Podcast appearances and mentions of John Kotter

In this episode, Jamie speaks with long-time senior technology executive David Weiss, Operating Partner at Thoma Bravo and Clearhaven Partners.  Jamie finished the interview, turned to her producer and said, “Now that is what excellence in leadership looks like!” David says that while many leaders have a gift of natural charisma, he relies on a very intentional approach to leadership that has turned out to be a strength.  Drawing upon Eduardo Briceno's work, he advises leaders and teams to know when they are in the “performance zone” and when they are in the “learning zone.”  He describes the stages he sees companies grow through and why assessing complexity is just as important as measuring revenue.  David gives us a short primer on how private equity firms work and discusses 3 of 10 levers of scale he has identified.  One of those levers is culture and he introduces his very interesting “Energy Creator Framework” making the case that it's not enough to make sure you have the right people; your organization needs the right energy from those people.  David is an extraordinary leader; you will find yourself playing and replaying this episode in the weeks to come.   During this episode, David refers to the following work: The Performance Paradox: Turning the Power of Mindset into Action by Eduardo Briceno What Leaders Really Do by John Kotter (especially Chapter 3)   Executive Access is produced by The Ideal Life, a platform that provides coaching, community, and content for people to grow both personally and professionally.

Despite an explosion of frameworks, toolkits, and “best practices,” the success rate of organizational change hasn't improved in over a decade. For all the decks, comms plans, and transformation initiatives being sold, most companies still find themselves stuck, repeating the same plays and hoping for different results. This week, Rodney Evans welcomes back Michael Bungay Stanier—best-selling author, host of the new podcast Change Signal, and longtime friend of the show—who's on a mission to cut through the noise and find what actually works. They explore why change still feels so weird, the real leverage points for shifting individual and organizational behavior, and whether it's finally time to retire “change management” as we know it. Get a copy of Michael's change quadrants he talks about in this episode here: Michael's quadrants. Learn more about Michael: Follow him on LinkedIn Listen to his podcast, Change Signal. Subscribe to his newsletter, The Change Signal. Check out his website, MBS.works See his two prior appearances on our show, BNW Ep. 19 and BNW Ep. 75. -------------------------------- Want future of work insights and experiments you can try delivered to your inbox? ⁠Sign up here⁠. Follow us on your favorite platforms for more org design nerdery: ⁠LinkedIn⁠ ⁠Instagram⁠ -------------------------------- Mentioned references: Jason Fox's episode: AWWTR Ep. 17 John Kotter and the 8 Steps Depthfinding and the "Zones" Ron Heifetz Immunity to Change, book by Robert Kegan and Lisa Lahey Peter Block Winston Churchill "We Shape Our Buildings" Maslow's hierarchy of needs Larissa Conte: BNW Ep. 151 Katie Milkman: Change Signal Ep. 2 Caroline Webb: Change Signal Ep. 5 Timestamps: 00:00 Intro + Check-In: Do you have a non-work related goal that you're working towards right now? 9:59 Michael's journey to un-weird change 14:49 Michael's individual and organizational unlocks for change 21:24 Importance of strong foundational habits to succeed in change work 25:37 Understanding of power dynamics in change work 33:27 Outdated change mindsets to let go of 38:38 Rodney and Michael's takeaways 40:28 Wrap up: Leave us a review and share the show with your coworkers! Sound engineering and design by Taylor Marvin of ⁠⁠Coupe Studios⁠⁠.

In dieser Folge des Level Up HR Podcasts spricht Johannes Füß mit Thomas Veigel, einem transformationserfahrenen HR-Director im internationalem Umfeld.Dabei erklärt Thomas Veigel, warum HR nicht der Treiber, aber der Ermöglicher von Unternehmenskultur sein sollte, wieso „Firefighting“ nicht ausreicht – und welche strategischen und operativen Maßnahmen HR ergreifen kann, um Mitarbeitende sicher durch die Delle der Transformation zu führen.Hör rein und erfahre:1) Wie man eine belastbare HR-Strategie nach der Transformation aufbaut2) Warum HR gerade in Transformationen mehr als Prozesse braucht – nämlich Haltung und Klarheit3) Warum Kultur nicht von HR „gemacht“, aber sehr wohl gestaltet wird4) Wie HR als Multiplikator in der Kommunikation während unsicherer Zeiten wirkt5) Wie HRBPs echte Business-Relevanz zeigen – und nicht in der Admin-Falle landen___________Thomas Veigel freut sich über den Austausch rund um Transformationen im HR-Bereich.Wenn du dich angesprochen fühlst, dann melde dich bei ihm auf LinkedIn: https://www.linkedin.com/in/thomasveigel/Thomas' Leseempfehlung:Change von John Kotter | https://www.amazon.de/Change-Unternehmen-unbest%C3%A4ndigen-herausragende-Ergebnisse/dp/3527510982/ ___________Über unseren Host Johannes Füß:Johannes ist Senior Vice President von EGYM Wellpass, dem Marktführer für Corporate Health Benefits. Auch wenn er eine Schwäche für Schokolade hat, ist Johannes' Bewusstsein für Gesundheit groß: Wenn der gebürtige Münchner nicht gerade dabei ist, Unternehmen dabei zu unterstützen, ihre Teams physisch und mental gesund zu halten, verbringt er seine Zeit aktiv in den Bergen - am liebsten mit seiner Familie.Melde dich bei Johannes Füß auf LinkedIn: https://www.linkedin.com/in/johannes-f%C3%BC%C3%9F/ 

Are your internal emails building trust—or fueling confusion? Is poor communication quietly killing your company culture? In this vibrant conversation, host Nicole Greer sits down with Alejandra Ramirez, a seasoned internal communication strategist and founder of Ready Cultures. With two decades of experience and a passion for creating thriving organizational cultures, Alejandra shares her signature "3H Framework"—Head, Heart, and Hands—a powerful approach for crafting clear, connected, and actionable internal messages.Together, Nicole and Alejandra dive deep into the importance of communication as a culture-building tool, explore how to establish trust and alignment across teams, and offer real-life stories, practical tips, and ready-to-use tools. Whether you're rolling out a new system, navigating change, or just tired of seeing those dreaded one-letter replies to thoughtful emails (yes, we're talking about that infamous “k”), this episode will inspire you to level up your messaging game and build a more vibrant, connected workplace.Vibrant Takeaways from this episode:[00:04:40] Craft with intention: Every message should clarify the facts (head), connect emotionally (heart), and direct next steps (hands).[00:22:26] Communication builds trust: Transparency isn't about having all the answers—it's about showing you care and sharing what you know.[00:30:33] Process matters: Good communication requires not just good words, but a thoughtful system for how and where messages are delivered.[00:34:46] The 3H Framework works beyond email: Whether you're speaking at a town hall or dropping a quick Slack message, applying Head, Heart, and Hands ensures your message lands with clarity and impact.FREE DOWNLOAD from Alejandra:https://www.readycultures.com/3h-frameworkConnect with Alejandra:Website: https://www.readycultures.com/Email: alejandra@readycultures.comLinkedIn: https://www.linkedin.com/in/malejandraramirez/Also mentioned in this episode:Change by John Kotter https://a.co/d/5kgfYT9Emotional Intelligence by Daniel Goleman https://a.co/d/5kgfYT9Listen today at vibrantculture.com/podcast or your favorite podcast platform! Learn more about Nicole Greer, the Vibrant Coach: https://www.vibrantculture.com/

Hosts Mallory and Seth dive into the books that have profoundly shaped their leadership philosophies. From timeless business classics to modern leadership must-reads, they share personal anecdotes, key insights, and how these books have influenced their careers. If you're looking to sharpen your leadership skills, rethink your approach to work, or just add some solid reads to your bookshelf, this episode is for you.Their Book Recommendations:How To Be a Great Boss - Gino Wickman and Rene Boer The First 90 Days - Michael WatkinsFinancial Intelligence - Karen Berman and Joe Knight Linchpin - Seth GodinKey TakeawaysLeadership wisdom in print – Books like The Contrarian's Guide to Leadership and The First 90 Days provide invaluable frameworks for becoming a more effective leader.Decluttering your learning habits – Seth shares why he donated 1,000+ business books and how it changed his mindset.The power of delegation – How to Be a Great Boss introduces the “Delegate and Elevate” method to help leaders focus on their strengths.The business side of leadership – Financial Intelligence is a must-read for marketers and leaders who want to master financial decision-making.Navigating change – Leading Change by John Kotter offers an eight-step framework for organizational transformation.Why AI makes Linchpin more relevant than ever – Seth Godin's classic on being indispensable in an evolving workplace takes on new meaning in the age of AI.Why Seth Donated 1,000+ Business Books‍ At one point, Seth owned over a thousand marketing and business books—until he gave almost all of them away. The decision wasn't about decluttering; it was about mindset. He realized he had been reading out of self-doubt rather than genuine curiosity. His takeaway? Read intentionally, not out of obligation. This led to a more thoughtful approach to learning and a more focused book collection, including only the works that truly resonated with him.‍The Books That Shaped Our Leadership Approach ‍Mallory and Seth each brought a list of their top leadership books, and surprisingly, some picks overlapped. Both agreed that The First 90 Days by Michael Watkins is an essential read for anyone stepping into a new leadership role. Whether you're joining a new institution or taking on more responsibility in your current role, the book provides a roadmap to navigating those crucial first months.Mallory highlighted How to Be a Great Boss, which introduces a simple but powerful framework for delegation. The “Delegate and Elevate” model helps leaders identify what tasks they should focus on and what they should offload to empower their teams. Seth emphasized the importance of Jim Collins' work, particularly Good to Great, for understanding how to build high-performing organizations.‍Bridging the Gap Between Marketing and Finance ‍One of the most overlooked skills for leaders—especially in higher education—is financial literacy. Mallory recommended Financial Intelligence, a book that helps non-financial professionals understand balance sheets, income statements, and cash flow in a way that's practical and approachable. If you want a seat at the leadership table, you need to be fluent in the language of finance.‍‍The Role of AI and Why Linchpin Matters More Than Ever Seth Godin's Linchpin has been a staple for years, but Mallory argues it's more relevant now than ever. In a world where AI is taking over repetitive tasks, the book's core message—being indispensable by focusing on creativity, empathy, and problem-solving—is crucial. AI can handle the data, but it's humans who bring strategic insight. If you've read Linchpin before, this might be the perfect time to revisit it through the lens of today's evolving workplace.‍More Book Recommendations for Leaders Seth wrapped up the conversation with a speed round of additional must-reads:Marketing & Strategy: Ogilvy on Advertising, Ryan Holiday's Ego is the EnemyBiographies & Memoirs: Shoe Dog (Phil Knight), Steve Jobs (Walter Isaacson)Mindfulness & Philosophy: Zen Mind, Beginner's Mind, Tao Te ChingWant More Leadership Insights?If you're looking for an actionable guide to integrating AI into your leadership strategy, check out The AI Playbook for Institutional Leaders. This free resource breaks down AI adoption into three phases, offering checklists and frameworks to guide your institution's approach. Download it now on Enrollify's site under the Guides section, and be sure to explore our other resources on leadership, enrollment marketing, and higher ed trends. - - - -Connect With Our Co-Hosts:Mallory Willsea https://www.linkedin.com/in/mallorywillsea/https://twitter.com/mallorywillseaSeth Odell https://www.linkedin.com/in/sethodell/https://twitter.com/sethodellAbout The Enrollify Podcast Network:The Higher Ed Pulse is a part of the Enrollify Podcast Network. If you like this podcast, chances are you'll like other Enrollify shows too!Enrollify is made possible by Element451 — the next-generation AI student engagement platform helping institutions create meaningful and personalized interactions with students. Learn more at element451.com.Attend the 2025 Engage Summit! The Engage Summit is the premier conference for forward-thinking leaders and practitioners dedicated to exploring the transformative power of AI in education. Explore the strategies and tools to step into the next generation of student engagement, supercharged by AI. You'll leave ready to deliver the most personalized digital engagement experience every step of the way.Register now to secure your spot in Charlotte, NC, on June 24-25, 2025! Early bird registration ends February 1st -- https://engage.element451.com/register

    Embark on a journey through military medicine with Lieutenant General John J. DeGoes, MD, the Air Force and Space Force Surgeon General. Could the path from civilian practice to military healthcare be transformed by a chance encounter? Listen as Dr. DeGoes recounts his serendipitous introduction to the Uniformed Services University and his unique training, which provides rare opportunities not found in civilian medicine. Gain insights into how the profound events of 9/11 reshaped military healthcare and the groundbreaking innovations in aeromedical evacuation that followed, including a remarkable case of diagnosing dermatomyositis in a young soldier.    The late 2000s and early 2010s were pivotal for Air Force medicine, marked by strategic challenges and innovations amid troop deployments to Afghanistan. Discover the untold stories of logistical hurdles during the H1N1 pandemic and the unexpected chaos from the Icelandic volcano eruption of 2010, which complicated casualty evacuations. Dr. DeGoes highlights transformative initiatives, such as equipping pararescue personnel with blood for on-site trauma care, a significant leap forward in military medical protocols. Through strategic aeromedical evacuation, learn how military medicine reduced its medical footprint and evolved to meet the demands of modern warfare.      Explore the intricate dynamics of leadership in a vast military healthcare system, stressing the importance of strategic planning and effective communication. As military operations have evolved since the 1990s, so have the medical innovations, with critical care air transport leading the way in battlefield medicine. Dr. DeGoes discusses the transition to the Defense Health Agency and the vital role of the Air Force Medical Command in supporting the missions of both the Air Force and Space Force. With insights into leadership, technology integration, and future healthcare, this episode offers a comprehensive view of the dedication to health and readiness for airmen, guardians, and their families. Chapter Timestamps 00:04 Military Medicine Journey 14:55 Medical Challenges and Innovations in Afghanistan 20:59 Air Force Medical Command Transition 29:25 Healthcare Leadership and Strategic Planning 40:13 Leadership, Technology, and Future Healthcare   Chapter Summaries: (00:04) Military Medicine Journey     Dr. DeGoes shares his journey into military medicine, discussing leadership, strategic planning, and memorable clinical cases. (14:55) Medical Challenges and Innovations in Afghanistan    Air Force Medicine faced challenges and innovations during troop deployment, pandemics, and advancements in trauma care. (20:59) Air Force Medical Command Transition     Evolution of military medical operations, critical care advancements, Air Force Medical Command's role in supporting missions. (29:25) Healthcare Leadership and Strategic Planning      Managing military healthcare delivery, emphasizing leadership and strategic planning, and enhancing resilience and support for combat wings. (40:13) Leadership, Technology, and Future Healthcare     Leadership lessons, new technologies, and collaboration in Air Force medicine for the health and readiness of airmen and guardians.   Take Home Messages: Serendipitous Beginnings and Unique Opportunities: The journey into military medicine often starts unexpectedly, leading to unique experiences that differ significantly from civilian medical practice. The path can be shaped by unforeseen encounters and opportunities, such as exposure to complex cases and diverse medical challenges often found in military settings. Innovations in Military Medicine: Military medical services have seen transformative changes over the years, especially in response to significant events and crises. Innovations such as aeromedical evacuation and the introduction of trauma care protocols have significantly enhanced the efficiency and effectiveness of military medical operations. Strategic Challenges and Adaptability: Adapting to evolving challenges is crucial in military medicine. The strategic deployment of medical resources and the development of innovative solutions to logistical hurdles, such as those faced during troop deployments and global pandemics, are essential for maintaining operational readiness. Leadership and Communication: Effective leadership in military healthcare relies on humility, approachability, and credibility. Leaders must communicate complex medical data in operationally relevant ways to ensure alignment with mission goals and to foster trust and collaboration within the organization. The Future of Military Healthcare: As technology rapidly evolves, integrating new tools and systems is key to advancing military medicine. Emphasizing collaboration and strategic planning will be crucial in advocating for service members' and their families' health and readiness, ensuring that military healthcare continues to thrive and meet future challenges.   Episode Keywords: Military Medicine, Surgeon General, Air Force, Space Force, Uniformed Services University, Medical Challenges, Innovations, Afghanistan, H1N1, Icelandic Volcano, Aeromedical Evacuation, Flight Surgeon, Leadership, Strategic Planning, Communication, Future Healthcare, Critical Care, Medical Evacuation, Defense Health Agency, John Kotter, Change Framework, Indo-PACOM, Resilience, Medic X Program, Deployable Combat Wings, Technology, Humility, Credibility, Feedback, COVID-19, 711th Human Performance Wing, 59th Medical Wing, BATDOK Device, DC, Service SGs, Defense Health Agency, Airmen, Guardians, Families   Hashtags: #AirForceMedicine #MilitaryMedicine #LeadershipInMedicine #MedicalInnovation #HealthcareTransformation #AirForceLeadership #FutureOfHealthcare #MilitaryHealthcare #AirForceSurgeonGeneral #PodcastEpisode   Honoring the Legacy and Preserving the History of Military Medicine The WarDocs Mission is to honor the legacy, preserve the oral history, and showcase career opportunities, unique expeditionary experiences, and achievements of Military Medicine. We foster patriotism and pride in Who we are, What we do, and, most importantly, How we serve Our Patients, the DoD, and Our Nation.   Find out more and join Team WarDocs at https://www.wardocspodcast.com/ Check our list of previous guest episodes at https://www.wardocspodcast.com/our-guests Subscribe and Like our Videos on our YouTube Channel: https://www.youtube.com/@wardocspodcast Listen to the “What We Are For” Episode 47. https://bit.ly/3r87Afm   WarDocs- The Military Medicine Podcast is a Non-Profit, Tax-exempt-501(c)(3) Veteran Run Organization run by volunteers. All donations are tax-deductible and go to honoring and preserving the history, experiences, successes, and lessons learned in Military Medicine. A tax receipt will be sent to you. WARDOCS documents the experiences, contributions, and innovations of all military medicine Services, ranks, and Corps who are affectionately called "Docs" as a sign of respect, trust, and confidence on and off the battlefield,demonstrating dedication to the medical care of fellow comrades in arms.     Follow Us on Social Media Twitter: @wardocspodcast Facebook: WarDocs Podcast Instagram: @wardocspodcast LinkedIn: WarDocs-The Military Medicine Podcast YouTube Channel: https://www.youtube.com/@wardocspodcast      

What can leaders learn from bees about creating lasting change in organizations? Siobhan McHale tells Kevin that bees recognize when a hive is overcrowded and the need for a new home. They notice what is emerging and act, which many organizations fail to do. Kevin and Siobhan discuss how leaders can harness the power of group intelligence to foster agile, resilient organizations. She introduces the "Lens Model," a four-part, non-linear framework that includes Look Beyond: Identify and understand hidden patterns that drive organizational behavior. Experiment: Test small changes to discover effective solutions within the system. Nudge: Use subtle shifts to encourage change without creating resistance. Strengthen: Reinforce emerging changes to ensure they become embedded in the organization's culture. She also talks about GQ, or group intelligence, as a necessary complement to IQ and EQ in today's complex world. Listen For 00:00 Introduction 01:30 Featured Guest: Siobhan McHale 02:20 Siobhan's Background in Change Management 04:16 Why Focus on Change Management? 05:16 The Fascination with Organizational Ecosystems 06:08 Lessons from Bees for Organizational Change 08:14 Understanding the Lens Model 12:27 The Four Steps of the Lens Model 15:40 Diagnosing Hidden Patterns in Organizations 17:45 Role of Leadership in Successful Change 20:10 Nudging vs. Pushing for Change 24:33 Leveraging Group Intelligence (GQ) 27:10 Mapping the Ecosystem to Manage Complexity 29:37 Final Thoughts on Leadership and Change Siobhan's Story: Siobhan McHale is the author of, The Hive Mind at Work: The Power of Group Intelligence to Create Meaningful and Lasting Change. She has worked across four continents, helping thousands of leaders to create more agile and productive workplaces. She also has been on the “inside” as the executive in charge of culture change in a series of large, multinational organizations. One of these inside jobs was a radical seven-year change initiative at Australia and New Zealand Banking Group Limited (ANZ) Bank that transformed it from the lowest-performing bank in the country into one of the highest-performing and most admired banks in the world. Professor John Kotter used her work with ANZ as a Harvard Business School case study designed to teach MBA students about managing change. Book Recommendations The Hive Mind at Work: Harnessing the Power of Group Intelligence to Create Meaningful and Lasting Change by Siobhan McHale  Brooklyn by Colm Toibin  Like this? Leading Change Intelligently with Barbara Trautlein Leading Large-Scale Change with Bill Schaninger Helping Leaders Change the World For the Better with Bill Novelli The Problem with Change with Ashley Goodall Podcast Better! Sign up with Libsyn and get up to 2 months free! Use promo code: RLP   Leave a Review If you liked this conversation, we'd be thrilled if you'd let others know by leaving a review on Apple Podcasts. Here's a quick guide for posting a review. Review on Apple: https://remarkablepodcast.com/itunes    Join Our Community If you want to view our live podcast episodes, hear about new releases, or chat with others who enjoy this podcast join one of our communities below. Join the Facebook Group Join the LinkedIn Group  

