Podcast appearances and mentions of jim collins

Jim Collins is the author of some of the most important business books of all time, like Good to Great and Built to Last. For his latest project, instead of profiling iconic companies, he zoomed in on extraordinary individuals we can learn from. He joined host Jeff Berman to reveal how icons like Grace Hopper and John Glenn illustrate lessons on how to navigate the cliffs and fog of life. Find out more about the book: jimcollins.comSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Get Ryan Hawk's new book: The Price of Becoming: The Compounding Practices of High Performance There's a sentence most people never recover from. "He gives us a better chance to win than you do." That's what Ryan Hawk's college football coach told him, benching a highly recruited quarterback in favor of a freshman who would go on to win two Super Bowls and a Hall of Fame induction. Ryan calls it one of the luckiest things that ever happened to him — because it installed a question he asks himself before bed every night since: what did I do today to add value to someone else's life? In this conversation, Michael Trainer sits down with Ryan Hawk — host of the Learning Leader Show, author of The Price of Becoming — for a wide-ranging exploration of what actually compounds a life. Not just money. Not just skill. Relationships, proximity, and the rooms you choose to sit in. They get into the uncomfortable underside of Ryan's own thesis: if consistency compounds, what happens when you're consistently investing in the wrong people? Ryan doesn't dodge it — he talks about outgrowing friendships as a marker of growth, not disloyalty, and the discipline of choosing rooms that force you to level up rather than settle in. From there, the conversation moves through Ryan's answer to what love actually is — curiosity, full stop — the tactical, specific ways he and his wife make people feel seen (down to remembering someone's favorite bourbon), Jim Collins' definition of leadership as "the art of getting people to want to do what must be done," and the four-book journey of learning what it actually takes to launch work that spreads. This is a conversation about the architecture of a well-lived life — told through a man who has spent eleven years and 700 interviews studying exactly that, and is still, by his own account, trying to live it out one morning at a time. "We learn who we are in practice, not in theory." Michael Trainer has spent 30 years learning from Nobel laureates, neuroscientists, and wisdom keepers worldwide. He's the author of RESONANCE: The Art and Science of Human Connection (March 31, 2026), co-creator of Global Citizen and the Global Citizen Festival, and host of the RESONANCE podcast.Featured in Forbes, Inc, Good Morning America. Follow on YouTube

David Fleming, Tom Hanley,  Pat O'Brien and host Jim Collins discuss what's in the papers and online concerning matters in Co Clare. We encourage you to support your local media, the Clare Champion, Clare Echo, and online the Clare Herald.  To send a message or comment  to the studio - Message or what's app  on 089 2582647 or email sbcrstudio@gmail.com

377: Stop Pushing Harder: How Great Nonprofits Build Momentum (Suzanne Smith)Episode SummaryNonprofit leaders are exhausted, pushing harder and still feeling stuck. Suzanne Smith, Founder and CEO of Social Impact Architects, offers a different path. Drawing on sixteen years of consulting and her forthcoming book, The Nonprofit Flywheel, she reframes Jim Collins's flywheel for the social sector: translate business practices, don't transplant them. Suzanne walks through the six elements, impact, brand, revenue, and operations, held together by culture and governance, and explains why momentum builds only when all six align. She shares proof from the TACA arts accelerator in Dallas, where participating organizations saw average budgets rise roughly 40 percent and foundation support climb 77 percent, then challenges leaders to rethink old norms through what she calls Nonprofit 2.0. Listeners walk away with a practical diagnostic for finding the friction in their own organizations and a reminder that lasting impact comes from working smarter, not harder.About SuzanneSuzanne Smith is the Founder and CEO of Social Impact Architects, a social change agency in Dallas, Texas, that helps nonprofits, government agencies, and cross-sector systems move from stuck to strategic. Describing herself as “trilingual” in nonprofit, government, and business, Suzanne began her career as a lobbyist after earning a government degree from the University of Texas, then went on to complete her MBA at Duke, where she studied social entrepreneurship under pioneer Greg Dees. Over the past sixteen years she has founded nonprofits, served as a board chair, and taught the next generation of social entrepreneurs as an educator and consultant. She writes the Social TrendSpotter newsletter, a top nonprofit publication on Substack, and her TEDx talk, Everyone Is a Changemaker, reflects her belief that anyone can make a difference. She calls herself half therapist, half mechanic, a nod to her therapist mother and her love of finding the right tools to get unstuck.ResourcesConnect with Suzanne on LinkedIn; Social Impact Architects; MeetSuzanne.comVisit Suzanne's Book WebsiteSocial TrendSpotter - Suzanne's weekly newsletter on the future of the social sectorTEDx talk: Everyone Is a ChangemakerThe Nonprofit Flywheel: A Playbook for Sustainable Growth, Smarter Strategy, and Lasting Impact by Suzanne Smith, launching August 2026, with a free digital edition and companion resourcesThe Power of TED (The Empowerment Dynamic) by David EmeraldLearn more about Inperium, a nonprofit that helps health and human services organizations grow without sacrificing their mission: Inperium.orgFollow Your Path to Nonprofit Leadership at www.armstrongmcguire.com/podcastsFind more leadership resources at ArmstrongMcGuire.com

talking about recent elections and the work carried out by the volunteers of Feakle Community Council  Originally broadcast  live from  the SBCR studios in the Derg Alliance Building  as part of Saturday Chronicle 4th July 2026 hosted by Jim Collins and Brian Torpey. Saturday Chronicle is Sponsored by JAMES M NASH AND DERG KITCHEN DESIGN http://dergkitchendesign.ie Message or what's app the studio on 089 2582647 or email sbcrstudio@gmail.com

talking about the oral and community heritage project celebrating 80 years of Scariff show.  Originally broadcast  live from  the SBCR studios in the Derg Alliance Building  as part of Saturday Chronicle 4th July 2026 hosted by Jim Collins and Brian Torpey. Saturday Chronicle is Sponsored by JAMES M NASH AND DERG KITCHEN DESIGN http://dergkitchendesign.ie Message or what's app the studio on 089 2582647 or email sbcrstudio@gmail.com

both work in Zimmer Biomet and are part of a trio taking on are taking on a challenge rowing across Lough Derg from Portumna, Co. Galway to Ballina, Co. Tipperary a journey of roughly 60km on the 17th and 18th July 2026.  They are fundraising to support the vital work Bumblance does for children and families across Ireland.  The lads will be assisted by members of East Clare Paddlers as they make their way down the lake.   You can donate on the following link https://www.idonate.ie/fundraiser/mikecarey674   Originally broadcast  live from  the SBCR studios in the Derg Alliance Building  as part of Saturday Chronicle 4th July 2026 hosted by Jim Collins and Brian Torpey. Saturday Chronicle is Sponsored by JAMES M NASH AND DERG KITCHEN DESIGN http://dergkitchendesign.ie Message or what's app the studio on 089 2582647 or email sbcrstudio@gmail.com

After more than 400 episodes across eight years, Corey Kupfer launches a new quarterly roundtable with his law firm partners Brian Meegan and Sara Mostafa (together representing roughly 90 years of combined deal experience) to unpack why the projected 2026 M&A boom has not fully arrived, revisit the negotiation tactics behind the 1951 Korean War armistice, and share parting wisdom for business owners in a slower market. In this episode of the DealQuest Podcast, host Corey Kupfer launches a new quarterly roundtable format with his law firm partners, Brian Meegan and Sara Mostafa. Brian has been a partner for several years. Sara joined this year as the newest partner. Together the three represent about 90 years of combined deal experience across M&A, capital raises, cross-border transactions, and wealth management. WHAT YOU'LL LEARN You'll discover why the pent-up M&A demand projected for 2026 has not materialized as expected, how a Virginia-focused fund is challenging the assumption that acquisitions drain leadership talent out of state, and why wealth management continues to run counter to the broader slowdown. Brian and Sara explain what a $60 billion all-stock transaction involving AnySphere signals about AI M&A, what the 1951 Korean War armistice negotiations still teach modern dealmakers, and how a post-Soviet Russian deal turned on cultural understanding rather than a legal provision. THE FIRM'S JOURNEY TO A QUARTERLY ROUNDTABLE The DealQuest Podcast has run for eight years and passed 400 episodes with a rhythm of three guest interviews followed by a solocast. Brian Meegan joined the firm a few years ago as a partner and has appeared on the show as a guest a couple of times. Sara Mostafa joined this year as the newest partner and has also appeared as a guest since coming on board. With three partners now representing roughly 90 years of combined deal experience, Corey launched this quarterly roundtable to talk deals openly, share what each partner is seeing across their practice areas, and introduce a new Deals in History segment. DEALS IN HISTORY Brian opened the first installment of Deals in History with the 1951 Korean War armistice negotiations, which contained nearly every classic tactic anyone has ever written about. The North Koreans picked up the UN delegation in cars carrying white flags, used higher chairs to gain physical advantage, and pushed multi-meeting standoffs over table shape and flag size. At one point both sides sat in complete silence for over two hours, refusing to move on a single boundary point. The full negotiation spanned roughly 160 meetings across two and a half years, and the document that resulted is not a peace treaty. It is a ceasefire that has held since the end of the war. KEY INSIGHTS The pent-up 2026 M&A demand has not arrived. Energy price disruption, interest rate uncertainty, and other macro conditions have kept the big bump from showing up. Deal flow remains active, but both Brian and Sara noted a less frenetic pace toward closing. Wealth management remains a meaningful exception, with private equity capital and succession pressure keeping RIA deal flow robust. Outside wealth management, Sara is seeing active smaller and mid-market activity, especially for targets that have successfully integrated AI into operations. Andrew Dunlap's Virginia-focused fund is a useful counterweight to the standard acquisition narrative. He shared with Corey that 82 percent of Virginia acquisition buyers were from out of state, and top leadership talent tends to relocate with the new HQ. His commitment is to keep businesses local, in a mini Berkshire Hathaway style approach. Cultural understanding often matters more than a specific legal provision. Corey shared a story from the early 1990s, just after the Soviet Union fell, when a Russian counterparty refused to sign a standard non-circumvention agreement as a matter of deeply held belief. Corey structured around it by locking up non-circumvention agreements with the US suppliers directly, and closed the deal. There is a deal for almost any business frustration, challenge, or opportunity. Corey's parting wisdom points to acquihires, joint ventures, strategic alliances, and white labeling as underused options. Brian added Jim Collins' 2009 line to never waste a good recession. Sara closed with practical guidance for women-owned and minority-owned business owners to seek community and specialized funds beyond the SBA. Perfect for entrepreneurs weighing M&A moves right now, wealth management and RIA professionals tracking deal flow, and anyone interested in how experienced deal lawyers read the market quarter to quarter. FOR MORE ON THIS EPISODE https://www.coreykupfer.com/blog/quarterly-roundtable-brian-meegan-sara-mostafa FOR MORE ON KUPFER.https://www.kupferlaw.com FOR MORE ON COREY KUPFERhttps://www.linkedin.com/in/coreykupfer/ https://www.coreykupfer.com/ Corey Kupfer is an expert strategist, negotiator, and dealmaker. He has more than 35 years of professional deal-making and negotiating experience. Corey is a successful entrepreneur, attorney, consultant, author, and professional speaker. He is deeply passionate about deal-driven growth. He is also the creator and host of the DealQuest Podcast. Get deal-ready with the DealQuest Podcast with Corey Kupfer, where like-minded entrepreneurs and business leaders converge, share insights and challenges, and success stories. Equip yourself with the tools, resources, and support necessary to navigate the complex yet rewarding world of dealmaking. Dive into the world of deal-driven growth today! Episode Highlights with Timestamps [00:00:00] - Launching the new quarterly roundtable format with Brian Meegan and Sara Mostafa[00:05:13] - Sara on smaller and mid-market deal activity, especially where AI is integrated[00:09:18] - Andrew Dunlap's Virginia fund and the 82 percent out-of-state buyer statistic[00:11:24] - Space industry multiples running hot alongside AI [00:14:09] - The $60 billion all-stock transaction involving AnySphere and Cursor[00:15:04] - Deals in History debut, the 1951 Korean War armistice negotiations[00:20:26] - Walking the Abraham Path with William Ury in 2017 [00:23:32] - Corey's post-Soviet Russian deal and the non-circumvention agreement story [00:28:17] - Cross-border capital flow from the Middle East, India, and China [00:36:22] - Parting Shots from Sara, Brian, and Corey Guest Bios: Brian Meegan has represented US and multinational clients on corporate matters for more than 25 years, primarily on M&A, business formation, contract negotiation, and real estate. Before joining Kupfer, he founded Evergent Law, listed in Best Law Firms in America (Colorado) for Corporate Law and the exclusive Colorado M&A firm in the IR Global network, and he separately founded Watson Ltd., a back-office support company serving law firms nationwide. Brian earned his B.S. and J.D. from the University of Colorado, is listed in Best Lawyers in America (Colorado), and is a self-described history nerd who powers the new Deals in History segment on the show. Sara Mostafa is a corporate attorney with nearly two decades of experience representing private companies and individuals across M&A, private equity, financing, corporate governance, employment, real estate, and outside general counsel work, with clients spanning technology, wealth management, retail, entertainment, construction, restaurants, medical practices, and fitness and nutrition. She began her practice at Cooley LLP in San Diego and later served as a Partner at Lobb & Plewe LLP before joining Kupfer. Sara earned her J.D. from UCLA School of Law and her B.A. magna cum laude from the University of Pennsylvania, completed Harvard Law School's Executive Education program in M&A in 2023, and is licensed in California and Hawaii. She speaks English, Spanish, Arabic, and French Host Bio: Corey Kupfer is an expert strategist, negotiator, and dealmaker with more than 35 years of professional deal-making and negotiating experience. Corey is a successful entrepreneur, attorney, consultant, author, and professional speaker deeply passionate about deal-driven growth. He is the creator and host of the DealQuest Podcast. Show Description: Do you want your business to grow faster? The DealQuest Podcast with Corey Kupfer reveals how successful entrepreneurs and business leaders use strategic deals to accelerate growth. From large mergers and acquisitions to capital raising, joint ventures, strategic alliances, real estate deals, and more, this show discusses the full spectrum of deal-driven growth strategies. Get the confidence to pursue deals that will help your company scale faster. Related Episodes: Episode 351 - There's a Deal for That Episode 331 - M&A Market Outlook and Deal Predictions Episode 293 - Sunny Vanderbeck, Selling Without Selling Out Keywords/Tags: DealQuest quarterly roundtable, Brian Meegan, Sara Mostafa, Corey Kupfer, 2026 M&A market, wealth management M&A, RIA deal flow, AI acquisitions, AnySphere Cursor, mid-market deals, cross-border transactions, Korean War armistice negotiation, William Ury, post-Soviet dealmaking, Andrew Dunlap Virginia fund, mini Berkshire Hathaway, non-circumvention agreement, deal-driven growth, Kupfer Associates, private equity M&A

with Gda Cormac Fallon, Scariff Garda Station. Originally broadcast  live from  the SBCR studios in the Derg Alliance Building  as part of Saturday Chronicle 4th July 2026 hosted by Jim Collins and Brian Torpey. Saturday Chronicle is Sponsored by JAMES M NASH AND DERG KITCHEN DESIGN http://dergkitchendesign.ie Message or what's app the studio on 089 2582647 or email sbcrstudio@gmail.com

- talking about cars and coffee event taking place in Ballina on the 5th July as part of the annual Feile Brian Boru in Killaloe / Ballina. Originally broadcast  live from  the SBCR studios in the Derg Alliance Building  as part of Saturday Chronicle 4th July 2026 hosted by Jim Collins and Brian Torpey. Saturday Chronicle is Sponsored by JAMES M NASH AND DERG KITCHEN DESIGN http://dergkitchendesign.ie Message or what's app the studio on 089 2582647 or email sbcrstudio@gmail.com  

 talking about the 2026 edition of the Tulla Festival , development plans and progress for Tulla GAA as well as looking at the ongoing wider Developments in Tulla Originally broadcast  live from  the SBCR studios in the Derg Alliance Building  as part of Saturday Chronicle 4th July 2026 hosted by Jim Collins and Brian Torpey. Saturday Chronicle is Sponsored by JAMES M NASH AND DERG KITCHEN DESIGN http://dergkitchendesign.ie Message or what's app the studio on 089 2582647 or email sbcrstudio@gmail.com

talking about Independence Day in the USA and  specifically about a Tulla connection with William Howard Taft, 27th US President   Originally broadcast  live from  the SBCR studios in the Derg Alliance Building  as part of Saturday Chronicle 4th July 2026 hosted by Jim Collins and Brian Torpey. Saturday Chronicle is Sponsored by JAMES M NASH AND DERG KITCHEN DESIGN http://dergkitchendesign.ie Message or what's app the studio on 089 2582647 or email sbcrstudio@gmail.com

Faith Driven Entrepreneur Podcast – Episode 383 Release Date: July 14, 2026   Why the Leadership Pipeline Is a Myth, and What Actually Works What if the most widely accepted strategy for developing leaders in your church or business is fundamentally broken? In this episode, Justin Forman sits down with Pastor David Ashcraft, former lead pastor of LCBC Church, which grew to 25 locations and 28,000 weekend attendees, now serving with the Global Leadership Network. David pulls no punches: the leadership pipeline is a myth. What replaces it is a culture, one that produces leaders from within, in real time. David draws on decades of experience scaling a church from 200 to 28,000 and overseeing 300 staff, 275 of whom were developed from within the congregation. His insights on leadership development, faith-work integration, and measuring fruit over process offer a roadmap for any pastor, entrepreneur, or marketplace leader serious about building something that lasts. Key Topics: Why the "leadership pipeline" model fails, and the culture-based alternative that actually works How LCBC grew from 200 to 28,000 people across 25 locations by developing leaders from within The "just-in-time training" principle: why proximity to application accelerates leader development The Global Leadership Summit: roughly 400,000 leaders across 1,120 sites worldwide, and why it bridges pastors and marketplace leaders Data vs. fruit: how to measure discipleship and leadership without falling into box-checking traps How business leaders and churches can learn from each other, and why ministry happens everywhere, not just on Sunday   Notable Quotes: “You can have the money, but if you don't have the leaders, you're not going anywhere.” — David Ashcraft   “The whole idea of the leadership pipeline is a myth. It tends to be almost more of a class or a course. If you go through enough courses, somehow you're going to come out on the other end a trained leader—and you've received training, but it doesn't make you a leader.” — David Ashcraft   “If you're a leader, people are going to be attracted to whoever the leader is.” — David Ashcraft   Guest Bio: David Ashcraft served for decades as the founding lead pastor of LCBC Church (Lives Changed By Christ) in Pennsylvania, scaling it from a church plant in 1991 to 25 locations serving 28,000 people every weekend, with 275 of 300 staff members developed from within the congregation. He now serves with the Global Leadership Network (GLN), which hosts the Global Leadership Summit, an annual event reaching approximately 400,000 leaders across 1,120 sites worldwide. GLN features speakers including Jim Collins, Andy Stanley, Craig Groeschel, Arthur Brooks, and Patrick Lencioni.

