Podcasts about crotonville

How important is it for business leaders to not only identify talent within their organization, but to take meaningful action to actually develop that talent? On the flip side, how handicapping can it be for an organization to keep employees who are holding the company back from success? Bill Conaty is a top former HR executive at GE and co-author of The Talent Masters: Why Smart Leaders Put People Before Numbers. His 40 years at GE and his time as an advisory partner for Clayton, Dubilier & Rice has made him an expert in identifying and developing raw talent at an organization. Bill joins Greg to share insights from his time at GE, emphasizing the necessity of integrating HR with other business functions and the importance of having a seat at the table. They also discuss GE's unique HR practices, such as talent development programs, the role of corporate audit staff, and the evolution of HR through different business eras, including the impact of COVID-19 and the DEI movement.*unSILOed Podcast is produced by University FM.*Episode Quotes:Candor comes first trust comes later41:55: Candor comes first; trust comes later. In other words, we always—through our leadership development in session C, we had to say, "We always had the list of development need, one or two." And it wasn't that I needed to go to the next course at Crotonville or that I'm too tough on myself. It had to do with legitimate development needs, and you had to be able to trust the company before you could cite, you know, "I don't have great listening skills," or—and you had to feel like, "Whatever you stipulate, we're going to work with you on that." And we said: a development need is not a fatal flaw. A development need is only a development need as long as you address it. If you don't, it can become a fatal flaw.HR Success Starts with the CEO05:41: No matter how good of an HR leader you are, if the CEO doesn't have high expectations for what he wants out of that function, you're in for a long day.What do we look for in leaders?34:50: What do we look for in leaders? We started out with three E's—energy, energize, and edge—and so that's a green light, red light, yellow light. We'd go out to all the businesses, and we came away from one, and the leader had dynamite energy, could energize others, more than enough edge, and his numbers sucked. So, I said to Jack, "We assume this, but we need a fourth E, and that's called execution." Do you need a different kind of talent master to evaluate the talent versus the values?53:26: I think the values piece is—I think it's fairly easy to identify, but it's fairly easy to identify. If you have a real intimacy in the organization. If you don't, if you're just standing off in the distance and applauding the numbers that are coming in, you can have a real kick-ass leader that people really don't enjoy working for and probably won't work for that long.Show Links:Recommended Resources:Clayton, Dubilier & RiceJack Welch Jeff Immelt CrotonvilleOmar IshrakDave Ulrich Steve Kerr (bschool professor not coach)Guest Profile:Author bioExpert Profile at Strayer UniversityHis Work:The Talent Masters: Why Smart Leaders Put People Before Numbers

Get up and get informed! Here's all the local news you need to start your day: Elected leaders are criticizing Governor Kathy Hochul's reversal on congestion pricing, with State Senator Jabari Brisport leading a pro-congestion pricing chant in Brooklyn on Sunday. In other news, the Westchester County Department of Health warns that raw sewage is being released into the Hudson River in Ossining due to a break at the Crotonville sewer pump station, posing a public health threat. Plus, New York probation officials will interview former President Donald Trump on Monday as a required step before his July sentencing in his criminal election interference conviction.

Noticias Económicas y Financieras La República Islámica lanzó el sábado más de 170 drones, así como 150 misiles balísticos y de crucero, aunque el 99% de las amenazas aéreas fueron derribadas por Israel y sus socios aliados de la coalición. Los israelíes pasaron la noche del sábado en habitaciones seguras y refugios antiaéreos, mientras que el Comando del Frente Interno impuso limitaciones a las reuniones públicas y otras restricciones hasta el domingo. Hasta ahora se han levantado, lo que sugiere que una represalia inmediata en forma de un ataque directo contra Irán no será el camino más claro de disuasión. El presidente Biden también ha prometido seguir ayudando a Israel a defenderse, pero Estados Unidos no participará en una contraofensiva en un intento por evitar una guerra regional total en Medio Oriente. En cambio, probablemente se establezca una coalición para aislar diplomáticamente a Irán, con el objetivo de volver a dejar la guerra en las sombras. La popularidad de Android está creciendo, con Samsung (OTCPK:SSNLF) recuperando la corona como el principal fabricante de teléfonos inteligentes de Apple $AAPL en medio de una caída en los envíos de iPhone. Esto es, según la Corporación Internacional de Datos, que también mostró que las marcas chinas están ganando terreno, con Xiaomi (OTCPK:XIACF) ocupando el tercer lugar mundial. Recordemos que las ventas de iPhone en China ya se han visto afectadas a medida que Huawei recupera su posición en el mercado. Al entrar brevemente en territorio de corrección, las acciones de Apple han caído un 8.3% hasta la fecha, y su capitalización de mercado se ha reducido de casi $3T a $2.73T. $TSLA Tesla está recortando el precio de suscripción mensual de su paquete de conducción autónoma completa a $99 por mes desde la tarifa mensual anterior de $199 en lo que parece ser un cambio de estrategia por parte del gigante de los vehículos eléctricos. El fabricante de automóviles exigió recientemente que todos los clientes realizaran una prueba de manejo FSD y ofreció a los propietarios de Tesla existentes un mes gratis del sistema de asistencia al conductor. Tesla implementó el FSD v12 impulsado por IA, pero la actualización aún está lejos de alcanzar la autonomía total, y el paquete ahora se llama "FSD (Supervisado)". La compañía ha estado bajo presión recientemente y acaba de confirmar que despediría al 10% de su fuerza laboral global. $GE General Electric anunció la venta de su famoso campus de Crotonville. $AA Alcoa sube a medida que se imponen sanciones al comercio de metales ruso. $GOOGL Google bloquea las noticias de California mientras se avecina la ley de periodismo.