On this episode of Great Practice, Great Life, unlock the secrets to achieving a balanced and thriving legal practice with Steve's conversation with Doug Burnetti, a board-certified trial lawyer. Discover how servant leadership can transform your professional success and your personal satisfaction. Doug shares his remarkable journey in building a flourishing plaintiff's practice by leading with service and introspection, offering practical strategies to overcome obstacles and foster growth. Explore the pressing challenges personal injury law firms face today, such as fierce competition and the rapid evolution of technology. Doug candidly discusses the importance of staying technologically savvy and how adopting a mindset of open sharing can lead to business innovation. Drawing from John Kotter's work on change, we dissect the complexities of implementing new ideas and how internal leadership can hinder or drive progress. Gain valuable insights into the power of empathy, change management, and customer service excellence. With over 30% of cases coming from referrals, Doug reveals how nurturing relationships and investing in staff development have been key to his firm's success. With a heartfelt reflection on maintaining a fulfilling life, Doug offers a refreshing perspective on not defining oneself solely by professional roles, inspiring you to cultivate a great practice and an even greater life. In this episode, you will hear: Doug Burnetti's insights on servant leadership in legal practice Overcoming challenges in personal injury law post-COVID Emphasizing empathy and change management for firm growth Strategies for staying competitive through technology Influence of Dale Carnegie and John Kotter on leadership philosophies Balancing professional success with personal fulfillment Importance of exceptional customer service and staff development Follow and Review: We'd love for you to follow us if you haven't yet. Click that purple '+' in the top right corner of your Apple Podcasts app. We'd love it even more if you could drop a review or 5-star rating over on Apple Podcasts. Simply select “Ratings and Reviews” and “Write a Review” then a quick line with your favorite part of the episode. It only takes a second and it helps spread the word about the podcast. If there's a topic you would like us to cover on an upcoming episode, please email us at steve.riley@atticusadvantage.com. Supporting Resources: Burnetti, P.A.: www.burnetti.com Doug Burnetti bio: www.burnetti.com/attorneys/doug-burnetti Atticus Law Firm Coaching https://atticusadvantage.com Leading Change by John P. Kotter:  www.amazon.com/Leading-Change-New-Preface-Author/dp/1422186431 Change: How Organizations Achieve Hard-to-Imagine Results in Uncertain and Volatile Times: by John P. Kotter: www.amazon.com/Change-Organizations-Hard-Imagine-Uncertain/dp/1394321511 How to Win Friends & Influence People by Dale Carnegie: www.amazon.com/How-Win-Friends-Influence-People/dp/0671027034 The New One Minute Manager by Ken Blanchard: www.amazon.com/New-One-Minute-Manager/dp/0062367544 The Fred Factor: How Passion in Your Work and Life Can Turn the Ordinary into the Extraordinary by Mark Sanborn: www.amazon.com/Fred-Factor-Passion-Ordinary-Extraordinary/dp/0385513518 Leadership and Self-Deception: Getting Out of the Box by The Arbinger Institute: www.amazon.com/Leadership-Self-Deception-Fourth-Transforming-Relationships/dp/1523006560 The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It by Michael E. Gerber: www.amazon.com/Myth-Revisited-Small-Businesses-About/dp/0887307280 Episode Credits If you like this podcast and are thinking of creating your own, consider talking to my producer, Emerald City Productions. They helped me grow and produce the podcast you are listening to right now. Find out more at https://emeraldcitypro.com Let them know we sent you.

In this engaging episode recorded live at the AMA Higher Ed Symposium, host Carrie connects with Carrie Pitts-Densmore, Vice President of Enrollment and Marketing at Johnston Community College. Together, they delve into the transformative role of AI in higher education, exploring its potential to streamline processes, address staffing challenges, and enhance student success. This discussion highlights practical applications of AI and offers valuable insights on change management and leadership in navigating the rapidly evolving educational landscape.Key TakeawaysAI is here to stay: Institutions must embrace AI as an essential tool to address staffing challenges, increase efficiency, and better serve diverse student populations.Practical AI applications in higher ed: Tools like AI chatbots and phone answering systems are revolutionizing student communication and administrative processes, especially for underserved communities.Change management is key: Building momentum through small, targeted initiatives helps overcome resistance and fosters organizational buy-in.Leadership requires courage and vision: Leaders need to make bold decisions, embrace change, and equip teams with the tools to succeed in an AI-driven future.Ethical use of AI: Higher ed professionals must guide students in using AI responsibly while adapting assessment methods to reflect these new realities.How Can Higher Ed Leaders Embrace AI Without Fear? Carrie Pitts-Densmore emphasized the importance of senior leadership embracing AI with a forward-thinking mindset. She shared how her team introduced AI tools like chatbots and phone answering services to enhance efficiency and better serve their student population. A standout feature was their bilingual AI phone system, designed to assist English and Spanish speakers, reflecting Johnston Community College's commitment to inclusivity as an emerging Hispanic-serving institution.The key to successful implementation? Clear messaging to staff about how AI will support—not replace—them. By starting with small groups and focusing on collaboration, Pitts-Densmore helped her team see AI as a tool for streamlining workflows and enhancing their ability to focus on meaningful tasks.What Are the Keys to Managing AI-Driven Change? Drawing from change management theories like those of John Kotter and Kurt Lewin, Pitts-Densmore highlighted the importance of building momentum and celebrating early successes. This approach fosters enthusiasm and encourages wider adoption across teams. She recounted examples of small wins, such as automating repetitive tasks for a continuing education program, which freed up time for staff to focus on impactful work.To address fears of obsolescence, Pitts-Densmore reassured staff about their ongoing importance to the institution, emphasizing that AI serves as a support mechanism, not a replacement.How Can AI Foster Innovation and Leadership Growth? Beyond operational efficiencies, AI is reshaping leadership and professional development. Pitts-Densmore expressed her excitement about incorporating AI into design and communication strategies, while also acknowledging the rapid pace of change. Conferences like AMA Higher Ed provide vital opportunities to learn new applications of AI and refine leadership skills.She also discussed her experience with leadership courses, which introduced her to theories and frameworks that have helped her navigate AI-related changes with greater confidence. By connecting theory to practice, she has been able to make more informed decisions, encouraging her team to innovate and embrace new methods - - - -Connect With Our Co-Hosts:Mallory Willsea https://www.linkedin.com/in/mallorywillsea/https://twitter.com/mallorywillseaSeth Odell https://www.linkedin.com/in/sethodell/https://twitter.com/sethodellAbout The Enrollify Podcast Network:The Higher Ed Pulse is a part of the Enrollify Podcast Network. If you like this podcast, chances are you'll like other Enrollify shows too! Some of our favorites include Generation AI and Confessions of a Higher Education Social Media Manager.Enrollify is made possible by Element451 — the next-generation AI student engagement platform helping institutions create meaningful and personalized interactions with students. Learn more at element451.com.Attend the 2025 Engage Summit! The Engage Summit is the premier conference for forward-thinking leaders and practitioners dedicated to exploring the transformative power of AI in education. Explore the strategies and tools to step into the next generation of student engagement, supercharged by AI. You'll leave ready to deliver the most personalized digital engagement experience every step of the way.Register now to secure your spot in Charlotte, NC, on June 24-25, 2025! Early bird registration ends February 1st -- https://engage.element451.com/register

On this Live Greatly podcast episode, Kristel Bauer sits down with Siobhan McHale, change expert and author of 'The Hive Mind at Work'. Kristel and Siobhan discuss tips for navigating group dynamics, group intelligence and how to positively promote change in a group setting. Siobhan shares lessons we can learn from how bees operate and lots more! Tune in now! Key Takeaways From This Episode What are some of the lessons we can learn from how bees operate? Why is group intelligence (GQ) more effective in bringing about workplace change than the traditional IQ and EQ options? What can leaders do when workplace change is too slow? What skills are necessary for navigating change in today's more complex work environment? Why do so many workplace change efforts fail to deliver? About Siobhan: Siobhan McHale has worked across four continents, helping thousands of leaders to create more agile and productive workplaces. She also has been on the “inside” as the executive in charge of culture change in a series of large, multinational organizations. One of these inside jobs was a radical seven-year change initiative at Australia and New Zealand Banking Group Limited (ANZ) Bank that transformed it from the lowest-performing bank in the country into one of the highest-performing and most admired banks in the world. Professor John Kotter used her work with ANZ as a Harvard Business School case study designed to teach MBA students about managing change. She is the author of The Hive Mind at Work: Harnessing the Power of Group Intelligence to Create Meaningful and Lasting Change  Connect with Siobhan: Order The Hive Mind At Work Website: https://www.siobhanmchale.com/  LinkedIn: https://www.linkedin.com/in/mchalesiobhan/?originalSubdomain=au  About the Host of the Live Greatly podcast, Kristel Bauer: Kristel Bauer is a corporate wellness and performance expert, keynote speaker and TEDx speaker supporting organizations and individuals on their journeys for more happiness and success. She is the author of Work-Life Tango: Finding Happiness, Harmony, and Peak Performance Wherever You Work (John Murray Business November 19, 2024). With Kristel's healthcare background, she provides data driven actionable strategies to leverage happiness and high-power habits to drive growth mindsets, peak performance, profitability, well-being and a culture of excellence. Kristel's keynotes provide insights to “Live Greatly” while promoting leadership development and team building.   Kristel is the creator and host of her global top self-improvement podcast, Live Greatly. She is a contributing writer for Entrepreneur, and she is an influencer in the business and wellness space having been recognized as a Top 10 Social Media Influencer of 2021 in Forbes. As an Integrative Medicine Fellow & Physician Assistant having practiced clinically in Integrative Psychiatry, Kristel has a unique perspective into attaining a mindset for more happiness and success. Kristel has presented to groups from the American Gas Association, Bank of America, bp, Commercial Metals Company, General Mills, Northwestern University, Santander Bank and many more. Kristel has been featured in Forbes, Forest & Bluff Magazine, Authority Magazine & Podcast Magazine and she has appeared on ABC 7 Chicago, WGN Daytime Chicago, Fox 4's WDAF-TV's Great Day KC, and Ticker News. Kristel lives in the Fort Lauderdale, Florida area and she can be booked for speaking engagements worldwide. To Book Kristel as a speaker for your next event, click here. Website: www.livegreatly.co  Follow Kristel Bauer on: Instagram: @livegreatly_co  LinkedIn: Kristel Bauer Twitter: @livegreatly_co Facebook: @livegreatly.co Youtube: Live Greatly, Kristel Bauer To Watch Kristel Bauer's TEDx talk of Redefining Work/Life Balance in a COVID-19 World click here. Click HERE to check out Kristel's corporate wellness and leadership blog Click HERE to check out Kristel's Travel and Wellness Blog Disclaimer: The contents of this podcast are intended for informational and educational purposes only. Always seek the guidance of your physician for any recommendations specific to you or for any questions regarding your specific health, your sleep patterns changes to diet and exercise, or any medical conditions.  Always consult your physician before starting any supplements or new lifestyle programs. All information, views and statements shared on the Live Greatly podcast are purely the opinions of the authors, and are not medical advice or treatment recommendations.  They have not been evaluated by the food and drug administration.  Opinions of guests are their own and Kristel Bauer & this podcast does not endorse or accept responsibility for statements made by guests.  Neither Kristel Bauer nor this podcast takes responsibility for possible health consequences of a person or persons following the information in this educational content.  Always consult your physician for recommendations specific to you.

When it comes to optimizing consulting spend, you're not just fine-tuning a few processes—you're fundamentally shifting how your organization selects and manages consulting services. And let's be honest, that kind of change often faces resistance, especially from the top. To succeed, you need everyone on board, from procurement to senior leadership.   At Consulting Quest, we rely on John Kotter's 8 Steps for Leading Change, a proven framework to ensure smooth transitions and lasting success. Optimizing consulting spend touches every part of your organization, so getting buy-in, communicating clearly, and embedding new practices is essential. In this episode of Smart Consulting Sourcing Podcast, your host Helene will take you through how we use Kotter's model to help organizations like yours get the most out of their consulting spend. Tune in!

Ready to soar into the future of nursing? Virtual nursing superhero Dr. Bonnie Clipper joins Elliott and Sarah for a deep dive into the evolution of digital care and the groundbreaking innovations that are transforming healthcare as we know it. From AI-driven nursing workflows to the rise of tech-savvy RNs, Dr. Clipper spills the secrets on how virtual nursing is changing the game. Plus! Who will win the battle of HealthCharade!? Will Elliott finally claim victory and head to Vegas? Tune in to find out!The Innovation Road Map: A Guide for Nurse Leaders - Innovation AdvantageVirtual Nursing Academy HomeThe 8-Step Process for Leading Change | Dr. John Kotter (kotterinc.com)Original music by: Evan O'DonovanOther music by: SoulProudMusic and PaulYudin

Embora seja um dos mais dinâmicos da economia portuguesa, o setor das tecnologias de informação não é dos que melhor comunica. A impressão é que todas as empresas de TI são iguais. Não há muitas que se preocupem em estabelecer um posicionamento de marca claro e diferenciador, que ajude o potencial cliente a escolher um parceiro tecnológico em vez de qualquer outro. Mas felizmente há exceções. Neste episódio falamos com os sócios de uma consultora tecnológica que escolheu um caminho diferente – e isto desde o lançamento. A recém-nascida HeraPrime surge da fusão de duas empresas que já tinham um percurso no mercado e que, quando decidem juntar-se, é para ganharem não só outra dimensão, mas também uma marca forte, com um posicionamento muito bem definido. É sobre o trabalho de construção desse posicionamento, do qual que a Hamlet teve o privilégio de participar, que conversamos com a Marisa Poço, o Carlos Couto e o Paulo Lobo, da HeraPrime. Ouça o episódio e descubra: a diferença entre decidir com a intuição ou com dados – e como dispor desses dados no dia-a-dia como fazer com que a tecnologia que deveria simplificar a vida da sua PME não seja, ela própria, um fator de complicação como fazer com que a tecnologia seja um verdadeiro investimento – que produz resultados – em vez de mais um custo como evitar que a adoção de diferentes tecnologias resulte numa manta de retalhos – e não num conjunto integrado que simplifica a vida da empresa como um todo como garantir a estabilidade e capacidade de adaptação da sua empresa mesmo num contexto de mudança acelerada como uma PME pode aplicar ferramentas como a AI no dia-a-dia – e que cuidados deve ter ao fazê-lo como medir o retorno da adoção tecnológica na sua PME e qual é o KPI mais decisivo   Sobre os convidados: Perfil de Carlos Couto no LinkedIn Perfil de Marisa Poço no LinkedIn Perfil de Paulo Lobo no LinkedIn Perfil da HeraPrime no LinkedIn Site da HeraPrime    Livros recomendados: Negocie como se a Sua Vida Dependesse Disso, de Chris Voss O nosso icebergue está a derreter, de John Kotter e Holger Rathgeber A Regra é Não Ter Regras, de Erin Meyer e Reed Hastings Teoria da Organização e Gestão - Uma perspetiva histórica, de Miguel Pina e Cunha, Arménio Rego e Carlos Cabral-Cardoso   Para saber mais sobre marketing e comunicação B2B, subscreva a newsletter Universidade B2B, da Hamlet. Para continuar a acompanhar-nos vá ao site da Hamlet e fique em dia com a comunicação  marketing B2B no nosso blog. Siga-nos também no LinkedIn.

Leadership extends beyond mere guidance; it's a continuous journey of learning, growth, and facing the storm head-on, no matter how daunting it might appear. In this episode, we delve into the transformative power of purpose-driven leadership and navigating times of turbulence with Aku Pauline Odinkemelu, a towering figure in Nigeria's economic and banking landscape whose impact reaches far beyond her borders.   Despite starting her career in law, Aku discovered her passion and found her calling in banking, rising to executive positions and serving on the Central Bank's Monetary Policy Committee, overcoming Nigeria's economic challenges. Growing up as one of nine children, Aku shares how education, family support and mentorship steered her professional trajectory and fueled her commitment to growth. Aku shares her remarkable account of navigating through times of significant unrest and danger in River State, emphasizing the role of strategic thinking when steering her teams to safety. Join us as we celebrate Aku's inspirational leadership journey—a testament to resilience, integrity, and unwavering courage. Key points include:   A stroke of chance: Aku's career evolution from legal counsel to banking leader Tackling conflicts of interest, inflation and currency challenges in Nigeria's economy The greatest gift of education and the role of family support in shaping careers Building a legacy of impact and nurturing future leaders Influential mentors: Shaping values and leadership principles Career turning points: Overcoming challenges and navigating the social unrest in Nigeria Crisis Management: Optimizing strategic security measures amidst turbulent times Spiritual resilience: Finding strength and balance in faith   "You have to find that inner strength to detach from everything that is happening. Connect with your team, reach out to your networks, and see how you can analyze and get to the root causes of whatever challenges you face." – Aku Pauline Odinkemelu.   Real Life Real Leaders is dedicated to exploring the real stories behind some of the world's most outstanding inspirational leaders. Each new episode teaches the highs and lows of building a successful business and uncovers the attributes that make a great leader.    Resources: Our Iceberg Is Melting by John Kotter https://www.ouricebergismelting.com/   Get connected socially with Aku Pauline Odinkemelu: https://www.linkedin.com/in/aku-odinkemelu-b3823070   Get connected socially with host Bonnie Hagemann: https://www.linkedin.com/in/bhagemann/  https://edainc.io/  https://mobile.twitter.com/bonnie_hagemann  https://www.linkedin.com/showcase/real-life-real-leaders-podcast/    This podcast is proudly produced in partnership with podlad.com

On the 39th episode of Enterprise Software Innovators, host Evan Reiser (Abnormal Security) talks with Reena Tiwari, Chief Information Officer of LexisNexis. With over 10,000 employees in over 160 countries, LexisNexis is the global leader in tooling and resources for legal research, boasting the world's largest database for legal and public records information. In this conversation, Reena shares her thoughts on AI integration at LexisNexis, AI applications transforming the legal space, and navigating future trends of AI skills development. Quick hits from Reena:On the importance of AI democratization: “It shouldn't be this one person sitting in the ivory tower on top because they are in the AI space, and they get a different privilege. No, everybody should be using those kinds of tools and technologies to improve their day to day lives.”On introducing generative AI to enterprise teams: “The way I try to coach my team is to really educate ourselves first. What is generative AI? How is it different from the other types of AIs that we have used in the past? Once we understand, then really question our processes.”On how Lexis+ AI is different from other models: “They [other AI models] don't have real data behind them. Because it's gleaned from websites and they can't name the source of the information. That's where we bring value. We use the latest and greatest technology, which we have been evolving for the last decade, and use that data we have. We implement all of that data to create [Lexis+ AI]. The solution that we provide to our customers is real and it helps them in improving their productivity and efficiency, so they can get their answers faster."Recent Book Recommendation: Our Iceberg Is Melting by John Kotter & Holger Rathgeber--Like what you hear? Leave us a review and subscribe to the show on Apple, Google, Spotify, Stitcher, or wherever you listen to podcasts.Enterprise Software Innovators is a show where top tech executives share how they innovate at scale. Each episode covers unique insights and stories that will help you succeed as a technology leader. Find more great lessons from tech leaders and enterprise software experts at https://www.enterprisesoftware.blog/ Enterprise Software Innovators is produced by Luke Reiser and Josh Meer.

