Podcasts about competent

Matt Smith is an American entrepreneur and economic commentator who relocated to Uruguay in 2021, where he operates a regenerative cattle ranch. He co-hosts the podcast Doug Casey's Take with author and economist Doug Casey, offering analysis on global markets, monetary policy, and geopolitical trends. Matt also publishes the financial newsletter Crisis Investing on Substack. He is also co-author, with his 20 year old son Maxim Smith and Mr. Casey, of the superb new book, The Preparation: How to become Competent, Confident, and Dangerous  about making boys into effective autonomous men in these uneasy times. The KunstlerCast theme music is the beautiful Two Rivers Waltz written and performed by Larry Unger

Welcome to Nerd Alert, a series of special episodes bridging the gap between marketing academia and practitioners. We're breaking down highly involved, complex research into plain language and takeaways any marketer can use.In this episode, Elena and Rob explore how consumer-created brand nicknames can backfire when brands adopt them officially. They reveal why "nickname branding" hurts performance across key metrics and shifts power dynamics in ways that damage brand perception.Topics covered: [01:00] "BMW is Powerful, Beamer is Not: Nickname Branding Impairs Brand Performance"[02:00] What nickname branding means and why brands do it[03:00] Speech Act Theory and power dynamics in marketing[04:00] When trying to be cool backfires spectacularly[06:00] Competent vs. warm brands and nickname effects[07:00] Transactional vs. communal messaging with nicknames  To learn more, visit marketingarchitects.com/podcast or subscribe to our newsletter at marketingarchitects.com/newsletter.  Resources: Zhang, Zhe, Ning Ye, and Matthew Thomson. 2024. “BMW Is Powerful, Beemer Is Not: Nickname Branding Impairs Brand Performance.” Journal of Marketing 89 (1): 135–??. https://doi.org/10.1177/00222429241266586  Get more research-backed marketing strategies by subscribing to The Marketing Architects on Apple Podcasts, Spotify, or wherever you listen to podcasts. 

Words matter, and how words or phrases are used may present completely different meanings to diverse cultural demographics depending on topics like history and associated symbolic language. That's why having a leading bilingual female strategist such as Evelyn Pérez-Verdia on the side of truth in messaging is vital to organizations seeking to break down barriers with Latino communities. She is the Founder and Chief of Strategy for We Are Más, an organization focused on advising about diversity and translating culture, focusing on research, strategy, and creative communications. As a Hispanic small business owner, Evelyn has two decades of experience as an advisor to elections offices, grassroots groups, advocacy campaigns, and governmental agencies on messaging, communications, image, digital content, and micro-engagement. Recognizing her advocacy in protecting democratic organizations, Pérez-Verdia received the Woman of Impact Award in 2022 in Civics from the non-profit organization Mujeres Latinas Impulsando a Mujeres Latinas. She is also part of the University of South Florida's Dean's Advisory Council and the Department of State's U.S. Speaker's Program, giving workshops to journalists and civil society leaders in Latin America. When speaking to culturally diverse communities, the selection of words used in messaging means a lot. We talked about words often used by large national organizations in Washington, D.C., such as “Latinx” or “Progressive”, and how they can have the unintentional side effect of alienating different sections of the Latino community. She explained, “Yes, we have the Latinx, which the younger generations use, right? Where only 1.8% of Hispanics and Latinos, no matter the age affiliation, are like, I don't feel identified with that.” Similarly, she noted the word “progressive” may represent “progressista” as a term young Hispanics might find objectionable. “They manifested peacefully on the streets against the dictatorship of Hugo Chávez, of Nicolas Maduro, and they see this youth using exactly the symbolism, exactly the terms that the dictator in the country uses,” she said. This is hugely important for all activists to listen to this interview! Learn more about your ad choices. Visit megaphone.fm/adchoices

Are we Rome yet? It's become all too easy to compare contemporary America's woes with those of late republican Rome. And even easier to argue that the democracy destroying Donald Trump is the second coming of Julius Caesar. But according to the distinguished American classicist David Potter, author of Master of Rome, we've got Julius Caesar all wrong. Don't trust Cicero's version of Caesar, Potter warns. Julius Caesar was actually a friend rather than a foe of democracy—he wasn't even 'Caesarian' in the dictatorial sense we've come to associate with his name. Actually Caesar - with his veneration for the Roman state and his attention to detail - has much more in common with FDR than with Donald Trump. Rather than a warning, then, Julius Caesar offers a model for American politicians trying to rebuild democratic institutions and values in our populist age. 1. Caesar was more FDR than TrumpPotter argues Caesar was a competent, detail-oriented administrator who passed major social reforms (land redistribution, veteran benefits) to help ordinary Romans—much like Roosevelt's New Deal. Unlike Trump, Caesar valued facts, logistics, and effective governance.2. Roman "democracy" failed because elites stopped sharing powerThe Roman Republic collapsed not because of Caesar, but because the aristocracy concentrated wealth and excluded most Italians from citizenship despite promises of reform. Caesar emerged because the system had already broken down.3. Caesar was inclusive, not exclusionaryUnlike typical autocrats, Caesar integrated former enemies and conquered peoples (like the Gauls) into his system. He pardoned rivals like Cicero and promoted social mobility—even freed slaves could become citizens and rise to high positions.4. The "Caesarian" reputation comes from biased sourcesMuch of Caesar's tyrannical image comes from Cicero, who defended corrupt politicians and arbitrary executions when it suited him. Reading Caesar's own writings reveals a thoughtful strategist, not a bloodthirsty dictator.5. Competent authoritarianism beats incompetent democracyPotter's key warning: when democratic institutions fail to serve citizens, they'll accept strong leadership that delivers results. Caesar succeeded because he could actually govern—a lesson about the importance of making democracy work for everyone.Keen On America is a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit keenon.substack.com/subscribe

On this episode, Patrick and Ted discuss whether RB Leipzig should take a risk on Rasmus Hojlund. Then, Manchester United and Chelsea are battling over Fermin Lopez, but just how good is the Barcelona youngster? The episode finishes with us checking in on Burnley, looking at a possible James Maddison replacement for Spurs, and picking Newcastle's Alexander Isak replacement. Enjoy! Get our Premier League Previews: https://www.thetransferflow.com/upgrade Subscribe to our FREE newsletter: https://www.thetransferflow.com/subscribe Join Variance Betting: https://www.thetransferflow.com/upgrade Follow us on our Socials: YouTube: https://www.youtube.com/channel/UCe1WTKOt7byrELQcGRSzu1Q X: https://x.com/TheTransferFlow Bluesky: https://bsky.app/profile/thetransferflow.bsky.social Instagram: https://www.instagram.com/thetransferflow/ TikTok: https://www.tiktok.com/@transferflowpodcast Timestamps: 00:00 - Intro 01:21 - Subscribe to us + EPL previews! 02:47 - Rasmus Hojlund leaving Manchester United 03:40 - Is there still value is Hojlund? 04:38 - What type of footballer is he? 05:35 - Worth the risk if cost is low? 06:30 - Competent but not elite at anything? 08:17 - Are United linked with the wrong RN Leipzig forward? 09:15 - Selling at the right time is a skill + the RB group 09:50 - Usual player progression 10:40 - Explaining why a negative trend happened 11:45 - The scarcity of good forward options is overplayed 12:58 - Players that have quietly moved this window 13:23 - Fermin Lopez linked to Chelsea and Manchester United 14:11 - How do we gauge how good he might be? 15:38 - Central shots disappearing last year, but higher creativity 16:53 - Can he operate in tighter spaces? 17:51 - Skills we can be confident about translating 19:30 - The biggest area between fan analysts and pros? 20:31 - Evolution of xG 21:17 - Not all passes are the same also 22:30 - Differentiating between passing numbers 24:19 - Manchester United should not sign him 25:00 - Burnley conversation 25:34 - Setting up to be a yo-yo team? + Acquisitions 26:55 - The world's biggest defensive xG overperformance 27:51 - How is Marcus Edwards 26? 28:33 - Loum Tchaouna and Armando Broja 30:27 - Bashir Humphreys 31:44 - Lucas Stassin 32:35 - Setting themselves up well if they get relegated + Scott Parker confidence 34:12 - Managers standing in the rain 34:42 - Bilal El Khannouss + James Maddison injury 35:45 - Go on loan to promoted teams, not permanent deals 36:40 - Where should he go? 37:43 - Seeing more and more young players move 38:20 - Spurs have money available 39:00 - Buonanotte options? 40:58 - Late in the window for Bundesliga teams? 43:13 - Enzo Millot choosing Saudi over Atletico Madrid and Spurs 43:33 - Would YOU move to Saudi for 5x wages? 45:12 - Coaches face this decision also + Roger Schmidt 46:28 - Jordan Henderson gave up quite a lot 47:32 - Newcastle linked with a bunch of Forwards - Rank them 48:40 - Age, wages and what we expect to happen 49:30 - Figure out your risks and Nicolas Jackson at 60m vs 90m 50:09 - Concern with Openda's trending at Leipzig? 50:30 - Gonçalo Ramos 51:03 - Worry about Sesko at the price and productivity from last season 51:42 - Sesko or Jackson at the same price? 52:50 - What's the order then? + Reasoning 53:42 - There should be more links to Ramos 54:10 - Sesko might succeed, but it feels risky 55:13 - What Newcastle fans should think 56:30 - B-Roll (Premier League previews + Fans getting angry at Ted and Patrick)

Kayla Bartel is the founder of Humanity HR Consulting, who helps small and medium businesses create positive workplaces by providing fractional HR services and leadership development.Through her company's comprehensive approach to human resources, Kayla guides leaders to understand diverse perspectives in their workforce and harness these differences as strengths, offering everything from ongoing HR support to leadership retreats.Now, Kayla's journey as a single mom building a successful business demonstrates how entrepreneurship can provide the flexibility and freedom to work on your own terms.And while balancing life as a newlywed with two teenagers, she's working toward her goal of transitioning client work to her team of employees and contractors while continuing to grow her business that generates $55,000-90,000 monthly.Here's where to find more:www.humanityhr.comIG @humanityhrconsultingFB Humanity HR ConsultingLinkedIn https://www.linkedin.com/in/kayla-bartel-0429a353?utm_source=s…___________________________________________________________Welcome to The Unforget Yourself Show where we use the power of woo and the proof of science to help you identify your blind spots, and get over your own bullshit so that you can do the fucking thing you ACTUALLY want to do!We're Mark and Katie, the founders of Unforget Yourself and the creators of the Unforget Yourself System and on this podcast, we're here to share REAL conversations about what goes on inside the heart and minds of those brave and crazy enough to start their own business. From the accidental entrepreneur to the laser-focused CEO, we find out how they got to where they are today, not by hearing the go-to story of their success, but talking about how we all have our own BS to deal with and it's through facing ourselves that we find a way to do the fucking thing.Along the way, we hope to show you that YOU are the most important asset in your business (and your life - duh!). Being a business owner is tough! With vulnerability and humor, we get to the real story behind their success and show you that you're not alone._____________________Find all our links to all the things like the socials, how to work with us and how to apply to be on the podcast here: https://linktr.ee/unforgetyourself

