Podcasts about hired

Andy and Randy talk about the Falcons continuing their general manager search with a growing list of names.

We hired a sleep coach about a month ago… and I learned way more than I expected.I had assumptions about what sleep training would be.. rigid and harsh. But it wasn't. What it actually required was structure, consistency, tracking and creating the right environment. And the parallels to nutrition and behavior change were impossible to ignore. Topics discussed on this episode:– What I thought sleep training was vs. what it actually looked like – Why structure creates freedom – Why consistency beats intensity – How short-term discomfort leads to long-term stability – Why environment matters more than willpower – And how tracking exposed the inconsistency we couldn't see+ so much more in-between.If you want to reach out to our sleep coach - Gayden - you can visit her website here:https://www.thespaceforwhatmatters.com/Where to find me: IG: @lukesmithrdCheck out my website HERETIA for listening!!

Co-hosts Paul Mancano and Jonas Shaffer are joined by Los Angeles Chargers beat reporter Kris Rhim of ESPN and Ravens reporter Giana Han to break down the hiring of Jesse Minter as head coach.

(2:15) – The crew ponders the decision of Bills owner Terry Pegula to claim Keon Coleman was a picked forced upon the franchise by Sean McDermott(7:30) – Coach Carousel, Pt. 1: Matt Nagy interviews for Eagles OC position, best candidates for next Bills head coach, suitors for Sean McDermott(19:10) – Coach Carousel, Pt. 2: Mike McDaniel lands Chargers OC position, Bucs announce Zac Robinson as OC continued head coaching search(31:00) – Rams at Seahawks(47:00) – Patriots at Broncos**Audio Courtesy of Westwood One Sports Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

12pm hour of The K&C Masterpiece! The Cowboys have hired Christian Parker as Defensive Coordinator and we spend the entire hour breaking down the decision.

Should taxpayers be the ones providing security for candidates for statewide office? Learn more about your ad choices. Visit megaphone.fm/adchoices

Time to Get Up with Giant dreams - as the new old coach plays meet the press, we'll tell you exactly what his team is going to do next season! (0:00) Meanwhile - Jarrett Stidham was Sean Payton's first free agent signing as Broncos head coach. Can the perennial backup QB pull a Hostetler-esque miracle and lead the Broncos to the Super Bowl? (13:50) Plus - these job listings are fascinating - MVP quarterbacks in search of Super Bowl CEO - we've got the latest on the coaching carousel! (23:40) Learn more about your ad choices. Visit podcastchoices.com/adchoices

How do you feel about the use of artificial intelligence in the hiring process? Whether it sounds like a good way to remove human bias, a bad idea that could bake in machine bias, or something in between, you won't want to miss our deep dive  with author and journalist Hilke Schellmann at the P&T Knitwear Bookstore in Manhattan.This episode was taped in collaboration with All Tech is Human in New York City. Credits:We Meet: Hilke Schellmann is an Emmy award-winning investigative reporter and assistant professor of journalism at New York University. Credits:This episode of SHIFT was produced by Jennifer Strong with help from Emma Cillekens. It was mixed by Garret Lang, with original music from him and Jacob Gorski. Art by Meg Marco.

TD talks about the Titans new head coaching hire of Robert Saleh, is joined by Chris Sanders for RUN TMC, and later Senior Bowl Director Drew Fabianich

Send Kevin a Text MessageIn this episode of Don't Kill the Messenger, host Kevin Goetz welcomes Gail Berman, one of Hollywood's most versatile executives. From producing Joseph and the Amazing Technicolor Dreamcoat on Broadway at 22 to becoming the first woman to lead both a major TV network (Fox Entertainment) and a film studio (Paramount Pictures), she has consistently rewritten what creative leadership looks like in Hollywood.From Brooklyn to Broadway: The Joseph Origin Story (04:03): At just 22 years old, Gail and her partner, Susan Rose, produced Joseph and the Amazing Technicolor Dreamcoat. They brought the show to Broadway, earning seven Tony nominations.The Red Dress and the Palisades Fires (15:52): Gail's Tony Awards dress remains in storage due to insurance settlements following the recent Palisades fires that damaged her home.Starting Over in Television (19:30): Gail shares how she received a message on her answering machine about a new venture at HBO. Despite knowing nothing about television, she took the job at the comedy channel that would become Comedy Central.The Buffy Breakthrough at Sandollar (23:56): After reading the Buffy the Vampire Slayer film script, Gail saw it as a perfect TV show. While serving as President of Sandollar, she partnered with Sandy Gallin and Dolly Parton to develop and executive produce the show—launching a cultural phenomenon.The Austin Butler Screen Test for Elvis (28:26): When Baz Luhrmann showed four screen tests, Austin Butler's was last. The film would earn Gail an Academy Award nomination for Best Picture.From Regency Television to Running Fox (33:49): After producing Malcolm in the Middle, Roswell, and The Bernie Mac Show at Regency Television, Gail received a call from Peter Chernin asking her to run Fox Entertainment.The Paramount Years (40:28): Hired to run Paramount Pictures, MTV Films, and Nickelodeon Films, Gail faced some resistance. She secured the Star Trek film rights back from CBS with just 18 months to put it into production, hiring J.J. Abrams and Damon Lindelof to work fast.Black Swan: The Musical (50:43): After leaving Paramount, Gail launched The Jackal Group. She's now producing the musical adaptation of Black Swan with Darren Aronofsky, Kevin McCollum, and Scott Franklin.Gail Berman's story shows how versatility and the willingness to start over can create a remarkable career. From Broadway to broadcast television to film, she's proven that embracing new challenges leads to extraordinary places.Host: Kevin GoetzGuests: Gail BermanProducer: Kari CampanoWriters: Kevin Goetz, Darlene Hayman, and Kari CampanoAudio Engineer: Gary Forbes (DG Entertainment)For more information about Gail Berman:Wikipedia: https://en.wikipedia.org/wiki/Gail_BermanIMDB: https://www.imdb.com/name/nm0075762/LinkedIn: For more information about Kevin Goetz:- Website: www.KevinGoetz360.com- Audienceology Book: https://www.simonandschuster.com/books/Audience-ology/Kevin-Goetz/9781982186678- How to Score in Hollywood: https://www.amazon.com/How-Score-Hollywood-Secrets-Business/dp/198218986X/- Facebook, X, Instagram, TikTok, YouTube, Substack: @KevinGoetz360- LinkedIn @Kevin Goetz- Screen Engine/ASI Website: www.ScreenEngineASI.com

-We were shocked---like most people---to hear of McDermott's firing during the show yesterday---Jake is hoping he goes to theDolphins but that seems unlikely….what's the rumor after a day for his next spot?-Will we see more dominoes fall in terms of hired coaches around the league?Our Sponsors:* Check out Aura.com: https://aura.com/remove* Check out BetterHelp: https://www.betterhelp.com* Check out Progressive: https://www.progressive.comAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Help us become the #1 Data Podcast by leaving a rating & review! We are 67 reviews away! Over the past few years, I've interviewed some of the smartest people in data. You'll hear three real stories of people with no experience landing their first data job, and exactly how they did it.

In today's pod we breakdown and grade every coach hired in the 2025 offseason one year later! I hope you enjoy! Please leave a 5 star rating if you enjoy!   Head to https://turo.yt.link/fGJTypa to rent through Turo!   TWITTER: https://mobile.twitter.com/FBallAnalysisYT     Welcome to the Football Analysis Podcast! Subscribe for all NFL related content! Please drop 5 star rating if you enjoyed the pod as all support is very much appreciated! Thanks for listening!     #nfl #nflfootball #football #nfldraft     Support Us By Supporting Our Sponsors!   Download PrizePicks here! https://prizepicks.onelink.me/ivHR/GFB CODE: GFB   Arena Club: 20% off your first Slab Pack or card purchase by going to https://arenaclub.com/GFB and use code GFB.    Bear Mattress: Click here https://bearmattress.com/analysis and use analysis to get 40% off your mattress + 2 free pillows. Offers are subject to change.   Gametime: Download the Gametime app (https://gametime.co/) and redeem code ANALYSIS for $20 off your first purchase (terms apply)  

NFL - Robert Saleh hired as new head coach Tennessee Titans - J&J Show reaction

Over 1 million views later, we celebrate his efforts! Support the show and follow us here Twitter, Insta, Apple, Amazon, Spotify and the Edge! See omnystudio.com/listener for privacy information.