Dr. Deming developed his philosophy over time and in conversations with others, not in isolation. As learners, we tend to forget that context, but it's important to remember because no one implements Deming in isolation, either. In this conversation, Bill Bellows and host Andrew Stotz discuss how there's no such thing as a purely Deming organization and why that's good. TRANSCRIPT 0:00:02.2 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussions with Bill Bellows, who has spent 30 years helping people apply Dr. Deming's ideas to become aware of how their thinking is holding them back from their biggest opportunities. Today is episode 20, entitled, System of Profound Wisdom. Bill, take it Away.   0:00:31.6 Bill Bellows: But not just for 30 years. I forgot to say I started when I was 12.   0:00:36.6 AS: Yes. [laughter] Yes. And you've got the hair to prove it.   [laughter]   0:00:43.7 BB: All right. Now, actually, I was thinking the proposal and the title, I thought... I mean, System of Profound Wisdom is cool, System of Profound Questions. Either one of those is good. Let's see which title comes out.   0:00:57.6 AS: Yeah. And I think we'll have to also understand that may some listeners that may not even know what System of Profound Knowledge means, they've been listening. They do. But if today's their first episode, we also gotta break that down, just briefly.   0:01:10.9 BB: Yeah. Okay, let's do that. All right. Well, let me give an opening a quote from Dr. Deming from chapter three, and then we can explain this SoPK, System of Profound Knowledge, thing. But in chapter three of Dr. Deming's last book, The New Economics, the last edition, edition three, came out in 2018. And chapter three, Dr. Deming says, "We saw in the last chapter, we are living under the tyranny of the prevailing style of management. Most people imagine that this style has always existed. It is a fixture. Actually, it is a modern invention a trap that has led us into decline. Transformation is required. Education and government, along with industry, are also in need of transformation. The System of Profound Knowledge to be introduced in the next chapter is a theory for transformation." So you wanna...   0:02:15.4 AS: That's good.   0:02:16.7 BB: So let's say something. Let's just say something about SoPK. How would you explain that?   0:02:23.1 AS: Yeah. Well, actually, I wanna talk very briefly about what you just said, because it's just...   0:02:27.1 BB: Oh, sure.   0:02:29.6 AS: At one point, I thought, "It's a system of knowledge." But he just said it was a system of transformation.   0:02:38.7 BB: It's a theory for transformation.   0:02:40.1 AS: A theory for transformation. Okay, got it. I see. And one of the things that I... I look at Toyota so much just 'cause it's so fascinating and how they've survived all these years, the continuity in the business, the continuity and the profitability of the business, the continued march to become the number one auto producer in the world, and having faced all the ups and downs and survived. And I just think that what they have is a learning organization. No matter what the challenge is, they're trying to apply learning tools, like System of Profound Knowledge, like PDSA, to try to figure out how to solve this problem. And I think that many companies, including at times my companies, [chuckle] we sometimes will scramble and we'll lose knowledge and we won't gain knowledge. And so the System of Profound Knowledge, to me, is all about the idea of how do we build a base of knowledge in our business and then build upon that base of knowledge rather than destroy it when the new management comes in or when a new management idea comes in.   0:04:00.7 AS: And that's something I've just been thinking about a lot. Because I do know a company that I've been doing some work with, and they basically threw away a huge amount of work that they did on System of Profound Knowledge and stuff to go with the prevailing system of management, is like going back. And now, they just produced a loss in the first quarter, and I just think, "Interesting. Interesting."   0:04:27.6 BB: Well, a couple things come to mind based on what you said. One is I would propose that Toyota, I'm in agreement of "Toyota's a learning organization." And that'll come up later. I've got some other thoughts on learning organizations. And we know that they were influenced by Dr. Deming. To what degree, I'm not sure of. Shoichiro Toyoda, who is one of the sons of the founder of the Toyota Motor Car Company, was honored with a Deming prize in 1990. And I believe it came from JUSE, as opposed to the American Society for Quality. One or the other. He was honored with a Deming Prize.   0:05:32.0 AS: Yep.   0:05:33.5 BB: Again, I don't know if it's Deming Prize or Deming Medal. But I know he was honored. What's most important, the point I wanna make is, upon receiving it he said, "There is not a day that goes by that I don't think about the impact of Dr. Deming on Toyota." But, if I was to look at the Toyota Production System website, Toyota's Toyota Production System website, which I've done numerous times, I'd be hard-pressed to find anything on that page that I could say, "You see this word, Andrew? You see this sentence, Andrew? You see this sentiment? That's Deming." Not at all. Not at all. It's Taiichi Ohno. It's Shigeo Shingo. I'm not saying it's not good, but all those ideas predate Deming going to Japan in 1950. Taiichi Ohno joined Toyota right out of college as an industrial engineer in 1933, I believe. The Japanese Army, I mentioned in a previous episode, in 1942, wanted him to move from Toyota's loom works for making cloth to their automobile works for making Jeeps. This comes from a book that I would highly recommend. Last time we were talking about books. I wanted to read a book, I don't know, maybe 10 years ago. I wanted to read a book about Toyota, but not one written by someone at MIT or university. I didn't wanna read a book written by an academic. I've done that.   0:07:15.1 BB: I wanted to read a book by somebody inside Toyota, get that perspective, that viewpoint. And the book, Against All Odds, the... Wait I'll get the complete title. Against All Odds: The Story of the Toyota Motor Corporation and the Family That Changed it. The first author, Yukiyasu Togo, T-O-G-O, and William Wartman. I have a friend who worked there. Worked... Let me back up. [chuckle] Togo, Mr. Togo, born and raised in Japan, worked for Toyota in Japan, came to the States in the '60s and opened the doors to Toyota Motors, USA. So, he was the first person running that operation in Los Angeles. And it was here for years. I think it's now in Texas. My late friend, Bill Cummings, worked there in marketing. And my friend, Bill, was part of the team that was working on a proposal for a Lexus. And he has amazing stories of Togo. He said, "Any executive... " And I don't know how high that... What range, from factory manager, VPs. But he said the executives there had their use, free use, they had a company car. And he said Togo drove a Celica. Not a Celica. He drove a... What's their base model? Not a...   0:08:56.2 AS: A Corolla?   0:08:57.7 BB: Corolla. Yes, yes, yes. Thank you. He drove a Corolla. He didn't drive... And I said, "Why did he drive a Corolla?" Because it was their biggest selling car, and he wanted to know what most people were experiencing. He could have been driving the highest level cars they had at the time. Again, this is before a Lexus. And so in this book, it talks about the history of Toyota, Taiichi Ohno coming in, Shigeo Shingo's contributions, and the influence of Dr. Deming. And there's a really fascinating account how in 1950, a young manager, Shoichiro Toyoda, was confronted with a challenge that they couldn't repair the cars as fast as they could sell them. This is post-war Japan. They found a car with phenomenal market success. Prior to that, they were trying to sell taxicabs, 'cause people could not... I mean, buying a car as a family was not an option. But by 1950, it was beginning to be the case. And the challenge that Shoichiro Toyoda faced was improving the quality, 'cause they couldn't fix them as fast as they could sell them. And yet, so I have no doubt that that young manager, who would go on to become the chairman, whatever the titles are, no doubt he was influenced by Dr. Deming. But I don't know what that means.   0:10:23.4 BB: That does not... The Toyota Production System is not Deming. And that's as evidenced by this talk about eliminating waste. And those are not Deming concepts. But I believe, back to your point, that his work helped create a foundation for learning. But I would also propose, Andrew, that everything I've read and studied quite a bit about the Toyota Production System, Lean, The Machine That Changed The World, nothing in there explains reliability. To me, reliability is how parts come together, work together. 'Cause as we've talked, a bunch of parts that meet print and meet print all over the place could have different levels of reliability, because meeting requirements, as we've talked in earlier episodes, ain't all it's cracked up to be. So I firmly believe... And I also mentioned to you, I sat for 14 hours flying home from Japan with a young engineer who worked for Toyota, and they do manage variation as Dr. Taguchi proposed. That is not revealed. But there's definitely something going on. But I would also say that I think the trouble they ran into was trying to be the number one car maker, and now they're back to the model of, "If we are good at what we do, then that will follow."   0:11:56.8 BB: And I'm gonna talk later about Tom Johnson's book, just to reinforce that, 'cause Tom, a former professor of management at Portland State University, has visited Toyota plants numerous times back before people found out how popular it was. But what I want to get into is... What we've been talking about the last couple episodes is Dr. Deming uses this term, transformation. And as I shared an article last time by John Kotter, the classic leadership professor, former, he's retired, at the University... Oh, sorry, Harvard Business School. And what he's talking about for transformation is, I don't think, [chuckle] maybe a little bit of crossover with what Dr. Deming is talking about. What we talked about last time is, Deming's transformation is a personal thing that we hear the world differently, see the world differently. We ask different questions. And that's not what Kotter is talking about. And it's not to dismiss all that what Kotter is talking about, but just because we're talking about transformation doesn't mean we mean the same thing.   0:13:10.6 BB: And likewise, we can talk about a Deming organization and a non-Deming organization. What teamwork means in both is different. In a Deming organization, we understand performance is caused by the system, not the workers taken individually. And as a result of that, we're not going to see performance appraisals, which are measures of individuals. Whereas in a non-Deming organization, we're going to see performance appraisals, KPIs flow down to individuals. [chuckle] The other thing I had in my notes is, are there really two types of organizations? No, that's just a model. [chuckle] So, really, it's a continuum of organizations. And going back to George Box, all models are wrong, some are useful. But we talked earlier, you mentioned the learning organization. Well, I'm sure, Andrew, that we have both worked in non-Deming organizations, and we have seen, and we have seen people as learners in a non-Deming organization, but what are they learning? [chuckle] It could be learning to tell the boss what they want to hear. They could be learning to hide information that could cause pain. [chuckle] Those organizations are filled with learners, but it's about learning that makes things worse. It's like digging the pit deeper. What Deming is talking about is learning that improves how the organization operates, and as a result, improves profit. In a non-Deming organization, that learning is actually destroying profit.   0:14:51.8 BB: All right. And early, spoke... Russ, Russ and Dr. Deming spoke for about three hours in 1992. It got condensed down to a volume 21 of The Deming Library, for which our viewers, if you're a subscriber to DemingNEXT, you can watch it in its entirety. All the Deming videos produced by Clare Crawford-Mason are in that. You can see excerpts of volume 21, which is... Believe is theory of a system of education, and it's Russ Ackoff and Dr. Deming for a half hour. So you can find excerpts of that on The Deming Institute's YouTube channel.   0:15:37.0 BB: And what I wanted to bring up is in there, Russ explains to Dr. Deming the DIKUW model that we've spoken about in previous episodes, where D is data. That's raw numbers, Russ would say. I is information. When we turn those raw numbers into distances and times and weights, Russ would say that information is what the newspaper writer writes, who did what to whom. Knowledge, the K, could be someone's explanation as to how these things happened. U, understanding. Understanding is when you step back and look at the container. Russ would say that knowledge, knowledge is what you're using in developing to take apart a car or to take apart a washing machine and see how all these things work together. But understanding is needed to explain why the driver sits on the left versus the right, why the car is designed for a family of four, why the washing machine is designed for a factor of four. That's not inside it. That's the understanding looking outward piece that Russ would also refer to as synthesis. And then the W, that's the wisdom piece. What do I do with all this stuff? And what Russ is talking about is part of wisdom is doing the right things right. So, I wanted to touch upon in this episode is why did Dr. Deming refer to his system as the System of Profound Knowledge? Why not the System of Profound Understanding? Why not the System of Profound Wisdom? And I think, had he lived longer, maybe he would have expanded. Maybe he would have had...   0:17:28.4 BB: And I think that's the case. I think it's... 'Cause I just think... And this is what's so interesting, is, if you look at Dr. Deming's work in isolation and not go off and look at other's work, such as Tom Johnson or Russ, you can start asking questions like this.   0:17:45.7 AS: One thing I was going to interject is that I took my first Deming seminar in 1989, I believe, or 1990. And then I took my second one with Dr. Deming in 1992. And then soon after that, I moved to Thailand and kind of went into a different life, teaching finance and then working in the stock market. And then we set up our factory here for coffee business. But it wasn't until another 10 years, maybe 15 years, that I reignited my flame for what Dr. Deming was doing. And that's when I wrote my book about Transform Your Business with Dr. Deming's 14 Points. And what I, so, I was revisiting the material that had impacted me so much. And I found this new topic called System of Profound Knowledge. I never heard of that. And I realized that, it really fully fledged came out in 1993, The New Economics, which I didn't get. I only had Out of the Crisis.   0:18:49.9 BB: '93.   0:18:49.9 AS: Yeah. And so that just was fascinating to go back to what was already, the oldest teacher I ever had in my life at '92, leave it, come back 10, 15 years later and find out, wait a minute, he added on even more in his final book.   0:19:10.4 BB: Well, Joyce Orsini, who was recruited by Fordham University at the encouragement of Dr. Deming, or the suggestion of Dr. Deming to lead their Deming Scholars MBA program in 1990. Professor Marta Mooney, professor of accounting, who I had the great fortune of meeting several times, was very inspired by Dr. Deming's work. And was able to get his permission to have an MBA program in his name called the Deming Scholars MBA program. And when she asked him for a recommendation, "Who should lead this program?" It was Joyce Orsini, who at the time I think was a vice president at a bank in New York. I'm not sure, possibly in human resources, but I know she was in New York as a vice president.   0:20:10.0 BB: And I believe she had finished her PhD under Dr. Deming at NYU by that time. And the reason I bring up Joyce's name, I met her after Dr. Deming had died. Nancy Mann, who is running a company called Quality Enhancement Seminars with, a, at the beginning one product, Dr. Deming's 4-Day seminar, when Dr. Deming died, and I had mentioned, I was at his last seminar in December '93, she continued offering 4-day seminars. And I met her later that year when she was paired with Ron Moen and they were together presenting it, and others were paired presenting it. And at one point, as I got to know Joyce, she said, "His last five years were borrowed time." I said, "What do you mean?" She said, "He started working on the book in 19'" evidently the '87, '88 timeframe, he started to articulate these words, Profound Knowledge.   0:21:11.0 BB: And I know he had, on a regular basis, he had dinner engagements with friends including Claire Crawford-Mason and her husband. And Claire has some amazing stories of Deming coming by with these ideas. And she said, once she said, "What is this?" And he is, she took out a napkin, a discretely, wrote down the, "an understanding of the difference between intrinsic motivation and extrinsic motivation. Difference between understanding special causes versus common causes." And she just wrote all this stuff down, typed it up. When he showed up the next week, she greeted him at the door and said, and she said, he said, This is Claire. And Claire said, he said, "What's that?" He says, "Well, I took notes last week."   0:21:54.2 BB: And he says, "I can do better." [chuckle] And so week by week by week. And as he interacted with the people around him, he whittled it down. And I'm guessing it put it into some, there's a technique for grouping things, you, where on post-it notes and you come up with four categories and these things all go over here. There's one of the elements of that, one of the 16 had to, or 18 or so, had to do with Dr. Taguchi's loss function. So that could have gone into the, maybe the variation piece, maybe the systems piece. But Joyce said, basically he was frustrated that the 14 Points were essentially kind of a cookbook where you saw things like, "cease dependence on inspection" interpreted as "get rid of the inspectors." And so he knew and I'd say, guided by his own production of a system mindset, he knew that what he was articulating and the feedback were inconsistent.   0:23:01.9 BB: And I've gotta keep trying. And she said, "His last five years on borrowed time as he was dying of cancer, was just trying to get this message out." So I first got exposed to it 19, spring of '90 when I saw him speaking in Connecticut. And I was all about Taguchi expecting him to, I didn't know what to expect, but I knew what I was seeing and hearing from Dr. Taguchi when I heard Dr. Deming talk about Red Beads. I don't know anything about that, common cause and special cause, I didn't know anything about that. And so for me, it was just a bunch of stuff, and I just tucked it away. But when the book came out in '93, then it really made sense. But I just had to see a lot of the prevailing style of management in the role I had as an improvement specialist, become, [chuckle] a firefighter or a fireman helping people out.   0:24:01.5 AS: I noticed as I've gotten older that, I do start to connect the pieces together of various disciplines and various bits of knowledge to realize, so for instance, in my case, I'm teaching a corporate strategy course right now at the university. Tonight's, in fact, the last night of this particular intake. And my area of expertise is in finance, but now I see the connection between strategy and finance, and how a good strategy is going to be reflected in superior financial performance relative to peers. And of course, I know how to measure that very well. So I can synthesize more and more different areas of things that I know things about, that I just couldn't do when I was younger. So I can see, and he was always learning, obviously. So I can see how he, and also I can also see the idea of, I need bigger principles. I need bigger as you said, theory for transformation. I need, I need to be able to put this into a framework that brings all that together. And I'm still feeling frustrated about some of that, where I'm at with some of that, because I'm kind of halfway in my progress on that. But I definitely can see the idea of that coming later in life as I approach the big 6-0.   0:25:37.3 BB: The big 6-0, [chuckle] Well, but a big part, I mean, based on what you're talking about, it ended up... Previously we spoke about Richard Rumelt's work, Good Strategy/Bad Strategy, and I mentioned that I use a lecture by Richard Rumelt, I think it was 2011 or so. It was right after his book, Good Strategy/Bad Strategy came out. He spoke at the London School of Economics, and our listeners can find it if you just did a Google search for Richard Rumelt, that's R-U-M... One M. E-L-T. Good Strategy/Bad Strategy. LSE, London School of Economics. Brilliant, brilliant lecture. And I've seen it numerous times for one of my university courses. And he is like Deming, he doesn't suffer fools. And, it finally dawned on me, Deming organizations, if we can use this simple Deming versus non-Deming or Red Pen versus Blue Pen, and as, George Box would say, all models are wrong, some are useful. If we can use that model, I think it's easy to see that what frustrates Rumelt is you've got all these non-Deming companies coming up with strategies without a method.   0:27:00.0 BB: What Rumelt also talks about is not only do you need a method, but you have to be honest on what's in the way of us achieving this? Again, Dr. Deming would say, if you didn't need a method, why don't you're already achieving the results? And so it just dawned on me thinking the reason he's so frustrated, and I think that's one word you can use to describe him, but if he is talking to senior staff lacking this, an understanding of Deming's work, then he is getting a lot of bad strategies. And organizations that would understand what Dr. Deming's talking about, would greatly benefit from Rumelt's work. And they would be one, they'd have the benefit of having an organization that is beginning or is understanding what a transformation guided by Dr. Deming's work is about. And then you could look up and you're naturally inclined to have good or better strategy than worser strategies.   0:28:02.2 BB: And then you have the benefit of, profit's not the reason, profit is the result of all that. And, but next thing I wanna point out is, and I think we talked about it last time, but I just wanted to make sure it was up here, is I've come across recently and I'm not sure talking with who, but there's this what's in vogue today? Data-driven decisions. And again, whenever I hear the word data, I think backed in Ackoff's DIKUW model, I think data-driven. Well, first Dr. Deming would say, the most important numbers are unknown and unknowable. So if you're doing things on a data-driven way, then you're missing the rest of Dr. Deming's theory of management. But why not knowledge-driven decisions, why not understanding-driven decisions And beyond that, why not, right? How long... [laughter] I guess we can... Part of the reason we're doing these Andrew is that we'd like to believe we're helping people move in the direction from data-driven decisions to wisdom-driven decisions, right?   0:29:13.1 AS: Yeah. In fact, you even had the gall to name this episode the System of Profound Wisdom.   0:29:24.0 BB: And that's the title.   0:29:24.9 AS: There it is.   0:29:28.9 BB: But in terms of, I'll give you a fun story from Rocketdyne years ago, and I was talking with a manager in the quality organization and he says, "you know what the problem is, you know what the problem is?" I said, "what?" He says, "the problem is the executives are not getting the data fast enough." And I said, "what data?" He says "the scrap and rework data, they're just not getting it fast enough." So I said, "no matter how fast they get it, it's already happened."   [laughter]   0:30:00.0 BB: But it was just, and I just couldn't get through to him that, that if we're being reactive and talking about scrap and rework, it's already happened. By the time the... If the executives hear it a second later, it's already happened. It's still old news.   0:30:14.7 AS: And if that executive would've been thinking he would've said, but Bill, I want to be on the cutting edge of history.   0:30:23.1 BB: Yeah, it's like...   0:30:24.6 AS: I don't want information, I don't want old information, really old. I just want it as new as it can be, but still old.   0:30:32.9 BB: Well, it reminds me of an Ackoff quote is, instead of... It's "Change or be changed." Ackoff talked about organizations that instead of them being ready for what happens, they create what's gonna happen, which would be more of a Deming organizational approach. Anyway, we talked about books last time and I thought it'd be neat to share a couple books as one as I've shared the Against All Odds Book about Toyota.   0:31:08.8 AS: Which I'll say is on Amazon, but it's only looks like it's a used book and it's priced at about 70 bucks. So I've just...   0:31:16.2 BB: How much?   0:31:16.8 AS: Got that one down? 70 bucks? Because I think it's, you're buying it from someone who has it as a their own edition or something. I don't know.   0:31:23.8 BB: It's not uncommon. This is a, insider used book thing. It's not uncommon that you'll see books on Amazon for 70, but if you go to ThriftBooks or Abe Books, you can, I have found multi-$100 books elsewhere. I don't know how that happens, but it does. Anyway, another book I wanted to reference in today's episode is Profit Beyond Measure subtitle, Extraordinary Results through Attention to Work and People, published in 2000. You can... I don't know if you can get that new, you definitely get it old or used, written by, H. Thomas Johnson. H is for Howard, he goes by Tom, Tom Johnson. Brilliant, brilliant mind. He visited Rocketdyne a few times.   0:32:17.1 BB: On the inside cover page, Tom wrote, "This book is dedicated to the memory of Dr. W. Edwards Deming, 1900-1993. May the seventh generation after us know a world shaped by his thinking." And in the book, you'll find this quote, and I've used it in a previous episode, but for those who may be hearing it first here and Tom's a deep thinker. He's, and as well as his wife Elaine, they're two very deep thinkers. They've both spoke at Rocketdyne numerous times. But one of my favorite quotes from Tom is, "How the world we perceive works depends on how we think. The world we perceive is the world we bring forth through our thinking." And again, it goes back to, we don't see the world as it is. We see the world as we are. We hear the world as we are. I wrote a blog for The Deming Institute. If our listeners would like to find it, if you just do a search for Deming blog, Bellows and Johnson, you'll find the blog. And the blog is about the book Profit Beyond Measure. And in there, I said, “In keeping with Myron Tribus' observation that what you see depends upon what you thought before you looked, Johnson's background as a cost accountant, guided by seminars and conversations with Dr. Deming, prepared him to see Toyota as a living system,” right? You talk about Toyota.   0:33:53.9 BB: He saw it as a living system, not a value stream of independent parts. And that was, that's me talking. I mean, Tom talked about Toyota's living system. And then I put in there with the Toyota Production System, people talk about value streams. Well, in those value streams, they have a defect, good part, bad part model that the parts are handed off, handed off, handed off. That is ostensibly a value stream of independent parts 'cause the quality model of the Toyota Production System, if you study it anywhere, is not Genichi Taguchi. It's the classic good parts and bad parts. And if we're handing off good parts, they are not interdependent. They are independent. And then I close with, "instead of seeing a focus on the elimination of waste and non-value added efforts, Johnson saw self-organization, interdependence, and diversity, the three, as the three primary principles of his approach, which he called Management By Means." And so what's neat, Andrew, is he, Tom was as a student of Deming's work, attending Dr. Deming seminars, hearing about SoPK, System of Profound Knowledge, and he in parallel developed his own model that he calls Management By Means. But what's neat is if you compare the two, there's three principles. So he says self-organization.   0:35:31.0 BB: Well, that's kind of like psychology and people. So we can self-organize interdependence, the other self-organized, but we're connected with one another. So that's, that's kind of a systems perspective there as well. And the third one, diversity. So when I think of diversity, I think of variation. I can also think in terms of people. So that what I don't see in there explicitly is Theory of Knowledge. But Tom's developing this model in parallel with Dr. Deming's work, probably beginning in the early '80s. And part of what Tom had in mind, I believe, by calling it Management By Means, is juxtaposing it with that other management by, right? You know the other one, Andrew, management by?   0:36:33.8 AS: You mean the bad one or the good one, Management By Objective?   0:36:37.8 BB: Or Management By Results. Or Dr. Deming once said, MBIR, Management by Imposition of Results. But what's neat is, and this is what I cover and with my online courses, Tom is really, it's just such insight. Tom believes that treating the means as the ends in the making. So he's saying that the ends are what happen when we focus on the means, which is like, if you focus on the process, you get the result. But no, MBIR, as we focus on the result, we throw the process out the window. And so when I've asked students in one of my classes is, why does Tom Johnson believe that treating the means as an ends in the making is a much surer route to stable and satisfactory financial performance than to continue as most companies do? You ready, Andrew? To chase targets as if the means do not matter. Does that resonate with you, Andrew?   0:37:44.1 AS: Yes. They're tampering.   0:37:46.8 BB: Yeah. I also want to quote, I met Tom in 1997. I'm not sure if this... Actually, this article is online and I'll try to remember to post a link to it. If I forget, our listeners can contact me on LinkedIn and I'll send you a link to find the paper. This is when I first got exposed to Tom. It just blew me away. I still remember there at a Deming conference in 1997, hearing Tom talk. I thought, wow, this is different. So, Tom's paper that I'm referencing is A Different Perspective on Quality, the subtitle, Bringing Management to Life. Can you imagine? “Bringing Management to Life.” And it was in Washington, DC, the 1997 conference. And then Tom says, this is the opening. And so when Tom and his wife would speak at Rocketdyne or other conferences I organized.   0:38:44.0 BB: Tom read from a lectern. So he needed a box to get up there and he read, whereas Elaine, his wife, is all extemporaneous. Both deeply profound, two different styles. So what Tom wrote here is he says, "despite the impression given by my title, Professor of Quality Management, I do not speak to you as a trained or a certified authority on the subject of quality management. I adopted that title more or less casually after giving a presentation to an audience of Oregon business executives just over six years ago. That presentation described how my thinking had changed in the last five years since I co-authored the 1987 book, Relevance Lost, the Rise and Fall of Management Accounting, and the talk which presaged my 1992 book, Relevance Regained." And this is when he... After he wrote, Relevance Lost, he went on the lecture circuit, he met the likes of Peter Scholtes and Brian Joiner, got pulled into the Deming community.   0:39:45.4 BB: And then he wrote this scathing book called Relevance Regained and the subtitle is... I think our audience will love it, From Top-Down Control to Bottom-Up Empowerment. Then he goes on to say, "in that I told how I had come to believe that management accounting, a subject that I had pursued and practiced for over 30 years." Over 30 years, sounds familiar. Then he says, "could no longer provide useful tools for management. I said in essence that instead of managing by results, instead of driving people with quantitative financial targets, it's time for people in business..." And this is 30 years ago, Andrew. "It's time for people in business to shift their attention to how they organize work and how they relate to each other as human beings. I suggested that if companies organize work and build relationships properly, then the results that accountants keep track of will what? Take care of themselves."   0:40:50.8 AS: It's so true, it's so true.   0:40:54.1 BB: Yeah, it sounds so literally Tom was writing that in 1999, 2000. Well, actually no, that was 1997, that was 1997, but the same sentiment.   0:41:03.4 AS: It just makes me think of the diagram that we see and that Deming had about the flow through a business, it's the same thing as of the flow from activity to result.   0:41:20.6 BB: Yes.   0:41:21.9 AS: And when we focus on the result and work backwards, it's a mess from a long-term perspective, but you can get to the result. It's not to say you can't get to the result, but you're not building a system that can replicate that. But when you start with the beginning of that process of how do we set this up right to get to that result, then you have a repeatable process that can deliver value. In other words, you've invested a large amount in the origination of that process that then can produce for a much longer time. Um, I have to mention that the worst part of this whole time that we talk is when I have to tell you that we're almost out of time 'cause there's so much to talk about. So we do need to wrap it up, but, yeah.   0:42:09.3 BB: All right. I got a couple of closing thoughts from Tom and then we'll pick this up in episode 21.   0:42:21.3 AS: Yep.   0:42:22.9 BB: Let me also say, for those who are really... If you really wanna know... I'd say, before you read The New Economics... I'm sorry, before you read Profit Beyond Measure, one is the article I just referenced, “Bringing Quality to Life” is a good start. I'd also encourage our readers to do a search. I do this routinely. It shouldn't be that hard to find, but look for an article written by Art Kleiner, Art as in Arthur, Kleiner, K-L-E-I-N-E-R. And the article is entitled, Measures... The Measures That Matter. I think it might be What Are The Measures That Matter? And that article brilliantly written by Kleiner who I don't think knows all that much about Deming, but he knows a whole lot about Tom Johnson and Robert Kaplan, who together co-authored "Relevance Lost" and then moved apart. And Tom became more and more Deming and Kaplan became more and more non and finally wrote this article.   0:43:35.6 AS: Is this article coming out in 2002, "What Are The Measures That Matter? A 10-year Debate Between Two Feuding Gurus Shed Some Light on a Vexing Business Question?"   0:43:46.4 BB: That's it.   0:43:47.2 AS: There it is and it's on the...   0:43:47.4 BB: And it is riveting.   0:43:50.8 AS: Okay.   0:43:50.8 BB: Absolutely riveting. Is it put out by...   0:43:54.0 AS: PwC, it looks like and it's under strategy...   0:43:58.5 BB: Pricewaterhouse...   0:43:58.8 AS: Yeah, strategy and business.   0:44:00.2 BB: PricewaterhouseCooper? Yeah.   0:44:01.3 AS: Yeah.   0:44:03.1 BB: And 'cause what's in there is Kleiner explaining that what Tom's talking about might take some time. You can go out tomorrow, Andrew, and slash and burn and cut and show instant results. Now what you're not looking at is what are the consequences? And so... But... And then... But Kleiner I think does a brilliant job of juxtaposing and trying to talk about what makes Kaplan's work, the Balanced Scorecard, so popular. Why is Tom so anti that?   0:44:37.9 BB: And to a degree, it could be for some a leap of faith to go over there, but we'll talk about that later. Let me just close with this and this comes from my blog on The Deming Institute about Profit Beyond Measure and I said, "for those who are willing and able to discern the dramatic differences between the prevailing focus of systems that aim to produce better parts with less waste and reductions to non-value-added efforts," that's my poke at Lean and Six Sigma, "and those systems that capitalize on a systemic connection between parts. Tom's book, Profit Beyond Measure, offers abundant food for thought. The difference also represents a shifting from profit as the sole reason for a business to profit as the result of extraordinary attention to working people, a most fitting subtitle to this book."   0:45:35.9 AS: Well, Bill, on behalf of everyone at The Deming Institute, I want to thank you again for the discussion and for listeners, remember to go to deming.org to continue your journey. If you wanna keep in touch with Bill, just find him on LinkedIn. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, "People are entitled to Joy in work" and I hope you are enjoying your work.    

