Podcasts about company culture

Rebranding your show can go right or wrong, and Holly Shannon joins us to share her advice if you want to rebrand and how her podcast pivoted in five seasons without losing its global ranking. Don't miss our conversation to learn more about her experience and the value of podcasting to your business!   WHAT TO LISTEN FOR Advantages of evolving and rebranding your show 3 ways a podcast can support a business Pro tip on getting notable personalities on your podcast The value of having a high-ranked show and how to boost yours How to successfully rebrand your podcast   RESOURCES/LINKS MENTIONED Ep63: Why You Need To Frame And Structure Your Show - Holly Shannon  SETH GODIN: Bestselling Author of The Song of Significance Google Translate NPR This Is Marketing by Seth Godin | Kindle, Paperback, and Hardcover LinkedIn Simplecast Morning Brew Daily | Apple Podcasts and Spotify Instagram GarageBand for Mac Clubhouse   ABOUT HOLLY SHANNON Holly is a 3-time entrepreneur, podcast host, author, and speaker. She has diverse experiences in 5-star hospitality, leading teams in the event space. Holly's podcast is ranked in the top 1.5% globally out of over 2.8 million podcasts and is heard in over 105 countries. Coffee Culture is season 5 of her original production, Culture Factor. Holly speaks onstage and has been on SXSW at Podfest and NFT.NYC recently. She has spoken at notable universities like Penn State for their innovation and entrepreneurship classes. Holly is also the author of Zero To Podcast.    CONNECT WITH HOLLY Website: Holly Shannon  Podcast: ‎COFFEE CULTURE with Holly Shannon | Apple Podcasts and Spotify LinkedIn: HOLLY SHANNON   CONNECT WITH US If you are interested in getting on our show, email us at team@growyourshow.com. Thinking about creating and growing your own podcast but not sure where to start? Click here and Schedule a call with Adam A. Adams! Upgrading your podcast equipment or maybe getting your first microphone? Get Your Free Equipment Guide! We also have free courses for you on everything you need to know about starting a great podcast! Check out our first six episodes through the links below! Identify Your Avatar - Free Course 1/6 What To Do BEFORE You Launch Your Podcast - Free Course 2/6 How To Launch A TOP Show - Free Course 3/6 Best Marketing And Growth Strategies - Free Course 4/6 How To Monetize Your Podcast - Free Course 5/6  Top 22 Pitfalls On Starting Your Own Podcast - Free Course 6/6 If you want to make money from your podcasts, check out this FREE resource we made. Our clients use a sponsor sheet, and now they are making between $2,000 to $5,000 from sponsorship!  Subscribe so you don't miss out on great content and if you love the show, leave an honest rating and review here!

Multitasking sucks.  This week, Pat, Cody and Tracy discuss switching costs, corporate attention deficit, and the problems with what we consider to be 'multitasking'.   To listen to the Working Genius Podcast: https://www.workinggenius.com/podcast   To take the Six Types of Working Genius Assessment: https://www.workinggenius.com/

Marvin and I preview his Team Building and Company Culture workshop at the LCR Summit 2024 on January 19th & 20th. Register below! Thanks for Listening!  LCRSummit.com   More episode links below... https://linktr.ee/lawncarerookie   Podcast Merch https://teespring.com/stores/lcr-6  

Couldn't make it to our live stream on LinkedIn, YouTube, or Facebook? We've got you covered.Relive the insightful journey into "The Power of Company Culture in Your Job Search" with the replay of ECU Podcast Episode 108!Explore the transformative impact of aligning with the right company culture as Tim and Kristina Madden, your expert hosts, guide you through the nuances of finding not just a job but a fulfilling career. This replay is your second chance to navigate the intricate dynamics of organizational culture and discover your perfect professional fit.Don't miss out on this valuable conversation that could redefine your career journey. Secure your front-row seat for a replay experience that brings the power of company culture to the forefront.We're excited to have you join us, even if it's after the live broadcast. Happy listening! ECU Podcast Episode 108 Replay: "The Power of Company Culture in Your Job Search"

Employees are the backbone of any successful company. So, what happens if the culture within a workplace doesn't function properly? In many cases, it can lead to an array of challenges for the business – and Richard Watson joins us to explain how to avoid this… Richard is a financial strategist who provides wealth management advice for CPAs, tax professionals, attorneys, and more. He is also the author of A Firm Worth Building: Running a Better Professional Business, a book that helps lawyers unlock their firm's potential by creating new possibilities for growth and personal freedom. Tune in now to discover: The biggest business challenges that Richard has been able to overcome.  The importance of learning how to delegate different roles within a company. How to use your employees' skills to your company's advantage. What company culture is, and how to manage it.  You can learn more about Richard and his expertise here!

Jaya Prasad, previously Head of Global Workplace Experience, Engagement, and Communications with Poshmark, joins Amanda Ma, CEO of Innovate Marketing Group to discuss the impact of company culture and how to set up your team for success. Listen now on EventUp!  Jaya Prasad has over twenty years of experience in corporate workplace strategy, employee experience, large-scale change management, experiential event production, and internal communications. Jaya focuses on designing and executing innovative workplace programs and technology that improve employee productivity, enhance engagement, build trust, and increase overall company sentiment. Follow us! https://www.instagram.com/innovatemkg/ https://www.linkedin.com/company/innovate-marketing-group https://www.youtube.com/@innovatemarketinggroupinc.7348

In this episode, Tim and Junior conclude their series on emotional intelligence (EQ) by discussing practical ways to improve it. They explain that EQ is a learnable skill that requires deliberate practice focused on improving behaviors. The key is consistently gathering feedback, monitoring your progress, and making incremental improvements over time.5 Key Takeaways with Timestamps EQ is a learnable skill, not a fixed trait (0:02:46) - Unlike IQ which is relatively stable, EQ can be improved significantly through effort and practice over time. Willingness and self-awareness are key to improvement (0:17:35) - You have to be willing to see your deficiencies clearly and put in the hard work to change your behavior. Motivation comes from within (0:30:18) - No one can give you motivation, you have to find it in yourself by considering the costs of not improving. You have to change your behavior (0:38:00) - You can't just think your way to better EQ, you have to deliberately practice new behaviors. It's an ongoing cycle (0:49:13) - Continuously self-monitor, gather feedback, improve your behaviors, and repeat. EQ improves incrementally with consistency. Important Links Show Notes: leaderfactor.com/podcast EQ Index Self-Assessment: https://www.leaderfactor.com/eqindex Feedback and Episode Requests: info@leaderfactor.com

Are you looking for ways to prevent a toxic work environment in your business? Look no further! Join Gwenn and Jeremy on this episode of Bootstrappers as they share the five ways virtual assistants can help fix toxic company cultures. Gain valuable insights on how to foster a highly productive and positive work environment, especially when working with remote employees.   Follow the link for 20 ways to build team synergy and empower your remote teams.   To see how a remote professional can help you. Visit us at Anequim. This podcast is produced by Two Brothers Creative 2023.

Join Ed Mysogland and guest Amber Fields, Chief Culture Officer at TrueU, as they explore the profound impact of company culture on business value. If you have spent any time in the central Indiana business community, you will have heard about TrueU. Once you learn about TrueU - their work and the people they serve - you can't help but become a fan. On this week's Defenders of Business Value Podcast, we visit with TrueU's Chief Culture Officer and Partner, Amber Fields. Over the 100+ episodes, most people cite their people as their most significant asset in the value stack, yet many need help attracting and retaining them. Amber made us think about our culture and where we are going and I'm sure you will be thinking about your culture and people, too.  Connect with Amber: LinkedIn: linkedin.com/in/amberwestfields Website: trueu.com Email: amber.fields@trueu.com  ************ About the Show The Defenders of Business Value Podcast combines nearly 31 years of valuation and exit planning expertise working with business owners. Ed Mysogland has a mission and vision to help business owners understand the value of their business and make it a salable asset. Most of the small business owner's net worth is locked in the company, and to unlock it, a business owner has to sell it. Unfortunately, the odds are against business owners that they won't be able to sell their companies because they don't know what creates a saleable asset. Ed interviews experts who help business owners prepare, build, preserve, and one-day transfer value with the sale of the business.   ************ For past guests, please visit https://www.defendersofbusinessvalue.com/ Follow Ed: Connect on LinkedIn: https://www.linkedin.com/company/defenders-of-business-value Twitter: https://twitter.com/sellabizpod Instagram: https://www.instagram.com/defendersofbusinessvalue/ Facebook: https://www.facebook.com/bvdefenders  

Step into a groundbreaking discussion with Jasmine Bellamy, the visionary Vice President of Merchandising, Planning, and Allocation at Reebok, and the founder of Love 101 Ministries. This episode draws a vivid contrast between the authoritarian, paternalistic leadership styles of 1980s corporate titans like GE's Jack Welch and Scott Paper/Sunbeam's Al "Chainsaw" Dunlap, and today's evolving ethos of 'Leading with Love'. Jasmine unravels the transformative power of love in reshaping organizational culture, challenging the outdated paradigms of corporate leadership. She shares her journey at Reebok, from implementing 'Courageous Conversations' to advocating for a DEI approach that goes beyond ticking boxes. This episode is a must-listen for those ready to embrace a leadership style that combines empathy, connection, and a deep commitment to cultural change - a stark departure from the command-and-control legacy of the past. Key Takeaways: Leading with Love: Jasmine emphasizes the need for organizations to prioritize love as a foundational practice. By treating people well, fostering connections, and operating from a place of abundance rather than scarcity, companies can create supportive cultures that not only benefit individuals but also drive organizational success. Courageous Conversations: Jasmine's work at Reebok includes leading their "Courageous Conversations" program, which addresses topics such as unconscious bias, microaggressions, and specific issues like API hate. Be the Change: Transforming the corporate landscape requires individuals to be the change they want to see. By leading with love, she believes we can create a ripple effect that transforms not only our own experiences but also the experiences of those around us.  

