Podcasts about Carnegie Foundation

Diego Arambula, Vice President for Educational Transformation at the Carnegie Foundation, shares how his upbringing in Fresno and his parents' commitment to community improvement shaped his mission to transform education so that both students and teachers feel engaged, supported, and prepared for real-world challenges. He critiques the outdated architecture of schools—especially the reliance on the Carnegie Unit—and calls for a systemic overhaul rooted in new goals, learning experiences, and signals that move beyond time-based measures. Arambula emphasizes the urgency and possibility of this “punctuated equilibrium” moment in education, advocating for collaborative, research-driven innovation that can scale and sustain meaningful change, ultimately fulfilling the promise of public education for all students.

For more than 50 years, the Carnegie Foundation for the Advancement of Teaching has been categorizing institutions in a functional but basic way–by the highest degree the institution awards and the amount of research generated by the institution. Even as American higher education changed significantly from the early 1970s, the classifications remained the same. Until recently! In this episode we talk about the classifications, how they were used and why, and what led to the revised classifications that were just released.  Key Takeaways:The Carnegie Foundation partnered with the American Council on Education (ACE) to conduct the first major overhaul of the Carnegie Classifications for Higher Education in almost 50 years.Over the three-year process, the team engaged thousands of stakeholders across the higher education sector and other relevant experts about how best to provide more information about an institution through the classifications.  For the first time, the Carnegie Classifications bring in information about the student (not just the degree) through the new Student Access and Earnings category. The American Council on Education prefers a three-syllable callout (“EY SEA EE”) rather than a one-syllable word (“ace”) when referring to the organization in shorthand. Host:Doug McKennaUniversity Registrar, George Mason Universitycmckenn@gmu.edu   Guests:Mushtaq GunjaExecutive Director of the Carnegie Classification Systems & Senior Vice President American Council on Education References and Additional Information:Carnegie Classification of Institutions of Higher Education® Classification MethodologyAmerican Council on Education

Manhattan Area Technical College receives prestigious Carnegie Foundation classifications, positioning it among an elite 8% of institutions nationwide with outstanding student outcomes including 97% job placement rates and 86% of graduates remaining in Kansas.• Carnegie Foundation classifications include Applied and Career Studies (top 8% of institutions) and Opportunity College and University (top 16%)• New campus building attracts students and enables partnerships with employers like PTMW• Flint Hills Business Accelerator Project in child care developing curriculum with almost 30 high school students already enrolled• $700,000 Patterson Family Foundation grant funding mobile VR training lab to serve surrounding counties• Economic impact includes $8 million annually from alumni and $5 million from operations• Launching new programs in plumbing, electrical training, and security technology• Doubled CNA training capacity and filled nursing programs for first time since pre-COVIDGMCFCFAs

In this special episode recorded on site at SXSW EDU, Dustin speaks with Diego Arambula, Vice President of Educational Transformation at the Carnegie Foundation. Diego discusses how higher education must evolve to remain a powerful engine for economic opportunity — especially for students who are furthest from it. He unpacks the need to rethink degree structures, the role of digital transformation, and how institutions can better prepare students for career success. Tune in to hear how the Carnegie Foundation is leading efforts to reshape college classifications and workforce connections for the next generation of learners.Guest Name: Diego Arambula - Vice President of Educational Transformation, Carnegie FoundationGuest Social: LinkedInGuest Bio: Diego Arambula is vice president for educational transformation at the Carnegie Foundation. As vice president, Diego leads ambitious, actionable strategies and builds partnerships with educators, policy makers, parents, employers and community based organizations to advance Carnegie's mission. Diego exercises his passion for transformational change in education through his positions on multiple boards. In 2020, he was appointed to an 8-year term as trustee for the California State University System, the largest and most diverse postsecondary system in the nation. At CSU, he serves as chair of the Education Policy Committee. He also serves as board chair of Summit Public Schools and the Central Valley Community Foundation. He received his bachelor's (A.B.) in government from Harvard University and a master's in education from Stanford University. - - - -Connect With Our Host:Dustin Ramsdellhttps://www.linkedin.com/in/dustinramsdell/About The Enrollify Podcast Network:The Higher Ed Geek is a part of the Enrollify Podcast Network. If you like this podcast, chances are you'll like other Enrollify shows too!Enrollify is made possible by Element451 — the next-generation AI student engagement platform helping institutions create meaningful and personalized interactions with students. Learn more at element451.com.Attend the 2025 Engage Summit! The Engage Summit is the premier conference for forward-thinking leaders and practitioners dedicated to exploring the transformative power of AI in education. Explore the strategies and tools to step into the next generation of student engagement, supercharged by AI. You'll leave ready to deliver the most personalized digital engagement experience every step of the way.Register now to secure your spot in Charlotte, NC, on June 24-25, 2025! Early bird registration ends February 1st -- https://engage.element451.com/register

EAB's Ellyn Artis and Ed Venit examine the new Student Access and Earnings Classification system—set to launch this spring—that could turn traditional college rankings on their head. Unlike rankings that prioritize prestige and exclusivity, this new framework was designed by the Carnegie Foundation and the American Council on Education to put student access and career outcomes front and center. Ellyn and Ed explore how this shift could become a powerful catalyst for change, pushing institutions to redefine institutional excellence. They also offer practical guidance for higher ed leaders on how to make the necessary institutional improvements.

Dr. Beth Kaplan, author of the new book Braving the Workplace, is a recognized authority in the fields of belonging and leadership development. With a career spanning over two decades in executive roles, Dr. Kaplan has leveraged her expertise in human connection, learning, and leadership to make significant contributions to fostering workplace belonging. Her collaboration with the University of Pennsylvania to develop a pioneering belonging tool underscores her commitment to advancing the measurement and prediction of thriving within organizational contexts. Dr. Kaplan's impressive client portfolio encompasses renowned institutions such as Salesforce, the University of Pennsylvania, Georgetown University, and the Carnegie Foundation, reflecting the widespread impact of her work.    The key moments in this episode are:  00:03:34 - Defining Belonging  00:13:23 - The Four Types of Belonging  00:22:06 - The Role of Belonging in DEI Initiatives  00:26:14 - Practical Steps for Fostering Belonging Connect with Dr. Beth Kaplan Website: drbethkaplan.com Instagram: @drbethkaplan LinkedIn: linkedin.com/in/beth-kaplan X: @drbethkaplan Facebook: @drbethkaplan Book: drbethkaplan.com/braving-the-workplace   Connect with Amina AlTai Website: aminaaltai.com Instagram: @aminaaltai TikTok: @theaminaaltai Linkedin:   linkedin/in/aminaaltai  Book: aminaaltai.com/book

 1929 marked more than a stock market crash; it also marked a stern warning about the pending crash of American College Athletics if they continued to commercialize and professionalize college athletics. As usual, we did not listen. Here's what we knew in 1929 and what we should be following in 2025 to course correct, or, we can use the information as criteria to cancel sports programs altogether if they do not enhance our national life.At this point, what real cultural value do American sports programs offer for improving our nation, our culture, and the human condition?Source: "AMERICAN COLLEGE ATHLETICS" by Howard J. Savage, Staff Member, Carnegie Foundation for the Advancement of Teaching, and Harold W. Bentley, John T. McGovern, Dean F. Smiley, M.D.; Bulletin Number Twenty-Three (1929) *This is the full version; I used an abbreviated version for the podcast.