Every business owner eventually faces this leadership challenge: Is this employee trying to make my company better... or are they simply tearing it down? In this episode, Spencer breaks down the critical difference between employees who bring valuable ideas and employees who constantly challenge every decision without offering solutions. You'll learn how to: Create a culture where great ideas thrive. Know when employee feedback deserves action. Explain the "why" behind company policies. Recognize when healthy disagreement becomes toxic negativity. Protect your company culture before one negative employee drives away your best people. Featuring leadership lessons from Toyota's Kaizen philosophy, Jim Collins, Peter Drucker, Andy Grove, and practical experience from running a growing service business, this episode will help you become a stronger leader and build a healthier team. If you're a business owner, manager, or entrepreneur, this is an episode you won't want to miss.   If you are feeling the love, make sure to subscribe, rate, and review on iTunes, Spotify, YouTube, or wherever you are!! If you'd like to be featured on an episode go to theidahobusinesspodcast.com to APPLY! Apple Podcasts Spotify

What keeps you looking forward instead of backward? In this REVERB episode, Andy Stanley and Suzy Gray unpack one of the most powerful ideas from Andy's discussion with Jim Collins: the responsibilities you choose today shape the future you're moving toward. Discover why your greatest contribution may still be ahead of you, and how embracing the responsibilities you're uniquely designed to carry can keep your life and leadership moving forward. IMPORTANT NOTES: Beginning next month, we're kicking off a new format with a discussion of Andy's brand-new book, What Great Leaders Do: 7 Essentials for Enduring Impact. Joining Andy for these conversations will be an incredible leader, Holly Goddard. Together, they'll bring practical insight, honest conversation, and decades of leadership experience to each episode. New release schedule: New episodes will release on the first and third Mondays of every month. Available on YouTube: Each new episode will also be available on YouTube at YouTube.com/AndyStanleyOfficial Special thanks to our sponsor BELAY for offering a free download of their latest ebook, The Freedom Framework. This resource is designed to help leaders step out of the operational center of gravity and get back to the work that only they can do. Just text the word ANDY to 55123 to claim your free ebook now. Recognized as one of Forbes' 6 Leadership Podcasts to Listen to in 2024 and one of the Best Leadership Podcasts to Stay in the Know for CEOs, according to Industry Leader Magazine. If this podcast has made you a better leader, you can help it by leaving a quick Spotify or Apple Podcasts review. You can visit Spotify or Apple Podcasts, and then go to the “Reviews” section. Thank you for sharing! ____________ Where to find Andy: Instagram: @andy_stanley Facebook: Andy Stanley Official X: @andystanley YouTube: @AndyStanleyOfficial See omnystudio.com/listener for privacy information.

A series where our panel look ahead to the coming week in east Clare. With Jack Tracey, Roisin Bugler and introduced by Jim Collins.   Originally broadcast live on SBCR on Friday 10th July 2026

Tom Hanley,  Pat O'Brien and host Jim Collins discuss what's in the papers and online concerning matters in Co Clare. We encourage you to support your local media, the Clare Champion, Clare Echo, and online the Clare Herald.  To send a message or comment  to the studio - Message or what's app  on 089 2582647 or email sbcrstudio@gmail.com

Brent Lavin, principal at Ironwood Medtech Partners, shares how he helps early-stage medtech companies build commercial strategies from concept through commercialization and exit. Brent reflects on his path from electrical engineer to launch expert, including lessons learned after seeing how overbuilt product features can complicate V&V and FDA review, and why founders must make early decisions with the end in mind. He discusses common startup pitfalls, the importance of pairing technical innovation with a strong commercial plan, and practical leadership insights on hiring “the right seat,” delegation, and setting clear standards while allowing teams flexibility in execution.    Guest links: https://www.linkedin.com/in/brent-lavin/ Charity supported: Save the Children Interested in being a guest on the show or have feedback to share? Email us at theleadingdifference@velentium.com.  PRODUCTION CREDITS Host & Editor: Lindsey Dinneen Producer: Velentium Medical   EPISODE TRANSCRIPT Episode 084 - Brent Lavin [00:00:00] Lindsey Dinneen: Hi, I'm Lindsey and I'm talking with MedTech industry leaders on how they change lives for a better world. [00:00:09] Diane Bouis: The inventions and technologies are fascinating and so are the people who work with them. [00:00:15] Frank Jaskulke: There was a period of time where I realized, fundamentally, my job was to go hang out with really smart people that are saving lives and then do work that would help them save more lives. [00:00:28] Diane Bouis: I got into the business to save lives and it is incredibly motivating to work with people who are in that same business, saving or improving lives. [00:00:38] Duane Mancini: What better industry than where I get to wake up every day and just save people's lives. [00:00:42] Lindsey Dinneen: These are extraordinary people doing extraordinary work, and this is The Leading Difference. Hello, and welcome back to another episode of The Leading Difference podcast. I'm your host, Lindsey, and today I'm delighted to welcome as my guest Brent Lavin. Brent is currently principal at Ironwood Medtech Partners, where they help build the commercial logic into medtech startup innovation from concept through commercialization and exit. As an engineer turned launch expert, Brent has helped commercialize 20+ 510K PMA products and led the buy side of four M&A transactions, so he knows what buyers value beyond the science. With a diverse background from GE Healthcare to C.R. Bard to BD to now leading Ironwood Medtech Partners, he thrives on helping early-stage companies navigate the complex healthcare landscape and build successful companies. All right. Brent, welcome to the show. So glad to have you here today. [00:01:39] Brent Lavin: Yeah, great to be here. Thanks so much for the invite. I appreciate it. [00:01:42] Lindsey Dinneen: Absolutely. Well, I'd love if you would start by just sharing a little bit about yourself, your background, and what led you to medtech? [00:01:50] Brent Lavin: Yeah. So, I'm Brent Lavin. I live here in Phoenix, Arizona. I've recently founded Ironwood Medtech Partners, which is my company helping early-stage medtech. But I spent nearly 20 years in strategic medtech, and so I originally came to the industry through the engineering function. I was an electrical engineer in product development and innovation. And after three or four years of that, decided I wanna move over into what was, what is traditionally product management. And so, through my MBA program and then starting with GE Healthcare, I've spent the last 20 years at this intersection of R&D innovation, strategy, business development, and marketing. And so, really great run. Have been on the buy side of several M&A transactions, and I try to bring all of that experience to the early stage so that, you know, companies as they start out, can be building for the future. And so, it's been a great journey in medtech, and I've loved it so far. [00:02:46] Lindsey Dinneen: Yeah. Okay, so, so many things to ask about, but I'll, I'll start here. So, all right, so you're sa- you know, as you, you mentioned building towards the future and especially with these young startups that might not have a lot of experience in that particular kind of environment, or they're leading their company for the first time. What are some of the things that you see that maybe are pitfalls to avoid? Just, just like maybe some of the things that you've seen startups struggle with a little bit, and how can we help them mitigate those risks? [00:03:17] Brent Lavin: Yeah, there is a lot there, but let me just start by saying there is no linear path, and it is a very circular, ongoing process as you work through those early stages. And we call it the fuzzy front end for a very good reason. And sometimes you need to go down paths to realize that's not the right path, and you need to be comfortable with that. But at the end of the day, one of my goals is to help early-stage companies build with the end in mind because whether you acknowledge it or not, you're making decisions today that are ultimately gonna affect how you commercialize in the future. And so at least being able to make those decisions with your eyes wide open and understanding the trade-offs that are going on. And so for somebody that's been at the very end of that process, I, I can help inform, you know, those early stages so that you make priority decisions and trade-offs, you know, with full-scale information. [00:04:17] Lindsey Dinneen: Okay. Yeah. Well, I, I love the fact that you highlighted it's not a linear path, and there are a lot of things that go into, of course, the success of a startup. I'm wondering, in, in your role now, what are some of the areas which you see successful startups really thrive in as they're working with, with somebody like you to help make them successful from the start? [00:04:42] Brent Lavin: Yeah. Thanks for that question. I love working with early-stage founders that are passionate about their technology but especially those that realize where they may need to supplement their technical background with more of a commercial mindset. And so the, the people that work, that I work best with, are open to inputs and consideration of other options as they go through that process because you know, the, the famous saying, "What got you here is not what's going to get you there." And so while technical innovation is, is key that may not lead to an acquisition if you can't tie it to a strong commercial plan. [00:05:22] Lindsey Dinneen: Mm, mm-hmm. Yeah, so actually this is an area that I'm very curious about even in your own journey is, so you started off with that technical background as an electrical engineer, and I'd love to hear a little bit more about that as well. But maybe if you don't mind sharing a little bit about the transition or the learning process of going from that as a really good base to also being able to understand the full life cycle and how to make something succeed. [00:05:47] Brent Lavin: Yeah. Well, let me kind of go back to those engineering days and talk a little bit about how I made that pivot from engineering into product management. And to be honest, I didn't know exactly what I was doing at the time, but a-as an engineer, I was working with a product development team where we were creating a project. I was at a s- a contract design manufacturing company, and we were working with an outside company that owned a patent for a laboratory blood culturing instrument. And so we were their engineering partner, and what I saw firsthand was unfortunately, this customer at the time did not have full insight into the workflow and how the device was used in practice. And so as an engineering team, we frankly overbuilt many options into the product in order to try to s-satisfy everybody. And that seemed attractive at the time, but ultimately when we got to V&V, verification validation, and the FDA review process, it was a real struggle to get this on market. Now we ultimately did, but the epiphany for me was, I am really good at understanding engineering trade-offs and working with engineering teams to go through the process of evaluating different options. But I also really like working with customers and understanding what moves the needle and what's the difference between a nice to have and a need to have. And so, it was that kind of experience firsthand that led me to say, "I wanna operate at this intersection and really operate in both sides of that equation." And so ultimately I decided I needed to get an MBA in order to do that. So I left a, a good paying engineering job right after I got married and we moved to Madison and I got my MBA and then, you know, that ultimately led to GE Healthcare and, and then, you know, continued career in medtech. So thanks for asking that question. [00:07:43] Lindsey Dinneen: Yeah. Well, okay, so your leadership journey, of course, has, has evolved over time as, as often happens, and, and you've gone from leadership positions within other organizations to, of course, now leading your own. And I'd love if you'd just share a little bit about that journey of, of growth and discovery, maybe some, you know, lessons learned along the way. [00:08:06] Brent Lavin: Yeah. So, let's talk a little bit about kind of my formal leadership in the, you know, corporate structure and organization. I would say, we were chatting beforehand that, you know, I really moved through slowly at the beginning of my leadership from one person to three people to five people. And as an ambitious person, I always felt like that was too slow. And so, but I think it was those foundational aspects of working very closely one-on-one with people, hiring, deciding who to hire, selection, onboarding having crucial conversations about performance management and how to put people in the right seat to be successful, all occurred when my leadership span was frankly smaller than probably I was hoping it would be. But at the proper time, my leadership expanded very quickly from five to seven and ultimately 22 people within about an 18-month period. And if I had not had those slow steps along the way, I don't think I would've been ready for that and I, I would've struggled. And so, even though my ambition was high, the pace was just right in order to be successful in that. Now, to your second part of the question of, you know, how do you then transition to this, this new role? That has been a learning experience, and I'm not sure I have it mastered but it is all about influence. And so, you know, leadership, even in a formal organization, while you can be connected on the org chart, ultimately boils down to influence. And so my goal is to influence early-stage companies to understand the trade-offs that they're making and hopefully help them chart the best path forward for the goal that they have, you know, individually. Every company is built differently, and so I try to channel what their goals are into my recommendations. [00:10:02] Lindsey Dinneen: Absolutely. So you mentioned something that is brought up often, but I think it's a concept that would be worth diving into, and that's the concept of the right seat, and I would love if you would share a little bit more about your philosophy behind that and how, as a leader too, if you know that there's perhaps somebody who's a great fit for your organization but isn't in the right seat, how do you help make that happen? [00:10:29] Brent Lavin: Yeah. So this is back to the seminal Jim Collins book. You know, get the right people on the, on the bus and then get them in the right seat, correct? And so I always tried to select the person first and then find the opportunity. And there are times where you need to pivot people. So let me tell a, a quick anecdote about, you know, a situation where we had somebody on my team, and this person had progressed through different product management roles, but this person also had a project management background and was really passionate about project management and brought those skill sets to product management. But they are different, and that... Her passion was in project management, and so I knew of some upcoming and different opportunities in the organization that would be very project management focused and that, that position was not even on the org chart at the time. But as I had discussions and, and understood that that was becoming a reality, then I turned and, and offered that to the, to the person and ultimately they, they took that new opportunity. And so, it's really understanding really their long-term goals as well as, you know, their strengths, their natural strengths. Not just where they're operating, but what their natural strengths are, and then sometimes even creating an opportunity for them. [00:11:51] Lindsey Dinneen: Mm-hmm. Yeah. Yeah, and so, okay, so, so you've had kind of, a really cool opportunity to get a really good look into some of these startup companies who, you know, their founders might not be in a place where they're able to necessarily hire a whole bunch of people right away. How can you come in and support them when they're, say, like really young, maybe pre-seed, trying to figure out what the next right step is and, and able to sort of help lead them also in that transition of, you know, perhaps single founder to also a leader of a company? [00:12:32] Brent Lavin: Yeah. That's a great question, and I'm early in that journey, right? And so, maybe not some specific examples around that, but certainly again, you know, leadership is influence. And you know, I try to understand as a leader of people in a, an organization what everybody's goals are, personal and professional goals are, and then match, you know, again, what I can do to, to their, to their interests. And so when you talk about, you know, early stage CEOs, sometimes it's just a matter of listening as an unbiased outside observer who has no money in the company. And so, it can just be providing perspective from years of experience and asking insightful questions, you know, even before there's a relationship, a business relationship, between, you know, my company and theirs. And the goal is to help everybody be successful. Like, I'm a passionate medtech leader that wants, you know, th- these innovations to reach market. And so, people have lifted me up along the way, and if, if I can do that just in, in conversations and mentorship, certainly willing to do that and have done that. But as, you know, a CEO transitions then into seed and Series A, just providing, you know, again, leadership perspective from, you know, my corporate experience can be helpful. Because ultimately people are not gonna do things exactly the same way that you've done them as an individual contributor, and you have to become comfortable with allowing people, giving people the, the guardrails, and then allowing them to operate in their own style to achieve the results that you've laid out for them. [00:14:20] Lindsey Dinneen: Hmm. So yeah, and th-that's been something that's been talked about quite a bit is that art of delegating, and how do you give your people the right guardrails without making it so narrow that it feels like you're kind of micromanaging, but you ha- you have to maintain culture and brand, you know, like tone in the way that you speak. So, what are some strategies or tips that you might have for, for a leader who is in the position, needs to delegate? This is maybe a first time. It's a little bit hard to let go of the baby, as it were. So, so how do you help them navigate that? [00:14:55] Brent Lavin: Ye- yeah, I, I would go back to my own experience where, you know, I probably didn't do this the best the very first time that I had people on my team and was delegating. And I would say that most high achievers struggle with delegation for the first time because people are going to do things in a different way than you did. And I tried to teach my way, but as I grew and expanded and got, you know, mentorship and, and learned through that process, I started to go f- you know, higher o- on the ladder to, you know, values and culture and expectations, to your, to your point before. So, as a leader you have to be consistent and just unending in your communication of expectations, values, and standards, and then hold people to those. And so I, I say this often. I live in South Chandler, Arizona, and Scottsdale is maybe 40 minutes away. You know, a new leader would say you know, "You gotta go up the 101, you need to take Exit this and that to get to the coffee shop." Where as I grew more comfortable and confident, I would say, "We're gonna meet at this coffee shop in Chandler." And if they wanted to take surface streets and hit all the stoplights, so be it. And so you gotta become comfortable with that. But at the same time, our standard is "We're gonna meet at this coffee shop at 11 o'clock sharp, and I expect you to be there." [00:16:26] Lindsey Dinneen: That's a great analogy. I love the way you put that. Thanks for sharing it. Yeah, that's-- and that's a really interesting way of thinking about it, is there's, there's many avenues to getting something done correctly and to meet those expectations that you set forth, but there can also be room for creativity on how that's done, how that's accomplished. [00:16:46] Brent Lavin: Yeah. You know, one of the team values that, that I had with my most recent team was around this idea of, of play to win. And you know, over time, I actually adjusted that with some feedback and some further, you know, kinda study on leadership toward striving for excellence. And so I think the play to win was a little bit narrow in that you can't always control everything around you. And winning is an outcome that may be dependent on some other factors that, that you can't influence. And so that was a little bit narrow and, and too outcome-focused. But strive- striving for excellence was something that we could talk about daily, and you may not win, but as long as you strive for excellence in whatever we're asking you to do, like that's the standard. And so, that became a lot more robust, I would say, in the conversations that we had around setting and ensuring expectations. [00:17:45] Lindsey Dinneen: Yes, I love that. Excellence over perfection, especially for those of us who are what I would fondly refer to as a recovering perfectionist. So. [00:17:53] Brent Lavin: Mm-hmm [00:17:54] Lindsey Dinneen: I love that. [00:17:56] Brent Lavin: Yeah, it's a present tense recovering, right? Because we're never fully recovered. But... [00:18:01] Lindsey Dinneen: That's right. That's right. Absolutely. No, I love that. So just out of pure curiosity, when you were, say, I don't know, seven, eight years old, could you have possibly imagined becoming an engineer and/or doing what you do now, which is so much even more robust? [00:18:18] Brent Lavin: Oh my gosh, Lindsey, I love this question, because I couldn't, you know? I didn't. I grew up in small town USA and you know, I, I was really focused on it, you know, being the best at any single sport I could play. I, I was just a ball kid and, and but I loved entrepreneurship. And it's funny you say this because I think in high school, you know, they have those like, "What are you gonna do when you grow up?" I wanted to own a sports bar. And yeah, so like I wanted to help serve good food and, and just have a lot of TVs around and and be an entertainment spot. But I just kind of had that entrepreneurial, you know, itch. And so I, I pretty well knew I was gonna be an engineer just because I was good at technical things, and I loved it. Like, it wasn't work to me. But I didn't even understand what medtech was. And I was 22 years old in my first engineering job. I was six months into the job, and I ended up in the ER on the weekend, and excruciating abdominal pain. And they ran a CT scan, and they found the problem, they relieved the symptoms, they sent me home, and they said, "You need to see the surgeon on Monday morning." Not really understanding what was going on, but I distinctly remember being in that surgeon's office the next week and seeing the axial image of the CT scan on the light box, like the physical light box back then. And I was fascinated. I was fascinated that they chopped my body like a loaf of bread, and within about 30 seconds they could identify the issue. And you know, the surgeon said, "Y- you have this recurrent diaphragmatic hernia, and you're gonna be in surgery in two days." And so I was not scared. I was more fascinated than anything, and that is what crystallized, you know, my need to get into, to medtech. I didn't even know it existed, but I said, "I wanna go do that." And if you fast-forward about five years, there I was working for GE Healthcare, you know, the maker of those CT scanners. And so, I think medtech is really hard. It is not the most glamorous industry. So we all need that why, and for me, again, that Monday morning in the surgeon's office is my why. [00:20:31] Lindsey Dinneen: Hmm. I love that. Yeah, and I love that that's your why, and sort of a follow-up question to that then is, are there any moments that stand out to you along your journey being in medtech that particularly reinforced to you, since making that decision, say, that you are in the right place at the right time? [00:20:52] Brent Lavin: Yeah, and, and I don't mind talking about this. I'll tell this other story. About 12 or 13 years ago, I ended up learning that I had an autoimmune condition, and if you fast-forward, I, I was on some pharmaceuticals, and I've recovered, and I'm all back to normal, but I still live with that. But you go to today, and there are neuromodulation solutions that are addressing autoimmune conditions. And so we're now giving patients a choice between a device-based intervention and a pharmaceutical intervention or a pharmaceutical treatment. And I did not love those pharmaceuticals. They, they had certain side effects and I didn't wanna be on them the rest of my life. Now, I've weaned off of most of them, but patients today are getting an option for a device-based intervention, and so that's what medtech is about. And so when I hear stories of like th- like this, I'm like, "I'm exactly in the right place." And so, there's so much opportunity for us to innovate and impact pa- impact patient lives whether that's ourselves, you know, our family members, or people we may never meet. [00:22:03] Lindsey Dinneen: Yeah. Yeah, thank you for sharing that story. That's-- it's incredible to see. I think one of the best parts about being in the industry is getting to feel hope on a daily basis, yeah? 'Cause there's always something new coming out. These, like you said, medtech is really hard. There are a lot of really tough days, sometimes very not glamorous, and you just... if you have that why, that helps pull you through those days. But I really love what you touched on there of how those innovations that are coming through, that is reason for hope and just optimism again, especially in a, in a world that needs that really badly. [00:22:45] Brent Lavin: Yeah, I think it's easy to be cynical about healthcare. But I guess I choose hope. And yes, we have some structural things that we need to work through. Yes, we have a reimbursement climate or regulatory structure. But to me, that's just a great puzzle, and the, the innovations that do have an impact, not only on healthcare patients, but also economics, are the ones that are gonna win. And so I don't mind that it's a high bar, you know? And so, that just means that we need to all be a little bit better, 1% better, and continue to make a difference. [00:23:20] Lindsey Dinneen: Yeah. No, that's, that's so great. I really love that. Okay, so pivoting the conversation a little bit just for fun. Imagine that you were to be offered a million dollars to teach a master class on anything you want. It can be within your industry, but it doesn't have to be. What would you choose to teach? [00:23:41] Brent Lavin: Yeah. I love that you asked this question, and I could go a lot of different directions. I, I think I'm gonna say, you know, I would love to teach the process of structured customer insights. And so I'm thinking back to the whiteboard of an early stage and then throughout the con- the, the journey of a company. But I think there's a big gap between asking questions to learn and asking the best questions that can ultimately influence your business decision. And so it's not only what you're asking, it's how you're asking it, why you're asking it, and then doing the proper follow-up during the conversation in order to learn the true insight. And so I love baking and I love barbecue, maybe back to my, you know, sports bar dreams. But I think there's a big difference between following the recipe of a baking, you know, process, and doing barbecue, which is very process-oriented and no two things are the same. And so I think we need to approach customer insights a little bit more like barbecue, where you definitely have a goal and a process, but you're willing to adjust and make the changes as you learn in order to affect, you know, the business decisions. [00:25:06] Lindsey Dinneen: Hmm. Yeah. Okay. I really like that. I also like the illustration of the barbecue analogy. That's, that's fun. So okay, so I do have to ask a follow-up question then. So how did this skill set come about for you? Is this something that you, you learned, say, during observations? Or how did you develop this, this masterclass, shall we say? [00:25:28] Brent Lavin: Yeah. I, I think it's, some of it's through my own kind of learning in having conducted just hundreds of physician interviews. And I think, again, early in my career, I used to go through a questionnaire step by step and, and I'd get to the end and I'd have a report, but I may not have the insight. And I think as, again, as I became more comfortable with that process, I would, I would take U-turns or I would take the fork in the road, depending on where the physician was going, and continue to learn maybe not something that was on my roadmap, but something I still needed to learn. And then as I became in- came into leadership, I, I think I just saw it again with early product managers that wanted to follow a recipe and wanted to check a box toward customer insights rather than, again, truly getting in the customer's shoes. I think one of the most fun things of my job in upstream and innovation marketing is when I can interview enough physicians about a particular narrow procedure or product concept, if I can interview enough of them, s- typically between 20 and 30, depending on how complex, and I can start to think like them. And that's the ultimate of a product manager, is to think like the physician. Again, it all depends on how complex the procedure is and whatnot, and we should always be striving to learn. But when you can achieve this secondary kinda personality that mirrors what you've heard from all of these conversations, there's nothing better. [00:27:10] Lindsey Dinneen: Really cool. Okay, excellent. Thank you All right. And then how do you wish to be remembered after you leave this world? [00:27:19] Brent Lavin: Wow. I haven't thought about this in a while. I think, how do I wanna be remembered? Obviously, you know, for my family by, like, leaving, you know, a good family legacy, and also just, I showed up. I just put my shoulder down, did the best I could, certainly wasn't perfect. But I tried to just do the best with what God gave me, and it happens to be in the medtech world right now. And I think I'm uniquely gifted for where I'm at. But I still wanna make more impact over, you know, the next couple of decades. [00:27:55] Lindsey Dinneen: Mm, mm-hmm. Yeah, absolutely. Okay, and then final question. What is one thing that makes you smile every time you see or think about it? [00:28:06] Brent Lavin: Yeah, I, I guess I gotta just go back to my family right now. I got four teenagers, you know, and we're just in an awesome period of life, and I was traveling last week, and just being able to come home, you know, see my wife, see the kids, can't help but smile. So, you know, my two boys are twins, are graduating high school, and those days are, are kinda short, so I'm just trying to soak up every minute of that right now. [00:28:30] Lindsey Dinneen: That's wonderful. I love that. Well, this has been a really great conversation, Brent. Thank you so much for joining me today. We are so honored to be making a donation on your behalf as a thank you for your time today to Save the Children, which works to end the cycle of poverty by ensuring communities have the resources to provide children with a healthy, educational, and safe environment. So thank you so much for choosing that charity to support, and also thank you for continuing to work to change lives for a better world. I'm grateful for you and for your impact on the industry. [00:29:07] Brent Lavin: Well, thanks for this conversation. I've really enjoyed it, and I, I can't wait to continue to stay in touch. [00:29:11] Lindsey Dinneen: Absolutely. Thank you so much. [00:29:14] Dan Purvis: The Leading Difference is brought to you by Velentium Medical. Velentium Medical is a full service CDMO, serving medtech clients worldwide to securely design, manufacture, and test class two and class three medical devices. Velentium Medical's four units include research and development-- pairing electronic and mechanical design, embedded firmware, mobile app development, and cloud systems with the human factor studies and systems engineering necessary to streamline medical device regulatory approval; contract manufacturing-- building medical products at the prototype, clinical, and commercial levels in the US, as well as in low cost regions in 1345 certified and FDA registered Class VII clean rooms; cybersecurity-- generating the 12 cybersecurity design artifacts required for FDA submission; and automated test systems, assuring that every device produced is exactly the same as the device that was approved. Visit VelentiumMedical.com to explore how we can work together to change lives for a better world.

