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Marco Sammon joins Ben and Dan to unpack his latest paper, ‘Index Rebalancing and Stock Market Composition', beginning with how Marco's work (co-written by John Shim) compares to the Nobel Prize-winner Bill Sharpe's paper, ‘Arithmetic of Active Management.' We investigate the missing links in Sharpe's logic before defining “the market” and ascertaining the main objectives of index funds. Then, we dive deeper into the mechanics of Marco's paper, index and market tracking errors, why delayed rebalancing is more beneficial than instant rebalancing, and the role of technology in the modern tracking error obsession. We also assess the passive-active spectrum of index funds in portfolio management and learn how investors should choose their optimal excess return. To end, Marco shares practical applications for improving performance benchmarked against traditional indexes, and The Aftershow is all about bridging the gap between PWL Capital and you, our listeners. Key Points From This Episode: (0:00:00) Key takeaways from Marco Sammon's latest paper and how it compares to Bill Sharpe's ‘Arithmetic of Active Management.' (0:08:10) Marco describes what's missing from the ‘Arithmetic of Active Management' logic. (0:09:11) Defining ‘the market', the main objective of an index fund, and how index funds track the market. (0:15:57) The mechanics of Marco's paper, ‘Index Rebalancing and Stock Market Composition.' (0:18:38) Factor exposure, index and market tracking errors, and how often index funds trade. (0:26:28) Rebalancing less frequently; why delayed does better than instant rebalancing. (0:31:59) The tech run-up and lazy rebalancing, and the modern tracking error obsession. (0:36:51) Assessing the passive-active spectrum of index funds in portfolio management. (0:41:02) Exploring how investors should decide on their optimal excess return. (0:45:14) How the rising index fund ownership of stocks impacts the implicit cost of indexing (0:46:58) Practical ways to improve performance benchmarked against traditional indexes. (0:52:30) The Aftershow: Canadian finances, more airtime for Cameron, and PWL – OneDigital. Links From Today's Episode: Meet with PWL Capital — https://calendly.com/d/3vm-t2j-h3p Rational Reminder on iTunes — https://itunes.apple.com/ca/podcast/the-rational-reminder-podcast/id1426530582. Rational Reminder Website — https://rationalreminder.ca/ Rational Reminder on Instagram — https://www.instagram.com/rationalreminder/ Rational Reminder on X — https://x.com/RationalRemindRational Reminder on TikTok — www.tiktok.com/@rationalreminder Rational Reminder on YouTube — https://www.youtube.com/channel/ Rational Reminder Email — info@rationalreminder.caBenjamin Felix — https://pwlcapital.com/our-team/ Benjamin on X — https://x.com/benjaminwfelix Benjamin on LinkedIn — https://www.linkedin.com/in/benjaminwfelix/ Dan Bortolotti on LinkedIn — https://www.linkedin.com/in/dan-bortolotti-8a482310/ Episode 322: Prof. Marco Sammon: How are Passive Investors Affecting the Stock Market? — https://rationalreminder.ca/podcast/322 Episode 200: Prof. Eugene Fama — https://rationalreminder.ca/podcast/200 Episode 268: Itzhak Ben-David: ETFs, Investor Behavior, and Hedge Fund Fees — https://rationalreminder.ca/podcast/268 Episode 112: Michael Kitces: Retirement Research and the Business of Financial Advice — https://rationalreminder.ca/podcast/112 Marco Sammon — https://marcosammon.com/ Marco Sammon on LinkedIn — https://www.linkedin.com/in/marco-sammon-b3b81456/ Marco Sammon on X — https://x.com/mcsammon19 Marco Sammon | Harvard Business School — https://www.hbs.edu/faculty/Pages/profile.aspx?facId=1326895 Marco Sammon Email — mcsammon@gmail.com John Shim on LinkedIn — https://www.linkedin.com/in/john-shim-2931271b/ Vanguard — https://global.vanguard.com/ Sheridan Titman on LinkedIn — https://www.linkedin.com/in/sheridan-titman-226b0811/ Alex Chinko — https://alexchinco.com/ Erik Stafford | Harvard Business School — https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6625 Itzhak (Zahi) Ben-David on LinkedIn — https://www.linkedin.com/in/ibendavi/ Bill Ackman on X — https://x.com/billackman ‘Millennium Loses $900 Million on Strategy Roiled by Market Chaos' — https://www.bloomberg.com/news/articles/2025-03-08/millennium-loses-900-million-on-strategy-roiled-by-market-chaos Bogleheads — https://www.bogleheads.org/ The Money Scope Podcast Episode 8: Canadian Investment Accounts — https://moneyscope.ca/2024/03/01/episode-8-canadian-investment-accounts/ The Wealthy Barber Podcast — https://thewealthybarber.com/podcast/ Financial Advisor Success Podcast — https://www.kitces.com/blog/category/21-financial-advisor-success-podcast/ Financial Advisor Success Podcast Episode 433: When You 10X Your Advisory Firm To Over $20M Of Revenue…And Want To 10X Again, With Cameron Passmore — https://www.kitces.com/blog/cameron-passmore-pwl-capital-10x-revenue-growth-advisory-firm/ OneDigital — https://www.onedigital.com/ The Longview Podcast: Ben Felix Papers From Today's Episode: ‘The Arithmetic of Active Management' — https://www.jstor.org/stable/4479386 ‘Index Rebalancing and Stock Market Composition: Do Index Funds Incur Adverse Selection Costs?' — https://papers.ssrn.com/sol3/papers.cfm?abstract_id=5080459 ‘Luck versus Skill in the Cross-Section of Mutual Fund Returns' — https://papers.ssrn.com/sol3/papers.cfm?abstract_id=1356021 ‘The Passive-Ownership Share Is Double What You Think It Is' — https://papers.ssrn.com/sol3/papers.cfm?abstract_id=4188052 ‘Long-Term Returns on the Original S&P 500 Companies' — https://www.researchgate.net/publication/247884354_Long-Term_Returns_on_the_Original_SP_500_Companies ‘The Price of Immediacy' — https://papers.ssrn.com/sol3/papers.cfm?abstract_id=1001762 ‘Competition for Attention in the ETF Space' — https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3765063 ‘Passive in Name Only: Delegated Management and “Index” Investing' — https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3244991 Jeremy Stein — “Unanchored” Strategy
In this week's episode, Rocksy speaks with Jay Burke and Aimee Lucas from Burke Britton Financial Partners. They discuss their focus on team development, technology integration, client relationships, and preparing for future growth through potential mergers and acquisitions while maintaining a clear vision and mission. Jay Burke LinkedIn: https://www.linkedin.com/in/jayburkeeoe/ Aimee Lucas LinkedIn: https://www.linkedin.com/in/aimee-lucas-baa457153/ Burke Britton Financial Partners Website: https://bbfp.com.au/ Fine Answers Podcast: https://podcasts.apple.com/au/podcast/fine-answers/id1611992633 Professor Groysberg – Harvard: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=10650 Prova Website: http://prova.com.au/ Visit The Adviser Portal and partner with Zurich and OnePath today: https://ensombl.com/go/20250422 Recognise real-world learning as CPD: https://ensombl.com/cpd/ General Disclaimer – https://www.ensombl.com/disclaimer/
Is 2025 the year you finally break free from career stagnation and start making progress toward the work life you truly want? In this episode, we dive into practical, actionable strategies to maximize your career growth, inspired by the game-changing insights from Job Moves with co-author Ethan Bernstein. You'll learn:The biggest misconceptions about navigating career transitionsHow to apply the “Jobs to Be Done” framework to your next move5 actions you can take today to maximize your career in 2025Show NotesWeekly Newsletter Sign-Up: http://bit.ly/37hqtQW Follow Career Contessa: http://bit.ly/2TMH2QP Guest Resources:Job Moves: https://www.jobmoves.com/Ethan Bernstein: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=17441 Career Contessa ResourcesBook 1:1 career coaching session: https://www.careercontessa.com/hire-a-mentor/ Take an online course: https://www.careercontessa.com/education/ Get your personalized salary report: https://www.careercontessa.com/the-salary-project/ Browse open jobs: https://www.careercontessa.com/jobs/See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.
A conversation with José Andrés, world renowned chef, entrepreneur, author and humanitarian, on where he finds his inspiration and the business skills he and his team have learned through running World Central Kitchen, serving people on the frontlines of the world's greatest disasters. Hear our conversation, which includes Ray Isle, the Executive Wine Editor for Food & Wine, on innovations in wine and spirits. Plus, stocks just closed out their strongest month of the year so far, with December historically performing even higher. LINKS FOR SHOW NOTES https://www.investopedia.com/what-to-expect-in-the-markets-this-week-8751894 https://www.cmegroup.com/markets/interest-rates/cme-fedwatch-tool.html https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6493 https://www.investopedia.com/terms/b/blackfriday.asp https://www.foodandwine.com/author/ray-isle https://wck.org/ https://joseandres.com/ https://www.investopedia.com/consumers-are-entering-the-holidays-with-a-bit-of-extra-cash-8752752 Learn more about your ad choices. Visit podcastchoices.com/adchoices
A conversation with José Andrés, world renowned chef, entrepreneur, author and humanitarian, on where he finds his inspiration and the business skills he and his team have learned through running World Central Kitchen, serving people on the frontlines of the world's greatest disasters. Hear our conversation, which includes Ray Isle, the Executive Wine Editor for Food & Wine, on innovations in wine and spirits. Plus, stocks just closed out their strongest month of the year so far, with December historically performing even higher. LINKS FOR SHOW NOTES https://www.investopedia.com/what-to-expect-in-the-markets-this-week-8751894 https://www.cmegroup.com/markets/interest-rates/cme-fedwatch-tool.html https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6493 https://www.investopedia.com/terms/b/blackfriday.asp https://www.foodandwine.com/author/ray-isle https://wck.org/ https://joseandres.com/ https://www.investopedia.com/consumers-are-entering-the-holidays-with-a-bit-of-extra-cash-8752752 Learn more about your ad choices. Visit podcastchoices.com/adchoices
There's often a direct connection between how much you achieve at work, and how high you climb, and how much passion you have for your work. It's a huge motivator, but it has a downside for those especially geared towards overachievement: burnout. Jon Jachimowicz is an assistant professor at Harvard Business School and he shares what he's learned from his study of passion, work, career longevity, and more. More on Jon's work: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=1175257
LEGO Literacy Alert Nope, we didn't ask Dara to answer any questions using Lego. ___________________ Hello there! We're Dr. Jane Hession and Ronan Healy. We're a husband and wife team and co-founders of the service design studio How Might We - www.howmightwe.design We're passionate about Play and provide online and in-house training in the LEGO Serious Play method to: 1) Third-level Educators - https://bit.ly/LSP_Ed_Innovators 2) Organisational Innovators - https://bit.ly/LSP_Org_Innovators Episode Nine George Bernard Shaw once said, “We don't stop playing because we grow old; we grow old because we stop playing.” By our estimation, Dara Simkin will be making a playful ruckus well beyond the age of 250! We had a wonderful conversation with Dara, who rightly earns the title ‘Play Pioneer' for the playful and innovative work she and her team at Culture Hero have done since 2016. Throughout this time, Dara has collaborated with other Play Pioneers such as Dr. Stuart Brown and Brendan Boyle. We're particularly excited about the research Dara is currently conducting with RMIT, which promises to legitimise the value of play in the workplace. And who knows, maybe Dara will celebrate her 250th birthday in a Barry Manilow t-shirt! (Barry Manilow t-shirt? You have to watch the episode to find out why!) Dara Who? Dara Simkin is a Play Pioneer, the Founder of Culture Hero, and is serious about play at work. As a certified coach and expert in bringing purposeful play to enterprise, Dara has over a decade of experience supporting hundreds of organisations and professionals globally – igniting teams through the unrealised potential of play at work. Working with brands like McKinsey, The LEGO Foundation, PWC, Chevron, Monash University and the Australian Government, she understands the nuances of different industries and how to embed playful interventions that create real impact. Contact Details Linkedin linkedin.com/in/dara-simkin-culture-hero Website www.culturehero.co www.darasimkin.com Email dara@culturehero.co Twitter @DaraSimkin Additional Topics A NEW EARTH Create Your Better Life Today https://www.amazon.co.uk/New-Earth-LIFE-CHANGING-otherworldly-Breakfast/dp/0141039418 The Power of Now: A Guide to Spiritual Enlightenment https://www.amazon.com/Power-Practicing-Hardcover-Collection-Eckhart/dp/9123821329 Eckhart Tolle https://en.wikipedia.org/wiki/Eckhart_Tolle The Heros Journey: Joseph Campbell on His Life and Work https://www.amazon.co.uk/Heros-Journey-Joseph-Campbell-Collected/dp/1608681890 Brene Brown https://en.wikipedia.org/wiki/Bren%C3%A9_Brown Dr Stuart Brown https://nifplay.org/about-us/about-dr-stuart-brown/ Brendan Boyle https://www.immersive-play.com/ Johan Huizinga https://en.wikipedia.org/wiki/Johan_Huizinga Amy Edmondson https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6451 IDEO https://www.ideo.com/ Spotlight Effect https://en.wikipedia.org/wiki/Spotlight_effect Timestamps (0:00) - Introduction (2:35) - Dara shares her childhood experiences (8:03) - Defining adult playfulness (13:01) - Dara's interest in play and personal development (18:45) - Importance of intuition and playful mindset (23:26) - Continued challenges in post-COVID work environments (25:05) - Potential for play in a hybrid work model (27:01) - Addressing misconceptions about play in professional settings (29:55) - Description of Culture Hero and its mission (33:45) - Using play to build soft skills in the workplace (38:39) - Collaborations and research partnerships (40:02) - Reflection on significant projects and events (42:35) - Importance of purposeful play in professional development (44:50) - Overcoming resistance to play in leadership (48:25) - Empirical data supporting the importance of play (51:00) - Reflection on personal experiences and play advocacy (52:23) - Incremental changes and realistic expectations in adopting play (54:20) - Final thoughts and advice on embracing play and authenticity
Fixing problems is often seen as a slow, complex process but it doesn't need to be this way. You can solve the hardest problems your organisation faces at speed; you just need to know how.In this episode I am joined by Harvard Business School professor Francis Frei. She talks about what it takes to build trust fast, and how to focus on the hard problems. She also shares how to scale an idea to create real change and how to build a more inclusive environment that enables it.Frances counters many management practices and mindsets we've heard of so get ready to be challenged and indeed surprised.“Leaders need to decide, which is the big problem we should work on now” – Frances FreiYou'll hear about: ● How to combine the long and short term● Identifying the big problems● Tackling a deficit of trust● Making the right new friends● Moving from prototype to scaling● The power of storytelling● Judgement and curiosity don't sit well together● What makes a more inclusive environment?● What is Frances most proud of?● The impact Frances wants to have on the world● Finding inspiration About Frances Frei:Frances is a professor of Technology and Operations Management at Harvard Business School. A global thought leader on organizational change, Frances is widely recognized for her dynamic teaching style and breakthrough insight into how to move fast and fix things. Her research investigates how leaders create the context for organizations and individuals to thrive by designing for excellence in strategy, operations, and culture. In 2017, she took a leave from HBS to serve as Uber's first senior vice president of leadership and strategy to help the company navigate its very public crisis in leadership and culture.Her resources:•Profile: https://www.linkedin.com/in/francesfrei/ and https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6587 •Services: https://anneandfrances.com/work-with-us •Book: Move Fast and Fix Things https://anneandfrances.com/books •Podcast: Fixable. https://anneandfrances.com/fixable My resources:Take my new Becoming a Strategic Leader course (https://bit.ly/3KJYDTj). Sign up to my Strategic Leader newsletter (http://bit.ly/36WRpri) for stimuli, ideas, guidance and tips on how to lead your team, organisation or self more effectively, delivered straight to your inbox:Subscribe to my YouTube channel (http://bit.ly/3cFGk1k) where you can watch the conversation.Take the Extraordinary Essentials test (https://bit.ly/3EhSKY5) to identify your strengths and development areas as a strategic leader:For more details about me:● Services (https://bit.ly/373jctk) to CEOs, entrepreneurs and professionals.● About me (https://bit.ly/3LFsfiO) - my background, experience and philosophy.● Examples of my writing (https://bit.ly/3O7jkc7).● Follow me and engage with me on LinkedIn (https://bit.ly/2Z2PexP).●&
Don't miss out on our upcoming live office hours on December 14th, 9:30 a.m. PST/12:30 p.m. EST, where we will delve into the tactics of ground marketing to Trader Joe's. You do NOT need to be a member of our ground marketing course to join, and this session will offer exclusive insights into scripts and strategies, plus a chance to interact directly with me. Click here to register and take your marketing game to the next level! https://us02web.zoom.us/webinar/register/WN_0rbNohCiRHO18qnwGUE6Hg#/registrationGuest: Paul EtchisonBusiness Name: Dental Practice HeroesCheck out Paul's Media:Website: https://dentalpracticeheroes.com/Dental Practice Heroes Podcast: https://podcasts.apple.com/us/podcast/the-dental-practice-heroes-podcast/id1315253777DPH OmniPractice Total Team Success Program: https://www.dentalpracticeheroes.com/offers/925o3Jgr/checkoutOther DPH Courses: https://dph.mykajabi.com/Other Mentions and Links:Companies/Software: KajabiTrainualTrader Joe'sUdemy Leadership Course People/Communities: Amy C. Edmondson - Harvard UniversityPodcast Episodes:300: DR. PAUL ETCHISON | NELSON RIDGE FAMILY DENTALMMM [INTERNAL MARKETING] SMALL DETAILS THAT MAKE A BIG DIFFERENCE IN TEAM COMMUNICATION"WHAT IS 1 THING YOU WISH YOU KNEW BEFORE YOU OPENED YOUR START-UP/ ACQUISITION?"455: DR. PAUL ETCHISON | ACHIEVING PEACE OF MIND: EMBRACING DELEGATION FOR A HARMONIOUS DENTAL TEAMHost: Michael AriasWebsite: The Dental Marketer Join my newsletter: https://thedentalmarketer.lpages.co/newsletter/Join this podcast's Facebook Group: The Dental Marketer SocietyWhat You'll Learn in This Episode:How to establish truly effective leadership within a dental practice.Strategies for managing your team effectively and efficiently.The importance of creating a psychologically safe and healthy working environment for your team.How to delegate roles and responsibilities that best suit your team members.Implementing effective communication systems to foster seamless workflows.The first steps to transitioning responsibilities to your team for better office management.Dr. Etchison's experience in specializing in only projects he loves and becoming a visionary for his practice.Learn how you can apply these strategies, regardless of the size or nature of your dental practice.Please don't forget to share with us on Instagram when you are listening to the podcast AND if you are really wanting to show us love, then please leave a 5 star review on iTunes! [Click here to leave a review on iTunes]p.s. Some links are affiliate links, which means that if you choose to make a purchase, I will earn a commission. This commission comes at no additional cost to you. Please understand that we have experience with these products/ company, and I recommend them because they are helpful and useful, not because of the small commissions we make if you decide to buy something. Please do not spend any money unless you feel you need them or that they will help you with your goals.Episode Transcript (Auto-Generated - Please Excuse Errors)Michael: All right. It's time to talk with our featured guest, Dr. Paul Etcheson. How's it going, Paul? Paul: Hey, it's going good, man. How you doing? Michael: Doing pretty good, man. You're, uh, this is, you've been on Monday Morning Marketing episodes and then we've also dived deep when you had your practice, right? Yeah, yeah. So, right now, remind me, how long has it been since you've...Been in Paul: practice ownership. So I have been in practice ownership since 2012 and in 2018, we expanded from five to 11 ops and then 2020 in December, that's when I partnered up with a DSO. I'm just wrapping up my third, my three year contract. It's over. And then I'm free, but I mean, the thing is I'm not leaving.I'm not planning on leaving. So that's pretty irrelevant when I think about it. But yeah, that's, that's the whole like short, brief summary of it. Michael: Yeah. Why aren't you Paul: leaving? Cause I like it. when, when I partnered up, I was like, man, I got to get out of here. I got to find something else to do.Maybe I'll be a fireman. I don't know. And through this whole process in the past three years, man, it's, uh, I've really just realized how much I do like being part of the team now. I don't like being there five days a week. I'm there about six days a month and I have a team that runs everything, but I'm just like the visionary.I'm the, I'm out of the noise. I'm out of the day to day. And I do get to do like my. Ortho, I do band and bracket on kids. I still like doing that, but I've had like I had one period where I took like five weeks off and it wasn't supposed to be five weeks. I got COVID right at the end of a three week vacation and I didn't like it and it was like, wow, like I feel really drained.I feel like I need to leave the house. I feel like I need a reason to go somewhere. I mean, I was going to, I was going grocery shopping when we just went grocery shopping just to go somewhere, you know? Yeah. I was like, well, this bread, this bread is probably going to expire in like maybe 10 more days. We should probably have some for those, you know, it was weird, man.It was, uh. I just noticed it. I, I just noticed, man, I don't, I'm not feeling the greatest about this. And when I went back to work after that, I was like, gosh, I really missed all you guys. This is great. I'm so happy to be back. So I, I do want it as part of my life. I don't want to leave it completely. I had to realize that through going through this process, but, um, I'm not ready and I'm never going to go back to like five days a week.I'm just not going to do that. Michael: So then looking back, do you think you could have done that? Just work somehow minimized it on your own to three, two days a week or something still been profitable, but Paul: good question. Yeah. Because you know, a lot of people say like, do you regret selling? Do you, you know, do you wish that you still had your baby and it was still all yours?Because I've sold 85 percent at this point. I will say. Through that process, I've, since I sold, I kind of backed off. I let my leads do a lot more and it was kind of part of it. I was more comfortable letting them do more because I was saying, well, dude, I only own 15 percent now, you know, it shouldn't be, I shouldn't, I don't have as much writing on it.So go ahead, do whatever you guys want. And what I realized is they were great at it it's been running better with them than it runs with me, you know? And I think that's one of the things I've kind of rolled into my coaching now with, with teams is that I had this epiphany that gosh, like your practice can grow and run so much better if you have teams running it.Um, now would I still have sold? Yeah, I'm still happy. I sold, I still got a whole bunch of capital. It's all invested into different assets and a bunch of real estate. And I've, I've reached a point where I can kind of chill and just do whatever I want because I want to do it. And I'm happy for that. So I am glad that I sold, but could I have had this kind of de stressed practice lifestyle?For sure. I think, um, I could have had this de stress, uh, just this, what I have now, and maybe I wouldn't have sold. I don't know. It's hard to say, but I'd have no regrets about doing it.Michael: Is the decisions that like decision fatigue, you're like, Oh my God, too many. I just don't want the weight of all these decisions because technically they're still looking for you at you for Paul: leadership, right? Yeah, yeah, there's, I mean, still to some extent, they're, they're pretty good leaders there and I've established a good team. I would say what bothered me, and this might be a personal thing, I know a lot of dentists go through this, so I know I'm not alone on this, is that I was trying so hard to make this an incredible place to work. And I really wanted to be, in my heart, I really do care about that, I want it to be a great place to work, I want people to love the job and love being there.And I think through seeing patients and trying to manage everything. I was just really overwhelmed with the amount of time and my lack of time to do so. And then when people would come with, come to me and say, Hey, like, you know, we got to do something about it. So I mean, the front desk is going, we really got to redo this front desk.It's just, it's just a mess up there. I would almost internalize that as. You are unappreciative of all the work I do. Like, why don't you appreciate I'm doing my best here and you're telling me it's not good enough. And it was just like constant frustration of giving all of myself to this practice, but at the same time having people still be upset.And I think there was a mindset shift that I had to make that I said, well, you know what, instead of them being completely 100 percent happy with the practice, they just have to be content. And I have 40 plus team members. There is no way they are all going to love it and just be like, this is the best place ever.100 percent of the time, 100 percent of them, it's just not possible. So I think I had unrealistic expectations there. But as I employed my leadership team and they started handling these interpersonal things, it just kind of the weight lifted and I didn't hear about these things anymore. And I have a clinical lead.And she has been my assistant for like, man, almost 12 years now, almost the whole practice lifetime. And she's the one who handles all this stuff now. If somebody's complaining and it got to the point where like, I check in with her, she'd be like, Hey, this happened. Do you want to hear about it?And I'd be like, if you don't want to tell me, I'm cool. She's like, I got it under control. Don't worry about it. And she doesn't really tell me. I mean, not that I'm in the dark, but I, I like how in the dark I am. I mean, she, she let somebody go like three weeks ago and she just shot me a text for like a blessing.Hey, cool. You cool. If I fire this person, I barely know that person go, you know, it was a new assistant and she was there for like maybe five weeks and it just like, it wasn't working out. So she let her go. I don't even have to do that anymore. I don't hire, I don't fire. People, I walk into practice, I see new faces.I say, hello. And I'm just doing like big vision stuff. Like we just dropped Delta. That's like our thing. We're, we're going out of insurance this year. So that's our big thing for this year, it's a good place to be. And, and yes, did I need to sell to a DSO to do it? No, not at all. And that's kind of what I'm teaching to my coaching clients is like, Hey, this is how you do it, because I wish I would have done it before I sold to a DSO.I mean, I owned this practice for nine years before I sold. it could have been a lot different nine years. So overall, Michael: you kind of don't wish that you sold. You wish you kind of, uh, worked on it on your own or what? Paul: No, no, no. I I'm still happy. I sold because I got the capital and I got it. I got a really great deal for my practice, you know, and it's to invest in the company that has bought my idea, bought my practice or partnered up with me.Like I just, I got so much for it. I don't know if I would have waited five years, if I still would've got what I got. I mean, as you know, private equity in dentistry right now is very, very hot. And this might be something like era that we look back in 20 years and be like, man, remember when that happened?Yeah. So I just didn't want, I didn't want to miss it. I'm not saying that it's going away. I don't know, but who knows, man, I, I'm really happy with the amount of God. And it's, it's gotten me to a point where just kind of can do whatever I want now. And I'm doing the things that I want because I want to.But there was also that period of in between like, wow, you can do whatever you want because you want to, what the hell do you want to do? and it kind of took me a little bit to kind of figure that out. Michael: you sign an NDA or anything like that? Or could you give us like a range of how much you Paul: got?Or I don't know if I could give you a range. I could get, yeah, they probably wouldn't want me to talk about it. Okay. Don't Michael: worry. You're like zero to 10 Paul: million. Okay. Yeah. We can go, we go zero to 10 million. I didn't get 10 million. Michael: Okay. Got you. Got you. Got you. But, but it was a good one. That was a good mouth. Yeah. Gotcha. Okay, man. So rewind a little bit. you talked about how now your team runs your practice. I mean, I think that's the dream for everybody, right? Like what you're making right now. So what are the first steps to making my team run my practice? I'm listening to this episode. Yeah. Day one. I'd love to get there.Can you give me the first steps to create this system? Paul: For sure. I think the, I mean, the first steps of any practices is we're trying to get it systematized. We're trying to get it organized. So we've got to start with checklist. That's like number one. So got to look at checklists, got to like just basic checklists, like.What do we do when we close? What do we do when we open? What do we do weekly, monthly, annually, like just making sure that everything that needs to get done is getting done. it's a whole process of systematizing your practice. But now, now that I have these leads. And this leadership team, what I realized is that they've created a lot of these systems without me now.So when I first opened the practice, and I first was doing this before I had the leadership team, it was kind of a slow process, even though in retrospect it felt like it was happening fast. Now, like, I'll look at things and I say, how do you, how do you guys do this? Show me. And I'm like, who came up with this?This is fantastic. And they're like, oh, we did. but I would say the first process is seeing who the leaders are on your team. And I have an office manager. I have a hygiene lead. I have my clinical lead, who is also my assistant lead, and then I have a front desk lead. So I have four people on my leadership team.I don't think everybody needs that many people, because I think if you have maybe 10, 12 people, you can pull it off like that. But sometimes smaller offices, I mean, if you've got seven employees, you can't make three leads. You know, it's, that's just like half the team's not lead to have the team as a lead, but it's picking who are, who the people are.And it's being really clear on the expectations of what you want them to do. And hopefully you're picking the right people. These are not people. These are not your best all star performers. Like, um, I don't want to say that my, my clinical is not my best assistant. She's fantastic. But she was not like my primary assistant, you know, she was, but she was the one who really was able to take things and run with it.She was really confident in herself. She was great with talking with people and she was a really good leader. So you got to find those people that want to take on more responsibility and they need to look at it from a way. And I've seen this happen in some of my coaching clients offices is they assign the leads and the people are like, I don't want to be the lead anymore.And they're like, well, why? Like it's just too much extra work and one of the things I realized when we had some issues with the leads you've got to give them scheduled time to work on their duties. Because when we started it, we said, okay, you know, you don't get a cancellation.You're in between patients. You could work on this stuff and you could sit down and talk with the other assistants and you could train them and find out what they need help with. And you could do like performance reviews and all this stuff. And the fact of the matter is, is when it's in between patients, when you get a cancellation, people aren't like, okay, cool.Cancellation. Let me work on this other stuff. They just want to chill sometimes, you know, we were running so much, they just want to like, you know, talk with their team members, talk with people they work with and just get to catch up and stuff. So that causes overwhelm is because we don't have time to do it.So you need to schedule time for these people to do it. And that's why I told every, every single person, like, I don't want to be the lead. I'm like, just try this. You've gotta do this. 'cause I always tell people I need to do it. But then, you know, dentist just don't listen. They don't , they don't like to listen.And I'm like, I'm telling you, you need to schedule time. They're like, no, no. Well, we'll just, we we're pretty slow a lot of time. Okay, cool, whatever. And um, as soon as you schedule 'em like maybe four hours a week to go in an office, shut a door and just work on stuff, they get it done. And they love that day.They all wake up that day and they go, man, this cool, this is the day I'm just in the office. This is awesome. Even, even when you make 'em try to do stuff in between patients. You might as well not have them at all. They're not doing it. They're just not going to do it. So if you want help in your practice from the leadership team, and you want to build a leadership team, you've got to find the right people, you got to pick the right people, and you've got to make sure that they have time, but then you also need to sit in front of your team and designate what is this relationship that you have with them?Because it's going to be hard for them to be almost like a boss to the people they've already worked with. And, and I'm saying like my leads. are kind of a boss to people that we've worked with that used to be their, their equals. Cause we've got a lot of long term team members and that relationship is okay.But I had to designate this like, Hey, they aren't, I am still your boss. You know, they are, they are for communication and they're for like, you know, training and stuff. They're here to help you. They're here to support you. This is what I want the leads to do. This is the person I'm going to go to, but I want to change something versus going to everybody.But I will tell you that the people that come into the practice now that are hired by the lead, that that's their only point of contact, they barely even talk to me. That's their boss and that's a completely different relationship than what they have from the people that they were in the same level with, but the people that they were on the same level with, and now there's the lead, they do respect them.So it's, it's, I think it's because you had to, you have to, as a leader, designate what is the role and what does this mean for everybody? You know, are we taking orders from five people now? What am I doing? You know, so, so pick the people, give them time to do it and designate with the team what exactly this means.And it's something that's just going to evolve over time for you. It's going to like, I didn't have my leads hiring right off the get go. It was just one day I was like, Hey, like these two people aren't getting along. I mean, can you handle it? They're like, yeah, I can handle it. You want, do you want me to help?Nah, I got it. And then it's like, do you ever think you could like call on these people, these resumes and just see if you like them? Yeah, sure. What do you want me to do? Call them. See if you like them. If you like them, get them in for a working interview. And then if you want to hire him, send it to me.And then it got to, Hey, if you want to hire him, here's your budget, figure out what to pay him, you know, and then, and then it was just like, you don't like him, do you feel comfortable firing him? Okay, cool. Off you go. And, um, you slowly give them more and more things, but what's cool about it is at first they're kind of like hesitant.And then when they start seeing that they, they, it's almost like they get confidence in their abilities. And they're like, I can do this. Yeah. I can do anything. I got this. And people just love that role. So when I hear someone say, I don't want to be the lead, it's too much work. I'm like, we're doing it wrong.They should love being the lead. It's an awesome place to be. It's a great place of autonomy, creativity. You get to be a big role in the practice. You get to make big decisions and how things change and everybody should like to do it, but you got to give them time to do it so they don't get overwhelmed.So I think that's, that's the biggest thing. Michael: Gotcha. Okay. So then you want to, and I like how you said, give them scheduled time to work on their duty. So one is you want to pick the right people, right? And then to schedule the time, this scheduled time is for them to work on their craft or is it scheduled time for specifically what?Like Paul: if it was front office. It's like office time. I mean, so like, for instance, like front office would be, this might be time for this person to give some one on one training. Some more one on one training to somebody that needs it. It might be time to do a performance review. It might be time to sit down and maybe come up with agenda for a team meeting that's coming up.You know, just whatever we're, whatever we're transitioning or whatever new things we're implementing, this is time to work on this. Get a system in writing so that we can present it to the whole team. It's not for, hey, I gotta get caught up on these insurance checks. Man, am I so behind on these insurance checks.Cause I mean, that's another thing that's happened to my front desk lead. Is we were like, why is this front desk like so crazy? Like what is going on? Like, and like, what are you doing in your lead time? It was like, I'm getting caught up. So then we were like, we gotta get, we gotta teach someone else how to do these insurance checks.Cause this, my lead was doing this. So we got that off her plate and it's been great. It gives her time. I said, I don't, I don't care if you're sitting behind somebody and just listening to the front desk. I need this place needs to be managed and you need time to manage it. And that needs needs to be time that you're not working with a patient or doing some other tasks.So it's just their time to be elite. Michael: Gotcha. So you schedule the time for them to be elite. You get specific, but you also specify the leads to everybody, right? Who's the leads and things and what their role is. And then the leads create systems. So would you say like, Hey guys, once a month, I need you to make me a protocol or system on something you're working on Paul: we used to have lead meetings with me and my four leads, we would do it every other week. Now we do it once a month. But we'll have a team meeting that's two hours long, and usually that's like 10 15 minutes of me talking about how things are going, trying to provide some little inspiration, a little gratitude, appreciation for what we've been doing.And then we break into departments. If you want to know what to work on at a practice, ask your team. I mean, they, they know exactly where the pain points are. So they'll break off and all the hygienists will go in one room and all the assistants in another room. It's like, Hey guys, what's going on? What do we need to work on?What's not working? And then that is where you find out where you come up with like a system or protocol. So it is a, it is a whole team collaboration. It is, for instance, say the assistantly talking down to the assistants and saying, Hey, this is something to happen.We go up to the front desk. Sometimes we walk up with a patient and nobody looks up and we don't know where to go. And it's awkward. we don't know, like, is there, is, can we designate, and this is what they came up with. Can we designate a priority of the four chairs at our front desk that this is the person that always gets gone to first?If they're not available, we go to this person, if they're not available, you go to this person. So we came up with that, and then we bought these little tap lights that change from red to green. And they just sit on the little desk next to the person. And if for some reason there's not a patient there, but they're still finishing something up, typing something into a computer, or like doing some correspondence to a patient, they tap the light that's red.So that person's priority is taken, you go to the next person. And that was completely come up by my assistant and, uh, and the team. So it's just like, they're just, you give them the autonomy to just invent and come up with solutions and it's awesome. I mean, you'd be amazed that when, whenever you drop the ball on a patient or whenever something goes wrong at your practice, that's the opportunity to create a system.And if you've got a leadership team to help you do it, you don't have to do it alone. And now you have somebody that's in on the front lines, that's working there. That understands that position a lot more than you. So it's, it just works on so many Michael: levels. Gotcha. Now, why did it go from every other week to a month, your meetings?Paul: So and that's why I tell everybody just about meetings. How often should we meet? I don't know. We were meeting every other week, or every, yeah, twice a month, and it was getting a little stale. We just felt like we didn't have a lot to talk about. So we're like, hey, what do you guys think? Things are running pretty smooth.What do you think about us going down to every, once a month? And that's been fine for now. Um, there was a time where we were doing some front desk training. We were doing phone skills training. And we were doing it, like, where we have two shifts. We have a night shift and a morning shift. So the morning shift would stay late.We'd meet with them, and the night shift would come in early. And we'd meet with them and go through phone calls. And we did that weekly for six, seven weeks. And then you just feel it at a certain point. We're like, okay, I think we've got this. Start flipping through phone calls as a team. And you're saying, I can't find much to critique here.These sound fantastic. You know, okay, we're good. let's just stop. And we stopped the meeting. And then at one point in the future, and when we listen to a phone call, if we start hearing a lot of, um, bad phone calls again, we're going to start meeting again. So you just play it by ear. So you'll just feel, nobody wants to go to meetings that are unproductive and boring.So if your meetings are being unproductive and boring, because there's not a lot to talk about, you might be meeting too much. Michael: Yeah. I like that, man. I like that a lot because a lot of the times we get so like, uh, I guess, It's dogmatic about like, we got to meet every week, like if not then, I mean? And then we get more of a, like, ah, we got to, but if it's a seasonal where it's like, Hey, this is a, it's, it's bad.We should be meeting about this stuff often. Right. So it can like get into, burn into their brain. That's good. So then I guess that kind of leads my next question. Like what if the leads say like every, everything's fine. Everything's good. I can't think of a system. I can't, month two comes around. Yeah. I can't think of a system.Like everything looks good. Are they like looking or Paul: how can we be sure? I would find that hard to believe that everything's ever good. There's always, there's always something. If, if my lead was saying that to me, I would say, when's the last time you did one on ones with your department? You know, that's what I would ask.When was the last time you did some one on one meetings with everybody in your department? Because, uh, do a round of one on ones with your team. You know, if you don't have a leadership team, sit down with everybody this week. You're gonna find stuff. It's never going to be everything's fine. They might say when you ask them. Everything's good. Yeah. Yeah, keep probing Everything is not fine. And I like the question when I asked when I used to do one on ones I used to ask people what is something that frustrates you when you're working here? No, I like it. Everything's great. Everything's great Well, there's got to be something we all get frustrated something.No, I don't care how minor it is What is something that frustrates you? and Everybody can always come up with something and then you can there's always truth to it It's just like when that crazy patient complains, we all want to dismiss it. We say, Oh, they're crazy. We don't care about them, but there is always truth to every complaint.If it comes from a crazy person, or if it's just a minor complaint from somebody on your team, there is some truth there that could be addressed. And that complaint is a gift that we should take and create something with it. So, um, there will never be a point that everything is good. I mean, things are running smooth right now.My practice, we haven't had a whole lot going on. Um, big stuff at least, but there's always stuff going on and there's always things that improve on. I could show you system after system and protocol after protocol. And I think our office is one of the greatest offices in the world. And I really do believe that, but we dropped the ball all the time.We have humans on our team and they make mistakes and they have bad days and sometimes they're tired and sometimes they're in a bad mood. Things happen. We are human. And that's okay. Like, we offer everybody grace. We understand that. But there is never a point where you will ever have a practice that is free of issues, stress, or problems.But you can just reduce them as much as possible and use them to make your practice a better place to be. And if that is the core of your being, that that's what you want for your team, a really nice place to work, it makes it easy to have, and it's a pretty, it's a nice, um, it's a great why. It's a really great why to kind of motivate you to really take this, this avenue and put on this hat for your practice.So. and it's, it's good for everybody. It's good for the patients. You know, when everybody's happy at work, the patients get taken care of really well. It's good for the community. It's, it's good for patients that are happy and tell more friends and family about you because now you're going to help more people.So it's really all coincides with your mission. If your mission is to help as many people as possible, all these things Michael: matter. Yeah, no, yeah. A hundred percent. Now, what would you recommend if like. We're starting out, and it's just me, front, one front office, one assistant. But we want to have this in place because we can see a vision, like, I would love, for whatever Paul's telling me right now, like, to have my team take over, I would love that.How can we start? Paul: So, I mean, with just two people, that'd be, that'd be a pretty small leadership team. Because your leadership team is your normal team, I guess. But I think when, I tell people for small offices, it's time for an office manager. You know, that's, that's the first one to do. And it needs to be an office manager that's not working at the front desk.And they go, what do they do? Well, they're gonna do your payroll. They're gonna do the 4 0 1 K reconciliation. They're gonna do all the credit card reconciliations at the end of the month. They're gonna be working through the ar. Just checking on all these things that you're checking on. 