petyo's LinkedIn ProfileTalent Factory Medical WebsiteEtienne Nichols' LinkedIn ProfileMedTech 101 Section:Competency vs. Capability (Simplified):Think of competency like what's already in a candidate's toolbox—their current skills and experiences. Capability is their potential—the size of the projects they could build if you give them the right tools and environment.Audience Engagement Prompt:Poll Question: What's the biggest challenge you face when hiring MedTech talent?Defining clear job expectationsAttracting candidates from outside the industryAvoiding bad hiresSpeeding up the hiring...

Guest Bio:  Dave Snowden divides his time between two roles: founder & Chief Scientific Officer of Cognitive Edge and the founder and Director of the Centre for Applied Complexity at the University of Wales.  Known for creating the sense-making framework, Cynefin, Dave's work is international in nature and covers government and industry looking at complex issues relating to strategy, organisational decision making and decision making.  He has pioneered a science-based approach to organisations drawing on anthropology, neuroscience and complex adaptive systems theory.  He is a popular and passionate keynote speaker on a range of subjects, and is well known for his pragmatic cynicism and iconoclastic style. He holds positions as extra-ordinary Professor at the Universities of Pretoria and Stellenbosch and visiting Professor at Bangor University in Wales respectively.  He has held similar positions at Hong Kong Polytechnic University, Canberra University, the University of Warwick and The University of Surrey.  He held the position of senior fellow at the Institute of Defence and Strategic Studies at Nanyang University and the Civil Service College in Singapore during a sabbatical period in Nanyang. His paper with Boone on Leadership was the cover article for the Harvard Business Review in November 2007 and also won the Academy of Management aware for the best practitioner paper in the same year.  He has previously won a special award from the Academy for originality in his work on knowledge management. He is a editorial board member of several academic and practitioner journals in the field of knowledge management and is an Editor in Chief of E:CO.  In 2006 he was Director of the EPSRC (UK) research programme on emergence and in 2007 was appointed to an NSF (US) review panel on complexity science research. He previously worked for IBM where he was a Director of the Institution for Knowledge Management and founded the Cynefin Centre for Organisational Complexity; during that period he was selected by IBM as one of six on-demand thinkers for a world-wide advertising campaign. Prior to that he worked in a range of strategic and management roles in the service sector. His company Cognitive Edge exists to integrate academic thinking with practice in organisations throughout the world and operates on a network model working with Academics, Government, Commercial Organisations, NGOs and Independent Consultants.  He is also the main designer of the SenseMaker® software suite, originally developed in the field of counter terrorism and now being actively deployed in both Government and Industry to handle issues of impact measurement, customer/employee insight, narrative based knowledge management, strategic foresight and risk management. The Centre for Applied Complexity was established to look at whole of citizen engagement in government and is running active programmes in Wales and elsewhere in areas such as social inclusion, self-organising communities and nudge economics together with a broad range of programmes in health.  The Centre will establish Wales as a centre of excellence for the integration of academic and practitioner work in creating a science-based approach to understanding society.   Social Media and Website LinkedIn: https://uk.linkedin.com/in/dave-snowden-2a93b Twitter: @snowded Website: Cognitive Edge https://www.cognitive-edge.com/   Books/ Resources: Book: Cynefin - Weaving Sense-Making into the Fabric of Our World by Dave Snowden and Friends https://www.amazon.co.uk/Cynefin-Weaving-Sense-Making-Fabric-World/dp/1735379905 Book: Hope Without Optimism by Terry Eagleton https://www.amazon.co.uk/Hope-Without-Optimism-Terry-Eagleton/dp/0300248679/ Book: Theology of Hope by Jurgen Moltmann https://www.amazon.co.uk/Theology-Hope-Classics-Jurgen-Moltmann/dp/0334028787 Poem: ‘Mending Wall' by Robert Frost https://www.poetryfoundation.org/poems/44266/mending-wall Video: Dave Snowden on ‘Rewilding Agile' https://www.youtube.com/watch?v=QrgaPDqet4c Article reference to ‘Rewilding Agile' by Dave Snowden https://cynefin.io/index.php/User:Snowded Field Guide to Managing Complexity (and Chaos) In Times of Crisis https://cynefin.io/index.php/Field_guide_to_managing_complexity_(and_chaos)_in_times_of_crisis Field Guide to Managing Complexity (and Chaos) In Times of Crisis (2) https://ec.europa.eu/jrc/en/publication/managing-complexity-and-chaos-times-crisis-field-guide-decision-makers-inspired-cynefin-framework Cynefin Wiki https://cynefin.io/wiki/Main_Page   Interview Transcript Ula Ojiaku:  Dave, thank you for making the time for this conversation. I read in your, your latest book - the book, Cynefin: Weaving Sense Making into the Fabric of Our World, which was released, I believe, in celebration of the twenty first year of the framework. And you mentioned that in your childhood, you had multidisciplinary upbringing which involved lots of reading. Could you tell us a bit more about that? Dave Snowden:  I think it wasn't uncommon in those days. I mean, if you did… I mean, I did science A levels and mathematical A levels. But the assumption was you would read every novel that the academic English class were reading. In fact, it was just unimaginable (that) you wouldn't know the basics of history. So, if you couldn't survive that in the sixth form common room, and the basics of science were known by most of the arts people as well. So that that was common, right. And we had to debate every week anyway. So, every week, you went up to the front of the class and you were given a card, and you'd have the subject and which side you are on, and you had to speak for seven minutes without preparation. And we did that every week from the age of 11 to 18. And that was a wonderful discipline because it meant you read everything. But also, my mother was… both my parents were the first from working class communities to go to university. And they got there by scholarship or sheer hard work against the opposition of their families. My mother went to university in Germany just after the war, which was extremely brave of her -  you know, as a South Wales working class girl. So, you weren't allowed not to be educated, it was considered the unforgivable sin. Ula Ojiaku:   Wow. Did it mean that she had to learn German, because (she was) studying in Germany…? Dave Snowden:  She well, she got A levels in languages. So, she went to university to study German and she actually ended up as a German teacher, German and French. So, she had that sort of background. Yeah. Ula Ojiaku:  And was that what influenced you? Because you also mentioned in the book that you won a £60 prize? Dave Snowden:  Oh, no, that was just fun. So, my mum was very politically active. We're a South Wales labor. Well, I know if I can read but we were labor. And so, she was a local Councilor. She was always politically active. There's a picture of me on Bertrand Russell's knee and her as a baby on a CND march. So it was that sort of background. And she was campaigning for comprehensive education, and had a ferocious fight with Aiden Williams, I think, who was the Director of Education, it was really nasty. I mean, I got threatened on my 11 Plus, he got really nasty. And then so when (I was) in the sixth form, I won the prize in his memory, which caused endless amusement in the whole county. All right. I think I probably won it for that. But that was for contributions beyond academic. So, I was leading lots of stuff in the community and stuff like that. But I had £60. And the assumption was, you go and buy one massive book. And I didn't, I got Dad to drive me to Liverpool - went into the big bookshop there and just came out with I mean, books for two and six pence. So, you can imagine how many books I could get for £60. And I just took everything I could find on philosophy and history and introductory science and stuff like that and just consumed it. Ula Ojiaku:  Wow, it seemed like you already knew what you wanted even before winning the prize money, you seem to have had a wish list... Dave Snowden:  I mean, actually interesting, and the big things in the EU field guide on (managing) complexity which was just issued. You need to build…, You need to stop saying, ‘this is the problem, we will find the solution' to saying, ‘how do I build capability, that can solve problems we haven't yet anticipated?' And I think that's part of the problem in education. Because my children didn't have that benefit. They had a modular education. Yeah, we did a set of exams at 16 and a set of exams that 18 and between those periods, we could explore it (i.e. options) and we had to hold everything in our minds for those two periods, right? For my children, it was do a module, pass a test, get a mark, move on, forget it move on. So, it's very compartmentalized, yeah? And it's also quite instrumentalist. We, I think we were given an education as much in how to learn and have had to find things out. And the debating tradition was that; you didn't know what you're going to get hit with. So, you read everything, and you thought about it, and you learn to think on your feet. And I think that that sort of a broad switch, it started to happen in the 80s, along with a lot of other bad things in management. And this is when systems thinking started to dominate. And we moved to an engineering metaphor. And you can see it in cybernetics and everything else, it's an attempt to define everything as a machine. And of course, machines are designed for a purpose, whereas ecosystems evolve for resilience. And I think that's kind of like where I, my generation were and it's certainly what we're trying to bring back in now in sort of in terms of practice. Ula Ojiaku:  I have an engineering background and a computer science background. These days, I'm developing a newfound love for philosophy, psychology, law and, you know, intersect, how do all these concepts intersect? Because as human beings we're complex, we're not machines where you put the program in and you expect it to come out the same, you know, it's not going to be the same for every human being. What do you think about that? Dave Snowden:  Yeah. And I think, you know, we know more on this as well. So, we know the role of art in human evolution is being closely linked to innovation. So, art comes before language. So, abstraction allows you to make novel connections. So, if you focus entirely on STEM education, you're damaging the human capacity to innovate. And we're, you know, as creatures, we're curious. You know. And I mean, we got this whole concept of our aporia, which is key to connecting that, which is creating a state of deliberate confusion, or a state of paradox. And the essence of a paradox is you can't resolve it. So, you're forced to think differently. So, the famous case on this is the liar's paradox, alright? I mean, “I always lie”. That just means I lied. So, if that means I was telling the truth. So, you've got to think differently about the problem. I mean, you've seen those paradoxes do the same thing. So that, that deliberate act of creating confusion so people can see novelty is key. Yeah. Umm and if you don't find… finding ways to do that, so when we looked at it, we looked at linguistic aporia, aesthetic aporia and physical aporia. So, I got some of the… one of the defining moments of insight on Cynefin was looking at Caravaggio`s paintings in Naples. When I realized I've been looking for the idea of the liminality. And that was, and then it all came together, right? So those are the trigger points requiring a more composite way of learning. I think it's also multiculturalism, to be honest. I mean, I, when I left university, I worked on the World Council of Churches come, you know program to combat racism. Ula Ojiaku:  Yes, I'd like to know more about that. That's one of my questions… Dave Snowden:  My mother was a good atheist, but she made me read the Bible on the basis, I wouldn't understand European literature otherwise, and the penetration guys, I became a Catholic so… Now, I mean, that that was fascinating, because I mean, I worked on Aboriginal land rights in Northern Australia, for example. And that was when I saw an activist who was literally murdered in front of me by a security guard. And we went to the police. And they said, it's only an Abo. And I still remember having fights in Geneva, because South Africa was a tribal conflict with a racial overlay. I mean, Africa, and its Matabele Zulu, arrived in South Africa together and wiped out the native population. And if you don't understand that, you don't understand the Matabele betrayal. You don't understand what happened. It doesn't justify apartheid. And one of the reasons there was a partial reconciliation, is it actually was a tribal conflict. And the ritual actually managed that. Whereas in Australia, in comparison was actually genocide. Yeah, it wasn't prejudice, it was genocide. I mean, until 1970s, there, were still taking half -breed children forcibly away from their parents, inter-marrying them in homes, to breed them back to white. And those are, I think, yeah, a big market. I argued this in the UK, I said, one of the things we should actually have is bring back national service. I couldn't get the Labor Party to adopt it. I said, ‘A: Because it would undermine the Conservatives, because they're the ones who talk about that sort of stuff. But we should allow it to be overseas.' So, if you put two years into working in communities, which are poorer than yours, round about that 18 to 21-year-old bracket, then we'll pay for your education. If you don't, you'll pay fees. Because you proved you want to give to society. And that would have been… I think, it would have meant we'd have had a generation of graduates who understood the world because that was part of the objective. I mean, I did that I worked on worked in South Africa, on the banks of Zimbabwe on the audits of the refugee camps around that fight. And in Sao Paulo, in the slums, some of the work of priests. You can't come back from that and not be changed. And I think it's that key formative period, we need to give people. Ula Ojiaku:  True and like you said, at that age, you know, when you're young and impressionable, it helps with what broadening your worldview to know that the world is bigger than your father's … compound (backyard)… Dave Snowden:  That's the worst problem in Agile, because what, you've got a whole class of, mainly white males and misogynism in Agile is really bad. It's one of the worst areas for misogyny still left, right, in terms of where it works. Ula Ojiaku:  I'm happy you are the one