Podcast appearances and mentions of dan pink

Ever feel like you're stuck in a cycle of powerlessness when it comes to parenting challenging teens? This episode of the "Not By Chance" podcast is your guide to transforming that feeling into a sense of empowerment. Join Dr. Tim Thayne and his wife Roxanne as they explore strategies to help parents become effective leaders in their family dynamics.Discover the power of family-based approaches—Dr. Thayne shares insights from a National Institute on Drug Abuse study showing a 30% reduction in relapse rates with these methods. It's all about involving parents, the most invested stakeholders, in the treatment process. The journey begins with a shift in belief: parents must recognize their potential to influence change. Drawing from Dan Pink's concepts of "grit" and "buoyancy," Roxanne emphasizes the need for persistence and resilience.Consistency is key. Dr. Thayne discusses the impact of applying true principles, even when it feels unnatural. By breaking old patterns, parents can foster positive outcomes in their interactions with teens. Emotional management is another crucial element—staying calm during conversations can transform the dynamic. Roxanne shares her personal experience of giving up raising her voice, highlighting the benefits of calm communication.Trust is the cornerstone of any relationship. Dr. Thayne cites research showing that teens who feel trusted by their parents are significantly less likely to engage in risky behaviors. He offers practical advice on building trust through choices and accountability, using real-world examples to illustrate these concepts.Join us for an episode filled with actionable insights and inspiring stories. Whether you're navigating the challenges of parenting or seeking to strengthen family bonds, this conversation is your roadmap to creating lasting, positive change. Welcome to a journey of empowerment and transformation with the Thaynes.

On this episode of the Customers First Podcast, I engage in a deeply insightful conversation with Jaime Raul Zepeda, a Workplace Culture Architect and Executive Leader. Jaime brings a wealth of experience in enhancing employee engagement and cultivating high-performance environments. We delve into the connection between cultivating a people-first culture and driving business success, exploring how organizations can maximize their potential through strategic people-centric practices.   Jaime shares his journey into this field, sparked by a transformative reading of Dan Pink's "Drive." He emphasizes the importance of making work a fulfilling experience since we spend more time there than anywhere else. We discuss the domino effect of workplace culture on overall happiness and fulfillment, affecting employees and their subsequent interactions in their personal lives. Jaime's passion for fostering environments where people thrive radiates as he outlines his experiences at notable organizations like Great Place to Work and LinkedIn, which ultimately led to his current role in Best Companies Group.   We shift our focus to what a redesigned employee experience could look like. Jaime passionately advocates for a holistic view encompassing the triple bottom line: people, profit, and planet. He challenges leaders to remember that focusing solely on profit can lead to disengagement and high turnover rates. Instead, he asserts the importance of feeding the people within the organization to maintain engagement and commitment. Citing the importance of dignity and fairness, Jaime insists that leaders must prioritize their people's fulfillment to excel in business truly.   Throughout our conversation, we explored the misconception that employee happiness is synonymous with engagement. Jaime argues for a deeper understanding of growth and fulfillment, emphasizing that real challenges, rather than mere perks, lead to meaningful employee commitment. He invites leaders to invest thoughtfully in their people, fostering growth that stimulates pride and mastery rather than temporary satisfaction.   We further examine how organizations can cater to diverse employee motivations by distinguishing between those who seek rapid career advancement and those who prefer steady growth. Jaime explains the importance of personalized development paths tailored to the individual's desires and goals, reinforcing that genuine growth leads to a stronger organizational culture.   Jaime and I tackle the common pitfall of senior leaders focusing too heavily on top performers while neglecting the rest of their teams. He encourages a balanced approach to leadership that equally values all employees, asserting that fostering a culture conducive to everyone's development will fortify the organization against future challenges.   As we conclude, Jaime reminds us of the integral link between employee satisfaction and customer loyalty. He encourages leaders to actively engage with their teams to understand their needs and expectations better. Our discussion leaves listeners with a powerful reminder that adopting a people-first mentality is not just a feel-good approach but a strategic imperative leading to increased organizational success. Jaime's insights are invaluable for any leader looking to create a thriving workplace culture that sparks employee engagement and customer loyalty.   Jaime's Contact Information: LinkedIn: @jaimezepeda Website: https://jaimeraulzepeda.com   Tacey's Contact Information: Website: taceyatkinson.com All Socials: @TaceyAtkinson    Thank you for tuning in, and I look forward to having more valuable conversations together in the future. Remember: Customer-Centric Cultures Create Magical Customer Experiences. Now Go, Create the Magic!

Ever feel like the way you work is slowly grinding you down? In this mind-opening conversation, neuroscientist and author of Hyperefficient: Optimize Your Brain to Transform the Way You Work Mithu Storoni dismantles the industrial-age approach to work.She maps out a brain-aligned framework to tap into unseen wellsprings of energy, motivation and creativity, allowing you to create your best work while feeling fully alive.You can find Mithu at: Website | LinkedIn | Episode TranscriptIf you LOVED this episode, you'll also love the conversations we had with Dan Pink about the scientific secrets of perfect timing for peak productivity.Check out our offerings & partners: Join My New Writing Project: Awake at the WheelVisit Our Sponsor Page For Great Resources & Discount Codes Hosted on Acast. See acast.com/privacy for more information.

What does soccer, soda, and software have in common? According to Jim York—everything. In this episode, he and Brian Milner break down what great teamwork really means, why shared goals matter more than job titles, and how understanding your team’s unique contribution can unlock better flow and results. Overview In this episode of the Agile Mentors Podcast, Brian Milner sits down with veteran Agile coach and trainer Jim York for a deep dive into what makes real teamwork tick. They unpack what separates a group of coworkers from a high-functioning team, explore the role of shared goals in driving motivation, and walk through value stream thinking using vivid analogies from sports and soda cans alike. Whether you're part of a Scrum team or leading cross-functional initiatives, this episode will help you think differently about collaboration, flow, and how teams can work better together. References and resources mentioned in the show: Jim York Jim's Blog Jim's Video Library Lean Thinking: Banish Waste and Create Wealth in Your Corporation by James Womack & Daniel Jones Liftoff Vision: Launching Agile Teams and Projects by Diana Larsen & Ainsley Nies GoatBot Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Jim York is a business owner helping teams discover how to delight their customers. He uses systems thinking, agile and lean to co-create resilient, learning teams. As a coach, he works with his clients to help them grow in directions that matter to them to achieve their goals. Jim is a Certified Agile Coach®️, holding both the Certified Enterprise Coach and Certified Team Coach credentials; Certified Scrum Trainer®️; Agile Fluency®️ facilitator; LeSS Practitioner. In 2007, Jim co-foundered FoxHedge Ltd with his wife, Melissa York. Auto-generated Transcript: Brian Milner (00:00) Welcome in Agile Mentors. We're back here for another episode of the Agile Mentors Podcast. I'm with you as always, Brian Milner. And today I have the very distinguished gentleman, Mr. Jim York with us. Welcome in, Jim. Jim York (00:12) Well, thank you, Brian. Glad to be here. Brian Milner (00:15) Very excited to have Jim with us. We were just chatting before and Jim and I met years ago at a conference. We got introduced by a mutual friend, Mr. Kurt Peterson, who has been on the show. He came on a little bit earlier to talk about Kanban. And just for those people who aren't familiar with Jim, Jim is a co-founder of a company called Fox Hedge. And he has been an Agile coach, a Scrum trainer for quite a while now and I give him the title Luminary, kind of scrum luminary, thought leader, been around doing this for a while. I hope that doesn't sound insulting in any way, Jim, to call you that. Jim York (00:55) Nope, nope, just trying to shine my light and help others shine theirs. So that's what a coach does. So. Brian Milner (01:00) Awesome, Cool, well, we wanted to have Jim on because we had this topic that it's kind of a broad topic, but it's, I think, actually crucial to today's world. And that's just the broad topic of teamwork itself. So I'll start this way, Jim. I want to get your opinion. In today's world, with the changing kind of landscape with AI and everything else that we see that's kind of influencing how we work, has teamwork had its day? Is it time now for something new or is teamwork still the best way to build things? Jim York (01:34) Yeah, well, teams are universal. I think once you get more than one single individual and you get some task that requires more than what one person can do, it's inevitable. We've to work together. And so I don't see that going away. It might change a bit. But in many ways, think the things that we face today are, in many ways, things that we faced before. They might be showing up in a different way, but I think there's some universality. universality to teamwork. Brian Milner (02:03) Yeah, I agree. And so what do we mean by teamwork? Why don't we define that a little bit for everyone? Jim York (02:09) Yeah, I guess we have to step back and start looking at what's a team. If we talk about teamwork, there's this whole expression, teamwork makes the teamwork. So what's a team? And the classic definition of a team is it's a group of individuals working on a shared goal. And so it's kind of like built into the definition, we're working on a shared goal. So teamwork is that combined action. Brian Milner (02:13) Yeah. Yeah. Jim York (02:32) And so that's kind of the general concept. It's, you know, some of the parts, you know, is greater than the whole. And so it's taking that mix of experiences, knowledge, skills, and bringing them together and having that dynamic, that energy, and kind of focusing it in the same direction. You know, that's really what teamwork is about. Brian Milner (02:55) Yeah, it's good to clarify it, because I think the word team gets quite widely used in today's world. you'll hear people describe that, hey, that's my sales team. When you look at it and how they actually work together, there's not really a lot of teaming actually happening. It's just a group of individuals who have the same job and that. that format. I do think you're right. It's important to understand the difference between that kind of a team and what we're talking about here as a team. Jim York (03:25) Yeah, there are different kinds of teams and people in a sales team, even if they're not working with each other, the fact that they have a shared goal does create some sense of team. And there's different teamwork where everybody's providing kind of their unique thing. And then you have, I think like a team in a rowing, when you have like four people in a rowboat. they might have somebody who's steering the boat, you know, but they have the four people holding onto the oars and, you know, they're working at a similar cadence. You can say to a certain degree they're individuals. I don't know if they're fungible. I don't think they're necessarily fungible, but they're working together to accomplish that shared goal. know, the people in rowing, that's different from people on like a soccer team. You know, on a soccer team, you're... You got the whole pitch, you know, you're all over the place and the ball's moving around and there's this kind of coming together and going apart of various team members interacting at different places and at different times throughout the game. You're kind of acting dynamically to where the ball is and where the opponents are and where they are on the field. And so there's this creativity that occurs there that's kind of a different kind of creativity than you might see in a rowing type of competition. Brian Milner (04:18) Yeah. Jim York (04:42) But yeah, I think there are different kinds of teams, but I think that universal theme of being a group of individuals that are having that shared goal, I think that's the thing that's in common. It's not the nature of the work that some people might call agile versus predictive or planned work. mean, the concept of a team is more universal thing. Brian Milner (04:43) Yeah. Yeah. I like the example of kind of the crew, right? Of rowing and stuff. I think that's a good picture because you're right. I mean, it's very subtle, but there's a lot of combined movement. And if one person is off a little bit, it really affects how others are working. I've used the example sometimes in my classes as a contrast to think about like a golf team. You know, like the idea that you have the group of people who, again, I say this in classes. So anyone listening to this who's a golf expert, it really loves golf. Please, email in and tell me if I'm wrong about this. But this is what I say in my classes. You know, if you're on a golf team, it's a group of individuals who are each shooting their own 18 holes. But then at the end of the round, you just total up the score. And if you have the lowest lower score than another team, then you win, right? But it's, When I'm shooting my 18 holes, I'm not necessarily aware of what everyone else on my team has done or what they're doing at the same time. We don't play off each other, right? I don't take the first shot and then they take the second shot. It's all on me to do my best. And then hopefully everyone else has done their best and we just kind of see how it works out at the very last second. Yeah. Jim York (06:17) Yeah, so teams are different. know, teams are definitely different. And I think it's that idea of the shared goal that is the thing that kind of the glue that holds the team together and that shared goal that can be at various levels. I mean, it can be at this grand big picture level. You know, sometimes what's referred to as a product vision, it can be at a more discrete team level. Sometimes that's referred to as, you know, our our unique contribution to the product division. So that would be like our team mission. And then there's maybe, you know, a specific task. And so, you know, we might be working on a specific, very small, discrete task. And, you know, there's a potentially a group of people working on that thing. And, and, and those people have that shared goal of moving that task, you know, through a process to a completion state. And so there's, there's some variability here in the different kind of levels and Hopefully, there's some alignment between those different levels when you're talking about a team. Brian Milner (07:14) All right, so there's some different kinds of teams and it kind of is wide ranging in how we would describe it. There's different configurations, but we have a single purpose. We're working together towards a single purpose. That's kind of our unifying factor there. So then what makes teams work? What's the glue other than our purpose? How do we actually... Combine efforts, how do we play off each other's strengths? How does that happen? Jim York (07:47) Yeah, well, it depends, right? I mean, that's the classic consultant's answer. It depends. How do we play off of each other? If you're in an environment where you've got a known solution to a known problem and you're just executing steps in a plan, those dynamics are pretty well understood. People in that process can be trained to do different types of activities. They can gain experience in that. Brian Milner (07:50) Yeah. Jim York (08:08) That's a fairly predictable kind of process, but then there are others where it's emergent. And so we have to kind of figure it out on the fly as we go. And even those environments where it seems that we've got a pre-existing solution, there is a very clear variable there, and that's people. People show up different every day. I might have had a poor night's sleep, and people might think, well, Jim's normally fairly easy to work with, but wow, today he's... got a short temper or whatever it might be. And so we have to of figure out on the fly how we adapt to those variables. anything that has to do with people, you're going to have some variability. think stepping back, Brian, I think one of the things that is important to kind of understand or get a sense of what part of the system that we want to understand when we're talking about a team and they are dynamics, they actually are fitting within some sort of product ecosystem. And so where are the boundaries of what we mean by our shared purpose, our shared vision within that ecosystem? There's a classic book called Lean Thinking by James and Womack. And there's a really interesting example, simple diagram in the book of a value stream. And it's a value stream of a cola can. And it's kind of fascinating. You kind of see this very simple value stream in there and it starts with aluminum being, well, not the aluminum, but the bauxite actually being mined. And it goes through a reduction mill and then to a smelter. And then it goes through some hot rolling and cold rolling process. And so finally you get basically rolls of sheet aluminum that go to a can maker and the can maker is cutting the cans that are then formed into the cola can. You know, and that can maker is actually the middle of the value stream because all the things I've described so far are upstream. Downstream of the can maker, once they've made the cans, the cans go to a can warehouse somewhere and they sit there until a bottler says, hey, we need some cans because somebody's ordered some cola. And so, you know, the cans make their journey to the bottler and they get filled and then they get... Brian Milner (10:01) Hmm. Jim York (10:17) go to a bottling warehouse and of course there's transportation, there's trucks carrying these empty cans from the can maker to the bottler and then the filled cans from the bottler to the bottler warehouse and then ultimately they go to some wholesale operation and then to a retail store and then you and I perhaps will go into the store and buy a six pack of cola and we go home and we drink the cola. And so you see this very simple kind of journey, this little value stream. from the perspective of the can maker. And so, first time I encountered that value stream, I'm sitting there looking at the can maker and I'm asking myself the classic question that I ask my clients. One of the first questions I ask is, who's your customer? And so for the can maker, it can be very easy to look at that and go, well, it's the bottler because the bottler is the one who places the orders for the cans. So clearly the customer for the can maker is the bottler. Of course from a lean perspective we look further down the stream We were looking at the end of the stream to see you know, what's what's it all for? What's it all for? And if you look at the diagram you get to you know finally to the end of the stream and there's the home where the person's potentially sitting on their couch and enjoying you know that that cola and so you know if you think about all the different steps along the value stream from the mining to the to the smelting to the bottler and Brian Milner (11:17) Ha Yeah. Jim York (11:38) the can maker themselves, the retail store that's selling the cola. The thing that you would ask them that would be the glue that would hold them together for this would be what Diana Larsson and Ainsley Nees call in their lift off book, the product vision. And so the product vision is really kind of what's it all for? And the cool thing about a product vision is it's very concise, it's very succinct and everybody can hold it in their heads very easily because of that. It's typically one sentence. And so I'm going to speculate this because I'm not a, I'm not part of this value stream where Cola makes its journey to people in their homes. But I'm guessing the product vision for all of these various people along the value stream boils down to something along the lines of our customers enjoy a convenient, refreshing beverage. And so the cool thing about that simple statement is that Brian Milner (12:23) Mm-hmm. Jim York (12:28) If you were to go to the mine and ask a miner and say, some of this bauxite that you're mining, in the context of this soda, what's it all for? Now, they're probably mining bauxite for a variety of different customers and a variety of different products. But in the context of this particular value stream, they could look down to the end of the stream and say, it's all about that person sitting on their couch at the end of a long day who simply wants to have a convenient, refreshing beverage. And so that's what you know, this particular product vision is. And so that kind of calls into view a couple of things. One is context is important. So when we're talking about the product, we have to be very specific about what it is that we mean, who is that customer at the end of the stream, and what is the experience that we want them to have. And so this product vision is, as I said, very simple. our customers experience a convenient, refreshing beverage. Now, that makes it simple in terms of this particular value stream, but it also makes us aware that it's very complex for the miners because they've got to deal with competing interests from a whole lot of different customers. And so if they've got limited capacity, they may be trying to figure out, which customer do we satisfy? And so the usefulness of the product vision is being able to go to that mining company and say, do you find value in, do you want to support this activity of creating this experience for this customer with convenient refreshing beverage? And if they buy into that, if they agree with that, that's your leverage, that's your argument. why you should deliver against this value stream versus some other value stream. Now, you don't always win that argument, which is really what life is about, is we're always dealing with trade-offs and we're dealing with different options or opportunities. And so I think that's one aspect of this. But when we talk about the team in the context of a product vision, The team is huge. The team is absolutely huge because it's not just a can maker and the can maker team. It's also the bottler and the bottler team. It's maybe the truckers union that's providing transportation between these different things. the retail store. It's the retail warehouse. All of them potentially have their own concept of team. And in order to create value, it's not just what you do and provide to your next partner on the value stream. You have to really pay attention to the entire value stream because ultimately anything that doesn't come together in the right way at the right in the right place right time It puts it all at risk It puts it all at risk. So I think it's important that we kind of understand the product vision this highest level glue that holds us together and then at a more discrete level look at your team, for example the can maker and What is their unique contribution? In Liftoff, Diana Larsson and Ainsley Niece call this the team mission. And so what is the team's unique contribution to the product vision? And so for the can maker, it's also fairly simple. It's like, we make the cans. And they could flavor that a bit with, they use the latest technology and they use environment. sensitive manufacturing processes, know, they source things using sustainable, you know, approaches and the like. at the team mission level, we're getting a little bit more discreet in terms of what it is that that team is contributing to the greater whole. So think part of this is just kind of stepping back and thinking about what it means to be a team. Brian Milner (16:12) Hmm. Jim York (16:24) You know, are we talking about we're a team that's the collection of all of these things? At times that might be a useful way of thinking about it. At other times we need to kind put our heads down and focus on what our unique contribution is and make sure that we're doing the appropriate job there. Brian Milner (16:24) Hmm. Yeah, this is fascinating because so what I'm hearing is that really we have to expand our thinking a little bit about teams because teaming teams are, know, in one sense, the small group that you're working with on a on a regular basis, but it's there's a larger team concept as well of the entire value stream from end to end. All the people who are contributing, they all are are working towards that ultimate goal of, in your example, someone having a refreshing beverage at the end of their long, day at work? And how often do we actually realize that or look at that? Are the miners really even aware of the fact that they're contributing to that sort of a larger team goal? I think that's a great question. Jim York (17:21) Yeah, that's an excellent point. And what are the implications of either that awareness or lack of awareness? And I think this kind of comes to play when we think about what motivates teams. If all I know is that I'm mining bauxite, that might work for some folks. That's enough motivation. Sometimes people say my paycheck is enough motivation. Brian Milner (17:44) Ha ha. Jim York (17:45) But if you really understand what it's all about, that maybe ties into a bit of self-worth, that I'm a contributing member of society. It could also help you make the right decisions and perform the right actions if you know ultimately what this is gonna lead to. And sometimes that's a calculation that's done in terms of the quality. of the work that you're doing or the output that you're creating. For certain applications, the quality might have certain characteristics where the quality has turned up very, very high in some areas or maybe it's lower in other areas because it's good enough. And if you overbuild quality, you might be introducing some waste because it's not. It's not necessary for the job at hand. In other places, if you deliver below quality, you introduce some risk that the product is not going to be, or the ultimate customer experience is not going to be what it is. I don't know about you, but I've occasionally gotten one of these plastic soda bottles where they've made the plastic so thin for the soda bottle that the liquid is actually needed inside the bottle to maintain the structural integrity of the bottle. Brian Milner (18:54) Yeah. Jim York (18:54) And if I were that customer sitting on the couch at the end of a long hot day, let's imagine it's a white cloth couch and I'm drinking orange soda and I reach over to pick up the soda and my hand, you know, grasping around the soda bottle, all of sudden the soda bottle just collapses in my hand and orange soda goes all over me and the couch and everything else. mean, that's, you know, there's some quality characteristics, some specifications around that. Brian Milner (19:02) Ha ha ha. Jim York (19:18) container that that plastic container that has to integrate well into the rest of the process. It has to work with the bottler and it has to work with the consumer when they're actually using it. So it's understanding the whole can certainly help teams feel a sense of purpose and also can guide that decision making in those actions around it. Brian Milner (19:30) Yeah. Yeah, I think that's an important thing to keep in mind and remember because, you you mentioned, you know, some people would say paycheck is a motivator. And I, you know, I, I kind of subscribe to the Dan Pink kind of motivation philosophy that, know, that, can only do it so far that it is a motivator, but it is a motivator only to a certain point. Beyond that point, we need more. We need more to motivate what we're going to do. Cause you know, there's a million things out there that can give me a paycheck. I could work in a lot of different places, but I've chosen to do what I do for a reason. There's something that fulfills me from doing that, or I prefer it in some way to what my other options might be. I know I've heard people say this in classes before, the idea of how do you have a vision for somebody who builds clothes hangers? We have this talk about vision, this grand design. Big purpose. Well, how do you do that for someone who has clothes hangers? You know, like I get that, you know, there's not everything, every product in the world has, you know, a save the world kind of vision, right? But I think you can, in your example of kind of the mining thing, I think is a good example of this because you can connect it to that ultimate value. And when you connect to that ultimate value, it doesn't that motivate people more to think, hey, I'm helping someone who's had a hard day. I know what that's like. Have a hard day, sit down on your couch and you just want to relax a little bit. Yeah, I want to help that person. Like that, is something that that'll gets me out of bed, you know? Jim York (21:06) Mm-hmm. Yeah, and I think that does require you to think beyond what we often think of as being the team. Because to make it all come together and result in that ultimate product vision, that, you know, the person having the convenient refreshing beverage, in my example, you know, all of those different parts have to come together. And any one of them, if it doesn't happen, you know, that we don't have that value that's realized at the end of the value stream. And so having that connection to what it's really ultimately about is critically important. And understanding where you fit into that and what your value add work is, I think is critically important. And so we talked about like at high level product vision, we talked about this unique contribution of your team like the can maker, and so our team mission, we make the cans. And then we get to the practicalities of the task that's in flight, the work that we're doing right now. And I think that's a critical piece of this puzzle. What is it that's the thing that's being acted upon right now? The work in process or the work in flight. And depending on what the nature of that is, I think that drives a lot of... decisions and one of them is around, you know, who do we need? So who are the actual people, you know, that have the right skills, knowledge, experience in order to do that work? And also it informs our process and so, know, again, that process could be something where it's a known process and we're just, you know, turning the crank or it might be something where we're having to figure it out on the fly. Regardless of the nature of the work, there's going to be a workflow. When we're trying to get something done, the work is going to be flowing through some sort of process. And it's that flow that really intrigues me. we want to look at the flow, especially if speed matters. And why would speed matter? Sometimes speed matters because customers want what we are building yesterday. So they want it as soon as possible. So time to value is often what's considered there. If we're something new that hasn't existed before, sometimes we're also building quickly so we can get it in front of someone to get their reaction to see whether it's fit for purpose. So we might think of that as being time to feedback. But the flow itself is there's the workflow. And so work, the nature of it is a piece of work is something that maybe an individual can go work on. Other times there's a piece of work that requires more than one person to work on. So there's an element of collaboration with that. Even when it's an individual that can work on a piece of work, usually they've received something from somebody that allows them to start that piece of work. And when they're done with that piece of work, they're passing what they've done along to somebody else and that other person is picking up. So even if... there's an ability to work on a discrete task by yourself, there's still an interaction often on the front end of that and the back end of that. So work is still flowing and we have to figure out how to collaborate in such a way that the work that is not being held up in some queue somewhere where we're getting some bottlenecks and that they're constraints. so figuring out how do you enable the work to flow and how do you enable the people to flow? Years ago, I had an opportunity to coach soccer and on my team, I taught them, in addition to like skills, I taught them three concepts. And so the first one was, everybody on the team should know where the ball is. And so it seems pretty obvious, you should know where the ball is. But if you look at this from a team building software perspective, does everybody know where the ball is? You know, what is the work that's in flight and what's the current state of that? I mean, we use information radiators to try to help people understand where the ball is, but often I don't think we use them as effectively as we might. So I'm always challenging teams to figure out, you know, how do you use your communication systems, your information radiators to enable everyone in your ecosystem to understand, you know, what's the work in flight and what is its current state? And why do you need to know that? Brian Milner (24:55) Hmm. Yeah. Jim York (25:24) Well, if you know where the ball is, you can get a sense of what are the things that are in the way of that ball moving forward. So my second rule for the team was know where your obstacles are. And so in a soccer game, you're seeing your opponents. And so you might have a great plan on how you're going to advance the ball from where it is currently down the field towards the goal. But little problem with that. You've got people on the other team trying to keep you from getting there. So you're having to react real time in the moment to those obstacles. And so in addition to everybody on the team knowing where the ball is, everyone on the team needs to know where the obstacles are. And so when you have that information, and again, for a team building software, this is the kind of thing that should be readily available in some sort of information radiator, real time ability to see where the ball is and to see what's in the way. Why is that important? Well, if you know where the ball is and you know where the obstacles are, you can position yourself as a team member to be what I called the help. And so by the help, that's the one or two people on your soccer team that if you're the one with the ball, you know you can pass to them easily. You know, that they are constantly moving around and positioning themselves to be in the place where it's possible for you to get the ball to them. So who are those two people? Well, it changes depending on where the ball is. And so what the team has to do is kind of get a mental mob. Brian Milner (26:41) Ha ha. Jim York (26:47) in their heads of the actual position of people on the field and get a sense of if the ball's here and the obstacles are here, then I should put myself here. Now, it isn't for all the team members to position themselves to be the help because that would be crazy. Just as we see on Agile teams, when somebody picks up a task, the whole team typically doesn't swarm on that task. It would be too many people on the task. Brian Milner (27:06) haha Jim York (27:16) So who shows up to work the task? The right number of people with the right skills and knowledge. So how do they know to come? It's because the work is made visible. And so they come because they see that they're needed. How fast do they come? Ideally, they're there instantly. Now, why might they not be there instantly? Because they might be working on some other tasks. And so if this were to happen in soccer game, you would see the other opponent, you know, they would be... basically scoring goals against you right and left because when you try to pass the ball, you wouldn't have somebody there to receive the ball. So knowing where your help is, if you've got the ball and passing it to that person helps you continue the flow down towards the goal. So if you're not the person who has the ball and you're not one of those two people that are the help currently, What you're doing as another team member is you are. orienting yourself on the field so that you will be the help when it's needed. And so there's this constant movement of people down the field. And where this really brings it home, I'll use this example, and I'm coaching agile teams, is they'll talk about how all their work and stuff, and I'll use the example of the soccer game and the one ball, and they say, now let's imagine you put two balls in flight. Brian Milner (28:16) Hmm, that makes sense, yeah. Jim York (28:36) Can you optimally move those balls down the field towards your opponent's goal? And typically, there is a limit, right? How many balls can you put on the field? Two, three, 15? It's like, yeah, it really drives home the point of limiting the work in process. the teamwork is made more effective and efficient if we have some sense of where the work is, what is the nature of it so that people can come and go, I call this people flow. so we're looking at things like the, well, out of... Brian Milner (29:05) Yeah. Jim York (29:09) out of the concept of open space, the law of mobility. It's like within our organizations, within our teams, can we have people flow to where the work is needed and also have people flow away from the work when they're not needed? And so enabling that autonomy of the individual to be able to go where they need to go in order to optimize the flow is a... Brian Milner (29:13) Yeah, yeah. Jim York (29:34) is a key organizational design problem. Brian Milner (29:37) Yeah, yeah, this is fascinating stuff. mean, I love the analogy with the soccer teams and that I mean, I, that makes sense to me. I love kind of where you're going with this. If people are hearing this and thinking, well, I like to hear more about this stuff. We're going to put links in our show notes back to Jim's site on this because he's got a lot of blog posts. They're kind of around the same theme on this. And we'll link to those specific blog posts for you so that you can find them. But Jim, I want to be respectful of your time and our listeners' time. So thank you so much for taking your time out to share this with us. Jim York (30:08) Well, I've been very pleased to join you, Brian. Thank you for the opportunity. Brian Milner (30:13) Absolutely.

