Podcasts about continuous improvement

SummaryIn this SPOTLIGHT episode, Abhay shares a conversation with Abhijit Bansod, an award-winning designer, discusses his journey as a cultural designer, emphasizing the importance of storytelling, the influence of Indian culture on design, and the continuous evolution of a designer's mindset. He explores the complexities of defining Indian design, the balance between nostalgia and innovation, and the impact of design on identity and confidence in cultural narratives.Learn more about Abhijit's work here:Studio ABDTigoonaMUBHIIntroduction:We talk a lot these days about the soft power of India and the effect it has on a global stage. It seems more and more like that cultural power has had a profound impact on hearts, minds, memories, and markets throughout the world. I often have wondered about how this all has been designed, about the vision it takes to create the ideas, and about the execution required to bring tradition to life in a way that both feels new and has lasting impact.  Thankfully, to help guide us, I shared a conversation with Abhijit Bansod, a visionary  designer who has been orchestrating a beautiful harmony between so many elements of everyday Indian life with thoughtful, modern design. Growing up in Nagpur in India, he drew inspiration from daily sights and stories, eventually shaping his path through the National Institute of Design and a decade at Titan Industries, where he helped bring Indian storytelling into watchmaking. After launching Studio ABD in Bangalore, Abhijit committed to creating products that aren't just functional but tell rich, poetic stories—whether it's a lamp inspired by street culture or accessories that celebrate Indian craft or offering mobility solutions to local street entrepreneurs. His studio's philosophy is to blend humor, emotion, and local culture with innovation, making even the simplest objects reminders of Indian tradition and joy. With many honors and accolades, Abhijit is widely respected for work that connects deeply with users and he also serves as a decorated ambassador of contemporary Indian design. He believes that products aren't just consumable but that they're animated anecdotes to help connect everyone to a holistic design experience.  As we caught up to chat about everything from trends and nostalgia to thinking like a designer and optimism, I was curious to know how he, as a designer, approaches something as simple as how he first introduces himself to people?Shout out to Deepa Prahalad Abhyankar for the spark!

What You'll Learn:In this episode, host Andy Olrich, Shayne Daughenbaugh, and guest Nadia Golenkova discuss the importance of capability strategy in training programs. They emphasize the need for a strategic approach to learning, focusing on specific skills and measurable outcomes. Nadia highlights the pitfalls of reactionary training and the benefits of a long-term, embedded learning ecosystem.About the Guest:Nadia is a trusted executive partner with 18+ years of leading corporate people functions and teaching in top executive MBA programs. She helps organizations design impactful learning, capability, people, and OD strategies that drive measurable results. Known for guiding cultural transformations and developing leaders at all levels, Nadia is recognized nationally and internationally as an award-winning innovation champion. A certified coach, she brings creativity, curiosity, and accountability to every engagement, inspiring clarity and unlocking potential.Links:2025 Lean Solutions SummitClick Here For Nadia Golenkova's LinkedInClick Here For Clockwork Capability Website

What happens when you combine theater, legal expertise, and a passion for public service? Gene Burk, Connecticut's Director of Procurement Programs and Services, brings his unique background to transform how government procurement serves citizens.Burk's refreshingly simple method for measuring success—"Ask"—highlights his commitment to continuous improvement through stakeholder engagement. By organizing his team to proactively seek feedback and understand real-world needs, procurement becomes a strategic partner rather than a bureaucratic hurdle. This approach extends to supplier relationships too, recognizing that creating positive experiences for vendors ultimately benefits citizens through better contracts and service delivery.Subscribe to NASPO's Pulse podcast for more insights from innovative leaders who are reimagining public procurement as a strategic enabler of government services.Follow & subscribe to stay up-to-date on NASPO!naspo.org | Pulse Blog | LinkedIn | Youtube | Facebook

Welcome to the HB Global Employee Ownership Podcast Series. In 2025, we are placing particular focus on the mission and values of HB Global in an effort to level set for all employee owners what these mean and how each of us can exemplify them each day. These communications are intended for the employees of HB Global. We recognize that the general public will have access. The views expressed in these communications represent Bob Whalen in the context of HB Global and may not apply to broader audiences.If you have questions for Bob, we'd love to hear them and answer them in future podcasts. Feel free to submit them to eopodcast@hb-global.com.

Summary: In this episode of the Experience Revolution podcast, host Dave Murray speaks with Katie Osborne, co-owner and vice president of marketing for Alpenhaus. They discuss the evolution of Alpenhaus, a family-run business that has expanded from a ski shop to a retailer of various outdoor fun products. Katie shares insights on the importance of customer experience, the tools and processes they have implemented to enhance service, and how they engage employees in this mission. The conversation also touches on the significance of recognition and awards, the impact of the Customer Experience Executive Academy (CXEA), and the continuous improvement mindset that drives Alpenhaus forward. Katie offers valuable advice for newcomers to the customer experience field, emphasizing the need to start small and focus on pain points. Takeways: Alpenhaus has evolved from a ski shop to a diverse outdoor retailer. Customer experience is woven into the fabric of Alpenhaus. Tools and processes are essential for delivering great customer experiences. Engaging employees through videos and role-playing enhances service standards. Recognition of employees for service excellence is crucial. CXEA provided valuable insights and tools for success. Continuous improvement is necessary for maintaining high standards. Internal communication plays a key role in reinforcing customer experience. Anecdotes of exceptional customer service highlight the company's commitment. Starting with small, manageable changes can lead to significant improvements. Chapters: 00:00Introduction to Alpin Haus and Its Journey 02:41The Importance of Customer Experience 05:22Tools and Processes for Success 08:13Engaging Employees in Customer Experience 11:23Recognition and Awards for Service Excellence 14:05The Impact of CXEA on Alpenhaus 16:54Continuous Improvement in Customer Experience 19:30The Role of Internal Communication 22:25Anecdotes of Customer Service Success 25:08Future Plans for Customer Experience 28:02Advice for Newcomers to Customer Experience   Links Customer Experience Executive Academy: https://thedijuliusgroup.com/project/cx-executive-academy/ Interview Questions: https://thedijuliusgroup.com/resources/ The DiJulius Group Methdology: https://thedijuliusgroup.com/x-commandment-methodology/ Experience Revolution Membership:  https://thedijuliusgroup.com/membership/ Schedule a Complimentary Call with one of our advisors:  tdg.click/claudia Books:  https://thedijuliusgroup.com/shop/ Zappos call:  https://thedijuliusgroup.com/is-zappos-really-that-good-at-customer-service-manager-fired-for-responses-to-online-reviewers/ Blogs on Above and Beyond Culture: https://thedijuliusgroup.com/category/above-beyond-culture/ Contacts:  Lindsey@thedijuliusgroup.com , Claudia@thedijuliusgroup.com Subscribe We talk about topics like this each week; be sure to subscribe wherever you listen to podcasts so you don't miss an episode.

What does it take to build a $20M MSP without a traditional sales team? In this episode of Now That's IT: Stories of MSP Success, Chris Massey sits down with Simon Marcil, co-founder of S3 Technologies and creator of Propel Your MSP, to explore the power of retention, strategy, and AI-driven innovation.Simon shares how S3 grew by focusing on client value and strategic alignment, why tracking profitability per client matters, and how simple, continuous improvements can transform both service delivery and customer relationships. He also reveals how S3 integrates AI into daily operations—from ticket triage and escalation to bilingual communication and client-facing tools—and why MSPs that fail to embrace it risk being left behind.Whether you're an MSP leader looking to scale, refine your client engagement, or take your first steps with AI, Simon's story is packed with actionable insights and real-world lessons.Let us help you unlock your business's full potential.N-able Business Transformation is Expert led and Peer informed.These valuable executive programs are tailored to provide effective guidance and a faster path to a scalable and successful business.Book a Call with Chris Massey now to learn what Business Transformation can do for you! 'Now that's it: Stories of MSP Success,' dives into the journeys of some of the trailblazers in our industry to find out how they used their passion for technology to help turn Managed Services into the thriving sector it is today. Every episode is packed with the valuable insights, practical strategies, and inspiring anecdotes that lead our guests to the transformative moment when they knew….. Now, that's it.This podcast provides educational information about issues that may be relevant to information technology service providers. Nothing in the podcast should be construed as any recommendation or endorsement by N-able, or as legal or any other advice. The views expressed by guests are their own and their appearance on the podcast does not imply an endorsement of them or any entity they represent. Views and opinions expressed by N-able employees are those of the employees and do not necessarily reflect the view of N-able or its officers and directors. The podcast may also contain forward-looking statements regarding future product plans, functionality, or development efforts that should not be interpreted as a commitment from N-able related to any deliverables or timeframe. All content is based on information available at the time of recording, and N-able has no obligation to update any forward-looking statements.

Sales legend and trainer Steve Gielda—co-founder of Ignite Selling—joins Samuel to break down what truly drives performance in medical device, pharma, biotech, and diagnostics. Steve traces his path from selling 3M copiers out of a van to leading life-sciences consulting with Neil Rackham (of SPIN Selling) and building Ignite's simulation-based, gamified training that accelerates pipelines and product launches. We get tactical fast: how today's top reps think strategically, map real stakeholders (beyond the “friendly” contacts), and use smarter questions that challenge clinical and business assumptions—not just needs. Steve explains when SPIN still shines, where Challenger-style questions raise the bar, and why role-playing strategy is as critical as role-playing the call. For frontline managers, Steve lays out the playbook: coach early in the pipeline, ask more than you tell, know when to sell vs. when to coach, and—yes—let your reps fail on safe calls so they learn to win without you. We dive into work ethic vs. knowledge, turning average reps into top performers, and the signals that a high producer is (or isn't) ready for leadership. If you want practical frameworks to sharpen your questioning, focus your account strategy, and elevate your team's coaching culture, this episode delivers candid insights you can apply on your very next call. Connect with Steve: LinkedIn Connect with Me: LinkedIn Love the show? Subscribe, rate, review, and share! Here's How » Want to connect with past guests and access exclusive Q&As? Join our EYS Skool Community today!

What You'll Learn:In this episode, host Andy Olrich and guest Colleen Soppelsa discuss the importance of group intelligence in practical problem-solving. Colleen also highlights the significance of integrating behavioral mapping with technical problem-solving frameworks like A3 and DMAIC to achieve sustainable improvements. The discussion underscores the critical role of behavioral alignment in driving organizational success.About the Guest:Colleen Soppelsa began her career abroad, working in educational services in Japan and in consumer luxury goods in Italy, where she met her husband. Her journey in lean continuous improvement started in Purchasing at Toyota Engineering and Manufacturing North America in Erlanger, KY, supporting electronics assemblies and steel structures. In 2011, she transitioned into the Aerospace and Defense industry, holding performance improvement roles at GE Aerospace and L3Harris Technologies.Over the course of her career, Colleen has facilitated teams in project management, kaizen, and strategy deployment. These experiences deepened her focus on organizational behavior and the transformative impact of trust, teamwork, and creativity in advanced engineering environments.Links:2025 Lean Solutions SummitClick Here For Colleen's LinkedInClick Here To Access Colleen's Website