It's holiday season, and for most of us, it won't hurt to be a little more vulnerable with the people around us.  This week, Pat and the team discuss some simple ways to strengthen our relationships.     To listen to the Working Genius Podcast: https://www.workinggenius.com/podcast

On this episode of Team Building Saves the World we wrap up Season 4 with leadership expert Lisa Nordquist. Join us as we explore practical insights, success stories, and actionable strategies for effective leadership, employee engagement, and organizational change. Listen as we uncover the keys to putting theories into practice, as Lisa shares her invaluable experiences and innovative approaches, guiding listeners towards a transformative journey in pursuit of organizational excellence. You don't want to miss this one.

In this episode of Talent Takeover Unfiltered, Brianna and Taylor tackle the challenging decision of taking a pay cut in today's dynamic job market. As the professional landscape evolves, job seekers are confronted with new technologies like automation and machine learning, reshaping the hiring process. They dig into the nuanced considerations when faced with the prospect of a lower salary, exploring scenarios where this decision could be a stepping stone rather than a setback. From evaluating your financial situation to contemplating long-term career goals, they provide practical insights to guide your decision-making process. Listen in for raw and unfiltered discussion that goes beyond the financial aspect, emphasizing the importance of mental health and well-being in navigating the twists and turns of your career path. If you're grappling with this decision or simply curious about the evolving job market, this episode is a must-listen. Tune in and gain actionable strategies to navigate your career with resilience and purpose.The book mentioned in the episode: Never Search Alone (https://amzn.to/45HFUQ0)We want to hear from you! Connect with us on Instagram at @talent_takeover_unfilteredTo watch this episode, visit The Millionaire Recruiter YouTube channel https://youtu.be/QnWPr8NZhZMShop Talent Takeover Unfiltered merch: https://shop.thriversity.io/collections/talent-takeover-unfiltered-merchTimestamps:0:00 - Introduction2:19 - Taking a Pay Cut for a New Job2:21 - Considering the Market Conditions2:46 - The Challenges of Taking a Pay Cut3:05 - Factors to Consider3:11 - Holding Out for a Better Opportunity4:38 - Being Honest with Employers8:50 - The Mental Health Journey in Job Searching9:58 - The Importance of Wins and Course Correction11:45 - Company Culture and Environment20:10 - Knowing Your Worth and Being Smart22:13 - Surviving in the Job Market23:45 - Preparing for Life After a Pay Cut24:27 - Do What's Best for You25:19 - Broke to Boss Tip: Take Care of Yourself**This description does contain affiliate links, which means if you use the link, we will get a small commission. We only partner with brands that we believe in. Thank you for supporting us and this channel. It helps us to keep on making content for you.

In another enlighening episode of Better Leaders, Better Workplaces, host Vivian Blade invites Colonel Charlie Davis, a retired military intelligence expert, to delve into the untapped potential of vulnerability in leadership. Together, they uncover the transformative impact of embracing personal resilience, fostering authentic connections, and reshaping organizational culture. From combat zones to boardrooms, this thought-provoking discussion will empower listeners like you to navigate challenges with grace and lead their teams to extraordinary heights.  Vivian and Charlie discuss the importance of role modeling vulnerability in the business world and uncover the key to developing resilient teams and organizations. Charlie is particularly surprised by just how much people crave engagement with their leaders and how even one person can make a significant impact on an organization, regardless of their position. Connect with Col. Davis: email - charliedavis@davisscc.com | LinkedIn   Resources: Virtual Fireside Chat with Col. Charlie Davis, Tuesday, November 28, 12:00 p.m. ET:  Register for live event or recording 10 Critical Questions to Jump-Start Resilience

This week, the team talks about the Genius of Galvanizing, and the depth associated with it that we might not always recognize.  We'll finally land the plane on our next episode, where we will discuss the Genius of Tenacity.     To listen to the At the Table Podcast: tinyurl.com/atthetablepodcast   To take the Six Types of Working Genius Assessment: https://www.workinggenius.com/   To become a Certified Working Genius Facilitator: https://workinggenius.me/certpodcast23

Taking a company from idea to household name is always difficult. But the past few years presented challenges that caught even the most-seasoned CEOs off guard.In this episode, you'll hear from two CEOs that navigated these waters and somehow, came out on the other side. These recordings come straight from our exclusive Connect/Enterprise event, bringing together top executives across the a16z network. Resources:Additional content from Connect/Enteprise:Enterprise Startups: Advice on Hiring, Firing, Scaling, and SellingBuilding Products With Generative AI Learn more about company-building: https://a16z.com/category/company-building/ Stay Updated: Find a16z on Twitter: https://twitter.com/a16zFind a16z on LinkedIn: https://www.linkedin.com/company/a16zSubscribe on your favorite podcast app: https://a16z.simplecast.com/Follow our host: https://twitter.com/stephsmithioPlease note that the content here is for informational purposes only; should NOT be taken as legal, business, tax, or investment advice or be used to evaluate any investment or security; and is not directed at any investors or potential investors in any a16z fund. a16z and its affiliates may maintain investments in the companies discussed. For more details please see a16z.com/disclosures.

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“Commit to hiring the best people.” -Mike Kaeding Jeffrey Feldberg and Mike Kaeding talk about how Mike has vertically integrating his construction company to reduce costs and increase efficiency. He has also created an investment platform, Norhart Invest, which allows retail investors to deposit money and earn a fixed interest rate. He has gone through SEC approval to make this possible.Mike suggests that to attract world-class talent, companies need to have someone doing the recruiter role and be able to sell themselves to potential hires. He also encourages companies to be brave and make the hard choices to let good people go so they can find the great ones.Click here to subscribe to The Deep Wealth Podcast to save time and effort.SELECTED LINKS FOR THIS EPISODENorhartZero to Unicorn on Apple PodcastsMike Kaeding (@mikekaeding) / XNorhart | Forest Lake MNMike Kaeding - Chief Executive Officer - Norhart | LinkedInCockroach Startups: What You Need To Know To Succeed And ProsperFREE Deep Wealth eBook on Why You Suck At Selling Your Business And What You Can Do About It (Today)Book Your FREE Deep Wealth Strategy CallResources To Have You Thrive And ProsperThe Deep Wealth Podcast helps you extract your business and personal deep wealth. You'll learn and master the foundational strategies in the Deep Wealth 9-step Roadmap. These are the same strategies that our co-founder, Jeffrey Feldberg, leveraged for his 9-figure exit.Enroll in the 90-day Deep Wealth Mastery program to grow profits, increase the value of your business, and optimize your post-exit life. Send an e-mail to insights{at}deepwealth.com with the words "Deep Wealth" in the subject line for more information. Click the link below to access the resources, gear, and books that either our guests or the Deep Wealth team leverage to increase success:https://www.deepwealth.com/thriveContact Deep Wealth: The Deep Wealth Strategy Map Tweet @JeffreyFeldberg LinkedIn Instagram Subscribe to The Deep Wealth Podcast Email podcast[at]deepwealth[dot]com Help us pay it forward by leaving a review.May you continue to thrive and prosper while remaining healthy ...