En este episodio #145 hablamos de Strategy, Michael Saylor y el riesgo detrás de su estrategia con Bitcoin; del marketing de Noruega en el Mundial, de la nueva marca de ropa “Democracia” del Gobierno, del coste del absentismo laboral en España y del negocio oculto detrás de las tarjetas de crédito. También hablaremos de las suscripciones que pagamos sin aprovechar y el concepto de Flywheel de Jim Collins aplicado a empresas, contenido y crecimiento a largo plazo. Invierte de forma segura y recibe un 3% sobre tu efectivo con Trade Republic: https://trade.re/spicy4tuna Invertir conlleva riesgos, los rendimientos no están garantizados. Aplican T&Cs. Prueba gratis la Cuenta de empresa de Qonto y simplifica las finanzas de tu negocio: https://bit.ly/4lPuNxU ‍ Accede a las formaciones In Company de CEF.- UDIMA: https://bit.ly/4wYmp4i CEF: https://bit.ly/3PyE16i UDIMA: https://bit.ly/4u4SEMH Contacta con el equipo de Executive Lab para acceder a nuestra formación de Inteligencia Artificial para Empresarios y Ejecutivos: https://executivelab.ai/ Crea tu Página Web con Hostinger: https://www.hostinger.com/spicy4tuna Cupón de 10% de Descuento para planes de +12 meses: SPICY4TUNA Prueba GRATIS la app de Odoo y gestiona todo tu negocio desde una misma aplicación: https://www.odoo.com/r/Avs Inspecciona tu futura vivienda y evita que se convierta en una pesadilla: https://hausum.com/?utm_source=spicy4tuna&utm_medium=youtube&utm_campaign=premier Invierte en inmuebles de forma pasiva y sin dolores de cabeza con Inversiva: https://inversiva.com/invierte-en-inmuebles/?utm_source=referral&utm_medium=web&utm_campaign=spicy4tuna ════════════════ ️ Accede a la Web de Spicy4tuna y Suscríbete a nuestra Newsletter: https://www.spicy4tuna.com Contacto para Sponsors ➡ https://tally.so/r/nrPNE5 Email de Contacto ➡ podcast@spicy4tuna.com ════════════════ Todos los episodios completos: https://www.youtube.com/playlist?list=PL9XxulgDZKuzf6zuPWcuF6anvQOrukMom ════════════════ REDES SOCIALES DE SPICY4TUNA ➜ INSTAGRAM: https://www.instagram.com/spicy4tunapodcast/ ➜ TIKTOK: https://www.tiktok.com/@spicy4tuna ➜ FACEBOOK: https://www.facebook.com/spicy4tuna ════════════════ ️ ESCUCHA SPICY4TUNA EN FORMATO PODCAST Spotify: https://open.spotify.com/show/2QPC17Z9LhTntCA4c3Ijk9?si=39b610a14bb24f1f iTunes: https://podcasts.apple.com/es/podcast/spicy4tuna/id1714279648 iVoox: https://www.ivoox.com/escuchar-audios-spicy4tuna_al_33258956_1.html ════════════════ ¿QUIÉNES SOMOS? · Euge Oller: https://www.instagram.com/euge.oller/ · Willyrex: https://www.instagram.com/willyrex/ · Marc Urgell: https://www.instagram.com/marcurgelldiaz/ · Alvaro845: https://www.instagram.com/alvaro845/ ════════════════ 00:00:00 A continuación... 00:00:30 La cola de Álvaro y el coste de oportunidad 00:08:48 Mundial, Trump y polémicas de la FIFA 00:13:21 Noruega: el marketing vikingo del Mundial 00:23:28 La marca de ropa “Democracia” del Gobierno 00:32:13 Suscripciones que pagas y no aprovechas 00:34:06 Tarjetas de crédito, estatus y ventajas ocultas 00:42:28 Strategy, Saylor y la tesis de Bitcoin 00:48:10 ¿Puede Strategy hundir Bitcoin? 00:54:52 El plan de Saylor para sobrevivir 01:05:06 El coste del absentismo laboral en España 01:14:35 Por qué las bajas golpean más a las pymes 01:21:57 Permisos, fraude y el sistema de bajas 01:30:26 Twitter, sorteos y el hate 01:44:37 El Flywheel de Jim Collins aplicado a negocios

En este episodio #145 hablamos de Strategy, Michael Saylor y el riesgo detrás de su estrategia con Bitcoin; del marketing de Noruega en el Mundial, de la nueva marca de ropa “Democracia” del Gobierno, del coste del absentismo laboral en España y del negocio oculto detrás de las tarjetas de crédito. También hablaremos de las suscripciones que pagamos sin aprovechar y el concepto de Flywheel de Jim Collins aplicado a empresas, contenido y crecimiento a largo plazo. Invierte de forma segura y recibe un 3% sobre tu efectivo con Trade Republic: https://trade.re/spicy4tuna Invertir conlleva riesgos, los rendimientos no están garantizados. Aplican T&Cs. Prueba gratis la Cuenta de empresa de Qonto y simplifica las finanzas de tu negocio: https://bit.ly/4lPuNxU ‍ Accede a las formaciones In Company de CEF.- UDIMA: https://bit.ly/4wYmp4i CEF: https://bit.ly/3PyE16i UDIMA: https://bit.ly/4u4SEMH Contacta con el equipo de Executive Lab para acceder a nuestra formación de Inteligencia Artificial para Empresarios y Ejecutivos: https://executivelab.ai/ Crea tu Página Web con Hostinger: https://www.hostinger.com/spicy4tuna Cupón de 10% de Descuento para planes de +12 meses: SPICY4TUNA Prueba GRATIS la app de Odoo y gestiona todo tu negocio desde una misma aplicación: https://www.odoo.com/r/Avs Inspecciona tu futura vivienda y evita que se convierta en una pesadilla: https://hausum.com/?utm_source=spicy4tuna&utm_medium=youtube&utm_campaign=premier Invierte en inmuebles de forma pasiva y sin dolores de cabeza con Inversiva: https://inversiva.com/invierte-en-inmuebles/?utm_source=referral&utm_medium=web&utm_campaign=spicy4tuna ════════════════ ️ Accede a la Web de Spicy4tuna y Suscríbete a nuestra Newsletter: https://www.spicy4tuna.com Contacto para Sponsors ➡ https://tally.so/r/nrPNE5 Email de Contacto ➡ podcast@spicy4tuna.com ════════════════ Todos los episodios completos: https://www.youtube.com/playlist?list=PL9XxulgDZKuzf6zuPWcuF6anvQOrukMom ════════════════ REDES SOCIALES DE SPICY4TUNA ➜ INSTAGRAM: https://www.instagram.com/spicy4tunapodcast/ ➜ TIKTOK: https://www.tiktok.com/@spicy4tuna ➜ FACEBOOK: https://www.facebook.com/spicy4tuna ════════════════ ️ ESCUCHA SPICY4TUNA EN FORMATO PODCAST Spotify: https://open.spotify.com/show/2QPC17Z9LhTntCA4c3Ijk9?si=39b610a14bb24f1f iTunes: https://podcasts.apple.com/es/podcast/spicy4tuna/id1714279648 iVoox: https://www.ivoox.com/escuchar-audios-spicy4tuna_al_33258956_1.html ════════════════ ¿QUIÉNES SOMOS? · Euge Oller: https://www.instagram.com/euge.oller/ · Willyrex: https://www.instagram.com/willyrex/ · Marc Urgell: https://www.instagram.com/marcurgelldiaz/ · Alvaro845: https://www.instagram.com/alvaro845/ ════════════════ 00:00:00 A continuación... 00:00:30 La cola de Álvaro y el coste de oportunidad 00:08:48 Mundial, Trump y polémicas de la FIFA 00:13:21 Noruega: el marketing vikingo del Mundial 00:23:28 La marca de ropa “Democracia” del Gobierno 00:32:13 Suscripciones que pagas y no aprovechas 00:34:06 Tarjetas de crédito, estatus y ventajas ocultas 00:42:28 Strategy, Saylor y la tesis de Bitcoin 00:48:10 ¿Puede Strategy hundir Bitcoin? 00:54:52 El plan de Saylor para sobrevivir 01:05:06 El coste del absentismo laboral en España 01:14:35 Por qué las bajas golpean más a las pymes 01:21:57 Permisos, fraude y el sistema de bajas 01:30:26 Twitter, sorteos y el hate 01:44:37 El Flywheel de Jim Collins aplicado a negocios

In part two of Andy’s conversation with bestselling author and researcher Jim Collins, they continue exploring one of life’s biggest questions: What do you make of your life? Together they discuss questions like: how do you stay in frame when life changes direction? What responsibilities are worth giving yourself to? And how do you continue growing, creating, and contributing long after others have settled into comfort? Drawing from a decade of research, Jim shares insights on choosing responsibilities, staying focused on what you’re uniquely wired to do, and why some of the most meaningful work of your life may still be ahead of you. Download the application guide: https://re.yourmove.is/4vx4kcw Get your copy of What to Make of a Life: https://re.yourmove.is/4uaxInK Here's what they cover in this episode: Three elements of a like in frame (2:16) Why your best years may still be ahead (8:43) The notion of extend out, circle back (13:45) What true freedom is (20:32) Level 5 Leadership (27:29) The dangerous lure of legacy (29:24) Special thanks to our sponsor BELAY for offering a free download of their latest ebook The Freedom Framework. This resource is designed to help leaders step out of the operational center of gravity and get back to the work that only they can do. Just text the word ANDY to 55123 to claim your free ebook now. Recognized as one of Forbes' 6 Leadership Podcasts To Listen To In 2024 and one of the Best Leadership Podcasts To Stay in the Know for CEOs, according to Industry Leaders Magazine. If this podcast has made you a better leader, you can help it by leaving a quick Spotify or Apple Podcasts review. You can visit Spotify or Apple Podcasts, and then go to the “Reviews” section. Thank you for sharing! ____________ Where to find Andy: Instagram: @andy_stanley Facebook: Andy Stanley Official X: @andystanley YouTube: @AndyStanleyOfficial See omnystudio.com/listener for privacy information.

