Podcasts about change things when change

Jerome and Julienne sat down with Taylor Scott—author, keynote speaker, and founder of Lead With Hospitality. Taylor brings over two decades of leadership experience from the hospitality and entertainment industries and shares how a moment at the beginning of his career planted the seeds for his leadership philosophy rooted in making people feel welcome, comfortable, and important.Key TakeawaysGreat leadership is rooted in humanness, not hierarchy.Emotional connection precedes effective management - which means leading with empathy.Simple plans, from feeding your team to learning someone's name, can radically shift culture.Organizational values to guide hiring, onboarding, and retention strategies.Vulnerability in leadership builds trust.Taylor's links  LinkedIn  Instagram  WebsiteBooksLead With HospitalityBallgames to Boardrooms Give Hospitality (July 8, 2025) ReferencesThe Happiness Hypothesis by Jonathan HaidtSwitch: How to Change Things When Change is Hard by Chip & Dan HeathThe Power of Moments by Chip & Dan HeathThe Fred Factor by Mark SanbornLeadership Development Workshops and Edutainment Facilitation Training available at LeadWithHospitality.comSupport Relief Efforts:Maui Strong Fund – Hawaii Community FoundationAmerican Red Cross Disaster ReliefFREE ~ Action plans from both Lead With Hospitality and the upcoming Give Hospitality Participate in Narativ's Online Course: Lead With Your StoryLearn how to craft and communicate your leadership story.Self-paced, 100% online.Use code NARATIV for 25% off → Register Here Learn more about how to leverage Narativ's storytelling method for your pitch and sales team: Download our free e-book, or you're welcome to schedule a free 15-minute call with Jerome. Please join our mailing list to stay updated on all our latest episodes and events. EMAIL Jerome@narativ.comLINKEDIN https://www.linkedin.com/company/narativ-incTWITTER @narativBuy Julienne's book here

It's Episode 110, and the highlight is our interview with April Thomas, who has drawn on her clinical healthcare background to incorporate the stages of grief into change management. We'll delve into how they intersect with and help drive Operational Excellence. For our Book Buzz, we're revisiting the classic book Switch by Chip and Dan Heath. The cover has the iconic light switch–and we've learned the hard way that change does not happen at the flip of a switch. For Q&A, we asked, what are the most common change management obstacles you see continuous improvement professionals running into? Change, grief, and progress! 00:00 - Intro 01:35 - What's on the Menu? 02:29 - Book Buzz Switch: How to Change Things When Change is Hard by Chip Heath & Dan Heath 15:26 - Q&A "What are the most common change management obstacles you see continuous improvement professionals running into?" 20:35 - Featured Guest April Thomas 45:53 - Upcoming Events Resources: New! Picture Yourself a Leader as an audiobook! Multiple-award-winning book, Picture Yourself A Leader 5S Baby!, Ms. Fix-a-Lot's latest Lean Rap Video Ready or not, here we come!   Thanks for Listening! Listen to more podcasts at JITCafe.com. Link to the video version of this podcast: https://youtu.be/wkibL5SHn34 - Apple Podcasts - Podbean - Spotify - RSS Feed: https://feed.podbean.com/JITCafe/feed.xml

Chapter 1:Summary of Switch"Switch: How to Change Things When Change Is Hard" by Chip Heath and Dan Heath explores the psychology behind change and offers a framework for understanding and implementing it effectively. The authors use a metaphor of a rider (the rational mind), an elephant (the emotional mind), and a path (the environment or context) to illustrate the dynamics involved in making change happen. Key Concepts:1. Direct the Rider: To facilitate change, you must clarify what needs to be done. This involves providing clear direction and specific steps to follow. Ambiguity can lead to paralysis, so making the path clear is essential.2. Motivate the Elephant: The emotional aspect is crucial for change. The authors emphasize that even with a clear direction, change will stall if the emotional motivations are not aligned. Understanding and appealing to people's feelings can create a supportive environment for change.3. Shape the Path: The final piece is about structuring the environment in a way that makes change easier. This could involve removing obstacles, creating incentives, or building supportive communities. Modifying the surroundings can help sustain change. Additional Insights:- Find the Bright Spots: Instead of focusing solely on problems, look for and replicate successes within organizations or individuals who have effectively navigated change.- Shrink the Change: Break down large changes into smaller, manageable actions to prevent overwhelming those involved and build momentum through small wins.- Engage in Actionable Steps: The authors suggest that promoting practical, bite-sized changes can lead to broader transformations over time.Overall, "Switch" provides a practical guide to understanding the complexities of change and outlines strategies that can help individuals and organizations implement effective change initiatives. Through anecdotes, research, and concrete examples, the Heath brothers illustrate how to align rational thought with emotional commitment to facilitate lasting change.Chapter 2:The Theme of Switch"Switch: How to Change Things When Change Is Hard" by Chip Heath and Dan Heath focuses on the dynamics of change and provides a framework for understanding how to effectively implement it in personal and organizational contexts. While it's not a work of fiction with traditional plot points and character development, it presents key concepts and ideas that can be broken down into thematic elements. Here are the main themes and ideas in "Switch": Key Themes and Ideas1. The Elephant and the Rider:- The authors introduce the metaphor of the elephant (representing our emotional side) and the rider (representing our rational side). This illustrates the internal struggle people face when trying to make changes. For effective change, you must motivate the elephant while directing the rider.2. Direct the Rider:- This concept emphasizes the importance of providing clear direction when trying to facilitate change. The Heaths suggest that telling people exactly what to do can diminish confusion and resistance. They recommend making the goal specific and providing a clear path to achieve it.3. Motivate the Elephant:- Change often requires emotional buy-in. The authors discuss ways to tap into people's emotions, using stories and personal narratives that inspire and motivate individuals to embrace change.4. Shape the Path:- The environment plays a crucial role in facilitating change. The authors argue that adjusting the surroundings can make the desired behavior easier and undesirable behavior harder. This concept encompasses elements like social norms and cues.5. Find the Bright Spots:- To encourage change, the authors suggest looking for successful examples (the "bright spots") and...

Cows and climate change? You bet! In this Data for Future episode, we explore the role of cow burps in methane emissions and the innovative solutions being developed to tackle this surprisingly significant problem.

Did you know to be a healthy adult male requires a lot of structure, accountability, feedback and quality play time?Mike Salemi makes his long-awaited return to the podcast to share what's he's learned about being a good man, husband and a father, a path made so much easier by the lessons he learned from his own father, this week on Spirit Gym.Learn more about Mike's work at his website where you can find out about his Kettlebell and Bulgarian Bag programs and his eight-week Path to Inspired Action coaching program for men. Find out more about Mike's upcoming Men of Movement Mount Shasta retreat in October here.Listen to Mike's podcast, The Path, on Apple Podcasts or wherever you listen to them. Check out Mike on social media via Instagram, TikTok and YouTube. Sign up for our Spirit Gym podcast membership, so you can access members-only extended versions of the podcast along with exclusive Q&A opportunities with Paul.Timestamps7:45 The initiation to adulthood and exploring unknown territory.10:39 How Mike learned to be a man through the actions of his father, an immigrant from Sicily.14:50 Critical qualities in the development of boys into men.20:06 Working with barbells at age 14 with a team of men transformed Mike's life.31:11 Men crave structure, accountability and feedback.55:37 “I'm realizing in fatherhood that presence is currency.”1:00:50 Ruthless responsibility and accountability.1:05:52 What Mike's wife, Lauren, has taught him the value of play.1:14:07 Get in the pool!ResourcesPaul's previous Living 4D conversations with Mike Salemi in Episodes 32 and 118The work of Leonard Sax, Krasimir Dunev and Sir Robert McCarrison, The HierophantThe Soul of Discipline by Kim John PayneSwitch: How to Change Things When Change is Hard by Chip and Dan HeathFind more resources for this episode on our website.Thanks to our awesome sponsors:PaleovalleyBiOptimizers US and BiOptimizers UK PAUL10Organifi CHEK20Wild PasturesCHEK Academy Open House We may earn commissions from qualifying purchases using affiliate links.

Okay, so I'll just say right at the top that my guest today is NOT a parenting expert. He is, however, a neurodivergent researcher, educator, author, and thinker who has some fascinating things to share about helping our kids energize their brains, spark ideas, and ignite action. Dr. Jeff Karp was that young kid who struggled greatly in school because of his learning disabilities, but when a tutor during the summer after second grade asked him this question – how did you think about that? – everything for him changed. He began to be more self-reflective. By thinking about thinking and how he approached learning, he was able to explore and create tools and systems to help him reach his goals both in school and in daily life. Jeff is still thinking about thinking today, and shares his ideas in his fascinating book, LIT: Life Ignition Tools: Use Nature's Playbook to Energize Your Brain, Spark Ideas, and Ignite Action. ​​After I read his book, I wanted to bring him on the show because he embodies so much of what we talk about here at Tilt – encouraging our kids to understand how their brain works, get curious about their own strengths and gifts, and figure out ways to “hack themselves” so they can design lives that allow them to play to those strengths. As a child, Jeff developed ways to navigate school and life that were based on his curiosity, passion, creativity, and connection to nature. Over the years, he's evolved his approaches into LIT (Life Ignition Tools) and wrote this book to share them with the rest of the world.   About Dr. Jeff Karp Dr. Jeff Karp holds the Distinguished Chair at Brigham and Women's Hospital and is a Professor at Harvard Medical School and MIT. He is an elected fellow of the National Academy of Inventors, Royal Society of Chemistry, American Institute for Medical and Biological Engineering, Biomedical Engineering Society, and the Canadian Academy of Engineering. Specializing in bioinspired medical innovation, Dr. Karp leads a research lab focused on harnessing lessons from nature. He has published over 165 peer-reviewed papers with more than 34,000 citations and has delivered nearly 400 invited lectures. He holds over 100 patents, and his lab's technologies have led to the formation of thirteen companies. His notable innovations include a tissue glue for sealing holes in a beating heart, targeted therapies for osteoarthritis and Crohn's disease, smart needles, a nasal spray that neutralizes pathogens, and immunotherapy approaches for cancer. Dr. Karp is also dedicated to mentoring the next generation of bioengineers. He has received multiple mentoring awards, and 30 of his trainees have secured faculty positions.   Things you'll learn How self-reflection and “thinking about thinking” can lead to transformative experiences and strategies for learning and focus What LIT (life ignition tools) is and how they can be used to support positive shifts and movement How being intentional in your actions and reawakening your senses can deepen your experiences What the LEB (low energy brain) dimmer switch is and how it helps regulate energy levels Why being aware of “bothered awareness” can become a motivator How practicing cycling through your senses helps one connect more deeply with the world and tap into your powerful biology   Resources mentioned Dr. Jeff Karp's author website Dr. Jeff Karp's KarpLab website LIT: Life Ignition Tools: Use Nature's Playbook to Energize Your Brain, Spark Ideas, and Ignite Action by Dr. Jeff Karp Jeff's TEDx Talk Insight Outside: Harnessing Nature's Secrets Jeff's TEDx Talk: Turning Failure into Success: 3 principles of Radical Simplicity Switch: How to Change Things When Change is Hard by Chip and Dan Heath Brian Stevenson / Equal Justice Initiative Transcendental Meditation Learn more about your ad choices. Visit megaphone.fm/adchoices

How do you make time to job search while keeping a full-time job going? Finding a job these days feels a lot like a full-time job in itself, and it's not easy to make meaningful progress without completely exhausting yourself.The reality of the modern job market is that it can take months to manifest a new offer. That's a lot of time spent searching, so you need to have a sustainable plan in place. Having tackled this mountain recently myself, I have some tried and true tips to help you stay on track without running out of steam.Get your action plan in place with these measurable and manageable tips:Why you should script your job search moves ahead of time;How to build out an impactful and trackable application strategy;How to stay realistic about the sacrifices you'll need to make without going overboard.Related Links:Episode 435, Grow Your Professional Network in the New Year - https://www.bossedup.org/podcast/episode435Episode 449, Your Cover Letter is Better With Bullet Points - https://www.bossedup.org/podcast/episode449Episode 450, Entrepreneurship vs. Employment: Building a Blended Career - https://www.bossedup.org/podcast/episode450Switch: How to Change Things When Change is Hard by Chip and Dan Heath - https://bookshop.org/p/books/switch-how-to-change-things-when-change-is-hard-dan-heath/943987?ean=9780385528757Drop the Ball: Achieving More by Doing Less by Tiffany Dufu - https://bookshop.org/p/books/drop-the-ball-achieving-more-by-doing-less-tiffany-dufu/8440970?gad_source=1&gclid=Cj0KCQjwir2xBhC_ARIsAMTXk87ULKKXylioThwgZ0ii3_BpBeMleVtIKcNnvWli6UvOngBkknREVMoaAn-qEALw_wcBS*** First Drafts by Anne Lamott - https://wrd.as.uky.edu/sites/default/files/1-Shitty%20First%20Drafts.pdfTime To Hire Factbook by Josh Bersin - https://joshbersin.com/time-to-hire-benchmark-factbook/HIRED: my Job Search Accelerator - https://www.bossedup.org/gethiredBossed Up Courage Community - https://www.facebook.com/groups/927776673968737/Bossed Up LinkedIn Group - https://www.linkedin.com/groups/7071888/

Chapter 1 What's Switch Book by Chip Heath"Switch: How to Change Things When Change is Hard" by Chip Heath is a book that offers insights and strategies for making successful changes, whether in personal habits, organizational culture, or societal issues. The book explores the psychology behind why change is difficult and provides practical guidance on how to overcome resistance and create lasting transformation. It combines research and case studies to provide a roadmap for navigating change effectively.Chapter 2 Is Switch Book A Good Book"Switch: How to Change Things When Change is Hard" by Chip Heath is considered a very informative and insightful book by many readers. It offers a fresh perspective on how to make successful changes in various aspects of life and work. The book presents a framework and practical strategies for overcoming obstacles and achieving lasting change. Overall, "Switch" is highly recommended for individuals and organizations looking to navigate change effectively.Chapter 3 Switch Book by Chip Heath Summary"Switch: How to Change Things When Change is Hard" by Chip Heath explores the concept of change and how we can successfully make positive changes in our lives, organizations, and communities. The book introduces the metaphor of the "Rider" and the "Elephant" to explain the rational and emotional sides of our decision-making process. The Rider represents our logical, analytical side, while the Elephant represents our emotional, instinctual side. Heath argues that in order to make effective changes, we need to direct both the Rider and the Elephant in the same direction. He outlines three key components for successful change: Direct the Rider, Motivate the Elephant, and Shape the Path. Directing the Rider involves setting clear goals, creating a plan, and breaking down the change into manageable steps. Motivating the Elephant involves appealing to emotions, creating a sense of urgency, and tapping into people's intrinsic motivations. Shaping the Path involves removing obstacles, creating a supportive environment, and making it easier for people to change.Throughout the book, Heath provides numerous examples and case studies to illustrate his points, showing how individuals and organizations have successfully implemented change using these principles. "Switch" offers practical, actionable advice for anyone looking to make positive changes in their personal or professional life. Chapter 4 Switch Book AuthorChip Heath is a renowned author, speaker, and professor who co-wrote the book "Switch: How to Change Things When Change Is Hard" with his brother, Dan Heath. The book was first published in 2010.In addition to "Switch," Chip Heath has also co-authored several other bestselling books, including "Made to Stick: Why Some Ideas Survive and Others Die," "Decisive: How to Make Better Choices in Life and Work," and "The Power of Moments: Why Certain Experiences Have Extraordinary Impact."Among his books, "Switch" has been particularly popular and well-received by readers and critics alike. It has been translated into multiple languages and has had several editions and reprints since its initial release. Chip Heath's engaging writing style, combined with insightful research and practical advice, has made "Switch" a must-read for individuals and organizations looking to create lasting change.Chapter 5 Switch Book Meaning & ThemeSwitch Book MeaningSwitch: How to Change Things When Change Is Hard by Chip Heath is a book that explores the psychology of change and offers practical strategies for making change happen. The title "Switch" refers to the idea that change often involves a "switch" in mindset...

We dive into the feeling of overwhelm in this episode and this is a welcomed reminder to us at Wake Up & Dream so we hope this episode resonates with you as well!    When tackling an overwhelming task - try breaking it down into smaller piece or achievable action items! We discuss this idea at length this week and Sara mentions a book that was helpful to her called Switch: How to Change Things When Change is Hard. Check that book out here: https://amzn.to/3vFFjlN     We hope this episode inspired you to take action!  We would love to hear how this episode encouraged or challenged you! Be sure to reach out to us!  Give us a “shout out” on your social media platforms!  Thank you!  Drop us a message, LIKE, SHARE, and leave us a review!  Follow us on Instagram @wakeupanddreampodcast.  You can also connect with each of us here:    Sara Carlisi: @saracarlisi1    Kelly Armstrong:  @kellyarmstrongofficial  kelly@fullyembraceyourlife.com   Lisa Taylor:  @lisa.kay.taylor www.linktree.com/lisa.kay.taylor     We may receive a slight kickback if you use our links! 

