Podcasts about eight types

1/30/24

Gaynor Kane, from Belfast in Northern Ireland, had no idea that when she started a degree with the OU at forty it would be life changing. It turned her into a writer and now she has a few collections of poetry published, all by The Hedgehog Poetry Press. Her latest chapbook, Eight Types of Love, was released in July 2022. You can contact Gaynor on Facebook here and Twitter here and read some poems on her website www.gaynorkane.com

The amazing Dr. Nicole Cain joins my podcast once again to drop some incredible knowledge about anxiety, the eight varieties and how we can manage them. Dr. Cain does a great job of explaining what anxiety actually is and how each of us intakes and expresses it differently. She discusses each type of anxiety, symptoms of each and how to identify which one(s) you may have. Being able to pinpoint which category of anxiety you have will identify exactly how you can manage and cope with it. To cap it off, we also discuss how to interact and support those around us going through anxiety and panic attacks. This is a conversation that is truly beneficial to everyone.  Follow Dr. Nicole Cain https://drnicolecain.com/IG: @drnicolecain

2/22/23

Welcome to Better Than Rich, a podcast where hosts Andrew Biggs and Mike Abramowitz invites inspiring guests to discuss how to find and fulfill our highest purpose in life. In this episode, Andrew speaks with Michael Diamond about the journey of life and the importance of accountability, natural health, personal growth, and family. They explore the power of connection to God and how it can help us find our purpose, and dive into how men can regain their lover energy in a culture where sex is everywhere. They also discuss the nervous system and how it can be optimized for better health and well-being. This show will remind you that what you do matters and will inspire you to chase your highest dreams. Tune in for an uplifting conversation about living a purposeful life and becoming Better Than Rich! Topics Covered: 00:00:00 - Igniting Change: How Ignite The King and Live Wellness Centers are Transforming Lives 00:02:18 - Pursuing Your Dreams: Insights from Michael, Founder of IgKnight The King 00:06:18 - The Key to Happiness: How Self-Improvement Leads to a Fulfilling Life 00:11:10 - Accountability and Perseverance: Lessons from Successful Entrepreneurs 00:16:24 - Exploring Emotions and Connection: Navigating the Human Experience 00:19:16 - Overcoming Isolation: Finding Support and Connection in a Digital Age 00:27:36 - Rekindling Relationships: A Guide for Men to Regain Lost Lover Energy 00:29:20 - Beyond Physicality: Understanding the Eight Types of Love 00:33:24 - Somatic and Self-Awareness: Developing Clarity and Emotional Intelligence 00:37:08 - The Poetry of Life: Reflections on Spirituality and Connection 00:40:28 - The Magician Archetype: Seeing the Bigger Picture and Finding Purpose 00:44:51 - The Power of Legacy and Giving: Making a Positive Impact on the World 00:49:32 - A Hero's Journey of Faith and Trust: Leaving California to Pursue a Higher Calling 00:51:00 - Connecting to a Higher Intelligence: Tapping into the Power of the Universal Heart 00:55:51 - Becoming a Better Person: Fulfilling the World's Greatest Need through Self-Improvement Links and Resources: IgKnight the King Facebook IgKnight the King Website Michael Diamond on Instagram Connect with The Better Than Rich Website Facebook Instagram Twitter TikTok YouTube Linkedin --- Send in a voice message: https://anchor.fm/betterthanrichshow/message

Rev. Fr. Demetrious Glimidakis talks about bringing glory to God through various acts in our everyday lives. How do we see others through the eyes of God? How do we keep from falling into sensory deception? How do we get the knowledge and wisdom of God? Join Fr. Demetrious as he explores these questions through the insight of St. Peter Damascene.  Visit A Neighbor's Choice website at aneighborschoice.com

Since it's the time of holidays for many religions, we thought it would be a great time to talk about the ancient types of drunk-foolery from the 1500s and how they still exist today. And, a random story about a sleigh-riding Santa. There's a great post on Medium from back in November by Jack Shepherd one of Buzzfeed's former directors. I know nothing about Jack Shepherd but he has a post “These Are the 8 Types of Drunk, According to the 16th Century” and since NYE is coming up, I wanted to have a podcast about it. All of Shepherd's list comes from Thomas Nashe wrote a pamphlet called “Pierce Penniless: His Supplication to the Devil.” Nashe was on this Earth in the late 1500s and he was a silly man. DOG TIP FOR LIFE Don't wait to be drunk to tell people you love them. Embrace who you are without the intoxicating liquors, human. Links We Reference: https://nypost.com/2022/12/14/sleigh-riding-santa-claus-ticketed-by-grinch-cop-petty-to-say-the-least/ SHOUT OUT! The music we've clipped and shortened in this podcast is awesome and is made available through the Creative Commons License. Here's a link to that and the artist's website. Who is this artist and what is this song? It's “Summer Spliff” by Broke For Free. WE HAVE EXTRA CONTENT ALL ABOUT LIVING HAPPY OVER HERE! It's pretty awesome. AND we have a writing tips podcast called WRITE BETTER NOW! We have a podcast, LOVING THE STRANGE, which we stream live on Carrie's Facebook and Twitter and YouTube on Fridays. Her Facebook and Twitter handles are all carriejonesbooks or carriejonesbook. But she also has extra cool content focused on writing tips here. Carrie is reading one of her poems every week on CARRIE DOES POEMS. And there you go! Whew! That's a lot!

Since it's the time of holidays for many religions, we thought it would be a great time to talk about the ancient types of drunk-foolery from the 1500s and how they still exist today. And, a random story about a sleigh-riding Santa. There's a great post on Medium from back in November by Jack Shepherd one of Buzzfeed's former directors. I know nothing about Jack Shepherd but he has a post “These Are the 8 Types of Drunk, According to the 16th Century” and since NYE is coming up, I wanted to have a podcast about it. All of Shepherd's list comes from Thomas Nashe wrote a pamphlet called “Pierce Penniless: His Supplication to the Devil.” Nashe was on this Earth in the late 1500s and he was a silly man. DOG TIP FOR LIFE Don't wait to be drunk to tell people you love them. Embrace who you are without the intoxicating liquors, human. Links We Reference: https://nypost.com/2022/12/14/sleigh-riding-santa-claus-ticketed-by-grinch-cop-petty-to-say-the-least/ SHOUT OUT! The music we've clipped and shortened in this podcast is awesome and is made available through the Creative Commons License. Here's a link to that and the artist's website. Who is this artist and what is this song? It's “Summer Spliff” by Broke For Free. WE HAVE EXTRA CONTENT ALL ABOUT LIVING HAPPY OVER HERE! It's pretty awesome. AND we have a writing tips podcast called WRITE BETTER NOW! We have a podcast, LOVING THE STRANGE, which we stream live on Carrie's Facebook and Twitter and YouTube on Fridays. Her Facebook and Twitter handles are all carriejonesbooks or carriejonesbook. But she also has extra cool content focused on writing tips here. --- Send in a voice message: https://anchor.fm/carriejonesbooks/message Support this podcast: https://anchor.fm/carriejonesbooks/support

The Offshore Investment Report | Episode 36: Ever wonder what kind of folks you will meet when you make your move south of the border to the sun, sand, and surf of Central and South America? Will they be friendly, fascinating, eccentric, or just good old done home types? Well, as you will learn in today's episode of Mike Cobb's Offshore Investment Report, the answer is "All of the above." And in fact, not only will you learn a lot -- you'll also laugh a lot... as Mike and Carib Carter review James Dyde's delightful article on the "Eight Types of Expats in Central America." Questions? Email us at offshoreclub@ecidevelopment.com.

I wanted to talk about all of the different types on intimacy. Who better to cover this with than my friend Bridgetta Giles. Bridgetta is an Certified Family Life Educator, Sexuality Counselor/Educator, Mother, & as if that wasn't enough, a Podcaster. As is customary with our conversations there are some interesting & hilarious tangets. Wait for the hats; you'll see! Here's her information so that you can reach out, check in, & follow her.  Instagram & Twitter: @sayittomenicepodcast Say It To Me Nice is available on all major podcast platforms: Amazon/Apple/Google/ Spotify/Stitcher

I wanted to talk about all of the different types on intimacy. Who better to cover this with than my friend Bridgetta Giles. Bridgetta is an Certified Family Life Educator, Sexuality Counselor/Educator, Mother, & as if that wasn't enough, a Podcaster. As is customary with our conversations there are some interesting & hilarious tangets. Wait for the hats; you'll see! Here's her information so that you can reach out, check in, & follow her. Instagram & Twitter: @sayittomenicepodcastSay It To Me Nice is available on all major podcast platforms: Amazon/Apple/Google/ Spotify/Stitcher

Ken discusses the ancient Greeks' Eight Types of Love, and applies them to gay men for inspiration and quality of life. 

Love 1 John 4:7-12 The story of the missionary Adoniram Judson - 1788 - 1850 - Letter that was written to the parents of Ann Hasseltine asking for her hand in marriage: I have now to ask, whether you can consent to part with your daughter early next spring, to see her no more in this world; whether you can consent to her departure, and her subjection to the hardships and sufferings of a missionary life; whether you can consent to her exposure to the dangers of the ocean; to the fatal influence of the southern climate of India; to every kind of want and distress; to degradation, insult, persecution, and perhaps a violent death. Can you consent to all this, for the sake of him who left his heavenly home, and died for her and for you; for the sake of perishing, immortal souls; for the sake of Zion, and the glory of God? Can you consent to all this, in hope of soon meeting your daughter in the world of glory, with the crown of righteousness, brightened with the acclamations of praise which shall redound to her Saviour from heathens saved, through her means, from eternal woe and despair.  Only the supernatural love of God would propel Christians throughout history to give their lives to love others in such profound ways? I) Love emptied of meaning Verse 7 …  Beloved, let us love one another, for love is from God, and whoever loves has been born of God and knows God. 8 Anyone who does not love does not know God, because God is love. - love used 12 times in this passage Four of the Eight Types of love 1) Phileo: the love of a friend - best friends - most common word in Greek 2) Starga: the love of a parent 3) Eros: erotic or romantic love  4) Agape: the love of commitment - New Testament infuses it with deep theological meaning  II) Love became visible and defined through the incarnation Verse 9 … the love of God was made manifest among us, that God sent his only Son into the world, so that we might live through him. - manifestation of love occurred when Christ came in the flesh - love in the trinity - John 17:21  “that they may all be one, just as you, Father, are in me, and I in you, that they also may be in us, so that the world may believe that you have sent me.” III) Love initiates  10 In this is love, not that we have loved God but that he loved us... Romans 5:6 For while we were still weak, at the right time Christ died for the ungodly. 7 For one will scarcely die for a righteous person—though perhaps for a good person one would dare even to die— 8 but God shows his love for us in that while we were still sinners, Christ died for us. Luke 7:36-48 Forgiven much loves much - verse 47  … Therefore I tell you, her sins, which are many, are forgiven—for she loved much. But he who is forgiven little, loves little.” IV) Love sacrifices Verse 10  … In this is love, not that we have loved God but that he loved us and sent his Son to be the propitiation for our sins - propitiation: made love visible by appeasing wrath - John 3:16 “so loved … he gave” - 3:17 … not to be condemned but saved God's love is perfect - love is untainted  V) Love in practice 12 No one has ever seen God; if we love one another, God abides in us and his love is perfected in us.  Our imperfect love - The argument of the text is that you cannot fully define love by watching humanity. - with the best of intentions we hurt one another - John 17:18 As you sent me into the world, so I have sent them into the world. - incapable of receiving it you can't give it out Two practical ways to love: 1) committed prayerfulness  - praying for you enemies - have you ever struggled to pray for those who have really hurt you - prayer is a deep heart level communing with God  - Hebrews 10:22 ... let us draw near with a true heart in full assurance of faith, with our hearts sprinkled clean from an evil conscience and our bodies washed with pure water. 

Ashley Beaudin is a Self-Sabotage Coach helping clients heal their inner child and move from sabotaging to self-supporting. She also identifies as a dominant type Four on the Enneagram (with a pretty strong wing 3! :)), so you'll also learn more about that type and how she's used it to create a business with aligned marketing, sales and offer creation strategies. When you listen to episode 7, you'll learn from Ashley: What self-sabotage really is The 8 different types and what self-sabotage looks like for each What it means to build a slow business  How she's pivoted along the way and used free coaching and smaller workshops to help her create offers her community can't wait to buy The quiz she built that generated over thousands of new subscribers in the last year (and how you can build one too)  What it's like as a Type 4 business owner - how the motives and core fears show up for her How to build your own business even if you don't consider yourself a "natural" leader Get in touch with Ashley and let her know what resonated most with you from what she shared! Connect with her and follower her beautiful feed on Instagram here: https://www.instagram.com/ashley.beaudin/ If you're interested in using a quiz in your own business to build your community sign up for Ashley's waitlist here and get $100 off: https://view.flodesk.com/pages/611c09605d88767eb916c033 Take the Self Sabotage Quiz here and find out your type: https://www.ashleybeaudin.com/quizQuick note! When you subscribe on iTunes and leave a review, email me at hello@sarahlynnco.com and I'll send you back your Type specific reference guide alllll about your Enneagram type and how to use it!If you're looking for more, here are 3 ways I can help:---> Download the Enneagram and Sales Guide HERE to gain additional insight about your sales style - the strengths to embrace and the roadblocks to grow through.---> Watch and Subscribe to the Enneagram MBA YouTube channel HERE where you'll gain additional Enneagram education and my take on topics covering marketing, getting known, selling on social, finding your purpose and any other topic I think would be helpful to your personal development journey!---> Book a Know Your Number Session HERE to start to uncover your dominant Enneagram type and/or learn how to use it in your business and life. Knowledge isn't power. It's what you do with that knowledge that's power. Inside here, we'll start to identify specific changes in habits, beliefs, or thoughts needed in  order to step into the best version of you.Download your quick reference Enneagram guide: https://www.enneagrammba.com/cheatsheet

The Eight Types of Love --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

In the midst of a global crisis (or two), an intense lead-up to the U.S. presidential election demands for racial justice, and ever-dwindling resources on many college campuses, you might be tempted to tune out your social media channels. But this is when we really need your leadership. Do not go dark. But I don’t mean filling your feed with canned campus announcements and promotions. This shorty episode explains (with lots of examples!) the Eight Types of Meaningful Content higher ed digital leaders are posting right now. Not only are they sharing authentic messages, but they are also effectively building trust and community across channels. And you can do it too! For all notes to the show head to: https://www.josieahlquist.com/podcast/eight-meaningful-types-of-content-for-campus-leaders/ Connect with Josie Twitter: https://twitter.com/josieahlquist Podcast Twitter: https://twitter.com/JosieATPodcast LinkedIn: www.linkedin.com/in/josieahlquist/ Instagram: www.instagram.com/josieahlquist/ Facebook: www.facebook.com/DrJosieAhlquist/ Email: josie@josieahlquist.com Website: www.josieahlquist.com

In this episode, Caterina discusses eight ways to use public speaking to expand your reach, increase your visibility, and gain insta-clients for your business. Whether you are speaking in-person or virtually, whether you are just getting started or you are a seasoned pro, these ideas will help you ensure that you are speaking as often as you would like to the right audience at the right time. Listen to this short and impactful episode to discover all the different types of speaking opportunities that are out there for you that you may be missing - that you can now embrace to book more speeches and workshops to impact more people, more often, with more ease.

Episode Notes Notes go here

They say that a millionaire has about 7 streams of income......and in this episode, I am going to reveal my personal 8 streams of income, and the 3 categories they fall into. Everyone makes income in 3 different categories, and one of them is more important than the other. Audio Only Version: You can also listen on Spotify, iTunes and Stitcher Video […] The post EP 060: The Three Types of Income (And My Eight Types of Personal Income Revealed) appeared first on The Brown Report - Stock Report.

A bunch of call-ins which inspired me, a long reading from one of my favourite RPG gaming books, and a dollop of my random musings makes this episodes a wild mash-up of ideas... and I am desperately hoping it hangs together. This one's unscripted, not very well thought-through, and unapologetically all I've got this week. Hope you find something useful in here. Game on!The Angry GM's book: theangrygm.com/gameangryRescue Theme Song and incidental music by TJ Drennon: patreon.com/TJDContact Details:Voice Message: anchor.fm/rpgrescue/messageEmail: hello@rpgrescue.comPatreon: patreon.com/rpgrescueMeWe Group: mewe.com/join/roleplayrescue (or search "Roleplay Rescue")Facebook Page: facebook.com/roleplayrescue (or search "Roleplay Rescue")Twitter: @ubiquitousrat Hosted on Acast. See acast.com/privacy for more information.

A bunch of call-ins which inspired me, a long reading from one of my favourite RPG gaming books, and a dollop of my random musings makes this episodes a wild mash-up of ideas... and I am desperately hoping it hangs together. This one's unscripted, not very well thought-through, and unapologetically all I've got this week. Hope you find something useful in here. Game on! The Angry GM's book: theangrygm.com/gameangry Rescue Theme Song and incidental music by TJ Drennon: patreon.com/TJD Contact Details: Voice Message: anchor.fm/rpgrescue/message Email: hello@rpgrescue.com Patreon: patreon.com/rpgrescue MeWe Group: mewe.com/join/roleplayrescue (or search "Roleplay Rescue") Facebook Page: facebook.com/roleplayrescue (or search "Roleplay Rescue") Twitter: @ubiquitousrat

Recording Date: 2019.0602 Title: Eight Types of Joy of a Layman Speaker: Sylvia Bay (https://dawningofdhamma.wixsite.com/dhammaroadmap/) Venue: Buddhist Fellowship (BF), Singapore (https://www.buddhistfellowship.org/) Youtube: https://youtu.be/TXTKBRnv6nA/ #sylviabay #dhamma #singapore #buddhistfellowship #dharma #joy #layman #8types #eighttypes https://www.dhammawitz.com/ https://www.facebook.com/DhammaWitz/ https://www.instagram.com/dhammawitz/ https://www.pinterest.com/dhammawitz/

Today's conversation is with my dear friend Jocelyn Ling, a tremendously talented Business Model Specialist in the Office of Innovation at Unicef. She's  currently on sabbatical from the Organizational Innovation consultancy Incandescent. She's been an interim biotech CEO, an investment consultant at the International Finance Corporation, the private investment arm of the World Bank Group, and even an instructor at Stanford's DSchool. The Show Notes section of this episode are pretty epic, since Jocelyn dropped a lot of knowledge and wisdom on me and you - frameworks aplenty for you to get a handle on designing the innovation conversation and leading the process, with, as she says, healthy skepticism, suspended judgment, and disciplined imagination.  I wanted to give that Hubble quote it's full space to breathe, because it's so lovely...I'm going to read it in full here: The scientist explores the world of phenomena by successive approximations. He knows that his data are not precise and that his theories must always be tested. It is quite natural that he tends to develop healthy skepticism, suspended judgment, and disciplined imagination.  — Edwin Powell Hubble There are a few subtle points that I want to tease out and draw your attention to as this all relates to conversation design and shaping them for the better. Invitation Jocelyn highlights one of my favorite ideas in conversation design - invitation. A leader invites participation through their own openness, not through force. Anyone can lead that openness to new ideas, even if they're not an “authorized” leader, through their own example. Invitations can look like asking the right questions or hosting teams or creating physical or mental space for the conversation. Cadence Jocelyn talks about the tempo of a team or an organization, and these larger conversions do have a tempo, just like a 1-on-1 conversation does. Leading the innovation conversation often means slowing down or speeding up that tempo to create clarity and safety or progress and speed. Goals Conversations start when people have a goal in mind. Each participant in the conversation will have their own idea of what that goal is and the innovation conversation is no different. Jocelyn points out, rightly, that it's critical for a team or an organization to develop their own clear, shared definition of innovation. I did a webinar recently with Mural and my partner in the Innovation Leadership Accelerator, Jay Melone, on just this topic, and you can find a link to the templates we used in the show notes...I think you'll find those helpful, too. Narrative Storytelling and coherent narratives are core components of everyday conversations and the innovation conversation is no different. What Jocelyn asks us to focus on is the idea of stories as memes - what happens to your story after you tell it? Does it communicate or convince? Great. Does that person retell that story and evangelize it for you? That's even better. Leading change means being able to tell the second type of story - viral anecdotes. That's all for now. The full transcript and show notes are right there in your podcasting app and on the website. Show Links and Notes Jocelyn Ling on the Internet http://jocelynling.com/ Making a Team Charter if you want a template (or just have the conversation!) https://blog.mural.co/team-charter https://www.unicef.org/innovation/ http://www.incandescent.com/ Michelle Gelfand's Rule Makers, Rule Breakers: How Tight and Loose Cultures Wire our World https://www.amazon.com/Rule-Makers-Breakers-Tight-Cultures/dp/1501152939 All in the Mind Podcast: https://www.abc.net.au/radionational/programs/allinthemind/the-power-of-social-norms/11178124 Clayton Christensen, Disruptive Innovation http://claytonchristensen.com/key-concepts/ Steven Johnson: Where Good Ideas Come From: The Natural History of Innovation https://www.amazon.com/Where-Good-Ideas-Come-Innovation/dp/1594485380 A blinkist version https://medium.com/key-lessons-from-books/the-key-lessons-from-where-good-ideas-come-from-by-steven-johnson-1798e11becdb Square Pegs and Round Holes in Apollo 13 https://www.youtube.com/watch?v=ry55--J4_VQ Google vs Apple in One Image, their patents map https://www.fastcompany.com/3068474/the-real-difference-between-google-and-apple Edwin Hubble Quote: The scientist explores the world of phenomena by successive approximations. He knows that his data are not precise and that his theories must always be tested. It is quite natural that he tends to develop healthy skepticism, suspended judgment, and disciplined imagination.  — Edwin Powell Hubble In Commencement Address, California Institute of Technology 10 Jun 1938 More on Hubble:  https://www.spacetelescope.org/about/history/the_man_behind_the_name/ The Innovation/Ambition Matrix Core, Adjacent, Transformational   How to have the Innovation Conversation: https://blog.mural.co/innovation-leadership The 21st Century Ger Project: https://www.forbes.com/sites/unicefusa/2018/07/05/redesigning-the-mongolian-ger-to-help-solve-a-health-crisis/ Doblin's Ten Types of Innovation: https://doblin.com/dist/images/uploads/Doblin_TenTypesBrochure_Web.pdf Six Sigma and the Eight Types of Waste https://goleansixsigma.com/8-wastes/ The Forgetting Curve (Distributed Practice!) https://en.wikipedia.org/wiki/Forgetting_curve Behavioral Design with Matt Mayberry from Boundless Mind http://theconversationfactory.com/podcast/2018/6/6/behavioral-design-in-the-real-world-with-matt-mayberry Transcription: Daniel:  I'm going to officially welcome you to the conversation factory. So we're going to start the real, quote unquote real conversation now. Um, because I feel like every conversation we have is like, is interesting and insightful for me and it's never on the record. Jocelyn:  Lets make this on the record! Daniel:   We're going to make this on the record! And if you ever want me to, if you want me to take any pieces off the record, you just let me know. I think the reason why I wanted to have this conversation with you about innovation leadership is, I'm going to go way back. One of my earliest memories of you is back when we were co-designing early, like an early iteration of what the design gym was going to be. we were sitting down with, you Me... Maybe it was Andy, it was probably Andy and you were like, let's have a conversation about our working styles. Jocelyn:   Oh Wow. I don't ever remember that. Yeah, that does sound like something that I do and I did. I still do it till today, with any new team Daniel:  Yeah. Well, so like that was my first time somebody had invited me into that conversation and it blew me away because I'd never really, I mean this is going back. I mean this is 2012 I guess this is a long time ago. I had never really thought about how I work. Nobody had asked me that question. I'd never had that conversation about how and where do I like the, what I would now call the interfaces of my work conversations to happen. And I'm just wondering like, who introduced you into that conversation and where did you learn some of these soft skills? I mean, this is a quote unquote soft skill. Where did you learn some of the soft skills that you do in your work that you use in your work? Jocelyn:   That's a great question. I think that probably learned a lot of my soft skills through day to day interaction. I think I've had the privilege, like in my job, given that I was an investor before, as well as in consulting to have exposure to a very broad range of working styles and leaders. And particularly so in the consulting world, you are especially attuned to how clients work. And so I always try and make sure that I am not only understanding how teams come together, but also how individuals work because as a consultant it's up to me to match and really tap into what is an invitation into their world. So I think that's how I survived, absorbed it over time. I think specifically maybe at that point in time and I continued to refine how I work with teams over the years, but maybe back in 2012 likely from, um, a really wonderful mentor in Boston, mine who I worked at International finance corporation at the World Bank. Um, my boss at that time, BG Mohandas is and continues to be an amazing person in my life. Uh, probably taught me that specific question and style. Daniel:  That's amazing. And like, do you ever feel like, um, that that's an unwelcome conversation or is it ever hard to bring that topic up for you? Jocelyn:   I often find it's as easy and very welcomed conversation and that is an investment of even 20 minutes with a new team member goes a very long way to setting the tone for their relationship and for the partnership. Daniel:   Yeah. Yeah. It's interesting this idea of, of a pattern matching like perceiving patterns in somebody else's behavior and then making that effort to sort of like alter your own. Jocelyn:  Oh, absolutely. I think that, um, and this is something I learned in my incandescent work. It's like the concept tempo. And I think you and I might have even spoken about it before, that not only understanding the tempo of an organization and by tempo I mean like the speed of how a team comes together and moves and how an individual does work. So you can imagine and overly generalize and say a startup has a really fast tempo comparatively to a larger fortune 500 company, which runs a little bit slower. And it's in the more that you're able to understand what Beat and Tempo you're stepping into, I think the more than you can learn to be effective in the kind of work that you want to achieve. Daniel:  Yeah. Well so perceiving that tempo and then the ability to do something about it. I was literally, I'm bringing it up right now, so I'm just listening to a podcast, um, called all in the mind and they're interviewing. Who are they interviewing? Why is it so hard to find the show notes on these things? This is ridiculous. I can't believe I'm doing this on the phone. Um, Michelle Gelfand, she, she wrote a book, um, about um, making and breaking cultural rules and she has this idea of tight and loose cultures like cultures where social norms are tight and people follow all the norms and loose cultures where people don't. So I love the idea that you're also noticing, you know, there's, there's probably tight and loose work cultures but fast and slow ones. Right Jocelyn:   Absolutely. Daniel: I'm wondering, this seems like a good time. I feel like I have a tendency to like plop people in the middle of a conversation. Um, if you want to backtrack and tell the folks in radio land a little bit about your career journey, like what you're doing now and what brought you into what you're, what you're doing now. Jocelyn:  Yeah, sure. So my background, it's sort of like a combination of different things. Um, I like to think that, um, any exploration that I take always leads me to another interesting opening. Um, I started out my career in finance, um, with the Royal Bank of Canada and then followed a slightly untraditional path in that I then moved, um, from where I was living at a time from Vancouver and I moved to New York to then, uh, be in full exploration and ambiguity mode. And that's when you and I met Daniel to start this, start the Design Gym, which was something completely new, entrepreneurial in a new field. And that's also where I got introduced to the world design and absolutely fell in love with it. We started an accidental company together. Daniel:   Yup. Jocelyn:  And then along the way ran into visa issues. And got kicked out of the United States, if you remember that, too! Daniel:  I do! Jocelyn:   And then found myself in Kenya where I then work in impact investing with an amazing nonprofit and then later on the World Bank and then found my way back to New York. The US couldn't get rid of me that quickly! Came back to the US legally with a visa in hand and, uh, worked for a strategy consulting organization, design firm called incandescent. And I've been there for the past, uh, five plus years now and, and right now I'm on sabbatical with the firm and have taken up residency at a UNICEF innovation team. So it's been a meandering path, but all for wonderful teams and causes. Daniel:  So not everyone will know this, but like, I feel like, um, you are amazingly one of the many people try to get in touch with you through me on Linkedin. Um, when they're, when they're interested in organizational design and organizational innovation...incandescent, like is, uh, is a decent player in that space. Um, I don't know how they, how they managed to build their name. Maybe it's...I'm assuming they do good wor Jocelyn:  Oh, I hope so! Daniel:  I don't know none of it from firsthand, but like five years. Can you tell me a little bit about what, what organizational innovation and uh, and some of the tempo work that you're doing with that you did that incandescent? I'm asking you to sum up five years of work! Jocelyn:  I'm going to reframe your question slightly because I think that what might be more interesting instead of me naming off projects for folks is to share some first principles of how we work, which could be interesting cause we bring that into every single client engagement that we do. So Indandecent was founded by a man called Niko Canner, a wonderfully brilliant individual, also a mentor in my life. Um, and I've learned so much from him and joined the firm when it was just him and another individual. So I was his second hire. Um, and it was found with the focus of how do we understand, how do, how do we build beautiful businesses? Um, and how might we build this in an intentional way that you're really looking and thinking about the whole system from the start? So that's one of the principles of how we look at things. Jocelyn:  It's like how do, how does a organization as a system work together? I think oftentimes when consultants like step into a project, their worldview is a very specific task or project that has been carved out for them. When Incandescent steps into a project. We always ask the question, how does this touch our other things and how do we ensure that all of the nodes that it touches works together? So they were designing something that sustains and lasts and not just some designing something for in the moment.So that's one, one of the mindsets and principles are how we bring, um, things in l Daniel:   Long term thinking! Jocelyn:   yeah, absolutely. Long term thinking. The second one would be, um, we literally do our work in principles. We will spend a lot of time upfront, um, whether we're designing, uh, how a team comes together, whether we're designing a strategy. A lot of it, a lot of our time that's invested upfront is in what are the principles of how a team would work together, what are the principles of strategy? Um, and once you clarify that, it just unlocks so many things. It has a waterfall effect, um, in terms of just like designing everything else from that. So I think that's another way of how we work. And I think the third is probably a high amount of, um, intentionality and co-creation. So we always designed something with the client. Um, and I think that part of that then hopefully leads to really great work because we're not designing in a vacuum. Daniel:   Yeah. So a lot of it goes to like, this is, uh, I've, I've just recently been reintroduced to the term prejecting. There's the project and then there's the preject. But it seems like the prejecting phase where you really think about the whole system and the team principles and Co creation, a lot of that just sort of falls, falls into place from that, right? Jocelyn:  Yep, absolutely. And let me give an example of that, just to bring it to life. So about two and a half years ago, we were approached by three major foundations like the gates foundation, the Hewlett Foundation and Ciaran investment foundation and they came to us were referral and they said, we're interested in designing, we're interested in putting together a conference in the world of adolescent sexual and reproductive health and to bring together designers and global health folks and put them a conference together and on the call with them we set food. That's really interesting, but we're not really just conference folks and event planners. There are many people who do that, but if you're interested in what the representation of what this conference is, which is if you see this as a watershed moment for how design can be brought into the world of adolescent sexual reproductive health, let's talk about that Jocelyn:   Let's talk about like what this conference is enabling a strategy which hopefully the three foundations would might have or is interested in doing and the three program officers were really interested in having a conversation. They had an Aha moment on the call and said, we want that. You want to think about a larger strategy and how us as funders can come together. And um, that kick started two years worth of work where we did end up designing a convening and a conference. But we also ended up really bringing to life a strategy that, um, was unique to the field. And that was very much co-created with these three program officers through lots of working sessions remotely and we were all in different locations over time. So hopefully that example brings to life some of the things I think I've spoken on before. Daniel:  It does. And it also like is a wonderful case study of reframing and engaging stakeholders in conversation. Like not starting from a no, but starting from a, Oh, isn't that interesting? Or Oh well why is that important to you? Jocelyn:  Yeah, it's like my favorite Albert Einstein quote, it's like if I had 60 minutes to save the world, I'll spend 55 minutes defining the problem and five minutes coming up with a solution. So like if you're solving for the wrong problem or if you don't even realize what you actually really want. I think there's a lot of room to think through that together. Daniel:   Yeah. Well, so I mean this goes to this, this question of like what innovation even means, what problem solving means and it seems like it's really attached to systems thinking for you and at least in your working in Indandecent like defining what the boundary of the problem is is really, really essential. In that sense it almost makes a like a linear or simple definition of innovation really hard I would think. Jocelyn:   I mean innovation is such a complex topic of which there are many, many definitions. Like you can range anything from Clay Christensen's disruptive innovation definition to um, I don't know, Steven Johnson's book, which I really like... Where good ideas come from. He defines innovation in a different way. And all that really matters is that the organization that you work for and the team that you are on has one single definition of which all of you agree on. And that's clear. Daniel:   We'll wait, hold a second. Jocelyn:   There are so many! Daniel:  Well, let's, let's roll. Let's roll it back. Cause like I'm, my, my brain is remembering Steven Johnson's book... It's like, yeah, I think of it as like, um, that moment in a, I think it's Apollo 13 when they like dump out all these, the bucket of parts that they're like, this is what the astronauts have on board and we need to literally make a square peg connect to a round hole. Like let's figure it out. And it always felt to me like Steven Johnson's definition was the more parts you have, the more pieces you can put together. Um, it's like, it's, it's having a wide ranging mind and absorbing lots of influences. Jocelyn:   Yeah. I mean, Steven Johnson, I think he talks about, I don't know whether he likes specifically names a concise one sentence definition, but I think he talks about the fact that innovation happens within the bounds of the adjacent possible. In other words, like the realm of possibilities available at any given moment. Daniel:   Yeah. Right. And that we build on those adjacent possibles. So I guess maybe where I would, I'm backing myself into agreeing with you cause like I was like, Oh, do we all have to have the same definition of innovation? Um, we, we do, in order to try something we have to say like, Oh, here's all these things we could try. I think this would be more, uh, impactful. Right. And that that's a conversation that, that somebody needs to be able to dare I say, facilitate in order for the innovation conversation to proceed. Jocelyn:   Yup. Agree. Daniel:   Okay. Glad you agree with me! Well, so then like what, um, what, how, how can I be more provocative and get you to disagree with me? What, like what, what do you, what have you seen in terms of like a leader's ability to, uh, foster, uh, or, or, or what's the opposite of foster disable innovation inside of a team, inside of an organization, in your own experience? Jocelyn:  Um, I mean, I think the role of a leader, I have a feeling you're going to agree with me, but I think the role of a leader is very simply to create the conditions that, that foster and support innovation. What I mean by that is openness. Um, and to extend invitations out to their teams, whether that's actually literally or even in a physical space or to, uh, lead by example. I think once you create the leading by example and the creation of conditions, there could be many other elements to that. But those two are to me, feels core to what a role of a leader should do. Daniel:  Yeah. Well, so then this goes to the, the idea that a leader doesn't necessarily have to be authorized. Jocelyn:  No, not necessarily. Yeah. On that note, I actually think that it really depends on the organization and, and how far the authorization can take you. So for example, if I compare contrast and apple versus Google, um, and does a really wonderful graphic of the number of patents that each organization has filed over the years. And in Google's, it looks like it's all over. You can see sort of like patterns that emerge like literally visually from all over the organization and from our authorization standpoint. Like folks are welcomed and encouraged to explore ideas and invent new things. And you see that through patents that had been filed across the organization versus apples, it's a lot more concentrated because it's a lot more centralized and they have much more of a stage gated process. I would imagine. I'm not to say that one is correct or wrong, it just, again, it depends on the kind of organization and how clear you are. Um, overall on how innovation is being fostered.. Daniel:  Yeah. Well, I mean, how, how, how does a leader maintain that clarity I guess? Is, is, uh, it's an interesting question. Jocelyn:   That's a great question. Um, maybe they can think about in clarity in terms of creating a discipline and a ritual where, I know it sounds counter intuitive, but I think a lot of, when a lot of times people think about innovation, people think about it as serendipitous moments that come to you. I actually think that innovation comes to you in a much more disciplined way when you actually continuously put sustained effort, um, into exploring x, whatever that x might be. Um, again, very close. I'm gonna bring up Steven Johnson again. But like I think that his ideas around the exploration of the adjacent possible, unless there's sustained probing, you're not going to suddenly one day come up with a huge Aha if you've never thought about that topic. You know, for example, like I have never thought about a topic of um, the reinvention of, of uh, space rocket, Daniel:  I love that you're struggling to think of something you've never thought of! Jocelyn: Right! Like...How to I reinvent a space rocker, I don't know! I've spent hardly any time thinking about that. And so it's highly unlikely that I am sitting here with suddenly come up with something breakthrough right in that area. Daniel:  Whereas there's people who are literally pounding their heads on that boundary constantly. And of course those are the people who are going to be like, what if we...? Jocelyn:   Yeah, absolutely. And so as a leader, if you create the space of, Hey, every week we'll have a ritual and this is just a very specific tactical example of I'm going to solicit ideas from the team around the boundaries of building a new space rocket. Then maybe it will have interesting ideas. They eventually come up over time. Daniel:   So there's like my, there's a couple of things I want to probe on. Like one is we were talking about cadence and tempo of organizations and then you use the term ritual. Uh, and I feel like those two are really intimately related to, I'm literally working, the podcast interview I'm working on right now is all about ritual, uh, and designing rituals for people in it. And it's sort of an interesting thing to think about what the cadence of these, um, innovation rituals, uh, could be like. And, and what are you find are some, I don't know, do are, are there some that you're like, oh, here are the basics. Here are the essentials of innovation rituals. We talked about one, which was like the team. Jocelyn:   Yeah. Daniel:  Team alignment conversation. It's like a really powerful ritual for at least making sure that we're all working in this in, in ways that are harmonious, which is really, really valuable. Jocelyn:   ...great question. Well, one ritual that I really like is something that I know, uh, the design gym that we do. And also folks that I you does as well is that they have inspiration trips. Um, that teams would go and say, hey, we're starting something new and here's a new topic that none of us have really thought about before. How, how might we go and get inspired? And if you have that as a ritual when you start, whether it's a new project or even midway when you're stuck, I think that could be a really powerful thing to get unstuck. Um, instead of churning internally. And I really liked that concept. Um, overall to just look externally, whether it's true, take a moment and actually physically be in another location or to learn by having conversations with others that are different. Daniel:   Yeah. Yeah. I think the, and behind that is this idea of being able to identify what the real need is. I think about it in two ways. One is like, let me go see where else this problem is being solved. Like specifically like, and then there's like, let me see in a broader sense like what other types of problems are similar to this? And, and this could be like, oh, let me, like if, if any other countries willing to share with me how they're doing rocket flight, then maybe I can learn the totality of the problem. But you can also do the thing where like, hey, let's look at what bees do and let's look at what seagulls do and let's look at other types of propulsion. Um, and so I feel like that's like that that definitely goes to the like the breadth of, of inspiration... Jocelyn:   absolutely. Daniel:  Well I think, and I guess that's where like, you know, cause what I was excited to talk with you about is like good leadership and bad leadership skills. And it seems like a really, really powerful leadership skill is the willingness and the interest, the curiosity, but also the willingness to sort of like look at the boundary of the possible and say what else is possible. Jocelyn:  Yep. Absolutely. I also think that a great leadership skill in when leading an innovation team is, um, knowing what bets to place at any given period of time. So one of my favorite quotes is by Edwin Hubble. Um, and he says, and he said this in like a 1930s in his cal tech commencement speech being says that a scientist has a healthy skepticism, suspended judgment and disciplined imagination. I'm going to say those three things again because I love the combination of the three assigned. His has a healthy skepticism, suspended judgment and discipline imagination. And he talks about it specifically in the world science, but I think it's actually really applicable in the world of innovation because he describes a way of being, which is kind of strange. You're supposed to be skeptical, but you're also suppose to suspend your judgment. You're supposed to have the imagination, but this upland because you don't want me to go too wild. And I think that, um, the balance between the three of how do you actually observe ideas that come in, gathering facts, understanding it, testing your expectations against them, um, is I think a quality that I would hope anyone who's leading innovation would have. Daniel:   Hm. That's really beautiful. I, and when did you absorb that quote that's like, it's seems really close to your heart, which is beautiful. Jocelyn:   Um, great question. I learned here when I was interim CEO of a biotech company in incandescence portfolio, I'd taken over and I was new to the world of science, also new to being an CEO of a startup. And one of the biggest lessons I took away was that quote is I think that there is such a beautiful orientation in terms of how scientists discover things. Um, it's really their way of being. Um, and my brother actually is a scientist and I see how he thinks about problems and how he approaches them. It just, that combination of when is it the right moment to imagine something really amazing. Because a lot of scientists, they don't know what they're discovering. They're just out there. Yeah. Um, oh, when is it? The moment when you were gathering back a set of data and you're saying, hmm, does data's actually telling me that it's not that great and that is not the direction that I should go in? And just being, and really refining the balance between the three modes whenever you're faced with facts or contradictory pieces of evidence, I think is, um, something that I will always be very grateful for for my time. And as a biotech CEO, Daniel:   something I can't say at all, I've never done that, Jocelyn:   hey, one of my other lives, you know. Daniel:  Well, so this actually goes back to, um, like an organization has got to have multiple bets, right? And they need to have, uh, uh, a roadmap of, you know, crazy bets and less crazy bets. And in a sense like I would, I would integrate that as an innovation leadership skill. 100% is the ability to like, uh, you know, what would you call it? Handicap, um, various items on the roadmap, but then also like to, to, to, to make sure that those bets are spread out. Jocelyn:  Yup. Have you heard of the ambition matrix before or seen the framework of it? The ambition matrix? Daniel:   No. Illuminate me! Jocelyn:   so it's a pretty simple framework. Um, where I think on one of the axes is solutions. The other axis is challenge, but in any case it's basically concentric circles like moving out of core, adjacent and transformational... and where it talks about how do you actually categorize your bets in terms of innovations or core innovation is something that's very different but also very needed comparatively to something transformational. Um, and I think visualizing it that way could be really helpful when facilitating a conversation. Daniel:  Have, have you utilized that in your, in your own work? Jocelyn:  Uh, we are actually looking at the application of it at UNICEF right now where we're looking at how we're, how different projects could be core, adjacent and transformational. Daniel:   Uh, can you, can you say a little bit more about that and maybe tell us a little bit about, uh, the, the role you're, you're doing right now? because I don't know too much about it yet. Jocelyn:   Sure. I mean, and now we're getting sort of like a little bit into the new ones of like how has variation different in the world of international development versus in the world of the private sector? Um, there, there are different lenses that one might me take. Um, at UNICEF and my role is as a business model specialist on the scale team, the current innovation team is divided into three pillars. We have a futures arm where we look at what are new landscapes and markets are sort of shaping out there. We have a ventures arm which looks at um, deploying capital in frontier technologies. So think block chain, drones, all fall under the ventures arm. And then we have a scale team and that's where I sit. Um, and the way that we think about innovation is like how might we accelerate projects or programs that are demonstrating a lot of practice but need to go to scale and actually spread a lot faster than your current rate of expansion. So those are three different lenses. The very definition obviously of innovation varies depending on the lens that you take. Because like a venture's lens for example, is they're using capital...an now we're getting a little bit more into the strategy side, but were they using capital as an accelerant versus ... we are using actual internal capabilities on the scale team to uh, accelerate innovation. Daniel:  Huh. That, that's interesting. Well, so like can capital accelerate the innovation itself or can capital accelerate the spread of the putative innovation or learning about whether or not it is in fact effective at scale? Jocelyn:   Probably both. I think that UNICEF takes the fans that we are a catalyst in an ecosystem and if somebody else is doing something that's really wonderful, like what is the best role that we might be able to play? And in that case it could be the provision of capital. Um, in some other areas like in scale, it might be the deployment of internal capabilities and in the futures team it could be putting out a thought leadership piece on how urban innovation works or, um, one of our other projects is, you know, just to give you an example is, um, what we're calling a 21st century Ger project where we have brought together different partners in the private sector and academia. Um, Arc'Teryx, North Face, University of Pennsylvania to help us redesign a Mongolian Ger, uh, which is those Yurts that, uh, folks live in. It's a materials design project in order to increase an improved installation of these structures that folks live in, which would help with air pollution. Because right now these yurts are not insulated very well and families end up burning a lot of coal internally, which causes a lot of health issues. Um, but if we're able to actually improve the installation, then we're able to, uh, help from a health perspective for all of these different families. But that's a futures project... no one else is doing that in the market, it's pretty niche but much needed in terms of urban innovation. And we have a really fantastic set of partners that are working with us on it. Daniel:  That's so cool. And, and what that really illustrates for me is like how many levers there are for a change. Like, cause obviously you could also be working on the combustion side, right? Or on the electrical generation side. Jocelyn:   Absolutely. Daniel:   And, and doing and it sounds like there's been a decision and it makes a lot of sense actually. Cause this I've known about this problem, it's like I never once thought about it from the installation side, which is really subtle. Jocelyn:   yeah. Um, there's a really wonderful framework. I feel like I'm throwing a lot of frameworks, Daniel:   I love frameworks! Jocelyn:   I figured it's you, so I'll just throw out all the frameworks in the world because they know you love them. Um, if you haven't seen Doblin 10 types of innovation, sure. I would highly recommend that you take a look at that because he talks about, uh, it breaks it down into basically three large categories, configuration which is made out of your profit model and network structure process you're offering. So product performance, product system and you experience, so like your service, your cattle, your brand, your customer engagement, you can innovate along any of these things, um, and have it be a really wonderful type of innovation. Or you could even combine different categories together to actually have something more transformational. So for example, a core... Just use the ambition matrix against this new types of innovation. Jocelyn:   A core innovation for um, a, let's see, a channel or brand could be a new campaign that they have never thought about before. And it's fundamentally, you know, people, or a brand might choose to use Instagram, which is a channel they may not have ever used before in terms of reaching a completely new segment of audience. Or they could combine different things together, like a profit model combined with product performance combined with customer engagement, which are three different things, which is the example of the Mongolian Ger project that I just gave you, which is how do we actually improve not only on the product or on the distribution on it and involve the Mongolian government to help with the profit model side and then also engage users as part of the understanding from a health care standpoint that burning so much coal, um, would affect your health x ways. Daniel:   So this really goes back to the, the idea that this can be a discipline and Yup. And, and, and my mind is going back to, like, six sigma. Like here are the types of wastes and yeah, you could also think like, okay, well how can we improve this system? And what you're doing is you're reducing the loss of heat, right. As opposed to focusing on the efficiency of the generation of the heat. That's just really cool. Um, but at the same time, I feel like sometimes these, the, the discipline is not a replacement for somebody seeing potential. Like, so this goes back to like your skill as a business designer, which is like how did you do this? How does one decide if something's got a putative legs? You know, you're like, oh, this has got, this is there's some juice here that's worth the squeeze. Jocelyn:   Yeah, yeah, absolutely. I think that, um, on that particular project, I, I really have to credit the team behind that where it was not only the partnerships team that, so a lot of potential, but it was the futures team and also the head of the scale team that said, oh, there is something really interesting here. I think that this reframing of how we relate to heat could result in something really breakthrough. And we have a really fantastic partner arc'teryx who said, great, let's try it out. What's the worst thing, you know, in the spirit of design thinking, let's try out a prototype and see what happens. Daniel:   Yeah. Well, so then, yeah, this, this is, we're like building out a, a lovely model of innovation leadership here. Why don't we just like a fearlessness, a willingness to prototype, but I think there's also another piece which, which we're like getting towards which is like storytelling, which is like the ability to communicate to somebody an opportunity that you perceive that maybe they don't perceive. Jocelyn: Yep. How do you think that, given that you work so much in the conversation side of things, how do you think that storytelling or facilitation changes with this innovation leadership lens? Does it change or does it not change from a skillset standpoint? Daniel:   I mean, I think storytelling...you just reverse interviewed me, Jocelyn! I mean I believe that a storytelling is like really fundamental. Like I, my, my love for storytelling and narrative is like one of the reasons why I made a narrative phase in the design gym model. There isn't a narrative phase in ideas model, which I think is actually a major failing. It sort of stands outside of the design thinking process. Whereas I think that it is, it is design thinking is a way of telling stories. Um, I have to think in when we talk, each phrase that we respond to each other with is forming a story and like, what's like, if I say a non-sequitur, it's like we define a non-sequitur as something that's not linked to the rest of the conversation, it doesn't, it doesn't connect or it doesn't relate. So I think, um, great story telling makes things seem obvious, right? Like it, which is sort of like, hey, here's this amazing opportunity and here's this huge problem and we should do something about it right now. Like that's just the fundamental innovation storytelling model, right? That I know, like, I dunno what, what, what's your, what your core story telling you know, framework is like, when you want to make sure that you're communicating that value to someone else. Like what, what you, how do you make sure that rises up from all of the, the, the charts and figures. Jocelyn:  Yeah. I don't know if I have a storytelling of framework per se, but what I do think storytelling needs to be, are powerful anecdotes that somebody else can tell the story on behalf of you. So you maybe it needs to be memorable enough. Yes. And one of the stories that comes to mind, um, and this is not a client that I've worked with and is more of an anecdote that a colleague of mine has told me is that, um, when he was visiting the headquarters of Alcoa, which is a mining company, um, and he was running late for a meeting and he was in their London offices and arrived like just on time. They made him sit through a 10 minute training video on safety, even though they were in the middle of London. There were no mines around anywhere. Jocelyn:   They were in professional building. But you have to sit through 10 minutes of training because that was one of their core values, um, that it, that they really wanted to talk about in Alcoa. And the reason for that is when the new, and this is, um, this is definitely a couple years ago when a new CEO of Alcoa came in to take over the company. At the point in time, he decided that the way that he was going to turn around the company was through a message of safety. And so every single call that he did with his earnings, with his leadership team, um, with employees that he would meet, he would ask them, how are you actually talking or implementing safety in your teams? Um, and it's one of the safest places to work right now. Um, which is kind of insane. Well, for a mining company and even more so than than, um, other mining companies that are out there. But then he just really drove that message home by building it into one of the core values of the organization. And that culture is spread through asking that simple question and that people could retell and say, here's how a CEO and a thinks about it. Yeah. It's not really sort of like on the innovation lines, but I think it goes to your storytelling point around how the things get told, um, and emphasized upon. Daniel:   Yeah, it's that drumbeat. Uh, and whatever you are talking about is what will be on top of people's mind and it's what will happen. It's really cool. What a great story. I'll retell that. I don't think people often think about storytelling, uh, in terms of what will happen after I tell the story. Um, yeah, and designing for retelling is definitely a really important heuristic for, for, you know, if you're going to architect the narrative for sure. simplify. Um, so Jocelyn, we're coming up against our, our, um, our time together this time together. Is there anything else that, um, that we haven't talked about that you think is worth bringing, bringing up, uh, on these topics? Any thread that we've left loose that, that's, that's, uh, sticking out of your mind? Jocelyn:  Um, the only other thing that comes to mind is the topic on learning, which I feel like could take a whole other session on its own. Um, but I wonder whether there's anything that you would like to unpack around there because I think so much of creating a discipline in ritual for yourself is also paired from a complimentary standpoint of how does one learn and how does one practice? Because that's it goes hand in hand. You can't really create a discipline without actually practicing something. Yeah. Um, Daniel:  well you talked a little bit about this in terms of like, uh, uh, the organizational capability is part of the innovation, but then inside of that capability are people and people, uh, change at the rate of, uh, people, human conversation developmentally happens. Yeah. I don't know, at a certain pace, um, in which case like, how can you, you know, increase that for an organization? How can you increase that for, for a person. But I think it seems like you're, you're positing and I agree with you that like, um, having some, some discipline around it, having some frameworks about can, can really help people. Jocelyn:  Yup. Daniel:   Couldn't agree more. We just tied a bow around that. Yep. How do you feel like you've grown in your own capabilities? Like I feel like you've, you've gone from strength to strength, your increase in your career. How do you stay focused on, on your own growth? Jocelyn:   great question. I think, um, from a practice standpoint, I think something that I do, and I don't know how intentionally I truly do this, but definitely it's woven into, uh, my day to day is that I practice, I do a lot of distributed practice. I don't know if that's an that's an actual term. I don't know, maybe I just coined that. Daniel:   Well, it is now! Jocelyn:  And what I mean by that is, um, I try and make sure, like whenever I learn a new concept or a new skill set that I, I, uh, practice it sporadically and in a very spread out way. So for example, I'm not in the world of design thinking right now and neither am I a designer. There was a period of my life where I was very immersed in it and that was all I was reading and thinking and speaking about on a day to day basis. Now I have a different lens and focus, but I still upkeep my design thinking side, um, to whether that's like sporadic engagements or, um, and I teach stuff like at the d school and that's pretty nice, like longer term cadence to force me to actually think about like new concepts in design or I go to design events or read books and there isn't....it's no way near the intensity's uh, we read it, my intensity a hundred back then. Jocelyn: It's like now it's probably about 15 to 20% of my time and attention, but I kind of keep that on the back burner so that I don't actually lose touch of that. Um, and to also make sure that I remember a lot of the things that I've learned because I think it's easy to pick up something and just let it go and never touch it.. And what's learning something if you don't actually retain things that you're interested in? Daniel: Yeah. This is like, you are using the forgetting curve to your advantage. This is the forgetting curve. I'll, I'll send you a link. I'll put the link in the show notes. I, well, I interviewed somebody, a behavioral, a guy who works for a behavioral Science Company called Boundless Mind and behavioral change works with the, like if I tell you a number today like your, it has no emotional impact but you may remember it in two or two or three or five or 10 minutes, um, the odds of you remembering it next week and very slim. But if I call you up tomorrow and say, Hey Jocelyn, I'm going to call you tomorrow and I'm going to ask you what the number is, you might remember it. And then if like I call you up in, in like another week and I'm like, Hey, you remember what that number is? You're like, oh yeah, I remember the number. Or at least like what the range is like. So it's about like, just like, like, like the radioactive decay curve. Jocelyn: Um, oh, got it. Okay....that's the name of the concept. Not really distributed practice,Daniel: but I like distributed, I think distributed practice is much better. But yeah, that's like, that's the idea is like you're making sure that you are being intentional about keeping it... As my father would say, a used key is always bright. Jocelyn: There you go. Yes. I love that. Daniel: Um, the, the fact that I got into a quote from my father means that it's time for us to stop. Jocelyn: Um, thank you so much for having me. Really Fun as always. Daniel: Yeah, it is. We enjoy our conversations. Likewise. I really appreciate you making the time.  

The Eight Types of Suffering

The Eight Types of Suffering

The Eight Types of Suffering

The Eight Types of Suffering

The Eight Types of Suffering

The Eight Types of Suffering

The Eight Types of Suffering

The Eight Types of Suffering

The Eight Types of Suffering

The Eight Types of Suffering

The Eight Types of Suffering

The Eight Types of Suffering

The Eight Types of Suffering

The Eight Types of Suffering

The Eight Types of Suffering

The Eight Types of Suffering

The Eight Types of Suffering

The Eight Types of Suffering

The Eight Types of Suffering

The Eight Types of Suffering

The Eight Types of Suffering

The Eight Types of Suffering

The Eight Types of Suffering

The Eight Types of Suffering

The Eight Types of Suffering

The Eight Types of Suffering