In this Think Thursday episode, Molly explores luck through the lens of Jim Collins' book What to Make of a Life. Rather than looking at luck as something we either “have” or “don't have,” this episode invites listeners to consider a more powerful question: What return am I creating on the luck I've been given?Molly breaks down Collins' idea of different kinds of luck, including what luck, who luck, and zeit luck, and connects them to behavior change, mindset, identity, and personal agency. Luck may shape the events of our lives, but our response to luck helps shape the direction of our lives.In This Episode Molly explores: Why luck is real, but not the whole story  How Jim Collins' idea of “return on luck” applies to individual lives  The difference between a luck event and a luck response  Why the brain labels events as “good luck” or “bad luck” too quickly  How cliffs, fog, and turning points can reshape identity  The importance of “who luck” and the people who change our path  Why timing luck only matters when we are ready enough to respond  How even good luck can feel threatening to the brain  Why humility and agency are both essential for behavior change Key TakeawaysLuck is not always something we control, but our response to luck is where agency begins.A setback, opportunity, diagnosis, loss, invitation, or chance meeting may become meaningful only through what we do next.Our brains are quick to interpret events, but the first story our brain tells does not have to be the final story.Not every hard thing needs to be turned into a lesson immediately. We can honor pain and still ask, “How do I want to meet this?”Relationships are one of the most powerful forms of luck. Sometimes one person can change the emotional weather around a goal.Timing matters, but timing alone is not enough. When timing luck appears, our willingness to respond matters.Reflection Questions What luck am I labeling too quickly?  Who is part of my luck right now?  What would a high return on this luck look like? Resources MentionedWhat to Make of a Life by Jim Collins  Jim Collins' concept of “return on luck”  The ideas of cliffs, fog, fire, and hedgehogs in individual life paths Closing ThoughtLife may spin the wheel. It may open a door, close a door, reroute the path, or bring you to a cliff. But your response is where your life starts to become yours. ★ Support this podcast ★

What if the life you're searching for isn't something you find... but something you discover?Today's episode will change how you think about purpose, success and what it actually means to build a meaningful life.Jim Collins is one of the most respected business thinkers in the world, the author of Good to Great, a book that has shaped how millions of leaders think about success. But today's conversation is not about business. It is about something every single person will face at some point in their life.Jim shares the personal experiences and years of research behind his latest work, challenging the idea that we each have just one purpose to find.In this episode, you'll learn:· Why purpose isn't one perfect calling, but many possibilities already inside you· How to know when you're truly "in frame," doing work that energises rather than drains you· Why reinvention and curiosity matter more, not less, as you move through different stages of life· Why the greatest reward isn't achievement, but the privilege of continuing to do work you love· Why life's biggest setbacks often become the doorway to your most meaningful chaptersThis conversation is a reminder that greatness isn't achieved through chasing titles, recognition or external success. It's found by understanding yourself more deeply, embracing change, and having the courage to keep discovering new parts of who you are. No matter where you are in your journey, your next chapter may be your most meaningful yet.Purchase Sarah's book: Living A Life Of Greatness here.To purchase Living A Life of Greatness outside Australia here or here.Watch A Life of Greatness Episodes On Youtube here.Sign up for Sarah's newsletter (Greatness Guide) here.Purchase Sarah's Meditations here.Instagram: @sarahgrynberg Website: https://sarahgrynberg.com/Facebook: facebook.com/sarahgrynbergTwitter: twitter.com/sarahgrynberg Hosted on Acast. See acast.com/privacy for more information.

Tom Hanley,  David Fleming, Pat O'Brien and host Jim Collins discuss what's in the papers and online concerning matters in Co Clare. We encourage you to support your local media, the Clare Champion, Clare Echo, and online the Clare Herald.  To send a message or comment  to the studio - Message or what's app  on 089 2582647 or email sbcrstudio@gmail.com

Seven books. One summer. A few of them might change how you think about leadership.David Wheatley, co-founder of Humanergy and host of the Humanergy Leadership Podcast, wraps up the season with his annual summer reading list for leaders. This year's picks span decentralized leadership, AI, gender dynamics in the workplace, coaching philosophy, team performance, and how people build a life worth living.The books on the list:Turn the Ship Around by David Marquet — a classic on leader-leader culture that keeps coming back into the conversation for good reason.The AI-Driven Leader by Jeff Woods — the book Humanergy has been recommending all year for leaders trying to get a practical handle on AI.The Only Woman in the Room by Lisa Davis — not just for women. David interviewed Lisa earlier this season; this is a good companion listen.The Score Takes Care of Itself by Bill Walsh — a look at what actually goes into building a winning culture, from the coach who rebuilt the 49ers.And It Was Beautiful by Phil Hay — the story of Marcelo Bielsa at Leeds, and a counterpoint to Walsh worth reading alongside it.What Great Teams Do Great by Humanergy — if you haven't read it yet, it's 98 pages and worth every one of them.What to Make of a Life by Jim Collins — his newest book. If you know Collins from Good to Great or Great by Choice, you know what to expect: rigorous, research-driven, and worth your time.Drop your own summer reading recommendations in the comments.Humanergy is a leadership development company based in Kalamazoo, Michigan. Learn more at humanergy.com.Learn more about Humanergy's work: https://www.humanergy.comJoin the Humanergy community on LinkedIn.Sign up for our FREE leadership workshops. 

Episode Summary: In this episode of the Solar Maverick Podcast, Benoy speaks with Bill Taylor, CEO and owner of DCE Solar, about his 17-year journey building one of the solar industry's most resilient racking and construction companies. Bill shares how DCE Solar grew from a racking supplier into a group of businesses spanning racking systems, construction services, engineering and design, carports, ground mounts, rooftop systems, and single-axis trackers for solar projects across the United States. The conversation covers how Bill has navigated the "solar coaster" through financial discipline, a strong company culture, and a focus on quality and long-term customer relationships rather than competing purely on price. Bill and Benoy also dig into the technical side of racking and tracker design for challenging terrain and cold climates, DCE's exclusive U.S. partnership with Spain's Axial Structures, and why AI-driven data center growth is making reliable power access more critical than ever for the US''s energy strategy. Biographies Benoy Thanjan Benoy Thanjan is the Founder and CEO of Reneu Energy, solar developer and consulting firm, and a strategic advisor to multiple cleantech startups. Over his career, Benoy has developed over 100 MWs of solar projects across the U.S., helped launch the first residential solar tax equity funds at Tesla, and brokered $50 million in Renewable Energy Credits (“REC”) transactions. Prior to founding Reneu Energy, Benoy was the Environmental Commodities Trader in Tesla's Project Finance Group, where he managed one of the largest environmental commodities portfolios. He originated REC trades and co-developed a monetization and hedging strategy with senior leadership to enter the East Coast market. As Vice President at Vanguard Energy Partners, a large solar and storage construction firm, Benoy crafted project finance solutions for commercial-scale solar portfolios. His role at Ridgewood Renewable Power, a private equity fund with 125 MWs of U.S. renewable assets, involved evaluating investment opportunities and maximizing returns. He also played a key role in the sale of the firm's renewable portfolio. Earlier in his career, Benoy worked in Energy Structured Finance at Deloitte & Touche and Financial Advisory Services at Ernst & Young, following an internship on the trading floor at D.E. Shaw & Co., a multi billion dollar hedge fund. Benoy holds an MBA in Finance from Rutgers University and a BS in Finance and Economics from NYU Stern, where he was an Alumni Scholar.   Guest Information Bill Taylor Bill Taylor is an accomplished entrepreneur and executive with over two decades of experience successfully navigating and scaling the alternative energy and sustainability sector. As the CEO and Owner of DCE Solar, DCE Services, and DCE Design, he is driven by a commitment to innovation and an unwavering belief in making solar the most cost-effective energy source globally.   Under his leadership, the DCE companies design, engineer, and build solar power plants, managing projects from complex commercial carports and rooftops to large-scale 100 Megawatt (MW) utility installations nationwide. Stay Connected: Benoy Thanjan Email: info@reneuenergy.com  LinkedIn: Benoy Thanjan Website: https://www.reneuenergy.com Website: https://www.solarmaverickpodcast.com/   Bill Taylor Website: https://www.dcesolar.com LinkedIn: https://www.linkedin.com/in/billetaylor/ Bill Taylor recommended Good to Great by Jim Collins.   Please provide 5 star reviews      If you enjoyed this episode, please rate, review and share the Solar Maverick Podcast so more people can learn how to accelerate the clean energy transition.    Reneu Energy Reneu Energy provides expert consulting across solar and storage project development, financing, energy strategy, and environmental commodities. Our team helps clients originate, structure, and execute opportunities in community solar, C&I, utility-scale, and renewable energy credit markets. Email us at info@reneuenergy.com to learn more.            

Hi, I'm Jeff Ikler, host of the Getting Unstuck - Cultivating Curiosity podcast. This summer, I'm periodically releasing mini-episodes that, in under 10 minutes, dive into an evergreen idea from a previously broadcast episode. The content in these mini episodes is designed to be readily applicable to your life or work. This week's episode was inspired by a conversation with educator Dr. Deb Gustafson in December 2019, when she explained how, as a principal, she had applied Jim Collins' flywheel principle from Good to Great in her elementary school. The idea The flywheel is an individual's, team's, or organization's intentional ordering of only five to six key, repeated actions to achieve desired outcomes. Critical to success is the idea that the first action triggers the next, which in turn triggers the next. Each action is thus dependent on the one that came before it. What prompted Deb's effort was her recent inheritance of the district's worst-performing elementary school. Rather than throw a series of unrelated strategies at the problem, Deb used the flywheel as a thinking tool to help her architect a plan for sustainable improvement. Two important principles of the flywheel concept are ONE, a clear explanation of the desired result toward which everyone in the organization can work, and TWO, the selection of the all-important priority step from which the remaining elements cascade. Here's how the two elements played out in Deb's planning. After studying her student population, Deb realized that her students were extremely dispirited, lacked self-esteem, and felt they had no future. Given those findings, she decided that the desired result couldn't just be a lofty academic goal; it had to reflect the needs of the whole student. So she structured the desired results as: "Help kids become the best people they can be." Deb decided that, to achieve the desired results, the all-important priority step in the flywheel had to be hiring teachers who loved kids. As she told me, "I can teach people how to teach, but I can't teach them how to love. What these kids needed was to feel valued and capable of succeeding. If we did that well, academic success would follow." I've included Deb's flywheel model in the show notes on my website. Take a minute to review the steps and how they were designed to achieve the school's desired results. And the results, you ask? Deb's school quickly became the district's highest-performing elementary school, and her approach served as a model for other leaders and schools throughout the district. Extending the idea The beauty of the flywheel is that it constrains thinking to what is essential to bring about desired results. Instead of wild brainstorming that results in "We could do this and this, and this," the flywheel demands discipline: "If we do these few things in this order really well, we'll increase the likelihood of success." But imposing that limitation is really challenging for lots of organizations. Author of the essential read, Essentialism, Greg McKeown argues for a relentless pursuit of "less, but better." One of the biggest mistakes he notes is to dilute what is important by having "priorities." Here he explains the surprising history of the word priority and how its meaning has shifted over time: The word "priority" came into the English language in the 1400s. It was singular. It meant the very first or prior thing. It stayed singular for the next five hundred years. Only in the 1900s did we pluralize the term and start talking about priorities. Illogically, we reasoned that by changing the word we could bend reality. Somehow we would now be able to have multiple "first" things. One of the strategies that I really liked from McKeown's book is the idea of W.I.N. : asking yourself "What's Important Now?" Yes, it's a very mindful question because it helps us from sliding back into the unresolved past or ruminating about the yet-to-be-seen future. As McKeown concludes "It is mind-bending to consider that in practical terms, we only ever have now." And W.I.N.? is a flexible question in that it can be asked relative to the macro level of life where we're constantly trying to bring work, play, family into harmony and flow. (Note, I don't say "balance" because there ain't such a thing, is there?) And it can be asked at the micro level regarding all those discrete work or home projects staring us in the face. So…push yourself a bit, and ask "What's Important Now?" For inspiration, you can always watch the famous clip from the movie City Slickers, which never fails to get the juices flowing. Referenced Interview with Dr. Deb Gustafson Good to Great by Jim Collins

A festival lasts only a few weeks or months each year, but the work of leading one never stops. Jeffrey Haydon has spent his career at the helm of some of the country's most respected music festivals, including Ojai, Caramoor, and now Ravinia Festival, where he serves as President and CEO. Drawing on a background that bridges music and business, he has led major capital projects, expanded educational and community programs, and navigated moments of organizational transformation. In this episode, Jeffrey reflects on what makes festivals such distinctive cultural institutions; the leadership lessons he's learned across three decades in arts management; and how Ravinia continues to balance its rich classical legacy with new audiences, artists, and ideas. ----- LINKS Ravinia Festival: https://www.ravinia.org/  Jim Collins: https://www.jimcollins.com/index.html 

This week on Think Thursday, Molly explores a fascinating concept from Jim Collins' newest book, What to Make of a Life: encodings—the unique interests, abilities, and areas of engagement that make us come alive.Using the remarkable story of NFL legend and Minnesota Supreme Court Justice Alan Page, Molly examines how our lives may hold more possibilities than we realize and why the person we are today is not the final version of ourselves.Drawing connections to Benjamin Hardy's Personality Isn't Permanent and the science of neuroplasticity, this episode challenges the belief that our identities are fixed and invites us to remain curious about who we might still become.In This Episode: What Jim Collins means by "encodings"  The surprising second career of Alan Page  Why identity is more flexible than we think  How neuroplasticity supports lifelong growth and discovery  The difference between your history and your potential  Why changing your relationship with alcohol can create space for new possibilities  How curiosity may be more important than finding a single purpose Key TakeawayYour past tells the story of what you've experienced so far. It does not define everything you're capable of becoming. There may be strengths, interests, and opportunities still waiting to emerge—and your next chapter may reveal a side of yourself you haven't yet discovered.Resources MentionedWhat to Make of a Life by Jim CollinsPersonality Isn't Permanent by Benjamin HardyListen in and consider this question: What if the most interesting part of your story hasn't happened yet? ★ Support this podcast ★

One habit. Practiced daily. Compounded over years. That is the actual price of becoming an excellent leader, and most ambitious people are paying a completely different price instead. Ryan Hawk has spent 11 years hosting The Learning Leader Show, with over 700 conversations with some of the highest-performing people in business, sports, and beyond. His new book, The Price of Becoming, is built on a simple but uncomfortable idea: the thing that separates sustaining excellence from fleeting success is not talent, vision, or even hard work. It's reliability. Consistency. The willingness to go to bed a little wiser than when you woke up, day after day, without interrupting the compounding. I got to sit down with Ryan on the Systematic Leader podcast, and I walked away with a pile of notes and one image I can't stop thinking about. Ryan flew to Boulder, Colorado, to record an interview with Jim Collins, author of Good to Great and one of the most respected names in business. Before they started recording, Collins walked in and began quietly emptying his pockets. Apple Watch. Key fob. Phone. A Ziploc bag with cash and an emergency contact. He placed it all in a neat pile outside the door. Then he walked in. He never mentioned it. Never made a speech about presence. He just removed every possible distraction before the conversation began. Ryan said he asked Collins' assistant about it afterward. Her answer: "Jim is so good about being locked in on what he chooses to do." That story tells you everything about what this episode is about. What Ambitious Leaders Consistently Get Wrong Ryan has asked hundreds of high performers what separates the great ones from everyone else. The answer is almost never what people expect. Not charisma. Not risk tolerance. Not some secret morning routine that takes four hours. The Inner Scoreboard vs. The Outer Scoreboard One of the most useful distinctions in this conversation is the difference between winning externally and winning internally. Ryan has worked with Brooke Cupps, the winningest high school basketball coach at Centerville High School, who has never set a single goal around winning games. Every goal his teams set is a process goal, tied to their core values: tough, passionate, unified, and thankful. The score, Ryan says, seems to take care of itself when your focus is that clear. The leaders who get out of whack are the ones fixated on what others will think, how something will look, or hitting a specific number. That outward focus crowds out the internal work that actually produces results. See It, Say It: The Simplest Culture-Building Practice Ryan shared the framework he uses with his coaching clients, borrowed from his collaborator Garen Stokes. The idea is this: when you observe something worth saying, you say it immediately. Vivid Clarity Is the Leader's Job One theme Ryan returns to again and again is that if someone on your team doesn't know what excellence looks like in their role, that is the leader's fault. Not the employee's. Yours. About Ryan Hawk Ryan Hawk is the host of The Learning Leader Show, one of the longest-running leadership podcasts with over 700 episodes and millions of listeners worldwide. His new book, The Price of Becoming, releases July 21st. Find everything he does at LearningLeader.com. Listen to the full episode on the Systematic Leader Podcast wherever you get your shows. And if you want one practical systems idea in your inbox every week, join the newsletter at systematicleader.co.

What do you do when the path ahead is unclear? In this REVERB episode, Andy Stanley and Suzy Gray dive deeper into the uncertainty that often accompanies major life transitions. Expanding on Andy’s conversation with Jim Collins, they explore why seasons of "fog" are a normal part of life, how small steps create momentum when clarity is lacking, and what it looks like to discover your unique encodings so you can spend more time doing what you were made to do. Special thanks to our sponsor BELAY for offering a free download of their latest ebook The Freedom Framework. This resource is designed to help leaders step out of the operational center of gravity and get back to the work that only they can do. Just text the word ANDY to 55123 to claim your free ebook now. Recognized as one of Forbes' 6 Leadership Podcasts To Listen To In 2024 and one of the Best Leadership Podcasts To Stay in the Know for CEOs, according to Industry Leader Magazine. If this podcast has made you a better leader, you can help it by leaving a quick Spotify or Apple Podcasts review. You can visit Spotify or Apple Podcasts, and then go to the “Reviews” section. Thank you for sharing! ____________ Where to find Andy: Instagram: @andy_stanley Facebook: Andy Stanley Official X: @andystanley YouTube: @AndyStanleyOfficial See omnystudio.com/listener for privacy information.

Hi, I'm John Sorensen, President of Evangelism Explosion International, and you're listening to Share Life Today. "Therefore go and make disciples of all the nations, baptizing them in the name of the Father and of the Son and of the Holy Spirit; teaching them to obey everything I have commanded you." Have you ever heard this famous Biblical passage before? You know, it's called the Great Commission, and it's Christ's final command to us before He returned to Heaven. Unfortunately, it can be something that Christians ignore for a number of reasons. One of them is that we get involved in all kinds of seemingly good things that keep us all too busy. Jim Collins wrote a widely used book in the business world that opens with this statement, “Good is the enemy of great.” And so many times we get involved in all kinds of good things; and yet, they are not the great thing that we could be doing in seeing men and women come to Jesus. Christ said, “If you love Me, keep My commandments.” And His last command should be out first concern. For more resources on sharing the Gospel, visit ShareLife.Today.

What do we do when life gets foggy?In part two of this conversation with Jim Collins, we pick up right where we left off and explore the bug book, simplex stepping, luck versus return on luck, and why not all time in life is equal.We also talk about retirement as a cliff, the power of Who Luck, and what Jim would add to Good to Great after writing What to Make of a Life.If you haven't listened to part one, I recommend starting there, but you are also welcome to jump in right here.As Jim says, What to Make of a Life is “not a self-help book. It's a self-knowledge book.”Thrive Global Article: Jim Collins on What to Make of a LifeAbout Our Guest:Jim Collins has published multiple international bestsellers that have sold in total more than eleven million copies worldwide, including the perennial favorite Good to Great. His writings and teachings are based on extensive research projects designed to uncover timeless principles of human endeavor and have had a lasting impact across all sectors of society. All of Jim's books share a common thread: the study of people and how they navigate the big questions of leadership and life. You can learn more at www.jimcollins.com. About Lainie:Lainie Rowell is a bestselling author, award-winning educator, and TEDx speaker. She is dedicated to human flourishing, focusing on community building, emotional intelligence, and honoring what makes each of us unique and dynamic through learner-driven design. She earned her degree in psychology and went on to earn both a post-graduate credential and a master's degree in education. An international keynote speaker, Lainie has presented in 41 states as well as in dozens of countries across 4 continents. As a consultant, Lainie's client list ranges from Fortune 100 companies like Apple and Google to school districts and independent schools. Learn more at ⁠⁠⁠⁠⁠⁠⁠⁠⁠linktr.ee/lainierowell⁠⁠⁠⁠⁠⁠⁠⁠⁠.Website - ⁠LainieRowell.com⁠Instagram - ⁠⁠⁠⁠⁠⁠⁠⁠@LainieRowell⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn - @LainieRowellX/Twitter - ⁠⁠⁠⁠⁠⁠⁠⁠@LainieRowell ⁠⁠⁠⁠⁠⁠⁠⁠Evolving with Gratitude, the book is available ⁠⁠⁠⁠⁠here!⁠⁠⁠⁠⁠⁠⁠ And now, Bold Gratitude: The Journal Designed for You and by You is available too!Both Evolving with Gratitude & Bold Gratitude have generous bulk pricing for purchasing 10+ copies delivered to the same location.

In this episode, Andy is joined by bestselling author and researcher Jim Collins to discuss one of life’s biggest questions: What do you make of your life? It is a question we all wrestle with more than once: How do we find our way in the world? How do we make it past the cliffs, significant events that can radically change our lives? How do we keep the inner fire burning bright, long and late? Jim Collins devoted a decade to studying these questions and more. Listen in as he and Andy unpack his findings. Download the application guide: https://re.yourmove.is/43k1MlT Get your copy of What to Make of a Life: https://re.yourmove.is/4uaxInK Here's what they cover in this episode: The three major moments in life where we all reevaluate our direction (6:05) What encodings are, how they shape fulfillment, and how to discover yours (9:51) The difference between feeling like a “lightning bug” and a “lightning bolt” (14:56) The role leaders play in discovering encodings (17:17) The role parents play in discovering encodings (20:03) The potential cliffs you could face in life (20:36) The fog: why feeling lost is a normal part of being human (23:56) How to move forward and come out of the fog (29:01) Special thanks to our sponsor BELAY for offering a free download of their latest ebook The Freedom Framework. This resource is designed to help leaders step out of the operational center of gravity and get back to the work that only they can do. Just text the word ANDY to 55123 to claim your free ebook now. Recognized as one of Forbes' 6 Leadership Podcasts To Listen To In 2024 and one of the Best Leadership Podcasts To Stay in the Know for CEOs, according to Industry Leaders Magazine. If this podcast has made you a better leader, you can help it by leaving a quick Spotify or Apple Podcasts review. You can visit Spotify or Apple Podcasts, and then go to the “Reviews” section. Thank you for sharing! ____________ Where to find Andy: Instagram: @andy_stanley Facebook: Andy Stanley Official X: @andystanley YouTube: @AndyStanleyOfficial See omnystudio.com/listener for privacy information.

Most people are chasing new income streams while completely ignoring the one skill that impacts all of them- communication. In this episode, I sit down with Len Ward of Commexus to break down why the way you communicate is either opening doors or quietly closing them. We get into what actually makes someone persuasive, how small tweaks in your messaging can drastically change your results, and why so many smart, capable people struggle financially simply because they can't clearly express value. Len shares practical insights you can use immediately, whether you're selling, negotiating, creating content, or just trying to stand out in a noisy world.   What you'll learn: Why communication is the highest ROI skill you're probably neglecting  How to make people actually listen when you speak  The biggest mistakes killing your influence (and income)  Simple ways to become more clear, persuasive, and memorable  If you're serious about building income streams, this episode will challenge you to stop chasing more and start saying what you already have better.   Find Len Ward at- Website: www.Commexis.com  LinkedIn: https://www.linkedin.com/in/lenward/  Twitter: https://x.com/lenwardnj    Things mentioned in the show: ChatGPT Pulse- From OpenAI… Pulse is a new experience where ChatGPT proactively does research to deliver personalized updates based on your chats, feedback, and connected apps like your calendar. You can curate what ChatGPT researches by letting it know what's useful and what isn't. The research appears in Pulse as topical visual cards you can scan quickly or open for more detail, so each day starts with a new, focused set of updates. This is the first step toward a more useful ChatGPT that proactively brings you what you need, helping you make more progress so you can get back to your life. We'll learn and improve from early use before rolling it out to Plus, with the goal of making it available to everyone. E-Myth by Michael Gerber. (This book has a permanent place on my biz bookshelf.) https://amzn.to/4cCsVV0  Simple Numbers by Greg Crabtree https://amzn.to/4sFE5OR  Good to Great by Jim Collins https://amzn.to/4mEpQsg    --- Click here to change your life- http://eepurl.com/gy5T3T   Hit me up for a one-on-one brainstorming session- https://militaryimagesproject.com/products/brainstorming-session-1-hour    Check out my Linktree for different ways to rock your world! https://linktr.ee/ruggeddad    Check out the sweet Hyper X mic I'm using. https://amzn.to/41AF4px    Check out my best-selling books: Rapid Skill Development 101- https://amzn.to/3J0oDJ0 Streams of Income with Ryan Reger- https://amzn.to/3SDhDHg Strangest Secret Challenge- https://amzn.to/3xiJmVO This page contains affiliate links. This means that if you click a link and buy one of the products on this page, I may receive a commission (at no extra cost to you!) This doesn't affect our opinions or our reviews. Everything we do is to benefit you as the reader, so all of our reviews are as honest and unbiased as possible. #passiveincome #sidehustle #cryptocurrency #richlife

https://youtu.be/sUyjA0muVgM Tom Kirkham, Founder and CEO of Kirkham IronTech, believes business should create value for everyone involved — employees, clients, vendors, and the broader community. After overcoming major personal challenges and rebuilding his perspective on leadership, Tom embraced stakeholder capitalism and built a company culture focused on long-term partnerships, trust, and continuous learning. In this conversation, Tom shares the IronTech Framework — a practical approach to modern IT management built around three core pillars: Generate ROI and Productivity, Make Cybersecurity Core, and Surround it with a Governance Layer. He explains why businesses should stop treating IT as an expense and instead view it as a strategic investment that improves productivity, protects the company from cyber threats, and aligns technology with leadership goals. Tom also dives into the massive scale of the cybercrime industry, why governance is often the missing piece in cybersecurity, and how proactive IT strategy can dramatically improve business performance. — Turn Your IT into Your Growth Engine with Tom Kirkham Good day. Steve Preda here with the Management Blueprint Podcast, and today’s guest is Tom Kirkham, the Founder and CEO of Kirkham IronTech, where he helps businesses build strong, secure IT foundations, whether fully managed, co-managed, or cybersecurity only. Tom is a keynote speaker on cybersecurity, and he’s the author of two books, Hack the Rich and The Cyber Pandemic. Tom, welcome to the show.  Oh, it’s great to be here, Steve.  Well, great to have you here. And I am curious to dive in, and would like to ask you my favorite question. What is your personal ‘Why’, and how are you manifesting it in Kirkham IronTech?  That’s a great question. So the company’s about twenty-six years old. I went through a lot of personal health problems, and then my wife was real sick, and she ended up passing away—it's been about eleven years ago now. And I was fortunate enough to put a friend of mine in the company, and he was able to take over while I was dealing with this for a couple of years. And when most of it was done, I took some time off and did a lot of traveling and a lot of thinking and a lot of reading. And I’m a lifelong reader, a lifelong learner, and I went back through my history of investing techniques, understanding what makes a good company great. If you’ve read Jim Collins, you know what I’m talking about. And so during those times, I was reflecting, studying philosophy, studying biographies of other CEOs like Elon Musk, Steve Jobs, Andy Grove—gosh, the list goes on and on. Whether you like them or hate them, it doesn’t matter, right? There’s always something you can learn. And I came upon and read a lot about stakeholder capitalism. Like Peter Drucker says, “Culture eats strategy for breakfast.” And I understood what that meant, and it was kind of weird. So when I re-engaged with the company, I identified one of the weaknesses, and I said, “Well, if we need to do marketing in this business—which we have to do in any business—I really need to master marketing.” So I spent a lot of time with marketing gurus, most of them are what I would consider household names these days, and re-engaged with the company to do marketing to establish a great culture around stakeholder capitalism. In other words, we exist as a for-profit business not just for the shareholders but for everyone—the community, vendors, employees. And I really wanted to be around people I enjoyed being around. I wanted them to enjoy coming into work.Share on X And so we’ve been trying to perfect that system in the culture for the past ten years. Of course, no one's perfect, but if you pursue perfection, you can achieve excellence. And I think we've done a really good job. We have very low turnover. Everyone seems genuinely happy to be there, and it's really fulfilling. It's more of a personal feeling because I've been a successful investor practically my whole adult life. I started investing in stocks when I was nineteen, and I'm sixty-four now. So I didn't really need the company. I could have just closed it up or sold it or whatever. But I really wanted to have my own reasons. Those are the things that drive me, and I hope they drive everyone else too.  What resonated with you with this idea of stakeholder capitalism? It just made sense. The obvious part is with employees—all of that is true. That's obvious to any good leader or manager, right? As you well know, there's a difference between leadership and management, and understanding that distinction, and the difference between sales and marketing, and understanding those things. A good example is dealing with vendors. There are all sorts of vendors that supply products and services to us, so we carefully vet these tools and vendors to see if their values align with ours, just like we do with prospects. But especially with vendors, if it's something new—a new tool that we're going to invest a lot of time, money, and energy into to make their product or service successful for us and successful for them—we make a commitment to that vendor.  So it's not about the money or how cheap I can get it. What I want is a good partnership with every stakeholder. And I want to make sure that when I'm dealing with a vendor, if it fails for us, it's not our fault—it's their fault, right? Either they oversold the product or they didn't deliver on the service component. I didn't want it to be because we failed to do the right training, or didn't communicate properly, or missed all the other things that are just part of doing business the right way. And that applies to our employees, our local community, and every stakeholder in the company.  Yeah. I like it. So you're looking for partnership-based relationships where it's win-win. And yeah, if you want people to stick around, it has to make sense for them too. You can't exploit your partners forever without consequences. So that makes a lot of sense. So Tom, let me ask you this other question. This podcast is called The Management Blueprint because I'm always looking for frameworks—something practical that helps businesses achieve results. Usually it's some kind of three-to-five-step process that helps you grow the business, get customers, improve operations, or understand something at a deeper level. So when I ask about your favorite business framework, what comes to mind?  Well, we have a thing we call the IronTech Framework.  Okay.  And it was something that we came up with many years ago and started practicing seven or eight years ago, and it's a framework. It's like the NIST Cybersecurity Framework. I looked at NIST and there's five components to it, and it's about cybersecurity. And I looked at this and I go, “None of this works without the right policies and procedures in place.” The security training—it's not enough just to throw it out there and tell all your people to take it. You've got to follow up, you've got to manage, and coach, and everything like that. And so I started adding this governance component to the way we sold it, presented it, and practiced what we do for our clients day in and day out. Help them develop the policies and procedures for all of the different things, the protocols.  If somebody accidentally fires off a ransomware attack, they need to know they're not going to be penalized for it. We need to know as soon as possible to stop it. And just little things like that, there's a lot that really improve the effectiveness of all of these tools and services that we provide to their clients. And unbeknownst to me, NIST, who has the cybersecurity framework, they added governance about three years ago to the other five things. And so that was kind of nice to know that we were exhibiting some thought leadership. And so when we go in, it's all well and good if you want to put these protections in and these particular products, but we're a best-of-breed company. Like one of our critical tools that's required for our clients to put in place, to buy it and use it every single day on every single computer, is what's known as an EDR. And it's basically an AI-based super turbo antivirus.  To even call it an antivirus is not doing it justice. So there's three legs to the IronTech Framework. We want to make sure that you're getting a return on your investment in IT, because that's why you buy it. If you treat IT as an expense, you need to kind of change the way you're thinking. You want to improve productivity and efficiency.Share on X The second leg is cybersecurity, because a bad cyberattack can put you out of business. I think the last stats I saw were something like 40 to 60% of businesses go out of business within two years of a significant cyberattack. And then finally, the third is governance. That's the three legs of our IronTech Framework. So part of governance is engaging with our clients' management and leadership—the CEO, finance, of course the CIO, the CISO or security officer, and maybe even the board sometimes. Really getting to know: what are your objectives, and how can we utilize our services to best help your company realize those objectives? Because for most companies, there's no other vendor they engage with as much as us.  We're talking to Susie every day. We're talking to Bill every day. We know that Mary's out sick and Steve's on vacation. I mean, when you're running help desk, stopping attacks, providing training, and all the support we provide along those lines, we get to know their company better than practically any other vendor by far. So it really helps if our clients treat us as a partner to help them realize their goals and objectives. And when all of that clicks into place, then it makes recommending things easier.Share on X “Okay, you need to replace these 30 laptops that are four years old. You're not getting an ROI on them.” “This server's five years old. Let's start thinking about replacing it.” “We have this new tool that's really excellent. We're recommending everybody get it.” And because we've developed that trust, those conversations become pretty easy. For the most part, everybody just says yes. But of course, we don't sell just to sell, especially when it comes to things like hardware. That's not really what we're here for. We're here for the day-in, day-out work: keeping things running, stopping breaches, and putting the policies and procedures in place to run your company as smoothly as possible.  Yeah. I love that. So when I had an IT back in the 2000s, I had an IT person who was a contractor, but he was very active in my business, and I always wanted to talk to him and pick his brain. What are the new things out there? How can we make our business more efficient, more effective, more attractive to employees? Cooler. I wanted to be cool. So I wanted everyone to have a PDA in the early 2000s with email on it—a PalmPilot. And we had multiple screens, and I was looking at, okay, how can we manage data in the cloud and on our server so we don't have to deal with it in the office? That kind of stuff. And I really thought about it as a great investment because it was much cheaper than hiring people. And if you give people good tools, they're going to be more motivated and more effective. So I thought it was a no-brainer.  Yes, but there's still a subset of people that treat IT as an expense. Then there are some companies that tend to put IT under the finance guy because the finance guy usually has a lot of IT experience, but never actually did it as a career or a job, right? And those situations are hard because I need CEO-level or owner-level approval, and I need a direct route to that person.  Yeah, that makes sense. So Tom, tell me, what drives growth in your business?  Yeah. From a growth perspective, for us, number one is maintaining our clients and reducing churn. Number two is—I don't know if you're asking about tactics or strategy—but of course we want to get new clients for the right reasons. So we prefer inbound strategies. We don't cold call people unless we've already contacted them in another way, if that's what you're asking.  Yeah. I'm asking what the real driver of growth is. I understand that you do marketing and inbound marketing, but what makes people want to have an IT service partner like you? Well, they understand those three pillars of the IronTech Framework. They may not believe in stakeholder capitalism, but they don't treat IT as an expense. And they understand—especially after talking to me—the true risk of being hacked. A lot of people don't understand the size and scale of that industry. It's a $10 to $12 trillion industry now.  Wow.  If it were a country, it would have the third-largest GDP. The US would be first, China second, and then the hacking industry. It is an industry that hacks at scale. So when these companies—maybe a small 10-person accounting firm in North Dakota in the middle of nowhere—get these ransomware emails and someone tries to hack them, and we alert on it and trap it, and nothing goes wrong, everything's fine… If they don't already understand it, they go, “Well, why are they trying to hack me?” And I say, “You don't understand. That email was one of 100,000 emails that got blasted out. They don't know who you are, nor do they care who you are.” They're playing a numbers game. And it's kind of like marketing. They're looking at conversion numbers. Yeah.  Let's say it's 100,000 emails. They got a list of all the certified public accountants in 10 different states. They set up the email, they send it all out, and let's say 1% become victims. And let's say they collect an average of $10,000 per victim. Well, that's a multi-million dollar payday for about a week or two of work. And then they rinse and repeat. It's done at scale, and it's a much bigger industry than that. That's just a taste of it. Some of our clients are targeted. In other words, hackers are investing time, money, and energy specifically into that company. We're one of them. Any law firm that does intellectual property law—especially around patents, manufacturing, and things like that—you've got China and other nation states not only trying to get into your client, but you're also a threat vector. You're a way to get into that client's patents and secrets.  So we've got to treat that differently. It's not just about the money. There are different types of threat actors, and we have to educate clients, bring them up to speed, and say, “Well, because of this case, you need this other service and tool that we're offering to prevent China from breaking in.” Or, “You need to follow this practice.” Maybe you don't publicly talk about one of your clients being Ford Motor Company or NVIDIA. You just keep that quiet. You don’t want that to be public knowledge. That's one of the things we do. You spent time on our website, and you didn't see a single client name on there. And that's just one of the small things we do to protect our clients' security and privacy, because privacy and security go hand in hand. Yeah. That is fascinating. So what is it that you’re trying to figure out in your business right now? What’s the big thing for you?  I think because of all the chaos in the United States, making a decision to do anything—everybody's kind of frozen. There are a lot of hiring freezes. I know we've got a freeze on right now because we're looking to see, well, do we really need to add somebody, or can we do this with AI? The hackers do the same thing. That's one of the challenges, is getting people over the hump. No matter what you do, if you've got an IT company doing your stuff and you only call them when things are broken, there's a much more profitable way to do that. You're spending more money.  So there are benchmarks in industries, right? Basically, the research—and these aren't numbers we made up, this is legitimate research from many independent sources—says the average professional service provider, like law firms, accounting firms, healthcare providers, and on and on, should be spending 6 to 12% of their revenue on IT and cybersecurity. And that's everything. I'm talking servers, wiring, cloud, security, defense—all of those things should be 6 to 12%. We know that. That's the way it works. So when we engage with a prospect and find out they're only spending 3 or 4%, then I already know they have gaps. I don't even have to do an assessment to see what they're not doing.  They're either not getting a return on investment, or they're not secure. That's it. If all the accounting firms are spending 6%, and you're only spending 4%, don't just pat yourself on the back. That's one of those moments where you should ask, “What am I missing?” Because I do that often. Someone on the management team will come up with an idea, and we all agree. Well, that's a red flag for me. I want to know: what are we missing? If we all agree on this, is there some gotcha or something we haven't uncovered? And those are some of the things we try to educate our clients on. They don't have to tell us their revenue. I can give them the numbers. I can do the math. I can show them the numbers for something like laptop replacement. Maybe it's $1,000 to $3,000 depending on the industry. If the employee using that laptop is making $100,000 a year, why are you trying to squeeze another year out of a $2,000 investment when it's hurting productivity by 10% or more? Yeah. That’s a no-brainer.  Yeah. It should be.  Yeah. It's not just in IT. I had a client years ago in civil engineering, and they had a rule that they would never keep equipment longer than four years. And they were selling equipment that still looked brand new. And I asked them, “Why are you doing this? It seems like this equipment still has a lot of life left in it. Why are you selling it or giving it back to the lease company?” And he said, “We did the math, and we figured out that this is the optimal time to replace it.” If they got rid of the equipment at that point, they wouldn't have to deal with fixing it. There would be less disruption. They would stay state-of-the-art all the time. And their clients would be impressed. And it actually worked for them. It was a high-margin civil engineering firm.  Precisely. I mean, we're so tuned into that that we're a Mac house. We all use Macs. We all have laptops, and we all have setups with screens at home and in the office. We spare no expense on that. If somebody wants an extra screen for their house—alright, here it is. We'll order it and get it there for you. We're so tuned into that, that we went all Mac back when they were still Intel Macs. And I don't know how much you know about Macs, but they were…  I have a couple. Okay. Yeah, we're Mac people too. Yeah, so they were running Intel processors. Well, Apple decided to build their own processor and moved to the M-chip. And so I bought an M1, and it was like, holy cow, everybody in the company has got to have one of these. And I don't think there was a single one more than two years old at that time. So we replaced them all. Now, the M-series generations themselves—M1, M2, M3, and on—those changes aren't as dramatic as going from Intel to the first M-series chip. But it's still unusual. I said two years, but there are probably people right now with a three-year-old laptop. But we definitely trade them in. That's where the sweet spot is on trade-in value. We rotate them every two to three years and they're out. I think mine is maybe a year old, but I'll probably keep this one for a couple more years.  By the way, you're the first IT company and MSP I've met that doesn't use PCs—you use Macs. Yeah. And I long had this theory that all the IT companies I worked with were always anti-Mac, and I never understood why. And when I got my first Mac, I realized I actually didn't need them anymore since I had the Mac.  Yeah, that's kind of funny because it really started with me during Covid. It may not have been seven years now, but whatever it was, it kind of started with Covid. And for years I was a PC guy. I tried Macs briefly back in the old MacBook days—you know, the white plastic ones? Whatever that was, 15 or more years ago.  Yeah. Classic. Very classic.  Yeah. But what I kept trying to do with a Windows laptop—and I like Dell, I had Dell XPSs, good Dell computers, and we're a Dell partner— What I could never get a Windows computer to do was seamlessly come off a docking station and then plug into another monitor at my house. It would always blue screen or something. So when I went back to a Mac, I was like, “Holy cow, it doesn't break. It doesn't mind being unplugged from a docking station. It just works.” Yeah.  And then all the other things—that they're generally built better, they have a longer lifespan, and they hold their resale value longer, and all of that. Even as old as I was, I forced myself to really get proficient at using a Mac. And when we sent everybody home during Covid, I said, “Well, everybody's going Mac.” And, oh, there was a revolt. And I said, “Just give it a few months.”  Yeah.  About half the office resisted it. And I said, “You gotta try it because I think you'll like it, and if you don't, then we'll deal with it then.” We had Linux people, PC people. So then I said, “Well, maybe we should open it up and let people pick what they want.” Yeah, I love it. Yeah. So our time is coming to an end, but if someone is running on Mac and they're finally talking to an IT service company that's not anti-Mac, and they want to connect with you immediately, where should they go and where can they learn more about Kirkham IronTech and maybe connect with you personally? The website is the best place to go. It's www.kirkhamirontech.com. Just give us a call, fill out a form, let us know what you're thinking, because we want to know what you're thinking and see if there's a fit with the way we do things. Macs started becoming important with executives. That's where we first started seeing it. So even though they may still have to run Windows, the owners and executives wanted to carry Macs for the very reasons I mentioned. So we're perfectly happy with that.  Yeah. Okay. Very good. So if you're listening to this and you enjoyed hearing about how to make your IT work—how to increase ROI, make sure you're doing cybersecurity right, and implement governance so you can use IT as a strategic tool to run your business better—then definitely reach out to Tom Kirkham. Or stay tuned to this show, because you're going to hear from other entrepreneurs who are very smart about business. And preferably do both. Tom, thank you for coming and sharing your wisdom, and thank you for listening.  Oh, it’s been my pleasure, Steve. Important Links: Tom's LinkedIn Tom's website