Discover the unseen hurdles of homeschooling through the eyes of Heidi Christianson and Tatiana Fallon, seasoned veterans who've been where you are now. From the initial jitters fueled by fear to the multifaceted demands on your wallet, heart, and time, homeschooling is no small feat. Yet, it's one of the most rewarding journeys you can embark on. Dive into a compelling conversation about the transformative power of homeschooling done right, guided by the principles of the Leadership Education and LEMI. This isn't just about hitting the books—it's about nurturing character, competence, and a lifelong passion for learning. Learn how the backbone of a successful homeschooling experience lies in the strength of family and community ties, setting the stage for your child's future achievements. Ready to transform your homeschooling journey from overwhelming to empowering? Let's dive in. LINKS Switch: How to Change Things When Change is Hard by Chip and Dan Heath The Status Game: On Human Life and How to Play It by Will Storr The Perfectionists: How Precision Engineers Created the Modern World by Simon Winchester The Chosen by Chaim Potok Fahrenheit 451 by Ray Bradbury 00:00 Introduction to Homeschooling Challenges and Solutions00:39 The Role of Fear in Starting Homeschooling02:33 Transitioning from Fear to a Love of Learning02:51 Personal Homeschooling Stories and Decisions03:47 The Ideal Approach to Homeschooling04:58 Embracing Leadership Education for Homeschooling06:19 The Power of Learning Through Fun and Projects08:58 The Importance of Loving to Learn14:35 Navigating the Status Game in Education27:44 Preparing Kids for an Uncertain Future35:51 Exploring the Impact of Leadership Education36:46 The Role of Family and Community in Leadership41:19 Personal Stories of Leadership and Family Dynamics46:08 The Importance of Reading Classics and Building Community46:17 LEMI's Mission and the Value of Homeschooling53:16 The Transformative Power of Teaching and Learning01:10:09 Concluding Thoughts on Leadership Education and Its Broader Impact

Length: 37 minutesSynopsis: This morning (2/15/24), in our Q&A, we took up three questions, in what turned out to be the most important Q&A of the 2023-2024 year thus far: (1a) What role should guilt play in our lives and (1b) how should we deal with it? (2) What strategies can we use to strengthen our attachment to and observance of halacha? and (3) How do you know whether a change in your behavior is a result of the temporary circumstances or is indicative of a more substantial change? I was especially pleased with Question #2, which I responded to by giving TEN strategies for strengthening our connection with halacha, thanks to Chip & Dan Heath.-----מקורות:רמב"ם - משנה תורה: ספר המדע, הלכות תשובה א:א; ב:ב"Switch: How to Change Things When Change is Hard," by Chip Heath and Dan HeathSwitch Cheat-Sheetרמב"ם - משנה תורה: ספר המדע, הלכות דעות ו:א-----The Torah content for this week has been sponsored by Isaac, out of Hakaras HaTov to Hashem for giving him a new job that will enable him to continue to learn and to grow.-----If you've gained from what you've learned here, please consider contributing to my Patreon at www.patreon.com/rabbischneeweiss. Alternatively, if you would like to make a direct contribution to the "Rabbi Schneeweiss Torah Content Fund," my Venmo is @Matt-Schneeweiss, and my Zelle and PayPal are mattschneeweiss at gmail. Even a small contribution goes a long way to covering the costs of my podcasts, and will provide me with the financial freedom to produce even more Torah content for you.If you would like to sponsor a day's or a week's worth of content, or if you are interested in enlisting my services as a teacher or tutor, you can reach me at rabbischneeweiss at gmail. Thank you to my listeners for listening, thank you to my readers for reading, and thank you to my supporters for supporting my efforts to make Torah ideas available and accessible to everyone.-----Substack: rabbischneeweiss.substack.com/Patreon: patreon.com/rabbischneeweissYouTube: youtube.com/rabbischneeweissInstagram: instagram.com/rabbischneeweiss/"The Stoic Jew" Podcast: thestoicjew.buzzsprout.com"Machshavah Lab" Podcast: machshavahlab.buzzsprout.com"The Mishlei Podcast": mishlei.buzzsprout.com"Rambam Bekius" Podcast: rambambekius.buzzsprout.com"The Tefilah Podcast": tefilah.buzzsprout.comOld Blog: kolhaseridim.blogspot.com/WhatsApp Content Hub (where I post all my content and announce my public classes): https://chat.whatsapp.com/GEB1EPIAarsELfHWuI2k0HAmazon Wishlist: amazon.com/hz/wishlist/ls/Y72CSP86S24W?ref_=wl_sharel

Maria Barrera, is a Stanford-educated engineer and founder & CEO of Clayful. She is committed to addressing the youth mental health crisis. Born in Colombia and understanding the pressures of adversity, she leverages her experience from her pioneering role on Nearpod's founding team to create impactful solutions in education.Through her tireless research and collaboration with a diverse team of experts, Maria developed Clayful, offering accessible, preventative mental health resources to families of all socio-economic statuses. Her dedication to training a diverse mental health workforce and establishing partnerships with schools has already impacted thousands of students across the country.Recommended Resource:Switch: How to Change Things When Change is Hard by Dan and Chip Heath

開學季來了，大家有沒有想過在這個9月建立一個新的目標或是習慣？原來，改變我們的行為就像馴大象一樣！？本週就來透過Heath 兄弟的書《Switch：How to Change Things When Change is Hard》，來了解一下怎麼馴服好我們內心的頑固大象！ 我是資料區： Switch: How to Change Things When Change is Hard by Chip & Dan Heath 《學會改變：戒除壞習慣、實現目標、影響他人的9大關鍵策略》

More discussions from Readercon 32. Readercon John Wiswell: [Newsletter] / [Patreon] / [Linktree] Someone You Can Build a Nest In (April 2, 2024) [Penguin Random House]  ”Bad Doors” [Uncanny]  ”The Coward Who Stole God's Name” [Uncanny] / [Psuedopod] ”Under the Rubble” [Psuedopod]  ”The Lie Misses You” [Cast of Wonders]  ”Open House on Haunted Hill” [LeVar Burton Reads]  All the Seas of the World (written by: Guy Gavriel Kay and narrated by: Simon Vance) [Libro.fm] / [Overdrive/Libby] / [Audible] The Golem and the Jinni (written by: Helene Wecker and narrated by: George Guidall) [Libro.fm] / [Audible] / [Overdrive/Libby] / [Episode 14]   The Echo Wife (written by: Sarah Gailey, narrated by: Xe Sands) [Libro.fm] / [Overdrive/Libby] / [Audible] Moby Dick (written by: Herman Melville, narrated by: Frank Mullerv) [Libro.fm] / [Overdrive/Libby] / [Audible] Noah Beit-Aharon (N.S. Dolkart): [Website] / [Angry Robot] Silent Hall [Audible] Wings of Fire (Series): The Dragonet Prophecy  (written by: Tui T. Sutherland, narrated by: Shannon McManus) [Libro.fm] / [Overdrive/Libby] / [Audible] Locked Tomb (Series): Gideon the Ninth (written by: Tamsyn Muir and narrated by: Moira Quirk) [Libro.fm] / [Overdrive/Libby] / [Audible] Sumana Harihareswara: [Blog] / [Mastadon] / [Dreamwidth] / [MetaFilter] Otherwise Award Wolf 359 ”An Annotated Bibliography of the Inside of My Head” [Blog Post]  China Mountain Zhang written by: Maureen McHugh Regeneration written by: Pat Barker Switch: How to Change Things When Change is Hard (written by: Chip Heath & Dan Heath, narrated by: Charles Kahlenberg) [Libro.fm] / [Overdrive/Libby] / [Audible] Love in Penang written by: Zen Cho Spirits Abroad (written by: Zen Cho, narrated by: Emily Woo Zeller) [Libro.fm] / [OverDrive/Libby] / [Audible] Black Water Sister (written by: Zen Cho, narrated by: Catherine Ho) [Libro.fm] / [OverDrive/Libby] / [Audible] Leonard Richardson

For most young couples, the road to better lives is often paved with great intentions, some successes, changes in direction and an awful lot of pain. How do you create a sustainable relationship that lasts through thick, thin, infidelity, thoughts of suicide and American Ninja Warriors? Meet CHEK Professionals Kirsti and Mickel Pratt, a dynamic couple who have a lot packed a lot of growth and pain in their early thirtysomething lives, but found more love and happiness by turning to basic CHEK principles in this no-holds-barred Living 4D conversation. Check out Mickel and Kirsti on their website. Follow Kirsti on social media via TikTok and Instagram. Follow Mickel on social media via Instagram. For Living 4D listeners: Save 20 percent on Kirsti and Mickel's Self Mastery Membership program at their website where you can also purchase a copy of their cookbook, Healthy Holistic Eats: 40 Organic Whole Food Recipes to Nourish Mind, Body, and Soul.TimestampsKirsti and Mickel met Paul at a Zen in the Garden workshop two years ago. (4:43)Kirsti transitions from golf and soccer to falling in love with American Ninja Warrior. (10:02)Mickel's health journey meant learning how to love himself. (18:45)Living the fit-sick life on TV catches up with Kirsti away from the cameras. (27:07)Dual crises in their lives led Mickel and Kirsti to separate. (37:30)Understanding the real quality of food for your health. (45:37)Mental illness led Mickel to contemplate suicide, until he started taking responsibility for his health decisions. (56:00)Implementing CHEK principles in a challenging gym environment. (1:06:45)How kid athletes flourish physically and emotions with the right coaching. (1:19:32)Making little changes slowly adds up to big wins. (1:36:30)Be gentle with yourself. (1:43:30)Mickel and Kirsti describe their new Self Mastery Membership program. (2:03:25)ResourcesWatch Kirsti (The Machine) compete on season 2 of American Ninja Warrior via YouTubeSwitch: How to Change Things When Change is Hard by Chip and Dan HeathPaul's Living 4D conversation with Russell SturgessThe work of Jon-Kabat Zinn and B.F. SkinnerFind more resources for this episode on our website.Thanks to our awesome sponsors: Ned CHEK Paleovalley BiOptimizers PAUL10 Organifi CHEK20CHEK Institute/HLC1 Online L4DHLCIWe may earn commissions from qualifying purchases using affiliate links.

As a leader, sometimes you're faced with building a team from scratch, while other times you inherit an existing team. Today's guest has experience with both. Michelle Voss has spent nearly three decades in the logistics industry and is currently the Director of Special Products for L&M Transportation Services in Jacksonville, Florida. In this episode of The Clarity Advisors Show, Michelle and host Ken Trupke discuss hiring and training practices, along with the importance of focusing on what you're good at while still knowing the basics of everyone's job. They also talk about bridging the gap in generational work attitudes and how you can't be a leader without being a servant.Timestamps(01:29): Overview of Michelle's career.(02:58): Making her first hire.(04:28): Training through shadowing.(06:54): Challenges with hiring.(12:51): Logistics and the nursery business. (16:22): Inheriting a team vs. building one.(17:56): Learning from mistakes.(21:28): Focusing on what you're good at.(23:39): The value of cross training.(24:46): Generational differences.(26:47): Advice for aspiring leaders. Episode Quotes“One of the challenges I've had over the years is trying to discern the difference between the person you interview and the person who shows up to work.” (Michelle)“There's such a difference between buy-in and being aligned.” (Michelle)“My end goal in building any team is if the phone rings in our office, anybody can pick it up. Anybody can help with that problem.” (Michelle)“I think the younger generations – the newer people in the workforce – are bringing some healthier boundaries and drawing into the light some things that didn't really work that well, but nobody was going to say it out loud.” (Ken)“I don't ask anybody who works for me to do something that I wouldn't be willing to do myself. And no job is too insignificant for a leader to do it.” (Michelle)“You can't be a leader and not be a servant.” (Ken) Michelle Voss' Recommended ReadingSwitch: How to Change Things When Change is Hard, by Chip and Dan HeathBeyond Belief: Awaken Potential, Focus Leadership, by John Grinnell Follow/Connect with Michelle VossMichelle.Voss@LMTS.comMichelle Voss on LinkedIn

In this episode of Tilt Parenting, I bring back to the show Simone Davies, a Montessori teacher and parent educator who runs a Montessori playgroup in Amsterdam for babies, toddlers, and preschoolers up to four years old. Through her online business, The Montessori Notebook, Simone focuses on helping parents learn how to bring Montessori into their home. Today Simone and I are talking about the “spaces” in our home—specifically how we can best design and set them up to support our differently-wired kids. I've watched as Simone developed her virtual e-course, Setting Up Your Home Montessori Style, and I was struck by how the approach she talks about in her course directly relates to the things we as parents can do to support our kids in developing those crucial executive functioning skills, like task initiation, time management, planning, and organizing, as well as fostering independence. In this episode, we'll talk about how we can set up our homes—our kitchen, bedroom, shoes and coat area, homework space—to support our children in fostering these skills.  Simone Davies is also the author of The Montessori Toddler, a comprehensive guide to raising your toddler in a Montessori way. It includes Montessori activities, how to set up your home, and how to encourage cooperation from your children, and The Montessori Baby. Things you'll learn from this episode How to set up the shoes and coat area to help kids “get out the door” with success and independenceHow making checklists for our kids can instill in them a sense of responsibility while also easing transitionsWhat parents who aren't naturally organized can support themselvesThe gifts of decluttering and clearing our spaceThe importance of making a homework space inviting and distraction-freeTips for setting up spaces to foster more independence in childrenWhy making things attractive, cozy, and comfortable benefits our kids Resources mentioned for supporting children's growth at home The Montessori NotebookSimone Davies on Strategies for Staying Calm in Difficult SituationsSetting Up Your Home Montessori-Style Julie George on the Role of Executive Functioning in Differently-Wired Kids Switch: How to Change Things When Change is HardSupport the showConnect with Tilt Parenting Visit Tilt Parenting Take the free 7-Day Challenge Read a chapter of Differently Wired Follow Tilt on Twitter & Instagram

Welcome back to Your Truth Shared. Joining Finola this week is special guest Greg Chuchra. Based in Poland, Greg is the proud co-founder and CEO of two technology titans, Predica and Tedee. Predica was included in the Technology Fast 50 and FT 1000 rankings, acknowledging Europe's fast-growing companies. In this episode, Greg shares his fascinating journey of launching Predica in 2009 and how he scaled the high-growth business and handled its acquisition. We also get Greg's take on the value of meaningful work, leadership without ego, and business problem solving and learn how he transitioned to launching Tedee, a product-focused business. Trust us when we say that Greg is a book guru, so keep an ear out at the end of the episode as Greg kindly shares his top 3 bookshelf must-haves for entrepreneurs. Key points throughout this episode include: - An introduction to Greg Chuchra.- The road to Predica and its business origin story. - The value of meaningful work. - Improving lives with the use of technology. - The benefits of continuous learning in business. - Designing a company for growth and keeping your ego in check. - Tackling scalability issues and implementing business change. - Igniting an authentic business culture from day one. - Greg's experience with handling a business acquisition. - Reinventing the way we work.- Developing and establishing Tedee, a product-focused company. - Greg's top three book recommendations for entrepreneurs. Get connected socially with Greg Chuchra: https://www.linkedin.com/in/grzegorz-chuchra https://tedee.com/ https://www.predicagroup.com/ Resources: Book: Getting Things Done by David Allen. https://gettingthingsdone.com/books/ The 7 Habits of Highly Effective People by Stephen Covey. https://www.amazon.co.uk/Habits-Highly-Effective-People-Powerful-ebook/dp/B01069X4H0 Switch: How to Change Things When Change is Hard https://heathbrothers.com/books/switch/ Get connected socially with host Finola Howard: https://www.linkedin.com/in/finolahoward/ https://howgreatmarketingworks.com/ https://www.facebook.com/HowGreatMarketingWorks https://twitter.com/HowGMW https://www.youtube.com/channel/HGMW This podcast is proudly produced in partnership with podlad.com

Changing behavior is hard, whether it is at an individual level or at the organizational level. Therefore, most change efforts fail because they appeal only to our rational mind…but there is hope for us. Join us as Staci Saner and Jerry Rabalais walk through the book, Switch: How to Change Things When Change is Hard, (2010) by Chip and Dan Heath. It brings us insight into how we can increase the likelihood of success of change efforts. The book illustrates the change process with a rational rider atop an emotional elephant moving down a path. If you want to up your game in leading a change effort, you must listen to this podcast. If you don't have time to read the book, check out this 8 -minute cartoonthat summarizes the book's approach. Questions or comments? Contact us FacFeed@louisville.edu

