Application of psychological and physiological principles to engineering and design
POPULARITY
Categories
88 episodes with human factors
137 episodes with human factors
50 episodes with human factors
21 episodes with human factors
42 episodes with human factors
13 episodes with human factors
13 episodes with human factors
18 episodes with human factors
10 episodes with human factors
11 episodes with human factors
15 episodes with human factors
11 episodes with human factors
9 episodes with human factors
8 episodes with human factors
125 episodes with human factors
6 episodes with human factors
9 episodes with human factors
6 episodes with human factors
11 episodes with human factors
5 episodes with human factors
16 episodes with human factors
5 episodes with human factors
8 episodes with human factors
4 episodes with human factors
7 episodes with human factors
18 episodes with human factors
4 episodes with human factors
12 episodes with human factors
5 episodes with human factors
3 episodes with human factors
3 episodes with human factors
4 episodes with human factors
7 episodes with human factors
3 episodes with human factors
5 episodes with human factors
68 episodes with human factors
5 episodes with human factors
3 episodes with human factors
3 episodes with human factors
4 episodes with human factors
3 episodes with human factors
4 episodes with human factors
2 episodes with human factors
3 episodes with human factors
3 episodes with human factors
3 episodes with human factors
2 episodes with human factors
4 episodes with human factors
5 episodes with human factors
2 episodes with human factors
4 episodes with human factors
51 episodes with human factors
5 episodes with human factors
2 episodes with human factors
In this episode of The Human Factor, we step back from the hype and ask a simple but essential question: What is AI, really? We're joined by Brenda Bown to unpack the evolving role of AI in our lives—from innovation and transformation to the fear and uncertainty some still feel. What does AI really mean for humans? How can we design a future where we co-exist and thrive together?
Welcome back to Ditch the Labcoat, the show where we challenge assumptions in medicine and seek out the systems, stories, and science that truly shape healthcare. In today's episode, we're joined by Martin Bromiley: airline captain, human factors champion, and founder of the Clinical Human Factors Group.But before he became a global advocate for patient safety, Martin faced unimaginable tragedy when his wife, Elaine, died following what was supposed to be a routine surgical procedure in 2005.Martin's journey isn't just about personal loss—it's about his relentless quest to understand why a well-trained, technically proficient medical team could still fall short in a critical moment. Drawing lessons from aviation, where errors spark investigation and learning rather than resignation, Martin became a pivotal force in bringing the science of human factors—a field all about understanding how people interact with their environment, teams, and tools—into the world of healthcare.In this conversation, we explore not just the events that launched his mission, but the broader issues of humility, communication, and system design. We talk about “can't intubate, can't ventilate” scenarios, reflect on the evolution of patient safety culture, and crack open the stubborn problem of medical hierarchy. Martin's story isn't just one of systemic frustration; it's also one of hope and tangible change.So whether you're a healthcare professional, a patient, or just someone curious about how lives can be saved not simply by skill, but by safer systems—this episode is a gripping, essential listen. Plug in and prepare to have your ideas about medicine, teamwork, and learning turned upside down.Episode HighlightsHumility in Healthcare – Humility is vital for professionals to learn, grow, and stay open to feedback, ultimately improving patient safety.Communication Saves Lives – Miscommunications in critical situations can be fatal; clear, assertive dialogue and defined roles are essential in emergencies.Teamwork Over Hierarchy – Breaking down rigid medical hierarchies empowers every team member to speak up for patient safety.Design Smarter Systems – Systems must be created to make errors less likely, whether via technology, checklists, or better equipment design. Independent Case Reviews – Conducting external, impartial reviews after adverse events helps identify root causes and leads to improvements.Small Changes, Big Impact – Reducing steps in processes, standardizing equipment, or tweaking procedures can greatly decrease error risks.Continuous Improvement Mindset – Perfection isn't possible, but aiming to get a little better every day is the key to safer healthcare for all.Episode Timestamps 6:15 — Turning Point: Embracing Human Factors 7:19 — "Science Overlooked in Healthcare" 11:01 — Intensive Care Transfer Decision 14:51 — Receptionist Sparks Important Meeting 18:11 — Evolution of Case Review Processes 22:27 — "Human Factors in Healthcare Initiative" 25:02 — Origin of Aviation Safety Protocols 28:28 — Enhancing Safety in Drug Handling 30:30 — Medication Errors and Design Flaws 33:49 — Promoting Human Factors in Healthcare 38:04 — Team Leadership in Medical Procedures 42:51 — Healthcare Pressures and Consequences 44:47 — "Concerns Over Arrogant Healthcare Professionals" 50:16 — Striving for Continuous Improvement in Healthcare 52:36 — Progress in Healthcare Culture ShiftDISCLAMER >>>>>> The Ditch Lab Coat podcast serves solely for general informational purposes and does not serve as a substitute for professional medical services such as medicine or nursing. It does not establish a doctor/patient relationship, and the use of information from the podcast or linked materials is at the user's own risk. The content does not aim to replace professional medical advice, diagnosis, or treatment, and users should promptly seek guidance from healthcare professionals for any medical conditions. >>>>>> The expressed opinions belong solely to the hosts and guests, and they do not necessarily reflect the views or opinions of the Hospitals, Clinics, Universities, or any other organization associated with the host or guests. Disclosures: Ditch The Lab Coat podcast is produced by (Podkind.co) and is independent of Dr. Bonta's teaching and research roles at McMaster University, Temerty Faculty of Medicine and Queens University.
Intéressé.e par notre formation Yaniro Leadership Program ? Prenez rendez-vous avec Yasmine ici !Voulez-vous former les managers avec la méthode do it yourself ? Obtenez toutes les ressources ici !Bienvenue dans le podcast du HUMAN FACTOR by YANIRO, je m'appelle Alexis Eve et tous les mercredis je vais à la rencontre des Startups les plus véloces pour rentrer en détails dans les bonnes pratiques RH qui leur permet de faire du Facteur Humain un levier de croissance plutôt qu'un risque ! Le Human Factor ce n'est pas qu'un Buzzword, c'est aussi le nom de notre premier livre !Les clés de l'alignement entre associé.e.s, d'une organisation adaptée ou encore de la bonne relation à son travail, The Human Factor c'est 100 pages de retours terrain des plus belles startups et de bonnes pratiques actionnables.Vous pouvez contacter Jean-Claude sur LinkedInRessources recommandées par Jean-Claude :La bande dessinée Madeleine, résistante de Jean-David Morvan et Dominique BertailLe livre Think You'll Be Happy de Nicole Avant
Last year, Human Factors and Ergonomics professionals from Delft University of Technology published a paper arguing that their field was losing credibility and significance. Join Chris, Derek, and Lisa (our three human factors professionals) as we discuss this article and the profession as a whole. Is the paper correct? What are the dangers facing our profession? What can be done to make it more impactful?
In this episode, Ryan Williams Sr. and Shannon Tynes discuss the intersection of cybersecurity and artificial intelligence, focusing on the emerging threats posed by AI-assisted hacking. They explore the implications of AI in making hacking more accessible and the potential for increased cyber threats. The conversation also delves into the human factors that contribute to cybersecurity vulnerabilities and the ongoing arms race between cybersecurity professionals and malicious actors. The hosts emphasize the importance of understanding the dynamics of AI in cybersecurity and the ethical considerations that come with it. Article: The Rise of ‘Vibe Hacking' Is the Next AI Nightmare https://www.wired.com/story/youre-not-ready-for-ai-hacker-agents/?fbclid=IwZXh0bgNhZW0CMTAAYnJpZBExdlgwSGJoRnduT2hsOEpiNAEetngUWAffJTgHv8HWyybNCaEmJCZDL0VbF7An-hMv5yYc3XPtbQiuv1ZBFy0_aem_PB4vFR5aO6cJhZCXakPDsg Please LISTEN
In the second episode of our two-parter on cyber threats we focus on cybercrime. David Backovsky talks to Rutger Leukfeldt, Professor of Governing Cybercrime at Leiden University and Senior Researcher at the Netherlands Institute for the Study of Crime and Law Enforcement. We discuss everything from hackers to criminal nexuses to hacktivists, ransomware and social engineering. How cyber criminals can differ wildly, ranging from organized groups with corporate structures who provide cybercrime as a service to opportunistic cyber “street gangs”. Tune in to find out more.
In this episode of The Human Factor, we're joined by Mike Phelan, who draws on his experience at Manchester United to explore how performance is evolving in today's world. Building on the excellent discussion with Dave Horrocks in Part 1, we take a broader look at the forces shaping performance—across industries and generations. A powerful conversation that challenges how we think about high performance—and what it takes to sustain it.
Intéressé.e par notre formation Yaniro Leadership Program ? Prenez rendez-vous avec Yasmine ici !Voulez-vous former les managers avec la méthode do it yourself ? Obtenez toutes les ressources ici !Résumé de l'épisode
In this episode of Generation AI, hosts JC Bonilla and Ardis Kadiu explore what it means to build truly AI-native organizations. Fresh from a CEO conference, Ardis shares critical insights about how AI-first companies are fundamentally different from traditional SaaS businesses. They break down the major AI news of the week, including OpenAI's milestone of hitting $10 billion in annual revenue, their 80% price drop on the O3 Pro model, Meta's strategic acquisition of Scale AI, and Apple's continued struggles with AI integration at WWDC. The discussion focuses on why legacy companies face serious headwinds while AI-native organizations achieve non-linear growth through speed and efficiency. This episode is essential listening for higher education leaders who need to understand how AI transformation goes beyond adding chatbots - it requires rethinking your entire operational model and organizational culture.Recent AI News Roundup (00:00:32)OpenAI reaches $10 billion annual recurring revenue milestoneO3 Pro model pricing drops 80% while delivering superior reasoning capabilitiesMeta's strategic acquisition of Scale AI to accelerate path to AGIApple's disappointing WWDC showing with continued AI integration delaysDefining AI-Native Organizations (00:13:37)AI-native as organizational fabric, not a checkbox featureEvery process designed assuming AI is always on and learningFundamental difference from traditional SaaS companies adding AI wrappersThe journey from SaaS to cloud to AI-first to AI-nativeTraditional SaaS Company Headwinds (00:18:07)Linear scaling model requiring more humans for growthIncreasing customer acquisition costs in saturated marketsLegacy code bases preventing rapid AI integration"This is how we've always done it" mentality blocking transformationAI-Native Company Advantages (00:26:19)Non-linear growth with minimal headcount (Cursor's 500M ARR example)Speed as the primary competitive moatReduced dependency on human resources for scalingBuilt-in agility enabling faster product innovation and iterationBeyond Insights to Action (00:31:45)Moving from dashboards to prescriptive actionsAI telling you what to do next, then doing it for youConsumer expectations shaped by Amazon-like experiences and ChatGPT interactionsAnchoring effect making static solutions appear outdatedOrganizational Transformation Requirements (00:36:26)AI literacy must be distributed across entire organization, not siloedAvoiding two-class employee systems that create culture clashesIndividual responsibility to seek AI-forward organizationsDaily compounding effect approach rather than overnight transformationCultural and Human Factors (00:39:33)Leadership must model AI-first behavior dailyGradient approach to transformation with consistent progressEmployee upskilling essential for career viabilityOrganizational DNA change required for true AI-native status - - - -Connect With Our Co-Hosts:Ardis Kadiuhttps://www.linkedin.com/in/ardis/https://twitter.com/ardisDr. JC Bonillahttps://www.linkedin.com/in/jcbonilla/https://twitter.com/jbonillxAbout The Enrollify Podcast Network:Generation AI is a part of the Enrollify Podcast Network. If you like this podcast, chances are you'll like other Enrollify shows too! Enrollify is made possible by Element451 — the next-generation AI student engagement platform helping institutions create meaningful and personalized interactions with students. Learn more at element451.com. Attend the 2025 Engage Summit! The Engage Summit is the premier conference for forward-thinking leaders and practitioners dedicated to exploring the transformative power of AI in education. Explore the strategies and tools to step into the next generation of student engagement, supercharged by AI. You'll leave ready to deliver the most personalized digital engagement experience every step of the way.Register now to secure your spot in Charlotte, NC, on June 24-25, 2025! Early bird registration ends February 1st -- https://engage.element451.com/register
Social Scientist Alires Almon explains why the human element is critical to mission success during long-duration spaceflights.In this episode, Alires discusses the impacts of sending people to the Moon and beyond, how to maintain their mental health, and the ethics of extended space missions. With challenges like extreme isolation, communication delays, and living within the confines of the spacecraft, taking care of an astronaut's overall wellness will be no easy task. There is a lot to learn!Resources:Deep Space Predictive's WebsiteProject LodestarChapters:(00:00) - Intro (01:54) - Long Term Space Travel Overview (05:02) - New Capabilities (07:37) - Aerospace Beginnings (12:03) - Science Fiction (14:01) - The Human Factor in Space Planning (16:44) - Space Mental Health (19:31) - Stranded Astronauts (20:30) - Communication Challenges (23:28) - To Tell or Not to Tell (27:44) - AI Relationships (30:27) - Medical Skills (32:21) - In Case of Emergency (34:42) - Culture Shock (37:09) - Should We Go to Mars? (39:35) - Space Ethics (45:08) - Would You Go to Mars? (47:07) - Alires' Advice (48:44) - Outro
Intéressé.e par notre formation Yaniro Leadership Program ? Prenez rendez-vous avec Yasmine ici !Voulez-vous former les managers avec la méthode do it yourself ? Obtenez toutes les ressources ici !Résumé de l'épisode
In this episode of The Digital Executive podcast, Michel Langlois, former CTO and Senior Vice President at Calix Networks, shares insights from his 30-plus year career in the networking and software industry. Langlois discusses how his leadership style evolved across significant transformations at companies like Cisco, Juniper Networks, and Calix Networks, emphasizing the importance of building trust and fostering collaboration in diverse corporate cultures.Langlois also delves into his new book, "Beyond the Code: Unveiling the Human Factor in Technology Leadership Innovation," explaining his motivation for writing it and the key message he hopes readers take away about human-centric leadership in a technology-driven world. He highlights how innovations like the Software Defined Access (SDA) architecture and cloud-based analytics at Calix Networks enabled them to compete effectively with larger industry players. Tune in to hear Michel Langlois's vision for the future of the networking and software industry and how leaders should prepare for emerging technologies and trends.If you liked what you heard today, please leave us a review. Apple or Spotify.
Intéressé.e par notre formation Yaniro Leadership Program ? Prenez rendez-vous avec Yasmine ici !Voulez-vous former les managers avec la méthode do it yourself ? Obtenez toutes les ressources ici !Résumé de l'épisode
In this episode of HFIG Talks, we are joined by Dr. Abigail Sellen, Distinguished Scientist and Lab Director at Microsoft, to explore the evolving relationship between humans and AI. With an accomplished career at the intersection of people and new technologies, Dr. Sellen shares her insights on:• Her journey from Psychology to Human Factors Engineering and human-AI interaction• Why classic Human Factors lessons remain relevant in today's AI landscape• Foundational thinkers and papers that continue to influence her work• The role of Human Factors in designing responsible and effective AI systems• Emerging directions in human-AI interaction research• Advice for those interested in pursuing research in human-AI interactionReferenced in this episode:“The Rise of the AI Co-Pilot: Lessons for Design from Aviation and Beyond” - Abigail Sellen & Eric Horvitz
In Part 1, we're joined by Dave Horrocks from Peak 4, who shares his extensive experience from the world of elite sport. Together, we unpack the intangible nature of performance and how it's influenced by everything from mindset and culture to technology, data, and generational change.
Intéressé.e par notre formation Yaniro Leadership Program ? Prenez rendez-vous avec Yasmine ici !Voulez-vous former les managers avec la méthode do it yourself ? Obtenez toutes les ressources ici !Bienvenue dans le podcast du HUMAN FACTOR by YANIRO, je m'appelle Alexis Eve et tous les mercredis je vais à la rencontre des Startups les plus véloces pour rentrer en détails dans les bonnes pratiques RH qui leur permet de faire du Facteur Humain un levier de croissance plutôt qu'un risque !Le Human Factor ce n'est pas qu'un Buzzword, c'est aussi le nom de notre premier livre !Les clés de l'alignement entre associé.e.s, d'une organisation adaptée ou encore de la bonne relation à son travail, The Human Factor c'est 100 pages de retours terrain des plus belles startups et de bonnes pratiques actionnables.Vous pouvez contacter Hélène sur LinkedIn.Ressource recommandée par Hélène :Le livre Droit du travail, droit vivant de Jean-Emmanuel Ray
This week on The Human Factor, we're tackling a bold question: can bad bosses ruin lives? It's a provocative title—but backed by real research. As we heard in our recent episode with Brian Dow, your immediate line manager can have more impact on your mental health than almost anything else at work. In this episode, we're joined by Debra to explore the psychology behind leadership, the difference between intent and impact, and the behaviours that define both “bad bosses” and great ones. Packed with stories, reflections, and practical advice, this is a must-listen for anyone who leads—or wants to lead better.
Season 07 Bonus 05: Mock Podcast: "Diamonds were her best friend... until carats became complaints - Part 3Listen to this Part 3, final in a series of 3 Parts, of the Human Factors and Ergonomics Association of Australia (HFESA) 2024 Annual Conference, Brisbane, Queensland special-episode interactive workshop on work design and case law. This episode encourages workshop delegates to examine a case of a jeweller, his magnanimous gift giving to a sales representative, and their mutual workplace experiences.This Part 3 episode provides the platform for delegates of the HFESA 2024 Annual Conference WhyWork Podcast to debate the industrial relations and work health & safety case: Taylor v August and Pemberton Pty Ltd - [2023] FCA 1313). If you missed the prelude, listen to Part 1 first for context, and Part 2 for more content. The delegates debate ideas on "Just say, 'NO!'", and softening boundaries in workplace relations. "Clumsy, not nefarious...?" probes Sara, "Indeed, not intentional sexual harassment." advises a delegate. The delegates explore the carry-over of industrial relations with occupational psychosocial hazard exposures in the workplace health & safety workplace framework.Congratulations to all participating delegates - love your work!
Intéressé.e par notre formation Yaniro Leadership Program ? Prenez rendez-vous avec Yasmine ici !Voulez-vous former les managers avec la méthode do it yourself ? Obtenez toutes les ressources ici !Résumé de l'épisode
“The buzz in LLMs now is all about training data” Andy Edmonds has an MS in Human Factors, Applied Psychology from Clemson University. He started his working career as a webmaster in 1995 and has since developed a huge breadth of expertise in UX, e-commerce, web analytics, online experimentation, data science, information retrieval, and software development methods at tech companies including Microsoft, eBay, RedBubble, Adobe, Facebook, and LinkedIn. He is now a product manager at Quora. He also holds nine patents. Andy Edmonds on LinkedIn Tabtopia on Github Anthropic blog Topics include: – experimental design – cognitive science – applied psychology – data science – HCI (human computer interaction) – LLMs (large language models) – QuoraThe post Episode #71: Andy Edmonds first appeared on Linguistics Careercast.
This week, we speak with Guy Aufenacker and Stefan Kirsch, both Senior Relationship Managers at Bergos, about the transformation of private banking, the role of trust during crises, and why human connection matters more than ever.DISCLAIMER This publication is for information- and marketing purposes only. The provided information is not legally binding and neither constitutes a financial analysis, nor an offer for investment-transactions or an investment advice and does not substitute any legal, tax or financial advice. Bergos AG does not accept any liability for the accuracy, correctness or completeness of the information. Bergos AG excludes any liability for the realisation of forecasts or other statements contained in the publication. The reproduction in part or in full without prior written permission of Bergos is not permitted.
Users, threat actors, and the system design all influence—and are influenced by—one another. To design safer systems, we first need to understand the players who operate within those systems. Kelly Shortridge and Josiah Dykstra exemplify this human-centered approach in their work. In this episode we talk about:The vital role of human factors in cyber-resilience—how Josiah and Kelly apply a behavioral-economics mindset every day to design safer, more adaptable systems.Key cognitive biases that undermine incident response (like action bias and opportunity costs) and simple heuristics to counter them.The “sludge” strategy: deliberately introducing friction to attacker workflows to increase time, effort, and financial costs—as Kelly says, “disrupt their economics.”Why moving from a security culture of shame and blame to one of open learning and continuous improvement is essential for true cybersecurity resilience.Kelly Shortridge is VP, Security Products at Fastly, formerly VP of Product Management and Product Strategy at Capsule8. She is the author of Security Chaos Engineering: Sustaining Resilience in Software and Systems.Josiah Dykstra is the owner of Designer Security, human-centered security advocate, cybersecurity researcher, and former Director of Strategic Initiatives at Trail of Bits. He also worked at the NSA as Technical Director, Critical Networks and Systems. Josiah is the author of Cybersecurity Myths and Misconceptions: Avoiding the Hazards and Pitfalls that Derail Us.During this episode, we reference:Josiah Dykstra, Kelly Shortridge, Jamie Met, Douglas Hough, “Sludge for Good: Slowing and Imposing Costs on Cyber Attackers,” arXiv preprint arXiv:2211.16626 (2022).Josiah Dykstra, Kelly Shortridge, Jamie Met, Douglas Hough, “Opportunity Cost of Action Bias in Cybersecurity Incident Response,” Proceedings of the Human Factors and Ergonomics Society Annual Meeting, 66, Issue 1 (2022): 1116-1120.
Written by Mike Mason for X-ray Magazine. January 2022Mike Mason is an experienced military fighter pilot and a passionate diver, having dived as far north as Iceland and as far south as New Zealand. Through his entire flying career, Mike has lived and breathed Human Factors, and as he became more involved with diving teams, instruction, and supervision, he believed the diving world could benefit from his experience and knowledge, so he joined the Human Diver team. The Human Diver team's mission is to enable better divers, and they do this by empowering divers with knowledge and practice of Human Factors to improve their diving performance, enjoyment, and safety.Article:https://xray-mag.com/content/be-better-divemaster-apply-human-factorsLinks:https://xray-mag.com/https://www.thehumandiver.com/https://www.facebook.com/mike.mason.75491https://www.instagram.com/thehumandiveraustralia/
Season 07 Bonus 02: Mock Podcast: "Diamonds were her best friend... until carats became complaints - Part 2Listen to this Part 2 of the Human Factors and Ergonomics Association of Australia (HFESA) 2024 Annual Conference, Brisbane, Queensland special-episode interactive workshop on work design and case law. This episode encourages workshop delegates to examine a case of a jeweller, his magnanimous gift giving to a sales representative, and their mutual workplace experiences. The episode discusses workplace relations, fairness, gift-giving, psychosocial hazards, and organisational management. Listen in as the delegates apply design tools, like personas, empathy mapping, journey mapping, focussed recall, and interactive role play. The delegates use these methods while dissecting this real-world case law that might ring true and sound close to home for you and your work experiences! If you missed it, listen to Part 1 first for context. (Refer also to: Taylor v August and Pemberton Pty Ltd - [2023] FCA 1313). Thank you to Andrew Merlot, Senior Human Factors Consultant, for your queries on high-value, high-impact, low cost, accessible solutions to workplace dymanics and organisational management. These ideas are necessary for small businesses when managing workplace relationships while setting boundaries on the fair distribution and management of workplace reward & recognition strategies. Congratulations to all participating delegates - great work!
This week's guest is Jim Fox (https://www.linkedin.com/in/james-s-fox/), SVP of Americas Supply Operations at AstraZeneca. Jim explains how digital manufacturing in pharma has evolved over his nearly 3 decades in the industry, from basic automation and data collection to advanced predictive modeling and integrated digital ecosystems—and why having humans in-the-loop continues to be critical despite these advancements in autonomy. He also shares his perspective on building trust in emerging technology, the continued importance of lean principles, and the tension between regulation and speed to market. Augmented Ops is a podcast for industrial leaders, citizen developers, shop floor operators, and anyone else that cares about what the future of frontline operations will look like across industries. This show is presented by Tulip (https://tulip.co/), the Frontline Operations Platform. You can find more from us at Tulip.co/podcast (https://tulip.co/podcast) or by following the show on LinkedIn (https://www.linkedin.com/company/augmentedpod/). Special Guest: Jim Fox.
It's Episode 111 highlight is Tracy & Elisabeth's interview with best-selling author John Guaspari–about his latest book, If Engagement the Why, then Respect Is the How. We quizzed John on how an aerospace engineer ended up writing what could be a how-to guide for the Lean tenet: “Respect for People.” For Hot Apps, we'll explore an offering from your local library that's free and worth thousands, and for today's Q&A, we ask, “Do traditional hierarchies make it harder to foster true respect between leaders and employees?” Let's explore why respect isn't just nice to have—it's how the world actually works—when it works. 00:00 - Intro 01:27 - What's on the Menu? 02:20 - Hot Apps Libby 11:39 - Q&A "Do traditional hierarchies make it harder to foster true respect between leaders and employees?" 20:11 - Featured Guest John Guaspari 48:30 - Upcoming Events Resources: New! Picture Yourself a Leader as an audiobook! Multiple-award-winning book, Picture Yourself A Leader 5S Baby!, Ms. Fix-a-Lot's latest Lean Rap Video Ready or not, here we come! Thanks for Listening! Listen to more podcasts at JITCafe.com. Link to the video version of this podcast: https://youtu.be/wkibL5SHn34 - Apple Podcasts - Podbean - Spotify - RSS Feed: https://feed.podbean.com/JITCafe/feed.xml
Season 07 Bonus 01: Mock Podcast: "Diamonds were her best friend... until carats became complaints - Part 1."This episode was presented during the Human Factors and Ergonomics Association of Australia (HFESA) 2024 Annual Conference, Brisbane, Queensland. The episode outlines the details of workplace affairs when too much bling and not enough boundaries become fodder for a workplace complaint. The dissection of the case of workplace relations between a jeweller and a store shop worker that eroded and resulted in a landmark payout under the Australian Sex Discrimination Act (Refer Taylor v August and Pemberton Pty Ltd - [2023] FCA 1313). "Love makes us do stupid things," says Alan. Sara chimes in with her question, "unrequited love, perhaps?" Trajce outlines the session, including legal dissection, debate, podcaster-for-a-day role play, and work design strategy using service design tools for the analytics. Download and listen in to this episode to learn about the jeweller's gift of jewels exchanged for the gift of a lawsuit! The crowd gets involved and one delegate asked, "Is he still single??!" They were willing to look beyond the alleged 'pat on the bottom' overtures in exchange for the bling!
The Economist's Andrew Palmer seeks advice on managing your cognitive load, your career path and the changes that generative AI could bring. He gets tips from Cal Newport, an author and professor of computer science, on how to carve out time away from email; from Jeffery Pfeffer, of Stanford Graduate School of Business, on how to accumulate power; and from Reid Hoffman, LinkedIn's co-founder, on how to get ready for the era of AI.Boss Class season one is free for a limited time. Season two will appear weekly starting May 12th. To hear new episodes, subscribe to Economist Podcasts+. https://subscribenow.economist.com/podcasts-plusIf you're already a subscriber to The Economist, you have full access to all our shows as part of your subscription. For more information about how to access Economist Podcasts+, please visit our FAQs page or watch our video explaining how to link your account. Hosted on Acast. See acast.com/privacy for more information.
The Economist's Andrew Palmer seeks advice on managing your cognitive load, your career path and the changes that generative AI could bring. He gets tips from Cal Newport, an author and professor of computer science, on how to carve out time away from email; from Jeffery Pfeffer, of Stanford Graduate School of Business, on how to accumulate power; and from Reid Hoffman, LinkedIn's co-founder, on how to get ready for the era of AI.Boss Class season one is free for a limited time. Season two will appear weekly starting May 12th. To hear new episodes, subscribe to Economist Podcasts+. https://subscribenow.economist.com/podcasts-plusIf you're already a subscriber to The Economist, you have full access to all our shows as part of your subscription. For more information about how to access Economist Podcasts+, please visit our FAQs page or watch our video explaining how to link your account.
This Week: #25NTC We launch our 25NTC coverage with the CEO of NTEN, which hosts the Nonprofit Technology Conference, sharing the numbers and the experience of this year's Conference, earlier this month in Baltimore, Maryland. They're Amy Sample Ward, and … Continue reading →
In this special crossover episode, Max Trescott, host of the Aviation News Talk podcast, appears as a guest on Dr. Tony Kern's Only Human podcast. The two aviation safety advocates engage in a candid, insightful conversation that bridges their shared backgrounds in aviation, safety culture, and leadership. The episode begins with a segment called “This Week in Safety Land,” spotlighting a tragic helicopter crash involving tourists over the Hudson River. The Director of Operations (DO) at the company involved chose to cease operations pending investigation, only to be overruled and fired by the CEO—prompting FAA intervention. Max and Tony reflect on this as a textbook example of the ongoing conflict between operational production and safety protection, a dynamic familiar in aviation, military, and corporate environments alike. They explore how profit-driven decisions often undermine safety, and how organizations with high-risk operations must prioritize a culture that empowers safety-conscious leadership. Tony shares a story of elephants at the San Diego Zoo sensing an earthquake before it was perceptible to humans—forming a protective circle around the young. Max likens this to the importance of organizational structures that support bottom-up safety communication. Drawing on his early career at Hewlett-Packard, he praises HP's open-door policy that encouraged employees to escalate safety issues when necessary. He stresses that open communication channels are essential, especially in high-risk domains. Max then shares his personal journey from a successful 25-year career at HP to full-time aviation after a layoff. What began as a side hobby teaching flying eventually evolved into a full-time vocation, spurred in part by a deeply personal tragedy: the death of a close friend and five others in a preventable aircraft accident. Max, who arrived on the crash scene within 45 minutes and attended multiple funerals that week, found a new purpose—preventing similar accidents by educating pilots. That experience drove Max to start Aviation News Talk, where he strives to deliver rich, actionable content on general aviation safety. His mission: to save lives by making safety knowledge accessible, engaging, and relevant to every pilot—from student to professional. He explains that his podcast is designed to offer “at least one nugget of value per episode” that listeners can apply immediately. Tony and Max discuss the unglamorous public perception of safety roles—often viewed as dull or punitive. Tony notes that safety officers are often assigned the job after incidents or during grounding periods. Max offers a reframing: don't lead with safety—lead with professionalism. If pilots strive to be excellent in their craft, safety naturally follows. “Do your job well, be curious, be disciplined,” Max says—traits that elevate both personal performance and safety outcomes. They turn to current trends, asking whether aviation is getting less safe. While total accident numbers may be down, Max points out that media coverage is up, and many general aviation (GA) accidents—especially runway excursions involving business jets—suggest continued risks. What matters more than raw numbers, he explains, is the accident rate per 100,000 hours flown, data that lags by over a year. For GA pilots, the accident risk remains significant, especially among newer or less experienced pilots. Looking forward, Max and Tony explore the safety challenges of tomorrow. Max debunks the idea of achieving a static “safe state” and explains that aviation is inherently dynamic—subject to changes in personnel, technology, weather, and processes. He highlights the importance of conducting safety assessments prior to changes in operations, procedures, or equipment. Quoting safety expert Todd Conklin, Max describes accidents as “the unexpected combination of normal aviation variability,” reinforcing the need for ongoing vigilance. Tony adds that while technological innovations—like AI, automation, and real-time training—offer efficiency, they don't guarantee increased safety. Often, humans simply push the margins when given better tools. He uses anti-lock brakes as an analogy: rather than driving more safely, people just drive faster. Similarly, faster, cheaper training methods could reduce experience levels without solving core human performance issues. The conversation closes with Max outlining the timeless characteristics of a great aviator: Judgment – the most critical trait, separating the skilled from the safe. Curiosity – a desire to learn, explore, and seek out knowledge. Discipline and consistency – following procedures and making flights “boring” in the best way. Situational awareness – understanding not just your own position, but what everyone else in the airspace is trying to do. Humility – recognizing that overconfidence kills and that learning never stops. Max emphasizes that aviation teaches life skills: staying humble, seeking excellence, and always being ready to learn. He ends by inviting listeners to consider flight training—not just for fun, but as a profound growth experience. Learning to fly, he says, can change how you see the world and yourself. Tony echoes the sentiment, encouraging listeners to take a discovery flight and explore the possibility. As the episode wraps, both hosts agree: while aviation may be unforgiving, it offers unmatched rewards for those who approach it with professionalism and passion. If you're getting value from this show, please support the show via PayPal, Venmo, Zelle or Patreon. Support the Show by buying a Lightspeed ANR Headsets Max has been using only Lightspeed headsets for nearly 25 years! I love their tradeup program that let's you trade in an older Lightspeed headset for a newer model. Start with one of the links below, and Lightspeed will pay a referral fee to support Aviation News Talk. Lightspeed Delta Zulu Headset $1199 Lightspeed Zulu 3 Headset $899Lightspeed Sierra Headset $699 My Review on the Lightspeed Delta Zulu Send us your feedback or comments via email If you have a question you'd like answered on the show, let listeners hear you ask the question, by recording your listener question using your phone. News Stories Boeing Sells ForeFlight, Jeppesen and OzRunways Mentioned on the Show Buy Max Trescott's G3000 Book Call 800-247-6553 Lightspeed Delta Zulu Headset Giveaway Dr. Tony Kern's Convergent Performance company Only Human with Dr. Tony Kern podcast Dr. Kern's Books Blue Threat: Why to Err Is Inhuman Redefining Airmanship Flight Discipline Going Pro: The Deliberate Practice of Professionalism Darker Shades of Blue: The Rogue Pilot Armored Knight The Ghost of Nathan Hale Dark Wind by Buck Myles (Tony Kern) 13 Bullets: A Blue Walker Action Thriller Series by Buck Myles Free Index to the first 282 episodes of Aviation New Talk So You Want To Learn to Fly or Buy a Cirrus seminars Online Version of the Seminar Coming Soon – Register for Notification Check out our recommended ADS-B receivers, and order one for yourself. Yes, we'll make a couple of dollars if you do. Get the Free Aviation News Talk app for iOS or Android. Check out Max's Online Courses: G1000 VFR, G1000 IFR, and Flying WAAS & GPS Approaches. Find them all at: https://www.pilotlearning.com/ Social Media Like Aviation News Talk podcast on Facebook Follow Max on Instagram Follow Max on Twitter Listen to all Aviation News Talk podcasts on YouTube or YouTube Premium "Go Around" song used by permission of Ken Dravis; you can buy his music at kendravis.com If you purchase a product through a link on our site, we may receive compensation.
Season 07 Trailer 06: Special Release Episode Part 3: Shiny things or shadowy motives?Human Factors and Ergonomics Association of Australia (HFESA) Annual Conference 2024 workshop - Special Release Episode Part 3: Shiny things or shadowy motives? On the road and on tour: Listeners become podcasters for a day - Serious learning done playfully.
Drawing from his extensive experience in high-performance aviation, Captain Ian Hollingworth joins The Safety Guru to share powerful insights on aviation learnings and human factors. In this engaging episode, Ian brings riveting real-world case studies to life and explores how key aviation principles can be applied to safety-critical industries. He also unpacks three essential elements of human factors that are vital to improving safety and performance. Whether you're in aviation or another high-stakes field, Ian's insights offer practical applications to elevate safety, decision-making, and problem-solving. Don't miss this episode—you'll walk away with valuable takeaways to help turn complex systems and challenges into simple, actionable solutions. About the Guest: Ian Hollingworth, with extensive experience in high-performance aviation, shares unique insights into world-class standards, behaviors, and cultures. Drawing from his background flying military fast jets and in commercial aviation, he engages audiences with anecdotes and tips on building winning teams, inspiring leadership, and overcoming adversity in challenging situations. Ian is extremely passionate about people reaching their full potential and setting big goals; for the past 20 years has worked with some of the world's most respected businesses in order to develop the talent of tomorrow. For more information: https://www.planetalks.com Learn more about your ad choices. Visit megaphone.fm/adchoices
Season 07 Trailer 05: Special Release Episode Part 2: Shiny things or shadowy motives?Human Factors and Ergonomics Association of Australia (HFESA) Annual Conference 2024 workshop - Special Release Episode Part 2: Shiny things or shadowy motives? This could be a part of your workplace, listen in, and enjoy. If you attended the workshop, you might hear yourself on air - part of the story.
In an interview with Ars Technica's Eric Berger, Starliner's commander Butch Wilmore revealed that the spacecraft's thruster issues led to one of the most harrowing journeys in his aerospace career. Plus, while we send robots to the moon, the success of a mission begins in the control room.
Season 07 Trailer 04: Human Factors and Ergonomics Association of Australia (HFESA) Annual Conference 2024 workshop - Special Release Episode Part 1: Shiny things or shadowy motives? The dimininishing sparkle of blurred lines, crossed boundaries, gift giving, and unclear relationships forming in the workplace.
In this episode of Aerospace Unplugged, host Adam Kress sits down with Thea Feyereisen, a Distinguished Fellow at Honeywell Aerospace Technologies and one of the world's leading experts in the study of human factors and their critical role in aviation safety. Join them as they explore how understanding human behavior can drive innovation in cockpit design, enhance safety measures and reduce pilot errors. From the latest advancements in technology to the fascinating intersection of engineering and psychology, Feyereisen shares insights that are transforming the future of aviation and beyond. Episode Highlights:Human Factors in Aviation: Discover how analyzing human behavior is revolutionizing cockpit design and improving safety in flight.Automation & Human Control: Explore the challenges of balancing automation with pilot engagement in engineering new technologies. Improving Runway Safety: Get the inside scoop on the human factors behind the cutting-edge Surface Alerts (SURF-A) cockpit alerting software.
Discover how ampoule(ampule) drug delivery systems could revolutionize the pharmaceutical industry in this eye-opening video. Learn about the potential impact of this innovative technology on drug administration and patient care.In this episode of 'Let's Combinate Drugs and Devices,' host Subhi Saadeh is joined by Eric Suglalski, Founder and CTO of Archimedic, to discuss the often-overlooked role of ampules in drug delivery. Eric highlights the stability and contamination resistance benefits of ampules, despite the industry's shift towards vials and pre-filled syringes. He elaborates on the time and cost factors that make transitioning to pre-filled syringes challenging for pharmaceutical companies. The discussion also covers Eric's work on the Ampule Filled Syringe (AFS) system, which aims to combine the usability of pre-filled syringes with the stability of ampules. They delve into the historical context of ampules, global usage patterns, and the hurdles faced in implementing ampule-based technologies. Eric invites interested pharma companies to explore potential collaborations with Ampulous.00:00 Introduction and Guest Welcome00:17 The Overlooked Potential of Ampoules02:11 Challenges with Vials and Prefilled Syringes05:01 The Cost and Time Barrier to Prefilled Syringes08:29 Introducing Ampulous: A New Solution10:36 Technical Details of Ampule Filled Syringes14:39 Historical Context and Global Use of Ampoules16:38 Addressing Concerns and Resistance18:01 Human Factors and Usability19:44 Conclusion and Contact InformationEric Sugalski is the Founder and CTO of Archimedic, a contract design and development organization (CDMO) specializing in drug delivery devices and combination products. With over 25 years of experience in medical device development, he has worked extensively on early-stage concept development, human factors engineering, and commercialization strategies. His work spans life-support systems, remote monitoring technologies, and drug delivery devices, with a focus on balancing technical innovation with market viability. In addition to leading Archimedic, he teaches courses on product development, regulatory strategy, and entrepreneurship at institutions like MIT, the University of Pennsylvania, and West Chester University, helping to bridge the gap between engineering education and industry application. Subhi Saadeh is a Quality Professional and host of Let's Combinate. With a background in Quality, Manufacturing Operations and R&D he's worked in Large Medical Device/Pharma organizations to support the development and launch of Hardware Devices, Disposable Devices, and Combination Products for Vaccines, Generics, and Biologics. Subhi serves currently as the International Committee Chair for the Combination Products Coalition(CPC) and as a member of ASTM Committee E55 and also served as a committee member on AAMI's Combination Products Committee.For questions, inquiries or suggestions please reach out at letscombinate.com or on the show's LinkedIn Page.
Former Eastenders and present-day Archers actor Lucy Speed, and comedian Sarah Mills talk about books set in wartime London, a 1990s underground train, and Graham Greene's MI6. Lucy's choice is Everyone Brave is Forgiven by Chris Cleave, Which tells the tale of Mary, a woman who becomes a teacher at the beginning of the war, only for her life to take some unexpected turns during the Blitz. Sarah has selected 253 by Geoff Ryman, the novel originally published on the Internet which tells the stories of 253 passengers on a London Underground train. Harriett proposes a lesser known a Graham Greene novel, The Human Factor, which takes in apartheid South Africa and communism as well as espionage.Producer for BBC Audio Bristol: Sally Heaven Join the conversation on Instagram: agoodreadbbc
Send us a textSupport the show
The Escalating Cyber Threats Against K-12 Schools: Insights and Solutions In this episode of 'Cybersecurity Today,' host Jim Love discusses the rising trends and severe impacts of cyber attacks on K-12 schools with Randy Rose, VP of Security Operations and Intelligence at the Center for Internet Security (CIS). They scrutinize recent studies showing a surge in cyber threats targeting educational institutions, emphasizing the vulnerability of schools and the motives behind these attacks. The discussion covers how cyber criminals exploit budgetary information and schedules to maximize impact, the profound repercussions of ransomware attacks on school communities, and the critical need for better cybersecurity practices and support. Randy Rose shares insights from the 2025 CIS MS-ISAC K-12 Cybersecurity Report and offers practical advice on elevating security standards and fostering community resilience to protect sensitive school data from cyber threats. 00:00 Introduction to Cybersecurity in Schools 00:02 Iconic Hacking Movies and Real-Life Cyber Threats 00:41 The Seriousness of School Cybersecurity 01:10 Interview with Randy Rose: Introduction and CIS Overview 01:40 CIS's Role and Randy's Journey 03:27 Supporting Various Organizations 04:26 Challenges Faced by Schools and Local Governments 06:21 Cybersecurity Threats and Attack Patterns 09:11 Impact of Cyber Attacks on Schools 13:22 Detailed Findings from the CIS Report 19:16 Human Factor in Cybersecurity 19:29 Supply Chain and Data Security 27:13 The Role of AI in Cybersecurity 30:49 Ransomware and Its Devastating Effects 32:27 Recommendations for Improving School Cybersecurity 34:01 Conclusion and Final Thoughts
In this episode of The Safety Guru, we welcome Dr. Nektarios Karanikas, Associate Professor in the Health, Safety, and Environment discipline at Queensland University of Technology. He shares enlightening insights from his recently published research on "Redefining Health, Risk, and Safety" and explores their interconnectedness. Dr. Karanikas emphasizes the importance of leaders recognizing that safety is a duty, actively engaging with safety professionals, and listening to foster a culture of safety within organizations. Don't miss this opportunity to gain valuable perspectives from Dr. Karanikas—listen now! About the Guest: Dr. Nektarios Karanikas is an Associate Professor in the Health, Safety, and Environment discipline at Queensland University of Technology (AU). He holds an MSc in Human Factors and Safety Assessment from Cranfield University (UK) and a PhD in Safety and Quality Management from Middlesex University (UK). Nektarios has 19 years of experience in the Hellenic Air Force, specializing in safety, quality management, and accident investigations, and served as a lecturer in safety and human factors. He has published two edited books and numerous peer-reviewed articles and has presented at over 100 events. Nektarios is also an active volunteer in various scientific and professional activities. For more information: https://www.linkedin.com/in/nektarioskaranikas/ Learn more about your ad choices. Visit megaphone.fm/adchoices
Podcast: Bites & Bytes PodcastEpisode: Cybersecurity Shouldn't Suck: Fixing the Real Problems with Tom SegoPub date: 2025-03-18Get Podcast Transcript →powered by Listen411 - fast audio-to-text and summarizationWhat happens when cyber threats hit critical infrastructure? In this episode of the Bites and Bytes Podcast, host Kristin Demoranville sits down with Tom Sego, a cybersecurity leader with a fascinating background from chemical engineering to Apple to professional poker, now focused on making security simpler and more effective for critical infrastructure as CEO at Blastwave. Cyber risks in critical industries are real, but so are the solutions. Kristin and Tom discuss why current security models create more problems than they solve, how the human element is often overlooked, and what needs to change to make security actually work for the people keeping our systems running.
It's been too long but here is my new episode. It started with the second-to-last scene in an 'Outer Limits' episode from 1963 entitled "The Human Factor". Brought yours truly straight to tears. Then we hurtled through time to 1996, to Cliff Robertson's touching redemption at the end of another 'Outer Limits' episode, entitled "Joyride". The combination of these two genius moments equipped PZ to talk about... yes... Anglicanism... and yes... the Episcopal Church... and yes... contemporary parish ministry. But I couldn't go there until my heart was ready. And that work was achieved by Sally Kellerman and Gary Merrill in 1963. Incidentally, I recommend you begin your sermon preparation -- maybe any public preparation -- by getting in touch with your heart. (People aren't really that interested in your mind.) Get in touch with your heart and you might actually convince somebody. Oh, and by the way, I'm an Episcopal minister and still glad to be one. (And we go to a great church.) LUV U.
Tim Hewson is a successful business leader with experience in telecommunications, e-commerce, business management, and more. Since graduating from the Loughborough University of Technology in the UK with an Honours degree in Human Factors, Tim has accumulated 30+ years of experience as a telecommunications consultant and business builder. Over the past 20 years Tim has built LegalWIlls on online service that helps people write their Wills and other estate planning documents. Join Our Community of Canadian Entrepreneurs! Entrepreneurs are the driving force behind Canada's economy, and we're here to support them every step of the way. For exclusive insights, tips, and success stories from Canada's top business leaders, subscribe to our YouTube channel and follow us on Facebook, Instagram, LinkedIn, and Twitter. Want to stay ahead with the latest #entrepreneur podcasts, business strategies, and news? Don't miss out—subscribe to our bi-weekly newsletter for updates delivered straight to your inbox! Join thousands of Canadian entrepreneurs who rely on us for the resources they need to succeed.
In this episode of The Simple and Smart SEO Show, I'm sitting down with David Green, founder of Devs Love, to talk about the major shifts happening in digital marketing! Fresh after BrightonSEO, David shared insights from his strategic planning retreat, where AI disruption was front and center. We discuss how AI levels the playing field for small agencies, the shift in Google Search, and why omni-channel marketing is no longer optional. What You'll Learn in This Episode:
CoROM cast. Wilderness, Austere, Remote and Resource-limited Medicine.
This week, Aebhric O'Kelly talks with Dr Daniel Grace, who shares his journey into expedition medicine, discussing his unconventional path from general practice to working in the outdoors. He emphasises the importance of academic frameworks in expedition medicine, the human factors influencing pre-hospital care, and his experiences with mountain rescue and tropical medicine initiatives. Dr Grace also reflects on memorable expeditions and offers advice for aspiring expedition medics.TakeawaysDr Grace has been a GP since 2017, seeking unconventional medical paths.His interest in expedition medicine was sparked by a wilderness medicine course.There is a lack of a recognised framework for expedition medicine in the UK.Human factors play a crucial role in the success of pre-hospital care.Mountain rescue provides an opportunity to develop technical skills in a local setting.Training for mountain rescue includes various medical competencies and practical exams.Tropical medicine knowledge is beneficial for expedition work and telemedicine roles.The Virtual Doctors charity connects UK doctors with clinicians in Zambia for telemedical advice.Dr Grace's favourite expedition was working in the Yukon during extreme winter conditions.He advises new medics to always say yes to opportunities, as they can lead to unexpected paths.Chapters00:00 Introduction to Expedition Medicine and Dr Daniel Grace02:13 The Journey into Expedition Medicine05:50 The Need for Academic Framework in Expedition Medicine10:02 Human Factors in Pre-Hospital Care12:10 Experiences in Mountain Rescue18:02 Training and Development in Mountain Rescue21:00 Tropical Medicine and Telemedicine Initiatives27:04 Memorable Expeditions and Future Aspirations30:02 Advice for Aspiring Expedition Medics
I met Daniel Andrews through someone who has been monitoring Unstoppable Mindset and who told me that Daniel would be an interesting guest. How true it was. Daniel is a South Carolina guy born and bred. He makes his home in Columbia South Carolina. While in college he took a summer job with Cutco Cutlery after his sophomore year. I guess he liked the position because he stayed with Cutco for 15 years in sales positions. While at Cutco his mentors introduced him to the concept of personal development. As you will see, he is widely read on the subject and he also learned to put his book learning to good use. In 2013 he made the move to becoming his own boss and developed a true entrepreneurial spirit that still drives him today. He helps clients grow their businesses by seeking real quality contacts. He tells us that his goal is to introduce clients to 72 or 120 clients per year. As Daniel points out, a network of thousands of people is not nearly as effective as a smaller network of persons with whom you develop real credible relationships. Daniel offers many wonderful and relevant tips on relationship and network building that I believe you will find useful. And, if you want more, Daniel provides his phone number at the end of this episode so you can reach out to him. About the Guest: Daniel grew up in Columbia, South Carolina after his dad moved from active duty USAF to reservice duty, in 1976. He attended college in Atlanta Georgia, where he took a summer job with Cutco Cutlery after his sophomore year, in 1988. His mentors, Ray Arrona, Ken Schmidt (RIP), Earl Small, and Don Freda introduced him to the concept of personal development, and his early career (the “summer job” lasted 15 years) was influenced by the writings of Zig Ziglar, Og Mandino, and Dale Carnegie. He moved to St. Louis, Missouri in 2003 with his first wife, and switched careers. In his second career, a mix of B2B and B2C, he was influenced by the writings of John Addison, Harland Stonecipher, and Jeff Olsen, encouraged by his mentor Frank Aucoin. After his move to Houston, Texas, in 2013, he decided to become a true entrepreneur, and not just an independent contractor. The E-Myth Revisited, by Michael Gerber, Quench Your Own Thirst, by Jim Koch, and Profit First by Mike Michalowicz were instrumental in making this jump, and he's currently engrossed in Super Connector by Scott Gerber and Give & Take by Adam Grant, as he builds a business based around showing people how to identify, find, meet, and grow relationships with a handful of key referral partners, to make sure there is a steady pipeline of 72-120 warm introductions to ideal client prospects every year. He's been married to Adina Maynard since July 5th, 2019, after he returned to his hometown in the fall of 2016. Ways to connect with Daniel: Other handles: DanielPAndrews@outlook.com Pinterest link: https://www.pinterest.com/danielpandrews/ Daniel Andrews' personal FB link: https://facebook.com/danthemanwiththeplan1967 Daniel Andrews LinkedIn URL: https://www.linkedin.com/in/niasoutheast/ FB link - business page https://facebook.com/danandrewsnia My video platform https://events.revnt.io/cutting-edge-business-coaching-llc About the Host: Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog. Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards. https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/ accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/ https://www.facebook.com/accessibe/ Thanks for listening! Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below! Subscribe to the podcast If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset . Leave us an Apple Podcasts review Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts. Transcription Notes: Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us. Michael Hingson ** 01:21 Well and hello everyone. This is Michael Hingson, your host for unstoppable mindset. We're glad you're with us today, and really glad to have the opportunity once again to be with you and talk about all sorts of different sorts different kinds of things, as we do every week. That's why we call it an unstoppable mindset, where inclusion, diversity and the unexpected meet, because unexpected is much more fun. Keeps us all on our toes. Our guest today is Daniel, and would like to welcome you to unstoppable mindset, and we really appreciate you being here. Yeah, Daniel Andrews ** 01:58 it's good to be here. Happy to participate. And really, I'm honored by the fact that you invited me to be here. So thank you for that. Well, we Michael Hingson ** 02:05 made it. It's It's been fun, and we, we got introduced through Noah, who, I guess, does publicity for you. Daniel Andrews ** 02:19 He and I have talked about that at some point. I'm trying to remember the entire chain that got me to you. You know, the person introduced me to him, to her, to him, to her, to him, to her, to you, right? I need a family tree of an introductory tree on my wall over here. I just keep up with all the connections. Yeah? Michael Hingson ** 02:38 Keeps you alert and keeps you alert, you know, yeah, for sure. Well, I really am glad that you're here. And Daniel has a, I think, a great story to tell. He lives in Columbia, South Carolina, which he's really mostly called home, although he was born elsewhere, but sort of since roughly a fair, well, a fairly short time, he moved to Columbia and has been there. So I won't go into all those details. We don't need to worry about him, unless he wants to tell them, but Columbia has been home most all of his life. He did live a little ways, a little while away from Columbia, and on that, I'm sure we're going to talk about, but nevertheless, Columbia is home. I've been to Columbia and enjoy it, and I miss South Carolina sausage biscuits. So I don't know what to say, but nevertheless, one of these days, I'm sure I'll get back down there, and the people I know will make some more. But meanwhile, meanwhile, here we are. So why don't you start by telling us a little bit about kind of the early Daniel, growing up and, you know, all that, just to give people little flavor for you, sure, Daniel Andrews ** 03:46 older brother two years older than me, exactly. I mean, within a couple days of two years, we're the only two no other siblings. Dad was an Air Force fighter pilot, and people think that must be pretty cool, and at some level, it is. But to help frame it better and give you a better detail of the experience of being the son of a fighter pilot, I encourage people that I talk to to remember the movie Top Gun. Not the second one where everybody was a good guy, they were older and more mature and, you know, but in the first one where there was the good guy that was a jerk and the bad guy that was a jerk, but they were, they were both jerks. And you know, it's a weird environment to grow up in when the biggest compliment one man can pay another is you don't suck that bad, right? That's literally the biggest compliment they're allowed to pay each other. So I grew up always thinking like I was coming up short, which has got some positive and some negative attributes. My clients love it because I tend to over deliver for what I charge them, but it kills my coach because he thinks I'm not I'm not fairly pricing myself in the marketplace, but I it made me want to be an entrepreneur, because the benchmarks are clear, right? You? In a sales environment, you know whether you're ahead or behind. You know what you got to do to catch the number one guy or gal if you're trying to beat the competition, you know how big your paycheck is going to be if you're working on, you know, commission or base, plus commission and and I really enjoyed the environment of being, I don't want to say competitive, but knowing that, you know, I was competing with myself. So many of my friends are employed by academia or small companies or big corporations, and even when they benchmark really good results, the pay, the compensation, the time off, the rewards, the advancements aren't necessarily there. So I really like the idea of having a very specific set of objectives. If I do this, then that happens. If I work this hard, I get this much money. If I achieve these results, I get, you know, moved up into into more authority and more responsibility, and that really made a world of difference for me, so that that has a lot to do with it. And as a result of that, I've opted for the self employment Michael Hingson ** 05:54 certainly gives you lots of life experiences, doesn't it? Daniel Andrews ** 05:58 It does. And I think, I think that people that work for other people is certainly learn, learn a lot as well. Meaning, I've not had to have extended co worker relationships or manage those over time. My first wife was fond of saying that Daniel's good in small doses, right? Michael Hingson ** 06:15 So here we are, Ayan, so you're, you're telling us a little bit about you and growing up, Daniel Andrews ** 06:22 sure it just you know, father is fighter pilot, right? And always pushing me to do more, be more. And that led me to choose a route of self employment, usually as a in the early parts of my career, independent contractor for other people. So I still had a structure to work in, but I knew what my objectives were. I knew how much money I would earn if I produced X result. I knew what it meant to get more responsibility, and that worked well for me. And then about eight years ago now, I decided to become a full fledged entrepreneur and really do my own thing and create some fun stuff. And it's been a fun ride in that regard, but I do love the freedom that comes from setting my own objectives on a daily basis. Yeah, Michael Hingson ** 07:07 there's a lot to be said for that, and then not everyone can do that, because it does take a lot of discipline to be an entrepreneur, to do the things that you need to do, and know that you need to be structured to do the things that that have to be done at the same time. You do need to be able to take time off when that becomes relevant. But still, it does take a lot of discipline to be an entrepreneur and make it work successfully, Daniel Andrews ** 07:35 right? And I don't know that I've mastered the discipline for it, but at least I'm working on my objectives and not somebody else's. The only person I'm letting down is me. You know, when I, when I, when I miss a deadline or don't execute, so that feels better to me than having the weight of somebody else's expectations on me Michael Hingson ** 07:52 counts for something, doesn't it? I think so well. So you, you grew up in Columbia, but then you went off to college. Where'd you go to college? Daniel Andrews ** 08:02 Down in Atlanta, Georgia, small school there. But I had a choice of three places, and each of them had offered me scholarship funds that equaled the same cost to me. IE, the packages were different, but the net cost to me in each case was going to be about the same. So rather than pick based on the financial aid or the scholarships are being offered, I picked on which city it was in. And I figured being a college kid in Atlanta, Georgia was a good move. And it turned out it was a good move. There was lots to see and do in Atlanta, Georgia, only about four hours from home. And it just it worked out to be pretty good that my other choices were Athens, Georgia, which is strictly a college town. And you know, when the summer rolls around, the place is empty. It goes down, and the other was a school and Farmville, Virginia, excuse me, the closest town is Farmville, Virginia, where the 711 closed at six. And I'm not exaggerating when I say that, yeah, not too sure. I want to be that far out in the sticks right as a 19 year old away from home for the first time, I wanted. I wanted. I wanted to have something to do with my freedom, meaning, if I was free to do what I wanted to do, I wanted to have something to do with that so and not not sit around Farmville, Virginia, wonder what was going to happen next. Yeah. Well, Michael Hingson ** 09:19 so what did you major in in college? Daniel Andrews ** 09:23 That question always comes up, and I'm always hesitant to answer that, because people think it has something to do with what I do today, and it does not in any way shape or stretch. I got a BS in psychology, which I tell people was heavy on the BS and light on the psychology, but at Michael Hingson ** 09:38 the same time. And so my master's degree is in physics, although I ended up not going into physics, although I did a little bit of science work. But do you would you say, though, that even though you got a BS in psychology and you went off and you're clearly doing other things, did you learn stuff, or did that degree benefit you? And do you still. I have skills and things that you learned from that that you use today. I Daniel Andrews ** 10:04 used to tell people that I had three facts that I used in college, that I learned in college, that I used on a daily basis, and for the longest time, I could recite all three. But nobody asked me what they were for the longest time, and I'm sure I still use all three of them, but I can only recall one, so the answer is, for the most part, no. But I think I went to college for a piece of paper. Someone else was paying for it. In this case, the school, not my parents. It was a scholarship, and I went to school not to learn anything. I went to school to get a piece of paper. I started off as a physics major, by the way, and when I got to the semester where they were trying to teach me that light is both a particle and a wave, I'm like, Yeah, we're going to need a different major, because I did not get my head around that at all. And and the degree that was had the least hurdles to get to switch majors and finish at that moment in time with psychology. So that's the route I took. I was just there for the piece of paper. Michael Hingson ** 11:05 Physics wasn't what you wanted to do, huh? Daniel Andrews ** 11:08 I did. But if the textbook had said light has attributes of both a particle and a wave, I might have been able to grasp it a little bit quicker. But it said light is both a particle and a wave, and it was the week of finals, and I was struggling with the intro in chapter one for the textbook, and I'm like, yep, might be time for different major at this point, Michael Hingson ** 11:29 my master, my master's is in physics, and you mentioned and I enjoyed it, and I and I still have memories and concepts that I learned, that I use today, probably the biggest one is paying attention to detail and physics. It isn't enough to get the numeric right answer, you got to make the units work as well, which is more of a detail issue than just getting the numbers, because you can use a calculator and get numbers, but that doesn't get you the units. And so I found that skill to be extremely important and valuable as I worked through physics and went through and I actually got a master's and also a secondary teaching credential, and I thought I was going to teach, but life did take different directions, and so that's okay. Daniel Andrews ** 12:18 Well, when you frame it that way, I will say that there is something that I learned that I that I use, maybe not in my work, but in my field of vision, and that's this, you know, lab and experimental methods taught me to ask the question, how did they ask the questions? Right? What was the structure of the test, the experiment, the the data collection right? Because you can do an awful lot of things. For example, they have found that if a doctor says to a patient, we have a chance to do surgery, there's a 10% chance of success, meaning that you'll live, they get a better up to uptake than if they say there's a 90% chance that you'll die. Yeah, it's the same information, but you always have to look at the way the questions are framed. Polls are notorious for this right data collection from my days in Cutco, I read a study and I put quotes around it right? A study that said that wooden cutting boards retain less bacteria than plastic cutting boards or polypropylene polyurethane, which is clearly blatantly wrong if you're treating your cutting boards correctly. And I looked into it, and they simply wiped the surface and then waited a day and measured bacteria count? Well, if you don't put it what you can dishwasher a plastic cutting board and sterilize it, right? Why would you simply wipe the surface? In the case of the wood, the bacteria was no longer at the surface. It had sunk into the woods. So there's not as much on the surface. I'm like, oh, but it's still there. It's just down in the wood. You have to literally look at the way these tests are done. And I guess the wooden cutting board industry paid for that study, because I can't imagine anybody else that would would a care and B make the argument that a wooden cutting board was better than a plastic one for sanitation reasons, Michael Hingson ** 14:13 because it's clearly all it's all sales. And of course, that brings up the fact that you get that kind of knowledge honestly, because when you were a sophomore, you got a summer job with Cutco. Daniel Andrews ** 14:24 I did, yeah, and I remember 3030, what is that? 36 years ago, now having to explain what Cutco was, but Cutco has been around for so long in America that most American households have at least some Cutco on them at this point. So I find most people already know and understand, but it was a direct sales job. It was not structured the way an MLM or a network marketing company has, but my job is to literally take, you know, a kit full of samples, right? Some some regular, normal, standard products that we would use and sell, and take them into people's homes and sit at the kitchen table and demonstrate. Right? The usefulness. Go over the guarantee, go over the pricing options, and you know what choices they could pick stuff out, and it turned out to be a lot of fun. Turned out to be more lucrative than most people imagine. I don't want to brag too much about how much reps make doing that, because then customers get upset we're being overpaid, but yeah, that's not true either. But it was a blast to to do that and the learning environment, right? What I learned about setting my own goals, discipline, awareness of the way communication landed on other people. I don't the psychology of communication, being around people, helping them understand what I knew to be true, finding ways to address concerns, issues, objections, without making them feel wrong or awkward. You know, it was a good environment, and that's why I stayed for 15 years. For Michael Hingson ** 15:52 me, after college, I went to work with an organization that had developed a relationship with Dr Ray Kurzweil, the futurist and who now talks a lot about the singularity. And at that time, he had developed a machine that would read print out loud. Well, it would read print, and he chose, for the first application of that machine to be a machine that would read print out loud so that blind people could read print in books, because his technology didn't care about what type styles or print fonts were on the page anyway. After the job was over, I went to work for Ray, and after about eight or nine months, I was confronted with a situation where I was called into the office of the VP of Marketing, who said, your work is great. We love what you do, but you're not doing anything that produces revenue for us, because I was doing Human Factors work helping to enhance the machine, and so we're going to have to lay you off, he said. And I said, lay me off. And he said, again, your work is great, but we don't have enough revenue producers. We're, like a lot of startup engineering companies, we've hired way too many non revenue producers. So we got to let people go, and that includes you, unless you'll go into sales. And not only go into sales, but not selling the reading machine for the blind, but there's a commercial version that had just come out. So I ended up doing that, and took a Dale Carnegie sales course, a 10 week course, which I enjoyed very much. Learned a lot, and have been selling professionally ever since, of course, my story of being in the World Trade Center and escaping on September 11 after that, I still continue to sell. What I tell people is I love to view my life as now selling life and philosophy. Rather than selling computer hardware and managing a hardware team, it really is about selling life and philosophy and getting people to understand. You can learn to control fear. You can learn to function in environments that you don't expect, and you can go out of your comfort zone. And there's nothing wrong with that, you know. So that's it's been a lot of fun for the last 23 years to do that. Daniel Andrews ** 18:00 Okay? Now you got me curious. What's the commercial application of a machine that will take a printed book and read it out loud? What I can clearly see why people with various and sundry? Michael Hingson ** 18:12 Well, for people who are blind and low vision, well, so let's, let's deal with it. The commercial application for that particular machine is that people will buy it and use it. Of course, today it's an app on a smartphone, so it's a whole lot different than it was as a $50,000 machine back in 1978 1979 but the idea behind the machine was that libraries or agencies or organizations could purchase them, have them centrally located, so people who never could read print out loud before could actually go get a book, put it on the machine and read it. Daniel Andrews ** 18:46 Okay? So this would make sense libraries and institutions of public knowledge, okay. But then, as I could see, where someone would want one in their home if they had need of it. But I was just curious about the commercial application well. Michael Hingson ** 18:57 But then over time, as the technology advanced. As more were produced, the price went down. And it went from $50,000 down to $20,000 and you started to see some in people's homes. And then, of course, it got less and less and less and eventually, before it became almost a free app on a smartphone today, it used the Symbian operating system and Nokia phones, and the the technology, in total, was about $1,800 and then, of course, it became an app on a smartphone, and a lot of OCR today is free, but the other side of it was the machine I sold was a version that banks would use, lawyers would use, other people would use to be able to take printed documents and get them into computer readable form, because people saw pretty early on that was an important thing to be able to do so they could peruse databases and so on and so the bottom line is that it was very relevant to do. Yeah, and so there was commercial value, but now OCR has gotten to be such a regular mainstay of society. You know, we think of it differently than we did then, very Daniel Andrews ** 20:10 much. But yeah, we still have one that can read my handwriting Michael Hingson ** 20:15 that is coming. You know, they're my handwriting. I wanted to be a doctor, and I passed the handwriting course, but that's as far as I got. But, and as I love to tell people, the problem was I didn't have any patients, but, you know, oh boy. But the the bottom line is that there were applications for it, and and it worked, and it was great technology. So it taught me a lot to be able to be involved in taking the Dale Carnegie sales course, and I know he's one of the people that influenced you in various ways. Very much, very important to recognize for me that good sales people are really teachers and advisors and counselors. Absolutely you can. You can probably talk people into buying stuff, which may or may not be a good thing to do, but if we've really got something that they need, they'll figure it out and they'll want to buy Daniel Andrews ** 21:11 it. Yeah, the way it was summarized to me, and this particularly relates around, you know, the Cutco product or another tangible you know, selling is just a transference of enthusiasm, meaning, if they knew and understood it the way I did, it would make perfect sense. So the question was, how do I find a way to convey my enthusiasm for what I knew about the product? And as simple, I don't wanna say simple, it sounds condescending in as few words as possible, in ways that made it easy for them to digest, right? Because some people are, are tactile, and they want to hold it, look at it. Others are, you know, knowledge oriented. They want to read the testimonials and a guarantee and, you know, things like that. So just, how do you, how do you kind of figure out who's looking for what? Yeah, Michael Hingson ** 21:56 and the reality is, everybody is a little bit different in that arena. And as you said, conveying enthusiasm, you'll either be able to do it or you'll find that what you have isn't really what's going to make them enthusiastic, which can be okay too. Yep, the important thing is to know that and to use that information. And when necessary, you move on and you don't worry about it, correct? We have cut CO knives. We're we, we're happy. But anyway, I think the the issue is that we all have to grow, and we all have to learn to to do those things that we find are relevant. And if we we put our minds to it, we can be very productive people. And as you pointed out, it's all about transmitting enthusiasm, and that's the way it really ought to be. 22:54 Yeah, I think so. Michael Hingson ** 22:55 So you talk about, well, so let's, let's go back. So you went to work for Cutco, and you did that for 15 years. What would you say the most important thing you learned as a as a salesperson, in working at Cutco really came down to, Daniel Andrews ** 23:16 there's so many fundamental lessons in the direct sales industry, right? It's why, you know, so many people got their start with Encyclopedia Britannica or Southwestern books or Cutco knives, right? There's a, there's a, I mean, in the 90s, CentOS, the uniform people and sprint when cell phones were new and actually had to actively be sold because people had to be talked into it, yeah. You know, they ran whole recruiting ads that said, Did you used to sell knives, entry level work, starting at base, you know, salary plus commission, right? Because it was so foundational. So it's hard to say the most important thing, but I would say the ability to take control of my own schedule, and therefore my own actions, right, was a huge part of it. But then the ability to really know what, understand the people that I was working with as customers. As my time at ketco matured, and even after I left working with them full time, I still had a database of customers that wanted to deal strictly with me and the fact that they were happy to see me right? That when I was again, after I'd moved away, if I came back to town, that my customers would be like, Oh, I heard you're in town when you come to our house and have dinner, right? And just the way, I was able to move from business relationship into one where I really connected with them. And you know that many years, seeing that many customers give me some really cool stories too, which I'm not going to eat up most of this, but I've just got some fun stories of the way people responded to my pleasant persistence, follow through, follow up, knowing that I could run into any one of them anywhere at any moment in time. And not feel that I had oversold them, or I had been pushy, right, that they would be happy and what they bought. And as a matter of fact, I've only ever had one customer tell me that they bought too much Cutco. And she said that to me when I was there sharpening her Cutco and selling her more. And she said she had bought more than she needed for her kitchen. Initially, I'm selling her more for a gift, let me be clear. And I paused, and I said, Do you remember how the this is like five or six years later? I said, you remember how the conversation went? Because I use the story of that demo when I'm talking to other people and to other reps. She said, Oh yeah, no, no. She goes, I will 100% own that I chose to buy more than I needed. She goes, I was not trying to pin that on you. I was just trying to tell you that that's what I did. I said, Oh, okay, because I wanted to be clear, I remember very clearly that I offered you the small set, and you chose the big set. And she goes, that is exactly what happened. I made the choice to over buy, and that's on me, and that level of confidence of knowing I could go through time and space, that I could meet my customers here, you know, when I came back to town, or now that I moved back to town, and I don't have to flinch, right? But I'm not that I did it in a way that left them and me feeling good about the way I sold them. That's pretty it's pretty important, Michael Hingson ** 26:15 and it is important, and it's, it's vital to do that. You know, a lot of people in sales talk all about networking and so on. You, don't you? You really do talk about what I believe is the most important part about sales, and that's relationship building, correct? Daniel Andrews ** 26:34 I took, took my theme from The subtitle of a book called Super connector, and the subtitle is, stop networking and start building relationships that matter. And I'm, I'm comfortable using that, by the way, there's another book titled networking isn't working, and it's really hitting the same theme, which is, whatever people are calling networking is, is not really, truly building a network and relationships that make a difference. It's social selling. I call it sometimes. It's being practiced as speed prospecting, right? Or marketing by hand. There's, there's, there's a bunch of ways that I can articulate why it's not literally not networking. It's simply meeting people and treating them very one dimensionally. Will you buy my thing? Or do you know somebody That'll buy my thing right? And those are very short sighted questions that have limited value and keeps people on a treadmill of thinking they need to do more networking or meet the right people. I get this all the time, if I can just find the right people, or if I could just be in the right rooms, right at the right events, and I'm like, or you could just be the person that knows how to build the right relationships, no matter what room you're in. Now, having said that, are there some events, some rooms, some communities, that have a higher likelihood of high value? Sure, I don't want to discourage people from being intentional about where they go, but that's only probably 10 to 20% of the equation. 80 to 90% of the equation is, do you know what to do with the people that you meet when you meet them? Because anybody that's the wrong person, and I simply mean that in the context of they're not a prospect. Knows people that could be a prospect, but you can't just go, Oh, you're not going to buy my thing. Michael Hinkson, do you know, anybody that's going to buy my thing that's no good, because you're not going to put your reputation on the line and refer me somewhere, right until you have some trust in me, whatever that looks like. Michael Hingson ** 28:30 And that's the real issue, right? It's all about trust right down the line. You know, network is meeting more people, meeting more people. That's great. I love to meet people, but I personally like to establish relationships. I like to get to know people, and have probably longer and more conversations than some of my bosses would have liked. But the result and the success of establishing the relationships can't be ignored Daniel Andrews ** 29:05 correct. And I think that you kind of threw in a word there that I think some people will internalize, or it will reinforce some of their preconceptions. And I think it's worth addressing. And I'll just give you a quick example. Six, six weeks ago, four weeks ago, I had a conversation with somebody I was introduced to. His name happens to be Michael as well. Michael, Mike Whitmore. He was impressed with the quality of our first well, it went 45 it was scheduled for 25 and I went 45 because we really gelled. And he invited me to come to a cocktail party that was being hosted by a company he was affiliated with three hour event, and we spoke again later to make sure you know everything was in order, because it involved me flying to Salt Lake City for a cocktail party I did. He was there. We spoke briefly. We both mingled with other. People. I had breakfast with him the next day. This is yesterday that I had breakfast with him. And as we're talking, he's like, Okay, I have 80 people that need what you've got. He's, he's basically, after a few conversations, gonna refer about $400,000 for the business to me, right? And I'm like, Okay, and so what people miss is that you can build that relationship quickly if you're intentional about building the relationship. And where I see the mistake most people make. And God bless Dale Carnegie, and Dale's Carnegie sales training course, right? But that that the model, what I call the cocktail party model, or the How to Win Friends and Influence People, model of getting to know somebody you know. How about that ball team? You know? Did your sports club win? Right? How's the weather up there? Did you hear about the you know, how's your mom, right? When's the last time you were camping with the fam? All legitimate questions, but none of them moved the business conversation forward. And so the ability to build a productive business relationship faster by focusing on the mutual shared value that you have between each other and the business aspects, and including the personal as the icing on the cake is a much better way to do it, and that's why I was very particular about the fact that, you know, when I was talking about my experience with ketco, that it was over time that the personal aspects, that the friendship looking aspects, evolved On top of the business relationship, because it is way easier to mix the ingredients, to put the icing or friendship on the cake of business than it is to establish a friendship and then go, by the way, it's time for us to talk business, right? You need to our client, or you need to let me sell what I'm offering that can get become jarring to people, and it can call into question the whole reason you got to know them to start with, right? So I much prefer the other route. And just one other brief example, speaking with a woman in a in what I, you know, a first paired interview, Quick Connect, 25 minutes long, and she's like, understand, you know, relationships, it's the, you know, it's the way to do it, right? It's the long play, but it pays off over time. And you know, as long as you stay at it, and I'm like, Why do you keep saying it's the long play? Well, because relationships take time. And I'm like, You say so. And we started to run long and realized we had more value, so we booked it. Ended up being about four or five weeks later, because my calendar stays pretty full, and she's so we've been in 125 minute phone call. We start the second zoom with her, with Peggy asking me who's your target market again. And I gave her the description for a $25,000 client. And she said, I have three people that I can refer you to in that space that might might want to be clients. And then she started to try and tell me how relationships are the long play? Again, I'm like, thank you. Hold up. We spent 25 minutes together a month ago, and you started this conversation by referring $75,000 worth of revenue to me. What makes you think relationships are the long play? I think you can make them last if you want them to last, but it doesn't take a long time to build those I said I knew what I was doing with those first 25 minutes. That's why, at this stage of the game, you're looking to refer business to me. Yeah, right, yeah. And so I don't think it's a long you're not establishing a marriage relationship, right? You're not deciding who your new best friend is going to be, right? You're trying to establish a mutually beneficial business relationship and see what it takes you right with the right set of questions, it goes so much faster Michael Hingson ** 33:49 and and that's really a key. And for me, one of the things that I learned in sales, that I really value a lot is never answer or ask close ended questions. I hate yes and no questions, because I learned a long time ago. I don't learn much if I just ask somebody. Oh, so you, you tell me you need a tape library, right? Yes, and you, you ask other questions, but you don't ask the questions like, What do you want to use it for? Why do you really need a tape library today? What? What is it that you you value or that you want to see increased in your world, or whatever the case happens to be, right? But I hate closed ended questions. I love to engage in conversations, and I have lots of stories where my sales teams. When I manage teams, at first, didn't understand that, and they asked the wrong questions. But when I would ask questions, I would get people talking. And I was I went into a room of Solomon brothers one day back in like, 2000 or so, or 2000 early 2001 and I was with. My best sales guy who understood a lot of this, but at the same time, he wanted me to come along, because they wanted to meet a sales manager, and he said, I didn't tell him you were blind, because we're going to really hit him with that. And that was fine. I understood what he what he meant, but also he knew that my style was different and that I liked to get more information. And so when we went in and I started trying to talk to the people, I turned to one guy and I said, tell me what's your name. And it took me three times to get him to say his name, and finally I had to say I heard you as I walked by. You know, I know you're there, what's your name? And then we started talking, and by the time all was said and done. I got everyone in that room talking, which is great, because they understood that I was really interested in knowing what they were all about, which is important, Daniel Andrews ** 35:53 correct? And I mean part of it right, particularly if you're problem solving, right? If you're there with a solution, a sales environment, open ended questions, predominantly the way to go. There's always going to have to be some closed ended right? What's the budget for this? Who are the decision makers in the process? But, and I certainly think a lot of the same ones apply in decision making. Meaning, it's probably an 8020 split. 80% of the questions should be open ended. 20% you know, you know, you just need some data from the other person, right? Because, as I'm meeting people, I need to decide who to refer them to, right? I know I can think off the top of my head of three different resume coaches, right? People that help people get the resume, their cover letter and their interview skills together. And one charges, you know, four to 5000 for the effort, right, depending on the package, right? One charges between 2030 500 depending on one guy charges, you know, his Deluxe is 1200 bucks, right? And the deliverable is roughly the same. Meaning, I've never looked for a job using these people, because I've been self employed forever, but I would imagine the deliverable is probably not three times as or four times as good at 5k at 1200 Right, right? But I need to know the answer, what you charge, because the rooms I will put people in are going to differentiate, right? I actually said it to the guy that was charging 1200 I said, Where'd you get the number? And he told me. And I said, Do you realize that you're losing business because you're not charging enough, right? And he said, Yes, some prospects have told me that. And I said, I'm sorry. Plural. I said, How many? How many are going to tell you before I before you raise your rates? And I said, here's the thing, there's communities, networks that I can introduce you to at that price point, but the networks that I run in won't take you seriously if you're not quoting 5000 for the job. Yeah? And he just couldn't get his head around it. And I'm like, Okay, well, then you're stuck there until you figure out that you need to triple or quadruple your price to hang out in the rooms I hang out in to be taken seriously. Michael Hingson ** 37:57 Yeah? And it is tough for a lot of people, by the way, with that Solomon story, by the time I was done, and we had planned on doing a PowerPoint show describing our products, which I did, but even before we did that, I knew our product wasn't going to do what they needed. But went through the presentation, and then I said, and as you can see, what we have won't work. Here's why, but here's what will work. And after it was all said and done, one of the people from near the back of the room came up and he said, we're mad at you. And I said, why? He said, Oh, your presentation was great. You You gave us an interesting presentation. We didn't get bored at all. The problem was, we forgot you were blind, and we didn't dare fall asleep, because you'd see us. And I said, well, well, the bottom line is, my dog was down here taking notes, and we would have got you anyway, but, but, you know, he was he we had a lot of fun with that. Two weeks later, we got a proposal request from them, and they said, just tell us what we're what we're going to have to pay. We got another project, and we're going to do it with you. And that was Daniel Andrews ** 39:02 it, yeah, and because the credibility that you'd established credibility, Michael Hingson ** 39:07 and that is a great thing, Daniel Andrews ** 39:09 that was part of the discussion I have with some of my clients today when I hold a weekly office hours to see what comes up. And I said, it's just important to be able to refer people to resources or vendors, as it is to refer them to a prospect, right? If you don't have the solution, or if your solution isn't the best fit for them, the level of credibility you gain to go, you know what you need to do? You need to go hang out over there. Yeah, right. You need to talk to that guy or gal about what they have to offer. And the credibility goes through the roof. Well, Michael Hingson ** 39:39 we've been talking about networking, and I think that's everything we've talked about. I think really makes a lot of sense, but at the same time, it doesn't mean that you don't build a network. It's just that networking and building a network are really two different sorts of things. What are some of the most important things that you've learned about building. That Daniel Andrews ** 40:00 works. Sure, there's several, and some of them come as a bit of a shock to people. And I always say it's okay if it's a shock to you, because it was a shock to me. But I don't take I don't have opinions. I have positions based on data. Right? You know that from your from your days as a scientist, what you think ought to be true absolutely irrelevant in the face of what the data tells us is true. But I think one of the important things is that it's possible to give wrong. Adam Grant says in the first chapter of his book, give and take. That if you look at people's networking styles, and I'll use the common vernacular networking styles, you have givers, people that tend to give more than they, you know, receive takers, people whose objective is to always be on the plus side of the equation. And then matchers, people that practice the degree of reciprocity. And I would even argue that that reciprocity and matching is a bad mentality, just so you know. But if you look at the lifetime of success, a career is worth of success. In the top levels of success, you find more givers than takers and matchers, which makes a lot of sense. In the lowest levels of success, you find more givers than takers and matchers. They're giving wrong. They tend to polarize. They tend to either be high achieving or very low achieving, because they're giving wrong. And so I and Michael, let me use his name. We had breakfast yesterday morning after the happy hour, and I said, Mike, are you open for coaching? And he said, You know I am. He said, I didn't have you flat here in Salt Lake City, because I don't respect you. What do you got for me? I said, Josh kept thanking you yesterday for the things you've done for him in his world lately, you know, over the last several years. And he kept saying, What can I do for you? And you said, Oh, no, I just love giving. I love giving, right? You know, it's not a problem. You know, I'm in a great position. I don't need to have a lot of need of resources. And I said, and you're missing the fact that he was explicitly telling you this relationship feels uneven. I said it takes longer to kill it, but you will kill a relationship just as quickly by consistently over giving as you will by taking too much. And it's a little more subconscious, although in Josh's case, it was very conscious. He was actively trying to get Mike to tell him, what can I do for you so I don't feel like I'm powerless in this relationship. And Mike was like, Oh my gosh, I never thought of that. Said, Look, I said, I don't know how your kids are. He said, well, two of them are married. And I said, my grown daughter argues with me over who's going to buy dinner. But I get it because I used to argue with my dad, who was going to buy dinner. Yeah, dinner together, right? It feels weird for someone, even somebody, that loves you, right? And, of course, the only way I can do it with my daughter is to explain, it's her money anyway. I'm just spending her inheritance on her now, it's the only way she'll let me buy dinner every time we meet, and she still insists that she pays the debt, because over giving will get in the way of what we're trying to accomplish, right? That's fair, yeah. And so people miss that, right? I get this law of reciprocity. If I just give and give and give to the world, it'll all come back to me. No, ma'am. We have 6000 years of recorded history that says that's not Michael Hingson ** 43:18 how it works. There's there's something to be said forgiving, but there's also receiving. And in a sense, receiving can be a gift too. So you're mentioning Michael and Josh. Josh would have loved, as you're pointing out, Michael to tell him some things that he could do for Michael, and that would have been a great gift. So the reality is, it's how people view giving, which is oftentimes such a problem. I know, for me as a public speaker, I love dealing with organizations that are willing to pay a decent wage to bring a speaker in, because they understand it, and they know they're going to get their money's worth out of it. And I've gone and spoken at some places where they say, well, we can't pay you a lot of money. We're going to have to pay just this little, tiny amount. And invariably, they're the organizations that take the most work, because they're the ones that are demanding the most, even though they're not giving nearly as much in return. And and for me, I will always tell anyone, especially when we're clearly establishing a good relationship, I'm here as your guest. I want to do whatever you need me to do, so please tell me how best I can help you, but I know I'm going to add value, and we explore that together, and it's all about communication. Daniel Andrews ** 44:48 I think so well. And in the case, you know, just go back to the mike and Josh story real quick, right? There's, there's number one, there's a sense of fairness. And I don't like the word reciprocity or magic, right? I like the word. Mutuality, but there's a sense of fairness. Number one. Number two, it's a little bit belittling to Josh, for Mike to act like Josh doesn't have anything to offer him, right? It's a little bit condescending, or it could be, Mike doesn't mean it that way, right? No, what he means is my relationship with you, Josh is not predicated on us keeping a scoreboard on the wall and that we make sure we come out even at the end of every quarter, right? But, but. And then the third part is, you know, I said, Mike, think of how good you feel when you give. He says, I love it. It's great. That's why I said, so you're robbing Josh of the feeling of giving when you don't give him a chance to give. I said, you're telling him that your joy is more important than his joy, and he's like I never thought of over giving or not asking as robbing people of joy. I said, You need to give the gift to Josh and the people around you to feel the joy that comes from being of use, of being helpful, of having and I said, even if you have to make something up or overstate the value of a of a task that he could do for you, I said, if you literally don't need anything in your world, Mike, find some job Hunter that's looking for work. And say, Josh, as a courtesy to me, would you meet with Billy Bob and see if you can help him find work somehow give Josh the sense that he's contributing to the betterment of your world, even Michael Hingson ** 46:26 if it may not work out that this person, Billy Bob would would get a job, but it's still you're you're helping to further the relationship between the two of you, correct, right? You're Daniel Andrews ** 46:38 helping him feel like he's an equal in that relationship. And that's an important part of it. It really is. It's now I do an important part. I do believe we absolutely should tithe. We should give of our time. We should be at the homeless shelter on Thanksgiving. If that's what we're called to do, we should be, you know, you know, aid to the poor, you know, mentoring junior people who don't have a lot to offer us. I absolutely believe that's true. So when I say give strategically or given a sense of mutuality, but we need clear delineations on you know what we're doing, because if we give indiscriminately, then we find out that we're like the people in chapter one of Adam Grant's book that are in the lower quartile of success, even though we're quote, doing all the right things. And the best way to make you know, the example I give on that, and I'll articulate this little bit, I'm holding my hands apart and moving them closer together in stages, just because the visual will help you here too. But I tell people, right? I hold my hands apart and I say, you know, we're going to spend this much time on the planet alive, right? And this much time on the planet awake, right, and this much time on the planet at work. And then I'll pause and go, these are approximations right, because clearly they are right, and this much time on the planet dealing with other people. So if, if it's true that we only have a limited or finite resource of time to spend building a network with other people, then why wouldn't we choose people whose message is worth amplifying and who we're well positioned to amplify and vice versa? And to make that even more clear for people, if you're a real estate agent, you could find a lot of people that would refer business to you, but you could find a few people that would refer a lot Michael Hingson ** 48:25 of business, a lot of business. Yeah, Daniel Andrews ** 48:27 you could find a mortgage lender, a divorce attorney, a moving company, a funeral home director, a nursing home director, right? And and if you're going to spend time building relationships with people, why wouldn't you find the people who are positioned to touch more people that you need to touch, particularly if there is some mutuality, meaning, as a real estate agent, I would be just as likely to be able to help a mortgage lender, a moving company, a funeral loan director, etc, etc, etc, right? All those things can come into play. And you know, the John gates, the salary negotiation coach, right? And Amanda Val bear, the resume writing coach, anybody can refer business to Amanda, but John's going to refer a lot more business to Amanda. Anybody can refer business to John, but Amanda's going to refer a lot more business to John. And and, you know, given that we've only got a finite number of conversations we're able to hold in our lifetime, why wouldn't Amanda and John be spending time with each other rather than spending time with me, who might occasionally meet somebody who needs them, but not on a daily basis the way Amanda meets John's clients? John meets Amanda's potential clients. Michael Hingson ** 49:32 So here's the other way to spin. May not be the right word, but I'll use it. Frame it. Frame it. So you've got somebody who you're not giving a lot of, let's say a real estate agent. You're not giving that person a lot, but you're giving Elmo Schwartz, the real estate agent down the street, a lot more referrals and so on. Then the real estate agent who you're not referring a lot of people to, comes along and says, You. You know, I know you're really working with this other guy, but you know you and I have have had some conversations, and so how come I can't take advantage of the many opportunities that you're that you're offering? And I, for me, I always rejoice when I hear somebody ask that question, because at least they're opening up and they're saying, What do I need to do? At least, that's what I assume they're asking, Daniel Andrews ** 50:24 yes, yeah, and that's a question that I teach people to ask, under what conditions would you feel comfortable referring business to me, right? Right? And you know, they may go, well, we don't share the same last name, but all my referrals go to, you know, Billy Bob, because he's my brother in law, and Thanksgiving gets weird, right? If he realizes I've been given leads to you, right? You know, it may never happen. Now, in my case, I believe in having multiple referral partners in every industry, right? Yeah, I don't just pick one, because personality plays part of it, right? I mean, and we can go back to real estate just because you say you're a real estate agent, I'm a real estate agent. I mean, we're calling on the same market. Same market at all, right, right? You could be a buyer's agent. I could be a seller's agent. You could be calling on, you know, what's a probate and estate issues? I could be dealing with first time homebuyers and young people, right? And therefore, and a lot of times it's personality, meaning, I personally, is not even the right word approach to business, meaning, there's some people that I would send to Ann Thomason, and there's some people I would send to Kim Lawson, and there's some people I would send to Elaine Gillespie, and some people I'd send to Taco Beals, right? Because I know what each of their strengths are, and I also know what sort of person they want to work with, right? Right? That's 1/3 person would appreciate them. Michael Hingson ** 51:42 And that's the important part that that when somebody comes along and says, How come such and such, you can answer that, and you can do it in a way that helps them understand where they can truly fit into what you're offering, and that you can find a way to make it work, and that's really important. I've always maintained the best salespeople or teachers, pure and simple, in almost everything, and preachers, but but listening preachers. So it is, it is important to, yeah, well, Daniel Andrews ** 52:16 and I bring this up in the context because we have a Bible college here in our town. So when I was a manager for Cutco, right? We get the college kids, right? Some of these seminary students, you know, looking for summer work and right? And they're like, you know, how does sales relate to, you know, being in the ministry later, I said, man. I said, Are you kidding? You kidding? I said, it's the purest. I said, you've got the hardest sales down on the roll. You ask people to pay the price now, and the payoff is at the end of their life. That's not sales. I don't know what is. At least, when people give me money, I give them something for it within a couple of days, you know, I said, I said, You better be good at sales if you're going to be your preacher eventually. Because you the, you know, the payment, the cost comes now, and the payoff, the reward comes later. I said, Man, those are the same but teachers the same way, right? You've got to invest the kids, the kids or the student, no matter how you know and what they're learning and why it's going to be relevant down the Michael Hingson ** 53:06 road, right? Yeah, well, you You clearly have, have accepted all of this. When did you realize that maybe you were doing it wrong and that you re evaluated what you do? Daniel Andrews ** 53:17 That's a great story, and there was a light bulb moment for me, right? I think the kids these days call it the origin story, right? You know. And and to tell the story correctly, but I have to give labels to the other two people involved, because their names are so similar that when I tell the story, I managed to confuse myself who was who. So I was in St Louis, Missouri, which, for reasons I won't go into for this podcast, is a weird town to be involved in B to B business in. They literally would prefer to do business with somebody they went to high school with. It's just a It's strange, but true. And I can go into the background of why it's true. It just is. It's accepted by people that have sold in towns other than St Louis. It's they know that St Louis is weird. Okay, so I'm having trouble not getting the traction I want. Who's in my industry, he agrees that we're going to partner and we're going to have a revenue share. I don't believe in finder's fees, but if you're going to co create the value with me, that's a different thing altogether, right? Writing a name on a piece of paper, I'm not paying for that. But if you're going to go with me on the appointment and help me get the job done. Yeah. Okay, back to the point. So my wingman, right? My partner, I call him wingman for the version this story, local, been around forever, prospect, business owner, right? We've got a B to B offered that's going to be fairly lucrative, because he's part of a family that owns a family businesses quite, quite a large there in St Louis. And we had met with the CFO because that was the real touch point on the business. As far as the value proposition over lunch, the four of us have been there prospect wingman CFO, of the prospect of myself, and it went reasonably well. Out they wanted to follow up to make the decision, which is not, not atypical. So we're back there standing in the parking lot of the prospects business, and the prospect points at me and says, Who is this guy? And my partner says, he's my guy. And the prospect points at me and goes, but I don't know this guy, and my partner says, but I know this guy, and the prospect points me and says, Well, what happens if something happens to this guy? And my partner says, I'll find another guy. And that was the purest, simplest form of what's truly happening when you're building a network. See, my days at Cutco were predicated on some of the same things. I go to Michael's house. I asked the name of your neighbors, your best friends, your pastor, your doctor, whoever you think, and then I would call them Hey, your buddy Michael insen said you'd help me out. So I'm borrowing a little bit of credibility, but the sale was made in the product, right? I'm only asking for a moment of your time, but I expected to show up, meaning I was only borrowing someone else's credibility to get a moment of your time. But I expected to show up and let the product and my Sterling personalities, I like to think of it, shine through and make the sale. There you go. And I realized, because when the prospect pointed me and said, Who is this guy, I thought my partner would say, he's my guy. Daniel, here's your chance to rise and shine, bring it, do that song and dance that you do, right? And he didn't. He kept the focus on the real point, which was that the prospect had credibility with my partner, and my partner had credibility with me. Yeah, right. And, and, and in that moment where he refused to put the spotlight on me, my partner kept it on himself, and he said, Mr. Prospect, don't worry about him. I'm not asking you to trust him. I'm asking you to trust me. And that was the light bulb where I said, Oh, what we're building is not introductions. We're building endorsements. When I get to the prospects door. I have the all the credibility that came from Bert, who referred me right, whatever credibility my partner, Bert, had with the prospect Butch. I show up on Butch is doorstep with that credibility. And when Butch starts to question it, the prospect starts to question it, my partner goes, What do you question? You're going to question him. We're not talking about him. We're talking about you and me, and we've known each other 30 years. What are you doing here? And I'm like, oh, that's why we're doing this. That's the point. I'm not asking to borrow your Rolodex. I'm asking to borrow your credibility. Michael Hingson ** 57:38 And the other part of that question that comes to mind is, did the credibility that Bert and Butch have with each other ever get to the point where it transferred to you, at least in part? Oh, yeah, Daniel Andrews ** 57:55 yeah, we got the sale. Yeah. I mean, that was the conversation where he's like, All right, we're going to do this. I'm like, because it was a big deal. It was a very large deal. And, yeah, but in Michael Hingson ** 58:04 general, you know, I hear what you're saying, and in general, somewhere along the line, the prospect has to say, has to hopefully recognize this other guy really is part of the process and has value, and so I'm going to like him too, correct, Daniel Andrews ** 58:23 and you can drop the ball. It's possible to screw it up, but I'm starting at a level 10 in the case of this particular pair of people, and it's mine to lose, as opposed to starting from zero and trying to get up to five or six or eight or whatever it takes to make the sale, and that's the biggest difference, right? It will, it will transfer to me, but then it's up to me to drop the ball and lose it, meaning, if I don't do anything stupid, it's going to stay there. And you know what was great about my partner was he didn't even not that I would have but he didn't give me any room to say anything stupid. He's like, he's like, let's not even talk. Put the spotlight on Daniel. Let's keep the spotlight on the two of us, and the fact that I've never let you down in 30 years. Why would you think this is going to be a bad introduction Michael Hingson ** 59:09
Today, we'll explore FleetWorks' value in the freight market, an innovative AI-driven company that streamlines communication between brokers and carriers, and its founder's journey in the industry, Paul Singer! Paul highlights the initial challenges faced by Fleetworks related to voice quality and response times, how it enhances operational efficiency through its inbound and outbound calling capabilities, enabling brokers to manage more loads effectively without the need for immediate hiring, the future of freight brokerage, and the transition towards smaller, highly skilled teams leveraging AI for greater productivity, and emphasizes the importance of assessing potential hires for their comfort with AI tools! About Paul Singer Paul is the CEO and co-founder of FleetWorks, an AI startup pioneering the use of autonomous AI agents in the logistics industry. FleetWorks empowers brokers like Capstone, Flock Freight, Loadsmart, and many others by automating repetitive tasks, freeing up teams to focus on building meaningful relationships. Before founding FleetWorks, Paul led the Carrier Product Team at Uber Freight, where he discovered his passion for creating tools that empower carriers and brokers to succeed. Paul holds a degree in Economics from Yale University. Outside of work, he's an avid marathon runner and is often chasing his next finish line. Connect with Paul Website: https://www.fleetworks.ai/ Email: paul@fleetworks.ai
Negotiate Anything: Negotiation | Persuasion | Influence | Sales | Leadership | Conflict Management
Request A Customized Workshop For Your Company In this engaging episode of "Negotiate Anything," host Kwame Christian is joined by Kamran Ansari, a seasoned venture investor with over 20 years of experience in the technology business. Kamran shares invaluable insights from his extensive career in both venture capital and operating roles, including his time at Pinterest where he led strategy and corporate development efforts. Dive deep into the art and science of venture investing, navigating tough negotiations, and building trust in the business world. Key Takeaways: Valuation Dynamics: Understand the complex factors that influence venture company valuations and why higher isn't always better. Human Factors in Negotiations: Learn how trust, rapport, and reputation can fundamentally impact deal negotiations and outcomes. Navigating Tough Conversations: Gain strategies for addressing challenging topics with tact and transparency to ensure mutual understanding and agreement. Follow Kamran Ansari on LinkedIn Contact ANI Request A Customized Workshop For Your Company Follow Kwame Christian on LinkedIn The Ultimate Negotiation Guide Click here to buy your copy of How To Have Difficult Conversations About Race! Click here to buy your copy of Finding Confidence in Conflict: How to Negotiate Anything and Live Your Best Life!
© 2020-2025 Ivy Podcast Discovery LLC
