Podcasts about Doug Rauch

Today, we're going to explore Daily Table, an innovative non profit grocery chain dedicated to providing fresh, convenient, and nutritious food affordable to everyone, even those on the Supplemental Nutrition Assistance Program, or SNAP. In today's economic climate, where rising food prices are impacting households across the country, the concept of a non profit grocery store seems to fill a real need. Our guest today is Daily Table CEO, Sasha Purpura, a software engineer who spent 15 years in the tech industry and product management and development roles. Interview Summary Sasha, it is such a pleasure to connect with you. I'm intrigued to hear more about where Daily Table is today because I too was a Daily Table shopper. So, let's begin just hearing about what Daily Table is and what's the driving mission of the organization. Absolutely, Norbert. Simply what's driving the organization is the belief that everybody deserves access to healthy food. Daily Table is such a simple solution, but so incredibly innovative. It's a grocery store where everybody can afford healthy food. To me, seems like that should be there already. Unfortunately, it isn't. Historically, the way we have addressed hunger in this country is food pantries. And food pantries play a critical role and they're very necessary. However, there's spaces designed for people with low income. To say you're low income, you can't afford food, come here. And we know that 40 percent of the people that qualify for food pantries won't go to a food pantry because of that stigma. And because they want agency. They want the dignity of providing for their families and choosing what they want to eat. So Daily Table creates that shopping experience. People who don't use food pantries, they shop for themselves. And the sad reality is they have not been able to choose healthy food every day. They can't. It is not affordable. If you are lower on the income scale, you cannot afford to put fruits and vegetables on your table every day. Daily Table makes it possible for every person to afford to put fruits and vegetables on their table every day. And we are a normal grocery store. Anybody can come in there. We welcome everyone. It is not set up for people with a low income. It is a shopping experience. It is bright and colorful. It is dignified, enjoyable. Let's go look at all this beautiful produce. Daily Table dedicates a third of its footprint in each store to produce. Think about any grocery store you go into. That is not the case. We are focused on healthy, beautiful, fresh food. So, it's produce. It's proteins. And then finally, we have a commissary kitchen in our Dorchester store. It serves all of our stores, and we make healthy meals. A lot of people working two jobs cannot cook for themselves. Don't have the resources. And unfortunately, in many cases, turn to fast food, which isn't even that affordable these days. We make a chicken meal with a big chicken leg and 2 sides starting at $2.99. We have a large garden salad for $2.99. We have smoothies. We have soups that aren't extremely high in sodium. So, we provide healthy, tasty, prepared meals alongside fresh produce. If you can cook it, it's the ingredients are there. If you can't cook it, we cook it for you. And so Daily Table, our mission and what we do every day, is ensure that healthy food is truly affordable to everybody. This is really a useful way of hearing about what Daily Table is. As someone who used to live in Boston, I would visit the Dorchester store. And I remember all they asked is to tell us what zip code you're from and we would go shopping. We don't even ask that anymore. Oh, you don't even ask that anymore! That is awesome. And, you know, what's great it was easy to take my very young daughter at that time into the store and feel good about what we were getting. And my wife was like, can you believe these prices? In a good way! In a very good way. And so, it was always a positive experience. And it was great to know that there were people in that local community that were in the store. That were part of the staff. And it was a great place to visit. So, I'm glad to be able to connect with you on this. But I got to ask this question, how did a software engineer all of a sudden end up in a nonprofit grocery store? What happened? What drew you to this work? Well, it wasn't all of a sudden, but it was definitely a path. I met my husband when we were working at Nokia. I was in product management at the time. And in 2005, he quit to start an organic farm. A dream he'd always had. Went to it full time, that's how he makes his living. And he'd always had a big garden and just been a food person and I learned through him. I'd work with him on the weekends and getting the farm started and go to farmer's markets with him. And I, I discovered food in a way I'd never really understood it. I fell in love with it. I fell in love with the way that food creates community. I mean, it is the center of community. It's how we show love. It's how we come together over holidays. But to work with my husband creating this really beautiful produce, healthy, and to share that and just, just at a farmer's market, see how people come together that don't know each other. And 'how do you use collard greens? Or what is this vegetable?' It was just life. It was just life and I wanted that. So, I quit in 2009. I worked with him on the farm for a couple of years while I went back to school just to expand my network and nonprofit and other things. And in 2012, I began as an executive director of another hunger relief organization. And what was amazing, what is amazing to me, whether it's at a food pantry or Daily Table or a farmer's market, it is the same experience. It is people coming together around food and sharing. And it is beautiful and it, it creates healthy communities. It's not just nourishing us physically, but that's critical. By the way, healthy food is the cheapest form of healthcare. If we would just invest in that. But it also nourishes a community. It's mental health. It's sitting around the table with your family. It's cooking. It's not being hungry. And so, to go from the one extreme of a local organic farm in a farmer's market that isn't cheap. You know, my husband isn't making money off of it. He's not getting rich, but the food, it takes a lot to grow food. So, to go from that experience and bringing together people who can afford farmer's market prices and seeing that same experience in a food pantry or at Daily Table, it is, it's about food. It's not about money and it should be accessible to all. It is really amazing. I loved the two years on the farm and bringing access to local food to people. And to now do that to folks who otherwise simply couldn't get access to healthy food. It's, it's just an incredible honor to be a part of that. Thank you for sharing that. And thank you for sharing part of your story. I'm interested to go back to Daily Table and understand how is it different than other nonprofit organizations, especially in the food justice space? Help us to appreciate that you gave us a bit of an idea when you were talking about comparing it to food pantries. But I'd like to hear sort of more of your thoughts on that. Well, my thoughts are not so much are how are we different, but how do we fit into the emergency food system? One of the beautiful things... I'm in Cambridge, Massachusetts, Daily Table is at Cambridge and Boston and Salem. And I've worked now for 12 years in this field in Northeastern United States, Massachusetts. And what I've discovered is there is a network of food justice, hunger relief organizations. And we are an incredibly large community of people that care about the same thing and working together. So, we need a lot of different solutions. SNAP, as you mentioned, the supplemental nutrition access program, that is hunger relief, right? That lets people have access to purchasing food. Then there's Daily Table where you can use