What happens if you transform HOW you think? In this episode, Bill Bellows and host Andrew Stotz discuss the problem of thinking in one dimension at a time (as we were taught in school) and its impact on our ability to solve problems. BONUS: Book recommendations to broaden your understanding of Deming and more. TRANSCRIPT 0:00:02.1 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussion with Bill Bellows, who has spent 30 years helping people apply Dr. Deming's ideas to become aware of how their thinking is holding them back from their biggest opportunities. The topic for today is, well, episode 19, Transforming How we Think. Bill, take it away.   0:00:29.9 Bill Bellows: And good evening, Andrew.   0:00:35.8 AS: Good evening.   0:00:36.2 BB: And, but just as a point of clarity, I view it as transforming how we think about our thinking. And that's what I've been focusing on for the, since the mid, the early '90s is not how we think, but what is our awareness of our thinking, and I think that ties in well with SoPK. So first in late breaking news, I am seeing with new eyes, Andrew. Literally, I've got new monofocal lenses in both eyes. The left eye three weeks ago, the right eye, a week ago. I was told about five years ago, eventually I'll have to have cataract surgery. And I spoke with a few friends who had it done, and they said, oh, it's easy. And what was so amazing was it was easier than they said. It was.   0:01:41.0 BB: But one neighbor who's had it done, and kind of a sad note is he claims, and I've not double checked this, he's a sharp guy. He claims 80% of the world's population would benefit from cataract surgery that they don't have access to and eventually go blind. And I don't know, I can believe, and he is in fact he's quoted me twice on that. But I am literally seeing with new eyes. The grays are now, shades of gray, are now shades of blue. When I look at the sky. My depth perception's a whole lot better. And so it ties in well with all this vision therapy stuff. So.   0:02:36.8 AS: Aren't you glad that those machines are high quality and the operations that they do are high quality?   0:02:41.6 BB: Oh, yeah.   0:02:42.4 AS: Just one little mistake on that one. And, that's...   0:02:46.2 BB: Well, and I'm signing the documents and there's a little bit of a flutter when I'm signing, in terms of the liability. And one friend's mom had a bad cataract procedure, so it doesn't always go. And I shared this with Kevin. Kevin's had the same, as likewise had the procedure done. And we shared the anxieties and then it worked out well. But yeah when I signed that form that there was in the event, and I thought, whoa, that'd be, anyway, it worked. All right, so where I want to pick up in episode 19 is where we left off with episode 18. And there near the end, I referenced from Dr. Deming. He says Dr. Deming says in chapter three of The New Economics, and he says, "we saw in the last chapter that we're living under the tyranny of the prevailing style of management. Most people imagine this style has always existed. It is a fixture. Actually," he said, "it's a modern invention, a trap that has led us into decline. Transformation..."   0:04:03.0 BB: You remember that word from last time? Okay. "Transformation is required. Education and government, along with industry are also in need of transformation. The System of Profound Knowledge will be introduced in the next chapter. To be introduced in the next chapter is a theory for transformation." So I've got some bullet points and I want to get into the additional chapters and references from The New Economics on Dr. Deming's use of the term transformation. 'Cause I think what he's talking about... SoPK is a theory for transformation. So I think it's just not enough to talk about SoPK without understanding how does that fit in with what Dr. Deming's talking about?   0:04:49.0 AS: And for the listeners who come out of the blue here, SoPK stands for the System of Profound Knowledge.   0:04:56.1 BB: Yes. And system then gets into elements and the four elements that Dr. Deming proposed in The New Economics, going back to the late '80s when he started to put these thoughts together. We need to think about the elements of Profound Knowledge are looking at things as a system and understanding of variation and appreciation of psychology. That's the people aspect. And then theory of knowledge, which gets into what he would explain as how do we know that what we know is so. So the one thing I wanted to bring up on the System of Profound Knowledge is conversations with Dick Steele. And a neat way of looking at the System of Profound Knowledge is to say, well, what if we were to look at some data points, one element, we look at variation, and we see some data the output of a process.   0:06:00.0 BB: We see it go up and down. Well, if that's the only element we have, then we can't ask what caused that, 'cause that's the upstream system. Well, that's the system piece. We cannot talk about what does this variation do downstream? That's the system piece. We cannot talk about how might we change that. That might get into the theory of knowledge or would get into the aspect of the theory of knowledge and some theories as to how we can go about changing the average, changing the amount of variation. And then what that leads us immediately to is, where do those ideas come from but people.   0:06:44.7 BB: So it's kind of, I think it's interesting. So Dr. Deming says the elements, but it's as connected to each other. So what I explain to the students in my courses is, in the beginning, and I remember when I'm looking at this, I'm looking at the elements. I'm thinking, okay, that variation, that's the Control Chart stuff. Common causes, special causes, well, it also includes variation in people. Oh, now we're talking about the people stuff. And then, so I find it interesting is it is easy to look at them as separate, but then in time they meld together really well. So it's not to say that we shouldn't start out looking at things as the elements 'cause I think that's what our education system does. In fact, there's a great documentary I watched a few years ago with Gregory Bateson, who was born in 1900 or so, passed away in the 1980s.   0:07:52.6 BB: And when I ask people have you ever heard of Gregory Bateson? They say, no. I say, well, have you heard of Margaret Mead? Yeah. Well, they were married once upon a time. That was her, he was her first husband. And so Bateson gives a lecture in this documentary that his daughter produced. And he says, and he is at a podium. You don't see the audience. You just see he's at a lectern. And he says, you may think that there's such a thing as psychology, which is separate from anthropology, which is separate from English, which is separate from... And he goes on to imply that they really aren't separate. But then he says, "Well, think what you want."   0:08:38.1 AS: Think what you want.   0:08:39.7 AS: And I thought that's what the education system does. It has us believe that these things are all separate. And so that's what's kind of neat. Yeah. And, but again, I think when you go to school, you're learning about history, then you learn about math. But one thing I noticed later on, many years later was the history people never talked about, if they talked about the philosopher who was well known in mathematics, we didn't hear that mathematics piece, nor in the math class did we hear about this person as a historical figure. We just learned about... And so the education system kind of blocks all that out. And then years later when we're outta school, we can read and see how all this stuff comes together and it does come together. So the one big thing I wanna say is that, is I think it's neat to look at something with just one of those elements and then say, how far does it go before you need the others to really start to do something?   0:09:47.0 BB: And that gets into the interactions. And by interactions, I mean that when you're talking about variation and you're thinking about people are different, how they feel is different, how they respond is different. Now you're talking about the interaction between psychology, at least that's one explanation of the interaction between people amd psychology. I wanna share next an anecdote. I was at a UCLA presentation. A friend of mine turned me on to these maybe once a month kind of deal to be an invited speaker. 70 people in the room. And these were typically professors from other universities, authors, and there is one story I wanna share is a woman who had written a book on why really smart kids don't test well in secondary schools. And there were a good number of people there.   0:10:45.6 BB: And I'm listening to all this through my Deming lens, and she's talking about how kids do on the exams. That goes back to an earlier podcast. How did you do on the exam? And so I'm listening to all this and she's drawing conclusions that these students are really smart, but they freak out. And then how might they individually perform better? As if the greatest cause by them all by themselves. And so afterwards, I went up and stood in line and I had a question for her that I deliberately did not want to ask in front of the entire room. 'Cause I wanted her undivided attention, and I really wanted to see where she'd come with this. 'Cause perhaps it could lead to an ongoing discussion. So I went up and introduced myself and I think I said something like, are you familiar with W. Edwards Deming? And I believe she said she was. I think she was a psychologist by background. And then I moved into the... Essentially the essence of what if the grades are caused by the system and not the student taken separately, which she acknowledged. She's like, yeah, that makes sense. And I remember saying to her, "Well then how might that change your conclusions?"   0:12:11.2 BB: And so I throw that as an example of... Deming's saying you could be an expert in, you know, you just look at something. Actually, when that comes to mind is Deming is saying something like shouldn't a psychologist know something about variation? Well, shouldn't a psychologist know something about systems? And I didn't maintain a relationship with her, but it was just other things to do. Next I wanna share a story. And I wrote this up in an article. Then when this is posted...   0:12:49.0 BB: Typically these are posted on LinkedIn. Then I'll put a link into the article. And it's a classic story that Russ Ackoff was very fond of saying, and I heard the story told quite a few times before I started to think about it a little bit differently. So the story is he was working for General Electric back in the 1960s. He is in a very high level meeting. And in the room is this, the then CEO of GE, Reginald Jones and all of the senior VPs of General Electric are in the room. And Russ... I'm guessing he was doing, I know Russ did a lot of work with Anheuser-Busch, and he did a lot of work with GE. So Russ says he is in the room. There's maybe a dozen of these senior VPs of plastics of all the different GE divisions.   0:13:41.2 BB: And there's, Russ said there's one of them that was relatively new in a senior VP position, now over plastics or over lighting or whatever it was. And at one point he gets up. And one by one he raises a question with each of his peers. Something like, "Andrew, I noticed last year you installed a new software system." And you would say, "yeah, yep, yep." And I said, "I noticed you went with..." Let's say Apple, "you went with Apple Software", and you're like, "yeah," "that's what I thought. Yeah, you went with Apple." And then you might say something like, "why do you ask?" And he says, "well, the rest of us use Microsoft products. And it just seems kind of odd that you would go off and buy something different."   0:14:41.0 BB: And the point, and Russ didn't get into these details, the essence was every single one of them he'd figured out over the last year had made a decision, pretty high level decision that that senior VP felt was good for that division, but not good for General Electric. And Russ said what got his attention was, he wasn't sitting in that room hearing those conversations and he hears one decision then another, now he's got a whole list. So Russ says, he goes around the room and calls out every single one of his peers. So, and Russ shared this in one phone call, the Ongoing Discussions that I've mentioned. And people said, Russ, do you have that documented? And he is like, well, I don't think I have that any anymore. But somebody else asking.   0:15:35.3 BB: And then no sooner was the call over I had some friends call me up, said, "Bill, can you ask Russ if you have that, if he can get a copy of that? It's probably on his shelf. You're in his office". I said to one friend. I said, "so you'd be surprised that a member of Parliament does what's best for his district and not what's best for the United Kingdom. You think, you'd be surprised that a congressman from Los Angeles is gonna do what's best for Los Angeles, not what's best for the country.   0:16:07.2 BB: So you're telling me you're surprised by that?" Well, "no, no, no." I said, "well then why do you have to have the documentation?" So that's one aspect of it. So I heard that story again and again. And so finally it, I said, wait a minute, wait a minute. So I said, "Russ, on that story, you being in the room with GE?" He says, yeah. He says, I know you don't have the documentation, I said, "but what happened after this guy called them all out? How did that go down?" He says, "one of the peers looks at this guy and says, so what's your point?"   0:16:42.3 BB: And the meeting moved on. And I wrote that for an article for the Lean Management Journal called, "You Laugh, It Happens". And when I look at that through the lens of the System of Profound Knowledge, is that surprising that that goes on? No, not at all. I wanna reference a couple books that I don't think I've mentioned at all. And I share these because for the Deming enthusiasts, these books have some brilliant examples of in different arenas that I think you absolutely love and you can use in your classes, use in your education, whatever. All fairly recent. The first one is "The Tyranny of Metrics" written by a historian. He is an American University historian, Jerry Mueller, and he has, I mean, Dr. Deming would just love this. Oh, bingo! Bingo! Bingo! Thank you.   0:17:48.4 AS: Yep. There it is. "The Tyranny of Metrics".   0:17:50.1 BB: Right?   0:17:50.7 AS: Yep.   0:17:51.3 BB: Right. Is that a great one?   0:17:53.2 AS: That's a great book. And you can follow him on Twitter also. He does do a lot of posts there.   0:18:00.4 BB: Now I reached out to him 'cause I relished the book 'cause the stories were just, you just can't make up all those stories. I mean the story that I shared with Russ is nothing in comparison to what Muller has in the book. I just don't believe that Muller has a solution that can... I don't think, I think the only thing missing from the book is if he had an understanding of the System of Profound Knowledge, he'd have a far better proposal as to what to do.   0:18:31.8 AS: Yeah. I read that and I felt similar that there was something that was missing there. It was, it was great stories as you say, but how do we connect that? How do we apply that? And what's the root cause here? And how do we, this, there was just... That was missing from it. And maybe that should be his next book.   0:18:53.9 BB: Oh, enormously. But it's worth reading regardless.   0:18:57.3 AS: Yeah. Agreed.   0:19:00.1 BB: But I was, I was, I wasn't surprised. I'd say this. He honestly tried to offer a proposal, but I just looked at it and said, Professor Muller, you would just love it. In fact, I believe I reached out to him. I don't know that I heard from him. Alright, that's one book.   0:19:17.1 AS: That reminds me of what Dr. Deming said. "How would they know?"   0:19:21.3 BB: Exactly. Exactly.   0:19:22.4 AS: So if he hadn't been exposed to the System of Profound Knowledge...   0:19:25.3 BB: Oh, no. No, no, no.   0:19:25.7 AS: Then it would be hard to pull it all together. Yep. Okay.   0:19:28.8 BB: Yeah. So the next book, which is somewhere behind you in your bookshelf, is "The End of Average" by Todd...   0:19:36.8 AS: Actually, I don't think I have that one.   0:19:39.4 BB: By Todd Rose, who's a research fellow at Harvard. It's a riveting book. Oh, Andrew, you would absolutely love it. Just, he goes back ages. I mean, hundreds of hundreds of years and looks at how lost we became... How lost civilizations were dealing with trying to make, deal with averages. And the book opens with the most riveting story. And I started reading this and immediately I started thinking, "Okay, okay, okay, okay." And I figured it out. So in the opening paragraph, he says, In one day in 1949, there were 17 military planes crashed. In one day. 17 military planes crashed in one day. And this was... It would have been after the Air Force separated from the Army Air Corps. And so I started thinking, okay, late '40s, planes are going faster. The US industry has German technology, and... Because the Germans had jet engines in the late '40s. So I'm thinking it's about speed. It's about something about speed, something about speed. And there's more and more planes flying.   0:21:06.6 BB: So they grounded the fleet. They had a major investigation, brought in this young guy as a data researcher. And he passed away a few years ago, I did some research with him recently. And what he found was the cockpits were designed, you're writing, Andrew, for the average size pilots. Everything in the cockpit was fixed for the average arm length, the average hand length, the average finger length, the average height, the... Everything about... All these measurements on the torso, the cockpit had, everything was fixed. And that's exactly what I thought was going on. As the planes are going faster and faster, reaction times need to be faster and faster. And they're not. So his research was, they went off and measured thousands of pilots and found out that there was no pilot met the average.   0:22:11.2 AS: Oh, God.   0:22:11.3 BB: And the conclusion was... And again, until the plane started flying faster, that was not an issue. And that's what I was thinking with all my training in problem solving, decision making, what is going on there? What is going on there? And that's what changes the... I mean, the speed was accelerating, but compounded by the fixed geometry. So the solution by the government Pentagon, to the contractors was, add flexibility to the cockpit, allow the seat to move up and down, and then the auto industry picked up on that evidently. And so this is one example of how a fixation on average and a number of other stories outside of engineering it's just fascinating.   0:23:01.4 AS: Let me just summarize. The End of Average by Todd Rose. And it was published in about 2016. It's got a 4.5 out of 5 review on Amazon with 1,000 ratings and has a very high for Goodreads review of about 4.1. So I'm definitely getting that one. I don't have it and I'm buying it.   0:23:22.1 BB: Yeah. And it's again, he, I believe in there he offers what we should do instead, which again, I think would be, benefit from an understanding of SoPK. And so, again, for the Deming enthusiast, there is stuff in those two books, which you'll just love. And the third book came out at, I think, 2020 during the pandemic, The Tyranny of Merit, that tyranny word again, by Michael Sandel from Harvard. And I believe we've spoken about him before. And it's the tyranny of meritocracy, which is the belief that I achieved my success all by myself. I earned the grade all by myself. Everything I've done, I've done all by myself. There is no greater system. And I've written... In fact I sent an email to Michael Sandel complimenting him for the book and trying to point out that everything he's talking about fits in very well with Deming's work and that the issues are bigger than that.   0:24:34.4 BB: And I have not yet heard back, but he's a busy guy. But those three books are I would say, must reads. Then I go on to say that, because I used earlier that Dr. Deming talked about we are living under the tyranny of the prevailing style of management. So then I looked. I wanted to, so what exactly is this tyranny stuff? I mean, I'm so used to the word, so I wanted to go back and get a definition. "Tyranny is often synonymous with cruelty and oppression." And I said, that's... Yeah. Yeah. Oh, absolutely. All right.   0:25:26.4 BB: So, next, I wanna talk about... In previous podcasts I talked about work at Rocketdyne, what we called an... In the beginning it was called A Thinking Roadmap. And then as we got turned on to thinking about thinking, we changed that to An InThinking Roadmap. And that constituted roughly 220 hours of training over a dozen or so courses. So we had a one day class in Edward de Bono's Six Thinking Hats, a one day class in his, in other, actually two days in some of his other. So anyways, we had a number of courses on de Bono's work. I had a 40-hour intro course to Taguchi methods and a 40-hour advanced class in Dr. Taguchi's work. We had a 9-hour session called Understanding Variation. We had a things we were trained in that were developed by others, and then things we designed ourselves.   0:26:36.6 BB: And in the courses are tools and techniques. So tools are a cell phone, a slide rule, a computer. And the technique is how do we use it? And they provide what Ackoff would call efficiency, but also a number of these courses were inspired by Dr. Deming and Russ Ackoff were about improving effectiveness. And I got into concepts and strategies. And then what I wanted to mention that I don't think I've mentioned before is the whole concept of an InThinking Roadmap, and in this thinking about our thinking, which is a big part of the theme for tonight is, as that was inspired by, in the early '90s, Rockwell, Rocketdyne was then part of Rockwell, every division of Rockwell had a technology roadmap. And that had to be presented to higher and higher levels.   0:27:33.3 BB: What technologies are developing? What's the roadmap? And so more and more and more I heard this tech roadmap, tech roadmap. And then with colleagues, we started thinking about thinking, we thought, we need to have a thinking roadmap to combine with the technology roadmap. So the technology roadmap is gonna be helping us enormously in terms of efficiency, but not effectiveness. And I thought to integrate those two is quite powerful, which is, again another reminder of why Dr. Deming's work is a brilliant foundation for the use of technology. Otherwise, what you end up doing in a non-Deming company is with a cell phone you can increase the speed of blame.   0:28:21.4 BB: All right. So then I went back since last time I did some more research into transformation and came up with some great thoughts from Russ Ackoff. Again, our dear friend Russ Ackoff. And this is from an article that Russ wrote on transformations. And he says, "transformation is not only require recognition of the difference between what is practiced and what is preached. He says a transformation called four years ago by Donald Schön in his book Beyond the Stable State," and this is a 1991 book, he said, "it requires a transformation in the way we think.”  “Einstein," Russ says "put it powerfully and succinctly." He says, "without changing our patterns of thought, we'll not be able to solve the problems we created with our current pattern of thought."   0:29:08.2 BB: Russ continues. "I believe the pattern of thought that is required is systemic. It is difficult if at all possible to reduce the meaning of systemic thinking to a brief definition. Nevertheless, I try. Systemic thinking," again from Russ, "is holistic versus reductionist, synthetic versus analytic. Reductionist and analytic thinking derived properties from the whole, from the parts, from the properties of their parts. Holistic and synthetic thinking derived properties of parts, from the property of the whole that contains them." So I thought it was neat to go back and look at that. And then I want, more from Russ. "A problem never exists in isolation. It's surrounded by other problems in space and time. The more of a context of a problem that a scientist can comprehend, the greater are his chances of truly finding an adequate solution."   0:30:11.4 BB: And then, and so when I was going through this over the last few days, thinking, boy, I wish Dr. Deming defined transformation, it would've been, if he had an operational definition. But I thought, but wait a minute. 'Cause part of what I'm finding is, in my research, an article I came across years ago, Leading Change in the Harvard Business Review, a very popular article, 1995, by John Kotter, Why Transformations Fail. So Kotter uses that word and the title is Leading Change: Why Transformations Fail. And he is got establishing... Eight steps of transformation. "Establishing a sense of urgency, forming a powerful guiding coalition, creating a vision, communicating the vision, empowering others to act on the vision, planning for, and creating short-term wins." And under that step, Andrew, he's got a couple of steps, I'd like to get your thoughts on. One is "recognizing and rewarding employees involved in the improvements." So I thought, but of course this is transformation in the realm of the prevailing system of management. And so what that got me... Tossed around on it. I thought, well, wait a minute. There's a bunch of words that Dr. Deming uses that others use, but we know they mean something different. So Dr. Deming...   0:31:56.6 AS: Like I'm thinking, improvement is what he may be talking about.   0:32:02.4 BB: Well, but Dr. Deming talks about teamwork and the need to work together. Everybody talks about that.   0:32:08.1 AS: Yep.   0:32:09.2 BB: But just that we know, in a non-Deming environment, it's about managing actions, completing those tasks in isolation. I can meet requirements minimally, hand off to you, and that in a non-Deming environment, we call teamwork. So what I was thinking is, well, it's not that we need a new, 'cause I was even thinking, maybe we need a new word. Maybe in the Deming community, we should stop using the word transformation and come up with another word. Well, the trouble is, there's a whole bunch of other words that we use from teamwork to work together, to leader, quality. We talk about performance. We talk about root cause versus root causes. We talk about system. And so it's not that we need a new word, we need a new foundation. And that goes back to this notion as you read The New Economics or Out of the Crisis, you're hearing words that Dr. Deming uses that others use like John Kotter, but they're not used in the same context.   0:33:26.2 AS: How would you wrap up the main points you want people to take away from this discussion about transformation?   0:33:38.1 BB: Big thing is, we are talking about transformation. We are talking about seeing with new eyes, hearing with new ears. So the seeing, we talked about last time, is it's not just the systems. We're seeing systems differently. We're seeing variation differently. We're thinking differently about people and what motivates them and inspires them. The psychology piece, the theory of knowledge piece, we're challenging what we know. And then we have to think about all those interactions between two of them, between three of them, between four of them. And so I'd say that it's, the essence is transformation is essential. It is about rethinking our thinking. And I just wanna leave with two quotes. One fairly recent, one a little older. And the first quote, the more recent one from Tom Johnson, "How the world we perceive works depends upon how we think. The world we perceive," Andrew "is a world we bring forth through our thinking."   0:34:44.9 BB: That's H. Thomas Johnson, a dear friend in his 1999 book, Profit Beyond Measure. And my advice to people in reading that book is, do not attempt to read it laying down in bed. It's just, now you can read those other books we talked earlier. I think you can read those lying in bed. But Tom is very pithy. You wanna be wide awake. The last quote I wanna leave is from William James, born in 1842, died in 1910. He was an American philosopher, psychologist, and the first educator to offer a psychology course in the US. He is considered to be a leading thinker of the late 19th century, the father of American psychology, one of the elements of Profound Knowledge. And his quote that I wanna leave you with, Andrew is, "The greatest discovery of my generation is that human beings can alter their lives by altering their attitudes of mind."   0:35:45.2 AS: Whoa. Well, Bill, what an ending. On behalf of everyone at The Deming Institute, I want to thank you again for the discussion. For listeners, remember to go to deming.org to continue your journey. And if you want to keep in touch with Bill, just find him on LinkedIn. This is your host, Andrew Stotz, and I'll leave you with my favorite quote from Dr. Deming. "People are entitled to joy in work."  

Michael Pisciotta serves as the Director of Agronomy for the southern US at Timac Agro USA. In 6 years with Timac Agro his responsibilities have grown as he is involved in his current capacity with product management, marketing, research, development and regulatory aspects for this dynamic specialty fertilizer manufacturer. As a Certified Crop Advisor and a 4R Nutrient Management Specialist, Michael is a leading voice in his geography on specialty fertilizer products, fertilizer regulation/laws, and biological product positioning for grower success. He currently serves on the Board of Directors for the Georgia Plant Food Educational Society and as a member of The Fertilizer Institute's Biostimulant Council. He is also an advocate for responsible nutrient and soil amendment use in the southeastern United States, and he has formed his own consulting firm to help guide responsible farm use of by-products originating from various food processing operations. Michael has undergraduate and graduate degrees from the University of Georgia's College of Agricultural & Environmental Sciences.In this engaging episode of the intentional agribusiness Leader podcast, host Mark Jewell converses with Michael Pisciotta, exploring the deep connections between intentionality, leadership, and the importance of relationship-building in the agribusiness industry. Michael draws from personal and professional experiences to share how leaders can cultivate a more engaged and committed workforce, through clarity and delegation.From discussing the importance of heart in leadership to retention seen as recruitment, the conversation takes a turn through the impact of intentionality in daily operations and long-term goals. Michael and Mark dive into the complexity of leadership, the need for vulnerability in the workplace, and how to achieve personal fulfillment through creativity and aligning priorities.Key Takeaways:Intentional leadership starts from the heart: Michael emphasizes that true intentionality stems from the heart, suggesting that a leader's authentic connection to their work and their people is fundamental for organizational growth and personal satisfaction.Clarity is key for effective delegation: The episode underscores the importance of clarity in communication, illustrating that clear instructions and expectations can empower team members and improve overall results.The importance of vulnerability in a professional setting: Michael recognizes vulnerability as a valuable trait for leaders, crucial for building trust and encouraging open dialogue within a team.Creativity as an energizer: For Michael, seeking creativity is vital to maintaining energy and staying inspired, both personally and professionally.Balancing family and work life: The conversation acknowledges the ongoing challenge to carve out quality time for family amidst demanding work schedules and how strategic planning can improve personal lives.Notable Quotes:"Retention is recruitment, and for me, retaining and getting buy-in continuously from the folks around me is the most important thing I can do to make them feel engaged.""Power is being able to let power go. That's going to help [team members] build what they can be.""Pleasure in the job puts perfection in the work."Resources:Michael Pisciotta mentions the principles from the book "How to Win Friends and Influence People" by Dale Carnegie, highlighting its impact on his approach towards building relationships."Buy-In: How to Keep Your Good Ideas from Getting Shot Down" by John Kotter is recommended as a resource for handling negativity and ensuring the success of good ideas.Join us for the full episode to explore...

In this latest episode of our ‘stories from the field' series, my guest conquers a whole new level of challenge when developing coaching in a school. To date, most of my guests have shared their experiences within one specific setting – a primary school, a post primary school, a state school, or a private school and maybe even an international school amongst others, but no-one has yet to share a story of developing a coaching culture in three separate schools – at the same time. Join me in conversation with Justine Smyth. Justine is currently an executive principal working with the Victorian Academy of Teaching and Leadership based in Melbourne Australia. Just a few years ago Justine was tasked with the formidable challenge of amalgamating no less than three neighbouring primary schools and settling them into a brand new build. Change management guru John Kotter states – “In its most basic sense, leadership is about mobilising a group of people to jump into a better future.” In this episode Justine is going to share with us how she mobilised three separate groups into one better future that paid respect to all three schools.

Ever struggle to enact change at your company? This month's book club book is for you then! I am joined this week by Alex Kern and Chris Zappettini to discuss "Leading Change" by John Kotter. We all discuss how to start change, successes and failures in changes, and more! Check out Zap's IG @zap.consulting Check out Alex's IG @chiefbub ----------------------------------------- Help support the podcast www.patreon.com/withintolerancepodcast

‘'Good is not the enemy of great, it's the enemy of growth.'' Sue Tetzlaff explains the transformational power of a strategy focused on greatness and the formula of leverage, to Jim Cagliostro.   Episode Introduction  Sue shares how creating a volunteer army transformed a struggling community hospital into a profitable, national award-winner, why the patient experience and the employee experience can't be separated and reveals strategies that can move 20% in a patient satisfaction metric in 18 months. She also explains how leveraging greatness in people, service and growth creates a magnet for talent, and why hospitals can never declare victory in greatness.   Show Topics   A moment of realization in a Michigan hospital Good is the enemy of growth  Setting up a formula of leverage Creating a strategy for ‘'greatness'' is not an easy fix The patient experience is tied to the employee experience Growth can happen when leaders ‘'get real''   04:34 A moment of realization in a Michigan hospital  Sue said acknowledging that 75% of employees wouldn't use their own healthcare organization triggered change.  ‘'I remember sitting in a room with the executive team and it was our strategic planning cycle. I had already been there 10 years through three-year strategic planning cycles. We're there at the table again and we're looking that these trends are just as ugly or worse than they were last time. We sat down to craft our strategy for the next three years, and we're looking at them, and one of the things jumped out like no other. It was all ugly, but one thing jumped out to me. 75% of our own employees would not use the healthcare organization that they worked at. And that really reflected of how the community was engaging or not with using their local healthcare services. And so put that in the pile of all the other data that was bad about patient satisfaction, safety, quality, profit, market share, out-migration, everything. When you look at that, all of a sudden, I remember looking up and I looked around at my peers and I said, "I am not going to be on the leadership team that loses this community's important asset. I did not come to this work to do that. And we have to figure it out. We can't just tweak our strategies this next time. We have to do something big and different. If we keep doing what we're doing, we're going to keep getting what we're getting and it is not going to be good. We could actually spiral to closure and lose this important community asset." So that led to me being volunteered, of course, to lead a team to figure this out because it was my moment …''   15:10 Good is the enemy of growth  Sue explained how that realization helped to create the framework of achieving great results.  ‘'You know how Jim Collin says, "Good is the enemy of great." Well, good is the enemy of growth. And my explanation of that is these patterns that we saw. Starting with our very first organization, we saw it there. And sometimes it wasn't only until retrospect and that repeated pattern of looking back that you saw that good is the enemy of growth. So when we first packaged, how do we take this down the road to another hospital, we created a framework called the framework of achieving great results. And in the center we were creating great strategies, then creating ownership and alignment for those strategies to be successfully executed on. And then over time, we added then creating agility because I really believe that the agile and the enduring committed organizations are the one that's going to survive. You've got to be agile. You've got to be willing to change. You've got to be willing to improve. You've got to be willing to grow.''   17:30 Setting up a formula of leverage  Sue said the secret to success is not just in balance, but in leverage for growth.  ‘'So this people, service, quality and growth at first, making sure we were balanced and we truly did have strategies under people, service and growth, as well as finance that we had them all. But then we realized that the magic was really not in just being balanced across there, but really setting up a formula of leverage there where if we invest, especially because we're in crisis there, in people, service and quality and our strategies there, if we invest more attention, energy, focus there and we nail that and move it from good to great, then growing actually just organically happens. Especially when you're a hospital and your community is right around you. You can say you're great all you want, but if it's not true, your community knows it. You can just have a billboard and run more ads, but guess what? You could add more services, but they're not going to come. Build it, they'll come. Okay, people. That is not the reality always, especially when your reputation is whatever you have now isn't good, why is something new going to be good too? Your community and those bad stories in people, service and quality, especially in small communities, those are loud and they're lasting, and you got to overcome that. And it's only through people, service and quality that you're going to overcome that. So the new formula under creating great strategies is people, service and quality, good to great, and then leverage that for growth, which then improves your finances. So it's not just in balance. It's in leverage.''   24:45 Creating a strategy for ‘'greatness'' is not an easy fix Sue explained that in the early stages, the focus is on people, service, and quality before growth.  ‘'……..when I work as a strategist with new organizations that have been fine or good for 20 years, and their market share shows it, and your revenue growth shows it or whatever, is I actually for the first three-year strategic plan I do with them, I put almost all of their emphasis on people, service and quality and tame down their growth plan. It's almost like an early investment of shore this up, move it from good to great, and then now the next cycle is truly a growth cycle. And now you can leverage all of that improvement that's been done, and now your growth efforts are easier, more successful. You're a magnet for talent. You're a magnet for patients. And so I stage it that way. So it's not a quick, easy fix. It never is. None of this is a quick, easy fix, but I'll do that a lot when I'm mapping out a strategy for an organization, is if they need to shore up day-to-day operations, people, service and quality, put your time, energy and focus there for three years. And I can tell you that it will have decades of lasting impact on everything, everything.''   28:48 The patient experience is tied to the employee experience Sue said you can't improve one in isolation as both are tied together.  ‘'And so that's where it started, and that really is people, service and quality. Employee experience, people, patient experience, and we truly, truly believe, Jim, that you cannot improve the patient experience, which is both about safe and satisfying care. It can't just be about service and friendliness and nice. It's important. It's part of compassion and caring, is to be civil and friendly and all of those things. But if you're just that and your quality and your safety sucks, I'm sorry, it's like lipstick on a pig or painting the shack. We really have to have substance behind that of true patient experience being safe and satisfying. But we believe that you can't, and we've over and over again shown this to be true, that you can't really improve the patient experience if at the same time in parallel, you're not improving the employee experience, that they're so tied together that you can't even separate them. People caring for people. Both of those things have to be working well. So those really fit under that people, service and quality pillar. So since so much of our emphasis of our work was definitely on those solutions that made us a magnet for talent, those solutions that made us a magnet for patients were really about improving the employee and patient experience, people, service, quality. That's where we realized that that was where the magic was and then leverage that for growth.''   38:09 Growth can happen when leaders ‘'get real'' Sue said understanding their exact position and trend can help healthcare leaders discern if they need external expertise.  ‘'So get real with yourself. Get real with yourself, and then get real with do you know how to execute on strategies for people, service and quality? Do you really know? Do you have the inside expertise? And if you don't, you need to either figure it out, which I can tell you, it took us six years to figure it out, three years to mastermind it, three years to test it. You can spend that time or you can find somebody that can help you. There are experts out there. That's what we do. I know there are others. There's other formulas, frameworks that can do this work too. But I think you just first have to assess and get real about where you are, and not just where you are right now but that trend. Are you trending up, down, all over the place, out of control and your quality is whatever? That's your sign that you have a problem. Maybe you have to own up to yourself that you don't have the fix. I had a CEO say to me the other day, Jim, he said, he goes, "Well, I think I want to try to fix it on my own first, and then if we fail, then I'll seek some outside help." And I said, "If your boiler broke right now and you didn't have heating or cooling for your patients or employees right now, would you as a CEO go down there and say I'll give it a try to fix it myself before I call in an expert?" He goes, "No." I'm like, "Well, how is people, service and quality any less important than heating your building?" So …my parting advice to frontline leaders is even if your organization truly, truly, truly isn't making this a priority, it can be yours.''     Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Sue Tetzlaff on LinkedIn Check out VIE Healthcare and SpendMend      You'll also hear:  Sue's 20-year journey to Co-Founder, Chief Strategist & Executive Officer of Capstone Leadership Solutions, Inc: ‘'My original career goal, Jim, was to be a hospital CEO, and I was checking all those boxes. I became a registered nurse. I got a bachelor's degree in health information management. I got my master's degree in hospital administration. I got my fellowship and my board certification in American College. I got my first VP job in quality and then as a nursing officer and then as an operating officer.‘'   How ‘'creating a volunteer army'' dramatically transformed a small community hospital: ‘'We went to over 900 (employees). We went from losing millions of dollars to making $11 million the three years after we started. Our patient satisfaction went from the bottom 25% of the country to the top. Some of our quality statistics were at 17% compliance. Now we were winning national awards …''   Identifying common patterns to create a common solution: ‘'…it's data and it's opportunities and it's problems. But when you work with multiple organizations, especially all at the same time, doing the same thing, you start to see patterns….this is not just a unique opportunity or solution or problem in one place. … This is a common problem. Can we have a common solution? ‘'   The problem with ‘'good'': ‘'…And so the human behavior around something that's good is I may or may not use it again. I may or may not talk positively about it in the community and I may or may not recommend it to others. And that could be even if it's poor. If it's good, average, it's a may or may not kind of attitude or decision for the buyer. But when something is great, it's their go-to place.''   Why hospitals can never declare victory: ‘'…really John Kotter would say, "Don't declare victory too soon." But I would add never. You can never declare victory on this. You have to just start, keep going and it is the infinite game. There is no end. No matter how good you get, you have to keep getting better in people, service and quality. You cannot give up or you will go backwards.''   What To Do Next:   Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies.   There are three ways to work with VIE Healthcare:   Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it.  VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings.  If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700.