People matter more than position, and leadership starts with taking care of others. Doing that right means a million acts. SUMMARY Those are lessons Lt. Col. Steven “Meathead” Mount '08 shares with listeners in the Season 4 premier of Long Blue Leadership. For Col. Mount, becoming a pilot was a major milestone, but becoming a husband and father had the biggest impact. Don't wait, listen today and become a better leader tomorrow.   SHARE THIS PODCAST FACEBOOK  |  LINKEDIN   COL. MOUNT'S TOP LEADERSHIP TAKEAWAYS Adoption shaped my understanding of support and love. Leadership is about lifting others to achieve their best. Mentorship plays a crucial role in personal and professional growth. Balancing family and career is a continuous challenge. It's important to have tough conversations as a leader. Resilience is key to overcoming setbacks in life and career. Listening more than talking is essential for effective leadership. Recognizing the importance of support systems can enhance leadership effectiveness. Leadership is defined by consistent, everyday actions. The military community thrives on teamwork and mutual support.   CHAPTERS 00:00 Introduction to Leadership Lessons 06:43 The Impact of Adoption on Leadership 14:53 Navigating Challenges at the Academy 22:49 Career Path and Opportunities in Aviation 33:31 Balancing Family and Military Career 44:18 Continuous Improvement as a Leader     ABOUT COL. MOUNT BIO Lt. Col. Steven “Meathead” Mount is a decorated officer in the United States Air Force with a career marked by leadership, operational excellence, and a deep commitment to mentoring the next generation. A command pilot with thousands of flight hours, he has served in a variety of demanding roles across multiple aircraft and theaters, bringing a wealth of experience in both combat and peacetime operations. Beyond the cockpit, Lt. Col. Mount is widely recognized for his ability to lead diverse teams through complex challenges, foster innovation, and develop leaders at every level. His career reflects not only technical expertise but also a people-first leadership philosophy that emphasizes accountability, resilience, and service. Known by his call sign “Meathead,” he brings both humility and humor to the serious business of leading Airmen. His story is one of dedication to mission and country, but also of shaping culture, inspiring others, and leaving a lasting impact on the Air Force community.   CONNECT WITH THE LONG BLUE LEADERSHIP PODCAST NETWORK TEAM Send your feedback or nominate a guest: socialmedia@usafa.org Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org    Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org      ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     TRANSCRIPT SPEAKERS Guest, Lt. Col. Steven Mount '08  |  Host, Lt. Col. Naviere Walkewicz '99   Naviere Walkewicz Welcome to the first episode of Season 4 of Long Blue Leadership, the podcast where we share insights on leadership through the lives and experiences of Air Force Academy graduates. I'm Naviere Walkewicz, Class of '99. We're kicking off this season with a story that shows how our earliest experiences can shape the kind of leaders we become. Lt. Col. Steve Mount, Class of 2008, call sign “Meathead,” didn't fully realize that truth until later in life. Adopted as an infant, he came to understand that love and support aren't guaranteed. They're gifts. Over his 17-year career, Col. Mount has flown missions across a wide range of aircraft, from the C-130 to special operations to the U-2. And today, he's in command. But through every stage, one belief has stayed with him: People succeed not only through their own efforts, but because someone believed in them. In this conversation, we'll talk about how those early lessons have shaped criminal mom's approach to leading airmen, mentoring the next generation of pilots, balancing mission and family and building teams that are rooted in trust. His story is a powerful reminder that leadership isn't about the me game, it's about lifting others so they can achieve their best. So what better way to start our new season? Col. Mount, welcome to Long Blue Leadership. Lt. Col. Steven Mount Thank you so much, ma'am for having me. I really do appreciate this opportunity to at least try to share some of my stories, experiences and honestly, if anything touches base with those who listen in and resonates, that's why I'm glad to be here. Naviere Walkewicz Well, let's start right with a way for them to connect with you. You mentioned your call sign is Meathead. Let's start there. Lt. Col. Steven Mount OK, I'll do my best to tell the story as quickly as I can. And the fun thing about being a pilot — but also I think this plays true in any type of storytelling environment — is, you know, only 10% of the story has to be true when it comes to your call signs. So to start… Oh my gosh— I know there's some friends out there who are going to laugh at this, especially of mine. Going through pilot training… The last part of the pilot training, when I was in the T-1s, when you get to that last part, you know, after you've gone through all the ups and downs, you kind of celebrate a little bit more. And that's what I've done. I had gone out with a couple of my rugby brothers that I played with at the Academy, and we'd gone out to just a country, a little country dance hall, and, you know, we're just enjoying and celebrating. And one of my rugby brothers introduced me to one of his friends through his wife, and this individual, who I didn't know much about at the time, had said— I said, “Yeah, I'm starting T-1s here and all that good stuff. And I immediately, immediately — especially in the celebratory mood I was in — thought, “Oh, this is another awesome student that's coming through. Like, hey, let me start giving you the tidbits. Let me start laying out what to expect.” And that's how I treated this individual for the rest of that evening. You know, we're dancing and having fun and just talking it up. And it was a good evening. It was really good evening. Come Monday morning, I get the word I'm flying with this new instructor in the T- 1s. And I had no idea who this individual was. I did not recognize the name at all. And I asked our flight schedule, like, “Who's this?” Is like, “Oh, it's a new person coming in. I think you're one of his first flights back in the T-1s training wise.” And I was like, “Well, OK, I'm ready to go.” And I sit down, and then this instructor sits down right across from me, and it's a major and sure enough, it's this, the person I thought was a student at the Texas dance, the country dance hall that we were at.   Naviere Walkewicz Oh boy!   Lt. Col. Steven Mount He looks me up and down. Oh, it was one of those moments of shock, of like, “What do I… Where do I go from here?” And he looks me up and down, he goes, and he laughs, and he goes, “Man, you are just such a meathead.” And so that's where it started. And call signs and nicknames— sometimes, some people like, wanna try change it throughout their careers and try to like, “No, that's not who I am. I don't want that to define me.” So as I'm leaving pilot training at Laughlin Air Force Base, Del Rio, I'm heading towards my first assignment in Tucson, Arizona for the EC-130 and I'm like, “OK, here we go. I'm gonna start fresh. I'm not that meathead that went through the Academy playing rugby. I'm not that meathead in pilot training to I just like to have fun. Just like to have fun. I do my own thing, and I'm gonna start fresh.” And I get out, and one of the very first meetings I had in the new squadron was with the DO, Lt. Col. Reimer. He sits down with me, and he says, “Come on in, because I'm in blues. He goes, come on in. Sit down. And then he's just quiet. I'm like, this is interesting. He looks me up and down and goes, “Yeah, you definitely look like a meathead.” And I'm like, “Whoa.” So sure enough, the major that I flew with was really good friends and had flown with this squadron, told this DO about me, and the DO got through his spiel, introduced me to my first flight commander before I deployed in Afghanistan, and goes, “Hey, this is Meathead. Take care of him. He's a good one.” I was like, “No, no, everyone, please, let's stop.” And then throughout the years, things kept happening that just reinforced the call sign, Meathead. I got into U-2s, me and a buddy, also pilots. We popped both tires on a T-38 at Long Beach Airport, and we closed down the airport for about five hours. It was on the local news. Not happy about that. And then there were multiple times where I tried to, like, get rid of the Meathead persona, the callsign, but I think it was finally solidified on a CNN interview on one of my U-2 deployments, where the lady interviewing us goes, “OK, we can't use your real name. So what name should we use? And before I could even say anything, one of my buddies just pops up and goes, “ It's Meathead.CNN lady, use Meathead.” And I was like, “OK.” And then international news in that interview, I am Capt. Meathead. And I never got away from the call sign, Meathead.   Naviere Walkewicz We are gonna find that clip of Capt. Meathead.   Lt. Col. Steven Mount It is out there, just U-2… I think the article under CNN: “U-2 spy plane carries out the mission against terrorist organizations.” You know, not that I didn't remember what it was called.   Naviere Walkewicz Well, I would say you heard it here first, but you didn't. You heard it maybe, if you heard it in the U-2 world or what have you. But we're gonna find it again. And so we're gonna resurrect here first, but we're so glad you're here. Yes, yes, this is awesome. And you know, I think one of the things I really enjoyed in our early conversation, and what we're gonna share today is how you kind of look back and you are very grateful and thankful for the upbringing you have. And so let's kind of go back to the fact, you know, not a lot of our guests share kind of their background, and the fact that you share that you were adopted. What did that kind of, what role did that play in your life? And, you know, was it insignificant? Or, you know, what did you glean from that? Lt. Col. Steven Mount Yeah, I really appreciate that question. And honestly, I really appreciate you giving the opportunity to kind of share that. It has played a huge role in my life. Adopted 11 months. And what it did for me is set the foundation of the family. It may not necessarily be one you have, it's the one who who's there for you, who supports you, who loves you. And then, honestly, the other part about being adopted, which I kind of— there were struggles, like, it wasn't perfect, but there were struggles in my mind where I wanted to show that those who adopted me, I wanted to show them that I could be more and thank them, you know, on a daily basis, for everything they had done for me, supporting me. So that drove me, that motivated me to get into the Academy, or even— back up, even like, do well in high school, get into the Academy, become a pilot. All of that was the basis of— I want to show that in a weird way, I want to show that your investment was worth it. You know, you found me, you gave me the love and support. So I'm going to give back to you by showing you what you were able to, you know, give a second chance, small, little child. And then the— but the other side of that, and I don't know how many of those who are adopted, who feel like this sometimes. Can't be the only one, but I can at least convey it here. There's a sense of, you know, “Why? Why was I adopted?” You know, what really happened in the sense that those who biologically brought me into this world, was I not worthy enough? Was I just a bad situation. And so there's that part I keep motivational wise to be like, “Well, I'm going to show them what they're missing out on.” And I know that's more of the negative kind of side of the whole internal conflict of being adopted. But I would be lying if I didn't say that that was part of the drive that kept me going throughout those years.   Naviere Walkewicz Something that came to my mind when you were saying that was, you know— when did you find out? And how old were you to kind of start having those, those thoughts and questions, you know, not only why, but how do I show that I am worthy?   Lt. Col. Steven Mount Yes, so my mother and father did an amazing job of, I remember, I can't remember the name of this particular book, but there was a book that she had given me that she read to me, and that, throughout the years, as I she utilized, helped me start reading and whatnot. And the basis of the book was, you know, cartoon with a little bit of words, is, “You were not purchased, you know, you were not bought at a store. You know you were, you were brought in and chosen and to be a part of a family.” So she, she wanted to have this idea that I always knew, that was adopted. She never wanted to surprise me, or she never wanted to be like, one day, like, “Hey, just so you know…” She did an awesome job of leading into that, Hey, you were adopted. But don't look at it as this, ‘We went to the store and we picked out the one we liked.' It's more of a, ‘We wanted you in our family.' And that's where it started.” It started, “We wanted a bigger family.” Whether they were, at the time, not able to grow or have themselves, they decided that, “We still want to grow a family. So let's look through adoption as a means.” So she had that book, I remember that book, and then the other book, which I still love to this day, and I got a copy for my kids, I Love You Forever, and how she would read that book to me every single night with the words, “…and I love you forever, like you for always. As long as you're living, my baby, you'll be.” That showed me that it didn't matter where I came from. This was my mom, you know, this was my family. So she did a really good job laying that foundation for me, for who I've become to be.   Naviere Walkewicz So would you put your parents in that bucket of inspirational leaders for you that have shaped you? And are there others?   Lt. Col. Steven Mount One-hundred percent. Like I said, the foundational piece of being that inspirational leader, to me in the sense of working on it all the time, right? It's not simple but accepting people for who they are. Where they're at in life. Accept them for their faults, accept them for the things that they don't like about themselves, but just accepting them and giving them the support, giving them the love that they need to show them, that they can do anything, I like to think for the most part, I'm an example of that because of what my parents did for me.   Naviere Walkewicz So, as a young boy, and you talked a little bit about this, you wanted to prove to them. So Was that something you feel over time, you continue to develop this desire to show your worth? And where have you seen that show up I guess even throughout your going— maybe even at the Academy, how has that kind of formed you as a leader individually?   Lt. Col. Steven Mount Yes, yes. So the showing the worth, the showing the value, or paying it back and showing my parents, once again, I use the word “investment” like it was good— I was good investment. Like I was a good return on investment. But it's helped when I've gone through those struggles, when I've gone— because the first time I put in for the Academy and… back up just a little bit. My dad likes to tell a story that I even told my fifth-grade teacher that she was, you know, “What do you want to do?” I was like, “I'm gonna be a pilot.” I said nothing else. Like, I want to be pilot. I want to fly. And then I had had an awesome mentor whose son, at the time, was going through the process of the Academy, sophomore year in high school, and she helped me with that. Good ol' Mrs. Williams, amazing. When I first initially applied for the Academy, I did not get it. I got a “Sorry, you are not competitive at this time.” Here starts some of those moments in your life to where, like, “OK. How can I bounce back? Do I accept the rejection, or do I find another means?” And even when that happened, that first time, my parents, they were like, “It's OK, it's OK. You don't need to…” They were always like, “You don't need to prove anything else. We love you, regardless.” I was like, “No, I need to prove this.” So I found other means, and I was, I will say, blessed in the sense that at that time, my running back coach for the high school reached out to the Academy. This happened early my senior year, and reached out and was like, “Hey, we have, I have someone who I think might do well for your program.” And then, sure enough, I got invited to come out for a football recruiting visit and I sat down with Fisher Deberry, and he just goes, “Would you like to play for this program?” And once again, I was like, “Wait a minute. No, no. I already got rejected. You know, I already gotten the…” But obviously I was going through my head, but all I said was, “Yes, sir, I would love to play for this program. I'd love to go the Academy.” And he made it happen. And I got recruited, and I got the invite to come out, to go the United States Air Force Academy. Wow. And once again, that only happened because my parents, they said, “Hey, we don't care what happens. We love you. Support you. You make the decision and we're here behind you.” And then I had a coach who was like, “I got you. I've seen what you do. I support this.” And went out on a limb for me. And then, in a sense, I guess Fisher DeBerry was also like, “I'm taking this football recruit, I hope he makes it through the Academy. So the love and support is, was there throughout.   Naviere Walkewicz What a path, I mean, that is quite unique. And, yeah, that's something to just kind of sit in a little bit, right? You know, the path of to your point, it just comes from support. And obviously you have to do the things to make sure that when the opportunity presents itself, you're ready to take that step, but what an incredible story of those who have supported you. Let's talk about a little bit before we kind of get into I think, what I think is the next real moment in your life — when you talk about becoming a father in your family. But while you're at the Academy, I'm just curious what more you learned about yourself as a leader, because you no longer had to prove to your parents that you were worthy of their investment, right? Like this is investment, right? Like this is a new season of your life. What did that look like for you as a leader?   Lt. Col. Steven Mount The challenges and the experiences I had the Academy — and I know I talked about this in one of my interviews previously with the foundation — was that I had to I went through my sophomore year and the rigors of academics, of the military side, of sports. It was taking this toll. I will say this many times. I'll continue to say I'm not the smartest crayon in the shed.   Naviere Walkewicz Wait, did you say crayon in the shed?   Lt. Col. Steven Mount I did. A little mixture of the sharpest tool in the box, exactly. I love it! I'm glad someone caught it. That's perfect! But yes, hard work was probably the foundation of what the Academy taught me was you persevere by hard work. You do the day in; you do the day out. You get after it. Because I was not getting after it after sophomore year. My GPA was not the best, and I had to approach my sophomore year, which very fortunate, because I had done my best to put in the time with the football program. But obviously I was losing ground in the academic side and that came back to almost biting, in the sense that I could have failed out. So I had had one of those— Once again, my father being an amazing mentor himself, whether he knows it or not. And I talked to him, and I said, “Dad, I think I have to quit football. I don't think I can continue with this, the rigors of all of this with the Academy.” And he goes, “Well, what was your dream?” I was like, “My dream was to fly.” He goes, “Well, did you go there to play football? Or did you go there to fly?” And that was an easy answer. But then I was thinking about all those coaches and mentors and those who helped me get to where I was, and I never really quit at something, and that's what it felt like. It really felt like I was quitting. I was quitting my teammates. I was quitting my coaches. And that weighs heavy on your soul, for all those out there who just are struggling, like, “Should I continue?” But my dad was right. My priorities weren't to become a football player, because I wasn't gonna be. I wasn't going to be. I wasn't going to become, you know, some — who can I name drop? — Chad Hall, you know, going to the NFL, doing amazing things. I wasn't going to be out there starting on, maybe third if they still have fourth string… maybe fourth string. So my dad helped me with those priorities by, once again, just being supportive. He never said one way or the other. He said, “What do you want to do?” And so I had that hard conversation with him, and went down to the Field House, and I said, “I apologize. I have to quit so I can concentrate on what I want to do for my dreams.” And once we had that was hard, that was very difficult. So that was one of the challenges at the Academy presented, and how I bounced back from that was you always go two ways. You always go into the woe is me and you know, just kind of beat yourself up and just hold on to that, that pride and ego being shattered. Or you can find a community, a support group, that will be there with you. And I found that almost immediately with my rugby brothers. They're just like me. They're like, “Hey, we just like to hang out at our own little table at Mitchell Hall. We like to just come out, play the sport, do what you love to do, athletic wise, and you'll have some more free time, obviously, for academics.” Not that I'd utilize that correctly still, but that's what it took to get me through those next couple years, that and my amazing roommates. I think all of us Academy grads and those who are going through right now, a support of a good roommate is huge. I that, uh, I appreciate the question, because now it's just dawning on me how much I just really appreciate my roommates at the Academy for their support as well. Very similar to my parents, it's like, “Hey, I don't care what you do, but I'm here to support you, love you regardless.” So I got a lot of that the Academy, and that's what helped get me through.   Naviere Walkewicz That's amazing. I think there's a couple of things I want to dig into a little bit. The first one is, you know, I think deciding to have that tough conversation where, one, you felt like you're already prideful, and you're having to, I'm putting in air quotes, “quit.” Can you talk about how you approached that, other than, I know you went and did it. But I think sometimes one of the most challenging things we can do as leaders is have a tough conversation when it involves us either stepping back or taking a step down from what seems to be the trajectory of what's next. And so I'm just— if you could just share a little bit more about that, I think that would be helpful.   Lt. Col. Steven Mount So, and I just want to clarify: As leaders, we have to recognize and we have to have the courage to have the tough conversations, because that wouldn't be the first time that I'd have to make a decision in that regard, or have the tough conversations to where it was gonna affect me personally or those around me. You deal with it understanding, one, give yourself a little bit of grace. Give yourself a little bit of grace in the sense that whatever tough decision you have to make, you're not alone. And I imagine you might not always be the first person who had either to make that decision or was going through something like that. I was not the only one going through something at that time like that. I didn't know that. And so I've had other conversations where others were like, “Yeah, I also, you know how to make that type of call to not play anymore or give up something, because my priority was this...” You know, what was driving me to succeed was something else, and that followed me well throughout my career, because I've had many, many tough conversations. I've had the tough talk as a leader. I've had to tell someone that, “I'm sorry, your dreams to become a pilot…” It's not going to happen because of their performance. I've had conversations on how to get through those tough moments and said how to get on the other side. And I know it's like a broken record, but it just comes through with the support of being there for that individual or being there to guide them to the next step. And I had that. I had that when I made that tough decision. I had someone want to give myself grace. Two, I realized I was not alone. And three, I had the support to get from this side of that tough decision bridge to the other side. And because that support was there, I learned that, and I learned to pass that on from all my leadership opportunities, to be like, “Let me be the one who guides you over this bridge. It's not gonna be fun. There's gonna be parts are gonna hurt. It's gonna be painful. But I will be next to you to get to the other side, to where we can get back to a good place. We get back to what really matters and get back to succeed in maybe another sense.” So the tough convos as leaders, you have to have those tough convos. Do not shy away from them. They're gonna happen, whether you like it or not.   Naviere Walkewicz I'm really glad you shared it that way, because I think it created a pathway to how to approach it, to your point. You know, it they're not comfortable, they're not designed to be that way. But if you start it with, you know, being that support in mind, and how to get someone, even if you're giving the worst news, the worst news where, “This was your dream, you're not gonna be able to do it because of this. And here's now where we're at, and how can I help you succeed through that?” I think that's what a wonderful lesson you just shared. And so I want to dive now into your career, because you had a really broad career, one that's not a traditional path, and I want to understand why it looked that way. So C-130, EC-130, Special Ops, you— talk a little bit about how you navigated that and what was the driving reasons behind that navigation?   