Today's show has the Giants officially landing John Harbaugh as the coaching carousel spins faster than ever. We get news that Sean McDermott was fired in Buffalo. We cover the NFL playoff drama, debate Sean Payton's strategy with a backup QB, the "thick kicker" sending the Rams to the NFC Championship, and a take on Bills-Broncos review that questions the league's priorities. We explore whether the Broncos should find an available QB, the Mets' acquisition of Bo Bichette, and Peter Schwartz's bedtime battles with a CPAP machine, plus a "Moment of the Day" that closely examines Boomer's national TV commercial.

In this episode, host Nichel Anderson delivers an insightful episode on one of the most challenging aspects of leadership—recognizing when the wrong person has been hired. Drawing from her professional expertise, Nichel breaks down the top five signs that reveal a mismatch in hiring, whether it's within management or among subordinates. Listeners gain valuable guidance on identifying early behaviors to identify, understanding the impact of poor alignment on team dynamics, and learning how to address the situation effectively. Nichel also provides a bonus segment offering practical strategies to correct hiring missteps and restore productivity, along with a motivational takeaway to help leaders stay focused and confident in their decision-making. For direct consultation and leadership development resources, visit NichelAnderson.com.

In this episode, Sarah interviews Vasudha, a UX Designer at Amazon AWS Applied AI, to talk about what it really looks like to invest in your career early, and how the impact compounds for years.Vasudha joined Career Strategy Lab's UX job search accelerator in late 2023 while finishing her master's degree, navigating the uncertainty of the job market as an international student, and waiting to see whether her AWS internship would convert to a full-time role. Today, she's thriving at Amazon, and still actively uses CSL frameworks for LinkedIn updates, internal promotions, and long-term career growth.This episode is a powerful reminder that Career Strategy Lab isn't just about landing one job. It's about building a career operating system you can reuse, refine, and rely on over time.What You'll Learn in This Episode:✔️ Why Vasudha decided to invest in CSL while still in grad school✔️ How talking to an alumni helped her decide to join✔️ Why CSL skills extend far beyond the job search✔️ How the portfolio sprint changed how she approaches real projects at Amazon✔️ Why answering “why” matters just as much as showing artifacts✔️ How CSL frameworks support promotions—not just hiring✔️ The confidence shift that comes from understanding your blind spots✔️ Why embracing being a UX generalist unlocked clarity and growth✔️ How CSL helps you tell the right story about yourself (not the wrong one)Timestamps:00:00 Introduction to Sarah Doody and Career Strategy Lab00:38 Episode Overview and Open House Context01:21 Vasudha's Journey: From Master's to Amazon05:38 The Impact of Career Strategy Lab10:56 Portfolio Development and Career Growth16:37 The Importance of Storytelling in UX Careers21:54 Advice for Joining Career Strategy Lab23:41 Conclusion and Final Thoughts

Kevin Stefanski was hired in Atlanta and people are singing his praise. What, if anything, does this say about the Browns?

Full First Hour of Baskin and Phelps on January 19, 2026

In Hour 1, Abe and Randy talk about the football season winding down but this weekend being a big one, the Hawks west coast road trip wrapping up poorly, Sam Darnold's concerning injury ahead of Saturday's game, and the latest on the Falcons coaching search and other searches across the NFL.

We go over the divisional round games, John Harbaugh becoming the next Head Coach of the New York Giants, Mike Tomlin stepping down as the Pittsburgh Steelers Head Coach, and more.

5 O'clock Hour :00 – Carl and Mike get back into some Falcons talk as they share thoughts on their conversation with Ken Carman as he discussed Kevin Stefanski with them and why the former Browns head coach could be the right fit for the Falcons. :20 – Carl and Mike get into their picks for the weekend with Orin and DA-DA :40 – Carl and Mike close out the show with final thoughts on the Falcons head coach search and discuss which of the candidates interviewed would be the ideal candidate based on what they would like to see in them.

Carl and Mike get back into some Falcons talk as they share thoughts on their conversation with Ken Carman as he discussed Kevin Stefanski with them and why the former Browns head coach could be the right fit for the Falcons.

Maximum Carnage? But not after the first match Joe warns us he hired someone to take out Hangman Car crash Darby, now what? Hangman taken to the limit by who???? Everyone in the company wants a title shot The problem is O'Davis and Doyle win and lose Bad guys vs bad guys, nobody cares Our fucking condolences Spider woman gonna get a title shot now How could anyone be excited for the main event? He didn't turn??? Subscribe on patreon.com/LingusMafia for ad-free and video versions of the show, exclusive PPV/PLE reviews and bonus shows including every Wrestlemania, SummerSlam, Royal Rumble, Survivor Series, and Saturday Night's Main Event ever. Get access to over 10 years of podcasts! Stay connected: All our social media (@LingusMafia) links can be found here: https://linktr.ee/lingusmafia We have merch! Shirts, hoodies, stickers and more: lingusmafiashop.printify.me/ Drop us an email with comments or questions: lingusmafia@gmail.com Check our YouTube out at Wrestle Lingus Show! Remember to leave a comment and rate the show wherever you get your podcast from, we gotta get the word out there, we aren't too proud to beg, please? Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

We're back with another LIVE episode of the #PurpleReignPodcast bringing you all the latest updates from Ravens Nation! Join your hosts @SuttonDef and @SimplyAS10! Timestamps:0:00 - intro4:42 - Giants hire John Harbaugh22:44 - Mike Tomlin steps down31:00 - Steve Bisciotti Presser reaction55:03 - NFL Divisional Round Picks!1:03:57 - NFL Divisional Round Parlay!!

(00:00) Zolak & Bertrand start the third hour with Albert Breer of SI and MMQB previewing Texans-Patriots on Sunday.(11:31) We touch on the Giants hiring John Harbaugh.(21:30) The crew goes back and forth about the rest of the HC cycle and how teams in the playoffs are dealing with it.(33:53) We finish the hour with calls on everything.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Ariel, JJ, and Raheem discuss Harbaugh being hired by the Giants, preview the divisional round, and give out their picks for the weekend in Ringer 107. -Harbaugh hired (1:57)-Divisional round (7:28)-Queen's Corner (36:00)-Ringer 107 (39:33)-Best bets (49:07) Hosts: Ariel Epstein, Raheem Palmer, and John JastremskiProducers: Michael Szokoli and Stefan Anderson Follow us on Instagram: https://www.instagram.com/ringergambling/.Subscribe on YouTube: https://www.youtube.com/@ringergambling. The Ringer is committed to responsible gaming. Please visit www.rg-help.com to learn more about the resources and helplines available. Learn more about your ad choices. Visit podcastchoices.com/adchoices

ICE hired a journalist and critic, Laura Jadeed, who never accepted a job offer. This hiring failure exposes a system that endangers lives and democracy itself.Subscribe to our Newsletter:https://politicsdoneright.com/newsletterPurchase our Books: As I See It: https://amzn.to/3XpvW5o How To Make AmericaUtopia: https://amzn.to/3VKVFnG It's Worth It: https://amzn.to/3VFByXP Lose Weight And BeFit Now: https://amzn.to/3xiQK3K Tribulations of anAfro-Latino Caribbean man: https://amzn.to/4c09rbE

Nick Kostos shares his thoughts on what the Pittsburgh Steelers should do this offseason without Mike Tomlin. Plus, Nick shares his thoughts on Matt Lafleur, Brian Flores and the rest of the head coaching cycle.

