Podcasts about Indian school

Did you know that according to research provided by the American Cancer Society, more than 2 million Americans will be diagnosed with cancer in 2025? Tune in for an inspiring discussion with Mohit Manrao, Senior Vice President of US Oncology at AstraZeneca, on the rising caner rates among younger adults.  Moments with Marianne airs in the Southern California area on KMET 1490AM & 98.1 FM, an ABC Talk News Radio Affiliate! https://www.kmet1490am.comMohit Manrao, Senior Vice President and Head of the US Oncology Business Unit at AstraZeneca, is responsible for leading commercial strategy and maximizing performance of their expansive oncology portfolio. Prior to assuming his current role in 2022, Mohit served as Vice President, Global Franchise Head Lung Cancer since 2020. Mohit joined AstraZeneca in 2012, holding various roles at the market, regional, and global-level across geographies, including Head of UK Oncology and Head of Daiichi Sankyo Alliance Europe. Mohit's education includes Bachelor of Technology, Mechanical Engineering, Punjab Technical University and Masters of Business Administration, Indian School of Business. https://www.astrazeneca.comFor more show information visit: www.MariannePestana.com

In the words of Murray Porter, "Its not what you say. It's what you do!"

WBEN's Tom Puckett on Gov. Hochul's apology to the Senecas for Thomas Indian School full 80 Tue, 20 May 2025 07:59:00 +0000 cOHy8ZaHz5HsC6HtX21Bf4H59aGMKBx5 news & politics,news WBEN Extras news & politics,news WBEN's Tom Puckett on Gov. Hochul's apology to the Senecas for Thomas Indian School Archive of various reports and news events 2024 © 2021 Audacy, Inc. News & Politics News False https://p

New York Gov. Kathy Hochul apologizes for the state's role in the Thomas Indian School full 791 Tue, 20 May 2025 14:30:52 +0000 UcHzVerid9IAeKdcad39334WT1x2mDLD news,kathy hochul,new york state,wben,seneca nation WBEN Extras news,kathy hochul,new york state,wben,seneca nation New York Gov. Kathy Hochul apologizes for the state's role in the Thomas Indian School Archive of various reports and news events 2024 © 2021 Audacy, Inc. News False https:

This episode of Two by Two was first published on 17th April 2025.Premium subscribers of The Ken have full access to ALL our premium audio. They are available exclusively via The Ken's subscriber apps. If you don't have them, just download one and log in to unlock everything. Get your premium subscription using this link.Not a Premium subscriber? You can subscribe to The Ken Premium on Apple Podcasts for an easy monthly price (Rs 299 in India). The channel includes ALL our premium podcasts.-Today's episode is about something you wouldn't have heard of – search funds. Initially, we thought this would be something arcane and boring, but the more we read about it, the more it started to sound like an arrangement that sounds too good to be true.Search funds invert and twist all our conventional ideas of how people start, build, scale and fund businesses in India. It's an old model that has been somewhat popular in more developed markets and is just starting to get some traction in India. For the tens of thousands of small and medium businesses in India that have achieved a level of success and want to go to the next level, the answer may just be…search funds. This episode is about a model that's full of contradictions. It's about entrepreneurs who aren't founders. It's about VCs who spend the first few years raising money and then spend the next few years actually running the business they raise money for. It's also about operators who decide first that they want to become CEOs and then search for the companies they are going to lead.And plot twist…all of these are the same person.And in today's episode, we have two wonderful guests who are here to tell us how they're doing this.Anurag Sinha is the Managing Partner at Milestone Search Capital, one of the pioneers of the Search Fund model, and his bio says, “Looking to buy a great business”.Anurag's journey as a business leader began with entrepreneurship at the age of 17, where he spent his formative years building ventures across Healthcare, Consumer Tech, and Retail.In his latest role, Anurag was the CEO of Raam Group, an automotive retail conglomerate in India. Anurag oversaw businesses generating a topline of $100 million and managing a workforce of over 800 people. With over 12 years of experience spanning entrepreneurship, rapid-scale startups, and leadership roles in traditional business models, Anurag is now embarking on a new chapter: acquiring and scaling a promising business.Anurag holds an MBA from INSEAD, where he studied across both the France and Singapore campuses. Prior to that, he earned a B.Com (Hons) from Delhi University.Rehan Netarwala is the founder and managing partner at Okintek Capital, where he's looking for an SME business to grow and scale. His bio says, “Looking for a great SME business to acquire and grow”.Prior to starting Okintek Capital, Rehan was the co-founder of Savage and Palmer, where he helped SME entrepreneurs run and scale their businesses with our wide range of solutions right from Digital Marketing to Accounting & Taxation. Rehan is a graduate of the Indian School of Business and has a B.E. from Mumbai University.In this week's episode of Two by Two, co-hosts Rohin Dharmakumar and Praveen Gopal Krishnan sit down with Anurag Sinha and Rehan Netarwala to break down why and how search funds do what they do.Welcome to episode 38 of Two by Two.–Get you tickets here – https://the-ken.com/event/building-unique-career-lattices/–First Principles is back with a new season.Listen to the first episode with Vidit Aatrey, co-founder and CEO of Meesho – https://the-ken.com/podcasts/first-principles/vidit-aatrey-on-building-a-problem-first-mindset-into-meeshos-culture/–This episode of Two by Two was produced by Hari Krishna. Rajiv CN, our resident sound engineer, mixed and mastered this episode.If you liked this episode of Two by Two, please share it with your friends and family who would be interested in listening to the episode. And if you have more thoughts on the discussion, we'd love to hear your arguments as well. You can write to us at twobytwo@the-ken.com.

A tattered mansion on 8th Street, which still stands today, was once the home of U.S. Senator Porter J. McCumber of Wahpeton. Five blocks north of the old silk-stocking block is the Wahpeton Indian School, now known as the Circle of Nations.

