Podcast appearances and mentions of jerry solomon

Traditional management uses "carrots," like bonuses, and "sticks", like Performance Improvement Plans, to motivate employees. But are humans really built that way? In this episode, Jacob Stoller and Andrew Stotz dive into the myth surrounding that approach and talk about what actually motivates people at work. TRANSCRIPT 0:00:02.7 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussion with Jacob Stoller, Shingo-Prize winning author of The Lean CEO and Productivity Reimagined, which explores applying Lean and Deming management principles at the enterprise level. The topic for today is myth number four, the myth of sticks and carrots. Jacob, take it away.   0:00:46.2 JS: Thank you, Andrew, and great to continue our conversation. Yeah, it is widely believed that people are motivated by threats and rewards. And to demonstrate that, all you have to do is go into an HR department and look at the job descriptions and the reward programs. And it's all assumes that people are motivated by externalities, right? And that goes back, actually, it's a very, very old way of looking at the world, that there's a term, it's a bit of Latin here, homo economicus. And it's the idea that humans are sort of goal seeking creatures. They seek what's better for them, and it's all material. They'll seek their material gain, and they will behave in very predictable ways, according to that. So you can set up external motivators, mainly money, and you can regulate the way people will behave.   0:01:38.2 JS: So that's the assumption that many businesses are built on. But science has proven that that's not the way human humans work. There've been a number... And starting really in the 1950s, a number of scientists have sort of poked serious holes in that thinking. One of them is Edward Deci, who talked about motivation and did a number of experiments to see that, to find out that people, you know, their motive for doing tasks really kind of transcends rewards. Often they'll do something, for the satisfaction of doing it, in spite of the rewards being greater. We have Frederick Herzberg who developed something called Hygiene Theory. And that's really that... He determined in an organization that money can't actually be a positive motivator. It can't motivate positive behavior, but lack of money can motivate negative behavior.   0:02:49.6 JS: So, you know, and a number of experiments to support that. And then we have, Mihaly Csikszentmihalyi, hard to pronounce, who talks about joy at work and really did experiments and kind of proved that joy at work isn't just some kind of fancy idea that somebody had. But it's actually a scientifically proven principle. Whereas when people have joy at work and they're fully engaged in their work, they do much higher quality work. So that's kind of the background really here. So what we want, when we manage, is we want people to be intrinsically motivated so that they do their best work. And Deming principles are very, very, I think representative of that. I think Dr. Deming understood that people are motivated when they feel a part of something, when they contribute, when they feel that their team members around them are supporting them. And so that's what we try to do. And Lean eorld tries to do that, and we try to do that with Deming principles.   0:04:06.8 AS: You know, when I start off my discussion on this with students and people that I teach in seminars and the like, I always ask them, you know, which, do you believe in, a carrot or a stick? Do you think more people are motivated by rewards or punishments? And it's a great...   0:04:18.1 Jacob Stoller: Oh, okay.   0:04:24.1 AS: Way to kick off a conversation. But, you know, obviously we're gonna get some people that say, I want people to be feeling, you know, positive rewards and feel positive. And then you have the other people that... What I invariably find is that people who are running large companies with lots of employees, it's sticks. Yes, because...   0:04:40.4 JS: Interesting.   0:04:41.8 AS: It's overwhelming. And then when I think about where it's easiest to do joy in work, and where it's easiest to get the intrinsic motivation is, you know, smaller companies where everybody's close and they're really working together. And that's a dilemma that I never really have had a great reconciling of, but I'm interested to learn more about it from the direction that you're coming. So continue on. But that's just something I have in my mind when heard you talk about it.   0:05:13.1 JS: It's tough to do with a big company, but I wanna tell you a big company story. And actually I'm gonna read, a page or two of the book just because it's, I don't want to, it's a complicated story and I wanna make sure you get all the...   0:05:32.5 AS: Well, you've it written so well. So might as well do that.   0:05:36.1 JS: Well, like, gosh, let's hope so. Let's hope so. But, anyway, this is actually by coincidence. I just, what appeared, this morning on their podcast, so, of this company called Barry-Wehmiller. So, but the CEO of Barry-Wehmiller is a gentleman named Bob Chapman. And he's become quite well known in the Lean world and outside of the Lean world because as a pioneer of what we could call human-centric leadership. So he believes in treating people in the company like family members. But he didn't start out that way. He started with a very traditional background. He took over his father's business and he had a typical MBA background with accounting. And so he grew that company in a traditional way. You know, it started, as one company, and it started really by acquisition.   0:06:25.5 JS: He got very, very good at finding undervalued companies and developing them. So the company grew and it became a sort of a multinational, diversified manufacturer of various kinds of machinery. And so he was a huge success. I mean, he was written up in Harvard Business Review, all this kind of stuff, but he had a feeling, he was very much a family man too, and he had a feeling that something wasn't quite right in the companies that he was running. And he's a... Bob is a very... He watches people, he's very sensitive about body language. And he told me of a time he was in the cafeteria of a company, and it was sort of basketball season, you know, March Madness. That's when the university teams, you know, have their finals and all that, and everybody's betting on them, you know, it's a big deal.   0:07:21.9 JS: So he remembers being in there, and the people in the cafeteria all just having a great time and watching them chatter. And then, he watched the... When the clock sort of moved, so it's a few minutes to having to go back to work, he said the body language changed, all of a sudden they just weren't that happy. You know, it just, all the joy kind of drained out of them. And then they went off to their jobs. And Bob said, you know, this is wrong. You know, that it shouldn't be this way. And he was a family man. He said, I wouldn't want my children who I care about to be working in this kind of environment. So how can we care for the people and how can we actually make that work? So here's what I'm gonna start to read, because here's where it gets complicated.   0:08:08.6 JS: "Chapman vowed to change how people were led at Barry-Wehmiller. His business background, however, didn't provide any help for this. 'When I was in business school, I was never taught to care,' he said. 'It was about creating economic value. It was all business models, market cap, market share. I don't remember in my undergraduate in accounting or my graduate school ever learning to care or inspire the people I had the privilege to lead. And I never read, never was told, never heard that the way I would run Barry-Wehmiller would impact the way people go home and treat their families and their health. But the biggest thing we've learned is that the way we learn impacts the way people live.' Working with a group of team members from across the organization, he developed a set of principles called the Guiding Principles of Leadership, or GPL, which put caring for people as front and center to the job for all leaders in the company.   0:09:05.2 JS: "But the question remained, how do we organize the work in a way that gives workers the experience of working in a caring environment? It happened that Barry-Wehmiller had recently acquired a Baltimore based manufacturer of corrugated paper machines called MarquipWardUnited the company had implemented a number of Lean tools and practices under the leadership of Jerry Solomon, who was also the author of several books on Lean accounting. In Chapman's first meeting with Solomon, he introduced him to the Guiding Principles of Leadership and Solomon immediately saw a connection with the challenges companies face when trying to create a Lean culture. Most companies practicing Lean, he noted, never get to the culture piece. The same concern that caused the Shingo Institute to revise its model in 2008." And by the way, I have to interject here. That was covered in a previous chapter, how Shingo Institute found that they had left out the people and the caring part.   0:10:14.4 JS: And that had caused a lot of companies that had adopted Shingo principles to actually, and had won Shingo prizes to actually fall off the ladder, so to speak. But that's another story. Anyway, "Solomon," Jerry Solomon, this is the, from MarquipWardUnited "felt that what the company needed was what he called a delivery mechanism to integrate the Guiding Principles of Leadership with the company's day-to-Day operations. How, for example, does a supervisor in the shop floor interact with the people doing the work? Solomon felt that Lean and GPL were an ideal fit. Chapman was skeptical, though, 'cause he'd heard that Lean is purely about reducing waste and increasing profits, but not about leading people ... passed.   0:11:06.2 JS: And the group that was working on it, this company in Green Bay, actually was ready to report on some of their results. So they invited Bob Chapman and Jerry to come, to fly in to see the report. So what they got was a sort of a typical consultant's report. They said, well, we've implemented this thing and we've got, we've shortened the lead time, we've reduced the defects, whatever. And Chapman's reaction was actually different than what you would expect. He was very, very upset. 'Cause he said, this is supposed to be about people and Guiding Principles of Leadership. That's what you told me Lean was about. But here all I hear is a bunch of numbers. So he was quite upset. He left the room, actually. And they sort of calmed him down, and they said, Bob, please give us another chance.   0:12:03.6 JS: And it so happened that, the next morning there was going to be a report out from people that were actually on the team that had made the improvements. So Bob says, okay, I'll give you another chance, but I want the people that were actually working on that project to come and report to the presidents. So, an incredible setup. You know, you can imagine, you have these people 7 o'clock in the morning. Well, that's not hard for you to imagine, with the hours you keep. But anyway, 7 in the morning, you have all the principals, presidents of these companies, and you have, a couple of, people in the team and a guy who's never presented to a group like that, getting up in front of a whole group of CEOs. So he had some notes, and he went through his presentation, which was very sort of, you know, what you would expect.   