In this episode, Tim and Junior delve into what they term the 'core logic'—a vital exploration of how EQ is not just an individual trait but the cornerstone of collective team intelligence. As they unpack the causal chain, they reveal how EQ is the linchpin in cultivating a safe space for vulnerability, ultimately steering both personal growth and organizational success. Key Points The Importance of Assessing Emotional Intelligence [00:03:12]Junior underscores the importance of measuring emotional intelligence. He invites listeners to anticipate the launch of EQindex™ as a pivotal development opportunity and invites listeners to join the waitlist at www.leaderfactor.com/eqindex. The Essence of EQ [00:07:45]EQ is defined as the ability to interact effectively with others. The discussion revolves around the nuances of 'effectiveness' and its significance in personal and professional realms. Psychological Safety as Rewarded Vulnerability [00:12:30]The concept of psychological safety is explored as a cultural norm where vulnerability isn't just accepted; it's celebrated and seen as a strength. Causal Relationship Between EQ and Success [00:18:55]A clear line is drawn connecting individual EQ to team psychological safety, and further to the tangible impacts on career progression and organizational achievement. The Interplay of EQ and Organizational Culture [00:24:10]A hypothesis is presented that individual habits of emotional intelligence are the seeds from which team cultural norms grow, particularly through leadership influence. Important Links Episode Series on Emotional Intelligence: https://www.leaderfactor.com/podcast/what-is-emotional-intelligence Leader Factor EQ Index: www.leaderfactor.com/eqindex Show Notes: leaderfactor.com/podcast Feedback and Topic Requests: info@leaderfactor.com

Anastasia Tarpeh-Ellis is the Co-founder of Bosa, a community-driven platform designed to help individuals achieve their goals and aspirations by providing a comprehensive and effective goal management system. Before Bosa, she was instrumental in establishing and managing accelerators for GRID110 and Backstage Capital, in addition to her service in local government. Anastasia possesses an unwavering passion for cultivating authentic relationships and empowering others to attain financial independence through entrepreneurship. Additionally, she is an amateur real estate investor and angel investor in start-ups. In this episode… Embarking upon a startup venture can be an intimidating undertaking. Even the most resolute leaders will likely face a fair share of challenges, such as extended waiting periods and unanticipated obstacles. While acquiring capital is the foremost obstacle, creating a robust and long-lasting enterprise is an even greater challenge that demands a superior level of diligence. Anastasia Tarpeh-Ellis is a successful entrepreneur who co-founded and developed her business, Bosa, with great dedication. She has been associated with Backstage Capital, a venture capital fund that invests in underrepresented founders' businesses. This affiliation not only provided her with a structured framework and access to funding but also imparted invaluable lessons that influenced her company's growth. As a result of her entrepreneurial journey, she established an organization to assist others in overcoming similar challenges in starting their own businesses. In this episode of Next Wave Leadership, Dov Pollack interviews Anastasia Tarpeh-Ellis, the Co-founder of Bosa, on her startup journey and business growth. They touch on her personal story, the steps she took to get Bosa off the ground, and the lessons she took from Google and Background Capital. The two also discuss culture and marginalized groups in the business world.

Facing post-pandemic culture challenges, Stacey McKinnon, COO and CMO of Morton Wealth, decided they had to find a "new way." Dedicated to creating fulfillment, driving firm growth and creating an unmatchable client experience, they decided to do just that. It's highly unconventional and it's working.Embracing the principles of "Brave New Work" her strategy cultivated a vibrant culture of active contributors rather than executors, sparking a remarkable growth. When we learned about her incredible achievements, inviting her to our podcast was a no-brainer. If you're looking to elevate your firm's management style, this episode is for YOU.Stacey's LinkedIn | https://www.linkedin.com/in/stacey-mckinnon-morton/Morton Wealth's LinkedIn | https://www.linkedin.com/company/mortonwealth/Morton Wealth's Website | https://www.mortonwealth.com/Subscribe to never miss an episode and connect with us on: Website | https://bit.ly/FiCommPartnersInstagram | https://bit.ly/FiCommInstagramLinkedIn |  https://bit.ly/FiCommLinkedInTwitter | https://bit.ly/FiCommTwitter

On our last few episodes of the Inclusion in Progress podcast, we've been sharing examples of the types of diversity, equity and inclusion (DEI) work we've done with client partners.    In today's episode, we're speaking with Jimmy Rose, former Vice President for Employee Experience at Cotiviti. Since connecting with Jimmy in 2020, we were fortunate to partner with him to establish DEI foundations for his company, teams and larger company culture.   In our conversation, we discuss:   How Jimmy first got into DEI work and how he's seen the industry shift through the lens of Operations, HR and Employee Experience in Cotiviti How it was like to partner with us at Inclusion in Progress — and why he recommends working with an external consultant to focus a company's DEI goals in the early stages How the current landscape affects the urgency of DEI objectives companies set during the pandemic — and Jimmy's advice for practitioners when facing pushback or discomfort   If you want to partner with IIP to create more equitable, effective teams in your hybrid workplace — email info@inclusioninprogress.com to book a free no-pressure consultation with our team.    In This Episode: [3:19] ​​Jimmy reflects on his solo journey in leading DEI efforts and recognizing the need for external support. [7:04] Using data collection to understand the current status and identify areas for improvement within your organization. [11:08] The importance of cultural sensitivity when discussing diversity and inclusion. [15:04] Jimmy talks about starting an ERG at the organization he worked for with no budget, and the importance of getting started.   Links: info@inclusionandprogress.com  www.inclusioninprogress.com/podcast www.linkedin.com/company/inclusion-in-progress   Learn more about Jimmy Rose. Sign up for our July 2023 podcast mini-series: “Hybrid Work & Company Culture”. Download our 2023 Executive Roundtable Findings. Want us to partner with you on building more inclusive distributed work? Get in touch to learn how we can tailor our services to your company's DEI and remote work initiatives. Read our Forbes features on Ways to Support Employee Mental Wellbeing, What Self Care Looks Like For Us, and How to Create Effective Online Diversity Training. Learn how to leave a review for the podcast.  

M&A refers to the phrase mergers and acquisitions, a term used when one company merges with or buys another and covers the whole process from beginning to end. Today our host, Stuart Elliott, is joined by HR M&A Lead, Graham Poole to speak about why the role of HR is so critical to this process.During their conversation, Stuart and Graham discuss the role of HR in the M&A process, the aligning of workforce and culture of the two merging entities, the best practice for a smooth transition and some key considerations for companies during the due diligence phase of the merge. They also touch on the challenges HR teams can face during the integration process and tips for HR professionals embarking on an M&A journey. Graham is an experienced international HR Director with a global track record in successful HR M&A and change projects. He provides HR support to organisations undergoing the M&A process and offers executive coaching for leaders going through change. His expertise includes full-scope HR M&A programmes, organisation design and global transformation initiatives. Previously, Graham has lived and worked in multiple regions including APAC, LATAM, Northern Europe & Russia and Africa.  Key Timestamps:1:24 – An introduction to Graham Poole 6:06 – Graham's early career7:55 – Why the role of HR is so critical in the M&A process 12:27 – HR's role in aligning the workforce and culture of the two merging entities18:10 – Cost elevation and organisation design process20:25 – The due diligence phase27:04 – Challenges and successes when going through the M&A process35:30 – Why Graham likes working within the M&A space38:29 – Tips for HR professionals embarking on an M&A journeyYou can listen to and download HR Insights from Apple Podcasts, Google Podcasts, Spotify and most popular podcast apps, subscribe so the latest episodes are directly available! You can also join our HR Community and follow us on LinkedIn and Instagram. Thank you so much for listening and please rate and review!

Joining Gina on today's episode is Ukeme Awakessien Jeter, a leadership development expert, keynote speaker, and author of the book "Immigrant Love: Supercharging Company Culture with Immigrant Leadership." She has extensive experience working with Fortune 500 companies, national law firms, universities, local governments, and specialized agencies of the United Nations. As an immigrant herself, Ukeme's work is informed by her unique perspective and aims to promote immigrant inclusion leadership, innovation, and business growth. Ukeme Awakessien Jeter immigrated to the United States from Nigeria at the age of 18 to attend college. She chose to study mechanical engineering and later pursued a career in law. Ukeme also became an elected official for her city and is passionate about shaping policy and transforming workplace culture. Inspired by her own experiences as an immigrant, Ukeme wrote her book to advocate for immigrant inclusion leadership and highlight the unique skills and perspectives that immigrants bring to the workplace. She emphasizes the importance of cultural intelligence and the need for companies to change their systems to better support and attract immigrant talent.   Key Takeaways: Immigrants possess valuable leadership competencies, such as adaptability, resourcefulness, and the ability to build new networks. Accent bias and education bias can hinder the recognition and advancement of immigrant leaders. Companies should elevate immigrants to leadership positions and allow them to lead in their own style. Cultural intelligence training is essential for leaders and organizations to better understand and support immigrant employees. Companies can attract immigrant talent by partnering with non-profit organizations that support new Americans and by reevaluating their recruitment processes to be more inclusive. Quotes: "English is not a measure of intelligence. English is simply a skill." "There's a difference between adaptability and forced assimilation." "Let's start peeling back on what it is that we're asking for in talent versus what we're getting." "Networking is a part of the process. We need to understand them and say, 'Does this system attract or gain from the immigrant population?'" "Change happens with that two-way street." Connect with Ukeme here: https://www.ukstopia.com/

Healing is possible within the context of work.  This week, the team discusses what we believe to be a fundamental reason for making our organizations healthy.     Listen to the Working Genius Podcast: https://www.workinggenius.com/podcast

Mike Brevick has fascinating insights on scaling an agency with a focus on retaining its unique values. In this episode, I spoke with Mike about him transitioning from a one-man show to delegating and leading a team. We also discuss the significance of work-life balance, setting boundaries, and the importance of trust within a team. Don't miss out as Mike sheds light on sticking to a plan amid pressures, hiring specialists instead of seeking unicorns, and empowering team members to excel in their roles. Mike brings a plethora of experience packed with challenges, success, and future plans in his agency, Cyberdogz. Get on board as we unravel these and more in today's episode! Discussion Points 00:00 Intro 05:43 Motivated by others, committed to taking action. 08:36 Stop overthinking, focus on one talent. 12:05 Decreased involvement, more trust; celebrating employee growth. 14:50 Transitioning from teams to solo work is challenging. 16:25 Maintaining a light-hearted and fun culture. 20:39 Don't let others' opinions affect your vision. 25:50 Balancing work and family is challenging. 30:32 Flexible work hours allow constant support. 33:48 Collaboration, connection, comfort, fun, balance, teamwork. 40:46 Jump, plan, risk, go, succeed, overcome fear 43:46 Outro Resources:  Connect with DUDE on the following social channels  Facebook https://www.facebook.com/dudeagency Instagram https://www.instagram.com/dudeagency.io/ TikTok https://www.tiktok.com/@dudeagency Visit our YouTube channel https://www.youtube.com/channel/UCJxNhChWk1xlo3ZhkWtYnlw Check out our website and see how we can help you run a profitable agency https://dudeagency.io/ Get a hold of more podcast episodes through our website. You can also tune in and subscribe to Operation Agency Freedom on Apple Podcasts and Spotify. Thank you for tuning in!

