Podcast appearances and mentions of Erin Meyer

Send us a textWhat happens when a leader embraces the role of team coach? In this episode, we sit down with Harvey Smith, VP Partners, who shares his experience leading partner teams across EMEA through his natural team coaching approach.  Harvey opens up about the delicate balance between authority and humility that defines great team coaching leadership. Drawing on his extensive experience at DocuSign, Salesforce, Tableau, and VMware, Harvey reveals how he transformed disparate teams into cohesive units through simple but powerful approaches.His mantra? “If you've got 27 priorities, you haven't got any.” By focusing on no more than three clearly ranked objectives, Harvey empowered his team to stay aligned, and say no to distractions. The phrase “Harvey says no” became a cultural shorthand for protecting priorities and staying on mission. We delve into how genuine trust is built within teams. Harvey shares his belief in vulnerability and accessibility, implementing skip-level meetings where team members could speak freely and career development sessions that demonstrated his commitment to their growth. This created psychological safety that allowed honest communication to flourish.Harvey's innovative approaches to breaking down silos include his "pod model" for cross-functional collaboration and strategic use of "stretch projects" that deliberately positioned team members to connect teams.When it comes to conflict, Harvey doesn't shy away. His take? “Partners are like a car accident – everyone slows down to look but no one wants to get involved.” His solution? Proactive education, clear communication channels, and shared understanding of roles and responsibilities.Book PicksRebel Ideas by Matthew Syed – on the power of diverse thinkingThe Culture Map by Erin Meyer – a must-read for navigating global teams.Whether you're managing partners, leading through change, or simply trying to create more effective teams, this episode offers practical wisdom for balancing the human element with unwavering focus on business outcomes.We would love you to follow us on LinkedIn! https://www.linkedin.com/company/amplified-group/

ChatGPT ist wie eine neue Mitarbeiterin am ersten Tag: Total motiviert, aber noch ziemlich planlos. Wie man ChatGPT richtig für seinen Job und seine Firma “einschult”, darüber habe ich mit Anita Zielina gesprochen. Ein Guide für alle, die mit ChatGPT schneller bessere Arbeit leisten wollen.

Most founders add layers to gain control. Reed Hastings built an empire by removing them. This episode unpacks No Rules Rules—the leadership playbook behind Netflix's rise from a DVD mail service to a global entertainment powerhouse. Co-authored by founder Reed Hastings and INSEAD professor Erin Meyer, the book reveals how to scale not through policy, but through trust, talent density, and extreme transparency. But this isn't just about Netflix. It's about you—if you're building or investing in companies between Series A and IPO, where culture either compounds performance or quietly kills it. I walk you through 7 operational principles that deep-tech teams can apply now—lessons forged in crisis, growth, and reinvention. You'll learn how to sunshine mistakes, pay like a pirate, and lead without becoming a bottleneck. Each principle is translated into coaching prompts, ready to implement this week. Key Takeaways: Culture Outruns Capital: Don't optimize the engine—reinvent the vehicle.Pro Team > Family: Loyalty is earned through excellence, not tenure.Candor Drives Speed: Build feedback loops that fuel progress.Pay Top of Market: Buy peace of mind. Unlock creative flow.Bet Boldly: Seek dissent. Test. Learn. Repeat.Context Beats Control: Share the why. Let them own the how.Transparency = Trust: Open up, even when it's uncomfortable.Timestamps: (00:00) Intro – Why Netflix Scaled Faster by Removing Rules, Not Adding Them (04:30) Who Is Reed Hastings? – From Math Teacher to Global Disruptor (09:13) Book Snapshot – What Makes No Rules Rules a Real Operating System (11:35) Lesson 1: Culture Outruns Capital – How Netflix Survived 4 Disruptions, Blockbuster Didn't Survive One (17:25) Lesson 2: Build a Pro Team, Not a Family – Talent Density Over Loyalty (22:48) Lesson 3: Radical Candor = Speed – The Feedback Model That Fuels Innovation (27:34) Lesson 4: Pay Like a Pirate – Why Netflix Pays Top of Market—No Games, Just Outcomes (32:20) Lesson 5: Bet Bold, Fail Proudly – The 4-Step Innovation Cycle That Keeps Netflix Ahead (39:12) Lesson 6: Lead with Context, Not Control – Scaling Leadership Without Becoming a Bottleneck (43:28) Lesson 7: Transparency Builds Velocity – How Truth-Telling Became Netflix's Superpower (48:15) 7 Key Takeaways – The Culture Playbook Every Growth-Stage Founder Needs (50:15) Personal Reflection – What I Questioned, What I'll Steal, What Gave Me Pause (52:00) Call to Action + What's Next – Support the Show + Tease of the Next Episode Why Listen: Learn how Netflix scaled without micromanagementGet 7 principles that push your org design, talent strategy, and leadership edgeDiscover where you're still playing defense—when your culture should be your offenseUpgrade your leadership thinking with real examples and immediate applicationsFound this useful? Like, share, and follow. Every signal grows the show—and brings in more elite guests ready to share the truths behind high-growth success. Send us a textSupport the showJoin the Podcast Newsletter: Link

This week, I talk about my experience as the first ever female trainer of a group of Saudi male graduates, Saudi "Qahwa" (قهوة) or "Gahwa" (قهوة), do a short comparison of Saudi Arabian and Irish culture based on Erin Meyer's Culture Map, and share my dos and don'ts for females going to work in Saudi Arabia. Exceed Custom Learning SolutionsSupport the PodcastConnect on LinkedInConnect on InstagramALL IN Magazine Hosted on Acast. See acast.com/privacy for more information.

Prezentowanie samo w sobie może być wyzwaniem, może być ekscytujące, a co dopiero jeśli prezentujemy osobom z innych krajów, z innych kultur. Jak wtedy skutecznie przekonywać? Jak wtedy skutecznie ściągać zainteresowanie naszych odbiorców? O tym dzisiaj w rozmowie Moniki Chutnik z Małgorzatą Miętkiewicz.Czego dowiesz się z tego odcinka:Jak kultura wpływa na styl prezentowaniaCzym różni się odbiór prezentacji w USA, Niemczech, Skandynawii i AzjiJak dopasować treść i formę do międzynarodowej publicznościCo mówi Hofstede i Erin Meyer o komunikacji międzykulturowejJak budować autorytet i zaangażowanie w różnych kulturachKiedy stosować humor, storytelling, a kiedy konkretyDlaczego niektóre kultury nie zadają pytań i co z tym zrobićJak podejście do czasu wpływa na długość i strukturę prezentacjiWpis blogowy do tego odcinka znajdziesz na stronie: www.okrokdoprzodu.pl/094Gdy będziesz słuchać tego odcinka, pomyśl o osobie, która też wysłuchałaby go z korzyścią dla siebie lub swojego zespołu i podziel się linkiem do nagrania.Przyjemności ze słuchania życzy Monika Chutnik.Chcesz być na bieżąco? Zapisz się do newslettera: www.okrokdoprzodu.pl/newsletter

★ Unterstützt den Podcast via Patreon und erhaltet exklusive Bonusfolgen ★---Holt euch das Buch: Keine Regeln: Warum Netflix so erfolgreich ist | Der Chef des Streaming-Dienstes über Unternehmenskultur, Controlling, Kreativität, Verantwortung und Spitzengehälter Zweifelsohne kann man zu Netflix sagen, dass es eine ganze Industrie verändert. In seinem Buch Keine Regeln: Warum Netflix so erfolgreich ist zeigt der Netflix CEO Reed Hastings zusammen mit seiner Co-Autorin Reed Hastings einen Schritt für Schritt Prozess, mit welchem die von hoher Selbstverantwortung und Kreativität durchzogene Arbeitskultur aufgebaut werden kann.Neben der Voraussetzung einer rigorosen Feedback-Kultur geht Reed auch darauf ein, wie man seine Mitarbeiter als die erwachsenen Menschen behandelt, die Sie sind und wieso es nicht sinnvoll ist, Urlaubstage genauestens zu überwachen.- Panopticon: Gefängnis mit Turm---Die wichtigsten Schritte, um eine Arbeitskultur wie Netflix aufzubauen [1/3]Hohe Talent dichte: Es zählt nicht die absolute Anzahl an Mitarbeiter, sondern dass ihre eine hohe Quote von sehr talentierten Mitarbeitern habt. A-Player arbeiten am liebsten zusammen mit anderen A-Playern.Hierarchiefreie Feedback-Kultur: Nur wenn alle Mitarbeiterinnen sich über verschiedenste Hierarchien hinweg ehrliches Feedback geben, können Fehler verhindert werden und jedes Individuum blüht, kann sich weiterentwickelnKeine künstlichen Kontrollmechanismen: Behandelt eure Mitarbeiter wie Erwachsene und erlaubt ihnen Freiheiten. Unbegrenzter Urlaub und eine niedrigschwellige Ausgabenpolitik sind ein guter Anfang.---Wie ihr eure besten Mitarbeiter behaltet und erfolgreich wie Netflix sein könnt [2/3]Top Gehälter: Gute Leute kosten Geld und wissen genau, was sie wert sind. Es ist eure Aufgabe als Arbeitgeber zu wissen, wenn diese Mitarbeiter in einer anderen Firma mehr verdienen könnten. Passt ihr Gehalt regelmäßig an ihren Marktwert an, um sie nicht wegen ein paar tausend Euro im Jahr zu verlieren.Keine Geheimnisse: Öffnet die Bücher, verbannt abgeschlossene Aktenschränken und hört auf euren Mitarbeitern Informationen vorzuenthalten. Wir gehen davon aus, dass ihr ein Top-Team habt, nutzt es, indem ihr allen die Möglichkeit gebt die große Vision der Firma zu sehen und auch wo die Firma aktuell steht. Netflix zeigt: Das geht selbst bei Börsen gehandelten Unternehmen.Keine Entscheidungsketten: Ihr habt eure Mitarbeiter aus einem Grund angestellt: Sie sind die Expertinnen in ihrem Feld. Nicht ihr als unwissende Manager solltet die Entscheidungen treffen, sondern eure teuer bezahlte Expertin.---Nutzt die Prozesse von Netflix für eine kontinuierliche Verbesserung eurer Unternehmenskultur [3/3]Keeper Test: Stellt euch immer wieder die Frage "Wenn diese Mitarbeiterin mir sagen würde, dass sie die Firma verlässt, wie hart würde ich dafür kämpfen, dass sie bleibt?". Solltet ihr bei einem "garnicht" landen, ist es Zeit, die Mitarbeiterin zu feuern.Feedbackkreis: In regelmäßigen Abständen solltet ihr eine formale Möglichkeit schaffen, in der alle Mitarbeiter in einem Team sich gegenseitig ehrliches Feedback geben, um sich als Personen weiterzuentwickeln. Das Feedback kann weh tun, aber euere Mitarbeit sind erwachsen und können damit umgehen.Führen durch Kontext, nicht Kontrolle: Ihr habt Experten als Mitarbeiter, ihr müsst ihnen nicht ins kleinste Detail sagen, was sie zu tun haben. Gebt Kontext wohin sich die Firma/Abteilung hinentwickeln soll und lasst dann eure Mitarbeit selbst die besten Lösungen finden, um zu dem übergeordneten Ziel zu kommen.---Schwarz auf Weiß Rating:Quellen Dichte F 1/5 & S 1/5Verständlichkeit F 5/5 & S 5/5Umsetzbarkeit F 2/5 & S 4/5Würde ich weiterempfehlen?  F Ja & S Ja---Feedback, Wünsche und Beschimpfungen könnt ihr uns per Email schicken: feedback@swpodcast.deDu willst mehr lesen und dich mit Gleichgesinnten austauschen? Dann komm in unseren SW Podcast Buchclub Hosted on Acast. See acast.com/privacy for more information.

This episode of the Positive Leadership Podcast is truly special—for two reasons. First, Microsoft is celebrating its 50th anniversary, marking five decades of innovation, transformation, and leadership in the tech industry. Second, on a personal level, this milestone resonates deeply with me. Having spent 40 years at Microsoft, I have witnessed firsthand the incredible journey of this company, the people who shaped it, and the leadership lessons that continue to inspire me today. To mark the occasion, I am honored to welcome Steve Ballmer—a true legend, former CEO of Microsoft, and one of the most passionate, energetic leaders I've ever had the chance to work with. In this episode, Steve shares:  ✅ His first encounter with Bill Gates and the early days of Microsoft  ✅ The legendary IBM-MS-DOS deal that changed everything  ✅ What it was like leading one of the world's most influential companies  ✅ His transition to owning the LA Clippers and his vision for social impact in the U.S. Expect a conversation full of energy, laughter, and powerful insights on leadership, resilience, and the future of technology. 

When talking and working with people from different cultures, sometimes meanings and intentions can get lost in translation. Erin Meyer is an expert on how we communicate and collaborate differently around the world. She and Adam discuss how cultural norms affect honesty and assertiveness, unpack the science behind some common American stereotypes, and identify strategies for understanding and bridging cultural divides. For the full text transcript, visit go.ted.com/RWAGscripts Hosted on Acast. See acast.com/privacy for more information.

What if the way you give feedback, run meetings or make decisions was holding your global team back—without you even realising it? Cultural differences influence how we work in powerful ways, and understanding them is the key to unlocking better collaboration and leadership. So, in this episode of the Digital HR Leaders podcast, host David Green sits down with Erin Meyer, professor at INSEAD and author of The Culture Map: Breaking Through the Invisible Boundaries of Global Business, to explore how cultural differences shape the way we work, lead and collaborate. Join them as they uncover: The eight dimensions of culture and how they impact leadership and teamwork How organisations can use The Culture Map to navigate cultural complexities Strategies for bridging high-context and low-context communication styles Practical approaches to giving and receiving feedback across cultures Aligning hierarchical and egalitarian leadership styles in global teams Navigating cultural differences in time management and decision-making If you're leading a global team or working across cultures, this conversation is packed with actionable insights to help you sharpen your cultural intelligence and lead more effectively. This episode is sponsored by Amazing Workplace and Workhuman. Amazing Workplace is an AI-powered platform designed to help companies grow and succeed by unlocking the full potential of their people. By providing the most accurate insights into how employees feel and why, Amazing Workplace equips leaders with powerful tools to drive meaningful improvements where they matter most. With Amazing Workplace, companies have reduced turnover by up to 90%, have increased revenue by over 400%, and solved recruitment. Find out more at www.amazingworkplace.com  Workhuman is the world's number one employee recognition platform, helping the biggest companies drive engagement, improve retention and show tangible business value – all while making work more human for millions of people every day. To find out more and see it in action, come along to Workhuman Live Forum in London on March 19th. Tickets are free but limited, grab them now at workhumanlive.com/forum Hosted on Acast. See acast.com/privacy for more information.

When talking and working with people from different cultures, sometimes meanings and intentions can get lost in translation. Erin Meyer is an expert on how we communicate and collaborate differently around the world. She and Adam discuss how cultural norms affect honesty and assertiveness, unpack the science behind some common American stereotypes, and identify strategies for understanding and bridging cultural divides. For the full text transcript, visit go.ted.com/RWAGscripts Hosted on Acast. See acast.com/privacy for more information.

In this episode of the Global Medical Device Podcast, host Etienne Nichols sits down with Olga Chashchina, a MedTech startup founder with extensive international experience. They explore how cultural differences affect communication in the medical device industry and the importance of understanding intercultural nuances. Drawing from the book The Culture Map by Erin Meyer, Olga shares practical insights on managing global teams, the role of context in communication styles, and how cultural awareness can improve both workplace dynamics and patient care.Key Timestamps:00:00 – Intro & Sponsor: Introduction to the episode and Greenlight Guru sponsorship02:20 – Meet Olga Chashchina: Olga's background in MedTech and international work experience06:45 – Understanding Cultural Missteps: Common mistakes when navigating cultural differences in teams12:15 – High vs. Low Context Communication: How context affects communication styles across cultures15:00 – Cultural Impact on Healthcare: How cultural backgrounds influence patient care and medical communication18:30 – Feedback Across Cultures: Differences in giving and receiving feedback globally20:00 – Building Personal Connections in Professional Settings: Balancing personal relationships and cultural norms in business22:00 – Final Thoughts: Olga's key takeaway for appreciating cultural diversityQuotes:"The biggest problem in intercultural management is thinking everybody thinks the same way." – Olga Chashchina"Positive feedback should be well-measured and well-argued; a vague 'amazing' doesn't help anyone improve." – Etienne Nichols"Sometimes you need the culture map in the beginning, but eventually, you just see the person in front of you." – Olga ChashchinaTakeaways:Key Insights on MedTech Trends:Global Teams Need Cultural Awareness: Effective communication hinges on understanding cultural contexts.Healthcare is Deeply Cultural: Patient care varies across cultures due to differences in symptom expression and medical expectations.Feedback Styles Differ Greatly: Recognizing how cultures approach feedback can prevent misunderstandings and improve collaboration.Practical Tips for MedTech Professionals:Educate Yourself: Read books like The Culture Map to understand global communication styles.Ask, Don't Assume: Always ask clarifying questions rather than assuming shared context.Balance Praise and Constructive Feedback: Be specific and culturally sensitive when providing feedback.Future-Focused Questions:How will global team dynamics evolve with remote work becoming the norm?Can AI tools help bridge cultural communication gaps in healthcare?What future training will be essential for MedTech leaders to manage diverse teams effectively?References:The Culture Map by Erin Meyer – A pivotal resource discussed in the episode for understanding intercultural communication.Etienne Nichols' LinkedIn – Connect with Etienne for more insights and MedTech discussions.

In this Checkout episode, we sit down with Elena Chirich, founder of MiniBoss Business School's Australian chapter. With experience at global giants like Virgin and Deloitte, Elena brings her corporate expertise into the classroom, helping to shape tomorrow's entrepreneurs. In this ep, Elena shares how The Culture Map by Erin Meyer is changing her perspective on cross-cultural teamwork, why her wired headset is her ultimate productivity tool, and the sustainability gaps she wishes major retailers like Myer and David Jones would address. Elena also opens up about her biggest challenge: building a team that truly solves customer problems and sees the bigger picture.Check out our full-length interview with Elena Chirich here:Ecommerce Leaders of the Future: Elena Chirich's Formula for Kidpreneurs | #475This episode was brought to you by: Deliver In PersonShopify PlusAbout your guest:Elena is an education innovator and owner of the Australian branches of the international MiniBoss Business School, where she empowers young entrepreneurs as young as 6 with essential business and life skills. After a successful 20-year career in IT with companies like HP, Virgin and Deloitte, she left the corporate world to champion student-centered, real-life education that builds confidence and a growth mindset in kids. Elena is passionate about supporting the next generation and has opened branches in Brisbane, Melbourne and Sydney, and continues to offer the program online since launching it during COVID.About your host:Nathan Bush is the host of the Add To Cart podcast and a leading eCommerce transformation consultant. He has led eCommerce for businesses with revenue $100m+ and has been recognised as one of Australia's Top 50 People in eCommerce four years in a row. You can contact Nathan on LinkedIn, Twitter or via email.Please contact us if you: Want to come on board as an Add To Cart sponsor Are interested in joining Add To Cart as a co-host Have any feedback or suggestions on how to make Add To Cart better Hosted on Acast. See acast.com/privacy for more information.

Have you ever been traveling and asked a local person a question and they are saying yes, but the meaning you realize later is no?Join Paula as she dives into the art of understanding different communication styles, Paula serves up a hearty discussion on how different countries have different communication styles. She sprinkles in personal stories, insights from Erin Meyer's 'Culture Map,' and practical tips to help you connect with people from around the world. Whether it's navigating a bustling market or sharing a meal, Paula shows how a little cultural awareness can turn any travel experience into a dance of delightful connections.00:24 The Importance of Understanding Communication Styles01:32 Experiences with In My Kitchen03:34 Navigating Cultural Differences in Culinary Experiences06:19 Learning from Cultural Interactions08:10 Insights from the Book 'Culture Map'13:40 Personal Anecdotes and Lessons LearnedHelpful LinksGet my free planning tool: Paula's Travel Planning Tool Books Referenced:The Culture Map by Erin MeyersPoliteness, Some Universals in Language Usage, in both Japan and India.  By Brown and LevensonSubscribe Rate and ReviewIf you love this podcast and want to give us your support, please leave a rating and review on Apple Podcasts.  This goes a long way  in helping us get in front of other culinary adventurers like you.  Just open up your Apple Podcast app and go to the “In My Kitchen with Paula Show” or in this episode, click on the 3 dots in the right corner and click on “Go To Show”.  At the bottom of the Show page, you will have the opportunity to rate and review.Tag @inmykitchenpaula to share your culinary adventures abroad especially if you go to Goa!In My Kitchen is creating connections one dish at a time, by exploring culture through food.  Our unique culinary workshops, podcast show and signature talk (My 4-Steps To Planning A One-Of-A Kind Trip Through Food) dive into diverse cultures while fostering personal growth, cultural understanding and meaningful connectionsYou can also text me right from here! Include your email if you would like to receive my free travel planning tool. Thank you for listening to my podcast! I would love to hear from you, connect with me on Instagram (@inmykitchenpaula) or email me at paula@inmykitchen.ca and let me know how you enjoyed this episode.If you would like to join In My Kitchen abroad, Paula will be a study leader on the upcoming culinary tour in Portugal with the UBC Alumni Travel Club, Sept 28th - Oct 5th, 2025. Download the detailed itinerary and booking info here.

When Erin Meyer set out to explore how cultural differences impact leadership and communication, she uncovered profound insights that have transformed the way global leaders connect, collaborate, and succeed. Her groundbreaking book The Culture Map and her work at INSEAD have made her one of the world's leading experts on cultural intelligence and effective teamwork. In this episode, Erin shares her invaluable lessons on bridging cultural divides, fostering trust, and encouraging positive leadership – with empathy in a complex, interconnected world. She also uncovers the “No rules rules” underpinning of Netflix culture Listen to the latest episode with JP to discover how to unlock the power to leading  with empathy across the world– and revisit JP's conversations with these inspiring leaders for even more insights: Kim Cameron: https://www.buzzsprout.com/1798971/15008924 Hannah Ritchie: https://www.buzzsprout.com/1798971/15534568 Daniel Goleman: https://www.buzzsprout.com/1798971/14123019 Laurence Tubiana: https://www.buzzsprout.com/1798971/15270149 Subscribe now to JP's free monthly newsletter "Positive Leadership and You" on LinkedIn to transform your positive impact today: https://www.linkedin.com/newsletters/positive-leadership-you-6970390170017669121/

In this episode of The Leadership Consultation, we had the pleasure to welcome Carlo Argiolas, Senior Business Director Peripheral Vascular Health, Western Europe at Medtronic for a compelling discussion on leadership, cultural adaptability, and career growth. Carlo shares his experiences leading multicultural teams, emphasizing the importance of adjusting leadership styles to different cultural dynamics. He highlights the role of trust, clear communication, and understanding diverse perspectives in fostering collaboration. Carlo reflects on his transition from marketing to business leadership, discussing the challenge of building credibility and balancing short-term sales goals with long-term strategy. He shares insights on effective team leadership, emphasizing personal relationships, psychological safety, and professional development. The conversation also explores Carlo's journey as an author and the motivation behind “The Medical Device Marketing Handbook”. He explains how the book fills a gap in industry knowledge, offering practical guidance for marketeers navigating the complexities of medical device marketing. On a personal note, Carlo talks about his approach to work-life balance, his passion for outdoor activities, and his love for cooking and reading. He recommends “The Culture Map: Breaking Through the Invisible Boundaries of Global Business” by Erin Meyer as must-read, providing many insights into how to deal with culturally diverse groups. As the episode wraps up, Carlo summarises his key lessons on cultural agility, continuous learning, and the importance of building trust as a leader.  You can connect with Carlo on LinkedIn and explore his book for deeper insights into marketing and leadership in the medical device industry.Please do not hesitate to share your feedback with us on our LinkedIn or Instagram pages and to give us a rating on Apple Podcast. This is very important to help us grow The Leadership Consultation community...   

[click here for the transcript in English] >>> intro Welkom in deze aflevering van onze podcast Let's talk about Work. Vandaag hebben we iemand heel bijzonder te gast. Bart Wuyts gaat namelijk in gesprek met onze podcast Founding Mother Artemis Kubala. Zij is onlangs een nieuwe uitdaging aangegaan en we zijn heel blij haar hier terug te zien. Het is een unieke kans om met haar in te zoomen op het ontstaan van deze podcast reeks, maar vooral ook om een deep dive te nemen in termen als diversiteit, inclusie en divergentie. Neem zeker ook pen en papier bij de hand, want Artemis heeft bijzondere boekentips voor je in petto.   Beste luisteraar, we zijn vandaag heel opgetogen met onze nieuwe gast in de podcast reeks. En eigenlijk is het geen nieuwe gast, want Artemis Kubala is al vanaf het prille begin mee betrokken en heeft eigenlijk gewoon heel deze podcast reeks in elkaar gestoken, geregisseerd, geproduced. En we dachten dat het toch de moeite was, nu aan het eind van het tweede seizoen van onze podcast reeks, om Artemis zelf ook eens aan het woord te hebben. Dus van harte welkom Artemis Kubala.   Dank je wel.   Artemis, je hebt de voorbije jaren hier als collega bij ons gewerkt binnen WEB-Blenders.  We gaan daar niet te lang bij stilstaan, maar misschien toch heel even. Wat ben je nu aan het doen? Want je hebt ons recent verlaten?   Ja, ik ben nu expert leren en ontwikkelen binnen Natuurinvest en Natuurinvest is het stukje eigen vermogen van het Agentschap Natuur en Bos. Dat wil zeggen dat al het geld dat binnenkomt uit de houtverkopen, uit de beheerde bossen door natuur en bos. Dat geld moet geïnvesteerd worden in meer en betere natuur. En dat gebeurt via Natuurinvest en we zetten in op onder andere natuureducatie en natuurbeleving.   Toch weer een andere wereld die jij opzoekt.  Een andere en eenzelfde. Want alles wat ik tot hiertoe mocht doen rond inclusie en innovatie kwam heel vaak neer op het zoeken naar: wat is trainable, wat zijn vaardigheden waarin dat we ons kunnen oefenen, waarin dat we ons kunnen verbeteren. Dus om daar nu helemaal te duiken in leren en ontwikkelen. Ik zie daar ergens nog wel de rode draad in.  Ja, ik zag eigenlijk nog een andere rode draad dat het uiteindelijk overal wel belangrijk is om de diversiteit te koesteren. Of het nu gaat in een organisatie naar mensen als in de natuur, onze biodiversiteit. Maar goed, daar gaan we het niet te lang over hebben, die biodiversiteit.   Ja, maar wacht, misschien toch nog efkes omdat er net ook een knooppunt is tussen die twee. Het is wetenschappelijk namelijk aangetoond dat op plaatsen op aarde waar dat de culturele diversiteit hoog is, het ook beter gesteld is met de biodiversiteit.   Kijk eens aan. Kijk eens aan. Dus nog een reden om die culturele diversiteit in onze samenleving te versterken. Ik wil daar eigenlijk meteen even graag op inpikken. Diversiteit is een woord dat we ondertussen al vele jaren hanteren waar we, ja ieder wellicht een eigen invulling aan geeft. En sinds een aantal jaar wordt diversiteit en inclusie vaak gewoon in één adem genoemd. Je ziet ook heel wat bedrijven die daar functionarissen op hebben. Mensen die verantwoordelijk zijn voor de diversiteit en inclusie in de organisatie. Maar het zijn niet dezelfde begrippen voor jou en ik denk voor velen, Artemis. Wat is voor jou het verschil?   Ja, diversiteit, inclusie wordt vaak in één adem genoemd. DEI, equity, komt daar ook nog heel vaak bij. Gelijkwaardigheid. En ik leg het graag uit als volgt. Diversiteit is hetgene wat er is. Dat is als de lucht die ons omringt. En inclusie is de actie wat je ermee doet. Inclusie zou je dan ademen kunnen noemen. Dus wanneer ik mensen hoor zeggen ja wij willen een meer diverse werkvloer, dan frons ik altijd een klein beetje mijn wenkbrauwen.  Want divers wilt gewoon zeggen verschillend. Verscheiden. Als het dan gaat over een diverse werkvloer, ja, wil dat dan zeggen dat je en lampen produceert en auto's wast en planten kweekt? Dat zou een diverse werkvloer zijn. Maar meestal denk ik dat mensen proberen zich in te zetten voor een inclusieve werkvloer waar mensen die verschillend zijn allemaal kunnen bijdragen. En daarbij is belangrijk om te weten dat zichtbare diversiteit kleiner is dan onzichtbare diversiteit.   Wacht, zichtbare diversiteit, ja. Leg dat toch nog eens even uit wat je bedoelt.   Ja, dat komt eigenlijk uit het Human Genome Project dat al in 2003 is afgerond. Het is dus zeker niks nieuw dat ik aan het zeggen ben. Daar komt onder andere ook uit dat ras geen wetenschappelijk concept is.  Maar ik ben al direct aan het afwijken. Wat daar wel ook nog uitkomt is dat op niveau van DNA, dat als je twee verschillende groepen van mensen hebt, dat de verscheidenheid daartussen op DNA niveau dus genetisch kleiner is dan die genetische verscheidenheid binnen één groep van zogenaamde dezelfde mensen. Dus als je dat dan vertaalt naar inclusie-inspanningen op de werkvloer, dan zou je eigenlijk kunnen zeggen van kijk, als je een groep mensen in een vergadering ziet en die zien er min of meer allemaal hetzelfde uit, en uw eerste reactie is van ja, da's toch wel een heel homogene groep.   Die kan echt wel divers zijn. Denk maar aan de veertien assen van identiteitsvorming van Helma Lutz. Uw afkomst, uw gezondheid, uw verblijfsstatus, uw opleidingsniveau. Dat kunnen mensen zijn die er op het uiterlijk homogeen uitzien, maar die echt een ander referentiekader hebben. Misschien heeft iemand autisme, misschien is iemand in armoede opgegroeid, zijn er politieke verschillende voorkeuren. Daar heb je veel meer meerstemmigheid dan in een groep die dat er op uiterlijk misschien heel verschillend uitziet, maar die allemaal ongeveer hetzelfde gestudeerd hebben, die allemaal dezelfde opinie hebben waar dat je eigenlijk die meerstemmigheid niet hebt. En het is altijd een beetje een slippery slope om dat te zeggen want ik vind dat we ons moeten blijven inzetten voor zichtbare diversiteit omwille van het belang van rolmodellen en omwille van zichtbare verandering kan impact opleveren die het voor onzichtbare verschillen beter maakt. Maar we mogen ons daar ook niet op blindstaren. Het is geen checkbox. Je kunt niet zeggen oh op mijn bedrijf zien wij er allemaal heel verschillend uit, dus wij zijn kei inclusief.  Ja, ik wou daar op ingaan, maar ja goed, je hebt het zelf al geadresseerd. Dus het is een gevaarlijke bedenking, maar je zegt we moeten toch durven inzetten op meer zichtbare diversiteit. Onder andere omwille van rolmodellen zeg je heel snel. Waarom zeg je dat? Ja, rolmodellen zijn belangrijk voor die mensen die daar nu eigenlijk op verschillende vlakken nog niet gelijkwaardig worden behandeld, nog niet een gelijkwaardige kans zelf kunnen grijpen. Tegelijkertijd, rolmodellen is ook maar een instrument. Het doel uiteindelijk om in te zetten op inclusie is om meer belonging te creëren. Iets wat heel ongrijpbaar is. Want wanneer voelt ge u ergens thuis? Wanneer voelt ge dat ge kunt bijdragen aan de missie en de visie van uw bedrijf? Het is ongrijpbaar. Maar waarom dat het dan wel. Om het bruggetje te maken naar jouw aanvankelijke vraag waarom dat we wel moeten inzetten op zichtbare diversiteit of zichtbare inclusie. Omdat als we nog ongemak ervaren in het omgaan met mensen die er anders uitzien. Dat is een beetje de kanarie in de koolmijn van hoe dat we omgaan met onzichtbare diversiteit. Als we strategieën hebben op bedrijfsniveau van kijk, al voor de zichtbare diversiteit zorgen we ervoor dat mensen zich op hun gemak voelen. Dan gaat dat deuren openen naar ook voor mensen die er misschien een beetje hetzelfde uitzien of op elkaar lijken, maar die eigenlijk ook wel divergent zijn.  Maar wij hebben daar geen aandacht voor, want dat ziet ge zo niet op het eerste niveau. Dan gaat ge wel strategieën ontwikkelen zodat die mensen ook hun niveau van belonging naar boven kunnen halen. Ja en terloops laat je een ander woord vallen waar ik toevallig denk ik gisteren in een LinkedIn post van jou ook even iets over gelezen heb. Beste luisteraar, trouwens, als je over dit thema interesse hebt moet je zeker Artemis Kubala volgen op LinkedIn. Waar je sprak over de begrippen diversiteit en divergentie. En je noemde net ook iemand die divergent is. Maar leg eens uit wat je wat je daarmee bedoelt?   Ja, diversiteit is eigenlijk gewoon verscheidenheid en die is er en die is nog groter onzichtbaar dan zichtbaar. Maar als je kijkt naar groepsdynamiek of wat er speelt, bijvoorbeeld tijdens een vergadering, dan is het belangrijk om oog te hebben voor divergentie. En iemand die divergent is tegenover de mainstream aanwezigheid, dat is iemand die afwijkt van de meerderheid. En het is altijd voor iemand die afwijkend is op persoonskenmerken moeilijker om gehoord, gezien en impactvol te zijn.  Wetenschappelijk is bewezen dat vanaf dat je drie mensen in een divergente positie hebt dat dat minder speelt. Maar als coördinator of leider of teamleader of voorzitter van een vergadering is het belangrijk om daar oog voor te hebben. Ook om te weten hoe dat je jezelf verhoudt. Zit je zelf meer in die divergente positie, dan kan je gelijkwaardigheid versterken door zelf meer ruimte te nemen en dan geraak je eigenlijk bijna meer in een rolmodel positie. Ben je zelf niet in die divergente positie en leun je meer aan bij de mainstream positie, dan is uw strategie eerder ruimte geven.  En je bedoelt dan uw strategie als leider van het gesprek of van het team.   Inderdaad.  Divergentie, dus hoe verhoud je jezelf tot een soort onuitgesproken norm die op dat moment geldt in die omstandigheden.  Dat klopt. Hoe verhoud je jezelf of heb je zicht op de divergentie die aanwezig is in het team.  Ja. Grappig. We deden vanochtend in een andere meeting hier in huis een oefening waar stellingen ingenomen werden en waar eigenlijk mensen zich in de ruimte verplaatsten. Afhankelijk van hoe verhoud je je tot die stelling. En dan was het ook boeiend om te zien dat elke stelling wel enkele mensen, de meesten waren steeds akkoord met de stelling, maar er waren toch ook altijd een aantal mensen die afweken en dus dat was heel zichtbaar in de ruimte. En de facilitator van het proces die gaf eigenlijk ook het liefst het woord aan die divergente stemmen omdat die zeker gehoord zouden worden. Dus dat was ook wel een interessant inzicht wat jij op een andere manier ook bevestigt.   Artemis, we hebben de afgelopen twee jaar samen heel wat podcast gesprekken gedaan. We zijn daarmee gestart naar aanleiding van een concreet innovatieproject op het thema inclusie wat jij met veel passie uitgevoerd hebt. Misschien moeten we daar nog eens heel even bij stilstaan. Want wat was eigenlijk ook alweer de aanleiding om hiermee te starten? En hoe kijk je daar zelf op terug?   Ja, de aanleiding en helemaal in het begin heette het nog project MADAM, dan waren we nog in de verkenningsfase. MADAM was een letterwoord geloof ik. Meer aandacht voor dames met een achtergrond in migratie. En dan wilden we eigenlijk verkennen van ja, hoe komt het dat er een kloof is van 10% in arbeidsmarktparticipatie tussen hoger opgeleide vrouwen met migratieachtergrond en hoger opgeleide vrouwen zonder migratieachtergrond. En dat was onze aanvankelijke terminologie. Gaandeweg doorheen het project zijn we eigenlijk afgestapt van hoger en lager, omdat daar ook een beetje een waardeoordeel achter zit en spreken we van langer opgeleide mensen en minder lang opgeleide mensen of kort opgeleide mensen. Maar de verkennende fase was eigenlijk van ja, hoe komt het dat die kloof daar zit. Want als we spreken over lang opgeleide personen met en zonder migratieachtergrond, indien met migratieachtergrond, dat zijn ook mensen van tweede generatie van derde generatie waar geen taaldrempel meer zit, die dezelfde diploma's hebben. Hoe komt dat dan dat daar toch nog 10% verschil in zit? En dan hebben we gesprekken gevoerd, workshops gedaan met zowel werkgevers als werkzoekenden als bemiddelaars. En ik herinner mij nog een fijne sessie, onder andere bij de workout room bij de VDAB en daar kwamen veel drempels uit naar boven. Maar we zaten natuurlijk in een project context. Dus je moet selecteren, je moet keuzes maken. En dan hebben we uiteindelijk gekozen voor drie drempels zijnde vaardigheden, netwerk en kennis. Kennis over wat er aan aanbod, ondersteuningsaanbod allemaal is. En binnen die kennis wilden we heel graag die kennis die er is ontsluiten uit de academische wereld of uit de experten wereld. Want er is best wel veel kennis, maar die is ook een beetje versnipperd en die zit soms ook verpakt in jargon of in academische artikels waar ook niet iedereen toegang toe heeft. Hetzelfde met netwerk. Netwerk is er ook wel, maar als je bijvoorbeeld al niet kan voortbouwen op het netwerk van uw ouders omdat die ook wel netwerk hebben maar niet in België, ja dan hebt ge toch ook al een achterstand. Tegelijkertijd zit er in netwerk ook een interessante bias of onbewust oordeel of vooroordeel waar ook niemand iets aan kan doen. Voor alle duidelijkheid daar zit geen waardeoordeel achter. Maar je hebt in uw netwerk meestal gewoon mensen die dat op u lijken en dat is zo, dat is des mensen. Maar er zit heel veel potentieel in het kruisbestuiven van die verschillende netwerken met elkaar. En zo zijn we eigenlijk wandelingen gaan organiseren tussen werkgevers en werkzoekenden. Niet in de eerste plaats om te resulteren in een sollicitatiegesprek. Maar wel dat diegene die eigenlijk een uur met mekaar hebben gewandeld, dat die elkaars netwerk zouden kruisbestuiven en dat die elk na de wandeling op z'n minst drie contacten zouden doorgeven, zeggende van ah, ik heb nu een uur met u gepraat, ik denk dat ge zeker eens ne keer met die en die en die zou moeten praten en andersom ook. En we hadden ons geïnspireerd door het Canadese programma het Connectors Program, want dat werkt daar echt goed. Dat heeft uiteindelijk de projectfase niet overleefd. Maar één van de dingen dat we daar ook organiseerden, dus het noemde walks, talks en labo's. De labo's dat was voor het versterken van de vaardigheden. Maar de talks daar waren gesprekken die we organiseerden tussen verschillende experten met een live publiek, met een digitaal publiek. Want we hebben ze zowel in het echt georganiseerd als digitaal. En dat was eigenlijk de aanleiding voor deze podcast gesprekken. Dat we dachten, dat formaat, dat slaat wel aan. Dat was wel een lange omweg om daar terug te geraken. Ja. Dus we hebben inderdaad die talks georganiseerd tijdens het project waar we mensen bijeen brachten en waar we inzichten deelden, kennis deelden. Dat ging dan meestal over een spreker die zijn of haar kennis deelde. En daarvan hebben we gezegd, eigenlijk is dit een gemakkelijk medium om dat te blijven doen. Dat we die experten niet op een podium zetten maar voor de micro halen en op die manier eigenlijk de floor geven aan interessante mensen rond dit thema. En zo hebben we ondertussen toch wel, ik heb de tel eigenlijk niet meer bijgehouden, maar ik schat een twintigtal gesprekken gevoerd samen. Beste luisteraar, die kan u dus allemaal nog herbeluisteren. Het zou ons te ver voeren om die allemaal terug de revue te laten passeren nu. Maar het boeit me toch om even bij jou te toetsen of er zo gesprekken geweest zijn die bijzonder zijn blijven hangen bij jou of inzichten die misschien nieuw geweest zijn. Wat heeft dat met jou gedaan?   Om te beginnen was ik heel blij verrast over het enthousiasme bij de sprekers. Want ik dacht, ja wij gaan die contacteren met de vraag om een uurtje tijd vrij te maken rond dit thema. En eigenlijk is iedereen daar op ingegaan. En ja, hier en daar één uitzondering denk ik.  Want je hebt veel mensen uitgenodigd die je zelf eigenlijk ook nog niet kende.   Ja absoluut. Puur met de toelichting van kijk, het komt voort uit dit project, dat is onze doelstelling. We willen het thema levend houden. We willen het vanuit verschillende hoeken belichten. Ja en dat leeft, dus dat is al iets fijn om vast te stellen. En ja, elk gesprek is me eigenlijk wel bijgebleven. Misschien één in het bijzonder waarmee ik geen afbreuk wil doen aan …  Nee, dat is het risico als ik die vraag stel aan jou nu.  Ja, inderdaad, maar ik herinner mij, en het was er eigenlijk eentje waar dat je zelf op het laatste nippertje niet bij kon zijn, hè Bart. Maar het gesprek met Mounir Samuel in Amsterdam heeft een hele grote impact gehad. Hij heeft een boek geschreven ‘Een nieuwe taal voor een nieuwe tijd'. En de titel is eigenlijk ‘Zo mag je het niet zeggen'. Heb ik hem hier dat ik de titel juist heb.   Hier liggen namelijk heel wat boeken voor ons op tafel beste luisteraar. U kan dat niet zien. En Artemis is er nu eentje aan't pakken, dat hoort u misschien.   Correctie. Het boek van Mounir Samuel ‘Je mag ook niet meer zeggen een nieuwe taal voor een nieuwe tijd' waarin dat die eigenlijk nadenkt over wat willen we eigenlijk als samenleving. Welke taal geven we daaraan. Erkennen we genoeg de scheppende kracht van taal. Zijn we daar zuiver genoeg op de graat mee. Durven we voldoende de urgenties die deze samenleving kent, durven we die voldoende topic tot gesprek maken. En hij koppelt daar ineens iets heel fijn aan, want hij gaat verder dan inspiratie. Hij heeft het over diversvaardigheid en dat is iets wat bij mij ook al langer een rode draad was in wat ik doe of deed. Steeds zoeken naar manieren waarop dat er geoefend kan worden. Want je kunt ergens heel hard van overtuigd zijn, maar het is altijd zaak om dat te vertalen naar gedrag, naar veranderd gedrag. En als je gaat voor verandering, hoe gaat ge dan ook bereid zijn om zelf te veranderen wat dat je tot nu toe doet. En dat is wel iets wat dat die in zijn boek heel sterk naar voren brengt. Hij heeft er trouwens ook een podcast reeks van gemaakt, dus je kan er ook naar luisteren.  Ja, geef z'n naam nog eens.  Mounir Samuel. En ja, ik moet ook andere sprekers vermelden. Maurice Crul met zijn onderzoek, dat boekje ligt hier. Maurice Crul, hoogleraar, ook in Nederland, ‘De nieuwe minderheid - Over mensen zonder migratieachtergrond in een superdiverse stad' waarin dat die eigenlijk zijn onderzoek populariseert in een heel toegankelijk boek. Het is beschikbaar, zowel in het Engels als in het Nederlands en je kan het ook gratis downloaden. Waar onder andere uit naar boven komt dat opvoeding zo superbelangrijk is en dat je als volwassene zaken meeneemt uit uw opvoeding, onbewust, die heel moeilijk nog af te leren zijn. En dat het heel belangrijk is om als kind op te groeien in een omgeving waarin je met veel diversiteit in aanraking komt op verschillende vlakken. Want je kweekt een soort van vaardigheid die dan weer als volwassene heel moeilijk nog aan te kweken is. En dat is ook een beetje een link naar het gesprek dat we met William Boeva hebben gehad waarin dat die het had over ‘we leven in een gesubsidieerde segregatie'.  Jaja, vooral dan in zijn geval, richt hij zich naar mensen met een beperking. De boeken die Artemis net vermeldt, die liggen hier op tafel luisteraar en die hangen vol gele verwijzingspapiertjes dus ze heeft die grondig gelezen, maar ook aanleiding gevonden om daar vanalles in te highlighten. Dus daar zit veel kennis verstopt in die boeken, daar ben ik van overtuigd. Artemis, je zei het eerder in het gesprek al even of je haalde het even aan. Dat was ook één van de aanleidingen van ons project waar je naar verwezen hebt, de arbeidsparticipatie van niet-EU burgers in Vlaanderen is bedroevend laag. Ik zag recent nog statistieken. We gebruiken die hier intern ook om te sensibiliseren naar onze medewerkers. In een Europees perspectief scoort er geen enkel land slechter dan wat wij in Vlaanderen doen.  België doet ook een beetje beter dan Vlaanderen. En dat is vandaag de dag dus nog steeds zo. En dat was één van de aanleidingen om met dat project te starten om ook met andere activiteiten en initiatieven hierbij bij WEB-Blenders te starten. Maar het is een hardnekkig probleem blijkbaar. Wat moet er nu gebeuren volgens jou om hier eens echt grote stappen in vooruit te kunnen zetten in deze regio?  Wat een omvattende vraag.  Wat kunnen bedrijven anders doen? Werkgevers die met dit thema aan de slag zijn en die vandaag. Een paradox, we kampen met een grotere arbeidsmarkt, schaarste, krapte dan ooit tevoren. En toch zien we dat systematisch mensen met een niet-EU achtergrond weinig kansen krijgen op onze arbeidsmarkt in vergelijking met alle anderen.   Je hebt natuurlijk ook nog het probleem van erkenning van diploma's dat daar ongetwijfeld een vertragende factor in zal zijn. Daar moet gewoon opnieuw over worden nagedacht. Want ik begrijp zeker dat je ook helderheid moet hebben of iemand met een artsendiploma of dat die hier op dezelfde manier ook aan de slag kan gaan. Dus ik snap dat daar zeker naar gekeken moet worden, maar er moeten toch manieren zijn om het menselijk potentieel dat er is, om dat beter in te zetten. En ik heb het een beetje moeilijk als ik het zelf zo zeg, omdat het menselijk potentieel gaat verder dan alleen maar hoe kunnen mensen geactiveerd worden. Of hoe kunnen mensen meer aan het werk gezet worden. Want het leven bestaat uit meer dan werk alleen. Tegelijkertijd is het wel belangrijk dat mensen via werk zich kunnen inzetten voor iets wat ze zelf heel belangrijk vinden. Dus die ambities, die persoonlijke ambities een plaats kunnen geven op de werkvloer. Ook omdat het vanuit werkgevers. Er is een noodzaak om goede mensen op de werkvloer te hebben. En misschien zit er een kans in het loslaten van diplomisme, het iets meer durven loskoppelen van onderwijs aan arbeidsmarkt. In mijn opinie dient school en educatie er niet voor om werknemers af te leveren. Want als ge in het middelbaar, als je het middelbaar afrondt of aan het begin van het middelbaar kies je een bepaalde richting. Wie zegt dat zes jaar later de arbeidsmarkt er nog zo uitziet zoals ze nu uit eruitziet. Of welke noden dat er nu zijn. Dat is natuurlijk geen pasklaar antwoord. Maar ik vind wel belangrijk dat we durven in die richting te kijken. Maar dat gaat op lange termijn spelen.   Ja, het triggert bij mij vanalles als je dat zegt. Maar ik moet even spontaan denken aan ons, volgens mij ons allereerste podcast gesprek, waar we spraken met een gast die in Polen dacht ik haar ingenieursdiploma gehaald had aan een zeer vermaarde universiteit in Polen en eigenlijk er jarenlang mee gestruggeld heeft in België dat dat hier niet erkend werd. En dan ondertussen op een andere job in een managementpositie terechtgekomen is. Anna Gaik van Accent. Juist. Wat zou jij werkgevers die vandaag met dit thema aan de slag zijn of aan de slag willen, zijn er zo een aantal dingen die je hen zou kunnen meegeven waarvan jij zegt ja, dat zijn toch heel belangrijke randvoorwaarden of manieren om hier op een goeie manier mee om te gaan. En ik weet dat dit ook een brede vraag is, maar misschien zijn er een aantal dingen die spontaan bij jou naar boven komen.   Ja ik denk als het gaat om het meer inclusief vormgeven van je organisatie, je bedrijf dat je moet durven veranderen. Want je wilt uiteindelijk een resultaat dat anders is dan wat je nu hebt. En dat kan gaan over heel kleine praktische dingen. Bijvoorbeeld Ja, waar verspreid ge uw vacatures? Is dat alleen maar via de VDAB? En het platform van de VDAB is goed. Verspreid vooral uw vacatures verder via de VDAB. Maar weet dat er ook, bijvoorbeeld LEVL is, de erkende participatieorganisatie voor Vlaanderen en Brussel. Ze hebben een jobplatform. Hijabis at work is ook een dankbaar platform waar dat je als werkgever meteen duidelijk maakt van je bent hier welkom. We gaan u niet vragen om je hoofddoek af te doen en we gaan u niet behandelen als een pioniersmedewerker. Misschien moet ik pioniersmedewerker even toelichten. Een pioniersmedewerker is eigenlijk een medewerker die als eerste bijvoorbeeld in het bedrijf een andere huidskleur heeft of een moslimachtergrond of een andere overtuiging of als eerste iemand die in een rolstoel is. En heel vaak wordt die dan behandeld als oh, vertel me eens ne keer iets over de islam. Ik betrek het nu efkes op m'n eigen alhoewel dat ik natuurlijk geen woordvoerder ben van iedereen die islamitisch is. En op zich heel vaak is dat nieuwsgierigheid, maar het is wel iets wat de andere medewerkers niet moeten dragen of niet dragen. Dus zoiets bijvoorbeeld. Er is ook weer een wetenschappelijk inzicht daarrond. Vanaf dat je drie mensen aanwerft die in die divergente positie zitten, want daar gaat het eigenlijk een beetje over, speelt dat niet.  Ja dat zei je daarstraks ook al, dat getal drie.  Voor veel organisaties is dat geen realiteit. We werven aan per drie. Omdat de middelen dat vaak ook niet toelaten. En een heel goeie tegenkanting die ik dan ook weer heb gehoord: Ja, maar wij willen niet aanwerven op identiteitskenmerken. Wij willen aanwerven op het feit dat iemand de kwaliteiten bezit. En dat is een heel terechte tegenwerping. Dus je zit nu een beetje in een tijdsgewricht waar dat ge echt in een spreidstand zit. Wij willen snelheid pakken op inclusie. Dus die representativiteit is heel belangrijk, maar wij willen niet mensen aanwerven op basis van hun identiteitskenmerken.   Is positieve discriminatie dan toch noodzakelijk?   Positieve actie. Positieve discriminatie op zich bestaat eigenlijk niet, want als je kijkt naar, als je een bepaalde standaardlijn hebt, dan ga je alleen maar positieve actie ondernemen voor diegenen die nu die lijn niet halen, die standaardlijn. Dus dan is dat eigenlijk om mensen die in een minder gelijkwaardige positie zitten om die tot aan die standaardlijn te krijgen. Discriminatie, dat zou zijn dat je ze optilt boven de andere, terwijl dat niet het geval is, want zij beginnen op een niveau min 10. Dus positieve actie in die zin denk ik wel dat zoden aan de dijk gaan zetten, maar het haalt je nog altijd niet uit die spreidstand, want ge werkt aan representativiteit en ge wilt niet aanwerven op basis van persoonskenmerken. En toch vraagt de situatie daarom.   Ja, dus moeten we het eigenlijk wel doen. Ja. En je begon te zeggen: kijk breder dan enkel de vacaturedatabank van de VDAB. Post je vacatures ook elders. Bijvoorbeeld bij LEVL enzovoort. Omdat je daar alleen al een signaal mee geeft eigenlijk. Je gaat er mogelijk ook andere mensen mee aantrekken. Maar zelfs al doe je dat niet, geef je d'r wel een signaal mee. Je bent hier welkom, ook als je vanuit een andere achtergrond, cultuur, noem maar op, komt.  Ja, absoluut. En, naast het durven betreden van andere paden op vlak van het verspreiden van uw vacatures, want dat gaat ook over mensen persoonlijk aanspreken, is er ook nog iets. En in het gesprek met Sharon Augustus van de gemeente Eindhoven kwam dat goed naar boven. Om zeker in te zetten op selectiecomités die inclusief zijn vormgegeven. Want ergens selecteren we mensen altijd onbewust op een soort van klik, een soort van herkenbaarheid. Ah ja, ik voel me goed bij die persoon. Ja, die gaat hier zeker passen. Maar ja, als ge aanwerft op basis van die past goed bij de rest, ja dan continueert ge natuurlijk uw bedrijf zoals het nu is, waar dat soms ook niks tegen is.  Maar als je net voor verandering wilt gaan, is het wel goed dat in uw selectiecomité ook mensen zitten wiens mikadostokjes noem ik ze, die veertien assen van identiteitsvorming, dat die anders zijn gekruist dan die van uzelf omdat ge dan eigenlijk die confirmation bias, die blinde vlek tegengaat. En daar kunt ge alleen maar samen doen. Ge kunt dat van uzelf niet tegengaan in uw eentje.   Ja. Je hebt hier heel wat boeken meegebracht en we hebben dat tijdens de vorige podcast afleveringen ook telkens gezien. Enfin, ik heb dat gezien, de luisteraar iets minder. We hebben er toevallig daarnet al twee uitgehaald. Ik zat zo aan het begin van het gesprek te denken. Welke drie aanraders, meest sterkste aanraders heb je hier nu op tafel liggen voor de luisteraar?  Dan ga ik er eerst twee tegelijk noemen die dan gelden als één boek, dan kan ik er nog twee andere vertellen.  En je hoort wat beweging op tafel hier. Dat zijn de boeken die opgepakt worden.   Ja, ik heb er eentje. Cultural intelligence van Julia Middleton, ‘The competitive edge for leaders crossing borders'. Ze heeft het over het concept culturele intelligentie of culturele quotiënt wat een twintigtal jaar geleden het licht zag in Amerika, in de expatwereld eigenlijk.  Culturele intelligentie, dus dat staat eigenlijk naast de emotionele intelligentie of de klassieke intelligentie die wij de IQ en de EQ, is dit de CQ.   Klopt, klopt en het is ook tijdsgewijs dat je het in die dynamiek zou kunnen zetten. Want eerst was er heel veel aandacht voor IQ. Daarna is EQ eigenlijk gekomen empathie als een soort van aanvulling daarop, waarbij dat je probeert om je zoveel mogelijk te verplaatsen in de schoenen van iemand anders, om dan op basis van die inzichten beslissingen te maken. En dan, ja CQ. CQ zag eigenlijk het licht als een training die dat je geeft aan mensen die gedurende een bepaalde periode in het buitenland gaan werken zodat zij handvaten hebben en praktische guidelines van hoe kan ik nu goed samenleven en samenwerken met mensen die toch echt wel een heel ander referentiekader hebben dan ikzelf. Maar we moeten daarvoor niet naar buitenland, om goed te willen samenleven en samenwerken met mensen die een heel ander referentiekader hebben dan dat van onszelf. En de baseline. Want er is veel te zeggen over CQ of culturele quotiënt, maar de baseline is een beetje dat de meest belangrijke cultuur om te doorgronden en te begrijpen dat dat degene is van uzelf en niet van de anderen. Want heel vaak projecteren wij onze nieuwsgierigheid naar anderen en vergeten we om een soort van zelfonderzoek te doen of zelfreflectie van ja maar hoe komt het nu dat een bepaalde gedraging of een bepaalde uitspraak, of een bepaalde overtuiging van iemand anders, dat dat zo botst met hoe dat ik in het leven sta. Maar dat heeft heel veel impact op het feit hoe je zelf in het leven staat, hoe je bent opgegroeid, waar je voor staat. Dat is de helft van de reden voor die wrevel of die wrijving. Daar moeten we bewust mee omgaan, want, om het bijna negatief te framen. Het ligt niet altijd aan de ander. Het ligt evengoed aan uzelf. Maar dat dan positief, op een constructieve manier.  Het daagt uit om in de spiegel te kijken. Absoluut. En het daagt ook uit om uzelf niet uit te sluiten van het gesprek rond inclusie. Want vaak hoor ik mensen tegen mij zeggen. Ja, je bent een goei hè Artemis om het te hebben over inclusie met uw niet Vlaamse naam en uw hoofddoek, en uw talenkennis en weet ik veel wat. En dan zeg ik ja natuurlijk spreek ik daar graag over, maar iedereen spreekt daar graag over. Want inclusie, daar kunt ge het niet over hebben als ge uzelf daarbij uitsluit, terwijl dat dan nog wel vaak gebeurt. We hebben het over inclusie, want da's belangrijk voor die mensen. Da's belangrijk voor die mensen die dat nu nog niet een gelijkwaardige positie hebben. Maar iedereen heeft op één van die verschillende assen wel iemand in zijn omgeving. Stel bijvoorbeeld dat uw moeder of uw vader gediagnosticeerd is met Alzheimer en die wordt nu alleen nog maar aangesproken op het vlak van die neurologische aandoening. Ja, dat is ook niet fair. Dat is ook niet gelijkwaardig. Die mens is ook meer dan. Of stel dat we zelf door ziekte of door leeftijd in een rolstoel geraken en we willen het openbaar vervoer nemen. Ja, dat heeft meteen een impact op ons eigen leven. Al die verschillende assen, dat heeft allemaal een haakje op onszelf, op iedereen. Dus inclusie, dat belangt iedereen toe. Ja, ik ben zo in mijn eigen betoog verdiept geraakt dat ik al vergeten was.  We hadden het over drie boeken en ge heb er ene benoemd. We gaan die twee andere iets sneller doen. Dus het boek waar je het over had was Culturele Intelligentie.   Klopt. En eentje dat er eigenlijk in het zog daarvan toch ook nog bij hoort is ‘Digital, Diverse & Divided' van David Livermore ‘How to Talk to Racists, Compete with Robots and Overcome Polarization'.   Oké, en een derde boek? Je krijgt toch nog maar één kans.  Een derde boek zou ‘No Rules Rules' zijn ‘Waarom Netflix zo succesvol is' van Reed Hastings, Netflix co-founder en CEO en Erin Meyer. Omdat ze eigenlijk, er staat heel erg veel in, maar wat dat voor mij echt een soort van zakboekje is geworden, is rond het geven en krijgen van feedback. En ik zal het kort houden, ik zal het niet toelichten, maar ik raad het tenminste zeker aan om daar even naar te kijken, want het geven en krijgen van feedback, je bewust zijn van waarom dat gij dat op een bepaalde manier doet en op een bepaalde manier wel of niet accepteert. Het vinden van de manier waarop dat je zelf een spiegel kunt hebben wat iedereen nodig heeft en waarom dat dat wel of niet goed valt van de ene persoon of van de andere persoon. Ja, dat is echt een heel groot onderdeel van bedrijfscultuur en van inclusiviteit ook.   No Rules Rules. Kijk, beste luisteraar, u kreeg drie tips mee en we hadden daarvoor ook al twee boeken vermeld. Dus u weet wat lezen de komende weken. Artemis, ik heb, net zoals in vele gesprekken, het gevoel hadden dat we nog lang zouden kunnen verder praten, zie ik de klok verder tikken en gaan we toch naar een afronding. Meestal vraag ik dan aan Artemis of ze nog een dwingende vraag heeft. Deze keer vraag ik gewoon of dat je nog iets kwijt wil wat je nog niet gezegd hebt.  Wat kan ik nog meegeven? Ja weet ge, oefenen rond inclusie komt heel vaak neer op hoe kunnen we meer comfortabel zijn met ongemak en hoe kunnen we dat ook, verwelkomen is misschien te celebrations achtig, maar hoe kunnen we omgaan met ongemak op een manier die dat verbinding niet in de weg staat. Dus ik denk dat dat misschien wel een oproep zou zijn van mij, van zowel op persoonlijk vlak als professioneel. Wat maakt u ongemakkelijk en hoe kunt ge oefenen om dat ongemak niet in de weg te laten staan van verbinding. En ik denk dat als we dat allemaal meer kunnen oefenen met mekaar, dat we een stapje vooruit zetten.   Een fantastische manier om deze podcast te beëindigen. Dank je wel Artemis om hier te zijn voor dit gesprek.  Dank je wel.  [outro] Je luisterde naar een aflevering van Let's talk about Work, de podcast van de groep WEB-Blenders. Al onze gesprekken gaan over werk, de weg naar werk, welzijn op de werkvloer en alles wat daarbij komt kijken. Je vindt ons op je favoriete podcast platform en op www.blenders.be/podcast. Op social media kan je ons volgen op LinkedIn onder podcast Let's talk about Work en op Instagram als Blenders podcast Let's talk! Ook via de Blenders nieuwsbrief kan je up-to-date blijven. Was je geboeid? Zet dit gesprek je aan het denken? Ben je zelf graag één van onze volgende gasten? Laat het ons weten via info@blenders.be en wie weet schuif jij binnenkort mee aan tafel!  

We're thrilled to dive deep into the worlds of leadership, empathy, and career transitions with our esteemed guests, Jennifer Brush and Callan Swaim..We'll explore their shared experiences in travel and hospitality, emphasizing the significance of understanding diverse customer needs and creating memorable guest experiences. The episode also touches upon the challenging effects of COVID-19 on organizations, highlighting innovative strategies and cultural awareness crucial for navigating these unprecedented times. With references to influential works such as "The Power of Moments" by the Heath Brothers, and Erin Meyer's "Culture Map," our discussion promises to inspire and inform.Join us as we uncover the power of human-centered leadership, the importance of showing rather than telling, and the delicate balance of maintaining community and collaboration in professional development.Jennifer Brush LinkedInCallan Swaim LinkedInAndrew Barry LinkedIn

Maria Scheibengraf joins Jack Chambers-Ward to explain why localization is so important for your international SEO strategy. Direct translation just doesn't work for SEO. You need to take culture and nuance into account when it comes to your international SEO strategies. Maria explains the common problems that many agencies and SEOs face with multilingual SEO and how to get SEO localization right. Follow Maria Scheibengraf Follow Maria on LinkedIn Follow Crisol Translations Resources Maria's companion blog post Book recommendation: The Culture Map by Erin Meyer The Nike 'Am I a Bad Person? ad Sponsors Experience the evolution of SE Ranking Start your 14-day free trial of Optmyzr Book your personalised Optmyzr demo Chapters 00:00 Start 00:00:34 Intro 00:01:37 Sponsor: SE Ranking 00:03:45 Sponsor: Optmyzr 00:06:39 Welcome to the show Maria Scheibengraf 00:08:06 Why is SEO localisation so important? 00:11:00 The flawed workflow of SEO translation 00:15:10 Direct translation doesn't work 00:16:21 Localisation is so much more than language 00:20:33 Book recommendation: The Culture Map by Erin Meyer 00:20:53 High context vs low context communication 00:22:06 British humour vs American humor 00:24:00 The importance of technical SEO in localisation 00:27:25 Understand what devices your audience are using 00:30:00 Common problems with SEO localisation 00:36:35 Linguists should learn SEO skills 00:40:30 When should SEO localisation be involved in the process? 00:41:09 The ideal international SEO workflow 00:44:35 How NOT to convince Germans to buy your products 00:47:45 How to budget for SEO localisation 00:49:20 Reuse resources to save time and money 00:51:45 Reframe your unique selling points to different cultures 00:54:05 Understanding cultural-coding 00:55:32 Be mindful of your messaging in different cultures 00:57:10 Marketing is still about evoking emotions in your audience 00:58:00 Even emotions are culturally coded 00:58:37 ‘Am I a bad person?' Nike ad 01:00:34 Individualistic vs collectivist cultures 01:02:58 Search behaviour is becoming more conversational in English 01:05:05 AI is not trained on minority languages 01:06:58 Adapt your language to cultural standards 01:08:12 Even small changes in language can make a big difference 01:09:12 Don't say ‘please' in your Spanish content! 01:10:51 How language changes through generations 01:11:35 “De nada” means “it's nothing” not “you're welcome” 01:13:49 Tiny errors can really change your messaging 01:14:08 How to build trust with your audience 01:15:40 Where to follow Maria Scheibengraf 01:16:36 Outro

I denne episoden snakker jeg om hva vi må gjøre, og hva vi faktisk kan velge bort. I tiden vi  lever i har kunstig intelligens blitt en del av vår hverdag, men hvordan skal vi forholde oss til den? Jeg deler mine tanker etter jeg har vært på Oslo business forum. Erin Meyer har skrevet en veldig nyttig og interessant bok som heter "The culture map" som jeg anbefaler dere å lese. For å kommunisere bedre, må vi også forstå hverandres kultur og bakgrunn. 

Jason Cassel, Senior Marketing Manager, Mary Bennett, Director of Content Marketing and Erin Meyer, VP of Marketing Operations for our Trusted Partner, HaystackID sit down with Kaylee & Mary to talk about their journey to HaystackID and to AI. This close knit team shares how they use new AI tools in combination with human oversight to produce the industry defining marketing presence that embodies the HaystackID brand. The team shared not only their qc process but also how AI is being leveraged throughout the organization, ending with an invitation to connect at Relativity Fest or some of the other events the team supports. We ended with fun facts for all, and included a shoutout to the great Rob Robinson, HaystackID's future forward CMO.

What does it mean to be geeky -- and how are geeks changing the world? Andrew McAfee joins Vasant Dhar in episode 87 of Brave New World to share his insights on how geeks have created a brave new innovation culture. Useful resources: 1. Andrew McAfee on Twitter, LinkedIn, Amazon, MIT and his own website. 2. The Geek Way -- Andrew McAfee. 3. The Second Machine Age -- Erik Brynjolfsson and Andrew McAfee. 4. Elon Musk -- Walter Isaacson. 5. No Rules Rules -- Reed Hastings and Erin Meyer. 6. Regional Advantage: Culture and Competition in Silicon Valley and Route 128 -- AnnaLee Saxenian. 7. The New Argonauts -- AnnaLee Saxenian. 8. What the Dormouse Said -- John Markoff. 9. John's Markoff's interview of Raj Reddy. 10. The Secret of Our Success -- Joseph Henrich. 11. The Knowledge Machine -- Michael Strevens. 12. When It Comes to Culture, Does Your Company Walk the Talk? -- Donald Sull, Stefano Turconi and Charles Sull. 13. The Paradigm Shifts in Artificial Intelligence -- Vasant Dhar. Check out Vasant Dhar's newsletter on Substack. Subscription is free!

A major part of Seattle's new waterfront is almost ready for prime time.    The Seattle Aquarium's new Ocean Pavilion sports a half million gallon tank packed with ocean creatures.  Its grand opening is this Thursday. Seattle Now took a trip to the waterfront and spoke with the Seattle Aquarium's Chief Conservation Officer Dr. Erin Meyer about all the living things you can see inside. We can only make Seattle Now because listeners support us. You have the power! Make the show happen by making a gift to KUOW: https://www.kuow.org/donate/seattlenow And we want to hear from you! Follow us on Instagram at SeattleNowPod, or leave us feedback online: https://www.kuow.org/feedback See omnystudio.com/listener for privacy information.

How do cultural differences influence the way we interact and communicate? What defines an ideal organizational culture? And what influence have the Vikings had on Scandinavian corporate culture? In this episode, Nicolai welcomes Erin Meyer, a leading specialist in cross-cultural management and author of "The Culture Map." Erin shares fascinating insights into communication, the importance of understanding cultural nuances in feedback, and the varying ways trust is built across cultures. This episode is a deep dive into the complexities of cross-cultural interactions and offers valuable lessons for anyone working in a global environment.In Good Company is hosted by Nicolai Tangen, CEO of Norges Bank Investment Management. New episode out every Wednesday.The production team for this episode includes PLAN-B's Pål Huuse and Niklas Figenschau Johansen. Background research was conducted by Kristian Haga and Isabelle Karlsson. Watch the episode on YouTube: Norges Bank Investment Management - YouTubeWant to learn more about the fund? The fund | Norges Bank Investment Management (nbim.no)Follow Nicolai Tangen on LinkedIn: Nicolai Tangen | LinkedInFollow NBIM on LinkedIn: Norges Bank Investment Management: Administrator for bedriftsside | LinkedInFollow NBIM on Instagram: Explore Norges Bank Investment Management on Instagram Hosted on Acast. See acast.com/privacy for more information.

Are you ready to expand your leadership toolkit with essential intercultural communication skills?In our latest episode of The Leadership Launchpad, I speak with Kris Roppelt, a globally recognized expert in intercultural communication and soft skills. With experience living and working across multiple countries, Kris brings a unique perspective on navigating an increasingly globalized workforce.Tune in as we discuss the metaphor of lenses to understand different cultural viewpoints, the importance of embracing contextual diversity, and the need for managers to build trust, set goals, and give feedback while understanding cultural differences. Kris shares captivating stories from her time as an exchange student in South Korea and provides practical examples of cultural nuances in professional settings.Don't miss this enlightening conversation that underscores the significance of intercultural communication in driving creativity, collaboration, and success in leadership. Connect with Kris on LinkedIn or her website for more insights!LinkedIn: https://www.linkedin.com/in/kristinaroppelt/ or Website: kristinaroppelt.org Here are a few more resources you can check out:Kris Roppelt's YouTube https://www.youtube.com/channel/UCXaFTeqkpT5vKeLWL70BNaQDr. Edwin Hoffman, Arjan Verdooren. Diversity Competence: Cultures Don't Meet, People Do https://www.amazon.com/Diversity-Competence-Cultures-Dont-People/dp/1789242401?clckid=72ec0bdaReed Hastings, Erin Meyer. No Rules Rules: Netflix and the Culture of Reinvention https://www.amazon.com/No-Rules-Netflix-Culture-Reinvention/dp/1984877860?clckid=de836965How Cultural Differences Can Impact Global Teams. Conclusions of the research https://hbr.org/2021/06/research-how-cultural-differences-can-impact-global-teamsDiverse Effects of Diversity: Disaggregating Effects of Diversity in Global Virtual Teams https://www.sciencedirect.com/science/article/abs/pii/S1075425317304878Five Whys Exercise https://www.atlassian.com/team-playbook/plays/5-whysHofstede's Cultural Compass https://www.hofstede-insights.com/country-comparison-toolWant more tips on effective training? Sign-up for our weekly newsletter: https://www.bettereverydaystudios.com/newsletterWant more tips on effective training? Sign-up for our weekly newsletter: https://www.bettereverydaystudios.com/newsletterVisit us at https://www.bettereverydaystudios.com#LeadershipLaunchpad #InterculturalCommunication #GlobalMindset #SoftSkills #CulturalDiversity #TeamBuilding #GlobalWorkforce #CulturalAwareness #EmpathyInLeadership #DiversityAndInclusion #WorkLifeBalance #FeedbackCulture #CrossCulturalSkills #CulturalLenses #GlobalBusiness #TeamSynergy #InclusiveLeadership #ContextualDiversity #InterculturalSkills #BuildingTrust #BetterEveryDay #Podcast #Leadership

We're in the age of remote and hybrid working, and our physical distance from one another is having a huge impact on company culture. Previously, grabbing lunch or a drink after work was easy. But now, even small talk needs to be consciously brought into our scheduled Slack calls to avoid things becoming too transactional. This new way of working can lead to serious challenges like feeling disconnected from colleagues and the company mission, lacking motivation, and experiencing loneliness. So what's the way forward?In this episode, we speak with Julia Vastrik, an agile coach and team facilitator, about how we can strengthen company culture in a remote/hybrid workplace.Julia offers loads of great advice, which we've summarized for easy reference:Building Trust and RelationshipsWe're a much more effective team when we like the people we work with. Get to know people through small talkUse ice breakers, team ritualsVirtual lunches, coffeesEncourage silliness for personalities to shineLearning together e.g. book clubs, communities around certain topics like AIFor big meetings, use breakout roomsOrganize face-to-face activities - both for work and funCommunicationA lot of information is lost in written communication. Use a good balance of synchronous and asynchronous communicationHave explicit agreements on communication and how to run meetingsWith written communication, the giver needs to be overly friendly (emojis, kind greetings), the receiver overly accepting that they may perceive the tone wrongUse audio and video to prevent misinterpretationProductivity and CollaborationSet clear goals for teams and individualsCreate working agreements e.g. working hours, punctuality, documentation, ways of working, etcCo-create - brainstorm solutions and make decisions together to boost a feeling of belongingContinuous ImprovementLittle changes sum up to bigger improvements over time. Retrospectives, post-mortems & team discussionsExperimentWe're never in an ideal state - there's always room for improvementPsychological SafetyFeeling safe to be not perfect, to make mistakes, to be a human.Mistakes happen and they are a learning opportunityHave leaders model this behaviorOther Resources:The book Julia recommends to read is called The Culture Map, by Erin Meyer.The virtual ‘body doubling' clubs Harv mentioned are flow.club and flown.com.Follow Julia on LinkedIn: https://www.linkedin.com/in/julia-vastrik/Follow Harv on LinkedIn: https://www.linkedin.com/in/harvnagra/Stay up to date with regular ops insights. Subscribe to The Handbook: The Operations Newsletter.This podcast is brought to you by Scoro, where you can manage your projects, resources and finances in a single system.

As a business owner, you know that a high-performing team is essential to success. But what if your team isn't performing at its best? If communication is breaking down, productivity is low, and your goals are slipping out of reach, it might be time to look at a surprising factor many leaders miss. The secret to a high-performing team isn't a complicated strategy or expensive software; it's something much simpler: feedback.    In the latest episode of the Become a Better Business Owner series, hosts Bobby Richards and James Sweeting sit down with Erin Meyer, New York Times bestselling author and professor at INSEAD Business School, to discuss why feedback is essential, how to give it effectively, and the common pitfalls to avoid. Whether you're a seasoned CEO or a first-time manager, tune in and learn how to create a feedback-rich culture that drives your team to new heights!   Find more info about Erin Meyer at ErinMeyer.com or connect with her on LinkedIn: https://fr.linkedin.com/in/erin-meyer-paris.   Listen to Erin's past episode #34: Erin Meyer—Rewrite the Rules for Growing Your Business: https://podcasts.apple.com/us/podcast/erin-meyer-rewrite-the-rules-for-growing-your-business/id1092751338?i=1000532788641   Get instant access the Management and Productivity Framework (including the 5 Key Meetings) at businessmadesimple.com/management-and-productivity-made-simple.   --   STUCK TRYING TO GROW YOUR BUSINESS? SUBMIT YOUR QUESTION FOR A CHANCE TO HAVE US COACH THROUGH IT ON THE SHOW: BusinessMadeSimple.com/Podcast    ORDER COACH BUILDER, DONALD MILLER'S NEW BOOK, AND TRANSFORM YOUR EXPERTISE INTO A LUCRATIVE CONSULTING CAREER: CoachBuilderBook.com/Podcast   IF YOU'RE SERIOUS ABOUT IMPLEMENTING A PLAN TO GROW YOUR BUSINESS AND REVENUE, FLIGHT SCHOOL IS FOR YOU! JOIN NOW: SmallBusinessFlightSchool.com.   FIND AND FOLLOW US ON INSTAGRAM: Instagram.com/BusinessMadeSimple

Vedran Bajer je country manager Microsofta Hrvatska, no njegova karijera uključuje više voditeljskih pozicija u MojPosao i VIDI, te vođenje više business development odjela u Googleu. Posao ga je vodio diljem svijeta, a dovoljno je dugo vremena proveo u Singapuru i Švicarskoj da se tamo osjeća kao doma. Osoba je vrlo širokih interesa, kao najveće kvalitete ističe radoznalost, spremnost na učenje, čitanje knjiga, te sportu. S Vedranom smo pričali o dojmovima koje je skupio o svijetu i karijeri, razlikama Singapura i Hrvatske, te kakva nam budućnost predstoji s AI alatima, osobito Microsoftovom Copilotu. Pričali smo i o možda najvažnijoj temi - tko sve može imati koristi od Copilota i integracijama AI-a u svakodnevno poslovanje, te što je sve trenutno moguće. Vedran preporučuje knjige: Material World: A Substantial Story of Our Past and Future, Ed Conway (pijesak, sol, bakar, željezo, nafta, litij) The Perfect Weapon: War, Sabotage, and Fear in the Cyber Age, David Sanger (cyber) This Is How They Tell Me The World Ends, Nicole Perlorth (cyber) The Coming Wave: Technology, Power, and the Twenty-First Century's Greatest Dilemma, Mustafa Suleyman (o revoluciji u kojoj smo sada) Off Menu: The Secret Science of Food and Dining, Nell McShane Wulfhart (samo Audible, jako zanimljivo za ekipu koja voli klopati) Dosta Adam Granta - Originals, Think Again (broadly, leadership) How the World Really Works: How Science Can Set Us Straight on Our Past, Present and Future, Vaclav Smil (facts, facts, facts :)) Chip War: The Quest to Dominate the World's Most Critical Technology, Chris Miller (a must za svakoga u tehnologiji) Never Finished: Unshackle Your Mind and Win the War Within, David Goggins (možda malo granična, ali jako dobra priča o pomicanju ljudskih granica, iako David Goggins ima jaaaaako puno problema kao osoba) Flying Blind: The 737 MAX Tragedy and the Fall of Boeing, Peter Robison (za napraviti Boeing 737 treba manje od 9 dana, a random fact, izvrsna knjiga o promjeni kulture i utjecaju toga; imam puno tih povezanih s avijacijom, tehnologijom etc, ali ova je nekako poslovno zanimljiva također) Outlive: The Science and Art of Longevity, Peter Attia MD, Bill Gifford (najdraža mi knjiga 2023.) The Culture Map, Erin Meyer (za increasingly global way of working, the business book koju mislim da svatko treba imati, poklonio sam ih barem 30 ljudima) A General Theory of Love, Thomas Lewis, Fari Amini (divna, jedina ovdje koja ima veze sa neuroznanoscu, da ne gnjavim previse) Podcasti: Another Podcast, Ben Evans (geek, ultra mega pametan) Prof G pod, Scott Galloway (tu i tamo, uglavnom jer pratim tržista kapitala) Acquired (duboke, duboke price o raznim biznisima, fascinantno - epizode o npr. Nvidia, Nike, Microsoft) Huberman Lab (sve su top) Epizodu je sponzorirao Microsoft Hrvatska. Citat dana: Freedom means the opportunity to be what we never thought we would be.Daniel J. Boorstin Tri načina kako slušati podcast Kako slušati podcast u autu koji nema Mp3 player Top lista najslušanijih epizoda

Meet Kayleigh Fazan, the visionary founder of The International Retail Academy, a pioneering force in the global retail industry. With an unwavering commitment to elevating customer experiences, Kayleigh has championed a transformative ‘bottom-up' approach, fostering a new era of excellence in the world of retail.For over 15 years, Kayleigh has been on a mission to empower shopfloor teams within global retail brands, equipping them with the essential soft skills needed to excel in an ever-evolving marketplace. A renowned expert in retail leadership, Kayleigh has led countless brands on a journey towards customer-centric success, arming them with the tools to create meaningful connections with their clientele.Hit play to listen to her roaring success of a story! [03:23s] Her journey into retail[10:02s] Exploring the global landscape of retail[15:47s] “Don't lose touch with the shop floor ever!”[28:49s] Starting her entrepreneurial journey[37:39s] Return of the retail stores post COVID [51:16s] RWL Read ‘The Culture Map' by Erin Meyer and ‘Uplifting Service' by Ron Kaufman; Tony Robbins' podcastMore about Kayleigh's work at The International Retail Academy Connect with Kayleigh on LinkedIn Connect with Vinay on X (formerly Twitter) and LinkedIn What did you think about this episode? What would you like to hear more about? Or simply, write in and say hello! podcast@c2cod.comSubscribe to us on your favorite platforms – Google Podcasts, Apple Podcasts, Spotify, Overcast, Tune In Alexa, Amazon Music, Pandora, TuneIn + Alexa, Stitcher, Jio Saavn and more.  This podcast is sponsored by C2C-OD, your Organizational Development consulting partner ‘Bringing People and Strategy Together'. Follow @c2cod on Twitter, LinkedIn, Instagram, Facebook 

Join Sarah Noll Wilson and guest Stephanie Chin for a wide-ranging conversation with insights on leadership, personal growth and experimentation, and the complex challenges of creating diverse and inclusive workplaces. About Our Guest Stephanie Chin has spent the past two decades as a nonprofit leader, including working for the United Way network both globally and locally and at SRI International, Inc. She believes that we all do better when we all do better and her life's mission is to help everyone operate near their potential while expanding it, by their own definition. She led day-to-day operations of MyFreeTaxes at United Way Worldwide, expanding the number of free tax filers from 50,000 to over 200,000 in two years, and promulgated an inclusive approach to project management at SRI International, Inc., leading a cross-division project management leadership team on the implementation of the new financial planning system. She approaches poverty fighting with a race conscious lens and advocates for equitable practices and systems change and contributed to United Way Worldwide's Equity Framework. Chin's new venture, Spicy Conversations, will help clients improve inclusive leadership practices and focus on behavior and systems change that makes a difference. Chin has a Bachelor of Arts from University of California, Berkeley, a JD/MBA from Emory University, has a Green Belt in Lean Six Sigma, and coaching training from Co-Active Training Institute. Links and Resources LinkedIn: www.linkedin.com/in/stephaniemchin LinkedIn (company): www.linkedin.com/company/spicy-conversations Schedule a conversation with Stephanie: https://calendly.com/spicyconversation The Culture Map by Erin Meyer: www.erinmeyer.com/book Becoming Powerful Makes You Less Empathetic (HBR article): www.hbr.org/2015/04/becoming-powerful-makes-you-less-empathetic Asch Conformity Experiments (Wikipedia): www.en.wikipedia.org/wiki/Asch_conformity_experiments The Push and Pull: Declining Interest in Nonprofit Leadership: www.buildingmovement.org/reports/push-and-pull-report

Join hosts Mike and Mark for an engaging discussion on "No Rules Rules: Netflix and the Culture of Reinvention" by Reed Hastings. In this episode, they delve into the groundbreaking corporate culture that has propelled Netflix to the forefront of the entertainment industry. Through a series of insightful clips, they explore the fundamental principles that define Netflix's success.Clips in the Show:Foundation Capital Startup Stories - Netflix: Leadership at Netflix is about character and strategy. Learn how self-awareness and listening to others are crucial components of effective leadership.Seek to Understand: Mike and Mark emphasize the importance of seeing both sides of a point of view and modeling behavior based on a comprehensive understanding of situations.Sports Team: Discover how Netflix fosters a high-performance culture akin to being on an Olympic team, where everyone strives to win the championship surrounded by the best talents.Edge of Chaos: The hosts discuss the concept of not "dummy-proofing" the system. They highlight the dangers of short-term optimization and the importance of thinking for oneself to drive long-term innovation.Better As Bigger: Explore how Netflix believes in improving the business as it grows, ensuring that expansion leads to better overall performance.About No Rules Rules: Netflix and the Culture of Reinvention by Reed Hastings:Reed Hastings, co-founder and former CEO of Netflix, along with Erin Meyer, offer an in-depth look at Netflix's revolutionary corporate culture. This culture prioritizes freedom and responsibility, allowing the company to innovate and adapt continuously. The book discusses unconventional practices like the absence of formal vacation and expense policies, candid feedback, and hiring top talent at market rates, all contributing to a culture that values people over process and encourages bold decision-making.About Moonshots Podcast:Moonshots Podcast aims to help entrepreneurs become the best versions of themselves by overcoming self-doubt and uncertainty. By learning from the world's greatest superstars, thinkers, and entrepreneurs, the podcast deconstructs their success from mindset to daily habits, providing listeners with actionable insights to apply in their own lives. Join us as we learn out loud and shoot for the moon.Tune in to gain a fresh perspective on leadership, innovation, and corporate culture from one of the most successful companies in the world. Don't miss this inspiring and educational episode! Thanks to our monthly supporters Ron Chris Turner Margy Diana Bastianelli Andy Pilara ola Jez Dix Fred Fox Austin Hammatt Zachary Phillips Antonio Candia Mike Leigh Cooper Daniela Wedemeier Corey LaMonica Smitty Laura KE Denise findlay Krzysztof Diana Bastianelli Nimalen Sivapalan Roar Nikolay Ytre-Eide Stef Roger von Holdt Jette Haswell Marco Silva venkata reddy Dirk Breitsameter Ingram Casey Nicoara Talpes rahul grover Evert van de Plassche Ravi Govender Craig Lindsay Steve Woollard Lasse Brurok Deborah Spahr Chris Way Barbara Samoela Christian Jo Hatchard Kalman Cseh Berg De Bleecker Paul Acquaah MrBonjour Sid Liza Goetz Rodrigo Aliseda Konnor Ah kuoi Marjan Modara Dietmar Baur Ken Ennis Bob Nolley ★ Support this podcast on Patreon ★

Join your hosts Steven Van Belleghem, Peter Hinssen, and Pascal Coppens for another episode of Radar, by nexxworks. Pascal Coppens shares his travel report from China, where he visited various cities and companies in the Greater Bay Area. Another topic is the TikTok ban in the US and the approaching ban in Europe, with Peter providing insights into the history and controversies surrounding TikTok. Steven focuses on the principles outlined in the book 'No Rules Rules' by Erin Meyer and Reed Hastings. 

Episode SummaryBrian Finnerty of Udacity discusses effective strategies for aligning content to different stages of the buyer's journey. He stresses the importance of investing in lower funnel proof points like customer success stories and third-party reports. Finnerty also provides tips for validating content assumptions directly with customers. Additionally, he emphasizes optimizing the content mix based on performance data and attribution to opportunities. Throughout the conversation, Finnerty reinforces the importance of tying content marketing efforts directly to pipeline and sales goals. About the guest Brian is a senior marketing executive with deep experience leading successful marketing teams. He believes that marketing can deliver extraordinary results when it harnesses the right blend of full-funnel demand, sales alignment, and rich customer insights. Brian's expertise includes brand strategy, B2B demand generation, and global customer acquisition from mid-market to Fortune 500.  Connect with Brian Finnerty Key takeaways- Map content assets to stages of the buyer's journey, including top-of-funnel awareness content and bottom-of-funnel proof points - Invest in lower-funnel customer success stories and third-party validation reports - Validate content assumptions directly with customers through feedback - Optimize the content mix regularly based on performance data and attribution to opportunities - Track pipeline as the primary metric for measuring content marketing success Quotes "If you're able to track all of those touchpoints, and make sure that they're associated with opportunities in your CRM, then I think you've got a fairly consistent way of assessing how your content engine is performing." -Brian Finnerty Recommended Resource BooksBrian suggests "No Rules Rules" by Reed Hastings and Erin Meyer about Netflix's approach to talent and culture. Podcast Professor Galloway's podcast, ‘The Prof G Pod' for marketing and sales insights. ⁠Connect with Brian Finnerty⁠⁠⁠ | ⁠⁠⁠⁠Follow us on LinkedIn ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Website⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

Joining hosts Patty McCord and Jessica Neal in this episode is Erin Meyer, professor and author of "The Culture Map." Erin shares her expertise in decoding cultural intricacies and explores how these insights can transform organizational dynamics. Tune in for practical strategies and valuable perspectives on fostering effective cross cultural communications in an increasingly diverse workplace.Relevant links:https://erinmeyer.com/Do you have an ongoing work issue you need guidance solving? Or maybe you want to know how Patty and Jess would have dealt with a past problem. Share your stories and questions with our producers here.TruthWorks is hosted by Jessica Neal and Patty McCord. The show is edited, mixed and produced by Megan Hayward and Mik Finnegan. Our Production Manager is Kathleen Speckert. TruthWorks is an editaudio production.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Unlearning silence isn't just about finding your voice; it's about recognizing the ways we've all been complicit in silencing others. And the surprising insights from a Harvard lecturer will have you rethinking the impact of silence in your world. Join the conversation to uncover the hidden ways we contribute to silence and discover how to foster inclusive communication. It's time to unlearn the silence that holds us back. Stay tuned for the unexpected wisdom that will leave you reevaluating your role in creating a more inclusive world.My special guest is Elaine Lin Hering.Elaine Lin Hering is a renowned facilitator, speaker, and writer with extensive experience in communication, collaboration, and conflict management. Drawing from her background as a former managing partner of Triad Consulting Group and a lecturer at Harvard Law School, Elaine's expertise spans across various industries and continents, working with corporate, government, and nonprofit clients. Her personal journey as an immigrant from Taiwan to the United States adds a unique perspective to her work, diving deep into the impact of cultural differences on communication and strategies for inclusive leadership. With her compelling insights and vulnerability, Elaine's book, Unlearning Silence: How to Speak Your Mind, Unleash Talent, and Live More Fully, resonates with individuals seeking to navigate the complexities of silence and voice in personal and professional growth.In what ways are the often very well-intentioned people around me, such as my manager, who in their heart of hearts wants to support me, actually silencing me? - Elaine Lin HeringIn this episode, you will be able to:Embrace the power of inclusive communication and unlearn silence in professional environments.Enhance your communication and collaboration skills to foster a more inclusive work environment.Explore the impact of cultural differences on communication and how it influences team dynamics.Discover effective strategies for inclusive leadership and building stronger team dynamics.Understand the role of silence in personal and professional growth, and how it can positively impact your workplace interactions.Embrace the Power of Inclusive CommunicationInclusive communication in professional environments is essential for fostering a sense of belonging and diversity. By embracing diverse voices and perspectives, teams can collaborate more effectively and achieve better results. Creating a space where everyone feels heard and valued cultivates a positive work culture and promotes innovation.The resources mentioned in this episode are:Join the Difference Maker Community at www.patreon.com/aworldofdifference to access exclusive episodes and support the show for as little as $5 a month.Follow Lori Adams-Brown on Twitter @loriadbr and on Instagram @loriadamsbrown to stay connected and share your suggestions for future guests on the show.Check out Elaine Lin Hering's book Unlearning How to Speak Your Mind, Unleash Talent, and Live More Fully to gain deeper insights into unlearning silence and fostering a more inclusive environment.Consider reaching out to Lori Adams-Brown to share your stories and experiences, as well as to suggest individuals who are making a difference and could be featured on the podcast.Explore the wisdom and advice shared by Elaine Lin Hering in the exclusive episode available in the Difference Maker Community, where she provides insights on self-care, resilience, and navigating challenging spaces.Being explicit doesn't mean that you have to be direct. Being explicit means, 'Oh, read the air. That's what is happening here. Can we name it?' - Elaine Lin HeringExplore Impact of Cultural DifferencesUnderstanding the impact of cultural differences on communication is crucial for creating inclusive work environments. By acknowledging and respecting diverse cultural backgrounds, teams can leverage unique perspectives and insights to drive innovation. Embracing cultural diversity fosters mutual understanding, strengthens relationships, and promotes a more inclusive and harmonious workplace.The key moments in this episode are:00:00:02 - Introduction to Unlearning Silence 00:01:50 - Elaine's Background and Immigrant Experience 00:05:02 - Defining Silence 08:03 - Internalized Messages and Reflective Habits 00:13:58 - Understanding Voice 00:15:03 - Understanding Different Communication Styles 00:17:34 - Impact of Organizational Silence 00:20:52 - The Real Cost of Speaking Up 00:23:59 - Encouraging Voice at the Table 00:28:57 - Unlearning Silence 00:29:58 - Unlearning Silence 00:31:14 - Three Levers of Voice 00:34:30 - Cross-Cultural Communication 00:39:38 - Role of Silence 00:45:25 - The Power of Unlearning 00:46:29 - The Impact of Silence 00:48:04 - Personal Stories of Silencing 00:49:49 - Co-Creating the Podcast 00:52:26 - Self-Compassion and Making a Difference The question is not, am I a good or bad person for doing that, but am I having the impact that I want? Am I aligned in how I think I'm showing up and how I'm actually showing up? - Elaine Lin HeringEnhance Communication and Collaboration Skills Improving communication and collaboration skills is key to overcoming challenges related to silence and voice in the workplace. By honing these skills, individuals can navigate cultural differences, build stronger relationships, and work together more productively. Effective communication lays the foundation for successful teamwork and organizational growth.Timestamped summary of this episode:00:00:02 - Introduction to Unlearning Silence Lori introduces the podcast and guest Elaine Lynn Herring, highlighting her impactful book "Unlearning How to Speak Your Mind, Unleash Talent, and Live More Fully". Elaine's personal background and professional experience are mentioned, setting the stage for the conversation.00:01:50 - Elaine's Background and Immigrant Experience Elaine shares her immigrant background from Taiwan to the United States, highlighting the cultural and societal influences that shaped her relationship with silence. The impact of patriarchal culture and the Christian church on her upbringing is discussed.00:05:02 - Defining Silence Elaine provides a nuanced definition of silence, distinguishing between the value of reflective silence and the detrimental impact of silencing oneself in communication and relationships. The societal, cultural, and personal factors contributing to silence are explored.08:03 - Internalized Messages and Reflective Habits Elaine reflects on the messages and reflective habits she internalized about speaking and being heard, both personally and professionally. The challenges of navigating individualistic and collectivist societies, as well as the impact of cultural, gender, and societal norms on voice and silence, are discussed.00:13:58 - Understanding Voice Elaine emphasizes that voice extends beyond verbal communication, encompassing how individuals move through the world and express their unique perspectives. The importance of embracing diverse communication styles and perspectives for fostering innovation and inclusivity in teams and organizations is highlighted.00:15:03 - Understanding Different Communication Styles Elaine discusses how individuals process information differently and how communication flows can be designed to accommodate different styles, allowing for all voices to be heard.00:17:34 - Impact of Organizational Silence Elaine shares her experience of feeling silenced in a previous hostile work environment and discusses the societal and systemic factors that contribute to organizational silence.00:20:52 - The Real Cost of Speaking Up Elaine delves into the real costs of speaking up, including the impact on mental and emotional health, and the societal phenomena of collective silence.00:23:59 - Encouraging Voice at the Table Elaine offers practical strategies for managers and parents to encourage people to bring their voices to the table, including designing communication patterns, using standard questions, and listening across differences.00:28:57 - Unlearning Silence Elaine emphasizes the importance of being cognizant of the role that silence plays in our interactions, and the ongoing journey of unlearning silence in order to create space for all voices to be heard.00:29:58 - Unlearning Silence Elaine and Lori discuss the importance of unlearning silence and recognize the value of speaking up. They emphasize the need for individuals to be aware of their unique perspectives and to contribute to substance, relationship, and process in conversations.00:31:14 - Three Levers of Voice Elaine explains the concept of the three levers of voice, which are substance, relationship, and process. She highlights the impact of these levers on communication patterns and the importance of recognizing different perspectives in discussions.00:34:30 - Cross-Cultural Communication Elaine and Lori delve into the topic of cross-cultural communication, referencing Erin Meyer's "The Culture Map." They discuss the differences in communication styles across cultures and the need to explicitly address and understand these differences in diverse settings.00:39:38 - Role of Silence Elaine offers a call to action for individuals in positions of power to observe the role of silence in their teams. She emphasizes the importance of being neutral and honest in assessing the impact of silence and encourages readers to read her book for further guidance on recognizing and addressing silence in their environments.00:45:25 - The Power of Unlearning Lori talks about how much she learned from Elaine's book, emphasizing the title "unlearning" as a process. She expresses excitement for the journey of unlearning and belonging.00:46:29 - The Impact of Silence Lori reflects on the impact of silence in different spaces, including faith communities, corporate environments, and journalism. She highlights the importance of knowing when to speak and when to be silent.00:48:04 - Personal Stories of Silencing Lori shares how listeners have reached out to her with their stories of being silenced in their workplaces or faith communities. She expresses gratitude for being a space where they can share their experiences.00:49:49 - Co-Creating the Podcast Lori encourages listeners to reach out to her with suggestions for guests and expresses the impact of the community in deepening the conversations. She also invites listeners to join the difference maker community on Patreon.00:52:26 - Self-Compassion and Making a Difference Lori ends the podcast with a message of self-compassion and kindness, emphasizing the importance of each person's voice and the value they bring to the world. She encourages listeners to keep making a difference.https://www.facebook.com/A-World-of-Difference-613933132591673/https://www.linkedin.com/company/aworldofdifference/https://www.aworldofdifferencepodcast.comhttps://www.youtube.com/@aworldofdifferencehttps://www.twitter.com/@awodpod

Matt and Clark are so happy to have our dear friend and colleague, Elham Arabi join for the episode. In this show, we explore the nuance, and sometimes vague aspects, of culturally responsive learning and how that intricately ties to research and practice. In other words, what are the business cultural facets that affect learning initiatives. What norms, standards, values, and political schema all have impacts?Matt shamelessly references his own model for why stakeholders say no... (1) They don't buy the premise-- they don't accept the problem as stated. (2) They don't buy the solution. They accept the problem as stated, but not the solution you offer. (3) Or, they accept the problem AND the solution as offered, but don't like or trust you to deliver it.Elham referenced Adam Grant's book Think Again: The Power of Knowing What You Don't Know. If you want to watch the debate between Clark and Will, you will have to join LDA at the platinum level to access the video here: https://ldaccelerator.com/joinMatt references Self-Determination Theory (SDT). SDT is a widely research theory for how people are motivated. The premise is that all humans have three basis psychological needs (autonomy, competence, and relatedness). When those needs are met, one is more likely to be intrinsically motivated toward a task. When they are undermined, one is like to be more extrinsically motivated, or not motivated at all. The theory was initially devised and studied by Edward L. Deci and Richard M. Ryan while they were at the University of Rochester. Here is a link to an article Matt wrote on the topic in context to learning: https://ldaccelerator.com/lda-blog-1/open-the-motivational-door-and-let-the-learners-in-and-keep-them. The checklist Matt references can be found here: https://ldaccelerator.com/motivation-checklist.Clark references Amy Edmundson and her work on Learning culture: https://hbr.org/2008/03/is-yours-a-learning-organization and Harold Jarche's talks about how well you share with others: https://jarche.com/2014/02/the-seek-sense-share-framework/. Clark also references Geert Hofstede and his work on Cultural Dimensions. Mindtools offers a nice summary here: https://www.mindtools.com/a1ecvyx/hofstedes-cultural-dimensionsElham references The Culture Map: Breaking Through the Invisible Boundaries of Global Business by Erin Meyer.She also references Mark Britz and James Tyer's Social by Design: How to Create and Scale a Collaborative Company.Matt highlights Thiagi's SPARK Model for Trust: Selflessness, Predictability, Authenticity, Relatedness, and Know-How.Matt referenced the Heterodox Academy founded by Steven Pinker, founder here: https://heterodoxacademy.org/You can find Elham on LinkedIn here: https://www.linkedin.com/in/elhamarabi/More on Elham... She is an award-winning learning designer and global consultant in corporate and higher-ed with more than 15 years' experience in the US, South-East Asia, Europe, and the Middle East. She has championed better evaluation practices in several organizations and done practical research on evaluation to ensure efficiency and effectiveness of learning programs that lead to learning transfer and impact. She holds a PhD in Interaction and Media Sciences from the University of Nevada, where her thesis was on enhancing training design based on training evaluation to investigate the effects on training transfer. 

Thank you to the folks at Sustain (https://sustainoss.org/) for providing the hosting account for CHAOSSCast! CHAOSScast – Episode 79 In this episode, host Georg Link is joined by Daniel, Anita, Sophia, and Sean, to discuss their research experiences with CHAOSS metrics and software for open source community health analysis. They dive into various topics, such as collecting and interpreting data from different perspectives, considerations regarding privacy and ethics, and the importance of collaboration between academics and industry professionals. They also highlight some significant projects and studies where CHAOSS metrics and software were employed, and their hopes and concerns for the future direction of research in the field. Furthermore, they discuss the necessity of bridging the gap between academia and industry and touch on the importance of linguistics and cultural context when examining data. Download this episode now! [00:02:48] Anita discusses the history of open source software research and how CHAOSS provides a common framework for various metrics used by researchers, and Sean emphasizes the standardization of metrics by CHAOSS, which aids in consistency across research. [00:04:52] Sophia highlights the discrepancies in metric calculations and definitions, seeking standard methodologies, especially for non-academic publications, and Daniel reflects on the differences in research approaches between academia and industry, emphasizing the importance of methodological rigor. [00:08:25] Sean critiques academic papers for often lacking complete method descriptions, calling for a more rigorous methodological transparency, and Daniel shares about transitioning from academia to industry and the different expectations for communication and results. [00:10:44] Georg inquires about the impact of CHAOSS research capabilities, and Daniel explains that CHAOSS is shaping research by reflecting the interests and observations of its contributors. [00:12:16] Sean talks about the increased capacity for research offered by CHAOSS, particularly through tools like Grimoire Lab and Augur, Anita shares her experience using Grimoire Lab for creating interventions and dashboards for open source communities to monitor their projects, and Daniel adds historical context and mentions the importance of tools that allow the replication of analysis in research. [00:17:10] Georg introduces a study using CHAOSS metrics and software that hasn't been officially published yet, and Sophia shares some details and explains the study's premise. [00:21:00] Anita raises a philosophical point about the potential limitations of metrics, suggesting that they may only reflect what is observable and could lead to gamification if people optimize their behavior based on the metrics. [00:22:14] Sean speaks about the importance of deep field engagement and the combination of social science with data mining to fully understand the data's underlying human behavior. Sophia shares her perspective from market research, discussing the design of surveys, the selection bias inherent in data collection, and the importance of understanding the population that is excluded by the research filters used. [00:25:56] Anita discusses the challenges of academic surveys, and Daniel discusses the bias that may arise from the data available. [00:28:10] Sophia contemplates the behavioral nuances dictated by different platforms' processes, and Sean suggests a focus on common software engineering processes across different tools and advocates for social scientific research in open source to better understand the human aspects. [00:30:32] Georg transitions to discussing survey methodologies and their relation to CHAOSS metrics, and Anita shares her experiences with survey design for the international Apache Software Foundation community and implementation. [00:33:10] Daniel reflects on the collaborative effort with the ASF community to ensure the survey's terms and questions were appropriately adapted for an international audience. Sophia suggest the need for a consistent taxonomy is research to ensure cultural sensitivity and understanding. [00:36:15] Sean touches on the use of large language models in research to identify common language patterns, discussing the ethical considerations of using machine learning to evaluate inclusivity in projects. Anita shares thoughts on presenting survey data responsibly and the need for careful consideration of what information is shared. [00:38:53] Georg questions the future direction for research in open source using metrics and software. Sean advocates for deeper social scientific engagement, Anita points out the silos between industry and academics, highlighting the need for more interaction and collaboration to synergize efforts and ask more relevant questions, and Sophia stresses the need to focus on gaps in data and to consider work not visible in trace data. [00:42:59] Daniel brings a pessimistic view, cautioning that the different goals of industry and academia might lead to problems unless they find ways to work together more effectively. [00:44:11] Georg asks Daniel to clarify the problems he foresees with the current research trajectories. Daniel elaborates on the potential ethical and legal issues that may arise when data is used beyond the limits of fair use, such as in mental health analysis from developer messages, and Sean and Anita add some thoughts as well. Value Adds (Picks) of the week: [00:47:09] Georg's pick is baking cookies. [00:47:59] Sean's pick is a book he read called, “Language Variation and Change in Social Networks.” [00:48:31] Anita's pick is a book she is helping write on “Inclusive Open Source.” [00:48:59] Daniel's pick is two books he read called, “The Culture Map” and “From the Soil.” [00:50:54] Sophia's pick is returning to FOSDEM, seeing people, and learning about a new tool called, Cosma. Panelists: Georg Link Sean Goggins Daniel Izquierdo Anita Sarma Sophia Vargas Links: CHAOSS (https://chaoss.community/) CHAOSS Project X/Twitter (https://twitter.com/chaossproj?lang=en) CHAOSScast Podcast (https://podcast.chaoss.community/) podcast@chaoss.community (mailto:podcast@chaoss.community) Georg Link Website (https://georg.link/) Sean Goggins X/Twitter (https://twitter.com/sociallycompute) Sophia Vargas X/Twitter (https://twitter.com/Sophia_IV) Daniel Izquierdo X/Twitter (https://twitter.com/dizquierdo?lang=en) Anita Sarma LinkedIn (https://www.linkedin.com/in/anita-sarma-0a82972/) Mining Software Repositories (MSR) conference 2024 (https://2024.msrconf.org/) CHAOSSCon EU 2024-Brussels Livestream (YouTube) (https://www.youtube.com/watch?v=GkVKYpwh5QE) [Language Variation and Change in Social Networks by Robin Dodsworth and ](https://www.amazon.com/Language-variation-change-social-networks/dp/0367777509/ref=sr11?crid=1QIWW192YTPF9&keywords=language+variation+and+change+in+social+networks&qid=1707760093&sprefix=language+variation+and+change+in+social+network%2Caps%2C95&sr=8-1&ufe=appdo%3Aamzn1.fos.006c50ae-5d4c-4777-9bc0-4513d670b6bc)_ Richard A. Benton (https://www.amazon.com/Language-variation-change-social-networks/dp/0367777509/ref=sr_1_1?crid=1QIWW192YTPF9&keywords=language+variation+and+change+in+social+networks&qid=1707760093&sprefix=language+variation+and+change+in+social+network%2Caps%2C95&sr=8-1&ufe=app_do%3Aamzn1.fos.006c50ae-5d4c-4777-9bc0-4513d670b6bc) [The Culture Map by Erin Meyer](https://www.amazon.com/Culture-Map-INTL-ED-Decoding/dp/1610392760/ref=ascdf1610392760/?tag=hyprod-20&linkCode=df0&hvadid=312006100296&hvpos=&hvnetw=g&hvrand=2360770275112489683&hvpone=&hvptwo=&hvqmt=&hvdev=c&hvdvcmdl=&hvlocint=&hvlocphy=9010754&hvtargid=pla-525261842565&psc=1&mcid=9b7b8fd217f835889defe4722f63242d&gclid=CjwKCAiAibeuBhAAEiwAiXBoJBGr1s2EFy9aFynuFkZtFljzCu52tbixiFUF5CLE0-dRDUnqTyxoC0zoQAvDBwE) [From the Soil: The Foundations of Chinese Society by Fei Xiaotong](https://www.amazon.com/Soil-Foundations-Chinese-Society/dp/0520077962/ref=ascdf0520077962/?tag=hyprod-20&linkCode=df0&hvadid=312519927002&hvpos=&hvnetw=g&hvrand=885018809096009679&hvpone=&hvptwo=&hvqmt=&hvdev=c&hvdvcmdl=&hvlocint=&hvlocphy=9010754&hvtargid=pla-523444788881&psc=1&mcid=6ced1276cd7539c8990cd0142445dc1c&gclid=CjwKCAiAibeuBhAAEiwAiXBoJKsXn6xkDBMHXN5bVs3ZexzCteUzUPsmQW-4V9nDt31OydD1OjhoCnYQQAvDBwE) Cosma-GitHub (https://github.com/graphlab-fr/cosma) “Counting Potatoes: the Size of Debian 2.2 “ (UPGRADE-Open Source/Free Software: Towards Maturity (https://robotica.unileon.es/vmo/pubs/upgrade.pdf) “Gaining Insight into Your Open Source Community with Community Tapestry” (write up for dashboard study for ASF) (https://docs.google.com/document/d/1VM9W2gKmh0AX4j_PSoghpqR6qkPuVjAdo_gkZZx8Imo/edit#heading=h.9ye7wft50hdx) Special Guest: Anita Sarma.

The right words at the right time can make all the difference—not just in business but life itself. On this episode, we unravel the concept of radical candour developed by Kim Scott. Radical candour isn't a tool as much as a commitment to authentic conversations that drive meaningful change. It invites us to balance truth with care in the words we use. It is a feedback mechanism and more: a transformative approach to your interactions. We also place radical candour in a cultural perspective; acknowledging that this will pan out differently across cultural (international) contexts where you'll work together with people from other backgrounds. Radical candour is built on two fundamental principles: caring personally and challenging directly. At its core, it's about finding the sweet spot where empathy meets honesty. It facilitates an environment where people feel respected enough that they're open to constructive criticism. When leaders care deeply about their team members as individuals (not just as employees) while also having the courage to provide and receive (!) clear, direct feedback—even when it's uncomfortable—true growth can occur. Shift gears towards more impactful communication. Referenced in this episode: Radical Candor, by Kim Scott https://www.radicalcandor.com/our-approach/ The Culture Map, by Erin Meyer https://erinmeyer.com/books/the-culture-map/ More about us: Lisa Dempsey – https://www.linkedin.com/in/lisakdempsey/ - https://www.leadershiplabs.eu Marjolijn Vlug – https://www.linkedin.com/in/marjolijnvlug/ - https://www.marjolijnvlug.nl Reach us both at PeopleImpactPodcast@gmail.com

Join me for this episode of Just Schools as I have a fascinating conversation with Shaun Brooker, a former rugby player turned school leader from New Zealand!Listen in as we explore Shaun's journey into education, driven by his experiences at youth camps and his love for motivating students to push their limits. Shaun sheds light on his role in developing user-friendly systems for teachers, emphasizing the importance of meaningful engagement over mere busy work.The discussion also touches on the strategic use of technology in education, with Shaun sharing insights into a game plan approach to identify and address students' individual needs. Furthermore, Shaun provides a glimpse into the unique aspects of the New Zealand education system, including the freedom to design classroom spaces and the integration of Christian truths into the curriculum.I hope that you will join us as we dive into the nuances of education, engagement, and the distinctive features of New Zealand's educational landscape.To learn more, order Jon's book, Just Teaching: Feedback, Engagement, and Well-Being for Each Student.The Just Schools Podcast is brought to you by the Baylor Center for School Leadership. Each week, we'll talk to catalytic educators who are doing amazing work.Be encouraged.Timestamps:[0:37] - Today's guest is Shaun Brooker![1:35] - Shaun's journey into education, inspired by youth camps, reflects a passion for motivating and teaching children.[2:56] - Shaun, shaped by rugby in New Zealand, took his passion overseas, playing and coaching various sports.[4:54] - Shaun advocates for user-friendly systems, prioritizing meaningful student engagement to ensure every classroom moment is purposeful.[6:48] - Shaun's game plan prioritizes individual recognition, zone of proximal development, and relational strategies for engagement.[8:47] - Shaun emphasizes the effectiveness of the game plan in addressing student engagement, leading to positive outcomes.[10:33] - Shaun draws parallels between church engagement and artificial intelligence, emphasizing the importance of emotional connection and human elements in learning.[13:23] - Shaun emphasizes the shift from knowledge to wisdom, highlighting the importance of a meaningful relationship with Christ and responsible technology use.[14:57] - Shaun aligns the SAMR model with a matrix for purposeful education technology integration.[17:33] - Shaun raises the bar for students by creating an engaging album, emphasizing meaningful technology use.[18:45] - I underscore education in wisdom tied to God, and I emphasize tech as tools for growth.[21:02] - Shaun values the New Zealand curriculum's flexibility, enabling teachers to tailor lessons based on competencies.[23:15] - Learn about New Zealand's education system, which is funded by taxpayers and fosters engaging, contextual learning.[27:02] - Shaun identifies Erin Meyer's The Culture Map as the best book he read in 2023.[27:49] - Hear the best advice and the worst advice that Shaun has heard as an educator.[29:18] - What encourages and gives hope to Shaun about education in the future?Connect on Social Media:Baylor MA in School LeadershipBaylor Doctorate in EducationJon Eckert: @eckertjonCenter for School Leadership at Baylor University: @baylorcslBooks Mentioned:Erin Meyer - The Culture Map

How can you bring more courageous conversations into your practice of inclusive leadership? In recent years, more and more leaders are seeking to understand what inclusive leadership really means and how to build it into our ever-evolving organization models. It's not easy work and, all too often, defensiveness and white fragility rear up as soon as the feedback is anything other than complimentary.This episode is a sometimes spicy take on courageous conversations and inclusivity in the workplace, with two women who are transforming this fraught space. Stephanie Chin is a leadership consultant and the founder of Spicy Conversations. Sarah Noll Wilson is an executive coach, researcher, author, and one of Stephanie's clientsWe're calling you in to talk all things inclusive leadership, including:Just how difficult this work is, on all sidesWhat your inclusivity inaccuracies mean for your identityHow to transform “I would never!” into “When have I?”And how this education will help transform your organization and yourselfRelated Links:Find Stephanie Chin on LinkedIn - https://www.linkedin.com/in/stephaniemchin/Find Sarah Noll Wilson on LinkedIn - https://www.linkedin.com/in/sarahnollwilson/DM Sarah to find out how you can start implementing change - sarah@sarahnollwilson.comStephanie's Spicy Conversations printable cheatsheet - https://drive.google.com/file/d/13BYq_udUfUbm8YePD0w8IbMZktBMAWCI/view?usp=drivesdkDon't Feed the Elephants - Sarah Noll Wilson - https://bookshop.org/p/books/don-t-feed-the-elephants-overcoming-the-art-of-avoidance-to-build-powerful-partnerships-sarah-noll-wilson/17871254?ean=9781544525129Conversations on Conversations Podcast - https://sarahnollwilson.com/podcast/The Culture Map by Erin Meyer - https://erinmeyer.com/book/On Jim Irsay's recent comments - https://www.nbcsports.com/nfl/profootballtalk/rumor-mill/news/jim-irsay-blames-his-2014-arrest-on-police-prejudice-against-white-billionairesHarvard Business Review on self-awareness - https://hbr.org/2018/01/what-self-awareness-really-is-and-how-to-cultivate-itHow To Be An Inclusive Leader with Jennifer Brown Bossed Up episode - https://www.bossedup.org/podcast/episode327White Fragility, White Women's Tears, And Dismantling White Supremacy with Robin DiAngelo Bossed Up episode - https://www.bossedup.org/podcast/episode304Armchair Expert's Jonathan Van Ness podcast episode - https://armchairexpertpod.com/pods/jonathan-van-nessMy book, Bossed Up: A Grown Woman's Guide to Getting Your Sh*t Together - https://www.bossedup.org/bookLevel Up: a Leadership Accelerator for Women on the Rise - https://www.bossedup.org/levelupBossed Up job search resources - https://www.bossedup.org/free-resources/job-searchBossed Up Courage Community - https://www.facebook.com/groups/927776673968737/Bossed Up LinkedIn Group - https://www.linkedin.com/groups/7071888/

Science. Ownership. Speed. Openness.These are the four pillars of Andrew McAfee's observed structure for successful companies. It is the “geeks,” the leaders at the forefront of cross-industry innovation, who embrace these norms and have the potential to redefine business as we know it. In order to break ground and create the kind of future we dream of, organizational leaders need to banish the fear of failure, embrace mistakes, and accept hard feedback with open arms.Andrew is a best-selling author, Principal Research Scientist at the MIT Sloan School of Management, and co-founder of MIT's Initiative on the Digital Economy. His books include More from Less and The Second Machine Age, co-authored with Erik Brynjolfsson. Today on the podcast, we discuss the ideas captured in his most recent book, The Geek Way: The Radical Mindset that Drives Extraordinary Results. In This Episode* The universal geek (1:35)* The four geek norms (8:29)* Tales of geeks and non-geeks (15:19)* Can big companies go geek? (18:33)* The geek way beyond tech (26:32)Below is a lightly edited transcript of our conversation.The universal geek (1:35)Pethokoukis: Is The Geek Way really the Silicon Valley Way? Is this book saying, “Here's how to turn your company into a tech startup”?McAfee: You mentioned both Silicon Valley and tech, and this book is not about either of those—it's not about a region and it's not about an industry, it's about a set of practices. And I think a lot of the confusion comes because those practices were incubated and largely formulated in this region called “Silicon Valley” in this industry that we call “tech”. So I understand the confusion, but I'm not writing about the Valley. Plenty of people do that. I'm not writing about the tech industry. Plenty of people do that. The phenomenon that I don't think we are paying enough attention to is this set of practices and philosophies that, I believe, when bundled correctly, amounts to a flat old upgrade to the company, just a better way to do the thing a company is supposed to do. That needed a label, because it's new. “Geek” is the label that I latched onto.But there's a universal aspect to this, then.Yeah, I believe there is. I understand this sounds arrogant—I believe it's a flat better way to run a company. I don't care where in the world you are, I don't care what industry you are in, if you're making decisions based on evidence, if you're iterating more and planning less, if you're building a modular organization that really does give people authority and responsibility, and if you build an organization where people are actually comfortable speaking truth to power, I think you're going to do better.One reason I'm excited about this book is because, you as well, we think about technological progress, we think about economic growth and productivity and part of that is science and coming up with new ideas and a new technology, but all that stuff has to actually be turned into a commercial enterprise and there has to be well-run companies that take that idea and sell it. Maybe the economist's word might be “diffusion” or something like that, but that's a pretty big part of the story, which I think maybe economists tend not to focus as much on, or policy people, but it's pretty darn important and that's what I think is so exciting about your book is that it addresses that: How to create companies that can do that process—invention-to-product—better. So how can they do it better?Let me quibble with you just a little bit. There are alternatives to this method of getting goods and services to people, called “the company.” That's what we do in capitalist societies. Jim, like you know all too well, over the course of the 20th century, we ran a couple of experiments trying it a different way: These collectivist, command-and-control, centrally planned economies, those were horrible failures! Let's just establish that right off the bat.So in most of the parts of the world—I think in all the parts of the world where you and I would actually want to live—I agree with you, we've settled on this method of getting most goods and services to people, most of what they consume, via these entities called companies, and I don't care if you're in a Nordic social democracy, or in the US of A, or in Southeast Asia, companies are the things getting you most of what you consume. I think in the United States, about 85 percent of what you and I consume, by some estimates, comes from companies. So, like them or hate them, they're incredibly important, and if a doohickey comes along that lets them their work X percent better, we should applaud that like crazy because that's an X percent increase in our affluence, our standard of living, the things that we care about, and the reason I got excited and decided to write this book is I think there's an upgrade to the company going on that's at the same level as the stuff that [Alfred] Chandler wrote about a century ago when we invented the large, professionally managed, pretty big company. Those dominated the corporate landscape throughout the 20th century. I think that model is being upgraded by the geeks.It's funny because, I suppose maybe the geeks 50 years ago, maybe a lot of them worked at IBM. And your sort-of geek norms are not what I think of the old Big Blue from IBM in the 1960s. That has changed. Before we get into the norms, how did they develop? Why do we even have examples of this working in the real corporate world?The short answer is, I don't know exactly. That's a pretty detailed piece of corporate history and economic history to work on. The longer answer is, what I think happened is, a lot of computer nerds, who had spent a lot of time at universities and were pretty steeped in that style of learning things and building things, went off and started companies and, in lots of cases, they ran into the classic difficulties that occur to companies and the dysfunctions that creep in as companies grow and age and scale. And instead of accepting them, my definition of a geek is somebody who's tenacious about a problem and is willing to embrace unconventional solutions. I think a lot of these geeks—and I'm talking about people like Reed Hastings, who's really articulate about what he did at Netflix and at his previous company, which he says he ran into mediocrity—a lot of these geeks like Hastings sat around and said, “Wait a minute, if I wanted to not repeat these mistakes, what would I do differently?” They noodled that hard problem for a long time, and I think via some conversation among the geeks, but via these fairly independent vectors in a lot of cases, they have settled on these practices, these norms that they believe—and I believe—help them get past the classic dysfunctions of the Industrial Era that you and I know all too well: their bureaucratization, their sclerosis, their cultures of silence. They are just endless stifling meetings and turf wars and factions and things like that. We know those things exist. What I think is interesting is that the geeks are aware of them and I think they've come up with ways to do better.The four geek norms (8:29)It's funny that once you've looked at your book, it is impossible to read any other sort of business biography of a company or a CEO and not keep these ideas in your head because I just finished up the Elon Musk biography by Walter Isaacson, and boy, I just kept on thinking of speed and science and the questioning of everything: Why are we doing this? Why are we building this rocket engine like this? Who told us to do that? Somebody in legal told us to do that?Exactly.So certainly those two pop to mind: the speed and the constant iteration. But rather than have me describe them, why don't you describe those norms in probably a much better way than I can.There's a deep part of the Isaacson Musk biography that made my geek eyes light up, and it's when Isaacson describes Musk's Algorithm—I think it's capitalized, too, it's capital “The,” capital “Algorithm,”—which is all about taking stuff out. I think that is profound because we humans have a very strong status quo bias. We're reluctant to take things out. It's one of the best-documented human biases. So we just add stuff, we just layer stuff on, and before you know it, for a couple different flavors of reason, you wind up with this kind of overbuilt, encrusted, process-heavy, bureaucracy-heavy, can't get anything done [corporation]. You feel like you're pushing on a giant piece of Jell-O or something to try to get any work done. And I think part of Musk's brilliance as a builder and an organization designer is to come up with The Algorithm that says, “No, no, a big part of your job is to figure out what doesn't need to be there and make it go away.” I adore that. It's closest to my great geek norm of ownership, which is really the opposite of this processification of the enterprise of the company that we were super fond of starting in the '90s and going forward.So now to answer your question, my four great geek norms, which are epitomized by Musk in a lot of ways, but not always, are:Science. Just make decisions based on evidence and argue a lot about that evidence. Science is an argument with a ground rule. Evidence rules.Ownership. We were just talking about this. Devolve authority downward, stop all the cross-communication, coordination, collaboration, process, all that. Build a modular organization.Speed. Do the minimum amount of planning and then start iterating. You learn, you get feedback, you see where you're keeping up to schedule and where you're not by doing stuff and getting feedback, not by sitting around asking everybody if they're on schedule and doing a lot of upfront planning.Finally, openness, this willingness to speak truth to power. In some ways, a good synonym for it is “psychological safety” and a good antonym for it is “defensiveness.”If anything, from what I understand about Musk, the last one is where he might run into challenges.That's what I was going to say. The ownership and the speed and the science struck me and then I'm like… the openness? Well, you have to be willing to take some abuse to be open in that environment.There are these stories about him firing people on the spot and making these kind of peremptory decisions—all of that is a violation, in my eyes, of the great geek norm of openness. It might be the most common violation that I see classic Silicon Valley techies engage in. They fall victim to overconfidence like the rest of us do, and they're not careful enough about designing their companies to be a check on their own overconfidence. This is something Hastings is very humble and very articulate about in No Rules Rules, the book that he co-wrote with Erin Meyer about Netflix and he highlights all these big calls that he was dead-flat wrong about, and he eventually realized that he had to build Netflix into a place that would tell him he was wrong when he was wrong, and he does all these really nice jobs of highlighting areas where he was wrong and then some relatively low-level person in the organization says, “No, that doesn't make sense. I'm going to go gather evidence and I'm going to challenge the CEO of the company with it.” And to his eternal credit, Hastings goes, “It's pretty compelling evidence. I guess I was wrong about that.” So that, to me, is actually practicing the great geek norm of openness.So someone reading this book is thinking that this book is wrong. Where would that come from? Would that come from overconfidence? Would it come from arrogance? Would it come from the idea that if I am in the C-suite, that obviously I have it figured out and I can probably do all your jobs better than you can, so why are you challenging me? Why are you challenging the status quo? “Hey, that's how we got here was through a process, so trust the process!”It's one of the main flavors of pushback that I hear, and it's very often not as naked as you just made it, but it is, “Hey, the reason I'm sitting in this executive education classroom with you is because I'm fairly good at my job. I made some big calls right, and my job is to provide vision to my team and to direct them not to be this kind of lead-from-behind more coach-y kind of leader.” That's one flavor of pushback I get. Another one is a very pervasive tendency, when we come across some challenging information, to come up with reasons why this doesn't apply to us and why we're going to be just fine. It's some combination of the status quo bias and the overconfidence bias which, again, two of the most common human biases. So very often when I'm talking about this, I get the idea that people in the room are going, “Yeah, okay, wow, I really wouldn't want to complete with SpaceX, but this doesn't apply to me or to my industry.” And then finally, look, I'm clearly wrong about some things. I don't know exactly what they are. Maybe the incumbents of the Enterprise Era are going to mount a surprising comeback by falling back on their 20th-century playbook as opposed to adopting the geek way. I will be very surprised if that happens and I'm taking bets like, “Let's go, let's figure out a bet based on that,” but maybe it'll happen. I'm definitely wrong about some things.Tales of geeks and non-geeks (15:19)Given what you've said, I would certainly think that it would be easier to apply these norms at a newer company, a younger company, a smaller company, rather than a company with a hundred thousand employees that's been around for 30 years. But it's possible to do the second one, right?It is possible. Let me violently agree with you, Jim. You and I are of a vintage and we're both Midwesterners. We both remember Arthur Andersen, right? And what an iconic American Midwestern symbol of rectitude and reliability and a healthy culture that kept the business world honest by auditing their books. Remember all that? Remember how it fell apart?I knew people, and if you got an interview with Arthur Andersen, they're like, “Wow, you are with the Cadillac of accounting consulting firms.”But beyond that, you were doing a valuable thing for society, right? These people had status in the community because they kind of kept companies honest for a living.That's right. That's right. You were true of the truth tellers.Yeah. It was a big deal and a lot of your listeners, I think, are going to be too young to remember it firsthand, but that company became a dysfunctional, unethical, ongoing, miserable train wreck of an organization in its final years before it finally fell apart. It could not have been more surprising to people of our vintage and where we came from. I tell the story of how that happened a little bit in the book to drive home that cultures can go off track in profound ways and in AA's late years, if someone had teleported The Geek Way and waved it around, would it have made any difference? I'd like to hope so, but I kind of don't think so.However, to tell a more optimistic story, I had the chance to interview Satya Nadella about his turnaround at Microsoft, which I think is at a level maybe even above the turnaround that [Steve] Jobs executed when he came back to Apple. The amount of value that Nadella has created at Microsoft in nine years now is staggering, and Microsoft is back. Microsoft has mojo again in the tech industry. But when he took over, Microsoft was still a large profitable company, but it was dead in the water. It wasn't innovating. The geek elite didn't want to go work there. The stock price was flat as a highway for a decade. It was absolutely an afterthought in anything that we care about. And so I use Nadella and I learned from him, and I try to tell the story about how he executed this comeback, and, to my eyes, he did it in a very, very geek way kind of a way.Can you give me an example?My point in telling that story is: I do think it's possible for organizations that find themselves in a bad spot—Established organizations.Established. Large, established organizations find themselves in a bad spot. Those kinds of leopards can change their spots. I firmly believe that.Can big companies go geek? (18:33)What are the first steps to change the corporate culture of a big company?That's why I'm so blown away by what Nadella and his team were able to do. Let me pick out a couple things that seem particularly geeky to me that he did. One was to say that—it doesn't matter if you develop them or not—you do not own code or data at Microsoft. What he meant by that was, subject to legal requirements and safety and some guardrails, if you want to grab some of the code repository at Microsoft to go try something or some data and go try something, you have the right to do that. That just eliminates huge amounts of gatekeeping and hard and soft bureaucracy and all of that inside the company. And that led to things like Copilot. It's a very, very smart way to start dealing with bureaucracy: just saying, “No, you don't get to gatekeep anymore.”He also did fairly obvious things like make sure that their really dysfunctional evaluation system was over. He also emphasized this thing that he called “One Microsoft,” which at first sounded like just CEO rah-rah talk. And it is to some extent, but it's also incredibly clever because we humans are so tribal. In addition to the status quo bias and the overconfidence bias, the third easy, easy bias to elicit is “myside” bias. We are tribal. We want our tribe to win. I think part of Nadella's brilliance was to say, “The tribe that you belong to is not Office versus Windows versus Bing versus… the tribe you belong to is Microsoft.”And he changed compensation, so that it also worked that way. He worked with incentives—he took an Econ 101 class—but he also kept emphasizing that “we are one tribe,” and that makes a difference if the leader at the top keeps saying it and if they behave that way. I think one of the deepest things that he did was act in an open way and demonstrate the norm of openness that he wanted to see all over the place. He got a ton of help with it, but if you talk to him, you immediately realize that he's not this table-pounding, my-way-or-the-highway kind of a guy. He's somebody that wants to get it right, and if you have an idea, you might get a fair erring for that idea. He also embraced agile methods and started to move away from the old ways that Microsoft had to write software, which were out of date, and they were yielding some really unimpressive projects.So as he and I were talking, I was doing my internal checklist and I kept on saying, “Yep, that's speed. That is science. That is ownership. That is openness,” and just emphasizing, as I listened to him, I just kept hearing these norms come up over and over. But one thing that he clearly knows is that this ain't easy and it ain't fast, and cultural change is a long, slow, grinding process, and you've got to keep saying the same thing over and over. And then I think, especially as a leader, you've got to keep living it because people will immediately sense if what you're doing is not lining up with what you're saying.One bit that popped out, because obviously I'm in Washington and I see a government that doesn't work very efficiently, and you wrote, “To accelerate learning and progress, plan less and iterate more,” and to iterate means to experiment, it means you're going to fail. And boy, oh boy, failure-averse organizations, you can find that in government, you can find it in corporate America, that acceptance of: try something and if it fails, it's a learning experience. It's not a black mark on your career forever. Now let's go try the next thing.Exactly. To me, it's the most obvious thing that the geeks do that's starkly different from Industrial Era organizations, “plan less, iterate more.” The great geek norm of speed, and there are a bunch of exemplars of that. The clearest one to me is SpaceX, where they blow up a rocket and that is a win for them, not a loss. And even if it gets written up in the press as, “Oh, Starship blew up, or whatever”—they don't care, right? They'd rather that it didn't blow up or that it stayed together longer, but if they got the learning that they were looking for, then they're like, “Great, we're going to incorporate that, we're going to build another rocket, we're not going to put any people on until we're very, very, very sure, but we're going to blow up a bunch of rockets.” From the start of the company, that has been an okay thing to do.They also are willing to embrace pretty big pivots. The first plan for Starship was that it was going to be a carbon fiber rocket because carbon fiber is so strong and lightweight, but their method for making it was too slow, too expensive, and had a reject rate that was too high. The thing's now made out of stainless steel! It's the opposite kind of material! But they said, “Look, the goal is the goal, and the goal is not to stick to the original plan, the goal is to build a great big rocket that can do all kinds of things. The way we get there is by trying—legitimately trying—a bunch of stuff and failing at it with the eyes of the world upon us.”I want to draw a really sharp distinction between the process and the product, and what I mean by that is a failure-tolerant process can yield an incredibly robust, safe product. We don't need to look any farther for that than the Dragon Capsule that SpaceX makes, which is the only capsule currently made in America that is certified by NASA to take human beings into space. It's how all Americans these days get back and forth to the ISS. NASA doesn't have one. NASA gave a contract to Boeing at the same time it gave one to SpaceX. Boeing still has not had the first crude test of its capsule. This geek way of speed, it's uncomfortable, and you got to be willing to fail publicly and own it, but it works better.Is the geek way, to some degree, an American phenomenon?So far.I was going to say, can the geek way be implemented in other countries? Is there something special about American culture that allows the geek way to work and to be adopted—I said universal earlier, maybe I meant, is it truly universal? Can it be implemented in other places?Jim, you and I, as proud Americans, like to believe that we're an exceptional country, and I do believe that. I don't believe the geek way only works with a bunch of Americans trying it. I travel lots of different places, and especially the energy that I see among younger people to be part of this transformation of the world that's happening (that you and I are lucky enough to get to observe and try to think about), this transformation of the world in the 21st century because of the technological toolkit that we have, because of the amount of innovation out there, the thirst to be part of that is very, very, very widespread. And I don't think there's anything in the drinking water in Munich or Kyoto or Lima that makes this stuff impossible at all. It is true, we're an individualistic culture, we're kind of mouthy, we celebrate these iconoclastic people, but I don't think any of those are absolutely necessary in order to start following norms of science, ownership, speed and openness. I hope those are universal.The geek way beyond tech (26:32)We've been talking a lot about tech companies. Are there companies which really don't seem particularly techie (even though obviously all companies use technology) that you could see the geek way working currently?I haven't gone off and looked outside the tech industry for great exemplars of the geek way, so I have trouble answering this question. But think about Bridgewater, which is really one of the weirdest corporate cultures ever invented, and I haven't read the new biography of Ray Dalio yet, but it appears that all might not be exactly as it appears. But one thing that Bridgewater has been adamant about from the get-go, and Dalio has been passionate about, is this idea of radical transparency, is the idea of openness. Your reputation is not private from anybody else in the company at any point in time. So they've taken this norm of openness and they've really ran with it in some fascinating directions. In most organizations, there's a lot of information that's private, and your reputation is spread by gossip. Literally, that's how it works. Bridgewater said, “Nope. We really believe in openness and everything that's important about your performance as a professional in this company, you're going to get rated on it by your colleagues, and you're going to have these visible to everybody all the time inside the company so that if you start espousing how important it is to be ethical, but your score as an ethical leader is really low, nobody's going to listen to you.” I think that's fascinating, and I think as time goes by, we're going to come across these very, very geeky norms and practices being implemented in all kinds of weird corners of the global economy. I can't wait to learn about it.I would think that, given how every country would like to be more productive, every country's having a white paper on how to improve their productivity, and this, to me, is maybe something that policymakers don't think about, and I'm not sure if there's a policy aspect to this, but I hope a lot of corporate leaders and aspiring corporate leaders at least read your book.Well, the one policy implication that might come up is, what happens when the geeks start unignorably beating up the incumbents in your favorite industry. When I look at what's happening in the global auto industry right now, I see some of that going on, and my prediction is that it's going to get worse instead of better. Okay, then what happens?Save us! Save us from this upstart!Exactly, but then there could be some really interesting policy choices being made about protecting dinosaur incumbents in the face of geek competitors. I hope we don't retreat into nationalism and protectionism and that kind of stuff. What I hope happens instead is that the world learns how to get geeky relatively quickly and that this upgrade to the company spreads.The only thing I would add here is I would also urge business journalists to read the book so you understand how companies work and how these new companies that work, companies that look like they are—and not to keep harping on SpaceX, but so many people who I think should know better, will look at SpaceX and think, “Oh, they're failing. Oh, that rocket, as you said earlier, the rocket blew up! Apollo had a couple of problems, they're blowing up a rocket every six weeks!” And they just simply do not understand how this kind of company works. So I don't know. So I guess I would recommend my business journalists to read it, and I imagine you would think the same.That recommendation makes a ton of sense to me. Jim. I'm all on board with that.Andrew. This is an outstanding book and a wonderful companion piece to your other work which is very pro-progress, and pro-growth. I absolutely loved it, and thanks so much for coming on the podcast today,Jim, thanks for being part of the Up Wing Party with me. Let's make it happen.Absolutely. Thank you.Thank you, sir. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit fasterplease.substack.com/subscribe

“Culture” is everywhere: in our countries and communities, in our organizations, and in our teams. Moreover, culture is simultaneously extremely powerful and affected by those within it. To be blunt, effective leaders know how to respect culture, and also how to leverage it for team performance. INSEAD Professor Erin Meyer is an expert in business and organizational culture, and in this conversation with interviewer Jason Jaggard, she offers up valuable insights about culture, including how to work with international teams, how to hire to maximize creative culture, and how low performers can dramatically impact team culture. This is a fascinating listen for anyone leading teams.

Dive into six rules for managing your product backlog with AgileThought's Dan Neumann, Justin Thatil, and Mike Cooper. In the episode, Mike Cooper emphasizes the importance of managing expectations in Agile projects. The trio explores the principles of Agile scope management, the value of transparent communication, and the critical role of discipline in Agile success. 1. Analogy for Setting Expectations:     - Mike Cooper emphasizes the importance of setting real expectations at the beginning of a project.     - He uses an analogy of buying a dream house but having budget constraints, likening it to building systems with a defined budget and timeframe.   2. Scope Management:     - The concept of making everything transparent in the portfolio, deciding what's in and what's out.     - Six rules discussed:          1. Everything goes in the backlog.         2. Prioritize with the client or internal stakeholders.         3. Provide estimates.         4. Maintain transparency.         5. Nurture what's not in scope.         6. Say yes to everything, but place it in the backlog.      3. Importance of Communication:     - Justin Thatil emphasizes that everything they discuss boils down to different methods of communication.     - The objective is to know what to build and how to solve the problems they're set to tackle as a team.   4. Reminders for Development Teams:     - Mike Cooper reiterates the importance of including everything in the backlog.     - Teams often want to be accommodating, but they need to do so within the framework of the backlog.      5. Cost and Context Switching:     - Mike Cooper talks about the cost of small adjustments and changes.     - The accumulation of tiny tasks over time can lead to significant workloads and stressed teams.      6. Discipline in Agile:     - Mike Cooper and Dan Neumann discuss the misconception that agile means a lack of discipline.     - They stress that agile requires discipline and that "lazy agile" can be problematic.   7. Continuous Learning:     - Mike Cooper shares his current read, "A Culture Map" by Erin Meyer, recommended by his boss.     - The book delves into understanding cultural differences, especially for those working across borders.  

We know that teams mixing people of different generations, genders, and cultures yield better outcomes, and that frank, constructive feedback is key to improving individual, group, and organizational performance. But these two attributes -- diversity and candor -- often clash, says Erin Meyer, a professor at INSEAD. She's studied the challenges that arise when teammates with different backgrounds try to give one another advice and offers recommendations for overcoming them, including establishing norms around regular feedback and ensuring that it is asked for, designed to assist, and actionable. She's the author of the HBR article “When Diversity Meets Feedback.”

One of my favorite mantras when it comes to building your empire and becoming truly iconic is, "Create what you wish existed" and that's exactly what today's guest has done. Erin Meyer, LCPC and founder of Mindful Healing Works, is dedicated to making mental health luxurious by up leveling the client experience and unraveling the barriers that hinder their well-being. From building the first-ever mind spa of its kind, to treating her clients with the respect and attention they deserve, Erin is truly changing the landscape of mental health. And wait until you hear her story of how she got there. If you are a creator or entrepreneur who thinks outside the box, let this episode inspire you! Connect with Erin on Instagram at Mindful Healing Works and her personal page, Erin Meyer Lifestyle.

A few months ago I put out a call asking for other voices to get involved in the podcast and I'm delighted today to add Ellen C Scott and Matthew Cook to Eat Sleep Work Repeat.You may have read Ellen's brilliant writing in The Stylist where she is the Deputy Digital Editor and previously in Metro. She writes and edits pieces on work, mental health, relationships, and more. Here's her own Substack on work. She is also working on fiction and is represented by The Soho Agency.Matt/Matthew is the founder of theSHIFT, an award-winning learning consultancy that specialises in cultural change inside organisations. He's basically a people enthusiast who has turned it into his job.I'll be honest I love talking about work but I was worried that my own perspective might be a bit limiting. First and foremost I ended up as a boss and whether you intend it to or not that skews your perspective. Ellen and Matthew are here to help give a broader view. We loved recording the first episode and hopefully great things are to come.You'll find more on work at the ESWR website and the Make Work Better newsletter.Today's links:Ellen's post about AIThe rise of Millennial MomagersMcKinsey claims to have cracked the formula for hybrid working‘Sorry but productivity is lower at home' - the article and the discussion of it is covered hereHybrid workers are spending fully half of their work time in meetingsMaker vs Manager ScheduleThe benefit of ‘collective effervescence' (there's loads about this in Fortitude, p168)Erin Meyer on the cultural differences of giving feedback Hosted on Acast. See acast.com/privacy for more information.

In this episode, we delve into the inspiring journey of Erin Meyer, the founder of Mindful Healing Works. Erin shares her personal story of overcoming anxiety, body image struggles, and addiction and how these experiences fueled her passion for creating a mental health agency focused on compassionate care. Discover how Mindful Healing Works is revolutionizing how people receive therapy, offering a nurturing and relaxing environment that promotes healing from trauma.  Gain insights into Erin's mission to provide individualized care and create a space where clients feel truly seen and supported. Tune in to learn how Mindful Healing Works is transforming mental health one client at a time, and visit https://mhwwc.com/ to learn more.

Join us as Scott Lewis, CEO of Spartan Investment Group, discusses the importance of processes, from strategic to operational and tactical levels, and how Spartan has evolved from its initial plan. Discover the significance of institutional standards, attracting and developing leaders, and the continuous improvement mindset. Gain valuable knowledge on building a culture of growth and success, backed by Scott's military background and expertise. Get ready to dive into the world of operational excellence.    ✅KEY POINTS ✅    ✅  Building a sustainable and fast-growing real estate investment company:  ✅  How the greatest leaders attract other great leaders to implement success within their organizations  ✅  There are three levels to every organization: strategic, operational, and tactical.  ✅  Enforcing processes can cause temporary discomfort, but it ensures risk reduction and quality.  ✅  Building a culture of having a process for everything is important    LINKS TO BOOKMARK  Keep up with the Elevate Podcast: https://elevatepod.com/  Interested in investing with Tyler? Visit https://www.cfcapllc.com/  Ready to boost your web presence? Visit www.sharpwilkinson.com/    FIND SCOTT  Spartan Investment Group https://spartan-investors.com/  LinkedIn https://www.linkedin.com/in/scott-j-lewis-aa616027  Twitter https://twitter.com/SpartanInvestGp  Facebook https://www.facebook.com/spartaninvestmentgroup/  Instagram https://www.instagram.com/spartaninvestmentgroup/    NAMES & BOOKS  "Principles" by Ray Dalio https://www.amazon.com/Principles-Your-Guided-Journal-Create/dp/1668010194/ref=sr_1_1?crid=12MKAZAOPCML3&keywords=%22Principles%22+by+Ray+Dalio&qid=1688664577&sprefix=principles+by+ray+dalio%2Caps%2C183&sr=8-1  "No Rules Rules" by Reed Hastings, Erin Meyer https://www.amazon.com/No-Rules-Netflix-Culture-Reinvention/dp/B0845Z14DX/ref=sr_1_1?crid=2PYMT4ED6RJMG&keywords=%22No+Rules.+Rules%22&qid=1688664608&sprefix=no+rules.+rules+%2Caps%2C184&sr=8-1  "The Great Game of Business" by Jack Stack https://www.amazon.com/Great-Game-Business-Expanded-Updated/dp/B00UB28XJ2/ref=sr_1_1?crid=2XNJP9AJURM7U&keywords=%22The+Great+Game+of+Business%22&qid=1688664676&s=audible&sprefix=the+great+game+of+business+%2Caudible%2C158&sr=1-1   

Welcome aboard to this enlightening journey into the realm of global freelancing. Ever wondered about the freedom to live anywhere, work in your pajamas, and not be tied to a 9-to-5 schedule? What about your client's schedule - and their language, preferences and priorities? We discuss how to make the most of geoarbitrage, the growing number of digital nomad visas, and the fact that this lifestyle is not necessarily forever - you can change your mind if it's not right for you.As appealing as it may sound, working across time zones and cultures isn't always a breeze. We tackle the intricacies of navigating cultural and time zone differences in the modern global economy. We'll share useful tools and strategies to make efficient use of asynchronous communication and to flip the script on perceived hurdles. We delve into the importance of understanding diverse perspectives and norms, and how to leverage them to your advantage in a global freelancing career.Lastly, we'll gaze into the crystal ball and predict the future of global freelancing. From understanding global holiday calendars to effectively communicating your availability, we'll guide you through the unique opportunities and potential challenges that international freelancing presents. We'll discuss the key elements of successful global freelancing, such as setting clear expectations and maintaining open communication. So, whether you're a seasoned freelancer or thinking about dipping your toes into the freelance waters, this episode will equip you with practical tips and insights to thrive in the global freelance landscape, and perhaps cast your net a little wider. Tune in, and let's shape the future of work together!references and further reading:Latest round-up of digital nomad visas (up to date in June 2023)Erin Meyer's The Culture Map - fantastic book!Let us know what you think, and what subjects you'd enjoy hearing about in future, just message our host Maya Middlemiss, or drop us a message, review, or voicenote, over at https://www.futureisfreelance.xyz/You can support the Future is Freelance podcast by leaving a rating and review on Apple Podcasts or wherever you listen. It's a chance to tell us what you love about the show, and it helps others discover it, too! Here's to your own freelance future

This episode is the last part of my interview with Erin Meyer, a professor at INSEAD and the author of the book "No Rules Rules" which is all about the innovative culture at Netflix.  One of the most interesting aspects of this culture is the emphasis on candor and feedback. Erin explained how the company values honest feedback and encourages employees to be candid with each other, even if it means pointing out weaknesses or areas for improvement.  Erin also shared some insights into the company's other unique policies, such as no KPIs and no management by objectives. While these may seem counterintuitive to traditional business practices, they actually help create a more flexible and agile organization that can quickly pivot and adapt to new challenges. ___________ Get ad-free listening, early access to new episodes and bonus episodes with the subscription version of the show The Future of Work Plus. To start it will only be available on Apple Podcasts and it will cost $4.99/month or $49.99/year, which is the equivalent to the cost of a cup of coffee.

This is the second part of my interview with Erin Meyer, a professor at INSEAD and the author of the book "No Rules Rules" which is all about the innovative culture at Netflix.  Erin shares her insights into the three pillars that make up Netflix's culture: talent density, candor, and freedom. She explains how Netflix hires rockstars and pays them more to increase talent density, encourages candid feedback among employees to improve communication and decision-making, and removes traditional management controls like vacation and travel policies to give employees more freedom.  We also discuss the challenges of balancing transparency with confidentiality and maintaining a sense of teamwork without job security. Erin shares examples of how other companies can adopt these principles and make them work for their own organizational culture.  ________________________ Get ad-free listening, early access to new episodes and bonus episodes with the subscription version of the show The Future of Work Plus. To start it will only be available on Apple Podcasts and it will cost $4.99/month or $49.99/year, which is the equivalent to the cost of a cup of coffee.