Lt. Col. Steven Mount Yes, ma'am. So something you said earlier, which I really liked, I really love to try to convey to those around me, and actually, I've gone through some of these conversations over the last month and a half with younger instructor pilots. Luck is just the crossroad of opportunity and being prepared, and I'm pretty sure someone super smarter than me said that. I barely remembered. But the opportunities that present themselves to me for what I wanted to do, for my goals in the Air Force. So thankfully, even getting through pilot training, that was, in itself, amazing, transformational. Getting those wings, right? Getting those wings because pilot training, just like my Academy career, I had some ups and downs and some challenges but was able to get through because the sense of me becoming a pilot was first and foremost to fly. I want to be up there in the sky. I want to rush past the clouds. I want to touch the highest point I can. I want to be a pilot's pilot. And then right behind that was I want to accomplish the mission for whatever platform or whatever weapon system I'm given, aircraft wise. So those are my two biggest priorities. And that helped me understand that I had some failures of pilot training when I got to my first assignment, EC-130s. But that was perfect for me. That was— I never knew that. I never knew that in pilot training, that the EC-130 would fulfill me in that sense of my sense of purpose as much as it did. And I'm and getting out there, like said, four or five deployments to Afghanistan, as well as multiple TDYs. I was doing the mission, and I was happy, because I was— that's exactly what I wanted to do. That's exactly what young Meathead Mount was built for. But there were parts of me that still wanted to do more. Like, I felt like I could do more. I could be— I could help out more. I could— it's just itching, or not itching, but just burning in the back. It's like, “Hey, you are built for so much more. You can do more. Let's look for those opportunities.” So, funny enough, the first opportunity I had at that time, or I thought I had, was I reached out to— it's no longer around — but the 6th Special Operations Squadron at Duke Field. It was a combat aviation advisory mission. These individuals got to travel the world. I got to learn languages. Literally, they were sent to school to learn languages, to embed with other nations, to build those relationships, to be on the ground but still flying multiple different aircraft. I was like, “That's awesome. That sounds like me. That sounds like something I can do, and I can bring value to the table, and all the above.” So I put in my application; it was immediately rejected. In their eyes, I did not have the experience yet. I did not have what they were looking for, understandable. So here I am in another situation to where, like, “OK, well, what do I— is there any other means or ways that I can continue to fulfill my purpose as a pilot and get after the mission? Because that's what I really wanted to do, get after mission, whatever that looks like. I thought the sticks was an opportunity. They had said no to me, that's fine. And then I had an amazing friend reach out. He goes, “Hey, I heard you're getting a little long winded out there at EC-130s. You should put an application in for the U-2.” And I was like, “What are you talking about? I have no jet experience, other than the T-1. I don't have that background to be that type of caliber pilot.” He goes, “Nope, nope. They're looking for good guys and girls. They're looking for those who are motivated to do the mission. And if you could fly, you can fly, if you can't, well, you know, they'll figure that out, and they'll send you home.” And I was like, “OK.” And so I submitted for the U-2, put my application in, they call me out, and it's a two-week interview. The first week they have you in service dress, and you meet all the leadership, and you meet all the other pilots, and just have conversations. That's all, they just wanna get to know you. You know, “What's your true motivation for being here?” And I explained it, just like I've explained to you: “I wanna fly. I wanna do the mission. I wanna be a pilot's pilot. I wanna do all the cool stuff.” And they go, “OK.” Well, week two, they put you in U-2, a two-seater. They have two-seater trainers. They put you in a U-2. They give you all the weekend prior to study, and they say, “Cool, let's see what you got.” And they have an instructor, he instructs, he does his best to give you tidbits on how to safely land the U-2. And you have three days. You have two training flights and then a sort of assessment evaluation flight on that third day, and oh my gosh, did I ever humble myself as a pilot when I realized how horrible I truly was. I felt like I could not land the U-2 safely. I felt like I was messing everything up. I felt like— as soon as we got done with that third day of flying, and we got back into the squadron, and I remember the IP just being like, and then, you know, walks away because they have to talk to the squadron commanders. They have to go talk to the other leadership there. And once again, I find myself like, “OK, I 100% failed. I mean, I gave it my best. I gave it everything I had. But, you know, here I am gonna fall short again.” And they do this. And I realized this afterwards, that they do this, they do that like wait game, you know, they keep you in suspense for a reason. And I waited, it felt like hours and hours and hours. I imagine it probably might only be like hour, hour and a half. And a squadron commander called me in. He goes, “Yeah, the IP definitely didn't like some of this, some of these, these type of landings, some of this airmanship you're showing. I didn't really like this. But overall, he says you're a nice enough guy, so do you want the job?” And I was like, “Whoa.” And it blew my mind. And that was awesome. That was awesome because once again, leading up to that moment, it was the support of my friend who reached out. It was the support of my wife being like, “Yeah, I think you can do this.” And I had even called, my parents were like, “I had this opportunity to fly this really unique aircraft. It's going to be challenging. What do y'all think?” They're like, “Hey, we love you. Go get it.” And I was like, no other words of advice, no other like, inspiring — you know, my dad, a Florida farm man, was just like, “No, I think he'll do fine. We love you and just let us know how it goes.” I was like, man, I'm really missing out in motivational speeches. But you know what? The sentiment is there, and that's all I need. So I got that position, did a few years with the U-2. And then towards the end of the U-2 career, I got word from another friend saying the 6th Special Operations Squadron is growing. “We are looking for readily qualified and experienced people.”   Naviere Walkewicz And this is the one that rejected you.   Lt. Col. Steven Mount Yes, ma'am, I got rejected last time. He goes, “It's OK. Put in another application. You know, you're a little more experienced now, you've got a little bit more under your belt.” And I said, “OK,” and I put in an application, it got rejected again, and here I am, like, “What is going on?” My buddy reached out to me—   Naviere Walkewicz Your name is blacklisted in that group across the board. Like, “Oh, there's that Mount guy. Cross it out.”   Lt. Col. Steven Mount But I think that ended up being somewhat of a blessing. It was like, “Wow, This guy is motivated to come out here.” Because they had seen the last application years ago. They'd seen this one. And I think the word finally got around that's like, “Hey, he's actually really motivated to come try out, at least for this mission.” And so once again, from good mentors, they're like, “Go ahead, try it out. Put the application in one more time, see what happens.” I did, got picked up for assessment selection. It's another week, week and a half interview. They challenge you mentally, they challenge you physically. They put you in situations to see how you react. I don't wanna give too much away for that process, even though, you know, unfortunately that process is not there anymore. But after that grueling week, they once again, here I am in front of another squadron commander, and here they are opening my life in front of them, and they're saying, “Well, we don't like this. We definitely don't like this. Tell us a little more about this,” you know. And that was about an hour interview, sit down, and it's not just the squadron commander. It was leadership — four or five individuals. It was an Army lieutenant colonel's flight doc behind them, you know, kind of doing that very watching, waiting, assessing, and another one of the situations, I'm like, oh, “Here we go. I don't think it's gonna happen.” But then at the end of that interview, they sit down, squadron commander stands up and goes, “Welcome to the 6th.” And the only things I can think of — and I know a lot of listeners or viewers out there do the same thing, and I tell this to my young when they get their wings, I tell them this as well — think of that first person, or persons, that when something amazing happens to you, you immediately reach out to them and you tell them, “Thank you for the support, thank you for the love, thank you for believing in me when others didn't.” And that's exactly what I did after that one. I called my wife, and I called my parents. I said, “It happened. We got it. I got it,” you know, because it wasn't just me, and I know those experiences going from one mission to the next, and those setbacks have— I get to share these stories all the time with these young instructor pilots that I'm with, as well as students, because I get to utilize it as a leadership tool to be like, “Don't give up on yourself. That's first and foremost. And then even if you believe you might give up on yourself, trust me, there's someone like me or your family members or your squadmates, they won't give up on you. And just remember that.” And that's why I get to share these stories throughout my career, of like, “Hey, I failed at this. Look where I'm at now, because I had the support and because I kept going, Hey, I failed at this. Look how it played out. I'm here.” So a lot of my transition from different platforms and different experiences has helped shape that leadership side of me to say, simply put, “It's OK to fail, all right?” I mean, you're never going to succeed if you have this tried and failed a couple times, right? So, right,   Naviere Walkewicz Wow. Well, I want to go into— because you've mentioned this a couple times. We've talked about your parents, but you know, to have a career that's successful and to navigate that, you talked about your wife. So I'm curious if you can share with listeners who have to maybe the word is not choose between. But how do you navigate the importance of your marriage and that relationship with your profession, and trying to succeed in that trajectory, whatever that trajectory is for you. So maybe you can talk a little bit about how that, how that worked throughout all of those transitions.   Lt. Col. Steven Mount Oh, OK. I usually do better at this from a better half nearby, which she is, in a sense. She's trying to work out and give me her working space right now, which I love. I'm gonna start with this. It's not easy. It is work. It is reps, the day in, the day out. It's not easy. I don't believe I've ever had a convo with someone when they're trying to balance the work and family life to where it's like, “Oh, that was easy, you know, I just do this and they do this, and we're good to go.” No, it is constant conflict of schedules. It is sharing what's going on. It's the ups and downs. So I'd like to start with that: It's not easy. And if anyone ever tells you it is easy, please ask them how they're doing it, and then spread their wise words of wisdom to all of us. Because that's probably the first thing: It's not easy. Once you recognize that you can get past understanding like, “OK, I'm not alone in this, that this is not easy, and I can start talking and sharing my experiences and seeing from those who seem to have it together. What are they doing to make it work? So I start there. It's not easy. Second, you have to be a team. I think there's a lot of us that think that, and my wife definitely did initially, and that was on me, that she thought that my career was the most important, that what I did and how I executed the mission and where I was going, that that was the No. 1 priority. And I found it that's not the case. I found that's not the case, because, sure, when we didn't have kids yet, and we were in Tucson, it's a little easier, because I would go on my deployments, and she would go to the job, she would go to work, and she had and she supported that, because I was out there, you know, fighting the good fight, accomplishing a mission, doing everything the Air Force needed me to do. And that's what she knew was important for me. So she supported that through and throughout, and she supported it to where I imagined, to the sense of she didn't feel like she could speak to say things that maybe I would like in the sense of me doing my mission, or coming home from Afghanistan with some of my experiences. Ahe felt that maybe sometimes, that she didn't have a word to convey to like, “Hey, this really scared me.” Or, “Hey, when you were gone, I saw the news and I was frightened. And you know, when I saw this happen, I just wanted to reach out to you, and I just want to make sure you're OK.” And she never felt initially like that she could convey those feelings, because it might affect me. It might affect my, you know, mentality while being overseas and down range. So she held that in, she held it in. She kept strong. She put on the “I'm here to support you” and I feel bad, you know, thinking back on that, that I should have given her the space to like, “Tell me what you're feeling. Tell me what you're going through. I don't want you to, I don't want you to struggle in silence. If you know you see something or there's something that scares you, let me know.” And unfortunately, I didn't learn that lesson until way, way later in my career, because she'd always kept that strength in and even when we started having kids, she still did. I kick myself all the time now that— we got to California, in the U-2s, we had an incident down range to where they needed me to bump up my deployment out there, to get out there to take care of the situation. And I'd asked, I was like, “Well, how much sooner do you need me?” Because we had just had our first son. You know, the dynamic's changing. The family dynamic is changing, and especially with your first born. And they said, “We need you to leave in about a week.” Here I was once again. And I know we have kind of kind of mentioned that I was I was in the mean mentality I was in. I was gonna be a pilot's pilot. I was gonna get the mission done. I was going to do everything I could to prove myself, and if my country needs me to be out there in a week to take care of this mission, that my family and my wife will understand. And that was that was not the way I should look at it. It really wasn't. But because I was not seeing her as a teammate, and she held it in — and thank goodness we had her mother-in-law. We had some family come out and support with a new baby. But I could tell that was one of the first times to where looking back on it now that maybe I could have said, “Can you find someone else?” You know, maybe I should have what I'm doing, hopefully you're doing now and teaching others. You have to balance that family with mission and the prioritize what is truly important at that moment. And that's something I failed to do at that time. It would happen again later on, but thankfully— so when I got to the 6th Special Operations Squadron, and at this time, especially after we had our second child in California, the wife had mentioned more. She started coming out of the shell like, “Hey, I do need you a little bit more now. I need you, and I need to be able to express and convey what I do and don't like.” And I was listening, but I was not listening the way she needed me to listen. I was not being that teammate on my side. So I heard, “Hey, I just need more support with the family. So whatever career decision we make next, let's align that.” And I was in my head, I was like, “Yes, you're absolutely right.” That's why the 6th Special Operations Squadron, when I got that interview and I picked up, it was so important, because I had family in that area, and family could get to us easier. So I was thinking, “Awesome. I have the support system for you there. I got the assignment. You're going to be taken care of.” I can tell that's not yet what she was wanting. And I will credit good old Col. Valentino. I was spinning up to go to Lebanon with the team, and we're about to have our third child. And here I was once again, like, “Yep, gotta get back to the mission. Gotta show my value. Gotta get in there, do it.” And the wife understands. We have two kids already. We're gonna have a third. So we've already had two. We kind of know how this goes. We're good to go. But I could tell, once again, looking back, everything's— that she wasn't happy, but she was ready to put up that wall again, to be like, “OK, I have to support him. Have to support what he does, and I have to, because that's what the military is asking me. That's what this new community…” And then Col Valentino, he came down. He goes, “Hey, are you about to have another child?” And I was like, “Yes, sir.” He goes, “When?” And I gave him the date. And he goes, “Your deployment date is like, a month after that.” I was like, “Yes, sir. This is our third child. We'll be good to go. I have the support system for the wife now, and she'll be taken care of. Good to go.” And he goes, “No, you're staying home. I don't need you.” He goes, “Did you want to ask me if there's anyone else wants to go so you can be there for your wife and your family?” And that blew my mind, that just, I don't know. It came out of nowhere for someone in a leadership role to say, “No, I'm not gonna send you on this deployment. I want you to be there with your family.” And that held in tight, and from then on, everything changed, and how I led and how I would push the mission. But I wouldn't do it to the extent of, could I not help someone balance their family life with their mission? And that took too long for me to realize. So what I say to everyone out there, it's not easy, but you come home from a long day and you're mentally exhausted and the mission is not going good, or you're getting ready for deployment, take a moment, sit down and just talk with your teammate at home. You have to look at it as teammates. They are your partner. They will be just like I mentioned before. They will be your support system through thick and thin, because they've probably seen you at your worst, and they want you to be at your best. But you can't do that unless you take care of that home front and treat them as your teammate. Because I am still, to this day, trying my best to become the man that I hope that she sees in me and that she wants me to be one day, but I had to fail in seeing it back then so that could see it now. And I think that's one of these things I want to convey. Not easy, and they have to be your teammates.   Naviere Walkewicz Thank you for sharing that. And I think to have a leader that showed you that, which is, now you've imprinted that in your leadership style. You're thinking about the airmen that you come across and how to help them navigate some of those tough choices, but doing it with a, you know, a bigger view of not just the mission, but, like, how do you fit in that with your family? I think that's so powerful, and I'm really glad you shared that, because I know that some of our listeners and our viewers, that's gonna resonate with them as well, because they're gonna remember a time when, “Wow, I didn't even ask if I didn't have to go, or if I didn't have to do this, just because I'm so used to jumping when you say, jump,” right? And I think sometimes it's OK. It's OK. Just a question, like, I'm willing and ready to jump. I just want to make sure is someone else able to do it too because of these reasons, right? So I love that you share that.   Lt. Col. Steven Mount And those leaders have to know their people enough in that regard to also know because ultimately, when you get the mission, then yes, that's what we signed up for, yes. But those leaders know their people, and they know what situation they're in. For example, there's a few times in Special Operations to where we're going on another deployment. But we knew our people, and we knew that some did not have the balance at home, and things were not looking the best they could. “Hey, we can help you out. We can give you all the resources you need. We don't need you on this deployment.” But that takes good leaders, recognizing and taking care of their people and understanding that these individuals cannot be effective down range or where they go if their home life is not taken care of. So, I know that is something that's been talked about for all my leadership training for all the years, but actually applying it is going to start with our future leaders coming up to realize, know your people, know where you can take care of them so that they can take care of the mission.   Naviere Walkewicz That's right. That's right. So this has been incredible. I think the underlying lesson that you shared with us is, obviously having belief in yourself and doing the work and proving your worth, so to speak. But I think it's also recognizing that support network. So if I may ask, you, I have two questions. The first one is, what are you doing to be a better leader every day? Yourself, like, what is something you are actually doing to be a better leader?   Lt. Col. Steven Mount Oh my gosh. Well, I'm recognizing I know I'm not doing it right. Knowing that I'm about taking command already has the underlying nervousness and anxiety, and I realized taking command, why I have these emotions is because I'm afraid to fail, which that makes sense. That makes sense to any logical human being out there. That's like, yeah, I get that. But I have to realize, in that same token, it's OK to fail. It's OK to make mistakes. It's OK that some days you go in there, you're not gonna get it all right. This last year as a director of operations, I've walked out of that building, and there's days been like I didn't accomplish anything. I've messed things up. I didn't do this right. Why am I here? They could have found someone better. And then there were days where, like, yes, I did it, right? I got something accomplished. And on those days, I realized it's because I was taking care of the people and people's needs. And once again, when that happened, they were able to take care of the mission. And that's one of the things that every day I go into work and I ask myself, “Who can I help out? Who needs the motivational kick? Who needs someone to just talk with them? Who needs to share their story?” Because that's what leaders, ultimately, are. We take care of the people. And if I can go in there and just help one person every single day, I would like to think that that's a small success. So that's one thing I'm constantly working on. And it is an effort. It's not easy. It's not easy because you are taking so much and leaders, I don't care what level you're on, all the way from your very first flight command, all the way to your mission command, aircraft commander, all the way to where I am now. You're going to take a lot on your shoulders. You're going to bear, you know, the burden of others, pains, their grief, their successes, their failures. So I guess that's also answer that question. Get ready for that. OK? Because a good leader will do that. They will bear they will help hold the weight. They will support those who need it the most. And we got to do it day in, day out, the reps they have to. So I think I answered the first question, I apologize, was it was.   Naviere Walkewicz The second question is coming. So you're good, you're good. OK. What's something that you know now after having your 17-plus years in the in the military, but also just your life experience — but what's something you know now that you would share with a leader to kind of shorten that timeframe of, like learning those painful things to be better, right? So what would be something you'd share?   Lt. Col. Steven Mount Something I'd share to close that learning gap? Because once again, my call sign is Meathead— I learned lessons the hard way. Do your best to listen more than you talk. Do your best to just take the experiences of others, talk to others, but just listen. Just hear them. Just hear them. I believe that a lot of the things that I could have prevented may have already been told to me, or may have already been, you know, mentored to me, but I just didn't listen. Maybe they said something and “I was like, well, that doesn't jive with being cool or being a pilot, so I'm not gonna listen to that.” I'm pretty sure all of these lessons that hopefully either conveying or passing on, in a sense, I think I learned them early on. I just, I just didn't listen. So for all the leaders out there, do your best to listen, listen more than you talk. It will be wonders. Naviere Walkewicz Oh my gosh, that's just outstanding. And I what I really appreciate about that is, you know, you talked about how you're doing things to get better every day, but even just in the moment, you recognize like that's such an important piece of that is taking the time to listen and reflect so that you can actually really pick up on those cues, maybe, that someone needs your support. So yes, well, this has been incredible. As we wrap up today's episode, I keep coming back to something you said, which was all someone needs to do is just support you. Yeah. So here's the takeaway, leadership is found in how we show up for our people and how we believe in them, and how we remind them that they are capable for more than what they think they are. The question we can always ask ourselves today is, who needs me to believe in them right now? And you actually said that really well. So Col. Mount, I just want to thank you for joining us for this episode of Long Blue Leadership. Is there anything else you want to leave with our listeners today? Lt. Col. Steven Mount Yes. I don't think I'll ever be that leader that does one great act, and everyone's like, that's a great leader. I don't think I'll ever be that leader that gives like, one great speech, like, that's it. He nailed it. He's a great leader. No, if I'm gonna leave something with all of those you know at the Academy and the leaders in the Air Force now — which, by the way, thanks all of you. Me too, man, thank you for your service. You have no idea how much the world needs us right now, so you get out there and see it. So sorry. That was an aside. But thank you to everyone who's at the Academy now, who have served, whose families have served and will continue to serve. But one thing I'll leave to all those young leaders: Your leadership is defined by the acts, the million acts every day, not just by one act, not just by, like I said, not just by one amazing thing that you do. It's defined on you being there, and a million acts per day over a lifetime of your career, of showing up, showing that you care. That's huge, showing that you're fair and consistent. And they will see that your people will see that that those million acts day in day out, of how you treat them, and how you present yourself as a leader. And they will watch. They will watch, and if they can see that you care, and if they can see that you are doing those million acts day in, day out, and you're in there and you're in the grind and you're in the mud with them, they will give you everything, they will, and it's amazing to see, it really is, but that starts with you as the leader. So yeah, that's it, it's those million acts every day of a lifetime career that shows that you're a leader.   Naviere Walkewicz Well, we are so glad that you're out there leading and influencing so many. We're grateful for all of your years and more that you will do. Thank you so much.   Lt. Col. Steven Mount Thank you so much for the opportunity. I really, really enjoyed this. Thank you.   Naviere Walkewicz Good. Thank you for joining us for this edition of Long Blue Leadership. The podcast drops every two weeks on Tuesdays and is available on all your favorite podcast apps. Send your comments and guest ideas to us at socialmedia@usafa.org, and listen to past episodes at longblueleadership.org.   KEYWORDS Leadership, Resilience, Mentorship, Adoption / Family Foundation, Support Network, Perseverance, Tough Conversations, Mission & Family Balance, Trust, Listening       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation      

