Podcasts about hay group

In this conversation, Rachel Mickelson, Co-Founder and President of Generous Jalopy, discusses the concept of redemptive entrepreneurship, emphasizing the importance of integrating faith into work and community service. Host John Terrill and guest Rachel Mickelson introduce the nonprofit Generous Jalopy, which addresses transportation needs for individuals facing economic challenges. The discussion explores the differences between exploitative, ethical, and redemptive frameworks in business, highlighting the significance of motives and community collaboration. Rachel shares personal experiences and insights on approaching nonprofit leadership and the value of listening to community needs. The conversation concludes with an invitation to join a cohort focused on redemptive entrepreneurship.Rachel Mickelson (guest) loves to see people, organizations, and communities thrive. Rachel is the Co-Founder and President of Generous Jalopy, a Madison-based nonprofit that brokers transportation solutions for people working with their nonprofit partners to stabilize employment, housing, and livelihood. Rachel is also an Enterprise Program Manager with the Strategic Development group at Insperity, where she drives innovation to help businesses succeed so communities prosper. For 19 years, Rachel has partnered with nonprofits, churches, and businesses to navigate change, foster innovation, and build effective leadership, strategy, and operational models. Rachel holds a M.A. in organizational leadership from Crown College and serves as the Redemptive Entrepreneurship Labs lead for the Madison, WI ecosystem.John Terrill (host) is the Executive Director of the Stephen & Laurel Brown Foundation, managing Upper House, Dottie's Ranch, and various initiatives. Previously, he directed the Center for Faithful Business at Seattle Pacific University and worked with InterVarsity Christian Fellowship/USA. John's early career includes consulting with the Hay Group and lending at Bank of America. He holds degrees from Indiana University, the Kellogg School of Management, Gordon-Conwell Theological Seminary, and a Ph.D. from Seattle Pacific University. John chairs the boards of Religion News Service and Science for the Church.

Explore the future of healthcare transformation guided by Dawn Sherman, CEO of LabConnect, a trailblazer in clinical trials. The dialogue extends to the synergy of Quantum Computing and Artificial Intelligence, revolutionising conventional trial approaches. Delving into the profound implications of rejuvenation technologies, Don contemplates their societal impact. Join this conversation for a profound journey into healthcare innovation, leadership, and the evolving landscape of clinical trials. [00:10] - About Dawn Sherman Dawn is the CEO of LabConnect. She has held various leadership positions in companies such as ProPharma Group, EnvisionRxOptions, Teva Pharmaceuticals, Medco Health Solutions, and Hay Group. She also serves on several boards within the life sciences focused on services to pharmaceutical, biotechnology, and medical device companies.  --- Support this podcast: https://podcasters.spotify.com/pod/show/tbcy/support

CECILLE FORD: Was Born in Trinidad, and for over 15 years CECILLE has worked in the financial services arena as: Personal/Executive assistant to senior executive management within financial, social security and human resources organizations, for Deloitte & Touche and UBS Investment Bank, prior to which she managed and developed marketing strategies as Business Development Coordinator to the Hay Group, the global management consulting management consulting firm. Ms. Ford presently manages a staff of 28 at Deloitte. Cecille gained a Phi Theta Kappa, President's Award, in the US, upon maintaining a 3.9 GPA, after being a part of its activities and societies at the University of the West Indies, Trinidad, where she gained her Bachelor's in Business Management. For over 16 years, Ms. Ford has served WIADCA [West Indian American Day Carnival Association], as its Board Secretary to date for 7 years and since 2017 as Chair- Mas Committee. She helped to create a pantry to help those affected by the pandemic, which still continues today via WIADCA, as well as the introduction of steelpan programs in schools. One of her goals within WIADCA, is to forge alliances with the bandleaders of New York Bandleaders Association and United Bandleaders Association toward unification and a better financial outcome. Working within mas camps from an early age, then playing mas after high school, Cecille grew to love the industry and proudly wants people to understand the melting pot of the Caribbean, the Trinidadian culture and the gift of the steelpan. She aims to impress on the world, the pageantry of Carnival in New York and its artistic portrayals, all the while grounded deeply in her faith and being someone who lives by her word, truly supportive to those with whom she comes into contact. Cecille Ford, we see you, and applaud all your efforts on behalf of WIADCA and the continuing elevation of New York Carnival. Find out more about WIADCA and our country at: https://wiadcacarnival.org/ Full chat also @onthecallpodcast.com -Host/Exec. Producer - Ozzie Stewart -Editor: Kevin "Cheese" Tinsley -Website: James Bailey -Music: JLC Media -Camera: Kevin "Cheese" Tinsley -Art: Dawad Philip --- Support this podcast: https://podcasters.spotify.com/pod/show/ozzie-stewart/support

"While creating the development plan, we provide our employees with numerous benefits, not only to help them climb the corporate ladder but also to support their professional growth."Today's episode of The Shape of Work podcast features Suditi Bhadauria, Vice President of HR and OD at EKCS. She has over fifteen years of work experience. She holds a degree in Psychology & Industrial Relations and Personnel Management from Delhi University, a PG Diploma from the Institute of Psychotherapy and Management, and a PGDM from the FORE School of Management. Suditi has worked with Hay Group as a freelance trainer/HR consultant.In this episode, Suditi discusses the important skills required for a successful HR professional and shares her views on the future of hybrid work-from-home.Episode Highlights:The key skills needed for a successful career in HRStrategies to maximize job satisfaction and productivityThe future of hybrid work from homeAdvice for those looking to start a career in HRFollow Suditi on LinkedinProduced by: Priya BhattPodcast Host: Hashmita TarasinghaniAbout Springworks:Springworks is a fully-distributed HR technology organisation building tools and products to simplify recruitment, onboarding, employee engagement, and retention. The product stack from Springworks includes:SpringVerify— B2B verification platformEngageWith— employee recognition and rewards platform that enriches company cultureTrivia — a suite of real-time, fun, and interactive games platforms for remote/hybrid team-buildingSpringRole — verified professional-profile platform backed by blockchain, andSpringRecruit — a forever-free applicant tracking system.Springworks prides itself on being an organisation focused on employee well-being and workplace culture, leading to a 4.8 rating on Glassdoor for the 200+ employee strength company.

Caroline Marcon e Paul O'Doherty, autores do livro O Poder dos Times AAA, explicam como montar, gerenciar e liderar um time executivo de primeira linha para sua empresa crescer de forma sustentável. > Ouça no Spotify e siga o Café com ADM no Instagram. Conteúdo patrocinado INVISTA EM STARTUP A Fácil Consulta, empresa inovadora que usa a tecnologia para agilizar agendamentos de consultas em todo o Brasil, está com captação aberta. Acesse o site e saiba como diversificar sua carteira. CRÉDITO PARA SUA EMPRESA Esqueça bancos e factorings! Desconte duplicatas em segundos com as melhores taxas do mercado com a Adiante Recebíveis. Acesse o site e saiba como. Sobre os entrevistados Caroline Marcon é consultora organizacional e coach executiva com experiência em transformação cultural, desenvolvimento de times executivos e inovação em gestão de RH. É professora de MBAs Executivos FGV e trabalha com grandes empresas no Brasil e no exterior. Paul O'Doherty tem ampla experiência no desenvolvimento de times executivos. É graduado em Francês e Russo e mestre em Comportamento Organizacional pela Trinity College, em Dublin. Já conduziu a transformação de lideranças em empresas como Hay Group, GE Capital Europa e Grupo Alcatel.

Max: Hello. Welcome back to the Recruitment Hackers Podcast. I'm your host, Max Armbruster. And, today I'm delighted to welcome Peter Weddle, who is the CEO for the Association for Talent Acquisition Solution, also known as TAtech, which you can find on TAtech.org. Peter has been leading this association which gathers vendors, practitioners, and who is a real futurist as well. He has written some books on what the future holds for humanity and how to prepare our future generations for the impending rise of the machines. So, I'm excited to talk to him about some of the trends that are shaping this year and perhaps how to prepare not for the next year, but for our next generation of recruiter, how our recruiters are gonna look like, and what they're gonna do 20 years from now? We'll have a bit of a discussion on that. Peter, thank you so much for joining.Peter: It's great to be here, Max. Thanks for having me.Max: It's a pleasure. And, always love your newsletter. I love your content. So, maybe we'll start with that. What is TAtech? And, how can people get plugged in?Peter: TAtech is the trade association for the global talent technology industry. So, that means that our members span the spectrum from job boards and aggregators and job distribution companies to conversational AI solutions, programmatic ad buying platforms, recruitment advertising agencies, marketing companies. Basically, any company that uses technology to design, develop and deliver a talent acquisition product or service for employers.Max: Okay! So, there's a lot to unfold there. But we're talking about basically the cutting edge of talent acquisition. And, I… you're based in Chicago right?Peter: Actually, we're based in Stamford, Connecticut.Max: In Connecticut. All right. Great. And the…but with a membership that is global. But, I think a lot of the investment is coming out of the U.S. right? That's really the hub of the TAtech industry.Peter: Well, we do a number of things as a trade association but we're probably best known for our conferences. We certainly do one in called TAtech North America, but we also do one in Europe called TAtech Europe. And, that's for the whole EMEA region. And, I think it's safe to say that, yeah, there's a lot of investment, probably more money flowing into talent acquisition technologies and products than H.R. products largely. But, that's not only true in the U.S. now, it's increasingly true across Europe, particularly in the U.K. There's a lot of really fascinating developments of new companies springing up in Europe and in U.K.Max: Yeah! Absolutely. I think actually that when it comes to recruitment, recruitment has more domestic localized elements. And so, you know, a lot of the leaders have come from Europe or from different parts of the world and then from India, and then they eventually make it to the U.S., which is the biggest market. So, it's quite an international community, I would say. But the capital certainly seems to be coming out of the U.S. in majority.Peter: Well, we're very fortunate that we, as you mentioned earlier, we do have a global member base. So, we have the advantage of being able to look at not only new developments, but also where the current trendsetters in the industry are going into the future. And, we can look across all of those trends globally because, you know, the fact of the matter is that increasingly we have a global workforce. So, companies may be based in the U.S., but they're hiring all over the world and vice versa. Companies in India are hiring in North America and so forth. So I think it's important to recognize that, you know, geography is still important, but geographical barriers are not.Max: They're coming down. Yeah. And, increasingly now there are some behaviors that are… I mean, whether you're in India or in the US or in France, you are witnessing how fast the world is moving,how fast things are becoming, the consumerization of just about everything. And so, that's going to affect, of course, the recruitment because the way consumers behave globally is pushing recruitment in the same direction, you know, in all corners of the world. So, yeah, it's a good fine balance between these local and global trends. But before we talk about the future and those…or about those trends, Peter, how did you…how does someone end up being the CEO of the TAtech? How did you end up in recruitment to begin with in talent acquisition?Peter: Well, I was a partner in the Hay Group, so I… my roots are in the H.R. field. But, I got the entrepreneurial bug and bought a company called Job Bank USA in the early 90's. This was pre-internet but we were arguably one of the largest companies to use computers to match people in jobs. And, about five years later, I sold that firm and fell into a gig writing a bi-weekly column for the Wall Street Journal about this new thing called the Internet and in particular the employment space online. And, I bought that basically until Murdoch bought or I did that until Murdoch bought Dow Jones. So, I got to go over the shoulders, meet and interact with all of the early players in online talent acquisition. And, by 2007, it just seemed to me that the industry had matured to the point where it needed a trade association and an organization to help set standards, to help identify best practices, to make sure that customers, employers were getting what they paid for those kinds of things. So, we launched TAtech in 2007, and the first thing we did was create a code of ethics because we believe, you know, that technology needs to serve the individuals that are using it, not the other way around. So, we really focused on that first. Since then, we've developed a whole range of products to help our members do something that is very simple, make more money at the bottom line.Max: I admit to you and to our audience, I have not read the code of ethics yet but I'm going to do that as soon as our conversation is over. And, I am on board because I have read all of Asimov's work and I know that we have to set the rules early in the game before the machines take over. So, I am on board and yeah, it's amazing how far we've gone in those 20 years where…Well, 15 years you've been running the association, and to think where we were in 2007, right? Where it was basically the first SaaS companies like Taleo going IPO and success factors and early days of ATS. Do you…are you as excited today as you were back then about where this industry is going after all these years?Peter: I think it's fair to say I'm more excited. You know, Kurzweil, the head of engineering at Google, has said that we will see 10,000 years of progress in the next 100 years because the pace of technology, technological invention, and innovation is accelerating. And I think, you know, it's hard to wake up on any given day, walk into the office and not find something new. So, our challenge as a species is to learn how to leverage the advantages of this technology, this development, and also preserve some space for our species so that we, you know, lead fulfilling lives.  Max: Mm hmm. Then, there are some concerns with the pace of technology being such that people can't keep up, that the jobs that are more menial and that do not require, you know, too much thinking. The non-thinking jobs are gonna disappear and be replaced by mechanical robots and yeah, I mean, there's perhaps a concern about whether there'll be jobs for all of humanity. And, I think you addressed that in the past in some of your book. I forgot the title. Perhaps you could reminded me what the title of that book was?Peter: It's Circa 2118. So, it was written in 2018. And, what I was trying to do was to forecast the impact of technology in general but especially artificial intelligence 100 years later. So, 2118, Circa 2118 is the title of the book.Max: And, to predict 100 years ahead is an impossible task, I think. But, you show, I mean, in 2018, we felt pretty confident there'd be no more truck drivers by now. They're still around. But certainly by 2100 that jobs should be replaced or automated, right? You would think… Can you make some predictions on what the job of a recruiter might be, you know, 10-20 years from now? You know, how that might be chopped off or changed and morphed into something else?Peter: Well, if you don't mind, I'd like to begin with where we are now, because I think you said earlier and it's exactly true. We humans, all professions, including the recruiting profession, may well have surpassed our gulp rate in terms of taking all this new technology on board and using it effectively. And, I think one of the reasons that we are struggling is because we only address half the issue. You know, we are increasingly good consumers when it comes to buying tech products. We do our homework, we talk to our peers and experts in the field. We get a sense of, you know, what are the top two or three options similar to what we do when we buy a car and then we go out and we make a purchase. But unfortunately, that's where things end.And with technology, particularly today's state of the art, that's when the challenge actually begins, because integration or implementation is the single most important and difficult part of buying a new tech product. And most recruiting teams today don't have the priority. They don't have the leadership attention, they don't have the budget, and they don't have the staff to really implement these tools effectively. And when that doesn't happen, you know, you get first of all, you get the recruiters who are upset because the product doesn't work as advertised. Sometimes it destabilizes the other products in the tech stack, and that makes their job even harder. You upset the IT department because you're complicating their lives. I mean, it just kind of cascades into this really unpleasant and oftentimes disappointing situation.So, you know, I think that one of the priorities for the recruiting profession in the near term has to be how to get better at, how to acquire the skills and knowledge of technology implementation. Yeah! You want to be a good consumer about buying the stuff, but you also want to be a good implementer as well.Max: Mm hmm. Yeah. I obviously completely understand the pain you're describing I mean, basically, the harder it is at the beginning, the better I sleep at night because it means that they understand the magnitude of the challenge, because there's a lot of change management that comes with it. And, it just changes people the way people work.So, right now, we're in the middle of eliminating a lot of the first human interaction, which is the phone interview where you call a candidate and you do a first phone screen. My company is focused on eliminating that piece for the majority of the volume, and we're making progress. So, I feel like it's certainly…we're moving the needle. What are some of the other tasks besides that first phone screen that do you think are gonna disappear, you know, in the next 20 years? If you agree with my premise that phone screening will disappear.Peter: Well, I think that we will, for the next 20 years, so for all four generations that are in the workforce currently, and maybe even Gen Z coming on board because we still have some baby boomers in the workforce for all of the extant generations in the workforce, we will continue to see hybrid kinds of interactions.But for the kids and grandkids of the generations in the workforce today, I think they face a very, very different future. And, I think that recruiting is one of the fields where it's likely to be completely automated. It's not to say that what the humans are…human recruiters do isn't important. In fact, sometimes the most important tasks get automated. But, I think the fact of the matter is that technology, you know, I mean, right now, the way the paradigm is set up, you have…it's a bipolar distribution.You either believe that technology, we stick our heads in the sand, technology is going to go away. There are just some things that humans do that machines cannot be taught to do. And, then there's the other extreme, which is terminators. And my God, they're going to destroy the human race.There is a third way or a third path, and that is that we want to apply technology everywhere we can. And, at the same time, think about what kind of world that's gonna create. What are we going to do for the humans who will find themselves not only unemployed, but unable to be reemployed because there just aren't enough jobs to go around? And we need to begin thinking about that now, because it's going to cause a huge structural shift in society, in education, in the way that you and I spend our days. Well, not you and I, but certainly kids and grandkids can spend their days. Yeah!Max: Yeah! The people who are the superstars now and who are driving, you know, the content and the media industry are gamers and, you know, sort of virtual characters with avatars rather than 3D faces. And so, you know, will we need to…Will recruitment still be human-led? You're saying machines will do a better job at selecting who is right for the job.Peter: Well, what I'm saying is two things. First of all, as more and more jobs in the enterprise, let's just talk about recruiting. As more and more of the jobs in the enterprise, not just blue-collar jobs, you know, robots on assembly lines, but increasingly we're seeing machines take over huge swaths of the professional workforce. As that happens, there will be less need for recruiters because there will be no human showing those jobs. So, demand will go down. And, you know, we already have examples of machines being evaluated by humans as being more empathetic, more understanding than their human counterparts.There's a machine at a retired living community in France that goes around and attends to the people who live there. And that machine gets higher marks than the human attendance because it's there 24 hours a day. It always responds. It's been taught how to be empathetic in a way that the people appreciate, and that's a very rudimentary example of where we are going.So I think, you know, I don't know about you, but I think the prospect of losing employment, not work, that's different. Losing the requirement for paid employment to have a meaningful life is a good prospect. But it means we need to think about, you know, a basic income for all people. I mean, these are the kinds of things that we kind of shovel under the rug and we don't talk about very much. But ultimately, if we really care about the future, we're going to bequeath to our kids and grandkids. We should be thinking about that stuff now because it is virtually inevitable that we're going to get to that point.Max: I think you've taken us a little bit further than 20 years ahead, that we still have a couple of decades of, you know, filling jobs with actual humans but…Peter: Well, and that's why I begin with, you know, let's worry about using the technology where we have today effectively. Let's implement it well, let's buy it well. Let's implement it well. Absolutely. And today's recruiters have nothing to worry about. They are not going to be replaced by a machine. So, yes, that's why I called my book Circa 2118. We are that's way down the road.But today, you know, I think the other challenge that we have for people in recruiting is just being aware of what's out there. You know, it's very hard. If you'd go to an H.R. conference, the vast majority of the exhibitors are going to be H.R. Technology companies. They're much bigger, the much better funded. And frankly, H.R. pays much more attention to them. And talent technology is sort of relegated to second class status. It's sort of shoved off in the corners. And in my view, that puts the cart before the horse because, you know, you can't manage the human resources you don't have.So, the number one priority should be to buy talent technology and getting those people in the door, the talent that you need for the jobs that you have, and then worry about having the H.R. technology to manage them and develop them effectively.Max: Amen. More money for the industry. I have to get behind that. But, I would say that I imagine a world, you know, many years from now maybe there won't be companies employing humans to drive trucks or to, you know, to build machines or even to provide health care services. But, they'll be a new breed of services that will arise that will require the inventiveness and creativity and the ability to multitask and the human sensitivity and almost, you know, sort of the soul, the soulfulness of a human to do to create and deliver them. And, they'll be a perhaps recruitment software to help those tribes build themselves. But I cannot …for the life of me imagine what kind of services they will be providing. I hope we'll still be busy. That's all I'm saying.Peter: Oh, I think we'll be very busy. But you know, I've written a book since Circa 2118 called The Neonaissance. It's a play on the term renaissance. Renaissance was a look backward. It was returning to the glory days of Rome and Greece. The Neonaissance looks forward. And, what it's all about is in a world where we've done two things. We've solved what humans need to do or can do or should do in a world where technology does almost everything for them. And we solve the climate crisis.If we can address those two issues, then we are in a period called a new birth of humankind, which is how do we create fulfillment for humans, which is the one attribute that no machine and no animal can aspire to. How do we create fulfillment for humans in a world where you don't have to work for a living? Excuse me, you don't have to be employed for a living. And, you know, I think that's the future we have. I mean, I think it's gonna be a tough road getting there, but it's going to be a very exciting and fulfilling future. And, I believe in it so strongly that I'm giving that book away.So, if people want…if you listeners want to get that book, again it's called The Neonaissance. It's on a website called onestoryforall.com. You can download the book for free. It's probably more than you've ever read several hundred pages, but at the end of the day, it says, yeah, we've got a tough road ahead of us for the next period of time with getting agreement about how we're going to solve global warming, how we're going to solve the impact of technology on the workplace and workforce. But, once we get through those challenges and that's the good thing, that's the thing one thing that humans are really good at, solving challenges. Then, we have this new period the Neonaissance to look forward to.Max: I think humans are also pretty good at competing with each other And so, hopefully that does not end up in a nuclear war or in destroying all of our available resources and that we can compete on with paintbrushes or with other ends and create an artistic future.  But, I want to come back to Earth for 2 seconds and to our listeners who are in the recruitment space. And, I always ask this question, Peter. Think back to a time when you hired somebody and you made a hiring mistake. And walk us back through this mistake without giving names necessarily, but telling the audience, telling me what we can learn from that mistake and how can we avoid a similar one being made in the future?Peter: Well, I'm living, breathing proof of the findings from a University of Michigan research study done a number of years ago. But it found that hiring managers are only 4% better than flipping a coin when it comes to picking the best person for a job opening. They get it right 54% of the time. And the reason they have such a miserable track record, it's because they don't hire the person who will perform best in the job. They tend to hire the people they like the best, the person who interviews the best and so forth.  And that's the mistake I made. I hired a person that I really connected with during the interview process. I had almost a visceral reaction at this person and I were really of two identical minds, and I was really swayed by the fact that I had this strong reaction to, you know, his outlook, his vision, his way of looking at the world. And, what I didn't do is pay enough attention to his skill set and to the kinds of talent he would bring to the job. He was great, you know, was a great guy and a great, you know, individual in the workforce. He just wasn't the right guy for the job I was trying to fill. And, I should have paid closer attention to what the job actually required because what I ended up doing was putting him in a position where he could not succeed and that was unfair to him, as well as unfair to the organization that I was representing.Max:  And it makes you wonder almost whether if you'd like someone, if you could answer in the affirmative the question: Would you hang out with this person outside of work? Maybe that's a red flag, you know, like, maybe you shouldn't be the one making that decision, that hiring decision. Because if this person is likable enough to you that you would want to see them outside of work, and how could you be unbiased?Peter: Well, I know I'm going to get some pushback from the people who say, hey, you know, you want to have…you want to hire people who have sort of the same cultural mindset. And that's true. But in my opinion, that has to come second. First is, can the person do the job and perform at his or her peak? And then are there cultural fit with the organization? And, I reverse those.Max: So, you're saying the right order would be… First, can you do the job and then maybe afterwards? Yeah, the cultural fit. Somebody just gave me on this show told me that it should be going the other way. You should first establish culture fit because if you have technical fit first, you're gonna completely ignore…If for some jobs where it's very difficult to get technical fit, job fit, then you'll be too skewed to ignore the cultural misalignment. So, I guess it depends on the ratio. Like if it's very, very hard to get an engineer and they fill the job, you know, they fill the job description perfectly, then you'll, you'll look past the cultural misfit.Peter: Well, there's plenty of research that shows that would be a fatal mistake, because that person is ultimately going to end up either underperforming or leave, you know, within the first 90 days of being in the organization because they don't like it there for a whole host of reasons. But at the end of the day, I think no matter how tough it is to fill a job, you know, cultural fit is important. And, I think when somebody says, well, just focus on skills and because that's a hard job to fill, you know, kind of let the candidate slide on culture. I think what they're really saying is our recruiting process and practices are substandard and we are not adequately sourcing for this particular opening. So, I don't… I mean, look, there are plenty of… no matter how difficult the job is, there are plenty of applicants out there. Are they tough to find? In some cases, absolutely. But that doesn't mean they aren't there.Max: Yeah! You can expand the search, especially these days, is when you don't have to hire in your vicinity for a lot of these specialized jobs.Peter: Exactly.Max: Now, I would end our discussion now, but since I'm talking to a technologist and we are talking about cultural fit, which is very hard one to nail down. What are some of the technologies that you've come across that you think are gonna change the way we establish culture fit? You know, what do you think works these days for matching a talent with a particular company culture?Peter: I don't know that I have a good answer for that…Max: …Maybe that's a question for ten years from now.Peter: Well, yeah, I'm sure there are some technology products out there that help recruiters assess cultural fit, and I suspect that they are very helpful. I have found that cultural fit is a challenge in two respects, no matter what the products are. The first is, in some cases, not many cases, but at least in some cases, organizations don't have a good handle on what their culture really is. They have a culture. They have a good fit or a good fix on what they aspire to be in terms of culture. You know what the CEO says they're all about. But in terms of the genuine, authentic culture of the organization, they are too often clueless. And, that comes to the fore when you look at the distance between an employer brand and an employer's reputation based on review sites and so forth. That's where you see that play out.The other is that when you introduce technology, not all technologies, but at least some technologies, you're going to change culture or you're going to at least disrupt culture. And, you need to think through how to deal with the change in things as simple as practices and procedures, but also, you know, in sort of the role of the recruiter. I mean, we've been talking about that a whole lot. And, as technology gets introduced, recruiter roles will change and adapt over time. And, you need to think about that in advance rather than after the fact.Max: Mm hmm. Now, what is the culture you want to prepare for five years from now when your industry will be completely different? And how do you know what kind of… what's the composition of your team then? Of course, everybody who went fully remote has probably gone towards hiring more introverts, for example. And, I don't know if they did that precisely or it kind of happened organically, but probably a common trend.Peter: Really? I had not heard that. And I would have thought exactly the opposite. You know, I'm an introvert and getting in front of a camera and talking to someone that I'm having a hard time reading their body language with, it just makes it that much more intimidating. An extrovert, I think, would flourish on Zoom. We introverts kind of cringe into the background.Max: Well, I don't ask my engineers to switch on their cameras.Peter: There we go.Max: All right. Well, thanks a lot, Peter. And again, TAtech.org and the website again, the URL for downloading your latest piece of fiction.Peter: Well, fiction, in fact, it's got 180 footnotes. So, it's not as if it's not well researched. But the name of the book is The Neonaissance and it's at onestoryforall.com.Max: All right, onestoryforall.com. Thanks, Peter. Thanks for coming on.Peter: Thanks for having me, Max. Appreciate it.Max: And that was Peter Weddle from TAtech.org, reminding us that technology doesn't deliver on all of its promises in the short run unless we're very tight on implementation. But it usually goes way beyond our imagination over longer periods of time. And it's time to prepare for new generations and to think about the role of technology in an ethical context and in the future of mankind context. So, obviously I really enjoyed this chat. I hope you did too, and that you'll go check out his books and TAtech.org to become members of the association. Thanks for listening.

Muito se fala sobre a importância de ter um líder na empresa. Mas, porque? Qual o impacto de uma boa liderança dentro do ambiente de trabalho? Um líder entende que os colaboradores são pessoas, que precisam ser ouvidas, compreendidas, por isso, a sua forma de gerenciar inspira as pessoas. George Patton, diz: “não diga às pessoas como fazer as coisas, diga-lhes o que fazer e deixe-as surpreendê-lo com seus resultados”. Em 2013, uma pesquisa feita pelo Hay Group, com a Universidade de Harvard, avaliou que, entre os 95 mil líderes de 49 países, cerca de 50% criam climas desmotivadores contra 19% que promovem locais de trabalho de alto desempenho. Já no Brasil, onde foram entrevistados mais de 3 mil gestores, 63% criam um clima desmotivador contra 12% que criam climas que motivam os colaboradores. “São eles que conduzem as equipes a um resultado positivo e mantêm os valores de uma companhia”, disse a professora do núcleo de gestão de pessoas da ESPM, Fátima Motta. Artigos relacionados: Qual impacto que um líder tem dentro de uma organização? • Blog VH O impacto da boa liderança no desempenho da equipe – SER Como estabelecer uma relação de confiança entre líder e liderado http://portal.amelica.org/ameli/jatsRepo/400/4001721013/html/index.html Conheça 5 tipos de liderança e seus impactos nos liderados | Mooven: Agilidade Corporativa e Transformação Digital Livros indicados: Lideranca De Alto Impacto – 31 Segredos Gerenciais De Jack Welch, Nume O Impacto da Liderança com Integridade O poder e o impacto de uma visão Pipeline de liderança Lições essenciais sobre liderança e comportamento organizacional – 2ª edição: Transforme Conhecimento em Realização, Eficácia e Impacto eBook : de Biazzi, Fabio: Amazon.com.br: Livros Qual a sua opinião sobre isso? Esse é o Bom dia UX, um programa feito ao vivo no canal do youtube do Design Team, toda quarta-feira de manhã às 7 horas. * Acesse nosso site * http://www.designteam.com.br * Junte-se ao Telegram * https://bit.ly/3dOea2Y * Assine nosso podcast * https://anchor.fm/designteambr Rafael Burity Linkedin: https://www.linkedin.com/in/rafaelburity Instagram: https://www.instagram.com/rafaelburity/ Twitter: https://twitter.com/rafaelburity Rodrigo Lemes Linkedin: https://www.linkedin.com/in/rodrigolemes Twitter: https://twitter.com/rodrigolemes

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)

Why Feminine Leadership is the Future: Interview with LeadHERship Founder, Linda Fisk Linda Fisk is a multi-award-winning leader, keynote speaker, author, and university professor dedicated to amplifying and extending the success of other high-caliber business leaders. She is the Founder and CEO of LeadHERship Global, a community of unstoppable women enhancing their leadership blueprint and embracing their power to be the best version of themselves- in work and life. In LeadHERship Global, Linda supports and guides ambitious, creative women to move in the direction of their purpose, their mission, and their dreams with powerful connections, critical support, practical tools, and valuable resources to show up, speak up and step up in their careers and personal lives. Prior to her role in LeadHERship Global, Linda was the CEO of Collective 54, successfully launching growing, and scaling that firm after serving as the global head of brand marketing, public relations, and communications at Susan G. Komen. Linda forged an earlier career as an entrepreneurial and forward-thinking marketing executive on the cutting edge of brand marketing. When Linda served as the Global Head of Marketing for YPO, she developed her passion for bringing inspiring leaders together to create opportunities, discover possibilities and solve problems. Linda has a Ph.D. and M.A. in Clinical Psychology and has written extensively on the subjects of social comparison, depression and anxiety, subjective well-being, and personality theory, with a focus on relating scientific research to commonly understood concepts. Currently, Linda is interested in the psychology of influence, persuasion, and negotiation. Linda's message: Let's rewind the tape for a minute. Remember back in early 2020 -- an invisible and dangerous enemy was fast approaching: COVID-19. It was highly contagious, unpredictable, and deadly. So, what to do? How to prepare and respond? Leaders of cities, states, and countries faced an unprecedented test. The story of the spread and unthinkable human tragedies of COVID-19 is the ultimate case study in high-stakes leadership. The ones who passed this test with flying colors are disproportionately women. This is despite the fact that they make up only 7% of heads of state. And, none of us can afford to miss the lessons here. The number of COVID-related deaths is predicted to be substantially lower in areas where leaders acted sooner - even by a week. All leaders, including men, can learn from what we have seen women do in this crisis. This moment in history offers a fascinating and real-time opportunity to understand the consequences of leadership decisions in a high-stakes situation. Empathy wins in a crisis - Women leaders, they found, tend to slightly outperform men in most leadership skills. Often referred to as emotional intelligence, soft skills refer to any ability pertaining to the way you approach others or handle your professional life – and women tend to excel. Women have been proven to hold a key advantage in these soft skills--a study by global consulting firm Hay Group found that women outperform men in 11 of 12 key emotional intelligence competencies. But the difference in leadership between the genders grows larger during any sort of crisis. Female leaders express more awareness of fears that team members might be feeling, concern for well-being, and confidence in their plans. Included in these are essential leadership capabilities, common to most women, are things like: • Professionalism (self-motivation, work ethic, resilience) • The ability to network • Collaboration • Communication, both oral and written • Critical thinking More information at https://leadHERshipGlobal.com Learn more about your ad choices. Visit megaphone.fm/adchoices

Wendy Pease is a Language Translation Expert and the President and Owner of Rapport International, a global communications company specializing in translation and interpretation. Wendy is a Board Member of the Boston Chapter of the Entrepreneurs' Organization. She has an MBA from the Tuck School of Business at Dartmouth College and a bachelor's in foreign service and international politics from Penn State. Kerri Garbis is the Founder and CEO of Ovation, where she helps transform professional presence and guides professionals to reach their full potential. She is a professional speechwriter and is certified by the Professional Speechwriters Association, a certified etiquette expert by the Emily Post Institute, and certified by the Hay Group as an emotional intelligence expert.  In this episode… How can you harness the skill of captivating and effective presentations? Is it possible to make your brand culturally relevant without fear of mistranslating from one language to another?  Kerri Garbis has experience helping others improve their presence and creates a space for clients to practice presentations and use feedback to enhance and improve their abilities. When you're confident, you can tackle any “what if” that comes your way. Helping brands off the stumbling block and avoiding improper idioms is at the core of Wendy Pease's work. All cultures have their own idioms, and knowing how to translate your product details effectively may be why your brand stands above the competition.  Join Dr. Jeremy Weisz of Rise25 in this episode of the Rising Entrepreneurs Podcast as he sits down with Wendy Pease, Language Translation Expert and President and Owner of Rapport International, and Kerri Garbis, Founder and CEO of Ovation, to discuss enhancing your professional presence internationally. Together they talk about how technology can support human interaction and communication in the workplace, launching a global brand in multiple languages, and avoiding untranslatability.  

Welcome to the 53rd Episode of the #100MasterCoaches​ Show. In this episode, Mel interviews Dorothy Siminovitch. Dorothy is a Canadian native who earned her MA in clinical psychology from Cleveland State University, Cleveland, Ohio, and her Ph.D. in Organizational Behavior from the renowned Weatherhead School of Management at Case Western University. She earned her certificate as a Master Certified Coach (MCC) from the International Coaching Federation in 2005. She is certified in the Hay Group's Emotional and Social Competence Inventory, Resilience Index, and is a Certified Somatic Coach with the Strozzi Institute. She is a twenty-year member of the International Coaching Federation (ICF) and of the Academy of Coach Training Organizations (ACTO). Dorothy pioneered the first Gestalt Coaching program at the Gestalt Institute of Cleveland. Her early recognition of the potential of professional coaching as a viable organizational asset led her in 1995 to conceive and co-teach one of the first workshops specifically focused on coaching conducted in accordance with the premises of Gestalt theory, principles, and practice. In 2009, Dorothy co-founded the Gestalt Center for Coaching in Istanbul, and continues to serve as Director of Training and faculty for the Center's Gestalt Coaching Program, the first ICF-certified coach training program founded on Gestalt principles. Dorothy is the founder and principal of Gestalt Coaching Works, LLC. She has been invited to deliver workshops and keynote speeches to organizations and coaching groups across North America and around the world: from Atlanta, Scottsdale, Toronto, and Wichita to Budapest, Baku, Malmö, and Singapore. She has published articles outlining her approach and tracing the evolvement of her distinctive conception of Awareness Intelligence as the heart of transformational, effective, human-centered coaching. She is “best” known for her pioneering thought leadership on presence and use of self in coaching and leadership. She considers coaching an art that inspires our world. Want to become a Certified Coach like Dorothy? Then start your journey here today, at Catalyst Coach. www.catalystcoach.live

‘Follow those who seek the truth, run from those who claim they've found it.' -- Voltaire Your influence as a leader will be directly limited by your own level of self-awareness. It's not about letting others' perceptions affect who you are and how you act, but acknowledging the issues that may keep others from hearing your message, making a buying decision or following your leadership in an organization or team. Tips to growing your own self-awareness Journal your experiences Grow your Emotional Intelligence Pay Attention to External Triggers Elicit Feedback from TRUSTED sources Record EVERYTHING Identify Your Core Values and Align Them with Your Behaviours Practice Mindfullness It's not a magic bullet (because there isn't one) but it is a roadmap for anyone to find more self-awareness and therefore improve their leadership potential and impact on others. Resource Links: The Five Minute Journal - https://www.intelligentchange.com/ (https://www.intelligentchange.com) Emotional Intelligence Tests -  Greater Good Science Center, University of California-Berkeley: https://greatergood.berkeley.edu/quizzes/ei_quiz/take_quiz (https://greatergood.berkeley.edu/quizzes/ei_quiz/take_quiz) Global Leadership Foundation:  http://globalleadershipfoundation.com/geit/eitest.html (http://globalleadershipfoundation.com/geit/eitest.html) Psychology Today:  https://www.psychologytoday.com/us/tests/personality/emotional-intelligence-test (https://www.psychologytoday.com/us/tests/personality/emotional-intelligence-test) Korn Ferry, the global organizational consulting firm study -  https://www.kornferry.com/insights/briefings-magazine/issue-17/better-return-self-awareness (https://www.kornferry.com/insights/briefings-magazine/issue-17/better-return-self-awareness) Hay Group on Women's Self-Awareness advantage - https://www.businesswire.com/news/home/20120327005180/en (https://www.businesswire.com/news/home/20120327005180/en) Tasha Eurich - Increase Your Self Awareness with One Simple Fix https://youtu.be/tGdsOXZpyWE (https://youtu.be/tGdsOXZpyWE) Johari Window - https://en.wikipedia.org/wiki/Johari_window?wprov=sfti1 (https://en.wikipedia.org/wiki/Johari_window?wprov=sfti1) https://TheNeuroSide.com (TheNeuroSide.com) https://MeetRene.com (MeetRene.com) https://Amplifiimylife.com (Amplifiimylife.com)

ABOUT: Dr. Rob Fazio is the Managing Partner at OnPoint Advising specializing in global leadership and organizational success. His approach to advising combines original research on power, influence, conversations, and motivation as well as over 20 years of consulting to elite performers. During the Covid 19 crisis Dr. Fazio has been advising hospitals and conducting presentations on Growth Leadership in Times of Crisis to support front line health professionals and executive leadership. His work on Flattening the Anxiety Curve has been featured on Fox News and in The Hill. Based on his experiences in sport psychology and executive development, he teaches clients how to remove barriers to function at optimal levels. He has worked with executive teams and coached executives throughout organizations including the C-Suite, surgeons, and emerging leaders. Dr.Fazio has contributed to Forbes, NBC News, NY Daily News, HER Magazine, CEO Magazine, Philadelphia Business Journal, and American Management Association. His advice on navigating turbulent times and politics has been featured in the NY Times and on CNN, Fox News Channel, MSNBC, and local networks. His book, Simple is the New Smart (foreword by Neil Cavuto), features success strategies he has gleaned from over a decade and a half of working with athletes, executives, and people driven toward excellence. Recently, he developed the Motivational Currency® Calculator. This self-assessment reveals what drives people, how well someone can read another person's motivators, and how effective someone is at using the best approach to tap into someone's motivators. He has developed significant expertise in advising Fortune 500 organizations globally develop, advise, and retain employees based on a future-oriented strategy, organizational values, culture, and person/position fit. He has worked internationally in a variety of industries including finance/banking, private equity, accounting, media, pharmaceuticals, hospitals, telecommunications, chemicals, retail, sports, public utilities, and nonprofits. Rob is often asked to be a keynote speaker or facilitator at executive offsites. Dr. Fazio has served as a performance excellence consultant to a variety of organizations and athletic teams. He participated in the development and facilitation of the life-skills portion of the NFL's Coaching Academy and the PGA's 1st Tee programs. He is the founder and President of a September 11th inspired nonprofit organization, Hold The Door For Others. The organization's mission is to empower people to grow through any type of loss and adversity and achieve their dreams, www.HOLDTHEDOOR.com. Prior to starting OnPoint Advising, he worked at Leadership Research Institute and Hay Group. Rob completed his B.A. in Psychology at The Pennsylvania State University. He earned an M.Ed. in Athletic Counseling from Springfield College and a MS in Counseling Psychology from Virginia Commonwealth University. Dr. Fazio earned his PhD in Counseling Psychology, with a subspecialty in consulting, and completed his clinical rotation at the University of Pennsylvania. Dr. Fazio is a Licensed Psychologist in the state of Pennsylvania. He lives just outside Philadelphia in Haddonfield NJ with his wife Keli, daughters Reese and Rae and adopted Great Dane Cannoli. SCHEDULE YOUR FREE CALL HERE calendly.com/riseupforyou/coaching

Kerri Garbis is the Founder, President, and CEO of Ovation, a communication skills training firm. Kerri has trained hundreds of executives internationally on presentation skills, storytelling for business, etiquette, and emotional intelligence. At the helm of Ovation, a 30-person global training firm, Kerri ensures that every Ovation engagement delivers the highest level of client-focused professional training. Dedication to this standard sets Ovation apart from the competition and ensures multiple repeat engagements and many long-term clients. A professional actress since childhood, Kerri has starred in productions such as Evita, Singin' In The Rain, and The Lady With All The Answers. You may also have seen her catching a pass from a New England Patriot, singing a Christmas carol, or complaining of bloating in a television commercial. She is also a member of the Actor's Equity Association. Kerri is a business etiquette expert certified by The Emily Post Institute and an emotional intelligence expert certified by The Hay Group. She is also the Founder of Be Ready, a nonprofit initiative offering Ovation's professional presence training to the black youth of America. In this episode… To be a successful leader, you need to understand how you show up and influence your audience — whether that is your employees, fellow business leaders, or speaking at an event. You need to think about how you communicate with your voice and body language. According to Kerri Garbis, leaders should start by becoming more self-aware in order to become strong communicators. With good training, you can learn to alter your messages and method of delivery for different situations. Kerri also advises leaders to recognize their strengths, surround themselves with people who are smarter than they are, and find the right resources to get where they want to be. Kerri Garbis, the Founder and CEO of Ovation, is Andrea Heuston's guest in this episode of the Lead Like A Woman Show where she talks about using her professional acting skills to build a communications firm made up of actors as facilitators. She also talks about her company's continuous learning platform, Studio G, and her new nonprofit, Be Ready, which offers training to the black youth of America.

In this episode, Jim McCloskey, MDiv '83, a lay minister and founder of Centurion, the first nonprofit dedicated to the vindication of the wrongly convicted, speaks to this question in his book, When Truth Is All You Have: A Memoir of Faith, Justice, and Freedom for the Wrongly Convicted. He shares his minister-turned-prisoner-advocate experience, which inspired author John Grisham's book, The Guardians. Listen to Jim's astonishing story of faith, justice, and liberation and how this work provides a beacon of hope for those seeking justice in a flawed judicial system.Jim McCloskey spent three years as a U.S. Naval Officer, including a year in Vietnam, subsequent to graduating from Bucknell University in 1964. He spent the next 12 years working for two different management consulting companies specializing in Japanese business affairs, the first in Tokyo and the second with the Hay Group in his hometown of Philadelphia. In 1979 Jim felt a call to leave the business world and enter the ministry. In 1983, upon graduating with a Master of Divinity degree from Princeton Theological Seminary and freeing an innocent man he met as a student chaplain at Trenton State Prison, Jim founded Centurion Ministries. After 35 years, although still a member of Centurion's Board of Trustees and still managing several cases he has been working on for years, Jim retired from the active management of Centurion's organizational affairs in May 2015. He is co-author of When Truth Is All You Have: A Memoir of Faith, Justice, and Freedom for the Wrongly Convicted, a book about Centurion's experiences with our nation's criminal justice system. Dayle Rounds (00:00:00): Have you ever been face-to-face with the truth in such a way that you just couldn't ignore it? In this episode, you will hear from Jim McCloskey, a lay minister and founder of Centurion, the first nonprofit dedicated to freeing individuals who are wrongly incarcerated. He talks with Sushama Austin-Connor about how he met a prisoner who insisted on his innocence, and why he decided to take a year off of seminary to work full-time towards this prisoner's freedom. You will not want to miss Jim's astonishing story of faith, justice, and liberation. Interlude (00:00:36): [percussion music + water droplet sound] Dayle Rounds (00:00:36): You are listening to The Distillery at Princeton Theological Seminary. Sushama Austin-Connor (00:00:40): Well, Jim, thanks so much for doing this. Princeton Seminary is obviously, for all the reasons, really excited to have this conversation with you and Continuing Education at Princeton Seminary. And me, of course, personally I'm just thrilled. And just, this is just a joy to be able to speak with you about your book and about Centurion Ministries, which means so much to the seminary and to me and to my family. Jim McCloskey (00:01:05): Well, thank you very much. So I've been looking forward to this ever since we had it scheduled with the seminary. Well, Princeton Theological Seminary has changed my life, and I might add the life of many others because it provided me with an opportunity. Although I had no idea what was around the corner of meeting the first person in whose innocence I came to believe which kicked off and inspired me to, to rather than going... ordained after I received my MDiv, which I did in 1983, to begin the work of Centurion Ministries to help free people who we believe are innocent, wrongly convicted, sentenced to life or death with pretty much no way of getting out, except for maybe our effort. Interlude (00:01:56): [water droplet sound] Sushama Austin-Connor (00:02:00): Amazing. I want to go back a little bit though, and start with life maybe right before you decided to enter seminary and going from business to seminary, what a huge deal that is. What a life changer that is. What were some of the thoughts that made you pivot from business to seminary life? Jim McCloskey (00:02:21): Well, I was 37 years old, living in the suburbs of Philadelphia and a working... employed by a management consulting firm in Philadelphia called Hay Associates, H-A-Y Associates. And my job was to build its business, its consulting business, with Japanese companies in the United States, and to eventually establish our office in Tokyo, Japan. The reason they hired me to do that was because I had spent the prior five or six years in Tokyo working for a Japanese joint venture consulting firm between American bank and the Japanese bank in aiding American firms, interested in entering the Japanese market. So I had that Japan background, so they brought me aboard. Everything was going well. Now, we're in the 1970s, from '74 to '79. I'm well in my thirties. And during that time the business was going well, I was making a good... you know, it was a nice salary position. I'm bringing in Japanese clients. But when you get underneath that surface, I was not happy with my personal life, with my conduct in my personal life. I had kind of gone off track. I was kind of like the prodigal son. And I was, for the first time in my adult life, I decided, you know, I got to start developing some spiritual element to my life 'cause that was lacking. And it was, there was a total void there. So I attended Paoli Presbyterian Church in Bailey, Pennsylvania, and the minister there, Dick Streeter, who is a Princeton Theological Seminary grad, I found his preaching compelling because this constant theme was to serve others, to wash the feet of others, particularly folks who did not have the advantages that we did in the suburbs of Philadelphia, the economic and social advantages that we did. Jim McCloskey (00:04:38): And at the same time, you know, I was hungry. The scriptures became my meat and drink rather than -- at the same time, my business aspirations were waning. I was losing interest in the business world. It wasn't real. It wasn't real to me. What became real was the truth of this, of the gospel and the scriptures. That's what was real to me. And over a period of years, slowly but surely, I was -- every Saturday, practically every Saturday night, I was in a scripture study, reading the prophets of the Old Testament and the Gospels and Paul's letters. And I saw -- this is the truth of life as I saw then. So anyway, I consulted with no one, except Dick Streeter. I didn't consult with my mother or father, although I'm very close to my family. I had a ton of friends. Because I was thinking about Dick Streeter as a minister was touching the hearts and souls of people in a transformative way, including my own. Jim McCloskey (00:05:51): I was touching nobody's heart and soul. I was touching my own pocketbook and the pocketbook of the company, but that was, that proved to be very unsatisfactory and unfulfilling. So I felt a call to follow in Dick Streeter's footsteps, go to the seminary and become an ordained, church, Presbyterian pastor. So that was what was going on within me and externally, internally and externally, that led me to go... Now I was going to go to Eastern Baptist, which would have been easier because it's only about a 20-minute ride from my house. And Dave said, no, Jim, if you're going to do this, you have to go to Princeton. That's where you're going to get the best education. And so I took his advice, sold my house on the Mainline, and came up to Princeton. One thing I did not sell was my 1976 Lincoln Continental Town Car. I just couldn't. I couldn't part with that. So I pulled up, I pulled up to Brown Hall, with my Lincoln Continental. People thought I was on the lam or something, but anyway, that's what brought me to the seminary. Sushama Austin-Connor (00:07:09): Yeah. That's awesome. So you know, Jim, I feel like I learned so much about you personally in this book. [laughter] Jim McCloskey (00:07:16): Yeah, of course, all the good, bad, the ugly, you heard a lot. [laughter] Sushama Austin-Connor (00:07:22): I learned so much! There were parts where I had to stop. I was reading it aloud to my husband, Rob, who you know, and so I was reading some parts to him, and we were like, wow, we have so much to cover. But talk to me about this idea of kind of your personal conduct that you mentioned in the book that you just referred to, and that I've heard you talk about in some other interviews that I listened to as I prepared. What was going on for you? And it wasn't atypical, I don't think, in some ways to what maybe 20-somethings go through, or the kind of risks you may take, not even knowingly really; inherently we're a little more risky in our twenties. But talk to me about that personal conduct. What was life like? What were you doing? What were you up you? Jim McCloskey (00:08:03): Well, what I was doing was I was -- again, this is in my, well, in my twenties and in my thirties. Yeah. Yeah. I was very... let's just say promiscuous. And I had relationships with women that -- I was selfish, self-centered, I used women for my own gratification. And I came to realize that this was wrong. This was immoral. I was leading an immoral life. And, that was in contrast to the way I was raised by my mother and father. And, I didn't feel good about my, I lost my self-esteem. Who am I, what is my real identity? And, you know, I had one foot in the secular world and one foot in the spiritual world, the church world. And, you know, as an example, when I told my boss at Hay Associates -- Bill Densmore was his name, great, a great human being. Jim McCloskey (00:09:05): I said, Bill -- this is 19-early-79 -- I said, "Bill, I need to talk to you about something very serious." He said, "Okay." So I went into his office and I told him that I was not only leaving Hay, but I was leaving the business world to go into ministry. He said -- I'll never forget this. His first words were, "Jim. I didn't even know you went to church." So I was two people. I was one person to the secular world and another person to the spiritual church world. And it was time for me to announce to the world who I really was, and that I considered myself to be, although a deeply flawed, but nevertheless convicted Christian. And that's -- it's about time that I showed the world who I was, and not -- I didn't hide that anymore. And once I made that announcement, then it was amazing. Jim McCloskey (00:09:58): The reaction I got from my corporate colleagues... They were very supportive, surprised, shocked, as I found out. I'm still very close to my fraternity brothers at Bucknell, every year 20 or 25 of us get together with a golf outing up at Lewisburg, Pennsylvania. And a number of them have told me that when I told them what I was doing, they were afraid that I had gone off the deep end and had lost... and they were going to lose my friendship, that somehow I was going to change, my own personality, which I didn't do. And my poor mother and father, they were, you know, they were supportive, but skeptical. You're 37, 38 years old. And you know, my mother told me, she said, Jim, you're never going to be a church pastor. You're just not cut out to do that. And as it turned out, she was right, but I didn't know that at the time. So she knew. She knew. But getting back to your question. Yes, I was -- I had descended into what I thought was an immoral life and I wanted to... I needed redemption as much as anybody else. That was part of it. And, and, and -- I wanted to really touch people's lives in a meaningful, significant transformative way. And I thought by being a church pastor, that would give me the opportunity to do that. Sushama Austin-Connor (00:11:29): To touch people. Yeah. But you weren't without religion. So growing up in your childhood, your family is Presbyterian. Can you talk a little bit about your childhood and some of the religious upbringing and also your mother's illness and how that manifests in your spiritual life, in finding redemption and finding hope. Jim McCloskey (00:11:53): Right. And that's -- thank you for bringing that up. That's a good subject to talk about a little bit. First of all, when I was in grade school -- I wanted to reclaim my boyhood faith,, because it was authentic. It was real. I was a standup Christian, young boy in grade school. That was what was most important to me. And then as soon as I hit junior high, that started going south, because the most important thing to me at that point was peer pressure. I wanted to be liked and popular. And I, you know, I let myself drift in that direction. So, another element was, in deciding to leave the business world and go into ministry, I wanted to reclaim my boyhood faith. And that was inculcated into me, by my mom and dad, who were very active in the church, that my upbringing was very in the church was very important. It was the foundation that ultimately I yearned to reclaim. So that was very important. Interlude (00:12:55): [water droplet sound] Jim McCloskey (00:12:55): When I was five years old, in 1947, my mother who was 30 years old went to bed one night in June of 1947, feeling fluish -- tired, fever, whatever, body ached. She -- Su, she woke up the next morning and was paralyzed from the waist down. It was like the polio virus hit her like a bolt of lightning, and doing some research about that, that phenomenon occurred in about 10,000 men and women across the United States. Sushama Austin-Connor (00:13:35): So out of nowhere? Jim McCloskey (00:13:37): Out of nowhere. Out of nowhere. Yeah. So, friends of our family -- now in those days, people were afraid that if they even came near our house, they would catch the virus. They would walk on the other side of the street. However, only one -- good friends of my parents, Katie and Tom Boyd, who were also the parents of my best friend, Tom Boyd. We lived around the corner from each other, and they offered to take me in, so my dad could get, could settle in and start to find the right resources to take care of Mom who was home-bound and paralyzed. And they took me in. Now, that was a great thing. That was a courageous thing because they didn't know, maybe I'll bring the polio virus into their home to attack their family. But nevertheless, they went way out on the limb and took me in for six months. Another family took my brother in. So I never forgot that -- what the Boyds did for me and what the [inaudible name] did for my brother. So that was kind of formative as well. Yeah. Sushama Austin-Connor (00:14:48): Absolutely. Absolutely. So you get -- so let's go back to Princeton Seminary. So, you get to Princeton Seminary. And I, you know, I was so familiar with some of the places that you mentioned -- Route One and Library Place -- like actually, Continuing Ed offices are now on Library Place in Adams House. Jim McCloskey (00:15:09): Oh yes. Sushama Austin-Connor (00:15:09): So I know where you are. So it was really nice to have like the visual of where everything is. So you get to Princeton Seminary and it's year two, and you're doing field education. Jim McCloskey (00:15:19): That's correct. Sushama Austin-Connor (00:15:20): And what happened? Jim McCloskey (00:15:21): All right. The first year, my junior year, I did not do field ed 'cause I just wanted to focus on the studies. In my second year, I decided to do my field education as a student chaplain at Trenton State Prison. Now, why did I do that? Why did I choose that? I don't really know why I chose that, other than I've always had an adventuresome spirit and I've never been in a prison before. Who are these people? What are they like? Sushama Austin-Connor (00:15:53): I mean, were there options, Jim? Like were you -- Jim McCloskey (00:15:53): Oh yeah. Sure. I could have been a youth pastor. I didn't want any of that. I could have been assigned to a church as a student intern in a church, a hospital. There was all kinds of options available, but I chose Trenton State Prison. Joe Ravenell, the chaplain at Trenton State Prison, also a Princeton Seminary grad, had set up a program between the seminary field education department and the prison administration every year, they would bring in six or seven Princeton Seminary students to be student chaplains for the full school year. So that's what I decided to do. And then, Joe Ravenell, he assigned me to what they call the Vroom Readjustment Unit, which is a real euphemistic term for the maximum security -- people who are sent to the Vroom Readjustment Unit, they had been in trouble in whatever state prisons in New Jersey they had come from. So they put the bad boys in that prison for however long a punishment they were to serve. And that's where I was assigned. And the reason Joe -- I said, Joe, why did you send me there to this day? I'm good friends with him. He said, I'll tell you why I sent you there. Because you were cocky that I wanted to bring you down a couple of notches, one or two. And I said, well, you did a good job there, Joe. But anyway, to the Vroom Building I went. There for the -- now we're talking about September of 1980, which was the beginning of my middler year at the seminary. Sushama Austin-Connor (00:17:45): And then you go there with another seminarian, and you guys are... Jim McCloskey (00:17:51): There were two of us and Joseph Checa who was a friend of mine who also lived in Brown Hall. Joe assigned him to two cell blocks and assigned me to two cell blocks. And so we would go there together. We would drive down at my very comfortable plush Lincoln Continental Towncar [laughter] which by the way, I got about seven miles per gallon. [inaudible] But the first day we went down there in September of 1980, I'm 37, 38. I've been in Vietnam. I've been all over the world. And Joseph was 28. He'd been -- he's had some secular experience, but we were both scared to death. Sushama Austin-Connor (00:18:38): Yeah, I can imagine. Yeah, yeah. Jim McCloskey (00:18:38): Because, you know, they tell you, they tell stories, they are myths, this myth, that -- don't stay, don't get too close to their selves. They're locked in their cell. And we go down a cell block from cell to cell. We're wearing the collar. I looked like an Irish Catholic priest. And you just go cell to cell. You just want to make friends. And you know, they don't get any visitors, by and large. Interlude (00:19:03): And are you wearing a collar because they, like -- Princeton suggested it or you just decided to, or... Jim McCloskey (00:19:10): No, Joe Ravenell. No, it was part of the uniform, if you will, that Joe Ravenell wanted us to wear, as being student chaplains. We pulled up to the parking lot of the prison, you know -- a fence with all concertina wire. And it was such an intimidating, forbidding building. I said to Joseph, let's have a word of prayer. So we held hands, we asked God to give us a spirit of calmness and courage. And, that didn't happen. That was an unfulfilled prayer. Anyway, we walked in there and that began my student chaplaincy at Trenton State Prison and encountering a life-changing opportunity, a life-changing event where I met... One of the 40 men on the two cell blocks I was assigned was a man by the name of Jorge de Los Santos. And, he was... So I'd go, you know, cell to cell. And he was gregarious. He was friendly. He put me at ease. He was very open-hearted. He talked about himself and everything that he had done in the past, which was not murder. He was in prison for a Newark, New Jersey murder. He was convicted of an attempted robbery, which ended up to be a fatal shooting of the proprietor of a used car lot in Newark. And he was the only one, by the way, who was proclaiming his innocence. Sushama Austin-Connor (00:20:45): I mean, I'm wondering too, before you even hear his story, is he standing out because of that openness? How, why is he standing out more than the rest of the guys on that floor? Or was that once you heard the story? Jim McCloskey (00:20:58): That's a good point. There was something about him. We just clicked. Our personalities just clicked because he was an engaging personality. He was friendly, open, funny. But he would also speak from his heart. He was married to Elena, a Native American Cherokee. And, you know, from day one, he said, Jim, you know, they caught me, Jim. And he said, I didn't do what I'm here for. I'm an innocent man. So that got my attention. But I also, at the same time, you know, I was under the -- oh, they all say they're innocent. Well, first of all, that's a canard. They don't all say they're innocent. He was the only one of the 40 who did say he was innocent. So, but anyway, to answer your question, he was just a gregarious, very human -- just the opposite of what I imagined a hardened murder convict would look like, or be like. Jim McCloskey (00:22:06): He's in his cell, hot outside, standing in front of his cell, cell bars. I could see him perfectly, standing in his shorts with his thongs on, with long brown hair, down to his shoulders. And 'Elena' was tattooed on his heart, name of his wife. And I'm standing there in my priestly garb. And, you know, we just... I had to be careful because I couldn't spend too much time with him, because that would create some problems with other inmates. And by the way, my reception there was surprisingly friendly. Most of the inmates in their cells were -- they wanted somebody to talk to. Sushama Austin-Connor (00:22:53): Of course. Of course. Jim McCloskey (00:22:53): They wanted a friend, they wanted somebody who didn't judge them or in any way be critical of them, just to basically listen. There was a lot, they all wanted to say -- 'cause nobody would listen to them. [crosstalk] It was not hard for me to feel comfortable every day I went there, nor to establish some relationships and rapport with most of the inmates. New Speaker (00:23:22): [water droplet sound] Sushama Austin-Connor (00:23:24): So in those first meetings, Chiefy [de Los Santos] is sort of pushing you and challenging you and telling you his story. And you're getting -- I hear you say, "Well, I didn't believe him of course, because who would believe him?" But what changes you or changes your mind in how he is sharing the stories? He's saying, you know, actually, no, I'm actually innocent. Jim McCloskey (00:23:45): Yeah. Well, yeah. Well, first of all, he wasn't pushing me, but he was -- that's all he wanted -- he only wanted to talk about two things: his innocence and his wife, Elena. And he spent a lot of time. I mean -- I actually have chills right now -- because he loved her, and she was completely devoted to him. She was a hair salon person up in Newark. She had three kids by a prior relationship that she was, you know, raising. And she would visit him twice a week, for limited visits. She was an incredible woman who I got to know and really have a nice relationship with, a good friend. Jim McCloskey (00:24:31): But anyway, up until hitting up the cell block, I never had any involvement with the criminal justice system whatsoever. I was never asked to be on a jury. I'd never been in a courthouse before. I knew absolutely nothing. So I was bringing with me what turned out to be a complete ignorance and naiveté about our criminal justice system, in that I thought police and prosecutors were very honorable men and women who were serving the community. It was a great noble service of catching criminals and putting them away. And surely they would never suborn perjury or lie themselves, or... They wanted to catch the real people who did this, not innocent people. And the same with the judges. I held those positions -- police, prosecutors, judges -- in the highest esteem from my suburban mainline perch. And as far as I was concerned, they were there to protect and serve -- at least my white community in the suburbs. So anyway, I found it very hard to believe two things. Number one, that he was innocent. Number two, not only was he saying he was innocent, he was saying the Newark, the Essex county prosecutor's office in Newark framed him, knowingly framed him. Sushama Austin-Connor (00:26:05): Right. Right. Jim McCloskey (00:26:08): I said, "So Chiefy, are you telling me that the prosecutor himself knew that his witnesses were lying and he brought them in just to get a conviction?" He said, "That's exactly what I'm telling you." I said, "Why would they care about you?" He was a heroin addict. And he had a number of drug-related arrests, never spent any time in prison, but he was in and out of the local jails for drugs. And he was a full-blown addict, off and on over those -- you know, he was 28 years old when he got convicted for this crime. I said, "Chiefy, why should they even believe -- why should they be conspiring --" [crosstalk] Jim McCloskey (00:26:51): You're a throw away. He said "That's why!" He said, "Because I was an easy prey. I was an easy target for the police -- to arrest and make them look good and clearing a murder -- and for the prosecutors to get a conviction, to make their trial record good. Slowly but surely, over the next couple of months, we would talk about this. And we became close. I mean, I couldn't wait to get down there to talk to him. And secretly -- I didn't tell Joe Ravenell or anyone else -- I gave him permission to call me at 72 Library Place. Thanksgiving comes. And I said, "Look, Chiefy, I've heard your story time immemorial, you've gone, we've gone over it. Many times. I need your trial. I want to read your trial transcripts. And by the way, we were told by both the administration and Joe Ravenell -- don't get involved [crosstalk] whether it's personal or their case work. Jim McCloskey (00:27:57): That's a no-no. If you do, you're out of here, banned from the prison. But I was so provoked by the possibility that he might be what he's saying he is. I said, "Chiefy, there are two sides to every story. I want to get -- so I got ahold of his trial transcripts. That took some work, but I got ahold of them. And I took them home over Thanksgiving of 1980. That's all I did during the Thanksgiving holiday was read 2000 pages of transcripts. I was obsessed with them. Sushama Austin-Connor (00:28:30): Yes. Jim McCloskey (00:28:30): Totally into this. And so I learned that whatever -- all the details he gave me were born out by the trial transcripts. So it came to really provoke me and to say, I'm taking it to another level. Maybe this guy is innocent. All right. So come back from Thanksgiving. He knows I've read the trial transcripts. He's nervous as a cat when I approach his cell. He said, "What do you think?" I said, "Well, Chiefy, you know, you know, it backs up everything you've been telling me over the prior couple of months. He said, "Well, let me ask you." He said, "Jim, I answered a million of your questions over the last couple of months. I have a question for you." And I gulped. I said, "Oh boy." [inaudible]. Jim McCloskey (00:29:20): He said, "Do you believe I'm innocent?" And I said, "Yeah, I do believe you're -- I don't know you're innocent, but I do believe, I believe you, Chiefy." I said, "I don't know if I believe that the prosecutors framed you, but I do believe you're innocent. Then he said to me, and it took me completely aback, he said, "What are you going to do about it?" I said, "What do you mean, what am I going to do about it? I'm a... I don't know anything about criminal justice or murders or courts of law, investigation. I'm a former businessman, and I'm now at the seminary studying church history and scriptures and... Sushama Austin-Connor (00:30:01): Becoming a minister! Jim McCloskey (00:30:01): And he said, "I've been on my knees for the last seven years, praying to God to bring somebody to me, to help free me. And whether you know it or not, and whether you like it or not, you're that man. God has sent you to my cell to liberate me, to bring me home to Elena. I'm asking you -- God works -- He said, "What are you going to do? Go back to your seminary? And, in that nice, secure little environment and pray for me? That's not going to get me out. God works through human hands. And it's your hands that I believe God has assigned to get me out of here, to free me." Jim McCloskey (00:30:49): I said, "Well, let me think about that, Chiefy." But it stunned me. Sushama Austin-Connor (00:30:55): Yeah. It stunned you. It's a stunning ask, or [crosstalk]. Jim McCloskey (00:30:59): It was a real challenge. He was challenging my faith. Sushama Austin-Connor (00:30:59): Yes, that's what I'm thinking, right. Jim McCloskey (00:31:03): You claim to be a man of God. Well, what are you going to do, leave an innocent man behind and just go about your business, like, I don't even exist anymore? I mean, it was, it really got me. Were it not for that challenge, Su, I don't think I would have worked for him. He made me, he compelled me. So I got back to the seminary. And I'm praying. And again, I'm consulting with nobody, because nobody's going to believe this. And so, but I go to the scriptures and I opened them up to the book of Isaiah, where Isaiah is talking about how people go to law and they lie. And there is no justice. Truth has fallen from the public squares. The Lord wondered why there was no one to intervene to bring about justice, to find the truth. And it bothered the Lord. And so I saw that and I'm saying, is this a sign that I'm to intervene on behalf of Chiefy? I felt that it was. And so, that was a turning point, in addition to his challenge, and other factors. I said, you know, I think I'm going to take a year off and work on his behalf. I believe he's innocent. And that's what I did. That's what I did. Sushama Austin-Connor (00:32:21): That's what you did. At that point, you're founding Centurion at this point... Jim McCloskey (00:32:22): No, I'm not founding Centurion. All I'm doing is taking a year off from school. I had completed three of the six semesters for a Masters of Divinity. Now we're in February of 1981. Okay. And I decided to take a year off, independent leave, from the seminary and work full-time to see if I can free him, and I could move the ball forward. And now, you know, you're a parent. Imagine -- now a year and a half before this, I told my mom and dad, I was gonna leave the business world and go into the ministry. And now here I am a year and a half later. Can you imagine if your eldest son, if your eldest son, came to you and said, Su and Rob, I've decided to take a year off from school. And I'm going to -- I believe that a former Newark heroin addict is innocent of murder, and I'm going to investigate the case and try and free him. Well, that was very, very unsettling to my parents... Sushama Austin-Connor (00:33:33): To say the least. Yeah, right. I don't know what I would have said. Jim McCloskey (00:33:37): Well, I'll tell you what my mother said. Sushama Austin-Connor (00:33:39): What did she say? Jim McCloskey (00:33:39): My mother said, "Jimmy, this is going to be Vietnam all over again. I could never sleep for that year you were over there. [crosstalk] And now, you're going to go investigate a murder, which you know nothing about, in a city like Newark, which, you know, you've never been there before, for God's sake. What do you know about it? And I'm going to worry about you every single night." Now, I had not thought of that. I didn't put myself in my mother's -- Sushama Austin-Connor (00:34:07): No, of course. But it's natural. The reaction is natural. Jim McCloskey (00:34:07): I said, "Mother, I completely understand, but I got to do it. I just have to do it." And so ultimately they supported me. But they were obviously very concerned for my safety. Sushama Austin-Connor (00:34:20): Of course. Of course. Jim McCloskey (00:34:22): So then, I announced to Jim McCord [crosstalk] -- when you take an independent leave of absence, you get an exit interview tp the president of the seminary. At that time, it was Jim McCord. Sushama Austin-Connor (00:34:38): That's so intimidating. Actually, I looked up the dates just to see who the president was at that time. And I was like, how intimidating is that? You had to go see Jim McCord? Jim McCloskey (00:34:45): Did you know him at all? Or have you ever had any encounters with him? Sushama Austin-Connor (00:34:52): I just know of him, and that's [inaudible] Jim McCloskey (00:34:52): Right. He had this deep voice. It was like God was talking down to you, you know? So, I'm ushered into his office for this exit interview and..."Jim, what church are you -- where are you gonna -- what church you go to serve while you're off?" So then I explained to him what I was doing. [laughter] Now, what I didn't know. So he had a button at his desk. He would press that button. And that was his secretary's signal to come in and get this person out of there. Sushama Austin-Connor (00:35:24): Oh no! Jim McCloskey (00:35:24): Oh yeah. So, no sooner do I tell him what I'm going to do than I'm ushered out of his office. And he sends me over to Dean Mass's office and I told him the same thing and they both want to know -- are you sure what you're doing is legal? Is that legal, Jim? I said, yeah, it's legal. Nothing illegal about it. Anyway, that was my exit. And then I moved in -- because when you have a leave of absence, you can't live in the seminary. Sushama Austin-Connor (00:35:55): The dorms, right. Jim McCloskey (00:35:55): So I moved out of Brown Hall and then found a place to live on 72 Library Place. Sushama Austin-Connor (00:36:01): So cool. Yeah. Jim McCloskey (00:36:02): It was a home owned and occupied by a lovely, delightful octogenarian, Mrs. Yateman, and in exchange for me doing errands for her, I had a second floor bedroom, free of cost, which turned out to be the first headquarters for Centurion Ministry. Sushama Austin-Connor (00:36:20): Wow. Jim McCloskey (00:36:21): My bedroom in that home. Sushama Austin-Connor (00:36:22): In that home -- on Library Place. Yeah. Jim McCloskey (00:36:26): When you turn onto library place, it's the first house fully facing Library Place. 72. It's a white Victorian home. Sushama Austin-Connor (00:36:37): Yeah. I know the street. I passed by -- pre-COVID I passed by all the time. Yeah. So talk... Finish your thought and talk about the end of Chiefy's case. And then I want to get to some of your work when Centurion is kind of up and running. Jim McCloskey (00:36:53): Right. Right. Well, so I took that year off and ended up doing several things. I became the investigator. And so I did two things. One is -- well, three things. One is to investigate the case. Sushama Austin-Connor (00:37:08): Like yourself. Like you are [crosstalk] ...to be clear, because I was so impressed with your true crime investigative skills. Jim McCloskey (00:37:17): Well, you know, it just, you know, it... All it is, is common sense, you know. You know, you just knock on people's doors and you're trying to get them to -- one leads to another, you know. My main purpose, one of the main things was, there were two... Chiefy was convicted based on two prosecution witnesses. One of them was Pat Cuccillo, who claimed that when he was driving his tow truck by the used car lot, he heard shots and he saw Chiefy and another man he identified as Lamont Harvey (nickname Grasshopper) flee the used car lot. So it was an eye witness, the claim to see Chiefy and this other man flee. So they arrest Chiefy based on that eyewitness account. Then, now he's in the Essex County jail awaiting trial, based on that one eyewitness account, and what the police did, which I was able to prove, to the satisfaction of a federal judge, they placed a career criminal Richard Dellasante on that tier, to enable Richard Dellasante to talk with Chiefy, and come into the court, to his trial and say that Chiefy confessed the crime to him. It's called the jailhouse confession. So those two, those were the two witnesses against him. Jim McCloskey (00:38:38): There was a lot of work to do in terms of investigation. And I finally met up with Richard Dellasante and... About a year after I started this work... And he was in the Hudson County jail at the time. And I visited with him for two days straight. And by that time, he had agreed to talk to me and tell me the whole story. He was a lifelong informant for the Essex County prosecutor's office. He testified at trial that he's never testified in any other situation against anybody. He did this because what Chiefy did was a bad thing. And he thought he should come forward. When in fact, he had testified in numerous other cases, both before the Chiefy del Los Santos trial and after. He was a professional snitch. And the payment for all his different testimonies by the prosecutor was -- he never went to prison. They would excuse his crimes. So he was free to be out there, to be a thief and an arsonist. And all this, that, and the other, he did all sorts of crimes. But he would do the bidding of the prosecutor, particularly this one detective in the prosecutor's office, Ronnie Donahue. He would -- Donahue was his handler. And it was Donahue put them on the tier with Chiefy and told him what to do, and he would do it. But he got tired of being their pawn. He just got tired of them using him for 10 years of doing this work. And so also, he had testified in the same manner, jailhouse confession against his first cousin, Danny Dellasante. He put Danny away another murder. [crosstalk] Sushama Austin-Connor (00:40:30): There's so many characters. Jim McCloskey (00:40:32): Yeah. And I got to know the Dellasante family. Dotty Dellasante, Danny's mother, and his aunt. Richard [inaudible]. Anyway, she kept asking Richard, please talk to this Jim McCloskey, you got to talk to him. If you help him out with Chiefy, maybe that'll help free my son, your first cousin, Danny Dellasante. He resisted for a year. And he finally agreed to talk to me. And then he told me the whole story. And so, he led us to other cases where he had in fact testified and helped the police prior to Chiefy's case. And then, we got an evidentiary hearing, and Pat Cuccillo, I met him. And, you know, one of the things that the trial prosecutor, Kevin Kelly, told the jury was, "Ladies --" (this was the summation), "Ladies and gentlemen, you heard Pat Cuccillo's eye witness account. You heard Richard Dellasante. So I think these two men, they didn't know each other, that they independently, they come forward and they give this incriminating evidence against Mr. del Los Santos. They're very credible. There's no reason to think that they're lying." Jim McCloskey (00:41:41): When in fact, my investigation, I discovered -- and it's got the documentation to prove it -- Richard del Los Santos and Pat Cuccillo went to grade school together. They were fast friends. They were both drug addicts. They would shoot up together, you know, so we were able to establish that. So we have an evidentiary hearing in federal court in March of 1983. Now in February of '82, I finished my one-year leave of absence. I returned to the seminary to finish my Master of Divinity degree. And I found a great lawyer to work for, with me, on behalf of Chiefy. Paul Castalero. He was instrumental in freeing Chiefy with me. And Paul, leading up to the evidentiary hearing in March of '83, the judge, the federal judge gave Paul authority to go into the prosecutor's files and see what information [crosstalk] files that might be exculpatory or go towards this, a bad conviction. Jim McCloskey (00:42:49): And Paul discovered in Kevin Kelly's own handwriting in the file, he was the trial prosecutor, that he said Richard Dellasante had a habit of giving testimony. So he knew [crosstalk] that he had given that testimony in prior instances, and he had him do it anyhow. He hadn't yet under direct examination, Dellasante, under Kevin Kelly's direct examination, testified that he's never done this before. Kelly knew he was lying. He wanted to present him as a, you know, as just a concerned citizen, even though he's in county jail. And I talked with Kevin Kelly on two different occasions. And on the second occasion when I told him, "Hey, Kevin, I still think it might not -- I tell you that I'm working for Chiefy... If I can convince Kevin Kelly that through no fault of his own, that he convicted an innocent man, maybe he can help me free the man he convicted. Jim McCloskey (00:43:51): That was my idealistic naiveté. Well, when I told him what I had on... I met him one time, then a year later I met him another time. I telephoned him. And he got very, very angry with me and said, "Jim, I don't care if 10 people confess that they did this crime and not Chiefy -- he's guilty." And he hung up on me. But, at the evidentiary hearing, Paul Castalaro really unmasked him for his [crosstalk]. The judge found that as a fact in his opinion, which ended up freeing and exonerating Chiefy in July of 1983. So by July of 1983, Chiefy was free and exonerated. I had finished my MDiv degree. And... but by that time I had met two or actually three other New Jersey inmates who Chiefy introduced me to, by the way, in whose innocence I had come to believe. So now I have a choice. Do I get -- do I go on and get ordained as a church pastor? Or do I set up a nonprofit organization, which I ultimately called Centurion Ministries to work to free innocent people at present? Obviously I chose the latter and set up Centurion. Sushama Austin-Connor (00:45:19): So from the beginning, you take on these two cases and... Talk more about like the trajectory for Centurion. Jim McCloskey (00:45:27): First of all, I named it Centurion after the centurion at the foot of the cross in the gospel of Luke, who looked up in chapter 23, verse 47, and said, "Surely this one was innocent," looking up at the crucified Christ. That's where the name comes from. So, but anyway, yeah, so I set up and I'm still working out of Mrs. Yateman's house, and long story short, of the three people whose cases I took on after Chiefy was freed, by 19 -- by November of '86, I was able to free two of those three people. The third one I freed two years later, 1989, but the seminal case that really puts Centurion and me on the map, on the map, was Paul Castalero, again, and I, he's a solo practitioner out of Hoboken. He and I worked for Nate Walker. Nate was convicted and given life plus 50 years for an Elizabeth, New Jersey sexual assault and kidnapping, and Paul and I together met with the Union County and Elizabeth, New Jersey, we met with a senior prosecutor there, and we had several discussions. Some of them pretty intense because by this time, 11 years after Nate was convicted in '75, this is now '86, 1986. We provoked that senior prosecutor in that office. We said, look, 11 years ago, when the victim was assaulted in this manner, a rape kit was taken from her. And there's a vaginal swab taken from her as part of the rape kit. If semen is on that swab, if you could find that swab. Now this is before DNA now, right? Sushama Austin-Connor (00:47:27): Yep. I remember. Jim McCloskey (00:47:30): Can you send that to a lab to see if they could determine the blood type of the semen on that swab? And he agreed to do that. Richard Reibart was his name. Richard Reibart, 11 years earlier, was the prosecutor that put Nate Walker away. Now he's a senior executive in that office and I give him full credit. He found that swab and he sent it down the FBI crime lab and they came back and said, the donor of this semen on that swab has blood type B. Nate Walker, and the victim, have blood type A, because some of her vaginal fluids might've got mixed up there. So it completely exonerated Nate Walker. We freed him, we freed him in November, early November of '86. And, I'm still working alone out of Mrs. Yateman's house. This got us a lot of publicity nationwide because at that time, very few --I mean, this was unheard of, exonerating innocent -- Sushama Austin-Connor (00:48:40): No, 'cause it's pre- what many people may know of, innocence movements and the innocence projects. Yeah. Jim McCloskey (00:48:50): Exactly. So, next thing I know Nate Walker and I are on the Today Show with Bryant Gumbel. And this was obviously seen nationwide. Now letters are pouring in from all over, from state prisons all over the United States because nobody else was doing this at the time. And, asking me, Centurion, to help free them like you did Mr. Walker. And not only that, but... And also Kate Germand, who is still, was my lifelong partner at Centurion. She had just moved to New York with her husband and she read about the Nate Walker exoneration in New York Times, she saw a photo of me in my bedroom with transcripts spilling all over the place. And she said, this man needs help. And besides that, she had always fancied herself as an investigator. She, as we were in our generation, we were raised on Perry Mason. She idolized Paul Drake, the investigator for Perry Mason, not Perry Mason himself. So anyway, she contacted me and here we are some 30 years later still working together. Sushama Austin-Connor (00:50:15): [crosstalk] so many people over the years, working with you, with the passion and the vocational pull to this work for people who are around you as well is incredible. Jim McCloskey (00:50:26): Absolutely. We, you know, in the movie The Field of Dreams that said, if you build it, they will come. You know, so many good, talented, dedicated justice-seeking people, volunteers, staff members. You know, Centurion now... Let's see, Kate joined me in January of '87, 13 plus... Some 33, 34 years later. We have a staff of 14 paid employees, lawyers, investigators, case development people. We get over 1200 letters a year from people asking us to, to serve on their, to work on their cases. Now, not all of them are innocent, of course. The vetting process is a real large undertaking. But anyway, yes, so, so many -- and not only that, but you know, we've gone national and have been, ever since Nate Walker was freed, people who saw Nate and me on the Today Show, one of them contacted me, Ozell Brandley, his brother Clarence was on Texas death row, was going to be executed three months later. And that got the attention of Kate and me. And we decided, we got the record and transcripts and all that. So we got to do something here. I've never been to Texas, never worked at death row case. We just went where the current took us, and the current took us to Texas. And then many other states after that. Interlude (00:51:59): [water droplet sound] Sushama Austin-Connor (00:52:01): How many exonerees are there? What [inaudible] Jim McCloskey (00:52:06): We have taken, since I started this work in 1981, early '81, really, we have freed 65 people. And collectively -- we only take cases where somebody has been given a life or death sentence for either a murder and/or sexual assault. They're the only cases we take on, the most serious cases. Well, we've taken a total of a hundred cases on since the beginning. 65 are free. Collectively, those 65 people have spent 1,388 years falsely combined. We are currently working for 20 -- so we have finished, we have finished 79 cases, 65 have been free. And the other 14 or so or 15 have not. We did not free them. Six of those 15 or so, we determined that our original assessment of innocence, after we had fully vetted the case and began our investigation, we made a mistake. We came to believe they were guilty. We dropped them. Jim McCloskey (00:53:26): And you know, several died in prison before we were able to complete our work on their behalf. And then five, although we still believe in their innocence, we had to leave them behind, because we were not able to develop enough new evidence or find a good legal basis to go back to court with. Two were executed; one in Louisiana, one in Virginia. So... but of the 79 cases we've concluded, 65 were freed. That's a little over 80%. The other 21 cases we're still working, Centurion is still working. You know, of the 65 that we have freed, 41 are African-American, 20 are white, and 4 Hispanics, including Chiefy. Of the 21 we're currently working for, 19 are African-American and one is a Native American out of Minneapolis. Sushama Austin-Connor (00:54:27): Yeah. And that actually takes me straight to -- what has this taught you about the justice system, where race is concerned? Jim McCloskey (00:54:34): Well, in, in my view of 40 years of work, in a hundred cases, in addition to thousands of pleas for help all over this country, there is no question in my mind that the racial bias and prejudice on the part of juries, police, prosecutors accounts, or is one important reason, for African-Americans in particular to bear the brunt of being falsely accused and wrongly convicted. You know, you take as an example, several examples, I'd like to point out in that regard.Since 1989, the National Exoneration Research Center, they document all the exonerations that have taken place in America since 1989. 1065 mostly men have been exonerated. In other words, they got convicted of murder, sent away for life or death, and later were exonerated, just like we exonerated Chiefy de Los Santos. 50% of those exonerees are African-American. Same thing with sexual assaults. 360-some men have been exonerated from life sentences for sexual assault. 60% African-American. So people of color bear the brunt of this, because, you know, I believe that there is a strong undercurrent, implicit, explicit, both, of racial that, you know, first of all, these folks have no resources. Jim McCloskey (00:56:29): They are poor. They have no way to defend themselves. There's a pre-- when, if you're a person of color sitting in that dock, and you have an all-white jury or a mostly white jury, the presumption of guilt is going to be there. And that's going to be a very difficult invisible barrier to overcome from the outset. As far as death row, 170 men, and a few women, have been exonerated off of death row, and 50% of them are African American. So it goes on and on. You take New York City, the stop-and-frisk policy. For 18 years, it was legal for police officers throughout New York City to stop people on the street and frisk them. They did that to 5 million people over 18 years. Now, 80% of those who were stopped and frisked are brown or black people. Sushama Austin-Connor (00:57:27): That's incredible. Jim McCloskey (00:57:32): I mean, you know, so it's, it's there. And, oh, sorry. That's not even to mention all these fatal shootings of innocent black citizens by white police officers all over the country. I mean, my view and I -- I include myself in this -- we, the Caucasian folks like myself... There's still a segregation between African American people and their social environment. I'm talking about regular law abiding people where, you know, regardless of the social economic status, and white people, we don't, we don't intermingle very much. And because of that, and you know, I think we're, we -- whites -- are raised, are programmed. We're raised with these erroneous assumptions and fears and expect-- We categorize people of a different race in a way that's wrong and unfair. We falsely profile them. I don't think there's any question, given what I've just tried to explain, that law enforcement people have within them both explicitly and implicitly, this racial bias that triggers them to come down on the Black population, much more than [inaudible]. There is systemic racism across America. It always has been, you know, for 400 years, and there might be a greater awareness now because of these fatal uncalled-for murders. Sushama Austin-Connor (00:59:21): And video. And evidence. Jim McCloskey (00:59:22): But now if it weren't for the videos, nothing would have happened. Sushama Austin-Connor (00:59:29): Earlier, you touched on it a couple of times, I think what is always startling to me, and it was an important part of your book too, is the presumption that white folks, good white folks, and other white folks have that the system's fair, then it's like just fair. And that all is fair. And that you must've done something. You must've done something. I think it's that -- it's changing those hearts and minds that is so difficult. Like, no, the system's actually not fair. Let's, let's start there as the baseline. Jim McCloskey (01:00:01): Well, we have two different perceptions of the criminal justice system, based on our own human experience. We, and I'm generalizing, but it's true. We, whites have not been abused generally by law enforcement. They're out there to protect and serve. And we whites have no idea what's going on in communities of color with the interaction and the interfacing between police and the communities of color. We have no idea about that. And you know, another thing is, another thing is, that... In my work, Su, the last 40 years, I bet I've been in a thousand Black homes, every major city in the United States. I don't care where it is. South LA, south Dallas, Harlem... Newark. And I know from my conversations with African-Americans in their homes, that... what goes on, and the heavy hand of the police that they've experienced. And you can even be of a higher socioeconomic status, and... You know, I know of no white family, and I know a lot of white families in my world, not one that I'm aware of have their parents ever sat their kids down and said, if you get stopped by the police, here's how you must conduct yourself. Otherwise, you're going to be in danger right. Now, I was watching a Major League Baseball racial, race seminar by Black baseball players, not too long ago. And one of them pointed out that when white people get stopped by a police officer for a motor vehicle violation versus black people get stopped. We have two different objectives. The white person is going to be very nice and polite to prevent from getting a ticket. The Black person is going to be very nice and polite to save their lives, to save their lives. And that is, I don't have to tell you, but you know, that's a conscious thing that African American families have to contend with, regardless of their station in life. We have no idea. We don't know. We're ignorant about that, talking about whites. So, you know, I've had the good fortune. I'm no expert, I don't claim to be an expert, but I do have more experience in this field and this interaction with, between communities of color and myself than most of my white friends do. And they just don't get it. They don't know. [inaudible] Sushama Austin-Connor (01:02:52): They don't get it. Yeah. Yeah. That's an important point. Jim, one final question. We, our audience is gonna want to know what, what can we do? What can we as clergy and faith leaders and people interested in you and your work and in Centurion and in freeing people who deserve to be freed, what can we do for Centurion? And what can we do to learn more about this justice system that is so different for so many of us? Jim McCloskey (01:03:26): Well, first of all, I read the Philadelphia Inquirer every day. That's where I'm from, that's my home paper. And if you... It's just, you know, Philadelphia is a war zone. The violence down there and fatal shootings. And I mean, it's just, it's out of control. But what I'm trying to say is, read the newspapers with an open mind, understand what's going on in your local community. One example could be, there have been a number of progressive men and women who have been elected district attorneys. As an example, in Baltimore, in Chicago, in St. Louis, in Boston, in Orlando, there are a number of Black women who have been, Black women have been elected as prosecutors, county prosecutors, and what have they done there? And it is a -- that's a tough job if you're Black and you're a woman. And the police, the white police unions and the white police entrenched, you know, you have your hands full, because they resist you with all their might and abase you, and all of that. Jim McCloskey (01:04:56): They're having a lot of problems. I'm thinking particularly of Kim Gardener out in St. Louis. Boy, she's going through hell, dealing with the police unions there. And even Larry Krasner down in Philadelphia, a white male. He having a -- he's a progressive, reform-minded prosecutor, but what's going on there in those offices, and in other offices around the country, they've recognized that this wrongful conviction, this is a phenomena that is far wider, deeper than we ever... Our criminal justice system is flawed, to a far greater extent than we ever imagined. So even district attorneys are setting up what they call conviction integrity units, to review, a separate unit within the office, to review former convictions where an innocent person may have been convicted. I mean, Larry Krasner down in Philadelphia, when he took office three and a half years ago, he set up a conviction integrity unit, and they have freed and exonerated 17 men who have been wrongly convicted of Philadelphia murders. Jim McCloskey (01:06:09): And I might add 16 of the 17 are African-American. It happens that way. But what people can do, you know, who am I to tell people how to vote? But, you know, voting is so important. If you have a choice between a progressive-minded candidate for the local district attorney and an entrenched, "tough-on-crime," old school person. Look at that very carefully. If you want justice and you want change, then you got to go with a progressive person. You just have to. Lives are at stake. Lives are at stake. And it's so important who we, the electorate put in authority in the criminal justice system. That's one thing. Now, as far as Centurion, you know, look, when this pandemic is past us, one way that they can -- we -- I'll just flat out say it -- we depend on financial benefactions from the public. If you think that you want to explore the possibility of giving financial support to us, just go on our, you know, just Google Centurion Ministries and find out all about us. Go to our website, and then you make your determination, if you think this is something that deserves your support. As far as volunteers go, I don't think we're -- we're not taking any more volunteers at this time, because of the pandemic. But when that ceases, if you're a local person, local being in the Princeton area, then you might want to, you might want to contact Centurion with the idea of becoming a volunteer. Right now, we have 20 volunteers, from all walks of life, you know, so there are a lot of different ways that you can support not only Centurion, but those reform-minded, people who want to do who want to make change. Sushama Austin-Connor (01:08:08): [percussion music begins] Awesome. You're a delight. We salute you. We salute your work and your ministry, Jim, this is just a gift. Centurion is a gift. And I'll say personally that I don't really know a more worthy cause to support in helping people and in saving people's lives. And we're just really -- Princeton Seminary is proud of you. And, you know, I just find the work so compelling. I hope people read the book. I hope people get to know what you're doing and what your amazing staff is doing. And we just salute you and your ministry and your amazing, fascinating life. Jim McCloskey (01:08:46): Well, you know, thank you, Su. And I appreciate that very much. There would be no Centurion Ministries were it not for Princeton Theological Seminary. Dayle Rounds (01:08:56): You've been listening to The Distillery. Interviews are conducted by me, Dayle Rounds. Sushama Austin-Connor (01:09:00): And me, Sushama Austin-Connor. Shari Oosting (01:09:03): And I'm Shari Oosting. Amar Peterman (01:09:06): I'm Amar Peterman, and I am in charge of production. Dayle Rounds (01:09:08): Like what you're hearing? Subscribe at Apple Podcasts, Stitcher, or your preferred podcast app. The Distillery is a production of Princeton Theological Seminary's Office of Continuing Education. You can find out more at thedistillery.ptsem.edu. Thanks for listening. [water droplet sound]  

Kerri is so amazing and have great positive energy. She loves showing people how to communicate with her business called "Ovation" She also will soon be launching a nonprofit for young black men called "Be Ready." As her tagline says "Get Prepared, Get Confident, Get Ovation!" ALL ABOUT KERRI: Kerri is the President and founder of Ovation. She has successfully run her company virtually since day one, building and maintaining relationships in a virtual environment for well over a decade. A professional actress since childhood, her company offers transformative Professional Presence and Speaker Development training helping business professionals all over the world. Kerri has trained hundreds of business professionals internationally. Her enthusiasm, humor, and energy inspires multiple repeat client engagements. Kerri is a Professional Speech Writer certified by the Professional Speechwriters Association, a Business Etiquette Expert, certified by The Emily Post Institute, and an Emotional Intelligence Expert, certified by The Hay Group. She ensures that every Ovation consultant delivers the highest level of client-focused professional training. In collaboration with the design team, Kerri creates customized and dynamic curriculum, tailor-made for every client. Company-wide dedication to this standard sets Ovation apart from the competition. As a professional actress since childhood, Kerri began her studies in voice and theatre at The Baltimore School for the Arts before earning her BFA in Musical Theatre from Syracuse University. She was in the Broadway-bound musical, Angels, off-Broadway in That Time of The Year, and sang or screeched on a stage in every state (except Hawaii) in the National Tours of Evita (as Evita) and Singin' In The Rain (as Lina Lamont). Favorite credits include Spelling Bee in Boston, Ruthless! In Philadelphia, and I Loved, I Lost, I Made Spaghetti (a one-woman play) at various theatres that allowed her to cook on stage!. You may also have seen her catching a pass from a New England Patriot, singing a Christmas carol, or complaining of bloating in a television commercial. She is a member of Actors' Equity Association. Kerri's first book, Presentation Skills for Managers, is available now from McGraw-Hill. Kerri is an entrepreneur and has created this consulting business to help professionals reach their potential via techniques for best professional presence, business storytelling and emotional intelligence in the workplace. Kerri's experience supports teaching professionals to learn to overcome "stage fright" when giving presentations, how to employ acting techniques in telling a story, etc. Ovation Studio G: Did you know that Glossophobia, or the fear of public speaking, is so common that some experts estimate more than 75% of people experience feelings of anxiety from it? Though it may seem crazy for three in every four people to be fearful of public speaking, standing in the spotlight to convey a message to crowds of people can cause sweaty palms, heart palpitations, irregular breathing, and performance anxiety - even in the most seasoned public speakers. Each speaking event requires careful consideration and preparation as to the content being delivered, the way it's delivered to the audience, as well as the audience itself. But, each event also has one thing in common: your goal as a speaker is to clearly and concisely communicate your message to the audience in a way that brings them value and establishes yourself as the confident voice of subject matter authority. These are just a few reasons why Ovation, a professional presence and speaker readiness consulting firm based in Littleton, MA, is launching Studio G: an AI-driven virtual speaker coaching platform that helps both amateur presenters' and professional public speakers' performance shine. Utilizing a trifecta of technology, communication, and live coaching. Website:www.getovation.com and Facebook/LinkedIn-Kerri Garbis

On today's show, we interview Aga Bajer, founder and CEO of a boutique consultancy, Aga Bajer & Associates who shares with us her distilled wisdom on entrepreneurship, culture, and failure. Aga's first business was a colossal failure which taught her the importance of figuring out her WHY. She learned that she needed clarity about who she was, and where she was headed first.  After a brief stint with PWC, Aga found her true calling as a consultant with Hay Group (promoted by Daniel Goleman of “Emotional Intelligence”). Once she got some experience under her belt, she took the entrepreneurial route once again.  And this time around, having learned her lesson well, Aga chose a field that she is extremely passionate about. Currently, she is helping start-ups create a thriving culture at scale.  Aga and Darius discuss why you need clarity about where you are ahead, and how this will help you set your personal development goals. You will also learn the importance of surrounding yourself with a close “Inner Circle” whom you can lean on during challenging times. Enjoy the episode!    What You Will Learn In This Show -A time we both failed miserably as entrepreneurs and how that shaped us. - Ways to cultivate a culture that inspires people to do their best work -Why we should get rid of ALL managers and what we should replace them with! - And so much more… Resources CultureLab Podcast The Culture Lab Building and Sustaining a Coaching Culture Facebook Instagram Twitter LinkedIn This podcast uses the following third-party services for analysis: Chartable - https://chartable.com/privacy Learn more about your ad choices. Visit megaphone.fm/adchoices