Welcome to the 192nd episode of The Free Retiree Show, hosted by wealth manager Lee Michael Murphy and interview coach Sergio Patterson. In this episode, we delve into the intricate subject of “The Remote Company Culture Shift: Key Factors that Make or Break It.”   As we embark on an exploration of the novel remote culture shift, we scrutinize prevalent misconceptions surrounding remote work cultures. Join us as we unravel the complexities of harmonizing the needs of both extraverts and introverts within the virtual workspace. Additionally, we dissect the paramount key factor essential for the sustenance of successful remote work environments.   Our expert guest, Jean Marie DiGiovanna—international keynote speaker, leadership specialist, certified executive coach, and bestselling author—guides the conversation on how to build culture and connections in this new environment. Boasting over 25 years of experience, she stands as one of the world's foremost authorities on Renaissance Leadership.   Jean Marie not only imparts her wealth of experience but also unveils invaluable insights into fostering trust, collaboration, and innovation within organizational cultures. As a two-time guest on the show, her presence enriches our discussion.   While remote work presents its merits, from enhanced family time to reduced commuting, challenges persist. Jean Marie delves into the obstacles companies encounter in this evolving remote landscape, shedding light on the nuanced dynamics of limited colleague interaction.   In this episode, we explore concepts in her new book “Stop Talking Start Asking: 27 Questions to Shift the Culture of Your Organization” and learn about Jean's newly released LinkedIn Learning course, “Communication Skills for Modern Management.”   We invite you to join us in exploring the transformative potential of posing pertinent questions to reshape your organization's mindset.   Tune in to Episode 192 for a comprehensive exploration of remote work culture, featuring expert insights, pragmatic advice, and the essential keys to cultivating a thriving virtual work environment.   LinkedIn Learning Course Information: “Communication Skills for Modern Management,” unlocked through 12/31/23. Course Link: Communication Skills for Modern Management https://www.linkedin.com/learning/communication-skills-for-modern-management?trk=lilblog_10-23-23_-tech

Kathy Twells is a who's who when it comes to bringing out the best in her people as well as company. She embodies what's right about people and her energy, intellect and contagious spirit is a testimony to what it means to savor the moment while creating an amazing future. As Senior Vice President, West Region at The Coca-Cola Company, Kathy currently leads a multi-million dollar business cultivating innovation and mutual growth for Coca-Cola's customer partners. She has been with The Coca-Cola Company for 34 years and among other adventures she launched The Coca-Cola Compassion Lab in 2021 as a way to promote emotional agility and mental well-being in the workplace. She is the host of The Compassion Lab Podcast, where our own Larry Olsen has recently appeared, to explore the power of conscious leadership and the interconnectivity of all things. If you're looking to take that next step in your career or relationship this podcast is for you.

Introducing Adam CoffeyAdam Coffey is a CEO, best-selling author, Forbes Business Council member, and an acclaimed international speaker. Over the past 21 years, he has had the honour of serving as President and CEO of three national private equity-backed service companies. Two of which achieved enterprise values of $1B. What You Will Learn:How to build a billion-dollar businessWhat it takes to scale a business successfullyThe common mistakes entrepreneurs make on the road to a billionBreakdown:[00:00] Introduction[02:42] What It Takes to Build a Billion-Dollar Business[05:10] How to Build the Perfect $1000,000 Business[08:35] The 30-20-10 Rule For Entrepreneurial Success[12:26] Why Capital is Not the Biggest Hurdle to Entrepreneurial Success[14:39] Making Strategic Pivots in Your Business[16:47] Two Natural Exit Points For Private Equity[22:39] The Top Challenges of Scaling a Business[30:10] How to Hire the Right Talent Every Time[33:25] How to Integrate New Hires Into the Company Culture [37:00] The Feeling of Achieving a Billion-Dollar Exit[39:20] Parting Thoughts The 3 Most Important Aspects of Scaling a BusinessEvery entrepreneur dreams of one day successfully scaling their business. Unfortunately, scaling is hard. As your business grows in size and scope, it also grows in complexity. The good news is that the scaling challenges your company is facing are not unique to your business. Adam Coffey believes you only need to master these three areas to successfully scale your business to a billion-dollar empire.1. PeopleWe all know that people are the most important asset in an organization. When you start scaling your business, you will need people - and, most importantly, the right people. The mistake most business leaders make is that they hire just because a position is open. To be successful, don't hire for the company you have today; hire for the skill you'll need for the company you'll have in 5 years. 2. Understand What Good Looks LikeYou can only scale a business if you understand what good looks like. Before you buy anything, know what good, average, and best looks like. Otherwise, you'll fall into the shiny objects syndrome, where everything looks good, and you overlook every flaw.3. Proper IntegrationYou have a system, you've hired the right people, and you have customers who love your product. Now, the next thing you should do is integrate everything into a fully functioning system. Proper integration connects people, cultures, and systems so entrepreneurs have everything they need to scale their businesses.Links and Resources:Adam's LinkedInAdam's website

Guest: Chris Dyer, a company culture and remote work expert. He's also a former CEO who has managed thousands of people, and his companies were consistently named a "best place to work." Chris' new book is The Power of Company Culture: How Any Business Can Build a Culture That Improves Productivity, Performance and Profits. Overview: Recently, the tech and entertainment sectors have given us some high-profile examples of what happens when a company's culture degrades from a strength into a liability. CEOs have to be intentional and specific about building a culture that will generate value for all stakeholders, keep the company moving toward its targets, and, ultimately, Make BIG Happen.  On today's show, Chris Dyer discusses what culture is, how leaders cultivate it, and how culture can drive or destroy growth.

Why it was selected for "CBNation Architects": In this episode, the guest speaker is Liz Brown, the co-founder of BCKG. Key Points: BCKG: BCKG is an agency focused on design thinking, innovation, and technology. They partner with clients from concept creation to the implementation of innovative ecosystems, digital solutions, and brand experiences. About Liz Brown: With a deep understanding of the importance of company culture and innovation, Liz helps companies improve their cultures through creative innovation. The particular methodologies and tools she uses were not explicit from the scraped content. CEO Hack: To stay focused and organized, Liz schedules tasks and remains committed to being highly organized. CEO Nugget: Liz believes it's okay to ask for help. Seeking assistance when required can lead to better outcomes. CEO Defined: Liz sees a good CEO as an active listener, someone who can see the big picture, and aids people in being their best selves. Check out our CEO Hack Buzz Newsletter--our premium newsletter with hacks and nuggets to level up your organization. Sign up HERE.  I AM CEO Handbook Volume 3 is HERE and it's FREE. Get your copy here: http://cbnation.co/iamceo3. Get the 100+ things that you can learn from 1600 business podcasts we recorded. Hear Gresh's story, learn the 16 business pillars from the podcast, find out about CBNation Architects and why you might be one and so much more. Did we mention it was FREE? Download it today!   Previous Episode: https://iamceo.co/2019/05/05/iam265-ecosystem-builder-helps-improve-company-culture-through-creative-innovations/

In today's episode, Tim and Junior will continue our series on emotional intelligence. If you joined us last week for our kickoff of this series, you'll know that we answered the question, what is emotional intelligence? We shared our unique definition of emotional intelligence, which is the ability to interact effectively with other people. Today, we'll continue the discussion by answering the question, why is emotional intelligence central to competitive advantage? Be sure to check the show notes for links to all relevant resources related to this episode, including a link to learn about EQ Index, our proprietary EQ assessment that we will be making publicly available for individuals and teams early next year. EQindex Assessment