What if hospitals could move supplies with the same speed and visibility as your last Uber ride? On this episode of Power Supply, we're joined by Justin Cooper, Director of Strategic Account Management and Continuous Improvement at Uber Freight, to discuss how gig economy models could reshape the way hospitals move supplies, manage inventory, and even support patient transport. From real-time GPS visibility and dynamic routing to shared inventory across facilities and opportunities for local communities, Justin explains why disruptive ideas might hold the key to solving some of supply chain's oldest challenges. Whether you're looking for cost savings, efficiency gains, or new ways to strengthen your logistics strategy, this conversation will have you rethinking what the future of healthcare supply chain could look like—and why it may feel as familiar as booking your next Uber ride. Once you complete the interview, jump on over to the link below to take a short quiz and download your CEC certificate for 0.5 CECs! – https://www.flexiquiz.com/SC/N/ps15-06 #PowerSupply #Podcast #AHRMM #HealthcareSupplyChain #SupplyChain #HealthcareLogistics #UberFreight #GigEconomy

In this episode, Mark Graban reads a recent KaiNexus blog post by Danielle Yoon: “What Makes Employees Actually Participate in Continuous Improvement Programs?”Here is the blog postEmployee participation is the heartbeat of any Lean or continuous improvement effort. Without it, even the best strategies stall. Drawing on research by Dr. Shweta Chopra and Jayaruwani Fernando—conducted inside a healthcare organization using the KaiNexus platform—this episode explores what really motivates people to engage with suggestion systems and improvement programs.You'll learn why performance expectancy (believing the system helps me do my job better) and social influence (seeing peers and leaders participate) are far more powerful drivers of engagement than system usability or resources alone. The findings highlight the importance of feedback loops, visible success stories, and leadership behaviors that create a culture where employees feel heard and valued.Whether you're leading a Lean transformation, managing a suggestion system, or simply striving to boost engagement in your organization, this research-backed discussion offers practical guidance on how to build momentum and make continuous improvement sustainable.