In this episode, podcast host, Matt Richter is joined by Nigel Paine, organizational learning and leadership expert. Together, they spend the whole episode exploring that nebulous and vague concept of leadership. They fail to definitively lock in a definition for leadership— thus demonstrating one of the inherent challenges organizations face when leveraging LD programs. But, more importantly, they look at what we can do, when we effectively develop leaders within organizational contexts. Leaders are all about managing… managing the context. No one style, approach, model, theory, or consultant prescription will work in all scenarios… of at all. So, what is one to do? Focus on flexibly adapting and managing that aforementioned context. Recognize that that there are so many different perspectives— the leaders, the followers, other players, etc. And then find ways to accept and leverage those different perspectives.In other words, leadership is utterly founded on adaptation and change. It is about systems thinking. To paraphrase Keith Grint, leadership is all about working to solve those wicked problems we face.Nigel answers the question about how we can predict or forecast whether someone will be a good leader. Which then leads to a discussion of how we conceive of leadership in our culture and how we describe leadership success.Below are some references and notes from the show:We referenced both Barbara Kellerman and Jeffrey Pfeffer:Kellerman, B. (2012). The End of Leadership. New York: Harper Collins. Kellerman, B. (2015). Hard Times: Leadership in America. Stanford, CA: Stanford University Press. Pfeffer, J. (2015). Leadership BS: Fixing Workplaces and Careers One Truth at a Time. New York, Harper Business. Matt mentioned some of the Warren Bennis and Burt Nanus management comparisons reference: Young, M., & Dulewicz, V. (2007). Similarities and Differences between Leadership and Management: High-Performance Competencies in the British Royal Navy. British Journal of Management, 19(1), 17-32. doi:https://doi.org/10.1111/j.1467-8551.2007.00534.xAnd the book from them is LEADERS: Strategies for Taking Charge.Nigel mentioned John Kotter. Here are two references that sum up his work nicely.Kotter, J.P. (2001) What Leaders Really Do. Harvard Business Review. December 2001.Adapted from A Force for Change: How Leadership Differs From Management (pp. 3–8), by J. P. Kotter, 1990, New York, NY: Free Press. General Electric's Crotonville Leadership Institute was actually opened in 1956, not in 1947, as Nigel stated. We referred to Keith Grint and his article:Grint, K. (2005). Problems, problems, problems: The social construction of ‘leadership.' Human Relations. 58 (11), 1467-1494.The originators of wicked and tame problems: Rittel and Webber.Rittel, H.W.J. and Webber, M.M.. (1973) Dilemmas in a General Theory of Planning. Policy Sciences. 4, pp. 155-169.Peter Senge and The Fifth Discipline. You can find the book anywhere books are sold.Winston Churchill. There are a ton of biographies about Churchill. Matt's favorite's are the William Manchester volumes. Neville Chamberlain reference: Self, R. (2013, September 30). Was Neville Chamberlain Really a Weak and Terrible Leader? Retrieved from http://www.bbc.com/news/magazine-24300094.Tina Kiefer— and others—  on the drawing a Leader exercise: https://www.nytimes.com/2018/03/16/health/women-leadership-workplace.html?smid=url-share Joseph Devlin: https://www.linkedin.com/posts/joseph-t-devlin_learningstyles-brainmyth-activity-7113156889688854528-RFWZ?utm_source=share&utm_medium=member_desktop

You were probably hired for your expertise in a certain domain: engineering, product management, paid marketing, or something else. But to be successful in an organization, there are other, secret skills outside your domain that nobody really teaches you—things like effectively communicating your ideas, assessing the business environment, collaborating with leadership, or deciding to leave your current role (and what to say when you do!). To fill in these gaps and create your own stability in a rapidly-changing environment—say, after an acquisition or a leadership change—Caitlin talks with Vanessa Gennarelli, a change management expert and COO of an outfit called Workbrew. Vanessa's freshly published book, Surviving Change at Work, is the manual we've all been long missing. You'll learn how to anticipate change in an organization and use it to your advantage. What this conversation brings is Vanessa's hard-won expertise and practical steps on how to not only understand the organization's future—but design your own. Today's episode featured… Wintering by Katherine May Our Iceberg is Melting by John Kotter & Holger Rathgeber Try Blinkist for free for 14 days by going to [https://www.blinkist.com/simplify][2], tapping on Try Blinkist at the top right, and entering the code changes. Let us know what you thought of this episode, or just come say hi on Twitter! Find Caitlin at @caitlinschiller https://twitter.com/caitlinschiller [2], Ben at @bsto https://twitter.com/bsto [3]. You can write us all an email at podcast@blinkist.com [4]. This episode of Simplify was produced by Caitlin Schiller, Ben Schuman-Stoler, Phoebe McIndoe, Maria Levacic & Stéphane Obadia at Blinkist

One of the most popular episodes was the interview with John Kotter, author of multiple books and the authority of change management.  You can listen to it here: https://www.hardcoresoftskillspodcast.com/managing-change-john-p-kotter/  In this episode, we will review the 8 steps for change management from John Kotter.  If you want to receive more information, subscribe to my newsletter via https://www.hardcoresoftskillspodcast.com/  Connect with me via LinkedIn at https://www.linkedin.com/in/yadiraycaro/ or email me at yadi@hardcoresoftskillspodcast.com 

On this episode of The Wantrepreneur to Entrepreneur Podcast we're joined by Russell Raath, founder of The Ambition Company. Russell is an entrepreneur and business transformation expert with almost three decades of experience working with teams around the world. Today, Russell will be sharing his insights on the power of ambition and how it can drive success in both entrepreneurship and corporate leadership. We'll also dive into some fascinating topics like expressive emotion in the workplace, the science of behavior design, and the importance of fostering unshakable confidence within leadership teams. So get ready to be inspired and informed as we dive deep into the world of entrepreneurship, leadership, and business transformation!ABOUT RUSSELLOriginally from Zimbabwe, Russell Raath has been working with teams around the world for almost three decades. Formerly he spent time helping to build a formidable consulting business at Deloitte Consulting in New York before working alongside famed Harvard Business School professor Dr John Kotter where he ran Dr Kotter's transformation consulting business.He finds himself setting highly ambitious personal challenges to see where they will take him - most recently swimming 8 kilometers in cold water off Cape Town, South Africa.LINKS & RESOURCESVisit The Ambition Company's WebsiteConnect with Russell on LinkedIn

If everybody needs change management, then why are we so bad at it?Today, returning Arguing Agile guest Stormy Dickson stops by for an in-depth discussion on change management, including:Why Having a Coach is a HUGE BonusA Summary of "Leading Change" by John Kotter (from AA60)Where Change Typically Breaks DownThe Importance of Setting and Communicating a Solid VisionThe Importance of Short Term, Quick WinsWhat Happens When Leaders FailMoving Forward with Assumption versus EvidenceConsolidating & Anchoring Your Gainsand on being Brave Enough to Lead the Change= = = = = = = = = = = =Watch it on YouTubePlease Subscribe to us on YouTube= = = = = = = = = = = =Apple Podcasts:https://podcasts.apple.com/us/podcast/agile-podcast/id1568557596Google Podcasts:https://podcasts.google.com/feed/aHR0cHM6Ly9mZWVkcy5idXp6c3Byb3V0LmNvbS8xNzgxMzE5LnJzcwSpotify:https://open.spotify.com/show/362QvYORmtZRKAeTAE57v3Amazon Music:https://music.amazon.com/podcasts/ee3506fc-38f2-46d1-a301-79681c55ed82/Agile-Podcast= = = = = = = = = = = = 

Get to know these successful thought leaders and find out how they present themselves and their crafts as experts in their fields. Stephanie Angelo is a keynote speaker, trainer, workshop facilitator on Strategic Thinking and Collaborative Accountability, eSpeakers Certified Virtual Presenter, and professional member of the National Speakers Association. She has 30 years of experience working with companies like Doubletree Hotels, Scottsdale Healthcare, and CopperPoint Mutual to grow and thrive. Stephanie is passionate about coaching companies to develop strong cultures with customized programs to create traction, not transactions. If you're a CEO, CFO, business owner, or HR professional responsible for a company culture that needs to be improved, consider reaching out to Stephanie Angelo by visiting her websites https://stephanieangelo.com/ and https://www.linkedin.com/in/stephanieangelosphr/.  Tom Flick is a leadership expert and former NFL quarterback (7 years) who has garnered a reputation around the world as an authority on leadership by helping organizations such as Google, Starbucks, Amazon, NASA, and Pentagon to develop leaders and for companies to thrive in a rapidly changing world. He worked with the world's foremost authority on Change Leadership, Dr. John Kotter, a Harvard professor whom he calls colleague, friend, and mentor, in extensive work in corporate America to provide actionable solutions that allow people to achieve peak performance in both personal and professional lives. If you or your leaders are not effectively leading change, consider reaching out to Tom Flick by visiting his websites https://tomflick.com/ and https://www.linkedin.com/in/tomflick/.  Jef Loeb is the creative director, strategist, writer, and director at Brainchild Creative. Jef ushers brands to understand their core and truths so they understand their problems and opportunities in a clear way. He comes up with creative solutions to issues that take away the clarity and present it in a magnetic way to the customers. If your branding is lacking clarity, it is best to reach out to Jef Loeb by visiting https://www.linkedin.com/in/jefloeb/ and https://www.brainchildcreative.com/, or by emailing Jef@brainchildcreative.com.  Global Credibility Expert, Mitchell Levy is a TEDx speaker and international bestselling author of over 60 books. As The AHA Guy at AHAthat (https://ahathat.com), he helps to extract the genius from your head in a two-three hour interview so that his team can ghostwrite your book, publish it, distribute it, and make you an Amazon bestselling author in four months or less. He is an accomplished Entrepreneur who has created twenty businesses in Silicon Valley including four publishing companies that have published over 800 books. He's provided strategic consulting to over one hundred companies and has been chairman of the board of a NASDAQ-listed company. Mitchell has been happily married for thirty years and regularly spends four weeks in Europe with family and friends. Visit https://mitchelllevy.com/mitchelllevypresents/ for an archive of all the podcast episodes. Connect to Mitchell Levy on: Credibility Nation YouTube Channel: https://bit.ly/3kGA1LI Credibility Nation LinkedIn: https://www.linkedin.com/company/credibilitynation/ Mitchell Levy Present AHA Moments: https://mitchelllevy.com/mitchelllevypresents/ Thought Leader Life: https://thoughtleaderlife.com Twitter: @Credtabulous Instagram: @credibilitynation Learn more about your ad choices. Visit megaphone.fm/adchoices

Show Notes: Mahan Tavakoli is a consultant, leadership coach, and host of the podcast Partnering Leadership. He talks about his podcast, the incredible guests he has had on his show, and his time at the Dale Carnegie Leadership Institute. Mahan has been an avid podcast listener for over a decade, and he decided to launch his own podcast in 2020. His podcast focuses on the journey of CEOs and leaders in the Greater Washington DC region. He has interviewed some impressive names and his show is now in the top 1% of podcasts in the leadership category. He credits the pandemic for allowing him to make his podcast more antifragile, as he is now able to reach a much wider audience. Promoting a Podcast and Crafting a Compelling Story As the host of the podcast Partnering Leadership, he  has conversations with CEOs from the Greater Washington, DC DMV region on Tuesdays, and leadership book authors on Thursdays. He has interviewed authors such as Seth Godin, Ken Blanchard, John Kotter, Stephen Covey, and Ciaran. He offers tips on reaching out to authors, including using the momentum of the podcast being in the top 1% of podcasts, and often the agents for the authors who want to promote their book reach out to help promote the book. CEOs he interviews are often people he knows well enough to invite on to the show. He shares what he has learned from the CEOs he has  interviewed and notes that they have a tremendous sense of humility and confidence, as well as a growth mindset, and are constantly looking to learn. Mahan talks about the importance of storytelling for CEOs. He believes the key to a great story is to focus on one moment in time and draw inspiration from Joseph Campbell's Hero's Journey. He suggests that the leader be the guide of the story, not the hero. He also sends stories of successful storytelling to CEOs, so they can learn to do the same. This will help them communicate their story both internally and externally, which can strengthen the organization.  Podcast Promotion, Content Development, and Distribution  Mahan and Will discuss strategies for promoting a podcast. Mahan offers valuable tips, including creating micro content, posting on other places, and getting guests to send out notes. He also suggested posting on LinkedIn as a way to raise awareness. He suggests creating multiple pieces of content from each episode to promote over a six month period. His team focuses primarily on promoting on LinkedIn, but also shares content on Twitter, Facebook, and Instagram. Mahan discusses how he has focused his content development on LinkedIn to get the most traction. He also explains how videos from his interviews go up on YouTube, even though less than 1% of his audience actually watch them. He shares a story of when he got a great client, where he believes they discovered him from his website, podcast, and personal relationships and networking. Overall, he has seen great benefits from his podcast, including building relationships and learning new things, as well as landing new clients. He explains how his team repurposes content to post on social media over a six month period, and how this is important to reach people who like to consume media in a variety of different ways.  From Salesperson to Chief Strategy Officer at Dale Carnegie Mahan shares his experience of working for Dale Carnegie, emphasizing the importance of sincerity and genuineness when building relationships with others. Mahan has found that his podcast has helped build his reputation and credibility throughout the business community and has received many referrals who know him as an authority in business leadership. He is currently working with CEOs and senior leadership teams. His practice also involves individual coaching sessions and consulting services.  Mahan started as a salesperson  but eventually moved up to helping start franchises internationally as his board of directors sought to expand their operations. Despite the busy travel schedule, Mahan was able to successfully contribute to the CEO's strategic vision and was eventually promoted to Chief Strategy Officer. Through this position, he has been able to lead the organization in constant reinvention and adaptation.  Success As a Business Executive As a business executive Mahan was constantly on the road, but he realized that his values of family could not be seen in his lifestyle. As a result, he decided to stay in DC, and he started a youth-serving organization to help underserved youth gain access to college and internships. Mahan believes that it is important for the right people to take the right kids to work, so that they can see the opportunities available to them. He has dedicated his life to providing these opportunities to young people and inspiring them to look at the world differently. He has also been active in the regional community, serving on the board of directors of the Greater Washington Board of Trade and the executive committee of Leadership Greater Washington. His regional focus allows him to take advantage of the relationships he has built in the area, while also allowing him to spend more time with his family. Mahan stresses the  importance of developing relationships and differentiating oneself in the business world. He highlights the importance of building trust, which can be accomplished by showing genuine interest in the other person, and having genuine conversations. He also discusses the importance of brand names and noted that he has been warmly received in various countries because of his affiliation with Carnegie. Finally, he stresses the importance of focusing on differentiating oneself rather than trying to be better than others. Timestamps 01:24 Mahan Tavakoli's Journey to Becoming a Top 1% Podcast Host 03:16 Insights from CEOs and Leadership Book Authors 10:05 Analysis of CEO Storytelling: Examining What Makes a Great Story Resonate  16:32 Exploring Strategies for Promoting Content on Social Media  18:17 Exploring the Benefits of Content Development for LinkedIn and Other Platforms 24:52 Mahan Tavakoli's Journey from Dale Carnegie Training to Chief Strategy Officer 29:06 Regional Focus in Consulting and Coaching  33:05 Leveraging Regional Relationships and Trust Building with Dale Carnegie 39:07 Building a Leadership Brand 41:26 Appreciating Hard Work and Giving Back  Links: Website: https://mahantavakoli.com/ Podcast: https://www.partneringleadership.com/ Unleashed is produced by Umbrex, which has a mission of connecting independent management consultants with one another, creating opportunities for members to meet, build relationships, and share lessons learned. Learn more at www.umbrex.com.  

Julie reviews John Kotter's 1978 book on organizational dynamics and forces. She applies this model to looking at our country and predicting what variables are affecting us in the short run, the moderate run, and the long run. Mike reviews experiences from his business surveys and related insights.Follow Us:YouTubeTwitterFacebookTumblrAll audio & videos edited by: Jay Prescott Videography

In this episode of Partnering Leadership, Mahan Tavakoli speaks with John Kotter, professor emeritus at Harvard Business School, co-founder of a management consulting firm Kotter International and a pioneer in organizational change. John Kotter is the author of 22 books on change, including his most recent book, Change: How Organizations Achieve Hard-to-Imagine Results in Uncertain and Volatile times. John Kotter talks about the struggles leaders and teams face when it comes to change and how to transform organizations to adapt to change effectively and rapidly. Some highlights:-John Kotter on the role of human nature on our resistance to change-The essential components for initiating change in the organization-Understanding the Survive and Thrive mode and how it impacts our ability to change-The power of Guiding Coalition to help bring expertise, energy, and perspective across the organization-The difference between management and leadershipAlso mentioned in this episode:Kelly King, Chairman, and CEO of Truist FinancialBook by John Kotter:Change: How Organizations Achieve Hard-to-Imagine Results in Uncertain and Volatile Times Connect with John Kotter:John Kotter - Kotter International IncJohn Kotter on LinkedInJohn Kotter on FacebookJohn Kotter on Twitter Connect with Mahan Tavakoli: Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website

近期在 Netflix 上線的《金牌救援：Stove League》講述職業棒球隊 Dreams 是一個常年排名倒數第一的墊底球隊，男主角白承洙（南宮珉飾演）被派來當任團長，身為一名棒球門外漢，卻運用經理人的管理思維帶領球隊突破重重關卡，起死回生。 白承洙帶領球隊起死回生的熱血之路，吻合哈佛大學商學院教授約翰．科特（John Kotter）提出的「柯特變革管理八步驟」，經理人在追劇時有哪些管理心法值得學習？ 本集由《經理人月刊》副總編輯張玉琦帶大家一起戴上「管理」眼鏡，聊聊韓劇《金牌救援》。

Enter our Giveaway here: https://www.enterpriseexcellenceacademy.com/giveawaySummary Keywordspeople, leadership, organisation, world, john, create, vision, opportunities, management, leading, helping, change, important, terms, study, business, system, problem, achieve, running.IntroductionWelcome to episode 133 of the Enterprise Excellence Podcast. It is a pleasure to have Dr John Kotter on the show today. John needs little introduction. We have all gained so much from his work in change management, business Agility and Leadership over his Career. John is a Harvard Business School Professor, he has written many best-selling books such as Leading Change, a sense of urgency and My iceberg is melting. Today we will be honing in on his work in the books XLR8 and, most recently, Change. These two books are so relevant to all we are facing. They provide insights into developing business Agility, Change for the better and making it stick. We are proudly sponsored by S A Partners, a world-leading business transformation consultancy. For the month of April, we are celebrating all things Agile. Over this Agile month, we are going to bring you some of the most impressive podcast guests on the topic of Agile. This is timely given our launch of the Enterprise Excellence Academy's ongoing series of Agile Events focused on helping organisations deploy Agile to the whole enterprise in any industry and in any role.Brad is delivering at least one highly practical capability-building event every quarter. Our first focus is the Agile High-Performance Teams registration, which offers a combined Scrum Master Product Owner accreditation, certified by Jeff's company, the Agile Education Program. We are excited to be able to offer our listeners a free place each and every April & May to join us, either in the event of your choice or to join our community for one year. We really want to help create a better future for people, profit and the planet. To register for either or both of these offers, go to our website, https://www.enterpriseexcellenceacademy.com/giveawayOr click on the "giveaway" button in our header. You can read a little about our community and the training that we offer there. Enter quickly to ensure you are in the next draw, and we'll look forward to e-meeting you :) SA Partners Disclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.To learn more about what we do, visit www.enterpriseexcellenceacademy.com.Thanks for your time, and thanks for helping to create a better future.