It's the Power Hour! Nick Kostos opens the show with his thoughts on the NFL Coaching Carousel. Nick explains why Brian Flores NEEDS to be hired by a team this offseason. Plus, TNT's Adam Lefkoe joins the show!

011426 SHORT 7 MIN The Ugly Secret Behind Talk Radio Hosts How /WHY They Are Hired by Kate Dalley

Ken and Anthony talk about the Mike McDaniel's chances of landing the Browns head coaching job now that the Steelers are also searching for a new coach.

Payton, Allen and Matt are back to talk about OU in the transfer portal, hiring Jason Witten and some CFB at large discussions. Go check out our new website! www.keyholepod.com/ If you want more OU podcasts and written articles, go check out our Patreon! www.patreon.com/ThroughTheKeyhole Don't forget to follow us on social media! Twitter: @KeyholePod Instagram & Threads: @KeyholePodcast Facebook: www.facebook.com/KeyholePod

Ray Rodriguez reveals how CW Matthews is revolutionizing construction culture by caring for the whole person, not just the worker. Discover why hiring a part-time pastor transformed their company and how faith-driven leadership is saving lives in an industry plagued by suicide and addiction. WHAT YOU'LL DISCOVER: ⚡️Why CW Matthews hired a part-time pastor after a workplace tragedy ⚡️How to lead with faith without forcing religion on employees ⚡️The shocking mental health crisis facing construction workers ⚡️Why caring for total human health matters more than productivity Ray Rodriguez has spent 30 years building HR culture at one of Atlanta's gold standard construction companies. His mentor taught him that faith should drive decisions and that people matter more than profits. Now as VP of Human Resources at CW Matthews, a 2,000-employee heavy highway contractor, Ray leads with the belief that employees aren't just assets, they're image bearers of God who deserve care for their mind, body, and spirit. WORK WITH DARON: ⚡️FREE: Jumpstart to Purpose ➡️ https://rb.gy/4qpsgb ⚡️BOOK: The Death of a Dream ➡️ https://rb.gy/a9ifwi ⚡️COACHING: Register ➡️ https://rb.gy/0is05k

Durring the 3pm hour of today's show Chuck & Chernoff talked about the Falcons coaching search, NFL Playoff ratings, the College Football Playoffs, Georgia Tech & Georgia Basketball and the number of new NFL Coaches in the last 3 years beore playing "Who's The A-Hole" after the show's Dinner with Braves GM Alex Anthopolous. Later in the hour the guys were joined by Jake Reuse from On3 to talk about the latest with the Georgia Bulldogs off-season.See omnystudio.com/listener for privacy information.

Ever hear about how Woody Harrelson's dad was a hitman who killed a federal judge? The Chagra brothers came up along the El Paso and Juarez border when smuggling weed became one of America's booming industries. With Lee a prominent criminal defense attorney and Jimmy an outlaw, they gambled millions in Vegas, lived lavishly, and made a lot of enemies, chief among them prosecutors and judges. When the feds finally closed in, Jimmy Chagra got desperate...so desperate, he put a hit out on a federal judge. This is the story of the Chagra brothers, one of America's wildest cartels. Learn more about your ad choices. Visit megaphone.fm/adchoices

In Episode 175 of the Best Coach Ever podcast, we're getting scrappy in the best way possible. Recorded straight from Lynette's kitchen table, this episode breaks down a real-life buying decision that reveals exactly why clients choose one coach over another.Using her husband's experience interviewing multiple fitness coaches, Lynette pulls back the curtain on what really matters to buyers—from how they search for coaches on Instagram, to why follower count can actually repel the right client, to what makes a sales call convert (or completely flop). If you've ever wondered why someone booked a call but didn't buy—or why you're being overlooked despite being “qualified”—this episode will change how you see marketing and sales forever.If you want to attract better-fit clients, sell with confidence, and stop overthinking your credentials, this episode is for you.If you love this episode, don't forget to leave a 5-star rating and review—it's the easiest way to support the show and help more coaches find these conversations.In this episode, we cover:1) Scrappy Mode & Why This Episode Matters [0:00 – 3:10]-Recording imperfectly to keep momentum and take messy action.-Why this real-life example reveals how buyers actually make decisions.2) How Buyers Search for Coaches Online [3:11 – 7:05]-Why people search Instagram by identity and goals—not credentials.-The importance of niche language and clearly stating who you help.3) Values, Vibes & Relatability Sell First [7:06 – 11:20]-How shared lifestyle, values, and personality create instant trust.-Why “aspirational” branding can repel the right buyer.4) Why Big Followings Can Be a Turnoff [11:21 – 14:55]-The assumption that big audiences mean less personal attention.-Why intimacy and access matter more than perceived authority.5) Where the First Sales Call Went Wrong [14:56 – 18:45]-Over-explaining processes instead of selling the outcome.-How lack of leadership on a sales call kills buyer confidence.6) What a High-Converting Sales Call Looks Like [18:46 – 22:40]-Asking better questions and letting the client do the talking.-Clearly connecting your expertise to the client's desired outcome.7) The Real Reason Clients Say “Yes” [22:41 – 25:00]-Why confidence and clarity matter more than credentials.-How emotional connection + sales leadership close the deal.Connect with Lynette:Instagram: https://www.instagram.com/lynettemariehFitness Coaching Business Accelerator: https://fcbaprogram.comThe Wellness CEO Mastermind: https://wcmprogram.com

Send us a textIf you feel stuck in your job search even though you are doing all the right things with your resume and LinkedIn, you are not alone. I see this pattern every day with mid-career professionals who are smart, capable, and experienced but still not getting traction in today's market.In this episode, I flip the script on how most people think about career growth and job search at mid-career. Job titles are not destinations. They are outcomes. When you build real career clarity, your value travels with you from one organization to the next, regardless of the title on the door.I walk you through a practical framework I use with my private clients to move them from scattered job searching to selective, strategic career positioning. We talk about how to define the problems you are best positioned to solve, the conditions where you do your best work, how to SHOW UP from service rather than proving, and how to clearly articulate who you help and what you help them do.You will also hear how this kind of clarity changes everything about interviews and recruiter conversations. When you stop trying to prove yourself and start SHOWing UP to contribute, your confidence increases, your message becomes sharper, and decision makers can see exactly where you fit.We also talk about the role of AI in today's job search. AI can help you optimize keywords, but it cannot replace clarity. Clarity is what carries the interview, builds trust, and helps you stand out in a crowded and noisy market.In this conversation, you will learn how to make recruiters' jobs easier by responding quickly, giving clear yes or no answers, and asking what they need next. These small shifts dramatically increase your credibility and momentum.At mid-career, the most powerful question is no longer “Am I enough?” It is “Where am I most useful?” When you answer that, your job search becomes focused, your energy increases, and your value compounds.If you are ready to reduce noise, save time, and target roles where your impact actually matters, this episode will give you the tools and language to do it.If you want help pinpointing where your value belongs next, visit johnneral.com/resources and get the Mid-Career Clarity Code for $43. You will receive a personalized 8 to 10-minute video from me breaking down exactly what you should focus on next in your career.Support the showVisit https://johnneral.com/resources to: Subscribe to my free leadership and career newsletter Get The Mid-Career Clarity Code to help you figure out whatever is next for you and your career Please leave a rating and review on Apple Podcasts here. Connect with John on LinkedIn here.Get John's New Mid-Career Journal on Amazon here. Follow John on Instagram @johnneralcoaching. Subscribe to John's YouTube Channel here.

As the WIP Afternoon Show continues to search for the right fit to fill the now-vacant offensive coordinator position, they float a bold idea: why not former Giants head coach Brian Daboll, who previously worked with Jalen Hurts at Alabama?