What if the key to building better teams and products is hidden in our brain chemistry? In this episode, Brad Nelson joins us to break down the neuroscience behind motivation, happiness, and productivity—especially for Agile teams. From dopamine and serotonin to stress hormones like cortisol, we explore how brain science can inform leadership, team culture, and workplace habits. Plus, we connect these insights to practical Agile practices like pair programming, retrospectives, and sustainable velocity. Unlock the full potential of your product team with Integral's player coaches, experts in lean, human-centered design. Visit integral.io/convergence for a free Product Success Lab workshop to gain clarity and confidence in tackling any product design or engineering challenge. Inside the episode... The four key brain chemicals that drive motivation and happiness Why a lack of control is the most stressful thing at work The neuroscience behind agile practices  How to use gratitude, movement, and breaks to boost productivity The connection between stress, cortisol, and sustainable team performance Practical ways leaders can create high-performing, engaged teams The surprising link between happiness, mastery, and continuous learning Mentioned in this episode Dan Pink's work on autonomy, mastery, and purpose - https://www.ted.com/talks/dan_pink_the_puzzle_of_motivation?podconvergence DC and Ryan - https://www.apa.org/members/content/intrinsic-motivation?podconvergence Shawn Achor - https://www.shawnachor.com/?podconvergence Positive Psychology  - https://www.psychologytoday.com/us/basics/positive-psychology?podconvergence Upward Spiral by Dr Alex Korb - https://www.amazon.com/Upward-Spiral-Neuroscience-Reverse-Depression/dp/1626251207?podconvergence Hawthorne studies - https://www.library.hbs.edu/hc/hawthorne/01.html?podconvergence Maslow's hierarchy of needs - https://en.wikipedia.org/wiki/Maslow%27s_hierarchy_of_needs?podconvergence Meik Wiking and the Happiness Research Institute - https://www.happinessresearchinstitute.com/experts/meik-wiking?podconvergence HarvardX: Managing Happiness: https://www.edx.org/learn/happiness/harvard-university-managing-happiness?podconvergence Book: The High 5 Habit by Mel Robbins: https://www.amazon.com/High-Habit-Take-Control-Simple/dp/1401962122?podconvergence TED talk on The brain-changing benefits of exercise by Wendy Suzuki: https://www.youtube.com/watch?v=BHY0FxzoKZE?podconvergence Book: The infinite game by Simon Sinek: https://www.amazon.com/Infinite-Game-Simon-Sinek/dp/073521350X?podconvergence Peter Senge's “Learning Organization” - https://infed.org/mobi/peter-senge-and-the-learning-organization/?podconvergence Brad's favorite product: Nvidia Shield for streaming content: https://www.nvidia.com/en-us/shield/shield-tv-pro/?podconvergence Brad's podcast Agile for Agilists: https://www.agileforagilists.com/?podconvergence Brad's LinkedIn: https://www.linkedin.com/in/bradgile/?podconvergence Places to get started on finding a therapist:  Psychology Today - https://www.psychologytoday.com/?podconvergence Better Help - https://www.betterhelp.com/?podconvergence Talk Space - https://www.talkspace.com/?podconvergence Subscribe to the Convergence podcast wherever you get podcasts including video episodes to get updated on the other crucial conversations that we'll post on YouTube at youtube.com/@convergencefmpodcast Learn something? Give us a 5 star review and like the podcast on YouTube. It's how we grow.   Follow the Pod Linkedin: https://www.linkedin.com/company/convergence-podcast/ X: https://twitter.com/podconvergence Instagram: @podconvergence

Empathy advocate and author of The Empathy Dilemma, Maria Ross discusses how empathy fosters transparency in leadership. Learn practical strategies to build trust, improve communication, and inspire teams by leading with empathy. Explore how transparent leadership creates stronger connections, boosts morale, and drives organizational success.In this episode: How the definition of empathy has changed over timeWhat empathy means in today's workplaceWhat to do when empathy has been weaponizedThe 5 pillars of empathetic leadershipShow Guest: Maria Ross is a speaker, author, strategist, and empathy advocate. She has spoken in front of TED stages and at top conferences and companies, and she's been featured in NPR, Entrepreneur, and Forbes. Her newly-released book, The Empathy Dilemma, is described as “refreshing” by Dan Pink and a powerful “balance of empathy and accountability” by Dorie Clark. Maria lives in Northern California where you may find her sipping red wine, doing CrossFit, or indulging in a British crime drama.Support the showJill Griffin, host of The Career Refresh, delivers expert guidance on workplace challenges and career transitions. Jill leverages her experience working for the world's top brands like Coca-Cola, Microsoft, Hilton Hotels, and Martha Stewart to address leadership, burnout, team dynamics, and the 4Ps (perfectionism, people-pleasing, procrastination, and personalities). Visit JillGriffinCoaching.com for more details on: Book a 1:1 Career Strategy and Executive Coaching HERE Gallup CliftonStrengths Corporate Workshops to build a strengths-based culture Team Dynamics training to increase retention, communication, goal setting, and effective decision-making Keynote Speaking Grab a personal Resume Refresh with Jill Griffin HERE Follow @JillGriffinOffical on Instagram for daily inspiration Connect with and follow Jill on LinkedIn

Welcome to another episode of the Unmistakable Creative Podcast. In this episode, we're thrilled to have a conversation with Dan Pink. Dan is known for his insightful books, five of which are New York Times bestsellers, and his unique perspectives on motivation and human behavior.In this enlightening conversation, Dan Pink shares his wisdom on the power of regret and how looking backward can move us forward. He discusses his latest book, "The Power of Regret: How Looking Backward Moves Us Forward," which debuted at No.3 on the NYT Hardcover Nonfiction bestseller list in February 2022.Pink delves into the scientific secrets of perfect timing and the importance of understanding our emotional states. He also discusses the concept of intrinsic motivation and its three key elements. This episode is a treasure trove of knowledge, offering listeners the chance to learn from Pink's experiences and insights.Tune in to this episode of the Unmistakable Creative Podcast for an extraordinary exploration of these themes. You can find the Unmistakable Creative Podcast on all major podcast platforms. Don't forget to subscribe, rate, and review! Subscribe for ad-free interviews and bonus episodes https://plus.acast.com/s/the-unmistakable-creative-podcast. Hosted on Acast. See acast.com/privacy for more information.

Former Google executive Jenny Wood reveals how traits we're often told to suppress - like being weird, shameless, or obsessive - can become unexpected superpowers for success in her new book "Wild Courage: Go After What You Want and Get It." Through stories like chasing her future husband off a NYC subway and leading billion-dollar operations, Jenny shows how embracing these characteristics unlocks extraordinary potential in work, relationships, and life.You can find Jenny at: Website | Instagram | Episode TranscriptIf you LOVED this episode you'll also love the conversations we had with Dan Pink about experiencing regret.Check out our offerings & partners: Join My New Writing Project: Awake at the WheelVisit Our Sponsor Page For Great Resources & Discount Codes Hosted on Acast. See acast.com/privacy for more information.

We often hear about morning routines and the best time for certain activities. What I mostly hear however, are people's experiences of what works best for them, and while I'm appreciative they've found what works for them, I'm cautious to take anything and say it's what everyone should do. I am interested in what research actually says though. Dan Pink is one of the most prolific researchers I know when it comes to human potential. I've lost track of how many best selling books he has written, such as A Whole New Mind and The Power of Regret. I've had Dan on this show multiple times, but this recording was my first time with him and it was around a book he wrote titled, When: The Scientific Secrets of Perfect Timing. Dan did the literal research to find statistics on when the best time was, for us as humans to perform certain activities. What times were best for certain conversations. Think of it as what time is statistically most optimal. What time will give you the best chance of success to do something. I fascinated myself with it, which is why I'm bringing this episode back for you to benefit from. Sign up for your $1/month trial period at shopify.com/kevin Go to shipstation.com and use code KEVIN to start your free trial. Use my promo code WHATDRIVESYOU for 10% off on any CleanMyMac's subscription plans Join millions of Americans reaching their financial goals—starting at just $3/month! Get $25 towards your first stock purchase at get.stash.com/DRIVE. Learn more about your ad choices. Visit megaphone.fm/adchoices

Words are worth a thousand pictures by Eli Woolery How does Sir Jony Ive, the famed former head of design at Apple, start every project? If, like me, you guessed by sketching, you'd be wrong. I was surprised to learn when he visited the design capstone class I co-teach at Stanford that he starts all projects by writing. But Jony gave our class a powerful example of why writing is a far more versatile conceptual tool than sketching. He spoke of working with a landscape designer on his property in the UK. The designer could have shared drawings, but instead he wrote about the night garden, and how the flagstones would radiate both the heat from the warmth of the day and the fragrance of the flowers along the pathway. “I write because I realized at art school that you can only draw a small percentage of the attributes of an object. You know, if I were to draw this [holds up a glass], you would understand only 20 percent of its nature. You would have no sense of its weight or material or temperature. You would have no sense of the way that it reacted to its environment. Writing helps me frame the problem. A lot of mistakes are made when you frame a problem, because you could already be dismissing 60 percent, 70 percent of the potential ideas.” —Jony Ive, in an interview with McKinsey Quarterly Free from the constraints that even the best draftsperson would face, Jony and his team can conceptualize not only the look of products, but the touch, weight, and even the emotions they trigger. Perhaps it shouldn't surprise us that good design can start with writing. Good writers are adept at taking an iterative approach to creativity. They create memorable characters through empathy. Their characters evolve, and they often reimagine old stories with new, innovative approaches. “The difference between writers and non-writers is that writers go back again and again. My old classics teacher used to say that the people who succeeded in classics were the people with the highest tolerance for failure. I think the same is true for writers.”—Madeline Miller, author of Circe and The Song of Achilles Madeline Miller is a great example of an author who uses all of these techniques in her writing. Her book Circe takes the titular character who was a peripheral—if important—part of Homer's Odyssey, and reimagines her as the protagonist. Her empathetic approach to the enchantress-in-exile reframes the story in a way that makes us feel a human connection to the not-quite-human character. Professional writers also aren't afraid to make mistakes as they go. Many have a bias toward action, creating the rough outlines (parallel to a prototype) of the work before going back to refine it. “My husband is a master carpenter. When I asked him if master carpenters make fewer mistakes than regular carpenters, he said no–but they recognize [the mistakes] more quickly. It's the same for writers as they gain experience.” —Madeline Miller, author of Circe and The Song of Achilles Former guests on the show, David Sedaris and Dan Pink, shared wisdom about writing that can teach us plenty about becoming better designers. Continue reading this issue of The Brief on Substack

In this episode, Mitch Matthews dives into a common question from coaches: Should you reward referrals with money or gifts? Drawing insights from Dan Pink's book Drive, Mitch explains why offering monetary rewards for referrals can actually decrease motivation. Instead, he shares a powerful and effective strategy that has helped him build a referral-based coaching business—one that feels authentic and beneficial for everyone involved.Learn how to create a win-win-win referral system that encourages happy clients to introduce you to others while keeping the experience genuine and rewarding for everyone. ✅ Why offering money or gifts for referrals can backfire✅ The psychology behind intrinsic vs. extrinsic motivation (based on Dan Pink's research)✅ How to structure a referral system that feels natural and rewarding✅ Mitch's personal referral approach that has led to 75–80% of his coaching business being referral-based✅ When and how to introduce your referral program to clients⭐ Leave a review & help others find the podcast!FREE Resources & Links:

In this episode of The Brainy Business podcast, Melina Palmer is joined by the renowned author Dan Pink to explore the intriguing concept of regret. Dan, known for his bestselling books including Drive, delves into his latest work, The Power of Regret, to discuss why this often-dreaded emotion can actually be a force for good. As the episode airs on New Year's Eve, it encourages listeners to reflect on their past year, consider their regrets, and use them as a tool for growth and improvement in the coming year. Dan shares insights from his comprehensive research, including the American Regret Project and the World Regret Survey, which uncovered common themes in the regrets people experience worldwide. He categorizes these into four core areas: foundational, boldness, moral, and connection regrets. Throughout the conversation, Melina and Dan discuss how understanding and embracing regret can lead to better decision-making, problem-solving, and ultimately, a more fulfilling life. In this episode: Discover why regret is a common and natural emotion that can be beneficial if harnessed correctly. Learn about the four core categories of regret and how they manifest in people's lives. Understand how reflecting on your regrets can help clarify your values and guide future actions. Hear about Dan Pink's research methods and the fascinating insights gained from the World Regret Survey. Gain practical advice on how to confront regret and use it as a tool for personal and professional growth. Show Notes: 00:00:00 - Introduction Melina Palmer introduces the episode's theme of regret and its potential power. 00:02:30 - Dan Pink's Background Dan shares his journey as a writer and how he came to explore the topic of regret. 00:10:00 - The No Regrets Myth Discussion on the cultural perception of regret and why it is misunderstood. 00:20:00 - Research Insights Dan talks about the American Regret Project and the World Regret Survey findings. 00:35:00 - Four Core Regrets Explanation of the foundational, boldness, moral, and connection regrets. 00:45:00 - Processing Regret Tips on how to reflect on and learn from regrets to improve future outcomes. 00:48:17 - Conclusion What stuck with you while listening to the episode? What are you going to try? Come share it with Melina on social media -- you'll find her as @thebrainybiz everywhere and as Melina Palmer on LinkedIn. Thanks for listening. Don't forget to subscribe on Apple Podcasts or Android. If you like what you heard, please leave a review on iTunes and share what you liked about the show.  I hope you love everything recommended via The Brainy Business! Everything was independently reviewed and selected by me, Melina Palmer. So you know, as an Amazon Associate I earn from qualifying purchases. That means if you decide to shop from the links on this page (via Amazon or others), The Brainy Business may collect a share of sales or other compensation. Let's connect: Melina@TheBrainyBusiness.com The Brainy Business® on Facebook The Brainy Business on Twitter The Brainy Business on Instagram The Brainy Business on LinkedIn Melina on LinkedIn The Brainy Business on Youtube Connect with Dan: LinkedIn Learn and Support The Brainy Business: Check out and get your copies of Melina's Books.  Get the Books Mentioned on (or related to) this Episode: The Power of Regret, by Daniel Pink Indistractable, by Nir Eyal Your Future Self, by Hal Hershfield Work Well, Play More, by Marcey Rader Good Habits, Bad Habits, by Wendy Wood Top Recommended Next Episode: Time Discounting (ep 328) Already Heard That One? Try These:  Bikeshedding (ep 99) Planning Fallacy (ep 346) Optimism Bias (ep 34) How to Set, Achieve and Exceed Brainy Goals (ep 70) Dominic Packer Interview (ep 178) Other Important Links:  Brainy Bites - Melina's LinkedIn Newsletter The Adventures of Johnny Bunko: The Last Career Guide You'll Ever Need Free Agent Nation: The Future of Working for Yourself Exploit & Explore: Two Ways of Categorizing Innovation Research

Maria Ross emphasizes that true empathy is misunderstood, often confused with niceness or agreement, and instead should be about understanding and acting on others' perspectives.The Empathy Dilemma aims to support leaders in adapting to a post-pandemic world by balancing the needs of the business with those of their employees. The conversation covers five foundational pillars of effective empathetic leadership: self-awareness, self-care, clarity, decisiveness, and creating joy at work. Ross also addresses myths about empathy, including the false notion that empathy is tied to gender. Leaders need to embrace empathy to increase engagement, innovation, and collaboration in today's complex work environment.0:17 The Empathy Edge and Its Impact01:20 The Empathy Dilemma: Addressing Leadership Challenges04:10 Understanding Empathy: Myths and Realities06:25 Empathy in Leadership: Practical Applications07:23 Gender and Empathy in Leadership19:12 The Five Pillars of Empathetic Leadership24:07 Creating a Joyful Work Environment31:19 Conclusion and Final ThoughtsMaria Ross is a speaker, author, strategist, and empathy advocate. She has spoken in front of TED stages and at top conferences and companies, and she's been featured in NPR, Entrepreneur, and Forbes. Her newly-released book, The Empathy Dilemma, is described as “refreshing” by Dan Pink and a powerful “balance of empathy and accountability” by Dorie Clark. Maria lives in Northern California where you may find her sipping red wine, doing CrossFit, or indulging in a British crime drama.Here's where you can listen to her TedTalk. Download a free chapter of The Empathy Dilemma here.Unlock your mental and emotional wellbeing with Emma. Emma is your emotional and mental wellbeing available to everyone. You'll wonder where she's been all your life. Want to give us some love but don't know how? Leave us a review and subscribe on Apple iTunes or Subscribe on Spotify! Mentioned in this episode:Try Emma for Free Right NowGo to Emma at MyEmmaAi.com and sign up for a free trial.

We've curated a special 10-minute version of the podcast for those in a hurry. Here you can listen to the full episode: https://podcasts.apple.com/no/podcast/daniel-pink-regrets-timing-and-the-key-to-good-breaks/id1614211565?i=1000679154334Nicolai Tangen and bestselling author Dan Pink explore the themes of regret, motivation, timing and the science behind effective breaks. Pink shares his perspective on why embracing regret can lead to a richer, more fulfilling life, and explains the importance of autonomy in work, decision-making, and productivity. He also discusses how structuring your day with well-timed breaks can significantly boost performance. Do you know how long the perfect nap should be? Tune in to find out! In Good Company is hosted by Nicolai Tangen, CEO of Norges Bank Investment Management. New full episodes every Wednesday, and don't miss our Highlight episodes every Friday.The production team for this episode includes Isabelle Karlsson and PLAN-B's Niklas Figenschau Johansen, Sebastian Langvik-Hansen and Pål Huuse. Background research was conducted by Sara Arnesen.Watch the episode on YouTube: Norges Bank Investment Management - YouTubeWant to learn more about the fund? The fund | Norges Bank Investment Management (nbim.no)Follow Nicolai Tangen on LinkedIn: Nicolai Tangen | LinkedInFollow NBIM on LinkedIn: Norges Bank Investment Management: Administrator for bedriftsside | LinkedInFollow NBIM on Instagram: Explore Norges Bank Investment Management on Instagram Hosted on Acast. See acast.com/privacy for more information.

On this week's Keepin It Real, Cam hopes you have no regrets from Thanksgiving. And if you do, that you learn from them. ----- Well, how'd it go yesterday? Any family flare ups? Any thoughts you wish you'd kept to yourself? Thanksgiving gatherings are famous for finding people's boiling points and the election having been just a few weeks ago, some are still gloating and others still licking their wounds. Any regrets from yesterday? I heard Dan Pink speak last week at a conference in San Francisco. He's a New York Times best-selling author and his most recent book is called The Power of Regret. I was invited to go backstage to meet him and he told me how he gathered data for the book. He personally read over 60,000 people's regrets. He solicited them from across the world and people enthusiastically responded. It was almost a catharsis for many respondents, he said. Like people wanted to get their regrets off their chest. He had to cut off submissions he had so many. Regrets tend to come in four categories, he said in his keynote speech. They're either Foundation Regrets – where you're sorry you didn't do something long ago that would have changed your today – started saving money, read more, gone after the degree, or had a bad feeling about who you were marrying but decided to overlook it. Then there's Boldness Regret – when you played it safe instead of taking a chance or times when you look back and wish you had spoken up about something. There's Moral Regrets – You did the wrong thing and it haunts you, something that was very much out of your character. He told the story of a woman who, when she was nine, remembers bullying a girl on the school bus and that behavior has eaten her up ever since. And finally, there are Connection Regrets – when you should have reached out and, instead, let a relationship wither. Whenever you ask yourself “should I call? Should I visit? Should I send a note” the answer, Pink says, is always yes. Pink also showed a slide that shows that regrets increase over time – the more time goes by, the more the regrets of our past haunt us. And our regrets of today sting worse when we make a poor decision right now. “I should have known I was going to regret this,” we say, kicking ourselves. That, Pink says, is our own wisdom, earned over years, trying to exert itself, but we ignore it. So, any regrets from yesterday? Anyone important to you storm off in a huff? Or maybe, did you? Apologies always matter. They make you feel better when you apologize and genuinely accepting apologies is part of God's magic for relationships. My regrets? Well, I certainly regret the second helping at yesterday's Thanksgiving meal. I regret the third helping worse. More seriously, I regret losing my temper a few times as a young father. Regardless of whether any of my kids remember it, I can't forget it. I did the wrong thing and it haunts me. Since my stroke about eighteen months ago, though, I keep regrets in mind. I want to learn from the ones I have and prevent any more. Something to think about as I fix a turkey sandwich for lunch today. I'm Cam Marston, just trying to Keep it Real.    

On this classic episode, Matt talks with Daniel Pink about his book, "When: The Scientific Secrets of Perfect Timing."

Join Jim and Jessica as they celebrate a significant milestone—the 100th episode of Coaching Conversations! Recorded live at TLC 2024 in vibrant New Orleans, this special Q&A episode is filled with reflections, insights, and listener engagement.Episode Structure:Part One: High Low Buffalo In this segment, Jim and Jessica share their highs, lows, and random thoughts about the first 99 episodes of the podcast.Jim's Highs:The privilege of interviewing thought leaders like Dan Pink, Michael Bungay Stanier, Haesun Moon, Dr. Christopher Emdin, and Zaretta Hammond.His favorite podcast moment with Christian van Nieuwerburgh during a trip across Route 66.The joy of collaborating with Jessica Wise.Jessica's Highs:Living vicariously through Jim's experiences.Their first podcast together, recapping TLC 2023.Discovering they are "vampire listeners" on Spotify and learning from their guests.Jim's Lows:The unrealized potential of coaching when not approached with a focus on kids and partnership.Frustration over research not being utilized effectively in coaching practices.Jessica's Lows:The recurring “if only…” sentiment and the challenge of reaching more educators.A desire for deeper follow-ups with podcast guests.Random Thoughts (Buffalo):Jim shares his childhood dream of being a talk show host, which the podcast allows him to fulfill.Jessica humorously recalls her anxiety about accidentally calling Jim "Jimothy" during their first Q&A.Part Two: Listener Questions Jim and Jessica dive into listener inquiries, discussing the future of research in instructional coaching and strategies for fostering better conversations with school leadership.Future Research: Jim highlights his collaboration with Bryan Goodwin on a new book that merges the science of learning and teaching, emphasizing the need for more research in coaching.Creating Better Conversations: Jessica offers tips for instructional coaches to build rapport with school leaders, focusing on community-building and maintaining role clarity.As they wrap up this celebratory episode, Jim expresses his gratitude for working alongside Jessica and reflects on the ongoing journey of coaching conversations. Tune in for a heartfelt and insightful discussion that honors the past while looking forward to the future!Thank you for being a part of our community. Feedback: We love hearing from you! Leave us a rating or comment to let us know what you think.Stay Connected: Follow our podcast for more episodes packed with insights and inspiration.Learn more about High Impact Instruction:  https://shorturl.at/Ad2eTLearn more about Creating an Instructional Playbook: https://shorturl.at/f5VkT

Maggie Jackson is an award-winning author and journalist with a global reach. Her new book, Uncertain: The Wisdom and Wonder of Being Unsure, explores why we should seek not-knowing in this era of angst and flux. Nominated for a National Book Award and named to multiple “Best Books of 2023” lists, Uncertain is an official selection of the Next Big Idea Club curated by Malcolm Gladwell, Dan Pink, Adam Grant, and Susan Cain. Lauded as “incisive and timely” (Dan Pink), “surprising and practical” (Gretchen Rubin), and “remarkable and persuasive” (Library Journal), Uncertain was named a Top 10 Summer Reading pick by Nautilus magazine.Jackson's previous book, Distracted, sparked a global conversation on the steep costs of fragmenting our attention. A former longtime columnist for the Boston Globe, Jackson has written for The New York Times and major publications worldwide. Her work has been translated into numerous languages and is widely covered by the press. She lives in New York and Rhode Island and seeks a daily dose of uncertainty by swimming in the sea nearly every day, year-round.In this second part of our conversation, we talk about:The value of taking time to think before reacting.How uncertainty can help us learn and grow.The strengths that can come from growing up in tough situations.Making AI more adaptable by embracing uncertainty.Finding deeper beauty by being open to different perspectives.To learn more about Maggie Jackson, you can find her at: https://www.maggie-jackson.com/Instagram: https://www.instagram.com/maggie.jackson.books/LinkedIn: https://www.linkedin.com/in/maggiejackson/Website: https://www.maggie-jackson.com/Books: https://www.amazon.com/stores/Maggie-Jackson/author/B001JP8IEAThis episode is sponsored by:John Templeton Foundation (https://www.templeton.org/)Templeton Religion Trust (https://templetonreligiontrust.org/)Support the show

In the episode of The Leadership Podcast, Jan and Jim discuss a recent study from the Center for Creative Leadership that highlights key leadership challenges at all leadership levels: Poor time management - competing priorities and confusing busy with results Poor people skills - and a lack of self-awareness Inability wield power & influence across the organization Inability or unwillingness to to delegate (aka still doing “old” job) Widespread disengagement Cultures by default versus design. Jim critiques the study, highlighting the blurred distinction between leadership and management, and emphasizes that leaders must delegate and trust others to succeed.  Also discussed is disengagement and trust issues, linking team engagement directly to managerial influence, and the growing trend of side hustles.  Jan and Jim stress the importance of relationships, simplifying business processes, and preparing thoroughly for meetings. They also reflect on how leadership traits, like communication, curiosity, and trust, are essential for building strong teams and organizational success. They emphasize that growth and development come from allowing mistakes and cultivating future leaders, while maintaining a balance between compassion, fairness, and operational efficiency. Listen in for a discussion that is sure to spur more discussion.     Key Takeaways [01:22] Jan starts the main discussion, sharing that the Center for Creative Leadership released a study identifying the top leadership challenges for different managerial levels. He categorized the challenges into three pillars: leading self, leading others, and leading the organization. The key issues highlighted were time management and people (for self), disengagement (for others), and organizational processes. [03:06] Jim adds that the study revealed a common challenge: the ability to influence without authority, which is especially tough at the senior level. He emphasizes how important it is for leaders to truly know themselves and trust others, noting that trust issues are often rooted in leaders' unwillingness to delegate. [04:06] Jim critiques the study, saying it blurs the line between leadership and management. He highlights that frontline challenges like time management and operational processes are more about management than leadership, while the executive-level challenges align more closely with leadership. He believes that leadership and management are distinct but equally important. [07:09] Jim criticizes the second half of the study, noting that it felt like two separate studies mashed together—one based on AI analysis and the other from leadership experts. He acknowledges that while the recommendations weren't bad, the execution of combining the studies felt sloppy. [08:09] Jan expresses skepticism about the validity of the study, pointing out that busy senior leaders are unlikely to fill out assessments. He argues that leadership problems depend heavily on the size and type of company, and a study based on more personalized interviews would have been more insightful. [08:54] Jan focuses on disengagement and trust issues, noting that 70% of team engagement is influenced by managers. He also comments on the increasing trend of side hustles among workers, a lack of trust in the workplace, and how companies often complicate things unnecessarily. [10:13] Jan and Jim discuss how relationships, rather than transactions, drive business success. They reference Peter Drucker's belief that a company is only about marketing and innovation, and that everything else is a cost. Jan emphasizes the importance of simplifying business processes and planning for the future. [11:51] Jan advises that leaders should approach meetings with deliberate plans, rather than winging it, as effective negotiation and leadership require preparation and follow-up. He observes that many leaders fail to allocate time for planning and reflection, which compromises their effectiveness. [13:13] Jim shares his critical take on the article's structure, arguing that leadership qualities are universal across all levels of management. He believes there are five essential leadership traits that apply to all leaders - self-reliance, clarity, relationships, communication, intentionality, and self-reliance as the most important. [16:45] Jim explains that communication is more about listening, being curious, and showing genuine interest in people, rather than focusing on just outward expression. He mentions how great politicians are remembered for making individuals feel like they were truly heard, which helps build strong relationships. Jan shares a lesson about knowing when not to say anything or intervene as a leader, recalling a client situation where skip-level meetings led to unintended consequences. She emphasizes the challenge of staying connected without overstepping. [18:46] Jim reflects on how an executive's presence can sometimes disrupt the environment, making it harder for employees to have open conversations. He highlights the importance of timing and mindful involvement in the workplace. [19:41] Jan raises concerns about the burden placed on employees when others take time off or need accommodations, leading to extra workload and declining morale. She touches on the complexity leaders face in balancing fairness, compassion, and operational efficiency. [21:10] Jim points out that what employees say they want, such as more vacation or benefits, may not be what they truly need. He suggests that sometimes, more guidance, challenges, and communication lead to better engagement and happiness. [21:34] Jan references a quote from Dan Pink, explaining how employers often confuse "hygiene factors" like pay and policies with intrinsic motivators. She emphasizes that while pay and policies shouldn't be problematic, what really drives engagement is helping employees feel appreciated and that they belong. [22:39] Jan and Jim conclude by discussing the importance of trust in leadership. Jan notes that growth and development come from allowing mistakes, which need to be accepted as part of the process. A successful leader not only delivers results but also cultivates future leaders. [24:17] And remember,  the race is not always to the swift, but to those who keep on running. Quotable Quotes "There's management, which is important, then there's leadership, which is different and also important. When you have two of those in equal measure, you're really effective." "If I want people to trust me, I have to trust them." "People buy from people they like, period." "A company is one of two things: it's marketing and it's innovation. Everything else is a cost." - Peter Drucker "You personally need to be squared away for you to lead others. Very difficult to lead others if you're a hot mess." "Clarity of purpose, problem, and potential. You need to know where to focus your time to solve problems and reach potential." "Relationships are everything. If you don't have good relationships, it's very difficult to hold people accountable." "Great leaders are great communicators." “Communication is much about listening and being curious and interested in people than it is about what you say or state.”  “Communication is a collection point for what's in everyone's head, not just an outward projection of what's in mine.” “Sometimes what we think people want or what they tell us they want aren't what they need.” “The race is not always to the swift, but to those who keep on running.”  “We think if we fix pay and policy, we improve morale, when in fact, people want to feel appreciated. They want to know they matter and belong.” “A leader has to grow other leaders. You can't say you achieved results and not have a replacement and say you were successful.” “We need to be more aware of what people need to achieve better engagement and performance. It's not always more money or more vacation.”  Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC |  

Maggie Jackson is an award-winning author and journalist with a global reach. Her new book, Uncertain: The Wisdom and Wonder of Being Unsure, explores why we should seek not-knowing in this era of angst and flux. Nominated for a National Book Award and named to multiple “Best Books of 2023” lists, Uncertain is an official selection of the Next Big Idea Club curated by Malcolm Gladwell, Dan Pink, Adam Grant, and Susan Cain. Lauded as “incisive and timely” (Dan Pink), “surprising and practical” (Gretchen Rubin), and “remarkable and persuasive” (Library Journal), Uncertain was named a Top 10 Summer Reading pick by Nautilus magazine.Jackson's previous book, Distracted, sparked a global conversation on the steep costs of fragmenting our attention. A former longtime columnist for the Boston Globe, Jackson has written for The New York Times and major publications worldwide. Her work has been translated into numerous languages and is widely covered by the press. She lives in New York and Rhode Island and seeks a daily dose of uncertainty by swimming in the sea nearly every day, year-round.In this first part of our conversation, we talk about:The value of embracing uncertainty as a superpowerThe distinction between aleatory and epistemic uncertaintyThe cultural and psychological effects of our aversion to uncertaintyThe role of adaptive expertise in leadership and problem-solvingThe relationship between humility and uncertaintyTo learn more about Maggie Jackson, you can find her at: https://www.maggie-jackson.com/Instagram: https://www.instagram.com/maggie.jackson.books/LinkedIn: https://www.linkedin.com/in/maggiejackson/ Website: https://www.maggie-jackson.com/ Books: https://www.amazon.com/stores/Maggie-Jackson/author/B001JP8IEAThis episode is sponsored by:John Templeton Foundation (https://www.templeton.org/)Templeton Religion Trust (https://templetonreligiontrust.org/)Support the show

In this episode of the Lead to Soar podcast, Michelle Redfern explores the concept of learning conversations and their role in career and leadership development. Michelle shares how mastering the art of these informal but intentional discussions can significantly enhance your leadership journey.Key Discussion Points:What are Learning Conversations?Michelle defines learning conversations as informal, intentional dialogues with someone whose experience can help broaden your perspective. Unlike traditional mentoring, learning conversations are more flexible and less structured, focusing on real-time knowledge sharing and feedback.Why Learning Conversations Matter for LeadersResearch from Dan Pink emphasizes that asking smart, open-ended questions invites deeper engagement and leads to more meaningful learning experiences. Learning conversations allow leaders to develop cognitive diversity by connecting with people who have different lived experiences. This helps you become a more adaptable and agile leader.Practical Steps to Initiate Learning ConversationsMichelle shares actionable advice on how to start a learning conversation:1. Identify your goals or challenges.2. Reflect on who in your network might offer valuable insights.3. Frame your request thoughtfully to respect the other person's time and expertise.4. Focus on active listening and mutual benefit during the conversation.The Coffee ExperimentMichelle challenges listeners to try The Coffee Experiment by reaching out to someone in their network for an informal conversation. This simple yet powerful strategy can help you test ideas, seek feedback, and develop deeper professional relationships.The Role of Confidence in Learning ConversationsMichelle emphasizes that asking for a learning conversation demonstrates leadership qualities such as self-awareness, emotional intelligence, and a willingness to grow. For women in particular, engaging in these conversations is a way to build confidence and navigate workplace challenges.Resources Mentioned:Dan Pink's work on the power of questions in leadership (e.g., To Sell is Human)Holly Ransom's Love Mondays newsletter on learning conversationsActionable Challenge:This week, try The Coffee Experiment. Reach out to someone in your network for a 30-minute conversation focused on learning from their experience. Frame your request thoughtfully, listen actively, and reflect on what you gain from the conversation.Join the Conversation:We'd love to hear how you're using learning conversations in your leadership journey. Share your experiences with us on the Lead to Soar network or email us directly. Hosted on Acast. See acast.com/privacy for more information.

