Podcasts about employ

Il va falloir revenir au bureau tous les jours. Pour justifier ce choix, le groupe automobile a choisi le slogan suivant : « Back together we win ».Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Largement oubliée de nos jours, Alice Guy n'en doit pas moins être considérée comme la toute première réalisatrice du Septième art.

Transport public – Malaise à la CNT : trois employés suspendus après une vidéo controversée by TOPFM MAURITIUS

Christine Kelly revient, sans concession, sur tous les sujets qui font l'actualité. Vous voulez réagir ? Appelez le 01.80.20.39.21 (numéro non surtaxé) ou rendez-vous sur les réseaux sociaux d'Europe 1 pour livrer votre opinion et débattre sur grandes thématiques développées dans l'émission du jour.Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

En 2021, Ubiquiti découvre une fuite massive de données et de code source, orchestrée non pas par un hacker externe, mais par l'un de ses propres ingénieurs. Plongé au cœur de la cellule de crise, l'employé détourne ses accès AWS et GitHub, croyant masquer ses traces via un VPN, tout en semant des indices qui le confondront. On retrace pas à pas cette affaire d'« insider threat »: le vol, l'enquête et les erreurs fatales, et ce qu'elle enseigne sur la sécurité et la gestion des accès.En plateau Michaël de Marliave — animateur➤ Pour découvrir Mammouth IA : https://mammouth.ai/➤ Pour le Merch Micode et Underscore_ : https://traphic.fr/collections/micode⚠️ Précommandes avant le 15 Janvier ! Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

*Wherefore, my beloved, as ye have always obeyed, not as in my presence only, but now much more in my absence, work out your own salvation with fear and trembling. (Philippians 2:12)* For it is God which worketh in you both to will and to do of his good pleasure. (Philippians 2:13) *1/ An example of obedience - Our Lord Jesus Christ. 2/ A word to obey - Employ yourself in things which accompany salvation. 3/ An encouraging truth - It is God which worketh in you both to will and to do of his good pleasure.* **Sermon Summary:** The sermon centers on the biblical call to obedient living, grounded in the truth that God Himself works in believers to will and to do according to His good pleasure. Drawing from Philippians 2:12–13, it emphasizes that while believers are to 'work out their salvation with fear and trembling,' this effort is not self-reliant but empowered by divine grace, which enables both the desire and the ability to obey. The example of Christ's humble, obedient life—marked by submission to the Father's will even unto death—serves as the ultimate model, calling believers to a life of humility, focus on God's purposes, and practical righteousness. The sermon warns against self-deception, urging a life of godly fear, reverence for God's commands, and obedience in all areas of life, including worship, relationships, and daily conduct, all rooted in Scripture. Ultimately, it offers profound encouragement: when believers seek to follow God's will, they are not left to their own strength, but are sustained and strengthened by the very presence and power of God, who works in them to fulfil His eternal purposes.

ccHébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Au programme du 5/5 :Négociations sur fond de menaces entre Téhéran et Washington Ukraine : la France veut renouer le contact avec la RussiePour Zelensky, seul Trump peut faire plier PoutineLes projets fous de l'armée russeCrans-Montana : la lettre des gérants à leurs employésAcquitté en Malaisie, Tom Félix de retour en France Suspicion d'espionnage chinois en GirondeLouvre : la couronne d'Eugénie lance sa restaurationJO d'hiver : Snoop Dogg porte la flamme olympiqueLes uniformes des JO d'hiver 2026 se dévoilentUn personnage de "Harry Potter" mascotte du nouvel an chinoisTous les soirs du lundi au jeudi vers 19h40 sur France 5, Lorrain Sénéchal vous informe sur l'actualité du jour dans son “5 sur 5”.

L'usine Star Knitwear refait parler d'elle : un an après sa fermeture, les anciens employés se sont rendus à Victoria House pour réclamer les indemnités qui leur sont dues suite à la cessation d'activité de l'entreprise. Le syndicaliste Faysal Ally Beegun a indiqué qu'il accorde un délai jusqu'au 1er avril au ministre du Travail et au receiver manager pour trouver une solution. Faute de réponse, les employés se mobiliseront devant l'Assemblée nationale. Par ailleurs, il est également revenu sur la fermeture de l'usine Pad & Co, où, il y a cinq ans, 400 employés mauriciens avaient perdu leur emploi et n'ont toujours pas bénéficié de leurs compensations. Le syndicaliste a affirmé que ces employés participeront également à la manifestation.

Pour prendre vos billets pour le LEGEND TOUR c'est par ici ➡️ https://www.legend-tour.fr/ Retrouvez la boutique LEGEND et nos offres pendant les soldes ➡️ https://shop.legend-group.fr/Merci à Mathieu Cammas de nous avoir tout dit sur son passé d'employé d'hôtels de luxe, pendant des années il a répondu aux caprices de stars les plus fous. (Hésitez pas à nous dire si oui ou non c'est le sosie officiel de Robin Williams

Gene and Alyssa answered questions and explored important topics: She is 28 and asks why the schools don't teach financial fundamentals? (Excellent question!) He asks how to handle IRAs when the named beneficiary is the estate? She wants to understand how to take advantage of the Trump Accounts for children? He asks if gold and silver are dropping in price because of the individual investor?  (No!) He asks if he can still take the $6,000 senior deduction if he itemizes his deductions? Free Second Opinion Meetings Meet with a More than Money advisor to review your entire financial picture or simply project your retirement Meet with our Social Security partner to plan the best S/S strategy for you Meet with our estate planning attorney partner to review your estate plans – if you have any Meet with our insurance partner to review your life or long term care coverages Discover how to have your 401(k) professionally managed without leaving your company plan Schedule a free second opinion meeting with a More than Money advisor? Call today (610-746-7007) or email (Gene@AskMtM.com) to schedule your time with us.

C'est l'histoire toute banale d'un avocat qui s'est passionné pour les fonds d'investissement, oui ça existe, et qui a terminé à la tête un petit groupe de média/cabinet d'avocats. Notre invité est un infatigable entrepreneur, qui dénote clairement dans les milieux très feutrés des avocats de fonds d'investissement. Depuis ses début sa « petite entreprise » s'est bien développée, puisque son cabinet concurrence très largement, sur leur secteur, les cabinets d'avocats anglo-saxons. Il a une communauté d'abonnés énorme et a encore fait beaucoup parlé de lui sur les réseaux sociaux en rachetant un média. Il nous a d'ailleurs confié qu'il avait pour ambition de créer un groupe. Pas commun notre invité !Vous l'avez peut-être deviné, nous avons la joie d'accueillir aujourd'hui dans ce nouvel épisode d'Avocats Génération Entrepreneurs, Gaspard De Monclin, fondateur d'Overlord et CEO du journal Le Revenu.Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Tripp Limehouse discusses the key differences in mindset and strategies that wealthy individuals employ to secure their financial futures. He emphasizes the importance of starting early and being consistent in investing, utilizing tax-deferred accounts, and the necessity of having a solid estate plan. The conversation also includes listener questions, providing practical advice on retirement planning and financial management. Visit Limehouse Financial to learn more. Call 800-940-6979See omnystudio.com/listener for privacy information.

Elle attaque son ancien employeur au Prud'hommes pour contester son licenciement

Elle attaque son ancien employeur au Prud'hommes pour contester son licenciement

Dans la vie professionnelle comme dans la vie personnelle, chacun joue plusieurs rôles. Et suivant la personnalité de chacun, les ressentis sont radicalement différents. Et parfois, à force de vouloir trop en faire et trop bien faire, on finit par se perdre et à faire tampon entre les équipes. À quoi s'exposent-ils ? Comment peut-on repérer un employé sandwich dans son entreprise ? Pourquoi on appelle ça un “employé sandwich" ? Écoutez la suite de cet épisode de "Maintenant vous savez". Un podcast Bababam Originals, écrit et réalisé par Samuel Lumbroso. Première diffusion : juillet 2024 À écouter aussi : ⁠La grasse matinée permet-elle vraiment de lutter contre la fatigue ?⁠ ⁠Coqueluche, tuberculose : les maladies oubliées font-elles vraiment leur retour ?⁠ ⁠Comment sont réalisés les sondages en politique ?⁠ Retrouvez tous les épisodes de ⁠"Maintenant vous savez".⁠ Suivez Bababam sur ⁠Instagram⁠. Learn more about your ad choices. Visit megaphone.fm/adchoices

Depuis le mardi 20 janvier, les gérants du Constellation sont entendus par la justice suisse après l'incendie de leur bar qui a fait 40 morts et 116 blessés la nuit du Nouvel An. Selon un avocat de la partie civile, Jacques Moretti cherche à minimiser ses responsabilités dans le drame.Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

ITALY STABILIZES PENSION COSTS AND CELEBRATES PASTA TARIFF CUTS Colleague Lorenzo Fiori. Lorenzo Fiori reports that despite high pension costs, Italy's economic reforms under Prime Minister Meloni have stabilized the system by increasing employment. Fiori notes that Italy's deficit and inflation have dropped significantly, and he celebrates the US decision to slash tariffs on Italian pasta imports. NUMBER 61945 VJ DAY

Nids de poules : en avez-vous été victimes? Tribune téléphonique. Regardez aussi cette discussion en vidéo via https://www.qub.ca/videos ou en vous abonnant à QUB télé : https://www.tvaplus.ca/qub ou sur la chaîne YouTube QUB https://www.youtube.com/@qub_radioPour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

I have a few sayings I want to put down for you here in the last few minutes. One is the question to ask whenever something comes up in your life—and you can use this all day long: 'What's the lesson?' When you ask what the lesson is, then you train yourself to react to things in a responsible way, rather than becoming a victim. Next is a mantra: 'Things are never as good as they seem, or as bad as they seem.' Because the immediate reaction when you hear bad news, or you hear something that sounds scary, is this: overreact and become intolerant. So remember this: things are never as good as they seem, nor as bad as they seem. Next one is this: 'This too shall pass.' Oh, what a powerful mantra! And that's one that Kṛṣṇa uses throughout the Bhagavad-gītā. Remember, it's just passing through. We're just passing through, so tolerate. Next one is: 'Concentrate on effort, not results.' Put in your best effort. Do the best you can with what you have right now, and don't worry about the results. It's not up to you. 'Whatever you resist, persists.' So if you push back on things, then it grows. Another is: 'Flip the switch.' I'm going to show you how to do it. Just put your hand behind your head right now, everybody—there's a little switch back there. You didn't know it was there. And then, flip it. And you turn off the 'humanoid' in you, and you become a little AI robot. So, turn off your emotion and just learn to do that; you can flip the switch. Another one is to meditate and practice noticing that you are not your thoughts. If you're able to isolate and see that thoughts are passing through all the time, just like clouds, and that you are not your thoughts, you gain a perspective which gives you a means by which you will naturally feel equal in all circumstances. Practice equanimity. Try it out for a week and see what it's like. Try it out for a day. Try it out for an hour. Employ some of these principles and see what it feels like. It's an authorized practice given in the Bhagavad-gītā. People will notice the difference in you. You'll notice a difference in you, and you'll also come to the heart of the matter, which is: 'I am not this body.' I'm just in a body, and I'm in a world that's always changing, but it has nothing to do with me—nothing at all. I just am here by circumstance. ------------------------------------------------------------ To connect with His Grace Vaiśeṣika Dāsa, please visit https://www.fanthespark.com/next-steps/ask-vaisesika-dasa/?utm_source=youtube&utm_medium=video&utm_campaign=launch2025 ------------------------------------------------------------ Add to your wisdom literature collection: https://iskconsv.com/book-store/?utm_source=youtube&utm_medium=video&utm_campaign=launch2025 https://www.bbtacademic.com/books/?utm_source=youtube&utm_medium=video&utm_campaign=launch2025 https://thefourquestionsbook.com/?utm_source=youtube&utm_medium=video&utm_campaign=launch2025 ------------------------------------------------------------ Join us live on Facebook: https://www.facebook.com/FanTheSpark/ Podcasts: https://podcasts.apple.com/us/podcast/sound-bhakti/id1132423868 For the latest videos, subscribe https://www.youtube.com/@FanTheSpark For the latest in SoundCloud: https://soundcloud.com/fan-the-spark ------------------------------------------------------------ #spiritualawakening #soul #spiritualexperience #spiritualpurposeoflife #spiritualgrowthlessons #secretsofspirituality #vaisesikaprabhu #vaisesikadasa

2026 : l'année où les employés devront faire plus avec moins (et plus vite) Dans cet épisode d'Hypercroissance, Antoine Gagné reçoit Jonathan Léveillé pour une discussion d'affaires franche sur ce qui attend les entreprises en 2026. Intelligence artificielle, productivité, automatisation et marché du travail : tout s'accélère. Ils abordent une réalité de plus en plus visible sur le terrain : les organisations demanderont davantage aux employés, souvent avec moins de ressources, et à un rythme plus élevé. L'intelligence artificielle libère du temps, mais crée aussi un vide que les entreprises, les clients ou les gestionnaires chercheront à remplir. Au fil de l'échange, ils reviennent sur :✅ Pourquoi l'IA transforme la structure des équipes✅ Le déplacement des budgets de la masse salariale vers l'automatisation✅ La pression accrue sur les postes juniors✅ L'arrivée des agents intelligents dans les organisations✅ Le retour des compétences humaines comme avantage stratégique Vous êtes entrepreneur, dirigeant ou responsable marketing ? Cet épisode vous aidera à mieux comprendre comment adapter vos équipes et votre stratégie de croissance face aux nouvelles exigences de 2026. 

Last week Darren and Mark shared effective ways to embody characters physically. Today, they share the impact that we can have when we do the same with vocal techniques.     SNIPPETS: • Selectively use dialogue instead of narration   • Vary your vocal volume   • Volume variances depict emotion   • Energy and intensity do not have to be loud   • Modify vocal pitch appropriately   • Different speaking rates can show demeanor and state of mind   • Use congruent facial expressions   • Attitude and posture can say a lot about a character   • Body language will show emotion   • Stress, fatigue, pain, and illness can be portrayed with body language   • Employ an accent when comfortable, competent, and confident   • Be careful not to offend when using accents   • Use age-appropriate vocal characterizations   Work with Mark and Darren: https://www.stagetimeuniversity.com/get-a-speaking-coach/   Check Out Stage Time University: https://www.stagetimeuniversity.com

Donald K. Trump purported, claimed, fantasized, pulled out of his ass the claim that the US bombed "a building from where the boats leave" in Venezuela. Good enough for the New York Times! And perfect news to break on lunkhead-billionaire John Catsimatidis' radio show on his radio station. John is in Epstein's little black book, so we might actually discover if his face actually goes to his toes. Donald K. Trump son-in-law, Jared Kushner, and Putin's hand up the Trump puppet, Steve Witkoff have developed a bold 32-slide PowerPoint presentation with a humble $112 billion price tag, minus your $91 billion, formed around the classic structure of, "Kill the natives. Destroy their homes. Sell resorts. Employ some survivors. Profit!" Canada maliciously complies with middle manager out of control, Donald K. Trump.

Send us a textThis episode is the first of three episodes that centers on the biggest star in all of American Literature, the great Ernest Hemingway. Ernest Hemingway's writing tips center on a minimalist style, a disciplined work ethic, and his famous "Iceberg Theory" (or theory of omission), which suggests that the deeper meaning of a story should be implied rather than explicitly stated. Here are his core writing tips and advice:Style and TechniqueBe brief and use simple language: Employ short sentences and paragraphs to create a direct, clear, and impactful prose style. Avoid flowery or ornamental language, adverbs, and adjectives wherever possible.Write one true sentence: When experiencing writer's block or starting a new piece, focus on writing one simple, honest, and factual sentence you know to be true. This can provide the anchor to build the rest of the story.Show, don't tell: Instead of describing emotions or themes directly, present the specific actions, dialogue, and details that allow the reader to infer the underlying meaning and emotion for themselves.Master the "Iceberg Theory": The visible part of your story (the words on the page) should only be a fraction of the whole. The majority of the meaning, informed by the writer's deep knowledge of the subject and character motivations, should reside as subtext beneath the surface.Use vigorous English and strong verbs: Employ active voice and precise, powerful verbs to drive the narrative and avoid passive constructions or weak language. Process and DisciplineEstablish a consistent routine: Hemingway was highly disciplined, waking early (often between 5:30 and 6 a.m.) to write in a quiet, distraction-free environment for several hours each morning.Stop while you're still "going good": To avoid writer's block, always stop writing for the day when you still know what will happen next. This leaves something in the "well" for the next morning, making it easier to start again.Edit ruthlessly: Expect the first draft to be poor and embrace the revision process. Hemingway famously rewrote the ending of A Farewell to Arms 47 times, believing that all good writing requires meticulous editing and rewriting.Read widely and compete with the "dead greats": A writer should read everything to understand what has been done and set a high standard for their own work by competing with established masters.Live first, write later: Draw heavily on personal experience, observation, and research. The authenticity in his writing came from truly knowing his subjects (hunting, fishing, war, love) and filtering them through an intimate viewpoint. By adhering to these principles, Hemingway aimed to create prose that was honest, authentic, and emotionally resonant, allowing the reader to experience the story as if it happened to them personally.  Questions or comments at , Randalrgw1@aol.com , https://twitter.com/randal_wallace , and http://www.randalwallace.com/Please Leave us a review at wherever you get your podcastsThanks for listening!!

Christine Kelly revient, sans concession, sur tous les sujets qui font l'actualité. Vous voulez réagir ? Appelez le 01.80.20.39.21 (numéro non surtaxé) ou rendez-vous sur les réseaux sociaux d'Europe 1 pour livrer votre opinion et débattre sur grandes thématiques développées dans l'émission du jour.Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Why Customer Success Can't Be Automated (And What AI Can Actually Do) In this special year-end episode of the FutureCraft GTM Podcast, hosts Ken Roden and Erin Mills sit down with Amanda Berger, Chief Customer Officer at Employ, to tackle the biggest question facing CS leaders in December 2026: What can AI actually do in customer success, and where do humans remain irreplaceable? Amanda brings 20+ years at the intersection of data and human decision-making—from AI-powered e-commerce personalization at Rich Relevance, to human-led security at HackerOne, to now implementing AI companions for recruiters. Her journey is a masterclass in understanding where the machine ends and the human begins. This conversation delivers hard truths about metrics, change management, and the future of CS roles—plus Amanda's controversial take that "if you don't use AI, AI will take your job." Unpacking the Human vs. Machine Balance in Customer Success Amanda returns with a reality check: AI doesn't understand business outcomes or motivation—humans do. She reveals how her career evolved from philosophy major studying "man versus machine" to implementing AI across radically different contexts (e-commerce, security, recruiting), giving her unique pattern recognition about what AI can genuinely do versus where it consistently fails. The Lagging Indicator Problem: Why NRR, churn, and NPS tell you what already happened (6 months ago) instead of what you can influence. Amanda makes the case for verified outcomes, leading indicators, and real-time CSAT at decision points. The 70% Rule for CS in Sales: Why most churn starts during implementation, not at renewal—and exactly when to bring CS into the deal to prevent it (technical win stage/vendor of choice). Segmentation ≠ Personalization: The jumpsuit story that proves AI is still just sophisticated bucketing, even with all the advances in 2026. True personalization requires understanding context, motivation, and individual goals. The Delegation Framework: Don't ask "what can AI do?" Ask "what parts of my job do I hate?" Delegate the tedious (formatting reports, repetitive emails, data analysis) so humans can focus on what makes them irreplaceable. Timestamps 00:00 - Introduction and AI Updates from Ken & Erin 01:28 - Welcoming Amanda Berger: From Philosophy to Customer Success 03:58 - The Man vs. Machine Question: Where AI Ends and Humans Begin 06:30 - The Jumpsuit Story: Why AI Personalization Is Still Segmentation 09:06 - Why NRR Is a Lagging Indicator (And What to Measure Instead) 12:20 - CSAT as the Most Underrated CS Metric 17:34 - The $4M Vulnerability: House Security Analogy for Attribution 21:15 - Bringing CS Into Sales at 70% Probability (The Non-Negotiable) 25:31 - Getting Customers to Actually Tell You Their Goals 28:21 - AI Companions at Employ: The Recruiting Reality Check 32:50 - The Delegation Mindset: What Parts of Your Job Do You Hate? 36:40 - Making the Case for Humans in an AI-First World 40:15 - The Framework: When to Use Digital vs. Human Touch 43:10 - The 8-Hour Workflow Reduced to 30 Minutes (Real ROI Examples) 45:30 - By 2027: The Hardest CX Role to Hire 47:49 - Lightning Round: Summarization, Implementation, Data Themes 51:09 - Wrap-Up and Key Takeaways Edited Transcript Introduction: Where Does the Machine End and Where Does the Human Begin? Erin Mills: Your career reads like a roadmap of enterprise AI evolution—from AI-powered e-commerce personalization at Rich Relevance, to human-powered collective intelligence at HackerOne, and now augmented recruiting at Employ. This doesn't feel random—it feels intentional. How has this journey shaped your philosophy on where AI belongs in customer experience? Amanda Berger: It goes back even further than that. I started my career in the late '90s in what was first called decision support, then business intelligence. All of this is really just data and how data helps humans make decisions. What's evolved through my career is how quickly we can access data and how spoon-fed those decisions are. Back then, you had to drill around looking for a needle in a haystack. Now, does that needle just pop out at you so you can make decisions based on it? I got bit by the data bug early on, realizing that information is abundant—and it becomes more abundant as the years go on. The way we access that information is the difference between making good business decisions and poor business decisions. In customer success, you realize it's really just about humans helping humans be successful. That convergence of "where's the data, where's the human" has been central to my career. The Jumpsuit Story: Why AI Personalization Is Still Just Segmentation Ken Roden: Back in 2019, you talked about being excited for AI to become truly personal—not segment-based. Flash forward to December 2026. How close are we to actual personalization? Amanda Berger: I don't think we're that close. I'll give you an example. A friend suggested I ask ChatGPT whether I should buy a jumpsuit. So I sent ChatGPT a picture and my measurements. I'm 5'2". ChatGPT's answer? "If you buy it, you should have it tailored." That's segmentation, not personalization. "You're short, so here's an answer for short people." Back in 2019, I was working on e-commerce personalization. If you searched for "black sweater" and I searched for "black sweater," we'd get different results—men's vs. women's. We called it personalization, but it was really segmentation. Fast forward to now. We have exponentially more data and better models, but we're still segmenting and calling it personalization. AI makes segmentation faster and more accessible, but it's still segmentation. Erin Mills: But did you get the jumpsuit? Amanda Berger: (laughs) No, I did not get the jumpsuit. But maybe I will. The Philosophy Degree That Predicted the Future Erin Mills: You started as a philosophy major taking "man versus machine" courses. What would your college self say? And did philosophy prepare you in ways a business degree wouldn't have? Amanda Berger: I actually love my philosophy degree because it really taught me to critically think about issues like this. I don't think I would have known back then that I was thinking about "where does the machine end and where does the human begin"—and that this was going to have so many applicable decision points throughout my career. What you're really learning in philosophy is logical thought process. If this happens, then this. And that's fundamentally the foundation for AI. "If you're short, you should get your outfit tailored." "If you have a customer with predictive churn indicators, you should contact that customer." It's enabling that logical thinking at scale. The Metrics That Actually Matter: Leading vs. Lagging Indicators Erin Mills: You've called NRR, churn rate, and NPS "lagging indicators." That's going to ruffle boardroom feathers. Make the case—what's broken, and what should we replace it with? Amanda Berger: By the time a customer churns or tells you they're gonna churn, it's too late. The best thing you can do is offer them a crazy discount. And when you're doing that, you've already kind of lost. What CS teams really need to be focused on is delivering value. If you deliver value—we all have so many competing things to do—if a SaaS tool is delivering value, you're probably not going to question it. If there's a question about value, then you start introducing lower price or competitors. And especially in enterprise, customers decide way, way before they tell you whether they're gonna pull the technology out. You usually miss the signs. So you've gotta look at leading indicators. What are the signs? And they're different everywhere I've gone. I've worked for companies where if there's a lot of engagement with support, that's a sign customers really care and are trying to make the technology work—it's a good sign, churn risk is low. Other companies I've worked at, when customers are heavily engaged with support, they're frustrated and it's not working—churn risk is high. You've got to do the work to figure out what those churn indicators are and how they factor into leading indicators: Are they achieving verified outcomes? Are they healthy? Are there early risk warnings? CSAT: The Most Underrated Metric Ken Roden: You're passionate about customer satisfaction as a score because it's granular and actionable. Can you share a time where CSAT drove a change and produced a measurable business result? Amanda Berger: I spent a lot of my career in security. And that's tough for attribution. In e-commerce, attribution is clear: Person saw recommendations, put them in cart, bought them. In hiring, their time-to-fill is faster—pretty clear. But in security, it's less clear. I love this example: We all live in houses, right? None of our houses got broken into last night. You don't go to work saying, "I had such a good night because my house didn't get broken into." You just expect that. And when your house didn't get broken into, you don't know what to attribute that to. Was it the locked doors? Alarm system? Dog? Safe neighborhood? That's true with security in general. You have to really think through attribution. Getting that feedback is really important. In surveys we've done, we've gotten actionable feedback. Somebody was able to detect a vulnerability, and we later realized it could have been tied to something that would have cost $4 million to settle. That's the kind of feedback you don't get without really digging around for it. And once you get that once, you're able to tie attribution to other things. Bringing CS Into the Sales Cycle: The 70% Rule Erin Mills: You're a religious believer in bringing CS into the sales cycle. When exactly do you insert CS, and how do you build trust without killing velocity? Amanda Berger: With bigger customers, I like to bring in somebody from CX when the deal is at the technical win stage or 70% probability—vendor of choice stage. Usually it's for one of two reasons: One: If CX is gonna have to scope and deliver, I really like CX to be involved. You should always be part of deciding what you're gonna be accountable to deliver. And I think so much churn actually starts to happen when an implementation goes south before anyone even gets off the ground. Two: In this world of technology, what really differentiates an experience is humans. A lot of our technology is kind of the same. Competitive differentiation is narrower and narrower. But the approach to the humans and the partnership—that really matters. And that can make the difference during a sales cycle. Sometimes I have to convince the sales team this is true. But typically, once I'm able to do that, they want it. Because it does make a big difference. Technology makes us successful, but humans do too. That's part of that balance between what's the machine and what is the human. The Art of Getting Customers to Articulate Their Goals Ken Roden: One challenge CS teams face is getting customers to articulate their goals. Do customers naturally say what they're looking to achieve, or do you have a process to pull it out? Amanda Berger: One challenge is that what a recruiter's goal is might be really different than what the CFO's goal is. Whose outcome is it? One reason you want to get involved during the sales cycle is because customers tell you what they're looking for then. It's very clear. And nothing frustrates a company more than "I told you that, and now you're asking me again? Why don't you just ask the person selling?" That's infuriating. Now, you always have legacy customers where a new CSM comes in and has to figure it out. Sometimes the person you're asking just wants to do their job more efficiently and can't necessarily tie it back to the bigger picture. That's where the art of triangulation and relationships comes in—asking leading discovery questions to understand: What is the business impact really? But if you can't do that as a CS leader, you probably won't be successful and won't retain customers for the long term. AI as Companion, Not Replacement: The Employ Philosophy Erin Mills: At Employ, you're implementing AI companions for recruiters. How do you think about when humans are irreplaceable versus when AI should step in? Amanda Berger: This is controversial because we're talking about hiring, and hiring is so close to people's hearts. That's why we really think about companions. I earnestly hope there's never a world where AI takes over hiring—that's scary. But AI can help companies and recruiters be more efficient. Job seekers are using AI. Recruiters tell me they're getting 200-500% more applicants than before because people are using AI to apply to multiple jobs quickly or modify their resumes. The only way recruiters can keep up is by using AI to sort through that and figure out best fits. So AI is a tool and a friend to that recruiter. But it can't take over the recruiter. The Delegation Framework: What Do You Hate Doing? Ken Roden: How do you position AI as companion rather than threat? Amanda Berger: There's definitely fear. Some is compliance-based—totally justifiable. There's also people worried about AI taking their jobs. I think if you don't use AI, AI is gonna take your job. If you use AI, it's probably not. I've always been a big fan of delegation. In every aspect of my life: If there's something I don't want to do, how can I delegate it? Professionally, I'm not very good at putting together beautiful PowerPoint presentations. I don't want to do it. But AI can do that for me now. Amazingly well. What I'm really bad at is figuring out bullets and formatting. AI does that. So I think about: What are the things I don't want to do? Usually we don't want to do the things we're not very good at or that are tedious. Use AI to do those things so you can focus on the things you're really good at. Maybe what I'm really good at is thinking strategically about engaging customers or articulating a message. I can think about that, but AI can build that PowerPoint. I don't have to think about "does my font match here?" Take the parts of your job that you don't like—sending the same email over and over, formatting things, thinking about icebreaker ideas—leverage AI for that so you can do those things that make you special and make you stand out. The people who can figure that out and leverage it the right way will be incredibly successful. Making the Case to Keep Humans in CS Ken Roden: Leaders face pressure from boards and investors to adopt AI more—potentially leading to roles being cut. How do you make the case for keeping humans as part of customer success? Amanda Berger: AI doesn't understand business outcomes and motivation. It just doesn't. Humans understand that. The key to relationships and outcomes is that understanding. The humanity is really important. At HackerOne, it was basically a human security company. There are millions of hackers who want to identify vulnerabilities before bad actors get to them. There are tons of layers of technology—AI-driven, huge stacks of security technology. And yet no matter what, there's always vulnerabilities that only a human can detect. You want full-stack security solutions—but you have to have that human solution on top of it, or you miss things. That's true with customer success too. There's great tooling that makes it easier to find that needle in the haystack. But once you find it, what do you do? That's where the magic comes in. That's where a human being needs to get involved. Customer success—it is called customer success because it's about success. It's not called customer retention. We do retain through driving success. AI can point out when a customer might not be successful or when there might be an indication of that. But it can't solve that and guide that customer to what they need to be doing to get outcomes that improve their business. What actually makes success is that human element. Without that, we would just be called customer retention. The Framework: When to Use Digital vs. Human Touch Erin Mills: We'd love to get your framework for AI-powered customer experience. How do you make those numbers real for a skeptical CFO? Amanda Berger: It's hard to talk about customer approach without thinking about customer segmentation. It's very different in enterprise versus a scaled model. I've dealt with a lot of scale in my last couple companies. I believe that the things we do to support that long tail—those digital customers—we need to do for all customers. Because while everybody wants human interaction, they don't always want it. Think about: As a person, where do I want to interact digitally with a machine? If it's a bot, I only want to interact with it until it stops giving me good answers. Then I want to say, "Stop, let me talk to an operator." If I can find a document or video that shows me how to do something quickly rather than talking to a human, it's human nature to want to do that. There are obvious limits. If I can change my flight on my phone app, I'm gonna do that rather than stand at a counter. Come back to thinking: As a human, what's the framework for where I need a human to get involved? Second, it's figuring out: How do I predict what's gonna happen with my customers? What are the right ways of looking and saying "this is a risk area"? Creating that framework. Once you've got that down, it's an evolution of combining: Where does the digital interaction start? Where does it stop? What am I looking for that's going to trigger a human interaction? Being able to figure that out and scale that—that's the thing everybody is trying to unlock. The 8-Hour Workflow Reduced to 30 Minutes Erin Mills: You've mentioned turning some workflows from an 8-hour task to 30 minutes. What roles absorbed the time dividend? What were rescoped? Amanda Berger: The roles with a lot of repetition and repetitive writing. AI is incredible when it comes to repetitive writing and templatization. A lot of times that's more in support or managed services functions. And coding—any role where you're coding, compiling code, or checking code. There's so much efficiency AI has already provided. I think less so on the traditional customer success management role. There's definitely efficiencies, but not that dramatic. Where I've seen it be really dramatic is in managed service examples where people are doing repetitive tasks—they have to churn out reports. It's made their jobs so much better. When they provide those services now, they can add so much more value. Rather than thinking about churning out reports, they're able to think about: What's the content in my reports? That's very beneficial for everyone. By 2027: The Hardest CX Role to Hire Erin Mills: Mad Libs time. By 2027, the hardest CX job to hire will be _______ because of _______. Amanda Berger: I think it's like these forward-deployed engineer types of roles. These subject matter experts. One challenge in CS for a while has been: What's the value of my customer success manager? Are they an expert? Or are they revenue-driven? Are they the retention person? There's been an evolution of maybe they need to be the expert. And what does that mean? There'll continue to be evolution on that. And that'll be the hardest role. That standard will be very, very hard. Lightning Round Ken Roden: What's one AI workflow go-to-market teams should try this week? Amanda Berger: Summarization. Put your notes in, get a summary, get the bullets. AI is incredible for that. Ken Roden: What's one role in go-to-market that's underusing AI right now? Amanda Berger: Implementation. Ken Roden: What's a non-obvious AI use case that's already working? Amanda Berger: Data-related. People are still scared to put data in and ask for themes. Putting in data and asking for input on what are the anomalies. Ken Roden: For the go-to-market leader who's not seeing value in AI—what should they start doing differently tomorrow? Amanda Berger: They should start having real conversations about why they're not seeing value. Take a more human-led, empathetic approach to: Why aren't they seeing it? Are they not seeing adoption, or not seeing results? I would guess it's adoption, and then it's drilling into the why. Ken Roden: If you could DM one thing to all go-to-market leaders, what would it be? Amanda Berger: Look at your leading indicators. Don't wait. Understand your customer, be empathetic, try to get results that matter to them. Key Takeaways The Human-AI Balance in Customer Success: AI doesn't understand business outcomes or motivation—humans do. The winning teams use AI to find patterns and predict risk, then deploy humans to understand why it matters and what strategic action to take. The Lagging Indicator Trap: By the time NRR, churn rate, or NPS move, customers decided 6 months ago. Focus on leading indicators you can actually influence: verified outcomes, engagement signals specific to your business, early risk warnings, and real-time CSAT at decision points. The 70% Rule: Bring CS into the sales cycle at the technical win stage (70% probability) for two reasons: (1) CS should scope what they'll be accountable to deliver, and (2) capturing customer goals early prevents the frustrating "I already told your sales rep" moment later. Segmentation ≠ Personalization: AI makes segmentation faster and cheaper, but true personalization requires understanding context, motivation, and individual circumstances. The jumpsuit story proves we're still just sophisticated bucketing, even with 2026's advanced models. The Delegation Framework: Don't ask "what can AI do?" Ask "what parts of my job do I hate?" Delegate the tedious (formatting, repetitive emails, data analysis) so humans can focus on strategy, relationships, and outcomes that only humans can drive. "If You Don't Use AI, AI Will Take Your Job": The people resisting AI out of fear are most at risk. The people using AI to handle drudgery and focusing on what makes them irreplaceable—strategic thinking, relationship-building, understanding nuanced goals—are the future leaders. Customer Success ≠ Customer Retention: The name matters. Your job isn't preventing churn through discounts and extensions. Your job is driving verified business outcomes that make customers want to stay because you're improving their business. Stay Connected To listen to the full episode and stay updated on future episodes, visit the FutureCraft GTM website. Connect with Amanda Berger: Connect with Amanda on LinkedIn Employ Disclaimer: This podcast is for informational and entertainment purposes only and should not be considered advice. The views and opinions expressed in this podcast are our own and do not represent those of any company or business we currently work for/with or have worked for/with in the past.

L'Afrique du Sud a expulsé sept Kenyans employés par les États-Unis dans le cadre de leur programme d'accueil de la minorité blanche des Afrikaners. Et, ça ne risque pas d'arranger la relation déjà tendue entre Pretoria et Washington. Le journal kenyan Daily Nation revient sur ce contexte particulièrement électrique : « L'administration du président Donald Trump ambitionne d'accueillir des milliers de Sud-Africains blancs aux États-Unis dans le cadre d'un programme de réinstallation lancé cette année, en se fondant sur des allégations de persécution raciale. » Des allégations que réfute totalement l'Afrique du Sud. « Sur cette base, l'administration Trump a mis en place un programme offrant à certains Afrikaners un traitement prioritaire pour obtenir le statut de réfugié aux États‑Unis, comme en mai 2025 lorsqu'un premier groupe a été accueilli avec accompagnement pour leur insertion », commente la Nouvelle Tribune. Les sept Kényans expulsés étaient entrés dans le pays avec des visas de tourisme et avaient illégalement commencé à travailler, alors que des demandes précédentes de visas de travail leur avaient été refusées. Daily Nation analyse : « Durant son second mandat, Trump a proféré à plusieurs reprises de fausses accusations concernant le traitement réservé par l'Afrique du Sud à sa minorité blanche, s'en servant pour réduire l'aide au pays et exclure l'Afrique du Sud des réunions du G20. » Washington n'a en tout cas pas manqué de réagir aux expulsions : « Le département d'État américain a accusé Pretoria d'entraver ses opérations liées à l'accueil de réfugiés, qualifiant la situation d'inacceptable. De son côté, le gouvernement sud-africain affirme avoir engagé des démarches diplomatiques formelles avec les États-Unis et le Kenya afin de désamorcer le différend », conclut la Nouvelle Tribune. Au Kenya, 18 personnes prises au piège dans la guerre en Ukraine rapatriées Dix-huit personnes prises au piège dans la guerre en Ukraine ont été rapatriées dans le pays, révèle Daily Nation au Kenya. Le journal explique que ces 18 hommes ont été rapatriés de Russie, « certains souffrant de blessures graves ». Plus tôt dans la semaine, on a également appris qu'au moins 82 Kényans auraient été enrôlés de force aux côtés de l'armée russe dans la guerre en Ukraine. « La plupart, dépourvus de toute formation militaire, n'avaient jamais tenu une arme de leur vie avant d'être enrôlés. Après une formation express de cinq jours dans des camps d'entraînement, ils ont été envoyés sur la ligne de front », explique Le Monde Afrique. L'un des volontaires abusés, qui témoigne auprès de Daily Nation, raconte que « plusieurs agences de recrutement auraient trompé des candidats à l'immigration, leur faisant miroiter de faux emplois aux rémunérations alléchantes dans la transformation, l'emballage et le nettoyage de viande », tout en assurant prendre en charge les frais de transport, les examens médicaux et le logement sur place. Et « le Kenya n'est pas le seul pays africain de recrutement, explique le Monde Afrique. Les autorités ukrainiennes estiment que plus de 1 400 soldats du continent, issus de 36 pays, combattraient aux côtés de l'armée russe. La plupart sous la contrainte. » L'Afrique subsaharienne, par ailleurs, « constitue un vivier de recrutement vaste et facilement accessible en raison de taux de pauvreté élevés dans la plupart des pays de la zone » et de l'« important désir d'émigration », d'après l'Institut français des relations internationales (Ifri) dans une étude ce jeudi. Froid glacial, pluies diluviennes et fortes chutes de neige au Maroc « Le Maroc fait face à un épisode hivernal d'une rare intensité », commente Afrik.com. Mardi, les autorités ont annoncé le déploiement d'une aide d'urgence nationale. Objectif : venir en aide à des dizaines de milliers de familles. La province côtière de Safi est particulièrement touchée, raconte le média, des crues soudaines y ayant causé la mort de 37 personnes dimanche. « ​Safi panse ses plaies en quatre heures grâce à un élan de solidarité inédit, écrit notamment le journal marocain l'Opinion. Boulangers, pêcheurs, commerçants du port et professionnels de la pêche côtière se sont unis dans une collecte exceptionnelle, peut-on lire. Ce mouvement collectif, nourri par l'attachement profond à une ville meurtrie, illustre une capacité éprouvée à faire face à l'adversité (…) portée par la détermination et la cohésion de ses habitants », raconte le journal. Plus globalement, le Maroc connaît une variabilité climatique accrue, marquée par l'alternance entre sécheresses prolongées et épisodes pluvieux violents. Sans surprise, « l'intensification de ces phénomènes est liée au réchauffement climatique, qui modifie les régimes de précipitations et accentue les contrastes de température », souligne Afrik.com.

In this episode, Pastor Dilip ministers on how the church must perceive Christmas. Part 38 of the sermon series titled 'Word Became Flesh', preached at the Sunday Service on 14 December 2025 at Revelation Church.

Avec : Juliette Briens, journaliste à L'Incorrect. Pierre Rondeau, économiste. Et Benjamin Amar, prof d'histoire-géo. - Accompagnée de Charles Magnien et sa bande, Estelle Denis s'invite à la table des français pour traiter des sujets qui font leur quotidien. Société, conso, actualité, débats, coup de gueule, coups de cœurs… En simultané sur RMC Story.

durée : 00:14:51 - Journal de 7 h - Une décision de justice qui provoque la colère des employés mais aussi des élus locaux, alors que le groupe Revive, qui comptait accompagner le projet de Scop, s'était positionné.

durée : 00:14:51 - Journal de 7 h - Une décision de justice qui provoque la colère des employés mais aussi des élus locaux, alors que le groupe Revive, qui comptait accompagner le projet de Scop, s'était positionné.

Karina vous dévoile les décisions de justice les plus improbables.Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Tous les jours à 7H10 et 9H50 , on vous donne les bonnes nouvelles du jour.

Chaque soir dans un podcast inédit, un ou une membre de l'équipe vous dévoile l'un des cas les plus attendus de l'émission du lendemain ! Tous les jours, retrouvez en podcast les meilleurs moments de l'émission "Ça peut vous arriver", sur RTL.fr et sur toutes vos plateformes préférées.Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

The Shred is a weekly roundup of what's making headlines in the world of employment. The Shred is brought to you today by Jobcase.

Send us a textWhat really happens to students after they graduate? Does a diploma equal a plan?In this episode, Daniel Rock and Susan Simpson sit down with the innovative College and Career Readiness team from Tuscaloosa City Schools  to find out how they answered their superintendent's single, powerful question: "How do we know they're ready?"The answer was a comprehensive, K-12 plan built on three E's (Exposure, Exploration, and Engagement) and a simple, guiding question for every student: "What's Your E?" (Enroll, Enlist, or Employ).Learn how the TCS team—John Walker, Kelly Norstrom and Andrea Markham—used data, career coaches and powerful community partnerships to drive a 22% increase in students graduating with a college and career readiness indicator and ensure that 85% of their graduates are still on that confirmed path one year later.What You'll Learn in This EpisodeThe "What's Your E?" Framework: How TCS ensures every student graduates with a confirmed post-secondary plan to Enroll, Enlist, or be Employed.Key Structures That Work: Why dedicated Career Coaches are essential and how they serve as "boots on the ground" to guide students.The 3 E's: How to build a K-12 pipeline that starts with Exposure in elementary school (like the "Mini-WOW" program), moves to Exploration in middle school, and culminates in Engagement in high school.Data-Driven Strategies: How the team used transcript audits to discover that students were "hopping in and out" of pathways and how they fixed it.The Power of Partnerships: How TCS gets industry leaders out of their silos and into the schools to build relevant curriculum.The Impressive Results: Hear the hard data, including a jump from 74% to 96.3% of students graduating with a CCR indicator and the metrics they use to track graduates one year after they leave the system.GuestsKelly Norstrom: Director of College and Career Readiness for Tuscaloosa City Schools.John Walker: Coordinator of Testing and former Instructional Specialist for CTE.Andrea Markham: Data Analyst and Counseling Administrator for Tuscaloosa City Schools. The Southern Regional Education Board is a nonprofit, nonpartisan organization that works with states and schools to improve education at every level, from early childhood through doctoral education and the workforce. Follow Us on Social: Facebook Instagram X

To a sales leader, it's a familiar story.Month one: Your new SDR is on fire. Energy through the roof. They're excited about cold calling.Month two: Still strong. Meetings are getting booked. Dashboard looks good.Month three: Cracks appear. Rejections pile up. But they hang in.Month four: Burnout. The dials drop. The energy's gone. That superstar you hired 90 days ago is updating their LinkedIn profile—and you know exactly what that means. Now you're back in hiring mode, your team's pipeline is slipping, and your recruiting budget just took another hit. But it's not that the SDR role is broken—the system is. Sales teams are great at starting fast and terrible at sustaining it. People get thrown in with a script and a quota, celebrate quick wins, then act surprised when burnout becomes inevitable. Tim Hester, VP of Sales Development at Alliance HCM, leads one of the fastest-promoting SDR teams in the industry. His team survives month four and keeps thriving. Some SDRs promote out in 60 days. Others stay because they're growing, not just grinding. It's a tactical framework that stops inefficiency. The Problem: You're Forcing SDRs to Run Without a Finish Line When Tim inherited his SDR team, he saw the pattern immediately. One SDR position. No progression. No momentum. Just grind. Talented people hit quota, kept hitting quota, and then started asking themselves: Why am I still doing the exact same job six months later? “Just wait your turn” doesn't cut it anymore. Maybe it never did. The wake-up call came when Tim realized something critical: The things that kill SDR motivation aren't trainable. Work ethic. Mindset. How someone approaches their day and prospecting blocks. That's character. You can't coach it in a workshop. Tim tried way too many times before figuring that out. You can teach someone objection handling. You can show them how to use the CRM. But if there's no light at the end of the tunnel, no amount of training fixes that. That's on leadership, not the rep. The Solution: Build a Roadmap That Rewards Performance, Not Tenure Tim flipped the script on how SDR performance gets measured and rewarded. He created tiered SDR levels based purely on performance thresholds. Not tenure. Not politics. Not “when a spot opens up.” The roadmap has clear levels: from new SDR to quota-hitting SDR to exceeding SDR who now trains the team. Each level comes with a comp bump and more responsibility. Most importantly, it proves effort matters. This framework ensures that when your reps look at the dashboard, they see a clear, actionable path for progression. It's the sales leader's job to ensure that dashboard clarity is tied directly to the next level. The impact is immediate. Reps see exactly what they need to level up. There's no waiting for someone to quit so that a spot opens. Those who want to move fast can; those who need more time have a clear path, too. This framework changed recruiting entirely. Tim could tell candidates on day one: People move up at their own rate; you control your trajectory at this company. Suddenly, the SDR role wasn't a holding pattern. It was a launchpad. The Dashboard: Four Metrics That Actually Matter Metrics are your scoreboard. If your reps don't trust the score, they stop playing hard. When Tim took over, the dashboard was a mess. Crowded with metrics nobody understood or trusted. Reps tuned it out because they didn't know what half the numbers meant or how they connected to their success. Tim stripped it down to four metrics: Dials – Shows effort and how they're working the database. Everyone can pick up the phone. Connections – Only counts conversations with decision-makers. Not gatekeepers. Not assistants. This shows outreach quality. Meetings Scheduled – The conversion from connection to meeting. This is where you see who's actually selling. Meetings Ran – If they don't show up, what's the point? For Tim, the most important is the latter three because of their impact. He's measuring what drives meetings and revenue. Simple. Clear. Actionable. No vanity metrics. The Training: Start with Mechanics. Most companies try to turn SDRs into product experts on day one. Tim does the opposite. He breaks training into three buckets: Mechanics – CRM management, using the dialer, and objection handling. These are fundamental basics that must be mastered before there can be further movement.Knowledge – Developing an ICP and persona basics. Narrow and focused. Build your knowledge on the people who matter.Art – The intangible skills that develop over time as reps sit in on meetings and watch demos. Setting that expectation allows reps to move fast. It might not be the straightest line, but they're executing, gaining confidence, and booking meetings in week two instead of week eight. SDRs aren't closing six-figure deals. They're scheduling introductory meetings and bringing in the account executive who has the expertise to close. Expecting perfect performance on day one slows ramps and kills confidence. Employ mechanics first and let the art follow. The Mindset: Small Changes, Big Impact Before Tim was a leader, he spent too much time searching for the silver bullet. He'd toss the whole playbook after one bad call, desperately seeking the one "secret" that would make prospecting easy. His breakthrough was realizing his job as a leader wasn't to teach the art of the perfect call, but to build the system that rewarded consistent effort. Now, he drills this into his team: consistency. It's a direct result of the structure he built. Reps commit to consistency because they know the roadmap proves that their small daily progress will compound into a promotion. The commitment to consistency starts during onboarding. By clearly presenting the tiered performance levels and the four key metrics on day one, leadership sets the expectation that results are driven by process, not luck. When the path is clear, reps stop searching for a shortcut. Consistency beats flash every time. Average SDRs become consistent producers. Consistent producers become top performers. The system is the guarantee that their consistency will pay off. Month Four Doesn't Have to Be the End The SDR graveyard isn't full of lazy people; it's full of frustrated talent who were put on a treadmill when they needed a ladder. By month four, a high-performer has mastered the basics and is staring at the ceiling. Same script. Same job. Same quota. They burn out from futility, not from effort. Tim Hester's approach stops this cycle. He proves that the only way out is up. Clear metrics keep the focus sharp. Tiered levels create propulsion. A performance-driven roadmap ensures reps know they control their destiny. The question every sales leader must ask is: "What message does our system send on day one?" Empower your reps with a plan they can believe in, and your top talent will be busy working toward their next title, not updating their resume. Your roadmap gives your SDRs the path, but they still need the tactics to fill their calendar and earn that promotion. Download Sales Gravy's 25 Ways to Ask for the Appointment on a Cold Call guide.

Dream weeks work. At a time when the majority are suffering from Broken Focus Syndrome, the money moguls have developed the magnificent ability to concentrate almost completely on the near-flawless execution of the few projects that will make their ethical ambitions real. When they work, they do real work versus fake work and understand the violence of being busy being busy. And wasting hours of their finest days mindlessly browsing onlineMy latest book “The Wealth Money Can't Buy” is full of fresh ideas and original tools that I'm absolutely certain will cause quantum leaps in your positivity, productivity, wellness, and happiness. You can order it now by clicking here.FOLLOW ROBIN SHARMA:InstagramFacebookTwitterYouTube

Aujourd'hui, Antoine Diers, consultant, Didier Giraud, agriculteur, et Joëlle Dago-Serry, coach de vie, débattent de l'actualité autour d'Alain Marschall et Olivier Truchot.

This month we've got four cracking UK-led studies that really speak to how pre-hospital and emergency medicine continue to evolve, not just in the kit and skills we use, but in how we think about the whole patient journey. We'll start with a paper fromAnaesthesia with Pallavicini et al., exploring pre-hospital central venous access for patients in haemorrhagic shock. Drawing on London's Air Ambulance experience, it shows that large-bore central catheters can be placed safely and effectively, delivering earlier transfusion and improved survival to ED arrival. It's high-stakes medicine in extreme circumstances, and this study gives some of the best real-world data we've seen on it. Next up we look at the impact of a paper that's genuinely changed national practice from Aljanoubi et al. in Resuscitation, looking at what happened after the AIRWAYS-2 trial landed. You'll remember AIRWAYS-2 showed no functional benefit of tracheal intubation over supraglottic airways in OHCA, but did it actually shift behaviour? This registry study of over 70,000 patients shows that it did - and dramatically. The rate of pre-hospital intubation has fallen from around 44 percent in 2014 to 14 percent by 2020, with a clear inflection right after the trial's publication. Real-world proof that evidence can truly change practice. Then, we turn to two linked Delphi consensus studies from Tim Nutbeam and colleagues, published in the Scandinavian Journal of Trauma, Resuscitation and Emergency Medicine. The first, optimising the care of the trapped patient, develops expert-endorsed principles for managing physically trapped casualties, marking a real shift from "movement-minimisation" to time-sensitive, patient-centred extrication. The second, prioritising time-critical injuries and interventions, complements that work by defining which injuries and treatments truly can't wait — creating a shared language for multi-agency teams at the roadside. Together, these papers show how thoughtful, collaborative UK research is shaping the next generation of trauma and resuscitation care — evidence, consensus, and practice all pulling in the same direction. These latter two papers are from the team at IMPACT; The Centre for Post-Collision Research, Innovation & Translation. We've been lucky enough to collaborate with the team and deliver an online Extrication course which is now available! A bit about the course; Target audience: Fire and Rescue Service personnel, Police officers, community response scheme members, and clinicians who respond to collisions or who wish to update their awareness of consensus extrication guidance. Aims: To improve awareness and adoption of evidence-based, patient-focused extrication principles among operational responders by providing a concise, accessible, and practical educational resource that bridges consensus guidance and real-world operational practice.Learning outcomes: The course will enable participants to: Describe the evidence base underpinning contemporary extrication practice. Apply a patient-focused approach to decision-making during extrication. Employ endorsed decision support tools, including EXIT decision aids, to case-based scenarios. Recognise and challenge outdated or unsafe norms in extrication practice. To find out more about the course head over to Post-Collision Once again we'd love to hear any thoughts or feedback either on the website or via X @TheResusRoom! Simon & Rob

Ecoutez Olivier Dauvers : les secrets de la conso du 23 octobre 2025.Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

SummaryIn this episode of the 3 Pillars Podcast, Chase Tobin discusses the 10th leadership principle: employing your team in accordance with its capabilities. He emphasizes the importance of stewardship, moral obligations in leadership, and the need for continuous assessment of team capabilities. The conversation covers practical strategies for effective team management, including avoiding overcommitment, ensuring equitable task assignment, and maintaining operational effectiveness. Chase concludes with a call to action for leaders to embody these principles in their daily practices.Chapters00:00 Introduction to Leadership Principles08:21 Assessing Team Capabilities14:20 Maintaining Operational Awareness20:27 Utilizing In-House CapabilitiesSUBSCRIBE TO THE NEW PODCAST CHANNEL HERE: https://www.youtube.com/@3PillarsPodcast Takeaways-Employ your command in accordance with its capabilities.-Stewardship is a moral obligation in leadership.-Seek challenging tasks that your unit is prepared to complete.-Avoid overcommitting your team to tasks beyond their capacity.-Continuous awareness of operational effectiveness is crucial.-Assign reasonable tasks and demand the utmost in emergencies.-Equitable task assignment fosters team cohesion and morale.-Utilize your full capabilities before seeking external assistance.-Define what constitutes an emergency to avoid chronic surge.-Leadership is an act of worship, stewarding those entrusted to you.God bless you all. Jesus is King. “But God commendeth his love toward us, in that, while we were yet sinners, Christ died for us.” ‭‭Romans‬ ‭5‬:‭8‬ ‭KJV‬‬I appreciate all the comments, topic suggestions, and shares! Find the "3 Pillars Podcast" on all major platforms. For more information, visit the 3 Pillars Podcast website: https://3pillarspodcast.comDon't forget to check out the 3 Pillars Podcast on Goodpods and share your thoughts by leaving a rating and review: https://goodpods.app.link/3X02e8nmIub Please Support Veteran's For Child Rescue: https://vets4childrescue.org/ Join the conversation: #3pillarspodcast

Molly Gil and Tracy May are both mom's on a mission. The two are managers at John Deere Financial and know firsthand how challenging it can be for Iowans with disabilities to find rewarding employment.  Both are mothers to children with disabilities, and the two have made it their mission to make their company a place where people like their own kids can find a career. Learn how the two connected John Deere Financial with Iowa Workforce Development's Vocational Rehabilitation team to fill important positions by using the often-overlooked talent pool. 

“Rise! To arms! With prayer employ you, O Christians, lest the foe destroy you; For Satan has designed your fall. Wield God's Word, the weapon glorious; Against all foes be thus victorious, For God protects you from them all. Fear not the hordes of hell, Here is Emmanuel. Hail the Savior! The strong foes yield To Christ, our shield, And we, the victors, hold the field.”

Danielle Ritorto, 74 ans, une riche veuve qui habite Menton. Du caractère mais une santé déclinante. Quand on la retrouve sans vie sur son lit, personne n'est vraiment surpris, même les médecins ne voient rien de suspect. Pourtant, quelques chèques volés vont semer le doute. Retrouvez tous les jours en podcast le décryptage d'un faits divers, d'un crime ou d'une énigme judiciaire par Jean-Alphonse Richard, entouré de spécialistes, et de témoins d'affaires criminelles.Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

"Just as we are wired to be in connection with each other, we are wired with an impulse to help, with an instinct for compassion." —Deb Dana, author of Anchored: How to Befriend Your Nervous System Using Polyvagal Theory Empathy in action. While to empathize with another is a good step, a step that acknowledges our shared humanity, it is when we are motivated to act to alleviate the suffering that it becomes compassion. This compassion we are going to talk about today is a gift we give others as much as we need to give it to ourselves. Compassion is a choice, but it is a natural choice to choose and each time we do, along with being curious and honoring our true self, "daily living takes on a sense of expansion and possibility." When we began this 7-part series at the first of the month, I shared with you the guiding axiom that defines who TSLL is written for: "The thinking and compassionate person's blog with everyday 'sides' of living well to savor." In Part One we talked about what being a 'thinking person' meant in the context of living simply luxuriously, and it was shared that 'thinking' goes hand-in-hand with being 'compassionate'. They are equally important. Without compassion, we can learn all the skills and gain all the knowledge that would be helpful, but if we are only thinking, we become a robot, unfeeling, and unable to see the humanity, the sentient souls (any creature capable of feelings, sensations, and consciousness), that surround us, and are part of our world. We are also unable to honor our true self and reach our full potential. When we pair being a thinking person with being compassionate, we are on the path to building a life of true contentment. Of grounding ourselves each day in an enduring peace that no matter what is swirling around outside of us, we can hold ourselves in this calm and choose a loving, constructive path forward. We then arrive on the other side of the unwanted moments with a conscience that is at peace. Listen to the episode to explore further . . .  Find the Show Notes here - https://thesimplyluxuriouslife.com/podcast410 

OKCalyxx Autumn Natural Farming Immersive, Oct 11 & 12 www.growcast.com/events (00:00) Luna's Journey Into Cultivation (03:46) The Core Philosophy of Luna's Grow (10:55) Jasmonic Acid & Bio Stimulation (15:22) Beets and Polysaccharides (21:45) Using Microscopy to Monitor Soil Food Web (24:54) Protozoa and Their Hidden Power (30:03) Getting Started Making Homemade Inputs First time guest Luna Whitcomb joins the podcast to share some of the biggest organic growing secrets that you can employ in your garden to absolute turbo charge your soil. Luna talks about the hidden power of bio stimulant inputs- from jasmonic and salicylic acids to aloe ferments and more. Luna also illuminates the importance of protozoa in  your garden, and how you can incorporate polysaccharides to really increase the effectiveness of your rhizosphere. Join GrowCast Membership TODAY! Connect with the most active, vibrant cannabis community in the entire world. Personal 24/7 garden support, Members Only content and discounts, and the Grand Pheno Hunt! www.growcast.com/membership  GrowCast Seed Co KLM DROP IS LIVE! Members get $20 off per pack- this Key Lime Madness Drop is going fast so don't miss it! www.growcast.com/seeds Code GROWCAST15 now works with grow KITS from AC Infinity! www.acinfinity.com use promo code GROWCAST15 for 15% off the BEST grow fans in the game, plus tents, pots, scissors, LED lights, and now REFILLABLE FILTERS!

Preview: King Charles. Colleague Gregory Copley comments that the King will employ Trump to bolster the spirits of the troubled UK. More tonight. 1825 HIGH GROVE