Everybody knows that company culture is important, but that's a lot different from actually building a culture that sticks, makes your business better, and gives your employees a sense of mission. How can you build a meaningful and deep-rooted company culture that will also make your business stronger and more successful? Mike Beckham, the co-founder, and CEO of Simple Modern has created one of the most successful drinkware companies on the planet while also fostering a mission-based culture. In this episode of Let's Talk Business, Meny asks Mike about the secrets of his success, the ways we can all inculcate a positive and productive culture in our companies, what entrepreneurs need to look at when trying to start a company, and much more. Listen and enjoy!   Mike Beckham is the co-founder and CEO of Simple Modern, one of the largest and most successful drinkware companies in the world. He also helped found several e-commerce businesses which have together generated over a billion dollars in revenue and has been involved both in the for-profit and nonprofit sectors.   Key Highlights:   [00:01 - 14:45] Opening Segment • Mike shares his backstory and career path leading up to founding the company - Simple Modern • The importance of a company's mission is something that is often overlooked but is essential in order for it to be successful Mission-driven companies are more beneficial to society than those without a sense of purpose • It is the leader's responsibility to create an environment in which their team can thrive and achieve their goals   [14:46 - 29:44] How to Create a Culture that's Idealistic & Practical • Diversity is good when it comes to having different perspectives and skill sets, but can be unhelpful when values are different • A company with shared values and a shared mission will be stronger than one with diverse values or no values at all Having core values and focusing on a mission helps to create a culture that is self-fulfilling and attracts employees who share those values • Why a company's culture cannot be created without deep convictions from the leader about what they believe in • How Simple Modern uses transparency to attract and retain ton talent   [29:45 - 44:32] Transparent Leaders Build Trust • Transparency is the exercise of allowing other people to see what you're thinking • When you build a culture where both relationally and organizationally, people are transparent, trust is fostered Leaders should be transparent about their weaknesses and get feedback from team members to improve • The mindset for a startup entering a new market is to look at the best players in the space See where players may be white space that they can enter   [44:33 - 1:00:50] Closing Segment • How to create a long-term sustainable competitive advantage • Mike on the rapid-four questions • Q&A: How can I figure out the best way to use the money to maximize its effect on growing my business?   Key Quotes:   "The world doesn't need another water ball company, but the world definitely needs more mission-driven companies." - Mike Beckham   "I want to be in environments that add to my quality of life, where I am working with other people who are trying to be about the same things and are trying to accomplish the same mission." - Mike Beckham   "Great founders and great cultures, start with deep convictions." - Mike Beckham   Connect with Ptex Group: Facebook, Instagram, Twitter, LinkedIn   LEAVE A REVIEW + and SHARE this episode with someone who wants to achieve in business. Listen to previous episodes on Spotify, Apple Podcasts, or wherever you get your podcasts! 

In this episode Doug sits down with Sascha Wagner—President and CEO of Huntsman Architecture—to discuss the importance of in-person interactions, mentorship, and workplace. To put it bluntly, these things can't be replicated virtually. So what are we going to do? What is the case for "return to office"?Sascha makes the point that the physical workplace plays an important cultural role in bringing people together and facilitating in-person interactions. These physical spaces can amplify company culture and encourage important interactions such as mentorship. Some of Sascha's early influences and mentors modeled professional behavior for him and emphasized the value of in-person interactions for learning and development.The uncertainties that exist today can be viewed as opportunities to learn from and build more flexibility into workplace design. Simply put, places have the power to elevate the human experience.Learn more about Sascha Wagner.Learn more about Huntsman Architecture.Check out this podcast from The Resilience Lab which talks about emotional intelligence in the workplace.Follow Doug on LinkedIn.Click here to get your copy of Doug's children's book—Design Your World.Follow Imagine a Place on LinkedIn.

Welcome back to Environmental Professionals Radio, Connecting the Environmental Professionals Community Through Conversation, with your hosts Laura Thorne and Nic Frederick! On today's episode, we talk with Leap Chear, Senior Architect and Partner at EAPC Architects Engineers about Architecture, LEED certification, and Building Strong Company Culture.  Read his full bio below.Help us continue to create great content! If you'd like to sponsor a future episode hit the support podcast button or visit www.environmentalprofessionalsradio.com/sponsor-formShowtimes: 2:05  Nic & Laura talk about company culture11:20   Interview with Leap Cheap starts13:08   Architecture19:09   LEED Certification35:02   Building strong company culture37:26   Field NotesPlease be sure to ✔️subscribe, ⭐rate and ✍review. This podcast is produced by the National Association of Environmental Professions (NAEP). Check out all the NAEP has to offer at NAEP.org.Connect with Leap Chear at https://www.linkedin.com/in/leap-chear-aia-ncarb-leed-ap-3289b4103/Guest Bio:Leap Chear, a Senior Architect and Partner at EAPC Architects Engineers, amass over 25 years of experience in architectural practice. A Higher Education sector specialist, Leap skillfully manages complex projects from planning to post-occupancy. He is a LEED Accredited Professional, licensed in 7 states, and a co-founder of the United States Green Building Council (USGBC) North Dakota Chapter and active member of AIA South Dakota (past board member). Honored as AIA North Dakota Young Architect of the Year in 2009 and Prairie Business Top 40 Under 40 Professional in 2012, Leap is a community leader, serving on the Sioux Empire Housing Partnership board.Music CreditsIntro: Givin Me Eyes by Grace MesaOutro: Never Ending Soul Groove by Mattijs MullerSupport the showThanks for listening! A new episode drops every Friday. Like, share, subscribe, and/or sponsor to help support the continuation of the show. You can find us on Twitter, Facebook, YouTube, and all your favorite podcast players.