Episode 208A recent Ligonier survey of evangelicalism finds nearly 50% of processing Christians do not deem it important to share their faith with the lost. Nearly 50%! That is a topic for another day, but for the slight majority that do see the need to witness to others, many thousands feel they are hindered. The reasons may include a lack of equipping, a fear of not knowing what to say, or maybe even the fear of man. In this episode of the Removing Barriers podcast, we sit down with recurring guest Edward Thal, whose fascinating life is a testament to God's love and mercy, to discuss how we as believers can become effective soulwinners. Brother Thal reminds us, among other things, that a well-rehearsed script is not the effective way to win souls, but a wholehearted surrender to God is. Join us on this episode as he discusses these and more. May the Lord ignite in our hearts the same desire for the salvation of lost souls that the Bible clearly declares He has (1 Tim 2:4-6).Listen to the Removing Barriers Podcast here:Spotify: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://cutt.ly/Ega8YeI⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Apple Podcast: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://cutt.ly/Vga2SVd⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Edifi: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://cutt.ly/Meec7nsv⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠YouTube: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://cutt.ly/mga8A77⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Podnews: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://podnews.net/podcast/i4jxo⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠See all our platforms: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://removingbarriers.net⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Contact us:Email us: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://removingbarriers.net/contact⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Financially support the show: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://removingbarriers.net/donate⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Affiliates:Book Shop: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://bookshop.org/shop/removingbarriers⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Christian Books . com: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.christianbook.com/Christian/Books/home?event=AFF&p=1236574⁠⁠⁠⁠See all our affiliates: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://removingbarriers.net/affiliates⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

AP correspondent Haya Panjwani reports on an execution stay in Alabama

Who would win a station 40-yard dash? + Browns offense can be competent full 641 Tue, 22 Jul 2025 12:47:29 +0000 cXnelDZwMi7QY4v8cQtCpEBqZLvlo296 nfl,cleveland browns,sports The Ken Carman Show with Anthony Lima nfl,cleveland browns,sports Who would win a station 40-yard dash? + Browns offense can be competent The only place to talk about the Cleveland sports scene is with Ken Carman and Anthony Lima. The two guide listeners through the ups and downs of being a fan of the Browns, Cavaliers, Guardians and Ohio State Buckeyes in Northeast Ohio. They'll help you stay informed with breaking news, game coverage, and interviews with top personalities.Catch The Ken Carman Show with Anthony Lima live Monday through Friday (6 a.m. - 10 a.m ET) on 92.3 The Fan, the exclusive audio home of the Browns, or on the Audacy app. For more, follow the show on X @KenCarmanShow. 2024 © 2021 Audacy, Inc. Sports False https://player.amperw

With the U.S. more racially diverse than it has ever been, how can parents create a family environment that supports the cultural competency for their children to thrive in this diverse world? What tools do parents have in place to navigate discussions with their child about these subjects?More than ever, raising culturally competent children is crucial as it fosters empathy, respect, and open-mindedness. Family psychologist Samantha Sweeney, PhD, can share advice on how to raise children who respect and celebrate differences. Dr. Sweeney's goal is to help parents get comfortable with their knowledge of diversity and learned biases so that they can welcome everyday discussions and practicesBecome a supporter of this podcast: https://www.spreaker.com/podcast/arroe-collins-unplugged-totally-uncut--994165/support.

Hi there and welcome to the Biz Communication Show. I'm your host, Bill Lampton, the Biz Communication Guy, bringing you tips and strategies that will boost your business. And those ...

What happens in residency orientation? How long does it take to onboard a resident? What's resident onboarding like? Why is cultural competence important in health care? Our guest today is Jimmy Stewart, MD, associate dean for graduate medical education and designated institutional officer at the University of Mississippi Medical Center. Dr. Stewart will talk about an innovative orientation program for new residents that's designed to improve culturally competent care. American Medical Association CXO Todd Unger hosts.

In this compelling episode of Voices of Care, our host Suhail Mirza, sits down with James Benson, CEO of Central London Community Healthcare Trust and NHS England National Delivery Advisor for virtual wards, for an eye-opening conversation about the community care revolution happening right now.

Further on Mazda’s long standing CX-5 SUV but still highly competitive with tenmodels in a mix of petrol and diesel and front or all-wheel drive, I’m driving thesecond tier 2.5-litre six-speed automatic CX-5 Maxx Sport front wheel drive at$43,184 drive-away with optional metallic paint. I covered nearly 900km with a lotof highway cruising at the open road limit. The naturally aspirated four-cylinderwith 140kW and 252Nm of torque did a workmanlike job but what surprised wasthe economy, averaging 7.4L/100km on 91 grade petrol with four passengers.This is simply a great allrounder, well shod 17-inch alloy wheels provide a verycomfortable ride while the electric power assistance offers good feel whilstparking and on the run. Comfort and convenience items include dual zone climatecontrol, satellite navigation, a head-up instrument display, well bolstered clothseats, a rear-view camera, Apple CarPlay and Android Auto plus a good level ofactive safety elements. Thankfully the warning elements are not intrusive likemany of the new breed of Chinese SUV’s. Disappointments – no wireless phonecharger and the lack of a power rear door. However, the Mazda CX-5 is still upthere as one of our best mid-size SUV’s.See omnystudio.com/listener for privacy information.

Joe Biden's physician takes the 5th during a Congressional hearing, refusing to answer questions relating to Biden's competency. Learn more about your ad choices. Visit megaphone.fm/adchoices

About Philippe Johnson:Philippe Johnson is a retired United States Air Force officer and advocate for principled and ethical leadership in public service. The son of a language teacher and career United States Army officer, he was raised in the United States, France, and Germany. During his 24 years on active duty, Lieutenant Colonel Johnson served as a fixed- and rotary-wing pilot, intelligence officer, and diplomat (military attaché), and was honored with the Defense Meritorious Service Medal, the Meritorious Service Medal with two oak leaf clusters, and the Air Medal with one oak leaf cluster. He also served on the staffs of two Air Force major commands as his final two assignments. Philippe received a bachelor's degree in political science from the University of Florida and earned his master's degree in public policy from the University of Maryland's School of Public Policy. In this episode, Dean Newlund and Philippe Johnson discuss:Defining ethical leadership across diverse perspectivesNavigating unprincipled loyalty in power dynamicsRebuilding trust in a post-COVID, virtual workplaceCombating disinformation and the collapse of shared factsAligning values and ethics within polarized environments Key Takeaways:Ethical leadership must be embedded in leadership training from the start of one's career, or organizations risk producing senior leaders who cause significant harm.Self-interest and personality disorders (e.g., narcissism) are major contributors to non-compliance with ethical standards, both in military and corporate settings.Philippe's book uses recent political leadership as a case study to highlight the consequences of unethical, incompetent, and self-serving leadership behaviors.The normalization of disinformation undermines democracy, as without agreed-upon facts, there's no foundation for holding power accountable. "If you're lacking that ethical foundation from the very beginning… you're going to end up with senior leaders who, unfortunately, are not setting the example.” — Philippe Johnson Connect with Philippe Johnson:  Website: http://www.philippejohnson.com/Book: What Hangs in the Balance: The Case for Principled, Ethical, Competent, and Courageously Selfless Leadership: https://www.amazon.com/What-Hangs-Balance-Principled-Courageously/dp/1637633491LinkedIn: https://www.linkedin.com/in/formulaphil/Facebook: https://www.facebook.com/philippe.johnson.52   See Dean's TedTalk “Why Business Needs Intuition” here: https://www.youtube.com/watch?v=EEq9IYvgV7I Connect with Dean:YouTube: https://www.youtube.com/channel/UCgqRK8GC8jBIFYPmECUCMkwWebsite: https://www.mfileadership.com/The Mission Statement E-Newsletter: https://www.mfileadership.com/blog/LinkedIn: https://www.linkedin.com/in/deannewlund/X (Twitter): https://twitter.com/deannewlundFacebook: https://www.facebook.com/MissionFacilitators/Email: dean.newlund@mfileadership.comPhone: 1-800-926-7370 Show notes by Podcastologist: Hanz Jimuel AlvarezAudio production by Turnkey Podcast Productions. You're the expert. Your podcast will prove it.

Jonathan and Jake talk about how Deandre Ayton could impact the Lakers, and they react to Lance Reisland's comments about the Browns defensive line. Also, they react to Matt Miller's comments about how to evaluate quarterbacks.

Jonathan and Jake talk about how Deandre Ayton could impact the Lakers, and they react to Lance Reisland's comments about the Browns defensive line.

Bill Staples has spent 30 years redefining how the world writes, ships, and secures code.On this week's Grit, the GitLab CEO shares what it takes to lead a public, all-remote DevSecOps company trusted by more than half of the Fortune 100. He breaks down the discipline of managing energy instead of hours, why weekly operating cadences beat quarterly plans, and how AI will 10× software engineers by auto-debugging code and closing security gaps.Guest: Bill Staples, CEO of GitLabChapters:00:00 Trailer00:42 Introduction02:34 True joy in life08:16 Winning teams13:53 When the energy isn't there18:00 Super ambitious21:01 It's not just technology29:27 Elevating quality and standard41:36 Lifelong collaborator51:22 Competent intelligence54:22 Structuring goals and time1:03:59 Who GitLab is hiring1:04:17 What “grit” means to Bill1:04:54 OutroLinks:Connect with BillLinkedInConnect with JoubinXLinkedInEmail: grit@kleinerperkins.comLearn more about Kleiner Perkins

This week we talk about the idea of what it means to be a competent outsider to science and how we prepare students to be one of those people. Feinstein, N. (2011). Salvaging science literacy. Science Education, 95(1), 168–185. https://doi.org/10.1002/sce.20414 Things that bring us joy this week: Beneath a Scarlet Sky (https://www.goodreads.com/book/show/32487617-beneath-a-scarlet-sky) by Mark T. Sullivan The Phoenician Scheme (https://www.imdb.com/title/tt30840798/) by Wes Anderson Intro/Outro Music: Notice of Eviction by Legally Blind (https://freemusicarchive.org/music/Legally_Blind)

Dr. Samantha C. Sweeney, author of "Culturally Competent Kids: Raising Children to Thrive in a Diverse World."

Intern year: where the learning curve is steep and you're not sure if the patient is crashing or you are. In this episode of Behind the Knife, our surgical education fellows reflect on what they wish they had known before Day 1—and all the humbling, hilarious, and genuinely formative moments along the way. From getting lost wheeling a critical patient through the hospital, to triple-scrubbing just to be acknowledged, to accidentally spraying TPA into your own eye (yes, really)—this episode is a candid conversation about the highs, lows, and everything in between. Whether you're gearing up to start your intern year or reflecting on how far you've come, this is the episode we all needed. Hosts:  Elizabeth Maginot, MD – General Surgery Resident, University of Nebraska Medical Center  @e_magination95 Nina Clark, MD – General Surgery Resident, University of Washington @clarkninam Ayman Ali, MD – General Surgery Resident, Duke University Michelle LaBella, MD – General Surgery Resident, University of North Carolina Emma Burke, MD – General Surgery Resident, Baylor College of Medicine @emmaburke017 Learning Objectives: Identify common misconceptions about intern year—and how to manage expectations Understand how to approach early mistakes with humility and resilience Recognize the importance of teamwork and asking for help Reflect on what makes a strong, dependable intern References BTK Intern Survival Guide: https://app.behindtheknife.org/podcast-series/medical-student-and-intern-survival-guide Institutional pharmacists (seriously, call them—they're the unsung heroes) Check out our Medical Student and Intern Survival Guide HERE: https://app.behindtheknife.org/podcast-series/medical-student-and-intern-survival-guide

We conjure Rackaracka’s “Bring Her Back” and discuss: Child violence on screen; Story & Writing, torturing the audience & characters; Competent filmmaking, character work; and other such stuff and things and stuff. “Come back. Even as a shadow, even as a dream.“ – Euripides Notes & References: The big crunch (wiki) Watch us on YouTube! […] The post Ep 326: “Bring Her Back” appeared first on The Pestle.

