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2 episodes with company performance
2 episodes with company performance
2 episodes with company performance
2 episodes with company performance
2 episodes with company performance
2 episodes with company performance
2 episodes with company performance
4 episodes with company performance
2 episodes with company performance
Tune in to this week's episode of Taking Care of Business with CEO, Carl Allsopp, and Operations Director, Paul Kelly, as they uncover Dubai's record-breaking July property market!From all-time highs in price per square foot to phenomenal sales volumes and surges in the rental market. They answer big questions like: Why is everyone investing in Dubai? Does Dubai's market offer better value than other global hotspots? And, is an oversupply on the horizon?00:00 Introduction and Overview00:16 Dubai Property Market Highlights00:51 Comparing Dubai to Other Markets01:37 Factors Driving Dubai's Market02:29 Sales and Transaction Trends03:04 Off-Plan and Handover Insights06:20 Future Market Predictions13:36 Dubai's Green Initiatives17:46 Company Performance and Mortgage Activity21:02 Rental Market Analysis26:50 Conclusion and Final Thoughts Hosted on Acast. See acast.com/privacy for more information.
Listen to how developing and using a company dashboard can make all the difference.
This is the second part of a two-part series on layoffs and their impact on the employee experience. The episode focuses on the long-term impact of layoffs, based on research conducted by Culture Amp. The study analyzed data from layoffs in the tech sector between March 2020 and December 2023, including over 3,300 layoff events by 2,400 companies.Chapters03:30 - Rebounding After a Layoff07:00 - How Long It Takes to Rebound11:46 - Determinants and Drivers of Engagement Post Layoff18:50 - The Impact of Second Layoffs22:01 - Main Takeaways and ConclusionDuring this episode, we discussed the health impacts of layoffs on individuals. You can read more about that below. Medical studies have shown that the trauma of unemployment causes disease. One study found that being laid off ranked seventh among the most stressful life experiences — more stressful than divorce, a sudden and serious impairment of hearing or vision, or the death of a close friend.Experts say that it takes, on average, two years to recover from the psychological trauma of losing a job.Source: https://www.latimes.com/opinion/story/2023-01-17/tech-layoffs-stress-trauma-unemployment-economy#:~:text=One%20study%20found%20that%20being,trauma%20of%20losing%20a%20job. If you've enjoyed this episode, please subscribe and leave a review on Apple Podcasts or follow and hit five stars on Spotify.Learn more about Culture Amp at www.cultureamp.com Follow Damon on LinkedIn to get his latest leadership insights, and follow him on Instagram to see behind-the-scenes footage from the podcast. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.
In today's episode of the HR Leaders Podcast, we are joined by Aurélien Mamou, SVP, Human Resources, Teva Global Operations at Teva Pharmaceuticals.Aurélien shares his journey from global consulting to leading HR at Teva Pharmaceuticals. He reveals how empathy and inclusive leadership can transform company culture, and shares insights on strategic HR management to enhance efficiency and reduce costs.Aurélien also delves into the importance of organizational development and the personal strategies he uses to maintain a growth mindset and continuous learning.
Enhancing Management Teams and Company Performance through Talent Assessment and Executive Coaching Episode Summary: In this episode, we delve into the powerful impact of talent assessment and executive coaching on building superior management teams and boosting overall company performance. Our expert hosts, Jamie Kosmar and Sam Jayanti, both specialists in leadership and organizational development, share insights into how businesses can leverage these tools to drive growth, foster a productive work culture, and achieve strategic goals. Key Topics Discussed: Introduction to Talent Assessment: • What is talent assessment? • The role of talent assessment in identifying high-potential employees • How talent assessment contributes to strategic workforce planning The Role of Executive Coaching: • Defining executive coaching and its importance • How executive coaching enhances leadership skills and decision-making • Case studies of successful executive coaching interventions Synergy Between Talent Assessment and Executive Coaching: • How these two processes complement each other • Integrating talent assessment insights into coaching programs • Real-world examples of improved management team performance Impact on Company Performance: • Metrics and KPIs affected by improved management practices • Long-term benefits for organizational culture and employee engagement • Examples of companies that have successfully implemented these strategies Practical Steps for Implementation: • How to start with talent assessment in your organization • Selecting the right executive coach and coaching framework • Best practices for ongoing development and assessment Guest Bio: Jamie Kosmar and Sam Jayanti are experts in leadership development and executive coaching with over 20+ years of experience. They have worked with top-tier companies to enhance leadership capabilities, foster talent development, and drive organizational success. Call to Action: If you enjoyed this episode, please subscribe, rate, and review wherever you listen to podcasts. For more insights on enhancing your management team and improving company performance, visit our website at www.theideamix.com and follow us on www.linkedin/theideamix. Subscribe & Follow: • Apple Podcasts • Spotify • Google Podcasts • @theideamix on LI and IG Contact Us: Have a question or topic you want us to cover? Email us at info@theideamix.com or DM us @theideamix on LinkedIn. By optimizing your management teams through effective talent assessment and executive coaching, your organization can achieve sustained growth and a competitive edge. Tune in to learn more about these transformative strategies!Subscribe to ideamix - Coaching, Performance, and Wellness, and stay tuned for new episodes every other Thursday. On ideamix podcasts, we speak with innovators and coaches to help you build the life, business, and career you want. ideamix is the go-to destination for individuals to find their ideal coach. Check out our website at www.theideamix.com. For comments, questions, podcast guest ideas, or sponsorship inquiries, please email info@theideamix.com.
This is the first part of a two-part series on layoffs and their impact on the employee experience. The episode focuses on the immediate impact of layoffs, based on research conducted by Culture Amp. The research analyzed data from layoffs in the tech sector between March 2020 and December 2023, including over 3,300 layoff events by 2,400 companies.The conversation explores the impact of layoffs on employee engagement and the employee experience. It discusses the decline in engagement levels after layoffs, particularly in trust, pride, and commitment. It also highlights the importance of leadership communication and development opportunities in mitigating the negative effects of layoffs. The conversation debunks the myth that doing one large layoff is better than multiple smaller layoffs and emphasizes the role of managers in supporting employees during this challenging time.The episode concludes by discussing alternative strategies to layoffs and the importance of treating employees with decency and humanity throughout the process.Chapters03:40 - Research Methodology and Data Set07:08 - Immediate Impact on Employee Engagement13:55 - Decline in Commitment and Confidence20:34 - Importance of Transparent Communication23:22 - The Role of Leadership Communication and Development Opportunities27:45 - Debunking the Myth of One Large Layoff Being Better33:46 - The Importance of Managers in Supporting Employees38:24 - Exploring Alternative Strategies to LayoffsArticles mentioned in this episode: Business Insider - A better way to handle layoffsAxios - Employers are "afraid" to conduct layoffs in viral video eraIf you've enjoyed this episode, please subscribe and leave a review on Apple Podcasts or follow and hit five stars on Spotify.Learn more about Culture Amp at www.cultureamp.com Follow Damon on LinkedIn to get his latest leadership insights & follow on Instagram to see behind-the-scenes footage from the podcast. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.
Alex Draper is on a mission to change the face of culture for organizations big and small.Alex is a British transplant living in the Windy City of Chicago and the CEO and Founder of DX Learning - an incredibly fast-growing human performance consultancy.Alex is super passionate about going into businesses and helping them hone in on specific leadership skills that help lead their employees to optimal performance. It's a people-first strategy backed by research that he's used to help Fortune 500 businesses elevate their workplace.Throughout this jam-packed episode of Hire Learning, we talked about building leadership, culture-coining, employee bias, and how to turn the dial-up on employee output.Of course, I also had to talk a bit about English football, specifically Arsenal and Liverpool.
Order a copy of my book, "Passion Struck: Twelve Powerful Principles to Unlock Your Purpose and Ignite Your Most Intentional Life," today! This book, a 2024 must-read chosen by the Next Big Idea Club, has garnered multiple accolades, including the Business Minds Best Book Award, the Eric Hoffer Award, and the Non-Fiction Book Awards Gold Medal. Don't miss out on the opportunity to transform your life with these powerful principles!In this episode of Passion Struck, host John R. Miles interviews Professor Alex Edmans on the importance of critical thinking in a post-truth world. Edmans discusses biases such as confirmation bias and black-and-white thinking that affect how people interpret information. He highlights examples like the Brexit referendum and the narrative fallacy to illustrate how misinformation can influence decision-making. The episode emphasizes the need to scrutinize information, disentangle correlation from causation, and consider different perspectives to make informed decisions in a world filled with misinformation.Full show notes and resources can be found here: https://passionstruck.com/alex-edmans-critical-thinking-a-post-truth-world/In this episode, you will learn:Post-truth world: Misinformation is prevalent and people tend to believe what aligns with their biases and identity, rather than facts.Data interpretation: Data can be manipulated to support a particular narrative, leading to misleading conclusions.Narrative fallacy: Creating a cause-effect explanation where none exists, often seen in successful books and talks that present a simplified story to explain success.Causation vs. correlation: Understanding the difference is crucial to avoid misinterpreting data and drawing incorrect conclusions.Context matters: Cultural context influences how information is perceived and spread, highlighting the importance of understanding different perspectives.Critical thinking: Applying critical thinking skills to scrutinize information, consider alternativeAll things Alex Edmans: https://alexedmans.com/SponsorsBrought to you by Clariton, fast and powerful relief is just a quick trip away. Ask for Claritin-D at your local pharmacy counter. You don't even need a prescription! Go to “CLARITIN DOT COM” right now for a discount so you can Live Claritin Clear.--► For information about advertisers and promo codes, go to:https://passionstruck.com/deals/Catch More of Passion StruckCan't miss my episode with Marianne Lewis and Wendy Smith on Applying Both/And Thinking to Solve Your Toughest ProblemsMy solo episode on Does the Concept of Free Will Really ExistListen to my interview with Dr. Dolly Chugh on A More Just Future and How Biases Impact Our LivesWatch my episode with Arthur Smith on the Mind-blowing Art of Intentional StorytellingCan't miss my episode with Katy Milkman on Creating Lasting Behavior Change for GoodLike this show? Please leave us a review here-- even one sentence helps! Consider including your Twitter or Instagram handle so we can thank you personally!
Kicking off his career fresh out of school, Udit Tibrewal joined the audit practice ofPricewaterhouseCoopers (PwC) in New Delhi, where he set about learning the intricate workings of financial compliance. The ambition to broaden his horizon and a hunger for new challenges led him to make a bold move to the United States, landing him first New York City. The shift from New Delhi's familiar chaos to New York's dynamic hustle coincided with a widening of Tibrewal's finance lens. It was here, amidst the skyscrapers of Manhattan, that he began to embrace the complexity of technology companies and their menu of projects involving IPOs, mergers, and acquisitions. After enriching his expertise on the East Coast, Tibrewal ventured west to Silicon Valley, where he blazed a path from numbers cruncher to strategic operations with a goal that never varied: to influence broader business decisions that could affect a company's growth trajectory. Throughout his career, Tibrewal has emphasized the need for continuous learning and adaptation. Whether through committing to global moves, shifting from technical to strategic roles, or adapting to new industries, he has undertaken a journey that underscores the dynamic nature of the finance function in modern businesses.