Mike Goldsmith, Staff Software Engineer at Honeycomb, joins Corey on Screaming in the Cloud to talk about Open Telemetry, company culture, and the pros and cons of Go vs. .NET. Corey and Mike discuss why OTel is such an important tool, while pointing out its double-edged sword of being fully open-source and community-driven. Opening up about Honeycomb's company culture and how to find a work-life balance as a fully-remote employee, Mike points out how core-values and social interaction breathe life into a company like Honeycomb.About MikeMike is an OpenSource focused software engineer that builds tools to help users create, shape and deliver system & application telemetry. Mike contributes to a number of OpenTelemetry initiatives including being a maintainer for Go Auto instrumentation agent, Go proto packages and an emeritus .NET SDK maintainer..Links Referenced: Honeycomb: https://www.honeycomb.io/ Twitter: https://twitter.com/Mike_Goldsmith Honeycomb blog: https://www.honeycomb.io/blog LinkedIn: https://www.linkedin.com/in/mikegoldsmith/ TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. This promoted guest episode is brought to us by our friends at Honeycomb who I just love talking to. And we've gotten to talk to these folks a bunch of different times in a bunch of different ways. They've been a recurring sponsor of this show and my other media nonsense, they've been a reference customer for our consulting work at The Duckbill Group a couple of times now, and we just love working with them just because every time we do we learn something from it. I imagine today is going to be no exception. My guest is Mike Goldsmith, who's a staff software engineer over at Honeycomb. Mike, welcome to the show.Mike: Hello. Thank you for having me on the show today.Corey: So, I have been familiar with Honeycomb for a long time. And I'm still trying to break myself out of the misapprehension that, oh, they're a small, scrappy, 12-person company. You are very much not that anymore. So, we've gotten to a point now where I definitely have to ask the question: what part of the observability universe that Honeycomb encompasses do you focus on?Mike: For myself, I'm very focused on the telemetry side, so the place where I work on the tools that customers deploy in their own infrastructure to collect all of that useful data and make—that we can then send on to Honeycomb to make use of and help identify where the problems are, where things are changing, how we can best serve that data.Corey: You've been, I guess on some level, there's—I'm trying to make this not sound like an accusation, but I don't know if we can necessarily avoid that—you have been heavily involved in OpenTelemetry for a while, both professionally, as well as an open-source contributor in your free time because apparently you also don't know how to walk away from work when the workday is done. So, let's talk about that a little bit because I have a number of questions. Starting at the very beginning, for those who have not gone trekking through that particular part of the wilderness-slash-swamp, what is OpenTelemetry?Mike: So, OpenTelemetry is a vendor-agnostic set of tools that allow anybody to collect data about their system and then send it to a target back-end to make use of that data. The data, the visualization tools, and the tools that make use of that data are a variety of different things, so whether it's tracing data or metrics or logs, and then it's trying to take value from that. The big thing what OpenTelemetry is aimed at doing is making the collection of the data and the transit of the data to wherever you want to send it a community-owned resource, so it's not like you get vendor lock-in by going to using one competitor and then go to a different—you want to go and try a different tool and you've got to re-instrument or change your application heavily to make use of that. OpenTelemetry abstracts all that away, so all you need to know about is what you're instrumented with, what [unintelligible 00:03:22] can make of that data, and then you can send it to one or multiple different tools to make use of that data. So, you can even compare some tools side-by-side if you wanted to.Corey: So, given that it's an open format, from the customer side of the world, this sounds awesome. Is it envisioned that this is something—an instrument that gets instrumented at the application itself or once I send it to another observability vendor, is it envisioned that okay, if I send this data to Honeycomb, I can then instrument what Honeycomb sees about that and then send that onward somewhere else, maybe my ancient rsyslog server, maybe a different observability vendor that has a different emphasis. Like, how is it envisioned unfolding within the ecosystem? Like, in other words, can I build a giant ring of these things that just keep building an infinitely expensive loop?Mike: Yeah. So ideally, you would try and try to pick one or a few tools that will provide the most value that you can send to, and then it could answer all of the questions for you. So, at Honeycomb, we try to—we are primarily focused on tracing because we want to do application-level information to say, this user had this interaction, this is the context of what happened, these are the things that they clicked on, this is the information that flowed through your back-end system, this is the line-item order that was generated, the email content, all of those things all linked together so we know that person did this thing, it took this amount of time, and then over a longer period of time, from the analytics point of view, you can then say, “These are the most popular things that people are doing. This is typically how long it takes.” And then we can highlight outliers to say, “Okay, this person is having an issue.” This individual person, we can identify them and say, “This is an issue. This is what's different about what they're doing.”So, that's quite a unique tracing tool or opportunity there. So, that lets you really drive what's happening rather than what has happened. So, logs and metrics are very backward-looking to say, “This is the thing that this thing happened,” and tries to give you the context about it. Tracing tries to give you that extra layer of context to say that this thing happened and it had all of these things related to it, and why is it interesting?Corey: It's odd to me that vendors would be putting as much energy into OpenTelemetry—or OTel, as it seems to always be abbreviated as when I encounter it, so I'm using the term just so people, “Oh, wait, that's that thing I keep seeing. What is that?” Great—but it seems odd to me that vendors would be as embracing of that technology as they have been, just because historically, I remember whenever I had an application when I was using production in anger—which honestly, ‘anger' is a great name for the production environment—whenever I was trying to instrument things, it was okay, you'd have to grab this APM tools library and instrument there, and then something else as well, and you wound up with an order of operations where which one wrapped the other. And sometimes that caused problems. And of course, changing vendors meant you had to go and redeploy your entire application with different instrumentation and hope nothing broke. There was a lock-in story that was great for the incumbents back when that was state of the art. But even some of those incumbents are now embracing OTel. Why?Mike: I think it's because it's showing that there's such a diverse group of tools there, and [unintelligible 00:06:32] being the one that you've selected a number of years ago and then they could hold on to that. The momentum slowed because they were able to move at a slower pace because they were the organizations that allowed us—they were the de facto tooling. And then once new companies and competitors came around and we're open to trying to get a part of that market share, it's given the opportunity to then really pick the tool that is right for the job, rather than just the best than what is perceived to be the best tool because they're the largest one or the ones that most people are using. OpenTelemetry allows you to make an organization and a tool that's providing those tools focus on being the best at it, rather than just the biggest one.Corey: That is, I think, a more enlightened perspective than frankly, I expect a number of companies out there to have taken, just because it seems like lock-in seems to be the order of the day for an awful lot of companies. Like, “Okay, why are customers going to stay with us?” “Because we make it hard to leave,” is… I can understand the incentive, but that only works for so long if you're not actively solving a problem that customers have. One of the challenges that I ran into, even with OTel, was back when I was last trying to instrument a distributed application—which was built entirely on Lambda—is the fact that I was doing this for an application that was built entirely on Lambda. And it felt like the right answer was to, oh, just use an OTel layer—a Lambda layer that wound up providing the functionality you cared about.But every vendor seemed to have their own. Honeycomb had one, Lightstep had one, AWS had one, and now it's oh, dear, this is just the next evolution of that specific agent problem. How did that play out? Is that still the way it works? Is there other good reasons for this? Or is this just people trying to slap a logo on things?Mike: Yeah, so being a fully open-source project and a community-driven project is a double-edged sword in some ways. One it gives the opportunity for everybody to participate, everybody can move between tools a lot easier and you can try and find the best fit for you. The unfortunate part around open-source-driven projects like that means that it's extremely configuration-heavy because it can do anything; it's not opinionated, which means that if you want to have the opportunity to do everything, every possible use case is available to everyone all of the time. So, if you might have a very narrow use case, say, “I want to learn about this bit of information,” like, “I'm working with the [unintelligible 00:09:00] SDK. I want to talk about—I've got an [unintelligible 00:09:03] application and I want to collect data that's running in a Lambda layer.” The OpenTelemetry SDK that has to serve all of the [other 00:09:10] JavaScript projects across all the different instrumentations, possibly talking about auto-instrumentation, possibly talking about lots of other tools that can be built into that project, it just leads to a very highly configurable but very complicated tool.So, what the vendor specifics, what you've suggested there around like Honeycomb, or other organizations providing the layers, they're trying to simplify the usage of the SDK to make some of those assumptions for you that you are going to be sending telemetry to Honeycomb, you are going to be talking about an API key that is going to be in a particular format, it is easier to pass that information into the SDK so it knows how to communicate rather than—as well as where it's going to communicate that data to.Corey: There's a common story that I tend to find myself smacking into almost against my will, where I have found myself at the perfect intersection of a variety of different challenges, and for some reason, I have stumbled blindly and through no ill intent into ‘this is terrible' territory. I wound to finally getting blocked and getting distracted by something else shiny on this project about two years ago because the problem I was getting into was, okay, I got to start sending traces to various places and that was awesome, but now I wanted to annotate each span with a user identity that could be derived from code, and the way that it interfaced with the various Lambda layers at that point in time was, ooh, that's not going to be great. And I think there were a couple of GitHub issues opened on it as feature enhancements for a couple of layers. And then I, again, was still distracted by shiny things and never went back around to it. But I was left with the distinct impression that building something purely out of Lambda functions—and also probably popsicle sticks—is something of an edge case. Is there a particular software architecture or infrastructure architecture that OTel favors?Mike: I don't think it favors any in particular, but it definitely suffers because it's, as I said earlier, it's trying to do that avail—the single SDK is available to many different use cases, which has its own challenges because then it has to deal with so many different options. But I don't think OpenTelemetry has a specific, like, use case in mind. It's definitely focused on, like—sorry, telemetry tracing—tracing is focused on application telemetry. So, it's focused on about your code that you build yourself and then deploy. There are other tools that can collect operational data, things like the OpenTelemetry Collector is then available to sit outside of that process and say, what's going on in my system?But yeah, I wouldn't say that there's a specific infrastructure that it's aimed at doing. A lot of the cloud operators and tools are trying to make sure that that information is available and OpenTelemetry SDKs are available. But yeah, at the moment, it does require some knowledge around what's best for your application if you're not in complete control of all of the infrastructure that it's running in.Corey: It feels that with most things that are sort of pulled into the orbit of the CNCF—and OTel is no exception to this—that there's an idea that oh, well, everything is going to therefore be running in containers, on top of Kubernetes. And that might be unfair, but it also, frankly, winds up following pretty accurately what a lot of applications I'm seeing in client environments have been doing. Don't take it as a criticism. But it does seem like it is designed with an eye toward everything being microservices running on containers, scheduled which, from a infrastructure perspective, what appears to be willy-nilly abandoned, and how do you wind up gathering useful information out of that without drowning in data? That seems to be, from at least my brief experience with OTel, the direction it heads in. Is that directionally correct?Mike: Yeah, I think so. I think OpenTelemetry has a quite strong relationship with CNCF and therefore Kubernetes. That is a use case that we see as a very common with customers that we engage with, both at the prospect level and then just initial conversations, people using something like Kubernetes to do the application orchestration is very, very common. It's something that OpenTelemetry and Honeycomb are wanting to improve on as well. We want to get by a very good experience because it is so common when we come up to it that we want to have a very good, strong opinion around, well, if you're running in Kubernetes, these are the tools and these are the right ways to use OpenTelemetry to get the best out of it.Corey: I want to change gears a little bit. Something that's interested me about Honeycomb for a while has been its culture. Your founders have been very public about their views on a variety of different things that are not just engineering-centric, but tangential to it, like, engineering management: how not to be terrible at it. And based on a huge number of conversations I've had with folks over there, I'm inclined to agree that the stories they tell in public do align with how things go internally. Or at least if they're not, I would not expect you to admit it on the record, so either way, we'll just take that as a given.What I'm curious about is that you are many timezones away from their very nice office here in San Francisco. What's it like working remote in a company that is not fully distributed? Which is funny, we talk about distributed applications as if they're a given but distributed teams are still something we're wrangling with.Mike: Yeah, it's something that I've dealt with for quite a while, for maybe seven or eight years is worked with a few different organizations that are not based in my timezone. There's been a couple, primarily based in San Francisco area, so Pacific Time. An eight-hour time difference for the UK is challenging, it has its own challenges, but it also has a lot of benefits, too. So typically, I get to really have a lot of focus time on a morning. That means that I can start my day, look through whatever I think is appropriate for that morning, and not get interrupted very easily.I get a lot of time to think and plan and I think that's helped me at, like, the tech lead level because I can really focus on something and think it through without that level of interruption that I think some people do if you're working in the same timezone or even in the same office as someone. That approachability is just not naturally there. But the other side of that is that I have a very limited amount of natural overlap with people I work with on a day-to-day basis, so it's typically meetings from 2 till 5 p.m. most days to try and make sure that I build those social relationships, I'm talking to the right people, giving status updates, planning and that sort of thing. But it works for me. I really enjoy that balance of some ty—like, having a lot of focus time and having, like, then dedicated time to spend with people.And I think that's really important, as well is that a distributed team naturally means that you don't get to spend a lot of time with people and a lot of, like, one-on-one time with people, so that's something that I definitely focus on is doing a lot of social interaction as well. So, it's not just I have a meeting, we've got to stand up, we've got 15 minutes, and then everyone goes and does their own thing. I like to make sure that we have time so we can talk, we can connect to each other, we know each other, things that would—[unintelligible 00:16:35] that allow a space for conversations to happen that would naturally happen if you were sat next to somebody at a desk, or like, the more traditional, like, water cooler conversations. You hear somebody having a conversation, you go talk to them, that naturally evolves.Corey: That was where I ran into a lot of trouble with it myself. My first outing as a manager, I had—most of the people on my team were in the same room as I was, and then we had someone who was in Europe. And as much as we tried to include this person in all of our meetings, there was an intrinsic, “Let's go get a cup of coffee,” or, “Let's have a discussion and figure things out.” And sometimes it's four in the afternoon, we're going to figure something out, and they have long since gone to bed or have a life, hopefully. And it was one of those areas where despite a conscious effort to avoid this problem, it was very clear that they did not have an equal voice in the team dynamic, in the team functioning, in the team culture, and in many cases, some of the decisions we ultimately reached as an outgrowth of those sidebar conversations. This led to something of an almost religious belief for me, for at least a while, was that either everyone's distributed or no one is because otherwise you wind up with the unequal access problem. But it's clearly worked for you folks. How have you gotten around that?Mike: For Honeycomb, it was a conscious decision not long before the Covid pandemic that the team would be distributed first; the whole organization will be distributed first. So, a number of months before that happened, the intention was that anybody across the organization—which at the time, was only North America-based staff—would be able to do their job outside of the office. Because I think around the end of 2019 to the beginning of 2020, a lot of the staff were based in the San Francisco area and that was starting to grow, and want more staff to come into the business. And there were more opportunities for people outside of that area to join the business, so the business decided that if we're going to do this, if we're going to hire people outside of the local area, then we do want to make sure that, as you said, that everybody has an equal access, everyone has equal opportunity, they can participate, and everybody has the same opportunity to do those things. And that has definitely fed through pandemic, and then even when the office reopened and people can go back into the office. More than—I think there's only… maybe 25% of the company now is even in Pacific Time Zone. And then the office space itself is not very large considering the size of the company, so we couldn't fit everybody into our office space if we wanted to.Corey: Yeah, that's one of the constant growing challenges, too, that I understand that a lot of companies do see value in the idea of getting everyone together in a room. I know that I, for example, I'm a lot more effective and productive when I'm around other people. But I'm really expensive to their productivity because I am Captain Interrupter, which, you know, we have to recognize our limitations as we encounter them. But that also means that the office expense exceeds the AWS bill past a certain point of scale, and that is not a small thing. Like, I try not to take too much of a public opinion on should we be migrating everyone back to return-to-office as a mandate, yes, no, et cetera.I can see a bunch of different perspectives on this that are nuanced and I don't think it lends itself to my usual reactionary take on the Twitters, as it were, but it's a hard problem with no easy answer to it. Frankly, I also think it's a big mistake to do full-remote only for junior employees, just because so much of learning how the workforce works is through observation. You don't learn a lot about those unspoken dynamics in any other way than observing it directly.Mike: Yes, I fully agree. I think the stage that Honeycomb was at when I joined and has continued to be is that I think a very junior person joining an organization that is fully distributed is more challenging. It has different challenges, but it has more challenges because it doesn't have those… you can't just see something happening and know that that's the norm or that that's the expectation. You've got to push yourself into those in those different arenas, those different conversations, and it can be quite daunting when you're new to an organization, especially if you are not experienced in that organization or experienced in the role that you're currently occupying. Yeah, I think the distributed organizations is—fully distributed has its challenges and I think that's something that we do at Honeycomb is that we intentionally do that twice a year, maybe three times a year, bring in the people that do work very closely, bringing them together so they have that opportunity to work together, build those social interactions like I mentioned earlier, and then do some work together as well.And it builds a stronger trust relationship because of that, as well because you're reinforcing the social side with the work side in a face-to-face context. And there's just, there's no direct replacement for face-to-face. If you worked for somebody and never met them for over a year, it'd be very difficult to then just be in a room together and have a normal conversation.Corey: It takes a lot of effort because there's so much to a company culture that is not meetings or agenda-driven or talking about the work. I mean, companies get this wrong with community all the time where they think that a community is either a terrible option of people we can sell things to or more correctly, a place where users of our product or service or offering or platform can gather together to solve common challenges and share knowledge with each other. But where they fall flat often is it also has to have a social element. Like ohh, having a conversation about your lives is not on topic for this community Slack team is, great, that strangles community before it can even form, in many cases. And work is no different.Mike: Yeah, I fully agree. We see that with the Honeycomb Pollinators Slack channel. So, we use that as a primary way of community members to participate, talk to each other, share their experiences, and we can definitely see that there is a high level of social interaction alongside of that. They connect because they've got a shared interest or a shared tool or a shared problem that they're trying to solve, but we do see, like, people, the same people, reconnecting or re-communicating with each other because they have built that social connection there as well.And I think that's something that as organizations—like, OpenTelemetry is a community is more welcoming to that. And then you can participate with something that then transcends different organizations that you may work for as well because you're already part of this community. So, if that community then reaches to another organization, there's an opportunity to go, to move between organizations and then maintain a level of connection.Corey: That seems like one of the better approaches that people can have to this stuff. It's just a—the hard part, of course, is how do you change culture? I think the easy way to do it—the only easy way to do it—is you have to build the culture from the beginning. Every time I see companies bringing in outsiders to change the corporate culture, I can't help but feel that they're setting giant piles of money on fire. Culture is one of those things that's organic and just changing it by fiat doesn't work. If I knew how to actually change culture, I would have a much more lucrative target for my consultancy than I do today. You think AWS bills are a big problem? Everyone has a problem with company cultures.Mike: Yeah, I fully agree. I think that culture is something that you're right is very organic, it naturally happens. I think the value when organizations go through, like, a retrospective, like, what is our culture? How would we define it? What are the core values of that and how do we articulate that to people that might be coming into the organization, that's very valuable, too, because those core values are very useful to communicate to people.So, one of the bigger core values that we've got at Honeycomb is that—we refer to as, “We hire adults,” meaning that when somebody needs to do something, they just can go and do it. You don't have to report to somebody, you don't have to go and tell somebody, “I need a doctor appointment,” or, “I've got to go and pick up the kids from school,” or something like that. You're trusted to do your job to the highest level, and if you need additional help, you can ask for it. If somebody requires something of you they ask for it. They do it in a humane way and they expect to be treated like a human and an adult all of the time.Corey: On some level, I've always found, for better or worse, that people will largely respond to how you treat them and live up or down to the expectation placed upon them. You want a bunch of cogs who are going to have to raise their hand to go to the bathroom? Okay, you can staff that way if you want, but don't be surprised when those teams don't volunteer to come up with creative solutions to things either. You can micromanage people to death.Mike: Yeah. Yeah, definitely. I've been in organizations, like, fresh out of college and had to go to work at a particular place and it was very time-managed. And I had inbound sales calls and things like that and it was very, like, you've spent more than three minutes on a wrap-up call from having a previous call, and if you don't finish that call within three minutes, your manager will call your phone to say, “You need to go on to the next call.” And it's… you could have had a really important call or you could have had a very long call. They didn't care. They just wanted—you've had your time now move on to the next one and they didn't care.Corey: One last question I want to ask you about before we wind up calling this an episode, and it distills down to I guess, effectively, your history, for lack of a better term. You have done an awful lot of Go maintenance work—Go meaning the language, not the imperative command, to be clear—but you also historically were the .NET SDK maintainer for something or other. Do you find those languages to be similar or… how did that come to be? I mean, to be clear, my programming languages of choice are twofold: both brute force and enthusiasm. Most people take a slightly different path.Mike: Yeah, I worked with .NET for a very long time, so that was, like, the place—the first place that I joined as a real organization after finishing college was .NET and it just sort of stuck. I enjoyed the language. At the time, sort of, what 15 year—12, 15 years ago, the language itself was moving pretty well, there was things being added to it, it was enjoyable to use.Over the last maybe four or five years, I've had the opportunity to work a lot more in Go. And they are very different. So, Go is much more focused on simplicity and not hiding anything from anybody and just being very efficient at what you can see it does. .NET and many other languages such as Java, Ruby, JavaScript, Python, all have a level of magic to them, so if you're not part of the ecosystem or if you don't know particular really common packages that can do things for you, not knowing something about the ecosystem causes pain.I think Go takes away some of that because if you don't know those ecosystems or if you don't know those tools, you can still solve the problem fairly quickly and fairly simply. Tools will help but they're not required. .NET is probably on the boundary for me. It's still very easy to use, I enjoy using it, but it just… I found that it's not that long ago, I would say that I've switched from thinking like a .NET developer, so whenever I'm forming code in my head, like, how I would solve a problem, for a very long time, it was in .NET and C#.I'd probably say in the last 12 months or so, it's definitely moved more to Go just because of the simplicity. And it's also the tool that is most used within Honeycomb, especially, so if you're talking about Go code, you've got a wider audience to bounce ideas off, to talk to, communicate, get ideas from. .NET is not a very well used language within Honeycomb and probably even, like… even maybe West Coast-based organizations, it seems to be very high-level organizations that are willing to pay their money up for, like, Microsoft support. Like, Go is something that a lot of developers use because it's very simple, very quick, can move quick.Corey: I found that it was very easy for me to pick up Go to build out something ridiculous a few years back when I need to control my video camera through its ‘API' to use the term charitably. And it just works in a way that made an awful lot of sense. But I still find myself reaching for Python or for—God help me—TypeScript if I'm doing some CDK work these days. And honestly, they all tend to achieve more or less the same outcome. It's just different approaches to—well, to be unkind—dependency management in some cases, and also the ecosystem around it and what is done for you.I don't think there's a bad language to learn. I don't want this to be interpreted as language snobbery, but I haven't touched anything in the Microsoft ecosystem for a long time in production, so .NET was just never on my radar. But it's clear they have an absolutely massive community ecosystem built around it and that is no small thing. I'd say it rivals Java.Mike: Yeah definitely. I think over the last ten years or so, the popularity of .NET as a language to be built from enterprise, especially at larger-scale organizations have taken it on, and then, like, six, seven years ago, they introduced the .NET Core Framework, which allowed it to run on non-Windows platforms, and that accelerated the language dramatically, so they have a consistent API that can be used on Windows, on Linux, Mac, and that makes a huge difference for creating a larger audience for people to interact with it. And then also, with Azure becoming much more popular, they can have all of these—this language that people are typically used to using Linux as an operating system that runs infrastructure, but not being forced to use Windows is probably quite a big thing for Azure as well.Corey: I really want to thank you for taking the time to talk about what you're up to over there. If people want to learn more, where's the best place for them to go find you?Mike: Typically, I use Twitter, so it's Mike_Goldsmith. I create blogs on the Honeycomb blog website, which I've done a few different things; I've got a new one coming up soon to talk about different ways of collecting data. So yeah, those are the two main places. LinkedIn is usual as ever, but that's a little bit more work-focused.Corey: It does seem to be. And we'll put links to all of that in the [show notes 00:31:11]. Thank you so much for being so generous with your time, and of course, thank you Honeycomb for sponsoring this episode of my ridiculous podcast.Mike: Yeah, thank you very much for having me on.Corey: Mike Goldsmith, staff software engineer at Honeycomb. I'm Cloud Economist Corey Quinn, and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice along with an insulting comment that we will then have instrumented across the board with a unified observability platform to keep our days eventful.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.