Nick, Jonathan and Mac reminisce where they all were when Mike Tomlin was first hired by the Steelers in 2007.

Has organizational change redefined your job role? If it hasn't yet, it will at some point. Whether acknowledged or ignored, every organizational change at a company impacts you. This is broader than just layoffs and more employees under a single manager. What are the organizational changes we might see, and what can we do to stand out and stay the course? This week in episode 355 we're joined by guest Ryan Conley. Listen closely as we uncover different patterns of organizational change and provide practical tips to take action when those changes happen. Ryan helps us understand the corporate lifecycle and how to reframe this concept to understand where we are in the career lifecycle. You'll hear from Ryan's personal experience why the most resilient (and successful) technologists can identify and fill the gaps left after an organizational change whether that means working for a new boss, joining a different team, or changing job roles. Original Recording Date: 11-13-2025 Topics – Framing Our Focus on Organizational Change, Observations and Patterns, Defining the Career Lifecycle, When Colleagues Leave the Company, Layoff Resources, Working for a New Boss, Becoming Part of a Different Team, Shifting Job Roles or Job Level Changes, Parting Thoughts 2:58 – Framing Our Focus on Organizational Change Ryan Conley is a global field principal with 11p years of technical pre-sales experience. Before this, Ryan accumulated 13 years of systems administration in industries like education, finance, and consulting. In a recent episode of our show, guest Milin Desai compared organizations to living, breathing organisms that change. Nick posits that we don't always think changes at our company will or can affect us as employees, but they do. Ryan references Aswath Damodaran's writings about organizational change through the frame of a corporate lifecycle. We can relate by considering where our company might be in that lifecycle. As we experience the impacts of organizational change, Ryan encourages us to consider where we are in our career lifecycle. 4:19 – Observations and Patterns We see organizational change in different ways. What are some of the things Ryan has seen that he would classify as organizational changes? Let's take a step back, past the current headlines, and look at the wider industry. Companies are growing inorganically (through mergers and acquisitions) or organically through investments in R&D (research and development), for example. Ryan has worked with companies that grew by acquiring 2 new companies each year to give an example. When you're on the IT side of the acquiring company, there is a lot involved in the process like integrating e-mail systems, networks, and CRM systems. This process also involves getting 2 teams to work together. If one team needs to move from Office 365 to Gmail, it can be a big adjustment to employees' daily workflow. The acquiring and acquired companies may have the same or very different cultures. In some cases, a company will want to acquire others with similar cultures, while some may not be concerned about the culture and choose to focus on the intellectual property (products or services, knowledge of how to build or manufacture something, etc.) of the company to be acquired. Nick says the experience for people on the side of the acquiring company and that of the company getting acquired can be quite different. Nick worked in IT for a manufacturing company for about 9 years, and over the course of his time there saw the company acquire several other companies. Nick usually had to go assess technology systems of companies that were going to be acquired and figure out how to integrate the systems in a way that would best service the user base. From what Nick has seen, some employees from the acquired company were integrated into the acquiring company, while others were eventually no longer with the company. Anxiety levels about an acquisition may be different depending on whether you work for the acquiring company or the acquired company. “The people are just as much of the intellectual property of the company as, in many cases, the actual assets themselves. And in some cases, that culture just isn't a fit.” – Ryan Conley Ryan shares the example of someone he knew who left after another company acquired their employer because the culture was not a fit. Losing a key leader or a key subject matter expert after an acquisition could create a retention problem because others may want to follow them or start looking elsewhere. "So how do you protect the culture internally? How do you integrate a different culture in? But also, how do you kind of protect the long-term viability of the team as individuals, first and foremost, but then also the organization long-term? Depending on the intellectual property the acquiring company is after, we don't usually know the level of due diligence completed to understand the key resources or subject matter experts who must be retained for longer-term success. Ryan encourages to imagine being the CTO or VP of Research and Development at a specific company that is suddenly acquired. People in these roles drive the direction of the technology investment for their company today as well as years to come. After being acquired, these people might be asked to work in lower levels of leadership with different titles, which could result in “title shock” and require some humility to accept. This scenario is a leadership change that happens as a result of an acquisition, but we might see leadership changes outside of acquisitions. Some leadership positions get created because of a specific need, others are eliminated for specific reasons, and some get shifted down or changed. Each of these changes has a downstream impact on individual contributors. Ryan talks about the positive impacts of leadership changes and gives the example of when a former manager was promoted to senior manager and allowed that person to hire a manager underneath him. There isn't always internal mobility, but leadership changes could create these opportunities for individuals. Nick talks about the potential impact of a change in our direct boss / manager. If a boss who was difficult to work for leaves the company, getting a different boss could make a huge positive impact on our daily work lives. Similarly, we might have a great boss leave the company or take a different role, requiring that we learn to work for someone else who may operate very differently. Ryan tells us he has worked for some amazing leaders and says a leader is not the same as a manager. Ryan cites an example of getting promoted into a role that allowed him to have more strategic conversations about the focus of a team with his boss. We can choose to mentor members of our team so that when opportunities arise from structural change, they are equipped to seize those opportunities. Change can be viewed as an opportunity. A company's overall priorities may have changed. Shifting priorities may require a company to operate very differently than it has in the past, which can cause changes to people, processes, and technology. Nick references a conversation with Milin Desai on constrained planning from Episode 351. Milin encourages regularly asking the question “is this still how we want to operate?” The way a company or team operated in the past may not be the best way to do it in the future. Changes to operations may or may not create opportunities for our career. Ryan loves this mindset of reassessing, which could apply to the company, a team, a business unit, the technology decision, etc. “I love the mindset of ‘what was best, why did we do it, and why was it best then?' And then the follow up question is ‘is that still best today?' And it's ok if the answer is no because that leads to the next question – ‘how should we be doing it today…and why?'” – Ryan Conley, commenting on Milin Desai's concept of constrained planning Ryan talks about companies reassessing their core focus. We've seen some companies divest out of a particular space, for example. Nick says this reassessment could result in a decision to pursue an emerging market which could lead to the creation of a new business unit and new jobs / opportunities for people. It could also go in the other direction where the company decides to shut down an entire business unit. 15:30 – Defining the Career Lifecycle Going back to the analogy Ryan shared about corporate lifecycle, we can reframe this and look at the career lifecycle. “Where are you at in your individual career journey? Where are you at in that lifecycle?” – Ryan Conley People close to retirement may be laser focused on doing well in their current role and hesitant to make a change. Others earlier in the career may want to do more, go deeper, or be more open to making a change. Ryan recounts speaking to a peer who is working on a master's degree in AI. “With challenge comes opportunity, so do you want to try something new? And it's ok if the answer's no. But if there is an opportunity to try something new and you're willing to invest in yourself and in your company, I think that's worth considering.” – Ryan Conley We've talked to a number of former guests who got in on a technology wave at just the right time, which led to new opportunities and an entirely new career trajectory. Becoming aware of and developing expertise in emerging technologies can lead to new opportunities within your company (i.e. being able to influence the use of that technology within your company). “I think as technologists, whether you're a business leader over technology, whether you're day in / day out in technology as an individual contributor…emerging technology brings new challenges, just with a learning curve…. There's hard skills that have to be learned. You get beyond the education it's then also sharing with the peers around you…. So, what was best yesterday? Is it still best today? And tomorrow, we'll ask the question again.” – Ryan Conley Ryan says this goes back to our analogy. Should we be doing certain things manually now, or is it better to rely on tools that can help automate the process? If we go back for a second to Ryan's previous mention of integrating the technology stack for different companies, being part of the integration process might enable someone to learn an entire new technology stack. We might have to assess what is best between Google Workspace and Microsoft 365, for example, and develop the transition plan to move from one to the other and perhaps even capture the business case for using both within a company. To Ryan, this is an example of seeing a problem or gap and working to fill it. “If you want to be just a long-standing contributor to the team and your individual organization, I think it's worth calling out…those who stick around longer and get promoted faster are the ones who see a gap and they plug it.” – Ryan Conley Ryan shares a personal story about a co-worker who attended a Microsoft conference on their own dime. This person worked over a weekend to setup a solution that saved the team significant time doing desktop imaging. But then, Ryan's colleague took it a step further and trained the team on how to use it. Nick highlights the fact that we should remember to document our accomplishments to keep track of how we've changed as a result. We can use this information when searching for new opportunities or even in conversations with our leader. 20:34 – When Colleagues Leave the Company Another form of organizational change we've seen is outsourcing specific business functions. Daniel Paluszek spoke about companies outsourcing functions outside of their core business in Episode 338. If IT is outside the core business, a company might decide to outsource it. It doesn't mean that's the right decision, but it could be a possibility. Companies may outsource other functions like HR and payroll as well to give other examples. If IT was internal and it gets outsourced, that is an organizational change and will affect some people. Similarly, insourcing a function which was previously outsourced will have an impact. Ryan has learned in the last few years that some people are more adaptable to change than others. “And it's not just looking at the silver lining. It's recognizing the change. Maybe there's a why, and maybe there isn't a why. Or maybe the why hasn't been clearly articulated to you. Being able to understand, what does this mean to me…. As an organization do I still believe in them? Do I still believe in the technology as a technologist? Do I still enjoy the people I work with? Those are all questions that come up, but ultimately you have to decide…is this change I want to roll with? Is this change I don't want to roll with?” – Ryan Conley To illustrate, Ryan gives the example of a peer who left an organization after seeing a change they didn't like in order to shift the focus of their role from technology operations to more of a site reliability engineering focus. While this type of change that results in a talented individual leaving an organization can be difficult for teammates to accept and for a manager to backfill, these types of changes that are beneficial to someone's career should be celebrated. When we assess whether the changes made at a company are those we can accept and roll with, we can first make sure we understand what we are to focus on as individuals operating within the organization. We have an opportunity to relay that to other members of our team for the benefit of the overall team culture and to build up those who do not adapt to change well. Understanding organizational changes and what they mean for individuals may take repetition. While Ryan understands that he responds well to change, he remains empathetic to those folks to need to hear the message a few times to fully understand. Nick says we can learn from the circumstances surrounding someone leaving the company. For those we know, what interested them about taking a role at another company? Perhaps they took a role you've never thought about for yourself that could be something you pursue in the future. If a member of your team leaves the company, sometimes their role gets