Since the pandemic, the term “burnout” seems everywhere. But is burnout something that's always existed at work, or is it a modern phenomenon? Have jobs changed or have workers' expectations and needs shifted?Christina Maslach, an emerita professor of psychology at UC Berkeley, has pioneered research on burnout. For decades, she's studied its causes, effects, and potential remedies. Her work has led to many books on the subject, including The Burnout Challenge: Managing People's Relationships with Their Jobs. Christina and Greg chat about the history of the term “burnout,” how it's not merely a result of heavy workloads but also stems from the quality of work and the surrounding work environment, and the six core needs essential for employee well-being. *unSILOed Podcast is produced by University FM.*Episode Quotes:Is it burnout or are you just exhausted?33:41: People often assume that if they're exhausted because of long hours and lots in a big load, is that burnout? And I'll say, "No, you're exhausted, but do you still like your job?” Yeah. Oh, yeah. It's a great job kind of thing. How do you feel about the work you're doing? Oh, I'm good at this. I said, "You're not burned out. You are what we call overextended, and it's the exhaustion, and it's often a high workload and unable to get enough rest and recovery and stuff like that.” But that's what we call job burnout when the other two things kick in as well. It's not just that you're highly stressed. There is more than that. If you still love what you do and still feel good about what you're doing, there's all these other things about the work that are positive; you'll be more willing to cope with that and figure out how to deal with it, and so forth. It's just not another word for stress, and it's that negative, cynical response to the job that is, in a sense, more the hallmark of burnout. That's really what makes it job burnout, as opposed to people use burnout for everything.Components of a burnout response10:21: These are the three components of a full burnout response: The exhaustion of the stress response, the cynicism, the negative distancing from the job, and the negative self-assessment of my own effectiveness in this job. What can help in dealing with burnout in the workplace?37:59: Often, when I've asked people if you could have something that you think would help, in terms of dealing with burnout, they will say, "Somebody who is a mentor, somebody, a safe harbor, somebody I can go to, or some people that I can go to and talk to, and we work out problems, or I get advice, or they help me out, and I do the same for other people, it's reciprocal, and that kind of thing," and if I feel I can't ever trust anybody that has been, a real cause of, I could do this work somewhere else. But if people talk about colleagues, they're like gold.People do not recover as well from chronic stressors as they do from occasional stressors07:09: Chronic job stressors—that means they're there all the time. They don't go away. You think you've dealt with something, and here I am all over again dealing with this. What we know from decades of work on stress and coping is that people do not recover as well from chronic stressors as they do from occasional stressors.Show Links:Recommended Resources:Harrison Gough “The measurement of explained burnout” | Journal of Organizational Behavior Burn-out an “occupational phenomenon” Frederick Winslow TaylorDying for a Paycheck: How Modern Management Harms Employee Health and Company Performance―and What We Can Do About It by Jeffrey Pfeffer“Globally, Employees Are More Engaged — and More Stressed” | Gallup, 2023Guest Profile:Faculty Profile at UC BerkeleyHer Work:The Burnout Challenge: Managing People's Relationships with Their JobsThe Truth About Burnout: How Organizations Cause Personal Stress and What to Do About It Banishing Burnout: Six Strategies for Improving Your Relationship with Work
On today's episode, we're joined by Jamie McGough, Partner at Meridian Compensation Partners, LLC. Jamie discusses strategies for evaluating the alignment between executive pay and company performance. Key Takeaways: (01:15) Total shareholder return is essential, plus profitability and other financial metrics relevant to the company. (05:30) Treatment of performance plans requires judgment when analyzing pay. (08:40) Overlapping cycles and grant timing complicate pay-performance analysis. No perfect solution exists. (13:02) The CEO is central to focus on. (17:41) Pay versus performance analysis is fundamentally a governance tool for committees. (20:22) SEC disclosure rules focus on individuals and accounting values rather than pay structures. Resources Mentioned: Jamie McGough - https://www.linkedin.com/in/jamie-mcgough-2007a9a/ Meridian Compensation Partners, LLC - https://www.meridiancp.com/ This episode is brought to you by Meridian Compensation Partners, LLC. Learn more by visiting MeridianCP.com. #Compensation #Wages #SPAC #Equity #ExecutiveCompensation #Clawback
Love them or hate them, most companies in the corporate world - big and small - have kept up with the tradition of performance reviews, or appraisals. But critics argue that they are losing their relevance because existing models aren't necessarily always tied to company culture. So should such reviews be done away with entirely? How can they be re-imagined to produce more effective results for both employee and company? Emaad and Ryan explore further. Presented by Emaad Akhtar & Ryan Huang Produced and edited by Emaad Akhtar Music credits: Pixabay & its talented community of contributors See omnystudio.com/listener for privacy information.
In this engaging episode of the CanadianSME Small Business Podcast, we had the pleasure of hosting Matt Foran, the innovative mind behind KnowMeQ. With over two decades of experience in post-secondary education, encompassing roles from administration to research, Matt brings a unique perspective to the table. KnowMeQ, born out of a design jam focused on addressing the challenges of automation and Industry 4.0, represents a transformative approach to workforce development. This discussion delves into the intricate world of skills assessment and workforce optimization, showcasing how KnowMeQ's science-validated SaaS platform is reshaping recruitment, succession planning, and retention strategies. Key Highlights:Matt shares the inspiration behind KnowMeQ and its impact on modern recruitment and workforce planning.Insights into how KnowMeQ addresses labor shortages and assists businesses in talent identification and development.The role of KnowMeQ in promoting continuous growth and adaptability in individuals and organizations.How KnowMeQ is meeting the specific needs of sectors like manufacturing and supply chain, and the successes seen in these areas.The importance of functional literacy and numeracy skills in company performance, and how KnowMeQ's assessments help bridge skill gaps.Matt's advice for small businesses on cultivating a culture of continuous learning and development, drawing on KnowMeQ's expertise.We extend our sincere thanks to Matt Foran for his enlightening insights on KnowMeQ's journey and its significant impact on the labor market, education, and the small business sector. Our appreciation also goes to our dedicated partners who stand as pillars in the small business community. A special shout-out to RBC, our exclusive banking partner, UPS, our dependable shipping ally, and Xero, our committed accounting software partner.To our valued listeners, remember that each small business represents a seed of potential, ready to flourish. By supporting them, we collectively nurture a vibrant ecosystem of innovation and growth. Until our next episode, stay motivated and keep tuning in for more thought-provoking discussions in the small business world. Don't forget to subscribe for more insightful content at https://canadiansme.ca/subscription/.
The Jason & Scot Show. Podcast about e-commerce and digital shopper marketing. Editor note: We're trying some fun new AI features for this episode. The following show notes were written by ChatGPT. We're also let AI remove all the "stop words" in our audio, and we've switched from Google to OpenAI for our audio transcription. Let us know your feedback. In this episode of the Jason and Scot show, our special guest is Sean D. Nelson, the CEO and founder of Lovesac. He shares his inspiring journey of starting the company as a beanbag business in his basement and growing it into a successful public company. Sean highlights the key moments of his entrepreneurial journey, including winning a million dollars on Richard Branson's reality TV show and navigating the ups and downs of the business. Sean has upcoming book and podcast, both entitled "Let Me Save You 25 Years: Mistakes, Miracles, and Lessons from the Lovesac Story." Sean emphasizes the importance of being a direct-to-consumer brand and how Lovesac has found sustained success by focusing on customer acquisition costs and offering a high-quality product. He discusses the concept of direct-to-consumer and shares his thoughts on its significance. Sean believes that having a differentiated product that provides value to customers is crucial, rather than simply relying on an online sales strategy. The conversation also touches on the topic of innovation and how Lovesac has been able to push the boundaries of what a furniture company can offer. Sean discusses their Stealth Tech innovation, which incorporates surround sound into their couches, as well as their commitment to creating products that are built to last and designed to evolve. Sean acknowledges the challenges of operating in physical retail and highlights the importance of their showrooms in reducing customer acquisition costs and providing a hands-on experience for customers. He also mentions their partnerships with Best Buy and Costco to expand their reach. The discussion expands to the future of retail and e-commerce, with Sean mentioning the transformative role of AI but cautioning that it takes time for movements to fully evolve. He emphasizes the importance of being patient and keeping an eye on developments in the industry. The conversation concludes with Sean expressing his long-term commitment to Lovesac and his desire to build something meaningful rather than focusing solely on personal gain. Listeners are invited to check out Sean's podcast and website, as well as his upcoming book, which will be released in January. Overall, this episode provides insights into the journey and philosophy behind Lovesac's success and offers valuable perspectives on entrepreneurship, innovation, and the future of retail. Chapters 0:00:46 Introduction and Welcome to the Show 0:08:36 The Journey of Love Sack: From Highs to Lows 0:12:05 Love Sack's Traditional IPO and Company Performance 0:15:49 The Importance of Having a Differentiated Product 0:19:49 The Value and Overhype of Market Movements 0:23:18 Sactionals: Built to Last, Designed to Evolve 0:25:56 Driving a Movement for Sustainable Consumerism 0:31:36 Innovation and the Evolution of Lovesac's Product Line 0:37:07 The Strength of Lovesac's Physical Showrooms in the DTC Landscape 0:40:03 Testing and Learning: Mobile Concierge and Shop and Shop 0:41:52 AI's transformative role in the future of technology 0:50:08 Long-Term Vision vs Quick Profit Episode 313 of the Jason & Scot show was recorded on Thursday, November 9th, 2023. Transcript Jason: [0:23] Welcome to the Jason and Scot show. This episode is being recorded on Thursday, November 9th, 2023. I'm your host, Jason "RetailGeek" Goldberg, and as usual, I'm here with your co-host, Scot Wingo. Scot: [0:37] Hey, Jason, and welcome back. Jason and Scot show listeners. Jason, we're very fortunate to have a entrepreneur on the show. I'm the entrepreneur side of our partnership. So I always really enjoy these. Introduction and Welcome to the Show [0:49] We have on the show, Sean D. Nelson. He is the CEO and founder of Lovesack. And a little birdie told me that he recently started a podcast himself. He started Love Sack as a beanbag company in his basement when he was around 18. And now it's a public company and doing relatively large revenues over 600 kind of run rate. If I look at the last quarter, I took a little glance at that. Sean, welcome to the show. Shawn : [1:13] Thank you. Thanks for having me. Great to be with you. Jason: [1:16] We are thrilled to have you, Sean. Listeners always like to kind of get the background. I'm imagining you don't have a deep background before you started Love Sack because you started it so young. But can you, like where were you in life when that brought you to start build your own product? Shawn : [1:34] Yeah, strangely, 25 years in and still running the same company I founded as my side hustle in college, which is exactly what Love Sack was. So 95, all the way back then, I made a giant not bean bag because I thought it would be funny. I literally, 10 days out of high school, got off the couch at my parents' house, having this dumb idea, like, how about a beanbag, like, me to the TV, like, the whole floor, like, huge. Drove down to the fabric store, bought some fabric, brought it home, cut it out, and then began sewing it up, broke my mom's sewing machine, neighbor finished it, took three or four weeks to try and stuff it, originally with beads, but couldn't possibly find enough, so looked around the house, I just found out my parents' camping mattresses chopped up yellow foam, you know, like those yellow slabs of foam you take camping, on a paper cutter in the basement. And eventually, I mean, foam, packing peanuts, old blankets, had this thing stuffed and started using it out and about through university, taking it camping, back of the truck, driving movies. Ended up putting it away for a couple years. And by the way, everywhere I took it, everybody wants one. Like everyone's always like, Oh my gosh, what is that thing? Where'd you get it? I was like, I'll never make another one. It was such a pain in the butt and put it away for a couple of years to go be a missionary for my church. [2:58] And came back to finish up university in 1998. And that's when I founded the company. Cause people kept bugging me to make them one. And it became my side hustle in college. And we tried to sell these things eventually beyond our friends and family and beer fest, May fest, October fest, car shows, boat shows, 10 by 10 booths, how we got started. Tried to sell them to furniture stores and they laughed at us and told us it was a dumb idea. [3:34] Eventually, at a trade show got discovered by the limited to this is like, you would not today as justice like in the malls, like little girls pink and purple fuzzy stuff for their bedrooms and, and clothing. Anyway, they ordered 12,000 little love sacks, not knowing it was me and a buddy and like a woodchipper shredding foam in the back of this furniture place. And, and that forced us to source over in Asia, which is, you know, where I had served my mission. So I speak Mandarin Chinese. There's a whole story there I won't get into it it was just kind of one thing led to another led to another week we built a factory to support that 12,000 sack order we then went out to the furniture stores who again laughed at us didn't want our $500,000. [4:19] Beanbags having completed that order wanting to keep the factory going so we finally opened our own store in a mall that didn't even want us there but finally capitulated let us in because they We had a space to fill for the holiday season, in Salt Lake City, Utah, and it just exploded. We did a good job, carpet paint, neon sign, made it look like a proper mall chain store selling giant beanbags, and it just took off. Like, it worked. People came in, flopped down, music bumpin', big screen TV, playin' movies, had a great time. There was a couch in the corner to look pretty, be part of the decor. People kept asking about the couch, And that led us to eventually, many stores later, many states later, invent Saxionals, which is our modular sofa solution, which now drives almost 90% of our sales today. So we're more a couch company by far today than we are a beanbag company. And there was a whole, listen, I'm skipping over decades of time really, but there was a whole transition where we... We went through after we invented the sectionals and solved all these problems people have with couches not only can you ship it to your house via FedEx which was hyper relevant you know for. [5:32] E-commerce and digital marketing obviously but it's watchable and