'cause you don't necessarily need a leadership team when you're a smaller office, but I do suggest that you, you don't need to be the only leader at the office.And it's just one of those things that. It's a matter of having somebody and you give them that title, you put them in that role, and you, and you tell them what to do and you get help. You're getting help growing this practice. Now, and I will say my leads were all my leads. Every single one of them was not my first person I hired in that position.They have been with me a long time, but they were not, you know, and if anyone's wondering how we did this, cause we were probably a team of. 16 to 18, when we incorporated this lead structure, we had everyone do ranked ballots. So where you would vote for who you want the lead to be, who your first choice is, your second choice and your third choice.And it was all anonymous. And then I took them home and counted them and everybody voted the way that I would have picked. And I don't know what I would did if they didn't, because I had the ballots at my house and I don't think I could have, I could have did whatever I want with that election.Um, But I didn't have to, I, I, I, I was able to not have to make the decision because they did pick the right people. And so I think your team knows who it is, but that's how we did it. Cause I didn't want anyone to think I was playing favorites. I wanted the team to play their favorites. And thankfully the, the team had the same favorites as me, I guess it's just worked out.Yeah. I Michael: like that. I like that the rank balance. So, okay. So that's how we kind of want to start it off as right. But we want to already start giving like, um, I guess the sense of authority to the people that we, we feel could be leads. Because I feel if we hired a front office and we're like, man, they're great at accounting, they're great at this.And then our assistant's great at that. What should we ask ourselves to be like, but are they a good, or are they not a good Paul: lead? Well, it's, it's, it's hard because like we always want to put the person in the leadership position. That's our best employee, our best front desk employee. Our best assistant, our best hygienist and, um, I mean, I'm not going to pick who's my best is, but I would say they're not always there's a different set of skills that is required for leadership and it's more of the soft skills.It's more of the personality and it's more of, um, if I had to look at my leadership structure now and say, who are the best ones? It is the people that are comfortable getting out of their comfort zone and having a weird conversation, having a difficult conversation. They're not afraid to go to somebody and say, Hey, I got to, I kind of got to talk to you about something, you know, can we go into the office?I got to talk to you about something that's going on and, and, um, yes, people have been telling me this. I want to hear your side of it. What's going on. People that can sort through conflict and you want to like hope that most people have these skills and they don't and that's like with one like I was mentioned like my program that I have that's like part of it like is.Part of my, I have this program coming. I'm just going to spend it. Can I just talk about it now? It's going to run it is like, so I got a seven month program. It's called the omni practice total team success program. And what this is, is what we do. We we've helped the doctor pick their leads and we help them take to that transition and then it's all online contents that is slowly leaked out to fully systematize the practice.So the first month is pick your leads, doctor. And then we bring the whole team into it. Now the team's looking at like, okay, the leadership team is watching leadership videos. How do I manage people? How do I, how do I engage people in conflict? How do I embrace and inspire people with a vision? So that they're getting that leadership and management training that first month.While the other team members, they're starting to kind of work on things like what is a brand? What is a touch point? Why does everything we do matter? And we take it through this, the whole office through this course, and there's scheduled things and assignments in our hope to get this office completely systematized and running with the leadership within seven months.And within that there is coaching. So I'm having monthly calls with the doctor. Every one of my leads is having a monthly call with the person on the, the, the client's leadership team. And it's been awesome, man. It's just been a game changer for these offices that are doing it right now. We've just rolled it out like three months ago.We're only like, we're getting on our third month now, but man, it's cool to see the changes. It's, it's just when you bring in the team, that's when things change. And that's what I noticed because I was doing coaching for about four years. I had a client that said, Hey man, can my hygiene lead just talk to your hygiene lead?I'm like, of course. And then it was like, do you mind if my front desk lead talks to your front desk lead? Yeah. And the office manager talking. And he's just like, I can't believe how helpful these calls are with your team. Cause one of the things that like my team does when they talk to other people, they can't believe how much my team does.And they're like, this is great. Like, yeah, I want to do that. But you do the hiring and the firing, like, wait, what did you build? This is so cool. And it's, it's a lot different coming from somebody who's in that same position versus me telling another doctor, Hey, you should have your leads do this. And then they go to their lead and say, Hey, my Dr.Edgerton says his lead does this. You should do it. Can you do this? That's what you're supposed to be doing. It's just a completely different way of motivation and implementation. That's it. It was like, it was a game changer for that one client. That's why we created this program. But yeah, it's like I was saying is people don't have that leadership skills.They just, they don't have it in doctors. We don't have it a lot of times either. So it's, it's a game changer to give this to your team and, and my team has picked it up for me, but now that they're, my team leads are part of this program, they've watched these videos. They're like, these are great. Thank Man, why didn't we ever talk about this?I'm like, we did, we talk about it all the time. They're like, no, no, not like this. And I'm like, well, okay. Well, I'm glad it, I'm glad it was beneficial. I kind of wish we would have done this earlier with you guys, you know, it's just training, man. It's just like, can we optimize every area of this practice?And make everything the best it can be. And all it takes is a little intentionality and a little bit of time. But that's, that's the, that's the challenge. Is we don't have the time. Or we don't make the time. We don't think it's valuable time. And, and when we shut down our practice and do these things.Officers, doctors say, Well, ah man, we just risked out on 3, 000 of production by shutting down. You know, they, they think of the negative and the opportunity cost. They don't think about what are you gaining. And I assure you, you're gaining way more value when you shut down your practice. And have some dedicated time.Try to get your team to come in on a Saturday when they're supposed to be off. Yeah. Good luck with that. They don't want to do that. They're not going to bring their best self to that meeting. You know, it's gotta be when they're scheduled time. So, yeah, that was right. But that's answering your question.Yeah. That's, uh, I don't even remember what the question Michael: was. No, no, no, it's good to you, Michael. It's, uh, when they're, I guess when they're like, you know, kind of dropping the ball, but it's hard to find, I think, cause you mentioned, uh, you want to find people who can sort through conflict, leads. because sometimes we don't know how it is, if that person would be a good leader, they're just a good employee.Right. At the very beginning. Um, but sometimes I feel it's hard to find people who can sort through conflict because sometimes I feel like I'm thinking, are you someone who wants to sort through the conflict and you were, Hey, tell me why you got fired. Or are you just wanting to know the gossip? Like you just want the drama.You're like, Hey, why did they fire you? What's going on? Right. Like kind of thing. Right. Right. So. I guess, would it take more leadership training? On the owner to, to like know about themselves to be like, okay, uh, how can I make sure I do a good hire? Paul: Yeah, absolutely. And I think what's really worked out in my practice as well is it's like the, the team is going to model the leader and my leads are going to model me as a leader.So And I feel like I've always just kind of set a good example. Naturally, I've been very engaged in leadership training, leadership books, and just things like that stuff online. And Udemy is a great course. That's had got some good stuff on there. There's, there's so many cool things that you could do for like leadership training, but, um, if you don't have it yourself, it's going to be hard to get it in your team.It's gonna be hard to recognize it. And I think like, just to give you like a nugget, like the big one for me is safety is, is, and I'm not talking about physical safety, like, and your team needs to feel safe, like psychologically, they need to feel that they can screw things up. They need to feel that they can come to you and ask you for help.They need to feel that they can come to you and let you know when things aren't working out or things are going wrong or somebody's doing something. And they need to know that when they tell you that you're not going to get defensive and you're not going to make them feel guilty. You're not going to shame them.You're not going to criticize them. You're going to be like, Oh, I thank you for, thank you for sharing that for me. That probably was a little hard to share. And that I think is a huge thing in man. I would say so many people just completely screw that up. We want to be the boss that we were taught on TV and growing up, how the boss is supposed to be.And it's the big fat cat in the, in the chair with his feet up Boston, everywhere on telling people what to do. And that's not how good leadership works. It's about a collaboration. It's about leading with everybody. And it's not about scolding people, and, and that's leadership by intimidation, and that doesn't work.You'll get the bare minimum out of your people if that's the way you lead, if they are scared of you. there's just certain things, like, if, if you have this open line of communication and your team feels safe. They will come to you and let you know what the problems are. And when you have a team member that's like, I'm getting really frustrated with this, nothing is, nothing is changing.I think I'm going to go look for a new, new job. They don't ever get to that point. Because when they're frustrated, they come and let you know about it. And they, they don't have a reason to leave your practice. Now, am I saying I don't have any turnover? I absolutely do. Yeah, I'm just like everybody else.But I, we, we keep good team members. And there's been a number of times where somebody has, I've done this one on one. I said, Hey, tell me what frustrates you. I say, have you ever thought of quitting? Is I just curious. I feel this from you. I feel its vibe. I can feel its energy that like you're not liking being here and people have been like, yeah, I have been.It's weird that you noticed that. Tell me about that. Tell me more about that. And they tell you about it. And one, you now have a certain something that you have to fix something. You need to come up with a solution for, but to this person now feels validated and heard and appreciated. And wow, this person cares about me and my wellbeing.I mean, if you don't want your team members to leave, that's the way you need to lead. If you don't want them to leave. it's a lot and it starts at the top, just like everything. The doctor needs to be the first one to be trained. So everybody needs it. Everybody needs it. I mean, it's not just for work.It's for life. These are life skills. These are not just work stuff. Yeah. Michael: No. Yeah. You know what, Paul? I never thought about that when it came to safety. How, like, you got to be okay with it because I feel like we were always, you know, we Just in general, in school, everywhere, we're always brought up to like, never disappoint, right?Like, never disappoint, you gotta get the good stuff, like, all the time and everything like that. And so when you did, remember you'd like, go home and your report card was like, CCD or whatever, right? Maybe like an F or whatever, and you're like, how can I forge my parents signature, right? Like, you're like, how can I escape this?So you're thinking that. I feel like throughout the whole process, especially when you're an employee and even when you're an owner to your employees, I feel like that you're like, I don't want this point, but I got to look like a leader, but you're really just looking like a boss. You know what I mean?Instead of a leader, like you said, interesting. So that's what it would be called safety. They have to feel safer than that. Paul: It's a, it's an idea from Harvard business, uh, maybe psychologist. I don't know what she's doing. Her name's Amy Edmondson. She's the one who coined that.And she got that from, she did a study on hospitals. And they looked at like really well communicating teams and really poor communicating teams. And they said, which one of these teams is going to have more adverse events at the hospital, meaning Which one's going to give the wrong medication and give the wrong dosage to a patient.They're like, well, it's got to be the poor communicating team. It's definitely going to be that. It ended up being the better communicating team that made more mistakes. And like, whoa, what's that about? That is not what we thought was going to happen. And then they dug into it deeper and it wasn't. It was the bad team that was making more mistakes, but they weren't reporting them.They were hiding them. Because they weren't safe to report. And there was no safety in making a mistake. It was not, let's learn from this. It was, you're in big trouble. So they didn't tell anybody. The Michael: bad communication team, or? Paul: Yeah, so it was the bad communication team that actually made more mistakes.But in the study, they just weren't reporting them. They didn't feel safe to report them. So they came back and they, she came back and did some more studies and more surveys and stuff. And that's what they found out. They're like, oh my gosh. this is all about safety. They don't feel safe admitting to the failures.So it's because of the leadership. It's because of the dynamic created on this team. So that she wrote a whole book about it. It's really interesting. Michael: Yeah. So then how can we like, I guess, mention that to our team at the very beginning, like you got hired on like. Without telling them like, yeah, make a ton of mistakes.It's cool. You know, but like, Hey, it's okay to make. Yeah. How would you say that? Paul: That's something I do with my team. I do. We have, we have onboarding videos that do it now, but I used to sit down with everybody. I said, Hey, this is my, this is what I want you to know about me in this practice. I do understand that everybody is human and we all make mistakes.I want you to 100 percent always be comfortable telling me if you make a mistake, if you need some more training, if there's something you're not understanding, or if you're seeing somebody do something that you think I should know about. I want you to feel comfortable telling me about it and the only way that we can do that is we, we have this mantra here and we call it grace over guilt is that something goes wrong.You drop the ball on a patient. I don't care who did it. I don't care how it happened. Okay, this happened guys. What do you guys think? What can we do so this doesn't happen again? We are not shaming that person because if you shame that person. You're not going to find out about it and you're never going to be able to address it.So we always just say grace over guilt. And that's hard sometimes, especially when, um, somebody is coming after you as a leader telling it's you, Hey, you, this is your fault. You got to go. Yeah, you're right. You know what it is. Even if deep down in your heart, you're like, this is not my fault. You, you gotta, you gotta look at how you respond because psychological safety, it's, it's a lot like, It's like trust in a relationship, you know, you can break that in one dumb mistake.You can break that trust, years of trust that you built and same thing with psychological safety. You could blow up on a team member or get really, really critical and really make them feel bad. And you just broke that whole thing. They are never going to share with you ever again. Because you now have made it unsafe and when the team is unsafe, the only way to stay safe in that kind of environment is just to be quiet.And that's the whole thing with quiet with when people are quiet, we don't know because it's silence. It's an invisible act. We don't see it. And it's one of those things that it's just somebody comes and quits and you're like, wow, I can't believe they quit. They're like my best team member. Why did you quit?And then they say, I don't know. I just might, I just ready for something new or just, I think I need less hours because they're not going to tell you the truth. You've trained them not to because you, the way that you've approached them as a leadership, as a leadership style. So it's, that's the problem is you miss out on all that collaboration, all that good stuff that can come out of your practice, because you're getting upset and mad with people with their decisions.And what I see in most offices, man, people will get mad at their teams for doing things, not the right way. They have never designated what the right way is. They have never made a system or protocol around it, yet they're upset. You know, should I address this with a team member? I can't believe he or she did this.And I always say to them, I say, well, what's the way they're supposed to do it? Well, I think they should do it like this. I'm like, well, do they know that? Yeah, everybody knows that. Well, how do they know that? Have you ever like put in a document? Have you ever trained? Have you ever talked about it? No. Do you think I should do that?Yeah. I do. I think you should do that before you, before you start getting critical of their performance. Why don't you just, why don't you make the rules, make the rules of the game before you're telling somebody they're losing at it. we don't do that. We expect everyone to know what we know and do everything in our way.And that's just our natural human perspective that we think everybody thinks like us and has the same values as us. And I think part of getting older and becoming wiser as you realize that we're all different and that's cool. We can all be different. Michael: Yeah. Uh, sure, man. And our memories. All right. You can tell him like, yeah, I told him to do that three years ago.And you're like, you sure? I think so. Like, you know, I don't even remember, like, how can I remember it kind of thing, you know? Interesting. So real quick, if you can, man, break, I know you did already, but break down to us your program that you have, or this, it's a whole Paul: training course. Yeah. So it's a seven month training course where we've, we've come up away with me and my leads.How can we implement this in somebody's office? And this is for, um, if you have a larger, I'm saying larger office, if you've got a team that's large enough for a few leads, it's a great program for you. If it's something where you've got a really small team, we do have a program that's just, there's no coaching involved.It's still got all the videos. You still get to have all these different, there's eight different tracks for different positions in the office. Um, that would be like doctor associate, the four leads, the office manager. And front desk hygienist and leaving somebody out assistance them. We didn't forget you guys.We like you assistance. there's eight different tracks, but every month. There's a set of videos to watch, there's some worksheets, and there's assignments. And I can just tell you, like, for the first month, it's all about leads, it's leadership for the doctor, let's decide your lead system, let's talk about your goals, let's figure out where you're going long term.Second month, the team comes in, and we're talking about how do we stay on time, how do we implement this scheduling protocol that I like to do, it's called block scheduling, it works great, everybody can follow it, and it makes nice, easy days that are produc
Ein Streit kann verletzen und Beziehungen zerstören - auch im Job. Ungelöste Konflikte kosten Unternehmen nicht nur Energie und Zeit, sondern vor allem Geld. Denn sie belasten die Gesundheit und Motivation der Mitarbeiter und können langfristig wirtschaftliche Schäden verursachen. In dieser Dreimal besser Folge erklärt Jobcoach Daniela Fink, wie man streiten lernen kann und warum es im Job trotzdem mal krachen darf. Außerdem verrät sie, welche Rahmenbedingungen notwendig sind, um einen Streit in eine konstruktive Diskussion zu verwandeln. Host Birgit Frank spricht außerdem mit Rainer Rudolph. Der Diplomat und stellvertretende Leiter der Münchner Sicherheitskonferenz nimmt uns mit in die Welt des professionellen Streitens und Diskutierens. Er erklärt, wie Diplomaten ihre Ziele in Auseinandersetzungen erreichen und was wir uns für unsere Diskussionen abschauen können. *** So kommt Ihr direkt zu den drei Ansätzen *** 01'09: Wie Du richtig am Arbeitsplatz streitest 10'10: Wie Dich Streit auch weiterbringen kann 16'25: Wie Diplomaten ihre Ziele erreichen *** In dieser Studie beziffert die Wirtschaftsprüfungsgesellschaft KPMG die Kosten für Konflikte in Unternehmen: https://www.stephan-lindner.de/wp-content/uploads/2009_Konfliktkosten_Reibungsverluste_in_Unternehmen.pdf *** Daniela Fink und ihren BR24 Podcast Jobstories gibt's hier: https://www.ardaudiothek.de/sendung/jobstories-der-coaching-podcast/69688464/ *** Hier gibt's mehr Infos zu Prof. Amy C. Edmondson und ihrer Forschung: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6451 BR24 schaut sich in diesem Artikel an, wie wir heutzutage streiten und was das bedeutet: https://www.br.de/nachrichten/kultur/streitgut-chancen-und-gefahren-moderner-streitkultur,TZiNjMw *** Hier ist der Fragebogen des Auswärtigen Amts, was Diplomaten können müssen: https://www.auswaertiges-amt.de/blob/214912/4d3d64bf6509428ef7021cf4fd757593/selbsteinschaetzung-data.pdf *** Zahlen, mit wem wir am ehesten Streiten gibt's in dieser Studie: https://de.statista.com/statistik/daten/studie/179107/umfrage/wichtigster-streitpartner/ *** Unsere Podcast-Empfehlung: Amerika, wir müssen reden. Findet ihr hier: https://www.ardaudiothek.de/sendung/amerika-wir-muessen-reden/82222746/ *** Dreimal besser ist ein Podcast von BR24. Wenn Ihr Themenvorschläge, Lob oder Kritik für uns habt, schreibt uns an dreimalbesser@br.de.
Karan Sood had the privilege of overseeing revenue management for over $6 billion in revenue across a diverse range of industries during the past decade. Throughout this experience, he gained a deep understanding of the critical role that pricing plays in business success. In this episode, Karan explains how to effectively map out touch points within organizations to help individuals understand the significant impact pricing can have on business success. Why you have to check out today's podcast: Understand the challenges that come with the pricing role and learn how to strike a balance when interacting with other roles in the company for them to understand pricing's role in business success Gain insights on how sales flow through pricing Learn how pricing intersects with strategy and marketing "Map out your pricing touchpoints in marketing, supply chain, finance…everyone! And then figure out how your pricing should operate in the organization." - Karan Sood Topics Covered: 01:29 - What led him to pricing and how that internship led him to one job after another 05:46 - Pricing as strategy and marketing 07:40 - Important thoughts on pricing underrepresentation 10:34 - Why there aren't VP of Pricing titles in most organizations 11:34 - The friction role that go with pricing 13:44 - How does pricing relate with sales enablement? 21:53 - What happens when you're mainly pricing and not enabling sales teams 24:56 - Likely reason for sales prevention team existing in the sales enablement team 25:43 - Causes of over-discounting and how not to fall into the trap 28:17 - Karan's best pricing advice Key Takeaways: “Pricing sits at the heart of the organization.” - Karan Sood “It's [pricing] not guesswork, but it's guesswork with a framework in a way that there's no one perfect price.” - Karan Sood “I don't worry about that price per se anymore because I know with the right leverage with the customer and internally in the organization, I can move that needle.” - Karan Sood People/Resources Mentioned: Philip Kotler: https://www.pkotler.org Robert Dolan:https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6449 Thomas Nagle: https://www.linkedin.com/in/thomas-tom-nagle-2bb2288/ Yellow Pages: https://www.yellowpages.com Connect with Karan Sood: LinkedIn: https://www.linkedin.com/in/soodkaran/ Connect with Mark Stiving: LinkedIn: https://www.linkedin.com/in/stiving/ Email: mark@impactpricing.com
Failure is the secret to success. Our failures are agents of inspiration, iteration, and innovation. Dr. Amy Edmondson is the Professor of Leadership and Management at Harvard Business School and her newest book "Right Kind of Wrong" is all about how we can change our relationship with failures and start “failing well.” This is…A Bit of Optimism.For more on Dr. Amy Edmondson and her work check out:https://www.amazon.com/Right-Kind-Wrong-Science-Failing/dp/1982195061https://amycedmondson.com/https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6451
Tune into our chat with George Serafeim, Charles M. Williams Professor of Business Administration at Harvard Business School and author of Purpose + Profit. He and host Mandi McReynolds discuss the humanistic element of ESG, why corporate purpose and ESG issues have become more important over time due to transparency and technology, and practical tips to drive purpose and profit forward. Resources: 1) Purpose and Profit - https://www.amazon.com/Purpose-Profit-Business-Lift-World/dp/1400230357/ref=tmm_hrd_swatch_0?_encoding=UTF8&qid=&sr= 2) Harvard Business School Profile - https://www.hbs.edu/faculty/Pages/profile.aspx?facId=15705
Racism is solvable, but that doesn't mean we will solve it. To close the gap between the probable and possible, we need to have meaningful conversations. “Conversation is one of the most powerful ways to build knowledge, awareness, and empathy and ultimately, impact change.” In his award winning book, “The Conversation: How Seeking and Speaking the Truth About Racism Can Radically Transform Individuals and Organizations”, Dr Robert Livingston PhD provides a compass and a roadmap for individuals and for organizational leaders to solve racism. As a leading Harvard social psychologist, he expertly combines his research and narrative for an audience who is eager to be part of the solution. Robert talks with us about the lightbulb moment he realized storytelling was a powerful way to engage an audience. By building relationships and using narratives, you can change people's behavior in a way that facts and graphs simply don't. Our conversation with Robert gives us the tools to firstly define racism and recognize its existence. We learn why motivated reasoning tries to protect us from the threat of addressing our own racism. But if we approach the painful conversations with a growth mindset, we can allow ourselves the grace to learn. © 2022 Behavioral Grooves Topics (3:13) Welcome and speed round questions. (4:23) Is racism a solvable problem? (6:19) Why conversation is so crucial to overcoming racism. (13:18) How The Press Model can help solve racism. (19:47) Why are people in denial about racism? (25:12) How to challenge the “I'm not a racist” relative? (28:48) How to have a conversation about racism, rather than a debate. (36:20) Why do we confuse equity and equality? (45:03) People are not as concerned about fairness as they are about winning. (47:52) What music would Robert take to a desert island? Links Robert Livingston's book “The Conversation: How Seeking and Speaking the Truth About Racism Can Radically Transform Individuals and Organizations”: https://amzn.to/3DdQZOc Episode 232, Katy Milkman: How to Make Healthy Habits that Actually Last: https://behavioralgrooves.com/episode/katy-milkman-habits-that-last/ “Whites See Racism as a Zero-Sum Game That They Are Now Losing” Michael Norton and Samuel Sommers (2011): https://journals.sagepub.com/doi/abs/10.1177/1745691611406922 Carol Dweck “Mindset: The New Psychology of Success”: https://amzn.to/3SBhamm Amy Edmondson: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6451 Episode 178, Kwame Christian: On Compassionate Curiosity, Social Justice Conversations, and Cinnamon Toast Crunch: https://behavioralgrooves.com/episode/kwame-christian-on-compassionate-curiosity-social-justice-conversations-and-cinnamon-toast-crunch/ Episode 230, How Good People Fight Bias with Dolly Chugh: https://behavioralgrooves.com/episode/how-good-people-fight-bias/ Musical Links Stevie Wonder “Songs In The Key of Life”: https://www.youtube.com/watch?v=oiG9eiwUpHo Miles Davis “So What”: https://www.youtube.com/watch?v=zqNTltOGh5c
Max Bazerman and Don Moore join me on Passion Struck with John R. Miles to discuss their new book, Decision Leadership: Empowering Others to Make Better Choices. Max Bazerman and Don Moore helped birth behavioral economics. This book is a fresh perspective on how decisions are made through the lens of leadership. Max H. Bazerman is the Jesse Isidor Straus Professor of Business Administration at the Harvard Business School. Max is the author or co-author of 13 books (including Complicit, in press, Better, Not, Perfect, 2020; the eighth edition of Judgment in Managerial Decision Making [with Don A. Moore], 2013, Blind Spots [with Ann Tenbrunsel], 2011, and Negotiation Genius [with Deepak Malhotra], 2007. Don A. Moore is Associate Dean for Academic Affairs and holds the Lorraine Tyson Mitchell Chair in Leadership at the Haas School of Business at the University of California at Berkeley. He is the author of Judgment in Managerial Decision Making (also with Max Bazerman) and Perfectly Confident. -►Purchase Decision Leadership: https://amzn.to/3UDCt8B (Amazon Link) -► Get the full show notes for all resources from today's episode: --► Prefer to watch this interview: --► Subscribe to Our YouTube Channel Here: https://www.youtube.com/c/JohnRMiles --► Subscribe to the Passion Struck Podcast: https://podcasts.apple.com/us/podcast/passion-struck-with-john-r-miles/id1553279283 Thank you, Dry Farm Wines and Indeed, For Your Support Dry Farm Wines have No Chemical Additives for Aroma, Color, Flavor, or Texture Enhancement. Dry Farm Wines - The Only Natural Wine Club That Goes Above and Beyond Industry Standards. For Passion Struck listeners: Dry Farm Wines offers an extra bottle in your first box for a penny (because it's alcohol, it can't be free). See all the details and collect your wine at https://www.dryfarmwines.com/passionstruck/. In this episode, Max Bazerman and Don Moore Discuss Their New Book, Decision Leadership: We discuss how behavior science can be applied to creating organizations that are decision factories where influential leaders become decision architects helping those around them to make wise ethical choices consistent with their values and those of the organizations they work in. Where to Find Max Bazerman Website: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6420 Twitter: https://twitter.com/BazermanMax Instagram: https://www.instagram.com/maxbazerman/ Where to Find Don Moore Website: https://haas.berkeley.edu/faculty/moore-don/ Twitter: https://twitter.com/donandrewmoore LinkedIn: https://www.linkedin.com/in/don-moore-01725b/ -- John R. Miles is the CEO, and Founder of PASSION STRUCK®, the first of its kind company, focused on impacting real change by teaching people how to live Intentionally. He is on a mission to help people live a no-regrets life that exalts their victories and lets them know they matter in the world. For over two decades, he built his own career applying his research of passion-struck leadership, first becoming a Fortune 50 CIO and then a multi-industry CEO. He is the executive producer and host of the top-ranked Passion Struck Podcast, selected as one of the Top 50 most inspirational podcasts in 2022. Learn more about John: https://johnrmiles.com/ ===== FOLLOW JOHN ON THE SOCIALS ===== * Twitter: https://twitter.com/Milesjohnr * Facebook: https://www.facebook.com/johnrmiles.c0m * Medium: https://medium.com/@JohnRMiles * Instagram: https://www.instagram.com/john_r_miles * LinkedIn: https://www.linkedin.com/in/milesjohn/ * Blog: https://johnrmiles.com/blog/ * Instagram: https://www.instagram.com/passion_struck_podcast * Gear: https://www.zazzle.com/store/passion_sruck_podcast
Courses are taught in MBA and executive development programs that provide a lot of information about the job. Direct reports and teams also observe leaders in action. But it's not until you assume a leadership job that the reality of the position hits home. The reality is that leaders operate in a crucible, one in which emotions run high and interpersonal relationships are at risk. Being in the spotlight, not having nearly enough hours in the day to address key issues, confronting right-versus-right decisions - all of this ratchets up the degree of difficulty. We welcome back the author of Hidden Truths: What Leaders Need to Hear but Are Rarely Told, David Fubini Find David here: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=102821
Today's episode provides practical knowledge that will not only help leaders do their jobs better, but assist boards, HR, consultants, and others in working effectively with these executives. One of the book's themes is that appearance is not reality. Much has been written and discussed about the apparent roles and responsibilities of CEOs and managing directors and other leaders. Courses are taught in MBA and executive development programs that provide a lot of information about the job. Direct reports and teams also observe leaders in action. But it's not until you assume a leadership job that the reality of the position hits home. The reality is that leaders operate in a crucible, one in which emotions run high and interpersonal relationships are at risk. Being in the spotlight, not having nearly enough hours in the day to address key issues, confronting right-versus-right decisions - all of this ratchets up the degree of difficulty. The good news that our guest and his book delivers is that awareness of the critical capabilities and issues that come with the territory - capabilities and issues that often take leaders by surprise - goes a long way toward helping leaders perform at a high level. He presents the essential skills that will keep leaders delivering success - both professionally and within their organizations. We welcome the author of Hidden Truths: What Leaders Need to Hear but Are Rarely Told, David Fubini Find David here: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=102821
At the end of the day, we all want to go to bed at night knowing we performed at our best…and every morning we should be motivated to perform at an even higher level than the day before. But what actually gives us this type of motivation? In this two-part series, we hope to answer that question and more. Hit play to hear our deep dive conversation on the topic of all things “motivation!” Today's episode is actually inspired by a keynote speech Dr. Ram heard recently at a conference. The speech was called “5 ways of increasing performance amongst yourself or, and those you work with” by entrepreneurs and author Daniel Pink. The speech was so inspiring Dr. Ram took pages of notes during the presentation and started implementing Pink's wisdom with his own team. Obviously, we knew he had to bring this level of gold to the podcast for you! If you have never heard of Daniel Pink before, he's actually the author of five New York Times bestselling books. Some of his titles you might have heard of is called The Power of Regret (his latest book.) Other titles include, When: The Scientific Secrets of Perfect Timing, To Tell is Human: The Surprising Truth About Moving Others, Drive: The Surprising Truth About What Motivates Us, and more! He's also had his own show called Crowd Control on the National Geographic channel, he has been featured on PBS, ABC, and CNN, and he has a Ted talk, which is one of the most viewed Ted talks of all time with over 20 million views…and that's just scratching the surface. During this conversation, we will share the research-backed way to geek you and your team performing at the best, what keeps us from making progress in life, the most meaningful work we can all do, and more! More Of What's Inside: Why relationships are so important How Dr. Ram is implementing these tips at work The Pomodoro Technique Key tips for motivating a team How getting outside can help performance Something is always better than nothing What we can learn from the customer experience Is easier always better? Millionaire moves from Jeff Bezos And much more! Connect with Chris and Dr. Ram: Private Facebook Community: www.facebook.com/groups/unlimitedpotentialpodcast Personal Websites: morrellfirm.com ramcheruvu.wixsite.com/doctorram Youtube Channel: www.youtube.com/channel/UCtSIgawdfsNk0bk4Rwotz7w Social Media: www.linkedin.com/in/doctorram https://www.linkedin.com/in/christopher-morrell Links For This Episode: https://www.danpink.com/books/drive/ https://www.amazon.com/Power-Regret-Looking-Backward-Forward/dp/0735210659 https://www.amazon.com/Whole-New-Mind-Right-Brainers-Future/dp/1594481717 https://www.amazon.com/Drive-Surprising-Truth-About-Motivates/dp/1594484805 https://www.amazon.com/Sell-Human-Surprising-Moving-Others/dp/1594631905 https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6409 https://pastorrick.com/ https://www.twitch.tv/ https://en.wikipedia.org/wiki/Justin.tv https://www.garyvaynerchuk.com/ https://tim.blog/ https://www.amazon.com/How-Win-Friends-Influence-People/dp/0671027034 Episode Minute By Minute: 2:13 How Dr. Ram learned about 4:03 Tip #1 for keeping your team motivated 8:36 Why you need to remember how far you've come 11:09 What we can learn from twitch.com 15:28 How many times you should explain the “why” 18:46 Why the process should always be easy 23:30 Breaks: They are more productive than you think 30:52 The 4 main regrets all humans have 39:01 The benefits of failing and learning 41:15 What's coming up on part 2
For some of us strategic thinking comes naturally - for others it is something we have to learn. In this episode Jean Balfour is joined by Stacy McCarthy. Stacy is a business advisor, executive coach and board member.Stacy McCarthy has spent a lot of her career developing strategy for one of the world's big brands. In this podcast she and Jean Balfour talk about The importance of stepping out of your comfort zone in your careerThe connection between purpose, values and resilienceHow to plan time for strategic thinkingWays to ‘triage' your time and what you prioritiseHow to link global and regional strategies and to influence bothLeading large teamsHow do empower people to take risksStacy has over 25 years of experience across a really broad range of things. She has worked as an international executive, a military officer, and as a board director. Her career has had her living and working in nine countries where she led regional infrastructure operations for a fortune 500 company from across the Asian and India, Middle East and Africa regions. In the Asian region, she transformed the team into an energised high performance organisation that supported 22% growth in the region with a reduction in operating costs whilst achieving 91% employee engagement score. She's led strategic planning for a defence business helping to identify and make a large shift in product lines and capabilities. She's also been an investment banker, a professional staffer on the US Senate Defense Appropriations Subcommittee, and was a commander in the U S Navy with two command tours.You can find Stacy at Aesara Partners and on Linkedin.https://www.aesarapartners.com/https://www.linkedin.com/in/stacy-mccarthy-pcc-gaicd-1ab96a5/Cal Newport's Workhttps://www.calnewport.comMichael Porterhttps://www.hbs.edu/faculty/Pages/profile.aspx?facId=6532https://www.goodreads.com/book/show/407999.Competitive_StrategyPeter Schwartz - The Art of the Long Viewhttps://www.amazon.com/Art-Long-View-Planning-Uncertain/dp/0385267320The Economisthttps://www.economist.com/Wired Magazinehttps://www.wired.com/The Artist's Wayhttps://juliacameronlive.com/Experience an Introduction to our Coach Training Programmes with our Free Taster Course: https://courses.baileybalfour.com/course/coach-training-introductionSign up to our newsletter to learn more about upcoming programmes: https://baileybalfour.com/subscribe/
Personality or wealth are often assumed to be prerequisites to gaining power, something that is only garnered by having control over others. An organization chart in a company, however, does not illustrate who has power within the workplace, it only tells you who has authority. And as we learn in this episode, authority and power are not the same. By using workplace illustrations from the National Health Service (NHS) in the United Kingdom to a cigarette factory in France, Julie Battilana walks us through the precise definitions of power and authority. By understanding exactly what power is and how it really works, Julie breaks down the critical steps to successfully acquiring power and using it to disrupt hierarchies; by innovating, agitating and orchestrating. Julie Battilana is the Joseph C. Wilson Professor of Business Administration in the Organizational Behavior unit at Harvard Business School and the Alan L. Gleitsman Professor of Social Innovation at Harvard Kennedy School, where she is also the founder and faculty chair of the Social Innovation and Change Initiative. We value support from our listeners through our Patreon page: https://www.patreon.com/behavioralgrooves. If donating isn't an option for you, don't worry, you can't write us a podcast review on your podcast player which will help other listeners find our show. Thank you. © 2022 Behavioral Grooves Topics (3:32) Welcome and speed round questions. (7:29) Power and authority are NOT the same. (11:59) Who are the most effective change makers? (14:37) Power is having an influence over others but is also a freedom from the influence of others. (16:15) How can we choose the right leaders? (20:18) Empowering the powerless. (25:57) The power of collectivism. (30:17) Abuse of power by Putin. (36:02) How technology plays a part in abuse of power. (41:38) What checks on power are needed? (45:29) Is there hope for the future? (52:20) What music does Julie listen to. (54:55) Grooving Session discussing what we learnt from Julie. Links Leading Human Workbook and Playbook: https://www.behavioralgrooves-store.com/products/copy-of-the-leading-human-playbook-workbook-package Groovy Snacks Newsletter: https://behavioralgrooves.com/newsletter-signup/ “Power, for All: How It Really Works and Why It's Everyone's Business” by Julie Battilana and Tiziana Casciaro: https://amzn.to/3tRykRM Julie Battilana, PhD: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=382192 Fragrance De Soie tea: https://www.mariagefreres.com/FR/2-rose-de-soie-T8669.html?fbclid=IwAR2Zl2GOegLbbuXY5HRgPOICdbkcfAAgcWRamd9mt4plFsgSL_pARoD__UM Vanessa Bohns, Episode 253. Why You Don‘t Need to be Powerful to be Influential: https://behavioralgrooves.com/episode/influence-vanessa-bohns/ LaTosha Brown: https://en.wikipedia.org/wiki/LaTosha_Brown Jean Rogers, founder of Sustainability Accounting Standards Board (SASB): https://rogersassociatesllc.com/index.php/about-me/ Social Innovation Change Initiative at Harvard Kennedy School: https://sici.hks.harvard.edu/ Barefoot College: https://www.barefootcollege.org/ Musical Links Stromae “Sante”: https://www.youtube.com/watch?v=P3QS83ubhHE
Frank Cespedes is a sales expert and Senior Lecturer at Harvard Business School. He has run a business, served on the boards of corporations as well as startups, and consulted with companies around the world. He has written numerous publications and is the author of six books including his latest, Sales Management That Works: How to Sell in a World That Never Stops Changing. Highlights The courses that are dedicated to professional sales. - 6:47 Reasons that sales leadership jobs are accelerating. - 10:58 What makes a sales leadership particularly vulnerable? - 14:05 Two very important implications of the reality of buying. - 20:31 What should the sales leaders take note of for 2022? - 22:44 The role of relationships in sales. - 27:06 Sources of information for compensation data. - 32:04 Thoughts and comments on the role of a salesperson diminish over time. - 40:18 How to get in touch with Frank and get a copy of his book. - 44:39 Episode Resources Connect with Mark Cox https://www.inthefunnel.com/ https://ca.linkedin.com/in/markandrewcox https://www.facebook.com/inthefunnel Connect with Frank Cespedes https://frankcespedes.com/ fcespedes@hbs.edu https://www.hbs.edu/faculty/Pages/profile.aspx?facId=126057
Wanna know how to have more boundaries as a “giver”? In this solo episode, @mattgottesman goes all in on creating more boundaries for yourself, optimizing your behavior versus retreating from past experiences, instilling more balance into our giving and receiving, removing attachments, being more direct and honest, honoring and respecting yourself leads to how you'll show up with everyone else, how to have a more honest relationship with yourself, understanding how you use your time and energy, expressing your needs without projecting your traumas and stress, fortifying yourself and becoming more self-reliant, reciprocating the same behavior you want to see in others, positioning yourself so other people's decisions don't necessarily or easily affect your world and your life and much more. HOST: Matt Gottesman Instagram: https://instagram.com/mattgottesman Website: https://mattgottesman.com Newsletter: https://mattgottesman.substack.com PODCAST: All Platforms: https://amp.ink/dZ2Xd Instagram: https://instagram.com/hustlesoldseparately Featured Guest: Tom: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6452 Christina: http://www.christinawallace.com/
Amidst today's labor shortage, employers are learning an important truth: we have no “extra” people. Unfortunately, many qualified workers are “hidden” from real consideration for jobs by ineffective artificial intelligence hiring screens, overly strict credentialing requirements, or a narrowmindedness from companies on how seemingly disparate skills could might serve to strengthen business operations. These barriers contribute to the existence of 27 million “hidden workers” in the US, including mothers returning to the workforce, those with physical disabilities, neurodivergent workers, and veterans. To discuss this problem, I am joined by AEI non-Resident Fellow and Harvard Business School professor Joe Fuller. In addition to his work at AEI, Joe co-leads the Managing the Future of Work project, and has published reports through HBS as well as numerous popular press outlets. Mentioned During the Show https://www.hbs.edu/faculty/Pages/profile.aspx?facId=123284 (Joe Fuller's Harvard Website) https://www.aei.org/profile/joseph-b-fuller/ (Joe Fuller's AEI Website) https://www.alumni.hbs.edu/stories/Pages/story-bulletin.aspx?num=2549 (Stephen Fuller Remembered) https://www.isc.hbs.edu/about-michael-porter/Pages/default.aspx (Michael Porter's Harvard Website) https://www.hbs.edu/managing-the-future-of-work/Documents/research/hiddenworkers09032021.pdf (Hidden Workers: Untapped Talent Report) https://www.nytimes.com/2019/10/08/opinion/ai-hiring-discrimination.html (New York Times Article on Automated Hiring) https://www.nytimes.com/2018/05/29/well/mind/millennials-love-marriage-sex-relationships-dating.html (Young People Marry Later than Previous Generations) https://one.walmart.com/content/usone/en_us/company/news/popular-content/education-articles/unlock-the-future--introducing-live-better-u.html (What Walmart is Doing Right) https://newsroom.ibm.com/2021-10-13-IBM-Commits-to-Skill-30-Million-People-Globally-by-2030 (IBM Commits to Skill 30 Million by 2030) https://www.unilever.com/news/news-search/2021/preparing-people-to-adapt-and-thrive-in-changing-times/ (Unilever on Upskilling Its Employees) https://www.hbs.edu/managing-the-future-of-work/Pages/default.aspx (Managing the Future of Work) https://www.pw.hks.harvard.edu/ (The Project on Workforce)
In 2021, people started to trust business organizations more than governments, NGOs or the media, according to global research by the Edelman Trust Baraometer. The Covid pandemic has seen people around the globe question their trust in all forms of leadership. What impact does this have on business leaders? Can organizations rebuild trust? What are the building blocks of trust? Sandra Sucher, co-author of “The Power of Trust: How Companies Build It, Lose It, Regain It” (https://amzn.to/3pny7Uu) draws back the layers of what trust actually is, how to build it, how to maintain it through adversity, and most importantly, how to rebuild it when it's been shattered. Along with her co-author, Shalene Gupta, Sandra has devised the four key foundations of trust; competence, motives, means and impact. We ask Sandra about the significance of these steps, how they can be harnessed, as well as the impact on trust that Covid has had, specifically how vaccine mandates have affected it. Throughout our conversation and her book, Sandra illustrates her insights with a plethora of rich business examples. If you are a regular listener to Behavioral Grooves, you can become a special Behavioral Grooves Patreon member by donating to our work: https://www.patreon.com/behavioralgrooves. And a particular thanks to some of our listeners who have recently left us glowing podcast reviews, we really appreciate them. We'd love it if more our listeners could take 2 minutes to write a short review of Behavioral Grooves. Thanks! Topics (3:03) Welcome and speed round question. (5:00) Trust is limited. (7:38) The 4 key elements of trust. (13:09) Does forgiveness play a part in regaining trust? (14:54) How trust can be preserved by an organization, even while laying people off - the Nokia example. (25:30) How has the landscape of trust changed and what effect has the pandemic had on trust? (30:27) The link between lack of trust in government and vaccine hesitancy. (33:49) The trust implications of asking employees to get vaccinated. (36:26) People actually trust a negative outcome, if they feel the process was fair. (39:37) What makes a business a good place to be from? (45:39) Grooving Session discussing what we've learnt from Sandra. © 2021 Behavioral Grooves Links Sandra Sucher, “The Power of Trust: How Companies Build It, Lose It, Regain It”: https://amzn.to/3pny7Uu Esko Aho, Nokia: https://en.wikipedia.org/wiki/Esko_Aho Amy Edmondson, Psychological Safety: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6451 Edelman Trust Barometer: https://www.edelman.com/trust/2021-trust-barometer Shalene Gupta: https://shalenegupta.com/ “Worried About the Great Resignation? Be a Good Company to Come From” by Sandra J. Sucher and Shalene Gupta: ttps://hbswk.hbs.edu/item/worried-about-the-great-resignation-be-a-good-company-to-come-from Recruit Holdings in Japan: https://recruit-holdings.com/ Episode 102, Cristina Bicchieri: Social Norms are Bundles of Expectations: https://behavioralgrooves.com/episode/cristina-bicchieri-social-norms-are-bundles-of-expectations/ Musical Links Aretha Franklin “R.E.S.P.E.C.T.”: https://www.youtube.com/watch?v=6FOUqQt3Kg0&ab_channel=TatanBrown
Brian Trelstad teaches Social Entrepreneurship and Social Change at Harvard Business School and is a long-time impact investor. Brian is currently a Partner of the US Sustainability Growth Fund at Bridges investing in service-based companies making a difference. In this episode, he shares his experiences at Acumen, the thesis of his current fund Bridges US Sustainability Growth Fund, and provides examples of portfolio companies Doing Well by Doing Good via the for-profit services they provide. Learn more about Brian and his work at Bridges US Sustainability Growth Fund: https://www.bridgesfundmanagement.com/us/team/brian-trelstad/ Learn more about Brian and his teaching at HBS: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=1132519
Legislatures: The Inside Storey Leadership is a perennial topic of interest for those in the legislative world and few are better at digging into the topic that Nancy Koehn. Koehn is a historian at the Harvard Business School where she holds the James E. Robinson chair of Business Administration. She is a prolific writer, the author of dozens of journal articles and several books. Her most recent book was “Forged in Crisis: The Power of Courageous Leadership in Turbulent Times.” It explores how five great leaders dealt with crisis. She is also frequently quoted in the press and shares what she’s learned studying leaders for more than two decades. She joins host Tim Storey, the executive director of NCSL, for this wide-ranging conversation about the qualities of great leaders, the nature of courage, whether a great leader needs a vision and much more. Koehn also shares her favorite books and movies, some of which might surprise you. Resources Nancy Koehn, Harvard Business School LTIS Episode 2 Transcription
Trust is a requirement for all healthy relationships, but it is also an integral component of an efficient, productive, and effective organization. Studies have shown that trust in the workplace can also produce decreased stress levels, increased loyalty in the work environment, and empowers ethical decision-making. In this episode, Jamie and Michelle discuss the systemic loss of trust in the healthcare profession, and how to rebuild trust within your organization. Have questions/comments/suggestions? Email us at podcast@keysurgical.com Resources: Frances Frei https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6587 Prioritizing Trust https://www.forbes.com/sites/forbescoachescouncil/2021/12/28/prioritize-trust-the-biggest-workplace-imperative-of-2021/?sh=4bb581056b63
Primeiro episódio da nova temporada do podcast Por Dentro da Dor Orofacial, agora no formato roda de conversa. Estudar, estagiar no exterior... eu acho que este é um desejo de muitos que militam na área de dor orofacial. Mas mais do que isso, Já imaginou poder presenciar ou mesmo atender pacientes!? Será que estes atendimentos são iguais ou diferentes do que fazemos aqui? Será que os recursos técnicos e tecnológicos são os mesmos? Curiosa e motivada por uma conversa que tive com a amiga Dyna Mara Ferreira que está neste momento na Dinamarca, eu resolvi gravar este bate papo não só com ela, mas com a amiga e ex colega de doutorado em Bauru, Fernanda Sampaio, que fez, olhem só, mestrado em New Jersey, nos Estados Unidos! Um breve resumo do extenso currículo das duas especialistas em dor orofacial: Dyna Mara Ferreira é uma pessoa de olhos bem atentos e bem curiosa! Graduada em Odontologia pela Facid em Teresina e especialista em Prótese pela São Leopoldo em Fortaleza, Dyna veio um dia acompanhar o ambulatório de dor orofacial coordenado pelo Prof. Paulo Conti em Bauru. Não só gostou do que viu, pelo menos eu acho né, como fez especialização, mestrado, casou e agora está finalizando seu doutorado no grupo! Já a Fernanda Araújo Sampaio Nogueira é um charme só e ficou linda grávida (a última vez que a vi pessoalmente). Graduada pela UNIFOR em Fortaleza, ela fez mestrado na na Rutgers School of Dental Medicine em New Jersey e foi lá que ela conheceu a querida Carolina Ortigosa Cunha. Não sei mas desconfio que foi a ponte para que ela viesse fazer doutorado também na USP Bauru, com professor Paulo Conti. Além disso é diplomada pela Academia Americana de Dor Orofacial desde 2013 e atualmente professora na Unichristus. Todas estas informações foram extraídas do currículo lattes! Dê um play e depois mande seus comentários! Fale comigo: ⁃ Email: juliana.dentista@gmail.com ⁃ Instagram: www.instagram.com/dtmdororofacial ⁃ Twitter: www.twitter.com/dororofacial ⁃ Lista de transmissão no Whatsapp: http://bit.ly/julianadentista Imagem da capa: Brett Zeck on Unsplash
Implicit BiasImplicit bias is an uphill battle for those laboring under its burden and for organizations trying to eliminate it. You may have experienced it yourself. It might even be the reason you started your own business. No matter how hard you worked, no matter how great your ideas, your objective skills, or even your past successes – you're passed over, you lose out to someone else less qualified and in your gut you know there is some type of bias at work. It may not rise to the level of being illegal and even if it did you might not want to take legal action for a variety of reasons. BUT in your heart you know you've been unfairly disadvantaged. What can you do? How can you turn that adversity into and advantage? Into your super power? Harvard professor and award winning researcher, Dr Laura Huang shares her insights and explains how. What You'll Discover About Implicit Bias in the Workplace (highlights and transcript):https://businessconfidentialradio.com/how-to-deal-with-implicit-bias/# (HIGHLIGHTSCLICK HERE FOR AUDIO TRANSCRIPT) The difference between implicit bias, unconscious bias, and systemic bias. [3:32] The multiple forms of privilege in the workplace. [9:52] The problem with traditional anti-bias training. [8:16] How the myth of meritocracy muddies the water. [11:19] How individuals can overcome bias and empower themselves even within imperfect systems. [12:18] What EDGE stands for and how to make it work for you. [13:24] How management can empower employees to find their strengths and advance the organization [17:36] And much more. Guest: Dr. Laura Huanghttps://www.hbs.edu/faculty/Pages/print-profile.aspx?facId=648943 (Dr. Laura Huang) is an Associate Professor of Business Administration at the Harvard Business School and an expert in interpersonal relationships and implicit bias in entrepreneurship and in the workplace. She is also the creator of #FindYourEdge, an initiative dedicated to addressing inequality and disadvantage through personal empowerment. Her award-winning research has been featured in the Financial Times, The Wall Street Journal, USA Today, Forbes, and Nature, and she was named one of the 40 Best Business School Professors Under the Age of 40 by Poets & Quants. She has previously held positions in investment banking, consulting, and management, for organizations as Standard Chartered Bank, IBM Global Services, and Johnson & Johnson. Laura holds an MS and BSE in electrical engineering Duke University, an MBA from INSEAD, and a PhD from the University of California, Irvine. She is also the author of https://www.amazon.com/Edge-Turning-Adversity-into-Advantage/dp/0525540814/ref=sr_1_1?dchild=1&keywords=laura+huang&qid=1599409949&sr=8-1 (Edge: Turning Adversity into Advantage). Related Resources:Contact with Dr. Huang and connect with her on https://www.linkedin.com/in/laura-huang-a3861a/ (LinkedIn), https://www.facebook.com/laurahuangLA (Facebook), https://twitter.com/LauraHuangLA (Twitter), https://www.youtube.com/channel/UCNTofaheKUti9zRoc8AHy2Q (YouTube) and https://www.instagram.com/laurahuangla/?hl=en (Instagram). Subscribe, Rate and Review:Subscribing is easy and lets you have instant access to the latest tactics, strategies and tips. Rating and reviewing the show helps us grow our audience ad allows us to bring you more of the rich information you need to succeed from our high powered guests. Download ♥ Subscribe ♥ Listen ♥ Learn ♥ Share ♥ Review ♥ Enjoy
Avik Roy, president of the Foundation for Research on Equal Opportunity (FREOPP) discusses balancing the risks of reopening against the risks of community spread of COVID-19. Then, Leana Wen, M.D., emergency physician and public health professor at George Washington University, contributing columnist for The Washington Post, and former health commissioner of Baltimore and Asma Khalid, political correspondent for NPR, discuss how the COVID-19 pandemic, and the candidates' approaches to it, could shape the election. This segment originally aired on the national program America, Are We Ready? on Tuesday, September 22, 2020
How many times have you used the phrase, "There's just not enough time in the day"? What if I told you that there's a lot more time than you think? That's the subject of this week's episode. Behavioral scientist, and happiness researcher, Ashley Whillans has been studying time, and our use of it, as it relates to our happiness. Her research is fascinating. Thanks to modern technology we actually have more free time on our hands right now than we did in the 1950's. But, also thanks to modern technology, we waste it or find ourselves trapped in time-sucking situations. Ashley has some advice for us on how we can try to take back control of time and use it to find more happiness in life. I've already started working some of these plans into my daily routine and I do think it's working. If you want to find out more about Ashley, or her upcoming book, "Time Smart: How To Reclaim Your Time & Live A Happier Life," take a look at her website https://www.awhillans.com (awhillans.com ) You can also find out more about her other works on her https://www.hbs.edu/faculty/Pages/profile.aspx?facId=943704 (faculty page for Harvard Business School). Follow along with Be More Well on social media: Instagram: https://www.instagram.com/bemorewellpodcast/ (bemorewellpodcast) Twitter: https://twitter.com/bemorewell (bemorewell)
Panelists Kate Stewart | Sean Goggins | Georg Link Guest Frank Nagle (https://podcast.chaoss.community/guests/frank-nagle) David A. Wheeler (https://podcast.chaoss.community/guests/david-wheeler) Sponsor Linode (https://www.linode.com/) Show Notes [00:02:40] We start off on the topic of looking at metrics that are useful for identifying what’s going on in a Software Configuration Management system. David tells us what it is and if there’s a difference between building software and deploying it. Also, figuring out which components you’re going to bring in, to your overall system. [00:07:55] Kate wants to know how much do the hidden dependencies play a role in risk of using Open Source and using projects, and do we see things people aren’t expecting? Sean asks if there are high profile cases where folks did not manage those dependencies terribly well and bad things happened. [00:14:09] Sean wants to know what kind of metric might help to identify that kind of programmer error that results in malicious code being introduced into a project and are there other ways that we could measure the existence of that phenomenon? CII Best Practices Badge is talked about here. [00:16:38] Kate mentions a survey that came out late last year of the most popular software that came out recently, and there’s some top packages that were identified through the analysis that had come from the scanners and everything else. Of those packages, how many of them have badges? Frank tells us the analysis he did and the results (report linked below). [00:19:45] Sean talks about things he’s observed when it comes to packages and dependencies and which ones are more popular in the course of the project. He wonders if anyone on the panel has started thinking about how do we assess things that are within a repository and what challenges does that pose from a metrics perspective? [00:23:34] License Risk on a project is discussed here by Kate and David. [00:28:09] Sean wants to know if he’s creating an Open Source software project and he Googles “Open Source Software licenses,” is he in a pretty safe space or are there other Open Source licenses that are pretending that they’re Open Source? David tells us where to look to find out. [00:29:32] Frank tells us what kinds of metrics or pieces of what they’ve talked about as being significant in both economic impacts and the future of work. [00:33:53] Sean wants to know in regard to Frank’s survey, what kinds of things he is looking to measure that we can’t with trace data from a repo. [00:36:39] Georg asks Frank if he’s has some early insights that might be interesting with the survey. [00:39:02] David and Frank tell us places you can check out to learn more. Picks [00:40:28] Kate’s picks are to check out Software Transparency reports and check out Allan Friedman’s session at RSA “Taking Control of Cyber-Supply Chain Security.” [00:41:26] Georg’s pick is OSI/Brandeis course on Open Source communities. [00:42:36] Sean’s pick is Covid-19 streaming movie binge called “Hanna” on Amazon Prime. [00:43:08] David’s picks are his website DWheeler.com and a website that Cloudflare put up called, “isbgpsafeyet.com.” [00:46:44] Frank’s pick is a working paper that was just released called, “Open Source Software and Global Entrepreneurship.” Links Frank Nagle Twitter (https://twitter.com/frank_nagle?lang=en) Frank Nagle Website (https://www.hbs.edu/faculty/Pages/profile.aspx?facId=566431) David A. Wheeler Twitter (https://twitter.com/drdavidawheeler?lang=en) David A. Wheeler Website (https://dwheeler.com/) CII Best Practices Badge Program (https://bestpractices.coreinfrastructure.org/en) CII-FOSS Survey (https://hbs.qualtrics.com/jfe/form/SV_enfu6tjRM0QzwQB) “More Than a Gigabuck: Estimating GNU/Linux’s Size” by David A Wheeler (https://dwheeler.com/sloc/redhat71-v1/redhat71sloc.html) Reproducible Builds (https://reproducible-builds.org/) SPDX License List (https://spdx.org/licenses/) Core Infrastructure-Preliminary Report and Census II of Open Source Software (https://www.coreinfrastructure.org/wp-content/uploads/sites/6/2020/02/census_ii_vulnerabilities_in_the_core.pdf) OSI-Brandeis course on Open Source Technology Management (https://www.brandeis.edu/gps/future-students/learn-about-our-programs/open-source-technology-management.html) Hanna-Amazon Prime (https://www.amazon.com/Hanna-Season-1/dp/B07L5N7P32) Is BGP safe yet? (https://isbgpsafeyet.com/) “Open Source Software and Global Entrepreneurship” paper by Frank Nagle, Nataliya Wright, and Shane Greenstein. (https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3636502) NTIA Software Component Transparency (https://www.ntia.doc.gov/SoftwareTransparency) Allan Friedman’s session at RSA “Taking Control of Cyber-Supply Chain Security.” (https://vshow.on24.com/vshow/RSAConference2020APJ/#content/2502653) Credits Produced by Justin Dorfman at CodeFund (https://codefund.io/) Edited by Paul M. Bahr at Peachtree Sound (https://www.peachtreesound.com/) Show notes by DeAnn Bahr at Peachtree Sound (https://www.peachtreesound.com/) Ad Sales by Eric Berry at CodeFund (https://codefund.io/) Special Guests: David A. Wheeler and Frank Nagle.
Tod Bolsinger is the Vice-President for Vocation and Formation and Assistant Professor of Practical Theology at Fuller Theological Seminary. Prior to that, Tod spent 17 years working as a pastor in Hollywood and San Clemente, Southern California. He is the author of Canoeing the Mountains: Christian Leadership in Uncharted Territory, a widely read text on leadership. Links Home Page: https://www.fuller.edu/faculty/tod-bolsinger/ Tod’s Blog: http://bolsinger.blogs.com The Content Trap by Bharat Anand: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6410
In today’s episode, we cover:Her work at the Harvard Business SchoolHer journey to research climate change and studying purpose-driven organizationsHer latest book, “Reimagining Capitalism in a World on Fire”The genesis of her focus on climate changeHer work setting up the first course on sustainability at MITHer initial perspective that climate change is fixable and that business would be central to the solutionsHow her views have changed since she first studied climate changeWhy a price on carbon has not manifestedHow the political dynamics and rampant denialism were unexpected barriers to a price on carbonHer findings on the role of entrepreneurship, anti-trust and initial government demand in the progress of innovationHow carbon pricing has affected other countriesOptimism for policy opportunities to price and tax carbonHow job creation and credits can make a price on carbon more politically palatableHow the dominance of passive investing has contributed to more sustainable-focused investmentsHow individual behavior and consumption habits will have to change to respond to climate changeThe role of fossil fuel companies in addressing climate changeThe strategy of engagement versus divestment to influence corporations’ response to climateHow capitalism has become a “master” instead of a “servant” to delivering progressHer views on the Green New DealHer assessment of the partisan and social divide when it comes to taking action on climate changeHow climate education and political lobbying represent critical levers to moving the needle on climate changeLinks to topics discussed in this episode:“Reimagining Capitalism in a World on Fire” : https://www.hachettebookgroup.com/titles/rebecca-henderson/reimagining-capitalism-in-a-world-on-fire/9781541730151Prof. Henderson’s Faculty Page: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=12345“Accelerating Energy Innovation: Insights from Multiple Sectors”: https://www.nber.org/papers/w16529Harvard University’s Climate Action Plan: https://green.harvard.edu/campaign/harvards-climate-action-planIberdrola: https://en.wikipedia.org/wiki/IberdrolaEnel: https://en.wikipedia.org/wiki/EnelShell’s net-zero announcement: https://www.theguardian.com/business/2020/apr/16/shell-unveils-plans-to-become-net-zero-carbon-company-by-2050
Amy Edmondson is my guest on this episode. She’s an organizational psychologist at Harvard Business School and she’s known for her highly influential studies of psychological safety, the sense that you can be honest and open and can take interpersonal risks at your workplace without fear of punishment. She has also published influential papers on team formation, and organizational learning. We’ll be talking about her book The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation and Growth, published last year and how college and university professors can leverage this research. Related Links ·The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation and Growth by Amy Edmondson ·Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy by Amy Edmondson ·Amy Edmondson’s Faculty Page ·Building a psychologically safe workplace, a TEDx Harvard Graduate School of Education talk ·How to turn a group of strangers into a team, a TEDx New York talk Rating the Show If you enjoyed this show, please rate it on iTunes: 1. Go to the show's iTunes page and click “View in iTunes” 2. Click “Ratings and Reviews” which is to the right of "Details" 3.Next to "Click to Rate" select the stars.
Join us on Be Brave @ Work as we continue our conversation with author Amy Edmondson. Amy is the Novartis Professor of Leadership and Management at the Harvard Business School, a ranking leader in the Thinkers50 global management thinkers listing, and author of the books Teaming: How Organizations Learn, Innovate and Compete in the Knowledge Economy, Teaming to Innovate, and The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation and Growth. Amy and I continue our discussion on how she defines bravery in the workplace and her reflections on Powerful Questions, Humble Listening, and Extreme Candor. Links of Interest Website On LinkedIn Amy Edmondson - Thinkers50 The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation and Growth
Join us on Be Brave @ Work as we welcome best-author Amy Edmondson, the Novartis Professor of Leadership and Management at the Harvard Business School, a ranking leader in the Thinkers50 global management thinkers listing, and the author of the books Teaming: How Organizations Learn, Innovate and Compete in the Knowledge Economy, Teaming to Innovate, and The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation and Growth as she talks about how she defines bravery in the workplace and her reflections on Powerful Questions, Humble Listening, and Extreme Candor. Links of Interest Website On LinkedIn Amy Edmondson - Thinkers50 "The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation and Growth"
ABOUT THIS EPISODE Psychologist Laurie Santos offered a course on well-being in 2018, and it became the most popular course ever offered at Yale University. Her online course also developed a strong following. Now she had a podcast called The Happiness Lab. I had a chance to talk with her about human happiness, and the ways in which our intuitions about what promotes happiness are often wrong. Our discussion includes a discussion of happiness in a time of a pandemic and of physical distancing, but also about happiness and race. LINKS Laurie Santos, Yale University (https://psychology.yale.edu/people/laurie-santos) The Happiness Lab podcast (https://www.happinesslab.fm/) Jeff Simmermon's Why You Should Be Happy (on Apple Music) (https://music.apple.com/us/album/why-you-should-be-happy/1504980720) Ashley Whillans, Harvard Business School (https://www.hbs.edu/faculty/Pages/profile.aspx?facId=943704) Sonja Lyubomirsky, UC-Riverside (https://profiles.ucr.edu/app/home/profile/sonja) Anand Giridharadas, Winners Take All (https://www.penguinrandomhouse.com/books/539747/winners-take-all-by-anand-giridharadas/9780451493248) Dan Ariely, "Americans Want to Live in a Much More Equal Country (They Just Don't Realize It)" in The Atlantic (https://www.theatlantic.com/business/archive/2012/08/americans-want-to-live-in-a-much-more-equal-country-they-just-dont-realize-it/260639/) Scarcity: Why Having Too Little Means So Much, by Sendhil Mullainathan and Eldar Shafir (https://www.amazon.com/Scarcity-Having-Little-Means-Much-ebook/dp/B00BMKOO6S) The Paradox of Choice: Why More Is Less, by Barry Schwartz (https://www.amazon.com/dp/B000TDGGVU/ref=dp-kindle-redirect?_encoding=UTF8&btkr=1) Our Declaration: A Reading of the Declaration of Independence in Defense of Equality, by Danielle Allen (https://www.amazon.com/Our-Declaration-Reading-Independence-Equality-ebook/dp/B00FPT5KYW) The Blue Zones: Lessons for Living Longer From the People Who've Lived the Longest, by Dan Buettner (https://www.amazon.com/Blue-Zones-Lessons-Living-Longest/dp/1426207557) The Enchiridion, by Epictetus (https://www.amazon.com/Enchiridion-Epictetus/dp/1503226948/ref=sr_1_1_sspa?crid=1U66N1CQWPX7P&dchild=1&keywords=epictetus+enchiridion&qid=1591239645&s=digital-text&sprefix=epictetus+enc%2Cdigital-text%2C164&sr=1-1-spons&psc=1&spLa=ZW5jcnlwdGVkUXVhbGlmaWVyPUEyRkkwRE1QV0Y0M0s4JmVuY3J5cHRlZElkPUEwMTQ0NjkzM1BBVlRIRkpRUkJTSiZlbmNyeXB0ZWRBZElkPUEwNDAzMjgzVEUyQTRVWkdTU0M2JndpZGdldE5hbWU9c3BfYXRmJmFjdGlvbj1jbGlja1JlZGlyZWN0JmRvTm90TG9nQ2xpY2s9dHJ1ZQ==) Special Guest: Laurie Santos.
Leadership Is Not About You Harvard Professor Frances Frei joins us for episode 294 to talk about her new book Unleashed: The Unapologetic Leader's Guide to Empowering Everyone Around You. Learn more about Frances at https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6587/. Join me for our Virtual Project Management Training Program! Learn how to improve your ability to lead and deliver! Join us for the same project management program we deliver in-house at organizations around the world! Learn more at PeopleAndProjectsPodcast.com/learning. Use a coupon code of VirtualPM20 to save $150 USD on the entire program! Let's Stay In Touch! I hear from listeners almost every day and I love it! How about you and I connect on LinkedIn? Go to https://PeopleAndProjectsPodcast.com/LinkedIn and send me an invite! Also, all of our other workshops and keynotes are available in a virtual format. Concerned about travel with the coronavirus pandemic? We can help you invest in your team without requiring travel. Learn more at https://i-leadonline.com/keynotes. Thanks! Thank you for joining me for this episode of The People and Projects Podcast! Talent Triangle: Leadership Limit 70 by Kevin MacLeod Link: https://filmmusic.io/song/5710-limit-70 License: http://creativecommons.org/licenses/by/4.0/ Power from the Ground Up scene, from Robin Hood Link: youtube.com/watch?v=if34bKbBqXI
The ATLANTIC INSTITUTE, ATLANTIC PROGRAMS and RHODES SCHOLARSHIP are hosting a series of webinars about our world post COVID-19. While the coronavirus has physically distanced and isolated millions of people, it has more than ever in our life-times, drawn people and organisations together under a common humanity and a profoundly collective commitment to act. In this series of webinars, we turn our imagination to something (k)new where we remember, reflect and shape what our local and global futures might look like post COVID-19. For this second webinar, the speakers explore leadership and global solidarity in a post-COVID-19 world: (1) TONYE COLE, alumnus of the University of Lagos and Harvard, Co-founder and former Group Executive Director of Sahara Group, and Transformational Leadership Fellow, Blavatnik School of Government, Universiity of Oxford https://www.bsg.ox.ac.uk/people/tonye-cole; (2) CEDRIC BROWN, Chief Foundation Officer, Kapor Center, Atlantic Fellow for Racial Equity https://racialequity.atlanticfellows.org/meet-our-fellows; and (3) DR LEANA WEN, emergency physician and public health leader, Distinguished Fellow, Fitzhugh Mullan Institute of Health Workforce Equity, George Washington University, and Rhodes Alumna https://www.gwumc.edu/smhs/facultydirectory/profile.cfm?empName=Leana%20Wen&FacID=2073685428.
Samuel Salzer is a leading behavioral strategist and habit expert, having worked with organizations across Europe, Australia, and North America. Among other things, he’s one of the first Chief Behavioral Officer's (CBO) in tech, applying insights from behavioral science and behavioral economics to build user-centered and habit-forming products and services. At the forefront of the emerging field of Behavioral Design, Samuel is a frequent keynote speaker, curates the popular newsletter Habit Weekly, and has co-authored “Nudging in Practice - Helping organizations make it easy to do the right thing.” The book offers a comprehensive guide to organizations interested in understanding and systematically utilizing behavioral insights. In our conversation with Samuel, we discussed streaks, those things that happen when we do something consistently over a long-period of time. They provide ongoing motivation to do the behavior which can help it become automatic. However, they can also feel daunting. We also talked about how habits are contextual. And lastly, we discussed how powerful and underappreciated cognitive dissonance is. In our Grooving Session, Kurt and Tim discussed streaking and why having dinner with a favorite musician (songwriter) might be better than a sports celebrity. Hope you enjoy our conversation! Finally, we end with a cut from a yet-unreleased record by Kurt and Tim: “Cognitive Dissonance.” Some of the lyrics: “I’m making up a story / To relieve the contradiction / Between what I want to be and what I do.” © 2020 Behavioral Grooves Links Samuel Salzer: https://samuelsalzer.com/ Habit Weekly: https://habitweekly.com/ Behavioral Science & Design Thinking Online Course: besci.org/grooves Wendy Wood, “Good Habits, Bad Habits”: https://goodhabitsbadhabits.com/ Charles Duhigg: “The Power of Habit”: https://charlesduhigg.com/the-power-of-habit/ Phillippa Lally: https://centrespringmd.com/docs/How%20Habits%20are%20Formed.pdf Maxwell Maltz – 21 Days to Habit: https://www.forbes.com/sites/jasonselk/2013/04/15/habit-formation-the-21-day-myth/#1f194c7bdebc James Clear: https://jamesclear.com/ “Mistakes Were Made (but not by me)”: https://en.wikipedia.org/wiki/Mistakes_Were_Made_(but_Not_by_Me) Streaking: https://en.wikipedia.org/wiki/Exhibitionism#Streaking Deci & Ryan: https://www.apa.org/members/content/intrinsic-motivation Teresa Amabile, PhD: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6409 Musical Links Hans Zimmer “Inception”: https://www.youtube.com/watch?v=xdYYN-4ttDg Ray Stevens “The Streak”: https://www.youtube.com/watch?v=XtzoUu7w-YM David Byrne: https://livemusicblog.com/news/david-byrne-saturday-night-live-video/ Talking Heads: https://www.youtube.com/watch?v=PBIlxmug8PU
Planning for a crisis is not a luxury and boards must be a very good at crisis management - we’re seeing just how important that is right now. For this topic, we’ve assembled an incredibly experienced panel - our first panel episode - to delve into the role that boards are playing, and must play, during a crisis. Jay Lorsch Bio Jay Lorsch is the Louis E. Kirstein Professor of Human Relations at Harvard Business School. For the past 35 years he has specialized on the functioning and operations of corporate boards and is widely recognized as Recognized as a leading expert on the subject. His full bio here: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6502 Ellen Richstone Bio Ellen Richstone is a former Fortune 500 CFO and former CEO of a private company. She has been sitting on public company boards for over 15 years- on micro caps up to Fortune 500 in size. She is currently sitting on the board of three public companies in : Technology; Industrial and Clean Tech. Her prior board experience includes companies in: Consumer Products, Bio Tech, Financial Services and Pharma. She also sits on the Board of NACD New England and is both an NACD Board Leadership Fellow and also received the first Distinguished Director Award from the Association of Corporate Directors. Rick Williams Bio Rick Williams is Managing Director of Williams Advisory Partners, LLC. He has a breadth of experience as an executive and board director for technology companies including medical technology, software, and financial services. Rick is a nationally published thought leader. His soon to be published book entitle “Create the Future – for your company and yourself” is a is a “how to field guide” for leaders who want to think creatively about where to take their organization. Williams Advisory Partners provides CEO and board advisory services for middle market technology companies. He was Chairman of the Board of Point Care Technologies and formerly was Chairman of a quasi-public bank/VC firm. Rick is on the board of an ocular drug delivery company and a leading company in gene therapy. Rick is past President of the Harvard Business School Association of Boston. He was a management consultant with the global consulting firm Arthur D. Little, Inc. He is a physics graduate of the University of Pennsylvania. www.WilliamsAdvisoryPartners.com Quotes “Clearly, number one is the focus on employee health and employee safety. The takeaway I would give on this area is the need to balance empathy, safety and yet execute where execution is still critically needed.” “There is a demand for increased communications with all parties promptly, clearly with increased transparency, and this is all stakeholders - employees, customers, supply chain, and of course shareholders.” “How does all of this change our long-term strategy - or not? What pivots should we be making within our strategy for the long term?” “I think it's very, very important to have board leadership and to recognize that one of the board's primary duties is to make sure that leadership is in place and functioning effectively, not only with the board but with management.” “I think the “trick” of being a lead director or a chairman is to figure out how to build a relationship with management through the CEO and how to maintain cohesion within the board so that the two groups, that is management and the board, can work in a collaborative way for the good of the shareholder, for the good of the company.” Ideas/Comments We're going to rethink the reliance that companies have on their supply chains and critical resources: are they exposed to getting cut off in the kind of crisis that might happen over time? In today's world, boards have to be ready to move in and deal with a crisis - whether the crisis is externally generated like this one is or whether it's a CEO who suddenly has a heart attack or decides he wants to quit, the board has to be very good at crisis management, and that really goes back to the leadership of the board. Succession planning is being done very differently than the way we traditionally have done it at the board level, given that you need to really dive down into many levels, which the board doesn't usually do. The reason we must do that is because, as people get sick, you need to make sure that the critical areas are covered. We’re learning lot about management at levels below the very top. Has there ever been a time when honest, authentic communication has been more important for a company? Messaging must be realism about the challenges facing the company, a message of brutal honesty as to what is going on and what the threats are - and at the same time, a message of hope.
Professor Josh Lerner is an academic giant. His 2013 article in HBR on Corporate Venturing is constantly being referenced in conversations as companies explore setting up their own Corporate Venture Capital group. He also has written a number of best selling books, which we reference on today’s episode and talk about the impact for each of you as corporate innovators. I think this week’s conversation will put into context a lot of the work you’re doing, from a real academic thought leader. Josh's HBS Site: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=9961
As a new product and innovation professional, Adam Hansen has always believed in the power of possibility – accepting new approaches, questioning conventional wisdom, and being open to anything. This impulse led him to a career in developing new products for innovative companies such as Mars, Melaleuca and American Harvest, before joining the innovation firm, Ideas To Go, in 2001. Now as a facilitator, Adam is passionate about helping clients understand their own possibilities—even beyond the scope of their projects—so they take the innovative energy and momentum they gained at ITG back to their own organizations. Adam is the co-author of Outsmart Your Instincts – How The Behavioral Innovation™ Approach Drives Your Company Forward, which explores the intersection of behavioral science and innovation, revealing simple ways to get past the nonconscious cognitive biases that make innovation unnecessarily difficult. Adam’s path to innovation process started with an MBA in product management from Indiana University. He also cultivated his passion for New Product Development on the board of the Product Development & Management Association and serving as a volunteer innovation advisor for the National HIV Clinicians’ Network at UCSF. Links Adam Hansen: https://www.linkedin.com/in/adhansen/ “Outsmart Your Instincts”: https://www.amazon.com/Outsmart-Your-Instincts-Behavioral-Innovation/dp/0997384506 M&M Mars: https://marschocolate.com/ Ideas to Go: https://www.ideastogo.com/ Metacognition: https://en.wikipedia.org/wiki/Metacognition Biases & Heuristics: https://docs.google.com/document/d/1XHpBr0VFcaT8wIUpr-9zMIb79dFMgOVFRxIZRybiftI/edit?usp=sharing Teresa Amabile, PhD “Brilliant but Cruel”: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6409 “Yes, and…”: https://bigthink.com/experts-corner/why-yes-and-might-be-the-most-valuable-phrase-in-business Viktor Frankl: https://en.wikipedia.org/wiki/Viktor_Frankl Kurt Lewin: https://en.wikipedia.org/wiki/Kurt_Lewin Johan Huizinga: https://en.wikipedia.org/wiki/Johan_Huizinga Homo Ludens/The Playful Ape: https://en.wikipedia.org/wiki/Homo_Ludens System 1 / System 2 Thinking: https://en.wikipedia.org/wiki/Thinking,_Fast_and_Slow Assumption Busting: https://www.ideastogo.com/articles-on-innovation/assumption-busting-with-ikea Functional Fixedness: https://en.wikipedia.org/wiki/Functional_fixedness Conformity: https://en.wikipedia.org/wiki/Conformity Progress Principle: https://www.hbs.edu/faculty/Pages/item.aspx?num=40692 Blood Harmony: https://www.deseret.com/1999/6/10/19449890/sibling-harmony-br-family-members-often-have-tight-vocal-harmony Hammond Organ: https://en.wikipedia.org/wiki/Hammond_organ Leslie Speaker: https://en.wikipedia.org/wiki/Leslie_speaker Rap: https://en.wikipedia.org/wiki/Rapping Rock n Roll: https://en.wikipedia.org/wiki/Rock_and_roll Major Third Chord: https://en.wikipedia.org/wiki/Third_(chord) Major Ninth: https://en.wikipedia.org/wiki/Ninth Two-Seventh Resolving to Five: https://www.hearandplay.com/main/resolve-dominant-seventh-chords Linnea Gandhi episode: https://behavioralgrooves.com/episode/linnea-gandhi-crushing-on-statistics/ John Sweeney episode: https://behavioralgrooves.com/episode/john-sweeney-everything-is-a-story/ NY Times – Overcoming Your Negativity Bias: https://dealbook.nytimes.com/2013/06/14/overcoming-your-negativity-bias/ John Cacioppo: https://www.psychologytoday.com/us/articles/200306/our-brains-negative-bias Homo Ludens, by Johan Huizinga: https://en.wikipedia.org/wiki/Homo_Ludens Musical Links Iron Butterfly “In A Gadda Da Vida”: https://www.youtube.com/watch?v=UIVe-rZBcm4 Deep Purple “Smoke on the Water”: https://www.youtube.com/watch?v=zUwEIt9ez7M Doobie Brothers “China Grove”: https://www.youtube.com/watch?v=udSHItTjWyQ Steely Dan “Don’t Take Me Alive”: https://www.youtube.com/watch?v=3gV1sxB8TxI Monkees “Pleasant Valley Sunday”: https://www.youtube.com/watch?v=sUzs5dlLrm0 The Thorns “Among the Living”: https://www.youtube.com/watch?v=uh-aL6FCvMY Crosby, Stills & Nash: https://www.youtube.com/watch?v=cMJug2iz3NA The Beatles “Rubber Soul”: https://en.wikipedia.org/wiki/Rubber_Soul The Beatles “Revolver”: https://en.wikipedia.org/wiki/Revolver_(Beatles_album) Crowded House “Don’t Dream It’s Over”: https://www.youtube.com/watch?v=J9gKyRmic20 The Beach Boys “God Only Knows”: https://www.youtube.com/watch?v=n8qZMFFDYa0 Louis Prima “Yes, We Have No Bananas”: https://www.youtube.com/watch?v=_hF05ik5TFQ
Irene Sanpietro (JD ’20) spoke with Barbara McQuade, former U.S. Attorney for the Eastern District of Michigan. They discussed cybersecurity, police profiling, and progressive prosecution. Specific topics included effective crime interventions in dialogue with communities, and how encryption has changed law enforcement.Check out her academic page to find out more about her work and background:https://www.law.umich.edu/FacultyBio/Pages/FacultyBio.aspx?FacID=bmcquade Podcast Production Credits:Irene SanPietro (JD ’20), for interviewingArjun Motta (MBA/MPP ’22), for producing and engineeringDavid Raban (JD/MPP ’20), for editing
Irene Sanpietro (JD ’20) spoke with Barbara McQuade, former U.S. Attorney for the Eastern District of Michigan. They discussed cybersecurity, police profiling, and progressive prosecution. Specific topics included effective crime interventions in dialogue with communities, and how encryption has changed law enforcement.Check out her academic page to find out more about her work and background:https://www.law.umich.edu/FacultyBio/Pages/FacultyBio.aspx?FacID=bmcquade Podcast Production Credits:Irene SanPietro (JD ’20), for interviewingArjun Motta (MBA/MPP ’22), for producing and engineeringDavid Raban (JD/MPP ’20), for editing
This episode offers practical guidance for teams and organisations who are serious about success in the modern economy. With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent—but what good does this talent do if no one is able to speak their mind? The traditional culture of "fitting in" and "going along" spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule or intimidate. Not every idea is good, and yes there are stupid questions, and yes dissent can slow things down, but talking through these things is an essential part of the creative process. People must be allowed to voice half-finished thoughts, ask questions from left field, and brainstorm out loud; it creates a culture in which a minor flub or momentary lapse is no big deal, and where actual mistakes are owned and corrected, and where the next left-field idea could be the next big thing. Today we explore a culture of psychological safety and provide a blueprint for bringing it to life. We explore the link between psychological safety and high performance Create a culture where it's "safe" to express ideas, ask questions, and admit mistakes nurture the level of engagement and candour required in today's knowledge economy How can we fertilise creativity, clarify goals, achieve accountability, redefine leadership, and much more. Psychological safety helps bring about this most critical transformation. We welcome the author The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth and the mother of the concept of Psychological safety, it gives me great pleasure to welcome Amy C. Edmondson More about Amy here: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6451
Brad Shuck, PhD is an Associate Professor in the Department of Educational Leadership, Evaluation, and Organizational Development at the University of Louisville. He is also recognized as one of the world’s most knowledgeable experts on employee engagement and is a sought-after speaker from around the world. Brad’s work is recognized as some of the most influential research in the field of employee engagement and his insights are invaluable. On top of that, Brad is a drummer, a lover of all sorts of music and our discussion traversed topics from the social determinants of health to having parents that were patient enough to allow him to learn drums as a child. In our grooving session, Kurt and Tim dive deeper into creating a work culture of meaning and we ask the musical question: how does moving from town to town as a child impact your musical tastes? And don’t forget to join us for our 100th Episode Celebration on October 17, 2019 in Philadelphia! Eventbrite link: https://www.eventbrite.com/e/behavioral-grooves-100th-episode-event-tickets-73159537145 Links Brad Shuck email: drbshuck@gmail.com Brad Shuck web page: www.drbshuck.com Brad Shuck Google Connection: @drbshuck Teresa Amabile: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6409 Brad’s Research Shuck, B., Alagaraja, M., Immekus, J., Honeycutt, M., & Cumberland, D. (2019). Does compassion matter for leadership: a two-stage sequential equal status mixed method exploratory study of compassionate leader behavior and connections to performance in human resource development. Human Resource Development Quarterly, X, XX-XX. doi: 10.1002/hrdq.21369 Shuck, B., Peyton-Roberts, T., Zigarmi, D. (2018). Employee perceptions of the work environment, motivational outlooks, and employee work intentions: An HR practitioner’s dream or nightmare? Advances in Developing Human Resources, 20, 197-213. doi: 10.1177/1523422318757209 Shuck, B., #Osam, K., Zigarmi, D., & Nimon, K. (2017). Definitional and conceptual muddling: Identifying the positionality of employee engagement and defining the construct. Human Resource Development Review, 16, 263-293. doi: 0.1177/1534484317720622 Shuck, B., Nimon, K., & Zigarmi, D. (2017). Untangling the predictive nomological validity of employee engagement: Decomposing variance in employee engagement using job attitude measures. Group and Organizational Management. 42, 79-112. doi: 10.1177/1059601116642364 Shuck, B., Alagaraja, M., Rose, K., Owen, J., #Osam, K., & Bergman, M. (2017). The health-related upside of employee engagement: Exploratory evidence and implications for theory and practice. Performance Improvement Quarterly, 30, 165-178. doi: 10.1002/piq.21246 Shuck, B., Adelson, J., & Reio, T. (2017). The employee engagement scale: Initial evidence for construct validity and implications for theory and practice. Human Resource Management, 56, 953-977. doi: 10.1002/hrm.21811 Rose, K., Shuck, B., #Twyford, D., & Bergman, M. (2015). Skunked: An integrative review exploring the consequences of dysfunctional leaders and implications for the employees who work for them. Human Resource Development Review, 14, 64-90. doi: 10.1177/1534484314552437 Musical Links Folk Music: https://en.wikipedia.org/wiki/Folk_music A Lion Named Roar: http://www.alionnamedroar.com/ Mumford & Sons: https://www.mumfordandsons.com/ For King and Country: https://en.wikipedia.org/wiki/For_King_%26_Country_(band) John Coltrane: https://www.youtube.com/watch?v=EH3mb3oXCpw Rodd Stewart: https://www.rodstewart.com/ Kenny G: https://en.wikipedia.org/wiki/Kenny_G
Amy Edmondson is the author of "The Fearless Organization" and Novartis Professor of Leadership and Management at Harvard Business School. Amy Edmondson won the 2017 Thinkers50 Talent award and is best known for her pioneering work on teaming, innovation and psychological safety. In this episode, she covers - Her latest book, "The Fearless Organization", looking at creating psychological safety in the workplace for learning, innovation and growth - A pivotal moment in her career when she wrote to her hero, Buckminster Fuller, and ultimately secured a role within his business. - Her guide to creating cultures where knowledge and innovation flourish as a result of people feeling safe to contribute their ideas. The EMEA Recruitment Podcast with Paul Toms and Jenny Callum will take you through every aspect of recruitment. Looking at both sides of the process, Paul and Jenny will be offering career-changing advice to the job-seeker and essential exposure to recruitment ‘best practice’ for the hiring employer, giving each party an insight and understanding into the perspective of the other. This podcast is brought to you by EMEA - At EMEA Recruitment we are specialists in Finance, BI & Data, HR, Procurement, Supply Chain and Operations Recruitment at Middle-Management to Executive levels across Switzerland, The Netherlands and the wider EMEA & US region. With offices in Zug, Amsterdam and Nottingham our consultants are well networked and can offer knowledgeable advice within these regions. If you want to reach out to Amy, you can connect with her through her Harvard Business School page at https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6451 The podcast is hosted by founder of EMEA; Paul Toms and Executive Recruiter and Recruitment Marketing Specialist; Jenny Callum. To find out more about EMEA recruitment visit https://emearecruitment.eu/, follow EMEA Recruitment on LinkedIn or connect with Paul on LinkedIn at https://www.linkedin.com/in/paultomsemea/ or Jenny at https://www.linkedin.com/in/jennycallumemea/.
Idea to Value - Creativity and Innovation with Nick Skillicorn
In today's episode of the Idea to Value Podcast, we speak with Harvard Business School's Professor Amy Edmondson about her concept of Psychological Safety. To read the full article, go to https://www.ideatovalue.com/podc/nickskillicorn/2019/05/podcast-s2e36-amy-edmondson-creating-a-culture-of-psychological-safety/ She is the author of The Fearless Organisation, is the Novartis Professor of Leadership and Management at the Harvard Business School, a chair established to support the study of human interactions, and today we talk to her about what makes teams perform at their highest potential, what causes fear of sharing ideas within teams, and how psychological safety can prevent your teams (and company) being disrupted in the marketplace. Topics covered in today's episode: 00:01:30 - How the concept of psychological safety came out of an accident in her original research 00:02:30 - Trying to understand why "better" teams would be making MORE mistakes 00:04:30 - The misguided concept of what should make one team better than another Do they have the right goals? Do they have the right people to accomplish their tasks? Do they have the resources they need? Do they have access to coaching and support? Are they working in a supportive organisational context? 00:07:00 - Why getting "truth" in error data is actually very hard. This data is easy to hide and not report 00:08:30 - The problem with corporate cultures which try to avoid giving "bad news" This prevents companies from being able to learn 00:10:00 - What psychological safety means, and how leaders can create a climate where it can thrive Psychological Safety is a climate where people believe it is possible, expected and valued, that they speak up with relevant ideas, questions, concerns and even mistakes. 00:11:00 - How this context affects the willingness of people to raise ideas 00:12:00 - Examples of companies where there was no psychological safety (Volkswagen's Dieselgate scandal and downfall), and a high level of psychological safety (Pixar) 00:15:30 - Why building a culture of psychological safety is simple, but not necessarily easy 00:18:30 - The importance of asking questions Links mentioned in this episode: Amy Edmondson's HBS faculty page: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6451 Amy Edmondson's Linkedin Page: https://www.linkedin.com/in/amedmondson/ Bonus: This episode was made possible by our premium innovation and creativity training. Take your innovation and creativity capabilities to the next level by investing in yourself now, at https://www.ideatovalue.com/all-access-pass-insider-secrets/ * Subscribe on iTunes to the Idea to Value Podcast: https://itunes.apple.com/gb/podcast/idea-to-value-creativity-innovation/id1199964981?mt=2 * Subscribe on Stitcher to the Idea to Value Podcast: http://www.stitcher.com/s?fid=129437&refid=stpr * Subscribe on Google Play to the Idea to Value Podcast: https://playmusic.app.goo.gl/?ibi=com.google.PlayMusic&isi=691797987&ius=googleplaymusic&apn=com.google.android.music&link=https://play.google.com/music/m/Ifjlz5o2w27yr4wn7belsne26oq?t%3DIdea_to_Value_-_Creativity_and_Innovation%26pcampaignid%3DMKT-na-all-co-pr-mu-pod-16
Aspiring group out of the Midwest full of talent, Started this journey in 2013. To capture the world with not only our originality but with the stories ppl around the world can relate too. We like most have endured the trials & tribulations that come with chasing ur dreams, when I say we are know strangers to ups & downs & very familiar with wins & loses. Unlike most artist u listen too we really get it out the mud - 2Hard 2Handle Ent. 2Hard 2Handle ENT Presents Facid and King ET Running 2 Da Sales. Make sure to support the campaign and follow the movement. MAKE SURE YOU ADD AND RATE OUR TV CHANNEL ON ROKU PLUS CHECK OUT THE TRAILER TO OUR UPCOMING MOVIE https://www.youtube.com/watch?v=W9ducpf5XlQ&t=5s https://channelstore.roku.com/details/274957/beef-stew-radio-tv
In this episode of Let’s Fix Work, I talk with Professor Amy Edmondson from Harvard Business School and author of The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. HR leaders and executives love this book, and they love Amy for her rigorous take on what it means to create a high performing and humane work environment. Her name and ideas come up in my social circles over and over again. I've come to know of Amy’s work through many women that I admire. And since it’s really important to them, it’s equally important to me. So if you are interested in psychological safety, inviting participation, and creating a productive workplace of tomorrow, then listen to this week’s episode of Let’s Fix Work. In this episode you’ll hear: Why organizations are fearful in the workplace today Why people need to understand that our human instincts, and especially our human instincts in hierarchies, are at odds with our organizational goals The definition of psychological safety How we reconcile psychological safety and corporate social responsibility That psychological safety tends to be quite variable across groups in an organization How leaders in the middle have figured out that they want their group, their part of the organization to be engaged, dynamic, energized, and candid People need to feel free to be candid and feel free to offer candid feedback How leaders can create that fearless organization, what it looks like, and some concepts leaders can use Being a leader is so different than it was even 10 years ago, and it requires such an exceptional and extraordinary skill set What the fundamental job of a leader is today “How can you create the conditions whereby we can show up and do the work we need to do, but also keep thinking about how will we be doing it better tomorrow?” ~ Professor Amy Edmondson “Set the stage, invite participation, and respond productively.” ~ Professor Amy Edmondson Resources from this episode: Thank you to our sponsor: Ultimatesoftware.com/LFW Amy at Harvard Business School: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6451 Amy on LinkedIn: https://www.linkedin.com/in/amedmondson/ The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth: https://amzn.to/2XntpqW We're proud to be sponsored by Ultimate Software. They're a leading cloud provider of people management solutions with a commitment to continuing education for HR, talent, and payroll professionals. Ultimate Software is hosting dozens of free educational HR workshops around the country. Check out ultimatesoftware.com/LFW for more information on how to earn free HRCI, SHRM, and APA recertification credits.
https://accadandkoka.com/wp-content/uploads/2019/02/Chandra-pic-e1549144948426.jpeg ()Amitabh Chandra, PhD Some drugs cost more than diamonds though their health benefit seems marginal. Others cost less than a package of M&Ms though they are demonstrably life-saving. Some drug prices have spiked to 3-fold, 4-fold, or even 10-fold from what they were just a few years ago. Drug pricing seems to be an irrational and incomprehensible aspect of our economy. To help us gain clarity on the matter, we have as our guest Amitabh Chandra, the Malcolm Wiener Professor of Public Policy at the Harvard Kennedy School of Government and the Henry and Allison McCance Professor of Business Administration and the Harvard Business School. He is among the best decorated healthcare economists alive, having received the highest awards in the field. He is an elected member of the National Academy of Medicine, a member of the Congressional Budget Office panel of health advisors, and a research associate at the National Bureau of Economic Research. Professor Chandra has published seminal papers in the most highly ranked journals of economics and medicine. His research has been featured in The New York Times, The Washington Post, CNN, Newsweek, and on National Public Radio and has testified to the US Senate on matters of healthcare policy. GUEST: Amitabh Chandra, PhD. https://twitter.com/amitabhchandra2 (Twitter) and professional pages at https://www.hbs.edu/faculty/Pages/profile.aspx?facId=868461 (HBS) and https://www.hks.harvard.edu/faculty/amitabh-chandra (HKS). LINKS: Bagley N, Chandra A, Garthwaite C, and Stern A. https://catalyst.nejm.org/time-reform-orphan-drug-act/ (It’s Time to Reform the Orphan Drug Act.) (NEJM Catalyst, Dec 19, 2018) Chandra A and Gartwaith C. https://www.nejm.org/doi/full/10.1056/NEJMp1705035 (The Economics of Indication-Based Pricing). (NEJM Perspective, 2017) WATCH ON YOUTUBE: This episode is not available on YouTube Support this podcast
Listen to the podcast on iTunes: https://itunes.apple.com/us/podcast/out-of-office-a-travel-podcast/id1438098925?mt=2 This week the boys talk to Harvard Professor Matthew Weinzierl about space tourism and what it’s going to be like once we’re all weekending at the International Space Station. You might say this episode is “out of this world”...but if you did, we’d fire you as our copywriter. Things we talked about in today’s episode: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=496493 https://www.nytimes.com/2018/12/17/science/saturn-rings-vanish.html https://www.spacex.com/ https://www.blueorigin.com/ https://www.virgingalactic.com/ https://www.gizmodo.com.au/2014/12/that-time-congress-considered-building-cities-in-space/ https://en.wikipedia.org/wiki/The_History_of_Mexico_(mural) https://www.amazon.com/Atlas-World-Oxford-University-Press/dp/0190913037/ref=dp_ob_image_bk
Total Duration 50:41 Download episode 236 Would You Speak Up? Let's say your manager's boss is proposing an idea. It's not a terrible idea, but you have some concerns. Some questions. You're in a meeting, hearing about that idea, along with your peers, your boss, and other leaders of the company. Do you speak up? Do you keep quiet? What would you do? In this episode, we talk about one of the most important concepts I've learned this year: psychological safety. We're joined by Harvard Professor of Leadership Amy C. Edmondson to talk about her new book The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth, and I'm excited to introduce you to some ideas in the book. Learn more about Amy and her book at https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6451. Let's Stay In Touch! I hear from listeners almost every day, and I love it! How about you and I connect on LinkedIn? Go to https://PeopleAndProjectsPodcast.com/LinkedIn and send me an invite! Also, if you know of a group at your organization that has an upcoming large group gathering and uses outside speakers, let them know about the podcast! I'd love to work with them to help improve their ability to lead and deliver. Learn more at https://i-leadonline.com/keynotes. Thanks! Thank you for joining me for this episode of The People and Projects Podcast! SKYE CUILIN and CHEERY MONDAY by Kevin Macleod Licensed under a Creative Commons: Attribution 3.0 License.
I was very grateful to welcomed one of my inspirations onto the podcast in Amy Edmondson. I have followed Amy's work with interest over the past couple of years, seeing her work around Psychological Safety being critical to a healthier, more inclusive #futureofwork. We cover a wide range of topics including vulnerability, psychological safety, inclusion, leadership & my favourite manager / leader definition debate, to which Amy gives an awesome reply. Amy's new book "The Fearless Organization" is now out and can be found here -> https://www.amazon.co.uk/Fearless-Organization-Psychological-Workplace-Innovation/dp/1119477247 Amy can be contacted via the following means: LinkedIn - https://www.linkedin.com/in/amedmondson/ Website - https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6451 Please find here -> https://thelisteningorganisation.co.uk/ -> my human-centred cultural model in case this is of any interest --- Send in a voice message: https://anchor.fm/valuevulnerability/message
Bölümün sesiyle alakalı küçük problemlerimiz var, dinleyicilerimize şimdiden özür dileriz. Bu bölümde yeni bir podcast açıkladık. Paraşüt ekibinden Andaç ve Eran, ürün geliştirme alanında çalışan kişilerle ropörtaj yapacakları "Üretim Bandı" adlı bir podcast yapmaya başladılar, biz de gümlet medya üzerinden kendilerine elimizden geldiğince destek olmaya çalışıyoruz. Dinlemek için:https://itunes.apple.com/tr/podcast/%C3%BCretim-band%C4%B1/id1316366757?mt=2gümlet medyanın yayınladığı bir diğer podcast olan serbest oyun imalatı'yla alakalı büyük gelişmeler bulunuyor. son bölümlerini dinleyip konudan haberdar olabilirsiniz:https://itunes.apple.com/tr/podcast/anytown-3-d%C3%B6neme%C3%A7ler-ve-kararlar/id1266190048?i=1000395079961&mt=2bu hafta düzenlenmiş olan scalex days etkinliği hakkında konuştuk. etkinliğin detaylarını içeren sayfayı aşağıda bulabilirsiniz:https://www.scalexventures.com/events/konuşmacılar ile alakalı daha fazla bilgi için:Ramon Casadesus-Masanell: http://www.hbs.edu/faculty/Pages/profile.aspx?facId=24279Ranjay Gulati: http://www.hbs.edu/faculty/Pages/profile.aspx?facId=77265bölümün son konusu olarak tuna'dan "otomatik" benzin fiyatlaması nasıl oluyor, onu öğrendik. daha fazla bilgi için:https://en.0wikipedia.org/wiki/Gasoline_and_diesel_usage_and_pricing
The O’Reilly Design Podcast: Collective alignment, shared value, and design thinking.In this week’s Design Podcast, I sit down with Jim Kalbach, designer, instructor, and author of Mapping Experiences. We talk about the relationship between design and design thinking, how to get started with mapping experiences, and the notion of shared value as a strategic competitive advantage.Here are a few highlights from our conversation: Mapping experiences: The great aligner The strategic function of the activity of mapping experience that I focus on in my book, is about helping organizations to really see the world differently through the eyes of the customer to the degree possible. That's just one tool that helps us do that. It's not a silver bullet, and there's other things that people do, like personas and other types of research, and other types of activity, so I think it fits in with a range of things that we're doing to help us understand the complexity of end-to-end experiences. How is that value perceived by the customers? Sometimes the value that we think we're creating isn't perceived that way. It's really about that outside-in perspective. It starts by aligning to the outside, toward the customer perspective. That's a collective alignment. It doesn't matter if there’s one user researcher, one business stakeholder who has that perspective. Is the team aligned? I talk about two levels of alignment in the book. That one is aligning the perspective toward the customer, but then it's getting on the same page as a team. … I think there are five questions that you need to ask. I recently just wrote a blog post on this. ... The five questions are, what's your point of view? What's the scope? What's the focus? How are you going to structure the information? How are you going to put it to use? Design vs. design thinking Design thinking is not what designers do. I always say, 'Designers design.' Design thinking is a way to apply that type of thinking to other problems, so we use design thinking to solve business problems, or we use design thinking to solve marketing problems, right? Obviously, we use that to solve service design challenges as well. What design thinking does, in my opinion, is it kind of demystifies that magic wand that they think designers have. Designers feel comfortable with uncertainty, I think—you have to be to be a designer, because you don't know what you're going to end up with at the end of the day. To some people, that's kind of scary, and I think what design thinking does is it gives them a framework to feel comfortable. To say, 'It's okay if you don't know the answer. We're going to show you a way that you can consistently get an answer, even if you don't know what that outcome is before you get started.' Shared value: Doing good while turning a profit Shared value is a concept that Michael Porter, the famous strategist, Harvard Business Review professor, literally wrote all of the classic volumes on business strategy. The concept of shared value is something that he pioneered, I think it was 2012; it was articulated in a landmark article in the Harvard Business Review called “Creating Shared Value.” He's thinking about, what's the next thing? What he's saying is companies aren't solely about maximizing profit anymore: it's about maximizing profit and contributing something back to society. He's saying that's where companies are leaving money on the table. It's actually a strategic and a business move—he's saying that we have to not only think about the products and the services that we deliver and what the competitive advantage of those are, but also how are we creating those? Who are we partnering with? What are the materials that we're sourcing with? What's the environmental and educational and societal impact of the way that we do business? You can turn that into a competitive advantage. … I think this idea of moving from shareholder value, maximizing your bottom line, to shared value, how do we maximize the bottom line and contribute back to society—I think that's just a fascinating movement.
The O’Reilly Design Podcast: Collective alignment, shared value, and design thinking.In this week’s Design Podcast, I sit down with Jim Kalbach, designer, instructor, and author of Mapping Experiences. We talk about the relationship between design and design thinking, how to get started with mapping experiences, and the notion of shared value as a strategic competitive advantage.Here are a few highlights from our conversation: Mapping experiences: The great aligner The strategic function of the activity of mapping experience that I focus on in my book, is about helping organizations to really see the world differently through the eyes of the customer to the degree possible. That's just one tool that helps us do that. It's not a silver bullet, and there's other things that people do, like personas and other types of research, and other types of activity, so I think it fits in with a range of things that we're doing to help us understand the complexity of end-to-end experiences. How is that value perceived by the customers? Sometimes the value that we think we're creating isn't perceived that way. It's really about that outside-in perspective. It starts by aligning to the outside, toward the customer perspective. That's a collective alignment. It doesn't matter if there’s one user researcher, one business stakeholder who has that perspective. Is the team aligned? I talk about two levels of alignment in the book. That one is aligning the perspective toward the customer, but then it's getting on the same page as a team. … I think there are five questions that you need to ask. I recently just wrote a blog post on this. ... The five questions are, what's your point of view? What's the scope? What's the focus? How are you going to structure the information? How are you going to put it to use? Design vs. design thinking Design thinking is not what designers do. I always say, 'Designers design.' Design thinking is a way to apply that type of thinking to other problems, so we use design thinking to solve business problems, or we use design thinking to solve marketing problems, right? Obviously, we use that to solve service design challenges as well. What design thinking does, in my opinion, is it kind of demystifies that magic wand that they think designers have. Designers feel comfortable with uncertainty, I think—you have to be to be a designer, because you don't know what you're going to end up with at the end of the day. To some people, that's kind of scary, and I think what design thinking does is it gives them a framework to feel comfortable. To say, 'It's okay if you don't know the answer. We're going to show you a way that you can consistently get an answer, even if you don't know what that outcome is before you get started.' Shared value: Doing good while turning a profit Shared value is a concept that Michael Porter, the famous strategist, Harvard Business Review professor, literally wrote all of the classic volumes on business strategy. The concept of shared value is something that he pioneered, I think it was 2012; it was articulated in a landmark article in the Harvard Business Review called “Creating Shared Value.” He's thinking about, what's the next thing? What he's saying is companies aren't solely about maximizing profit anymore: it's about maximizing profit and contributing something back to society. He's saying that's where companies are leaving money on the table. It's actually a strategic and a business move—he's saying that we have to not only think about the products and the services that we deliver and what the competitive advantage of those are, but also how are we creating those? Who are we partnering with? What are the materials that we're sourcing with? What's the environmental and educational and societal impact of the way that we do business? You can turn that into a competitive advantage. … I think this idea of moving from shareholder value, maximizing your bottom line, to shared value, how do we maximize the bottom line and contribute back to society—I think that's just a fascinating movement.
This week, we talk with Joel Goh in Boston, MA. Joel is an Assistant Professor of Business Administration in the Technology and Operations Management Unit at Harvard University. He recently partnered with Stanford University on a study regarding the impact of work stress on your health. Joel and his team released their findings in a paper titled "Workplace Practices and Health Outcomes: Focusing Health Policy on the Workplace." Joel shares his findings on the common work stressors and negative health outcomes associated with them. Listen and learn more! If you've enjoyed the program today, be sure to subscribe to the Copeland Coaching Podcast on iTunes to ensure you don't miss an episode. To learn more about Joel and his research, visit his website here: http://www.hbs.edu/faculty/Pages/profile.aspx?facId=731200.
Invited by MISUM, Harvard professor Robert Eccles talks about integrated reporting, that is a single report that combines combines an organization’s financial and nonfinancial (environmental, social and governance) performance and illuminate the relationship between the two. Eccles ends this IFL Play podcast by introducing the idea of a Sustainable Market Lab, using Stockholm and Sweden as a test-bed for new policy innovations. More on MISUM: https://www.hhs.se/misum More on Robert Eccles: http://www.hbs.edu/faculty/Pages/profile.aspx?facId=126059
Markets After three days of losses, markets returned to positive territory on Wednesday, spurred on by Federal Reserve Chairman Ben Bernanke's comment that the Fed is prepared to do more to stimulate the economy if it falters. News Corporation added 58 cents after the beleaguered media giant announced it will abandon a bid for full control of a British satellite broadcaster. The Dow gained 45 points, closing at 12,492. The Nasdaq rose 15 points, ending at 2,797. And the S&P 500 gained four points, finishing at 1,318. Keeping an Eye on Debt NegotiationsStock portfolio managers say investors are keeping a close watch on Washington, and the halting negotiations over raising the debt ceiling.Jeffrey Cleveland, senior economist with the investment management firm Payden and Rygel, said investors and money managers expect the president and lawmakers will come to an agreement, but the debate isn't helping overall confidence."This does leave a cloud of uncertainty hanging over not just the market, but the economy," he said. "So there's this big question of what's going to happen next and I think that does make investors more hesitant than otherwise would be the case." Cleveland said everyone's focused on what could happen if the nation defaults on its debts, but few are talking about the long term economic effects from a deficit reduction deal. Creating a Better Relationship with Your Boss Unless you are a CEO or run your own business, you probably have a boss. If you're lucky, you enjoy working with your manager. But for many of us, the boss we have isn't necessarily the boss we want. Is there a way for you to have a better relationship with your boss? Linda Hill, runs the Leadership Initiative at Harvard Business School, where she is also a professor. "Often we think we are supposed to be relatively passive in this relationship, and that the boss sort of tells us how the relationship would be," she said. "But unless the boss really understands what will allow you to be effective on your job, the boss may or may not come up with the right way of your working together." Hill offers some other tips on working together with your boss.
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