0:12:54.2 JS: It was, yeah, we've got the, pretty much what the consultants had said the day before, right? Yeah. We cut the lead time. We did this. And, Bob listened patiently. He said he listened for about 10 minutes, and then he says, and he says, I don't know where this came from. He stood up and said, Steve, that's the name of the guy presenting. How did this change your life? And there was a silence. And you imagine, right? All the CEOs and or the presidents. And then, and this guy who has never presented to a group like that. And Steve just sort of blurted out, my wife is talking to me more. And Bob said, help me, Steve. I don't understand. Please, please explain this. And Steve then went ahead and told, what Bob said was one of the most moving stories he'd ever heard, you know, and what Steve said is, well, Bob, you know how it is.   0:13:53.9 JS: You go to work and, you know, you punch in your clock. And then they give you some things to do. They give you a list of things to do, but they don't give you any support or anything, or they don't give you the tools you need, but you sort of figure it out. You know, you get through the day and you get nine out of 10 things, right? But then maybe that 10th thing you'll run into some problem. He said, and immediately what they do, they never thank you for the things you did right. They jump on you for the problem you have, that you confronted. They tell you, you didn't do things right. And then they complain about your salary and how they have to pay overtime and all these kinds of things.   0:14:41.6 JS: And he said, you know, at the end of the day, I wasn't feeling too good about myself. And I'd go home and I think it was rubbing off on me. I wasn't being very nice to my wife and she wasn't talking to me. But he said, now with this program we have, the Guiding Principles of Leadership with Lean, people, I'm part of something. I'm part of a team. We've worked on some things and I can see the results. And when I ask questions, these engineers are answering my questions. And when I say things, they listen to me. And, you know, we've got the satisfaction of this project where we see the flow now really working out in this area. So I go home and I'm feeling better about myself. And I think I'm nicer to my wife and she's talking to me. And at that point, Bob Chapman turned to Jerry Solomon and he said, we have a new metric for Lean's success. It's going to be the reduction of the divorce rate in America.   0:15:41.7 JS: So that's, I think, very, very central. That story to everything we're talking about here with intrinsic motivation. Because it's not about money. It's, you know, you've gotta pay people decently and then they have to be able to support their families. But it's about respect. It's about seeing yourself accomplish things. And this isn't just a frill, this is a basic human need. I think Dr. Deming recognized that. And he has a wonderful diagram in The New Economics where he talks about, he calls it Forces of Destruction. You know that diagram?   0:16:23.1 AS: Yeah.   0:16:27.5 JS: Yeah. It's the... How the school system and then the job environments just basically wear a person down, wear down their will and their enthusiasm. And, you know what, another CEO pointed out to me that, very interestingly, he said, we have a crisis in this country because people don't have purpose in their work. So they go from job to job when they don't like their job. It's, he said, it's like changing an app. Something goes wrong, they change it, but they got no purpose in their work.   0:17:03.3 JS: And this company, I should I call them out, 'cause he, mention his name is Mark Borsari. And it's a company that makes wire brushes in Massachusetts. But they do, you know... He said, you really have to find the purpose in the interactions of people. It's in the people and it's in the processes. You don't get people excited about wire brushes. You get people excited about being part of a work environment where your opinion is respected and where you can make improvements. So, he said, that's what people need in the workplace right now. And he said, the result is that people, you know, we have people just depressed and upset and, you know, it's a crisis that's perhaps underestimated, but really needs to be addressed. So that's why I feel maybe so passionate about this sticks and carrots myth, because I see how destructive it is to human beings. And I've experienced some of that myself in, you know, my early days in corporate life where you're kind of blamed and evaluated for things that often you have no control over. And it's, you know, you look at something like the Red Bead Game. There are people that actually live that.   0:18:31.0 AS: Just to highlight for the listeners and the viewers, the book that Bob Chapman wrote is called Everybody Matters: The Extraordinary Power of Caring for Your People Like Family, very highly rated on Amazon. And it looks like it's also in audible form, which would be a fun one. And you also mentioned about Jerry Solomon, his book, Who's Counting is another one on the topic.   0:18:32.5 AS: But you know, I was thinking about this for a moment. And I was thinking, you know, I was kind of inoculated to this, I was vaccinated against negative thinking by two things that happened to me when I was young. The first one is, you know, I went into rehab as as a young guy with drug addiction. And I came out of that when I was almost 18. And from that point till today, I've been drug free, alcohol free. And so I had to kind of face all the demons that I had, you know, accumulated at that time, but I left it with a really positive outlook on life.   0:19:29.7 AS: Like I wanted happiness.   0:19:29.8 JS: Interesting.   0:19:29.9 AS: I wanted serenity. And then and then I went to work... I went studied, enjoyed that, I went to work for Pepsi, I really enjoyed it. And then I met Dr. Deming when I was, you know, 24. And and he told me, you know, we should have joy in work. And from that moment on, it's like, that's what I wanted in life. And so I never, I never got caught up in this idea when I worked at Big Bank, you know, Citibank and other places, I just never, nobody could ever convince me that, you know, I should be unhappy with what I'm doing.   0:20:05.5 AS: Like, I really, really enjoyed it. And then I was just thinking about how painful it is, if you haven't been inoculated from the beginning, to have to go through this, and then you end up with, you know, it's it's 9 to 5, it's painful work, it's called work for a reason, it's hard, you know. And I think that before I come to the next questions, you know, about the question we always get on the topic of carrots and sticks, what do we do instead?   0:20:30.6 AS: Before I talk about that, I think I really wanna highlight that what's important is getting your thinking right about this. Whether it's the thinking about I wanna treat people like a family, I want people to enjoy work, I want work to be a source of pride, I want people to wanna work here. You know, if you can get those thoughts right, the solutions to the carrots and sticks, and how do we evaluate and all of those questions, you know, can kind of, they wither away to some extent. What are your thoughts on that?   0:21:02.4 JS: Well, I think Jerry Solomon said it very well, actually. He said, you need a delivery mechanism. And Lean provided that, you know, it has a bunch of tools and organizing principles. So does the Deming's System of Profound Knowledge, right, and the various frameworks that Dr. Deming put together. So that provides that kind of framework. It's not easy to do. I think one of the big hurdles, and this is kind of central to my book is that you're dealing with a lot of unlearning. And they say that it's harder to unlearn something than it is to learn new skills. So we really can't afford to underestimate that.   0:21:51.1 JS: And I think when we have managers and leaders facing massive unlearning challenges, I think what's needed is compassion, you know, we shouldn't be putting them down for applying what they learned, we should be understanding about the changes. And I think Dr. Deming, you know, from the stories I've heard was very good about that.   0:22:00.0 AS: Well, he had something he would say, which was kind of one of his methods of compassions, but I remember him saying, how could they know? How could they know, you know, like, they were brought up in this system, as you've just said, and so, but it's based upon the carrot and sticks and all of these different things. But I'm curious, you know, which I think we at some point we'll get to in our discussion is the, there's listeners and viewers out there. It's like, okay, Jacob, totally agree with you. Andrew, totally agree with you. I want people to have joy in work. But you know, I'm constrained by, you know, the performance appraisals that I got to do.   0:23:07.3 AS: I'm constrained by the punishments and rewards that my company does. And or a leader of a company says, if I let these things go, we're gonna fall apart. How do you respond to that?   0:23:11.6 JS: Well, gosh, I mean, I think you have to just look at the case studies of people that have let that go. And that's why I emphasize I one of the points I emphasize in the book with advice for companies moving forward is a very first step before you do anything is go visit companies that have been successful. You know, go visit Bama Foods, where they have a great culture. Go watch how people interact with people. Go to some of the great Lean companies. All these companies understand that the best gift they can give their employees is to allow them to share what they've learned with other people. It's a great motivator for people. So it's a real win win. So I think it begins with that you've got to see it first. And then you can start to assess where you stand.   0:24:13.6 JS: But we're talking about a transformation here, as Dr. Deming said. We're not talking about implementing a few tricks that we can superimpose on our management system. You've got to manage it completely differently to actually get this kind of intrinsic motivation to be a driving force in your workplace.   0:24:19.2 AS: It just made me think that I wanna come up with the five happiest companies in Bangkok and do a tour and take my students out and my teams out and my company managers out and let's go, you know, see how they're turning on intrinsic motivation, you know. And one thing about Thailand that's interesting is that what people want from work is very different than in the West.   0:24:50.1 JS: Right.   0:24:51.2 AS: And what people want from work is good relationships, harmony.   0:24:57.6 JS: Really.   0:24:57.8 AS: They want connection. They want meaning, more meaning from their work than the typical Western.   0:25:05.8 JS: Isn't that interesting? Interesting.   0:25:05.9 AS: And so when I see and I rail sometimes on to my students about, you know, be very careful about bringing this KPI disease into Thailand, where all of a sudden, you're setting up the Thai people to go against each other, which takes away from what is a core strength is their desire and ability to get along.   0:25:33.3 JS: Isn't that interesting? Wow, so they got a head start.   