Welcome to another episode of Action and Ambition Podcast. Today’s guest is Kerri Garbis, the founder and CEO of Ovation. Kerri has trained hundreds of executives internationally on presentation skills, storytelling for business, etiquette, and emotional intelligence. Her enthusiasm, humor, and energy inspire multiple repeat client engagements.She is also a Professional Speech Writer certified by the Professional Speechwriters Association, a Business Etiquette Expert, certified by The Emily Post Institute, and an Emotional Intelligence Expert, certified by The Hay Group. This episode is going to be fun!

Dr. Solange Charas is the CEO and Founder of HCMoneyball, whose primary SaaS product is an analytics platform that instantly transforms human capital data into actionable information so that organizations can optimize their returns on investment in people and people programs. She served on the Board of public companies, where she was the Chair of the Audit Committee and Remuneration Committee. She also served on the board of several private for-profit organizations, a non-profit organization, and a higher education institution. She is currently an Adjunct Professor at Columbia, USC and NYU Graduate Schools. Dr. Charas is also a Distinguished Principal Research Fellow with The Conference Board. She was the CHRO for three publicly traded organization and held various senior level positions at Arthur Andersen, Ernst & Young, The Hay Group and Towers Watson.

My Future Business Show Interview With KERRI GARBIS #Ovation #KerriGarbis Hi, and welcome to the show! On today's My Future Business Show I have the pleasure of spending time with founder of Ovation, Kerri Garbis talking about business etiquette tips, best practices for virtual communication, how to boost confidence, and how to polish your presentation skills. At Ovation, Kerrie's team offers transformative professional presence and speaker development training helping business professionals all over the world get prepared, get confident, and get ovation. Since founding Ovation, Kerri has trained hundreds of business professionals internationally, and has successfully run her company online building and maintaining relationships in a virtual environment for well over a decade. Kerri happens to also be a professional speech writer certified by the Professional Speechwriter's Association, a business etiquette expert, certified by The Emily Post Institute, and an emotional intelligence expert, certified by The Hay Group.   Additionally, Kerri has been a professional actress since childhood, and began studies in voice and theatre at The Baltimore School for the Arts before earning her BFA in Musical Theatre from Syracuse University. Kerri's is also a member of the Actors' Equity Association, and her first book, “Presentation Skills for Managers”, is now available from McGraw-Hill. This is a wonderful call full of insights and laughter that takes us on a story-telling journey through Kerrie's private and professional life.   If you're ready to get prepared, get confident, and get ovation, make sure to listen in. To learn more about Ovation, or to contact Kerrie directly, click the link below.

Chao Zhang is a feminist, a writer, and an entrepreneur. She co-founded Lean In China 6 years ago and has been dedicated to female empowerment ever since. She is a published author and a popular blogger on women issues in China. Her first book, "We Need To Talk", was published in 2013 and reached millions of young Chinese people. From management consultant at Hay Group, to the first local employee at Airbnb China, to Group Director at a leading global branding agency Labbrand, Chao has a decade of experience in helping global brands and tech start-ups succeed creatively and commercially in China's digital age. Her past work has won top awards, including Spikes Asia, Cannes Lions (shortlisted), and NYFA. Her business acumen and contributions to social impact led to her nomination as "Forbes 30 Under 30 Asia" and "Beijing's Perfect 10" - ten individuals who will define the next decade in Beijing, as well as many interviews from publications and institutions such as China National Radio and the BBC. Chao's LinkedIn: https://www.linkedin.com/in/cloverzhang/ Lean In China: www.leaninchina.com.cn Labbrand: http://www.labbrand.com/shanghai

I säsongsavslutningen träffar vi Johanna Frelin, relativt nybliven VD på Riksbyggen, som basar över ett kooperativt byggföretag med 3 000 anställda och en omsättning på 8 miljarder kronor. Johanna har en minst sagt ovanlig bakgrund i branschen: senast från VD-rollen på arkitektfirman Tengbom och dessförinnan som VD på utbildningsföretaget Hyper Island liksom flera chefspositioner på SVT. Längs vägen har hon prisats för sitt ledarskap och innovativa metoder. Vi kommer bl.a. in på värdet av att bygga strategi med lego, hur man tar sig an en VD-roll i Corona-tider samt att leda kooperativa företag.Samtalet leds av Robin Askelöf, marknadschef på Hypergene, som med podden är på ständig jakt efter nya perspektiv på beslutsfattande, verksamhetsstyrning och ledarskap. Boken vi diskuterar i avsnittet heter Leadership 2030 - The Six Megatrends You Need to Understand to Lead Your Company into the Future av Georg Vielmetter och Yvonne Sell på Hay Group (numera Korn Ferry). Spännande läsning utlovas.Kom ihåg att prenumerera på Konkurrenskraft så påminns du om när nya avsnitt finns att lyssna på. När nästa säsong startar inleder vi med att träffa företagsbyggaren Ola Ahlvarsson. Trevlig sommar!

As we all become adjusted to working remotely and meeting remotely we will also be presenting remotely. Getting it right is critical. But what does that mean?  How do we look and sound our best? If we’re using visuals, (PowerPoint, Keynote, etc.) do they play a bigger role? (hint: YES THEY DO.) Join us as presentations coach Debbie Fay gives us the low-down on what it takes to create and deliver a remote presentation that gets and keeps the audience’s attention – and gets you the results you seek. Debbie Fay is founder and president of bespeak presentation solutions, llc, providing high-stakes presentation development, public speaking coaching, and presentations training to businesses worldwide. Bespeak’s clients include: Fiserv, the Hay Group, US Fund for UNICEF, NYC Economic Development Corporation, Tauck World Discovery, Sabra Dipping Products and many others.  An award-winning trainer and teacher with a lifelong involvement in theater, Debbie helps her clients present themselves with confidence, conviction, and clarity, delivering presentations that get heard and get results.   Debbie is a sought after speaker and contributing author to forbes.com and the Huffington Post. Debbie’s book, “Nail it. Create and deliver presentations that connect, compel, and convince.” hailed by Kirkus Reviews as “Compassionate, positive encouragement for speakers who need to improve their games.” is available from Amazon and other book retailers.

Hoy nos desplazamos hasta un espacio muy especial en el que nos juntamos con Manel Pérez, exconsultor de Hay Group, apasionado sobre la gestión del talento, con un bagaje de más de 20 años en los que a acompañado a empresas de casi todos los sectores (Gallina Blanca, Zurich, General Cable, Airbnb…). Manel comparte con […]

Hoy nos desplazamos hasta un espacio muy especial en el que nos juntamos con Manel Pérez, exconsultor de Hay Group, apasionado sobre la gestión del talento, con un bagaje de más de 20 años en los que a acompañado a empresas de casi todos los sectores (Gallina Blanca, Zurich, General Cable, Airbnb...). Manel comparte con nosotros un proyecto de transformación organizacional que gestiona a día de hoy con uno de sus clientes en los que aplica el espíritu agile. ¡Esperamos que os sirva!

Korn Ferry’s CEO Gary Burnison talks about the importance of learning agility and areas to consider when evaluating a potential job offer.   You'll Learn: Which skills predict success--and which are 200X harder to develop than others New rules of thumb on timelines that suggest “job hopping” vs “getting stale” Why happiness is central to your career strategy   About Gary: Gary D. Burnison is the Chief Executive Officer of Korn Ferry, the preeminent global people, and organizational advisory firm. Korn Ferry helps leaders, organizations, and societies succeed by releasing the full power and potential of people. Its nearly 7,000 colleagues deliver services through Korn Ferry and its Hay Group and Futurestep divisions. Mr. Burnison is also a member of the Firm’s Board of Directors.   View transcript, show notes, and links at http://AwesomeAtYourJob.com/ep273  

Special Guest: Sarah Marrs, Principal Consultant, Employee Insights at Qualtrics Sarah has dedicated her career to designing and running employee feedback programmes for over 7 years. She joined Qualtrics in April 2015, after working in-house at Tesco overseeing their global colleague insights survey. At Qualtrics Sarah works with clients to design survey solutions that drive real business value, through questionnaire design, sampling methodologies, survey communication programs, or interpreting survey results. She has particular experience helping organisations to take the first step from annual surveys to more regular feedback such as Pulse surveys or Lifecycle feedback. Prior to working at Tesco, Sarah spent the bulk of her career at the Hay Group, leading survey delivery for the Pacific region. With the Hay Group Sarah designed and delivered surveys to many different types of organisations – banks, logistics companies, energy companies and more. She’s a big believer in the power of listening to and acting on employee feedback. Join us as we talk about new and innovative ways to collect and act on employee feedback. Host: Cathy Brown

If we had to narrow it down to just one factor that differentiates a victim of culture from a leader, it would have to be their identity. While they often feel the same frustrations, notice the same problems and experience similar challenges, the leader sees herself as an agent of change. This self perception urges her to take action that challenges the status-quo. And it turns out that this act of courage creates ripples and waves that make a world of difference to others.  In this episode Emmanuel Gobillot talks about how an individual within an organisation can significantly contribute to improving their company culture, what’s important to keep in mind when we are trying to create a culture of collaboration and how to overcome fears that stand in the way to creating an environment where 1+1 equals much more more than 2.  About the guest Emmanuel Gobillot is the founder of Emmanuel Gobillot Limited, and a co-founder of ‘Collaboration Partners’.  Emmanuel and I go back many years - we both used to work in Hay Group in our previous lives and this is where our paths had crossed for the first time. Emmanuel has worked with many organisations ranging from Astra Zeneca to Google and The United Nations and for more than 15 years, he’s delivered results based on his mantra: ‘There must be a better way and together we will find it’.  A lot of his fascinating ideas are captured in his books: The Connected Leader, Leadershift, Follow the Leader, and his most recent - Disciplined Collaboration.  To learn more about Emmanuel, you can go to:  www.emmanuelgobillot.com

Thomas A. Stewart is the Executive Director of the National Center for the Middle Market, the leading source for knowledge, leadership, and research about mid-sized companies, at The Ohio State University's Fisher College of Business. Tom is an influential thought leader on management issues and ideas and an authority on intellectual capital and knowledge management. Before joining the National Center for the Middle Market, Tom served as Chief Marketing and Knowledge Officer for international consulting firm Booz & Company (now called Strategy&). Prior to that, he was for six years the Editor and Managing Director of Harvard Business Review, and earlier served as a member of the Board of Editors of Fortune magazine. He is the author of two other books, Intellectual Capital: The New Wealth of Organizations and The Wealth of Knowledge: Intellectual Capital and the Twenty-first Century Organization. He has published articles in Harvard Business Review, strategy + business, Fortune, Business 2.0, Financial Times, and elsewhere. Patricia O'Connell is president of Aerten Consulting, a New York City–based firm that works with companies to devise content strategies and develop thought leadership for top management. Her interest in service design expresses a lifelong pursuit of the idea that “there's got to be a better way.” She is the writer, with author Neil Smith, of the New York Times bestseller How Excellent Companies Avoid Dumb Things: Breaking the Eight Hidden Barriers that Plague Even the Best Businesses. Patricia is a twelve-year veteran of BloombergBusinessweek.com, where she served as news editor and subsequently as the management editor. A graduate of Boston College, Patricia has worked with such organizations as the Project Management Institute, the Association of Management Consulting Firms, Strategy&, Boston Consulting Group, Hay Group, Stephens Inc., Savannah College of Art and Design, and T. Rowe Price. Tom and Patricia's new book is Woo, Wow, and Win: Service Design, Strategy, and the Art of Customer Delight. Info at WooWowWin.com

Episode Summary Mark Bidwell helps traditional organizations become more innovative and entrepreneurial in the digital economy. He helps to lead intrapreneurial change in market-leading companies such as BP Oil, the Hay Group, Syngenta, and more. Mark is also the co-host of the Innovation Ecosystem podcast, where he interviews thought leaders who are disrupting out-of-date methods, turning them into experiential growth. Mark talks about his work with Syngenta as well as how to get on the investor's 'good side' on this episode. What Was Covered 04:10 - How did Mark get started? 07:20 - Mark talks about his work with Syngenta and how he was able to innovate within their industry. 09:20 - What problem was Mark trying to solve while working for Syngenta? 11:25 - Mark successfully closed a $15 million series B round for one of his clients recently. 14:45 - Aiming to get the lead investor isn't always easy, but when you do, other investors will want to join in and not miss out. 15:20 - How can an entrepreneur get the attention of a lead investor? 17:40 - Get into the mindset of helping the investor, even if your company isn't the one who can help them. 21:45 - Why did Mark start his podcast? 25:10 - Mark helps leaders come to the realization that their old thinking might not be the best way to approach a digital economy. 26:10 - Mark loves reading biographies. 27:15 - We're simply not wired for multitasking.   Tweetables Investing is a human business Be resilient when you pitch Give investors a glimpse of the future with you The why is more important than the what   Links Mentioned J Robinett Enterprises John Livesay Funding Strategist Mark Bidwell Website Syngenta - United States Website Made in America by Sam Walton Deep Work by Cal Newport Crack The Funding Code! Register now for the free webinar Share The Show Did you enjoy the show? I'd love it if you subscribed today and left us a 5-star review! Click this link Click on the 'Subscribe' button below the artwork Go to the 'Ratings and Reviews' section Click on 'Write a Review'

Scott Halford is an Emmy Award winning writer and producer an engaging presenter and a long-time consultant to Fortune 500 executive teams. Scott's brilliance in focusing on the strategy and application of concepts distinguishes his work and gains praise from executives around the world. His expansive knowledge in the areas of emotional intelligence, critical thinking, and the principles of influence add richness and depth to his programs. Scott is a Certified Speaking Professional (CSP) through the National Speakers Association. He is also a certified Emotional Intelligence Provider with the Hay Group in Boston and through Multi-Health Systems in Toronto. Corporate clients include First Data Corporation, Medtronic, Inc., Johns Hopkins Hospital, HealthONE, and many more. Scott's book, Be a Shortcut: The Secret Fast-track to Business Success will be released in December 2008 and explained here. His website is www.completeintelligence.com.

Engage for Success take the radio show on the road this week with a report from Hay Group’s Employee Engagement Forum in London on November 20th.  Listen to find out what are the two powerful ‘megatrends’ facing HR practitioners and hear live from delegates at the event. Host: Jo Moffatt

The TalentCulture #TChat Show is back live on Wednesday, November 12, 2014, from 7-8 pm ET (4-5 pm PT). Last week we talked about productivity and e-mail excellence, and this week we’re going to talk about how global megatrends impact engagement strategy. For better or for worse, mind you. Consider the fact that the world is undergoing unprecedented change, driven by six global megatrends: Individualism, Digitization, Technological Convergence, Demographic Change, Globalization 2.0, and the Environmental Crisis. And while economies around the world continue to bounce back from the financial crisis, millions of people are thinking about their next career moves. Not just thinking either — Hay Group research forecasts that almost a quarter of employees worldwide will change jobs by 2018. These megatrends come with profound implications for how companies will be organized and led. But if leaders don’t adjust their approaches to employee engagement now, they will be unable to attract and retain talent through these major shifts. Join TalentCulture #TChat Show co-founders and co-hosts Meghan M. Biro and Kevin W. Grossman as we learn about how global megatrends impact engagement strategy with this week’s guest: Mark Royal, Senior Principal at Hay Group who organizations design and implement employee engagement strategies.  Thank you to our sponsors and partners: SAP/SuccessFactors, Dice, RIVS, GreatRated! of Great Place to Work, IBM Smarter Workforce, CareerBuilder, PeopleFluent, Fisher Vista and HRmarketer Insight.

Special Guest: Sam Dawson, Head of Hay Group Insight Following on from Hay Group’s Employee Engagement Forum in London in March 2014, where over 75 heads of engagement from the UK’s leading organisations gathered to discuss the future of engagement, Sam Dawson, Head of Hay Group’s employee survey division, shares key outputs and findings from the event, together with his thoughts on what we all need to start to thinking about to address the engagement challenges that lie ahead. Host: Jo Dodds

In 2012, Hay Group's research revealed that depressed levels of employee engagement and enablement were stunting business performance with: Just two-thirds of employees engaged Firms losing ground to the highest performing organisations Company loyalty hitting a new five-year low More than 40 percent of the global workforce intending to leave their jobs within five years In this show we talk with Sam Dawson, head of Hay Group's employee engagement practice in the UK as the company reveals their 2013 findings.   Have things changed for the better or have levels of engagement fallen further? Special guest: Sam Dawson, Hay Group Host: Jo Moffatt  Back channel: https://plus.google.com/communities/118419210283831602780/events

El 68% de las empresas existentes en Colombia son familiares, según un reciente estudio que explica Olivier Boulic, Consultor de Hay Group para la región... See omnystudio.com/listener for privacy information.

We review the main insights generated in employee engagement over the last couple of weeks, the conversations which have been stimulated by the movement and the future events and outputs to watch out for. Special Guest: This week we are interviewing Sam Dawson, Associate Director of Hay Group Insight. Sam has some 15+ years experience in the field of employee engagement research and consulting. Sam works with his clients to facilitate real organisational improvements from their engagement programs. He has recently returned to Europe as head of Insight UK, having started and headed up Hay Group Insight in the Pacific region. Sam works across major sectors globally on many employee engagement survey progams. This has included work for National Australia Bank, BHP Billiton, Serco, Nestle, Compass Group, McDonald's & Nissan. Host: Jon Ingham Back channel: https://plus.google.com/communities/118419210283831602780/events

Offering true thought leadership value can fuel your sales pipeline. Find out how as Graham Machacek uncovers strategic and practical insights with John Doerr, co-founder and president of Wellesley Hills Group in Boston. Doerr is also co-author of Professional Services Marketing and Rainmaking Conversations. Graham also gets perspective on thought leadership from Across the Pond in a new segment featuring Stephen Welch, director at Hay Group and IABC chapter president in London, England.  CORE INSIGHT: Strike the right balance between ‘too aggressive' and ‘not enough' when marketing thought leadership to your audience. The images and case study posted below are referenced in this podcast. Listen, look and learn. If you have questions for Graham Machacek, connect with him at www.macadamian.com or on LinkedIn. Reach out to John Doerr on Twitter - @JohnEDoerr – and at www.raintoday.com.

Scott Halford is an Emmy Award winning writer and producer an engaging presenter and a long-time consultant to Fortune 500 executive teams. Scott's brilliance in focusing on the strategy and application of concepts distinguishes his work and gains praise from executives around the world. His expansive knowledge in the areas of emotional intelligence, critical thinking, and the principles of influence add richness and depth to his programs. Scott is a Certified Speaking Professional (CSP) through the National Speakers Association. He is also a certified Emotional Intelligence Provider with the Hay Group in Boston and through Multi-Health Systems in Toronto. Corporate clients include First Data Corporation, Medtronic, Inc., Johns Hopkins Hospital, HealthONE, and many more. Scott's book, Be a Shortcut: The Secret Fast-track to Business Success will be released in December 2008 and explained here. His website is www.completeintelligence.com.

Paul Harris, a senior healthcare consultant with Hewitt Associates, describes how organizations can utilize the data resulting from health fairs. Harris and Larry Hicks, a senior consultant with the Hay Group, also list the privacy issues an organization must consider when planning a health fair and the single greatest error organizations make when organizing health fairs. Harris, Hicks and Heidi Laubach, a consultant with AON Consulting, discuss the elements of a successful health fair that generate a return on investment and improve the health and well-being of its participants during a September 28th audio conference on CD-ROM, Health Fairs: Planning, Marketing and Achieving Bottom-Line Results.

Heidi Laubach, a consultant with AON Consulting, explores how to mesh employees' expectations of a health fair with the goals of the hosting organization, the most successful and the most creative health fair promotion strategy she has seen and some planning tips for organizations that would like to hold a health fair but have employees at multiple sites. Paul Harris, a senior healthcare consultant with Hewitt Associates, Larry Hicks, a senior consultant with the Hay Group and Laubach discuss the elements of a successful health fair that generate a return on investment and improve the health and well-being of its participants during a September 28th audio conference on CD-ROM, Health Fairs: Planning, Marketing and Achieving Bottom-Line Results.

Larry Hicks, a senior consultant with the Hay Group discusses the role a health fair can play in the benefits open enrollment process and the optimal timing for this type of health fair. Paul Harris, a senior healthcare consultant with Hewitt Associates and Hicks also list the privacy issues an organization must consider when planning a health fair and the single greatest error organizations make when organizing health fairs. Harris, Hicks and Heidi Laubach, a consultant with AON Consulting, discuss the elements of a successful health fair that generate a return on investment and improve the health and well-being of its participants during a September 28th audio conference on CD-ROM, Health Fairs: Planning, Marketing and Achieving Bottom-Line Results.

Philip Micali, founder and CEO, bWell International provides insights on how employers can educate consumers about health plans options and effectively measure the effectiveness of their communication efforts. Micali will join Marie Dufresne, consultant with the Hay Group, during a July 26 audio conference, Empowering and Educating Consumers for Effective Consumer-Driven Healthcare Plans.

Marie Dufresne, senior consultant with the Hay Group discusses how employers and health plans should communicate with consumers about their healthcare options. Dufresne will join Philip Micali, founder and CEO, bWell International, during a July 26 audio conference, Empowering and Educating Consumers for Effective Consumer-Driven Healthcare Plans.