Dagens boksammendrag i EXPresso Coffee Reads er boka Made To Stick (Why Some Ideas Survive and Others Die), av brødrene Chip & Dan Heath. Made to Stick undersøker reklamekampanjer, urbane myter og overbevisende historier for å finne de seks egenskapene som får ideer til å feste seg i hjernen vår, slik at du ikke bare vet hvorfor du husker noen ting bedre enn andre, men kan også spre dine egne ideer lettere blant de rette personene. Chip og Dan Heath er en broderlig tankeledelse, og er forfattere av Made to Stick: Why Some Ideas Survive and Others Die (2007); Switch: How to Change Things When Change is Hard (2010); og avgjørende: Hvordan ta bedre beslutninger i liv og arbeid (2013). Chip Heath er professor ved Stanford Graduate School of Business og Dan Heath, seniorstipendiat ved Duke Universitys CASE- senter, som støtter sosiale entreprenører. Gode ideer er: interessante, enkle å ta action på og lett å huske. Forstått, husket og har en langsiktig innvirkning. SUCCESS Modellen Simple – Fine coren i ideen vår, ikke fortell om for mange ideer på en gang Unexpected – Hvordan holder vi publikums oppmerksomhet og interesse, det uforventede gjør oss oppmerksomme. Concrete – hvordan gjør vi ideene våre konkrete med enkle data og mål Credible – ideer sprer seg bare hvis de blir trodd på. De må være pålitelig, autentisk og troverdig. Emotions – Hvordan får vi folk til å bry seg om våre ideer? Få dem til å føle noe, hva har de å tjene på ideen, folk bryr seg om folk ikke tall. Stories - Hvordan får vi folk til å agere på vår ide? Historier viser visdom. The curse of knowledge The curse of knowledge is a cognitive bias that occurs when an individual communicating with other individuals assumes they have the background knowledge to understand. This bias is also called by some authors the curse of expertise Hvis du ønsker at ideene dine skal bli husket ikke fortell om hele ideen på en gang, folk ønsker å vite hvordan ting ender før de begynner å fokusere på noe annet. Hvis det er noen bøker som du ønsker at vi skal snakke om, skrik ut! Expresso på sosiale medier

In this episode, we are chatting all about trauma-informed pedagogy. While we are not trauma certified ourselves, we have picked up several strategies and tips along the way to help support students who have experienced trauma. If you like what you hear, we would love it if you could share this episode with a colleague or friend. And make sure you subscribe so that you don't miss out on any new content! And consider supporting the show by buying us a coffee or two!We would love to hear from you – leave a comment on our website OR check out our FLIPGRID!Featured Content**For detailed show notes, please visit our website at https://edugals.com/85**Trauma is not an event itself, but the body's protective response to an event or series of events that is experienced as harmful or life-threatening. Resources Mentioned:Definition of TraumaTrauma-informed Pedagogy: What It Is and How It Can Help NowUnderstanding Trauma: Learning Brain vs. Survival Brain (YouTube)Simon Sinek's Why Video - Long version and Short versionAsset vs Deficit mindset - E080Switch: How to Change Things When Change is Hard by Chip Heath and Dan HeathFierce Conversations by Susan ScottAdvice/Tips/Strategies:Getting to know ALL of your studentsDaily journals (ongoing dialogue between student and teacher)Google Chat thread with each of your studentsExit or Entrance tickets - What's on your mind? Anything bothering you? How can I support?Mastery-based teaching and learning approaches free up your time to connect with studentsBehaviour usually has a reason behind it (it's not about defiance)Provide materials for class ahead of time (allows students to process on their own time)Current events can be triggering for studentsLots of parallels with UDL (Universal Design for Learning)Don't have pity on your students - slippery slope away from high expectations, not culturally responsiveMake sure pity is not affecting your gradingExplain your why of your lesson (why to how to what instead of what to how to why)There are lots of great lessons from the business worldInvolve parents in your school communityConnecting face-to-face is more powerful than a Google meet or emailUse the professionals in the building (social workers, youth settlement workers, other services and supports)Beware of teacher burnout and find strategies for self-careSupport the show (https://www.buymeacoffee.com/edugals)

Some emotions have the ability to take over; we can't think straight when we're feeling them so intensely. We call these "hot emotions" and we are joined by Kevin Huggins in this introductory episode to our new series all about two hot emotions: anger and shame. Kevin Huggins served as Pastor of Soul Care and Spiritual Direction at Fellowship ChurchMatt references our first batch on anxiety and depression: Episode 1 - Understanding Anxiety Episode 2 - Walking Through Anxiety Epsiode 3 - What is Depression? Episode 4 -  Walking Through Depression Kevin references the book Switch: how to Change Things When Change is Hard Find more about Matt Scheuneman here or find him on social media. Find more about Katie Neely here or find her on social media.  

PGX Pharmacists Series line-up 1/28/22, Dan Krinsky, BS, MS, RPh, FAPhA 2/11/22, Sue Paul, RPh 2/25/22, Mariam S. Yasin, student (PharmD and MS PGX Candidate) 3/11/22, Jamie Wilkey, PharmD Read the full show notes at https://www.thepharmacistsvoice.com/podcast Daniel Krinsky is an entrepreneur and pharmacist who is passionate about advancing patient care and the pharmacy profession. He recently started two businesses whose respective missions and visions are focused on each of these areas. The first business, PGx101, is directed towards educating healthcare providers in the area of pharmacogenomics and personalized medicine. The second, EduCare4U, is focused on patient, student and healthcare provider education and enhancing patient care. Mr. Krinsky is currently an Adjunct Professor at the LECOM School of Pharmacy, serving as a course director, lecturer, and student advisor. Mr. Krinsky's areas of expertise include community pharmacy practice, drug information, patient counseling and education, OTCs, natural products, and developing and implementing medication therapy and disease state management programs. Mentioned in this episode Dan Krinsky, BS, MS, RPh, FAPhA | LinkedIn  EduCare4U website PGX101 website EduCare4U, LLC: Overview | LinkedIn PGx101: Overview | LinkedIn PGX101 Facebook Page Medipreneurs The Pharmacist's Voice Podcast Episode 3 with guest Tom Titkemeier, RPh St. Vincent (St. V's) Medical Center Toledo, OH  The University of Toledo (UT) College of Pharmacy (Toledo, OH) AJHP American Journal of Health-System Pharmacy Auburn University Harrison School of Pharmacy  Kaiser Permanente Lexicomp Ohio Northern University College of Pharmacy Natural Therapeutics Pocket Guide Drug Nutrient Depletion Handbook NACDS NEOMED College of Pharmacy Sue Paul, RPh Switch by Chip and Dan Heath Pharmacy Today Palm Beach Atlantic University Gregory School of Pharmacy PGX101 Training February 26 and 27, 2022 Thank you for listening to episode 133 of The Pharmacist's Voice ® Podcast! Subscribe to or Follow The Pharmacist's Voice Podcast! Apple Podcasts Google Podcasts Spotify Amazon/Audible Highlights from the interview Dan and I met at Medipreneurs in Asheville, NC.  We have a mutual acquaintance:  my Uncle Tom Titkemeier (see The Pharmacist's Voice Podcast Episode 3).  Dan was one of Uncle Tom and Aunt Janet's interns at St. V's in Toledo while attending pharmacy school at The University of Toledo College of Pharmacy. We discussed the chronological progression of Dan's career.  Why did Dan pick pharmacy school?  His Dad's best friend was a community pharmacist.  Dan wanted to go into healthcare and own his own business, so he decided to go to pharmacy school.  Dan went to grad school at UT.  He got a MS Degree in Hospital Pharmacy.  The focus was on teaching and research.  After graduating from UT with his MS Degree, Dan left Toledo for a job developing clinical services in NC.  It didn't work out.  He moved on to another job, which he discovered by searching the “Help Wanted” ads in AJHP (American Journal of Hospital Pharmacy).  A position for a clinical coordinator for the pharmacokinetics service at the University of Alabama Hospital in Birmingham was advertised.  Although Dan felt unqualified, he ended up joining the Drug Resource Team at the University of Alabama Hospital in Birmingham as the coordinator for the pharmacokinetics service.  He expanded the volume of consults the role formerly served.  Dan also taught Auburn Pharmacy Students.  It was a good experience, but he was on-call all the time.  The stress and time commitment weren't right for him and his family, so he and his family moved back to Ohio.   Dan then worked for Kaiser Permanente and made his first connection to Lexicomp while there.  Lexicomp has been part of Dan's life ever since.  In the mid 1990's, Dan became the 1st pharmacist in the US to hold a shared position with a college of pharmacy and a community pharmacy:  Ohio Northern University College (ONU) of Pharmacy and Ritzman Pharmacy.  Dan provided MTM services at Ritzman's before MTM had a name!  Since his time at ONU, Dan has helped NACDS replicate the shared position he had at ONU.  Today, there are hundreds of shared positions in the US. Dan co-authored 2 books on natural products for Lexicomp.  They are Natural Therapeutics Pocket Guide Drug-Induced Nutrient Depletion Handbook Dan left Ritzman's Pharmacy and went to work at Lexicomp. Lexicomp felt like a family.  It had a great company culture with company outings to Cedar Point and more.   Dan developed a RX Wiki resource.   Dan held a shared faculty position with NEOMED and Giant Eagle.  When Dan left that position, he could have retired, but he didn't!  Instead, he co-founded PGX101 and founded EduCare4U. How did Dan get into PGX?  He took the Test2Learn™️ Train the Trainer PGX Course so he could develop a PGX elective course at NEOMED and incorporate PGX into therapeutics models.  The Test2Learn™️ program was developed in conjunction with the University of Pittsburgh and NACDS (National Association of Chain Drug Stores).  According to Dan, The University of Pittsburgh is a national leader in PGX research and practice.  What came out of it was meeting Sue Paul, RPh and later spreading the word about PGX to the pharmacy profession to improve the care pharmacists provide to patients.  Sue Paul, RPh and Dan Krinsky train pharmacists on PGX.  They update the PGX101 program every time they deliver it. The profession of pharmacy has given so much to Dan that he wants to give something back.  Education is one way to give back and pay it forward.   Being good listeners (a sounding board for patients) allows us to find out how we can help our patients.  Pharmacists are the most accessible healthcare providers and the most knowledgeable on drug therapies and deprescribing. Dan shared a story about visiting a patient at home.  Dan said, “Home visits are eye-opening.  You learn about your patients.”  We talked about tools to help patients help themselves, such as motivational interviewing and cognitive behavioral therapy.  Pharmacogenomics in Dan's own words:  Applying a patient's genetic make-up to current and future drug therapies.  PGX is a tool that can lead to better outcomes. How do PGX101 students find out about the program?  LinkedIn, networking, podcasts, conferences (Medipreneurs), and organizations (APhA and OPA).   Is PGX 101 in-person or online?  It is only online using Zoom (as of January 2022).  There are two components:  15 modules for 12 hours of CE.  8 hours of live programming:  4 hours on Saturday, 4 hours on Sunday.  To learn more, visit PGX101 online. How much does PGX101 cost?  $495 for all 20 hours.  Consider it an investment in education. PGX201 is a growing community “Beyond the Certificate.”  Membership is 3 months or 12 months.  Benefits include monthly webinars and newsletters, one-on-one consultations with Sue Paul and Dan Krinsky, guest speakers, and more.  Carol Bell, PharmD (KY Pharmacist) is working on a PGX Pharmacists Registry.  According to Dan, a Kentucky teacher's retirement program provides PGX testing as a benefit for their plan.  The ROI has been demonstrated in the form of direct economic benefits.  This can serve as a model for other organizations to follow.  I suggested that this is a “bright spot” ala the book Switch: How to Change Things When Change is Hard by Chip and Dan Heath. EduCare4U is the umbrella company for all the services Dan offers.  Examples: Individual consultations with patients, some of whom have PGX testing. Writing.  For example, a monthly column for Pharmacy Today on self-care and OTC's.   Consulting.  For example:  monograph reviews for Lexicomp. Surgery center inspections Expert witness for attorneys Part-time work in two pharmacies in his area Guest lecturer at the Palm Beach Atlantic University Gregory School of Pharmacy   We spoke about Dan's expert witness role.  The first time he served this role was early in his career while working in Alabama.  The first attorney Dan helped recommended Dan do more expert witness work.  Dan told a story about an intense deposition that took hours.  Dan serves as a pharmacist on medical mission trips to Honduras each year with his local Catholic Church.  He has been doing it for 17 years, and he loves it.  Dan got started with his mission work by covering for a pharmacist who got sick and had to drop out of the trip.   Who was on the Mission Trip?  High school students who serve as Spanish-language interpreters, doctors, dentists, nurses, optometrists, pharmacists, and others who want to serve.  They see 3,000-4,000 patients in one week and dispense 15,000-20,000 prescriptions. Dan gave advice for Pharmacist Dads:  Have a career, but be present for family.  Always prioritize your family first.  Dan wanted to be present for milestones, coaching his kids, attending events, going on vacations, and taking his wife out for their anniversary.  “You never get those moments back.” Dan said, “Career is important, but pharmacy will always be there.” Thank you for listening to episode 133 of The Pharmacist's Voice ® Podcast!

This is our very first “From the Archives” episode. These episodes are a freshly edited take on past MPD talks. We want to honor our legacy and uphold the timeless principles of MPD that have shaped us, even as we actively contextualize MPD for a changing world,Today's episode is from Cru's Staff Conference at Colorado State University in 2013. Dave Dickens, now our US National MPD Director but back then served as the Campus MPD Director, shares from his personal experiences in a talk called “Deliberate MPD”Mentioned in this episode: Michael Hyatt podcast, SMART goals, Switch: how to Change Things When Change is Hard by Chip Heath and Dan Heath. Cru staff can find the following resources on the Cru MPD Resource Website:: It Takes Two by Nancy Dickens and Lori Joiner, The Three Threes by Dave Dickens and Planning Your MPD Activities.

This episode is a continuation from Episode 6: My Sobriety Story. I share what motivated me to break up with alcohol, and what tools helped me make it stick. Sara's Playlist: "The Night" by Morgan Wade Book Recommendations: This Naked Mind by Annie Grace One Breath at a Time: Buddhism and the Twelve Steps by Kevin Griffin SWITCH: How to Change Things When Change is Hard by Chip & Dan Heath Inward by Yung Pueblo How to Do the Work: Recognize Your Patterns, Heal from Your Past, and Create Your Self by Dr. Nicole LePera **Please note: In this episode I discuss my partner attending AA meetings. Anonymity is a strict tenet of Alcoholics Anonymous, so it should be noted that I received his permission in advance. If you know someone who attends meetings, please remember to get their consent before ever talking about their attendance.**