saying it not me… Dave Snowden:  Well, no, I mean, it is it's quite appalling. And so, what you've actually got is, is largely a bunch of white male game players who spent their entire time on computers. Yeah, when you take and run seriously after puberty, and that's kind of like a dominant culture. And that's actually quite dangerous, because it lacks, it lacks cultural diversity, it lacks ethnic diversity, it lacks educational diversity. And I wrote an article for ITIL, recently, which has been published, which said, no engineers should be allowed out, without training in ethics. Because the implications of what software engineers do now are huge. And the problem we've got, and this is a really significant, it's a big data problem as well. And you see it with a behavioral economic economist and the nudge theory guys - all of whom grab these large-scale data manipulations is that they're amoral, they're not immoral, they're amoral. And that's actually always more scary. It's this sort of deep level instrumentalism about the numbers; the numbers tell me what I need to say. Ula Ojiaku:  And also, I mean, just building on what you've said, there are instances, for example, in artificial intelligence is really based on a sample set from a select group, and it doesn't necessarily recognize things that are called ‘outliers'. You know, other races… Dave Snowden:  I mean, I've worked in that in all my life now back 20, 25 years ago. John Poindexter and I were on a stage in a conference in Washington. This was sort of early days of our work on counter terrorism. And somebody asked about black box AI and I said, nobody's talking about the training data sets. And I've worked in AI from the early days, all right, and the training data sets matter and nobody bothered. They just assumed… and you get people publishing books which say correlation is causation, which is deeply worrying, right? And I think Google is starting to acknowledge that, but it's actually very late. And the biases which… we were looking at a software tool the other day, it said it can, it can predict 85% of future events around culture. Well, it can only do that by constraining how executive see culture, so it becomes a self-fulfilling prophecy. And then the recruitment algorithms will only recruit people who match that cultural expectation and outliers will be eliminated. There's an HBO film coming up shortly on Myers Briggs. Now, Myers Briggs is known to be a pseudo-science. It has no basis whatsoever in any clinical work, and even Jung denied it, even though it's meant to be based on his work. But it's beautiful for HR departments because it allows them to put people into little categories. And critically it abrogates, judgment, and that's what happened with systems thinking in the 80s 90s is everything became spreadsheets and algorithms. So, HR departments would produce… instead of managers making decisions based on judgment, HR departments would force them into profile curves, to allocate resources. Actually, if you had a high performing team who were punished, because the assumption was teams would not have more than… Ula Ojiaku:  Bell curve... Dave Snowden:  …10 percent high performance in it. All right. Ula Ojiaku:  Yeah. Dave Snowden:  And this sort of nonsense has been running in the 80s, 90s and it coincided with… three things came together. One was the popularization of systems thinking. And unfortunately, it got popularized around things like process reengineering and learning organization. So that was a hard end. And Sanghi's pious can the sort of the, the soft end of it, right? But both of them were highly directional. It was kind of like leaders decide everything follows. Yeah. And that coincided with the huge growth of computing - the ability to handle large volumes of information. And all of those sorts of things came together in this sort of perfect storm, and we lost a lot of humanity in the process. Ula Ojiaku:  Do you think there's hope for us to regain the humanity in the process? Because it seems like the tide is turning from, I mean, there is still an emphasis, in my view, on systems thinking, however, there is the growing realization that we have, you know, knowledge workers and people… Dave Snowden:  Coming to the end of its park cycle, I see that all right. I can see it with the amount of cybernetics fanboys, and they are all boys who jump on me every time I say something about complexity, right? So, I think they're feeling threatened. And the field guide is significant, because it's a government, you know, government can like publication around effectively taken an ecosystems approach, not a cybernetic approach. And there's a book published by a good friend of mine called Terry Eagleton, who's… I don't think he's written a bad book. And he's written about 30, or 40. I mean, the guy just produces his stuff. It's called “Hope without Optimism”. And I think, hope is… I mean, Moltman just also published an update of his Theology of Hope, which is worth reading, even if you're not religious. But hope is one of those key concepts, right, you should… to lose hope is a sin. But hope is not the same thing as optimism. In fact, pessimistic people who hope actually are probably the ones who make a difference, because they're not naive, right? And this is my objection to the likes of Sharma Ga Sengi, and the like, is they just gather people together to talk about how things should be. And of course, everything should be what, you know, white MIT, educated males think the world should be like. I mean, it's very culturally imperialist in that sort of sense. And then nobody changes because anybody can come together in the workshop and agree how things should be. It's when you make a difference in the field that it counts, you've got to create a micro difference. This is hyper localization, you got to create lots and lots of micro differences, which will stimulate the systems, the system will change. I think, three things that come together, one is COVID. The other is global warming. And the other is, and I prefer to call it the epistemic justice movement, though, that kind of like fits in with Black Lives Matter. But epistemic justice doesn't just affect people who are female or black. I mean, if you come to the UK and see the language about the Welsh and the Irish, or the jokes made about the Welsh in BBC, right? The way we use language can designate people in different ways and I think that's a big movement, though. And it's certainly something we develop software for. So, I think those three come together, and I think the old models aren't going to be sustainable. I mean, the cost is going to be terrible. I mean, the cost to COVID is already bad. And we're not getting this thing as long COVID, it's permanent COVID. And people need to start getting used to that. And I think that's, that's going to change things. So, for example, in the village I live in Wiltshire. Somebody's now opened an artisan bakery in their garage and it's brilliant. And everybody's popping around there twice a week and just buying the bread and having a chat on the way; socially-distanced with masks, of course. And talking of people, that sort of thing is happening a lot. COVID has forced people into local areas and forced people to realise the vulnerability of supply chains. So, you can see changes happening there. The whole Trump phenomenon, right, and the Boris murmuring in the UK is ongoing. It's just as bad as the Trump phenomenon. It's the institutionalization of corruption as a high level. Right? Those sorts of things trigger change, right? Not without cost, change never comes without cost, but it just needs enough… It needs local action, not international action. I think that's the key principle. To get a lot of people to accept things like the Paris Accord on climate change, and you've got to be prepared to make sacrifices. And it's too distant a time at the moment, it has to become a local issue for the international initiatives to actually work and we're seeing that now. I mean… Ula Ojiaku:  It sounds like, sorry to interrupt - it sounds like what you're saying is, for the local action, for change to happen, it has to start with us as individuals… Dave Snowden:  The disposition… No, not with individuals. That's actually very North American, the North European way of thinking right. The fundamental kind of basic identity structure of humans is actually clans, not individuals. Ula Ojiaku:  Clans... Dave Snowden:  Yeah. Extended families, clans; it's an ambiguous word. We actually evolved for those. And you need it at that level, because that's a high level of social interaction and social dependency. And it's like, for example, right? I'm dyslexic. Right? Yeah. If I don't see if, if the spelling checker doesn't pick up a spelling mistake, I won't see it. And I read a whole page at a time. I do not read it sentence by sentence. All right. And I can't understand why people haven't seen the connections I make, because they're obvious, right? Equally, there's a high degree of partial autism in the Agile community, because that goes with mathematical ability and thing, and that this so-called education deficiencies, and the attempt to define an ideal individual is a mistake, because we evolved to have these differences. Ula Ojiaku:  Yes. Dave Snowden:  Yeah. And the differences understood that the right level of interaction can change things. So, I think the unit is clan, right for extended family, or extended, extended interdependence. Ula Ojiaku:  Extended interdependence… Dave Snowden:  We're seeing that in the village. I mean, yeah, this is classic British atomistic knit, and none of our relatives live anywhere near us. But the independence in the village is increasing with COVID. And therefore, people are finding relationships and things they can do together. Now, once that builds to a critical mass, and it does actually happen exponentially, then bigger initiatives are possible. And this is some of the stuff we were hoping to do in the US shortly on post-election reconciliation. And the work we've been doing in Malmo, in refugees and elsewhere in the world, right, is you change the nature of localized interaction with national visibility, so that you can measure the dispositional state of the system. And then you can nudge the system when it's ready to change, because then the energy cost of change is low. But that requires real time feedback loops in distributed human sensor networks, which is a key issue in the field guide. And the key thing that comes back to your original question on AI, is, the internet at the moment is an unbuffered feedback loop. Yeah, where you don't know the source of the data, and you can't control the source of the data. And any network like that, and this is just apriori science factor, right will always become perverted. Ula Ojiaku:  And what do you mean by term apriori? Dave Snowden:  Oh, before the facts, you don't need to, we don't need to wait for evidence. It's like in an agile, you can look at something like SAFe® which case claims to scale agile and just look at it you say it's apriori wrong (to) a scale a complex system. So, it's wrong. All right. End of argument right. Now let's talk about the details, right. So yeah, so that's, you know, that's coming back. The hyper localization thing is absolutely key on that, right? And the same is true to be honest in software development. A lot of our work now is to understand the unarticulated needs of users. And then shift technology in to actually meet those unarticulated needs. And that requires a complex approach to architecture, in which people and technology are objects with defined interactions around scaffolding structures, so that applications can emerge in resilience, right? And that's actually how local communities evolve as well. So, we've now got the theoretical constructs and a lot of the practical methods to actually… And I've got a series of blog posts - which I've got to get back to writing - called Rewilding Agile. And rewilding isn't returning to the original state, it's restoring balance. So, if you increase the number of human actors as your primary sources, and I mean human actors, not as people sitting on (in front of) computer screens who can be faked or mimicked, yeah? … and entirely working on text, which is about 10%, of what we know, dangerous, it might become 80% of what we know and then you need to panic. Right? So, you know, by changing those interactions, increasing the human agency in the system, that's how you come to, that's how you deal with fake news. It's not by writing better algorithms, because then it becomes a war with the guys faking the news, and you're always gonna lose. Ula Ojiaku:  So, what do you consider yourself, a person of faith? Dave Snowden:  Yeah. Ula Ojiaku:  Why? Dave Snowden:  Oh, faith is like hope and charity. I mean, they're the great virtues… I didn't tell you I got into a lot in trouble in the 70s. Dave Snowden:  I wrote an essay that said Catholicism, Marxism and Hinduism were ontologically identical and should be combined and we're different from Protestantism and capitalism, which are also ontologically identical (and) it can be combined. Ula Ojiaku:  Is this available in the public domain? Dave Snowden:  I doubt it. I think it actually got me onto a heresy trial at one point, but that but I would still say that. Ula Ojiaku:  That's amazing. Can we then move to the framework that Cynefin framework, how did it evolve into what we know it as today? Dave Snowden:  I'll do a high-level summary, but I wrote it up at length in the book and I didn't know I was writing for the book. The book was a surprise that they put together for me. I thought that was just writing an extended blog post. It started when I was working in IBM is it originates from the work of Max Borrasso was my mentor for years who tragically died early. But he was looking at abstraction, codification and diffusion. We did a fair amount of work together, I took two of those aspects and started to look at informal and formal communities in IBM, and its innovation. And some of the early articles on Cynefin, certainly the early ones with the five domains come from that period. And at that time, we had access labels. Yeah. And then then complexity theory came into it. So, it shifted into being a complexity framework. And it stayed … The five domains were fairly constant for a fairly long period of time, they changed their names a bit. The central domain I knew was important, but didn't have as much prominence as it does now. And then I introduced liminality, partly driven by agile people, actually, because they could they couldn't get the concept there were dynamics and domains. So, they used to say things like, ‘look, Scrum is a dynamic. It's a way of shifting complex to complicated' and people say ‘no, the scrum guide said it's about complex.' And you think, ‘oh, God, Stacey has a lot to answer for' but… Ula Ojiaku: Who`s Stacey? Dave Snowden:  Ralph Stacey. So, he was the guy originally picked up by Ken when he wrote the Scrum Guide… Ula Ojiaku:  Right. Okay. Dave Snowden:  Stacey believes everything's complex, which is just wrong, right? So, either