Podcasts about Duran

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Danielle joins the interns to talk about her craziest guest experience, how she balances being a mom and working for so long, and how the show has changed during her time on the air. Plus, we find out what Danielle would cut from the show, debate whether or not we would travel to space and find out what advice Danielle has for incoming interns!See omnystudio.com/listener for privacy information.

Alexander Mercouris on YT:    / @alexmercouris  The Duran on YT:    / @theduran  #war #ukraine #russia #unitedstates #israel #palestine #ww3 #news #china #tariffs #usa

K&K Full Show: Hot Take Tuesday And Jarren Duran's Admission 04-15-25 full 3712 Tue, 15 Apr 2025 14:12:54 +0000 5BYeHvXXBF99vNrseWxlOJyxDpCFb75N latest,wwbx,society & culture Karson & Kennedy latest,wwbx,society & culture K&K Full Show: Hot Take Tuesday And Jarren Duran's Admission 04-15-25 Karson & Kennedy are honest and open about the most intimate details of their personal lives. The show is fast paced and will have you laughing until it hurts one minute and then wiping tears away from your eyes the next. Some of K&K’s most popular features are Can’t Beat Kennedy, What Did Barrett Say, and The Dirty on the 30! 2024 © 2021 Audacy, Inc. Society & Culture False https://player.amperwav

Kacy Maitland From Samaritans Talks About The Jarren Duran Story full 579 Tue, 15 Apr 2025 14:05:11 +0000 C2ZknMEm3VTDODz7gEOahB2UFED8WRhw latest,wwbx,society & culture Karson & Kennedy latest,wwbx,society & culture Kacy Maitland From Samaritans Talks About The Jarren Duran Story Karson & Kennedy are honest and open about the most intimate details of their personal lives. The show is fast paced and will have you laughing until it hurts one minute and then wiping tears away from your eyes the next. Some of K&K’s most popular features are Can’t Beat Kennedy, What Did Barrett Say, and The Dirty on the 30! 2024 © 2021 Audacy, Inc. Society & Culture False https://player.amperwavepodc

So many catchers in this snack size episode.  We've got pinky injuries, rolled ankles, welcome back dingers with glasses, and only dingers against Toronto. The Orioles help build an outdoor classroom at Harlem Park Elementary with a donated playoff share, and players fill its library with their own favorite books.  Pottymouth is well aware that she should roster her NYY bf but you can't take the Boston out of the fantasy team manager. What happened to Mike Trout is NOT what happened to Mookie Betts, it's not against the rules, but please stop doing it anyway. Duran is missing a huge opportunity to atone for past mistakes and change lives, but nope. Please read this piece by Kevin Blackstone in the Washington Post about the team of Jackie Robinson visiting the Trump White House.  We would have just ranted, but he just lays it all out there, calm, cool, and cutting. Pottymouth walks us through all the connections between the tragic roof collapse of the Dominican nightclub and so many MLB players. Patti picks “person in front of whom all ideas for alternate team identities must be run before selection” as her next career.  The River Cats/Gold Diggers really put her over. Puerto Rico looks like the only place we can stand to visit for WBC games – want to join us?We say, “Rivaling this on the classy scale…” “Honorable mention to a non-croucher,” and “That's so much more concise for all those words I just said…” Fight the man, send your game balls to Meredith, get boosted, and find us on Bluesky @ncibpodcast, on Facebook @nocryinginbball, Instagram @nocryinginbball and on the Interweb at nocryinginbball.com. Please take a moment to subscribe to the show, and leave us a review on Apple Podcasts or wherever you listen to NCiB. Become a supporter at Patreon to help us keep doing what we do. We now have episode transcripts available!  They are available for free at our Patreon site. Say goodnight, Pottymouth. 

Let's be honest, holiday gatherings (like that big Easter feast we just enjoyed, or any fun spring get-together!) are awesome, but sometimes the cooking part can feel a bit daunting, right? You want amazing flavor, maybe something a little bit healthier, but who has time for hours of complicated prep? Well, ditch the drab and dial up the delicious, because Celebrity Chef George Duran – that culinary wizard you know and love from Food Network, TLC, and countless TV appearances – is swooping in like a kitchen superhero! He's bringing his signature energy and smart cooking secrets to help you whip up impressive, fresh flavors using trusted, time-saving staples: Dorot Gardens® and Mighty Sesame®. Forget fussy chopping and messy jars! George has crafted two incredible, "better-for-you" recipes that are bursting with taste and designed for real life: Cozy Up with a Twist: The Plant-Forward Herbed Shepherd's Pie!

Former MLB Pitcher Josh Towers and Scott Seidenberg discuss the latest stories around baseball with a look at the betting markets.

The best conversations about the Red Sox this week from The Greg Hill Show, Jones & Keefe, and WEEI Afternoons. Reacting to the Red Sox's tough series against Toronto and discussing the new Red Sox Netflix documentary ‘The Clubhouse,' including Jarren Duran's revelation that he once attempted suicide. Plus, Alex Cora's weekly interview with WEEI Afternoons and ‘The Front Office Report' with Craig Breslow on The Greg Hill Show.

The best conversations about the Red Sox this week from The Greg Hill Show, Jones & Keefe, and WEEI Afternoons. Reacting to the Red Sox's tough series against Toronto and discussing the new Red Sox Netflix documentary ‘The Clubhouse,' including Jarren Duran's revelation that he once attempted suicide. Plus, Alex Cora's weekly interview with WEEI Afternoons and ‘The Front Office Report' with Craig Breslow on The Greg Hill Show.

The best conversations about the Red Sox this week from The Greg Hill Show, Jones & Keefe, and WEEI Afternoons. Reacting to the Red Sox's tough series against Toronto and discussing the new Red Sox Netflix documentary ‘The Clubhouse,' including Jarren Duran's revelation that he once attempted suicide. Plus, Alex Cora's weekly interview with WEEI Afternoons and ‘The Front Office Report' with Craig Breslow on The Greg Hill Show.

Fitzy teases the whole show. Who won the week? Mego thinks that Jarren Duran is a clear winner. She cannot believe that the Netflix crew kept his disclosure under wraps. It is very impressive. It's such a real issue and it means so much to the community. Fitzy is on the same page. Even pro baseball players deal with mental health issues that can lead to bad thoughts. Now, Duran is an advocate for people who need help. It means so much. Fitzy thinks that Jayson Tatum is also the winner of the week. He has just been so good for the Celtics all season! Are the Thunder a formidable opponent?

Fitzy teases the whole show. Who won the week? Mego thinks that Jarren Duran is a clear winner. She cannot believe that the Netflix crew kept this disclosure under wraps. It is very impressive. It's such a real issue and it means so much to the community. Fitzy is on the same page. Even pro baseball players deal with mental health issues that can lead to bad thoughts. Now, Duran is an advocate for people who need help. It means so much. Fitzy thinks that Jayson Tatum is the winner of the week. He has just been so good for the Celtics all season! Are the Thunder a formidable opponent? When people imagine baseball, they imagine it at Fenway when it is 25 degrees outside. Just kidding, the weather has been atrocious. So many people just gave up and did not show up to the game last night. It is important for Trevor Story to have confidence this season. He needs to understand his role, and it seems like he is doing right now. At least Buehler looked better last night. It was his longest start in three years! Celtics talk. Mego says NO MORE MOCKS! How does anyone think that the Jaylen Brown injury is a good thing?

This week on Diggin Weekly, we're diving deep into the latest MLB news and stories around the league. From Vladimir Guerrero Jr.'s massive extension to the rising trend of early contracts, we break down what's really going on behind the scenes.We also touch on the latest in player mental health with a thoughtful conversation about Jarren Duran, reflect on MLBPA dynamics, and share stories from inside the clubhouse—including facing Kenley Jansen, food poisoning with Bellinger, and memories of Yordano Ventura.Plus, reactions to the new Netflix Red Sox documentary, thoughts on Caglianone's call-up, and hilarious takes on "Foul Ball Guy."The guys also talk about the tragic news coming from the Dominican Republic at the Jet Set nightclub. Former MLB players Octavio Dotel and Tony Blanco were among on those killed in the incident.---------HostsEric Hosmer /⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ @hosmer305⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Mike Moustakas / ⁠⁠@moosetacos8⁠⁠Chuck Philpott / ⁠⁠⁠ ⁠@chuckphilpott⁠Interact with the Diggin' Deep crew on:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ / ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ / ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Twitter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ / ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠TikTok⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Advertising & Partnership inquiries: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠diggindeep@moonballmedia.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠a⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ MoonBall Media⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Podcast

From 'Baseball Isn't Boring' (subscribe here): Red Sox outfielder Jarren Duran met with the media to talk about his appearance in the recently-released Netflix docuseries 'The Clubhouse' in which he reveals he attempted suicide during his 2022 struggles. The outfielder elaborated on his struggles with mental health, how he has learned to evolve and the satisfaction that his revelation has positively impacted some who are also struggling with their own mental health issues. To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

Red Sox manager Alex Cora joined WEEI Afternoons with Hart, Fitzy and Johnson to discuss Garrett Crochet's early-season performance, the struggles of Walker Buehler and Tanner Houck, Kristian Campbell's defensive growth, Jarren Duran's mental health, his relationships with former Red Sox players and more.

LEAD WITH CONFIDENCE: Julie Riga's Proven Strategies for Readiness, Growth, and SuccessThis episode of Stay on Course features Julie Riga, a certified coach, trainer, speaker, and author, as she shares her expertise on leadership mastery, readiness, and confidence. With her extensive experience in the Pharma Industry and as a coach, Julie provides valuable insights on how to build leadership skills, create a strong foundation for business growth, and overcome common obstacles.In this informative episode, Edith Duran, a digital marketing specialist, interviews Julie Riga about her approach to leadership coaching and the importance of readiness, confidence, and growth. Julie shares her journey of helping CEOs and entrepreneurs build leadership skills, create a strong foundation for business growth, and overcome common obstacles. She discusses the challenges people face in finding their role as a leader and how to overcome imposter syndrome.Whether you're looking to improve your leadership skills, build confidence, or grow your business, this episode is packed with valuable insights. Julie's passion for helping individuals build leadership skills and her innovative approach to coaching make this a must-listen for anyone striving for personal and professional growth.Key Ingredients in Julie's Expertise:The importance of readiness and confidence in leadershipHow to overcome imposter syndrome and build leadership skillsThe concept of creating a strong foundation for business growthTips on how to create a playbook for business successStrategies for building a strong team and delegating tasks effectivelyThe benefits of building leadership skills, including increased confidence and better decision-makingConnect with Julie:Learn more about Julie Riga and her services by visiting:Website: https://www.julieriga.com/

A major league All-Star who attempted suicide is speaking up to encourage others struggling with their mental health. Correspondent Gethin Coolbaugh reports.

WARNING: Today's show features a topic about suicide. If you or anyone you know are struggling please call or text 988 to speak with someone who can help! Today's word of the day is ‘inflammation' as in the Dodgers as in Blake Snell as in the White House as in big money as in replacements. Blake Snell said he's been trying to tough it out through shoulder soreness but could not make it through a bullpen. First year of $182 million deal. Yikes. Except the Dodgers were all smiles at the White House, because their roster is stacked. (11:30) The Mayor of Anaheim wants the Angels to be from Anaheim. That's what she said in a letter if the team wants to stay there with a new stadium. (18:00) Jarren Duran of the Boston Red Sox opened up about his struggles in a new documentary on Netflix. He spoke about his mental health troubles and a time where tried to take his own life. So many people and so many athletes struggle. Please call or text 988 if you need to talk. (30:15) Review: Black Bag. (34:20) The Detroit Tigers tried to fire an Assistant GM last week and he resigned before that. Why? He was sending lewd photos to female staffers. Rising star no more. (42:40) NPPOD. (47:40) Is Ted Leonsis primed to buy the Nationals? He owns the Wizards and the Capitals and he owns the local RSN. But the only way the Nationals get on his station… is if he owns them! Learn more about your ad choices. Visit podcastchoices.com/adchoices

WARNING: Today's show features a topic about suicide. If you or anyone you know are struggling please call or text 988 to speak with someone who can help! Today's word of the day is ‘inflammation' as in the Dodgers as in Blake Snell as in the White House as in big money as in replacements. Blake Snell said he's been trying to tough it out through shoulder soreness but could not make it through a bullpen. First year of $182 million deal. Yikes. Except the Dodgers were all smiles at the White House, because their roster is stacked. (11:30) The Mayor of Anaheim wants the Angels to be from Anaheim. That's what she said in a letter if the team wants to stay there with a new stadium. (18:00) Jarren Duran of the Boston Red Sox opened up about his struggles in a new documentary on Netflix. He spoke about his mental health troubles and a time where tried to take his own life. So many people and so many athletes struggle. Please call or text 988 if you need to talk. (30:15) Review: Black Bag. (34:20) The Detroit Tigers tried to fire an Assistant GM last week and he resigned before that. Why? He was sending lewd photos to female staffers. Rising star no more. (42:40) NPPOD. (47:40) Is Ted Leonsis primed to buy the Nationals? He owns the Wizards and the Capitals and he owns the local RSN. But the only way the Nationals get on his station… is if he owns them! Learn more about your ad choices. Visit podcastchoices.com/adchoices

(00:00) The crew kicks off the show by wishing Beetle a happy birthday and discussing the Red Sox tough loss at home against the Toronto Blue Jays. (11:58) Zolak and Bertrand react to the interview from the new Red Sox Netflix documentary “The Clubhouse” with outfielder Jarren Duran when he opens up about his mental health and struggling with suicidal thoughts during his early years with the team. (24:41) Zo and Beetle react to the Netflix director of the Red Sox documentary talking about the budget they had with the Red Sox and how manager Alex Cora explained to him that you really get to know the players in Spring Training to show character for the show. (34:41) We finish out the hour by discussing the Patriots' team plane and the National Championship between University of Houston and the Florida Gators.

On today's Three Point Stance: Hart has an offer that Travis Hunter can't refuse, Fitzy advocates for a Patriots' trade in the draft, Ted voices his support for Jarren Duran, and Stiz follows up on his argument with Ted about Bill Belichick last week.

In today's episode, Melissa introduces two authors from the new anthology, "Latinas in PR", Brenda Duran and Anais Biera Miracle.About Brenda:Brenda Duran is a seasoned media and communications specialist with over a decade of impactful service in Los Angeles County. Currently the Director of External Affairs for the LA County Justice, Care, and Opportunities Department, she has excelled in expanding social media presence, launching successful multimedia campaigns, and crafting strategic messaging for key public programs. With a journalism degree from USC's Annenberg School, Brenda's career spans government communications and print media, showcasing her expertise in driving outreach and innovation across diverse platforms.Connect with Brenda on LinkedIn.Check out Brenda's website. About Anais:Anais Biera Miracle has 20 years of experience in communications, with expertise in litigation public relations, crisis communications, and nonprofit leadership. Anais is the Chief Communications Officer for one of the largest, Latino-led nonprofit organizations in the United States. Anais lives in Austin with her husband and daughter. Connect with Anais on LinkedIn.Topics covered:- How the authors got in Public Relations- What inspired them to share their story- A preview of each author's story- Advice for someone taking a step forward in their career- Buy your copy of "Latinas in PR" on AmazonResources mentioned: - "Latinas in Public Relations: Shaping Communications, Communities, and Culture"- "Smart Talk: Public Relations Essentials All Pros Should Know"- MVW Communications

Chad opens the hour talking about Jarren Duran of the Red Sox opening up in a new Netflix documentary about his battle with depression and surviving a suicide attempt. Later, two WCCO listeners join to show their courage by sharing about their battles with depression and their own suicide attempts.

Apparently Duran was a lot more down and than we thought

Antonio Brown is going off the deep end // Talking more about the Sox Netflix series highlight Duran's mental health // Greg thinks Cooper Flagg should be playing on the Celtics //

Wiggy doesn't like the quality of college basketball // Curtis thinks Vrabel is enabling Drake Maye to be entitled // Courtney spotlights Jarren Duran's struggle with mental health // Curtis and Wiggy argue over college basketball ratings // They Said It: Shaq admonishes the players and play in today's NBA // The News With Courtney: It's panic Monday with looming tariffs // Antonio Brown is going off the deep end // Talking more about the Sox Netflix series highlight Duran's mental health // Greg thinks Cooper Flagg should be playing on the Celtics // Greg got himself wrapped up in a true crime case and the doc producers join // Courtney's husband takes some unnecessary shrapnel in Hill Notes // Inspirational Vet Travis Mills joins to talk about his latest project //

(00:00) Zolak and Bertrand discuss the Red Sox sweeping the Cardinals, focusing on Triston Casas’ struggles at the plate. Beetle highlights that the Fenway experience is back, and they share their thoughts on the Sox's opening series. (12:49) The crew discusses Rafael Devers bouncing back from a slow start, including his first homerun of the season . They also talk about the dynamic duo of Devers and Alex Bregman. Additionally, they cover Vladimir Guerrero Jr.'s contract extension with the Blue Jays. (25:27) The guys discuss the latest details from the Red Sox Netflix documentary, releasing tonight. In one episode, Jarren Duran opens up about his suicide attempt and how struggles on the field affected his mental health. They also touch on Duran and Triston Casas trying to fix Duran's car outside of Fenway. (32:42) The guys discuss the Patriots' return through the Joe Milton trade. They mention Mike Reiss reporting that Mike Vrabel views the voluntary offseason program as a key checkpoint for team culture. Beetle argues that this highlights how Milton was bad for the team's culture.

After a rough start to his Major League career, Jarren Duran opens up on his struggles with mental health. Did the Red Sox do Chaim Bloom dirty? With the successes of Abreu, Anthony, Campbell, and Mayer, do fans need to give Bloom more credit?

Fitzy thinks the Patriots need to bring back a passing back, and Dan thinks Alex Ovechkin still trains Sydney Crosby as the best active NHL player.

Why would any leader choose to take on a transformation that requires rethinking how they lead, how their organization functions, and how they learn? In this episode, we dive deeper with Cliff Norman and David Williams, co-authors of Quality as an Organizational Strategy, exploring Chapter 11: “Getting Started.” They share powerful stories, practical steps, and the deep-rooted challenges leaders face when shifting from conventional methods to building true learning organizations grounded in Dr. Deming's philosophy. This conversation highlights why improvement cannot be delegated, why leadership transformation is essential, and how to begin the journey—with clarity, commitment, and courage. TRANSCRIPT 0:00:02.1 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today we are going to continue our conversation with Dave Williams and Cliff Norman about their book Quality as an Organizational Strategy. I found this book fascinating because I think it's addressing something where there's been a bit of a hole and that is how do we think about the strategy of our business? And so we already had our conversation in a prior episode about the overview of the book, but today we're going to be talking about specifically, now this is kind of funny because we're going to be talking about the back of the book and that is chapter 11, getting started. Dave, why don't you take it away?   0:00:53.3 Dave Williams: Well, thanks, Andrew. Thanks for having us back on the Deming podcast. So, as you mentioned, part of the way that the book is laid out is that it describes kind of the foundations that are behind quality as an organizational strategy and begins sort of with an introduction that explains a good bit about how Dr. Deming had this provocation of a need for leaders to transform the way that they approach leading organizations. And part of that was to move not just from process based improvement projects, but to start to think about major systems in the organization and to pursue quality as the overall strategy and create a continuous improvement organization or learning organization. And so the book lays some of the foundation behind the science of improvement or behind profound knowledge that underpin the thinking, walks through quality as an organizational strategy, as a method of five interdependent activities. Then at the end it comes back full circle to say, well, this is great, now you've learned about these theories and methods. But a natural question for any leader would be, how do I get started? And one of the first things that we talk about in that section actually is about why leaders would want to do this transformation.   0:02:30.9 Dave Williams: And this actually came from a conversation that Lloyd and Cliff and I had in 2020 where we were talking about getting on this journey of building the book. And we all kind of recognized that this was really, really hard work. And we were curious or we, we didn't have a good answer of what was our theory about why somebody would deviate from the way in which they work today and embark on a transformational change of the way that they approach leadership, the way that they approach organizations. And actually I ended up going on a journey of interviewing a whole host of leaders who had been influenced by Deming, who had been involved in improvement in healthcare, folks like Dr. Berwick and Paul Batalden and Brent James. I interviewed some folks in the UK and other places, like John Seddon, and asked them, oh and I should Blaine Godfrey, who had been the lead of the Durand Institute, and I posed the question, what causes somebody to want to embark on this change? And many people actually had a hard time articulating it. But the answer that emerged, or actually Blaine Godfrey was the one that kind of framed it the best, I think, for us, was a number of things.   0:03:57.7 Dave Williams: Sometimes it's something like a book like this comes out and people read it and it's interesting and new. Sometimes it's an event happens, a patient safety event or a major accident or something of which causes people to have to change or do something different. Sometimes it's a discouragement with a desire that you know you could do better, but you don't have methods or know how to. So there were a host of things that we listed, and those are some of a sample of them that might invite somebody to say, the way that we're working today is not getting us to the level that we want to. And now we want to embark on something different. And we might look to something like quality as an organizational strategy as a method for us to transform the way that we're working and build on the shoulders of Deming's philosophy and the science of improvement and do it differently.   0:04:56.0 Andrew Stotz: And when I look at the book, you guys are bringing together a lot of different stuff. It's not just a Deming book. It's Deming is a part of this, and that's fascinating. One of the questions I have is when we look at, let's say, a business owner, a business leader is looking for answers, as you said, maybe it's an event, maybe it's a discouragement, maybe it's a feeling like we can do better. Maybe it's just being beaten by competitors. They come to a point where they start looking for answers and they find some fantastic books, authors, ideas, consultants, all this and I think about whether that's Peter Drucker or whether that's the Lean movement or whether that's, let's say Taguchi or something like that is the teachings that you guys are talking about - and I'm going to specifically ask about the teachings of Dr. Deming. Is it more or is it more difficult or less difficult to implement than other books or styles or methods that someone's going to come across?   0:06:08.7 Cliff Norman: I have to quote one of my colleagues here who probably knew about more about Deming than anybody in API or all of us combined, that's Ron Moen, who did, I think it was 88 seminars, four-day seminars with Dr. Deming. Dr. Deming once told him, he said, Ron, I believe you've been to more of these and I've been to. And it's kind of a joke. He had a great sense of humor. But you know, Ron told me the problem with Deming is he's asking us to change. And there's all sorts of things out there that require the management and the leadership, they really don't have to do anything different. And there are several things out there. In fact, Philip Crosby, one of the three gurus during when they launched, he was more the evangelical and had a way of talking to management so that they understood it, which that was his contribution to all that. But when Six Sigma came up and black belts and all that, and Crosby looked at him and says, that's not going to change the system. He said, all you're doing is killing a bear for management, killing a bear for management, and then you'll get a black belt.   0:07:19.9 Cliff Norman: You know, And I thought, wow that's pretty profound. Because the management at that point doesn't have to do anything, just have the black belt ceremony. There's absolutely no change on their part. Where Deming, as Ron says, he's kind of a pain. You've got to learn about variation, you got to learn about Shewhart charts. You've got to be able to put together a family of measures for your organization. You've got to understand your organization's system. You need to understand psychology, you need to understand theory of knowledge and how people learn how they change. And nothing else out there puts that on leaders. And so that was a question that Dave was lending back to. Why would somebody do this to themselves? You know, why would they take on this whole extra thing to learn and all the rest of it. And for the people that I know that have made that, that bridge, the pure joy that they get and the rewards they get from people who are learning and that they're leading and that they're changing and they're able to go to other organizations and repeat this and call them up and say, thank you so much for helping me learn how to be a real leader.   0:08:35.8 Cliff Norman: I mean, that's the reward in it. But it requires a real change on the part of the leader. And I don't know of anything else, Andrew, that actually requires that kind of in depth change. And there was one of our leaders, Joe Balthazar, he had Jane and I do four years in a row with his leadership team, teach them the science of improvement. The same curriculum, same leaders, four years in a row. And the second year I was doing it, I said, don't we need... No, no, Cliff, I want you to do exactly what you did last year. He said, it takes years for people to understand this. And I thought, wow, this is unbelievable. But on the fourth year, the VP of sales walked up to me and he says, I think I figured it out. And I thought, wow. And it does it literally... Because you've got to depart from where you've been and start thinking about how you're going to change and let go of what's made you successful up to this point. And that's hard, that's hard for anybody to do.   0:09:47.2 Cliff Norman: And anybody's been through that four day seminar knows when they crossed that path that all of a sudden they had to say, you know what I've been doing, I can see where I've been, the problem and not the solution. And that's tough for us. That really is tough. And Deming says you have to give up that guilt trip. And once you understand the theory of variation, once you understand systems, once you understand psychology and theory of knowledge, it's time then for you to move on and let go of the guilt. I hope that makes sense. But that's the difficulty in this.   0:10:17.6 Andrew Stotz: It reminds me of two, it made me think about two things. I mean, I was just a 24 year old guy when I attended the seminars that I did, and they weren't even four day. I think they were two-day ones at Quality Enhancement Seminars in, what was it, George Washington, I think. But the point that I remember, as just a young guy who I was, I pretty much admired all these business leaders. And then to see Dr. Deming really nail em to the wall and say it's about you changing. And whether he was saying that directly or whether that he was implying that through the Red Bead experiment or other things, it's about you shaping the system. That really blew me away because I had already read some books and I was pretty excited. And then it also made me think about, let's say there's a really good book, I would say Good to Great by Jim Collins that highlights some things that you can do to succeed and make your business better. And you can just buy that book and hand it to your management team and go, hey, implement what you learned from this book.   0:11:20.8 Andrew Stotz: Whereas with the Deming book, it's like there's just so much more to it. So I guess the answer to this is it is more takes time. There's more thinking going on. And I think that's part of the whole point of what your book does, is to help us map it out. So why don't we go through and think about this and kind of maybe step by step through what is the starting point and how do we go?   0:11:45.4 Cliff Norman: Andrew, I just got to add to what you just said there and go back to Joe Balthazar at Hallmark Building Supplies. He shared with me that, and he's the one that said I want you to do these four year seminars dedicated Deming's idea of Profound knowledge. And he said, Cliff, the day I made it, I knew I'd made it. Is my son Joey spilled his milk. He's about three years old. And he said, I started to do my normal leap across the table and he said I was about mid air. And I thought, oh my, this is what they do. This is part of their system. This is common. And I'm treating this like it's special. And that was so profound for him. And when, when you move beyond the Shewhart chart and you see events in your life around you relative to the theory of variation, common and special cause variation at a deep way like that, that's the kind of transformation you want to see in a leader. And Joe will tell you he's forever grateful for Deming and everything he's learned, and I think that's the reward. But people need to be willing to go on that journey, as Dave was saying.   0:12:53.0 Andrew Stotz: So Dave, why don't you walk us through a little bit of what you guys are teaching in that chapter.   0:13:00.3 Dave Williams: Sure. Well, one of the next steps obviously is if somebody, if a leadership team thinks that they want to go on this journey, there's some considerations they got to think about. As we've already sort of alluded to or touched on, this is a leadership responsibility and a leadership change. And so there's got to be will amongst the leadership team in order to say we want to work together and work hard to do this work. That this is not something that, similar to Cliff's example of say, having black belts, that we can just hand it off, somebody else will do it, and we can just keep going about our business and hope. It's important that leaders spend time recognizing and thinking about the fact that this is going to involve them doing work, doing effort, changing the way that they think, changing the way that they practice. And I like to say it's good hard work. I mean it's going to be something that's deeply rewarding. But it does require them to have that will. And with will then it's going to come time and energy, right? They've got to make the space, they've got to create regular routines and opportunities for them to learn just in terms of content, learn in terms of practice or application and learn in the process of doing the improvement work and doing the change to the way that they work in the organization.   0:14:38.0 Dave Williams: So there's going to be a need to build in that ability. And then a third thing is to ask whether you think this is something that you can do on your own or whether it might be useful to have help. And help may be an internal, a consultant, but likely not to promote consulting it but, but there's a good chance that you're going to need somebody that has both experience in improvement and helping people do results-driven improvement as well as somebody who has experience doing system wide change through a lens like QOS. And, and the advantage of that often is it it gives you as a leadership team to focus in on your job of thinking and looking and learning and allow somebody else to be an external intervener, somebody who comes in and creates some of the support, some of the context, some of the ways that can make it easier for you to step back and look at your organization in a different way. And so many times those are some of the things that should be considered as teams working through it. Cliff, what would you add or improve upon.   0:16:07.3 Cliff Norman: The idea of external help. Deming was pretty black and white about that. I was kind of surprised. I went back and read one of his quotes. He said, "I should mention also the costly fallacy held by many people in management that a consultant must know all about a process in order to work on it. All evidence is exactly the contrary. Competent men in every position, from top management to the humblest worker know all there is to know about their work except how to improve it. Help towards improvement can come only from outside knowledge." And I was reflecting on that today with Jane who's been involved in this for 40 plus years also. I said Jane, when he said that, I think it was accurate because at that time she and I were going to Duran seminars. There's only two books out there with methods. One was Ishikawa's book on Guide to Quality Control. And the other was Feigenbaum's book. And then of course you had Duran's book on The Quality Handbook, which was a nice doorstop. But there wasn't that much knowledge about improvement. And the worst part where Deming was really getting to was there's very few people you'd run into that actually under the Shewhart methods and charts and understand the difference between special and common cause variation.   0:17:27.0 Cliff Norman: And so you had to bring that kind of knowledge in from the outside. And frankly, we've had people go off the rails here. You know, Dr. Deming in the teaching of statistics has identified analytic studies which is focused on looking at data over time and trying to understand that and simple methods and approaches and then what he calls enumerative statistics, which is use of T tests, F tests and all the rest of it, which assumes that under the IDD principle that data is independent and identically distributed. Well, if you have any special causes in the data set, it blows up both of those assumptions and the use of those methods doesn't offer any help in prediction. And as Dr. Deming often said, prediction is the problem. And then go back to Shewhart. And Shewhart said, things in nature are inherently stable, but man-made processes are inherently unstable. So when Dave and I first do a Shewhart chart for a client, we don't expect for it to be stable. We expect for to have special causes. And as Dr. Deming said and also Dr. Juran, that when you get a stable system, that in and of itself is an achievement, that means nobody's messing around with the system anymore.   0:18:43.0 Cliff Norman: And you see this in the simplest things, like in an office, somebody will walk in and they think that their body is the standard for what the internal temperature should be for that room. So then they walk up and they start tampering with the thermostat. And by the end of the day everybody's irritated because we've had so many bodies up there with their standard. Moving the funnel on us here, and just leaving it alone would probably all be better off. But you have to learn that. And I think that's what Dr. Deming was saying, is that that kind of knowledge is going to come from the outside. Now the good news is is that since he wrote that in 1986, we've got a lot of people out there and some of them are in organizations that do understand the Shewhart methods and can understand the difference between common and special cause variation. They do understand the difference between a new and analytic studies and statistics and they can be of help. So the Deming Institute has a room full of these people show up, but they're at their gatherings annually. So we're a lot further along than we were in 1986.   0:19:45.2 Andrew Stotz: Yeah. So let's go through that for just a second. Some considerations you've talked about. You know that it's a leadership change. Right. And you gotta ask yourself, are we ready to work on this? And you know, this is not a hands-off thing. The second thing you talked about is time and energy. Are we ready to make the space for this? We have to have regular meetings. You know, we've gotta really... There's some work involved here. And then the third part you've talked about is outside help. And you mentioned about this story of Joe Balthazar and how he asked you to do the same topic over and over for four years. And imagine if he was telling his team, let's meet and try to implement some of this stuff on our own. Everybody dig into a book and then let's try. It would be very difficult to make that kind of progress compared to bringing an outside person. Which also brings me to the last thing that you said, Cliff, which was the idea that Dr. Deming had mentioned, that you need an outside person to truly change something. Everybody's got the expertise on the inside.   0:20:44.5 Cliff Norman: I appreciate you summarizing that because my job and working with Joe and leadership team, I was meeting with him every month. But what the four years that Jane and I spent were the next levels of his leadership. You know, it wasn't the leadership team. And I'm glad you brought that up because it was the very next level that he wanted exposed to this and the VP of sales that came in, he was new, so he had to be part of this group because he wasn't there originally. And so there was that ongoing... He wanted that next generation that was going to take over for him and the others to really understand this. So I'm glad you summarized that for me to help.   0:21:30.5 Andrew Stotz: Yeah. And I think one of the starting points too, I mean, the body of work, not just this book, but the other books that you guys have been involved in and produced provide a lot of the starting points for this. So there's a lot there. Dave, where do we go after these considerations? And the people say, okay, yeah, leadership says, we want to make this change. We're ready to make some time for it. We're willing to get outside support and help. Where do we go next.   0:21:57.7 Dave Williams: Right. Well, one thing that we typically invite a leadership team to do is to take kind of a self assessment of where they sort of see their baseline in relation to the methods and activities of QOS. So in chapter one of the book, there's actually a table that is 10 different categories. And then each leader takes it independently and they rate their level of agreement with different definitions from 0 to 10. 0 being this really isn't present, and 10 is, I'm very, very far along on this journey that in the book that's out now, there's a summarized table, it's on a page. But actually in the QOS field guide that we're working on publishing this year, there's a much more detailed version that we use in practice that has deeper definitions, but basically it works its way through purpose and leadership and systems thinking and measurement and all the things that are tied into QOS and what... And as I mentioned, we have each individual member of the leadership team take it independently and then we bring those scores together to learn together.   0:23:32.5 Dave Williams: And there's different ways in which you can display it. In the book, we show an example of a leadership team's scatter plot where it shows the rating and then it also shows the standard deviation amongst that exists between the leadership team. It's very, very common for leaders to not be in agreement in terms of their score in each of the different areas. You know what I said, It's a 0 to 10 scale. Typically, in my experience using the tool, people tend to be between a 2 and a 6 and hovering around a 2 or a 4. But it sort of looks like a buckshot or shotgun blast where there's a very... If you were to put dots where everybody scores, where there's variation that exists. And that's good because it's useful for the team to pause and think about why they assess the organization the way that they did. Looking at it through this new lens, where are the places that there's agreement and also where are the places that there's variation? And that helps them to be able to think about the fact that through this process, they're likely to both improve their assessment of the organization, but also increase their agreement about where they are and what they need to do to move forward and what they need to do to improve.   0:25:05.2 Dave Williams: And so that's a useful starting point, gets everybody kind of on the same page, and it's something that we can use at intervals as one of the ways to continually come back and evaluate progress towards the destination of pursuing quality as an organizational strategy.   0:25:23.7 Andrew Stotz: Yeah, I mean, I imagine that self assessment, it helps you too when you work with companies to be able to really understand, okay, here are starting point with this company is really, they just really don't know much about all of this stuff, whereas you'll have some other clients that basically, wow, okay, there's a lot of knowledge here about it, but how's the implementation and all that? So are we ready to change? Are we prepared to devote the time and energy? Are we going to get outside help? And where are we now? What's our starting point that's great to help us understand exactly how you step through it. What comes next?   0:26:03.5 Cliff Norman: Well, in that very first milestone, in that table, is it table three, Dave? Anyway, the very first milestone is to establish formal improvement efforts. And the reason for that is that unless people experience what it takes to develop, test and implement changes in the organizations, they really can't appreciate the structure that comes with quality as an organizational strategy. Because it's very difficult for many organizations to launch three or four improvement efforts and then bring them to fruition. And there's all sorts of stuff that happens. And then you find out very quickly whether you have managers or leaders, and organizations they've brought me in, they say, let's do some leadership training. I said, no, let's just do some improvement and then we'll find out if we have leaders or not. And one group, I won't mention who it was, but they had five people on their leadership team and they had to replace two of them because they found out they couldn't actually manage an improvement effort. And then the CEO was wondering how they actually manage their organization, which they weren't either. And so it's a rather, it's an important test in the front.   0:27:22.2 Cliff Norman: But as Dr. Juran says, it's real important to develop the habit of improvement. And if you don't know what that is, if you've never experienced it, then it's hard to say to people, gee, I need a purpose that aligns my improvement efforts. I need to understand my system so I know where those improvements are going on. I need to build an information system, get information from customers outside, people inside. I need to put together a strategic plan that actually makes improvements on purpose. That's a lot of work. And once you understand how complicated it can get in terms of just doing three or four improvement efforts and then all of a sudden you got a portfolio of 30 to do your strategic plan. Now that needs some structure, that needs some guidance and all the rest of it. But I'll just go back one step further. My own journey. I was sent by Halliburton at Otis Engineering to go see Dr. Deming 1982 in February. And coming back, I had an audience with the president of our organization, Purvis Thrash. And I went on and on about Dr. Deming. He said, Cliff, you know what I'd like to have? I said, what's up, Mr. Thrash?   0:28:27.5 Cliff Norman: He says, if you'll take this 50 million dollar raw material problem and solve this for me, I'll be a happy man and I'll give you all the quality you want. But go take care of that problem for me first and then come back to me and talk about Deming and Juran and anything else you want to talk about. So I put together four or five people and over about three months we solved his 50 million dollar raw material problem. And then he had a meeting of all executives and I was sitting with the managers in the back row and he called me to the front and he says, Cliff, will you sign this card right here? And I says, well Mr. Thrash, what is this? He says, well, I'm giving you authority to sign $50,000 anytime you need it to get all the quality we can stand here at Otis Engineering. One of the vice presidents said, well, I don't have that authority. He said, you didn't save me $50 million. You know, but once that happens, Andrew, once you do that, then you've got people that are willing to help you. And then once that takes place, I can't tell you how important, it allowed me then to bring in Lloyd Provost to help me.   0:29:36.2 Cliff Norman: And they weren't about to pay out money. They didn't like consultants, in fact, they were anti-consultant. But you saved us $50 million. I gave you $50,000. And Lloyd doesn't make that much. So get him in here, do whatever you need to go do. And I just think it's so critical that we have that demonstration project that people understand at the leadership level what we're talking about when we talk about design and redesign of the system.   0:30:00.0 Andrew Stotz: Yeah. I mean, I appreciate in the book you're talking about this concept. I'm not going to call it quick wins, but the idea is we need to get results. You know, this isn't just about talking about stuff so that's one thing that as you just illustrated, that's one point. The second thing you mentioned, is this person a leader or a manager? You know, and I think for the listeners or viewers out there, they're probably... When they heard you say that, they're probably thinking. Okay, wait a minute. Are my team managers or leaders? How do I know? What would you say? What differentiates the two?   0:30:37.2 Cliff Norman: I was fortunate to hang around Dr. Maccabee, as Deming did, and I asked Dr. Maccabee that question. He said, Cliff it's actually pretty easy. He said leaders have followers, and if you have followers, you can be anywhere in the organization, be a leader, but if you don't have followers, you're not a leader. You might be a manager with authority. You're not a leader.   0:31:02.7 Andrew Stotz: Can I ask a little bit more on that? So I'm thinking about my own business, which is a coffee factory, and I have people that are running the business, but I also have people that are running departments like the roasting department. And that area when they're overseeing this and they're doing a very good job and they're keeping things up and all that. How do I understand in a sense you could say, are they followers? Well, not really. They're people working for them and they have a good time and so do I view that person as not necessarily a leader, but more of a manager, or how do I look at it in my own company?   0:31:35.5 Cliff Norman: It could be a manager, which is essential to the organization. And that's another big difference. You see, the leader can't delegate their relationship with the people who are followers. You can't do that any more than a teacher can dedicate her class to a substitute teacher. Anybody that's ever watched that knows that chaos is getting ready to break out here because that teacher has a relationship with those students. She knows them all in a big way. And when the substitute comes in is game time in most classrooms and so forth, the managers have skills and things that they're applying and they can actually delegate those. Like when I was a foreman, I could have somebody come in and take over my department and I say assign all my people tomorrow. And they could do that. Now, in terms of the people that I was leading that saw me as a leader in that department, they didn't have that relationship.   0:32:30.2 Cliff Norman: But management or skills and necessary things to make the organization run like you're talking about, the coffee is not going to get out the door unless I have people with subject matter knowledge and competent managers to make sure that the T's are getting crossed, the I's dotted and the rest of it. But the leadership of the organization that has followers, that's a whole different person. And I think it's important. That could be anywhere in the organization. Like I had at Halliburton, I had a VP of engineering. Everybody went to him, everybody. He had 110 patents. You know, he built that system. He built the whole organization. So the CEO did not have the followers that the VP of engineering had. And it was well earned. It's always earned, too.   0:33:16.7 Andrew Stotz: Yeah. Okay, that's great. Leaders have followers. Leaders cannot delegate their authority. They have a different relationship.   0:33:24.0 Cliff Norman: They can't delegate the relationship.   0:33:25.8 Andrew Stotz: The relationship. Okay.   0:33:27.4 Cliff Norman: Yeah. Very important.   0:33:34.3 Andrew Stotz: So now let's go back to what, where we were. So we were saying some of the considerations. Are we ready to change? Are we prepared to devote the time and energy? Are we ready to get outside help and where are we now? And that self assessment that you talked about helps us to understand what's our starting point. I always tell a joke with my students about this when I talk about. I'd say, imagine you go to London and you're going to go visit your friend and you call your friend up, you say, I've arrived and I'm calling from a phone booth and just tell me how to get there. And the friend says, well, where are you? And you say, I'm not really sure. Well, do you see anything around you? Yeah, well, there's lots of buildings, but I don't really, you know. Well, do you see any names of any streets? No, I don't really see anything. But just tell me how to get there. There's something missing. If we don't know where we are, it's very difficult to get to where we're going. So now we understand where we are. We got that scatter plot that you guys have that you've talked about. Dave, where do we go next?   0:34:26.6 Dave Williams: Well, so Cliff already mentioned one of the fundamentals. And sometimes I think this is something that people struggle with because they want to jump into something new. But one of the best starting points is to focus in on improvement. And there's a number of different reasons for that. So one is that I don't know about you all, but in my experience, if I ask people, like, hey, I want to create some improvement projects and get started on improvement, I always tell people, like, if you remember the old Stephen Covey exercise where he put the rocks and the stones and the sand into a jar and poured water. And like you would do it in different orders. And I'm fascinated that people will stare at the big rocks or the things that are right in front of them, or the things that are on their agenda, or the things that are part of their strategy. And then they'll look to the side and grab some rare event or some extra thing that isn't related to that, but they've always wanted to work on. And where we try to focus people's attention is one, what are you already working on? Can you look through your and ask around, what are the things that are currently in play, projects that exist? And sometimes we won't ask, what improvement projects do you have? Because if you do that, you get a short list.   0:35:51.4 Dave Williams: Those are the things that people defined as an improvement effort, or maybe use some kind of framing to decide it was an improvement project. It may be better to in the beginning of the book, in the first chapter, we talk about different ways that you improve. And there's designing and redesigning a process. There's designing and redesigning a service or a product. There's changing a whole system. And so it can be useful to say, well, what are we doing in these areas? And that may actually create a bigger list of the various things where people are working on something that's about change to the system that may lend itself to be better activated through firing it up as an improvement project. And then, of course, there's a good chance that any organization, especially if they've done some kind of strategic planning, have some strategic objectives or some strategic priorities which they've committed to or already said, these are the things we're going to work on. So kind of crowdsourcing or bringing those together helps us to potentially find the early portfolio of projects without having to look much further, without having to say, what else do you want to work on.   0:37:07.0 Dave Williams: And then if we've got that, if we've got that list, a second thing that we can do is invite people to use the three questions of the model for improvement and reflect on can you answer these three questions? Do you know what you're trying to accomplish? Do you know how a change will result in improvement? Do you know what changes you'll make? What's your theory about how you'll get to improvement? And so having a list of the things that are already present or existing may be one first step. Another second step in the firing up a portfolio of improvement projects is asking the three questions for the model for improvement. And then a third one, if it's an active project is we have a project progress scale that you might use that can help you gauge. So I've got a project where is it on its journey towards achieving its aim or getting results? Those three can help us to sort of get a sense of the work that is at hand and that has already been sort of started in some fashion that is already in progress and maybe to get a sense of the level of definition and the progress that exists.   0:38:22.3 Dave Williams: They may not be the right projects, but that's a good place to start before trying to create new ones. And I'll hand it to you, Andrew.   0:38:30.4 Andrew Stotz: I find that interesting. Both the story that you told Cliff about fix my raw material problem and then, Dave, what you're talking about is as you talk in the book, focus first on improvement. What are we already working on? What's an improvement project we've got? What's a problem we've got? Because a lot of times, let's say in the teachings of Dr. Deming, it's like, no, get your mind right, read this stuff, read this, figure this out, think about this, go to a seminar, talk to other people before you do anything. I feel like that is oftentimes where people get caught is they get caught up in, I need a year to think about this. And can you explain a little bit more about why once we've done our self assessment and we're ready to go, that you focus on improvement rather than the thinking process?   0:39:21.7 Dave Williams: Well, because we want to... Well, one, we know that in order to get results or to get a different result than what we want, we got to change the system that we got. Right. So in order to do that, we've got to do improvement. The other thing is that there's already energy that's being expended here.   0:39:41.4 Andrew Stotz: That's a good point.   0:39:42.7 Dave Williams: The risk that often I find people run into is that they then add other projects that are not strategic into that bucket and take up more energy. I'll tell you an example. I was working with the health system here in the States and we crowdsource just the things that they were calling improvement projects. The health system had 25 active teams that were just the ones that were called out as improvement projects. When we looked at those 25 teams, the vast majority of them were not actually... They had been meeting for months and doing things for quite some time, but they actually weren't doing any changes and, or they've been testing changes for quite some time. So, now just this exercise alone by only asking, what improvement projects do you have? You realize you've got 25 teams that have been resourced or are spending energy or going to meetings or focused on something. They may not be the strategic thing that matters, but that's irrelevant right now. We just know that we already have invested some interest here. The second thing is these folks have been on this journey for quite some time and are not making progress.   0:41:01.7 Dave Williams: So that tells me something about maybe the way that they framed it. Did they charter it well? Did they have the right people in the room or the right team? Did they have the right tools and methods to be able to break down the problem and then figure out what to test and learn? So there may be some difficulty...   0:41:19.4 Andrew Stotz: Or did they even just dissipate their efforts across 25 projects too? Right in their resources, yeah.   0:41:26.1 Dave Williams: Yeah. Or there are overlaps? So there's a number of different factors. There's actually a paper that was published by a health system in the United Kingdom, and it was really interesting. They spent a lot of attention on generating will through training and getting people in the classroom and teaching them about improvement methods. And they fired up all this energy. They had a massive explosion of the number of projects that were started or where somebody went into their software. They had a software platform. Anybody could go and start a project. Well, something like 50% of those projects never actually got to PDSA testing where they changed anything. And then there were a slew of them that were stuck in PDSA testing but never saw any movement in their process measures or their outcome measures. And only a small number actually progressed in achieving their aim. And I asked the Chief Quality Officer about this, and and he admittedly said that it was very exciting that we we're generating will and getting things going, but that alone was only getting them to maybe some early design and some thinking, but they weren't getting them to results.                                                                         0:42:34.8 Dave Williams: And I said, well, what about the ones that were getting results? And he said, well, those are actually ones where we've got an improvement advisor who's got some skills and ability and improvement. There are things that are resourced, there are things that were prioritized. And man, when we did all those things, they moved from planning and organizing and thinking to testing changes and moving in a direction of goodness and getting at least results in their process measures, if not their outcome measures. And so in my mind, I was like, I appreciate you're trying to build this sort of culture, but it felt like a lot of burnt energy at the front end with all these teams getting into training and firing up their software and more energy might have been strategic in copying what was getting to results. And I think that's part of what we're trying to get to, is helping people learn. You've got if you don't have a method to figure out strategic projects, let's look at the ones you got. How are they going? Where are people at? And how effective is the capability that you have within your system right now? And the leaders want to be part of that, and they can learn within that to go, oh, wow, this is our current state.   0:43:47.2 Dave Williams: And so maybe we're going to agree to continue on with these projects. Maybe we're going to sunset some of them, but we're going to learn together about how do we get better at getting better, and how do we learn how to move projects forward and not to have them take two years. Let's try to get them down to four or six months, whether that's through scope or execution. But let's get better at getting better. And then as we're building... Developing the early activities of QOS, we'll eventually get to a point where we'll also be able to identify more strategic projects that are going to move us towards our aim or towards our purpose better. And this will help us as we're trying to build the capability to get there.   0:44:32.7 Cliff Norman: You know, Andrew, early on, when Dave went down this path, he said that we got to make sure that somebody's working on improvement. They're actually making changes. And Jane and I were working with a group, and the CEO said they've been meeting a long time. Could you down there and see what they're doing? Because nothing's happening. And we started looking through their agendas and they had everything well documented, and it was all about getting ready to get ready. And then they'd assign the dessert. Who's going to bring the dessert to the next meeting. And Jane looked at him and says this reminds me of something, Cliff. I said, what's that? Can I share my screen?   0:45:10.9 Andrew Stotz: Yeah. Yep, go ahead.   0:45:13.7 Cliff Norman: I may send this to. You may know about it, but this is Dr. Deming's Diary of a Cat. And everyday...   0:45:20.6 Andrew Stotz: It hasn't come up yet. Hold on one second. Hopefully you've got permission now.   0:45:28.6 Cliff Norman: Let me go back and check here.   0:45:33.9 Andrew Stotz: Okay. It looks like it's coming up. One second.   0:45:38.4 Cliff Norman: It said every day is today. There's no theory days of the week. But today I got up some food in a bowl, it was great. Slept some too. Play with yarn, got some food in a bowl, had a good nap, slept, food, yarn, fun. Play with a shoelace. There's a big change right there. Went from yarn to a shoelace. Some people call that a job shop. And ate, slept, had a good day, slept, ate some food, yarn, so forth. So, and the team meeting looked just like that. But there's really no changes going on relative to improvement. So Dr. Deming would often share this into four days seminar to make sure that we weren't involved in the Diary of the Cat, but we were actually doing something useful in terms of making changes in the organization.   0:46:24.4 Andrew Stotz: That's a great one. And it helps us to understand that we could be busy all day long and not improve anything.   0:46:31.8 Cliff Norman: You know, or actually confuse that with improvement. In fact, we have an operational API that my team, we were embarrassed in our first, wait a second, our first improvement guide we wrote. And Dr. Adamir Pente, who's a professor at the university in Brazil, he sent us a note and he said, I know you guys and he said you're real big on operational definitions, but you've written this book on improvement and nowhere have you, you've defined what you mean by improvement. And then he put together a three part definition that there's a design and redesign system, there's system measures and the change is sustainable and lasting and so we put that definition in the second edition. But I was confronted at a university, I won't mention which one it was, but they had 30 Keystone projects for a advanced degree program for nursing and they were convinced they were doing improvement. And when I had them apply that definition, they came up out of the thirty. They only could find two projects out of the 30 where they were actually designing and redesigning the system, which, that's the first thing Dave said are we designing and redesigning and making real changes? And people think just showing up and going through motions and all the rest of it is improvement. No, it means...   0:48:07.8 Dave Williams: Looks like we've lost...   0:48:11.9 Andrew Stotz: We lost you at the last, the last statement you just made. People are going through all this stuff and thinking that they're improving, but they're...   0:48:22.8 Cliff Norman: Yeah, it's showing up and going through motions and you know, having the meetings and making sure we assign who's bringing dessert. But we're not really designing and changing the system. We're not getting measurable changes of improvement. In other words, we haven't tracked the data over time and we can't say that the changes that we've made are going to in fact be sustainable because we haven't known what we've done to the system to deserve a sustainable change.   0:48:51.4 Andrew Stotz: By the way, what a buzzword these days, sustainability, sustainable and all that. And you just think do people really think about how we're building something that's really lasting and sustainable?   0:49:04.8 Cliff Norman: Well, we have a checklist and actually Jane designed it for the first edition and it literally lays out what changes did you make, which processes did you change, what's going to change in the documentation, whose role statements have been changed in the organization because of this change. And once all that's answered on that checklist, which is in the book, then we can... But we're pretty certain that we've created the structure to make it easy for people to do the right thing and hard to do the wrong thing. But unless that structure's changed, probably not much going to happen.   0:49:40.8 Andrew Stotz: Just for the sake of time, because I think we want to wrap up in just a bit. But there's so many stuff, so much stuff that we've been through. But I know there's even more in this chapter, but how would you start to bring this together for the person who is a leader, himself or herself, and they're listening to this and they're thinking, okay, I'm ready to make a change and I'm prepared to devote the time and energy because I see the outcome and I'm open to help, whether that's through the book and other books, whether that's through a consultant, whatever that is. And I can even do a self assessment to some extent and know where our level is, which is very low. We don't know much about this type of stuff and that type of thing. We talked about the first focus on improvement. How do they pull this all together and start moving on it?   0:50:35.0 Dave Williams: There's three things that follow the self assessment. The first one is this focus on doing improvement work and setting up a portfolio of projects. And we just kind of talked about many of the different methods that go into that. And like I said, sometimes that when you say that out loud, leaders don't initially get excited by it because they think they have it. But actually it's a powerful opportunity for you to learn about what's currently going on in the organization and about where this opportunity is to reduce a lot of the noise and a lot of the friction that's getting in the way from you getting to results. The second thing that often happens in parallel is that the leaders need to build a learning system where they're going to be able to learn together both about these projects and what these projects are telling them about their organization, about their culture, about their people, and about their capacity to get results, but also that they can start to be learning about the science of improvement and profound knowledge and the activities of QOS that are going to be part of what they're going to work on developing over the course of the first year or two.   0:51:50.6 Dave Williams: And so that typically is, that's making that space and energy. It's a blend of book learning and application and practical. Trying and looking at things within the organization. It's a very applied approach, but it's an ongoing piece of their discovery. And I often argue that this is a real opportunity for leadership because they're going to be able to see their organization in a way that they haven't seen it before. And when we talk about profound knowledge, they're going to gain this profound understanding and expertise about what they're charged with and what they own and what they want to change in a way that they haven't been able to have it before. And so it's a hard work, but rewarding work. And then third is that typically where the, where we invite people to start is to focus in on the first activity, which is to develop or establish or develop their purpose. When this work was initially framed, not everybody was as... Not everybody had a mission, vision and value statement or a purpose statement that wasn't as common, but today people do. But the difference here, and you'll see this in the chapter on purpose, is that organizations that are pursuing quality as an organizational strategy are organizations that are systems that are built to constantly be trying to match a need that exists out in the world.   0:53:34.7 Dave Williams: And so often a learning for people is to step back and have to reflect on, well, what is the need in which we are creating these products and services to match? And if we're creating these things to match the need, how do we understand what's important, what are the quality characteristics that matter? And then how do we define what our mission is in that context? And being able to say, here's why we exist and the need that we're trying to serve, and in what way? And how do we set a vision for where we want to get into the future and what are the tenants or the practical values that exist in our organization, that we want to define how we work together in terms of building in that way. And so purpose is a big focus. It's that clarity of the need, the clarity of the quality characteristics that it takes to match that need. Understanding what are the products and services that we have. I know that sounds a little trivial, but you'd be stunned how hard it is, especially in service organizations, for people to actually describe what it is that they do, what are the actual services.   0:54:54.3 Dave Williams: They might have the name of the service or the class or the whatever, but to actually say this is what we deliver, and then really think about how do I use this as our organization's sort of North Star, our aim, so that everything else that follows is going to be about building a system that produces the results that we want and produces the services that match that need. So going forward, that's going to be very, very important in instructing the direction and instructing the way in which we're going to work as a community of professional people together.   0:55:30.8 Andrew Stotz: So after self assessment, we're talking about focusing on improvement. We're talking about building a learning system, and we're talking about revisiting or establishing or developing our purpose?   0:55:43.3 Cliff Norman: Yeah, I'll just add to what you just said there, Andrew. There's three basic things that have to happen when we start working. Number one is create the habit of improvement. Start improvement right away. Second thing, Dave just went through some detail on building a system of improvement. And Dave called that a learning system, which I thought was interesting because that's what Dr. Maccabee called it when he saw the five activities. Said, these are really methods for building a learning organization. And he said, I've never really seen them before, but this is what will come out of this, which is the essence of what you want. You want people continually learning, as Dr. Deming said, so they can continually improve. But the third thing that has to happen is we have to develop internal capability for them to carry this on, because we're not going to be around with them. We've never advertised. We don't advertise for clients, and we only get word of mouth. And we're only in there to do those three things, get them started on the habit of improvement, start building the system improvement so they can take it over.   0:56:43.4 Cliff Norman: And the third thing, start developing internal capability so they can continue it on into the future. So those three things basically take off on day one. And depending on the organization, I think this is critical. Dave, you asked this question the other day, if the context is such they've got things in front of them are so bad and so challenging that they just need to work on improvement. That's where we're going to be focused. But now if they can chew gum and walk at the same time, we're going to start building the system of improvement. And the first people I want on those initial teams, I want people on there who are going to be future improvement advisors. And more importantly, they perceive them as future leaders in the organization. I don't want a cadre of a whole bunch of improvement advisors. I want leaders in the future who actually understand the science of improvement, understand these methods, so when they go to the next department, the next organization, they can carry this on. So those three things start improving, start building a system of improvement. And the third thing, start developing internal capability. Those have got to take off almost simultaneously, depending on the situation, of course.   0:57:49.8 Andrew Stotz: Well, on that note, that's quite a discussion. I'm so happy that we can have this to go in a little bit deeper into the work that you guys have done. Again, the book is Quality As an Organizational Strategy. I got mine on Amazon and it sent it to me. But I wonder if you have any last words that you'd like to share about what we've talked about today in relation to getting started.   0:58:18.3 Cliff Norman: So, Dave, why don't you talk a little bit about. Because I think this is critical. We've just finished Andrew, the book that's going to be for the people who actually have to build this system. So Dave, just say a few things about that if you would, because you.   0:58:32.0 Dave Williams: About the field guide?   0:58:33.8 Cliff Norman: Yeah.   0:58:35.5 Dave Williams: Yeah. Well, so when this body of work was first created, there was the content of which you see in this book. And then there were also a lot of exercises and methods and applications and examples that existed as well. And it was a pretty thick binder. We have created two volumes. One, the book that you have, which is the description of the theory and the method and gives you some of the tools. And we're now in the process of pulling together what we call the QOS Field Guide, which is a guide that is supporting people that are going down this journey. It follows the same structure as the book, with the exception of the, the Getting started chapter that we had at the end is now at the beginning. And it walks through in great detail various ways in which you leaders and practitioners can approach getting started and building the capacity and then working through each of the activities. And it's equal in size, I mean, it's about the same thickness. But what we tried to do is to give people really pragmatic things to do.   1:00:01.1 Dave Williams: So there are exercises where people are simulating an idea or a concept or a particular piece. There are what we call QOS applications, which are where you're actually taking the theory or the method and applying it to your own organization. There are case studies and things that have been built that might allow you to practice. There's wonderful examples of just about everything from all, from people that we have worked with over the years across multiple different fields, from my background in emergency services and healthcare to education to manufacturing to elevator companies, all kinds of great stuff. And so that will be helpful as people are trying to think about pursuing this journey and working through that first phase of developing QOS and moving into using it. And we're in the stages of having it done to be available later this year.   1:01:08.6 Andrew Stotz: Exciting.   1:01:09.2 Cliff Norman: We've tried to make it useful, Andrew, that the people have to stay overnight with the management and actually get something done and build it without being run off. That everything is there for them to make sure that they make it successfully. That's the thing we kept in mind as we kept writing this second volume.   1:01:25.2 Andrew Stotz: Yeah, I mean, I would say my experience with your guys's writing is that it's applicable.   1:01:34.1 Dave Williams: Well, Andrew, one thing I was going to add on you mentioned a lot of different examples. There are a lot of books in which people tell you a theory, but they don't tell you how to do it. Or they tell you about their own experience, but they don't actually convey the theory. The Quality as an Organizational Strategy book is laying out the theory and the methods of this approach built on the foundations of the science of improvement and profound knowledge and the Deming philosophy. The QOS Field Guide adds to that by giving you the methods and the tools and the things. It doesn't mean that that by itself you can't just go through like it's some kind of self guided tour and all of a sudden magic happens. There's a lot of work and learning and things that have to go into going through that process. But between these two volumes, a leadership team has the tools and methods that put them in position to be able to make this journey.   1:02:41.4 Andrew Stotz: Right. Well, let's wrap it up there. On behalf of everyone, I appreciate Dave and Cliff. All that you're doing and you're sharing with us and taking the time to do that. So from everyone at the Deming Institute, I want to thank you again for joining this and bringing your discussion on these topics. And for listeners, remember to go to deming.org to continue your journey. And you can find this book, Quality as an Organizational Strategy at Amazon and other booksellers. Are there even booksellers these days? I don't even know. They're mainly online these days. So this is your host, Andrew Stotz, and I'm going to leave you with one of my favorite quotes from Dr. Deming, which is "people are entitled to joy in work."  

Nuestra esperanza se fundamenta en creer que sus promesas son ciertas y verdaderas para nosotros. Esto nos ayuda a vivir el hoy, con las fuerzas que vienen de mi mañana.

A group of Silicon Valley billionaires is causing chaos in the federal government by shuttering agencies, firing workers en masse and flouting legal and political norms. According to journalist Gil Duran, the chaos is carefully orchestrated, as figures like Elon Musk, David Sacks and Peter Thiel follow a playbook conceived by far right thinkers on how to take down institutions and seize power. We talk to Duran about what these tech elites – a group he calls “The Nerd Reich” – are reading, thinking and saying. Guests: Gil Duran, journalist, produces a newsletter covering the tech industry, "The Nerd Reich" Learn more about your ad choices. Visit megaphone.fm/adchoices

The Mighty Manfred's guest this week is John Duran of The Violet Mindfield. “Autonomous Overdrive” by The Violet Mindfield is our Coolest Song in the World this week! Join the Mighty Manfred and John Duran for this week's Coolest Conversation, presented by Hard Rock

We're hiring.  Visit POSHDJs.com

(00:00) The guys discuss Kristian Campbell’s near catch in left field on Saturday against the Rangers. Milliken says he needs to settle into one position. Beetle calls Campbell the best part of the Red Sox over the weekend. T-Bone and Milliken debate whether Duran’s catch on Sunday or Campbell’s near catch on Saturday was better. Milliken explains catch probability in the debate. (12:23) Zolak and Bertrand discuss Triston Casas’ season, with Beetle noting he looks in the best shape he’s seen. Milliken and T-Bone praise his play at first base but mention his struggles at the plate, going 1 for 16. Beetle expresses frustration with Alex Cora's lineup changes, particularly with Casas. (25:18) The crew discusses Brad Marchand making his Panthers debut and the Bruins’ improving draft position during their 8-game losing streak, now with the 7th best odds in the lottery. Beetle suggests calling up everyone they want to evaluate. They also touch on the possibility of Marchand returning to Boston in free agency. (34:05) The guys react to Alex Cora explaining his lineup for today’s Red Sox game against the Orioles. Beetle expresses disbelief, suggesting that Cora is trying to bench Triston Casas against a left-handed pitcher.

Dios nos da promesas con el propósito de que las mismas nos sirvan como guía en nuestro caminar. Cada promesa de Dios es un vislumbre a nuestro futuro.

Why are advisors failing at organic growth?In this episode, Adam Holt & Derek Notman recorded live in person with industry titan Joe Duran while attending the Fearless Investing summit hosted by Nitrogen. The talk about organic growth, rollups (not the kind you eat, lol!), how selling has become a dirty word and that advisors are not spending enough time selling. Jump in to hear this interesting podcast and perspective and learn some tips you can apply today.Joe discusses:Organic growth versus consolidationHow we need to get back to sales and training the next generation of advisors how to do itThe low percentage of time advisors are focused on salesPE's role in growthAnd moreResources: Follow RethinkFA on LinkedInConnect With Joe Duran:Follow Joe Duran on LinkedInLearn more about Rise Growth PartnersConnect With Adam Holt:Asset-Map LinkedIn: Adam HoltLinkedIn: Asset-MapFacebook: Asset-MapTwitter: Asset_MapYouTube: Asset-Map Connect With Derek Notman:LinkedIn: Derek NotmanCheck out Couplr.AIAbout Our Guest:Joe Duran is a New York Times and USA Today best-selling author and a prominent figure in the financial industry. He is the founding partner of United Capital, recognized as one of the nation's fastest-growing wealth counseling firms. Before establishing United Capital, Duran served as president of GE Private Asset Management. He holds the Chartered Financial Analyst (CFA) designation and earned MBA degrees from both Columbia University and the University of California, Berkeley. Duran frequently provides financial commentary on television networks such as CNBC and CNN, and has been profiled in publications including The New York Times and SmartMoney. He resides in Laguna Beach, California, with his wife, Jennifer, and their three daughters.In addition to his role at United Capital, Duran built and led Centurion Capital as its president, demonstrating his entrepreneurial acumen in the financial sector.Duran's journey began in Zimbabwe, where he faced significant challenges during his upbringing. At 18, he left for London with just $200, marking the start of his remarkable career. Throughout his professional life, Duran has emphasized the importance of optimism, integrity, and service. He advocates for viewing the world as a kind place, giving more than one takes, and maintaining a clear vision of one's values and goals. Hosted on Acast. See acast.com/privacy for more information.

Ep 58: In this episode, I sit down with Amelia Duran-Stanton, a military officer, educator, and expert in time management, strategic planning, and career advancement. With a background in the military since age 17, a doctorate in education, and a passion for helping women take control of their schedules and goals, Amelia shares actionable strategies to help you stay focused, organized, and intentional with your time.We dive into how she balances a demanding career, motherhood, and personal growth, the most common time management mistakes women make, and how you can prioritize what truly matters without feeling overwhelmed. Amelia also shares insights from her research on women, veterans, and military spouses and why time management is a game-changer for anyone juggling multiple responsibilities.If you've ever felt like there's never enough time in the day, this episode is packed with practical tools to help you work smarter, not harder!What You'll Learn in This Episode: ✔️ The Big Rocks, Little Rocks time management method and how to apply it to your life ✔️ The biggest mistakes people make with time management and how to fix them ✔️ How to prioritize your career goals without sacrificing personal time ✔️ The power of asking for help and how Amelia balanced motherhood, career, and personal growth ✔️ Why women struggle with career advancement and the steps to get ahead ✔️ The top three things women should focus on for career success ✔️ How to build a life of freedom and flexibility—even if you move every few years ✔️ Amelia's best productivity hacks for busy womenGuest Resources & Links:

Pitching discussion. This rotation is not looking good, except for Buehler and Crochet. Houck has looked terrible. Is Newcomb the hoss of the week? Red Sox props hot off the press! Keefe goes through them. What will Duran be this season? Breg and Cora... will he go over on homers?

Kristian Campbell has made the opening day roster. What does this mean for the second base position? Worcester Sox conversation. Joey Chestnut boneless wings competition? When are we gonna see Roman Anthony this season? What on earth is going on with Yoshida? Pitching discussion. This rotation is not looking good, except for Buehler and Crochet. Houck has looked terrible. Is Newcomb the hoss of the week? Red Sox props hot off the press! Keefe goes through them. What will Duran be this season? Breg and Cora... will he go over on homers? Angry Canadian calls in, brags about Four Nations. First four rounds mock draft. Travis Hunter, OT, Trey Harrison, Trevor Etienne, edge.

La esperanza es la manera en que ponemos nuestra fe en acción.

Today, we welcome Skeery from the ‘Big Show’, talk about how he got into radio, find out which guests he’s shocked have never been on the show and whether or not there’s anyone he hasn’t enjoyed meeting. Plus, we find out if Skeery enjoys reality television, get advice on how to stay in the media business for a long period of time, and what brought him to the ‘Elvis Duran Show’!See omnystudio.com/listener for privacy information.

Una de las cualidades que necesitamos desarrollar para honrar a Dios es el agradecimiento.

SEGMENT - Arcand opens today's show with the 6 o'clock headlines discussing all the hot stories of the day across Boston sports

Gil Duran is an independent journalist and mind behind The Nerd Reich Blog, which is one of the absolute best sources of information about the Big Tech billionaires who are now attempting a hostile takeover of the United States government. In this interview, he talks about this Earth shattering story that can no longer be ignored.  Topics include: Silicon Valley, freelance journalism, transhumanism, Bryan Johnson, Don't Die conference, cult like ideology, life extension, true believers, fringe vs mainstream ideas, Neuralink, X, algorithm, billionaires, rich people are crazy, long form podcast interviews, journalists tuned out, career in politics, hostile takeover, California Forever, Solano County, secret group buying up farm land, slow growth ordinance, Network State, Mark Andreessen, Andreessen Horowitz, Amsterdam conference, surveillance and high end security, unite left and right to reject the development project, false claims of addressing the housing crisis, special economic status, Freedom Cities, Peter Thiel, potential takeover of FDA, hierarchical society controlled by a corporation, luxury bunkers, apocalyptic ethos, prepper movement, the Sovereign Individual book, homeless epidemic, accelerationist Millenarian philosophy, Exit, Voice, stealing other's ideas, Curtis Yarvin, CEO as dictator of federal government, Butterfly Revolution, duty of the Press, old and new media, Fifth Generation Warfare, 5GW, controlling perception, John Robb, information war, pressure on academia, religion, parallel reality, propaganda, disinformation, Russian influence ops, talking points, kleptocracy, oligarchy, Autocracy Inc book, Project Russia, town hall confrontations, Democratic Party hiding, former political suicide not a problem for new power players, need for pushback, force leaders to action, moral battle, AI, sci fi villains, dystopia, power of the people, fake strength, nothing but show, accountability, rationing eggs, superficial media narratives, data that federal government holds

The Washington Roundtable discusses the ideological underpinnings of Elon Musk's DOGE with the former Democratic operative and San Francisco-based journalist Gil Duran. Duran writes about the so-called cognitive élite, the right-wing Silicon Valley technologists who want to use A.I. and cryptocurrency to unmake the federal government, on his newsletter The Nerd Reich. This week's reading: “The Most Powerful Crypto Bro in Washington Has Very Weird Beliefs,” by Gil Duran (for The New Republic)  “Uncertainty Is Trump's Brand. But What if He Already Told Us Exactly What He's Going to Do?,” by Susan B. Glasser “The Felling of the U.S. Forest Service,” by Peter Slevin “Trump Is Still Trying to Undermine Elections,” by Sue Halpern “Who Gets to Determine Greenland's Future?,” by Louise Bokkenheuser To discover more podcasts from The New Yorker, visit newyorker.com/podcasts. To send in feedback on this episode, write to themail@newyorker.com with “The Political Scene” in the subject line. Learn about your ad choices: dovetail.prx.org/ad-choices

Learn more about your ad choices. Visit megaphone.fm/adchoices

In 2022, shortly after Russian troops rolled across the border into the Donbas region of Ukraine, negotiators for both sides met and hammered out an agreement to end the fighting — a deal that would have maintained the Donbas as a semi-autonomous region of Ukraine and let Ukraine proceed with plans to join the EU. Ukrainian President Volodomyr Zelensky turned down the deal, however, at the behest of NATO, and now the Ukrainian people are dealing with the fallout of this terrible decision. Jimmy and The Duran hosts Alexander Mercouris and Alex Christoforou discuss the details of the 2022 agreement and how much more Ukraine will now have to concede to end the war. Plus segments on a recent poll indicating that 71% of Trump voters oppose cuts to Medicaid and the nothingburger revelations in the most recent and highly ballyhooed Epstein files release. Also featuring Mike MacRae, Kurt Metzger and Stef Zamorano. And a phone call from Elon Musk!