Dr. Khwaja Moinuddin grew up in India with what he calls a “normal childhood”. He attended high school and then received his bachelor's degree in mechanical engineering in his home town. With some convincing and soul searching he then came to the United States and attended Texas Tech university where he obtained his Master's degree and began working toward obtaining a PhD. Khwaja tells us about his time at Texas Tech including how, when funding grew hard to get, he overcame his fears and adversity and found a job that helped him stay in school. Even so, while working on his Doctorate degree he secured a job with 3M and, as he tells us, he learned a lot and even today he is grateful for the opportunities he had at this company. Eventually, however, under the advice of others he did finish his PhD, but not in Mechanical Engineering as such.   Khwaja began learning about organizations, how they worked, why often they didn't work well and he developed ways to help people at all levels of organizations learn how to stop being so resistive to change and thus develop more positive attitudes and constructive methods of accomplishing tasks.   We get to hear much wisdom from Khwaja on leadership, resistance to change and how to better accomplish tasks by being more open to new ideas. This episode is a MUST for everyone if you are at all open to learning some new ideas and growing to be better in whatever you do at work, in life and at play.       About the Guest:   Dr. Khwaja Moinuddin is a renowned leader in Continuous Improvement, Change Management, and Business Transformation, with over 22 years of hands-on experience driving measurable impact across diverse industries. His mission is clear: to help organizations embed a culture of excellence, resilience, and continuous learning - not as a temporary initiative, but as a way of working. Whether leading large-scale change programs, coaching executives, or transforming operational models, he has built a reputation for delivering tangible business results and lasting cultural shifts. With deep expertise in Continuous Improvement, Change Leadership, and Robotic Process Automation (RPA), Dr. Moinuddin partners with organizations to challenge the status quo, eliminate inefficiencies, and create high-performing teams. He has worked across multiple industries, functions, and global markets, collaborating with executive leaders, middle managers, and frontline employees to break down silos and drive sustainable transformation. His holistic approach ensures that strategy, execution, and people engagement work in tandem, because real change happens when employees at every level take ownership of improvement. A passionate thought leader and author, Dr. Moinuddin has distilled his years of experience into two books that serve as practical guides for transformation:   "I.N.S.P.I.R.E. - An Adaptive Change Excellence Model and Guide of the people, for the people, by the people" – A framework for leading people-centered, high-impact change initiatives. "Are You (Really) Listening?: Decoding the Secrets of Unheard Conversations" – A deep dive into the power of listening as a critical leadership and change management skill.   Dr. Moinuddin's philosophy is simple: transformation is not about tools, it's about people, mindset, and discipline. If your organization is struggling with change fatigue, leadership misalignment, or resistance to new ways of working, he can help you turn obstacles into opportunities and create a culture where excellence thrives. Let's connect and explore how we can drive real, measurable business impact, together!     Dr. Khwaja Moinuddin's journey is a testament to the power of perseverance, continuous learning, and an unstoppable mindset. Born and raised in a simple middle-class family in Pondicherry, India, a former French colony - he completed his schooling and earned a Bachelor's degree in Mechanical Engineering before moving to the U.S. to pursue his Master's in Industrial Engineering. At Texas Tech University, he excelled academically, achieving a 4.0/4.0 GPA in his major (Manufacturing) and an overall GPA of 3.83/4.0. While pursuing his degree, he also worked as an intern for Rhodia Inc., a chemicals manufacturing company, gaining valuable hands-on industry experience. Khwaja began his career as an Industrial Engineer with 3M, where he learned the foundations for his expertise in Continuous Improvement (CI) and Change Leadership. Over the years, he obtained multiple professional certifications, including Lean Six Sigma Master Black Belt, Certified Change Practitioner, Certified Prince2 Practitioner and Certified Scrum Master. His career took him across the globe, leading large-scale transformation initiatives in world-renowned organizations such as Ocean Spray Cranberries, Shell, Maersk, GARMCO, HSBC, and PDO (Petroleum Development Oman). Despite a demanding global career, Khwaja pursued his passion for learning, earning a Doctorate in Management Studies and a second Master's degree in Psychology while working full-time. His belief "To Learn is to Breathe" has shaped his leadership philosophy, helping organizations embrace change, embed a culture of excellence, and achieve breakthrough results. Beyond his professional accomplishments, Khwaja is a devoted husband and father. He fell in love with and married his wife, Sangeetha, while in the U.S., and together they have a 15-year-old son, Tanish. They now reside in Chennai, India. Dr. Khwaja travels frequently for his consulting work, and he continues to inspire businesses, leaders, and professionals to transform their organizations, and themselves - with an unstoppable mindset.   Ways to connect with Dr. Khwaja:   https://www.processexcellencenetwork.com/contributor/khwaja-moinuddin https://www.journeytowardsexcellence.com/ https://www.khwajamoinuddin.com/ https://www.journeytowardsexcellence.com/ https://www.khwajamoinuddin.com/     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 ** 01:20 Well, hello again, everyone. I am your host once again. Michael hingson, and you are listening to unstoppable mindset. We're really glad you're with us, wherever you happen to be in the world, and wherever we happen to be talking in the world. And today we're actually talking to Dr Khwaja Moinuddin from India. So it's a long distance boy signals travel a lot faster today than they did when we used covered wagons or Coney pony expresses. So I'm really grateful for the fact that we get to use Zoom and computers and do things in such a meaningful way. So anyway, here we are. Kwaja has written two books, and I know he's going to tell us about those, so I'm not going to give a lot of that away. He has been a transformational leader. He also has a background in mechanical engineering, and that fascinates me, because it seems to me, it's interesting going from mechanical engineering to being a transformational subject matter expert and expert by any standard. So I'm going to be curious to hear about that. But anyway, meanwhile, Khwaja, I want to welcome you to unstoppable mindset, and thank you for being here.   Dr Khwaja Moinuddin ** 02:28 Thank you. Thank you, Michael, it's, it's indeed an honor to be on your podcast. And you know, as as we have been discussing, I'm no expert by any means. I have just gathered years and years of experience, 22 plus years of experience, and I'm still learning and continuous improvement, transformation. It's an ocean. So the more you know I learn, the more I feel like I don't know much. Yes, there is to learn, yes.   Michael Hingson ** 03:05 Well, I know exactly what you're saying. I think if we stop learning, then we have really let ourselves down and let the world down. We need to continue to learn. And I very much enjoy doing this podcast, because I get to learn so much from so many people. It's really a lot of fun. So I want to again, thank you for being here and looking forward to all that we get to talk about today. So let's get to it. I'd like to learn a little bit about maybe the early Khwaja Growing up and so on. Tell us a little bit about you growing up in India and so on.   Dr Khwaja Moinuddin ** 03:38 Yep, I'm from a very small town in Pondicherry called Pondicherry in in India, the closest big city is Chennai. It's about 160 kilometers south of Chennai. It used to be a former French colony. Now the place has been changed. I mean, the name has been changed from Pondicherry to Puducherry. But growing up, I'm the youngest of two kids. I have a brother. He's four years older than me, and my parents were typical middle class, lower middle class, both working parents. They worked really, really hard to put me and my brother through to school. They took care of us, they protected us. So I'm really grateful for my parents, my mom, my dad and my brother also could be quite me, you know, when I was young. So I'm really grateful to my family, because we were just the four of us in our family. Growing up, I went to a public school, initially, I went to a private school, and. Uh, but then my parents couldn't afford the fees, so we moved to public school, and I did all my schooling and my bachelor's in mechanical engineering in Pondicherry. So born and brought up in Pondicherry, which was a small fishing village, didn't know much about the real world until, you know, I graduated and stepped out of India for the very first time to go to the US to do my master's degree. My childhood was, was, was normal, you know, on a living on a on a coast. So I really enjoyed living near the beach. We didn't live very far away from the beach, just maybe, you know, maybe 100, 200 meters away from the beach. Growing up, I had a lot of friends, so we would be, would take our bicycles and and, you know, ride all over the town because it, you know, it wasn't as crazy as it is now with all the traffic and stuff, it was less congested. And the good thing about Pondicherry, an interesting fact is, because it was designed by the French, all the streets in Pondicherry are at right angles to each other. So you would never get lost if you are in Pondicherry, in the middle of the Pondicherry, because wherever you go, if you take a right turn and another right turn and another right turn, you will end up at the same place. So you will never get lost. That's an interesting fact in Pondicherry. How about Pondicherry?   Michael Hingson ** 06:39 So it certainly is a whole lot easier to travel around pontichery than it is to travel around Washington DC by any standard, I think. So yes, there's a lot of Angular streets and streets that go in different directions in Washington. So yeah, I think I'd like pot of cherry that's pretty good. So did you learn to fish?   Dr Khwaja Moinuddin ** 07:03 Not, not, yeah. I mean, I did learn how to fish, but more swimming. Used to go to the ocean almost every day. You know, I think I practically spent a lot of time on the beach with my friends and in the playgrounds. Our playgrounds used to be huge growing up, unlike now, they have become so small and condensed with all the, you know, development, the real estate that's growing in India, in Pondicherry and in India in general. But, but yeah, I did learn how to fish, you know, not using, like a fishing rod in the in the US, but using, you know, the the fishing, the the thread, you know, the nylon wire, fishing net, yeah, yeah. Not, not the net, but the wire, just was the single wire,   Michael Hingson ** 07:58 well, so you what, what got you into mechanical engineering?   Dr Khwaja Moinuddin ** 08:05 Well, you know, as, as all of my fellow Indians would say, in India, you are either an engineer or a doctor first. So, so I really had no choice. I had to become an engineer or a doctor. I didn't score enough to become a doctor, so I naturally became an engineer. But since I have to become an engineer, I was looking at, you know, all the different fields of engineering. What fascinated me was, you know, the field of mechanical engineering, because I heard from several of my friends and colleagues that mechanical engineering is an evergreen field, and typically, mechanical engineers can fit anywhere. And they were really, really they were, they were 100% correct. And I'm glad I chose mechanical engineering and I really liked my subject, because that what I am today would not be if I hadn't learned about mechanical engineering. Well.   Michael Hingson ** 09:07 So you, you got your bachelor's degree, but then you, as you said, you stepped out and you, you actually came to the United States and went to Texas Tech to do your advanced degree. What made you do that? That's moving a long way from home, yep.   Dr Khwaja Moinuddin ** 09:23 So some of my my my friends and my seniors, also, when I was doing my mechanical engineering, they were talking about something called as a GRE or a TOEFL. It sounded Greek, like Greek and Latin to me. I didn't know what it was. I had no intention of going to the US initially. My intention was to get a job and earn a lot of money and and I was almost done studying at that point of time, you know, learning subjects like thermodynamics and lot of advanced mechanics. Engineering stuff for four years really wears you out. But my my seniors and and my cousin also, and my uncles and a lot of my relatives, they said, you know, if you don't do your masters now, and if you go straight away to work, you may not have the inclination to learn more. So they really, they really prompted me or nudged me to do my Masters also, and and my mom, of course, she has been a great, great, great driving force behind me. She She encouraged me to always, always, always learn. She herself has, you know, so many degrees I cannot, I don't even know how many degrees she has. She has master's degrees and Bachelor's degrees in in, you know, all sorts of areas. And to this day, you know, she she keeps learning, and she has been a teacher for about 45 years now. So so my mom, along with my relatives and my friends. They said, You know, you need to study more so. So, you know, I had actually got a job, you know, in my fourth year. And I got a job through on campus interviews, you know, like a career fair in the in the US, similar to a career fair in the US. So I gave up that job and I wrote GRE and TOEFL. I worked hard. Got I did not get like flying colors, but I got, I got good grades in GRE and TOEFL, and then I applied to universities. Initially I was going to be an aerospace engineer, but then my friends also told me that maybe that's a difficult field to get a job in in future, because it requires, you know, us, security clearance and stuff. So you're you're better off doing something which is related to mechanical engineering, or even mechanical engineering. I didn't want to go too much into technical stuff, so I explored industrial engineering, and I found, you know, the courses and all that stuff were really to my liking and to my interest. So, so then I chose industrial engineering and Texas Tech specifically because of the industrial engineering program they had. So then and, and that's one, one thing led to another. And then I landed in Texas Tech University.   Michael Hingson ** 12:26 Well, that must have been fun. So you had lots of new experiences. You learned about football and all sorts of other things in addition to your academic studies. Yes,   Dr Khwaja Moinuddin ** 12:36 yes. Red Raiders. Go Red Raiders. Yeah, right.   Michael Hingson ** 12:40 Well, and I, I went to UC Irvine. I don't know, I still don't know if we have a much of a football team today. We have a good basketball team, but go anteaters anyway. So it's, it is interesting how our lives change and how we end up, how God gives us different opportunities? And then, of course, the issue really is us taking those opportunities and moving forward with them. When you You certainly did. You stepped out and you moved to the United States, you went to Texas Tech, you got your bachelor's, and where did you get your PhD?   Dr Khwaja Moinuddin ** 13:19 So I got my master's from Texas Tech, and I was, I also started to do my PhD in industrial engineering in Texas Tech, but unfortunately, I didn't finish, because the the department ran out of funding, and I had to search for a job. So I started to, I got my job in 3m as an industrial engineer. But I also did an internship in another company called Rodia, which is a chemicals manufacturing company. But then, you know, while I was doing, while I was, you know, still pursuing my full time job, I really wanted to go back to Texas Tech and complete my PhD, because I had completed all my coursework, except for the which was the dissertation which was pending. And you know, at that time, one of the professors told me, quadra, try and complete your PhD, otherwise you will regret it. I still remember his words to this day. I should have, you know, looking back, I should have stayed back in Texas Tech and finished my PhD. I should have, you know, borrowed some more money and finished my PhD in industrial engineering in Texas Tech. But nevertheless, what I did is I did my doctorate, professional doctorate in management studies in Indian School of Business Management. So slightly different. But, you know, I didn't, I didn't actually want to go for an MBA. So I want I did the doctorate in management studies because I was more interested in organizational behavior, operations. Management in that field. So I got it in 2012   Michael Hingson ** 15:07 Wow. So you, you, you did complete it, even though, again, it went in a slightly different direction. But what was your interest that that took you into a little bit more of a business oriented environment, because you had clearly been in mechanical engineering and in that discipline for most of your studies.   Dr Khwaja Moinuddin ** 15:25 Yes, yes. So, you know, when I was doing my master's degree in Industrial Engineering, you know, and I got interested in continuous improvement, lean, Six Sigma, transformation, change management in that field, more as I was doing my masters in industrial engineering. And then when I got my first job in in 3m 3m is a great company, as you know, you know, I learned all the basics of my lean, Six Sigma change management, you know, hands on in 3m and I'm still grateful to this day that my very first job was in 3am actually, it's a funny story, because, you know, I got the job in 3m on the same day I was interviewed. So the I was very lucky. I think the the line manager really liked me, and he said, kwaja, I'm going to hire you on the spot. So I was, I was really, really, you know, ecstatic on that day, and I still remember that feeling to this day, yes. So what interested me to coming back to your question was when I was working in 3m they have a good mentorship program. So they asked me, you know, how do you want your career to be? You know, where do you see yourself in five years? In 10 years? In 15 years? How do you see yourself growing? And I said, I want to grow in the technical field. I want to become like a subject matter expert in Lean, Six Sigma, Black Belt, Master, Black Belt. And I want to grow in the technical field. And I remember the mentor, she told me, kwaja, while that's a good thought, but you will not grow much if you are purely technical, you will grow more if you combine your technical expertise with management, how to lead people, how to manage people, how to do change management with people so she actually, you know, planted the seed in me to do more of, you know, people management role. And for that, she prompted me to do more courses in people management, leading teams, how to work and collaborate with, you know, cross functional teams. And that interested me, and I started to search for courses that would give me that exposure. And then, you know, given the fact that also I took some courses in my master's, or when I was doing my PhD in industrial engineering, it prompted me more to move away from technical rather than getting a PhD in industrial engineering, to do adopt rate in management studies. And hence I, you know, slightly moved into the people management, operations management, into the softer stuff of managing people and getting stuff done through people, through others.   Michael Hingson ** 18:14 Well, nothing, nothing wrong with that. I know my background was in physics. But along the way, there came a time that I was confronted with an opportunity to take a job that wasn't directly related to physics, and I chose to do it. But out of that, I ended up being put in a situation once where I had to make a choice to either go find a new job or change from doing kind of human factors studies and other things related to a product going in instead into sales, and I chose to go into sales, but my reasoning was, It's difficult enough for blind people to get jobs. Finding a new job would be really a challenge, whereas an opportunity was being offered, and it was a good opportunity, so I accepted it. So again, I know that many times we do find that there is a an opportunity that comes along that maybe we don't expect, and if we take it, it's the right way to go.   Dr Khwaja Moinuddin ** 19:14 Yes indeed. And your story has been fascinating, Michael, to be honest with you, it has been, you know, it's very inspirational. Your story, me and my wife, we were sharing, you know, how you how you overcame adversity, that's really, really, really inspirational.   Michael Hingson ** 19:33 Well, thank you. And I, I appreciate that. And you know, to me, it's just how we live life, and we sometimes we're presented with challenges and and we have to deal with those challenges, which is, of course, our role, and if we don't, then we're the losers for doing it. Well, in your case, did you ever have a defining moment or a situation where, if, since we call this unstoppable mindset, where. Kind of a mindset really affected you and to help you through it.   Dr Khwaja Moinuddin ** 20:05 Yeah. I mean, many, many, many, many situations, there's never a dull day in continuous improvement, so it's full of challenges. Always, always. You know, in every organization I have worked for, there have been challenges in terms of, you know, how to deploy continuous improvement, how to take people with you in the journey of continuous improvement. But one of the things you know early on, when I was doing my my master's degree, is, you know, I think that that laid the foundation also for me to become more resilient and more adaptable. You know, when, when my department said they didn't have funding I wanted to, and this was, you know, when, when I was doing my master's degree, not, not, you know, when I went into my PhD, when I was doing my master's degree, after a semester, they said they didn't have enough funding. So a lot of my colleagues, you know, those who are in engineering, whether mechanical or industrial or or chemical or petroleum engineering, they would they were searching for jobs. I think it was the summer of 2001 and since it was summer, a lot of professors were on were on vacation, and I went door to door, knocking on every professor's, you know, Office, Office door. And almost everybody you know, kind of, you know, either shoot me away or said, you know, we don't have funding. Or, you know, their doors were closed because they were on vacation. So one of the, one of the things I did, you know, you know, I was very, very frustrated. I couldn't sleep. So I thought, What am I doing? What am I doing? What am I doing wrong here? Why am I not getting the funding. Why am I not getting a research assistantship? So as I was laying on my on my bed that that night, one evening, I thought to myself, and an idea came to me, why don't I go into Texas Tech University's Health Sciences Center, which is slightly far away. It's, you know, we have to walk, like, at least half an hour to get to the Texas Tech University's Health Sciences Center. And it's predominantly, you know, biology, Health Sciences Center. So nobody, none of my colleagues, had gone there to look for a job. So I thought, why not go there? Maybe I will find some luck. So initially, you know, I was told, No, you know, you don't have a biology background or, you know, we don't have jobs here. But on the third day, one professor, you know, as I was, I thought, you know, my day, on that day also is going to be a disappointment. Around five o'clock that evening, when I was about to go home and I noticed one professor's door was open. His name is branch Schneider, so if he's, if he's watching, you know, I'm grateful to him also for this brand Schneider. He is the professor in oncology department in Texas Tech University Health Sciences Center. So I approached him, his door was open, and I told him, I'm searching for a job. Any job? Would you be able to give me a job? He thought, he thought about it, and without hesitation, you know, he said, I do have a job, but you may not like it. And he said, You know, it's it involves washing dishes, bakers. Are you comfortable in doing it? I said, I thought about it, and I said, I can do it if it helps me to get in state tuition. And he also thought about it, and he said, Yeah, I think that should not be a problem. And once I agreed to do that, then he said, I don't want you to just do that. I want to use your engineering skills to help me with research. You know, doing some reports, research, reports and analysis using your engineering skills. Would you be able to do that? I said, That's my specialty. I would be glad to do that. So, you know, one thing led to another, and then, you know, he gave me the research assistantship, and you know, I was able to continue with my with my master's degree without, you know, burdening my parents. Because, you know, I had got a huge loan to go to the US, as you know, going to the US during those times is not, is not cheap. It's very expensive. So, you know, I think that's what, that's what laid the foundation. So I thought, you know, nothing is impossible. So if I can do that, I think I can convince people to do change management, at least my change management skills, and, you know, my Lean Six Sigma skills to do the continuous improvement in organizations. So I think that one moment, I think, was, you know, when, when I got that. I didn't realize that, you know, when I got back to my room and I told my friends that, you know, I had got this job, everybody's jaw dropped. They said, You have done something impossible. So they said, you know, we are now going to go to Health Sciences Center also. So I think a lot of our engineering guys went and knocked doors in Health Sciences Center, and they began to get jobs there. I   Michael Hingson ** 25:24 remember once, one of the first jobs my brother ever got. He was, I think, in high school. He had gotten to high school, and he went to apply at a restaurant for a job, just to earn some money. And the owner said, Well, you know, let me think about it. Would you go outside and we got some weeds out in the in the area around the restaurant, would you just pull the weeds? And my brother said, Sure, why not? I don't have anything else to do. So he went out on like, in a half hour, he had, excuse me, he had pulled all the weeds. The manager came out and was just absolutely amazed that he had had done all of that. And he said, Well, okay, and I thought about it, I'll give you a job. And of course, he was really being tested. Would he go out and do whatever he was asked to do? Which Which he did do? And when he came home and told my parents, and I was there at the time about that, they said, you understand that this guy was just testing you to see whether you would do whatever needed to be done to help the restaurant. And you passed, and he got the job. We never know where things are going to come from. And indeed, yes, we should be open and be willing to explore. It's always a good thing when we do that. I haven't thought about that in years, but you just reminded me of that story, and it's a great story, and for me, it was a lesson that you've got to do sometimes different things, and when, when you're really asking for someone's assistance, you also need to look at what they're asking you to do, and you need to do what they're asking   Dr Khwaja Moinuddin ** 27:01 yes, unless it's to shoot No, I'm not going to go out and   Michael Hingson ** 27:07 shoot someone. But that's a different story. But well, that's great. Well, now, while you were in the United States, you also went off and got married, huh?   Dr Khwaja Moinuddin ** 27:18 Yes, I did.   Michael Hingson ** 27:21 Well, that was a that was a good thing. That's another good reason to have come to the US. Yes, now, is your wife from India or the US?   Dr Khwaja Moinuddin ** 27:33 Well, it's a, it's an interesting story. Once again, we she, she is. She's two years younger to me, and, you know, we met at a birthday party, and in, you know, at a professor's daughter's birthday party. And I initially thought I knew her from somewhere, so I was very, very shy to to approach her. But then some of her, some of her friends, or, I think some of my friends who knew her, they asked me if you know I would be okay to drop them to their house. So when I was, when I was driving, I looked at her through the, you know, the rear view mirror, yeah, and I, I liked her a lot, so, but I didn't know whether she was looking at me at that time or not. But then later, I told her that I was looking at you when I was driving. And then, you know, one thing led to another, and you know, we dated. She's from India, so she was also doing her master's degree. When, when, you know, at the time, you know, I was doing an internship in in a chemicals manufacturing company in Vernon, Texas, which is in the middle of nowhere. And I used to drive three hours from Vernon to Lubbock because I thought Lubbock was in the middle of nowhere. But then, when I was when I was working in Vernon, which is just no like a small town of 10,000 people, then when I used to drive back to Lubbock, it was like heaven, Paradise. I could see many people in Lubbock. So when I was driving back and forth. And I was in, I met her in this, in this party, and then we started to date. And then, you know, we got, we got married in the US in 2000 we were dating for a very long time. We lived together also for for a long time, we got to know each other. And then we got married in 2008   Michael Hingson ** 29:42 Ah, well, that's great. Congratulations. How long have you been married now? Thank you.   Dr Khwaja Moinuddin ** 29:48 Well. We have known each other now for 21 years since 2004 Yes, and we have been married since 2008 so 17 years. Wow. Congratulations. Thank you, thank you. And we have a son, 15 years old. And yeah, we, we are still, you know, happily married to each other, and she, you know, she has been a great support for me, not only in times of happiness, but but especially, you know, when I get frustrated, when when I'm not in such a good mood, or when I feel dejected, she has supported me tremendously, and she's still supporting me tremendously, but   Michael Hingson ** 30:30 I bet that goes both ways.   30:33 Yes,   Michael Hingson ** 30:35 you have to be more stable than you.   Dr Khwaja Moinuddin ** 30:41 Yes, well, I think she's more emotionally matured also. Then I don't want to tell her that, but she may know after this podcast   Michael Hingson ** 30:52 well. So you do a lot of work in working with people involved in resistance and change and continuous improvement, and you deal with people with resistance and change. How do you push back? And how do you push beyond that? How do you get people who are so resistive to change to to agreeing to change? You know, the reason I ask is that we all we all hear people talk all the time about how change is important. Changes is necessary, but none of us really want to change. How do you deal with that?   Dr Khwaja Moinuddin ** 31:26 Yes, so, you know, over the years, this is what, this is what I have learned also. And you know, I, I did my masters, my second masters in psychology, and that helped me a great deal. Also, I've always been, you know, fascinated with the psychology of human behavior. So I always wondered, you know, even when working in 3m or in my first company as an intern, I always wondered, you know, why? You know, even if a change is good, why are people resisting? And years and years passed by, I always, I always thought that, you know, we can, we can always convince people with rational, logical stuff, with data. But then I found out, you know, through through trial and error, I don't get convinced using logic. I have my own ways to resist. So when I learned about how I am resisting, I thought that's natural. Then how people, other people would resist. Because, you know my girlfriend at that time, who is my wife. Now, when she used to suggest something I would resist, that. She would say, quarter, you're not organized, you know, let's, let's get the house organized. And I would resist it because, you know, getting organized is a good thing, but then I had my own way of doing stuff. So, you know, to this day, I still resist, by the way, and she's still trying to convince me to get organized, but you know, I know why I resist. You know why I'm resisting. I know how I resist. So you know that, that you know early on, helped me, that, you know, people resist because we are trying to change them. It's not the change, but it's we are trying to change them into something that they don't want to so, for example, you know, one of the one of the line managers, or one of the leaders in a company that I worked for, he was completely against continuous improvement. He was telling me, I have been doing continuous improvement quadra, for 20 years, I don't need you to come and tell me how to do my job and how to improve it. And he was very open about it. I'm so glad he was. He was so open about it. Because, you know, I have also seen people who resist very covertly. They would say yes in front of you, and then, you know, go back and do their own stuff, or, you know, they won't do anything at all. So I wanted to understand him, why he felt that way. And, you know, I went on, you know, plant walks with him, and he was very proud when we were when we were walking around the plant, he showed me all the improvements that he did. So I told him, Bill, his name is Bill, what you're doing is continuous improvement. Bill, so I'm not trying to tell you to do your job. I'm here to tell you how to I'm here to help you how to do your job in a more structured way. And that's what CI is all about. So when I said that, immediately, he said, you know, guaja, I wish somebody you know, in your place, had told me that earlier, because people who had before you, who came before you, they were all about tools and templates. And I hate to use tools and templates. I'm more of a practical guy. So then that was a learning for me, also that, you know, that was an aha moment for me, that people, you know, certain people, have. Certain way of learning, and certain people have certain way of improving, but we all want to improve. So if we guide people in the right direction, and we talk their language, you know, we use their frame of reference, we use their language and and we see what are their pain points, and we try to help them overcome those pain points, then people would naturally, you know, you know, get the we would get the buy in for for the change, and people would not resist so much. So at the end, you know, what happened is Bill became a huge supporter of CI, not only a huge supporter of CI, he passed my green belt exam. Also, I coached him, and he passed my green belt exam. And he was, he was very happy. Initially, he was, he was, he was reluctant to even attend my course. But then, you know, after he went through the course, and then, you know, after we built the rapport. And then I, and then I told him, I'm not trying to replace you or, or I'm not trying to steal your job or, or I'm not telling trying to, you know, tell you how to do your job, because that's not what I'm here for. I'm here to help you. And continuous improvement is a more structured way of doing things, because you may be doing in trial and error, and by doing trial and error, you know, you may be making some costly mistakes, but when we apply it in a structured way, we can avoid 19 99% of errors, most of the time. So he really liked that approach. And he liked my approach of making things very, very practical, not speaking, you know, in heavy technical terms, not using the jargon and explaining it to him, you know, in his own language. That's what helped, you know, reduce the resistance. And over the years, what I have done is also, you know, adapt my way of how I'm approaching resistance. One of the courses which I took, and it was a certification course, also was, you know, instead of waiting for resistance to happen to you, we should approach resistance proactively. You know, when we announce a change, we should naturally expect resistance, and when we have resistance, it's a good thing. I have never, I never heard about it before, before I attended the course. I thought always resistance is bad. I thought resistance is something that we need to fight. We need to convince people, and those people who resist, they don't know what they're talking about. I used to see them as, you know, almost like enemies at workplace. This guy is against CI, why doesn't he or she gets CI, why are they, you know, resisting so much. Why are they criticizing me so much? I used to take it personally also. Later, I learned, you know, not to take things personally as well. So what I what I found, was that we should surface resistance proactively, whether you know it is in work life or in personal life, you know, when we are trying to do something out of the ordinary. When we are trying to improve something, we should expect resistance. And if there is no resistance, then that means either the resistance has gone underground, right, which has gone into COVID stage, or people have not understood the why. You know, what is this change? What is this? How is this going to affect me, people have not understood what you're talking about. So when we explain things, we should naturally expect resistance, and resistance helps in improving, you know, what is whatever we are trying to implement, you know, whether it is like a ERP implementation or, you know, Lean Six Sigma, or a transformation project, digital transformation, anything that we are trying to do, if people are resisting or if people are expressing concerns, it's a good thing. That's what I have learned over the years. Yeah,   Michael Hingson ** 38:50 at least, at least then they're open and they're talking to you about it, which is important. So how do you deal with the person who says, you know, like, like, Bill, I've been involved in continuous improvement, and maybe they really have, but you're talking about change, but in reality, what we have is working, and I'm not convinced that changing it is really going to make a difference. And you know, how do you deal with that?   Dr Khwaja Moinuddin ** 39:21 Yep, again, you know, over the years, I have so many stories this. This story, again, is some of the organizations I have worked in this. This particular person was, was saying the same thing. You know, it was one of the TETRA pack manufacturing lines, you have seen the TETRA pack, right? So the the TETRA pack where juice is packed, or milk is packed, or any beverage is packed, right? So these Tetra packs, when they were producing those Tetra packs of juice, they had. An issue of the juice packs being either overweight or underweight. So they had this continuous issue on the line, not just one line, but I think three or four of the lines, so consistently, it would be either overweight or underweight. And if you are consistent, if you are having the overweight or underweight, you would be audited, and you would get into all sorts of trouble. And moreover, you know, you're losing money if you if the pack is overweight and if the pack is underweight, somebody can, can, you know, file a claim. Customer complaints would increase. So this, this particular line manager, he said, you know he was, he was avoiding me. And I know that he would, he would avoid me so, but he, you know, at that point of time, he had no choice. So he said, kwaja, I have a few ideas, you know, I don't before, you know, you come and tell me, you know, continuous improvement, blah, blah, blah. I have a few ideas. I want to test them. And he gave me, he gave me, you know, the his thought process, and he wanted to try that before, you know, he before he agreed to listen to me. So I said, Bob, I'm all for it, please. Please, go ahead and let's see whether you know what you're trying to do. Works or not. So basically, in, you know, in our language, what we call it as as an experiment in continuous improvement terminology, we call it as an experiment. He was trying to do, you know, an experiment with one factor at a time, meaning that, you know, he would try to change one variable, and he would try to see whether that has any impact on, you know, the over overfilled packs or under filled packs. So he wanted to change one variable at a time, and there were three, four variables at that time, which he thought were, you know, suspects. So he wanted to change those variables and see what the impact would be. So I told him, Bob, yeah, let's, let's, let's try that. And I told him, you know, very politely, if that doesn't work, would you be willing to try what I am asking you to do? Because I have an idea. Also, he said, Yeah, let's, let's, let's do that. So I worked with him. I worked with him on the line, with his supervisors also. And he tried, you know, one factor at a time. He trained. He changed this, he changed that. It didn't work. So reluctantly. But then the good thing was, he was open minded also, reluctantly, he said, Okay, let's, let's sit in my office and let's talk. So I told him about a concept called Design of Experiments, DOE, in that, in that me using that you know, methodology, you can basically, you can basically have three, four factors which you can vary them simultaneously, and then see the impact on over packing and under packing. So when I explained to him, when I when I taught him about the concept him and his supervisors and the line operators, he said, Yeah, let's let's try. Let's see if this works. And at the end of the day, we were both trying to improve the process. We were both trying to get rid of this problem, sure, so we should be rolling. And then it worked within, within a few days, the problem got resolved. So what I learned from that is, sometimes, you know, you need to let people you know hit the wall before you offer them a solution. So that's something that I have learned. But of course, you know, in this case, it was not such a costly mistake. It was not, it was not like a disaster, but it was the controlled disaster. So, so what   Michael Hingson ** 43:28 was the actual change? What what change was made that fixed the problem? Or what was your idea that fixed the problem because he was changing variable at a time, but that was one example   Dr Khwaja Moinuddin ** 43:39 at a time. Yep. So we had to do the root cause analysis. And through the root cause analysis, whatever variables that he was going after were not the root causes because he was not using a structured methodology. Okay, when we use the structured methodology, we went into root cause analysis. We did a structured like a fish bone diagram. I don't want to go into the technical details, but we did the in depth root cause analysis, and then we did something called as a design of experiment, where we chose three factors and we varied it simultaneous, so it is a controlled experiment which we did, and immediately, you know, it's not that you know you would do that, and you would get result. One month later, you would get results immediately, you would see the result immediately when you do that experiment versus what he did, it involved a certain bit of time. It would take one week for us to see a change. So when I showed him this and this versus this, he was really impressed. And from that day onwards, he became a huge supporter of CI, in fact, you know, the plant in which I was working in, you know, with the support of, you know, one of the plant managers, Tim, his name, I'm I'm still, you know, in touch with him, and you know we share thoughts with each other. I see him as a huge mentor. Also, you know, we got plant of the Year Award for a plant to talk. About to be shut down, back in 2009 so that's, that's, you know, how we were able to, you know, build the, get the buy in from all the line managers and, you know, get started on the continuous improvement journey. Because the the the management had told that if you don't improve within a few months, you would be shut down. So we all work together, and we did experiments like this, and we were able to turn around a plant, of course, you know, not just me, so I just played one small role in that we did as a team. It was a team effort,   Michael Hingson ** 45:34 and that's how you really overcome resistance to change when, when people see that you bring something to the table that works, then they're probably more apt to want to listen to you.   Dr Khwaja Moinuddin ** 45:49 Yep, indeed. We need to know what we're talking about. You know that that builds trust? Definitely.   Michael Hingson ** 45:54 Yeah. And then the issue is that you what you're talking about is is, in a sense, different than what they understand, and it's a matter of establishing credibility. Yes, which is, which is pretty cool. Well, so tell me about your books. You've written two books, and you've written I n, s, p, i R, E, and you've, you've written another book, tell us about those.   Dr Khwaja Moinuddin ** 46:25 Yes, so I, you know, I have always wanted to share my knowledge, and I have always been sharing my knowledge, you know, through training, through coaching, I have conducted so many training sessions, so many and I have learned also, you know, from from shop floor employees, frontline employees, from middle managers. I have learned so much from them. And also executives, top executives, you know, leaders from various industries. You know whether it is manufacturing or logistics or, you know, back offices, banking, you know, pure manufacturing or logistics container, container shipping business, or aluminum rolling business. So I wanted to write this book to share my knowledge, because when I see that change management or change is being implemented very poorly, that really frustrates me. So I wanted to share this, and I have seen, you know, numerous books being written on this. You know, numerous frameworks, also, you name it. You know, there are so many books out there. What I wanted to do is give a simple framework, which is, I, N, s, p, i, R, E, which is, you know, if you have to implement change you need to inspire employees. There are no two ways about it. If we can talk about logic, we can talk about change management, we can talk about what's in it. For me, everything, but in my experience, if anyone is, if any employee or if any individual is not inspired by the change, the change is not going to go anywhere. They may do out of compliance, but we will not really get their hearts in it. And that's why I, you know, came up with this framework called Inspire, which is I basically is inspired the need for change in employees. N is navigate the organization and build a coalition. And stands for that. S is to surface resistance proactively, meaning, as we discussed, don't wait for resistance to hit you. You know when you least expect it, and then, and then, you know the change goes nowhere. Surface resistance proactively. And P is plan, your implementation. You know, when I say plan, not just, you know, like a, like a 20 step bullet point, there are so many plans that need, that need to come together, like a communication plan, resistance management plan, a training plan. There are so many plans that need to work together. And again, depending on the complexity of the change, you know, I never advocate, you know, over complicating stuff. And then you have, I, which is implementation When, when, you know, this is where rubber meets the road, if we don't implement the change in a structured way, you know, leaders are not role modeling on the shop floor. Leaders are just, you know, we call it as EMR. And this is, again, from another framework called Aim. Aim, you know, basically what we what we mean here is you can express. Leaders can express about the change, role model the change and reinforce the change. EMR, so if leaders are just expressing the change, it will lead to one times the improvement, but if leaders are role modeling the change, it will lead to three. Times the change acceleration. And if leaders are reinforcing the change, it will lead to 10 times accelerating the change. So that's what I talk about, in terms of implementation, you know, experimentation and stuff, which is i, and then you have reinforce and sustain, which is r, and then E stands for evaluating and learning. You know, after we close a change initiative, after we signed off on a change initiative, have what have we learned from it? What have we learned from it, and what, what if we had a, if we had a chance to make a do over, what would we do differently? What have we learned from it? And what would we do differently, and if we were to do implement another change, what are the learnings that we can take from this change that we have implemented and apply the learnings in our next change? And also, you know when, when leadership transitions, many, many changes, what? What happens? And you know this is what I have experienced, and this frustrates me a lot as well. Is, you know, when leadership changes, the change gets, you know, messed up. I want to say fucked up, but you know, and I don't know if I'm allowed to say that. You know, every leader, every leader, wants to come in and you know, right or wrong? You know, I'm not blaming a leader wants to leave their mark in the organization, which is good, but what they what they inadvertently do, is undo the change which their predecessors have done. And then people get confused, you know, they say it as a flavor of the month. Or they say, Okay, let's wait until this leader moves on, so that, you know, we can, we can, you know, just wait until this change passes away and it leads to, you know, production of morale and lots of issues. So this is what I talk about in my book, as well, how to avoid these, these situations. So it's like a practical framework where you know which anybody can take and apply to any change of any complexity, and you know if, even if it is very, very simple change which is going to take maybe 10 days or five days only, they can quickly go through the Inspire framework and see, you know, what are the gaps and whether we have, whether we are implementing the change in a proper, structured way. And these are in this is just a framework, you know, and you know, we don't have to use all the tools that I have mentioned in the book. We can pick and choose the tools which are relevant for the change that we are trying to implement.   Michael Hingson ** 52:38 What is the the key to making change sustainable when maybe leadership changes or the company environment shifts,   Dr Khwaja Moinuddin ** 52:48 yes. So, you know, as Dr Deming said, constancy of purpose, right? So, so if I'm a leader, Mike, and you know, if I'm changing my role, and if I'm going to, you know another function or another department, whether in the same organization or in a different organization, and let's say that you know, Mike, you are taking over my role. What is the constancy of purpose? You know? Are we? Does the organization, you know, it starts from our organization level. Does the organization have a constancy of purpose, and is it aligned with the vision and mission and whatever I have, whatever changes I have implemented, have I communicated them to you? Is there a smooth handover between me and you, so that you understand what are the changes I have done, what are the improvements I have done, and you know how you can take it forward and continuously improve upon it. So one thing is completely undoing and the other thing is continuously improving upon it. So that, you know, people see it as a natural, continuous improvement, rather than continue, rather than, you know, abruptly undoing something and then, and then, you know, starting from, you know, scratch, starting from scratch, and saying that, Oh, no, no, no, no, whatever this person did is total crap. And now we are going to change or revolutionize the whole organization where, which, you know, nine out of 10 times is, is, you know, you're just rehashing what this person has done into something new, into, you know, a different framework or a different bottle, however you want to frame it. So the there has to be a smooth hand over. So that's, that's, you know, point number one, and point number two is the the employees, the middle managers have the middle managers and the in the whole leadership team. They have an obligation. They have a accountability to make sure that, you know, they are aligned, to make sure that if one of their leadership team members is moving on, whenever a new leadership team member comes on board, to onboard them in a structured way, not to leave them, you know, hanging, not to, you know, not to let that person. Know, implement his or her own way completely. You know, let on board them and let them know what has happened in the organization. How they can, you know, continuously improve upon it. I'm not saying that, you know, revolutionary change is not required all. I'm saying that there are times when a revolution is required, but most of the times, continuous improvement is good enough. You know, when, when we, when we continuously improve. It keeps the continuity going. And people don't see it as you know, change after change after change. You know, we don't, we don't induce change fatigue in the organizations if we, if we do it as a continuum   Michael Hingson ** 55:40 makes sense, and it's all about and it's all about communication, yep,   Dr Khwaja Moinuddin ** 55:44 indeed. And that's where, you know, that's why I have written my second book, which is, which is about active listening. You know, I'm a bad listener, I have to be honest. So I used to be a very, very bad listener. Now I'm just a bad listener. So I have continuously improved on my listening skills, and at least I know now that you know, I'm aware of my how I need to improve my listening skills. So over the years, I have done, I have I have learned the techniques of how to listen and when and when I say listen, it is not to many people, many of us, you know, even even now. Also sometimes I catch myself, you know, trying to listen to reply or listen to respond. So when I catch myself doing that, I consciously, you know, try to listen to the person. So again, in this book, I have shared, you know, the the techniques which would help anybody to become a better listener, which, you know, one is one of the requirements for being a great leader, how to listen to people and how to listen to people, truly, truly listen to people. So I talk about simple, simple techniques in the book. You know, for example, paraphrasing, remembering, listening without judgment, right? Or suspending judgment, as I say so. You know, I rank these techniques in increasing order of complexity, suspending judgment being the most difficult, you know when, when someone starts speaking, or, you know, even if, even when we see someone immediately, in the first five seconds, we judge that person. And, you know, right or wrong, we judge that we and in this book, also, I talk about, you know, why we are prone to judging people, and why we have such a such a difficult time in suspending judgment. So if we are aware that you know, let's say that you know when I'm talking to you, Mike, if I catch myself judging you right, so at least I know that I'm Judging You right. So at least I can I know that I'm judging you, and I should not do that. I should listen to you, and I should try to understand where you are coming from, instead of saying, instead of just thinking in my mind, oh, whatever Mike is saying is it doesn't make any sense. So maybe initially it may not make sense. But you know, when we open our ears, we have two years, and that's for a reason, and only one mouth. So we need to listen, and we need to completely understand where the other person is coming from, whether you know it is in personal life or in work life. You know, when we, if we don't listen to the teams whom we are managing, and if we just say, you know, do as I say, it's my way or the highway, people will do because you know you are their line manager. But it won't last long. No, the minute you, you know, change your team, or the minute you go out, people will, people will be, you know, good riddance. So, so that's what they'll be thinking. So how to listen to people, and also it will help the leader to grow. You know, over the years, when I listen to my wife, I have understood my own shortcomings, and if I had listened to her 20 years back, maybe I would have been a different person. Maybe, maybe I would have been a more mature person. So this is what, you know, I talk about in the in the book as well. How can we truly, truly listen? And some techniques like paraphrasing. You know, when, when our mind wanders, you know, it will be good to paraphrase the person to whom you're you're speaking so that you know you you remember, so remembering, paraphrasing, empathy, for example, you know, not just talking about KPI, KPI KPIs to the team members. Understand how they're doing. You know, are they having any personal issues? How is their family? You know, work is not, you know what, what? Work is a part of our life. But you know, we spend eight to 10 hours at at a workplace. So we need to know the team members whom we are managing, and we need to listen to them. If somebody is, you know, performing badly, right? It's very easy to give them a negative feedback. But. So if we listen to them, and if they feel heard, maybe they are going through something, or maybe they are not getting enough support. If we listen to them, and if we create that environment of active listening in the whole team, suspending judgment and listening actively, then we create a more stronger bond, and the team would would become like a world class team. This has been my experience. So this is what I have shared in my, in my in my second book,   Michael Hingson ** 1:00:29 and certainly words to to remember. Well, we have been doing this an hour now, and I think it's probably time that we we end it for the day. But if people want to reach out to you. How can they do that?   Dr Khwaja Moinuddin ** 1:00:43 Well, I am there on on LinkedIn, and people can reach me through email, and I'll be more than happy to, you know, respond to anything they need. And I'm I know if people want to reach out to me to conduct any training sessions, my website is also their journey towards excellence. You know where I have my offerings. So   Michael Hingson ** 1:01:04 what is the website? What is the website called, again, journey towards excellence. Journey towards excellence.com, okay, and your email address, khwaja.moinuddin@gmail.com and spell that, if you would   Dr Khwaja Moinuddin ** 1:01:21 Yes, please. K, H, W, A, j, A, dot, M, O, I n, u, d, d, I n@gmail.com,   Michael Hingson ** 1:01:32 great. Well, I hope people will reach out. I think you've offered a lot of great insights and inspiration for people. I appreciate hearing all that you had to say, and I knew I was going to learn a lot today and have and I always tell people, if I'm not learning at least as much as everyone else, I'm not doing my job right. So I really appreciate your time, and it's now getting late where you are, so we're going to let you go. But I want to thank you again for being here, and I do want to thank everyone who is listening and watching us today. We really appreciate it. If you would, I'd love it. If you'd give us a five star review. Wherever you're watching us and listening to us, if you'd like to talk to me or email me about the episode and give us your thoughts, feel free to do so. At Michael H, I m, I C, H, A, E, L, H i at accessibe, A, C, C, E, S, S, I, B, e.com, or go to our podcast page. Michael Hinkson, that's m, I, C, H, A, E, L, H, I N, G, s, o, n.com/podcast, love to hear from you if any of you have any thoughts as to someone else who might make a good podcast guest. And quad you as well. Would love it if you let us know we're always looking for more people to come on and be guests on the show. But again, kwaja, I want to thank you for being here. This has been wonderful.   Dr Khwaja Moinuddin ** 1:02:47 Thank you. Thank you so much, Mike, and it's been a real pleasure talking to you, and it's an honor to be part of your podcast. I wish I had met you earlier and learned I would have learned so much from you, I would definitely, definitely, definitely, you know, reach out to you to learn more. And you know, thank you for the opportunity. Thank you definitely for the opportunity.   **Michael Hingson ** 1:03:15   You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to inter