Eddy Dacius host the Divine Purpose Podcast. DPPodcast is a platform for healthy conversations, interviews, and interactions with callers. We all have different opinions; however, the truth is the ultimate mediator. SPECIAL GUEST Adam Coffey is an Army Veteran, Engineer, and Pilot who spent 21 years as a CEO of 3 national companies, billions in exits, two number 1 bestselling book... 15 years guest speaker at top business schools. My Army Years At age 17, fresh out of high school, I left home with $150 in my pocket and a duffel bag on my back and joined the U.S. Army. There, I learned about discipline and leadership. I learned how to work with people of diverse backgrounds to reach a goal as a cooperative unit. And I learned how to get to work on time. I owe a debt of gratitude to the military. I continue to enthusiastically support the men and women who protect and defend our country—both in my personal life and the companies I run. The Army also provided my education and first opportunities in engineering. That experience taught me the value of meticulous and strategic planning—a discipline that has served me well throughout my career. The Engineer in Me Engineering was the bridge to my first contact with G.E. Healthcare when I joined the company as an engineering group leader in 1991. I was privileged to attend the world-renowned John F. Welch Leadership Academy in Crotonville, New York—a life- and career-changing experience. My ten years at G.E., where I eventually attained the role of central Atlantic zone operations manager, taught me to run a business, and it became the launchpad for the rest of my career. One day, I got a call from a recruiter with an intriguing proposition: I was invited to interview for president of Masterplan, Inc., a private-equity-backed service company. This was my first exposure to the world of private equity, but it became the most influential factor in my career. I was subsequently hired for the role, and over the ensuing 20 years, I've had the honor of serving as president and CEO of two other service companies owned by private equity firms: WASH Multifamily Laundry Systems and, most recently, CoolSys, a market-leading refrigeration and HVAC service company. With CoolSys, I brought to bear all my experiences in business management and private equity to position the company for rapid expansion through strategic acquisitions as part of a buy-and-build strategy. CoolSys has 21 operating brands in 44 states and serves over 50,000 customer locations across the USA. In two decades of working with private equity firms, I've learned that anyone in business can use this tool to produce tremendous generational wealth. I've shared my experience and insights in my Amazon Best Seller, The Private Equity Playbook: Management's Guide to Working With Private Equity. The Exit Strategy Playbook: The Definitive Guide to Selling Your Business, I provide step-by-step guidance to get top-dollar for your business when you're ready to sell it. In addition to building successful companies with a robust and employee-centered culture, I derive great pleasure from speaking, consulting, teaching, and coaching—sharing my experience and expertise with businesspeople like so many others have invested themselves in my life over the years.   Sharing My Experience The most rewarding work I do is lecturing to executive MBA candidates at the UCLA Anderson School of Management, helping to shape the minds of the world's next generation of business leaders. That experience even inspired me to participate as a student in the school's executive program in business management—and it spurred me to finally put the lessons I had learned in my 20 years of private equity experience into my books. The most important lesson I have learned, however, is this: No matter how much you work, family is the most important thing at the end of the day. So, while I put my all into making my businesses successful, I intentionally carve out dedicated time to be involved in my wife's and children's lives. And I continue growing and learning daily—and having fun doing it! Most recently, I founded CEO Advisory Guru LLC to share my expertise with other CEOs, private equity portfolio companies, founders, family offices, and C-suite executives to help them succeed and drive transformative growth.    

David Levo, Principal at ZGF Architects, describes his experience collaborating on a redesign of General Electric's global leadership training location in Crotonville, New York, during his time with Perkins Eastman. In a project that was at the intersection of workplace, education, and hospitality design, the teams worked together to ensure that the built spaces were an extension of the global strategy and curriculum of the training process “Reimagining Crotonville,” facilitating human connections and aspiring to change behaviors through those spaces. Once Upon a Project is a member of the SURROUND podcast network. Check out more architecture and design shows at surroundpodcasts.com. Learn more about your ad choices. Visit megaphone.fm/adchoices