backfilled, and other times it may not. If the role is backfilled, you get to learn from a new team member. If not, the responsibilities of the departing team member will likely be divided among other team members. Though it would result in extra work, you could ask to take on the responsibility that would both increase your skill set and make you more valuable to the company. When Ryan worked for a hedge fund, the senior vice president left the company. This person was managing the company's backups. Ryan had experience in this area from a previous role at a consulting firm and volunteered to do it. Shortly after taking on this responsibility for backups, he found that restoring backups from tape and needing to order new servers posed a huge risk to the company in a disaster scenario (i.e. would take weeks to restore everything). Ryan was able to write up a business plan to address the business continuity risk and got it approved by the COO. “Being able to see a gap and fill it is the central theme, and that came from change.” – Ryan Conley Ryan says if you're willing to do a little more work, it is worth the effort to see a gap and work to fill it. 27:34 – Layoff Resources We acknowledged some of the byproducts of organizational change like layoffs and flatter organizations in the beginning of our discussion. We are not sidestepping the fact that layoffs happen, but that is not the primary focus of our discussion today. Here are a few things that may help if you find yourself being impacted by a layoff: First, know that you are not alone in experiencing this. “When a layoff hits, it's important to remember…it's extremely rare that that's going to be personal. Once it's firmly accepted, look for the opportunity in a forced career change. It's there.” – thought shared with us by Megan Wills Check out our Layoff Resources Page to find some of the most impactful conversations on the topic of layoffs on our show to date. We also have our Career Uncertainty Action Guide with a checklist of the 5 pillars of career resilience as well as reusable AI prompts to help you think through topics like navigating a recent layoff, financial planning, or managing your mindset and being overwhelmed. 28:43 – Working for a New Boss Let's move on to section 2 of our discussion. If you're still at a company after an organization change has happened, we want to talk through some of the ways you can take control, take action, and succeed. We want to share a thought from former guest Daniel Lemire as we begin this discussion: “Companies are the most complicated machine man has ever built. We build great machines to accomplish as set of goals, objectives, or outputs. The better you can understand the value the company delivers…the faster you can understand where you fit in that equation. If you don't understand where you contribute to that value, there's work to be done. That work may be on you, may be on your skills, or perhaps it's your understanding of where you fit into that equation.” – Daniel Lemire Let's say that you're impacted by an organizational change and will be working for a new boss. What can we control, and how to we make a positive impact? Ryan says we can be an asset to the team and support larger business goals by first giving some thought to who the new boss is as a person. Try to get to know them on a personal level. Ryan wants to get to know a new boss and be able to ask them difficult questions. Similarly, he wants a boss to be able to ask him difficult questions. Meeting a new boss face-to-face is ideal if that is possible, but this can be more difficult to arrange if your boss lives a large distance from you. Make sure you understand the larger organization's mission statement. As individual contributors, we may lose sight of this over time. “If that is important to the team and the culture, I think it's worth making sure you're aligned with that. I think it's worth understanding your direct manager's alignment toward that and then having that kind of fuel the discussions…. What are you expecting of me? Here are my expectations of you as my manager. Where do you see change in the next 6, 12, 18 months?” – Ryan Conley, on using mission to drive conversations with your manager A manager may not have all the answers to your questions. They could also be inheriting a new team. Ryan encourages us to ask how we can help our manager to develop the working relationship further. This is something he learned from a previous boss who would close every 1-1 with “is there anything else I can do to help?” Nick says a manager may be able to contextualize the organization's mission statement for the team and its members better than we can do for ourselves. For example, the mission and focus of the team may have changed from what it once was. A new manager should (and likely will) set the tone. Nick would classify Ryan's suggestions above as seeking to learn and understand how your new manager operates. Back in Episode 84 guest Brad Pinkston talked about the importance of wanting to know how his manager likes to communicate and be communicated with. This is about understanding your manager's communication preferences and can in some ways help set expectations. A manager may be brief when responding to text messages, for example, because they are in a lot of meetings. But if they tell you this ahead of time, it removes some assumptions about any hidden meanings in the response. Ryan gives the example of an executive who used to respond with Y for yes and N for no to e-mails when answering questions. We can also do research on a new boss in advance. We can look on LinkedIn to understand the person's background and work history. We can speak to other people inside the company to see what they know about the person. Ideally, get a perspective from someone who has worked for the manager in the past because a former direct report might be able to share some of the context about communication preferences and other lessons learned from working with that specific manager. We can also try to be mindful of how the manager's position may have changed due to organizational flattening. They may have moved from managing managers to having 15 direct reports who are individual contributors, for example. “Their time might be stretched thinner, and they're just trying to navigate this new leadership organizational change with you.” – Ryan Conley The manager may or may not have wanted the situation they are currently in. How is your boss measured by their boss, and how can you help them hit those metrics? You may not want to ask this in the first 1-1, but you should ask. Ryan suggests asking your boss what success looks like in their role. You can also ask what success for the team looks like in a year and what it will take to get there. Based on the answer, it might mean less 1-1s but more in depth each time, more independence than you want, or even more responsibility than you wanted or expected. Ultimately, by asking these questions, you're trying to help the team be more successful. We want our manager to understand that we are a competent member of the team. Understanding what success looks like allows us to communicate with our manager in a way that demonstrates we are doing a good job. Some of the time in our 1-1s with a manager will be spent communicating the things we have completed or on which we are actively working. We need to demonstrate our ability to meet deadlines, for example. Daniel Lemire shared this book recommendation with us – The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter. It's a great resource for new leaders but also excellent for individual contributors. Ryan tells us to keep track of our wins over the course of any given year (something that was taught to him) so we have it ready for performance reviews. He encourages keeping a journal that we start in January. Keep track not only of what you did but the outcomes your work delivered and the success metrics. For example, if you gave a presentation, note the number of people present. The company culture may have some impact on the language you need to use to word your accomplishments (i.e. using “I” statements). “I didn't want to be the only person who could do it. I'd rather learn it and then enable 5 other people to do it. And then those 5 people go do it, and that is a much bigger outcome.” – Ryan Conley, on the outcome of efforts at work and being a force multiplier Have a journal of the things you do at work that you update consistently. This could be screenshots, a written description, etc. “What are the metrics that you should be tracking? Mentally think about that because…when you have your annual review, you're going to miss something. You're going to miss a detail. You're going to miss an entire line item versus if you started in January and you just get into the practice of ‘I did this.' And then when you're having your first annual review with this brand-new manager, it's far easier to have a more successful conversation.” – Ryan Conley, on the importance of documenting our work in a journal somewhere Ryan reminds us it is ok to use generative AI tools to check our work. Use multiple different tools to get suggestions on how you might want to phrase the outcomes you delivered and the metrics you tracked. Nick says we should document our accomplishments as Ryan mentioned, but we should make sure we keep a copy of them so that we do not need to rewrite them from nothing in the event we are impacted by a layoff. If the journal containing all of your accomplishments is sitting in the corporate OneDrive or cloud storage, you will lose access to it when you leave the company. Be sure you have a disaster recovery plan for your accomplishments! The new boss is probably going to have team calls of some kind. While what you experience may vary from this, in Nick's experience the first time a manager hosts a call with their team they will share some career background, how they operate, and give team members some idea of what to expect. This kickoff team call usually happens before 1-1s begin. Listen really carefully when this first team call happens. Write down some questions you can ask the boss in that first 1-1 conversation. The manager will have to lead that first 1-1 conversation a little bit, but coming into it prepared with questions will be far easier than trying to think of questions in the moment. A simple follow up question Ryan suggests is how the manager wants to handle time off. Is there a shared team calendar, a formal process, carte blanche, specific blackout dates to be aware of, etc.? We can handle the simple things about how this new manager operates and what their values are early on in our working relationship. Ryan tells us he learned far too late to ask how managers handle promotion / raise / career growth conversations. One of Ryan's past managers scheduled a quarterly checkpoint to specifically talk about career growth items. Ryan was in charge of making the agenda in advance, and his manager would come prepared to talk about each agenda item. It's ok to ask for these regular career discussions. If your manager has a large team, these may be less frequent than otherwise. Ask the manager about the best way for both you and them to come into these discussions prepared. Nick likes the idea of an individual owning the agenda for these conversations. Nick tells us about a manager who sent out 1-1s to team members and provided a menu of options for the types of things that could be discussed during the 1-1 time in the body of the meeting invitation. It helps give people ideas for things to discuss but also lets them know the overall intention of the 1-1s. For the very busy manager, we could ask to use a specific 1-1 to talk about career-related items rather than in a separate meeting (if needed). Nick mentions a recent episode of Unicorns in the Breakroom Podcast in which Amy Lewis talks about using a shared document for 1-1s to hold an employee accountable for bringing agenda items and to document what transpired in previous conversations. Along the lines of trying to be helpful to a new manager, ask how they want to handle team calls when on vacation. Will team calls be cancelled when the manager is on vacation, or are they looking for team member volunteers to host these calls? This may be an opportunity to step up and do more if you want that, especially if you want to gain some leadership experience. Ryan tells us at one point he was a team lead, and part of his responsibility was leading team calls in his manager's absence. This involved leading the call, taking notes, and taking action on follow up items from the meeting. We should bring up time sensitive items to the boss quickly, especially if something needs attention. Communicate things that have a financial impact to the company (a subscription renewal, drop dead due date to exit a datacenter facility, point at which access to something will be lost, etc.). Do not assume your manager knows if you are unsure! Ryan recounts a story from earlier in his career when a CFO wanted a specific number of users added to the Exchange server. There were several cascading impacts of completing this task that went well beyond the scope of licensing and involved procuring more hardware. Ryan took the time to explain the implications. “This is a simple ask. You want the answer to be yes, but I'm going to give you more context…. There is a deadline. I want to make sure we hit it as a team, but there are some implications to your ask. I want to make sure you're fully aware.” – Ryan Conley, on giving more context to leadership Share what you have in flight and the priorities of those items. The new manager may want you to change the priority level on some things. 