0:25:42.5 AS: Yeah. My first move to Thailand in 1992, I taught an MBA class. And the first thing I did is what was done with me in my MBA class is say, all right, here's a case study, break into groups, and then, you know, and then they came back and, and then after getting to know them in my first semester that I taught, now I've been teaching for 32 years in Thailand. The first lesson I learned is Thais do not need group work. They need individual work. And because they need to kind of flex that muscle.   0:26:08.8 AS: And then I thought, well, why are we do so much group work in America? Well, because it's Americans are trained and taught from the beginning to think independently, have their own idea, watch out for themselves. And they need help in, let's say, MBA classes to work together.   0:26:26.8 JS: Isn't that interesting?   0:26:26.9 AS: And so what I just saw was a very different dynamic.   0:26:30.3 JS: Wow.   0:26:30.9 AS: And it helped me also to understand that we... The good side of the American, let's say, I know, American worker, I know Americans, just 'cause that's where I grew up. But the good side of that is that there is a lot of independent thinking, they can come up with the good systems and all of that.   0:26:47.3 JS: Sure.   0:26:48.9 AS: But the bad side is that they're oftentimes fired up to be in competition with each other. And KPIs just ignite that fire that just...   0:26:58.2 JS: They do.   0:26:58.3 AS: Really causes, you know, a lot of damage.   0:27:00.5 JS: Well, I got to ask you something, then, do you think that that East versus West kind of mindset is why Dr. Deming's ideas were taken up in Japan when they had been kind of ignored in the US?   0:27:16.9 AS: Yeah, I mean, I definitely I mean, Japan is like an extreme example of Asia and trying to have harmony and everybody, the bigger mission is the company, the bigger mission is the community, the bigger mission is the country. I would say that Japan is like the ultimate in that. Thailand is less so there's more independence and people don't have to be completely allegiant to those things. But still, that desire to be happy at work is there, you know, I think it's there more, it's more innate, for some reason in Thailand, than I saw it in America.   0:27:55.8 AS: And I always explain that, when I worked in America, I think I never went out on a weekend with my colleagues.   0:28:04.5 JS: Really. Interesting.   0:28:05.3 AS: And in Thailand is a very common thing to arrange activities together with your workmates, and go bowling and do this and do that. And I thought, I saw that everywhere. And I was pretty, you know, that just was fascinating to me. So I really, you know, this discussion is all about opening up people's minds, that carrots and sticks are not the only way. And as you said, it's a transformation, it takes time, you got to think about it, you got to reconcile it.   0:28:37.8 JS: Well, and that brings up another really important point, Andrew. And that is that teamwork, team productivity really makes the difference in a company. And when you think about it, you've got a whole bunch of individuals that productivity is very often not gonna add up for reasons, you know, that we've already talked about, you know, it's not part of the system. So team productivity becomes really, really essential. But team productivity, and Kelly Allen actually pointed this out really well to me. And I mean, I'm gonna just look in my notes here to get his words exactly, 'cause he said it so well.   0:29:21.0 JS: Let's see here. And here's Kelly, "a useful operational definition of a team is the collaborative and coordinated efforts of people working together in an atmosphere of voluntary trust." So you got to build that. And, you know, that's kind of tough to do in a lot of North American companies.   0:29:48.5 AS: Yeah. It's such a great point. And I think I've recently been teaching a corporate strategy. And I talk about Michael Porter and all the he's taught about strategy. But one of the things that he mentions towards the end of his books is the idea of fit. And he's talking about how do the pieces fit together in the company. And everybody knows that feeling when the when the process before you or the process after you in your company is being run by somebody that you have a good fit with. It's like everything comes together. And so I think what I realize now is that the power of that coordination that Kelly Allen's talking about is all about how do we get these pieces fit together, working together, coordinating together. That's the magic.   0:30:37.3 AS: Interesting. But Porter, I mean, he talked about a lot of I think, you know, it's been a long time since I've looked at his books, but a lot of his stuff was either or, right? I mean, you know, you decide, am I gonna be a price leader or am I gonna be a quality leader? And I think a lot of what he did disregarded, you know, Deming's Chain Reaction, you know, where he where you actually invest in both. So I mean, that's got a problem and with strategy people in general. Now, I know you've taught strategy. So maybe you're gonna take me apart on this one. But it seems to me that the strategy folks are really missing something.   0:31:29.1 AS: Well, I think most people are missing the type of stuff that Dr. Deming's talking about, but I use an example of McDonald's and Starbucks.   0:31:35.5 JS: Okay.   0:31:37.3 AS: You know, one is a low cost leader. And one is a premium, you know, differentiated, you know, product and service. And we all know which one's which. So which one leads to a sustainable competitive advantage? Which one is better? I always talk to my students. And I say, the fact is, is that both of them have led to a competitive advantage. So part of what, you know, I would say, when I think about corporate strategy, from my perspective, is figure out the direction that fits your DNA, and then pursue that, whether that's about making, you know, I like to tell my students that think of a company run by an engineer, who may be focused on the processes and all that, who may create a very efficient operation, versus a business, let's say run by a marketing or sales person who has a much better contacting and messaging to the customer. Those two business owners should be developing their corporate strategy around their DNA, you know, and if they do that right, that, in theory, should lead to some competitive advantage.   0:31:58.9 AS: And to me, competitive advantage is how do we make sure that our company creates a level of profitability that is higher than the industry average over a sustained period of time. If we think we're doing a corporate strategy that works, and we're making a very low amount of profitability, I think that there's enough reason to argue that that's probably not achieving a competitive advantage.   0:32:37.1 JS: Yeah. And I think we have to put the word sustainable competitive advantage. But along the McDonald's, Starbucks, though, I have a very interesting twist. And I think this was done locally in Canada. But somebody did a blind test of coffees from various outlets to see what rated the highest. And I have to tell you that McDonald's coffee rated very high, higher than Starbucks. So...   0:33:47.1 AS: But it's definitely the case in Bangkok that McDonald's coffee is fantastic.   0:33:50.8 JS: Really.   0:33:51.8 AS: I happen to know very much about that. But I highly recommend that.   0:33:55.7 JS: Yeah. Well, I think we're, you know, we are focusing in this book, essentially on, you know, productivity. Now, marketing, marketing strategy and stuff like that is yeah, I'll acknowledge that. Sure. And that's maybe, you know, I think what Michael Porter was talking about it's very true in terms of marketing. But in terms of quality, output of quality, I think that's where the Deming magic and the Lean magic all come into play.   0:34:12.2 AS: Yeah, I mean, it took me a long time to figure out that what Dr. Deming saying is, if we are continually improving our products and service and our quality, we're driving down costs, and we're making people happier, and we're bringing more value to the market. How... Shall we wrap this up? And how would you summarize what you want people to take away from this?   0:34:26.1 JS: I would say that intrinsic motivation is underestimated in workplaces, it's misunderstood. It's not reflected in the way most companies are organized or their strategies. So it's a big learning curve for companies to create the kind of environment where intrinsic motivation is connected with the workplace. But I think it's worthwhile, it's a very, very important thing. And we have a lot of unhappiness in society. And a lot of it can be traced to a lack of that. So, you know, I hope that more companies will see the importance of this.   0:35:16.6 AS: You know, it's my, my friend who never... He was helping me when I was writing my book, Transform your Business with Dr. Deming's 14 points.   0:36:02.2 JS: That's a great book.   0:36:02.7 AS: And he was editing a book.   0:36:02.8 JS: I love that book, by the way.   0:36:04.3 AS: Thank you. I was trying to make it as simple as possible for the 14 points. But my friend, as he was helping me edit it, he turned to me after many hours of working together over many weeks, he said to me, I figured it out. Dr. Deming is a humanist, he cares about people. And that was just so funny, because he thought going into it, it's all gonna be about, you know, charts and graphs and statistics. And I think that's, you know, that's the key, it's the mindset. I wanna wrap up by by just going through some of Dr. Deming's 14 points that apply to what we're talking about. And, you know...   0:36:39.2 JS: Great.   0:36:39.6 AS: The question really is, you know, when my friend said that Dr. Deming was a humanist, it's 'cause as he started working on the 14 points with me, he started to realize, just listen to these points. Here's point number eight, drive out fear. Yeah, that's critical to having a joyful workplace. Number nine, break down barriers between department. That's the source of so much trouble for people at work is that they're working in silos. Number 10, eliminate slogans and targets and exhortations. Stop focusing on pushing the workers constantly. Figure out how to improve the system.   0:37:10.2 AS: Number 11, eliminate work standards or quotas, eliminate management by objective, management by numbers, substitute leadership. And number 12, remove barriers that rob the hourly worker of the right to pride of workmanship. Remove barriers that rob people in management and engineering of their right of pride of workmanship. My goodness, from eight, nine, 10, 11, 12, all focused on this concept of intrinsic motivation. And to me, that thinking, changing that thinking is what's so critical. Anything you would add as we wrap up?   0:37:25.0 JS: Yeah, I will add one thing to that. And this is very strongly in the book. That is why the first step if you're gonna transform your company is making everybody feel safe. That's got to be the first step, even before you start training them with methods and things like that. You have to build safety, then you can build trust.   0:37:47.2 AS: Fantastic. Well, Jacob, on behalf of everyone at the Deming Institute, I wanna thank you again for this discussion. And for listeners, remember to go to deming.org to continue your journey. So much happening there. You can find Jacob's book, Productivity Reimagined at jacobstoller.com. And this is your host, Andrew Stotz. And I'll leave you with one of my favorite quotes from Dr. Deming that I just never stop talking about. And today we talked about it a lot. And that is, "People are entitled to joy in work."  

S02 Ep02 -- From ZIon Bible Baptist Church - Parañaque "WE NEED GRACE" Revelation 22:21 1. When we are lost we need Grace that saves. Eph 2:8-9, Rom. 3:24 2. When we are law less we need Grace that surpasses. Rom. 5:20, Rom. 6:1-2 3. When we are loosing our ground we need grace that stands. Rom. 5:2, Acts 20:24 4. When we are lacking with something we need Grace that sustains. I Cor. 15:9-10 5. When we are looking for something we need Grace that suffices. 2 Cor. 12:7-10; 2 Pet. 3:18 --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

From the time 13 year-old Marilyn Kirby first picked up a guitar, a Kay her brother bought with Green Stamps, she has been writing material to suit her strong, bewitching voice and unique outlook on life. Growing up in Newton, Mass, Marilyn Kirby was fully immersed in the ‘hippy scene'. As part of a band called Catharsis, she opened for Cream in Cambridge in the late 1960s. In 1968 she moved to NYC. She formed Marilyn Kirby and the Black Cat Band (John Putnam, Jerry Solomon and Andrew Caturano) in the late 1970s. Well into the 1980s, the band was a favorite in the New York area at clubs like Folk City, Home, Nobody's Chin Chin and The Red Rail. Over thirty years later, her former band mate, John Putnam, played an integral part in the making of ‘Year of the Phoenix'.The 1983 music video “Blondes” that Ms. Kirby made in NYC is a cult classic. She is a fearless entertainer, captivating audiences in numerous live venues, including the Theatre for A New City, Club Helsinki and The Colony. For the past five years, she has been a part of the Celebrate Woodstock Tribute Show in the Greater Boston area; privileged to perform for its 50th Anniversary of Woodstock show in 2019.Ms. Kirby's instrument of choice is a beat up old Telecaster that has "that sound" à la Keith Richards on the ‘Raindogs' album by Tom Waits. Her songwriting is strong and honest, telling stories that will move you to cry, dance, and everything in between, as she rocks to out to each song with her belting, beautiful voice.Currently residing in Woodstock, NY, Marilyn Kirby is a solo artist, as well as a member of a trio and a band. She also does music therapy with patients with mental illness and dementia. https://marilyn-kirby-music.comMARK HENICK's TEDx talk about the stranger who saved his life has been viewed millions of times, and is among the most watched TEDx talks ever. Mark has appeared in hundreds of television, radio, print and online features about mental health. As host of both his So-Called Normal podcast, and the Living Well podcast for Morneau Shepell, he has interviewed well over a hundred experts, celebrities, and public figures about mental health. Mark previously served as the youngest ever board director for the Mental Health Commission of Canada, and the youngest president of a provincial Canadian Mental Health Association division in history. Mark's various roles at CMHA have included frontline clinician, program manager, and most recently as National Director of Strategic Initiatives. Presently, Mark owns a boutique mental health media consulting firm, and he is a high-demand international keynote speaker on mental health recovery.https://markhenick.com/The Douglas Coleman Show now offers audio and video promotional packages for music artists as well as video promotional packages for authors. We also offer advertising. Please see our website for complete details. http://douglascolemanshow.comIf you have a comment about this episode or any other, please click the link below.https://ratethispodcast.com/douglascolemanshow

From the time 13 year-old Marilyn Kirby first picked up a guitar, a Kay her brother bought with Green Stamps, she has been writing material to suit her strong, bewitching voice and unique outlook on life. Growing up in Newton, Mass, Marilyn Kirby was fully immersed in the ‘hippy scene'. As part of a band called Catharsis, she opened for Cream in Cambridge in the late 1960s. In 1968 she moved to NYC. She formed Marilyn Kirby and the Black Cat Band (John Putnam, Jerry Solomon and Andrew Caturano) in the late 1970s. Well into the 1980s, the band was a favorite in the New York area at clubs like Folk City, Home, Nobody's Chin Chin and The Red Rail. Over thirty years later, her former band mate, John Putnam, played an integral part in the making of ‘Year of the Phoenix'.The 1983 music video “Blondes” that Ms. Kirby made in NYC is a cult classic. She is a fearless entertainer, captivating audiences in numerous live venues, including the Theatre for A New City, Club Helsinki and The Colony. For the past five years, she has been a part of the Celebrate Woodstock Tribute Show in the Greater Boston area; privileged to perform for its 50th Anniversary of Woodstock show in 2019.Ms. Kirby's instrument of choice is a beat up old Telecaster that has "that sound" à la Keith Richards on the ‘Raindogs' album by Tom Waits. Her songwriting is strong and honest, telling stories that will move you to cry, dance, and everything in between, as she rocks to out to each song with her belting, beautiful voice.Currently residing in Woodstock, NY, Marilyn Kirby is a solo artist, as well as a member of a trio and a band. She also does music therapy with patients with mental illness and dementia. https://marilyn-kirby-music.comMARK HENICK's TEDx talk about the stranger who saved his life has been viewed millions of times, and is among the most watched TEDx talks ever. Mark has appeared in hundreds of television, radio, print and online features about mental health. As host of both his So-Called Normal podcast, and the Living Well podcast for Morneau Shepell, he has interviewed well over a hundred experts, celebrities, and public figures about mental health. Mark previously served as the youngest ever board director for the Mental Health Commission of Canada, and the youngest president of a provincial Canadian Mental Health Association division in history. Mark's various roles at CMHA have included frontline clinician, program manager, and most recently as National Director of Strategic Initiatives. Presently, Mark owns a boutique mental health media consulting firm, and he is a high-demand international keynote speaker on mental health recovery.https://markhenick.com/The Douglas Coleman Show now offers audio and video promotional packages for music artists as well as video promotional packages for authors. We also offer advertising. Please see our website for complete details. http://douglascolemanshow.comIf you have a comment about this episode or any other, please click the link below.https://ratethispodcast.com/douglascolemanshow

Caprio Cellars makes wines from estate vineyards in the Walla Walla viticultural area of eastern Washington. Owner and winemaker, Dennis Murphy crafts wines mainly from Cabernet Sauvignon and Merlot from his three Walla Walla vineyards, one of which is named after his Italian grandmother Eleanor Caprio, and another for his great grandmother Sanitella Caprio. In the show, Dennis shares some good information about Walla Walla and its climate, soils, and the region's unique position in the wine world. The bulk of the show is dedicated to my conversation with him, and he gives us a different perspective from others we've talked to in Walla Walla, like Sleight of Hand Cellars (who doesn't love Jerry Solomon and Episode 295) and Amavi/ Pepperbridge (Eric McKibben rocks out Episode 294). But a lot of Dennis's references are to seminal figures in the Walla Walla wine industry.   Photo: Dennis Murphy, Caprio Cellars Given that, in the first part of the show, I spend a few minutes telling you about the founding figures in the Walla Walla wine industry.  Not only does this help in explaining the references, it sets you up to understand all of Walla Walla -- if you ever talk to anyone about the region or go visit, these names will come up over and over again. They are...   Norm McKibben. A founding father of Walla Walla's wine industry, and he founded Pepper Bridge Cellars and Amavi. His mentorship, forward thinking attitude (he was an early proponent of sustainability), and openness are a big part of the success of Walla Walla. Jean-Francois Pellet is the Director of Winemaking and a partner at Pepper Bridge and Amavi. He was born and raised in Switzerland, and is a third-generation wine grower. After working in vineyards around Europe and for Heitz Cellars in the Napa Valley, he was recruited by Norm to Pepper Bridge  and also helped start Amavi. He is an active partner in the businessl and an important force in the Walla Walla wine scene. Marty Clubb is Managing Winemaker and co-owner of L'Ecole N° 41 with his wife, Megan, and their children, Riley and Rebecca.  Megan's parents, Jean and Baker Ferguson, founded L'Ecole in 1983. In 1989, Marty and Megan moved to Walla Walla and Marty became manager and winemaker of L'Ecole.  Marty, along with Norm McKibben and Gary Figgins (see below) were the three most important figures in starting viticulture in the Walla Walla Valley.  Marty is one of the most revered figures in Walla Walla.   Gary Figgins is the founder of Leonetti Cellar, which was Walla Walla's first commercial winery. The Figgins family has been in Walla Walla for over a century and Gary learned viticulture from his uncles, who were farmers. He is self-taught and has done miraculous things for Walla Walla – Leonetti's wines were among the first to gain high scores and national recognition for the valley. Gary and his wife Nancy passed on the winery to their kids, Chris and Amy, but Gary is a major figure in the development of Walla Walla and is still active in vineyard consulting.   Christophe Baron is a native of Champagne and came to Walla Walla in 1993 while doing an internship at a vineyard in Oregon. He saw the famed “rocks” of the Milton-Freewater district that looked like the puddingstone in Châteauneuf-du-Pape, and decided to buy 10 acres for his Cayuse Vineyards. The waitlist for the winery is many years deep, so Cayuse's wines are only available to us on the secondary market (auctions and stuff – there is a podcast to come on auctions that will make that secondary market easy to understand!). He's essential to helping make Walla Walla wine a coveted, hard to get luxury!   Dennis Murphy mentions other important wineries: Gramercy Cellars, Va Piano, and Hanatoro, to name a few!    Finally, we discuss a few vineyards: Seven Hills and Sevein: These are top vineyards of Walla Walla. They have unique soils and are managed by the founding fathers of Walla Walla – Norm McKibben, Marty, Clubb, Gary Figgins, and a few others, with many top wineries sourcing from this land. Photo: Seven Hills Vineyard After the intro, Dennis and I discuss Caprio, and its vineyards and its wines, which are quite tasty. Dennis discusses winemaking techniques, viticulture and sustainability, and his unique, very welcoming hospitality model. He has recently purchased a stake in Pepper Bridge and Amavi, so we discuss that briefly as well.   If you haven't been to Walla Walla, put it on the list. In many ways it represents the. best of the American wine industry -- collegial, entrepreneurial, with a focus on hard work and quality. Who could ask for more?   Photo: Caprio Cellars _________________________________________________________________ Registration for the FREE Wines of the Médoc Class is here:  Session 1, October 21 at 8 PM Eastern Session 2, October 28, at 8 PM Eastern   Thanks for our sponsors this week: Wine Access: Access to the best wines for the best prices! For 15% off your next order, go to www.wineaccess.com/normal To become a member of Patreon go to www.patreon.com/winefornormalpeople To register for an AWESOME, LIVE WFNP class with Elizabeth go to: www.winefornormalpeople.com/classes