your SNAP benefits to buy produce. To buy very healthy food at very low prices. Then there's a food pantry for people that perhaps don't even have access to SNAP. They can go to a food pantry and access food, or people can shop at Daily Table and supplement what they're buying a Daily Table at a food pantry. We work with an organization called the Boston Area Gleaners that uses volunteers to rescue food off of farms. And has their own farm now and grows some produce that we sell at Daily Table. We work within a network of different types of food justice organizations that are serving people in different ways and meeting them where they are. We work with Fresh Truck, which is a mobile market that goes into communities with a truck with fresh produce on it, right? So, all of these things are necessary. I would say Daily Table is absolutely critical to serving all of those people who are not comfortable getting free food. The last organization I worked for was called Food for Free, and it was wonderful, and it served hundreds of thousands of people. But there are hundreds of thousands of people that are not going to take food for free and Daily Table assists folks in that way. Yeah. I am really appreciative of the way you've talked about this. And sometimes I get a sense that there is competition in this space. And what you're talking about is, no, we're actually all part of a large network and that we're serving different needs and that we are stronger together. Finding ways of collaborating and giving people options and in the community. I find this really encouraging. Thank you. I'm so excited to hear more about this and to think about what that means as we go beyond the Boston area. Beyond the Northeast. And talk about replication, but I don't want to get ahead of myself. I've got to ask. This can't be easy, I mean, to offer these products at the low prices that you do and the fact that they're all nutritionally oriented. And I'm interested to learn what are the challenges of providing and doing the work that you all do at Daily Table. There are many, but they are luckily balanced by the joys of doing the work. One of the ongoing challenges is fundraising, right? We are a nonprofit. We work with local partners, and they give us deals in many cases. Little Leaf Lettuce, this incredible hydroponic lettuce grown out of Devons Massachusetts, ensures that we can have the absolute lowest cost little leaf at our stores every day. The same stuff you could buy at Whole Foods for twice the price. So, that's some of it, but we buy a lot of our food from a distributor, just like anybody else. And as we all know, there has been tremendous food inflation since the pandemic. And that has made our costs go through the roof. And we have not been able and not wanted to pass those costs onto our customers, so we are a nonprofit and we have to raise money. And that's that's part of why you feel like there may be competition, right? All of these nonprofits rely on the community. We rely on foundations. So, it is always a challenge for us to ensure we are continually investing in letting people know we're a nonprofit. That can be hard. We're a grocery store. We make two thirds of our revenue through store sales. That's incredible. Every time you shop there, you're giving to our organization. But we need to raise a third of our revenue through philanthropy. So that is an ongoing challenge. And more specifically, we have had this amazing program called Double Up Food Bucks. Which means people shopping with SNAP can get half off of produce. And it is incredible to see, as we launched that program, how much SNAP shoppers increase their produce spending. It just showed if food is affordable, people will buy it. If healthy food is affordable. Unfortunately, at the end of September, we lost funding for that program. And we had to pause it. We were able to keep it going in Cambridge, thanks to funding from the city of Cambridge. It has been devastating to our clients who have come to rely on not only low-cost vegetables, but being able to get twice as much as the dollar would normally get. Luckily, we did a GoFundMe, and we had tremendous response from people. And now the city of Boston is willing to step up and help us fund that. I'm hoping, fingers crossed, that that program relaunches in the next week or two. But that is another program that's going to require ongoing funding. And it's a challenge for every nonprofit, I think. I feel confident that if we get the word out about Daily Table, it's an exciting organization to support. And what's wonderful is you can support it by going there and getting great prices on healthy food. I am encouraged by how you all are thinking about these challenges and how you're finding innovative ways of expanding the work that you're doing. And I got to say, when I was in Boston, I lived in Somerville. I was there at the grand opening of your second location. I didn't realize that you all have expanded. Yes. Dorchester is 2015 and then Roxbury, which you just referenced and Nubian Square opened in 2018. Then in 2021, January, I remember I was there. It was in Cambridge, and I knew I knew the founding was happening, and I was at the ribbon cutting. We all had our masks on and we were standing 6 feet apart, but Central Square Cambridge opened. And then last year in September, we opened Salem, Massachusetts, which was up on the North Shore. Our first non urban store. I mean, you clearly have figured out how to make this work. You're overcoming some of these challenges. But some challenges still exist because of the need to continue to fundraise. You know, I'm interested to know, where do you see Daily Table, the network of organizations, going into the future? And I've just got to ask, how are you thinking about expanding? Sure. Some people don't know, Daily Table was founded by Doug Rauch. And Doug Rauch was the former president of Trader Joe's North America. And when Doug was at Trader Joe's, it was a small chain on the West Coast. And Joe, the CEO, asked Doug to head out to the East Coast and see if he could get a foothold for Trader Joe's here. And that's what he did. And now, as many people know, Trader Joe's is all over the country. And that is our dream of Daily Table. I mean, it is... it is needed in so many cities in Massachusetts. In every single state in this country, and in so many cities in every single one of those states. We have received outreach from throughout Massachusetts from California from Denver from Texas from Maine. And so, we absolutely believe that a Daily Table should exist everywhere across this country, deeply in Massachusetts and in other states as well. And our hope is in, you know, the not-too-distant future, to open a store outside of Massachusetts to show people this is not a Boston based thing. This is what can be a national solution. And then to over time start to expand throughout Massachusetts and throughout the country. Now, that requires funding as we know. But I think with the outpouring we've seen from different states and cities saying, we want this, we believe that it is possible to find that funding. And to really expand our network across the United States over the coming years and decades. BIO Sasha started her career as a Software Engineer and spent 15 years in the tech industry in Product Management and Management roles. In 2005, she helped her husband launch an organic farm and through that experience discovered a true passion for food and its ability to nourish not only one's body and soul, but communities as a whole. Driven by this new passion, she left tech in 2009 and, after acquiring her MBA in Organizational Sustainability, went on to lead Food For Free. Over her 10 years as the head of the organization, she transformed it from a small, grass-roots program primarily serving Cambridge to a regional leader in food access. She has long admired Daily Table and was honored by the opportunity to join the organization as CEO in early 2024.