Dr. Heather Wilson, a 1982 Air Force Academy graduate, formerly the 24th Secretary of the Air Force, and first USAFA graduate to hold the position, discusses her unexpected journey to the role, emphasizing the importance of integrity, service, and leadership. ----more---- SUMMARY Dr. Wilson shares her unexpected journey into leadership, the importance of integrity, and the lessons learned from both successes and failures. She reflects on her family legacy, the influence of mentors, and how her military background shaped her leadership style. Dr. Wilson emphasizes the value of collecting tools for leadership and adapting to different environments while maintaining core values. In this conversation, she discusses the importance of finding purpose in one's mission and the value of relationships, particularly family support. She reflects on her journey as a woman in leadership, the significance of legacy in public service, and her unexpected path to serving in Congress. Dr. Wilson emphasizes the lessons learned in collaboration and the importance of humor in leadership, ultimately encouraging future leaders to uphold high standards and not to shame their families.   SHARE THIS EPISODE LINKEDIN | FACEBOOK   TAKEAWAYS Dr. Wilson's journey to becoming Secretary of the Air Force was unexpected and transformative. Leadership often requires owning failures and focusing on solutions. Integrity is foundational to effective leadership and builds trust. Adapting leadership styles to different cultures is essential for success. Mentorship and influences from family play a significant role in shaping leaders. Collecting tools and knowledge is crucial for effective leadership. Quality management principles can be applied to various fields, including education and social services. Leadership is not linear; it involves navigating different paths and chapters. Building strong teams and hiring the right people is vital for organizational success. Direct communication and honesty are key components of effective leadership. Doing things that matter with people you like is essential. The most important decision in life can be personal, like choosing a partner. Family support enriches life and provides joy. Women in leadership often face unique challenges but can pave the way for others. Legacy is about making lasting changes in systems and strategies. Unexpected opportunities can lead to significant career changes. Collaboration and giving credit to others is key in leadership roles. Humor can help create a relaxed atmosphere in serious environments. Education is crucial for transforming lives and communities. Leadership is not always a straight path; adaptability is important.   EPISODE CHAPTERS 00:00  Introduction to Long Blue Leadership 01:25  Unexpected Call to Leadership 03:16  Lessons from Leadership Challenges 08:28  The Importance of Integrity 10:07  Adapting Leadership Styles 12:23  Influences and Mentorship 15:25  Family Legacy and Influence 17:41  Learning from Team Members 21:29  Applying Quality Management Principles 24:07  Navigating Non-Linear Leadership Paths 24:20  Finding Purpose in Mission and Relationships 28:06  The Importance of Family Support 30:08  Navigating Leadership as a Woman 34:30  Legacy and Impact in Public Service 36:29  Unexpected Paths: Serving in Congress 41:03  Lessons in Collaboration and Leadership   ABOUT DR. WILSON - IMAGES AND BIO COURTESY OF UTEP BIO Dr. Heather Wilson became the 11th President of The University of Texas at El Paso in 2019 after serving as Secretary of the United States Air Force. She is the former president of the South Dakota School of Mines & Technology, and she represented New Mexico in the United States Congress for 10 years.  Active in community and national affairs, she is a member of the National Science Board, which oversees the National Science Foundation, and serves as a board member of the Texas Space Commission. She was the inaugural Chair of the Alliance of Hispanic Serving Research Universities, and is a member of the board of directors of Lockheed Martin Corporation. Dr. Wilson is the granddaughter of immigrants and was the first person in her family to go to college. She graduated from the U.S. Air Force Academy in the third class to admit women and earned her master's and doctoral degrees from Oxford University in England as a Rhodes Scholar. UTEP is located on the U.S.-Mexico border – in the fifth largest manufacturing region in North America – and serves over 24,000 students with 170 bachelor's, master's and doctoral degree programs in nine colleges and schools. In the top 5% of public universities in the United States for research and designated a community-engaged university by the Carnegie Foundation, UTEP is America's leading Hispanic-serving university. It is the fourth largest research university in Texas and serves a student body that is 84% Hispanic. President Wilson is an instrument rated private pilot. She and her husband, Jay Hone, have two adult children and two granddaughters. Dr. Heather Wilson served as the 24th Secretary of the Air Force and was responsible for the affairs of the Department of the Air Force, including the organizing, training and equipping and providing for the welfare of 660,000 Active-Duty, Guard, Reserve and civilian forces their families. She provided oversight of the Air Force's annual budget of more than $132 billion and directs strategy and policy development, risk management, weapons acquisition, technology investments and human resource management across a global enterprise. Dr. Wilson has more than 35 years of professional experience in a range of leadership and management roles in the military, higher education, government and private industry. Before assuming her current position, Dr. Wilson was president of the South Dakota School of Mines & Technology, an engineering and science research university. From 1998 to 2009, Dr. Wilson was a member of the U.S. House of Representatives, where she served on the House Armed Services Committee, the House Permanent Select Committee on Intelligence and the House Energy and Commerce Committee. Before being elected to Congress, Dr. Wilson was a cabinet secretary in New Mexico's state government responsible for foster care, adoption, juvenile delinquency, children's mental health and early childhood education. From 1989 to 1991 Wilson served on the National Security Council staff as director for defense policy and arms control for President George H.W. Bush during the fall of the Berlin Wall and the collapse of the Warsaw Pact. From 1991 to1995 and again from 2009 to 2013 Wilson was in the private sector. In 1991, she founded Keystone International, Inc., a company that did business development and program planning work for defense and scientific industry. She served as a senior advisor to several national laboratories on matters related to nuclear weapons, non-proliferation, arms control verification, intelligence and the defense industrial base. Wilson also served on the boards of two publicly traded corporations as well as numerous advisory and non-profit boards.   CONNECT WITH DR. WILSON LINKEDIN  |  UTEP     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT SPEAKERS Guest:  Dr. Heather Wilson '82  |  Hosts:  Lt. Col. (Ret.) Naviere Walkewicz '99   Naviere Walkewicz  00:00 Welcome to Long Blue Leadership, the podcast where we share insights on leadership through the lives and experiences of Air Force Academy graduates. I'm Naviere Walkowicz, Class of '99. Our story is about a leader who reached heights fellow Air Force Academy graduates had not reached before her, and this was at a time when opportunities to do so were still new. My guest is Dr. Heather Wilson, Class of '82. As you heard, she served as the 24th secretary of the Air Force, but there is a unique distinction attached to that. Dr Wilson, welcome to Long Blue Leadership; we have much to discuss. Let's start with you becoming the secretary of the Air Force, our 24th.   Dr. Heather Wilson  00:37 Yeah, that wasn't part of my life's plan. Secretary Designate Mattis did call me. I was in South Dakota as the president of the South Dakota School of Mines and my cell phone rang and he said, “This is Jim Mattis, and I want to talk to you about becoming secretary of the Air Force.” And honest to goodness, my initial answer was, “Sir, you do know that being a college president is like the best job in America, right?” And he said, “Yeah, I know. I just came from Stanford.” And I said, “I didn't apply for any job. I mean, I like it out... I'm a gal of the West. I like the mountains. I like hiking and biking and fly fishing.” And he said, “Yeah, I know. I grew up on the Columbia River in Washington.” And I thought, “This isn't working,” but we talked several more times, and it was pretty clear that I was being called to serve in a way that I didn't anticipate, but that was what I was supposed to do.   Naviere Walkewicz  01:35 What a transformative moment in your life, I'm sure.   Dr. Heather Wilson  01:38 Well, it was. Again, my entire life, I think, is a diversion from its planned course. But I turned out — I didn't anticipate that, and it meant — my husband doesn't really much like big East Coast cities that rain a lot and have a lot of traffic, and so from a family point of view, it wasn't what we personally wanted to do, but you're called to serve. And we've been called to serve in different ways in our lives and sometimes, even if it feels inconvenient, you're still called to serve. It turned out to be wonderful and I really enjoyed the experience, both of working with Sec. Mattis, but also getting back to spending time with airmen. And so it turned out to be wonderful, but it wasn't what I expected.   Naviere Walkewicz  02:25 Well, you said it, ma'am. As we know, service and leadership aren't linear, and so we're really excited to dive into some of those experiences today. Maybe share, as secretary of the Air Force, some of those moments in leadership that stuck with you. Let's just kind of start there.   Dr. Heather Wilson  02:42 Certainly. There were good days and not so good days. I think one of the things that I really benefited from was that I had a partner in the chief of staff, Dave Goldfein, who was absolutely fantastic. And we've remained very close friends. We started at the Academy the same day and he would joke and tell people that we didn't graduate on the same day because he went stop-out for a year. But we didn't know each other well as cadets, but we were formed by some of the same experiences and I think that helped tremendously. I didn't really understand that in our system of government, the civilian secretary has almost all the authority, but the chief of staff has almost all of the influence. And if you can figure out how to work together, you can get a heck of a lot done. And Dave and I both had that same approach, and it turned out to be a great partnership.   Naviere Walkewicz  03:42 That's pretty incredible. In fact, the time of your service in that role, I was actually working under your umbrella at U.S. STRATCOM. I was at Strategic Command there as a government civilian and as a reservist. And so, I can certainly speak to, I think, some of the amazing things that you did. Can you share a little — you talked about some ups and downs. What was maybe one of the failures as secretary of the Air Force that you learned from that helped you throughout your life?   Dr. Heather Wilson  04:11 Well, I know the day. I think it was Nov. 5, 2017, and it was a Sunday, late morning or early afternoon, and my phone rang. I was upstairs in the study in my row house in Virginia and it was the inspector general, Gen. Syed. And that morning, a young man had walked into a church in Sutherland Springs, Texas, and opened fire and killed a lot of people, and it turned out he had been an airman, and the general said, “You know, we're not sure yet, but he may have been convicted of a crime that would have required us to tell the FBI and the national criminal records check system that he had committed a crime that would not allow him to purchase a weapon, but we may have failed to notify.” We didn't know, we wouldn't know that afternoon but I talked to the chief and we all got together on Monday morning at 9 a.m. and Gen. Syed confirmed that he was an airman, he had been convicted of a domestic violence-related crime, and we had not properly notified the FBI, and as a result, he had been able to buy a weapon. Um, that was not a good day. And we talked about what we should do next, and our general counsel wasn't there — he was traveling that morning, but a more junior lawyer was there, who suggested kind of — and, you know, other people said, well — it actually got worse because there was an IG investigation, an internal audit from several years before, that showed that all of the services were not properly reporting to the national criminal records system. So we hadn't fixed the problem. We knew; we had been informed there was a problem and hadn't fixed it. And some people said, “Well, you weren't here at the time.” That doesn't matter. You wear the uniform, or you wear the cloak of office, and you have to take responsibility for the institution. And of course, the lawyers would say, “Well, you know, maybe you want to fuzz this and not take — you know, there's investigation going on,” or something. But we knew enough of the facts that morning, Monday morning, and Dave Goldfein and I decided to own it, to own the failure and focus on fixing the problem. And we did. And in the short term that was very uncomfortable. We sat in front of the Pentagon press corps and took their questions, and we went to Capitol Hill and informed the members of Congress on what had been done and not been done and why. But in the long term, by owning failure, we were able to focus on fixing the problem rather than just trying to manage responsibility and accountability, and it turned out to be a much better approach. So, sometimes the most important lesson is to own failure.   Naviere Walkewicz 07:09 I'm so glad you shared that, ma'am, because I think some people have a fear of failure, but there are many times when failure is inevitable, and to your point, owning it is the right approach. Something you said when you're sharing that, it made me think about us as cadets and our core values: integrity first. And that really resonated with how your approach was. Would you say that was born for you at the Academy and kind of through your career that's where it stayed, or has that always been part of your fabric?   Dr. Heather Wilson  07:36 I think the Academy was absolutely formative in that way, in the Honor Code. And, you know, integrity first, service before self, and excellence in all we do, now replaces what was there when I was a cadet, over the archway there. But I think that's woven into the fabric for airmen, and it's part of our culture, and it drives you. And I think — you know now we look at, how do we evaluate officers? It's the same way I now evaluate leaders — any leaders that work with me — and it's the way I evaluate myself: accomplish the mission, lead people, manage resources and make your unit better, all on a foundation of values. But it's that last part of it: all on a foundation of values. If you don't have that, the rest of it almost doesn't matter. You can try to make your unit better, but if you're lying about it, nobody's going to trust you. If you're leading people and managing resources, but you don't have integrity, it doesn't matter. So, integrity first, and that commitment to trying to be honest and direct with people builds those relationships of trust, which lasts for decades throughout a career.   Naviere Walkewicz  08:53 Absolutely. And the key word, I think, that foundation you talked about — how has that foundation served you in leadership as you've explored other areas outside of the military, amazing roles leading UTEP, also at the South Dakota School of Mines, in higher education? I'm sure that there's a translation of what that looks like. Can you share maybe an example of how that came into play?   Dr. Heather Wilson  09:15 Sure, it happens all the time. I think in any leadership position, whether you're in corporate life, in community life and a nonprofit, or in higher education, leading with a foundation of values, being honest, complying with the law, following the rules or changing the rules. It doesn't mean — that's one of the things that I think is probably important for leaders. You get to a point as a leader where your job is not just to follow the rules, but to look at the systems and identify the rules that need to be changed, but to be direct and honest about that too. Where it's not “Well, I think this rule doesn't make any sense, so I'm going to skirt it,” or “I'm not going to tell people that I've complied with something and I haven't.” In fact, you know that happened to me this morning. I got a disclosure that I was supposed to sign for a report that was published yesterday to the director of National Intelligence on a committee that I serve on, and they sent this kind of notification on what you can talk about publicly, and all of those things, and I hadn't given up my right to speak publicly about unclassified matters, and I responded, “I understand what you've said. I want to let you know that this is how I interpret this, and this is the way I'm going to act.” I was very direct about it. “I didn't give up my First Amendment rights as a citizen because I worked on your task force.” So, very direct. And I think that directness is something that — not all cultures are that way, including higher education culture. I have to be a little bit careful about that sometimes — the airman's tendency to have a frank debrief isn't always the way other cultures and work cultures are. They're just not always like that, so, I have to be a little bit careful sometimes that I don't crush people's will to live or something.   Naviere Walkewicz  11:13 I was actually thinking about that as you were speaking how, if you have the foundation, especially from the military, we kind of understand that directive approach and certainly those core values that we know of. And I'm curious, how do you adapt as a leader to those who maybe don't have that foundation? How do you bring them up to speed and kind of help them establish that?   Dr. Heather Wilson  11:32 Well, it's a two-way street. It means that I have to understand the culture that I'm in and the way in which I talk with senior faculty may be slightly different than the way I might talk to somebody who just got off a flight line and was too low and slow on final or something, you know? But at the same time with both a sense of humor and a little bit of grace… It was really funny when I was at South Dakota Mines, my provost was a long-time academic. And of course, I had served in Congress for 10 years as well. And he once said something to me that just made me crack up. He said, “You know, you are the least political president I've ever worked with. And the funny thing is, you're the only one that was really a politician.” And he said, “You remind me more of a military officer.” And I thought, “Yeah, that's probably true.” But I was fairly direct as a member of Congress as well. And so, I've just found that that works better for me in life, I guess.   Naviere Walkewicz  12:37 You were sharing how, you know, I think it was the provost that said that you really didn't remind him as someone that was very political, even though you're the only politician he's known. And so what was your time like serving in Congress? I mean, that's 10 years you did, I think, correct?   Dr. Heather Wilson  12:52 I did. And again, I didn't expect to serve in Congress. My predecessor became very seriously ill shortly before the filing deadline for the election that happened in 1998, and my phone rang. It was a Thursday night. This happens to me. I don't know why, but it was a Thursday night, and my phone rang. I was working in Santa Fe, cabinet secretary for Child Welfare, and it was Sen. Pete Domenici, the senior senator for the state of New Mexico. And he said, “You don't know anything about this, but I'm coming to New Mexico this weekend, and I want to talk to you about running for Congress.” Well, that's a quiz; that's not a question. Because a quiz has a right answer, which is, “Sir, I'd be happy to talk to you about whatever you want to talk about.” He's a United States senator. So, we talked about all kinds of things, and he called me from the airport when he was heading back to Washington that Sunday night, and he said, “Look, if you will run, I will help you.” And I decided to run. It was eight days before the filing deadline. I talked to my predecessor — he was fighting skin cancer — and said, “Look, why don't you just focus on fighting cancer? Two years from now, if you want to run again, you can have this seat back. I'll try to do my best for the next two years.” And then 30 days later, he died. I mean, you're not supposed to die of skin cancer. And so, I ended up serving for 10 years in the Congress in a very difficult swing district that I probably shouldn't have won in the first place. But I enjoyed the service part of it. I enjoyed the policy work part of it — intellectually challenging. Some of the partisan silliness I didn't like very much. And then when I left the Congress, ran on successfully for the Senate and became a university president. One of the great things — I tell people now that I was released from Congress early for good behavior. But it was nice to be in a town where people were waving at me with all five fingers. I mean, it was wonderful. So, I enjoyed the service, and I enjoyed a lot helping people — doing casework and things. But it was also a little bit less of a partisan time where you could try to listen and learn and serve well and try to serve your constituents without just being under attack mercilessly and in social media, or something. It was maybe perhaps a different age.   Naviere Walkewicz  15:25 Well, I chuckled when you said waving with all five fingers. That got a good one out of me. I thought about when you're in that, because that wasn't something you were looking to do, and this seems to be a bit of a theme in your leadership trajectory as well. You've kind of been tapped on the shoulder, and you know, for the ones that you didn't apply for or run for, plan for, have been such transformative positions in your life.   Dr. Heather Wilson  15:50 Yeah, and I think maybe that happens to people more than we might acknowledge, because when we're planning our lives, we think we know what's going to happen, but in reality, we adapt to situations that develop and opportunities open that you didn't know were there or someone asked you to take on a special project and that leads you in a direction that you didn't anticipate. So while mine seem particularly unusual in these very different chapters of my life, I don't think it's all that unusual. We just look forward and project in straight lines, and when we look backward, we tell a story in a narrative and it's not always a straight line. But I've been blessed to be asked to do some things. And perhaps in our relationship, my husband and I, he doesn't like change. I love it, and so in our relationship, he's kind of the keel and I'm kind of the sail, and together, we go places.   Naviere Walkewicz  16:56 That's awesome. And I think that particular time and journey in your career serving in Congress was probably one that you established new tools in your leadership toolbox. Were there any that particularly stood out — moments, either when you were having to, you know, forge new policy or achieve things that you hadn't prior? Because Congress is a kind of different machine.   Dr. Heather Wilson  17:21 Yeah, it's a very big committee, and it's not executive leadership. And so I'm probably more predisposed to executive leadership than just being on committees. It takes a very long time to get anything done in Congress, and our government is intentionally designed that way to protect us from tyranny. So you have to take that philosophical approach to it, even if you're frustrated day to day. I did learn how to get things done by giving other people credit. And there were several times — the changes to the Foreign Intelligence Surveillance Act is probably one example — where I had sponsored legislation in the House. It had taken quite a bit of time — changing Congress. There were continued problems, and I went to others and tried to put them in positions of leadership and support them. And ultimately, it was a Senate bill that passed, but which had been shaped in the background by multiple people, including me, and I was OK with that. And the same thing happened on pieces of legislation about public lands in New Mexico. I remember I came out in favor of doing something in northern New Mexico with respect to some public lands, and I got out ahead of Pete Domenici and he was not happy about that. He was very clear about not being happy about getting a little bit ahead of him on it. But in the end, the piece of legislation there that was signed, and another one on Zia Pueblo were Senate bills. They weren't House bills. But I had moved things forward on the House side, and it didn't matter to me that that it said “S” rather than “H” in front of the name of the bill. So as long as you don't really care about who gets the credit, you can get a lot done in the Congress.   Naviere Walkewicz  19:11 That is a powerful lesson. And somewhere in the back of my mind, I think there's a Contrails quote, and I can't remember all of it, but I remember the end of it is, “…if you don't care who gets the credit.”   Dr. Heather Wilson  19:11 Yeah, that was probably one of the short ones. Schofield's quote was — we all did pushups for those.   Naviere Walkewicz  19:30 Yes, I had a starting moment. I was about to get down…   Dr. Heather Wilson  19:35 … and start to sweat…   Naviere Walkewicz  19:37 … and take my punishment. That was wonderful, ma'am. I'm glad we actually went back and did that journey.   Dr. Heather Wilson  19:42 When I think about my service in the Congress, where I made the most difference, it was in committee work, and particularly on the House Permanent Select Committee on Intelligence, where I served for a significant amount of time, including post-9/11. And I think that work, because the Intelligence Committee, most of it is in private, it's dealing with really hard, really important issues, and you don't bring your staff there. You have to do the work. And I think probably that's where I did some of my most important work as a member of Congress, was in Intelligence.   Naviere Walkewicz  20:18 Thank you for sharing that. Who are some other influencers, some key influencers in your life, that have maybe walked alongside you or helped you in these different roles that you've carried in your amazing career.   Dr. Heather Wilson  20:31 Oh, they're different people at different times, but certainly as a young person, my grandfather was very important to me. My grandfather had been one of the first flyers in the RAF in World War I, and then came to America in 1922 and flew in the Second World War for what became the Civil Air Patrol. So he did sub search off the Atlantic coast, and varied parts, around to bases, in New England. So, he was important to me as a child. My dad died when I was young. My dad also had been enlisted in the Air Force. He was a crew chief and also a pilot, commercial pilot, after he got out of the service. So I grew up around airplanes and my grandfather was very important to me, and there were other people along the way. When I was a cadet, there was a group commander, Lieutenant Colonel — it's funny, you still remember… anyone who remembers my middle initial, I know it's like, “Oh, this may not be good,” but Robert L. Rame, Lt. Col. Robert L. Rame was the 4th Group commander and my first Air Officer Commanding. General — sorry, Maj. William S. Reeder. He was an Army officer and had been a prisoner of war in Vietnam. Really, I was terrified of disappointing him. It's funny, I just got a Christmas card from him. Life's long, right?   Naviere Walkewicz  21:53 Wow. What connections. I'd like to kind of go back a little bit to your grandfather. You said he was really important to you in your life. Can you share maybe some of the ways he influenced you? Obviously, you're third-generation aviator in your family. Is that how you knew you're going to go into service?   Dr. Heather Wilson  22:08 Well, the Academy wasn't an option until I was a junior in high school, and so I knew I was going to college, but I didn't really think about where. And then they opened the Air Force Academy to women when I was a junior in high school. So, my grandfather had two sons, and he had five grandsons, and me. But he was pretty — I would say — the way he might say it is he was pretty sweet on me; he and I were very close. We used to play chess after school when I was in high school, and I remember once we just finished playing chess, and I was a senior in high school — so, my grandfather was an aviator; he was also a mechanic. He could use any tool, I mean, he was just amazing with his hands. And I had learned a new tool in school, and I took out a piece of graph paper and I drew a drew a curve, and I said, “Grandpa, do you think you could find the area under this curve?” And he said, “Well, I'd probably count up the squares and estimate from there on the graph paper.” And I then I showed him something new and it was called calculus, and it was the first time in my life that I realized I had a tool that my grandfather didn't have. He had a high school education and had gone into the RAF during the First World War, and he was a great mechanic and a really good man, but I realized that there were opportunities for me that maybe my grandfather never had.   Naviere Walkewicz  23:56 I actually got chill bumps when you shared that. Pretty powerful. Thank you so much. Can you talk about, throughout your career — you said if people remember your middle initial, and I'm sure that many on the military side would, because you're amazing… Have you learned from anyone maybe that is not a mentor of you, but someone that has kind of come under your wing? Can you share some leadership lessons that you've learned from those serving alongside and under you?   Dr. Heather Wilson  24:24 Oh my gosh, I learn stuff every day from the people whom I'm privileged to work with. And one of the things that I learned over time was, and as you get more senior, the most important thing you do as a senior leader is hire good people who know things that you don't know, because it's not possible to know everything you need to know to lead a large organization. So, you have to organize yourself well and then get great people and let them do their job. So, I learn things every day. I was interviewing somebody yesterday that we're trying to attract to come to the university who is on the communication side of things — marketing and communication and branding. And you know that creative, visual side of my brain, if you did a brain scan, it would be like a dark hole. That's not a strength of mine. And so those kinds of things are — you have to realize what your strengths are, and then to fill in the team and put together a team, which together can accomplish the mission.   Naviere Walkewicz  25:34 I'd say your grandfather is still kind of, you know, influencing that. It's almost like you're filling your toolbox with all those areas.   Dr. Heather Wilson  25:43 That's funny you use that word. I've told this story before, but my father was both a pilot and a mechanic, and he built an experimental aircraft in our house, and we lived on this, kind of the last house that they would plow to on the end of the road in the winter, right? So, in a very small town, and at that time, there were still traveling salesmen, and the Snap-on tools guy would come probably every six weeks or so, and he had this, like red truck with an accordion thing on the back that looked just like the toolbox in the corner of the garage, right? And we knew that when the Snap-on tools guy came, do not go out. I mean, it was like Christmas for my dad. Do not interfere when the Snap-on tools guy is there. And so he'd go out and lean against the truck, and we could see him laughing and stuff. And eventually my dad would reach in his pocket and pull out his billfold and give the guy a bill, and he'd go back, and he'd lift up the back of the accordion thing and reach in there and give my dad a tool. And my dad would — then the truck would back out, and go on to his next stop. But my dad would take that tool and we'd scramble into the garage to see what he got and stuff. And my dad would usually put that tool in the box in the corner and then go back to what he was doing that day, working on his car or whatever he was doing. And it occurred to me that my dad didn't need that tool that day, but he collected tools, and someday he'd need that tool. And I think great leaders collect tools even when they don't need them today, because they're going to be times when you bring everybody to — you know, there's that great scene in Apollo 13, but it happens around the staff and Cabinet table, and it'll happen in your planning room as a pilot where you've got a new problem, and everybody brings in their tools and says, “OK, how can we make a carbon monoxide filter, or carbon dioxide filter, out of what we've got here on the table?” So, collect tools. And I think that's one of the things I learned from my dad.     Naviere Walkewicz  28:00 Oh, that is an amazing story. Can you share maybe a tool that you've had in your toolbox, that you learned way back when, maybe at the Academy, or as a young girl, that you've recently pulled out and used?   Dr. Heather Wilson 28:12 Well, one of them — I'm not so sure it's recent, but when I was a small business owner, there was a group in New Mexico called Quality New Mexico, and they taught small business owners the Baldrige Principles for quality management. And then I ended up being the Cabinet secretary for child welfare in New Mexico. So, I took over a foster care system, which was under a federal consent decree for not getting kids forever homes and an overly crowded juvenile justice system. I mean, every intractable social problem was — I realized after a while why I became Cabinet secretary for child welfare, because nobody else wanted that job. I mean it was a really difficult job, but I had these tools on quality management. I thought, “I think we can apply these same principles to improving foster care, to improving the juvenile justice system.” And so we did, and there's some things I was proud of there, but one of my last acts as Cabinet secretary before I ended up leaving and running for Congress was to sign the end of the federal consent decree that had been in place for 18 years that said that the state was not getting foster kids forever homes. We changed the system, but we did it using those quality management principles, which I had learned as a small business owner almost as a lark. So, there's one example. But, you know, we just went through a global pandemic. It was very much a pickup game. Nobody had ever been through that. So, we all got together and figured out how we could use the tools we had, including the research capability on my campus to be able to sequence DNA so that we could do testing on campus and get the results, ultimately, within six hours and then feed that back so we could detect disease before someone was symptomatic, so you could suppress disease on campus for those who had to be on campus. There's some things you can't do remotely. And so, we had our own testing system on campus, which was remarkable. Well, why'd we have that? Because we had some tools in the box.   Naviere Walkewicz  30:37 Well, you've used those tools amazingly as you've navigated your career. How would you say that — because yours is… we talked about not being linear. It's kind of been multiple paths and…   Dr. Heather Wilson 30:50 Different chapters.   Naviere Walkewicz 30:51 Yes, I love that. Different chapters. How would you say that you've navigated leadership through that? And has there been a thread that's been common through all those different chapters that you've…   Dr. Heather Wilson  31:04 Yeah, we talked a little about integrity, and that certainly is there. But I when, when people say things like, you know, “Why are you at UTEP?” Or, “Why did you shift to higher ed?” Or, “Why did…” The mission matters so developing people matters. Defending the country matters. So, a mission that matters with people I like. And I realized that when you get down to it, you should do things that matter with people you like and if that's your filter, as long as you can put food on the table, there's a lot of different things you can do, but it should be something that matters with people you like. Otherwise, that time between 8 a.m. and 5 p.m. can seem forever unless you're doing something you like.   Naviere Walkewicz  31:49 That is a powerful thread. Mission matters with people you like. How has your family supported you through this?   Dr. Heather Wilson  31:56 I live a blessed life. I tell this to students, and probably, as a younger woman, I wouldn't have said these things because I was so focused on being taken seriously, I suppose. But, I lightened up after time and realized, OK, I'm probably too serious. But the most important decision I've made in my life is not to go to the Academy or to run for Congress or to become a college president — none of those things are the most important decision I've made in my life. The most important decision I made in my life was to marry the guy I married. I married a guy who's actually retired Air Force now, but he was a lawyer. Despite that, he's a nice guy and sometimes, I think, particularly for women, there's always that fear that you're going to sit down when you're in a getting into a serious relationship, and it's going to be one of those conversations that says, “OK, we're thinking about making this permanent. Who's going to give up her career?” And it's not really a conversation, or at least maybe it wasn't in my era, but Jay never had that conversation with me. It was always we could do more together than either of us could do alone, and he has been so supportive of me. And, yeah, vice versa. But I had to go back east for something last week, and I knew that even in this big reception that I was in with all these people, that he wasn't going to be there, and if he was, he'd still be the most interesting guy in the room. So, I married well, and my family always — we're a very close family. And I think while my obligations to my family didn't end at the front porch, my family gave richness and dimension to my life that I never really anticipated as a young woman, and it's given me joy. Success seemed possible to achieve; joy always seemed like a gift from God, and I have had joy because of my family.   Naviere Walkewicz  34:18 Thank you for sharing that. You talk about when you're hiring, you choose people that kind of fill gaps, but it sounds like, also on your personal team, you want to make sure that you're choosing it, you know...   Dr. Heather Wilson  34:30 Yeah, you're going to be roommates for a long time. That matters. And there's the things that you just kind of have to get over. You know, I'm not going to clean around his sink, and he's not going to be bothered about the fact that my closet's color coordinated. I mean, we just live with that, right?   Naviere Walkewicz  34:49 I appreciate that about you so much. You talked a minute ago about some things you learned about yourself as a leader. You know, “Not take myself too seriously.” Can you share a little bit more about that journey on your own, like that personal leadership journey that you've made?   Dr. Heather Wilson  35:07 Yeah, and I think it's easier as you go on. And honestly, very early on, I was very often the only woman in the room, and so I wanted to be taken seriously. I was also very often the youngest person in the room. And so those two things made me want to be taken seriously. As I went on and got more responsibility, I realized that the truth is I am a very serious and successful woman. My husband would say that I was raised in the home for the humor impaired, and that I've been in therapy with him for over 30 years. So, I gradually learned to see the humor in life. I still am not one that stands up and tells jokes or something, but I see the humor in life and I don't take myself too seriously. The person that I watched who used self-deprecating humor better than any leader I've ever seen was actually Dave Goldfein. Everyone knew when he walked into a room, or if he stood up on a stage at a town hall meeting with a bunch of airmen or something — everybody knew that they were gonna laugh. At some point in that meeting we're gonna laugh, and not at someone else's expense, but at his. And it made people relax around him. He was very, very good at it. But I also knew that his self-deprecating humor was really a cover for exceptional competence, and I never underestimated that, but it made people relax and brought a little bit of joy to whatever intractable problem we were looking at.   Naviere Walkewicz  36:51 Well, you shared about sometimes when you're coming up through your leadership, you were often the only woman in the room and sometimes the youngest in the room. What would you like to share on your thoughts of what has that impact been, and what do you see as your legacy?   Dr. Heather Wilson  37:07 Well, there were some times, particularly early on, when women flying or women in positions of command was new, where you just had to do the job and realize that you were probably changing attitudes as you went and that it would be easier for those who came after you, and that's OK. I don't see that as much anymore. Although, when I was elected to Congress, I think probably 10% to 15% of the House was women. Now it's more than that, and once it gets to be more than 30% in any room, it doesn't sound — it's almost like you walk into a restaurant where it's all guys or all women, and you notice the difference in the room, the tones of the voices and things. Once you get to about a third, it feels like it's comfortable, but early on, I always was very conscious of it and conscious of the obligation to do well, because I was being judged not only for myself, but for an entire group of people. And so, I was sensitive to that, and wanted to make sure that I didn't, like — “Don't shame the family,” right? So make sure that you keep the doors open. As far as legacy is concerned, and I think back in my time as Air Force secretary, I would say there's two things that I hope linger, and they have so far. One is a change to the promotion system to make sure that we have the right kind of talent to choose from at all levels in the organization, and so that, I think, has continued to persist. And the other one that will be changed over time and has to be changed over time, had to do with the science and technology strategy of the Air Force and the need to stay ahead of adversaries. I think this is a completely separate conversation, but I actually think that that we are at greater risk of scientific and technical surprise today than at any time since the end of the Second World War. And if you go back and read books about engineers of victory, or there's a whole lot of books about how science and technology was brought to bear in prevailing in the Second World War. I think we're at risk now in a way that we've kind of become complacent about. So, science and technology strategy is something that I hope is a legacy.   Naviere Walkewicz  39:36 That's amazing, ma'am. And I think not only for our military, but you're able to influence that in the spaces that you are now.   Dr. Heather Wilson  39:43 Yeah, engaging the next generation, which is a heck of a lot of fun. You know, the University of Texas at El Paso is a wonderful institution — 25,000 students, half of them are the first in their families to go to college. About 70% or so come from families making less than about $45,000 a year. So, this is a university that transforms lives, and it's a university that — of my 25,000 students, over 5,000 are studying engineering. Another couple thousand are studying science, College of Nursing, College of Education. This has a tremendous impact on the region and on the lives of those who choose to educate themselves. And so it's a wonderful mission to be part of, and I think it's important for the nation. I think regions of the world who choose to educate their people in the 21st century will thrive, and those that don't are going to be left behind, and that's why I do what I do.   Naviere Walkewicz  40:44 Well, it clearly aligns with your foundation and your mission, ma'am, and I think that's outstanding. We're going to ask for Dr. Wilson's final thoughts next, but before we do, I'd like to take a moment and thank you for listening to Long Blue Leadership. The podcast publishes Tuesdays in both video and audio and is available on all your favorite podcast platforms. Be sure to watch, listen and subscribe to all episodes of Long Blue Leadership at longblueleadership.org. So, Dr. Wilson, I would love to take a moment to gather some of your final thoughts, what you'd like to share today.   Dr. Heather Wilson  41:21 Well, assuming that most of the folks who listen to this are either cadets or young officers or grads, I leave them with one thought, and that is, don't shame the family. Don't shame the family. People will look up to you because you are an Air Force Academy graduate, or you are an Air Force cadet. The standard is higher, so live up to the standard.   Naviere Walkewicz  41:50 Ma'am, we started with you being direct. You ended direct. I think that is amazing. Thank you very much. Thanks for being on Long Blue Leadership.   Dr. Heather Wilson  41:58 My pleasure.     KEYWORDS leadership, Air Force Academy, integrity, mentorship, quality management, Dr. Heather Wilson, military service, personal growth, career journey, unexpected opportunities, leadership, integrity, family support, women in leadership, public service, legacy, mission-driven, personal growth, collaboration, Congress     The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association and Foundation    