In this episode of In The Club Podcast by Club Colors, Austin Maxwell and Breck Dismukes revealed the extraordinary journey of Kanga Coolers from a college project to a successful business venture. Listen in as they share the behind-the-scenes preparation for Shark Tank. Breck and Austin discuss the power of social media and the impact it has had on their brand. They emphasize the importance of taking risks and not being afraid of failure. They also talk about the value of authenticity and building a strong team culture. Breck and Austin share their vision for the future of Kanga Coolers and their desire to inspire and mentor others.KEY TAKEAWAYSTaking risks and being willing to fail is essential for personal and professional growth.Social media provides an opportunity for organic virality and reaching a global audience.Building a strong team culture and supporting each other's goals is crucial for success.Authenticity and transparency in content creation can resonate with audiences and build brand loyalty.Embracing challenges and learning from failures is a key part of the entrepreneurial journey.QUOTES"The biggest point of fear is right before you jump. After you jump, you're not scared anymore.""We're hitting at least 75, 100 pieces of content a week right now. It's amazing.""Even content that is not well received still has an impact.""There is no such thing as a bad reaction to content, as long as it is viewed." "Take the most high-risk path you possibly can when you're as young as possible. You have the least to lose and the most to gain.""People want to do business with people that they love, that they like spending time with, and that they trust.""If the problem arises, find a solution. Find three solutions and then pick the best one.""Keep asking why, but also listen to folks that have been there, done that, bought the t-shirt.""Don't stop learning. Be open-minded and continually try new things.""In three years, we want to have 10 million advocates of the brand."Connect and learn more about our guests through the links below.Austin Maxwell's LinkedIn: https://www.linkedin.com/in/austin-maxwell-164103113/Breck Dismukes' Linkedin: https://www.linkedin.com/in/breckdismukes/Website: https://kangacoolers.com/If you enjoyed this episode of In the Club Podcast with Club Colors, please leave us a review on your favorite podcasting platform!Club Colors: https://www.clubcolors.com/