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Lean accounting may not sound very exciting, but this podcast episode with Jerry Solomon brings all kinds of energy and excitement! Jerry shares how he moved from an accounting role into VP of Operations roles and shares the struggles of getting business performance information that employees can use to make improvements. These are some key points taken from my interview with Lean accounting expert Jerry Solomon.  I was asked to move from the COO position to running operations. What a difference. I went from being a provider of information to a consumer and saw some big problems.  "We felt people in offices working on spreadsheets know better. It doesn't work that way! I saw how excited people can get, how they want to help us solve problems"  "People want to know the score an Lean accounting helps." "We did everything on our Lean journey, 5, setup reduction, then you realize you need to take it seriously. We implemented four value streams from beginning to end. Changed financial reporting." "We empowered the people to run the business, put visuals in place." "We tripled the growth rate in that part of the business."  To hear Jerry's interview please join us on the podcast at http://www.americanlean.com/podcast (Americanlean.com) episode fifty-two. As always, it is an honor to serve you and I hope that you and your company are getting better every day! http://getpodcast.reviews/id/1499224100 (Rate and Review Here)More show notes are https://americanlean.com/blog/keep-better-score-with-lean-accounting/ (here) https://americanlean.com/contact/ (Schedule a free 1/2 call) with Tom Reed.https://www.amazon.com/dp/1645162818 (Buy) the Lean Game Plan  Follow me on https://twitter.com/dailyleancoach (Twitter@dailyleancoach)Join me on https://my.captivate.fm/www.linkedin.com/in/tomreedamericanlean (Linked In)

Lean accounting may not sound very exciting, but this podcast episode with Jerry Solomon brings all kinds of energy and excitement! Jerry shares how he moved from an accounting role into VP of Operations roles and shares the struggles of getting business performance information that employees can use to make improvements. These are some key points taken from my interview with Lean accounting expert Jerry Solomon.  I was asked to move from the COO position to running operations. What a difference. I went from being a provider of information to a consumer and saw some big problems.  "We felt people in offices working on spreadsheets know better. It doesn't work that way! I saw how excited people can get, how they want to help us solve problems"  "People want to know the score an Lean accounting helps." "We did everything on our Lean journey, 5, setup reduction, then you realize you need to take it seriously. We implemented four value streams from beginning to end. Changed financial reporting." "We empowered the people to run the business, put visuals in place." "We tripled the growth rate in that part of the business."  To hear Jerry's interview please join us on the podcast at http://www.americanlean.com/podcast (Americanlean.com) episode fifty-two. As always, it is an honor to serve you and I hope that you and your company are getting better every day! http://getpodcast.reviews/id/1499224100 (Rate and Review Here)More show notes are https://americanlean.com/blog/keep-better-score-with-lean-accounting/ (here) https://americanlean.com/contact/ (Schedule a free 1/2 call) with Tom Reed.https://www.amazon.com/dp/1645162818 (Buy) the Lean Game Plan  Follow me on https://twitter.com/dailyleancoach (Twitter@dailyleancoach)Join me on https://my.captivate.fm/www.linkedin.com/in/tomreedamericanlean (Linked In)

A preaching by Ptr Jerry Solomon @Zion Bible Baptist Church - Parañaque

A preaching during our Stewardship Sunday @ Zion Bible Baptist Church - Parañaque

A preaching during Lord's Table at Zion Bible Baptist Church - Parañque

A morning preaching @ Zion Bible Baptist Church

A morning service at Zion Bible Baptist Church.

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A Morning Service @ Zion Bible Baptist Church - Parañaque

Afternoon Service at Zion Bible Baptist Church - Parañaque Visit our FB Page: www.facebook.com/BaptistPodcast

Sleight of Hand Cellars is the fulfillment of two dreams. Jerry Solomon was a real estate attorney in San Diego who longed for a small town life and wanted wine to be part of it. Trey Busch was a Walla Walla winemaker who had insane talent but needed a partner to make his dream winery a reality. The two created Sleight of Hand 12 years ago to create exceptional, terroir driven wines that reflect the unique land of Walla Walla and Columbia Valley. Jerry takes us on a journey of the winery, the land, and the beautiful wines they produce!   They will be at Underground Wine Event on November 9, 2019 – don’t miss it! www.undergroundwineevents.com/events   Here are the show notes: Jerry tells us how he and his wife Sandy made the move from San Diego Real Estate attorney to Director of Winemaking at the coolest winery in Walla Walla He talks about the wonderful friendship and partnership between him and Trey Busch, an Atlantan who became a skilled Walla Walla winemaker after working for several excellent wineries We talk about the special role of music at Sleight of Hand and how the winery got its name from a Pearl Jam song Jerry explains why the Columbia Valley, and Walla Walla, in particular, are so special for winemaking. We talk soil (loess, which the Walla Walla folks pronounce "luss" and basalt), sun exposure, latitude and why these wines are so different from those from California We talk about the variety of Sleight of Hand wines from Riesling, Chardonnay, Syrah, and red blends and what makes each so special We discuss why Syrah, in particular, is such a standout in Walla Walla ad why Milton-Freewater Rocks District is so insanely good I ask Jerry if he thinks Washington gets the respect it deserves on the world wine scene and why scores work against Washington wines We discuss why Sleight of Hand wants to stay small We close with how Neil Patrick Harris wound up on the Conjurer label!         Don't forget to order your Wine For Normal People book today too!!  ____________________________________________________ Thanks to our sponsors this week: Thanks to YOU! The podcast supporters on Patreon, who are helping us to make the podcast possible and who we give goodies in return for their help! Check it out today: https://www.patreon.com/winefornormalpeople And to sign up for classes, please go to www.winefornormalpeople.com/classes!    Last Bottle    I love this service!! Last Bottle Wines finds great wines and offers them at a one time discount. Last Bottle Wines: Is a fun way to discover the best wines at the lowest prices Maintains relationships with producers in the most prestigious wine regions around the world and traveling to Europe several times each year to eat with, stay with, drink with, walk the vineyards with the people who make the wines. Offer a range of prices from low end to high end $9 to $99 and the wines range from the lesser known kinds like Albariño and Bläufrankish to Cabernet, Merlot and Chardonnay. Visit: http://lastbottlewines.com/normal and join to get a $10 instant credit to use toward your first order. Invite your wine drinking pals and they’ll get $10 instantly and you get $30 when they make their first buy.   Coravin  Coravin is the first and only tool in the world that lets you pour wine without removing the cork. You can pour wine in any amount and preserve what’s left of the bottle for weeks, months of even years. Thousands of wine professionals, from sommeliers to winemakers, around the world have tested and trust Coravin with their wines and it will change the way you drink wine too. For a limited time, visit Coravin.com and enter NORMAL at checkout to get $20 off your purchase of $50 of more!

