Podcasts about drucker school

We often see setbacks and disasters as events that keep us from our best life. But what if these are actually opportunities to grow in our leadership? Our guest on this episode is Dr. Gayle D. Beebe, who has been a leader for over two decades and has insights into how to overcome the disorienting challenges that we face, both personally and in our leadership.In his new book, The Crucibles That Shape Us: Navigating the Defining Challenges of Leadership, the university president shares personal stories and the wisdom of many other authors and mentors on how we can tackle suffering, revealing that, although we can be confused at first, these situations ultimately can bring us into a deeper relationship with God and also make us better leaders.Beebe identifies seven crucibles—powerful catalysts for transformation—that, when embraced, shape us into what God wants us to be.Scroll down to learn about Gayle Beebe. Subscribe to the podcast on your favorite app!Thanks for listening!Please share this podcast with your friends. Your hosts are Dr. Bob Robinson and David Loughney.Go to re-integrate.org for further resources on reintegrating all of life with God's mission. Dr. Gayle D. BeebeGayle D. Beebe has been serving as president of Westmont College in Santa Barbara, California since 2007. Before that, he was president of Spring Arbor University in Michigan. He has also served as dean of the graduate school of theology at Azusa Pacific University.He has three master's degrees: the Master of Divinity from Princeton Theological Seminary, the Master of Philosophy of Religion and Theology from Claremont Graduate University, and the Master of Business Administration in Strategic Management from the Drucker School at Claremont Graduate University. He also has a PhD in Religion and Theology from Claremont Graduate University. Get full access to Bob Robinson's Substack at bobrobinsonre.substack.com/subscribe

In this episode of the Leadership Podcast, Sylvain engages with Bernie, an expert in management and leadership, who holds the Drucker Chair in Management and Liberal Arts at the Drucker School in Claremont, California. Bernie discusses his book, "Creating the Organization of the Future," which integrates the teachings of Peter Drucker and Confucius. The conversation centers on essential organizational choices regarding mission, vision, purpose, values, and culture, emphasizing the need for adaptability and alignment. Benny highlights the importance of making clear choices, time management, calmness in leadership, and the ability to learn and adapt in a rapidly changing market environment.Show notes:Book “The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail” by Clayton M. ChristensenZappos Culture bookBook “Creating the Organization of the Future: Building on Drucker and Confucius Foundations” by Bernard Jaworski and Virginia CheungBook “The Concept of the Corporation” by Peter DruckerBook “Deep Purpose” by Ranjay GulatiLeadership Spark Podcast with Ranjay Gulati on his book “Deep Purpose”Book “The Effective Executive” by Peter Druckersylvainnewton.com/podcast

Maya Guice is the Director of Strategy at BRC Imagination Arts and host of the Masters of Storytelling podcast. Her work with brands like Diageo, Ford, and NASA helps create touchpoints and experiential brand stories. We discussed all of this and more this week on the On Brand podcast. About Maya Guice Maya Guice is the Director of Strategy at BRC Imagination Arts, which partners with brands including Diageo, Ford, and NASA to translate brand and cultural stories into transformative, human experiences. Maya co-develops and oversees the short and long-term marketing, positioning, and business strategy for the firm, including all brand and growth-related activities including content, PR, events, awards, and strategic partnerships. She received an M.B.A. from the Drucker School of Management at Claremont Graduate University, where she now serves as Vice-Chair on the Advisory Board of Directors. She also produces and hosts ‘Masters of Storytelling,' BRC's podcast featuring conversations with storytellers across the creative spectrum. From the Show What brand has made Maya smile recently? “I love the Olympics, especially post-Covid," Maya revealed going on to be excited about the next round being in her hometown of LA. Connect with Maya on LinkedIn and the BRC website and check out her podcast, Masters of Storytelling wherever you like to listen. As We Wrap … Listen and subscribe at  Apple Podcasts, Spotify, Amazon/Audible, Google Play, Stitcher, TuneIn, iHeart, YouTube, and RSS. Rate and review the show—If you like what you're hearing, be sure to head over to Apple Podcasts and click the 5-star button to rate the show. And, if you have a few extra seconds, write a couple of sentences and submit a review to help others find the show. Did you hear something you liked on this episode or another? Do you have a question you'd like our guests to answer? Let me know on Twitter using the hashtag #OnBrandPodcast and you may just hear your thoughts here on the show. On Brand is a part of the Marketing Podcast Network. Until next week, I'll see you on the Internet! Learn more about your ad choices. Visit megaphone.fm/adchoices

Rich Cruz is the Co-Founder of WorkBalance Consulting, and organizational development consulting firm. He has an MS from Purdue in I-O Psychology, an MBA, and is certified in OD and Change Leadership from The Drucker School of Management. Main Business Issues: Overgiving and the inability to say no Fear of past business failures influences his current work habits Rich's Key Insights and Takeaways: Asserting value and setting boundaries will prevent further burnout Rich's main issue lies in identity rather than skillset Rich realizes investing in personal development will align his actions with business goals Connect with Rich https://www.linkedin.com/in/richardjacruz https://www.twitter.com/richcruzchicago www.workbalanceconsulting.com www.harmoniousworkplaces.com

Maya Guice, Director of Strategy at BRC Imagination Arts, shared the story behind her title with us on July 10, 2024.★★★★★Of the interview, our founder and host, Sue Rocco, says: "Listen in as I sit down with Maya to talk about her life as a dancer growing up, her realization over time that she may be better suited for a behind-the-scenes career in the arts and her current love of the work she does while always staying true to her own values."Maya is the Director of Strategy at BRC Imagination Arts, which partners with brands including Diageo, Ford, and NASA to translate brand and cultural stories into transformative, human experiences. Maya co-develops and oversees the short and long-term marketing, positioning, and business strategy for the firm, including all brand and growth-related activities including content, PR, events, awards, and strategic partnerships. She received an M.B.A. from the Drucker School of Management at Claremont Graduate University, where she now serves as Vice-Chair on the Advisory Board of Directors. She also produces and hosts ‘Masters of Storytelling,' BRC's podcast featuring conversations with storytellers across the creative spectrum.Support this podcast at — https://redcircle.com/women-to-watch-r/donationsAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

I am thrilled to have Jenny Darroch, PhD, the esteemed Dean of the Farmer School of Business at Miami University in Oxford, Ohio on the podcast. The conversation was rich with insights from Jenny's corporate and academic life. We discuss Jenny's background, her leadership style rooted in dignity and respect, and the hiring process, including the importance of cover letters and traditional resumes in academia, and more. We also touch on the complexities of navigating higher education's hierarchical structure and recognizing one's place and value within an organization.  From her corporate beginnings in New Zealand to her influential role in academia, she has consistently demonstrated a passion for leadership and making a tangible difference in students' lives. Her leadership style, shaped primarily by her time at the Drucker School, is rooted in creating space for team members to excel, emphasizing how leaders can be effective and empathetic at the same time. Control Your Career is a podcast to help you conquer uncertainty, shatter imposter syndrome, and rise above the expectations imposed by others. Hosted by Julia Toothacre, a seasoned career coach and strategist at Ride The Tide Collective, she empowers professionals like you to find clarity, navigate your current career with finesse, and propel yourself toward career advancement in alignment with your unique personality, preferences, and values. Season 10 is all about people managers and, specifically, what managers want and expect from their employees and teams. Julia is interviewing people managers with at least 10 years of management experience and who are currently managers to help you understand their mindset and expectations.  Each episode will have action items you can apply to your unique situation and consider in your relationship with your manager. You can find this episode and more at ridethetidecollective.com and you can connect with Julia on LinkedIn, where she posts career information and inspiration to help you control your career. Episode Blog Post: https://ridethetidecollective.com/2024/05/22/season10episode8/  

Steve Tarr, Fellow at the Drucker School of Management at Claremont Graduate University, shares how embracing the "long view" is opening up an exciting spectrum of new and different ways to make a difference for executives beyond their later-in-career roles. Staying open-minded and optimistic are keys for turning the page in being an Impact Maker.

On today's episode, Wes sits down with Steve Tarr, a Fellow at the Drucker School of Management, to discuss how difficult the retirement transition can be for busy and successful people. Using the SOAR Program as a guide, they analyze the positive effects of discovering new pathways to meaning, community, and purpose and how they can lead to retirement happiness. Learn more about your ad choices. Visit megaphone.fm/adchoices

“Families that are failing spend all their time on power.” Today's guest is Jay Hughes. Jay and I had a deep and fascinating discussion about the development of the elder in a family, the importance of the midlife crisis, and transcendent values.  We also discussed many great pioneers in the family wealth field like Joanie Bronfman, Charlie Collier, and Peter Karoff, and we also talked about Matt Wesleys key paper on family culture, which I will link to in the show notes. Jay also mentioned that he is writing a new book with Mary K. Duke and Stacy Allred, and has a lecture course online with David Specht of the Drucker School, part of which I will also link to about the five capitals of wealth.   We turned over the new ideas in Wealth 3.0 and Jay had some great insights about how the industry restrains the field and how ideas evolve. This is the inaugural interview The Inheritance Podcast in a series in conjunction with the James E. Hughes Jr Foundation.  I'd like to invite you all to join us on this journey of exploration as I talk to Jay and those he has influenced  Next up is Gunther Weil talking about values. Jay Hughes is an author, advisor to families, and founder of a law partnership in New York that represented private clients throughout the world, and now retired from the active practice of wealth. His wonderful book, Family Wealth, Keeping it in the Family, has become a classic in the family wealth space, and where he warns that the shirtsleeves proverb is a warning and not a curse.  Please enjoy my interview with Jay Hughes. Link to Matt Wesley Paper on Culture:  https://jehjf.org/the-blob-how-culture-eats-structure-for-breakfast/ Link to Drucker Interview:  https://vimeo.com/746951432/5cae8e6538 Link to Jay's book:  https://www.amazon.com/Family-Wealth-Keeping-Intellectual-Financial-Generations/dp/157660151X Link to James E. Hughes Jr. Foundation:  https://jehjf.org NOTE:  This podcast is for educational and entertainment purposes only.  Anything said by the guests or host should not be construed as legal or investment advice.  Thanks for listening. Joe Reilly is a family office consultant, and the host of the Private Capital Podcast as well as the Inheritance Podcast.  FOLLOW JOE: https://twitter.com/joereillyjr WEBSITE: https://www.circulus.co/ PRIVATE CAPITAL PODCAST:   https://podcasts.apple.com/us/podcast/private-capital/id1644526501 Thanks for listening.  If you like the podcast, please share it with your friends and take a minute to leave us a review on Apple Podcasts.  We appreciate it. ©2023 Joe Reilly

Together for Choice's Mission is to unite to protect and advance the rights of individuals with intellectual and developmental disabilities (I/DD) to live, work and thrive in a community or setting of their choice. Ashley Kim Weiss is a social entrepreneur and disability advocate who currently serves as the Executive Director for Together for Choice. She is also the President & CEO of Elevare Community, which provides consulting services in housing development, residential placement, and life planning for adults with intellectual and developmental disabilities. Prior to Elevare, Ashley was the co-founder and Executive Director of Villa de Vida, a non-profit organization building an affordable housing community for adults with developmental disabilities in San Diego.Ashley is a National Certified Guardian and licensed California Professional Fiduciary. She holds a bachelor's degree in Finance and Management from the University of Illinois, Chicago, and a Master's degree in Business Administration from the Claremont Graduate University's Drucker School of Business. Connect to learn more: Website: https://www.togetherforchoice.org/ Email: info@togetherforchoice.org FB: https://www.facebook.com/TogetherForChoice/ IG: @togetherforchoice Twitter: @TogetherForChoice As an Amazon Associate, I earn commissions from qualifying purchases. For more information about True North Disability Planning you can find us here: Web: ⁠⁠⁠⁠⁠⁠⁠https://truenorthdisabilityplanning.com/⁠⁠⁠⁠⁠⁠⁠ Podcast (ABC's of Disability Planning) - ⁠⁠⁠⁠⁠⁠⁠https://anchor.fm/abcs-disability-planning⁠⁠⁠⁠⁠⁠⁠ Waypoints - ⁠⁠⁠⁠⁠⁠⁠https://waypoints.substack.com/⁠⁠⁠⁠⁠⁠⁠ Facebook: @TrueNorthDisabilityPlanning Twitter: @NeedsNavigator Resource store (free downloads too) - ⁠⁠⁠⁠⁠⁠⁠https://www.teacherspayteachers.com/Store/True-North-Disability-Planning⁠⁠ --- Send in a voice message: https://podcasters.spotify.com/pod/show/abcs-disability-planning/message Support this podcast: https://podcasters.spotify.com/pod/show/abcs-disability-planning/support

Join us on the Kaya Cast Podcast for a discussion with Zane Witzel, the founder of Cannador, about his journey of creating a cannabis humidor. We also cover the basics of cannabis storage, humidity levels and terpene profiles to keep your weed as fresh as can be.  Together, we'll explore what it takes to grow a successful cannabis business and why you need to put blinders on and focus on pursuing your passions in business. Zane has built a successful internationally focused cannabis company, with products featured in top retail locations including Bloomingdales.  Entrepreneur and cannabis enthusiast Zane Witzel founded Cannador in 2014 to help keep cannabis fresh and organized. He acquired US Patent Nos. 7,892,327 and 8,211,209, formerly owned by a cigar accessories company to regulate humidity in humidors and then rebranded to VaporBeads in order to serve both the cannabis and tobacco industry. Today, Cannador products can be seen on shelves from small boutiques to major retailers like Bloomingdales. He received his bachelor's from Pepperdine University in 2009, and MBA from the Drucker School of Management in 2012, and currently resides in Savannah, GA.  Find out more about Cannador at: cannador.com linkedin.com/in/zanewitzel linkedin.com/company/cannador youtube.com/@Cannador-products instagram.com/cannador twitter.com/cannador facebook.com/cannador

Bridgette McAdoo leads the Global Sustainability practice at Genesys. She is responsible for sustainability as a management approach that holistically optimizes our economic, social, and environmental impact. In her role leading sustainability at Genesys, Bridgette drives our stakeholder engagement, education, and the evolution of the sustainable strategy and programs across Genesys. She also leverages sustainability metrics to track our non-financial performance and deliver integrated reports to our stakeholders Bridgette has over 20 years of experience in sustainability leadership roles across multiple sectors, including the World Wildlife Fund (WWF), where she most recently led corporate strategy and engagement for WWF's Freshwater and Food goals, Global Director of Sustainability for KFC, where she headed all sustainability issues for the brand, internally within Yum! Brands and externally with various sustainability stakeholders, and operations roles that were part of NASA's Space Shuttle and Mars Rover programs. She holds a bachelor's degree in industrial engineering from the Florida Agricultural and Mechanical University and an MBA in Strategy from the Drucker School of Management. Bridgette Joins Sustainable Nation to Discuss: Creating the foundation of sustainability at Genesys Advice for finding and hiring good sustainability talent Quantifying product use emissions Strategies to align sustainability with work from home Advice and recommendations for sustainability professionals Bridgette's Final Five Questions Responses: What is one piece of advice you would give other sustainability professionals that might help them in their careers? Don't underestimate the power of two words: value and differentiation. Value, because one, it's usually not a group that has P&L responsibility, but you need to show that you can drive pipeline, help with attrition and retention. You have to show all the value that sustainability brings to the business so that it's a value proposition, not just a buzzword. Differentiation is how do you use it to set you apart from your competitors? Use it as a way to help put the company in a different lens than it usually would, and show that value. Show all the intangible values of sustainability, not just the tangible ones, all the qualifiable values, not just the quantifiable ones. That will help you to really get it elevated versus it sitting in the middle of the organizations as some people struggle with. What are you most excited about right now in the world of sustainability? I'm excited that I'm starting to see a lot of emphasis on intersectionality. For so long I felt that people felt like they could only talk about one pillar at a time. It's either an environmental conversation or a diversity conversation or a governance conversation. But those should be integrated. There should be an integrated, holistic approach to how we look at sustainability, because when those things are looked at in tandem, when we integrate it, we get the real wins. I'm glad to see that even organizations are starting to restructure to be that way and not silo out the work. When that happens I just feel like the work is really not as impactful as it should be. What is one book you would recommend sustainability professionals read? Because of all the time reading all these white papers and case studies, I like to read things that are way more inspiring and motivating and so far away from sustainability. However, I just started reading Net Positive by Paul Polman and Andrew Winston. I'm enjoying that book. It highlights the way we look at traditional CSR or philanthropy or impact, however your organization refers to it, is just not adequate for where we are today. That we, as leaders in this space, really need to rethink about how we drive the business differently and how we can be the change that we want to see. Another book that has been extremely impactful is Stamped From the Beginning by Ibram X Kendi. It talks about and it details how racist ideas were created, spread and deeply rooted in society. It's thought-provoking and intense, but it's a fantastic read. What are some of your favorite resources or tools that really help you in your work? I have a few different distribution lists that I'm on like GreebBiz Weekly. I get a lot of things where I can see a lot of articles. Our marketing team also does a fantastic job of scouring the industry or all the latest sustainability news to make sure that we can have a pulse on what's happening. So that's been extremely useful for me as having that inside outlook and then getting it from different shareholders or key stakeholders across sustainability when I get to see different articles. The climate pledge also being a part of that; you get to see what's happening across different signatories. It's always good to be able to benchmark and look how you're trending against all the different other companies that have the same commitments. Where can our listeners go to learn more about you and the work being done at Genesys? You can always go to our website and you can visit genesys.com/sustainability to learn more about our sustainability initiatives, read our latest report, and stay up to date on our progress.

Carlos Vasquez is the CEO and Founder of How to Battle. He is an Entrepreneur, Writer, Motivational Speaker, Coach & Mentor, usually all at once. In 2021, Carlos launched How to Battle, which offers coaching for conquering self-doubt & building confidence. Today, Carlos is a purpose-driven, inspiring positive change in others every chance he gets. Carlos has been regularly recognized for his ability to communicate effectively, collaborate, and create workshops that impact underserved communities. Carlos has a Bachelor of Arts in Psychology and an Entrepreneurial degree from the Drucker School of Management.   But, before all of the aforementioned, Carlos overcame many battles.  At 13 years old, he ran away from home into the streets. He became homeless, addicted to drugs, and started stealing. By 14, he had become a gang member and criminal. At the age of 19, he was sent to prison with a 20-year sentence for armed robbery.  A decade into his sentence, Carlos was placed in solitary confinement for 3 years and, within that time, transformed his life. He was released in 2021 after serving 17 years of the 20 in maximum security prison.  Connect with Carlos: www.howtobattle.com (website) @howtobattle (instagram) @howtobattle (Youtube) Howtobattle (tiktok) Howtobattlestore.com (clothing & apparel)

We are all about helping you increase your odds of finding the wine job of your dreams.  To that end, my guest today is Cindy Peck, Director of Career Strategy @ Drucker School of Management.  In this episode Cindy will set you up for job search success by sharing her expertise on how to showcase you and your personal brand in the best possible image and how and where to promote yourself through networking and social media, including the all-important Linked In platform.    This is your opportunity to get solid professional advice from a Career Strategy expert so grab some paper and a pen, you are going to want to take notes. Resources: Book a private career coaching session with Karen Wetzel at https://go.oncehub.com/KarenWetzel Receive a 5% discount on any Napa Valley Wine Academy classes, including WSET.  Register for your course at www.napavalleywineacademy and use promo-code NVWApodcast Sign up for our newsletter at https://go.napavalleywineacademy.com/wine-news-that-educates Become a member at https://napavalleywineacademy.com/nvwa-membership/ Find Cindy Richmond Peck https://www.linkedin.com/in/cindy-richmond-peck/ https://www.cgu.edu/people/cindy-peck/ Contact Drucker School of Management: https://www.linkedin.com/school/druckerschoolofmanagement/ https://www.cgu.edu/school/drucker-school-of-management/careers/

I caught up with my cousin Ryan Patel - host of the series “HP in The Moment with Ryan Patel” in New York and we chatted about human stories, data and trends, and being yourself. We also talk about his advice for younger people, building a better network and meeting people with different perspectives. Ryan Patel is a world-renowned go-to authority on global business, political economy, and corporate governance. An expert in scaling businesses, he has worked for startups to publicly traded companies; his extensive knowledge in strategic global market development, concept scalability, digital transformation, global trade, and consumer-driven marketing, making him a thought leader in the global business realm. He is a frequent TV contributor, Board Director, and Senior Fellow with the Drucker School of Management at Claremont Graduate University. This video covers - Human Stories -Data and Trends - Being Yourself - Direction Corporate America is Moving In -Advice For Younger People https://www.linkedin.com/in/patelryan/ #data #networking #nyc #trends #corporateamerica #mentoring #development #network Visit www.campaignforamillion.com and find free educational resources to become better educated investors ---------------------------------------------------------------------------------- RESOURCES & LINKS ----------------------------------------------------------------------------------- https://www.pipspredator.com https://www.investing-champions.com https://www.trading-champions.com #tradingonline #investing #trading #pipspredator #alpeshpatel #business Subscribe to my newsletter for more tips: https://www.alpeshpatel.com/blogsignup Subscribe to my Telegram channel for daily market information: https://t.me/pipspredator Follow me on my LinkedIn Page: https://www.linkedin.com/in/alpeshbpatel/ Join my Facebook community: https://www.facebook.com/tradefx4profit Follow more free resources including my book from www.investing-champions.com and www.alpeshpatel.com My daily insights are on my instant messenger app - also free. Alpesh Patel OBE