changeable, and movable and it can be with you the rest of your life that that led us to a whole design philosophy that now. [5:42] Drives are innovation we think is a really cool secret sauce called design for life but. 10, 20, 50, 100, 250 locations now. We came public in 2018 on about 100 million in sales. Right around the time there was just tons of fervor in this direct consumer movement. We had farted around, we'll call it as a furniture store, selling rugs and lamps and bowls and baskets and all the obvious things along the way. And it was really when we purged all that stuff around 2015, seeing the Caspers of the world emerge and Warby Parker's and even Tesla with their showrooms. Could we adopt a more e-commerce-led model with showrooms for people to kick the tires, so to speak? And that transition is really what unlocked the lovesack that you see today and where most of our growth has come since about 2015, 16, when we made that pivot, took the company public, wrapped around that direct consumer story. So we're not a digitally native brand originally, we were actually a retailer that pivoted and became digitally led. And now we don't even operate stores in the traditional sense. We don't, we don't stock things there. You know, you don't walk out of there with your product. They're all really online sales and those showrooms are extremely powerful mechanisms for helping people make up their mind around a five or 10, $15,000. [7:06] Purchase where they want to see the thing and sit on it and, and, and see if it's everything it's cracked, it's cracked up to be online. And so we, we, we believe that we really, uh, through that arc. And then by the way, since coming public, I don't know, six, seven X, the company this year, you know, we'll, we'll be on a run rate to the analysts were a public company. So the analysts show us around, you know, it's called 700 plus in revenue and profitable, very profitable and cash generative. So we think, you know, the direct consumer game, in a lot of respects, Love Sack is one of the unlikely winners of that entire movement. Because I think at that scale, there are very, very few, what I call successful direct to consumer brands. And so we're really proud of that. And it's been a long saga, and we continue to grow and change and adapt and evolve. Jason: [8:01] It's an amazing story. And we definitely want to unpack it. But I want to go all the way back to the beginning for one second. Did that neighbor who helped finish sewing the first prototype get any equity? Shawn : [8:13] No, it was my ex-girlfriend's, mom, so about the time she exited, you know. No, it was just a friendly favor, but the truth is a lot of people helped out along the way, and a lot of people had equity or have equity in Love Sack from along the way, but look, we've been through every high, every low. Somewhere in the middle there, I skipped over it just because of brevity. Not only did I win a million dollars on TV with Richard Branson, The Journey of Love Sack: From Highs to Lows [8:38] his reality TV show on Fox Network back in 2005, if you can believe that, the rebel billionaire. But I also guided the company through a complete chapter 11 reorganization back in 2006, spearheaded by Venture Capital, which was painful and ugly and embarrassing and humiliating. So we've been through every kind of thing over these better than two decades. Scot: [9:01] Yeah, my deep dive question is, when you rented or bought the wood chipper, did you tell them you'd be throwing foam in there, or did they think you were clearing up a tree? Shawn : [9:09] Oh, that's so the original story. Yeah, the original woodchipper actually, you know, if you've ever used one in your backyard or, you know, you shove sticks into these things, that's basically what the original shredder was. And it was in the back room of this furniture factory already. They had used it back in the seventies to shred foam, but it had an electric motor, right? Instead of like, okay. Scot: [9:30] So it's okay to be inside here. Shawn : [9:32] Well, yeah, but I had to rehab it because it hadn't been used in like a decade or two because shredded foam had fallen out of favor in furniture. And then later to do that bigger order, we couldn't afford like a proper German, shredder, so we ended up driving out to farm country to find more of those same kind of shredders and actually found a hay grinder called a hay buster can shred 2000 pounds at a whack. Scot: [9:57] And that's a lot of power. Shawn : [9:59] Yeah, it's powered by a tractor. So we, you know, agricultural loan for tractor and hay grinder. I mean, crazy, crazy story in the beginning. Scot: [10:07] Yeah, as a family, you gotta figure out how to get it done, right? Whatever it takes. Shawn : [10:12] Whatever it takes. Scot: [10:13] I didn't know the Richard Branson thing, so that was interesting. Did he like, was he an active investor, or that's like one of those things where his people kind of take over and you never hear from him again? Shawn : [10:22] No, I mean, it was a weird situation. He had a reality TV show, 2004-5, The Rebel Billionaire, you know, whatever, 16 contestants. It was like The Apprentice, but not for apprentices, for entrepreneurs. So my runner-up on the show was Sarah Blakely of Spanx, gives you an idea. Scot: [10:38] Oh, okay, cool, neat. Shawn : [10:39] Yeah, yeah, so we became great friends, she and I, Richard and I. I ended up also being named President of Virgin Worldwide for a minute as part of the prize, believe it or not. So, worked with Richard, worked with all of his CEOs. Totally weird outcome. And, you know, but huge, huge blessing and a huge piece of story. And he was involved in sort of our VC round that ensued on the tail of that. Scot: [11:06] Okay, and then I think I saw that you guys were on Shark Tank, right? You were like one of those that you know, kind of one of the big success stories. Was that the OG Shark Tank or? Shawn : [11:16] No, we weren't on Shark Tank. A lot of people thought that. There was a Love Sack copycat that's on Shark Tank. Okay, and so they got... Scot: [11:23] I was confused because like Google says you were and then I was like, but then I couldn't find the episode. Jason: [11:28] There's a whole TikTok channel dedicated to Love Sack and Shark Tank and it's super weird. Shawn : [11:36] That's super, yeah, people get confused. Scot: [11:42] Yeah, yeah, super weird. Yeah. And then when you did your IPO, was it a traditional IPO or did you guys get caught up in the SPAC craziness? Shawn : [11:51] No, we did a traditional IPO back in 2018 and you know, our stock has been really volatile for lots of different reasons that, you know, COVID was crazy, but the company performance has been really solid. So we're just trucking. Love Sack's Traditional IPO and Company Performance Scot: [12:06] He, I think, was at Graham that said in the short-term it's an emotional machine, in the long-term it weighs your financials. So you got to, it's very hard, you know, I took a company public, not to the level you have. And yeah, it is, I was like, I'm not going to look at the stock, it's not going to influence me. And then suddenly everyone's like, are we making the quarter? And it's like, okay. And then suddenly it's very hard to get out of that, that short-term mindset. So congrats to you for sticking to it for so long. Shawn : [12:29] Yeah, look, I'm actually a big advocate of it, having lived inside of it now for almost six years. Scot: [12:36] Yeah, the transparency is good, you know, and I like that part of it, I think that's good for, you know, to kind of have to put out everything that you're doing, you know, it's a, the ultimate, yeah, it's like, yeah, transparency tends to be a good thing. Shawn : [12:48] I think it's the right way for companies to be governed and ran. Anyway, we could get into that if you want. Scot: [12:56] Yeah, I like the, you know, and you talked about all the other, we call them digitally native vertical brands, like the Warby's and Bonobos and all that. And yeah, a lot of them have not made it past kind of like that hundred million dollar level. And you guys have obviously, you know, six, seven X that, which is awesome. And then, you know, the big knock on Casper for a long time was as we've actually had this guy, Dan on the show, people were able to pick apart the CAC LTV and they found the average selling price was like, Jason will know these numbers, but it was like 350 and their cost to acquire a customer was 400. And they were like, you know, that obviously wasn't sustainable. So it's pretty neat that you guys have figured that out. Shawn : [13:36] Yeah. I mean, that's at the root of why obviously we've had some sustained success. And I think it's also at the root of why there are almost no other direct consumer brands making any money. End of story, full stop. And it's pretty fascinating to watch the whole thing unfold, because it really has been a movement for almost a decade. Scot: [14:01] Yeah, and I don't want to dig into the information you don't divulge publicly, so this is not a trap or anything but is it because the selection or your products, you've kind of cracked the code on Kakao TV, like what do you, and I don't want to know any methods or anything. and what do you attribute it to? Shawn : [14:18] Look, I think, let's start at the root. I think that many companies, product companies, let's start there, overlook the fact that you need a really good product. I think they pick a category and they say, oh, it could be a direct consumer brand. And the truth is, what does that even mean? Do you mean, because here's the funny thing. When I hear analysts and industry people talk about direct consumer, it has become synonymous over the last decade as it's unfolded today with e-comm. Oh, you mean you're an e-comm company and in many cases you do half of your sales through wholesale. So what does it even mean? I mean, if you want to talk about a direct consumer brand, LoveSack may be the most direct. We don't have any wholesale. I'm talking zero, and we only sell through our own channels, whether it's our website or our showrooms. And we have these partnerships, for instance, where we operate our own showrooms inside of a Best Buy or a Costco. [15:26] But you know, so this whole phrase even, direct-to-consumer, I think is really kind of silly. You mean you're a company that sells stuff online and maybe in showrooms and maybe in wholesale? So you're a company that sells stuff. So let's start with stuff. And you have to make, I think, if you want to be successful in the world, it's not a new concept. You have to have... A great product or or you have to have some other really. Hiller efficiency The Importance of Having a Differentiated Product [15:52] and i think what most have discovered it was a list again over this long decade of direction sumer evolution is that without a really differentiated product. You're just another company with a clever name lots of funding and if you throw lots of money at anything it's gonna grow. But you need to be differentiated. So Love Sack, you know, start with the giant beanbags. They were unique, especially in their day. There's tons of copycats out there now. [16:24] Sactionals are extremely unique. The problem is they photograph just like any other sectional sofa. Like if you took an image of Sactionals and an image of one of, you know, out of any competitor that sells couches, ours looks a lot like theirs. But the difference, the differences are myriad in terms of their washability, changeability, quality, and modularity, and many of those aspects, especially on the modular side, are patented at LoveSac. And so once you dig into it, you find that that's the number one driving factor, is we have a product that's truly differentiated, truly gives more value to the customer, and therefore, we can extract more from the market. It's really that simple, right? And that's at the root of why our CLV to CAC ratio it was so high and sustainable and cash-generative and profitable. And then we could go down all kinds of other paths. We could talk about our website, execution and stuff like that. And all of it needs to be there. Look, running a business is multifaceted and difficult. But at the root of it is that. Jason: [17:27] For sure. One of the things I sort of admire about your company is the original premise was not to have a particular go-to-market strategy. It was to have this great product that people wanted to have in their lives, right? And it feels to me like that, the whole quote unquote D to C movement, like this notion that before you solve any other problem, you're just gonna put a flag in the ground, like this is how you're gonna go to market, that just, it just seems silly because that may not be how the customer wants to acquire your product. Shawn : [18:00] Yeah, I think you're right. And I think that, so I think that whole movement that we're a part of, so I don't mean to like bag on the movement. I'm just an observer as well. Like I've been living in it, right? And we put, and I'm being really transparent, we put on those clothes very intentionally. [18:16] Because people that planted those flags were getting funded. People that planted those flags were being understood at the time. And these movements come. Right now, I could hold up a flag that said AI on it and go out there and raise a bunch of money and do something. And in the end, 99 out of 100 of those, flags are going to fall by the wayside after having tons of money thrown at them and Probably 1% of them will go on to you know be the next Googlers or who knows what right? But these movements come and go and and and I'm and this is what I'm saying You gotta be careful. I'm not bagging on the movement because these movements are useful these movements drive economic activity these movements drive innovation But they're often way overhyped, not as, I think, not as, so, you know, I mean, we could get into AI, you guys are, I'm sure, tracking it just like I am. What does that even mean? Oh, you mean like software? You mean like software that, that does stuff in an automated fashion? Like is that, is that, is it really that new? But it doesn't matter. It's a story that's being heard. It's a story that's being understood and it's where the momentum is. And so if you're able to wield, take advantage of these movements in the marketplace to your end, that's what, and that's exactly what LoveSack did. We put on those clothes, we took a concept that had been around for a long time, our concept. [19:42] And look, in the end, the thinking and the development and even like, let's say the web services and all the things available to that movement that The Value and Overhype of Market Movements [19:49] were spun up because of that movement, we benefited from. The money raising pricing aside, momentum, going public, whatever, all these things aside. So that's why I'm saying I think that there is value in these movements, but fundamentally, you still need to have a great business, a great product, something that's truly differentiated, because anyone with some funding can go out, buy a logo, buy a name, and look like they know what they're doing. Jason: [20:20] And yeah, for sure. And to your point, there's a, there's a funny data by going around in, in our industry this week that like over a hundred million dollars or I'm sorry, Amazon's GMV is, I'm sorry, a hundred billion dollars of Amazon's GMV is from AI. And you hear that and you're like, oh my God, that's huge. And then you find out it's product recommendation tiles that they launched in 1997. Shawn : [20:45] Yeah. Yeah. Yeah. Jason: [20:47] Which, yeah. Yeah, so I do just want to like kind of wrap up this section, but put it in context. When you open that first store in a mall, like the mall competition for furniture stores was like Expressions Furniture, right? Which no one on this call would even remember probably. And then like by the time you really, after your IPO and really caught fire, you were competing directly against all these D to C companies that were expanding in malls. You were probably competing for leases. Shawn : [21:18] Yeah. Jason: [21:19] It's quite the, quite the journey. Now, Scot mentioned at the beginning of the show that you had recently started a podcast and I'm two part question. How the heck did you have time to start a podcast and tell us what the premise behind the podcast is and what you're talking about? Shawn : [21:36] Sure. Yeah. Just to comment first on what you pointed out, there is this whole strip