Mariano Gontchar: Fear-Free Teams—Creating Psychological Safety for High Performance Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Mariano's definition of Scrum Master success has evolved dramatically from his early days of focusing on "deliver on time and budget" to a more sophisticated understanding centered on team independence and psychological safety. Today, he measures success by whether teams can self-manage, communicate effectively with stakeholders, and operate without fear of criticism. This shift represents a fundamental change from output-focused metrics to outcome-focused team health indicators that create sustainable high performance. Self-reflection Question: How has your definition of success evolved in your current role, and what would change if you focused on team independence rather than traditional delivery metrics? Featured Retrospective Format for the Week: Frustration-Based Retrospective Mariano's retrospective approach focuses on asking team members about their biggest frustrations from the last sprint. This format helps team members realize their frustrations aren't unique and creates psychological safety for sharing challenges. The key is always asking the team to propose solutions themselves rather than imposing fixes, making retrospectives about genuine continuous improvement rather than just complaining sessions. [The Scrum Master Toolbox Podcast Recommends]

Todd Hagopian shares his revolutionary Hypomanic Operational Turnaround (HOT) system that transformed multiple businesses in just 6-12 months. Developed after his bipolar diagnosis, this powerful methodology helps businesses break free from stagnation by implementing aggressive 80/20 strategies, continuous improvement cycles, and transformation team building—all without requiring superhuman effort.What You'll LearnHow to apply the 80/20 principle to dramatically increase profitabilityWhy grandiose goal setting delivers better results than conservative targetsHow to implement 52 improvement projects in 52 weeks without overwhelming your teamA systematic approach to pricing that maximizes profits in your core businessHow to build transformation teams that drive exponential resultsTime Stamps00:45 – Episode Intro01:31 – Guest Intro: Todd Hagopian02:47 – Todd's Career Journey and Achievements05:28 – The Hypomanic Toolbox: Managing Bipolar Disorder14:54 – Implementing the Hypomanic Operational Turnaround System (HOT)19:02 – Grandiose Goal Setting23:25 – 80/20 Matrix of Profitability28:30 – Implementing Price Increases and Outsourcing37:42 – Applying the 80/20 Rule to Services41:32 – Continuous Improvement and Theory of Constraints44:57 – Practical Examples46:38 – Transformation Team Building56:52 – Connect with Todd (Book Launch, Website, Socials)63:48 – Inbound Accelerators (Sales Tactics)68:09 – Episode Wrap-up & Final ThoughtsSnippets from the Episode"The addiction to yesterday is the worst one. If you want to transform, you can't transform the business by doing the same thing that got you to where you're in trouble."— Todd Hagopian"Lead time's a hell of a drug. If you cut your lead time and you're better than the competition, that 42% close rate becomes 100%. Nobody can touch you."— Todd HagopianKey TakeawaysFocus 100% on the vital 20%Implement 52 improvements in 52 weeksPrice B-customers higher than A-customersNever simply backfill vacant positionsUse the A-B-C-D matrix for profitabilitySet grandiose goals to achieve better resultsCut lead time to dominate your competitionResources⁠24 Things ⁠Construction Business Owners Need to Successfully Hire & Train an Executive Assistant⁠Schedule⁠ a 15-Minute Roadblock CallCheck out⁠ OpenPhone⁠Build a Business that Runs without you. Explore our ⁠GrowthKits ⁠Need Marketing Help? We Recommend⁠ Benali⁠Need Help with podcast production? We recommend ⁠Demandcast⁠More from Todd HagopianThe Hypomanic Toolbox LinkedInX (Formerly Twitter)The Stagnation Assassin on YouTubeMore from Martin Holland⁠⁠⁠⁠⁠⁠⁠⁠theprofitproblem.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠annealbc.com ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Email Martin⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Meet With Martin⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠More from Khalil⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠benali.com ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Email Khalil⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Meet With Khalil⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠More from The Cash Flow ContractorSubscribe to our ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠YouTube channel⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Subscribe to our ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Newsletter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Follow On Social: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠,⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram, ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠X(formerly Twitter)⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Visit our ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠website⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Email⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ The Cashflow ContractorConnect with UsReady to implement these strategies in your business? Visit cashflowcontractor.com for more resources or email questions@cashflowcontractor.com. Don't forget to subscribe to the podcast and leave a review if you found this episode valuable. For exclusive content and behind-the-scenes insights, follow Martin and Khalil on social media.

We all want things to be perfect — our systems, our client experiences, our businesses. But the truth is, perfection isn't possible … and it's not even the goal. The real key to long-term success in real estate (and in life) is continuous improvement. In today's episode, I share the story behind this reminder, how a simple comment shifted my mindset, and why embracing small tweaks over time is the true superpower that will sustain your business for years to come. Listen in for practical ways to approach challenges with curiosity instead of frustration — and why the more you grow, the more important this mindset becomes.   Click subscribe to be notified every Wednesday when our latest episode is released, and be sure to check out our group on Facebook. https://www.facebook.com/groups/empoweringwomeninrealestate We are 39,000 members strong and we want you to join us! And if you want to follow me on Instagram, that's where I'm having the most fun right now. https://www.instagram.com/karen.w.cooper/

Enter to win a copy of "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12.Organizations invest thousands of dollars and countless hours into lean, Six Sigma, and other continuous improvement training programs. Certifications get awarded. Belts get earned.But nothing actually changes.Technical problem-solving training alone isn't enough to drive meaningful impact. Without guidance and support on how to apply problem-solving tools—and the people-side of leading change—improvements stall. In this episode of Chain of Learning, I'm joined by Tracy O'Rourke and Elisabeth Swan, co-founders of the Just-in-Time Café and co-authors of "The Problem-Solver's Toolkit." With more than 50 years of combined Lean Six Sigma experience, they've trained and coached thousands of problem-solvers across industries—from healthcare and government to manufacturing and service—helping teams turn knowledge into real results.Whatever problem-solving method you use—DMAIC, PDCA, or an A3—you'll walk away with practical insights to help you bridge the gap between knowledge and action.YOU'LL LEARN:Why traditional training programs fail to create lasting problem-solving capability—and what to do insteadThe importance of bringing others along in a change project and staying flexible and curious as the work evolvesWhy successful and sustainable problem-solving requires both technical know-how and people skillsHow to engage teams, navigate change, and keep momentum going while leading a process improvement team How to close the gap between learning and doing by turning skills into real-world resultsABOUT MY GUESTS:Tracy O'Rourke is a Lean Six Sigma Master Black Belt, and co-founder of the Just-in-Time Café. As a sought-after consultant, instructor, and speaker with over 25 years of experience, Tracy specializes in cultural change, leadership development, strategic alignment, and process improvement. Elisabeth Swan is a leadership coach, keynote speaker, award-winning author of “Picture Yourself a Leader”, and co-founder of the Just-in-Time Café. Elisabeth brings decades of experience helping Fortune 100 companies and nonprofits embrace conscious leadership and continuous improvement. IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/51My website for resources and ways to work with me KBJAnderson.comConnect with Tracy O'Rourke: linkedin.com/in/tracy-orourkeConnect with Elisabeth Swan: https://www.linkedin.com/in/elisabethswanFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Get your copy of the “Problem-Solver's Toolkit”: www.jitcafe.com/book My Japan Leadership Experience: kbjanderson.com/japantrip TIMESTAMPS FOR THIS EPISODE:01:37 The inspiration behind the “Problem Solvers Toolkit” 02:54 The disconnect between what is education and what leads to retention 04:22 The aha moments in creating the revised second edition in leading process improvement05:55 Potholes and detours as a metaphor in process improvements not going the perfect way06:36 The journey of continuous improvement in taking your team on the journey with you07:26 Incorporating road games in getting the team involved in problem solving11:03 What led Tracy and Elisabeth to want to help people in leading process improvement13:31 The real meaning of being a leader — more than just being a senior executive16:04 The difference between lean and Six Sigma18:24 Why the process steps matter more than the name19:22 Why people feel lean has failed20:38 Additional learnings in making the second edition of “The Problem-Solver's Toolkit” 21:53 Changes made in the second edition including graphics, examples and templates22:19 What the Just-in-Time Café digital toolkit includes 25:23 How to solve problems based on solving similar problems27:19 The 5S Baby spoof music video inspired by process solving tools29:12 The next spoof song based on root cause analysis33:16 Elisabeth's takeaways from the Japan Leadership Experience in seeing worker happiness34:53 The importance of focusing on human happiness and engagement for growth36:53 Tracy's takeaways from the Japan Leadership Experience 40:00 Top recommendation for being the most effective in getting traction in solving problems41:41 The importance of building curiosity to get to know people and their experiences43:34 What is involved in successful problem-solving44:14 How to close the gap between learning and doing Enter to win a copy of "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12. Apply today for the Japan Leadership Experience — last chance to join the November 2025 cohort. Applications also open for May 2026.

Some of the biggest risks in quality are the ones you can't see. Pipe might look fine or feel strong in your hands, but hidden issues like uneven wall thickness, poor resin blends, or the wrong corrugation profile could cause pipe to fail in the field years after installation.In part two of our Perspectives on Pipe Quality series, Jamie Duininck sits down with Paul Schrupp, Director of Quality and Continuous Improvement at Prinsco, to unpack these unseen factors and explain why quality depends on science, testing, and design. They talk about resin properties, thickness distribution, cold-weather brittleness, UV protection using carbon black, and the role of ASTM standards in protecting farmers.True quality is not obvious at first glance. It is built into every step of the process so that pipe in the ground will perform for decades and create long-term value for farm families and communities.Chapters:00:00 - Welcome Back01:00 - Paul's Role in Quality02:20 - What Quality Really Means04:10 - Beyond ASTM Minimums05:45 - The Squeeze Test Problem07:30 - Corrugation Profiles & Temperature09:10 - The Plastic Chair Example10:30 - Longevity and Service Life12:00 - Carbon Black and Sun Exposure14:00 - Industry Standards16:00 - Longevity Builds Wealth17:30 - Risks of Cutting Corners19:30 - Final ThoughtsRelated content:#133 | Perspectives on Pipe Quality: Delivering Generations of Yield with Tony Kime#129 | The Tipping Point: Accelerating Agricultural Water Quality & Soil Retention#07 | Engineering Water Quality: Bioreactors, Saturated Buffers & More“Perspectives on Pipe Quality” Playlist on YouTubeFind us on social media!FacebookTwitterInstagramListen on these podcast platforms:Apple PodcastsSpotifyYouTube MusicYouTubeVisit our website to explore more episodes & water management education.

What You'll Learn:In this episode, host Patrick Adams and guest Brian Meyers discuss leadership principles and the importance of mentorship, active listening, and creating a safe environment for innovation. They highlight the significance of continuous improvement and adapting Lean practices to fit specific organizational needs. Brian discusses his rapid adoption of Lean principles, inspired by trips to Japan and Europe, and the transformative impact on his business culture.About the Guest:Brian Meyers is the President of JcrOffroad, Victory 4×4, and Fat American Mfg, where he's spent over 20 years transforming a garage startup into a thriving company powered by a 50+ person team and a strong Lean culture. After realizing that leadership begins with personal accountability—not blame—Brian committed to becoming the leader his team deserved. Now, through his Lean by Doing podcast and speaking, he shares real stories, hard-earned lessons, and practical tools to help other leaders grow, improve, and build cultures their teams are proud to be part of.Links:2025 Lean Solutions SummitClick Here For Brian Meyers LinkedInClick Here For Brian Meyers YouTube 

This week on the AHRMM Subject Matter Expert Podcast, recorded live at the AHRMM25 conference in Denver, CO, host Justin Poulin sits down with Justin Cooper, Director of Strategic Account Management and Continuous Improvement at Uber Freight. Justin shares his highlights from the conference and reveals what challenge he'd magically fix in healthcare logistics overnight if he could. He also tackles the fun question of what the secret password would be for a supply chain speakeasy at the conference. Tune in for this engaging conversation about healthcare logistics and Justin's take on the innovations shaping the industry! #PowerSupply #AHRMM #Podcast #HealthcareSupplyChain #AHRMM25 #HealthcareLogistics #SupplyChainInnovation

In this solo episode of the Everyday Business Problems podcast, Dave Crysler breaks down the difference between lean manufacturing and continuous improvement, and why understanding both is critical to long-term success. Drawing from personal experience and real-world client work, Dave shares how focusing only on tools like 5S without building the underlying habit of continuous improvement leads to short-lived results. This episode is a must-listen for anyone looking to move from check-the-box initiatives to lasting cultural change. What You'll Discover: The key difference between lean (tools and systems) and continuous improvement (habits and mindset). A cooking analogy that simplifies how lean supports continuous improvement. Why starting with lean tools is common, but often misses the bigger picture. A story from Dave's early days that shows what happens when you skip the “why.” How try-storming and prioritization tools can drive quick wins and build buy-in. The three leadership elements required for sustainable growth: clarity, consistency, and accountability.

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From Basketball Court to Doctorate—My Crazy Journey!Contact Dr. J : https://www.reviveandriseconsulting.com/Learn the mindset and moves that lead to real results. Please visit my website to get more information: http://diversifiedgame.com/

Welcome to another episode of the Sustainable Clinical Medicine Podcast! This week, Dr. Sarah Smith sits down with Dr. Diane Sliwka, Chief Physician Experience Officer at UCSF, to explore what it really takes to create a sustainable and fulfilling career in medicine. Dr. Sliwka shares her personal journey through hospital medicine, the challenges of burnout, and how systemic change and leadership can make a real difference for clinicians. Together, they discuss practical strategies for improving work-life balance, the power of advocacy, and the importance of open communication in healthcare organizations. Whether you're a physician, healthcare leader, or anyone interested in the future of clinical practice, this episode is packed with insights and inspiration to help you thrive in your career and support a healthier medical community. Here are 3 key takeaways from this episode: Systemic Change Is Essential for Combating Burnout: Dr. Sliwka's experience highlights that physician burnout is often rooted in systemic issues—such as long hours, inflexible schedules, and excessive documentation. Addressing these challenges requires organizational change, not just individual resilience. Leadership and Advocacy Make a Difference: Taking on leadership roles and advocating for change within the system can lead to meaningful improvements. Dr. Sliwka's journey shows that when clinicians step into leadership and use data to drive decisions, they can influence policies that support well-being, such as improved scheduling, documentation support, and wellness initiatives. Continuous Improvement and Open Communication Are Key: Sustainable clinical practice depends on ongoing feedback, open communication between frontline staff and leadership, and a willingness to adapt. Initiatives like anonymous surveys, regular check-ins, and a culture that values listening to clinicians' needs are crucial for creating a healthier, more supportive work environment. Meet Dr. Diane Sliwka: Diane Sliwka, MD is a Hospitalist and Clinical Professor of Medicine in the Division of Hospital Medicine at the University of California San Francisco Medical Center. In her role as Chief Physician Experience Officer at UCSF Health, she has led provider experience efforts organizationally since 2014. Diane co-designed and facilitated UCSF's well-being centered leadership development program for physicians. She also leads UCSF Health's Center for Enhancement of Communication in Healthcare which provides relationship centered communication skills training for providers. She hosts “The Expansive Life Project” on Instagram, providing personal well-being resources and tips focused on mid-career working professionals. You can find Dr. Sliwka on: Instagram: https://www.instagram.com/theexpansivelifeproject/ Linked In: linkedin.com/in/diane-sliwka-md-59122413b UCSF Web Bio: https://hospitalmedicine.ucsf.edu/people/diane-sliwka -------------- Would you like to view a transcript of this episode? Click Here **** Charting Champions is a premiere, lifetime access Physician only program that is helping Physicians get home with today's work done. All the proven tools, support and community you need to create time for your life outside of medicine. Learn more at https://www.chartingcoach.ca **** Enjoying this podcast? Please share it with someone who would benefit. Also, don't forget to hit “follow” so you get all the new episodes as soon as they are released. **** Come hang out with me on Facebook or Instagram. Follow me @chartingcoach to get more practical tools to help you create sustainable clinical medicine in your life. **** Questions? Comments? Want to share how this podcast has helped you? Shoot me an email at admin@reachcareercoaching.ca. I would love to hear from you.

