Podcast appearances and mentions of Frederick Winslow Taylor

In this insightful episode, Gary Hamel discusses the foundational ideas behind his book, 'The Future of Management.' Delving into the historical context and evolution of management principles, Hamel explores how long-standing conventions, established by early 20th-century theorists like Frederick Winslow Taylor and Max Weber, continue to shape modern companies. He underscores the need for a radical rethink in organizational management to address contemporary challenges such as innovation, strategic renewal, and employee engagement. Drawing parallels from history, Hamel illustrates how groundbreaking management innovations in companies like Whole Foods, WL Gore, and Nucor have driven exceptional performance. He emphasizes the importance of creating human-centric workplaces that inspire and motivate employees, advocating for a shift away from bureaucratic, control-driven models towards environments rooted in purpose, community, and mutual respect. Join us for part one of this engaging conversation with one of management's leading thinkers.   00:00 Introduction to the Future of Management 02:01 The Origins of Modern Management 04:17 The Evolution of Management Innovation 08:49 Military Analogies in Management 12:34 The Layers of Innovation 22:20 Historical Management Innovations 29:56 The Industrial Revolution and Management 36:48 The Overlooked Innovation: Management 37:20 Taylor's Influence on Productivity 38:00 Ford's System and Its Limitations 39:04 Bureaucracy: A Double-Edged Sword 41:32 Adapting to the Knowledge Economy 43:16 The Role of Computational Power and Connectivity 45:50 The Need for Organizational Innovation 53:34 Case Studies: Whole Foods and Gore 01:01:54 Building Human-Centric Organizations 01:05:03 Concluding Thoughts on Leadership and Innovation

I'm so excited to share this special 20 min episode stack as a highlight with a powerful message. I'm publishing this curation to help you make the most of your time. The episode features segments from the episode 097 and 98 all about how to effectively manage your time. https://richie.libsyn.com/the-rise-of-anti-time-management-a-history-of-time-management ====== Time management was never designed to give you freedom. Time management was designed to control you...not for you to control your time. Stop managing time. Start prioritizing attention. Read while you listen! There are many sources and quotes on this podcast. Richie Norton included a bonus chapter for you to review additional sources cited and/or for context for your research and bibliographic enjoyment. You can read along and follow the sources by grabbing the bonus chapter to Richie's new book Anti-Time Management at www.richienorton.com/time.   This podcast is a keystone, flagship, deep dive into the history of Frederick Winslow Taylor, the Founder of Scientific Management, Time Management, Time and Motion Study and more. The historical nature of this content is intentionally shared through the lens of 21st century social and technological shifts. This powerful podcast demonstrates how time management is a painful path to strive for meaningful work because it was not a tool designed for that (and what to do about it).   BONUS CHAPTER TO ANTI-TIME MANAGEMENT   The Fall of Time Management, The Rise of Anti-Time Management—On Taylorism: A History of Time Management and Frederick Winslow Taylor, Founder of Scientific Management   Go to www.richienorton.com/time and grab this bonus chapter.   Building upon the concepts introduced in Anti-Time Management, Richie Norton shares the principles that got us to where we are, the consequences and what to do now to make choices that actively free up your time now and in the future.   MORE RESOURCES   Download your free Time Tipping Toolbox to move from distraction to action, prioritize attention, and reclaim your life in ninety days. The 90-Day Challenge leads you step-by-step, day-by-day, by project, to help you bring about the lifetime experiences you've been waiting a lifetime to live.   For ongoing tools, worksheets, and strategies to integrate your Time Tipping practice provided by Anti-Time Management go to: RichieNorton.com/Time.   Want to continue the conversation? Join us!   RICHIE NORTON'S ANTI-TIME MANAGEMENT COMMUNITY: www.facebook.com/groups/antitimemanagement   RICHIE NORTON WEBSITE: http://www.richienorton.com/   RICHIE NORTON SOCIAL:   INSTAGRAM: https://www.instagram.com/richie_norton LINKEDIN: http://www.linkedin.com/in/richardnorton FB: https://www.facebook.com/richienorton TWITTER: http://www.twitter.com/richienorton

If you've ever lost your job thanks to a management consultant coming through your company or been timed for how fast you work, you can thank Frederick Winslow Taylor, the father of scientific management. If that field sounds made up that's because it is.See omnystudio.com/listener for privacy information.

What does it take to be an effective Scrum Master? In this episode, Brian Milner and Gary K. Evans, author of The Effective Scrum Master, explore the nuanced role of Scrum Masters, the importance of people skills, and the shift from efficiency to effectiveness. Overview Join Brian Milner as he chats with Agile coach and author Gary K. Evans about the essential qualities of an effective Scrum Master. From fostering self-organizing teams to balancing proactive leadership with people-centered strategies, this conversation unpacks the skills and mindsets needed to thrive in the role. Whether you’re new to Scrum or a seasoned pro, this episode offers fresh perspectives and practical advice for taking your Agile expertise to the next level. References and resources mentioned in the show: Gary K. Evans The Effective Scrum Master: Advancing Your Craft by Gary K Evans Join the Agile Mentors Community Mountain Goat Software Certified Scrum and Agile Training Schedule Certified ScrumMaster® Training and Scrum Certification Advanced Certified ScrumMaster® Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Gary K. Evans is a seasoned Agile Coach and author of The Effective Scrum Master, with over 30 years of experience transforming Fortune 100 and 500 companies through Lean-Agile practices. Known for his expertise in building high-performing teams and training over 15,000 professionals, Gary brings a unique focus on people-centered solutions to complex organizational challenges. Auto-generated Transcript: Brian (00:00) Welcome in Agile Mentors. We are back and it's another episode of the Agile Mentors podcast. We're getting towards the end of the year. I am here with you, as always, Brian Milner. And today I have a very special guest with me, Mr. Gary K. Evans is with us. Welcome in, Gary. Gary (00:17) Thank you, Brian. It's great to be here. Brian (00:19) Very glad to have Gary with us. Gary is an agile coach. He's a lean consultant. He owns his own company called Evanetics, but he is also the author of a newly published book that came out this summer. It's called The Effective Scrum Master. And it really is a comprehensive guide. It's a really interesting read. So I thought we'd have him on to talk to us about. what that means, an effective scrum master. So scrum master is this episode, I think it's gonna be really a special one for you. So Gary, let's start with that question. When you say an effective scrum master, what is an effective scrum master? Gary (00:56) In my experience, I've worked with a lot of Scrum Masters who go through the motions, they understand the events, they focus on how to run these Scrum events. But the teams flounder and they struggle with what should I do next? How do I anticipate things? And the Scrum Masters themselves often get very frustrated. One of the complaints that I hear, especially from early to mid-career Scrum Masters is I have this anxiety. How do I know that my team is operating as efficient, as efficiently and effectively as they can because they focus so much on efficiency. So this idea of effectiveness really is much more important. In fact, John Kern, one of the co-authors of the Agile Manifesto, who wrote the foreword for my book, he focused in on that word effective because we spend so much of our energies trying to be efficient. that we aren't accomplishing what we need to do, which is to build self-organizing, mature teams. And that's really the focus of my book. Brian (02:01) That's an awesome distinction, I think, because I like that a lot. There's a conversation that I will have sometimes in class about how that drive or search for trying to be not effective, sorry, what was the other word that you used? Efficient, sorry, sorry, just slipped my mind, ADHD. But the efficient kind of quotient there I think is... Gary (02:18) Efficient. Brian (02:27) something that in business in the business world today is a highly visible term. It's something that everyone seems to think is needed. But, you know, that really dates back to sort of the assembly line and efficiency experts that would stand behind you with a stop clock and try to get you to do something, you know, point two seconds faster so that it would total up to, you know, more productivity over the course of the day. But that's not the kind of work we do. Gary (02:56) I love the fact that you've mentioned that that was really the Frederick Winslow Taylor scientific management approach. And it was very much based on this idea of efficiency. But I have seen so many teams and as an agile coach, I've had multiple experiences of teams that are very, very efficient at going in the wrong direction entirely. They've lost their focus on true north. They don't understand what it is they're actually supposed to do. They think that the Scrum Guide, 14 pages in the Scrum Guide, is their Bible. And that's all that they need to know. And nothing could be further from the truth. Brian (03:37) Yeah. Yeah. And to me that, you're talking about efficiency versus effectiveness. You know, if we were a company that was trying to create a new drug to cure some disease, you know, I want effective. I don't want efficient. I don't want someone, I don't want to produce a million pills that don't work. I want to produce, you I'd rather produce one that works, you know. Gary (03:59) Exactly. Brian (04:05) And that seems to be kind of something that I think a lot of teams are missing today. Gary (04:09) It does indeed. Brian (04:10) Well, good. I like that distinction. I think that's a good distinction and that's a good place for us to start to think about this role as being kind of more effective. I think that they're sort of, I don't know, I'm kind of curious what your take is on this. Is it a marketing problem? Is it an education problem? Why is there so much confusion, I think, about what a scrum master, what a good scrum master is? Gary (04:41) That's a really deep and broad question. Part of it is that in the beginning, when Scrum was introduced into the community and was just beginning to become known, there were two attributes of Scrum Masters that were repeated again and again and again. That was you became a servant leader for the team and you removed impediments. Brian (04:44) Just a light casual one here. Gary (05:09) Unfortunately, most people stopped at that point. And they didn't realize that this, the Scrum Master role, and I'll admit, I take a very expansive view of the Scrum Master role because I've been doing this since 1993, basically, 1994. And I've learned through making lots and lots of mistakes. And the idea that All we have to do is be a servant. Well, what does that mean to be a servant leader? Nobody ever really defined it. I actually wrote an essay a number of years ago on what it meant to not be a servant leader so that I could understand by contradiction what it was that I should be doing. I called it the top 10 scrum master crimes. And really, a lot of them really had to do with crimes because it's very easy for a scrum master to start to merge into making decisions for the team that the scrum master should not be making. Now, there are times when a scrum master should direct the team, should make decisions for the team if the team is not qualified to make certain decisions because they're just too new. But this idea of being a certain leader There's so much more to that. In my expansive view of the Scrum Master role, it is not a process role first. It's a people role. And to be an effective Scrum Master, you have to be an effective people person. I've worked with so many teams and coached Scrum Masters. Scrum Masters just did not like people. They weren't people persons. And the teams responded accordingly. So. A lot of the coaching that I do with my Scrum Masters is you've got to reach deep. You've got to be able to get into people's lives rather than hold them off, you know. And so a lot of it has to do with that. Brian (07:10) I love that. I wholeheartedly concur with that. I've talked on this podcast a little bit about how it seems like we've lost the focus of that first line of the Agile Manifesto, individuals and interactions over process and tools. And I mentioned when I go to Agile conferences sometimes, I feel like the majority of the talks that I see and hear are process and tools talks rather than know, individuals and interactions talks. And I can't agree more. I think that's really a focus for us as Scrum Masters is the individuals and interactions portion, the people portion. You know, our teams are made up of people and if we're not good with helping understand how people work together, we're kind of really missing the value of what it is we deliver to the teams, I think. Gary (08:04) And Brian, the people are all different. And to have a one size fits all because the scrum guy says do X, and Z. Well, that'll work for some people, but it will not work for others. And it may even build resentment within the team because they feel that they're being treated unfairly. The focus, the theme of my book and the reason I wrote the book. Brian (08:06) Right, exactly. Gary (08:30) is that I had seen so many teams that were floundering under Scrum Masters who really didn't understand their own role. And I came up from my experience, I defined four different categories that helped to elaborate what the Scrum Master should be if they want to be effective. And I labeled those as Sherpa, Shepherd, Sheepdog, and Diagnostician. I couldn't really think of a word. I started with an S for diagnosticians. But I have a strong medical background, so diagnostician really helped because the sherpa is the expert. And to be an effective scrum master, you have to be an expert, not at scrum, but at agile. We really want, I want my scrum masters to be agile masters. And as a coach, I'm constantly pushing them. How are you improving your craft? And what is involved in that craft? So you've got to be an expert. Brian (08:58) Hahaha. Gary (09:26) Now for a new scrum master, that's a contradiction in terms. You can't be an expert if you are just at the beginning of the journey. But there are things that you can do. And I discussed this. In order to from exposure, you can gain experience. And from experience, you can generate expertise. And so that's the first one. If ultimately you need to be a master of Agile. Secondly, a Sherpa and then a... a Sherpa and then a Shepherd, you have to be able to guide the team. And you can't guide somebody if you haven't been through that path before. So this is where the issue of longevity, education, and just exposure and experience with different teams on different projects. This is where the maturity comes and you start to develop a depth of understanding. But then there's the hardest part, the hardest persona of the scrum master is the sheepdog. This is where you are the protector of the team. And so many scrum masters fold in this area because a threat will come either from management or from within the team or somebody outside the team like a product owner. And the scrum master doesn't understand how to protect his or her own team. I'll share a little war story with you that is in the book. I had a product owner who one morning came in and just started ripping through several of my team members. I don't know what happened at that point. I stepped between him and the team and I said, do not take another step forward. I was ready to defend my team physically. It didn't come to that. And later I learned the reason for why he was so upset. But if you're going to be a sheepdog and protect your team, it may require personal sacrifice. It may require professional sacrifice. And this is the area where so many scrum masters, they can't deal with that part because they don't have that confidence. So you've got the Sherpa who's the expert, the shepherd who is the guide. The sheepdog who's the protector and finally the diagnostician who is the healer. Things are going to go awry and you have to have a way of diagnosing what the root cause of the problem is. And this is where the issue of metrics and understanding your team members, building a rapport with your team members that quite often is extremely intimate. I have had team members, I have a series of questions I ask all my team members so that I understand their background and such and also things that I need to be aware of. And I will ask them, do you have any medical issues or other accommodations that we might need to consider for you? This is an issue of respect so that we don't put somebody in an uncomfortable situation. It's a strictly private conversation. I've had people share with me that they have a drug problem. that they're caring for an ailing parent, that they're going through a divorce, all kinds of different issues that come out. And we work out special signals so that if they're having an episode someday, they just give me that signal. And I know that I need to either give them space or give them some special consideration. This is what I mean by the people issue. You've got to get to the point where you allow people's lives to splash onto you and you get wet with their issues. And yet you still have to maintain your autonomy and separation in order to work with the whole team together. The Scrum Master role is extremely complex from my perspective because it involves people, as you say, individuals and their interactions. That's where we have to start. Brian (13:33) I agree. And that's a great call out to say, to talk about there, just the idea that, you these are, these are individuals, not, they're not robots, you know, like they're not AIs yet. These are human beings and they have lives outside of work. They have things that affect them. And if they're going through a divorce, like you said, then you think that might affect their work life? Well, of course it will. Cause they're a human, right? And that's gonna... Gary (13:43) Right. Yes. Brian (13:57) that's going to affect their, their mood that day. That's going to affect, you know, how productive they are. It's going to affect lots of things. And, and, you know, we, we've talked here on the podcast a little bit about making accommodations for people with different, neurodivergent traits like ADHD or, autism or other things like that. And, know, I've always loved the idea of, know, putting people in the best position to be successful, you know, trying to understand what is. unique about them, strengths and weaknesses, so that you can help them to be put in a position that they can shine, right? They can really contribute in their own unique way. And we have to allow for both those strengths and weaknesses. We have to help them with the weaknesses. We have to put them in a position to share their strengths. Gary (14:49) And this leads to a slightly different topic if I can move up a little bit. The scrum master role is an endangered species right now. And there's a reason for that. There's several reasons for that. One of which is what we've been talking about. So many scrum masters are not people persons. And as a result, the teams are not accomplishing what the organization needs. And therefore the scrum master is regarded as overhead. Brian (14:52) Yeah, please, please, please. Hmm, yeah. Gary (15:19) as ineffective. And frankly, that's correct. There are currently, if you look at the Scrum Alliance and Scrum.org, I got the figures from these companies as of the beginning of this year, there are about two million Scrum Masters in the world right They're not all equally effective, Many of them are PSN1s from Scrum.org and there are like 625,000 of those, that type of thing. And then you get 39,000 PSN2s and then you get a thousand or so PSN3s. You can see the drop off there, just huge drop off. And the certification issues lead people to think that they're a Scrum master. Scrum two days or? An online examination doesn't prepare you. It simply doesn't. We've not done a good job of helping people understand through these major certification roles. that this is a starting point, but it's not going to make you effective. And part of it is it's become commoditized. And so we have this issue of lots and lots of scrummasters, most of whom really are not people persons and most of whom don't understand how to deal with a team and build a team rather than just an assembly of individuals. I've taken over teams that have been floundering. I've done this multiple times. And on day one, it's a series of isolated individuals. That's the best that they could have. Because there was no cohesion that could be found. And that always takes me a lot of effort and a lot of time to figure out how can I find cohesion within the team. So it's exhausting. The Scrum Master rule is really exhausting at times. And if someone's not tired at the end of the day, they're not doing it right. Brian (17:22) Yeah, I really am in alignment with what you're saying here. And I've thought about this issue a lot as well, and just the idea that we seem to find ourselves in a situation where, as you said, there's a lot of people who have that certification. And as someone who gives people certifications, I have to take my own part in that. I have to accept my own role and what that plays in it. But I think that you're right to... The training is necessary, right? You have to understand the basics. You have to understand these things before you can do anything else. However, I think that the disservice that the industry has done is to make this proclamation that if someone is certified, that they are ready to lead. And that really is what a Scrum Master is, is a leader in the organization. They're a leader for the Scrum process in the organization. And that's just... Gary (17:55) Yes. Yes. Brian (18:23) not true, right? It just takes more ongoing mentoring and coaching for that person to get to a place where they are really a, you know, what we would call a change agent, right? They are there to, you I always like to use the term infect the organization. They're there to spread and infect this mindset, this philosophy. And if we don't understand it ourselves, if we're not really living that philosophy, If we want our team to be experimentation based and we don't experiment ourself and we don't kind of demonstrate to them what it looks like to experiment, to try things, to fail, to figure out why that didn't work and then apply a new change and say, let's try something different. If we don't demonstrate that, not just tell them, but demonstrate it, they're never going to get that. They're going to stay, as you said, a collection of individuals. And I think that's, to me, that seems to be one of the big issues today with Scrum Masters and with Scrum in general is just that we have, you know, in opposition to your book, ineffective Scrum Masters that aren't really helping people see what Scrum should be. Gary (19:41) Exactly. And you've touched on what I call the four E's, which are exposure, experience, expertise, all built through experimentation. And you use that word to experiment. We need to experiment. But experimentation takes courage. Now that is one of the Scrum values. But when you get a young person or a new Scrum master who's in a role in an organization that may have certain, let's say, unsafe environment and cultural factors. It's very difficult for most people to build that courage to say, we've got to change this and become agents of change. Now, obviously they can, they should be diplomatic. They should be respectful, but they should also be persistent. But being able to see that requires a vision. You have to be able to be able to look around and see where are the big problems that we have? Why should I rearrange the deck chairs on the Titanic if the ship is sinking? Brian (20:41) you Gary (20:45) And so having that vision, again, comes from maturity. And the Scrum Masters that I work with, I push them pretty hard because I want them to grow. And every one of them has thanked me. But they didn't thank me during while it was happening. Brian (21:06) Ha Yeah. Yeah, I can understand that. mean, we, you know, one of the analogies I'll use there is like, we, a lot of us that have gone through the process and become a trainer will say it was hell while we went through it, but we look back on it and think that was necessary. We needed to go through that. now that we've gone through it we're on the other side, that was a necessary component of becoming an effective trainer was really seeing it up close and personal and seeing how other people do it. So I completely get that. Gary (21:31) Exactly. Brian (21:36) I want to ask you a question here that I know this is a loaded question. I get this question all the time. But I thought it might be interesting to hear your perspective on this from the effective Scrum Master perspective. People constantly ask, well, what does a Scrum Master do all day? Because when you look at the Scrum Guide and you look at the things that we have as responsibilities, You know, the two main responsibilities we have that are ongoing is to make sure events happen and make sure that the time boxes are kept according to the Scrum Guide. But I try to tell people there's a lot that goes on between those events. It's not just about the events, right? There's a lot that we do. just help our audience. For those people who are listening and don't really have a clear picture of what a Scrum Master does, just give us some samples of what you see as activity that effective Scrum Masters would take on a regular basis. Gary (22:30) What an interesting qualitative question. Brian (22:33) Ha ha ha. Gary (22:34) And I say qualitative on purpose. What does a scrum master do? What a scrum master should do is listen, listen a lot, observe, even if you're remote and virtual. You should be monitoring the Slack channel. You should be having video sessions. You should be attending team discussions whenever you can, but not only to listen, but to be the last one to speak. This is a big issue. So a scrum master often is considered to be doing nothing. But what the scrum master is doing is listening, watching, being the last to speak so that he or she does not taint the conversation among the team members. And it's very easy for that to happen. They should be compiling. team metrics. And I have a very lengthy section in the book on metrics, not only velocity and burn down charts and that type of thing, but a number of other other metrics that I've developed over the years for my own teams. So that the Scrum Master and the team can understand their own performance. They should be training, obviously, as a Sherpa, as an expert. They should be conveying knowledge to the team and they should be teaching every time they're talking to somebody, they should be teaching someone. So it's not a prescribed set of activities in my estimation of what a scrum master does. And I'm going to I'm going to use an analogy here. And it's going to it's going to offend some people because they're going to say, that's a terrible analogy. Well, it's actually a good analogy if you take it as that. The scrum master is like a parent. and needs to nurture the family. How does a parent, what does a parent do? They listen, they observe, they teach, they guide. Sometimes they have to protect, sometimes they have to discipline. And these are all skills that make for a good effective scrum master. So as I say, it's a qualitative issue. But a person who cannot parent well, I'm not saying the team are children, I'm saying they're your family. You need to parent your family. And you need to, as an experienced person who hopefully has a bit more experience and exposure and wisdom. and has better insight into how the world works, even the world of the organization, the Scrum Master has to be able to convey that on a day-to-day, hour-to-hour basis. It is not a part-time job. It is a full-time, exhausting, boots-on-the-ground position that many people just cannot fill. It's sad, but not everybody can do everything. Coming back to the certifications again, job ads always want to know you need to have a CSM or a PSM. You need to have an ACSM, type of thing, advanced certified Scrum Master. These are proxies that companies use because they don't know what a Scrum Master does. They don't know how to qualify it. So they try to quantify it through a certification. And what they have are two million Scrum Masters. who are certified in the world. How many of those are really good? Not all of Brian (26:06) Right. Gary (26:07) So the reason that I dwell on this a little bit, Brian, is my book is there to help people understand. not only the limits, but the expanse of what they should do. And there are limits to what a scrum master should do, but there's also an expansive view of they need to do more than just be a servant leader and remove impediments. Those are important. That's not the end of it. Brian (26:33) I agree. It's kind of interesting because it's a delicate balance, right? Because it's sort of like, you know, there's not a recipe. There's not a clear, hey, here's the 10 things that you do every day. And just when you come in the morning, check this list off and do these things, right? There's not that. But I think that the other mistake that I see some Scrum Masters make sometimes is that they treat it as being a purely reactive kind of position where I'm going to sit back and wait for things. And then when something happens, then I'll, then I'll jump in and I'll do something based on what someone else has done, which I think is a mistake as well. We we're proactive. We were very proactive to, to make an impact and make a difference. And when we recognize something's needed, we, got to jump in there. We got to get in there and do something about it when it's needed. you wouldn't want to have a coach of a team who set back and just, you know, Gary (27:26) It is. Brian (27:30) waited for someone to come to them and ask them for questions. There's no strategy. There's no paying attention to fundamentals. All those things would kind of go out the window if that coach isn't more proactive with his approach towards his or her approach toward the team. Gary (27:45) Exactly. That's a wonderful analogy because I was a soccer coach as well. I'm a soccer player as well. And when I'm coaching youth or that type of thing, I have to teach them how to use this sideline, the touch line in order as a virtual defender. need to have been on the field to know how to teach them how to operate on the field. And if I can't get involved with them, if I just wait until they make a mistake, they're going to make a lot of mistakes. Brian (27:48) Hmm. Gary (28:14) And you've touched on this idea of the passive scrum master. Scrum master is not a passive role. I had a product owner, one of the best that I've ever worked with in my career. We were having a very heated conversation one day, as we often did. And he said, Evans, you're an activist scrum master. And I had never heard that before. And I reflected on it a little bit and I said, Chuck, you're right, I am. But not everybody has that kind of personality. So each scrimmaster has to identify where they may need to improve, maybe some of their assertiveness, some others need to learn how to hold back. It's a learning curve. It's a learning 24-hour-a-day learning session. We're all different. teams are different, the Scrum Masters are different. And as we get more experience and develop more expertise, we handle things differently as a result of that growth. And my role as a coach is to grow the Scrum Masters, to grow the teams. And I've loved it because I love working with people. So you get to work with people, you get to solve problems and you get to see tangible results in people's careers. What more could you ask? Brian (29:36) Right, right. I'm with you. I'm right there with you. I can't agree more. Well, this has been a great discussion. just want to, you know, we mentioned already your book is called The Effective Scrum Master. We're to put links in our show notes to that if people want to go and find that and just, but you can find it on Amazon. Gary K. Evans, The Effective Scrum Master. Gary, how can people find out if they want to get in touch with you or find out more about your work, how can they get in touch with Gary (29:37) Thank Well, appreciate that. I am currently putting up, there is a, we have a website. It's called effectivescrummaster.com. I'll repeat that. Effectivescrummaster.com. There's a sign up link there. It's the page is just under construction at this point. It's live, but people can go up and they can enter an email to be notified when we start to make changes. There'll be some free information there, some resources that they can download. We've got a plan on how we're going to roll this out, but that's just beginning. And so I hope that people will go and visit that and hopefully we'll be able to develop a relationship and they'll be able to reach out to me through that website. Again, effectivescrummaster.com. Brian (30:51) Awesome. Well, thank you so much, Gary, for making the time. It's been a really great conversation and I really appreciate you making the time to come on the show. Gary (30:59) Brian, this has been my privilege and I really appreciate it. Thank you so much.

In 1915, Marcel Duchamp bought a snow shovel at a hardware store in New York City. He inscribed his signature and the date on its wooden handle. On the evening this episode is released, the fourth version of this classic “ready-made,” which he titled “In Advance of the Broken Arm,” will be auctioned off at Christie's during their 20th Century Evening Sale. It's estimated to sell for $2 million to $3 million.How could a simple snow shovel be valued at such a steep price? Was  Duchamp an unmatched genius, or a product of some of the biggest museums' dirtiest little secrets: the results of pure, unadulterated capitalism?Northeastern University professor, essayist, poet, and editor Eunsong Kim has illuminated the underlying influences of industrial capitalism and racism behind some of the most prized museum collections in her new book, The Politics of Collecting: Race and the Aestheticization of Property. She traces how Duchamp was brought to prominence through the patronage of collectors Louise and Walter Arensberg, heirs of a fortune wrought by the steel industry. Their family operated steel mills in the same setting as titans such as Andrew Carnegie and Henry Clay Frick, whose wealth also underlies their own valuable art collections.And as it turns out, the “death of the author,” celebrated in conceptual art like that of Duchamp, is a convenient idea for the ultrawealthy. Devaluing labor pairs well with violent crackdowns on striking workers to deny them adequate pay. Or even Frederick Winslow Taylor's development of “scientific management,” a system that is still cited today but is based on the idealization of the slave plantation.How much of the Modernist archive was canonized by union-busting bosses? How much of conceptual art in the 20th and 21st centuries has been buoyed by the reverence of scientific management? In this episode, Editor-in-chief Hrag Vartanian sits down to talk with Kim about her new volume, which challenges generations of unquestioned received knowledge and advocates for a new vision of art beyond cultural institutions. In the process, they discuss the craft of writing, how a White artist was counted as a Black artist at the 2014 Whitney Biennial, and how Marcel Duchamp got away with selling bags of air.Subscribe to Hyperallergic on Apple Podcasts, and anywhere else you listen to podcasts.—Subscribe to Hyperallergic NewslettersBecome a member

Ad Verbrugge in gesprek met Roland van der Vorst, publicist, columnist voor het FD en hoofd innovatie bij de Rabobank. Bronnen en links bij deze uitzending: - Terugluisteren: De toekomst is eindeloos. Een gesprek met Roland van der Vorst: https://www.youtube.com/watch?v=IYwAbULNSWI - Het boek 'De toekomst is eindeloos' van Roland vindt u hier: https://www.uitgeverijtenhave.nl/boek/de-toekomst-is-eindeloos/ - Het nieuwe boek van Roland, 'Nieuwe Vervreemding. Hoe technologie onze wereld betovert': https://www.uitgeverijtenhave.nl/boek/nieuwe-vervreemding/ - 'De gezagscrisis. Filosofisch essay over een wankele orde' van Ad Verbrugge: https://www.boomfilosofie.nl/product/100-14068_De-gezagscrisis - 1984 Apple's Macintosh Commercial (HD): https://www.youtube.com/watch?v=VtvjbmoDx-I - 'Het goede leven en de vrije markt', Govert Buijs, Jelle van Baardewijk, Ad Verbrugge: https://www.boomfilosofie.nl/product/100-8377_Het-goede-leven-en-de-vrije-markt (8:54) - 'Poor Things', een film met o.a. Emma Stone, officiële trailer: https://www.youtube.com/watch?v=0b60KvUtIiU (12:43) - 'Het cynisme van Sam Altman', colums van Roland in het FD: https://fd.nl/tech-en-innovatie/1480076/het-cynisme-van-sam-altman?utm_medium=social&utm_source=twitter&utm_campaign=earned&utm_content=20230701 (14:07) - 'The Principles of Scientific Management', Frederick Winslow Taylor, via Project Gutenberg: https://gutenberg.org/ebooks/6435; PDF (2,2MB): http://strategy.sjsu.edu/www.stable/pdf/Taylor,%20F.%20W.%20(1911).%20New%20York,%20Harper%20&%20Brothers.pdf (20:21) - 'De verwaarlozing van het zijnde', Ad Verbrugge: https://www.boomfilosofie.nl/product/100-444_De-verwaarlozing-van-het-zijnde - 'Leven in tijden van versnelling. Een pleidooi voor resonantie', Hartmut Rosa: https://www.boomfilosofie.nl/product/100-886_Leven-in-tijden-van-versnelling (37:18) - 'The Battle of the Billionaires', Mr. McMahon and Donald Trump, WrestleMania 23: https://www.youtube.com/watch?v=5NsrwH9I9vE (41:50) -- Kom op 28 juni naar De VierdeNacht van De Nieuwe Wereld. Bestel je kaarten hier: https://dnw.eventgoose.com/ Steun De Nieuwe Wereld. Word patroon op https://petjeaf.com/denieuwewereld of doneer op NL61 RABO 0357 5828 61 t.n.v. Stichting De Nieuwe Wereld. Alvast bedankt. -- 0:00 Intro 0:22 Een vrij gesprek 2:17 De gezagscrisis: porositeit en autoriteit 6:42 De mythe van de bevrijding van het individu 12:57 Omslagpunt: Sam Altman en de Apocalyps 25:13 Zielsmatige betrokkenheid 30:18 Moederfilosofie: denken in sferen 37:09 Resonantie en het fenomeen Trump 44:26 Messias en martelaar 55:32 Onveilige hechting 1:01:11 Lenzen slijpen, muren slopen 1:08:11 Met Google maps door L.A. 1:10:05 Pre-reflexieve afstemming 1:20:20 Het centrum van Leiden 1:22:37 Zielsverwantschap 1:29:20 Midlife crisis, minnaressen, motoren en de marathon 1:38:26 Een onvervulbaar verlangen 1:41:05 Genadeloos benoemen wat er aan de hand is 1:46:10 Thich Nhat Hanh en het lezen van de tijd 1:51:44 Afronding -- De Nieuwe Wereld TV is een platform dat mensen uit verschillende disciplines bij elkaar brengt om na te denken over grote veranderingen die op komst zijn door een combinatie van snelle technologische ontwikkelingen en globalisering. Het is een initiatief van filosoof Ad Verbrugge in samenwerking met anchors Jelle van Baardewijk en Marlies Dekkers. De Nieuwe Wereld TV wordt gemaakt in samenwerking met de Filosofische School Nederland. Onze website: https://denieuwewereld.tv/ DNW heeft ook een Substack. Meld je hier aan: https://denieuwewereld.substack.com/

Cal Newport is a professor of computer science at Georgetown University, where he is also a founding member of the Center for Digital Ethics. His books have sold millions of copies and been translated into over forty languages. He is also a contributor to The New Yorker and hosts the popular Deep Questions podcast. His new book is Slow Productivity: The Lost Art of Accomplishment Without Burnout.Please enjoy!Timestamps for this episode are available below.Sponsors:AG1 all-in-one nutritional supplement: https://drinkag1.com/tim (1-year supply of Vitamin D (and 5 free AG1 travel packs) with your first subscription purchase.)Eight Sleep's Pod Cover sleeping solution for dynamic cooling and heating: https://eightsleep.com/Tim (save $200 on the Pod Cover by Eight Sleep this winter)Momentous high-quality supplements: https://livemomentous.com/tim (code TIM for 20% off)Timestamps:[06:14] Unforced Errors: The Internet Story.[09:41] Techno-selectionism.[18:06] Why YouTube and podcasts aren't ideal bedfellows.[23:03] Amish technology and Steve Martin.[28:07] What prompted Cal to write Slow Productivity?[31:35] Becoming a better writer through blogging.[36:54] The benefits of obsessing over quality.[40:54] How did Cal decide to identify himself as a writer?[52:02] People who exemplify slow productivity.[58:45] Trade-offs on the path to 21st-century slow productivity.[1:03:16] Push systems vs. pull systems.[1:04:34] Quota systems.[1:06:08] Why slow productivity isn't a zero-sum game.[1:09:33] Language that clarifies.[1:13:17] Sender filters.[1:16:20] What people might miss about Slow Productivity‘s message.[1:21:24] How Cal defines productivity.[1:25:36] Derek Sivers and money as a neutral indicator of value.[1:28:34] Contemporary slow productivity champions.[1:33:18] Asynchronous vs. real-time conversations.[1:35:51] Making group scheduling less hellish.[1:40:13] Cal's problem with Frederick Winslow Taylor.[1:42:01] How The New Yorker maintains its old-timey charm where other publications fail.[1:49:05] Cal's dream publications.[1:51:07] Mental models for cultivating a slow productivity mindset.[1:56:27] The consequences of playing the algorithm game.[2:03:14] The renewed viability of newsletters.[2:08:03] Parting thoughts.*Resources from this episode: https://tim.blog/2024/02/13/william-ury/For show notes and past guests on The Tim Ferriss Show, please visit tim.blog/podcast.For deals from sponsors of The Tim Ferriss Show, please visit tim.blog/podcast-sponsorsSign up for Tim's email newsletter (5-Bullet Friday) at tim.blog/friday.For transcripts of episodes, go to tim.blog/transcripts.Discover Tim's books: tim.blog/books.Follow Tim:Twitter: twitter.com/tferriss Instagram: instagram.com/timferrissYouTube: youtube.com/timferrissFacebook: facebook.com/timferriss LinkedIn: linkedin.com/in/timferrissPast guests on The Tim Ferriss Show include Jerry Seinfeld, Hugh Jackman, Dr. Jane Goodall, LeBron James, Kevin Hart, Doris Kearns Goodwin, Jamie Foxx, Matthew McConaughey, Esther Perel, Elizabeth Gilbert, Terry Crews, Sia, Yuval Noah Harari, Malcolm Gladwell, Madeleine Albright, Cheryl Strayed, Jim Collins, Mary Karr, Maria Popova, Sam Harris, Michael Phelps, Bob Iger, Edward Norton, Arnold Schwarzenegger, Neil Strauss, Ken Burns, Maria Sharapova, Marc Andreessen, Neil Gaiman, Neil de Grasse Tyson, Jocko Willink, Daniel Ek, Kelly Slater, Dr. Peter Attia, Seth Godin, Howard Marks, Dr. Brené Brown, Eric Schmidt, Michael Lewis, Joe Gebbia, Michael Pollan, Dr. Jordan Peterson, Vince Vaughn, Brian Koppelman, Ramit Sethi, Dax Shepard, Tony Robbins, Jim Dethmer, Dan Harris, Ray Dalio, Naval Ravikant, Vitalik Buterin, Elizabeth Lesser, Amanda Palmer, Katie Haun, Sir Richard Branson, Chuck Palahniuk, Arianna Huffington, Reid Hoffman, Bill Burr, Whitney Cummings, Rick Rubin, Dr. Vivek Murthy, Darren Aronofsky, Margaret Atwood, Mark Zuckerberg, Peter Thiel, Dr. Gabor Maté, Anne Lamott, Sarah Silverman, Dr. Andrew Huberman, and many more.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

What is the Origin of Lean Manufacturing?We see the roots of Lean in the writings of Ben Franklin. In his book, Poor Richard's Almanac, he writes about the reduction of waste when he writes, “avoiding unnecessary costs could provide more profit than increasing sales”.Franklin's thoughts are further developed by Frederick Winslow Taylor in his 1911 book, Principles of Scientific Management. Taylor outlined and named the process of “Proto-Lean”, calling it Scientific Management. He wrote, “Whenever a workman proposes an improvement, it should be the policy of the management to make a careful analysis of the new method, and if necessary, conduct a series of experiments to determine accurately the relative merit of the new suggestion and of the old standard. And whenever the new method is found to be markedly superior to the old, it should be adopted as the standard for the whole establishment."Shigeo Shingo read Taylor's book and dedicated his life to the furtherance of Scientific Management. He and Kiichiro Toyoda refined Taylor's philosophies in the textile and automotive industries. As time went on, the great engineer, Taichi Ohno, brought these methods together to form the philosophy known as “The Toyota Production System”.In 1988, we first see the term “Lean” in John Krafchik's article, Triumph of the Lean Production System.Next, we see the term, “Lean Manufacturing” surface as the philosophy of Lean is detailed further by James Womack, Daniel T. Jones, and Daniel Roos in the 1990 book ‘The Machine that Changed the World.' Womack and Jones continued to clarify the Lean Philosophy in their 1996 book, Lean Thinking: Banish Waste and Create Wealth in Your Corporation. In that book, they laid out five key principles, “Precisely specify value by specific product, identify the value stream for each product, make value flow without interruptions, let the customer pull value from the producer, and pursue perfection”. From that time on Lean Manufacturing was a mature business philosophy.What is Lean?Let's start by saying that Lean means many things to many people. It has its purists, its revisionists, its visionaries, and its charlatans. So, it is important to think of Lean as a general school of thought rather than a specific discipline.Since the dawn of time, the desire to manufacture things has been a very human trait.Almost no other creature makes things, and humans alone engage in mass production.We human beings have been continually improving things for eons. Each generation improves upon the last.The Term Lean Manufacturing or Lean was first defined by James Womack and Daniel T. Jones in the Book Lean Thinking – Banish Waste and Create Wealth in Your Corporation – 1996. They defined Lean as “a way to do more and more with less and less - less human effort, less equipment, less time, and less space - while coming closer and closer to providing customers exactly what they want."We at Avanulo believe that Lean is a business philosophy that calls for process owners to relentlessly pursue the reduction of variation for the benefit of the customer. We also believe that people will naturally seek to improve their environment, work processes, and lives whether or not there is a formal system to help them do so, and that Lean Manufacturing is a school of thought and some tools, that help us to . . . “Improve the way we improve”. Lean is a Meta-Improvement System.Lastly, we believe that Lean Manufacturing is mostly tactical, local, and very human. It is not a generic strategy, but an augmentation to an organization's generic strategy.Why is Lean an important part of a Leader's toolbox?Rational Reason – Lean provides an educational base, an integrated set of methods, and a vetted set of tools, for...

