Podcast appearances and mentions of don sull

Embark on a journey of discovery with Juan Luis Bentecourt, the visionary CEO of Human Intelligence, as we unravel the intricate tapestry of leadership, cultural heritage, and the transformative role of emotional intelligence in the modern workplace. Feel the weight of history in Juan's stories, where the echoes of the Cuban revolution provide a stark backdrop for understanding today's global challenges. His insights bridge the personal and the professional, offering a roadmap for navigating adversity with resilience and speaking out against injustices with courage. This episode is a masterclass in turning personal trials into triumphs, and understanding how our backgrounds shape the leaders we become.As we traverse the landscape of company culture and innovation, prepare to have your preconceptions challenged. We dissect the myth of a monolithic corporate culture, armed with insights from Don Sull's enlightening research, and illustrate how emotional intelligence can be woven into the very fabric of our daily work interactions through cutting-edge AI and psychometric assessments. This conversation is more than just an exploration; it's an invitation to transform how we communicate, collaborate, and cultivate diverse cultures within our organizations. With Juan's pioneering perspective, learn why a one-size-fits-all approach to culture falls short, and how embracing the complexities of human dynamics can lead to genuine engagement and unprecedented success.Please do me a favor, subscribe, leave a positive review on iTunes, follow us on Instagram and share if you know anyone who would benefit from this or other episodes!Do you want to work with me? Reach out and let me know!https://www.instagram.com/jasonwasserlmft/https://www.tiktok.com/@youwinninglifehttps://linktr.ee/jasonwasserlmftThank you for joining me on this ride!Jason Wasser Therapist/CoachOnline Tele-Therapy & Coaching

Juan Luis Betancourt, a seasoned business executive and human capital management expert, understood the vital role of meaningful connections from early in his career. Recognizing that a lack of authentic connections negatively impacts productivity and retention at organizations globally, Juan founded Humantelligence – a company that leverages analytics and AI to humanize and optimize work across sectors and countries.Juan is a thought leader, speaker, and business executive in human capital management with 25+ years of experience. At Humantelligence, he has helped clients like Visa, Coca-Cola, and Honda to enhance productivity, boost motivation, and reduce turnover in the workplace.In this episode, Dart and Juan discuss:- Humanizing work through technology- The significance of workplace connections- Adapting leadership to diverse learning styles- Humantelligence's innovative services and their development- Juan's global experience in 8 countries- What work culture is and its evolution alongside company growth- Dispelling work culture myths- And other topics…Juan Betancourt is the CEO of Humantelligence, a company dedicated to leveraging analytics and AI to align organizational culture and strategy. At Humantelligence, Juan has helped clients like Visa, Coca-Cola, and Honda to enhance productivity, boost motivation, and reduce turnover in the workplace. Prior to Humantelligence, Juan developed his experience in human capital advising as a partner at Korn/Ferry International and Heidrick & Struggles. With a global career spanning 25+ years and encompassing eight different countries, Juan has garnered senior-level experience at prominent organizations such as Siebel Systems (now Oracle), Puma, Reebok, Decathlon, and Proctor & Gamble. During his tenure at Puma, Juan notably played a key role in the company's successful rebranding, contributing to one of the most significant consumer brand turnarounds in the past two decades.Juan received his M.B.A. from The Wharton School, his M.A. in International Management from the University of Pennsylvania, and his B.A. from Harvard University. He serves as a board member of the Miami Theatre Center and maintains affiliations with the Wharton and Harvard Alumni Associations in South Florida. Resources mentioned:www.humantelligence.com Don Sull: https://mitsloan.mit.edu/faculty/directory/donald-sull Connect with Juan:LinkedIn: https://www.linkedin.com/in/juanluisbetancourt/ www.humantelligence.com

Kathleen Eisenhardt is the Stanford W. Ascherman M.D. Professor in the Stanford School of Engineering. She is also a faculty member with STVP, the Stanford Engineering Entrepreneurship Center, and the Stanford Digital Economy Lab. Among the most widely cited entrepreneurship scholars in the world, Eisenhardt is the author of over 100 articles and several books, most recently (with Don Sull), “Simple Rules: How to Survive in a Complex World.” In this presentation, Eisenhardt shares strategies for founders of new companies in new and disrupted markets, providing case studies from her extensive research.