in the malls now out there right now. But by the way, in these shopping malls that I was told were dead, you know, I could read the headlines of shopping malls are dead back in 2001 when I was opening my first shopping mall and I was forwarded those kind of emails by friends and family who were concerned. And here we are in 2023 and while these things change, they take decades to change. Meanwhile, they've evolved and you have all of these direct consumer players now and it It just cycles through, you know? What the players inside of these shopping centers happen to rotate, and I've watched it all evolve, and by the way, they're rotating again, because a lot of those players are not viable. Some of the best ones, biggest ones, you know? Like, concepts like Peloton, who I think is amazing as a concept, you know? They have their struggles, and so we watch these things evolve. In terms of, the podcast is relevant to this. Let me explain why. We had the chicken, I'm going to go, given the nature of what your podcast is, I'll give you a much broader picture than just, hey, why am I recording a podcast on my own and writing a book? [22:55] It works like this. We had the chicken before the egg. Sactionals being the chicken, we discovered, as we observed and had success with it, we believe are so successful because they are are built to last a lifetime and designed to evolve. Like those two attributes in our product are quite unique. And those two attributes underpin what we call our designed for life philosophy. Sactionals: Built to Last, Designed to Evolve [23:21] I did not found Love Sack to make products that are super sustainable, sustain hyphenable. In other words, things that actually sustain. Who's talking about that? I was just trying to survive. I made a big beanbag, people liked it. Made a couch because people were asking about couches. who has solved all these problems, observed the success, and that success was rooted in the fact that things were built to last, designed to evolve. Now that's led us to this whole philosophy that will inform our innovation on every product going forward, and it's why I'm so confident that we can continue to succeed, is because of this design philosophy that I'm sharing with you openly. Because it's one thing to say it, it's another thing to execute to it. That's the hard part. It's the execution that's the hard part, you know? Now, that said... [24:08] I'm trying to drive a movement. I believe that there are many people that are sort of aware now that we have been conned into buying too much crap. New season, new collection, the merchandising hamster wheel, new iPhone, now it's got a titanium band. Really? Everyone knows. No, it's not even hidden. It's not even like a secret. it. This whole hamster wheel called planned obsolescence that was not an accident, it's absolutely an economic strategy to lift us out of the Great Depression and onward. And it has roots all the way back to Louis XIV. What's my point? The world has just, I guess, accidentally, not so accidentally, fallen into all kinds of rhythms that are unhealthy, unsustainable, and not good for anyone, not good for the environment, not good for people, you know, we're frenetically chasing out. Now my jeans are too tight, now they're too loose, now they're too long, now they're short, now I got, now they got to show my ankles, now they got to drape over my, like, this is not an accident. This is a self-propelling machine that we have created. What's my point? I believe we can drive a movement amongst people to reject that. And I believe factionals is one of the embodiments of that. Things built to last a lifetime are designed to evolve. So that movement is actually my long-term strategy. [25:33] In the near term, I need to... One of the ways that we will reach people besides buying advertising and using it to drive a strong CLV to CAC ratio is through... I don't know, even podcasts like this is through people finding our brand, finding out about me, finding out about the company through... Whether it be me, whether it be through the goodwill of our customers, sharing this or that, the other. And so I wrote a book called Let Me Save You 25 Years. It's our clever story Driving a Movement for Sustainable Consumerism [25:59] at Love Sack. It's really great. I think it launches in January. I spun up a podcast called Let Me Save You 25 Years where I share my own entrepreneurial mistakes, miracles, and lessons of the Love Sack story. That's the subtitle of the book. That's the spirit of the podcast. I talk to successful people, some of the world's most successful entrepreneurs and successful people about these concepts. And it's not an interview podcast. We go really deep into some of these concepts. So my long-term goal ultimately, is to write another book that can help drive this consumer movement that I'm describing because I think if we can get a little bit of luck and get people thinking about these things and then eventually seeking out. Products that can do this, and just a lifestyle that is supported in the way that I'm describing. Buy better to buy less. Buy better stuff so you can buy less stuff. Well, obviously, LoveSack will benefit from that as a company that makes better stuff. And so, look, it's a long, long, long, long way around, but you asked the question, and I'm totally serious about that. Scot: [26:58] Yeah. So I'm gonna guess you're not a fan of fast fashion. Shawn : [27:03] No, I mean, that's obviously gonna be I made the topic of the book, you know? Scot: [27:06] And I'm not. Jason's a huge Xi'an fan, so you just really hurt his feelings. No, I'm just kidding. Jason: [27:11] Hey, I wore a Patagonia, a used Patagonia jacket in honor of tonight's show. What are you talking about? Shawn : [27:18] You are speaking my language, man. And look, it's not even about being a tree hugger. I think that people have a brain. And people, I think, are waking up to the idea after the iPhone 15, that holy crap, Apple probably should have been forced to innovate a long, long time ago. Biggest company on planet Earth because they sell us the same thing every year or two. Had we not allowed them to do that, they would have had to use their enormous treasure and enormous skill base to innovate into other categories and and change the world. Instead, we've allowed them to sell us the same thing every year. Scot: [28:06] That's an interesting ethos. Having built a company, about how many people are in your company at this point? Shawn : [28:12] Total about 1,500. It's about 400 at the headquarters and another 1,000 out in the field-ish. Scot: [28:19] Yeah, you're at that phase where there's people at the company that you've never really met before. And it's awkward because they always expect you to know their name and they all know your name. Yeah. Yeah. Yeah. So when you get a company to that scale, how do you keep innovating? And, you know, one of the ones that I really love that you guys have done is the Stealth Tech. I think that's genius because I love AV and like having a really immersive experience. And I'll let you explain what it is, but, you know, my wife hates the big black speakers that I try to put all over the house. So I think it kind of solves like six problems in one. So A, maybe let listeners know a little bit more about what we're talking about. And then be I'd love to hear like how do you guys you know it's really hard to kind of you know ideas are easy and execution is hard on execution. It's really hard to like you know nail what you're doing and you have a lot going on and then like keep innovating. How do you how do you like get the org functional that way? Shawn : [29:16] Yeah. I mean, I think number one is you have to, you have to really want it, you know, not, not just like, Hey, I want to, I want to get, I want to get more business. I want to sell more stuff. Obviously there's that. But this ethos that I just kind of unpacked for you that, that we tripped stumbled into does the design for life ethos animates this organization. Like, it is a lot of, it is very motivating to think about, holy cow, now that we know our purpose, and it's been identified, right? Inspiring humankind to buy better so they can buy, you know, everyone's like, it was purpose, purpose, purpose, and hire some consultant, you know what I mean? But for real, if you have something that's truly unique, and it's meaningful, it's not just like words on the wall, it really is motivating, it's exciting. Scot: [30:11] And you bake baked in the products have to get better too, right? Like you, that's not well, so you have to support it. Shawn : [30:17] That's exactly right. Like, yeah, like we have to make stuff that's built to last a lifetime and design to evolve, which is really hard because if it was easy, everyone would do that. And here I am telling you openly about it. Like that's what we're going to do. And I'm not afraid to tell you because most companies won't do it because it's just freaking hard. Like it's a lot easier. Like why doesn't love sack? You know, you brought up stealth tech. So Stealth Tech is full Harman Kardon surround sound, no quality sound loss audio. Perfect audio emanating from your couch through the phone through the next layer of fabric and through the decorative layer of fabric that's washable, changeable, removable, tuned down to the color of that fabric so that the audio is perfect rear, front, center, subwoofer, invisible, beautiful, because you don't see it, it looks just like a couch, and it has all that packed in there, it's radically successful. It's been, it's now a huge piece of our business. And nobody saw that coming, because what would they expect a couch company to do next? A couch beanbag company. An end table, a coffee table, a rug, a lamp, you know, decorative accessories, get into the bedroom, who knows, right? Like the obvious stuff. Scot: [31:32] Meatballs. Shawn : [31:32] And what, yeah, right? Why did we do that? We anyway, we saw the opportunity and we also invented it. So one is, Innovation and the Evolution of LoveSack's Product Line [31:40] to answer your question, a lot of play. We are constantly at our innovation lab playing. So it's not just consumer-led insights, which is a big piece of what we do, but it's also a lot of inventions. You gotta have teams to invent. You gotta have engineers. You gotta have, so you gotta support that. So there's a cost structure there. And that's why LoveSack is quite profitable, but not as profitable as it could be in the future, because we are investing in innovation. And there's a lot of heads. there's a lot of engineers, there's a lot of designers doing things. Now they're not just all running around playing, they also have a very disciplined approach to executing on innovation, like launching Stealth Tech a couple years ago, and bringing that to market, which is a heavy lift because it's our invention, it's our patents, and it was not easy for this beanbag company to get into home electronics in a real way. [32:29] We've done, I think, more than 100 million in home electronic sales and making us a pretty, a pretty big player in that space, believe it or not. Already, and I don't think most people even, you know, would think that. But we're, you know, totally serious about it. So, innovation, wrapped around an inspiring path to innovation, I think is the key. Do you have an inspiring path, or are you just trying to make more stuff? Because if I wanted all those things I mentioned, like I'm over here in Asia right now, I'm in Hong Kong. And if I wanted a whole line of living room furniture with our logo on it to make myself feel good, I could have it in four weeks. The suppliers will do it for me. They've been doing it for 30 years over here for all the biggest brands you can think of, you know? And we could give them some designs and give them some ideas and let our, I mean, it's so easy to just source stuff. I'm talking about, you know, product land. Now we're talking fashion, talking furniture, talk any category you want, the same is true. But to truly invent stuff's a lot harder. And that's why I think we've had success, that's why I think we will continue to have success. Jason: [33:35] Yeah, you know, so I am interested, I mean, obviously the product has to be the lead in solving that real problem for a customer. But I do think another helpful aspect to your business is that in order for those products to be successful, like, they have to be demonstrated somehow. Like, per your point, the catalog for the StealthTech sectional looks just like the catalog for a generic sectional. And so I'm thinking you having your own showrooms was a big advantage for being able to tell the story. And ironically, I'm not sure you opened that first showroom because you recognize that problem. It sounds like you opened that first showroom because you had no other way to get distribution. Shawn : [34:21] Oh yeah, yeah. And that's why I'm not taking any claim as some kind of marketing genius. We just kind of tried to survive in the beginning. And opening a showroom was actually a reaction to being rejected by the big furniture guys, because they didn't, you know, want our product, they didn't believe in us, whatever. They couldn't see it. And so thankfully, it went that way. And by the way, they weren't showrooms, they were stores. We were a furniture store for a decade and a half. And we did all the furniture store things. And we sold merchandise, and you pulled your car around and we loaded you up, believe it or not, or we shipped to you. And it took us a long, long time to, after copycatting all those furniture stores and hiring merchandisers and window dressers and all those kinds of things from our competition to do that stuff in our stores. [35:14] To make that pivot to the direct consumer model that we operate on today that obviously looks very prescient in today's model. Now, the reason I think we've been so successful at it is because we had those 15, 20 years to get really good at operating now 250 locations across every state, almost in the United States of America, where people are fighting and bickering and hiring and firing and touching each other, whatever it takes. The point is operating physical showrooms is not something you get good at in a day or a week or a year just because that seems like the next thing to do. We have a website, now people need to see our stuff, to your point. And that's the approach I think a lot of the direct consumer brands have taken. And I don't think that they realize how hard it is to be profitable at retail and how many pitfalls there are. Where if I want to get a little better at digital marketing, which I think we're pretty good at now, but I can hire that. I can agency that, I can platform that. And so I think that the physical side of things is really underestimated. And so thankfully, our very long haphazard history has played out in our favor in that realm. And I think it's a huge strength of ours, because by the way, now that the economy's pulling back and this and that, we're 250 locations ahead of most that are just really coming around to the marriage of physical with digital and not realizing that, You know, it's not something you can just turn on and be good at. Jason: [36:44] Yeah. And I think it's you, you rightly pointed out that like the whole landscape of DTC hasn't been particularly successful. There's not a lot of wins, but the, the people that are outperforming the average, even one thing they all have in common is they all have some kind of physical footprint to, to reduce CAC, right? So they're either have their own stores or they, they are white selling through wholesale, or they're, they're in front of customers in some way, The Strength of LoveSack's Physical Showrooms in the DTC Landscape [37:09] other than, than Facebook ads. Yeah, I, I did. I think there's a super interesting new evolution. I thought I read about though. So like Amen stores and showrooms are super complicated. People wildly underestimate how many mistakes you can, you can make owning and operating a retail store. And now, now that you seem to have that clicking, you guys are bringing the retail store to the customer's driveways. Is that true? Like talk to us about the mobile concierge. Shawn : [37:37] Yeah, so just like we're innovating in product, we're also always innovating go to market. So whether it's mobile concierge, which is a lovesack trucks, where you can, you know, from the comfort of your home, have us pull up in the driveway and show you our products, which we've which we've dabbled in, and have tested into. And we'll see, you know, where that goes. I think that that has its own just like retail has its own complications, but also more, I think, more. I guess scalable already is Shop and Shop. So our showrooms right now in shopping malls, they're only like 800 square feet. So obviously the metrics are great, right? We're selling very big ticket items out of very tiny footprints with a small staff. There's just good metrics. And I don't hide from that. That's been a big part of our success, right? So we chose a good category in that way. We chose a terrible category in the sense is that the home category has all kinds of other issues. Jason: [38:38] Not the easiest category to deliver the product. Shawn : [38:41] Yeah, I mean, there's delivery, but there's also just the cyclical nature. You couple that with the idea that, look, we are selling you something that we are intending you to have for decades. My sectionals in my home are 16 years old, some of them, made with brand new pieces, made with Stealth Tech. That's pretty cool. On the other hand, unless we give you Stealth Tech and other reasons to come back, like, you know, you've got your satchels and you've made your investment. And so look, we deal with cover. So we're innovating on product, we're innovating on go to market, shop and shop. So these thousand square foot showrooms have been very useful for us. We have 200 square foot showrooms inside of Best Buy's or Costco's, where our people are basically checking you out and allowing you to kick the tires on the product. And then look, whether you buy there or whether you go back and buy online, we don't care. We built an agnostic platform where we just want you to be in the family. So I think these are things that have evolved over time and you've got to test and learn, whether it's mobile concierge, as you described, whether it's shop and shops. And these tests and learn activities can take years to play out and really take to scale and stuff like that. And so I think in this day and age of, hey, I'm gonna go raise a ton of money and build my company to X revenue and exit for X multiple, which is I think Testing and Learning: Mobile Concierge and Shop and Shop [40:05] what drives a lot of entrepreneurial activity. [40:09] That kind of mentality just doesn't have the staying power necessary. And that's why you see so many of these brands reach a point where they have to be retooled, like some of them are going through now. And look, they've made someone rich. Sometimes these founders find ways to squeeze a bunch of money out of it, or private equity tosses the hot potato to the next guy and they make a ton of money out of it. But in the end, what's left? a brand that is at scale, doesn't make money, and can't go anywhere. So my point is you gotta have the stomach to grind it out, to spend the time, to really slow cook some of these things, and to be flexible when they don't work, and shut them down and move on to the next. And so constantly innovating on go-to-market, constantly innovating on product, and really putting in the time and energy it takes to refine concepts, you know. Scot: [41:03] I know we're running up against time, and you've obviously spent a lot of time thinking about this. I know your goal is to bring this ethos out, but if you think about retail and e-commerce, what do you think the next five years hold? You talked about AI. There's a lot of this stuff that's temporal, but anything you think that you believe is going to change the way we shop and buy, either in-store or online? Shawn : [41:29] Yeah, look, I think that it will just continue to evolve, and so I think AI is real. I think it will play a transformative role, and I think everyone's trying to figure out exactly what that is, and nobody really knows yet. I wish I could just give you a clever answer, but I think I've witnessed, AI's transformative role in the future of technology [41:53] you know, that's What's the benefit of having a 25-year perspective is it's like I was saying about shopping malls. The mall is dead, headline from 2001. TV is dead, headline from 2008. Here we are with both of them still intact. By the way, TV advertising is still a big piece of our marketing spend. I know that's kind of mind-blowing because it seems like everybody's cut the cord or gone to this extreme. And I'm just telling you, these movements take decades. And so while it's great to be ahead of a movement, you don't, unless you are trying to drive that movement, like unless you are trying to take advantage of that AI, boom, to go raise money and wave that flag or whatever. [42:40] I've found it's okay to be a laggard. It's not always beneficial to, unless you're trying to build your concept around that and take advantage of that movement itself, let the movements evolve. So I can't give you a great prediction of exactly what's going to happen. AI is important. But how, where the winners will actually be and what the effects will actually be, I think it's way too early to tell. But I do think it's important to keep your finger and keep watching and eventually, you know, to find the connection and lean into that to affect your business. You have to be a little bit patient, I think. Jason: [43:27] Yeah, well, certainly 25 years in, I think you've earned your patience creds, by the way. Shawn : [43:35] Maybe too much. Jason: [43:37] Yeah, I mean, there's pros and cons to both. Urgency can be useful in certain circumstances, but short time horizons come with a lot of problems, as you have rightly pointed out. That did lead me to one sort of thought question. And you, you referenced some of your, your CAC economics and side note, we've, we've one of the, our favorite guests on the show is this professor Dan McCarthy. Who's, who's a huge advocate for cohort analysis and customer lifetime value based businesses. And so he would be thrilled that you're on, because I know you guys disclose some of your cohort metrics in, in your financial statements, which he loves. And to me, you're in a really interesting category to do that because although your product has invented a reason for customers to come back and you've sort of turned a product into a system, it's not like a fast cycle, right? Like, and so like when you're thinking about like a time horizon for LTV, and you guys have a very good return on your CAC, but compared to most companies, your CAC still is really high, right? Like, you sell a lot of product to compensate for that. Shawn : [44:57] Yeah. Jason: [44:58] So how, like, you know, you're spending five or six hundred bucks to acquire a customer and then you're earning thousands of dollars on each of those customers. Like, was it difficult to sort of have the financial discipline to have a long enough time horizon to see those sorts of high CLVs come back for that initial customer acquisition? Shawn : [45:23] Yeah, I mean, you could call it discipline. In our case, again, it was just survival, being really transparent. You know, we were just trying to find a way to make this business work, and we weren't profitable right out of the gate. It took us many years to get better at retail, to get better at e-commerce, to have a shopping cart experience that was commensurate to the product, because that's really hard with our product. Our product is really weird and complicated. And so that's something that's overlooked with Lovesack. And I think a lot of our copycats and competitors are realizing that. You can't just use a Shopify checkout if you're going to sell something as dynamic as, let's say, factionals where, you know, you can buy a bunch of these and a bunch of those and combine them in a million different ways. How do you, how do you shopping cart that? How do you Amazon that, you know? And so, and so these are superpowers that we've developed over a long time and thankfully given it enough time to become profitable. So to answer your question about, you know, patience, I think part of it is just been our lot in life to, to be, to have patience forced on us. But secondly, real discipline around. [46:32] Our CLV and CAC metrics. So we are, we are, and have been for a long time, carefully monitoring them, tracking them, constantly innovating and refining on the marketing side, these things that I mentioned, whether TV, you know, over the top, linear, nonlinear, digital marketing with its 500 heads, you know, like I'm talking about species of digital marketing, it's such a big word, right? I have to be constantly and tirelessly refined and risk taken and stuff tried and stuff failed and all rolled it and it all rolls up into that CLV to CAC ratio that you can hope you can keep moving and then couple that with innovation so that people can come back and buy more. And so thankfully, look, we chose a category with a high ticket and that drives the lion's share. That first purchase drives the lion's share of that CLV to CAC relationship. But our long-term point of view now is not only to find other ways that we can do more of that, maybe even in other categories and adjacencies. [47:32] But also give like StealthTack, give people a reason to come back and add on. And then by the way, when they do come back, then they face the consequence of, well, what do I do with some of these things that I need to, let's say, I get StealthTack and I got to swap out two of my sides. Well, okay, the obvious answer is I don't want to throw those in the trash. We don't want them throwing them in the trash and they may not need another couch in another room. So it's leading us to services, trade in, trade up, recycle, you know, all kinds of things that will again, give us more reasons to reach out and touch that customer. And so I think that if you relentlessly pursue. [48:13] A good concept with good intentions being driven by good philosophy and purpose like I've described, it's been my experience that the universe kind of unfolds for you, but it doesn't do it overnight. And you can't just have a, at least in my experience, you can't just have a master plan and be like, we're gonna do this and then that and that. You have to iterate to it. You have to observe, you have to live some, like when we launched Stealth Tech, we just, you know, it's easy now to look back in hindsight and be like, well, of course people are gonna want to or trade in their sides or do whatever. But some of those things aren't always so apparent. And you need to plunge yourself into the pool, see what comes of it, and then react to that. And some of those reactions can take years to unfold. Like some of these services that I just described and whatnot, they'll take us years to manifest. [48:59] But the nice thing is, the core business can generate profits that will carry us to that and we'll invest some of those profits in that innovation that I'm describing. But it's like, it's just relentless, man. It's tiring. It's like you have to have the stomach to go the distance. And that's where the time horizon, look, I'm a big advocate of it. Culturally, you know, like when my whole organization knows, like the theme of our manager fest a month ago, this is where we all get together once a year, was 25 and 25 more. And I'm not kidding. Like my personal point of view, if I'm allowed to be here as a public company CEO, if I do good enough to stay in the seat, which is inherent, and that's why I love the structure. It forces you to be awesome, you know? [49:45] If I can do that, but the fact that my organization knows that I'm in for another 25, you know how grounding that is and stabilizing that is, as opposed to, man, when's Sean's gonna sell his stock and bail and go start his next company? That's what I'm supposed to do, isn't it? That's how I become a bazillionaire, isn't it? I'm not interested in that. I'm interested in building something. And I think that that, I don't know, desire is actually kind of rare these days. Long-Term Vision vs Quick Profit [50:14] I think everyone just wants to be a bazillionaire as fast as they can. Jason: [50:17] Oh, for sure. Yeah. Everybody's assuming you're going to cash out and invest in your first rocket. Shawn : [50:24] Yeah, whatever. And I think it's sad. Look, I'd love to make a ton of money, whatever. That's all great. But whatever happened to the ambition of let's build something awesome, no matter how long it takes. And that's where I'm at. Jason: [50:41] Yeah. Well, Sean, it's been an amazing run so far. This is going to be a great spot to leave it because we have used up our allotted time, but I know listeners are going to appreciate you saving them the first 25 years, and we're going to be super excited to watch what happens in the next 25. Shawn : [50:57] Thank you. Thank you. Scot: [50:59] We really appreciate it, Sean. I know you're in Hong Kong, you're in the middle of your day there, and we appreciate you coming on the show. If folks want to check out your podcast, where would you point them to? Shawn : [51:09] Yeah, wherever you love listening to podcasts, Let Me Save You 25 Years is the name. LetMeSaveYou25Years.com. You can find me on social media, Sean of Lovesack. I'm all over that and love to be connected, slide into my DMs. I mean, I love talking to customers, friends, peers, being very accessible and looking forward to building the movement. Of course, Lovesack.com. We're easy to find. Scot: [51:33] Trey Lockerbie 41 Yep. And the book's coming out in January and I assume it's going to be in all the usual places. Shawn : [51:37] Sean O'Toole 41 All the usual places. Yeah. Let Awesome. Jason: [51:45] Thanks again and until next time, happy commercing!
Heather E McGowan, Future-of-work strategist, keynote speaker, thought leader, researcher, and author, shares insights from The Empathy Advantage. After 1000 days of pandemic behavior change, the relationship between individuals and organizations has fundamentally transformed. Learn how to adapt to this new dynamic, balancing both employee satisfaction and company performance. The pathway to navigate and lead this workforce through rising uncertainty is to nurture your– empathy. Called "the most important book on management for the post-Covid era," The Empathy Advantage was identified as one of the "must-read" books from the Next Big Ideas Book Club before its launch in March 2023.Listen and subscribe on Apple Podcasts, Spotify, Google Podcasts, and Stitcher. Website | Facebook | Twitter | Instagram | LinkedIn About Business Owners Radio: Business Owners Radio is a podcast that brings you insights, inspiration, and actionable advice from successful entrepreneurs and business experts. Hosted by Shye Gilad and Craig Moen, our show aims to help you grow your business and achieve your goals. Join us every week for new episodes packed with valuable tips and resources. Sponsorships: Are you interested in sponsoring an episode of Business Owners Radio? Reach out to us at email to discuss advertising opportunities.
Craig and Lee discuss the final exit of Nordstrom from Canada after almost 8 years, including the smashing of fixtures by staff in Vancouver during liquidation, challenges Nordstrom had in Canada, speculation on future of old Nordstrom locations and an American Nordstrom discussion. Retail Insider content discussed this episode:Nordstrom Rack Stores In Canada Shuttered EOD Sunday As Nordstorm Stores Prepare To Close In JuneNordstrom Rack Closes Canadian Stores: A Discussion [Podcast] Subscribe, Rate, and Review our Retail Insider Podcast!Follow Craig:LinkedIn: www.linkedin.com/in/CraigPattersonTorontoInstagram: @craig_patterson_torontoTwitter: @RI_EIC Follow Retail Insider:LinkedIn: www.linkedin.com/company/Retail-InsiderFacebook: https://www.facebook.com/RetailInsider/Twitter: @RetailInsider_Instagram: @Retail_Insider_Canada Listen & Subscribe:Apple PodcastsSpotifyOvercastStitcher Share your thoughts!Drop us a line at Craig@Retail-Insider.com. You can also rate us in Apple Podcasts or recommend us in Overcast to help more people discover the show!Background Music Credit: Hard Boiled Kevin MacLeod (incompetech.com). Licensed under Creative Commons: By Attribution 3.0 License. http://creativecommons.org/licenses/by/3.0/
The number of ways we can use AI is exploding, and it's expected to change how entire industries function. Chicago Booth professor Maximilian Muhn and PhD student Alex Kim studied whether ChatGPT can simplify information and improve outcomes for investors. They share how AI summarizes inputs like annual reports and conference calls in ways that better explain stock market movements.
We have discussed this topic on previous podcasts, and it is one that we continue to be concerned about. Not only are we concerned, but several of the HR professionals we speak with have expressed some frustration over the fact that the training and development budgets are being cut. It is surprising to me that when there are tough times in organizations, one of the first items that are cut are the training dollars for the organization. In many instances, we see that when there is poor performance in the organization, the blame is cast somewhere else instead of looking at the root cause, which is generally poor senior-level leadership. We are in a time when we need great leadership at all levels of the organization, not simply "yes men," and "yes women." Simply put, this is the wrong time to be cutting development budgets when instead, it should be a primary focus of the organization. Instead of simply pulling the budget, you must use those funds on training and development programs that are truly relevant to the success of the organization.Rich and Maikel unpack the topic of cutting development budgets in this episode of Mainline Executive Coaching ACT. Thank you to all of our listeners in over 70 countries and 580 cities worldwide, we greatly appreciate your support! We truly hope that what we bring to our listeners will improve your ability as leaders.Leaders, Lead Well!Mainline Executive Coaching ACT has been recognized by FeedSpot as the top Executive Coaching Podcast based on thousands of podcasts on the web and ranked by traffic, social media followers & freshness.https://blog.feedspot.com/executive_coaching_podcasts/Sign up for our newsletter:https://www.richbaronexecutivecoaching.com/contactDownload our document on the Hottest Item in Business Today.https://www.richbaronexecutivecoaching.com/resources2fbc974dRich Baron:rbaron@richbaronexecutivecoaching.comhttps://www.linkedin.com/in/rich-baron/https://www.richbaronexecutivecoaching.com/Maikel Bailey:mbailey@intelligentleadershipec.comhttps://www.linkedin.com/in/maikelbailey/https://maikelbailey.com/
Individuals that work in healthcare are some of the most purpose-centered workers across any industry. In this episode, Greg Sloan, Chief Purpose Officer and Co-Founder of Go Beyond talk about his work helping healthcare workers to find more fulfillment in their careers through different tools and programs. In consequence, when an employee is happy at their work, it benefits the entire system. Greg provides examples in his career where the skills Go Beyond works on would've been helpful and enthuses the many benefits the industry can have with them. Tune in to learn about the importance of personal purpose and how Go Beyond is highlighting it to improve healthcare! Click this link to the show notes, transcript, and resources: outcomesrocket.health
Priming studies have had some negative press over the past ten years - some of it justified, some of it not. In this groove track, Kurt and Tim examine a 2018 study done by Alexander Stajkovic, Kayla Sergent, Gary Latham, and Suzanne Peterson called “Prime and Performance: Can a CEO Motivate Employees Without Their Awareness?” This field study, with real-world implications, demonstrated that the choice of words had an impact on company performance. The impact was not just statistically significant, but it had real-world significance as well. The researchers replaced 12 words in a company President's e-mail message to his employees. The impact that those 12 words had on performance was wild. Kurt and Tim examine how the study was set up, the type of priming used, how performance was measured, and explore some of the key findings. We try to peel back the reasons why the interventions worked as it did, and discuss both the positive implications of this study, as well as things we should be wary of. Listen now or find out more about this paper in our blog post. Enjoy!
Navigator Holdings (NYSE:NVGS) Interview on Company Performance, Strategy & LPG Shipping Sector Outlook - Oeyvind Lindeman, Chief Commercial O?cer - Randy Giveans, Head of Investor Relations and Business Development in North America June 9, 2022 Trending News This Podcasts Series features interviews and discussions with senior management elaborating on recent company news and announcements. ABOUT NVGS - Navigator Holdings Ltd. is the owner and operator of the world’s largest fleet of handysize liquefied gas carriers and a global leader in the seaborne transportation services of petrochemical gases, such as ethylene and ethane, liquefied petroleum gas (“LPG”) and ammonia and owns a 50% share, through a joint venture, in an ethylene export marine terminal at Morgan’s Point, Texas on the Houston Ship Channel, USA. Navigator’s fleet consists of 53 semi- or fully-refrigerated liquefied gas carriers, 21 of which are ethylene and ethane capable. The Company plays a vital role in the liquefied gas supply chain for energy companies, industrial consumers and commodity traders, with its sophisticated vessels providing an efficient and reliable ‘floating pipeline’ between the parties, connecting the world today, creating a sustainable tomorrow. For more information please visit here: www.navigatorgas.com
Pyxis Tankers, CEO Interview on Company Performance, Strategy & Product Tanker Sector Outlook Mr. Eddie Valentis, Chairman & CEO of Pyxis Tankers Inc. (NASDAQ:PXS) June 6, 2022 Trending News - This Podcasts Series features interviews and discussions with senior management elaborating on recent company news and announcements. ABOUT PXS The Company currently owns a modern fleet of five MR tankers engaged in seaborne transportation of refined petroleum products and other bulk liquids. The Company is focused on growing its fleet of medium range product tankers, which provide operational flexibility and enhanced earnings potential due to their “eco” features and modifications. The Company is positioned to opportunistically expand and maximize its fleet due to competitive cost structure, strong customer relationships and an experienced management team whose interests are aligned with those of its shareholders. For more information, visit: http://www.pyxistankers.com.
The world's largest asset owners own approximately $61 trillion in institutional assets worldwide. They are exposed to the whole economy in good times and bad times, and they unequivocally support stakeholder capitalism. Michael Ferrari is Chief Science Officer & Chief Data Scientist at Engine No. 1, an activist shareholder of major corporations like Exxon Mobil. Today we are discussing why Engine No. 1 is asking companies to move beyond business as usual and focus on the material Environmental, Social and Governance (ESG) issues that impact business performance, profitability and society over the long term.
Why are so many organizations run by ineffective or toxic leaders? Because it isn't the best leaders that succeed. Its the ones that best understand how to gain power and use power. According to Jeff Pfeffer, the leadership industry has led many prospective leaders astray, providing them with a normative framework that fails to provide an accurate account of how organizations work. Jeff Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business at Stanford University where he has taught since 1979. He is also the author or co-author of 15 books, the most recent of which is “The 7 Rules of Power'In this episode, we'll hear Greg & Jeff discuss values based leadership, Jeff's course “Paths to Power,” the nature of reciprocity in the workplace and self help books.Episode Quotes:Values based leadershipAt Stanford we talk about values based leadership and on the surface you would say, who could be opposed to values-based leadership? That you ought to lead with values, you want to lead with integrity, authenticity all of these things. But I think we have failed to ask the question: if you're going to have values-based leadership, the next thing you need to ask is how are you going to get the power and influence to actually implement those values? The complexities of work friendsIf you and I are friends and we work in different organizations and probably even in different industries, there is a pure friendship relationship. But as soon as we work for the same place, because organizations are hierarchical, we are both competing. So it's a very mixed motive situation.The calculated mindset of workplace thinkingIt makes complete sense that in interpersonal relationships, the norm of reciprocity is quite strong. But when you get into an organization, you adopt what we call a more “calculative mindset.” In which we're thinking not just, you know did Gregory do something for me, so I need to repay it? But is Gregory going to be part of my life in the future?What is Gregory going to be able to do for me in the future? And if he is not going to be in a position of power, or maybe he's not even going to be in the organization in the future, then as I calculate whether or not I need to repay and what I need to do for him, its much more calculative and less this automatic, normative basis.Show Links: Recommended Resources:Herminia Ibarra on TEDxLondonBusinessSchool talking about: What does it really mean for leaders to be authentic?The Authenticity Paradox by Herminia IbarraUnless You're Oprah, ‘Be Yourself' Is Terrible Advice by Adam GrantHow David Beat's Goliath by Malcolm GladwellGuest Profile:Faculty Profile at Stanford Graduate School of BusinessSpeaker's Profile at Stern Speakers & AdvisorsJeff Pfeffer's WebsiteJeff Pfeffer on LinkedInJeff Pfeffer on TwitterHis Work:Jeff Pfeffer on Google Scholar7 Rules of Power: Surprising--but True--Advice on How to Get Things Done and Advance Your CareerDying for a Paycheck: How Modern Management Harms Employee Health and Company Performance―and What We Can Do About ItLeadership BS: Fixing Workplaces and Careers One Truth at a TimePeople are the Name of the Game: How to be More Successful in Your Career--and LifePower: Why Some People Have It and Others Don'tWhat Were They Thinking?: Unconventional Wisdom About ManagementHard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management
Safe Bulkers, CEO Interview on Company Performance, Strategy & Dry Bulk Sector Outlook Mr. Polys Hajioannou, CEO and Chairman, Safe Bulkers (NYSE:SB) Wednesday, June 1, 2022 Trending News - This Podcasts Series features interviews and discussions with senior management elaborating on recent company news and announcements. About SB Safe Bulker’s is an international provider of marine drybulk transportation services, transporting bulk cargoes, particularly coal, grain and iron ore, along worldwide shipping routes for some of the world’s largest users of marine drybulk transportation services. The Company’s common stock, series C preferred stock and series D preferred stock are listed on the NYSE, and trade under the symbols “SB”, “SB.PR.C”, and “SB.PR.D”, respectively. More information, visit here www.safebulkers.com
Listen to this edition of Talking heads as Delphine discusses the growing appreciation of these social factors with chief market strategist Daniel Morris. Rather than a focus on solutions, she highlights the relevance of assessing company practices, i.e. how a company interacts with stakeholders such as employees, consumers, suppliers and society. She argues that doing well in areas such as workforce relations and worker education benefits a company's long-run financial performance.
Investing with a view to a sustainable future has often focused on environmental and governance issues – the ‘E' and ‘G' of ESG. However, the path towards a more inclusive society means social factors should be considered more actively as well, argues Delphine Riou, ESG analyst and Inclusive Growth lead, as she points out the significance of the ‘S' for social in achieving sustainable corporate performance.
MPC Container Ships ASA (MPCC) CEO Interview on Company Performance, Strategy & Sector Outlook - Constantin Baack, Chief Executive Officer Monday, May 23, 2022 Trending News - This Podcasts Series features interviews and discussions with senior management elaborating on recent company news and announcements. About MPCC MPC Container Ships ASA (ticker code "MPCC") is a leading container tonnage provider with a focus on the feeder segment below 5,000 TEU. Its main activity is to own and operate a portfolio of container ships serving intra-regional trade lanes on fixed-rate charters. The Company is registered and has its business office in Oslo, Norway. www.mpc-container.com
Looking to dive deeper into secondary market learning tools? Take a look at the recently announced MCT Learning Center. With a repository of webinars, technical whitepapers, blog posts, market commentary, and a dictionary of industry terms, the MCT Learning Center grants unparalleled educational access to users looking to expand their knowledge of capital markets. Join MCT on Thursday, January 6, 2022 at 11 a.m. PT for a webinar demonstrating the new MCT Learning Center.
Intelligent automation is changing the way lenders do business, and not just for the biggest lenders—any size company can implement this game-changing, scalable technology with RM Automate. Richey May's automation services practice focuses on streamlining the loan origination and sales process by automating the most repetitive tasks and often-used processes—freeing up your employees to focus on more value-added tasks. RM Automate is a powerful partnership between Richey May and Zoral, combining Richey May's deep expertise in the mortgage industry with Zoral's innovative Intelligent Automation Platform. Sign up for a customized demo at richeymay.com.
In this show, we discuss some of the best ways that HR can drive company performance. Arguably, HR's historic reputation is that it is the least commercial of the corporate functions and the dichotomy is that most would agree that people make businesses successful. Our panel consists of some of the leading HR experts with a determination to make HR a function that truly drives company performance. We discuss the 'How' Talent strategies, Employee Experience, people analytics and data-driven HR, agile HR practices and more can add maximum value to the bottom line. Kevin Green – Chief People Officer at FirstBus - a division of FirstGroup plc. A leading HR practitioner with a ‘portfolio' career in business. Author of “Competitive People Strategy” – shortlisted for best business book of the year. Kevin also holds various Non-Executive Director roles and has previously worked as a Chief Executive of the Recruitment & Employment Confederation before returning to his HR practitioner roots with FirstBus. Hein Knaapen – Managing Partner, Europe for CEO.works. Current interim CHRO at DSM and also sits on the supervisory board at Coca-Cola Europacific Partners. Hein is probably still mostly known for his role as CHRO at ING where he oversaw their HR function which became recognised globally as a pioneer in Agile HR. Volker Jacobs – Founder of TI People. Volker is a globally recognised leader in the human-centred future of work. Volker fuses cutting edge technology and data to drive business performance via enhancing the employee experience. Volker also holds various Non-Executive Director roles including with Insight222. YOUR HOST & FOUNDER OF HR RECRUITMENT SOLUTIONS – “Having graduated with a History degree, I was persuaded into a career in recruitment having been applying to graduate schemes. Whilst I failed in securing a role on a graduate scheme, I was lucky enough to be offered a chance to become a trainee Recruitment Consultant in 2008. In 2011, I started to work exclusively with the HR profession. I have since recruited HR professionals for business in numerous countries from entry–level to C-Suite from start-ups to blue-chip multinationals. I have a passion for the profession and how it helps businesses be successful and create great places to work. My curiosity and passion for HR was why I decided to set up Hosting HR to share ideas within the profession and to have a bit of fun doing it too. I recently moved to live by the sea in Devon, England with my wife, son and dog. I am a big football fan and support Newcastle United as well as playing regularly – if you look closely you might even see some Newcastle United paraphernalia in the background during the stream.” You can follow or connect with me on LinkedIn here - Leon Morley | LinkedIn HR RECRUITMENT SOLUTIONS - HR Recruitment Solutions
Senior Learning EdTech Transformation Strategist, Lori Niles-Hofmann, shares her insights into what the leading L&D teams are doing really well. And how they're transforming company performance through their learning programmes. Listen in for actionable takeaways to consider using in your own learning organisation.
In business, your Blind Spots hold you back from achieving success on your terms. Hear business experts and decision-makers speak about blind spots they have seen and how they held the business back. If it applies to you, find out how to identify and push through. Our guest on this episode, Tina Cantrill Thank you for listening to one of our episodes of the Business Blind Spots Exposed Podcast. FOLLOW: WEBSITE: https://caarmo.com LINKEDIN: https://www.linkedin.com/company/5000945 LINKEDIN Vinay Raman: https://www.linkedin.com/in/vraman/
Visit www.EAInterviews.com/ClaireChandler for episode-specific show notes & www.EAInterviews.com for complete show notes of every podcast episode. On today's episode, we learn about: The Whirlpool Effect: Inspire The Flow That Boosts Company Performance with Author & CEO Claire Chandler
Lawrence Chester is the Founder and President of CFO Simplified, a Chicago-based consulting firm specializing in helping small to mid-sized businesses with their financial and operational needs. Lawrence has served as a CFO for 25 years with companies such as Colovos Company, Republic Windows and Doors, United Service Companies, and High Sierra Sport Company, helping them eliminate losses and improve financial operations and reporting. Lawrence enjoys the challenge of helping companies that are working their way through a crisis. He joined his bankruptcy trustee for several years analyzing the financial condition of client companies and managing them through those difficult times. For small to medium-sized businesses and sole proprietorships, he becomes the CFO on the floor, helping owners gain an understanding of how the various financial aspects of the enterprise come together to drive business growth. Lawrence Chester, the Founder and President of CFO Simplified, joins John Corcoran and Dr. Jeremy Weisz, Co-founders of Rise25 Media, in this episode of the Smart Business Revolution Podcast to talk about managing cash flows and excess costs and how to predict future company performance. Lawrence explains what a bankruptcy trustee does and talks about some of the common cash flow mistakes many companies make. He also explains how he helps businesses manage their cash flow and plan for future growth.
Insights from IMA India's 2020 Board and Executive Remuneration Report on the linkages between pay and performance at the top-management and Board level.
There is a saying: "a leader is one who knows the way, goes the way, and shows the way!" In a world where leadership is accepted as both the greatest opportunity and potential challenge for the success of organizations, it is refreshing to meet someone who has walked the path from the 'people' side of the workplace. Through first-hand knowledge of both personal hardship and professional success, our guest in this episode knows what it takes to get people moving in the right direction.In this episode, we meet Claire Chandler, who is the President and Founder of TalentBoost, a strategic advisory firm for the C-Suite. My Favorite Quotes from Claire Chandler in this episode, (paraphrased):“I couldn't outrun the voice in my head that asked me: 'are you following your passion?'”“Happy employees are less dramatic!”“Some leaders confuse communication with connection!”"Difficulty in 'decision-making' is a leadership bottleneck!""It all comes back to developing a clearer mission!""People are deeply hungry for connection!"The best ways to connect with Claire Chandler online are:Website: https://www.clairechandler.net/LinkedIn: https://www.linkedin.com/in/clairechandlersphr/About the PROFITABLE HAPPINESS™ Podcast:The Profitable Happiness™ Podcast features stories from highly successful happiness professionals, executive coaches, experts, and entrepreneurs. Each week, our guests show us how they’ve used the art and science of happiness to build profitable workplace cultures. https://drpele.comSupport the show (https://drpele.com)
According to a study done by Science Direct, companies that strategically prepare themselves for the future outperform other companies, both in terms of profits and company value. Alessandro Fergnani, Head of Scenario Consulting, Shaping Tomorrow shares more about the importance of corporate foresight and if Singapore companies are practicing it.
Today Pete Caputa joins the podcast to talk about how Databox is leveraging live chat + email in both the sales and support functions, how the approach differs from the traditional sales approach, and why it took Databox so long to roll it out (thoughtfully) over the last year.
We’re back! In this episode, John and Pete return for some friendly banter and conversation around how Databox approaches reporting on company performance including what gets measured, the cadence of sharing and updating others on performance, individual and team responsibilities, and much more.
Your business's performance depends mainly on you knowing your strengths, weaknesses, opportunities and threats. This is SWOT and it is very useful for planning, strategic direction, utilization of resources and decision making along the way.
Your business's performance depends mainly on you knowing your strengths, weaknesses, opportunities and threats. This is SWOT and it is very useful for planning, strategic direction, utilization of resources and decision making along the way.
"A bravespace workplace is one where people can show up as they are, both perfect and flawed, and do great things together. " — Moe Carrick Most workplaces are unfit for human life. Many are still miserable at work. Despite the efforts of good leaders and managers in taking care of their people - investing and training them as well as creating an enjoyable workplace, they still fail. Why is that? Something needs to change to create a win-win situation for both the employee and employer. This motivated Moe Carrick to write Bravespace Workplace, where she puts everything into perspective. She explores how a lot of employers are treating their employees wrong. She recognizes that people are such a huge component in building a great company. Our conversation is centered around her book - Bravespace Workspace. In the book, she talks about real-life stories about how companies and organizations are into bringing out the best in their people. We also discuss technology's role in the workplace, the definition of masculinity and femininity at work, inefficient managers, vulnerability, braveness, and many more! Today's episode is jam-packed with ideas for creating a great workplace that's applicable to any organization! I encourage you to go grab a copy of her book! It's an excellent book for everyone in the workforce, especially business leaders and managers who are looking into a more thoughtful and human-like approach to leading their people and business. In this episode, you will learn about: Moe’s motivation and inspiration for writing "Bravespace Workplace" Why organizations are not as human as they need to be able to get the best out of people How the mindset that stems out from the industrial revolution resulted in unhealthy workplaces today Profits and economics What is a “Bravespace Workspace” and what does it look like Brave space workplace vs. toxic workplace Why bad managers and leaders are the major cause of a toxic workplace and why companies still hang on to them The role of technology and machines in our work Defining masculinity and femininity in the workplace Are nap pods and ping pong tables really efficient and effective? (like what big companies like Google do to keep their employees engaged) The advantages of small and medium-sized organizations over large companies Moe's response when people say they love their job What's next after the path of Bravespace Workplace Win a free book. Tweet or share this podcast on LinkedIn and tag Brandon Laws and Xenium HR. Sign up for the What People Want from Work survey Enroll in Xenium's e-Learning Courses Connect with Us: What did you think of this episode? Share a review on Apple Podcasts or take our survey. Email Brandon.Laws@xeniumhr.com or connect on LinkedIn, Twitter or Instagram Learn more about Xenium HR at xeniumhr.com Follow Xenium on Twitter, Instagram, or LinkedIn. Connect with Moe Carrick: LinkedIn Twitter Facebook Instagram com Bravespace Workspace More about Moe: Moe Carrick is the best selling author of the book Bravespace Workplace and also the founder of Moementum Consulting Firm. She believes that people are the ones that make organizations great. She greatly believes that people can and should thrive at work and that when they do, organizations succeed. With over 30 years of work in organizations on issues of partnership, leadership, inclusion, strategy, and culture Moe believes that rigorous self-awareness, courage, honest dialogue, active involvement, and empathy are fundamental to building full partnerships based on trust and curiosity. Moe is passionate about the role work plays in creating meaning for our lives and in the role business can play as a force for good. She is a regular blogger on topics related to people at work and is a contributor to Conscious Company Magazine. Maven House Press released her first book, bestseller FIT MATTERS: How to Love Your Job, with co-author Cammie Dunaway in 2017. Her second book, Bravespace: Creating Workplaces Fit for Human Life, releases in June 2019. She holds a Master’s Degree in OD, is a Certified Daring Way™/Dare to Lead™ Facilitator, Coach, and administrator of a variety of tools in her trade. Learn more about Moe and her work here. Resources Mentioned: Bravespace Workplace: Making Your Company Fit for Human Life Workplaces fit for humans | Moe Carrick | TEDx talk Dying for a Paycheck: How Modern Management Harms Employee Health and Company Performance—and What We Can Do About It Dying for a Paycheck podcast with Anna Meiners Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. Fit Matters: How to Love Your Job by Moe Carrick, Cammie Dunaway, and Pat Wadors
White-collar jobs are just as stressful as blue-collar jobs. Long work hours and work-life balance, to name a few are toxic to employees and destroys their health physically and emotionally. In this episode, we talk about the book - Dying for a Paycheck: How Modern Management Harms Employee Health and Company Performance and What We Can Do About It with Anna Meiners. Learn about the infuriating truth about modern work-life balance, the systematic impact of the workplace on employees’ health and on how managers, employers, HRs and anyone who works can create a healthier and better workplace. In this episode, you will learn about: How employer decisions in the workplace actually affect human health The impact of working long hours Busyness as a status symbol Why people prefer to stay in harmful work environments What employers can do to really make the shift from a toxic work environment to a healthy and better one Resources Mentioned: Dying for a Paycheck: How Modern Management Harms Employee Health and Company Performance and What We Can Do About It by Jeffrey Pfeffer Brené Brown Brené Brown: The Call to Courage Cascade Centers What did you think of this episode? Share a review on Apple Podcasts or take our survey. Email Brandon.Laws@xeniumhr.com or connect on LinkedIn, Twitter or Instagram Learn more about Xenium HR at xeniumhr.com Follow Xenium on Twitter, Instagram, or LinkedIn.
The strategies that most business implement to grow their business usually involves marketing, creating new products/services, upgrading equipment/software/hardware, creating systems and reaching new markets. But how many times does the strategy involve listening to their stakeholders? Active listening and communicating better with your stakeholders like employees, customers, vendors and the like could be the simplest yet most powerful thing you can do to improve company performance. Click to listen to my conversation with Randy Wilburn, Chief Encourager of Encourage Build Grow http://encouragebuildgrow.com/
Mental health and wellbeing is becoming a hot topic globally, as we grapple with the consequences of stress-inducing lifestyles, increasingly demanding jobs and lack of mental down time. And yes, your health and wellness is on you to own, but employers and market makers have a big role to play in how they shape societal norms and pressures. So, on a consistent thread of self-optimisation, we focus this episode on the employer, and how prioritising wellness and wellbeing could have a profound impact to their companies performance. After all, happy and healthy employees produce better work, care more for their peers, and stay longer. To bring this conversation to life, Steve talks with Alex Hind, the CEO of GoSweat. Alex is a young British entrepreneur on a mission to improve the individuals wellbeing. GoSweat offers employers a buffet-style marketplace of 1000’s of fitness activities, all available through their website, enabling organisations to gift a huge choice of physical activities to their valued staff. I pretty amazing idea - one that is really resonating with people. Here’s what we discuss: 1️⃣ Getting to know Alex Hind- from a sport-obsessed childhood to the realities of a pressured career where fitness had to drop 2️⃣ The gap in the market- From Alex’s personal experience, the need for a fitness marketplace became apparent 3️⃣ Getting to know GoSweat- The mission, the service today and the fitness freedom the service creates 4️⃣ Are Employers doing enoughfor their staff's wellbeing? 5️⃣ The ROI struggles- bottom-up justification of increased Wellbeing investments in organisations 6️⃣ Employees expect more- How culture and care are now important factors for new employees 7️⃣ Innovative incentives and encouragement- How leading companies are positively starting to shift their workplace wellbeing 8️⃣ Wellbeing = Better Productivity- The growing connection between Wellbeing and Company Performance , and how change needs to start from the top down 9️⃣ Steve’s burning the candle from both ends - Steve’s personal realisation of how much potential has been missed in his career, due to de-prioritising wellness
Today's 5 minute business strategy with business expert, Howard Lewinter, to improve and grow your business: Does The Marketing Message Match Company Performance? Howard Lewinter guides - focuses - advises CEOs, presidents and business owners throughout the United States to MORE success - MORE profit - less stress.
Jeffrey Pfeffer, prolific author, writer, and thought leader, joins The Leadership Podcast to discuss the current state of leadership. He discusses the criteria for measuring leadership effectiveness, and how we should reinforce caring behavior in our leaders. Jeffrey is the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business, Stanford University, and is the author or co-author of 15 books including Leadership B.S.: Fixing Workplaces and Careers One Truth at a Time, and his latest, Dying for a Paycheck: How Modern Management Harms Employee Health and Company Performance - And What We Can Do About It. Key Takeaways [2:41] The biggest challenge leaders face today is building human centered organizations that put people first, or at least somewhere prominently on the map. [3:56] Jeffrey cites two things we need to do in leadership development. First, we must evaluate using the right measures. These include employee engagement, reducing turnover, improving job satisfaction, building organizations with sufficient numbers of people to take over leadership positions, and measuring whether senior executives believe that leadership development is making a difference. Second, we ought to have leaders with sufficient expertise, and not confuse entertainment with leadership. [7:29] How do we build leaders that care about people? Measurement. Systematic measurement holds leaders accountable, tracks progress, and provides feedback on progress. [8:50] Most senior executives in the U.S. believe their only responsibilities are to the shareholders instead of the community, their customers and employees. Actions speak louder than words, and Jeffrey feels there is a lot of cheap talk, which has lead to an extraordinary level of cynicism. [12:20] Jeffrey believes that human sustainability and human health ought to get a higher priority. Workplace stress is one of the Top 5 causes of death. [15:19] A healthy workplace is a combination of the system, the leaders and a personal responsibility. [16:35] When a human shows up for work, they have entrusted their physical and psychological well being to the workplace. It is up to senior leadership to take that stewardship much more seriously. [17:56] Building a healthy workplace positively impacts company profitability. Instead of stress reduction, Jeffrey would like to focus on stress prevention. [22:06] We are social creatures, and are influenced heavily by our environment. If others around us are working 11 hour days, we feel it is our duty to do that as well. [26:01] The most important part of leadership is the ability to “perform,” and be consistently authentic to what the people need. [29:09] First and foremost, to take care of your people, you must keep your position. Then, the next responsibility is to get stuff done. [31:32] It is completely incorrect that the more hours we work, the higher the productivity. In fact, it’s precisely the opposite. When you take a step back and challenge assumptions, you can save a lot of time and energy. [41:11] Jeffrey tries to get prepare people for the realities of the world, and not be seduced by magical thinking or false claims. Quotes “We have confused leadership development with entertainment.” “Measurement is key.” “Leaders say we put our customers first, look at their actions. Leaders say we care about our employees, look at their actions.” “We have come to normalize the unacceptable.” “If people around you need confidence, and you don’t feel confident - put on a show.” “The first responsibility of a leader is to keep their job. The second, is to get things done.” “Hours don’t equate to output.” Twitter: Jeffrey Pheffer LinkedIn: Jeffrey Pheffer Website: Jeffrey Pheffer Inc. People Are Our Most Valuable Asset Cartoon - Dilbert Dying for a Paycheck: How Modern Management Harms Employee Health and Company Performance—and What We Can Do About It by Jeffrey Pfeffer Leadership BS: Fixing Workplaces and Careers One Truth at a Time by Jeffrey Pfeffer Everybody Matters: The Extraordinary Power of Caring for People Like Your Family by Bob Chapman and Raj Sisodia Chicago Tribune - Office Napping Climbs Out from Under the Desk and Into High-Tech Pods Great at Work: How Top Performers Work Less and Achieve More by Morten T. Hansen Tim Ferriss The Experience Economy: Work is Theater & Every Business is a Stage by Joseph Pine & James H. Gilmore Proof that you should get a life by CW London
When you think of dangerous work, you probably conjure up images of crab fishermen braving the frigid Atlantic, lumberjacks operating chainsaws, or truckers navigating icy roads. You probably don’t think of late nights at the office, or working overtime at the cash register. But maybe you should. Jeffrey Pfeffer, a professor of organizational behavior at Stanford University, argues that seemingly-innocuous workplaces have become increasingly bad for our health over the past few decades. He’s the author of “Dying for a Paycheck: How Modern Management Harms Employee Health and Company Performance — and What We Can Do About It.”
Most organizations only focus on one.
The modern workplace is killing people and no one cares. That’s the sobering conclusion of Jeffrey Pfeffer’s new book "Dying for a Paycheck: How Modern Management Harms Employee Health and Company Performance—and What We Can Do About It." In this episode, Stanford Professor Bob Sutton and Pfeffer, a professor of organizational behavior at the Stanford Graduate School of Business, discuss the toxic workplace practices that are making employees not just miserable but sick. To cure this dangerous state of affairs, Pfeffer prescribes a healthy dose of butting out: companies need to stop micromanaging, and let employees do their work and go home.
When you think of dangerous work, you probably conjure up images of crab fishermen braving the frigid Atlantic, lumberjacks operating chainsaws, or truckers navigating icy roads. You probably don’t think of late nights at the office, or working overtime at the cash register. But maybe you should. Jeffrey Pfeffer, a professor of organizational behavior at Stanford University, argues that seemingly-innocuous workplaces have become increasingly bad for our health over the past few decades. He’s the author of “Dying for a Paycheck: How Modern Management Harms Employee Health and Company Performance - and What We Can Do About It.”
Learn Business English vocabulary for discussing company performance.
Learn Business English vocabulary for discussing company performance.
Welcome to the DAC Podcast! If you are listening, then I know you are an ambitious business owner who wants to grow her business and learn more about how business works. Thank you for joining me today! DAC Happenings: If you are new around here, I wanted to let you know about a few things. First, if you aren’t following me on social media, please do! I mainly post on Instagram and on insta stories, so you can find me @dac_balance_llc. Also, please come and join our community! It is a group of female business owners who are looking to grow professionally and personally and are there to learn from each other. Feel free to join. You can join by going to my website at lydiagmiller.com and on the right hand side click ‘Join the DAC Community.’ We would love to have you! Now let’s get into the content. Today, we are talking about Analysis and how it is NOT the solution to the problems you are having in your business. When you are analyzing, know that analysis is the way that you find a solution, not the solution itself. Many business owners can find themselves always analyzing, thinking about ‘what if’ but never actually working on something or implementing a solution to a problem. I can get like this. I love to plan and organize and sort through a problem, but I am not the best at implementing. If you know that about yourself, you can be more aware and fix the problem. Don’t get me wrong, there are also businesses who need to do some analysis and really look at what they’re doing and decide if they are doing well or not instead of just going through the year and never changing anything. I am hoping to share information that is for both groups today. If you are over analyzing, I hope to tell you what to analyze and when to stop and take action, and for someone who doesn’t analyze or doesn’t know how to analyze, then I hope to share what to analyze and what to do with those results. First, let’s define analysis. Analysis is simply getting from raw data to information that you can use. The good thing about living in the time that we are now, is that data is being collected and stored all the time. When you make a purchase, when you click on something, when you download something, it’s all being recorded and as a business owner, this is gold! The format for data is it is collected, analyzed and then that produces the useful information that we need to focus our marketing and grow our business. Now that we know what analysis is, let’s talk about what we need to analyze about our business internally. I have 6 things about our business that need to be analyzed. Here are the 6 areas we are going to talk about today. Objectives. Strategies. Company Performance. Resources. Corporate Culture. Mission & Vision. First, our objectives. What is the goal of your business? Are you trying to, like we talked about in episode 8, be on the cutting edge of your industry, or are you trying to differentiate through one unique position and attract those types of customers? Does your business even have a goal? For those of you who don’t analyze, this is something to decide. What is the goal for your business? Not go under? Create a new special sauce and use that in your restaurant? Be a virtual bookkeeper have all online clients? After you decide this, for you over analyzers, stop! Take action on this and work on fulfilling that goal. You don’t need to come back to it every few days and decide if you still like it. Make a decision and move forward. Second, we need to analyze our Strategies. A strategy is just a plan on how to reach a goal. This is the plan on how we are going to get something accomplished. If you are a runner and are wanting to run a marathon, there is a plan or a strategy on how you are going to build endurance to do this. If you are wanting to grow a social media following, you need to be on social media, be reaching out to others on social media and be posting content that would attract your ideal client every single day. We’ve already established the goal of our business in the last step, so after you do that, make content that an ideal client would appreciate and find helpful. Third, we need to analyze our Company Performance. This is where it can get personal. How is your business really doing? Look at your financials (if you need help getting these together, I can help! Email me at lydia@dacbalance.com). Did you make a profit last year? Did our services help somebody? Are we serving more people than we were last year? If your goal is to just keep the clients that you have and make them happy, are they happy with your services or product? I know this can be really hard to look at objectively because our business is so personal to us and an extension of ourselves in a lot of ways. We can think that a business failure is a direct reflection of our worth. It is not. It is not a reflection of our worth or our value as a human being. Looking at this honestly can help us in so many ways. It can help us see if something is working, and it can help us make a plan on how to get something not working to work. Fourth, we need to analyze our resources. I did this a few months ago, I created a simple word document of all of the things that I had bought for my business. Book, programs, subscriptions, courses, free e-books, everything! An easy way to do this, if your bookkeeping is up to date, is to look at QuickBooks and go through your purchases to see what you purchased to use. This was eye opening! I had signed up for two email marketing programs. If you catch something like this, this would be a great time to un-subscribe to things you don’t need anymore. Since you know what the goal is for your business, let’s say you want to put videos on youtube of a tutorial. Maybe you need Camtasia, which helps capture things on your screen. Look at the goals you have created for your business, and make sure that every resource is helping reach that goal. If not, get rid of it. If you need something else, buy it. Fifth, Look at your Corporate Culture. In this step, you look at the employees you have and on yourself as a leader. Are you leading well? What kind a culture are you trying to create? Are you trying to have an all work and no play environment? Are you trying to build team unity and friendships beyond the office? I don’t think there is a right or wrong answer here. You just have to know what you are trying to create and look and see if you are putting steps in place to create that culture. This is also where you need to evaluate people on your team. Are you being a good example and leader for them? Is everyone on your team at a place where they are performing their best and using their unique talents and abilities? If not, make some changes. If so, then move on to the next point. The sixth and final thing you need to analyze is the Mission & Vision of your company. In episode 1 or 2, we talked about mission so I’ll let you go and listen to that when you’re done with this episode and I won’t go into too much detail, but is what you’re doing reflecting the mission and the vision of your company? Have you gotten off the rails and done something completely different? You need to look at this and your actions and make sure that each business decision fits through the mission. If an action isn’t fitting, either cut it or decide to broaden the mission. Neither way is right or wrong, just make a decision and stick with it. Action Steps: Now for your action steps. Think about these 6 areas. Objectives. Strategies. Company Performance. Resources. Corporate Culture. Mission & Vision. If you are an over-analyzer, look at each area, make a decision and then take some action on what you’ve decided. If you don’t analyze, look at each area, and spend sometime this week evaluating your business. Let us know in the Facebook community what you are going to take action on and how your analysis helped your business. If you are listening to this when it releases, I am about 1 weeks out from finishing another semester. I am taking economics and finance right now and am ready to move onto my summer classes and graduation in December. I hope you heard something here today to help you focus in on what you should be doing in your business and have heard something that will help you move forward in your business this week. Don’t forget, that I would love to work with you. I offer strategy sessions for business owners who are looking to grow, but need a second set of eyes on their business to help them see the big picture. If you are interested, please email me at lydia@dacbalance.com I hope you have a productive week.
Greg Pryor, Workday’s vice president of leadership & organizational effectiveness, shares his experience and tips for creating an organization that uses a more authentic and personal way of inspiring employees to excel at their jobs. © 2016 Workday, Inc.
Part 1 with Kimberly Whitler, Forbes contributor and Assistant Marketing Professor at the University of Virginia Darden School of Business, sat down with Alan Hart to discuss her recent research looking at company performance, corporate board composition and the CMO. Did you know purely analytical CMOs are correlated to poor company performance? Did you know that marketing experience on the board can increase company performance? Find out what you need to know in this episode of the Marketing Today Podcast. Support the show.
The English King Henry VIII is most famous for having had six wives and for the political intrigue surrounding his attempts to secure a strong male heir to the throne. But this was not the whole story. He was also highly educated in music and the arts, wrote poetry and songs and played a number of musical instruments. ‘Pastime with good company’ is Henry’s most famous composition. The original manuscript is in The British Library in London. It was very popular in his lifetime and was also a favourite of his daughter Queen Elizabeth I. It tells us much about Henry as a young man: his love of sport, music and dancing and his zest for life. If you research the song you may be surprised to see how the Tudors spelt the words. This song is great when sung in three-part harmony but it also works well if you just sing the melody line (the middle part). Add a tambour or any small drum to give it additional rhythmic drive. Find more teaching resources and ideas on the World Voice Songbook https://schoolsonline.britishcouncil.org/classroom-resources/world-voice/world-songbook
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