This episode explores a counterintuitive idea: why giving individuals more defined contracts or project-based work can significantly boost their competence. CONQUER SHYNESS

Remember that in Christ, you are completely competent. By God's power, you can serve his kingdom. -------- Thank you for listening! Your support of Joni and Friends helps make this show possible.     Joni and Friends envisions a world where every person with a disability finds hope, dignity, and their place in the body of Christ. Become part of the global movement today at www.joniandfriends.org   Find more encouragement on Instagram, TikTok, Facebook, and YouTube.

Every once in a while we think someone left the floodlight on in the backyard, so I look outside the window to discover the floodlight isn't on - the moonlight is! It's one of those really impressive full-moon nights. The most beautiful one that my wife and I had, was when we were on vacation in the mountains. Our cabin was nestled in this quiet valley next to a gentle little stream. Not long after dark, I noticed that the valley was ablaze with light! The full moon was rising in the eastern sky and it was casting this celestial glow over everything. It was perfectly positioned in the sky to just totally illuminate the valley we were in. But then, something made me realize what I was really looking at, and I said as we stood on the porch in admiration, "You know, that moon really isn't producing any light at all. It's just reflecting the light of the sun." I'm Ron Hutchcraft and I want to have A Word With You today about "Surprisingly Competent." Our word for today from the Word of God comes from 2 Corinthians 3:18. Paul says, "And we, who with unveiled faces all reflect the Lord's glory, are being transformed into His likeness with ever increasing glory, which comes from the Lord, who is the Spirit." Now as followers of Jesus Christ we're supposed to light our world. Right? God has positioned you where you work, or live, or go to school, or where you shop, to make a difference, a Jesus-difference by your love, joy, your Jesus-treatment of people. See, you're supposed to light up what would otherwise be a much darker environment. But we are like the moon; we have no glory of our own. This verse says we reflect Jesus' glory! He says it in another way in chapter 4, verse 7. "We have this treasure in jars of clay so that this all-surpassing power is from God and not from us." See, anything we do for the Lord, it's all God. Now we should be a lot brighter, I think, than we are. There are a lot of important things He wants to do through you, but maybe you're not making nearly the difference you should be making. It's probably because of one basic spiritual misunderstanding about who is the "sun" and who is the "moon." Maybe these are things you've been asked to do for the Lord, but you're afraid to say "yes" because you feel inadequate. You want people you're around to hear about Jesus, but you haven't said anything because you're afraid you'll mess it up. God is putting before you some ways He wants you to make a difference, but you keep shrinking back. But see, you're missing something. You're not the "sun." You don't have to produce the power, or the words, or the strength, or the light to pull it off. It's Jesus who does the work. He's only asking for you to be available. He knows you and I can't produce the light - that's His job! He just wants you to be in a position to reflect His light onto the people around you. Doesn't that take a lot of pressure off? That means you can help somebody be in heaven with you someday. In chapter 3, verse 5 in 2 Corinthians He says, "Not that we are competent in ourselves to claim anything for ourselves, but our competence comes from God. He has made us competent." See, you can dare to step up to responsibility that would be impossible if it depended on you. It doesn't. It depends on the Son of God! This "reflected" glory neutralizes our feelings of inadequacy and pride. Maybe you've begun to feel a little prouder of the kind of Christian you've been, or some of the things you've done for the Lord. News flash! You haven't done them! You are just - I am just - a glowing piece of rock. It's all Jesus, reflecting His glory through you. Why are you taking any credit for it? If the sun were to go out some full-moon night, we would immediately know where the light's been coming from all along and how little the moon has to do with it. The light of the Son of God never goes out, and He chooses to reflect in your valley, through your life, your personality, your abilities, and even your weaknesses. Isn't that amazing? You can light up your world with light that doesn't come from you, but from the very Son of God himself!

Smirks emerge quite quickly when you mention “role model” and “leaders” in the same breath.  Most peoples' experiences with leaders as role models have been that they encompass the “what not do as a leader” variety.  Hanmen Kyoshi (反面教師) or teacher by negative example, as we have noted in Japanese.  What are some of the things we should be focused on in our quest to become a real role model for our teams? We can break the role model aspect into four major areas: Self-Aware; Accountability; Others-Focused and Strategic.  Within these four categories, there are eleven sub-categories on which we are going to focus today.  Do a mental audit on yourself and see how many boxes you can check, acknowledging that you are doing a good job. 1.    Self-Aware covers a number of sub-categories: “Self-Directed”. Leaders have to give others direction, so they must be independent types who don't have to rely on others to know what to do.  They have to be “Self-Regulated” which is a fancy pants way of saying they need strong personal discipline.  The leader has to decide what needs to be done and then marshals everything needed to get the job done.  This effort has to be sustained over time and that is where the self-discipline aspect kicks in. “Develop Self” talks about taking 100% responsibility for one's own career.  Depending on others, or the company in general, to take care of your career is folly.  We need to represent value to an employer, because if we don't, then we will be replaced by someone who does.  The tricky thing about business is they keep moving the goalposts.  What was required when you started and what is required today may be quite different. Scarily different. I see so many senior leaders and friends sacked by the organisation, despite many years of loyal and successful service.  A new CEO arrives, a merger takes place or a new direction for the firm is set and the next thing you know, you are out.  If you have been pursuing your own personal growth, then there is a safety factor involved there to enable you to weather the storms.  If you have just been working hard, which is admirable, you are left tired and then on the street. “Confident” is a vague term, really.  What actually defines being “confident”.  We can recognise it more easily than we can articulate it.  A leader who has confidence speaks in a certain way, with gravitas, with a certain finality.  Hesitation never arises and the body language backs up the confident words. 2.    Accountability is another area with sub-categories: “Competent” describes our capability to understand the business and do the work.  Most people rise through the ranks, so they have done the jobs their staff are doing, so they know the content well.  Changing jobs and entering as a mid-career hire can sometimes make the competence piece a challenge, though.  We have to be a fast learner to build credibility. “Honesty and Integrity” are both problem sub-categories.  Honesty is easier to gauge than integrity.  We can see if you are honest and can measure it.  However, while everyone says how important integrity is, defining it is a challenging task.  Saying and doing what you say is a fundamental basis of demonstrating integrity, as is standing for higher ideals.  How do you actually behave when no one is watching?  3.    Others-Focused is a big sub-category and so not all aspects can be covered here, but we will focus on some key areas: “Inspiring” is in the eyes of the beholder, so as the boss, you have to create the environment where everyone can be inspired.  We need to uncover what the range of views on the subject are amongst the troops, to get an idea of how we need to appeal to everyone's individual needs.  This means making time to talk to people, rather than just barking out leader commands all day long. “Develops Others” means going beyond the managerial functions of everything done on time, to spec and to budget.  We have looked at this earlier. It means putting time into coaching staff and giving them stretch tasks through delegation.  Most people stay functionally at the manager level and never quite level up sufficiently to become a true leader.  Whose fault is that? I would argue it is their boss who has failed them.  The leader's job is to create other leaders, and every organisation is crying out for good leaders. “Positively Influences Others” is an all weather skill for leaders. Our grumpy mood, short temper, irritability can bring down the motivation of the team.  Also, speaking ill of other divisions or sections to knit our own team together, a weak leader favourite, makes the team doubt the robustness of the organisation. “Effectively Communicates” sounds reasonable, except most leaders are not very good at speaking in public.  They do not generate confidence in what they are saying by the unprofessional way in which they are saying it.  The solution is simplicity itself: we need to get the training to master this attribute. 4.  The last category we will cover here is Strategic. We will deal with just one sub-category “Uses Authority Appropriately”.  We are talking about using our position power for good, rather than self-aggrandisement.  Bossing people around to boost our own fragile ego and having the need for power over others is totally sad.  We are given power to help our people do better - that is the only reason.  So how was your self-audit?  We now have a framework to place around the term “role model” and we know where we have more work to do.  Always a good thing for a leader.   

About Koon Suet Koon Lai, better known as Koon, is an executive coach with over two decades of leadership experience at one of Australia's largest global consulting firms. She brings a wealth of real-life experience to support leaders through a holistic approach that combines practical insights with transformative coaching techniques. She has made significant strides in advancing numerous multicultural leaders, helping them unlock their full potential and overcome systemic barriers. Koon's clients value her whole person approach, which helps them develop authentic leadership skills both in their professional and personal lives. What does that mean? LinkedIn Writing, finding your authentic voice, and a true desire to make a genuine difference. Engaging with posts that pushes the envelope of acceptable DEI narratives. Episode Notes 07:30 Lesson 1:  Don't Follow The Herd 12:57 Lesson 2:  Don't Network, Be Generous 15:52 Lesson 3:  Don't Be Confident, Be Competent 19:14 Lesson 4:  Don't Go Outside Your Comfort Zone, Stretch Your Comfort Zone 23:11 Lesson 5:  Don't Speak Up, Contribute With Substance 32:41 Lesson 6 :  Don't Be Yourself, Be Your Future Self 35:59 Lesson 7:  Don't Smash The Bamboo Ceiling, Build Your Own House Instead 49:32 Lesson 8:  Don't Self Promote, Be Truthful 53:18 Lesson 9:  Don't Work Hard, Work Smart 55:45 Lesson 10: Don't work for money. Money works for you.

With the U.S. more racially diverse than it has ever been, how can parents create a family environment that supports the cultural competency for their children to thrive in this diverse world? What tools do parents have in place to navigate discussions with their child about these subjects?More than ever, raising culturally competent children is crucial as it fosters empathy, respect, and open-mindedness. Family psychologist Samantha Sweeney, PhD, can share advice on how to raise children who respect and celebrate differences. Dr. Sweeney's goal is to help parents get comfortable with their knowledge of diversity and learned biases so that they can welcome everyday discussions and practicesBecome a supporter of this podcast: https://www.spreaker.com/podcast/arroe-collins-like-it-s-live--4113802/support.

Send us a textWhat if better care starts with more trust and understanding?In this episode of CareTalk, Violet CEO Gaurang Choksi joins John Driscoll to explore why care can't be one-size-fits-all and what happens when providers actually understand the identities and experiences of the people they treat. Drawing from his journey as a gay immigrant and early leader at Oscar Health, Gaurang shares how culturally competent care leads to stronger relationships and better outcomes for the patients who've long felt unseen.