Guest Bios Show Transcript https://youtu.be/WuE4Gfre8b8Why is church after church succumbing to corruption and false doctrine? Yes, it's the result of greed, immorality, and a lust for power. But we've had those vices forever. So, why is there an epidemic of corruption in the church now? Author, pastor, and church planter, Lance Ford, who's worked inside pastor training networks for decades, answers that question with a line reminiscent of Bill Clinton's first presidential campaign motto: “It's the system, stupid.” Lance explains more in this enlightening edition of The Roys Report, featuring his session from our recent Restore Conference. Lance says the system of leadership that's been imported into the church from corporate America is what's producing our abysmal results. This system has been wholesale embraced by Christians, but there's nothing biblical about it. It's what Jesus called the way of the Gentiles. And unless we start to dismantle this godless system and replace it with a godly one, the church will continue to be plagued by scandals and spiritual abuse. Over decades, Lance has identified the toxic leadership models that have been imported into the church and he's sought a different path. As one who has designed unique training systems being used by networks, seminaries, and leaders throughout the world, he is speaking from a heart of love for pastors and the church. This is an extremely illuminating talk, essential for anyone who cares about the health of the church and the proper care of those in it. Guests Lance Ford Lance Ford is an author, church planter, coach, and consultant who has designed unique training systems currently being used by networks, seminaries, and leaders throughout the world. He has written several books including UnLeader, The Missional Quest, and The Starfish and the Spirit. His next book, The Atlas Factor, will be released in February. Lance holds a master's degree in Global Leadership from Fuller Theological Seminary. Learn more at LanceFordBooks.com. Show Transcript SPEAKERSLANCE FORD LANCE FORD  00:00You know, I’m sure that a lot of the speakers will do this, and it’ll be appropriate. But I just really want to thank Julie and her team, not only for just putting this together but for the writers on staff. The hard, dangerous work that they do. Because let me tell you, if you’re a demon right now, in the church, these are some dangerous people. Okay? So, hell fears what we’re doing here. But I am convinced that what we have seen over the last few years, the exposures of leaders, and you know all the names, and many of you come from situations where the names behind your stories aren’t in the headlines. But make no mistake about it, the Holy Spirit is shaking that which can be shaken, so that things that can’t be shaken will remain. Okay? I am convinced that Aslan is on the move. And I’m convinced that Jesus is standing at the door knocking. And we probably heard that verse growing up a lot, how Jesus is standing knocking at the door of your heart. That’s not the context of that verse in Revelation three. He’s standing on the outside of the door of the church, knocking to get in. And the question should be asked, Why is he on the other side of the door? But I believe that we are in a moment, and we are in a time where the Lord is raising so many voices up to speak against this stuff. And not only to just expose it, but to truly bring restoration. Amen? To restore the church to the hands of Jesus into the headship of Jesus.   LANCE FORD  02:13 Some of you are old enough in here to remember Bill Clinton’s first presidential campaign. You remember James Carville? So, Carville ran the campaign, and he came up with this campaign slogan kind of by accident, because he had just posted it in the campaign headquarters for the workers to kind of stay focused. He knew that Clinton’s this guy from Arkansas and Arkansas wasn’t really taken that seriously. I’m from Texas, so I still don’t take Arkansas seriously. But, you know, this, I mean, you can’t become president from Arkansas. And nobody knew who Clinton was. And so there was an uphill battle, and Carville comes up with this little moniker that he thought, our best chance is if we can get the American people to focus on one bottom line. And how many of you remember what that moniker was? It’s the economy stupid. And that, really, Clinton ran on that, and he won. Now, as I have listened over the last few years, to so many podcasts, and blogs and stories, and read articles, I constantly find myself doing it this week, I was listening to a podcast. And I’ll hear myself out loud, say a little riff on James Carville’s, It’s the economy stupid. And I’ll hear the stories and I’ll go it’s the system stupid. It’s the system. And so, we have this system of leadership that has been imported straight into the church, that almost wholesale is received and accepted and run with, but few people question the system.   LANCE FORD  04:16 Edwards Deming said, every system is perfectly designed to produce the results it produces. So, when I hear so many of the leadership abuse stories, it should not surprise us. The system is perfectly designed to get the stuff that its getting. It’s a perfect garden to grow what is growing. The prevailing leadership systems in most churches of our day are not only not rooted in the words and the ways of Jesus in the epistles, they come from what Jesus called the ways of the Gentiles. What the Old Testament prophets would have called Babylonian or Egyptian. Just read Jeremiah in Ezekiel, and some of those prophets, and see some of the metaphors that they use that always flipped it back to Egyptian or Babylonian. Well, in the time of Jesus, when Jesus says the Gentiles, he’s speaking systemically, he’s speaking about a system. And so, over the last 30 to 35 years in particular, we have sewed to the wind, and we’re now reaping the whirlwind of the corrupt seeds of a false doctrine, and I’m going to call it that a doctrine of leadership. And see that’s the thing is, we don’t call it a doctrine. We don’t think about it as a doctrine, but make no mistake, it very much is a doctrine in the church today.   LANCE FORD  05:49 Now, you’ve already figured out Julie put me right behind sweet Ken. Thanks, Julie. So, it’s the typical, you already figured is good copy/bad cop, okay? And I don’t want to be a bad cop. I want to be nice. I want to be sweet. I don’t want to come across as a jerk. I spoke some of these types of things just a few years ago at a conference, and as I showed up to this particular conference, I was wondering, why did they invite me here? because they had me speak on leadership to a thousand Missouri pastors. And it was kind of like the experience for me, was kind of like Marty McFly on the stage when he was playing. And remember how the crowd just looked at him? That was my experience in Missouri to a thousand Missouri pastors. I was just glad to get out of there.   LANCE FORD  07:10 Ivan Illich was a Catholic priest and theologian, and he was asked what’s the most radical way to change a society? Is it through violent revolution? Or is it through gradual reform? And he said, If you want to change your culture, if you want to change society, you have to tell an alternative story. And so, what he was talking about is what sociologists and anthropologists would call a system story. Because every one of us, every one of us, every group, every tribe, every family has what we would call a system story. A system story is really your paradigm. It’s the way you see things. And the irony about a system story is it’s not necessarily what you believe at as far as core truths. It’s about habitual behavior. And it’s tied to deep seated narratives. And when we are looking at systems story of leadership, especially in groups, people tend to behave in the moment, according to a leadership system story that’s been imported into the church, not necessarily from what they believe the scriptures say. And so, the system story of a group will override even the claims of what they say they believe to be true. I mean, if you ever listened to any podcast or quotes from Mark Driscoll, one of his favorite monikers is, it’s all about Jesus. Exactly. Okay. Because he operates from a system story. He operates from a particular leadership system story. Jesus told the Pharisees; you nullify the Word of God by your traditions. He’s talking about their system story. He said, you search the scriptures daily, but you don’t come to me. Why? Because this particular system story overrides, it's the way they look at things. And so your system story influences everything, especially in churches. Our system stories influence our vocabulary, the way we say things. How many of you grew up with this? I grew up in church and grew up in the South. You grew up with this.   LANCE FORD  10:00 That’s a demonic little nursery rhyme. Why? Because this ain’t the church, Jack. That’s not the church. That’s the church. The folks are the church, the church isn’t a place you go to. It’s not an event. It’s not a location. It’s a people. And so, when we start thinking that church is a place, we’ve immediately got the system wrong, because I love my grandpa, he used to always say, he didn’t call it the church, he call it the church house. Guy Ford had that right back in 1965. He had it right. It’s just a building. It’s a sheep shed. But these are system stories. Our system stories influence our power structures within the church. It influences the way that we look at accountability. And even though we read Scripture, we read the Scripture over and over throughout the New Testament, it really emphasizes a mutual submission, a mutual accountability. In most of these abusive, in all of these abusive leadership systems, they’ll say they have accountability. But the accountability only runs one way. It’s a one-way street. But that’s not the system story of the New Testament. We have systems stories of titles that completely conflict with what Jesus said, that we use every day in our churches. And I’m going to talk a little bit about that I can’t help myself, I’m going to talk a little bit about that in a few minutes.   LANCE FORD  11:39 One of the things I like to do when I’ll start to work with a church that says that they want some consulting, or some coaching or help in a transitioning, is I’ll take them through some assessments and a few things. But one of things I always like to do right off the bat is look at their website. And so, I’ll look at church websites, and I’ll pull up the staff or the team, and I like to look to see how they list the team. And I’ve counted it up for usually it’s about 95% of churches. And you could do this on your own, you could just start arbitrarily looking at church websites. About 95% list the staff by hierarchy. Very rarely will you ever find a church that lists the staff alphabetically. I found a church came to me a couple of months ago, our team is going to start working with them in January. And they said that they’ve been trying to transition to more of a servant leadership type of style. And they’ve been trying to make inroads. Now I went and looked at their website. The first person listed on their team was the custodian. I thought, hey, you’re ahead of the game already. I mean because what they’re trying to do is they’re trying to get their thinking straight. But the language and the vocabulary that we use in our churches, and in our systems has a lot to do with what constantly gets recalibrated even in our hearts. Jesus says to the Gentiles, as we said, or says to His disciples, here’s the way that the Gentiles do it. And you remember the context to that you remember, James and John, I don’t know if it was their idea, or their mom’s idea. But Mama James and John goes to Jesus, right? And says, Hey, could you know my boys, you know, be Secretary of the Navy and, you know, and Speaker of the House. And you know when you get this thing going. And you remember that, and the other disciples, they get ticked off about it. Now, I have a theory about that. I think they got ticked off because James and John thought about it first. And because they didn’t get their mamas to show up first, because these guys were jockeying for position just as much because there’s another occasion where Jesus has to do the same thing. But he calls them to him, and he sits him down, and he says, Hey, I know we’ve all been raised in the shadow of temple power. We have been raised under oppression, a Roman hierarchy. And I know that you’ve never seen any type of government or leadership other than power and above. I know you’ve never seen that before, but that’s the way the Gentiles do it. It will not be so among you. We read that text just so quickly, and I think Jesus probably emphasized that like a daddy sitting down with his kids. It will not be so among you. But we need to ask why is it so very so among us today? Because that style of top down, heavy handed, over lording leadership is exactly what’s in the church. It’s had us by the throat for a long time now. And please hear this. We typically pay attention or get upset when a new headline comes up about some leadership abuse. But here’s the thing, and it’s easy to point out, it’s easy to highlight and put the spotlight on very heavy-handed abusers. But here’s the deal; the everyday MO of the prevailing leadership system in the vast majority of our churches, even among those leaders that don’t come across as mean or abusive, they’re still operating under systems that functionally cause an elite individual or group to lord over others. And this was the thing Jesus forbade. The Gentiles exercise dominion, some translations say. Other translations say they lord over one another. And that’s probably really the proper terminology from the Greek, they lord over one another. And we know there’s only one Lord.   LANCE FORD  16:44 So, when you start breaking down some of the way that we do leadership, here’s the thing. Once again, for the church, for the church, it’s to be different. And so, when Jesus comes to tell an alternative story, an alternative system story, he does. And it’s the story of the kingdom. And so constantly, you see these parables Jesus is giving, that just flips, our brains just flips the script. It’s the opposite of the way that we normally do things or the way that we, hey, if you want to be first, let me tell you how to shoot up the ladder, become last. What?! The greatest will be the least, the best will be the servant of all. And make no mistake, the word servant to us doesn’t have much impact. Back in the day, in their day, it had a lot of impact. Because nobody wanted to be a servant. When you’re doing the dirtiest jobs all the time. So, when Jesus washes the feet of his disciples that was scandalous. When he says, “This is the way, this is the way to do it. But when you look in our churches today, most of the people at the top with rank and title, how in the world can you convince me you’re the servant of all, when you have more perks and privileges than anybody else on the team? I mean, you really think Jesus had a donkey parking place for himself, you know, at the front of the temple? Why is it that there’s only one or two people on a staff on a church staff that seem to have the competency or the adulthood enough to be able to set their own schedule? Where does this stuff come from? Now it’s normative in the world for someone to unilaterally have the power to fire somebody. Where in the world do we think that that should be in the church? See, because if I’m a church leader, I can’t control the business world. I can’t control the corporate world, but I can do everything in my power to try to structure and operate this thing according to the way that Jesus in the epistle writer said to do it. Okay? So, if I have unilateral power to fire somebody, that is a violent act. It’s a violent act. And some of you are in here and that’s your story. That’s what happened to you. Because if I do that to you, I’ve affected your entire family. I’ve affected good chance where you live. And I’ve caused you to have to uproot because you’re going to have to go somewhere else and find another job. I’ve affected your spouse; I’ve affected your children. They’re going to be uprooted from their friends and their schools and the stability that they had. It’s a violent act. No one person should have the power to do that. And there is no scriptural menu whatsoever that gives anybody the authority to do that. See, that’s lording over somebody else. I’m acting as lord because I’m affecting your life in a significant way. No one person should have the power to do that.   LANCE FORD  20:33 This is about as quiet as it got when I was speaking to all those Missouri pastors that day. No one should have the power to dictate another team member’s schedule, that’s paternalistic. See, these two items alone are proof of the power of a system story. Because we say we don’t believe that anybody should do that. And yet our systems operate in that way. We constantly accept things that are a direct dis to Jesus. Let me give you one here. Okay. So, I’m basically trying to pull from like three books right now in 35 minutes. I feel like Carrot Top up here. Okay, look at this, okay. Look at this. Now, there’s nothing about me and Carrot Top that have anything in common, right? But I’m just going to try to pull a few things out and just try to wake us up to the systems issue of the leadership system that we have. So, Matthew 23, Jesus says, But as for you do not be called rabbi. For only one is your teacher and you’re all brothers and sisters, and that’s the key right there. You’re all brothers and sisters. We are siblings. The church is a group of siblings. A church staff is a group of siblings. He says, and do not call anyone on earth your father for only one is your father who is in heaven. And do not be called leaders. For only one is your leader that is Christ. But the greatest of you shall be your servant. And then he says whoever humbles himself will be exalted. But woe to you scribes and Pharisees, hypocrites. Don’t you know the scribes and Pharisees always regretted when they showed up to a Jesus talk? Oh, no, it’d be great. I heard this guy’s really exciting. He has great TED talks. And Jesus always gets them. Oh, you scribes and Pharisees that showed up! You hypocrites, because you shut off the kingdom of heaven for men, for you do not enter in yourself, nor do you allow those who are entering to go in. And that’s the issue is these leadership systems literally shut the Kingdom of Heaven off from people. They shut down people’s giftings they shut down people’s callings. They alienate the anointings that people have had been given, the wisdom and the experience so often, because you can’t speak up because you don’t have the same title, or you don’t have the same rank in the room. That’s the way leadership works. We often tend to view the Pharisees as religious fundamentalist that were obsessed with the law of Moses. But we seldom consider or realize that Jesus’ emphasis on their hypocrisy in setting themselves over their brethren. And when you look at what Jesus constantly was bringing up to the scribes and Pharisees. He’s saying you’re setting yourself over your brethren.   LANCE FORD  23:50 You know, I remember watching the documentary on Hillsong. I think there was two of them, actually. And I remember one of them, or maybe even both of them pointed out how that the Hillsong, New York and I think most of them are this way, but like the front seats were saved for the celebrities and everything. Jesus talks about this. This is stuff Jesus talks about, directly, and we just ignore him. And you know, that’s elementary. That’s just elementary Christianity stuff right there. Elementary Christianity is first off, just do what Jesus said. Just obey Him. And so, when Jesus says don’t call yourself this, don’t call yourself that, don’t call yourself this, don’t call yourself that, He is specifically forbidding rank-based titles and practices that degrade the beauty of our sibling status. He says it’s a blockade to the kingdom. So, we have these totally accepted titles. Senior Pastor. Yeah, it gets quiet in the room because we think that’s normal. Where did that come from?   LANCE FORD  25:10 Listen, when I’ll get in little debates with guys, imagine that. And they’ll say, Well, you prove to me from the scriptures that a woman can be a senior pastor. And I’ll say you prove to me from the scripture that a man can be a senior pastor. We just think this stuff’s normal. And then about 20-25 years ago, there was Robin to the Batman senior pastor showed up; the dynamic duo. And the second part of this was the onset of the executive pastor. And you remember that? Ephesians 4, Apostle, prophet, executive shepherd and teacher and executive pastor. Could you hardly come up with a more hierarchical executive pastor? I’m here to execute. You may be next, right? Where do we get this stuff? I know where we get it. Okay, but we import it straight in. And most churches, they think it’s well, it’s just, that’s just normal. You got to have somebody managing things.   LANCE FORD  26:34 Well, that’s really interesting, because this is where we started getting into the evolution of leadership. Interestingly enough, the word leadership, believe it or not, it’s a pretty new term. It’s a term here’s how new it is. I started about three years ago, well it’s been about four years ago, now, I was working on a new book. And I wanted to kind of research the history. I kind of got this, this burr under my saddle to research the history of the word leadership. And I remember, I’ve  got this little office out in the woods that I built. It’s a little cabin. And I remember the moment I went over to my bookshelf, and I have a 1955 version of the Oxford Universal dictionary. It is this thick, I mean, it I would have liked her brought it, but I would have had to pay for extra on the plane, probably because it weighs so much. So, it’s this giant dictionary, and it has expansive definitions on words that it’s working with. I went to look up the word leadership 1955 Oxford Dictionary went to look up the word leadership, I could not find it. I could not find it. I finally found like an eight-word sentence using the word leadership as a definition for leader, but there was no definition for leadership in 1955 in the Oxford Dictionary. In 1915, Webster’s Dictionary the word leadership is not to be found at all. It’s not there. You start looking back to the earliest dictionaries, the earliest dictionaries that had the word leadership was the mid-1800s. And then there weren’t even any books with the word leadership in the title until the very end of the 1800s. And we’re talking about a very few at that point. Where leadership really came on was in the early 1900s, as the Industrial Revolution kicked on. And as these giant factories started coming up, that operated on quotas and clocks. And so the management system was instilled. And actually, there’s a guy named Frederick Winslow Taylor from Bethlehem Steel, that is credited as really the father of modern management. He wrote a book called The Scientific Art of Management. And basically, bottom line to it was what Taylor was saying was there’s two kinds of people. There’s thinkers and there’s doers and most people are the doers. Most of them are too incompetent to think on their feet. So, he created a Management Worker system so that the managers told workers when to do what, how to do it, when to start, and when to stop. And Taylorism, as it’s called, started moving straight into the corporate leadership structures throughout the 1920s, 30s, 40s, 50s, 60s. And there wasn’t even still a lot of books even with the term leadership until the 1950s. And a few more started coming into the 60s. Today, it’s everywhere. It’s a $50 billion industry,, leadership is.   LANCE FORD  30:31 Now when the Church Growth Movement started in the late 1960s, and the idea, okay, that we need to start quote, doing church a little different, because a lot of the seminaries and a lot of the denominational leaders, were starting to see a slippage in church attendance and participation. And so, they’re kind of, it’s the canary in the coal mine. And they’re like, We got to start changing things. And so, you started having the Church Growth Movement come on, which ended up creating in the 90s, the Seeker movement. Anybody remember the Seeker movement? And the big mistake about the Seeker movement was they made the wrong person the seeker. Jesus said, Son of man goes to seek and save the lost. We’re supposed to be the seekers. We’re supposed to seek the lost. But we thought, well, if we can create cool church, if we can make it innocuous enough and safe enough and nice enough, because you know, really, carrying crosses, it’s not that bad. Because that is the core of what it means to follow Jesus, right? But everything ended up being softened to such a point in the Seeker movement and the Church Growth Movement. But the thing was, was as these churches started growing in the late 70s into the 80s, they didn’t know how to manage them, they didn’t know how to run them. So, guess where they turn to find insight? They turned to the secular world. Why? Because here’s the thing, even by the 1960s, in Christianity, my research, and I’ve tried to be pretty thorough with it, tried to be as thorough as possible. And I’ve tried to go to the sources, and I’ve tried to go to the experts. So far, I’ve only found about 9 to 11 books, in the 1960s Christian books that had the word leadership in them. Okay? So even before that, you’re just not gonna find it. If you were to ask most pastors to name you know, ten classics on doctrine, they could just start naming so many books and authors to antiquity on Christian doctrine. But if you were to ask them to name ten classics on Christian leadership, they would really struggle. Most pastors and Christian leaders that you know how much of a library they point back to Oswald Sanders 1967 book, Spiritual Leadership, but before that, you don’t find anything. So, we turn to the world for it. I mean, if you look back at the history of the Global Leadership Summit, from Willow Creek, and you look at all these incredible spiritual speakers that had pastored churches, neutron Jack Welch, well I’m sure we’re gonna get a lot of Jesus from old neutron Jack I remember walking into so many pastors’ offices and just looking at the books and looking on the shelf and you see in the titles, leadership lessons from Attila the Hun. I’m not making this up. I’m not kidding. Where do we get this stuff? Yeah, you know, that’s a great small group text right there.   LANCE FORD  34:08 So, here’s the thing; it’s the system, Stupid. You’re not stupid. You’re not the stupid ones. But that’s exactly what Paul said. He called it folly. The wisdom of the world is foolishness to God, Paul said. The language that we see throughout the New Testament for a staff is not employ. There are no bosses on the New Testament Church staffs. The language that you see over and over and over throughout the Epistles is coworker, fellow worker, fellow worker, companion, co laborer, shoulder to shoulder. Here’s the deal, the church is not a corporation, it’s a community. It’s not a factory. It’s a family. It’s not a business. It’s a body. It’s not an organization. It’s an organic masterpiece of the fullness of Jesus as a gift to a watching world. That’s who we are. And that’s what every church staff is. If you were to ask and say, Well, you know, so and I’m wrapping it up, because my time is in the red up there now. If you know, and this is a question, I get a lot, So Lance, are you just saying there’s no leadership? No, not at all. That’s not what I’m saying. We need structure. We need systems. But the system that we have is not it. And here’s the deal, as long as we continue to support these systems, and to prop them up and try to just work along with them,  Julie is going to be running this conference for years to come. All the podcasts and the podcasters that are represented here and the writers and people that write stuff like I write, we’re going to have job security for a long time if we continue to prop up this system. I want to be put out of work, don’t you, Julie? It’d be awesome. Wouldn’t it be awesome if you know some time, you got an email, some point down the road, and Julie said, you know, we just don’t need it anymore? Wouldn’t that be awesome? Jesus is knocking on his church. He’s knocking on the door of his church. Thank you.   Read more

More. Faster. Sooner. The modern world of work is all about productivity. What if the secret of increasing productivity was actually the last thing youd think of? In this episode James meets Dale Whelehan, CEO of 4 Day Week global to talk about Frederick Winslow Taylor, Josef Stalin, Richard Nixon, Pink Floyd, Sisyphus, and why less really might be more...

Every great man has a great enemy, every great movement a great antagonist.  For "agile" that antagonist is typically attributed to Frederick Winslow Taylor, and his book Scientific Management...but SHOULD he be? This week we host a discussion between two people who actually took the time to READ the book, to try and answer the question: "Is the problem Taylorism...or how we're taught to INTERPRET it?"  Enjoy! If you enjoyed this episode, please give us a review, a rating, or leave comments on iTunes, Stitcher or your podcasting platform of choice. It really helps others find us.  Much thanks to the artist  from  who provided us our outro music free-of-charge!  If you like what you heard,     to find more music you might enjoy! If you'd like to join the discussion and share your stories,  please jump into the fray at our  We at the Agile Uprising are committed to being totally free.  However, if you'd like to contribute and help us defray hosting and production costs we do have a .  Who knows, you might even get some surprises in the mail!

#98 Value your time, don't time your values. How you spend your time is how you show your love. If you sacrifice what you love for success, you get neither. You can't bake a cake without sugar and expect it to be sweet. You have to bake in the sweetness—values, time, love—from the start to live a life on value. This episode will show you how to collect, connect, and correct the dots for work-life alignment. Thanks for listening! Love you!    BONUS CHAPTER TO ANTI-TIME MANAGEMENT   The Fall of Time Management, The Rise of Anti-Time Management—On Taylorism: A History of Time Management and Frederick Winslow Taylor, Founder of Scientific Management   Go to www.richienorton.com/time and grab this bonus chapter.   Building upon the concepts introduced in Anti-Time Management, Richie Norton shares the principles that got us to where we are, the consequences and what to do now to make choices that actively free up your time now and in the future.   MORE RESOURCES   Buy the book: Anti-Time Management   Download your free Time Tipping Toolbox to move from distraction to action, prioritize attention, and reclaim your life in ninety days. The 90-Day Challenge leads you step-by-step, day-by-day, by project, to help you bring about the lifetime experiences you've been waiting a lifetime to live.   For ongoing tools, worksheets, and strategies to integrate your Time Tipping practice provided by Anti-Time Management go to: RichieNorton.com/Time.   Want to continue the conversation? Join us!   RICHIE NORTON'S ANTI-TIME MANAGEMENT COMMUNITY: www.facebook.com/groups/antitimemanagement   RICHIE NORTON WEBSITE: http://www.richienorton.com/   RICHIE NORTON SOCIAL:   INSTAGRAM: https://www.instagram.com/richie_norton LINKEDIN: http://www.linkedin.com/in/richardnorton FB: https://www.facebook.com/richienorton TWITTER: http://www.twitter.com/richienorton

In dealing with a global community of thousands—and hundreds of thousands who have read my books—I'm able to keep my finger on the pulse of the profession and its clients. I'm sharing in this podcast some of the repetitive discussions and challenges that are extant internationally. For example, “remote” now rules. It's often the default interaction, and often represents more value, not less. (A huge amount of time and money are saved.) However, leaders are not sure how to deal with combinations of remote, onsite, and hybrid employees. They are frustrated that they're not getting their “40 hours” of productivity from them, when, in fact, even employees in the office physically are not providing 40 hours of productivity! This goes back to “Scientific Management” and Frederick Winslow Taylor in the early 20th Century, the first time-and-motion consultant. The problem is that he fudged his numbers and never factored in fatigue and boredom. Supply chains are changing, but they're changing from global (do we really want to rely on China for chips or Russia for gas) to regional supply chains. Hence, the US, as an example, is building chip plants. And we see new alliances forming that once were almost unthinkable—Finland joining NATO, Japan and South Korea cooperating and the former settling WW II claims from the latter. The old retirement rules are artifacts. The French are crazily protesting an increase in the retirement age to 64 or 65 in the face of morbidity outpacing fertility and restrictions about immigration. The entire First World, including China, is facing severe labor shortages. (The US desperately needs pilots, yet the government mandates 65 as the retirement age. Government stupidity at its worst.) I'm 77, it's a good thing they don't have the power (yet) to mandate that I retire!

Summary In this episode of The Value Stream Show, hosts Andrew Davis and Steve Pereira discuss what value stream mapping is and its function. They talk about the act of drawing out a value stream and how it helps with visualization, generates necessary conversations, and brings clarity to the work process. They share their personal experiences with the practice of value stream mapping, and how it can bring visibility to performance, and generate movement toward improving collective consciousness.  Host Bios Andrew Davis is a DevOps and Salesforce specialist and author of the book Mastering Salesforce DevOps. As Senior Director of Research and Innovation for Copado, he leads methodology and training for Copado's customers and partners. He's spent his life working at the intersection of technology, psychology, and culture change, including 15 years as a Buddhist monk. He's working towards a world in which we can all be at peace amidst constant change, and bring energy, creativity, and care to every part of our work. Steve Pereira is a veteran of software delivery and operations. He founded Visible Value Stream Consulting in 2018, and serves as a board advisor for the Value Stream Management Consortium, a contributor to the Value Stream Management Interoperability Technical Committee, and as a Value Stream Management strategist for Copado. He's always looking for ways to bring business and technology together by facilitating visual collaboration. What You'll Learn Using value stream mapping as a tool for clarity and communicationTime and MotionHow the process of mapping generates necessary conversationMoving from an unmapped space to a mapped space to create collective consciousness   Quotes “Value stream mapping is a technique for visualizing and measuring a value stream in an on demand way. The act of mapping a value stream is drawing out the activities that occur across a value stream. Traditionally it goes from raw materials or suppliers to customers.” -Steve [01:40]“Value stream mapping gives you the opportunity to step out of your current state and look at what you can actually do to achieve a higher level of performance. I've never seen a method that is as effective as value stream mapping for the purpose of stepping back and looking at what is happening, so we can break out of the status quo and get ourselves to a future state of higher performance.” -Steve [22:46]“Everything that we are working on is invisible. Value stream mapping is the activity of moving from an unmapped space to a mapped space, a space that is invisible until you take the time to record what is going on. It is a kind of reflection, of looking back and contemplating what is this process and how are we working together to move what is unconscious to being collectively conscious.” -Andrew [11:27]“When we talk about “knowledge work”, value stream mapping is a very powerful and focused kind of knowledge work. You bring a group of people together, pull their collective understanding and go see what is actually happening in the work space. You are generating new and valuable knowledge. You can take that knowledge and go back to making all these various process improvements.” -Andrew [20:35] Resources Inside Out: The Power of Value Stream ClarityBook: Scale: The Universal Laws of Growth, Innovation, Sustainability, and the Pace of Life in Organisms, Cities, Economies, and CompaniesVuvuzelas!Bain B2B Elements of ValueBain B2C Elements of ValueTime and Motion studieshttps://en.wikipedia.org/wiki/Time_and_motion_studyFrank and Lillian Gilbreth“A time and motion study (or time-motion study) is a business efficiency technique combining the Time Study work of Frederick Winslow Taylor with the Motion Study work of Frank and Lillian Gilbreth (the same couple as is best known through the biographical 1950 film and book Cheaper by the Dozen). It is a major part of scientific management (Taylorism).”

In 1878, a machinist at a Pennsylvania steelworks noticed that his crew was producing much less than he thought they could. With stopwatches and time-motion studies, Frederick Winslow Taylor ran experiments to find the optimal way to make the most steel with lower labor costs. It was the birth of a management theory, called scientific management or Taylorism. Critics said Taylor's drive for industrial efficiency depleted workers physically and emotionally. Resentful laborers walked off the job. The U.S. Congress held hearings on it. Still, scientific management was the dominant management theory 100 years ago in October of 1922, when Harvard Business Review was founded. It spread around the world, fueled the rise of big business, and helped decide World War II. And today it is baked into workplaces, from call centers to restaurant kitchens, gig worker algorithms, and offices. Although few modern workers would recognize Taylorism, and few employers would admit to it. 4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR's first 100 years, such as disruptive innovation, shareholder value, and emotional intelligence. Discussing scientific management with HBR senior editor Curt Nickisch are: Nancy Koehn, historian at Harvard Business School Michela Giorcelli, economic historian at UCLA Louis Hyman, work and labor historian at Cornell University Further reading: Book: The One Best Way: Frederick Winslow Taylor and the Enigma of Efficiency, by Robert Kanigel Case Study: Mass Production and the Beginnings of Scientific Management, by Thomas K. McCraw Oxford Review: The origin and development of firm management, by Michela Giorcelli

Everyone has a strategy for time management. Whether it's your mom, dad, brother, coworker, or neighbor, you've likely heard many different ways to prioritize your time and get things done. In today's episode of the Be Better Podcast, Donald is joined by entrepreneur and bestselling author, Richie Norton, to hear his take on time management and how everyone can find a bit more time in their day. Get things done without doing unnecessary things. Be an architect. They don't build buildings; they draw and have someone else construct them. A dream doesn't get done until it's due - work not for something but from something. Many entrepreneurs lose their time and life to a business when they started it to reclaim those things. In America, we're taught to work 9-5 and retire at 65. While that's changing, work still has a leash and collar for many working Americans. Live to start, start to live. A full calendar is an empty life, and successful people can say yes to whatever they want. Time management is like water. Every decision today is based on Frederick Winslow Taylor's ideation of time management in the 1800s. We think time management is to get our time back. However, it's designed to measure workers' output to complete more work, not give people more time. It's not about what you do with your time but who controls it. How do you put this into practice? Begin with the end in mind. We've made means into ends. Goals, habits, and tools aren't the strength; the goal is to move beyond the goal. Stop managing time and start prioritizing attention. If you measure time flow rather than cash flow, you sacrifice what you love for success, and you get neither. You're more productive when you value your time and start from there. There's a place for training and more expensive results. The problem is ghost-stepping,  or choosing decisions that don't support the dream. Richie's final takeaway for this episode? Don't hope you'll, at one point, have time to do what you want. Make time for it today. Be Better Episode Resources: Follow our host, Donald Kelly, on Instagram and Tik Tok.  Visit Richie's website, richienorton.com, to connect and learn more with him. Tune into his podcast, The Richie Norton Show, on Spotify and Apple Podcasts. Take Richie's 90-Day Anti-Time Management Challenge at richienorton.com/time. Purchase Richie's books, The Power of Starting Something Stupid and Anti-Time Management, on Amazon. Like, subscribe, and listen to the Be Better podcast on Spotify, Apple Podcasts, Google Podcasts, and anywhere else podcasts can be found. You can help build a better world. Help Better Homes and Gardens fight homelessness across the world by donating at bhgre.com/newstory. With a goal to raise $100,000 by the end of 2022, your contributions will go directly to supporting those affected and helping build a world with homes for everyone. This episode is brought to you in part by Better Homes and Gardens® Real Estate. Looking for a new role that allows you to become your own boss, create your own schedule, and have excellent income potential without the headache of starting a new business? Become an agent with Better Homes and Gardens® Real Estate, an American icon trusted in all things related to the home. Explore career options at bhgrecareer.com/.

  #97 Time management was never designed to give you freedom. Time management was designed to control you...not for you to control your time. Stop managing time. Start prioritizing attention. Read while you listen! There are many sources and quotes on this podcast. Richie Norton included a bonus chapter for you to review additional sources cited and/or for context for your research and bibliographic enjoyment. You can read along and follow the sources by grabbing the bonus chapter to Richie's new book Anti-Time Management at www.richienorton.com/time.   This podcast is a keystone, flagship, deep dive into the history of Frederick Winslow Taylor, the Founder of Scientific Management, Time Management, Time and Motion Study and more. The historical nature of this content is intentionally shared through the lens of 21st century social and technological shifts. This powerful podcast demonstrates how time management is a painful path to strive for meaningful work because it was not a tool designed for that (and what to do about it).   BONUS CHAPTER TO ANTI-TIME MANAGEMENT   The Fall of Time Management, The Rise of Anti-Time Management—On Taylorism: A History of Time Management and Frederick Winslow Taylor, Founder of Scientific Management   Go to www.richienorton.com/time and grab this bonus chapter.   Building upon the concepts introduced in Anti-Time Management, Richie Norton shares the principles that got us to where we are, the consequences and what to do now to make choices that actively free up your time now and in the future.   MORE RESOURCES   Download your free Time Tipping Toolbox to move from distraction to action, prioritize attention, and reclaim your life in ninety days. The 90-Day Challenge leads you step-by-step, day-by-day, by project, to help you bring about the lifetime experiences you've been waiting a lifetime to live.   For ongoing tools, worksheets, and strategies to integrate your Time Tipping practice provided by Anti-Time Management go to: RichieNorton.com/Time.   Want to continue the conversation? Join us!   RICHIE NORTON'S ANTI-TIME MANAGEMENT COMMUNITY: www.facebook.com/groups/antitimemanagement   RICHIE NORTON WEBSITE: http://www.richienorton.com/   RICHIE NORTON SOCIAL:   INSTAGRAM: https://www.instagram.com/richie_norton LINKEDIN: http://www.linkedin.com/in/richardnorton FB: https://www.facebook.com/richienorton TWITTER: http://www.twitter.com/richienorton

Season 2 Episode 17 | Recorded January 17, 2022 this episode is sponsored by Xero. beautiful business. The Sons are honored and privileged to have THE Ron Baker on our podcast today. Scott can now drop his mic and slowly back away. Getting into the “spirit” of things, Ron talks about the real soul of enterprise, the spiritual v. physical, why timesheets are not useful, how Ron found his footing in the CPA world, and his grand unifying theory of everything. * The four defenses of timesheets – except for “The Lord doesn't want me to throw them out ...” * CPAs are just historians with really shitty memories. * Better measures – turnaround time, keeping promises, HSDs, the NPS and value gaps * The three KPIs of every major airline in the world, except North Korea's * Why Ron thinks airlines have gone too far with their nickel-and-diming * The awesomeness of being first in line * How CPA firms can be better pricers * How to replace timesheets * Flipping the script – measure the customer * Relationships aren't efficient – they either grow or die * To be innovative is the antithesis of efficiency * The sin of running a firm at full capacity * The birth of fixed pricing c. 1989 * Scientism (not related to Scientology ...) * Why are futurists charlatans? * Refining your client-selection criteria * Riches are in the nitches, bitches! * Satisficing – the art of doing “good enough” * Next time – subscriptions! Check out Ron's latest tome: Implementing Value Pricing: A Radical Business Model for Professional Firms https://amzn.to/39Pfe8y Listen to The Soul of Enterprise - https://www.thesoulofenterprise.com/ Shoutouts – Thomas Sowell, George Gilder, and “The Spirit of Enterprise,” Joshua Bell, Benjamin Franklin, Toyota, Frederick Winslow Taylor, Coincident indicators, FedEx, Amazon, Apple, Disney, Reginald Heber Smith, Google stuff, all of it, Kabuki, McDonald's uniforms, Hydras, Socrates, Columbo, Paul Kennedy, and O'Byrne and Kennedy, Charlie Brown, Snoopy, Linus, Pisenti & Brinker, Sparky, Ed Kless, Harvard Business Review, all the non-Zuckerberg, non-Bezos, and non-Branson types, Jody Padar, and everyone else we forgot to mention! Time Shits - https://www.youtube.com/watch?v=u8RSBwSGlp8 --- Send in a voice message: https://anchor.fm/sonsofcpas/message

This episode of the Agile Podcast is all about Frederick Winslow Taylor and his invention: Scientific Management. The father of Management Consulting, Taylor wrote a book called the Principles of Scientific Management which became (in our opinion) the cornerstone of management theory for the majority of the post-Industrial era into the current day.Join Brian Orlando and Om Patel, with special guest  Alfonso Guerra, as we delve into the world of Taylorism!0:00 Intro & Taylor's History4:32 First, Some Context7:16 Opening Thesis10:00 Scientific Management, Process Overview11:22 Taylor's Biggest Problem: Soldiering17:27 Management in Scientific Management20:03 Relevance to Software Development23:26 Back to the Point28:19 Midvale Steel and Background Affinity33:29 Three Years Later... (Parallels in Change Management)35:51 Jumping Ahead (Future Podcasts)38:02 Results of Three Years of Experiments41:38 Who Plans the Work44:59 Collaboration is an Assumed Proficiency51:25 Poaching Workers54:01 The Price of Waste57:06 Finding New Methods of Working1:03:50 Skipping the Ball Bearing Example1:05:16 Problems with Profit Sharing1:08:26 Assumptions on Human Nature1:12:40 Supporting Silos1:17:53 Learning New Skills (Side-Track)1:23:23 Management Roles in Scientific Management1:25:44 Modern HR1:29:49 The Villain, Henry Gantt1:34:03 Jumping Ahead in Podcasts1:35:12 The Disciplinarian, HR and Finance1:40:01 The Need for the Disciplinarian1:43:19 Not-Agile Transformation1:46:45 Taylor's Warnings on Misapplications1:49:23 Good and Bad Workplaces1:51:08 The Taylor Manifesto1:54:03 Quality, Effectiveness, and Taylorism1:55:55 Scientific Management and Knowledge Work1:59:04 Looking at Taylorism with a Modern Lens2:03:24 Brian's Thoughts...2:05:02 Om's Thoughts...2:07:32 Alfonso's Thoughts...2:10:42 Overall Summary2:15:01 Bad Education, Bad Management, and Bad Metrics2:19:53 Wrap-Up2:22:00 Thanks for Listening!= = = = = = = = = = = = Watch on YouTube with quotes from the book:https://youtu.be/hIkNXGHY4kcPlease Subscribe to our YouTube Channel:https://www.youtube.com/channel/UC8XUSoJPxGPI8EtuUAHOb6g?sub_confirmation=1= = = = = = = = = = = = Apple Podcasts:https://podcasts.apple.com/us/podcast/agile-podcast/id1568557596Google Podcasts: https://podcasts.google.com/feed/aHR0cHM6Ly9mZWVkcy5idXp6c3Byb3V0LmNvbS8xNzgxMzE5LnJzcwSpotify:https://open.spotify.com/show/362QvYORmtZRKAeTAE57v3Amazon Music:https://music.amazon.com/podcasts/ee3506fc-38f2-46d1-a301-79681c55ed82/Agile-PodcastStitcher:https://www.stitcher.com/show/agile-podcast-2= = = = = = = = = = = = AP52 - Taylorism: The Principles of Scientific Management

Tennis came to the United States in the 1870s and was quickly taken up by the East Coast upper crust, the nouveau riche of the Gilded Age.  Germantown's Clarence Clark became one of its primary organizers, and his good friend and neighbor Frederick Winslow Taylor joined him as a doubles partner.  William Clothier was the son of department store magnate Isaac Clothier and played his way into the International Tennis Hall of Fame.  Harold Head found that he was not a very good tennis player, so he changed the equipment to improve his game, just as he had done for skiing.  And William Clothier Jr. hobnobbed with the likes of Billie Jean King and Arthur Ashe while also serving as a spy for the CIA.  All five of these men are interred at West Laurel Hill Cemetery in Bala Cynwyd.  

Part 2 of our series on the Protestant Ethic. Jules and Sean talk about Frederick Winslow Taylor, his Scientific Management (Taylorism) and how it's helped create our addiction to productivity porn. Along the way, they talk about bullshit jobs, side hustles, and Taylorism's connection to the Soviet Union. ⛬ ⛬ ⛬ ⛬ ⛬ ⛬ ⛬ ⛬ ⛬ ⛬ ⛬ ⛬ ⛬ ⛬ ⛬ ⛬ ⛬ ⛬ ⛬ ⛬ ⛬ ⛬ ⛬ ⛬ For $3 a month, get an extra few subscriber only episodes every month. We have a limited number of True Believer memberships available. https://www.patreon.com/wetwired Follow us on Twitter at https://twitter.com/wetwiredpod

This week, Dan Neumann is joined by Quincy Jordan, Director of the Innovative Line of Service at AgileThought. In this episode, Dan and Quincy dive deep into the topic of metrics, especially in the aspects that should be taken under special consideration while running an Agile Team. These Agile experts go through different areas in which metrics can be applied such as:  Velocity and why leaders tend to be interested in it,  Number of stories, testing, and how much ahead is healthy for a team to be,  The value of tracking points per person in a team, and  The Acknowledgement piece: giving credit should be a result of delivered value.   Key Takeaways Value, metrics, and how they relate with velocity There is a common struggle in applying metrics to a work that has already been valued. What is the real intent of velocity? How can velocity help the team? It can be pervasive to apply velocity in the way Frederick Winslow Taylor suggested. Putting output over the outcome is the opposite that an organization needs to do. The most important is what the team achieved and that it is valuable to the organization and its customers. Velocity and its interest in leadership Leaders tend to compare teams' velocities. A team's velocity depends on its composition and its expertise in the actual work that they are doing. A team may appear to go slower but that might be due to how complex the tasks are they were assigned. Instead of going after the metric of velocity, it is more efficient to check how consistently a team is doing its job. Velocity can be used to anticipate when new capabilities can be expected. Pay attention to how the stories are carried into a sprint. Comparing the number of stories that were tested in a sprint versus the last sprint can be tricky. There is a problem in pushing things through without testing them. Each sprint is almost considered its own project. Pay attention to an unusual number of stories that are completely refined and fully ready in the backlog. Have you planned up too far? This can be a problem since things might change in the meantime. It can be frustrating to have a lot of work done that will never be used. Can tracking points per person have a healthy value? If points have been tracked per person, that information shouldn't get through the team. Do not share those metrics across the board, they belong to a one-on-one conversation. Ask yourself: Is the team making increments of value as the product backlog levels? Is the product built and tested? People seek credit; acknowledgment is important. Team encouragement is crucial to remain as enthusiastic as possible, but getting credit for an outcome that hasn't been properly achieved is dangerous. Teams need to get credit for delivering what was intended to be delivered, not just for doing the work. (Users and customers don't really care about the work, they only care about the value that is being delivered).   Mentioned in this Episode: God Is My CEO: Following God's Principles in a Bottom-Line World, by Larry S. Julian   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

This week, Dan Neumann is joined by two Agile colleagues, Sam Falco and M.C. Moore. In today's episode, they are taking a little trip back in time to explore the impact Frederick Winslow Taylor had on modern work. Taylor has been called the father of Scientific Management and his thinking pervades the way teams work today.   In this episode, the book The Principles of Scientific Management and its principles are explored in comparison to the Agile modern ways. You will hear about effectiveness, interactions, trust, productivity, creativity, and accountability, among other valuable concepts that today are seen and approached in significantly different manners as a result of the evolution and progress in this field.   Key Takeaways The Principles of Scientific Management was written by Frederick Winslow Taylor and published in 1911 Taylor had a special disdain for working people that showed in his writings. How is Taylorism showing up today in modern management?  Overemphasizing Agile metrics The use of certain nomenclature Work smarter and harder. Productivity depends on the company to manage not the people who are actually doing the work. What motivates people? The ability to be autonomous about the work To have mastery and purpose Give people the goal and let them figure out the “how.” Trust in workers is crucial and they need to be motivated by their managers; if they receive fulfilling work to do they will have the way to get it done Agility vs. Taylorism Agile considers interactions more important than processes and tools, while in Taylorism the system is all that matters and must be first. M.C. More shares a real Agile example where an individual was very motivated to grow and expand in a company that didn't offer an opportunity for that at that point, so instead of letting him leave, the organization created a new space for that worker to thrive. Decentralizing decision-making down to the level of the Agile Team is a break away from Scientific Management. Taylorism wants to separate people from decision-making as much as possible, exactly the opposite of what Agile teams aim for. Companies are supposed to attack the system when it is broken, not to try to manage the individuals. It is really hard to be creative when you are being micromanaged. Taylorism uses results for accountability while in an Agile team everyone is holding each other accountable for the work as one of the Agile principles says: Build projects around motivated individuals, give them the environment, support their needs, and trust them to get the job done. How does an Agile Team manage innovation and new ideas? The biggest challenge in knowledge work is that you are doing something that has never been done before New good ideas should diffuse across the team; that does not mean everyone should be doing the same but they should try them and see if they make sense with each team's local context.   Mentioned in this Episode: The Principles of Scientific Management, by Frederick Winslow Taylor Drive: The Surprising Truth About What Motivates Us, by Daniel Pink Humanocracy: Creating Organizations as Amazing as the People Inside Them, by Gary Hamel and Michele Zanini Project Gutenberg: Books by Frederick Winslow Taylor   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

Episode: 2683 Taylorism: early scientific management. Today, Neanderthal genes.

In the future, the system must be first.  At least, that's what Frederick Taylor thought when he devised his Scientific Management theory that ended up kicking off the City Efficient Movement. Efficient?  Maybe.  But was it all unicorns, roses, and rainbows?   The Principles of Scientific Management by Frederick Winslow Taylor (1911):https://en.wikipedia.org/wiki/The_Principles_of_Scientific_Managementhttps://philadelphiaencyclopedia.org/archive/scientific-management/ Technical Advisory Corporation (First private planning consulting firm in 1913)http://www-personal.umich.edu/~sdbest/up594/people/Gbford.htm Harland Bartholomew (First full-time employee 1914):https://en.wikipedia.org/wiki/Harland_Bartholomewhttps://tclf.org/pioneer/harland-bartholomewhttps://www.tandfonline.com/doi/abs/10.1080/10999922.2017.1306902?journalCode=mpin20

Alain Hunkins is a sought-after speaker, consultant, coach and Author of the #1 Amazon best-selling book, Cracking the Leadership Code.  In this episode you will learn about: The brain science behind leading people Real life leadership stories The importance of “empathy: How to communicate more effectively than ever before The key components to crack the code Follow us and explore our social media tribe from our Website: https://leadership-hacker.com Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA   Find out more about Alain and his work below: Alain's Website: https://www.alainhunkins.com/ Follow Alain on LinkedIn: https://www.linkedin.com/in/alainhunkins/ Twitter: @alainhunkins Cracking The Leadership Code   Full Transcript Below:   ----more----    Introduction Steve Rush: Some call me Steve, dad, husband or friend. Others might call me boss, coach or mentor. Today you can call me The Leadership Hacker. Thanks for listening in. I really appreciate it. My job as the leadership hacker is to hack into the minds, experiences, habits and learning of great leaders, C-Suite executives, authors and development experts so that I can assist you developing your understanding and awareness of leadership. I am Steve Rush and I am your host today. I am the author of Leadership Cake. I am a transformation consultant and leadership coach. I cannot wait to start sharing all things leadership with you. Our special guest on today's show is Amazon's number one bestselling author, Alan Hunkins. Before we learn how to Crack The Leadership Code, it is The Leadership Hacker News. The Leadership Hacker News Steve Rush: In the news today, research provides evidence that leaders who are more mindful are more prone to forgiveness and that mindfulness exercises can actually facilitate a forgiving attitude and environment in the workplace. While there are so much studies focused on mindfulness is a relatively very little research and a potential impact that mindfulness can have. Author of the report, Johan Karremans, who studied the link between mindfulness and forgiveness, says this is just one of the small steps that we can take, and of course as leaders, forgiving people when they screw up is a really important element of helping people learn too. The difficulty in forgiving another person often lies in the process of immersing oneself in the emotions and thoughts about what's happened; which indeed could add insult to injury. The research was completed over five separate studies with five hundred ninety two (592) people in total. Karremans and the researchers found that the people who agreed with the statement such as, “I perceive my feelings in emotions without having to react to them” and, “I am good at finding words to describe my feelings”, tended also to agree with statements such as, “I tend to get over it quickly when somebody hurts my feelings”. The research also found that listening to guided, mindful attention instructions led to higher levels of forgiveness regarding a past event. Mindfulness might not just be helpful in reducing stress and improving happiness, as often it is seen stereotypically, but it also may be able to foster better interpersonal relationships and one that is a bit more forgiving. Findings also indicated that mindfulness is positively associated with forgiveness because of his association with empathy. In other words, more mindful people are also more likely to report being better at adopting the psychological point of view of others, which in turn links to height and forgiveness. So as leaders, I'd like to invite you to think about the next time one of your colleagues fails or has not achieved YET what they're trying to achieve. I want you to consider how well equipped you are to deal with that situation and how mindful you are being at that time. Mindfulness is a really key component that should be in all leaders kit bags, being self-aware, being present in the now and focusing on what's present is a key attribute for all great leaders. That has been The Leadership Hacker News. If you have any news or stories, funny things, anything that is happening in the world of leadership around here, please share it with us through our website or our social media sites.   Start of Interview Steve Rush: I am joined on today show by, Alan Hunkins. He is a TEDx speaker. He is the author of the number one bestselling book on Amazon, Cracking The Leadership Code. He is also the Managing Director of the Hunkins Leadership Group. Alain welcome to our show. Alain Hunkins: It is a pleasure to be with you today. Thanks so much, Steve, thanks. Steve Rush: So hitting number one on the business communication sales in Amazon is just amazing. Congratulations, first and foremost. Alain Hunkins: Thank you, thanks so much. Steve Rush: So what is the back-story? How did you arrive at number one bestselling author? Share with us your back-story and tell the folks who are listening in, a little bit about what you have been up to. Alain Hunkins: Yeah, sure. You know, it is funny looking backwards. You know, hindsight makes everything look 20/20 like it was a straight line. But on the journey, I never would have dreamed I would have ended up here, but if I had to look back and I see a common thread throughout my life, ever since I was like five years old. I have always been burning to answer the question, why do people do what they do. I am just fascinated by people, human behaviour and I was as a kid, I then moved into college. I studied some psychology. I also got very involved in theatre and actually went to an acting conservatory for graduate school, worked as a professional actor and as an actor. You're obviously putting yourself under the microscope in terms of behaviour and learning a ton about that, then got involved in teaching in schools and then moving from leadership training with children in schools to doing training, work in organizations, leadership training across the world. And so it's been 25 years working with over 2000 groups in 25 countries, and so for me, what led to the book was as I continued to work with more and more people. I noticed that there were these patterns of behaviour that were emerging and not just patterns of what successful people did, but also patterns of what mediocre people did, were mediocre leaders doing. And so what I wanted to do was be able to capture those patterns and then categorize them and bring them to life through stories and examples and then look to the research that supported those stories and examples. And that's what led to the book, so I started with a blog post, you know, a couple blogs and just going blog after blog after blog. I started seeing these patterns in the blogs start to emerge, and those patterns became the chapters and what became the different parts of the book. So that's what has led me on this journey and ultimately, it's all about helping people to become better leaders and from my take, when I say leader, I'm not talking about a job title or position. To me, leadership is very much a state of mind and a state of being. The fact is every single one of us need to influence others in the world to try to get things done, and whenever you are in that role of influence, you are a leader. Steve Rush: Yeah, I agree and in my experience, I have often been quoted around, “leadership is not a role - It is not a job title”. It is just a set of behaviours that you carry and that of course can be demonstrated at any age, right? Alain Hunkins: Absolutely and those behaviours can be learned. That is the good news. Right? We can continue to learn those behaviours as we go. Steve Rush: For sure, yeah. I was intrigued to look at your TED talk and what I noticed about your TED talk which intrigued me the most was the principal about, as a leader you always have a target. Tell us a little bit, about how that came about.  Alain Hunkins: Yeah, sure. Back and I would say 2002; I had this wonderful mentor I'm still in touch with named Jeff. Jeff and I would meet for lunch every month or so and talk shop about leadership and life and on this particular day back in 2002, we were finishing up lunch and Jeff hands me this gift wrapped box, a little gift. He says congratulations on last weekend. See the weekend before I just gotten certified to lead a very complex training. I had spent years preparing for, so this was just way of thanking me. So I opened up the gift and inside there is this t-shirt and the front of the shirt said leader. I was really touched because I really felt seen and acknowledged by Jeff in that moment because he was a mentor and kind of like a father figure to me. So I said, thanks so much, Jeff and then Jeff, he had this shining baldhead in the light. He got this impish grin on his face. He said now turn the shirt around. On the back of the shirt. Is this large archery target, right? So I'll never forget what Jeff said next. He said, welcome to leadership. He said, as a leader, you are always a target. Now, if you are a great leader, you are the target of people's hopes, their dreams, their aspirations, even their envy. But if you're a lousy leader, you'll be the target of their disappointment and their criticism and their blame. So what type of leader you are going to be? That is up to you, and I think what Jeff captured with his t-shirt is what I have come to understand. As you know, leaders are in the business of managing people's perceptions. In everyone's mind, we want to think that we are the best leader. We are effective. We are well communicating, etc. But that's our own intention. That is not how we are being seen, and so we have to understand, we have to cross the gap between our own intentions and how the people that we choose to lead actually see us, so that's the story of the leader target t- shirt. Steve Rush: It is a super story and a great metaphor because ultimately, we will attract what we set out to attract and a lot of that, of course is unintentional, isn't it? Alain Hunkins: Oh, completely. You know, I think it starts unintentional. I think the work and the process of leadership development is learning how to make the unconscious conscious. And you do that in part by doing things and screwing up. Right. You make mistakes and go, oh, let's not do that again. I mean, I can think of lots of mistakes that I have made along the way. I mean, just as a quick example, I just think early in my career I was really keen for a new position. I had been volunteering for an organization and the executive director role opened up, and so I decided I was going to put my hat in the ring and step up to be the new executive director. Except it was through an election process, and I assumed that I voted in because I had the most experience. I was the most qualified. I was the most committed in my mind. I was a shoo in and I had this opponent for the job, a guy named Gary but Gary was new. I thought there is no way he is going to get more votes than me.  So we show up on Election Day. I make the long story short. Final score was thirty-eight votes to six. I first impulses. Yes, I have crushed it. I have won, and then I realized, no, actually, Gary, the 38 votes and I got six, so I got crushed and so that was a great wakeup call. I mean a horrible mistake and I felt terrible about it at the time, but you know, over time and all these tuitions you pay into the school of life start to pay dividends, and so what I learned from that experience, especially in debriefing with Gary, was Gary actually reached out to people. He built relationships with them. I did not do any of that. I assume that what I believed in and what I deserved would be mine, so I basically came into leadership with a sense of entitlement and I think the sooner that we can lose that or learn that lesson, the better off we're going to be. Because leadership is not about being entitled. It is not about being in charge. It is really about serving the people who are in your charge. Steve Rush: So you talk about that quite a bit through the themes of your book. So let's get into the Cracking The Leadership Code and unpick some of those themes that kind of reoccur. One of the things that really intrigued me when I read the book was the whole principle about why old school leadership stopped working. Most leaders these days will recognize that we have had to transition. We have new ways of working. There are new ways of helping lead and create followers and indeed create more leaders. What was your experience about how that presented itself for you? Alain Hunkins: Yes, What is interesting because I think most of us would recognize that we need to shift and there's got to be this new style of leadership. But what I found was not a lot of people are talking about is why. Why do we have to shift and where are we coming from? Where is the shift coming from? So I did some digging into the backstory of where the whole school of command and control leadership came from and it dates all the way back to the beginnings of the industrial age. So what I was fascinated by and I read some biographies of some of the biggest people at the time, one being a man named Frederick Winslow Taylor, who is considered the father of scientific management, which was all about. Okay, we now have factories. They had not existed before the beginning of the industrial revolution. How we are going to manage all the people in the factory. We've got hundreds of people like thousands of labourers. What are we going to do? And so he created this model that was all based on command and control, where literally and this has to do with the fact that 95 percent of the employees at the time were all doing the same repetitive manual labour. So literally, it was management's job to think and it was labour's job just to shut up and do what they are told, and that mind-set, that command and control mind-set became the foundation, the template for how we lead. In fact, his book, Taylor's book, The Principles of Scientific Management, became the core curriculum for the founding of Harvard Business School in 1911 and other business schools beyond that. And in fact, that book was voted the most influential management book of the 20th century in the year 2001. So realizing, oh, my gosh, we are all living out Taylor's legacy for better and for worse. I mean, obviously, there were some upsides, but that only worked up to a very specific point. No one is working in that industrial age life anymore, so we obviously need to shift and the challenge is, while we've tried to make the shift, unfortunately, too many leaders are still working from this antiquated playbook that dates from the early to mid-20th century. Steve Rush: …and what do you think stops people moving away from that old school autocratic style of leadership? What you think the key reasons could be?  Alain Hunkins: You know if I had to boil it down to one word, and that is tricky, but I would say the word is “ego”. There is something that we all get a little drunk on our own power and when people get into that role of authority, it is so easy to fall into the trap and I am sure we all heard it as kids because I am your dad that is why. I am your mom that is why. We just kind of wield authority because we have it. Because, let's face it, it takes a lot less effort to tell someone just shut up because I say so than it does to inquire and say, hey, what's going on? I mean, I will give you an example. I remember when my son Alexander, who is now 16, when he was about three or four and we had to get out of the house. We were getting somewhere and as four year olds, want to do. He was having trouble getting his shoes and his pants and everything on to get dressed. Instead of doing the nice thing, I found myself getting a bit testy with him. Come on, we got to go. Come on kind of raising my voice. And he definitely responded to me with a big puddle of tears, and I felt horrible. And I remember debriefing this with my wife afterwards, and she said, yeah, well, in the moment you were trying to kind of move him along, she said, but what were you doing 20 minutes earlier? To make sure that you created an environment where he could succeed, and that lesson really struck with me, so I'd say the number one thing that so many of us default to is just go just do. Short term it is easier but if we continue to go with that power struggle, command and control, it is going to get in our way. So I'd say that's the number one thing that, you know, it's so easy to default to that, you know, they've said that power corrupts and absolute power corrupts absolutely, so we have to be really mindful that we don't get too full of ourselves and our egos don't get too inflated. Steve Rush: Sure is a really good lesson, and of course it might get stuff done short term, but it's never going to be sustainable and it's certainly not going to create the right habits and the innovation that we need for the future, Right? Alain Hunkins: Oh, completely. I mean, that is why there is a huge difference between. If your goal as a leader at most compliance. Yeah, go ahead. Command and control all day. You will get compliance to a point. If people are desperate for a paycheck, you will get compliance. Now, granted, if they have alternatives, like many people do today with LinkedIn and Glassdoor, they're going to find the grass greener somewhere else but if you want compliance, command, control, but you're never going to get people's engagement. You are never going to get their commitment. If you operate from that mind-set for sure. Steve Rush: Another key part of Cracking The Leadership Code for you was empathy, and it's one that really strikes home for me because I've studied this too.  Alain Hunkins: Yeah. Steve Rush: …and in fact, a part of my book, Leadership Cake the “E” in the Cake is empathy, and you call this the basis of connection. What is the reason you focus on that as part of cracking the code? Alain Hunkins: Oh, my gosh. I mean, it is so important. Empathy to me is the basis of connection and by the way, the subtitle of the book are The Three Secrets to Building Strong Leaders. And those three secrets are connection, communication and collaboration. So empathy for me is the basis of connection because at its core, what is leadership? To me, at its core, leadership is a relationship between two human beings and the most human and basic of connections is empathy and briefly defined empathy is showing people you understand them and that you care how they feel. I mean, Theodore Roosevelt said it very well. He said people don't care how much you know until they know how much you care. And until we feel valued and recognized, it's really hard to do anything else and I think particularly in the middle of this coronavirus pandemic, this need for empathy and human to human connection is more apparent than ever. I mean, everyone is, you know, socially isolating, social distancing. We are hungry for connection, and so to skip through that and think that we can somehow proceed with business as usual is ridiculous. I mean, this is such an opportunity for leaders at all levels to reach out and connect with other people or maybe the most valuable thing you can do right now is to stop and hold space for people and say, how are you feeling right now? What is on your mind? How can I support you? And those three questions with the power of just listening and being able to hold that for people is incredibly, incredibly powerful and helpful. Steve Rush: That is right, and now more than ever, people are seeking understanding. They are seeking that their view of the world; they want people to understand, what it really feels like for them and of course, that is the core tenants of empathy, isn't it? Alain Hunkins: Oh, completely and also and I can't remember where I saw this in the last couple of weeks, but I saw this around the pandemic. Is realizing that, yes, we are all having this shared collective experience and that while we are all in the same storm. We're not all in the same boat realizing that different people are dealing with the situation in many different ways, whether that's health wise, whether that's financially wise, whether that's just quality of life and living at home wise. So having some empathy, understanding that, yeah, we are not all the same, though, we can connect and relate to each other. The fact is, I don't need to know every single thing about you and be exactly like you, Steve, to understand and care about your experience. It is the most human of elements for us to be able to have. Steve Rush: It is so true of course.  Alain Hunkins: Sure. Steve Rush: Originally, you know, fifty thousand years ago when we lived in caves and our language was not particularly well informed, it was still having that core understanding of how the people felt and behaved. That created that community that existed even back then. Alain Hunkins: Oh, yeah, for sure and that is back then, our world was probably limited to about one hundred and fifty other people, and that was about it. Steve Rush: Sure. Alain Hunkins: Just think about how we are now connected at this global scale. It is really tremendous. Steve Rush: So if I have a leader who is listening in to us speak today and they maybe having some challenges in communicating with the people they work with ,or the team, and of course communication, helps build empathy. How do we go about cracking the communications code? Alain Hunkins: Yeah, so communication is trickier than it looks. You know, the fact is the human default setting, again, because we are all different, is that we all hear things and understand things in our own way, so the first step to becoming a better communicator is to recognize that we don't communicate for communication sake. That the goal of communication is to create shared understanding between all parties involved, and the reason that is so important is because shared understanding becomes the platform from which we take all future action. So if we have 100 percent accurate understanding, we can make better decisions and get better results. If we have poor understanding. We are going to make poor decisions and get poor results, so some things that we want to do. First of all, knowing that misunderstanding just happens. It is like bacteria in the water. It does not mean to harm you. It is just there. You got to filter it out. We have to learn how to filter misunderstandings out of the environment, so in the book I go through six core actions you can take. I will just share a couple with you today, so one action you can take to create understanding is first have a very clear central message and put it out upfront. Be explicit, it should be no more than eight words, tops and it should basically be the summary of exactly what it is you're trying to say. How many of us get emails, and the subject line doesn't relate at all, to what it says and then you are fishing through and going, what does this all mean? And you read through paragraph. We all know those people. You know some of us try. Some of us just hit delete. Right. We do have time for it. All of which to say is the more that you can clarify your central message, the more people can understand what is even the field that we are playing in. I have read some studies that somewhere between only 10 percent and 20 percent of what we share in terms of content actually gets remembered. So by having a clear central message, we can make sure that people are walking away with the right 10 or 20 percent as opposed to their own version of that 10 or 20 percent, so that's one key thing. Another key aspect to communication is what I call asking for a receipt, and what I mean by that is that communication can never be one way. In fact, it needs to be three ways that we put it out there, so we share what we want to say, and then someone should come back and say, this is my understanding of what you said. And then the third way is back to that person. Say, yes, you've got a right or no, you don't and here's why. Right, so it is that back and forth. In fact, a great example of asking for a receipt comes from the fast food industry. So back in the 1980s, the fast food industry had some real problems with her whole drive thru process. Was very, very common for customers to drive up to the intercom, place their order, and then they drive up to the window to pick up their food order and to be filled with mistakes, and this went on consistently throughout the industry for years, and then suddenly the mistake rates just started to plummet. You might be wondering, well, what do they do, where they change? What new technology do they introduce? It was actually really simple. What happened was after the customer would place the order; the employees started repeating the order back. So if I get that right. Let me just check this, please. Its two hamburgers, one cheeseburger, two orders of French fries and three Coca-Cola. Is that right? Right, so it is something as simple as that to confirm the understanding. Now, what is amazing is so many of us have meetings on a daily basis with other people, and then the meeting ends like, okay, Is everyone clear what we're doing? Great, and we just go off, but we have never stopped and explicitly and overtly confirmed what it is that we say we are going to do. And look, if a Taco Bell franchise will do this for a ninety nine cent taco. Don't you think that our own decisions, our actions and our own businesses are worth the same level of quality? So asking for a receipt is another very simple, practical thing you can do to improve your level of communication effectiveness. Steve Rush: Love that, super. Any other nuggets of communication code cracking you can share? Alain Hunkins: Yeah, another really useful one is the idea of making all of your implicit assumptions explicit. The fact is human beings are good at many things, but mind reading is not one of them, and so if you've ever caught yourself saying something like, well, I sent the email, they should know what to do or doesn't senior management realize what a stupid process this is? That is really clear in your mind, but no one else is living there except you, and so whether it's something like checking in to see, are there questions that people need clarification on? For example, this is a really good time to make your explicit assumptions around. So we are all working remotely now from home. What is our expectations about how often we are going to communicate? And when are we going to communicate and how? So are we going to be doing this all via email? Are we using slack? Are we using text? Are we using WhatsApp or using Zoom?  This is a great time to step back and be really clear with the people around us. What are the right modes of communication? What is urgent look like? You know, urgent might mean I get back to you within one minute, five minutes, eight hours, and 24 hours. What does that mean? It means different things in different contexts, and so we can't just assume that we're all on the same page. Right, so clearly, when we don't have those things aligned, it creates conflict, creates conflict at work. It creates conflict in marriages and in families, with friends, so the more we can clarify and make our implicit assumptions explicit, the more clear and effective our communication will become. Steve Rush: Those are super hacks, thank you for sharing those. Alain Hunkins: Sure. Steve Rush: My experience also tells me that you have to practice this; this is not something that is going to come natural to you because we all have our own way of communicating. Which is often very different from other people based on their experiences and their belief systems and so on. So it does take practice, right?  Alain Hunkins: Oh, completely. All of this takes practice. These are all skills, and the way any practice works is you start and then you try it, and then the key to all of it is to be intentional. Right, so if you look at the power of habit formation, you know, there is some mythic studies that say it takes 21 days to create a habit. Actually, it can vary. That is not actually true at all, but if you want to develop a habit, what we do know is that you do need to start somewhere. Right and so today is as good a day as any. So pick whatever you think will give you the biggest bang for your proverbial buck and pick something and then find ways to build some successes into your habit. So don't try to climb Mt. Everest all in one day. Just take one-step at a time. So, for example, if your habit is you want to work on cultivating the habit of appreciating someone, just think, okay, today, can I be intentional? Who is one person that I can appreciate or thank in a very explicit way? And then tomorrow practice it again, and then maybe the day after I'll say I'll do two people and just continue to build that until it feels like it's happening on muscle memory. So if you think about high performance athletes or great musicians, when you see them performing, they're not thinking, they're just responding because they've got so much muscle memory that is built into that, and in some ways, the practices and skills of leadership are no different. We want to be able to make this automatic and intuitive, and so when we are doing it, it looks like it is the easiest thing in the world, but all that easiness comes out of a lot of practice and hard work. Steve Rush: And repeat and repeat and repeat until we've got that muscle memory, that tactile foundation, that means that you just don't get it wrong anymore. Alain Hunkins: Exactly, and then also, a great way to check in with that is to ask for feedback from other people. In fact, I would say and you can call this a hack, but the number one thing that I think will help you to accelerate your leadership development is to get honest, constructive feedback from people who will give you the truth about how are you showing up. And so ask for the good, ask for the bad, ask to the ugly, and then when you get that feedback, don't defend it. Don't try to justify or blame or any of that stuff. Just say thank you. Thank you for the feedback, and then as you ask more and more people, you will see some patterns start to emerge. You know, when nine people start telling me, hey, Alain, you know, you can come across kind of rude and directive when you are under stress. It is nine against one, even though I think I am not rude, I am not arrogant. Well, nine people are saying that maybe it is time for me to stop and listen. Right, so being able to get feedback is a great and probably the most useful tool to accelerate your leadership development. Steve Rush: It sure is, and you don't have to like it, but you do have to listen. Alain Hunkins: Yeah, I like what you said about it, but you don't have to like it. You know, I think what you are touching on. I like to say that leaders need to get comfortable with being uncomfortable in so many situations like that. You know, it is not going to feel pleasant. It is not nice all the time, but if you are not stretching and growing, you are not learning. And so part of that growth goes out of your comfort zone to the discomfort zone. By its nature, the learning zone is not all comfortable. So go for it and grow. Like you said for sure.  Steve Rush: In your book Alain you talk about, motivation as being in search for the magic pill. Is it really a magic pill? Alain Hunkins: Arrrgh… there is a search for the magic pill but the great secret to motivation is there is no magic pill, and so it is interesting how some people tend to have their go to's to think, oh, this is what motivates people. In fact, I often tell the story about the famous film director Alfred Hitchcock, and a Hitchcock was known for his disdain of actors. In fact, he was quoted as saying all actors are cattle. Right, and then later on in his life, a journalist said to him, is that true? You said all actors are cattle. He said, no, I was misquoted. I never said all actors were cattle. What I said was all actors should be treated like cattle. Right, so it turns out 1965 Hitchcock was working on a movie called Torn Curtain, and the leading actor in the movie, Paul Newman, who at the time had been nominated for two Academy Awards, was already a bona fide Hollywood star, and Hitchcock and Newman were working on this. And Newman was a method actor, and he really like to get into his character very deeply and Hitchcock just wanted him to find his spot and read his lines, and so Newman came to Hitchcock one day and said, But, you know, Mr. Hitchcock, what's my motivation in this scene? And Hitchcock said, Everything you need to know is in the script, and Newman came back, as you know, he's Paul Newman is, you know, pretty defined. He is going to say what he said, honest mind. No, but really, what is my motivation? And the story goes that Hitchcock turns to Newman and says, you motivation. Mr. Newman is your salary. Right, so the idea there being that Hitchcock is operating from that old school. I am giving you money. Shut up and do your job. Well, money motivates some people in some situations, but it is not a one size fits all solution for motivation. Steve Rush: All right. Alain Hunkins: And so in the book I go to through the whole section on motivation is basically humans are all operating with some basic fundamental human needs and there's different models of human needs. But in the book, I go through four broad places of human need, that people have a need for safety. People have a need for energy. People have a need for purpose, and people have a need for ownership. And what I go into depth and we can talk about some of these and you can decide which ones to talk about, Steve, is that there are things that we can do, some hacks as leaders, tips and tools and skills we can have to help people to get those needs met. And while we can't directly motivate anyone else, what we can do is we can create the conditions where motivation is more likely to happen, where people can motivate themselves. Steve Rush: And there has been lots of studies over the last 10 years about intrinsic versus extrinsic motivation, but when it comes specifically to ownership, how does that play out? Alain Hunkins: So if we think about it, ownership. So the idea of ownership. I love to use this example often, which is like if you have ever rented a car, which many people have in some point in their life. When is the last time you took your rental car to a car wash? Right. No one has ever taken there. Right. Why would you. You would never take a rental car because it is not yours. It is somebody else's to take care of, so the sense of ownership is that you want people to be able to own solutions, own their own challenges and if we operate from the idea that as the leader, it's our job to fix things and give advice and jump in and help people to get things done. What is going to do? It's been to create at a certain point a system of learned helplessness, where in some ways it's like where the parent and they are the child. So one of the things that if you want to build a sense of ownership in people, one thing is ask them to step up. And I'll give you a classic example of this. Actually, this came up this a couple of weeks ago. So one of my clients is a man named Peter who owns a small business, and Peter was really distraught because through all of what's been going on with the economic downturn, with the coronavirus pandemic, is he's looking at the financials. He is like; there is no way we can move forward with the whole company. I am have to lay off about 50 percent of the company, and he was struggling and struggling with how am I going to do this? How is going to be equitable and fair? And I said to Peter, I said, Peter, you don't have to go with the answers. Do you ever think that maybe you should just be honest and share your challenges with the company? So he did. He actually did a companywide Zoom Call. Explained, was very transparent about the financials, and the amazing thing was. The company just innovated and came up with these solutions that Peter never would have come up with, that involved people doing some job share, some people deciding they were going to take unpaid vacation or time off, and they created a solution where they didn't have to lay anybody off, but again. It is an example of the reason that happened is because Peter asked, and so it is a great example. If you want people to take ownership, create an environment where they're in charge of what they can be in charge of, and then see how you can support them to create their solutions and then to implement them. Steve Rush: By giving control to those people; it makes it more collaborative and therefore you create more ownership. Right? Alain Hunkins: Oh, absolutely. Right, because when you create collaboration and ownership, what you give people is a sense of autonomy. I love Daniel Pink in towards the book. He's got this fabulous book. You are pretty familiar with it, it called Drive. Steve Rush: Sure, yeah. Alain Hunkins: In Daniel Pink's Drive. Pink talks about the three major drivers of motivation. Right, so there's mastery that people get better at what they're doing, that there's autonomy, there's freedom to do what they want and also purpose that what they do matters. Bigger than themselves, and so this sense of ownership really ties deeply into the sense of both autonomy and mastery, is that when people own what they're doing, they can see how they can make progress towards it as well as they have this freedom to create things as they see fit. I have yet to meet a single person who has ever said to me, wow, you know, I had this amazing leader and, you know, I loved about the most is the way they would micromanage me. Said no one ever so recognizing. Right, so recognizing that autonomy and mastery are keys to ownership. Yeah. Steve Rush: So usually this part of the show Alain. We will start to hack into your mind to look for your top three hacks. Now you've shared bunches of superb hack, ideas and thoughts that will start to get the grey matter working with our listeners. But if you had to nail your top three leadership hacks, what would they be? Alain Hunkins: All right. Hack number one, and this has to do with becoming more credible. Simple, simple, simple. Show up on time. Right, does not really get simpler than that. Yet maybe the most important thing, you know, they say that 80 percent of life is showing up because let's face it, timeliness is the easiest thing in the world to measure. You're either there or you're not. So hack number one. Show up on time.  Hack number two. Listen, so much of everything that we have talked about around communication and around connection and empathy boils down to. Are you listening to understand? Are you listening to tick a box? And the goal of listening should be to truly and deeply try to see the world through somebody else's eyes, to hear things through their ears. To step into their shoes, so hack number two is start cultivating a listening habit. And I'd say hack number three, read, you know, learn something new as much as you can. I have found that all great leaders are great readers. So whether that is audio books or actual books or Kindle books, read and learn, because there so much out there, I feel the more that I learn, the less I know, because the world is a big place, and we live in a time where there is so much information that is accessible to you so easily. And if you're not taking advantage of, somebody else's is, so learn, read and lead. Hack number three.  Steve Rush: Great stuff, so if we were to now start thinking about what we affectionately call now as The Hack to Attack. This is a time in your life, where maybe things have not worked out well, you may have screwed up, but we are now using that lesson as part of our life's work. What would you hack to attack be, Alain? Alain Hunkins: Sure, so my hack to attack is recognizing the power of authentic, vulnerable communication. And I'll tell you, when I learned that was when I got curse out in front of a room of 300 flight attendants, so I will tell you the story on this, so I was working with a group of 300 flight attendants in Chicago. It was a two-day customer service training and I was both the master of ceremonies as well as one of the lead designers for the training. And I was getting ready to kick things off on the first morning, and before we were getting started, the audience was filling in. I was just walking around in the crowd getting to know people and found out that people were literally coming from around the world, and so there were some people from the UK, there were some people from the US, there were people from Europe. There was a table that had flown in all the way from Japan. They were up in the front, and one person said to me, oh, look, we literally just flew in from Japan all night. So if we fall asleep in the front, please don't take it personally, because the Asian table up here, we're really tired, so I meet with everybody and then it's time to get started, and so as we start, I welcome everybody to our training. And I'm telling everyone, thank you so much for coming in from around the world, and we have people from the UK, from the US. Up here, we have the Asian table, and so I go on and on with this, and then about five minutes after I am designed to start, I am going to be interrupted by a marching band. Now, this is all pre-planned. I know this is coming, so five minutes in, the marching band comes in. Boom, they go off, do their thing, so while they're doing their thing, the guy that two tables back in the audience raises his hand and he asked me to come over. I walk over to him while the band is playing. And he says to me, who the F do you think you are? So he does not say f, he actually says the word. Who the F do you think you are? I am like, I am sorry. You call yourself a leader. You are a racist. I am like what, and he starts cursing me.  Who the f do you think you are? You call that the Asian table. What kind of racist are you? You would not call that the N-word table. Except he did not say the N-word table. He actually said the N-word, and he just coming on and on at me. And at this point, you can imagine my brain has exploded out of my head and I'm just trying to keep my balance, not fall over, because I'm getting curse at in front of this entire room. This is going on. Steve Rush: Right, yeah. Alain Hunkins: And I managed to after properly, I have no idea how much….it might have been half a minute or a minute. I managed to extricate myself from this guy, and I go back to the back of the room where my colleague Cynthia's back there, and I said, Cynthia, the band is about to stop playing in about three minutes. I just got totally cursed at. What comes next? Where are we? What are we doing? Like, literally, I had a complete amygdala hijack where my brain was just not functioning, and she said, okay, we are in Chicago. We are with a group of flight attendants. This is a customer service training. Oh, okay. Thank you, so I went back up on stage and I knew I had about 30 seconds left and I did not have a clue as to how I was going to handle this. This was not in my playbook. I was not expecting this at all, and so what I ended up doing was as the band finished, I just turned to the audience and just spoke from my heart, and I said, folks, before we go further, I just need to say I know today and tomorrow is all about customer service. And sometimes in customer service, things get screwed up and you have to make a customer service recovery. Well, this is one of those moments. Before we go further, I need to apologize. I said some things earlier that some people found really offensive and if that's true, I'm really, really sorry. That was not my intention. That is not what I meant to do. That is not why I am here, and I practically broke down in tears saying all this to them. I was just really horrified that anyone could ever think that of me. I said, so if you want to talk to me off line or during anything, please let me know, so the amazing thing as I finished all that Steve was, you know, I let it go and I thought it was all done, and we continued on with the training, but over the next two days. Out of that three hundred people, literally twenty five, must have come to me and said, I just want to come over and tell you how much I appreciated how real you were with us, because, you know, we go through a lot of these kind of things at work and you being that authentic made such a difference. And it was from all of the consistent feedback. Again, twenty-five people all coming up to me saying some variation of that same thing, so what I learned there was when I let my guard down, I show up in a much more powerful way, because up until that point, I think I still was relying on all of my bells and whistles and shiny. You know, I am a performer. I can make this all happen. I can do a good job, and I was afraid of letting people see kind of what I call the vulnerable, the less than perfect me. And I think, you know, as leaders, if we can let our guard down, if we can take off the superhero cape and let people see that we're human like them, it actually makes us stronger. I know it is a paradox, but it actually takes a lot of courage to be that vulnerable and when you do that, You never know who you're inspiring. Steve Rush: And what a great lesson, and if it wasn't for that individual being quite foul mouthed and cussing at you, maybe that wouldn't have informed your future operating style in the way it has. Alain Hunkins: Yeah, absolutely. I guess, and you know, all these things, you never know when the teacher will appear, I look back on that, and I am super grateful for the lesson and like we said earlier, was it comfortable? Absolutely not. It was horrible at the time but there is definitely some gold to be mined from all of that to mine. Steve Rush: One or two more final nuggets from you Alain. I would like us to think about doing some time travel now; and I'm going to ask you to time travel back to when you were 21 and bump into Alain at 21. What advice would you be giving Alain then? Alain Hunkins: I love this question. I love, love, love this question. I thought long and hard about this. And for me, when I was 21, I was still so much caught up in the idea that talent and merit will speak for itself, and what I didn't realize is that the world is made up of human beings who seek and crave relationship. But I would have told 21 year old Alain is you need to build and sustain relationships. I look back; I have friends from high school and college who were really close and I did not maintain those friendships. I did not maintain those relationships, and I look back to the beginning of my work career and I thought the work itself would be enough and I had later in life. It was a lesson that I had to learn. I would say in some ways the hard way is that keep building relationships and no go to the people who energize you. And if they energize you, let them know that in whatever way you want and continue to cultivate ways to stay in touch and have those, because I find the older I get, the more important those relationships matter. And if I take that at a really kind of meta level that I think, you know, I'm now 51 and I'm what I consider on the downslope of this journey of my physical being. What am I going to take with me when I am done in this life? It boils down to it is the quality of those relationships, so I would say to the 21 year old, cultivate, sustain, maintain and nurture those relationships because they're the most valuable things in the world. Steve Rush: That is Super advice and still relevant for most people who are listening today.  Alain Hunkins: Yeah. Steve Rush: So let's think about how the folk listening to the show today can get hold of a copy of The Cracking The Leadership Code and more importantly, get to know a little bit more about the work that you're doing Alain.  Alain Hunkins: Yeah, for sure. So if people want to learn more about me in the book, The Easiest Place, because my name is difficult to spell. I have a different URL for the book, but you can find me from there too, so it is www.crackingtheleadershipcode.com. That will take you right to the book page. While you are there, you can download chapter one of the book to get a little free sample and preview of what it is all about and from there that links right to my webpage, which is alainhunkins.com so you can go there. You are also welcome to link with me on LinkedIn, which is Alain, A-L-A-I-N. Hunkins, H-U-N-K-I-N-S and obviously I do work in the fields of leadership coaching both one on one and group and organizational, as well as leadership development training and speaking. People can find out all about those things and be in touch if they are interested. Steve Rush: What we will also do is include those links to our show notes and on our Website, so as soon as folks finish listening to this, they can go ahead, click on the links and learn more about you. Alain Hunkins: Fantastic. Steve Rush: So only leads me to say a massive thanks Alain. We have had a super time talking and listening to some of the stories. Again, a huge congratulations on the success of Cracking The Leadership Code and I just want to say personally a huge thank you for being on The Leadership Hacker Podcast. Alain Hunkins: Oh, thank you, Steve. It has been an absolute delight being with you here today, really. Really a pleasure, so thank you so much.   Closing Steve Rush: I genuinely want to say heartfelt thanks for taking time out of your day to listen in too. We do this in the service of helping others, and spreading the word of leadership. Without you listening in, there would be no show. So please subscribe now if you have not done so already. Share this podcast with your communities, network, and help us develop a community and a tribe of leadership hackers. Finally, if you would like me to work with your senior team, your leadership community, keynote an event, or you would like to sponsor an episode. Please connect with us, by our social media; and you can do that by following and liking our pages on Twitter and Facebook our handle there is @leadershiphacker. Instagram you can find us there @the_leadership_hacker and at YouTube, we are just Leadership Hacker, so that is me signing off. I am Steve Rush and I have been the leadership hacker.      

Episode 121 | John Kiely: Periodization Paradigms and Stress Theory Subscribe & Review on : Apple Podcasts | Stitcher Periodization. Strength and conditioning coaches and sport coaches use it to help their athletes progress and adapt - to get stronger, faster, and more powerful. But, what if the foundation of periodization has roots from somewhere else? What if periodization was never intended for sport at all? If I have tickled your curiosity then you are going to love this podcast with John Kiely. John is a strength and conditioning coach and currently work at the Institute for Coaching and Performance (ICaP), at the University of Central Lancashire. His current research interests revolve around human performance, and include: The detrimental effects of fatigue on running coordination; the modernizing of Periodization planning paradigms; stress as it relates to performance and health; genetics and sports performance; and the link between fitness, movement, cognition and emotional health. Enjoy this mind blowing episode! Part 1 | Periodization Paradigms and Stress Theory Overview of Periodization Paradigms and Stress Theory Historical significance from industrial revolution ala Frederick Winslow Taylor and how this came to be applied to other fields. Principles of scientific management “Selye once remarked that he never considered the application of his research to sporting domains” GAS - general adaptation syndrome Stress Paper; device.  Differences and commonalities between periodization philosophies Stress response and adaptation Part 2 | Where do we go from here? Path dependence   Zombie idea       How can we help coaches and athletes continue to progress? Inter individual variability (adaption across a group) Coaching and Individualization of athletes’ programs How you educate athlete about plan Degree of self determination Athlete needs to believe in training Self regulation; Autoregulation by PRE, RIR, Load/velocity HRV See Table 1 from Periodization Paradigms Show Notes: https://www.researchgate.net/publication/230756715_Periodization_Paradigms_in_the_21st_Century_Evidence-Led_or_Tradition-Driven https://www.researchgate.net/publication/321386054_Periodization_Theory_Confronting_an_Inconvenient_Truth

3 Kernpunkte dieser Folge: Nimm dir die Zeit, herauszufinden, was dir wirklich ist. Investiere in dich und deine Entwicklung. Lege einen großen Fokus für den Aufbau und die Gestaltung der Community: Dabei ist es wichtig, immer wieder Neues auszuprobieren und ständig Sachen anzupassen. Lass die Community mitgestalten. Neue Ideen sollten möglichst transparent und verständlich gemacht werden: Menschen, die nicht bei der Findung einer Idee dabei waren, müssen mitgenommen werden. Erwähnungen und Ressourcen: Hinweis: Einige der folgenden Links sind Affiliate Links (u.U. von Amazon). Wenn du dich für einen Kauf entscheidest, verdiene ich eine kleine Provision – ohne zusätzliche Kosten oder Nachteile für dich. Lorenzo Consulting (https://www.lorenzo-innovation.de/) Initiative Neues Lernen (https://www.initiative-neues-lernen.de/) Taylorismus und Frederick Winslow Taylor (https://de.wikipedia.org/wiki/Frederick_Winslow_Taylor) www.neue-oberstufe.de (https://www.neue-oberstufe.de) Über folgende Themen sprechen wir: Kompromisse und Balance im Leben Seinen eigenen Weg finden Gewinn und Effizienz als Orientierung für Organisationen Faktoren für eine gute Zusammenarbeit in Teams und Organisationen Die Bedeutung von Nutzerzentrierung Aufbau und Gestaltung von Communitys Bildungssystem und partizipative Schulentwicklung Nachhaltige Integration von Lösungen für Schüler Gast dieser Folge: Jürgen Müller Jürgen Müller ist der Gründer und Geschäftsführer der LORENZO Consulting GmbH. Weiterhin ist er Gründer und Vorstandsvorsitzender vom Verein Initiative Neues Lernen. Er blickt auf 20 Jahre Managementerfahrung in Großkonzernen, im Mittelstand und in eigenen Unternehmen zurück. Die Initiative Neues Lernen (INL) gestaltet Schule mit allen Beteiligten: Schüler, Lehrer, Eltern und Partner der Schule. In partizipativen Anstoß-Workshops, Coachings und Fortbildungen (u.a. basierend auf Design Thinking) entwickeln sie Schule weiter – zusammen, auf Augenhöhe und an individuellen Aufgabenstellungen. Ziel- und lösungsorientierte Methoden stärken die Gestaltungs- und Innovationskompetenz jedes Einzelnen und machen fit für die Zukunft. www.initiative-neues-lernen.de (https://www.initiative-neues-lernen.de/)

In our 35th "Deming Lens" episode, host Tripp Babbitt shares his interpretation of wide-ranging aspects and implications of Dr. Deming's theory of management. This month he looks at the Coronavirus crisis, past crises, and where we go from here.   Show Notes [00:00:14] Deming Lens #35 [00:00:28] Coronavirus and China [00:03:05] History of Crisis' [00:11:04] Stock Buybacks - The Replacement for Dividends in Short-Term Thinking [00:14:50] Manage Like Its the Early 1900s? [00:17:27] Look to the Future     Transcript Tripp Babbitt: [00:00:14] In the thirty-fifth episode of the Deming Lens, I'll discuss Coronavirus and bringing manufacturing back, some history on manufacturing crises, and a look to the future.   Tripp Babbitt: [00:00:28] Hi, I'm Tripp Babbitt, host of the Deming Institute podcast. This month, I'd like to talk about what everybody's talking about right now, which is the current coronavirus crisis. And you know, as I start to see some of the reports that are coming in, you know, everybody's trying to do their particular part, but -  the light has really been shined on US manufacturing or the lack thereof. So there's a new term now in our lexicon called PPE - personal protective equipment. And pharmaceuticals that are made in China. And it started getting me to reflect on some of the previous crises, so I'm going to walk through that a little bit later in the podcast. But talking about what's happening today, that China is rejecting sending some products and services and even Europe has been rejecting some Chinese products because of poor quality in the form of the products of PPE and some testing equipment. And so now there's a lot of talk about bringing some of the manufacturing back to the US. That just makes sense. Now, this is something I've advocated for many years. I wrote a LinkedIn article four years ago that I re-posted under my profile about the fact that we have some people that - some countries that we aren't necessarily completely friendly with or their governments are run differently between a communist country and a democratic country.   Tripp Babbitt: [00:02:27] And, you know, now we have things like the Hong Kong riots and things of that sort. And so having manufacturing here, in the article I wrote about having manufacturing in the US and especially that it doesn't make sense to be outsourcing military equipment, parts, and things of that sort to countries that may be unfriendly to us. So anyway, this crisis has has shined a light on China. And they're making some of the products, especially this PPE in the pharmaceuticals.   Tripp Babbitt: [00:03:05] So like I said, I started reflecting on some of the crises that we've been through. And originally, Dr. Deming talked about him going in 1950 - for those who aren't familiar with with W. Edwards Deming and his work - going to Japan in 1950, talking to leaders of Japan industrial arena that owned 80 percent of the capital or represented 80 percent of the capital of Japan at that time. And starting him down a path of qualilty why the US had used a lot of the techniques that W. Edwards Deming took to Japan, discarded them because 50 percent of the products were made after World War II in the US and it's well below that now - less than half. But because we were able to produce things in the US rapidly just to fill the demand, quality went out the window.   Tripp Babbitt: [00:04:19] And Dr. Deming told the Japanese that if they followed his teachings, that they would have countries the world over screaming for protection in five years. And in his words, they did it in four. So we've set sets up the scenario between 1950 and, say, 1969, which Dr. Deming says was the height of US manufacturing, that it was never any higher after that particular time period. But during that time period, Japan was improving the quality of their products that they were making. And with the help of their goods, the government and even the help of the United States in allowing those products to come over to Japan. But what happened was, is this started a steady decline in manufacturing. And in the 1970s, we saw a lot of the automobile manufacturers on the ropes of going into bankruptcy. We had Chrysler, but a lot of them because of the quality of the products and also the foresight of many of the Japanese manufacturers to make smaller cars when the whole oil embargo manifests itself during the 1970s. Then when we went to the 1980s, we, in essence, started down a path. And this is when I became active in working with an industrial distributor in the Indianapolis area.   Tripp Babbitt: [00:06:10] And I started as a sales rep in Evansville, Indiana. And in the early eighties, I remember calling on a number of manufacturers that were having problems competing. And there was always talk about shut downs and layoffs and things of that sort. But there was still a lot of manufacturing going on in the middle of the 80s. But during that time period, from the time I graduated from school in the early 80s until I got my MBA in the mid 80s, and then in the late 80s, you saw a steady decline in the number of manufacturers that were in the United States. And, you know, I saw the Zenith Cabinet plant, for instance, in Evansville, Indiana, close down during the time period that I was in Evansville. But there was a lot of talk about different companies being shut down because of Japan. And I there was a lot of talk also about the fact that the Japanese had lower prices and this, that, and the other. And so it's pretty well documented that the Japanese were able to not only increase productivity, but they did it through having quality products that they were making and not just how many we could make, which was the US focus, but how well we made them actually wound up increasing the productivity even faster.   Tripp Babbitt: [00:07:43] So we had a lot of things going on. We had Japanese then increasing their productivity. As I just mentioned, we had Paul Volcker, who the Federal Reserve who was raising interest rates in the 1980s. And in 1982, an interesting little thing happened. It was called stock buybacks. Now, if you're familiar with Dr. Deming, his work Out of The Crisis or The New Economics, he talks a lot about dividends. But what hasn't been talked about too much that I know of any way in the Deming community are stock, are the damage of these stock buybacks. And let me just talk about what these are. These are companies buying stock back from the marketplace. And it's really almost from my perspective and there's a a doctor, Lozano Alnwick, that writes quite a bit about this from the University of Massachusetts. And I'll put a link to some of the articles and some of the videos that he has out there about how you can manipulate your stock price by doing these stock buybacks. So this became something that you were allowed to do in 1980, too. And actually, there were rules put in that protected it. Now, if you can imagine, if you know, you're going to do as an executive, if you know you're going to be doing a stock buyback for your company because it's a manipulative thing to do if you have knowledge of it can be considered insider trading, at least from my perspective.   Tripp Babbitt: [00:09:21] Now, you may have a different view on it, but you have the opportunity to know when you're going to do it and, you know, be able to manipulate the price. And whereas Dr. Deming talked a lot about in Out of The Crisis and The New Economics. Stock dividends, these buybacks have the same type of damage associated with them, because if you can manipulate the stock price and you are getting stock options that are given to executives, this just reinforces the short-term thinking that Dr. Deming railed against in both of his books, which is, you know, dividends, dividends, dividends. Well, just because we've changed the name or added another tool that does the same damaging thing in the form of stock buybacks, it's not helpful. And what does it do? Well, it does a couple of things that stand out that are damaging to organizations and that reinforces the short-term thinking. One of the things that it does is it compromises your liquidity. So if there's an economic downturn like we have now, you're as liquid with stock as you would be with having no cash on hand or assets that are more readily liquid.   Tripp Babbitt: [00:10:54] The other thing that it does is it prevents the reinvestment, the need and organizations to innovate and invest in products and even people.   Tripp Babbitt: [00:11:04] So these are some of the damaging things associated with what happened when they allowed these stock buybacks to happen in 1982. In the 1990s, in fact, we started to see stock options, more stock options to executives, which then promoted even more of the short-term thinking when Dr. Deming is talking about dividends. So we can almost say that nowadays dividends are almost being replaced by these buybacks, so that with these executives getting bonuses based on the stock price, that they're looking for short-term things to be able to prop up the price and being able to manipulate stock buybacks as a great way to continue this short-term thinking. So in the 2000s, what happened? Beginning some of the crisis that we're seeing today around us, manufacturing's of PPE and pharmaceuticals, was China was brought into the World Trade Organization in December of 2001. And this accelerated the decline in US manufacturing jobs because just like everything else, when you're looking to cut prices and look for cheaper labor in other countries, this is everything's been moved out. And there are a number of people actually in Congress today that helped facilitate moving some of these things to China and other countries. That made things more difficult for us because they didn't have the foresight to look about what type of manufacturing was needed in in the US. So, in the 2010s, we had the 2017 tax cuts where we basically had US companies with the expectation when they built this thing is that if we lowered the corporate tax rate that people would then be investing and bringing back manufacturing in the US. But what did a lot of companies do instead, is they use the reduction to do the buybacks, these stock buybacks within their organization. Now, some of these are debt funded. And again, this gets back to the liquidity of the organization because people are just trying to look for ways to increase their stock price, to increase their options and so forth.   Tripp Babbitt: [00:13:47] And this is where from my perspective. capitalism really gets a bad name.   Tripp Babbitt: [00:13:55] So rather than investing or reinvesting profits into the organization, we're doing financial manipulation and things that are damaging to long-term viability of organizations. Which leads us back to our current situation. I foresee that manufacturing will be coming back to the US. I think there's a lot of support not only in Congress, but with US citizens, that they see that it's going to make sense to maybe have to pay a little bit more for. Pharmaceuticals or masks, so that when the time comes when we need it, that we have it available and at the quality that we need, which leads us back to W. Edwards Deming.   Tripp Babbitt: [00:14:50] So we've been mired for over a century now in management thinking that has prevailed and still prevails today.   Tripp Babbitt: [00:15:02] From the industrial revolution and the thinking of Frederick Winslow Taylor now again, I always say this, that Taylor was a rock star in his time, advanced the thinking on functional separation of work, the bypass reward, similar to some of the things that were implemented at the Ford plant by Henry Ford.   Tripp Babbitt: [00:15:26] All those types of things were great advances in 1910. So hopefully we've advanced our thinking since then. But what I see over all, I see signs of hope and I see signs of despair when I look to the future. And from a despair state standpoint, I still see a lot of the same short-term thinking when we have stock buybacks and focus on dividends. Just because you changed the tool from dividends, that stock buybacks, you're still in a mode as an executive or a manager of thinking very short term. And most of what Dr. Deming talks about is to get us to think long term and also think in terms of quality. So these are things that are going to need to adjust themselves as we move forward. And I can't think of a better place to start than with a foundation built off of the Deming Philosophy still to this day, only because we still have it. We still haven't adopted it whole heartedly. And there will be something that follows the Deming Philosophy. But until we move from Taylor to Deming first, it's gonna be hard to get that next thing, whatever it might be.   Tripp Babbitt: [00:17:04] As far as signs of hope, I do see some good things that are happening and I see CEOs taking no salary. I see a movement with all or some of the thinking that goes with millennials, especially as a boomer.   Tripp Babbitt: [00:17:27] You look at some of stuff and shake your head. But there's a lot of things that they have shined a light on that we need to pay attention to. And that is capitalism in its current form. And the way that management plays that out in organizations is not helping our country. It is not helping humanity, for that matter. And that we need to rethink what we're doing. And I'm seeing performance appraisals go away. I see people re-looking at things like rewards and incentives and things of that sort. But they're still way more companies that are still doing old thinking from the early 1900s. So those things are going on. Now I heard an interesting thing, and I've been a proponent of this actually for a while before even he said it. But Mark Cuban was on the other day and he was talking about, you know, in order to rebuild the middle class, one of the things that needs to happen is if we've got to stop stock options for executives, then you should be doing the same percentage of stock options for the workers, and that will help build the middle class. Plus give workers not only something to look forward tp every day because they're a part owner of a company, but it will get workers out of this paycheck to paycheck mode. And, you know, all of these things they think are positive types of feedback that we're getting and new theories that people are coming up with of how we can make this run better for everyone. And this is very Deming from my perspective, that we're trying to shift the whole curve and not just our personal curve. That's it for this Deming Lens. Hope you enjoyed it. It got me thinking that maybe some of these Deming Lenses should be more like this, talking about current events.   Tripp Babbitt: [00:19:46] Thank you for listening to The Deming Institute Podcast. Stay updated on the latest blogs, podcasts, programs, and other activities at deming.org.  

When Otto Dargan started his mortgage broking journey, he had a modest vision of having 3 staff members and to service a local client base. But, while trekking in Nepal, he broadened his horizons in more ways than one.  With a more worldly view, he came back to Australia inspired about what else was possible. With the newfound energy, he started experimenting with his business, and though not all experiments worked out, he failed often enough and quick enough to let go of the bad ideas and follow through on the good ones. These days, his company, Home Loan Experts looked very different from those early days.  With 150+ staff in Australia and Nepal, he operates an efficient, effective business from their Sydney office.   In a complementary way, Otto's approach to business reminds me of Frederick Winslow Taylor, father of the principles of ‘scientific management', as Otto, just like Frederick before him, has mapped out the various functions of the role to ensure the broker maximises their revenue per hour worked with all other functions being looked after by their support staff.   Further to this, Home Loan Experts have set up a significant Nepalese based operation that provides white-labelled loan processing and credit analyst services for brokers. If you'd like to find out more about the services available from Home Loan Experts, you can contact Otto via his email. 

Siffrorna är FANTASTISKA, och utöver ökad lycka leder det fria valet av arbetsredskap till lägre kostnader, mindre support, högre försäljning och bättre resultat i stort - alltså både besparing och högre intäkter. Amazing. Så varför i hela fridens namn gör inte alla så här? Kan det bero på att Frederick Winslow Taylor fortfarande hänger över oss, som en osalig ande? Dags att göra något åt det. Nu! Sluta tänk arbetstid och fritid, tänk rolig tid och tråkig tid. Och kräv att få välja dina tekniska utrustning själv. (Länkar i kommentarer) #ensakidag #IBM #BYOD --- Send in a voice message: https://anchor.fm/ensakidag/message

I was pleased to have Don Vandergriff on the Acquistion Talk podcast. Don is a prolific educator of military training and strategy, and he has a new book out, Adopting Mission Command. During the episode, we discuss how modern organizations have been built around notions scientific management developed by people like Frederick Winslow Taylor. These methods are great for well-defined problems which can be broken down into sequential steps and optimized. It led to an education system that values checklist procedures and creating interchangeable workers for an assembly line. For many years Don has been at the forefront of pushing military training to go beyond Taylorism. He looks to the wisdom of German methods of mission command, or auftragstaktik, that flourished toward the late 19th and first half of the 20th centuries. The basic idea is to determine commanders intent and allow subordinates to interpret the intent while making decisions which may alter the plan depending on fast changing circumstances. This requires a type of training that produces critical thinkers and decisive decision-makers rather than training that emphasizes process without regard for context. During the episode, we discuss outcomes based training and education, the impact of centralization and hierarchy, how to learn from mistakes, the role of moral courage, why mission command is a two-way street, how difficult it is to write a good intent, and much more. The principles discussed by Don are applicable to defense acquisition as well. Both military operations and acquisition are highly uncertain environments with fast changing information. Building a positive culture based on trust can vastly improve effectiveness by delegating responsibility within the scope of commander's intent -- rather than detailing a laundry list of parameters to be measured by. I'd like to thank Don for joining me on Acquisition Talk. Be sure to check out all of Don's books on Amazon. Here is a good selection of articles and videos, as well as a good article on "The U.S. Army Culture is French!" Be sure to check out his three excellent episodes on the POGO podcast, two of which are with the estimable Bruce Gudmundsson: "Tactical Decision Games," "Military Personnel Reform," and "Mission Command." Don also recommends a book from Martin Samuels, "Piercing the Fog of War."

Last week I watched the Netflix Doc The Great Hack. It made me consider on how our minds and decisions are increasingly being manipulated, not just with elections. I fear we are surrendering our curiosity, questioning and decision making capacity to machines that increasingly learn how understand us, affect us and direct us. This made me reflect on the imperative for curiosity. Does this seem like a non sequitur? Ok let me expand. Let's start with Einstein. Einstein said he was not a genius just passionately curiousIn Episode 8 I interviewed Dave Birss. In Dave's - Book How to Get to Great Ideas - Dave cites divergence as a crucial skill and ref­erences Einsteins youthful disruption in class; his failure to shine and divergence from the classroom norm that resulted in the failure and rejection, that in turn enabled him to to continue pursuing his unconventional thinking and thought experiments...without which he would not have developed his theory of relativity.If curiosity is a vital ingredient to invention and discovery I'd adapt the quote we have used many times to this ‘success is not final, failure is not fatal, its having the curiosity and courage to continue that counts' And maybe that is why in today's world many autocratic consider curiosity to be a threat, challenging and disruptive. So this made me think more about disruption. We all strive for disruptive ideas in our industries as we to seek out competitive advantage, yet we discourage, marginalize or penalize the disruptors in our classrooms, schools, and universities, as we attempt to mould the unconventional to follow conventional thinking and suppress creativity. Ken Robinson was so right with his seminal 2006 TED talk. Why is curiosity and creativity more important than ever? Reality check: We live in a world that rewards specialization. As armies of digital specialists expand to fuel and power digital factories and output in a way that mirrors the specialisms of the Industrial Age, and the methods of Frederick Winslow Taylor's scientific management approach, we need to face the near and present danger that AI and machine learning poses. As AI encroaches on all industries, we as individuals need to cultivate new skills and knowledge to empower our ability to evolve and develop new creative domain experience and expertise we will need to remain relevant and employable in a world where new abilities, skills and jobs, and maybe never before imagined, will emerge. Curiosity is our passport stamp to future survival. We need to reconnect with that wondrous child like curiosity where we seek to learn more and question everything, especially the status quo.As algorithms increasingly influence and determine our decisions, based on recommendations, and as bad actors strive to hack our hearts and feelings, we humans are at risk of becoming the programmable automotoms, slaves to the machines we have built.An algorithmically curated world hinders divergent thinking. We are no longer exploring if we are served up everything. Curiosity must become our innately human act of rebellion against these machine driven and dictated recommender decision engines. Curiosity and non-conformist thinking must become our ultimate, inalienable and final human right. The freedom of thought, to wonder, and discover, through serendipity. The right to question and ask why? Or Why not? To challenge the answers we are given. We need the courage to dare, to desire and delight in being different, to sek out, summon and surround ourselves with those vital sparks that start a cascade of creativity, feed our yearning for learning, and... See acast.com/privacy for privacy and opt-out information.

Von Frederick Winslow Taylor und seinem Scientific Management hatte ich viele Jahre zuvor in meinem BWL-Studium gehört. Doch die Taylorwanne habe ich erst vor zwei Jahren bei Gerhard Wohland entdeckt. Dieser hat auf seiner Webpage verschiedene Denkzettel als pdf-Datei zum Download bereitgestellt. Beim Durcharbeiten dieser Denkzettel wurde mir vieles klar, was ich mir vorher nicht hatte erklären können. Es ist eine augenöffnende Lektüre, die ich jedem nur empfehlen kann. Ein Denkzettel, nämlich der über die Taylorwanne, hat mich besonders beeindruckt, weil ich mit ihr viele Phänomene in Prüfungen, Schadenfälle, Regelbrüche und Herausforderungen der organisationalen Praxis endlich erklären konnte. Hier der Link zu diesem Denkzettel mit der Taylorwanne: http://dynamikrobust.com/wp-content/uploads/2016/03/Denkzettel-7-Taylorwanne.pdf In diesem Podcast erzähle ich etwas über diesen Denkzettel und was dies für die Interne Revision bedeutet. Viel Spaß beim Anhören und erfolgreiche Prüfungsprozesse.

Appreciative Inquiry pursues changes to human systems with a focus on strengths. It is ultimately a method that takes a positive view of making change by focusing on people. People are ultimately the greatest resource of any organization.  In this episode, we get to talk about the search for the lifeblood of our organizations, of the systems we are all a part of. This strength-based search can lead to motivating, positive places to work, live, and play. It gets us out of a deficit-view of our systems where we only see problems to solve and leads us into a positive view where we see innovation and possibility.  Would you rather have an organization that is thought of as a problem to be solved or would you rather have an organization that builds its capacity to fulfill its "why?" Edison's development of the lightbulb, his connection to Henry Ford and Henry Ford hiring a consultant named Frederick Winslow Taylor leads us to understand why people have been treated as parts of a machine. We then get to see why a set of principles that looks at people as the seeds of strength that can be planted in our companies and communities can be a beneficial and positive way to build capacities in our systems. Please subscribe and rate the podcast. I would love to continue to build our community of people interested in having a positive impact on others and themselves. Also, please visit www.crucialtalks.com and connect with me. I am willing to talk with you one-on-one and would love to speak to your organization.

In our 8th "Deming Lens" episode, host Tripp Babbitt shares his interpretation of wide-ranging aspects and implications of Dr. Deming's theory of management. Topics in this episode include: Frederick Winslow Taylor and Deming management Is Deming management old and outdated? The original management consultant 4 Principles of Scientific Management book - Deming's Profound Changes

Did Abraham Maslow actually ever draw a pyramid of hierarchy of needs? Did Kurt Lewin devote substantial work on the development of a change management theory? Why do we omit or misrepresent important features of the work of Adam Smith, Max Weber or Frederick Winslow Taylor? What is the forgotten origin of Harvard Business School case method? I was joined by two of the authors—Stephen Cummings and Todd Bridgman— ofA New History of Management (Cambridge University Press, 2016), a great new book that answers those and many more questions. The book is a very important contribution to critical management studies that uncovers the inaccuracies and simplifications (if not actual inventions) that populate management and organization textbooks. A New History of Management is not a conspiracy theory, but rather it is the result of rigorous historical research on how the field of management studies was constructed in the past century. The authors argue that the existing narratives about how we should organize are built upon, and reinforce, a concept of “good management” derived from what is assumed to be a fundamental need to increase efficiency. But this assumption is based on a presentist, monocultural, and generally limited view of management's past. This book is for both scholars and practitioners, tutors and students. Academics will be able to reflect critically on the nature of business education and on conformism in teaching and research. Practitioners and students will be able to challenge what they have been taught as a scientific rather than ideological artifact. Both students and scholars will be able to discuss alternative approaches for managing and organizing in the twenty-first century. Animated videos on the book are available on here. Andrea Bernardi is Senior Lecturer in Employment and Organization Studies at Oxford Brookes University in the UK. He holds a doctorate in Organization Theory from the University of Milan, Bicocca. He has held teaching and research positions in Italy, China and the UK. Among his research interests are the use of history in management studies, the co-operative sector, and Chinese co-operatives. His latest project is looking at health care in rural China. He is the co-convener of the EAEPEs permanent track on Critical Management Studies.

Did Abraham Maslow actually ever draw a pyramid of hierarchy of needs? Did Kurt Lewin devote substantial work on the development of a change management theory? Why do we omit or misrepresent important features of the work of Adam Smith, Max Weber or Frederick Winslow Taylor? What is the forgotten origin of Harvard Business School case method? I was joined by two of the authors—Stephen Cummings and Todd Bridgman— ofA New History of Management (Cambridge University Press, 2016), a great new book that answers those and many more questions. The book is a very important contribution to critical management studies that uncovers the inaccuracies and simplifications (if not actual inventions) that populate management and organization textbooks. A New History of Management is not a conspiracy theory, but rather it is the result of rigorous historical research on how the field of management studies was constructed in the past century. The authors argue that the existing narratives about how we should organize are built upon, and reinforce, a concept of “good management” derived from what is assumed to be a fundamental need to increase efficiency. But this assumption is based on a presentist, monocultural, and generally limited view of management’s past. This book is for both scholars and practitioners, tutors and students. Academics will be able to reflect critically on the nature of business education and on conformism in teaching and research. Practitioners and students will be able to challenge what they have been taught as a scientific rather than ideological artifact. Both students and scholars will be able to discuss alternative approaches for managing and organizing in the twenty-first century. Animated videos on the book are available on here. Andrea Bernardi is Senior Lecturer in Employment and Organization Studies at Oxford Brookes University in the UK. He holds a doctorate in Organization Theory from the University of Milan, Bicocca. He has held teaching and research positions in Italy, China and the UK. Among his research interests are the use of history in management studies, the co-operative sector, and Chinese co-operatives. His latest project is looking at health care in rural China. He is the co-convener of the EAEPEs permanent track on Critical Management Studies. Learn more about your ad choices. Visit megaphone.fm/adchoices

A technology is the application of scientific knowledge for practical purposes. When it comes to management technologies that can be used to guide the overall performance of an organization, new ones appear very rarely. One was introduced in 1911 by an American engineer, Frederick Winslow Taylor. Taylor's technology (often called ‘Taylorism') attempted to improve the … Continue reading 065 – The new management technology that every organization needs →

Using algorithms to monitor performance is associated with companies like Uber and the gig economy, but also harks back to the 'scientific management' of Frederick Winslow Taylor a century ago. More recent management theories suggest making workers responsible for their own performance is the best way to boost productivity. John Gapper discusses these conflicting trends with FT employment correspondent Sarah O'Connor. See acast.com/privacy for privacy and opt-out information.

Ron and Ed discuss the Cult of Efficiency beginning with an explanation of Frederick Winslow Taylor the father of so called Scientific Management. Business aren't paid to be efficient. There's nothing more useless than being efficient at doing the wrong things. Industries at peak efficiency are destined for obsolescence, think buggy whip manufacturers. Effectiveness trumps efficiency and creates true competitive advantage. Would you want an efficient or effective heart surgeon? This is why Walt Disney didn't produce Snow White and Three Dwarfs. The McKinsey Maxim of What you can measure you can manage will also be discussed, and why it's dangerously wrong. Also, why Frederick Taylor was wrong in treating management as a science, and Ron and Ed will propose a superior concept to effectiveness. That of efficaciousness.

Ron and Ed discuss the Cult of Efficiency beginning with an explanation of Frederick Winslow Taylor the father of so called Scientific Management. Business aren't paid to be efficient. There's nothing more useless than being efficient at doing the wrong things. Industries at peak efficiency are destined for obsolescence, think buggy whip manufacturers. Effectiveness trumps efficiency and creates true competitive advantage. Would you want an efficient or effective heart surgeon? This is why Walt Disney didn't produce Snow White and Three Dwarfs. The McKinsey Maxim of What you can measure you can manage will also be discussed, and why it's dangerously wrong. Also, why Frederick Taylor was wrong in treating management as a science, and Ron and Ed will propose a superior concept to effectiveness. That of efficaciousness.

Ron and Ed discuss the Cult of Efficiency beginning with an explanation of Frederick Winslow Taylor the father of so called Scientific Management. Business aren't paid to be efficient. There's nothing more useless than being efficient at doing the wrong things. Industries at peak efficiency are destined for obsolescence, think buggy whip manufacturers. Effectiveness trumps efficiency and creates true competitive advantage. Would you want an efficient or effective heart surgeon? This is why Walt Disney didn't produce Snow White and Three Dwarfs. The McKinsey Maxim of What you can measure you can manage will also be discussed, and why it's dangerously wrong. Also, why Frederick Taylor was wrong in treating management as a science, and Ron and Ed will propose a superior concept to effectiveness. That of efficaciousness.

Over 100 years ago, Frederick Winslow Taylor highlighted what he believed to be the biggest threat to society: national efficiency. Why was national efficiency such a concern? And how can we improve the efficiency of our organizations? 

Il est dommage que le management s'intéresse si peu à la philosophie et la philosophie si peu au management, estime Ghislain Deslandes, docteur en gestion et en philosophie, professeur à ESCP Europe, membre du Collège International de Philosophie. Auteur d'un Essai sur les données philosophiques du management (PUF, septembre 2013), Ghislain Deslandes invite à "oublier Frederick Winslow Taylor" sans faire comme s'il n'avait jamais existé... Taylor ne s'intéressait qu'à l'"efficacité" des processus, au profit financier et à l'organisation "scientifique" des organisations. Or il est temps de changer de paradigme pour insisiter sur l'éthique, le bon comportement, les bonnes pratiques... Depuis Platon, l'éthique est à l'origine de toute réflexion sur le management. Au XXIe siècle, le management est avant tout un "savoir-être" (avec en anglais une nuance d'habileté, de tact et de soin...), qui doit s'inspirer des humanités. La figure du "manager responsable" remplacera-t-elle la figure du "manager comptable" ? Le management n'est pas un manuel de sens commun général mais un ensemble de questions humaines complexes, plurielles. Un plaidoyer pour le "style" en management.