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This week Andrew talks with new Southern Methodist University Women's Basketball Head Coach Adia Barnes. Adia shares a behind-the-scenes look at the transition into her new job — and everything she's doing to set herself & the SMU program up for success. Adia shares powerful ideas on turning adversity into growth, finding new ways to improve, what to do when you feel stuck, & so much more. This conversation will help you navigate new roles, phases, & experiences in your own life.** Follow Andrew **Instagram: @AndrewMoses123Twitter/X: @andrewhmosesSign up for e-mails to keep up with the podcast at everybodypullsthetarp.com/newsletterDISCLAIMER: This podcast is solely for educational & entertainment purposes. It is not intended to be a substitute for the advice of a physician, psychotherapist, or other qualified professional.

In this episode of the Logistics & Leadership Podcast, Brian Hastings, co-founder and CEO of Veritas Logistics, shares his conversation with Joe Lynch of The Logistics of Logistics podcast on one of the most critical topics in supply chain today: food safety and cold chain logistics.Brian unpacks the practical realities of moving perishable goods “from farm to fork”—why strict compliance with the Food Safety Modernization Act matters, how cold chain integrity is maintained across thousands of miles, and what happens when partners cut corners. Drawing from Veritas's own journey of launching in the middle of COVID and scaling to a $40M+ brokerage, he explains how processes, protocols, and culture drive consistency in an industry where one mistake can jeopardize public trust for decades.From picking the right carrier partners to investing in inspections, seals, temperature monitoring, and constant training, Brian lays out the five pillars that keep Veritas competitive in one of the most demanding logistics sectors. For brokers, shippers, and anyone in food and beverage supply chains, this is a tactical guide to protecting your product, your customers, and your reputation.The Logistics & Leadership Podcast, powered by Veritas Logistics, redefines logistics and personal growth. Hosted by industry veterans and supply chain leaders Brian Hastings and Justin Maines, it shares their journey from humble beginnings to a $50 million company. Discover invaluable lessons in logistics, mental toughness, and embracing the entrepreneurial spirit. The show delves into personal and professional development, routine, and the power of betting on oneself. From inspiring stories to practical insights, this podcast is a must for aspiring entrepreneurs, logistics professionals, and anyone seeking to push limits and achieve success.Timestamps:(00:12) – Veritas's Focus on Food & Beverage Logistics(03:26) – Why Cold Chain Integrity is Non-Negotiable(06:25) – Brian's Background and Founding Veritas During COVID(12:22) – Processes & Protocols: Staying Compliant with FSMA(22:02) – Picking the Right Partners & Carrier Network Standards(24:41) – The Role of Seals in Protecting Product Integrity(29:00) – Managing Temperature Control and Reefer Compliance(34:40) – Culture, Training, and Continuous Improvement at Veritas(42:07) – Five Pillars for Food Safety & Cold Chain SuccessConnect with us! ▶️ Website | LinkedIn | Brian's LinkedIn | Justin's LinkedIn▶️ Get our newsletter for more logistics insights▶️ Send us your questions!! ask@go-veritas.comWatch the pod on: YouTube

This week co-host Mark Edgar connect with Kayla Campbell from Canadian Tire who is writing a book called "The Curiosity Advantage" scheduled for release in all 2026. Kayla explains that curiosity is an innate trait that everyone possesses but often loses with age. She shares practical ways to enhance curiosity:Curious observation - becoming more aware of surroundingsQuestion storming - brainstorming questions rather than answersInternal curiosity - asking questions about oneself for greater self-awarenessIn the episode they discuss how curiosity is essential for organizational success, especially with AI adoption, and how it connects to continuous improvement, innovation, and customer understanding. You can follow Kayla on LinkedIn here:https://www.linkedin.com/in/kayla-campbell-becurious/Don't forget …To sign up for our weekly newsletter foHRsight at http://www.futurefohrward.com/subscribe.Follow us on LinkedIn:Mark - www.linkedin.com/in/markedgarhr/Naomi - www.linkedin.com/in/naomititlemancolla/future foHRward - www.linkedin.com/company/future-fohrward/And on Instagram - www.instagram.com/futurefohrward/Support the show

What You'll Learn:In this episode, host Patrick Adams and guest Tilo Schwarz discuss the challenges of maintaining a competitive edge in a rapidly changing world. They highlight the need for companies to adapt quickly, citing an example of a high-end electronics company facing competition that can deliver in weeks what their company takes months. They emphasize the importance of developing a learning organization, starting with individual learning and scientific thinking.About the Guest:Tilo Schwarz is an author, leadership coach, and co-founder of the Campus for Leaders at Ansbach University of Applied Sciences. He specializes in helping leaders cultivate team creativity and adaptability through scientific thinking and coaching practices. As a former plant manager, Tilo led a team that won the A.T. Kearney "Factory of the Year" award and placed second in the WHU/INSEAD "Best Factory" competition. He began practicing Toyota Kata in 2007, collaborating with Mike Rother during its foundational research. Tilo has authored several books and frequently speaks at international events, focusing on leadership that empowers teams to innovate and grow.Links:2025 Lean Solutions SummitClick Here For Tilo Schwarz LinkedInClick Here For Tilo Schwarz Website 

the blog postWhat does Lean healthcare really mean? It's more than tools like 5S, A3s, or huddle boards. Lean is a management system that depends on two pillars: respect for people and continuous improvement. Without both, attempts to copy Lean practices in healthcare fail.In this episode, Mark Graban—author of Lean Hospitals, Healthcare Kaizen, and The Mistakes That Make Us—explores how the Toyota Way philosophy applies to hospitals and health systems. He shares lessons from Toyota, Franciscan Health in Indianapolis, and other organizations proving that Lean leadership in healthcare is not about cost-cutting—it's about creating a culture of improvement.What You'll Learn About Lean Healthcare:Why Lean is a system, not a toolbox of methodsHow respect for people means designing systems that prevent mistakes, not blaming staffHow Kaizen in healthcare develops people while improving quality and safetyWhy suggestion boxes fail and daily improvement succeedsThe four goals of Kaizen: Easier, Better, Faster, Cheaper (in that order)How Lean leadership means coaching, not controllingWhy psychological safety and trust are essential for sustainable improvementKey Quotes from Mark:“Improvement happens at the speed of trust.”“The primary goal of Kaizen is to develop people first and meet goals second.”“A Lean environment doesn't cut costs through layoffs. It invests in people and meaningful work.”If you're a healthcare leader trying to reduce errors, engage staff, and build a lasting culture of improvement, this episode provides practical insights you can apply today.

Welcome to the AHRMM25 Podcast, recording live throughout the conference in Denver, CO. I am your host Justin Poulin, and joining me today is… Guest: Justin Cooper, Director of Strategic Consulting and Continuous Improvement at Uber Freight Outline: - Introduction - What have you enjoyed the most so far at AHRMM this year? - If you could magically fix one challenge in healthcare logistics overnight, what would it be? - If this conference had a secret supply chain speakeasy, what would be the password to get in?

Jamie Lee, seasoned revenue leader with over 25 years of sales and go-to-market experience, including roles as Chief Revenue Officer at Zesty and multiple GTM leadership positions. In this episode, Jamie Lee shares insights on navigating sales transformation, the importance of coaching, trust, and clear communication in sales teams, and how leaders can foster a growth mindset. He emphasizes the significance of foundational practices like OKRs, effective hiring based on humility, hunger, and smartness (EQ), and the critical role of leadership in developing high-performing teams. Jamie also discusses overcoming resistance to new technologies, the importance of time management for leaders, and the value of continuous learning. He advocates for leaders to lead by example, prioritize coaching, and build a culture of self-awareness and humility to drive sustainable growthIntroduction & Guest Background (0:00 - 0:09)Jamie Lee discusses his extensive sales and GTM leadership experience, including roles at Zesty and multiple CRO positions.Market Trends & Challenges (1:00 - 1:13)Insights on current market transformation, especially amid rapid AI growth and shifting team strategies.What Reps Seek in Roles (3:52 - 4:04)Coaching, trust, and clear communication are top priorities for high-performing salespeople.Embracing New Technologies & Growth Mindset (4:12 - 5:30)The importance of leaders modeling learning, supporting development, and fostering a growth mindset.Handling Resistance to AI & Change (6:07 - 8:06)Strategies for coaching team members hesitant to adopt new tools, emphasizing understanding motivations and fixed vs. growth mindsets.Leadership & Coaching Time Management (12:47 - 15:18)Overcoming excuses for lack of coaching; leaders should dedicate time to develop their teams and focus on hiring for humility, hunger, and EQ.Setting Effective Goals & OKRs (16:00 - 18:01)Using OKRs to align team efforts, focusing on inputs and actions that drive outcomes, and involving teams in goal-setting.Hiring with the Right Traits (21:36 - 25:54)Assessing candidates for humility, hunger, and smartness (EQ); practical interview questions and evaluation techniques.Building a Culture of Continuous Improvement (28:45 - 29:23)Jamie encourages ongoing learning, coaching, and community support to elevate the sales profession.

Summary Have you ever wrapped up your workday thinking, “I've been busy all day, but I'm not sure I actually made anything better”? If so, you're not alone, and today's guests are here to help you break that cycle. In this episode, Andy talks with Don Kieffer and Nelson Repenning, co-authors of the new book There's Got to Be a Better Way. Don is a former Harley-Davidson executive who led during some of the company's most challenging years. Nelson is a professor at MIT Sloan who studies why well-intended management tools often fail in practice. Together, they're helping leaders rethink how work actually gets done. In the conversation, you'll learn why so many teams get stuck in firefighting mode, and why that's often not a people issue but a systems issue. You'll hear how to spot the “firefighter-arsonist” pattern, why problem-solving starts with problem-finding, and what it means to “design for discovery.” We also talk about Agile, Lean, invisible handoffs, and even how these ideas apply to family life. If you're looking for insights on how to make your team's work more effective, sustainable, and human-centered, this episode is for you! Sound Bites “Most performance problems are not people problems. They're design problems.” “You get what you design for. And most work isn't designed at all. It just kind of happens.” “Firefighting is not a character flaw. It's a predictable output of a broken system.” “If you don't make the work visible, you can't improve it.” “When no one owns the handoff, it's not really a handoff. It's a drop.” “Success should be easy. That doesn't mean the work isn't hard, but the path to doing it well should be clear.” “Discovery isn't luck. It's a design choice.” Chapters 00:00 Introduction 01:49 Start of Interview 01:59 The Origin Story: How Don and Nelson Collaborated 07:36 Challenges in Implementing Business Tools 13:19 Dynamic Work Design vs. Traditional Methods 25:16 A Lesson from the Factory Floor 26:53 Identifying and Solving Problems in Teams 31:23 The Importance of Connecting the Human Chain 35:46 Making Work Visible: Strategies and Tools 40:34 Applying Work Strategies at Home 42:46 End of Interview 43:12 Andy Comments After the Interview 47:35 Outtakes Learn More You can learn more about the book and their work at shiftgear.work/theres-got-to-be-a-better-way-book. For more learning on this topic, check out: Episode 249 with Aaron Dignan about Brave New Work Episode 252 with Marcus Buckingham about Nine Lies About Work Episode 162 with Jonathan Raymond on culture and leadership mindset Thank you for joining me for this episode of The People and Projects Podcast! Talent Triangle: Business Acumen Topics: Leadership, Project Management, System Design, Agile, Lean, Problem Solving, Collaboration, Organizational Effectiveness, Continuous Improvement, Work Design, Team Performance The following music was used for this episode: Music: Quantum Sparks Full Version by MusicLFiles License (CC BY 4.0): https://filmmusic.io/standard-license Music: Synthiemania by Frank Schroeter License (CC BY 4.0): https://filmmusic.io/standard-license

Apply for the Nov 2025 (limited spots remaining) or May 2026 Japan Leadership Experiencehttps://kbjanderson.com/japantrip/ “Change the culture!”That's exactly what longtime Toyota leader Isao Yoshino was tasked with during one of the most famous business transformations in history—NUMMI—Toyota's joint venture with General Motors in the 1980s.The challenge? Take GM's worst-performing plant—plagued by absenteeism, low morale, and poor quality—and turn it around.Within just one year, with the same American workforce but under Toyota's leadership, NUMMI became GM's best-performing site.Behind the scenes was Mr. Yoshino, leading the design and delivery of a three-week training program in Japan for hundreds of NUMMI's frontline and middle managers.In this episode, Mr. Yoshino shares the inside story of NUMMI's transformation—how an experiment in a business turnaround became a “New Me” moment for its leaders—and the leadership lessons you can use to influence culture change without relying on authority.If you're a lean practitioner or change leader wondering how to truly “change a culture,” this is a rare chance to hear the story directly from the person who lived it.You'll Learn:Why you can't force culture change—and what to do insteadHow Mr. Yoshino and his team created  immersive learning experiences that shifted NUMMI leaders' mindsets in just three weeksWhy the “Check” step in PDCA is the secret to Toyota's sustained success How the andon process reshaped leaders' views on problems—and how a “no problem is a problem” and no-blame mindset fosters learning and continuous improvementWhy NUMMI's transformation was as much (or more) about people as it was about performanceABOUT MY GUEST:Isao Yoshino, worked at Toyota Motor Corporation for over 40 years—from the late 1960s to the early 2000s—and played an important role in the development of Toyota's people-centered learning culture it's now famous for. He was a key part of Kan-Pro senior leadership development program, which embedded A3 thinking as the process for problem-solving, communication, and leadership development across the organization—and has deep expertise in the practice of hoshin-kanri—Toyota's strategy deployment process. He's the subject of the Shingo award-winning book “Learning to Lead, Leading to Learn: Lessons from Toyota Leader Isao Yoshino on a Lifetime of Continuous Learning”IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/50Check out my website for resources and ways to work with me KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about the Japan Leadership Experience: kbjanderson.com/japantrip For an even deeper behind-the-scenes look at NUMMI, read the dedicated chapter in my book: LearningToLeadLeadingToLearn.com TIMESTAMPS FOR THIS EPISODE:03:02 How Isao Yoshino felt to be tasked with changing the culture and attitude of NUMMI leaders04:27 Creating the space for leaders to experience working in Japan and Toyota's style09:21 Positive results from employees changing their attitude mindset themselves without being forced12:06 The importance of “check” in the PDCA process 14:38 Making the “check” process a positive experience in learning how to improve systems without blame18:10 The critical difference between the former GM culture and Toyota with their approach to problems19:12 The mindset shift of “no problem is a problem” and the impact of pulling the andon cord20:19 The positive results from lettings others learn and grow without force23:09 Reflections from Isao Yoshino about being part of the Japan Leadership Experience and continuing to learn something new24:38 The acronym for NUMMI and the deeper meaning of, “New Me” to become the best version of yourself Apply for the Nov 2025 (limited spots remaining) or May 2026 Japan Leadership Experiencehttps://kbjanderson.com/japantrip/ 