Stephen Drotter is Chairman of the Leadership Pipeline Institute and lead author of “The Leadership Pipeline.” Stephen has worked on succession planning and the related disciplines of organization design, executive assessment, and leadership development for over 50 years. He has helped over 100 companies in 37 countries with succession planning as a management discipline.    In his newest book, “Pipeline to the Future: Succession and Performance Planning for Small Business,” Stephen captures the learnings for meeting the challenges of small business. Steven explains the importance of the simplicity that comes on the other side of complexity. This episode is jam-packed with advice for leaders at all levels - an episode not to miss!   https://bit.ly/TLP-312   Key Takeaways [1:44] Jim tells about Stephen Drotter's background, including his latest book, Pipeline to the Future: Succession and Performance Planning for Small Business, and welcomes him to the show. [2:46] Stephen likes to dig to the bottom of things and does not accept superficial responses or thinking. He goes for simplicity on the other side of complexity. He tells about firing companies and why he does it. He works with companies that want outcomes. Process matters but outcomes matter more! [4:56] A good leader creates leaders for succession planning. Stephen tells why it is hard for some companies. Many companies don't choose to do the work for succession planning. Every position needs to be accounted for in the planning. [6:47] If you can't produce a good first-line manager, you can't produce a CEO. There's a lot to know and a lot to do, and it's a lot of work. That's the complaint Stephen hears. Most executives work more with their numbers than they do with their people. [7:21] Managers are working at the wrong level. For example, promoting a top salesperson to a leadership position does not make the salesperson a good sales trainer. If sales numbers rise, it is misleading. The other salespeople aren't developing if the first-line manager isn't measured on leadership. Working at the wrong level is the most common problem Stephen sees. [9:19] Stephen tells how to pick leaders and measure their performance, not their sales figures. Leadership performance is about developing leaders under you. Is your team better this year than last year? A leader sets the direction. You need to provide leaders with what they need to be able to lead, including the knowledge of how the company is doing and where it's going so they can support it. [11:19] Jack Welch liked to skip all the layers of management that he could and engage people at lower levels by going to their training courses at Crotonville and engaging the students directly.  A mechanism for communication is a huge piece of building leaders. [13:20] Are your criteria for picking leaders fair? First, distinguish between performance and potential. Judge potential by how people think and how they are viewed by their peers. What kinds of questions do they ask? If they ask questions at a higher level than their role, they must be thinking about it. Who are the people who think beyond today's task? They're the ones who become more efficient. [16:02] Stephen talks about the responsibility of the employee for development. The company has the key because they assign the jobs that will develop the employee. The employee has their interest, their questioning, their learning, and the way they complete assignments. Are they learning the business and the company or just their job? An employee has to be willing to stick their neck out and take some risk. [18:15] Stephen tells why he calls competency models nonsense. He says they are not relevant to the work. [20:42] Training should be differentiated by the student. Students at different management levels need different training. The training needs to apply to the company and what improvements are needed. [22:00] HR is not tuned in to what is needed at the business level; it focuses on the people, not the business. HR should be creating an agenda they use to drive the business. [24:47] Stephen tells about his passion for small business and why he wrote his latest book. He tells how he moved from large companies to consulting for large companies, to studying small companies for lenders. About 90% of Americans work for small companies. But nobody writes management resources for small companies. So Stephen wrote a book for them. [29:48] The management needs of small and large companies are surprisingly quite similar but how you meet the needs of small and large companies is remarkably different. Stephen gives an example and  He shares an anecdote from working with a big company. He offended the CEO! [35:13] Employees want to be fulfilled. Management wants production. Stephen shares thoughts on how people have changed. The important thing is to set goals and accomplish them. That's what helps you succeed. [37:59] Stephen shares more about leadership pipelines; it's how to run the business and set goals. He explains what the technology pipeline is. [42:00] Jan encourages listeners to listen to this conversation again and take notes. This topic is very different from the usual episodes. [42:38] Stephen shares his last thoughts. There are the workers, the communication patterns, and the work. Start with the work and the rest will make sense. All businesses have to compete.   Quotable Quotes “I like to dig down to the bottom of things. I have a hard time with superficial responses and superficial thinking, you know, the bumper-sticker-type leadership advice.” “There's simplicity and then there's complexity, and there's simplicity on the other side of complexity. I go for that simplicity on the other side of complexity. And so, it's time-consuming.” “Process matters but outcomes matter more.” “We've known how to do [succession planning] for 50 years, so there's no longer an excuse. People just don't want to do the work.” “Think of a pipeline that's broken at the point where the pipeline goes into the material you're going to pump. That very first piece is broken. What do you think's going to come out the back? Nothing!” “Most succession systems are broken at the bottom. If you can't produce a good first-line manager, you can't produce a CEO. You're going to have to get him someplace else. It's not in the culture. People don't understand that developing themselves and others is important.” “To work at the right level takes a lot of personal discipline to move away from the stuff that you like and into the stuff that you have to do.” “The top [level] needs to spend more time with the bottom [level]. That's one of the very big, important disciplines.” “A mechanism for communication is a huge piece of building leaders.” “It's not possible to define the potential for someone to go higher than you are.” “You may be entitled to a promotion because you earned it, but you're not entitled to a promotion because you showed up today.” “When I started consulting, I stayed with big companies because they can pay..” “There's such a thing as management risk. You have the wrong management structure and the wrong management people; you're putting your business at serious risk.” “If you want to have development happen, pick a job you don't want, working for a boss who doesn't want you. There will be real development.”   Resources Mentioned Theleadershippodcast.com Sponsored by: Darley.com Stephen Drotter Leadership Pipeline Institute The Leadership Pipeline: How to Build the Leadership Powered Company, by Ram Charan, Stephen Drotter, and James Noel Pipeline to the Future: Succession and Performance Planning for Small Business, by Stephen Drotter LinkedIn Jack Welch GE Crotonville David McClelland London Fog Jimmy Choo Fortune 500

