Podcasts about goal process ongoing improvement

Get subscriber-only episodes instantly, plus email-exclusive insights and guest previews every week - sign up at https://www.realestateteamos.com/subscribeEpisode 025 of Real Estate Team OS features Nick McLean, Owner and CEO of Nick McLean Real Estate Group, author of Million Dollar Agent, cofounder of Reside Platform, and coach to top teams and team leaders.After serving as a wildland firefighter and 747 pilot, Nick started a team in a new market and grew it from 6 agents and 1 staff to 40 agents and 7 staff, from 100 units to 500 units, and from $0.5M in revenue to $5M in revenue over a 10-year period.Learn how operations in general and onboarding and training in particular differentiated his team - and why those things will matter more for your team in the years to come.Watch or listen to this episode for Nick's insights into:- The need to be in sync as a team- The role of belief statements (relative to mission statements and core values)- Starting a team in a new market and at a time when there were very few teams- Thinking of your business as a manufacturing business and resolving bottlenecks in the flow (with hiring as the last resort solution)- Onboarding, training, and standards as the differentiating factors for your real estate team- Four specific ways to improve training and its value to your team- The critical importance of knowing the game you're playing (and sticking to it)- Why “teams are going to continue to dominate” but how the Pareto principle will wash out teams that aren't lean, tight, agile, and competitiveAt the end, learn how Nick's experience as a wildland firefighter informed the squadron model for real estate teams, where he takes calculated, Storage-War-type business risks, what there's an unlimited budget for, how he gets hours and hours of podcasts and audiobooks in, and when his daughter's on her own with homework.Connect with Nick McLean:- https://www.instagram.com/nickmcleanre/- https://www.facebook.com/nickmcleanrealestateCheck out Nick's businesses:- https://www.nickmcleanrealestate.com/- https://resideplatform.com/Books mentioned in this episode:- Million Dollar Agent by Nick McLean: https://www.amazon.com/Million-Dollar-Agent-Proven-Playbook/dp/B0C9FXJ8K9- Same As Ever by Morgan Housel: https://www.amazon.com/Same-Ever-Guide-Never-Changes/dp/0593332709- The Goal by Eliyahu Goldratt: https://www.amazon.com/Goal-Process-Ongoing-Improvement/dp/0884271951Learn more about Real Estate Team OS: - https://www.realestateteamos.com- https://linktr.ee/realestateteamosFollow Real Estate Team OS: - https://www.instagram.com/realestateteamos/- https://www.tiktok.com/@realestateteamos Get subscriber-only episodes instantly, plus email-exclusive insights and guest previews every week - sign up at https://www.realestateteamos.com/subscribe

In today's episdoe, Mark and Jesse discuss the importance of developing good systems, not just in business but in life! Mark shares a recent experience in which his wife left for a few days on a retreat, leaving Mark to handle her usual duties. Mark was faced with a lack of systems in day to day tasks, and enough friction to sit her down after the retreat and have a talk about family systems. Kate agreed, and, within a few weeks, became a systems expert, looking for every avenue she could find to create better processes.   Good systems aren't just for increasing business profit, they're for improving quality of life, relationships, and family harmony too!   The Goal by Eliyahu Goldratt and Jeff Cox https://www.amazon.com/Goal-Process-Ongoing-Improvement-dp-0884271951/dp/0884271951/ref=dp_ob_title_bk     Mark Butler, Virtual CFO The Money School: https://moneyschool.works https://markbutler.com https://letsdothebooks.com   YNAB https://www.youneedabudget.com

Warning: The future of Accounting is on a thrilling ride. Discover a world where technology is shaking the very foundations of old-school number crunching! In this episode, we dive headfirst into the whirlwind of change gripping the accounting profession. Whether you're a CPA, C-Suite executive, business owner, or aspiring accountant, after listening to this episode, you might be reeling from the burst of knowledge bombs Jody Padar and Bill Keller drop.  Here are a few takeaways that'll get you thinking about AI, the future of accounting, and those coveted soft skills. 1. AI and automation are more than just buzzwords; they're the new rivals in the accounting arena. 2. The seismic shift in pricing models - every figure and forecast is under the microscope. 3. Think AI and Automation will eliminate staffing shortages? Think again! 3. Adapting to change isn't just a survival tactic; it's a competitive sport in which only the most agile contestants win and competition pops up in the most unexpected ways.   3 Ledger Lines to Ponder: - "Rethink, retool, reprice – it's the accountant's new mantra." – Jody Padar - "Technology is the symphony, but people are still the composers." – Bill Keller - "Forget what we know, the future of finance is a brand new show." – Ira S Wolfe   Resources: Jody Padar, The Radical CPA, https://www.linkedin.com/in/jody-padar-18a9711/ Bill Keller, Staffing Global https://staffingdifferent.com   Recommended Reading:  Radical Pricing (Keep an eye out for Jody Padar's upcoming book—Spring 2024) The World Is Flat, https://www.amazon.com/World-Flat-3-0-History-Twenty-first/dp/0312425074/ref=sr_1_1 The 4-Day Workweek,  https://www.amazon.com/4-Hour-Workweek-Expanded-Updated-Cutting-Edge-ebook/dp/B002WE46UW/ref=sr_1_1 The Goal, https://www.amazon.com/Goal-Process-Ongoing-Improvement/dp/0884271951/ref=sr_1_1

In our latest episode of the After Dinner Leadership Podcast with Debbie Jenkins, we hear insights about how to tackle the current credibility crisis and we learn some tips about how to turn our ideas into valuable assets. We also delve into the three leadership lessons that Debs wished she learnt earlier.So please, pull up a seat and join our After Dinner leadership conversation!https://www.amazon.co.uk/Goal-Process-Ongoing-Improvement/dp/0566086654Connect with us on LinkedIn Follow us on Instagram Subscribe on YouTube If you would like to feature on the Podcast, please get in touch! mailto: info@withleadership.co.uk Thank you for listening!

Have you been running ads and getting some results, but still find yourself wondering how to make them even better? Perhaps you're curious about the key elements you need to consider in order to optimise your ad performance. Then this episode is for you! Join us in today's episode as we dive into the world of advertising and focus on an important aspect: understanding constraints to enhance the effectiveness of your ads. We also unravel the intricacies of ad constraints and explore how they can be used to your advantage. Understanding these constraints is crucial as they can significantly impact the success of your advertising campaigns. By the end of this episode, you'll have a solid understanding of how constraints can shape your ads and the steps you can take to enhance their performance. What are you waiting for? Tune in and unlock the secrets to transforming your ads into powerful marketing tools! Episode Highlights: 00:00 - Welcome to another episode of The Kim Barrett Show 00:56 - What is a constraint? 01:25 - Optimising and improving constraints at every level of your business 02:43 - How do you know if your landing page is converting? 03:38 - What's causing high cost per click? 04:44 - 3 things to test before changing your target 06:15 - How to look and identify the constraints in your ads Resource Links: The Goal by Dr. Eliyahu Goldratt https://www.amazon.com.au/Goal-Process-Ongoing-Improvement/dp/0884271951 Your Social Voice Website (https://www.yoursocialvoice.com.au/) Join our Mogul Mastermind (https://www.mogulmastermind.com.au/) Connect with Kim Barrett: Follow Us on Facebook https://www.facebook.com/mrkimbarrett Follow me on Instagram https://www.instagram.com/realkimbarrett/ Follow me on TikTok https://www.tiktok.com/@realkimbarrett Thank you so much for listening! If you liked this episode, please don't forget to subscribe, tune in, and share this podcast. Subscribe to YouTube https://bit.ly/3ApZLpL Subscribe to Apple Podcasts: https://apple.co/3HdveiD Subscribe to Spotify: https://spoti.fi/41FjhdC Subscribe to Stitcher: https://bit.ly/3oGZXOP Subscribe to Google Podcasts: https://bit.ly/41SypE8 Subscribe to Omny: https://bit.ly/3oLl8ip See omnystudio.com/listener for privacy information.

Brought to you by Amplitude—Build better products | Eppo—Run reliable, impactful experiments | Ahrefs—Improve your website's SEO for free—Casey Winters is a longtime and legendary advisor and operator. He's worked with companies like Airbnb, Faire, Canva, Whatnot, Thumbtack, Tinder, and Reddit and until recently was the Chief Product Officer at Eventbrite, where he managed the PM, design, research, and growth marketing teams. Before Eventbrite, he led growth and product teams at Pinterest and Grubhub. In today's episode, we discuss what Casey calls the “zero interest rate phenomenon” product manager and how to avoid becoming one. He provides valuable insights on thinking outside popular frameworks, shipping products efficiently, and avoiding overreliance on user research. We explore the three types of network effects, how to leverage them, and how to break someone else's network effect. Finally, Casey shares his contrarian approach to interviewing product managers and his thoughts on the future of PM roles with AI.—Find the full transcript at: https://www.lennyspodcast.com/thinking-beyond-frameworks-casey-winters-pinterest-eventbrite-airbnb-tinder-canva-reddit-grubhub/—Where to find Casey Winters:• Twitter: https://twitter.com/onecaseman• LinkedIn: https://www.linkedin.com/in/caseywinters/• Blog: https://caseyaccidental.com/—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• Twitter: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Casey's background(03:36) What Casey is up to(05:24) Why the CPO position is frequently short-lived(07:26) What Casey learned in his role as CPO of Eventbrite(10:15) The “zero interest rate phenomenon” product manager(12:17) Advice for thinking outside common frameworks(18:35) When to bring in research(21:16) What Whatnot does(21:59) Casey's approach to interviewing PMs (23:29) Red flags in interview responses(24:27) The future of product management with AI(27:47) Founder intuition vs. team expertise(33:33) How to influence founders(37:17) Adding the delivery driver app at Grubhub(40:00) Network effects(43:10) Why Zillow is a sticky product(44:05) How Grubhub's network effect got taken over by DoorDash and Uber Eats(51:47) Don't underestimate the competition(54:43) SaaS adding marketplace and vice versa(01:02:30) Defining marketplaces(1:03:34) What Substack is nailing(1:05:43) Tips for B2C subscription startups(1:13:15) Lightning round—Referenced:• Casey Winters on Lenny's Podcast previously: https://www.lennyspodcast.com/how-to-sell-your-ideas-and-rise-within-your-company-casey-winters-eventbrite/• Whatnot: https://www.whatnot.com/• The 700-calorie breakfast you should eat if you want to live forever, according to futurist Ray Kurzweil: https://www.businessinsider.com/what-ray-kurzweil-eats-to-live-forever-2016-4• The Way of the Gun on Hulu: https://www.hulu.com/movie/the-way-of-the-gun-0fc9590c-3f85-48ab-96e9-1da1b9695065• Notion AI: https://www.notion.so/product/ai• Zapier: https://zapier.com/• Founder intuition vs. team expertise vs. customer expertise: https://caseyaccidental.com/founder-intuition-team-expertise/• Erika Warren on LinkedIn: https://www.linkedin.com/in/erika-warren/• Alyssa Ravasio (Hipcamp) on LinkedIn: https://www.linkedin.com/in/alyssa-ravasio-23114717/• Marketplace supply strategy: comprehensive, exclusive, or curated: https://a16z.com/2021/03/31/marketplace-supply-strategy/• Nassim Taleb on Twitter: https://twitter.com/nntaleb• The Innovator's Dilemma: The Revolutionary Book That Will Change the Way You Do Business: https://www.amazon.com/Innovators-Dilemma-Revolutionary-Change-Business/dp/0062060244• OpenTable: https://www.opentable.com/• Booking.com: https://www.booking.com/• Faire: https://www.faire.com/• How to increase your retention: https://www.lennysnewsletter.com/p/how-to-increase-your-retention-issue• The Goal: A Process of Ongoing Improvement: https://www.amazon.com/Goal-Process-Ongoing-Improvement/dp/0884271951• Thinking, Fast and Slow: https://www.amazon.com/Thinking-Fast-Slow-Daniel-Kahneman/dp/0374533555/r• Profit from the Core: A Return to Growth in Turbulent Times: https://www.amazon.com/Profit-Core-Return-Growth-Turbulent/dp/1422131114/• Party Down on Starz: https://www.starz.com/us/en/series/party-down/2011• The Last of Us on HBO: https://www.hbo.com/the-last-of-us• Station Eleven on HBO Max: https://www.hbomax.com/series/urn:hbo:series:GYZWoOQ6F9cLDCAEAAABP• Kicking and Screaming on Netflix: https://www.netflix.com/title/70052286• Raven by Kelela on Spotify: https://open.spotify.com/album/06uhdSmIYrWRkdnAPjcRcT• Optical Delusion by Orbital on Spotify: https://open.spotify.com/album/2jQbFspnSh7erex6RDKQGJ• Stakes Is High by De La Soul on Spotify: https://open.spotify.com/album/3jlC2uhYNrhikZXLviEnpu—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe

Bio  Evan is the Founder and CEO of the Business Agility Institute; an international membership body to both champion and support the next-generation of organisations. Companies that are agile, innovative and dynamic – perfectly designed to thrive in today's unpredictable markets. His experience while holding senior leadership and board positions in both private industry and government has driven his work in business agility and he regularly speaks on these topics at local and international industry conferences.    Interview Highlights  01:10 Nomadic childhood  08:15 Management isn't innate  14:54 Confidence, competency and empathy  21:30 The Business Agility Institute  31:20 #noprojects  Social Media/ Websites:           LinkedIn: https://www.linkedin.com/in/evanleybourn/          Facebook: https://www.facebook.com/eleybourn          Twitter: @eleybourn          Websites: o   Business Agility Institute https://businessagility.institute/  o   The Agile Director (Evan's personal site): https://theagiledirector.com/          Books/ Articles                   #noprojects: A Culture of Continuous Value by Evan Leybourn and Shane Hastie https://www.amazon.co.uk/noprojects-Culture-Continuous-Value/dp/1387941933          Directing the Agile Organisation: A Lean Approach to Business Management by Evan Leybourn https://www.amazon.co.uk/Directing-Agile-Organisation-approach-management-ebook/dp/B01E8WYTQ6          Out of the Crisis by W. Edwards Deming https://www.amazon.co.uk/Out-Crisis-Press-Edwards-Deming/dp/0262535947          The Goal by Eliyahu Goldratt https://www.amazon.co.uk/Goal-Process-Ongoing-Improvement-ebook/dp/B002LHRM2O          Sooner, Safer, Happier by Jonathan Smart, Jane Steel et al https://www.amazon.co.uk/Sooner-Safer-Happier-Antipatterns-Patterns/dp/B08N5G1P6D          Dare to Lead by Brene Brown https://www.amazon.co.uk/Dare-Lead-Brave-Conversations-Hearts/dp/1785042149          Article: Evan's Theory of Agile Constraints https://theagiledirector.com/article/2017/04/27/evans-theory-of-agile-constraints/ Episode Transcript  Ula Ojiaku (Guest Intro): Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener.  Ula Ojiaku  I am honoured to have with me Evan Leybourn, he is the founder and CEO of the Business Agility Institute, an international membership body that champions and supports the next generation of organisations. I am really, really pleased to have you here. Thank you for making the time Evan.  Evan Leybourn  Thank you Ula, I'm looking forward to this.  Ula Ojiaku  Awesome, now, so I always start with my guests and I'm very curious to know who is Evan and how did you evolve to the Evan we know right now today?  Evan Leybourn  I suppose that's a long one, isn't it? So I'm Australian, I was born in a small country town in the middle of nowhere, called Armadale, it's about midway between Sydney and Brisbane, about 800 kilometers from both, about 200 kilometers inland, and moved to Sydney when I was fairly young. Now I've spent my entire childhood moving house to house, city to city. So  the idea of stability, I suppose, is not something that I ever really had as a child. I'm not saying this is a bad thing. I don't, I had as good as childhood as any, but it's, I love moving, I love new experiences and that's definitely one of the, I think drivers for me in, when I talk about agility, this idea that the world changes around you. I think that a lot of that early childhood just, disruption, has actually put me in a pretty good place to understand and deal with the disruption of the world and then so, well, we've got COVID and everything else right now. So obviously there is a big, there are issues right now, and disruption is the name of the game. I started my career as a techie. I was a systems administrator in Solara Systems, then a programmer, and then a business intelligence data warehousing person. So I've done a lot of that sort of tech space. And, but you mentioned like the Business Agility Institute and this is the organisation I work now, but probably have to go back to 2008 when, I've been using agile, capital A agile, Scrum and XP, primarily a little bit of FDD in a data warehousing business intelligence space. And in 2008, I got promoted to be an executive in the Australian Public Service. And this was, I think, my first exposure to like, before that I'd run teams, I'd run projects, I knew how to do stuff. And like being a first level leader or project manager, it's, everything is personal. I don't need process, I don't need all those things that make organisations work or not work as the case may be, because when you've got seven people reporting to you, like that's a personal form of management.  So when I became a director, this was, I think, my first exposure into just how different the world was when, well the world of business was. And, I'll be blunt, I wasn't a good director. I got the job because I knew what to do. I knew how to, like, I could communicate in the interview how to like, build this whole of governments program, and that isn't enough. I had this assumption that because I was good at X, I would be good at being a leader of X and that's not the case. And so I actually, there's a concept called the Peter principle, being promoted to your level of incompetence. And that was me. I, it's, that's literally, I didn't know what I was doing, and of course, no one likes to admit to themselves that they're a fraud. It took my boss at the time to tell me that I was arrogant, because, and, and that actually hurt because, it's like, I don't see myself as arrogant, it's not part of my mental model of myself. And so, that push, that sort of sharp jab at my ego, at my sense of self was enough to go, hang on, well, actually, maybe I need to look at what it means to be a leader, what it means to create that kind of skillset, and I had this idea at the time that this thing that I'd been doing back as a techie called agile, maybe that might help me with, help me solve the problems I was facing as an executive – coordination, collaboration, not amongst seven people, but amongst like five, six different government agencies where we're trying to build this whole of government program and long story short, it worked. And this was sort of my first ‘aha moment' around what we sort of now would call, or what I would now call business agility, though definitely what I was doing back in 2008 was very, a far cry from what I would think of as good business agility. It was more like agile business, but that's what sort of set me up for the last, almost 15 years of my career and helping and advocating for creating organisations that are customer centric with employee engagement, engaged people, that idea of, we can be better if we have, take these values and these principles that we hold so dear in a technology space and we make that possible, we make that tangible in a business context. So it's a bit rambly, but that's kind of the journey that got me to where I am.  Ula Ojiaku  Not to me at all. I find it fascinating, you know, hearing people's stories and journeys. Now, there's something you said about, you know, you, weren't a good director, you knew how to do the work, but you just didn't know, or you weren't so good at the leadership aspects and then you had a wake up moment when your boss told you, you were coming off as arrogant. Looking back now and knowing what you now know, in hindsight, what do you think where the behaviours you were displaying that whilst it wasn't showing up to you then, but you now know could be misconstrued as arrogance?   Evan Leybourn  So let me take one step. I will answer your question, but I want to take it one step before that, because I've come to learn that this is a systemic problem. So the first thing, I shouldn't have been given that job, right. Now, do I do a good job? Eventually, yes, and I grew into it, and I'm not saying you need to be an expert in the job before you get it. Learning on the job is a big part of it, but we as a society, see that management is innate. It's something that you have, or you don't, and that's completely wrong. You don't look at a nurse or a doctor or an engineer and think, I can do their job. No, you think if I go to university and train, I can do that job. I don't think we look at a janitor and go, I can do their job without training. And a janitor is going to receive on the job, like it might be a couple of days, but they're going to receive on the job training. There was a study by, I think it was CareerBuilder, 58% of managers receive no training. We just have this assumption that I'm looking at my boss, I can do their job better than them. And maybe you can, but better isn't the same as good. Like, if they've reached their levels in competence, yes, you could probably be better, but not good. And so I think the skills of management are, it's an entirely different skillset to what, the thing that you are managing. And so I was good at, I was Director of Business Intelligence, so I was good at business intelligence, data warehousing systems. I didn't have the skills of management, no, running a thirty-five million dollar P&L, coordinating multiple business units, building out those systems and actually designing the systems that enabled effective outcomes. And so I think, I'm going to touch on two things. The first is, people and I, definitely, should have invested in learning how the skills of management before I became a manager. Not so that you're perfect, not so that you're an expert manager before you start, because you will learn more on the job than you ever will, from anything before you, before you do that job. But I didn't, it's the, I didn't know what I didn't know. I didn't know I was a bad manager. I was completely blind to that fact. I knew that outcomes weren't happening and that I was struggling, but half the time, it's a, why won't people listen to me? Why wouldn't they do what I say? Right, which, okay, yes, definitely not servant leadership material, but I didn't even know servant leadership was a thing. Right, so that's the point. At a minimum, I should have known what it took to be a manager, the skills that were going to be required of me. I should have made some investments in building that before I took that job, which is now the second point as to, they shouldn't have given me the job. And, again, this goes to that systemic problem.  I forget who like, there was like a Facebook, like, or a Reddit, like screenshot tweet, meme thing. And I saw it like six or seven years ago, and it stuck with me ever since. It was ‘God save us from confident middle-aged white men'. And I wasn't middle-aged, I was the youngest director in the public service at the time, but I definitely was confident. And for those of you not watching the video, I am white. So, the privilege and the assumption, I carried confidence into the interview, of course I can do the job, I run this team, I know how to do, like I know business intelligence and I know how to design business development systems, and it's like, sure it's a different scale, but it's the same thing. And because I came across as confident, because I thought I could do the job. I thought it was just what I was doing before, plus one, right. But it wasn't, because sure, I could do the plus one part, but that was 30% of the role. I was completely missing everything else. And so that's that other systemic problem, which I have learnt, sadly, over the last decade and a half, in terms of just, we overvalue confidence, then empathy, we overvalue confidence over skill. And I had one, I was empathetic. I didn't have, and, but I was weak at the skills, the management skills, I should have had all three, competence, confidence and empathy, but we value in interviews, as hiring managers, we interview confidence a lot more than the other two. And that is, I think the, one of the real systemic problems we have in the world, especially in tech, but just generally in the world.  Ula Ojiaku  Awesome. I mean, I was going to ask you, you know, what were those skills, but you've kind of summarised in terms of competence, confidence and empathy. So, well, I'm glad to hear the story had a happier ending, because you definitely changed course. So now knowing, again, what you now know, and you're speaking to Evan of 2008, what are the things, before going for that job, would you have told him to skill up in to be prepared for management?   Evan Leybourn  So, let me get very specific. So confidence, competence, empathy for me, those are the, so  this is something that I came up with, or I don't know where this idea emerged from, it's something that I've carried with me for the better part of a decade. For me, those three attributes are my measures of success. If I can have all three, that's what can make me successful. Now in terms of, going deeper than some of the specific skills that we need, that I needed, so the first one, emotional intelligence. Now, I know that's broad and fuzzy, but there were many times, and many times since I'm not saying I'm perfect and I'm not perfect now. This last week, there have been challenges where it's like I've misobserved, and I wish I had seen that, but being able to understand when you're not hearing somebody, when they're talking to you and you're listening, but not hearing, and so the emotional intelligence to sort of read and understand that there's a gap, there's something missing between what is being said and what is being processed up there in the little grey cells. The other one that, a couple, I'll call it emergent strategy. So, this idea of the three-year plan is completely ridiculous, it's been wrong for 30 years, but we don't develop enough of the counter skill, which is being able to take an uncertain environment, where there's insufficient information and ambiguity, make a decision, but design that decision with feedback loops so that, you know the decision is probably, right, that strategic decision is probably wrong, so rather than sort of run with it for three months and then make another decision, it's designed with these feedback loops, so it's, the next decision is better because you, it's the whole strategic system is designed to create those loops. And that was a key skill that I was missing, in that, this is the government, like I was a Prince 2 Project Manager, an MSP programme manager. I knew how to build the Gantt charts, and I was also an agilest, like I've been doing Scrum for the past five years, but like Scrum at a team level and agility at a business level was not something that many people had even thought about. And so, all of the programme level strategy was not agile. Again, this is 2008, and so we had this,  if I had known how to build an emergent, adaptive strategy, a lot of the challenges, the systems level challenges would have been resolved. And I could go a long time, but I'll give you one more.   So, I'm going to say communication, but not in the way that I think many people think about it. It's not about like conveying ideas or conveying messages, but it is that empathetic communication. It goes with that emotional intelligence and so forth, but it's the ability to communicate a vision, the ability to communicate an idea, and intent, not just the ability to communicate a fact or a requirement, like those are important too, but I could do those, but I had a large teams of teams across, not all of them reported to me, this was a whole government program. So there were people who reported to the program, but their bosses were in a completely different company, government department to me. And so I needed to learn how to align all of these people towards a common vision, a common goal beyond just a here's your requirements, here's the Gantt chart for the program. Please execute on this 1, 2, 3, 4, 5, right, which, sure, they did, but it's, they would, what's the saying? I think it was Deming, give someone a measurable target and they will destroy the company in order to make it. And you give them these, it's like, they will do like what that Gantt chart says, even if the world changes around them and it's the wrong thing to do, and we know, we've learned a lot better as a world, the idea of program level agility is pretty standard now, but 2008, it definitely, wasn't definitely not in government, definitely not in Australia. So, if I had been able to communicate intent and vision and get them aligned to that vision, and not just aligned to a Gantt chart, we would have been a lot more successful, we'd have a lot more buy-in, a lot more engagement. So, there's more, a lot more, but those would be, I think, some of the three that I would say really, really learn before you get the job.   Ula Ojiaku  Well, thanks for that. I'd like to just dive in a bit more, because you said something about the designing, you would have benefited if you knew how to design, build and adapt, that adaptive emerging strategy. How do you do that now? What's the process for doing this?   Evan Leybourn  So let me jump to the present. So, I run the Business Agility Institute. We're a fiercely independent advocacy and research organisation. We've been around for about four years, we don't do consulting, we're funded by our members primarily. Now, one of the very first publications that we put together was something called The Domains of Business Agility. It's not a framework, it doesn't tell you how to do it, it's not like Scrum or SAFe or Beyond Budgeting. Actually, Beyond Budgeting is not quite, if Bjarte heard me call Beyond Budgeting a framework, I'd be in trouble. It's, I think of it, I call it the ‘don't forget' model, because if you're going to change an organisation, these are the domains that you can't forget. The customers at the centre. Around that I would call the relationships, the workforce, your external partners, your vendors and contractors and suppliers, and your Board of Directors, because they represent ownership of the business. Around that are the nine, what I think of as ‘what's domains', right? These are the things that you need to focus on, right, there's leadership domains, individual domains, and so forth. One of them is strategic agility, otherwise known as adaptive strategy or emergent strategy. Now, one of the reasons that is one of the core domains of business agility and has been since 2018, I think, when we first published this, is because this is one of the fundamental capabilities for an organisation to not survive, but to thrive in uncertainty. Now, there are different approaches and, like, there's a whole bunch of different frameworks and approaches to BS, like four quadrant matrixes and tools and canvases. I'm not going to go to any of that, because A, all the tools are fine, right. So, find the one that works for you, Google will be your friend there, but what I want to do is, however, just look at what the characteristics of all those tools, what do they have in common? And I mean, I do that by really telling a little bit of a story. We, one of the things that we run is the Business Agility Conference in New York. It did run every March in New York city until 2020, well actually it ran in 2020. I know the exact date COVID was declared a pandemic because I was literally onstage, because I had to tell our delegates that this was now officially a pandemic, and if you needed to leave early to get flights and so forth, because we had delegates from Denmark and Switzerland, then please feel free to leave and all that kind of thing. Now, this isn't about the conference, but it's about what was happening before the conference. So you had this emergent problem, COVID-19, starting in China, hitting Italy, and I think it was like February 28 or March 1st, thereabouts, the first case hit in America, and it was California, I think it was Orange County, it was the first case. And what happened was we started to see companies change. Now, I describe it, well, sorry, these aren't my words, I'm stealing this from a comic I saw on Facebook at the time, we saw companies responding and companies reacting. Now, this is the difference between strategic agility and non strategic agility. So what was happening, so the first company pulled out from the conference, travel ban, our people can't attend. Within a week we'd lost about 50% of our delegates, right. Now, remember all we know at this point, this isn't the COVID of today, right? All we knew was there was a disease, it was more contagious than the flu, it was deadlier than the flu and it had hit America, right. We didn't know much more than that. We certainly didn't imagine it would be two years later and we're still dealing with it. I remember thinking at the time it's like, all right, we'll have a plan for like September, we'll do something in September, we'll be fine by then, and a famous last words. But companies had to make a decision. Every company didn't have a choice, you were forced to make a decision. Now, the decisions were, like, do I go to a conference or not? Right. Do I ban travel for my employees? Do we work from home? But that decision came later, but there was a first decision to make and, you know what, there's no, there was no difference between companies, those companies that responded and reacted made the first decision the same, right. It's what came next, right. Those companies that were reacting, because every day there was something new that came up, a new piece of information, more infections, a new city, new guidance from the World Health Organisation or the CDC, and companies had to make decisions every single day. And those that were reacting, took the information of the day and made the decision. Those that were responding, took the decision they made yesterday, the new information, looked at the pathway that was emerging, that's that emergent strategy out of it and made the next decision. And so those strategic decisions that they were making as an organisation were built on the ones that came before, rather than discreet decision after decision after decision after decision. And so what ended up happening is you had those companies who were able to build a coherent strategy on insufficient information that grew and adapted and emerged as new information emerged, were better able to respond to the pandemic than those that were chaotically making decisions. And you could see that in something as simple as how quickly they could start working from home, or how quickly they made the decision to work from home, because those that responded, they had this thread of strategy, and so they were able to make the decision to work from home much faster, and then they were able to execute on that much faster. Whereas those that were not, did not. And I think of this as going to the agile gym, or business agility gym, no company was prepared for the pandemic. No company had a strategy paper of, if there's a worldwide pandemic, these are the things that we're going to do. But those companies that have practiced emergent strategy, right, in their product, in how they engage with the marketplace, they'd sort of, they'd taken concepts like lean startup and adopted some of those practices into their organisation. Those who had been to the agile gym, they knew how to respond. They weren't prepared for the scale of pandemic, no one had done emergent strategy at that scale, but they knew, they had the muscle memory, they knew how to do it, and so they just scaled up and operated in that new context. And it's like literally going to the gym, it's, if I build up my muscles, I mean, I definitely don't go to the gym enough, but if I did, right, I could lift more weights. So if a friend goes, hey mate, can you help me move a fridge, right, I'm able to do that because I have the capabilities in my body to do that. If I don't go to the gym, which I don't, not enough, right, and my mate goes, hey, can you help me move a fridge? It's like, I can help, but I'm not going to be that much help. It's, I'll stop it from tilting, right. I'm not going to be the lifter, right. So, the capabilities of that business agility enabled that emergent strategy or the responsiveness during a pandemic, even though no one was prepared for it. And that's kind of really what I see as organisations as they adjust to this new world.  Ula Ojiaku  Now you have this book, actually you've authored a couple of books at the very least, you know, there's #noprojects – A Culture of Continuous Value and Directing the Agile Organisation: A Lean Approach to Business Management Which one would you want us to discuss?   Evan Leybourn  So #noprojects is the most recent book, Directing the Agile Organisation is definitely based on my experience, it's drawing upon that experience back in 2008, I started writing it in 2009. It is out of date, the ideas that are in that book are out of date, I wouldn't suggest anyone reads it unless you're more interested in history. There are ideas, so sometimes I'll talk about the difference between business agility and agile business, where business agility is definitely, it's creating this space where things can happen properly through values and culture and practices and processes. But also it's very human, it's very focused on the outcomes, whereas agile business is more, how do we apply Scrum to marketing teams? And so my first book is unfortunately much more agile business than business agility.   Ula Ojiaku  Okay, so let's go to #noprojects then. There is a quote in a review of the book that says, OK, the metrics by which we have historically defined success are no longer applicable.  We need to re-examine how value is delivered in the new economy. What does that mean, what do you mean by that?   Evan Leybourn  So, the reason I wrote the #noprojects book, and this predates the Institute. So, this is back when I was a consultant. I've run a transformation programme for a large multinational organisation and their project management process was overwhelming. Everything was a project, the way they structured their organisation was that the doers were all contractors or vendors, every employee was a Project Manager. And so what ended up happening was they've got this project management process and it would take, I'm not exaggerating nine months, 300 and something signatures to start a project, even if that project was only like six weeks long. There were cases where the project management cost was seven to eight times the cost of the actual execution. Now that's an extreme case, certainly, and not all were that ratio, but that was kind of the culture of the organisation, and they were doing it to try and manage risk and ensure outcomes, and there's a whole bunch of logical fallacies and business fallacies in that, but that's another matter altogether, but what was happening is they were like, I'm going to focus in on one issue. I said there were many, but one issue was they valued output over outcome. They valued getting a specific piece of work, a work package completed to their desired expectations and they valued that more than the value that that work would produce. And I've seen this in my career for decades, where you'd run a project, again, I used to be a Project Manager, I'm going back like Prince2, you've got this benefits realisation phase at the end of the project. The Project Manager's gone, the project team is gone, the project sponsor is still around, but they're onto whatever's next. Half the time benefits realisation fell to the responsibility of finance to go, okay, did we actually get the value out of that project? And half the time they never did it, in fact more than half the time they never actually did it. It was just a yes, tick. And for those of you who have written business cases, the benefits that you define in the business cases are ridiculous half the time, they pluck it from the air, it's this bloody assumption that, hey, if we do this, it'll be better. I've seen business cases where it's like, we will save $10 million for this organisation by making like page reloads, half a second faster. So every employee will get three minutes back in their day, three minutes times how many employees, times how average salary equals $10 million. It's like how are you going to use that three minutes in some productive way? Is that actually a benefit or are you just trying to upgrade your system, and you're trying to convince finance that they need to let go of the purse strings so that you can do something that you want to do. So if we actually care about the value of things, then we should be structuring the work, not around the outcome, sorry, not around the output, but around the value, we should be incrementally measuring value, we should be measuring the outcome on a regular basis. Agile, we should be delivering frequently, measuring the value, and if we're not achieving the value that we're expecting, well, that's a business decision, right. What do we do with that piece of information? And sometimes it may be continue, because we need to do this, other times it may be, is there a better way to do this? And once you're locked into that traditional project plan, then sure, you might be agile inside the project plan, you might have sprints and Scrum and dev ops and all that kind of stuff, but if you can't change the business rationale as quickly as you can change the technology like the sprint backlog, then what's the point?  Ula Ojiaku  So you mentioned something and I know that some of the listeners or viewers might be wondering what's business outcome versus output? Can you define that?   Evan Leybourn  So, there is a definition in the book, which I wrote like six years ago. So I'm going to paraphrase because I don't remember exactly the words that I wrote, but an output is the thing, the product, the tangible elements of what is created, right. In writing a book, the output is the book. In this podcast, the output is the recording, the podcast that we're doing right now, the outcome and the impact is what we want to achieve from it. So, the output of the podcast is we have a recording, but if no one listens to it, then why? The outcome is that, well, the ultimate outcome is changing hearts and minds. Well, at least that's why I'm here. We want to create some kind of change or movements in, well in your case with your listeners, in the case of the book, the readers, we want to create a new capability, a new way of looking at the world, a new way of doing things. And so the outcome is, hopefully measurable, but not always. But it is that goal, that intent.   Ula Ojiaku  Exactly. So, I mean, for me, outcomes are like, what they find valuable, it's either you're solving and helping them solve a problem or putting them in a position, you know, to get to achieve some gains. Now let's just, are there any other books you might want to recommend to the audience, that have impacted you or influenced you?  Evan Leybourn  Yep. So I'm going to recommend three books. Two are very old books. So the first book is Deming, or actually anything by Deming, but Out of the Crisis is probably the best one, the first one, otherwise The New Economics. Deming is coming out of lean and manufacturing and the Japanese miracle, but he might've been writing in the eighties, seventies, but it's as agile as it gets, right. His 14 points for managers reads like something that would emerge from the Agile Manifesto, right. So I definitely love, I will go to Deming quite regularly in terms of just great concepts and the articulation of it.  The other book that I recommend for the idea, I have to admit it's a bit of a hard read, is The Goal by Eliyahu Goldratt. The Theory of Constraints, and if you Google Evan's Theory of Agile Constraints, and I think we're almost out of time, so I don't really have time to talk about it, but it's the Theory of Constraints, both in a practical sense as to how you actually optimise a process, but it also applies when you're looking at it from a holistic metaphorical standpoint, because I like to say, there is a constraint to agility in your organisation. You're only as agile as your least agile function, and it's not it IT software anymore, it's some other part of your business. You might have a sprint that can create a potentially shippable product increment every two weeks, but if it takes you three months to get a hiring ticket, or nine months get a budget change approved or six weeks to, until the next project control board, you're not, your agility is not measured in weeks. Your agility is still measured in months. Yeah. So Theory of Constraints, the book's a bit hard to read, it's definitely dated, but the concept is so powerful.   Evan Leybourn  So the last one that I'm going to recommend is, Sooner Safer Happier by Jon Smart. It's a relatively recent book. I, it's the book I've read most recently, which is partly why it's on the top of my mind. It is a very powerful, it really touches to the human sense of agility. It's in the title - Sooner Safer Happier, sooner is a technical value, right. Safer, happier, right? These are more than that, these are human values, these are human benefits. I know I said  three, but I'm just going to add a fourth, one more for the road. It comes to what I was talking about early in terms of my own experiences as a leader. And the book didn't exist at the time, but Dare to Lead by Brené Brown. Growth mindset is a bit of a buzzword these days, and there are definitely more mindsets than just growth and fixed. There are different kinds of mindsets that we hold, but just as a way of getting people to understand that you don't have to have all the answers, that you don't have to be right. So the reason I was arrogant, I was called arrogant by my boss at the time was because I didn't have a growth mindset. I didn't know I was wrong, or I didn't know what I didn't know. And it took some poking to make myself realise that I need to open up and I needed to be willing to learn because I didn't have all the answers. And the assumption that as a manager, as a leader, you're meant to have all the answers is a very toxic, cultural, systemic problem. So I think Brené Brown and the growth mindset work Dare to Lead is such a powerful concept that the more we can get people sort of internalising it, the better.  Ula Ojiaku  So thank you for that. How can the audience engage with you? Where can they find you?   Evan Leybourn  Yep. So, LinkedIn is probably the easiest way. I'm just Evan Leybourn, I think I'm the only Evan Leybourn on the planet, so I should be fairly easy to find. Otherwise, look at businessagility.institute We have a very comprehensive library of case studies and references, research that we've published, the models, like the domains that we have a new behavioural model that's coming out fairly soon, and you can always reach me through the Business Agility Institute as well.   Ula Ojiaku  Okay. And for like leaders and organisations that want to engage with the Business Agility Institute, would there be any, are there any options for them, with respect to that?  Evan Leybourn  So individuals can become individual members, it's 50 bucks a year, that's our COVID pricing. We cut it by 50%, at the beginning of COVID, because a lot of people are losing their jobs and we wanted to make it possible, easier for them to maintain as members. That gives you access to like, full access to everything. We publish books as well, so you can actually download full eBooks of the ones that we've published, and also obviously supports us and helps us grow and helps us keep doing more. We are however primarily funded by our corporate members, so it's what we call journey companies, those companies who are on the journey to business agility. So TD bank and DBS bank, for example, are two of our members, Telstra in Australia. So there is value in corporate membership and I'm not going to do a sales pitch if you are, if you want to know more, reach out to me and I'll definitely give you the sales pitch.  Ula Ojiaku  Awesome. Well, thank you so much. These will be in the show notes, and I want to say thank you so much, Evan, for making the time for this conversation. I definitely learned a lot and it was a pleasure having you here.   Evan Leybourn  Thank you. I really appreciate being here.   That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless!   