What constitutes a remarkably healthy culture and a workplace people love being a part of? What about your culture might instead make people frustrated and leave your organization?  Two critical questions that every leader needs to ask.  While we face an economic downturn, the job market is still competitive, especially for highly skilled talent. And we all want to be known for building great organizational cultures.  So what can leaders do?  Charlie and Don Sull, researchers at MIT and co-founders of Culture X, have conducted the largest systematic study of corporate culture ever, analyzing 1.4 million Glassdoor reviews from more than 500 of the largest employers in the United States.  They found that toxic culture is the primary driver of resignations. And that even relatively healthy cultures can have toxic elements that must be addressed. They learned that culture can't be adequately measured using only quantitative measures - like employee engagement surveys. And that the most important elements of stand-out cultures are listening to employees and building psychological safety.  On the first episode of Season 8 of the Leading Transformational Change Podcast, we bring you a conversation with Charlie Sull.  Charlie's thought leadership has been featured in the Economist, Harvard Business Review, MIT Sloan Management Review, and more. I hope you will find our conversation as insightful, inspiring, and thought-provoking as I did!

New Microsoft Work Trends research identifies the Productivity Paranoia at work: 87% of employees feel productive, yet only 12% of CEO's agree. In this podcast I detail the big issue of "productivity at work" and explain why this gap is taking place, and what you can do about it. Additional Resources Discussed In This Podcast Irresistible: The Seven Secrets Of The World's Most Enduring, Employee-Focused Organizations Journey to Agile: Organization Design, The Real Secret To Growth, The Josh Bersin Company The Good Jobs Strategy, by Zeynep Tom How To Fix A Toxic Culture, by Don Sull, PhD.

Kathleen Eisenhardt is Professor of Strategy and Organization at Stanford University's School of Engineering. She holds the S.W. Ascherman MD Chair and is a member of the Stanford Technology Ventures Program. Kathleen's research sits at the nexus of strategy, organization theory and entrepreneurship where she focuses on high-velocity markets and technology-based firms. She is currently studying strategy in distinct economic “games” like 2-sided marketplaces, cognitive processes, and strategy in nascent markets, particularly using multi-case methods. She has recently blended multi-case theory building with machine learning for more robust theory build. Her most recent book (w/Don Sull) is Simple Rules: How to Thrive in a Complex World, designated a top business book by the Wall Street Journal and Washington Post. Kathleen has worked extensively with firms in sectors, ranging from Internet, clean tech, software and semiconductor to agribusiness and biotech. She has been a Fellow at the World Economic Forum (Davos), and won numerous awards including AIB's John Fayerweather Eminent Scholar Award, Global Award for Entrepreneurship Research, SMS' career C.K. Prahalad Award, and AOM's career Scholarly Contributions to Management Award. Her papers have won the Schendel Best Paper Prize and ASQ's Scholarly Contribution Award (twice). Kathleen is a Fellow of the Strategic Management Society and Academy of Management. She holds degrees in Mechanical Engineering and Computer Science. Her PhD is from Stanford's Graduate School of Business. Visit https://www.aib.world/frontline-ib/kathleen-eisenhardt/ for the original video interview.

Where is your company going? Human resource teams likely know their strategic direction and company mission, but they might be putting gas in the wrong tank when it comes to arriving at their final destination – successful strategy execution. Organizations spend big bucks on corporate training each year so that employees are equipped to perform their jobs and a pipeline is set up to gracefully guide a company through role changes. However, organizations mistakenly invest in the wrong areas, according to Heide Abelli, Skillsoft Vice President of Leadership and Business Skills. Instead of aligning training programs with the company’s strategic direction and including employees at every level of learning, Abelli says organizations exclusively look to top-level leaders to direct its strategies. Successful skills training is all about priorities. Strategic agendas are driven from the middle and lower organizational levels, so Abelli believes those workers should be among the first to learn new skills. Supported by research by Don Sull at MIT’s Sloan School, the lack of talent with proper skill sets is the top reason why companies don’t make the most of new opportunities. For example, Abelli says a healthcare organization facing significant cost pressure can link a strategic objective to a gap in skills by expediting service delivery processes and improving patient experience strategic priorities. “Without adequate training, they just aren’t equipped to connect the dots,” Abelli says. “Too many training initiatives rest on the idea assumption that one size fits all.” To take the right route, an organization must fully understand its market, know how it stands out among competitors and how to protect its comprehensive advantages. “It’s about focus and making tradeoffs,” Abelli says. “What you choose to forego with respect to a training agenda is just as important as what you choose to emphasize."

WHAT IF ... there’s a better way to make decisions every day? WHAT IF, just by developing a few simple yet effective rules, you can tackle even the most complex problems? Julie Ann's ConsciousSHIFT guest Kathy Eisenhardt, co-author with Don Sull, of SIMPLE RULES: How to Thrive in a Complex World - discovers theseguiding insights in unexpected places, from the way Tina Fey codified her experience working at Saturday Night Live into rules for producing 30 Rock (rule five: never tell a crazy person he’s crazy) to burglars’ rules to choose a house to rob (“avoid houses with a car parked outside”) to Japanese engineers using the foraging rules of slime molds to optimize Tokyo’s rail system. Whether you’re working to be a better manager or investor, trying to get your start-up off the ground, or get in shape, or get a date, SIMPLE RULES can serve as powerful tools to tame complexity. Join Julie Ann and Kathy to discover how youcan craft clear framework for developing quick and easy rules for solving personal and professional challenges.

Don Sull Professor of Management Practice in Strategic and International Management; Faculty Director of Executive Education, London Business School, on what we can learn from emerging markets

Don Sull, Professor of Management Practice in Strategic and International Management, looks at three ways forward-thinking businesses use a downturn to restructure their organisation

Don Sull, Professor of Management Practice in Strategic and International Management, shares four market opportunities that flexible and agile managers can seize in a downturn

Don Sull, Professor of Management Practice in Strategic and International Management explains how downturns open a window of opportunity and provide the rationale for difficult decisions that might be considered too extreme in normal circumstances

Don Sull, Professor of Management Practice in Strategic and International Management, advises forward thinking companies to use a recession to build resources that allow them to compete more effectively in the future

Donald Sull, Professor of Management Practice in Strategic and International Management discusses how there can be an upside to a downturn and why different times in the economic cycle can provide potential advantages for skilled firms

In the final in his three part podcast series with Kathleen M. Eisenhardt, Donald Sull, Associate Professor of Management Practice, speaks with the Stanford University Professor about what makes good management teams

In the third of a four part series Don Sull, Associate Professor of Management Practice, speaks with Marcel Telles of InBev about 'closing the gap between strategy and execution'

In the second of a three part podcast series Donald Sull, Associate Professor of Management Practice, proposes that we should replace the liner view with an iterative approach that sees strategy always and everywhere as unfolding in a repeated cycle.

In the third of a three part podcast series Donald Sull, Associate Professor of Management Practice in Strategic and International Management, talks about how to put the notion of a strategy loop into practice in an organisation

In the last instalment of a four part series on 'closing the gap between strategy and execution' Don Sull speaks with Marcel Telles of InBev about how organisations can go about revising strategy when the unexpected happens.

In the second of a four part series Don Sull, Associate Professor of Management Practice speaks with Marcel Telles of InBev about 'closing the gap between strategy and execution'.

In the first of a four part series Don Sull, Associate Professor of Management Practice speaks with Marcel Telles of InBev about 'closing the gap between strategy and execution'.

In the first of a three part podcast series Donald Sull, Associate Professor of Management Practice in Strategic and International Management, discusses closing the gap between strategy and execution, focusing on strategy and its discontents.

Professor Don Sull discusses the opportunities presented for organisations by the economic downturn, giving noteable examples of successful companies that were forged during previous spectacular adversity.

In part two of a series of three podcasts on promise based management, Donald Sull, Associate Professor of Management Practice in Strategic and International Management, explores why promises go bad and what organisations can do about it.

Don Sull speaks with former Garanti Bank CEO Akin Ongor about forming round table groups so that top managers would work together to align the priorities of the organisation.

In part one of a series of three podcasts on promise based management, Donald Sull, Associate Professor of Management Practice in Strategic and International Management, talks about execution and how it presents many challenges for organisations.

In the first of three podcasts, Associate Professor of Management Practice Don Sull and Akin Ongor discuss the changes in corporate culture that occurred at Garanti Bank over a period of 10 years when Ongor was CEO.

In the final of his three-part podcast series on promise based management, Donald Sull, Associate Professor of Management Practice, explores how to encourage people to consistently make good promises and deliver results.

In the second of his three part series talking with Akin Ongar, Associate Professor of Management Practice Don Sull listens to the former Garanti Bank CEO discuss how introducing "oral contracts" helped increase efficiency and transparency.

In the final of a series of three podcasts former Garanti Bank CEO Akin Ongor talks to Don Sull, Associate Professor of Management Practice, about the importance of employing well-selected and high calibre employees.

In the first of three podcasts on strategy as simple rules Donald Sull, Associate Professor of Management Practice in Strategic and International Management, elaborates on the three core logics of value creation.

In the third of three podcasts on strategy as simple rules Donald Sull, Associate Professor of Management Practice, discusses the five common pitfalls that are likely to derail strategy as simple rules in organisations.

In part one of a three part podcast series with Kathleen M. Eisenhardt, Donald Sull, Associate Professor of Management Practice, speaks with the Stanford Professor about simple rules and about why structure is so important in uncertain markets.

In the second in his three part podcast series with Kathleen M. Eisenhardt, Donald Sull, Associate Professor of Management Practice, speaks with the Stanford University Professor about how managers can use simple rules.

In the second of three podcasts on strategy as simple rules Donald Sull, Associate Professor of Management Practice in Strategic and International Management, explains what simple rules are and how managers can make them work in their organisations.