45:21 – Becoming Part of a Different Team You could end up working on a completely different team of peers as a result of organizational change. You might work on the same team as people you already know but might not. You may or may not work for the same boss. Ryan and Nick have experienced very large reorganization events and ended up in different divisions than they were previously. Ryan had a change of manager, change of a peer he worked closely with, and joined a new team of individuals reporting up to the same boss all at once. “A little bit of the tough lesson is you go into a bigger pond…. I think it's ok to take a moment and pause. For me, I had to kind of reassess and kind of figure out…what are these changes? What are the new best ways to operate within this new division so to speak? …within my team, no one on my prior team was on my team, so it was like this whole new world.” – Ryan Conley After this change, Ryan saw an opportunity to go deeper into technology and chose to take a different role. Ryan worked for a new (to Ryan at least) leader who was very supportive of his career goals. This leader helped Ryan through the change of roles. “If you do good work, even through change…if you're identifying gaps, you're filling it, you're stepping up where the team needs you to step up, you're aligning with the business direction to stay focused…I think there can still be good outcomes even if in the interim period you're not 100% happy.” – Ryan Conley If you don't know anyone on your new team, you have an entire set of people from which you can now learn. Does your job function change as a result of joining this new team? Make sure you understand your role and its delineation from other roles. Maybe you serve larger customers or work on different kinds of projects. Maybe you support the technology needs of a specific business unit rather than what we might deem as working in corporate IT. Maybe you focus on storage and high-level architecture rather than only virtualization. It could be a chance to learn and go deeper in new areas. Did the focus of the overall team change (which can trickle down and impact your job function)? Maybe you're part of a technology team that primarily manages the outsourced pieces of the technology stack for your company. So instead of working with just employees of your company you now work with consulting firms and external vendors. Ryan says we can still be intentional about relationships and he illustrates the necessary intentionality with the story behind his pursuit of a new role. Ryan was intentional about his desire to join a new team after the reorganization, but it didn't work out on the timeline he wanted. He remained patient and in constant, transparent communication with a specific leader who would eventually advocate for him with the hiring manager. Just doing our job can be difficult when we're in a challenging situation like a manager we do not get along with, trying to evolve with a top-level strategy change, etc. This can involve internal politics. Stay the course. Ryan tells us about a lesson he learned when interviewing for a new role he wanted. “Maybe be a little bit more vocal. Pat yourself on the back in a concise way. Again…go back to your journal, know your metrics, and stick by them.” – Ryan Conley, on interviewing and humility Nick says the intentionality behind building relationships applies to your relationship with your boss (a new boss or your current boss that has not changed). This also applies to new teammates! What are the strengths in the people you see around you? Who volunteers to help? Who asks questions when others will not? Ryan shares a story about 2 peers who on the surface seemed to disagree a lot but ended up making each other better (and smarter) by often taking opposing sides on a topic. When one of them left the company, the other person missed getting that perspective and intellectual challenge. Ryan suggests we pay attention to the personalities of team members and the kinds of questions they ask. If a specific teammate tends to do all the talking in meetings, find ways to enable others to speak up who have valuable perspectives but may be quieter. This at its heart is about upleveling others. We can do that when we join a new team, but we can also do this for former teammates by keeping in touch with them over time. This could apply to former teammates who still work at the same company as well as those who have left the company. Ryan tells us a story about when he first made the transition from working in IT operations to getting hired at a technology vendor in a very different role. “It's very different being face-to-face as a consultant, face-to-face as a vendor. And I had a buddy. He started going back 11 years almost to the day here. We were each other's lifeline…. He would have a bad day, and he would call me. Most of the time I was just there to listen…. And then the next week it was my turn, and I would call him…. So having a buddy in these change situations I think is a great piece of advice.” – Ryan Conley It can be easy to fall out of touch with people we no longer interact with on a daily or weekly basis. This takes some effort. We've met people who try to setup a 1-1 with someone in their professional network once every 1-2 weeks. Ryan has a tremendous amount of empathy for others who have recently had a child, for example. We can buddy up with specific professional or life experience and take the opportunity to learn from them. Ryan refers to building an “alumni network” of people you want to remain close with over time. While this helps build our own set of professional connections, we can do this by mentoring others as well (a chance to give back, which is usually much less of a time commitment than we think). Ryan has mentored a number of new college graduates and managed to keep up with their progress over time. Listen to the way he describes the career progression of his mentees and the long-term relationships it produced. We might be mentoring others (on our own team or beyond). This could act as relatable experience for a future role as a team lead or people manager, but highlighting this experience to your manager is something you should do in those career conversations. In those 1-1s with your manager you are asking how you are doing but also how you can do better. Sometimes that means doing more of something you have done in the past. Ryan reminds us that the journal is a tracking mechanism for specific actions and their impact. Whether it's mentoring or helping the manager with hiring or candidate evaluation, be sure to track it! There might be a gap in expertise on your team that you can fill (either because you have a specific skill or because you learned a new skill to fill that gap). When joining a new team, do some observing and stay humble before you declare there is a gap and that you are the one to fill it. Ryan says we can raise gaps with our manager. For example, maybe there is only one person on the team who knows how to do something. Could you pair with that person and cover them while they are on vacation? “I think it goes back to recognizing that you cannot learn it all and then revaluating…what do I need to learn? So, there's certain functions that you have to know how to do, and that's where your manager's going to help you set those expectations…. We're in technology, so as a technologist, what do you want to learn? What do you want to do more of? And that could be a gap that you see, and you have that conversation….” – Ryan Conley If there is not an opportunity at work to learn what you want to learn (i.e. your manager might not support you doing more of specific work, etc.), you can learn it on your own time and then re-evaluate longer term what you want to do. 59:46 – Shifting Job Roles or Job Level Changes We talked about this a little bit earlier. Maybe you stay an individual contributor, move into leadership, or change leadership levels entirely within an organization. Ryan talks about the new expectations when you change your daily role. There are expectations we put on ourselves and those expectations put on us by our leaders. There are both opportunities and challenges. Ryan shares that he has been approached in the past to lead a team, but when this has happened, he took the time to think through what he wanted (his career ladder, his motivations, and his desired focus). “Leading people is not something that I want to currently focus on. I know what I'm motivated by. I'm a technologist at heart. I want to keep learning, and I personally like the technology that I'm focused on right now. And it's not that leadership would necessarily remove technology entirely…. It's just it would be a different focus area. And I think in your career journey it's worth just kind of keeping tabs on where you're at in your career (the ladder of change that we keep mentioning, that lifecycle)…. Do you want to go up the ladder as part of your lifecycle and get into a management role? I think mentorship can be very fulfilling. I think leading people can be very fulfilling. But in my case, I've decided I still want to stay an individual contributor. There's still aspirations that I have there….It's ok to say no is really what I'm getting at…. Really think about the job that you're in at the company that you're in. What are the opportunities within? What motivates you? And stay true to that.” – Ryan Conley Ryan has said no to being a people leader as well as to technical marketing roles. He had a desire to get through the principal program. He encourages listeners to think about whether they would be happy in 1-2 years if they took a new role before making the final decision. Nick mentions the above is excellent when you have the choice to take a new role. But what if it's forced on you as the result of an organizational change? We can recognize where we are in the career lifecycle even if an organizational change places us in a new role that was not our choice. Make sure you understand what the new role is, and think about how you can align it with where you are in the career lifecycle (including the goals you have and the things you want). Nick had a manager who encouraged his team to align their overall life purpose to the current job role or assignment. In doing this, it will be easier to prevent intertwining your identity with your job or your company. We may have to put out heads down and just do the work for a while. But maybe there is an opportunity to align with the things you want and the type of work you want to do which is not immediately obvious. In this job market, if you are employed, be thankful and do a great job. Ryan hopes listeners can think back to an unexpected change that happened which led to new opportunities later. “Pause, recollect, align your focus with your new manager, align your focus with either the changing mission statement or the current mission statement…. What is fulfilling you personally (your own internal values)? If they are being conflicted, I think there's a greater answer to some of your challenges, but they're not being conflicted how can you be your best self in a company without the company being all of yourself? …The cultural identity of the workplace and the home can sometimes be a little too close, a little to intertwined…. Maybe you're just way too emotionally invested in your day job and it's just a good moment to reset…. What is your value system? Why? And then how can you be your best self in your workplace? And I think far too often we want to have our dream job…. ‘A dream job is still a job. There are going to be days when it is just a really difficult day because it's a really difficult job. It's still your dream job, but every job is going to have a difficult day.'” – Ryan Conley Every job will be impacted by some kind of organizational change multiple times throughout your career. 1:06:18 – Parting Thoughts Ryan closes with a funny anecdote about a person who worked on the same team as him that he never had the chance to meet in person. In this case, the person invested more in their former team than meeting members of their new team. Maybe a good interview question for those seeking new roles could be something about organizational changes and how often they are happening at the company. Ryan encourages us to lead with empathy in this job market and consider how we can help others in our network who may be seeking new roles. Ryan likes to share job alerts on LinkedIn and mentions it has been great to see the formation of alumni groups. “Share your rolodex. Help people connect the dots. And lead with empathy.” – Ryan Conley To follow up on this conversation with Ryan, contact him on LinkedIn. Mentioned in the Outro A special thanks to former guest Daniel Lemire and listener Megan Wills for sharing thoughts on organizational change that we were able to include in this episode! Ryan told us we can lead with empathy when helping others looking for work in this job market, but Nick thinks it's empathy at work when we're asking a new boss or team member how we can help. If you want to bring more empathy to the workplace, check out Episode 278 – Uncovering Empathy: The Greatest Skill of an Inclusive Leader with Marni Coffey (1/3) in which guest Marni Coffey tells us about empathy as her greatest skill. It's full of excellent examples. If you're looking for other guest experiences with organizational change, here are some recommended episodes: Episode 210 – A Collection of Ambiguous Experiments with Shailvi Wakhlu (1/2) – Shailvi talks about a forced change of role that was actually an opportunity in disguise Episode 168 – Hired and Acquired with Mike Wood (1/2) – Mike Wood's company was acquired, and the amount of travel went up soon after to increase his stress. Episode 169 – A Thoughtful Personal Sabbatical with Mike Wood (2/2) – Mike Wood shares another acquisition story that this time ended with him taking a sabbatical. Episode 84 -Management Interviews and Transitions with Brad Pinkston – Brad Pinkston shares what he likes to do when working for a new boss. Contact the Hosts The hosts of Nerd Journey are John White and Nick Korte. E-mail: nerdjourneypodcast@gmail.com DM us on Twitter/X @NerdJourney Connect with John on LinkedIn or DM him on Twitter/X @vJourneyman Connect with Nick on LinkedIn or DM him on Twitter/X @NetworkNerd_ Leave a Comment on Your Favorite Episode on YouTube If you've been impacted by a layoff or need advice, check out our Layoff Resources Page. If uncertainty is getting to you, check out or Career Uncertainty Action Guide with a checklist of actions to take control during uncertain periods and AI prompts to help you think through topics like navigating a recent layoff, financial planning, or managing your mindset and being overwhelmed.

This is The Briefing, a daily analysis of news and events from a Christian worldview.Part I (00:14 – 13:51)Aldrich Ames and His Deadly Betrayal: The Death of CIA Turncoat for Soviets Raises Massive IssuesAldrich Ames, C.I.A. Turncoat Who Helped the Soviets, Dies at 84 by The New York Times (Tim Weiner)Part II (13:51 – 20:23)Yet Another Problem with Surrogacy Emerges: Many Surrogate Mothers are Incurring Insurmountable Medical ExpensesSurrogacy Is a Multibillion-Dollar Business—but Surrogates Can Be Left With Big Debts by The Wall Street Journal (Katherine Long)Part III (20:23 – 24:27)Let's Face the Truth About Surrogacy: There's Massive Moral Problems in Even the Best Cases, and Many Surrogates are Hired by LGBTQ CouplesPart IV (24:27 – 26:56)Not Every Reproductive Act is Morally Acceptable: Babies are An Unalloyed Good, But Not Every Means of Conception is Good of Morally AcceptableSpycraft and Soulcraft on the Front Lines of History by Thinking in Public (R. Albert Mohler, Jr. and James Olson)Sign up to receive The Briefing in your inbox every weekday morning.Follow Dr. Mohler:X | Instagram | Facebook | YouTubeFor more information on The Southern Baptist Theological Seminary, go to sbts.edu.For more information on Boyce College, just go to BoyceCollege.com.To write Dr. Mohler or submit a question for The Mailbox, go here.