Brought to you by Pando—Always on employee progression (https://www.pando.com/lenny), Notion—One workspace. Every team (https://www.notion.com/lennyspod), and Lemon.io—A marketplace of vetted software developers (https://lemon.io/lenny).Vijay Iyengar is Head of Product at Mixpanel, and similar to myself, came from an engineering background before transitioning to product. In today's episode, he explains how Mixpanel has evolved its growth strategy from a fast-paced, feature-focused approach to a more deliberate approach that prioritizes design and user experience. He also shares how Mixpanel irons out customer problems, including implementing internal tools that allow engineering and product teams to respond to customer feedback directly. Additionally, Vijay shares his top SaaS products, books, frameworks, and more. Tune in to gain valuable insights from a seasoned product leader.Find the transcript for this episode and all past episodes at: https://www.lennyspodcast.com/episodes/. Today's transcript will be live by 8 a.m. PT.Where to find Vijay Iyengar:• Twitter: https://twitter.com/vijayiyengar• LinkedIn: https://www.linkedin.com/in/vijay4/Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• Twitter: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/Referenced:• Mixpanel: https://mixpanel.com/• Figma: https://www.figma.com/• Notion: https://www.notion.so/• “Shape Up: Stop Running in Circles and Ship Work That Matters”: https://basecamp.com/shapeup• The RICE prioritization framework: https://www.productplan.com/glossary/rice-scoring-model/• BigQuery: https://cloud.google.com/bigquery• Census: https://www.getcensus.com/• Zoom: https://zoom.us/• FigJam: https://www.figma.com/figjam/• A Data Stack for PLG teams: https://mixpanel.com/blog/data-analytics-product-led-growth/• Product analytics in the modern data stack: https://mixpanel.com/blog/mixpanel-partners-with-census-to-bring-product-analytics-to-the-modern-data-stack/• Snowflake: https://www.snowflake.com/en/• Amazon Redshift: https://www.amazonaws.cn/en/redshift/• Event-Based Analytics: https://developer.mixpanel.com/docs/under-the-hood• The Goal: A Process of Ongoing Improvement: https://www.amazon.com/Goal-Process-Ongoing-Improvement/dp/0884271951• Cool Gray City of Love: 49 Views of San Francisco: https://www.amazon.com/Cool-Gray-City-Love-Francisco/dp/1608199606• The West Wing Weekly podcast: http://thewestwingweekly.com/• WeCrashed on AppleTV+: https://tv.apple.com/us/show/wecrashed/• Severance on AppleTV+: https://tv.apple.com/us/show/severance/• Gibson Biddle on Lenny's Podcast: https://www.lennyspodcast.com/gibson-biddle-on-his-dhm-product-strategy-framework-gem-roadmap-prioritization-framework-5-netflix-strategy-mini-case-studies-building-a-personal-board-of-directors-and-much-more/• Shishir Mehrotra on Lenny's Podcast: https://www.lennyspodcast.com/the-rituals-of-great-teams-shishir-mehrotra-coda-youtube-microsoft/In this episode, we cover:(00:00) Vijay's background(04:07) How Vijay learned to be more open-minded to new ideas (06:26) Mixpanel's journey(12:40) When to optimize for speed(13:49) The feature phase vs. the design phase(17:02) The importance of not losing focus on your core product(19:52) How Mixpanel organizes teams around buckets of problems(20:43) Mixpanel's most recent six-month time horizon planning cycle(25:08) The RICE framework for prioritization (and when to ignore the C and E)(26:31) The problem with estimations, and why Basecamp suggests using a six-week time box(30:04) How Mixpanel keeps product teams and engineers connected to customers via Slack (33:21) SaaS tools Mixpanel's teams use(34:54) The biggest product analytics mistakes(37:34) The present and future of analytics (41:05) How adopting a product mindset has helped Vijay grow his career(41:47) Lightning roundProduction and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe

Pete Kazanjy is the author of Founding Sales: The Early Stage Go-to-Market Handbook and the founder of Modern Sales Pros, an invite-only peer learning community focused on sales operations and sales leadership. He's also the co-founder of Atrium, a B2B SaaS company that provides data-driven sales solutions. Pete got his start in product at VMware and then dove deep into the art and science of sales. In today's episode, we talk about the importance of founder-led sales and how to methodically scale a sales department. He explains the difference between old-school sales and modern sales, which focuses on human connection and solving problems for customers. He also shares actionable tips to improve your sales technique and explains how to use data to monitor your success at different milestones in the sales process.—Find the full transcript here: https://www.lennyspodcast.com/founder-led-sales-pete-kazanjy-founding-sales-atrium/#transcript—Thank you to our wonderful sponsors for supporting this podcast:• Vanta—Automate compliance. Simplify security: https://vanta.com/lenny• Flatfile—A CSV importer that says yes instead of error: mismatch: https://www.flatfile.com/lenny• Merge—A single API to add hundreds of integrations into your app: http://merge.dev/lenny—Where to find Pete:• Twitter: https://twitter.com/Kazanjy• LinkedIn: https://www.linkedin.com/in/kazanjy/• Website: https://kazanjy.svbtle.com/—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• Twitter: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—Referenced:• Founding Sales: The Early Stage Go-to-Market Handbook: https://www.amazon.com/Founding-Sales-Go-Market-Handbook-ebook/dp/B08PMK17Z1• Brianne Kimmel's SaaS school: http://briannekimmel.com/saas-school/• Modern Sales Pros: https://modernsaleshq.com/• The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses: https://www.amazon.com/Lean-Startup-Entrepreneurs-Continuous-Innovation/dp/0307887898• The Four Steps to the Epiphany: Successful Strategies for Products That Win: https://www.amazon.com/Four-Steps-Epiphany-Successful-Strategies/dp/1119690358/• Pete's presentation on founder-led sales: https://www.youtube.com/watch?v=WAXIVAZJyPA• Pete's guest post on Lenny's newsletter: https://www.lennysnewsletter.com/p/sales-bottom-up• The Cadence: How to Operate a SaaS Startup: https://medium.com/craft-ventures/the-cadence-how-to-operate-a-saas-startup-436aa8099e8• Maker vs. Manager Schedule: http://www.paulgraham.com/makersschedule.html• Amplitude: https://amplitude.com/• Atrium: https://www.atriumhq.com/• Greenhouse: https://www.greenhouse.io/• Pete's ICP Template: https://www.foundingsales.com/2-product-marketing#building-narrative• Marissa Fuhrer Bell on LinkedIn: https://www.linkedin.com/in/marissafuhrer/• Data-driven sales master class: https://salesnerds.atriumhq.com/msp-nailing-science-of-sales-figma-webinar-video• The Goal: A Process of Ongoing Improvement: https://www.amazon.com/Goal-Process-Ongoing-Improvement/dp/0884271951• The Score Takes Care of Itself: My Philosophy of Leadership: https://www.amazon.com/Score-Takes-Care-Itself-Philosophy/dp/1591843472• All-In podcast: https://www.allinpodcast.co/• Encanto on Disney+: https://www.disneyplus.com/movies/encanto/33q7DY1rtHQH—In this episode, we cover:(00:00) How Pete met Lenny (05:05) Pete's background(07:20) Modern sales vs. old-school sales(09:17) What is founder-led sales, and why is it so important?(14:58) When to hire your first salesperson (18:20) Why you should keep your in-person events to around 10 people(19:34) What a sales motion is and why it needs to be updated regularly (20:55) What are the leading indicators of success?(23:54) Why founders don't need to be rock stars at sales(28:28) Sales mindset changes—the number-one tip to improve your sales(33:30) How modern sales should focus on helping customers solve problems(36:00) A few tips to help you get better at sales(36:40) ICP and personas(39:14) Why you should hire junior sales staff in the early stages(45:40) Signs your new hires aren't a good fit(47:38) The importance of using metrics for success(49:33) Month-by-month expectations for sales hires(51:19) Why work from home is bad for junior salespeople(54:19) Why you shouldn't be afraid of sales(55:19) Lightning round—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe

Episode 145 includes: 00:00 How to become an expert at standard operating procedures 08:20 Why your MSP could benefit from creating an 'authority site' 15:45 A backup expert predicts what the future could look like 28:41 A book recommendation to help you tackle the most constrained part of your business Featured guest: Thank you to Mike Andrews from NovaBACKUP for joining Paul to discuss the future of cloud back-up as solution for MSPs. Mike is a data protection industry veteran and Software as a Service pioneer.   As CEO at NovaStor Corporation, he helped introduce the first windows-based cloud backup solution and has since worked with thousands of Managed Service Provider (MSP) partners to launch successful recurring incremental revenue generating businesses.  Mike holds several industry awards and is credited with inventing patents on file restoration.  Prior to NovaStor Corporation, Mike founded a Managed Service Provider business and held various executive roles in the data protection and security software space. Connect with Mike on LinkedIn: https://www.linkedin.com/in/mikeandrews Show notes: Out every Tuesday on your favourite podcast platform Presented by Paul Green, an MSP marketing expert: https://www.linkedin.com/in/paul-green-msp-marketing/ https://www.paulgreensmspmarketing.com/about/ On the subject of creating great standard operating procedures, Paul recommended reading The E-Myth Revisited, Built to Sell and The Checklist Manifesto: https://www.amazon.co.uk/Myth-Revisited-Small-Businesses-About/dp/0887307280 https://www.amazon.co.uk/Built-Sell-Creating-business-without/dp/1591843979 https://www.amazon.co.uk/Checklist-Manifesto-Things-Right-Gawande/dp/1846683149 Paul recommended the solution Tango for creating standard operating procedures https://www.tango.us/ Thank you to Al Alper from CyberGuard360 for recommending the book The Goal by Eliyahu M. Goldratt: https://www.amazon.co.uk/Goal-Process-Ongoing-Improvement/dp/0884271951 https://www.linkedin.com/in/alperal Subscribe to Paul's YouTube channel: https://www.youtube.com/mspmarketing Subscribe to this podcast using your favourite podcast provider:

Episode 145 includes: 00:00 How to become an expert at standard operating procedures 08:20 Why your MSP could benefit from creating an 'authority site' 15:45 A backup expert predicts what the future could look like 28:41 A book recommendation to help you tackle the most constrained part of your business Featured guest: Thank you to Mike Andrews from NovaBACKUP for joining Paul to discuss the future of cloud back-up as solution for MSPs. Mike is a data protection industry veteran and Software as a Service pioneer.   As CEO at NovaStor Corporation, he helped introduce the first windows-based cloud backup solution and has since worked with thousands of Managed Service Provider (MSP) partners to launch successful recurring incremental revenue generating businesses.  Mike holds several industry awards and is credited with inventing patents on file restoration.  Prior to NovaStor Corporation, Mike founded a Managed Service Provider business and held various executive roles in the data protection and security software space. Connect with Mike on LinkedIn: https://www.linkedin.com/in/mikeandrews Show notes: Out every Tuesday on your favourite podcast platform Presented by Paul Green, an MSP marketing expert: https://www.linkedin.com/in/paul-green-msp-marketing/ https://www.paulgreensmspmarketing.com/about/ On the subject of creating great standard operating procedures, Paul recommended reading The E-Myth Revisited, Built to Sell and The Checklist Manifesto: https://www.amazon.co.uk/Myth-Revisited-Small-Businesses-About/dp/0887307280 https://www.amazon.co.uk/Built-Sell-Creating-business-without/dp/1591843979 https://www.amazon.co.uk/Checklist-Manifesto-Things-Right-Gawande/dp/1846683149 Paul recommended the solution Tango for creating standard operating procedures https://www.tango.us/ Thank you to Al Alper from CyberGuard360 for recommending the book The Goal by Eliyahu M. Goldratt: https://www.amazon.co.uk/Goal-Process-Ongoing-Improvement/dp/0884271951 https://www.linkedin.com/in/alperal Subscribe to Paul's YouTube channel: https://www.youtube.com/mspmarketing Subscribe to this podcast using your favourite podcast provider:

**This episode originally released on 9/15/2019** Who we are as people has as much to do with how we are as leaders as any other facet of our experience. The story we tell ourselves and others contributes to how we both serve and set direction. Fluent in the nuances of these talents is Peter Lynch, who joins Brian Comerford and Nick Lozano to discuss the importance of sharpening focus, failing skillfully, and finding strength in our own ugly advantage. Peter Lynch CEO & Founder Hitch Studio https://www.peteralynch.com/ https://podcasts.apple.com/us/podcast/the-ugly-advantage/id1401460497 Pre Order Peter's Book The Ugly Advantage https://www.peteralynch.com/book-sales/the-ugly-advantage 0:07 Opening 1:59 Intro 2:44 What is the Ugly Advantage 4:44 Story Telling 5:46 Story telling for leaders 10:04 Experiences 13:33 Mantra 16:46 Running to failure 20:29 Innovation 20:55 Failing Gracefully 23:04 Culture 26:11 The Ugly Advantage elements 31:13 Honesty 33:09 Authenticity 34:43 Mentoring 41:49 Recommended Books 43:24 Peter's Book The Ugly Advantage 44:02 Where can people find Peter 45:28 Closing Books mentioned: https://www.amazon.com/Fred-Factor-passion-ordinary-extraordinary-ebook/dp/B000FC1LH4 https://www.amazon.com/Obstacle-Way-Timeless-Turning-Triumph/dp/1591846358 https://www.amazon.com/Second-Rule-Transform-Confidence-Everyday-ebook/dp/B01MUSNFOO https://www.amazon.com/Goal-Process-Ongoing-Improvement/dp/0884271951

Reginald Tomas Lee is a Professor of Business Analytics at Xavier University in Cincinnati, Ohio. He has a PhD in Mechanical Engineering, and he's been involved in supply chain since '96. Reginald's most recent book is called Project Profitability. And one fun thing, he can't go on vacation, because he has two killer dogs. In this episode, Reginald shares wisdom with regards to the modeling he's been making as he talks about the power of helping people understand more clearly how what it is that they do impacts cash.   Why you have to check out today's podcast: Understand why you should start seeing things from a cash perspective in relation to knowing what it is that it enables you to save Learn about the difference of cash cost and non-cash cost through situational examples from real life experiences Find out how your actions and decisions impact how you generate cash in a business   “Don't focus on accounting margins.”  – Reginald Tomas Lee   Topics Covered: 01:17 – How Reginald shifted from being a mechanical engineer to thinking about supply chains and costing 03:44 – What Reginald does: Helping people understand how their decisions impact cash 07:18 – Talking about contribution margins: Accounting for things from a cash perspective 11:09 – How to figure out the optimal price without using some measure of contribution margin 14:34 – Hope as a strategy: Mark's opportunity cost vs. Reginald's opportunity revenue 17:15 – Two types of costs: The cash cost and the non-cash cost 21:41 – Reginald's sales pitch: Very specifically identifying what the savings are 24:02 – Discussion about Mark's value table and Reginald's improvement projects 27:59 – Projecting revenue and the uncertainty that comes with it 30:24 – Reginald's piece of pricing advice for today's listeners   Key Takeaways: “We should shift away from looking at accounting data and look specifically at operations and cash.” – Reginald Tomas Lee “From a cash perspective, materials and labor don't vary. When we look at contribution margins for products that we make, and we assume that those costs vary and they affect the contribution margin, my argument is they don't vary. And so therefore, it's not a reflection of cash.” – Reginald Tomas Lee “As we know, hope's not a strategy. We're hoping that the demand would be there, but I've seen situations, actually, where people have bought more just to get a lower price so that they can report a higher gross margin. It's not a good business decision at all. And that's why I shift over to cash, because cash will tell you don't do that, but accounting may, because I can put it in inventory.” – Reginald Tomas Lee “If you want to save money, what you have to do is basically buy fewer people. Buy four people instead of buying 10 people. Buy less capacity, then I'm spending less money.” – Reginald Tomas Lee “I focus specifically on what changes the software will enable, and then point out that if you want the cash savings, you need to make managerial decisions. You have to make a decision to get rid of the four people because the software is not going to fire them. That's what you have to do. The software is not making the cost savings happen. It's my management decision and action that was at that.” – Reginald Tomas Lee “I define efficiency as engineers do – output over input. So, if my input is my organization, what I'm spending on the organization, and the output is what it is that they can do, then what this will do is that we'll generally allow them to either create more output with the same group, or consume less of that group to create the existing amount of output. But the size of the organization itself doesn't change until I, as a manager, change it.” – Reginald Tomas Lee “Based on how we choose to calculate this cost, that may have an impact on whether we take the business or not. So instead of focusing on accounting margins, if you can take a look at the cash impact of the decision that you make, then I think you'll be in a much better position to be able to negotiate price and feel good about taking prices that in some cases you may not have taken just because someone calculated a number that happen to be lower than someone else's calculation.” – Reginald Tomas Lee   People / Resources Mentioned: Project Profitability: https://www.amazon.com/Project-Profitability-Ensuring-Improvement-Projects/dp/1637421699 The Goal: https://www.amazon.com/Goal-Process-Ongoing-Improvement/dp/0884271951   Connect with Reginald Tomas Lee: Email: reginald.lee@bdrco.org LinkedIn: https://www.linkedin.com/in/reginaldtomas/   Connect with Mark Stiving: LinkedIn: https://www.linkedin.com/in/stiving/ Email: mark@impactpricing.com  

Welcome to Building Brand You, the podcast that helps you accelerate your success by unlocking your greatest asset – you. KEY TAKEAWAYS: What we believe can change our decision making. It's more useful to think of assumptions and beliefs as helpful versus harmful than right versus wrong. Real results come from focus. Investing in your own ability to make quality decisions provides really high leverage. You don't have much control over what happens to you but you always have control over your response.   BOOK MENTIONED: The Goal by Dr Eli Goldratt - https://www.amazon.co.uk/Goal-Process-Ongoing-Improvement/dp/0566086654/     ABOUT OUR GUEST: Dr. Alan Barnard is an entrepreneur, philanthropist, strategy advisor, research scientist, app developer, author, teacher, podcaster, and lifelong learner. Alan is considered one of the world's leading Decision Scientists and Theory of Constraints experts. His research focuses on understanding why good people make, and often repeat bad decisions, and how to avoid these. Alan is the CEO of Goldratt Research Labs, created to help individuals and organizations make better, faster decisions when it really matters. From their research, Alan and his team has developed the range of award-winning Harmony Decision Maker, Harmony Change Maker and Harmony Change Simulator Apps. Their clients include Fortune 500 companies, Government Agencies and people from over 70 countries using their apps to make difficult life and business decisions.     CONNECT WITH DR. ALAN BARNARD: Email - alan@goldrattresearchlabs.com Website - www.dralanbarnard.com, www.goldrattresearchlabs.com and www.harmonyapps.com LinkedIn: https://www.linkedin.com/in/dralanbarnard/ Facebook: https://www.facebook.com/dralan.barnard Instagram: https://www.instagram.com/dralanbarnard Twitter: https://twitter.com/dralanbarnard ABOUT THE HOST: Kym Hamer is an international business coach, serial entrepreneur, and the creator of Building Brand You™, a methodology helping organisations, teams and individuals to build visibility and reputational rigor as essential building blocks for delivering sustained business value. In 2020, she was nominated as one of the Top 100 Women in B2B Leadership influencers, and in 2021 as one of the Top 50 in Change Management and Top 30 in Marketing, Mindset/Mental Health and Top 10 in Entrepreneurship, by Thinkers360, the world's first open platform for thought leaders.  Kym is Founder & CEO of Artemis Futures International, a Founding Board Member of the Customer Experience & Service Association Middle East & Co-founder of CXSA Group Ltd. as well as a member of the strategy faculty for Homeward Bound, a global initiative reaching 1.8 billion people that is equipping women in STEMM to lead and shape the future of our planet. In between all of these things, you'll find her curled up in a corner with her nose in a book. CONNECT WITH KYM HAMER: LinkedIn - https://linkedin.com/in/kymhamer/ Instagram - https://www.instagram.com/kymhamerartemis/ Twitter - https://www.twitter.com/kymhamerartemis/ BBY Facebook Group - https://www.facebook.com/groups/buildingbrandyou Facebook - https://www.facebook.com/kymhamerartemis/ Website - https://www.artemisfutures.co.uk/ Schedule a Call at https://calendly.com/kymhamer/bbychat     HOSTED BY: Kym Hamer   DISCLAIMER: The views, information or opinions expressed during the Building Brand You podcast series are solely those of the individuals involved and do not necessarily represent any other entities, agencies, organisations, or companies. Building Brand You is not responsible and does not verify for accuracy of any of the information contained in the podcast available for listening on this site. The primary purpose of this podcast is to educate and inform. This podcast does not constitute legal advice or services. Subscribe to Building Brand You on Soundwise

According to DigitalCommerce360, consumers spent a staggering $861.12 billion online with U.S. merchants in 2020. This is a 44% increase in spend year over year which is thought to be the "highest annual U.S. eCommerce growth in at least two decades." There are clearly many opportunities and avenues for expansion and success in the eCommerce market. On today's episode of Link Up Leaders, Francois and Lisa are sitting down with Stefan Haney of Foundry to discuss and explore the new opportunities in growth, innovation, and leadership that have been created by brand aggregators, COVID, and Eastern Europe. --

About Stephen Mitchley: He is the Chief Strategy Officer who leads The Vitality Group's digital and global partner disciplines. He brings more than 25 years of experience and expertise in overseeing operations and technology to The Vitality Group product team. Mr. Mitchley joined Vitality Group's parent South Africa based Discovery Holdings Limited in 2000 and has had exposure across the group, leading large-scale process re-engineering activities and designing and building operations for new products and services. Before that, he helped found The Vitality Group as COO back in December of 2007. He headed up the business solutions division responsible for broad operating model design, quality management, resource planning, data integrity, business intelligence and systems support. He graduated from the University of Witwatersrand, school of Mechanical Engineering in 1992 and then completed a Master's Degree with papers published internationally.    In this episode, Jordan and Stephen discuss: Creating a bridge between your health plan and your employees to incentivize building health and wellness.  The impact of engagement on employee health and wellness.  Employee health and wellness is a key to both employee and client satisfaction.  A review of “The Goal” by Eliyahu M. Goldratt - developing the theory of constraints.  Key Takeaways Enertia is the primary block for building a lifestyle that creates health and wellness.  People won't engage if it takes too much effort to do something. There's no one-size-fits-all for your personal health.  The Vitality Group program can provide an Apple watch that can monitor and encourage activities tailored to employees' lifestyle and health needs.   We're often overly optimistic about our health - we tend to not think of our health when we're not sick.  “Organizations that show the most resilience are those that can keep their employees engaged.” —  Stephen Mitchley Get the complimentary guide: How To Select An Executive Coach at www.selectcoach.workplacewarrior.com  Get the Am I Abrasive Self Test at abrasive.workplacewarrior.com  Read “The Goal” by Eliyahu M. Goldratt: https://www.amazon.com/Goal-Process-Ongoing-Improvement/dp/0884271951  Connect with Stephen Mitchley:   Website: https://www.vitalitygroup.com/  LinkedIn: https://www.linkedin.com/in/stephen-mitchley-985b046/  Twitter: https://twitter.com/stephenmitchley   Connect with Jordan:  Get the complimentary guide: How To Select An Executive Coach at www.selectcoach.workplacewarrior.com    Get the Am I Abrasive Self Test at abrasive.workplacewarrior.com    Website: www.workplacewarriorinc.com Twitter: https://twitter.com/jordangoldrich1 Facebook: https://www.facebook.com/jordan.goldrich Instagram: https://www.instagram.com/jordangoldrich/ LinkedIn: https://www.linkedin.com/in/jgoldrich/

Today’s conversation is with Elliot Shmukler, founder and CEO of Anomalo, which is a platform that validates and documents all of your data. Elliot founded Anomalo after a storied career as a product and growth leader at some of the most interesting companies around. Most recently, he was Instacart’s Chief Growth Officer, driving fast and profitable growth and geographic expansion. His jam-packed resume also includes stops at Wealthfront as the VP of Product and Growth and as a product leader at LinkedIn and eBay.    In today’s conversation, we pull on threads from his newest role as a founder of a startup going from zero to one, including his biggest surprises in the transition from executive to CEO. We also touch on how he prioritizes his time at a startup still in the earliest stages of company-building, and how to avoid wasting your time on prospects that are not all that interested in actually buying.    Next, we turn our attention to his history of picking incredible companies to work for — from the questions he asks as a candidate to the decision-making frameworks he borrows from his poker playing. Finally, we end with his biggest lessons from the best CEOs he’s worked with, including habits that set the best communicators apart from the pack, and the tactics for keeping office politics at bay so the best ideas are able to surface.    All sorts of folks will find something worthwhile in today’s conversation — whether you’re a founder still in the early phases of customer discovery, an executive with long-term goals to start your own company, or someone earlier in their career that wants to get better at spotting the next unicorn.    You can follow Elliot on Twitter at @eshmu.   You can email us questions directly at review@firstround.com or follow us on Twitter @ twitter.com/firstround and twitter.com/brettberson   To learn more about how Elliot uses A/B testing as a management framework, check out this article on First Round Review: https://review.firstround.com/how-a-b-testing-at-linkedin-wealthfront-and-ebay-made-me-a-better-manager   And check out “The Goal,” which Elliot cited as the most influential management book he’s ever read: https://www.amazon.com/Goal-Process-Ongoing-Improvement/dp/0884271951

In unserer dritten Episode diskutieren wir den Dualismus Freiheit und Verantwortung (Freedom and Responsibility) als Führungsansatz in der Wissensarbeit. Wir diskutieren, wie der Weg hin zu solch einer Organisation aussieht, welche Rahmenbedingungen es braucht und Einflussfaktoren es auf den Freiheitsgrad gibt und vor allem was die Aufgabe von Führungskräften in diesem Kontext ist. Darüber hinaus erwähnen wir eine Reihe von spannenden Büchern und anderen Quellen zu diesem Thema.  Hört rein und gibt uns gerne bei Twitter (@hmzePodcast) oder E-Mail (webmaster@hmze.io) Feedback. Links [1] https://www.amazon.com/Powerful-Building-Culture-Freedom-Responsibility/dp/1939714095 [2] https://www.amazon.com/Creative-Selection-Inside-Apples-Process/dp/1250194466 [3] https://www.amazon.com/Road-Character-David-Brooks/dp/081299325X [4] https://www.fastcompany.com/90275343/why-you-should-surround-yourself-with-more-books-than-youll-ever-have-time-to-read [5] https://www.amazon.com/Goal-Process-Ongoing-Improvement/dp/0884271951 [6] https://www.amazon.com/Working-Backwards-Insights-Stories-Secrets/dp/1250267595 [7] https://www.youtube.com/watch?v=Ug83sF_3_Ec [8] https://engineering.atspotify.com/2014/03/spotify-engineering-culture-part-1/

Достаточно коротко и ясно - мы начинаем второй сезон нашего подкаста! Как обычно в нем будет много Java и смежных с ней тем. Вот например сегодня, мы решили зайти с достаточно необычной стороны и посмотреть на архитектурную работу, как профессию. Как живется Java архитектору в мире бизнеса, нужно ли технарю переквалифицироваться от любимого JVM performance-а к составлению UML диаграмм и как не пожалеть о сделанном выборе технологии для конечного решения. Все это и многое другое мы сегодня будем обсуждать с нашим гостем, уверен вам понравится! Уверены получилось интересно, и если вы хотите поделиться своими впечатлениями от выпуска или задать свои вопросы - у нас есть телеграмм канал: http://t.me/javahutpodcast и твиттер! https://twitter.com/JavaHutPodcast ! Мы ждём ваших подписок и лайков! Ваши комментарии, пожелания и предложения мы с удовольствием принимаем в наши почты и в телеграмм канале. Если вам интересны конкретные темы - мы приготовили для вас таймкоды, которые помогут вам их найти: 00:02:10 Кто такой архитектор и зачем он нужен 00:05:00 Обязателен ли выделенный архитектор или это может делать любой senior 00:08:00 Как и нужно ли доносить архитектуру до кастомера 00:13:09 Как защитить систему от всего и при этом не тащить лишнего 00:17:07 О покупке PlayStation и проблемах архитектуры магазинов 00:21:36 Обязательно ли становясь архитектором общаться с бизнесом 00:25:37 Почему быть Senior разработчиком это нормально и что нужно знать чтобы стать архитектором 00:32:25 Пишет ли архитектор код 00:32:42 О "PoC" и реальности 00:43:51 Про альфа версии и как не тащить все что видишь в продакшен 00:47:17 Про переход на новые технологии и технический долг 00:52:54 О стартапах переживающих свой технический долг 00:55:30 Про отношение к коду и ревности за свое творение 01:06:10 Про Cloud и привязку к нему В выпуске мы обсуждаем ряд материалов и думаем будет полезным собрать все эти ссылки вместе тут: https://www.amazon.com/Software-Systems-Architecture-Stakeholders-Perspectives/dp/032171833X https://www.amazon.com/Release-Design-Deploy-Production-Ready-Software/dp/1680502395/ref=sr_1_1?dchild=1&keywords=release+it&qid=1611765117&s=books&sr=1-1 https://www.amazon.com/Designing-Software-Architectures-Practical-Engineering/dp/0134390784/ref=sr_1_1?dchild=1&keywords=designing+software+architectures&qid=1611765132&s=books&sr=1-1 https://www.amazon.com/Designing-Data-Intensive-Applications-Reliable-Maintainable/dp/1449373321/ref=sr_1_2?dchild=1&keywords=designing+software+architectures&qid=1611765132&s=books&sr=1-2 https://softwarearchitecturefordevelopers.com/ https://www.amazon.com/Goal-Process-Ongoing-Improvement/dp/0884271951 Ведущие: Рома Меерсон twitter: @Homich1991 Женя Никифоров twitter: @Baron_Oren Гость: Константин Слисенко: kslisenko@gmail.com Music: https://www.purple-planet.com

FBU Club 42 - Il Valore del Vincolo, con Claudio VettorA volte vorremmo liberarci dei vincoli per poter essere più liberi senza comprendere che sono proprio i vincoli, o meglio la loro gestione, che ci può aiutare a conquistare la libertà.Parliamo di concreti vincoli produttivi ma anche di vincoli di pensiero e relazionali, insieme con Claudio Vettor, uno dei massimi esperti italiani di TOC, la teoria dei vincoli formulata da Eli Goldratt per la gestione delle organizzazioni.Il profilo di Claudio Vettor su LinkedInhttps://www.linkedin.com/in/claudiovettor/Il sito di Win Win la sua società di consulenzahttp://www.winwin-consulting.biz/Qualche video di Goldratthttps://www.youtube.com/watch?v=m8AkHw1J2d4https://www.youtube.com/watch?v=5HStf-XbsSohttps://www.youtube.com/watch?v=jU2iWZEYbKAE il suo libro-racconto da cui partirehttps://www.amazon.it/Goal-Process-Ongoing-Improvement/dp/0884271951/

Alex welcomes the COO of North Coast Auto Mall, Oleg Kislyansky onto the show to talk about vision, failure, growth, going from a non-data driven organization to a data-driven one, and much more. Buckle up and get ready for one inspiring and entertaining ride! Notes: Crazy ways to say hello and epiphanies of a new father  Oleg’s curiosity, hyperfocus, how he used that to better his business during COVID  “Punching above your weight” and moving up within the auto industry Impostor syndrome and underestimating yourself vs other people underestimating you Oleg’s “secret sauce” for a good business The importance of getting employees to follow your vision and how to get them to do that The format of Oleg’s sales meetings The format of Alex’s meetings Oleg’s failures and how he’s learned from them  Going from a non-data driven organization to a data-driven organization  Alex’s book recommendations Links: North Coast Auto Mall: https://www.ncautoauction.com/ Alex’s Insider Fix: https://gertsburglaw.com/blog/category/alexs-insider-fix/ CORONAVIRUS LEGAL SURVIVAL GUIDE: https://mailchi.mp/gertsburglaw.com/survivalguide Cover My Six: https://covermysix.com/ “TRACTION: GET A GRIP ON YOUR BUSINESS” by Gino Wickman: https://www.eosworldwide.com/traction-book “MEASURE WHAT MATTERS” by John Doerr: https://www.whatmatters.com/the-book/ “THE 4-HOUR WORKWEEK” Series by Tim Ferriss: https://tim.blog/tim-ferriss-books/ “THE GOAL: A PROCESS OF ONGOING IMPROVEMENT” by Eliyahu M. Goldratt: https://www.amazon.com/Goal-Process-Ongoing-Improvement/dp/0884271951 “THE 48 LAWS OF POWER” and “THE LAWS OF HUMAN NATURE” by John Greene: https://powerseductionandwar.com/books/ “THE BLUE ZONES” by Dan Buettner: https://www.thebluezonesstore.com "TITAN” by Ron Chernow: https://www.penguinrandomhouse.com/books/26804/titan-by-ron-chernow/  

On this episode, Ken shares his journey from engineering to becoming Founder and CEO of Boundless Breakthroughs. Gain knowledge and tips on how to develop high-quality products and become a disruptor in your industry in this episode. You can connect with Ken via his website: https://boundlesscarrier.com/ The book that Ken references: https://www.amazon.com/Goal-Process-Ongoing-Improvement/dp/0884271951

For the second episode of The Talent, Sales & Scale Podcast, host Bryan Whittington is joined by Justin Roff-Marsh, Author of "The Machine" and founder of Ballistix. Get ready - because some MAJOR "sales leadership commandments" are challenged on this episode. Beware! Here are some key takeaways from this value-packed episode with Justin: -Salespeople must unify as a team and always provide value. -Counting the number of sales convos is having and then multiplying that number by 5 is a recipe for growth -"Question the axioms" that most sales teams are built on. Then build your own. THINK! Ballistix website: https://ballistix.com/ Justin's book: https://www.amazon.com/Machine-Radical-Approach-Design-Function/dp/1626342245 Justi's book recommendation, "The Goal" by Eliyahu M. Goldratt: https://www.amazon.com/Goal-Process-Ongoing-Improvement/dp/0884271951 You can connect with Justin on LinkedIn here (after reading his book recommendations

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

This month, Matt Wynne and Seb Rose sat down with Richard Lawrence and Paul Rayner to talk about their new book "Behavior-Driven Development with Cucumber". The book incorporates their many combined years of experience teaching BDD to agile teams. Matt and Seb explore what readers can expect from the book as well as digging into their own experiences teaching and coaching teams in adopting BDD and agile practices. Shownotes Pick up a copy of Richard and Paul's "Behavior-Driven Development with Cucumber" on Amazon.com (https://www.amazon.com/Behavior-Driven-Development-Cucumber-Specification-Example/dp/0321772636) or wherever you buy books. Behind Closed Doors - Johanna Rothman and Esther Derby (https://pragprog.com/book/rdbcd/behind-closed-doors) The Goal - Eliyahu M. Goldratt(https://www.amazon.com/Goal-Process-Ongoing-Improvement/dp/0884271781) How to split a user story - Richard Lawrence (https://agileforall.com/resources/how-to-split-a-user-story/) High Fidelity - (https://en.wikipedia.org/wiki/High_Fidelity_(film)

Listener Jamie let us know about a sequel to one of our favourite blog posts, John Cutler on the Feature Factory. We focus on just one of John's well-made points, the idea of lowering Work In Progress to improve throughput. We tell a story about on "death by spreadsheet" project management and the futile and counterproductive attempt to get utilisation to 100%. This brings us back to lean methods, kanban, and the Theory of Constraints. SHOW LINKS: - 12 Signs You're Working in a Feature Factory: https://cutle.fish/blog/12-signs-youre-working-in-a-feature-factory - Feature Factory 3 Years Later: https://amplitude.com/blog/12-signs-youre-working-in-a-feature-factory-3-years-later - Kanban book: https://www.amazon.co.uk/Kanban-Successful-Evolutionary-Technology-Business/dp/0984521402 - The Goal: https://www.amazon.co.uk/Goal-Process-Ongoing-Improvement/dp/0566086654 - Slack (the book not the software!): https://www.amazon.com/Slack-Getting-Burnout-Busywork-Efficiency/dp/0767907698 *** Our new book, Agile Conversations, will be out in May 2020! See https://itrevolution.com/book/agile-conversations/ and get ready to pre-order! We'd love to hear any thoughts, ideas, or feedback you have about the show. Email us: see link on troubleshootingagile.com Tweet us: twitter.com/TShootingAgile Also, if you'd like to leave us a review on iTunes (or just like and subscribe), you'll find us here: https://itunes.apple.com/gb/podcast/troubleshooting-agile/id1327456890?mt=2

Who we are as people has as much to do with how we are as leaders as any other facet of our experience. The story we tell ourselves and others contributes to how we both serve and set direction. Fluent in the nuances of these talents is Peter Lynch, who joins Brian Comerford and Nick Lozano to discuss the importance of sharpening focus, failing skillfully, and finding strength in our own ugly advantage.Peter LynchCEO & FounderHitch Studiohttps://www.peteralynch.com/Pre Order Peter's Book The Ugly Advantagehttps://www.peteralynch.com/book-sales/the-ugly-advantage0:07 Opening1:59 Intro2:44 What is the Ugly Advantage4:44 Story Telling5:46 Story telling for leaders10:04 Experiences13:33 Mantra16:46 Running to failure20:29 Innovation20:55 Failing Gracefully23:04 Culture26:11 The Ugly Advantage elements31:13 Honesty33:09 Authenticity34:43 Mentoring41:49 Recommended Books43:24 Peter's Book The Ugly Advantage44:02 Where can people find Peter45:28 ClosingBooks mentioned:https://www.amazon.com/Fred-Factor-passion-ordinary-extraordinary-ebook/dp/B000FC1LH4https://www.amazon.com/Obstacle-Way-Timeless-Turning-Triumph/dp/1591846358https://www.amazon.com/Second-Rule-Transform-Confidence-Everyday-ebook/dp/B01MUSNFOOhttps://www.amazon.com/Goal-Process-Ongoing-Improvement/dp/0884271951Peter's TEDx Talk: https://www.youtube.com/watch?v=j3qs0q4RBHYHosted By:Brian ComerfordLinkedIn: https://www.linkedin.com/in/briancomerford/Nick LozanoLinkedIn: https://www.linkedin.com/in/nicholas-lozano-97356621/Twitter: https://twitter.com/NickLLozano ‌Lead.exe is published bi-monthly on the 1st and the 15th of the month.Subscribe and leave us a review to lets us know how we are doing.iTunes: https://itunes.apple.com/us/podcast/lead-exe/id1454843941Google Play: https://www.google.com/podcasts?feed=aHR0cHM6Ly9mZWVkcy5zaW1wbGVjYXN0LmNvbS9QZHJGaTAzUQ%3D%3DFull transcript available at https://www.leadexe.com

19. bölümdeki konuğumuz JotForm'un CEO'su Aytekin Tank. 2006'da kurulan JotForm'un bugünlere nasıl geldiğini aşama aşama Aytekin'den dinliyoruz. Büyük releaselerden continuous integration'a geçişlerini, ürün takımı yapısını nasıl oturttuklarını, ürün stratejisini nasıl belirlediklerini detaylı bir şekilde anlattı. Aytekin'in deneyimlerinden biz öğrendik, umarız siz de keyifle dinlersiniz. Bu arada, 8 Aralık Cumartesi günü PowerFM'in düzenlediği 1. Power Podcast Festivali'ne hepinizi bekliyoruz. Bizim de aralarında olduğumuz 14 podcast, hikayelerini paylaşacaklar. Podcast sevenlerin kesinlikle katılması gereken bir etkinlik. Kayıt ve program için aşağıdaki linkten bilgi alabilirsiniz. 1. Power Podcast Festivali: https://www.powerapp.com.tr/podcastfestivali/ Aytekin'in Bölümde Bahsettiği Kaynaklar1) Eric Ries blog - http://www.startuplessonslearned.com/2) The Lean Startup - https://www.idefix.com/ekitap/the-lean-startup-1 3) Peopleware - https://www.idefix.com/ekitap/peopleware-34) 7 Powers: The Foundations of Business Strategy - https://www.amazon.com/7-Powers-Foundations-Business-Strategy/dp/09981163195) The Goal - https://www.amazon.com/Goal-Process-Ongoing-Improvement/dp/0884270610

19. bölümdeki konuğumuz JotForm'un CEO'su Aytekin Tank. 2006'da kurulan JotForm'un bugünlere nasıl geldiğini aşama aşama Aytekin'den dinliyoruz. Büyük releaselerden continuous integration'a geçişlerini, ürün takımı yapısını nasıl oturttuklarını, ürün stratejisini nasıl belirlediklerini detaylı bir şekilde anlattı. Aytekin'in deneyimlerinden biz öğrendik, umarız siz de keyifle dinlersiniz. Bu arada, 8 Aralık Cumartesi günü PowerFM'in düzenlediği 1. Power Podcast Festivali'ne hepinizi bekliyoruz. Bizim de aralarında olduğumuz 14 podcast, hikayelerini paylaşacaklar. Podcast sevenlerin kesinlikle katılması gereken bir etkinlik. Kayıt ve program için aşağıdaki linkten bilgi alabilirsiniz. 1. Power Podcast Festivali: https://www.powerapp.com.tr/podcastfestivali/ Aytekin'in Bölümde Bahsettiği Kaynaklar1) Eric Ries blog - http://www.startuplessonslearned.com/2) The Lean Startup - https://www.idefix.com/ekitap/the-lean-startup-1 3) Peopleware - https://www.idefix.com/ekitap/peopleware-34) 7 Powers: The Foundations of Business Strategy - https://www.amazon.com/7-Powers-Foundations-Business-Strategy/dp/09981163195) The Goal - https://www.amazon.com/Goal-Process-Ongoing-Improvement/dp/0884270610

Whaaaaat?!?!  I can’t believe it’s been FOUR YEARS since Biz Women Rock began.  In February 2014, I launched the first episode of the Biz Women Rock podcast...a podcast that would immediately attract the most incredible, ambitious women entrepreneurs I have ever had the privilege of knowing (that would be YOU), whom I get to connect with every day.  A podcast that would give birth to an entire BUSINESS MODEL for me that allows me to work from anywhere, build meaningful relationships with fellow biz women, lean into my gifts as a writer, communicator, leader and supporter of women, be home with my daughter a lot, spend quality time with my entrepreneurial hubs and provides prosperity for me and my family.  All in all...it’s provided me the opportunity to live my life by MY DESIGN.     And no...I had no idea this is where I would be when I put my first episode out into the world 4 years ago!   Have you ever heard the saying amongst parents that goes, “the years are short, but the days are long?”  That’s how I feel about business.  In so many ways, I feel like I’m just getting air under my wings to take off (and that that process is sloooooow in the making!).  And in other ways, I feel so far beyond anything I possibly could have imagined 4 years ago!   In celebration of this milestone, I wanted to share with you just FOUR of the biggest lessons I’ve learned so far on my Biz Women Rock journey, in hopes that it will give you a bit of an insight into just how raw and imperfect it has been and so I can truly honor YOU for being a part of it...heck, for being the reason I’m here 4 years later! LESSON #1: TAKE FAST AND PURPOSEFUL ACTION   In the past four years, I have launched a lot of things, all with a deep desire to find the ideal marriage of GIVING VALUE to you and LIVING IN MY GIFTS (that’s what I call Business Bliss!).  Online courses, live group programs, challenges, Masterminds, Coaching, the Academy...the list goes on.  And as I look back, the lesson I can see staring me in the face is this: I wish I would have taken action FASTER.  I wish I would have not hesitated so much.  I wish I would have not let fear or anxiety or self-doubt keep me in holding patterns for so long before I finally took action.     But let me be clear…”fast action” does not mean “ready, fire, aim” to me.  It doesn’t mean walking aimlessly into a new endeavor.  Because I have also learned that just taking action - without a strategic and purposeful reason behind it - can just cause a lot of anxiety, chaos and ultimately...a hell of a lot of TIME...the one commodity we never get back.     When I launched the Biz Women Rock podcast, I had no idea what I was doing.  I knew I was in love with business.  And I knew that I loved supporting women.  And my podcast was going to be the way that I brought those two loves together.  I never thought about what I wanted to do with it.  I never spent time visioning about what could be because of it.  I never even considered a strategic business model (other than...launch a podcast, get some sponsors).  And while I don’t regret anything I did in those early years, if I were to do it all over again, I would approach that podcast with so much more INTENTION.     Luann Nigara of A Well Designed Business was recently on the podcast (her episode is here: http://bizwomenrock.com/transition-new-phase-business-luann-nigara-window-works/) and she is such a great example of what it looks like to be intentional and purposeful and strategic with any new business endeavor!     I would have done THAT.   Not because I would have followed that plan perfectly (let’s be honest, at the beginning of ANY business endeavor, we’re all clueless about what’s ahead!), but because it would have forced me to be more efficient with my marketing, my actions, my money and ultimately, with my time.     It would have brought me to where I am a LOT faster.  And that, combined with taking FAST ACTION, is a recipe for crazy awesome success! LESSON #2: DEVELOP YOUR SALES SKILLS   Oh girl.  I can’t tell you how many times I’ve heard “I hate selling!” or “I suck at selling!” from my community members.  And all the while I would give very wise advice that looked like “give, give, give...then sell,” or “your customers will sell for you if you do a great job for them!”  I call the bullshit flag on this one...I was wrong.  Well...not wrong...just incomplete.     Selling is the ability to tap your ideal customer on the shoulder, offer her / him exactly what they want and need by communicating effectively and giving it to them as they happily give you money for it.     SELLING IS A SKILL that we all need to develop.     Because selling, my dear, is where the rubber meets the road...it’s where the dollars come in and communicate to you that you are doing a great job, that you are providing value to people who need it, that you are solving problems in an effective way.     Selling is how you make a profit.   And if you’re not making a profit in your business, something needs to shift NOW.   One of the stand out books I’ve read over the past few years is called THE GOAL (https://www.amazon.com/Goal-Process-Ongoing-Improvement/dp/0884271951/ref=sr_1_1?s=books&ie=UTF8&qid=1519409111&sr=1-1&keywords=the+goal&dpID=519C2Gz-v2L&preST=_SY291_BO1,204,203,200_QL40_&dpSrc=srch). The foundational concept is that the #1 goal of any business is to make a PROFIT.  Which can seem a little callused, right?  Especially if you are like me and in business to make a difference in the world.  I mean, isn’t the goal of my business to improve the business journeys of women all around the globe?  Isn’t the purpose to be a light to you so I can help you see how AMAZING you are so you can truly live BIG?  Isn’t the purpose to build a team of incredible people who are financially supported by such an amazing company?  Isn’t the goal to give to causes that are important to me and that help others?   Of course.  But if you are not PROFITABLE, then you cannot do any of these things.  The lifeblood of your business is money.  And the way to get money is SALES.   It’s worth noting that I have SUCKED at this for a very long time.  It’s only been in the past 2 years that I have challenged myself to put offers out there, to talk about my coaching, to flat out tell women on the phone how life changing I know my Mastermind will be for them and that I would do them a disservice if I didn’t encourage them to join now!   The more I practice, the better I become.  The more effective I am at communicating to you how AMAZING these resources I’ve created for you are.  Because I BELIEVE in them!  Because I see they work for your peers!  Because I want to give you everything you could possibly need to ensure you have true business bliss!  (you see?  Not so bad after hating selling 4 years ago, eh?) ;)     So, develop your skills as a SALES PERSON.  As someone who can intelligently and effectively communicate how YOUR product or service is exactly what your ideal customer wants and needs! LESSON #3: YOU BE YOU   This might be THE biggest lesson of all.  And it’s a lesson I keep learning over and over and over again.     I was a guest on another podcast recently and the host asked me, “Katie, you’ve worked with thousands of business women at this point in some way...what do you see as the biggest thing that stands in their way of success?”   Without hesitation, I answered…   “Ourselves.”   Hands down the biggest challenge we women entrepreneurs have (myself included here) is our own internal thoughts and beliefs that are keeping us from true success.   Self-Doubt.  Hesitation.  Blocks.  Limiting beliefs.  Fear.  Comparison.  “Should-do’s.”  Ooooh, girl...it’s all there.   So much of the work to be done along our journeys is the personal development it takes to deal with this junk head on so we can transform ourselves - and our businesses - into what we’re meant to be!   And the way to do this is to go deep inside and know YOU.  So that when a new business idea comes up or money gets tight or an employee quits or something drastic in our industry changes, we know what to do.     It’s business done from the inside out.  It’s being INTENTIONAL with every move we make.   But it’s also so much more than that.  When you embody the concept of You Be You, of letting YOU be your guide, then creating and executing business growth strategies becomes ridiculously easy.     You’re able to easily answer the most basic questions in business…   Who am I? What are my gifts? Who is my ideal customer? What are my offerings and how are they unique?   What are the features and benefits of my offerings? How am I currently attracting customers that works? Where are my customers and what are creative ways I can get their attention? What experience do I want my customers to have with me?   You see where I’m going with this?   This is personal branding, business branding and marketing at its core.  And unfortunately, this is the exact opposite of how most of us create our business growth strategies.     Typically, we do it by looking outside of ourselves.  By looking at what others are doing that’s working.  By mimicking “successful” people in our industry.  By hungrily buying every single course and book and webinar out there to learn about strategies that sound so good!     Acquiring more education and looking for great models of success is not a bad thing.  But consuming all that information without a strong sense of who YOU are, what YOUR vision is, what YOUR strategic advantage is, what YOUR customers and soon to be customers desire...that’s when it becomes a mind-spinning, anxiety-producing, fear-based experience that feels SO DRAINING.   That’s when we start to work around the clock to “keep up.”  That’s when we freeze for days, weeks or even months at a time to put something out there into the world because we are paralyzed by fear.  That’s when we start comparing ourselves to everyone else in our industry.  That’s when we start listening to that voice in our head that there’s no way we can make a lot of money and do what we love...that it just can’t be that easy...that we have to work hard for it and it has to be a journey filled with suffering.   I know this because I’m ON that journey.  And if you’ve listened to my podcast long enough or been a part of the Biz Women Rock Facebook Group, then you’ve already seen YOU BE YOU in action!  You already know that I am often spiraling down into low moments as I try to “figure it out,” and that the ONLY way I get out of these low moments is to go deep inside ME for the answers.  And moreover, the more I get connected to ME, the less I experience the low moments!   When you totally own the concept of You Be You, you get that all the answers to the success you crave are already inside of you. LESSON #4: GET HELP & SUPPORT!   It took me a loooooooong time to get help from others.  Because I was honestly terrified that if others saw the mess inside my business (and inside my head), then they would lose all respect for me.  It would confirm my biggest fear that I’m not good enough.     This prevented me from hiring team members, investing in coaches, joining courses and even participating in Masterminds or accountability groups.     Which meant that my growth was 100% up to me.     Which meant that my growth was slooooooooooow.   Now this may sound contrary to the lesson of You Be You, but it’s not.  Because when know yourself, then you know where you have a skill deficit, or strategy deficit or accountability deficit and you can seek out others who can support you or train you.  You approach outside help as a way to enhance your journey.     Okay, back to my slow growth.   My season for slow growth was before Biz Women Rock.  So, when I started this company, I swore to myself that I would actively seek out support and help so I could grow FAST and PURPOSEFULLY.   So I joined a Mastermind.     And then hired a coach.   And hired a team.   And invested - and continue to invest - in courses.   And read great books.   And have had a few accountability partners.   And go to conferences.   And guess what?   My growth has been fast!  (And a hell of a lot more enjoyable!)   So take on lesson #3 of You Be You and then seek out the help and support you need! BONUS LESSON: BE GRATEFUL   You are a high performing, ambitious woman entrepreneur and you’re always moving, achieving, reaching.  And I love you for that.     But take time to be GRATEFUL for who you are and what you have NOW.  Because it is the key for living in business bliss - for truly enjoying and appreciating every step of this crazy journey.   I am grateful for YOU.  Because 4 years ago, all I knew was that I wanted to talk to YOU.  I wanted to support YOU.  I wanted to help you shine in any way I could.  And no matter if you’ve been listening to this show that entire time or this is your first episode, I am SO GRATEFUL you’ve let me into your life and connect with you.     Happy 4 year anniversary to Biz Women Rock...a podcast, a community, a business, a movement that is here for YOU.

In this third episode of Troubleshooting Agile, Squirrel and Jeffrey take a look at the first of the 12 Agile Principles: "Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.” As Jeffrey point out, this principle contains so much that it "could have been an agile manifesto in itself.” Squirrel and Jeffrey both tell stories about previous consulting experiences to highlight where clients have failed to fully deliver on this vital principle in the past, and how businesses can troubleshoot various common problems that arise. Show Notes: - The 12 Agile principles: http://agilemanifesto.org/principles.html - “The Goal: A Process of Ongoing Improvement”, by Eliyahu M. Goldratt: https://www.amazon.co.uk/Goal-Process-Ongoing-Improvement/dp/0566086654/ref=sr_1_1 - CITCON website: http://citconf.com/ We’d love to hear any thoughts you have about this Agile Principle, or about the podcast in general. You can email us, here: agile@troubleshootingagile.com Or send us a tweet, here: https://twitter.com/TShootingAgile Also, why not Like, Share and Subscribe. We’d really appreciate it.

Dan and James are joined by Jason Hoyt, who is the CEO and co-founder of PeerJ, an open access journal for the biological and medical sciences. Here's some of what they cover: PeerJ’s model and how it got started What goes into running a journal Impact factors vs. low-cost publishing When the journal user experience is too good Getting a quick reviewer turnaround The need scientists to change their practices (not publishers) PeerJ’s membership model Glamour journals Future plans for PeerJ Predatory journals Researchers don’t want cheap journals, only impact factors Links - PeerJ: https://peerj.com - The Phoenix project: https://www.amazon.com/Phoenix-Project-DevOps-Helping-Business-ebook/dp/B00AZRBLHO - The Goal: https://www.amazon.com/Goal-Process-Ongoing-Improvement-ebook/dp/B002LHRM2O/ref=pdsim3512?encoding=UTF8&psc=1&refRID=EMTE1M9W2XW5Q24X4GE8 Music credits: Lee Rosevere freemusicarchive.org/music/Lee_Rosevere/ Special Guest: Jason Hoyt.

  Lean Construction Congress October 2016 - Key Take-aways from the Presenters. A big thank you to interviewees: http://unified-works.com/ (Rich Sieler) http://www.combatbraintraining.com/ (John Kennedy) - John@combatbraintraing.com http://www.projectrealign.com/index.php/homepage (Dick Bayer) Book suggestions: https://www.amazon.com/Toyota-Way-Management-Principles-Manufacturer/dp/0071392319/ref=sr_1_1?ie=UTF8&qid=1487047513&sr=8-1&keywords=toyota+way (Toyota Way) https://www.amazon.com/Toyota-Kata-Managing-Improvement-Adaptiveness/dp/0071635238/ref=sr_1_1?ie=UTF8&qid=1487047590&sr=8-1&keywords=Toyota+Kata (Toyota Kata) https://www.amazon.com/This-Lean-Resolving-Efficiency-Paradox/dp/919803930X/ref=sr_1_1?ie=UTF8&qid=1487047765&sr=8-1&keywords=This+is+Lean (This is Lean – Nikolas  Modig) https://www.amazon.com/Lean-Thinking-Corporation-Revised-Updated/dp/0743249275/ref=sr_1_1?ie=UTF8&qid=1487047796&sr=8-1&keywords=Lean+Thinking (Lean Thinking) https://www.amazon.com/Gemba-Walks-Expanded-James-Womack/dp/193410938X/ref=sr_1_1?ie=UTF8&qid=1487047717&sr=8-1&keywords=Gemba+Walks (Gemba Walks) This is Lean Construction https://www.amazon.com/Goal-Process-Ongoing-Improvement/dp/0884271951/ref=sr_1_fkmr1_1?ie=UTF8&qid=1487047664&sr=8-1-fkmr1&keywords=The+Goal+%E2%80%93+Malcom+Goldratt (The Goal) https://www.amazon.com/Machine-That-Changed-World-Revolutionizing/dp/0743299795/ref=sr_1_1?ie=UTF8&qid=1487047639&sr=8-1&keywords=The+Machine+That+Changed+the+World (The Machine That Changed the World) Music by: Epic Music Supervision Show Notes: www.constructrr.com/ep19

Summary: In Episode #214 Ari welcome [Vern Harnish](https://gazelles.com/) - founder of [EO](https://www.eonetwork.org/), CEO of [Gazelles](https://gazelles.com/), and author of [Scaling Up](http://www.amazon.com/Scaling-Up-Companies-Rockefeller-Habits/dp/0986019526). Vern's a strategic planning expert who helps companies to scale up successfully. Listen in as Ari and Vern discuss delegation, hyper-focus, and how ‘scale-ups' are going to replace ‘start-ups' as drivers of business. Time Stamped Show Notes: - 16:28 – Welcoming Vern to the show - 16:50 – CEO of [Gazelles](https://gazelles.com/) - a firm that helps growing firms to scale up - 18:20 – “Nailing strategy can cover a lot of execution flaws” - 19:20 – “I would define ‘scaling' as growing at 20% to 100% per year” - 20:00 – “We look at 4 scale areas: talent, strategy, execution and practice - 20:40 – Communication and execution are the main challenges - 22:20 – “What's the biggest problem people face when they can't scale?” - 22:40 – CEOs should spend 4 of 5 days on market-facing activities - 23:30 – Talented people often struggle to delegate. People can't let go. - 24:30 – “We're big on gamifying companies” - 24:50 – Currently working on 4 books - 25:30 – “We want to create the [Techstars](http://www.techstars.com/) for scale-ups” - 26:25 – “Most people's creativity increases hugely as they age” - 27:05 – “I think we'll see a move from start-ups to scale-ups” - 29:00 – “Become the absolute expert in your niche - you need to hyper-specialise” - 29:45 – Scaling-up doesn't have to be about reaching more people - you can focus more tightly and become the absolute master in your field - 31:52– _Top 3 Tips to be More Effective:_ - The most leverage comes from people...write down the 25 people that you absolutely need to get on board with your project and start working that list - Find the tone or two words that you need to own in the mind of the market - Read Eli Goldratt's book [The Goal](http://www.amazon.com/The-Goal-Process-Ongoing-Improvement/dp/0884271951) - Visit [com](https://scalingup.com/) for free personal plans and strategic planning help Key Points: 1. Hyper-focus. Find a niche you can absolutely dominate, and own it. Scaling doesn't have to mean going broader. 2. Work on your company, not in your company. Learn to delegate, automate, and outsource so that you can focus on strategy and expansion. 3. Your biggest leverage point is people. Write down the people you need behind you, and work on that list. Resources Mentioned: - [Pop Slate 2](https://www.indiegogo.com/projects/popslate-2-smart-second-screen-for-iphone#/) - An iPhone case that turns the back of your phone into a 2nd screen - [Nadi](http://wearableexperiments.com/nadi/) - An outfit that corrects your form in real time during exercise - [No More Voice Mail](http://www.nomorevoicemail.co/?ref=producthunt) - An app to keep your voice mail box empty - [Card Form](http://cardform.co/index.html?ref=producthunt) - Build a blog from Trello - [Dieterest](http://dieterest.co/?ref=producthunt) - Text-based diet coach Sponsored By: [EarthClassMail](https://www.earthclassmail.com/) – Earth Class Mail helps you move your snail mail to the cloud. Visit [www.LessDoing.com/postal](http://www.lessdoing.com/postal) to get signed up now! Text DOLESS to 33733 to sign up for the Less Doing Newsletter Credits - Original Music provided by [Felix Bird](http://2014.felixbird.com/) - Audio Production by [Chris Mottram](https://www.linkedin.com/pub/christopher-mottram/96/b12/708) - Show Notes provided by [Mallard Creatives](http://www.mallardcreatives.com/Testimonials) ------- [Get the FREE Optimize, Automate, Outsource Blueprint here.](https://go.lessdoing.com/blueprint?utm_campaign=blueprint-ari&utm_medium=link&utm_source=podcast) --- Send in a voice message: https://anchor.fm/lessdoing/message

Yo... he visto cosas que vosotros no creeríais: ifs anidados hasta más allá de Orión. He visto clases C++ repletas de sleeps cerca de la Puerta de Tannhäuser. Todas esa deuda técnica se perderá... en el tiempo... como lágrimas en la lluvia. Es hora de refactorizar.Participantes:Sebastián Ortega, @_sortega.Álvaro Castellanos, @AlvaroCasteÓscar Pernas, Kris Kovalik, @kkvlkEnlaces:Libro: “Working effectively with legacy code”, Michael Feathers. http://www.amazon.com/Working-Effectively-Legacy-Michael-Feathers/dp/0131177052Artículo: “Working Effectively With Legacy Code Michael Feathers Object Mentor, Inc”https://web.archive.org/web/20150213051804/http://www.objectmentor.com/resources/articles/WorkingEffectivelyWithLegacyCode.pdfLibro: “Refactoring improving the design of existing code”, Martin Fowler.http://www.amazon.com/Refactoring-Improving-Design-Existing-Code/dp/0201485672Libro: “The Goal, Process of Ongoing Improvement”, Eliyahu M. Goldratt, http://www.amazon.es/The-Goal-Process-Ongoing-Improvement/dp/0884271951

Yo... he visto cosas que vosotros no creeríais: ifs anidados hasta más allá de Orión. He visto clases C++ repletas de sleeps cerca de la Puerta de Tannhäuser. Todas esa deuda técnica se perderá... en el tiempo... como lágrimas en la lluvia. Es hora de refactorizar. Participantes: Sebastián Ortega, @_sortega. Álvaro Castellanos, @AlvaroCaste Óscar Pernas, Kris Kovalik, @kkvlk Enlaces: Libro: “Working effectively with legacy code”, Michael Feathers. http://www.amazon.com/Working-Effectively-Legacy-Michael-Feathers/dp/0131177052 Artículo: “Working Effectively With Legacy Code Michael Feathers Object Mentor, Inc” https://web.archive.org/web/20150213051804/http://www.objectmentor.com/resources/articles/WorkingEffectivelyWithLegacyCode.pdf Libro: “Refactoring improving the design of existing code”, Martin Fowler. http://www.amazon.com/Refactoring-Improving-Design-Existing-Code/dp/0201485672 Libro: “The Goal, Process of Ongoing Improvement”, Eliyahu M. Goldratt, http://www.amazon.es/The-Goal-Process-Ongoing-Improvement/dp/0884271951