Announcement: Do register for the Agile Coach conference (30 March 2022) at www.gladwellacademy.com/events. Theme: ‘Changing Times Require Agile Minds'. Hosted by Gladwell Academy with a dynamic line up of speakers (amongst whom I'm honoured to be counted), it promises to be an exciting event for networking, learning and sharing experiences. For more information and the opportunity to grab an Early Bird price, go to www.gladwellacademy.com/events. Bio: Renate Cremer is a trainer at Gladwell Academy. Renate's interest in learning and growth is rooted in her background as a labour and organisation psychologist. She specialised in Training & Development and has been actively involved in innovating HR processes as an HR Business Partner for companies operating globally. Her professional background, along with a strong empathetic nature, gives Renate a wealth of knowledge about human interaction & behaviour, complex organisational structures and corporate environments. She thrives on helping individuals and groups to carve out learning paths in their professional trajectory. Renate is an Associate Certified Coach (ACC), issued by the International Coaching Federation (ICF) and a certified Scaled Agile Program Consultant (SPC). In addition, she is authorized to teach, facilitate and examine for Agile Scrum Foundation, Professional Product Owner (PSP01), Professional Scrum Master (PSM1) of Scrum.org and is DISC certified. Renate is an authorised instructor for ICAgile. Renate believes in continuously exploring our potential and 'a life full of learning'.   Social Media/ Website: Renate Cremer LinkedIn: https://www.linkedin.com/in/renatecremer/ Gladwell Academy Agile Coach Conference (March 2022). Theme ‘Changing Times Require Agile Minds' https://www.gladwellacademy.com/events Books: Thinking, Fast and Slow by Daniel Kahneman https://www.amazon.co.uk/Thinking-Fast-Slow-Daniel-Kahneman/dp/0141033576 EQ, Daniel Goleman https://www.bol.com/nl/p/emotional-intelligence/1001004002776713/?bltgh=rj36wwi4m4AvAjRuKW5PDA.2_18.22.ProductImage Noise: A Flaw in Human Judgement by Daniel Khaneman, Olivier Sibony and Cass R. Sunstein https://www.amazon.co.uk/gp/product/B08LCZFJZ2/ The Power of Habit: Why We Do What We Do and How to Change by Charles Duhigg https://www.amazon.co.uk/Power-Habit-Why-What-Change/dp/1847946240 Atomic Habits by James Clear https://www.amazon.co.uk/dp/B01N5AX61W/ Empathy: Why It Matters and How to Get It by Roman Krznaric https://www.amazon.co.uk/Empathy-Why-Matters-How-Get-ebook/dp/B00FAXJJHM/ Switch: How to Change Things When Change is Hard by Chip & Dan Heath https://www.amazon.co.uk/Switch-change-things-when-hard/dp/1847940323/ Transcript: Ula Ojiaku: Hello everyone! My guest today is Renate Cremer - an Agile Coach and Trainer with Gladwell academy. Prior to becoming an agile coach, she trained and practiced as a labour & organisation psychologist. Amongst her multiple qualifications, she is a certified SPC (Scaled Agile Program Consultant) and an Associate Certified Coach with the International Coaching Federation (ICF). She is also the chairwoman of the Agile Coach Conference – an annual event for coaches and leaders in agile teams and organisations. I had lots of ‘ah-ha!' moments recording this episode with Renate. We talked about what the Agile Coach does for a team and the wider organisation; explored some proven effective coaching techniques that have worked for Renate and many other interesting topics. Without further ado, my conversation with Renate. Thanks for listening and watching! Ula Ojiaku: Thank you so much Renate, for making the time for this conversation. Renate Cremer: Yeah. Thanks for inviting me. Ula Ojiaku: Great. My pleasure. Now, could you tell us a bit about how you ended up where you are currently right now, Renate? Renate Cremer:  Yeah, sure. So, I'm currently working as an Agile Coach and an Agile Trainer in a more or less consulting firm. So, what we do is we broadcast the Agile mindset, and then see where there might be any opportunities for either individuals or teams or whole organizations to go in a transformation. And in that perspective, I'm coaching teams. So, like more operational on a team level, and it's about thinking on longer term perspective. And then your question was, how did you get there? So, this was something that wasn't my idea in the beginning. So, I was like, when I was a kid, I wouldn't be thinking like, ‘I'm going to be an agile coach, for like, …' Ula Ojiaku: We didn't know what that was. I didn't know what that title was. Renate Cremer: It didn't even exist, maybe? I don't know. agility did. But um, no, I am coming from a family, which has really engaged in people and human behaviour and how we all relate and the community thinking and building and both of my parents are psychologists. So, I always thought I will never ever study psychology, because the only thing we will talk about is like, what happens when we do such a thing or how do people react or what's productive, was kind of productive? And there I ended up studying psychology in the end. Ula Ojiaku:  Interesting. And do you have any regrets for going the path, going down that path? Renate Cremer:  Well, the funny thing is, it's interesting if you say this, because even as a psychology student, I went for the labour and organization. So, it's really more on teams and on work motivation and on the workplace. Because obviously, our workplace has been changing tremendously in the last decades. And I never thought it I'm like, as a psychologist would end up in like these more organizational structures. But then the path has now been shaping just through coincidences and interested in team dynamics. And now I'm really glad that I'm here. And the funny thing is never anticipated on it happening like this. Ula Ojiaku:  So, how did that bridge you know, when you went into the, you studied psychology, and then you were, you specialize in, in the psychology of organizations, if I may put it that way, how did you get end up being an agile coach and trainer? Renate Cremer:  This basically came for you one of my friends. So, I was at that moment in a position where I was mentoring or maybe supporting team managers. So, they were facing some struggles with their team, and how could they optimize to high performance. And my friend told me, hey, this is interesting, because what you're doing links directly to a lot of the practices we see in agility or in Scrum, even. Only you name it differently, you're talking about personality styles, or resistance or conflict behaviour. Well, in Scrum, we use a structure. And we follow a cadence of the structure in order to resolve all the issues that you're thinking about as well. But we, there's a little bit of a gap. So, this like, I thought that in agility, we don't talk about that undercurrent, the softer side. And in psychology, we don't talk about the frameworks and the structures so those could be bridged really nicely. Ula Ojiaku:  Interesting and actually both are complementary because you can't have one without the other. But you need the hard, will I say data and facts but you also need the you know, the softer side because not everything is encompassed in data or framework and you have to be able to adapt to contexts. If it were to be a computer, you know, you could put in a program and you get the same thing out consistently. But when it's humans never, you can never have the same outcome for with two things never. Renate Cremer: And that makes it fun as well, right? Ula Ojiaku: It makes it fun and yeah, and that's what (why) you know, they say variety is the spice of life. So, what would you say then or who would you say is an agile Coach in your definition? Renate Cremer:  In my definition, interestingly, you specified like that, I would say that what I try to be as an agile Coach is the go-to person for either any, like, impediments that members or roles or organizations face and that you're going to think along with the person or the team in order to strive for a better next step. And obviously, try to make it small and incremental on top of that, because it's not only about receiving questions, but on top of that, I think a very, very crucial role of an agile Coach is being the person that's able to zoom out. And looking to get a perspective, (the Agile Coach is) there to take the time to observe what's going on, and there to reflect on (what's happening in order to identify), hey, this is what's happening. In out of (that is, based on one's) experiences, or like knowledge or theories, we know that it (the situation) can be improved. So, let's prompt (come up with) a new idea (for solving problem) and then set (up) a pilot or an experiment (to see if this works). Ula Ojiaku:  Now, that's an interesting concept. And something that jumped out to me, as you were speaking, is that you know, as an Agile Coach, you zoom out… So you're looking at the big picture, not just focusing on what's happening at that time, point in time. So, would you say that it's helps for the Agile Coach to kind of be a bit removed from… you know, what's happening as a kind of a third party, but still part of the team? Renate Cremer:  I think that's a nice way to phrase it. You definitely want to build on creating this trust. And this is a trustworthy relationship with psychological safety. So, it is a connection, but then still, indeed, on a little bit of on the side, because you're not involved in the product or the solution that the team is working on, but on the process. So, you are attached and (yet) not attached. Ula Ojiaku:  Yeah. In a way that's a good thing to have, cos you wouldn't be as… you'll be a bit detached from the happenings and might be, hopefully a bit more objective about what's happening instead of being too emotionally attached to the outcome of conversations, for example. So, apart from because you mentioned, you know, observing, helping the teams to, you know, look at their processes, and hopefully, you know, work towards getting better outcomes. Now, what else, what other roles could an Agile Coach play? Renate Cremer:  It's interesting (thing) is that it's very diverse in the perspective of ‘are you an internal agile coach, or external?' So you can really go from operational to tactical to strategic decisions or application of what you're doing. So, in a kickstart of a new transformation, you would be very operational, teaching about the agile mindset. So, you share the (Agile) manifesto and the principles behind it, the values that we know like respect and transparency and openness and such, and really advocating why this can be relevant, then we can address the phrase of you better be agile than just do agile or… with Scrum, it's the same, because otherwise you're just missing your goals of coming to high performance. Yeah! So, that would be like, like very operational, but also on road mapping in where do we see an organization, like moving towards? Or how can we optimize the time to market or new markets to reach for customers? This could also be in collaboration with an Agile Coach. Ula Ojiaku:  Yes. So, what about, you know, the framework proposed by Lyssa Adkins, which you also taught us during the IC Agile Coach course? Because I was your student on that course. And I really found it very valuable. So, I mean, in her framework, she was also suggesting - you've already mentioned the part of a teacher. There's also facilitator, maybe technical expertise or business expertise and all that. What's your view on that (i.e. Lyssa Adkins') framework and guidance? Renate Cremer:  It's a beautiful framework to explore, your competences also your background and optimizing your skill. So, Lyssa Adkins is talking about the process side; you want to facilitate the Agile process moving further. This would be… like, with your detachment you've spoken about before, you're next to the team. I think you walk the path together (with the team). And then like the team executed, the organization executes, but you're like facilitating it to be happening. And on the same process side, you also mentioned mentoring. This is where you bring in your experience that you have been gaining with other assignments or maybe at other departments in the organization. And you mention okay, this is a question that has been raised, like, for example, how to move forward with a team that has… ermmm.. too little time and therefore cannot execute on Scrum because it will become (an) overhead. And then from your experience, you're going to share some ideas. That's on the process side. And on the other side, content wise, which is what we just touched upon with teaching. It's also important to share and advocate the knowledge of the agile reasoning and mindset and this - the teaching, it would be really transferring knowledge. So, then you're the content owner, you transfer the knowledge. Yeah. And on the coaching side, (even though) you have the answers yourself – of course the coachee has the answers herself. You're just asking questions to bring that further (that is, draw them out). Yeah. So that's the four competencies from our framework. Ula Ojiaku:  Thanks for going through those, Renate. You know, when I mention the word ‘coach', most people you know, tend to… their minds tend to go to the sporting context. And sometimes I've had to resort to explaining my role as an Agile Coach in that context because that's something they can identify with. And I usually tell them, ‘you know what? The coach might not be the best player at that sport, but because they have that – to use your words – they're able to zoom out and see the big picture. They are committed to making (enabling) the players to play their best game. And to equip them to play their best game. The same thing with me as an Agile Coach. I may not know the intricacies of your role as well as you do – and that's ok. The key thing is I'm here to help you to play your best game and to incrementally get better over time. Now, what's your view on this perspective? Are there any parallels between, you know, the role of an Agile Coach and a coach in the sporting arena? Renate Cremer:  Yeah, yeah, I love the way how you, you explain this just now as well, because there, there are definitely parallels and as a sports coach, you will help the team in order to come to that high performing, I love the word high performing, because we wanted to have the same in the workplace once optimization of all these individuals that are all totally different, that have their own story to tell that communicate and behave in their own way. And how can we, yeah, be undecide? Indeed, with us, and then and not being like a content owner, but you're more process owner, so to push them forward? And to be some sort of like, what would you like to call as well as servant leader, so it's not about you, it's about the group. And it's about the transformation there and the transformation goals, they set themselves. So, if the parallel works, and it's, it's a proper way to explain, and definitely that works, because maybe previously, we have been thinking about managers in a traditional form, which are maybe more of the expert, which tell you what to do. And we're nowhere like that, we really want to see like the you, you know, all the access to expertise, and you have the expertise and you know, about all the like relevant information with regards to the solution you're heading towards, and a coach is just there to make that more smooth. Ula Ojiaku:  Great response. Now, from your perspective, on your experience, what are some of the effective coaching techniques that have worked for you? Renate Cremer:  Yeah. Yeah, interesting. This is something that a lot of coaches are like, exploring well, what has impact? And how do we move this forward? Because there's so much to do, and what will be our first step. So, what I love to do, just with any new assignment or like team is just first explore the context as it is now. So, setting interviews with each thing, every one of the team, and the people surrounding the team, or the organization like the most relevant stakeholders, and just assess, where are we at, what do we really, really see that is that helps us to move further and what are like, blocking issues? And if you assess all these blocking issues, then that's your first step in towards making your roadmap for new interventions. And then very targeted, very, very specific, it's about active listening and asking powerful questions like, what makes your work valuable for you? What provides you energy? What's your energy drainer? Like these are the questions that sometimes, people are not even used to, like responding to or getting asked. Ula Ojiaku:  So, what makes a powerful question powerful? Renate Cremer:  If there's a silence like this… so this is what we have powerful question. If it's a question, I would say that brings reflection on where we're at now, but what would I actually want? And then the next step would be how to get there. Ula Ojiaku:  Great, so powerful question makes the receiver of the question reflect on where they are now, where they want to be moving forward and also how to get there? Renate Cremer:  Yeah. Oh, and you need multiple powerful questions in order to address all of these but indeed, this is what we're trying to achieve here. Ula Ojiaku:  Yes, in the coaching process. So, what do you say for every coaching session that you do and do you always like sets targets for the conversation in terms of expected outputs and outcomes? Or do you sometimes have, you know, like, well, I say like free form conversations which with no set agenda? Renate Cremer:  Well, in even if you have an informal conversation, it's very, very helpful to think and think yourself of what do I want to get out of it? What should the other person get out of this, but also just address it? So, just before this conversation, we had a coaching conversation, which was about an hour or a little less than that, I would always start with, obviously, how are you? And then what's going on, but what would make this conversation impactful for you? Because our time is spare (precious), and if, like in informal conversations are important, so you do need to, like, have icebreakers and connect to each other. But I would always want to know, like, what's in (on) your mind? What do you want to talk about? Well, where are we heading towards? Ula Ojiaku:  Yeah. So that you're able to evaluate at the end of the conversation, you know, was it really successful or not? Renate Cremer:  This is, this is indeed one of the more important things and on top of that, also to make sure that we don't go into assumptions because there's like, our, brain is full of feeling… like continuously filling gaps. So, we continuously go and jump into assumptions and we anticipate on what the other person most likely wants to do but without checking, we never know. Ula Ojiaku:  True. And the thing is, we see the world from our worldview, which is coloured by our individual experiences and what we've been taught. And for each person, even if we're from the same family, sometimes, we still tend to have like different worldviews, because we have our personalities and all that. So, I really like the fact that you pointed out, you know, you don't want people to base, to kind of impose their assumptions - unstated assumptions especially - in a conversation. Now, you are also hugely into the you know, emotional quotient and leadership. Could you tell us about this? Renate Cremer: Yeah. So, this actually originated again, back to my studies, when I did some research in conflict resolution, and within a manager or leader in how to deal with relational conflict and task conflict, and this is where my interest it's like, started to happen with regards to KV actually need conflict as well in order to innovate again. So, that triggered me a bit. And then what we noticed is that our leaders that had a higher like EQ how you say it out? Yes, Emotional quotients. They, it was easier for them to adapt towards going from a like disruptive conflict towards a productive conflict because we need to conflict but they need to help us instead of totally block us out. Ula Ojiaku: Yeah. Renate Cremer:  So, it's dependent on the leader in order to, like, tilt the conflict into a new way of behaviour. And I thought that was extremely relevant because we, as a society, focus on IQ, like the intelligence rather than on the emotional quotient. So, how can we have such a focus to that intelligence in IQ, but then EQ is not there? So that's, that's fascinating. Ula Ojiaku:  Yeah, I agree that, you know, for a long time, the focus has been on the IQ, you know, the intelligent quotient how intelligent someone is, and you know, who's admitted to the Mensa, I can't remember what the name of that society is. But life is not just about, you know, one type of intelligence. Can one improve one's EQ and then, if so, how can leaders identify where they are and what to do to improve this? Renate Cremer:  Well, if you find me the answer to the first question, then we're gonna start our own organizations together. Because this is a few, I think, two years ago, I was with one of the one of PO in the training, we were talking about this, and we made a little workshop about emotional intelligence. And then we went into some research and then it stated that you like very like in life that I'm going to frame to now, but on this side of the spectrum, you have people that are totally experts, they know every single detail about one element of whatever technical expertise they're in. And on this side of the spectrum, you have people that are more generalists, and they are very this meta viewing, or they love it and they are about narratives and storytelling. Well, if on this side there, there would be experts, you go for storytelling, and they provide you facts. And we try to link this, because in the brain, you see that it's about bridging from this side of the brain towards the other side and maybe the neurons, would you hire all over the place. So, it's just a different brain structure, which fascinated me and every kind of, it blocked because, if it's a structure in your brain, and it's how are the connections with the neurons are made, then it is trainable. I definitely think it's to train in a certain extent, but I don't have the answer to what extent because maybe, obviously, what you mentioned, so it's sports, maybe you're perfect, you like running and then you have your effort actually, body for running. I don't and that's in our like, how we are like the built the structure of our body. And we can train it obviously, but I will never be as good as in running as you are. And I think this is what we try to what we want to explore with regards to this whole leadership topic. Everybody can set the fundament and that I'm 100% sure of that's just a matter of being aware of the impact of emotional intelligence and intelligence and training yourself in asking the right questions or stopping and doing in the meta viewing and going into system thinking and, and like etc. But the answer to how to assess where you're at, I'm not sure. Ula Ojiaku:  Well, I think it's a homework for myself. Maybe you can feel free to join me if you want to look at that. So, what books would you would you recommend for someone who wants to learn more about these topics? Renate Cremer: All right, great. Great. Yeah. So um, there's definitely Daniel Goleman, which is called, Emotional Intelligence he's really known. So, these books I'm really fascinated about just another one would be the book, Empathy, which is obviously there on the shelf, but just about Agile right now. And then on top of that, with regards to this, the brain structure and how to go around like this flexibility in moving for motivation, styles, behaviour, I like Switch a lot. So, it's very interesting on, like, how does our rational and our cognitive relate to each other and how can we even use to go through it, a transformational journey. Ula Ojiaku:  Yeah, I think Switch is written, was written by the brothers, Chip and Danny I believe, yeah, I have listened to a couple of their books. And yeah, and have you enjoyed that writing style? Sorry to interrupt that, was there any more books you had in mind to share? Renate Cremer:  Yeah, the last one I keep on referring every single time is the Power of Habit and why? Because the principle of the Power of Habit it is so simple. It's, we are all known to go into this habit and it connects us to assumptions and to jumping into conclusions. That's habits because we need that in order to measure that, not getting overwhelmed, or that they're like we can handle everything that happens during the day, knowing at the workplace, what our habits are, and how to move from the one trigger to. Ula Ojiaku: A reaction? Renate Cremer: Yeah, no, not a reaction. But a reward from the trigger to a reward, we can build ourselves new routines. And I think that was really fascinating. Because as a leader, what, also as a Coach, or also as an individual, think about triggers, rewards, and then building new routines in order to go into change behaviour. Ula Ojiaku:  It's almost like, the book, it reminds me of the book, Atomic Habits by I can't, is it James, I can't remember the author. But you know, there was also something about when you want to create positive habits, also kind of associate with it, you know, some sort of reward is almost like the Pavlovian response, where you know, but you know, the experimenter was, he would ring the bell, and feed the dogs. And then at the point in time, where he rang the bell, the dogs were salivating. In the same way, for example, if I want to get into a more, you know, healthy routine, exercising regularly, I could put my you know, place my exercise gear in place, and then maybe reward myself with an episode of my favourites series, you know, for that day, so I'm associating it with at the end of this exercise, I'll get to watch 30 minutes of my favourite series. And at some point, in time, there'll be a positive connection between these beneficial habits, and something that I'm going to get from it as well. Renate Cremer:  Yeah, it looks so similar. And just if we bridge that to our workplace culture of an organization has exactly the same patterns, right? So, how can we use any relevant triggers in order to bring ourselves to our transformational behaviour, because that's what we want to do. Ula Ojiaku:  But it wouldn't mean this is something I could talk about for ages and ages but we don't have the time. Now, but I'll ask you this one last question. Now, once there are meant to be like positive associations, or we should create that those connections between you know, the change or the actions we need to make towards the change and positive rewards that would be associated with them, is it possible that at some point in time, you know, these could be turned into weapons, you know, like a carrot and a stick? And if it's possible, how can we strike the balance survey, you know, we don't go too much into okay saying, okay, we're getting people to conform, or they would just temporarily adapt how they're behaving just because of the reward. They're not doing it, you know, it doesn't get to be a culture or a norm, but it's more like, okay, this is a behaviour, I think leadership would reward and I'll do it as long as it pays. Renate Cremer:  Would you say that you like the context of reward in this extent? How do you, do you see that as a, like a salary or bonus or would we refer reward is more than justice? Ula Ojiaku:  It could be anything. I mean, because for different people that vary, I mean, and research has proven that there is an extent to which you improve someone's salary, then it stops being of any consequence at all. So, it now goes into the back to Simon Sinek's… who was it that wrote (the book)…? But yeah, so there is a limit to what you know, so in a bonus, or salary could do, it does to an extent, improve people's performance, but at a point in time, it stops the matter. So, reward could be anything. Renate Cremer:  Right. And yeah, so I agree with you. There, like there's been like the intrinsic or extrinsic kind of reward, right? And if we can find a way to connect to everybody's intrinsic rewards, then I think it's really about something doing for yourself, rather than because leadership wants to. Ula Ojiaku:  Now, that's a great answer. Thanks, Renate. So, thanks for sharing, you know, some book recommendations with us. These will be in the show notes. Now, would there be anything else you'd like the audience to know about? Renate Cremer:  Right. Yeah. So, what's interesting, what we see happening in like the function of being an agile coach is that we really see a need for communities. And people are trying to find each other talking about what we have been talking about today as well, what is our techniques, but also what is our perspective, which way are we heading us like a community of coaching and an ambassador of the Agile Movement? And therefore, at Gladwell Academy, where I'm working, we introduced a conference, which is the Agile Coaching Conference. And we're heading towards the new edition on the second edition. And it would be really great to just to spread the word, because there aren't going to have like lovely speakers like yourself as well. So, glad that you can join us. Ula Ojiaku: My pleasure. Renate Cremer: Yeah. And I think it's a great start to sharing all our knowledge and ideas, because this is something we can never do alone and we need each other. Ula Ojiaku:  Definitely. And it is an exciting, it promises to be an exciting event. So, could you clarify, is it going to be in-person or virtual events? Renate Cremer:  Right? Yeah. So obviously, we don't know exactly what's going to happen. But at this moment, we anticipate an event in Amsterdam, obviously, which speakers locally but also virtually connecting to arts with breakout so that we go into small workshops with keynotes etc. If by things might change, and obviously we go 100% remote, which we did in the previous year, as well. Ula Ojiaku:  Okay, and where can the audience find out more about the Agile Coaching Conference, as well as how can they reach you? Renate Cremer:  Right? Yeah, so if there's any interest into the gladwellacademy.com website, this is where we indeed find both are efficient on transformation, the coaching and the training itself and also a direct link to events and then it says the Agile Coach Conference. So, this is the best way to reach out. Ula Ojiaku:  Okay. And what about you personally? Are you on social media, do you, welcome people getting in touch with you? Renate Cremer: Yeah, definitely on their LinkedIn, it's an open account. So, Renate Cremer and then you find me for Gladwell, always very happy to connect and also to share some ideas for it and messages. Okay, Ula Ojiaku:  Thank you so much Renate for sharing these details, we will put them in the show notes for the audience to access. Now, before we round up, do you have any final words for the audience to close this out? Renate Cremer:  Definitely, definitely. I'm so glad that these sorts of conversations are happening because this is the only way to start talking about like, what are we trying to make happen? How do we support each other, as Agile Ambassadors and, and just learning from each other is as in the ideal mindset? So, keep on connecting all the dots and trying to find how can we best work together. Ula Ojiaku:  Great words of wisdom Renate. Thank you so much for sharing your vast knowledge and experience with us today. Renate Cremer: Thank you, Ula. Ula Ojiaku: My pleasure! That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com. Also share with friends and leave a review. This would help others find the show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com. Till next time, take care and God bless!

Pivot may have been the 2020 word of the year. For Jordan Babineaux, though, it is about changing directions and looking for new opportunities. Jordan is a former NFL player turned sports broadcaster, entrepreneur, and author of Pivot to Win. He discusses choices and the simple concept of just asking for what we want. Although you may not get what you asked for, you get the opportunity to grow and go through adversity with confidence. He also draws parallels between the teams we lead and professional football teams. Leaders need to be specific in their communication and set clear expectations. In this episode, Jordan talks to Kevin about: Fixed vs. growth mindset. Cultivating persistence. Coaching lessons from coaches. This episode is brought to you by… From Manager to Remarkable Leader, Kevin's Flagship workshop based on his proven leadership model. Additional Leadership Resources Book Recommendations: Pivot to Win by Jordan Babineaux Switch: How to Change Things When Change is Hard by Chip Heath and Dan Heath Mindset: The New Psychology of Success by Carol Dweck Connect with Jordan Babineaux: Website | Facebook | Twitter | LinkedIn Related Podcast Episodes: What Makes Teams Great with Sam Walker. Nine Mistakes People Make with Skip Prichard. Leading on the Football Field and in Your Field with Michael Lombardi. Follow the Podcast Don't miss an episode! Follow this podcast through the options below. Apple Podcasts Stitcher TuneIn Soundcloud RSS Or your favorite podcast app. Leave a Review If you liked this conversation, we'd be thrilled if you'd let others know by leaving a review on Apple Podcasts. Here's a quick guide for posting a review. Join Our Facebook Group Join our Facebook community to network with like-minded leaders, ask us questions, suggest guests and more. We welcome your wealth of experience and hope you will join us in sharing it with others on their leadership journey. You can join the group here: facebook.com/groups/RemarkableLeadershipPodcast/

Bienvenue dans le podcast du HUMAN FACTOR by YANIRO, je m'appelle Alexis Eve et tous les mercredis je vais à la rencontre des Startups les plus véloces pour rentrer en détails dans les bonnes pratiques RH qui leur permet de faire du Facteur Humain un levier de croissance plutôt qu'un risque ! Le Human Factor ce n'est pas qu'un Buzzword, c'est aussi le nom de notre premier livre !Les clés de l'alignement entre associé.e.s, d'une organisation adaptée ou encore de la bonne relation à son travail, The Human Factor c'est 100 pages de retours terrain des plus belles startups et de bonnes pratiques actionnables. Retrouvez Kevin Duchier sur LinkedIn où il répond à 100%.Les livres recommandés par Kevin:”Switch : How to Change Things When Change is Hard” de Chip et Dan Heath sur la conduite du changement.“Radical Candor : How to Get What You Want by Saying What You mean” de Kim Scott qui explique que les Français qui sont fans de la communication indirecte et induite devraient être un peu plus directs tout en étant bienveillants.“Reinventing organizations” de Frédéric Laloux, le livre de référence pour apporter de la nouveauté dans son style d'organisation Voir Acast.com/privacy pour les informations sur la vie privée et l'opt-out.

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Why do people have so many problems making the right decisions for themselves?Paul describes the many processes — conscious and unconscious — that influence our ability to make optimal decisions and shares his insights on how to do it better every time in this decisive Living 4D podcast. Show NotesWorking with plant medicines taught Paul far more than any other teacher or book. (9:45)The antithesis stage of the creation cycle is where you should always expect the unexpected. (16:14)Some bad choices we make are out of honest ignorance. (24:07)The effects of making choices. (38:18)An important tip to guide you in starting your shadow work. (43:16)The three choices you can make about any person, place or thing. (47:23)Don’t let your dogmas blind you to greater truths. (55:01)Your mind functions on archetypes. (1:00:09)The levels of choice. (1:16:32)What archetypes are strongest within you? (1:22:21)Archetypal possession affects your choices for the worse. (1:30:19)Four addictions that can derail your decisions, as defined by Angeles Arrien. (1:35:47)The four functions of consciousness. (1:51:36)How does the balance of your intellectual ego affect your decisions? (1:56:34)Are you listening to your body to make better choices? (2:10:10)Our unconscious speaks to us through our bodies. (2:16:34)Don’t abuse your angels! (2:26:43)Don’t beat yourself up over making bad decisions. (2:40:05)ResourcesThe work of Georg Wilhelm Friedrich Hegel and KabirHow Emotions Are Made: The Secret Life of the Brain by Lisa BarrettDestructive Emotions: A Scientific Dialogue With The Dalai Lama by Daniel GolemanSwitch: How to Change Things When Change is Hard by Chip and Dan HeathIt Didn’t Start With You by Mark WolynnBell’s theoremMore resources for this episode are available on our website.Learn how to become an independent, holistic thinker and a better steward of nature by signing up for our Thrive 2021 schedule of events throughout April at this link.Thanks to our awesome sponsors: Organifi (save 20 percent on your purchase by using the code CHEK20 at checkout), Paleovalley (save 15 percent on your purchase by using the code chek15 at checkout), BiOptimizers (save 10 percent on your purchase by using the code paul10 at checkout), Cymbiotika (save 15 percent on your purchase by using the code CHEK15 at checkout), One Farm CBD Oils (save 15 percent on your purchase by using the code CHEK at checkout) and Essential Oil Wizardry (save 10 percent on your purchase by using the code living4d at checkout).As an Amazon Associate, we earn commissions from qualifying purchases.

Hey everyone!Been reading an INCREDIBLE book lately. You should definitely check it out.It’s called -> “SWITCH - How to Change Things When Change Is Hard” by Chip Heath and Dan Heath.Basically there is one concept that they talk about over and over again. Imagine your brain is like an elephant, and there is a rider on top, riding the elephant. The Rider = Your Logical Brain, Your “Self-Control”.The Elephant = Your Emotional BrainThe Path = Where the elephant is walking.Now, just think about this scenario for a second. Obviously, the Elephant is a powerful force here.The rider can coax the elephant into doing what it wants, for a while, to a certain degree. “Hey buddy, go over here!” (dangles Elephant food on stick)The path also influences things to a large degree.If the elephant runs up on a giant pool of delicious water, GOOD LUCK trying to stop that elephant from drinking, rider. You get it right?The book talks about how this is EXACTLY how our brain works. I’ll just give you the secret sauce straight from the book okay?In order to change ANYTHING in your life you need to…1) Direct the Rider 2) Motivate the Elephant3) Shape the PathI’ll talk about these 3 in future letters in MUCH more detail, so make sure you are subscribed (it’s free for 30 days anyway)…But today I just want to focus on #2, Motivating the Elephant, because I think it’s one people forget ALL THE TIME.When we think about starting a business, fixing a bad habit, starting a GOOD habit, whatever, we ALWAYS think about the RIDER.At least I do!!!“Kale, just stop being a wuss, get up at 6am and workout!”“Kale, do you want to be rich or not? Film that advertisement right this instant!”That is me, screaming at my Rider to get to work…This, obviously, rarely works. The second that alarm rings at 6am, I silence it.Or, in reality, my emotional self (my “Elephant”) wants nothing more than to stay in bed, so that’s what wins out. NO AMOUNT OF PRODDING BY THE RIDER IS GOING TO CHANGE THAT.What do you have in YOUR life that this reminds you of?Now that you’re thinking of it, here’s how to fix it.Like most things in life, you need to do the OPPOSITE of what you’ve been taught in school or by the “World”.The world will tell you to be analytical, logical, “smart”.What you really need to do is MOTIVATE THAT ELEPHANT. And remember, the elephant is EMOTIONAL. The only way to motivate it is through an EMOTIONAL REACTION.So, yes, you are going to have to get emotional.Guys, I know this can seem hard and “wussy” to you. But here’s a quick hint…ANGER is an emotion….FEELING SICK TO YOUR STOMACH is an emotion….So, I can’t really diagram this out for you because each situation is different, but basically, you need to start FEELING STRONGLY about what you want to do….For example….Want to lose weight? Start really NOTICING how unhealthy people look when they are overweight. Start REALLY feeling how gross and unhealthy YOU would feel if you were in their shoes. Then use that emotion to fuel your elephant.Want to stop procrastinating on your dream? Your business? Start visualizing how bad it felt every time you couldn’t afford something. The embarrassment of your card declining. The FUTURE embarrassment of not being able to get your kids the life they deserve….As you can tell, my mind definitely goes a little DARK when I need to motivate my elephant. That’s just how I’m wired, I played D1 college basketball and nothing gets you going more than those angryish emotions… (if you don’t believe me go watch Michael Jordan’s “Last Dance” documentary on Netflix…)But that’s not how everyone is…You can do this positively as well, and honestly that’s probably a better use of this….Want to treat your wife better? Start scrolling back through your phone of all the memories you’ve had. Start dreaming of your future life and the future versions of your wife… is she happy, fulfilled, living up to her full potential because YOU were her rock? Or is she unhappy, depressed, and wishing she never would have married your sorry ass?Dang, I went negative there again, haha!Idk, take this for what it’s worth, but I REALLY found this concept interesting, and EASY to relate back to in my day to day life.Read that book if you have time, or just start to think of life in terms of the Elephant, Rider, Path concept….I guarantee it will help you make positive changes in your life.Oh, and make sure to tune in later this week (SUBSCRIBE FOR ACCESS) when I talk about SHAPING THE PATH….Sometimes you can CHEAT your way to making the elephant do what you want….Kale Get on the email list at thekaleletter.substack.com

Heard of the book “Switch: How to Change Things When Change Is Hard” (by Chip and Dan Heath) but don’t have time to read it? Get the most important insights from someone who’s applied them in medicine, Dr. Cara Beatty. On this episode, she and Sandy dig into:Challenges between providers and their support staffHow slowing down can lead to more alignmentWhy resistance to change is often due to a lack of clarityA better approach to big complicated problems (vs. assuming a big complicated solution is needed)The mental cost of doing things differentlyThree biggest takeaways from the bookDr. Beatty has been a Physician Executive for over 20 years and is the CMO of Northeast Washington at Providence Health.

Do you have questions about ACA 122? Why is it required and what do students get out of it? Listen to our interview with Deidre Yancey to find out the answers! Deidre read Switch: How to Change Things When Change is Hard by Chip and Dan Heath. Request it through interlibrary loan. Download the Libby app to access the Dogwood Digital Library.Find out more about the 2021 Read Great Things Challenge on our blog. Watch some great documentaries for Black History Month!Follow the library on Facebook and Instagram. Contact me, Courtney Bippley, at bippleyc@durhamtech.edu. Contact the Durham Tech Library at library@durhamtech.edu. Music for this podcast was made by Robert Isaacs. 