Central Indiana is carving its path as the Silicon Valley of the Midwest. On this week's episode, we explore the major strides being made at IU Indianapolis, which recently earned an R1 research designation from the Carnegie Foundation. IU President Pam Whitten shares how this achievement will elevate Indiana's tech scene and transform the 16 Tech Innovation District into a national biosciences hub. In northeast Indiana, we dive into the potential impact of tariffs on local businesses with insights from Fort Wayne-based Do it Best. Plus, Winchester, Indiana, celebrates the 30th anniversary of the cult classic Now and Then—a film with deep local ties. We'll also introduce you to the family behind Crew Carwash, a Fort Wayne-born business that revolutionized the carwash industry and became one of the best places to work in the country. Other highlights include: A closer look at the Orr Fellowship and how it's keeping top talent in Indiana. The construction of a new pedestrian bridge at 16 Tech that promises to connect communities and innovation. The latest updates from Indiana's business scene, including new residential developments, partnerships, and big wins for the region. Join Gerry Dick and the Inside INdiana Business team for these stories and more from Indiana's business news leader.

What are soft skills? Soft skills have gone through many different names – sometimes they're now called “durable skills” or “21st century skills”. These “soft skills” are the human qualities that determine our success in work and life – abilities such as establishing a vision, communication, leadership and working with people who have different viewpoints. The real world impact of soft skills Recent studies by Harvard University and the Carnegie Foundation reveal that only 15% of job success comes from technical know-how or, what we would call “hard skills”. An incredible 85% is attributed to having well-honed people skills. Thinking outside the context of work, it often seems that almost all our success can be traced back to strong interpersonal skills. So what constitutes personal success? Strong relationships, enriching experiences, and the ability to make good decisions that benefit us and others. These skills are ever more crucial in a world where loneliness is alarmingly common and where technology often keeps people apart or causes more pain than harmony. Everything Life Coaching is brought to you by Lumia-- at Lumia, we train and certify impact-driven coaches, making sure they've got all they need to build a business they love and transform lives, on their terms. Become a life coach, and make a bigger impact on the world around you! Schedule a call with us today to discuss your future as a coach. Music in this episode is by Cody Martin, used under a creative commons license. The Everything Life Coaching Podcast is Produced and Audio Engineered by Amanda Meyncke.

There are countless times as an educator where you have to communicate your vision to an outsider. What comes to mind when you read this? Are you a teacher communicating with a parent? A principal making your case to district leaders? A literacy coach presenting to major stakeholders in your school community? I recently went to Exchange 24, a conference in DC with all the movers and shakers, hosted by the XQ Institute and the Carnegie Foundation. What stuck out to me the most from this conference was a presentation by Dr. Frank Luntz, about the “words to use” and “words to lose” when talking about education. Here's what you're going to learn today: (0:00) Class in session (4:35) The differences between Democrats and Republicans when describing education issues (12:40) “Words to use” and “words to lose” as as an educator/principal/education advocate/advocate for your school community (16:00) The middle school matriculation problem in America --- Join our Skool Community: https://www.skool.com/efc-young-mens-advocates-2345  Email us questions and comments at totmpod100@gmail.com  Create your own mask anonymously at https://millionmask.org/  --- Connect with Ashanti Branch: Instagram: https://www.instagram.com/branchspeaks/ Facebook: https://www.facebook.com/BranchSpeaks Twitter: https://twitter.com/BranchSpeaks LinkedIn: https://www.linkedin.com/in/ashantibranch/ Website: https://www.branchspeaks.com/ --- Support the podcast and the work of the Ever Forward Club: https://podcasters.spotify.com/pod/show/branch-speaks/support  --- Connect with Ever Forward Club: Instagram: https://www.instagram.com/everforwardclub Facebook: https://www.facebook.com/everforwardclub Twitter: https://twitter.com/everforwardclub LinkedIn: https://www.linkedin.com/company/the-ever-forward-club/