This week on the Discover Strength Podcast, Luke Carlson reflects on 20 of the most important business lessons he has learned over two decades of building Discover Strength. To celebrate the company's 20th anniversary, Luke steps away from exercise science and instead shares the principles that have shaped Discover Strength's culture, leadership philosophy, and long-term growth strategy.Throughout the episode, Luke breaks down practical lessons on hiring exceptional people, building a values-driven culture, creating clarity around mission and standards, focusing relentlessly on customer experience, and maintaining long-term thinking in business. Drawing inspiration from influential thinkers like Jim Collins, Luke explains how concepts such as “First Who, Then What” became foundational to the success of Discover Strength.Rather than offering trendy business hacks or fitness-industry-specific tactics, the conversation focuses on timeless principles applicable to leaders and organizations in any field. The episode is both a reflection on the journey of Discover Strength and a practical leadership guide for entrepreneurs, managers, and anyone interested in building a high-performing organization with purpose and staying power.Discover Strength offers free Introductory Workouts at any location across the United States. You can schedule your free Introductory Workout HERE !

What if you could decode what truly makes you tick?In part one of this two-part conversation, I'm honored to talk with Jim Collins, author of multiple international bestsellers, including Good to Great and What to Make of a Life. Jim rarely does interviews, which makes this conversation especially meaningful.We explore encodings, the deepest intrinsic capacities that shape who we are, what it means to get in frame, and why even doing what we love comes with a cost.As Jim says, What to Make of a Life is “not a self-help book. It's a self-knowledge book.”Thrive Global Article: Jim Collins on What to Make of a LifeAbout Our Guest:Jim Collins has published multiple international bestsellers that have sold in total more than eleven million copies worldwide, including the perennial favorite Good to Great. His writings and teachings are based on extensive research projects designed to uncover timeless principles of human endeavor and have had a lasting impact across all sectors of society. All of Jim's books share a common thread: the study of people and how they navigate the big questions of leadership and life. You can learn more at www.jimcollins.com. About Lainie:Lainie Rowell is a bestselling author, award-winning educator, and TEDx speaker. She is dedicated to human flourishing, focusing on community building, emotional intelligence, and honoring what makes each of us unique and dynamic through learner-driven design. She earned her degree in psychology and went on to earn both a post-graduate credential and a master's degree in education. An international keynote speaker, Lainie has presented in 41 states as well as in dozens of countries across 4 continents. As a consultant, Lainie's client list ranges from Fortune 100 companies like Apple and Google to school districts and independent schools. Learn more at ⁠⁠⁠⁠⁠⁠⁠⁠⁠linktr.ee/lainierowell⁠⁠⁠⁠⁠⁠⁠⁠⁠.Website - ⁠LainieRowell.com⁠Instagram - ⁠⁠⁠⁠⁠⁠⁠⁠@LainieRowell⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn - @LainieRowellX/Twitter - ⁠⁠⁠⁠⁠⁠⁠⁠@LainieRowell ⁠⁠⁠⁠⁠⁠⁠⁠Evolving with Gratitude, the book is available ⁠⁠⁠⁠⁠here!⁠⁠⁠⁠⁠⁠⁠ And now, Bold Gratitude: The Journal Designed for You and by You is available too!Both Evolving with Gratitude & Bold Gratitude have generous bulk pricing for purchasing 10+ copies delivered to the same location.

https://youtu.be/tU0kHdf7oXo Drew Allen, CEO of Grace Technologies, is driven by a mission to lead a life of adventure and impact. At Grace Technologies, that impact is tangible: the company develops electrical safety and predictive maintenance solutions that help industrial teams prevent downtime, improve productivity, and, most importantly, send workers home safely at the end of the day. We explore Drew's Product Engineering Framework — Clarify the Problem You're Solving, Understand the Constraints, Think from First Principles, Build a Prototype, and Iterate within a Time Limit — a practical approach to innovation in technical product development. Drew explains why rapid iteration beats overbuilding, how constraints can unlock better engineering decisions, and why time-boxing product development prevents teams from getting stuck in endless perfectionism. He also shares how Grace Technologies is expanding into the data center market, where rising power density is creating new safety challenges and new opportunities for growth. — 5 Steps to Engineering Breakthroughs with Drew Allen  Good day, dear listeners. Steve Preda here with the Management Blueprint Podcast, and today’s guest is Drew Allen, the CEO of Grace Technologies—the leading innovator of electrical safety products and predictive maintenance solutions that help companies maximize productivity and foster a safety culture. Drew, welcome to the show.  Hey, thanks for having me, Steve. I’m excited. I’ve really enjoyed your books, and they’ve had a big impact on our business. So it's great to have this conversation today.  Yeah, glad to have you here. So if you enjoyed the book or read Pinnacle and Summit OS perhaps, then you’re going to be familiar with this question. What is your personal “Why,” and how are you manifesting it Grace Technologies?  So my personal “Why” is to lead a life of adventure and impact. And I think that manifests in our company. We try to be as innovative as possible. Typically, around 30% of our annual sales come from products released within the last two to three years. We try to take risks, not in kind of a willy-nilly way, but we try to be smart about our risk-taking, but still make sure that we’re taking risks and we’re on the forefront of the technology edges. In our business, it’s really easy to see the impact that we have. Not many businesses get to say that we literally send people home at the end of the day. We literally save lives, and we don’t take that responsibility very lightly. And so it’s a little way that we can kind of make a dramatic impact in the world. We get a lot of stories of people who have been going to go to work on an electrical system. They were just moving throughout their day, trying to do their work, and all of a sudden they saw that our unit was indicating and they were about to put their hand on that bus bar or that cable, and they stop and realize, “Oh, there's still power there.” And they could have been either severely injured or dead. And so we get those stories quite frequently, and so it's really impactful to hear that, to know that we're doing that kind of good in the world.Share on X  Yeah, I love that. And yes, I mean, it’s dangerous. My son actually worked for an electrical contractor last year, and they told him the story that they were in big industrial facilities and one of their workers was trying to fix a light and he got shocked. And the only way to save him was to kick the ladder out from under him. He ended up breaking his leg. So it was kind of funny story afterward, but also a very dramatic one at the same time. So yeah, you definitely want to avoid situations like that.  100%.  And I think what you do is really great, and focusing on the safety aspect is very important as well. What I'm wondering—because I'm a framework guy and I'm always looking for new frameworks people have developed—and obviously within the Pinnacle system there are a lot of frameworks. But you’ve been doing this for a few years, and I’m sure that you have come up with your own. So what is your favorite framework—something simple enough for listeners to understand in maybe three to five steps—that could help them improve their business?  My favorite framework really comes from Jim Collins' work on the Flywheel. And I think you reference it in your book as well, Steve. I think if people can see their business—or even their life—through the lens of a flywheel, it becomes really useful. So in our business, our flywheel is relatively simple. And I think there are probably only a limited number of flywheel models companies really operate under. Our version of a product flywheel works like this:  We start with amazing new products and services. If we do that well, we naturally excite our channel partners. When our channel gets excited, they can't help but get us specified by customers. Once we're specified by customers, it grows our revenues, unit sales, and customer base.Share on X And as that happens, it expands the power of the brand, which allows us to set high prices and deliver higher gross margins to be able to reinvest into R&D for amazing new products and services. And I think while maybe there’s a couple of pieces in ours channel-specific or whatever, we found that most of my focus as CEO is just constantly figuring out how do I push those pieces of the flywheel, and where is the current bottleneck in the flywheel? Is the bottleneck getting the specifications? Is the bottleneck the wrong product? One of the challenges in our business is that we have a 12-month product development cycle plus an 8-to-12-month sales cycle for products. So if I miss, I'm basically down for two years. And I don't really know it early enough unless I'm paying close attention to the leading indicators—which we've become much smarter about over the last few years. A lot of business people tend to focus only on lagging indicators, and they're not always clear on what the leading indicators are in their business—or how correlated those leading indicators are to the lagging results.  I'll say this: the most recent releases of Claude have made it incredibly easy to input a bunch of variables and figure out how strongly your leading indicators correlate with your lagging success. I probably haven't done that kind of work since college and deep regression analysis or logarithmic modeling. And now Claude makes it so easy. So if you can identify the leading indicators tied to your future success, and you know there's an 80% or 85% correlation, then that leading indicator is almost as valuable as the lagging indicator itself. And if your lagging indicator is revenue, that gives you a pretty strong signal about what you should actually be focusing on.Share on X Yeah. That's a great way to reverse-engineer those leading indicators from the outcomes you're targeting. I love that. So when you say that one of the flywheel cogs is for people to specify your product, what do you mean by that exactly? We come out with a product, and then we get meetings with large end-user customers. Okay? Our products are really sold into two major markets. One is the industrial market—everything from where things come out of the ground, like oil and gas, pulp and paper, and mining—to all the downstream processing industries, including automotive, tire and rubber, consumer packaged goods, food and beverage, all those kinds of industries like shipbuilding, naval yards, and all those kinds of environments. All of these places have complex electrical and control systems. And when a factory or facility is being designed or upgraded, someone is writing a specification document.  That specification literally defines how everything should be built—including the machinery and the electrical systems. So we want to make sure our products, from an electrical safety perspective, are included in those specification documents. We've been really fortunate to get into some of the world's largest companies' control specificationsShare on X companies like Amazon, Procter & Gamble, GM, and Ford. These large organizations really see the value in our products from both a productivity and a safety standpoint. And that's really the key to our success: driving specifications with large end-user customers. Yeah. So it sounds like when you get specified, then essentially you’re baked in to their product, and then you kind of have, at least for the time being, you have a monopoly of supplying them. Is that the case?  Yeah. And some specifications are a little more open. They may specify our type of device, or they may even list competitors as alternatives. And then it becomes a little more of a street brawl when we're competing. But either way, we want to grow the overall market for products like ours—not just our own products—because we're in the safety business. And I think it's really shortsighted to be selfish about that. I think we have much more opportunity if the overall pie grows than if we focus only on increasing our individual slice of the pie. Of course, I'm going to do the best I can to grow our share. But ultimately, electrical safety and electrical reliability in factories are still major problems. And the number of deaths, injuries, and life-changing accidents we hear about—it continues. We hear those stories all the time, and we don't want those things to happen. Yeah. Love it. So your business is innovation-driven, and you are designing these electrical appliances that increase productivity, reduce risk. What is the major success factor in being able to come up with new products along these lines?  Yeah, so I guess I'll tell you my biggest failure. Okay? I'll use the failure to illustrate the point. That's good. I think I was about 25 or 26 years old, and I was working with a customer—a very large publicly traded company. They liked our product, but they needed it in a different form factor, which meant we had to re-engineer the product, retool it, and go through all the certification processes again. And I just took it hook, line, and sinker. I thought we were really onto something. I probably had delusions of grandeur and thought I was some Steve Jobs-like figure who could just wave a magic wand. And by the way, I don't think that's actually what Steve Jobs did, so I want to put that out there for a minute. I think what we see from the outside as consumers is often not the reality inside the company. So I just want to say that.  But anyway, instead of taking small iterative steps and quickly prototyping and getting feedback, I did a full design based only on feedback from that one customer before cutting tooling and paying all the certification costs. It ended up being about a $400,000 project. And I think we still have inventory from that project—and this was probably 12 years ago or something.  Oh my gosh.  So what have I learned now? The best innovation happens through rapid iteration. A lot of your listeners have probably seen the Elon Musk SpaceX Raptor engine images, right? You have this incredibly complex engine that goes up into space, and then the next version looks much simpler, and the third one looks like it came out of a sci-fi movie. It's almost like the Picasso bull sketches.  There are nine different bulls until Picasso eventually gets it down to two lines, and you still understand it's a bull. Okay? And I think that's what iteration looks like. What you see as a final product from Apple is actually the result of thousands of prototypes, iterations, and constant testing behind the curtain. For me, I want to test with customers directly, because you get much better feedback that way. I think the more rapidly you can prototype, the more rapidly you can iterate and get real customer feedback, the more innovative your product is going to be. I really think that when you try to make too big of a leap all once, you usually can't get there. And I think 10% compounded over time is a much better strategy than trying to go 10X in a single shot. Yeah. It's kind of the Kaizen principle of continuous improvement through small steps. But actually, I was listening to an interview with Jensen Huang, and he said he hated Kaizen because he wanted more first-principles thinking—completely rethinking things from the ground up. And I think Elon Musk does that too. Although honestly, I think he does both, which is really interesting. But I love Kaizen. I think it's a wonderful concept to continually improve things. We do work with SpaceX. We don't do much with NVIDIA—a little bit, but not much. And while you can think from first principles, you still have to iterate on the prototypes, right? Yeah. You have to constantly try things. So you may have a first-principles vision of where you want to go, but you're not going to get there by designing the perfect thing 100% upfront. You get there through iteration. Yeah. So you really need both. That’s a really good point. So Drew, what is it that you are trying to figure out in your business right now?  So over the last 12 to 18 months, our largest orders have started coming through the data center sector. Back in 2015 or 2016, I tried to push into data centers, and we just had no product-market fit. None. Everybody kept talking about the data center business, and I was like, “Well, they're just not using our products. We tried…” But what suddenly changed was the increase in power density inside data centers. And what I mean by that is this: You can now have a hundred megawatts in a traditional data center hall. That's basically the equivalent of multiple oil and gas refineries worth of electrical load inside a single data center hall. A hundred megawatts—yeah.  And so the electrical risk profile has really changed. And because of that, now there is product-market fit. So now I'm trying to figure out: How do I set up the right distribution channels? How do I build the right sales network? Because data centers definitely buy differently than our traditional industrial customers. And then, as CEO, you always have to decide where you're going to focus your time. I've been very intentional about not losing the core identity of Grace through our industrial business. So I've had to build a separate group that really focuses on the data center market. That also means bringing in a board member who really understands the data center space. Right now, though, it's a huge growth area for us, so figuring that out has been super important.  The other thing is that over the last few years, we've launched an incredible number of new products. But a lot of those were what I'd call necessary innovations—things we had to execute on quickly. So now we're finally getting to a point with the engineering team where we can start from a clean sheet of paper again. We can think more deeply about where we really want to go—maybe even from first principles. Because honestly, I feel like we've been operating in a reactive mode for the last few years. So it's going to be really exciting to finally have some white space again and be able to innovate more intentionally for the future. Yeah. So you want to have that sci-fi engine for Grace Technologies that SpaceX has for the rockets, right?  Yeah. That's the goal. And our mission is to accelerate the industrial world to zero downtime and zero harm. Until we get there, it's a pretty lofty goal. And I think it's going to require a lot of innovation to achieve it. So what's the process when you're trying to get to that kind of innovation—when you're rethinking something from first principles? Is there a process you can follow or work through? Or is it more about letting your imagination wander? Like when Albert Einstein came up with the theory of relativity—he was daydreaming in the patent office and suddenly had these insights. What's your process for getting there? So first, we want to be really clear on the problem statement. Getting absolute clarity on what problem we're solving is the first step, right? If you don't know what problem you're solving, there's no amount of engineering you can throw at it that's going to make sense. Second is understanding the constraints. For one of our new product development efforts, we decided to move away from a digital platform and go to a fully analog electrical platform because we realized one of the main constraints was size. And size is really determined by the power supply.  When you run a digital circuit, you're operating at something like 100 to 300 milliamps. If you go to an analog circuit, you're operating at the microamp level. So you're literally at around 10% of the power requirement. And if you're at 10%, you can make the power supply about 90% smaller. Now, it's much easier to do things digitally because you just program the microcontroller. You're not dealing with the art of analog circuitry. So I think that's a good example of thinking from first principles. Okay—we're solving this problem. One of the major problems inside that problem is the size of the unit. How do we reduce the size? Well, we have to reduce the power supply. How do we reduce the power supply? Reduce the power draw from the circuit. How do we reduce the power draw? Go analog. And that's how we got there.  But even then, the amount of prototyping and iteration we've done on that over the last 12 months has probably involved 75 major iterations of the circuit, tons of prototypes, tons of testing, and countless tweaks that probably never even hit my radar. I know I'm getting a little nerdy for the podcast, but I think it's a really good example. And if you take it out of engineering for a minute and look at our sales engine, it works similarly. Ultimately, what drives sales? You have to have unique selling conversations with customers. So everything I focus on becomes: How do I maximize those conversations?  Getting people interested in the product and actually getting to the point where we can sit down and fully tell our story—that's kind of my North Star.Share on X I know that if we increase the number of those conversations, sales will increase. And of course, there's optimization on both sides of the meeting—follow-through, follow-up, competitiveness, lead quality, all of that. But the big North Star in our sales function is: How many unique selling conversations are we having with customers? Okay. I love it. So this is a framework that I’m more excited about than the flywheel because we are almost 400 episodes in. Here is what I heard. So be clear on the problem, step number one. Understand the constraints, step number two. Think from first principles, that’s step number three. Build the prototype, step number four, and perform iterations. Step number five, essentially the optimization. And with the sales engine, it’s kind of a similar process that you described, but less technical perhaps.  Yeah. And one other piece too is that all of this has to be time-constrained.  What do you mean by that?  I think people miss that point. If you don't have a time constraint, it will literally take forever. So inside of your framework, you need a time box, and I think that's really critical. I like what Elon says about timelines. He assigns timelines that he believes have about a 50% probability of being achieved. I think that's actually a really smart way to think about it. And that means that about 50% of the time, you're going to miss the target. But that's okay, because you want that level of tension and flexibility in the system. You still have to be aiming at something. If you don't put a time box around iteration, if you don't set launch dates, product development can drag on forever. For example, we have a major trade show every fall, and we always try to have products ready for that event. That creates a really effective natural time box for us. And if your business doesn't already have natural time boxes, then as CEO, you need to create them. Yeah.  Otherwise, iteration, product development, and even sales initiatives can lose momentum. Sales naturally has monthly, quarterly, and annual cycles. But in engineering especially, having that time box is really important. Yeah. And what I read about Jensen Huang is that one of the innovations he introduced was creating two overlapping time boxes. So instead of having just a single one-year cycle, he created two teams working on separate one-year cycles that were staggered by six months. That way, they could effectively iterate on the product twice as fast. I thought that was amazing. And I also had a client—an engineering software company—whose challenge was that they couldn't launch a product for three years because they were such perfectionists. So we talked about putting a stake in the ground and committing to a release every year. Maybe the scope would have to change, maybe they'd have to narrow it or simplify it, but the release date itself would become a forcing function. And once they did that, their product suddenly started gaining much more traction. That's a fantastic point. Yeah. I was advising one of the companies we're invested in. I was actually on a call with them yesterday, and they're starting to run out of time a little bit, right? And that was literally the conversation we had. “Okay, we had this wish list. We had this dream product-development idea. Now what can we realistically get done in three months?” So we started stripping out everything that couldn't be completed in that timeframe, and those items will move into the next iteration cycle. But I think it's super critical. You've got to put a stake in the ground and force things through. Yeah. Constraints create creativity. Yeah. that's fantastic. So, penultimate question—I have one more just to wrap things up. If you had a magic wand, what would be the one thing you'd want to fix inside your company over the next 12 months? I think we have a lot of relatively new and young salespeople. We operate in a very technical field, and trying to get them to really understand the application space from a technical perspective is difficult. And when you're selling to engineers, they can immediately tell if you don't know what you're talking about. So the challenge becomes: How do you compress 20 years of experience into a brand-new sales or business development person in just a few months? Trying to accelerate that learning curve is probably one of our biggest challenges. We're trying to use AI to help visualize the kinds of equipment our products go on.  And frankly, even after doing this for years, I still run into things I don't fully understand. But I have enough experience that I can have a relatively technical conversation, understand the constraints, and work through the problem set. But compressing that knowledge into a faster training process—that's definitely been hard. I'm also opening a sales and engineering office down in Austin, so I'll be moving there in June. The plan is to build out another R&D facility there. That's one of my major time boxes over the next 12 months—getting that operation fully up and running. But from a more holistic perspective, I think really solving that sales knowledge-transfer problem is critical. And on one of our product lines, honestly, I'd love ideas from listeners.  We have an IoT condition-monitoring product, and we've been very successful at selling pilot programs. What we've found, though, is that it's been much harder than expected to convert those pilots into broader expansion deployments. So we're asking ourselves: Are we making the barrier to entry for the pilots too low? Are we attracting the wrong type of customer—people who don't actually have the authority to make a larger purchase decision? Or are we missing something in the sales process that would better position the expansion after the pilot succeeds? Those are a few of the areas we're really trying to figure out right now. Yeah. Love it. That’s fascinating. So if the listeners would like to learn more about Grace Technologies—or maybe you spark something in their mind and they want to reach out and communicate to you, or have access to someone in your company to answer the questions about the products. Maybe they want to have more safety and more productivity with their electrical safety equipment. Where should they go, and where can they find you? Yeah. You can reach me at drewa@gracetechnologies.com or find me on LinkedIn. I think it’s Allen-Drew is my handle, but Drew Allen on LinkedIn. I love hearing from people. I really enjoy advising startups, especially in the industrial electrical space. If you have a product idea or you’ve got a startup, I do a lot of advisory work, and we’ve invested in a number of startups as well. We’re really passionate about having more innovation in the industrial world. I believe that the reindustrialization of America is super important, and I’m a big proponent, and so love to support companies that are doing cool things in our space.  Oh, that’s fantastic. So if you’re listening to this and you have a startup in the engineering space, then definitely this is your opportunity to get mentored by Drew, and maybe to get opportunities that you don’t have yourself. So reach out to him. And if you just enjoyed this conversation with an entrepreneur who’s innovating fast and who is working from first principles and time boxes and and leveraging constraints, then definitely stay tuned on this channel because I have more wonderful guests coming on every week. So thank you Drew for coming, CEO of Grace Technologies, the leading innovator of electrical safety products and predictive maintenance solutions. So thanks for sharing your wisdom and thanks for listening. Important Links: Drew's LinkedIn Drew's website Drew's email: drewa@gracetechnologies.com