Zane Witzel is the CEO of Cannador, a premium storage brand that focuses on functional design and balanced humidity for the home. As an entrepreneur and cannabis enthusiast, Zane founded Cannador in 2014 to help keep cannabis fresh and organized. He acquired US Patent Nos. 7,892,327 and 8,211,209, formerly owned by a cigar accessories company to regulate humidity in humidors and then rebranded to VaporBeads in order to serve both the cannabis and tobacco industry. Today, Cannador products can be seen on shelves from small boutiques to major retailers like Bloomingdales. He received his bachelor's from Pepperdine University in 2009, and MBA from the Drucker School of Management in 2012, and currently resides in Savannah, GA.  ========================= Links and Mentions Facebook: https://www.facebook.com/cannador Instagram: https://www.instagram.com/cannador/ Twitter: https://twitter.com/Cannador  ========================= About Cannabinoid Connect Cannabis podcast about news, policies, tech trends, social justice, investing, cultivation, and the plant's environmental, economic and medicinal benefits. Website: https://cannabinoid-connect.com/ Spotify: https://open.spotify.com/show/06g2V0Jee6Gp71zhfJzVk5?si=Bnd8e9WnSOewLLC_nZqKTA Apple Podcasts: https://podcasts.apple.com/us/podcast/cannabinoid-connect/id1513621707 Google Podcasts: https://podcasts.google.com/?feed=aHR0cHM6Ly9jYW5uYWJpbm9pZGNvbm5lY3QubGlic3luLmNvbS9yc3M%3D YouTube: https://www.youtube.com/channel/UCNNoKid-G1uBCHCAxpZVRNA Twitter: https://twitter.com/canna__connect Instagram: https://www.instagram.com/cannabinoid_connect/ Facebook: https://www.facebook.com/CannabinoidConnect1  

Andrew Binns is managing director and co-founder of Change Logic, a Boston-based strategic advisory firm. He works with CEOs, boards, and senior teams as they lead significant business change. He is the lead author of the new book Corporate Explorer: How Corporations Beat Startups at the Innovation Game and won the best article award 2020 for his article, with Charles O'Reilly in the California Management Review – "Three Stage of Disruptive Innovation."Andy has 25 years of consulting experience as both an external and internal consultant for McKinsey & Co., IBM, and Change Logic. He won an award for his work on the IBM Emerging Business Opportunity program. He is an Executive Fellow at the Center for Future Organization at the Drucker School of Management and a member of the Fast Company Executive Board. In this podcast, he shares:What a corporate explorer is and what it takes to become one What companies often get wrong why trying to unlock innovation Why you should think about the value of weaponizing your humility Why you should't accept a lot of money How to look out for silent killers __________________________________________________________________________________________""-Andrew Binns_________________________________________________________________________________________Episode Timeline:00:00—Introducing Andrew + The topic of today's episode1:47—If you really know me, you know that...2:44—What do you believe about the idea that things are never perfect, and there is always room for improvement?4:18—What is your definition of strategy?6:13—What are some key elements for a company to grow organically?7:30—How do corporate explorers work with with balancing the core of a company vs. exploring new options?8:47—What are the characteristics of someone who has the ability to do both core and exploring work?11:22—What does a "corporate explorer" look like? Is there a "type"?13:35—Could you talk more on the idea that corporate explorers "weaponize humility"?15:17—What do you think about the idea of "corporate antibodies," the idea that an explorer has to go outside the company to create something new?17:53—What are the first steps to developing a culture of "corporate explorers"?19:02—How can people continue to learn from you and follow you?__________________________________________________________________________________________Additional Resources: Corporate Explorer Page: https://www.thecorporateexplorer.com/Linkedin: https://www.linkedin.com/in/andrewjmbinnsTwitter: https://twitter.com/AJMBinns

Andrew Binns is managing director and co-founder of Change Logic, a Boston-based strategic advisory firm. He works with CEOs, boards, and senior teams as they lead significant business change. He is the lead author of the new book Corporate Explorer: How Corporations Beat Startups at the Innovation Game and won the best article award 2020 for his article, with Charles O'Reilly in the California Management Review – "Three Stage of Disruptive Innovation."Andy has 25 years of consulting experience as both an external and internal consultant for McKinsey & Co., IBM, and Change Logic. He won an award for his work on the IBM Emerging Business Opportunity program. He is an Executive Fellow at the Center for Future Organization at the Drucker School of Management and a member of the Fast Company Executive Board. In this podcast, he shares:What a corporate explorer is and what it takes to become one What companies often get wrong why trying to unlock innovation Why you should think about the value of weaponizing your humility Why you should't accept a lot of money How to look out for silent killers __________________________________________________________________________________________""-Andrew Binns_________________________________________________________________________________________Episode Timeline:00:00—Introducing Andrew + The topic of today's episode1:47—If you really know me, you know that...2:44—What do you believe about the idea that things are never perfect, and there is always room for improvement?4:18—What is your definition of strategy?6:13—What are some key elements for a company to grow organically?7:30—How do corporate explorers work with with balancing the core of a company vs. exploring new options?8:47—What are the characteristics of someone who has the ability to do both core and exploring work?11:22—What does a "corporate explorer" look like? Is there a "type"?13:35—Could you talk more on the idea that corporate explorers "weaponize humility"?15:17—What do you think about the idea of "corporate antibodies," the idea that an explorer has to go outside the company to create something new?17:53—What are the first steps to developing a culture of "corporate explorers"?19:02—How can people continue to learn from you and follow you?__________________________________________________________________________________________Additional Resources: Corporate Explorer Page: https://www.thecorporateexplorer.com/Linkedin: https://www.linkedin.com/in/andrewjmbinnsTwitter: https://twitter.com/AJMBinns

Family wealth management has the ability to redefine your client relationships. David Specht, Director of the Global Family Business Institute at the Drucker School of Management, shares his insights on why serving families opens the door to knowing the “wealth creator”—and who's most important to them—on a deeper level.

Welcome to our LDI special. In our LDI series we will be speaking to some of the people who will be speaking or exhibiting at this year's LDI show running from November 14 - 20 at the Las Vegas Convention centre. Today our guest is Maya Guice, the Marketing Director for BRC Imagination Arts. Maya has a unique set of skills that qualify her for one of the most challenging tasks at BRC: telling the story of a company that tells the stories of some of the most renowned brands, subjects, and places around the world. As Marketing Director, Maya oversees all brand, communication, and marketing-related activities. This requires that she sit at the intersection of teams and people, using research and analytics to inform strategy, problem-solve, and either build bridges or reinforce them. A Los Angeles native, Maya has lived and worked in London and Berlin. Before joining BRC, Maya consulted creative and design agencies on their business development and growth strategies. Maya received an M.B.A. from the Drucker School of Management at Claremont Graduate University and her B.A. from Scripps College. Maya danced professionally for over 18 years, the highlight of which was an experience touring Africa as a Cultural Ambassador with the U.S. Department of State. We want to hear from YOU and provide a forum where you can put in requests for future episodes. What are you interested in listening to? Please fill out the form for future guest suggestions here and if you have suggestions or requests for future themes and topics, let us know here! @theatreartlife Thanks to David Zieher who composed our music.

Welcome to Strategy Skills episode 256, an episode with an expert in business law and business ethics, J.S. Nelson. Get J.S's book here: https://amzn.to/3C8am91 Managing business ethics has always been a challenge for many organizations. As unethical business conduct rises, the struggle of implementing ethics and compliance programs in organizations also increases. Business ethics can make or break your business or career. But it can be used as a competitive advantage if managed correctly and can build the most valuable asset: your reputation. The key is to articulate your organization's values – defining who you are, what you stand for, and extending it toward every inch of your organization. It's very important for management to cultivate a culture of openness, where people feel safe to speak up and where ethical misconduct is not tolerated. As J.S. mentioned in this episode, “the way to get the behavior that you want is to intervene early and often.” In this episode, J.S speaks about the value of business ethics, the major schools of philosophical ethical thought, and how understanding it can help people become better at being ethical. She discusses the ways an organization can cultivate ethical behavior and how to get away from situations involving ethical traps in the modern business world.  Nelson is an expert in business law and business ethics. She is a visiting professor at Harvard Business School. Nelson was the first tenure-track appointment in a U.S. law school, specifically to teach business ethics and to develop law-school curricula around the subject. Nelson has spent nearly fifteen years teaching at top universities across the country, including Villanova Law School, the Stanford Graduate School of Business, Haas Business School of the University of California at Berkeley, Drucker School at Claremont Graduate University, and the Mihaylo School at Cal State Fullerton. Prior to her work in academia, Professor Nelson served as staff counsel for the U.S. Court of Appeals for the Tenth Circuit, and she clerked for the Honorable David M. Ebel of the U.S. Court of Appeals for the Tenth Circuit and the Honorable William H. Yohn Jr. of the U.S. District Court for the Eastern District of Pennsylvania. She also worked as a deputy district attorney and as a business litigator in Denver, Colorado. Nelson graduated from Harvard Law School, where she was the Supreme Court Co-Chair of the Harvard Law Review. She earned a Bachelor of Arts in Political Science with honors and distinction in the major from Yale. Get J.S's book here: Business Ethics: What Everyone Needs to Know, J.S. Nelson & Lynn A. Stout: https://amzn.to/3C8am91 Enjoying our podcast? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

Read more about Pacific Chorale and their upcoming season:https://www.pacificchorale.org/Read about the award on the Singerpreneur blog:  https://singerpreneur.com/2022/04/with-a-single-award-the-grammys-just-honored-a-whole-lotta-people-in-the-southland/___________________________________________________ANDREW BROWN — PRESIDENT & CEO, PACIFIC CHORALEAndrew Brown is President & CEO of the GRAMMY Award-winning Pacific Chorale, the resident chorus at Segerstrom Center for the Arts in Costa Mesa, CA. The critically acclaimed choir presents its own concert series each season and frequently collaborates with world class ensembles such as Pacific Symphony and the Los Angeles Philharmonic. Brown is responsible for guiding all facets of the non-profit organization, which has an annual budget of $3 million. He also collaborates directly with Artistic Director Robert Istad to help transform his artistic vision for the choir into reality, shepherding both day-to-day and long-term artistic endeavors.Since joining Pacific Chorale in December 2018, Brown has bolstered the organization's fiscal health, built an operating cash reserve fund, and increased its permanent endowment. On the artistic front, he has managed several landmark projects, including Istad's first recording with the chorus, All Things Common (2020), featuring works of Tarik O'Regan on Yarlung Records, and the strategic development of the choir's significant digital presence with programs such as Tis the Season!,the Chorale's first virtual concert gala, which was live-streamed to more than 5,000 households in December 2021 and raised over $250,000 for the choir. He also oversaw the production of The Wayfaring Project, the chorus' compelling concert film weaving a Bach motet with contemporary works that was broadcast nationwide in December 2021 on PBS, which draws 80 million viewers monthly. The popular film continues to be streamed on pbssocal.org, kcet.org, and the PBS app. Under Brown's leadership, in July 2023, Pacific Chorale will embark on its first international tour in seven years with appearances in Austria, Germany, and the United Kingdom, further expanding its global presence.Previously, Brown served as Chief Operating Officer of the Los Angeles Master Chorale having risen through its administrative ranks during a 17-year tenure with the organization. As COO, he demonstrated his strong track record of initiating and leading change, strengthening operations, and innovating in a rapidly evolving digital landscape. As a professional singer, Brown, a tenor, also sang with LA Master Chorale for ten seasons and performed with several other Southern California-based professional choral ensembles. He can be heard on numerous recordings and film scores and made a featured on-camera singing appearance in the hit CBS television series, How I Met Your Mother. Brown earned an M.A. in Arts Management and an M.B.A. from the Drucker School of Management at Claremont Graduate University, and a Bachelor's degree in music education from Ball State University.

Featured guest Jay Prag, clinical professor at Drucker School of Management in Claremont, CA, provides keen insight into the macro-economics of water. Jay discusses how the economy affects water and how water scarcity affects the economy.  He also explores the fine line the state of California walks with the significant reduction of agricultural production due to drought as well as how this condition impacts the home building industry. He asserts that lost revenue and jobs are quickly piling up with no quick fix insight. Podcast Recorded on July 28, 2022

Bridgette McAdoo, VP & Global Sustainability Officer at the Genesys corporation discusses what corporate sustainability really is, why CEOs have prioritized sustainability efforts in recent years and why we should care.Full show notes, links to resources mentioned and other compelling episodes can be found at http://LeadYourGamePodcast.com. (Click magnifying icon at top right and type “Bridgette McAdoo”)Love the show? The greatest gift you can give is to subscribe, rate, review and share! SPONSOR: Need to up-level your workforce or execute strategic People initiatives? Shockingly Different Leadership should be your first call! https://shockinglydifferent.com/contact or tweet @KaranRhodes.FREE GIFT FOR YOU: Take my free quiz to discover your personal "Leadership Trigger" and increase your leadership acumen: https://shockinglydifferent.com/trigger. -------------ABOUT BRIDGETTE MCADOO:Bridgette McAdoo leads the Global Sustainability practice at Genesys. She is responsible for sustainability as a management approach that holistically optimizes our economic, social, and environmental impact. In her role leading sustainability at Genesys, Bridgette drives stakeholder engagement, education, and the evolution of the sustainable strategy and programs across Genesys. She also leverages sustainability metrics to track our non-financial performance and deliver integrated reports to our stakeholders.Bridgette has over 20 years of experience in sustainability leadership roles across multiple sectors, including the World Wildlife Fund (WWF), where she most recently led corporate strategy and engagement for WWF's Freshwater and Food goals, Global Director of Sustainability for KFC, where she headed all sustainability issues for the brand, internally within Yum! Brands and externally with various sustainability stakeholders, and operations roles that were part of NASA's Space Shuttle and Mars Rover programs.She holds a bachelor's degree in Industrial Engineering from the Florida Agricultural and Mechanical University and an MBA in Strategy from the Drucker School of Management.WHAT TO LISTEN FOR:How to know if a company really cares about Corporate Sustainability.Bridgette's perspective on how a lack of focus on Corporate Sustainability disproportionately affects the underserved individuals in our communities.The 3 things one of bosses told her that was working against her in her career ascension.Bridgette's addition to the LATTOYG Playbook: Bridgette shared that she loves the quote that references, "Adversity introduces man unto himself." Conflict may be your test, but don't let it break you. Let it be your testimony and give yourself space and grace to regroup, if needed.FEATURED TIMESTAMPS:[3:53] Hear Bridgette explain what the term "corporate sustainability" really means.[6:30] Understand how Corporate Sustainability contributes to companies becoming an employer of choice.[7:51] Bridgette shares the link between Corporate Sustainability and Diversity/Equity/Inclusion initiatives[9:50] Understand why people of color and the underserved don't want to be "saved". Learn what they really want.[12:51] Listen to Bridgette's addition to our LATTOYG leadership playbook[19:44] Learn about career options in Corporate Sustainability (P.S. Very...

Welcome to Strategy Skills episode 256, an episode with an expert in business law and business ethics, J.S. Nelson. Get J.S's book here: https://amzn.to/3ny1z9B Managing business ethics has always been a challenge for many organizations. As unethical business conduct rises, the struggle of implementing ethics and compliance programs in organizations also increases. Business ethics can make or break your business or career. But it can be used as a competitive advantage if managed correctly and can build the most valuable asset: your reputation. The key is to articulate your organization's values – defining who you are, what you stand for, and extending it toward every inch of your organization. It's very important for management to cultivate a culture of openness, where people feel safe to speak up and where ethical misconduct is not tolerated. As J.S. mentioned in this episode, “the way to get the behavior that you want is to intervene early and often.” In this episode, J.S speaks about the value of business ethics, the major schools of philosophical ethical thought, and how understanding it can help people become better at being ethical. She discusses the ways an organization can cultivate ethical behavior and how to get away from situations involving ethical traps in the modern business world.  Nelson is an expert in business law and business ethics. She is a visiting professor at Harvard Business School. Nelson was the first tenure-track appointment in a U.S. law school, specifically to teach business ethics and to develop law-school curricula around the subject. Nelson has spent nearly fifteen years teaching at top universities across the country, including Villanova Law School, the Stanford Graduate School of Business, Haas Business School of the University of California at Berkeley, Drucker School at Claremont Graduate University, and the Mihaylo School at Cal State Fullerton. Prior to her work in academia, Professor Nelson served as staff counsel for the U.S. Court of Appeals for the Tenth Circuit, and she clerked for the Honorable David M. Ebel of the U.S. Court of Appeals for the Tenth Circuit and the Honorable William H. Yohn Jr. of the U.S. District Court for the Eastern District of Pennsylvania. She also worked as a deputy district attorney and as a business litigator in Denver, Colorado. Nelson graduated from Harvard Law School, where she was the Supreme Court Co-Chair of the Harvard Law Review. She earned a Bachelor of Arts in Political Science with honors and distinction in the major from Yale. Get J.S's book here: Business Ethics: What Everyone Needs to Know, J.S. Nelson & Lynn A. Stout: https://amzn.to/3ny1z9B Enjoying our podcast? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

 Andrew Binns is a co-founder of Change Logic, a Boston-based strategic advisory firm. He works with CEOs, boards, and senior teams as they lead significant business change. His goal is to help organizations liberate their potential to excite the world with innovation. Andy has 25 years of consulting experience as both an external and internal consultant for McKinsey & Co., the IBM Corporation, and Change Logic. At IBM, Andy was deeply involved in the Emerging Business Opportunity program, for which he received an award from IBM's vice chairman.Andy is a frequent guest speaker and lecturer at companies and business schools. His article, “Three Disciplines of Innovation,” co-authored with Professor Charles O'Reilly, was named Best Article in the California Management Review for 2020. He also co-authored the “Ambidextrous CEO” in the Harvard Business Review, “The Art of Strategic Renewal” in the MIT Sloan Management Review, and a book chapter on “Getting Started with Ambidexterity.” He is an executive fellow at the Center for Future Organization at the Drucker School of Management and a member of the Fast Company Executive Board. Andy attended the University of Sussex, New York University, and the Quinlan Business School at Loyola University Chicago. He holds degrees in political science, marketing, and organizational development. https://twitter.com/AJMBinnshttps://www.linkedin.com/in/andrewjmbinns/https://www.thecorporateexplorer.com/bookRebel HR is a podcast for HR professionals and leaders of people who are ready to make some disruption in the world of work.We'll be discussing topics that are disruptive to the world of work and talk about new and different ways to approach solving those problems.Follow Rebel HR Podcast at:www.rebelhumanresources.comhttps://twitter.com/rebelhrguyhttps://www.facebook.com/rebelhrpodcastwww.kyleroed.comhttps://www.linkedin.com/in/kyle-roed/Buzzsprout - Let's get your podcast launched! Start for FREEDisclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Support the show

Joining the podcast today is Andy Binns, co-author of the book Corporate Explorer. This book and Andy's perspective goes against much of what we have learned as the right way to retain talent. What Andy brings to the table today is how to develop an entrepreneurial mindset to large corporate organizations. In his experience, large organizations are great to incubate and nurture this entrepreneurial attitude and skill set. Why is this important and why aren't more organizations implementing this? In addition, Andy and I discuss the challenges this current generation of talent is experiencing and what organizations can do to manage constant change. Developing an environment to retain people longer is different than it used to be and in this episode, you'll discover that it is entirely different than you might think. This topic is very timely in the current climate that we are in and I know you will find great value in Andy's perspective. His book Corporate Explorer is highly recommended. Enjoy listening to this conversation! What We Talked About in This Episode: Andy's Background and Experience Corporate Life and Entrepreneurship Can Go Together What is a Corporate Explorer? Large Companies Have Opportunities for Innovation What Companies Do to Foster Entrepreneurial Culture The Type of Culture for this Approach to Exist Cultural Incubators Within the Company Examples of Large Organizations That Use This Model Current Challenges in Business and Startups Things to Master and Managing Change Common Challenges for the Corporate Explorer Andy's Book Recommendations and Daily Rituals About Our Guest: Andrew Binns is a co-founder of Change Logic, a Boston-based strategic advisory firm. He works with CEOs, boards, and senior teams as they lead significant business change. His goal is to help organizations liberate their potential to excite the world with innovation. Andy has 25 years of consulting experience as both an external and internal consultant for McKinsey & Co., the IBM Corporation, and Change Logic. At IBM, Andy was deeply involved in the Emerging Business Opportunity program, for which he received an award from IBM's vice chairman. Andy is a frequent guest speaker and lecturer at companies and business schools. His article, “Three Disciplines of Innovation,” co-authored with Professor Charles O'Reilly, was named Best Article in the California Management Review for 2020. He also co-authored the “Ambidextrous CEO” in the Harvard Business Review, “The Art of Strategic Renewal” in the MIT Sloan Management Review, and a book chapter on “Getting Started with Ambidexterity.” He is an executive fellow at the Center for Future Organization at the Drucker School of Management and a member of the Fast Company Executive Board. Andy attended the University of Sussex, New York University, and the Quinlan Business School at Loyola University Chicago. He holds degrees in political science, marketing, and organizational development. Connect with Andy Binns: https://thecorporateexplorer.com/ Connect with John Murphy: LinkedIn Twitter YouTube Facebook If you liked this episode, please don't forget to subscribe, tune in, and share this podcast. Thanks for tuning in!