Piezo touch and pressure-sensing ion channels are showing up everywhere as the explanation for physiologic phenomena, both at the macro and micro levels. Ardem Patapoutian, my friend and colleague at Scripps Research, discovered these receptors back in 2010 and was awarded the Nobel Prize in 2021 for his work. As you'll see/hear from our conversation, the field has exploded. And you'll get to know Ardem, who is such a fun, charismatic, and down-to-earth person. He also recently got a unique tattoo (videos below) and I wonder (unlikely) if any other Nobel laureates have one related to their discovery?!Below is a video clip from our conversation. Full videos of all Ground Truths podcasts can be seen on YouTube here. The current one is here. If you like the YouTube format, please subscribe! The audios are also available on Apple and Spotify.Transcript with links to audioEric Topol (00:07):Well, hello. It's Eric Topol with Ground Truths, and I've really got a special guest today. The first time for the podcast, I've been able to interview a colleague and faculty at Scripps Research, Ardem Patapoutian, who just by the way happens to be the 2021 Nobel Laureate in Physiology or Medicine. So welcome, Ardem. It's so wonderful to have you.Ardem Patapoutian (00:30):Thanks so much, Eric. Looking forward to chatting with you.Eric Topol (00:34):Well, this has been interesting because although I've known you for several years, I didn't research you. I mean, I had to learn about more than I even do. And of course, one of the great sources of that is on the Nobel Prize website where you tell your whole story. It is quite a story and not to review all of it, but I wanted to go back just before you made the call to move to Los Angeles from Beirut, Lebanon and with the scare that you went through at that time, it seemed like that was just extraordinary that you had to live through that.Ardem Patapoutian (01:11):Yeah, so I am of Armenian origin, but I was born in Lebanon and born in 1967, so I was eight years old when the civil war started. So it's a kind of bizarre childhood in the sense that with all the bombs and fighting in Lebanon. So it was tough childhood to have, but it was never personal. It was bombs and such. And so, the event you're talking about is, I happened to be kidnapped while crossing East to West Beirut. They only held me for four or five hours at first asking me questions to see who I am, but I think they pretty soon figured out that I was not a dangerous guy and they ended up letting me go. But before that, that incident really had a huge impact on me so that by the time I got home, I literally said, I'm out of here. I'm going to find a way to leave the country. And so, that's what, very quickly within a few months I packed and came to United States.Eric Topol (02:19):And how did you pick LA to be your destination?Ardem Patapoutian (02:22):Being from the Armenian community, there's a lot of Armenians in Los Angeles. My cousins already had moved there. They also grew up in Lebanon. And my brother, who's a few years older than me, got admitted to USC graduate school in engineering. So he was going to be there. So it made a lot of sense.Eric Topol (02:44):Oh yeah.Ardem Patapoutian (02:45):Unlike him, I came with no school or job prospects because it happened so fast that I kind of just left. One year I was at American University of Beirut for one year, but then just left and came here. So worked for a year in various jobs and then started going back to school to UCLA.Eric Topol (03:07):Yeah, I saw how there was about a year where you were delivering pizzas and before you got into UCLA, and that must have been an interesting off year, if you will. Well, the story of course, just to fast forward, you did your baccalaureate at UCLA, your PhD at Caltech, postdoc at UCSF, and then you came to Scripps Research 24 years ago along with Pete Schultz, and it's been quite an amazing run that you've had. Now, before we get into PIEZO receptors, the background, maybe you could help me understand, the precursor work seems to be all related to the transient receptor potential (TRP) series, also ion channels. They were of course related to whether it was heat and temperature or somatosensory. How do these channels compare to the ones that you discovered years later?Background on these Ion ChannelsArdem Patapoutian (04:09):Yeah, so the somatosensory neurons that innervate your fingertips and everywhere else in your body, their main job is to sense temperature and pressure. And this is very different than any other neuron or any other cell. So when you touch a hot stove that's burning hot, you need to know about that immediately within milliseconds or something cold. So the opposite side of it is pressure sensing, and it also comes in light touch, which is pleasant or a hammer hitting your finger, which is unpleasant. But all of these have the same characteristic anyway, that is your body has learned at the molecular level to translate a physical stimulus such as temperature and pressure into an electrical signal that neurons use to communicate with each other. But this idea of how you translate physical stimuli into chemical or electrical signal has been a long open question because as you know, most of our cells communicate by chemicals, whether that's hormones or small molecules, we know how that works, receptor bind to ligand, confirmational change and you get a kinase activation and that's enough. But here, how do you sense pressure? How do you sense temperature? It was just, there wasn't much known about that. And that's why our earlier work on TRP channels, which were temperature sensors came before the pressure. And so, they're very related in that sense.Eric Topol (05:52):The structure of these, if you were to look at them, do they look pretty similar? What the TRP as you say, and what you did back in the 2010 Science paper, which we'll link to, of course the classic paper where you describe PIEZO1 and PIEZO2, but if you were to look at this structures, would they look pretty similar?Ardem Patapoutian (06:14):No, that's a good question. And they absolutely don't. That's why finding these receptors were so hard. So if you go back to other sensory receptors, vision rhodopsin G-protein coupled receptor (GPCRs), larger G-protein coupled receptor look the same. So for example, when it was identified by chemically, that smell also works through G-protein coupled receptor. Richard Axel and Linda Buck, who also won the Nobel Prize, found those receptors by homology to visual GPCRs. The ion channels other than the fact that they crossed the membrane a few times or more, they have nothing else in common. If you looked at their structure, you can't even immediately tell they're ion channels. So you couldn't find these by structural homology or sequence homology. So you had to do something else. And usually that means functional screens and et cetera.Eric Topol (07:09):Well, yeah, and I'm in touch with the screening. We'll get to that and how you dig these up and find them. But the somatosensory ones are really interesting because I don't think a lot of people realize that when you have wasabi or you have Listerine mouthwash and feel the burn and that these are all mediated through these channels, right?Ardem Patapoutian (07:35):Yeah. So there's this whole field of chemesthesis, which means senses in your mouth, for example, that are not explained by taste transduction and olfactory. And these are actually by the same somatosensory neurons that help you sense temperature and pressure. And some of these receptors are the same. Their evolution has taken over and used them for many different things. The prime example of this is the capsaicin receptor that David Julius my co-laureate identified, which is also heat receptors. So all languages describe chili peppers as hot, and that's not a coincidence. It actually activates heat activated channel, and that's why we think of it as hot. And so, the same goes to another one of these TRP channels that you mentioned, which is TRPA1, and this one is also activated, but a lot of spicy foods other than the chili pepper active ingredient includes what's in garlic and onions and everything that has this burning sensation and chemicals of this and wasabi and chemicals of this are used in over the counter products like Listerine that cause that burning sensation.Eric Topol (08:54):So when you're chopping onions and it makes you cry, is that all part of it as well?Ardem Patapoutian (08:59):That's all TRPA1, yeah.The Discovery, A Test of PerseveranceEric Topol (09:01):It's wild. Now, this was the groundwork. There were these heat temperature and somatic sensory, and then you were starting to wonder what about touch, what about out pressure and proprioception. And so, you went on a hunt, and it's actually kind of an incredible story about how you were able to find out of these cells that you had, screening hundreds or I guess you got to 72 different small interfering RNA blocking that you finally found the one. Is that right?Ardem Patapoutian (09:37):That's right. So in retrospect, looking back at it, I think there's such an interesting scientific message there. And so, many of us were looking for this touch pressure sensors and we were all looking in the DRG sensory neurons that are complicated heterogeneous, they don't divide. It's not easy to do a screen on them. And ultimately after a lot of failures, what worked for us is to take a step back and ask a much more simpler question. And that was, can we find one of these cell lines that you could easily homogeneously grow in a culture dish, if they respond to mechanical force, can we find our channel there? And then go back and look if it's relevant in vivo for what process. So I think the message is ask the simplest question to answer the question you're after. And finding what that is, is actually the challenge lots of times.Ardem Patapoutian (10:36):But yeah, that's what Bertrand Coste in my lab did is found a simple cell line that neuroscientists had been using for a hundred years and somehow found that they over overexpressed this channel because you can record from them, you can push them and record the currents from them. And then it became a simpler question of finding it. It still took a whole year. He made a list and one by one knocking them out and looking at it. And finally, as you say, number 72 was the hit. When he knocked that out, the current was gone. And that's where we started believing that we have what we were looking for.Eric Topol (11:12):Were you all ever about ready to give up at that point?Ardem Patapoutian (11:16):Oh yeah. I mean that's another lesson. These are postdocs doing the work, right? And they're here three, four years and this was coming close to end of two years, and he didn't have anything yet. So we started talking about having a backup project and he started that and we said, okay, we were ordering this oligos 30 at a time because they're expensive. And so, the first 30 nothing, the second 30 nothing. And how many more are we going to do before we potentially give up? And we said, well, let's do at least a third and then decide, thank goodness it was in that last set.Eric Topol (11:54):Wow, that is so wild. Now what's happened since this discovery, which I guess when you published it in 2010, so it means 14 years ago, but we're on this exponential growth of learning that these piezo receptors are everywhere. They're doing everything. In fact, I recently put on Bluesky, PIEZO ion channels are to human physiology as GLP-1 drugs are to treating many diseases because it's just blowing up. And you've published on some of these of course, on itch and bladder function and vascular function. We'll get to maybe malaria, I mean, but even the cover of Science recently was about wet dog shakes and how animals shake because of water. These receptors are so fundamental to our function. So maybe you could comment, 15 years ago when you were doing the work and you're making this discovery, did you ever envision it was going to blow up like this?Ardem Patapoutian (12:57):Not to this level, but I should have. I think that this idea, again, that most of cell communication is through chemicals is of course a lot of it is true.Ardem Patapoutian (13:12):But it would be ridiculous for evolution to ignore all the physical forces, the pressures that cells experience. And once they do, you would think you would put an instructive way of sensing this pressure signal and using it beneficially to the system or the cell. And so, when we used to talk about pressure sensing at the beginning, there were a couple of touch, pain, maybe proprioception, hearing are like the poster children of pressure sensing. But I think what these molecules, as you say is enabling us is finding out the much more wider role that pressure sensing is playing in physiology and in disease that no one had thought seriously about. And this is, I compare sometimes the finding the PIEZO molecules. You're going in a dark room, and you need to find a door to get into there. And PIEZO is kind of that finding the door once you get in, now you use that molecule now to find physiology instead of the opposite way around. So by pursuing PIEZO expression and function, we're finding all these new roles that they play in physiology and in disease that we didn't think about. And because they're so specialized to sense tension, membrane tension, they don't do anything else. So if you see them expressed somewhere or if you see a function for them, you can bet that they are playing a role in sensing pressure. A lot of biology has kind of come from this hypothesis.Eric Topol (15:00):Well, I mean it is so striking to see the pervasiveness, and I do want to go back just for a second because when you name them PIEZO, you named it after the Greek word. How did you come to that name?Ardem Patapoutian (15:13):So Bertrand and I were actually sitting on Google Translate and we were typing pressure and trying to see what it's like in Greek or in Latin or different languages. His native French and my Armenian and píesi in Greek is pressure. And of course, what's really cool is that the word that more people know about this is piezoelectric device.Eric Topol (15:41):Oh, right.Ardem Patapoutian (15:41):Actually, translates physical force into electricity and vice versa. And in a way, this is a little molecular machine that does the same thing, and he uses this piezoelectric device to actually push on the cell. That's his assay. So it all came together as a very appropriate name for this gene and protein.Call from the Nobel CommitteeEric Topol (16:04):Oh really, it's perfect. And you get to name it, even that's fun too, right? Now we're going to go to getting the call at 2:00 AM, but it didn't come to you because your phone from the Nobel Committee was on ‘do not disturb' and your 94-year-old father, Sarkis. How did the Nobel Committee know to get ahold of him? How did they reach him in the middle of the night?Ardem Patapoutian (16:37):Yeah, so I mean, since receiving it, I've had conversations with various committee members, and they are very resourceful folks, and they have assistants who throughout the year collect information on all potential people who might win. They're also doing last minute searches. So they looked for other Patapoutian's in California. So they just called my dad who initially yelled at them for disturbing him at 2:00 AM.Eric Topol (17:17):And he could get through to you because he was not on your list of ‘do not disturb' or something like that.Ardem Patapoutian (17:22):I didn't even know this. And I don't know if the policy has changed, but in some phones the ‘do not disturb' if it's called by someone who's in your contacts or favorites.Ardem Patapoutian (17:34):After I think they called twice and they get through, and that's how.Getting a Tattoo!Eric Topol (17:39):That's amazing. Wow. Well, that's quite a way to find out that you're getting recognized like this. Now recently you got a tattoo, which I thought was really remarkable, but we're going to put that of course in the post. Tell us about your decision to get the PIEZO channel on your arm.Ardem Patapoutian (18:02):So as you can tell, I'm obsessed about PIEZO and it's been good to me. And I had the idea a while ago, and my very wise wife, Nancy Hong, said that you might be going through midlife crisis. Why don't you wait a year? If you still believe in it, you should do it. And that's what I did. I waited a year, and I was like, I still want to do it. And I guess I could show it. Here it is.Eric Topol (18:32):Oh yeah, there it is. Oh wow.Ardem Patapoutian (18:33):What's cool is that I can pretty much flex to show the activation mechanism because the channel is like bent like this in the plasma membrane. When it's stretched, it opens and it actually flattens like this. So I feel like other than being a tattoo, this is both performance art and instructional device. When I'm giving talks without PowerPoint slides, I could give a demonstration how this ion channel works.[Below is from a presentation that Ardem recently gave, the Harvey Lecture, at Rockefeller University.]Eric Topol (19:04):It's wild. Now how did you find a tattoo artist that could, I mean, it's pretty intricate. I mean, that's not your typical tattoo.Ardem Patapoutian (19:14):Yeah, I put it up on social media that I was thinking of doing this, and many scientists are into tattoos, so I actually got so many recommendations. And one of them was a local here in San Diego, and she is very popular. I waited six months to get this, I was on a waiting list. The appointment was six months off when we made it. So she's very popular and she's very good.Eric Topol (19:45):Was it painful to get that done?Ardem Patapoutian (19:47):Well, that's actually really cool, right? Because PIEZO2 is involved in pain sensation, and I felt it while it was being tattooed on my arm. The whole day, I was there like six and a half hours.New Prospect for Pain MedicationEric Topol (20:00):Oh my gosh. Wow. Now that gets me to pain because, I'd like you to talk a bit about the people that don't have mutations or loss of function PIEZO receptors and also what your thoughts are in the future as to maybe we could develop a lot better pain medications.Ardem Patapoutian (20:22):Yeah, we're working on it. So you're right. One of the great parts of the science story, and this is mainly the work of Alex Chesler and Carsten Bönnemann at the NIH, where they identified people who came to the clinic for undiagnosed conditions, and they were uncoordinated and had difficulty walking. And when they did whole-exome sequencing, they found that they had mutations in PIEZO2, there were loss of function, as you say. So complete loss on both chromosomes. And when they started testing them, they realized that just like we had described them in animal models, humans without PIEZO2 as well, didn't sense touch, don't have proprioception. This sense of where your limbs are, that's so important for balance and most other daily functions that we take it for granted. So they were completely lacking all of those sensations. They also do not feel their bladder filling.Ardem Patapoutian (21:26):And so, they have learned to go on a schedule to make sure they don't have accidents. And many of these projects that we've done in the lab collaboration with Alex Chesler, et cetera, have come from the observations of what else these individuals experience. And so, it's been a great kind of collaboration communication between mechanistic animal model studies and the clinic. And so, one of the things that these individuals don't sense in addition to touch, is something called tactile allodynia, which is simply when touch becomes painful. You and I experienced this after small injury or sunburn where just touching your shoulder becomes painful, but for peripheral neuropathy and other neuropathic pain conditions, this is one of the major complaints that individuals have. And we know from the NIH studies that these individuals don't have this tactile allodynia. So touch becomes painful and doesn't apply to them, which tells us that if we block PIEZO2, we can actually get interesting relief from various aspects relative to neuropathic pain on other pain related neuropathies. But given everything we talked about, Eric, about how this is important for touch and proprioception, you don't want to make a pill that blocks PIEZO2 and you take it because this will have some serious on target side effects. But we are developing new compounds that block PIEZO2 and hope that it might be useful, at least as a topical medication pain and other indications. And we're actively working on this, as I said.Eric Topol (23:15):Yeah, I mean the topical one sounds like a winner because of peripheral neuropathy, but also I wonder if you could somehow target it to sick cells rather than if giving it in a systemic targeted way. I mean it has tremendous potential because we are on a serious hunt for much better relief of pain than exists today.Ardem Patapoutian (23:41):Absolutely.Eric Topol (23:42):Yeah. So that's exciting. I mean, that's another potential outgrowth of all this. Just going back, I mean the one that prompted me in November to write that about the human physiology in PIEZO, it was about intestinal stem cell fate decision and maintenance. I mean, it's just everywhere. But the work you've done certainly now has spurred on so many other groups to go after these different and many unanticipated functions. Were there any ones, of course, you've been pretty systematically addressing these that actually surprised you? You said, oh, are you kidding me when you read this? I never would've guessed this, or pretty much they followed suit as things were moving along.Ardem Patapoutian (24:33):So one of them is this role in macrophages that I found fascinating that we found a few years ago. So again, this came from human studies where PIEZO1 gain-of-function mutations. So in relation to loss of function, their gain-of-function where there's more activity given a certain amount of pressure. They have dehydrated red blood cells, which I'm not going to talk about right now. But they also have shown that in these patients, individuals, it's not really that pathological. They also have age-onset iron overload. What does that have to do with pressure sensing? And we brought that information into animal models, and we found that macrophages, their rate of phagocytosis depends on PIEZO, so that if you have too little PIEZO, they don't phagocytosis as much. If you have too much PIEZO, the phagocytosis too much. And this increased rate of phagocytosis in the long term because it's constantly eating red blood cells and the iron is circulating more causes long-term effects in iron overload. And again, as you kind of set that up, who would've thought that mechanical sensation is important for this basic hematology type?Eric Topol (25:52):Yeah, I mean, because we've been talking about the macro things, and here it is at the cellular level. I mean, it's just wild.Ardem Patapoutian (25:59):If you go back and look at a video of a macrophage eating up red blood cells, then you go, oh, I see how this has to do with pressure sensing because it is like extending little arms, feeling things letting go, going somewhere else. So again, I want to bring it back by this simple cell biological function of a cell type, like macrophage, exploring its environment is not just chemical, but very mechanical as well. And so, in retrospect, it is maybe not that surprising, that pressure sensing is important for its physiology.Career Changing?Eric Topol (26:33):Yeah, that's extraordinary. Well, that gets me to how your life has changed since 2021, because obviously this a big effect, big impact sort of thing. And I know that you're the first Armenian, first person from Lebanon to get this recognition. You recognized by the Lebanese Order of Merit. There's even a stamp of you, your picture characterized in 2022.Eric Topol (27:04):So if you were to sum up how it's changed because I see no change in you. You're the same person that has a great sense of humor. Often the tries to humor relaxed, calming. You haven't changed any to me, but how has it affected you?Ardem Patapoutian (27:26):Thank you, Eric. That's very kind of you. I try very hard for it not to change me. I do get a little bit more attention, a ton more invites, which unfortunately I have to say no to a lot of them because, and I'm sure you're very familiar with that concept and a lot of things are offered to you that I feel like it's so tempting to say yes because they're wonderful opportunities and an honor to be asked. But the end of the day, I'm trying to be very disciplined and not taking things on that I can do as an opportunity. But things that I really want to do. I think that's so hard to do sometimes is to separate those two. Why am I doing this? Is this really important for the goals that I have? So in one way, the answer for that is that I just want to stay in the lab and do my research with my students and postdoc, which is what I enjoy the most. But on the other hand, as you said, being the first Armenian who's received this, literally after the Nobel, I got this whole elementary school, all Armenian kids write to me multiple letters.Ardem Patapoutian (28:39):And they said, you look like me. I didn't think I could do this, but maybe I can. So in a sense, to ignore that and say, no, I just want to do my science, I don't want to be involved in any of that is also wrong. So I'm trying to balance being engaged in science outreach and helping to make science understood by the general public, realize that we're just regular people and at the same time how awesome science is. I love science and I like to project that, but leave plenty of time for me to just be a scientist and be in my lab and interact with my colleagues at Scripps, including you.Immigrant ScientistsEric Topol (29:21):Well, we're so lucky to have that chance. And I do want to mention, because you're prototyping in this regard about great immigrant scientists and other domains of course, but every year the Carnegie Foundation names these great immigrants and one year you were of course recognized. And in recent years, there have been more difficulties in people wanting to come to the US to get into science, and they wind up going to other places. It seems like that's a big loss for us. I mean, what if we weren't able to have had you come and so many hundreds, thousands of others that have contributed to this life science community? Maybe you could comment about that.Ardem Patapoutian (30:10):Yeah, I think it is tragic, as you say. I think in some circles, immigrants have this negative image or idea of what they bring, but at every level, immigrants have contributed so much to this country. It's a country of immigrants, of course, to start with. And I think it is important to put up a positive image of immigration and science is the ultimate example of that, right? I mean, I think when you go into any laboratory, you probably find if there's a lab of 16 people, you probably find people from 10 different countries. And we all work together. And the idea of also immigrant and especially about science is that I'm a big believer of changing field, changing things because just like that, immigrants have changed their whole life. So they come to a new culture, they bring with them their own way of thinking and their way of seeing things. And then you come into a new environment, and you see it a little bit differently. So that kind of change, whether it's because of physical immigration or immigrating from one field to another in science is really beneficial for science and society. And I think positive examples of this are an important part of highlighting this.Eric Topol (31:40):I couldn't agree with you more really.Bluesky vs Twitter/XEric Topol (31:41):Now, speaking of migration, there's been recently a big migration out of X, formerly Twitter to Bluesky, which I like the metaphor you liken to the Serengeti. Can you tell us about, now I know you're posting on Bluesky and of course so many others that you and I are mutual contacts, and our different networks are. What do you think about this migration outside of what was the platform where a lot of this, we shared things on X or before Musk took over known as Twitter? Thoughts about Bluesky?Ardem Patapoutian (32:27):Yeah, I think I use social media for a few reasons. The number one reason should be is to see new science by colleagues. My main point is that, but also, again, having fun in science is a big part of my draw to this. And as you can see from my posts, it's a bit lighthearted, and that's really me.Eric Topol (32:52):Right. Yeah.Ardem Patapoutian (32:52):I think on Twitter, things start getting a little bit dark and too many negative comments, and it was just not productive. And I just felt like after the elections, I felt like it was time to migrate. And I find Bluesky a great scientific community, and it's remarkable how quickly people have migrated from Twitter to Bluesky. But the counter argument for this is that you should stay in a place where majority of people are, because being in a bubble surrounding yourself by people like you doesn't help society. And so, I get that perspective as well. It just depends on what you're using the platform for and it's a difficult issue. But yeah, I've taken a break probably long-term break from Twitter. I'm on Bluesky now.Eric Topol (33:48):Yeah, no, the point you're bringing up about the echo chamber and is there going to be one for people that are leaning one way and they're thinking, and another with a whole different, often politically charged and even extreme views? It's really unfortunate if it does wind up that way. But right now, it seems like that migration is ongoing and it's substantial. And I guess we'll see how it settles out. I share your concern, and so far, I've been trying to keep a foot in both areas because I think if we all were to leave, then we're just kind of caving into a, it's tricky though. It really is because the noxious toxic type of comments, even when you try to avoid comments, you say, only followers can make a comment, they'll of course, quote your thing and then try to ding you and whatever. It's just crazy stuff, really.Ardem Patapoutian (34:53):I mean, what I think is that, that's why I said depends on why. I mean, your presence on social media is such an important part of science education. And I could almost say you can't afford to do what I do, which is I'm just putting my goofy posts and having fun. So we have different purposes in a way, and yeah, that affects what you use and how you use it.Eric Topol (35:17):Yeah, no, it's tricky it really is. We covered a lot of ground. Is there anything I missed that you want to get out there? Any part of this, your story and the PIEZO story, science and everything else that I didn't bring up?The Essentiality of Basic ScienceArdem Patapoutian (35:42):I just think that the basic science community is really suffering from decreasing amounts of funding and appreciation of doing basic science. And one of my goals, in addition to this immigrant scientist thing, is to remind people that all medicines start with basic science work. And funding this has mainly been through NIH and it's getting harder and harder for basic scientists to secure funding and I'm really worried about this. And we need to find ways to be okay for people to do basic science. And I'll give you one example. Whenever we make a publication and there's a journalist talking to us or some kind of press coverage, they ask, how is this directly affecting patients? And my work actually is very much related to patients, and I answer that question, but I also say, but it's also important to do science for the science sake because you don't know where the applications are going to come from. And we need to, as a society, encourage and fund and support basic science as the seeds of all these translational work. And I think doing that just kind of highlights that this is important too. We should support it, not just things that right now seem very related to translational that directly helps patients.Eric Topol (37:16):Well, I'm so glad you emphasized that because I mean, the PIEZO story is the exemplar. Look what's come of it, what might still come of it. In many respects here you are maybe 15 years into the story and there's still many parts of this that are untold, but if it wasn't for the basic science, we wouldn't have these remarkable and diverse insights. And recently you cited, and I think so many people read about the ‘crown jewel' NIH, front page New York Times, and how it's under threat because the new NIH director doesn't have a regard for basic science. He's actually, he's confirmed, which is likely, he's an economist, physician economist, never practiced medicine, but he doesn't really have a lot of regard for basic science. But as you point out, almost every drug that we have today came out of NIH basic work. And I mean, not just that, but all the disease insights and treatments and so much.Eric Topol (38:25):So this is really unfortunate if we have not just an NIH and other supporting foundations that don't see the priority, the fundamental aspect of basic science to then lead to, as we call translational, and then ultimately the way to promote human health, which is I think what we're all very much focused on ultimately. But you can't do it without getting to first base, and that's what you have done. You served it up and it's a great example. Well, Ardem, it's always a pleasure. This is a first time talking through a podcast. I hope we'll have many, many visits informally that will complement the ones we've already had, and we will follow the PIEZO work. Obviously, you have had just an exceptional impact, but you're still young and who knows what's next, right? I mean, look what happened to Barry Sharpless. He won here. He won two Nobel prizes, so you never know where things are headed.Ardem Patapoutian (39:36):Thank you, Eric, and I really appreciate what you do for the biomedical community. I think it's wonderful through your social media and this podcast, we all appreciate it.***********************************************************************************Please take a moment to complete the poll above.Thank you for reading, listening and subscribing to Ground Truths.If you found this informative please share it!All content on Ground Truths—its newsletters, analyses, and podcasts, are free, open-access.Paid subscriptions are voluntary and of course appreciated. All proceeds from them go to support Scripps Research. Many thanks to those who have contributed—they have greatly helped fund our summer internship programs for the past two years. I welcome all comments from paid subscribers and will do my best to respond to each of them and any questions.Thanks to my producer Jessica Nguyen and to Sinjun Balabanoff for audio and video support at Scripps Research.And Happy New Year! Get full access to Ground Truths at erictopol.substack.com/subscribe

In this episode, podcast hosts Dr. Josh Roshal, Dr. Darian Hoagland, and Dr. Maya Hunt discuss the ins and outs of professional development time (PDT) and professional identity formation (PIF) during surgical training. Joined by insights from fellow CoSEF members, the team dives into key topics such as mentorship, timing, and making the most of this critical phase in residency. From rapid-fire tips to personal reflections, this episode offers a wealth of advice for trainees considering their PDT and PIF.. Episode Hosts: –Dr. Josh Roshal, University of Texas Medical Branch, @Joshua_Roshal, jaroshal@utmb.edu –Dr. Darian Hoagland, Beth Israel Deaconess Medical Center, @DHoaglandMD, dlhoagla@bidmc.harvard.edu –Dr. Maya Hunt, Indiana University, @dr_mayathehunt, mayahunt@iu.edu –CoSEF: @surgedfellows, cosef.org Guests:  -Dr. Ariana Naaseh, Washington University in St. Louis, @ariananaaseh, a.naaseh@wustl.edu -Dr. Colleen McDermott, University of Utah, @ColleenMcDMD, Colleen.McDermott@hsc.utah.edu -Dr. Shahnur Ahmed, Indiana University, shahme@iu.edu -Dr. Xinyi “Cathy” Luo, Tulane University, @DoctorSoySauce, xluo@tulane.edu -Dr. Ananya Anand, Stanford University, @AnanyaAnandMD, aa24@stanford.edu References: Smith SM, Chugh PV, Song C, Kim K, Whang E, Kristo G. Perspectives of Surgical Research Residents on Improving Their Reentry Into Clinical Training. J Surg Educ. 2024 Nov;81(11):1491-1497. doi: 10.1016/j.jsurg.2024.07.005. Epub 2024 Aug 31. PMID: 39217679. https://pubmed.ncbi.nlm.nih.gov/39217679/ Kochis MA, Cron DC, Coe TM, Secor JD, Guyer RA, Brownlee SA, Carney K, Mullen JT, Lillemoe KD, Liao EC, Boland GM. Implementation and Evaluation of an Academic Development Rotation for Surgery Residents. J Surg Educ. 2024 Nov;81(11):1748-1755. doi: 10.1016/j.jsurg.2024.08.015. Epub 2024 Sep 23. PMID: 39317122. https://pubmed.ncbi.nlm.nih.gov/39317122/ Gkiousias V. Scalpel Please! A Scoping Review Dissecting the Factors and Influences on Professional Identity Development of Trainees Within Surgical Programs. Cureus. 2021;13(12):e20105. doi:10.7759/cureus.20105 https://pubmed.ncbi.nlm.nih.gov/35003955/ Rivard SJ, Vitous CA, De Roo AC, et al. “The captain of the ship.” A qualitative investigation of surgeon identity formation. Am J Surg. 2022;224(1 Pt B):284-291. doi:10.1016/j.amjsurg.2022.01.010 https://pubmed.ncbi.nlm.nih.gov/35168761/ Irby DM, Cooke M, O'Brien BC. Calls for reform of medical education by the Carnegie Foundation for the Advancement of Teaching: 1910 and 2010. Acad Med J Assoc Am Med Coll. 2010;85(2):220-227. doi:10.1097/ACM.0b013e3181c88449 https://pubmed.ncbi.nlm.nih.gov/20107346/ Veazey Brooks J, Bosk CL. Remaking surgical socialization: work hour restrictions, rites of passage, and occupational identity. Soc Sci Med 1982. 2012;75(9):1625-1632.doi:10.1016/j.socscimed.2012.07.007 https://pubmed.ncbi.nlm.nih.gov/22863331/ Cruess RL, Cruess SR, Boudreau JD, Snell L, Steinert Y. A schematic representation of the professional identity formation and socialization of medical students and residents: a guide for medical educators. Acad Med J Assoc Am Med Coll.2015;90(6):718-725.doi:10.1097/ACM.0000000000000700 https://pubmed.ncbi.nlm.nih.gov/25785682/ Huffman EM, Anderson TN, Choi JN, Smith BK. Why the Lab? What is Really Motivating General Surgery Residents to Take Time for Dedicated Research. J SurgEduc.2020;77(6):e39-e46.doi:10.1016/j.jsurg.2020.07.034 https://pubmed.ncbi.nlm.nih.gov/32768383/ Please visit https://behindtheknife.org to access other high-yield surgical education podcasts, videos and more.  