way, Cynefin evolved with the liminal aspects. And then the last resolution last year, which is… kind of completes Cynefin to be honest, there's some refinements… was when we realized that the central domain was confused, or operatic. And that was the point where you started. So, you didn't start by putting things into the domain, you started in the operatic. And then you moved aspects of things into the different domains. So that was really important. And it got picked up in Agile, ironically, by the XP community. So, I mean, I was in IT most of my life, I was one of the founders of the DSDM Consortium, and then moved sideways from that, and was working in counterterrorism and other areas, always you're working with technology, but not in the Agile movement. Cynefin is actually about the same age as Agile, it started at the same time. And the XP community in London invited me in, and I still think Agile would have been better if it had been built on XP, not Scrum. But it wouldn't have scaled with XP, I mean, without Scrum it would never have scaled it. And then it got picked up. And I think one of the reasons it got picked up over Stacey is, it said order is possible. It didn't say everything is complex. And virtually every Agile method I know of value actually focuses on making complex, complicated. Ula Ojiaku:  Yes. Dave Snowden:  And that's its power. What they're… what is insufficient of, and this is where we've been working is what I call pre-Scrum techniques. Techniques, which define what should go into that process. Right, because all of the Agile methods still tend to be a very strong manufacturing metaphor - manufacturing ideas. So, they assume somebody will tell them what they have to produce. And that actually is a bad way of thinking about IT. Technology needs to co-evolve. And users can't articulate what they want, because they don't know what technology can do. Ula Ojiaku:  True. But are you saying… because in Agile fundamentally, it's really about making sure there's alignment as well that people are working on the right thing per time, but you're not telling them how to do it? Dave Snowden:  Well, yes and no - all right. I mean, it depends what you're doing. I mean, some Agile processes, yes. But if you go through the sort of safe brain remain processes, very little variety within it, right? And self-organization happens within the context of a user executive and retrospectives. Right, so that's its power. And, but if you look at it, it took a really good technique called time-boxing, and it reduced it to a two-week sprint. Now, that's one aspect of time boxing. I mean, I've got a whole series of blog posts next week on this, because time boxing is a hugely valuable technique. It says there's minimal deliverable project, and maximum deliverable product and a minimal level of resource and a maximum level of resource. And the team commits to deliver on the date. Ula Ojiaku:  To accurate quality… to a quality standard. Dave Snowden:  Yeah, so basically, you know that the worst case, you'll get the minimum product at the maximum cost, but you know, you'll get it on that date. So, you can deal with it, alright. And that's another technique we've neglected. We're doing things which force high levels of mutation and requirements over 24 hours, before they get put into a Scrum process. Because if you just take what users want, you know, there's been insufficient co-evolution with the technology capability. And so, by the time you deliver it, the users will probably realize they should have asked for something different anyway. Ula Ojiaku:  So, does this tie in with the pre-Scrum techniques you mentioned earlier? If so, can you articulate that? Dave Snowden:  So, is to say different methods in different places. And that's again, my opposition to things like SAFe, to a lesser extent LeSS, and so on, right, is they try and put everything into one bloody big flow diagram. Yeah. And that's messy. All right? Well, it's a recipe, not a chef. What the chef does is they put different ingredients together in different combinations. So, there's modularity of knowledge, but it's not forced into a linear process. So, our work… and we just got an open space and open source and our methods deliberately, right, in terms of the way it works, is I can take Scrum, and I can reduce it to its lowest coherent components, like a sprint or retrospective. I can combine those components with components for another method. So, I can create Scrum as an assembly of components, I can take those components compared with other components. And that way, you get novelty. So, we're then developing components which sit before traditional stuff. Like for example, triple eight, right? This was an old DSDM method. So, you ran a JAD sessions and Scrum has forgotten about JAD. JAD is a really…  joint application design… is a really good set of techniques - they're all outstanding. You throw users together with coders for two days, and you force out some prototypes. Yeah, that latching on its own would, would transform agile, bringing that back in spades, right? We did is we do an eight-hour JAD session say, in London, and we pass it on to a team in Mumbai. But we don't tell them what the users ask for. They just get the prototype. And they can do whatever they want with it for eight hours. And then they hand it over to a team in San Francisco, who can do whatever they want with it in eight hours. And it comes back. And every time I've run this, the user said, ‘God, I wouldn't have thought of that, can I please, have it?' So, what you're doing is a limited life cycle -  you get the thing roughly defined, then you allow it to mutate without control, and then you look at the results and decide what you want to do. And that's an example of pre-scrum technique, that is a lot more economical than systems and analysts and user executives and storyboards. And all those sorts of things. Yeah. Ula Ojiaku:  Well, I see what you mean, because it seems like the, you know, the JAD - the joint application design technique allows for emergent design, and you shift the decision making closer to the people who are at the forefront. And to an extent my understanding of, you know, Scrum … I mean, some agile frameworks - that's also what they promote… Dave Snowden:  Oh, they don't really don't. alright. They picked up Design Thinking which is quite interesting at the moment. If you if you look at Agile and Design Thinking. They're both at the end of their life cycles. Ula Ojiaku:  Why do you say that? Dave Snowden:  Because they're being commodified. The way you know, something is coming to the end of its life cycle is when it becomes highly commodified. So, if you look at it, look at what they are doing the moment, the Double Diamond is now a series of courses with certificates. And I mean, Agile started with bloody certificates, which is why it's always been slightly diverse in the way it works. I mean, this idea that you go on a three-day course and get a certificate, you read some slides every year and pay some money and get another certificate is fundamentally corrupt. But most of the Agile business is built on it, right? I mean, I've got three sets of methods after my name. But they all came from yearlong or longer courses certified by university not from tearing apart a course. Yeah, or satisfying a peer group within a very narrow cultural or technical definition of competence. So, I think yeah, and you can see that with Design Thinking. So, it's expert ideation, expert ethnography. And it still falls into that way of doing things. Yeah. And you can see it, people that are obsessed with running workshops that they facilitate. And that's the problem. I mean, the work we're doing on citizen engagement is actually… has no bloody facilitators in it. As all the evidence is that the people who turn up are culturally biased about their representative based opinions. And the same is true if you want to look at unarticulated needs, you can't afford to have the systems analysts finding them because they see them from their perspective. And this is one of one science, right? You did not see what you do not expect to see. We know that, alright? So, you're not going to see outliers. And so, the minute you have an expert doing something, it's really good - where you know, the bounds of the expertise, cover all the possibilities, and it's really dangerous. Well, that's not the case. Ula Ojiaku:  So, could you tell me a bit more about the unfacilitated sessions you mentioned earlier? Dave Snowden:  They're definitely not sessions, so we didn't like what were triggers at moments. Ula Ojiaku:  Okay. Dave Snowden:  So, defining roles. So, for example, one of the things I would do and have done in IT, is put together, young, naive, recently graduated programmer with older experienced tester or software architect. So, somebody without any… Ula Ojiaku:  Prejudice or pre-conceived idea... Dave Snowden:  … preferably with a sort of grandparent age group between them as well. I call it, the grandparents syndrome - grandparents say things to their grandchildren they won't tell their children and vice versa. If you maximize the age gap, there's actually freer information flow because there's no threat in the process. And then we put together with users trained to talk to IT people. So, in a month's time, I'll publish that as a training course. So, training users to talk to IT people is more economical than trying to train IT people to understand users. Ula Ojiaku:  To wrap up then, based on what you said, you know, about Cynefin, and you know, the wonderful ideas behind Cynefin. How can leaders in organizations in any organization apply these and in how they make sense of the world and, you know, take decisions? Dave Snowden:  Well, if there's actually a sensible way forward now, so we've just published the field guide on managing complexity.  Ula Ojiaku:  Okay. Dave Snowden:  And that is actually, it's a sort of ‘Chef's guide'. It has four stages: assess, adapt, exert, transcend, and within that it has things you could do. So, it's not a list of qualities, it's a list of practical things you should go and do tomorrow, and those things we're building at the moment with a lot of partners, because we won't try and control this; this needs to be open. Here's an assessment process that people will go through to decide where they are. So that's going to be available next week on our website. Ula Ojiaku:  Oh, fantastic! Dave Snowden:  For the initial registration.  Other than that, and there's a whole body of stuff on how to use Cynefin. And as I said, we just open source on the methods. So, the Wiki is open source. These… from my point of view, we're now at the stage where the market is going to expand very quickly. And to be honest, I, you know, I've always said traditionally use cash waiver as an example of this. The reason that Agile scaled around Scrum is he didn't make it an elite activity, which XP was. I love the XP guys, but they can't communicate with ordinary mortals. Yeah. It takes you about 10 minutes to tune into the main point, and even you know the field, right. And he (Jeff Sutherland) made the Scrum Guide open source. And that way it's great, right. And I think that that's something which people just don't get strategic with. They, in early stages, you should keep things behind firewalls. When the market is ready to expand, you take the firewalls away fast. Because I mean, getting behind firewalls initially to maintain coherence so they don't get diluted too quickly, or what I call “hawks being made into pigeons”. Yeah. But the minute the market is starting to expand, that probably means you've defined it so you release the firewall so the ideas spread very quickly, and you accept the degree of diversity on it. So that's the reason we put the Wiki. Ula Ojiaku:  Right. So, are there any books that you would recommend, for anyone who wants to learn more about what you've talked about so far. Dave Snowden:  You would normally produce the theory book, then the field book, but we did it the other way around. So, Mary and I are working on three to five books, which will back up the Field Guide. Ula Ojiaku:  Is it Mary Boone? Dave Snowden:  Mary Boone. She knows how to write to the American managers, which I don't, right… without losing integrity. So that's coming, right. If you go onto the website, I've listed all the books I read. I don't think… there are some very, very good books around complexity, but they're deeply specialized, they're academic. Gerard's book is just absolutely brilliant but it's difficult to understand if you don't have a philosophy degree. And there are some awfully tripe books around complexity - nearly all of the popular books I've seen, I wouldn't recommend. Yeah. Small Groups of Complex Adaptive Systems is probably quite a good one that was published about 20 years ago. Yeah, but that we got a book list on the website. So, I would look at that. Ula Ojiaku:  Okay. Thank you so much for that. Do you have any ask of the audience and how can they get to you? Dave Snowden:  We've open-sourced the Wiki, you know, to create a critical mass, I was really pleased we have 200 people volunteered to help populate it. So, we get the all the methods in the field guide them. And they're actively working at that at the moment, right, and on a call with them later. And to be honest, I've done 18-hour days, the last two weeks, but 8 hours of each of those days has been talking to the methods with a group of people Academy 5, that's actually given me a lot of energy, because it's huge. So, get involved, I think it's the best way… you best understand complexity by getting the principles and then practicing it. And the key thing I'll leave us with is the metaphor. I mentioned it a few times - a recipe book user has a recipe, and they follow it. And if they don't have the right ingredients, and if they don't have the right equipment, they can't operate. Or they say it's not ‘true Agile'. A chef understands the theory of cooking and has got served in apprenticeship. So, their fingers know how to do things. And that's… we need… a downside.. more chefs, which is the combination of theory and practice. And the word empirical is hugely corrupted in the Agile movement. You know, basically saying, ‘this worked for me' or ‘it worked for me the last three times' is the most dangerous way of moving forward. Ula Ojiaku:  Because things change and what worked yesterday might not work Dave Snowden:  And you won't be aware of what worked or didn't work and so on. Ula Ojiaku:  And there's some bias in that. Wouldn't you say? Dave Snowden:  We've got an attentional blindness if you've got Ula Ojiaku:  Great. And Dave, where can people find you? Are you on social media? Dave Snowden:  Cognitive. Yeah, social media is @snowded. Yeah. LinkedIn, Facebook and Twitter. Two websites – the Cognitive Edge website, which is where I blog, and there's a new Cynefin Center website now, which is a not-for-profit arm. Ula Ojiaku:  Okay. All these would be in the show notes. Thank you so much for your time, Dave. It's been a pleasure speaking with you. Dave Snowden:  Okay. Thanks a lot.