Reflections from host Sarah Olivieri ... The Problem Isn't Change. It's the Size of the Decision. Most nonprofit leaders I talk to are not actually afraid of change. They are stuck between two sizes of it. On one side, a monster decision. Restructure the program. Leave the role. Overhaul the funding model. A move so big it feels reckless to say out loud. On the other side, no change at all. Keep going. Ride it out another quarter. Wait for more information. Wait for the board. Wait for a better moment. What nobody offers is the middle option. The small, cheap, fast, reversible move whose only job is to teach you something. That option is almost always the right one, and it is almost always missing from the conversation. Where This Thinking Came From I've been turning this over for a while. I recently had a conversation about exactly this with Ashley Jablow, who works with leaders and teams in transition and has deep training in design thinking. It sharpened how I think about why change gets stuck inside nonprofits and what actually unsticks it. The short version: the problem isn't that leaders lack courage. The problem is that the only option on the table is too expensive to say yes to. Change Is Neutral. The Story You Wrap Around It Isn't. Change is constantly happening. Seasons turn. Budgets shift. Staff come and go. A funder's priorities drift. A board member rolls off. None of that is catastrophic on its own. What makes change feel charged is the story we attach to it. In the nonprofit sector, that story is usually some version of: change is dangerous, so we should avoid it. That story hardens into a posture. The posture becomes the culture. The culture becomes the reason your organization cannot move. In short: Change is constant and mostly neutral. What makes it feel dangerous is the interpretation the organization layers on top. Culture that treats change as risky will struggle to adapt even when adaptation is overdue. If you want an organization that can respond to what the world is actually doing, you have to separate the event from the story. The Hidden Cost of "Staying Put" Here is the belief I keep running into inside nonprofits: doing nothing is the safe option. Especially with money. Especially with programs that "have always worked." Especially when funders are watching. The truth is, staying put is not neutral. It has a cost, and that cost is usually larger than the one people are trying to avoid. If a program is slowly losing relevance and you do not adjust, the cost shows up later as a funding cliff. If a leader is quietly burning out and the system does not adapt, the cost shows up as a crisis hire. If a revenue model depends on one big grant and you do not diversify, the cost shows up when that grant does not renew. In short: Inaction is not the absence of risk. It is a different kind of risk. The cost of standing still usually arrives later and bigger. Every "we'll deal with that next year" is a decision, not a non-decision. When leaders only weigh the risk of moving, they miss half the math. Why Nonprofits Over-Index on the Risk of Moving Two structural things push nonprofits toward inaction. The first is the donor stewardship story. Somewhere along the way, "be a good steward of donor money" got translated into "never take risks with money." That is not what stewardship means. Stewardship means using resources wisely in service of the mission. Sometimes that means holding the line. Sometimes it means making a bet. The second is harder to see, and it matters more. In most nonprofits, the people with the biggest formal role in risky decisions, the board, do not experience the consequences of those decisions. The staff does. The community does. The executive director does. The board votes and goes home. So when a decision comes with risk, the board defaults to "let's not do that." To them, sitting still feels responsible. To the people running the organization every day, sitting still might be the thing burning the building down. In short: Stewardship is not a synonym for risk avoidance. The people voting on risky decisions in nonprofits often do not bear the consequences. The people who bear the consequences are usually best positioned to lead the decision. Decisions belong, as much as possible, with the people who will live inside their outcomes. That is not a revolutionary idea. It is just rarely the way nonprofit governance actually operates. The Move That Makes Change Manageable This is where the size of the decision matters. When every change is framed as a cannon shot, people freeze. The stakes are too high, the ambiguity too wide, the board too uncomfortable. So nothing moves. But there is another option. Jim Collins calls it firing bullets before cannons. Ashley Jablow frames it as a design thinking question. It is the same idea in different clothes. Ask what is the smallest, fastest, cheapest thing I could do right now to learn the most? That is a different size of decision. It does not require a board vote. It does not require a three year strategic plan. It does not require certainty. It only requires that you be willing to run a small experiment and read the results. In short: The question to ask before any big change is: what's the smallest move I could make to learn the most? A bullet is cheap. A cannon is expensive. Fire bullets first. Experiments replace certainty with evidence. One line from that conversation with Ashley has stayed with me: "What is the smallest, fastest, cheapest thing that you could do or try right now in order to learn the most?" What I appreciate about this framing is that it does not ask the leader to be brave. It asks them to be curious. It shrinks the change until it fits inside the capacity the organization actually has, and then it uses the result of that small move to decide the next one. That is how sustainable change actually works. Not through heroic leaps. Through a chain of small moves that each teach you something. Self-Trust Is the Quiet Currency of Change There is a second thing small experiments do that nobody talks about, and it may be more important than the learning itself. They build self-trust. Every small move you make and see through teaches you that you are a person who follows through. Every small experiment that works teaches you that your instincts are worth listening to. Every small experiment that fails teaches you that failure is survivable and useful. You cannot lead a big change if you do not trust yourself to make a small one. And most leaders who feel stuck are not missing strategy. They are missing the lived experience of their own follow-through. In short: Small experiments are also self-trust training. Leaders who have never run a small move do not trust themselves with a big one. Evidence of your own follow-through is what makes confidence durable. This is why the "do one small thing" advice is not soft advice. It is structural. It is how capacity gets built. Another moment from the conversation sat with me here. Ashley named a question she said often hides under any change effort, whether leaders realize it or not: "Can I trust myself to actually accomplish this and follow through?" Most leaders never say that question out loud. So the answer never gets built. Small experiments are how you build the answer. What This Makes Possible When leaders stop sizing every change as either "do nothing" or "blow it up," the whole posture of the organization changes. What shifts: Change stops being a crisis event and becomes a practice. Decisions get made closer to the people who live with the outcomes. Self-trust builds through reps, not through a pep talk. The organization starts learning instead of defending. The work is not lighter. It is just better aimed. Closing This isn't about being braver. It's about picking a smaller move. Nonprofits can adapt without crisis. They can change without drama. They can build self-trust through evidence instead of hoping for it. Not by betting the whole organization on one cannon shot, but by firing a lot of cheap, honest bullets and paying attention to where they land.

In this episode of Better Business, Better Life, Debra Chantry-Taylor explores why having your best year in business can actually become one of the most dangerous moments for a leadership team.  Drawing on both her experience working with entrepreneurs and the research from Jim Collins, Debra explains how success often creates complacency, weakens discipline, and slowly introduces the behaviours that eventually lead businesses into decline.  She walks through the five stages that many businesses experience after a major period of success. From arrogance built on past wins, to chasing growth without focus, explaining away problems, searching for a saviour, and eventually giving up quietly, Debra highlights how decline is rarely sudden. Instead, it happens gradually when leadership teams stop asking hard questions and start avoiding uncomfortable truths.  Throughout the episode, Debra shares why the businesses that continue scaling successfully are the ones that stay humble, disciplined, and curious, even after major wins. She explains how leadership teams often begin to lose traction when meetings become too polite, scorecards are ignored, and difficult conversations stop happening.  Debra also discusses the dangers of relying on “saviour hires” to fix deeper systemic issues, and why true growth comes from maintaining strong leadership discipline, accountability, and honest communication across the business.  This episode is a powerful reminder that success should never reduce focus or discipline. The businesses that continue to grow after their best year are the ones willing to stay honest, challenge themselves, and keep evolving long after the celebrations are over.         CONNECT WITH DEBRA:    ___________________________________________          ►Debra Chantry-Taylor is a Certified EOS Implementer | Entrepreneurial Leadership & Business Coach | Business Owner ►Connect with Debra: debra@businessaction.com.au  ►See how she can help you: https://businessaction.co.nz/  ►Claim Your Free E-Book: https://www.businessaction.co.nz/free-e-book/        Episode 271 Chapters:     00:00 – Introduction 00:39 – The Danger of Success in Business   02:24 – Stages of Decline After Success   05:16 – Preventing Decline After Success   06:09 – Ad Lib Questions and Answers   10:22 – Spotting Early Signs of Decline   12:12 – Final Advice for CEOs   