Are You Preparing Your Teens for a Future That's Already Here? Discover why traditional paths to success no longer work and how homeschooling parents like you are ahead of the curve in preparing kids for an unprecedented future. Lisen now to learn actionable steps and grab your audio resource from 'It's Not That Hard to Homeschool' to help your teens thrive in this rapidly changing world. Episode Summary: In a world where technology, education, and the economy are evolving at lightning speed, traditional paths to success are quickly becoming outdated. From Elon Musk's groundbreaking brain chip to the Carnegie Foundation questioning the very foundation of credit-based education, these changes demand a new approach to preparing our kids for the future. In this episode, Lisa Nehring dives deep into the unprecedented challenges and opportunities facing today's young adults—and how homeschooling parents are uniquely positioned to help their children thrive. Learn the skills your teens need to navigate a rapidly shifting world, including self-agency, integrated identity, and real-world competencies. Whether you're just starting your homeschool journey or looking for new ways to equip your teens for success, this episode will leave you inspired and informed. What You'll Learn in This Episode: Why traditional measures of success, like credits and degrees, are being re-evaluated. The top skills every young adult needs to thrive in today's world: Self-agency: Empowering teens to take control of their lives and decisions. Integrated identity: Helping teens form a cohesive understanding of their values and beliefs. Competencies: Building real-world skills that go beyond academics. How the rise of technology and AI is reshaping the job market and daily life. Practical tips for homeschooling parents to prepare their teens for a future of unprecedented change. Resources Mentioned: Audio Resource: Ready to Launch It's Not That Hard to Homeschool Blog Join Our Facebook Group for Homeschooling Support Connect With Us: Website: It's Not That Hard to Homeschool   Twitter: @HomeschoolSimple Don't Miss Out! Subscribe to the podcast for weekly episodes packed with insights, tips, and encouragement for homeschooling parents. If you enjoyed this episode, please leave a review—it helps other parents find us and join our community.

In this episode of the Getting Smart podcast, Tom Vander Ark is in conversation with Laura Slover and Mike Flanagan, focusing on the transformative initiatives in education being spearheaded by ETS and the Mastery Transcript Consortium (MTC). The discussion gets into the Skills for the Future initiative, emphasizing the shift from traditional education models towards competency-based education that aligns with the demands of a rapidly evolving workforce. This initiative, a collaboration between ETS and the Carnegie Foundation, seeks to broaden educational goals beyond conventional academics to include essential skills like communication, critical thinking, and civic engagement. By embedding innovative assessment tools in several states, the program aims to capture authentic evidence of student learning both in and out of the classroom, thus preparing students more effectively for future challenges. Outline (00:00) Introduction and Guest Welcome (01:26) The Role of Achieve and the Standards Movement (06:11) Mastery Transcript Consortium: Origins and Goals (09:33) Skills for the Future Initiative (22:05) Future of Education: Assessments and Signals Links Watch the full video here Read the full blog here Laura Slover LinkedIn Mike Flanagan LinkedIn Skills Transcripts at Scale: Why The ETS & MTC Partnership is a Big Deal Skills for the Future announcement States Announcement Skills for the Future Press Release A New Visio for Skills-Based Assessment Paper

Diego Arambula, vice president of Educational Transformation at Carnegie Foundation for the Advancement of Teaching joins Gregg Behr and Ryan Rydzewski to talk about the history of the Carnegie unit in education design and the reform that needs to happen for systems making a better tomorrow for learners.

In this episode, Danielle Eisenberg, Chief of Assessment Design and Integration at ETS, joins us to discuss the future of assessment. She talks in depth about The Skills for the Future Initiative, a joint undertaking between ETS and The Carnegie Foundation for the Advancement of Teaching. These two well-known leaders in assessment are collaborating to create improved methods of documenting and assessing the knowledge, skills, and dispositions needed to succeed in the 21st century, acknowledging that these are not singularly demonstrated through time in the classroom. Visit AVID Open Access to learn more.

Produced by KSQD 90.7, 895. & 89.7FM “Be Bold America!” Sunday, September 8, 2024 at 5:00pm (PT)  “When somebody has taken the time to draw up a playbook, they are going to use it.” - Tim Walz, 2024 DNC Vice-Presidential Acceptance Speech (re: Project 2025) Call it what you want. The Republican Party is nakedly zealous about turning America from a democratic republic into a kingdom and the right-wing billionaires and their corporations are doing everything they can to make it happen … led by The Heritage Foundation, that also flew the American flag upside down after the January 6 insurrection just as did Justice Alito's wife. Everyone must realize that the Project 2025 scheme to dismantle the American government is for any future Republican president. It might be beaten back this upcoming presidential election but these people, who are fighting for a dictatorship, will not go away. The right wing is not hiding it. They say it out loud and have proudly written their manifesto; their painstakingly detailed, 922-page, step-by step instruction manual titled, “The Mandate for Leadership: The Conservative Promise - Project 2025.”  This interview with Professor John Roth, cohosted by former KGO radio talk show host, John Rothmann, will peel back its pages with an emphasis on religion, health and education. Yes, this is a detailed plot for a coup.   Interview Guest: John Roth, PhD, is the Edward J. Sexton professor emeritus of philosophy at Claremont McKenna College in Claremont, California. Dr. Roth was named the 1988 U. S. National Professor of the Year by the Council for Advancement and Support of Education (CASE) and the Carnegie Foundation for the Advancement of Teaching. Dr. Roth's expertise in Holocaust and genocide studies, as well as in philosophy, ethics, American studies, and religious studies, has been advanced by postdoctoral appointments as a Graves Fellow in the Humanities, a Fulbright Lecturer in American Studies at the University of Innsbruck, Austria, and a fellow of the national Humanities Institute, Yale University. In addition to lecturing widely throughout the United States and around the world, Dr. Roth has authored, coauthored, or edited more than fifty books, and he has published hundreds of articles and reviews.  Dr. Roth graduated from Yale University with a Master of Arts and Doctorate of Philosophy degrees. Guest CoHost: John F. Rothmann is a renowned radio talk show host, formerly with KGO radio, and he is a popular lecturer and political and foreign policy consultant. John has also been involved in a broad variety of political campaigns on the national, state and local levels and Richard Norton Smith called John "a scholar of modern Republicanism.” John is the co-author of two highly acclaimed books and has been on the faculty of the Fromm Institute at the University of San Francisco since 2004.    John's personal library of 15,000 volumes is widely recognized as one of the finest libraries of American political history and biography in the United States. Scholars, graduate students and authors in the process of research frequently access his extensive collection. Currently, John hosts his own highly successful podcast titled, “Around the Political World with John Rothmann.” John lives in San Francisco with his wife Ellen and their two sons, Samuel and Joel.

In this episode of THE MENTORS RADIO, Host Dan Hesse talks with Renu Khator, Ph.D., Chancellor of the University of Houston system, as they discuss how teaching Gen Z is different from prior generations, and the unintended consequences that paying college athletes might have on University academic budgets and the future of “Olympic” sports on American college campuses. We'll also discuss the impact AI is having on higher education. In 2008, Renu Khator became the first female chancellor in the state of Texas and the first Indian immigrant to lead a comprehensive research university in the U.S. Under Renu's leadership, the University of Houston earned Tier One status for research from the Carnegie Foundation, and opened Houston's first medical school in more than 50 years. It's more than tripled the number of National Academy members on the faculty, and dramatically improved graduation rates. Dr. Khator has been named to the American Academy of Arts and Sciences and has served on numerous boards, including the Federal Reserve Bank of Dallas, the NCAA, the American Council on Education, and the Association of American Colleges and Universities. Additionally, Renu has been an advisor to several Indian prime ministers.  She has been named Houstonian of the year, inducted into the Texas Women's Hall of Fame, received a Houston Business Journal Lifetime Achievement Award and, in 2014, Indian President Mukherjee presented her with the Samman Award, the highest distinction bestowed upon a non-resident Indian.  Born in India, she earned a master's degree and a Ph.D. in political science from Purdue. Listen to our radio podcast anywhere, any time, on any platform, click here! SHOW NOTES: RENU KHATOR: BIO: Renu Khator, Ph.D. WEBSITE: https://www.uh.edu/president/ ARTICLES & VIDEO CLIPS: Coffee with the President - University of Houston (short video interview) Who is Renu Khator? What to know about the longtime UH president and chancellor - Houston Chronicle As Renu Khator starts her Sweet 16 as president, here's a look at how UH has changed - Houston Chronicle State of Education: UH's Renu Khator talks higher education challenges - Houston Business Journal The Value of an American Education - SPAN (spanmag.com) UH President Dr. Renu Khator on her life and vision for university - ABC13 Houston

Today Dr Ritcha Saxena returns to the podcast.   She integrated virtual teaching methods into her educational approach, including online lectures, Zoom discussions, and virtual microscopy. Dr. Saxena was involved in a study analyzing pathology education in medical schools in the U.S. and other countries, focusing on curriculum content, teaching methods, and instructional time allocation. The study showed differences in pathology education between the U.S. and other countries, with more lecture hours and active learning strategies outside the U.S. We discuss the 2010 Carnegie Foundation report on medical education reform, emphasizing integration of basic sciences with clinical training and active learning strategies. She is currently working on integrating pathology into interprofessional education and writing a manual on AI's impact on medical education. Dr. Saxena is dedicated to promoting diversity, equity, and inclusion in healthcare education and has received recognition for her contributions in this area. Links for this episode: Health Podcast Network  LabVine Learning Dress A Med scrubs Digital Pathology Club   Pathology teaching in different undergraduate medical curricula within and outside the United States: a pilot study Group for Research In Pathology Education   People of Pathology Podcast: Twitter Instagram

J.J. and Dr. Susannah Heschel survey the fascinating life and brilliant ideas of Abraham Geiger. This guy was flagrantly influential. A practicing rabbi, a leader in the Wissenschaft das Judentums movement and a founder of Islamic studies in Europe, he was on the intellectual vanguard of the 19th century Reform movement, so strap in for a great conversation. Please send any complaints or compliments to podcasts@torahinmotion.orgFor more information visit torahinmotion.org/podcastsSusannah Heschel is the Eli M. Black Distinguished Professor of Jewish Studies at Dartmouth College and chair of the Jewish Studies Program and a faculty member of the Religion Department. Her scholarship focuses on Jewish and Protestant thought during the 19th and 20th centuries, including the history of biblical scholarship, Jewish scholarship on Islam, and the history of anti-Semitism. Her numerous publications include Abraham Geiger and the Jewish Jesus (University of Chicago Press), which won a National Jewish Book Award, The Aryan Jesus: Christian Theologians and the Bible in Nazi Germany (Princeton University Press), and Jüdischer Islam: Islam und Deutsch-Jüdische Selbstbestimmung (Mathes und Seitz). She has a forthcoming book, co-written with Sarah Imhoff, The Woman Question in Jewish Studies (Princeton University Press. Heschel has been a visiting professor at the Universities of Frankfurt and Cape Town as well as Princeton, and she is the recipient of numerous grants, including from the Ford Foundation, Carnegie Foundation, and a yearlong Rockefeller fellowship at the National Humanities Center. In 2011-12 she held a fellowship at the Wissenschaftskolleg in Berlin and during the winter term of 2024 she held a research fellowship at the Maimonides Institute at the University of Hamburg. She has received many honors, including the Mendelssohn Prize of the Leo Baeck Institute, and five honorary doctorates from universities in the United States, Canada, Switzerland, and Germany. Currently she is a Guggenheim Fellow and is writing a book on the history of European Jewish scholarship on Islam. She is an elected member of the American Society for the Study of Religion and the American Academy for Jewish Research.  

It's YOUR time to #EdUp In this episode, brought to YOU by Jenzabar's Annual Meeting (⁠JAM 2024⁠), YOUR guests are Dr. Timothy Knowles, President, The Carnegie Foundation for the Advancement of Teaching, & Dr. Shirley M. Collado, President & CEO, College Track YOUR cohost is Dr. Joe Sallustio⁠⁠⁠⁠⁠ How is the Carnegie Foundation, under Dr. Knowles' leadership, taking an assertive run at the Carnegie Unit & pushing for transformation in both K-12 & post-secondary education? What role is the Carnegie Post-Secondary Commission playing in reimagining higher education as an engine of social & economic mobility, & why was it important to have leaders like Dr. Collado co-chair? How does College Track's intensive, 10-year commitment to underserved students from high school through college completion reflect the organization's conviction that "talent is everywhere, opportunity is not"? From new classifications focused on social mobility to partnerships with College Track & African universities, how is Carnegie using its platform to drive innovation & collaboration for student success? With the value proposition of higher ed increasingly questioned, what gives Drs. Knowles & Collado hope that post-secondary can evolve to meet the needs of today's learners? As first-gen college students themselves, how do Drs. Knowles & Collado's lived experiences shape their sense of urgency & optimism about transformation in education? Listen in to #EdUp! Thank YOU so much for tuning in. Join us on the next episode for YOUR time to EdUp! Connect with YOUR EdUp Team - ⁠⁠⁠⁠Elvin Freytes⁠⁠⁠⁠ & ⁠⁠⁠⁠Dr. Joe Sallustio⁠⁠⁠⁠ ● Join YOUR EdUp community at ⁠⁠⁠⁠The EdUp Experience⁠⁠⁠⁠! We make education YOUR business! --- Send in a voice message: https://podcasters.spotify.com/pod/show/edup/message

We're sharing a session from ELC Annual 2023 – Thuan Pham (Board Director, Advisor, former CTO of Uber & Coupang) shares pivotal moments from his life, leadership journey & career with Li Fan (CTO @ Circle). Thuan shares his best leadership lessons & strategies for scaling during hypergrowth from his time at Uber and how those skills impacted him in roles since then. He shares stories about working at Uber – including both the highs & lows – and reflects on what could have been done differently or better. Thuan also shares advice on how to keep your eng org motivated during crisis; advice he would give his younger self; and skills that make a great eng leader today vs. 20 years ago. Thuan also shares stories from his upbringing and how his experience as a refugee & immigrant impacted him as an eng leader today.ABOUT THUAN PHAMThuan Pham served as Chief Technology Officer of Coupang from September 2020 until September 2022, and of Uber Technologies, Inc. from April 2013 to May 2020. From December 2004 to January 2013, Mr. Pham served in various Vice President roles at VMWare, Inc., a software and technology company, including as Vice President of R&D – Cloud Management Platform from June 2012 to January 2013.As an engineering leader, he is passionate about building talented, healthy, and motivated engineering organization and leading it to accomplish extraordinary things. He cares deeply about organizational health and principled leadership and believes these are the greatest drivers for any team to harness its maximum potential.Mr. Pham holds both B.S. and M.S. degrees in Computer Science and Electrical Engineering from the Massachusetts Institute of Technology. Thuan's work and career contributions as an American immigrant were recognized by the Carnegie Foundation among its list of "2016 Great Immigrants: The Pride of America" honorees.ABOUT LI FANLi Fan is CTO at Circle, a global fin-tech firm enabling business to harness the power of digital currencies and public blockchains (Circle is the principle operator of USD Coin). Prior to Circle, Li was CTO at Lime, an innovative technology company that connects and empowers urban living through mobility.Before Lime, Li was SVP of engineering at Pinterest leading all 600+ engineers to execute technology strategy and deliver company priorities. Li was a Senior Director of Engineering in Google, accountable for Google's popular image search and was Vice President of Engineering at Baidu.We now have 10 local communities of engineering leaders hosting in-person meetups all over the world!Local communities are led by eng leaders just like you, who wanted to create a place to connect, share insights & tackle critical challenges in the job.New York City, Boston, Chicago, Seattle, Los Angeles, San Diego, San Francisco, London, Amsterdam, and Toronto in-person events are happening now!We're launching local events all the time - get involved at elc.community!SHOW NOTES:Thuan's immigrant / refugee background & its impact on him (2:19)The experience of resetting & starting from nothing as an eng leader (4:23)Pivotal moments during Thuan's seven years @ Uber (6:59)How Thuan provided hands-on mentorship & teaching leading the eng org (8:21)Challenges faced & lessons learned through hypergrowth at scale (11:29)Scaling infrastructure / processes while scaling talent (13:44)What caused Thuan to stay with Uber & eventually lead him to leave (17:14)Ways in which Uber could have done better (19:48)Thuan's reflections on what he could have done to change the situation (23:14)How & why Thuan transitioned from Uber to Coupang (26:01)Reflections on what makes a great eng leader 20 years ago & today (29:49)Audience Q&A: What are Thuan's current motivations & goals? (34:56)Keeping your engineers motivated during times of crisis (36:53)Advice Thuan would give his younger self (38:42)Qualities of a great VP of Engineering & exec team (41:30)LINKS AND RESOURCESAll of the Sessions from ELC AnnualThis episode wouldn't have been possible without the help of our incredible production team:Patrick Gallagher - Producer & Co-HostJerry Li - Co-HostNoah Olberding - Associate Producer, Audio & Video Editor https://www.linkedin.com/in/noah-olberding/Dan Overheim - Audio Engineer, Dan's also an avid 3D printer - https://www.bnd3d.com/Ellie Coggins Angus - Copywriter, Check out her other work at https://elliecoggins.com/about/

Alicia Juarrero, is Co-Founder and President of VectorAnalytica and Professor Emerita of Philosophy at Prince George's Community College (MD). She is the author of Context Changes Everything: How Constraints Create Coherence, published last year: https://direct.mit.edu/books/oa-monograph/5600/Context-Changes-EverythingHow-Constraints-Create⁠ Her other books are Dynamics in Action: Intentional Behavior as a Complex System (MIT 1999) and co-editor of Reframing Complexity: Perspectives from North and South (ISCE Publishing, 2007), and Emergence, Self-Organization and Complexity: Precursors and Prototypes (ISCE Publishing, 2008). Alicia was named the 2002 U.S. Professor of the Year by the Council for the Advancement and Support of Education (CASE) and the Carnegie Foundation for the Advancement of Teaching; in 2003 she received the Edward T. Foote Alumnus of Distinction Award of the University of Miami; in 1995 the Distinguished Humanities Educator Award of the Community College Humanities Association. In 1992 Alicia was appointed by the President of the United States and confirmed by the U.S. Senate to the Advisory Board of the National Endowment for the Humanities (NEH) where, from 1992-2000 she served as NEH's Chair of Council Committee on State Programs. In that capacity she was responsible for the oversight of approximately $32 million in NEH funds distributed annually to the States Humanities Councils. Born in Cuba, Alicia has played a leading role in introducing complexity concepts and theory to that island nation and currently serves as Secretary-Treasurer of Friends of Havana's January Complexity Seminars, a 501(c)3 not for profit organization which supports the work of complexity scholars in Cuba.

Diane and Michael look back on the past three episodes of Class Disrupted's fifth season through the lens of disruption. They discuss the future of AI education tools; consider the opportunities and challenges as the Carnegie Foundation embarks on creating innovative new assessments with ETS; and highlight how Americans' ideas of a success are changingContinue reading "2023 in Review: AI, New Assessments, “The American Dream,” and More"

Timothy Knowles, President of the Carnegie Foundation for the Advancement of Teaching, joins Diane and Michael to discuss how this historic foundation looks to drive the future of American education. On K–12, they discuss why Carnegie has partnered with ETS and why they are seeking to assess a broader array of skills—not just focus onContinue reading "How America's Oldest Nonprofit Aims to Drive the Future of Education"

Jon, Sarah, and Mushtaq are thrilled to mark the 100th episode milestone of dotEDU! Also, ACE President Ted Mitchell joins Mushtaq and Jon to dive into the upcoming changes to the renowned Carnegie Classifications along with Timothy Knowles, president of the Carnegie Foundation for the Advancement of Teaching. Tweet suggestions, links, and questions to @ACEducation or podcast@acenet.edu. Here are some of the links and references from this week's show: Carnegie Classifications To Make Major Changes in How Colleges and Universities Are Grouped and Recognized, Set Clear Threshold for Highest Level of Research  American Council on Education | Nov. 1, 2023    A New Approach to Categorizing Colleges  Inside Higher Ed | Nov. 1, 2023    Changes to the Next Iteration of the Carnegie Classifications: We Want Your Feedback  Carnegie Classifications | Nov. 1, 2023     The Carnegie Foundation and the American Council on Education Announce Partnership on the Carnegie Classifications for Institutions of Higher Education  American Council on Education | Feb. 9, 2022 

On this episode of The Coaching Podcast, we delve into the highs and lows of coaching. Our guest is business development coach, Chris Lazzuri who authentically and honestly shares an early coaching experience about the pitfalls of labeling someone as 'uncoachable' prematurely and emphasizes the importance of dropping excuses, being adaptable, and seeking common ground. Discover the power of guiding individuals to realizations they never considered on their own, using thought-provoking questions to unveil new perspectives. As we navigate through the episode, we examine the concept of burnout, explore the qualities that make a great coach through the "ACE" framework, and gain insights into performance management conversations. We talk about the dynamics of the hybrid workplace, and a compelling reminder that in the ever-evolving landscape of professional success, soft skills overwhelmingly contribute to 85% of job success. So, whether you're a seasoned coach or someone eager to enhance your coaching skills, this episode promises a wealth of insights to elevate your coaching game. Some of the highlights include; 2.28: Worst coaching moments: Be mindful not to judge someone as 'uncoachable' from the beginning! Drop the excuses, be adaptable, and find common ground. Watch: Indecisive People Have A Hard Time Succeeding - Ed Mylett 6.33: Best coaching moments: When someone comes to a realization that they never would have thought of on their own providing them with a new perspective. For example, ask the following questions: What is your end goal? Why do you want to achieve that? What is it that you value? How are you aligned with what you are trying to accomplish with that value? What does success look like? What are some potential roadblocks? What scares you about the opportunities? "Oh, what a tangled web we weave, when first we practice to deceive!" (Sir Walter Scott, 1808) Shakespearean' phrase. 10.26: Sliding Doors: Burnout. 14.47: What Makes a Great Coach? "ACE" Authenticity - Stay true to yourself. Do people know what to expect? Curiosity - Stay curious like you were as a kid and assume a positive intent! Check out: About Chad Littlefield - We and Me Book: Ask Powerful Questions which Chad wrote with Will Wise refers to the fact children ask 300 plus questions a day while adults ask 70. Empathy - Understand a person's values and perspective. 20.59: What is it that you have learned the most about yourself from coaching? Emma: That sometimes less is more. Chris: Learning how to not take criticism personally. Listen, validate, and share. 26.38: Performance management conversations: Be authentic and use the SBI model: S = Situation - Explain the specific situation. B = Behavior - Identify the behavior. I = Impact - What was the impact on you, the business, and/or your feelings? Then talk through it together. SBI https://www.ccl.org/articles/leading-effectively-articles/closing-the-gap-between-intent-vs-impact-sbii/ 29.48: Hybrid workplace discussion. 34.55: If you are a technical expert, learn how to ask more questions because this will support and retain your people. Decades ago, in a research study conducted by Harvard University in conjunction with the Carnegie Foundation and Stanford Research Center, it was found that 85% of job success comes from having well‐developed soft and people skills, and only 15% of job success comes from technical skills and knowledge (hard skills). The Soft Skills Disconnect - National Soft Skills Association The Coaching Podcast is sponsored by The Sampson Agency - a talent entertainment and sports management company owned and operated by Tina Samara. Visit: www.thesampsonagency.com or email: tina@transitioncoach4athletes.com To learn more about becoming a workplace coach or advancing your coaching skills, visit: www.opendoorcoachingusa.com or email: info@emmadoyle.com.au About Chris Lazzuri- Business Development Coach – CML Consulting & Coaching An experienced leader focused on improving the growth of professional service firms and individuals. I develop, deliver, and coach business development processes, activities, and concepts. My success is demonstrated through building relationships, creating growth plans, and expanding career paths. I am an expert facilitator, coach, and consultant, skilled at growing revenues through consultative selling. Today's business culture is driving innovation faster than ever. Often people are hesitant to attempt something that could be special because business development, leadership, and "soft" skills are scary to them. I coach or train people through these challenges, helping them thrive and grow. The individuals and teams I work with take that next step in their professional and personal growth by being stronger in those areas. Firms are better able to identify and implement development that leads to better retention, increased profitability, improved growth, and easier recruiting. Both can be more confident and effective, and fortunately, I have the opportunity to help them accomplish that. Connect with Chris: https://chrislazzuri.com/ Twitter: https://twitter.com/acct4growth LinkedIn: https://www.linkedin.com/in/chrislazzuri/

Jon Eckert is a Professor of Educational Leadership at Baylor University. He taught and coached intermediate and middle school students outside of Chicago and Nashville for 12 years. After completing his doctorate at Vanderbilt University, he was selected as a Teaching Ambassador Fellow at the U.S. Department of Education, where he worked in both the Bush and Obama administrations on teaching quality issues. Dr. Eckert has conducted research for the U.S. Department of Education, the Carnegie Foundation, the National Network of State Teachers of the Year, the National Institute for Excellence in Teaching, and the Center for Teaching Quality.In this episode, we discuss Jon's newest book, “Just Teaching: Feedback, Engagement, and Well-being for Each Student,” the threats to effective education in today's digital climate and teaching strategies to address digital distraction and disengagement to bring out students' best.• • •Supported by JOMO(campus), Season 4 explores the landscape of students, smartphones and social media, asking global experts to explain the hard truths about the mental health decline among youth on campuses worldwide and inspire us with evidence-based strategies that will turn the tide. Get more JOMO at jomocast.com.Book a JOMO(campus) discovery call at jomocampus.com Check out the new JOMO Goods shop at www.jomogoods.com Music by Thomas J. Inge Hosted on Acast. See acast.com/privacy for more information.

Are you sabotaging your potential success in your networking and sales process without even knowing it? Unfortunately, many people do this exact thing, keeping them from being more successful and confident when interacting with others. According to Harvard University, the Carnegie Foundation, and Stanford Research Center…There's actually ONE THING that determines 85% of your financial success: Your communication skills. Today I have communication coach, best selling author and speaker Ty Hoesgen sharing how to do this with science backed techniques. We'll share with you 3 incredible strategies on how you can: Communicate effectively and command respect, build trust and increase connection using science based techniques. How to increase your communication skills by optimizing your state of mind before presentations, interviews and sales calls. How to improve communication with pacing, speed & questions. Grab Ty's communication skills training with 5 science backed video call secrets: https://www.videocallstar.com/

Are you interested in attending one of the field's largest gatherings of K-12 education innovators? The Aurora Institute Symposium 2023 promises community, lessons about education innovation from the field, and the latest research and policy to support education transformation. Find out more here.  On this episode of the Getting Smart Podcast, Nate McClennen is joined by Amit Sevak, the CEO of ETS, the largest private educational assessment organization in the world and Tim Knowles, the 10th president of the Carnegie Foundation for the Advancement of Teaching. Both Amit and Tim are long-term education leaders and entrepreneurs who have focused their careers on creating better opportunities for more people through education.  Together, they have formed a new partnership to rethink assessment and measurement.  Links: ETS ETS Team Page Carnegie Foundation Timothy Knowles Press Release about Partnership Mastery Transcript Consortium

EPISODE 1577: In this KEEN ON show, Andrew talks to John K. Roth, co-author of WARNINGS, about the Holocaust, the Ukraine and an endangered American democracy JOHN K. ROTH was named the 1988 U. S. National Professor of the Year by the Council for Advancement and Support of Education (CASE) and the Carnegie Foundation for the Advancement of Teaching. He is the Edward J. Sexton Professor Emeritus of Philosophy at Claremont McKenna College (CMC) in Claremont, California, where he taught from 1966 through 2006. In 2003, Roth became the founding director of the Center for the Study of the Holocaust, Genocide, and Human Rights (now the Mgrublian Center for Human Rights). Roth received his BA from Pomona College in 1962, graduating magna cum laude and with honors in philosophy and membership in Phi Beta Kappa. He joined the CMC faculty after taking his MA and PhD in philosophy at Yale University. In addition, Roth has been awarded the Doctorate of Humane Letters (Honoris Causa) by Indiana University, Grand Valley State University, Hebrew Union College–Jewish Institute of Religion, Western University of Health Sciences, and Transylvania University. He holds the Holocaust Educational Foundation's Distinguished Achievement Award for Holocaust Studies and Research. Roth's expertise in Holocaust and genocide studies, as well as in philosophy, ethics, American studies, and religious studies, has been advanced by postdoc­toral appointments as a Graves Fellow in the Humanities, a Fulbright Lecturer in American Studies at the University of Innsbruck, Austria, and a Fellow of the National Humanities Institute, Yale University. Roth has served as Visiting Professor of Holocaust Studies at the University of Haifa, Israel, and as Visiting Professor of Philosophy at Franklin College, Lugano, Switzerland, and Doshisha University, Kyoto, Japan. He also served as Fulbright Lecturer in American Studies attached to the Royal Norwegian Ministry of Education, Research, and Church Affairs, Oslo, Norway. He has held invitational fellowships from the Oxford Centre for Hebrew and Jewish Studies in England and the Center for Advanced Holocaust Studies, United States Holocaust Memorial Museum, Washington, DC. In addition to lecturing widely throughout the United States and around the world, Roth has authored, coauthored, or edited more than fifty books, and he has published hundreds of articles and reviews. His books include: Ethics During and After the Holocaust: In the Shadow of Birkenau (Palgrave Macmillan); The Oxford Handbook of Holocaust Studies (Oxford University Press), The Failures of Ethics: Confronting the Holocaust, Genocide, and Other Mass Atrocities (Oxford University Press), Sources of Holocaust Insight: Learning and Teaching about the Genocide (Cascade/Wipf and Stock), and Advancing Holocaust Studies (Routledge).  Roth has been a member of the United States Holocaust Memorial Council, Washington, DC. He is a former chair of the California Council for the Humanities (now Cal Humanities) and trustee of Humanities Washington, both affiliates of the National Endowment for the Humanities.  He has served on the board of the Federation of State Humanities Councils, chairing that board from 2011 to 2013. Named as one of the "100 least connected men" by GQ magazine, Andrew Keen is amongst the world's best known broadcasters and commentators. In addition to presenting KEEN ON, he is the host of the long-running How To Fix Democracy show. He is also the author of four prescient books about digital technology: CULT OF THE AMATEUR, DIGITAL VERTIGO, THE INTERNET IS NOT THE ANSWER and HOW TO FIX THE FUTURE. Andrew lives in San Francisco, is married to Cassandra Knight, Google's VP of Litigation & Discovery, and has two grown children Learn more about your ad choices. Visit megaphone.fm/adchoices

I could not be more excited to be bringing you a conversation I had with not only an extraordinary human being but also a dear friend. This week on the Girls 4 Greatness podcast I am sitting down to chat with Rebecca Chopp, Ph.D.  Rebecca is a widely published author, editor, and academic in the fields of education, philosophy, religion and feminism. Rebecca served as the 18th, and first female Chancellor of the University of Denver. She was additionally the President of Swarthmore College and Colgate University, and she served as Provost and Executive Vice President of Academic Affairs at Emory university and as Dean at Yale University.  Rebecca has served on the Governing Board of the Association of American Colleges and Universities, Olin University, and The Carnegie Foundation for the Advancement of Teaching, and on the American Council on Education as well.   Rebecca also happens to be an ordained minister, but she is currently passionate about being an Alzheimer's advocate. Rebecca co-founded the Voices of Alzheimer's, and she serves on the Board of the Colorado Alzheimer's Association. In addition, Rebecca is currently working on a book entitled, Not Your Grandmother's Alzheimer's: Refusing to Surrender by Living Well. My friends, Rebecca is someone I greatly admire for many reasons but one of the greatest is her ability to find joy in some of the most difficult of circumstances. I invite you all to listen in as she shares how and why she has decided to live with joy. I have no doubt that Rebecca's beautiful wisdom and huge heart will inspire you to do the same. You can head to the following websites to learn more about how you can support and empower those with  Alzheimer's and other cognitive illnesses:  https://www.voicesofad.com and https://we.alz.org.

Robin Landa is a distinguished professor at Kean University and a globally recognized creativity and ideation expert. She is a best-selling author of books on idea generation, creativity, branding, advertising, and design. She has won numerous awards and The Carnegie Foundation counts her among the "Great Teachers of Our Time." She is the author of twenty-five books, including Graphic Design Solutions, 6th ed., Strategic Creativity, and The New Art of Ideas. Harvard Business Review, Fast Company, among others, have published her articles. Through her teaching, writing, mentoring, and presentations, Landa has had a profound impact on thousands of careers, inspiring and educating countless creative professionals, CCOs, and CMOs, and helping to shape the future of the creative industries. Robinlanda.comThank you to BetterHelp for sponsoring this episode. BetterHelp is the world's largest therapy service, and it's 100% online. With BetterHelp, you can tap into a network of over 30,000 licensed and experienced therapists who can help you with a wide range of issues.Get 10% off your first month at betterhelp.com/howtosurvivesociety Support the showThank you for listening to another episode of How To Survive Society.Thank you to BetterHelp for sponsoring this episode.BetterHelp is the world's largest therapy service, and it's 100% online.With BetterHelp, you can tap into a network of over 30,000 licensed and experienced therapists who can help you with a wide range of issues.To get started, you just answer a few questions about your needs and preferences intherapy. That way, BetterHelp can match you with the right therapist from their network, Then you can talk to your therapist however you feel comfortable, whether it's via text, chat, phone or video call. You can message your therapist at any time, and schedule live sessions when it's convenient for you. If your therapist isn't the right fit for any reason, you can switch to a new therapist at no additional charge.With BetterHelp, you get the same professionalism and quality you expect from in-office therapy, but with a therapist who is custom-picked for you, more scheduling flexibility, and at a more affordable price.Get 10% off your first month at https://www.betterhelp.com/howtosurvivesociety

Looking 4 Healing Radio with Dr. Jana Schmidt – Turn back in time to 1910. Through the Carnegie Foundation, the American Medical Association and Rockefellers commissioned a teacher named Abraham Flexner to draft a report to change the nature of the medical profession through institutions of education in the US and Canada. The report included detailed medical education, pharmacology...

Today's guest has been recognized as one of the greatest teachers of our time and has been called a "Creativity Guru." She's here today to teach us about Strategic Creativity. Dave Bookbinder goes Behind The Numbers with Robin Landa.  Robin is an expert in creative advertising, branding, graphic design, and social media, and has been called a "creativity guru," having published over 20 widely recognized books in her fields of expertise. Robin holds the title of Distinguished Professor of the Michael Graves College, Kean University, USA. She has won numerous awards for her design, writing, and research, and the Carnegie Foundation lists her among the greatest teachers of our time. In this episode Robin shares why ‘brainstorming' is counterproductive in idea generation; how to use creativity in a strategic fashion; constructing a brand narrative; and more! About the Host: Dave Bookbinder is the person that clients reach out to when they need to know what their most important assets are worth. He's a corporate finance executive with a focus on business and intellectual property valuation. Known as a collaborative adviser, Dave has served thousands of client companies of all sizes and industries.   Dave is the author of two #1 best-selling books about the impact of human capital (PEOPLE!) on the valuation of a business enterprise called The NEW ROI: Return On Individuals & The NEW ROI: Going Behind The Numbers.   He's on a mission to change the conversation about how the accounting world recognizes the value of people's contributions to a business enterprise, and to quantify what every CEO on the planet claims: “Our people are this company's most valuable asset.”  