For the many Trader Joe's dedicated shoppers, Doug Rauch is a name you might not know as well as “Joe.” As President, he helped grow the business from a small chain in Southern California to a nationally acclaimed retail success story. After 31 years with the company, Doug hung up this trademark Trader Joe's Hawaiin shirt to start a non-profit, community grocery store that provides fresh, tasty, convenient, and nutritious food to communities most in need at prices everyone can afford. Doug Rauch, Founder and President of Daily TableThe “Distinguished” podcast is produced by Boston University School of Hospitality Administration. Host: Arun Upneja, DeanProducer: Mara Littman, Director of Corporate and Public RelationsSound Engineer and Editor: Andrew HallockGraphic Design: Rachel Hamlin, Marketing Manager Music: “Airport Lounge" Kevin MacLeod (incompetech.com)Licensed under Creative Commons: By Attribution 4.0 Licensehttp://creativecommons.org/licenses/by/4.0

Lecture by Doug Rauch, given on April 23, 2023, at the Ramakrishna Vedanta Society, Boston, MA.

Versatile blues and soul guitarist talks about his magical connection with bassist Doug Rauch, going to Africa with the Voices of East Harlem and finding his own sound on the bandstand.

Beyond just satisfied customers to consistently creating raving fans at Trader Joe's. Listen to the former President of Trader Joe's, Doug Rauch, describe his 'stakeholder centric' approach to Customers . Also Doug's latest venture aimed at food and nutritional deserts in America's cities – The Daily Table. ** If you enjoy this podcast, would you consider leaving a review on Apple Podcasts/iTunes? It takes only a few seconds and greatly helps us get our podcast out to a wider audience. Please subscribe on Apple Podcasts / Spotify / Stitcher, or wherever you get your podcasts. For transcripts and show notes, please go to: https://www.theconsciouscapitalists.com Thank you for your support! Timothy & Raj

We begin a new series of conversations on leadership and serving our communities, called "Stepping Up." First up, we talk with long-time Trader Joe's president and founder and president of Daily Table, Doug Rauch.

Plus, we kick off our new leadership series "Stepping Up" with a conversation with long-time Trader Joe's president and founder and president of Daily Table, Doug Rauch.

The following is a conversation between Rosabeth Moss Kanter, Professor at Harvard Business School and Author of Think Outside the Building: How Advanced Leaders Can Change the World One Smart Innovation at a Time, and Denver Frederick, the Host of The Business of Giving. My next guest believes that the leadership paradigm of the future is the ability to "think outside the building," to overcome establishment paralysis and produce significant innovation for a better world. She is Rosabeth Moss Kanter, the Ernest L. Arbuckle Professor of Business at Harvard Business School and the Author of Think Outside the Building: How Advanced Leaders Can Change the World One Smart Innovation at a Time. Key Points from This Episode Rosabeth's POV on some of the world's biggest issues and how it is progressing [01:01] The importance of thinking beyond conventional assumptions and closed networks [03:13] Success requires breaking out [04:22] The inspiration behind the Advanced Leadership Initiative [05:18] The power of vision [07:29] Rethinking the nature of buildings [10:15] What keeps us from imaginative thinking [10:58] The best way to attack a castle [13:26] Radical change requires establishing ideas, conservative moves [14:20] Don't lose sight of the big vision [15:06] The other secret of radical change [16:49] Ray Jetson's big idea - Metamorphosis [18:42] Doug Rauch's Daily Table [22:19] Torsten Thiele Global Ocean Trust [26:13] Kanter's Law - Everything can look like a failure in the middle [27:32] The story of the two entrepreneurs who brought solar lighting to West Africa [28:46] Changing the world one smart innovation at a time [31:50]

This week, Timothy and Raj discuss with Doug Rauch, former President of Trader Joe's and former CEO of Conscious Capitalism Inc., his journey to Conscious Capitalism, personally and at Trader Joe's. ** If you enjoy this podcast, would you consider leaving a review on Apple Podcasts/iTunes? It takes only a few seconds and greatly helps us get our podcast out to a wider audience. Please subscribe on Apple Podcasts / Spotify / Stitcher, or wherever you get your podcasts. For transcripts and show notes, please go to: https://www.theconsciouscapitalists.com Thank you for your support!  Timothy & Raj

This week, Timothy and Raj discuss with Doug Rauch, former President of Trader Joe's and former CEO of Conscious Capitalism Inc., his journey to Conscious Capitalism, personally and at Trader Joe's. ** If you enjoy this podcast, would you consider leaving a review on Apple Podcasts/iTunes? It takes only a few seconds and greatly helps us get our podcast out to a wider audience. Please subscribe on Apple Podcasts / Spotify / Stitcher, or wherever you get your podcasts. For transcripts and show notes, please go to: https://www.theconsciouscapitalists.com Thank you for your support!  Timothy & Raj

San Francisco, back again my friend to the days of wine and roses -Cal Tjader, Bayete, Armando Peraza, Eddie Marshall Ron Stallings, and the rest of the Mill Valley Gang which included David "What are their names" Crosby. San Francisco was a beautiful artistic enclave before anybody knew it was great. It was an incubator of Latin Funk mixed with Psychedelic Rock and 1st generation blues players like a John Lee Hooker. Marin City was filled with the sounds of Wes Montgomery and Bola Sete. My guest hails from The Bay and is a blur of movement and magic. Lightning fast when he is in that trance. The one he found himself in again and again in his garage Woodshedding for hours. Being ready for the live moment in front of audiences at Andres or The Poppycock or Woodstock. Relentless pursuit for those who chant with Carmelo Garcia and Victor Pantoja and Hadley Caliman. My guest was the drummer for Carlos Santana during the most explosive growth of electronic music in our countries history. Sound expansion, playing seemingly simple patterns in complex polyrhythmic grooves exploring the thesaurus of scales the way Coltrane used to duke it out with Elvin Jones. Except it was my guest along with Doug Rauch and Michael Carabello with Tom Costner laying on the B-3. He has played on the world stage with the heaviest cats like Neil Schon, Sammy Hagar and Steve Winwood challenging gravity with flurries of patterns while still holding it down. He is the same master drumming discussion as Jack DeJohnette, Billy Cobham, Billy Kreutzmann, Lenny White Greg Errico and Gaylord Birch. When music came out of the community and was supported by the community. Now that community looks somewhat different as we have fully become automatic men in the age of digitization. On this journey I have used technology to find my heroes in music. Once accessed these cats provide lessons in leadership, love, life and lineage. My guest does it by helping people dance, maybe even the teacher in the classroom because you want to enjoy the musical ride. Looking to set the rhythm straight in 2015 Michael Shrieve welcome to the JFS. --- Support this podcast: https://anchor.fm/jake-feinberg/support

Doug Rauch was instrumental in turning Trader Joe's into what it is today — a grocery shopping experience people love and flock toward.Under Doug's leadership, Trader Joe's redefined what it means to go food shopping. He hopes to have the same impact on hunger.Daily Table is Doug's latest venture — a nonprofit aimed at removing the stigma of food shelters so that those in need can get healthy food, without feeling like they're getting a handout.Doug talked with Reilly about the history of organic foods, the secret sauce for how Trader Joe's became so successful, and why he's committed his life toward ending hunger in America.Can't miss moments from the showDoug shares his tips on how grocery stores can reduce wasteHe also shares how we, as consumers, play our part in encouraging grocery store wasteWe learn the inspiration behind Daily Table (hint: it came from a billboard message)Doug shares his secret to happinessLink to things mentioned in the showDaily Table

Kerry Hannon is a nationally-recognized expert and strategist on career transitions, entrepreneurship, personal finance, and retirement. She is a frequent TV and radio commentator and is a sought-after keynote speaker at conferences across the country. Kerry has dedicated her work to making a difference in people’s lives to give them confidence and the tools to succeed personally, professionally, and financially. She offers her audience and readers a can-do expert’s advice on the best ways to empower themselves. She has spent more than two decades covering all aspects of career, business, and personal finance and is a columnist, editor, and writer for the nation’s leading companies, including the New York Times, Forbes, Money, U.S. News & World Report, and USA Today. Kerry’s work also regularly appears on Kiplinger’s Finance and the Wall Street Journal, among other publications.   Key Takeaways: [1:05] Marc welcomes you to Episode 141 of the Repurpose Your Career podcast. Career Pivot is the sponsor of this podcast; CareerPivot.com is one of the very few websites dedicated to those of us in the second half of life and our careers. Check out the blog and the other resources delivered to you, free of charge. [1:34] If you are enjoying this podcast, please share it with other like-minded souls. Subscribe on CareerPivot.com, iTunes, or any of the other apps that supply podcasts. Share it on social media or just tell your neighbors and colleagues. The more people Marc reaches, the more people he can help. [1:54] Marc and his co-author Susan Lahey are working on the final draft of Repurpose Your Career, Third Edition. If you’d like to get some pre-release chapters, go to CareerPivot.com/RYCTeam and you’ll receive the chapters Marc has already released and updates on the launch. [2:17] Marc plans a soft launch of the book on Thursday, September 12, followed by both a virtual and a real book tour starting Monday, September 16. Marc has already recorded many podcast guest appearances, some of which have already been published. Go to CareerPivot.com/launch you’ll find all the links of all the podcasts.[2:52] Marc will be in Austin the week of September 22nd, the New Jersey area the week of September 29th, and D.C., the following week. Marc would love to meet his readers and listeners. [3:04] Marc has two events planned for Austin and four in New Jersey and Pennsylvania. Marc will then have a meet-and-greet in D.C. You can find the events on CareerPivot.com/launch. [3:17] Next week will be a one-year reflection on being an expat. Marc and his wife have lived in Ajijic for about a year. They will reflect on what they have learned and how they have changed in the last year. [3:39] This week, Marc interviews Kerry Hannon, author of Never Too Old to Get Rich: The Entrepreneur’s Guide to Starting a Business Mid-Life.  [3:53] Marc introduces Kerry and welcomes Kerry to the Repurpose Your Career podcast. [5:23] Kerry was a guest on the podcast almost three years ago and that episode, Careerpivot.com/episode-6, still gets 30 or 40 downloads a month! [5:47] A number of years ago, Kerry wrote, What’s Next? Follow Your Passion and Find Your Dream Job, after traveling the country for three years meeting with people who had shifted to completely different jobs after working 20 to 30 years in one field. Most of them started small businesses in their second act. Kerry loved their spirit. [6:25] Kerry started recognizing a trend in people over 40 starting their own businesses. Kerry wanted to share their stories. She also saw studies showing that people over 50 are the fastest-growing demographic of entrepreneurs in the U.S. and globally. [6:57] Women, in particular, are starting businesses in the second half of life. With longevity growing, we are going to see more people starting businesses later in life. [7:16] In the book, Never Too Old to Get Rich, Kerry profiles 20 winning entrepreneurs, because we learn from winners. She presents their stories, challenges, and rewards, and gives readers a playbook of actions for how to accomplish similar successes. [7:41] Part 1 of the book is about turning a passion into a business. Sometimes hobbies are better as hobbies but studies show that people who can turn their passion into a business are often more successful than other entrepreneurs. They know their customer; they are their customer. [9:00] Kerry interviewed people who started businesses in filmmaking, coffee, scooters, woodworking, and more, all building on passions. Kerry shares some stories about them. [12:14] Part 2 of What’s Next deals with building a winning Senior-Junior partnership. There is a great synergy in building a business “that has legs,” not for the next five years, but for the next 20 years or more. You have the experience and the network of someone who’s been through it, and the tech skills and enthusiasm of youth. [13:25] One of Kerry’s favorite stories from the book is about a mother-daughter team, Bergen and Morgen Giordani, who started One Hot Cookie with their cookie-baking skills and built retail outlets in Ohio and Pennsylvania. They are now franchising. [14:18] The daughter is the expert at social marketing and store design. The mother is the big-picture business planner. The mom kept her full-time job for a long time before stepping all the way into the business. [15:56] In this section, Kerry has a story about Paul Tasner, who has been a guest on the podcast in CareerPivot.com/episode-125. Paul started his company PulpWorks in San Francisco and paired up with somebody a couple of decades younger than him. [17:21] When you make a shift to being your own boss, you need to do an inner MRI to find your skills, weaknesses, and strengths. Look for others who can partner with you and balance you in launching your business. It’s understanding who you are and what it is you truly want to do and what you can do. [18:00] Part 3 of the book is the path to social entrepreneurship. Kerry found that at this point in their lives, many people may have experienced a health crisis or a loss, or may be wondering if there is more to life than what they have done. They wonder how they want to make a difference to the world. [18:47] Social entrepreneurs have a vision of making the world a better place by using their skill sets to launch a nonprofit or something that has the ability to touch lives. Kerry shares a couple of examples. One, Jamal Joseph, started a nonprofit, IMPACT Repertory Theater, in NYC. Kerry met him through Encore.org. [19:28] Jamal started this group to help young people in Harlem find a purpose through repertory performance and encouragement to study, to find a way out of poverty to succeed. [19:57] Another example is Bernadette’s House, an after-school program for disadvantaged girls, started by Carol Nash in Baltimore. [20:33] Doug Rauch, former President at Trader Joes, went to Harvard’s Advanced Leadership Initiative to learn to solve big social problems. He went on to start Daily Table in the Boston area to provide food at a lower cost. Marc compares food supply practices in Mexico and the U.S. [22:33] besides the Harvard Advanced Leadership Initiative, other schools are offering similar initiatives to urge people to start in social entrepreneurship. Stanford, Notre Dame, and the University of Texas are a few schools offering such initiatives. [23:33] Daily Table offers cooking classes for people who are not accustomed to healthy foods. [24:01] Part 4 of the book is Winning Strategies for Female Entrepreneurs. Female entrepreneurs are the fastest-growing cadre of entrepreneurs, world-wide. Women make good entrepreneurs and also good investors for a few reasons. Women do their homework. They take their time when they launch a business. They are idealists. [24:53] By laying this groundwork, women set themselves up for success. Women are willing to start a business as a side gig, keeping their full-time job. Women have the ability to understand where their weaknesses are. They admit it and ask for help. They ask for directions. Women often partner up with other women who can fill in the gaps. [25:29] Women tend to be very collaborative. Entrepreneurship is a team sport. Women understand that entrepreneurship is a marathon and not a sprint. Women are patient. [26:04] Rachel Roth started Opera Nuts in New York, combining her love of nuts and opera. Now she sells them online as well. It’s a true passion for Rachel. She was able to find tech help at Senior Planet classes in entrepreneurship and tech and from young tech mentors. [28:04] Ginny Corbett started a healthy juice business, Salud Juicery, in Pittsburgh, after going to school to learn about nutrition related to eating issues. [29:49] Kerry wants people to walk away with a message of hope, possibilities, dreams, and knowing that it is never too late to start doing work around your passion. Every person Kerry profiled told her about the inner richness of doing work they love, with people they love, that has meaning in the world. [30:49] Marc recalls an earlier podcast guest, on CareerPivot.com/episode-127, author Andrew Scott, author of The Hundred-Year Life: Living and Working in an Age of Longevity and author of the article “Is 75 the New 65? How the Definition of Aging is Changing” on Next Avenue. What are you going to do with your extra 10 years? [31:50] The importance of working at this stage of life is it fulfills us, it may be a financial necessity or safety net. At 60, you have at least 15 more years ahead of you where you could do something totally different. You might need to add some more skills, by apprenticing, moonlighting, or volunteering before you launch on a new path. [32:32] There’s no ideal starting point; you just need to get started. Marc plans to work until he’s 90! [32:48] You can learn more about Kerry at KerryHannon.com, on Twitter at @KerryHannon, on Facebook at @KerryHannon and LinkedIn at Kerry Hannon. Kerry would love to hear from you and hear your entrepreneurial stories! [33:23] Marc thanks Kerry for being on the Repurpose Your Career podcast. [33:29] Marc hopes you enjoyed this episode. Kerry is passionate about helping our community who are in the second half of life. Marc hopes everyone is inspired by her latest book. [33:40] The Career Pivot Membership Community continues to help the approximately 50 members who are participating in the Beta phase of this project to grow and thrive. The community has moved on to the next phase where community members who have experienced success get to share their successes and teach others. [33:57] This is a community where everyone is there to help everyone else out. They have been hovering at about 50 members for a while. Members are experiencing successes like going back to work, starting new businesses — even someone buying a franchise. Some leave the community when they’ve found success, while others stay. [34:19] Their legacy stays with the community as they have built an extensive library of forum entries and discussions. Marc will be publishing shortly testimonials of what they got from being part of this community. [34:34] Marc is recruiting members for the next cohort. If you are interested in the endeavor and would like to be put on the waiting list, please go to CareerPivot.com/Community. [34:45] Those who are in these initial cohorts set the direction. This is a paid membership community with group coaching and special content. More importantly, it’s a community where you can seek help. Please go to CareerPivot.com/Community to learn more. [35:07] Marc invites you to connect with him on LinkedIn.com/in/mrmiller. Just include in the connection request that you listen to this podcast. You can look for Career Pivot on Facebook, LinkedIn, or @CareerPivot on Twitter. [35:25] Please come back next week, when Marc reflects on the last year of being an expat. [35:30] Marc thanks you for listening to the Repurpose Your Career podcast. You will find the show notes for this episode at CareerPivot.com/episode-141. [35:45] Please hop over to CareerPivot.com and subscribe to get updates on this podcast and all the other happenings at Career Pivot. You can also subscribe to the podcast on iTunes, Stitcher, the Google Podcasts app, Podbean, the Overcast app, or the Spotify app. Marc will add to this list soon!

Doug Rauch, founder of Daily Table, tackles the food desert in inner cities.

Do you want your team to be more productive, innovative or engaged?  Basketball legend Michael Jordan says it all “Talent wins games, but teamwork and intelligence win championships.”  If you want to know how you, as a leader, can leverage neuroscience to increase trust and vulnerability to build and sustain a high performing team, this is the podcast for you. Paul Zak is my guest, his two decades of research have taken him from the Pentagon to Fortune 50 boardrooms to the rain forest of Papua New Guinea.  All this in a quest to understand the neuroscience of human connection, human happiness, and effective teamwork.   His academic lab and companies he has started develop and deploy neuroscience technologies to solve real problems faced by real people. His latest book, Trust Factor: The Science of Creating High Performance Companies, uses neuroscience to measure and manage organizational cultures to inspire teamwork and accelerate business outcomes.  His 2012 book, The Moral Molecule: The Source of Love and Prosperity, recounted his unlikely discovery of the neurochemical oxytocin as the key driver of trust, love, and morality that distinguish our humanity.   In another obsession, Paul’s group uses neuroscience to quantify the impact of movies, advertising, stories, and consumer experiences.  Along the way, he has helped start several transdisciplinary fields, including neuroeconomics, neuromanagement, and neuromarketing. Paul is the founding Director of the Center for Neuroeconomics Studies and Professor of Economics, Psychology and Management at Claremont Graduate University. He has degrees in mathematics and economics from San Diego State University, a Ph.D. in economics from University of Pennsylvania, and post-doctoral training in neuroimaging from Harvard.  He also serves as a senior advisor to Finsbury, a global leader in strategic communications that advises many of the world’s most successful companies. Paul’s research on oxytocin and relationships has earned him the nickname "Dr. Love."   That’s cool.  He’s all about adding more love to the world. Thank you Paul so much for being with us and Paul is going to talk about trust and vulnerability for leaders and how important that is and also the science behind it and some tips that you as leaders can use for yourself and your organization. So thank you Paul. So Paul, tell us what is the science behind trust and vulnerability for leadership? I spent most of my professional life running neuroscience experiments to understand why some teams perform at high levels and other teams not so much. And we found that two components are necessary. One is having a trusted team and the second is your purpose. If you know where you're going, it marshals brain resources that motivates you to draw on social resources like people around you to reach goals, particularly when those are difficult but achievable stretch goals. And so when we started looking at the underlying factors that produce trust between teams, we identified eight components and one of those which I call natural, is really being yourself at work. And a key component of that is being vulnerable. So it turns out that many studies have shown that people who are, too beautiful too perfect, we kind of hate those people because we can't believe anyone can be that great and most people aren't that great. They're putting on this mask. And so when you let that mask fall and you say, hey, you know what team, we want to do this thing, you guys are experts in this, not me. I know it's important to us. Here's why. Yeah, take a couple of weeks and start exploring whether we can do this or not. So, a concrete example, you know, my lab, we collect terabytes of brain data and we build predictive models of them and we've started investing in machine learning. So I read some books on machine learning. I'm roughly, you know, acquainted with the different techniques, but I don't have time to learn how to do them. So I have a team and I said, you guys are super smart. You're all learning about machine learning. Here's a couple of giant data sets. Go see if you can improve our predictions using machine learning. And then all of a sudden they want to tell me about, well, we did this and support vector machines. I like, I don't even want to know if it works. Then you explain it to me. If it doesn't work, I don't care, I don't want to waste my brain power. So really empowering those people in my group to say "you are the experts in this, not me." And then come back even though I'm the leader, come back and teach me something and that's a whole different ballgame than "we have to do this and you guys have got to make this work and blah blah blah." So I think the punchline for the work we've done on building high trust teams is that everyone should be treated as a volunteer at work. Everyone's choosing volitionally to be at this organization. So if you're a volunteer, then you need to ask them to do something you can't demand. You need to explain why they're doing something, not just scream at them to get something done. And at the end of the day, they should be thanked for the extra effort they're putting in to move the organization's goal forward. And so that's really being a servant leader or a vulnerable leader. It's a really effective way to achieve high performance in teams. I love that example of not giving the answer, but letting the team come up with that. So why is that so much more valuable then leaders telling them what to do? I think a lot of that is what we've seen in the past, that type of authoritative leadership. I need to know the answer, if I tell them I don't know, I'll appear weak. What is it that happens for employees that makes them more willing to volunteer and be creative when you're asking them to come to the solution versus telling them what to do. Right? This is where the neuroscience comes in. So the work we've done in particular on a brain network is activated by a neurochemical called oxytocin, shows that when we asked for help as social creatures, we almost always are motivated to respond in kind. So if you asked me to do something as opposed to demand or in an aggressive way forced me to do something, most of us get this kind of defensive approach like, Hey, what the hell? I mean, even if you're my boss, don't be intimidating me dude! My recent book "Trust Factor" has a lot of Peter Director in there, who was on the faculty with me at Claremont for years. And you know, Peter is the one who's coined the term knowledge worker. He said if you're a knowledge worker, you need to be your own CEO. Well everyone is a knowledge worker today, literally everyone. So if you're year own CEO and some dude is screaming in the office and I've worked for screamers, you'd probably have too Jill. I don't like it. And the first thing I want to do is get the heck out of there. So we all are our own CEO, so we should treat people like that. Like I'm thrilled that you decided to work for our group. Am I going to push you? Yeah. Am I going to challenge you? For sure. Am I going to talk to you when you're missing your goals? For sure, right? There's no sense in which people are not being held accountable, but I really want to have people give this intrinsic effort and I can't do that, that's internal to the employee. So by the way, I don't even like the word employee, I like colleague or team mate. I think we should get rid of this kind of weird Marxian hangover of capital and labor being at conflict somehow. So anyway, so I don't want to ask colleagues or to force them to do the things I want them to do. I want them to be passionate about what we're doing. If they're passionate about it, they're going to hit the ball out of the park, if I give them the tools to do that and help them learn how to hit the ball. So anyway, I think in the world we're in with an unemployment now, 3.9%, I think I just saw in the US, just getting bodies on board is hard enough, but getting high performers, if I want to do that, I've got to create a culture where people can really thrive and if you are authoritative, if you're aggressive, it's just not going to work and people will go elsewhere and we know that money is a very weak motivator for performance. So let's create the conditions, the social conditions, that drawn our social brain, and in particular induce the release of oxytocin - make us want to work for the team goal. And when we do that it's anti aggressive, it's inclusive and accepting. It's challenging and it's going to be hard and we're going to make mistakes. But guess what? If I'm a leader, I'm going to make mistakes too. And I'd love feedback from you guys as well, but just all try to get better at this thing. So one of my great examples of this actually from the book is where I live near Silicon Valley. They have many, many tech companies have monthly "Congratulations, you screwed up celebrations" Let's get pizza and beer and let's talk about the mistakes we made this month and see who screwed up the biggest because if you want to innovate, you've got to make some mistakes and when you celebrate, you also share those with the company. So if everyone is seeking to innovate that we know everyone's making mistakes, right? Jeff Bezos has said this, "one or two out of 10 of the bets we take pay off, but they pay off big enough that we could do lots of small scale experiments." So yeah, let's talk about how we screwed up. Let's make sure everyone knows so no one else makes that mistake and let's make it fun. So if you want to innovate, try some new stuff and empower those, trust those people around you to make decisions that are going to drive performance up. If you're just going to scream at people they make a mistake, then you're going to get status quo and your going to get a lot of turnover. Yes, they keep the best for themselves when you do that, right? Yeah, for sure. So you shared that there is two things that you found for really high performing teams, a trusted team and purpose. Can you talk a little bit more about purpose? Thank you. Yes, so I think there's two kinds of purposes within organizations. One is the sort of transactional purpose, the processes that you've got to set up to run a company efficiently. I'm talking about a different kind of purpose, which I call transcendent purpose, which is why the organization exists at all and according to Drucker and Edward Deming. at its core organizations exist to improve people's lives. And so companies that embrace that, a sense of service to their client, service to their community, are much more productive and in experiments we've run, we've shown much higher oxytocin release when we have a social purpose, what we're doing, much higher productivity and more enjoyment. So again, I think every organization can find that core purpose that tells us why we're working so hard. Right? Yeah, I need the paycheck. Um, yeah, probably I liked some of the people I work with, but when I got a long day when I've worked my butt off and I realize I'm doing this because I'm saving patients lives or because I'm making my customers day a little better. Doug Rauch, who took Trader Joe's national, he just retired from them, said that when he was taking Trader Joe's national, he realized that they were not a grocery store. They were an organization that was designed to make people happy. They just happen to do that by selling interesting, funky food. But it was all about making people happy. So that's when they started. If you go to Trader Joe's, if you ask the question to one of their colleagues, they walk you down the aisle to find the thing you've asked about. They will do everything. They'll walk the stuff out to your car. They will do everything until you are extraordinarily happy. So that's a really cool approach, right? It means that everything that you're doing has got to fit into that core purpose. It also means if you're doing stuff that doesn't fit their core purpose, you shouldn't be doing it. I love that. I love that example as well with Trader Joe's that is a fun store to go into, definitely. You talked a little bit about how you use this with your team personally. What is one thing that leaders could do if they want to really improve on getting that high performing team? I hear that a lot - high performing team, trust, purpose and especially purpose. So what are the one or two things that a manager could do? I mean it sounds like we're in kindergarten, but it's really simple. Say please and thank you. My group works a lot on project basis, so we have a funded project come in and instead of assigning that task to somebody we say, hey, who would like to do this task? It is a whole different approach. Again, this is done a lot in the silicon valley world. Here's the project, who wants to take lead on this? Who wants to build a team and work on this thing for three months or six months? Who's got capacity? Who's interested? Who wants to stretch themselves and a lot of celebrations. So from the neuroscience perspective, anything that happens more than about a week in the future is almost irrelevant in terms of setting up a feedback loop. So when goals are met, even kinda midterm goals, right? Maybe milestones, have a celebration. do the debrief, get some feedback. I think of that celebration is a chance to have the community of people that you work with come together to celebrate high performance and then you set up aspirations among the entire company for high performance, right? If we're celebrating this. And also if performance goals are not met, celebrate in public, but critique in private. So, very good neuroscience showing that if I dress you down in public, all of a sudden I've shamed you in terms of your social group, that is a guaranteed recipe for disengagement. So you're not meeting your milestones, I will sit down and say, "Hey Jill, you know what, the last couple of weeks you seemed to be behind on where you're supposed to be. Let's talk about why you seem to be missing these milestones and what we can do to help you get around that". And then if, you know people you can't serve remediate, then we have to have a discussion about maybe this is not the right fit for you. But again, I think the explosion of neuroscience in the last 15 years has really allowed us to make specific well tested predictions about how to manage the humans who are around you at work and they're complicated, they're beautiful, very diverse, and they make mistakes and they do extraordinary things and so all of those I think are part of building this high trust high performance team. Yeah, I think those are great tips and just because it seems simple doesn't mean it's easy or maybe we think that it has to be more complex to really make it work. So what else are you working on right now, thinking about or having your team look into to help leaders and teams and organizations be more effective? We've been doing work for the last about 12 years on persuasion, on the neuroscience of persuasion, so how do we create messages both internally to teams and externally to clients that engage them, get them to act, whether that's a purchase post, share word of mouth, and we have identified neurologic signals that are very accurate at allowing us to predict whether messages are effective or not. And recently we rolled out wearable wireless sensors, worn on the forearm in which we can pick up this data coming out of the brain and see in real time how effective a message or an experience is at really engaging people both intentionally, but also emotionally. Do you care about this thing or not? So very exciting, we just released this in January and now working with companies ranging from movie studios and TV producers to large management consulting companies to increase the effectiveness of messaging, of training, of education and just making overall experiences great. So that's what we really want. We live in the experience economy now and so if we want to create great experiences both for our employees but also for our clients, we've got to have measurement tools, otherwise we're just counting on our fallible intuition. So anyway, we're real excited about rolling out these wireless sensors so people can contact me and find out more. That's great. So the wireless sensors you're working on helping organizations, use those to test with their customers or potential clients? How does that work? Both, yeah, with clients we are doing a lot of work on effective messaging, but doing a lot of live events, corporate training events, everything from onboarding recently did some work to help company with employee recruiting. So how do I get people to actually apply for my jobs at my company? And then really on communication in general. So how do we create an effective narrative that tells our company's story or purpose narrative and our narrative to customers, but lots of work in advertising. And I worked on movie trailers, you know, it's amazing at this age and time we live in that a movie studio will spend 100 million or more producing a movie and then you know, they look at some trailers and they go, ah, I like, I liked number one and number seven, let's release that. There's no science there, you know, so it's really blending the art and the science, the art of creation. We can't do that. But from a testing perspective we can get better than just intuition. So that's what we're getting to - having a real tool and doing it in real time was hard. Gosh, was that hard, a lot of signal processing has to go on and cloud computing. So anyway, as you can tell, I'm really excited about having a real time neurosensor that is predictive of what people will do. Very fascinating. Yeah. We are lucky to have all these breakthroughs and ability in technology that allows us to so quickly be able to gather this and use it for good. Right? Absolutely. Yep. Well thank you. So any last words from you? Any specific tips that we didn't cover or anything that you think is really important for leaders to understand as they focus on building trust and transparency with their team. Thank you. Yeah, it's been great to be on with you. I think really understanding that in the world we live in today with really looming labor shortages and a real need to keep the highest performers in your organization, it's the human factors that matter. Vulnerability also means letting your emotions show, being honest, really being a human. I think when you let your humanity show you also absorb the humanity of those people around you and that's what we really want when we work in teams and when we're stretched and we work hard. Human beings are fascinating species I've discovered in my experiments, so really being a great leader means being fully human, accepting your humanity, accepting emotions and letting them show and making mistakes. No one's perfect. We all make mistakes and owning those mistakes too, so no need to be perfect and no-one is a little god at work. As long as we're trying our best and we'll make some progress, it's all good. That's great. Yeah. Take that stress off of trying to be perfect or thinking you are because like you said, you get more out of people when you're not and you're honest about that. That's great. I really appreciate that. Well, thank you so much for sharing this and I hope to have you back as you start doing more work on the neuroscience of persuasion and we get to learn a little bit more about what you're learning and how leaders can use this as well. So thank you and I hope you have an amazing week. Thanks so much Jill. Closing I hope that you have enjoyed this and can start using some of these great ideas build high performing teams.  Make sure to subscribe to be alerted to ongoing podcasts. I work with leaders and their teams to apply these concepts, grow themselves, their teams and their business.  Schedule a free 30 minute consultation here to see if I can help you, your team or your organization.  You can reach me, Jill Windelspecht, directly by email at jillwindel@TalentSpecialists.net and visit my website at www.TalentSpecialists.net. Get in touch with Paul:  Paul's Website  