What You'll Learn:In this episode, host Patrick Adams and guest Katie Anderson discuss strategic planning, emphasizing the importance of ongoing adjustments rather than annual reviews. Katie highlights the Japanese method Hoshin Kanri, which involves continuous reflection and adjustment. They stress the need for leaders to align strategic goals with customer needs and organizational capacity.About the Guest:Katie Anderson is an internationally recognized leadership and learning coach, consultant, and professional speaker, best known for inspiring individuals and organizations to lead with intention and increase their personal and professional impact. Katie is passionate about helping people around the world learn to lead and lead to learn by connecting purpose, process, and practice to achieve higher levels of performance. Her book Learning to Lead, Leading to Learn: Lessons from Toyota Leader Isao Yoshino on a Lifetime of Continuous Learning is an international #1 Amazon bestseller.Links:2025 Lean Solutions Summit"Learning to Lead, Leading to Learn" LinkClick Here For Katie Anderson's LinkedIn

What happens when Continuous Improvement is led from the frontline, not just the boardroom?In this episode, Alex Donaldson and Ben McCready, Process Improvement Managers from Scottish and Southern Electricity Networks (SSEN) share how their BQF award-winning ‘Perform' programme is equipping managers to lead change in one of the world's fastest growing electricity networks companies.You'll hear how Perform helps teams build habits around daily huddles, structured problem-solving, and critical behaviours like accountability and empowerment, bringing to life a culture of ownership and Continuous Improvement. Alex and Ben open up about the early resistance they faced, the tools that helped shift mindsets, and the operational gains that followed, from faster response times to increased productivity and staff engagement.If you're looking to embed improvement across diverse, distributed teams - especially in high-pressure, high-change environments - this episode will give you practical, people-focused lessons that deliver lasting results.Listen now to discover how behavioural change became the foundation for operational excellence at SSEN.PERFORMANCE IMPROVEMENT IN AN AI-DRIVEN WORLD.The Goals to Results Conference is back, and it's grounded in the challenges you're experiencing and the opportunities you're facing as you lead change, transformation, and continuous improvement.Save the Date. 17th March 2026.More from PMI: Dive into our Knowledge Hub for more tools, videos, and infographics Join us for a PMI LIVE Webinar Follow us on LinkedIn

In this episode of the Investor Fuel podcast, host Michelle Kesil speaks with Terry Kerr and Liz Nowlin, experts in the turnkey real estate market. They discuss their journey in property management, the importance of vertical integration, and how they have scaled their business over the years. The conversation also touches on the challenges faced during the credit crisis, their approach to investor relationships, and the foundational principles that have contributed to their success. Terry and Liz emphasize the importance of continuous improvement and learning from past mistakes, while also sharing insights on how they connect with new investors.   Professional Real Estate Investors - How we can help you: Investor Fuel Mastermind:  Learn more about the Investor Fuel Mastermind, including 100% deal financing, massive discounts from vendors and sponsors you're already using, our world class community of over 150 members, and SO much more here: http://www.investorfuel.com/apply   Investor Machine Marketing Partnership:  Are you looking for consistent, high quality lead generation? Investor Machine is America's #1 lead generation service professional investors. Investor Machine provides true ‘white glove' support to help you build the perfect marketing plan, then we'll execute it for you…talking and working together on an ongoing basis to help you hit YOUR goals! Learn more here: http://www.investormachine.com   Coaching with Mike Hambright:  Interested in 1 on 1 coaching with Mike Hambright? Mike coaches entrepreneurs looking to level up, build coaching or service based businesses (Mike runs multiple 7 and 8 figure a year businesses), building a coaching program and more. Learn more here: https://investorfuel.com/coachingwithmike   Attend a Vacation/Mastermind Retreat with Mike Hambright: Interested in joining a “mini-mastermind” with Mike and his private clients on an upcoming “Retreat”, either at locations like Cabo San Lucas, Napa, Park City ski trip, Yellowstone, or even at Mike's East Texas “Big H Ranch”? Learn more here: http://www.investorfuel.com/retreat   Property Insurance: Join the largest and most investor friendly property insurance provider in 2 minutes. Free to join, and insure all your flips and rentals within minutes! There is NO easier insurance provider on the planet (turn insurance on or off in 1 minute without talking to anyone!), and there's no 15-30% agent mark up through this platform!  Register here: https://myinvestorinsurance.com/   New Real Estate Investors - How we can work together: Investor Fuel Club (Coaching and Deal Partner Community): Looking to kickstart your real estate investing career? Join our one of a kind Coaching Community, Investor Fuel Club, where you'll get trained by some of the best real estate investors in America, and partner with them on deals! You don't need $ for deals…we'll partner with you and hold your hand along the way! Learn More here: http://www.investorfuel.com/club   —--------------------

If you've ever been frustrated with Cabinet Vision, this episode is for you. Dominic Rubino sits down with David Buchsbaum of Beacon Solutions LLC — a former shop owner turned software consultant — to explore how smart shops use Cabinet Vision to boost productivity, reduce errors, and make more money. What you'll learn in this episode: 1. How to identify and remove “bloat” from your Cabinet Vision setup. 2. Why outdated versions could be costing you more than you think. 3. Real examples of UCS (User Created Standards) that save hours every week. 4. The role of continuous improvement in both software and shop floor processes. 5. How to cut down rework and callbacks with better engineering practices. 6. The personality styles best suited for Cabinet Vision roles — and how to hire the right person for the job. David and Dominic dive deep into the people side of Cabinet Vision too — showing why the right behavioral style can make or break your success with the software, and how matching skills to personality leads to faster workflows and fewer mistakes. David's insights will resonate with shop owners, engineers, and managers who want to work smarter, not harder.

In this episode, Molly sits down with Aviva Gordon, an estate planning lawyer, Founder/Owner of Gordon Law, LLC, to discuss her journey from dealing with high turnovers to building a rockstar legal team. They dive into hiring challenges, building a supportive culture, and keeping client service personal in a tech-driven world. Aviva shares why trusting professionals and continuous improvement are key to lasting law firm success.   Key Takeaways: Hiring Right Changes Everything – Moving from repeated assistant turnovers to finding the right fit transformed Aviva's legal team and client experience. Communication is Key – Even skilled attorneys can struggle with clearly articulating expectations to their team. Culture Beats Perks – A supportive, respectful team environment keeps great people longer than big salaries or flashy benefits. Process is Power – Documenting systems and procedures gets tasks out of the attorney's head and into a repeatable workflow. Clients Feel Your Team's Energy – A cohesive, well-supported legal team delivers better client care and stronger relationships. Small Firms Have Big Advantages – Personalized service, real human touch, and dedicated client care beat large-firm bureaucracy. Partnership with Professionals Pays Off – Bringing in expert help for hiring, onboarding, and leadership support accelerates growth. Continuous Improvement is Non-Negotiable – Regularly refining processes and roles keeps the legal team effective and engaged.   Quote for the Show: "Trust professionals. We as lawyers are good at what we're good at, but not good at everything." - Aviva Gordon   Connect with Aviva: Website: www.gordonlawlv.com LinkedIn: https://www.linkedin.com/in/aviva-gordon LinkedIn: https://www.linkedin.com/company/gordon-law-llc/ Facebook: https://www.facebook.com/GordonLawLV Instagram: https://www.instagram.com/gordonlawlv   Links: Website: https://hiringandempowering.com/ Facebook: https://www.facebook.com/hiringandempowering Instagram: https://www.instagram.com/hiringandempowering LinkedIn: https://www.linkedin.com/company/hiring&empoweringsolutions/ The Law Firm Admin Bootcamp + Academy™: https://www.lawfirmadminbootcamp.com/ Get Fix My Boss Book: https://amzn.to/3PCeEhk   Ways to Tune In: Amazon Music - https://www.amazon.com/Hiring-and-Empowering-Solutions/dp/B08JJSLJ7N Apple Podcast - https://podcasts.apple.com/us/podcast/hiring-and-empowering-solutions/id1460184599 Spotify - https://open.spotify.com/show/3oIfsDDnEDDkcumTCygHDH Stitcher - https://www.stitcher.com/show/hiring-and-empowering-solutions YouTube - https://youtu.be/IzlKZKDIr7Q

As the CEO and President of Texas State Optical (TSO) for over 20 years, John Marvin grew TSO into one of the top 10 retail optical organizations in the U.S.Tune in, as John gives us a glimpse into his career, how he developed his leadership style, and the next chapter for him beyond TSO.John also talks about the importance of building a culture for continuous improvement in both our professional and personal lives; as well as insight into the virtues of servant leadership.You can follow John on LinkedIn to see and hear many more leadership insights!If you like what you hear, buy me a coffee to support the show and get a shout-out in a future episode!

In this episode of Confessions of a B2B Entrepreneur, Jeff Rudner, host of 5 to 50: Financial Strategies for Growing Companies, interviews Tom Hunt, Founder and CEO of Fame, to reveal how he built a B2B podcast agency to £4M ARR without external funding. Tom shares lessons from 17 previous business attempts, emphasizing the critical role of financial discipline and the power of hyper-focus on core services. Discover his unique risk assessment framework, practical EOS implementation, and the vital role of culture in scaling. This episode delivers actionable strategies on cash flow, profitability, operational efficiency, and team incentives, demonstrating why doing less exceptionally well is the key to lasting growth.

Apply for the Nov 2025 (limited spots remaining) or May 2026 Japan Leadership Experiencehttps://kbjanderson.com/japantrip/ When you encounter challenges or setbacks, and it feels like things just aren't going your way, it's easy to get caught into a downward negative spiral.  But could simple mindset shifts change not just how you feel, but how you move forward and influence those around you with positive momentum?In this episode, I'm sharing three powerful reframes that have helped me reset, regain perspective, and move through challenges with intention and empowerment. These reframes aren't just personal practices—they're leadership strategies that can help you model resilience, learning, and agency, and inspire the people around you to do the same.This episode isn't about blind optimism or sugarcoating hard things. It's about real, actionable ways to reframe challenges and move forward with greater clarity, strength, and purpose.Learn the three reframes that have helped me (and the leaders I work with) get back up and lead with heart and intention.YOU'LL LEARN:How to reframe your focus from negative to positive and rise with more clarity and confidenceThe story behind the motto that inspires me daily –“Today's a great day” – and how gratitude can ground you in tough momentsWhy setbacks and failures aren't the end, but an opportunity to learn your way forwardHow the Japanese daruma doll became a lesson in resilience—representing the proverb “Fall down seven times, get up eight”How to move from feeling powerless to empowered and why the ball is always in your courtIMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/49Resources and ways to work with me: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Read my book featuring lessons from Isao Yoshino's 40 years of Toyota Leadership: LearningToLeadLeadingToLearn.com TIMESTAMPS FOR THIS EPISODE:01:56 [1st REFRAME] Find the good—even when it's hard02:03 Katie's dad as the inspiration behind the motto, “Today's a great day”04:23 Isao Yoshino's influence in learning how to shift from negative to positive07:22 The importance of focusing on the good for improvement09:23 [2nd REFRAME] Seeing failures and setbacks as learning opportunities10:17 Why daruma dolls are a reminder of resilience and the Japanese proverb "Fall down seven times, get up eight"12:04 Questions to maintain a learning mindset12:33 The learning zone versus the performance zone from Chain of Learning Episode 5 guest Eduardo Bricino13:37 Reframe exercise to reframe failure to learning opportunity 15:17 [3rd REFRAME] Moving from powerlessness to agency15:51 Understanding, “The ball is in your court” to help how you respond to negative conditions17:07 Achieving goals versus fulfilling your intention18:14 Katie's previous organizational role and how a reframe launched her consulting practice20:19 How two executives used coaching and reflection to shift from solving problems themselves to enabling their teams21:26 Stepping away from frustration and reframing the problem to influence things differently22:51 Reframe exercise to move from inaction to action23:33 Summary of the three reframes25:31 Questions to help shape your day and impact Apply for the Nov 2025 or May 2026 Japan Leadership Experiencehttps://kbjanderson.com/japantrip/ 

In this episode of People Solve Problems, host Jamie Flinchbaugh welcomes Dr. Greg Jacobson, CEO and Co-founder of KaiNexus, for an insightful conversation about the intersection of medical training, psychological safety, and continuous improvement culture. Greg's journey into the world of Lean and Kaizen began in 2004 when his department chairman handed him Masaaki Imai's book "Kaizen" and said, "You think like this." As an emergency medicine doctor, Greg was immediately struck by the realization that there was an entire discipline focused on improving systems. He recognized that healthcare had so many operational inefficiencies that applying these principles in the emergency department could yield tremendous results through solving basic problems and capturing low-hanging fruit. The conversation explores how Greg's medical background both helps and hinders systematic thinking about business problems. He explains that physicians are trained with a scientific mindset where every patient encounter resembles an experiment - gathering evidence, forming hypotheses, running tests, and evaluating outcomes. This mirrors the problem-solving methodology used in Lean thinking, making the transition natural for some medical professionals. However, the competitive nature required to succeed in medical school and residency can create fixed mindsets and reduce curiosity, as many doctors become accustomed to being the "alpha dog" who always has the right answers. A significant portion of the discussion focuses on psychological safety and its critical role in enabling improvement. Greg defines psychological safety as "being rewarded for being vulnerable" - whether that's admitting you don't know something, raising concerns about broken processes, or challenging existing systems. Through his experience working in emergency departments across the United States and even New Zealand, he observed that departments where people felt safe to speak up consistently had better outcomes than those where the culture encouraged keeping quiet and just getting the job done. Jamie and Greg explore how technology systems can actually enhance psychological safety by creating a buffer between individuals and problems. When issues are logged in a system rather than raised face-to-face, it shifts the dynamic from personal confrontation to collaborative problem-solving. The issue becomes the common enemy that everyone works together to address, rather than a source of interpersonal tension. Greg notes that rather than reducing human interaction, electronic systems actually increase communication by creating visibility and fostering engagement around improvement opportunities. The conversation turns to habit science and its application to continuous improvement culture. Greg credits reading "The Power of Habit" by Charles Duhigg, "Atomic Habits" by James Clear, and "Tiny Habits" by BJ Fogg with transforming both his personal life and his understanding of organizational change. He explains how KaiNexus applies the habit loop concept - cue, routine, reward - to create interconnected behaviors across different organizational levels. The routine of one person becomes the trigger for another person's habit, creating a web of positive behaviors that sustain improvement culture. When asked about his personal habit transformation, Greg shares how he moved from being an inconsistent squash player who would "demolish his body" once or twice a week to someone who exercises daily. After tearing his ACL in his forties, he used habit science principles to change his identity and create sustainable physical activity routines. Throughout the discussion, Greg emphasizes that KaiNexus is fundamentally about the human transformation that technology enables, not the technology itself. The platform's value comes from people interacting with it in specific ways that foster continuous improvement behaviors across the organization. For more information about Greg's work, visit kainexus.com or connect with him on LinkedIn.