"Racism saves lives." Be careful of your identity. "Don't interrupt a black man talking." Communists recruit from the bottom! … Busy calls!The Hake Report, Wednesday, May 21, 2025 ADTIMESTAMPS* (0:00:00) Start* (0:05:10) Hey, guys!* (0:07:21) MARK, L.A.: Racism saves lives* (0:09:33) MARK: San Onofre, Marine Corps Base* (0:15:48) ALEX, CA: "As a black man/woman…"* (0:21:46) DANIEL, TX: Stomach bug; Nicole Simpson, Jewish?* (0:24:06) DANIEL: Race, Religion: No legal protection for wh—!* (0:28:54) DANIEL: Stick with a religion* (0:33:12) Israel melodrama from the UK, EU* (0:39:19) Severe weather!* (0:40:21) RONNIE, OH: playing dumb* (1:02:56) Supers and black thinking* (1:10:30) TERRI, OR, Origins: Don't speak when a black talking* (1:21:55) TERRI: Recruiting the youth* (1:26:27) Competent communists?* (1:31:19) Coffee: Ronnie's mathwork* (1:32:22) ALLEN, MI: multicultural discord* (1:40:00) ELI, not there* (1:40:18) JEFF, LA: This preacher, Mandela, different races/roles* (1:46:55) HADEN, TX: Y'all think Ronnie a good guy* (1:50:05) MAZE, OH: Y'all…* (1:53:25) Hake smokey song - Baixinha ForteLINKSBLOG https://www.thehakereport.com/blog/2025/5/21/the-hake-report-wed-5-21-25PODCAST / Substack HAKE NEWS from JLP https://www.thehakereport.com/jlp-news/2025/5/21/jlp-wed-5-21-25Hake is live M-F 9-11a PT (11-1CT/12-2ET) Call-in 1-888-775-3773 https://www.thehakereport.com/showVIDEO YT - Rumble* - Pilled - FB - X - BitChute (Live) - Odysee*PODCAST Substack - Apple - Spotify - Castbox - Podcast Addict*SUPER CHAT on platforms* above or BuyMeACoffee, etc.SHOP - Printify (new!) - Cameo | All My LinksJLP Network:JLP - Church - TFS - Nick - Joel - Punchie Get full access to HAKE at thehakereport.substack.com/subscribe

Garth Heckman The David Alliance TDAgiantSlayer@Gmail.com    Talking to a young man lately who plays guitar and he plays on a worship team. I told him I was going to be teaching a short 2 hour class to the guitar players at our church… he interrupted me and said “I am a good guitar player… And they he said it again as if I did not believe him. I kindly nodded. Now he can play guitar and he can play some rock songs… but who knows if someone is good or not right? But when he asked me what exactly I was going to be teaching my guitar players on my worship team - the first thing I said was “Diatonic harmony”… which believe it or not if you are in fact a good guitar player you would know what that is. He stared at me blankly and asked what it was. I kindly assured him he was not in fact a good guitar player. Now I have told this young man as I tell many people - You may not like what I say to you, but I will never lie to you! EVER. I will try to say it nice… most of the time - but who else will be honest with you. And today what if you can't be honest with yourself because… well you just can't. Have you ever heard of the   The Dunning-Kruger Effect and the Blindness of the Incompetent Wheeler's lemon juice story inspired researchers David Dunning and Justin Kruger to study this phenomenon in greater detait. The research-ers were intrigued by the obvious difference in people's actual abilities and how they perceive these abilities. Dunning and Kruger hypothesized that incompetent people suffer from two types of problems · Due to their incompetence, they make flawed decisions (such as robbing a bank while covered in lemon juice). · They are unable to realize the fact that they make Flawed decisions. (Not even the video footage convinced wheeler of hjs inability to be invisible he claimed that it was faked ) The researchers tested the validity of these hypotheses on a sample of participants. First they laid out a test measuring their abilities in a certain domain (logical reasoning, grammar, and humor). Then, the par- ticipants were asked to assess how good their abilities were. The research- ers discovered two interesting findings The least competent people (labeled incompetent in the research) had a tendency to significantly overestimate their abilities. In fact, the less competent they were, the more they overestimated themselves. For example, the more painfully unfunny an individual was, the funnier they thought they were. this eftect was elegantly described by Charles Darwin years ago ignorance more frequently begets confidence than does knowledge' The second interesting finding was that the most competent participants had a tendency to underestimate their abilities. Their under- rated results can be explained by the fact that if a task seems easy to them, they will have the feeling that the task is easy even for other people. In another part of the experiment, participants had the possibility to review the test results of other people. They were subsequently asked to conduct a self assessment again. Competent participants realized that they were better off than they had thought. Thus, they modified their self assessments and began to evaluate themselves more objectively.     So where am I going with this… David says something profound in Psalm 139:23-24 KJV. Search me, O God, and know my heart: Try me, and know my thoughts: And see if there be any wicked way in me, And lead me in the way everlasting. David is not saying this as a type of challenge to God… ok, God see if you can find anything wrong in me. NO NO NO he is saying it as one who realizes he can't see everything in his life clearly.  He knows that he is blind to many of the sins, flaws, inconsistencies and choices he makes that are not Godly. WHAT A POWERFUL INSIGHT TO KNOW YOU DONT HAVE INSIGHT. RIGHT?  Meaning, how powerful it is to know that you don't know everything -especially about you. 

A Japanese take on superheroes? A henshin series? A kaiju/giant monsters manga? A workplace drama? The new-ish Shonen Jump series Kaiju No. 8 is all of these and more! But will the Mangasplainers dig this multifaceted action series? Or is it merely… Competent!!!? Come for Kaiju No. 8, but stick around for wide-ranging discussions of age, digital manga, Shonen Jump, and much more.Read along with our show notes at Mangasplaining.com or get our show notes, manga, and so much more at MangasplainingExtra.com.Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Baltimore County Executive candidate Nick Stewart tells Nestor that growth via competent strategic planning is the way forward The post Baltimore County Executive candidate Nick Stewart tells Nestor that growth via competent strategic planning is the way forward first appeared on Baltimore Positive WNST.

John discusses Ras Baraka, mayor of Newark NJ and candidate in a June gubernatorial primary, being arrested by ICE agents for trespassing after demanding entrance at a facility in his city. Then, he talks about Trump firing the Librarian of Congress - Carla Hayden saying she is woke, anti-Trump, and promotes trans-ing kids. And, he speaks about a federal judge who ordered the immediate release of Tufts student Rumeysa Ozturk, who was arrested off the street and imprisoned for weeks by ICE agents for no clear reason. He welcomes back TV's Frank Conniff to joke with listeners about pop culture and the latest wickedness from Trump's autocracy. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Innovative partnerships and culturally tailored approaches are essential to expanding access to behavioral health services and addressing critical gaps in care. In this episode, Luis Suarez, CEO of Sanarai, and Stella Tran, Senior Program Investment Officer of the California Health Care Foundation, talk about the importance of building trust and leveraging cultural competence. Luis shares how his organization provides culturally relevant mental health services for Spanish-speaking communities, addressing a critical gap in access. Stella discusses how her foundation uses innovation as a lever to improve care quality and access for low-income populations. Tune in to discover how innovation and cultural competence are transforming behavioral health access for underserved communities! Resources: Connect with and follow Luis Suarez on LinkedIn. Connect with and follow Stella Tran on LinkedIn. Follow Sanarai on LinkedIn and explore their website. Follow the California Health Care Foundation on LinkedIn and discover their website. Listen to the podcast Making Waves in Health Tech here.

In this episode, Christina Schmidt discusses the critical role of cultural competency in AAC, emphasizing the need to honor linguistic and cultural diversity, such as African American English, within communication systems. She highlights the importance of clinicians addressing their own implicit biases and taking a thoughtful, reflective approach when working with families. Christina encourages professionals to build trust gradually, prioritize collaboration, and empower both caregivers and clients to ensure AAC systems truly reflect the user's identity and culture!  

Don't allow your feelings of inferiority to limit your service to the Lord. In Christ, you have a message, you have a story to tell. God's power is in your weakness.-------- Thank you for listening! Your support of Joni and Friends helps make this show possible.   Joni and Friends envisions a world where every person with a disability finds hope, dignity, and their place in the body of Christ. Become part of the global movement today at www.joniandfriends.org.   Find more encouragement on Instagram, TikTok, Facebook, and YouTube.

Send us a textDr. Almitra Berry unveils her groundbreaking new book, "The Culturally Competent Educator," offering educators powerful strategies to create inclusive classrooms. Through personal stories and practical tools, she explores how to dismantle systemic inequities, celebrate diverse learners, and transform educational experiences for every student. Discover actionable insights to build more equitable and culturally responsive learning environments.Support the showJoin our community. Go to bit.ly/3EPSubs and sign up for our bi-weekly newsletter and exclusive content.

Why would any leader choose to take on a transformation that requires rethinking how they lead, how their organization functions, and how they learn? In this episode, we dive deeper with Cliff Norman and David Williams, co-authors of Quality as an Organizational Strategy, exploring Chapter 11: “Getting Started.” They share powerful stories, practical steps, and the deep-rooted challenges leaders face when shifting from conventional methods to building true learning organizations grounded in Dr. Deming's philosophy. This conversation highlights why improvement cannot be delegated, why leadership transformation is essential, and how to begin the journey—with clarity, commitment, and courage. TRANSCRIPT 0:00:02.1 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today we are going to continue our conversation with Dave Williams and Cliff Norman about their book Quality as an Organizational Strategy. I found this book fascinating because I think it's addressing something where there's been a bit of a hole and that is how do we think about the strategy of our business? And so we already had our conversation in a prior episode about the overview of the book, but today we're going to be talking about specifically, now this is kind of funny because we're going to be talking about the back of the book and that is chapter 11, getting started. Dave, why don't you take it away?   0:00:53.3 Dave Williams: Well, thanks, Andrew. Thanks for having us back on the Deming podcast. So, as you mentioned, part of the way that the book is laid out is that it describes kind of the foundations that are behind quality as an organizational strategy and begins sort of with an introduction that explains a good bit about how Dr. Deming had this provocation of a need for leaders to transform the way that they approach leading organizations. And part of that was to move not just from process based improvement projects, but to start to think about major systems in the organization and to pursue quality as the overall strategy and create a continuous improvement organization or learning organization. And so the book lays some of the foundation behind the science of improvement or behind profound knowledge that underpin the thinking, walks through quality as an organizational strategy, as a method of five interdependent activities. Then at the end it comes back full circle to say, well, this is great, now you've learned about these theories and methods. But a natural question for any leader would be, how do I get started? And one of the first things that we talk about in that section actually is about why leaders would want to do this transformation.   0:02:30.9 Dave Williams: And this actually came from a conversation that Lloyd and Cliff and I had in 2020 where we were talking about getting on this journey of building the book. And we all kind of recognized that this was really, really hard work. And we were curious or we, we didn't have a good answer of what was our theory about why somebody would deviate from the way in which they work today and embark on a transformational change of the way that they approach leadership, the way that they approach organizations. And actually I ended up going on a journey of interviewing a whole host of leaders who had been influenced by Deming, who had been involved in improvement in healthcare, folks like Dr. Berwick and Paul Batalden and Brent James. I interviewed some folks in the UK and other places, like John Seddon, and asked them, oh and I should Blaine Godfrey, who had been the lead of the Durand Institute, and I posed the question, what causes somebody to want to embark on this change? And many people actually had a hard time articulating it. But the answer that emerged, or actually Blaine Godfrey was the one that kind of framed it the best, I think, for us, was a number of things.   0:03:57.7 Dave Williams: Sometimes it's something like a book like this comes out and people read it and it's interesting and new. Sometimes it's an event happens, a patient safety event or a major accident or something of which causes people to have to change or do something different. Sometimes it's a discouragement with a desire that you know you could do better, but you don't have methods or know how to. So there were a host of things that we listed, and those are some of a sample of them that might invite somebody to say, the way that we're working today is not getting us to the level that we want to. And now we want to embark on something different. And we might look to something like quality as an organizational strategy as a method for us to transform the way that we're working and build on the shoulders of Deming's philosophy and the science of improvement and do it differently.   0:04:56.0 Andrew Stotz: And when I look at the book, you guys are bringing together a lot of different stuff. It's not just a Deming book. It's Deming is a part of this, and that's fascinating. One of the questions I have is when we look at, let's say, a business owner, a business leader is looking for answers, as you said, maybe it's an event, maybe it's a discouragement, maybe it's a feeling like we can do better. Maybe it's just being beaten by competitors. They come to a point where they start looking for answers and they find some fantastic books, authors, ideas, consultants, all this and I think about whether that's Peter Drucker or whether that's the Lean movement or whether that's, let's say Taguchi or something like that is the teachings that you guys are talking about - and I'm going to specifically ask about the teachings of Dr. Deming. Is it more or is it more difficult or less difficult to implement than other books or styles or methods that someone's going to come across?   0:06:08.7 Cliff Norman: I have to quote one of my colleagues here who probably knew about more about Deming than anybody in API or all of us combined, that's Ron Moen, who did, I think it was 88 seminars, four-day seminars with Dr. Deming. Dr. Deming once told him, he said, Ron, I believe you've been to more of these and I've been to. And it's kind of a joke. He had a great sense of humor. But you know, Ron told me the problem with Deming is he's asking us to change. And there's all sorts of things out there that require the management and the leadership, they really don't have to do anything different. And there are several things out there. In fact, Philip Crosby, one of the three gurus during when they launched, he was more the evangelical and had a way of talking to management so that they understood it, which that was his contribution to all that. But when Six Sigma came up and black belts and all that, and Crosby looked at him and says, that's not going to change the system. He said, all you're doing is killing a bear for management, killing a bear for management, and then you'll get a black belt.   0:07:19.9 Cliff Norman: You know, And I thought, wow that's pretty profound. Because the management at that point doesn't have to do anything, just have the black belt ceremony. There's absolutely no change on their part. Where Deming, as Ron says, he's kind of a pain. You've got to learn about variation, you got to learn about Shewhart charts. You've got to be able to put together a family of measures for your organization. You've got to understand your organization's system. You need to understand psychology, you need to understand theory of knowledge and how people learn how they change. And nothing else out there puts that on leaders. And so that was a question that Dave was lending back to. Why would somebody do this to themselves? You know, why would they take on this whole extra thing to learn and all the rest of it. And for the people that I know that have made that, that bridge, the pure joy that they get and the rewards they get from people who are learning and that they're leading and that they're changing and they're able to go to other organizations and repeat this and call them up and say, thank you so much for helping me learn how to be a real leader.   0:08:35.8 Cliff Norman: I mean, that's the reward in it. But it requires a real change on the part of the leader. And I don't know of anything else, Andrew, that actually requires that kind of in depth change. And there was one of our leaders, Joe Balthazar, he had Jane and I do four years in a row with his leadership team, teach them the science of improvement. The same curriculum, same leaders, four years in a row. And the second year I was doing it, I said, don't we need... No, no, Cliff, I want you to do exactly what you did last year. He said, it takes years for people to understand this. And I thought, wow, this is unbelievable. But on the fourth year, the VP of sales walked up to me and he says, I think I figured it out. And I thought, wow. And it does it literally... Because you've got to depart from where you've been and start thinking about how you're going to change and let go of what's made you successful up to this point. And that's hard, that's hard for anybody to do.   0:09:47.2 Cliff Norman: And anybody's been through that four day seminar knows when they crossed that path that all of a sudden they had to say, you know what I've been doing, I can see where I've been, the problem and not the solution. And that's tough for us. That really is tough. And Deming says you have to give up that guilt trip. And once you understand the theory of variation, once you understand systems, once you understand psychology and theory of knowledge, it's time then for you to move on and let go of the guilt. I hope that makes sense. But that's the difficulty in this.   0:10:17.6 Andrew Stotz: It reminds me of two, it made me think about two things. I mean, I was just a 24 year old guy when I attended the seminars that I did, and they weren't even four day. I think they were two-day ones at Quality Enhancement Seminars in, what was it, George Washington, I think. But the point that I remember, as just a young guy who I was, I pretty much admired all these business leaders. And then to see Dr. Deming really nail em to the wall and say it's about you changing. And whether he was saying that directly or whether that he was implying that through the Red Bead experiment or other things, it's about you shaping the system. That really blew me away because I had already read some books and I was pretty excited. And then it also made me think about, let's say there's a really good book, I would say Good to Great by Jim Collins that highlights some things that you can do to succeed and make your business better. And you can just buy that book and hand it to your management team and go, hey, implement what you learned from this book.   0:11:20.8 Andrew Stotz: Whereas with the Deming book, it's like there's just so much more to it. So I guess the answer to this is it is more takes time. There's more thinking going on. And I think that's part of the whole point of what your book does, is to help us map it out. So why don't we go through and think about this and kind of maybe step by step through what is the starting point and how do we go?   0:11:45.4 Cliff Norman: Andrew, I just got to add to what you just said there and go back to Joe Balthazar at Hallmark Building Supplies. He shared with me that, and he's the one that said I want you to do these four year seminars dedicated Deming's idea of Profound knowledge. And he said, Cliff, the day I made it, I knew I'd made it. Is my son Joey spilled his milk. He's about three years old. And he said, I started to do my normal leap across the table and he said I was about mid air. And I thought, oh my, this is what they do. This is part of their system. This is common. And I'm treating this like it's special. And that was so profound for him. And when, when you move beyond the Shewhart chart and you see events in your life around you relative to the theory of variation, common and special cause variation at a deep way like that, that's the kind of transformation you want to see in a leader. And Joe will tell you he's forever grateful for Deming and everything he's learned, and I think that's the reward. But people need to be willing to go on that journey, as Dave was saying.   0:12:53.0 Andrew Stotz: So Dave, why don't you walk us through a little bit of what you guys are teaching in that chapter.   0:13:00.3 Dave Williams: Sure. Well, one of the next steps obviously is if somebody, if a leadership team thinks that they want to go on this journey, there's some considerations they got to think about. As we've already sort of alluded to or touched on, this is a leadership responsibility and a leadership change. And so there's got to be will amongst the leadership team in order to say we want to work together and work hard to do this work. That this is not something that, similar to Cliff's example of say, having black belts, that we can just hand it off, somebody else will do it, and we can just keep going about our business and hope. It's important that leaders spend time recognizing and thinking about the fact that this is going to involve them doing work, doing effort, changing the way that they think, changing the way that they practice. And I like to say it's good hard work. I mean it's going to be something that's deeply rewarding. But it does require them to have that will. And with will then it's going to come time and energy, right? They've got to make the space, they've got to create regular routines and opportunities for them to learn just in terms of content, learn in terms of practice or application and learn in the process of doing the improvement work and doing the change to the way that they work in the organization.   0:14:38.0 Dave Williams: So there's going to be a need to build in that ability. And then a third thing is to ask whether you think this is something that you can do on your own or whether it might be useful to have help. And help may be an internal, a consultant, but likely not to promote consulting it but, but there's a good chance that you're going to need somebody that has both experience in improvement and helping people do results-driven improvement as well as somebody who has experience doing system wide change through a lens like QOS. And, and the advantage of that often is it it gives you as a leadership team to focus in on your job of thinking and looking and learning and allow somebody else to be an external intervener, somebody who comes in and creates some of the support, some of the context, some of the ways that can make it easier for you to step back and look at your organization in a different way. And so many times those are some of the things that should be considered as teams working through it. Cliff, what would you add or improve upon.   0:16:07.3 Cliff Norman: The idea of external help. Deming was pretty black and white about that. I was kind of surprised. I went back and read one of his quotes. He said, "I should mention also the costly fallacy held by many people in management that a consultant must know all about a process in order to work on it. All evidence is exactly the contrary. Competent men in every position, from top management to the humblest worker know all there is to know about their work except how to improve it. Help towards improvement can come only from outside knowledge." And I was reflecting on that today with Jane who's been involved in this for 40 plus years also. I said Jane, when he said that, I think it was accurate because at that time she and I were going to Duran seminars. There's only two books out there with methods. One was Ishikawa's book on Guide to Quality Control. And the other was Feigenbaum's book. And then of course you had Duran's book on The Quality Handbook, which was a nice doorstop. But there wasn't that much knowledge about improvement. And the worst part where Deming was really getting to was there's very few people you'd run into that actually under the Shewhart methods and charts and understand the difference between special and common cause variation.   0:17:27.0 Cliff Norman: And so you had to bring that kind of knowledge in from the outside. And frankly, we've had people go off the rails here. You know, Dr. Deming in the teaching of statistics has identified analytic studies which is focused on looking at data over time and trying to understand that and simple methods and approaches and then what he calls enumerative statistics, which is use of T tests, F tests and all the rest of it, which assumes that under the IDD principle that data is independent and identically distributed. Well, if you have any special causes in the data set, it blows up both of those assumptions and the use of those methods doesn't offer any help in prediction. And as Dr. Deming often said, prediction is the problem. And then go back to Shewhart. And Shewhart said, things in nature are inherently stable, but man-made processes are inherently unstable. So when Dave and I first do a Shewhart chart for a client, we don't expect for it to be stable. We expect for to have special causes. And as Dr. Deming said and also Dr. Juran, that when you get a stable system, that in and of itself is an achievement, that means nobody's messing around with the system anymore.   0:18:43.0 Cliff Norman: And you see this in the simplest things, like in an office, somebody will walk in and they think that their body is the standard for what the internal temperature should be for that room. So then they walk up and they start tampering with the thermostat. And by the end of the day everybody's irritated because we've had so many bodies up there with their standard. Moving the funnel on us here, and just leaving it alone would probably all be better off. But you have to learn that. And I think that's what Dr. Deming was saying, is that that kind of knowledge is going to come from the outside. Now the good news is is that since he wrote that in 1986, we've got a lot of people out there and some of them are in organizations that do understand the Shewhart methods and can understand the difference between common and special cause variation. They do understand the difference between a new and analytic studies and statistics and they can be of help. So the Deming Institute has a room full of these people show up, but they're at their gatherings annually. So we're a lot further along than we were in 1986.   0:19:45.2 Andrew Stotz: Yeah. So let's go through that for just a second. Some considerations you've talked about. You know that it's a leadership change. Right. And you gotta ask yourself, are we ready to work on this? And you know, this is not a hands-off thing. The second thing you talked about is time and energy. Are we ready to make the space for this? We have to have regular meetings. You know, we've gotta really... There's some work involved here. And then the third part you've talked about is outside help. And you mentioned about this story of Joe Balthazar and how he asked you to do the same topic over and over for four years. And imagine if he was telling his team, let's meet and try to implement some of this stuff on our own. Everybody dig into a book and then let's try. It would be very difficult to make that kind of progress compared to bringing an outside person. Which also brings me to the last thing that you said, Cliff, which was the idea that Dr. Deming had mentioned, that you need an outside person to truly change something. Everybody's got the expertise on the inside.   0:20:44.5 Cliff Norman: I appreciate you summarizing that because my job and working with Joe and leadership team, I was meeting with him every month. But what the four years that Jane and I spent were the next levels of his leadership. You know, it wasn't the leadership team. And I'm glad you brought that up because it was the very next level that he wanted exposed to this and the VP of sales that came in, he was new, so he had to be part of this group because he wasn't there originally. And so there was that ongoing... He wanted that next generation that was going to take over for him and the others to really understand this. So I'm glad you summarized that for me to help.   0:21:30.5 Andrew Stotz: Yeah. And I think one of the starting points too, I mean, the body of work, not just this book, but the other books that you guys have been involved in and produced provide a lot of the starting points for this. So there's a lot there. Dave, where do we go after these considerations? And the people say, okay, yeah, leadership says, we want to make this change. We're ready to make some time for it. We're willing to get outside support and help. Where do we go next.   0:21:57.7 Dave Williams: Right. Well, one thing that we typically invite a leadership team to do is to take kind of a self assessment of where they sort of see their baseline in relation to the methods and activities of QOS. So in chapter one of the book, there's actually a table that is 10 different categories. And then each leader takes it independently and they rate their level of agreement with different definitions from 0 to 10. 0 being this really isn't present, and 10 is, I'm very, very far along on this journey that in the book that's out now, there's a summarized table, it's on a page. But actually in the QOS field guide that we're working on publishing this year, there's a much more detailed version that we use in practice that has deeper definitions, but basically it works its way through purpose and leadership and systems thinking and measurement and all the things that are tied into QOS and what... And as I mentioned, we have each individual member of the leadership team take it independently and then we bring those scores together to learn together.   0:23:32.5 Dave Williams: And there's different ways in which you can display it. In the book, we show an example of a leadership team's scatter plot where it shows the rating and then it also shows the standard deviation amongst that exists between the leadership team. It's very, very common for leaders to not be in agreement in terms of their score in each of the different areas. You know what I said, It's a 0 to 10 scale. Typically, in my experience using the tool, people tend to be between a 2 and a 6 and hovering around a 2 or a 4. But it sort of looks like a buckshot or shotgun blast where there's a very... If you were to put dots where everybody scores, where there's variation that exists. And that's good because it's useful for the team to pause and think about why they assess the organization the way that they did. Looking at it through this new lens, where are the places that there's agreement and also where are the places that there's variation? And that helps them to be able to think about the fact that through this process, they're likely to both improve their assessment of the organization, but also increase their agreement about where they are and what they need to do to move forward and what they need to do to improve.   0:25:05.2 Dave Williams: And so that's a useful starting point, gets everybody kind of on the same page, and it's something that we can use at intervals as one of the ways to continually come back and evaluate progress towards the destination of pursuing quality as an organizational strategy.   0:25:23.7 Andrew Stotz: Yeah, I mean, I imagine that self assessment, it helps you too when you work with companies to be able to really understand, okay, here are starting point with this company is really, they just really don't know much about all of this stuff, whereas you'll have some other clients that basically, wow, okay, there's a lot of knowledge here about it, but how's the implementation and all that? So are we ready to change? Are we prepared to devote the time and energy? Are we going to get outside help? And where are we now? What's our starting point that's great to help us understand exactly how you step through it. What comes next?   0:26:03.5 Cliff Norman: Well, in that very first milestone, in that table, is it table three, Dave? Anyway, the very first milestone is to establish formal improvement efforts. And the reason for that is that unless people experience what it takes to develop, test and implement changes in the organizations, they really can't appreciate the structure that comes with quality as an organizational strategy. Because it's very difficult for many organizations to launch three or four improvement efforts and then bring them to fruition. And there's all sorts of stuff that happens. And then you find out very quickly whether you have managers or leaders, and organizations they've brought me in, they say, let's do some leadership training. I said, no, let's just do some improvement and then we'll find out if we have leaders or not. And one group, I won't mention who it was, but they had five people on their leadership team and they had to replace two of them because they found out they couldn't actually manage an improvement effort. And then the CEO was wondering how they actually manage their organization, which they weren't either. And so it's a rather, it's an important test in the front.   0:27:22.2 Cliff Norman: But as Dr. Juran says, it's real important to develop the habit of improvement. And if you don't know what that is, if you've never experienced it, then it's hard to say to people, gee, I need a purpose that aligns my improvement efforts. I need to understand my system so I know where those improvements are going on. I need to build an information system, get information from customers outside, people inside. I need to put together a strategic plan that actually makes improvements on purpose. That's a lot of work. And once you understand how complicated it can get in terms of just doing three or four improvement efforts and then all of a sudden you got a portfolio of 30 to do your strategic plan. Now that needs some structure, that needs some guidance and all the rest of it. But I'll just go back one step further. My own journey. I was sent by Halliburton at Otis Engineering to go see Dr. Deming 1982 in February. And coming back, I had an audience with the president of our organization, Purvis Thrash. And I went on and on about Dr. Deming. He said, Cliff, you know what I'd like to have? I said, what's up, Mr. Thrash?   0:28:27.5 Cliff Norman: He says, if you'll take this 50 million dollar raw material problem and solve this for me, I'll be a happy man and I'll give you all the quality you want. But go take care of that problem for me first and then come back to me and talk about Deming and Juran and anything else you want to talk about. So I put together four or five people and over about three months we solved his 50 million dollar raw material problem. And then he had a meeting of all executives and I was sitting with the managers in the back row and he called me to the front and he says, Cliff, will you sign this card right here? And I says, well Mr. Thrash, what is this? He says, well, I'm giving you authority to sign $50,000 anytime you need it to get all the quality we can stand here at Otis Engineering. One of the vice presidents said, well, I don't have that authority. He said, you didn't save me $50 million. You know, but once that happens, Andrew, once you do that, then you've got people that are willing to help you. And then once that takes place, I can't tell you how important, it allowed me then to bring in Lloyd Provost to help me.   0:29:36.2 Cliff Norman: And they weren't about to pay out money. They didn't like consultants, in fact, they were anti-consultant. But you saved us $50 million. I gave you $50,000. And Lloyd doesn't make that much. So get him in here, do whatever you need to go do. And I just think it's so critical that we have that demonstration project that people understand at the leadership level what we're talking about when we talk about design and redesign of the system.   0:30:00.0 Andrew Stotz: Yeah. I mean, I appreciate in the book you're talking about this concept. I'm not going to call it quick wins, but the idea is we need to get results. You know, this isn't just about talking about stuff so that's one thing that as you just illustrated, that's one point. The second thing you mentioned, is this person a leader or a manager? You know, and I think for the listeners or viewers out there, they're probably... When they heard you say that, they're probably thinking. Okay, wait a minute. Are my team managers or leaders? How do I know? What would you say? What differentiates the two?   0:30:37.2 Cliff Norman: I was fortunate to hang around Dr. Maccabee, as Deming did, and I asked Dr. Maccabee that question. He said, Cliff it's actually pretty easy. He said leaders have followers, and if you have followers, you can be anywhere in the organization, be a leader, but if you don't have followers, you're not a leader. You might be a manager with authority. You're not a leader.   0:31:02.7 Andrew Stotz: Can I ask a little bit more on that? So I'm thinking about my own business, which is a coffee factory, and I have people that are running the business, but I also have people that are running departments like the roasting department. And that area when they're overseeing this and they're doing a very good job and they're keeping things up and all that. How do I understand in a sense you could say, are they followers? Well, not really. They're people working for them and they have a good time and so do I view that person as not necessarily a leader, but more of a manager, or how do I look at it in my own company?   0:31:35.5 Cliff Norman: It could be a manager, which is essential to the organization. And that's another big difference. You see, the leader can't delegate their relationship with the people who are followers. You can't do that any more than a teacher can dedicate her class to a substitute teacher. Anybody that's ever watched that knows that chaos is getting ready to break out here because that teacher has a relationship with those students. She knows them all in a big way. And when the substitute comes in is game time in most classrooms and so forth, the managers have skills and things that they're applying and they can actually delegate those. Like when I was a foreman, I could have somebody come in and take over my department and I say assign all my people tomorrow. And they could do that. Now, in terms of the people that I was leading that saw me as a leader in that department, they didn't have that relationship.   0:32:30.2 Cliff Norman: But management or skills and necessary things to make the organization run like you're talking about, the coffee is not going to get out the door unless I have people with subject matter knowledge and competent managers to make sure that the T's are getting crossed, the I's dotted and the rest of it. But the leadership of the organization that has followers, that's a whole different person. And I think it's important. That could be anywhere in the organization. Like I had at Halliburton, I had a VP of engineering. Everybody went to him, everybody. He had 110 patents. You know, he built that system. He built the whole organization. So the CEO did not have the followers that the VP of engineering had. And it was well earned. It's always earned, too.   0:33:16.7 Andrew Stotz: Yeah. Okay, that's great. Leaders have followers. Leaders cannot delegate their authority. They have a different relationship.   0:33:24.0 Cliff Norman: They can't delegate the relationship.   0:33:25.8 Andrew Stotz: The relationship. Okay.   0:33:27.4 Cliff Norman: Yeah. Very important.   0:33:34.3 Andrew Stotz: So now let's go back to what, where we were. So we were saying some of the considerations. Are we ready to change? Are we prepared to devote the time and energy? Are we ready to get outside help and where are we now? And that self assessment that you talked about helps us to understand what's our starting point. I always tell a joke with my students about this when I talk about. I'd say, imagine you go to London and you're going to go visit your friend and you call your friend up, you say, I've arrived and I'm calling from a phone booth and just tell me how to get there. And the friend says, well, where are you? And you say, I'm not really sure. Well, do you see anything around you? Yeah, well, there's lots of buildings, but I don't really, you know. Well, do you see any names of any streets? No, I don't really see anything. But just tell me how to get there. There's something missing. If we don't know where we are, it's very difficult to get to where we're going. So now we understand where we are. We got that scatter plot that you guys have that you've talked about. Dave, where do we go next?   0:34:26.6 Dave Williams: Well, so Cliff already mentioned one of the fundamentals. And sometimes I think this is something that people struggle with because they want to jump into something new. But one of the best starting points is to focus in on improvement. And there's a number of different reasons for that. So one is that I don't know about you all, but in my experience, if I ask people, like, hey, I want to create some improvement projects and get started on improvement, I always tell people, like, if you remember the old Stephen Covey exercise where he put the rocks and the stones and the sand into a jar and poured water. And like you would do it in different orders. And I'm fascinated that people will stare at the big rocks or the things that are right in front of them, or the things that are on their agenda, or the things that are part of their strategy. And then they'll look to the side and grab some rare event or some extra thing that isn't related to that, but they've always wanted to work on. And where we try to focus people's attention is one, what are you already working on? Can you look through your and ask around, what are the things that are currently in play, projects that exist? And sometimes we won't ask, what improvement projects do you have? Because if you do that, you get a short list.   0:35:51.4 Dave Williams: Those are the things that people defined as an improvement effort, or maybe use some kind of framing to decide it was an improvement project. It may be better to in the beginning of the book, in the first chapter, we talk about different ways that you improve. And there's designing and redesigning a process. There's designing and redesigning a service or a product. There's changing a whole system. And so it can be useful to say, well, what are we doing in these areas? And that may actually create a bigger list of the various things where people are working on something that's about change to the system that may lend itself to be better activated through firing it up as an improvement project. And then, of course, there's a good chance that any organization, especially if they've done some kind of strategic planning, have some strategic objectives or some strategic priorities which they've committed to or already said, these are the things we're going to work on. So kind of crowdsourcing or bringing those together helps us to potentially find the early portfolio of projects without having to look much further, without having to say, what else do you want to work on.   0:37:07.0 Dave Williams: And then if we've got that, if we've got that list, a second thing that we can do is invite people to use the three questions of the model for improvement and reflect on can you answer these three questions? Do you know what you're trying to accomplish? Do you know how a change will result in improvement? Do you know what changes you'll make? What's your theory about how you'll get to improvement? And so having a list of the things that are already present or existing may be one first step. Another second step in the firing up a portfolio of improvement projects is asking the three questions for the model for improvement. And then a third one, if it's an active project is we have a project progress scale that you might use that can help you gauge. So I've got a project where is it on its journey towards achieving its aim or getting results? Those three can help us to sort of get a sense of the work that is at hand and that has already been sort of started in some fashion that is already in progress and maybe to get a sense of the level of definition and the progress that exists.   0:38:22.3 Dave Williams: They may not be the right projects, but that's a good place to start before trying to create new ones. And I'll hand it to you, Andrew.   0:38:30.4 Andrew Stotz: I find that interesting. Both the story that you told Cliff about fix my raw material problem and then, Dave, what you're talking about is as you talk in the book, focus first on improvement. What are we already working on? What's an improvement project we've got? What's a problem we've got? Because a lot of times, let's say in the teachings of Dr. Deming, it's like, no, get your mind right, read this stuff, read this, figure this out, think about this, go to a seminar, talk to other people before you do anything. I feel like that is oftentimes where people get caught is they get caught up in, I need a year to think about this. And can you explain a little bit more about why once we've done our self assessment and we're ready to go, that you focus on improvement rather than the thinking process?   0:39:21.7 Dave Williams: Well, because we want to... Well, one, we know that in order to get results or to get a different result than what we want, we got to change the system that we got. Right. So in order to do that, we've got to do improvement. The other thing is that there's already energy that's being expended here.   0:39:41.4 Andrew Stotz: That's a good point.   0:39:42.7 Dave Williams: The risk that often I find people run into is that they then add other projects that are not strategic into that bucket and take up more energy. I'll tell you an example. I was working with the health system here in the States and we crowdsource just the things that they were calling improvement projects. The health system had 25 active teams that were just the ones that were called out as improvement projects. When we looked at those 25 teams, the vast majority of them were not actually... They had been meeting for months and doing things for quite some time, but they actually weren't doing any changes and, or they've been testing changes for quite some time. So, now just this exercise alone by only asking, what improvement projects do you have? You realize you've got 25 teams that have been resourced or are spending energy or going to meetings or focused on something. They may not be the strategic thing that matters, but that's irrelevant right now. We just know that we already have invested some interest here. The second thing is these folks have been on this journey for quite some time and are not making progress.   0:41:01.7 Dave Williams: So that tells me something about maybe the way that they framed it. Did they charter it well? Did they have the right people in the room or the right team? Did they have the right tools and methods to be able to break down the problem and then figure out what to test and learn? So there may be some difficulty...   0:41:19.4 Andrew Stotz: Or did they even just dissipate their efforts across 25 projects too? Right in their resources, yeah.   0:41:26.1 Dave Williams: Yeah. Or there are overlaps? So there's a number of different factors. There's actually a paper that was published by a health system in the United Kingdom, and it was really interesting. They spent a lot of attention on generating will through training and getting people in the classroom and teaching them about improvement methods. And they fired up all this energy. They had a massive explosion of the number of projects that were started or where somebody went into their software. They had a software platform. Anybody could go and start a project. Well, something like 50% of those projects never actually got to PDSA testing where they changed anything. And then there were a slew of them that were stuck in PDSA testing but never saw any movement in their process measures or their outcome measures. And only a small number actually progressed in achieving their aim. And I asked the Chief Quality Officer about this, and and he admittedly said that it was very exciting that we we're generating will and getting things going, but that alone was only getting them to maybe some early design and some thinking, but they weren't getting them to results.                                                                         0:42:34.8 Dave Williams: And I said, well, what about the ones that were getting results? And he said, well, those are actually ones where we've got an improvement advisor who's got some skills and ability and improvement. There are things that are resourced, there are things that were prioritized. And man, when we did all those things, they moved from planning and organizing and thinking to testing changes and moving in a direction of goodness and getting at least results in their process measures, if not their outcome measures. And so in my mind, I was like, I appreciate you're trying to build this sort of culture, but it felt like a lot of burnt energy at the front end with all these teams getting into training and firing up their software and more energy might have been strategic in copying what was getting to results. And I think that's part of what we're trying to get to, is helping people learn. You've got if you don't have a method to figure out strategic projects, let's look at the ones you got. How are they going? Where are people at? And how effective is the capability that you have within your system right now? And the leaders want to be part of that, and they can learn within that to go, oh, wow, this is our current state.   0:43:47.2 Dave Williams: And so maybe we're going to agree to continue on with these projects. Maybe we're going to sunset some of them, but we're going to learn together about how do we get better at getting better, and how do we learn how to move projects forward and not to have them take two years. Let's try to get them down to four or six months, whether that's through scope or execution. But let's get better at getting better. And then as we're building... Developing the early activities of QOS, we'll eventually get to a point where we'll also be able to identify more strategic projects that are going to move us towards our aim or towards our purpose better. And this will help us as we're trying to build the capability to get there.   0:44:32.7 Cliff Norman: You know, Andrew, early on, when Dave went down this path, he said that we got to make sure that somebody's working on improvement. They're actually making changes. And Jane and I were working with a group, and the CEO said they've been meeting a long time. Could you down there and see what they're doing? Because nothing's happening. And we started looking through their agendas and they had everything well documented, and it was all about getting ready to get ready. And then they'd assign the dessert. Who's going to bring the dessert to the next meeting. And Jane looked at him and says this reminds me of something, Cliff. I said, what's that? Can I share my screen?   0:45:10.9 Andrew Stotz: Yeah. Yep, go ahead.   0:45:13.7 Cliff Norman: I may send this to. You may know about it, but this is Dr. Deming's Diary of a Cat. And everyday...   0:45:20.6 Andrew Stotz: It hasn't come up yet. Hold on one second. Hopefully you've got permission now.   0:45:28.6 Cliff Norman: Let me go back and check here.   0:45:33.9 Andrew Stotz: Okay. It looks like it's coming up. One second.   0:45:38.4 Cliff Norman: It said every day is today. There's no theory days of the week. But today I got up some food in a bowl, it was great. Slept some too. Play with yarn, got some food in a bowl, had a good nap, slept, food, yarn, fun. Play with a shoelace. There's a big change right there. Went from yarn to a shoelace. Some people call that a job shop. And ate, slept, had a good day, slept, ate some food, yarn, so forth. So, and the team meeting looked just like that. But there's really no changes going on relative to improvement. So Dr. Deming would often share this into four days seminar to make sure that we weren't involved in the Diary of the Cat, but we were actually doing something useful in terms of making changes in the organization.   0:46:24.4 Andrew Stotz: That's a great one. And it helps us to understand that we could be busy all day long and not improve anything.   0:46:31.8 Cliff Norman: You know, or actually confuse that with improvement. In fact, we have an operational API that my team, we were embarrassed in our first, wait a second, our first improvement guide we wrote. And Dr. Adamir Pente, who's a professor at the university in Brazil, he sent us a note and he said, I know you guys and he said you're real big on operational definitions, but you've written this book on improvement and nowhere have you, you've defined what you mean by improvement. And then he put together a three part definition that there's a design and redesign system, there's system measures and the change is sustainable and lasting and so we put that definition in the second edition. But I was confronted at a university, I won't mention which one it was, but they had 30 Keystone projects for a advanced degree program for nursing and they were convinced they were doing improvement. And when I had them apply that definition, they came up out of the thirty. They only could find two projects out of the 30 where they were actually designing and redesigning the system, which, that's the first thing Dave said are we designing and redesigning and making real changes? And people think just showing up and going through motions and all the rest of it is improvement. No, it means...   0:48:07.8 Dave Williams: Looks like we've lost...   0:48:11.9 Andrew Stotz: We lost you at the last, the last statement you just made. People are going through all this stuff and thinking that they're improving, but they're...   0:48:22.8 Cliff Norman: Yeah, it's showing up and going through motions and you know, having the meetings and making sure we assign who's bringing dessert. But we're not really designing and changing the system. We're not getting measurable changes of improvement. In other words, we haven't tracked the data over time and we can't say that the changes that we've made are going to in fact be sustainable because we haven't known what we've done to the system to deserve a sustainable change.   0:48:51.4 Andrew Stotz: By the way, what a buzzword these days, sustainability, sustainable and all that. And you just think do people really think about how we're building something that's really lasting and sustainable?   0:49:04.8 Cliff Norman: Well, we have a checklist and actually Jane designed it for the first edition and it literally lays out what changes did you make, which processes did you change, what's going to change in the documentation, whose role statements have been changed in the organization because of this change. And once all that's answered on that checklist, which is in the book, then we can... But we're pretty certain that we've created the structure to make it easy for people to do the right thing and hard to do the wrong thing. But unless that structure's changed, probably not much going to happen.   0:49:40.8 Andrew Stotz: Just for the sake of time, because I think we want to wrap up in just a bit. But there's so many stuff, so much stuff that we've been through. But I know there's even more in this chapter, but how would you start to bring this together for the person who is a leader, himself or herself, and they're listening to this and they're thinking, okay, I'm ready to make a change and I'm prepared to devote the time and energy because I see the outcome and I'm open to help, whether that's through the book and other books, whether that's through a consultant, whatever that is. And I can even do a self assessment to some extent and know where our level is, which is very low. We don't know much about this type of stuff and that type of thing. We talked about the first focus on improvement. How do they pull this all together and start moving on it?   0:50:35.0 Dave Williams: There's three things that follow the self assessment. The first one is this focus on doing improvement work and setting up a portfolio of projects. And we just kind of talked about many of the different methods that go into that. And like I said, sometimes that when you say that out loud, leaders don't initially get excited by it because they think they have it. But actually it's a powerful opportunity for you to learn about what's currently going on in the organization and about where this opportunity is to reduce a lot of the noise and a lot of the friction that's getting in the way from you getting to results. The second thing that often happens in parallel is that the leaders need to build a learning system where they're going to be able to learn together both about these projects and what these projects are telling them about their organization, about their culture, about their people, and about their capacity to get results, but also that they can start to be learning about the science of improvement and profound knowledge and the activities of QOS that are going to be part of what they're going to work on developing over the course of the first year or two.   0:51:50.6 Dave Williams: And so that typically is, that's making that space and energy. It's a blend of book learning and application and practical. Trying and looking at things within the organization. It's a very applied approach, but it's an ongoing piece of their discovery. And I often argue that this is a real opportunity for leadership because they're going to be able to see their organization in a way that they haven't seen it before. And when we talk about profound knowledge, they're going to gain this profound understanding and expertise about what they're charged with and what they own and what they want to change in a way that they haven't been able to have it before. And so it's a hard work, but rewarding work. And then third is that typically where the, where we invite people to start is to focus in on the first activity, which is to develop or establish or develop their purpose. When this work was initially framed, not everybody was as... Not everybody had a mission, vision and value statement or a purpose statement that wasn't as common, but today people do. But the difference here, and you'll see this in the chapter on purpose, is that organizations that are pursuing quality as an organizational strategy are organizations that are systems that are built to constantly be trying to match a need that exists out in the world.   0:53:34.7 Dave Williams: And so often a learning for people is to step back and have to reflect on, well, what is the need in which we are creating these products and services to match? And if we're creating these things to match the need, how do we understand what's important, what are the quality characteristics that matter? And then how do we define what our mission is in that context? And being able to say, here's why we exist and the need that we're trying to serve, and in what way? And how do we set a vision for where we want to get into the future and what are the tenants or the practical values that exist in our organization, that we want to define how we work together in terms of building in that way. And so purpose is a big focus. It's that clarity of the need, the clarity of the quality characteristics that it takes to match that need. Understanding what are the products and services that we have. I know that sounds a little trivial, but you'd be stunned how hard it is, especially in service organizations, for people to actually describe what it is that they do, what are the actual services.   0:54:54.3 Dave Williams: They might have the name of the service or the class or the whatever, but to actually say this is what we deliver, and then really think about how do I use this as our organization's sort of North Star, our aim, so that everything else that follows is going to be about building a system that produces the results that we want and produces the services that match that need. So going forward, that's going to be very, very important in instructing the direction and instructing the way in which we're going to work as a community of professional people together.   0:55:30.8 Andrew Stotz: So after self assessment, we're talking about focusing on improvement. We're talking about building a learning system, and we're talking about revisiting or establishing or developing our purpose?   0:55:43.3 Cliff Norman: Yeah, I'll just add to what you just said there, Andrew. There's three basic things that have to happen when we start working. Number one is create the habit of improvement. Start improvement right away. Second thing, Dave just went through some detail on building a system of improvement. And Dave called that a learning system, which I thought was interesting because that's what Dr. Maccabee called it when he saw the five activities. Said, these are really methods for building a learning organization. And he said, I've never really seen them before, but this is what will come out of this, which is the essence of what you want. You want people continually learning, as Dr. Deming said, so they can continually improve. But the third thing that has to happen is we have to develop internal capability for them to carry this on, because we're not going to be around with them. We've never advertised. We don't advertise for clients, and we only get word of mouth. And we're only in there to do those three things, get them started on the habit of improvement, start building the system improvement so they can take it over.   0:56:43.4 Cliff Norman: And the third thing, start developing internal capability so they can continue it on into the future. So those three things basically take off on day one. And depending on the organization, I think this is critical. Dave, you asked this question the other day, if the context is such they've got things in front of them are so bad and so challenging that they just need to work on improvement. That's where we're going to be focused. But now if they can chew gum and walk at the same time, we're going to start building the system of improvement. And the first people I want on those initial teams, I want people on there who are going to be future improvement advisors. And more importantly, they perceive them as future leaders in the organization. I don't want a cadre of a whole bunch of improvement advisors. I want leaders in the future who actually understand the science of improvement, understand these methods, so when they go to the next department, the next organization, they can carry this on. So those three things start improving, start building a system of improvement. And the third thing, start developing internal capability. Those have got to take off almost simultaneously, depending on the situation, of course.   0:57:49.8 Andrew Stotz: Well, on that note, that's quite a discussion. I'm so happy that we can have this to go in a little bit deeper into the work that you guys have done. Again, the book is Quality As an Organizational Strategy. I got mine on Amazon and it sent it to me. But I wonder if you have any last words that you'd like to share about what we've talked about today in relation to getting started.   0:58:18.3 Cliff Norman: So, Dave, why don't you talk a little bit about. Because I think this is critical. We've just finished Andrew, the book that's going to be for the people who actually have to build this system. So Dave, just say a few things about that if you would, because you.   0:58:32.0 Dave Williams: About the field guide?   0:58:33.8 Cliff Norman: Yeah.   0:58:35.5 Dave Williams: Yeah. Well, so when this body of work was first created, there was the content of which you see in this book. And then there were also a lot of exercises and methods and applications and examples that existed as well. And it was a pretty thick binder. We have created two volumes. One, the book that you have, which is the description of the theory and the method and gives you some of the tools. And we're now in the process of pulling together what we call the QOS Field Guide, which is a guide that is supporting people that are going down this journey. It follows the same structure as the book, with the exception of the, the Getting started chapter that we had at the end is now at the beginning. And it walks through in great detail various ways in which you leaders and practitioners can approach getting started and building the capacity and then working through each of the activities. And it's equal in size, I mean, it's about the same thickness. But what we tried to do is to give people really pragmatic things to do.   1:00:01.1 Dave Williams: So there are exercises where people are simulating an idea or a concept or a particular piece. There are what we call QOS applications, which are where you're actually taking the theory or the method and applying it to your own organization. There are case studies and things that have been built that might allow you to practice. There's wonderful examples of just about everything from all, from people that we have worked with over the years across multiple different fields, from my background in emergency services and healthcare to education to manufacturing to elevator companies, all kinds of great stuff. And so that will be helpful as people are trying to think about pursuing this journey and working through that first phase of developing QOS and moving into using it. And we're in the stages of having it done to be available later this year.   1:01:08.6 Andrew Stotz: Exciting.   1:01:09.2 Cliff Norman: We've tried to make it useful, Andrew, that the people have to stay overnight with the management and actually get something done and build it without being run off. That everything is there for them to make sure that they make it successfully. That's the thing we kept in mind as we kept writing this second volume.   1:01:25.2 Andrew Stotz: Yeah, I mean, I would say my experience with your guys's writing is that it's applicable.   1:01:34.1 Dave Williams: Well, Andrew, one thing I was going to add on you mentioned a lot of different examples. There are a lot of books in which people tell you a theory, but they don't tell you how to do it. Or they tell you about their own experience, but they don't actually convey the theory. The Quality as an Organizational Strategy book is laying out the theory and the methods of this approach built on the foundations of the science of improvement and profound knowledge and the Deming philosophy. The QOS Field Guide adds to that by giving you the methods and the tools and the things. It doesn't mean that that by itself you can't just go through like it's some kind of self guided tour and all of a sudden magic happens. There's a lot of work and learning and things that have to go into going through that process. But between these two volumes, a leadership team has the tools and methods that put them in position to be able to make this journey.   1:02:41.4 Andrew Stotz: Right. Well, let's wrap it up there. On behalf of everyone, I appreciate Dave and Cliff. All that you're doing and you're sharing with us and taking the time to do that. So from everyone at the Deming Institute, I want to thank you again for joining this and bringing your discussion on these topics. And for listeners, remember to go to deming.org to continue your journey. And you can find this book, Quality as an Organizational Strategy at Amazon and other booksellers. Are there even booksellers these days? I don't even know. They're mainly online these days. So this is your host, Andrew Stotz, and I'm going to leave you with one of my favorite quotes from Dr. Deming, which is "people are entitled to joy in work."  

Are you struggling with burnout? Or perhaps you're seeking to enhance your coaching skills and deepen your understanding of yourself and your team.Join us for a powerful episode as we welcome Dr. Irma Campos, a distinguished Licensed Psychologist who owns two practices and a Leadership & Business Management Consultant.Dr. Campos brings a unique and invaluable perspective, bridging the gap between psychology and the workplace. In this episode, we delve into:Working through grief Her goal of providing equitable healthcareServing neurodivergent communities - ADHD, autism spectrum, learning disordersHow to open your own office and also how to offer testing Tips for finding the right therapist for you, and much more.With her extensive experience in executive functioning training, behavioral psychology, neuropsychological functioning, and culturally diverse leadership, she offers actionable insights for leaders at all levels.She obtained a Master's and Bachelor's magna cum laude and Ph.D. in Counseling Psychology from the University of Florida, developing experience integrating psychological research into practice with a social justice lens. Dr. Campos has native language competencies in English and Spanish, and she proudly identifies as Panamanian American. Dr. Campos often serves as an expert guest in Spanish-language and English-language media and within organizations.Click play to improve your day with your Mental Health BreakSupport the showHave a question for the host or guest? Want their freebee? Are you looking to become a guest or show partner? Email Danica at PodcastsByLanci@gmail.com.This show is brought to you by the Empathy Set and Coming Alive Podcast Production.CRISIS LINE: DIAL 988