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Afternoon Service @ Zion Bible Baptist Church - Parañaque. Tnx to Bro. Roby

@Zion Bible Baptist Church - Morning Service

@Zion Bible Baptist Church - Afternoon Service

On the latest edition of "The Parting Schotts Podcast," Daily Gazette Associate Sports Editor Ken Schott talks Aurora Games for women, which will be at the Times Union Center starting Tuesday, with the Games' executive producer and creator Jerry Solomon. Ken has interviews with members of the Albany Empire after they won ArenaBowl 32 on Sunday. Finally, Daily Gazette sportswriter Mike MacAdam makes his weekly appearance to talk Saratoga horse racing. On Twitter, follow Associate Sports Editor Ken Schott @slapschotts and Daily Gazette Sports @dgazettesports. Email Schott at schott@dailygazette.com

Jerry Solomon talks about tickets going on sale for the Aurora Games

Travis Mewhirter published his book, We Were Kings, on December 5. You can order it on Amazon and Barnes and Noble! I’ll always remember the first interview. It was September of 2016. I was sitting on my bed in my studio in Newport Beach. That bed also doubled as my office, seeing as my apartment was roughly 600 square feet and had room for a bed, kitchen, and TV, all within arm’s length of each other. On the other end of the phone was Tri Bourne – Tri Bourne! The guy I watched roof John Mayer on match point of the 2015 AVP Huntington Beach Open on the first weekend I had moved to California. The guy I had dug deep into YouTube to watch virtually every snippet of film I could find. That Tri Bourne. And for an hour and a half, Tri talked about whatever it was that I wanted to talk about. You’re writing a book? Cool. What’s it on? It was a great question at the time, and it remained a great question over the next two years. The umbrella topic was easy enough: It was on beach volleyball. It was on beach volleyball because, when I had first picked up the game at a bar in Florida called Juana’s Pagodas, I had done what all good nerds do when assuming a new hobby: I went to Amazon and ordered every piece of literature I could on the topic. Which was nothing. There were drill books, sure, and instructional stuff. But I wanted to know about the game. I wanted its history, in all its rich detail. I wanted to know the players, the people, the events. I wanted to know everything. Only, in book form, there wasn’t much of anything to know. So my second interview was with a man named Kevin Cleary. My good friend, John Braunstein, set it up in a way. I told him I was working on writing a book o beach volleyball, and he told me Cleary was a guy I needed to talk to. So I sent Cleary a message on Facebook, waited a month or two for a reply, and when he did, we decided to play a AA CBVA in Manhattan Beach together. It wound up being an all-day affair, Cleary regaling me tales of beach volleyball’s past, how he became the AVP’s first president, how the AVP was formed in protest of rule changes, how things were done in the old-school days. Slowly, I began picking the contact lists of Bourne and Cleary. From Bourne’s list, I was digging into the modern player; from Cleary’s, the first generation of professionals. In a single week, I’d speak to Sinjin Smith and Carl Henkel, the 1996 Olympic team and the cause of so much unnecessary controversy, and also Riley and Maddison McKibbin. I’d talk to Karch Kiraly and Tim Hovland, followed up by Casey Patterson and Jake Gibb – the legends of past and present. Within a year, I had interviewed more than 100 players across various generations of beach volleyball, and when I sat down to look over the roughly 800 pages of notes, I still had absolutely no clue where to begin or what, exactly, I was doing with all of this information, which was pure, untainted beach volleyball gold. Becoming a player helped clarify that. To be clear, my name, in the context of playing beach volleyball, should not be mentioned in the same sentence as men like Bourne, Patterson, Gibb, Dalhausser, Lucena, all of whom have enormous roles in the book. But becoming a player, experiencing the wondrous grind of working up the ranks in beach volleyball as it stands today, illuminated exactly the project I wanted to publish: Why in the world do people spend so much time, energy and money and sacrifice so much of themselves to play beach volleyball? Financially, it makes no sense. The term fiscal responsibility is a paradox when spoken of in the realm of beach volleyball. In the mid-to-later playing days of Kiraly, Dodd, Smith, Stoklos – all the names you’ll see in the CBVA Hall of Fame – it wasn’t so incomprehensible, to be financially stable and a beach volleyball player. They could gross half a million in a single year. But over the years, with the AVP changing hands so frequently, from Leonard Armato to Jeff Dankworth to Jerry Solomon to Armato to Donald Sun with various hedge funds and financial institutions subbing intermittently in between, the game has struggled to find a firm footing. As such, it’s struggled to provide the type of consistency that its athletes could live off of, all of which served to create two fascinating questions for me: How do men even stumble into this game, and why do they continue to do it? I sent my first manuscript, a 120,000-word monster of a thing, to my wizard editor lady, Ann Maynard, who has overseen a number of New York Times bestsellers. The content was great, she said, and the stories captivating. But I covered too much ground too fast. She felt like she was in a literary drag race that was at once exhilarating and severely confusing. She gave me two options: Pick half the book and focus only on that, repurposing the other material for blogs, stories, magazines, whatever. Or just split the book in two – one digging into the modern player, the other detailing beach volleyball’s ascent to becoming an Olympic sport. It made sense to publish the former option first, seeing as the information was going to be dated very quickly, while the latter, being historical, has no expiration date or need for expediency. So the next year, that’s what I set out to do, separating the information, outlining, outlining again, outlining one more time, then another, before sending it to Ann.  We settled on a structure, with each chapter being a stop in the 2016 season, each stop digging into a different facet of the game – the difficulty of qualifying, the difficulty of qualifying enough to be a consistent main draw player, the difficulty of sustaining being a main draw player while also holding enough side jobs to stay afloat, the difficulty of sustaining being a main draw player while also holding enough side jobs to stay afloat while also attempting to raise a family. Each chapter adds another layer, another dynamic of this game that, to me, is nothing short of fascinating. Throughout, you’ll read the stories of men who are at the top and the bottom, of the Dalhaussers of the world and the Chris Luerses – the legends and the constant qualifiers. You’ll read about men who have made it and men who are still trying and might never actually do it. And you’ll read about why – why they continue going for it, despite so much suggesting they should do otherwise, why they love the game that so rarely loves them back in any tangible way. Why they continue to push for just one more day at the beach.