Oguz Ozyurt: Helping Scrum Teams by Establishing Trust and Shared Understanding with Product Owners Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. In this segment, guest Oz emphasizes that we all work in a complex environment and are change agents. Oz shares a story about a team that faced problems with its product owner, who would add stories to the sprint backlog without refinement and interrupt the team even on the last day of the iteration. As a result, the team lost trust in the PO. To address this challenge, Oz recommends making sure the team has an agreement on how to bring new stories into an ongoing sprint and discussing the team agreement with the PO. Oz also suggests bringing up the topic in the retrospective when the PO introduces a surprise story. Oz acknowledges that these conversations can be difficult, especially when the PO is a good friend of the team's manager, but emphasizes the importance of building trust and ensuring shared understanding. Featured Book of the Week: Leading Change by John Kotter In this segment, Oz recommends "Leading Change" by John Kotter, which outlines eight steps for organizational transformation and is useful for anyone looking to apply these steps to a change process. Oz also suggests "Start with Why" by Simon Sinek for its insights on inspiring others and finding the purpose behind the work. Finally, Oz recommends "Team Topologies" which provides guidance on building and managing modern teams, a key responsibility for Scrum Masters. The authors of Team Topologies, Matthew Skelton and Manuel Pais, have been previous guests on the podcast.   About Oguz Ozyurt Oz came from a technical background, and has worked across multiple industries, applying agile practices toward the technical and non-technical areas. He is passionate about agile, he has leveraged his passion for delivery value and agile practices by coaching, teaching, mentoring many teams to transform from traditional software development life cycle to Agile principles and practices. You can link with Oguz Ozyurt on LinkedIn.

OKRs. In this episode of Dream With Deadlines, Host Jenny Herald sits down with Lucas Gauzzi — OKR Coach and Head of Consulting Services at Sierra Studios — as he shares the importance of strategic communication in building trust and generating momentum for organizations. Lucas shares that a structured and deliberate approach to change management is necessary for successful implementation of OKRs.Key Things Discussed The significance of trust in organizations and identifying four key behaviors to measure trust Using surveys and go-to-market metrics as proxy metrics to measure the success of OKRs and build trust between business development and product teams Using John Kotter's eight-step model to institutionalize change when implementing OKRs in his company, emphasizing the importance of having strong leadership and dedicated change agents to drive program effectiveness Show Notes [00:01:50] Lucas mentions the importance of trust in organizations and highlights four key behaviors that can measure it. He also shares his experience leading an OKR rollout in a multinational company motivated by misalignment and wasted team effort, which was successful due to creating a sense of urgency using the book "Measure What Matters." [00:05:00] Jenny and Lucas discussed proxy metrics and how they were used in tracking the success of OKRs. Lucas shared his experience in using surveys to understand if people were trusting the process, but eventually found that a good way to measure a trust relationship between BizDev and product was the go-to-market metric. This became the proxy metric that was used to see if all of these aspects of trust, communication, and client needs were being met. [00:06:54] Lucas Gauzzi discusses how he approached change management when implementing OKRs in his company. He talks about how his first attempt failed due to a lack of structure and trust-building, which led him to research change management models and use John Kotter's eight-step model. He then discusses how he formed a coalition of the willing, found innovators, celebrated wins, and created a rollout plan to institutionalize change. He also discusses the importance of having strong leadership and dedicated change agents, and how he and a peer from HR orchestrated the adoption of OKRs company-wide, with the support of sponsors and knowledge replicators. [00:18:26] Lucas Gauzzi discusses the specifics of his company's OKR program and cadence. He explains how they used OKRs to diversify and make changes that were necessary for the long run. Lucas also discusses how they brought different siloed teams together and created a new dynamic that contributed to achieving key results. Additionally, he mentions the challenges they faced and the emergent dynamics that helped change systemic behavior using OKRs as a tool. [00:22:32] Lucas discusses the success of the OKR program and how the leadership team's support was key in driving its effectiveness. He describes a pivotal moment when senior management presented the company's achievements in an open check-in meeting, showcasing the exponential results achieved through the program. This led to increased buy-in and a culture where people embraced change. [00:27:02] Quick-Fire Questions for Lucas: What's your Dream with a Deadline? Lucas' dream with a deadline is The speaker's goal is to change societies through entrepreneurs, as they believe that entrepreneurs are the key agents of innovation within cultures. What's your one piece of advice you'd give people out there who are trying to give OKRs a go? Pace yourself and make change enjoyable. How do you craft a good proxy metric? Starting with a measurable layer can lead to the development of effective proxy metrics over time. What is the book that really shaped the way you think? Thinking in Systems from Donella Meadows. Relevant links: Neuroscience of Trust, Harvard Business Review article by Paul Zak Measure What Matters by John Doerr Change Management Model by Kurt Lewin The 8-Step Process for Leading Change by John Kotter Finite and Infinite Games by James Carse The Infinite Game by Simon Sinek Thinking in Systems from Donella Meadows About Our Guest:Lucas Gauzzi is an experienced Enterprise Agile Coach with a background in complex systems management, data storytelling, agile methodologies, and OKRs. He also facilitated strategy planning and provided data analytics support. He has worked as an IT Product Manager, Agile Consultant, Developer Leader, and Software Developer.Follow Our Guest:LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

Bill Maher points out that San Francisco needs to pay $1.7 million for an outdoor toilet. Julie discusses this phenomena of living systems where bureaucracy feeds itself rather than meets its work goals with efficiency and effectiveness. Mike draws the relationship to the free market. We review John Kotter's characteristics of bureaucracies. and discuss options for Intervening into large government.Bill Maher: "San Francisco Is The Poop Capital Of The World"Also, please visit our YouTube Channelvideos by: Jay Prescott VideographyFollow Us:TwitterFacebookTumblr

The key to career progression is initiative! In this episode, I am glad to introduce Chris Benson. Chris is a former USMC Field Artillery officer who attended the January 2014 Career Conference. After the follow-up interview process concluded, he received multiple offers for employment and ultimately chose to work for INVISTA. INVISTA, a company within Koch Industries,  is one of the world's largest integrated producers of polymers, chemicals, and fibers. Why INVISTA? Chris earned many offers through his process but said one of the main reasons he chose INVISTA was because of their guiding principles. Koch Industries operates using Principle Based Management and fosters a culture of empowering employees to build the organization and serve their customers. Even within INVISTA, Chris was given multiple job offers and chose the role to start as a Shift Supervisor because the work closely related to what he did in the USMC. The interesting thing about it is that he decided to work for INVISTA after he met them, not before. Sometimes I see military officers make a decision about who they want to work for before ever meeting them. Chris does a great job sharing why he chose INVISTA and how he arrived at his decision. 6 Jobs in 9 Years That's right, 6 jobs in 9 years. Some may say that sounds a lot like the military. Make no mistake, Chris is a development candidate and earned each of the promotions he received along the way.  He attributes his success to a willingness to learn new things and volunteer for initiatives outside of his direct sphere of responsibility. In doing so, he said he expanded his capabilities, which led to different roles availing themselves to him. In a word, he took the initiative and owned his career. In Corporate America, companies leverage their ability to empower people who want to be empowered. We spent time talking about the different roles he has held at INVISTA, the challenges of working through a "restructure," and leveraging location preferences to continue to grow professionally. Some advice that Chris passes along to JMOs is to be a life-long learner and take the initiative- as long as you take the initiative, opportunities are everywhere. A couple of books that he recommended are What Leaders Really Do by John Kotter and Good Profit by Charles Koch. To stay connected with Cameron-Brooks, I encourage you to check out our website, YouTube Channel, follow us on LinkedIn. If you're interested in learning more about your career options and how to make the most of your military to business transition, contact us. You can also check out our Transition Guide on "3 Game-Changing Strategies for JMOs Making the Jump to Business" for additional transition tips. To stay connected, we'd recommend subscribing to our YouTube Channel and following us on LinkedIn.

Dr. John P. Kotter is a New York Times best-selling author, award winning business and management thought leader, business entrepreneur, inspirational speaker and Harvard Professor. His ideas, books, speeches, and company, Kotter International, have helped mobilize people around the world to better lead organizations, and their own lives. Dr. Kotter visits Google to discuss his book "Change: How Organizations Achieve Hard-to-Imagine Results In Uncertain and Volatile Times". In the 21st century, the stakes for organizations, and more broadly humankind, are large and growing. The events of the last few years, from the Covid-19 pandemic and the subsequent economic crisis, to the social justice protests in the United States and the climate change induced forest fires in Australia and California, are a reminder that the world is increasingly unpredictable. Our ability to effectively adapt our institutions and engage many hearts, minds, and arms to deal with rapid and complex changes will have a profound impact on how we collectively address these challenges. The science and the stories of that science in action, shared in this book, will guide the reader in making decisions, mobilizing others, and executing change that will help individuals, teams, and organizations survive and thrive even in highly uncertain times. Visit http://g.co/TalksAtGoogle/Change to watch the video.

What are the drivers of life? In this week's #PTSDandBeyond #podcast episode, I explore this question prompted by conversations and recognizing patterns and themes. We cover: ~ The "Re" ~ Why plowing through may not be helpful to mental health ~ John Kotter's work ~ When we focus on the task, what do we miss out on? ~ Embracing the experience ~ Recalling 2022 And more! Remember to subscribe and like! As always, take what resonates and go beyond! In Love and Healing, Dr. Deb To connect with Dr. Deb Lindh, visit: Website - Dr. Deb Lindh Twitter - @DebraLindh Twitter- @PTSDandBeyond LinkedIn - Dr. Deb Lindh More on PTSD and Beyond: For further information about the PTSD and Beyond Podcast, global #PTSDandBeyond Chat and PTSDandBeyond.org, connect at: Hello@PTSDandBeyond.org Support PTSD and Beyond - Buy us a Ko-fi cuppa our crowdfunding on GoFundMe! PTSD and Beyond Patreon Sponsor- Dr. Pamela Hall! Thank YOU! Sponsor Dr. Pamela Hall, visit: Web: LAForensicPsychologist Book: PTSDUnplugged

Episode Summary Mahan Tavakoli coaches leaders to achieve breakthrough results by unleashing their team's potential. Mahan hosts Partnering Leadership with guests including Ken Blanchard, Stephen Covey, John Kotter, Ram Charan, and David Rubenstein. Who's your ideal client and what's the biggest challenge they face? What are the common mistakes people make when trying to solve that problem? What is one valuable free action that our audience can implement that will help with that issue? What is one valuable free resource that you can direct people to that will help with that issue? What's the one question I should have asked you that would be of great value to our audience? When was the last time you experienced Goosebumps with your family and why? Partnering Leadership Get in touch with Mahan: Website, LinkedIn, LinkedIn Page Learn more about how Uwe helps in-demand professionals and their VIPs to enjoy Unshakeable Two-getherness in their relationship (plus more free time and zero guilt). Or when you feel you'd be interested in working together you can Book A Chat With Uwe

Amanda Ono has spent her career learning to maximize a company's most valuable investment - it's people. Boasting over 20 years of international experience in organizational development, HR consulting, and change management, she has implemented successful talent and leadership initiatives in six countries across four continents. You can currently find her at Resolver, a Kroll business and worldwide leader in defining risk intelligence, making her mark as both VP Customer Experience and VP People & Culture. For most of her professional life, Amanda has been on a mission to understand what makes highly effective organizations tick. As an undergraduate in psychology, she saw pioneering research on the effects of unconscious bias and racism in resume screening up close. After graduating, she honed her craft by tackling training and organizational development at talent management firms across Canada. Soon her skills were in such demand that invitations to implement leadership programmes across the globe started to roll in - first in South Africa, followed by Australia, New Zealand, Hong Kong, and Singapore. Since joining the Resolver team in 2016, she's only expanded on her record of success. Implementing processes and strategies that have enabled Resolver to scale by over 120%, expand into four countries and acquire three companies. Amanda's efforts have led to being recognized as one of Canada's great places to work six years in a row. Despite her accolades, Amanda is determined to continue engaging, accelerating and giving her colleagues at Resolver to deliver on the company's motto: Aim big, Be Great, and Be Loved by Customers.   Questions   We've read, the formal background of who you are and where you are today. But we'd love for you to tell us the audience and myself, in your own words, a little bit about your journey and how it is that you got to where you work today. Could share with us maybe three to five things that you think is critical for leaders to embrace and practice on a daily basis in order to really have successful teams in an organization? Sometimes I find that HR in an organization, very few organizations where I've interacted with the team members of a company, and they feel so comfortable going to their Human Resource people, how could we change that, what are some ways that we could look for opportunities that HR can really play the role they're supposed to play? Could you also share with us what's the one online resource, tool, website or app that you absolutely cannot live without in your business? Could you also share with us what are some books that you have read that you believe have had the biggest impact with you? Maybe one or two you could share with us, could be that you read a very long time ago, or even one that you read recently, but it really has impacted you. Could you also share with us what's one thing that's going on in your life right now that you're really excited about? Either something you're working on to develop yourself or your people. Could you share with us one or two benefits of HR or the people arm of the business actually using it technology to enhance the experience that employees have in the organization? How can technology help that? Where can they find you online? Do you have a quote or a saying that during times of adversity or challenge, you'll tend to revert to this quote if for any reason you get derailed or you get off track, and the quote kind of helps to get you back on track and kind of refocus you on what you're trying to achieve?   Highlights Amanda's Journey Amanda stated that as you can hear, she's had a nonlinear career path and she truly thinks that a lot of the opportunities she's had both to lead teams and grow processes have been a result of that. So, she started, as Yanique said, actually went into her undergrad wanting to be a clinician and wanted to be a psychologist. And then she took abnormal psychology and didn't really know if that aligned with her long term, but taking organizational psychology really clicked, how do people, leaders and organizations work together to achieve results. So, she's had jobs in sales and marketing early in her career, she's worked in both the private as well as the not for profit sector. But the common thread that she really had across was how do you get the most out of people? How do you maximize people's potential? And so, it's been a great journey for her, she also had an opportunity to oversee the customer experience side of their business for about two and a half years and that includes both professional services support and learning operations. And so, she thinks from the range of opportunities she's had, and just a little bit on her mindset, where she's pretty open, she thinks you focus on the skills and the work you want to do versus the title, she's had an incredible journey thus far and look forward to continuing.   Key Best Practices for Leaders to Embrace and Practice to Grow and Develop a Successful Team Me: Now, people are so important in a business and of course, our podcast is focused on navigating the customer experience. And we're all customers in everything that we do, I live by the motto that we're all here on this earth to serve each other, in everything we do we serve each other, in our communities, in our schools, with our children, at church, just everything you do, you're offering some level of service to someone. And so, could you maybe share with us being that you have so much experience, developing people skills and talents and working on teams, where you've really been able to hone the best out of people. What do you think are maybe I would say, especially seeing that you have so much experience working with leadership teams across different continents and cultures. Maybe you could share with us maybe three to five things that you think is critical for leaders to embrace and practice on a daily basis in order to really have successful teams in an organization? Amanda stated that this is a this is a great question. And so, she thinks when you start as a leader, there's a peace around what are your values? What do you care about as you grow your business or your organization?   And she thinks that becomes the first foundation in terms of how you're going to grow the team. And so, she thinks there's been this great movement over the past few years where people have really said, bring your authentic leadership style to work, she thinks it's an incredible movement, because you can't be everything to everyone. And, and at the end of the day, you are who you are, and your company or your business is who you are, you're able to serve a certain customer base, you're able to engage with your employee base a certain way. And so, you really want to be rooted in that. She thinks employees are smart, they know that if they've been sold something in a recruiting process that's different when they show up to work, they might decide that they want to work somewhere else. So, she thinks as leaders, it's very important to be really strong in what you believe in, because there's a role for everyone and a company for everyone but being authentic and honest about it is so important. So, she always says start from that.   And certainly, it Resolver and as they continue to expand with Kroll, they have a deep value in the fact that employees are their customers, they're one of the customers that they serve, and she couldn't agree with Yanique more. Service is a key part of how leaders become really successful. And she always says if people in culture teams, they exist to serve the employee base. And so, they have to understand and learn from them and listen, and that's really why one of her values is that continued curiosity to understand how people operate and understand how she can continue to serve them. So, that she believes is really fundamental. She would say the second thing for leaders, just to give a couple is to really think about who are you going to recruit into your organization? So, once you know what your values are, how do you attract people that are going to align to those values? Again, there's a company for everyone and having people you can decide that you want to build a company that is extremely high performance, extremely metric driven. Well, there's people that are going to suit that environment that are much more competitive and much more driven towards those metrics and goals. So, making sure you have that alignment in the recruitment process is really critical.   She would say the third thing that made them really successful is building good onboarding programmes. So, she's always found it curious that companies invest a ton in recruiting great people, and then sit them in front of a workstation or at their home office, and hopefully they have a laptop, hopefully they have credentials, hopefully they know what they're doing. But setting people up for success early is really, really important. One thing they did at Resolver, is they really looked at how do you build an onboarding programme for a professional services team that was servicing their customer base, and they were able to get people successful and fully utilized at around four to five months versus around eight to nine months. So, when you're able to really drill in on those programmes, this is sometimes where people think that “Oh, it's just an HR programme, or it's just something HR is asking me to do.” But when you do it well, you can really start to generate revenue. And so, she would say to leaders, have your values aligned, attract the right people, and then make sure you're onboarding them extremely well. Not only does it help with engagement at the employee level, because she genuinely thinks people want to get up and be successful, they don't want to get up and do a bad job.   So, it helps them be successful. But there's also real monetary gain that you can have when you build those programmes well. But she would say those are the three right off the hop that she thinks if leaders do really well, they're going to create a really strong service culture within their organization.   Opportunities for Human Resource to Play Their Role   Me: Great. Now, apart from leaders, like the CEO and the CFO and the CMO, and all of the top-level leaders in an organization, HR plays a very integral role in an organization. And sometimes, the name HR stands for Human Resources, which is the human, as the name suggests, the resources of the business that are human. Sometimes I find that HR in an organization, very few organizations where I've interacted with the team members of a company, and they feel so comfortable going to their Human Resource people, how could we change that, what are some ways that we could look for opportunities that HR can really play the role they're supposed to play? I mean, apart from the standard things like benefits and ensuring that the organization is providing the teams with all of the resources that they need to get the job done, I think there's more that HR can play in terms of really supporting the team members. And sometimes when you talk to employees, they feel like HR is not for them. Do you get that feeling sometimes when you work with organizations or your interactions?   Amanda shared absolutely. This is such a great question. So, one thing they were really thoughtful about because when she joined the organization, she was the first hire to be within the function and she was really specific, because as a software company, very small software company, 90 people at the time when she joined, they're really afraid that HR was going to be seen as the police, the people that drove compliance, and you have to do this and don't step out a line. There was a philosophical alignment that was really important to have with the leadership team. And honestly, even for her as a professional, she wants to join an organization where HR is seen as strategic versus administrative. And so, they were very thoughtful, they're an early maturity team. And so, they called themselves the Talent Team, because they want to sit where be thought of as holding talent in the organization and enabling them to be successful. They've since broadened and evolved, and now we use the term people and culture, which she thinks is a bigger reflection. But she thinks there's a philosophical approach that if an organization, where do you sit on the spectrum as HR as administrative versus strategic, and so if you're part of an organization where HR is seen as strategic, you're probably really empowered to build programmes that think of employees through an employee lifecycle, much like we think of a customer lifecycle, you acquire, you onboard, you retain, you land and expand, same thing as you think about the employee journey. And so, she thinks if you're part of the organization where you're a little bit more on the strategic side, she thinks you're able to build some of those programmes, it's a sliding scale, she doesn't think there's any organization where you necessarily are sitting at hard either ends of that spectrum. Because certainly, there's a bunch of stuff in HR that is administrative, you've got to administer benefits, and you've got to make sure paperwork is done, that's super critical to a well-run people and culture organization, but it's just making sure that you work with leadership that truly sees people as the most significant investment they're going to make.   Most companies, if you're a knowledge-based organization, you probably spend between 60% to 80% of your operating budget on people. So, if you don't view it as strategic, you're really going to miss out on the opportunity to grow your business. And so, she thinks it's just how the organization thinks about it, she's always believed that change and success is rooted in results. So, she doesn't think you can necessarily change everything all at once. But if you change a really small thing early and you get success, the rest of the leaders in the organization will say, “Hey, maybe HR isn't as administrative as I thought it was, maybe it could do more. And maybe I should be relying on them to consult with the business.” So, she thinks it's got to kind of work both ways. There's a philosophical piece where you want your leadership to buy into, but it's also build programmes that are successful, because then you're going to be able to do a lot more.   App, Website or Tool that Amanda Absolutely Can't Live Without in Her Business   When asked about online resource that she cannot live without in her business, Amanda shared that for her personally, it's Asana, which is a task management and project management tool. They are a relatively flat organization and they do a lot of cross collaboration. And so, being able to have teams from product, people in culture, engineering, marketing, product marketing see one view of how they have to collaborate and work together and commit to timelines she thinks is a total game changer in terms of how they're able to manage accountability and push things forward. She thinks most organizations don't necessarily have a ton of maturity when it comes to project management or programme management, she knows certainly, that was a huge skill set she learned in her time at Resolver. And so, she thinks any tool that makes that faster, especially in a distributed world, where you can't always just rock up to someone's desk and say, “Oh, hey, did you finish that for me?” She thinks having that tool has really allowed for them to still deliver results and manage accountability and have a shared collaboration space. So, they're big Asana users, and she's a huge fan.   Books that Have Had the Biggest Impact on Amanda   When asked about books that have an impact, Amanda shared that she just reread John Kotter's Leading Change, With a New Preface by the Author, because change and change leadership is a huge part of how leaders have to continue to push their organizations to be innovative and to continuously improve. And so, he has a breadth of research and a ton of really good nuggets in there, which she's really appreciate it and she thinks are great for her as a leader. And then she's just a huge Brene' Brown fan, Daring Greatly: How the Courage to Be Vulnerable Transform the Way We Live, Love, Parent, and Lead, so that was a little bit more on a personal level. But she thinks it was really informative for her. And part of the hard work of being a leader is looking inside, it's not always pretty in there but it's what's going to make you better to serve your employees and your customers is looking inside and asking yourself the hard questions. And so, those are ones that she often recommends to people, they're very top of topical for her and have really helped her advance and continue to challenge herself in the way she leads.   Me: Amazing. I love Brene' Brown, I think her content is truly amazing. And she actually has a video that I found a couple of years ago on the difference between empathy and sympathy that she did at a TED talk, that I thought was really, really good, because I think a lot of people just really mix up the difference between being empathetic versus being sympathetic. And sometimes even the words that we use sends a signal of sympathy rather than one of empathy.   Amanda stated that she totally agrees. She thinks the work she's (Brené Brown) done on empathy, especially as it relates to the workplace, she's done an incredible job with that. For them, as Amanda has built various programmes on the employee side and on the customer side, she always thinks about ensuring that they're rooted in empathy. Because at the end of the day, understanding each other and supporting each other to achieve things is really how they're going to get results. So, she would say it's extremely central to how she's had an opportunity to build things. And for many companies, empathy is at the root of how you are going to be in service of both your employees and your customers.   What Amanda is Really Excited About Now!   When asked about something that's going on right now she is excited about, Amanda stated that that's a great question. So, recently Resolver was acquired in the spring of this year by Kroll, which is professional services company. And Resolver as well as several other technology companies are going to be the digital arm of Kroll, so Kroll Digital Services. So, she was very fortunate to be given the opportunity to step in as the Chief Human Resource Officer for that role, again, going back to her point about the HR title, but that's how they level them so that's fine. So, as a business unit that's emerging, that's going to be digital first inside a company, she's been given the very tall order to work with the team on how do we form a great culture within a digital first business unit? What does that look like? How do you integrate these companies that have slightly different cultures, but still want to achieve great things through technology for a vast array of customers around the world?   So, that's a very recent shift. So, it's really exciting, lots of work ahead. But she realized in her career, she likes building stuff, she has a value around getting to build stuff and getting to test and pilot things and so that's the next chapter for her. So, she's really excited for that.   Benefits of HR Using Technology to Enhance the Experience that Employees Have in the Organization   Me: So, when you were talking just now in terms of your new role and using technology, it piqued my interest to ask another question as it relates to human resources and technology. Maybe could you share with us one or two benefits of HR or the people arm of the business actually using technology to enhance the experience that employees have in the organization? How can technology help that?   Amanda shared that employees, especially over the past 10 to 15 years were such a tech first society, especially in North America, but globally, and so employees look at how they engage with their employers like they would as consumers. And so, they are, again our internal customers or consumers of processes and programmes that any organization is going to run. And so, being tech-enabled is super important, making it easy for people to update their employment records and it's not a piece of paper, but they can do it on their mobile, she thinks being able to do things like a performance review process through a technology that is fast and easy to do. And, again, potentially mobile enabled, super important. She thinks technology can help enable most things. She always say that technology doesn't solve the process, it just makes the process faster. So, what some people try to do is they say, “Okay, finally, I've got some budget, I'm going to put in a technology.” Which is great, it's wonderful, certainly she's worked with various organizations that were super paper based, which becomes a barrier for employees to engage with things like performance conversations. And so, again, the more tech enabled, you can make it the better. But the hard work is actually to step back and say, “What do we want this to look like? What are we trying to drive as the result, and then let's make sure the technology makes that true for us.”    So, she thinks technology has a wonderful capability to drive efficiency, specially drives reporting, because it makes it really easy for all information to be in one spot. But the hard work of the leadership team is to step back and to say, what do we actually want to achieve? Let's draw out a process that makes sense and then let's enable it through technology. She thinks sometimes people go the other way and she's seen it the other way and it ends up being a major challenge. Because at the end of the day, the process has to be good, it has to be simple for employees. To Yanique's point earlier about employees being customers, we as a society now really have a high bar for things being easy, for it being a few clicks, for it being enabled by technology. And so, if organizations are thinking about their employee base is not thinking differently when it comes to HR tech and how they interface with HR tech, they're probably going to have people that kind of moan and groan about the stuff they have to do on paper or an excel spreadsheet or anything like that. So, huge fan, think there's lots of work to be done to make it really effective. But she thinks certainly the reality of a pandemic and being most companies now having some form of distributed work team makes it doubly important to what it was three years ago. But that's definitely a frontier for people to make sure that they're crossing to ensure they're serving their employee base.   Me: Yeah. Wow. You know, you said three years ago, totally unrelated to what you're talking about and I just realized, wow, January, February makes it three years since we've been in this pandemic.   Amanda shared that it's wild and honestly, she thinks she's an optimist by design and one of the best outcomes from COVID for employees specifically and employers is twofold. One, it made us totally rethink if employees need to be in the office full time. And there's some jobs where that's still true. But there's many companies, Resolver, and Kroll Digital included, where you can be hybrid. And so, she thinks shifting that narrative was as true, we mark the three-year anniversary of that win for employees. And the second thing is people became a lot more open about talking about mental health and the impacts of mental health because the wall between work and home was just shattered for most of us. And so, she's certainly within their employee base notice a difference in the courage to have those conversations and to bring more vulnerability to work. She's seen that shift and it's a positive one because it allows them to understand that what people are going through and how they might support them moving forward. So, three years in, lots of stuff that she's sure we'd like to go back in time on. We're here or what we have. And she certainly thinks from an employee perspective, there's been some great wins and she hopes now what most companies are able to do is to say, “Okay, let's take what we've learned, and let's make the offering and how we serve our customer or employee base even better.”   Where Can We Find Amanda Online LinkedIn – Amanda Ono   Quote or Saying that During Times of Adversity Amanda Uses   When asked about quote or saying that she tends to revert to, Amanda stated that she thinks this one needs to get printed on a T-shirt for her. Her granny told me when she was little, and it's constant on repeat for her, especially during COVID. But she thinks as you continue to evolve, “It's just controls what you can control.” There's so many things that are dependent and you can't really influence but if you really narrow focus on the things that you can move, even on days where you're not feeling the best, you have control to go out and get some fresh air and go for a walk and get some perspective, you have control of engaging with very kind relationships with people on your team, you have control to just kind of laugh off maybe that colleague that always is a little bit harsh on a call. So, that's her t-shirt, stated that probably she should wear it daily, maybe actually next time she pops onto a Zoom call with her team, she should have it on a t-shirt, they'll probably like that. But that's definitely hers, control what you can control.   Me: Control what you can control. Love it. Well, thank you so much, Amanda for hopping on to our podcast and Navigating the Customer Experience, sharing all of these great insights and nuggets as it relates to people and culture, building strong teams, the importance of leadership and some of the key things that leaders need to do in order to build successful teams and great cultures. And just sharing with us, based on your journey, your experiences that you've had, and allowing our listeners to really tap into what are some ways that they can explore to really navigate and create great success. We're embarking on a new calendar year, lots of great opportunities that we may not have been able to tap into in 2022 and those doors may still be open in 2023. So, we really appreciate you sharing this great content with us today.   Please connect with us on Twitter @navigatingcx and also join our Private Facebook Community – Navigating the Customer Experience and listen to our FB Lives weekly with a new guest Grab the Freebie on Our Website – TOP 10 Online Business Resources for Small Business Owners   Links Leading Change, With a New Preface by the Author by John Kotter Daring Greatly: How the Courage to Be Vulnerable Transform the Way We Live, Love, Parent, and Lead by Brene' Brown   The ABC's of a Fantastic Customer Experience Do you want to pivot your online customer experience and build loyalty - get a copy of “The ABC's of a Fantastic Customer Experience.”   The ABC's of a Fantastic Customer Experience provides 26 easy to follow steps and techniques that helps your business to achieve success and build brand loyalty. This Guide to Limitless, Happy and Loyal Customers will help you to strengthen your service delivery, enhance your knowledge and appreciation of the customer experience and provide tips and practical strategies that you can start implementing immediately! This book will develop your customer service skills and sharpen your attention to detail when serving others. Master your customer experience and develop those knock your socks off techniques that will lead to lifetime customers. Your customers will only want to work with your business and it will be your brand differentiator. It will lead to recruiters to seek you out by providing practical examples on how to deliver a winning customer service experience!

It's fair to say that the tobacco industry is one of the most controversial ones out there, with the phrase ‘Big Tobacco' almost a meme, a shorthand for unscrupulous business practices. No wonder then that tobacco companies are trying to remake themselves, companies like Philip Morris International. PMI has a history dating back to the 1840s, and yet, today, their tagline is now ‘Delivering a smoke-free future'. Over the course of ten years, they've seen a third drop in the volume of cigarette sales. They're keen to talk about their story of ‘transformation', which is why they've sponsored this podcast. So what's really going on? Cindy Yu talks to David Miller, a lecturer at Princeton where he specialises in faith and ethics. He's been commissioned by PMI to author a report all about ‘corporate change'. We also speak to Moira Gilchrist, Vice President of Strategic and Scientific Communications at PMI, Martin Vander Weyer, the Spectator's business editor, and Professor John Kotter, a leading business theorist at Harvard Business School. This podcast was sponsored by Philip Morris International (PMI) but produced under the sole editorial control of The Spectator. Therefore the views expressed represent those of the commentators featured and do not necessarily represent the views of PMI.

Host Chaz Wolfe brings Queen Tai Aracen to the king's table. Tai is a 7+ figure entrepreneur and is the founder of an international real estate development firm & Social Enterprise Consulting Firm using philanthropy, technology and business development strategy to support projects that are solving our toughest global challenges. In this episode, Chaz and Tai discuss how Tai made her first million in just two weeks, how she has freed herself from fear of failure and how she keeps everything balanced. Tune in today to learn from Tai on how to grow your business!   During this episode, you will learn about; [01:34]  Intro to Tai and her business [02:18]  Why Tai still pushes past her current success [03:58]  How was Tai inspired by the future? [05:20]  How Tai got started in entrepreneurship [08:16]  What was a bad decision Tai made? [09:56]  What lesson did Tai learn from her bad decision? [11:20]  What was a good decision Tai made? [12:30]  How integrity helped Tai reach seven figures [16:12]  How Tai makes good decisions repeatedly [18:33]  How does Tai free herself from the fear of failure? [20:21]  Where did Tai learn her confidence in people's love? [22:57]  How does Tai balance her drive with her family life? [23:28]  Why Tai has a baseline she won't cross [25:30]  If Tai could only track one metric, what would it be? [27:20]  Does Tai intentionally network or mastermind with other entrepreneurs? [28:14]  If Tai only had one hour a week to run her business, what would she do? [29:13]  If Tai lost it all, what would she do? [30:13]  How to connect with Tai Notable Quotes “ I came into this era at this certain point - all the social economic, environmental issues that we are faced with - I wanna do my part to make an impact so that my children's generation is better off than we were.”  -  Tai Aracen “At the end of the day, what really pushes you and me both, is what's happening 20 and 50 and a hundred years from now.”  -  Chaz Wolfe “That's what pushes me every day, is knowing that I'm having an impact on what's gonna be happening 23 years down the road.”  -  Tai Aracen “My purpose is greater than just me as an individual.”  -  Tai Aracen “I was a millionaire in two weeks, and it was nothing that I went out looking for.”  -  Tai Aracen “Know your limits, know what your actual impact is.”  -  Tai Aracen “It doesn't mean that the fight isn't worth it. It just means that maybe right now, a little bit more strategy, maybe another connection, something else is necessary for that battle to be won.”  -  Chaz Wolfe “If the decision I'm about to make doesn't support the things that are really important to me, then it's an automatic no for me.”  -  Tai Aracen “I'm not afraid to fail. So part of my decision is I try to remove the fear.”  -  Tai Aracen “You're only as strong as the other people that are supporting you and there's no way to run a business by doing it by yourself.”  -  Tai Aracen Books and Resources Recommended: Our Iceberg is Melting by John Kotter and Holger Rathgeber https://www.amazon.com/Our-Iceberg-Melting-Succeeding-Conditions/dp/0399563911 (https://www.amazon.com/Our-Iceberg-Melting-Succeeding-Conditions/dp/0399563911) Let's Connect! Tai Aracen: Facebook: https://www.facebook.com/TaiAracen/ (https://www.facebook.com/TaiAracen/) LinkedIn: https://www.linkedin.com/in/socialimpact/ (https://www.linkedin.com/in/socialimpact/) Twitter: https://twitter.com/taiaracen?lang=en (https://twitter.com/taiaracen?lang=en) Chaz Wolfe (Host):  Website:  https://www.chazwolfe.com/gathering-the-kings.html (https://www.chazwolfe.com/gathering-the-kings.html) Facebook:  https://www.facebook.com/chazwolfe/...

Leading from the Second Chair with Mike Bonem Leadership is not just about being in charge. The best leaders know how to use influence and relationships to lead up, down and sideways in order to shape the things they care about. Subscribe to our newsletter What is a second chair leader? "a person in a subordinate role whose influence with others adds value throughout the organization." Conversation Overview: What is a second chair leader? Joseph as a biblical example of a second chair leader 3 apparent paradoxes of leading from the second chair Leader and subordinate Deep and wide Contentment and dreaming "How do we dream, and yet, not get so wrapped up in making my dream happen tomorrow that we lose contentment today?" Consider some resistance to leading from the second chair Deep change is a process and takes time About Mike Bonem: Mike Bonem is a consultant, coach, author, speaker, husband and father. He offers a unique mix of world-class consulting and executive leadership experience to help churches, ministries, and their leaders turn vision into results. Mike holds an MBA, with distinction, from Harvard Business School. He was a senior manager with McKinsey & Company, one of the world's leading management consulting firms, and held executive leadership roles in two businesses. He subsequently served over 10 years as the executive pastor of a large Baptist church in Houston. Links:  https://mikebonem.com/ The Art of Leading Change by Mike Bonem Leading from the Second Chair Thriving in the Second Chair Leading Congregational Change Genesis 37-50 Jim Collins - https://www.jimcollins.com/ Leading Change, With a New Preface by the Author by John Kotter  

Andy welcomes Tom Bowen to this week's Talent Development Hot Seat. Tom leads Learning and Development at Gem, a talent engagement platform. Tom has 15 years of experience in L&D and spent more than a decade abroad, mostly in Seoul, South Korea with shorter stints in India and Europe. As the first L&D hire at his past five companies, Tom Bowen thrives on the zero-to-one phase of building an L&D strategy and its platforms. When he isn't building programs, Tom can be found spending his time exploring California with his partner, three young kids, and a sheepadoodle. In this bonus episode, you'll hear: 7. Tom Bowen's greatest career accomplishment and what makes it stand out. 8. His biggest career mistake and what it taught him. 9. What he sees as one of the biggest challenges in talent development today. 10. The talent development trend he's following and what makes it exciting. 11. Why he recommends the books Our Iceberg is Melting by John Kotter and Stories That Stick by Kindra Hall. 12. The technology he's excited about using as it evolves. 13. Tom's advice for advancing your career. 14. How the Talent Development Think Tank Community can provide value to your career. Connect with Andy Storch here: https://andystorch.com/ (Website) https://www.linkedin.com/in/andystorch/ (LinkedIn) https://tdtt.us/ (Join us in the Talent Development Think Tank Community)! Connect with Tom Bowen: https://www.linkedin.com/in/1tombowen/ (LinkedIn)

Lesson 1: The Key Realities of Effective Delegation Delegation brings many benefits to others and you. Once you're ready to begin delegating better, knowing these realities will help accelerate your results. Key Points Delegation is one of the best and most immediate ways to develop others. When you start delegating more, things almost always get worse before they get better. You'll need to make peace with accepting some “B” work if you're used to only getting “A+” work from others and yourself. Academy Applications Close Friday, September 9th The Academy is an intimate cohort of participant leaders who work personally with me to accelerate their leadership development and organizational results. Discover more and submit your application by Friday, September 9th. Related Episodes How to Succeed with Leadership and Management, with John Kotter (episode 249) Effective Delegation of Authority, with Hassan Osman (episode 413) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

John Kotter tells Carey about how leading change can be hard but it's not impossible.  Get more on this conversation by going to http://theartofleadershipdaily.com/. Looking for resources to lead, run and grow your church? Join The Art of Leadership Academy today at http://theartofleadershipacademy.com/.

In this episode of Partnering Leadership, Mahan Tavakoli speaks with John Kotter, professor emeritus at Harvard Business School, co-founder of a management consulting firm Kotter International and a pioneer in organizational change. John Kotter is the author of 22 books on change, including his most recent book, Change: How Organizations Achieve Hard-to-Imagine Results in Uncertain and Volatile times. John Kotter talks about the struggles leaders and teams face when it comes to change and how to transform organizations to adapt to change effectively and rapidly.Some highlights:-John Kotter on the role of human nature on our resistance to change-The essential components for initiating change in the organization-Understanding the Survive and Thrive mode and how it impacts our ability to change-The power of Guiding Coalition to help bring expertise, energy, and perspective across the organization-The difference between management and leadershipAlso mentioned in this episode:Kelly King, Chairman, and CEO of Truist FinancialBook by John Kotter:Change: How Organizations Achieve Hard-to-Imagine Results in Uncertain and Volatile TimesConnect with John Kotter:John Kotter - Kotter International IncJohn Kotter on LinkedInJohn Kotter on FacebookJohn Kotter on TwitterConnect with Mahan Tavakoli:MahanTavakoli.comMore information and resources available at the Partnering Leadership Podcast website: PartneringLeadership.com

Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Working through an Agile adoption change in our organizations is always a difficult process, as not everyone will feel the same excitement about the adoption of Agile or Scrum. In this organization, the company had put up posters about Agile, but Wilson quickly realized that the Agile mindset was missing in the teams he worked with. This realization started a process of going through the change and Agile adoption process in a deliberate manner, and Wilson describes the process they adopted for that deliberate change management process. In this episode, we refer to John Kotter's book on change management: Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions.   About Wilson Govindji Wilson is a pragmatic Scrum Master, he has over 15 years in Software development and has worked in different roles, from Support Analyst, Developer to tech lead. Wilson is from Portugal, with Indian origins and currently living and working in the UK with his wife and two daughters. You can link with Wilson Govindji on LinkedIn and follow Wilson Govindji's blog on Medium. 

Adam Torres interviewed Dr. John Kotter, Chairman and Founder of Kotter International, Inc., on Mission Matters Business Podcast. Dr. John Kotter's mission is to help organizations adapt to an increasingly volatile and uncertain world with speed, intelligence, and agility.. Follow Adam on Instagram at https://www.instagram.com/askadamtorres/ for up to date information on book releases and tour schedule.Apply to be interviewed by Adam on our podcast:https://missionmatters.lpages.co/podcastguest/Visit our website:https://missionmatters.com/

Jim Reid knows what it takes to build a high-performing culture and successfully lead organizations through tremendous change and growth. An accomplished executive and trusted advisor to seven CEOs, Jim has navigated significant change and immense pressure to build winning teams that outperform competitors. He has coached, advised and developed thousands of aspiring leaders who have gone on to deliver extraordinary results and to make the world an even better place. Originally trained as a military pilot, Jim built his expertise working alongside some of the best thinkers on leadership including Jim Collins, Jeffrey Pfeffer, John Kotter and Dave Ulrich. Recognized in 2021 as one of the 50 Best Executives in Canada by The Globe & Mail's Report on Business Magazine, he brings credibility, insight, and integrity to shape a framework for leadership based on five timeless principles that if understood and lived, are almost guaranteed to get you to a better place in your life. Jim's new book ‘Leading to Greatness' comes out today! It combines the best research on high performance with over 30 years of observing what the very best leaders do differently to excel. In Leading to Greatness Jim provides an actionable, practical playbook for all leaders to take their leadership in work and life to the next level.  Learn more at www.ericbrooker.com & https://www.linkedin.com/in/jimreidchro/