Podcasts about gates foundation rock

Yayyyyy, it's a brand new year! New energy, new goals, and maybe even a chance to reflect and arm ourselves with all the tools we need to crush it in our businesses this year!  Now, I'm not sure where you are at this time—maybe the new year energy is still just settling in, and you're finding your balance. Or, maybe you're already hitting the ground running with a new team member, new goals, new numbers, and all the exciting new things! Today, I want to take a moment to share two incredible tools that have helped me and my team at Rethink Home Interiors create purposeful, successful years—year after year. These tools aren't just free, they are practical approaches that align your focus and intentions to create meaningful improvements in your business operations. Especially where you need it most. Rightly channeling your energy and vision for your home staging business is a good place to start this year! Listen in to find out how.   WHAT YOU'LL LEARN FROM THIS EPISODE: How to use the Groundhog Day reflection framework for quarterly business reviews Tips for creating actionable adjustments to improve your business The neuroscience behind choosing a word or mantra for the year Practical strategies for implementing both tools with your team   LINKS FROM THE EPISODE: Download the Groundhog Day Exercise sheet www.rethinkhomeinteriors.com/groundhogday Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones” by James Clear https://amzn.to/4gN3bGw Essentialism: The Disciplined Pursuit of Less” by Greg McKeown https://amzn.to/4fMEEjv Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs” by John Doerr https://amzn.to/40tihKz The One Thing: The Surprisingly Simple Truth Behind Extraordinary Results” by Gary Keller and Jay Papasan https://amzn.to/4aateF9 Yapp Random Reminders app https://apps.apple.com/us/app/yapp-random-reminders/id1437096658   RESOURCES: Download your Digital Swag Bag www.rethinkhomeinteriors.com/swag Apply for Private Coaching: www.rethinkhomeinteriors.com/privatecoachingapp Join the Staging Business School Growth Track Waitlist: www.rethinkhomeinteriors.com/growth Enroll in Staging Business School Accelerate Track: www.rethinkhomeinteriors.com/accelerate Follow Lori on Instagram: www.instagram.com/rethinkhome Follow the Staging Business School on Instagram: www.instagram.com/stagingbusinessschool If you want to learn how to market and grow your staging business, enrollment is open for Rethink You Accelerate. This is a year-long mentorship program, where I help you and other staging business owners plan, grow, flow, and thrive with the results that you've always wanted. The doors are open and I would love to see you in the classroom!   ENJOY THE SHOW? Leave a 5-star review on Apple Podcasts so that more Staging CEOs find it. Follow over on Spotify, Stitcher, Amazon Music, or Audible.

In dieser Podcast-Folge widmen wir uns der Herausforderung, OKR in der Praxis sinnvoll einzusetzen. Tim hat dafür die Expertin und Autorin Christina Lange zu Gast. Sie ist freiberuflich OKR Coach und hauptberuflich Head of Agile und Lead Digital Academy bei der METRO.digital. Christina erlebt also seit vielen Jahren OKR in der Praxis und kennt daher auch die praktischen Probleme und Grenzen bei Nutzung und Einführung von Objectives & Key Results (OKR). Zunächst definiert sie, was OKR überhaupt sind und wie sie funktionieren. Wir diskutieren, in welchen Situationen OKR besonders effektiv eingesetzt werden können und welche Vorteile sie im Vergleich zu anderen Zielsetzungsmethoden bieten. Gleichzeitig beleuchten wir auch die Grenzen von OKR und wann sie möglicherweise nicht die beste Wahl sind. Ein wichtiger Aspekt ist die Einführung von OKR in Unternehmen. Hier teilt Christina Lange ihre Erfahrungen und Tipps, um einen erfolgreichen Start mit OKR zu gewährleisten, inkl. der Strategien zur Bewältigung von Problemen mit bzw. den "Missbrauch" von OKR. Besonders interessant ist für unseren Podcast natürlich die Rolle von Product Ownern im OKR Kontext. Tim bespricht mit Christina, wie Product Owner OKR nutzen können, um ihre Produktstrategie zu unterstützen, und welche Herausforderungen sich dabei ergeben können. Des Weiteren wird beleuchtet, wie OKR mit Scrum zusammenpassen und wie sie sich grundsätzlich in agile Arbeitsweisen integrieren lassen. Abschließend betrachten wir die Anwendung von OKR im Kontext von Product Discovery und wie sie die Produktentwicklung und Innovationsprozesse unterstützen können. Erwähnte Podcast-Episoden: - Product Coaching - Gast: Annette Greil - Was die Einführung von OKR für Product Owner bedeutet - Gast: Stefanie Götten Erwähnte und empfohlene Bücher & Quellen: - Christina Lange: OKR in der Praxis: Objectives & Key Results – Beispiele, Hacks, Erfahrungen - Ben Lamorti: The OKRs Field Book: A Step-by-Step Guide for Objectives and Key Results Coaches - John Doerr: Measure What Matters - How Google, Bono, and the Gates Foundation Rock the World with OKRs - Christina Wodtke: Radical Focus: Achieving Your Most Important Goals with Objectives and Key Results - Bart Den Haak: Moving the Needle With Lean OKRs: Setting Objectives and Key Results to Reach Your Most Ambitious Goal - Blog von Filipe Castro: OutcomeEdge.com Falls du weitere Fragen hast und gerne Kontakt zu Christina Lange aufnehmen möchtest, dann verbinde dich mit ihr über ihr LinkedIn-Profil. Sie freut sich über deine Nachricht. Weiterhin möchten wir euch den Blog von Christina Lange ans Herz legen: pragmaticchange.com Welche Erfahrungen habt ihr mit der Einführung von Objectives & Key Results gemacht? Wie fühlen sind OKR in der Praxis bei euch an und wie arbeitest du als Product Owner mit den OKR? Kannst du sie in deine Arbeit einbinden? Wir freuen uns, wenn du deine Erfahrungen aus der Praxis mit uns in einem Kommentar des Blog-Artikels teilst oder auf unserer Produktwerker LinkedIn-Seite. **Folgt uns Produktwerkern auf** - LinkedIn -> https://bit.ly/3gWanpT - Twitter -> https://bit.ly/3NitkPy - Youtube -> https://bit.ly/3DIIvhF - Infoletter (u.a. mit Hinweisen auf Konferenzen, Empfehlungen, Terminen für unsere kostenfreien Events usw.) -> https://bit.ly/3Why63K

Joe Woodard's vision is to "transform small businesses through small business advisors." And in the service of that vision he and his team educate, coach, provide resources and build communities for small business advisors, with the overarching goal of empowering them to play a powerful, high-impact advisory role with their clients. In this episode Joe shares strategies for Infusing feelings and solutions into your pricing models that drive people's buying decisions.   Why you have to check out today's podcast: Find out effective strategies for your sales approach Discover effective hiring strategies to find the perfect team and talent that align with your needs Understand two foundational pillars of value to be effective in selling your product or service   "Infuse everything we've talked about [sales approach] with feelings and solutions into something the client can consume, easily understand, comprehend, and buy easily." - Joe Woodard   Topics Covered: 02:51 - From a Quickbooks advisor to hiring and teaching coaches how to coach businesses 05:40 - How this great quote from John Maxwell became a huge inspiration for his upcoming conference 07:28 - Understanding the two foundational pillars of value 09:31 - Methodologies used to maximize product's value proposition 12:06 - Gaining a competitive by catering to both emotional and solution-oriented needs 13:48 - Incorporating emotional intelligence into your sales approach 18:44 - How mimicking good behaviors is effective in selling 19:33 - Understanding the DISC method for hiring people 24:26 - Delegating outcomes, holding individuals accountable using methodologies like OKRs (Objectives and Key Results) 25:58 - Infusing pricing strategies with a combination of emotional resonance 28:47 - Interplay between emotions and problem-solving in both B2B and B2C contexts 30:06 - Joe's best pricing advice 31:51 - What this conference, 'Boldly Go!' is about   Key Takeaways: "If you're waiting for all risk to go away, you're waiting for all fear to go away, you'll never act. And if you're waiting for perfection, you'll never act. So don't wait on those things. Enter the danger, proceed afraid, fail forward, and then read a lot. That's how I did it." - Joe Woodard "People will only exchange their hard earned dollars for one of two things, how you make me feel, or how you solve my problem." - Joe Woodard "It's not about price, it's about nature." - Joe Woodard   People/Resources Mentioned: John Maxwell: https://www.maxwellleadership.com Michio Kaku: https://en.wikipedia.org/wiki/Michio_Kaku Neil deGrasse Tyson: https://neildegrassetyson.com Malcolm Gladwell: https://www.gladwellbooks.com/ Outliers: https://www.amazon.com/Outliers-Story-Success-Malcolm-Gladwell/dp/0316017930 Positive Intelligence: https://www.amazon.com/s?k=positive+intelligence&language Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs by John Doerr :https://www.amazon.com/Measure-What-Matters-Google-Foundation/dp/0525536221 Axe: https://www.axe.com/us/en/home.html Red Bull: https://www.redbull.com/ph-en/   Connect with Joe Woodard: Website: https://www.woodard.com/ LinkedIn: https://www.linkedin.com/in/quickbooksadvisor/   Connect with Mark Stiving: Email: mark@impactpricing.com LinkedIn: https://www.linkedin.com/in/stiving/  

Welcome to the first episode of our Business Operating Systems series. Today, host Charlie Malouf, alongside guests Carl Hillesland and Stacey McCormick, delve into the world of business operating systems, primarily focusing on the Entrepreneurial Operating System (EOS). Designed for small to mid-sized companies, EOS is lauded for its simplicity and effectiveness in gaining traction by streamlining six fundamental components: vision, people, data, issue resolution, processes, and traction.  Carl, an EOS implementer, shares his journey from multi-unit leadership to embracing EOS to drive high performance in teams, citing his experience at Ashley Furniture to illustrate the necessity of systems for scalable success. The trio considers various operating systems like Rhythm Systems, Pinnacle, and introduces Mr. Mo, a business chassis employed within Broad River Retail. They underscore the need for clear organizational vision, guardrails, and continuous evolution in business to avoid stagnation.  References: EOS (Entrepreneurial Operating System): https://www.eosworldwide.com   "Traction: Get a Grip on Your Business" by Gino Wickman: https://www.amazon.com/Traction-Get-Grip-Your-Business/dp/1936661837   Scaling Up: https://scalingup.com   "Scaling Up: How a Few Companies Make It... and Why the Rest Don't (Rockefeller Habits 2.0 Revised Edition)" by Verne Harnish: https://www.amazon.com/Scaling-Up-Mastering-Rockefeller-Habits/dp/0986019593/   OKRs: https://www.whatmatters.com   "Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs" by John Doerr: https://www.amazon.com/Measure-What-Matters-Google-Foundation/dp/0525536221   EMyth: https://www.emyth.com   The Great Game of Business: https://www.greatgame.com   4DX (The 4 Disciplines of Execution): https://www.franklincovey.com/books/4dx-book/   Pinnacle Business Guides: https://pinnaclebusinessguides.com   Rhythm Systems: https://www.rhythmsystems.com   Metronomics: https://www.metronomics.com   Vision Driven Leader: https://visiondrivenleader.com   "The Vision Driven Leader: 10 Questions to Focus Your Efforts, Energize Your Team, and Scale Your Business" by Michael Hyatt: https://www.amazon.com/Vision-Driven-Leader-Questions-Energize-Business/dp/0801075270   "The High-Speed Company: Creating Urgency and Growth in a Nanosecond Culture" by Jason Jennings: https://www.amazon.com/High-Speed-Company-Creating-Urgency-Nanosecond/dp/1591847362   "Nick Saban and the Inner Workings of His Alabama Recruiting Machine" - article published February 3, 2015 by Lars Anderson: https://bleacherreport.com/articles/2350958-nick-saban-and-the-inner-workings-of-his-alabama-recruiting-machine   This episode on YouTube: https://youtu.be/VRQNLtuOsQY  We hope you enjoy this episode and subscribe to our podcast for a new story each week.  Visit https://www.storiesfromtheriver.com for more episodes.

Welcome to the first episode of our Business Operating Systems series. Today, host Charlie Malouf, alongside guests Carl Hillesland and Stacey McCormick, delve into the world of business operating systems, primarily focusing on the Entrepreneurial Operating System (EOS). Designed for small to mid-sized companies, EOS is lauded for its simplicity and effectiveness in gaining traction by streamlining six fundamental components: vision, people, data, issue resolution, processes, and traction.  Carl, an EOS implementer, shares his journey from multi-unit leadership to embracing EOS to drive high performance in teams, citing his experience at Ashley Furniture to illustrate the necessity of systems for scalable success. The trio considers various operating systems like Rhythm Systems, Pinnacle, and introduces Mr. Mo, a business chassis employed within Broad River Retail. They underscore the need for clear organizational vision, guardrails, and continuous evolution in business to avoid stagnation.  References: EOS (Entrepreneurial Operating System): https://www.eosworldwide.com   "Traction: Get a Grip on Your Business" by Gino Wickman: https://www.amazon.com/Traction-Get-Grip-Your-Business/dp/1936661837   Scaling Up: https://scalingup.com   "Scaling Up: How a Few Companies Make It... and Why the Rest Don't (Rockefeller Habits 2.0 Revised Edition)" by Verne Harnish: https://www.amazon.com/Scaling-Up-Mastering-Rockefeller-Habits/dp/0986019593/   OKRs: https://www.whatmatters.com   "Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs" by John Doerr: https://www.amazon.com/Measure-What-Matters-Google-Foundation/dp/0525536221   EMyth: https://www.emyth.com   The Great Game of Business: https://www.greatgame.com   4DX (The 4 Disciplines of Execution): https://www.franklincovey.com/books/4dx-book/   Pinnacle Business Guides: https://pinnaclebusinessguides.com   Rhythm Systems: https://www.rhythmsystems.com   Metronomics: https://www.metronomics.com   Vision Driven Leader: https://visiondrivenleader.com   "The Vision Driven Leader: 10 Questions to Focus Your Efforts, Energize Your Team, and Scale Your Business" by Michael Hyatt: https://www.amazon.com/Vision-Driven-Leader-Questions-Energize-Business/dp/0801075270   "The High-Speed Company: Creating Urgency and Growth in a Nanosecond Culture" by Jason Jennings: https://www.amazon.com/High-Speed-Company-Creating-Urgency-Nanosecond/dp/1591847362   "Nick Saban and the Inner Workings of His Alabama Recruiting Machine" - article published February 3, 2015 by Lars Anderson: https://bleacherreport.com/articles/2350958-nick-saban-and-the-inner-workings-of-his-alabama-recruiting-machine   This episode on YouTube: https://youtu.be/VRQNLtuOsQY  We hope you enjoy this episode and subscribe to our podcast for a new story each week.  Visit https://www.storiesfromtheriver.com for more episodes.

"How Google, Bono, and the Gates Foundation Rock the World with OKRs"

In this episode of Dreams With Deadlines, host Jenny Herald sits down with Natalija Hellesoe, an Organizational development Coach and OKR expert. Natalija shares her insights and experiences in implementing OKRs, emphasizing the importance of leadership engagement, setting realistic commitments, and making time a priority. Key Things Discussed: The concept of "eat the frog" days and how they can help teams overcome time constraints.  The need for education, continuous improvement, and conscious implementations when adopting OKRs.  She offers guidance on developing a well-designed OKR system that aligns with the organization's goals and addresses the complexity of the business ecosystem.  The importance of avoiding mainstream implementations and fostering a community that promotes diversity of thought and continuous learning. Show Notes [00:00:37] Motivations and Challenges in Implementing OKRs for Business Success: Jenny Herald and Natalija Hellesoe discuss the common motivations and challenges faced by businesses when implementing OKRs. [00:01:37] Exploring the Pros and Cons of Implementing OKRs for Organizational Success: Jenny and Natalija discuss both the advantages and disadvantages of using OKRs as a methodology for goal-setting and organizational alignment. [00:04:13] Navigating Realism in Company Goal Setting for Effective OKRs: Natalija emphasizes the importance of strategic focus and considering other requirements and stakeholders when setting realistic OKRs. [00:06:51] Navigating Difficult Conversations for Successful OKR Implementation: Natalija discusses the need for difficult conversations in setting priorities and making commitments for successful OKR implementation. [00:07:47] The Importance of Realistic Assessments for Successful OKR Implementation: Natalija highlights the significance of conducting realistic assessments before implementing OKRs. [00:09:44] Balancing Customer Expectations and Delivering Effective Methodologies: Natalija emphasizes understanding customers' actual needs and meeting expectations while providing what they truly need. [00:10:41] Navigating the Role of Senior Leadership in Successful OKR Implementation: Natalija discusses the challenges and importance of senior leadership involvement in OKR implementation. [00:13:30] The Crucial Role of Senior Leaders in OKR Implementation and Success: Natalija emphasizes the importance of senior leadership's commitment and understanding of OKRs for successful adoption. [00:16:14] Making Time Commitment the First OKR: Natalija explores the concept of making time commitment the first OKR and provides examples of addressing time-related issues. [00:21:20] Fostering Engagement: Natalija discusses the benefits of "eat the frog" days and the challenge of engagement when introducing new initiatives. [00:23:25] Bridging the Gap: Strategies for Engaging Skeptics and Fostering OKR Adoption. Natalija discusses strategies for bridging the gap between OKR believers and skeptics. [00:27:29] Striking the Right Balance: Implementation for Successful OKR Adoption. Natalija emphasizes the importance of finding the right balance in OKR adoption and avoiding micromanagement. [00:29:46] Guidelines for Developing a Well-Designed OKR System. Natalija highlights the importance of understanding the problem, prioritizing focus, and educating oneself about different variations. [00:33:52] The Future of OKRs: Moving Towards Conscious Implementations. Jenny and Natalija discuss the future of OKRs. Natalija urges conscious implementations of OKRs and avoiding the mainstream trap. [00:35:25] Enhancing the OKR Method: Embracing Complexity and Engaging in Conversation. Natalija emphasizes embracing complexity and engaging in conversations to improve the OKR method. [00:37:47] Quick-Fire Questions for Natalija: What's your Dream With a Deadline: Natalija's dream is to go on an expedition through Greenland before turning 40. What drew Natalija to the OKR method: Natalija's interest in connections and seeing the bigger picture naturally drew her to frameworks and methods that help people understand how things belong together, and OKRs fulfill these aspects for her. Advice for those starting out with OKRs: Natalija advises not to believe everything written about OKRs, but instead to keep digging and talking to people to enrich their understanding and benefit from diverse opinions and perspectives. Where Natalija hopes to be this time next year: Natalija hopes to be in a remote location, reflecting on the past 12 months of working with great customers and finding more organizations that have embraced change in how they work together, driven by enthusiasm to make a difference. Book that shaped Natalija's thinking: The book "Speaking and Being" by Kübra Gümüşay, which explores how language shapes our thinking and determines our politics, shaped Natalija's thinking and emphasized the importance of language, also relevant in the context of OKRs. Relevant links: “Speaking and Being” by Kübra Gümüsay “Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs” by John Doerr “OKRs AT THE CENTER,” by Natalija Hellesoe and Sonja Mewes About Our Guest:Natalija Hellesoe is a trainer, coach, and chance taker, supporting companies in increasing focus, autonomy, and value creation. She works with organizations at various stages of their OKR journey. Her diverse experiences and global perspective drive her to redefine possibilities.Follow Our Guest:Website | LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

Robert Gould, Vice President for Strategic Enrollment Management at Augsburg University (Minneapolis), offers a deep dive into an approach to college admission that is turning the process on its head and—in the process—not only fostering a greater sense of belonging for students, but for the admission professionals who work with them.Could it be an antidote to the Great Resignation?NotesAugsburg Applies to YouPower of You program (Augsburg partnership with Minneapolis Community and Technical College and Saint Paul College)John Doerr's Objectives and Key Results (OKRs).Harriet Tubman Effect InstituteNicole Johnson, creator of EDIFY, "a 5 step dismantling systemic oppression program that is designed to shift culture in institutions, schools and artistic organizations."Wise Mind The Power of Forgiveness—MinneapolisRapid DescentWalkout songs: "anything by Bobby Sanchez, like Changing Landscapes ..."Best recent read: Forgive For Good: A Proven Prescription for Health and Happiness by Frederic Luskin, and Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs by John Doerr.Eager to read next: Irish Untold HistoryFavorite podcast: Edify Justice Advocates Podcast Favorite thing to make in the kitchen: Dark roast decaf coffee and vegetable juiceWhat he uses to take and keep notes: Rhodia Notebook Memorable bit of advice: Life is a balance of holding on and letting go —RumiBucket list: "I would like the entire system of admissions in higher education to be changed."Theme music arranged by Ryan Anselment.Many thanks to the National Association for College Admission Counseling for supporting this podcast through the NACAC Podcast Network.

Pete Wilkinson is the Founder and CEO of Reclaro 1-3-5, a company focused on helping ambitious CEOs and MDs accelerate their business results using beautifully presented software. We discuss ways OKRs can speed up business success, how to develop persistence in business, and ways to build an unstoppable attitude.    Time Stamps [00:59] Pete's entrepreneurial journey [05:10] The 1-3-5 System [09:33] Vague focus produces vague results [11:40] How to test your ability to be disciplined [14:03] Why Pete chose to compete in a triathlon [19:20] How to develop an unstoppable attitude [20:24] Why you need a 5-year vision and a 12-month plan [24:03] Strategy, Revenue, and Outcome [29:10] How too much detail can negatively affect your results [32:07] Having 15 key results for everyone in the organization [35:37] Parting thoughts    Links and Resources Steve and Greg Cleary's Book: Pinnacle: Five Principles that Take Your Business to the Top of the Mountain Work with Steve - Stevepreda.com Pete's LinkedIn Reclaro.com Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs by John Doerr 

In this episode Morten interviews Jørn Arild Andenæs from GEODATA in Norway. Jørn Arild has been working in the intersection of Getting Things Done® (GTD) and Objectives & Key Results (OKR) and her shares his insights. Who better to shed some light on this interesting subject? Jørn Arild is also the lead of the largest GTD Meetup.com group in the world. Nearing 1000 members the group offers a free community for learning from peers in Norwegian: The Oslo GTD Gathering: https://www.meetup.com/oslo-gtd-gathering/ Links: - Connect with Jørn Arild: https://www.linkedin.com/in/joernaa/ - Read a blogpost from Jørn Arild about OKR: https://geodata.no/blogg/2021/01/12/et-malverktoy-som-virker-enkelt-forklart in Norwegian. - The book mentioned: Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs: https://amzn.to/3dtLpfC Amazon affiliate link. - Morten/Lars' channels on YouTube, if you want to watch the episodes: - Lars: https://www.youtube.com/c/LarsRothschildHenriksen - Morten: https://www.youtube.com/c/MortenRøvikGTD We really hope that this episode helps you on your GTD journey and, as always: If you have any feedback we'd love to hear from you via podcast@gtdnordic.dk, you can learn more about GTD in the Nordics at GTDnordic.com and find cool GTD gear at GTDshop.com.

Send us a textDanny Bauer from Better Leaders Better Schools is here to continue our conversation about leaders, confidence, and competence. Danny is the host of the Better Leaders, Better Schools podcast and the author of The Better Leaders Better Schools Roadmap and Mastermind. We talk about visioning your work by focusing on your vision for yourself first. Danny shares what a Ruckus Maker is and creative ideas for achieving success by coloring outside the lines. We also talk about setting up your staff for success and having an alignment of resources. Episode Highlights: [03:43] In 2019, Danny's publisher asked him to write a book about how he serves leaders. This book tells the story of the leadership community in his mastermind group. [05:08] He talks about why masterminds are a solution for creating powerful leaders and introduces the ABC's of powerful professional development. Integrating authenticity, belonging, and challenge in a meaningful way leads to life and leadership transformation.[07:25] A tip for making conferences better is to block off an extra day for journaling and making an action plan.[07:37] Masterminds happen more often, such as weekly, and you are with other people who understand what you're trying to do. You can have regular deep thinking on education and leadership while strengthening relationships. [08:57] Danny shares an example of one of his mastermind leaders that is winning and creating success. [11:44] Masterminds can be a space where you can bounce ideas off of other leaders. [12:32] The idea of being a Ruckus Maker is a tip to Seth Godin. Resources & Links Related to this EpisodeWhat is PBL?Ask RyanMagnify Learning YouTubeProject Based Learning Stories and Structures: Wins, Fails, and Where to StartMagnify LearningRyan Steuer Twitter @ryansteuerCommunity Partner ResourcesBetter Leaders Better Schoolsdaniel@betterleadersbetterschools.com(312)788-7595The Better Leaders Better Schools Podcast with Daniel BauerThe Better Leaders Better Schools Roadmap: Small Ideas That Lead to Big ImpactMastermind: Unlocking Talent Within Every School LeaderDaniel Bauer LinkedInDanny Baur InstagramBetter Leader Better Schools TwitterMeasure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRsSeth GodinS

Danny Bauer from Better Leaders Better Schools is here to continue our conversation about leaders, confidence, and competence. Danny is the host of the Better Leaders, Better Schools podcast and the author of The Better Leaders Better Schools Roadmap and Mastermind.  We talk about visioning your work by focusing on your vision for yourself first. Danny shares what a Ruckus Maker is and creative ideas for achieving success by coloring outside the lines. We also talk about setting up your staff for success and having an alignment of resources. Episode Highlights: [03:43] In 2019, Danny's publisher asked him to write a book about how he serves leaders. This book tells the story of the leadership community in his mastermind group. [05:08] He talks about why masterminds are a solution for creating powerful leaders and introduces the ABC's of powerful professional development. Integrating authenticity, belonging, and challenge in a meaningful way leads to life and leadership transformation.[07:25] A tip for making conferences better is to block off an extra day for journaling and making an action plan.[07:37] Masterminds happen more often, such as weekly, and you are with other people who understand what you're trying to do. You can have regular deep thinking on education and leadership while strengthening relationships. [08:57] Danny shares an example of one of his mastermind leaders that is winning and creating success. [11:44] Masterminds can be a space where you can bounce ideas off of other leaders. [12:32] The idea of being a Ruckus Maker is a tip to Seth Godin. Resources & Links Related to this EpisodeWhat is PBL?Ask RyanMagnify Learning YouTubeProject Based Learning Stories and Structures: Wins, Fails, and Where to StartMagnify LearningRyan Steuer Twitter @ryansteuerCommunity Partner ResourcesBetter Leaders Better Schoolsdaniel@betterleadersbetterschools.com(312)788-7595The Better Leaders Better Schools Podcast with Daniel BauerThe Better Leaders Better Schools Roadmap: Small Ideas That Lead to Big ImpactMastermind: Unlocking Talent Within Every School LeaderDaniel Bauer LinkedInDanny Baur InstagramBetter Leader Better Schools TwitterMeasure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRsSeth GodinSeven Strong Claims About Successful School Leadership

Over the past few years, the real estate investment industry has become extremely competitive and investors must use every tool at their disposal to differentiate themselves from the rest. For Jesse Burrell, Co-Founder and Owner at BatchLeads, this meant using data to pinpoint homeowners and target them effectively.  Also called the "REI Data King", Jesse is known for opening up new opportunities for real estate investors. Using big data and his skip tracing toolkit, he was able to speed up a process that used to take days or even weeks, giving real estate investors effective tools to find and close deals.  On today's episode of the Catching Knives podcast, Jesse drops a tremendous amount of nuggets, knowledge bombs, and useful tips. You will find out how Jesse built a tech SaaS company from scratch and grew revenue to 60 million in three years. Jesse will also talk about some of his failures and the lessons he learned from these experiences. He will explain what the difference between customer experience and customer service is, and which one is better. Jesse will share his opinion on crypto, the stock market, and NFTs, and he will also talk about his plans for implementing a billion-dollar valuation for his company. Listen now and enjoy! What You'll Learn in this Show:  How Jesse built a tech SaaS company from scratch and grew revenue to 60 million in three years Jesse's opinion on crypto, the stock market, and NFTs Some of Jesse's failures and the lessons he learned from these experiences Customer's experience vs. customer service Jesse's plans for implementing a billion-dollar valuation for his company And so much more... Resources: https://www.instagram.com/jesseburrell/ (Jake's Instagram) https://www.linkedin.com/in/jesse-burrell/ (Jakes's Linkedin) https://batchleads.io/ (Batchleads.io) Book: https://www.amazon.com/Five-Dysfunctions-Team-Leadership-Fable/dp/0787960756/ref=sr_1_1?crid=1Z1G0Z15SOMHH&keywords=The+Five+Dysfunctions+of+leadership&qid=1645217784&s=books&sprefix=the+five+dysfunctions+of+leadership%2Cstripbooks-intl-ship%2C282&sr=1-1 (“The Five Dysfunctions of a Team: A Leadership Fable”) Book:https://www.amazon.com/Measure-What-Matters-Google-Foundation/dp/0525536221/ref=sr_1_1?crid=3STNK9F2RZSBX&keywords=measure+what+matters&qid=1645217844&s=books&sprefix=measure+what+matters%2Cstripbooks-intl-ship%2C175&sr=1-1 ( “Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs”)

Ann Hiatt shares valuable lessons learned on career development from her 15 years working alongside Silicon Valley's top CEOs. — YOU'LL LEARN — 1) The top three things you can do to develop your career 2) How to deal with the pressures of big-impact opportunities 3) How to carve out your path to promotion when there is none Subscribe or visit AwesomeAtYourJob.com/ep771 for clickable versions of the links below. — ABOUT ANN — Ann Hiatt is a best selling author, executive consultant, speaker, and investor. She is a Silicon Valley veteran with 15 years experience reporting directly to CEOs Jeff Bezos (Amazon) and Eric Schmidt (Google/Alphabet). She has published articles in publications such as Harvard Business Review, Fast Company and CNBC. She has also contributed to articles in The New York Times, Economic Times, The Financial Times and Forbes. Her first book, Bet On Yourself, was published by HarperCollins in 2021. • Book: Bet on Yourself: Recognize, Own, and Implement Breakthrough Opportunities • Website: BetonYourselfBook.com • LinkedIn: Ann Hiatt — RESOURCES MENTIONED IN THE SHOW — • Book: Mindset: The New Psychology of Success by Carol Dweck • Book: The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers by Ben Horowitz • Book: Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs by John Doerr • Previous episode: 396: Insights into Embracing Emotions at Work with Liz Fosslien — THANK YOU SPONSORS! — • Gusto.com. Make doing payroll easy and get three free months at Gusto.com/awesomeSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

The frontline is where the work happens. When you get the work done correctly and on time (if not faster), your organization is successful. If there are too many layers of leadership and you are waiting for directions from the top, you may miss opportunities. Eric Strafel joins Kevin to discuss the importance of empowering your frontline team to make decisions. If they understand the why, and if they know where the organization is going, they will make the best decisions for your organization. Key Points Eric defines his meaning of a frontline CEO. He shares his thoughts around empowerment and why it seems like few organizations or leaders do it. He discusses the role of radical transparency. He also discusses the importance of creating a learning organization. Meet Eric Name: Eric Strafel His Story: Eric Strafel is the author of The Frontline CEO: Turn Employees into Decision Makers Who Innovate Solutions, Win Customers, and Boost Profits. He is also the founder of the consulting firm SUMMi7, which helps businesses grow profits and scale innovation with mission-driven purposes. Worth Mentioning: Eric holds an MBA from Carnegie Mellon University and a B.S in Mechanical Engineering from Binghamton University. In addition to his writings on leadership and experience leading diverse teams, Eric is an advisor to The Study USA, where he works to empower women-led businesses and next-generation entrepreneurs through collaboration with academic partners, companies, and the local community. This episode is brought to you by… Unleashing Your Remarkable Potential, Kevin's free weekly e-newsletter. It's full of articles and resources to help you become a more confident and successful leader.   Book Recommendations The Frontline CEO: Turn Employees into Decision Makers Who Innovate Solutions, Win Customers, and Boost Profits by Eric Strafel Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs by John Doerr Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones by James Clear Related Podcast Episodes Leading Through Core Values with Dina Dwyer-Owens . Unleashing Empowerment Leadership with Frances Frei.

In episode #1951, Neil and Eric discuss how Eric Is preparing for 2022. Eric has several rituals in place for preparing for the following year, like creating space to wind down, and writing an annual letter to his team. Tune in to learn about the books that inform Eric's business planning and how he is working with his leadership teams to prepare for 2022! TIME-STAMPED SHOW NOTES: [00:20] Today's topic: How Eric Is Preparing for 2022. [00:30] How Eric applies the OKR methodology for planning in his businesses. [01:26] How Eric is facilitating connections between the leaders within his company. [01:40] The annual letter that Eric writes for his team. [01:55] A breakdown of how Eric's leadership teams use the Start Stop Key (SSK) exercise. [02:25] Why Eric creates space to wind down at the end of the year. [03:53] That's it for today! [04:07] Go to https://marketingschool.io/live to learn more about our next live event in Austin, Texas!   Links Mentioned in Today's Episode:     Traction: Get a Grip on Your Business 3HAG WAY: The Strategic Execution System that ensures your strategy is not a Wild-Ass-Guess!  Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs   What Matters TEDtalk Subscribe to our premium podcast (with tons of goodies!): https://www.marketingschool.io/pro   Leave Some Feedback:     What should we talk about next? Please let us know in the comments below Did you enjoy this episode? If so, please leave a short review.     Connect with Us:      Neilpatel.com Quick Sprout  Growth Everywhere Single Grain Twitter @neilpatel  Twitter @ericosiu    

Félix Bélisle-Dockrill is the co-founder of Axya. With a background in mechanical engineering, Félix co-founded Axya in 2019. Having worked at Bombardier in supplier quality control, he witnessed first-hand the complexities of dealing with suppliers and managing global supply chains. Since then, Axya has connected its network over 450+ buyers to 250+ local Axya suppliers specialized in metalworking parts. They have enabled numerous companies to localize portions of their global supply chains and mitigate the impacts of worldwide production delays— especially those caused by the unprecedented circumstances of the past year. Axya is now a team of 30+ employees working from anywhere in the world. Aim to be data-driven and multifaceted in my management approach, and Félix is constantly looking for ways to improve his leadership and lifelong learner skills. He was swimming at a competitive level while studying, and he did martial arts my whole life. Before launching his first business, he opened a martial arts school and taught for one year. He runs around 40km a week to stay in shape, and he looks forward to training again with partners. Books recommended in the show; Traction: Get a Grip on Your Business, by Gino Wickman. No Rules Rules: Netflix and the Culture of Reinvention, by Erin Meyer The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses, by Eric Ries Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs, by John Doerr Drive: The Surprising Truth About What Motivates Us, by Daniel H. Pink Peopleware: Productive Projects and Teams, by Timothy Lister & Tom DeMarco Feel free to connect with him on LinkedIn here; https://www.linkedin.com/in/felix-adrien-belisle-dockrill Learn more about his business here; https://axya.co/en https://ca.linkedin.com/company/axyaplatform. https://www.crunchbase.com/organization/grad4

Sarah is the Senior Director of Marketing Strategy at Lucky Orange, a software company that helps businesses around the world improve website conversion rates. She is responsible for leading all aspects of marketing and communications including product marketing, brand positioning, market research, pricing strategies, and communications. Prior to joining Lucky Orange, Sarah grew her knowledge of marketing, communications, and brand strategy through roles with a Fortune 1000 health care information technology company, a marketing agency focused on higher education, and an Air Force public affairs office. In this episode we talked about: How often should a marketing team review their strategy documents? How should a marketing team use OKRs (Objects and Key Results) and goal-setting frameworks to leverage their strategy documents? What is Lucky Orange? How does Lucky Orange (the team) use Lucky Orange (the tool) for conversion rate optimization? How often should a business leverage giving out a free trial? What's the difference between product-led growth and sales-led growth? How can B2B SaaS companies optimize their onboarding funnel? What's the best way to build out experiments? What is a Product-Qualified Lead (PQL)? How often should a marketer experiment? And more! You can say Hi to Sarah via email - Sarah@LuckyOrange.com Resources Mentioned: Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs by John Doerr - https://amzn.to/2XIMIjn --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/kennysoto/message Support this podcast: https://anchor.fm/kennysoto/support

We're still not sure what living in a van down by the creek has to do with Objectives and Key Results, but you'll have to tune in to find out for yourself! Join our team of business visionaries for this unique livestream discussion on " Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs " by John Doerr All opinions expressed are that of the individuals themselves. The Business Visionaries Book Club is presented by #QualityMatters. Quality Matters and it impacts us everywhere from the oil fields to the schools our children are educated, to the paper towels we use to clean up their mess. As Benjamin Franklin said "The bitterness of poor quality remains long after the sweetness of low price is forgotten." You need the edge of quality in your organization. http://qmcast.com/ Kyle Chambers | CEO & Founder of Texas Quality AssuranceRob Thompson | Chief Sales Officer for TruCore Business Development Steve Louis | Managing Director for Eternal Energy https://youtu.be/v6xQ_ri_HYo #QualityMatters presents the Business Visionaries Book Club "Measure What Matters" - Objectives & Key Results Check out the video for the "Good Catch Card" here https://www.youtube.com/watch?v=WTc5P... Kyle Chambers on LinkedIn https://www.linkedin.com/in/kyle-cham...- Texas Quality Assurance: https://TexasQA.comRob Thompson on LinkedIn https://www.linkedin.com/in/rthom/- TruCore Business Development: https://www.trucorebd.com/Steve Louis on LinkedIn https://www.linkedin.com/in/steveglouis/- Eternal Energy: https://www.eternal-nrg.com/ The Business Visionaries Book Club is presented by #QualityMatters. Quality Matters and it impacts us everywhere from the oil fields to the schools our children are educated, to the paper towels we use to clean up their mess. As Benjamin Franklin said "The bitterness of poor quality remains long after the sweetness of low price is forgotten." You need the edge of quality in your organization. http://qmcast.com/

Zach Blank is an entrepreneur, experience designer and technologist based in Portland, Oregon. As the CEO of Straightaway, Zach leads creative teams to think that the most inspired results are inevitable when design and technology conflict.   Zack has spent his career with product and experience designers, strategists, engineers, and creatives. Through these relationships, he has inspired and been inspired to push forward leading technology innovations.   Questions   Could you share with us a little bit about your journey? How it is that you got to where you are today? Explain to us exactly what is Straightaway. What opportunities do you see in the logistics market that probably are not existing today, especially in light of the pandemic that we're going through, have you seen that side of the business or that industry really vamped up since COVID? But how have you seen trends in that area? Has technology being applied more? Is there anything new that you think our listeners would benefit from based on your insights? What are maybe one to three things that you think are critical for a driver to really deliver an excellent experience? What are some tips for building strong and efficient teams? Because I imagine even though the drivers are doing their deliveries, they have to kind of support each other? Can you share with us what is the one online resource, tool, website or app that you absolutely can't live without in your business? Could you share with us maybe one or two books that have had the biggest impact on you? It could be a book that you read a very long time ago, or even a book that you read recently, but it has had a great impact on you. Could you share with us maybe one thing that's going on in your life right now, something that you are really excited about, it could either be something that you're working on to develop yourself or your people. We have a lot of listeners who are business owners and managers who feel like they have great products and services, but they lacked the constantly motivated human capital, the people part of it, if were sitting across the table from that person, what's the one piece of advice that you would give them to have a successful business as an entrepreneur yourself? Where can listeners find you online? Do you have a quote or saying that during times of adversity or challenge you’ll tend to revert to this quote? It kind of helps to get you back on track and keep you focused. Do you have one of those?   Highlights   Zach’s Journey   Zach shared that like most entrepreneurs, his journey is a roller coaster and full of weird strange turns. And he likes to start back when he was in elementary school. He’s fond of the story of selling beaded necklaces and little things like that in front of his elementary school when he was in maybe the fourth or fifth grade. And that's when it all began. And obviously when you’re eight, nine years old, there's not much planning to what you're doing there. But the bug, what he was realizing was pretty intense.   And that stayed with him, he was always kind of on that hustle. It wasn't necessarily a motivation to make money; it was more maybe better described as a motivation to get reactions out of people. He was a one of those kids who acted out in class and he thrived the reaction from people and so to make something and build something and see people want to pay for that, he got a thrill out of that and a lot of pride.   So, that carried with him until now. A couple other key milestones were building an eCommerce, that was the first eCommerce rock climbing site back in the late 90s he thinks it was called Rock Air. And that was selling rock climbing equipment to rock climbing enthusiasts; he was a competitive rock climber at the time. And that was really spurred on by his dad, who was also an entrepreneur saying, “Hey, there's this thing, the internet that seems to be doing really well. And you seem to know a lot about rock climbing, there's nothing out there, let's do something.”   And that was the first real foray into it beyond the bead endeavour. And then fast forward to today, he runs a company called Straightaway that is really disrupting the logistics industry in a way that nobody else is really paying much attention to and he’s excited to explain a little bit more what he means about that.   What is Straightaway?   Zach stated that today Straightaway is a native iOS and Android application to help delivery drivers primarily be as effective and efficient with their routes. Imagine the Amazon or UPS, USPS, DHL, all of those really big carrier drivers; those people are doing up to 200 sometimes more stops a day. And first of all, that's really hard. It's hard to imagine, think for a second.   Me: When I have to make like 10 stops for the day to get work done, just a drop off and pickup it’s exhausting, much less that times 20 or 200.   Zach agreed and stated that he has never done it. He has done ride alongs with drivers, and the hustle and the tricks and all of these things that are really unimaginable. And now imagine people doing it, they're new to that job and they're looking at these 200 stop days, and maybe they know their city, maybe not, maybe they just moved there. It's near impossible.   And so they build the technology and tools to help them navigate that, that's what they are today. And what they're building currently is infrastructure to support local logistics. And that's something that there hasn't been a ton of investment in yet and something that they're very excited and bullish about.   Opportunities in the Logistics Market and Technology Being Applied   Me: So you are basically as you indicated in the logistics market, what opportunities do you see in the logistics market that probably are not existing today, especially in light of the pandemic that we're going through, have you seen that side of the business or that industry really vamped up since COVID? I'm sure, but how have you seen trends in that area? Has technology being applied more? Is there anything new that you think our listeners would benefit from based on your insights?   Zach shared that they're kind of a dark inflection point right now, there's a lot of disappointing news coming out about the treatment of drivers, it's not necessarily the overt treatment of companies setting out it's more the result. And it's the result of how the drive and demand and a pretty constant supply. So, he thinks it's easy to imagine that COVID has really disrupted and changed the logistics industry and package delivery more than anything else and food delivery is way, way up.   And there's been more delivery drivers, the infrastructure by and large hasn't changed though. So the result is, these drivers are busier than they've ever been before. And that's what they're looking at right now and they're looking at an industry that's really suffering, and one that's craving for change.   So what they're setting out to do, their focus is a little bit different. These other companies, the bottom line has nothing to do with the driver, they need to get packages delivered to customers and that's the objective. They believe that by focusing on the driver and focusing on that experience, and making that as good as it can be, then everybody will win. So the opportunity that exists right now is to instead of treating drivers like a commodity, to create tools and focus on them and empower them to be as effective in their jobs as they can be and that's their mission, and that's what they're going after.   Tips for a Driver to Deliver an Excellent Experience   Me: What are maybe one to three things that you think are critical for a driver to really deliver an excellent experience. Apart from the fact that he has to deliver the package, there's a softer side of it in terms of communicating with the customer, is it that the technology updates the customer as to where the driver is along the way almost like an Uber? Or is it a case where the driver actually makes those telephone calls, which I think is humanly impossible for him to be calling 200 different stops, two to three times throughout the day, that would probably make him go insane. But how can he add the softer side of it to enhance the customer experience so the customer feels that more a part of the process? I'm sure you know if people don't feel in the loop, it's like they don't know what's happening and that's when they get skittish and start to argue and complain.   Zach stated that there are a couple pieces to that. So, backing up a moment before getting into the driver customer interaction. The earlier part of the question, he thinks really talks to on the surface how simple the problem seems. And that's the most powerful tool we can give a driver is to get them to understand where they are, where they're going, and how to get there. And so, it's a mapping problem. And mapping problems are tough, they've gotten easier, and they continue to get easier but they're still tough when you take into account all of the shifting variables throughout the day. And by that he means traffic and road closures and other sorts of missed deliveries and change in deliveries and all those constraints that can change.   So, building the technology that can make sure a driver knows where they're going and how they're getting there. That's kind of the baseline.   And then getting into the interaction between the driver and their customer. You're absolutely right, it's a fine line, you don't want to open up a live line of communication between those two people. And that might seem counterintuitive with customer experience, generally speaking, transparency is a good thing.   In this case, it actually gets into security and safety concerns too, we don't want drivers bombarded with messages when they're driving, just simply, we don't want to distract them period.   The other is a big problem that they face is these drivers go to buildings that have security codes, entrance codes, access codes. When they can't get in the building to deliver the package, now their whole day is backed up, they're standing there, maybe they're trying to call the customer, they're trying to find a safe place to leave it, they don't want it to get stolen, they're trying to do the best thing that they can.   So, how do you build in a layer that can allow that communication? “Hey, I'm trying to get into your building to leave this package, but make sure that that code isn't accessible to bad actors and the wrong people.”   And so, they spend a lot of time thinking about that. Also, the first idea very naive from them was, well, what if we just put in a note system where one driver who gets the access code can leave it as an annotation on that stop for anybody else. Well, now as soon as someone downloads Straightaway, they can basically have a key to the city and they definitely don't want that.   Me: I never thought of it that way. But yes, that's crazy.   Zach shared that he interviewed a USPS driver a couple months ago talking about this problem specifically. And it was fascinating. He told him that, if you look hard enough at most apartment buildings or gated communities, anything that have an access like that, you'd look hard enough, you'll find the code written somewhere, he said, some will like scratch it on rocks, or like put a sharpie kind of underneath it kind of like hidden spots, but within the delivery industry, they know. And it highlights the problem and the security risk. And it's another one of those things they're super interested in solving but it's not easy to solve.   Me: Wow, that's crazy. Technology, then there are so many variables as you just indicated that are out of your direct control. Because as you said, if you indicated to the customer that you would need to have access to the building or the home or the business place in order to have the package delivered and the necessary things were not put in place, it really does push back the experience for other people who are waiting on their packages who may be home, because he or she is left stranded there trying to figure out what do I do with the package? And as a customer, you don't know some of those challenges, and most customers don't really care what you're faced with, they just want their item that they ordered. But the reality is, those are the challenges that the drivers face.   Me: What are some things that they try to do to overcome that? How do they compensate for situations like that, if they can't genuinely leave packages feeling that it's going to be safe? Because the company would now accept liability if something happens to the package if it was left in an unsafe environment?   Zach shared that the simplest thing to do is they just don't leave the package. And they take it back and the customer gets notification that it couldn't be delivered. And every company, he wants to be clear, every company has its own policy, and they don't operate on that level.   They provide the tools to allow drivers to be successful, how they operate their route, and their policies are up to them. But that's kind of the best case scenario. Worst case scenario, it gets left somewhere else where it's not supposed to and then it gets stolen. That’s just package stuff does a huge problem as most listeners know and hopefully haven't experienced, but I imagine many have. And that's what happens.   Tips for Building Strong and Efficient Teams   Me: What are some tips for building strong and efficient teams? Because I imagine even though the drivers are doing their deliveries, they have to kind of support each other. I imagine that maybe they may need to call on their co-worker for assistance, maybe accessing a location that maybe they're more experienced with. How do they ensure that they're really working collaboratively and cooperatively together versus in silos?  Because “Okay, I'm just concerned with my deliveries, my truck, I'm not concerned about anybody else. Because if I help him, then I'm going to get pushed back and that's going affect my pay.” So how do you get them to work cohesively and collaboratively together?   Zach stated that if Yanique doesn't mind, he’s going to take that question and apply it to something else that he knows a little bit more about. Because he hasn't been a delivery driver on a team with years of experience, so he doesn't think he can answer that question with any authority from that perspective. But from the perspective of building technology, and building the tools that they're building for the drivers, he has a lot of experience and he can weigh in a little bit more there and some tricks that his team have employed recently that he found successful.   He considers himself a servant leader and he actually think it's the easier way of leadership, it's the more comfortable way of leadership and maybe that's just for him, but just so that everyone's on the same page, servant leadership is being there to serve your team rather than dictating orders, that's the very oversimplified version of it.   Now, taking that a step further, what he does with his team is he drives empowerment and ownership. So it's sort of like, he likes to use the example of inception. If there are ideas that they're trying to get across and it's his job to paint the vision, and then for the team to figure out and own how it is they're going to get there.   So it's his job, where are they going? And their job, how are they going to get there and then actually get them there.   And so, they break down distinct tasks and everyone on the team is an owner of that and is accountable to that and when they feel like it's their brainchild, they're much more likely and much more invested in, it's much more likely to be successful. And that's kind of a driving thesis that he focuses on a lot with his team.   App, Website or Tool that Zach Absolutely Can’t Live Without in His Business   When asked about an online resource that he cannot live without in his business, Zach shared that this is a big plug for a partner of theirs. They use Intercom. intercom is a third party platform that enables communication with customers. So it's pretty unique within Straightaway. So they've integrated Intercom technology tool, and it allows live chat between them and all of their drivers. And when he says their drivers, it's a little bit unique, they're not their employees, they actually pay them Straightaway.   Straightaway is a subscription service, they pay them, they are their customers. And so, they have a two minute SLA to respond to anybody. If anyone is having trouble with their route, they can hit chat right in Straightaway and that's all powered by Intercom. And the other thing that that tool allows them to do is send very targeted messages to different people to help them improve their product. So we can do things like, let's send a message to all drivers who've been using Straightaway for 3 months who do on average 150 to 160 stops, do those within 9 hours, and are located in Georgia, for example. They can get very, very targeted and they can send them a message and be like, “Hey, we'd like you to try out this new feature and give us feedback.” For example. So sort of everything that they do around their customer experience is driven through Intercom. And they've been using the platform for two and a half going on three years now and it's just instrumental to their process.   Books That Have Had the Greatest Impact on Zach    When asked about books that have an impact, Zach shared that he sort of sped read Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs by John Doerr recently. It's a fantastic book. It's a really quick read. It explains what OKRs are which is a management framework, it stands for Objectives and Key Results and it is a goal setting framework.   And John Doerr, the author of it didn't invent it but he's probably one of the most, if not the most outspoken leaders about it. Andy Grove out at Intel, he invented it.   Anyway, the great part about it is it's all told from the perspective of all of these very, very notable companies that we all know and love, and how they implemented OKRs in their early days to be successful. And these are companies like Google, which John Doerr was an early investor, and he was the one who brought OKRs to Google when they were still in a garage and got those up and running. So, Measure What Matters is a fun read just if you're interested in nothing other than early day successful start-up stories, it's sort of fun. And then I think the tools in it are instrumental for building a team that's goal oriented.   He’s in Portland, Oregon, which is where Nike is from so he’s in Nike town. His wife works out there. He spent many years consulting in a previous life out there, he’s fond of the brand and he’s not done yet, but he’s pretty much through Shoe Dog: A Memoir by the Creator of NIKE which is Phil Knight, the founder’s memoir. And that again, another fun story about how companies are built. The thing he loves about that book is Nike really started coming up in the early 70s and the stories that Phil tell in there, he could kind of equate to, if you want to be successful in business in the early 70s, all you have to do is lie. It's a very fun read of the stories and the things that he said and how he stuck his neck out there. And some of the absurd situations and you look at it now it's like, wow, the success that Nike’s had, it's not even about humble beginnings, it's just the balls, the approach and he doesn't think that approach would work these days. And it's just fascinating to him. It's a really fun read.   What Zach is Really Excited About Now!   When asked about something that he’s working on, Zach shared that it's very hard to choose one. He has so many personal ones coming up and he knows that's not the focus here. The team has been so focused in heads down on building out their fleet platform, which they have a go to market motion starting next month, he’s extremely excited about. They're a customer obsessed organization, so everything that they build is from the focus of customers and feedback that they've gotten directly from them. So before they ever start designing, building ideating around something, they go and they talk to customers, and they throw out ideas and say, “Hey, will something like this be useful?” So, they've been having those conversations around their fleet platform for a year now and they've been building for maybe the last 3 months on it, and another month ago before they really start getting it in the hands of their customers. And that's going to accelerate their business tremendously, up until now, they sell and have relationships direct with drivers, and that's fantastic. And they're always going to focus on the driver but through the fleet platform, they're able to empower even more drivers in that scale, where entire fleets can onboard to Straightaway and use all of their features to not just transform the experience of one driver, but all of their drivers and thus their entire business.    Advice for Business Owners Who Lack the Constant Motivated Human Capital   Zach stated in other ways, “How do you keep your team motivated?”   He shared that it comes down to what he spoke about before, in its ownership. For the people that he works with, they're very, very passionate about what they do and that is often designing interfaces and writing code. And that can be applied to so many different problems. So it's how do we keep them motivated on this problem, and it comes down to ownership. When people feel personally invested in something, they are going to fall asleep and wake up thinking about that. And that's how he operates anyway. And maybe it's a rosy picture that he thinks others operate that way. But he has put it into practice and he does see the results there.    Where Can We Find Zach Online   Email – zach@getstraightaway.com Twitter – @zachianblank LinkedIn – Zachary Blank   Quote or Saying that During Times of Adversity Zach Uses   When asked about a quote or saying that he tends to revert to, Zach stated that that's the hardest question he has gotten. He doesn't have a quote but he has a different tactic. He usually goes to motivational speakers on YouTube and he'll pull up a random clip and he'll sit there and he'll listen or he'll watch it. Some of his favourites, while polarizing, he still thinks he's a great guy is Gary Vaynerchuk.   Me: And Gary's awesome. Gary has his own podcast. Gary has quite a few books out there and he has a ton of free content that if you just need that extra oomph to get going, it will definitely provide that for you.   Please connect with us on Twitter @navigatingcx and also join our Private Facebook Community – Navigating the Customer Experience and listen to our FB Lives weekly with a new guest   Grab the Freebie on Our Website – TOP 10 Online Business Resources for Small Business Owners    Links   Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs by John Doerr Shoe Dog: A Memoir by the Creator of NIKE by Phil Knight    The ABC’s of a Fantastic Customer Experience   Do you want to pivot your online customer experience and build loyalty - get a copy of “The ABC’s of a Fantastic Customer Experience.”   The ABC's of a Fantastic Customer Experience provides 26 easy to follow steps and techniques that helps your business to achieve success and build brand loyalty. This Guide to Limitless, Happy and Loyal Customers will help you to strengthen your service delivery, enhance your knowledge and appreciation of the customer experience and provide tips and practical strategies that you can start implementing immediately! This book will develop your customer service skills and sharpen your attention to detail when serving others. Master your customer experience and develop those knock your socks off techniques that will lead to lifetime customers. Your customers will only want to work with your business and it will be your brand differentiator. It will lead to recruiters to seek you out by providing practical examples on how to deliver a winning customer service experience!

«Всегда нужно держать баланс между адекватностью внедрения процесса и тем, что переходит в бюрократию. Процессы должны воспитывать и развивать паттерн, потому что любой процесс — это та штука, которая должна оптимизировать работу». «Когда мы говорим про артефакты: как люди ведут проекты, где они их хранят, где они их обсуждают, — это практически одна их самых важных, ключевых, базисных вещей, которая позволяет команде быстро бежать и расти». Собеседник: Тимур Гаврилов, CPO, AzurApps ФБ: fb.com/timur.gavrilov.9 Ведущий подкаста: Юра Агеев ФБ: fb.com/ageev.yuri Подписывайтесь на канал подкаста в Телеграме: t-do.ru/mspodcast О чем говорим: 1:03 — Тимур рассказывает о себе 1:57 — Какие качества и навыки помогут стать CPO 4:27 — С какими проблемами чаще всего сталкиваются небольшие продуктовые компании 7:45 — Без каких процессов компания работать не может 9:06 — Когда планирование не работает 13:58 — Как понять, хорошо ли функционируют процессы 15:13 — Что мешает ведению проектов и выполнению задач 18:49 — Почему полезно проводить ретроспективы 20:49 — О процессах разных уровней и их проблемах 23:51 — Как построить процессы и управление ими в продуктовой команде 27:11 — Как менеджеру продукта организовать эффективную работу с разработчиками 31:18 — Что поможет научиться внедрять и улучшать процессы 34:07 — С чего начать внедрение новых процессов 35:08 — Как определить эффективность процесса 37:46 — Зачем нужны правильно построенные процессы 39:23 — Об отличиях процессов в онлайн и офлайн-бизнесе 42:05 — О чем спросить менеджера продукта, чтобы оценить качество процессов компании 44:18 — Какие ошибки могут быть в работе с продуктом, кроме невыстроенных процессов 46:58 — Как боты помогают следить за метриками и процессами 49:02 — Что изучать, чтобы научиться работать с процессами В подкасте мы упоминаем: — Джона Дорра и его систему OKR: http://bit.ly/2YfF6l0 — 12 вопросов Джоэла Спольски, чтобы проанализировать работу в компании: http://bit.ly/3ol7ZHe — PMBoK, свод знаний по управлению проектами: https://bit.ly/2YlaVJo Подборка полезных материалов от Тимура Целеполагание (как правильно ставить цели и работать по OKR): — Книга Джона Дорра «Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs»: https://amzn.to/3tdFn6q — Книга Эндрю Гроува «High Output Management»: https://amzn.to/2M1Eltv Процессы (управление разработкой): — Книга от Project Management Institute «A Guide to the Project Management Body of Knowledge»: https://amzn.to/3oqm6uH — Комплект книг «Руководство к своду знаний по управлению проектами. Руководство PMBOKR» и «AGILE. Практическое руководство»: http://bit.ly/3iWZCAC — Книга Хенрика Книберга «Lean from the Trenches: Managing Large-Scale Projects with Kanban»: http://amzn.to/3pldozf — Книга Джеффа Сазерленда «Scrum: The Art of Doing Twice the Work in Half the Time»: https://amzn.to/2Yloto3

Charles Flatt is joining the podcast today! He has been a software developer since 1994 and has helped over a dozen organizations succeed on over fifty projects, both small and large. Charles has an unusual breadth of business and personal experience from foodservice and retail to music, business management, hardware installation, and of course, software development.   In this episode, Charles talks about his learning as a developer and some of his successes, big lessons, and key takeaways from the course of his career. He shares actionable advice for developers, teams, and organizations on how to improve; his favorite resources and books for further learning;  the metrics that matter the most; and what he sees as being the key components of what makes a DevOps organization successful.   Topics of Discussion: [:38] Be sure to visit AzureDevOps.Show for past episodes and show notes. [1:00] About The Azure DevOps Podcast, Clear Measure, and Jeffrey’s offer to speak at virtual user groups. [1:24] Clear Measure is hiring! Be sure to check out the link in the show notes. [1:34] About today’s guest, Charles Flatt! [1:57] Jeffrey welcomes Charles to the podcast. [2:34] Charles shares his career journey before software development and how he began his career in software. [6:49] Charles speaks about where he has worked and what he has been working on in the last decade. [11:48] Charles shares some of the big lessons and key takeaways from the course of working on over fifty projects in software development. [18:21] Charles and Jeffrey discuss their favorite books on DevOps and give their recommendations on what you should be reading as a developer today. [20:50] A word from Azure DevOps Podcast’s sponsor: Clear Measure. [21:22] What Charles sees as needing to change within an organization in order to become more successful. [23:01] Charles gives some actionable advice on how to begin improving as a developer, as a team, and as an organization. [28:06] Charles and Jeffrey discuss the metrics that matter the most. [29:18] Jeffrey and Charles discuss the importance of continuous integration and what it really means to do continuous integration. [32:32] Charles recommends some go-to resources to check out after today’s podcast! [34:33] Jeffrey thanks Charles for joining the podcast!   Mentioned in this Episode: Azure DevOps Clear Measure (Sponsor) .NET DevOps for Azure: A Developer's Guide to DevOps Architecture the Right Way, by Jeffrey Palermo — Available on Amazon! bit.ly/dotnetdevopsebook — Click here to download the .NET DevOps for Azure ebook! Jeffrey Palermo’s Youtube Jeffrey Palermo’s Twitter — Follow to stay informed about future events! The Azure DevOps Podcast’s Twitter: @AzureDevOpsShow Charles Flatt’s LinkedIn Azure DevOps Podcast Ep. 33: “Rockford Lhotka on Software Architecture” Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations, by Nicole Forsgren PhD The Phoenix Project (A Novel About IT, DevOps, and Helping Your Business Win), by Gene Kim The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations, by Gene Kim, Patrick Debois, John Willis, and Jez Humble Continuous Integration: Improving Software Quality and Reducing Risk, by Paul M. Duvall, Steve Matyas, and Andrew Glover Good Habits, Bad Habits: The Science of Making Positive Changes That Stick, by Wendy Wood Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs, by John Doerr   Want to Learn More? Visit AzureDevOps.Show for show notes and additional episodes.

(1:40) - Start of interview(2:38) - David's "origin story"(4:49) - The founding of Equilar in 2000.The modern "corporate governance" era started after the corporate scandals of the early 2000s (Enron, Tyco, Adelphia, WorldCom, etc.) and the passage of SOX in 2002. "Very few people talked about corporate governance in the 1990s"With this new focus on corporate governance, there was a lot of attention given to exec comp.(9:56) -  The Board's role in setting compensation for the CEO: "It's a very tricky decision, and there is no right answer." "Compensation is a very emotional and difficult decision, with many different stakeholders involved." (11:33) - Their work on the investors' side (Calpers, Vanguard, Blackrock, etc).(12:11) -  They made a conscious decision from day one to track the trajectories of executives and directors from SEC data, which has resulted in the development of their BoardEdge Product.(13:59) - His take on Say on Pay regulation: it increased significantly the amount of shareholder engagement.(17:05) - His take on Elon Musk's ~$55bn comp package at Tesla and other 100% at-risk performance awards. (19:33) - The Nasdaq-Equilar Strategic Partnership on boardroom diversity (announced on Dec 9, 2020).Distinctions with CA laws SB-826 and AB-979.Equilar's BoardEdge product includes one million executives and directors.Equilar's Diversity Network (36 Partner Institutions, 5,158 Member Profiles, 2,044 board appointments) "Registry of registries"      (30:53) - The challenge of meeting the new boardroom diversity requirements set by SB-826, AB-979 and Nasdaq. "There is a need for more candidates who are not on boards." "The demand will go up exponentially in the next 12-24 months, and Equilar is working to help on the supply side."(32:27) - The latest trends on director compensation, and impact of COVID-19 on boards (Stanford/Equilar study).(35:09) - His take on the current state of private and public capital markets (the "window is wide open for going public, but when the market shuts down - it will shut down hard")(37:03) - His thoughts on the latest trend of companies and executives leaving SF/Bay Area/CA to TX, FL, etc.(39:30) - His take on the stakeholder vs shareholder debate as a CEO and executive compensation expert.(42:04) - His favorite books:The Hard Things About Hard Things, by Ben Horowitz (2014)Measure What Matters  How Google, Bono, and the Gates Foundation Rock the World with OKRs, by John Doerr (2018)(43:11) - His mentors (his dad, and his best friend's dad in high school).(44:30) - His favorite quote: "Skate to where the puck is going to be, not where it is today" (Wayne Gretsky)(45:42) - His "unusual habit": a classic multitasker.(47:00) - The living person he most admires: Warren Buffett.(48:00) - His final thought on where the puck is going on governance: boardroom diversity beyond public companies: private companies, PE, VC, non-profits, etc. Human capital metrics will become increasingly more relevant. David Chun is the founder & CEO of Equilar, a Silicon Valley based leading provider of corporate leadership data solutions. Companies of all sizes rely on Equilar for business development, recruiting, executive compensation and shareholder engagement, including 70% of the Fortune 500 and institutional investors representing over $20 trillion in assets.In addition, David is a Trustee of the Committee for Economic Development (CED) and serves on the boards of the Silicon Valley Leadership Group (SVLG) and the Asian Pacific Fund Community Foundation of San Francisco. He is on Catalyst’s Women on Board Advisory Council, the Silicon Valley Advisory Council of the Commonwealth Club of California, the Women on Boards Advisory Council of the California Partners Project and the Advisory Council of the Angel Island Immigration Station Foundation.David is a also a member of the Young Presidents’ Organization (YPO), Past Chair of the SF Bay Chapter, a founding member of the Council of Korean Americans (CKA) and a former advisory board member of the Wharton Center for Entrepreneurship.__Follow Evan on Twitter @evanepsteinMusic/Soundtrack (found via Free Music Archive): Seeing The Future by Dexter Britain is licensed under a Attribution-Noncommercial-Share Alike 3.0 United States License  

Dan Neumann is joined by Senior Agile Coach at AgileThought, Adam Ulery, to discuss the concept of Agile forcing continuous improvement.   Does agile “force” continuous improvement? What does this mean? Is this inherently negative or positive? How does agile implement continuous improvement as a natural consequence? Dan and Adam address these questions and share their tips on how to leverage agile to maximize your continuous improvement in all levels of your organization!   Key Takeaways What does “Agile forcing continuous improvement” mean? Agile “forces” continuous improvement because continuous improvement is inherently baked into agility “Force,” not as coercion, but as a natural outcome of adopting an agile mindset The frequent use of feedback loops is built into the way you work in an agile environment, “forcing” continuous improvement How Agile implements continuous improvement as a natural consequence: Regardless of the framework, there is a feedback loop with the goal being to deliver as much value as possible to the end consumer Inspecting and adapting the product and the process at regular intervals Agile encourages and fosters teams to be able to talk about things transparently and openly and not see impediments as an indictment of their performance Through failing fast (i.e. learning fast through your failures or mistakes) the team will continue to improve Tips for leveraging Agile’s continuous improvement: Address the fear of speaking up by teaching leadership roles on how to make the environment safe for the delivery teams Acknowledge that the environment may have not been safe in the past but that changes are being implemented and it will be different going forward The shorter the feedback loop, the shorter the risk (so if something doesn’t go right, you’re not that far from recovery) Deliver early and often, get the feedback loops working so that teams can course-correct as they learn It’s important to get to a point where it is understood that quick learning is what the team and leadership is looking for (and that failure is not failure; it’s learning) Leadership needs to be supportive of the mindset shift regarding quick learning/failing fast so that the team can feel encouraged in exhibiting these behaviors If you are a leader who wants to begin to make their team more comfortable with quick learning you need to educate yourself, believe it, communicate with your team, be transparent that you’re still learning and growing, set your expectations about what you’d like to see, and call out real examples as they happen so that the team can begin to recognize it As a leader, display vulnerability and acknowledge that you have not done the best with communicating in the past but that it will be different, going forward  Model the behaviors you want to see as a leader You need to create safety and support your team in order to thrive and increase performance   Mentioned in this Episode: Leaders Eat Last: Why Some Teams Pull Together and Others Don't, by Simon Sinek Radical Focus: Achieving Your Most Important Goals with Objectives and Key Results, by Christina R. Wodtke Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs, by John Doerr   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!

In this episode, Dan Neumann is joined by a frequent guest of his and AgileThought colleague, Quincy Jordan! Quincy is a Principal Transformation Consultant and has been with AgileThought for almost three years.   Together, they will be exploring when things are going so well that you just don’t notice that there are problems bubbling beneath the surface. They address what kind of problems show up when teams become complacent due to things going so well, how to spot these problems (and address them) before they start, and how to differentiate between when things are going “so well that you don’t notice” and actually being on the right path.   Key Takeaways The problems that arise when things are going so well that you don’t notice that they’re not: When a Scrum Master is doing super well in their role, those outside the team or the leaders in the organization begin to question if they really need the role However, if you remove that Scrum Master when the team is doing great and maturing well, things will continue in a downwards trajectory (the same way a car does when a tire goes flat) It’s the classic scenario of “you’ve done your job too well” and others don’t realize how valuable and important that is Sometimes the role of Scrum Master role is switched up or rotated in a way that doesn’t fully fill it and the wheels eventually fall off When things are going well those who suffer from a hero complex lose the opportunity to be the hero anymore —  this can lead to situations such as: When developers have an abnormal tolerance for tech debt (i.e. they are not paying as much attention to the quality of code or adhering to standards that are good for the team, which creates an abnormal amount of bugs that the team has to fix. Then, said developer jumps in as the hero) I.e. Firefighters lighting fires to put them out When things are going well there can be a tendency to start to question roles and processes (such as the Scrum Master role and the processes and organizational support that are in place to support the team/s) When things are questioned, it can affect not only the team/s, but it also affects the organization as a whole Both the team/s and the organization can become complacent if things are working so well How to avoid getting trapped in this way of thinking: Leadership should be constantly assessing whether or not they’re providing the right types of problems to solve The team should be asking themselves if they’re looking at the right problems to solve Is the team properly considering Horizons Two and Three if they are beginning to go down the path of the Three Horizons model? Shift from “How much faster can the teams go?” and “How much more stuff can they deliver?” to “Are we delivering the right capabilities?”, “Are we delivering things customers want?”, and “Are we continuing to experiment and innovate?” The wrong question is: “Can we get even more out of this team?” The right question is: “Can we make sure that we’re providing them with the right problems to solve?”; “Where can we, from a leadership standpoint, give more guidance to increase business value?” How to differentiate between a mature and a complacent team: Though they can sometimes look the same on the surface, a very complacent team will have far more carry-over stories than a mature team Ask: ‘How well has this team challenged themselves in terms of their own velocity?’ and ‘Are they taking it upon themselves?’ A more mature team would exhibit these types of these behaviors as opposed to a complacent team A more mature team makes time for continuous improvement and retrospectives whereas complacent teams make them cut them out or make them shorter Mature teams dig deep and find opportunities to improve Mature teams look below the surface and think more critically   Mentioned in this Episode: Quincy Jordan AgileThought Careers Agile Coaches’ Corner Ep. 101: “Are Scrum Masters Expendable?” Three Horizons by McKinsey & Company Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs, by John Doerr   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!

Cansel Sörgens ile OKR ve Çeviklik üzerinde derinlemesine bir sohbet gerçekleştirdik. - OKR nedir? - OKR hangi organizasyonlar için uygundur. - OKR ve diğer metodolojiler arasında ilişkiler ve farklar - Firmaların OKR maceralarında dikkat etmeleri gereken konular nelerdir? Cansel Sörgens'in tavsiye ettiği kitaplar : 1- Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs 2- Radical Focus - Christina R. Wodtke (Author), 3- Christina R. Wodtke's blog : http://eleganthack.com/ 4- Marty Cagan, https://svpg.com/author/marty/ Cansel Sörgens' hakkında 1- https://www.linkedin.com/in/canselsoergens/ 2- https://twitter.com/okrexpert

In this episode, Dan Neumann is joined by AgileThought colleague and frequent guest of the show, Quincy Jordan. Quincy has been with AgileThought for just over two years as a principal transformation consultant and agile competency lead. Prior to AgileThought, Quincy was the transformation lead for Pivotal’s Atlanta office, where he consulted with clients to help them reach enterprise scale. He has also served as a principal consultant and agile coach at SCRUMstudy.com for over six years.   In their discussion today, Dan and Quincy explore the topic of culture as related to agile transformations. They define what culture is, why it is important, how it factors into agile transformations, and how to begin addressing it as an organization. Quincy also shares how to become more intentional about addressing culture early on as the company is moving toward a more agile way of working, the outcomes of being unintentional about addressing culture challenges, and additional tips and takeaways that are critical to keeping in mind when addressing culture.   Key Takeaways What does ‘culture’ refer to? A combination of the values, habits, and norms within a group or organization The values that are present in everything that your organization does It applies to any organization (whether it’s a religious institution, your family unit, company, etc.) Can be characterized as “The way things happen around here” or “How we do things around here” Quincy’s advice regarding how culture factors into agile transformations: Culture cannot come last; if you want the ‘machine to run well’ and address the culture after, you have created a culture that says, “The machine is more important than the culture” If a specific habit, such as courage, is not encouraged, you are building cultural debt; i.e., it will become more and more difficult for courage to be expressed It is important to be intentional about culture upfront and incorporate it into your transformation as part of your strategy If you don’t want certain habits to be a part of the culture, you have to intentionally set a new structure for everyone to transition to (otherwise it will continue to be pervasive) Outcomes of being unintentional about addressing culture challenges: If you’re not intentional about the culture and you develop a culture by default, it is likely to be riddled with cultural debt If you don’t address having the proper culture that you want up front, you are going to have a mismatch of what you currently have and what it is that you really want If the team/s are checklist-driven then they won’t have the opportunity to help the culture be values-driven How to be more intentional about addressing culture early on as the company is moving toward a more agile way of working: Ask: “Are we involving the teams in the actual planning or are they being given plans and milestones that they’re expected to hit without participating in the creation of those plans?” Ask: “Is our culture checklist-driven rather than values-driven?” The team/s should be involved in understanding what’s drawing value so they can better help accomplish the work that needs to be done for the values to be there Set the culture upfront Figure out the things that you are and are not aligned to as an organization Decide on where the values lie and what they would be (ask individuals and teams: “What are the things that we value?”) Have teams and individuals fill in the blank: “It really agitates me when _________.” It helps make clear what things affect their value system Do a team working agreement where you establish what the values are Once you establish what the values are, ask: “How can we act on these values?” and “What are the things that we can do, day-in and day-out, to express that those are our values?” For example, if the value is: “Everyone has a voice,” then you need to provide opportunities for individuals to have their voice heard Additional culture tips and takeaways: You need to be intentional and know what your values are so that you can drive towards them (and be intentional about not allowing those values to be encroached upon) If you address culture upfront, then you’re putting the organization in a position where you’re helping to impact the decision-making Addressing the culture upfront helps the organization work towards their overall vision It is important to have people within the organization that are carrying the culture forward so that when others are unsure/confused, they can look to those people   Mentioned in this Episode: The Reengineering Alternative, by William E. Schneider Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs, by John Doerr Science of Running: Analyze your Technique, Prevent Injury, Revolutionize your Training, by Chris Napier   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!

Nous discutons avec Louis David Noel des OKRs (Objectives and key results), un cadre de fixation d'objectifs pour définir et suivre des bénéfices mesurables. Louis-David est spécialiste de l’expérience utilisateur et de la conception d’interfaces. Son envie de transmettre son savoir et sa compréhension des différents aspects du Web et du design centré utilisateur lui ont permis d’être récipiendaire du prix du meilleur coach de la Chambre de commerce et d’industrie de Drummond en 2016. Œuvrant dans le Web depuis près de 15 ans, il a joint les rangs de Nmédia et travaille aux développements des expertises en UX, marketing, design et rédaction spécifiquement pour les domaines de l’assurance et services financiers. Liens Wikipedia: Objectives and key results (OKR) TedTalk: En 45 minutes : Why the secret to success is setting the right goals – John Doerr – TED TALK 2018 En 45 minutes : Summary & Analysis of Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKR: A Guide to the Book by John Doerr L’évangéliste (8h) : Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs Story telling en (4h) : Radical Focus: Achieving Your Most Important Goals with Objectives and Key Results Microsoft et OKR (30 minutes) : How the Azure DevOps teams plan with Aaron Bjork

This week, Dan Neumann is joined by his AgileThought Colleague, Quincy Jordan!   In their conversation today, Dan and Quincy are diving into the world of online videogames — specifically Fortnite; the popular battle royale, sandbox game — and drawing comparisons between it and agility.   Having watched his son play Fortnite over the summer, Quincy saw how he remotely communicated with his friends online to come together as a team, seek out an objective, collaborate, and go after that goal. In this episode, Quincy not only highlights many of the similarities between online gaming and having an agile mindset, but he also shares some of what we (and our kids) can learn from playing these sorts of games and further improve our agility.   Key Takeaways The overlap between an agile mindset and Fortnite/other online games: In the game, you play in teams and the players coordinate and collaborate remotely through headsets In both agile teams and Fortnite, you need to come together as a team, seek out an objective, collaborate, and go after that goal In the game, you gather raw materials and architect right on the spot to create structures such as barriers or ramps (similar to the agile concept of solving problems with the resources you have at your disposal) They do team working agreements (i.e. before they start, they set out their goals and agree on what they’re trying to achieve) When their objective is at risk of reaching its goal (similar to a sprint goal), they reevaluate quickly, make adjustments, stay adaptable, and continue without losing sight of the goal What Fortnite/other online games can teach us about having an agile mindset: The team collaboration in Fortnite emphasizes teamwork and shows how having ‘hero complex’ does not get you to your goal (you have to work together, one person cannot do everything) In Fortnite, your character can lose energy and need time to recuperate. In this scenario, a teammate will ask another for help to spot them as they recover, which is very similar to how high-performing agile teams should behave (i.e. being transparent with one another if you need help) There’s a collective recognition that you win and lose as a team The teams in Fortnite are self-organized and not afraid to take risks and fail fast — this is key to growth They always stay focused on the overall objective, which is a crucial mindset piece for agile teams to have   Mentioned in this Episode: Fortnite Halo Discord The Decision: Overcoming Today’s BS for Tomorrow’s Success, by Kevin Hart   Quincy Jordan’s Book Pick: Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs, by John Doerr   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 a special return guest — Christy Erbeck! Christy is a Principal Transformation Consultant at AgileThought and a Certified Dare to Lead™ Facilitator. She has over 25 years of experience in domestic and international consulting, training and coaching, and working in both software development and non-product-focused environments, including manufacturing (discrete and process), distribution, and sales and marketing.   Today, they’re going to be exploring the topic of how to ask powerful questions. Powerful questions can lead to powerful change if they are asked in the right way. In this episode, Christy explains what makes a question powerful vs. a not-so-powerful one, how to ask powerful questions, when and when not to ask a powerful question, and important qualities and skills for a facilitator or coach to have that is asking these powerful questions. Christy also shares some fantastic resources for further reading on the subject and provides some examples of what powerful questions look like!   Key Takeaways What makes a ‘powerful question?’ A powerful question is one that gets the person being asked to think about the situation in a way that they may not have if the question had not been asked Powerful questions elicit a thoughtful response They provide a way to help the individual being asked to become ‘unstuck’ The Co-Active Training Institute defines a powerful question as: “A provocative query that puts a halt to evasion and confusion” The person asking the question is inviting the client to clarity, action, and discovery at an entirely new level They help people think differently How to ask powerful questions: Kickstart coaching sessions by asking, “What’s on your mind?” to simply begin the conversation in a way that allows the coachee to bring forward a topic in a way that is non-judgemental and invites additional inquiry Ask a question in a neutral way versus a ‘loaded’ way Stay neutral and ask the question in a curious way rather than in a judgemental way Use the Five Whys technique Take into consideration the layering and sequencing of the questions you’re asking Make sure that the person you’re engaging with is interested and engaged Ask yourself if you have earned the right to ask the question in the first place (i.e. a level of mutual respect has been reached and the person being asked believes you to be credible) Important qualities and skills for a facilitator or coach asking these powerful questions to have: Understand what type of questions or decision-making needs to happen in the moment Understand the different types of questions and the different intents and outcomes that those questions will provide Have a natural curiosity and perspective of care when working with clients Create space and allow for silence for people to answer the questions When shouldn’t you ask a powerful question? When you don’t have time to debrief and explore Potentially, in a group setting (it is important to consider the dynamic of the room) Ask yourself, “Is now the time to ask this question?” because the trust and safety may not be strong enough yet to be asking certain questions Questions that are uninvited, at an inappropriate time, or out of line Examples of powerful questions: “What do we need to do to wrap this up and have clarity around our next steps?” “What’s preventing us from moving forward?” “What’s keeping [decision] from actually being enacted?” “Tell me more” questions Clarification questions Open-ended questions such as who, what, when, where, why, and how Powerful resources to learn more about powerful questions: The Co-Active Training Institute The Coaching Habit, by Michael Bungay Stanier The Complete Book of Questions, by Garry D. Poole Vertellis — a card game   Mentioned in this Episode: Co-Active Training Institute The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever, by Michael Bungay Stanier Five Whys Technique The Complete Book of Questions: 1001 Conversation Starters for Any Occasion, by Garry D. Poole Vertellis card game   Christy Erbeck’s Book Picks: Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs, by John Doerr Employee Experience: Develop a Happy, Productive and Supported Workforce for Exceptional Individual and Business Performance, by Ben Whitter   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!

I’m glad to introduce to you our special guest, Ryan Coon. He is a co-founder and the CEO of Avail, an all-in-one software solution designed for do-it-yourself landlords. Before Avail, Coon was an investment banking associate at BMO Capital Markets.   Ryan has a hardworking spirit, and together with his co-founder Laurence Jankelow, they developed the idea for their company on a napkin that now solves the needs of thousands of landlords. His goal is to help the real estate market to become as transparent and as efficient as the stock market is.   Today, Ryan and I talk about his leap from the corporate world to his real passion in life. He also shares his advice on starting a new venture and communicating with investors.     Episode Highlights:   ●      Redirection Towards Entrepreneurship [1:29] ●      Tips for Career Change and Getting Into Business [3:50] ●      What They Do at Avail [7:09] ●      Tools You Can Find on Avail [12:01] ●      Real Estate for First-Timers  [13:20] ●      Raising Capital and Growing Your Business [15:01] ●      Book Recommendations [18:30]     AND MUCH MORE!     Resources Mentioned In This Episode: ●      If you are a future or aspiring business leader who wants to achieve the next level of success in your profession, get started by getting my FREE video short course: The Secret to Unleashing Your Top 1 Percent. ●      Learn more about Ryan, his team, and what they can do for you at www.avail.co. They also have articles, guides, and resources that you can check out! ●      Connect with Ryan: o   LinkedIn o   Twitter ●      Book Recommendations: o   Delivering Happiness: A Path to Profits, Passion, and Purpose by Tony Hsieh o   Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs  by John Doerr o   Shoe Dog: A Memoir by the Creator of Nike by Phil Knight   Quotes: “Be creative. There are unlimited opportunities out there. You just have to be willing to go for it.” “The truth is overnight successes don’t really happen.” “There are some things that frankly as an entrepreneur, you do, and you don’t wanna do.” “Raising outside capital is not as glamorous as it sounds. It’s a lot like dating. Going on a lot of dates, you have to find the right match and the right chemistry. ”   Ways to Subscribe to The Top One Percent:   Apple Podcast Stitcher PlayerFM Podtail

Summary: In today’s episode we have guest Jay Myers, co-founder of Bold Commerce - arguably the world’s largest ecommerce app company. Jay shares some of the secrets that have been key to Bold’s success as well as the method he uses to set and achieve business goals in any climate with a team of over 300 people. His business is a great example of experimentation, listening to the customer, and adjusting until they found their stride. Now he is able to passionately lead a team of over 300 people through the challenges of surviving and thriving in business and in life. Bold was one of the first app companies on Shopify, and is not a key player in the global ecommerce space.    Resources Mentioned:  Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs by John Doerr    Top 3 Curtain Pulls in this episode:  Focus on Your Customers! When you start to focus on the competition too much, you start to veer more towards what they are doing and not focusing on what makes you special and unique. Instead focus on your business and your customers and let them guide your decisions.  While the global pandemic has left many companies with losses, there are also a TON of opportunities to shift and grow through this- a combination of creativity and innovative technology solutions are helping many local brands reach customers in a whole new way. When it comes to setting goals, choose 1-5 objectives important to your success and then identify measurable metrics as indicators of your progress towards each objective. This is the OKR method. Using this concept for group goal-setting as well as team and individual goal-setting is a great way to ensure that everyone in your organization is on the same page AND can pivot quickly if needed.   For more tips, discussion, and behind the scenes: Follow us on Instagram @AgencyPodcast Join our closed Facebook community for agency leaders   About our Guest: Jay Myers: Co-founder of Bold Commerce, possibly the the longest-running app company in ecommerce, that provides solutions for the world’s most innovative brands. Jay on LinkedIn https://boldcommerce.com/   About The Guys:  Bob Hutchins: Founder of BuzzPlant, a digital agency that he ran from from 2000 -2017. He is also the author of 3 books. More on Bob:  Bob on LinkedIn twitter.com/BobHutchins instagram.com/bwhutchins Bob on Facebook Brad Ayres: Founder of Anthem Republic, an award-winning ad agency. Brad’s knowledge has led some of the biggest brands in the world. Originally from Detroit, Brad is an OG in the ad agency world and has the wisdom and scars to prove it. Currently that knowledge is being applied to his boutique agency. More on Brad: Brad on LinkedIn Anthem Republic twitter.com/bradayres instagram.com/therealbradayres facebook.com/Bradayres Ken Ott: Co-Founder and Chief Growth Rebel of Metacake, an Ecommerce Growth Team for some of the world’s most influential brands with a mission to Grow Brands That Matter. Ken is also an author, speaker, and was nominated for an Emmy for his acting on the Metacake Youtube Channel (not really). More on Ken:  Ken on LinkedIn Metacake - An Ecommerce Growth Team Growth Rebel TV twitter.com/iamKenOtt instagram.com/iamKenOtt facebook.com/iamKenOtt   Show Notes: [1:10] Ken introduces our guest, Jay Myers, a Founder of Bold Commerce.  [2:25] Jay thanks Ken for the intro and speaks about the value of teamwork and cooperation in the founding of Bold. He has 3 business partners that all brought unique skillsets and visions to the table, and Bold could have never existed the way it does without all four of them.  Jay loves the Agency Exposed podcast! He speaks on the idea that “knowledge is power” and how he takes an opposing stance. The real power and value is in SHARING knowledge.  “The companies that are going to win are the ones putting in the work, executing day in and day out… if they’re a competitor, they still have to out-hustle us.” [3:53] Ken asks Jay how competitors have impacted him. Jay speaks about how his view about competition has shifted over the years.  [5:08] Jay: “When you start focusing on the competition too much, you start drifting into that lane… what you need to focus on is your customers, you need to listen to you customers, there will always be competition and that’s okay.” [5:51] Brad asks Jay to clarify what Bold does and how it is used in ecommerce businesses.  [6:00] Jay summarizes his journey to Bold. From an early age he was passionate about online stores (since 1998 when he was 18), eventually moved one to Shopify and noticed their app store.  Eventually teamed up with a couple guys after seeing the opportunity. Bold started as an app company with a suite of apps, everything from subscription programs to upselling and bundling membership programs.  Bold is primarily a Shopify partner, but also Big Commerce and Woo Commerce.  [7:41] Ken: “Correct me if I’m wrong, Jay but doesn’t Staples run on your checkout right now?” [7:53] Jay speaks about Staples and their price tools engine product that allows dynamic price changes.  [9:40] Bob asks for Jay’s perspective of the pandemic and what he’s seeing and predicting for the future.  [10:38] Jay talks about how he’s expecting ecommerce to experience a second wave very soon. Prior to the pandemic, global ecommerce was hovering around 17%, and over just the last month it has shifted to 30%.  [11:45] Jay speaks about how the internet has impacted local merchants negatively over the last 15 years. When a customer can find a cheaper price for the same item from a factory across the world, that local merchant has lost out on that business.  But what’s happening now is that local merchants are solving the issues they’re facing with creative ecommerce options. Local merchants will go online and the strength will be put back into their court.  There is enormous opportunity currently for companies that can come up with creative solutions to bring their store experience online. While it’s an unnerving time globally, for many entrepreneurs have never seen this kind of explosion of growth and it’s EXCITING.  [15:08] Ken adds that he has had similar thoughts. “That creative problem-solving is what’s going to help you succeed through this.”  [17:34] Jay speaks on one example he’s seen: “People are cancelling their subscriptions like crazy, but also people are signing up for subscriptions faster than they ever have…. It’s really brought to light what people value.”  [18:13] Ken speaks about how businesses are doing the same thing, they’re shaking up their expense and reprioritizing them.  [19:35] Ken asks Jay what his leadership style was prior to this and how that has changed during this crisis. [20:03] Jay speaks about opening their Austin office back in January and how things have changed since then.  There is overcommunication happening at all levels within their 350-person company. Teams are meeting daily via Zoom or Google hangouts. A “town hall” meeting happens 3 times a week and everyone participates. One-on-one meetings have ramped up and when people ask “how are you” the question is taken much more seriously than ever before.  They are focusing on transparency overall, because the more information employees have about the real state of the company, the more opportunity there is for them to step in and fill the need and provide solutions.  Around 70% of their staff doesn’t have kids, so they are even more productive than they were previously.  One of their buildings was reaching max capacity, so now there is new focus on how necessary buildings really are, how a partial work from home schedule may be the smarter move at the end of the day.  [27:45] Brad adds that he thinks companies will realize they don’t need huge buildings and giant parking lots anymore, that they can downsize to half the space and create a more laid back coffee shop vibe for their employees.  [28:35] Ken talks about how entertaining the idea of changing has been an interesting process. He talks about Metacake taking on a hybrid schedule is likely, and mentions that there is an enormous benefit to working from home that not many people talk about. “There’s a part of this that allows families to kind of be closer together and that area’s not really discussed  or talked about. But I think that when that unit breaks down a bunch, I think it causes a lot of problems in our society. If we have this ability now to foster that a bit more… I know it works better for me.” [30:30] Ken continues: “There’s so much benefit that comes from that… mental health, family health… businesses can pioneer without sacrificing anything.”  [31:20] Jay mentions OKR, or Objectives and Key Results. It’s a system where you create company-wide objectives that is broken down into smaller objectives each quarter. Each objective has key results, typically a number.  Further, every department creates their own individual objectives and key results, and within those departments every person creates their own objectives. For remote working, this is an invaluable tool!  [36:12] Jay speaks more on OKR’s. It is actually more difficult than you’d think to come up with a good objective, because those that are achieving every objective they’ve set for themselves probably haven’t set their sights high enough.  [38:24] Ken talks about how setting objectives in this manner can be a cure for shiny object syndrome, or the idea that companies can get into a flurry of directions and make little actual progress.  [38:50] Jay: “A lot of companies succeed more because of what they said no to than what they say yes to.” And almost indigestion happens when there are a TON of opportunities or ideas that get backed up. When objectives are set, every opportunity comes along with very quick decision making, because it is easy to ask if any one deal will move the needle on any objectives.  [41:49] Brad asks Jay how long it took before Bold was able to build brand equity.  [42:13] Jay responds that it took several years and a lot of changes to find their lane and eventually build that equity. They settled on Bold Commerce after many rounds of experimentation.  Hitting the “jackpot” came as sort of a fluke, when they designed an upsell app for Shopify that allowed massive growth without Shopify breaking. In thinking like a merchant, they were able to give companies and customers a great experience. It gave them a great reputation right off the bat.  [50:15] Brad thanks Jay for his time and speaks about how he loves the focus on the customer or client. Even when designing apps to help businesses, there is always a focus on providing the customer with the best value for their money. 

In this episode, Dan Neumann is excited to be joined by special guest, Felipe Castro! Felipe is an expert on OKRs or Objectives and Key Results. He is an OKR trainer, speaker, and author who helps organizations transform how they use goals by adopting OKR! He has even created his own OKR tool called the OKR Cycle which is a simple method to avoid OKR’s most common pitfalls.   As a master of all things OKR, Felipe Castro is here to speak about — you’ve got it — all things OKR! He goes over what OKRs are; important aspects you should consider; tips and advice regarding them; common mistakes, misunderstandings, and pitfalls; and how to overcome them.   Key Takeaways What are OKRs? Stands for Objectives and Key Results An Agile approach to setting goals and creating alignment OKRs are about the outcome you want to achieve A framework for defining and tracking objectives and their outcomes Focuses on outcome-based planning as opposed to tracking tasks and activities Instead of giving the teams a feature to build, you are giving them a problem to solve or an opportunity to tackle Important aspects of an OKR: The objective should be memorable, compelling, motivating, and inspiring The ‘why’ comes from leadership and the team figures out the ‘what’ together Asking ‘so what?’ can help your team create better key results Give your engineers autonomy to solve problems Psychological safety is crucial for fostering an environment for high-performance teams Felipe’s OKR tips and advice: Start with targets that are regular goals (hard, but achievable) Don’t copy another company’s method around OKR — adopting OKR is a journey that will be different for every company Adapt the principles of OKRs for your specific context You need to unlearn, adapt, and evolve — especially if you come from an Agile background Common OKR mistakes, misunderstandings, and pitfalls: Treating it as a glorified to-do list Using OKRs as a copy of Jira (which doesn’t add any value) Seeing the role of engineers as assisting only with the coding rather than problem-solving That the sweet spot for achieving a target is 70% (which has zero science behind it)   Mentioned in this Episode: Felipe Castro The Beginner’s Guide to OKR, by Felipe Castro SVPG (Silicon Valley Product Group) INSPIRED: How to Create Tech Products Customers Love, by Marty Cagan McKinsey’s Three Horizons Model Doc Norton “How Can You Test Business Ideas? Interview with David J. Bland,” by Felipe Castro Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs, by John Doerr   Felipe Castro’s Book Picks: Testing Business Ideas: A Field Guide for Rapid Experimentation, by David J. Bland and Alexander Osterwalder Trustworthy Online Controlled Experiments: A Practical Guide to A/B Testing, by Ron Kohavi, Diane Tang, and Ya Xu   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!

Welcome to another episode of Develomentor. Today's guest is Nadeem Chaudhry. Nadeem Chaudhry is the proverbial college dropout who left school early to get started on his software career. After leaving college before his junior year, he worked his way up from software engineering and architecture into engineering management and leadership. These days, he’s the Chief Technical Officer (CTO) of Jobot, a startup focused on using artificial intelligence to transform the career recruiting space. Nadeem has worked in a variety of industries including ecommerce, recruiting, and customer relationship management. All along the way, he has always been building products. Episode Summary"When I was in college, I really got my hands dirty and started building very early on. So by my second year, I had already completed an entire platform for students to buy and sell books, goods, other things with each other on campus""You want the people that you're mentoring to continuously grow, and that may mean that they outgrow what you can offer."—Nadeem ChaudhryKey MilestonesWhy didn't college work out for Nadeem?Nadeem's first title out of college was “Lead Software Developer”. How does one land a lead role straight out of dropping out of college?Many engineers struggle with deciding whether to code or go into management. What was Nadeem's thought process in making those choices?Who were Nadeem's mentors throughout his career?Key traits Nadeem looks for when hiring and how does he think about team building?What are some tips for a developer getting better at the business side?What are a few quick tips you can enact to make you stand out to recruiters (and the bots who are filtering resumes and profiles)?Additional ResourcesStart with Why - by Simon SinekMeasure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs - by John DoerrDevelomentor Ep. 5 Design Thinking and Your Career, with Drew FarrisEp. 12 How to Shift Your Career from Engineering to Product, with Nick CaldwellEp. 10 From a Bachelor’s in Psychology to CTO, with Stephen CarvelliThe Hacker News - find out what's trending in technologyLearn more about Jobot - https://jobot.com/Follow Jobot on twitter - @JobotJobsYou can find more resources in the show notesTo learn more about our podcast go to https://develomentor.com/To listen to previous episodes go to https://develomentor.com/blog/Follow Nadeem ChaudhryLinkedIn: linkedin.com/in/nadeem-chaudhry/Follow Develomentor:Twitter: @develomentorFollow Grant IngersollTwitter: @gsingersLinkedIn: linkedin.com/in/grantingersoll

In this interview I sat down with the CEO of People.ai Oleg Rogynskyy to do the run through of hypothetical questions I usually ask my guests. You’ll get a sense of how Oleg thinks, what makes him tick, how he makes decisions that got him where he is now.We cover things like what Oleg has learned from his journey of being the CEO so far, what kind of mentors he hangs out with it, how he prefers to work, his favourite books and more. One thing before you take off: Sign Up for my weekly email list for the latest productivity, time management tools and hacks hereAbout Oleg Prior to People.ai Oleg helped start and scale three AI/machine learning companies, two of which, including Oleg's own Semantria, were subsequently acquired. He has a strong interest in data science, machine learning, and NLP.Connect with Oleg on linkedinAbout People.aiPeople.ai accelerates enterprise growth through the power of AI. With the industry’s only Revenue Intelligence System, People.ai frees all customer-facing teams, including sales, marketing, and customer success, from manual data entry by automatically capturing all contacts and customer activity data, dynamically updating the CRM and providing actionable intelligence across all management tools, allowing them to realize their full selling capacity. Headquartered in San Francisco, People.ai has been recognized as a Gartner Cool Vendor and backed by Y Combinator and Silicon Valley’s top investors, including ICONIQ Capital, Andreessen Horowitz, and Lightspeed Venture Partners.List of books mentioned in this interviewWho: The A Method for Hiring by Geoff Smart (Author), Randy Street (Author) What You Do Is Who You Are: How to Create Your Business Culture Hardcover by Ben Horowitz (Author)The Hard Thing About Hard Things: Building a Business When There Are No Easy by Ben Horowitz (Author) Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World by John Doerr (Author)Trillion Dollar Coach: The Leadership Playbook of Silicon Valley's Bill Campbell by Eric Schmidt (Author)Find out more at https://sergey-ross-podcast.pinecast.co

My guest today is Christian Crumlish. Christian has led product and design teams in organizations ranging from startups to large tech companies. In this conversation, we delve into the relationship between digital product management and information architecture, and how we might be more empowered as users of these systems. Listen to the full conversation   Show notes Christian Crumlish (mediajunkie.com) Dungeons and Dragons Paladin Yahoo! Design in Product Slack community Richard Saul Wurman Understanding Context: Environment, Language, and Information Architecture by Andrew Hinton Pervasive Information Architecture: Designing Cross-Channel User Experiences by Andrea Resmini and Luca Rosati Reframing Information Architecture by Andrea Resmini (Editor) Information Architecture for the Web and Beyond by Louis Rosenfeld, Peter Morville, and Jorge Arango Living in Information: Responsible Design for Digital Places by Jorge Arango Inspired: How to Create Tech Products Customers Love, Second Edition by Marty Cagan Shape Up: Stop Running in Circles and Ship Work That Matters by Ryan Singer Basecamp Objectives and key results (OKRs) Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World With OKRs by John Doerr Amazon Kindle Matte Scheinker Airtable Asana Tinderbox The Informed Life Episode 6: Beck Tench on Tinderbox Notion Wikis From UX to Product (Christian's video series in the UIE All You Can Learn Library) The Information Architecture Conference Web Directions Product Some show notes may include Amazon affiliate links. I get a small commission for purchases made through these links. Read the full transcript Jorge: Christian, welcome to the show. Christian: Thanks Jorge, I'm happy to be here. Jorge: So, for folks who don't know you, would you please introduce yourself? Christian: Sure. My name is Christian Crumlish. I'm a writer, product and UX leadership consultant, information architect and I guess I do other things too, but that's plenty. Jorge: I've been privy to the arc of your career over the last, I would say 15, maybe 20 years? No, 15 years. And you're one of the folks out of several that I know that have focused on product. And I was hoping that you would tell us a little bit about that aspect of your work. Christian: I'm glad it's only been 15 years, because sometimes the spans of time are starting to freak me out a little bit. But I think for me, a lot of what my title has been and what sort of roles or jobs I've done in companies and at other times as a consultant or you know, agency designer or strategist, the titles have evolved over time or changed. And in fact, when you mentioned that arc to my career, I thought like, if only you had my career had been in the shape of an arc, that would be so cool. Cause it's been more like a zigzag down or up, you know, along some rapids or something. I feel like I've shifted gears a number of times. I was talking to a D&D… A person who also had played D&D as a kid, and we were talking about the paladin-type character that you have to cross-train in like several different… You know, you have to learn, like to be a religious person and also a night and there's probably a third thing, and how it slows you down in a sense. You know, you don't do that. Like people who knew they wanted to go to med school when they were six and have stayed on that straight path their whole lives. My career has been like a path of discovery. But along the way, I've been given a lot of different titles, or I've asked for or invented titles as needed. And so, I was a content strategist back before that was almost even a thing, around 2000. And I was an information architect, and that was my title for a while. And I was a director of strategy, and I was in an interaction designer, and I was a design pattern library curator, or pattern detective, as I liked to say at the time. And along the way I started noticing that the frame of a product — that talking about what was being made a software as a product — was a fairly dominant kind of lens that was being used in the businesses I was working in. And I think I first really came to my attention at Yahoo when I was there for about three or four years. And the product organization was sort of on a par with the tech organization, the UX part of the shopper, UED as they called it, was itself really just a subdivision of the product organization, and ultimately always reported up to people with product management titles. The deep history of that at Yahoo was that they had people called “producers” early on, and in certain nineties in the web, if you made content there was often more of a television medium terminology and so producers of content. But half the people who had producer titles at Yahoo became front end developers because they'd actually been making the content, and the others evolved into the product management role. And that also took from a program management role at Microsoft. There's a lot of antecedents to this. But ultimately, the first thing I saw was that at least in these larger companies, user experience design was at the table, but they're sort of the kiddy table. And that they had these parents called product people. And so that made me think just from the desire to get close to the decision-making or to be able to make an impact, I thought, “I have to learn more about product, or why it's called product or what product management is.” Along the way, these practices have continued to evolve and in relationship to each other. I think there's a very active conversation right now, about the boundaries or the intersection between product and UX. Enough so both, I witnessed this conversation and I have it come to myself personally when I speak, or when I'm out there connecting with people. So, I actually ended up setting up a community on Slack called Design in Product, just really to have a place to discuss that. And for some people that means kind of following this career path I've been on, of going from UX design or UX management roles to product management or product leadership roles. And other people deciding they don't want to do that, or they want to come back in the other direction. And a lot of negotiation over what is the shared common ground of those roles and where are their responsibilities and their points of view quite different. My roots go back to this information architecture tribe and people who have a point of view. And you and I have been friends for a long time, but I'm also essentially a student of your writing and your thinking and that of a number of other people who've really shaped my thoughts about information architecture. I don't know if other people call it this, but I sometimes call it like “third wave” information architecture, with the first being, of course, the initial… Spacing on the TED Talks fellow… Jorge: Wurman? Christian: Yeah, sorry. You know, that's literally an architect saying, “Hey, making maps is really important,” essentially. And that maps are going to be important information as well. And that they all sort of a share a semantic and kind of wayfinding and meaning-mapping kind of frame. And so, I think he kind of coined or crystallized the concept of initially. And the second way was sort of the world-wide-web-filtered application of information architecture, and just some often very tactical or pragmatic, but even then, with sort of this big-IA kind of dream of being the overarching backbone of things. And then what I think it was the third wave, is this sort of academically kind of sound and intellectually very rich notion of information architecture as still a way of mapping meaning and, and, and crafting spaces that are information, but I think less bound to some of the literal artifacts of the seventies or the nineties. And I don't want to do short shrift to other people who thought long and hard and debated these things. You kind of need to go to the books and read Andrew's books and yours and Andreas's and a number of other people to get caught up in that conversation. But I feel, again, that that conversation has a lot to say about product. And it's not just through UX. I mean, I think information architecture is a thing UX designers need to think about and be good at and use in their work. And UX then as a way of influencing the product management or product strategy and the product practices of companies. But I think IA is also a tool in the toolkit of the product manager herself. It's not just something that they should let designers mediate for them. I think they should be firsthand users. You know, architects of information — people who think about the way the information and the meaning and the knowledge and understanding and the positioning of people's bodies and of spaces made out of information are going to play out in the product that they're building. If you were redeveloping the waterfront and putting hotels up and walkways and places for cars to drive, you know, you're thinking about how are human beings going to flow into the space? What kind of experiences are they going to have? What is it going to do to the economy? What secondary effects are going to happen? You know? And that's an architecture, traditional built architecture. And I think that when you're making software, particularly the kind of social software that I've typically been involved with… It's a metaphor, but it's not simply a metaphor. It's literally the same thing. You're going to build an environment. People are going to flow into it. They're going to have experiences. There are going to be secondary effects that you didn't anticipate and systematic ecosystem effects. And you need to do information architecture or have someone who's a really good information architect at hand, I think to get a grip on that. Or you make it sort of like primitive, you know, “We're just going to put the waste affluent in the river kind of kind of building.” You know? Without thinking about the larger picture at all. Jorge: You talked about how information architecture could inform the folks who are managing and designing products and building them. Because I'm on the IA side of things, I'm interested in the converse, which is about learning about product and learning how those roles work and how the process works. And in the past year. I've read a couple of books on this subject, and I have a specific question that I'm, I'm teeing up with saying this one is the second edition of Marty Cagan's book Inspired and the other is Shape Up by Ryan Singer from the folks at Basecamp. And one thing that struck me in reading both of those is that… And by the way, I'm not claiming that the latter uses anywhere near like the same framing as the Inspired book. Christian: Right? Almost by definition it wouldn't. Jorge: But I just bring them up because I see them as examples of what I see as advocacy for a type of approach to the work that is very much bottom up in my perspective, in that you're working within a relatively small problem space and you iterate on that. And you may be doing that in parallel to a lot of colleagues who are working in other projects of similar scope. And the question that I had in reading both of those books was, “Where within this framework is there place for looking after the coherence between those things? Right? Like especially if they're part of some kind of ecosystem or family of products. Eventually those things need to cohere at some level. Christian: So, one thing about Marty Cagan is, anybody interested in product management should be familiar with Marty Cagan and should read his books and also follow him. He teaches, he's out there still influencing people. Silicon Valley-style product management is done in his image. It's done essentially in a framework that he established. It's also important to understand that he represents kind of a reforming notion of what product management should be from an earlier, slightly more, I'd say kind of enterprise, kind of static-MBA style product management. So, he represents the school of thought of, get outside of the building, and iterating on small things. Basically, in line with the lean and the agile trends that we all have probably been around and been part of it had been grappling with how do you do UX? How did you research? How did you plan? How do you think big or system systematically when things are being done often in these small incremental bits, as you asked? A big part of the product manager's role is actually connecting those levels of meaning, or those levels, those scales. There's this almost fractal-like scale of decision-making that goes on. And one great thing to know about product management as it differs maybe from UX and UX roles or your jobs, is that it's very much a decider role. You make decisions constantly. I don't like to stereotype people or professions or anything, but having been in them, maybe I'm a little bit more allowed to speak, you know, to tease ourselves. But what UX designers like to say, “it depends.” They don't want to get things wrong. They want to figure it out correctly. They want to apply the proper techniques. They want to take time and do things well. And I think that that's an important set of values and forces to have represented in the process. I think product managers or product management does not always value all of those things as much and believes that you get diminishing returns and that being decisive sometimes with less than complete information is sometimes more important than being 100% sure about what you're deciding. And that comes from having to make decisions all the time. If you make, if you make 15 decisions in a day, you can't fool yourself into thinking that they're all 100% right and perfect. You have to know that you're going to have an error rate, and hopefully you keep it manageable and you're good over time. Just to go back to this. Those decisions can sometimes be, “Is it okay to ship this next release with a bug, with this bug? We haven't fixed it, but you know, we really want to ship. Or is this bug a showstopper and we can't release it until this particular one is fixed? What we built, does it meet the requirements adequately enough to move forward or not?” You know, those sorts of decisions that are sort of tactical, but tied into important, larger overarching questions, up to the next level is sort of, “What should be in the next sprint? What's the next thing that we should work on?” And there you're at the level I think you were asking about, where things seem to happen very iteratively and without too much regard to the bigger picture, but just kind of down in a trench trying to polish a local maxima or run some tests or ship a feature or something like that. And those decisions also have to be made. Again, they can't be theoretical. Something's in the sprint or it's not, and either the last sprint went well, or it didn't, and stuff fell into this sprint from that. What I mean, you're dealing with a tangible reality all the time, and then the buck stops with that product manager. But those decisions again should be made with reference to, well, “What are our goals this quarter or in this time period? And why are we building this feature? And how many people will be affected by this bug? Is for those people, giving them a bad experience, an acceptable price to pay towards the larger goal?” So, there's a sense in which often the product manager is the person in the room who's supposed to be looking levels and levels above the current moment to figure out a decision. In some ways you'd say the UX person is doing that in a different sense: they're going out to like what people think or what we know from our users or they enlarge the question in a different way. But I think the product manager says, “Well, the company's strategy is this. And that's informed the product strategy, which I'm familiar with. Because either I'm the head of product and I own the roadmap or I'm on a well ordered product team and the head of product has communicated the roadmap and my portion of it to me well, and I have autonomy to execute my part of the roadmap.” So, there are actually these tools and mechanisms that that ladder up and down from like the very biggest picture of the company's dreams and yearly goals and quarterly goals down to what should we ship? Now, like any of these kind of project management or information management processes, like a roadmap or a sprint planning process where you're relying on a person to kind of make all those times connections, it is vulnerable to becoming kind of just a thing on autopilot, where it's just all happening, but nobody is really saying, are we on track? What's the meaning of all of this? Does this add up to anything? And I'm not some sort of spotless paragon myself. I've found myself sometimes leading a product team, doing lots of things well and correctly, and still taking a step back at a certain point and saying, we're off track. We've gone off track, and enough of these yellow flags have now… Or funny feelings in my tummy have added up to the point that, you know, if we continue like this, we're not actually achieving our goal. And they're none of my official signals yet say that we're off track, but the fact that I did step out of the day-to-day and look at a different timescale or a larger question that we were supposed to be answering has woken me up. And there's this danger sometimes of getting too attached to these techniques and processes, but at best they do help things stay in a line. And if you have a healthy team and you're reporting up and down the line, and there's somebody with authority who is watching the biggest goals, I think there already are methods that can work, you know? But you have to assess the kind of health of that on any product team, how well they do that. I know you're more interested in the product management side than the IA side, but you could say sometimes a lack of that… That no one's written down a map. Like we talked about it, we have our OKRs, blah, blah, blah. But no one's really done that IA work of saying, “And this is what it's going to look like,” or “This is the part where we're in, this part of the map now, and we're trying to get over here.” And helping to kind of do that communication to everybody so everybody can agree on what the mission is. I think maybe that's like a lymphatic system that's missing, so that you've got a circulatory system, but somehow, it's not a healthy creature, you know? Jorge: Yeah. As you were describing this up and down reporting structure and things like goals, it made me think of another book that I read last year,  Measure What Matters, by John Doerr, which is about OKRs. And one of the things that I got from that book was that there are mechanisms to scale OKRs up and down the organization. And my sense is that the goal there is to make sure that everyone is pointing in the same direction. And I guess the concern that I have is at a different level of granularity, and you called it out; the information architecture per se. My favorite example of the lack of such a thing is Kindle. I've been using Kindle for a while to read books, so I should be familiar with it. And I use Kindle in three very different device platforms. I have a dedicated Kindle reader, I have Kindle on my iOS devices, iPad and iPhone. And I also use Kindle on my Mac, and I find things like navigation structures to be different in all three Christian: Navigation within books or between books? Jorge: More so within books. I recently upgraded to a… I had a very old Kindle device and I recently upgraded to a newer one. And the operating system has changed a lot between the two versions… Christian: You're kind of… Okay, I'm going to sort of defend imaginary product people or UX people or tech leaders in companies like this. Some of this is a big company problem. You know, like big enough that you have teams that… The left hand doesn't know what the right hand is doing, or they have their own agendas. So, in theory, they're all the same experience. And there should be someone saying, “Hey, we have a fundamental experience and you can express it differently, but we all agree it has to XYZ in common.” There are usually efforts to do that. And when I was doing the pattern library stuff, that was a version of that kind of thing. Nowadays, design systems are a version of that kind of thing, but often they're still about the interaction and not how it all fits together or how it works. But there are natural tensions. Teams are going to say, “Yeah, but that doesn't work for my device,” or, “But I have reasons for this,” or “It's always been this way on our sub platform. You bought us and now you're trying to make us be part of you.” It's non-trivial — especially in a larger organization — to just, you know… Everything's constantly shifting. It's a system. You could gradually maybe bring it into harmony, but I think you just have to have some tolerance, therefore. The consumer has every right to expect it to be perfect. But I, know, from being inside the sausage factory, how much that can almost never happen, especially in large organizations that have probably completely different orgs making those things, and maybe not enough cross team alignment. Every big organization I've ever been in is literally either in the process of becoming a little bit more decentralized or more centralized, or it's finished doing one of those things and it's about to start doing the other one. And they never find the perfect amount of decentralization and centralization for all these different overlapping things. So, you get matrix reporting. I have my boss, but I also have my practice leader. And then one day my practice leader is my main boss and I'm embedded in a team and we're a service bureau. And it's like, none of these models are right or wrong, but they produce software like that or experiences. And this has definitely been… And I'm sorry to rant like this, but this has been like a hobbyhorse for me for a long time, particularly when I started doing mobile and cloud type stuff, which was what I was calling holistic UX. Meaning that you don't do the UX of your Kindle on the Mac and you don't do your UX of your Kindle on the Kindle and your UX of the Kindle on the iOS, on the iPad or whatever. Kindle should have a UX, you know, and Kindle should have an information architecture that is one big map. And then everything should be some articulation of that or some expression of that. And yes, there will be compromises, but they should always be the sense that… But “should” is easy to say. When I was at AOL, I think, working for a fellow named Matte Scheinker, who taught me a lot about product, I remember telling him like, “There should be information architects, like that should still be a job.” I was having that old argument, like, should that even be a job title? And I'm like, “Yeah, there's some people they should just do it.” And he's like, “Well, how many? How many do you need? How many IAs does this company need?” And I was like, “Well, at least one.” You know, and maybe it needs to be the chief IA or the one person who just sits there near the CEO or the CPO or whatever and is just making that big map on some level and communicating it. Yeah, I feel like that's lacking. But again, that sounds utopian to me. Nobody understands that they need that in some sense, or it's hard to prove that having that is going to help some team meet its quarterly goals. Jorge: I think it's pretty clear that that's what's going on. And in fairness to the Kindle teams, the individual apps in the different platforms are coherent internally. It's this… I think you put your finger on it, it's the talking between them that seems to be not happening as much. Christian: But were you pointing out… Somebody online was recently pointing out that Kindle also gives you no way to organize your library. It's just a giant list of everything you either have downloaded or ever, unless you delete things, I guess. And there's no grouping, or if there is, it's hard to use. I'm not quite sure what the story is on that. Jorge: Yeah, I remember that tweet, and I think it was around the ability to do so in the Kindle devices themselves. And the reason I remember that is, I actually posted in reply to that that I could easily see how that could be the case, because — to your point earlier about the constraints in different form factors — there was a generation of Kindle devices that didn't have keyboards, and you had to type by moving a cursor around with a four-way pointer thing, which made it really awkward. Right? So, you did not want to be editing a lot of texts, so it made a lot of sense in those to not have it. And perhaps the newer ones, which have touchscreens, don't have it either because it's an artifact from that time? I don't know. Christian: I also think sometimes you get into the difference between power users and ordinary users. So, I've worked on software where we burned a lot of cycles at times thinking about how to make the switching between your two accounts' experience better, or the managing your multiple accounts. Until somebody looked at the data and saw that only 2% of the users have even the second account, let alone multiple. So, I hate to say it, but maybe the long tail of Kindle readers don't have more than one screenful of books or whatever, and investing in a great system for organizing your huge Kindle library just isn't going to satisfy big enough fraction of their user base. Jorge: Yeah, that makes sense. Folks have got to make choices, right? And at least my experience in working as a consultant with product organizations, there's always more to be done than there are resources and time to do it. Christian: I think that goes back to like, what are the incentives? And you say, of course, Amazon doesn't have an incentive to focus on that problem. They've got so many other, you know… Or Kindle, or whatever sub-team you're talking about. But somebody out there could be making it so that ordinary people have a lens they can put in front of anything they're consuming and organize it for themselves. And that may take different forms and it could be a plugin or an add on, or it could be another app you use instead, or it can… There's a number of different ways to give people bookmarklets or things that put a little more power in their hands. And I think this is a longer-term agenda that I've always been fascinated in, which is like, “Where's the Excel for data or for information or for lists, multi-dimensional lists and nodal, you know, nodally-connected things?” There's a lot of tools out there, but there's not sort of like this universal structure that people start to learn as a literacy thing. So, I feel like people are overwhelmed by their information as soon as it becomes more than one list, or have has to be managed dynamically, or anything like that. I actually would say, to be honest, I think something like Airtable is the closest I've seen, not to endorse a product specifically, but when I've used that, I've thought this is giving people who aren't database architects the ability to create structured data with relationships in a very copacetic way. And so, I'm hopeful about that. But you know, to just kind of go off a little bit more on a tangent, I've had this side project, hobby horse of mine that I returned to whenever I get some free time, which fits that model of sort of ideally being something that you could put in front of any other list or any other, you know, like a to-do list or a project list or something like that, which I call “One Job.” My shorthand for it is one job, like “you had one job.” But the log line of it, and you can see this'll date to when I first had the idea, originally, I would describe it to people as “Tinder for tasks.” You know, basically meaning that even… Personally, like I'll use Asana, I've used it as a project management tool in jobs, but I've used it for my own personal to dos kind of convenience. It's a nice kind of just sortable list, but with recurring things. But I still find psychologically that looking at any large group of things — and this could be the backlog for the product that I'm planning the next sprint for or the accumulated ideas that have piled up in my road mapping tool, or my personal list of just, you know, household tasks I want to do — that it's kind of anxiety-provoking to see anything you ever thought of and anything you might consider doing or, or might get to if you get to it. You know, if you do 10 things, do they, here's the 11th thing. Like, that's a lot to have on your screen in front of your face and trying to get your attention. And so, the original idea for this One Job thing was just that you have a stack. You know, essentially you can only see one thing and either that thing is the most important thing on your list, so just do it or, you know, swipe it away, put it to the bottom of the stack and look at the next thing. But eventually you should hit a thing where you're like, “Oh, I can call mom. I could do that now.” Or, “No, I don't feel like calling mom.” You know, whatever it is. And if you get all the way to the bottom of the list and you're back at the top, then you've got to start doing your psychological work. But more generally, I feel like, how can we be empowering end users rather than leaving it in the hands of the businesses to always give the information the exact way everybody wants it. You know, like, I think this has gone back and forth in the browser world. You know, in the early days it was like controlling your own layout and look, I want this type face, I want this backdrop. And eventually that kind of didn't work as it would break the magazine design of the website, you know? So that kind of fell by the wayside. But I think you get that more with people maybe wanting to have more control over their privacy or how their data is going to be used, and there's a market maybe to give people the tools that come between them and the mess kind of product and help them manage the relationship with it better. Jorge: Yeah, I agree. There is a gap in the market. You've already pointed to Airtable, that's one that immediately came to mind as a possibility. Another one is perhaps Tinderbox, which we've highlighted in a previous episode of the show. Christian: I've tried to use that, and I think for me… I have sort of like a law of personal information management systems or whatever, which is that you have to go all in. And no matter how good or bad the system is, they only work if you go all in. And if you partially commit, and continue to partially use other systems at the same time, then you don't get any of the relief that it's all in one place, and that you can stop worrying about it, and you'll have more and more and more systems to track and manage. Jorge: Another product that that came to mind, I don't know if you've had a chance to play with it, is Notion. Christian: Oh, you know, I've been reading about it a lot lately, and I've seen people promoting it, but I'm not quite familiar with how it works. Jorge: My sense is that — and I have not used it extensively, I've kind of played around with it — but from the videos and tutorials that I've read, it strikes me that it that Notion is to something like your notepad as Airtable is to Excel. Where in Airtable and Excel the primary information objects that you're dealing with are some kind of a table-based structure, Notion is much more freeform and more text-centric. But the principle seems to be fairly similar, where you enter information and allow the structure to emerge as you gather more of it and start tagging it on the fly. So, it's intriguing. I do think that there are gaps in the market for such tools. Christian: Yeah. I see it kind of plays into the wiki paradigm too. I used to use a personal wiki, and for a long time, that was another great, infinitely malleable, networked thing. But again, I think these things work if you just commit to using them there's an expression in 12-step programs that is, it works if you work it. You know, physically like if you go all in and embrace the system, you can make almost any system work for yourself. Jorge: That seems like a really good place on which to wrap our conversation. And I feel like we have much more to talk about, and perhaps we will at another occasion. But for now, Christian, where can folks follow up with you? Christian: Well, you can always check out my personal website, which is mediajunkie.com. And if you're near Richmond, Virginia in February, I'm doing a workshop there, but this may not be out by then. I've got a series of videos coming out with UIE, with Jared Spool's website, in their all-you-can-learn library on product management for UX designers. So, people who are coming from a UX design background and want to understand product management better, may want to consider making career in product management or kind of a hybrid product design career, might find some value in those videos. I hope they do. If you have a chance to make it to the IA Conference in New Orleans, which is in April, I'll be giving the closing plenary there. So, some of the things you and I have been talking about, and probably a couple of other things reflecting on social software, mental health, vulnerable populations, things like that, that relate to my recent work. I'll be talking about those things as well. And if you're in Australia, I'll be in Melbourne in late June, early July at a Web Directions Product, giving a keynote there. So that's probably a lot of ways to find me in the near future. Jorge: Well, fantastic. I'll be in New Orleans at the IA Conference, so I look forward to seeing you and hearing your presentation. Christian: Great. Can't wait to see it then. Jorge: Thank you for being on the show. Christian: You bet. Take care. Thanks for having me.

In a modern fast-moving business environment, we are obsessed with quantitative measurements. But without qualitative data, we might get the wrong impression and incentivize bad behavior. Today we talk with Dalia Havens, Vice-President of engineering at Netlify, about selecting appropriate metrics to measure outputs of your team, increase its productivity, and, most importantly, keep it happy. Building on her experience from Netlify, GitLab, SailPoint and IBM, she shares with us how to promote team health through positive metric-driven management. When you finish listening to the podcast, connect with Dalia on LinkedIn. Mentioned in this episode: Dalia Havens on LinkedIn at https://www.linkedin.com/in/daliahavens/  Netlify at https://www.netlify.com  GitLab at https://about.gitlab.com  IBM at https://www.ibm.com  SailPoint at https://www.sailpoint.com  SonarQube at https://www.sonarqube.org Code Climate at https://codeclimate.com  John Doerr, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs at https://www.amazon.com/dp/0525536221/ref=cm_sw_r_cp_api_i_15ClEbKXXGPGQ 

In my 47th interview I had an opportunity to meet with the CEO of Loopio Zak Hemraj and talk about his mindset as a leader of one of the fastest growing B2B SaaS companies in Canada, how did he get started, his principles and drive, the importance of focus and limiting distractions, favourite business books and hypothetical questions to really expose Zak’s thinking. Enjoy the episode!One thing before you take off: Have an idea who I should interview next? Or what kind of questions you want my guests to answer? Drop me a message on Linkedin or Email me directlyAbout Zak He is the Co-founder and CEO of Loopio, a Toronto-based software company that accelerates the RFP response process for companies in a variety of industries. He started his career at Achievers, where he worked in a few roles across Software Development and Sales, as the company grew from 20 to 300 employees over 8 years. After being inspired by the problems and opportunities he was exposed to at Achievers, Zak decided to take the entrepreneurial plunge. He co-founded Loopio in 2014 along with his closest friends, Matt York, and Jafar Owainati. Loopio has grown to over 90 people, raised $9M in Series A funding from OpenView Venture Partners, and serves more than 500 customers globally.Connect with Zak on LinkedIn or TwitterList of books mentioned in this interviewPowerful: Building a Culture of Freedom and ResponsibilityMeasure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRsRadical Candor: Fully Revised & Updated Edition: Be a Kick-Ass Boss Without Losing Your HumanityFind out more at https://sergey-ross-podcast.pinecast.co

We had a lot of fun sharing our favorite running (and other) related book we read in 2019.  Note, these are just a sampling of the books but some of our favorites.  You'll want to listen in on the details and what we loved about them.  If you see my running pic and wonder why it's the episode photo, it's because I'm wearing my Aftershokz headphones as I read the rest of my next book; I would share which one I was listening to, but since this pic is from 2020 you'll have to wait until next year to get that list. :) I'm not sure if you can tell, but reading is a huge deal in our home.  We had to cut out so many books shared in this episode and even shared below.  If you want a more full list, I encourage you to contact me and I can fill you in on more either from myself or Audrey. Before I share that full list, you'll want to check out our sponsor, Audible, where you can get a trial membership for 30 days and then jump into the Audible Challenge 2020 (for new and current members) where if you read (listen to) 3 books of 3 hours or more by March 3rd (get it - 3/3 by 3/3?!) you can get a free $20 Amazon gift card!  I'm already halfway there and my books are much longer than 3 hours. :)  I love listening to audiobooks and find that Audible gives me immediate access to the books I want to listen to.  When I'm done with my "book from the month" I just jump back over and listen to podcasts the rest of the month.  Funny thing is I never run out of things to listen to. In the meantime, here's just a short sample of some of the books you heard about in our episode: Anyone else listen to audiobooks when you run? Any favorites I should read? Have you read any of these? Running Related: Can't Hurt Me: Master Your Mind and Defy the Odds by David Goggins Although not exactly a running book (he is an ultra runner and discussed experiences at multiple races including the 135-mile Badwater through Death Valley) this is hugely life changing (including your training). Please note the explicit language you might expect from a Navy Seal.   Unbroken by Laura Hillenbrand A MUST! I'm not sure if a book has emotionally affected me as much as this. After finishing, it took me a while to recover to talk without breaking into tears. Seriously.   80/20 Running: Run Stronger and Race Faster by Training Slower by Matt Fitzgerald, Robert Johnson Although I already had this mindset going into the book (I just need to more consistently apply it) this was a nice expansion to my understanding of Train Slow Race Fast! Highly encouraged to read it!   A Race Like No Other: 26.2 Miles Through the Streets of New York by Liz Robbins A MUST if you ever plan to run the New York City Marathon!   The Rise of the Ultra Runners by Adharanand Finn Full of anecdotal stories by one aspiring ultra runner. I wasn't in love with this book but a good introduction into races in Europe that I might have not otherwise heard.   Training for Ultra: Ultra Running Stories from the Middle of the Pack by Rob Steger I had no idea that Rob's podcast was by the same author but loved his stories and recaps of some amazing races. Also love hearing from runners "like the rest of us" instead of the elite runners we hear about in books every day.   Nowhere Near First: Ultramarathon Adventures from the Back of the Pack by Cory Reese After a heart-wrenching start to his ultra running career, this guy knows how to suffer. The book is motivating and entertaining throughout his descriptions of how he transformed into the runner he is today.   Into the Furnace: How a 135 Mile Run Across Death Valley Set My Soul on Fire by Cory Reese, Luke Thoreson Great followup to his first book. Enjoyed hearing so many details on a race that intrigues me on so many different levels.   The Pursuit of Endurance: Harnessing the Record-Breaking Power of Strength and Resilience by Jennifer Pharr David Not originally a trail runner, she held the FKT on the Appalachian Trail. Her stories of the trail and her experiences make it a fun listen.   North by Scott Jurek and Jenny Jurek Have been a Scott Jurek fan for years so had to listen to this book. Enjoyed the experiences added by his wife, Jenny, possibly more so. Great listen!   Two Hours by Ed Caesar A must-read for those that have read dozens of running books but nothing to write home about. I would put most of the other books in front of this one but still a worthy read.   Not Running Related: Ender's Game by Orson Scott Card It's been years since I last heard this book. I think I caught more subtleties on the characters and their interactions as a more experienced adult.   The Learning Brain by The Great Courses Truly educational and eye opening! Enjoyed the tips throughout on how to increase my own learning and memory potential.   Fahrenheit 451 by Ray Bradbury Not the book I was expecting. Asked to read by my daughter, this gripping novel surprised me by its message and relevance for everyone to listen to today.   1984 by George Orwell Another book as requested by my daughter. This book was so gripping I had to find chores around the house for a weekend to finish it. I could not walk away from this one!   The Divine Comedy by Dante Alighieri Another requested by my daughter. I found this one intriguing and listened through all three lands (most just read Inferno). Reading cliff notes after each chapter helped solidify what I heard.   Hamlet by William Shakespeare As I prepared to introduce Rosencrantz and Guildenstern are Dead (amazing movie - check it out!) I realized I had never really read Hamlet. There are so many cultural references that I didn't realize came from this book. The stage presentation was enjoyable and made it easier to listen to. And yes, the movie made even more sense after reading this as well! :)   The War of the Worlds by H.G. Wells Yes another recommended by my daughter - can you tell she's well read? Her writing reflects it! I expected this to be a "dated" book but loved the narrative, the story, and found myself a bit emotional at parts.   The Peloponnesian War by Thucydides I have to admit I only got through about 15 hours of this book. Spurred to read this by my daughter (read along as she read it for class) I plowed through the book, watching YouTube videos for context. Although a classic, I gave up towards the end as she finished the book way faster than me. :)   Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs by John Doerr Likely not for everyone, but a gem! I can see this being helpful for your life no matter your vocation as it can literally apply to all! I invite you to send any book recommendations to me so I can add them to my list for 2020. Make sure to email me at alex@motivatemetorun.com! Come check us out on Twitter (@motivatemetorun), come join us in our Motivate Me To Run group on Facebook, get updates at our Motivate Me To Run page on Facebook, and even our show notes at motivatemetorun.com.  If you have any questions you would like me to cover then email me at alex@motivatemetorun.com. Finally - if you have appreciated this or any of our episodes, we would love to have you stop by iTunes and leave your all-favorable review!  This will give us even more access to big name guests, sponsors with amazing giveaways, and more!  Leaving a review will get us that much closer towards those goals!  I'll thank you in advance! Thank you for listening and look forward to catching up with you next time! Happy Running!  Coach Alex (RRCA certified running coach) and Audrey P.S. Please note that many of the links above are affiliate links with the hope that by using them you might support this podcast.  Thank you in advance!

Vi har vært på Lean Agile i Skottland, riktignok en stund tilbake, men vi lærte masse som vi ønsker å dele med dere. Denne episoden går ikke i dybden på ulike områder, men er heller en smakebit på ulike tema og vi håper det kan inspirere til videre læring! Dersom det er noen av temaene du synes er mer interessante enn andre gi en lyd så kanskje vi kan fordype oss i dette i en annen episode.  Lean Agile Scotlandhttps://2019.leanagile.scot/   Bøker vi snakker om i episoden:  Measure What Matters - How Google, Bono, and the Gates Foundation Rock the World with OKRs by John Doerr (Author), Larry Page (Foreword)   Agile Retrospectives: Making Good Teams Great (Pragmatic Programmers) by Esther Derby  (Author), Diana Larsen  (Author), Ken Schwaber (Author, Foreword)   Presentasjoner: Futurespectives in action - Aino Corry (Metadeveloper) https://2019.leanagile.scot/programme/futurespectives-action   Beyond continuous delivery: learn, adapt, improve - Michiel Rook https://2019.leanagile.scot/programme/beyond-continuous-delivery-learn-adapt-improve   Continuous delivery and the Theory of Constraints - Steve Smith https://2019.leanagile.scot/programme/continuous-delivery-and-theory-constraints   Followership - sometimes leadership can go f*ck itself - Duncan Nisbet https://2019.leanagile.scot/programme/followership-sometimes-leadership-can-go-fck-itself   Kanban in the kitchen - Lucy Burns https://2019.leanagile.scot/programme/kanban-kitchen    7 (plus or minus 2) ways your brain screws you up - Jasmine Zahno (Agile Psychologist) og Joseph Pelrine (Agile Psychologist) https://2019.leanagile.scot/programme/7-plus-or-minus-2-ways-your-brain-screws-you   Menu of conversations "Alchemy of trust, gratitude and compassion" - Angela Cardoso og Jose Ramón Diaz https://2019.leanagile.scot/programme/alchemy-trust-gratitude-and-compassion For å lære mer: https://conversational-leadership.net/theodore-zeldins-conversation-dinners/   Questions are powerful – use them effectively - Tony Bruce https://2019.leanagile.scot/programme/questions-are-powerful-use-them-effectively   Improving your listening mojo - Stevie Borne https://2019.leanagile.scot/programme/improving-your-listening-mojo CliftonStrengths assessment https://www.gallup.com/cliftonstrengths/en/252137/home.aspx

In this episode of Adventures in DevOps the pane interviews Adam Nowak. Adam is a part of the DevOps team at Netguru. He joins the panel today to share his DevOps transformation story. Adam starts by explaining the title he chose for today’s episode. He also shares his definition of DevOps. Adam explains the age-old story of a misunderstood DevOps team that was overworked and underappreciated. The organization grew but the DevOps team didn’t scale with it, leaving them with piles of tickets and everyone else wondering what was taking so long. The panel commiserates with Adam and shares some of their own similar stories.  Reaching out to others to help solve the problem, Adam found that many DevOps teams had and are experiencing the same problem. He found help from others in the DevOps space and recommended books. His team started by making their work more visible. To do this they streamlined their communication and published documentation.  Next, they made more focused goals. Instead of trying to do everything and never meeting their goals they chose a couple things to work on and focused on that. Another change they made was to diversify their meetings, projects, and initiatives; they brought in people from all the teams to collaborate, making the projects even better.  The panel discusses the importance of empathy in the workplace and in life. Most people are trying their best and probably have a reason for doing the things that they are doing. Instead of treating others as if they are incompetent, talk them and discuss the reasons behind their actions and decisions.  Panelists Nell Shamrell-Harrington Charles Max Wood Guest Adam Nowak Sponsors CacheFly Links How we killed DevOps by creating a dedicated DevOps team | Adam Nowak The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win  Making Work Visible: Exposing Time Theft to Optimize Work & Flow  The Goal: A Process of Ongoing Improvement   The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations  Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs  Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations  Switch: How to Change Things When Change Is Hard  https://www.facebook.com/Adventures-in-DevOps-345350773046268/ Picks Charles Max Wood: Holiday Inn  White Christmas  The MaxCoders Guide To Finding Your Dream Developer Job  Nell Shamrell-Harrington: The Mandalorian Rust in Motion  Adam Nowak: Why We Sleep: Unlocking the Power of Sleep and Dreams Jabra Elite 85h Wireless Noise-Canceling Headphones

In this episode of Adventures in DevOps the pane interviews Adam Nowak. Adam is a part of the DevOps team at Netguru. He joins the panel today to share his DevOps transformation story. Adam starts by explaining the title he chose for today’s episode. He also shares his definition of DevOps. Adam explains the age-old story of a misunderstood DevOps team that was overworked and underappreciated. The organization grew but the DevOps team didn’t scale with it, leaving them with piles of tickets and everyone else wondering what was taking so long. The panel commiserates with Adam and shares some of their own similar stories.  Reaching out to others to help solve the problem, Adam found that many DevOps teams had and are experiencing the same problem. He found help from others in the DevOps space and recommended books. His team started by making their work more visible. To do this they streamlined their communication and published documentation.  Next, they made more focused goals. Instead of trying to do everything and never meeting their goals they chose a couple things to work on and focused on that. Another change they made was to diversify their meetings, projects, and initiatives; they brought in people from all the teams to collaborate, making the projects even better.  The panel discusses the importance of empathy in the workplace and in life. Most people are trying their best and probably have a reason for doing the things that they are doing. Instead of treating others as if they are incompetent, talk them and discuss the reasons behind their actions and decisions.  Panelists Nell Shamrell-Harrington Charles Max Wood Guest Adam Nowak Sponsors CacheFly Links How we killed DevOps by creating a dedicated DevOps team | Adam Nowak The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win  Making Work Visible: Exposing Time Theft to Optimize Work & Flow  The Goal: A Process of Ongoing Improvement   The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations  Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs  Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations  Switch: How to Change Things When Change Is Hard  https://www.facebook.com/Adventures-in-DevOps-345350773046268/ Picks Charles Max Wood: Holiday Inn  White Christmas  The MaxCoders Guide To Finding Your Dream Developer Job  Nell Shamrell-Harrington: The Mandalorian Rust in Motion  Adam Nowak: Why We Sleep: Unlocking the Power of Sleep and Dreams Jabra Elite 85h Wireless Noise-Canceling Headphones

Today we welcome Kate Hyatt — and engaging CHRO — to discuss matters ranging from how to reach the C-suite to emerging trends in talent management and thoughts for the next leaders in HR.   ABOUT OUR GUEST Kate Hyatt is an engaging CHRO who has served many roles in and around talent management including organizational development with the University of Notre-Dame, Google, Corporate Express and talent management for Staples, Probuild and currently the CPO and CHRO here at Healthgrades. Kate earned a Psychology degree from Cornell University and a Masters degree in Human Resources and Public Administration. She serves on several boards including Insight and Smithville Fiber. She is the current chair and Founding Board member for the Colorado Technology Recruiting Coalition.   GET IN TOUCH WITH KATE ON LINKEDIN   THANKS TO OUR SPONSORS Podfly Productions: Podfly.net Veterans of Foreign Wars: VFWpost1.org OC Executive Search: OCExecutiveSearch.com   KEY TAKEAWAYS [1:50] Michael introduces Kate Hyatt and asks her to share an interesting fact about herself — Kate played ice Hockey! She dives into what Healthgrades does.   BIG OR SMALL? [3:56] Having worked with both well known brands and smaller companies, Kate touches on what each kind of structure has taught her and shares an innovation example from Healthgrades.   SOCIAL MEDIA [5:15] LinkedIn has changed the playing field of talent acquisition, but has created a bit of noise for one type of candidate in particular.   GETTING TO THE C-SUITE[6:55] Kate shares the pivotal moment that helped her scale into the C-Suite, breaks down how it all played out and explains how she overcame the hurdles that came with her European journey.   Kate shares the biggest influence in getting to the C level: variety of experience.   GOALS [11:50] If the C-level was not a verbalized goal, Kate was always looking for the next step: she walks us through her path from Notre-Dame to a 3 years hiatus in Italy and finally, to the C-suite.   CHANGES IN TALENT MANAGEMENT [13:39] What drew Kate to talent management? She speaks to the changes she’s seen over the years, both good and bad.   HR FOCUSSED TRACK [21:06] If you have an HR track in mind, analytics is key. Kate speaks to the increase of measurement interest from boards and C-level as well as how and why it is such a helpful tool.   FOR ASPIRING CHROs [23:07] Kate explains what kind of experience and roles you should be looking to have in order to reach the C-suite and she shares her best advice: Understand the business Make our intentions known Ask for help to grow Foster solid relationships Look for development opportunities outside your company   CERTIFICATION [26:52] Kate speaks to the importance of assessment tools in the human capital field, as well as the benefits in getting certified.   MnAs [29:17] Kate shares the most difficult, and educational professional experience she ever had: when Staples acquired Corporate Express.   EMPLOYEE BENEFITS [30:10] Kate speaks to the legacy she is setting as an HR executive at Healthgrades, as well as the surprising survey statistics she found out about the company’s employees.   ADVICE FOR NEW VPs [34:08] Kate reiterates how important it is for you to understand your business, and find ways to foster initiatives. Also, take advantage of webinars!   CTRC [35:51] What is the Colorado Technology Recruiting Coalition?   BEST WORST JOB KATE EVER HAD [38:20] Kate’s time in public welfare was both heartbreaking and extremely formative.   BOOKS AND PARTING THOUGHTS [40:29] Kate shares her final thoughts on the critical importance of mental health issues in the human capital field. Find Kate’s reading list in the show notes links!   FOR LAST QUESTION [43:30] Kate shares what she looks for in candidates.   [46:13] Michael thanks Kate for coming on the podcast to share her insight and closes out the podcast with his favorite takeaways.   We hope you learned something today and enjoyed the conversation. Please give us 5 stars on iTunes and share your comments so we can improve and ask the questions you want to hear.   MENTIONED IN THIS EPISODE Colorado Technology Recruiting Coalition Textio GreenHouse GlassDoor Hogan assessments Myers Briggs Profilor 360   Kate’s reading list: Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs, by John Doerr    SPECIAL THANKS TO Jalan Crossland for the music Angela Johnson at OC Executive Search Joseph Batty at Podfly Corey Coates at Podfly

Look, regardless of what you are woking towards, you have to make sacrifices. And if you are the CEO, tradeoffs you make are particularly extreme. It’s a real hand to hand combat. Every. Single. Day. I’m interviewing the CEO of Soapbox (tech startup here in Toronto) Brennan McEachrun about what he had to give up by running a company and how he worked around it. We talk about how he uses Linkedin for business, his favourite business books, advice to young entrepreneurs and more. Before you go: if you’d like to never miss my next interview or want to get more personal development & business content, go on my podcast page and sign up for my weekly Email list Have an idea who I should interview next? Drop me a message on Linkedin or Email me directlyConnect with Brennan on Twitter or LinkedinAbout Soapbox We’re a team of radical humans building the first people platform designed for managers. We believe that managers are the single most important reason why an employee shows up and tries, every single day. That’s why we’re building a tool that will help them coach, communicate and collaborate better with their team.List of books mentioned in this interviewHigh Output ManagementMastering the Rockefeller Habits: What You Must Do to Increase the Value of Your Growing FirmTraction: Get a Grip on Your BusinessTraction: How Any Startup Can Achieve Explosive Customer GrowthMeasure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRsinfluence: The Psychology of PersuasionRadical Candor: Fully Revised & Updated Edition: Be a Kick-Ass Boss Without Losing Your HumanityThe Culture Code: The Secrets of Highly Successful GroupsFind out more at https://sergey-ross-podcast.pinecast.co

How do you choose the right strategy for you, especially when you're just starting? In this episode of The Property Nomads Podcast, Rob interviews Ahmed Khan. Ahmed has a growing BRR business in the city of London and today, he plans to share his secrets on how he achieved this. Ahmed emphasises the most important thing you need to consider before deciding on anything—start with knowing your goals, first. It's easier to build and grow a property business when you're aware of where you want your life to head. In fact, Ahmed's only focusing on two things right now: his speaking career and his BRR business. This way, he makes sure that he continuously grows his brand and he becomes the go-to person in the industry. Start tuning in to know more about Ahmed's stories and tips today. Sign Up For MSOPI Here: https://bit.ly/msopi-nomad KEY TAKEAWAYS Why buy properties in discounts? You'll have that equity growing from day 1. Since the market is unpredictable, jumping on low prices is a very good deal. You can add value by refurbing. Property investment strategies differ from person to person. It depends on your goals and the risks you're willing to take. The area also matters when choosing the right strategy. It's okay to leave money in a deal. If it's a good investment, there will be a great return - you're growing your wealth and also preparing for a more secure future. When choosing your strategy, it's best that you stick to one. There's a lot of opportunities when you're the best at your job. Tips When Starting A Business: Know your goals. Grab the right opportunities. Master the art of saying NO. Build your network. BEST MOMENTS “The strategy you pick will come from your goals.” “It's one of those industries that nothing new is invested. You got to find someone and replicate what he's doing.” “There is no shame leaving money in a deal.” “The better you do it, the more opportunities you attract.” VALUABLE RESOURCES Ahmed Khan Official Website - https://www.ahmedkhan.co/ Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKR by John Doerr ‘How to be a Power Connector'  by Judy Robinett The Property Nomads Email Rob at rob@thepropertynomads.com ABOUT THE GUEST Ahmed Khan is a speaker, an entrepreneur, and an investor based in London and Hertfordshire. His property journey started as soon as he graduated in college. He initially dealt with serviced accommodations and grew his portfolio to 40+ deals. Aside from the success, wealth, and freedom he's getting, his property business also led him to win ‘Progressive Property VIP Outstanding Achievement 2017'. ABOUT THE HOSTS Rob Smallbone and Matt McSherry, the hosts of The Property Nomads Podcast, are on a global mission to guide your success. Success can happen shapes and forms. Think about what success means to you. More properties? More clients? Financial freedom? Time freedom? Rob & Matt are just two guys who want to make a huge difference to people around the world. Rob & Matt are here to guide your success in property, business and life and to inspire you to achieve your goals, dreams and visions. They've travelled, explored, and invested. And they're not planning on stopping these activities anytime soon. Buckle up, sit tight and enjoy the ride that is life. CONTACT METHOD Connect with The Property Nomads! Official Website LinkedIn Facebook Twitter Instagram YouTube See omnystudio.com/listener for privacy information.

Laura y Santiago hablan sobre «Calabozos y dragones», un juego de rol que inspiró a Santiago para crear un nuevo proyecto. Con el apoyo de: ▸Patreons de Cosas de Internet ▸Servientrega    Notas del episodio:  «“I’m a dungeon master for Dungeons & Dragons.”», el episodio del podcast Weird Work sobre alguien que se gana la vida como propone Santiago.  Por si acaso, esta es la cuenta de Twitter de Juan Sebastián, el amigo que nos enseñó sobre calabozos y dragones, es esta.  Y acá la definición enciclopédica de Dungeons & Dragons.  El CEO de Hasbro comenta sobre la popularidad del juego.  Crowdfunding de Critical Role. Con este título, empieza la tanda de libros de administración «Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs». «The 4 Disciplines of Execution: Achieving Your Wildly Important Goals». «The 4-Hour Workweek». Recomendado: Caliphate Más podcasts en español en www.mismoestudio.com.

I sat down with Adrien Schmidt, Co-Founder, and CEO at Aristotle, by Bouquet.ai, to talk about AI assistants for big data, product launches, hiring and the most impactful business books.Adrien is an entrepreneur, engineer, and global speaker. On a mission to voice-activate the world's databases, he Co-Founded Aristotle, by Bouquet.ai, with his business partner Marios Anapliotis. He has spoken at events such as Web Summit, P&G's Data and Analytics Summit and Conversational Interaction and is listed in Inc. Magazine as an "AI Entrepreneur to Watch".Before you go, please leave a ⭐⭐⭐⭐⭐⭐ review on Apple Podcast and share the podcast with your friends! Be sure to check out more insights on my LinkedIn page.Follow Adrien online:Learn more about Aristotle Check out Aristotle's TwitterFollow Adrien’s Twitter Connect with Adrien on LinkedInBooks Adrien recommends:Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs AmazonCrossing the Chasm, 3rd Edition: Marketing and Selling Disruptive Products to Mainstream Customers AmazonFind out more at https://sergey-ross-podcast.pinecast.co

Tanya Baker is the Global Head of GS Accelerate. A new initiative inside Goldman Sachs that is “ a platform for people at Goldman Sachs to be able to apply, submit an idea, and go through various rounds of pitching and ultimately they get funded, be an intrapreneur, as we call it within Goldman Sachs.” In many ways, this is similar to many other corporate startup labs being set up at other Fortune 500 companies but they also are taking a very Goldman Sachs approach.  Show Links: Tanya Baker's LinkedIn GS Accelerate Career Page Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs (book by John Doerr) 

https://leanblog.org/audio276 "Over the past year, I've heard about the “OKRs” methodology that is used in tech companies like Google. OKRs stands for Objectives & Key Results. The approach (along with examples and case studies) are laid out in the book by venture capitalist John Doerr, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs." There are things I like about this model... and it reminds me of the Lean "Strategy deployment" practice... but I think it would be better with "Process Behavior Charts." #okrs #OKR #leanstartup #leanmanagement #business --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/lean-blog-audio/support

Stuart Gethner—Pharmacist turned real estate investor, instructor, and coach joins us on The Art of Passive Income to talk about why he left pharmaceuticals in the past to start living life for himself! Stuart, who is also a neighbor of Marks, has been a real estate investor for over 15 years and he's done it all—purchased with cash, traditional financing, self-financing, hard money lending, lease options, subject to deals, wholesaling, fix and flips, but his favorite is buy and hold properties because that strategy creates wealth as opposed to just income. Join the guys as Stuart talks about why he left the pharmaceutical world behind to pursue real estate. And, find out why buy & hold is his favorite now, but is subject to change with the market cycles. The guys delve into: The 1-2 percent rule Stuarts method of acquisition Funding your first deal Scarcity mindset The guys also delve a little deeper into cycles and what Stuart predicts is coming next for the real estate market. Listen in now to hear how this pharmacist turned real estate investor is living life for himself. TIP OF THE WEEK Mark:  Learn more about Stuart at StuartGethner.com. Scott: Check out, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs by John Doerr. Stuart: Be consistent with passion. You have to be passionate with what you're doing and really be able to put the time, energy, and effort into it. Check out these books:  The Four Agreements: A Practical Guide to Personal Freedom by Don Miguel Ruiz. Illusions: The Adventures of a Reluctant Messiah by Richard Bach. Isn't it time to create passive income so you can work where you want, when you want and with whomever you want?

Things are getting weird at Baggu, and that’s a great thing. The Standard Baggu has been around for 12 years, but the company is still finding ways to grow and experiment. By trusting their experiences, founder Emily Sugihara and her team are finding confidence and empowerment in their brand voice and values. Baggu doubled their team size in a span of a year. On the show, hear their approach to hiring and training and implementing processes while preserving the heart of the brand with an influx of new hires (11:24). More than a decade in business, Emily illuminates how they recently delineated their company and product values (13:02). She shares how establishing those values boosted performance management and empowered more decision making among employees (19:26). Emily talks about finding freedom in their product designs through experimentation and worrying less about expectation (24:37). Baggu is taking incremental steps towards sustainability. Hear their efforts in sourcing ripstop nylon made of 40% recycled materials (34:50). Finally, Emily talks about embracing long-term thinking, growing the equity of the brand (45:59). Follow Baggu on Instagram. Also mentioned on the show: Well Made Episode 30 with Emily Sugihara: Making a Really Nice Thing Asana The Great CEO Within by Matt Mochary Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity by Kim Scott Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs by John Doerr The New One Minute Manager by Ken Blanchard and Spencer Johnson M.D. Principles: Life and Work by Ray Dalio Katrina Lake, Stitch Fix founder and CEO, says trying to find people who fit in is the ‘anti-diversity’ Well Made Episode 52 with Nellie Cohen: Celebrating the Stories We Wear Patagonia’s Plastic Packaging – A study on the challenges of garment delivery No online shopping company can figure out how to quit this one plastic bag Super Baggu Seminars About Long-Term Thinking Podcast Links and images can be found on the Lumi blog.

In this podcast Shernaz Harris (@ShernazDaver) sat with Vishal (@Vishaltx @AnalyticsWeek) to discuss her journey through leading learning disruption company through transformation times. She shared her thoughts and suggestions on how some businesses could keep themselves futureproof and what some things leaders and organizations need to keep an eye on to grow through disruptive times. This podcast is must for future leaders and organizations who are building their company to run successfully through disruptive times. Shernaz's Recommended Read: Brotopia: Breaking Up the Boys' Club of Silicon Valley by Emily Chang https://amzn.to/2ydbxGD Bad Blood: Secrets and Lies in a Silicon Valley Startup by John Carreyrou https://amzn.to/2JNj8ge Shoe Dog: A Memoir by the Creator of Nike by Phil Knight https://amzn.to/2HS7rmP Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRsA by John Doerr and Larry Page https://amzn.to/2HS88MX When: The Scientific Secrets of Perfect Timing by Daniel H. Pink https://amzn.to/2ybW8Xd Podcast Link: iTunes: http://math.im/jofitunes GooglePlay: http://math.im/jofgplay Here is Shernaz's Bio: Shernaz Daver is a leading marketing, business, and communications consultant. She has over 20 years of experience building brands and consumer perception; advising executive management; scaling operational teams; and developing global businesses to take companies to the next level in marketing and mind share. Over her tenure, she has worked with numerous companies on a range of areas from brand building to crisis communication. They include Netflix, Walmart, Motorola, Polyvore, Zynga, Groupon, Kosmix, 3DO, Truveo (AOL), MetaPlace (Disney), Savvis (CenturyLink), Orbital Data (Citrix), Indiegogo, and Baidu. She serves as an advisor to the Khan Academy and Red Hot Labs. Shernaz served as the chief marketing officer and head of investor relations at Inktomi for five years. Under her leadership, Inktomi became one of the hottest Internet names and received numerous media and Wall Street accolades. Shernaz started her career at Sun where she built a brand name for Solaris, the Sun operating system, and headed up the company's European software initiatives from Paris. Shernaz holds an undergraduate degree from Stanford University, Phi Beta Kappa, and a master's degree from Harvard University. About #Podcast: #JobsOfFuture podcast is a conversation starter to bring leaders, influencers and lead practitioners to come on show and discuss their journey in creating the work, worker and workplace of the future. Want to sponsor? Email us @ info@analyticsweek.com Keywords: #JobsOfFuture JobsOfFuture Jobs of future Future of work Leadership Strategy

"Should you put your face on printed ads as part of a creative advertising campaign? I'm trying to grow my cleaning company and we've done cleaning videos and wonder if you should put your face on printed ads?" Angela Brown, The House Cleaning Guru says your face on printed ads is different from social media. We Ask a House Cleaner about creative advertising and other ways to market your cleaning business. Today's sponsors are Savvy Cleaner Training (for house cleaners and maids.) Savvy Perks (employee benefits for small businesses.) My Cleaning Connection (a resource hub for cool cleaning stuff.) And HouseCleaning360 (a hub connecting home service providers with homeowners. *** COMPLETE SHOW NOTES FOR THIS EPISODE *** https://askahousecleaner.com/your-face-on-printed-ads *** MORE VIDEOS LIKE THIS *** Protect Your Brand - https://youtu.be/dGfQNWKhjok Education - Do I Need a Degree to Run a Cleaning Business? - https://youtu.be/0GS-FvJC1Vg Best Books for House Cleaners - https://youtu.be/Jr3Ne3UdkQc Social Media Presence - Do I Need It If I'm Just a Maid? - https://youtu.be/0JV7VNqqIWk Cleaning Lady? I'm a Cleaning Specialist! - https://youtu.be/OqbmaY_p8Nk Reviews - Should I Turn Them Off? - https://youtu.be/ZG_J-SM9114   *** RESOURCES FROM THIS EPISODE *** How to be The Startup Hero: A Guide and Textbook for Entrepreneurs and Aspiring Entrepreneurs - https://amzn.to/2KjYd4v Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs - https://amzn.to/2KovStP The 1-Page Marketing Plan: Get New Customers, Make More Money, And Stand Out from The Crowd - https://amzn.to/2rOlrIv How to Market Your Foreclosure Cleanup Business on a Shoestring Budget - https://amzn.to/2rGd4ze The Ultimate Guide to Marketing Your Cleaning Business: 27 Proven Methods to Dominate Your Local Market and Be the Top Cleaning Business in Your Town - https://amzn.to/2jXit0M We are a participant in the Amazon Services LLC Associates Program, an affiliate advertising program designed to provide a means for us to earn fees by linking to Amazon.com and affiliated sites. *** OTHER WAYS TO ENJOY THIS SHOW *** ITUNES - http://apple.co/2xhxnoj STITCHER - http://bit.ly/2fcm5JM SOUNDCLOUD - http://bit.ly/2xpRgLH GOOGLE PLAY - http://bit.ly/2fdkQd7 YOUTUBE - https://goo.gl/UCs92v *** GOT A QUESTION FOR A SHOW? *** Email it to Angela[at]AskaHouseCleaner.com Voice Mail: Click on the blue button at https://askahousecleaner.com *** HOUSE CLEANING TIPS VAULT *** (DELIVERED VIA EMAIL) - https://savvycleaner.com/tips *** FREE EBOOK – HOW TO START YOUR OWN HOUSE CLEANING COMPANY *** http://amzn.to/2xUAF3Z *** PROFESSIONAL HOUSE CLEANERS PRIVATE FACEBOOK GROUP *** https://www.facebook.com/groups/ProfessionalHouseCleaners/ *** FOLLOW ANGELA BROWN ON SOCIAL MEDIA *** https://Facebook.com/SavvyCleaner https://Twitter.com/SavvyCleaner https://Instagram.com/SavvyCleaner https://Pinterest.com/SavvyCleaner https://Linkedin.com/in/SavvyCleaner *** WHAT IS ASK A HOUSE CLEANER? *** Ask a House Cleaner is a daily show where you get to ask your house cleaning questions and we provide answers. Learn how to clean. How to start a cleaning business. Marketing and Advertising tips for your cleaning service. How to find top quality house cleaners, housekeepers, and maids. Employee motivation tactics. Strategies to boost your cleaning clientele. Cleaning company expansion help. Time-saving Hacks for DIY cleaners and more. Hosted by Angela Brown, 25-year house cleaning expert and founder of Savvy Cleaner Training for House Cleaners and Maids. *** DISCLAIMER *** During the shows we recommend services, sites, and products to help you improve your cleaning and grow your cleaning business. We have partnerships or sponsorships with these companies to provide you with discounts, and savings. By clicking on and buying from these links we may receive a commission which helps pay for the production costs of the show. Support the show so we can continue to bring you free tips and strategies to improve your cleaning and help you grow your cleaning business. THANK YOU! *** SPONSORSHIPS & BRANDS *** We do work with sponsors and brands. If you are interested in working with us and you have a product or service that is cohesive to the cleaning industry reach out to our promotional department info[at]AskaHouseCleaner.com *** THIS SHOW WAS SPONSORED BY *** SAVVY CLEANER - House Cleaner Training and Certification – https://savvycleaner.com MY CLEANING CONNECTION – Your hub for all things cleaning – https://mycleaningconnection.com HOUSECLEANING360.COM – Connecting House Cleaners with Homeowners – https://housecleaning360.com SAVVY PERKS – Employee Benefits for Small Business Owners – http://savvyperks.com

John Doerr, the chairman of the venture capital firm Kleiner Perkins Caufield & Byers, talks with Recode's Kara Swisher and Teddy Schleifer about his new book, "Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs." Doerr credits two mentors, Andy Grove and Bill Campbell, with turning him on to that leadership strategy, which is short for Objectives and Key Results — or, in other words, communicating what you want to accomplish and how. Setting clear objectives and making them transparent to your entire company can help tech leaders succeed, but CEOs who don't commit or who build a cult of personality around themselves can put their businesses in jeopardy. Doerr also talks about the state of diversity in Silicon Valley, what he learned from the Ellen Pao trial and whether tech companies are taking privacy more seriously in the aftermath of the Facebook-Cambridge Analytica scandal. Learn more about your ad choices. Visit megaphone.fm/adchoices