I couldn't resist the subtitle, kids, sorry. It's not that shocking—but Tim's journey was definitely only for the bold.I've known Tim Grahl—or known of him—for more than a decade. I watched him help writers like Dan Pink launch their non-fiction books onto the best seller list, and devoured and followed his excellent advice about launching my own books (which you can find here at booklaunch.com). Then I watched—or rather, listened—as he pivoted into the world of fiction, enlisting editor Shaun Coyne to join him on a podcast and help him use Coyne's Storygrid method to work on what eventually, after many revisions and a whole lot of failing in public, became Tim's first novel, The Threshing. At the same time, he and Shaun were building Storygrid into what's not just a business, but a huge community of writers and editors. He's just published his second novel, The Shithead, a very different book from the first… I call it The Firm meets The Alchemist; Tim prefers Fleishman Is In Trouble meets Faust. Both work. We talk Tim's sideways journey into fiction, and then we talk craft—in particular, how to learn what you don't know, the myth of the lone writer in a cabin and the importance of feedback and then we dig into a passionate discussion of theme.You can check out The Shithead here. Links from the podBooklaunch.comStorygridShaun Coyne's book, StorygridThe Prince of Tides, Pat ConroyThe Shadow of the Wind by Carlos Ruiz ZafonThe Accidental Tourist, Breathing Lessons by Anne Tyler(KJ also mentions Redhead by the Side of the Road)The Husband's Secret, What Alice Forgot by Liane MoriartyHeads up! This is probably the only time you'll see this. Join me—KJ—for Novelmber, which is very hard to pronounce but is my word for reclaiming my writing space in November. Think NaNoWriMo, our version—daily challenges and stretch goals, formatted by you, for you.There will be write-alongs, posts, a massive Google spreadsheet for sharing goals and updating progress, thoughts on how hard this is, and more than you want to know about why I need this regroup so badly. All writers, every genre, welcome. This is sign-up only—I don't plan to spam the whole #AmWriting community with my wails of writerly distress daily for an entire month—but it's also for everyone who wants in. I hope you'll join me—I don't want to go this alone. Don't worry, signing up is simple! Here's how:Click here to go to your #AmWriting account, and when you see this screen, toggle “Novelmber” from “off” (grey) to “on” (green).THAT'S IT!Once you set that up, you'll get all future Novelmber emails. Any audio or video will show up in those, along with write-along schedules. You'll also want to add yourself to the Google Sheet where we'll all record our overall goal, day's goals, daily progress and what we're feeling. I've started it off. Join me for the first write-alongs HERE. (That's a link to my Zoom Room.) I'll be sitting there: Friday, November 1 10:30-12:30 (ALL TIMES EST)Tuesday, November 5, 2:00-4:00Friday, November 8, 9:00-11:00 More times coming. Join me, help me, let's make Novelmber WORK! This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit amwriting.substack.com/subscribe

28 Oct 2024. We talk to the CEO of NMDC Group about their earnings and discuss the latest Lulu IPO price range. Plus, we speak to Pierfrancesco Carino, VP International Sales, ITA Airways about its first flight to the UAE. We also look at the demand for RAK hotels with RAK hospitality. And, we speak to author Dan Pink, who's had SEVEN business books on the New York Times bestseller list – and one of the most-watched TED Talks of all time.See omnystudio.com/listener for privacy information.

BONUS: Unlocking the Secrets to Thriving Workplaces and Agile Leadership with Vasco Duarte In this insightful BONUS episode, Vasco Duarte is interviewed by Bill Fox for an episode on the Forward Thinking Workplaces Podcast. Vasco is a visionary leader in agile and lean software development. Vasco shares his revolutionary approach to fostering innovation, creating dynamic workplaces, and leading teams to success. His strategies are designed for leaders looking to elevate their organizations by focusing on people, purpose, and efficient work processes. Tune in for practical advice on how to unlock your team's full potential and thrive in today's fast-paced work environment. Creating Environments for Natural Innovation “Innovation is a natural human quality; it flourishes when you don't make an effort to prevent it.” Vasco emphasizes that innovation isn't something leaders need to force. Instead, it happens organically when the right environment is in place. He encourages leaders to shift away from rigid structures and towards creating motivating spaces where creativity can thrive. By doing this, teams naturally become more innovative and solutions-driven. “The only way innovation does not happen naturally is if we make an effort to prevent it from happening.” Motivated Individuals: The Key to Project Success “Build your projects around motivated individuals and trust them to deliver their best.” Vasco highlights the importance of centering projects around motivated individuals, giving them the trust and support they need to succeed. According to him, leaders should focus on empowering people, unleashing their full potential. When teams feel trusted and valued, they bring more energy and creativity to their work. “If you trust people and give them the space to perform, they will achieve things you didn't expect.” The Power of Community and Purpose “Aligning purpose with autonomy and mastery leads to engaged and high-performing teams.” Drawing from Dan Pink's model of autonomy, mastery, and purpose, Vasco stresses the role of community and clear purpose in building engaged teams. He explains how people are naturally motivated when they understand the purpose of their work and have the freedom to master their skills. This alignment creates a strong sense of belonging and shared goals within the team. “When people have a sense of community and purpose, they bring their best selves to work.” Defining Boundaries to Foster Innovation “Clear boundaries create a flexible framework where innovation can thrive.” Vasco believes that well-defined boundaries are essential to encouraging innovation. Far from being restrictive, these boundaries offer a structured yet flexible framework that helps teams feel secure while exploring new ideas. When teams know the limits but also have room to experiment, they perform better and innovate faster. “Boundaries are not barriers; they provide the structure that allows innovation to flow freely.” Streamlining Processes with "#NoEstimates" “Focus on delivering value efficiently by reducing waste in your processes.” One of Vasco's most transformative ideas is his “No Estimates” approach to software development, which encourages focusing on value and reducing waste. This method ensures that teams spend their time wisely, enhancing productivity without the guesswork of traditional estimations. It's all about respecting everyone's time and effort while delivering maximum value. “Stop wasting time on estimates and start focusing on delivering real value to your customers.” Leadership Aligned with Employee Purpose “Leaders must understand and align with the purposes of their employees to drive team success.” Vasco shares valuable leadership advice, urging leaders to connect with their team members on a deeper level. By understanding employees' individual purposes and goals, leaders can foster more meaningful and productive collaborations. Open communication is key to building cohesive, high-performing teams that are aligned with the organization's vision. “When leaders align with their team's personal goals, they unlock higher levels of performance and engagement.” Real-World Insights from Industry Practitioners “Learning from practitioners in the field brings fresh, actionable insights.” Through his podcast, Vasco shares real-world insights from a wide range of industry practitioners. These stories highlight different approaches and solutions that have been successfully applied in various sectors, providing listeners with diverse perspectives on innovation and agile leadership. “Every practitioner I speak with offers a unique lens on solving the challenges of modern work environments.” About Vasco Duarte Vasco Duarte is an agile thought leader, podcast host, and one of the pioneers behind the “#NoEstimates” movement. With years of experience in lean and agile software development, Vasco helps teams and organizations improve productivity, efficiency, and innovation through dynamic leadership and strategic processes. He is also the host of the Scrum Master Toolbox podcast, where he shares insights from industry practitioners on agile leadership, team dynamics, and efficient workflows. You can link with Vasco Duarte on LinkedIn.

I'm so excited to share this special 20 min episode stack as a highlight with a powerful message. I'm publishing this curation to help you make the most of your time. The episode features segments from the episode 017, 018, & 019 featuring Susan Cain and the following Aftercast & Solocast. https://richie.libsyn.com/susan-cain-quiet-the-power-of-introverts-in-a-world-that-cant-stop-talking ====== Introversion is not shyness. You can be a shy extrovert or an introvert who is not shy. "Don't think of introversion as something that needs to be cured." What about the Western Extroversion Ideal? The omnipresent belief that the ideal self is gregarious, alpha and comfortable in the spotlight” has pitfalls. What about extroverts who claim to be introverts? Discover the power of Quiet personally, professionally and in parenting.   Erase from your vocabulary, "Now, I want to be someone else" and discover the power of quiet. Includes strategies for parents, children, teachers, in the office, at home and personally. What about introverted parenting? What if you have children with two kinds of children (introvert, extrovert)?    How do you best parent them with the chill time or attention needed? Clue: Don't overprotect them, honor who they are. As Susan Cain says on this podcast, "Introverted kids have a longer runway that they have to travel before they take off and fly...you want to be with them on that runway...and they need to know from you that you really love who they are on that runway with them."   Get ready to spend your time the way you like and not the way you think you're 'supposed to.' Stop denying your own reality of how you want to spend your time and step into your True North of what you'd like to be doing if you could.   Richie Norton interviews Susan Cain author of the bestsellers Quiet Power: The Secret Strengths of Introverts, and Quiet: The Power of Introverts in A World That Can't Stop Talking, which has been translated into 40 languages, is in its seventh year on the New York Times best seller list, and was named the #1 best book of the year by Fast Company magazine, which also named Cain one of its Most Creative People in Business. Her record-smashing TED talk has been viewed over 30 million times on TED and YouTube combined, and was named by Bill Gates one of his all-time favorite talks.    LinkedIn named Susan the 6th Top Influencer in the world. Susan has partnered with Malcolm Gladwell, Adam Grant and Dan Pink to launch the Next Big Idea Book Club; they donate all their proceeds to children's literacy programs. Her writing has appeared in the The New York Times, The Atlantic, The Wall Street Journal, and many other publications. Cain has also spoken at Microsoft, Google, the U.S. Treasury, the S.E.C., Harvard, Yale, West Point and the US Naval Academy. She received Harvard Law School's Celebration Award for Thought Leadership, the Toastmasters International Golden Gavel Award for Communication and Leadership, and was named one of the world's top 50 Leadership and Management Experts by Inc. Magazine. She is an honors graduate of Princeton and Harvard Law School. She lives in the Hudson River Valley with her husband and two sons.    This powerful podcast will help you personally, professionally and in your relationships regardless of whether you lean introvert or extrovert. An instant classic in applicable learning for greater life improvement, happiness and productivity with quiet power. "Embrace the power of quiet."   RICHIE NORTON SHOW COMMUNITY: https://www.facebook.com/groups/richiepodcast   RICHIE NORTON SHOW NOTES AND RESOURCES: http://www.richienorton.com/   RICHIE NORTON SOCIAL:   INSTAGRAM: https://www.instagram.com/richie_norton LINKEDIN: http://www.linkedin.com/in/richardnorton FB: https://www.facebook.com/richienorton TWITTER: http://www.twitter.com/richienorton

The topic of regrets has come up in multiple conversations recently, so I'm reposting a show I often reference. “No regrets” is an American slogan along with “No Fear” and “Just Do It.” Yet more often than not we don't, just do it. Nor should we. And having no fear is psychopathic. To me, having no regrets means you have no sorrow for ever hurting anyone or making a mistake. Even if you learned a lot and redeemed some things, I've felt regret has a purpose. Regret is simply recognizing sadness or disappointment about something we did that we wish we hadn't, or we didn't do and wish we had, and Dan Pink's research showcases it's a massive power if we'll recognize your regrets and learn from them. Not as he says, reject them or wallow in them. This was my second time having Dan on the show. He's a multi-best selling author, and when I say best selling, I don't mean one day on an obscure Amazon book category like Amish Romance, but the actual New York Times bestseller list. You'll likely recognize his books such as A Whole New Mind, Drive, To Sell Is Human, and When. His books have sold millions of copies, have been translated into forty-two languages. He also has a TED talk titled “The Puzzle of Motivation” which has somewhere north of 30 million views. Dan is an author like Brene' Brown who leads with research, and my muse in this episode is his book, The Power of Regret: How Looking Backward Moves Us Forward. I asked him back on the show the moment I saw the book title and you're about to hear me dig in with him on how we can harness regret for our progress, not suffer or run from it. Find The Power of Regret anywhere you get books and connect with Dan at danpink.com Sign up for a $1/month trial period at shopify.com/kevin Go to shipstation.com and use code KEVIN to sign up for your FREE 60-day trial. Get 20% off your first probiotic membership order at pendulumlife.com/drivesyou  Kajabi is offering a free 30-day trial to start your business if you go to Kajabi.com/kevin Go to Quince.com/drives for free shipping on your order and 365-day returns Go to cozyearth.com/driven and use code DRIVEN for an exclusive 40% discount Join thousands of parents who trust Fabric to protect their family. Apply in minutes at meetfabric.com/WHATDRIVESYOU. If you're concerned about OCD, visit NOCD.com to schedule a free 15-minute call with their team. Learn more about your ad choices. Visit megaphone.fm/adchoices

Alan Versteeg, an engineer turned sales management expert, initially approached the sales world with skepticism, but soon turned it into a thriving career by applying the engineering principles of cause and effect to sales and sales management. This success led him to co-founding Growth Matters, where Alan and his team have developed over 2,000 sales managers across 45+ countries and diverse industries.  Known for his candid and light-hearted approach, Alan's passion for the sales profession shines through in his insightful talks, leaving audiences engaged with his wisdom, expertise, and memorable one liners.  Questions · Now, could you start by sharing with our listeners a little bit about your journey, how it is that you got from where you were to where you are today. · Can you share with us maybe two overarching themes that you try to help sales professionals master in terms of their mindset, to get them to where you need them to be in order to master their sales? · What are some barriers that you believe a lot of salespeople face, why it is you believe they're not successful? · Now, Alan, could you also share with our listeners, what's the one online resource, tool, website or application that you absolutely can't live without in your business? · Can you also share with our listeners maybe two books that you've read? It could be a book that you read recently, or even one that you read a very long time ago, but it still has had a great impact on you. · Could you also share with us what's the one thing that's going on in your life right now that you are really excited about, either something you're working on to develop yourself or your people. · Where can listeners find you online? · Just want to ask you as well, Alan, in your experience, in the journey of your lifetime, if you have a quote or saying that during times of adversity or challenge, if for any reason, you got derailed. Do you have a quote or a saying that once repeated or just remembered it helps to get you back on track? Highlights Alan's Journey Me: Now, could you start by sharing with our listeners a little bit about your journey, how it is that you got from where you were to where you are today.   Alan shared that he started as an electronic engineer, it wasn't his fault, he grew up watching Airwolf Night Rider and MacGyver, so he thought that's what he'd be doing. Unfortunately, he lost his dad when he was quite young, he was about 12 years old, but he was an engineer, so he thought that'd be a good thing to do. But he was doing it for about 3 years after graduating, and he read a book called You're Born an Original, Don't Die a Copy by John Mason, and he said, “If you passionately hate what you're doing for more than 2 weeks, you need to stop,” and he'd been doing it for two years. And a friend of his suggested he goes into sales, which he then tried and please if your listeners don't drop off now, but he got asked to leave his first sales jobs, but it was frustrating. As an engineer, he believed in cause and effect. He believes that there's things you do that get you certain outcomes. He was doing everything they told him to do, but he couldn't find a way to get through, he'd be good at his product, he was passionate to what he was doing, but he wasn't able to succeed.  And then he worked under a manager, he said to him, “Alan, is sales a job or a profession?” So, he knew the right answer, the right answer was, it's a profession. And he said, “Well, how hard did you study for this profession?”  And then the penny drops, and from there on out, been a passionate reader, 50 to 60 books a year, generally related to psychology, self-development and sales and over time, realized that the big change in sales is sales management, and that's a short view of his journey to where he was and how he got here.   Mindset Needed for Sales Professionals Me: Now you deal with a lot of sales professionals, and I can imagine it starts with their mindset. Can you share with us maybe two overarching themes that you try to help sales professionals master in terms of their mindset, to get them to where you need them to be in order to master their sales?   Alan stated that it's a great question, and it speaks to the tone of your podcast. So, the first mindset they have to own is that “Selling won't help, but helping will sell.” That the sale is the reward for an intent to create value. And that's the starting point when we realize that we are service orientated, that we're there to drive value into the client's business or life, that there's something specifically we're trying to do, that were truthfully customer centric it's not just a word, and we realize that selling won't help, but helping will sell.  You'll find that salespeople do really well. There's a wonderful book called Selling With Noble Purpose: How to Drive Revenue and Do Work That Makes You Proud by Lisa Earle McLeod, and it shows the research behind the top performing sales professionals globally sell with that noble purpose, with an idea to serve. So, it's definitely one of them.  The second one is probably an extension, he said to sales professionals, “If you believe in the product you sell and you believe it can add value to the person you're serving, then it would be borderline negligent to avoid offering them that value.”  Many salespeople, specifically today are fearful of cold calling or proactive sales calling or reaching out or picking up a phone or speaking to someone, and they take on a very much non-human sales approach, as opposed to going, “I believe, with certainty and conviction that what I have to offer will make their lives or their business easier, and I'm here to help, and helping will sell. So, I'm going to depart from that point.”  And what you find is doing that, apart from that point, the skills, the body language, all the risks that start to develop quite naturally, but often we avoid that, we try to train the skill, but we avoid the mindset.   Barriers To Overcome as Salespeople Me: So, once you tackle their mindset, now you have to ensure that what they're selling, as you mentioned before, is actually helping the customer and adding value to the customer's life. What are some barriers that you believe a lot of salespeople face, why it is you believe they're not successful?   Alan shared that he thinks the big barrier specifically in professional selling is conviction of the value proposition, and before that is clarity. And he'll give a couple of examples.   When he speaks to business leaders, they often say to him, “You know what Alan, the challenge with our sales teams are they just don't understand our value proposition.”  And he says, okay, great. What is your value proposition? And they struggle to articulate it. Now, if you think about this, why is it that entrepreneurs can sell quite effectively without ever having been trained in that skill, and the reality is they have clarity and conviction of their value proposition. He thinks with many sales professionals, we're teaching them the product, we're not teaching them the impact it has on the customer's life.  Once we buy into the impact, once we have the conviction, selling is a natural part of how we are as humans and Dan Pink wrote that book To Sell Is Human: The Surprising Truth About Moving Others.  And his (Alan) example is we have a brand over there, it's called Woolworths, it's a high-quality brand, high quality food brand. And if you said to anyone, “But why shopping in Woolworths? They're so expensive.” They dive into a defense, without being paid by this company, they will sell very hard the value of doing that.  The same could be said for someone who's an Apple phone fan. And he can continue, once we have conviction of something, the ability and need to persuade is actually quite natural. So, he thinks what's missing from an individual's perspective is that conviction of the mindset.  From a corporate, it's the fact that we speak about customer centricity, but none of our measurement metrics or meetings actually align to that.   Me: Now, I found that in a lot of organizations, they're heavily sales driven, right? I find it as a customer service trainer when companies hire me to come in and train their team, especially the leadership teams in customer service, or even customer experience design or customer journey mapping, there's a lot of emphasis that I hear them talking that they have these exorbitant sales targets to meet on a month to month basis, and with these targets that they have to meet, they don't have as much time to give to customer centricity or to give to the experience, because it's all about meeting the target. How do you strike that balance as a salesperson? What would be your recommendation?    Alan shared that there'd be two components. The first would be at an organizational lens, speaking to what you're saying. He thinks organizations have forgotten that when you take care of the customers, the number takes care of itself. So, we are so focused on the month, on the quarter, on the year, we're not focused on the value, and that's a shift that needs to happen.  But practically, the way that shift happens is in the account planning process, when we start treating our customers and accounts and saying, what is the value we're delivering. Many companies go, what more can we sell them? What's the white space we can sell into? What does that look like? And that's the big organizational.  From a salesperson's perspective, the only thing you can do is you need to figure out how to allocate your effort. And the way he says that is you have to beat everyone equally but handle them differently. You have to segment your customers, otherwise you can't take care of the ones that need to be taken care of, and your competitor is going to snatch them up. And in any sales business, he's ever worked with, if you lose, and it's generally about 10%, if you lose about 10% of your customers, you lose about 90% of your revenue.  But organizations are just focused what's the next sale, what's the next sale, what's the next sale? And what happens is, we're putting two barrels on the truck, and three barrels are falling off the truck because we're not focused on the customer service.  And we almost see it as something separate, and it's not. The way he articulates this is there's a thing called the value gap, it's the gap between what customers expect and what they experience. And it is everybody's job in the organization to close that gap.   It's not, “Hey, sales go set the expectation. Hey, service go and deliver against that expectation.” It's an organizational mindset that we exist to close the gap between the customers expect and what they experience.  And he thinks their leadership needs to start realizing that taking care of customers, the numbers take care of themselves, and that talking to a spreadsheet or talking to a CRM system or talking to data doesn't change people's behaviour.  So, leadership needs to take a different perspective on this and going, what is it we do now that lays the soil in the seeds for the numbers we need?   App, Website or Tool that Alan Absolutely Can't Live Without in His Business When asked about online resource that he can't live without in his business, Alan shared that right now ChatGPT. He thinks that we are negating its value in sales if we're using it incorrectly. So, he'll give you a context.  As salespeople, we need to be creative and optimistic, and we're not fans of admin. So, the good news for sales professionals is a lot of our admin is going to be replaced by technology, but that's going to leave a lot of sales professionals wanting because what do you do with the time that you used to spend putting your data. But he really leverages the tool to shorten his learning curve, understanding a customer, understanding what the challenges are, understanding key things. It's a tool to summarize, it doesn't replace him as it shouldn't, it enhances him.  And he was listening to one of Yanique's earlier podcasts, you talk about the human-to-human connection, and there's this thing now where we talk about human-to-human selling. And he's like, well, if you think human to human selling is new, then you haven't been around for millennia, because that's what it is. It's a human-to-human task enhanced by technology. But right now, if he talks about probably 60% to 70% of his time is given back to him because he knows to leverage ChatGPT.   Books that Have Had the Biggest Impact on Alan When asked about books that have had an impact, Alan shared that that's a tough question with all the books he read, but he's going to give one that he always recommends. The first one is called The Slight Edge: Turning Simple Disciplines into Massive Success and Happiness by Jeff Olson, and the premise of the book is that simple disciplines practiced consistently over time, lead to a life of greatness, and simple errors in judgment made consistently over time, lead to a life of blame. There's no Hollywood moment, there's not one big movement, they're just simple disciplines. Look at any leader, any sports hero, any person who succeeds in their profession, they practice the disciplines. So, there's definitely one that guides his life.  And then the other one is a book called The ONE Thing: The Surprisingly Simple Truth About Extraordinary Results by Gary Keller, and it's really about forgetting this construct of work life balance and finding out what's the one thing I can do such that by doing everything else is easier or unnecessary. And it talks about this work life counterbalance, and how you just keep the things that matter, you don't make them extreme fluctuations and the things that don't matter can be extreme. You can be heavily buried in a work project for three months, but during that time, don't forget your health, your family time, the things that matter. Just tone it down a bit, not all the way down. Those are two books, he'd say, personally, really drove him.  As a business professional, recently read that 10x Is Easier Than 2x: How World-Class Entrepreneurs Achieve More by Doing Less by Dan Sullivan, wonderful resource for anyone that's listening, that is an entrepreneur or business owner, 10x Is Easier Than 2x.   What Alan is Really Excited About Now! Me: Now, Alan, could you also share with us what's the one thing that's going on in your life right now that you are really excited about, either something you're working on to develop yourself or your people.   When asked about something that he's excited about, Alan shared that he's recently moved to a smaller coastal towns that's been really good for him personally, but the big thing happening for him business wise, is there's a very large global brand that they've managed to secure that's 10x'ing our business, which is a plan they had based on that book that he's read, and starting to see how that effort, energy and focus is paying off, is really rewarding. When you read a lot of books, you can get sometimes caught up in the story and not in the action.  And what's really great to see, in a proud moment for their business, is now really starting to take on some recognized global brands who are looking at effectively three guys from South Africa and saying, “We want to partner with you to do this.” So, it's a proud moment that's come, your overnight success is the longest night of your life.  But really what it's been powerful is seeing the practices that they put in place now starting to bear fruit. And when you say, take care of the customers, the number takes care itself, it's actually quite prolific, how?  And you know this, he's preaching to the converted, but when you understand that the only thing that matters is how customers experience you, then everything else becomes a lot easier, because their ability to grow is because they just have a track record where they phone a customer, and they love what they've done with them. And that doesn't mean it's easy to scale, it's still hard to scale. But he thinks that'd be the big thing right now, is seeing how by applying certain principles, you can stretch your own mindset, stretch your own goals, stretch your own vision for your business, and really start to play where you always believed you can.   Where can listeners find Alan online? LinkedIn – Alan Versteeg   Quote or Saying that During Times of Adversity Alan Uses When asked about a quote or saying that he tends to revert to, Alan shared that he has quite a few, but one of his favourites, because of its depth is, “How you do anything, is how you do everything.” And the reason that's so important is it's easy to be in a good mood when times are good, it's easy to be of a good character when times are good, it's easy to be a pleasant person when times are good, but when things are challenging, that's where your character gets tested.   And how you do anything, is how you do everything. And he says to leaders all the time, Richard Branson said it so well, “The best way to take care of your customers is to take care of your employees.” Because the minute you take care of the employees, the customers feel that. And it's because how you do anything, is how you do everything.  You can't be polite to your customers but rude to the person waiting at you at a restaurant or trying to help you at the airport. Airports are so fascinating because everyone complains to people who are really just trying to get you somewhere safely and within strict guidelines that people, they don't treat people well.  And he believes that how you do anything, is how you do everything. And in challenging times, that tests you, can I remain of good spirit? Can I remain a good demeanor? Can I remain patient as a person when things are difficult? Can I maintain my faith?  Because it's easy to maintain my faith when things are great, it's difficult when you're in the lion's den, and that's for him, a quote that just guides him and says, just remember, they still shape your character, this is a test of your character and a bad day for the ego, is a beautiful day for the soul. It's time to grow.   Me: Well, thank you, Alan, so much for hopping on this podcast and sharing all of these great insights with us. It was very insightful to understand your perspective as it relates to sales and customer service, and to reinforce a lot of what we do talk about on this podcast, Navigating the Customer Experience as it relates to ensuring that the customer experience is not just managed effectively on the outside, but it needs to start on the inside. And you said it beautifully when you gave Richard Branson's quote that if you take care of your people on the inside, and they'll definitely take care of your customers on the outside. So, I think it was a really great conversation and I just really wanted to extend our deepest gratitude for your participation in our conversation today.   Alan shared an extended thanks to Yanique and the work she's doing in this space. One of the things that he definitely picks up in everything Yanique shared, the customer experience is not a thing, it's a culture and when we actually realize this, everything becomes easier, because it seems obvious, it does take a lot of work, as you know, it's a profession. But when companies understand it, the only reason we exist is to create value for customers, then the customer experience is the report card. So, thank you so much for the work you're doing in this space and for having him on the show.   Please connect with us on X @navigatingcx and also join our Private Facebook Community – Navigating the Customer Experience.    Links •    You're Born an Original, Don't Die a Copy by John Mason •    Selling With Noble Purpose: How to Drive Revenue and Do Work That Makes You Proud by Lisa Earle McLeod •    To Sell Is Human: The Surprising Truth About Moving Others by Daniel H. Pink •    The Slight Edge: Turning Simple Disciplines into Massive Success and Happiness by Jeff Olson •    The ONE Thing: The Surprisingly Simple Truth About Extraordinary Results by Gary Keller •    10x Is Better Than 2x: How World-Class Entrepreneurs Achieve More by Doing Less by Dan Sullivan   The ABC's of a Fantastic Customer Experience Grab the Freebie on Our Website – TOP 10 Online Business Resources for Small Business Owners  Do you want to pivot your online customer experience and build loyalty - get a copy of “The ABC's of a Fantastic Customer Experience.” The ABC's of a Fantastic Customer Experience provides 26 easy to follow steps and techniques that helps your business to achieve success and build brand loyalty. This Guide to Limitless, Happy and Loyal Customers will help you to strengthen your service delivery, enhance your knowledge and appreciation of the customer experience and provide tips and practical strategies that you can start implementing immediately! This book will develop your customer service skills and sharpen your attention to detail when serving others. Master your customer experience and develop those knock your socks off techniques that will lead to lifetime customers. Your customers will only want to work with your business and it will be your brand differentiator. It will lead to recruiters to seek you out by providing practical examples on how to deliver a winning customer service experience!

This is Creative Coffee with Emma Gannon, a new series exploring creativity and how to live more creative lives over coffee with someone I admire. Less of an interview, more of a fly on the wall conversation. This is the last episode of this season, but I hope to be back soon — and I am planning to write a piece all about what I've learned launching a podcast on Substack. Today my guest is Jonathan Fields. Jonathan is the man behind The Good Life Project (a podcast I've enjoyed listening to over the years with guests like Brene Brown, Dan Pink and Glennon Doyle) and author of multiple books: most recently Sparked and Uncertainty. Jonathan is also new to Substack with his newsletter Awake at the Wheel with Jonathan Fields which he decided to launch from scratch even though he's been building communities for decades. In this episode, we talk about living a creative life, how 9/11 changed Jonathan's outlook; how success can simply mean to keep going, starting from scratch on Substack and the power of using his writing skills to create something privately, in Jonathan's case: a book for only his daughter to read.ICYMI links:* Listen to The Good Life Project podcast.* Jonathan's books.* Jonathan's Substack: Awake at the Wheel with Jonathan Fields* My episode on the Good Life Project project: “How to reclaim ease, sanity and success.”* Recording your family member's life story.Other Creative Coffee episodes: This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit thehyphen.substack.com/subscribe

Kevin Hoey: Fostering Agile Team Collaboration in Remote Settings Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Kevin describes a team struggling with collaboration, where members worked in isolation and did not work towards a sprint goal. This led to over-the-wall work handoffs and blame in the team. Kevin emphasizes the importance of having cameras on during remote meetings to foster team connection. He shares that effective scrum masters unlock team productivity by focusing on people first, ensuring everyone is aligned and engaged in their work. Featured Book of the Week: Drive by Dan Pink Kevin shares that his greatest influence isn't a book, but the Agile podcasts such as this one and others. As a new scrum master, it was the insights from experienced professionals that shaped his journey. However, he recommends "Drive" by Dan Pink, which emphasizes intrinsic motivation through mastery, purpose, and autonomy. Kevin's company has long embraced autonomy, helping him reflect on his role in fostering these qualities within his teams. He highlights the importance of enabling autonomy, purpose, and mastery to drive motivation and success in the teams we work with.   [IMAGE HERE] Do you wish you had decades of experience? Learn from the Best Scrum Masters In The World, Today! The Tips from the Trenches - Scrum Master edition audiobook includes hours of audio interviews with SM's that have decades of experience: from Mike Cohn to Linda Rising, Christopher Avery, and many more. Super-experienced Scrum Masters share their hard-earned lessons with you. Learn those today, make your teams awesome!     About Kevin Hoey Kevin is the lead scrum master at Domestic and General, with 10 years' experience in project management before moving into scrum mastery. He now heads up a team of scrum masters, whilst continuing to support his own squads. Kevin believes scrum masters need to focus on self-improvement to turbocharge their ability to better support teams and the wider business on the journey to effectiveness. You can link with Kevin Hoey on LinkedIn.

Paul Levitin discusses the fear of living a life with regret and introduces three key mindset shifts to avoid this outcome MyBodyTutor $50 off daily health and fitness coaching! - Say "paul from change made easy sent me" in your intake form to receive a discount! Check out their testimonials and success stories here! Drawing on insights from Dan Pink's 'The Power of Regret' and Bonnie Ware's 'The Top Five Regrets of the Dying,' Levitin emphasizes the importance of deliberate actions and mindful living. Topics discussed: 00:00 Introduction: Facing Your Biggest Fear 00:43 Understanding Regret and Its Power 01:22 Three Key Changes to Avoid a Wasted Life 01:43 The Top Regret of the Dying 05:37 The First Key Shift 09:52 The Second Key Shift 14:23 The Third Key Shift 17:35 Action Steps and Conclusion

Joel Passen is a proven technology entrepreneur and leader with 20+ years of success creating value and driving measurable results at the intersections of sales, business development, product strategy, operations and customer experience.   Before co-founding Sturdy, a next-gen customer experience solution that helps companies improve customer satisfaction. Joel co-founded Newton Software, a B2B SaaS company headquartered in San Francisco that was acquired by Paycor (2016). Prior to that, Joel co-founded Gravity Technologies, Inc., a company that owned and operated businesses in the talent acquisition industry, including the first recruitment processing outsourcing company focused on technical talent.    Questions · So, could you share with our listeners, how it is that you got from where you were to where you are today? · Could you share maybe 1 to 3 top I would say areas that you believe as an organization, especially in your industry that you believe it's important for you to focus on or it drives your success in the space of ensuring that you're delivering a great or a fantastic customer experience. · If you want to maybe debunk maybe one of the biggest customer service myths that you see organizations still using as a driver in their business, when really and truly that shouldn't be anything that they should be guided by, what would you say that is based on your observation and experience? · Now, Joel, can you also share with us what's the one online tool, resource, website or application that you absolutely cannot live without in your business? · Can you also share with our listeners, maybe one or two books that you have read, it could be a book that you read recently, or even one that you've read a very long time ago, but it still has had a great and profound impact on you. And that can be either professional or even a personal impact. · Now, Joel, can you also share with our listeners, what's the one thing that's going on in your life right now that you are really excited about? Either something you're working on to develop yourself or your people. · Could you tell us a little bit about your organization Sturdy, exactly what it does. And if they wanted to connect with you, or Sturdy, how they could find you online? · Now, Joel, before we wrap our episodes up, we always like to give our guests a chance to share with our listeners, do you have a quote or a saying that during times of adversity or challenge, you'll tend to revert to this quote if for any reason you get derail or you get off track or you get knock down and the quote kind of helps to just motivate you to get back up and to push forward and to complete whatever would have knocked you down. Do you have one those?   Highlights Joel's Journey Me: So, we like to give our guests an opportunity to share in their own words, a little bit about your journey. So, could you share with our listeners, how it is that you got from where you were to where you are today?   Joel shared that he appreciates this question. So, he's always a commercial leader, meaning he's always had responsibility not only for net new growth, but also for responsibility for customers. And where he is today, in terms of having started a company that focuses on using AI to ultimately improve the customer experience by deeper listening to customers, he thinks for him, the journey was more of like, and this may sound a little off putting to some, but he was kind of like a frustrated engineer to a certain extent. He was a frustrated commercial person in many ways. So, he thinks the desire to sort of solve a problem that he had as an operator, a commercial operator for two decades, has led him to where he is today, which is trying to solve that problem at scale.   Areas Organizations Needs to Focus On to Ensure the Delivery of a Fantastic Customer Experience Me: So, could you share maybe 1 to 3 top I would say areas that you believe as an organization, especially in your industry that you believe it's important for you to focus on or it drives your success in the space of ensuring that you're delivering a great or a fantastic customer experience.    Joel shared that he likes everything in 3, so absolutely. But the first thing is, in many ways he thinks that removing the abstraction layers between our customers, and the level of leadership within organizations that can actually do something about the issues that we're hearing is really important. And what he means by that is, he thinks for the last 10 or 15 years, we've created not only technology driven abstraction layers like chatbots, and automated knowledge base stuff and it's all sort of addressing what he would think of as a symptom, but not necessarily is the root cause of perhaps customer frustrations in terms of customer experience.  So, an example would be like if we have to continue to build these really acute knowledge bases and what we're addressing is constant customer confusion, for example, wouldn't it make more sense to take the data that we're deriving about what's confusing the customer, take it back to our product teams or services organizations, and address the root cause. So, number one is, he thinks we've got too many abstraction layers between us and our customers.  Like number two is, the people that are responsible for customer experience, and ultimately, you're holding the bag and oftentimes, perhaps even the number for the board can only solve about 30% of the problems that we face around customer experience or challenges we face about customer experience within the organization. So, for example, going back to like a product or service, which ultimately, we deliver to an end user. If he's the customer experience person, and he's holding the bag for that number, whether it's some sort of arbitrary number like not arbitrary, but he guesses arbitrary, like NPS or CSAT, like something that we're being measured on, but even more importantly, a revenue number. He has to rely on his other teammates to ultimately contribute to the success of that experience. And that's a big challenge.  And he thinks the third one is kind of an expansion on that topic, which is, he thinks that we've lost sight as organizations at large that everybody's job is customer experience, providing the best customer experiences we can, whether it's the billing team that designs processes around auto renewing, and billing customers, to the product teams that are delivering product to the services teams that are delivering services, to the sales teams that are an account management teams that are being truthful and ethical and honest about what we actually can provide in terms of value.   Debunking Customer Service Myths Me: Now, in listening to you, I also wanted to know if you could share with us, you've been in the whole customer experience space, and you're noted as a top customer experience voice on LinkedIn. If you want to maybe debunk maybe one of the biggest customer service myths that you see organizations still using as a driver in their business, when really and truly that shouldn't be anything that they should be guided by, what would you say that is based on your observation and experience?    Joel stated that it's going make me unpopular. He's going to lose the popularity contest on this answer, and he's going to treat this less like a cable news show, so, he's not going to swear. But if you do follow him on LinkedIn, it's not just to be incendiary. But he really thinks health scores of customers are one of the most overused, underpowered abstraction layers that people use, he thinks they're garbage. And he's speaking from experience, not because he has something against them, or the companies that help us build them or anything like that. It's because too many times, he's been in executive leadership team meetings, and he takes the board slides in, and he's got all these green lights on maybe with their top revenue accounts, for example. And he goes back to team meetings two weeks later to go back through the account reviews, and so many times he's gone from green to gone with no leading indicators along the way that has ever given him any kind of indication that they were in trouble. So, that's his answer. And some people are in love with health scores, and they spent a lot of time building them, and quite frankly, he thinks they're full of telemetry data and opinions that just don't yield anything that he can use as an executive leader.   App, Website or Tool that Joel Absolutely Can't Live Without in His Business When asked about online resource that he cannot live without in his business, Joel shared GPT 4. As an early-stage entrepreneur, he feels like he spends a lot of time sifting through data, and crafting messaging. But to make a finer point, like, for example, he has a client, they're called Hawke Media, they're one of the largest independent ad agencies in the United States. And his outbound sales team, let's say, wants to find more companies that are similar to these folks. And there are hundreds of these types of agencies in the United States, not of the same magnitude of Hawke Media, but similar. And when you go into LinkedIn Sales Navigator, and all these other Apollo or ZoomInfo. With all the metadata tags that are in the systems, it's really hard to get a filtered list, for example.  So, last night, he was watching a hockey game, and he typed a simple query into GPT 4 and said, “Give me 300 companies that look and feel like this particular company that are based in the United States and then put their name in column A of a CSV and send it to me,” and it did it and it's super accurate. And it's that kind of stuff that it's just mind blowing. Some of the things you can do with it. So, GPT 4, probably for him, can't live without it.    Me: Amazing. It's fascinating when I heard the prompt that you just gave it now. It's very important that what you put in is what you get out almost like the quality of the question you asked determines the quality of the response that you get back. So, the fact that you are so specific in terms of what you were looking for, the teams, the column that you wanted it in, the fact that you wanted it to be for a specific geographic location, and not just to the world, and the fact that it gave you back that information, so specifically, the prompt that you put into it is so critical to the output that it gives you.   Joel stated that that's a good point, not to scratch his back at all. But he would tell people start with being ultra specific, if you haven't leaned into GPT.  First of all, it's worth the 20 bucks a month for GPT 4. It's really powerful and it can produce graphs and charts and statistical things you can enter, for example, he was working on some like a VC deck the other day for a friend of his, not for his company. But he was having a trouble with like, processing the information from his total addressable market into like a graphical form. Like he's not a designer, he's a spreadsheet person.  And so, he took his spreadsheet, uploaded it to his version of GPT 4 in Azure, so it's privatized without any kind of PII in it, he paid 20 bucks a month for it. And it spit out a graphical representation that with a little bit of tweaking and the coloring could be used in a deck, it's really great. So, there's just some really crazy things you can do with it. But start with being more specific and dial it back, rather than starting with broad requests and commands, because then you're going to get frustrated.   Books that Have Had the Biggest Impact on Joel When asked about books that have had a great impact, Joel stated that he's going to reveal that his dad is an Industrial Psychologist, PhD in Industrial Psychology. And he's written a bunch of papers on emotional intelligence, EQ and EI. And so, he's kind of a big fan of Dan Pink, or Daniel Pink. They are business books, so they might be a little cliche for some people. But in 2005, he wrote a book called A Whole New Mind: Why Right-Brainers Will Rule the Future, Right Brain. It's kind of like the why right brain thinkers are the future. And he thinks there's a lot of interesting things in there that are pretty applicable today. Despite his little claim of using GPT, which might be more of a left brained example, he's probably a stronger right brained person with communication skills, specifically, rather than somebody that's going to put their head in a spreadsheet all day. And he thinks there's some really telling things and some really interesting things that people could use, both earlier in their career and even later in their career with the Daniel Pink book.  And then he thought one of the other books that he read recently, when he thought about this was “The Billion Dollar Loser : The Epic Rise and Spectacular Fall of Adam Neumann and WeWork”, written by Reeves Wiedeman, it's the Adam Neumann story about work, he doesn't know, if Yanique have read that. It's actually kind of a fiery read, like, it's a cool book. But he thinks for him, the story was really interesting, if you're interested in business, but it also is a really stark reminder that humility is really important in business, being honest, and being humble is a marathon play, but it's also the right play, it'll get you to the finish line. So, he thought that was a good reminder for him and anyone else that is in business and thinking about their own sort of virtue.   What Joel is Really Excited About Now! When asked about something that he's really excited about, Joel shared that he's really excited about for me, he works at a company that builds applied AI products and essentially helping businesses listen to their customers more carefully, and actively for that matter.  And he thinks what he's most excited about is sort of the evolution of AI in an ethical way. So, one of the things if you read any of the business reports from the industry analysts and in the industry consulting firms, the Beans, you read any of the stuff from the Harvard Business Review, fairly objective sources, people are really scared about using AI in their businesses specifically, let alone personally, but he's thinking about it in a business light.  And he thinks what's starting to happen is that the hype is dying down a little bit and we're starting to see a more practical light in the application of AI where it's not so risky, and that it is truly not going to replace everybody's jobs, it's going to help us sift through larger and larger datasets together, so we can get to the root of very specific problems and solve for the root, going back to him at the top of the show when he talked about abstraction layer. So, for him, he's really excited about that, more and more companies are adopting AI and doing so in an ethical, responsible, privacy conscious way. And the wild, wild west is starting to fade into the background as quickly as it grew, and he thinks that's exciting to him, and he knows that sounds kind of nerdy, but that for him is progress.    About Joel's Organization Sturdy and How Can Listeners Find Joel Online Joel shared that Sturdy is very easy to find, he'll start there, but it's sturdy.ai. And he thinks for the relevancy of your listeners and our listeners today is, their our thesis was that ultimately, the customer experiences is really the responsibility of every team. Again, he mentioned operations services, product sales, marketing, leadership, everybody's responsible for customer satisfaction and customer experience. And ultimately, that leads to everybody being in charge of revenue and retention. And what they've realized over the years as being operators of businesses is that 75% of customers expect businesses to use some sort of technology to better their experiences, like the time is now yet we have all these silos in our business.  So, what their business does, what Sturdy does is plugs into all of your data hubs where you're collecting communications from your customers, those day-to-day interactions, those really rich meaningful, those emails, the tickets, the calls transcripts, even unstructured tests like text like surveys, they take all of that information in, privatize it. And they run language models on it to help find topics and trends to help improve the customer experience. And then make agents to deliver this data to the teams and the people and the systems that need it the most. So, that's basically what they do. And they find that the outcomes are their customers are improving their NPS and CSAT scores almost immediately, because they're more actively listening to their customers. But they're also seeing pretty strong lifts in customer retention and revenue as well. So, both expansion and retention revenue.  And he's easy to find, personally, Joel Passen as mentioned, he talks a lot about customer experience and satisfaction on LinkedIn. And you can find him on LinkedIn, he's pretty active there. And otherwise, he just joel@sturdy.ai.   Quote or Saying that During Times of Adversity Joel Uses When asked about a quote that he tends to revert to, Joel shared that he's going to disappoint people, because this isn't like super profound. But he tells his kids this too and his dad used to tell him this like, “Every day is like the first day of school, you can reinvent yourself.” The ability for humans to reinvent themselves is surreal, it's crazy. And if he's having a bad day, or he's down or he's stuck, he literally thinks about the next day and say, tomorrow's my day, I can be whoever I want, I can solve whatever I want. He shared that he sounds like that guy on Saturday Night Live, Stuart Smalley. But reinventing, every day is an opportunity to reinvent yourself. And he thinks that's what keeps him going and he truly believes that even if you had a bad day or a bad interaction with your family or your team or what have you, tomorrow's a new day.    Me: Great. Thank you so much for sharing, Joel.   Thank you so much for hopping on our podcast and sharing all of these great insights as it relates to customer experience and debunking the myths in customer experience that a lot of organizations are still driven by. Also talking about your organization Sturdy and just where you see artificial intelligence going and how the adaptation is being taken more in a practical role now as all the fanfare and excitement is dying down and people are really seeing how they can integrate it in a very practical and useful way not just to eliminate human interaction but to add to the value that they are using the technology to enhance the quality of the experience that the customer is having. So, thank you so much.   Please connect with us on Twitter @navigatingcx and also join our Private Facebook Community – Navigating the Customer Experience and listen to our FB Lives weekly with a new guest   Links •     A Whole New Mind: Why Right-Brainers Will Rule the Future by Daniel Pink   The ABC's of a Fantastic Customer Experience   Grab the Freebie on Our Website – TOP 10 Online Business Resources for Small Business Owners  Do you want to pivot your online customer experience and build loyalty - get a copy of “The ABC's of a Fantastic Customer Experience.” The ABC's of a Fantastic Customer Experience provides 26 easy to follow steps and techniques that helps your business to achieve success and build brand loyalty. This Guide to Limitless, Happy and Loyal Customers will help you to strengthen your service delivery, enhance your knowledge and appreciation of the customer experience and provide tips and practical strategies that you can start implementing immediately! This book will develop your customer service skills and sharpen your attention to detail when serving others. Master your customer experience and develop those knock your socks off techniques that will lead to lifetime customers. Your customers will only want to work with your business and it will be your brand differentiator. It will lead to recruiters to seek you out by providing practical examples on how to deliver a winning customer service experience!

“What people regret over time are things they didn't do. They didn't take that trip, they didn't ask that person out on a date. They didn't start that business,” says former political speechwriter and author Dan Pink. “I think it's because we are slightly over-indexed on risk. We overstate the risk in many circumstances.”In this episode of Think Fast, Talk Smart, strategic communications lecturer Matt Abrahams sits down with Pink to hear how we can take more risks and how leaders can inspire others by focusing on the why instead of the how. “There's almost incontrovertible evidence that a sense of purpose is the most cost-effective performance enhancer that organizations have,” Pink says.Episode Reference Links:Dan Pink: WebsiteDan's Books: Website Original Episode: Ep.92 No Regrets: How to Take Risks in Your Communication, Relationships, and Career Website / YouTubeEp.103 Simple Is a Superpower: How to Communicate Any Idea to Any Audience Website / YouTube Ep.80 Magic Words: Change What You Say to Inspire and Influence Others Website / YouTubeConnect:Email Questions & Feedback >>> thinkfast@stanford.eduEpisode Transcripts >>> Think Fast Talk Smart WebsiteNewsletter Signup + English Language Learning >>> FasterSmarter.ioThink Fast Talk Smart >>> LinkedIn Page, Instagram, YouTubeMatt Abrahams >>> LinkedInStanford GSB >>> LinkedIn & TwitterChapters:(00:00:00) IntroductionHost Matt Abrahams introduces guest Dan Pink, a NYT bestselling author and former political speechwriter.(00:01:17) Lessons from Political SpeechwritingInsights from Dan's experience as a political speechwriter.(00:03:58) Speak Like a HumanThe necessity of authentic communication and the power of speaking naturally and directly.(00:07:57) The Role of Immediacy in CommunicationHow immediacy can enhance connection and engagement in communication.(00:09:24) Problem Finding vs. Problem-SolvingThe value of identifying hidden problems in persuasive communication and sales.(00:11:21) Understanding and Harnessing PurposeHow purpose enhances motivation and performance in work and life.(00:15:11) Communication, Risk, and RegretThe impact of perceived versus actual risk in communication and decision-making.(00:20:16) Timing and Breaks for Enhanced PerformanceOptimizing performance through strategic timing and the importance of taking breaks.(00:22:41) The Final Three QuestionDan shares communication advice, a communicator he admires, and three ingredients for successful communication.(00:25:39) ConclusionSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

When your days are full and deadlines are looming it can feel difficult to stay motivated. However, there are small things that can increase your energy and get you through the tricky times. This week, Helen and Sarah talk about Dan Pink's work on motivation and reflect on what they do to increase their purpose, mastery and autonomy at work. They share 6 tried and tested ideas for action that are simple and easy to fit into your day.More ways to learn about Squiggly Careers: 1. Download Squiggly Careers PodBook: https://bit.ly/squiggly-podbook2024 2. Sign up for PodMail, a weekly summary of the latest squiggly career tools: https://bit.ly/sc-podmail3. Sign up for our monthly Squiggly Career Calendar: https://bit.ly/squigglycalendar_signup4. Read our books ‘The Squiggly Career' and ‘You Coach You': https://www.amazingif.com/books/If you have any questions or feedback (which we love!) you can email us at helenandsarah@squigglycareers.com Hosted on Acast. See acast.com/privacy for more information.

Regret is often seen as a negative emotion to be avoided, but what if it holds the key to better parenting? Dr Justin Coulson and  author Dan Pink uncover the surprising ways regret can teach us valuable lessons, helping us to be kinder, more thoughtful parents, and ultimately, better people. Topics included in this episode – The Power of Regret: How Looking Backward Moves Us Forward, by Daniel Pink Why do people say that they don't have regrets? Your regrets say a lot about you as a person Your regrets can inform your future decisions Reframing regret Inward, outward, forward “At-least”ing and “if-only”ing Dan's advice for time poor parents Normalising the emotion of regret Talk to your kids about your regrets Dan shares some of his regrets  (R) This episode originally aired 2/11/22. . Related links:  Learn more about Dan Pink & his books #570 Do Over - What Would You Change If You Could? . Last chance to register for the Supporting Autistic Children course Find us on Facebook or TikTok Subscribe to the Happy Families newsletter Leave a voice memo here or email your questions/comments to podcasts@happyfamilies.com.auSee omnystudio.com/listener for privacy information.

Welcome to the 150th episode of the Emotional Balance Sheet podcast!  I can hardly believe it's been nearly four years since we launched our journey in October 2020.  Through the ups and downs, your support has kept us going, and today, I want to celebrate this milestone by highlighting some of the most meaningful conversations we've had.  In this special episode, we revisit insightful discussions with remarkable guests like Brian Portnoy on "funded contentment," Dr. Joy Leary on the deeper issues couples face, and Bruce Filer on navigating life's transitions.  You'll also hear about fascinating talks with people like divorce attorney Jim Sexton, productivity expert Scott Hanselman, and renowned author Dan Pink.  Whether it's learning about the concept of "enough" with Carl Richardson, exploring parental insights with Josh Brown, or digging into economic complexities with Neil Dutta, these moments have shaped our podcast and provided invaluable lessons.  Join me as we reflect on these enriching conversations that emphasize awareness, life transitions, and the emotional intricacies tied to financial planning.  Thank you for being part of this journey, and enjoy our special montage of the last 150 episodes.  Connect with Paul  Contact Paul here or schedule a time to meet with Paul here.  For resources discussed in this episode, visit tammacapital.com/podcast.  Follow Paul on LinkedIn, Instagram, and Facebook.  And feel free to email Paul at pfenner@tammacapital.com with any feedback, questions, or ideas for future guests and topics. 

In this episode, Jim and Jan explore the importance of saying "no" in the workplace. They highlight how setting clear boundaries and aligning decisions with both personal and organizational values can help leaders manage their time and workload more effectively. Empowering lower-level employees to say "no" can also reduce friction and enhance organizational efficiency. Additionally, they discuss how balancing commitments and making mindful choices contributes to improved focus, productivity, and long-term success.     Key Takeaways   [01:28] Jim talked about his company name, Rafti Advisors, which connects to his Greek heritage. Rafti is a town in Greece where his father was born and had to leave due to war. Jan added that he grew up in a small village in Ireland and he and Jim made mistakes when they were young. They agreed these experiences helped them grow. They emphasized the importance of giving grace to people making mistakes today, especially since cameras are everywhere now. Mistakes have consequences, but they help people learn and improve.   [03:38] Jim and Jan discuss the impact of hearing "no" and how it influences personal and professional experiences. Jim highlights the emotional weight of "no" and how it can vary based on context, such as a child asking for permission versus avoiding obligations. Jan adds that hearing "no" plays differently in personal decisions and organizational settings. In companies, there can be friction between front-line and support staff due to different priorities, with support staff often focused on risk avoidance. This can lead to frequent use of "no." Both agree that "no" can have a strong influence on decision-making in many areas of life and work.   [06:15] Jim and Jan discuss the importance of saying "no" in organizations to manage resources and maintain focus. Jim emphasizes that leaders need to decide when to say "no" to prevent lower-level employees from becoming a "no department." Jan shares insights from executive coaching, highlighting the need to influence decisions and find ways to navigate challenges. Both agree that knowing when and what to say "yes" helps clarify when to say "no." They reference baseball player Ted Williams' advice on focusing on pitches you can hit, illustrating the importance of clear decision-making.   [10:33] Jim and Jan talk about setting boundaries and managing time at work. Jim mentions a Wall Street Journal article about saying no by setting limits and using outside commitments as excuses. He shares a story about someone working too much and missing time with family. Jan adds that excessive meetings and admin tasks make it difficult to manage time. They agree that poor meeting management and unclear agendas waste time. They also note that changes in the job market have shifted power to employees, leading to new workplace dynamics.   [18:06] Jim visits an old workplace and sees most of it demolished. Reflecting on the past, he emphasizes the importance of relationships and leaders helping people find purpose and grow. This focus on relationships is key for good leadership. Jan agrees, noting that leaders must advocate for their team and say "no" when necessary. Being a good leader isn't just about being nice; it's also about setting boundaries and supporting the team's needs for growth and development.   [22:01] Jim and Jan discuss how it's important to tell people "not yet" instead of just saying "no" if the timing isn't right. They suggest providing context and explaining when an idea might be possible in the future. Jan shares how he manages networking requests by declining politely due to his busy schedule. He explains his need to focus on current commitments and projects and wonders how others perceive this approach.   [24:15] Jim and Jan discuss how receiving a polite decline, such as someone being too busy, shows the person is organized and knows their priorities. They agree this approach is respectable, even if some might see it as distant. Jan says being able to say "no" is about knowing what you value and prioritizing tasks. Saying "yes" to the right things and "no" to others helps manage time. Jim adds that prioritizing tasks doesn't mean other things are unimportant; it just means focusing on what is most urgent.   [24:15] Jim and Jan emphasize the importance of making decisions at the right time, comparing it to picking ripe fruit. They stress the need to align with others and consider the best timing. They reference Dan Pink's book on timing and mention people have more control over their time and responses than they might think. They thank their sponsor, Darley, for its support. They stress the importance of knowing your values and where to focus your time for effective priority management. Careers consist of many short chapters that require adaptability.   [28:30] Jim and Jan discuss the importance of saying "no" to stay focused and productive. Jim explains that saying "no" doesn't mean missing out but helps prioritize tasks and control time. He shares a story about two authors at a billionaire's party, highlighting the value of knowing what is "enough" in life. Jan agrees and stresses the importance of knowing what you truly value to make decisions about when to say "yes" or "no." They acknowledge the challenge of wanting to say "yes" but note that understanding your priorities can help navigate these situations. They reference authors Kurt Vonnegut and Joseph Heller, discussing the importance of seeing the world differently. Overall, they agree that the topic of saying "no" is ongoing and relevant to everyone.   [32:40] And remember, our life is the sum total of all the decisions we make every day, and those decisions are determined by our priorities. -Myles Munroe   Quotable Quotes "All those mistakes and dumb things we did when we were younger got us to where we are today."   "We need to provide grace and patience to those who are currently being 'knuckleheads' as we were once there ourselves."   "It's harder for people to do stupid things now because there's a camera everywhere. Grace and understanding are more important than ever."   "No can be a powerful and emotional word, understood by everyone."   "Making decisions with a pros-and-cons matrix can be limiting. Instead, consider your core values and priorities."   "Leaders face decisions with moral, ethical, and legal implications. These aren't black-and-white choices but shades of gray."   "Support staff often play a crucial role in mitigating risk and may seem like they're always saying 'no' because they're focused on avoiding mistakes."   "Setting boundaries is essential for managing your time and energy effectively."   "You don't have to say yes to everything; learn to prioritize what truly matters."   "Meetings should have a clear purpose and agenda; otherwise, they're just a waste of time."   "Empowering people means giving them the freedom to make decisions without excessive buy-in."   "A great leader helps people find purpose and meaning in their work."   "The best way to grow an organization is by growing and developing people."   "A good boss advocates for their team and provides them with the resources they need."   "Saying no is a powerful tool for maintaining focus and protecting your time."   "Sometimes we need to say 'not yet' instead of 'no' for good ideas for better timing."   "Time is the most precious thing; where you spend it matters."   "Knowing your values helps you say yes to the right things and no to the wrong things."   "Saying no can lead to being more productive and achieving more."   "When you know what you value, you can prioritize your time effectively."   "The power of no comes from understanding your goals and being able to say no when necessary."   "Knowing what you value can lead to a healthier work-life balance and increased productivity."   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | 

Proft Streams BookTranscript:Agile FM radio for the agile community. Today I'm thrilled to have Luke Holman with me in the podcast here of Agile FM and I can't believe After all these episodes I had so far I haven't had you on the show, which is a big miss. You are a renowned expert in agile methodologies an author. And I think a lot of people know you from the innovation games which is a framework for collaborative decision making problem solving.You have experience that dates back way, way back into the 1990s, pre Agile, but also I heard recently that you were involved in the 2003 Agile conference. So yeah, a while back. Welcome to the show, Luke. [00:00:46] Luke Hohmann: Joe, I am so happy to be here. I've known you through the community. We've seen each other at conferences.And so it's a, it's quite an honor to be here. Thank you so much for inviting me to participate. Thanks [00:00:58] Joe Krebs: Yeah, no, absolutely. We could talk about the innovation games and fill an entire show, but today we could, but today we want to talk a little bit about value profit stream, the agile community as often. This is the recordings taking place on the 25th of June, 2024 is a little bit in a turmoil. The Agile community as a whole, there seems to be some different kind of directions people are going, looking at the roles. It's maybe a good time to talk about what value is, how we can present value because at the end of the day is, it's like, how do we sell agility within an organization or for organizations?[00:01:44] Luke Hohmann: I think it'd be a good thing to talk about. There, there's so many aspects of this that are interesting, but let's try a few. And I'll also talk about the rule of self interest in the Agile community. When we talk about value we think about it in terms of our Profit Streams book and our Profit Streams work as What are the set of tangible and intangible benefits that a product or service we use solution as the single term for product and service or any blend thereof.So it's just a little easier because we're here to solve problems for our customers. So we think of both the tangible and intangible benefits. And for the tangible benefits, we help companies create mathematical equations that capture the benefits. And we often work with our clients because technical people are good at being efficient in terms of doing things like saving time.But the reality is most companies don't need to save time. They need to have the time converted into a metric that they can understand for their business purposes. One of the examples we use in our book, and it's been proven in many of our client engagements, Is we were working with a trucking company, and they were going to be buying software that saved their drivers time.So drivers in the trucking industry have to keep detailed logs of their hours of service to make sure they're taking breaks, etc. And this solution enabled the data to be acquired automatically by connecting into the engine bus. And they knew if the truck was on and if it was moving and all that kind of technological internet of things capability that we love.And there's so many things that we can do. So the company that we were working for, and this was Qualcomm had the solution. They went to the trucking organizations and said, Hey, we can save you 20 to 30 minutes a day in driver time. And Joe, we were able to prove this. Absolutely through, the data, like the data was very clear.And the trucking company's executive said we don't really care about that. Because our drivers are union and they are paid for eight hours. So saving me 30 minutes of a driver's time doesn't actually save me money. It doesn't do anything for me. So we had to go back to the drawing board with Qualcomm and find out how to reroute drivers using the new systems so the trucking companies could deliver another package or two in a day because that's how they made money through package delivery.Or the other part of this would be the intangible side and intangible benefits can be quantified on the intangible side for challenging deliveries. We were able to allocate more time in the driver's schedule so that customer satisfaction improved. And as customer satisfaction improved, we would see less churn among customers.Oh, my package was delivered well. I want to use this company again. My, my package was delivered without any breakage. I want to use this company again. So the first step of value is to actually take a step back and try to quantify the tangible and intangible aspects of value. And then I'll just real quickly, I'll finish that off.The second of the determination of value is what we call direct and indirect benefits. A direct benefit is something that you will recognize as a benefit and it materially affects your purchase or use decision. An indirect benefit is something that you recognize, you'll say, yes, the benefit exists, but it doesn't influence you.And I'll give you a kind of a standard example. My wife and I were out shopping for a new car. I cared a lot more about the styling and color. She just doesn't care about that. And and she would readily agree yeah, that's a good looking car, but it doesn't affect my purchase decision.Whereas I was, hey, that's a really good looking car. I think I bought it. And so now let's take it into the business context. The solutions that we're creating, which are often very sophisticated, there's a collection of benefit. It's not a single benefit. And collection of benefits, you create a network of how the customer perceives those benefits.So let's go back to a trucking company that is focused on customer satisfaction is not going to really care about the not care as much. I shouldn't say they care. They don't care at all, but they're not going to care as much about like driver satisfaction. But let's say you're a trucking company and a part of.The world where it's hard to attract drivers. Now your network of benefits might emphasize driver satisfaction. So understanding not just what benefits are, but how a given market segment is going to perceive the collection of benefits is really the foundation of our approach, and then from there, what we do is from the benefits, We can derive the customer return on investment model.We can derive your pricing and packaging model. We can help you develop your solution so that you know that you're building a sustainable offering. And I'll close with this Joe. The foundation of profit streams is sustainability. If you're running a business, Or frankly, if you're running a household, you have to have a positive flow of cash coming into your business or your house, right?We can't, other than the government who prints money, right? Like a business has to have a profit to survive, to sustain itself. Now, in some cases, profits can be misused or we can have unsustainable business practices. But if you look at true sustainability involves.Three related areas. One is your solution itself has to be sustainable over time as your customers evolve as their needs evolve Your solution has to evolve to be relevant and to meet their needs So with the first part of this is solution sustainability The second part of this is economic sustainability Are you charging a price that will keep your company in business?But are you also factoring in your customers total cost of ownership? So that your customer perceives what you're selling to them as a good value something they want to keep The relation going right? We want to have economic sustainability and then the third kind of sustainability is relationship sustainability when we Sell software.We're not actually selling software. We're selling a license to use the software So the distinction is that i'm holding in my hand a pen You If I sell you my pen, I've transferred rights to you. You now own the pen. You can do what you want with it. I don't sell you software. I license software for you to use.So there's a license agreement and that license agreement determines our relationship as the provider to the customer. There's other relationships that matter. Every software package that is created has technology and licenses associated with it. So the provider is in licensing work, and there's relationships that they need to maintain.And of course, the kind of the capstone of all of these things is our relationship to society and to other parts of the world. Of the global infrastructure in which we live. And what I mean by that is if you're in Europe, you need to honor GDPR. If you're in the United States, you have to honor California CCPA.If you're selling certain kinds of fintech software, you might have to be PCI or SOX two compliant. If you're in the healthcare industry, you'll have to be HIPAA compliant. If you're in the education industry, you have to be. FERPA and COPA compliant. So the idea of compliance to us is part of that relationship.What is the relationship your company wants to have with various regulatory agencies? Are you going to try and be an organization that honors those relationships and fulfills your compliance requirements? Or are you going to be an organization that's going to try and skirt those requirements? And perhaps engage in questionable or provably unethical behavior, and so all of that is what comprises profit streams.[00:10:42] Joe Krebs: Yeah, this is it's very interesting. And as you were elaborating on this, especially on the economics, sustainability It's interesting, right? Because I think we all have seen situations as a consumer before where we felt like I need a certain service or a product, but I felt like this was too, too expensive.I've felt abused based on a very specific situation I'm in and I'm requiring a service or a product. I feel like everybody can relate to that. So finding that kind of fair spot, yeah. In terms of sustainability, I can totally see that as well as the other ones as well. So I think that's a great example.Now, if somebody hears the word profit stream, at least the first thing that came to mind for me said, what's the difference to value stream, right? [00:11:24] Luke Hohmann: That's a great question. And we should know the distinction between a profit stream and as a value stream. I credit this to my friend Avi Schneider who is well known in the scrum community.Avi, after reading the book, he said, Luke, I've come to learn and realize that all profit streams are value streams, like all squares are rectangles. But not all rectangles are squares. So the distinction that I like to talk about Joe is that typically a profit stream is going to be more aligned to what SAFe calls an operational value stream and the development value stream of SAFe would be a cost center.So now let's look at value streams and let's look at specifically operational value streams. We think of profit streams as those operational value streams that are generating revenue for a company. And so not all value streams generate revenue. For example, there are value streams provided by. Government entities that don't provide revenue, but provide services that maintain our society, which we need, and those are fantastic.But not all not all value streams are profit streams. And that's a good distinction. When the other thing that's interesting, and I give a talk on this. Is when we look at value streams, especially the operational value stream, you start to find that. We have a starting condition and we go through a sequence of steps and we get an ending benefit.Actually map in your operational value stream. When revenue occurs, you'll find that many things are costs until the very end. It's like value streams are rainbows, right? The pot of gold is at the end. And so you really have to make sure that you're understanding the steps in that operational value stream.And what we work on with our clients is that we try to help them understand the economic sustainability of looking at that sequence of flow to make sure that you are generating enough revenue at the end to support the whole flow and looking at ways you might be able to pull revenue sooner so that you can sustain yourself.[00:13:45] Joe Krebs: All right. How do you respond to somebody who is like possibly interested? Here's the word profit stream. Obviously I see dollar signs and signals and cha-ching and all of those kinds of things. For an agile audience out there who might say, Hey, but what about the team spirit? And what about sustainability of a team's, fun and learning environment?Aren't they contradictory to this? I guess the answer to that is no, right? But it's the, [00:14:14] Luke Hohmann: of course, all of those, Joe and for the listeners, Joe and I were chatting before the podcast we often do. And one of the things that I really find disappointing in the agile community is a lot of agile people seem to have this kind of disdain for management or this disdain for leadership.[00:14:32] Joe Krebs: And I think of it exactly the opposite. Business leaders over the last 20, 25 years have shoveled hundreds of millions of dollars into agile practices and transformations between the training and the tooling and the infrastructure. And they've gotten benefit from agile. I'm very proud of all the things that software people do.Earlier today I was getting a blood test. And I walked in and there was a kiosk and you just typed in your phone number scanned your driver's license and you were checked in. Software people did that. And I think what we do as software people is really cool. Yeah. Hardware and software. We designed a solution that was amazing.And of course, Joe, we want to have sustainable practices, not just in our business relationships with our customers, but true sustainability means sustainability with our employees, with our practices. With what Kent Beck wrote about very early in the community with XP, like XP is about sustainability.So to say that profit is antagonistic to sustainability is to have a very flawed understanding of what sustainability is and or what profit is. I've been a serial entrepreneur. I've started and run and sold a couple of companies. And it's really a lot of fun when you're an entrepreneur and you can give out bonus checks because you had a great year Yeah, it's not so fun when you had a bad year and you're cutting salaries or you're doing other You know doing a layoff or whatever.And so for the people in the agile community who talk about humanness of our developers my response is Yes, heck yes, we, those are things that promote sustainability. Those practices, the training the better tooling, the better computers, they require money, they require a profit.And most of us work for a for profit company. It is, I think it's pretty above average that people would be working for profit rather than for the non profit sector. Should we go a little concrete about some data points, metrics, because I don't want to I'm just going to say the word.We really don't have to go down that path at all in this kind of conversation. I think we have debunked the word velocity as a metric or something like that. I don't think we have to talk about that. But what are. Measurements, like if somebody would say, Hey, this sounds very interesting. Definitely trucking sounds good, but I'm in a totally different domain.In terms of this, I would what's a good starting point for people to say, like, how do I measure these profit streams from an IT perspective or, Yeah. [00:17:18] Luke Hohmann: And Joe if I'm not answering the question in the way that you're intending the question that's okay.I started as an engineer and for everyone listening, Joe and I had a really, a geeky out moment when I, when we started, but I started as an engineer. And then I became a manager of engineer and then I became, vice president and all that kind of stuff. And I was always trying to create the best solution for my customers.And along and in that journey, I found product management. I thought, Oh, wait a minute. Product managers are the people who are designing the solution and working with designers on the user experience side. And they're in the center of the world of this thing called creating a great solution for customers.And through that. conversation, I started to realize, Hey, I'm responsible for creating a return on the investment of the company I'm working for. And from there, I started to learn the basics of finance. And I started to, understand how to read a balance sheet, how to read what is EBITDA what's the difference between CapEx and OpEx.What is the terms of the license agreement? What is, what can go wrong in a license agreement? If it's not crafted correctly for a company, how do I know if I'm making enough money, has my economic, let's go back to the engineers has my economic model factored in a pay raise for my team next year, because there's inflation and if there's inflation and I want to pay my developers more money, How do I manage that with my margins?Either my costs are going down, which might happen. And, maybe my software part of the solution is the same price, but my hardware margins are improving because I have cost of scale manufacturing. Maybe I don't, I'm a pure SAAS company and I'm picking up some lower costs because of hosting costs are dropping.How do I economically think about these elements? So the, what I would say is this is one of those areas where Agile has to do nothing more than embrace what has been existing for a long time, which is economic models Don Reinerson's work on flow. Looking at possibly throughput accounting, but educating ourselves, educate product managers, educate themselves on what's in our book, which is not just how do I economically model, but how do I actually. Set the price point. How do I determine the packaging of what features go in? What edition of my offering and do I charge? So those kinds of things are to me they're not taught as much as they should be in the agile community, but that's why we wrote the book. [00:20:10] Joe Krebs: Oh, absolutely. I agree with you.And I think indirectly you are answering the question, at least for me, right? Because I do see certain data points being captured within agile teams that are contradictory to what you're saying right now. These are like the velocity discussions and that are happening within teams. And then all of a sudden they happen on the leadership level, whereas you're saying, actually, some of those conversations are still existent as they were before agile, but they're still applying it.Just they have to be maps. I feel like you're having a much more adult mature kind of conversation about this. And I think we're actually experiencing within teams on the ground. [00:20:48] Luke Hohmann: Yeah I think the Agile community has gotten a little wrapped up around the Axel about, I helped form the first conference in the Agile Alliance series in 2003 with Alistair Coburn and Ken Schwaber and Rebecca Wirfs Brock and a few other people.And Todd Little, and let me tell you, no one at that conference was walking around arguing about the fine distinctions between output and outcome metrics and things like that. We both have a friend, Kenny Rubin, and he's written very beautifully about this. But trust me, in the very early days, we weren't arguing about those.It's like people drink fine wine and argue, Oh, are you getting black current or dark cherry flavors in the wine? No, just have a glass of wine and enjoy it. Um, and what's happening is we're forgetting that sometimes you do need to track certain basic metrics just as a mechanism Of I think consistency and let's say you're an athlete.Let's say you wanted to run a marathon. The number of miles you run in a week or the total miles that you've run in training for American a marathon could be a vanity metric. Oh, but at the end of the day, it's also the truth that you're not going to go run 26 miles if you didn't train And a training program is going to tell you how many miles you need to run Per week and if you're not tracking how many your miles you're running per week You're not going to hit your end goal of running the actual marathon So I think that so many other aspects of what we do, there's a very healthy way to look at velocity and velocity metrics and looking at flow metrics and unhealthy ways of looking at it and rather than throwing everything into a bucket of healthy and unhealthy, we should use the agile principles of retrospection.This metric and the way that we're using us, helping us advance towards our goals. Yeah. And it is, we should probably keep doing it. And if it's not, we should look at what we need to change. [00:22:52] Joe Krebs: Yeah. It's very interesting. I also, while we were talking about the marathon, I was also thinking yes, there's definitely mileage.This is an important piece, if part of your training program, but it's sometimes, and I don't know if that makes sense, I think sometimes we're measuring how many minutes we also have used for stretching, and yes, it is. a great technique to become a marathon runner, but I don't think from purely stretching, you're becoming a good marathon runner.I think it's together. And I think it's also for metrics like these things have to balance each other out. If you're having 90 percent stretching and 10 percent running, maybe that's the wrong [00:23:25] Luke Hohmann: that's where wisdom comes in. And that's where not always trying to invent everything from scratch, right?If you were, if you really were going to go run a marathon, you'd probably go talk with other runners. You'd probably go to some running websites that like runner's world that has reputable training plans. You'd get a sense of the balance of the metrics. So it's. It's very rare that one metric on a development organization is going to be the only metric that you needed.And again, this is where people start to it's good to have these discussions to calibrate. But it's like the definition of done, right? At the definition of done, you might say our definition of done is no stop ship bugs where stop ship is defined as P one and sev zero, like separate priority severity.Then you get into people who are like if I have no stop ship bugs, but I have a bunch of small bugs, can I still ship? And I'm like, I don't know like maybe no, maybe yes. What's the, we should have a conversation about that. And the metrics are designed to use to guide us into the conversations that are most beneficial, just like.So if I looked at a team that had velocity metrics, and they were reasonably consistent. And I saw an anomaly, like a dip. I, as a manager, if I didn't already know, I would go to the team and say, Hey, I noticed that your velocity dip, everything. Okay. And if the team says actually, no Joe went on a ski trip and broke his arm and our velocity dip, cause he was in the hospital.And we're all really worried about Joe. Wow, that stinks. Maybe we should send Joe some flowers or some get well, but now I know why velocity dipped. Yeah, and it was a special cause and it'll resolve itself. Um, now the other element could be our velocity dipped because we completely misunderstood the requirement and I'd be like, okay maybe we should toss that into a retrospective.There's so many good retrospective techniques. Maybe we should toss that into one of our retrospective techniques and see if that's a special cause or if there's some other potential issue that the team might be facing. And then the team goes, Oh yeah, no, we think we're okay. It was just this one time.We didn't really understand the requirements are no, we're actually in a new area of our solution and all of us are experiencing this new thing and we need more training or we need X to really get ahead of the issue. So metrics are important, right? We keep score, right? We keep track of things.[00:26:03] Joe Krebs: Yeah. So it's interesting, right? Because we, you mentioned before that there is this general amount of metrics. Don't want to repeat them necessarily, but these are like the business metrics. And these are the things that our businesses are already using on an enterprise level with or without agile.Why are we having such a hard time in the agile community to translate that? Obviously, your book will help in the translation of all of those things. But what do you think of the pitfalls? [00:26:29] Luke Hohmann: I actually think one of the pitfalls is how some of the agile methods have defined what a product owner is.You'll see agile methods say a product owner is responsible for value. Which is great, but then they don't define it. And so we've got a generation and I spent most of my formative business careers here in silicon valley, not all of it, but a lot of it So i'm used to a silicon valley style of a product manager Knowing how to run a spreadsheet knowing how to do pricing and being trained And what we're finding, I think, Joe, is that there's this tremendously large number of people who are associated with products, but don't have this training and pricing.They don't have this training and licensing. I'll, one of the things I do with my clients is I'll walk into a situation where they're, they need to, make an improvement economically. And I'll just go to the product managers and I'll say, when was the last time you read your own license agreement, your own terms of service on your website?And they'll be like, Oh yeah. never! Like, okay we should read it. And I'll give you an example of kind of the weird things that can happen in license agreements. We were working with a smaller company. And their license agreement with, so they served larger companies and it was a conversion company.I don't want to go much further than that. Yeah. They had a contract with a larger company that said every time the larger company made a request to the smaller company and the smaller company agreed to that request, their maintenance agreement would automatically extend for one more year. So every nine months, the big company would make a request to the small company.On a very small change, the small company would make a very small change. And then now they're saddled with a responsibility for another year of support. And I said, okay this two sentence clause in your license agreement is now costing you almost 300, 000 a year. Now for a big company, you may not notice it, but this was a company with less than 8 million in revenue.That's a noticeable number for a company with eight million right now. It's still a nice company. Don't it's not it's a very good business but i'm like this two line sentence in your license and the product manager was like wow I didn't know how to interpret that. I think we're seeing this challenge in the agile community because too many Organizations have allowed this skills of pricing and economic sustainability modeling to activity.Yeah, let's say you're, let's say you're agile. I don't care what flavor of agile you're using, pick one. I don't, there's so many, it's like going to the ice cream store. So you pick one and you're putting out more value at what point. Should you raise your prices because you've added so much value?At what point should you adjust your packaging? We work with a client who they kept on shoving features into their solution Which sounds great, right? But then their sales started to slow down and that the head of Product contacted me and said it's really weird luke Every time we're adding more features our sales team is telling us it's harder to sell that's a packaging problem because what's happening is people are saying Your solution now includes Features that are not relevant to me Therefore I want a lower price because i'm not using them.That's right And the right solution is to say okay now that our product has grown in sophistication We're gonna go take this market that wasn't segmented And we're going to make it a finer grain segmentation, and we're going to really understand the needs of these customers and take this wonderful platform we've built and offered these solutions or these features to this market segment, these features to this market segment.And after we did that work with that client. Their sales returned to a healthy growing number because people bought what was relevant for them. [00:30:49] Joe Krebs: This is awesome. Luke, we started off with also with a side comment or I might have started with this agile community being in some form of transition.Yes. And I want to end with this for our podcast as well. Now we talked a little bit more from the company's perspective, from the leadership level what I have noticed, and I don't know if you would share that thought is there's a lot of agile coaches in the transformation space and organizations, and they don't really know for sure if their work actually had an economic impact for the organization.Like they say like it feels better or it feels, we feel more profitable, but do we have evidence of what we had before to what we have now? How could profit streams help future coaching and coaches out there on, not from a product perspective, but more from a transformations perspective, how can profit streams help them to make a case for themselves to actually say, Hey, the agile community is alive and kicking.Why? Why? Because we are. Increasing the economic side of organizations by X, Y, Z, what kind of parameters would, what coaches need to tweak to say okay, these are like the parts of our puzzle where we can actually make a case for ourselves and say Hey, agile coaching is important. Agile teams are important.You call them the ice cream flavors. The agile processes out there are important for you to be successful for whatever is hitting your organization in the future. How would they use that kind of profit stream?[00:32:20] Luke Hohmann: I'm inspired by there's a gentleman that if you haven't had him on your podcast, you really need to get him.His name is Peter Green and he runs a company called Humanizing Work. He's a known in the Scrum community and he used to be one of the leaders at Adobe and Adobe's transition to more agile practices. And I remember that one of the metrics that Peter really tracked was just one thing, defects found in production.And remember I said that there was only, development teams need multiple metrics, but in this case, he was using the one metric that really resonated with his leaders and he showed his leaders how when defects in productions were reduced, customer satisfaction increased when customer satisfaction increased, renewals increased.The cost of customer care went down because there's fewer defects. And fewer upset customers, developer satisfaction went up because instead of fixing bugs, you're building new features. And so what he did was. He took the time to translate something that was just a number of defects found in production into how it expressed itself in a relevant profit oriented way.So my advice to the agile coaches out there is if you believe that you're creating a more effective, more efficient, more effective, doing the right things, more efficient, doing them effective, doing them well. If you think you're creating and contributing to this organization and, for example, I'm an agile coach and my team is quote unquote happier.What does that actually mean? What, we know that stable teams, like we have data on stable teams, that stable teams produce fewer bugs. That's an argument for stable teams. So what is the data that shows that coach is creating an economic impact that is relevant to the organization? And I am said this for decades.I am always concerned that people focus on trying to achieve the happiness of developers. When I think that the happiness of developers is an outcome of other elements, meaning if I'm a developer and I have Dan Pink, if I have reasonable autonomy, I have reasonable mastery, I, I have a purpose, right?Then I'm happy. But focusing on happiness doesn't mean I'm getting autonomy. Giving me autonomy, making sure I'm trained, making sure I have a purpose. Those and I definitely think that the many of the coaches I've seen, um, they don't always understand what the deeper opportunities might be.[00:35:08] Joe Krebs: Yeah. This is some awesome advice here. And I did not have Peter on the podcast and Peter, if you're listening to this, expect a call from me. Thank you, Luke. This was really insightful. And obviously I will share the book information for all the material on the show page of Agile FM, I just want to say thank you for sharing a very different view on things from what I had in the past in terms of guests and just chat a little bit about profit streams and make this really tangible for people of what they need to, establish within the organization to be successful and ready for the future.[00:35:42] Luke Hohmann: Yeah. And Joe, thank you. I'm going to leave just two more things for the listeners. I think they're important right now. We do think the agile community, many of us who've been there a while. And many of the leaders, we think the agile community is in some form of transition or some form of change, which means.It's up to you as a listener to decide what you think that future is and then work towards that future. A few years ago, my colleague Jason Tanner and I, we sat down and we were at an offsite and we said to ourselves, where do we really believe a future or part of the future of Agile has to be? And we decided that a part of the future of Agile has to be a return to the economics. of understanding profit and sustainability, and we acted accordingly, right? We wrote a book. We've got a partner program. We're doing consulting work. We're seeing our consulting business and profit streams is skyrocketing in terms of growth because we're finding that companies are going, wait a minute, You guys are right.You're We've invested in agile. How do we measure the return and how do we make sure that we're creating a profit? So and i'm not arguing that people have to buy into our perspective What I am saying is if you assert that the agile community is changing You can't just sit there and complain about it You have to decide what part of that future you want to create And what part of that future you want to be a part of and from there?You Your life will have purpose. Your life will have direction. And I think that's part of what's happening in the agile community right now. We're seeing this kind of Oh, what are what is our future? And where are we going to be? And how is it going to work as people are trying to decide? And I would invite people to reflect on their own and make a decision on their own about what they think that future is going to be, right?[00:37:40] Joe Krebs: Look, there's something very similar to what my kids are hearing in school every day. Make it a great day or not, the choice is yours. [00:37:47] Luke Hohmann: Oh, I love it. That's a great way to close. Luke, thank you so much.

One of the most common topics discussed in my office is social anxiety. Really great people say that there's nothing more painful than going to a party where they know few people or, worse still, no one.How about giving a toast at a wedding? Or, trying to engage in small talk that might lead to bigger talk? Or, how to handle awkward social interactions?If there's one person on the planet who knows how to handle all of these, it would have to be my new friend, the mingling maven, Susan RoAne (https://www.susanroane.com/)! Susan is the author of the now-classic book, How to Work a Room: The Ultimate Guide to Making Lasting Connections—In Person and Online. I loved the book as have major thought leaders like Dan Pink and many others.So, as it says on Susan's website, "If you have ever walked into a room full of strangers and felt uncomfortable..." listen in. Susan is here to help!

In this episode we speak with Maggie Jackson about the power and wisdom of being uncertain. Maggie is an award-winning author and journalist with a global reach. Her new book, Uncertain: The Wisdom and Wonder of Being Unsure, explores why we should seek not-knowing in times of flux. Uncertain has been lauded as “incisive and timely…triumphant” (Dan Pink), “surprising and practical” (Gretchen Rubin) and “remarkable and persuasive” (Library Journal). Jackson's acclaimed book Distracted (2nd Ed, 2018) sparked a global conversation on the steep costs of fragmenting our attention. A former columnist for the Boston Globe, Maggie has written for The New York Times and many other publications worldwide. Her work has been translated into multiple languages and is widely covered by press worldwide. She lives in Rhode Island and New York City. Learning Points: 1. What is uncertainty, and what kind of uncertainty is written about in your book? 2. Why is it a good thing that uncertainty makes us uneasy? 3. Why do scientists who study uncertainty call it a space of possibility? Social Media: https://www.linkedin.com/in/maggiejackson/ https://www.facebook.com/people/Maggie-M-Jackson/100005638245734 https://twitter.com/maggie8jackson https://www.maggie-jackson.com/

There's a moment in the 2013 comedy movie We're the Millers that points to how pervasive - and misguided - the “no regrets” life motto has become. A character proudly displays a tattoo that reads, “no rAgrets”, and even more proudly proclaims that he really doesn't have any regrets. Not even one letter. Bestselling author Dan Pink highlights this scene as a great metaphor for society's almost comical underappreciation of regret. Dan is an advocate for the transformative power of looking back on your past actions, processes and routines in order to learn from them, and do better next time. He discusses what's changed about his working habits since his last appearance on the show, why he was drawn to the concept of regret in the first place, and how compassion changed his whole approach to learning from past mistakes. Connect with Dan on Twitter, Instagram or LinkedIn Find The Power of Regret book here *** My new book The Health Habit is out now. You can order a copy here: https://www.amantha.com/the-health-habit/ Connect with me on the socials: Linkedin (https://www.linkedin.com/in/amanthaimber) Instagram (https://www.instagram.com/amanthai) If you are looking for more tips to improve the way you work and live, I write a weekly newsletter where I share practical and simple to apply tips to improve your life. You can sign up for that at https://amantha.substack.com/ Visit https://www.amantha.com/podcast for full show notes from all episodes. Get in touch at amantha@inventium.com.au Credits:Host: Amantha ImberSound Engineer: Martin ImberEpisode Producer: Liam RiordanSee omnystudio.com/listener for privacy information.

I have to tell you a little about today's episode. A few weeks ago, one of our former guests wrote to me. He asked me to support him. He wanted to give his most successful book to date, "The Coaching Habit", which was published in 2016, another boost. For me, it's one of the most important books I've read and episode 363, in which he was our guest, was one of the best we've ever done. I quickly realized that we would do another episode in which he first explains the idea and then we do a deep dive into the book. The Coaching Habit's sold about 1.2 million copies. It's got more than 10,000 5-star reviews on-line, and has been ... ... deemed "a classic" by Brené Brown ... said to teach "the essentials of coaching" by Dan Pink ... called "the best book on coaching" by Seth Godin. Over the past 7 years, we have talked to more than 500 people in 430 episodes about what has changed for them when it comes to work and what needs to continue to change. We are absolutely certain that it is important right now. After all, the idea of "New Work" was developed during a real crisis. Why is coaching an important key to a better understanding of leadership? And how exactly does it work? We are looking for methods, role models, experiences, tools and ideas that bring us closer to the core of New Work! From the very beginning, we have also been concerned with the question of whether everyone can find and live what they really, really want at heart. You are at "On the Way to New Work" - today for the second time with the wonderful and inspiring Michael Bungay Stanier. #NewWork #onthewaytonewwork #blackboat #newworkmasterskills #thecoachig habit www.tchlive.com

This episode is part of the Presence project: Presence: Fixing culture starts with your calendar, not your officeThis is the second episode about rituals - the first one is next to it in the podcast feed, it's an interview with Kursat Ozenc about how rituals can be used to create culture. This episode goes into real life examples.Claudia Wallace talks about Crisp Thursday (Connection)Andy Puleston talks about Pizza Meetings (Connection) and Leaving Speeches (Change)Dan Pink talks about Friday Night Experiments (Creativity)Biz Stone talks about Hack Week at Twitter (Creativity)Dr Heidi Edmondson talks about Ten at Ten (Performance)Heidi has a wonderful new book out - Darkness in the City of Light You can also hear the original episodes that each of these extracts came from by click the links above. I have to say that those whole episodes are worth revising. For example, Andy Puleston talks about how effective the culture was at Radio 1 when it was a series of affiliated tribes and he articulates the role that buildings play in shaping cultures. Each episode teaches something special. Andy Puleston is now Director of People & Culture at Circulor, an award winning technology business. Become a member at https://plus.acast.com/s/eatsleepworkrepeat. Hosted on Acast. See acast.com/privacy for more information.

Revolutionize your customer interactions and presentation skills on a path to service excellence. Picture a world where artificial intelligence redefines our potential and empowers customer service agents. In this episode of The Customer Service Revolution, we reveal how AI liberates and uplifts the spirit of service, turning every customer interaction into an opportunity for extraordinary care and satisfaction. We dive into the center of effective communication, examining the magic of storytelling to captivate and move audiences to action. We discuss the strength of an authentic story and how it can turn even the most skeptical customer into a loyal advocate. How do the pros keep you hanging on every word of their presentations? We'll explore the five key elements of a riveting presentation, starting with breaking the ice and ending with a mic-drop moment. Learn how to combat the curse of knowledge and make your message resonate with anyone. Through examples like Dan Pink's renowned TED Talk, we explore how a well-told story can change the mundane into the unforgettable and how these strategies can inspire your audience. Embracing the revolutionary mindset means breaking free from the status quo and leaping toward what could be rather than what is. This episode is a call to live out your ambitions and create a customer service revolution measured by impactful actions rather than mere words. Be ready to walk away with the resolve to make every customer interaction extraordinary. Let's lead the charge together and rewrite the future of customer service. Here are just a few takeaways: Mastering public speaking with storytelling techniques Insights on AI improving customer service by optimizing efficiency and empowering agents Strategies for crafting presentations that connect with the audience through emotional storytelling The “curse of knowledge” challenge in presentations and the importance of simplifying language Five elements of a powerful presentation: icebreaker, setting the stage, providing proof, call to action, and strong close The revolutionary mindset for customer service leaders AI's role in enhancing employee satisfaction by reducing monotonous tasks and supporting real-time data assistance. Resources mentioned: thedijuliusgroup.com/the-customer-service-revolution-podcast thedijuliusgroup.com/project/cx-executive-academy thedijuliusgroup.com/project/exea thedijuliusgroup.com/blog www.thedijuliusgroup.com Follow and Review: We'd love for you to follow us if you haven't yet. Click that purple '+' in the top right corner of your Apple Podcasts app. We'd love it even more if you could drop a review or 5-star rating over on Apple Podcasts. Simply select “Ratings and Reviews” and “Write a Review” then a quick line with your favorite part of the episode. It only takes a second and it helps spread the word about the podcast. *** EPISODE CREDITS: If you like this podcast and are thinking of creating your own, consider talking to my producer, Emerald City Productions. They helped me grow and produce the podcast you are listening to right now. Find out more at https://emeraldcitypro.com. Let them know I sent you.

We're surrounded by uncertainty and we don't like the feeling of not knowing. But there's often hidden strength in some things that make us uncomfortable. Maggie Jackson's new book explores the research that shows that uncertainty is not a weakness, but instead can be a powerful tool for navigating complexity with creativity and adaptability. Maggie Jackson joins us from Rhode Island to discuss her new book Uncertain: The Wisdom and Wonder of Being Unsure and why we should embrace uncertainty as a catalyst for curiosity - and more. ________________________ Bio Maggie Jackson is an award-winning author and journalist known for her prescient writings on social trends, particularly technology's impact on humanity. Her new book Uncertain: The Wisdom and Wonder of Being Unsure has been lauded as "remarkable and persuasive" (Library Journal); "trending" (Book Pal); "incisive and timely-triumphant" (Dan Pink); and "both surprising and practical" (Gretchen Rubin). Nominated for a National Book Award, Uncertain was named a Top 10 Social Sciences book of 2023 by Library Journal and a Top 50 Psychology book of the year by the Next Big Idea Club. The book inspired Jackson's recent lead opinion piece in the New York Times on uncertainty and resilience. Her acclaimed book Distracted: Reclaiming Our Focus in a World of Lost Attention sparked a global conversation on the steep costs of our tech-centric, attention-deficient modern lives. With a foreword by Bill McKibben, the book reveals the scientific discoveries that can help rekindle our powers of focus in a world of overload and fragmentation. Hailed as “influential” by the New Yorker and compared by Fast Company.com to Rachel Carson's Silent Spring, Distracted offers a “richly detailed and passionately argued … account of the travails facing an ADD society” (Publishers Weekly) and “concentrates the mind on a real problem of modern life” (The Wall Street Journal). The book is “now more essential than ever,” says Pulitzer finalist Nicholas Carr. Maggie Jackson's essays, commentary, and books have been featured in The New York Times, The Wall Street Journal, Los Angeles Times, New Philosopher, on National Public Radio, and in media worldwide. She wrote the foreword to Living with Robots: Emerging Issues on the Psychological and Social Implications of Robotics (Academic Press, 2019) and has contributed essays to numerous other anthologies, including State of the American Mind: Sixteen Leading Critics on the New Anti-Intellectualism (Templeton, 2015) and The Digital Divide: Arguments For and Against Facebook, Google, Texting, and the Age of Social Networking (Penguin, 2011). Her book, What's Happening to Home? Balancing Work, Life and Refuge in the Information Age, was the first to explore the fate of home in the digital age, a time when private life is permeable and portable. Jackson is the recipient of numerous grants, awards, and fellowships, including a 2016 Bard Graduate Center Visiting Fellowship; Media Awards from the Work-Life Council of the Conference Board, the Massachusetts Psychological Association, and the Women's Press Club of New York. For a National Public Radio segment on the lack of labor protections offered to child newspaper carriers, she was a finalist for a Hillman Prize, one of journalism's highest honors for social justice reporting. Jackson has served as an affiliate of the Institute of the Future in Palo Alto; a Journalism Fellow in Child and Family Policy at the University of Maryland; and a Scholar-in-Residence at the Museum for Art in Wood in Philadelphia. Her website has been named a Forbes Top 100 Site for Women three times. Jackson is a sought-after speaker, appearing at Harvard Business School, the New York Public Library, the annual invitation-only Forbes CMO summit, the Simmons and other top women's leadership conferences, and other corporations, libraries, hospitals, schools, religious organizations, and bookstores.

The Unsold Mindset: Redefining What It Means to Sell by Colin Coggins & Garrett Brown ABOUT THE BOOK: This Wall Street Journal bestseller is captivating readers of Adam Grant, Dan Pink, and James Clear and has been called "a life-changing book as much about life as it is about selling." What if the greatest salespeople on the planet are the opposite of who you think they are?   Everyone sells, every day. It's why the most successful people are so good at selling themselves, their ideas, or their products. Yet when people hear the word "sales" they think of some version of the overly confident, manipulative, "don't-take-no-for-an-answer" stereotype.  Because of these misperceptions, when they find themselves in a situation where they need to sell, they feel compelled to put on the persona of a "good salesperson."  But there's a disconnect between who we think good salespeople are and who they actually are. In any room, they're not the most self-confident, they're the most self-aware. They're not the most sociable, they're the most socially aware. And they don't succeed despite obstacles, they succeed because of obstacles.   Colin Coggins & Garrett Brown sought out some of the most successful people from all walks of life, including CEOs, entrepreneurs, doctors, trial lawyers, professional athletes, agents, military leaders, artists, engineers, and countless others in between in hopes of understanding why they're so extraordinary.  They found that as different as all these incredible people were, they all had an eerily similar approach to selling. It didn't matter if they were perceived as optimists or pessimists, logical or emotional, introverted or extraverted, jovial or stoic - they were all unsold on what it meant to sell and unsold on who people expected them to be.   The Unsold Mindset reveals a counterintuitive approach to not just selling, but life.  This book is not about "building rapport," "objection handling," or "trial closes." It's a journey toward an entirely new mindset — because the greatest sellers on the planet aren't successful because of what they do, they're successful because of what they think.   Being a good person and a good salesperson aren't mutually exclusive. The Unsold Mindset will change the way you think about selling and the way you think about yourself. ABOUT THE AUTHORS: Colin Coggins and Garrett Brown are long-time sales leaders, practitioners, teachers, and best friends. They met at software startup Bitium, which they helped lead to an acquisition by Google.  They teach the popular course they created, "Sales Mindset for Entrepreneurs," at the University of Southern California's Marshall School of Business. They are also investors, corporate advisors, and co-founders of Agency18, a firm that helps mission-driven companies adopt the Unsold Mindset.  Sought after as keynote speakers and guest lecturers, they love connecting with audiences from diverse industries, professions, and backgrounds and showing them that it's possible to successfully sell without being someone you're not. Click here for this episode's website page with the links mentioned during the interview... https://www.salesartillery.com/marketing-book-podcast/unsold-mindset-coggins-brown

Today, we'll be discussing Episodes 9 and 10 of Queen of Tears, the hit K Drama on Netflix starring Kim Ji-won as Hong Hae-in, Kim Soo-hyun as Baek Hyun-woo, Park Sung-hoon as Yoon Eun-Seong, Kwak Dong-Yeon as Hong Soo-cheol, and Lee Joo-bin as Cheon Da-Hye. We are joined by Ernabel Demillo, a frequent guest on K Drama Chat and Department Chair of the Communication and Media Culture Department at Saint Peter's University and host of the Emmy-award winning "Asian American Life" show on CUNY-TV. We discuss:The song we feature during the recap: Fallin' by Isaac Hong.Queen of Tears is now the second most popular K Drama of all time on tvN, after Crash Landing on You; both shows are written by Park Ji-eun.tvN has announced two extra episodes at the end of Queen of Tears; what will the episodes be about? Kim Soo-hyun has been nominated for Best Actor in the Baeksang Awards; we feel that Kim Ji-won, Han So-hee, Park Seo-joon, and Kim Tae-ri were snubbed.The Hong family is in a terrible situation. They've been locked out of their house, they don't have cars, their credit cards have been canceled, they've lost control of their company, and they're lost their jobs.The only people who take them in are Hyun-woo and his family.The Hong family is so unaccustomed to hardship and they're miserable in Yongdu-ri.There is such a contrast between the two families in the way they treat each other.There is a huge contrast between the two mothers in the way they treat Hae-in.Both dads are having an identity crisis: they have lost their jobs and purpose.Hyun-woo and Hae-in are driving us crazy because they won't communicate with each other! We think their lack of communication stems from the time Hae-in emptied the nursery and Hyun-woo left the marital bedroom. When this happened, they stopped talking to each other and then their pride wouldn't let them ask the other back into the bedroom.Hyun-woo and Hae-in kept missing opportunities to patch up their relationship, including when Hae-in overheard Hyun-woo talking about wanting to be by her side, when Hyun-woo came home all beat up, and when Hae-in realized the pink MP3 player was hers.There are many in Korea who think the story of Hae-in and Hyun-woo is based on the true story of the granddaughter of the Samsung chaebol who married an ordinary staffer. In 1999, Samsung heiress Lee Boo Jin married Lim Woo Jae.Hyun-woo does a great job of convincing David Yoon that he doesn't know where Hae-in is, even though he did pick them up in a van.The reference to Prince Sado, who was the father of the prince Yi San in Red Sleeve, and who later became King Jeongjo.Instead, Hyun-woo is investigating the land broker, the owner of the data restoration company, the failed investment fund, and the location of the Chairman. Hyun-woo convinced the deceived farmers to sue the land broker, which meant the land broker couldn't leave the country for his honeymoon. Later, the land broker and his thugs try to beat up Hyun-woo, who manages to defend himself ably because he was a champion boxer in his youth.Our crazy predictions for this show:Hyun-woo is going to try and prove that the power of attorney that Moh Sul-hee signed is invalid because it's a forgery, she's not really Moh Sul-hee!Hyun-woo's brother, Baek Hyun-tae, is going to be important because he knows a lot about stocks and previously owned Queen Group stock.Beom-seuk, the Chairman's estranged son, will have some insight into the embezzlement that could save the Chairman, or the person who knows where the secret fund is.Cheon Da-hye, Soo-cheol's wife, will come back and turn on David Yoon.Moh Sul-hee and David Yoon are now at odds with each other because David Yoon didn't want the Hong family banished. David Yoon wants to be with Hae-in.We speculate about why David Yoon is so obsessed with Hae-in.Until the very end, Hyun-woo is in the dark about Hae-in's feelings towards him. He thinks she hates him because he abandoned and deceived her.We feel so sorry for Soo-cheol, who now knows that everything about his wife was fake. She even told him that their son is not his biological son.It looks like Beom-ja will have a romance with the village marriage counselor, who looks like Leslie Cheung. Leslie Cheung is a debonair Hong Kong singer and actor. This prediction came from Laurel, one of our listeners!The theme of regret in this show. Hyun-woo, Hae-in and Beom-ja all express regrets over their actions.Hae-in is so brave when she reveals during the press conference that David Yoon threatened her. In this instance, Hyun-woo finally learns that Hae-in still cares for him.The amazing acting with their eyes by Kim Soo-hyun and Kim Ji-won.The K Drama elements we see in this episode, including: all the crying, all the food, all the drinking, the Trip and Catch, the Bulgari Serpenti necklace that Moh Sul-hee wore, and the Subway scene!Ernabel's recent trip to South Korea with a professor from her school who used to be a police chief in South Korea.The shows we're watching now: Ernabel is watching Marry My Husband, Sung Hee is watching Doctor Slump, and Joanna is watching Captivating the King.ReferencesA sneak peak into the life and work of South Korean singer Isaac HongFallin' by Isaac Hong on YouTubeThe Uncanny Similarities “Queen Of Tears” Bears With A Real-life Heiress StoryPodcast episode with Dan Pink on Brene Brown's show about the Power of RegretLeslie Cheung on WikipediaPodcast episode with Brene Brown and Dan Pink on the Power of Regret

Dan Pink has a bold idea for how to use your regrets as a positive force in your life. Dan is the #1 New York Times bestselling author of seven books, including A Whole New Mind, Drive, When and his most recent, The Power of Regret. He is also a top rated keynote speaker who has spoken to organizations such as St Jude Children's Research Hospital, Google, Goldman Sachs and more. On this classic episode of the Elevate Podcast, Dan joined host Robert Glazer on the Elevate Podcast to discuss how we can harness regret in our lives, the things in life people tend to regret most, and much more. Learn more about your ad choices. Visit megaphone.fm/adchoices

Big-time institutions are jumping into newly-approved Bitcoin spot ETFs, and that could create trouble for some of the bigger players in crypto. (00:21) Jason Moser and Matt Argersinger discuss: - Why there's so much cash sitting on the sidelines right now, and why it may or may not work back into the market. - Blackrock and Fidelity getting in on the newly available Bitcoin spot ETFs, and how they could create problems for Coinbase. - Earnings updates from industry leaders Prologis, Taiwan Semiconductor, Morgan Stanley and Goldman Sachs. (19:11) Best-selling Author Dan Pink takes ideas from his books and applies them to the modern topics of AI, employee motivation, and what the modern office is really for in an increasingly hybrid world. (32:12) Jason and Matt break down two stocks on their radar: Globus Medical and RPM International. Stocks discussed: IBIT, FBTC, COIN, PYPL, PLD, TSMC, MS, GS, RPM, GMED Host: Dylan Lewis Guests: Jason Moser, Matt Argersinger, Dan Pink, Shannon Jones Engineers: Dan Boyd Learn more about your ad choices. Visit megaphone.fm/adchoices

While we try not to kick ourselves when we're down and generally avoid second-guessing our parenting choices, we are human. And sometimes that means we experience regret. Today Meagan and Sarah reflect on some big and small choices we've made (or not made) throughout our parenting journeys, and why we'd do things differently if given the chance. We also reflect on regret as an emotion, and why sharing regrets can bring about connection with others. Join us!(You may not want to listen to this episode with little ears close by as we touch on some magic making topics.)Helpful LinksThe Power of Regret: How Looking Backward Moves Us Forward by Dan Pink (affiliate link.)Sarah listened to this Dan Pink episode of Armchair Expert and loved it.This article summarizes the book and some of the research we mentioned: What Is the Power of Regret? A Conversation with Daniel PinkOur Worst #MomFail Moments: Episode 157Other Helpful Links:Visit our websiteCheck out deals from our partnersFollow us on InstagramJoin our private listener group on Facebook (be sure to answer the membership questions!)Sign up for our newsletterSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

How do you make the right call when faced with high-stakes decisions? Shane Parrish devoted his career to decoding the art and science of decision-making after being overwhelmed with life-and-death choices in his 20s. Now, the founder of Farnam Street and acclaimed author of the new book Clear Thinking: Turning Ordinary Moments into Extraordinary Results reveals his insights on how anyone can short-circuit defaults, see past blindspots, and set themselves up for success before big decisions arise. Shane's techniques helped me understand my own thinking and how to refine it in a much more nuanced way. Learn how small tweaks to your approach can lead to extraordinary results.You can find Shane at: Website | Instagram | Episode TranscriptIf you LOVED this episode you'll also love the conversations we had with Dan Pink about how time and timing affect our choices. Check out our offerings & partners: My New Book SparkedMy New Podcast SPARKED. To submit your “moment & question” for consideration to be on the show go to sparketype.com/submit. Visit Our Sponsor Page For Great Resources & Discount Codes Hosted on Acast. See acast.com/privacy for more information.