NEW BOOK -- The Price of Becoming Buy it -- www.LearningLeader.com/Becoming The Learning Leader Show with Ryan Hawk This is brought to you by Insight Global. If you need to hire one person, hire a team of people, or transform your business through Talent or Technical Services, Insight Global's team of 30,000 people around the world has the hustle and grit to deliver. Jim Collins is the author of some of the most influential business books ever written — Good to Great, Built to Last, and Great by Choice. His concepts have become part of the leadership vocabulary. Level 5 Leadership. The Flywheel. First Who, Then What. The Hedgehog Concept. He spent more than a decade at Stanford as a professor and has advised CEOs, four-star generals, and heads of state. His new book is What to Make of a Life: Cliffs, Fog, Fire, and the Self-Knowledge Imperative. It is the product of ten years of research and is the most personal thing he has ever written. We flew to Boulder, Colorado, to record this one in person with Jim. Key Learnings Jim's grandfather wrote his own death story. Jimmy Collins was a test pilot in the 1930s. He told Jim's grandmother, Dolores, that if he died, she should pull the last chapter from his desk and publish it. He died in a test crash. After the service, she pulled out the chapter. The title was "I'm Dead." The last chapter, written in first person, described the plane coming out of the sky, the screaming wings, the crash. The final words, by his own pen: "I am dead now." For seven decades, his grandmother never cried. When Jim asked her in her nineties to tell the story of his grandfather, she cried and said, "Thank you for that. I've never cried before." She'd been a single mom in the middle of the Depression. Of all the things Jim feels good about in his life, asking her to tell that story before she died at almost 100 years old is one he's most proud of. A cliff is an event that alters the trajectory of your life and forces you to reconstruct everything that comes after. Jim's first big cliff: he lost his father while his father was still alive. Jim's father took the family to San Francisco in the 1960s. They lived a few houses down from Haight Street. When a man was shot dead on their doorstep, Jim's mom moved them to Boulder. They lived in a cold basement with cots and a hot plate. They couldn't afford a Christmas tree, so Jim and his brother rolled a boulder into the basement and called it their Christmas rock. The Greyhound bus moment. In high school, Jim took a Thanksgiving turkey on a Greyhound bus down to New Mexico, where his father was living in an adobe hut with a dirt floor. He had this romantic vision: they'd cook the turkey, share Thanksgiving, bond as father and son. The whole weekend, his father had no interest in him. He spent it trying to convince Jim to convince his grandmother to give him money. On the bus ride home, looking out the window into the fog, Jim realized: there will never, ever be a father there. No male role models. No frameworks. No guidance. "I've got this one life. What do I do with it?" The inflection point in Jim's life is Joanne. They got engaged four days after their first date. He'd admired her from afar for years but never had the courage to ask her out. Once they were together, Jim began a conscious process: I need to become a person worthy of being married to her. He didn't know exactly what that meant or how to get there. But he knew that was the work. Forty-six years later, it's still a never-ending journey. What Joanne does brilliantly: she sees what needs attention. Jim is encoded to hear it. Someone once asked Joanne what she thought Jim's greatest strength was. She said: "Jim takes critical feedback better than any person I've ever met." Joanne sees what needs attention. Jim hears it. Then they adapt and adjust. That's the inner flywheel of their marriage. Circle the wagons together. Guns pointing out, never at each other. When life gets really difficult, whether it's disease or other cliffs. You are always together. Always on the inside of the wagons. Never aimed at each other. Joanne won the 1985 Hawaii Ironman by 92 seconds. With a hamstring injury that limited her running training to 16 miles a week, she came off the bike with a 10-minute lead. Then mile by mile, the lead shrank. Nine minutes. Eight. Seven. With a few miles left, she stopped in the middle of the lava field, massaging her legs, almost pleading with them to run. She looked up at the sky. Then her gaze fixed somewhere down the road. She started to run. You're racing for self-respect. Joanne told Jim afterward: in the end, you're racing to know that you couldn't have run a step faster. Only you'll know. If you know you couldn't have run a step faster, that's actually winning. When Jim writes, he's on the lava fields. When he finishes a book, he wants to know he couldn't have written one sentence better. When you're on the lava fields, this is the moment you want to quit. Don't. Writing is thinking. When the writing isn't working, the thinking isn't clear. Go back to the data. Find the through-line. There are three types of luck: What luck. A cancer diagnosis. A guitar left in an empty house. An event that breaks your way. Who luck. The people who walk into your life. Joanne. Morten Hansen. Jerry Porras. Bill Lazier. Zeit luck. When what you're doing intersects with the surrounding zeitgeist. Jimmy Page was in Surrey when the British rock explosion happened. Luck is an event you didn't cause, with significant consequences, and an element of surprise. The big winners weren't luckier. They had a higher return on luck. What you do with luck events matters more than the luck itself. Bill Lazier: the closest thing to a father Jim ever had. Jim ended up in Bill's class at Stanford because the class he was trying to take was full. The random course-sorting mechanism threw him into the first class Bill ever taught. Pure WHO luck. Jim did not cause that.  Discover your encodings. An encoding is a durable capacity of your intrinsic construction that resides within, awaiting discovery through the experiences of life.  Jim has done over 300 online courses on every imaginable subject. Constitutional law. Napoleon. World War I. The history of China. He started them to learn how to teach. Then his curiosity took over. That's what an encoding looks like in the wild. You have a constellation of encodings. Like stars. When your life captures a bright set of those encodings, you're in frame. When it doesn't, you're out of frame. The same person can look amazing in frame and not very amazing out of frame. The most important finding from this book: don't follow anyone else's advice. Their advice is well-meaning. It may have worked beautifully for them. But it worked for them because it flowed from their encodings. And their encodings are not your encodings. Barbara McClintock and Grace Hopper. Two women who won the Nobel Prize and shaped computer science. McClintock was encoded for solitary work. She didn't even have a phone. She heard about her Nobel Prize on the radio. Hopper was encoded to work through people. She kept a pirate flag in her office and once stole furniture for her team in the middle of the night. Two completely different encodings. What they shared: their lives were in alignment with their encodings. Leadership is the art of getting people to want to do what must be done. It's not a trait. It's a choice. Anyone in any organization can lead, depending on their desire to make a difference. Nobody needs to wait for a title. Ryan's encoding is "the relentless persistence of invitation." Jim observed that Ryan has incredible encodings for what he'd describe as attractive persistence. Not pushy. Not aggressive. But persistent and welcoming. The invitation never goes away. The way you lead should be different from everyone else. Because you are encoded differently. Trust your encodings, not their playbook. Roger Sherman saved the U.S. Constitution. Twice. He created the bicameral legislature compromise. He insisted the Bill of Rights be amendments, not rewrites. Yet most people don't know his name. He almost never spoke. He listened in committees and waited for the precise moment to introduce just the right point to turn American history. Quiet. Behind the scenes. Uncharismatic. Unglamorous. Enormously effective. That was his encoding. You should largely ignore what other successful leaders did. It's marvelous to listen to. It might give you ideas. But everything that worked for them reflected their encodings, not yours. The work isn't to copy their playbook. The work is to discover your encodings and trust them. The color of Jim's fire changed. When he was younger, his fuel was rage, fury, and a sense of terror with no safety net. He used to worry that if he ever lost it, he'd lose his drive. What replaced it was a different kind of fire: the joy of curiosity, of being lost in giant projects, of marvelous conversations, of sharing what he's learned. His drive is higher than ever. It just feels a lot better now. The 3x3 reflective practice. After almost any conversation, teaching moment, or significant interaction, Jim writes down three things that went well and three things he could have done better. He's done it for years. He's now systematizing it. He doesn't pause to celebrate. He pauses to learn quickly and move on. At the top of Jim's notes for this conversation: "The biggest reminder for today, reconnecting with an old friend." That's the celebration. What could be a better celebration than reconnecting with somebody you've had marvelous conversations with? Reflection Questions What is your most significant cliff? What did you reconstruct on the other side, and what are you still rebuilding? What are your encodings? Not what you've been told you should be, but what genuinely flows from your intrinsic construction. When have you felt most in frame? Like Jim with Joanne, is there a person or purpose you are actively trying to become worthy of? What would that work look like this week? More Learning #397: Jim Collins - Creating Your Generosity Flywheel, Make the Trust Wager (Part 1)#398: Jim Collins - Creating Your Generosity Flywheel, Make the Trust Wager (Part 2) #216: Jim Collins - How to Go From Good to Great  

While we often think of life as linear, my guest's own life, along with a decade of research, has taught him that it's anything but. In his latest book, What to Make of a Life, Jim Collins unpacks the cyclical pattern life actually unfolds in, and how to navigate it. He explains how we all go through periods of “fog” — times of disorientation and uncertainty — at least three times: in youth, after a life-changing “cliff” event, and as we move through midlife into older age. We find our way out of these fogs by what Jim calls coming into “frame” — aligning what you're built to do with what you actually do in a way that feels enlivening and meaningful. And Jim unpacks the three elements that help you find, and re-find, this frame over the course of your life.Along the way, Jim shares case studies of these principles at work, and we explore the role of luck, the inevitability of drudgery (even in work you love), and how to keep your inner fire lit over the long haul.Resources Related to the PodcastGood to Great by Jim CollinsAll Rise: The Remarkable Journey of Alan Page by Bill McGraneSelf-Renewal: The Individual and the Innovative Society by John W. GardnerSunday Firesides: You Never Know How Many Chapters Are Still to ComeSunday Firesides: Do the Right Thing, for Right NowAoM Article: The 5 Best AoM Podcast Episodes on Finding Meaning and PurposeAoM series on finding your life's vocationConnect With Jim CollinsJim's websiteSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

It is a question just about everyone confronts in their life, and it centers on how we find our way in the world. How do we deal with challenges that can radically change a life? And what comes next? Author Jim Collins returns to Commonwealth Club World Affairs to share his lessons on constructing—and reconstructing—a life through those “cliff moment” challenges and transitions that come up repeatedly in our lives. Collins devoted a decade to studying these questions and to minutely analyzing those moments when life flips from clarity to confusion and casts us into a befuddling fog. He followed people in side-by-side positions who shared “cliffs,” and he analyzes the different decisions people made and the divergent paths taken. Such as two rock musicians facing a future without the group that brought them success. Or two public figures who endured scandal and then had to figure out how to rebuild their lives. Two suffragists achieved their big goal—and then had to decide out what to do next. Then there are two figure skaters scoping out a new life's purpose for their post-Olympic careers.  From Collins' studies, he developed a framework for figuring out how a life can be rebuilt and constantly renewed. Come hear him for yourself and hear his deeply researched prescription for discovering deeply fulfilling roles in life, enduring tough times and even pivotal events, and building personal momentum, decade after decade, throughout life. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of the Grow A Small Business Podcast, host Troy Trewin interviews Michael Harvey, founder of MDH Accounting, shares how he grew his business from a spare bedroom startup into a multi-service firm with 25+ team members and nearly $5 million in annual revenue through steady, organic growth and smart hiring. He explains the power of networking, word-of-mouth referrals, and staying close to clients to build long-term trust and consistent growth. The conversation highlights how developing people, supporting flexible work, and focusing on team strengths became key drivers of sustainable success. Michael also reflects on major challenges, including scaling teams, adopting new technology, and adapting to the rise of AI in accounting and advisory services. Ultimately, he emphasizes that true business success comes from continuous learning, strong relationships, and helping other small business owners achieve their wins. Why would you wait any longer to start living the lifestyle you signed up for? Balance your health, wealth, relationships and business growth. And focus your time and energy and make the most of this year. Let's get into it by clicking here. Troy delves into our guest's startup journey, their perception of success, industry reconsideration, and the pivotal stress point during business expansion. They discuss the joys of small business growth, vital entrepreneurial habits, and strategies for team building, encompassing wins, blunders, and invaluable advice. And a snapshot of the final five Grow A Small Business Questions: What do you think is the hardest thing in growing a small business? Michael Harvey believes one of the hardest parts of growing a small business is managing the transition from having just a few employees to building a larger team, where hiring, training, and paying wages can feel stressful and uncertain. He also highlights that opening new branches and handling different team cultures adds unexpected complexity. Another major challenge he faced was keeping strong client relationships while adopting new technology, as efficiency can sometimes reduce the personal touch that customers value most. What's your favorite business book that has helped you the most? Michael Harvey says his favorite business books that helped him the most are Good to Great by Jim Collins, along with The Five Dysfunctions of a Team and The Advantage by Patrick Lencioni. He shared that Good to Great was an early revelation for him, while The Advantage is a book he regularly revisits because of its strong focus on culture and team success in business. Are there any great podcasts or online learning resources you'd recommend to help grow a small business? Michael Harvey recommends tuning into the podcast The Imperfects, even though it isn't strictly business-focused. He says he listens to it regularly because of the inspiring guests and meaningful topics, particularly those connected to The Resilience Project, which motivates him indirectly as a business owner. He also highlights that much of his learning comes from networking with other professionals and learning from real conversations, rather than relying only on formal online tools. What tool or resource would you recommend to grow a small business? Michael Harvey recommends using a simple one-page planning tool, where you summarize your key business goals and priorities onto a single page to stay focused. He believes the real value comes from cutting through unnecessary details and clearly identifying the number one issue your business needs to solve. This approach helps business owners stay clear, decisive, and action-oriented instead of getting lost in too much information. What advice would you give yourself on day one of starting out in business? Michael Harvey says that if he could go back to day one, he would remind himself to enjoy each moment and celebrate milestones along the way instead of always chasing the next goal. He admits he was so driven early on that he often missed the joy of progress. His advice is to enjoy the journey, stay humble, and build a business that you genuinely enjoy rather than feeling trapped in it.  Book a 20-minute Growth Chat with Troy Trewin to see if you qualify for our upcoming course. Don't miss out on this opportunity to take your small business to new heights! Enjoyed the podcast? Please leave a review on iTunes or your preferred platform. Your feedback helps more small business owners discover our podcast and embark on their business growth journey.     Quotable quotes from our special Grow A Small Business podcast guest: Growth becomes easier when you focus on solving the one problem that matters most — Michael Harvey Technology can speed up your business, but relationships are what keep it alive — Michael Harvey A simple, clear plan beats a complicated strategy that never gets used — Michael Harvey  

In this episode, host Josh interviews Amazon expert Shannon Roddy about strategies for building, growing, and protecting successful Amazon brands. Shannon emphasizes the importance of product quality, authentic brand storytelling through images and videos, and adapting product lines based on customer feedback. He shares practical tips for scaling from 7 to 8 figures, highlights the need for continuous optimization, and discusses protecting intellectual property. Shannon also recommends resources like Avenue Seven Media's free checklist and influential figures in e-commerce. The episode offers actionable advice and inspiration for Amazon sellers aiming for long-term growth.Chapters:Introduction & Guest Background (00:00:00)Josh introduces Shannon Roddy, his background, and expertise in Amazon brand building.Brand Building Fundamentals (00:00:41)Discussion on the importance of value, understanding the market, and showcasing brand identity on Amazon.Showcasing Brand Identity on Amazon (00:02:11)Advice on using images, infographics, and videos to communicate brand mission and story.Quality Product as Foundation (00:02:32)Emphasizes the necessity of having a great product before focusing on branding and marketing.Adapting Brand Presentation to Audience (00:03:03)Examples of tailoring images, content, and style to fit the brand and resonate with customers.Learning from Customer Feedback (00:04:01)Importance of reviewing customer feedback and adapting listings to highlight what customers value.Continuous Optimization & Discovery (00:04:57)Brand building as an ongoing process of discovery and adaptation based on customer needs.Adapting and Expanding Product Lines (00:05:52)Necessity of updating listings, ads, and product lines to stay competitive and grow.Executing the Fundamentals (00:06:46)Success on Amazon comes from consistently executing business fundamentals, not shortcuts.Case Study: Table Mate (00:07:42)Example of a brand that grew by expanding and adapting its product line.Three Actionable Takeaways (00:08:28)Summary of key actions: define and showcase brand, innovate and expand, and protect your business.Protecting Your Brand (00:10:59)Discussion on intellectual property, defensibility, and creative ways to protect products and campaigns.Most Influential Book (00:11:25)Shannon recommends "Good to Great" by Jim Collins and explains its impact.Favorite Productivity Tool (00:12:28)Shannon highlights Calendly for scheduling and its new features that improve efficiency.Most Admired E-commerce Leader (00:13:37)Shannon names Jason Boyce as a respected leader and advocate for Amazon sellers.Avenue Seven Media & Free Resource (00:15:16)Information on Avenue Seven Media and a free checklist resource for Amazon sellers.Episode Wrap-Up (00:15:55)Closing thanks and final remarks from both Josh and Shannon.Links and Mentions:Tools and Websites  "Avenue Seven Media": "00:15:16"  "Calendly": "00:12:28"Free Resource  "Free Checklist (128 Things)": "00:15:43"Books  "Good to Great by Jim Collins": "00:11:35"People Mentioned  "Shannon Roddy": "00:00:00"  "Jason Boyce": "00:13:37"Transcript:Josh 00:00:00  Today I'm super excited to introduce you to Shannon Roddy. Shannon is an Amazon expert. He's a speaker and a director of business development at Avenue seven media. He founded Marketplace Seller Courses, home of the Amazon Brand Success Academy, and has consulted with over 200 companies and individuals to launch, grow and protect their Amazon brands. Shannon is a passionate innovator who loves to inspire others to achieve greatness and his family. Currently resides in Atlanta, Georgia. So with that, welcome to the show, Shannon. Hey, Josh.Shannon 00:00:34  Thanks so much for having me. I've been really excited. We planned this a several months back, so something I've definitely been looking forward to.Josh 00:00:41  I am of the same agreement to yourself, Shannon, that there is more than enough room for all of us to compete. but to your point, you've got to bring value to the market, right? Long gone are the days, especially on Amazon, of just creating another meta product, and especially if you're in the US, like good luck trying to find something cheaper and more efficient.Josh 00:01:05  Process like that's not your capability, right? But what you can do. And here's where a lot of the overseas competitors, you know, fail to kind of compete with us on. They don't understand our market, period. Yeah. They don't they don't understand the end consumer. All they know how to do is to make things cheaply. Right. Yeah. And so I think that's a that's a big mindset shift. Number one is approach everything even new product opportunities as to okay, here's what's out there in the market. But it's probably not serving everybody the right way. So bring something new to the market. But I want to wrap up this whole brand building thing. I know we've spent a lot of time on it, but I want to wrap it up by by one kind of, you know, action item here with you, Shannon, as you talked about specifically on Amazon being able to showcase who your brand is, what you stand for is your recommendation that you take one of your listing images and you turn it into this kind of infographic or lifestyle image.Josh 00:02:11  and you kind of state your either your company mission or what your brand is about there. And then do you create a video, right. And obviously there's A+ content and premium A+ content. Like where what's your recommendation for like a seller? That's like I have none of that today. What should they actually go do?Shannon 00:02:32  Yeah. I mean, you know, the one last piece to this. Again, you can't build a great brand if you don't have a great product, right? The foundation is you've got to have a quality product. Even if you sell it well, the reviews will come out in the end. Right. So I want to just, you know, go back and lay the foundation. You got to have a great product for any of this to work, you know. And so once you've got a great product, it really is about showcasing it. And and again, I think the answer is it depends. It depends on the brand. I worked with the tattoo company. They were very much about lifestyle.Shannon 00:03:03  They hired tons of influencers out there. They had this very sort of sexy avant garde motif. And so the lifestyle images conveyed that. But they had things like, look, we don't do animal testing. It's cruelty free. It doesn't have these sort of nasty ingredients in it. And so it wasn't like one image that housed everything. It was sort of telling that story through the different product images and reinforcing the A+ content. And I think the video was just lifestyle, right? So that was their sort of style was the way to translate their brand to Amazon. And that's again, that's sort of what we do at Avenue seven because it's not a copy and paste platform. Right. You're really taking the essence of the brand and the product and translate it into Amazon. And there's, you know, their style was very minimalistic. Their bullet points were only one line long. And people go, oh, well, that's terrible for SEO. That's never going to convert. You have to do paragraphs, you gotta keyword stuff.

What if the hardest moments in your life aren't detours but the very things that put you on the right path? In Part 2, bestselling author Jim Collins explains why the moments that derail you are often the ones that redirect you.Jim Collins is a bestselling author and one of the leading voices on leadership and human performance, known for books like Good to Great, which has sold millions of copies worldwide. His research-driven work explores what separates the truly exceptional from the average, with a focus on how people confront the biggest questions of leadership, purpose, and life.Jim Collins' new book

What if the reason you feel lost has nothing to do with direction and everything to do with the question you're asking? Ryan sits down with bestselling author Jim Collins to explore the mindset that defines strong people, why success can mislead you, and what actually makes a life meaningful.Jim Collins is a bestselling author and one of the leading voices on leadership and human performance, known for books like Good to Great, which has sold millions of copies worldwide. His research-driven work explores what separates the truly exceptional from the average, with a focus on how people confront the biggest questions of leadership, purpose, and life.Jim Collins' new book

Jim Collins has published multiple international bestsellers that have sold in total more than eleven million copies worldwide, including the perennial favorite Good to Great. His new book is What to Make of a Life: Cliffs, Fog, Fire, and the Self-Knowledge Imperative.This episode is brought to you by:AG1 all-in-one nutritional supplement: DrinkAG1.com/TimCresset family office services for CEOs, founders, and entrepreneurs: CressetCapital.com/TimMomentous Fiber+ 3-in-1 formula with soluble fiber, insoluble fiber, and Solnul® resistant starch: LiveMomentous.com/TimGusto simple and easy payroll, HR, and benefits platform used by 400,000+ businesses: Gusto.com/Tim*For show notes and past guests on The Tim Ferriss Show, please visit tim.blog/podcast.For deals from sponsors of The Tim Ferriss Show, please visit tim.blog/podcast-sponsorsSign up for Tim's email newsletter (5-Bullet Friday) at tim.blog/friday.For transcripts of episodes, go to tim.blog/transcripts.Discover Tim's books: tim.blog/books.Follow Tim:Twitter: twitter.com/tferriss Instagram: instagram.com/timferrissYouTube: youtube.com/timferrissFacebook: facebook.com/timferriss LinkedIn: linkedin.com/in/timferrissSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.