How can our food system empower people to choose clean, nutritious food? On this episode of Add Passion and Stir, Founder and President of the Daily Table Doug Rauch and grassroots organizer and chef Neftalí Durán discuss food justice. After a successful career as president of Trader Joe’s, Rauch launched Daily Table in the Boston area with the idea that food insecurity is a multi-faceted problem. “This is a system. There’s no silver bullet you can shoot and take care of the problem...It intersects with education, poverty, culture, and access,” he says. Durán, who is originally from Oaxaca, Mexico, agrees. “Food is political… food touches every issue... My work starts from the baseline that food is a human right,” he says. “If we start from the premise that food is a human right, we should never be dismissing people that need food,” he believes. Both social justice champions believe in trusting people and communities. Rauch admits that before founding Daily Table he almost went forward with a “beautiful solution to the wrong problem.” Instead, he listened at dozens of focus groups and community meetings. “I learned that they already had a better understanding of nutrition than I thought. It wasn’t like I had to convince someone that they had to eat fruits and vegetables. They … wanted to be given a chance to make the right choices,” he says. “Daily Table is designed primarily around making certain that food - which is the cheapest form of health care - becomes the basis and foundation for a family’s ability to provide a healthy outcome for life,” he says. Durán believes the solution to ending hunger lies in treating people with dignity - which has become much more difficult in the current political climate. Host Billy Shore asks how we empower people and communities. “One of the best ways to empower people is to listen to them. What do you need? How can we facilitate you eating healthier? What are the issues in the community? If we’re never listening, we’re really not empowering people,” he answers. Share in this impactful conversation about food justice, empowerment and dignity.