Send us a textIn this episode of Measure Twice, Cut Once, I explore the process of learning new skills and capabilities, both in quilting and in business. I share personal stories about taking on challenging projects—from creating a quilt from vintage blocks to building an online course business—and break down the four stages of growth: courage, commitment, capability, and confidence. This episode offers practical insights for anyone looking to expand their creative skills or transform their passion into a profession.Note: Some links below are affiliate links, which means that if you use them to purchase the product, I'll earn a small commission at no extra charge to you! Key PointsMy experience with the "Ava" quilt challenge and how it prepared me for bigger challengesThe Four C's Formula by Dan Sullivan: Courage, Commitment, Capability, and ConfidenceThe importance of giving yourself permission to be a beginner and take time to learnWhy celebrating small gains and progress is essential for growthResources MentionedThe Four C's Formula by Dan Sullivan: Link to bookletThe Gap and the Gain by Dan Sullivan and Dr. Benjamin HardySponsorThis episode is sponsored by Susan's Free Motion Quilting Masterclass, an on-demand comprehensive course for mastering freehand quilting skills and design decisions. Learn more at stitchedbysusaon.com/learn.Questions for ReflectionWhat vision are you holding that's bigger than your current skills?What would taking the first step of courage into something new look like for you today?How can you better celebrate your small gains and progress?Want to try free motion quilting but don't know where to start? Here's 3 simple steps to get going.Support the show------------------------If you enjoyed this episode, please consider leaving a rating and review here.Resources: ADVANCE, my monthly subscription membershipFREEHAND QUILTING MASTERCLASS, an on-demand comprehensive courseALL-OVER FEATHER, sign-up for a FREE quilting class And here's where you can find more of my work: YouTube - LIVE & UNSCRIPTED episodesWebsite - for more information on classes and quilting servicesFacebook - current projects and photosInstagram - current projects and photosPinterest - photo galleries and tutorials

The government has finally released its Defence Capability Plan, with phrases like 'enhanced lethality' and 'force multiplier' laying bare how much the strategic outlook has changed. For Focus on Politics this week, political reporter Giles Dexter digs into the plan, where the money's going, and how New Zealand's partners might respond.Go to this episode on rnz.co.nz for more details

What You'll Learn:In this episode, hosts Shayne Daughenbaugh, Patrick Adams, and guest Micki Vandeloo, discuss the transition from a learning culture to actual capability in organizations. They highlight the importance of applying learning to real-world applications and the role of leadership in fostering this culture.About the Guest:Micki is the President of Lakeview Consulting, Inc., leading a team of five grant professionals who have secured over $220 million in funding for nonprofit and for-profit clients. Specializing in the manufacturing and trade association foundation sectors, Lakeview provides grant research, readiness, and writing services. With over 15 years of grant consulting experience and 25 years in manufacturing, Micki's engineering and business background strengthens her expertise. She has personally obtained over $70 million in grants and authored THE For-Profit Grant Writing Guide in 2014. A former chair of the Grant Professionals Foundation Board and past president of the St. Louis Grant Professionals Association Chapter, she also volunteers for her church, school, and a nonprofit supporting sight-impaired individuals.Links:Click Here For Micki Vandloo LinkedIn