Team building sessions and awaydays have always been a part of office culture. But in a post-pandemic world, where we meet our colleagues IRL, or even in the virtual metaverse, will the awayday survive? Isabel explores the appeal of the awayday with Ed Mumm, who owns Dig This, a ‘super sized sandbox' for adults in Las Vegas. Driving Ed's giant diggers is a popular team day out, giving staff the chance to let loose and compete for prizes. Andrew Hill, FT management editor, talks about more ‘out there' awaydays - including geese herding and Hunger Games reenactments - and what staff get out of them. Research on the topic is scant, but it's likely that the impact is short-term and focuses [can an impact focus on?] on improved interpersonal relations.The serious version of the awayday is the corporate offsite, where leaders gather to discuss strategy or do a course. There's a long history of big companies having their own ‘campuses' for training and retreats - famously GE's Crotonville in New York State. That might be coming back into vogue - Salesforce's Marc Benioff has talked about buying a ranch for his employees. Finally, Andrew and Isabel discuss what might be next for team building and strategy days. Aside from ayahuasca journeys - favoured by some out-there start-ups - the metaverse offers a lot of potential for remote teams to gather in one place, joined via headsets. Want to read more ? Andrew Hill on working in the metaverse ttps://www.ft.com/content/61ce8588-5233-44d0-aa12-ce9ed60fb314 ... and on strategy awaydays ttps://www.ft.com/content/4aa19b24-6935-11e6-a0b1-d87a9fea034fGE's own fascinating history of Crotonville - established in the ‘Mad Men' era, and still going strong https://www.ge.com/news/reports/inside-crotonville-ges-corporate-vault-unlockedEd Mumm's Dig This in Las Vegas, where you can watch your boss drive a giant digger https://digthisvegas.com/From our colleagues at the tech news site Sifted, strange stories of taking psychedelics on team awaydays https://sifted.eu/articles/psychedelic-retreat/We love to hear from you. What do you like (or not)? What topics should we tackle in 2022? Email us at workingit@ft.com or Isabel directly at isabel.berwick@ft.com. Follow @isabelberwick on Twitter or Instagram.Subscribe to Working It wherever you get your podcasts - please listen, rate and subscribe!Presented by Isabel Berwick. Editorial direction from Renée Kaplan. Assistant producer is Persis Love. Sound design is by Breen Turner, with original music from Metaphor Music. Produced by Novel. See acast.com/privacy for privacy and opt-out information.

In this solocast episode of the Equipping Leaders Podcast, I talk about the mindset that leaders must have when making decisions. From big decisions like Dwight Eisenhower's decisions around D-Day, to Jack Welch's investment into Crotonville, leaders make all kinds of decisions that have lasting impact on the environment and people of their organizations. 

Steve Kerr Dr. Steve Kerr is currently a senior advisor to Goldman Sachs, following a six-year term as a managing director and Goldman’s chief learning officer. Before joining Goldman he was General Electric’s CLO and vice president of corporate leadership development for seven years, where he worked closely with Jack Welch and led GE’s renowned leadership-education center at Crotonville. After leaving Goldman he again worked with Jack Welch, serving as co-founder and executive director of the Jack Welch Management Institute. Dr. Kerr has also served on the business school faculties of The Ohio State University, the University of Michigan and the University of Southern California, where he was dean of the faculty and director of the Ph.D. program. He is a former president of the Academy of Management, the world’s largest association of academicians in management. He has authored or coauthored six books and more than 80 journal articles, and his writings on leadership and “on the folly of rewarding a, while hoping for b” are among the most cited and reprinted in the management sciences. Stefan Swanepoel Stefan Swanepoel has been voted “Businessman of the Year, “One of the Top 50 people to follow on Twitter” and as one of the “Top 100 Most Influential People in Real Estate.” He has authored more than 24 books and reports on subjects such as real estate trends, technology, business strategies, and consumerism. His books have been featured on more than 18 bestseller lists including New York Times, Wall Street Journal, USA Today, Star Tribune, Huffington Post, Amazon, Barnes & Noble, Inc. Magazine, CEO Read, San Francisco Chronicle, MSNBC, Publishers Weekly, ABC and Miami Herald.

Himanshu is the Founder & CEO of the Center of Strategic Mindset, a Thought Leadership and Consulting organization focused on advising boards on Strategy, People, and Risk. He is a C-Suite Executive Coach who works with Promoters, Boards, CXOs, and top leaders in the disciplines of managing strategy, driving execution, implementing Balanced Scorecard, and developing top leadership. He is a regular speaker at GE-Tuck Leadership Roundtable at Crotonville, Bloomberg, GE Digital Learning Summit, and many other global summits. He also advises Ivey League institutions on curriculums for Executive Education, based on his industry insights. He regularly writes in leading journals & portals, delivers keynote address in global forums and teaches as a visiting faculty in leading B-Schools #HimanshuSaxena #rhettpower #CenterofStrategicMindset #leadership #crisis #change #mg100