A conversation with Roland Deiser, Executive Chairman at Center for the Future of Organization, Drucker School of Management (https://futureorg.org/) what is an ecosystem the impact of ecosystems on organisations the challenges of ecosystems; leadership, agility, talent and operating systems Industry dynamics Technology and ecosytems --- Send in a voice message: https://anchor.fm/abruptfuture/message

Andy Binns is the Co-founder and Director at Change Logic, working with clients that are ideating, incubating, and scaling new businesses inside existing organizations. He's also the author of Corporate Explorer: How Corporations Beat Startups at the Innovation Game: https://thecorporateexplorer.com/book He's also an Executive Board Member at Fast Company and an Executive Fellow at the Drucker School of Management. On this episode of the Strategy & Leadership Podcast, Andy joins us to discuss corporate explorers - who they are, what they do, and how to become one. He also poses an important question near the end: What's the scale of your ambition? // Learn more about strategic planning & implementation: ► Subscribe so you never miss a video: www.youtube.com/channel/UCOHLNRrp…ub_confirmation=1 ► Get free workbook to guide you along the process: www.smestrategy.net/strategic-plann…mplate-workbook ► Learn how to successfully lead your next strategic planning process: www.smestrategy.net/strategic-plann…ng-steps-course // More strategic planning resources: ► Join our free community: strategy-and-leadership.mn.co/ ► Are you looking for someone to facilitate your strategic planning process? www.smestrategy.net/strategic-plann…ator-consultant ► Want software to track your strategic plan. Get a 90-day free trial of Cascade Strategy: www.smestrategy.net/cascade // Connect with us: Blog ► www.smestrategy.net/blog Strategy & Leadership Podcast ►www.smestrategy.net/podcast Alignment Book ► www.smestrategy.net/alignment-book Contact us ►www.smestrategy.net/contact Subscribe on YouTube ► www.youtube.com/channel/UCOHLNRrp…ub_confirmation=1 // ABOUT SME STRATEGY CONSULTING: SME Strategy is a management consulting firm that specializes in helping organizations develop and implement their strategic plans. We work with teams to facilitate conversations about strategic direction and business strategy so that our clients can focus their energy on what will move them forward faster. Based out of Vancouver, BC, we've worked with organizations all over North American and beyond in various industries including nonprofits, universities & government organizations. For more information on working with a facilitator for your next strategy session: www.smestrategy.net/strategic-plann…ator-consultant

We lost a modern day bodhisattva this past week. Thich Nhat Hanh taught about the simplicity of mindfulness in everyday life, but also was an activist and global messenger for peace. In this episode, Diana speaks with Dr. Larry Ward, who was ordained as a lay minister and Dharma teacher by Thich Nhat Hanh and is the author of the book America's Racial Karma. Dr. Ward shares his experience of racial trauma, how the teachings of Thich Nhat Hanh healed his nervous system and Dr. Ward's understanding of racial trauma at the biological, psychological, and systemic level.  About Dr. Larry WardLarry Ward (pronouns- he/him) is a senior teacher in Zen Master Thich Nhat Hanh's Plum Village tradition and the author of the book https://bookshop.org/books/america-s-racial-karma-an-invitation-to-heal/9781946764744 (America's Racial Karma). Dr. Ward brings 25 years of international experience in organizational change and local community renewal to his work as Director of The Lotus Institute and as an advisor to the Executive Mind Leadership Institute at the Drucker School of Management. He holds a PhD in Religious Studies with an emphasis on Buddhism and the neuroscience of meditation. Key TakeawaysThich Nhat Hanh's teachings mirror modern day neuroscience, behaviorism and social activism We plant “seeds” with our daily actions, and it's up to us to plant and water wholesome seeds  America's racial karma is embedded in a context of biology, society, and repeated patterns over time Healing trauma involves healing a nervous system and body-based practices including Noble Silence, time in nature, movement, and recognizing that you are not your trauma Some of the body-based practices Larry uses include: walking in nature, gratitude in daily activities, laziness throughout the day, and evening and morning rituals As conscious human beings we must look into how our minds have been conditioned  The only way to break the cycle of hate is to look at our own humanity There is a difference between anger and ethics. Anger is energy, ethics is what you do with that energy Relevant Resources Mentionedhttps://drdianahill.com/extras/ (Download Your Daily Practice for Episode 8 Here) https://bookshop.org/books/america-s-racial-karma-an-invitation-to-heal/9781946764744 (America's Racial Karma: An Invitation to Heal by Larry Ward) https://www.thelotusinstitute.org/ (The Lotus Institute) Find Larry on https://www.facebook.com/dharmateacherlarryward (Facebook) and https://www.facebook.com/dharmateacherlarryward (Instagram) https://www.instagram.com/p/CZCTYlyAbIf/?utm_source=ig_web_copy_link (Check out Diana's mom's painting of Plum Village ) A Poem by Larry Ward: https://www.thelotusinstitute.org/poem-for-thay (What can I Say About My Beloved Teacher?) Learn from Larry Ward at https://lotusinstitute.thinkific.com/courses/EarthGate (Earthgate: Larry Ward's Online Course) Learn more about https://plumvillage.org/ (Plum Village, France) Read https://bookshop.org/books/anger-wisdom-for-cooling-the-flames/9781573229371 (Anger by Thich Nhat Hanh) https://drdianahill.com/the-psychology-of-radical-healing-collective/ (Diana's interview with the Psychology of Radical Healing Collective) https://drdianahill.com/events/ (Diana's upcoming events with InsightLA, PESI and Praxis Continuing Education ) Thank you for listening to Your Life in Process! If you have any questions or feedback you can email me, send me a voice message at (805) 457-2776, or message me on http://instagram.com/drdianahill (Instagram). Remember when you become psychologically flexible, you become free. Subscribe for free on https://podcasts.apple.com/us/podcast/your-life-in-process/id1596820706 (Apple Podcasts), https://open.spotify.com/show/1Kpkt3xGpyZm5UQYMKu4Uo (Spotify), https://podcasts.google.com/feed/aHR0cHM6Ly9mZWVkcy5jYXB0aXZhdGUuZm0veW91ci1saWZlLWluLXByb2Nlc3Mv (Google Podcasts) Follow Diana on https://www.youtube.com/drdianahill (YouTube)...

Kathy Hagler, Ph.D. is founder of K2OHSOLUTIONS. Known as an “organizational healer” in the industry, Kathy partners with organizations through good times, crises, challenges and obstacles, and moves their culture, climate, and character forward with clear vision, strategic intent and success in an ever-changing world.  Both Dr. Peter Drucker and Dr. W. Edwards Demings, long considered the “fathers” of management, were her mentors. Kathy has a Ph.D. from the Claremont Graduate School and the Drucker School of Business Administration.  She has degrees and experience in psychology as well as data and leadership science. She is also certified in many areas including Human Synergistics and Culture Assessment, Strategic Doing, and PSYCH-K.  A practitioner of yoga, an accomplished pianist, and exercise enthusiast, Kathy enjoys reading, traveling, and hanging out in North Carolina and Idaho with her husband.

Our guest today is Dave Specht. Dave currently serves as the Director of the Global Family Business Institute at The Drucker School of Management. He is an ambassador for the family-owned business, and he gives keynote speeches and develops programs on topics related to family business. He is the author of The Family Business Whispererand has a consulting firm called Advising Generations. Prior to his role as director, he developed the Family Business Management program at the University of Nebraska and served as National Development Manager for the Family Dynamics Program at Wells Fargo Private Bank. Most importantly, he is a husband and father to 6 children. In this episode of Family Business Today, Dave will share: · That family businesses should take every opportunity to be proactive in preparing the rising generation, whether or not they enter into the family business · How family businesses need to become less informal and more professional over time · That success needs to be defined personally and intentionally for every family business generation · How running event simulations can help a family business see what decisions are wrapped up in one member of the business · That the rising generation needs to feel what it feels like to be an owner before they take over the family business · And more… To find Dave's book, The Family Business Whisperer, and start asking yourself and your family business members critical questions visit Amazon.com. At the Tennessee Center for Family Business our passion is to help business owners create a positive environment in which their family THRIVES, their business performs and working together create a lasting family legacy. To learn more about the Tennessee Center for Family Business visit www.tncfb.com. If you are considering a transition in your family business contact us today for a FREE Transition Assessment (follow link) and receive a one-on-one review of your business transition preparedness with a family business consultant. (a $299 value) Until next time, There's No Business Like Family Business…..We Know!

The threat of disruption from smaller, more digitally savvy firms has motivated big corporates to launch efforts to build disruptors of their own. A few have succeeded, while many are wondering how to convert new ideas into new revenue. Andy Binns - an Executive Fellow at the Center for the Future of Organization, at Drucker School of Management - explains that most firms over emphasize ideation at the expense of two other innovation disciplines - incubation and scaling. He also elaborates on what they can do to correct that and accelerate the odds of success.

​​On this episode of Feudal Future,  hosts Joel Kotkin and Marshall Toplansky are joined by Jill Stewart, organizational and political strategist, and Steve Pontell, a leading voice on community development, housing affordability and neighborhood transformation, to discuss the truth behind affordable housing. Jill Stewart was the Managing Editor at LA Weekly and laweekly.com. At LA Weekly, she oversaw a team of print and digital journalists who pursue the newspaper's brand of digital hyper-localism and analytical, print journalism. She also oversaw the newspaper's video team and video productions.Steve PonTell is the Chief Executive Officer and President of National CORE. In 1996, Steve founded the La Jolla Institute, a California-based nonprofit think tank that advances a better understanding of the critical elements necessary for both communities and corporations to achieve sustainable economic competitiveness. He is a nationally recognized authority on community development and creating forward-thinking organizations to maximize evolving market environments. Steve has a Bachelor of Science from California Polytechnic State University San Luis Obispo in City and Regional Planning and an EMBA from Claremont Graduate University's Drucker School of Business.Join the 'Beyond Feudalism' Facebook group to share your story, ask questions and connect with other citizen leaders: https://www.facebook.com/groups/beyondfeudalismTweet thoughts: @joelkotkin, @mtoplansky, #FeudalFuture #BeyondFeudalismLearn more about Joel's book 'The Coming of Neo-Feudalism': https://amzn.to/3a1VV87Sign Up For News & Alerts: http://joelkotkin.com/#subscribeThis show is presented by the Chapman Center for Demographics and Policy, which focuses on research and analysis of global, national and regional demographic trends and explores policies that might produce favorable demographic results over time.

Welcome to my conversation with Dr. Kathy J. Hagler, ‘Organizational Healer' and founder of K2OHSolutions. This is what we talk about ⬇️ 00:00 - Move from ‘SCARS' to WINGS 09:00 - Art of Kintsugi defined 16:05 - When Organizations break 21:20 - Corporate Culture, Climate & Characte 26:40 - How to Hire a good Team 31:10 - How to heal SCARS 43:40 - Traumas & Digital Realities 52:00 - Leadership Mindset 56:15 - What are Today's Fears? 1:03:00 - Key Lessons Kathy Hagler, Ph.D. is founder of K2OHSOLUTIONS. Known as an “organizational healer” in the industry, Kathy partners with organizations through good times, crises, challenges and obstacles, and moves their culture, climate, and character forward with clear vision, strategic intent and success in an ever-changing world. Both Dr. Peter Drucker and Dr. W. Edwards Demings, long considered the “fathers” of management, were her mentors. Kathy has a Ph.D. from the Claremont Graduate School and the Drucker School of Business Administration. She has degrees and experience in psychology as well as data and leadership science. She is also certified in many areas including Human Synergistics and Culture Assessment, Strategic Doing and PSYCH-K. A practitioner of yoga, an accomplished pianist and exercise enthusiast, Kathy enjoys reading, traveling, and hanging out in North Carolina and Idaho with her husband. More about Kathy Hagler:

Dave Specht (https://www.linkedin.com/in/dave-specht-a881147/) is the Director of the Global Family Business Institute at The Drucker School of Management (https://www.cgu.edu/news/2021/05/drucker-school-global-family-business-institutes-new-director-aims-to-preserve-families-and-perpetuate-businesses/). Dave is the author of, "The Family Business Whisperer (https://www.amazon.com/Family-Business-Whisperer-David-Specht/dp/0996597921)." Prior to joining the Drucker School Dave helped lead a Family Dynamics team at one of the largest Private Banks in the United States where he trained over 2,500 advisors. Dave is married and he and his wife have 6 children. His personal mission is to, "Preserve Families and Perpetuate Businesses." Standout Quotes: * "The path to helping families is not in having the right answers for them, but it's about having the right questions for them" - [Dave] * "Clients know if you're genuinely curious about their lives, or you're genuinely trying to get into a transaction with them" - [Dave] * "What is your ambitious pursuit, what is it that wakes you up in the morning that you want to chase?" - [Dave] * "Ultimately if we can stay grateful, entitlement can't sneak in… gratitude and entitlements are incompatible roommates" - [Dave] * "One of the bigger challenges that families of wealth have is creating a rising generation with ownership mentality" - [Dave] * "Most of the family wealth that we see lost is due to breakdown in relationships, not poor investment planning" - [Mike] * "Fair does not mean equal" - [Mike] * "You either define what it means to be wealthy or you will be defined by your wealth by others" - [Dave] * "One of the biggest mistakes advisors make is discounting the spouse or not involving the spouse early; they're the ones that are going to nudge the process forward" - [Dave] * "Your worth is not measured in dollars and cents" - [Dave] Key Takeaways: * Dave is the Director of the Global Family Business Institute at the Drucker School of Management. He is the author of "The Family Business Whisperer". His personal mission is to preserve families and perpetuate businesses. * After selecting Family Business Management as an elective to finish his Masters, Dave realized that several nonfinancial issues were keeping families from making good decisions and this piqued his interest. * Dave worked for a few years with a broker/dealer till he decided to focus more on working with the families directly. He later worked on his own in Family business consulting while creating a Family Business Program at the University of Nebraska. * Asking Inspired Questions: What question are we going to ask that will get the person storytelling so we can learn what they care about? This idea was inspired by the effort he had put into the questions he asked his kids to understand them better. Dave describes the framework for Inspired Questions: Avoid yes/no questions; ask open-ended questions that lead people to tell a story. Secondly, don't ask questions you know the answer to. Lastly, ask questions that don't have a right or wrong answer. Having genuine curiosity is much more important than just seeing the interaction as a transaction. * Although not from a wealthy family, Dave had learned some dynamics of wealth from his family, watching and understanding their actions in regards to finances. * Dave encourages his kids to have an ownership mindset and not limit themselves, even while keeping the values of a good honest job. What is your ambitious pursuit? If we focus too much on giving the best to our children, we may only pass on valuables rather than values. * Raising children amid wealth (The 3Gs): Gratitude, Goals, and Grit are tools Dave recommends. Gratitude prevents a sense of entitlement. Having goals helps kids translate lessons learned as they grow while having a worthy pursuit more valuable than money. Grit involves knowing how to say No to your kids, when yes is always an option. How do you bail your kids out when they have trouble? * Driven by his motivation to have as large an impact as possible in the world, Dave wrote his book titled "The Family Business Whisperer", targeted at both families and their advisers. * Families often don't train the next generation to become owners because we don't want them to fail while we're watching. However, part of this training can be done by co-investing with kids to meet some of their smaller needs. Additionally, building a working shared ownership mentality among kids can be difficult but is necessary, so it helps to start with small shared decisions. * It is important to start to see wealth in the different forms it takes, from money to values and now, wellbeing. Parents need to define what it means to be wealthy, particularly understanding the different dimensions there are to wealth as it would be a mistake to simply focus on financial wealth. If we can get people to budget time and resources to develop other forms of capital in the family, it would improve the relationship with financial wealth. Half the battle is just showing up, making out the time to focus on the family, even though it is usually messy in the beginning. * Mothers of Influence: Often a patriarch is spearheading the family business, however, it is necessary to recognize those who played a support role. These groups of people are often the story keepers of the family business, and ultimately their perspective of the business determines the kind of story passed on to the kids, which affects the mindset of the kids towards the business. Advisors often make the mistake to discount the spouse; no better person is as motivated in pushing the process than the mothers that are fully invested in their kids. * Determining the role of spouses in inheriting a family business can be very tricky, however, it helps to put in perspective what the goal is, regarding the spouses. * Families should first identify their hopes and goals concerning the family assets, after which the technical expertise can be invited to achieve those goals. Unfortunately, most families always start by inviting technical expertise to manage the asset before realizing the goals of the family members vary significantly. * The first step to successfully managing multigenerational wealth is to find someone that will ask the tough questions to identify the hopes and fears of family members. * Dave's goal at the Drucker school is also to have a global impact, using principles attached to management that align with the methods already employed by the school. It also provides a noncommercial environment to bring families together to be vulnerable and learn together; particularly the rising generation of family business leaders. * From Dave to his kids: Your worth is not measured in dollars and cents. Happiness is found in ambitiously pursuing worthwhile goals, and that has nothing to do with money either. Episode Timeline: * [00:50] About today's guest, Dave Specht. * [01:40] Dave shares his backstory. * [08:15] Asking Inspired Questions. * [15:13] How has your understanding of family dynamics played out in your family? * [18:21] How to appropriately raise children amidst wealth. * [22:42] The inspiration for Dave's book, 'The Family Business Whisperer'. * [24:55] Ownership vs Stewardship * [34:42] Did you introduce this idea of passing down different forms of wealth asides from money? * [39:18] Mothers of Influence. * [43:10] Discussing identity as it relates to multigenerational family business and wealth. * [48:00] How can a family new to substantial wealth start working towards multigenerational success? * [50:00] What do you hope to achieve at the Drucker School? * [52:00] Dave's message to his kids. For more episodes go to BusinessOfFamily.net (https://www.businessoffamily.net/) Sign up for The Business of Family Newsletter (https://www.businessoffamily.net/newsletter) Follow Mike on Twitter @MikeBoyd (https://twitter.com/MikeBoyd) If you feel it's appropriate, I'd so appreciate you taking 30 seconds to Leave a Review on iTunes (http://getpodcast.reviews/id/1525326745), I receive a notification of each review. Thank you! Special Guest: Dave Specht.

In this week's second episode, Tracy speaks with Dave Specht in this segment titled “Farm Boss Leadership.” Dave is the Director of the Global Family Business Institute at The Drucker School of Management and author of the book “The Farm Whisperer.” In this interview, Tracy and Dave discuss: They discuss the importance of developing ourselves as leaders and its impact on our farm operation, employees, family, and our mental health. Dave shares his thoughts on the importance of self-management. He shares more about the management principle commonly referred to as abandonment, and no, not the abandonment of the farm. We are definitely not encouraging that! No matter what we do on the farm, employees or no employees, we consistently lead with our presence. But what is our presence saying about our leadership? Dave shares some thoughts on how critical this is for a healthy family farm. Are you looking to create “Farm Boss Leadership” on your farm? If so, tune into today's episode. ............................... SHOW RESOURCES    The Farm Whisperer - Buy Dave's Book TODAY!    Drucker School of Management - https://www.cgu.edu/center/drucker-school-global-family-business-institute/   ............................... Thank You to our Show Sponsor: John Deere Harvesting Equipment ~75 YEARS of JOHN DEERE COMBINES~ Learn More: http://clforward.com/.2zj1w ...............................