Product and engineering love to blame each other—but the best teams skip the turf war and figure out how to move forward together. In this episode, Rina talks with Guy Gershoni, Head of Engineering at genesIT, about what makes that partnership work (and what breaks it). From lean experiments to shared metrics to real talk about trust, this one's packed with hard-earned lessons from someone who's seen both the chaos and the magic. Key Topics Discussed in This Episode Why engineers care more about impact than frameworks Turns out, engineers don't want to ship shiny features. They want to ship useful ones. The key is making the impact visible.  Experiments that don't waste time (or careers) Guy shares a dead-simple way to test new ideas without overinvesting—or getting stuck in analysis paralysis.  The MAC Model: A cheat code for fixing team dynamics Mindset, Articulation, Capability. If your team is off-track, this framework can tell you exactly where things are breaking down. Why Listen to This Episode? In this episode, you'll get: Real advice on how product and engineering can stop talking past each other A new way to think about experimentation (it's not about frameworks) Tactics to make success metrics a shared responsibility A refreshingly honest take on what actually builds team trust If you're navigating cross-functional tension or just want to collaborate better, this one's worth your time. Related Resources Check out these additional tools and resources to add to your PM belt: Productside Resource Library More Productside Stories Podcast Episodes Explore Productside Courses 

Aubrey speaks to Andisa Ramavhunga, Group Chief Advisor at Ntiyiso Consulting Group, about "People at the centre of strategy. Thoughts about designing a Human Capital capability that is able to deliver on a winning strategy - Part 2".See omnystudio.com/listener for privacy information.

The government is pumping $12 billion over the next four years into building a "modern, combat-capable" New Zealand Defence Force. Political Editor Jo Moir spoke to Alexa Cook.

In this episode of the Celebrate Kids podcast, Dr. Kathy explores the importance of self-efficacy in children and how daily chores contribute to this vital character quality. Drawing on research conducted by pediatrician Rebecca Schraff at the University of Virginia Medical School, Dr. Kathy discusses the findings that children who regularly participate in household chores develop a stronger sense of capability compared to those who do not. This episode delves into the benefits of assigning age-appropriate responsibilities to kids, emphasizing how chores can foster independence, confidence, and a positive mindset about their abilities. Tune in for insightful tips on how to integrate chores into family life in a way that feels rewarding rather than burdensome.

Sue Stockdale talks to Rosemary Hoskins, a learning and development expert, about navigating uncertainty in careers, personal growth, and leadership. Rosemary shares her journey from graduating during a recession to building a diverse career and offers insights on the importance of critical thinking, adaptability, and peer learning. The conversation emphasizes the value of evaluating risks, asking 'what if' questions, and creating plans to manage the unknown. Rosemary also talks about her unique personal experiences, including bringing a polo pony from Argentina and building her own ecohouse illustrating the power of stepping out of one's comfort zone to explore opportunities.About Rosemary HoskinsRosemary Hoskins has built her career in people development around designing and leading strategic change to enhance organisational capability and to change the way that people work. Most recently serving as Global Capability Lead at AstraZeneca, she has previously worked in learning and development roles at Barclays, Citi, BP, UKTI, and PA Consulting.  Her first career was as an independent environmental consultant.  She likes to learn things mainly through doing them, supported by sharing ideas with others and just the right amount of relevant content.  Connect with Rosemary Hoskins on LinkedInTime Stamps01:57 Rosemary's Early Career Challenges04:04 Skills for Thriving in Uncertainty05:34 The Role of AI in Critical Thinking06:57 Working in the Grey08:37 Learning and Development Strategies09:55 Personal Stories and Career Reflections10:42 The Polo Pony Adventure17:33 Leadership and Peer Support20:04 Future Outlook and Final ThoughtsConnect with Access to Inspiration: Twitter | Facebook | Instagram | LinkedIn | Read our Impact Report and if you would like to support us then Buy Me A CoffeeProducer: Sue Stockdale   Sound Editor: Matias De Ezcurra Become a supporter of this podcast: https://www.spreaker.com/podcast/access-to-inspiration--4156820/support.

You can live without saving money, and you can live with debt, but you cannot live without cash flow. In fact, if you want your personal finance to flourish, cash flow is a key element you need to focus on – passive income too. Why is that the case? Find out about critical personal financing missteps you should avoid making, what to focus on to measure financial progress and happiness, and the key traits you can learn from the happiest and most successful people to win more in personal finance. Just like many other areas of life, personal finance too is dependent on your own tank both from a mental, physical, and resources standpoint. Trying to do too much with their resources is one of the most common personal finance missteps people make. There's a tendency of segregating financial goals into silos and of gravitating towards what looks easiest over what is often best – which typically leads to personal finance goals not being achieved. Brian believes that the key to maximizing your capabilities should be on building resources, and then creating cash flow from them to fund everything else. Passive income plays a crucial role in that it fills your income gap, allowing you to free up your time. Brian sees people often getting caught up in their silos and finding themselves beholden to their system of working to spend. It's possible to live without saving money, and with debt, but it's impossible to live without cash flow. How do you measure financial progress? To identify what makes them happy, people often go beyond financial aspects and look at things such as family, friends, faith, fitness, and free time. Once you have this aspect figured out, you can either do everything by yourself – with all the risks that this approach entails – or you can delegate. In The 7 Habits of Highly Effective People, Stephen Covey explains that the happiest and most successful people have figured out how to buy more time by relying on professionals with the knowledge and experience to help them manage their relationships, health, time, and money. Tom Rath, author of Stengths Finder 2.0, has found that successful people tend to leverage strengths and delegate weaknesses. They spend their time on things they're good at and want to spend their time on, and they delegate the tasks they can gain more time from by not doing them.     Mentioned in this episode: BrianSkrobonja.com BrianSkrobonja.com/FamilyOfficeQuiz Chat GPT The 7 Habits of Highly Effective People by Stephen Covey Strengths Finder 2.0 by Tom Rath   This is a replay of "In Financial Planning, Consider Your ‘Fuel Tank of Capability'"   Securities offered only by duly registered individuals through Madison Avenue Securities, LLC. (MAS), Member FINRA & SIPC. Advisory services offered only by duly registered individuals through Skrobonja Wealth Management (SWM), a registered investment advisor. Tax services offered only through Skrobonja Tax Consulting. MAS does not offer Build Banking or tax advice. Skrobonja Financial Group, LLC, Skrobonja Wealth Management, LLC, Skrobonja Insurance Services, LLC, Skrobonja Tax Consulting, and Build Banking are not affiliated with MAS. The firm is a registered investment adviser with the state of Missouri, and may only transact business with residents of those states, or residents of other states where otherwise legally permitted subject to exemption or exclusion from registration requirements. Registration with the United States Securities and Exchange Commission or any state securities authority does not imply a certain level of skill or training. Advisory services are only offered to clients or prospective clients where Skrobonja Wealth Management, LLC and its representatives are properly licensed or exempt from licensure. This website is solely for informational purposes. Past performance is no guarantee of future returns. Investing involves risk and possible loss of principal capital. No advice may be rendered by Skrobonja Wealth Management, LLC unless a client service agreement is in place. Skrobonja Financial Group, LLC provides links for your convenience to websites produced by other providers of industry related material. Accessing websites through links directs you away from our website. Users who gain access to third party websites may be subject to the copyright and other restrictions on use imposed by those providers and assume responsibility and risk from use of those websites. Any references to protection, safety or lifetime income, generally refer to fixed insurance products, never securities or investments. 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The awards, accolades and appearances are not representative of any one client's experience and is not indicative of future performance. Each of these awards have set criteria for their nominations and eligibility requirements. “Best Wealth Managers” and “Future 50 Company” are annual surveys conducted by Small Business Monthly. The winner is chosen by an online vote of the general public and no specific criteria is utilized to determine the winner other than number of votes. Some voters may not be clients of Brian Skrobonja and Skrobonja Financial Group. These awards are not representative of any one client's experience and is not indicative of future performance.