Paul Casey: Get your priorities done near the beginning of your day. Research says that between 10:00 and 12:00 is typically the most creative time of the day for most people. Speaker 2: Raising the water level of leadership in the Tri-Cities of Eastern Washington, it's the Tri-Cities Influencer Podcast. Welcome to the TCI Podcast, where local leadership and self-leadership expert, Paul Casey, interviews local CEOs, entrepreneurs, and non-profit executives to hear how they lead themselves and their teams so we can all benefit from their wisdom and experience. Here's your host, Paul Casey, of Growing Forward Services, coaching and equipping individuals and teams to spark breakthrough success. Paul Casey: It's a great day to grow forward. Thanks for joining me for today's episode with Joe Estey. Joe is a performance improvement specialist at Lucas Engineering. And a funny thing about Joe is he got into video games at a later age. Joe, tell us about that. Joe Estey: Well, I was traveling on the road quite a bit to see clients out of the state, and my grandsons wanted to stay in touch with me and FaceTime wasn't cutting it. And so we wanted to do more interactive things, not just talk to each other. And so they convinced me, through a birthday present, to get an Xbox One. And then when I was in Oak Ridge, Tennessee, for the first time I logged online at the age of, well, I think I was going on 60 then, for the first time ever to play video games. So my experience wasn't Atari. It was mainly a pinball machines and bowling alleys. I had never, though my son had done it a lot, played video games. So I got a late start in life, but I will tell you I'm a threat when it comes to certain games. And here's what I found out I think is most interesting is by building connections with my grandkids, I started creating greater connections cognitively in my head about things I hadn't experienced. Paul Casey: Ooh. A win win. Joe Estey: I was a win-win, all the way around. Paul Casey: Well, we're going to dive in after checking in with our Tri-City influencer sponsor. It's easy to delay answering uncomfortable questions like what happens to my assets and my loved ones when I die? So it's no surprise that nearly 50% of Americans don't have a will and even fewer have an estate plan. Many disabled clients worry that they don't have enough assets to set up an estate plan, but there are important options available to ensure that you have a voice in your medical and financial decision-making. Even if your health takes a turn for the worst. Estate planning gives you a voice when your health deteriorates or after you're gone. Maren, Miller Bam, Attorney at Law, is currently providing free consultations. To find out more about estate planning or to book an appointment, call Maren at 206-485-4066 or visit Salus, that's S-A-L-U-S dash law dot com today. Paul Casey: Thank you for your support of leadership development in the Tri-Cities. So, Joe, so our Tri-City influencers can get to know you, take us through a couple of the career highlights that led you to where you are today. Joe Estey: Oh. Okay. Well, first of all, I've always been interested in training and seeing people improve. So even though I was a bus boy years ago at a local restaurant here in the Tri-Cities, I worked my way up in about eight months to the captain of the floor, which meant I was responsible for training waitstaff and bussers in the performance of their duties so they could maximize their tips. And so profit was the motive. The better they did at their job, the more they made. And so it didn't take a whole lot of convincing to teach them some tips about how to better perform at the table-side. And then from that, I became a flambeist, a sommelier. I spent some time in the culinary world. Met an individual who was starting a construction company to solely focus on restoring property after disasters. And since I had, as a flambeist, played` with fire by the table side, it made sense for me to try and put some of those fires out after they had occurred in people's homes. Joe Estey: And so then I stayed in that world for about three years and learned how to restore oil paintings, restore cars, restore grand pianos, absolve a variety of physical issues people had with their property after the disaster. And I met a gentleman who then put me on the track to human performance improvement years ago from Westinghouse Electric Corporation. We worked at a local radiological site where they were producing a material for reactors and for nuclear weapons at the time. And I began a journey on, not focusing so much on how to restore property that had been damaged, but how, as a manager, you can restore people back to wholeness after an error or after an event. And that's where I started pursuing really why things happen, the reason behind the why that we normally assume, meaning the obvious usually isn't the answer. We have to do a deeper dive into that. And so for the past, I'd say a three decades, I spent most of my time on human performance improvement, which is the reduction of events through the proper management of error. Paul Casey: Wow. The flambeist. Joe Estey: Yeah. That was a blast. Paul Casey: That's my new word for [crosstalk 00:05:24]. Joe Estey: A flambeist. Paul Casey: I love that. I also love that you're in the training field, even in your first jobs. So, I mean, and I've heard this before, too, that there were signs of your passion, even as a child or a youth. Jim, sounds like it's been a pattern for you all the way through. Joe Estey: Oh. I think so. I think I probably have two passions that drive every decision and action I make even today vocationally. And one is is that I'm fascinated with the way people learn. And secondly, I'm fascinated with the way things are made. And so I have yet to meet a person in a boring job though I've met many bored people in their jobs. Joe Estey: Unfortunately. And there isn't anything, I don't think, I haven't found fascinating about the most rudimentary work people do. I mean, there's always something behind the scenes that's fascinating about how they accomplish their tasks. And I think that's the real passion I have for understanding why people do the things they do when they do them. Paul Casey: That's so cool. And we met probably 10 years ago, I think, and that passion was evident then. It seems like the fire is still lit. Even today we got to go through a... You trained me in human performance improvement just a couple of years ago. And... Joe Estey: And you were a great student. Just want to put that out there. Paul Casey: Thank you. Add more tools to the tool belt. Right? Joe Estey: There you go. Paul Casey: So I can also, because we share that same love of developing people and trying to figure out what makes them tick and how we can get them to the next level. And I love that you're very niched in that there are accidents that happen, there are incidents that happen. How can we prevent those from happening again? Joe Estey: Yeah. I think, that's the real element. There are companies, and I think we live through those times right now, there are organizations that keep trying the same thing over and over and hoping for a different result. And it's not working. Paul Casey: It's call insanity. Joe Estey: Yeah. That's exactly right. And before it had a name, it was the way we managed things because we didn't know better. And so what happened is is we would think that by putting a plan in place that if it's failing is because people aren't working the plan. Well, it could be the plans is not a very good plan. You know? There's a saying that every system is perfectly designed to get you the results you're getting. If you don't like the results you're getting, you might want to look at your system and don't blame the people who are using it. Joe Estey: Because every system has a hole in it that requires the user to fill it. And so whether you're writing a great way of doing work in a procedure, or you're designing a great system in a control room, you left a hole somewhere, because you knew the answer when you were designing it. And people didn't even know what the question was when they're using it. And so there's always going to be a maze they're walking through. You saw the start and finish. They're just in the middle of the maze. And so when you have an event, it's easy after an accident to say, "Well. Here's what you should have been doing and could have been doing." That's because you started at the end of the maze. You already know the answer. What you need to do is put yourself into the shoes of the people doing the work at the time, and what made it locally rational for them to make the decisions they were making? Joe Estey: It's called the local rationality principle. It wasn't an error. Because if it was an error, they wouldn't be doing it. It had to make sense to them. Otherwise they would have stopped doing what they were doing. And so if you try to tell people what makes sense afterwards, that doesn't guarantee sense it's going to be made later in the future. So we try to help companies develop solutions for the real reason why things happen rather than the easier solutions that cause more problems. Paul Casey: The band-aids. Joe Estey: The band-aids. Band-aids that you can't... And you'll never know what the real problem is. Paul Casey: Yep. Yep. Good stuff. Good stuff. So I know you had your own business for a while and because we're friends and you jumped to this opportunity to be at Lucas. And so you were at a crossroads at some point, and you decided to make that jump. So maybe you could share a little bit about making that jump, but also our listeners, when they're at a crossroads of a big decision, career decision usually, what counsel would you give them? But start with your decision. Joe Estey: Oh. I appreciate the question. Actually for almost two decades, I ran my own consultancy and training and that meant that I was on the road and I was doing all the work. I was direct marketing. I was lining up the next contract. I was managing things and I was spending, three days a year with CPAs to manage my money and figure out how much I'm going to pay in debt. And that's not what I got into the business for. So I realized, probably after 19 years of doing that, I loved my vocation and calling. I didn't like the administration behind it. There was no drive in me to really go out and look for the new contract. There was no drive in me to manage my income, manage my finances, manage the way money is spent and invested. People are better at that than me. Joe Estey: And it takes a while for a person to say, you may be a business owner, but you are not good at anything, but what you do. And what you do is the good or service you offer. But the business behind the business is equally important, the enterprise. Well, I wasn't managing the enterprise and I realize that it. It wasn't bad. I never had a bad year. I always had great years. And every year was better than the last one. But I knew that I was being weighed down by the business rather than being in love with the vocation. And so I met a guy named Ken Lucas who had a similar consultancy, wider in scope, deeper in nature, and we teamed together on a couple of projects and he said he would carry the freight. If I carry the weight of the work. Meaning, he would basically broker my work with the people that needed it while he attended to the administrative things, and his staff. Paul Casey: Sweet. Joe Estey: It has been a sweet marriage. It really has been. It's been ideal. Paul Casey: Right because as a business owner, you have to work on the business, which was sucking the life out of you and you just wanted to stay in the business. And so you found a great marriage of those two things. Joe Estey: And I think one thing that I didn't see an unintended positive consequence was he helped push me without being too pushy towards setting new goals. You know, I was pretty satisfied with the level of income I was getting. A year would go by and I'd look back and say, "It could have been better, but it certainly wasn't bad." And I think there's a comfort level people rest at. If you're a student and you're happy with a B, you may not try to get an A, and I was a B student and I may have been a C student, but I was pretty satisfied with it. There was no prompting to do better because I was pretty comfortable. But now that you have this team are trying to support, you have to also do well for them and see, and it took the focus off of just doing well for me and my family to doing well for them and their family, which changed our whole relationship. Paul Casey: So if a listener is at that crossroads, maybe one of the crossroads is when you realize you're just sort of coasting. You need to be stretched. That might be a reason to jump to something new that's going to stretch you. Are there any other tips that you'd give? Joe Estey: No. That's an excellent one. And I would say some people, there's an old saying of boys, remember very early in my life, and when I remember it, I tried to reflect on how to get out of it. And that is the certainty of misery for a lot of folks is better than the misery of uncertainty. Paul Casey: The devil you know is better than the one you don't...] What is it? Joe Estey: So right now it may not be great, but you're too afraid to take a leap because it may be worse. Well, the truth is it may be better. I'm a firm believer that risk always carries with it greater rewards, but also a greater opportunities to fail. But if you don't have that, your foot is on the brake the entire time, because you're afraid of making a mistake so you don't take your foot off the brake and therefore you're not going anywhere. There's a reason why there's a gas pedal. And if you're all gas and no brake, you're in trouble. And if you're all brake and no gas, you're in trouble. And so I think through life, we kind of navigate through the brakes and gas pedals and to try and figure out how to get somewhere positively. Paul Casey: Boy, that's so good. My wife and I are watching The Amazing Race. We've gone back to the original. So I think e've hit season 11 now. Joe Estey: It's a binge season. Paul Casey: They're racing. They're on a boat somewhere in like Vietnam or somewhere. And they're like, wait, we picked the worst boat because the other boats are passing them. All of a sudden you see the boat master pull up the anchor. Having the foot on the brake pedal is not going to get you a success. Joe Estey: No. You can't. And I think you have to take... And you don't want to be all gas no brake, which means you want to take measured calculable steps. And you know, you've always got to have that plan and I know you preach and profess that a great deal and practice it, but you want things to be deliberate in nature. You want intention too behind every action. Paul Casey: Yes. Yes. Well, Joe, leaders have to keep growing or else they become irrelevant. So how have you matured as a leader in recent years in your craft? Joe Estey: You know, I think probably the greatest lesson I have learned through practice in the field and observations in different industries is most leaders get what's wrong wrong. They see something and they believe it's a matter of attitude and behavior driven by motivation in their folks, rather than a lack of ability and confidence. We're going into a time of change now where it's just the turning of the new year. We're in 2021. As a result, we're going to put new policies in place, new procedures in place, new practices in place. And people will unfortunately say, "Well, you know, people are bound to resist change. And so we have to do something to motivate them towards it." It's usually not a lack of motivation that's the issue. Right now people are very confident and competent in what they're doing. They've been doing what they've been doing for a long time. Joe Estey: When you start talking about changing any element of their work, you are shaking their confidence and their competency. It isn't that they don't want to change and improve because human beings are born to improve. We were born to learn. We were born to be different than we are today. We are not resistors of change. We're resistors of change in the things we no longer care about. Now see we don't want to put effort into something we don't see a benefit returned. And if we have a hobby, we get better at it by changing. You have a business, you get better at it by changing because the word change actually just means improvement. We were born to change. However, when you see somebody resist it, it may not be a lack of motivation. It's usually based on a lack of ability. They know how to do what they're doing now. Give them greater ability to do it, and motivation will take care of itself. Paul Casey: And you would try to have managers who are running into some resistance with their people try to sort that out. Isn't motivation [crosstalk 00:16:12]. Joe Estey: Exactly. That's the number one question you have to ask, is this really a motivational issue? And I'm going to tell you right now research shows it usually isn't. The real issue is it's a lack of ability or changing capability. You did something to their process that they were comfortable with. You implemented a checklist, changed the way you answer the phone, changed the way you handle money, whatever that is, well, they were competent, which meant they were confident. And now you're shaking up their competency, which is bound to affect their confidence. So naturally they're going to resist it until you make them more able to do it. Paul Casey: Yeah. Raises their anxiety. Yeah. Joe Estey: Oh. Yeah. Paul Casey: This tool that I share at my change seminar, the change puzzle and the six elements that you have to have in order to have change. And one of them is, if you don't feel like you can do it, you see what the outcome is. It's anxiety [crosstalk 00:17:00] Joe Estey: There you go. Paul Casey: ... people on the ground. So you've got to then pour into training or hold their hand for a little bit. [crosstalk 00:17:07] Joe Estey: That's a huge lesson and you hit it right on the head, Paul. Because if you think about all the seminars and workshops that managers take to learn how to motivate their people when things are changing or they're dealing with difficult times, it's not a motivational issue. They are motivated. They got out of bed. They put on their shoes. They went to work. They somehow were motivated. They just may not have been as able as they needed to be. Paul Casey: Good stuff. Well, before we head into our next question on Joe and his to-do list, let's shout out to our sponsor. Located in the Parkway, you'll find motivation, new friends, and your new coworking space at Fuse. Whether you're a student, just starting out, or a seasoned professional, come discover all the reasons to love co-working at Fuse. Come co-work at Fuse for free on Fridays in February. Enjoy free coffee or tea, wifi, printing, conference rooms, and more, and bring a friend. Fuse is where individuals and small teams come together in a thoughtfully designed resource rich environment to get work done and grow their ideas. Comprised of professionals from varying disciplines and backgrounds, fuse is built for hardworking, fun loving humans. Learn more about us st Fuse S-P-C dot com or stop by 723 The Park Way in Richland, Washington. Paul Casey: So, Joe, most of our to-do lists are greater than the time we have to do them. So how do you triage your own tasks? How do you focus on what's most important? Joe Estey: Yeah. That, once again, a great question. I think, the first list that Jerry Korum from Korum Motors over on the west side of the state taught me was that a to-do list is a list of priorities, but a never to-do list is a list of values. And you got to have a never do this list first. And so for me, the list I look at and reflect every end of the year going into the first year are the things I will not do that year. Joe Estey: The commitments I will make not to fall into some kind of temptation to wander down a path where it would be easier to say yes right now than to say no, but the no is going to reap greater rewards. So that kind of drives my to-do list. And Jerry Korum said that when he started his car dealership, he didn't like a single thing car salesman did, hated every one of them. And so he took a piece of paper and he said, "I'm going to list everything I don't want to do when I'm a car salesman." And his dad, Mel Korum, who ran the dealership really encouraged him to get into the business, but Jerry wanted nothing to do with it. And he created that I will never do this list. And that's the one that meant the most to him throughout the years. So for me, that's the one that drives my to-do list are the things I avoid. Paul Casey: Wow. That's so good. It reminds me like being at the beach and you've got the little sifter and you put the sand through it and there's some rocks and other things that get caught. That's the not to do list [crosstalk 00:20:00]. Joe Estey: Oh. That's a good one. Paul Casey: ... all the things that slip through are what we want to build the sand castle with. Joe Estey: Oh. That is a good analogy. I like that. That's right. And I think if you don't have your, I'll never do this list, no matter what you put on your to-do list, it may get circumvented along the way. Paul Casey: Sure. Sure. Especially if you're a yes person and a lot of us are yes persons. I'm a recovering yes person myself. You know, would you do this? You're so good at this. Or, well, that's another opportunity, your eyes get really wide, and then you say yes, and you're thinking, "Oh. That doesn't go with my values. Or why am I being resentful?" Joe Estey: Exactly. Well, I think to bolt onto that, Jerry said his greatest example is that was one of the things he put on his list years ago as a business owner was he would never get a line of credit against any car on his parking lot. Because he always wanted to be able to help a single mom out who showed up with two kids in the rain to get a car that would just get her to work. And he didn't want that paper owned by a bank to determine how much he could sell it for. Joe Estey: He wanted complete freedom and making those financial decisions. Now he started that over four decades ago and he practiced that every day. And when somebody would come in and say, "You know, Jerry, you could go twice as fast if you just get a loan on your vehicles." And he would say, "I have a not to-do list. And I may not be as big as I could be. I may not take the risk to get the rewards, but I'll be guaranteed the rewards that I'm taking or that I'm receiving because of the things I may not to do list." And to this day he is credit free and cash rich. Paul Casey: Wow. That's value centered leadership right there. Well, you probably believe, like I do, that Leadership is relationships. So, Joe, you're one of the best. I've been to your seminars and you're really great at connecting with an audience. You're great at developing relationships between the speaking gigs, the training gigs. How do you intentionally develop relationships? Joe Estey: Oh. I think be interested in people. I mean really. Again, I said it earlier, I am driven by a passion to understand how people do the work they do. There isn't anything they do that I already know before I watch them. So that they're kind of like a work of art in progress when I see them doing their work. I don't understand why they make the choices they make, take the actions they take, but they do. And so I am... I think most leaders are more interested in ensuring that people find them interesting, as Jim Collins once said. Joe Estey: And they spend a lot of time when they meet the new people in their organization, or they walk around the facility, or go out to see what folks are doing talking about their philosophy and what they're into and how they got to where they're at. And most people, to be honest with you, aren't interested. They want to know that the leader is interested in them before they ever find the leader interesting to them. And so when somebody walks into a classroom or somebody walks into an office or a maintenance shop where I'm doing an observation, I want to know that person. Because they have something in their head that I don't know. And I can't learn it unless they're willing to share it. Paul Casey: So good. Be having a curious posture and wanting to be interested, not interesting. Joe Estey: Oh yeah. Paul Casey: That's a really good takeaway. Well, self-care is also essential for mental health and top performance, especially now in the land of COVID. So what recharges your batteries, or maybe there are some things you don't practice what you preach. You also would tell other people, especially our listeners, what do you got to do for self care? Joe Estey: I think, first of all, you have to have a routine, but you also have to be spontaneous. My wife has taught me that. I've been married to the same gal I met back in high school. We graduated a year after she would've graduated, and I mean, we got married a year after she would've graduated and I was 20 years old with a first kid. And that teaches you a lot about having to be entertaining and how to entertain yourself. And so we've been married 43 years now. And I find out that her desire to have things planned along with my desire to be spontaneous are not mutually exclusive. That she can have all the structure she needs and I can have all the spontaneity I need as long as we do it together, because then we enjoy each other's company. Joe Estey: And I also spend at least an hour a day reading. So I read about four books a month to five books a month. And I have, since I was about 22 years of age, and it was a habit I developed early on and I have an insatiable desire to read, and that was cultivated, not through school, but through just being, as you said earlier, curious and interested in the world around me. And so I think that usually helps me stay connected. And then those moments of spontaneity of just doing things off the cuff keep me more interested in other things I don't know about yet. Paul Casey: Wow. So four books a month times 12 times 40 years... Joe Estey: Well, if you go to my website at Lucas O-P-T dot com, you'll see a resource library list. Paul Casey: I love that list. Joe Estey: Oh. Yeah. Was about 42 pages long, and those books are not books I heard about. Those are books that I've read. And they wouldn't be on that list if I didn't believe they had a good wealth of knowledge. Paul Casey: ... takeaway value to it Joe Estey: Yeah. Paul Casey: What a golden... People ask me all the time. What books do you recommend? Your list is probably the primo, top of the line list because it's 42 pages and you've got them in categories and you've got a little summary, what you're going to get out of this book. So we'll put that in the show notes for others so they can link to that. Joe Estey: I appreciate that. Paul Casey: Good stuff. But you know, I got to take that quick, a quick exit ramp with you. So give me the top books. Give me a few of them that you're just like all potential leaders or current leaders, you got to read these three or four. Joe Estey: Okay. Well, first every book you've written. You have to say that right now, because one of them they're digestible. Paul Casey: Here's five dollars. Joe Estey: The truth is they're digestible. You've taken, kind of like a Covey and others do it, you've taken a principle and tied some practices to it. And if you have problems with priority management or, you know, how to resolve conflict and your [inaudible 00:26:16] isn't that topic, you don't have to fish through 300 pages to figure it out. You can get right there [crosstalk 00:26:20]. Paul Casey: ... and it could [crosstalk 00:26:21]. Joe Estey: ... a lot smaller, a lot easier. But I would say, there are so many that are coming out. I think if you are into problem solving and understanding the nature of your problems, a great one by Dan Heath of the famous Heath brothers who wrote Made to Stick and Switch How to Change Things When Change is Hard. Dan's own book, Upstream How to Solve Problems Before You Even Have Them, a terrific book on how business leaders need to fix things upstream so people downstream don't have problems. It's where you fix the problem that determines if you're going to have problems. Joe Estey: Another one is Leaders Eat Last by Simon Sinek. And I think, from a neurological perspective he gives you the scientific chemistry reasons why people do what they do, but it's tied to some great analogies in the book, and stories about leaders really understanding what their role is in empathy and in perspective, understanding why people do the things they do. For my own vocational background, I mean, one of the best books, and it's going to be the most boring sounding book you've ever heard in your life. Joe Estey: But it's 110 year historical reflection on why we treat workers the way we treat them today, and it's called The Foundation of Safety Science by Sidney Dekker. Now nobody's going to pick that up at Barnes and Noble, Foundations of safety science. It does not sound exciting, but it is an exciting walk through about the way we treated people in 1910, which led to the way we treated them in 1930, and it's not so much about safety. It's more about work management. You know, why do we treat people the way we treat them? Why do we believe quote unquote they are as dumb as they are when we count on them at times being as brilliant as they could be. You can't treat people like a cook and then expect them to be chefs. If you want a chef, you better treat them like a chef and you better tell them that the day they walk in. So those are just three of them. Paul Casey: Yeah. Those are good. Those are good. Upstream, Leaders Eat Last, and that long title one. Joe Estey: Oh. The Foundation of Safety Science by Sidney Dekker. Terrific book. Paul Casey: Good stuff. Well, what's your process for continuous improvement in organization? So if you are a consultant for an organization and they said, "Joe, we really want to have a culture of continuous improvement." What kind of processes would you lead them through to just say we want this as part of our culture. Joe Estey: That's a great one. Number one, figure out where your problems are. Don't waste time solving problems you don't have, and there are a lot of companies who do. They have an inkling or an itch to fix a problem because they have a solution in their back pocket. It's the newest webinar they went to or the newest seminar they went to. And so they'll bring in things like Lean, Agile, Scrum. You don't have any of those problems. And so what you want to do is spend some time doing two things, analyzing the characteristics of the issues you're actually dealing with, and I mean, the characteristics, not the number of them, like the number of times, you didn't finish a job, number of dissatisfied customers. You want to analyze the cause behind those and then analyze what you've done to correct those problems. And what you'll find out is the majority of time your view of human error is an error because you believe people are choosing to make mistakes. No one chooses to make a mistake. Joe Estey: Errors are unintentional by definition. Telling somebody what they should have done after they did it is not going to keep them from doing it the next time around because there was a reason they did it this time. So the very nature of error is that it's involuntary. They couldn't keep from making a mistake. If they could and they decided otherwise, they call that a violation. Knowing you were doing something wrong, and knowing it was wrong to do is not the same as making an honest mistake. So a lot of the actions businesses put in place to reduce the likelihood of error later on, aren't going to work because they're usually motivational in nature. We'll tell them to be more aware. We'll tell them stories about the last time somebody did it and how they should avoid it. We'll do apology tours with employees, stand up, and tell everybody what you did wrong, and how you regret it now. Joe Estey: And none of that works and yet businesses keep using it. So I would study, what are your real issues? What are the corrective actions you have historically put in place? Which of those really viewed error as involuntary or carried the misconception that it was a matter of choice when it wasn't. And so what kinds of things can you put in place to reduce the opportunity for error? You see in every event there are two things present, the opportunity and the action. You either want to eliminate the action and leave the opportunity in place, or get rid of the opportunity. And you don't have to worry about somebody's action. And. that's the way I would advise businesses to conduct their business. Paul Casey: That's good. Take the eclair out of the refrigerator if you're trying to lose weight. Joe Estey: There you go. That's exactly right. Eliminate the queues, and then you don't have to worry about the response. Paul Casey: Love it. Well, Joe, finally, what advice would you give to new leaders just emerging in their organization or anyone who wants to keep growing and gaining more influence? Joe Estey: Again, great question. First of all, and this has come to me very late in life, and I wish I would have had it earlier in life because it would have served me well. And that is be curious and interested in the way you're doing business and examine it on a regular basis. Don't rely on the results and outcomes to convince you that you're doing well. It could be a matter of luck. And when crisis shows up, it probably shows you that you weren't as quote unquote lucky as you thought. So be curious and interested in the way we get things done and never allow consequence to be your guide. You see, too many businesses allow consequences to be their teacher. Well, when consequence is your teacher it's too late to get the lesson. Now if you go out there every day and you talk to people about what they're doing and how it's going and what's happening, and you realize, man, we had put some things in place that just don't make sense. Joe Estey: You know, there's one consultant who in Europe ask people in organizations what's the craziest thing this company asks you to do on a regular basis? And they always think that he's a shill for company, so they don't answer. But when he gains their trust, they'll say the way we fill out our time cards or the way we have to do this before we do that makes no sense to anybody, but the guy who came up with it. And so they eliminate that. And they eliminate it before they have a consequence. So that's the goal. Be consequence free by being curious. Paul Casey: Good stuff. Well, Joe, how can our listeners best connect with you? Joe Estey: Well, the best way is always through email at... I'm sure you'll put that on the site. I know you. But J-S-D at Lucas Inc dot com or go into the website at Lucas O-P-T, that's for organizational performance teams, dot com and then get a hold of me there. I'm always glad to talk to new people. Paul Casey: Well, thanks again for all you do to make the Tri-Cities a great place and keep leading well. Joe Estey: Oh. I appreciate it, Paul. You too. Appreciate it. Paul Casey: Let me wrap up our podcast today with a leadership resource to recommend. We talked a lot about books today with Joe, and if you just want the cliff notes version of some great books out there, I would encourage you to go to blinkist dot com B-L-I-N-K-I-S-T blinkist.com. They have a free trial. What it does is it curates the big thoughts of the personal growth and leadership books so that you get some quick takeaways without reading the whole book. So if you say like I'm too busy to read. You're not too busy to read these little summaries on blinkist.com. Paul Casey: Again, this is Paul Casey. I want to thank my guest, Joe Estey from Lucas Engineering for being here today on the Tri-City Influencer Podcast. And we want to thank our TCI sponsor and invite you to support them. We appreciate you making this possible so that we can collaborate to help inspire leaders in our community. Finally, one more leadership tidbit for the road to help you make a difference in your circle of influence. So best marketing for any of us is to always get better. Never stop improving. Until next time, [inaudible 00:34:40] throw it forward. Speaker 2: Thank you to our listeners for tuning into today's show. Paul Casey is on a mission to add value to leaders by providing practical tools and strategies that reduce stress in their lives and on their teams so that they can enjoy life and leadership and experience their key desired results. If you'd like more help from Paul in your leadership development, connect with him at growing forward at Paul Casey dot org for a consultation that can help you move past your current challenges and create a strategy for growing your life or your team forward. Paul would also like to help you restore your sanity to your crazy schedule and getting your priorities done everyday by offering you his free control my calendar checklist. Go to W-W dot take back my calendar dot com for that productivity tool or open a text message to seven two zero zero zero and type the word growing. Paul Casey: Tri-Cities influencer podcast was recorded at Fuse SPC by Bill Wagner of Safe Strategies.

Show Notes 6 - Challenge The Rider and The Elephant Summary Make sure you entice The Elephant by making small changes, giving it those feelings that it wants to have a positivity and get some peanuts!2. Help The Rider know which direction they should go. Put up some bright lights, so they know where the destination is located. help them plan, script the moves, reduce the number of choices that The Rider has to make, and help them by making the right choices at the right point by giving them guidance, then point to the destination. create these images of their future self so that they know what the destination looks like. Shape The path, tweak the environment, make The Path as smooth and easy to travel on as you possibly can. And build habits so that we have a little bit of cruise control Help build a community of contagious behavior to carry you through. Challenge Find things in your house that you can create that would help The Elephant be enticed The Rider have a path and a way that you can show The Path as being easy. Come up with creative pictures that will inspire you to see the future you. Content Psychologist Jonathan Haidt -The Happiness Hypothesis - https://www.happinesshypothesis.com/ Chip and Dan Heath - Switch - How to Change Things When Change is Hard by Chip and Dan Heath - https://heathbrothers.com/books/switch/ The Elephant The Rider The Path Jill’s Take Fun Advice Quote

On this week’s Truth to Power, we gather folks into the virtual studio for a community conversation about the 2010 book “Switch: How to Change Things When Change is Hard” by Chip & Dan Heath. The text considers change at every level—individual, organizational and societal. It brings together a plethora of counter-intuitive research in psychology, sociology, and other fields to shed new light on how we can foster lasting change. Forward Radio programmers, Hart Hagan (The Climate Report / Let’s Talk) and Justin Mog (Sustainability Now!) discuss the text and what it can teach those of us struggling to create change in a world that so desperately needs it. From climate change to Black Lives Matter, it’s clear that we need to make a big Switch and this book offers tools to do it effectively. On Truth to Power each week, we gather Forward Radio programmers and friends to discuss the state of the world, the nation, the state, and the city! It's a community conversation like you won't hear anywhere else! Truth to Power airs every Sunday at 4pm, Monday at 2pm, and Tuesday at 9am on Louisville's grassroots, community radio station, Forward Radio 106.5fm WFMP and live streams at http://forwardradio.org

In this 176th episode of The Wired Educator Podcast, I interview Dan Kreiness, host of the Leader of Learning podcast, an extraordinary educational leader and instructional coach in Connecticut. Dan just finished his doctorate in Educational Leadership with a focus on the topic of growth mindset. I enjoy Dan‘s podcast, and I'm excited to have him on the show. We talk about the return to school in all of the different models, growth mindset, remote learning, and instructional coaching.  Dan is a brilliant educational leader. This podcast will help you level-up to make a difference in the lives of students. Let's go! Thank you for choosing this episode of The Wired Educator Podcast! You are awesome!  Dan and I talk about: Dan's SCOPE acronym for what makes coaching growth mindset a medical doctor's opinion on which learning model is best for students (an interesting discussion) transformational leadership to inspire growth mindsets in teachers maintaining a growth mindset around school reopening instructional coaching and leading by coaching differentiating and personalizing learning during hybrid/distance learning and more! Dr. Dan Kreiness is an instructional leader and podcast host who constantly searches for the most effective ways to advance education and produce high student achievement. Dan began his teaching career by spending nearly eight years in the New York City Department of Education as an eighth grade English language arts teacher, academic intervention specialist, and middle level literacy coach, then spent nearly five years at Derby Middle School in Derby, Connecticut as a reading teacher and instructional coach. He is currently an ELA Instructional Coach in the Norwalk Public School District in Norwalk, Connecticut. Dan holds master's degrees in adolescent education and educational leadership and a doctorate in educational leadership. His dissertation and original research were titled, “Transformational Leadership to Inspire Growth Mindset in Classroom Teachers.” Dan was named to the 2017 class of ASCD Emerging Leaders. He is also a Google Certified Educator, Nearpod PioNear, Flipgrid Ambassador, and Wakelet Ambassador. Dan hosts the popular Leader of Learning podcast which can be found on music streaming services such as Spotify, iTunes and Apple Podcasts, Google Play and Google Podcasts, iHeartRadio, Stitcher, and TuneIn, or on any podcast catcher. Dan has been a recurring host and panelist on the EduMatch Tweet and Talk podcast series. He is also an author who features his writing the “Leader of Learning” blog and has contributed guest blogs to The EduCal Blog, Your Instructional Coach, and TeachBoost. In addition to blogging, he also has published works as a contributor to the Edumatch Snapshot in Education (2017) Volume 2: Professional Practice and The EduMatch Teacher's Recipe Guide: Survive and Thrive in the Kitchen and Beyond. Dan is emerging as an expert presenter at educational conferences, trainings, and EdCamps on topics including leadership, growth mindset, podcasting, student engagement, various instructional technologies, and using social media in education. Dan was the creator of the #growthmindsetEDU Twitter chat and Voxer group after his interest in growth mindset was sparked as he studied how to be an effective instructional coach. His specific educational interests include leadership, educational technology, and student engagement. Mentioned in this podcast:  Kelly's new book: Unthink Before Bed: A Children's Book on Mindfulness Dan's website: https://leaderoflearning.com Follow Dan on Twitter: https://twitter.com/dr_kreiness Follow Dan on Instagram: https://instagram.com/dr_kreiness Follow Dan on his Facebook Page: https://facebook.com/leaderoflearning One of Dan's favorite reads is the book Switch: How to Change Things When Change is Hard by Chip Heath.  Sign-up for Kelly's newsletter here. Kelly Croy is an author, speaker, and educator. If you'd like to learn more about Kelly or invite him to your school or conference to speak please send him an email. • Listen to Kelly's other podcast, The Future Focused Podcast and subscribe. • Subscribe to The Wired Educator Podcast with over 176 episodes of interviews and professional development. • Visit Kelly's website at www.KellyCroy.com. • Looking for a dynamic speaker for your school's opening day? • Consider Kelly Croy at www.KellyCroy.com • Order Kelly's book, Along Came a Leader for a school book study or your personal library. • Follow Kelly Croy on Facebook.  • Follow Kelly Croy on Twitter.  •  Follow Kelly Croy on Instagram   

Hello everyone. Buy the book at best price:- https://amzn.to/2XounW3 Hope you are on your way to success. Tell us what to improve and which book you want to hear next by our social handles:- linktr.ee/sillytainment subscribe the podcast if you didn't subscribe it already and tell your friends and family that it is THE BEST PODCAST IN INDIA for book summaries, biographies, and inspirational stories. Death = https://amzn.to/2T4md2E

Change is nothing new to us. For example, we may want to change our overweight body through physical exercise, build up good social relations through positive communication, or increase our knowledge through studying. Everyone has dreamed of making changes, but we often finally give up due to various obstacles in the process. So, what on earth are the factors that influence change? What are the ways to realize change?

