Podcasts about Gini

How does China's economic model work? Political economist Ben Norton explains the ideas behind Socialism with Chinese Characteristics, discussing China's socialist market economy, historical development, reform process, poverty reduction, industrial policy, and more. VIDEO with charts here: https://www.youtube.com/watch?v=6E89qUXTX-k Topics 0:00 Introduction 1:07 China has world's largest economy 3:01 China's economic development 3:54 Poverty reduction 6:56 Rising incomes 7:42 Life expectancy 8:57 Mortality rates 9:34 Reform and Opening Up 10:16 To get rich is glorious? 11:35 Deng Xiaoping's ideology 13:54 Primary stage of socialism 14:28 Chinese capitalists 15:54 Industrialization & urbanization 16:55 Birdcage economy (Chen Yun) 18:17 State ownership 19:40 State-owned enterprises (SOEs) 20:49 Grasp the large, let go of the small 22:22 Public property 23:16 SOE assets 24:14 Provincial & local governments 25:51 Golden shares in tech companies 26:54 Huawei, biggest worker-owned company 27:17 Rural cooperatives 29:09 Democracy in China? 31:40 Foreign investment in China 33:49 Global value chain 34:34 Foreign direct investment (FDI) 35:48 Industrial policy evolution 38:22 New quality productive forces 39:23 China's green energy revolution 40:24 World's manufacturing superpower 41:04 US deindustrialization & financialization 43:22 US bubble economy 44:37 China popped real estate bubble 46:50 Inequality & uneven development 48:31 Eras of the PRC 49:01 Common prosperity in New Era 49:34 Gini coefficient 50:26 Labor income vs capital income 51:48 Poverty alleviation 52:17 Wages of Chinese workers 52:44 Labor unions in China 55:19 USA funds anti-China labor groups 57:02 Marco Rubio takes over NED 57:32 Delivery workers 58:30 996 system is banned 59:23 Working hours in China 1:00:25 Imperialism & division of labor 1:03:51 AI & new cold war 1:04:45 Silicon Valley model: monopoly 1:05:43 Market competition in China 1:07:44 China opposes private monopolies 1:08:10 State planning 1:09:05 Cold War Two

In this episode, Chip and Gini discuss the importance of strategic planning for 2026. As they near the end of 2025, they emphasize the need for agencies to set themselves apart and adapt to the evolving landscape, particularly through the effective use of AI. Despite ongoing economic challenges, they highlight the potential for AI to enhance both efficiency and strategic thinking. Chip and Gini also stress the importance of refining the ideal client profile and taking calculated risks. They share their personal experiences with using AI to assist in planning and decision-making processes, pointing out both the benefits and limitations of current AI technology. Key takeaways Chip Griffin: “I do think more than ever, continuing forward on the path that you’re on for the vast majority of agencies is not a good idea. I think most agencies require at least some modest course correction and some more than that.” Gini Dietrich: “Really think about how you can set yourself apart and get in front of prospects now and in January so that you can be doing the things that will help you scale and grow and be sustainable for the future. And some of it’s not gonna be fun.” Chip Griffin: “I think really refining that ideal client profile is something that most of us ought to be taking a very close look at for 2026 in our planning process.” Gini Dietrich: “Be willing to try some things and take some risks and see what works and see what doesn’t work, and then go move on to what works and try again.” Resources The Ragan article regarding upskilling and improving AI skills Related Planning for agency growth Using the AIM-GET Framework to drive your annual planning How to involve your team in annual planning for your agency and its clients Look to your track record as you define your agency's ideal client View Transcript The following is a computer-generated transcript. Please listen to the audio to confirm accuracy. Chip Griffin: Hello and welcome to another episode of the Agency Leadership Podcast. I’m Chip Griffin. Gini Dietrich: And I’m Gini Dietrich. Chip Griffin: And Gini, I’m, I’m flipping through the calendar here, you know, ’cause I still have a paper calendar. Of course. I mean, who doesn’t? Gini Dietrich: Of course. Right. Chip Griffin: And it looks like we’re almost to the end of 2025. Gini Dietrich: We, we are. Which is crazy. Crazy. Chip Griffin: Which, which means that 2026 is right around the corner. Gini Dietrich: Yes. Yes it is. Chip Griffin: And what do we usually do near the end of each year? Gini Dietrich: We plan for the following next year. Yeah. Chip Griffin: And, and we have an episode talking about that. So when we have no other good ideas to bring to the table, we turn to the trusted proven stuff from the past Gini Dietrich: 2026. I mean, we could talk about 2026 trends. We could talk about 2026 AI things, but I think planning for our business growth is good. Chip Griffin: Yeah. That all goes into planning, right? So, I, and, you know, I, I’m, as long as we don’t do predictions, I’m fine. I hate predictions. Gini Dietrich: Oh, shoot. Let’s do predictions next week then. Chip Griffin: No, no, no predictions. No, that’s, that drives me up a wall. Gini Dietrich: Note to self. Note to self. Chip Griffin: And I, and I know we are just, you know, probably days away from the flood of Gini Dietrich: Yep. Chip Griffin: Articles and Yep. And podcast episodes and videos with everybody making their predictions for the year ahead. Yep. Just stop it. Gini Dietrich: Yep. Chip Griffin: So my prediction is we will see lots of predictions. Gini Dietrich: That is a good prediction. I think you’re probably going to be right. Chip Griffin: It seems pretty likely. Gini Dietrich: I’d bet on it in fact. Yeah. Chip Griffin: Yeah. Mm-hmm. Alright, so as we start thinking about 2026 planning, let’s look at it for through the, the lens of, of what, what we might do differently in thinking about 2026 than we typically do. Right? Because we, there’s plenty in our archive where people can go back and listen to us generally talk about planning. I’m sure we’ll touch on some of that in the next 20 minutes. I don’t wanna disappoint listeners. We, we will, you know, reach back to the things that we’ve talked about before, but I think it’s helpful to, to think about, you know, what’s, what’s different about 2026, and I think you’ve already hinted at one of the key things. Gini Dietrich: Oh, AI for sure. Yeah. I saw a really interesting post on LinkedIn from Parry Headrick who was talking about how he used to work for Shift and he was the VP of the San Francisco office, I think, and he said, you know, this was during the recession and I was… Anybody who was in business during the recession knows all of your business went away. It was not a fun time to be in business at all. And he talked about how he went to the office every single day for months on end, and he made cold calls to tech firms and he, he would say, we can do like a PR plan for you, a PR 101 like, and he said one out of every 100 calls accepted the offer. And then they went all out and created a really strategic, as much as it could be, plan for these companies. And gave it to them for free so that they had, they could generate some business. And he said that that was one of the things that kept the office going during that time and how miserable it was. Like he talked about it was boiling the frog, like it was miserable and it was not enjoyable. It’s not why he was doing that job, but they had to keep the office open. And I think that, I read that and I thought, you know, that’s really interesting as we think about 2026 because the last couple of years for agencies have been miserable. We have been slowly boiling the frog for sure. And you know, I have a lot of friends who have laid people off, some have gone out of business, some haven’t gone outta business, but don’t have any clients. Like, it has been rough. And I’m not sure that 26 is going to be much better. So I think one of the things that I will be advising people is, and, and for us too, is really think about how you can set yourself apart and get in front of prospects now and in January so that you can be doing the things that will help you scale and grow and be sustainable for the future. And some of it’s not gonna be fun. It’s not. Chip Griffin: Well, you’ve, uh, certainly taken this on a depressing turn here. Gini Dietrich: I mean, we can talk about AI too, but Chip Griffin: I mean No, I mean, we can, we can talk about how miserable and awful things are for everybody. Uh, that’s, Gini Dietrich: it’s been rough. It’s not like it hasn’t been rainbows and unicorns. It hasn’t. Chip Griffin: No, it, it has, it has not been rainbows and unicorns. But I, but I would also, I would, I would push back a bit. I, I don’t think we’re as bad as ’08 or ’09, or back in the early two thousands. I don’t think it’s, it is not as widespread as it was back then. I’m certainly in the agencies that I’m talking with, seeing a lot of agencies that are struggling, most, not catastrophically, most just kind of, you know, sort of malaise is, is the word I would use. Yeah. It’s good for it. And there are still some that are actually doing quite well and, and even growing. So that, to me, that is a little bit different than what we’ve seen in, you know, in  08 or ’09, or during the pandemic. Certainly. You know, where it was pretty much… I guess even in the pandemic, we had pockets, right? The, the digital firms did well because everybody had to transition from doing things in person to doing things electronically. But it, it’s just… so, I, I think we’re in that general period of malaise, you know, sort of in, in my mind, I’m old enough, I, I think Jimmy Carter, right? You know, you just sort of think, ehhh, you know, and, and how America of the late ’70’s was. And so there’s some of that, at least within the economy and, and certainly in, in the agency space. So I think that that part of the, the challenge here is that it is not as simple an explanation as to how you get out of it. Right. I mean, back in ’08, ’09, it’s like, okay, well the economy just has to come forward. And in this case, part of it’s the economy, but part of it is the, the shifting nature of the relationships between agencies and brands, and other organizations. And so I, I, I think that one of the reasons why some agencies are struggling is because they’re not taking a fresh look. At what they do, how they fit into that picture. And I think there needs to be a lot more creative thinking. And I think AI is a big driver of it, not necessarily in the, in the way that people think, though I don’t, I don’t see AI as taking away agency work. Mm-hmm. I see it as agencies just haven’t figured out how to capitalize on it effectively. And, I think that there is tremendous opportunity for those agencies who are willing to adapt their service offerings with and without AI. And moving forward in a way where they’ll leave behind a lot of of other agencies that are more committed to just plodding forward and doing the same old, same old, and, you know, sprinkling in a little bit of AI here and there. Gini Dietrich: I read a really interesting article a couple of weeks ago and I’ll see if I can find it so Jen can include it in the show notes. I’m sure it’s in my history somewhere, but it talked about how, you know, we’ve seen all of these layoffs at all these large companies in the last couple of months, you know, thousands and thousands of people. And they’re telling, most of these companies are telling the teams that remain. There are two things that you need to focus on: upskilling. So, you know, using AI to help improve you, you know, understanding your own professional development, taking charge of new professional development, new skills. And the other piece is really using AI to help improve your, the work that you’re doing to make you more productive. And it went on to say. If you’re an agency that can help with one of those two things, or both of those things, you’re gonna be in better shape than an agency who does new media news releases and news conferences, and you know, social media. So if you can think about how you can provide professional development or help an organization implement AI from a marketing and communications perspective, you’re gonna be a lot further ahead than those that can’t do that. So I think that goes back to really thinking about how to freshen the services that you provide in a way that keeps up with what’s happening in the world. Chip Griffin: Yeah. I mean, look, I think that’s absolutely a piece of it, but I think a piece of it is also figuring out, you know, how can you use AI to help you do different things that are not necessarily even explicitly AI related. Or made more efficient by AI or it, I, I think it’s just a, it’s a opportunity to take a very fresh look at how we do everything. And, and I think we need to be careful, not just us as agencies, but also on the brand side. We need to be careful about how much we believe AI itself is changing things or can change things. And, and I, I saw in the last couple of days, a video that our friend Chris Penn put out, where he talked about how you need to change your vocabulary to get the most out of the various generative AI platforms. And I don’t disagree with what he’s saying. You do need to adapt your language to those models so that you get the results you want. But, but the flip side of that is, to me, that says AI has not come nearly as far as we think because we shouldn’t have to change for AI to be responsive to us. Right. Right. True AI would be adapting to us instead. And, and so we’re not quite there yet. And, and the progress has been absolutely amazing. I’ve, every time I try out the latest version of a model, I find new things that it can do and continue to get more and more impressed. But I also have ongoing frustrations with them. In part because of this vocabulary issue, but in part because, you know, we’re still, we’re still overestimating what the, the technology can do for us today as far as allowing us to, to replace work hours, et cetera. And so I see many brands laying off marketing and communications people thinking, well, we’ll have fewer people, but AI will help them do the same amount. Nope. And AI certainly makes you more efficient, but not, not that efficient. Gini Dietrich: Not that efficient. No. And you still need somebody with a brain to prompt it and ensure that it’s not hallucinating and ensure that it’s the right information. And that it’s been edited. Like you still need humans for those things. Does it help you get a start? For sure. But you still need the human beings to do the work. And make sure that it’s accurate because what it pumps out on first try, I mean, my favorite response is meh. I just write MEH meh, and it goes, okay, lemme try again. And then I write, meh. It tries again. Finally. I’m like, okay, that’s halfway decent. Chip Griffin: Well, that, that’s better. My habit is to actually get into arguments with it, which… Really serves no good purpose, but I just, I get, I get, I get frustrated when I explicitly ask it to do something and it doesn’t, Gini Dietrich: it doesn’t, right. Chip Griffin: And I’ll be like, well, why didn’t you do what? Yeah. Oh no, you’re right. I should have done that. Yes, because I specifically for it, right? Like, please help me, Gini Dietrich: please write a thousand words and it gives you 300. And you’re like, Hmm, right. Just do what thousand words. Chip Griffin: Just do what I ask, you know? Or, you know, please make the logo smaller in this image. And it doesn’t change it. No, don’t do that to me, that’s just, it’s very frustrating. Gini Dietrich: It’s very frustrating. I agree. Chip Griffin: But I think, you know, we need to be thinking how we can leverage some of these tools to help us adapt our service offerings. And I was, I was talking with someone recently who, they had shifted a, a process from humans to AI recently. And they were running into issues because it was some data analysis that was being done and, and it turned out that the numbers were wildly different between the humans and the AI. And so the first instinct was that the AI was wrong. But in fact, upon further review, it turned out that the AI was too good. And it was being in incredibly consistent in the way that it was doing the task. Ah, whereas humans. Sure. Inevitably we get distracted, we make a mistake, we, we hit the wrong key. You know, I mean, there’s all sorts of things that can lead to this, but because the AI was more consistent and the volume of data and such being analyzed by the humans and the AI was substantial, it, it made a real difference because the AI was actually better. And so, but to me that’s an opportunity. You’ve got a short term problem that you gotta deal with that, you know, you’ve been generating these historical reports that don’t look quite right now. But there’s a real opportunity there because you can actually improve the quality of what you’re doing, along with the quantity, along with reducing the, the labor hours involved and that sort of thing. So we need to be looking at, at how we can take that and take it to the next level, not just how can we use AI to do first drafts so that we only have to edit and so therefore we save, you know, 30% of our time or something like that. There’s, we have to be thinking much, much more creatively if we’re gonna be successful going forward. Gini Dietrich: Yeah, and I mean, I’m sure I’ve shared this before, but some of the work that we’ve done in my business this year, I’m not sure we could have done it without AI in the, in two years ago, like some of the work that clients have asked us to do. I’m not sure that we would’ve been capable of doing it without AI. So it, it does have the ability to make you more efficient for sure, but it also helps you think more strategically. And to your point, like, bringing in the, the consistency piece of it so that, you know, maybe the, the way that you reported on results in the past isn’t fully accurate, but now it’s more accurate. Like those kinds of things I think it has helped immensely with, and you know, I can think of at least three situations where I’ve been in a meeting with like big, big, big, big executives and they’ve thrown something out. Do you think your team can do this? And I’ve gone, sure. And then we come back and, you know, as a team, work on it and, and prompt AI. And it’s helped us get to where we need to be. And I don’t think we could have done that on our own two years ago. For sure. Chip Griffin: So, you know, we’ve been talking a bunch about how AI is impacting our businesses, but let’s talk a minute about how AI impacts the planning process itself. And so, you know, my question to you would be, as you’re doing your own 2026 planning with your team, are you using AI to facilitate that process at all? Gini Dietrich: Some of it, I would say I have a co CEO, GPT that I built. So it sits as my Co CEO and sometimes I just vent to it. It makes me feel better, but sometimes it will say things like it will point out things that I didn’t think of. And so, you know, when we, especially right now, ’cause we’re working on cash flow projections for next year with our CFO and I’ve, I’ve put in like… Not actual numbers, but percentages to, and said like, can you help me figure out if these are our goals, what we’re going need to do? What software do we need? What team members are we gonna have to add? Like that kind of stuff. And it help, it’s helping me and our CFO think through all of those different scenarios for sure. We haven’t gotten into like the nitty gritty planning yet because our 2025 plan is rolling over into Q1 a little bit. So we’re, we’re about a quarter behind from that perspective. But, from a cashflow perspective, it’s helping a ton and it’s helped me see things that I wouldn’t have seen on my own. Chip Griffin: Yeah. And and I think that’s a, that’s a real benefit that we ought to be looking at when we’re doing the planning process is using AI, not necessarily to give us all the answers, but to help us understand what else we should be looking at. So I love using AI to, to, to give it a list of questions that I may have about something and say, what, what other questions should I be asking? What other data points should I be looking at? Or putting in some raw data and saying, okay, you know, what are the gaps here? What, what should I be looking to… What additional data should I be looking for? Or how can I analyze this in a different way? So I think in the planning process, there’s a lot of ways that we can use the AI to help us. I think we just need to be careful about using it to give us the answers and instead help it to guide the conversations for sure. Yeah. That we’re having with our teams and with our clients, because it will inevitably help us find things that we are overlooking. And maybe we would still get to it halfway through the brainstorming session or the, the strategy meeting or whatever. But if we know it in advance, you know, it helps us prepare better. Gini Dietrich: Yeah, absolutely. And I, I do think, you know, to your point about the, the data and it being consistent, I think it does look at things more holistically and how, and I mean, it will say to me, have you thought about this or have you thought about that? Or, you know. Here’s an opportunity for you. Like with the PESO model certification in universities, we had an idea of how we were going to approach it in ’26 ’cause the certification is being completely revamped because of AI. And it actually gave me a couple of ideas that I was like… Huh, I hadn’t even thought about that. So like providing curriculum and grading rubric and things like that, that helps professors that I hadn’t even, ’cause I just don’t have that kind of experience. Right. But it helps me think through some of those kinds of things. So I think you’re right. And you know, I love the idea of, of a list of questions and asking what you haven’t thought of. I’ll put in and say, you know, we’re looking to do this, this, and this, and here’s what we’re thinking. What are we missing? And it, you know, it does come back with some ideas. Sometimes it comes back with things you’ve thought about and you’ve dismissed, and sometimes it comes back with things that you’re like, Hmm, okay, let’s, let’s explore that. Chip Griffin: Yeah, and I mean it, there’s, it’s not a replacement for human judgment. You still need to look at it and say, oh, yeah, that does make sense, that it’s something we look at. But, but my experience is more often than not, it does come up with things that, you know, that given the right amount of time I would have thought of, but Sure. You know, it, it’s, it’s, it’s good to have it reinforced that, it’s good to have it, you know, bubble it up higher on my list so that, again, I, I’m not finding it out, you know, halfway through the meeting when the light bulb goes off and it’s like, oh, right, I forgot about this. We should be, we should be looking at that. Right. You know, but I, I think this is the, the planning process is, is an opportunity for you as well to be thinking about challenging your own assumptions. And, and I do think more than ever continuing forward on the path that you’re on for the vast majority of agencies is not a good idea. I think most agencies require at least some modest course correction and some more than that. And so I think that we’ve already talked about, you know, what kind of services you can deliver and those kinds of things. But I think the other thing we all ought to be looking at in 2026 is the definition of our ideal client. Because, because we do need to understand better how our clients of today are being impacted by the economy, by AI, by all of the social change that’s going on. And understanding how is that impacting who we’re targeting, how we’re targeting them, what kinds of engagements we’re, we’re trying to set up with. And so I, I think really refining that ideal client profile is something that most of us ought to be taking a very close look at for 2026 in our planning process. Gini Dietrich: One hundred percent. I could not agree more. And you know, I’m a big, big, big fan of really understanding at a macro level what’s going on so that we know how it affects our businesses. And I think that the more that you can do that and understand how everything that’s going on in the world is going to affect your agency and you know, the sustainability and stability of it, I think are, is really, really important. And being willing to try some things and take some risks and see what works and see what doesn’t work, and then go move on to what works and try again. Chip Griffin: Right. And, and you need to, to look at the data that you’ve got in front of you, not data from three to five years ago, right? But, but data from 2025. And so whether you’ve had a great 2025, a mediocre 2025, or an awful 2025, look at what the data is telling you. And look at where you’ve had success. Success in terms of where you’ve had the best results for clients, which we often overlook. We, we often look at just, you know, what we’ve been able to sell, but you need to see what is producing results for clients. You do need to understand what you’re selling, where those leads came from, and, and look at those recent trends and lean into what’s working. And again, that doesn’t matter whether you’ve had a good year or a bad year. You still wanna lean into what you know is working today because it is a, a very different environment than it was 3 years ago, 10 years ago, and and beyond. So you need to be relying on that kind of analysis if you wanna make smarter decisions in your planning process. Gini Dietrich: Yeah, absolutely. And I think you’re right, like this is different than 2008, 2009, and 2020. It’s, it’s different. So be willing to take some risk. It’s uncomfortable for sure. Chip Griffin: You and I both love risk, so we’re always gonna preach risk. Calculated risk, not just reckless risk. Gini Dietrich: Calculated risk.Yeah. Yeah, yeah, yeah. Yes. Please be calculated. Chip Griffin: Yes, have a reason for what you’re doing, and have a reason to believe that there’s a decent chance of success. Don’t just blindly walk out there and say, Hey, let’s try crossing the street now without looking and see what happens. That’s not the kind of risk we want you to take. Gini Dietrich: Please don’t do that. Please do not do that. Please, please do not do that. Chip Griffin: So with that, if you’re, if you’re listening and you’re driving or something, still pay attention ’cause we’re gonna wrap up now. Keep your eyes open. Keep your eyes open. If you, if you wanna listen to this again, wait. You, you can go back to the link. There’s resources that’ll be there. There’s the transcript there, all those things. So stay safe. Yes, yes. However you’re listening to us. And with that, that will draw to an end this episode of the Agency Leadership Podcast. I’m Chip Griffin. Gini Dietrich: I’m Gini Dietrich. Chip Griffin: And it depends.

Join Tage and Olivia this week as they are joined by Gini and Janelle as they discuss whether they would choose to eliminate Christmas or Halloween in the parks, their favorite Disney ornaments, whether they would choose a free DVC membership with unlimited visits or a free Club 33 membership with one visit a year, and where would they stay if they could stay an night somewhere unconventional in the parks. Support the podcast by going to https://www.thehubcrawl.com/support. Question 1: If you had to eliminate one holiday at the parks which would it be? Halloween or Christmas? And why? Question 2: The holidays are here and a lot of folks have Disney ornaments or decorations. What is your favorite holiday Disney decoration? If you don't have any, what is one that you would like? Question 3: Would you rather: Receive a free membership to DVC with unlimited visits to any of the DVC resorts? OR Receive a free membership to Club 33 but you're only allowed to visit once a year? Question 4: If you had to spend the night somewhere in DCA/Disneyland that is not a hotel/Disneyland Dream Suite/Walt's apartment, where would you stay? Bonus Question: If you have an extra day to your trip and you can not get into the parks on that day (for one reason or another) would you rather cut your vacation short by a day and go home or would you rather tack on a day doing non-parks offerings (resort hopping, downtown districts, nearby attractions, staring longingly at the gates, etc.)?

In this episode, Chip and Gini discuss the complexities of hiring in growing agencies. They highlight the challenges of finding skilled, reliable employees who align with agency values. Sharing personal experiences, Gini explains the pitfalls of hasty hiring and the benefits of thorough vetting and cultural fit. They stress the importance of a structured hiring process, including clear job roles, career paths, and appropriate compensation. They also underscore the value of meaningful interviews, proper candidate evaluations, and treating the hiring process as the start of a long-term relationship. Lastly, Chip and Gini emphasize learning from past mistakes to improve hiring effectiveness and employee retention. Key takeaways Chip Griffin: “When we talk about retaining employees, it goes back to how the interviews went.” Gini Dietrich: “You’re gonna be working with this person eight hours a day. You should have a real meaningful conversation with them. Don’t ask if you were a tree, what kind of tree would you be?” Chip Griffin: “If you’re going to have members of your team interviewing, you need to make sure that you’re educating them on how to do it well. And how to do it without causing problems.” Gini Dietrich: “They say, hire slowly and fire fast for a reason, because you have to be really meticulous about who you hire. So that they do last. So they are a culture fit, so they don’t miss deadlines, so that they are getting the work done that you need done.” Related How to onboard new agency employees Get over your fear of hiring employees Hiring the best employees for your agency How to hire agency employees Setting honest expectations for your agency employees from the start Focus on agency employee retention View Transcript The following is a computer-generated transcript. Please listen to the audio to confirm accuracy. Chip Griffin: Hello, and welcome to another episode of the Agency Leadership Podcast. I’m Chip Griffin. Gini Dietrich: And I’m Gini Dietrich. Chip Griffin: And Gini, a few weeks ago, I think I fired you. Today, you’re hired, Gini Dietrich: You keep playing with my emotions. I don’t know how to do this anymore. I’m fired. I don’t get paid. Now you’re rehiring me. I don’t know what to do. Chip Griffin: Yeah, it’s difficult. Anyway. It is what it is. But no, we are gonna talk about hiring today because we are, you know, we can’t just talk about all the bad things. So, we’ll, we’ll spend some time talking about something that is overall more positive. Because if we’re hiring, hopefully that means that we are growing, or at least we have the need for additional resources, even if it’s replacing someone who has left. But it is something that is very challenging, so it can create its own problems along the way if you don’t do it right. So this is, something that comes from one of our favorite topic inspiration sources. Reddit. I know it’s a place that you live and breathe. Gini Dietrich: And by favorite, we’re using quotes “favorite”, scares the crap outta me. But ok. Chip Griffin: You are on Reddit all day every day. Just kind of combing around to see what conversations you can jump into. But this is one that was on there, probably a while ago honestly, it’s in our topic document. We didn’t date it, so I, I can’t tell you how long ago it was, but, what it says is, hiring the right people is harder than it looks. Finding skilled, reliable people who align with your values is a challenge. Early on, I rushed hires and paid for it in missed deadlines and miscommunication. Now I take more time to vet people and focus on cultural fit as much as skills. So I thought it would be helpful for us to have a conversation around how we approach the hiring process. How do we find the right fits? How do we vet those fits? And how do we frankly think about going from hiring them to, to beginning to on onboard them. We’re not gonna talk about the full onboarding process, but just sort of, you know, that, that evolution of saying, Hey, I need this role. Where do we go from there? Gini Dietrich: Yeah, it’s, it’s funny you say that this is our topic today. ’cause just the other day I was thinking about some of the very early hires I made that didn’t work out. And all of the mistakes I made in, in hiring them. And I will say that one of the biggest mistakes that I make is I meet somebody online who has the right skillset from a paper perspective, resume perspective, and I just hire them. I’m like, oh yeah, you, you look like you can do the job. And we may have a conversation, but there’s no, like, thought about it. There’s no interviewing for skills. It’s more just like a, a conversation to see if we, we might be able to work together. And every time I have done that, it has not worked out. So earlier this year I hired a chief learning officer to help with like certification and, you know, all the professional development things we do on the PESO model front. And about three or four months in, we both realized that, that that while she can do that job and she’s great at that job, she would be more valuable as a chief operating officer. So we switched her over. And let me tell you, being professionalized on the hiring front is phenomenal. I mean, she has set up interview guides, so like if you are an assistant account executive, and this would be somebody that you report to maybe two or three levels up, and we’re having you interview, you have a set of questions. If you’re the direct report, you have a set of questions. So we, like, she’s created all this. She’s created salary bands and like, you know, a career path for everybody where from where they start and she’s done, she’s done it in such a way that it isn’t bloat, but it’s just kind of professionalized the way that we do things. And you don’t have to hire a chief operating officer to do this, like I know you, you like to talk. Patrick is your go-to person from an HR perspective, someone like Patrick can help create these things so that you can professionalize it because as they say, hire slowly and fire fast. That quote is there for a reason, because you have to be really meticulous about who you hire. So that they do last. So they are a culture fit, so they don’t miss deadlines so that they are getting the, the work done that you need done and you’re not being, like, I have been in, in the last 20 years of just hiring people I like. Chip Griffin: Yeah. And, and I, I mean, I think that, you know, you’ve touched on some important things here and, and you do have to have some sort of a process in place. It doesn’t need to turn you do into a bureaucratic circus, Gini Dietrich: You do, right. Chip Griffin: But at the same time, you need to have a process. And, and it really, to me, starts with being clear about what it is that you need. And who it is that you’re trying to hire. And, and too often when we’re trying to hire, it’s either because someone has left or because we’ve got a new client. And so our, our mindset is we need to get someone in here quick because we’ve gotta relieve this pain and this pressure. But that often leads to some of those bad decisions because you’re not really evaluating. Not even just the individual, but the role. Mm-hmm. And you need to think through, you know, what do you actually need at any given point in time? And it’s one of the reasons why I am a very strong advocate of only hiring, particularly in small agencies, only hiring one person at a time, one role at a time. Gini Dietrich: Yes. Yes. Chip Griffin: Because every time you add someone new to the mix, it changes a little bit what you think you might need in the next one. And if you hire two people simultaneously, it increases the odds that you don’t actually have the right mix of talent on board. So you’ve gotta be crystal clear with yourself about what you’re looking for, but to your point, you also need to have a process in place that helps to understand what are our salary bands, what are our titles? How does this fit in? What is their growth path? Because those are questions you will get during the interview process. And if you’re not clear about those things going in, you will either overpay or underpay or assign the wrong title. Or frankly, get the wrong person because you’re not thinking about it in the big picture. So put the thought process in upfront, and that is the, to me, the first step in making sure that you make as good a decision as possible. Accepting that frankly, a lot of hiring decisions are gonna be wrong. Right? Even of course, even, even the, of course, even the best organizations, of course with the, with robust HR teams and, and talent evaluation, they still have a lot of misfires, so you can’t beat yourself up over those. But you’ve gotta increase your odds by having the right thought process and structural process in place. Gini Dietrich: One of the things that, you know, early on I would do when I didn’t have a team who could interview people, I would ask my business coach, or I would ask, you know, friends that were in the industry, other agency owners, if they would participate in some interviewing, just to kind of get me out of the Gosh, I really like this person. I think we’ll work well together. And, rather than, gosh, I really like this person and I think they can do the job right. So just having different outside perspective helped me when I didn’t have a team that could also do the interviewing. So I think, you know, doing that kind of stuff too helps. And I also think that, you know, I, one of the biggest mistakes, and you touched on this that I’ve made, is not having that career path or clear career path. Because people come to work and even though you’re an entrepreneur and you’re the agency owner, and you kind of know in your head how things work, they need to know that because this is their career that you’re talking about. So they need to know that if I wanna be promoted in 6 months, or 12 months or 18 months or whatever it happens to be, these are the things that I need to achieve so that they’re working towards something, not waiting for the annual review and saying, am I up for a promotion? What does that look like? Do I get a raise? Like, so having those kinds of things I think is incredibly important upfront so that you know, this is what we expect, this is how you’ll get to the next step, and you can be very clear about that. Chip Griffin: Yeah, because it, it is a question that you absolutely will get. I’ve done a lot of interviews over the years. I continue to, to do interviews for clients, and I can tell you that you get a lot of those kinds of questions where people want to understand what their career path is. The other one they ask a lot is, what does a typical day look like? Gini Dietrich: Mm-hmm. Chip Griffin: You’ve gotta have the answers for those questions as best you can, and, and you need to be honest with them where you don’t know. So don’t, don’t, you know, blow smoke and, and Gini Dietrich: Right. Chip Griffin: You know, give them an answer if you don’t have one. If, if the honest answer is, I don’t know. Tell them that, but then also explain how you think about it or how you would go about it, or the kinds of things that, that might be included so that you can paint some kind of a picture there. Because it’s, it is important for people to evaluate it. And frankly, we look at these things as, as evaluating the talent for us. But they’re also evaluating us. Gini Dietrich: Absolutely. Chip Griffin: And, and so you also need to make sure that in the process you’re giving them plenty of time to ask questions. In fact, I usually start by letting them ask questions for two reasons. One is because it helps them to get the information that they need to evaluate it. But second, you learn as much from the questions they ask as anything else. And to me, a red flag is when they have no questions at all. Gini Dietrich: No questions. Yeah. Chip Griffin: Because if they have no questions at all, it probably means they did no research. They’re probably not all that interested. They’re just trying to get a job of some kind. It doesn’t, it doesn’t mean necessarily that they’re a bad fit. Some people just freeze up because they’re, you know, that’s, that’s not a traditional approach to interviews. To start by saying, what questions do you have of me? Right. By the way, introduce yourself first. Talk a little bit about the business and the role. I mean, don’t just, you know, say hello. What questions do you have? Gini Dietrich: Hello. What do you have? What questions can I answer? Chip Griffin: But, but honestly, I, I almost always will ask people what questions they have before I ask my first question. We just do the intros and then start with that, because you learn from that. And it, it also helps them get onto a more comfortable spot. And so you can steer the, the conversation, I think, more effectively that way. Gini Dietrich: One of my biggest pet peeves is, you know, now that we have a, a team who does the interviews, if the candidate gets to me, that means they’re one of the finalists, right? And I will say, what questions do you have of me? And they will say, and this happens more often than not. Well, I kind of already asked my all my other question, my questions from everybody else. So ask them again. Right? Make sure you get the same answer like. Right. Yeah, because that will, as I know we’re not talking, we’re not talking to candidates right now, but that will tell you as much if there’s, the answers are different than anything else. So that is also a red flag. Which brings me to, we actually created a list of red flags, and we’re going through the A process right now ’cause we’re hiring and our HR director is doing pre-screens, phone screens, and one of the red flags is Are you able to work with within bureaucracy and lots of change and indecisiveness and you know. And one, one of the people that’s interviewing said, I just don’t like bureaucracy. I don’t like lots of change. I don’t like indecisiveness, I’m not. And she was like, no, like, because we have our list of red flags. So it’s, it’s an easy way also to sort of get yourself out of the, gosh, I really like this person. I’d like to work with them. If you have that list of red flags that you will allow you to objectively say, probably not the right fit for this job. Chip Griffin: Yeah. And, and the more that you do of this, the more easily you can come up with those things that just, that it, they’re the indication that this may not be the best fit. Yeah. And I always encourage probing just to make sure that, and I prefer to think of ’em as orange flags rather than red flags most of the time. Because most of the time it’s more the accumulation of those things than, than a single one that Gini Dietrich: fair, fair, Chip Griffin: that says, okay, no, this isn’t the right fit. But I also like to probe. And so, you know, in an example like that, I might say, well, well why does that bother you? Why is that a problem? And just kind of see, Gini Dietrich: yeah. Chip Griffin: You know, what their, what their root thinking is, because I mean, chances are it’s not gonna change anything, but it’s always interesting to find out why. I think the other thing, and, and you touched on this in, in, you know, having a, a, an interview guide and all of that, if you’re going to have members of your team interviewing, you need to make sure that you’re educating them on how to do it well. And how to do it without causing problems. Gini Dietrich: Yes. Chip Griffin: And I think I’ve shared this on the podcast before. Yes. But I have seen so many egregious questions in interviews Gini Dietrich: Yes. Chip Griffin: Over the years that create substantial legal and regulatory issues. Gini Dietrich: Yes. Chip Griffin: Please, please, please train your juniors. Frankly, some of you probably need some training yourselves. Gini Dietrich: Yes. Chip Griffin: On how to do this, Gini Dietrich: I was just gonna say yes. Yes. Chip Griffin: In a way that’s not causing problems. Yes. Because the, I mean, the questions that I’ve seen asked in interviews are just off the charts and, and, and so blatantly inappropriate. Gini Dietrich: Do you have some examples? Chip Griffin: Focus on, and, and, and the other thing is focus on questions that, that actually might reveal something that’s useful to you. Gini Dietrich: Yeah. Chip Griffin: You are not, this is not Google. You’re not out there trying to ask, you know, weird mind game questions. Ask straightforward questions. I, I mean, ’cause the other thing Gini Dietrich: if you were a tree, what kind of tree would you be? Chip Griffin: Yeah, I mean, in addition to the inappropriate questions, you just get these dumb ones, right? Where someone, someone read an article and they’re like, oh, you learn so much if you ask, what kind of tree would you be? Really, you just look crazy as an interviewer. Gini Dietrich: Yeah. Chip Griffin: You’ll look like you’ve lost your mind. Gini Dietrich: Yeah. Chip Griffin: Just don’t do it. Have a real conversation. Treat them like a professional. Treat them with respect. Treat them like you would a prospect. Don’t sit there and, and try to play gotcha games. It’s not a quiz show. It’s not. If you want to go on a quiz show and, and you wanna run your own quiz show, fine. Do that. Your interview subjects, that’s not what it’s for. Don’t ask them in Google Analytics, where do you go to do this? Come on, seriously, just knock it off. Gini Dietrich: That’s funny. Chip Griffin: And if you’re gonna, if you’re gonna try to apply tests to people, you gotta pay them. Gini Dietrich: I totally 100% agree with that. Chip Griffin: But you can’t, Gini Dietrich: yes. Chip Griffin: You can’t say, I need you to write a plan for me. Gini Dietrich: No. Chip Griffin: Or write a press release or something like that. Mm-hmm. Mm-hmm. Particularly if it’s for an actual client you have Correct. And you might actually use it. That’s just wrong. That’s, and I see that way too often. Gini Dietrich: Yeah. Chip Griffin: Where someone says, well, I need to evaluate you. I need you to, to do this. On the technical side, I’ve seen people ask to be written to write all sorts of code. Why? Gini Dietrich: Bad idea. I, you know what, actually Reddit is full of, of those like, so I’m interviewing for this job and they asked me to put together a 12 month plan complete with deck and strategy and blah, blah, blah. Is that normal? And I’m always like, no? Chip Griffin: No, Gini Dietrich: don’t do it. I understand the hiring market is tough right now, but no. Chip Griffin: It’s just bizarre. I mean, honestly, I, I would be suspicious of anybody who could put together that kind of a plan based on, you know, 10 minutes of conversation. Gini Dietrich: Right, right, right. Chip Griffin: I mean, and that’s the other thing. You have to be realistic about what kinds of answers you can get from people in these short windows of time. And so it really is… it’s not necessarily about whether you like them, but it’s, it’s trying to get to understand how they think, how they approach things. You can get those big picture senses off of these conversations, but the, the more granular you get with your question, the less likely it is to be a reliable indicator. Gini Dietrich: Yeah. Chip Griffin: And, and you need to, to again, treat it like a real conversation. So to the extent you have interview guides. Please use them. Just look through them and, and use it as, as a, a general format for the questions you might ask. Please do not do as, as. When I used to advise members of Congress and I prepared questions for them for hearings. Some of them would sit there and ask question one, question two, question three. They wouldn’t even listen to what the, the answer was from the witness at the hearing. They wouldn’t listen to what their colleagues had asked. So I, there were any number of situations where a member would read my question. The member previous to them had asked the exact same question, but they weren’t bothering to listen. Or they asked question one, and they move immediately to question number two, even though the person actually answered question number two as part of their response to question number one. Use your brain. Have a meaningful conversation. Do not walk through your, these are the 10 questions I always ask on interviews and just march through them Gini Dietrich: right Chip Griffin: in forced order. That doesn’t make any sense. You, you need to, to have a real meaningful conversation with someone if you wanna evaluate them properly. Gini Dietrich: Yeah. You’re gonna be working with this person eight hours a day. You should have a real meaningful conversation with them. This, that’s ludicrous. Chip Griffin: Alright, so you, so we’ve, we’ve figured out what we need. We’ve done the interviews. So now how do we pick, we, you know, we’ve got, I mean, let’s say we’ve got a couple of finalists. They’re both in our view, viable finalists. They’re, they’re, they both could do the job. What do you weigh most heavily when you’re evaluating one versus the other? How, how do you make that difficult decision? Gini Dietrich: I’m the wrong person to ask that question ’cause it is based on whether or not I like you and that’s probably not the right response. Chip Griffin: I mean the, there has to be an element of that, particularly in a small agency. Right. You know, you Yeah. If you just, if if you, if you don’t get the right vibe off of someone and you’re like, ah, this just doesn’t… listen to yourself. Gini Dietrich: Yeah. Chip Griffin: Right. If, if you don’t enjoy having the conversations with that person during the interview process, Gini Dietrich: it’s not gonna get better. Chip Griffin: And maybe you say, well, but they’re, they have all the skills. They have all the connections. They know what they’re doing. Oh, it’d make my life so easy. Listen to yourself there. And that doesn’t mean that you have to have that, you know, you need to hire people that you want to go out and have a beer with after work or something like that. But, you know, you’ve gotta feel like, I could talk to this person Gini Dietrich: Yeah. Chip Griffin: An hour or two a day and I, I wouldn’t lose my mind. Gini Dietrich: Yeah. Chip Griffin: Don’t ever say they’ve got so much talent. I’m gonna ignore that. Gini Dietrich: Yeah. Never, because I, the way I think about it is, and the same thing with clients, I would say it will, it gets to the point that I’m gonna end up canceling meetings with this person or with this client. If the answer is yes, then it’s not the right fit. Chip Griffin: Yeah. I mean, and, and the flip side is true too. Going to your point very early in this conversation, if you, if you are enjoying your conversation with that person, don’t overlook the fact that they don’t actually have the skills Yeah. That match up. Mm-hmm. Or, you know, they are under, it will bite you, underqualified or overqualified for the role. They still need to be a fit for the role. No matter how much you enjoy uhhuh your conversations with them or how smart you think they are, Uhhuh, that they may be a good fit for your organization at some point in some role, but it may not be the one you’re hiring for now. Mm-hmm. So make sure that you’re clear with yourself and don’t talk yourself into something. I, I see this a lot where people will get through the hiring process and they find someone that they really like and they’re like, well, they’re not really a fit for this role, but I could see them doing this or that. It’s okay to be flexible, but make sure that whatever this or that is, is really something you need. And you’re not talking yourself into an additional expenditure or putting yourself in a position where, yes, you’ve got that person, but now you still have to hire for this other role. You, you may make things more difficult for yourself in that. So make sure that you’re always going back to what did you say you needed? And if we’re deviating from that, why? And is it, is it a sound business case for making that decision? Gini Dietrich: Yeah, absolutely. Learn from me. Don’t make those mistakes. It costs a lot of time, a lot of money, and a lot of angst. It burns, some bridges. Learn from me. Chip Griffin: And, and also throughout the interview process, and I think we’ve talked about this on the, the show in the past before start thinking about those interview conversations, the hiring conversation where you’re making the offer. Think about all of those as part of the onboarding process. Because it really is a seamless transition or should be a seamless transition into the onboarding and ultimately retention. I mean, when, when we talk about retaining employees, it goes back to how the interviews went. Absolutely. The questions you asked, the way you handled yourself, all of that impacts things that will happen 6, 12, 18 months down the road or even more. Yeah. And so you need to be mindful of that and thinking about how would this person perceive the questions we ask, the process we follow, are we frankly canceling a lot of times on them during the interview process. You need to treat them with respect, if you want to be treated with respect, if you want to build a lasting relationship. So think about all of that at every step of the hiring process, from that first interview, to the last interview, to the offer, et cetera. Gini Dietrich: Absolutely, yes. It’s very, very, very important for you to be organized and prepared. Hire slowly. Those will be the things that save you from a hiring perspective. And like I said, learn from me and don’t always hire just people you like. Chip Griffin: There you go. But don’t hire people you dislike either. Gini Dietrich: So well, sure. But they also have to have the skills to do a good job. Chip Griffin: All right, well I guess with that, we’ll let you keep your job for now, so Gini Dietrich: Well thanks. Thanks. I appreciate it. Chip Griffin: On that note, we will draw this episode to a close. I’m Chip Griffin. Gini Dietrich: I’m Gini Dietrich, Chip Griffin: and it depends.

Is Georginio Wijnaldum the most underrated genius of his generation? In this episode, we look past the stats to analyze the "Art of the Invisible Game" perfected by the Dutch maestro. We break down Gini's evolution from the engine room of Jürgen Klopp's Liverpool—reliving those seismic goals against Barcelona—to his current reign as the tactical general and captain of Al-Ettifaq. Tune in to discover how this midfield metronome uses high football IQ and selfless positioning to control matches, proving that the most important player on the pitch is often the one you least expect. Georginio Wijnaldum, Liverpool FC, Al-Ettifaq, Saudi Pro League, football tactics

What happens when autobattlers fail to monetize? We pull Arto Huhta into the cast and chat about Telegram's pseudo-WeChat ambitions. Eric releases a distrack on Game Designer's obsessed social spaces, and Phil wants more blood from psychologists' nonsensical F2P "choice overload." Chris enleashes a model-meets-UGC experiment: a three-algorithm simulation that shows how recommendation systems distort consumer welfare and creator inequality. We discuss: How Arto sees the split between economy design, product management, and classical economics (hint: it's not what you think) Pets as permanent progression, and the design logic behind Nonstop Knight's monetization turnaround Why creator inequality explodes under bad reinforcement A brewing debate on regulation that is just getting started... Chapters 00:00 Journey to London: A Game Developer's Path 00:49 The Role of Economy Design in Gaming 01:20 From Academia to Game Development: Bridging the Gap 03:16 Experimentation in Game Design: Lessons Learned 05:22 The Intersection of Game Design and Economics 10:07 Understanding Game Development Roles 11:00 Monetization Strategies in Game Design 11:55 The Evolution of Publishing Models 12:42 Transitioning to Web 3: New Challenges 13:54 The Economics of Game Spending 18:27 Introduction to Game Economist Cast 19:06 Current Gaming Trends and Preferences 20:51 Game Modes and Player Engagement 22:03 The Future of Game Monetization 27:33 The Social Hub Experiment in Fighting Games 28:26 Street Fighter VI and Social Interaction 30:28 The Rise of HTML5 Games on Platforms 32:37 The Trend of Casual Games in Tech Companies 34:42 Telegram Games: A New Frontier 37:21 Challenges in Game Discovery on Telegram 38:52 User Engagement and Retention in Web3 Gaming 39:43 Consumer Welfare and Content Creation Dynamics 43:04 The Impact of Algorithms on User Experience 49:31 Heterogeneous Goods and Their Effects on Engagement 57:35 The Impact of Algorithms on Content Quality 59:04 Understanding Algorithmic Risks and User Retention 01:00:16 Exploring Algorithm Design in Gaming Platforms 01:01:54 The Role of User Choice in Content Discovery 01:04:29 The Future of Pricing Strategies in Free-to-Play Games 01:08:10 The Debate on Standardization and Market Forces Chapters (00:00:00) - The Cost of Free Speech(00:00:49) - Game of Connors Cast(00:01:16) - Meet Free-To-Play Designer Phil Rubin(00:02:43) - The Art of Being a Game Economist(00:03:59) - How to Get Out of Your Job(00:05:22) - Are You More of an Economist or a Designer?(00:07:51) - Candy Crush: Experimentation and Optimization(00:10:07) - Ex-Monetization Manager at King Publishing(00:12:30) - Have We Overreacted to Free-To-Play?(00:15:17) - Half-Off and the Price(00:18:27) - How To Make a Slop slideshow(00:18:56) - What Have You Been Playing?(00:20:35) - Clash Royale: The Future of Content(00:23:55) - How To Play Hearthstone With Re-rolling(00:25:59) - 2K XO: A Hardcore Fighting Game(00:29:37) - Fortnite vs. Monster Hunter: The Social Hub(00:30:29) - Are We Ready for Content in the Future?(00:34:24) - Facebook vs Instagram: What's The Difference?(00:34:57) - Telegram's plans for games(00:36:22) - How Telegram Could Make Games More Profitable(00:43:15) - The Probability of Encountering a Good(00:44:28) - Anatomy of Facebook's algorithm(00:49:53) - The Gini coefficient of content creators profit(00:54:30) - Measuring the social network's heterogeneous goods(00:58:58) - The Mix of Algorithms and Churn(01:01:07) - Do Algorithm Designers Care About Producer GENIE?(01:01:55) - What Should Roblox Do About Popularity?(01:03:51) - Too Much Choice in Online Content(01:05:56) - Is There Choice Overload in Mobile Games?(01:06:49) - What about discounts on hard currency purchases?(01:07:46) - Free-To-Play: Quantity Based Discounts(01:11:11) - USB 2.0: Standardization(01:12:11) - Roblox: Arto on UGC(01:13:27) - GIM economist cast episode 44

A wealthy Late Bronze Age tomb at Yavne Yam on the coast of Israel has us talking about trade, class, and real estate. How did folks at a pokey little port afford all that stuff, not to mention all the opium? Is this the Southern Levant's Boca Raton? Come for the wide-ranging discussion of social inequality, stay for shoutouts to the one and only ‘Grandpa' Al Lewis and the classic hit by Golden Earring, Radar Love!

In this episode, Chip and Gini tackle the difficult subject of firing an underperforming and problematic employee.

In this episode, Chip and Gini discuss the growing concerns surrounding AI in the agency world.

Chip and Gini discuss the authentic motivations and realities behind agency mission statements and values.

This Day in Legal History: Volstead ActOn October 28, 1919, the Volstead Act was passed by the U.S. Congress over President Woodrow Wilson's veto, laying the legal foundation for Prohibition in the United States. Formally titled the National Prohibition Act, the law was intended to provide for the enforcement of the 18th Amendment, which had been ratified earlier that year and prohibited the manufacture, sale, and transportation of intoxicating liquors.The Volstead Act, named after Representative Andrew Volstead of Minnesota who introduced it, defined what constituted “intoxicating liquors”—a key point of contention. It set the threshold at anything containing more than 0.5% alcohol by volume, thereby banning even beer and wine, which many Americans had not expected to be included. The law also outlined penalties and enforcement mechanisms, giving the federal government new policing powers.Prohibition officially began in January 1920, sparking a surge in bootlegging, speakeasies, and organized crime. While intended to curb alcohol consumption and related social problems, the law instead fueled a vast illicit economy. Enforcement proved difficult and inconsistent, and public support for Prohibition declined steadily throughout the 1920s.The Volstead Act remained in effect until the 21st Amendment repealed Prohibition in 1933, marking the only time a constitutional amendment has been entirely undone by a subsequent amendment. The legacy of the Volstead Act lingers in ongoing debates about federal regulation, moral legislation, and the limits of enforcement.In a push to speed up electricity access for the fast-growing data center sector, U.S. Energy Secretary Chris Wright has directed federal energy regulators to consider a rule that would streamline how new projects connect to the electric grid. The proposed rule, sent to the Federal Energy Regulatory Commission (FERC), would allow customers to file combined requests for both energy demand and generation at the same site—cutting study times and costs. Wright also asked FERC to explore completing grid project reviews within 60 days, a sharp departure from the years-long timelines currently common.This move comes as U.S. power demand rises sharply, largely due to artificial intelligence workloads, prompting the Trump administration to seek expanded capacity, particularly from fossil fuel and nuclear sources. Though the Energy Secretary cannot compel FERC to act, the Republican-led commission will now weigh the proposals. Industry groups like the Edison Electric Institute praised the initiative as a necessary step to stay competitive, while environmental advocates criticized the fast-tracked timelines as reckless, especially during a government shutdown.Wright also urged FERC to ease the permitting process for hydroelectric development, drawing praise from the hydropower industry, which sees regulatory delays as a major barrier to growth. The proposals reflect the administration's strategy to meet surging energy demand quickly, though they raise concerns about environmental oversight and procedural rigor.US pushes regulators on connecting data centers to grid | ReutersTexas's new Business Court, launched in September 2024 across five major cities, is quickly becoming a boon for law firms, attracting a wave of high-stakes commercial litigation and prompting staffing increases. Major firms like Jackson Walker, Norton Rose Fulbright, and Baker Botts are leading the charge, with over 220 cases already filed—far exceeding early expectations. The court, designed to compete with Delaware's Court of Chancery and bolster Texas's business-friendly reputation, is drawing interest from corporate giants like AT&T, BP, and Exxon Mobil.Lawyers are treating the venue as a prestige arena for complex business disputes, and firms are responding by hiring, publishing guides, and producing media content to market their expertise. For example, Norton Rose launched a video series on court developments, while Haynes Boone created an internal task force to track rule changes.The court's promise of faster timelines—often under 18 months compared to multi-year waits in traditional courts—is one of its major selling points. Judges are aiming to build out a body of corporate case law to make Texas a viable alternative to Delaware for resolving business disputes. Despite no trials yet, over three dozen cases are jury-bound in the next year, signaling strong demand. The court's rapid rise suggests it could reshape where and how major commercial litigation happens in the U.S.Law Firms Join Early Winners in ‘Very Hot' Texas Business CourtThe head of the American Federation of Government Employees (AFGE), the largest federal worker union, is urging Senate Democrats to help end the nearly month-long government shutdown—the second longest in U.S. history. AFGE President Everett Kelley called for an immediate reopening of the government through a “clean” short-term funding bill, aligning with a version passed by the Republican-controlled House in September.Democrats have resisted that approach, instead demanding that Republicans first agree to renew subsidies for Obamacare insurance plans. Kelley's statement increases pressure on Democrats, as federal employees begin to feel the financial strain—many missed their first full paycheck last week, and essential services like food aid and air traffic control are being impacted.Kelley also called for guaranteed back pay for all affected workers and urged bipartisan efforts to fix the broken appropriations process and address rising costs. A senior Senate GOP aide noted the union's position might signal a turning point in negotiations, potentially encouraging Democrats to reconsider the short-term funding route.Federal Worker Union Calls to End Shutdown, Pressuring DemocratsMy column for Bloomberg this week looks at Italy's decision to raise its flat tax on wealthy foreign residents—a move that reflects the unsustainability of luring the rich with short-term tax deals. Italy isn't backtracking because its plan failed outright; it's doing so because it succeeded just long enough to paper over a deeper revenue gap. The original policy, a 100,000-euro annual payment to exempt new wealthy residents from foreign income taxes, was a bold but limited solution that boosted luxury markets without delivering long-term fiscal stability. Now, Italy is bumping that fee up to 300,000 euros by 2026 to keep the scheme afloat.That's a warning for the U.S., where the Trump Tax Cuts and Jobs Act followed a similar path—offering generous upfront tax cuts to high earners with no lasting funding mechanism. Rather than building resilience into the tax system, both countries are layering short-term relief on top of structural deficits, leaving future policymakers to scramble for temporary fixes. I argue for automatic sunset provisions that scale back preferential tax treatment when equity or revenue metrics worsen, allowing tax codes to serve as stabilizers instead of giveaways. Metrics like tax revenue as a share of GDP or the Gini coefficient could trigger phaseouts without requiring political intervention.Italy's flat tax is a case study in what happens when fiscal policy becomes a subscription model for the wealthy: the price keeps going up, and the returns diminish. The U.S. is running a version of the same play, just with fewer disclosures and rosier assumptions. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.minimumcomp.com/subscribe

In this episode, Chip and Gini discuss a Reddit post about an agency leader going MIA and the repercussions for the team.

NDU GI O NA-ENYE CHINEKE OTUTO

NDU GI O NA-ENYE CHINEKE OTUTO

MMEHIE N'GBOCHI NGOZI NYE UMU CHINEKE

MMEHIE N'GBOCHI NGOZI NYE UMU CHINEKE

In this episode, Chip and Gini address a listener's question about the opportunities for growing an agency through outbound sales.

In this season 7 premier episode, the Rev. Zoë Garry is joined by Ukirk Executive Director the Rev. Dr. Virginia “Gini” Norris-Lane to talk about what is means to create intentional conversations around discernment. With over 25 years of experience working in faith communities around discernment, Gini shares stories of hope, excitement and ways to explore spaces and careers that “make you feel alive.” Rev. Dr. Virginia “Gini” Norris-Lane became the executive director of UKirk in July, 2019, after having previously served as campus minister at Schreiner University in Kerrville, TX from 2005-2019. She holds degrees from Temple Junior College (AA), Baylor University (BS in Education), Austin Theological Seminary (MDiv), and Pittsburgh Theological Seminary (Doctor of Ministry). She has been ordained in the PC(USA) since 1999. In addition to coordinating a grant for the PC(USA) from the Lilly Endowment prior to her career in campus ministry, she served congregations in San Antonio, TX, and Conyers, GA. From January 2021 to August 2023, she also served as the part-time stated supply pastor of First Presbyterian Church of Uvalde, Texas.

O índice mede o grau de concentração de renda e chegou a 0,534 em 2024, menor indicador na série histórica. Quanto mais próximo de 0, menor a desigualdade. Estudo aponta que o aumento da renda foi maior entre os 40% mais pobres, o que ajudou a diminuir a taxa de pobreza nessas regiões.Sonora:

Terungkap betapa bobroknya tata kelola PT Pupuk Indonesia Persero yang menyeret sejumlah nama direksi karena adanya surat edaran yang ternyata bikin heboh isinya.

In this episode, Chip and Gini discuss the impact of AI on small agencies, focusing on the high expectations and possible disappointments it poses.

In this episode, Chip and Gini discuss how to handle situations when the problems affecting an agency's client relationship stem from external contacts.

Rhodri Davies sy'n clywed hanes Teilo Iesu Mawredd gan y perchennog, John Eirian Davies.

In this episode, Chip and Gini discuss the common practice of providing free proposals and baseline ideas to clients.

Let's start with a number: 63. That's South Africa's Gini index score, a measure of income inequality. Zero means perfect equality, 100 means total inequality. At 63, South Africa is the most unequal country in the world. Why such a high score? Where does it still exist? So who are the Afrikaners? In under 3 minutes, we answer your questions! To listen to the last episodes, you can click here: What is hobby dating? Is breakfast really the most important meal of the day? Is there any truth that lemon water is good for you? A podcast written and realised by Amber Minogue. Learn more about your ad choices. Visit megaphone.fm/adchoices

CHINEKE BU NMO

INBAL reabre museos, pero Vasconcelos sigue cerrada  Azcapotzalco invita a celebrar el Grito  Tragedia en Congo: 86 muertos en naufragio  Más información en nuestro podcast

In this episode, Chip and Gini discuss how agency owners should handle employees with physical and mental health concerns.

In this episode, Chip and Gini discuss how to manage situations where clients want to terminate contracts early.

Chip and Gini discuss how AI is perceived to speed up work, leading clients to have unrealistic expectations regarding turnaround times and pricing.

In this episode, Chip and Gini focus on the issue of employees over-servicing clients.

This week, Monika steps back from the noise of partisan debates to ask: how is India really doing? It's a difficult question to answer amid competing political narratives, but the data tells a story of steady progress. India is still the world's fastest-growing major economy, with GDP set to grow at 6.5% this year. Per capita income has risen at 7.6% annually over two decades, and poverty has fallen sharply—from 27% in 2011 to just over 5% in 2022. That's nearly 270 million people lifted out of poverty. This has also helped reduce inequality, with India's Gini coefficient improving steadily. At the core is India's growth-plus-redistribution model, where welfare spending and rising incomes have worked together. Better nutrition and improved consumption among the poorest households are signs of a broader shift.While macro indicators are strong—low inflation, a cleaned-up banking system, and fiscal discipline—there are still structural hurdles. Judicial delays, corruption, regulatory overreach, and burdensome compliance rules raise costs and hold back investment. More than 26,000 legal provisions carry jail terms for minor infractions. These frictions act as invisible brakes on growth. But the overall direction is positive. India has come a long way from the deprivation of the 1990s. The poverty-to-prosperity journey is ongoing, and the report card today shows a solid B+.In listener questions, Ahalya asks whether Sukanya Samriddhi Yojana or mutual funds are better for her daughter's long-term future. Riya from Navi Mumbai wonders if she should exit her old LIC policies and shift to mutual funds. Tarun asks if EPF and PPF count as debt in his asset allocation and how to redeploy maturing PPF amounts.Chapters:(00:00 – 00:00) India's Report Card: Growth, Poverty, and Inequality(00:00 – 00:00) The Persistent Roadblocks to India's Progress(00:00 – 00:00) Investment Options for a Girl Child's Future (00:00 – 00:00) Should I Exit My LIC Policies and Shift to Mutual Funds?(00:00 – 00:00) Is My SIP Telling the Right Story for My Financial Goals? If you have financial questions that you'd like answers for, please email us at ⁠mailme@monikahalan.com⁠ Monika's book on basic money management⁠⁠https://www.monikahalan.com/lets-talk-money-english/⁠⁠Monika's book on mutual funds⁠https://www.monikahalan.com/lets-talk-mutual-funds/⁠Monika's workbook on recording your financial life⁠⁠https://www.monikahalan.com/lets-talk-legacy/⁠⁠Calculators⁠⁠https://investor.sebi.gov.in/calculators/index.html⁠⁠You can find Monika on her social media @monikahalan. Twitter ⁠⁠@MonikaHalan⁠⁠Instagram ⁠⁠@MonikaHalan⁠⁠Facebook ⁠⁠@MonikaHalan⁠⁠LinkedIn ⁠@MonikaHalan⁠Production House: ⁠www.inoutcreatives.com⁠Production Assistant:⁠ Anshika Gogoi⁠

On this special edition of PR 360, we're revisiting a standout episode that perfectly captures what we aim to do with the show. It's a March 2024 interview with Gini Dietrich, founder of the influential Spin Sucks blog and author of Spin Sucks: Communication and Reputation Management in the Digital Age. This episode checks all the boxes—it's fun, insightful, and packed with valuable takeaways on thought leadership, the evolution of Spin Sucks from a blog into a movement, and even Gini's take on why Taylor Swift is a brilliant marketer.Key Takeaways:- The Spin Sucks story- Why thought leaders should be bold- Why Gini loves AIEpisode Timeline:2:40 How to come up with podcast ideas4:00 Why is Taylor Swift a great marketer?5:40 How Spin Sucks grew from a blog to a movement7:40 Why ethics is the backbone of Spin Sucks9:50 How to define results with a client11:00 The PESO model13:50 The importance of creating authority and trust14:40 Gini on thought leadership17:40 Gini's thoughts on AIThis episode's guest:· Gini Dietrich on LinkedIn· The Spin Sucks websiteSubscribe and leave a 5-star review:https://pod.link/1496390646Contact Us!• Join the conversation by leaving a comment!• Follow us on Facebook, Twitter, Instagram, and LinkedIn!Thanks for listening! Hosted on Acast. See acast.com/privacy for more information.

In this episode, Chip and Gini discuss the importance of having a clear vision for where an agency is headed while also acknowledging the need for strong operational skills.

CHINEKE NA SI BIA KA ANYI RE NRI

In this episode, Chip and Gini discuss the frequent occurrence of receiving offers to buy agencies and how to handle these communications.

In this episode, Chip and Gini discuss the challenges of dealing with team members who may not be enthusiastic about the clients or the work your agency is doing.

In this episode, Chip and Gini discuss how agency owners should handle situations when an employee resigns.

Dagens afsnit handler om ferieanbefalinger og hvilke vinmagere man med fordel kan tage på visit hos. Og så er der i det hele taget god stemning i studiet med små sidehistorier hist og her.   Vi skal også høre lidt anti-besøgshistorier fra Italien og Bourgogne og om Jonas' tur til den hvide strand i Toscana; Spiaggie Bianche.   Husk at der ligger lignende rejseafsnit i de forrige sæsoner. Så hvis din rejse går til andre destinationer, så kig tilbage i podcast-feeded og find de gamle afsnit.    Vi anbefaler:     ALTO ADIGE   1. Weingut Niedrist - https://www.ignazniedrist.com/   2. Pacherhof - https://www.pacherhof.com/it   3. Manni Nôssing - https://www.manninossing.it/   4. Manincor - https://www.manincor.com/en/wines.html   5. Cantina di Caldero (Kaltern) - https://www.kellereikaltern.com/   6. Tiefenbrunner - https://www.tiefenbrunner.com/en   7. Tramin - https://cantinatramin.it/en/home-english/   8. Hoffstätter - https://www.hofstatter.com/en/   9. Elisabetta Foradori - https://www.agricolaforadori.com/       LOMBARDIET   1. Walter Massa - https://vignetimassa.com/   2. La Colombera - https://www.lacolomberavini.it/en/   3. Regionen Oltrepò Pavese       GARDASØEN   1. Villa Calicantus - https://www.villacalicantus.it/en/wine-tasting-in-bardolino-lake-garda/   2. Monte del Frà - https://www.montedelfra.it/en/   3. Ca dei Frati - https://cadeifrati.it/en/   4. Besøg evt. Valpolicella og       SOAVE   1. Gini - https://www.ginivini.com/en   2. Suavia - https://www.suavia.it/   3. Pieropan - https://www.pieropan.it/       BODENSEE   1. Aufricht - https://aufricht.de/   2. Hagnauer - https://hagnauer.de/?lang=en   3. Markgraf Von Baden - https://www.markgraf-von-baden.de/       MOSEL & RHEINGAU   1. Weingut Dr. Corvers-Kauter - http://www.corvers-kauter.de/     2. Daniel Twardowski - http://wp.pinot-noix.com/   3. Restaurant i Mosel - Die Mosel Vinothek & Winebar (Traben Trarbach, Mosel)     ..................... Køb vores nye bog "Bobler for begyndere og øvede" her: https://www.saxo.com/dk/bobler-for-begyndere_bog_9788773396568 Eller vores bog om vin her: https://www.saxo.com/dk/vin-for-begyndere_bog_9788773391303 Støt Vin for begyndere podcast her https://vinforbegyndere.10er.app/ Besøg os på Facebook og Instagram, hvor man kan se billeder af vinene og få tips til vin og mad sammensætning. https://www.facebook.com/vinforbegyndere https://www.instagram.com/vinforbegyndere Web: https://www.radioteket.dk/ Kontakt: radioteket@radioteket.dk Musik: Jonas Landin Lyt vores bog som lydbog her: Køb den her https://www.saxo.com/dk/vin-for-begyndere-og-oevede_lydbog_9788773397374  

ONYE OZI CHINEKE

In this episode, Chip and Gini highlight the challenges and potential pitfalls of over-relying on AI for content creation in PR and marketing.

Chip and Gini discuss the common scenario where clients give last-minute requests and share strategies for becoming part of the planning process earlier.

Follow us @ActivateChurch on FaceBook and InstagramSupport the show

Follow us @ActivateChurch on FaceBook and InstagramSupport the show

In this episode, Chip and Gini discuss whether or not employees can be encouraged to be "more strategic".

In this episode, Chip and Gini delve into the topic of scope creep in agencies.

Chip and Gini cover topics such as the importance of being confident in your pricing, avoiding negotiating against oneself, and the benefits of premium pricing.

Chip and Gini explore the different types of burnout, including cyclical and long-term burnout, and offer strategies to identify, cope with, and prevent it.

"You cannot negotiate against yourself. Ask questions, gather data, be prepared—but don't assume the answer before you even start the conversation." - Gini DietrichWhat if the thing holding you back from making more money… is you? In this episode of Transformative Leadership Conversations, I'm chatting with Gini Dietrich, a seasoned PR pro and the founder of Spinsucks. Gini's not just a business owner, she's someone who's learned the hard way about money, confidence, and leadership.From a tough start to building an incredible business, Gini's story is a testament to what happens when you get real about your value—and how so many of us (especially women) hold ourselves back from truly owning it. If you've ever second-guessed your pricing, been nervous to ask for a raise, or just don't know how to explain your value to others—this episode is for you.You'll hear us discuss:It's not just numbers, it's mindset: A big part of negotiation skills is about your confidence—and often, fear. Gini talks about why it's important to learn how to overcome this, to get paid what you are worth.It's not just numbers and mindset, it's also about the right formula: Pricing isn't some mysterious or random guess—it's about knowing your costs and the profit you want to make. Gini explains how the correct price is actually calculated by factoring in your expenses plus the profit you aim for, and why you need to treat your rates as an evolving process, not a static figure.Confidence is a muscle: Whether you're running your own business or climbing the corporate ladder, confidence isn't automatic. Gini shares how building financial confidence is something you have to work at, constantly.Stop negotiating against yourself: So many of us do this without realizing it! Gini talks about the hidden ways we sabotage ourselves before we even sit down for that important conversation with a boss or client—and how to stop that cycle.Keep it professional: When you're asking for more—whether it's a raise or a new project—don't bring in personal stuff like credit card debt. Gini's advice? Stick to the value you bring to the table, not what you need to solve personal problems.Focus on the value, not the ‘deserve' factor: We often approach negotiations by asking, “Why do I deserve this?” Gini flips the script and explains why it's all about showing your boss, your clients, or even yourself, how much value you're adding.Data, data, data: You need to be armed with the facts when it comes to negotiating. Gini shares why doing your research and having the numbers to back up your requests is so critical to making your case.This isn't just for business owners: Even if you don't run your own company, this conversation is packed with practical advice for anyone looking to take charge of their career and negotiate for what they're worth.ResourcesGini Dietrich on Spin Sucks | LinkedInWinnie da Silva on LinkedIn | On the Web | Substack | Email - winnie@winnifred.org

In this episode, Chip and Gini discuss the latest quarterly SAGA owner survey, which provides a mixed bag of results for agencies.