All Family Pharmacy https://AllFamilyPharmacy.com/HermanBe prepared for when you need medicine the most. Don't go to urgent care YUCK. Use code HERMAN10 to save 10% on your order. Alan's Soaps https://www.AlansArtisanSoaps.comUse coupon code TODD to save an additional 10% off the bundle price.Bioptimizers https://Bioptimizers.com/toddEnter promo code TODD to get 10% off any order.Bonefrog https://BonefrogCoffee.com/toddThe new GOLDEN AGE is here!  Use code TODD at checkout to receive 10% off your first purchase and 15% on subscriptions.Bulwark Capital Bulwark Capital Management (bulwarkcapitalmgmt.com)Don't miss the LIVE Webinar tomorrow at 3:30pm pacific.  Sign up today by calling 866-779-RISK or go to KnowYourRiskRadio.com.Renue Healthcare https://Renue.Healthcare/ToddYour journey to a better life starts at Renue Healthcare. Visit https://Renue.Healthcare/ToddIn relation to your body - we should choose Christian pain. John Roberts has a Christian duty to stop rogue judges. Either be a Christian culture warrior, or risk being rejected by Jesus.Episode Links:Teacher explains why students now are so bad - They are DOPAMINE ADDICTS.Feelz Jurisprudence Marries Hugs Fascism; and what a disturbing couple they make Pam Bondi is filing charges against the state of New York, NY Governor Kathy Hochul, and Attorney General Leticia James. "This is a new DOJ, and we are taking steps to protect Americans."CBS ran this story in 2003 about a government employee who was earning $100,000/year to do nothing dating back 7 years. Imagine how many federal government employees are like this today.THE CONSTITUTION: The Odd Pause That Wasn'tTrump hits highest approval he's ever had — as more Americans say US is on right track than any time in 20 years: pollRep. McBride: "The Republican Party is obsessed with culture war issues. It is weird and it is bizarre."Jesus Heals the Withered Hand (The Chosen Scene)Revelation 3:16 16 So, because you are lukewarm—neither hot nor cold—I am about to spit you out of my mouth.Mathew 7: 15-23True and False Prophets15 “Watch out for false prophets. They come to you in sheep's clothing, but inwardly they are ferocious wolves. 16 By their fruit you will recognize them. Do people pick grapes from thornbushes, or figs from thistles? 17 Likewise, every good tree bears good fruit, but a bad tree bears bad fruit. 18 A good tree cannot bear bad fruit, and a bad tree cannot bear good fruit. 19 Every tree that does not bear good fruit is cut down and thrown into the fire. 20 Thus, by their fruit you will recognize them.True and False Disciples21 “Not everyone who says to me, ‘Lord, Lord,' will enter the kingdom of heaven, but only the one who does the will of my Father who is in heaven. 22 Many will say to me on that day, ‘Lord, Lord, did we not prophesy in your name and in your name drive out demons and in your name perform many miracles?' 23 Then I will tell them plainly, ‘I never knew you. Away from me, you evildoers!

Send Everyday AI and Jordan a text messageWill we see humanoids in the grocery store soon?

Are your team leaders still growing, or have they become too comfortable? In this episode, Shannon Waller discusses why leaders need to be led and how entrepreneurs can create environments where their leadership teams continue to grow, adapt, and welcome feedback. Learn how to avoid the trap of entropy and cultivate a team that embraces change and collaboration. Download Episode Transcript Show Notes: Entrepreneurs get their feedback from the marketplace, but your internal leaders may not get the same level of direct input, requiring intentional direction from you. Great entrepreneurial leaders embrace The 4 C's Formula®—Commitment, Courage, Capability, and Confidence—and continually repeat the cycle of growth. It's the responsibility of those in leadership positions to ensure their team leaders are continually growing, stretching, and expanding their areas of Unique Ability®. Without guardrails and feedback, even the best leaders can go off course, which makes structured communication and open dialogue key. While corporations tend to have established growth paths and feedback mechanisms, entrepreneurial companies often demand team members take a more proactive, self-directed approach. Entropy, or the gradual decline into disorder, can take over if there's no conscious effort to maintain uniqueness and encourage growth in your organization. Resisting change is a warning sign of stagnation. Encourage your team to challenge the phrase, “We've always done it this way.” Prioritize leading people over simply managing them; let technology handle inputs while you focus on providing direction and leadership to your team. Create psychological safety for your leaders by encouraging open and honest communication so they feel comfortable sharing feedback and voicing concerns. It's also important that your leaders receive feedback not only from you, but also from their teams, so you can build a broader culture of trust. If you want to cultivate Unique Ability® Teamwork, you have to put effort and energy into making it happen—encourage collaboration and welcome new ideas and input regardless of job descriptions. Resources: Unique Ability® The 4 C's Formula by Dan Sullivan The Blind Watchmaker: Why the Evidence of Evolution Reveals a Universe Without Design by Richard Dawkins EOS®

In the past decade, China has ramped up its engagement in the Middle East, a region which is far from China geographically, but carries growing importance in China's foreign policy. Economically, China is the biggest importer of the Middle East oil, particularly from Saudi Arabia and Iraq. Chinese state-owned enterprises have invested heavily in the region under the Belt and Road Initiative with an emphasis on physical and digital infrastructure, including telecommunications, 5G connectivity, submarine optic cables, and security information systems.  Diplomatically, China played a role in brokering a deal between Saudi Arabia and Iran, two longstanding regional rivals. Beijing has also been instrumental in expanding the BRICS multilateral mechanism to include four Middle East countries. Securing access to vital natural resources is a key driver of Beijing's intensified engagement in the Middle East. But China's interests are broader and encompass economic, geopolitical and strategic considerations.To further discuss China's interests and evolving role in the Middle East, Michael Schuman joins host Bonnie Glaser. Michael is a nonresident senior fellow at the Global China Hub of the Atlantic Council and an author and journalist with more than 25 years of on-the-ground experience in Asia.  He is the co-author of a recently published report by the Atlantic Council titled China's Middle East policy shift from ‘hedging' to ‘wedging.' Timestamps[00:00] Start[02:06] China's Interest in the Middle East[04:23] Evaluating China's Strategy of “Wedging” [06:51] Evaluating China's Position of Neutrality[10:17] Factors Driving China's Middle Eastern Strategy [13:46] Chinese Bilateral and Multilateral Engagement [16:08] China's Energy Ties with the Middle East[19:41] Implications for the United States[24:19] Limits to Chinese Engagement 

In this episode of The TRU Leader Podcast, Tracy and Michelle are joined by Ruchira Chaudhary. Ruchira shares her transformative journey from unfulfilling careers to a purposeful life as a leadership coach. Drawing from her role as an executive coach at the University of Chicago's Booth School of Business and her groundbreaking book “Coaching: The Secret Code to Uncommon Leadership,” Ruchira highlights the power of coaching in helping leaders thrive while empowering others. The conversation explores frameworks like the “4C + Model,” which uses the "4 C's"—Capability, Clarity, Consciousness, and Confidence—to unlock personal growth and self-belief, especially for women navigating self-doubt. Together, they stress that coaching isn't about offering answers but fostering self-discovery and potential through thoughtful guidance.Ruchira advocates for building coaching into the fabric of organizational culture, replacing rigid performance reviews with continuous, supportive feedback. From insights on creating psychological safety in culturally diverse environments to practical tips for developing self-awareness and a growth mindset, this episode is packed with actionable advice for leaders looking to elevate their impact. Tune in to gain valuable strategies for coaching and leadership that can transform not just your professional life but also those you lead.For full show notes and links, visit https://www.missinglogic.com/truleaderIf you found value in this episode, please subscribe and leave us a review on Apple Podcasts!SOCIAL MEDIA LINK:https://www.linkedin.com/company/missinglogic-llcSummary:This episode of The TRU Leader Podcast features Ruchira Chaudhary's journey from an unfulfilling career to becoming a leadership coach and author. Ruchira and co-hosts Tracy and Michelle discuss the transformative power of coaching in leadership, highlighting frameworks like the “4C+ Model” with its “4 C's”—Capability, Clarity, Consciousness, and Confidence—that foster self-awareness, growth, and confidence, particularly for women overcoming self-doubt. They emphasize integrating coaching into organizational cultures through continuous feedback, creating psychological safety, and aligning personal and organizational goals, offering valuable insights into developing leaders who empower others while achieving their own potential.In this podcast, business leaders navigate the challenges of high-pressure jobs, tackling burnout, micromanagement, and decision fatigue while honing emotional intelligence, communication skills, and problem-solving abilities to strengthen their leadership identity. Through discussions on leadership development, stress management, conflict resolution, and time management, listeners gain insights into achieving work-life balance, overcoming the struggles of being overworked, and fostering personal growth in the ever-evolving workplace.

Will we have humanoid robots cleaning our house soon? In this conversation, Sam Korus and Nicholas Grous explore the current state and future potential of humanoid robots. They discuss the implications of recent developments in AI and robotics, the distinction between tasks and jobs, and the evolving landscape of automation. The conversation highlights the importance of both hardware and software in the development of humanoid robots, as well as the potential for these technologies to transform industries and create new opportunities.If you know ARK, then you probably know about our long-term research projections, like estimating where we will be 5-10 years from now! But just because we are long-term investors, doesn't mean we don't have strong views and opinions on breaking news. In fact, we discuss and debate this every day. So now we're sharing some of these internal discussions with you in our new video series, “The Brainstorm”, a co-production from ARK and Public.com. Tune in every week as we react to the latest in innovation. Here and there we'll be joined by special guests, but ultimately this is our chance to join the conversation and share ARK's quick takes on what's going on in tech today.Key Points From This Episode:Humanoid robots are becoming a significant focus in technology.The shift from closed to open-source models is impacting robotics.Automation has historically created unexpected industries.Understanding the difference between tasks and jobs is crucial in robotics.The current landscape of humanoid robotics is competitive and evolving.Boston Dynamics has faced challenges in adapting to new AI advancements.Manufacturing is a key area for the deployment of humanoid robots.Consumer adoption of humanoid robots will take time.Software advancements are critical for the future of robotics.Humanoid robots will learn and adapt over time.For more updates on Public.com:Website: https://public.com/YouTube: @publicinvestX: https://twitter.com/public

Go to www.LearningLeader.com for full show notes. This is brought to you by Insight Global. If you need to hire 1 person, hire a team of people, or transform your business through Talent or Technical Services, Insight Global's team of 30,000 people around the world have the hustle and grit to deliver. www.InsightGlobal.com/LearningLeader Rachel Botsman has become an expert on trust in the modern world. She's written three books: What's Mine is Yours, Who Can You Trust, and How to Trust and Be Trusted. Her TED talks have amassed over 5 million views. And she teaches at Oxford University's Business School where she created pioneering courses on trust in the digital age has become an expert on trust in the modern world. She's written three books: What's Mine is Yours, Who Can You Trust, and How to Trust and Be Trusted. Her TED talks have amassed over 5 million views.  Notes: Trust is being comfortable with uncertainty. Capability and Character - Assholes are capable people with low character. Demonstrate the ability to take risks. Confidence in the unknown. Healthy challenge and push mentality. Trust willing – Lead with Trust. Make the trust wager. What's the best way to earn someone's trust? LEAD with trust. Trust them first. This also creates a highly attractive company or team. Don't you want to attract highly trusting, capable people? The best way to do that is to lead with trust. Be more trust willing. Lead with Trust. Jim Collins story. Make the trust wager. You don't have to earn it, you got it. Willingness to be a beginner. Be curious. Look stupid at first. Those are good qualities in a leader. For keynote speaking: Share your expertise, but don't seek approval Share your stories, but don't look for validation Share your passion, but don't perform for the applause Don't sell from the stage. Don't show your book. Don't give your resume. Honor the present. If you're running a meeting, start it on time. Honor the people who showed up on time. Leaders who are overscheduled… It's usually their fault and it comes from ego. If you've hired a capable team, then you don't have to be in every meeting. Also, if you're always late, you aren't reliable. And that becomes part of your reputation. That's not something we want to be known for. How can people trust you if you're always late? They won't. You aren't reliable if you're always late. Reliability is a big part of your reputation. It can become the thing you're known for. That's bad. The power of consistency: Intensity makes a good story. Consistency makes progress. Consistency builds trust. Leaders who are overscheduled have a problem they've created for themselves. It's usually from ego. Interviewing leaders for jobs. High character is a must. We can teach capabilities later.  Paul Simon's audiobook with Pushkin is awesome. Rachel's five principles for trust: Competence: Having the skills, knowledge, time, and resources to do what you say you'll do  Reliability: Being dependable and consistent in your actions  Integrity: Being honest about your intentions and motives, and ensuring your words and actions align  Empathy: Caring about others' interests and how your actions affect them  Consistent action: Earning trust through how you show up, set expectations, and deliver acts of caring Life/Career Advice: Don't get boxed in too early and grow a career based on being able to tell people at parties that you work at a prestigious company.  Look for great teams and great bosses. The industry doesn't matter as much as the people. Culture is everything. People are everything. And then when you're younger it's helpful to be a generalist. Know a little about a lot of things. But as you get older, it's useful to become a specialist at something. Become an expert. Go deep on a topic. This is similar to what Mike Maples Jr said on episode #619.

SEND US A TEXT MESSAGE!!! Let Drs. Nii & Renee know what you think about the show!We unravel the complexities of a career in medicine, touching on societal demands and the evolving notion of success. From the shifting gender expectations in high-powered roles to the balancing act between professional ambitions and personal life, we share stories of perseverance and personal growth. Join us as we answer listener questions, reflect on early career doubts, and underscore the importance of resilience and integrity in the ever-changing landscape of medicine. Timeline0:00:00 Introduction0:04:28 The Honey scam 0:18:53 Doctors should stop looking to be fulfilled by medicine.0:27:10 The role that society conditioning plays in being fulfilled and complete.0:32:44 Men vs. women's likelihood of dropping out from school due to pregnancy.0:42:26 The struggle with working night shifts & tiger texting.0:57:37 The younger generation vs. the older generation.1:03:58 Listener Q&A on questioning if you are capable of being a doctor.1:16:44 Questioning what type of doctor you want to be. (Specialty and integrity-wise)1:26:41 Feeling out of place during your journey of becoming a doctor.1:29:18 Overstepping and how to get through it.FREE DOWNLOAD -  7 Considerations Before Starting Locum Tenens - https://darkos.lpages.co/7-considerations-before-locumsLINKS MENTIONED Building and Creating A Purposeful Life - https://youtu.be/VNVIjSstZuMQ&A and Suggestions Form - https://forms.clickup.com/9010110533/f/8cgpr25-4614/PEBFZN5LA6FKEIXTWFSIGN UP FOR OUR NEWSLETTER! WATCH THIS EPISODE ON YOUTUBE!Have a question for the podcast?Text us at 833-230-2860Twitter: @drniidarkoInstagram: @docsoutsidetheboxEmail: team@drniidarko.comMerch: https://docs-outside-the-box.creator-spring.comThis episode is sponsored by Set For Life Insurance. What the Darkos use for great disability insurance at a low cost!! Check them out at https://setforlifeinsurance.com/