Hello everyone. Buy the book at best price:- https://amzn.to/2XounW3 Hope you are on your way to success. Tell us what to improve and which book you want to hear next by our social handles:- linktr.ee/sillytainment subscribe the podcast if you didn't subscribe it already and tell your friends and family that it is THE BEST PODCAST IN INDIA for book summaries, biographies, and inspirational stories. Death = https://amzn.to/2T4md2E

Paul often says the Pain Teacher is the Great Awakener, but how does it really work?Learn how pain works with your brain and the seven personal, spiritual and professional benefits it provides when we engage with it consciously in part 3 of Paul’s cerebral Living 4D series on the Pain TeacherHere’s one tip to get you started: The Pain Teacher offers you choices — should you want to accept them — that can help you move forward…Show NotesWhen pain comes, it brings us into an awareness of what we’ve done or the way we look at things. (3:48)Choose to take responsibility for pain or give up. (4:16)With pain, only you can decide what or who will inspire or motivate you to take care of yourself. (7:16)Self-realization: The process of unwinding pain and disease. (11:56)Pain helps you become more authentic and an inspirational leader for yourself and others. (13:30)Pain teaches us about love. (15:08)The Pain Teacher inspires healing and to enjoy the process of becoming whole. (18:04)Duhkha, the Buddhist concept of suffering or pain. (22:21)Pain brings us into healing relationships with others. (26:29)The reptilian brain and our body’s autonomic systems. (29:04)Paul’s ECHO system (energy, chemistry, hydration and organisms/organic foods we need to eat). (38:01)The reptilian brain and procreation. (43:54)The reptilian brain as the storehouse of negative bias. (46:32)The mammalian brain that creates emotions and our desire for connection. (50:53)The Pain Teacher can show up to teach us how to communicate more effectively. (59:36)The neocortical brain and the perceptions and differentiation of thoughts and emotions. (1:03:57)The neocortical brain and our belief in a god, God, and GOD. (1:11:13)Pain and problems arise when our lives are populated with outdated myths. (1:18:31)Evil = living backward. (1:20:39)The Pain Teacher will ground you in the present, forcing you not to get trapped in the past or future. (1:28:51)ResourcesThe Spiritual Universe: One Physicist’s Vision of Spirit, Soul, Matter and Self by Fred Alan WolfThe triune brain concept developed by neuroscientist Paul MacLeanPaul’s Living 4D conversations with Dr. James Hollis and James Wanless and Sanjay RawalThe Great Hack on NetflixSwitch: How to Change Things When Change is Hard by Chip and Dan Heath How to See Yourself as You Really Are by the Dalai Lama and Jeffrey HopkinsRandy Veitenheimer on GaiaIt Didn’t Start With You by Mark WolynnNonviolent Communication: A Language of Life by Marshall RosenbergNonviolent Communication: The Basics As I Know and Use Them by Wayland MyersKen Wilbur’s Integral Theory

Do you want to change? How's that going for you? Greg and Keith take on a favorite subject as they make a habit of talking habits. This episode features some great source material from Hidden Brain (Dec 30, 2019 "Creatures of Habits") and one of our all-time fave reads "Switch: How to Change Things When Change is Hard" by Chip and Dan Heath. If you've ever set out to tweak a routine or break a bad habit only to sabotage yourself or experience failure, this is for you! Come along for a listen, test yourself in the hot seat and experience a new segment "The Futures Past." Thanks for checking out the show, join us again next time as we discuss cheating, lies and deception, sharing what we've learned and adding some value to the world.

Do you want to change? How's that going for you? Greg and Keith take on a favorite subject as they make a habit of talking habits. This episode features some great source material from Hidden Brain (Dec 30, 2019 "Creatures of Habits") and one of our all-time fave reads "Switch: How to Change Things When Change is Hard" by Chip and Dan Heath. If you've ever set out to tweak a routine or break a bad habit only to sabotage yourself or experience failure, this is for you! Come along for a listen, test yourself in the hot seat and experience a new segment "The Futures Past." Thanks for checking out the show, join us again next time as we discuss cheating, lies and deception, sharing what we've learned and adding some value to the world.

Brandi and Patty welcome Theran Fisher back to the podcast, this time to discuss Chip and Dan Heath's immensely useful book "Switch."  As a part of his role with UVA's Talent Development department, Theran has used "Switch" to help many professionals understand how to understand and motivate themselves and their teams during times of change.  Get on your elephant and listen in!   Resources Mentioned: UVA Talent Development Heath Brothers resources on Switch (and their other books, too!) Power of Habit Podcast   Theran's previous pods:   Self Awareness and Self- Leadership Self-Awareness and Work Relationships  

Tim Baker, Tim Church and Tim Ulbrich talk through avoiding lifestyle creep, a simple but powerful philosophy for achieving wealth. Mentioned on the Show Airbnb 7 Figure Pharmacist by Tim Church, PharmD and Tim Ulbrich, PharmD The Millionaire Next Door: The Surprising Secrets of America’s Wealthy by Thomas J. Stanley and William D. Danko The Next Millionaire Next Door: Enduring Strategies for Building Wealth by Thomas J. Stanley and Sarah Stanley Fallaw Ph.D YFP Planning Switch: How to Change Things When Change is Hard by Chip Heath and Dan Heath YFP 057: The Power of Automating Your Financial Plan Join the YFP Community

Kuinka puristat tiedosta toimintaa?Yksilö- tai organisaatiotason muutoksessa ei ole yleensä haasteena se ettemme tietäisi mitä tulisi tehdä. Siitä että tiedämme mitä tulisi tehdä on pitkä matka siihen että toimisimme tämän tiedon mukaan (ns. knowing doing gap).Nykyisin kun tieto on helposti, nopeasti ja lähes ilmaiseksi kaikkien saatavilla on kyvystä muunta tieto tekemiseksi tullut kenties tärkein metataito.Toisessa PikaPika Podcastissa käsitellään Chip ja Dan Heathin kirja Switch: How to Change Things When Change is Hard.Kun ymmärrät podcastissa 42 minuutissa 19 sekunnissa esiteltävät yhdeksän keskeisintä muutokseen vaikuttavaa tekijää olet hyvin varusteltu puristamaan tiedosta toimintaa.Avaa PikaPika Podcast Apple iTunes:ssa. PikaPika Podcast RSS

I am excited to to sharing this weeks episode with you, it might be one of my favorite interviews ever.  Dr. Krista Scott-Dixon is a former university researcher and professor who escaped academia to pursue her passion of goofing around on the internet answering health and fitness questions. Currently as the Director of Curriculum for Precision Nutrition, she creates coaching programs and learning materials for both clients and coaches pursuing the PN Certifications. And today, she is sharing how behavioral science can help us improve our health.  1. Intro  2. Sponsor: Perfect Keto & Equip Foods (1:45) ‘fullbodyfix‘ 10% off your first order 3. Interview: Dr. Krista Scott-Dixon (2:26)  4. What is Precision Nutrition? (10:58)  5. Sponsor: STR/KE MVMNT (13:06)  15% off code ‘fb_pc_15‘ 6. Topic of the Day: Behavioral Sciences of Habits (13:41)  7. Language with Health (19:35)  F Exercise Try This Instead 8. A few Practical Steps (27:27)  9. Learn More (34:00)  Behavioral Psycology  Switch: How to Change Things When Change is Hard - Chip Heath The Tools - Phil Stutz Thinking, Fast and Slow - Daniel Kahneman The Power of Habit by Charles Duhigg Mindless Eating - Brian Wansink 10. Connect with Dr. Krista (36:11)  Precision Nutrition Stumptuous Facebook Instagram Twitter Please tell a friend who loves fitness and rehab about our podcast! We’re on every major podcast platform including iTunes, Stitcher and Google Play. Don’t forget to leave a review. Full show notes can always be found in the Archive.

Jason Lauritsen hates work. It’s ironic that he is the one who tells companies how to fix work for their employees, and he’s pretty darn good at it. Some of the big topics Jason and Laurie tackle are the relationships, where change needs to start, and how to fix the situation you’re in right now. Why does Jason hate work? It’s simple. He can’t stand following leaders who have no idea where they’re going. Jason shares the personal problems he’s faced in dealing with employers versus in consulting. He also shares why many of his employers have offered him money to leave work. Work sucks for the rest of us, too. Jason has some very pointed reasons why this is so, and he puts words to what you’ve been feeling for a long time now. He provides some insights on why it’s happening, including the dissonance in how an employee sees work versus how an employer sees it: relationship versus contract. How many jobs have you had where your managers call the team a family but treat it like contract labor? While Laurie and Jason might have differing opinions on whether or not work CAN be a family-type situation, Jason has some interesting ideas defending the idea of family in the workplace. Laurie and Jason discuss a list of authors who are masters of psychology at work and similar fields; you’ll want to grab a pen and write these down: Dan Crosby, Dan Ariely, the Heath brothers, and more. Also, check out ‘What Color is Your Parachute.’ If you’re stuck at a dream and you aren’t sure how to make the jump into entrepreneurism, then you need to hear what Jason has to say about it. It starts with a pen and a piece of paper, but are you willing to take the step right after that? Remember, it doesn’t have to be all or nothing, and Jason and Laurie explain how their hobbies became side hustles, which became careers. What does it take to do Jason’s job? He gives some tips on speaking, on being an entrepreneur, the precarious balance between content and art, and more. Resources mentioned: Predictably Irrational, Revised and Expanded Edition: The Hidden Forces That Shape Our Decisions by Dan Ariely What Color is Your Parachute Switch: How to Change Things When Change is Hard by Chip and Dan Heath The Laws of Wealth by Dan Crosby Find Jason: Website Twitter Facebook YouTube LinkedIn  We hope you enjoyed this episode! If so, please subscribe and leave a review! Let’s fix work, together.

Chip Heath: The Power of Moments Chip Heath is the co-author, along with his brother Dan Heath, of three bestselling books including Decisive: How to Make Better Decisions in Life*, Switch: How to Change Things When Change is Hard*, and Made to Stick: Why Some Ideas Survive and Others Die*. Their new book is The Power of Moments: Why Certain Experiences Have Extraordinary Impact*. Key Points Very few people have a great first day at work. Transitions matter to people. Creating meaning is something we don’t do nearly enough. Good change efforts are elegantly simple. “Frankly, there isn't anyone you couldn't learn to love once you've heard their story.” -Fred Rogers Resources Mentioned The Power of Moments: Why Certain Experiences Have Extraordinary Impact* by Chip Heath and Dan Heath Decisive: How to Make Better Decisions in Life* by Chip Heath and Dan Heath Switch: How to Change Things When Change is Hard* by Chip Heath and Dan Heath Made to Stick: Why Some Ideas Survive and Others Die episode (329) 7 Days of Memories Video: How to Write a Mission Statement That Doesn't Suck Book Notes Download my highlights from The Power of Moments in PDF format (free membership required). Related Episodes How to Create Leadership Connections In the Smallest of Moments, with Doug Conant (episode 136) How to Transform Your Limitations Into Advantages, with Mark Barden (episode 207) Get Better at Onboarding Employees, with Amanda Davis (episode 288) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Chip Heath: The Power of Moments Chip Heath is the co-author, along with his brother Dan Heath, of three bestselling books including Decisive: How to Make Better Decisions in Life*, Switch: How to Change Things When Change is Hard*, and Made to Stick: Why Some Ideas Survive and Others Die*. Their new book is The Power of Moments: Why Certain Experiences Have Extraordinary Impact*. Key Points Very few people have a great first day at work. Transitions matter to people. Creating meaning is something we don’t do nearly enough. Good change efforts are elegantly simple. “Frankly, there isn't anyone you couldn't learn to love once you've heard their story.” -Fred Rogers Resources Mentioned The Power of Moments: Why Certain Experiences Have Extraordinary Impact* by Chip Heath and Dan Heath Decisive: How to Make Better Decisions in Life* by Chip Heath and Dan Heath Switch: How to Change Things When Change is Hard* by Chip Heath and Dan Heath Made to Stick: Why Some Ideas Survive and Others Die episode (329) 7 Days of Memories Video: How to Write a Mission Statement That Doesn't Suck Book Notes Download my highlights from The Power of Moments in PDF format (free membership required). Related Episodes How to Create Leadership Connections In the Smallest of Moments, with Doug Conant (episode 136) How to Transform Your Limitations Into Advantages, with Mark Barden (episode 207) Get Better at Onboarding Employees, with Amanda Davis (episode 288) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

How do you change things when change is hard? First, you should read Switch, by Chip and Dan Heath ... Or if you're strapped for time, listen to my Mini-Monday episode that focuses on this topic. According to the Heath Bros change centers on 3 elements: Rider (logic) Elephant (emotion) Path (necessary steps for change) Leaders need to be aware of each of these 3 elements to effectively instill change in their organization. Make sure you listen to the entire episode for a few anecdotes and examples of what you can do in your school or district to more effectively be a change agent. Resources Switch Do you need accountability? Text BETTERMASTERMIND to 33444 Daniel wants to work with you and help you accelerate your leadership development and increase your impact.   Follow Me and Get Behind the Scenes Access on SNAPCHAT!!!   BECOME A PATRON OF THE SHOW FOR AS LITTLE AS $1/MONTH DID YOU LIKE THE SHOW?  iTunes SUBSCRIBE HERE! SHOW SOME LOVE: PLEASE LEAVE A 5-STAR RATING AND REVIEW Grab your FREE 15 Phrases of Effective School Leaders  Text PHRASES to 33444 or click the link above.   Website :: Facebook :: Insta :: Twitter :: LinkedIn    Show Sponsors KickUp: KickUp is a professional learning data analytics company that provides an easy-to-use platform to help school leaders optimize their PD resources and efforts by: Soliciting and synthesizing teacher input on PD needs Creating an intuitive, simple dashboard of needs so leaders can take immediate and informed action to support teachers Measuring and reporting on the impact of those efforts over time Schools, districts, and charter networks leverage KickUp’s platform and consultative support to synthesize data so that all stakeholders--administrators, coaches, and teachers--can monitor progress, identify meaningful professional learning actions, and demonstrate and share impact. What Great Educators Do Differently This conference hosts professional learning and networking events for educators serving in teaching and leadership roles. The next WGEDD conference is October 14 and 15 in beautiful Kansas City, MO. The conference is a two-day eventsfeaturing world class learning and presenters such as Todd Whitaker, Pernille Ripp, George Couros, Kenneth Williams, Tom Murray, Joe Sanfelippo, Angela Maiers, LaVonna Roth, Garnet Hillman, Shannon McClintock Miller, and Erin Klein to name a few.  Audbile: Try over 180,000 titles on any smart device or computer.  I've downloaded and enjoyed books by Charles Duhigg, Zig Ziglar, Tony Robbins, and Gary Vaynerchuk so far.  

APQC CEO, Dr. Carla O'Dell, recently interviewed Chip Heath, and asked Chip about confirmation bias and his newest book, Decisive: How to Make Better Choices in Life and Work. Chip is a professor at Stanford University, and along with his brother Dan Heath, is a master at taking complex ideas based on cognitive science research and translating them into actionable advice. The Heath Brothers have had best sellers with Made to Stick: Why Some Ideas Survive and Others Die and Switch: How to Change Things When Change is Hard. Remember to follow us on Twitter @apqc!

Doug Gfeller, Master Certified Coach shares how executive coaching can help executives and organizations navigate the challenges of change.  He ties his thoughts to the book Switch: How to Change Things When Change is Hard written by Chip Heath and his brother Dan Heath.

Leading change is perhaps one of the most challenging things that 21th century principals have to do. Our guest is the best selling author of "How to Change When Change is Hard." In this segment he applies his research to school principals struggling with being an agent of change.

The Mojo Mom Podcast is all about providing parents with valuable information that applies to all aspects of life. Parents are leaders and change agents.  So this week Amy Tiemann welcomes Dan Heath back to the podcast to talk about his brand-new bestseller co-authored with Chip Heath, "Switch:  How to Change Things When Change is Hard." Whether you are a PTA volunteer, community organizer, or CEO, "Switch" will change the way you look at change.  Dan explains the guiding metaphor of "Switch" and inspiriging examples of people creating big change in difficult situations. Listen in, check out the Heath Brothers' website for more information, and read Amy Tiemann's full review of "Switch." 

Full transcript here