Today, John Duisberg sits down with Seth Bartholomew, the Head of Employee Experience at Chronosphere. With a rich background in People leadership roles at top companies such as Huly, Disney, and FabFitFun, Seth has a unique perspective on how to create thriving company cultures and empower employees to truly flourish. Discover how Chronosphere operationalizes company values across different geographies and time zones, while maintaining a welcoming, remote-first environment. You'll also learn about the importance of intentionality in acquiring and retaining talent, the role of data in crafting better employee experiences, and the critical best practices shared in Chronosphere's Remote-First Playbook. Tune in to hear Seth and John's conversation about helping your organization and people flourish in a remote-first work environment.   Don't forget to join our leadership community at thegreatretention.com to stay informed about upcoming events and other helpful content designed to help you go further as a people-first leader and develop a winning culture, everywhere your leadership influence reaches.    Resources related to this episode Visit https://chronosphere.io/ Follow Seth Bartholomew at https://www.linkedin.com/in/sethbartholomew/ Referenced during today's episode: https://www.donut.com/   Credits Theme Music

Beware of the novel, easy, and immediate.  This week, Pat and the team discuss why even the best companies, teams, and individuals ignore the simple, proven solutions in favor of comfortability and short-term results.     To listen to the Working Genius Podcast: tinyurl.com/workinggeniuspodcast    

Every entrepreneur, leader and manager needs to be intentional about who they bring on to their team.  This week, Pat, Tracy, Cody and Beau discuss the reasons for prioritizing Working Genius as the search criteria.     Use code PRECHRISTMAS for 20% off Working Genius licenses!  Discount expires Nov 23.  Visit https://www.workinggenius.com/   Listen to the At the Table Podcast: tinyurl.com/atthetablepodcast

Company culture sits at the heart of every organization, whether it's been carefully defined or otherwise. But how can managers ensure they're building a culture of collaboration, compassion and strong communication? To foster a positive company culture, you must connect it to your mission, vision and values, establish clear goals and respond positively to employee feedback. Get the culture right and passionate employees, satisfied customers and improved business performance will follow. On this episode, our Head of HR, Anita Grantham, and HR Business Partner, Vanessa Brulotte, explore how you can take your company culture from good to great. They discuss how to identify if your culture is working, develop culture in a fully remote team and promote teamwork and collaboration. Key moments: How to establish clear goals in your culture strategy Making space for compassionate conversations The best ways to improve your communication How to connect your culture to your mission, vision and values Identifying how to foster collaboration and teamwork The best ways to measure employee feedback and adjust your culture strategy How to communicate how you want your teams to focus on collaboration and culture Key links: Culture Checklist: 12 Ways to Improve Your Company Culture: https://www.bamboohr.com/resources/whitepapers/culture-checklist?formSubmit=success The Definitive Guide to Company Culture [eBook]: https://www.bamboohr.com/resources/ebooks/definitive-guide-company-culture?formSubmit=success Your Guide to Creating Company Values [eBook]: https://www.bamboohr.com/resources/ebooks/guide-company-values?formSubmit=success Subscribe to HR Unplugged Series: https://www.bamboohr.com/resources/podcasts/hr-unplugged/ Join HR Heros Slack Community: https://join.slack.com/t/hrheroesworkspace/shared_invite/zt-21ad3f1r8-dkWC2EdmyhxUAHw9cGLdQw

In this episode, Sannah welcomes the brilliant and accomplished Sander Arts to the show. With an impressive background in global management, digital transformation, closed loop marketing, and strategic partnerships, Sander brings a wealth of knowledge and expertise to the table. Together, they explore the fascinating realm of marketing in the tech industry, dissecting its successes, failures, and untapped potentials. You can reach Sander on LinkedIn: https://www.linkedin.com/in/sander1arts/ or email: sander1arts@gmail.com For more content like this, subscribe to Mind The Innovation on Apple or Spotify, or wherever you like to listen. You can find Sannah on LinkedIn: https://www.linkedin.com/in/sannahvinding/ or visit https://mindtheinnovation.com/hello/ Stay curious and keep learning Thanks for listening! Sannah

We talk about the myths around remote work, how do we build the right culture at the company & deep dive into tons of challenges that becomes excuses for many to call their employees back to office. Some of the points we discussed include:Building the right cultureGrowing the team remotelyOffsites or no offsitedCross team collaborationGlobal complianceAsynchronous workI first met Job years ago during his time at Gitlab - it's one of the OG remote work companies, probably one of the first few who scaled to more than 1000+ employees all remote. Job has been building remote companies for a while now & I enjoyed every bit of our conversation - I'm sure you will too!