https://tradingnut.com/feriano/ - Feriano's Links

What You'll Learn:In this episode, host Shane Daughenbaugh, Andy Olrich, and guest Matthew Rassi discuss the future of manufacturing. They explore the unique characteristics and misconceptions about Gen Z in the workforce. They emphasize the importance of providing purpose, ownership, and flexibility to engage Gen Z.About the Guest:Matthew is a seasoned Mechanical Engineer with over 25 years of experience in production leadership and operations, including 10 years in medical device manufacturing. He holds a Lean Six Sigma Master Black Belt and teaches Six Sigma courses at Governors State University. He serves on the Board of Advisors for FCS Manufacturing and is a member of the Society of Manufacturing Engineering. In 2021, he earned a patent for a laparoscopic instrument design. Through his consulting work, he helps small businesses implement Lean practices and develop self-directed teams. Matthew is also active in reentry support for formerly incarcerated individuals through Lifehouse-Group. Outside of work, he enjoys family life with his 11 children and 3 grandchildren and restoring old homes.Links:Click Here For Matthew Rassi's LinkedInClick Here For Lean Manufacturing Expert Website 

We explore the power of Hoshin Kanri—a strategic management system that sets mid- and long-term goals, aligns objectives across all levels of an organization, guides annual execution, and develops people's capabilities to sustain progress. Mark Reich brings insight from his 23 years at Toyota, where he helped implement this enterprise-wide approach to continuous improvement.

Summary In this episode, Andy welcomes Mark Reich, a former Toyota leader and current Chief Engineer for Strategy at the Lean Enterprise Institute. Mark is the author of Managing on Purpose. If you've ever tried to improve your team but felt like your strategy was stuck in a slide deck, this conversation is for you. Mark introduces the idea of hoshin kanri, a lesser-known but critical pillar of Toyota's management system, and explains how lean thinking is more than just tools--it's a way of developing people and aligning purpose across an organization. You'll hear why metrics alone won't get you to strategic clarity, how to escape the trap of firefighting, and why engagement, not just direction, is the key to long-term improvement. He also shares how lean thinking can be applied at home, even with your kids! If you're looking for insights on how to align teams, build capability, and lead with greater purpose, this episode is for you! Sound Bites "Don't focus on the tool. The tools have to serve a purpose." “Catchball is not just a handoff of plans. It's a conversation about what matters and how we'll learn together.” “Direction without development is just pressure.” They're not called punishment calls. They're called co-learning calls. “If strategy feels like something being done to people, you've already lost.” “You don't learn PDCA by attending a training. You learn it by doing it, with guidance, reflection, and coaching.” “It's not just about solving the problem. It's about who solves it and how they do it.” “We had to change how we talked about strategy before we could change how we worked on strategy.” Chapters 00:00 Introduction 01:49 Start of Interview 02:01 What early experiences shaped your views on leadership, strategy, or lean? 05:28 How do you explain TPS and hoshin kanri as two pillars of Toyota's system? 10:36 What are common mistakes leaders make when trying to improve the business? 15:23 Where do you coach people to start when they want better alignment? 17:40 What myths or misunderstandings do people have about lean? 18:12 Case study example: Turner Construction 25:45 What lean tools or concepts should project managers explore more deeply? 29:24 Where do you recommend someone begin learning about lean? 34:47 How has lean thinking helped at home—and with raising kids? 36:09 End of Interview 36:36 Andy Comments After the Interview 40:53 Outtakes Learn More You can learn more about Mark Reich and his work at the Lean Enterprise Institute at Lean.org. For more learning on this topic, check out: Episode 438 with Jeff Gothelf. It's a book about OKRs, which is different from hoshin kanri, but the overall discussion is worth checking out. Episode 387 with Atif Rafiq. It's a book that has a strategic approach to dealing with uncertainty. Episode 320 with Greg Githins. It's more about how to think strategically. Pass the PMP Exam This Year If you or someone you know is thinking about getting PMP certified, we've put together a helpful guide called The 5 Best Resources to Help You Pass the PMP Exam on Your First Try. We've helped thousands of people earn their certification, and we'd love to help you too. It's totally free, and it's a great way to get a head start. Just go to 5BestResources.PeopleAndProjectsPodcast.com to grab your copy. I'd love to help you get your PMP this year! Join Us for LEAD52 I know you want to be a more confident leader–that's why you listen to this podcast. LEAD52 is a global community of people like you who are committed to transforming their ability to lead and deliver. It's 52 weeks of leadership learning, delivered right to your inbox, taking less than 5 minutes a week. And it's all for free. Learn more and sign up at GetLEAD52.com. Thanks! Thank you for joining me for this episode of The People and Projects Podcast! Talent Triangle: Business Acumen Topics: Lean, Toyota Production System, Hoshin Kanri, Strategy, Organizational Alignment, Leadership Development, Continuous Improvement, Team Engagement, Project Management, PDCA, Capability Building, Coaching The following music was used for this episode: Music: Underground Shadows by MusicLFiles License (CC BY 4.0): https://filmmusic.io/standard-license Music: Synthiemania by Frank Schroeter License (CC BY 4.0): https://filmmusic.io/standard-license

What You'll Learn:In this episode, host Catherine McDonald, Shane Daughenbaugh, and guest Daniel Walker discuss the importance of innovation, culture, and leadership in change management. The empathize the significance of middle management in organizational change and innovation. He shares his research on empowering middle managers and the need for a culture of continuous improvement.About the Guest:Dr. Walker has been developing his skills in problem-solving, innovation, and culture change for several decades. He is a certified Six Sigma black belt. He holds a BS in Plastics Engineering Technology, an MS in Management, Strategy, and Leadership, and a PhD in Business Management. His doctoral research focused on organizational change and innovation. He has a passion for facilitating the learning process, focusing on leadership development and cultural innovation.Links:Click Here For Daniel Walker's LinkedIn

Join us on Make Winning Mandatory as we sit down with Madalina Iordache (Mad-ah-LEE-nah Yor-DAH-kay -- rhymes with Okay) is the founder and CEO of Bright Pink Agency, an award-winning marketing agency specializing in designing and building enterprise-level websites for national and international franchise brands. With over a decade of experience in franchise marketing, she's a Certified Franchise Executive, an engaged member of the International Franchise Association, and an active force in the franchise community – serving on multiple boards, speaking at conferences, and mentoring future franchise leaders at the Titus Center for Franchising at Palm Beach Atlantic University.SummaryIn this engaging conversation, Tyler Wynn and Madalina Iordache explore the journey of entrepreneurship, the evolution of marketing, and the importance of authentic branding. Madalina shares her personal experiences transitioning from employee to business owner, the lessons learned along the way, and how marketing has changed over the years. They discuss consumer values in the digital age, the significance of storytelling, and the role of social media in building a brand. The conversation also touches on overcoming public speaking fears, the value of email marketing, and the importance of networking for business growth. Madalina emphasizes the need for continuous improvement and offers practical advice for entrepreneurs looking to succeed in a competitive landscape.TakeawaysMadalina's journey into entrepreneurship began with a pivotal moment at her first job.Learning what not to do is as valuable as learning what to do.The marketing landscape has evolved significantly over the past 17 years.Consumers value speed, convenience, and relevance in today's digital age.Authentic brand messaging is crucial for cutting through the noise.AI is changing how businesses need to approach marketing and consumer engagement.Social media presence is essential, but businesses should prioritize their website as their main platform.Understanding your audience's needs is key to effective marketing.Execution of marketing strategies requires continuous monitoring and adaptation.Networking and building relationships are vital for business growth.Chapters00:00 The Journey to Entrepreneurship02:14 Navigating the Transition from Employee to Business Owner05:07 The Evolution of Marketing Over 17 Years08:01 Understanding Consumer Values in Marketing10:55 Crafting Authentic Brand Messages13:55 The Role of AI in Modern Marketing16:45 Social Media vs. Website: Where to Focus Efforts19:47 Listening to Customers: The Key to Effective Marketing22:50 Executing Marketing Strategies Effectively25:57 Low-Hanging Fruit for Small Business Marketing35:35 Identifying Blind Spots in Marketing Strategies38:09 The Role of Paid Advertising in Modern Marketing39:58 The Future of SEO and Content Marketing41:34 The Power of Storytelling in Branding44:44 Overcoming the Fear of Public Exposure48:42 The Resurgence of Email Marketing53:01 Continuous Improvement and Learning in Business57:18 Leveraging Customer Reviews and AI for Recommendations58:32 Advice for New Business Owners59:35 Building a Network of Support and Expertise

Read the blog postSummaryThe continuous improvement model is a systematic approach where organizations constantly implement small, incremental improvements to services, products, and processes. Built on seven core principles, this model enables businesses of any size to reduce waste, increase efficiency, and engage employees in meaningful change that directly supports strategic goals.

Join host Baylor Barbee in this engaging episode of Shark Theory, where he delves into the importance of authentic leadership and continuous improvement. Baylor shares a recent experience with Pacesetter Homes that highlights effective leadership practices, focusing on transparency, accountability, and the pursuit of excellence. Take a journey as he discusses the impact of leaders who embrace their roles with authenticity and humility. In this episode, Baylor Barbee explores the significance of balancing acknowledgment of success with a commitment to addressing areas for improvement. He discusses his admiration for leaders who maintain transparency and accountability, as exemplified by Blake from Pacesetter Homes. By avoiding the pitfalls of overly optimistic assessments, leaders can foster trust within their teams. This candid approach not only strengthens leadership but also motivates teams to continuously seek new heights of success. Key themes include authentic leadership, continuous improvement, and the power of feedback. Baylor also emphasizes the importance of staying open to feedback from team members. He underscores how seeking and embracing input from others can reveal blind spots and spur growth. Through his own experiences, such as lessons learned from a former football coach, Baylor illustrates the difference between leaders who focus solely on positive metrics and those who genuinely seek to advance. By fostering an environment of transparency and continuous feedback, leaders can cultivate teams that are engaged, motivated, and ready to achieve their full potential. Key Takeaways: Effective leadership requires a balance between celebrating success and identifying areas for improvement. Authenticity and transparency in leadership build trust and inspire teams. Greatness involves constantly seeking new levels of growth and improvement. Soliciting and acting on feedback helps leaders identify blind spots and enhance team performance. Leaders should focus on creating environments where teams are motivated to strive for excellence. Notable Quotes: "If you want to be an effective leader, if you want to be a trusted leader, you have to embrace that mentality." – Baylor Barbee "Greatness always looks for another level." – Baylor Barbee "The people that always act like everything's all perfect... I don't ever want to be that person." – Baylor Barbee "Transparency in getting that feedback goes a long way to developing trust." – Baylor Barbee "When a team that wants to be there is a team that wins." – Baylor Barbee

Thanks to our Partners, NAPA Auto Care and NAPA TRACS Recorded at the Institute Summit 2025, Tracy Holt and Patrece Holt Vance, a brother-sister duo from a family owned shop, share how their business transitioned into a new era of strategic growth and profitability under their leadership. They credit much of their progress to the accountability and peer support they found through the Institute's Peer Groups. Tracy and Patrice also open up about the critical role of workplace culture and employee well-being in their success, and Tracy reflects on how a personal tragedy reshaped his "why" and fuels his drive today. Tracy Holt and Patrece Holt Vance, Performance Place, South Jordan, UT Show Notes Watch Full Video Episode The Institute of Automotive Business Excellence: https://www.wearetheinstitute.com/ Don't Sell, Connect: The Power of Emotion with Your Clients [RR 1032]: https://remarkableresults.biz/remarkable-results-radio-podcast/e1032/ Introduction (00:00:00) Guest Introductions and Family Business Background (00:01:01) Composite Partner Program and Accountability (00:02:00) Vulnerability and Sharing Struggles (00:04:14) Common Struggles Among Shop Owners (00:05:40) Summit Speakers and Dan Clark's Message (00:06:12) The Evolving 'Why' and Taking Action (00:07:07) H Self-Doubt and Risk in Business (00:08:03) Family Dynamics and Succession (00:08:32) Balancing Work and Family Life (00:09:40) Major Life Pivot and Business Purpose (00:11:18) Lessons from Adversity and Team Building (00:13:08) CRM, Marketing, and Customer Loyalty (00:18:16) Profitability, Expansion, and Growth Mindset (00:19:20) Intuition and Sustainable Growth (00:20:39) Cost Management and Expense Control (00:22:10) Fear of Failure and Shifting Mindsets (00:24:24) Expansion, ROI, and Vision (00:26:38) Customer Relations and Word-of-Mouth (00:26:54) Opportunities, Multi-Shop Growth, and Caution (00:28:41) Conference Takeaways: Culture and Accountability (00:30:30) Continuous Improvement and Community Involvement (00:33:06) Implementing Conference Learnings (00:33:52) Thanks to our Partners, NAPA Auto Care and NAPA TRACS Learn more about NAPA Auto Care and the benefits of being part of the NAPA family by visiting https://www.napaonline.com/en/auto-care NAPA TRACS will move your shop into the SMS fast lane with onsite training and six days a week of support and local representation. Find NAPA TRACS on the Web at http://napatracs.com/ Connect with the Podcast: Follow on Facebook: