Podcasts about de bruin

Op honderden plaatsen wereldwijd kleurden afgelopen woensdag kerken en kathedralen rood. Het doel: aandacht vragen voor christenvervolging. Red Wednesday, een initiatief van de rooms-katholieke organisatie Kerk in Nood, roept op tot solidariteit met vervolgde christenen. „De kleur rood verwijst naar het bloed van martelaren. Het is een krachtig symbool,” vertelt buitenlandredacteur Leendert de Bruin. De cijfers over christenvervolging zijn schrikbarend. Wereldwijd worden meer dan 365 miljoen christenen vervolgd, met name in Afrika en Azië. In Afrika heeft de opmars van militante islamitische groepen de situatie drastisch verslechterd. „Jihadistische groeperingen zoals Boko Haram en IS in West-Afrika onderdrukken talloze christenen”, legt De Bruin uit. „In landen zoals Burkina Faso, waar de overheid nauwelijks grip heeft op het land, hebben deze groepen vrij spel. Ongeveer de helft van het land is niet meer onder controle van de regering.” Volgens De Bruin is de verschuiving van jihadistische activiteiten naar Afrika een verontrustende trend. „Waar IS eerder actief was in het Midden-Oosten, zijn er nu afdelingen zoals Islamitische Staat West-Afrika. In regio's met extreme armoede of onvrede weten deze groepen jongeren aan te trekken met beloftes van welvaart en rechtvaardigheid.” In Nederland doen meer dan honderd kerken mee aan Red Wednesday. Volgens De Bruin is het cruciaal om bewustwording te creëren over de situatie van vervolgde christenen. „Christenvervolging voelt vaak als een ver-van-je-bedshow. Maar door verhalen te delen, zoals die van christenen in Afrika, komt het dichterbij.” De Bruin benadrukt het belang van gebed voor de vervolgde kerk. „Organisaties zoals Kerk in Nood bieden gebedskalenders aan, waarmee je heel concreet voor vervolgde christenen kunt bidden.” Daarnaast roept hij op tot solidariteit. „Het is belangrijk dat we een stem geven aan christenen die lijden onder vervolging.”

HOT TOPIC Topic: How Govt will deal with high public sector wage bill Guest: Frikkie De Bruin PSCBC general secretary

Zakelijke contracten zijn altijd opgesteld op basis van wantrouwen. En ik kan het weten, want heb ik mijn carrière als marketinginkoper, honderden en honderden contracten afgesloten. En vaak had ik het gevoel de leveranciers met contracten op te zadelen die niet alleen eenzijdig waren, maar ook stukken bevatten die niet ter zaken dienden. In deze podcast ga ik in gesprek met Digna de Bruin. Als advocaat op de Zuidas stelde zij ditzelfde soort contracten op. Koos ze altijd één kant. Procedeerde tot ze een ons woog. Tot ze zich er niet meer mee kon vereenzelvigen. Uit de advocatuur stapte en recht wilde maken wat krom was. Ze begon De Rechtmakers. En nu maakt ze samenwerkingsovereenkomsten volgens de Rechtmakersmethode: van onderhandeling naar dialoog.Luister naar ons boeiende gesprek, waarin ze ook uitgebreid vertelt over haar gezin van origine en de rol die zij had als middelste dochter en dat de rol als bemiddelaar er al vroeg bij haar inzat.

In this episode of The Profitable Designer Show, we sit down with Will De Bruin to dive deep into the business strategies that lead to financial freedom, specifically for e-commerce and design business owners. Together, we explore the critical role of mindset, making fast decisions, and focusing on revenue-generating tasks to help you break free from stagnation and scale your business effectively. We discuss the importance of tracking key metrics, taking full responsibility for your own success, and implementing a structured approach to drive growth. We also cover how paid traffic can amplify what's already working, the power of testimonials and social proof, and how learning from mentors can fast-track your success. Throughout the episode, we draw parallels between design and e-commerce businesses, emphasizing how the same core principles apply across both. Ready for your free 1-1 consult? - ⁠⁠https://www.profitabledesigner.com/schedule/⁠⁠ Follow me on Instagram for daily Instagram story updates, and a more "behind-the-scenes" look at what I'm up to - ⁠⁠https://www.instagram.com/profitabledesigner⁠⁠ Link to our free Profitable Designer Blueprint mini-training: https://www.profitabledesigner.com/blueprint

Lusanda Dumke sal die Springbok-vroue aanvoer wanneer hulle môre op die Athlone-stadion in Kaapstad teen Australië te staan kom in die tweede ronde van die Vroue-15 se tweede seisoen. Dumke se insluiting in die opdrafspan is een van die veranderings wat Swys de Bruin en die afrigtingspan aangebring het vir die kragmeting na verlede week se oorwinning van 31-24 oor Japan. De Bruin verwag 'n moeilike stryd teen Australië:

In de maanden juli en augustus verschijnt elke vrijdagmorgen een zomeraflevering van Sprekend RD. Daarin als luisterverhaal een mooi RD-artikel uit de afgelopen jaren én een kort gesprek met de auteur. Deze week: Aline de Bruin over de band met haar vader.   Als er over opvoeding geschreven wordt, gaat het vaak over de zorgende rol van de moeder, viel Aline op. Over de vader wordt net wat minder gepraat, terwijl die in de opvoeding ook heel belangrijk is. „Het leek mij leuk om ook eens aandacht te besteden aan de rol van de vader”, vertelt Aline in de podcast. Ze gebruikte de band met haar eigen vader om het thema verder uit te werken. Het was „een beetje spannend” om een verhaal vanuit haar persoonlijke perspectief te schrijven. Bovendien vertelt ze in het artikel ook veel over haar ouders. „Ik heb van tevoren wel even gevraagd of ze hiermee akkoord gingen. Mijn vader wilde het graag van tevoren lezen voor het gepubliceerd werd.”Het verhaal leverde haar, zoals vaker bij persoonlijke artikelen, tal van reacties op. Mensen die zich erin herkenden, maar ook mensen die het moeilijk vonden om te lezen. „Iemand was zijn vader op jonge leeftijd verloren. Door het lezen besefte hij hoe veel hij heeft gemist.” Aline vond deze reactie „heftig” om te lezen. Het confronteerde haar er ook mee dat je veel dingen als vanzelfsprekend aanneemt, terwijl ze dat niet zijn. „Bijvoorbeeld dat je een goede band met je vader hebt of dat hij er überhaupt is. Dat is natuurlijk niet vanzelfsprekend. Dit soort reacties vind ik heel waardevol, omdat het je er bij stil doet staan hoe mooi het is dat jij dat wel zo hebt ervaren.”  Lees het artikel van Aline de Bruin hier.Reageren op deze aflevering? Mail naar podcast@rd.nlMeer Reformatorisch Dagblad?Eerdere afleveringen zijn ook te vinden op: https://www.rd.nl/sprekendrdNieuwsbrief: https://www.rd.nl/nieuwsbriefInstagram: https://www.instagram.com/rdbeeldFacebook: https://nl-nl.facebook.com/refdagYouTube: https://www.youtube.com/refdag

Rugby: Die voormalige Springbok-afrigterkonsultant, Swys de Bruin, sê hy kan nie wag om saam met die Springbok-vrouespan hulle veldtog vir 2025 se Wêreldbekertoernooi aan te pak nie. Hy is as die prestasie-afrigter van die vrouespan aangestel. De Bruin sê hy is vasberade om nie net die span vir hulle beste vertoning op die Wêreldbekertoernooi in Engeland voor te berei nie, maar ook om die beste uit die span na vore te bring vir volgende maand se Vroue-15-toernooi in Kaapstad.

Coaching guru and popular television pundit Swys de Bruin may have put down the microphone but he sat down with the To The Last Drop team as they looked ahead to the Springboks' clash next weekend against the All Blacks. De Bruin says he is surprised former captain Sam Cane remains in the All Blacks set-up, adding he has not seen a significant change in the way the three-time Rugby World Cup winners go about their business under Scott Robertson. De Bruin warned that they remain redoubtable opposition but that the Springboks have gone from strength to strength since winning the Rugby World Cup.

Schrijver, journalist en tekenaar Ellen de Bruin is te gast! We praten over de pen van Ronald Plasterk, de karmatafel op de Dutch Pen Show, de cybercalypse, de Botte Jellema Waterkoker, de duoset vaatwassers, cryptocalvinisme, de Efteling, kater Katsumi, Actiegroep Bewust Wederkerend, en de Actiegroep 'Deze jongen' Genderneutraal. Nicht ärgern, nur wondern! Veel plezier met deze aflevering!ShownotesWebsite Ellen de BruinEllens interview met Ype (€)Ellens interview met Botte (€)Dutch Pen ShowPilot Falcon vulpenEllen over de vulpen en de inkt in NRC (€)Wiki over Baron 1898Kraftwerk - Tour de France SpotifyTom Cruise bij de slotceremonie van de Olympische SpelenOnze TaalDe Zomerstrip-serie in NRCZie het privacybeleid op https://art19.com/privacy en de privacyverklaring van Californië op https://art19.com/privacy#do-not-sell-my-info.

In St. Helenabaai, 'n skilderagtige vissersdorpie aan die Weskus van Suid-Afrika, is daar 'n groep vroue wat naby die hawe sit en visnette regmaak. Lizelle de Bruin het ‘n dag by hulle spandeer om meer oor die bedryf te leer. Jou eie skêr, ‘n mes, ‘n lang dik naald, groen, rooi en oranje plastiekgaring en ‘n vaardigheid wat oor jare vasgelê is, is die gereedskap van die visnetvroue, wat in wind en weer op hulle pos is om te verseker dat groot vangste veilig in die boot gepomp kan word. Lizelle het ook by Bertie Burger in Laaiplek gaan aanklop om te hoor hoekom ‘n visnet so belangrik is.

In this episode Nina and Charlotte talk to Michelle de Bruin, brilliant stone carver and artist based in Scotland. Michelle talks us through her career highs and lows, making us laugh and feel at ease along the way. Tune into this conversation and we challenge you not to feel inspired. Michelle de Bruin - Artist, Stonecarver and Lettercutter based in Scotland michelle de bruin (@artistorguk) • Instagram photos and videos Sharp - Sean Hellman We still have spaces available on our stone and lettercarving courses in September Stone carving courses (abraxasacademy.co.uk) Have a questison or tip for the fitting room, want us to discuss a particular topic, then send your nice questions and comments to 'The Stone Carving and Lettering Takeaway' - we'd love to hear from you. info@abraxasacademy.co.uk www.abraxasacademy.co.uk Stone carving courses (abraxasacademy.co.uk)

Jan de Bruin roept op tot een referendum. Daarin zouden mensen mogen stemmen over de toekomst van de Peperstraat in Zaandam.

Op de Ziezobeurs gaven wij (Bas de Bruin en Jesse Wienholts) een workshop over zien met AI. In deze workshop deelden we verschillende praktische voorbeelden van AI voor mensen met een visuele beperking. Op veler verzoek hebben we deze workshop omgezet in een podcast. In deze podcast nemen we je mee langs deze voorbeelden. Na het luisteren van deze podcast ben je weer volledig op de hoogte van de beste tools die visuele informatie toegankelijk maken via AI. Links naar de besproken onderwerpen: Be My Eyes: www.bemyeyes.com  Envision Assistant: www.envision-assistant.com  Emvi: www.emvi.ai Reageren op de podcast kan via een mailtje aan visiolab@visio.org. Heb je nog vragen? Mail naar kennisportaal@visio.org, of bel 088 585 56 66 Meer artikelen, video's en podcasts vind je op kennisportaal.visio.org Koninklijke Visio expertisecentrum voor slechtziende en blinde mensen www.visio.org

Pieter Post was zijn held toen hij klein was. Iedereen bijpraten, nieuws brengen, verhalen vertellen. Hij doet het nu op de radio, in podcasts en op X. En hij heeft een fascinatie voor mensen die groot durven te dromen, alles bereiken en vervolgens weer naar beneden vallen. We spreken over zijn vader, over het songfestival en natuurlijk over Lee Harvey Oswald. En jawel er is karaoke ik herhaal er is karaoke!

Today we're talking to Etienne de Bruin, Founder of 7CTOs. We discuss what he's realized recently as a CTO coach, what he's learned about aging, and just spend time catching up with an old friend of the show. All of this right here, right now, on the Modern CTO Podcast!  To learn more about 7CTOs, check out their website here. Have feedback about the show? Let us know here. Produced by ProSeries Media. For booking inquiries, email booking@proseriesmedia.com

Navigating the challenging waters of divorce or betrayal within a relationship can be an incredibly tough journey. It's a time when seeking support becomes crucial, and for many, individual or couples therapy becomes a lifeline. However, the impact of a couple's distress extends far beyond the partners involved. They often overlook how their struggles reverberate throughout the entire family. In this episode, we dive into the critical importance of considering therapy for the entire family system. This episode offers strategies for gaining a deeper understanding of how family members at various developmental stages are affected, and how to create a safe space for open communication and emotional support within the family, prioritizing the children's development amidst distress. Kathryn de Bruin is a Marriage and Family Therapist, Certified Emotional Focused Therapy Trainer and Supervisor, and Registered Play Therapist Supervisor.  She has a full-time private practice in San Diego, CA where she works with children and families.  Kathryn teaches Play Therapy at the University of California, San Diego, in the Play Therapy Program. She is a Director for the San Diego Center for EFT, and serves various EFT communities. Lisa Palmer-Olsen, Psy.D. is a licensed Marriage and Family Therapist in San Diego California. She is a Certified EFT Therapist, Trainer, and Supervisor, and is a Founder and one of the Directors of the Emotionally Focused Couples Training and Research Institute at Alliant International University. Lisa completed her dissertation research on how to train and teach Emotionally Focused Couples therapy to professionals. Dr. Sue Johnson, the founder of EFT and Dr. Scott Woolley were part of her dissertation committee. Check out the transcript of this episode on Dr. Jessica Higgin's website. In this episode 5:02 Lisa and Kathryn's journey into supporting couples and families. 10:00 The importance of considering the broader impact within the family system. 15:20 The growing trend of parents seeking comprehensive support. 19:40 Creating new pathways for family connection. 28:04 Creating space for dialogue within the family and seeking community resources to combat isolation. 46:43 Redefining conflict resolution in family law: The role of attachment-based mediation. 48:54 Valuable resources for individuals navigating family therapy and seeking emotional support. Mentioned Emotionally Focused Family Therapy: Restoring Connection and Promoting Resilience (*Amazon Affiliate link) (book) Together: The Healing Power of Human Connection in a Sometimes Lonely World (book) The Good Divorce (*Amazon Affiliate link) (book) Constance Ahrons, Ph.D. EFT Therapist Search ERP 175: How to Heal from an Affair – An Interview with Scott Woolley Connect with Kathryn de Bruin & Dr. Lisa Palmer-Olsen Websites: renovasandiego.com | kathryndebruin.com Podcast: podcasts.apple.com/us/podcast/the-family-express Connect with Dr. Jessica Higgins Facebook: facebook.com/EmpoweredRelationship  Instagram: instagram.com/drjessicahiggins  Podcast: drjessicahiggins.com/podcasts/ Pinterest: pinterest.com/EmpowerRelation  LinkedIn: linkedin.com/in/drjessicahiggins  Twitter: @DrJessHiggins  Website: drjessicahiggins.com   Email: jessica@drjessicahiggins.com If you have a topic you would like me to discuss, please contact me by clicking on the “Ask Dr. Jessica Higgins” button here.  Thank you so much for your interest in improving your relationship.  Also, I would so appreciate your honest rating and review. Please leave a review by clicking here.  Thank you!   *With Amazon Affiliate Links, I may earn a few cents from Amazon, if you purchase the book from this link.  

Hello Interactors,All the talk and evidence of AI, chips in the brain, and robotic overlords has created emotions ranging from hysteria to malaise to clinical depression. How much of this is caused or influenced by narratives spun by favored voices telling tall tales of proximal parables and are there other ways to think about our brain than just a processor? Let's find out…THE MENTAL MYTHS OF SILICON AND SYNAPSESOur brain is an energy intense organ. It consumes 20% of our energy but accounts for just 2% of our body weight. To manage this high demand for energy, the brain employs various strategies to simplify tasks and processes. One of those is to simplify how the world works. Like dividing it into discernable individual component parts.In a world increasingly seduced by these crisp edges of in groups and out groups, there exists a tribe of techno-optimists, guardians of an old tale, who look to the brain as humanity's ultimate processor and a promise and desire for digital immortality. This romanticized notion of the “mind as computer” is facing competition as feats of AI reveal a seemingly superior capability to their own self-assuming super-intelligence. So, they want their outdated hardware upgraded. It's all positioned as cutting edge and futuristic but harks back to the clockwork dualistic and mechanistic universe of the Enlightenment.We've been preached a digital gospel that suggests the warm wetware within our skulls operates like baked silicon chips, crunching data of daily existence with the cold precision of a CPU. Yet, simmering in the biochemistry that hosts these digital dreams are ripples of evidence captured and crunched by computers and displayed in the form of MRI's, fMRI's, PET scans, SPECT scans, NIRS, and MEG's. These images lead some cognitive scientists, with the help of various forms of AI, to slowly dismantle the mechanistic metaphor of ‘the brain as CPU', piece by intricate piece.The metaphor of the brain functioning as a processor is as old as Alan Turing and the mid-20th century computational theories that birthed computer science. These ideas and experiments propagated as mass media proliferated and now serve as common conceptions of how the mind works. Other historical and cultural factors contribute to the persistence of this metaphor and perpetuated among teachers, scientists, and attention seeking tech moguls.But it was centuries before, during the Enlightenment and the scientific revolution, that a significant shift towards rationalist, determinist, and mechanistic views of nature were put forth by figures like René Descartes and Isaac Newton. The world and its phenomena, including human beings and human thought, began to be understood in terms of mechanical laws and principles, laying the groundwork for comparing the brain to a machine.The advancements in machinery and technology during the Industrial Revolution further reinforced the mechanistic view of life processes, including human cognition, making it easier to draw parallels between the operations of machines and the functions of the human brain. I recently wrote about Mary Shelley's Frankenstein as a prime example from that period.Fast forwarding a century later, to the 1970s, I remember watching the “Six Million Dollar Man” on TV as a kid. This show was based on a Martin Caidin novel called Cyborg depicting an astronaut who survives a plane crash and is brought to life by replacing body parts with robotics. The “Six Million Dollar Man” was soon joined by “The Bionic Woman” and episodes that featured the faces of human robots being ripped off to reveal a computer inside. Naturally, these two computer-powered bionic superpowers worked as secret agents in U.S. Office of…wait for it…“Scientific Intelligence.”Source: YouTubeThis was all occurring alongside emerging discoveries in artificial intelligence and cognitive science, further cementing the brain-CPU analogy. Like science fiction writers and directors, early AI researchers and scientists aimed to replicate human cognitive processes in computers, leading to conceptual overlaps between how brains and computers function in science and society.The CPU metaphor provides a simplified way to understand the complex workings of the brain, making it accessible to people without specialized knowledge in neuroscience or cognitive science. This metaphor continues to be used in educational contexts to teach basic concepts about brain functions, reinforcing its prevalence.The tendency toward reductionism — to reduce complex phenomena to their simplest components — is present in many scientific and engineering disciplines and has long contributed to the organ-as-part metaphor. Viewing the brain as akin to a computer's CPU aligns with reductionist approaches reminiscent of those early Enlightenment thinkers seeking to understand biological systems by dissecting their individual parts and drawing useful, but also isolated and simplified conclusions.While the brain-CPU metaphor has historical roots and provides a convenient framework for understanding some aspects of cognitive function, many believe it is ultimately flawed. It can overlook the brain's integrated and dynamic nature, its entanglement within a larger biological organism, and its continuous interaction with a complex environment. These are themes under exposed and under explained in popular science, media, and most of the tech industry.The growing recognition of these limitations, particularly within fields like 4E cognitive science (embodied, embedded, enactive, and extended cognition), is leading to the development of more nuanced and holistic models of cognition that transcend simplistic mechanical analogies.Do we have the energy to spare our brain so we may better understand it?EMBODIED MINDS EMBEDDED, EXTENDED, AND ENACTIVE The 4E framework in cognitive science highlights the brain's integrated and dynamic nature. Advances in neuroscience have shown that the brain is not a static organ with fixed functions but is highly malleable, capable of reorganizing itself in response to learning and experience. This plasticity allows for adaptability and resilience necessary for its survival, characteristics not accounted for in the rigid structure of a CPU.The brain's structure is composed of complex, interconnected networks that support a wide range of functions, from basic sensory processing to higher-order cognitive tasks. These networks do not operate in isolation but are dynamically interacting and reconfiguring based on internal and external demands.The brain's function is also modulated by a variety of neurotransmitters that influence mood, cognition, and behavior. This biochemical layer adds a level of complexity to brain function that is absent in computer CPUs today. This means the brain is intimately connected to the biology of the body, receiving continuous sensory inputs and sending commands to our organs and limbs. This sensory-motor coupling is foundational to cognition, emphasizing the role of bodily interactions with the world and how our brain processes it.Research supports this concept. Cognition is something that is embodied in us, where cognitive processes are grounded in sensory and motor systems. For example, studies on mirror neurons suggest that understanding others' actions involves simulating these actions in our own sensory-motor systems.For instance, when a child observes an adult using a tool, such as a hammer, the mirror neurons associated with the motion of hammering may fire in the child's brain, despite the child not physically performing the action. This neural activity can help the child understand the action and later replicate it, contributing to the learning process.Another example is in the understanding of emotions. When we see someone smiling or frowning, our mirror neuron system may activate the same facial muscles involved in smiling or frowning, contributing to an empathetic response. This internal mimicry can help us to 'feel' what the other person is feeling and develop a better understanding of their emotional state.The brain is in continuous interaction with the complex environment in which we exist. It is embedded in an environment that it continuously interacts with, influencing and being influenced by it. This interaction is not merely passive; the brain actively constructs perceptions and meanings based on environmental inputs.This enactive perspective posits cognition arises through a dynamic interplay between an organism and its environment. Cognitive processes such as perception and action are therefore inseparable and co-determined. In the example of a child learning to use a hammer, they learn to grasp the handle not just by observing but through a process of trial and error. This involves actively engaging with the object and learning from the outcomes of these interactions thus enacting cognition through interactive processes.These dynamic interactions are extended beyond the brain and body to include tools, like a hammer, but also computers, mobile phones, and automobiles. These tools become part of the mind's cognitive architecture. This perspective challenges traditional notions of cognition as being confined within the boundaries of the individual, proposing instead that objects and devices in our environment can function as extensions of our cognitive system when they are deeply integrated into our mental activities.As the brains of neuroscientists interact with each other, their embedded and embodied brains are synthesizing an ever-evolving understanding of cognition that is more integral than dichotomous, more holistic than dualistic. Even as the brain employs cost-cutting simplification strategies, a rich emergent complexity emerges that further defines our cognitive reality.The old metaphor of the brain as a CPU, once a middle 20th-century marvel, is gradually yielding to a perspective that sees the brain not as a solitary processor but as part of a dynamic, integrated system of organism and environment. As techno-optimists laud AI and digital immortality, praying to dualistic gods, the minds of some neuroscientists are extended by imaging tools powered by CPUs, presenting a model of cognition far from the mechanistic. Instead, they argue our brains are enmeshed in a dynamic and fluid biological existence.It is here, in the flowing network of neurons and scientific narratives, that the future of understanding the human mind is taking shape. Even as I write this and you read it, we are moving our brain from the rigidly digital dualistic understanding to the fluidly enactive. In doing so, our brains are redefining our place within this emergent organism-environment system we call life using as little energy as necessary.References:Knyazev, G. G. (2023). A Paradigm Shift in Cognitive Sciences. Neuroscience and Behavioral Physiology. DOI: 10.1007/s11055-023-01483-9Newen, A., De Bruin, L., & Gallagher, S. (Eds.). (2018). The Oxford handbook of 4E cognition. Oxford University Press.Wikipedia contributors. (n.d.). Enactivism. In Wikipedia. Retrieved February 2024, from https://en.wikipedia.org/wiki/Enactivism This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit interplace.io

Oswald de Bruin (@OswalddeBruin) is a freelance technical game developer, designer, and consultant. For his current independent work check out My Face Your Music on Steam. Part 2 of 2. Music by Danny Baranowsky

Oswald de Bruin (@OswalddeBruin) is a freelance technical game developer, designer, and consultant. For his current independent work check out My Face Your Music on Steam. Part 1 of 2. Music by Danny Baranowsky

Te gast zijn Arie de Bruin, voorzitter van de Janusz Korczak stichting, Dagmar Tulner, leerkracht van groep 7 van de Gelderlandschool in Den Haag, en de leerlingen uit haar klas en onderwijsassistent Yorel Schouten, en we spreken over Janusz Korczak en de kinderrechten. Met Dagmar als side-kick gaat Arie in gesprek met de kinderen over de kinderrechten, zoals recht op veiligheid, bescherming, niet-pesten, goede opvoeding, en welke invloed Korczak daarop heeft gehad. Maar Arie vertelt veel meer over Korczaks ideeën, zoals dat kinderen recht hebben op liefde, respect, de dag van vandaag, fouten maken, vergeving en herstel. Ook maakt Arie de kinderen duidelijk dat zijzelf medeverantwoordelijk zijn voor die rechten. In het nagesprek geven Dagmar en Yorel hun trotse indrukken weer van het leerlingengesprek en wat zij zelf geleerd hadden over Korczak. We leren verder Arie als Korczak-pedagoog persoonlijk wat meer kennen. De pedagoog in de praktijk hebben we al gezien. Prachtig deed hij dat met de leerlingen. Dat persoonlijke blijkt de kern van het werk van Korczak en van de visie van Arie en Dagmar op pedagogiek. Dat krijgt ook een persoonlijk tintje voor mij, omdat Dagmar vertelt wat ik als docent voor haar heb betekend. We eindigen in de actualiteit van de oorlog in Israël en Palestina. Korczak was religieus gezien een bijzondere Jood, omdat hij wars was van clubjes en dogma's. Hij had meer op met noties als liefde, vergeving en herstel. Zelf schreef hij gebeden vanuit het perspectief van kinderen, gelovigen en ongelovigen. Dat deze podcastaflevering een gebed mag zijn over liefde, vergeving en herstel. Voor iedereen die daarnaar snakt in deze donkere tijd. Deze podcast is mede mogelijk gemaakt door ATTC, schoolleidersopleiding in Hilversum, en De vallei van het goede leven. 

In twee afleveringen blikt Benjamin vooruit op Super Sonic Jazz Festival dat plaatsvindt van14 -19 november op verschillende locaties in Amsterdam, met Paradiso als kloppend hart van het festival. Er staan heel veel optredens op de planning, en er komt ter ere van deze editie weer een mooie compilatie uit: Super Sonic Family Vol. 2. Het album is een blauwdruk van zo'n beetje alles wat jong, hip en happening is in de Nederlandse jazz. Benjamin blikt met twee bijdragers aan de plaat alvast vooruit op deze release en op het festival. In deze aflevering schuift toetsenist Anton de Bruin aan. Hij is met meerdere projecten te horen op de Super Sonic Family compilatie, waaronder een samenwerking van zijn band Dragonfruit met Kay Slice. En hij presenteert een geheel nieuw project genaamd 'Imaginarium'.

Today, we're bringing you a special episode with Etienne de Bruin, founder of 7CTOs. We discuss the upcoming 0111 Conference and how Etienne conceptualizes the best framework for leveling up as a CTO. All of this right here, right now, on the Modern CTO Podcast!  To register for the 0111 Conference, use code MCTO here: http://0111conf.com/ Have feedback about the show? Let us know here. Produced by ProSeries Media. For booking inquiries, email booking@proseriesmedia.com

This week on Perpetual Chess, we look at chess study from a different angle- what does the science of learning teach us about how best to study chess? Joining us to discuss it is an expert in the field, Dr. Anique de Bruin of Maastricht University in the Netherlands. Dr. de Bruin researches the topics of deliberate practice and desirable difficulty and researched and wrote about chess skill acquisition both in her dissertation and in an essay she wrote called “Helping Chess Players Improve” for the book The Chess Instructor 2009. In our conversation, Anique highlights noteworthy research around chess and deliberate practice, shares advice for chess instructors and self-motivated students, and discusses what her research revealed about gender and chess. This was a fascinating conversation that helped me refine my thinking about how to best teach and study chess independently. Timestamps of the topics discussed are below.  Thanks to our presenting chess education sponsor, Chessable.com. You can check our their new courses here:  https://www.chessable.com/courses/all/new/ And some of my favorites here:  https://go.chessable.com/perpetual-chess-podcast/ 0:00- As a researcher without a chess background, what initially got Anique interested in researching chess?  Mentioned: KPrime Podcast Episode 3 with Anique de Bruin 16:00- Is it necessary for deliberate practice to be “unenjoyable?”  18:00- Did the publication of Outliers by Malcolm Gladwell alter the nature of Anique's research? 20:00- What did Anique's research and gender reveal about gender and chess? 26:30- Patreon mailbag question: What books does Anique recommend to learn more about the science of learning?  Mentioned: In Their Own Words: What Scholars and Teachers Want You To Know about How to Apply the Science of Learning in an Academic Setting (free download)  https://teachpsych.org/ebooks/itow Why Don't Students Like School   Make it Stick: The Science of Learning  28:00- Patreon mailbag question: What is the biggest thing chess coaches get wrong?  32:30- Patreon mailbag question: Is their evidence to support the contention that chess players do better academically?  35:00- Anique discusses her recent research relating to self-regulated study “desirable difficulties” 43:00- If Anique could do a research study about any chess topic, what would it be?  45:30- Anique gives her parting advice for self-directed adult chess students.  Thanks to Dr. de Bruin for a fascinating interview! Her contact info is on her bio page with the University of Maastricht: https://www.maastrichtuniversity.nl/abh-de-bruin If you would like to help support Perpetual Chess via Patreon, you can do so here: https://www.patreon.com/perpetualchess Learn more about your ad choices. Visit megaphone.fm/adchoices

Join Sabrina as she speaks with Isabel de Bruin Cardoso - a third-sector ethics and safeguarding expert - and they discuss the risks of unethical behavior and the "halo-effect" in the third-sector. References for this episode:Contact details: debruin@rsm.nlMore info: NGO Soul & Strategy podcastPrincipia Advisory WebsiteArticles:The NGO Halo Effect: https://pure.eur.nl/en/publications/the-ngo-halo-effect-how-moral-goodness-can-explain-unethical-behaNGO Failure: A Theoretical Synthesishttps://link.springer.com/article/10.1007/s11266-021-00416-9 

On USC Dornsife Week:  Jargon can make things difficult to understand and talk about. Wandi Bruine de Bruin, provost professor of public policy, psychology and behavioral science, explores this. Wändi Bruine de Bruin is Provost Professor of Public Policy, Psychology, and Behavioral Science at the Sol Price School of Public Policy at the University of […]

Guest: Etienne de Bruin, Author and Founder of 7CTOs [@7ctos]On Twitter | https://twitter.com/etdebruinOn LinkedIn | https://www.linkedin.com/in/etdebruin/On YouTube | https://www.youtube.com/@7CTOs________________________________Hosts:Ben SchmerlerOn ITSPmagazine  

Guest: Etienne de Bruin, Author and Founder of 7CTOs [@7ctos]On Twitter | https://twitter.com/etdebruinOn LinkedIn | https://www.linkedin.com/in/etdebruin/On YouTube | https://www.youtube.com/@7CTOs________________________________Hosts:Ben SchmerlerOn ITSPmagazine  

Etienne de Bruin is a visionary community builder, successful startup founder, and accomplished author. Overcoming personal struggles and adversity, he has channeled his experience into creating an emotionally intelligent community for CTOs called 7CTOs, now with 300 members globally. In addition to leading this thriving community, Etienne penned the impactful book, CTO Excellence in 100 Days, where he articulates the essence of heart-centered leadership and empathetic networking. With his sights set firmly on the future, Etienne - along with host Barry O'Reilly - is also co-founder of Nobody Studios, an innovative venture studio with the audacious ambition of launching 100 companies over the next five years. In this episode of the Unlearn Podcast, Etienne joins Barry to share his journey of self-discovery and discuss the importance of having a compelling 'why', the challenges and opportunities of building a successful startup, as well as insights from his book. From Suffering to Service Etienne opens up about his early struggles, touching on a particularly dark phase of depression. He was able to find the “seed of a greater purpose” in the “crucible of suffering.” He shares an anecdote, saying, “I was sitting in a hot tub, looking at the mountains, and I had a sudden realization of privilege… It motivated me to find ways to solve inequality issues creatively." This realization prompted him to establish an emotionally intelligent community for CTOs. Behind the Scene of CTO Excellence in 100 Days Etienne's journey didn't stop there. He recounts his experience writing the book CTO Excellence in 100 Days, a practical guide focusing on heart-centered leadership and empathetic networking. In it, he aims to support new and existing CTOs to better integrate within their organization and form stronger relationships. It is a blueprint for leaders who want to effect meaningful change in their organizations. Quoting from his book, Etienne emphasizes, "In the first 100 days, a leader must focus not on showcasing technical prowess, but understanding what the company needs.” This phase sets the tone and style of their leadership. Becoming a Sponge Leads to Success Discussing lessons in leadership and technological excellence, Etienne underlines the importance of pacing and being receptive to learning. Leaders should not rush to show all their cards at once but should instead display patience, taking the time to understand their team, the organization, and the challenges it faces. They should also ensure they gradually make their mark, avoiding an overwhelming influx of changes that could cause disarray and discomfort. As he puts it, "We must transition from being a showcase of knowledge to becoming a sponge, absorbing information from others around us." Barry echoes this sentiment, adding, "Knowledge isn't just about speaking; it's about listening and absorbing." This may involve setting aside their own ego or technical inclinations and adopting new approaches or solutions that align with the organization's requirements. Looking Ahead Etienne shares his aspiration to spark a revolution in the way we validate business ideas. Through Nobody Studios, he aims to foster a conducive ecosystem for startups, making it faster, more accessible, and less risky for entrepreneurs to transform their ideas into reality. Etienne's future plans include writing more books for CTOs and developing an organization called "Every Dev'' for developers at every stage of their career. Go to BarryO'Reilly.com for full show notes. Resources Etienne de Bruin on the Web | LinkedIn | Twitter

Etienne spends a bit of one on one time with you talking about the differences between coaching our people vs. giving them feedback.Connect With: Etienne de Bruin: Website // LinkedIn // TwitterThe CTO Podcast: Website // Speaker ApplicationEtienne de Bruin: Website // LinkedIn // TwitterSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Dr. Kate de Bruin is a professor of inclusive education at Monash University in Melbourne, Australia. She has taught in secondary school and higher education for 20 years. In her academic work, she has developed inclusive education courses for the Master of Teaching and Master of Education programs at Monash University. Dr. de Bruin's research focuses on inclusive education policies and practices. She examines evidence-based system-level and school-level practices that promote quality and equity for all students, with a focus on students with disabilities. Dr. de Bruin regularly provides professional development to school teachers and writes for both academics and the general public. She is a member of the Academic Advisory Board for All Means All: The Australian Alliance for Inclusive Education. Here is what we cover in today's episode: The significant differences between the Australian and American education systems The long history of Australia segregating students with disabilities The growing movement in Australia to move towards inclusive education Thanks for listening, and if you haven't already, please give us a ⭐⭐⭐⭐⭐ review on Apple Podcasts or Spotify.Email List: https://bit.ly/MCIE-Email-ListOtter.ai Transcript: https://otter.ai/u/B65cGuoIK4VYh2ackaT7tGAgeG0CreditsThink Inclusive is written, edited, and sound designed by Tim Villegas and is produced by MCIE.Original music by Miles Kredich.Support Think Inclusive by becoming a patron!Thank you to our sponsor, TogetherLetters.ResourcesLearning Disabilities Australia Bulletin's "Special Issue: Inclusive Education" Hosted on Acast. See acast.com/privacy for more information.

Joren de Bruin is Personal Freedom Coach & Guide, Speaker, Wild & Modern life bridger, Occasional Rebel & Perception Changer. He is the co-founder of Into the Wild Within - a retreat movement which aims to bridge the modern day human with a more wild, healthy and natural lifestyle. Facilitated and supported through retreat experiences in Iceland and Sweden and events online and physically in Mallorca where he's now based. He is a Personal Freedom Coach, who guides people into a more empowered version of themselves and their life.   He's also a vegan turned hunter. He's Led over 40 self empowerment retreats and taught/inspired thousands of people all over the world into living a more self resourceful life and state of mind. Give Joren a follow on IG https://www.instagram.com/joren_debruin/ and follow Into The Wild Within on IG https://www.instagram.com/intothewild.within/

Etienne de Bruin is Founder of 7CTOs and Author of CTO Excellence in 100 Days. Victoria talks to Etienne about his book, founding 7CTOs, and keeping your technology sustainable by inspiring and motivating technology teams and people to work together and build complex systems. CTO Excellence in 100 Days (https://www.amazon.com/CTO-Excellence-100-Days-Becoming-ebook/dp/B0BV8P7K3S/ref=sr_1_1?crid=14TM3PTHA16UA&keywords=cto+excellence+in+100+days&qid=1680643461&sprefix=CTO+Excellence+in+100+Days%2Caps%2C110&sr=8-1) 7CTOs (https://7ctos.com/) Follow 7CTOs on Twitter (https://twitter.com/7ctos), Instagram (https://www.instagram.com/7ctos/), Facebook (https://www.facebook.com/7CTOs) or YouTube (https://www.youtube.com/c/7ctos). Follow Etienne de Bruin on LinkedIn (https://www.linkedin.com/in/etdebruin/) or Twitter (https://twitter.com/etdebruin). Follow thoughtbot on Twitter (https://twitter.com/thoughtbot) or LinkedIn (https://www.linkedin.com/company/150727/). Become a Sponsor (https://thoughtbot.com/sponsorship) of Giant Robots! Transcript: VICTORIA: This is the Giant Robots Smashing Into Other Giant Robots Podcast, where we explore the design, development, and business of great products. I'm your host, Victoria Guido. And with me today is Etienne de Bruin, Founder of 7CTOs and Author of CTO Excellence in 100 Days. Etienne, thank you for joining me. ETIENNE: My pleasure, Victoria. Thanks for having me. VICTORIA: You're welcome. I'm excited to talk with you today. I hear that you recently published your book. Is it today actually the day it came out? ETIENNE: Today is the day. The book was finished about; I would say, three months ago. So I have had great anticipation now for many, many months. And you caught me on the day, so I feel like today is my birthday. VICTORIA: [laughs] Well, I feel honored that you chose us as your first stop [laughs] in your marketing push for your book. So tell me, what in your experience led you to begin writing this? ETIENNE: Well, as you mentioned, I founded 7CTOs. I think it's about ten years ago now. I myself am a CTO type. I've had a career of basically being born to code in South Africa, which took me to Stellenbosch University in South Africa. I then joined a startup that took me to Germany and then landed in the U.S. in San Diego. And my whole journey has been a progression from individual contributor and really having great coding skills through the messiness and the intricacies of building startups, contributing to startups, and ultimately being in the role of CTO in startups. And what led me to founding 7CTOs was just a realization that I didn't have the support I needed. I felt like I was going to many meetups, which was mostly oriented towards coding and sort of different new technology stacks and frameworks, or I was going to cocktail hours with vendors who were trying to sell you something. And I really felt the need to just be with my people so that I could, in a safe, and consistent, and accountable way, share the challenges that I was experiencing. It was really from this place of founding 7CTOs, talking to hundreds of...I've probably spoken to thousands of CTOs by now. I've also placed people. I've connected people. I've seen people join companies because of connections I've made. And one of the things I saw that really bothered me was finding a great company in search of a CTO reaching out to me, talking to me about the role, me finding or through my network connecting them with a great CTO, only to find that a few months later either the relationship fizzles or even worse, the person did not succeed at the new company. And I just felt like you can have two people, a great founder, and great CTO, individually wonderful people, ostensibly well-suited to work with each other, but then make some basic mistakes that then lead towards not the desired outcome. And so I was really torn whether I should put some thoughts into a book or into some blog posts about what I think the first 100 days should look like in a fledgling relationship. And that's ultimately how the book was born. So long, long, long, long answer, Victoria. But that's where it all started. VICTORIA: No, that's great. I try to ask deep questions that get full answers back. [laughs] ETIENNE: You nailed it. VICTORIA: So I appreciate that context, yeah. So you talk about how to be successful in those first 100 days, which is critical to joining a new leadership team. What are some common mistakes that you mention that a CTO might make? And on the reverse side, what are some wins you could do early on to build trust? ETIENNE: I think a common mistake that I see is a bit of an identity issue. The CTO joins an organization and is eager to deliver value, and I think that that value is oftentimes misplaced. And what I mean by that is you hit the ground running thinking that there's all this stuff that you have to deliver in order to prove that you can make an impact, to prove that you were the right choice. And I think there's an innate desire to impress your new employer, which I don't think is limited to the role of CTO. But I think for the CTO, this looks like some technical achievements and impact, problem-solving. And I think what I like to see is the first 100 days being used to slow down a little bit, to listen, to be curious, to be open to building relationships, to have a longer view on what exactly is the system that you're joining. And I think to a fault; sometimes people will ignore the system they're joining and just start delivering value. And I think that that can often be misinterpreted or misunderstood. And then, if that is misunderstood in the first few months, then that really sets a tone for the rest of the tenure that I think puts the CTO on the back foot to deliver at a pace that maybe is unsustainable, so... VICTORIA: I love that you said staying curious because I think what you can see is a tendency for, I don't know, what I've seen; maybe you've seen this too. [chuckle] But some people have a problem that they solved in a past situation, and they think that that is now the solution to every problem that they come into in a new organization, and maybe it is. But I think dealing in complex systems, having curiosity as to why decisions were made in a certain way can lead you to a better understanding of the business if that resonates with you at all. ETIENNE: Yeah, I love that you said that. I'm a huge fan and student of complex systems. And so you just spoke my love language. VICTORIA: [laughs] ETIENNE: But that's exactly what happens. And I think that sometimes the debilitater of powerful and impactful people is the problem that you observe is maybe tainted by what you saw in the past. It might be a similar challenge, a similar problem. But what you solved in the past was part of a completely different system, different entities, different relationships. And I think that by nature because the CTO is used to solving thousands and thousands of problems, there may be a bit of complacency around what is it exactly that I'm observing is the challenge here? Why exactly was I hired? What exactly does success look like for them, for the people that hired me, for the system that I've come into? And I think the tendency is to ignore all of those questions and focus on how do I feed my own need to feel valued and start solving problems in sort of a whack-a-mole style? And I have found, even in my own experience, that there are some seriously unintended consequences that can arise from solving people's problems for them in ways that they are not used to, or they don't understand, or in some places just fully disagree with. And I think if you are not patient and take sort of 100 full days to just chill out and really enjoy learning about the system that you're joining, I think you're setting yourself up to fail or to at least be very unhappy. VICTORIA: Right, setting yourself up for some fun conflicts [laughs] to solve if you come out right out the gate. And I think maybe, too, the first 100 days the chilling out and learning, you also have time to build empathy and build trust with people so that when you do bring up suggestions, they're maybe a little more willing to listen, right? ETIENNE: Yes. And I think it's not uncommon to say, "Oh, well, I'm going to onboard myself. It's going to take some time before I show value." And I think there is a general sense that when the executive joins a company that, it's going to take some time. But I think that the temptation to jump into fiery situations is great, great in a bad way. It's a great temptation. And my book and my approach suggests that you take a step back and focus on a completely different area of the company, which is its people and its systems, and what success looks like for those people before you start jumping in and asserting your way of doing things. VICTORIA: And you mentioned a question that I was going to ask, like, what does success look like? Or say you're a CEO, and you're trying to hire a CTO; what does success look like? What kind of value do you think people should expect from someone in a CTO role? ETIENNE: Fundamentally, I think I might not be swimming in the mainstream on this topic. I don't believe that the CTO is a technical role first. I believe that the CTO is the Chief Technology Officer but is primarily a business role. And by that, I mean being a member of the C-suite, you are tasked, just like all the other members of the C-suite, to grow a company in a sustainable way. And whatever that middle letter is, is your domain and your expertise, and that's cool. But that T is surrounded by a C and an O, which in most cases has a fiduciary responsibility to the organization. But also, first and foremost, you are a first-class member of the C-suite. And so my book talks about this, but you are there to join in with the executive leadership team and to help that team towards success. And so what that looks like for me is you are wrestling on what the targets are for the company. You participate fully in that. You then allocate a budget. In other words, you allocate cost towards how you can achieve those revenue goals. And then, with that budget as CTO, you then are budgeting towards a team that you believe can get the technology implemented that will ultimately produce the revenue. So think about revenue target, technology budget, technology people. Now, these are all in the C-suite. These are just entries on a P&L. These are entries on the balance sheet. These are things that ultimately are abstracted towards company growth and company success. So with that, the CTO then turns into someone who wrestles with the tech teams, like, what are we going to implement? What ideas are consistent with our company principles and our vision? What does innovation look like? How do we inspire people to join our organization to do so? That, to me, is a fundamental role for the CTO, to inspire people to join the organization but also to be someone who implements and ideates on that journey. So I think a CTO succeeds when there is revenue growth, and that is due to budget being spent in an effective way to attract amazing people to ultimately build technology that is sustainable that then feeds into tech revenue that ultimately helps the company achieve its goals. VICTORIA: That's great. Yeah, I like that you said sustainable and the importance of people and how that relates to keeping your technology sustainable. And I'm curious if you could share more about what practices a CTO could bring to a new organization to facilitate that inspiration and to really motivate technology teams and people to work together and build these systems. ETIENNE: I think that speaks to my earlier answer, which is the investment in people and investment in understanding the systems that exist. So whether you are a CTO, that is the first time a company ever scales and grows into having that role being created, which, you know, most tech startups these days will have the role of CTO allocated and available. The important thing to understand for you as someone stepping into that role is that your teams have a construct. They have an impression. They have an image, either of your predecessor at that company or their experiences with leadership and technology at their previous companies. And I think it's extremely important to understand how you're being seen as a leader in the company and as CTO and that that vision of what people have of you is not necessarily based on your actions, your reputation, your good mornings in the mornings and your good evenings in the evenings. It really is based on people's constructs about what their experience has been of a CTO in their career, or like I said, the previous CTO, your predecessor. And so I think that it's critical as you step into this role that you take the time to bring that change to show people your ways, to show people what is important to you in a way that's not a bull in a china shop. But when you break stuff, and you come in, and you announce your presence, and you assert the new way of doing things, I think that that is met with suspicion and concern most of the time. And so I think if you can show people in the little things that you care about them, you're listening to them, you're curious about the system they're operating inside of, I think that that sets you up to then come in with the big ideas later on. But again, the emphasis being later on, past the 100 days. I talk about this in the book where introducing your tech strategy, introducing your way of doing things really comes a lot later in the 100 days than is maybe the preconceived notion. VICTORIA: And you also mentioned a few times what the CTO should be doing and a lot of great questions that you ask, like, what does success look like? How do we build this together? And finding ways to maybe generate more ideas than just what you would come up with with your team, you're more powerful. ETIENNE: Yes. And I think tag teaming on to that is a lot of times...and this is actually really a confounding thing that I've come across, which is the C-suite won't always understand what the role of CTO actually is. And teams won't always fully understand what the role of CTO is. When you talk about a CMO, or a CRO, or a CFO, I think you can generally understand what they're supposed to be doing. That isn't always clear for the CTO. And it's amazing how many times I have gotten the question, well, we knew we needed someone to help us with the tech, but we don't really know what it is that you do, or what you should be doing, or what success looks like. I think not making the assumption that people know what you're there to do is a form of showing some respect and humility. And this is why always when I'm in executive meetings, when I'm in stand-ups, or I'm in some sort of an architecture meeting, I will almost without fail I will say, "As the role of CTO, this is what I bring to the meeting," or "This is what the role of CTO would be looking for as an outcome of this conversation." Or "As the role of CTO, it is my job to ensure that our development capacity increases," to just never assume that people know what it is that you're there to do but to show them, I think, the respect and the courtesy that the role of CTO has a certain place in whatever meeting or brainstorm session is going on. VICTORIA: I think that makes sense, too, because I could see, you know, especially you mentioned with people who maybe have had past experiences with CTOs that are not the most positive. If you bring up an idea in a meeting, everyone thinks, well, that's the solution. That's what the CTO wants. And it might not. Everyone might not feel comfortable, like, without you caveating; this is why I'm bringing this up. You know, we're here to brainstorm and not for me to just tell you what to do. [laughs] ETIENNE: Yes, yes. And that's why I will often...honestly, this might be a real tip for people listening. But I will actively divorce who I am from the role that I'm in. And it enables me to have difficult conversations. It enables me to assert leadership without dominance. And that is to just say, "Hey, Sandra, in my role as CTO, this is what I am looking for in your growth or in your career path." Versus, "Hey, Sandra, I want you to..." or "I need you to..." And I think the subtle difference there is to just assure someone that you're operating in a capacity that the company expects from you versus somehow having your identity wrapped in the outcome of a conversation. And that really has been a very powerful tool for me as I integrate into new companies or as I need to navigate tricky conversations. VICTORIA: I appreciate you sharing that. I think hopefully that will be a great point for someone who's maybe struggling with something similar at this time. And maybe there are other common questions or themes that come up when you're talking to all these CTOs in organizations that you can share. ETIENNE: By the way, if your name is Sandra and you're listening to this conversation, I totally made up the name Sandra, so I'm not referring to you, Sandra. VICTORIA: [laughs] ETIENNE: Okay. I think an interesting thing that I've noticed is given the stage of my company, have I addressed all the things that I need to by now? And I think that is such an indication of the times that we live in. Technology is always changing. Expectations are always changing. Clearly, if you're in a technology innovation company, things are rapidly changing. It's funny because some things just stay the same, i.e., people problems and all that. But as far as technology landscape goes, I think that there is a little bit of a daunting feeling that, hey, I'm CTO in this company, but I don't know if I am where I need to be at compared to what other successful companies let's say, for instance, a series A company is doing. And as CTO, am I applying, am I showing up in the way that great CTOs of other series A companies are showing up? And so I would say that's problem number one is, am I operating at the level that I should be that my company is expecting of me? That's a real challenge that CTOs have. And I think level-setting expectations communicating where we should be at is a skill that I think is missing from a lot of people who are in that role. And I think it's because we get to the roles of CTO by being people who rapidly solve problems or speedily deliver on technology. And we start associating speed with being good at our jobs, and I really think that that is wrong; that is just wrong. When you're in an executive role, patience and spending the extra day or the extra week fighting for the extra month, I think, is actually a very important role that the CTO plays in the C-suite. And so if you have an underdeveloped sense of your own leadership style, an underdeveloped sense of your being and your essence and what it is you actually bring to the table, I think you end up just being sort of a knee-jerk tech person that just implements what other people want you to so that you could be valued for what it is that you do. Versus having that solid executive presence inside of a company that really influences and can shape the vision of the organization. VICTORIA: Yeah, I think that's super interesting how common that question is. And I wonder if it gets to sometimes creating a shared understanding between the executive team about the technology and why certain things are important or not important. I wonder if you could talk about any maybe major trends that you see executive teams trying to take advantage of that are either positive or negative. ETIENNE: The thing I've seen the most, which has had the greatest impact on, I think, executive teams, at least from my vantage point, is the desire to adopt some sort of business playbook or a business operating system. I think one of the most popular ones is the EOS model, Entrepreneurs Operating System. Gino Wickman, I think, wrote the book "Traction." And so it's caused a big trend with companies to try and streamline their operations by following the EOS model. And I do think that that might be the wrong solution to the right problem for many companies. What I mean by that is, again, we're talking about blueprints. What works for one company isn't necessarily going to work for the next company. The way you set goals, the way you set your so-called rocks, or the way you set your quarterly goals, or even working by quarter if you think about a quarter, it's such an interesting...it's really a Wall Street concept. It's three months. It's really so arbitrary. And I think that I see C-suites trying to adopt a business operating system that other companies are doing without really the necessary work being done as to, hey, what compels us through our culture, who we are, how we like to do things, what it is that works for us? And I will see some C-suites sort of spin their wheels a little bit on trying to adopt other systems when really all it takes is for them to do their own work to see what is the value stream? What does it look like inside of their company? I actually encourage, and I think I talk about this in this book; in days 60 to 70, I talk about learning to improvise. And I think this is where I look to the CTO to use their spidey senses and their logical deduction skills, their deconstruction skills to observe what is actually happening inside of the C-suite and to facilitate conversations around what is it that people need? How do we improvise on systems that we already have? Or how do we deal with missed expectations? And I do think that the CTO can play a wonderful role inside of the C-suite to facilitate those conversations. But I see inside of C-suites, the role of CTO being relegated to the IT person or just the tech person. And I think that victimization goes both ways. But the C-suite, where the CTO is actually facilitating hard conversations and able to do the decomposition of a complex system or the deconstruction of an often repeated problem or challenge that the company is experiencing, could really push the C-suite into a different track of thinking that could be super beneficial to unblocking some stodgy issues they've been facing. VICTORIA: That makes sense. And it reminds me of trying to adopt agile right when it was first becoming popular and committing so hard to a framework that you don't look at what works for your team [laughs] and works for the specific technology and tools that you have. So it makes sense to me that the CTO could bring an experience like that into applying frameworks to how the business operates. ETIENNE: Absolutely. And I think that's really when dogmatism could be your enemy. And, again, CTO joins a company, knows a certain set of skills in order to accomplish things, dogmatically tries to apply that because they are the so-called expert. And then they fail, or they're unhappy, or there's misunderstanding because we had these high expectations for you. Your interviewing was brilliant, and you said all the right things. But then, when you walked into the organization, your desire for acceptance and delivering value trumps your opportunity to be the new person and be curious about what is actually happening and what is actually going on. This should be so obvious, but when you walk into a C-suite, there are obviously existing relationships between all the different members of the C-suite. And I advocate for being a student of those relationships. Understand the history that exists between the CEO and the CFO. And these could be very great newbie conversations to have with these various members of the C-suite. "Hey, so when did you join the company? Hey, why did you join the company? Hey, wait, which company did you come from? What drew you to this company? Where did you used to live? Why did you move?" I think these are such incredible nodes in a complex relational hierarchy that can give you some very sound ideas as to, oh, well, why does the CEO constantly challenge what the COO is saying? Or why does the COO seem surpassed all the time? You, as CTO you, would do very well. I mean, as any C-suite member, any leader would do well to seek some insight and perception into what is going on for people. VICTORIA: That makes sense, right? If you're going to have influence, you have to kind of understand what are all the connections and energy that's going around in the team? ETIENNE: Absolutely. Mid-Roll Ad: As life moves online, bricks-and-mortar businesses are having to adapt to survive. With over 18 years of experience building reliable web products and services, thoughtbot is the technology partner you can trust. We provide the technical expertise to enable your business to adapt and thrive in a changing environment. We start by understanding what's important to your customers to help you transition to intuitive digital services your customers will trust. We take the time to understand what makes your business great and work fast yet thoroughly to build, test, and validate ideas, helping you discover new customers. Take your business online with design‑driven digital acceleration. Find out more at tbot.io/acceleration or click the link in the show notes for this episode. VICTORIA: And maybe you can tell me more about 7CTOs and what that community can mean for someone who's growing in this role. ETIENNE: 7CTOs, like I said earlier, I founded it...I almost said 100 days ago. I founded it ten years ago. And it was as I mentioned, the genesis of the story, which is important, is I co-founded a company with two people. I wrote the first lines of code for our product. In fact, I wrote the whole version 1 myself. And as the company grew and as the company grew beyond what it was that the three of us were comfortable with, I noticed that my CEO joined an organization a peer group organization. My COO joined a peer group organization. And I just saw this transformation in them that I really admired. I was actually really envious when they were able to start taking what they've learned from their peer groups and bring them into our company to start operating more efficiently. And so, it was just natural that I would look for something for CTOs, and I couldn't find anything. I actually tried to join sort of more generic business leadership groups like Vestige or EO even. And I found that I wasn't really with my people. I wanted to feel like I was with the geeks who could talk all day about tech and development and probably watch the same movies and read the same books or inspired or laugh at the same jokes. I wanted to find my people who were facing the same problems and challenges that I was, i.e., scaling companies beyond the things that we knew, beyond the things that we were comfortable with. And I wanted to have deep conversations with those people. So I wanted to be able to share my insecurities or the politics that I was facing, or the anger that I was feeling, or not feeling seen or heard. I wanted to have deep, meaningful conversations with my true peers in a regular meeting setup that was confidential and fun. And I couldn't find that. So I decided to host a few meetups. My first meetup was actually in Old Town, San Diego, at my buddy's restaurant. And I hosted the first 10 or 12 CTOs and realized that people had a real need for that kind of interaction. And I then ended up hosting 30 different meetings in three different cities. And everywhere I went, there was the same expression that people wanted what I wanted. And then I tried to host a few more meaningful, smaller conversations and people...quite frankly, it was a disaster. I don't think it was the right container for people to respect each other and have empathy for each other's decisions. And instead, it just became a pissing contest for who made the right decision about what situation. And that's when I realized I'm not going to be able to create a meaningful, open the kimono style conversation without some rules. And those rules I put in place, i.e., you must attend the meetings. You need to have some skin in the game. And that's how 7CTOs was born. And to this day, it is a vetted peer group organization. We know we have some skin in the game. There's a membership fee. There's a time commitment. And there is a commitment to yourself to grow, to have empathy, to show up for your people, to be accountable to your people, to learn the stuff that you like to learn about and to learn the stuff that you don't want to learn about. And that is where we are today. So anybody who's listening to this who has a CTO who feels cold and lonely, come join us. VICTORIA: I appreciate the hustle, that many meetups in that many cities. I would have gotten tired. [laughs] Like, that's too much. But it seems like there was a demand, and it created something that's really meaningful for people. ETIENNE: Yes. And I was surprised. So from San Diego, I went to Austin. And then, I also started investing in Portland. And I was really amazed how we were in different cities, but each tech scene had this group of people called CTOs who they knew how to talk about technology, and they knew how to geek out of trends and all that. But they were lacking solely in team composition, budget management, C-suite executive presence, handling disagreements with the CEO, maybe knowing when to leave, how to find new positions, to carefully consider the arc of their own careers, to just manage your LinkedIn page. I mean, it was really shocking in the early 2010s how much of that was going on. I will say I was reluctant to actually start something. You know, 7CTOs is very much a membership organization filled with people. Not the most intuitive move for me. I thought I would be building more and more and more tech companies, SaaS products. I do that as an interim or a fractional CTO now, but I don't have my own startup right now in the tech space. But I love 7CTOs. We have a new CEO. Her name is Beth Rehberg. We have our head of coaching. Her name is Brittany Cotton. And we have about 200-plus companies that have enrolled their CTOs in our organization. And the journey is remarkable, truly a remarkable journey to see how people are just blossoming into the full essence and the full impact that they can have in other companies. VICTORIA: That's wonderful. And I wonder, if you could go back in time and give yourself some advice back when you started it knowing what you know now, what advice would you tell yourself? ETIENNE: I grossly underestimated how many White guys I would be attracting. I think about three or four years into the organization; it took someone else to bring it to my attention that there were no women. There were no underrepresented minorities in this group. And so I think from day one, I would have made that a key focal point for myself to really invest in the diversity of the group. We've come a very long way. Our numbers are growing pretty quickly in terms of women joining us and people from various communities joining us. I think that's actually becoming a hallmark of 7CTOs. And I'm very proud of it today. But, boy, back in the day, I would have made that a key prime directive. VICTORIA: Well, that's a really honest take, and I appreciate you offering that to us. And I think that's an important thing to focus on always going forward. [laughs] But I like that, and now it's become a focus for you and creating that space that, you know, hindsight is 2020. [laughs] Well, great. Is there anything else that you'd like to leave as a takeaway for our listeners? ETIENNE: No. I think, of course, I would love some book purchases. Apparently, the first couple of weeks are vital for any new book. So please go over to Amazon and get "CTO Excellence." I also have a website: ctoexcellence.com. So really, anybody who has an inclination towards leadership in the tech space, I'm super passionate about those people. The opportunity to influence in a creative and confident way is just limitless. And I want to help unearth that for fledgling leaders, existing leaders, some leaders who might feel stuck. Please reach out to me. I'd love to get you connected, either through 7CTOs or even I do some coaching as well. So I consider it my life's mission to expand this ecosystem because so many people are impacted by the way we show up. And there's a great opportunity as CTOs to be transformational in our organizations. And this is what I exist to do. VICTORIA: Well, thank you so much for joining us today. And I really appreciate you sharing what you did, and I enjoyed our conversation. You can subscribe to the show and find notes along with a complete transcript for this episode at giantrobots.fm. If you have questions or comments, email us at hosts@giantrobots.fm. And you can find me on Twitter @victori_ousg. This podcast is brought to you by thoughtbot and produced and edited by Mandy Moore. Thank you for listening. See you next time. ANNOUNCER: This podcast is brought to you by thoughtbot, your expert strategy, design, development, and product management partner. We bring digital products from idea to success and teach you how because we care. Learn more at thoughtbot.com. Special Guest: Etienne de Bruin.

As chief innovator and problem-solver, the CTO value far exceeds technology skills. The CTO must lead as a highly visible, first-class citizen of the C-suite. Still, many technology experts operate in a reactive ... The post CTO Excellence in 100 Days: Etienne De Bruin appeared first on Author Hour.

Today we're talking to Etienne de Bruin, Founder of 7CTOs. We discuss the blueprint of success for CTOs; why your fellow c-suites perspective on success will impact your company at its core; and how to balance rest with the entrepreneurial spirit. All of this right here, right now, on the Modern CTO Podcast!  For more about 7CTO, check out their website: https://7ctos.com/ Produced by ProSeries Media.

In this episode of the Capital Stack, David talks to the man with perhaps the sexiests accent in the Valley - Piet Jan de Bruin - about the modern data stack!Piet is the co-founder & COO of IOMETE, a YC-backed early-stage startup in the data cloud space. IOMETE is a fully-managed data lakehouse platform that enables organizations to become data-driven in an easy and cost-effective manner. (http://www.iomete.com)From 2016 to 2020 Piet was CEO of DTC startup Tuft & Needle (www.tn.com) that he and his team bootstrapped to $200m in revenue (exit late 2018).Piet earned a m.sc. degree in Business Economics from Erasmus University Rotterdam in the Netherlands. When he's not building IOMETE, Piet likes to spend time on the family farm in central Brazil, reading and practicing jiu jitsu.Favorite Quote - Theodore Rosevelt:"It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat."