Podcasts about harvard business review hbr

Harvard Business Review (HBR) is the world's most important journal on management, for managers. But how has the 103-year-old publication increased readership and influence amidst the explosion of free management advice published B2B companies? Amy Bernstein, recently promoted to HBR editor in chief, explains HBR's strategy. Previously the No. 2 editor, Amy has been at HBR for over 13 years. Before HBR, she served in research and editing positions at Time Inc., consultancy Booz Allen Hamilton, staffing giant ManpowerGroup, CBS News, and other organizations. With 25 million social media followers and 300,000+ paid subscribers to its print and online editions, HBR is the envy of management journal and business media publishers everywhere. On this episode “Everything Thought Leadership," Amy explains HBR's formula for thought leadership success and its plan to become even more relevant to executives in the future. Everything Thought Leadership is a video and podcast series from Buday TLP for thought leaders and thought leadership professionals; the people who help experts get recognized as thought leaders. Episodes release monthly, preceded by trailers and followed with short snippets of wisdom from the interviews. #thoughtleader, #thoughtleadership, #b2b, #podcasts, #marketingstrategy

My guest today is Teresa Ramos.Teresa is a seasoned leader with a diverse career spanning over 23 years in executive roles at top tech companies like British Telecom, Vodafone, Telefónica, and Siemens Group. She has driven digital transformations, enhanced organizational agility, and fostered innovation within and across departments.After her extensive commercial experience, Teresa transitioned to academia, collaborating with leading institutions such as Instituto de Empresa, Stanford, and Harvard where her focus has been on innovation, agility, leadership, digital transformation, and high-performance teams.Currently, Teresa works as an executive coach and digital consultant, collaborating with a wide range of organizations and companies helping navigate the complexities of the digital world and thrive in our fast-evolving, technology-driven landscape.She is a Fellow at the Institute of Coaching at Harvard and a member of the Advisory Council at Harvard Business Review (HBR).In our conversation today, Teresa shares pieces of her journey through various transitions, the importance of playful curiosity, and how she's managed moving back to her home country when it no longer felt like home.Teresa, thank you for this beautiful and enriching conversation.  Thank you for your wisdom, your stories, your curiosity.  You have so much to offer the world and I'm honored to share this conversation here.To connect with Teresa and learn more about her work, you'll find links below:Teresa's website: http://www.globalresults.eu/Connect with Teresa on LinkedInMake Life Less Difficult

In March 2024, the Australian Senate resolved that the Select Committee on Adopting Artificial Intelligence (AI) be established to inquire into and report on the opportunities and impacts for Australia arising out of the uptake of AI technologies in Australia. The committee intends to report to the Parliament on or before 19 September 2024.More than 40 Australian AI experts made a joint submission to the Inquiry. The submission from Australians for AI Safety calls for the creation of an AI Safety Institute. “Australia has yet to position itself to learn from and contribute to growing global efforts. To achieve the economic and social benefits that AI promises, we need to be active in global action to ensure the safety of AI systems that approach or surpass human-level capabilities.” “Too often, lessons are learned only after something goes wrong. With AI systems that might approach or surpass human-level capabilities, we cannot afford for that to be the case.”This session has gathered experts and specialists in their field to discuss best practice alignment of AI applications and utilisation to safety and cybersecurity requirements. This includes quantum computing which is set to revolutionise sustainability, cybersecurity, ML, AI and many optimisation problems that classic computers can never imagine. In addition, we will also get briefed on: OWASP Top 10 for Large Language Model Applications; shedding light on the specific vulnerabilities LLMs face, including real world examples and detailed exploration of five key threats addressed using prompts and responses from LLMs; Prompt injection, insecure output handling, model denial of service, sensitive information disclosure, and model theft; How traditional cybersecurity methodologies can be applied to defend LLMs effectively; and How organisations can stay ahead of potential risks and ensure the security of their LLM-based applications.PanelistsDr Mahendra SamarawickramaDirector | Centre for Sustainable AIDr Mahendra Samarawickrama (GAICD, MBA, SMIEEE, ACS(CP)) is a leader in driving the convergence of Metaverse, AI, and Blockchain to revolutionize the future of customer experience and brand identity. He is the Australian ICT Professional of the Year 2022 and a director of The Centre for Sustainable AI and Meta61. He is an Advisory Council Member of Harvard Business Review (HBR), a Committee Member of the IEEE AI Standards, an Expert in AI ethics and governance at the Global AI Ethics Institute (GAIEI), a member of the European AI Alliance, a senior member of IEEE (SMIEEE), an industry Mentor in the UNSW business school, an honorary visiting scholar at the University of Technology Sydney (UTS), and a graduate member of the Australian Institute of Company Directors (GAICD).Ser Yoong GohHead of Compliance | ADVANCE.AI | ISACA Emerging Trends Working GroupSer Yoong is a seasoned technology professional who has held various roles with multinational corporations, consulting and also SMEs from various industries. He is recognised as a subject matter expert in the areas of cybersecurity, audit, risk and compliance from his working experience, having held various certifications and was also recognised as one of the Top 30 CSOs in 2021 from IDG. Shannon DavisPrincipal Security Strategist | Splunk SURGeShannon hails from Melbourne, Australia. Originally from Seattle, Washington, he has worked in a number of roles: a video game tester at Nintendo (Yoshi's Island broke his spirit), a hardware tester at Microsoft (handhelds have come a long way since then), a Windows NT admin for an early security startup and one of the first Internet broadcast companies, along with security roles for companies including Juniper and Cisco. Shannon enjoys getting outdoors for hikes and traveling.Greg SadlerCEO | Good Ancestors PolicyGreg Sadler is also CEO of Good Ancestors Policy, a charity that develops and advocates for Australian-specific policies aimed at solving this century's most challenging problems. Greg coordinates Australians for AI Safety and focuses on how Australia can help make frontier AI systems safe. Greg is on the board of a range of charities, including the Alliance to Feed the Earth in Disasters and Effective Altruism Australia. Lana TikhomirovPhD Candidate, Australian Institute for Machine Learning, University of AdelaideLana is a PhD Candidate in AI safety for human decision-making, focussed on medical AI. She has a background in cognitive science and uses bioethics and knowledge about algorithms to understand how to approach AI for high-risk human decisionsChris CubbageDirector - MYSECURITY MEDIA | MODERATORFor more information and the full series visit https://mysecuritymarketplace.com/security-risk-professional-insight-series/

In this enlightening episode of "CTRL+ALT+DELETE with Lisa Duerre™ LIVE!" Lisa is joined by Leadership Development and ADHD coaching expert, Sue Trace. Together, they delve into mastering conflict through flexibility, particularly aimed at tech leaders who often navigate high-stress environments. Episode Highlights: The Connection Between Flexibility and Conflict Resolution: Lisa and Sue explore how flexibility can transform conflict resolution and enhance leadership effectiveness. They emphasize the importance of developing flexible, intuitive, resilient, and mindful FIRM Leadership skills to prevent burnout and promote high performance. Understanding Conflict in the Workplace: A significant statistic reveals that 25% of employees feel their managers don't handle conflict well, and Sue suggests the number may be even higher. The discussion touches on the negative impacts of unresolved conflict, including reduced employee engagement, well-being, and productivity. Flexibility as a Tool for Conflict Resolution: Sue shares actionable strategies for boosting self-awareness and personal growth, emphasizing the importance of flexibility in conflict resolution. The concept of "above the line" and "below the line" thinking is introduced, highlighting the importance of staying in a state of trust and curiosity rather than defensiveness and blame. Addressing ADHD in Leadership: Sue discusses the unique challenges and strengths of leaders with ADHD, offering valuable tips for leveraging strengths and overcoming limiting beliefs. Practical Tips for Leaders: The "Three A's" formula (Acknowledge, Allow, Accept) for self-management during conflicts. The importance of creating a conducive environment for open communication and trust within teams. The Power of Music and Daily Improvement: Lisa shares how music can elevate mood and aid in staying present and positive. Sue advises aiming 1% improvement each day, emphasizing small, consistent efforts toward better conflict management and overall leadership. Key Takeaways: Flexibility and open communication are vital in effectively managing and resolving conflicts. Self-awareness and mindfulness practices can significantly improve leadership capabilities. Leaders with ADHD can thrive by focusing on their strengths and adopting flexible strategies. Small, daily improvements can lead to substantial positive changes over time. Tune in to gain valuable insights and practical tools for mastering conflict through flexibility, and discover how to become a more effective and resilient leader. Subscribe to CTRL+ALT+DELETE with Lisa Duerre™ for more inspiring conversations and actionable leadership strategies! Mentioned in this episode:  Harvard Business Review (HBR) article on managing conflict: www.hbr.org Tony Robbins quote on change: www.tonyrobbins.com Michael Jackson's "Man in the Mirror": Spotify Link This  episode is  brought to you by - RLD Group  Let's Connect: RLD Group's FIRM Leadership Lab: ⁠⁠https://rldgroupllc.com/firm-leadership-lab⁠ RLD Group's LinkedIn: ⁠⁠https://www.linkedin.com/company/rldgroupllc RLD Group on X: ⁠⁠https://twitter.com/rldgroupllc⁠ Lisa Duerre on LinkedIn: ⁠⁠https://www.linkedin.com/in/lisaduerre/⁠ ⁠Ctrl+Alt+Delete with Lisa Duerre™ on YouTube: ⁠⁠https://www.youtube.com/@realtalkwithlisa⁠

Imagine that your company culture connects with company strategy and purpose. What would your Monday morning feel like? How much flow and productivity would you experience on Wednesdays? Melissa Daimler is Dr. Joey's guest on this episode of the Work Positive Podcast. Melissa helps you do more than imagine this kind of work culture. She helps you achieve it. And she's done just that for Adobe, Twitter, WeWork, and now Udemy. She was one of the first coaches to be certified by the International Coach Federation (ICF). She speaks and writes for publications like the Harvard Business Review (HBR), Fast Company, Forbes, and Fortune. She's the author of ReCulturing: Design Your Company Culture to Connect with Strategy and Purpose for Lasting Success. Listen in on Dr. Joey's culture conversation with Melissa and learn the importance of: ☀️ a focus on core practices which unites collaboration and behaviors. ☀️ a constant evaluation of culture to insure alignment with company goals. ☀️ a top talent attraction process consistent with the work culture. Melissa's website: https://www.melissadaimler.com/ Connect on LinkedIn: https://www.linkedin.com/in/melissadaimler Amazon link to ReCulturing: Design Your Company Culture to Connect with Strategy and Purpose for Lasting Success: https://www.amazon.com/stores/Melissa-Daimler/author/B09N9CWR37?ref=ap_rdr&isDramIntegrated=true&shoppingPortalEnabled=true Learn more about your ad choices. Visit megaphone.fm/adchoices

EP 2840 Harvard Business Review (HBR) published an article with this name, This is a #shorts summary of the article. You can read the full one at https://hbr.org/2017/12/how-toapplyfor-a-new-job-after-youve-been-fired. ABOUT JEFF ALTMAN, THE BIG GAME HUNTER People hire Jeff Altman, The Big Game Hunter to provide No BS Career Advice globally because he makes many things in peoples' careers easier. Those things can involve job search, hiring more effectively, managing and leading better, career transition, as well as advice about resolving workplace issues.  He is the host of “No BS Job Search Advice Radio,” the #1 podcast in iTunes for job search with over 2800 episodes.  You will find great info to help with your job search at my new site, ⁠⁠JobSearch.Community⁠⁠ Besides the video courses, books and guides, I answer questions from members daily about their job search. Leave job search questions and I will respond daily. Become an Insider+ member and you get everything you'd get as an Insider PLUS you can get me on Zoom calls to get questions answered. Become an Insider Premium member and we do individual and group coaching. Also, subscribe to ⁠JobSearchTV.com⁠ on YouTube and No BS Job Search Advice Radio, the #1 podcast for job search with more than 2700 episodes over 12+ years.in Apple Podcast, Spotify, Google Play, Amazon Music and almost anywhere you listen or watch podcasts. You can also have your #jobsearchquestions answered Tuesdays at noon Eastern. Search for Career Coach Office Hours on LinkedIn and mark that you're attending. You'll have access to the recording if you miss it live.  Schedule a discovery call to speak with me about coaching you during your job search at ⁠www.TheBigGameHunter.us⁠ to discuss one-on-one or group coaching with me  LinkedIn: ⁠https://www.linkedin.com/in/T⁠⁠heBigGameHunter⁠ ⁠Resume & LinkedIn Profile critiques⁠ ⁠www.TheBigGameHunter.us/critiques⁠ We grant permission for this post and others to be used on your website as long as a backlink is included to ⁠www.TheBigGameHunter.us⁠ and notice is provided that it is provided by Jeff Altman, The Big Game Hunter as an author or creator. Not acknowledging his work or providing a backlink to ⁠www.TheBigGameHunter.us⁠ makes you subject to a $1000 penalty which you proactively agree to pay. --- Support this podcast: https://podcasters.spotify.com/pod/show/nobsjobsearchadviceradio/support

Systems thinking is an approach to problem-solving that sees complex entities as a series of components with each part interacting with, and influencing, the rest.The approach can be applied to managing organizations: the various divisions, units, and teams (the components) of a large organization are seen to continually interact with, and affect, each other. In effect, they behave collectively as a system.We'll be investigating systems thinking in this episode of the HRchat pod!Bill's guest is Melissa Daimler, Chief Learning Officer of Udemy, a leading destination for learning and teaching online. She is helping the company evolve its platform and approach to learning, helping the global workforce also re-design how they think about culture and work. Alongside her team, Melissa is also testing out ideas internally to bring best practices to the companies for which Udemy partners.  Melissa is a speaker, panelist, and contributor to Harvard Business Review (HBR) and Forbes. One of the first coaches certified by the International Coach Federation (“ICF”), she graduated from the Pepperdine University Graziadio Business School with a M.S. in Organizational Development.In addition, Melissa is the author of ReCulturing, a playbook for building a business in which employees are clear on the why, what, and how they are working.We do our best to ensure editorial objectivity. The views and ideas shared by our guests and sponsors are entirely independent of The HR Gazette, HRchat Podcast and Iceni Media Inc.   

Dr. Elizabeth J. Altman is an associate professor of management at the Manning School of Business, University of Massachusetts Lowell, and guest editor of the MIT Sloan Management Review Future of the Workforce project. Altman served as a visiting assistant professor at the United States Military Academy at West Point in Fall 2018 and has served as a visiting scholar at the Harvard Business School. Altman teaches strategy, organizational theory, and human resources management in undergraduate, MBA, and doctoral programs. Her research focuses on strategy, innovation, platform businesses and ecosystems, leadership in the digital economy, organizational identity, and organizational change.It used to be, your workforce were your employees. But today, 30-40% of a company's workforce is made up by contractors! Add to this the increasing amount of work being done by suppliers and partners and you see that what composes your workforce is much different than what it once was. This raises lots of questions. Elizabeth has spent 19 years in industry. She was a vice president at Motorola in executive and leadership roles in industrial design, product development engineering, manufacturing, marketing, and strategy. Awarded a U.S. Dept. of Commerce and Japanese government fellowship, Altman worked as an engineer for Sony in Japan. She lectures and consults worldwide for multi-national clients on strategy and platform businesses and has served on corporate and non-profit boards. Her work has been published in the Harvard Business Review (HBR), MIT Sloan Management Review, Journal of Management Studies, Marketing Letters, and other internationally recognized management journals and books. Her HBR article with Prof. Andrei Hagiu was selected for inclusion in an edition of the “HBR 10 Must Reads 2019” book and included in “HBR's 10 Must Reads on Business Model Innovation.” She also co-authored the book, The Innovator's Guide to Growth: Putting Disruptive Innovation to Work, (Harvard Business Press), as well as the recent Workforce Ecosystems (2023).In this episode, she shares:The new role of institutions in society, and how workforce employee and stakeholder sentiment play into that The actual definition of a workforce, and how it has even expanded into including questions like: What is a workforce? Who is in the workforce? and how do you think about it from an ecosystem perspective to incorporate technologies as an integral part of them? How to consider goals and incentives for employees given this broader perspective? How do you build culture when your workforce is composed by a large percentage of contractors and suppliers? How AI and machine learning technology can now be considered an official part of the workforce in many cases _________________________________________________________________________________________Episode Timeline:00:00—Highlight from today's episode01:07—Introducing Elizabeth + The topic of today's episode2:55—If you really know me, you know that...4:19—What is your definition of strategy?6:44—Why do you think the focus in companies has shifted to more than just financial performance in this era?8:34—Tell us about your journey into researching workforce ecosystems.11:27—Breaking down the types of employees in a typical organization12:17—A new definition of a workforce15:13—How do goals change within an organization that has varying types of employees?17:20—Could you talk to us about the most important implications or adjustments that need to be made in light of this changing workforce ecosystem?20:54—What is the role of technologies in our workforce as they become a big part of our production?23:20—How does organizational culture fit into all of this?25:32—What are some other big implications in leadership as workforces change?27:18—How is the structure and processes around workforces changing?29:56—How can people follow you and connect with you to continue learning from you?__________________________________________________________________________________________Additional Resources: Manning School of Business Faculty Page: https://www.uml.edu/msb/faculty/altman-elizabeth.aspxNewest Book: https://mitpress.mit.edu/9780262047777/workforce-ecosystems/Linkedin: https://www.linkedin.com/in/lizaltmanTwitter: https://twitter.com/lizaltman

Dr. Elizabeth J. Altman is an associate professor of management at the Manning School of Business, University of Massachusetts Lowell, and guest editor of the MIT Sloan Management Review Future of the Workforce project. Altman served as a visiting assistant professor at the United States Military Academy at West Point in Fall 2018 and has served as a visiting scholar at the Harvard Business School. Altman teaches strategy, organizational theory, and human resources management in undergraduate, MBA, and doctoral programs. Her research focuses on strategy, innovation, platform businesses and ecosystems, leadership in the digital economy, organizational identity, and organizational change.It used to be, your workforce were your employees. But today, 30-40% of a company's workforce is made up by contractors! Add to this the increasing amount of work being done by suppliers and partners and you see that what composes your workforce is much different than what it once was. This raises lots of questions. Elizabeth has spent 19 years in industry. She was a vice president at Motorola in executive and leadership roles in industrial design, product development engineering, manufacturing, marketing, and strategy. Awarded a U.S. Dept. of Commerce and Japanese government fellowship, Altman worked as an engineer for Sony in Japan. She lectures and consults worldwide for multi-national clients on strategy and platform businesses and has served on corporate and non-profit boards. Her work has been published in the Harvard Business Review (HBR), MIT Sloan Management Review, Journal of Management Studies, Marketing Letters, and other internationally recognized management journals and books. Her HBR article with Prof. Andrei Hagiu was selected for inclusion in an edition of the “HBR 10 Must Reads 2019” book and included in “HBR's 10 Must Reads on Business Model Innovation.” She also co-authored the book, The Innovator's Guide to Growth: Putting Disruptive Innovation to Work, (Harvard Business Press), as well as the recent Workforce Ecosystems (2023).In this episode, she shares:The new role of institutions in society, and how workforce employee and stakeholder sentiment play into that The actual definition of a workforce, and how it has even expanded into including questions like: What is a workforce? Who is in the workforce? and how do you think about it from an ecosystem perspective to incorporate technologies as an integral part of them? How to consider goals and incentives for employees given this broader perspective? How do you build culture when your workforce is composed by a large percentage of contractors and suppliers? How AI and machine learning technology can now be considered an official part of the workforce in many cases _________________________________________________________________________________________Episode Timeline:00:00—Highlight from today's episode01:07—Introducing Elizabeth + The topic of today's episode2:55—If you really know me, you know that...4:19—What is your definition of strategy?6:44—Why do you think the focus in companies has shifted to more than just financial performance in this era?8:34—Tell us about your journey into researching workforce ecosystems.11:27—Breaking down the types of employees in a typical organization12:17—A new definition of a workforce15:13—How do goals change within an organization that has varying types of employees?17:20—Could you talk to us about the most important implications or adjustments that need to be made in light of this changing workforce ecosystem?20:54—What is the role of technologies in our workforce as they become a big part of our production?23:20—How does organizational culture fit into all of this?25:32—What are some other big implications in leadership as workforces change?27:18—How is the structure and processes around workforces changing?29:56—How can people follow you and connect with you to continue learning from you?__________________________________________________________________________________________Additional Resources: Manning School of Business Faculty Page: https://www.uml.edu/msb/faculty/altman-elizabeth.aspxNewest Book: https://mitpress.mit.edu/9780262047777/workforce-ecosystems/Linkedin: https://www.linkedin.com/in/lizaltmanTwitter: https://twitter.com/lizaltman

Amy Bernstein is the editor of Harvard Business Review (HBR) and the Vice President and Executive Editorial Director of Harvard Business Publishing. She also co-hosts HBR's Women At Work podcast. "I lead HBR, the leading journal of management and leadership thinking, and its team of editors. During my tenure we were twice named National Magazine Award finalists for general excellence. I am also responsible for the editorial strategy and content development of the learning and educator assets for our Corporate Learning and Higher Education businesses."

Jennifer J Fondrevay is the founder of Day1 Ready™, a consultancy that advises forward-thinking business leaders, owners, and C-Suite executives on how to prepare for the human capital challenges of M&A. As a Fortune 500 C-Suite “survivor” of three multibillion-dollar acquisitions, Jennifer has been on all sides of the deal equation. She saw countless growth strategies fail due to a workforce that couldn't pivot and adapt as quickly as leadership anticipated. When her Harvard Business Review (HBR) article “After a Merger, Don't Let “Us vs. Them” Thinking Ruin the Company” went viral, Jennifer recognized the power and interest in a human-centric approach to business transformation, where employees are at the heart of the change. She shares her expertise as a contributor to Forbes, Harvard Business Review, Thrive Global, American Marketing Association, Middle Market Growth; and as a frequent podcast guest and keynote speaker for HR conferences, associations, and Fortune 500 companies. On this episode of Destination on the Left, I talk with Jennifer J Fondrevay about navigating uncertainty and embracing transformation. In our conversation, Jennifer shares best practices for entering into a partnership and explores the similarities between M&A and collaboration and how the principles and processes of both can be applied to achieve success in any transformational journey. What You Will Learn in this Episode: What happens when you bring two cultures together after a merger, and how to avoid some of the typical challenges Why it's critical to be intentional about your values when planning a partnership The importance of getting past your ego when making key decisions Why you have to ensure that customer experience is your North Star to maximize a collaboration's success Jennifer shares her wisdom for leaders and teams looking to navigate the complexities of mergers and acquisitions Helping Partnerships Thrive Jennifer shares valuable insights for leaders and their teams considering a merger or acquisition, emphasizing the importance of respect for the other company. Drawing on the analogy of a successful marriage, Jennifer highlights that partnerships thrive on both sides bringing out the best in each other and recognizing the value each brings to the partnership. She stresses the need for humility and respect when entering into a partnership and cautions against letting ego drive decision-making, which can lead to unsuccessful deals. Jennifer's advice is a must-listen for anyone looking to enter into a successful partnership. Finding Your North Star On the podcast, we discuss the importance of being intentional and self-aware of your value when entering into a merger or acquisition. She emphasizes the need to keep the customer at the forefront of any decision-making process, using the example of a successful acquisition where a junior product manager reminded the team to focus on the customer's needs rather than their own egos. Jennifer highlights that keeping the customer as the North Star can help diminish the impact of ego in business and keep teams focused on the true reason for their work. She has some great golden nuggets of wisdom that provide valuable guidance for leaders and teams looking to navigate the complexities of mergers and acquisitions. Unique Opportunities Jennifer emphasizes the importance of the people piece in M&A; she says that there is no specific playbook for these types of deals, as each one has its unique opportunities and challenges. However, she encourages people to be intentional and contribute to the evolution of their organization. Jennifer suggests bringing your particular skills to the partnership, embracing uncertainty, and looking for new opportunities. She also talks about the importance of collaboration, letting go of old ways, and contributing to the new vision. Resources: Website: https://jenniferjfondrevay.com/ LinkedIn Personal: https://www.linkedin.com/in/jennifer-fondrevay/ LinkedIn Business: https://www.linkedin.com/company/jennifer-j-fondrevay/ Twitter: https://twitter.com/jjfondrevay Jennifer's Book: Now What We value your thoughts and feedback and would love to hear from you. Leave us a review on your favorite streaming platform to let us know what you want to hear more of. Here is a quick tutorial on how to leave us a rating and review on iTunes!: https://breaktheicemedia.com/rating-review/

Marc is an acknowledged practitioner, thought leader, consultant and now teacher in the area of global marketing leadership. After a successful 14-year career with Unilever working in The Netherlands and New York and founding the Interactive Brand Center in 1998 - Unilever's first global internet marketing innovation centre. Marc is author of THE GLOBAL BRAND CEO and co-leader of Marketing2020, Insights2020, and the Growth Study (IRG). Both Marketing2020 and Insights2020 were featured as Harvard Business Review (HBR) cover-articles (in 2014 and 2017), and most recently, his article on the Da Vinci CMO article was published by FAST Company. Marc has learned from and collaborated with many of the world's most prominent Chief Marketing Officers, and he is a frequent keynote speaker at business schools, companies, and industry conferences. Sponsored by School of Marketing.

This week I am seating down with Melissa Daimler, Chief Learning Officer at Udemy and author of the book ReCulturing, to talk about corporate culture. Melissa helps leaders design, operationalize, and scale their culture. She currently serves as the Chief Learning Officer for Udemy, where she develops learning strategies for both customers and employees. Melissa brings over two decades of experience across Learning and Development, Talent Management, and Organizational Development. Prior to Udemy, Melissa created and built Learning, Organizational, and Talent Development functions for Adobe, Twitter, and WeWork. She is a speaker, panelist, and contributor to broad industry publishers including Harvard Business Review (HBR), Huffington Post, Chief Learning Officer, and Chief Talent Development Officer magazines. She has served as board member for the Association of Talent Development (“ATD”) and the Advisory Board for the University of San Francisco, Master's Program for Organization Development. One of the first coaches certified by the International Coach Federation (“ICF”), Melissa graduated from the Pepperdine University Graziadio Business School with an M.S. in Organizational Development. ---------------------------------------------------- Additional Resources: Grab a copy of Melissa's book: https://amzn.to/3EyTOsU Enjoying the podcast? Would you like to get bonus conent like exclusive podcast episodes, trainings, tools and more? - Join our Patreon Community - https://bit.ly/leadingyourselfpatreon Join the Monday Motivation Newsletter, Not your average newsletter —Start your week with new intentions, productivity tips, and small shifts we can make together. - https://bit.ly/mondaymotivationemail --------------------------------------------------- LET'S CONNECT:

I received a leave application request on a Saturday from one of my staff. It reminded me that we had missed our weekly meeting.  In fact, now that I think about it, we have missed quite a few of them, because of various scheduling conflicts.  My busyness has been a factor.  This made me recall that fantastic Bill Oncken and Don Wass article in the Harvard Business Review (HBR) back in 1974 titled, “Management Time: Who's Got The Monkey”.  In fact, HBR notes that this article is one of two of their best selling reprints ever.  If you haven't read it, then take a look, it is gold. In this article, a classic, they are talking about staff accountability and boss delegation.  The boss always has more interest in keeping abreast of what staff are doing than the staff have any interest in their accountability. Missing sessions with the boss is a plus from their point of view, because they are not having to provide any answers about their results or lack thereof.  With a bit of deft scheduling change, they can go for long periods with no actual supervision.  I know that I am packing my schedule, that I am taking 100% accountability for the company's results and this is the problem.  I haven't factored in enough slack to deal with people who prefer to keep no profile or a low profile with the boss. It is very hard for the boss to turn the switch down from “full bore ahead” to “I am going to do less”.  What often makes us the boss in the first place is our drive, determination, pain threshold, commitment and ambition.  All sterling stuff, but sometimes we have to remember that the monkey is kept firmly on our back in these types of situations. When we delegate and staff don't match our expectations with the speed or quality of the work they are doing as part of the delegation, there is an overwhelming boss urge about to kick in.  That urge is called “buying back the delegation”.   We start having extremely dangerous thoughts such as, “it will be faster if I do it myself”.  Before you know it, your schedule is packed and you have no slack for checking up on slackers.  We are moving too quickly sometimes and that momentum just keeps carrying us forward.  As I mentioned, these life-long habits are what have spring boarded us to the boss position and they are hard to shake. McGregor in his Theory X boss and Theory Y boss declaratory study said that, in simple terms, the X boss sees the bad side of people and the Y bosses see the good side of people and treat them accordingly.  I have to keep reminding myself of this when I gets thoughts like, “I wonder if this staff member is being clever about manipulating the boss's busyness to escape from any accountability”.  I have to replace that thought with a more Y boss contribution like, “Everyone wants to do a good job and this person is just busy too. Our schedules are just not matching well enough and I need to cut myself some slack here to be more available”. I am always amazed when people own up to the fact they don't plan their day, based around the priorities they have set themselves for their work.  Actually, I was teaching a leadership class recently and roughly half of the class said they didn't set daily priorities for their job.  I don't understand that and of course I am religious about planning my day.  Naturally priorities can change but that is okay because I can get back to what I should be doing after the diversion.  Certainly those days when I am not able to do that classic Time Management Quadrant Two – not urgent and important – planning function are never as productive or as satisfying as when I can do it.  Being able to tick that a task has started and then being able to add that additional tick to note it has been completed is an absolute  dopamine rush. This may be part of the problem though. I am too tightly bound in that scheduling to leave any slack for myself.  My super efficiency may not actually be enabling me to be as effective as I need to be. As the boss I need to keep that monkey of delegated tasks off my back and I need to be leavening the day with little blank spaces to make sure I can spend the time with the team where it is needed.  When I am in my super commander mode, I start barking out orders like a pirate captain and I am missing important leadership aspects like asking questions instead of telling people what to do.  Command mode also means that any coaching is out the window and a rain of orders are flowing forth from me to everyone. Bill Oncken's article is always a good reminder of what I should be doing as opposed to what I am actually doing.  When I got that leave request it triggered the thought that “oh yeah, we have been missing meetings and these are my opportunity to coach this staff member and to make sure all relevant monkeys are sitting firmly on their back and not on mine”.  How about you?  How are you going building some slack into your day to be less efficient and maybe more effective.  For me it is a constant struggle, and while I am far from perfect, at least I know I am operating with some awareness of the issue.  That awareness is the first step to finding the balance and solution I need.  How would you calibrate your own awareness of this issue?          

Adi Ignatius is the Editor in Chief of Harvard Business Review (HBR). Prior to joining HBR, Adi worked for many years at Wall Street Journal as the Moscow and Beijing bureau chief, and subsequently served as deputy managing director of Time. He has authored several books, including Prisoner of the State: The Secret Journal of Premier Zhao Ziyang and President Obama, the Path to the White House. In this special episode of Thinkers & Ideas, Adi discusses Harvard Business Review at 100, which highlights the 30 articles that helped popularize some of the best and most enduring business ideas. Together with Martin Reeves, Chairman of BCG Henderson Institute, Adi shares his unique perspective on the origin of big ideas, as well as the trends and technologies that underlie them. They also discuss the evolution of HBR's content curation, accessibility, market exposure, and commitment to its mission over time. *** About the BCG Henderson Institute The BCG Henderson Institute is the Boston Consulting Group's think tank, dedicated to exploring and developing valuable new insights from business, technology, economics, and science by embracing the powerful technology of ideas. The Institute engages leaders in provocative discussion and experimentation to expand the boundaries of business theory and practice and to translate innovative ideas from within and beyond business. For more ideas and inspiration, sign up to receive BHI INSIGHTS, our monthly newsletter, and follow us on LinkedIn and Twitter.

Vijay Govindarajan, known as VG, is widely regarded as one of the world's leading experts on strategy and innovation. VG was the first Professor in Residence and Chief Innovation Consultant at General Electric. He worked with GE's CEO Jeff Immelt to write "How GE is Disrupting Itself", the Harvard Business Review (HBR) article that pioneered the concept of reverse innovation-any innovation that is adopted first in the developing world. HBR picked reverse innovation as one of the Great Moments in Management in the Last Century. In the latest Thinkers50 Rankings, he was ranked the #1 Indian Management Thinker. He is also a NYT and WSJ Best Selling author, is the Coxe Distinguished Professor at Dartmouth College's Tuck School of Business and the Marvin Bower Fellow at Harvard Business School. Dr. Govindarajan is one of the rare faculty who has published more than ten articles in the top academic journals (Academy of Management Journal, Academy of Management Review, Strategic Management Journal) and more than ten articles in prestigious practitioner journals including several best-selling HBR articles. He received the McKinsey Award for the best article in HBR. He published the New York Times and Wall Street Journal Best Seller, Reverse Innovation. VG has worked with CEOs and top management teams in more than 25% of the Fortune 500 firms to deepen and integrate their thinking about strategy. His clients include: Boeing, Coca-Cola, Colgate, Deere, FedEx, GE, Hewlett-Packard, IBM, J.P. Morgan Chase, J&J, New York Times, P&G, Sony, and Wal-Mart. Much in demand on the lecture circuit, he has been a keynote speaker in the BusinessWeek CEO Forum, HSM World Business Forum, TED and World Economic Forum at Davos. Vijay Govindarajan's Books: https://www.amazon.com/Vijay-Govindarajan/e/B001HMOWKO Learn more about IMS and future sessions with leaders like Vijay Govindarajan: https://ims-online.com/programs Chapters: (00:00) Introduction (01:25) Vijay's background (06:03) Innovation vs creativity (07:24) Box 1: Managing the present core business at peak efficiency and profitability (08:40) Box 2: Traps of the past (11:12) Three traps (13:49) Box 3: Creating the future (21:25) Balancing the three boxes (23:18) Focus on the horse you can control (28:57) The future is now (31:18) Key takeaway (32:31) Conclusion

In this episode, I share an article from Harvard Business Review (HBR) that came out regarding gender bias and discrimination on the HBR Podcast Women at Work. Listen in to hear.. The three types of bias women encounter in the workplace most often as they move into their 30's and 40's What we can do about it How to become the version of yourself who is unf*ckwithable Check out the Women at Work Podcast here. Ready to stop feeling overwhelmed and start feeling empowered to create your version of the good life? Then you're going to want to check out Nurses Living the Good Life. And in the words of Taylor Swift, "don't say I didn't warn ya."

Welcome to the What's Next! podcast with Tiffani Bova.  This week we take on the world of cultural innovations with organizational leader and learning strategist Melissa Daimler, who guides us through the continuous act of re-designing, reimagining, and re-connecting our behaviors, processes, and practices that make up culture. Melissa Daimler is the Chief Learning Officer of Udemy, a leading destination for learning and teaching online. She is helping the company evolve their platform and approach to learning, helping the global workforce also re-design how they think about culture and work. Prior to Udemy, she launched Daimler Partners, a boutique advisory and coaching company that worked with founders and leaders to help them design and scale their culture. Daimler led HR for a fast-growing venture-funded startup. She also created and built Learning & Organizational Development functions for Adobe, Twitter and WeWork. Daimler is a speaker, panelist, and contributor to Harvard Business Review (HBR) and Forbes.   THIS EPISODE IS PERFECT FOR…  people who want to improve their own lives by learning and then help others by creating a culture where learning is encouraged and explored.   TODAY'S MAIN MESSAGE… culture is a loaded word that holds a lot of different meanings depending on who you ask. For a while, business had the idea of onsite amenities, wellness programs, company retreats, and other perks, but focusing on these external benefits instead of individual needs wasn't integrating people into a bigger more meaningful system. Ultimately, culture is what you make of it together with the people around you and a more strategic approach is to create a culture where work gets done and people have the opportunity to learn and grow in their role and beyond.   WHAT  I  LOVE  MOST… Melissa believes culture is an “active process” created together by members of the community you're engaging with, so whether it's within the boundaries of the workplace or even the world at large, we must work together with each other to establish the values we hold dear and reinforce those ideals in our day-to-day behaviors and practices.     Running time: 27:44 Subscribe on iTunes     Find Tiffani on social: Facebook Twitter LinkedIn Instagram   Find Melissa on social: Website Twitter LinkedIn Instagram     Melissa's Book: Reculturing

Traditionally, company cultures have always been the domain of HR, or an afterthought to success involving ping pong tables and staff bonus packages. For many, the concept of changing an entire organisation's way of doing things seemed daunting, a task that fell well behind hitting targets and ensuring the basic welfare of staff. However, following the pandemic and new approaches to the work life balance, things have truly started to shift. People are realising the vital importance of creating a dynamic and effective company culture which fosters productivity, welfare and growth. In this episode of Future Sight, host Claudia Crummenerl speaks to Melissa Daimler, whose new book ReCulturing, examines the challenges that companies face when looking to change their old practices, and posits a new way forward for organisations to develop an effective culture.This week's guest:Melissa Daimler is the Chief Learning Officer for Udemy, where she develops learning strategies for both customers and employees, and previously created and built Learning, Organizational, and Talent Development functions for Adobe, Twitter, and WeWork. Alongside being a speaker, panelist, and contributor to  publications including Harvard Business Review (HBR), Huffington Post, Chief Learning Officer, and Chief Talent Development Officer magazines, she has also served as board member for various high profile associations and companies.She is also the author of ReCulturing: Design Your Company Culture to Connect with Strategy and Purpose for Lasting Success - you can find it here: https://www.mheducation.co.uk/reculturing-design-your-company-culture-to-connect-with-strategy-and-purpose-for-lasting-success-9781264278619-emea You can listen back to some our previous Future Sight episodes on Organisation and Workforce below:024: The Future of Work Part 1 - https://share.transistor.fm/s/ae9df0fb034: The Future of Work Part 2 - https://share.transistor.fm/s/aaedf934 This episode was hosted by Claudia Crummenerl and produced by Harry Stott.This podcast is brought to you by Capgemini Invent. You can find out more about them at https://www.capgemini.com/service/invent/ and follow them on Twitter https://twitter.com/CapgeminiInvent.

Work to live กับ live to work เราทำงานเพื่อที่จะได้ใช้ชีวิตหรือถวายทั้งชีวิตให้กับการทำงาน เชื่อเหลือเกินว่าน้อยคนนักที่จะเป็นอย่างหลัง แม้งานนั้นจะเป็นงานในฝัน ทำให้เรามีความสุขในทุกวินาทีที่ได้ทำงานก็ตาม แต่จะมีความหมายอะไรหากใช้ชีวิตเพียงมิติเดียวโดยไม่อุทิศเวลาให้กับครอบครัว เพื่อน ๆ หรืองานอดิเรกอื่น ๆ บ้างเลย กระนั้น พวกเราหลาย ๆ คนก็ยังคงมุ่งมั่นทำงานอย่างหนักด้วยความหวังว่านี่จะเป็นกุญแจสำคัญสู่ความสำเร็จทั้งในหน้าที่การงานและชีวิตส่วนตัว แต่บทความล่าสุดจาก Harvard Business Review (HBR) กลับไม่เชื่อเช่นนั้น A Cup of Culture ———– วัฒนธรรมองค์กร Corporate culture Organizational culture

Ruth Malloy gives an insightful look into how leaders arouse the achievement motivation in others through feedback, affiliation and standards of excellence - and how that motivation can run amok. Focusing too much on achievement can diminish trust and erode morale.Ruth Malloy, Ph.D., is a leadership advisory consultant and Spencer Stuart's global assessment solutions leader. She is based in Boston. For more than 25 years, Ruth has helped Fortune 500 companies, across multiple industries, achieve their strategic goals through the assessment, development and alignment of their leadership and talent. She brings deep expertise in executive assessment and succession, executive coaching, top team effectiveness and talent management. Prior to joining Spencer Stuart, Ruth was the global managing director of the leadership and talent practice at Hay Group. She also served as Director of Research and Technology for the McClelland Center for Innovation, and started up Leadership and Talent Direct at Hay Group, which offered on-line assessments including the ESCI, development tools and accreditation programs for individual practitioners, executive coaches and clients. She has published and presented on topics including women in leadership, motivation and leadership effectiveness. Ruth spoke at TEDx Fenway, presenting “From Leaning In to All In: What Organizations Can Do to Advance Women,” and co-authored “Leadership Run Amok: The Destructive Potential of Overachievers,” which was cited as one the most popular articles in Harvard Business Review (HBR) in 2006. Ruth has a B.A. in psychology from Vassar College. She received her M.A. and Ph.D. from Boston University, under the mentorship of Dr. David McClelland. In this podcast, Malloy joins Daniel Goleman to discuss the how empathy tempers achievement. Tune in for this insightful conversation about: The pluses and minuses of high achievers.What inspires high achievement.How risk factors into achievement.Leadership run amok.Antidotes to micromanagement.Three social motives: achievement, power and affiliation.The importance of a leader's focus.The impact of self awareness on leadership. Support the show (https://www.patreon.com/firstpersonplural)

Episode 18 : How Effective Leaders Delegate with John Marzan, Co-Founder, VA FLIXOn this episode of Hire A Millennial Virtual Assistant Podcast, John talks about why it is essential to have a virtual assistant. Also, John focuses on how effective leaders delegate tasks. Why it is important to delegate tasks"To be a great leader, you have to learn to delegate well," the Harvard Business Review (HBR) said. "One of the most difficult transitions for leaders to make is the shift from doing to leading." Doing everything yourself will limit your business's growth to the amount of time you can give to it, which is finite." Simple solution? Hire a Virtual Assistant from the Philippines to free up your time."In the short term, you may have the stamina to get up earlier, stay later, and out-work the demands you face," HBR said. "But the inverse equation of shrinking resources and increasing demands will eventually catch up to you, and at that point, how you involve others sets the ceiling of your leadership impact."In this episode, While it may seem difficult, we'll talk about how to evaluate impact and what requires you to embrace an unavoidable leadership paradox: You need to understand that you need to be essential and less involved," HBR said. When you justify your hold on work, you're confusing being involved with being essential."John also discussed the essentials on knowing what tasks to delegate, on who to get to do those tasks. John also stated the importance of having a Virtual Assistant on the growth of a business. Virtual Assistants make sure they build relationships with the clients, communicate as much as possible and work hand-in-hand to provide a fast-paced growth of the business.Here are some topics John shared on this episode: Steps on How to Effectively Delegate TasksHow Delegating Helps You Grow Your BusinessWhat are the Emotional BarriersHow a Business Grow with Virtual AssistantsGet in touch with the Founder and Co-founder John and Karen:John Marzan| LinkedIn | Facebook | Instagram |+1 323-955-1001Karen Po| LinkedIn | Email | +1 323-955-1001Questions? Concerns? CONNECT WITH US THE VA FLIX WAY! feel free to text or call: +1 323-955-1001 or email us at: admin@vaflix.com Check out our website too! http://www.vaflix.comTimestamps:00:00 - Introduction on Hire a Millennial Virtual Assistant Podcast01:11 - How Delegating a task is Crucial02:27 - Steps on how to effectively delegate tasks-Identify what to hand-off04:12 - Emotional Barriers-Fear of being less important-Losing power-Having less control-Inability to say no06:00 - Questions to ask yourself to delegate effectively-Where are you good at and where are you not?-Any duties that you don't like doing?-Does delegating a task need judgment?08:10 -The right people(Virtual Assistants) to work on your tasks delegated09:09 - Simple Process Summary about Delegating11: 25 - Platforms #Delegate, #Tasks, #Virtual Assistant, #Agency, #Effective Leaders, #HireAVirtualAssistant , #Philippines, #VA

In this "HBR Minute Rewind" HCI Podcast episode, Dr. Jonathan H. Westover https://www.linkedin.com/in/jonathanhwestover/) explores the recent HBR video, "How to be Less Lonely at Work" (Originally Aired April 25, 2021). See the video here: https://youtu.be/udnLC9WtV08.  Video Overview: "Loneliness at work is a major predictor of burnout. But how do you turn co-workers into genuine friends? What do work friendships look like? And how do they differ from the “normal” friendships you make outside of work? To combat loneliness, Innovation Editor Christine Liu sets out on the dramatic journey of making a new friend at the office while working from home. She speaks to Jennifer Moss, author of “The Burnout Epidemic,” to learn about the consequences of not having friends at work. Spoiler alert: They're dire. Ascend is the go-to place for young people around the world trying to navigate where your work meets your life. Run by a team of global editors at Harvard Business Review (HBR), we aim to give recent grads and early career professionals guidance on how to make sense of today's workplace — from getting started on your first gig to becoming a manager for the first time to just being yourself at work." Check out the Human Capital Innovations (HCI) Academy: Courses, Micro-Credentials, and Certificates to Upskill and Reskill for the Future of Work! https://hciacademy.talentlms.com/. Please leave a review wherever you listen to your podcasts! Check out the LinkedIn Alchemizing Human Capital Newsletter: https://www.linkedin.com/newsletters/alchemizing-human-capital-6884351526333227008/. Check out Dr. Westover's book, 'Bluer than Indigo' Leadership, here: https://www.innovativehumancapital.com/bluerthanindigo. Check out Dr. Westover's book, The Alchemy of Truly Remarkable Leadership, here: https://www.innovativehumancapital.com/leadershipalchemy. Check out the latest issue of the Human Capital Leadership magazine, here: https://www.innovativehumancapital.com/hci-magazine. Ranked #6 Performance Management Podcast: https://blog.feedspot.com/performance_management_podcasts/  Ranked #6 Workplace Podcast: https://blog.feedspot.com/workplace_podcasts/  Ranked #7 HR Podcast: https://blog.feedspot.com/hr_podcasts/  Ranked #12 Talent Management Podcast: https://blog.feedspot.com/talent_management_podcasts/  Ranked in the Top 20 Personal Development and Self-Improvement Podcasts: https://blog.feedspot.com/personal_development_podcasts/  Ranked in the Top 30 Leadership Podcasts: https://blog.feedspot.com/leadership_podcasts/ --- Support this podcast: https://anchor.fm/hcipodcast/support

Jennifer J Fondrevay is the Founder of Day1 ReadyTM, a consultancy that advises forward- thinking business leaders, owners and C-Suite executives on how to prepare for the human capital challenges of M&A. As a Fortune 500 C-Suite “survivor” of three multi-billion-dollar acquisitions, Jennifer has been on all sides of the deal equation. She saw countless growth strategies fail due to a workforce that couldn't pivot and adapt as quickly as leadership anticipated. She is the author of the book, “Now What?: A Survivor's Guide for Thriving through Mergers & Acquisitions.” When her Harvard Business Review (HBR) article, “After a Merger, Don't Let “Us vs. Them” Thinking Ruin the Company” went viral, Jennifer recognized the power and interest in a human-centric approach to business transformation, where employees are at the heart of the change. She shares her expertise as a contributor to: Forbes, Harvard Business Review, Thrive Global, American Marketing Association, Middle Market Growth; and as a frequent podcast guest and keynote speaker for HR conferences, associations and Fortune 500 companies. Jenniferjfondrevay.com

We all get stuck sometimes. And it doesn't help that we solve problems the same way over and over again.In this episode, executive coach Michael Wenderoth offers a hack to get us out of that rut: "What would so-and-so do"? Pick someone who is very different from you. A quick 5 minute brainstorm can generate a diversity of ideas!Michael Wenderoth is an Executive Coach who focuses on building power, navigating politics and managing up. Using research-based methods, he helps executives rethink their assumptions about power and authenticity to become more effective at work. In addition to his global coaching practice, Michael lectures on leadership at IE Business School (Spain), coaches in executive education at Stanford Business School, and spent more than 20 years in senior roles in high growth companies in China, the U.S. and Europe. He holds an MBA from Stanford Business School, a BA from Carleton College, and has published in Harvard Business Review (HBR), HBR Ascend and Forbes.  Website and Bio.Resources:Michael's Forbes article about constraints

In this "HBR Minute Rewind" HCI Podcast episode, Dr. Jonathan H. Westover https://www.linkedin.com/in/jonathanhwestover/) explores the recent HBR video, "How to be Less Lonely at Work" (Originally Aired April 25, 2021). See the video here: https://youtu.be/udnLC9WtV08. Video Overview: "Loneliness at work is a major predictor of burnout. But how do you turn co-workers into genuine friends? What do work friendships look like? And how do they differ from the “normal” friendships you make outside of work? To combat loneliness, Innovation Editor Christine Liu sets out on the dramatic journey of making a new friend at the office while working from home. She speaks to Jennifer Moss, author of “The Burnout Epidemic,” to learn about the consequences of not having friends at work. Spoiler alert: They're dire. Ascend is the go-to place for young people around the world trying to navigate where your work meets your life. Run by a team of global editors at Harvard Business Review (HBR), we aim to give recent grads and early career professionals guidance on how to make sense of today's workplace — from getting started on your first gig to becoming a manager for the first time to just being yourself at work."  Check out Dr. Westover's new book, The Alchemy of Truly Remarkable Leadership, here: https://www.innovativehumancapital.com/leadershipalchemy.  Check out the latest issue of the Human Capital Leadership magazine, here: https://www.innovativehumancapital.com/hci-magazine.  Ranked in the Top 10 Performance Management Podcasts: https://blog.feedspot.com/performance_management_podcasts/ ; Ranked in the Top 10 Workplace Podcasts: https://blog.feedspot.com/workplace_podcasts/ ; Ranked in the Top 15 HR Podcasts: https://blog.feedspot.com/hr_podcasts/ ; Ranked in the Top 15 Talent Management Podcasts: https://blog.feedspot.com/talent_management_podcasts/ ; Ranked in the Top 15 Personal Development and Self-Improvement Podcasts: https://blog.feedspot.com/personal_development_podcasts/ ; Ranked in the Top 30 Leadership Podcasts: https://blog.feedspot.com/leadership_podcasts/ --- Support this podcast: https://anchor.fm/hcipodcast/support

Elayne Fluker is an expert in asking for support, and she is the author of the new book, Get Over “I Got It” – where she encourages unapologetically ambitious women to learn how to embrace support not only for their success but also their peace of mind. As a speaker at organizations such as LinkedIn, the United Nations, the Women Presidents' Organization, NYU, Columbia, Spelman College and Howard University, she gives women a roadmap for making empowered asks and living a fulfilled life. Elayne is host of the Support is Sexy podcast where she has interviewed more than 500 diverse women entrepreneurs around the world, and she is the founder of SiS.Academy – an online learning platform educating and empowering Black Women entrepreneurs. Most recently Elayne was named a “Founder of Change” for SiS.Academy as part of the American Express “100 for 100” program featuring 100 innovative Black women entrepreneurs. During our conversation on asking for support, Elayne and I discuss: Top areas where “helpers” (aka coaches, consultants, and business leaders) struggle to ask for support and Elayne's suspicion about why that is Native American social worker Maria Yellow Horse Brave Heart's model for historical trauma – and why asking for support is both an individual act of self-empowerment AND a way to disrupt systemic oppression Unique ways of asking for support when you know you need support but you aren't clear on what support would actually look like The 5 Rs for making an empowered ask The extra book chapter Elayne would write if she could Resources Mentioned in This Episode: Learn more about Elayne Fluker and her new book (and grab book bonuses!) at GetOverIGotIt.com The Harvard Business Review (HBR) article – Stop Telling Women They Have Imposter Syndrome Sign-up for my free virtual workshop – Amplify Your Voice, Visibility and Influence While Getting Paid to Show Your Clients (or Employees) How to Do the Same Please leave a review and subscribe to Moxielicious® via Apple Podcasts, Stitcher, Google Play, or Spotify so you never miss an episode!

Dorie Clark was fired by her first literary agent after every publisher she pitched turned her down and told her she needed “a platform.” Not one to back down, when the front door was slammed in her face, Dorie says, “I went in the window instead.”  Dorie began pitching business publications to build a name for herself, and through the sale of a bike on Craigslist, got connected to an editor at the Harvard Business Review (HBR) and was able to contribute a few articles. Then HBR decided not to publish her work anymore, but a last-minute cancellation by another of their writers led to the print version of HBR publishing one of Dorie's articles, and the rest is history.  Listen to Dorie tell the story behind her four books, including her latest The Long Game: How To Be a Long-Term Thinker In a Short-Term World. You'll learn what Dorie has picked up over the years about how to build an author platform, market your book, and leverage it to grow your business.  Links:  Twitter  LinkedIn  Facebook  Instagram  YouTube  Clubhouse  DorieClark.com

Vijay Govindarajan (VG) is widely regarded as one of the world's leading experts on strategy and innovation. VG is the Coxe Distinguished Professor (a Dartmouth-wide faculty chair) at Tuck School of Business at Dartmouth College and a former Marvin Bower Fellow at Harvard Business School. VG is a Faculty Partner at Mach49, a Silicon Valley incubator. He was the first Professor in Residence and Chief Innovation Consultant at General Electric. He worked with GE's CEO Jeff Immelt to write, “How GE is Disrupting Itself”, the Harvard Business Review (HBR) article that pioneered the concept of reverse innovation – any innovation that is adopted first in the developing world. HBR picked reverse innovation as one of the Great Moments in Management in the Last Century. VG is a NYT and WSJ Best Selling author and a two-time winner of the prestigious McKinsey Award for the best article published in HBR. VG was named by Thinkers 50 as a Top 3 Management Thinker in the world and received the Breakthrough Innovation Award in 2011. VG was inducted into Thinkers 50 Management Thinkers Hall of Fame and was given the Distinguished Achievement Award for most contributions to the understanding of innovation in 2019. VG has been a select few who have received Thinkers50 Distinguished Achievement Awards in two different categories.    Govindarajan has been identified as a leading management thinker by influential publications including: Outstanding Faculty, named by Business Week in its Guide to Best B-Schools; Top Ten Business School Professor in Corporate Executive Education, named by Business Week; Top Five Most Respected Executive Coach on Strategy, rated by Forbes; Rising Super Star, cited by The Economist; Outstanding Teacher of the Year, voted by MBA students.   The recipient of numerous awards for excellence in research, Govindarajan was inducted into the Academy of Management Journals' Hall of Fame, and ranked by Management International Review as one of the Top 20 North American Superstars for research in strategy. One of his papers was recognized as one of the ten most-often cited articles in the entire 50-year history of Academy of Management Journal.  Visit https://www.aib.world/frontline-ib/vijay-govindarajan/ for the original video interview.

In the final iteration of Radio Advisory’s open mic, Radio Advisory’s own Rae Woods offers her take on how leaders can provide the clinical workforce a meaningful recovery period. After their service in the face of the Covid-19 crisis, Rae offers an analogy to military service. In order to prevent long-term supply challenges, leaders may need to make supply problem worse before it can get better. That means literally giving doctors and nurses time to step back, access tools to heal and treat their trauma, and ultimately return to the workforce. Read Rae's piece in the Harvard Business Review (HBR.org) Links: Three strategies to build baseline emotional support How Ochsner Health's structured debriefs promote recovery during a crisis Recovery: It's time for the physician workforce to heal Your two-pronged approach to addressing—and preventing—physician burnout

Michael Wenderoth is an Executive Coach who focuses on building power, navigating politics and managing up. Using research-based methods, he helps executives rethink their assumptions about power and authenticity to become more effective at work. In today's episode, he explains how to use "The Other" EQ Hack to show up and be more powerful at work, which can drive better results. This strategy is useful in situations where you might normally back down: when asking for a raise or promotion, negotiating a salary package, or challenging someone at work about an idea or a direction.More about Michael: In addition to his global coaching practice, Michael lectures on leadership at IE Business School (Spain), coaches in executive education at Stanford Business School, and spent more than 20 years in senior roles in high growth companies in China, the U.S. and Europe. He holds an MBA from Stanford Business School, BA from Carleton College and has published in Harvard Business Review (HBR), HBR Ascend and Forbes.  Website and Bio.

Jennifer Fondrevay told me something that I have never before heard from a guest. As a young child, she wanted to become the Ambassador to France and even more remarkably she continued to have that goal throughout her college years into graduate school. Jennifer’s father is French and her grandmother lived with them until she was three years old, so she learned French first, English second. She majored in French and political science undergrad and then continued with her graduate studies at the Thunderbird School Of Global Management where she studied international business, specializing in marketing and advertising. Jennifer figured if the ambassadorship didn’t materialize, her fallback plan was in marketing or advertising. It appears to have worked out extremely well, although Jennifer’s Dad still hopes that she’ll pursue the diplomacy route one day. As a Fortune 500 C-suite “survivor”, Jennifer has been on all sides of three separate multibillion-dollar mergers and acquisitions. She saw countless growth strategies fail due to a workforce that couldn’t pivot and adapt as quickly as leadership anticipated. While she may not be the Ambassador to France she has sharpened her diplomacy skills over the years.  Today, Jennifer is the founder and Chief Humanity Officer of Day 1 Ready, a consultancy that advises forward-thinking business leaders, owners, and C suite executives on how to prepare for and manage the people challenges of business transitions, particularly mergers and acquisitions. Jennifer conducted extensive research for and authored the satirical survivor’s handbook, Now What? A Survivor's Guide to Thriving through Mergers and Acquisitions. She is a frequent keynote speaker at HR conferences and associations. In this week’s Work From The Inside Out podcast, learn more about Jennifer’s journey: When her Harvard Business Review (HBR) article, “After a Merger, Don’t Let “Us vs. Them” Thinking Ruin the Company” went viral, Jennifer recognized the power and interest in a human-centric approach to business transformation, where employees are at the heart of the change.  In addition to HBR, Jennifer also shares her expertise as a contributor to Fast Company, Inc, Thrive Global, and Forbes. Learn more and connect with Jennifer here: https://www.linkedin.com/in/jennifer-fondrevay/ @jjfondrevay www.jenniferjfondrevay.com https://www.youtube.com/channel/UCGusxCB8gysRPpB8B4RQBJA

In this "HBR Minute" HCI Podcast episode, Dr. Jonathan H. Westover https://www.linkedin.com/in/jonathanhwestover/) explores the recent HBR video, "How to be Less Lonely at Work." See the video here: https://youtu.be/udnLC9WtV08.  Video Overview: "Loneliness at work is a major predictor of burnout. But how do you turn co-workers into genuine friends? What do work friendships look like? And how do they differ from the “normal” friendships you make outside of work? To combat loneliness, Innovation Editor Christine Liu sets out on the dramatic journey of making a new friend at the office while working from home. She speaks to Jennifer Moss, author of “The Burnout Epidemic,” to learn about the consequences of not having friends at work. Spoiler alert: They're dire. Ascend is the go-to place for young people around the world trying to navigate where your work meets your life. Run by a team of global editors at Harvard Business Review (HBR), we aim to give recent grads and early career professionals guidance on how to make sense of today's workplace — from getting started on your first gig to becoming a manager for the first time to just being yourself at work."  Check out Dr. Westover's new book, The Alchemy of Truly Remarkable Leadership, here: https://www.innovativehumancapital.com/leadershipalchemy.  Check out the latest issue of the Human Capital Leadership magazine, here: https://www.innovativehumancapital.com/hci-magazine.  Ranked in the Top 10 Performance Management Podcasts: https://blog.feedspot.com/performance_management_podcasts/ ; Ranked in the Top 10 Workplace Podcasts: https://blog.feedspot.com/workplace_podcasts/ ; Ranked in the Top 15 HR Podcasts: https://blog.feedspot.com/hr_podcasts/ ; Ranked in the Top 15 Talent Management Podcasts: https://blog.feedspot.com/talent_management_podcasts/ ; Ranked in the Top 15 Personal Development and Self-Improvement Podcasts: https://blog.feedspot.com/personal_development_podcasts/ ; Ranked in the Top 30 Leadership Podcasts: https://blog.feedspot.com/leadership_podcasts/

In honor of David Prowse, the original actor portraying Darth Vader, I am running a podcast series this week on the intersection of compliance and Star Wars. Today, I consider at the only stand-alone entry in the Star War series, Rogue One. This movie tells the tale of the spies who stole the schematics from the original Death Star and transmitted it to Princess Leia and thereby the Rebel Alliance. Rogue One is the first film in the Star Wars Anthology series, a series of stand-alone spin-off films in the Star Wars franchise. It is not clear where the name of the movie came from; although my personal nomination is that in the attack led by Luke on the original Death Star, his squadron was Rogue Two so the movie title is a tribute to those Rebel Alliance X-wing fighters and their pilots. It informs the myth of the rogue employee. As long as 25 years ago, Lynn S. Paine wrote about the myth of the rogue employee in the Harvard Business Review (HBR), in an article entitled “Managing for Organizational Integrity”. In this article she wrote, “executives are quick to describe any wrongdoing as an isolated incident, the work of a rogue employee. The thought that the company could bear any responsibility for an individual’s misdeeds never enters their minds. Ethics, after all, has nothing to do with management. In fact, ethics has everything to do with management.” How prescient she was in her article. For it is management who sets the tone throughout the organization, whether that is something along the lines of a wink and a nod towards ethics and compliance or the more ubiquitous miss your numbers for two quarters and you will be history, Paine noted, “More typically, unethical business practice involves the tacit, if not explicit, cooperation of others and reflects the values, attitudes, beliefs, language, and behavioral patterns that define an organization’s operating culture. Ethics, then, is as much an organizational as a personal issue.” However, a company’s responsibility is more than simply to set the right tone then sit back and do nothing. The drafters of the Foreign Corrupt Practices Act (FCPA) recognized this when they included the requirement for internal controls to be included in the law. For, as Paine said, “Managers who fail to provide proper leadership and to institute systems that facilitate ethical conduct share responsibility with those who conceive, execute, and knowingly benefit from corporate misdeeds.” Yet the myth of the rogue employee is more than a simple myth. It is also a dangerous myth. It is dangerous because it excuses negligent or intentional corporate behavior. Mike Volkov, in a blog post entitled “The Myth of the Rogue Employee”, noted that illegal conduct such as that under the FCPA does not occur “in a vacuum.” He explained “There are other employees with whom the person interacts, there are financial controls in place to protect against such misconduct, there are reporting mechanisms for employees to report suspicious activity, and there is likely to be someone in the organization who is close enough to the bad actor, or responsible for the conduct of the bad actor, and who suspected or should have suspected that the actor was engaged in misconduct.” Moreover, the more sophisticated the scheme, the more actors are involved and the more controls are overridden or disregarded as he explained, “As the misconduct becomes more complicated, like in the case of bribery or antitrust violations, where such schemes require additional actors or raise red flags or where others are in a position to know or suspect that misconduct may have occurred”. The three basic tenets of a best practices compliance program are to prevent, detect and remedy. By claiming employees who engage in bribery and corruption have ‘gone rogue’; companies are attempting to divest themselves of responsibility for actions from which they benefit, particularly if the bribery and corruption generated business sales and revenue. Learn more about your ad choices. Visit megaphone.fm/adchoices

Michael Harris is a top Senior Sales ERP at Epicor, an organization that provides flexible, industry-specific software that is designed to meet the precise needs of their customers. Michael has had quite the career trajectory. He went from being a sales trainer to a quota-carrying sales professional – having never sold tech before – and within two years became the top-performing manufacturing salesperson at Epicor. Michael is also the author of Insight Selling and has been published in the Harvard Business Review (HBR). Michael has worked with technology companies over the past decade to deliver insight so that their customers are better able to challenge the status quo and discover the unrecognized value of change.

Season 1, Episode 16This week's guest is Alison Beard, Senior Editor of Harvard Business Review (HBR), podcast host of Dear HBR and HBR Ideacast and parent who knows how to “outsource” (when appropriate) to allow for focussed time with her family.   Alison and Dana discuss new trends toward authenticity in the workplace and time negotiation issues at home! EPISODE LINKS: Purchase Dana's latest book and everything else!Take the Quiz WebsiteLinkedIn Instagram Twitter Today's Guest: Alison BeardSettle Smarter is produced by Paul Godwin for NEWdOG MediaQuestions or comments:  producerpaul@settlesmarter.com   

Every role in a company has its challenges. Leaders have a unique set of challenges when they focus on how to scale growth. Leadership requires clarity in the face of uncertainty. Leading others takes confidence at the same time as you acknowledge your fear. Today's guest is Ron Carucci, Managing Partner of Navalent. Ron writes about his work for Harvard Business Review (HBR) about leadership transformation. The drive to scale growth is not new, but at this time, it requires you to face unique difficulties in leadership. Join me for today's interview on how to scale growth by facing leadership challenges. Get the show notes for The Challenges in Leadership to Scale Growth with Ron Carucci Click to Tweet: Listening to an amazing episode on Growth Think Tank featuring Ron Carucci with me your host @GeneHammett https://bit.ly/RonCarucci #ScaleGrowth #Leadership #GHepisode588 #GTTepisodes #Podcasts Give Growth Think Tank a review on iTunes!

In this episode, we talk to Melissa Daimler (Founder Of Daimler Partners) about her new n ormal, how leaders should handle essential workers as they come back to work, and more.  Follow Melissa on LinkedIn & Instagram **More about Melissa** Melissa has been an executive at high-growth companies for over twenty years.  She now works as an executive coach, advisor, and facilitator. Her primary focus is helping leaders operationalize culture.  Prior to starting Daimler Partners, Melissa was an executive who experienced multiple leadership viewpoints throughout her career. She led HR for a fast-growing venture-funded startup. She created and built Learning & Organizational Development functions for Adobe, Twitter and WeWork. She built a coaching company while also the first employee of Coach University, one of the first leaders in the coaching field. Her experience as an executive includes coaching executives, helping teams work more effectively, and building scale-proof organizational processes. She is a speaker, panelist, and contributor to broad industry publishers including Harvard Business Review (HBR), Huffington Post, Chief Learning Officer, and Chief Talent Development Officer magazines. Her recent article on operationalizing culture in HBR was one of the most popular articles of 2018, viewed by over 200,000 people globally (10x the average). She has served as a board member for the Association of Talent Development (“ATD”) and currently sits on the Advisory Board for the University of San Francisco, Master's Program for Organization Development. One of the first coaches certified by the International Coach Federation (“ICF”), Melissa graduated from the Pepperdine University Graziadio Business School with a M.S. in Organizational Development. Melissa can regularly be found in the bay area hiking somewhere with views of the ocean, or urban hiking in NYC looking for the latest piece of graffiti art. Visit our website TheStartupLifePodcast.com Follow The Startup Life Podcast Facebook Page Want gear from The Startup Life? Check out our gear! Check out other great podcasts from The Binge Podcast Network.   Written by: Dominic Lawson Executive Producers: Dominic Lawson and Kenda Lawson Music Credits: **Show Theme**  Behind Closed Doors - Otis McDonald  **Break Theme** Cielo - Huma-Huma  Sponsors/Partners Go to Payoff.com/TheStartupLife to learn more. Go to the Phillip Stein and use code SLEEPEZ to get 10% of your new Philip Stein Sleep Bracelet.  Use code BETTEREVERYDAY for 30% everything sitewide at ladder.sport. That's “BETTEREVERYDAY” for 30% off at ladder.sport. Go to Save the Children dot org slash save kids orwww.savethechildern.org/savekids

Interview by Chicke Fitzgerald of the Game Changer Network as a part of the Best of the Game Changer series, showcased on C-Suite Network  Companies around the globe are increasingly pursuing M&A as a growth strategy. Odds are, at some point in your career, your company will be one of them.  Jennifer J. Fondrevay, an M&A expert who has led teams and brands through three separate multibillion-dollar acquisitions, reveals that these transitions are as stressful as a major loss or moving to another country. The normal human reactions of fear, anger, anxiety, and denial can make the experience hellish, make leading change overwhelming, and keep you from capitalizing on opportunities. To help you navigate the chaos and your emotions and see how M&A can, in fact, further your career, she has written NOW WHAT? the guide she wished for years ago. Based on 60 interviews with M&A integration survivors and practitioners, NOW WHAT?: Explains the drivers behind M&A so that you can anticipate what's coming and start to appreciate where the opportunities might be. Exposes the post-deal experience for what it is: a journey from denial to acceptance through the M&A stages of grief. Identifies the "cast of change" characters (e.g., the Former Rock Star, the Black Widow, etc.) and how to engage them. Helps you construct a total "survive and thrive" game plan for cultivating the right mindset, collaborating with the "other side," and finding your niche to succeed. NOW WHAT? helps anybody in the middle of it all, from C-suite executives to team leaders and players, come out stronger on the other side to help their companies do the same.  ******** Jennifer J Fondrevay is the Founder and Chief Humanity Officer of Day1 Ready™, a consultancy that advises forward-thinking business leaders, owners, entrepreneurs and C-Suite executives on how to prepare for the human capital challenges of M&A. As a Fortune 500 C-Suite "survivor" of three multibillion-dollar acquisitions, Jennifer has been on all sides of the deal equation. She saw countless growth strategies fail due to a workforce that couldn't pivot and adapt as quickly as leadership anticipated. When her Harvard Business Review (HBR) article, "After a Merger, Don't Let 'Us vs. Them' Thinking Ruin the Company" went viral, Jennifer recognized the power and interest in a human-centric approach to business transformation, where employees are at the heart of the change and not on the sidelines. She shares her expertise as a contributor to: Forbes, Harvard Business Review, Thrive Global, American Marketing Association, Middle Market Growth ; and as a frequent podcast guest and keynote speaker for HR conferences, associations and Fortune 500 companies. The Game Changer is featured on C-Suite Network. Chicke is a philanthropreneur • she zigs where others zag, creating value, growth and bringing to life crazy good ideas that will leave a legacy

Innovation in compliance is one of my passions for every Chief Compliance Officer (CCO) and compliance practitioner. So much so that I dedicate an entire podcast series to the topic, aptly named Innovation in Compliance. I was therefore intrigued with a recent Harvard Business Review (HBR) article, entitled What Kind of Chief Innovation Officer Does Your Company Need?, by Darko Lovric and Greig Schneider. They developed six-character types for innovators, which I have adapted for the different skills set a CCO might need to create innovation in compliance. Research skills - research skills allow folks to come up with new ideas and garner insights from large amounts of data. Engineering Skills - Engineering skills are used to build something that works, as in now. Investor skills- investors see innovation as the means to an end, and that end is growth. Advocacy skills - Advocacy skills help to deliver something new for the end user. Motivational skills- motivational skills in innovation but the authors found they work to unleash the employees’ imaginations. Organizational skills- Organizational skills are the true process focused skill set, focusing on extents like key performance indicators (KPIs), metrics, and stage gates. While you may not find one person with all of those skills, by identifying them a CCO might be able to bring a range of skills to an innovation project. Further, by tempering some of the more extreme aspects of each skill set by partnering it with a countervailing skill set, a CCO can bring a much more robust response to innovating. Also remember that innovation in compliance does not necessarily require a high cost of entry. You can innovate by looking to process improvement and moving outwards. Three key takeaways: Do you have an innovation expert in your compliance team? What skills do compliance professionals have that lend themselves to innovation. Think about broadening out your compliance reach through innovation. For more information on how an independent monitor can help improve your company’s ethics and compliance program, visit this month’s sponsor Affiliated Monitors at www.affiliatedmonitors.com.

In Week 6, we’re talking about our environment, the culture of our workplace and the experience of high-achievers. Research shows that where we work, the physical environment and the corporate culture around us, can have a huge impact on our wellbeing and our sense of ‘stuck’ In Episode 11, Amelia catches up for coffee with Dr. Amy Silver. Amy is a clinical psychologist, speaker and published author with over three decades of experience. She has spent her career developing intellectual property on how fear and habit restrict our capability.Amy has a unique perspective on situation-stuck, saying that it’s not the label of ‘stuck’ that really matters – but instead, it’s how we identify with it. For her, being stuck is a point of reflection and an opportunity to reassess our behaviour, our doing and our being. After working with people from all walks of life, from domestic violence survivors to sufferers of chronic fatigue, Amy is interested in tackling the behavioural patterns that get us stuck.She says - we need to regain our power, and realise that too often, we passively give it away to people and organisations without being fully aware. We get it back by creating space for ourselves, and in doing so – we promote our own growth mindset and learn to be more behaviourally flexible.Amy also addresses four other related topics of interest about environment and culture, the principles of agile transformations, ways of working for high achievers, and how to – actually – be courageous. She shares helpful advice on the practical things we can do to get on the other side of ‘uncomfortable’. Here is the research link referenced in this episode:Harvard Business Review (HBR) - “1 in 5 Employees is Highly Engaged and at Risk of Burnout” Emma Seppala and Julia Moeller - https://bit.ly/2N57QrNIf you would like to connect with Amy, you can contact her via:Website: dramysilver.com Email:  amy@dramysilver.com Blog: https://www.dramysilver.com/recent-silverliningsAnd, purchase her new book ‘Conversations Create Growth’ : https://www.dramysilver.com/shopIf you have a question that you would like answered, or you would like to connect with Ann and Amelia directly, you can email: careerandcoffeepodcast@gmail.com You can also join our Career and Coffee community on LinkedIn:  linkedin.com/company/career-and-coffee-podcast/ And find us on Instagram for bonus content: instagram.com/podcastcareerandcoffee  

In this episode, Christina Martini and Jennifer Fondrevay discuss:  The importance of human capital challenges and considerations in today’s business world.  The characters you may see during a post-deal landscape.  Talking about the people from the due diligence phase, not late in the deal.  Seeing the opportunity in change.  Key Takeaways:  Be open minded, have contingency plans, and be nimble in your interactions during inflection points.  M&A transactions are an emotional process for everyone.  Bring on a human capital advisor – someone who can advise as to the people challenges you are going to face during an M&A transaction.  Know what you’re good at, how it contributes to the new vision, and make sure people know that.  “When you are operating from a position of fear, people act differently.” —  Jennifer Fondrevay  About Jennifer Fondrevay: Jennifer is the Founder of Day1 Ready, an M&A deal consultancy that advises forward-thinking business leaders, owners and C-Suite executives on how to prepare for the human capital challenges of Mergers & Acquisitions.  The “survivor” of three multi-billion-dollar acquisitions, Jennifer saw countless growth strategies fail due to a workforce that couldn’t pivot and adapt because they were not able to adapt as quickly as leadership anticipated.  When her Harvard Business Review (HBR) article, After a Merger, Don’t Let “Us vs. Them” Thinking Ruin the Company went viral, Jennifer recognized the power and interest in a human-centric approach to business transformation, where employees are at the heart of the change, not on the sidelines.  She shares her expertise as a contributor to Forbes, Harvard Business Review, Medium, Middle Market Growth, American Marketing Association and Thrive, and as a keynote speaker, most recently for Express Scripts leadership, who were acquired by Cigna for $64 billion in 2018.  Her book, NOW WHAT? A survivor’s guide for navigating and thriving through acquisition, to be published in Oct. 2019, guides executives and middle managers through the transitions brought by M&A to find the opportunities in change and disruption.   Connect with Jennifer Fondrevay:  Website: (https://jenniferjfondrevay.com/)   Book: (https://jenniferjfondrevay.com/#book)   LinkedIn: (https://www.linkedin.com/in/jennifer-fondrevay/)   Connect with Christina Martini:  Twitter: (https://twitter.com/TinaMartini10?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor)   Website: (http://www.paradigmshiftshow.com/)   LinkedIn: (https://www.linkedin.com/in/christinamartini)   Email: christinamartini.paradigmshift@gmail.com  Show notes by Podcastologist: Chelsea Taylor-Sturkie  Audio production by (https://www.turnkeypodcast.com/) You’re the expert. Your podcast will prove it   

In this episode, Christina Martini and Jennifer Fondrevay discuss: How she transitioned from advertising to marketing and her experience with being part of leadership teams through a series of mergers and acquisitions. The human capital issues that arise during significant inflection points in an organization. Jennifer’s upcoming book: Now What? A Survivors Guide for Navigating and Thriving Through Acquisition. “M&A will continue because companies are struggling to survive on their own. That’s what drives so much of what I do – to help M&A be more successful, to recognize that these are the challenges that are faced, to lower that 70-90% failure rate.” —  Jennifer Fondrevay About Jennifer Fondrevay: Jennifer is the Founder of Day1 Ready, an M&A deal consultancy that advises forward-thinking business leaders, owners and C-Suite executives on how to prepare for the human capital challenges of Mergers & Acquisitions. The “survivor” of three multi-billion-dollar acquisitions, Jennifer saw countless growth strategies fail due to a workforce that couldn’t pivot and adapt because they were not able to adapt as quickly as leadership anticipated. When her Harvard Business Review (HBR) article, After a Merger, Don’t Let “Us vs. Them” Thinking Ruin the Company went viral, Jennifer recognized the power and interest in a human-centric approach to business transformation, where employees are at the heart of the change, not on the sidelines. She shares her expertise as a contributor to Forbes, Harvard Business Review, Medium, Middle Market Growth, American Marketing Association and Thrive, and as a keynote speaker, most recently for Express Scripts leadership, who were acquired by Cigna for $64 billion in 2018. Her book, NOW WHAT? A survivor’s guide for thriving through acquisition, to be published in Oct. 2019, guides executives and middle managers through the transitions brought by M&A to find the opportunities in change and disruption.  Connect with Jennifer Fondrevay: Website: (https://jenniferjfondrevay.com/) Book: (https://jenniferjfondrevay.com/#book) LinkedIn: (https://www.linkedin.com/in/jennifer-fondrevay/) Connect with Christina Martini: Twitter: (https://twitter.com/TinaMartini10?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor) Website: (http://www.paradigmshiftshow.com/) LinkedIn: (https://www.linkedin.com/in/christinamartini) Email: christinamartini.paradigmshift@gmail.com Show notes by Podcastologist: Chelsea Taylor-Sturkie Audio production by (https://www.turnkeypodcast.com/) You’re the expert. Your podcast will prove it.

In this episode, we meet Mia Feasey, Founder and CEO of Siren Design.  Go to: www.chiefmaker.com.au/133   Complete your FREE Career Scorecard: www.chiefmaker.com.au/score-card Mia founded Siren in 2005 as a place for creatives to thrive. With ambition, hard work, and an ability to think differently, Siren has flourished from a disruptive start-up, into Australasia's leading interior design consultancy. Led by an all-female management team, Mia's team has created award-winning projects for some of the most innovative companies on the globe. Their values reflect those of an entrepreneurial spirit and a true creative, and their secret lies in finding the compelling sweet spot between innovation and practicality. In this episode we talk about:  What she learnt from being a singer in a girl-band that was lining up to be contracted by Sony and take on The Spice Girls; The power of being creative but also knowing the practical things; The importance of knowing your customer and what she learnt from a customer who took the time to give her accurate feedback; The power of mentors and peer groups; How her team has taken on the challenge to transform the interior design industry and its impact on the planet to being regenerative. Connecting with Mia Feasey You can reach Mia on LinkedIn.  Books and resources mentioned in the episode Harvard Business Review (HBR)

Welcome to the "Analytics and Data Science Pulse Podcast," with me, Richard Downes. I am a specialist Headhunter within the area of Analytics, Data Science and Machine Learning and on each episode of these Podcasts, I aim to get get the thoughts of industry experts on the subject of careers in any given data-driven vertical. On episode one, I was fortunate enough to have a Q&A with Tom Davenport. Tom is Professor of Information Technology and Management at Babson College and author/editor of over 20 books and over 250 print or digital articles for Harvard Business Review (HBR), Sloan Management Review, the Financial Times, and many others. Tom earned his Ph.D. from Harvard University and has taught at the Harvard Business School, the University of Chicago, the Tuck School of Business, Boston University, and the University of Texas at Austin. I am sure that many of you will also know Tom as being the joint author of the October 2012 article in the Harvard Business Review entitled "Data Scientist: The Sexiest Job of the 21st Century." I hope you enjoy the interview and I apologise for some of the sound quality issues.

In this episode, I want to discuss how this production changed the focus of the play, away from the madness of the king to the actions of the three daughters.  Perhaps it was my perception of the play or perhaps it was the director’s intention but the focus in the first half of the play was clearly on the daughters and their families. Both Goneril and Regan played much more prominent roles throughout the first scene and their joint liaisons with Edmund, later the Earl of Gloucester, were key components of this production. Moreover, their husbands, the Duke of Cornwall and the Duke of Albany, also played prominent roles. The Duke of Cornwall, for instance his role in this production was more than the traditional highlight for him, which is the blinding of the original Earl of Gloucester. (Even in this production it still elicited gasps from the audience.) Even after the intermission, where some of the most powerful scenes in all of Shakespeare playout, including the blinded Earl of Gloucester and the mad Lear wandering the moor, this production held a distinct focus on Lear’s daughters and their families, adding in the complexity of Edmund, the new Earl of Gloucester, having an affair with Goneril while secretly pledged to wed Regan.  In the most recent Harvard Business Review (HBR), Scott Berinato writes, in an article entitled “Data Science and the Art of Persuasion”, that most companies are not getting the value from data science initiatives and prescribes ways to remedy this phenomenon. Last year, at Compliance Week 2018, Hui Chen said on a panel that she expected the compliance team of the not-so-distant future would have a data scientist. As with most of her pronouncements, she was way ahead of the crowd.  You must start with the premise that most CCOs and compliance professionals are legally trained, usually without any data analytics classes in law schools still operating under the Socratic Method. Even if a stat class is thrown in somewhere along the way in undergrad, grad school or even through some business school outreach to law students, that does not begin to prepare someone to understand the insights available through advanced data analytics. The key is to build a better data science operation. There are four suggestions, with the over-arching theme of defining the talents you need to understand and communicate the data. 1.     The unpacking of data and creation of insights is a skill. 2.     Data wrangling.3.     Expertise.4.     How to communicate the information.  Learn more about your ad choices. Visit megaphone.fm/adchoices

This podcast opens a five-part podcast series on Shakespeare’s Problem Plays. These are plays where the structure of comedy ends the plays; i.e. everyone gets married at the end of the day. Yet these were really not happy endings. Equally they are not tragedies either. Usually in the middle is some very dark part, which tests the reader, play-goer or listener with some very difficult subjects. The five we will consider for the remainder of this week are “All’s Well That Ends Well”; “Troilus and Cressida”; “Measure for Measure”; “The Winter’s Tale”; and finally, “Timon of Athens”. In “All’s Well That Ends Well” Helena is a low-born ward of a French-Spanish countess. She chases Bertram across Europe, sends another woman into bed with him and then captures his heart by all this aggressive stalking. Yet Helena is largely broken by Bertram’s actions.   I thought about All’s Well That Ends Wellwhen I read a recent article in the Harvard Business Review (HBR) by Roger L. Martin, entitled The High Price of Efficiency. In this article, he posited that the relentless pursuit of business process efficiency can actually make an organization less resilient. As they become less resilient, they are more at risk for a catastrophic failure or a likelihood of a control failure which could lead to something akin to a major ethical violation or even legal violation such as under the Foreign Corrupt Practices Act (FCPA). The points adapted for compliance are: 1. The first is to limit scale.  2. The second is to introduce friction. This is the situation where a company creates an artifice so clean that if something untoward enters the system, it can wipe it out. You should is to bring in someone from the outside to review your compliance program on a two- or three-year basis, to provide an outside perspective but also put some sand in your shoes at times.  3. The third prescription should be high on every Chief Compliance Officer’s (CCO’s) game plan. It is to “create good jobs.” 4. CCOs must also work to teach resilience in their organizations.   Tomorrow, Troilus and Cressida.  Learn more about your ad choices. Visit megaphone.fm/adchoices

We conclude our 5-part series on the intersection of Star Wars and compliance by looking at the only stand-alone entry in the Star War series, Rogue One. This movie tells the tale of the spies who stole the schematics from the original Death Star and transmitted it to Princess Leia and thereby the Rebel Alliance. Rogue Oneis the first film in the Star Wars Anthology series, a series of stand-alone spin-off films in the Star Wars franchise. It is not clear where the name of the movie came from; although my personal nomination is that in the attack led by Luke on the original Death Star, his squadron was Rogue Two so the movie title is a tribute to those Rebel Alliance X-wing fighters and their pilots.  As long as 24 years ago, Lynn S. Paine wrote about the myth of the rogue employee in the Harvard Business Review (HBR), in an article entitled “Managing for Organizational Integrity”. In this article she wrote, “executives are quick to describe any wrongdoing as an isolated incident, the work of a rogue employee. The thought that the company could bear any responsibility for an individual’s misdeeds never enters their minds. Ethics, after all, has nothing to do with management. In fact, ethics has everything to do with management.” How prescient she was in her article. For it is management who sets the tone throughout the organization, whether that is something along the lines of a wink and a nod towards ethics and compliance or the more ubiquitous miss your numbers for two quarters and you will be history, Paine noted, “More typically, unethical business practice involves the tacit, if not explicit, cooperation of others and reflects the values, attitudes, beliefs, language, and behavioral patterns that define an organization’s operating culture. Ethics, then, is as much an organizational as a personal issue.” However, a company’s responsibility is more than simply to set the right tone then sit back and do nothing. The drafters of the Foreign Corrupt Practices Act recognized this when they included the requirement for internal controls to be included in the law. For, as Paine said, “Managers who fail to provide proper leadership and to institute systems that facilitate ethical conduct share responsibility with those who conceive, execute, and knowingly benefit from corporate misdeeds.” The three basic tenets of a best practices compliance program are to prevent, detect and remedy. By claiming employees who engage in bribery and corruption have ‘gone rogue’; companies are attempting to divest themselves of responsibility for actions from which they benefit, particularly if the bribery and corruption generated business sales and revenue.  We hope you have enjoyed our five-part podcast series on the intersection of Star Wars and compliance as much as we enjoyed producing it. Always remember the storytelling component of compliance. Reciting rules, regulations, policies and procedures is the way to engage effectively in compliance.  Learn more about your ad choices. Visit megaphone.fm/adchoices

We conclude our 5-part series on the intersection of Star Wars and compliance by looking at the only stand-alone entry in the Star War series, Rogue One. This movie tells the tale of the spies who stole the schematics from the original Death Star and transmitted it to Princess Leia and thereby the Rebel Alliance. Rogue Oneis the first film in the Star Wars Anthology series, a series of stand-alone spin-off films in the Star Wars franchise. It is not clear where the name of the movie came from; although my personal nomination is that in the attack led by Luke on the original Death Star, his squadron was Rogue Two so the movie title is a tribute to those Rebel Alliance X-wing fighters and their pilots.  As long as 24 years ago, Lynn S. Paine wrote about the myth of the rogue employee in the Harvard Business Review (HBR), in an article entitled “Managing for Organizational Integrity”. In this article she wrote, “executives are quick to describe any wrongdoing as an isolated incident, the work of a rogue employee. The thought that the company could bear any responsibility for an individual’s misdeeds never enters their minds. Ethics, after all, has nothing to do with management. In fact, ethics has everything to do with management.” How prescient she was in her article. For it is management who sets the tone throughout the organization, whether that is something along the lines of a wink and a nod towards ethics and compliance or the more ubiquitous miss your numbers for two quarters and you will be history, Paine noted, “More typically, unethical business practice involves the tacit, if not explicit, cooperation of others and reflects the values, attitudes, beliefs, language, and behavioral patterns that define an organization’s operating culture. Ethics, then, is as much an organizational as a personal issue.” However, a company’s responsibility is more than simply to set the right tone then sit back and do nothing. The drafters of the Foreign Corrupt Practices Act recognized this when they included the requirement for internal controls to be included in the law. For, as Paine said, “Managers who fail to provide proper leadership and to institute systems that facilitate ethical conduct share responsibility with those who conceive, execute, and knowingly benefit from corporate misdeeds.” The three basic tenets of a best practices compliance program are to prevent, detect and remedy. By claiming employees who engage in bribery and corruption have ‘gone rogue’; companies are attempting to divest themselves of responsibility for actions from which they benefit, particularly if the bribery and corruption generated business sales and revenue.  We hope you have enjoyed our five-part podcast series on the intersection of Star Wars and compliance as much as we enjoyed producing it. Always remember the storytelling component of compliance. Reciting rules, regulations, policies and procedures is the way to engage effectively in compliance.  Learn more about your ad choices. Visit megaphone.fm/adchoices

We're midway through Tom's five-part series that explores innovation in the compliance function. In today's episode, he considers how design thinking can help Chief Compliance Officers create more robust compliance programs that will become deeply rooted in the company's core.In a recent Harvard Business Review (HBR) article, Jon Kolko discussed how design thinking can bring innovation into a compliance program. The article,  “Design Thinking Comes of Age," talked about how “the approach, once used primarily in product design, is now infusing corporate culture.” It can be used to redesign your compliance program for your internal customers, like your employees and contractors. The goal in redesigning the compliance program is to get these groups to fluidly follow compliance protocols without a second thought. Here are Kolko's Components of Design Thinking:Focus on the users’ experience with compliance. Designers should focus on the "emotional experience” of the users. Doing so allows the user to find emotional resonance with the compliance program, since the users' needs have been thoughtfully included vs. simply focusing on internal operating efficiencies.Create "design artifacts." This can be a physical item OR any document that has come to define the traditional organizational environment. Kolko shares that design artifacts are critical because, “they add a fluid dimension to the exploration of complexity, allowing for nonlinear thought when tackling nonlinear problems.”  Develop prototypes to explore potential solutions. Building parts of your system and testing it from the user's perspective is a better way to communicate ideas and obtain feedback. Although this might appear counterintuitive, it's important to remember that the key component for design thinking is a tolerance for failure.Exhibit thoughtful constraint when moving forward. Kolko ends this section by stating that sometimes you lead with “constrained focus.” That means one must be deliberate about which processes to include or remove in the compliance program redesign.Now that you understand the key components of design thinking, it's also vital that you understand the challenges that apply directly to the CCO or compliance practitioner in implementing design thinking. First, there must be a willingness to accept more ambiguity, particularly in the immediate expectation, for a monetary return on investment. Second, a company must be willing to embrace the risk that comes from transformation. The third is the resetting of expectations since design does not solve problems but rather “cuts through complexity” to deliver a better overall compliance experience.By following the key components of design thinking and overcoming these three challenges, the internal customers can demonstrate the compliance training's effectiveness and the company becomes a better-run organization.Ongoing EducationIf you’re a compliance professional looking for a convenient and effective way to fulfill your continuing education requirements, go to FCPAComplianceReport.com/Courses and choose from 4 hour-long training packages that will keep you up to date with the latest developments in the compliance field. Learn more about your ad choices. Visit megaphone.fm/adchoices

What if you could create a team that would dramatically improve your company's forecasting ability? But to do so, you must expose those professional corporate forecasters' unreliability. Would you do it? Here for Part 2 of the five-part Innovation in Compliance series, Tom shares his insight into "superforecasting" and its role in compliance functions. Forecasting is the predictive capability organizations use to anticipate or enhance outcomes. The new "superforecasting" movement, led by Philip E. Tetlock and others, aims to enhance this capability even further by following four precepts.To frame the precepts, in a recent Harvard Business Review (HBR) article by Tetlock and Paul J. H. Schoemaker, entitled “Superforecasting: How to Upgrade Your Company’s Judgment,” the authors revealed three general observations: “Talented generalists can outperform specialists in making forecasts.”   “Carefully crafted training can enhance predictive acumen.”    “Well-run teams can outperform individuals.”  Here are the four precepts to move into superforecasting:Find the sweet spot between something entirely straightforward or seemingly impossible. For example, using scientific expertise and sound business judgment, or using data and intangibles like cultural fit and anticipated synergies to gauge outcomes.Train for good judgment. Provide your employees with the necessary training to understand probability concepts and techniques, as well as the effects cognitive biases have on their judgment. Build the right teams. Your team composition is critical to your superforecasting success. Look for: “Cautious, humble, open-minded, analytical, and good with numbers. In assembling teams, companies should look for natural forecasters who show an alertness to bias, a knack for sound reasoning, and a respect for data.” There must be trust among your team members to facilitate good outcomes. Regardless of errors and miscalculations, the superforecasters and the senior management should work together to build a secure environment where outcomes do not threaten the team itself.It's also important to note that tracking performance and providing feedback are essential to improve forecasting outcomes in the future. This also helps in creating an audit trail that the company can use to learn from both good and bad predictions. Ultimately, this will provide the team with the insight necessary to replicate, anticipate, or enhance specific predictions. Ongoing EducationIf you’re a compliance professional looking for a convenient and effective way to fulfill your continuing education requirements, go to FCPAComplianceReport.com/Courses and choose from 4 hour-long training packages that will keep you up to date with the latest developments in the compliance field. Learn more about your ad choices. Visit megaphone.fm/adchoices

This week, Tom begins a five-part series on innovation in the compliance function. Seeing as the compliance space is in constant evolution, now is a good time to talk about some innovations and how companies can implement them in their own compliance programs. Today, Tom shares his insight on agile innovation methods that you can consider for your compliance program.In a Harvard Business Review (HBR) article entitled, “Embracing Agile,” authored by Darrell K. Rigby, Jeff Sutherland and Hirotaka Takeuchi, said that agile methodologies “involve new values, principles, practices, and benefits and are a radical alternative to ‘command and control’ style management.” The transition is then accomplished by strategically moving employees “out of their functional silos and putting them in customer-focused multidisciplinary teams."One of the most basic problems is that business executives know only the bare minimum when it comes to agile and its potential dangers. This impedes them from understanding the comprehensive approach that needs to be taken. In employing conventional management practices, senior management unwittingly undermines the agile process.A solution would be to have the executives learn the basics of the agile process and understand its conditions - what works for the organization and what doesn't. Start with a small test group and project, and let the operation spread organically.Here are some of the right conditions for the success of an agile initiative in the compliance arena:You should have the right market environment for the project.  You must be willing to innovate, particularly if there are complex compliance problems involved.  You will need to break down the solutions into digestible chunks, which might change the scope, but through cross-functional employee collaboration, you can have appropriate creative breakthroughs.  Breaking down the agile initiative process into digestible chunks allows for incremental developments. This allows you to gradually test the proposed solution, before rolling it out for employee base use. As your team uses these innovations, the work cycles can be broken down even further for more testing, and changes implemented without delays. This allows for a steady flow of feedback wherein late changes can be effectively managed, and interim mistakes become valuable lessons moving forward.Ultimately, the goal is to destroy the barriers blocking the development of the agile initiatives. The authors of the article list down 5 key pointers: 1) Get everyone on the same page. 2) Instead of changing the structures, change the roles so that the internal company disciplines can learn to work together simultaneously. 3) Name only one boss for each decision in the agile operating model, it must be clear who makes the final decision. 4) Focus on the team's collective intelligence and not an individual's. 5) Lead with questions, not orders.This agile exercise might not work in a compliance function in the corporate legal department. But for compliance functions that desire to practice comprehensive yet unexpected ways of doing compliance in their organization, the agile exercise might be the thing they need to anchor compliance into the very DNA of their organization.Ongoing EducationIf you’re a compliance professional looking for a convenient and effective way to fulfill your continuing education requirements, go to FCPAComplianceReport.com/Courses and choose from 4 hour-long training packages that will keep you up to date with the latest developments in the compliance field. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode I interview renowned business journalist, leadership expert and best-selling author Suzy Welch in New York. Suzy began her career as a crime reporter for The Miami Herald in 1981 before leaving daily journalism a few years later to study at Harvard Business School and then worked as a management consultant. In 1995 she combined her two career paths at the Harvard Business Review (HBR), where she was eventually named Editor-in-Chief. Suzy is the author of the New York Times bestseller 10-10-10: A Life Transforming Idea, a guide to values-driven decision making. With her husband, Jack Welch (the former chairman and CEO of General Electric), Suzy founded the Jack Welch Management Institute, an online MBA program. The pair have co-authored international best-sellers, The Real Life MBA and Winning. For the past three decades, Suzy has written extensively about leadership, career management, and other organizational issues, for publications ranging from O, The Oprah Magazine to The Wall Street Journal. In addition, her candid and perceptive commentary can also be heard regularly on Power Lunch, and CNBC.com programs, ‘Get to Work, with Suzy Welch' and ‘Suzy Welch: Fix My Career'. Suzy is the mother of four children, and as a tireless advocate for universal compassion, she currently serves on the board of several animal rights organizations. She's also a passionate vegan and evangelical Christian. In this interview Suzy discusses: • The biggest mistakes she and Jack see entrepreneurs making and what to do instead • Her own experience as an entrepreneur – and why it didn't work for her • Why scaling-up can often result in disaster for some vegan businesses • Why vegan business owners need to stop being afraid of partnering with non-mission-aligned distributors or other collaborators • What she looks for when being pitched as an investor (and what not to include in your pitch to her) • How she handled being fired from HBR and her advice on how to survive a damaged reputation • The role of religion and faith in business • And much more Tune in to Get to Work with Suzy Welch and Suzy Welch: Fix My Career on CNBC Check out Suzy's books on Amazon Follow Suzy on Twitter and Instagram Brands mentioned in vegan business news roundup: Huel Plant Based Foods Association Good Food Month RESOURCES: My Online PR Course for Vegan Business Owners & Entrepreneurs: Vegans in the Limelight My book Vegan Ventures: Start and Grow an Ethical Business Follow Vegan Business Media on: Facebook   Twitter  Instagram  Connect with me personally at: Facebook  Twitter  LinkedIn

One of the areas that many companies have not paid as much attention to in their Foreign Corrupt Practices Act (FCPA) anti-corruption compliance programs is compensation. However the Department of Justice (DOJ) and Securities and Exchange Commission (SEC) have long made clear that they view monetary structure for compensation, rewarding those employees who do business in compliance with their employer’s compliance program, as one of the ways to reinforce the compliance program and the message of compliance. As far back as 2004, the then SEC Director of Enforcement, Stephen M. Cutler, said “[M]ake integrity, ethics and compliance part of the promotion, compensation and evaluation processes as well. For at the end of the day, the most effective way to communicate that “doing the right thing” is a priority, is to reward it.” The FCPA Guidance states the “DOJ and SEC recognize that positive incentives can also drive compliant behavior. These incentives can take many forms such as personnel evaluations and promotions, rewards for improving and developing a company’s compliance pro­gram, and rewards for ethics and compliance leadership.”  A Harvard Business Review (HBR) article, entitled “The Right Way to Use Compensation”, discussed a company’s design and redesign of its employee’s compensation system to help drive certain behaviors. The piece’s subtitle indicated how the company fared in this technique as it read, “To shift strategy, change how you pay your team.” The article lays out a framework for the Chief Compliance Officer (CCO) or compliance practitioner to operationalize compensation as a mechanism in a best practices compliance program.  As your compliance program matures and your strategy shifts, “it’s critical that the employees who bring in the revenue-the sales force-understand and behave in ways that support the new strategy. The sales compensation system can help ventures achieve that compliance.” The prescription for you as the compliance practitioner is to revise the incentive system to focus your employees on the goals of your compliance program. This may mean that you need to change the incentives as the compliance programs matures; from installing the building blocks of compliance to burning anti-corruption compliance into the DNA of your company.  There are three key questions you should ask yourself in modifying your compensation structure. First, is the change simple? Second, is the changed aligned with your company values? Third, is the effective on behavior immediate due to the change?  Simplicity  Your employees should not need “a spreadsheet to calculate their earnings.” This is because if “too many variables are included, they may become confused about which behaviors” you are rewarding. Keep the plan simple and even employee KISS, Keep it simple sir, when designing your program. If you do not do so, your employees might fall back on old behaviors that worked in the past. Roberge notes, “It should be extraordinarily clear which outcomes you are rewarding.”  The simplest way to incentive employees is to create metrics that they readily understand and are achievable in the context of the compliance program. This can start with attending Code of Conduct and compliance program training. Next might be a test to determine how much of that training was retained. It could be follow up, online training. It could mean instances of being a compliance champion in certain areas, whether with your employee base or third party sales force.  Alignment  As the CCO or compliance practitioner, you need to posit the most important compliance goal your entity needs to achieve. From there you should determine how your compensation program can be aligned with that goal. Roberge cautions what the DOJ and SEC both seem to understand, that you should not “underestimate the power of your compensation plan.” You can tweak your compliance communication, be it training, compliance videos, compliance reminders or other forms of compliance messaging but it is incumbent to remember that “if the majority of your company’s revenue is generated by salespeople, properly aligning their compensation plan will have greater impact than anything else.”  The beauty of this alignment prong is that it works with your sales force throughout the entire sales channel. If your sales channel is employee based then their direct compensation can be used for alignment. However, such alignment also works with a third party sales force such as agents, representatives, channel ops partners and even distributors. Here Roberge had another suggestion regarding compensation that I thought had interesting concepts for third parties, the holdback or even clawback. This would come into place at some point in the future for these third parties who might meet certain compliance metrics that you design into your third party management program.  Immediacy  Finally, under immediacy, it is important that such structures be put in place “immediately” but in a way that incentives employees. Roberge believes that “any delay in the good (or bad) behavior and the related financial outcome will decrease the impact of the plan.” As a part of immediacy, I would add there must be sufficient communication with your employee or other third party sales base. Roberge suggested a town hall meeting or other similar event where you can communicate to a large number of people.  Even in the world of employee compensation incentives, there should be transparency. He cautioned that transparency does not mean the design of the incentive system is a “democratic process. It was critical that the salespeople did not confuse transparency and involvement with an invitation to selfishly design the plan around their own needs.” However, he did believe that the employee base “appreciated the openness, even when the changes were not favorable to their individual situations.” Finally, he concluded, “Because of this involvement, when a new plan was rolled out, the sales team would understand why the final structure was chosen.”  So just as Roberge, working with HubSpot as a start-up, learned through this experience “the power of a compensation plan to motivate salespeople not only to sell more but to act in ways that support a start-up’s evolving business model and overall strategy”; you can also use your compensation program as such an incentive. For the compliance practitioner one of the biggest reasons is to first change a company’s culture to make compliance more important but to then burn it into the fabric of your organization. But you must be able to evolve in your thinking and professionalism as a compliance practitioner to recognize the opportunities to change and then adapt your incentive program to make the doing of compliance part of your company’s everyday business process.    Three Key Takeaways The DOJ and SEC have long advocated compensation as a way to motivate employees into ethical and compliant behaviors. Keep the compliance aspects of your compensation structure simply and easy for your employees to understand. Have full transparency in the frame of you compensation structure. This month’s series is sponsored by Advanced Compliance Solutions and its new service offering the “Compliance Alliance” which is a three-step program that will provide you and your team a background into compliance and the FCPA so you can consider how your product or service fits into the needs of a compliance officer. It includes a FCPA and compliance boot camp, sponsorship of a one-month podcast series, and in-person training. Each section builds on the other and provides your customer service and sales teams with the knowledge they need to have intelligent conversations with compliance officers and decision makers. When the program is complete, your teams will be armed with the knowledge they need to sell and service every new client. Interested parties should contact Tom Fox. Learn more about your ad choices. Visit megaphone.fm/adchoices

Why is hiring so important under for compliance? It is because hiring is important to any company’s health and reputation. At this point, until the US Supreme Court tells us that a corporation is the same as a human being, with both obligations and rights; a company is only as strong as its employees. Like most areas of compliance good hiring practices for those employees who will do business in compliance with anti-corruption laws such as the FCPA are simply good business practice. I have seen one industry estimate, it costs an average of roughly $4,000 to replace a single employee, and one survey of 2,500 companies found that a single bad hire can cost more than $25,000 in lost productivity, lower morale and the like. For one of the energy services company where I worked this estimate went as high as $400,000 to hire and fully train a new employee. I would add that those costs could go up significantly if a bad hire violates the FCPA. As far back as 2004, in Opinion Release 04-02, the Department of Justice (DOJ) realized this was an important part of an overall compliance program when it approved a proposed compliance program that had the following requirement: Clearly articulated procedures which ensure that discretionary authority is not delegated to persons who the company knows have a propensity to engage in illegal or improper activities. One tool which that is often overlooked in the hiring process is the reference check. Many practitioners feel that a reference is not of value because prospective candidates will only list references that they believe will provide glowing recommendations of character. This leads to a pro forma reference check. However, in an article in Harvard Business Review (HBR), entitled “Gilt Groupe’s CEO on Building a Team of A Players”, author Kevin Ryan explodes this misconception by detailing how he views the entire hiring process and specifically checking references. I would add that it could be a valuable and useful tool for you and your compliance program. In the hiring of personnel, Ryan details the three steps his company takes: (1) Resume review; (2) In-Person interview; and (3) Reference checks. Ryan believes that resumes are good for establishing “basic qualifications for the job, but not for much else.” He believes that the primary problem with in-person interviews is that they are skewed in favor of “persons who are well spoken [or] present well.” For Ryan, the key check is through references and he says, “References are really the only way to learn these things?” Ryan recognizes that many people believe that reference checks are not of great value because companies cannot or will not give out much more information than confirming dates of employment. However, he also believes that “the way around it is to dig up people who will speak candidly.” He also recognizes that if you only speak to the references listed on a resume or other application, you may not receive the most robust appraisal. Ryan responds that the answer is to put in the work to check out references properly. Ryan believes this is one of the key strengths of search firms and that companies should emulate this practice when it comes to reference checks. He notes that anyone who has worked in an industry for any significant length of time will have made many connections. Invariably some of these connections will be acquainted with you or those in your current, and former, company. Ryan gave the following example: A longtime friend who was employed at another company called and said that he had been asked by his hiring partner to find out “the real story” on a hiring candidate by asking Ryan his candid opinion of the candidate. Ryan’s response was “Don’t hire him.” Lest you think that such refreshing honesty no longer exists when informal employment references are provided, you are mistaken. In my past corporate position, I was charged with performing compliance due diligence on senior executives and I spent time doing what Ryan suggested, calling acquaintances that I knew and asking such direct questions. More than 75% of the time, I got direct responses. Ryan believes that you must invest your company in the hiring process to get the right people for your company. The same is true in compliance. You do not want people with a propensity for engaging in corrupt acts working for, or leading, your company. Moreover, failure to prevent such hires can be evidence of an not effective compliance program and lack of appropriate commitment to compliance at your company. The hiring of someone who will perform business activities in compliance with anti-corruption laws such as the FCPA will continue to be as much art as science because the hiring of quality employees for senior management positions is similarly situated. But that does not mean a company cannot work to not hire those persons who might have a propensity to engage in bribery and corruption if the situation presented itself. The hiring process is just one more tool that can be utilized to build an effective and operationalized compliance program. Three Key Takeaways The hiring process can be seen as the first step in operationalizing your compliance program. The DOJ spoke to hiring as part of a best practices compliance program as far back as 2004. Reference checks are an underutilized part of the hiring process and a key internal HR control. This month’s series is sponsored by Advanced Compliance Solutions and its new service offering the “Compliance Alliance” which is a three-step program that will provide you and your team a background into compliance and the FCPA so you can consider how your product or service fits into the needs of a compliance officer. It includes a FCPA and compliance boot camp, sponsorship of a one-month podcast series, and in-person training. Each section builds on the other and provides your customer service and sales teams with the knowledge they need to have intelligent conversations with compliance officers and decision makers. When the program is complete, your teams will be armed with the knowledge they need to sell and service every new client. Interested parties should contact Tom Fox.     Learn more about your ad choices. Visit megaphone.fm/adchoices

I conclude my One Month to Operationalizing your Compliance Program series by discussing how you can put your compliance program at the center of corporate strategy. An article in the Harvard Business Review (HBR) by Frank Cespedes, entitled “Putting Sales at the Center of Strategy”, discussed how to connect up management’s new sales plans with the “field realities.” Referencing the well-known Sam Waltonism that “There ain’t many customers at headquarters”; Cespedes believes that “If you and your team can’t make the crucial connections between strategy and sales, then no matter how much you invest in social media or worry about disruptive innovations, you may end up pressing for better execution when you actually need a better strategy or changing strategic direction when you should be focusing on the basics in the field.”  This can be a critical problem when operationalizing compliance because operationalizing compliance is usually perceived as a top-down exercise. The reality that the employee base that must execute the compliance strategy is not considered. Even when there are comments from employees on compliance initiatives they are often derisively characterized as ‘push-back’ and not taken into account in moving the compliance effort forward.  Communicate the Strategy  It can be difficult for an employee base to implement a strategy that they do not understand. Even with a company wide training rollout, followed by “a string of e-mails from headquarters and periodic reports back on results. There are too few communications, and most are one-way; the root causes of underperformance are often hidden from both groups.” Here Cespedes’ insight is that clarification is a leadership responsibility and in the compliance function that means the Chief Compliance Officer (CCO) or other senior compliance practitioner. Moreover, if the problem is that employees do not understand how to function within the parameters of the compliance program, then there is a training problem and that is the fault of the compliance department. I once was subjected to a PowerPoint of 268 slides, which lasted 7.5 hours, about my company’s compliance regime. To say this was worse than useless was accurate. The business guys were all generally asleep one hour into the presentation as we went through the intricacies of the books and records citations to the FCPA. The training was a failure but it was not the fault of the attendees. If your own employees do not understand your compliance program that is your fault.  Continually improve your compliance productivity Why not do the incentivize productivity around compliance? Work with your Human Resources (HR) department to come up with appropriate financial incentives. Many companies have ad hoc financial awards, which they present to employees to celebrate and honor outstanding efforts. Why not give out something like that around doing business in compliance? Does your company have, as a component of its bonus compensation plan, a part dedicated to compliance and ethics? If so, how is this component measured and then administered? There is very little in the corporate world that an employee notices more than what goes into the calculation of their bonuses. HR can, and should, facilitate this process by setting expectations early in the year and then following through when annual bonuses are released. With the assistance of HR, such a bonus can send a powerful message to employees regarding the seriousness with which compliance is taken at the company. There is nothing like putting your money where your mouth is for people to stand up and take notice.   Improve the human element in your compliance program  This is another area where HR can help the compliance program. More than ongoing assessment of employees for promotion into leadership positions, here HR can assist on the ground floor. HR can take the lead in asking questions around compliance and ethics in the interview process. Studies have suggested that certainly Gen Y & Xers appreciate such inquiries and want to work for companies that make such business ethics a part of the discussion. By having the discussion during the interview process, you can not only set expectations but you can also begin the training process on compliance.  However, this approach should not end when an employee is hired. HR can also assist your compliance efforts by tracking employees through their company career to identify those who perform high in any compliance metric. This can also facilitate the delivery on more focused compliance training to those who may need it because of changes on compliance risks during their careers.  Make your compliance strategy relevant  Cespedes notes, “Most C-suite executives know these value-creation levers, but too few understand and operationalize the sales factors that affect them.” In the sales world this can translate into a reduction in assets to underperforming activities. This is all well and good but such actions must be coupled with an understanding of why sales might be underperforming in certain areas. In the compliance realm, I think this translates into two concepts, ongoing monitoring and risk assessment. Ongoing monitoring can allow you to move from a simple prevent mode to a more prescriptive mode; where you can uncover violations of your company’s compliance program before they become full blown FCPA violations. By using a risk assessment, you can take the temperature of where and how your company is doing business and determine if new products or service offerings increase your compliance risks.  Above all, you need to get out and tell the compliance story. Louis D’Amrosio was quoted for the following, “You have to repeat something at least 10 times for an organization to fully internalize it.” If there is a disconnect between your compliance strategy and how your employee base is implementing or even interpreting that strategy, get out of the office and go out to the field. But you need to do more that simply talk you also need to listen. By doing so, can help to align your company’s compliance strategy with both the delivery and in the field.  Three Key Takeaways Use information from your employees to make your compliance program more productive. Use social media and other innovative techniques to communicate your compliance strategy. Operationalize Operationalize Operationalize, then Document Document Document.  This month’s podcast series is sponsored by Oversight Systems, Inc. Oversight’s automated transaction monitoring solution, Insights On Demand for FCPA, operationalizes your compliance program. For more information, go to OversightSystems.com. Learn more about your ad choices. Visit megaphone.fm/adchoices

  If there is one over-riding theme from the recently released Evaluation of Corporate Compliance programs it is that a corporate compliance program must be operationalized. Indeed that is the theme of this month’s series of podcasts. Another way to think about operationalization is the connectedness of compliance throughout an organization. In an article from the Harvard Business Review (HBR), entitled “How Smart, Connected Products are Transforming Companies”, by Michael E. Porter and James E. Heppelmann, focused on the new products. It provided some interesting insights into both the interconnectedness of processes and structures, which apply to the compliance practitioner going forward. I call it “connected compliance.” It provides another mechanism for you to consider in operationalizing your compliance program.   Process in Connected Compliance   Processes are being reshaped by the data which is now available and more “intense coordination among [corporate] functions is now required.” Regarding structures, the authors believe, “new forms of cross-functional collaboration and entirely new functions are emerging.”   Obviously compliance is a business process. Yet it should also be a continuous process. The data from a wide variety of sources should be used to track the types of risk that compliance professionals must manage. This begins with third parties. Continuous monitoring of third party watch lists seems almost pedestrian now yet many companies do not understand they have a continuing obligation to understand who they are doing business with, even after the contract is signed. Put simply, due diligence once every two years is a recipe for trouble. But this type of information should not only be limited to third parties’ in your sales business. You should also consider your exposure from your customers.   However, what if a large part of your company is exposed to the financial risk of a corrupt company slowing down its business? If you are in the auto supply business or even the software industry, have you considered how much of your business is at risk through your relationship with a company like Volkswagen (VW)? Most Foreign Corrupt Practices Act (FCPA) risk analysis considers corruption risks involving third parties in the sales arena or vendors that come in through the Supply Chain, now, based upon the VW, Petrobras or you name the scandal, you may need to know the corruption propensity of your  customers as well.    Finally, connected compliance will help make people, materials, energy, plant and equipment far more productive, and the repercussions for business processes will be felt throughout the economy. The authors’ state, “We will see a whole new era of “lean.” Data flowing to and from products will allow product use and activities across the value chain to be streamlined in countless new ways.” For the compliance practitioner, waste will be cut or eliminated. Connected compliance will also allow a compliance solution to be delivered when certain thresholds are met, rather than according to a schedule. New data analytics will lead to previously unattainable efficiency improvements and allow you to do more business in compliance going forward.  Structures in Connected Compliance  Just as processes have evolved in connected compliance, so do structures. The classical organizational approach combines “two basic elements: differentiation and integration. Dissimilar tasks, such as sales and engineering, need to be “differentiated,” or organized into distinct units. At the same time, the activities of those separate units need to be “integrated” to coordinate and align them.” Connected compliance will have a major impact on both differentiation and integration in your company going forward.   This structural changes means that compliance will be integrated into diverse functional units of the company such as manufacturing, logistics and SC, sales and finance. This integration across functional units will occur through the business unit leadership team and through the design of formal processes for connected compliance with multiple units having roles. This sounds quite like operationalizing compliance, exactly as specified by the DOJ in the Evaluation document. However connected compliance gives you the means and methods to think through how to accomplish this goal. You will have to coordinate between and across multiple functions within your organization. It will require the critical function of not only data management but also data analysis. What does it all mean? Such an approach will require “dedicated data groups that consolidate data collection, aggregation, and analytics, and are responsible for making data and insights available across functions and business units.” Once again the compliance function is uniquely situated to be at the fulcrum of this connectedness. But more importantly, you already have this information inside your organization but most usually the compliance function does not have visibility into the data. Compliance must find the tools and processes to cut through the siloed nature of corporate information.  It is through connected compliance that all groups within a company will become responsible for compliance. The integration of this data into compliance is still viewed as cutting edge; nonetheless companies have this data, structured within their own ERP systems. Connected compliance will allow senior management to view information to make the business more efficient and allow a company to take more risk because the risks will be managed more effectively.  Three Key Takeaways Connected compliance is the inter-relatedness of interconnectedness of compliance processes and structures. Compliance should be ongoing and a continuous process. Compliance must use data analytics tools to cut through the siloed nature of corporate data. This month’s podcast series is sponsored by Oversight Systems, Inc. Oversight’s automated transaction monitoring solution, Insights On Demand for FCPA, operationalizes your compliance program. For more information, go to OversightSystems.com. Learn more about your ad choices. Visit megaphone.fm/adchoices

Karen Dillon is co-author of Clayton Christensen's new book, Competing Against Luck: The Story of Innovation and Customer Choice” (HarperCollins, October 2016), a groundbreaking book with the potential to reframe industries. It is based on a simple yet profound idea put forward by Christensen in “The Innovator’s Solution”: customers don’t buy products and services; they hire them to do a job. And understanding which jobs your customers need done is key to innovation success. The former editor of Harvard Business Review (HBR), Karen has long chronicled the successes and failures of businesses and their leaders. Currently a contributing editor to HBR focused on the topics of leadership, managing people, managing yourself and entrepreneurship, Dillon has worked closely with some of the world’s greatest thought leaders, including Clayton Christensen, Michael Porter, Vijay Govindarajan, Daniel Isenberg and A.G. Lafley. A talented, award-winning writer, she is also a passionate, engaging speaker – and is especially skilled at personalizing the themes of her books to make them actionable and relevant to each audience. Dillon is co-author of several best-selling titles, including “How Will You Measure Your Life?” (HarperCollins, May 2012), with Christensen and James Allworth. The book, born out of a series of powerful lectures and seminars by Christensen, began with an article conceived by Dillon for HBR.   Topics Discussed: - Her new book, “Competing Against Luck” - What is a ‘job to be done’ - Identifying customer jobs to be done - “The story of the milkshake!” - Looking through a different lens, to improve innovation. - The anxiety of customer switch and buying patterns - Customer journey mapping and more - Prioritising jobs to be done ("which jobs should I build a product around?")   Show Notes:   Books: 1) Competing Against Luck - Christensen & Dillon: https://amzn.to/2DfR46q 2) The Innovator's Dilemma - Christensen: https://amzn.to/2DexZSc 3) measureyourlife.com - Karen’s story and her first book. 4) Karen's Twitter: twitter.com/kardillon ‍ --- I hope you enjoyed this episode. If you’d like to receive a weekly email from me, complete with reflections, books I’ve been reading, words of wisdom and access to blogs, ebooks and more that I’m publishing on a regular basis, just leave your details at www.futuresquared.xyz/subscribe and you’ll receive the very next one. Listen on Apple Podcasts @ goo.gl/sMnEa0 Also available on: Spotify, Google Play, Stitcher and Soundcloud Twitter: www.twitter.com/steveglaveski Instagram: www.instagram.com/@thesteveglaveski Future Squared: www.futuresquared.xyz Steve Glaveski: www.steveglaveski.com Medium: www.medium.com/@steveglaveski ‍

Karen Dillon is the co-author of, “How Will YouMeasure Your Life” (HarperCollins, May 2012), which she wrote with Harvard Business School Professor and best-selling author, Clayton Christensen. Until 2011, Karen Dillon was the editor of Harvard Business Review (HBR), arguably the most influential management magazine in the world,. She has worked closely with some of the world’s thought leaders, including Clayton Christensen,Michael Porter,Vijay Govindarajan, Dan Isenberg and A.G. Lafley. She is currently a contributing editor toHarvard Business Review and blogs for HBR.org on topics of leadership, managing people, managing yourself, and entrepreneurship. In 2011 she was honored as part of Ashoka Changemakeher’s inaugural celebration of the world’s most influential and inspiring women.