Dr. Chandrasekhar Sripada, a corporate leader turned professor, shares insights on flexible work models, the gig economy, AI's role in shaping jobs, and how India can unleash its human capital. His book, Shaping the Future of Work, is a must-read for anyone navigating workplace transformations.00:38- About Dr Chandrasekhar SripadaHe is a clinical professor in organizational behavior at the Indian School of Business.He's the author of a book titled Shaping the Future of Work: Build Flexible Work Options and Unleash the Human Capital of Bharat. He's been recognized as the Professor of the Year for teaching human capital management in the management of family business programs.

Shattered by catastrophe and losing faith ingoodness, hope is restored when an old friend sends a heartfelt note, reminding him that good things happen to good people.Story written, edited, narrated, and produced by Abhay Maheshwari. Follow Abhay by ⁠⁠clicking this link⁠⁠Female Voice by Akanksha Thapliyal (https://www.instagram.com/kahaanibyyogini/)Dear listener, to support the show - Follow, & sign-up for new alerts & leave a rating.LaaL Chashma – Hindi Stories is a critically acclaimed Hindi short story podcast that has been featured on the most renowned Indian audio streaming services JioSaavn & Gaana's, "Editor's Pick" & curation for World Podcaster's Day 2021" respectively. The show has been identified as having “the best crossover of extraordinary stories and the Hindi language” by Kommune (India's premier performing arts collective for storytellers). It is heard by Hindi listeners across 50+ countries and is the only podcast that was featured & recommended by leading Indian news publication Mid-day as part of the "Hindi Divas 2022" curation.Abhay is an award-winning, nationally featured, & critically acclaimed writer, podcaster, and spoken-word storyteller. In 2022, he was recognized as one of the top 5 Next Big Creators in the Indian Audio space. In 2021, he won the prestigious nationwide podcast hunt conducted by JioSaavn and was also recognized in the Top 10 podcasters by Gaana. In 2023, he was the finalist for Podcaster of the year at the Radio & Music Awards India among renowned Indian personalities (Ankur Warikoo, Cyrus Broacha)He is a TEDx speaker and has been invited for his thought leadership by top Indian universities such as the Indian Institute of Foreign Trade & Indian School of Business.This story under LaaL Chashma - Hindi Stories podcast is an original work of art by Abhay Maheshwari. All rights reserved.

Hey there! Send us a message. Who else should we be talking to? What topics are important? Use FanMail to connect! Let us know!The CopDoc Podcast - Season 7 - Episode 148 This is the second of a two-part interview with Dr. Peter Neyroud What if modern policing could achieve a global impact through strategic leadership and trust? Join us on the Cop Talk Podcast as we welcome Dr. Peter Neyroud, a former chief constable turned esteemed academic at Cambridge University, to share his journey and insights. With Dr. Neyroud, we explore how evidence-based policing is transforming forces worldwide and the pivotal role leadership plays in this evolution. Discover how his innovative strategy of using smaller command posts aims to groom future leaders, reflecting practices from the Royal Navy. Through engaging anecdotes and practical wisdom, Dr. Nehru paints a vivid picture of what effective leadership entails in today's complex policing landscape.Gain invaluable insights into how to lead large, dispersed teams effectively, where personal connections with each team member might not be feasible. Peter highlights the critical importance of communication and trust, essential elements when managing thousands of staff members. Delve into his experiences of impacting policing practices in India and his ongoing collaboration with the Indian School of Business. As we conclude, we reflect on the importance of documenting these experiences, inspired by Sir Robert Mark, aiming to link historical developments with contemporary evidence for effective community policing globally. Tune in for a thought-provoking discussion on leadership, trust, and the enduring legacy of policing practices.Contact us: copdoc.podcast@gmail.com Website: www.copdocpodcast.comIf you'd like to arrange for facilitated training, or consulting, or talk about steps you might take to improve your leadership and help in your quest for promotion, contact Steve at stephen.morreale@gmail.com

In this episode, Shantanu is absolutely thrilled to sit down with Luis Miranda—Founding Member of HDFC, Ex-CEO of IDFC, and the founder of the Indian School of Public Policy. This one is packed with wisdom, laughter, and invaluable insights for anyone interested in leadership, impact, and the startup ecosystem!Luis is the kind of person who doesn't take himself too seriously—despite having built some of India's most iconic institutions. He's an incredible storyteller, effortlessly blending high IQ with deep emotional intelligence.This time, the conversation is even more fun and candid, as Shantanu and Luis explore everything from leadership to the social issues that truly drive him. Luis has spent years working on causes that matter, constantly seeking to understand people and their challenges in a way only few do.From this episode, you'll learn about what it takes to build and scale institutions, the importance of having strong role models, and why giving back is just as important as success.And here's the best part—Luis has a way of making complex ideas sound effortless. His honesty, his warmth, and his storytelling make this episode a must-listen!We hope you enjoy this conversation as much as we did. Drop your thoughts in the comments—what resonated with you the most?Navigate your journey through this conversation:00:00 Coming Up02:38 The Importance of Reaching Out10:06 Building Relationships Through Conversations17:35 Career Path and Influences21:01 The Journey of HDFC Bank and Citibank36:19 Transitioning from Banking to Tech Startups39:00 Entering the Venture Capital World45:59 Exploring Development Sector Opportunities52:19 Finding Purpose in Work and Life54:12 World of Development59:58 The Importance of Reflection and Mentorship01:07:32 The Hunger for Success01:11:55 Finding Your Sweet Spot in Business01:12:30 The Impact of Middle Management01:16:00 Loneliness at the Top01:17:50 Prioritizing What Matters01:20:00 The Importance of Perspective01:21:40 Mindfulness in a Fast-Paced World01:23:30 Navigating Young People's Challenges01:26:30 The Balance of Hard Work and Care01:27:10 Understanding Entitlement in the Workplace01:28:33 Activism and Awareness in Today's Youth01:30:00 The Trade-offs in Public Policy01:32:42 Men's Mental Health and Societal Expectations01:37:27 The Role of Equity and Individuality01:39:51 Lessons from Indian Civilization01:41:01 Happiness and Expectations01:44:39 Final Thoughts on Life and Work

Amazon India has fallen behind in the e-commerce race to Flipkart and now to Meesho as well, in tier-2 and tier-3 markets. It is the last large player to enter the quick-commerce race in India. Everything that made Amazon largely successful in the U.S. has not fully cut it for them in India, even though they understood India is a very different market and the approach they took in the U.S. might not work well for them here early onYet, they have missed out on capitalising on a lot of opportunities because they were slow to react to changing consumer behaviour.And this losing advantage in some of their verticals makes you think, what are the other businesses where Amazon has a right to win. Is it AWS, streaming or something else? Or will they push forward to make up for the lost opportunities by pouring more money and change their fate.What does the future hold for Amazon India? And how will the company, famed for its execution, turn things around in India? Of course, there have been other regulatory pressures as well, which have halted them from realising their full potential in India and forced them to think outside the business model in which they usually function.In this episode of Two by Two, hosts Rohin Dharmakumar and Praveen Gopal Krishnan bring back one of our first guests, Srikanth Rajagopalan, CEO of Perfios Account Aggregation Services and a former ‘Amazonian', to discuss whether Amazon has lost the e-commerce race in India. Professor Vishal Karungulam, who teaches a breadth of subjects at the Indian School of Business, including software product management, digital innovation, and disruptive technologies, is our second guest.And they try to uncover over the hour-and-a-half-long discussion where the next big opportunity lies for Amazon India.Welcome to episode 23 of Two by Two.This is just the first 30 minutes of the conversation. There's a lot more that we got into in the discussion, including Amazon, the enterprise company, and how Prime and streaming might be moats it might want to rely on.If you'd like to listen to the full episode, you can head over to The Ken and become a Premium subscriber to catch up on everything else we discussed. Your Premium subscription will also get you access to our long-form stories, newsletters, visual stories and other podcasts that we produce. Or, if you just want to sample full episodes of Two by Two for now, you can do just that by becoming a Premium subscriber on Apple Podcasts at a really great monthly price.Further reading:Amazon is not yet in quick commerce. But it's already different from the packAmazon got rid of its largest seller only to replace it with other ‘preferred sellers'Amazon's Leadership Principles (recommended by Srikanth)—This episode of Two by Two was produced by Hari Krishna. Rajiv CN did the mixing and mastering for this episode.Write to us at twobytwo@the-ken.com and tell us what you thought of the episode and rate the show on your favourite podcast streaming platform.

In Episode 198 of PG Radio, we're joined by Prasanna Tantri from the Indian School of Business to explore the current state of India's economy. We delve into important discussions on economic growth indicators, changes in the last 10 years, and the future of Indian economy . The conversation covers India's economic infrastructure, sectors driving growth, and insights on the nation's economic future. We also explore the evolving modern middle class and the complexities of India's tax system Prasanna Tantri is an economist and faculty member at the Indian School of Business, specializing in macroeconomics, policy analysis, and economic forecasting. With a wealth of experience in evaluating India's growth sectors and economic infrastructure, Prasanna offers valuable insights into India's economic challenges and opportunities. His work focuses on understanding the complexities of India's development, fiscal policy, and the evolving economic landscape. This is what we talked about: 00:00 - GDP vs. Per Capita: Which is the Better Growth Indicator? 05:00 - What's Changed in the Last 10 Years? 12:12 - Is India's Standard of Living Declining? 15:30 - The State of India's Economic Infrastructure 22:20 - Sectors Driving India's Growth 28:42 - India's Economic Future: What Lies Ahead? 37:20 - Defining the Modern Middle Class 39:29 - Navigating India's Complex Tax System 52:27 - Questions for Prakhar

Amazon India has fallen behind in the e-commerce race to Flipkart and now to Meesho as well, in tier-2 and tier-3 markets. It is the last large player to enter the quick-commerce race in India. Everything that made Amazon largely successful in the U.S. has not fully cut it for them in India, even though they understood India is a very different market and the approach they took in the U.S. might not work well for them here early onYet, they have missed out on capitalising on a lot of opportunities because they were slow to react to changing consumer behaviour.And this losing advantage in some of their verticals makes you think, what are the other businesses where Amazon has a right to win. Is it AWS, streaming or something else? Or will they push forward to make up for the lost opportunities by pouring more money and change their fate.What does the future hold for Amazon India? And how will the company, famed for its execution, turn things around in India? Of course, there have been other regulatory pressures as well, which have halted them from realising their full potential in India and forced them to think outside the business model in which they usually function.In this episode of Two by Two, hosts Rohin Dharmakumar and Praveen Gopal Krishnan bring back one of our first guests, Srikanth Rajagopalan, CEO of Perfios Account Aggregation Services and a former ‘Amazonian', to discuss whether Amazon has lost the e-commerce race in India. Professor Vishal Karungulam, who teaches a breadth of subjects at the Indian School of Business, including software product management, digital innovation, and disruptive technologies, is our second guest.And they try to uncover over the hour-and-a-half-long discussion where the next big opportunity lies for Amazon India.Welcome to episode 23 of Two by Two.This is just 10 minutes from the conversation. But there's a lot more that we got into in the discussion, including Amazon, the enterprise company, and how Prime and streaming might be moats it might want to rely on.If you'd like to listen to the full episode, you can head over to The Ken and become a Premium subscriber to catch up on everything else we discussed. Your Premium subscription will also get you access to our long-form stories, newsletters, visual stories and other podcasts that we produce. Or, if you just want to sample full episodes of Two by Two for now, you can do just that by becoming a Premium subscriber on Apple Podcasts at a really great monthly price.Further reading:Amazon is not yet in quick commerce. But it's already different from the packAmazon got rid of its largest seller only to replace it with other ‘preferred sellers'Amazon's Leadership Principles (recommended by Srikanth)—This episode of Two by Two was produced by Hari Krishna. Rajiv CN did the mixing and mastering for this episode.Write to us at twobytwo@the-ken.com and tell us what you thought of the episode and rate the show on your favourite podcast streaming platform.

In this Special Edition of The Core Report, financial journalist Govindraj Ethiraj engages with Professor Rajendra Srivastava, former Dean of the Indian School of Business (ISB) and the Novartis Professor of Marketing strategy and Innovation, to dissect India's evolving business landscape and its implications for economic growth. The episode critiques the Indian business' focus on short-term profitability over long-term investments in product design, supply chain networks, and branding—a mindset that hinders India's competitive edge. Drawing parallels with global leaders like Tesla and Meta, the discussion illustrates how Indian companies can learn from these examples to build sustainable growth strategies.With Maruti as an example of ecosystem-driven success, Professor Srivastava underscores the need to harness India's human capital and technological potential. The conversation also unpacks how the Indian diaspora and Global Capability Centers (GCCs) are reshaping the talent landscape, positioning India as a hub for design and engineering excellence. (00:00) The Challenge of Short-Term Profit Focus (02:30) Resilience and Immunity in Business Growth (05:00) The Ambassador Car's Legacy (07:00) Leveraging Indian Human Capital and Technology (09:00) Looking Ahead to 2025: Challenges and Opportunities (11:00) The Impact of Global Trade and Tariffs (13:00) Indian Diaspora's Role in Economic Growth (16:00) The Service Industry as an Export Sector (19:00) GCCs and Talent Retention in India (22:00) The Growth of Engineering and Design in India (25:00) Economic Value of India's GCCs (28:00) Impact of Visa Restrictions on India's Growth (30:00) India's Economic Outlook: Opportunities and Strategic Focus (35:16) Global Trade Dynamics and U.S. Tariff Strategies (37:00) Education Expenditure: A Key Outflow to the U.S. (39:00) The Role of GCCs in India's Future Economic Growth (41:00) Innovation and Talent Retention in India's Tech Sector (42:00) Closing Remarks and Reflections ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Listeners! We await your feedback....⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ The Core and The Core Report is ad supported and FREE for all readers and listeners. Write in to shiva@thecore.in for sponsorships and brand studio requirements. For more of our coverage check out ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠thecore.in⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Join and Interact anonymously on our whatsapp channel⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Subscribe to our Newsletter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Follow us on:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Twitter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Linkedin⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Youtube

Are you feeling overwhelmed and struggling to prioritize your time as a school leader? In this episode, I share some exciting news about my upcoming digital course, Take Control of Your Leadership:. This course is designed to help you overcome overwhelm, focus on what truly matters, and lead with clarity, and it's LIVE - go to theprincipalacademy.com and check out Take Control of Your Leadership.And now...about our guest on this week's episode:Shailendra Pratap Jain is Bret Wheat Endowed Professor of Marketing and International Business at the Foster School of Business, University of Washington, Seattle. He has held faculty positions at Indiana University's Kelley School, University of Rochester's Simon School, Cornell University's Johnson School, University of Western Ontario's Ivey School, Cambridge University's Judge School, Indian School of Business, Hyderabad, and BITS School of Management, Mumbai. Well-known for his widely published scholarship in consumer psychology, Dr. Jain has extensive publishing and editorial experience in top marketing journals and has won many executive and graduate (MBA) teaching awards. Prior to his academic career, he worked in sales, brand management, and advertising in industry and is associated with several noted marketing campaigns in India.Shalini Sarin Jain is Associate Professor of Management and the inaugural Director of Diversity, Equity, and Inclusion at the Milgard School of Business, University of Washington, Tacoma. She has published articles on gender representation and compensation parity in top management, allegations of sexual misconduct, sustaining livelihoods or saving lives during COVID, and corporate response to mandatory CSR regulation in leading management journals including the Journal of Business Research, Journal of Business Ethics, Management and Organization Review, and Journal of Family Business Strategy. Dr. Jain teaches courses in business and society, ethics, and CSR at the undergraduate and MBA level and has extensive industry, government, and non-profit experience leading and providing consulting services to state, county, and city governments.Connect with Dr.'s Jain on LinkedIn: Dr. Shelly Jain Dr. Shalini JainGet their book here: Managing Brand Transgressions: 8 Principles to Transform Your Brand

A brother embarks on a quest to find a solution for his younger sister, born with a nutrition deficiency that stunted her childhood development. Determined to secure her long-term happiness, he stands up against societal challenges to ensure she has a safe and comforting space to grow into as she ages – leaving others inspired. This story is in a content collaboration with ⁠UNICEF India.  The story highlights the importance of Early Childhood Development(ECD). The goal of ECD is that all young children, especially the most vulnerable, from conception to the age of school entry, achieve their developmental potential, including in humanitarian settings.  Story written, edited, narrated, and produced by Abhay Maheshwari. Follow me by ⁠⁠⁠clicking this link⁠⁠⁠ Artwork by Nithi (IG @nithi_d_) Dear listener, to support the show - Follow, & sign-up for new alerts & leave a rating. LaaL Chashma – Hindi Stories is a critically acclaimed Hindi short story podcast that has been featured on the most renowned Indian audio streaming services JioSaavn & Gaana's, "Editor's Pick" & curation for World Podcaster's Day 2021" respectively. The show has been identified as having “the best crossover of extraordinary stories and the Hindi language” by Kommune (India's premier performing arts collective for storytellers). It is heard by Hindi listeners across 50+ countries and is the only podcast that was featured & recommended by leading Indian news publication Mid-day as part of the "Hindi Divas 2022" curation. Abhay is an award-winning, nationally featured, & critically acclaimed writer, podcaster, and spoken-word storyteller. In 2022, he was recognized as one of the top 5 Next Big Creators in the Indian Audio space. In 2021, he won the prestigious nationwide podcast hunt conducted by JioSaavn and was also recognized in the Top 10 podcasters by Gaana. In 2024, LaaL Chashma - Hindi Stories was awarded the best storytelling podcast by Hindustan Times Media, and Abhay was recognized Podcaster Influencer of the year at the Radio & Music Awards India among renowned Indian personalities (Raj Shamani and Zakir Khan) He is a TEDx speaker and has been invited for his thought leadership by top Indian universities such as the Indian Institute of Foreign Trade & Indian School of Business. This story under LaaL Chashma - Hindi Stories podcast is an original work of art by Abhay Maheshwari. All rights reserved.

SHAILENDRA PRATAP JAIN, PH.D. is a Bret Wheat Endowed Professor of Marketing and International Business at the Foster School of Business, University of Washington, Seattle. He recently wrote a book with his wife SHALINI SARIN JAIN, PH.D. Associate Professor of Management and the inaugural Director of Diversity, Equity, and Inclusion at the Milgard School of Business, University of Washington, Tacoma.  “Managing Brand Transgressions: 8 Principles to Transform Your Brand”  https://www.amazon.com/Managing-Brand-Transgressions-Principles-Transform/dp/150152108X Go to www.thejasoncavnessexperience.com for the full episode and other episodes of The Jason Cavness Experience on your favorite platforms. Sponsor The Jason Cavness Experience is sponsored by CavnessHR. CavnessHR provides HR to companies with 49 or fewer people. CavnessHR provides a tech platform that automates HR while providing access to a dedicated HR Business Partner. Dr. Jain's Bio SHAILENDRA PRATAP JAIN, PH.D. is Bret Wheat Endowed Professor of Marketing and International Business at the Foster School of Business, University of Washington, Seattle. He has held faculty positions at Indiana University's Kelley School, University of Rochester's Simon School, Cornell University's Johnson School, University of Western Ontario's Ivey School, Cambridge University's Judge School, Indian School of Business, Hyderabad, and BITS School of Management, Mumbai.  Well-known for his widely published scholarship in consumer psychology, Dr. Jain has extensive publishing and editorial experience in top marketing journals and has won many executive and graduate (MBA) teaching awards. Prior to his academic career, he worked in sales, brand management, and advertising in industry and is associated with several noted marketing campaigns in India.  We talked about the following and other items Introduction and Background of Dr. Jain Educational Background and Comparisons Travel Experiences and Bucket List Destinations Cultural Differences and Historical Context  Indian-Pakistan Relations and Global Alliances Consumer Psychology and Marketing Influences Teaching and Research in Academia Research and Publication Challenges Pros and Cons of Being a Professor  Preparing for a PhD Program The eight principles Managing Brand Transgressions: 8 Principles to Transform Your Brand  Dr. Jain's Social Media Dr. Jain's LinkedIn: https://www.linkedin.com/in/shailendra-pratap-jain-4a781118/ Book website: www.brandtransgressions.com Managing Brand Transgressions: 8 Principles to Transform Your Brand https://www.amazon.com/Managing-Brand-Transgressions-Principles-Transform/dp/150152108X Where to purchase the book (individual copies)  Amazon: https://www.amazon.com/s?k=managing+brand+transgressions&crid=28RGBV7KPJCUD&sprefi   De Gruyter: https://www.degruyter.com/document/doi/10.1515/9781501517334/html Bulk Orders (Region specific – only for corporations, libraries etc.) De Gruyter: https://www.degruyter.com/publishing/about-us/contact/sales?lang=en

Calvary Christian Academy (CCA) is located in the city of Albuquerque, New Mexico at the intersection of Tramway and Indian School. Since 1996 Calvary Christian Academy has been offering the community a private Christian education, rich in faith and with a focus in providing quality... The post Kimberly Cordova & Ed Baros appeared first on ABQ Connect.

Shailendra Pratap Jain is a professor of marketing at the University of Washington's Foster School of Business and the co-author of the new book Managing Brand Transgressions. What elevates a simple issue to a transgression and what can brands do to rebuild trust? We discussed all of this and more this week on the On Brand podcast. About Shailendra Pratap Jain Shailendra Pratap Jain is Bret Wheat Endowed Professor of Marketing and International Business at the Foster School of Business, University of Washington, Seattle. He has held faculty positions at Indiana University's Kelley School, University of Rochester's Simon School, Cornell University's Johnson School, University of Western Ontario's Ivey School, Cambridge University's Judge School, Indian School of Business, Hyderabad, and BITS School of Management, Mumbai. Well-known for his widely published scholarship in consumer psychology, Dr. Jain has extensive publishing and editorial experience in top marketing journals and has won many executive and graduate (MBA) teaching awards. Prior to his academic career, he worked in sales, brand management, and advertising in industry and is associated with several noted marketing campaigns in India. From the Show What brand has made Shailendra smile recently? Ben & Jerry's and Patagonia. “I'm going to double dip here!” Learn why these brands were deemed smile-worthy by listening to this week's show. Connect with Shailendra on LinkedIn and check out his faculty page on the Foster School of Business website and his book, Managing Brand Transgressions. As We Wrap … Listen and subscribe at  Apple Podcasts, Spotify, Amazon/Audible, Google Play, Stitcher, TuneIn, iHeart, YouTube, and RSS. Rate and review the show—If you like what you're hearing, be sure to head over to Apple Podcasts and click the 5-star button to rate the show. And, if you have a few extra seconds, write a couple of sentences and submit a review to help others find the show. Did you hear something you liked on this episode or another? Do you have a question you'd like our guests to answer? Let me know on Twitter using the hashtag #OnBrandPodcast and you may just hear your thoughts here on the show. On Brand is a part of the Marketing Podcast Network. Until next week, I'll see you on the Internet! Learn more about your ad choices. Visit megaphone.fm/adchoices

On Creative FRONTLINE, we try to get our shows done for the upcoming **Monday Midnight** early... Experiencing Sherman Indian School. Much consideration and appreciation were given to this show, and have been felt for Matthew Leivas Sr., and his family, his mother, and grandfather, Henry Hanks, the last recognized Chief of the Chemehuevi People. This is a story about fortitude, care, concern, and ambition, and rolling with the punches, a return, and re-generatiion. Keep a tissue handy. KPFK 90.7 FM Los Angeles / 98.7 FM Santa Barbara This episode features commentary from Tracker Ginamarie Rangel Quinones." Video Link: https://www.youtube.com/watch?v=FF2rxd5ixbA

Send us a textEver wondered what it takes to challenge the status quo and embrace opportunities? Join us on this episode of "Inspire Someone Today" as we chat with Luis Miranda, an extraordinary dot connector and trailblazer who transitioned from a low-paying job at Citibank India to co-founding the Indian School of Public Policy. Listen as Luis shares his insights on the power of taking risks and trusting one's capabilities, inspired by his time at Chicago Booth and the guidance of mentors like Deepak Parikh. His journey is a testament to how seizing unexpected opportunities can lead to remarkable success.Luis's story is both inspiring and educational, offering listeners a unique perspective on navigating career paths and embracing uncertainties. From his early days at HDFC Bank and HSBC to breaking ground in private equity with Chrys Capital, Luis emphasizes the importance of confidence and resilience. He reflects on pivotal moments influenced by Richard Feynman's thought-provoking questions, and how focusing on performance rather than pedigree can carve out a successful career path. His meticulous approach to managing multiple roles using tools like Google Calendar is a practical takeaway for anyone juggling numerous commitments.The episode also delves into the nitty-gritty of startup execution, strategy, and the pitfalls of bureaucracy. Drawing from his extensive experience, Luis highlights the critical aspects of execution, financial management, and risk mitigation. He argues for the value of sharing financial success and the dangers of excessive bureaucracy, even in small organizations. Through engaging anecdotes and valuable lessons, Luis's narrative underscores the importance of innovative thinking, perseverance, and not being overly concerned with others' opinions. Tune in for a masterclass in entrepreneurship and learn how to make a meaningful impact in any field. Available on all podcast platforms, including, Apple Podcasts, YouTube, Spotify

First, Indian Express' Arnabjit Sur talks to us about the three UPSC aspirants who were killed when the basement library of Rau's IAS, a coaching centre which was flooded with overflowing water from the roads. He shares what happened and what led to the three students' death. We also talk about the political reactions that the incident has prompted.Next, Indian Express' Abhinaya Harigovind speaks to us about a report that has been put forward by PARAKH, a standard setting body by the NCERT, which makes recommendations on how equivalence can be achieved across different school boards in the country. (16:27)And in the end, we talk about the protests and violence that are happening in Bangladesh. (23:18)Hosted, written and produced by Niharika NandaEdited and mixed by Suresh Pawar--------------------------Check out DW's inspiring five-part series “Megacity Mindset,” streaming exclusively on JioCinema. It showcases trailblazing individuals across India's vibrant cities. In Mumbai, Bollywood star and casting director Abhishek Banerjee shares his journey, while in Delhi, pilot Captain Zoya Agarwal breaks barriers in aviation.Each episode of “Megacity Mindset” offers a compelling narrative of resilience, ambition and creativity, showcasing diverse talents and perspectives that drive these megacities. To know what sets these remarkable personalities apart, click on the link to watch DW's Megacity Mindset, currently streaming exclusively on JioCinema. Don't miss out and remember: Success begins in the mind.https://www.jiocinema.com/tv-shows/megacity-mindset-life-among-millions/3970099

In the latest episode of "The Brand Called You," Ravi Sreedharan, President of the Indian School of Development Management (ISDM) with over two decades of corporate experience in cities like Dubai, Hong Kong, Jakarta, and Cairo, shares his inspiring journey of transitioning to the social sector. He talks about the pivotal role of the Azim Premji Foundation in reshaping his vision and the establishment of ISDM to address the unique challenges in the social sector. Ravi highlights the critical need for development management and innovative philanthropy to create a lasting social impact. Listen to this engaging conversation to learn more about Ravi's insights on leadership, societal challenges, and the future of development management. 00:39- About Ravi Sreedharan Ravi is the president of the Indian School of Development Management.  He has worked in the corporate world for 24 years in Dubai, Hong Kong, Jakarta, in Cairo. --- Support this podcast: https://podcasters.spotify.com/pod/show/tbcy/support

July 2024 - Week 3 - DAR Today PodcastNational Society Daughters of the American RevolutionPresident General Pamela Edwards Rouse WrightBrooke Bullmaster Stewart, National Chair DAR Today PodcastCLICK HERE to visit our YouTube (video) version of this podcast Featured In This Episode:AWARDS GIVEN OUT & THEIR RECIPIENTS:DAR Distinguished Citizen Medal awarded to Career Ambassador Michele Sison, Assistant Secretary of State for International Operations Affairs. Event: Patriotism LuncheonDAR 2024 Outstanding Teacher of American History awarded to Lois MacMillan, Grants Pass High School Teacher (Sponsored by the Rouge-Applegate Chapter, Oregon State Society) Event: Education Awards NightAmerican History Book Awards - 2024 Adult Book winner was “The Compleat Victory: Saratoga and the American Revolution,” by Colonel Kevin J. Weddle, sponsored by the Governor Nelson Dewey Chapter, Maple Bluff, Wisc. Event: Education Awards NightAmerican History Book Awards; Children's Book winner was “We Fought for Freedom: The Story of Our American Revolution,” written by Tara Ross and illustrated by Kate E. Sands. Sponsoring chapter: Bitter Root Chapter, Missoula, Montana. Event: Education Awards NightDAR Good Citizen Winner; recipient Christina Alexa Gogzheyan. Sponsored by the Rebecca Bryan Boone Chapter and the Kentucky State Society. Event: Education Awards NightDAR Patriot Award; recipient Admiral Linda Fagan, Commandant of the United States Coast Guard. Event: National Defense NightMargaret Cochran Corbin Award; recipient Colonel Allison Black, United States Air Force (ret.) Event: National Defense NightDr. Anita Newcomb McGee Award; recipient Colonel Maria Bruton, United States Army Nurse Corps. Event: National Defense NightOutstanding Youth Volunteer Award (Service for Veterans Committee); recipient Elsie Van Beek. Event: National Defense NightAmerican Heritage Committee; to view winners, visit https://www.dar.org/members/committees/service-committees/american-heritage/committee-overviewAmerican Indian Committee: 4 Grants awarded:South Carolina members partnered with the Eastern Cherokee, Southern Iroquois and United Tribes of South Carolina to help provide funding for a PowWow. SC Daughters also partnering with St. Joseph's Indian School to help rebuild their campus.Virginia members are partnering with the Chickahominy Tribe in the renovation of their Tribal MuseumA chapter in Michigan is working with Saginaw Chippewa Tribal Libraries, upgrading furniture and a computer cart.LUNCHEON AND MEAL EVENTS FEATURED:Golden West TeaState Regents Club eventState Vice Regents Club eventVirginia LuncheonPennsylvania State Society's "Dazzling Daisy Tea"Michigan Welcome Brunch PHOTO CREDITS:Erika NizborskiCongress Photography TeamThank you all!  All music free of copyright and provided through Epidemic Sound! Check out this amazing source for music at https://share.epidemicsound.com/xr2blv For more information about the Daughters of the American Revolution, please visit DAR.orgTo support the goals and mission of the DAR, please visit our web site at DAR.org/Giving

In this episode of the Utah Epodcopalians Podcast: Ute Elder Forrest Cuch tells podcast host Craig Wirth how days of filming for the "Tuniyay" documentary was cathartic in telling the story of people who knew and only knew from his heritage who suffered at the Uintah Indian School. The diocesan-produced documentary will premiere at a free showing (no tickets or registration required) Tuesday, July 16th at 6:30 at the Salt Lake City Library. Cuch offers a powerful hope for reconciliation that follows over a century of cultural genocide at the hands of the government and religious run Indian Schools in this podcast that explores the findings of the documentary "Tuniyay"—"to tell the story."

Join us as we talk to Ashok Hariharan, the CEO of IDfy about their story. Ashok earned his Bachelor's degree in Electrical Engineering from Penn State Engineering and went on to complete his MBA at the Indian School of Business. His career as a hardware engineer includes positions at Acterna, Coree Networks, Marconi Communications, Laurel Networks, and Astuto Networks. He also served as a strategy manager at British Telecom. In 2008, he founded Gaboli Online Services and has been the CEO of IDfy since May 2011.

Nesta edição, temos o prazer de receber Ignacio Guerra, um profissional com vasta experiência internacional em finanças, que compartilha insights valiosos sobre liderança e gestão de pessoas. Ignacio, atualmente residindo em Fortaleza, traz uma perspectiva única sobre como construir equipes de alto desempenho e transformar desafios em oportunidades. Não perca esta conversa inspiradora que pode transformar sua abordagem na liderança e gestão de equipes. Sumário: ◾ Ignacio Guerra se apresenta e fala sobre sua trajetória profissional e pessoal. ◾ Importância de conhecer individualmente cada membro da equipe. ◾ Liderança hoje é mais individualizada e focada nas necessidades de cada pessoa. ◾ Café com o CFO: integração e conhecimento além do ambiente de trabalho. ◾ Quebrar silos organizacionais para melhorar a colaboração e geração de valor. ◾ Reuniões de integração para unir equipes e melhorar o desempenho. ◾ Reuniões mensais para trabalhar soft skills e reconhecer resultados e aniversariantes. ◾ Importância de um diagnóstico inicial ao entrar em uma nova empresa. ◾ Parceria com RH e ações paralelas para melhorar a operação e finanças. ◾ Ações de melhoria do capital de trabalho e relacionamento com bancos. ◾ Adaptação cultural é essencial ao trabalhar em diferentes países. ◾ Transparência e confiança são fundamentais para a coesão da equipe. ◾ Cocriação de valores e definição clara de limites éticos e pessoais. ◾ Empoderamento e delegação como pilares da confiança e eficiência. ◾ Profissional de finanças precisa interagir e entender outras áreas da empresa. ◾ Tecnologia como aliada para otimização e automação de processos. ◾ Mudança de perfil do profissional de finanças com a adoção de novas tecnologias. ◾ Manter a porta aberta para ouvir e considerar insights de outras áreas. ◾ Motivação vem da ação e não o contrário; importância das pequenas vitórias diárias. ◾ Benefícios flexíveis e a individualização das necessidades dos colaboradores. ◾ Diagnóstico inicial e planejamento estratégico para enfrentar desafios. ◾ Calendarizar atividades para garantir o cumprimento de objetivos e desenvolvimento pessoal. ◾ Valorizar e agradecer aos colaboradores aumenta o engajamento e a produtividade. Ignacio Guerra é uruguaio formado em Contabilidade pela Udelar, com MBA em Controladoria, Finanças e Auditoria e cursos de especialização em Liderança e Finanças pela Emory University e pela Indian School of Business. Possui mais de 25 anos de experiência internacional na América do Sul, Centro América e Estados Unidos para grandes empresas dos setores consumo massivo e consultoria, como Coca-Cola e PwC. Atualmente, em Fortaleza atua como CFO da Cialne. https://www.linkedin.com/in/jose-ignacio-guerra/ #dinheiro #finanças #talentos #liderança #trabalhoemequipe

Join us this week on Hidden Heritage as we visit St. Joseph's Indian School in Chamberlain, South Dakota. This emotional episode follows the host's journey of discovering his true Lakota heritage after being adopted at birth and raised in a white middle-class farming community in Minnesota. The story takes a poignant turn as he revisits the school that played a significant, yet unknown, role in his early life. Father Steve Huffstetter, then director of St. Joseph's, shares the history and mission of the school, which has been a beacon of hope for Native American children since its founding in 1927. The episode explores the school's evolution, its educational programs from grades one through high school, and its commitment to spiritual and cultural education. Learn about the challenges faced by Native American communities and how St. Joseph's Indian School strives to offer opportunities and support to its students. The episode concludes with a heartwarming moment in the campus chapel, where the host reconnects with his past by playing the old pipe organ, bringing his journey full circle.

Host Steve Legler speaks with Professor Pramodita Sharma about sustainability and how family enterprises are uniquely placed to take advantage of business trends in this area. Pramodita shares inspiring stories based on her research, and points family businesses and their advisors into some promising directions.   Welcome to Let's Talk Family Enterprise, a podcast that explores the ideas, concepts, and models that best serve Family Enterprise Advisors in supporting their clients.   All views, information, and opinions expressed during this podcast are solely those of the individuals involved and do not necessarily represent those of Family Enterprise Canada.   Guest bio Pramodita Sharma is the Schlesinger-Grossman Chair of Family Business at the Grossman School of Business, University of Vermont. She is a Research Fellow at the Thomas Schmidheiny Center for Family Enterprise at the Indian School of Business, and an advisory board member of the Jönköping International Business School (JIBS), Sweden. Among the highest-cited scholars in family business studies, her research on succession, governance, innovation, next-generation commitment, entrepreneurial leadership, and sustainability in/by family enterprises has appeared in journals like the Academy of Management Learning & Education, Entrepreneurship Theory and Practice, Family Business Review, Journal of Business Ethics, and Journal of Business Venturing, among others. Experiences and close interactions with her own family's enterprises help keep her professional work grounded in the realities and complex dynamics of these fascinating enterprises that dominate the economic and societal landscape around the world.   You can learn more about Pramodita Sharma on the Grossman School of Business at the University of Vermont's website and LinkedIn.   Key Takeaways [:26] Steve Legler welcomes Pramodita Sharma and asks her to share an overview of her upcoming lecture at the Family Business Symposium focusing on the meaning of sustainability and the paths we can take to action.   [4:11] Sustainability is a journey that begins with awareness; Pramodita shares what phases come after.   [6:10] Family enterprises have a unique advantage regarding sustainability; the key is in the upcoming generations.   [9:09] Pramodita talks about the pioneering companies already taking advantage of their unique position.   [12:43] Sustainability as an antidote to the pressures of succession.   [15:04] The journey to a purpose-driven life through sustainability business practices.   [16:45] Case studies have proven to be a formidable multi-tool; Pramodita explains how she uses them and where the experience has been richest.   [19:35] Pramodita shares her hope for case studies in Canada and takes a moment to share a personal story.   [23:21] Is there an age or gender to the sustainability charge?   [27:39] The case competitions Pramodita organizes.   [32:20] Pramodita's reading recommendation and advice for advisors.   [34:33] Steve thanks Pramodita Sharma for sharing her research and knowledge and closes this episode by reminding listeners to rate and subscribe.   If you enjoyed today's episode, you can subscribe to Let's Talk Family Enterprise on Spotify, Apple Podcasts, and other podcast apps. Please remember to share this episode with family, friends, and colleagues. Share your thoughts with us at fea@familyenterprise.ca.   Mentioned in this episode The Circular Economy Handbook: Realizing the Circular Advantage, by Peter Lacy, Jessica Long, and Wesley Spindler Ellen MacArthur Foundation Museum of Science + Industry Chicago: Extreme Ice Exhibit The Family Business Symposium will take place on May 27‒29, 2024 in Calgary.   More about Family Enterprise Canada Family Enterprise Canada FEC on Facebook FEC on Twitter FEC on LinkedIn  

Kunal Sood is a world-renowned social entrepreneur and thought leader in the field of innovation, impact, and leadership. Currently serving as the Chief Impact Officer at the Chopra Foundation and as a Partner at ChopraX, he focuses on unlocking humanity's limitless potential through inner transformation to drive individual and collective global impact. As the founder of We The Planet, X Fellows, and NOVUS he has made it his life's purpose to make the impossible possible through service, fellowship, and personal mastery. From working in the trenches of the slums in Mumbai with Harvard to building global movements with the United Nations in New York with heads of state and iconic global leaders during the General Assembly, Kunal has dedicated his life towards transforming our world for a better future in service of something larger than himself. Over the last decade alone Kunal has curated over 75 high-level summits, originally started out bringing TED to the United Nations. As a high-impact strategist and philanthropist, Kunal works tirelessly to guide and lead others in their search for meaning and purpose through curating extraordinary experiences and hosting iconic leaders to inspire a better way of life. He recently launched #WeTheFuture a global initiative focused on uniting the youth and elders at the nexus of the inner sciences, technological innovation, and human consciousness to help create a more peaceful, just and sustainable world. Forbes named Kunal an Icon of Impact as an award-winning disruptive innovator and pioneer in his field. He is a TED Resident, Tribeca Film Festival Disruptor Honoree, Nonviolence Global Ambassador, and Global Innovation Fellow at Columbia University, and has forged successful public-private partnerships with top-tier international organizations, such as Google, SAP, LinkedIn and Meta alongside the United Nations, NASA, X Prize and Singularity University. Kunal has a lifelong love for learning, earning his MBA from Kellogg School of Management, MSc in Global Health from UCSF, and MAPP in Positive Psychology from the University of Pennsylvania. He started his journey in fashion with a Bachelor's degree in Design Management from Parsons School of Design. Currently, Kunal is an Executive Fellow at the Indian School of Business (ISB) completing his doctoral training focused on creating a new leadership theory and model he has titled the ‘Theory of Audacity', where he is conducting groundbreaking evidence-based research in the field helping individuals, teams and organizations worldwide understand and apply the science of Audacious Leadership for a brave new world.   Connect More: Kunal Sood https://twitter.com/KunalSood https://www.wetheplanet.io/   Katie Chonacas  Buy Art: https://www.chonacas.com/links/ Website: https://www.chonacas.com/ X: https://twitter.com/katiechonacas IG: https://www.instagram.com/chonacas/ IG: https://www.instagram.com/shesallovertheplacepodcast LinkedIn: https://www.linkedin.com/in/katiechonacas/ FB: https://www.facebook.com/KyriakiChonacas   Sponsor for this episode: Www.kaldental.com 310-360-8250 IG - dds.kaldental   Please share this episode with at least one person that you care about, click the 5-Star and leave a review :).  Thank you for your support and for tuning in. :)  

House Committee on Appropriations Subcommittee on Interior, Environment, and Related Agencies Public Witness Hearing - American Indian & Alaska Native: Day 2, Morning Session Date: Wed, 05/08/2024 - 9:00 AM Location: Capitol Complex, RHOB, Washington, DC, 20515 Witnesses Robert Miguel Chairman, Ak-Chin Indian Community Sherry J. Parker Chairwoman, Hualapai Tribe Stephen Roe Lewis Governor, Gila River Indian Community Ervin Chavez Executive Board President, Diné Bi Olta School Board Association (DBOSBA) Derrick Leslie Tribal Education Department Director, White Mountain Apache Tribe Buu Nygren President, Navajo Nation Tesia Zientek Board President, National Indian Education Association Anhiwake Rose Vice-President of Congressional and Federal Relations, American Indian Higher Education Consortium Shawna Allison Becenti Head of School, Navajo Preparatory School Gjermundson Jake Board President, Ramah Navajo School Board, Inc. (RNSB) Cecilia Fire Thunder President, Oglala Lakota Nation Education Coalition Troy Lunderman Human Resources Director, St. Francis Indian School Ryan Wilson President, Oglala Lakota/National Alliance to Save Native Languages Lloyd Miller Counsel Dr. Valerie J. Grussing, PHD Executive Director, National Association of Tribal Historic Preservation Officers (NATHPO) Nicholas Lovesee Director of Policy, Native American Finance Officers Association (NAFOA) Aurene Martin Treasurer, Board of Directors for the National Indian Child Welfare Association William F. Smith Chairman and Alaska Area Representative, National Indian Health Board Todd Wilson Executive Director, National Council of Urban Indian Health (NCUIH) Jon Brady President, Native American Church Of North America Verlon Jose Chairman, Tohono O'odham Nation Lawrence Mirabal Vice President of Operations, The Institute of American Indian Arts Lionel Haskie Director of Operations, Navajo Agricultural Products Industry Committee Notice: https://appropriations.house.gov/events/hearings/public-witness-hearing-american-indian-alaska-native-day-2-morning-session

               In S5 E5 I am delighted to welcome  Professor Himanshu Tambe to the podcast. Himanshu's passion is to empower individuals and organisations to thrive through continuous education. He is  currently Visiting Faculty at the Singapore Management University (SMU) and the Indian School of Business (ISB) teaching Design of Business, Organisation Design, Leadership and Workforce Analytics. He also operates an early-stage software product company focused on optimising operations.  Prior to this,  he held several senior roles with Accenture Strategy & Consulting, the last one being the Managing Director for the Talent & Organisation Consulting business in Southeast Asia and India. Before that he worked for Arthur D Little, the world's oldest consulting firm; established and operated a niche Strategy and Organisation Design company; and worked as an automobile manufacturing engineer at the very start of his career.       Over a 30-year career in consulting and industry,  he has proudly served more than 100 organisations across Public Sector, Metals & Mining and Banking in India, Singapore, Malaysia, Indonesia, Korea, Australia, and Europe. His  work has been focused on designing and implementing Business Models, Organisation Design, Process Models, and Large-Scale Behaviour Change to deliver measurable improvements in the performance of people and organization. Over this period, Himanshu has acquired deep experience facilitating senior executive teams to execute change through vision and values alignment.  Beyond the workplace he is, like me, an avid yoga practitioner and meditator and is learning jazz dance.     In this conversation Himanshu shares his insights from the global business environment on the key trends shaping the future of work and workforce.  We discuss modern work and role redesign, humans versus machine, data-driven change, the quest to reconnect with meaning and purpose and investing in "hinge" leadership and  unfreezing the frozen middle or core work-unit leaders. Many themes will be familiar to regular listeners and ultimately we are left with more questions and a call to action to reimagine the work environment. Thank you Himanshu. Episode links:LinkedIn: https://www.linkedin.com/in/himanshutambe/ Himanshu Tambe on The ISB Leadercast Podcast https://podcasts.apple.com/au/podcast/leadercast/id1691914486?i=1000626210529Digital Health Festival Melbourne May 7/8 2024 https://digitalhealthfest.com.au/Calling all Clinician Innovators :Applications have opened for the CICA Lab Incubator program. More details here: https://www.cicalab.co/cicalab-incubator The Mind Full Medic Podcast is proudly sponsored by the MBA NSW-ACT Find out more about their service or donate today at www.mbansw.org.auDisclaimer: The content in this podcast is not intended to constitute or be a substitute for professional medical advice, diagnosis or treatment. Always seek the advice of your doctor or other qualified health care professional. Moreover views expressed here are our own and do not necessarily reflect those of our employers or other official organisations.

About Simran Khara: My next guest on The One Percent Project is the charismatic Simran Khara, the founder and CEO of Koparo. Simran talks about her Journey: From McKinsey to Entrepreneurship. She has an MBA from the Indian School of Business and is an alumnus of the London School of Economics and Shri Ram College of Commerce. With over 16 years of experience, she has advised, built, and monetized in her roles at McKinsey & Co, Star TV, and Juggernaut Books. Now, she is building Koparo, a D2C toxin-free home-care brand. In this conversation, Simran talks about the importance of discipline, adaptability, and social skills that she imbibed growing up in a Faugy Family, the liberating environment Mumbai offers to women, her role at Star TV and what she gathered from her mentor, Uday Shankar, becoming the CEO of Jaggaurnat Books, building Koparo, the impact of being featured on Shark Tank India, and much more. This conversation inspired me to kick off a series on "First Time Founders", where I will invite young and experienced entrepreneurs who will help share their journey of building a business with no prior entrepreneurial experience. If you have any guest recommendations, drop me a line at pritish@onepercent.live Follow & Subscribe: WhatsApp: ⁠⁠https://bit.ly/TOP_WA2 ⁠⁠ YouTube: ⁠⁠https://bit.ly/TOP_YouTubeVideos⁠ LinkedIn: ⁠⁠https://bit.ly/TOP_LinkedIn Instagram: ⁠⁠https://bit.ly/TOP_Insta In this conversation, he talks about: 00:00 Intro 02:24 Finding Love and Career in Mumbai: A Personal Journey 03:31 Life Lessons from a Fauji Brat: Discipline, Packing, and Social Skills 05:07 Embracing Competition and Empathy in Professional Life 07:41 From McKinsey to Star TV: A Career Transition Story 10:47 Learning from Uday Shankar? 11:30 The CEO's Perspective: Sales vs. Operations 13:15 Leading Juggernaut: An innovative book publishing venture 21:06 Launching Koparo: Innovating in Home Cleaning 24:27 Applying to Shark Tank India: Leveraging TV for Brand Growth 26:24 Unique Challenges and Insights as a D2C Founder 30:15 Generalist Vs Specialist: A career choice for youngsters 32:26 Why is struggle an evolving concept? 33:41 Counterintuitive insight about entrepreneurs. 34:28 Shark Tank India: Impact, Value & Opportunity 36:15 What does success mean to you?

Video version: https://youtu.be/Wreu_nyPl10 In this episode, the 2 best friends, Zayaan and Sameer, share their unbelievable Indian school farewell tradition of renting crazy expensive luxury cars for 24 hours, funny malayalam poem recitation competition school story, math teacher's funny cricket story, that not all cars in Kerala have airbags, how seat belts were introduced by Volvo, the difference between girls fashion vs boys fashion, the difference between truckers in India and Canada, going to Toronto car show, how to escape speeding tickets and cops and more. _____________________________________ Check out Sameer's Instagram: https://www.instagram.com/sameerroshan6/ Check out Zayaan's YouTube channel: https://www.youtube.com/channel/UCBxNEbiHXcResh_5cA3Zt3Q

Explore Prof. Payal Kumar's exceptional journey at the crossroads of corporate leadership and academia. From journalism to the Indian School of Hospitality, her seamless fusion of roles showcases a unique understanding of leadership and global perspectives. Join us on this compelling journey through the lens of Prof. Kumar, a trailblazer exemplifying the richness emerging from diverse professional intersections. [00:35] - About Prof. Payal Kumar  Professor Kumar is the Principal Academic Advisor of the Indian School of Hospitality, India. She is the South Asian ambassador for the Academy of Management Discoveries Journal; and Emerald Publisher Brand Ambassador. --- Support this podcast: https://podcasters.spotify.com/pod/show/tbcy/support

In this episode of Political Economy with Shweta Punj, we speak to Prasanna Tantri of the Indian School of Business on restoring trust and balance sheets of banks, policies that aggravated the banking crisis in early-mid 2000s, how RBI tightened the screws around lending practices and more. Listen in.

Education is one of the most important things to the Poarch Creek people. But it wasn't always easy. Segregation and poverty were just two things the Poarch Creek people had to contend with as they strived for quality education.Today, Lori Sawyer joins hosts Billy Baily, Brandy Chunn, and Blake Crook to discuss the long and sometimes complicated history of education in the Poarch Creek community. We learn about how the Tribe's perseverance helped pave the way for students today.Time Stamps:[0:30] - Billy introduces his new co-hosts, Brandy Chunn and Blake Crook.[1:30] - Lori Sawyer introduces herself.[2:30] - Opening a museum for the Tribe wasn't easy.[5:10] - Using grant money, Lori helped research the history of education in the Poarch Creek community.[7:11] - In the 1930s, school missionaries Dr. Edward Macey, his wife Anna, and Reverend Edwin Van Edwards were shocked by the level of poverty within The Tribe.[10:09] - Lori describes how the Tribe's poverty wasn't accidental. [12:50] - Timber companies came into Poarch Creek land after the Civil War and began pushing them out.[16:20] - Jim Crow laws segregated Indian children from white children.[18:30] - Poarch Creek Schools date back to 1799.[21:20] - In the 1790s, white and Indian children went to school together in harmony.[24:04] - Lori details the Head of Perdido, Bell Creek and Poarch Switch communities and their locations.[28:05] - With lumber donations, Poarch Creek men built the schools.[29:30] - The Gibson and Poarch schools were the first designated Indian Schools.[30:06] - Partnering with the University of South Alabama, Lori and her team were able to locate the school in Bell Creek.[33:08] - Lori takes us on a "drive" touring each school, the first stop is the Head of Perdido school.[35:30] - Next stop is the Poarch Switch School.[37:30] - The third stop is the Bell Creek School.[40:50] - Lori talks about the condition of the schools.[42:53] - It wasn't common, but some Poarch children were able to go to Atmore to get a higher education.[44:00] - Fourth stop is Anna Macey's house. [47:20] - The Maceys helped advocate for better education.[49:04] - The white house attached to St. Anna's is the first Indian School.[52:22] - Lori explains why the consolidated school opened.[54:30] - The county didn't provide much assistance for the schools.[57:00] - Reading, writing, and math were the primary subjects learned.[59:05] - In the 1940s, Poarch Creek parents sued the county over poor treatment at schools.[1:05:58] - Segregation wasn't as long ago as many people think.[1:08:30] - The first thing the Tribe did after getting federally recognized was ensure access to education.[1:11:04] - Lori has a message for current students.Hosts:Billy Bailey, Tribal Historic Preservation SpecialistBrandy Chunn, Museum CoordinatorBlake Crook, Museum Receptionist

This is part 2 of the series of podcasts where we discuss Enterprise Architecture and Agile and how Agile iterations and other tenets can be used to do Enterprise Architecture ------------------------------------------------------------- YouTube: https://YouTube.com/@EnterpriseArchitectureRadio LinkedIn: https://www.linkedin.com/in/nilotpaldas/  Twitter: @EntArchRadio Email: nilotpaldas@hotmail.com Telegram Group: https://t.me/EnterpriseArchitectureRadio  Music: Music by tobylane from Pixabay

Ravi Sreedharan is the founder of Indian School of Development Management (ISDM) - nurturing leaders of change to create sustained impact at scale. Previously, he held various C-level and leadership positions at Azim Premji Foundation, HSBC, and Standard Chartered Bank. --- Support this podcast: https://podcasters.spotify.com/pod/show/theindustryshow/support

Shonto Begay joined me today for a special podcast right before Christmas. I've had Shonto on before. In fact, he was my guest on the second podcast I had ever done. I've known Shonto for over 20 years and have been collecting his art as well as selling it. You know, he just is unique. He's unique in so many forms and fashions. It's almost hard to describe.Shonto shared some of the things that are, you know, very deep and moving to him and how he creates. He speaks on the trauma that he had to go through in his life as an artist and as a kid growing up on the reservation and being forced into boarding school when he was nine years old.I asked Shonto before we even started the podcast because I think it's an important part of his paintings and who he is today if we could talk about these traumatic experiences. I don't want to trigger him or make him feel bad in any way. He obliged and that's the heart of today's podcast. Shonto provides a very unique perspective of somebody who's lived through this system, a system that was devastating for Native American culture.We also have an upbeat talk about creativity, spirituality, and painting. Shonto talks about where this insight comes from. It was very enlightening. I learned things that I didn't know, which is always fun for me when it's a podcast where I know the guest quite well. That's what I love about doing these podcasts and being able to share these stories with the rest of the world. This is one of those that I would recommend watching on YouTube.  The reason is that he shares his Etch-A-Sketch abilities, which is something he picked up during his time in the Indian school system.He's the most talented person in the world when it comes to doing these Etch-a-Sketch drawings. They're amazing. We recorded it during the podcast because it was so compelling. When you hit the few areas of dead sound there, it's just because, quite frankly, I'm enthralled by what he's doing.I'm very thrilled that I get the opportunity to deal with artists and learn about the many different forms of the creative process. Shonto Begay is one of these individuals who adds to the dialog in a different form and fashion than almost anybody can.So I hope you enjoy this podcast as much as I did, and I did. Trust me.

Numerous important bills signed in Congress between 1869 to 1925 set the stage for the Osage Reign of Terror in 1920's Oklahoma. David Grann's book “Killers of the Flower Moon” and the 2023 Martin Scorsese movie by the same name serve as the backdrop for this deep dive and historical overview. This is unlike any of my previous podcasts so I hope you enjoy Art Dealer Diaries Episode 274.

Prayank Swaroop is a Partner at Accel, and joined the firm in 2011. He focuses on cybersecurity, developer tools, marketplaces, and SaaS investments. Some of the investments led by him are - Aavenir, Bizongo, Maverix, OnsiteGo, Securden, Slintel, Skeps, and Zetwerk. Prior to Accel, he worked at Adobe and Standard Chartered Bank in India and Singapore. He held positions across engineering, product marketing, pre-sales, and product management. He has an integrated master's degree in Mathematics and Computing from IIT Delhi and an MBA from the Indian School of Business, Hyderabad. . . . Episode Notes: What made Prayank take a bet on venture as a career path (3:38) Naivety in venture capital (7:10) Where is venture as of October 2023, post the global slow down (9:50)  Sectors that have shown massive potential in spite of it being a dull year in terms of venture activity (18:18) Insights gained by Prayank over the course of his ten years of investment experience (22:15) How to evaluate people as an investor (27:38) How would Prayank rebuild his career as an investor if given a chance to restart (38:37) Advice to founders (48:15) . . . Social Links: Follow Prayank on Twitter Follow ⁠Prayank on LinkedIn⁠ Follow ⁠The Desi VC on LinkedIn⁠ Follow ⁠Akash Bhat on Twitter⁠ Follow ⁠Akash Bhat on LinkedIn

On today's episode, Dr. Keith Burich returns to discuss his book “The Thomas Indian School and the Irredeemable Children of New York. A school that history needs to be heard. Dr. Burich shares his knowledge about what he discovered while writing the book, and the impact that the school left on Native Americans in Western New York.

The Brafferton Indian School has a long and complicated legacy. Chartered with the College of William & Mary in 1693, the Brafferton Indian School's purpose was to educate young Indigenous boys in the ways of English religion, language, and culture. The Brafferton performed this work for more than 70 years, between the arrival of its first students in 1702 and when the last documented student left the school in 1778.  This second episode in our 2-episode series about the Brafferton Indian School will focus on the legacy of the Brafferton Indian School and how it and other colonial-era Indian Schools established models for the schools the United States government and religious institutions established during the Indian Boarding School Era.  As one of the architects of these later Boarding Schools, Richard Henry Pratt, stated, the purpose of these boarding schools was to “kill the Indian and save the man.” Pratt meant that the United States government desired to assimilate and fully Americanize Indigenous children so there would be no more Native Americans.  But Indigenous peoples are resilient, and they have resisted American attempts to extinguish their cultures. So we'll also hear from three tribal citizens in Virginia who are working in different ways to reawaken long-dormant aspects of their Indigenous cultures. Show Notes: https://www.benfranklinsworld.com/368 Sponsor Links Colonial Williamsburg Foundation The American Indian Initiative at Colonial Williamsburg  William & Mary, Brafferton Initiative William & Mary October 28th Lecture: Ned Blackhawk, “The Indigenous Origins of the American Revolution” Complementary Episodes Episode 290: The World of the Wampanoag, Part 1: Before 1620 Episode 291: The World of the Wampanoag, Part 2: 1620 and Beyond Episode 310: Rosalyn LaPier, History of the Blackfeet Episode 314: Colin Calloway, Native Americans in Early American Cities Episode 343: Music and Song in Native North America Episode 353: Brooke Bauer, Women and the Making of Catawba Identity Episode 367: The Brafferton Indian School, Part 1   Series Music WarPaint Singers WarPaint Singers on YouTube  Blue Dot Sessions Listen! Apple Podcasts Spotify Google Podcasts Amazon Music Ben Franklin's World iOS App Ben Franklin's World Android App Helpful Links Join the Ben Franklin's World Facebook Group Ben Franklin's World Twitter: @BFWorldPodcast Ben Franklin's World Facebook Page Sign-up for the Franklin Gazette Newsletter

Discover the intricate relationship between your financial choices and your well-being on this episode of Wellness Curated. Join host Anshu Bahanda in a captivating conversation with Luis Miranda, a renowned figure in finance and social impact. Luis, who was instrumental in building institutions like HDFC Bank and IDFC Private Equity, offers valuable insights into the complex world of personal finance.In this episode, we unravel the profound impact of our formative experiences on the decisions we make with our finances. Luis delves deep into the concept of purpose-driven choices and how they have the potential to revolutionise your financial well-being. With a keen emphasis on responsible spending and a delicate balance between extrinsic and intrinsic motivations, he sheds light on why money alone can't unlock the doors to lasting happiness or motivation.Luis, one of the visionary founders of the Indian School of Public Policy (ISPP), a pioneering institution that shapes future leaders with economics as its cornerstone, guides us through the transformative power of aligning your spending with your core values and long-term aspirations. His profound insights into achieving a harmonious equilibrium between financial responsibility and the pursuit of a fulfilling life promise to reshape your entire perspective on wealth.Journey with us on this enlightening odyssey into the psychology of spending, where you'll glean valuable insights to make more informed financial choices and ultimately achieve true contentment. For a transcript of this show, go to https://wellnesscurated.life/the-psychology-of-spending-from-impulse-to-investment/If you liked our episode, you can subscribe to our podcast on any of the major podcasting platforms like Spotify, Apple Podcasts, and Google Podcasts. Please leave us a review on Apple iTunes and help others discover this podcast. You can visit wellnesscurated.life and follow us on Twitter @WellnessCurated, On Instagram @wellnesscuratedbyanshubahanda,On Facebook @Wellness Curated by Anshu Bahanda,On LinkedIn @Wellness Curated by Anshu Bahanda, And on YouTube @wellnesscuratedbyanshubahanda. for more wellness tips to help you live your best life.

In 1693, King William III and Queen Mary II of England granted a royal charter for two institutions of higher education in the Colony of Virginia. The first institution was the College of William & Mary. The second institution was the Indian School at William & Mary, known from 1723 to the present as the Brafferton Indian School. The history of the Brafferton Indian School is a story of power, trade, land, and culture. It's an Indigenous story. It's also a story of English, later British, colonialism. Over the next two episodes, we will investigate the Brafferton Indian School and the stories it tells about power, trade, land, culture, and colonialism in early America. We'll also explore the legacy of the Brafferton and other colonial Indian schools by examining the connections between these schools and the creation of the Indian Boarding Schools that operated within the United States between the mid-nineteenth and mid-twentieth centuries. In this episode, we focus on the history and origins of the Brafferton Indian School. Show Notes: https://www.benfranklinsworld.com/367 Sponsor Links Colonial Williamsburg Foundation The American Indian Initiative at Colonial Williamsburg William & Mary, Brafferton Initiative William & Mary October 28th Lecture: Ned Blackhawk, “The Indigenous Origins of the American Revolution” Complementary Episodes Episode 104: Andrew Lipman, The Saltwater Frontier: Native Americans and Colonists on the Northeastern Coast Episode 132: Coll Thrush, Indigenous London Episode 171: Jessica Stern, Native Americans, British Colonists, and Trade in North America Episode 290: The World of the Wampanoag, Part 1: Before 1620 Episode 291: The World of the Wampanoag, Part 2: 1620 and Beyond Episode 310: Rosalyn LaPier, History of the Blackfeet Episode 314: Colin Calloway, Native Americans in Early American Cities Episode 353: Brooke Bauer, Women and the Making of Catawba Identity   Listen! Apple Podcasts Spotify Google Podcasts Amazon Music Ben Franklin's World iOS App Ben Franklin's World Android App Helpful Links Join the Ben Franklin's World Facebook Group Ben Franklin's World Twitter: @BFWorldPodcast Ben Franklin's World Facebook Page Sign-up for the Franklin Gazette Newsletter

Ed Hess - Own Your Work Journey: The Path to Meaningful Work and Happiness in the Age of Smart Technology and Radical Change. This is episode 594 of Teaching Learning Leading K12, an audio podcast. Edward D. Hess is a Professor Emeritus of Business Administration; Batten Faculty Fellow & Batten Executive-in-Residence Emeritus at the Darden School of Business, University of Virginia. He received his B.S. from the University of Florida; his J.D. from the University of Virginia and his L.L.M. from New York University. Professor Hess spent more than 20 years in the business world as a senior executive at Warburg Paribas Becker, Boettcher & Company, the Robert M. Bass Group and Arthur Andersen.  He joined academia in 2002 as an Adjunct Professor of Organization and Management at the Goizueta School of Business at Emory University where he taught in the Business Undergraduate and MBA Programs and was the Founder and Executive Director of both “The Center for Entrepreneurship and Corporate Growth” and “The Values-Based Leadership Institute.”  In 2007, he joined the faculty of the Darden Graduate School of Business as Professor of Business Administration and the first Batten Executive-in- Residence. He has taught in the MBA & EMBA Programs; in over 21 Executive Education programs at Darden, IESE (Barcelona), the Indian School of Business, Georgia Tech; and AVT Denmark. He is the author of 14 other books and well over 160 practitioner articles and over 60 Darden cases, etc. dealing with innovation and learning cultures, systems, and processes.  The common theme of his work is high individual and organizational performance.  He is a Certified “Marshall Goldsmith Stakeholder Centered Coaching Coach.”  Our focus today is his book Own Your Work Journey! The Path to Meaningful Work and Happiness in the Age of Smart Technology and Radical Change! Before you go... Could you do me a favor? Please go to my website at https://www.stevenmiletto.com/reviews/ or open the podcast app that you are listening to me on, and would you rate and review the podcast? That would be so cool. Thanks! If you are listening on Apple Podcasts on your phone, go to the logo - click so that you are on the main page with a listing of the episodes for my podcast and scroll to the bottom. There you will see a place to rate and review. Could you review me? That would be so cool. Thank you! Hey, I've got another favor...could you share the podcast with one of your friends, colleagues, and family members? Hmmm? What do you think? Thank you! Thanks for sharing! Thanks for listening! Connect & Learn More: Own Your Work Journey ed Hess - Hyper Learning: How to Adapt to the Speed of Change Edward D. Hess | UVA Darden School of Business (virginia.edu) (373) ed hess - YouTube (20) ed hess -edhess.org (@HessEdward) / Twitter (40) Edward Hess | LinkedIn https://www.facebook.com/ownyourworkjourney Length - 01:11:31