COL. Lawrence Wilkerson: Is Hegseth Competent?See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

How can we truly deliver patient-centered care without understanding our patients' cultural backgrounds?In this episode of The PQI Podcast, Kafilat Salawu, DNP, FNP-C, AOCNP, BCPA, nurse practitioner, and Founder of FIDES Health Advocates, shares powerful insights on culturally competent care in oncology. Drawing from her personal journey and over 15 years of experience, she provides valuable insights on how healthcare professionals can bridge communication gaps and enhance care coordination, ultimately making a meaningful impact on the lives of patients from diverse backgrounds.Kafilat highlights the role of multidisciplinary teams, health literacy, and patient advocacy in delivering more inclusive care. She also discusses how addressing implicit bias and strengthening communication can lead to better treatment experiences and outcomes for diverse patient populations.Continuing Education (CE) InformationThis episode is accredited for 0.5 CE credit for pharmacists and pharmacy technicians.Learning Objectives:Define culturally competent care and its impact on oncologyRecognize barriers to equitable care and strategies to overcome themDiscuss the role of implicit bias in healthcare and approaches to mitigate its effectsExplore how multidisciplinary teams and patient advocacy improve treatment outcomesTo claim CE credit, use the access code: 3S D2H H and submit here. About the GuestDr. Kafilat Salawu, DNP, FNP-BC, is a board-certified family nurse practitioner and founder of FIDES Health Advocates, dedicated to improving health equity through patient advocacy and education. With over 15 years in hematology and oncology, she is a leading voice in culturally competent care, empowering patients and providers to create more inclusive treatment experiences. Disclosures:The following relevant financial relationships within the past 24 months have been identified and disclosed for the reviewers of this CE presentation:Dr. Kafilat Salawu, DNP, FNP-C, AOCNP, BCPA – Consultant for BeiGene, with honoraria received.No relevant financial relationships for the following reviewers:Ginger Blackmon, PharmDTahsin Imam, PharmDDaisy Doan, PharmD  

In this episode of the Carl Jackson Show, the host discusses various current events, including President Biden's use of AutoPen for executive orders, the inefficiencies within the federal government, and the implications of a court order that prohibits hiring the most competent individuals for federal positions. The conversation highlights the challenges faced by the government in terms of accountability and efficiency, as well as the potential for reform under the Trump administration. Facebook: https://www.facebook.com/carljacksonradio Twitter: https://twitter.com/carljacksonshow Parler: https://parler.com/carljacksonshow Instagram: https://www.instagram.com/thecarljacksonshow http://www.TheCarlJacksonShow.com NEW!!!! THE CARL JACKSON SHOW MERCH IS HERE. SUPPORT THE PODCAST GETTING A T-SHIRT NOW! https://carljacksonmerch.itemorder.com See omnystudio.com/listener for privacy information.

In this episode of the Carl Jackson Show, the host discusses various current events, including President Biden's use of AutoPen for executive orders, the inefficiencies within the federal government, and the implications of a court order that prohibits hiring the most competent individuals for federal positions. The conversation highlights the challenges faced by the government in terms of accountability and efficiency, as well as the potential for reform under the Trump administration. Facebook: https://www.facebook.com/carljacksonradio Twitter: https://twitter.com/carljacksonshow Parler: https://parler.com/carljacksonshow Instagram: https://www.instagram.com/thecarljacksonshow http://www.TheCarlJacksonShow.com NEW!!!! THE CARL JACKSON SHOW MERCH IS HERE. SUPPORT THE PODCAST GETTING A T-SHIRT NOW! https://carljacksonmerch.itemorder.com See omnystudio.com/listener for privacy information.

Carl Jackson guest hosts for Dennis... The federal government mandates that the most competent applicants not be hired. This madness has been going on since the Carter administration… Who wouldn’t want Elon Musk’s advice on how to run a more efficient government agency?... Thanks for listening to the Daily Dennis Prager Podcast. To hear the entire three hours of my radio show as a podcast, commercial-free every single day, become a member of Pragertopia. You’ll also get access to 15 years’ worth of archives, as well as daily show prep. Subscribe today at Pragertopia dot com.Keep up with the Trump Administration when you subscribe to The Trump Report. This email brings you daily highlights from the Oval Office, right to your inbox, 5 days a week. Subscribe today at http://salempodcastnetwork.com/trump. See omnystudio.com/listener for privacy information.

Stu Burguiere breaks down the latest in the devastating wildfires happening in Los Angeles right now and looks at the DEI-driven state policies that could have led directly to just such a disaster. Then, BlazeTV host Sara Gonzales joins to share her thoughts on the Texas race for House speaker. And Donald Trump continues to preview a very busy upcoming legislative slate to get the nation back on track. Learn more about your ad choices. Visit megaphone.fm/adchoices

Russ Vought, Trump's nominee to run the Office of Management and Budget—and a Project 2025 author—believes we are living in a post-constitutional America and that any check on Trump's power would be illegitimate. And what's really scary is that Vought knows how the government works. Meanwhile, jihadi technocrats effortlessly took over Syria's second-largest city because Assad's protectors—Russia and Iran—are a bit distracted. Plus, Ukraine prepares for Trump.  Michael Weiss and Georgetown's Thomas Zimmer join Tim Miller. show notes Zimmer's piece on Russ Vought Michael's piece on the fall of Aleppo Cathy Young's latest regarding Russia's war on Ukraine