Mr. Hurlbert is a seasoned entrepreneur – with a thirty-year track record of building successful businesses with strong leadership teams. Mr. Hurlbert was named Ernst & Young Entrepreneur of The Year® in 2009 in the Houston and Gulf Coast Area and inducted into the Ernst & Young Entrepreneur of The Year® Hall of Fame that same year. He was also a founding member of the Young Presidents Organization – Gulf Coast Region. Mr. Hurlbert is currently a Managing Partner and Co-Founder at BrightMark Partners, a growth equity and management firm dedicated to providing capital and resources to venture, growth phase, and middle market businesses. Mr. Hurlbert served as the President, CEO and Chairman of the Board of Houston based TAS Energy from December of 2001 to April of 2020. TAS is leading provider of high efficiency and modular cooling and energy systems for the data center, commercial, industrial and power generation markets. TAS was sold to publicly traded Comfort Systems (FIX) on April 1st of 2020. Under Mr. Hurlbert's leadership, TAS grew from a “start-up” to a global leader in efficiency/capacity offerings to the industrial, power generation and HVAC industries, renewable energy – including building over 300MW of geothermal plants worldwide, and data center products and services. When TAS was sold to FIX, the company had over 750 employees worldwide and delivered over 2,000 modules to 33 countries globally. Mr. Hurlbert is the Chairman of the Board at Clearas Water Recovery. Clearas utilizes patented, sustainable and proprietary technology to solve high nutrient wastewater challenges in the municipal and industrial water markets. In doing so, Clearas produces a valuable “bio waste” that can be sold into multiple vertical markets. Currently Clearas Water Recovery bio-waste is a sustainable substitute for hyrdro-carbon based products – i.e. it is being used to make foam for Addidas tennis shoes. Mr. Hurlbert sits on the Board of Prostar Geocorp, a company pioneering geospatial intelligence technology in the energy infrastructure and transportation markets. Prostar utilizes a SaaS based business model and has multiple patents and is transforming the way large utilities, construction companies, and states departments of transportation track underground assets and utilities (i.e. natural gas pipelines). Mr. Hurlbert sits on the Board of ATR SmartProcedures, a company pioneering digital transformation in the industrial industry by providing a SaaS based offering to take “paper based” operational, safety, environmental, and maintenance procedures and putting them in the cloud so they are easily accessible by plant employees. ATR has an impressive customer including Exxon, Chevron, Koch, and Commanche Peak. Mr. Hurlbert served from 2012 to 2018 on the Board of Directors at Loenbro, Inc., a diversified energy services and construction company with more than 900 employees. At Loenbro, Mr. Hurlbert provided leadership direction and oversight for the organic and inorganic growth plan, capital partnerships, risk management, organizational development, marketing and business development, as well as general and administrative oversight. Mr. Hurlbert helped Loenbro founders monetize the business in 2018 with a large New York private equity firm. Prior to joining TAS in 2001, Mr. Hurlbert served as the President and General Manager of a Pratt & Whitney Power Systems business unit, P2 Energy. Prior to P2 Energy, Mr. Hurlbert served as President and CEO of the PIC Energy Group. While at PIC, Mr. Hurlbert initiated and closed a joint venture with PWPS, which lead to the formation of P2. This transaction was valued at over $150 million to PIC, which at the time had roughly $25 million in revenue. Mr. Hurlbert left PIC to lead the P2 entity. Mr. Hurlbert is currently the Co-Founder and Co-CEO of Local Bounti, a company pioneering sustainable indoor agriculture. Prior to joining PIC as the CEO, Mr. Hurlbert was named General Manager of Global Sales for General Electric's Contractual Services business (GECS). Mr. Hurlbert was integral in building GECS from a “start- up” to over $7 Billion in backlog in just 24 months. GECS was known for pioneering the LTSA product line (long term service agreements) for GE's gas turbine technology. LTSA's became an industry wide standard. Mr. Hurlbert lead the team that developed out the product line, and built the global sales team from the ground up, starting with approximately 15 people and ended with over 150 when he left. When Mr. Hurlbert left GECS, the business had just closed $1 Billion in backlog in the prior quarter. A trend that continued after he left. GECS would go on to become one of the biggest success stories in the history of GE, and GE Power systems. While at GE, Mr. Hurlbert completed GE's esteemed four-week MDC program at Crotonville. Prior to GE, Mr. Hurlbert held the position of Director of International Business Development for Stewart & Stevenson (S&S), the world's largest third-party operator of Power Plants. S&S Power division was purchased by GE. Mr. Hurlbert joined the energy industry in 1990 in a position with North American Energy Services (NAES) a leading operations and maintenance company where he led sales in Latin America. Prior to NAES Mr. Hurlbert served as a Valuation Manager in the Mergers and Acquisitions Group for the Geneva Companies. Mr. Hurlbert successfully valued over 75 middle market businesses, company valuations ranged between $20 and $150 million. Prior to joining Geneva, Mr. Hurlbert was hired off the San Diego State University campus to work for the Ford Motor company in their esteemed “financial management” program. Mr. Hurlbert worked in Ford's “Aerospace” division and was a financial analyst in Ford's advanced “Star Wars” program. Mr. Hurlbert has a Bachelor of Science (BS) degree from San Diego State and a Master of Business Administration (MBA) from the California State University – Long Beach. Mr. Hurlbert is the past President and Chairman of the Turbine Inlet Cooling Association. Mr. Hurlbert loves spending time with his wife and three daughters, Ellie, Kate, and Bella. He is also a competitive golfer, having won the 2010 Montana Mid–Amateur and the 2020 Montana Senior Amateur tournaments and other top regional and national golf events. Mr. Hurlbert has competed in 3 USGA events.

Hey everybody, welcome to episode 2 of the Usable Marketing Podcast. And yesterday was telling you my story and about how I had been riding high when I worked at NBC. I had gone to a leadership management program in Crotonville part of GE. I had with the chairman a couple of times. Things were really good. I even collected a few Emmy awards. You can see how having all of these kind of outward manifestations and social proofs got me to a point where I thought I was at the top of the mountain. I used to say "I'm living the dream!" But the thing is that when I got laid off from NBC in 2009 and went to having no job and not clear what my next move was, it was a very scary time. Guides, gurus and mentors are what got me through. --- Support this podcast: https://podcasters.spotify.com/pod/show/usablemarketing/support

The podcast for Project Managers by Project Managers - Stakeholder Engagement Table of Contents 00:53 … Meet Laura 04:21 … Learning and Development 05:18 … Working Internationally 11:44 … Representing H.Q. Remotely 15:56 … Culture Differences 17:11 … Inheriting a Position 22:30 … Stakeholder Engagement 24:56 … Reading a Room 28:21 … Empathy and Humility 30:47 … Building Trust 33:27 … Mistakes to Avoid 36:38 … Closing LAURA BUTCHER:  I think, because now my work is largely about serving clients and building relationships with clients who are my customers in my work now, I think stakeholder engagement is so essential. NICK WALKER:  Welcome to Manage This, the podcast by project managers for project managers.  This is our time to meet and talk about what really matters to you in the field of project management.  Our desire is to give you some perspective, some ideas, some real-life examples of what success looks like and how to get there. I'm your host, Nick Walker, and with me are the two guys who guide our discussion, Andy Crowe and Bill Yates.  And today we get to talk with someone who truly has a global perspective as a project manager. Meet Laura Laura Butcher is an organization and leadership development consultant.  She began in human resources at GE Appliances and GE Aircraft Engines; then at NationsBank, where she led teams following the NationsBank/Bank America merger.  After that, she made the move to London as Delta Air Lines Director of Human Resources in Europe.  Laura is the co-founder and principal of Blue Key Partners, a consulting practice focused in the areas of learning and leadership development, including executive assessment and coaching,  Laura, thanks so much for being here with us on Manage This. LAURA BUTCHER:  Thank you for inviting me. NICK WALKER:  We want to talk with you about working with global customers and engaging with stakeholders around the world.  But first of all, can we just take some time to get to know you a little bit better?  Tell us a little bit about yourself and what your first experiences were like with GE as you traveled internationally. LAURA BUTCHER:  So my background in corporate America was with GE, Bank of America, and Delta Air Lines for about 15 years. ANDY CROWE:  Small companies. BILL YATES:  Yeah. LAURA BUTCHER:  And then began my consulting practice about 12 years ago, largely in the areas of organization development, leadership development.  But my early experiences were in the human resources function, where I became very passionate about learning and development.  I had experiences supporting many global joint venture partners with GE Appliances and GE Aircraft Engines.  I did some work with GE Crotonville, which is the corporate leadership training institute in Crotonville, New York, where I was part of an adjunct faculty to take some of the GE Work-Out and Change Acceleration Program training to our colleagues in Asia and Europe.  So I was bitten with the bug of working internationally in my early days with GE. NICK WALKER:  What kind of prompted you?  What was it that bit you about working internationally? LAURA BUTCHER:  I think I always enjoyed the experience of seeing new places, experiencing new things, eating new cuisines, seeing sights and the history of places.  But I think beyond that I began to really appreciate working with people who see the world differently from myself.  So I think that's what I found particularly engaging about it.  So oftentimes the work that we're doing in human resources or in training and development is complex anyway because we're dealing with human behavior.  But when you add the dimension of culture differences on top of that, it can be quite interesting work, and fulfilling. NICK WALKER:  What countries did you deal with when you were with GE? LAURA BUTCHER:  Well, we had joint venture partners in Asia.  So we were establishing a joint venture site with a Korean fi...

Adam Ward is an Innovation Coach, Author and Speaker with over 25 years of strategy and product development experience. He began his career as a design engineer at Honda R&D before becoming the Lean Product Development Strategy Leader at GE Healthcare. Now at Simpler, an IBM Health Company, Adam coaches C-Suite healthcare teams worldwide on client delivery redesign with a focus on new product development, services enhancement, and organizational transformation. He is one of the early adopters of innovation techniques in healthcare and has been at the ground level for major projects, including GE’s $8B Diagnostic Imaging Division. He is the creator of GE’s Disruptive Cost Workout methodology, which continues to be their business standard. As an innovation consultant with Simpler, Adam has guided clients like Atrius Health, Northwestern Mutual, Lockheed Martin, and the U.S. Air Force to leverage lean product development to increase the ability to create new products, services and patient-care models. His project at Lockheed Martin won their prestigious Team of the Year Improvement Award and Adam has won the President’s Award from Honda, GE and Simpler for his innovation methods. Adam has a Bachelor’s Degree in Mechanical Engineering from the University of Maryland and an MBA from Ohio State University, in addition to attending GE’s Crotonville leadership courses and its Management Development Course. Adam now guest lectures at Ohio State for both graduate and undergraduate programs on innovation, leadership, customer understanding, and change management. An accomplished triathlete, Adam has completed an Ultraman, finished three Ironman, competed twice in the US National Championship and twice in the Ironman 70.3 World Championship. In this discussion we cover 1. Simplifying your life by cutting out unnecessary communication, even if you think it will make you look more professional. 2. Why at the top, all of the problems are the same, just the words are different. 3. The benefits of religion and religious observance in the business world. 4. How religion can better update itself to be relevant and meaningful in the modern age.

Danielle Merfeld, Chief Technology Officer for GE Renewable Energy, visited the Crotonville campus and spent some time with us to talk about change, trends, and innovation in the energy industry. Hear about one of the digitalization trends she's most excited about and how behavioral design can be used to help better engineer processes to manage the rapid pace of change more effectively. Twitter: @DWMerfeld Danielle was recently named "Woman of the Year" as part of the Cleanie Awards. Learn more: https://www.apnews.com/37c050cd27cb45a5b0f8544117e5fc35 https://cleanieawards.secure-platform.com/a/page/Winner-Gallery She Can STEM video: https://www.youtube.com/watch?v=ZVxRM5ga61I

“Our intuition is beautiful and can give us tremendous insights, but we also need to recognize that it's misguided." Kelly Peters explains how her “irrational passion” for behavioral economics led her to co-found the first management consulting firm dedicated to bringing scientific thinking into business strategy, and how leaders can make smarter decisions by incorporating behavioral economics into their operations. Kelly Peters is the CEO and Co-Founder of BEworks, which provides scientific research, evidence-based strategies, and fully implemented solutions to their clients, which include Fortune 500s and governments around the world. She has also overseen the launch of several business ventures that capitalize on insights into consumer behavior. Kelly is a Faculty Lecturer of Applied Behavioral Science at the University of Toronto’s Rotman School of Management, as well as a regular lecturer at Cornell and Harvard, among other schools. Hosted by Tom Andrews: For the past twenty years, Tom Andrews has been helping Chief Executives lead their organizations through transformation, most recently as the President of SYPartners’ Organizational Transformation practice. He has recently founded a new organization, TJA Leadership, which integrates leadership development into organizational and cultural transformation. Tom has helped design leadership curricula for GE’s Management Development Institute at Crotonville and the U.S. Military Academy at West Point, and regularly speaks at Fortune 100 companies and other high-performance organizations.

During Stephen Friedman’s tenure at MTV, social impact drove many business decisions that ended up cementing the network as the cultural home for the millennial generation. In this episode, he explains the first step businesses should take to embrace social action, and how more listening and empathy can inspire breakthroughs for leaders at any level. Stephen, an Emmy and Peabody award-winning creator of social impact campaigns, is the Societal Impact Advisor at SYPartners. Previously, Stephen was the President of MTV for seven years, where he spearheaded the network's successful transformation, resulting in more top-rated series for young viewers than any other network (including Teen Mom, Catfish, and Jersey Shore.) During his 18 years at the network, he created MTV’s social impact department, launched mtvU and led MTV2, MTV.com and LOGO to record highs. Host: For the past twenty years, Tom Andrews has been helping Chief Executives lead their organizations through transformation, most recently as the President of SYPartners’ Organizational Transformation practice. He has recently founded a new organization, TJA Leadership, which integrates leadership development into organizational and cultural transformation. Tom has helped design leadership curricula for GE’s Management Development Institute at Crotonville and the U.S. Military Academy at West Point, and regularly speaks at Fortune 100 companies and other high-performance organizations. https://www.sypartners.com/leader/stephen-friedman/

Anup Sharma, VP of GE Digital, joins us to discuss topics like the Digital Thread and Digital Twin during his time as Leader in Residence on the Crotonville campus. Anup also shared how preparing for and completing a triathlon this year helped him grow as a leader.

Deirdre Latour was the Leader in Residence at Crotonville last week. As the Chief Communications Officer for GE, we spent some time getting her advice on how to best communicate - especially in challenging times - while keeping factors in mind like your stakeholders and self-awareness. Follow Deirdre on Twitter @DeirdreLatour

OVERVIEW Linda is the Global Managing Director of Achieveblue Inc.. She's  a proven leader with experience in Fortune 10 companies building teams and driving talent development initiatives that support productivity and company growth. She has specific expertise in culture transformation, developing high potential leaders and building scientific and data supported talent processes that yield better leadership capability. She is an internationally recognized expert on global leadership development. Her co- authored book Winning With Transglobal Leadership was named one of the top 30 best business books for 2013. She also co-authored Optimizing Talent with Dr. Paul Eccher. Optimizing Talent is a groundbreaking work spelling out proven steps to build a talent rich organization. This book has been cited as a must read for every leader who knows talent is the real competitive advantage. Her latest book, The Optimizing Talent Workbook, will be out this spring. Dr. Sharkey is an inspiring keynote speaker at many global events. She is currently leading the Global HR Academy with the Conference Board, and she was a keynote speaker at the World Human Resources Development Conference in Mumbai, India. Linda was honored to be recognized at this conference with the “Super Women Achievement Award” for 2013. She has a reputation as a no nonsense executive coach that enables those she coaches to show measurable behavior change in the eyes of others. CURRENT POSITION Linda currently is Global Managing Director for Achieveblue Inc., a boutique consulting firm specializing in global leadership and talent development and cultural transformation. Linda brings a unique set of tools to Achieveblue and her work focuses primarily on applying scientific methods to human capital strategies that correlate to business outcomes.. Additionally, Dr. Sharkey is a Founding Member of the Marshall Goldsmith Group, a premier executive coaching organization that shows measurable improvements in those they coach. PREVIOUS EXPERIENCE Most recently Linda was Chief Talent Officer and V.P., People Development at Hewlett Packard, responsible for establishing and driving the company's talent management initiative, performance management processes, career development, executive staffing, coaching, employee engagement, and diversity and inclusion efforts. In this capacity she launched an executive development process that resulted in key actions to drive a high performance culture. She refocused the diversity efforts to be part of the mainline talent management initiatives and embedded them into the core processes of the company. Prior to HP, Linda was with GE and held numerous Senior Human Resources and Talent Management roles. She established a leadership development effort for GE Capital that became part of the Crotonville offerings and was named a best practice by CEO Jack Welch. She led several key cultural integrations and established a coaching process for executives, developed HR professionals as coaches and personally coached many senior leaders. ACCOMPLISHMENTS AND EDUCATION Linda is widely published in the area of leadership development, culture change and executive coaching. She is frequently a keynote speaker at company events, Linkage, Talent Management Magazine conferences, Conference Board and the Organization Development Network. She holds a PhD in Organization Development from Benedictine University, MPA from Russell Sage College and a BA in History from Nazareth College. She is a past two term member of the Academy of Management Board for OD as the scholar practitioner. BOARD & PROFESSIONAL MEMBERSHIPS Distinguished Fellow, Center for Global Leadership Development, The Marshall Goldsmith School of Business, Alliant UniversityAdjunct Professor – Benedictine University, Naperville, IllinoisExecutive Board Member of The Academy of Management Organization Development and Change DivisionFormer Advisory Board Member of CatalystFounding Board Member, Best Practices Institute Linda Sharkey, Ph.D.Dr. Sharkey is a trusted transformational expert and speaker. She is the co-author of The Future-Proof Workplace and specializes in helping businesses prepare for the future. She is also an HR Executive and Business Strategist with experience in Fortune 10 companies coaching and developing leaders and teams and driving talent development initiatives that support productivity and company growth. She is a founding member of the Marshall Goldsmith Group focused on helping successful executives become even more successful.

Our latest Leader in Residence at Crotonville was a real treat to work with. Ana Lucia Caltabiano provided us with great insights on how she started writing to better share deeply moving experiences, how she senses the company has changed (or not), and what she has learned from her reverse mentor. We also learn what she does in her free time (hint: it involves 350 large animals!)

Fiercely Loyal with Dov BaronOne of Inc. Magazine's Top 100 Leadership Speaker to hire. Dov Baron is an international leadership catalyst! He is the leading authority on Authentic Leadership, and Leadership Succession or. as he prefers to call it, — "Full Monty Leadership." The world's only Corporate Cultural Momentum Strategist, Dov works with leaders and executive teams to build the bonds that create corporate cultures that become Fiercely Loyal. http://fullmontyleadership.comThe Future Proof WorkplaceDr. Linda Sharkey is widely acknowledged as one of the world’s prominent thought leaders on global leadership development and the author of The Future-Proof Workplace. At the foundation of Dr. Sharkey’s success are years of in-the-trenches experience with some of the world’s largest and most admired companies, building high-performance teams and developing talent that drives productivity and company growth. Dr. Sharkey is a founding member of the Marshall Goldsmith Group, a premier executive coaching organization. As Senior HR Executive with GE, Dr. Sharkey established a leadership development effort for GE Capital that became part of the world-renowned Crotonville offerings. This profram was named a best practice by CEO Jack Welch.

Crotonville's resident Mindfulness expert, Debbie Jeremiah, joins us to discuss exactly what mindfulness is, its benefits, and why organizations should care (along with things both individuals and organizations can do to practice mindfulness. Referenced Links: - American Institute of Stress: https://www.stress.org/ - 2017 Global Stress Summit (Online for FREE April 24 - May 1, 2017): http://ebrain.heidihanna.com/p/globalstresssummit

Alex Dimitrief, GE's Sr. VP & General Counsel, discusses the importance of teams, constructive conflict, and one of his biggest early leadership mistakes during his visit to Crotonville as Leader in Residence.

Harry Elsinga, Senior HRM of GE Oil & Gas, spent some time on the Crotonville campus as Leader in Residence and shared his thoughts on the value of ongoing learning, scaling your skills up, digital impacts in the HR space, and how the scope of leadership and what it means to means to be a leader is expanding.

Jim Fowler, CIO at GE, chats with us during his visit to the Crotonville campus about his personal leadership development experiences and how technology is changing leadership.

If you want to go fast, go alone. If you want to go far, go together! I heard that while working once at the G.E. Crotonville learning campus many years ago. Here are some ideas you can use to build - and build up - your own professional learning and development team.