This week, Academy Award-winning director Guy Nattiv discusses his new film 'Golda,' which follows the journey of Israeli Prime Minister Golda Meir as she navigates the tense 19 days of the 1973 Yom Kippur War. Nattiv delves into how Helen Mirren, who portrays Golda Meir, expertly embodied the role. He also shares why, being a child of '73, he felt so compelled to tell this story. Tune in to hear the poignant anecdotes from the set and learn about the involvement of war veterans in the filmmaking process. *The views and opinions expressed by guests do not necessarily reflect the views or position of AJC.  Episode Lineup:  (0:40) Guy Nattiv Show Notes: Watch: ‘Golda' opens in US theaters starting August 25th from Bleecker Street / ShivHans pictures–find theater and ticket information at www.goldafilm.com Read: Tough Questions on Israel Answered Listen: Matti Friedman on How the 1973 Yom Kippur War Impacted Leonard Cohen and What It Means Today The Rise of Germany's Far-Right Party and What It Means for German Jews AJC Archives Follow People of the Pod on your favorite podcast app, and learn more at AJC.org/PeopleofthePod You can reach us at: peopleofthepod@ajc.org If you've enjoyed this episode, please be sure to tell your friends, tag us on social media with #PeopleofthePod, and hop onto Apple Podcasts to rate us and write a review, to help more listeners find us. __ Transcript of Interview with Guy Nattiv: Golda Meir [from AJC Archives]: We've suffered because of our stance, which is not just obstinacy, not just because we liked it this way. But I think it has been accepted more and more that we have something at stake, and that's our very existence. Whether the borders are such that we can defend them or not, is a question of to be or not to be. Manya Brachear Pashman:  That's the late Prime Minister of Israel Golda Meir speaking with AJC about fighting wars to defend Israel's existence. The movie Golda premiering in American theaters this week tells the story of one such battle: the Yom Kippur War of 1973 when Egypt and Syria launched a surprise attack against the Jewish state. Here to talk about the movie and why it's an important story to share with the world, especially through Golda Meir's eyes is its Academy Award winning Director Guy Nattiv. Guy, welcome to People of the Pod.  Guy Nattiv:  Hi, Manya. Manya Brachear Pashman:  So Guy, as we just heard from Golda Meir herself, Israel has been defending its very existence since its creation, in war after war after war. Why did you want to direct a film about this particular war, which turned out to be quite a turbulent moment in the life of the Jewish state?  Guy Nattiv:  Well, I was born into this world, in a way. I'm a child of '73. My mom ran to the shelter with me as a baby, my father went to the war. And I grew up on those stories, of Golda, of the war, and I really wanted to know more, but there wasn't any way of knowing more. And I think that 10 years ago, protocols came out and gave a sense of what really happened, protocols from the Agranat Committee, from the war rooms, from the government. All those declassified documents. And that shed a different light on what really happened there, and on Golda. And doing the research on Golda  and talking to people who really knew her, gave me a sense of why we needed to tell the story. It's for my generation and for the generation of my fathers' and mothers'.  Manya Brachear Pashman:  So who made the decision to cast Helen Mirren as Golda Meir?  Guy Nattiv:  I wasn't the one who casted Helen. When I came on board, Helen was already attached. I think that Gideon Meir, the grandson [of Golda], he was the one who thought about Helen first, he said, I see my grandmother in her. And when I came she already read the script, and it was only meeting me to close the circle.  Manya Brachear Pashman:  And what did she bring to the role? Guy Nattiv:  Humor, humanity, wisdom, charm. It's all there. But she brings a lot of human depth to the character. Manya Brachear Pashman:  Were there conversations off camera during the making of the film about Israel, about its history, about the lessons learned in this moment in its history, with Helen Mirren, or other cast members? Guy Nattiv:  Yeah, but the problem is that we don't really learn, right, because look what happened now in Israel. It's the Yom Kippur of democracy. So I don't think we learned enough. Where we are basically in the same situation, as '73, with a leader that is so disattached. At least Golda believed in the judicial system, she believed in High Courts, she was a humanist. She believed in democracy, full democracy. And I think the situation now is so dire. And when I went to protest in Israel, I went to protest with a lot of veterans from the war, who had the t-shirt 'This is the Yom Kippur of democracy.' We're fighting, they're almost fighting again, but this time not because of our enemies, because of ourselves. We're eating ourselves from within. Manya Brachear Pashman:  I'm glad you mentioned the veterans of the war because this was such a painful conflict for Israel. Such a tragic blow to the nation's psyche. More than 2,600 Israeli soldiers were killed, 12,000 injured, nearly 300 taken prisoner. What do you believe this film offers those veterans? Guy Nattiv:  I think it brings a lot of humanity to Golda, who they saw as just the poster, as just a stamp, as just a statue, right? She was somebody who's not human. And I thought that Helen in the way that the film is structured is bringing Golda in a human way. And they see her struggle. And how she cared about those veterans. How she cared about every single person, every single soldier that died in this war. She wrote every name. She took it to her heart. And I thought that was something that veterans would respect. And also what I did is, when I edited the film, I brought five veterans from the front, a lot of them watched the movie in the first cut, the really first offline cut, and they helped me shape the narratives and bring their own perspective to this movie. So I thought that was very cool. Manya Brachear Pashman:  You've made it clear that this is not a biopic about Golda Meir. This is really about this moment in history. Guy Nattiv:  No, it's not your classical biopic, if you want to do a biopic about Golda Meir, you'll have to have a miniseries with eight episodes or more. This is an hour and a half, on a very specific magnifying glass on the requiem of a country. The requiem of a leader. The last of Golda. The last days. Manya Brachear Pashman:  Let's listen to a clip from the film that really shows why Golda Meir was known as the Iron Lady of Israeli politics. Here's Helen Mirren as Golda Meir, sitting across the table from Henry Kissinger, played by actor Liev Schreiber.   Clip from ‘Golda': Golda Meir (portrayed by Helen Mirren): This country's traumatized. My generals are begging me to occupy Cairo. And Sharon is, is like a dog on a leash. Henry Kissinger (portrayed by Liev Schreiber): If you do that you will be on your own. Israel's long term interests will not be served by a fracturing of our relationship, Golda. Sadat has already agreed to the terms of the ceasefire. Golda Meir (portrayed by Helen Mirren): Of course he has. He's on the brink of defeat. It will give him a chance to regroup. You are the only person in the world who could possibly understand what I'm going through. Henry Kissinger (portrayed by Liev Schreiber): Yes, I know how you feel, but we need a ceasefire. Golda Meir (portrayed by Helen Mirren): I thought we were friends, Henry. Henry Kissinger (portrayed by Liev Schreiber): We will always protect Israel. Golda Meir (portrayed by Helen Mirren): Like you did in ‘48? We had to get our weapons from Stalin. Stalin. Our survival is not in your gift. If we have to, we will fight alone. Manya Brachear Pashman:  So Guy, what would you include in a mini series, if you produced a mini-series instead? Guy Nattiv:  I would go to her childhood in Ukraine, probably, I would show her family in Israel. I would show more of her relationship with Lou Kedar, they were really close, her assistant. There's a lot of things that I would do, but not in the format of a feature. Although if you want to do something like you know, a four and a half hour feature, like, used to be in the 80s or the 70s. They were massive, like Gone With the Wind. This is something else. But this is not this movie. This movie is really a specific time in history. Manya Brachear Pashman:  Through her eyes, basically. Guy Nattiv:  Through her eyes. Manya Brachear Pashman:  Yeah. Guy Nattiv:  Under her skin. Manya Brachear Pashman:  I'm curious, if in the making of the film, there were any kind of surprising revelations about cast members or their perspectives, their opinions, or revelations about the history itself. Guy Nattiv:  One of the guys that was a stand-in, he was an extra in the movie. He was at the table of all the ministers. Ephri, Ephraim, his name is. I played the siren in the room. So everybody will get the siren, and the long siren. And he started crying. And he said, I'm sorry, I cannot really stay here for long. And I asked him, why not? He said, because I'm a veteran of the war. I was 21 when I went to the tunnel, and I fought. And he lives in the UK. And we shot the film in the UK and he came and it was amazing. And he came to Helen and me and he showed us photos of him as a 21 year old from the war. It was very emotional, it was surprising, he's only this extra. Who is a war veteran, who's playing a Minister. Manya Brachear Pashman:  Wow. Did he explain why he tried out, or auditioned to be an extra, why he wanted to do this? Guy Nattiv:  He's doing a lot of extra work in the UK. You know, he moved to the UK and is an extra in a lot of movies. And when he saw that this movie exists, he said, I must come, I must be one of those ministers. And we needed a desk full of ministers, you know, and he was the right age. So he's just an extra. That's what he does. I don't know if he thought that he would be in the same situation. I don't think that he thought that. Because he didn't read the script. It was a very emotional moment. And a very emotional moment for Helen. Manya Brachear Pashman: So this was filmed in the UK? Guy Nattiv: It was filmed in an Indian School, outside of London. The Indian abandoned school that was basically huge, like, massive. Arad Sawat, who is my production designer, he basically created the entire kiriya [campus/city], and war room and all the bunker and Golda's kitchen, he built it from scratch, exactly like it was in Israel. And it was crazy. It's just like walking into the 70s. Me, as a grown up, you know, and seeing Helen as Golda. And the commanders. It was surreal. Just surreal. Manya Brachear Pashman:  And how did you gather those kinds of personal details about her life? In other words, like, did you have pictures, plenty of photo photographs to base that on? Guy Nattiv:  My two sources were Adam, her bodyguard, that gave me all the information, and her press secretary, who's 91, who told me everything about her, and books that were available for us, and protocols. It was very specific protocols that showed us how everything went down. Manya Brachear Pashman:  Did Helen spend a lot of time with those people as well to really get a sense, and I'm curious how else she prepared, if you know, how else she prepared for this role, to really embody the former prime minister? Guy Nattiv: It was her own private process. I didn't get into it so much. But I think that she read all the books. She worked with a dialect coach to understand how the Milwaukee accent, to talk in the Milwaukee accent. Walk the walk. I think she prepared also with an animal coach. There's a coach, every actor becomes, every role it's a different animal. And you behave like this animal. You take the physiques of this animal. I think she was a turtle. I think that Golda was more of a turtle. The way she spoke. Everything was so slow. So I think that she became, she did, the way she carried herself like a ship  into this. So it was a lot of metaphors, a lot of stuff, a lot of tools that help actors get into the role. But when I met her, and that was after like three and a half months we didn't talk, she was Golda. It's almost like she got into the trailer as Helen and she came out as Golda. We didn't see Helen, we saw Golda. Even when we spoke and we ate lunch with her, we saw Golda. And so at the end of the 37 days of shooting, I was like, you know, I don't remember how you look like, Helen. And only in Berlin Film Festival, when she gave us Helen Mirren, is where we really saw her. Manya Brachear Pashman:  So you mentioned Berlin, the film has premiered there in Berlin, also has premiered in Israel. I'm curious how audiences have received it in both places. Has it hit different chords in different countries?  Guy Nattiv:  When non Jews see the movie, I mean, they have lack of emotional baggage. And they see it as something foreign in a way. But for Jews, for Israelis, there's a lot of emotional aspects to it. So it's, yeah, it's different. It's a different view. But a lot of people that are not Jews are still really like, this is such an interesting, we didn't even know about her. You know, a lot of people are learning who she was. And they didn't know. It's like she paved the way to Margaret Thatcher. And to Angela Merkel. So they see now what's the origin of that. Manya Brachear Pashman:  That's a really wonderful point, it being filmed in the UK and premiering in Berlin. Guy Nattiv:  [Angela] Merkel said that Golda was her inspiration. Manya Brachear Pashman:  So how do you expect it to resonate here in the United States? Guy Nattiv:  I really feel that it's just starting out right now, we had an Academy screening, and I'm getting amazing text messages from people from that generation. But I also would love for younger generation to know about that and explore Golda. Yeah, I mean, I'm interested to know, to see how it is. But I know that it's very emotional for the Jewish community. I can feel that. Manya Brachear Pashman:  Do you think this film will change how people view Golda Meir and Israel's leaders in general? Guy Nattiv:  I hope it will spark a nerve in a way that we are in the same situation now. And people will see that history repeats itself, in a way. It's not the same exact situation. But it's the blindness that our leaders are in right now. And I hope it will bring a different narrative to the character of Golda, and who she was, not just the poster, not just the scapegoat. Because she was the scapegoat of this war. It was easy to blame her for all the faults of her commanders and all the other human intelligence commanders and what happened there. But it's just, she's not the only one. She's not the scapegoat. She was actually very valuable for Israel, because she brought the shipments from the state, of the planes and the weapons. She was in charge of it. And I think without that, we would probably find ourselves in a different situation. Manya Brachear Pashman:  Golda was the first female head of government in the Middle East. Do you think her gender had something to do with her being blamed or the being labeled the scapegoat, as you said?  Guy Nattiv:  Absolutely. Absolutely. I truly believe that with more female leaders in this world, the world will be a better place. I feel that men proved us wrong. You know, I want to see Tzipi Livni leading Israel again. I want to see more women in key roles and leading countries. I think the world would be a better place.  Manya Brachear Pashman:  Guy, thank you so much. Really appreciate you sitting down with us. Guy Nattiv:  Thank you. 

Naveen Toshniwal was born and brought up at Calcutta, a city in east India. He did his schooling from St Xavier's & completed engineering from Jadavpur University, a well know institute in India. He shifted to Jaipur city in 1996, a well known tourist place. He is looking after family business, manufacturing of instrumentation and industrial cables. Naveen started learning grapho therapy from his father while he was studying at college. Further enhanced his knowledge by self-study and online courses. On motivation from friends & relatives, started pursuing this passion as part time profession. Have been invited by various institutes for awareness sessions and presentations, most prestigious invitation was by Indian School of Business, Hyderabad, in Central India. This is the top management college in India in private sector. After lockdown, Naveen was being invited regularly for online sessions by Amity University (Noida) , Parul University (Baroda) , Deshbhagat University (Punjab), Baba Institute of Technology (Vizag), RCM College (Bangalore), NSHM College (Calcutta), Jiwaji University (Gwalior), Rotary clubs in Jaipur & Kolkata, and several others. He is associated with training institutes and counsellors for one-to-one counselling & therapy all over India. Articles have been published by leading journals/newspapers and online channels in English, Hindi & Bengali languages all over India, Singapore, Srilanka & Bangladesh. Radio interviews broadcasted in vario us cities all over India & also international shows in Bangladesh, Srilanka, Canada & UAE. Contact Naveen Toshniwal: www.traitreader.com Dr. Kimberley Linert Speaker, Author, Broadcaster, Mentor, Trainer, Behavioral Optometrist Event Planners- I am available to speak at your event. Here is my media kit: https://brucemerrinscelebrityspeakers.com/portfolio/dr-kimberley-linert/ To book Dr. Linert on your podcast, television show, conference, corporate training or as an expert guest please email her at incrediblelifepodcast@gmail.com or Contact Bruce Merrin at Bruce Merrin's Celebrity Speakers at merrinpr@gmail.com 702.256.9199 Host of the Podcast Series: Incredible Life Creator Podcast Available on... Apple: https://podcasts.apple.com/us/podcast/incredible-life-creator-with-dr-kimberley-linert/id1472641267 Spotify: https://open.spotify.com/show/6DZE3EoHfhgcmSkxY1CvKf?si=ebe71549e7474663 and on 9 other podcast platforms Author of Book: "Visualizing Happiness in Every Area of Your Life" Get on Amazon: https://amzn.to/3srh6tZ Website: https://www.DrKimberleyLinert.com Please subscribe, share & LISTEN! Thanks. incrediblelifepodcast@gmail.com Social Media Links LinkedIn: https://www.linkedin.com/in/dr-kimberley-linert-incredible-life-creator/ Facebook: https://www.facebook.com/kimberley.linert/