Adulthood often comes with a narrowing of therapeutic options that unfortunately are becoming even more thinned out due to recent policy. In this episode we pick up from a line of thought introduced in episode 150 regarding supports that affirm Neurodiversity and how value is ascribed to disability communities. Ableist lines of thinking are having a catastrophic impact on support services for the most vulnerable. These impacts in policy will be very hard to reverse once implemented and many advocates are unaware that the advocacy movements they are supporting may actually be ableist at the core and incredibly harmful to those we wish to champion   About the Guest: Ashley Kim Weiss Ashley is an entrepreneur and disability advocate who currently serves as the National Coordinator for Together for Choice.  She is also the President & CEO of Elevare Community, a non-profit organization whose mission is to create supportive residential communities for adults with intellectual and developmental disabilities.  Prior to Elevare, Ashley was the co-founder and Executive Director of Villa de Vida, a non-profit organization building an affordable housing community for adults with developmental disabilities in San Diego. Ashley holds a bachelor's degree in Finance and Management from the University of Illinois, Chicago, and a Master's degree in Business Administration from the Claremont Graduate University's Drucker School of Business. Ashley joined the show in Season 2 for an in depth conversation on the Fair Labor Laws and HCBS scrutiny. Find that episode in the Advocacy Series, Episode 67: HCBS Waiver, Fair Labor Laws, and Advocating for Choice.

www.thelotusinstitute.org Larry Ward Ph.D. joins Francesca to uncover ‘America's Racial Karma,' exploring the healing intersection of Buddhism and race in America. Larry Ward Ph.D. is a senior teacher in Buddhist Zen Master Thich Nhat Hanh's Plum Village tradition. He brings twenty-five years of international experience in organizational change and local community renewal to his work as director of the Lotus Institute and as an advisor to the Executive Mind Leadership Institute at the Drucker School of Management. He holds a Ph.D. in Religious Studies with an emphasis on Buddhism and the neuroscience of meditation, and recently released a new book, America's Racial Karma: An Invitation to Heal. Larry is a knowledgeable, charismatic and inspirational teacher, offering insights with personal stories and resounding clarity that express his dharma name, “True Great Sound.” Buddhism & Race in America Welcoming Buddhist teacher and author Larry Ward to the Rerooted podcast, Francesca invites him to share how the vantage point of learning and teaching Buddhism under Thich Nhat Hanh helped inform his timely new book, America's Racial Karma: An Invitation to Heal. Francesca and Larry take a close look at how our identities are constructed narratives, but still hold a strong reality in our daily lives; before diving into the historical roots of white supremacy. “I wanted to apply what I had learned through my practice in Buddhism, as well as my scholarly work in Buddhism, to my lived experience of race in America. I wanted to invite people into a deeper look at the human psychology and nervous system interactions that create and sustain white supremacy.” – Larry Ward PhD Explore anti-racism as a spiritual practice in this podcast focused on the spirituality of racial equality, on Ep. 21 of Sufi Heart Colonialism & Seperation / God & Interconnection (13:18) Speaking to the ‘othering' inherent in colonialism, Larry explains how the idea of being a fixed separate self creates materialism, commodification, and hierarchy – seeing the world as matter, rather than one interconnected god. Uncovering the Buddhist notion of non-self—the interconnection that is the baseline love of reality—Francesca and Larry illuminate how, through spiritual practice, society can begin to heal at its root: the individual human nervous system. “I'm hoping to contribute to understanding our nervous system well enough to understand how it's been conditioned by white supremacy, by our own lives, by our families, by our school systems, by our work ethic, by our cultural context, so that we can have enough distance from that to look at it and decide: What do we keep of this? What do we throw away? What do we modify?” – Larry Ward PhD For more Francesca in conversation on healing racial trauma in the mind and body, tune into, Ep. 43 of ReRooted Poetry, Pain, & Sensitivity (37:20) Invited by Francesca to read a deeply moving poem from his book, Larry harkens a powerful bhav (spiritual essence) in exploring the themes of race, racism, identity, impermanence, equanimity, George Floyd, love, and infinity. From this vantage, Larry and Francesca share how to hold pain when dealing with such an immense weight of suffering, by learning how to become more sensitive in your own body and within the spirit. “Find the ground of no coming and no going. Embrace yourself. Love yourself. Lift yourself up so you can lift all the rest of us to higher ground.” – Larry Ward PhD

Interview with Roland Deiser – Roland is the Founder and Chairman at Center for the Future Organization in Drucker School of Management. He has worked doing research, creating strategies and tactics about how to create the Future of Work. Also, Roland is the Founder and Executive Chairman at Executive Corporate Learning Forum, a space where 50 organizations come together to discuss the role of learning in the Future of Work.

Show Notes available at unshakablehabits.com/ian-brooksDr. Ian Brooks is the chief executive and founder of Rhodes Smith Consulting leading transformations of people and organizations for over 24 years. Ian has extensive experience in executive and leadership development, change management, business performance consulting, and communication planning.  Ian helps clients achieve their pursuits through:Executive Coaching:Ian's coaching is based on building client leadership capabilities and creating intentional scenarios to improve their team and organizations performance. Leveraging business and team feedback, Ian partners with executives in identifying behaviors, routines and measures for sustainment. Previous corporate clients include executives and their teams from Shondaland and Black Cultural Events, targeting improved employee morale and communication, delegation tactics, and executive leadership.Leadership/Employee Development:By creating leadership development programs, Ian facilitates leadership and employee learning to help companies advance by providing insight-driven solutions. He partners with managers to model and develop processes that help teams overcome performance-limiting behaviors resulting in more effective coaches and mentors for their staff. Previous clients include executives and leaders at the Guitar Center, Bank of America, and Palo Alto Medical Health (Sutter Health) focused on succession planning, talent development, line of business skill assessment and leadership coaching.Organizational Transformation/ Development:Ian is an expert in change management and partners with organizations in realizing business strategy through human change. He defines new generations of solutions through research and experience with clients around the world. Clients have included Nike, Sony Inc., Warner Brothers, Fox Sports, and Illumina focused on technology implementations impacting employees globally.In addition to the clients listed, Ian has worked as a consultant with IBM and Slalom Consulting; as well, as internally at Kaiser Permanente and the Department of the Interior. He is the author of the upcoming book Intention: Building Capabilities to Transform Your Story and is content creator and trainer of Organization Development & Change Leadership certification program, in collaboration with the Drucker School of Management.Ian holds a PhD in Industrial /Organizational Psychology from Marshall Goldsmith School of Management at Alliant International University, a Master's in Clinical Psychology from Auburn University at Montgomery, and a Bachelor's in Psychology from Morehouse College.

Thank you for listening to the Leaders, Innovators and Big Ideas podcast, supported by Rainforest Alberta. The podcast that highlights those people who are contributing to and/or supporting the innovation ecosystem in Alberta. Rebecca Finley-Schidlowsky - Rebecca is a Management Consultant who specializes in Governance and Strategic Planning. She has worked with hundreds of Boards and Senior Management Teams in the startup, private enterprise, not-for-profit and public sectors across Canada. Rebecca has been the Board Chair and Governance Committee Chair of Next Gen Men for the past 4 years and has led the development of the organization's Board and Committee structure from the ground up. An accomplished speaker and facilitator, Rebecca has also had the privilege of being a guest speaker for MBAs/EMBAs at The Drucker School of Management based in Claremont, California (USA). Rebecca runs a Governance Basics Blitz Workshop targeted at not-for-profits and associations that has welcomed participants from Calgary, Vancouver, Toronto, California, Spain, and New Zealand. Rebecca and her colleague Jeff Homer, host workshops specifically targeted at helping startups understand governance complexities. Gayathri Shukla is the founder of Campfire Kinship, a social enterprise on a mission to unlock the power of empathy through human-centered solutions. Gayathri is the first certified instructor to bring an innovative method of storytelling to Calgary, called guided autobiography. As a coach and facilitator of this method, Gayathri empowers individuals and teams in discovering their authentic gifts, while creating spaces of belonging. Gayathri's expertise in human-centered design also extends into her professional role leading digital transformation strategy and innovation in Mining. Gayathri is a Professional Engineer with over 17 years of technical and leadership experience in the energy sector. She holds an Electrical Engineering degree from University of Calgary, and an Executive MBA from Queen's University with a certification in social impact. She is a proud mom of two kids, and a volunteer Board Director at Calgary Immigrant Women's Association. Please be sure to share this episode with everyone you know. If you are interested in being either a host, a guest, or a sponsor of the show, please reach out. We are published in Google Podcasts and the iTunes store for Apple Podcasts We would be grateful if you could give us a rating as it helps spread the word about the show.   Summary: Rebecca sits down with Gayathri Shukla - an engineer turned community builder to discuss important themes like: the importance of nurturing those around you by listening intently to genuinely connect, the shift towards "human-centric" design and leading with empathy.  Leveraging the wisdom of the community through stories is Gayathri's forte. The stories and lived experiences of our customers hold the key to innovation. Because they are closest to the action, they know their pain points and they also often come with a treasure trove of insights. Listening to the stories of others and learning from diverse perspectives result in serendipitous ideas and connections - much like Rainforest's ecosystem analogy. When these insights are combined with data, this can result in game changing innovations, as well as better adoption. Show Quote: "It's important to encourage people to share their stories and voices so that we can build a genuine community of empowered people." "We need patience and courage combined with listening intently with empathy to build bridges."   Credits... This Episode Sponsored By: SAIT School for Advanced Digital Technology Episode Music: Tony Del Degan Creator & Producer: Al Del Degan System Engineering Sponsor: Kris Chase - Chase Telecom Inc.  

Larry Ward Ph.D. joins Francesca to uncover 'America's Racial Karma,' exploring the healing intersection of Buddhism and race in America.Larry Ward Ph.D. is a senior teacher in Buddhist Zen Master Thich Nhat Hanh's Plum Village tradition. He brings twenty-five years of international experience in organizational change and local community renewal to his work as director of the Lotus Institute and as an advisor to the Executive Mind Leadership Institute at the Drucker School of Management. He holds a Ph.D. in Religious Studies with an emphasis on Buddhism and the neuroscience of meditation, and recently released a new book, America's Racial Karma: An Invitation to Heal. Larry is a knowledgeable, charismatic and inspirational teacher, offering insights with personal stories and resounding clarity that express his dharma name, “True Great Sound.”See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this HCI Podcast episode, Dr. Jonathan H. Westover talks with Andrew Binns about leading disruption by ideating, incubating, and scaling new businesses inside existing organizations. See the video here: https://youtu.be/LYUTLRi2phg. Andrew Binns (https://www.linkedin.com/in/andrewjmbinns/) is the co-founder and managing principal of Change Logic, a strategic innovation advisory firm focused on helping CEOs and senior teams. Andy has over 30 years of expertise in corporate entrepreneurship, innovation, and the future of business. He most recently has worked with clients including Intel, UNIQA, Analog Devices, IMCA, CUNA, CloudFactory, The Atlanta Opera, Zoox, and LexisNexis. Andy is also a frequent guest speaker and lecturer both for companies and business schools. Andy has published widely, including as co-author of ‘Three Disciplines of Innovation' in the California Management Review (named Best Article 2020),  'Ambidextrous CEO' in the Harvard Business Review, the 'Art of Strategic Renewal' in the MIT Sloan Management Review and a book chapter on 'Getting Started with Ambidexterity'. He is an Executive Fellow in the Center for Future Organization at the Drucker School of Management. Check out Dr. Westover's new book, The Alchemy of Truly Remarkable Leadership, here: https://www.innovativehumancapital.com/leadershipalchemy. Check out the latest issue of the Human Capital Leadership magazine, here: https://www.innovativehumancapital.com/hci-magazine. Ranked in the Top 10 Performance Management Podcasts: https://blog.feedspot.com/performance_management_podcasts/ ; Ranked in the Top 10 Workplace Podcasts: https://blog.feedspot.com/workplace_podcasts/ ; Ranked in the Top 15 HR Podcasts: https://blog.feedspot.com/hr_podcasts/ ; Ranked in the Top 15 Talent Management Podcasts: https://blog.feedspot.com/talent_management_podcasts/ ; Ranked in the Top 15 Personal Development and Self-Improvement Podcasts: https://blog.feedspot.com/personal_development_podcasts/ ; Ranked in the Top 30 Leadership Podcasts: https://blog.feedspot.com/leadership_podcasts/

Pat Soldano is the President of Family Enterprise USA; its mission is to promote the growth of family businesses in the US. In addition, she is the Founder and President of Policy and Taxation Group; it works with national legislators to reform/repeal the gift, estate, and generations skipping taxes. She is Principal Advisor to the Drucker School Global Family Business Institute, a CSUF Family Business Center member, and facilitates the Women's CEO Affinity Group. Pat is on the Family Business editorial committee for Trust & Estate Magazine and on the Investment Committee, Comp Committee, and Audit Committee for Alzheimer's Orange County. Pat received an MBA from Claremont Graduate School, The Drucker School, and a BA in Business Administration from Cal State University Fullerton.Patricia M. Soldano has spent over 30 years providing family office services. She developed Cymric Family Office Services into a multi-family office in 1996 and sold it to GenSpring Family Offices in January 2009. She was Managing Director of Western Region for GenSpring for five years and then a Family Office Consultant to GenSpring until December of 2017. Ms. Soldano is now a Family Business and Family Office Consultant working directly with families herself.To learn more about Pat Soldano, you can check out the links below.Website - https://familyenterpriseusa.com/Website - https://policyandtaxationgroup.com/If you enjoyed today's episode, please subscribe, review and share with a friend who would benefit from the message. If you're interested in picking up a copy of Jonathan Goldhill's book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

This episode's Community Champion Sponsor is Catalyst. To virtually tour Catalyst and claim your space on campus, or host an upcoming event: https://www.catalysthealthtech.com/ (CLICK HERE) --- After witnessing the lack of connective technology in the maternal care field through the lived experiences of her mother's work as a labor and delivery nurse, our next guest made it her life's mission to make it easy for payers, providers, and patients to coordinate comprehensive prenatal and postpartum healthcare from anywhere. Melissa Hanna, CEO of Mahmee, joins us to discuss the national crisis of mothers and babies falling through the cracks of our fragmented healthcare system, how preventable issues are not being caught fast enough because of siloied patient data, and how her startup's rapid growth is coming to the rescue.  Join us to learn how Melissa and the Mahmee team connect the dots between patients, practitioners, and data and how you can get involved in their inspiring work and mission. Let's go! Episode Highlights: Melissa's first-hand experiences with her Mother that influenced her to launch Mahmee Advice for launching your own startup The dramatic statistics for the reasons why Mahmee is needed How you can get involved in the Mahmee movement  About our Guest:  Melissa Hanna, JD, MBA, is co-founder and CEO of Mahmee, a comprehensive prenatal and postpartum care coordination platform that increases positive health outcomes for moms and babies, backed by Serena Williams and Mark Cuban. By using its proprietary HIPAA-secure technology, Mahmee's staff of certified and trained maternity support professionals are able to deliver proactive, ongoing education and guidance to new families everywhere at a fraction of the cost.  An activist-entrepreneur, Melissa received her Masters of Business Administration from the Peter F. Drucker School of Management at Claremont Graduate University, and her Juris Doctor from Southwestern Law School where she now teaches as an adjunct professor of corporate and technology law. She has worked in operations and strategy at startups in healthcare, education, digital media and consumer goods. Prior to launching Mahmee, Melissa served as Assistant Director of the Eugene Lang Entrepreneurship Center at Columbia Business School.  Melissa's modus operandi has always been to forge cross-industry collaborations and partnerships to solve big challenges, and she believes that equitable access to healthcare for women and children is a challenge we can all solve by working creatively together. She's been featured in Entrepreneur, Business Insider, Cheddar TV, Black Enterprise, USA Today, and much more. Melissa was recently named to Inc. Magazine's “2019 Female Founders 100” list. Links Supporting This Episode: Mahmee website: https://www.mahmee.com/ (CLICK HERE) Melissa Hanna LinkedIn page: https://www.linkedin.com/in/melissachanna/ (CLICK HERE) Mahmee Twitter page: https://twitter.com/getmahmee (CLICK HERE) Clubhouse handle: @mikebiselli Mike Biselli LinkedIn page: https://www.linkedin.com/in/mikebiselli (CLICK HERE) Mike Biselli Twitter page: https://twitter.com/mikebiselli (CLICK HERE) Visit our website: https://www.passionatepioneers.com/ (CLICK HERE) Subscribe to newsletter: https://forms.gle/PLdcj7ujAGEtunsj6 (CLICK HERE) Guest nomination form: https://docs.google.com/forms/d/e/1FAIpQLScqk_H_a79gCRsBLynkGp7JbdtFRWynTvPVV9ntOdEpExjQIQ/viewform (CLICK HERE) Support this podcast

Dave Specht serves as the Director of the Global Family Business Institute at The Drucker School of Management. He is an ambassador for the family-owned business and writes, delivers keynote speeches, and develops programs on topics related to the family business.Dave is the author of "The Family Business Whisperer" and has a consulting firm called "Advising Generations."Before this role, he developed the Family Business Management program at the University of Nebraska. He served as National Development Manager for the Family Dynamics Program at Wells Fargo Private Bank.To learn more about Dave Specht, you can visit him on the links below.Website - https://www.cgu.edu/center/drucker-school-global-family-business-institute/Website - http://www.davespecht.com/You can also get a copy of Dave's book called “The Family Business Whisperer” at Amazon.com.If you enjoyed today's episode, please subscribe, review and share with a friend who would benefit from the message. If you're interested in picking up a copy of Jonathan Goldhill's book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

Thank you for listening to the Leaders, Innovators and Big Ideas podcast, supported by Rainforest Alberta. The podcast that highlights those people who are contributing to and/or supporting the innovation ecosystem in Alberta. Rebecca Finley-Schidlowsky - Rebecca is a Management Consultant who specializes in Governance and Strategic Planning. She has worked with hundreds of Boards and Senior Management Teams in the startup, private enterprise, not-for-profit and public sectors across Canada. Rebecca has been the Board Chair and Governance Committee Chair of Next Gen Men for the past 4 years and has led the development of the organization's Board and Committee structure from the ground up. An accomplished speaker and facilitator, Rebecca has also had the privilege of being a guest speaker for MBAs/EMBAs at The Drucker School of Management based in Claremont, California (USA). Rebecca runs a Governance Basics Blitz Workshop targeted at not-for-profits and associations that has welcomed participants from Calgary, Vancouver, Toronto, California, Spain, and New Zealand. Rebecca and her colleague Jeff Homer, host workshops specifically targeted at helping startups understand governance complexities. Dr. Jana Rieger is a global leader in functional outcomes assessment related to head and neck disorders. Over her 20-year career in this field, Jana has held roles as a professor, clinician, researcher, and now, entrepreneur. Jana raised $2.5M in grant funding between 2014 and 2019 to develop the Mobili-T: a wearable device that uses software-enabled biofeedback technology to deliver a proven method to regain swallowing function for the 500 million people globally who are suffering from a swallowing disorder because of common medical conditions such as stroke, Parkinson's Disease, or head and neck cancer. In 2017, Jana spun a company out of the University of Alberta in order to move the technology from the lab and into the hands of the people who needed it. With her leadership, the True Angle team graduated from the Creative Destruction Laboratory in 2019 – one of the most highly-regarded business accelerators in Canada, and from the MATTERHealth Accelerator in Chicago in 2020. Jana raised over $1M in funding from angel investors, and was awarded an additional $780K in grant funding for True Angle. True Angle has now entered the US market with the Mobili-T, with plans to expand globally. Over the course of her academic career, Jana started and built several world-class programs from scratch. Early in her academic career, she raised $2M to plan, set-up, and deploy an innovative health outcomes assessment program that is internationally-renowned and credited as the gold standard in the field. From that program, Jana employed her expertise in team building and brought together thought leaders from 4 different countries to participate in an innovative international research network, the Head and Neck Research Network (HNRN). As founder and first director of that network, she developed policies and procedures, databases, privacy impact assessments and ethical approvals for the group, creating a strong foundation for governance. Over the years, Jana has been recognized as excelling in thought leadership. She has functioned at a director level within the health-care system in Alberta to bring together diverse groups of clinicians, researchers, and policy-makers. In her role as CEO of True Angle, Jana now brings her skills in fund raising, innovative program development, international team building, and thought leadership to the table to commercialize a remote digital technology that has the potential to change the lives of millions of people globally. Please be sure to share this episode with everyone you know. If you are interested in being either a host, a guest, or a sponsor of the show, please reach out.We are published in Google Podcasts and the iTunes store for Apple Podcasts We would be grateful if you could give us a rating as it helps spread the word about the show. Show Summary Rebecca interviews True Angle founder and CEO Jana Rieger to discuss important topics like what it takes to make the jump from being an academic to an entrepreneur, advice for female entrepreneurs and her thoughts on the growing Alberta startup ecosystem! Show Quote: "I love what Alberta is doing right now and with a coordinated effort, we could become a real powerhouse for new innovation in all sectors." "It's important for us to have female leadership, it's to set the stage for the wheel to start spinning so that younger women can look at [entrepreneurship] as a potential option for them in their career and lives." Credits... This Episode Sponsored By: SAIT School for Advanced Digital Technology Episode Music: Tony Del Degan Creator & Producer: Al Del Degan System Engineering Sponsor: Kris Chase - Chase Telecom Inc.  

Roland Deiser is the founder and Chairman of the Executive Corporate Learning Forum (ECLF) and leads the Center for the Future of Organization at the Drucker School of Management. He is globally recognized as a thought leader on topics such as Corporate Learning, Organizational Design and Digital Transformation. In this episode we discuss the ecosystem approach and its implications for both business and learning. Roland shares his definition, examples like from Cisco, Otto or Siemens, the relation to platform models, as well his current research on ecosystem capability frameworks. We also discuss SAPs approach to ecosystems and topics like data maturity, interorganizational learning, learning architectures, the role of culture and a new acronym – ABC (Academia, Business, Consulting). Check out the many interesting links Roland shared in the shownotes.

Roland Deiser is the founder and Chairman of the Executive Corporate Learning Forum (ECLF) and leads the Center for the Future of Organization at the Drucker School of Management. He is globally recognized as a thought leader on topics such as Corporate Learning, Organizational Design and Digital Transformation. In this episode we discuss the ecosystem approach and its implications for both business and learning. Roland shares his definition, examples like from Cisco, Otto or Siemens, the relation to platform models, as well his current research on ecosystem capability frameworks. We also discuss SAPs approach to ecosystems and topics like data maturity, interorganizational learning, learning architectures, the role of culture and a new acronym – ABC (Academia, Business, Consulting). Check out the many interesting links Roland shared in the shownotes.

Thank you for listening to the Leaders, Innovators and Big Ideas podcast, supported by Rainforest Alberta.The podcast that highlights those people who are contributing to and/or supporting the innovation ecosystem in Alberta. Rebecca Finley-Schidlowsky - Rebecca is a Management Consultant who specializes in Governance and Strategic Planning. She has worked with hundreds of Boards and Senior Management Teams in the startup, private enterprise, not-for-profit and public sectors across Canada. Rebecca has been the Board Chair and Governance Committee Chair of Next Gen Men for the past 4 years and has led the development of the organization’s Board and Committee structure from the ground up. An accomplished speaker and facilitator, Rebecca has also had the privilege of being a guest speaker for MBAs/EMBAs at The Drucker School of Management based in Claremont, California (USA). Rebecca runs a Governance Basics Blitz Workshop targeted at not-for-profits and associations that has welcomed participants from Calgary, Vancouver, Toronto, California, Spain, and New Zealand. Rebecca and her colleague Jeff Homer, host workshops specifically targeted at helping startups understand governance complexities. Daniel Delgado - Daniel joined TradeSpace as a co-founder in 2018. As Co-founder Daniel oversees product development, business strategy, marketing, finance, operations, technology and team development. Prior to co-founding TradeSpace Daniel has been part of consulting engineering firms which allowed him to achieve his professional engineering status. Daniel is also the founder of a tech-enabled engineering firm (Enginectra) that is building a two-sided marketplace for mechanical and electrical engineering services. Daniel enjoys active learning about start-ups and traveling around the world with his family. Please be sure to share this episode with everyone you know. If you are interested in being either a host, a guest, or a sponsor of the show, please reach out.We are published in Google Podcasts and the iTunes store for Apple Podcasts We would be grateful if you could give us a rating as it helps spread the word about the show. Show Summary Rebecca talks with Daniel regarding his journey from Venezuela to Canada in search of work. While in Calgary he founded two companies, one of them being TradeSpace, a first of its kind that provides a collision space for construction companies, small manufacturers and e-commerce distribution companies giving them an ecosystem that can encourage them to grow. TradeSpace's Instagram Show Quote: "The definition of luck that I really like is when opportunity meets talent " "In general, that's where immigrants play a huge role in creating a new way of doing things. Because new ways of doing things is what is going to drive the world forward." Credits... This Episode Sponsored By: SAIT School for Advanced Digital Technology Episode Music: Tony Del Degan Creator & Producer: Al Del Degan System Engineering Sponsor: Kris Chase - Chase Telecom Inc.  

EPISODE DESCRIPTION In this episode, co-hosts Steve Tinnelly and Ramona Acosta speak to Senior Attorney, Kumar Raja, and President of Associa – Desert Resort Management, Mark Dodge regarding rental restrictions in HOAs. KEY POINTS California's Affordable Housing and Homelessness Crises AB 3182 (Ting) Voids Rental Prohibitions Accessory Dwelling Units (ADUs and JADUs) Short Term Rentals Amending the Governing Documents ABOUT OUR GUEST Mark is a native of the Northeast and has an undergraduate degree from the University of Vermont and an MBA from the Drucker School at Claremont Graduate University. Mark is the President and CEO of Associa Desert Resort Management, the largest HOA management company in the Coachella Valley. His experience is wide and includes both senior management and financial positions in the publishing, sports marketing, automotive technology, and event management industries. Mark lives in Palm Desert with his wife Jamie and his three children, Jack, Sophia and Alex. Read more about Mark Dodge here! ABOUT OUR HOSTS Read more about Steve Tinnelly here Read more about Ramona Acosta here

Vijay Sathe was a professor at the Harvard Business School before joining the Drucker School faculty. He has taught in numerous executive education programs worldwide. He has received the “Professor of the Year” award from the Drucker MBA graduating class seven times to recognize his outstanding teaching.Vijay Sathe has published six books and numerous articles in academic and professional journals. He has also served as a consultant to corporations worldwide and has advised government agencies and not-for-profit organizations.Vijay Sathe teaches at Claremont Graduate University, and you can reach out to him at vijay.sathe@cgu.edu.If you enjoy today's episode, please subscribe, review and share with a friend who would benefit from the message. If you're interested in picking up a copy of Jonathan Goldhill's book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

In this episode, Bernard Jaworski, the Drucker Chair in Management and the Liberal Arts at CGU, visits the podcast to discuss the discipline of management as well as some of the key ideas of Peter Drucker. We discuss what makes the Drucker School of Management unique in its approach to business education and the role […]

What can you, as an individual, do to help break the cycles of rage, pain, fear, and violence that continue to grip America - and many other parts of the world - relating to the issue of race? Even though our guest this week was shot at by white police officers at the age of 11, and later had his house firebombed by racists, he is hopeful that now is a moment of true potential- an opportunity to transform what he calls "America’s racial karma," and, by extension, ourselves. Dr. Larry Ward is a lay minister in the lineage of the great Vietnamese Zen master, Thich Nhat Hanh. He's an advisor to the Executive Mind Leadership Institute at the Peter F. Drucker School of Management. He has done consulting work with Fortune 500 companies around the world. And he has a PhD in religious studies with an emphasis on Buddhism. His forthcoming book is called America's Racial Karma. Where to find Dr. Larry Ward online: Website: https://www.thelotusinstitute.org/ Book Mentioned: America’s Racial Trauma Pre-order: https://www.penguinrandomhouse.com/books/651864/americas-racial-karma-by-larry-ward/ Blog Post Mentioned: America, The Business That Tried to Become A Country: https://www.thelotusinstitute.org/blog/thebusinessthatbecameacountry Other Resources Mentioned: Margaret Mead: https://en.wikipedia.org/wiki/Margaret_Mead 8:46 - Dave Chappelle: https://youtu.be/3tR6mKcBbT4 Outliers by Malcom Gladwell: https://www.amazon.com/Outliers-Story-Success-Malcolm-Gladwell/dp/0316017930 Carl Jung: https://en.wikipedia.org/wiki/Carl_Jung Tricycle Article: https://tricycle.org/trikedaily/racial-karma/ Lions Roar: https://www.lionsroar.com/race-reclamation-and-the-resilience-revolution/ Additional Resources: Ten Percent Happier Live: https://tenpercent.com/live Coronavirus Sanity Guide: https://www.tenpercent.com/coronavirussanityguide Free App access for Frontline Workers: https://tenpercent.com/care Full Shownotes: https://www.tenpercent.com/podcast-episode/larry-ward-259

Chris and Neal dig deeper into the COVID-19 testing procedures with special guest Eric Tan, Partner at Zoic Capital where he leads company diligence. Together, they walk through the journey of testing for the coronavirus and the bottlenecks at each step. Furthermore, Chris and Neal discuss the public markets and add to their ongoing predictions. Eric Tan has a PhD in Applied Sciences from the Keck Graduate Institute, an MBA from the Drucker School of Management, and a BS in Biology and Mechanical Engineering from Stanford University.

Amid one of the most competitive job markets in history, A/E/C firm leadership are ready to consider any tool that may give them an advantage when it comes to recruitment, retention, and alignment of individual performance with firm performance. As the number of employee stock ownership plans (ESOP) has decreased, and the number of employees covered by them has increased, Bob Jack feels that with the right leadership, ESOP can lead to “a special employee ownership culture.” Author of Increasing Firm Competitive Advantage Through Use of an Employee Stock Ownership Plan (ESOP), Jack offers insight on how design firms can gain employee commitment, a takeover defense strategy, a plan for succession strategy, and a foundation for a good corporate culture. By attending this podcast, you will learn… -What is it like to go from publicly-traded to employee owned? - How well does worker enterprise and capitalism motivate employees? - Can you gain Millennial commitment through ESOPs? - Communicating the rewards of retirement distributions. We also talk with Jackie Shufelberger of Bartlett & West whose small firm is a successful mature ESOP. About the Presenter: Bob Jack career includes 24 years with global engineering and construction company Parsons Corporation in Pasadena, CA. Jack holds a BA in Economics from California State University at Los Angeles and earned an MBA from Azusa Pacific University and Masters of Science in Advanced Management from Claremont Graduate University’s Drucker School.

Tom Hsieh is the founder and CEO of SplinterRock, Inc, a technology consulting and brokerage firm that provides comprehensive tech solutions. He also is the Co-Founder of FLOAT Shuttle. Tom has two decades of leadership experience in the Fortune 1000, in start-ups, and with aerospace companies. He served in key roles with Earthlink from its earliest start-up stage through its IPO. A distinguished community leader and social entrepreneur in the San Gabriel and Pomona valleys, Hsieh has been active with many non-profit organizations in the region. These organizations include the Pomona site of Servant Partners, an international organization working for holistic community transformation in the world’s poorest areas. He is also the founding president and a past member of the board of Pomona Hope, which now runs a community center, an after school program, a computer lab, a community organizing effort, a job creation/economic development program in partnership with the city of Pomona and for-profit businesses, and provides housing services in conjunction with Habitat for Humanity. Currently Hsieh sits on the boards of the San Gabriel Valley Economic Partnership, The Learning Centers at Fairplex, Inter Valley Health Plan, and the Pomona Community Foundation. He is also an elder at First Presbyterian Church of Pomona. Hsieh and his wife Bree are committed to living modestly in order to donate the rest of their income to non-profit and civic efforts.Hsieh holds a bachelor’s degree in physics from Harvey Mudd College and received an Executive MBA from the Drucker School of Management in 2004. Hsieh has said that his experience learning about social responsibility and social impact from Peter Drucker marked a turning point in his education.https://www.linkedin.com/in/tomhsieh/https://www.ocregister.com/2008/10/06/family-makes-200k-a-year-and-gives-most-of-it-away/

The threat of disruption from smaller, more digitally savvy firms has motivated big corporates to launch efforts to build disruptors of their own. A few have succeeded, while many are wondering how to convert new ideas into new revenue. Andy Binns - an Executive Fellow at the Center for the Future of Organization, at Drucker School of Management - explains that most firms over emphasize ideation at the expense of two other innovation disciplines. He also elaborates on what they can do to correct that and accelerate the odds of success.

Want to work at a museum? Learn the ins and outs of the museum world in our interview with Victoria Gerard, the Vice President of Collections and Special Exhibitions at the Bowers Museum. For a transcript of this episode, email cgupodcasts at gmail.com and include the episode title.   Episode Transcript: Victoria Gerard:            I think just to be a 21st century human these days, it's like the world is smaller, so just being able to have relationships with people face to face, where everything is done online, is increasingly more important. Rachel Jimenez:           I'm Rachel Jimenez. Megan Elledge:            And I'm Megan Elledge. Rachel Jimenez:           Welcome to How Did You Get That Job, a podcast from Claremont Graduate University about successful careers and the stories behind them. Megan Elledge:            Victoria, thank you so much for being here. We're excited to chat with you today. Victoria Gerard:            Thanks so much for having me. It's always great to come back to Claremont. Megan Elledge:            So, when I told Josh Good, who is the Associate Professor for Cultural Studies in History at CGU, that we were making a podcast, he instantly recommended you. And after reading more about you and your career, I definitely see why. At a young age, you're already a director at the Bowers Museum, but I know that path wasn't easily, especially in the museum world, where the morbid joke is, you basically have to wait until someone dies to rise up in the ranks, and a lot of that time, you have to work for free. Megan Elledge:            So, can you give us a brief breakdown of the journey that led to you becoming a director at the Bowers Museum? Victoria Gerard:            Yeah, I'd be happy to. We'll just say, as you mentioned, the museum field is kind of a weirdly difficult field to break into. I think that that maybe is changing. Since I entered the field, I think there's a lot more talk about inclusion, and equity, diversity. But beyond that, I think a lot of people in my age group are starting to be frustrated with the experience of being so exclusive, when a museum is kind of an inclusive community space. Victoria Gerard:            So, for those of you listening, maybe in your journey there'll be some more flexible times ahead. But you know, I was thinking on my way, my drive over here to Claremont about my journey. And as a child, I didn't have much exposure to museums. I grew up in New York City, but kind of in a family that didn't always have the means to do those kinds of things, or we were just kind of focused on saving for college, and it was kind of a luxury to do something like a museum. Victoria Gerard:            So, when I had gotten to college, I wasn't even thinking about working in museums. It wasn't on my radar. And I was really focused on a political science major and becoming a speech writer. I think that was the dream at that time, and I wasn't happy, and I didn't feel fulfilled in that. But I had been doing a work-study job as a gallery assistant. It kind of just happened and it felt right. I started doing that pretty early on in the college career. Victoria Gerard:            And of all things, an environmental science professor kind of became a mentor. It was a typical core, as Villanova called it, a core arts and sciences class, so I took environmental science. I think I was at the end of my sophomore year, and I was still feeling lost, and this professor kind of shone the light, like, well, you know, you really like history, you talk to me about it a lot. Museums are research centers, you're kind of thinking about academia. Victoria Gerard:            And that blew my mind, because I never really thought about a career in museums at all, like I said. I think there was a push towards an academic career for me from my advisors, from an early point, when they kind of identified me as having a certain aptitude. So, I had been taking history courses, and I just decided to kind of change my focus and declare as a history major to see where that would lead. And I was not abandoning the academic career. I was staunchly thinking that I'd go right to a PhD program after my undergraduate work. Victoria Gerard:            Because, I should say, I was educated on the East Coast, born and raised, and I think things, especially in the museum field, are a little bit more traditional, let's say, there. So I was pushed towards that path, even though I was starting to do internships. I was in the greater Philadelphia area, so it was a great place for history and for cultural centers. So, I was able to intern and work for awhile in Independence National Historic Park, so I had some government park service experience. There's so many different old institutions there, the libraries. Victoria Gerard:            And I did a fellowship in New England, at historic Deerfield, so everything was very much so like very traditional American history focused, and I was focusing on public history at the time, which at that time, the discipline was really focused on history in the public space, and memory, and how the public interacts with it. So, what better for being in a place like Philadelphia, where you're surrounded by history. Victoria Gerard:            So, I ended up specializing in early American federalist period furnitures and ceramics, and was pursuing that, again, through these fellowships. And I had talked to a lot of people. As you mentioned, I got that old adage, if you want to be a curator, someone has to die. People were telling me, "You're not going to make a lot of money in this field, so you have to be committed to me." And I, I think at a early age, was having this kind of crisis still about this field, which is how I entered it, and I felt that although I enjoyed my specialty academically and pursuing that at the PhD level, that I just didn't see any substance in it for me anymore. Victoria Gerard:            So, while I was doing that graduate work, and I had pursued it, I decided that I wanted to do something different, and if I was going to commit to the museum field, that I had to experience it in a different part of the country, with a little bit of a different focus. So, that personal and professional interest, plus some other things going on in my personal life kind of spurred me to move to California and circumstances aligned. And of course, what did I do but applied to UCLA for another PhD program, which I am happy to say I didn't get into, because I ended up at Claremont a couple years later. Victoria Gerard:            But when I came out to California, I worked for a artist, I was doing tutoring, just really trying to break into the museum circuit here, doing anything I could, which is not easy, as we mentioned. And I landed at the Bowers as a volunteer of sorts, since I was not in school anymore, and was lucky enough to get hired on a temporary basis after being a volunteer for awhile, and I really grew there. I've been at the museum for almost 10 years come this September. Victoria Gerard:            So, it's been a really great place to be, and through that work experience, I found what I was looking for, obviously, to commit to this field, which was that things are a little bit more flexible, definitely in the SoCal arts scene, but in the museum world, and I think people in California in general are willing to take more risks about content, and social kind of issues, and institutions. Victoria Gerard:            And I really, where my heart was lying was administrative and management perspectives in the museum field, and I learnt about the arts management program at CGU, and the rest is kind of history. Rachel Jimenez:           So, that's an amazing breakdown of over 10 years of your past, so I want to dig a little bit deeper, because you said a lot of amazing things, and I'm sure our audience is going to want to hear more. So, you mentioned that your first job that was kind of in this field was being a gallery assistant when you were in college. Can you talk about how you landed that, even if it was just kind of serendipitous? Victoria Gerard:            Yeah, so I needed to do work study. It was offered to me as part of my financial aid package. I went to Villanova University for undergrad, and that weird grad work time I mentioned. And so, I was scanning the opportunities and gallery assistant was on there. It seemed really interesting. Again, I had had this underlying interest, but solidly in history. Like I said, I wasn't someone who was into European fine art, and going to museums, and taking art history in high school. That was never me. So I wanted to learn more about that. Victoria Gerard:            And there was this really wonderful older woman who was the assistant director of the gallery. I think it was her pseudo retirement job, and she was a really great mentor and kind of opened my eyes to the very small but storied gallery at Villanova. And they were getting a new database for their collection at the time, so they actually have an art collection, and they would do these special shows they take proposals for from living artists. Victoria Gerard:            And so, just as a work study student with no experience, I was transferring collections records from PastPerfect to an actual certified made gallery software. So that is a really crucial skill to have in this field and in understanding. So, I kind of luckily stepped into that. Rachel Jimenez:           It sounds like you had a great mentor there. Was that before or after the environmental science teacher recommended- Victoria Gerard:            Before. That was before or at the same time. Rachel Jimenez:           Around the same time? Okay. Victoria Gerard:            Someone also said to me once. I think it was a friend of a professor that worked somewhere in Philly. He connected me, and he had been in the museum world. And he said, "I'm going to tell you what someone told me, that this field is serendipity, Victoria. It's all serendipity." And you hear a lot of people's stories in this field, little things like that happen to lead you. Rachel Jimenez:           So, is there any advice you could give, if it's all serendipity, how could someone follow that? But I also, I'm looking at your background. It sounds like you said something about trying to break into the museums once you got to California, so can you dig into that? I'm sure there were some actionable things that you did, that other people could replicate. Victoria Gerard:            Sure. Well, I think it's serendipity with a little help from yourself, a lot of help from yourself, you know? And it seems like such a vast field when you're standing on the outside of it, but compared to other industries, it's a very small field, even when you consider the colleagues we have internationally. And there's always kind of that weird six degrees of separation thing going on with people. Victoria Gerard:            And so, just knowing other people, I even hesitate to use the term networking, but knowing other people and talking with people is really important. I never met a museum professional that doesn't like to talk about themselves or help people. They tend to be really nice people, and it's a labor of love. It's a nonprofit industry, specifically for museums, not the arts at large always. But if you're doing this kind of as a career, it means that you have a passion for education, or history, sharing that with the public, what have you. So, professionals are generally pretty open to sharing their stories and talking. Victoria Gerard:            So, you just have to keep talking to people, and meeting people, and going to conferences, or exhibits, or whatever, and keeping yourself sharp on what's going on in a field that large, or just to explore. You know, if you don't want to be an expert on what's happening in LA museums, just what interests you and seeing what's going on. So, that's really important. Victoria Gerard:            And it is, from my perspective, for a collections or curatorial job specifically, it is still an academic position. You need to have a strong basis in writing and research, and every museum is a little different, which is maddening. It's part of why it's so hard to break into, and everyone's looking for some different qualifications. But you still need to have your feet grounded in that academic discipline. So, if you're already in school thinking about this, you're doing that. And school, graduate school, undergraduate, it prepares you to have the language to speak to the people that you might want to reach out to about this field. Rachel Jimenez:           And when you're reaching out, does that look like a formal informational interview, like what we recommend, or is it just asking someone to lunch, or an email, and you just ask them some questions in the email Victoria Gerard:            Sure. I think it's always best to start out with a more formal approach. I get a lot of requests like that, and if someone just reaches out to me without any chatter beforehand about why, I have to always kind of skeptical, just because I also get a lot of people that are trying to get me to exhibit their artwork, or people that might want to make a donation to the collection at the museum. Victoria Gerard:            So, and a student, especially a graduate student knows no age limit. So, it's always kind of nice to know the intentions upfront, also because I keep mentioning nonprofit, labor of love, that comes with being overworked and not having big staffs, and that kind of thing. So, for anyone listening, the person you're emailing will appreciate it if you just lay it all out, this is who I am, this is why I'm contacting you, this is why I'd love to chat with you. And then you can see where it goes from there. Rachel Jimenez:           Right, perfect. Megan Elledge:            So, is that what you did for the Bowers museum, with volunteering? I mean, [crosstalk 00:13:08]- Victoria Gerard:            So, with the Bowers, I had been to the Bowers on a visit previous to moving to SoCal, and it felt like the right place. I mean, Orange County isn't as diverse in its arts and culture offerings as LA. Now it's getting there, but at the time I felt like it was the best place for me to be to grow professionally, as the largest museum in Orange County. Victoria Gerard:            So, I submitted an application and just kind of bugged them every week until they got back to me, which is something that I'm sure other people in this podcast have mentioned or will mention to you, is like that persistence factor. And now being on the other side of receiving those applications, I totally get it why I didn't hear right away, but you have to stay top of mind or people are busy. Victoria Gerard:            So I kind of called, and called, and called, or emailed and emailed, and finally the application got to the person it was supposed to get to, and again, the rest is history. But you know, persistence while being professional. Rachel Jimenez:           So now that you're on the other side of that, are there people that call and call, or email and email, and do you ... One, does that happen, and two, if it does happen, do you see that as annoying, or are there some that are annoying and some that you're like, wow, this person's persistent, I need this person working here? Victoria Gerard:            Well, so, I honestly rarely see as much persistence as I would like to with some things. I mean, there are people I have seen persistence with maybe that have interned and then they make an effort to keep in touch, which is also nice, because it's one thing for you to just be listed as a reference, and it's another thing for people to at least try to keep up a relationship with you before asking you for something. Victoria Gerard:            So, that's a different kind of persistence you need once you finish an initial internship opportunity, to get you to the next step. But people can be very persistent, and we have a really great person that manages the applications, that if someone has emailed a couple times, she'll send them my way. But sometimes, we just can't take as many interns as people would think. It's a full time job to manage them as well. Victoria Gerard:            So, if it seems like someone is really interested, my team and I try to at least meet with them, and then you establish that connection. So, just about respectful, and like I said, professional. I think that's the key. Megan Elledge:            Got it. Rachel Jimenez:           So, you mentioned, I think this is a funny story I want to dive into a little bit more, that you applied to UCLA for the PhD program and you're happy that you didn't get in. But then, how did you end up at CGU? So, were we just the second best or can you talk about why CGU? Victoria Gerard:            No, so, I didn't know about the CGU program at the time, so, of course, as a East Coaster, my now husband at the time was enrolled in USC for grad school, and I was just kind of tooling around and found this culture and performance PhD at UCLA. And for the life of me now, I really can't understand why I would do such a 360 from like a very traditional, I told you, like early American material culture program to this culture and performance. I don't know. But it was kind of like a wild quarter life crisis or something. Victoria Gerard:            But you know, I think I was just trying to throw things at the wall and seeing what would stick, and just kind of get involved in an academic environment. And actually, it's an even funnier story, because my now husband, at the time we weren't married, he started out at CGU, in like a politics or some kind of master's program he had, politics and economics or something. So, I had been here before I moved out here when we were dating and that sort of thing, but I just never thought, I saw the computer museum in the building. Like, I just never put two and two together. Victoria Gerard:            But I'm glad, because after being rejected by UCLA, I had some time to really, again, kind of explore more of a work environment out here, and I mentioned the arts and culture related jobs I was doing, but not everything else I was doing to make ends meet out here, and it got me familiar with the Orange County and greater LA landscape for sure. I learnt how to drive on the freeway, which was also really horrifying. Victoria Gerard:            So, at the time, the arts management program was really looking for people that had a certain amount of work experience, and I'm glad, I can't remember why or how it popped up, but it did. It was before Google was feeding you things and recommending you things, so I did find it on my own, but I was able to find a great more deal of more experience to bear into the program, to the benefit of myself and my colleagues, you know, hearing from my colleagues. Victoria Gerard:            So, that's what attracted me to the CGU program, was the fact that I would be bringing professional experience. It was in partnership with the Drucker school, and Peter Drucker is so huge in nonprofit management, in management in general, but especially in the nonprofit world. So, I had heard of him. Our president at the Bowers always talked about Drucker, because he led a retreat for our board. Victoria Gerard:            So, it felt like fate again, a serendipitous twirl of events. And you know, I really, as I mentioned, wanted to try to get more experience to lead me to a more administrative path in museums. I was starting to get interested in how all the cogs in different departments worked together to produce this program for the public. And then, on top of that, my job at the time at the museum was starting to manage these complex international partnerships we had, and budget for these exhibits. Victoria Gerard:            And I could always hear my dad's voice in the back of my head as an undergrad, like, "You should do that summer business minor that they have at Villanova. We'll pay for you to do that." I'm going to write and I'm going to ... I'm not going to use that business skill as a PhD, Dad. It will be totally fine. So, it was also attractive because it was nested in the school of management, and the curriculum was based in finance, and marketing, and all of these business skills I didn't have as just a straight arts and culture person. Victoria Gerard:            And I will say that even though the program was definitely aimed at the time at not necessarily you being able to be an accountant, or a financier, it was aimed at you be able to manage a CFO or an accounting clerk, whatever. It gave me the skills I needed to make a better budget to propose an exhibition, or to be more accountable for the expenses for an exhibit. Victoria Gerard:            And that is what propelled me, not to this job I have now, but to an associate curator, I think it was Associate Curator of Special Exhibitions and Research, because I was able to professionalize those skills that as an arts and culture professional you learn on the job instead of in school. So, the grad program at CGU gave me advanced arts skills, built on those skills I already had, but it also provided me a baseline foundational business practice. Rachel Jimenez:           Absolutely. For our listeners who may not know who Peter Drucker is, can you just talk for two seconds about that? Victoria Gerard:            Sure. Peter Drucker, we call him the father of modern management. There's the Drucker School at Claremont kind of dedicated to his principles of management. I think it's easy for us to think in this world, especially as millennials or younger, although I had those terms, as management being something easy. But if you talk to your parents or other bosses that are baby boomers or matures, my dad always says that it was like a real wild, wild west management style when he was in the work force as a young man. Victoria Gerard:            So, I think people like Peter ... Well, Peter Drucker himself for sure, and then people that followed after him massaged these ideas of how to effectively manage your employees to get a desired result. But the reason that it's such a big deal at Claremont is also because he had a broad kind of transdisciplinary view of business and management, and how different sectors can work together to each other's benefit. Victoria Gerard:            So, at the time, I think the Drucker School, and probably still very much is ahead of its time, having this art business and arts management program in a business school, and all different kinds of other programs to stay true and pay homage to Drucker's beliefs. Rachel Jimenez:           Right. And then, one more question about Peter Drucker and the Drucker School, but how do you think having that background and what you learnt through Peter Drucker has impacted the career that you have today? Victoria Gerard:            Sure. You know, this is one of the things that makes me most grateful for my graduate degree. Now that I do manage a team, I was able to retain this information. But I mentioned very briefly about older generations, and management, and I think younger people, anyone younger than 30 maybe or 35 and younger, get a bad rap about being un-manageable, quote-unquote. But I learnt a lot in graduate school about managing up, and managing down, and managing across, and just kind of the mindset of what makes a business work, and how do you kind of manage the culture of an organization. What was it, organizational culture, I guess, was a class that I took, and that was really incredible. Victoria Gerard:            And again, as a working professional, I could take actual situations in the journal we had to keep, and kind of try to dissect them and manipulate the circumstances. So, no matter what field you're in, I think you need to be able to effectively manage everyone in the work environment, and it kind of sounds tricksy in a way, but it's not. It's just management of relationships. Victoria Gerard:            I think often times younger people don't really understand that you need to put effort in above, and below, and across to succeed, and Drucker was really open minded about those kinds of things, and has really been the number one key to my success, is learning how to manage those relationships through those philosophies. Rachel Jimenez:           Beautiful, thank you. Megan Elledge:            As you know, I'm a history student at CGU and I've noticed history students are getting more and more interested in learning business practices. Why do you think this trend is happening? Victoria Gerard:            Well, I think a couple things are happening, and I can speak to. Over 10 years of experience in the field have shown me that the gap between a 501(c)(3) nonprofit organization and a for profit organization is growing less, and less, and less. So, tangibly, from a museum perspective, you see things like the museum of ice cream, the museum of pizza, or things that are called museums that are really just pay for play, you know, to get your selfie taken, experience some, sorry but I'm going to say it, really bad art. You know, do it for the gram. Megan Elledge:            Right, exactly. Victoria Gerard:            And personally, I will say, I think the sprinkle pool at the museum of ice cream was the most brilliant art installation, so props to whoever did that. But the business world has blurred the line of what a museum is, and you have a couple of other things going on. Victoria Gerard:            When I entered the museum field in the recession, I was lucky enough to get that job at Independence Hall, I mentioned. But a lot of people weren't. There was a lot of cost cutting in curatorial departments especially, which were so massive, and museums had to really fight for people's disposable income. So, that created a world of lackluster exhibitions, which has kind of spiraled down to these engagement opportunities. Victoria Gerard:            Also, when I was coming out of undergraduate, public engagement started being a term, a buzzword that we would talk a lot about in museums, and before then, the museum experience was very passive. So, you also have this confluence of, if you want to say, museology kind of changing to be more of an active experience, but also the expectations of visitors and just the people in this world at large being more active and engaging because of technology, and social media, and the recession, and if you're going to spend money, it'd better be worth it, that sort of thing. Victoria Gerard:            So, museums have kind of, maybe not now but in between the recession and now, seen a boom in attendance because of some of these things, because of an increase in disposable income. So, I think a lot of places, and I'm not talking about the big guys like LACMA, and The Getty, Guggenheim, but a lot of solidly medium sized museums kind of had to operate more of like, okay, how are we keeping the doors open. Victoria Gerard:            And when you're in that mode, because you don't have a lot of contributive revenue, right, you have to really think about return on investment, and who's paying the electricity bill, while also the challenge of a 501(c)(3) is maintaining a certain balance of your expenses and your accounts that are all focused on programs. Victoria Gerard:            So, I think all of that is to say it's become necessary because of those things that have happened in the industry, to understand business a little bit more. But the very frustrating things about museums, I mentioned before, is every organization is structured differently, so there are still places that say, and even I have felt this and seen this, because even though I've been at the Bowers, I have interviewed and attempted to grow with other organizations, the master's in management is not always seen kindly by traditional museum folks. Rachel Jimenez:           Wow, interesting. Victoria Gerard:            Yeah, so, I have a lot of curatorial skills, a tremendous amount, but I don't have that PhD. So if I'm applying to a traditional chief curator job, I would likely not get that job at most places because I do not have that PhD. And that business skill is kind of looked at as a cheapening of that academic background that you need. Victoria Gerard:            And of course, I have the greatest amount of respect for people with PhDs, and for academia as a institution, but I don't always think that you get the full picture. You can't just finish a PhD in art history and then be able to run a curatorial department. Megan Elledge:            Have you considered getting a PhD? Victoria Gerard:            I have, many times off and on. I make a joke, but not really a joke, about going to grad school for this Claremont program while I was working full time. Like, I could never do that again as a mother, and now as a senior level staffer, because it was really difficult and I did it before children and before I had as much responsibility at work. Victoria Gerard:            I think if I really wanted to, I could make it work. But again, I think you can kind of sense, with the trajectory that I've been on, that I don't think that quite frankly, the PhD will be worth my investment of money, because it is so expensive to go back to school, and I don't think I ever will have one of those very traditional curatorial jobs again. Megan Elledge:            Got it. Yeah, I was just thinking you'd be such a powerhouse if you had the PhD with the arts management and that management background. Victoria Gerard:            Maybe when I retire. Megan Elledge:            There you go, yeah. Rachel Jimenez:           So, what advice would you give someone that wanted to follow in your footsteps? Victoria Gerard:            Sure. I think number one advice I always feel obligated to give because it was given to me is to make sure that you understand it's not a high paying gig, especially in the curatorial realm or collections management realm, so just kind of know that. What I tell people that ask me that question is, intern as much as possible in different experiences so you know that this is what you want to do, because it's not as glamorous. I mean, it's glamorous, I love it, but it's not what you see on TV, as nothing is, right. Victoria Gerard:            So, the internship is a crucial first step, kind of like your entry level job, but do it for you. And I would also say the same for graduate school. It's a product you're buying essentially, an investment in your future, so make sure that it's the right program for you, that is actually going to lead you to the job that you might want, and get all you can out of it. Victoria Gerard:            At that same time, while being a student, really use that student status to reach out to people. I always feel a little bit more inclined to speak to students or recent grads, because I was there and I understand the angst of trying to figure out where you're going and if something fits for you. So, reach out to as many people as you can, and go to as many of those events that are sponsored by Claremont for you, grant writing workshops and everything, because it's really important. Victoria Gerard:            And just try to develop a professional persona that is still you, but that's comfortable with talking to strangers and meeting people at those events, because it's crucial to work together in this industry, the museum world, and I think just to be a 21st century human these days. It's like the world is smaller, so just being able to have relationships with people face to face, where everything is done online, is increasingly more important. Rachel Jimenez:           Absolutely. I've noticed in the art world, I've come from a business background strictly, without the art side that you have. And so, business people are always taught to network. But then, getting to know a lot of our art alumni, I realized that they are a powerhouse. Like, the MFA program and the arts management program, they network like no other businessperson I've ever seen. Rachel Jimenez:           So, I think if you have that mix of the MBA networking and the marketing, or the arts networking world, and you really understand that, it can be very powerful. But it is very important in the art world. Victoria Gerard:            Yeah, and I think it seems hard and scary, but it's just, especially as an adult, if you're going back to school, it's just being yourself and being comfortable doing that. And again, when you're a student, it's a safe space to experiment, because people know you're a student, and I kind of feel like it's lower risk. Megan Elledge:            With that said, when you were a grad student, what did you do to make genuine connections at events? Victoria Gerard:            So, for grad school, for me, I'll focus just on my West Coast grad school experience, it's a little different, and Claremont related. Because I was working, it was so hard for me to go do a lot of the events, but every time we had a speaker in class, I had my business card out and was ready to give it to them, not so much just to say like, "Yes, I got this card, another person on my LinkedIn," but just actually to genuinely connect with that person. Victoria Gerard:            Because the speakers that were coming into classes were incredible, and a lot of people don't go up to them and say, "Hey, thank you so much, blah-blah-blah." Or if they give you their email address on their slide presentation, just send them a note, because kindness, just kindness is important too, and they'll remember you, saying, "Hey, thanks so much. This is what I loved about your talk, blah-blah-blah." It makes them feel good, like they did something worthwhile. And ultimately, again, that's just a human kindness, I think, that gets you far in this industry for sure. Victoria Gerard:            So, that's important. Also, if you're doing any kind of job, even if it's not related to the arts, just kind of thinking about the people you're working with, vendors or clients and how your relationships are structured with them will help you put that into practice in your desired arts career, I suppose. So, that's really important. Victoria Gerard:            And if you're not a student or you're just started out as a student and you want to get an internship or something, the burden is on you, right? You've got to do the work to find the place you want to be, talk to the right person, to hound them if they haven't gotten back to you about the application, professionally, and just really figure out where you might want to experiment, because no one can do that for you. Rachel Jimenez:           Right, taking initiative. Rachel Jimenez:           Are you a CGU student or alum that's looking for career advice? If so, don't forget that you have lifetime access to free career counseling through CGU's career development office. Simply call 909-607-9022 or email career.development@cgu.edu to make an appointment today. Megan Elledge:            All right, let's get to our on the spot questions. Okay, so, what has been your biggest career mistake? Victoria Gerard:            Oh, that is a hard question. I don't know. I'd like to think, this is a canned response, but I'd like to think about every mistake as an opportunity. But what comes to mind is, I think it was while I was in school, maybe 2014 to 2015. I was managing a really big project. That was the first one that I had, and the budget just got out of control because I wasn't managing the client relationship as well as I could be. Victoria Gerard:            So, we ended up paying a significant more in shipping because ... It's very complicated, but let's suffice it to say that the person on the other end of the phone was new at this job as well. And so, sitting where I am now, it would've been incredibly easy to negotiate a different contract even, but you've got to make those kinds of mistake. Victoria Gerard:            That is just like a very specific career mistake, but I think maybe on the broader scale, I think taking myself too seriously, especially as an undergraduate, like especially starting from there. Because I think as you get older, you learn that life's a little bit more flexible and not as high pressure as you think it is, and I think if I was a little bit more relaxed, although it did get me out here and into what I have now, I could have had a little bit more freedom to experiment with different internships and that sort of thing. Victoria Gerard:            But I was always a little bit high strung, about making ends meet, and I had the need to know what I'm going to do. Like, I need to know, and you never know what you're going to do. So, I wish I could go back and tell myself, "You'll never know, so just go with it." Rachel Jimenez:           Right? Take a breath and keep moving forward, one foot in front of the other, right? Victoria Gerard:            Yup, yup. Rachel Jimenez:           So, what is your favorite memory from attending CGU? Victoria Gerard:            I have a lot of favorite memories, but I think my favorite memory was overall, Laura Zucker, who was the former Head of Arts Management, had a class, the Fundamentals of Arts Management. Maybe that's what it's called now. But regardless, it was kind of like a big round table class, where you really did everything you might as an arts manager in the safety of school. And in a group project, you had to create an organization throughout the semester. Victoria Gerard:            And my group of two awesome classmates, we came up with a organization called Concert Road Trip, which was basically like putting musicians and artists on a bus, and driving them around to public, kind of like flash mob performances, which I kind of feel like I'm dating myself, because that wasn't very popular in 2013. Rachel Jimenez:           I still want to be in a flash mob even though that's gone away. That's a life goal. Megan Elledge:            I know, right? Victoria Gerard:            And it was just kind of fun. Laura was a very serious and amazing businesswoman, and she scared all of us at some point, and we had one idea which she was just really hard on us for, and it was like the best ever experience because it really, again, in a safe place, helped you realize the true nature of like, this is also a business and working through it. But Concert Road Trip and everything that went along with it is my favorite memory of grad school. Rachel Jimenez:           Awesome, thank you. Megan Elledge:            So, what's the best career advice you've ever received? Victoria Gerard:            The best career advice I've ever received, again, from several different people and just from myself, is to not be so serious. And I have received that in more of a passive way. There's a book that my director, Peter Keller, gave me when I was in grad school. Can't remember the title, so sorry, listeners, but I'm sure you can find it through Google. It was basically, I think, the experiences of 12 museum directors. They were interviewed by someone. Victoria Gerard:            And Peter has been a mentor for me for many years, and he said, "This is related to your schooling. I got this. I think you would really like it." And one of the female directors, which are very few and far between, in that book said something basically to the effect of, if you don't realize that the workplace is just a game, then you're doing it wrong. Victoria Gerard:            And that kind of trivializes it because you do have to work very hard, but it is, again, like I said, going back to that Drucker talk about managing relationships, and if you can't show up at work and be like a nice person, and love where you are, and make it be like a game, I think you are doing it wrong. Victoria Gerard:            So, I've got her name written down in my planner, like in my notable quotable section, and even though I got that passively from many people, that was like the active experience of getting that advice, was from that book. Rachel Jimenez:           Perfect, and if you could send us that afterwards- Victoria Gerard:            I will. Rachel Jimenez:           We can put it in the show notes for everybody. Victoria Gerard:            Yeah, really interesting book. Rachel Jimenez:           So, what's the worst career advice you've ever received? Victoria Gerard:            I kind of want to say that the worst career advice I've ever received is what I've been repeating, which was someone has to die for you to get this job, because I think it talks about everything that's wrong with the field. And maybe that was more of an East Coast mantra, because it's very much so true in my experience at the time, could be different now. It was like an old boy's club in my industry, my specialization. Victoria Gerard:            And I don't think that advice like that helps anyone or helps the field move forward, and I think there's a lot of issues at play right now in the museum world, especially about salary, and in the academia kind of spectrum as well, about paying your dues, and you don't make money until a certain point, and blah-blah-blah. And I think that way of thinking doesn't help move the industry or make the people working very hard for the future of the industry, it doesn't incentivize them. Rachel Jimenez:           Right. Megan Elledge:            So, favorite CGU faculty member. Victoria Gerard:            Well, not just because he recommended me, but definitely Josh. Josh and I had kind of a funny meeting, because I took his, I don't remember the class, but it's like the intro to museum studies class. I needed an elective, and I set up a meeting with him because I said something to the effect of, you know, can I be in this class? I have all this experience and I don't want to annoy you or anyone else. Victoria Gerard:            And so, here I am, probably like this overconfident grad student taking myself too seriously as I talked about, and Josh was really nice. And yeah, come in, whatever. But as the semester wore on, I felt like he really ended up respecting my opinion as a professional, and allowing me to share things that he probably didn't count on being able to discuss, because of my experience and the real world kind of element. Victoria Gerard:            And it was really great to be respected that way as a graduate student and as a professional. And I think that's what's so special at Claremont. Another favorite Claremont memory is during commencement, when you are walking in and all the faculty is clapping you in. I've been to so many commencements, and I have never seen that, and I always felt like that was a huge respect moment. And that's so very true to what Claremont Graduate is about, respecting you as an adult, as a scholar, as a equal, and I got to see that through Josh, so, thank you, Josh. Rachel Jimenez:           So, last question, what is your wildest career aspiration or dream? Victoria Gerard:            Okay, well, something I really like to think about is, you know, the copyright office, let's say, just for example. At one time, the US copyright office had to get two copies of everything that was given a copyright, and I feel like I have this dream of these government warehouses with tons of like, dusty boxes and things left uncataloged, although I don't know, but I assume uncataloged. Victoria Gerard:            And that's my museum nerd dream, is just to go in and catalog all those things, and work with those kind of collections and government archives, not because it's anything secret, like the X-files or anything like that, no. It's just kind of like museum curatorial collections neurosis of wanting to organize stuff. Rachel Jimenez:           Well, serendipity has been a theme of this. So now that you've put it out there on this podcast, maybe it will come true. Victoria Gerard:            Anyone needs me to organize their dusty secret warehouses, you know where to find me. Rachel Jimenez:           Well, thank you so much. This has been an excellent interview. We really appreciate it, and I'm sure it will bring a ton of value to our listeners. Victoria Gerard:            Thank you, always happy to do it and help students, so it's always a pleasure. Rachel Jimenez:           Rachel here. The book that Victoria mentioned is titled Eleven Museum Directors: Conversations on Art & Leadership by Michael Shapiro. Also, I wanted to give you an update. Since our recording, we have some delightful news. Victoria has recently been promoted to Vice President of Collections and Special Exhibitions. Megan Elledge:            If you enjoyed this episode and want to support this podcast, here are three easy steps. One, subscribe to the podcast. Two, leave us a review on iTunes. Three, know someone who could benefit from this podcast? The greatest compliment you can give us is sharing this with others. From Studio B3 at Claremont Graduate University, thank you for listening. We look forward to seeing you back here on How Did You Get That Job.  

This week me and Larry talk with Starlight is a software engineer and she has an MBA degree from Drucker School of Business, Claremont Graduate University. She also just wrote a really great kids book called, The Galactic Adventures of Hazel You can buy the book right here https://www.galacticadventuresofhazel.com/ Also check her out on twitter https://twitter.com/starlight_4512 and IG https://www.instagram.com/galacticadventuresofhazel/?hl=en Links https://www.facebook.com/somethingsomethingpodcast/ Get a free audiobook from Audible https://www.audible.com/ep/freetrial?source_code=PDTGBPD060314004R Erick's stuff https://twitter.com/erickaslov https://www.instagram.com/whoiserickkaslov/ https://www.youtube.com/channel/UCE6h5n-6fEGBMaVNVNv37CQ?disable_polymer=true Larry's stuff https://twitter.com/LarrySands3 https://www.instagram.com/larrysands2/ Something Something stuff https://www.instagram.com/somethingsomethingpodcast/ https://www.youtube.com/channel/UCdFxsEENQdcwQbIIQ9VFqzg/videos --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/something-something-podcast/support

Dr. Stephey welcomes Celeste Palmer to the Move Look & Listen Podcast. Celeste is a brain injury survivor and the founder of Bridging the Gap, a traumatic brain injury support group & resource network. With roughly 1.2 million optic nerve neurons per eye, there's almost no who escaping the negative visual consequences when suffering from a brain injury. Dr. Stephey and Celeste discuss how memory, gait, balance, risk-of-fall injury, motion sickness, headache, dizziness, speech perception, visual motor integration, etc. are affected in traumatic brain injuries.  Bridging the Gap - Connecting Tramatic Brain Injury Survivors: http://tbibridge.org Douglas W. Stephey, O.D., M.S. 208 West Badillo St Covina, CA 91723 Phone: 626-332-4510 Website: http://bit.ly/DouglasWStephey Website Videos: http://bit.ly/DrStepheyOptometryVideos The Move Look & Listen Podcast is brought to you in part, by Audible - get a FREE audiobook download and 30-day free trial at www.audibletrial.com/InBound If interested in producing a podcast of your own, like the Move Look & Listen Podcast, contact Tim Edwards at tim@InBoundPodcasting.com or visit www.InBoundPodcasting.com   Transcription Below: Tim Edwards: The Move Look & Listen Podcast with Dr. Doug Stephey is brought to you by audible. Get a free audio book download and a 30 day free trial audible membership at audibletrial.com/inbound. You'll find over 180,000 titles to choose from, including several books mentioned here in the podcast. Support the Move Look & Listen Podcast by visiting audibletrial.com/inbound.  Dr. Stephey: If our two eyes are not working together well as a fast synchronized team, our internal mapquest continues to be off. It's consistently inconsistent with our ability to judge time and space. Those that don't feel well-grounded, those that have some measure of anxiety, oftentimes it starts in the visual system. If you can't move, look and listen in a fast, accurate, effortless, sustainable, age appropriate, meaningful way, you're in a world of hurt. There's a whole world in vision and how it affects brain function that no one's ever shared with you. 20/20 is perceived as a holy grail of going to the eye doctor. Well, I'm here to change that paradigm.  Tim Edwards: This is episode number nine of the Move Look & Listen podcast with Dr Doug Stephey. I'm Tim Edwards with the Inbound Podcasting Network. And today Dr. Stephy, this is exciting. We have our very first guest ever in this podcast and I have to say you've chosen a really great one to join us today.  Dr. Stephey: That's fantastic. I'm glad Celeste is here.  Tim Edwards: We're welcoming Celeste Palmer, the founder of Bridging the Gap and a traumatic brain injury survivor. And we're going to talk about what you do at your practice, Dr. Stephey in helping people that have suffered a traumatic brain injury. One of which of course is our very own guest, Celeste Palmer. Celeste, thank you for joining us today.  Celeste Palmer: Oh, well thank you guys. I'm really happy to be here.  Tim Edwards: Now, Celeste, if you wouldn't mind before we get started, I want to introduce our audience to you and let them know your story. You and I had a wonderful conversation a couple of weeks ago and you explained what happened to you and how you have bounced back with flying colors certainly so and to influence the lives of many of those who are benefiting from Bridging the Gap. So please start with your story. Celeste, if you wouldn't mind.  Celeste Palmer: Well, as I've been told my story is that I was in a near fatal car accident on May 1st 2000. And from that it was a retrograde and an antegrade amnesia. So the first 50 years of my life, I don't know, I've been told about them kind of scheduling. And the main thing is that I decided to start over. And to make a new Celeste and in the process of creating that, I've had the wonderful opportunity to meet and know a whole community of people and experiences that have turned out to be just amazing. From Peter Drucker at the Drucker School at Claremont Graduate University to numerous hospitals, rehab hospitals, organizations like the university and, and other schools. And so, that brings us forward to last summer. I believe it was when I met Dr. Stephey and through another one of our participants in a support group and said, "oh my gosh, this is timely." Because I had had vision therapy years ago after the accident because yes, it isn't about being 20/20. It's about being able to see and get your balance back and be able to walk without walking into things. And so it was absolutely amazing to have Kim introduce us and be able to then have someone to talk to and not only talk to, but to have him listen.  Tim Edwards: Have him listen, yeah. That's one of the things that certainly separates Dr. Stephey from, from the rest, for sure. Celeste, you said something that really struck me when you said, from what I've been told, I've suffered a traumatic brain injury. So you're telling us you have absolutely zero memory of the first 50 years of your life.  Celeste Palmer: Right.  Tim Edwards: And if that is not the epitome of reinventing oneself, I don't know what is. I can't even imagine having to relearn everything. And is that the truth? Literally relearning how to move your body, how to speak? Tell me how that worked.  Celeste Palmer: Well, when you're asked if you're in pain, you have nothing to compare it to. So the initial experience was I couldn't answer the questions. The first neurological evaluation you get is, you know, who's the president? Do you know where you are? Questions like that. And I didn't answer them according to the initial first responders, doctors at emergency and things like that. So it was pretty clear from their reports that I really didn't know what it was to be human and I didn't recognize my son when he was brought to the hospital. There were bits and pieces of information, but nothing that really stayed for any length of time or really was the glue of history. But the body and the brain hold muscle memory, I'll call it. So there was 50 years of learning that was in the muscle, bones, tissues that make up the human body. And I think that is what continued on. And so as people told me things, as I started, you know, walking. The fact that I couldn't get through a normal doorway made me think that I was huge. That I couldn't fit through the doorway then to come to find out that that had to do with how the eyes, we're not working with the brain the way they used to and things like that. So, fascinating. Tim Edwards: It is fascinating and an amazing journey of which you've been on. And you've discussed briefly about that journey on how you and Dr. Stephey intersected. So Dr. Stephey, if you wouldn't mind joining the conversation now. Letting us know what your thoughts were when you first met Celeste and what you did for her.  Dr. Stephey: One of the most striking things for me is, here we are in 2018 and yet the brain injury community through absolutely no fault of their own, don't know that optometrist like me exist. And part of the reason it seems is that we seem to have an identity problem in getting our message out there. And it's not from lack of trying. I don't know exactly what the obstacles are. I have a feeling I have some idea and some idea is that I almost get the impression that parts of the rehab community doesn't want to know that we exist or doesn't believe that what we do is as powerful as it is. I know, when I first met the member that introduced Celeste and I, and I told you this story a couple of weeks ago. She's been riding horses most of her life and suffered a brain injury herself 12 or 13 years ago, had done lots of rehabilitative therapies but not vision therapy. Came and started to do some work with us and it changed the relationship that she had with her horse. That really had been disrupted and I think was a significant social bond that had been severed. And so it was a powerful testimony to the work that we do and the way it can change people's lives in ways that it's easy to lose track of and not understand. So when I had the opportunity to meet Celeste, not only was I grateful for that opportunity just because of her own history, but it allowed this forum where she's got this support group and they were gracious enough to, for the first time, invite me in September of 2017 to come out and do a talk to the group. And Celeste had got the word out and I can't remember for sure. Maybe there was 12 or 15 people that were there. I think the message that I was conveying resonated with the group and then they invited me to come back again. I think it was in October and then the word spread further and there might've been 25 people that showed up at the second meeting and then they've been kind enough to invite me out a third time and hopefully in the next month or two I'm going out on for a fourth time.  Tim Edwards: Wonderful.  Dr. Stephey: Because the, so the forum that Celeste has created, it's a powerful tool. Because it's an opportunity to spread a message through the people that need it the most. And yet it's a message that has not been heard very frequently or very loudly or not often enough.  Tim Edwards: Well certainly a little bit later on the episode, Celeste, we're going to talk about Bridging the Gap. This wonderful support group that you've created that connects traumatic brain injury survivors. And let's go back to your story now. Celeste, if we could and tell us about your meeting with Dr. Stephey and what he did to help you on your road to recovery.  Celeste Palmer: The main thing I want to say about Dr. Stephey is that when you have someone who is making a change that rapidly, whether it's putting on tinted lenses or putting on the prism lenses and there's a change in how you can walk down a hallway without bumping into walls or just the fact that standing in place is not so riotous and, and you can actually think about looking at a picture and, and observing your surroundings rather than am I going to fall down? It was pretty significant. Tim Edwards: After how many visits with Dr. Stephey did you notice that difference?  Celeste Palmer: Oh, immediate. Tim Edwards: Immediate.  Dr. Stephey: Well, I think there was some change on the very first visit.  Celeste Palmer: Yes. Yes.   Dr. Stephey: The power of lenses should not be underestimated. You know, most people who know anything about the eye care community has the idea of you get lenses to see 20/20. What most people have no sensitivity to is the role that vision plays in our balance, in our gait, in our posture. One of the things that struck me with Celeste, and this wasn't initially. We had done some work together. I had prescribed her lenses with color in prism and they did provide her some level of relief. And then several weeks might have gone by. I don't remember the exact timeline, but I do remember she said, Doug, you know, I think things have changed again. Okay. Tell me more about that story and let me contemplate what we're going to try differently, and one of the memories I have. This is from several months ago, we were in the hallway and Celeste had made a comment to me about how I believe the left side of her body felt numb, including her fingertips. And I took the smallest lens change that I can make. It wasn't color, it wasn't prism. When you think about farsightedness and nearsightedness, farsightedness has to do with plus lenses. Nearsightedness with minus lenses, and then there's the word astigmatism, which is a whole different thing. But I took a plus, 1/8 of a diopter Lens. The smallest change that I could make and put it over her left eye and she could feel their fingertips when she wrote, when she rubbed them together.  Tim Edwards: That's amazing. That's amazing. Wow. I mean having. Really, it seems like such a simple solution, not to demean or devalue what you do, but it seems like it's such a simple solution that how many thousands of people are not coming to see someone like you to fix that problem. Going to neurologists or some other type of medical professional and the thousands of dollars and time and wasted time and money is spent.  Celeste Palmer: Sorry to interrupt, but the thing is that I've gone through 18 years now of seeing different levels of the medical community trying to help people in my situation and personally to go through nerve conduction studies and all these other things, you know, with people from their expertise trying to help and finding that they had to say we've done everything we can. So you're stable at the level you're at. Not meaning I was getting better or worse, but I was stable at the level I was at. Until well in back, what was it 12, 15 years ago I went through vision therapy with somebody in Texas who did similar to what Dr. Stephey does. It's been a long time since then and obviously technology is, has done amazing things as well and he stays current with what's available and so it is amazing the things that he has done that well I watched him do with others at support group where I have him bring his bag of magic tricks to support groups. So that he tries different things on different individuals and you see somebody coming in and doing the duck walk and he puts blue lenses on them and they walk across the room for the first time in front of a friend in a normal walk with his hands at his sides and his friend says, I haven't seen that in three years.  Tim Edwards: Wow. Yeah. You know, Dr. Stephey, we've mentioned several times in this podcast that I've produced several videos for you and some of the videos that we have not yet released that you have showed me through the permission of your patients, were something you see like if you were back in the old days,when you watch TV and they'd hold their hand over their head and they'd say you are healed and they get up and walk. You know, these videos you showed me where people walking on beams and they couldn't. And then you'd show me a video a moment later with a pair of lenses on and they're walking the beam without falling off.  Tim Edwards: It's, oh, I can't wait to show those videos. Absolute proof of what you do and how you adjust their lives by a simple adjustment in their lenses.  Dr. Stephey: And on a similar note, one of the reasons that I think this community of brain injury survivors is getting short changed is because medicine looks at them and says, well, there's nothing wrong with you because you look normal. And yet, when patients got a pounding migraine most days or they sit in the reception area in my office and the cars drive by on the street outside my office and they double over in pain because they are so sound sensitive, those kinds of outcomes don't show up on medical imaging.  Dr. Stephey: Right, it's not going to show up on a cat scan or an MRI. And I'm telling you, these patients' lives are being discounted because of that, and of course invariably when you still complain about the panning headache that you have or that you can't fit through the door because your body feels too big. Or you've got numbness in one side of your body. Or you're so sound sensitive that a whisper sounds like a Jackhammer in your brain when medicine doesn't understand that and ultimately just discounts that, the end game at that point is when medicine says, you know what, you need to go see the psychiatrist because you're just making this up now. I mean, that happens when somebody goes to qualify for a permanent disability and those kinds of behaviors are getting discounted. It's extraordinarily frustrating for me to hear these stories and I'm not living it every day. I kind of live vicariously through the patient's lives that I have the opportunity to see. And I think it's in great part why I do what I do. Why I listen to patients when they come and why we experiment with different lenses and different colors and different kinds of therapies. Because at the end of the day, if I don't share this information, I've had the opportunity to learn. I don't feel like I'm doing my job every day like I'm supposed to. And that's clear in the reception that I've had when I come to the support meetings and feel the gratefulness of me coming and practicing this way and simply spend time listening to what patients are telling me and then trying to come up with a solution. And you know, I think sometimes a great part of the benefit is just that we've got somebody in healthcare who's taking the time to listen.  And that's, I think, very validating for patients who have been trying for years and years and years to get someone to listen and try and help and they get pushed to the side and discounted. It's so wrong.  Tim Edwards: Well, I can also can't even imagine though, until I met you that somebody with a traumatic brain injury would even consider or think about or the thought entered their mind that they need to go see an optometrist to help them function better when really it's a weird connect, right? I mean it's kind of strange. But then, you know, you showed me the videos and we've interviewed people. And Celeste, you're joining us now of course. And the connection is quite clear. And Celeste, are you seeing that from some of the members of Bridging the Gap too? That have used some of Dr. Stephey's methods to help them function and live a happier, healthier life?  Celeste Palmer: Oh definitely. Definitely. We have, we have several that are already seeing him. We have several more that have just haven't met him yet. That's why we keep having him come back because we have people come through that are just hearing about the voodoo doctor. The magician and want to see. So even if he's coming to talk about a different subject, I have him bring his bag of tricks because there are those that haven't met. It would do them well to see the kinds of things he's offered to many of us. And the thing is he does extend, you know, have them come on over for 15 minutes off their insurance or whatever else. Or to deal with the other issues that we're dealing with. The frustration of trying to deal with the denials at insurance level. And to go the extra mile for us to get that coverage that is included back on, on, on deck. So it is a matter of understanding the, not just the vision frustration we're having because you can be told by an optometrist, well here's your 20/20 vision, but, and go home and get used to wearing these 20/20 vision glasses and still not be able to see even after months. So obviously the issue isn't entirely with the eyes being able to see with 20/20 vision. But it is the fact that the eyes aren't tracking together. The other issues that come with it, the as you mentioned before, we have sound and light sensitivity that's involved so, you know, although the eyes are so predominantly affected, hearing can be as well. And so it's, it's amazing the different aspects and watching. Well I think he was, I think he was being humble because I think we had one meeting where word had gotten out about the vision doctor. We had 45 people in the room. So yeah, he was, he was well, well received and, and folks wondering, well how do you do this and how is it that you do it, other people don't. So the questions that evening were really significant.  Tim Edwards: Well, a question I probably should have asked at the beginning of the episode is, you were talking about traumatic brain injury survivor. And that seems like a pretty broad stroke. So for our friends on other side of the speakers listening, tell us about the type of brain injuries that you can help Dr. Stephey. I mean, is this across the board? Anybody that's, I mean we're talking a concussion, yes? I would assume. But from a concussion up to what point? Is there a scale, a spectrum?  Dr. Stephey: I would say that there really is no upper end to that limit. So I'm going to say that we have the potential to help all brain injured patients. Doesn't make a difference if he had a brain injury from a car accident, a motorcycle accident, a fall, and a stroke, a concussion, repeated concussions, it doesn't make a difference. And what I would have the listeners know if they know somebody who's had any sort of a brain injury, whether it's mild or significant, almost all patients who've had a brain injury have some sort of visual consequence to it.  Tim Edwards: Dr. Stephey, you shared a story with me, I don't know, six months ago or so that really resonated. And if you wouldn't mind sharing that with us here today, and the story is about a gentleman who had suffered several concussions and as a result of those concussions, had some behavioral shifts. And those behavioral shifts lean towards a form of violence or agitation, strong agitation.    Tim Edwards: And through either vision therapy or lenses, he was able to squelch that to some degree. That's my remembrance of your story. Please tell me, I'm not sure how accurate I am.   Dr. Stephey: No, I think that's a reasonable description of what has happened. So, this is a patient who's had multiple concussions over his lifetime and repeated concussions. Right. There's an increase in risk of longterm consequences to it. And one of those consequences is to feel like you spend most days walking around on your last nerve. And so the slightest of things can just completely pushed you over the cliff. And the more I contemplate about this, the more I believe that's likely connected into this Polyvagal Theory of affect, emotion and self-regulation. And the Polyvagal Theory tied into the 10th cranial nerve or the vagus nerve. And vagal nerve tone, and how it contributes to your ability to correctly read and interpret gestural language, including facial expressions and the vagal nerve tone also facilitates your ability to read intent correctly in somebody's voice. So if you have a vagal nerve dysfunction, we'll just, we'll use that term right now.  If you've got vagal nerve dysfunction, you might glance at me across a room and think that I'm like staring you down. And all I did was make eye contact for a half a millisecond, right? Or, I might say something like, you know, hi, how you doing today? And you're like, what? How am I doing today? Like, what are you talking about?  Tim Edwards: You talking to me?  Dr. Stephey: Yeah, you're talking to me. So it's, striking the power of lenses in vision therapy to help reset that vagal nerve tone. That's what I think is happening. I don't know if I, I don't know if anybody right now is clear on the exact neurology, but that's the model and the theory of what I've learned to date that makes the most sense to me. I had a similar situation recently where somebody was complaining about the tinnitus or the ringing in the ears that was so severe for them. And I think that there may have been a recommendation to do surgery to try to reduce this ringing in her ears. And I said, let me pull up my bag of magic tricks and let's put some lenses on you and you tell me if that makes a difference. And she's like, it's dropped by 80 percent.  Tim Edwards: Wow.  Dr. Stephey: Like hitting the light switch. Now again, do I know the exact neurology of that? I have a couple of theories about it, but I don't know. And at the end of the day, would I like to know the neurology? I would love to know that. But does it diminish in any way the clinical effect of, I put the lenses on her and her tinnitus has dropped by 80 or 90 percent and I take it back off and it comes rushing back? No, I mean I don't need an experiment of 100 people at that point. If it changes your quality of life, do you care if there's some experiment or some article that's been published?  Tim Edwards: Especially one would not care because no medication is being consumed either. You know. There's no side effects.   Dr. Stephey: There's no medication, there's no surgery.   Tim Edwards: Right. It's just a pair of glasses.   Dr. Stephey: You're going to tell me I got to wear these purple glasses around. No, I'm not telling you anything. I'm telling you if you want to walk around and see and feel better then you probably should do that.   Tim Edwards: Not to mention look like a rockstar too with the cool purple lenses too, right?  Yes. Celeste Palmer: And I'm not walking around with the purple shoulder because I'm running into the door. Tim Edwards: Well put. That's right.  Dr. Stephey: That's a good one.  Tim Edwards: That's the line of the day, Celeste.  Celeste Palmer: It's all about, you know knowing where you are in your environment. And what that difference is to us. So the frustration, the anger that you're talking about with one person, yeah, it's very prevalent in our community. And we recognize it in each other. We recognize it in ourselves and not being able to do something about it without being told, oh, well you're anxious, so we'll give you a pill. You're either depressed we'll give you a pill. But to recognize that you put on these wonderful colored lenses and find out that all of a sudden the world is at peace around you when it wasn't and whether that's through the tinnitus, the sounds of things that they glare at lights. Just that there is a calm place to live without having to go through pills and the balance of, of going through what dosage works and everything.  It's just that moment. And so harking back to what we said earlier that you know, how fast after going into his office. Well, it was as quick as he said, okay, let's try these lenses. And yes, it is extremely, well it's why I had to invite him to the support group because we had caregivers as well as family members as well as survivors in there and family members and caregivers were thrilled to see their loved ones that were survivors of stroke or a concussion or experiencing PTSD, all of a sudden find a place for a few seconds even that was a much calmer place to be in that meeting. And, and already in a support group, you're in a safe place to discuss the things that are, you're having difficulty with. So on top of that, to find that with Dr. Stephey they're talking about, he was talking about explaining what we were going to be experiencing and then to all of a sudden have the magic glasses on and have that improvement of just your sense of well-being was pretty amazing.  Celeste Palmer: So you know, something else that Dr. Stephey has done for many in our group is the frustration with insurance companies denying their claims. And the fact that he is, has been willing to go the extra mile for those folks that, once you have that frustration and you try as a person already dealing with a situation like a TBI from concussion or stroke or whatever, and trying to make sense out of going after, getting your denial handled so that you can go to a doctor and get the help you need. He's gone ahead and gone to the insurance companies. He's gone ahead and stood up for us in order to get that waived  and make sure that they understand. I love the fact that when I first had my opportunity to talk to the membership services at my insurance, that what they said was well, his letter that went to them said, okay, here's what my patient needs.  Celeste Palmer: Here's what I can do for therapy for them. Here's the treatment and the bottom half of the letter was, you're going to deny this. So by the way, here's the next step. And they immediately said, okay, so that part's done. So we're going to go ahead and let you go ahead and be treated by Dr. Stephey. And that was so proactive compared to what other doctors are doing and so I can already say what goes in group that are saying, gosh, he's saying that he can help me and I can see that he can help me. So he could go ahead and with that first letter have two steps in to getting into his office and getting the treatment they need. And that was number one, the best thing. The second part was that we were finding that there are some insurance companies out there that weren't going ahead with the basic things that say Medicare approves, and he was taking that extra step and getting the federal administrative judge to approve and, and make them do what they should do by law. So to actually go that far, to stay on the phone with a frustrating process that his patients can't do because of their situation. I mean, if you have a brain injury and you're trying to make sense out of what they're saying to you, it doesn't make sense even more. Plus, it can be a trigger for those things that you're already dealing with, with a brain injury.  Celeste Palmer: So I don't have all the words, I guess right now. But to say it the most simple way, but that's part of what's wrong is that it's just the wrong thing is to ask a brain injured person to follow through with insurance companies who are there to make sure that they don't have to do what they should be doing. And here was Dr. Stephey stepping in to say, oh, I'll just go ahead and make this call to an insurance company. And then to another insurance company and at a different level take it that extra step. And he did that. So that's pretty amazing for a provider to go ahead and say, let's make this happen and since I can't make it happen overnight, I'm going to go ahead and see some patients that obviously are going to benefit right now by seeing coming to the office and getting some help.  Dr. Stephey: So in a nutshell, here's, the insurance issues and there's kind of a flow chart of things. So the first question to be asked is, is this insurance code for vision therapy, a covered benefit? And that's a yes or no question. If you have a medical plan where this code typically nine, two, zero, six, five, it's one of the insurance codes. If you're a medical plan says, well no, that's a specific exclusion in your plan. You're probably not going to win on appeal. It doesn't mean that we shouldn't try, but it's harder to do. But I'll take Medicare as an example. Medicare covers the nine, two, zero, six, five code. But if you have a Medicare HMO, you don't have the same freedom to see who you want to see. So you're confined to your medical group network. If you've got a Medicare HMO, I will write a treatment authorization request letter on your behalf.  Dr. Stephey: Here's the patient, here's the findings, here's how it's showing up in their real life. Here's the treatment plan. If you don't have an in network doctor that does this work, I'm happy to provide the care on this patient's behalf. Send me a contract and let's move on. Now I know that medical groups don't have anybody like me in their network. But they don't know that yet or they don't want to know that because the doctors that owned that medical group, if they don't have a contract, a doctor already in network, the doctors that's on the medical group have to pull out their wallet and pay me to do this work. With a premium dollars that the patient has put in their wallet. So it's really the patients money to start with, right? It's not the doctors' money, it's the patients' money, but I'm telling you this is a monster problem and it's true.  Dr. Stephey: Most doctors would just go, oh your medical group said no. If you want this help, I'm happy to provide them for you and it's going to cost you x number of dollars over the next number of months. And of course if you're a brain injury sufferer, you don't have a lot of money. So I've decided that I need to step up my advocacy game and try to push this through and get this changed and let me tell you it's not easy. And there's one patient specifically that I met in September, the first time it came and spoke to the group, I wrote to her medical group. She has a Medicare HMO. They denied her care. They sent her to somebody in network that doesn't do this therapy. I followed up with a letter to the medical group and said, where you sent her was inappropriate.  Dr. Stephey: So I want you to reverse that denial and allow her to come and see me. The medical group said no again, but this time they said, well, it's not because you're out of network that they've denied care. It's because her blue shield insurance said that this is not a covered benefit. So I wrote to Blue Shield and said, what the heck? This is a covered benefit by Medicare. You have to step up your game and provide the same things that Medicare does. Blue Shield said,no, we're not going to. I said, fine. Then I will appeal it to an independent third party who I've dealt with before and they're useless. I'm telling you this third party, I don't even know why they exist, so I knew the third party was going to be a continued denial, but that's the game and I said I'm going to see this out, so appeal to the third party, the third party without really any investigation of their own, sided with Blue Shield and said we uphold their denial and I said, okay, what's the next level of appeal?  Dr. Stephey: And they said, well, you can appeal it to a federal judge with the Office of administrative hearings for Medicare. Great. Sign me up. That's what we're going to do next then. Now mind you, this started in September and I had the phone call with the federal judge and Blue Shield in late March and so the judge and the Blue Shield representative and I are on the telephone and I explained my situation. Judge this is a covered code as an in network regular medicare provider. I build this code all the time. Medicare covers it. I've had other Medicare HMOs cover the code. I don't understand what blue shield is saying. And the judge says to the Blue Shield Rep, so what do you have to say? And the Blue Shield rep says, well, you know, judge, we've looked it, we just can't find anything in Medicare laws that says this is a covered benefit.  Dr. Stephey: And that's what I did to him. I shut my head. I'm like, what are you talking about? I, I said, judge, you want me to get you paperwork from Medicare? I'll do it. She said, I'm going to leave the case open for three weeks because I'm going to go on vacation. I said, I will have you information for Medicare before the day is out. And she said, great. I got all my Medicare stuff together. I faxed it to her and the Blue Shield people about an hour after we had the phone call, it took another six weeks for the judge to finally find in favor of the patient and said, Blue Shield you're misinterpreting Medicare law. You're going to approve this therapy. So this can be done. And my mission, it's a slow process, but my mission is to make these Medicare HMOs and the medical groups raise their game. Because these are people that are suffering every day, get no help when actually help is here and it's available and it's benefits that are covered by Medicare and they're still getting denied care and that's just wrong.  Celeste Palmer: We don't want this to be on the 6:00 news as a news flash. We want this to be common knowledge that doctors like Dr. Stephey are out there and it's not news. It is something that is when you need it, you go to that person and, there's the help. You know, this isn't, this needs to become common knowledge and, that's why I'm doing this. That's why we put it on the website, our website. That's why we have this support group to get the word out there any way that we can.  Tim Edwards: Well that of course is a beautiful, wonderful segue too, if you wouldn't mind, Celeste. Tell us a little bit more about Bridging the Gap, connecting traumatic brain injury survivors. You just kind of did a little bit with the type of people that have suffered various forms of brain injuries, but tell us what to say. Say Somebody is listening and they have themselves suffered or someone in their family or a friend that they know. How could they benefit by joining your support group other than what you've already told us here in this episode?  Celeste Palmer: Well, when I was going through this, I had several people, including the folks at the university, Peter F. drucker and his wife Doris were calling me the wonder woman. And I thought, well, I don't know any other way to be other than I could hide under the quilts, but instead I was researching trying to find my own help because I was told by some of the greatest neurosurgeons in the area that they were learning more from me than they could really help with diagnoses and how to recover from what had happened to me in a near fatal car accident. So, all of the research I was doing though, my friends were finding out that some could help me. But 98 percent was for somebody else, some other recovery, and they said, well don't lose that research, put it on a website, become a nonprofit.  Celeste Palmer: And I said, I'll find a nonprofit that I can help. It sounds like too much work. Nope, nobody else was doing it to the degree they are today. So the growth of this thing after starting Bridging the Gap, which is tbibridge.org, is to have a bunch of resources for folks that have been tried and proved that they work and to have the interviews and talks that we have and the books and the movies and videos that we've seen a place to go and find those things to help others. Because it's difficult to find obviously Dr. Stephey and others who are a benefit to, to all of us and all the different areas of recovery. What works for one won't work for another because every brain injury is different. So every recovery has to be unique.  Tim Edwards: Well, you're unique. And this is a wonderful resource for those that have suffered a brain injury. And we invite everybody to go visit a tbibridge.org. If you know somebody who has suffered a brain injury, we will of course have the links on the show notes. And Celeste, you have been a delight to join us today. Thank you so much for your time and being with us here in the Move Look & Listen podcast.  Celeste Palmer: Well thank you so much and thank you Dr. Stephey every time.  Dr. Stephey: Thank you.  Tim Edwards: Thank you for listening to the Move Look & Listen Podcast with Dr. Doug Stephey brought to you by audible. Get a free audio book download and a 30 day free trial of audible membership at audibletrial.com/inbound. You'll find over 180,000 titles to choose from, including books mentioned here in the Move Look & Listen podcasts. You can listen to these books through your iphone, your android, your kindle, your computer, or even an MP3 player. And if for any reason and at any time you choose to cancel your membership, you keep all of your audio book, downloads. Give it a shot for 30 days. You got nothing to lose. Support the Move Look & Listen podcast by visiting audibletrial.com/inbound. We will include a link for your convenience, in the show notes of this and every episode of the podcast. And of course if you like some more information regarding Dr. Stephey's practice or to make an appointment, we will include links in the show notes to Dr. Stephey's website and his youtube channel.  Tim Edwards: Dr. Stephey's website is stepheyoptometry.com. That's s t e p h e y optometry.com. You can also call the office at 626-332-4510. Again, all of Dr. Stephey's contact information will be included in the show notes of each and every episode. One last request before we let you go on to the next episode, please subscribe to the podcast from whichever platform you might be listening in. Of course, it is free to subscribe and it ensures that every time we post a new episode, you'll find it right there waiting for you to listen in your podcast app of choice. We really do appreciate your listening and until next time for Dr. Stephey of the Move Look & Listen podcast. I'm Tim Edwards with the Inbound Podcasting Network.          

Dr. Ayanna Howard is a Professor and the Linda J. and Mark C. Smith Endowed Chair in Bioengineering in the School of Electrical and Computer Engineering at the Georgia Institute of Technology. She is also the Associate Chair for Faculty Development in Electrical and Computer Engineering and Director of the Human-Automation Systems Lab. In addition, Ayanna founded and is the Chief Technology Officer of the company Zyrobotics which provides mobile therapy and educational products for children with differing needs. Ayanna likes to exercise and do Zumba in her free time. She has been a certified Zumba instructor now for about eight years, and it has been a fun way for Ayanna to unwind from her work. In terms of her research, Ayanna is a roboticist who builds, designs, and programs robots that interact with people in the real world. Ayanna completed her undergraduate studies in engineering at Brown University, received her master’s degree and PhD in electrical engineering from the University of Southern California, and earned her MBA from Claremont University, Drucker School of Management. Before joining the faculty at Georgia Tech, she worked as a Senior Robotics Researcher and Deputy Manager in the Office of the Chief Scientist at NASA’s Jet Propulsion Laboratory at the California Institute of Technology. Ayanna has been the recipient of many awards and honors, including the Brown Engineering Alumni Medal, the Computer Research Association A. Nico Habermann Award, the Anita Borg Institute A Richard Newton Educator ABIE Award, The National Society of Black Engineers Janice Lumpkin Educator of the Year Award, the IEEE Early Career Award in Robotics and Automation, the California Women in Business Award for Science and Technology, Engineer of the Year Award from the Los Angeles Council of Engineers and Scientists, the Allstate Insurance Distinguished Honoree for achievement in science, the NASA Space Act Award for Fuzzy Logic Engine for Space Applications, the NASA Space Act Award for Path Planning Graphical User Interface, the NASA Honor Award for Safe Robotic Navigation Task, the NASA Lew Allen Award of Excellence for significant technical contributions, and the Jet Propulsion Laboratory Technology and Applications Program Honor Award. She has also been awarded the Georgia Tech Electrical and Computer Engineering Outreach Award, Faculty Woman of Distinction Award, Class of 1934 Outstanding Interdisciplinary Activities Award, and the Residential Life Cornerstone Award for Outstanding Contributions to the Community. In addition, Ayanna has been named an Honoree of The Root 100 and among the MIT Technology Review Top 100 Young Innovators of the Year. Ayanna joined us for an interview to discuss her life and science.

Examining the unique challenges of managing creativity, as well as the role that creativity plays in effectively managing organizations. Guests include: Tim Brown of IDEO, author David Burkus, Mattel executive Grace MacArthur and professor Bernie Jaworski of the Drucker School of Management at Claremont Graduate University.

Gayle D. Beebe became Westmont's eighth president on July 1, 2007, after serving as president of Spring Arbor University in Michigan for seven years. He received master's degrees in divinity from Princeton Theological Seminary, in philosophy of religion and theology from Claremont Graduate University, and in business administration in strategic management from the Peter F. Drucker School at Claremont Graduate University. He completed his doctorate in philosophy of religion and theology at Claremont Graduate University in 1997. An active scholar, Dr. Beebe has published numerous articles and edited several publications. Dr. Beebe serves on the boards of Santa Barbara's United Way, the Santa Barbara Symphony Orchestra, the Council for Christian Colleges and Universities and the Christian College Consortium. He and his wife Pam have three children.

Gayle D. Beebe became Westmont's eighth president on July 1, 2007, after serving as president of Spring Arbor University in Michigan for seven years. He received master's degrees in divinity from Princeton Theological Seminary, in philosophy of religion and theology from Claremont Graduate University, and in business administration in strategic management from the Peter F. Drucker School at Claremont Graduate University. He completed his doctorate in philosophy of religion and theology at Claremont Graduate University in 1997. An active scholar, Dr. Beebe has published numerous articles and edited several publications. Dr. Beebe serves on the boards of Santa Barbara's United Way, the Santa Barbara Symphony Orchestra, the Council for Christian Colleges and Universities and the Christian College Consortium. He and his wife Pam have three children.

Dr. Gayle Beebe earned a bachelor's degree from George Fox University in Oregon. He holds master’s degrees in divinity from Princeton Theological Seminary, in philosophy of religion and theology from Claremont Graduate University, and in business administration in strategic management from the Drucker School at Claremont Graduate University. He completed his doctorate in philosophy of religion and theology from Claremont Graduate University in 1997. Prior to coming to Westmont, Beebe served as the president of Spring Arbor University in Spring Arbor, Michigan.

Dr. Gayle Beebe earned a bachelor's degree from George Fox University in Oregon. He holds master’s degrees in divinity from Princeton Theological Seminary, in philosophy of religion and theology from Claremont Graduate University, and in business administration in strategic management from the Drucker School at Claremont Graduate University. He completed his doctorate in philosophy of religion and theology from Claremont Graduate University in 1997. Prior to coming to Westmont, Beebe served as the president of Spring Arbor University in Spring Arbor, Michigan.

Dr. Gayle Beebe earned a bachelor's degree from George Fox University in Oregon. He holds master’s degrees in divinity from Princeton Theological Seminary, in philosophy of religion and theology from Claremont Graduate University, and in business administration in strategic management from the Drucker School at Claremont Graduate University. He completed his doctorate in philosophy of religion and theology from Claremont Graduate University in 1997. Prior to coming to Westmont, Beebe served as the president of Spring Arbor University in Spring Arbor, Michigan.

Dr. Gayle Beebe earned a bachelor's degree from George Fox University in Oregon. He holds master’s degrees in divinity from Princeton Theological Seminary, in philosophy of religion and theology from Claremont Graduate University, and in business administration in strategic management from the Drucker School at Claremont Graduate University. He completed his doctorate in philosophy of religion and theology from Claremont Graduate University in 1997. Prior to coming to Westmont, Beebe served as the president of Spring Arbor University in Spring Arbor, Michigan.

Gayle D. Beebe became Westmont's eighth president on July 1, 2007, after serving as president of Spring Arbor University in Michigan for seven years. He received master's degrees in divinity from Princeton Theological Seminary, in philosophy of religion and theology from Claremont Graduate University, and in business administration in strategic management from the Peter F. Drucker School at Claremont Graduate University. He completed his doctorate in philosophy of religion and theology at Claremont Graduate University in 1997. An active scholar, Dr. Beebe has published numerous articles and edited several publications. Dr. Beebe serves on the boards of Santa Barbara's United Way, the Santa Barbara Symphony Orchestra, the Council for Christian Colleges and Universities and the Christian College Consortium.

Dr. Gayle Beebe earned a bachelor's degree from George Fox University in Oregon. He holds master’s degrees in divinity from Princeton Theological Seminary, in philosophy of religion and theology from Claremont Graduate University, and in business administration in strategic management from the Drucker School at Claremont Graduate University. He completed his doctorate in philosophy of religion and theology from Claremont Graduate University in 1997. Prior to coming to Westmont, Beebe served as the president of Spring Arbor University in Spring Arbor, Michigan.

Gayle D. Beebe became Westmont's eighth president on July 1, 2007, after serving as president of Spring Arbor University in Michigan for seven years. He received master's degrees in divinity from Princeton Theological Seminary, in philosophy of religion and theology from Claremont Graduate University, and in business administration in strategic management from the Peter F. Drucker School at Claremont Graduate University. He completed his doctorate in philosophy of religion and theology at Claremont Graduate University in 1997. An active scholar, Dr. Beebe has published numerous articles and edited several publications. Dr. Beebe serves on the boards of Santa Barbara's United Way, the Santa Barbara Symphony Orchestra, the Council for Christian Colleges and Universities and the Christian College Consortium.

Dr. Gayle Beebe earned a bachelor's degree from George Fox University in Oregon. He holds master’s degrees in divinity from Princeton Theological Seminary, in philosophy of religion and theology from Claremont Graduate University, and in business administration in strategic management from the Drucker School at Claremont Graduate University. He completed his doctorate in philosophy of religion and theology from Claremont Graduate University in 1997. Prior to coming to Westmont, Dr. Beebe served as the president of Spring Arbor University in Spring Arbor, Michigan.

Dr. Beebe earned his bachelor's degree at George Fox University in Oregon. He received master's degrees in divinity from Princeton Theological Seminary, in philosophy of religion and theology from Claremont Graduate University, and in business administration in strategic management from the Peter F. Drucker School at Claremont Graduate University. He completed his doctorate in philosophy of religion and theology at Claremont Graduate University in 1997. An active scholar, Dr. Beebe has published numerous articles and edited several publications. Gayle D. Beebe assumed the leadership of Westmont as its eighth president July 1, 2007, after serving as president of Spring Arbor University in Michigan for seven years.

Dr. Beebe earned his bachelor's degree at George Fox University in Oregon. He received master's degrees in divinity from Princeton Theological Seminary, in philosophy of religion and theology from Claremont Graduate University, and in business administration in strategic management from the Peter F. Drucker School at Claremont Graduate University. He completed his doctorate in philosophy of religion and theology at Claremont Graduate University in 1997. An active scholar, Dr. Beebe has published numerous articles and edited several publications. Gayle D. Beebe assumed the leadership of Westmont as its eighth president July 1, 2007, after serving as president of Spring Arbor University in Michigan for seven years.

Gayle D. Beebe became Westmont's eighth president on July 1, 2007, after serving as president of Spring Arbor University in Michigan for seven years. He received master's degrees in divinity from Princeton Theological Seminary, in philosophy of religion and theology from Claremont Graduate University, and in business administration in strategic management from the Peter F. Drucker School at Claremont Graduate University. He completed his doctorate in philosophy of religion and theology at Claremont Graduate University in 1997. An active scholar, Dr. Beebe has published numerous articles and edited several publications. Dr. Beebe serves on the boards of Santa Barbara's United Way, the Santa Barbara Symphony Orchestra, the Council for Christian Colleges and Universities and the Christian College Consortium. He and his wife Pam have three children.

Gayle D. Beebe became Westmont's eighth president on July 1, 2007, after serving as president of Spring Arbor University in Michigan for seven years. He received master's degrees in divinity from Princeton Theological Seminary, in philosophy of religion and theology from Claremont Graduate University, and in business administration in strategic management from the Peter F. Drucker School at Claremont Graduate University. He completed his doctorate in philosophy of religion and theology at Claremont Graduate University in 1997. An active scholar, Dr. Beebe has published numerous articles and edited several publications. Dr. Beebe serves on the boards of Santa Barbara's United Way, the Santa Barbara Symphony Orchestra, the Council for Christian Colleges and Universities and the Christian College Consortium. He and his wife Pam have three children.

Gayle D. Beebe became Westmont's eighth president on July 1, 2007, after serving as president of Spring Arbor University in Michigan for seven years. He received master's degrees in divinity from Princeton Theological Seminary, in philosophy of religion and theology from Claremont Graduate University, and in business administration in strategic management from the Peter F. Drucker School at Claremont Graduate University. He completed his doctorate in philosophy of religion and theology at Claremont Graduate University in 1997. An active scholar, Dr. Beebe has published numerous articles and edited several publications. Dr. Beebe serves on the boards of Santa Barbara's United Way, the Santa Barbara Symphony Orchestra, the Council for Christian Colleges and Universities and the Christian College Consortium. He and his wife Pam have three children.

Gayle D. Beebe speaks on the scripture, Romans 12. He became Westmont's eighth president on July 1, 2007, after serving as president of Spring Arbor University in Michigan for seven years. He received master's degrees in divinity from Princeton Theological Seminary, in philosophy of religion and theology from Claremont Graduate University, and in business administration in strategic management from the Peter F. Drucker School at Claremont Graduate University. He completed his doctorate in philosophy of religion and theology at Claremont Graduate University in 1997. An active scholar, Dr. Beebe has published numerous articles and edited several publications. Dr. Beebe serves on the boards of Santa Barbara's United Way, the Santa Barbara Symphony Orchestra, the Council for Christian Colleges and Universities and the Christian College Consortium. He and his wife Pam have three children.