In this episode (part 4 of the series), John and Andrew continue their discussion from part 3. They talk about how to use data charting in combination with the Plan-Do-Study-Act cycle to gain the knowledge managers need to lead effectively.  0:00:00.1 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today I am continuing my discussion with John Dues, who is part of the new generation of educators striving to apply Dr. Deming's principles to unleash student joy in learning. The topic for today is Prediction is a Measure of Knowledge. And John, to you and the listeners, I have to apologize. I'm a bit froggy today, but John, take it away.   0:00:30.9 John Dues: Yeah, Andrew, it's great to be back. I thought what we could do is sort of build off, what we were talking about in the last episode. We sort of left off with sort of an introduction to process behavior charts and importance of charting your data over time. And sort of the idea this time is that, like you said at the outset is prediction is a measure of knowledge and prediction is a big part of improvement. So I thought we'd get into that. What role prediction plays in improvement, how it factors in and how we can use our chart in combination with another powerful tool, the Plan-Do-Study-Act cycle to bring about improvement in our organizations.   0:01:15.1 AS: And when you say that prediction is a measure of knowledge, you're saying that prediction is a measure of how much you know about a system, or how would you describe that in more simple terms that for someone who may not understand that, that they could understand?   0:01:31.4 JD: Yeah, it took me a while to understand this. I think, basically the accuracy of your prediction about any system or process is an observable measure of knowledge. So when you can make a prediction about how a system or a process, and I use those words interchangeably, is gonna perform the closer that that sort of initial theory is, that initial prediction is to what actually happens in reality, the more you know about that system or process. So when I say prediction is a measure of knowledge, that's what I'm talking about is, you make a prediction about how something's gonna perform. The closer that prediction is to how it actually performs, the more you know about that system or process.   0:02:19.1 AS: I was just thinking about a parent who understands their kid very well can oftentimes predict their response to a situation. But if you brought a new kid into that house that the parent didn't know anything about their history, their background, the way they react, that the parent doesn't really have anything to go on to predict except maybe general knowledge of kids and specific knowledge of their own kid. How could that relate to what you're saying that prediction is a measure of knowledge?   0:02:52.3 JD: Well, I think that's a great analogy. One of the things that Dr. Deming said that it took me some time to understand was that knowledge has temporal spread - just a few words, but really causes some deep thinking. And I think what he meant was, your understanding, your knowledge of some topic or system or process or your kid has temporal spread. So that understanding sort of increases as you have increased interaction with that system process or in this analogy, your own kid. So when you replace a parent who knows their kid well with some other person that doesn't know that kid as well, they haven't had that sort of, that that same, that shared time together. So there's that, they don't have that same understanding. It's gonna take time for that understanding to build. I think the same thing happens when we're trying to change a system or a process or improve it or implementing a new idea in our system or process. And so the prediction at the outset is probably gonna be off. Right, and then over time, hopefully as we learn about that system or process or kid in this instance, that that prediction is gonna get better and better, as we learn over time, basically. I think.   0:04:15.8 AS: Yeah, it's interesting because saying the words temporal spread kind of gives way to the idea that Dr. Deming was educated in 1910, 1915, in speaking, reading, writing. And then he also, he said things, that his objective wasn't to just completely simplify. And I think that the messages that he was bringing were difficult to simplify, but you could say that, "improves over time" is what temporal spread may mean. Right? Okay. Let's keep going on this. This is interesting.   0:04:55.0 JD: Yeah, I think, maybe it'd be helpful if I share my screen and we can sort of connect the dots from last time to...   0:05:00.8 AS: Yep. And for the listeners out there, we'll walk you through what John's showing on his screen in just a moment. All right. Now we can see a chart on his screen.   0:05:11.7 JD: Yeah, I think, so we see a process behavior chart sort of orient, the watchers and then even the listeners. So the chart is a process behavior chart. That terminology can be a little bit confusing. Some people would call this a control chart, some people would call it a Shewhart chart, my sort of preferred terminology is process behavior chart because it's literally charting some process over time. So the example I used last time was charting my own weight. So you can use, you can chart personal items, you can also obviously chart things that are important to you in your organization. But the main thing is pull numbers out of a spreadsheet. That's what we talked about last time. Pull numbers out of the table instead plot that same data over time. So you can see how it varies naturally, perhaps, or how it varies in, special ways over time. So the, for the watchers, the blue dots are individual data points. The dates are running along the X-axis of the chart. And so you can see those moving up and down over time as I weigh myself every morning. Then we have the green line.   0:06:30.6 AS: At the beginning of the chart, we see those individual data points hovering around maybe 179 to 80, something like that.   0:06:41.8 JD: Yeah. Bouncing around in the 180, 178, 176 range. And then...   0:06:48.8 AS: And just for the international listener, John is not 180 kilograms [laughter], he's 180 pounds. Okay. Continue.   0:06:56.8 JD: That's right, that's right. On the Y-axis, we have weight in pounds. And so in addition to the blue dots and we've added a green line that is the average over time. And then we have sort of the last component of the process behavior chart, we have the red lines, which are the upper and lower natural process limits, or some people call them control limits sort of are the bounds of this particular system at a given point in time. And so, as we watch this data unfold, we can see that it does move up and down in different ways, in different patterns, but it's far more illustrative than if I was just looking at that table of numbers. So when I do this daily, I don't wanna overreact to any single data point. Instead, what I'm trying to do is get a sense of how this data is performing over time, right? So I can see this unfold over the course of days and then weeks and then months and all along, my knowledge of my weight system is increasing.   0:08:09.7 JD: Even if you don't know anything about process behavior charts, you could do this on a simple line chart or run chart without the limits, and you'd still learn much more than what you would with that table of numbers. But with the addition of the red lines, the natural process limits, what I am doing is sort of saying based on some simple mathematical calculations, that these are the bounds of my system that I would expect because of the data empirically based on the actual dots on the chart, these are the bounds of my system. And if a point would happen to fall outside of those red lines, I know something special has happened because it's so mathematically improbable that it's not to be expected. And there's a few other patterns in the data too that you can look for besides a single point outside of one of those red lines.   0:09:08.4 JD: But I'm looking for those patterns to see if something special has happened or I'm seeing if my data is sort of generally bouncing around between those red lines. And in either case, there are different approaches to trying to improve that, improve that data over time. And one other thing that I like to do, I always make my data blue, my average line green and my process, my natural process limits red. And then whenever I do this internally with data from our own organization, whether it's attendance data or test data or financial data, whatever the data is, I always use that same pattern. So people get used to seeing these colors and they associate blue with data, green with the average and red with the limits.   0:10:00.7 AS: So tell us more about, I mean, one of the things before we even talk about PDSA, what's happening here is that the upper limit and the lower limit at two points in this chart shift down. So you're, if you didn't change the upper and lower limit and you just had your, that standard one across the whole chart, then it probably starts to lose its value because the process that you're describing is going back in time to such an extent that things were different. Tell us about why you've made this adjustment.   0:10:46.0 JD: Yeah, I'd say if the natural process limits, so the red lines sort of stay in the same spot. So if I don't see those special patterns, basically what I can assume is that that system is, despite the fact that the data is bouncing around a little bit naturally, that, there's nothing sort of significant that's happened either in terms of my weight system getting worse, or in this case I want to get better. Obviously, I wanna lose a little bit of weight. If I don't see those patterns in the data, then nothing has changed. So if I'm trying something new to bring that weight down and I don't see any of those special patterns that tell me to adjust the natural process limits, that means what I'm doing is not having an effect. Right. So there's one, you wanna know what reality is for whatever the thing is that you're talking about.   0:11:37.7 JD: So on the very first day, you can see, when I weighed myself, it was like something like 182 pounds or something like that. And I could say I weigh 182 pounds, but that's not really reality, except that I weighed 182 pounds on the morning of November 28th when I recorded that data. But the very next day it goes down a little bit and then it goes down quite a bit that third day, and then it bounces back up, and then back down, and then back up and then back down a little bit. And that's the real sort of reality. And I don't really weigh 182, I'd probably weigh somewhere closer to that average of 179 across those first two weeks or so. Right? But I don't know that until I've collected, 7, 8, 9, 10, 11, 12 data points, what my reality is.   0:12:30.0 JD: And that's why this charting is so important. It helps me understand reality in a much more accurate way. So when we're trying to improve, I think, in this case, I decided to gather data on a daily basis. And I think when that's sort of another important consideration, when you're doing improvement work and charting, you wanna gather data in a rhythm that matches whatever it is, whatever that metric is that you're concerned with, you want that, you want the data to be gathered in a way that matches that metric. But in general, more frequent is better, as long as you're not overreacting, like I said earlier, to any single data point. Instead, you wanna gather data, you wanna have those 15, 20 data points, see the patterns, and then start to look for changes in those patterns. The three that I happen to look for are, a single point outside the natural process limits, or I'll look for eight consecutive points, either above or below that average line, or I'll look for three or four points that are closer to the red line than they are to that average line.   0:13:41.4 JD: Any of those three patterns emerge. I know something has changed, and I'll go ahead and shift the limits. If I know, when I'm looking for those patterns, I wanna know why that change has happened. So sometimes when I see a pattern, and if I don't have an explanation for why that data shifted, even though it shifted in a way that was mathematically unexpected, sometimes in those instances, I won't shift my limits. So I generally will only shift when I see a pattern and I can sort of pinpoint a reason for that, for that shift.   0:14:18.4 AS: And when you say shift, you're saying shift your upper and lower process limit?   0:14:20.0 JD: Yeah. I shift the limits at the point where I saw one of those special patterns begin, basically.   0:14:29.6 AS: Okay. All right. Keep going. So you got PDSA on there now.   0:14:32.9 JD: Yeah, so I think, when I think about continual improvement, there's a lot of different tools we can use and a lot of tools that are valuable, especially when you sort of facilitate an improvement team, a group of people working together, especially because those various tools can help you visualize what people are thinking. But if I had to boil continual improvement down to two tools, it'd be the process behavior chart combined with the Plan-Do-Study-Act cycle. So sort of the theory of variation is the process behavior chart, and then what Deming would call the theory of knowledge, the PDSA or Plan-Do-Study-Act cycle is a key component of that theory of knowledge part of the system of profound knowledge. So you can see on my chart, I have three cycles that I've gone through so far.   0:15:24.6 JD: So I've basically run three experiments to try to bring the weight down. So PDSA cycle one, then I made a slight adjustment based on what I learned adjusted after about 30 days, I ran another Plan-Do-Study-Act cycle, ran that for another 30 days to see how it'll impact my weight. And then I've started a third cycle, and I've been running that now for about 45, 50 days. So the idea is, you run a, basically a structured simple, it doesn't have to be overly complex, simple experiment. And then you see if what you're doing is working, and in this case it's resulted in two, two shifts or two patterns of data that tell me that that actual improvement has happened. Not that I just decreased my weight, but it decreased to such an extent that it showed up as a mathematically unlikely pattern in my data.   0:16:33.3 AS: Well, I think all of us who wanna reduce our weight, kind of wonder, what did you do that caused your weight to fall and be consistently lower?   0:16:47.5 JD: Yeah, [laughter] that's a good question. I mean, pretty simply, mostly I focused on what I was eating. I sort of cut out the sort of typical culprits, the extra carbs, the processed food, and the sugar and focused mainly on meat and vegetables, across all three meals. And I added a little bit of exercise, there's a little more detail to it than that, but that's the basic, the gist of it. But the thing was, I wrote it down in a template, a Plan-Do-Study-Act cycle template. So I had a simple plan written down. I had the dates during which I was gonna do this, and then I was gathering the data and charting it every morning to see how the experiment was working. And then after 30 days or so, I would study it a little more closely, revise the plan, and then sort of keep going with it. So it's not, certainly not rocket science, but it's a powerful method when you combine these two things. And again, you can do this for just about anything, any data that occurs over time in your organization, you can run these same experiments.   0:17:58.5 AS: So the power of the chart is that it gives you feedback to try to see if your prediction came true?   0:18:10.7 JD: Yeah. And you have the historical results. And then you can also look to see, again, if those special patterns emerge that tell you that actual improvement happened, verse, an insignificant, in this case, decline in weight.   0:18:29.0 AS: And what's interesting is after PDSA number three, you've gotten your weight down to an average of let's say 172, 173, something like that.   0:18:38.1 JD: Yep. That's right.   0:18:39.6 AS: And it's just kind of bouncing around tightly, somewhat within that level.   0:18:47.0 JD: Yeah, I mean, basically what you see is you'll see three or even sometimes four, or even close to five days in a row where it's below that average line. And so you're saying, "Oh, I'm getting close to being able to shift again." And then what actually happens is the weekend [laughter] So I'm way more disciplined during the week when I have to go to work and those types of things. And then, but you can learn from that. You can learn that that's what's showing up in the pattern. And I've also gotten to a point where it's gonna be harder. Those first five eight pounds are much easier. And then, from there, depending on what you wanna do goal-wise, it could be harder, it could require a sort of a slightly different plan because PDSA one, two, and three are all variations of each other. There wasn't a lot of change from each of the cycles, but there was some learning that happened.   0:19:35.1 JD: Yeah, I mean, I think that's, I mean, that's a good point to maybe go little deeper into the PDSA cycle. So I mean, I think, for me, it took some time to sort of understand the PDSA cycle, even though it's, again, it's a relatively simple tool, and I think it's just one of those where you just need to do it, and over time you're gonna learn. So I think the first thing, you make a plan, you do it, you carry out the plan, you study what happened, and then at the end you act and you decide what to do. And I think really, the most powerful part for me was this realization that during the plan phase of the PDSA, it is absolutely imperative that you make a prediction.   0:20:29.0 JD: And if I'm doing team-based work, I have everybody on the team make their own prediction independently. We actually record that prediction in the PDSA cycle. And then during the study phase, we compare the data that actually was produced from that system or process, and we go back and compare it to what we predicted. And the difference between those two things is the learning that drives the next cycle, basically. So it's this iterative process. So you're, you don't just run one PDSA cycle, you basically run it until you've brought about an amount of improvement on that system or process that's acceptable, not, and then you may turn your attention to some other metric in your organization that's important to you.   0:21:22.0 AS: So I think what's important about this is that what he's describing is the way to acquire knowledge within an organization. But many times we see organizations lose the knowledge that they had. And I think that brings us to the concept of training and making sure everybody understands how we're improving the system based upon the knowledge that we gain. And if you can hold that, then the next time that we wanna try to improve the system, hopefully we go to another level, and then we hold that other level through training and making sure that everybody understands the knowledge that has been acquired in the system. And once we feel comfortable with that, then we go to the next level. And let's say that we do that 10 times in a particular process. That means that we've acquired, at 10 different points in time, we've acquired additional knowledge about the system.   0:22:23.2 AS: Now since I'm a finance guy, I like to bring that into finance terms and say, and that's how you build a competitive advantage in your company. It's the acquisition of knowledge of your system and continuing to improve that. And by doing that, you start to get to a point where your competitor doesn't understand nearly as much as you do about that one area. And if you can solidify that through training, then you now are operating at a different level than your competitor. Now your competitor may be doing the same thing in another area, but you've built some competitive strength. And the end result from a business perspective is that you start to produce slightly better profitability relative to your peer until either they catch up or maybe they build some competency in another area. But I'm talking and thinking all about, business. Tell us more about how to apply this in education.   0:23:25.7 JD: Yeah, I mean, I think there are all kinds of applications, and I think you're exactly right. I think what most people have is streams of information coming to them in the form of various types of data every day. But they have very little knowledge, actual knowledge about that data, lots of information, little knowledge. What the PDSA does is allow us to gain that knowledge in combination with the with the process behavior chart. And I think having this structure is very important. I mean, I think you talked about building knowledge over time in your system. I think the fact that the PDSA, when you plan it, you write it down, just doing that is a huge advantage over how most people operate, and you write it down in this structured way.   0:24:23.0 JD: So there is this knowledge store, there's this written record that someone can go back to to see what you did on whatever area you were trying to improve at that time. You have this written record, you have this plan, you understand how that plan was put together, who was doing what, when were they doing it, where were they doing it, how were they doing it? Who was doing it? And then you can see how it actually worked in implementation. And then you can see the actual data that sort of came back when you tried something. And you can do these PDSA cycles on a very, very tight timeframe. So when I got some training on this, they suggested, some of the trainers suggested you, you do this, you can run a PDSA for one day, one hour, depending on the situation.   0:25:09.5 JD: I think in general, what I've seen is that PDSAs that I run are generally somewhere in the two to three to four week timeframe. And I try not to ever go beyond four weeks with the PDSAs. I wanna get back some learning... It may not mean that I know everything about whatever it is I'm trying to improve, but I wanna give back some data that tells me sort of what direction should I go next? What direction should I go next, and I'll keep going in that way until I learn sort of more and more over time. I do think it's helpful to have just a very simple template, which I'm happy to share with folks, in terms of the plan, I'm writing out a question or two that's most important for us to answer. And again, I'm making predictions around those questions. What do I expect to happen when we do this change, when we make this change.   0:26:07.6 AS: Like cutting carbs down to 30 grams per day from 60 grams per day, will, my prediction is that will bring my weight down over the next week or two by one or two pounds or something like that.   0:26:23.6 JD: That's right. That's right. If we have an attendance problem, we're gonna try some attendance intervention, and I predict that if I make this change, it's gonna improve X amount in the next three weeks. Right it's a concrete prediction and I, again, I mentioned that I have everybody on the team do that because then you can start to see too how people are thinking about these ideas, how much they believe, what degree of belief do they have in the change idea. You see that show up when you see their prediction and then you literally, it's the who, what, where, when of this idea. And you get, when I do this, I get very, very specific, John will do X, Y, and Z on Monday, Wednesday, or Friday for each of the four weeks of this cycle. Catherine will do this, Ben will do this, you're very specific.   0:27:11.4 JD: So everybody knows their role, what their job is in this PDSA, and then the two other things that are a part of the plan. First one is super important, it's the operational definition. So whatever the key concept or concepts are that are under study, we operationally define them. So it's very, very explicit how we're gonna measure those things when we start actually running the experiment. And then we have a plan for collecting data. And I like to put the data right into my PDSA template, so everything's in one place. Sometimes it'll be a link to a Google sheet and a series of charts, but a lot of times I'll just create a table and then link the charts. So you can see, you can see the data right there in the PDSA.   0:27:58.5 JD: I think from there we just, we run the test, we run the test on a small scale, and after the test, as the plan's been implemented, we're going to describe what happened. We're gonna talk about what data we collected and what observations we made. Now in this Do phase, you're not actually doing any analysis. All you're doing is describing how the plan was implemented in when the rubber met the road, when you actually put things into action, how did implementation go compared to how you said it was gonna go in the plan. And almost every time I do this, there is some sort of aberration, some change from the plan that needs to be noted because I didn't anticipate, or we didn't anticipate, something happening. In schools, maybe I was gonna do this for three weeks and, on the third day of the test cycle, the experiment, we had a snow day that was unanticipated, or a key person in the experiment was not there. A student that we were working with on a PDSA cycle missed three days of school because of the flu, you report those things back because they're gonna impact the data that you collected.   0:29:22.4 JD: So that's what you're doing in the Do cycle. You run the test and then you describe what happened, verse the implementation plan. I think probably the most sort of important part then is that study phase, so we're gonna analyze the results and again, compare 'em back to the prediction. So this is the absolutely critical part of the Plan-Do-Study-Act cycle. I almost think of it like a mathematical formula. The analysis minus the prediction equals the learning. This was a sort of aha moment for me. And this is where you...   0:29:58.6 AS: Which is where Dr. Deming said, what is it? Something like, testing without prediction, doesn't acquire, you don't acquire knowledge. The only way to acquire knowledge is to make a prediction and then look at the results relative. Otherwise you're just messing around. You're not necessarily acquiring knowledge.   0:30:26.7 JD: Yeah, that's exactly right. Yeah. There's like, no, there's no theory without prediction. There's no knowledge without prediction. That's what we're doing in the study phase. We're, again, we're, why, why did what we see happen? Why did that happen? Why was it so different from my prediction? Or why was I able to make that prediction? What did I understand about our system or process? So again, it's not a test, one of the first PDSA cycles I ran with a teacher, the prediction, was very different than the outcome. He said, "Oh, the test failed." And I said, no, we learned something on a very small scale before we did that same thing. Instead of with one student, we could have been doing it with a whole school of students and imagined the time and the resources that it would take to do that sort of failed effort.   0:31:22.3 JD: We learned on a very small scale not to do it that way. And in PDSA cycle two, we're gonna adjust, right? And that's what we're doing. So in the study phase, we're comparing prediction and what actually happened. And then in that act phase, basically we take what we learned and make the next test, right? This on this continual basis. And I always sort of say, think about the Act as the three A's. We're either going to Abandon that change idea because it went so poorly. Now, that's not gonna happen very often in that first cycle, or two or three, but down the road, maybe it is, we need to abandon this idea and let it go. But more generally, what happens, especially early on, is that you Adapt each cycle a little bit. Like I was doing in that weight example, I was just adapting, I was sticking with the same basic diet plan and making some tweaks as I learned.   0:32:19.4 JD: So I was adapting each of those PDSA cycles. And then the third sort of option is to Adopt. And by adopt, I mean, you're gonna make this sort of a standard approach, standard work in your system. This is how we're gonna do things from now on. And generally, we're not gonna make a decision to adopt something, an intervention, until we've tested it across, four or five, six, seven test cycles. And, as we do these iterations, in a school example, maybe we're gonna try an attendance intervention with one student, and then we're gonna try it with 15 students. If the test with the one student went pretty well, and now I want those 15 students to vary a bit from that original student, I want this next group to have, some other characteristics, whatever that may be, than that, that original kid, and then maybe I'm gonna test it with a whole classroom and then maybe I'm gonna test it with a whole grade level, and then maybe I'll test it with the whole school. But that's sort of the mindset. You sort of go up this ramp of testing, and as you go up that ramp, you sort of increase the sample size of who is included in that test. So that if you're gonna adopt this into your system, you wouldn't be pretty sure it's gonna work broadly within that particular context.   0:33:51.5 JD: So that's sort of the basic idea. And then, what I stick in all of the footers, and I stole this idea from the Carnegie Foundation for the Advancement of Teaching, but in the footer of my PDSA template and in all my sort of improvement templates, I put this phrase "probably wrong, definitely incomplete." Because that's the sort of the mindset that you have to have with continual improvement in general. And definitely with the PDSA cycle, because those first cycles, you're probably gonna get a lot wrong as you're sort of turning information into knowledge early on. You're not gonna know a lot about that thing, you're gonna learn over time. And so you sort of have to adopt this as your sort of mantra for PDSA cycles.   0:34:32.1 AS: Great. I was just looking at quotes by Dr. Deming, and the quote is, without theory, there is no learning. All right. So how would we wrap this up?   0:34:45.8 JD: Yeah, I mean, I think that's a great quote. And I think, so it doesn't, I mean, theory can be a little intimidating, just the word theory. I sort of originally thought of these grand academic or scientific theories, but that's not really what he was talking about. Generally, a theory can be a hunch. A theory can be an idea you have, a theory can be at one time I had a student that wasn't doing their homework, and I just, said, can you do this piece of homework first? [laughter], when you have study hall, you're never doing your reading homework when you go home. Can you just do this before you leave school? So that's a hunch, that's a theory, a theory to make things better.   0:35:28.1 JD: So I think, what I would do for folks that are listening to this, just grab a PDSA template, which you can find on a simple Google search. Just start plotting your data for something that's important to you. Get a bit of a baseline 10 or 12 or 15 points, and then try to run one of these PDSA cycles. I mean, I think it's this whole idea. I was in this IHI Improvement Advisor Program, and they would say, Okay, you got this whole hospital or this whole school, or this whole school system or hospital system, you need to improve. What are you gonna do on Tuesday? What are you gonna do on Tuesday when you go back into the office or the school or the hospital? That's sort of this idea of PDSA, do something, try something, get some change ideas going and see what that does to your data. It doesn't have to be this huge, huge scale thing. Try it on a small scale and see what happens. See what you'll learn.   0:36:31.1 AS: Well, there's a challenge. John on behalf of everyone at the Deming Institute, I wanna thank you again for this discussion. For listeners, remember, you can go to deming.org to continue your journey. This is your froggy host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming. People are entitled to joy in work.

Creativity through the lens of a professor, writer and award winning designer"Creativity is a twist on something that exists. Imagination is something new"Robin Landa is an expert in creative advertising, branding, graphic design, and social media, and has been called a "creativity guru," having published over 20 widely recognized books in her fields of expertise. Robin holds the title of Distinguished Professor of the Michael Graves College, Kean University, USA. She has won numerous awards for her design, writing, and research, and the Carnegie Foundation lists her among the greatest teachers of our time. Robin is a former chair of Design Incubation and serves as a creative consultant to the C-suites of international corporations. You can find out more about her work online at Robinlanda.comInstagram: https://www.instagram.com/proflanda/?hl=enFacebook: https://www.facebook.com/robin.landa/

LFC: Designing the new American High SchoolThis LFC is aimed to bring together scholars, practitioners, and students from across the ASU community to formulate a research agenda and a new ASU initiative to imagine how high schools across America can be retooled, reimagined, and redesigned to create equitable opportunities for all U.S. students, especially those from historically marginalized communities, to be prepared for a boundless future in a rapidly changing economy.In this episode we investigate the work from this LFC trying to answer why schools need to be reimagined, and explore what new models for high school can look like. About our guests: Chelsea Waite – Chelsea is a Principal and senior researcher at the Center on Reinventing Public Education (CRPE) at ASU. She also co-leads the Canopy project, a collaborative effort to find and document innovative K-12 environments.Elizabeth (Betsy) Fowler – Betsy is the Deputy Head of Schools at ASU Preparatory Academy, where she has worked since 2012. She also serves as Executive Director of Special Projects, working to build effective K-12 learning models.Erin Whalen – Erin is the Executive Director and School Principal of Da Vinci RISE High, a part of Da Vinci Schools in Los Angeles, California.Nate McClennen – Nate is the Vice-President of Strategy and Innovation at Getting Smart, an organization committed to supporting the future of teaching, leading, and learning. He is also the co-author of the book The Power of Place. Links and Things to check out:The Canopy Project - https://canopyschools.transcendeducation.org/Center on Reinventing Public Education - https://crpe.org/ASU Preparatory Academy - https://asuprep.asu.edu/ Getting Smart- https://www.gettingsmart.com/ Learning Future Collaborative: Designing the new American high schoolEmpathy interviews: Nelsestuen, K. A. R. I., & Smith, J. U. L. I. E. (2020). Empathy interviews. The Learning Professional, 41(5), 59-59. [pdf link]Ender, Kenneth. (2019, July). We Need a 'Communiversity' Model of Public Education. Insidehighered.comCarnegie units, from the Carnegie Foundation for the Advancement of TeachingCompetency-based learning: From Formative Assessment to Tracking Student Mastery: The Road to Competency-Based Instruction, from GettingSmart.comEssayGenius, AI essay writing toolJal Mehda's work on authentic learning: Anderson, Jill (2019, May). Harvard EdCast: In Search of Deeper Learning. Harvard Graduate School of Education.Khan World School at ASU Prep 

#099 - Join me and Robin Landa, distinguished professor at Kean University and globally recognized ideation expert. She's a best-selling author of books on ideation, creativity, branding, advertising and design and is recognized by The Carnegie Foundation as one of the “Great Teachers of Our Time.” She has 25 books, including Strategic Creativity: A Business Field Guide to Advertising, Branding, and Design and The New Art of Ideas: Unlock Your Creative Potential.We discuss:the most important thing to do if you want to be traditionally published,Bookstagram, BookTok and LinkedIn vs. Instagram,her 3-step methodology for creating worthwhile ideas (and what constitutes worthwhile),how knowing your audience is just as important for creativity as it is for business,and how to unlock your creative potential.Smith Publicity is the site Robin references that has great free resources for authors.Connect with Robin at RobinLanda.com and follow her on Facebook, LinkedIn, Instagram and TikTok.Interested in working with me and getting all your web copy written in one day? Get details about VIP copywriting days here.Screenshot your fave episode, tag me @JennieTheWordsmith, and do it as many times as you want between now and 4/23/23 . . . and WIN PRIZES!!Support the showFollow me places! LinkedIn | Instagram | TikTok | Pinterest | Twitter | YouTube | FacebookMusic Credit:Brighter Days by Markvard & Kvarmezhttps://soundcloud.com/markvardhttps://soundcloud.com/simen-eliassen-kvarmeCreative Commons — Attribution 3.0 Unported — CC BY 3.0Free Download / Stream: https://bit.ly/brighter-daysMusic promoted by Audio Library https://youtu.be/jVEoeR9AunYThinking of starting a podcast of your own? Adam Schaeuble is the MAN when it comes to all things podcasting and his Podcast Launch Blueprint is packed to the gills with everything you need to take your podcast from concept to launch in four weeks or less!

Robin Landa is a distinguished professor at Kean University and a globally recognized ideation expert. She is a well-known “creativity guru” and a best-selling author of books on creativity, design, and advertising. She has won numerous awards and The Carnegie Foundation counts her among the "Great Teachers of Our Time."She has written twenty-five books, including Strategic Creativity, Graphic Design Solutions, Advertising by Design, Build Your Own Brand, Designing Brand Experiences, and Nimble.About The New Art of Ideas: Unlock Your Creative PotentialIn a world with a surplus of ideas, what separates a good idea from a bad one?In her breakthrough book, The New Art of Ideas: Unlock Your Creative Potential (Berrett-Koehler Publishers; November 8, 2022), Robin Landa offers a comprehensive and actionable guide on how to produce the kind of ideas people can't turn down.The New Art of Ideas is designed to help readers consistently produce worthwhile ideas by becoming nimble and imaginative thinkers better equipped to compete and produce in a global economy.In the book, Landa presents her proven framework for generating consequential ideas,The Three Gs— the first new idea generation technique since brainstorming.• Goal—What you want to achieve• Gap—The missing piece that your idea provides• Gain—The overall benefits of your ideaThis book is about how to get great ideas. Not just lots of ideas, but ideas worth pursuing that get results. With explanations and examples of each component, The New Art of Ideas demystifies the process of effective ideation and hands you the key to unlock your creative potential.Actor Holly Taylor (Manifest; The Americans) illustrated the book and Broadway director and choreographer Lorin Latarro wrote the foreword.Drawing from her expertise and key themes in The New Art of Ideas, we discuss:· The new framework for valuable ideation: The Three Gs — Goal, Gap, and Gain· How to use the fluid process (in any order) to generate, crystalize, amplify, and evaluate worthwhile ideas across disciplines and industries· How to evaluate the validity of your ideas so that you don't waste time on fruitless endeavors· How the Three Gs process differs from others— It's an actionable system vs. a black box ideation method that depends on an elusive Aha! moment· The benefits of the Three Gs: How worthwhile ideas impact profit, people, and the planet· How diversity, equity, and inclusion can amplify the Three Gs process· How leaders and organizations can employ this process in their companies to get ahead of the competition in an idea-based economy· How individuals at any level can develop creative habits— and where to start· Are you a gap seeker? Critical steps to identify key growth opportunities· The impacts that emotion and doubt play in goal setting— and how to overcome the obstacles· Notable examples of how impactful ideas were developedThe New Art of Ideas is available on Amazon and everywhere books are sold.For more information, please visit: Robin's Website Robin on YouTube @proflanda on Instagram

Idea generation is essential for business growth. It is a process of developing fresh and innovative ideas that can help companies create new products, services, and campaigns. With the right approach to idea generation, businesses can come up with great solutions to marketing challenges that will help them reach their goals faster and in a more effective way. By leveraging the power of creativity, brainstorming techniques, and collaboration, you can unlock your team's potential for successful idea generation that will drive marketing initiatives forward. Our guest, Robin Landa, is a distinguished professor at Kean University (her Walden's Pond) and a globally recognized ideation expert. She is a well-known “creativity guru” and a best-selling author of books on ideation, creativity, branding, advertising, and design. Robin has won numerous awards and The Carnegie Foundation counts her among the “Great Teachers of Our Time.” She is the author of twenty-five books including Strategic Creativity: A Business Field Guide to Advertising, Branding, and Design and The New Art of Ideas: Unlock Your Creative Potential. Find Robin Online: https://www.robinlanda.com https://www.linkedin.com/in/robinlanda/ https://www.instagram.com/proflanda/ https://twitter.com/rlanda

A great idea presents as a well-formulated thought or plan of action that spurs growth, change, advancement, adaptation, or new insight. Worthwhile ideas move the needle; they can change the playing field altogether. One of the most innovative thinkers in this area is Professor Robin Landa, author of The New Art of Ideas: Unlock Your Creative Potential, which is designed to help readers consistently produce worthwhile ideas by becoming nimble, and imaginative thinkers. Robin holds the title of Distinguished Professor at the Michael Graves College at Kean University. She has written 25 books about creativity, graphic design, advertising design, branding, and drawing. And she has won numerous awards for her writing, research, teaching, design, and humanitarian work. Robin is a former chair of the governance board of Design Incubation, a design research and practice organization, and serves as a creative consultant to the C-suites of various international corporations.  Named “one of the great teachers of our time” by the Carnegie Foundation, she has taught university students as well as industry professionals how to generate worthwhile ideas. It's no surprise people consider Robin a creativity authority, but she's more than that, as she uses her creative powers for good, not evil. In this episode we do a deep dive into her latest book, The New Art of Ideas. We chat about how she started her career as a writer and academic—and the routines she has created that are  "non-negotiable" in order to maintain her output. She also shares her passion for teaching and giving back to the next generation. Robin is a rare combination of creative, academic, author, humanitarian, and firebrand, that does much for the good of the world and helps so many others to live their lives in full. Listen in to learn what Robin has to say about living a strategically creative life. You won't be disappointed.

Today on the podcast we talk with professor, author and expert in creative advertising and branding Robin Landa about how you can form your ideas into projects that will benefit everyone in your community. Super power: Helping people create distinct advertisements and branding, while teaching the next generation of designers Robin Landa is an expert in creative advertising, branding, graphic design, and social media, and has been called a "creativity guru," having published over 20 widely recognized books in her fields of expertise. Robin holds the title of Distinguished Professor of the Michael Graves College, Kean University, USA. She has won numerous awards for her design, writing, and research, and the Carnegie Foundation lists her among the greatest teachers of our time. Robin is a former chair of Design Incubation and serves as a creative consultant to the C-suites of international corporations. You can find out more about her work online at Robinlanda.com     

There's a reason the Carnegie Foundation calls Robin Landa one of the great teachers of our time. An educator at Kean University, she pours into her students and other university professionals, helping them pursue their creative passions.This, while she's authored more than 20 books herself. Connect with Robin at http://RobinLanda.com.You will learn:Creativity is rarely an inherited trait, and can be fostered with time and commitment.Robin's most recent book, The New Art of Ideas, was written to help people produce ideas with benefits.Despite having an extensive platform and much expertise, Robin's learned that book marketing remains a challenge and a process to conquer.Lizbeth's links Support the podcast and Lizbeth's writing for $2 or $5 a month on Patreon HEREOR Buy Lizbeth a Coffee Pieces of Me: Rescuing My Kidnapped Daughters

Are some people born naturally creative, while the rest of us are just SOL? Today's podcast guest would argue that's not entirely true.  Meet Robin Landa, a Distinguished Professor at Kean University, named one of the “great Teachers of our Time” by The Carnegie Foundation, and author of 25 books, including her latest work, “The New Art of Ideas: Unlock Your Creative Potential.” In this episode, Matt and Luigi sit down with Robin to talk about all things advertising. The industry has evolved quite a bit over the last decade, and brands must match the pace to keep up if they want to stay relevant. Advertising is also much more participatory than ever before; people want to and expect to interact and have conversations with brands via TikTok, Twitter, etc. This can be a double-edged sword: You get real-time feedback on your ads and content, but it might not always be what you want to hear.  Robin also gives our audience a sneak peek at the core concept of her new book - she calls them the 3 G's: Goal, Gap, and Gain. The Goal is what you want to achieve, the Gap is the missing piece, and the Gain is who benefits from it. When you have all three of these, then you know it's a worthwhile idea.  If you're struggling to come up with creative content and ads for your small business, unsure where or how to reach your audience, or simply interested in learning more about generating new ideas in general, you don't want to miss this episode.   What You'll Learn: How to get your creative juices flowing How to find and define your target audience What is social listening The importance of taking risks and not settling for pedestrian concepts  Pros and cons of in-house vs. outsourcing advertising …and much more!   Favorite Quote: “If you teach people to be more curious, to observe human behavior, it really enhances creativity and unlocks the creativity that's already there.”   Connect with Robin: Website: www.robinlanda.com LinkedIn: https://www.linkedin.com/in/robinlanda/ Facebook: https://www.facebook.com/robin.landa Twitter: https://twitter.com/rlanda Instagram: https://www.instagram.com/proflanda/   How To Get Involved: Matthew Meehan and Luigi Rosabianca use their combined experience to provide insight and strategic advice to help small and medium-sized businesses in America have the same opportunities as corporate 500 companies. If you're looking for tailor-made solutions to grow your small biz, learn more at www.shieldadvisorygroup.com. Stay Connected: Connect with Matt and Luigi on Instagram: @matthew.r.meehan @luigi_rosabianca @theLiquidLunchProject @ShieldAdvisoryGroup. Visit The Liquid Lunch Project website and subscribe to The Weekly, our Friday morning newsletter, for all the latest in the world of finance, tech, small business, and more. www.theliquidlunchproject.com Make sure you never miss an episode — check out The Liquid Lunch Project on Apple Podcasts, and don't forget to subscribe, rate, and review.

The lecture was given at the University of California, Berkeley on September 23, 2022. For information on upcoming events, visit our website at thomisticinstitute.org About the speaker: Dr. Lawrence M. Principe is Drew Professor of the Humanities at Johns Hopkins University. Professor Principe earned a B.S. in Chemistry and a B.A. in Liberal Studies from the University of Delaware. He also holds two doctorates: a Ph.D. in Organic Chemistry from Indiana University, Bloomington, and a Ph.D. in the History of Science from Johns Hopkins University. In 1999, the Carnegie Foundation chose Professor Principe as the Maryland Professor of the Year, and in 1998 he received the Templeton Foundation's award for courses dealing with science and religion. Johns Hopkins has repeatedly recognized Professor Principe's teaching achievements. He has won its Distinguished Faculty Award, the Excellence in Teaching Award, and the George Owen Teaching Award. In 2004, Professor Principe was awarded the first Francis Bacon Prize by the California Institute of Technology, awarded to an outstanding scholar whose work has had substantial impact on the history of science, the history of technology, or historically-engaged philosophy of science. Professor Principe has published numerous papers and is the author or coauthor of three books, including The Aspiring Adept: Robert Boyle and His Alchemical Quest.

Robin Landa is an expert in creative advertising, branding, graphic design, and social media, and has been called a "creativity guru," having published over 20 widely recognized books in her fields of expertise. Robin holds the title of Distinguished Professor of the Michael Graves College, Kean University, USA. She has won numerous awards for her design, writing, and research, and the Carnegie Foundation lists her among the greatest teachers of our time. Robin is a former chair of Design Incubation and serves as a creative consultant to the C-suites of international corporations.

Happppppy Saturday!!! Who doesn't love the weekend? New day, now opportunities, and of course a new guest with a dynamic story! My next guest is incredibly Type A, very talented and a very accomplished author. Please welcome PREMIERE guest Robin Landa! Robin Landa is an expert in creative advertising, branding, graphic design, and social media, and has been called a "creativity guru," having published over 20 widely recognized books in her fields of expertise. Robin holds the title of Distinguished Professor of the Michael Graves College, Kean University, USA. She has won numerous awards for her design, writing, and research, and the Carnegie Foundation lists her among the greatest teachers of our time. Robin is a former chair of Design Incubation and serves as a creative consultant to the C-suites of international corporations. You can find out more about her work online at Robinlanda.com. See links below ⬇️ https://www.robinlanda.comSupport for Label Free Podcast is brought to you by ​MANSCAPED™​, who is the best in men's below-the-waist grooming.  ​ @MANSCAPED offers precision-engineered tools for your family jewels. They obsess over their technology developments to provide you the best tools for your grooming experience. MANSCAPED is trusted by over 2 million men worldwide! We have an exclusive offer for my listeners - 20% off + free shipping with the code: LABELFREE

As famously said by Sir Richard Branson: "A business has to be involving, it has to be fun and it has to exercise your creative instincts." With that said, what should you do when you experience a creative block? Or when you're facing a problem in your business and you can't find an innovative solution? In this episode, we've invited an expert in creative advertising, branding, graphic design, and social media. Her name is non-other than Robin Landa. Robin has been called a "creativity guru," and has published over 20 widely recognized books in her fields of expertise. Robin holds the title of Distinguished Professor of the Michael Graves College, Kean University, USA. She has won numerous awards for her design, writing, and research, and the Carnegie Foundation lists her among the greatest teachers of our time. Robin is a former chair of Design Incubation and serves as a creative consultant to the C-suites of international corporations. Top 3 Value Bombs: 1) The Ways In Which Entrepreneurs Can Generate Worthwhile Ideas 2) How To Build Creative Habits 3) How You Can Unlock Your Creative Potential Learn more about Robin Landa: Website: https://www.robinlanda.com/ LinkedIn: https://www.linkedin.com/in/robinlanda/ Instagram: https://www.instagram.com/proflanda/ Facebook: https://www.facebook.com/robin.landa/ Learn more about Rayson: Facebook: https://www.facebook.com/Raygacy/ LinkedIn: https://www.linkedin.com/in/raysonchoo Instagram: https://www.instagram.com/raygacy/ Clubhouse: https://www.clubhouse.com/@raygacy Website: www.raygacy.com Missed the other episodes- Subscribe on Itunes: https://podcasts.apple.com/.../the-raygacy-show/id1435706344 Join The Tribe of Raygacy: https://t.me/theraygacyshowfamily If you enjoy the podcast, would you please consider writing a short review on Apple Podcasts? Thank you! --- Send in a voice message: https://anchor.fm/theraygacyshow/message