Sports Marketing Executive Jerry Solomon talks about the Aurora Games

Olympic Sports Agent Jerry Solomon comes on the show to tell us about his life in the (Sports) Marketing world! Jerry has represented some of the most amazing Olympic Athletes of all time and is even married to one.Jerry tells us how the industry has changed, the differences and difficulties of representing Olympic Athletes, and how he sees the industry moving forward. He gave us some great information and insight into what it takes to work with the elite athletes of the world.Make sure to check out everything that Jerry has going on!https://twitter.com/JerrySolomon_SGstargamesinc.comMake sure to follow us too!@ourathletes.usmichael@ourathletes.us

It's not a tour. That's the first thing that Dave Mays, this week's guest on SANDCAST: Beach Volleyball with Tri Bourne and Travis Mewhirter, wants you to know about p1440, of which he is a founding partner. It is many different things with many different meanings. Take, for example, the name itself. The 1440 is assured: It represents the 1,440 minutes we all have per day. But the p? Platform seems to be the most popular word for it, though, as Mays says, it's up to your own interpretation. It could be purpose. Or power. Or people. Or whatever word that starts with ‘p' you'd like to use to represent how you'd like to use your 1,440 minutes in a day. Would you like to use it to strengthen your relationship with people? People it is. Or strengthening your mind, body and soul? Power it is. That sort of the point: p1440, and how you spend your minutes, is up to you. To some, yes, that means it's a beach volleyball tour or league, and currently, there are eight events on the schedule, which bridges 2018 and 2019. The first four are set – Chicago in September, with Huntington Beach, San Diego and San Jose to follow – while the next four, which will be held in early 2019, are in limbo, though the sites have been whittled down to a few catchy options. There's Vegas – Vegas! – a major city in Texas (Dallas and Houston, namely), Miami, Hawaii. An ambitious start. An exciting start. And that hardly scratches the surface, for each event is not just a beach volleyball tournament. It is, as Kerri Walsh-Jennings, a co-founder along with her husband, Casey Jennings, and Mays, has taken to saying: “Part Wanderlust, part Coachella, part beach volleyball league.” Each event, tantamount to the World Series of Beach Volleyball, will feature a tournament, but it will also serve as a music festival of sorts, replete with concerts and fanfare and everything you'd expect of the triumvirate Walsh-Jennings mentioned. How, you may be wondering, can an upstart tour fund eight events while also doubling as a music festival? Beach volleyball has been a notoriously volatile space in the market, in spite of the sport itself growing every year, to the point that more girls play volleyball than soccer or track and field or basketball. For females, it's the most popular sport in the country. And yet nobody has been able to monetize the market in a sustainable enough fashion for it to work. The business model has remained the same since a company named Event Concepts began putting on professional events in 1976. They'd find a sponsor – Schlitz Beer was the first – or many sponsors, to throw in money, and that money would then be translated into prize money, which would draw talent and a crowd to watch that talent. Sponsors would be happy because they got the eyeballs they wanted, players would be happy because they got the prize money they wanted. And so it went. Until, of course, the tabs being run up by the tour were too hefty for the sponsors to cover, and one gigantic failure led to the next. Event Concepts was booted in 1984, thanks to a player protest at the World Championships of Beach Volleyball, and in came the AVP, an organization led by the players and a young, savvy agent named Leonard Armato. The AVP changed hands in 1990, when Armato was replaced by Jeff Dankworth, who in 1994 was replaced by Jerry Solomon, whose gross mishandling of the finances led to a bankruptcy, only for the AVP to be revived by – who else? – Armato in 2001. Nine years later it was bankrupt again, and in 2012, Donald Sun took over and put on a pair of events, and since then he has done a fine job of steadying the frighteningly tenuous heartbeat of beach volleyball, increasing prize money and events and introducing a “Gold Series” and putting the sport back on television. And yet the business model remains relatively the same, though there are certainly various nuances, as 1976: sponsor-driven. “If we were to start a new pro beach volleyball tour tomorrow, we would fail,” Mays says on SANDCAST. “So that's why we're not starting a pro beach volleyball tour. We're taking the sport of volleyball and we're celebrating it, what works and what doesn't. We're applying some principles of what have worked and what do work, to this.” And here is where the differentiation between p1440 and the AVP Tour begins. p1440 will charge a $40 gate fee, every tournament. The AVP allows its fans, which pack stadiums, for free, though there are paid box seats. But the entry gate will hardly be the chief source of revenue for p1440. That's where the “platform” comes in. Above all else, above volleyball and music and entertainment, p1440 is built upon four pillars: competition, development, health and wellness, entertainment. The platform, an online resource featuring myriad digital media, will host webinars, coaching, nutrition, live clinics – any type of wellness resource you might need, be it mental, spiritual or physical. It's not live yet – it is scheduled to launch in July – and until 2021, it will not be monetized. The content will be entirely free, with the goal of reaching 4 million subscribers by 2021, by which point a subscription fee will be required. No numbers are for sure in terms of the subscription fee, but on SANDCAST, there was a $5 estimate. If p1440 hits its goal of 4 million subscribers at $5 a month, you can do the math – $20 million in revenue per month from the platform alone. If successful – an admittedly large “if” in this sport – the subscription model answers, in part, where the prize money and funding for the tour will stem from. Which leads to the next inevitable question: Who will be receiving those paychecks? Mays, who built and sold a shipping business for a not-so-small fortune and was looking for a new project to work on, thinks it's no question at all: p1440 will feature the finest talent in beach volleyball, and not only because there will be more prize money – he gave no definitive figure on what the breakdown will be, only that it will be more – but there will be more talent. The failure to retain the game's highest talent led to the breakdown of the NVL. Players want to play against the best, which was why, when Sun revived the AVP in 2012, and the top players returned, the NVL lost momentum and, eventually, financial backing. The best currently play on the AVP and FIVB tours. There will be a battle over loyalty, the AVP's non-compete (p1440 has no exclusivity clause in its contract), and, when it comes down to it, prize money and sponsors. Mays intends on bringing in the best, not only in this country, but overseas. Each tournament will feature a 24-team main draw. Sixteen of those teams will be Americans automatically seeded in. Four will come out of the qualifier. And four will be international wild cards. Want to play against the best? p1440 could have Alison and Bruno, or Evandro and Andre, or Nicolai and Lupo. For the women, it could be Ludwig and Walkenhorst, Agatha and Duda, Talita and Larissa. Walsh's reach, even if she has been on the peripherals of the game as a player lately, is still extensive. You don't win three gold medals and suddenly lose all of your contacts. Those players mentioned will be available, too, for Mays and Walsh-Jennings and Casey Jennings have made it a point to schedule around the AVP as well as four- and five-star FIVBS. The plan is to have the best in the world, playing for the best prize money in the game, with some music and entertainment to cap the night. It's a lot. It's big. It's potentially transformative. It might work, it might not. That's part of the excitement around this movement. And maybe that all sounds a bit crazy, though it is worth reminding that the most successful ideas and businesses were, at one point or other, invariably labeled “crazy.” As Walsh-Jennings wrote on Instagram: “It's go time.”                                               

August 25, 2017

Ivan Lendl sits impassively in Andy Murray's corner, never smiling, rarely reacting. What is he thinking? Why did he want to coach Murray in the first place? And what was it like to be his opponent? In Episode 25, the Tennis Podcast tries to work out what makes the former World No.1 tick. We hear from Lendl, his long-time agent Jerry Solomon, the man that first introduced him to Murray - Darren Cahill, and Mats Wilander - who stood across the net from Lendl on 22 occasions. Meanwhile, after Catherine and David put their necks on the line with predictions for the season, this week's it's your turn with numerous Twitter contributions read out on the show. See acast.com/privacy for privacy and opt-out information.