Carolina held on to defeat Wake Forest on Saturday for the 500th win in the Smith Center (2:38)...Tyler Zeller joins to talk about the win and the challenges of the upcoming trip to the West Coast (12:09)Plus: Stanford preview (34:03), Bobby Petrino officially announced as Carolina's new offensive coordinator (38:31), listener submitted HCYJT (54:24) and Tyler Hansbrough talks Texas Ping Pong (1:07:05)See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Andy and Randy talk about Matt Ryan joining the Falcons as President of Football being an obvious hire and now the hires of the head coach and GM being next up in order of things to do.

Hiring was supposed to make things easier, but what if it made everything worse? In this episode, John Pajak responds to a listener email from Lamont Brown and breaks down why hiring often exposes pricing, systems, and profit problems in lawn care businesses, and what to fix before adding help. Comments and Questions are welcome. Send to ProfitswithPajak@gmail.com Episode Links: Apple Podcast Listeners- Copy and paste the links below into your browser.  Relay Relay is small business banking that puts you in complete control of what you are earning, spending, and saving. Click here to sign up for Relay and get $50.00 cash bonus!http://join.relayfi.com/promo/get-50-ulumkswykjzwi4dqsm?referralcode=profitswithpajak&utm_source=influencer&utm_medium=podcast  Equip Expo 2026 Tickets: https://plus.mcievents.com/EquipExpo2026?RefId=PAJAK Upcoming Events:   Show Partners: Yardbook Simplify your business and be more profitable. Please visit www.Yardbook.com  Get 30 days of Premium Business level of Yardbook for FREE with promo code PAJAK Relay Relay is small business banking that puts you in complete control of what you are earning, spending, and saving. Click here to sign up for Relay and get $50.00 cash bonus!http://join.relayfi.com/promo/get-50-ulumkswykjzwi4dqsm?referralcode=profitswithpajak&utm_source=influencer&utm_medium=podcast  Mr. Producer Click the link to connect with Thee Best Podcast Producer in the biz! https://www.instagram.com/mrproducerusa/   Green Frog Web Design Get your first month for only $1 when you use code, PAJAK, and have your website LIVE in 3 weeks from projected start date or it is FREE for a year. https://www.greenfrogwebdesign.com/johnpajak My Service Area "Qualify Leads Based on Your Profitable Service Area." Click on this link for an exclusive offer for being a "Profits with Pajak" listener. https://myservicearea.com/pajak   Training and Courses Budgets, Breakevens, and Bottom Lines™ Workshop John Pajak's exclusive system is designed to help you avoid common failures and achieve your business' financial goals to be profitable and scale your business. https://www.johnpajak.com/offers/qvgvV8m3/checkout   Yardbook Training Workshops Learn one-on-one with John Pajak to use Yardbook like a pro to streamline your business and make more money! https://www.johnpajak.com/offers/aJ9YX7aB/checkout

How did one economist cause the 2008 financial crisis, get hired to fix it, protect his corrupt mate whilst Harvard paid millions in settlements, suggest women might be genetically inferior at science, and still remain one of the most powerful figures in American economics for decades?In this episode of History's Greatest Idiots, we explore the spectacular career of Lawrence Henry Summers, the man who failed upwards for nearly five decades, leaving economic destruction, hurt feelings, and dodgy friendships in his wake. This is the story of how brilliant people can be catastrophically wrong about everything whilst sounding extremely clever, and how it all came crashing down in November 2025 when emails revealed he'd been using a high-profile buddy as his personal dating coach.Part one of this epic two-part series covers Larry's rise from golden child to economic disaster architect.The Golden Child: How Larry was born into economics royalty (both parents were economics professors, two uncles won Nobel Prizes) The three-year-old who argued with everyone and drove his mother crazy Writing to his Nobel Prize-winning uncle at age 13 to solve maths problems (the audacity!) Skipping grades, enrolling at MIT at 16, and becoming one of Harvard's youngest tenured professors at 28 Winning every major economics award before age 40 (perhaps a bit too confident)The Clinton Years: How to Deregulate an Economy and Call It Progress: The infamous 1991 "toxic memo" suggesting dumping pollution on poor countries (economics or eugenics with dollar signs?) Championing the repeal of Glass-Steagall in 1999, removing Depression-era banking protections Crushing Brooksley Born's attempts to regulate financial derivatives Pushing through the Commodity Futures Modernization Act, banning regulation of derivatives (what could go wrong?) His fundamental disagreements with Nobel laureate Joseph Stiglitz, who was actually correct about regulation The Russia disaster: "shock therapy" privatization that created oligarchs, sent poverty from 2% to 40%, and caused a 43% increase in male death rates Why Summers, like most economists, only thought five years ahead instead of 15, 20, or 30 yearsLarry Goes to Harvard (And Everything Goes Wrong Again): Becoming Harvard's 27th President in 2001 and lasting exactly five years (one of the shortest tenures in modern history) The Cornel West affair: calling a renowned philosopher's hip-hop album an "embarrassment" and sparking an exodus to Princeton The Andrei Shleifer scandal: protecting his corrupt protégé from the Russia privatization disaster whilst Harvard paid a record $26.5 million settlement January 2005: suggesting women are underrepresented in science because they don't want to work hard enough and might be genetically inferior (listing discrimination third) MIT biologist Nancy Hopkins feeling physically ill and walking out of his speech The faculty vote of no confidence (218 to 185) and his eventual resignation in February 2006 Why being the smartest person in the room means you should be able to read the bloody roomThis is only part one. In part two, Larry gets to witness the worldwide economic collapse caused by his deregulation policies, gets parachuted in by Obama to help fix the problems he created, and we reveal the massive 2025 scandal that ultimately ruined his already damaged legacy.⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.patreon.com/HistorysGreatestIdiots⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/historysgreatestidiots⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://buymeacoffee.com/historysgreatestidiots⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Artist: Sarah Chey⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.fiverr.com/sarahchey⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

Ken and Anthony break down the potential of the Browns hiring Mike McDaniel, saying why they don't believe he'd be a fan favorite if given the job with the Browns.

Happy New Year! Sean Kane and Spencer McKercher have the latest Phillies news, including the team hiring Don Mattingly has their bench coach, and the latest rumors on J.T. Realmuto and Bo Bichette.