According to Project Bread, more than 266,000 households in Massachusetts are living with food insecurity – a lack of reliable access to a sufficient quantity of healthful, nutritious food. Daily Table, a unique grocery store in Dorchester, is trying to lower that number by offering healthful and fresh produce, proteins, prepared meals and pantry staples to its community at radically reduced prices. Guests: Doug Rauch, president and founder of Daily Table, and Ismail Samad, executive chef at Daily Table.

This is the second episode in a two part series on food marketing as a follow up to the Resnick Program on Food Law & Policy's conference in October. Host Jenna Liut discusses the political and legal barriers to regulating food marketing efforts with guest, Jennifer Pomeranz. Jennifer - a food law in policy expert - is an Assistant Professor and the Interim Chair of the Department of Public Health Policy and Management at NYU's College of Global Public Health. Later in the show, Jenna is joined by Doug Rauch, Founder & President of Daily Table, our featured startup of the week. Daily Table is a non-profit retail store in Dorchester, MA, offering its community a variety of tasty, convenient and affordable foods.

With half the world's population now living in just 1% of the land area, urban poverty is a growing problem. We head to a gathering of leading global thinkers at the Rockefeller Foundation Bellagio Centre, to explore practical and innovative ways to tackle the issue. Quentin Cooper is joined by population expert Purnima Mane, anthropologist professor Francis Nyamnjoh, former president of a chain of ethical grocery stores Doug Rauch, and food and water policy expert Paula Daniels. (Photo: Comuna 13 Shantytown Colombia. Credit: Raul Arboleda/AFP/Getty Images)

This episode of the Built On Purpose Podcast features a conversation with Doug Rauch, the CEO of Conscious Capitalism and Founder of Daily Table. Doug spent 31 years with Trader Joe’s Company, the last 14 years as President, helping grow the business from a small, nine-store chain in Southern California, to a nationally acclaimed retail success story with more than 340 stores in 30 states. In this episode Doug talks about why he founded Daily Table, the misconceptions about our food, and why it's critical to do cultural checks in an organization. Listen to more episodes of the Built On Purpose Podcast at http://yscouts.com/podcast/

Doug Rauch is our 10th Cinderella CEO podcast interview. The former president of Trader Joe's, now the CEO of the non-profit, Conscious Capitalism, Rauch also started a project called the Daily Table to bring fresh food to the inner cities. We interviewed Doug in Chicago at the National Conference of Conscious Capitalism. He shares his story of how he started with Trader Joe's, helped grow the grocery store chain, and gives advice on how to avoid "crapitalism!" We talk about how to excel as an entrepreneur, and why listeners may want to consider becoming "intrapreneurs" as an alternative. Doug talks making capitalism as a force for good, and why "Conscious Capitalism" caught his attention.(This is a re-edit of the first interview for better audio clarity).

Doug Rauch is our 10th Cinderella CEO podcast interview. The former president of Trader Joe's, now the CEO of the non-profit, Conscious Capitalism, Rauch also started a project called the Daily Table to bring fresh food to the inner cities. We interviewed Doug in Chicago at the National Conference of Conscious Capitalism. He shares his story of how he started with Trader Joe's, helped grow the grocery store chain, and gives advice on how to avoid "crapitalism!" We talk about how to excel as an entrepreneur, and why listeners may want to consider becoming "intrapreneurs" as an alternative. Doug talks making capitalism as a force for good, and why "Conscious Capitalism" caught his attention.(This is a re-edit of the first interview for better audio clarity).

Doug Rauch, the former president of Trader Joe's, now the CEO of the non-profit, Conscious Capitalism Rauch (he's also started a project called the Daily Table to bring fresh food to the inner cities). I interviewed Doug in Chicago, Illinois at the National Conference of Conscious Capitalism. He shares his story of how he started with Trader Joe's, and how he helped grow the grocery store chain. He gives advice on how to avoid "crapitalism," how to excel as an entrepreneur, and why listeners may want to consider becoming intrapreneurs within a company. And of course, he talks about Conscious Capitalism and how practicing its tenets are key to a company's success, and ideally making capitalism a force for good.

Doug Rauch, the former president of Trader Joe's, now the CEO of the non-profit, Conscious Capitalism Rauch (he's also started a project called the Daily Table to bring fresh food to the inner cities). I interviewed Doug in Chicago, Illinois at the National Conference of Conscious Capitalism. He shares his story of how he started with Trader Joe's, and how he helped grow the grocery store chain. He gives advice on how to avoid "crapitalism," how to excel as an entrepreneur, and why listeners may want to consider becoming intrapreneurs within a company. And of course, he talks about Conscious Capitalism and how practicing its tenets are key to a company's success, and ideally making capitalism a force for good.

The former president of Trader Joe's, and current CEO of the nonprofit organization Conscious Capitalism, joins Barnet and Freeman for a tremendous conversation about a new way of doing business. The new way of doing business is both a returning to the fundamentals of business, having to do with operating with clear and expressed values, for the purpose of creating value, against the backdrop of a new level of transparency spawned by social media. This conversation is a bit subtle as to just how powerful it is—the relevance of this topic and this particular dialogue is truly significant.   For more about Doug Rauch's work, please visit www.consciouscapitalism.org.

Lecture by Doug Rauch given on March 30, 2014, at the Ramakrishna Vedanta Society, Boston, MA

Lecture by Doug Rauch on 11th of November, 2012 at the Ramakrishna Vedanta Society, Boston

Host Phalana Tiller talks with noted author Charles Handy and photographer Liz Handy, about their latest shared projects. She also interviews former Trader Joe's executive Doug Rauch about his latest work on addressing "food deserts" in underserved communities. The conversations explore the ways that they’ve all continued to find meaning and fulfillment many decades into their working lives.