Podcast appearances and mentions of John P Kotter

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.

Send me a messageToday's guest is the greatest personification of the sustainability change maker I've met - Chris Nunn. Chris is what many of us likely aspire to be as professionals - deeply knowledgable, remarkably driven and incredibly hard working. It's easy to be impressed by the sheer depth and breadth of what he knows. But The more I've come to know Chris over the years, the more I've come to know him as a person. Warm, compassionate, generous and grounded.With a career spanning law, consulting and large scale property businesses, Chris has also dedicated a large part of his working life to serving on many, many professional associations and industry groups as part of his own mission to enact meaningful and urgent change in the built environment. Beyond that though, Chris is a loving father and husband, passionate mountain biker and crossfitter, and a faithful friend.In my own efforts this past year, Chris has been integral in acting as a trusted advisor and active contributor to Finding Nature being and becoming what it is, and it's a real pleasure to bring him and part of his own story, philosophy and experiences to this broader community.One last place you can sign up is at  findingnature.substack.com where each month I publish a series of contributions from other professionals working in the sustainability and impact fields on what motivates them, their philosophies and how that informs their daily lives. The most recent edition was published on the topic of time and how it pervades and informs so much of our thinking. The six contributions are all poignant and perceptive, and I really loved getting this one out. Give it a read, offer a comment and share it to those who you think might enjoy it.The next newsletter edition arrives in inboxes this Saturday, and with Chris in mind plus the theme of help, this quote from one of the greatest leadership and change practitioners over the last century John P Kotter is appropriate: 'Effective leaders help others to understand the necessity of change and to accept a common vision of the desired outcome.”Til next time, thanks for listening.Today's show is delivered with Altiorem. Use the code FindingNature10 to get your first month free on their gold and platinum plans. Today's show is delivered with Gilay Estate. Add Finding Nature to your booking reservation for free food bundles.Thanks for listening. Follow Finding Nature on Instagram

Who is Edmund?Edmund Bradford is a successful entrepreneur known for his expertise in online gaming and business consulting. With a degree from Warwick Business School, he has built a global client base, including prestigious universities and large corporations like Airbus. His work extends far beyond traditional business schools, as he conducts Middle East chat sessions and collaborates with diverse clients all over the world. Edmund's innovative approach and ability to work with complex international organizations have earned him a reputation as a highly sought-after consultant in the gaming and business industry.Key Takeaways00:00 Business schools and corporations face similar challenges.05:28 Company teaches engineers profit through transformative game.07:29 Deliberate practice crucial for learning; failure essential.10:36 Misuse of strategy in business can mislead.16:11 Debate on organization's values and stakeholder returns.18:56 Ask about sustainability cup, involvement, and organizations.21:30 Encouraging message about sustainability and business growth.23:44 Announcing guest and expressing gratitude for event.Valuable Free Resource or Actionwww.market2Win.academyA video version of this podcast is also at https://youtube.com_________________________________________________________________________________________________Subscribe to our newsletter and get details of when we are doing these interviews live at https://TCA.fyi/newsletterFind out more about being a guest at : link.thecompleteapproach.co.uk/beaguestSubscribe to the podcast at https://link.thecompleteapproach.co.uk/podcastHelp us get this podcast in front of as many people as possible. Leave a nice five-star review at apple podcasts : https://link.thecompleteapproach.co.uk/apple-podcasts and on YouTube : https://link.thecompleteapproach.co.uk/Itsnotrocketscienceatyt!Here's how you can bring your business to THE next level:If you are a business owner currently turning over £/$10K - £/$50K per month and want to grow to £/$100K - £/$500k per month download my free resource on everything you need to grow your business on a single page :It's a detailed breakdown of how you can grow your business to 7-figures in a smart and sustainable way————————————————————————————————————————————-TranscriptNote, this was transcribed using a transcription software and may not reflect the exact words used in the podcast)SUMMARY KEYWORDSsustainability, marketing, strategies, business schools, corporations, simulation games, university, competition, change management, leadership, consulting, SWOT analysis, deliberate practice, strategic planning, sustainable business, sustainability World Cup, education, training, workshops, postmortem analysis, leading change, force for good, innovation, adaptation, strategy execution, marketing plan, academic, corporate clients, economic strategy, profit generation, business sustainabilitySPEAKERSEdmund Bradford, Stuart WebbStuart Webb [00:00:21]:Hi, and welcome back to It's Not Rocket Science 5 questions over coffee, which is what I have In front of me here, I hope my Edmund has got something similar. It's Edmund, well done. I'm delighted today to be joined by Edmund Bradford. Edmund is, a hugely experienced founder, owner, and managing director of Market two Win, which produces sales and marketing and sustainability games for university business schools and corporations. It's gonna be a fascinating conversation. Not only that, he's the author of Marketing Navigation, How to Keep Your Marketing Plan on Course To implementation success, which I think is gonna be brilliant. I'll put links to that in the show notes. He's a guest speaker at many universities, Teaching associate at Warwick University, great university in England, and a judge at the International Business Awards.Stuart Webb [00:01:13]:And I know he's gonna make mention of some other Judging and things that he's gonna be doing. So, Ed Edmund, welcome to It's Not Rocket Science five questions over coffee.Edmund Bradford [00:01:24]:Thank you, Stuart. It's a pleasure to be here with you.Stuart Webb [00:01:27]:I'm I'm really looking forward to this conversation. Edward, do you want to just start off by trying to Describe, you know, who it is that you're trying to reach with with not only the stuff you don't market to win, but also all of the the the the university and And business school stuff that you that you help students with.Edmund Bradford [00:01:42]:Yeah. Sure. It's, I'll I'll try and keep it quick because it's not easy, question to answer, actually. I just I should I should tell I should tell him an introduction. But I think we have 2 we have 2 broad, kind of ideal clients if you like. So, One is on the academic side, the education side. So those are those business schools that that you mentioned at the Stuart. University business schools, wherever they are around the world.Edmund Bradford [00:02:05]:So our games are online, so they don't have to be, you know, a brilliant business school Like Warwick, they could be anywhere in the world, and our clients are are all over the place. I'm doing a a Middle East chat, after you after you finish here. So, yeah, University Business School is one type of client. And then on the corporate side, yeah, I think sort of, you know, the the the big Corporations are also really good good client for us. Airbus is one of our clients as well. So that type of big, you know, complicated International organization is also a great a great client for us to to work with.Stuart Webb [00:02:39]:And and and the work you do with these, Challenges, these these these cups, they're they're they're ways of of helping people as well, aren't they? They're things that you you bring to To to to really sort of help challenge people to think more about what they're trying to do.Edmund Bradford [00:02:55]:Yeah. I think, the sort of challenges that they have, I think I think that it's interesting because the the the challenge is very similar. Whether you're a business school or a big corporation, you're both competing in a very, intense, marketplace. Business schools, even in the UK, business schools have lots of competition, especially, sort of master's level, especially MBA level. It it goes right down to to under undergraduate level as well, often competing on a on a global stage. And the same, of course, with with big corporations. We know we know they they live in highly competitive and and fast changing market. So The the kind of challenge they both share in a way is is, you know, how to get control of that and how to develop a kind of proactive strategy to to get through all that.Edmund Bradford [00:03:44]:So, and and my my work, if you like, whether it's, As, you know, doing the game stuff or or just standing up there and and doing a bit of training. It's often around helping them to get a a a growth strategy together That will help them. Well, they do it now if it's a corporation or help them do it in the future, if they're if they're a student at the at the university. So finding a way through that. Yeah.Stuart Webb [00:04:08]:Yeah. And so so what is it that that others are doing which which, you know, you find these approaches particularly with with things like market When I just put your website on the, on the screen for people to see, which is which is going across market to win coffee. Well, what is it You're finding that others are doing Webb where market to win, it does differently. What what what is it they try other people have tried before with which you're trying to sort of help them to get through?Edmund Bradford [00:04:34]:Yeah. I think, I mean, it's a it's a very good question. The I mean, the market, even my market, you know, if if I'm talking about developing, you know, strategies, it's a very crowded market. You know, they've got the big consultancies in there as well as, you know, individuals. And actually I mean, I I started Market Twin, 18 years ago, because, one of my big corporate clients at the time, we were doing some some strategy work with them, And we're doing the usual stuff of of coming in there, running a 2 day workshop with lots of, you know, lots of engineers and and over functions in the room. We'd produce, in this case, a marketing plan on a flip chart, you know, and then the we'd walk off, and I I know damn well that they're not gonna look at it for another 12 Until we have the next workshop. So I was I was thinking this, you know, this isn't right. And we actually went into a, a 2 day session with that with that Client Webb they actually it wasn't my session.Edmund Bradford [00:05:28]:It was another session run by another company, and they were teaching the engineers, how to understand profit. And what really made a difference was the fact they had a game, a little a little over simple table game that was used to help them learn profit, it was really transformative. The whole experience was transformative. And so I thought about that, and it's 18 years ago, that that what we need what I needed to do if I was going to help, You know, my clients understand, you know, the importance of of getting a business strategy, particularly an external market strategy right, is that, we needed to experience it a bit. And so we Webb developed a game, about 18 years ago, and we we started to to to to play with that. And and now the idea it's obviously evolved over over many many years, and so now the idea is is that we have teams of people playing this online game Against each other in a sort of a a fictionalized world, always based on a real industry, but we kind of gained it. And they they learn, you know, all the issues that you have to deal with as a, you know, as a chief marketing officer or as a CEO in in developing a successful and competitive strategy. So I think, And I think in a nutshell, you know, what what Webb do that others don't, it's the it's the game, and it and it gives them the the the skill, Not just the knowledge from reading books or attending lectures or going to training, but because we're practicing it, it gives you the practice Of of actually applying some of those those really good ideas.Stuart Webb [00:06:54]:Yeah. Deliberate practice.Edmund Bradford [00:06:55]:Yeah. Absolutely. Yeah. And it's all in little cycles. You know? It's not it's not let's Let's read a book for 3 months and then execute for 3 months. It's about let's do that, you know, over you know, ideally, it could be a 2 day workshop, it could be if it's a university running it over over, you know, several weeks, during a during a semester. So, yeah, that that you know, learn it, practice it, learn it, practice it continuously over different decision rounds. Hopefully, at the end of it, everybody comes out with a bit more, bit more, you know, a bit better competence in the area and and, You know, with a bit of, enjoyment of the actual process as well.Stuart Webb [00:07:29]:Yeah. No. I absolutely agree. I think the the the act of practice, deliberate practice, I mean, it's it's a huge element of of learning, isn't it? Too many people learn by doing, and we don't give them enough opportunity to learn in Safeway in a safe an environment where failure is actually part of the learning process. I mean, I I often say to people I work with, clients of mine, You know, babies don't learn to walk by standing there and going, right now, I need to Stuart running. They fall on their bottoms several times. And as you get up from that, you think, well, that's not the way to do it. You know, the great quote of Edison, you know, on one of his experiments, it's failed when, you know, he started scribbling notes.Stuart Webb [00:08:08]:His assistant said to him, well, why are you talking about that? It was a failure. He said, yes. But if I wanna do that again, I now know how to do it. And that's a great example Sort of learning by doing something and and not necessarily getting it right, but saying, well, now I know what not to do Webb I know what to do different next time. Learning by doing is a huge Yeah. AndEdmund Bradford [00:08:26]:I I I totally agree, Stuart. And and and I I sometimes learn it. You know, even in my own experience, when from looking at others, you learn more from failures When you do few successes. And and I know I know the world is full of, you know, examples of successful companies. You know, Apple is is is always mentioned, you You know, in marketing courses. But but I find that the companies that have failed, you know, the of this world, you know, the the Something that's sort of gone from success to failure very quick. I find that very fascinating. And how did that how did that happen, and what went wrong? And we can we can learn more from that, like a postmortem.Edmund Bradford [00:09:02]:There's a there's a great article on the Harvard Business Review about doing a a postmortem on a on a project. And we learn more from that postmortem Than we do on actually just just, you know, exploring successful companies. Because often, you know, I come five Apple. It's got the budget. It's got the experience. It's got the skills already there that we don't five, so maybe we can learn learn from looking at looking at failures.Stuart Webb [00:09:23]:Yeah. I I I I love your your your your idea of the the postmortem, I often I often think that we don't spend nearly enough time looking at those postmortems and learning from them, though. Too too many times people find that sort of, you know, Do the postmortem. Stick it on the shelf in a report. Never look at it again in the same way they don't look at their strategy ever again. It's a document written. I I like sometimes sort of encouraging people to do the what I call the premortemEdmund Bradford [00:09:47]:Yes. Which is,Stuart Webb [00:09:47]:you know, think about what could possibly go wrong Yes. Right now to avoid doing that. Know? Yes. Let's let's do the postmortem upfront. This has all gone horribly wrong. Right? Now let's find a way of not doing any of that. Yes.Edmund Bradford [00:09:57]:That's right. And I think that was that was the the the point behind the article I mentioned, I think, as well. They did. I think they looked at I think they looked at NASA and what went wrong with the with the Challenger, shuttle. And, yeah, and and And as as you know from reading the article, the issue is often about the culture in the organization, and the fact that the culture does not allow Webb know this in the UK. We see it in the post office. We see it in the NHS. The The culture doesn't allow, you know, criticism, whistle blowing.Edmund Bradford [00:10:23]:Yeah? It's five, no. So that's not that's not right. You know? It doesn't fit doesn't fit our thinking. So, yeah, so often the pre mortem is that is that idea of saying, well, you know, let's assume assume things go Webb, alright, what that look five, and what would what would bad look five? Yeah?Stuart Webb [00:10:36]:Yeah.Edmund Bradford [00:10:36]:And and then and then putting that back into back into back into your thinking. So, yeah, I mean, you know, there there's lots of different corners and angles and Those are aspects of of strategy, and and and I find the thing I found and it it probably I it probably intrigued a few years ago for me, Stuart. Haven't been in the business about 30 years. It only took me a few years a few years ago that that the job with strategy is it is is it's the most misused word in business. You you can add the word strategy to anything and think you've done it. So so I can have a pricing by putting the word strategy on the end of it. I can have a promotion strategy. I can have a Facebook strategy.Edmund Bradford [00:11:15]:I can have a digital a social media strategy. You know? Can have anything, any Stuart, by putting the word at the end of it, and and, therefore, I think, therefore, that I'm strategic. But the, the research has shown, actually, that that, Particularly, you know, marketers are are actually not very good at this at being strategic. And and worse than that, they don't know they're not very good. That's that's the problem.Stuart Webb [00:11:37]:I'm not gonna comment on those of us that haven't yet managed to work out that we are not quite as good as we think we are or indeed we're actually so stupid that we can't work out How good we are or not good at something, we'll leave that to, to politicians. So so so, Edmund, is there a there is there a valuable free gift you can leave people? I mean, obviously, we can go to market to win and learn a little bit more about what you're up to. But is there anything there that you can sort Point us to, which would be a a a great way of getting value from this idea of of approaching things with with a learning head on and the practice to go with it.Edmund Bradford [00:12:12]:Yep. Sure. There's 2 there's 2 2 places you can go to. So first of all, yeah, the market to win .com website's really good, if I don't say so myself. Webb are we are starting well, we are starting. What's interesting there is that we are starting a new Competition, in sustainability, which we haven't really talked about yet, but in sustainability. And I think sustainability has got a fascinating impact on strategy. And and, if you wanna participate in that competition, it's called the Sustainability World Cup.Edmund Bradford [00:12:45]:Just go to the Market2win Webb, go to our simulations menu, and you'll see the Sustainability World Cup under the simulations menu there. So, so go there. Have a look at that. Get in contact with us if you're interested in participating because that's gonna be running, from April, over few weeks. It's a really good opportunity for for you to Learn some of these these ideas. So that's that's option number 1. And option number 2, we actually have an academy site, Webb we we we put, you know, lots of videos and tutorials, etcetera, on there. And there's a couple of good free ones on there.Edmund Bradford [00:13:20]:So if you if you go also to www.market to win.academy, okay, which is a different website, then you'll see some interesting, you know, videos that we've done, on on different aspects of of strategy as well. Okay? So if you sign you just sign in for five, and and some of those tools are really good. Five, for example, we've got a really good Video on on how to do a good SWOT analysis, you know, which is always done badly Webb I when I look at them. So here there's a good video there, You know, your next swatch should be a better swatch than your your last swatch after watching that that that particular video.Stuart Webb [00:13:56]:I've I've Stuart my link on On there, which is www.market to win.academy.Edmund Bradford [00:14:02]:That's it. Thank you.Stuart Webb [00:14:03]:And, thoroughly suggest you go and check some of that because I know I've gone and looked at that, See, looked at the Sustainability Cup, which I hope we might get an opportunity to talk about if I if I if I come to a question in a minute where I ask You sort of, ask a question I shouldn't have asked. There's an opportunity for you, Edmund. Anyway, let's not let's not leap ahead. Obviously, you've you you're an author yourself. You've written a book. Are there any other Books or courses or anything else you think, people should be using as their inspiration for practicing in a safe way their strategies before they put themEdmund Bradford [00:14:37]:Yeah. I think, I mean, I'll I'll recommend a few. I think on the, on the sort of marketing side, should we say, There's there's this one, alright, which is which is this sort of bible. Yeah. That's Mark The Marketing Plans book. Okay. So that's by Professor Malcolm McDonald And Hugh Wilson. Alright.Edmund Bradford [00:14:56]:So that's that's a really good book in terms of how to write a marketing plan, a strategic marketing plan. That's the one that we mentioned at the Stuart, my one, if I if I can plug it on the execution side. Yeah. So that's how to execute your plan. So those 2 books together, Yeah. It's all about, you know, how to how to think about strategy, write it in a good plan, and and execute it.Stuart Webb [00:15:17]:And then do it.Edmund Bradford [00:15:18]:And do it. Yeah. And then the final one I'm gonna I'm gonna mention in terms of sort of the strategy stuff, which is which is more on the sustainability side. And, this is one that that that you can tell because I've got lots of, Post it notes in there. So Webb well read. That one's brilliant. I mean, that's about, you know, it's called Reimagine Capitalism, How Business Can Save the World, And it's it's trying to get to that sweet spot, which which we do in the the new Sustain to Win Simulation, which is about, you know, how do we Have a company that that, yeah, generates profits for shareholders, but is also a force for good in the world. Yeah.Edmund Bradford [00:15:57]:Very good. Rebecca Rebecca Henderson, professor Henderson, She's done a really good job of of of of talking about how that that can can be done. So those you know, if you if you wanna you know, 3 recommendations there, That that's that's those are really good books.Stuart Webb [00:16:11]:Obviously, we could spend the the the next 20 years debating how to make your your your You your organization, both a force for good and yet still return value to stakeholders. But let's, let's gloss over that, Before we get too deep in it, because I think that is a fascinating subject. I know it's a subject of many MBA theses in the past, some of which I'm sure you've been subjected to unless you've, unless you've managed to find your way out of that. So let's let's get on to our 4th question before we we get too deep, and I'd five to Spend more time talking about that one. But but is there a is there a a a a a question I haven't yet asked you? Is there something I haven't yet Sort of come to you and sort of said this is this is the killer question. If I was to give you the opportunity to what ask what that killer question was it, what would it be? And then, obviously, once you've asked it, you will be the only person that we could possibly turn to to answer it for.Edmund Bradford [00:17:04]:Yeah. I think I think the the question is what's the what's the hidden skill that you need to be a great leader, I would say. Yeah? For anyone that wants to be a great leader or whatever age you are. And I and I would say and I've been through all this myself, And and I and I was just very, very lucky in my early career, but it's catch with me all all through my life is is change. Yeah? Mhmm. If you whatever function you're in, whether it's finance, Law, you know, whatever you're doing, basically. Alright? Marketing, sustainability, whatever it is. If you wanna be successful in life, you have to Drive through change.Edmund Bradford [00:17:37]:And that doesn't mean to say that you need to be, you know, somebody upfront, an Elon Musk or Steve Jobs, anything like that. You know, Richard Branson, a famous A famous face. You you can lead change, as we used to call it in in my old days. You can lead from behind. Yeah? So the quiet you'd be do it quietly. So that is a that's a whole science, Stuart, of of of change. And, whatever you're doing, I think, you know, There's you're never too late to start reading up on that on that particular subject. My final book, nothing to do with me.Edmund Bradford [00:18:08]:Final book, I would say, you know, a good place to start is that That man there, John P. Kotter. That I probably don't have his latest book. That's probably an older version. But Leading Change by there we go. Try to get it on the slide. Leading Change by, on the screen, by John P. Coffee.Edmund Bradford [00:18:21]:Just go to his website. Go look up Leading Change, John P. Cotter. I think it's, kotter.com or something? But, he's got some really good principles of how to how to lead change. And, You know, everything you do, whether it's in your business life, personal life, whether it's social life, whether you're working in a sports club, you know, Whatever you're doing, it's about it's about, you know, changing things, processes, people, behaviors, organizations. Yeah. And that That is, the that's something everybody needs to understand.Stuart Webb [00:18:56]:Edmund, we've we've reached the end of the 5 questions have a copy, but But one thing I'm burning to ask you about is so I'm gonna deviate from my from my normal 5 questions gonna ask you a 6th question. Can you please give us a little more detail on what the sustainability cup is? Just just once again, tell us Webb do we find details, what it is you're looking for in terms of, of people sort of getting involved in that, and then I'll I'll promise I'll let you go, before I start then down the the the the path of how do we make organizations, in this capitalist world be both a force for good and force for change.Edmund Bradford [00:19:28]:Yeah. And that's that that that subject, by the way, Stuart, is is is is one that is has a lot of research. More research is needed, and and, you know, there's a lot of discussion about it. Not that's not definitely a closed subject. Yeah. So the the Sustainability World Cup is a is a is a new competition that we're putting together. It uses our new Sustain two Win simulation. So it's game game based game based learning.Edmund Bradford [00:19:53]:And, what we're looking for is for teams just like the World Cup. We're looking for teams from around the world To participate in in the World Cup, we're gonna have some nice awards handed out at the end. We've got a five bunch of judges, Stuart lined up, I believe.Stuart Webb [00:20:11]:Good. I figured that's right. I figured some of them are excellent.Edmund Bradford [00:20:14]:Yeah. Some of them might some Some of their excellent judges. We've got a fantastic set of judges to to to to judge it, and it's it's really it's 2 thing. It's a course and a competition. So, it's it's about playing the game. And just like, you know, just like anyone that plays our games, they they they learn from playing the game, but also so that's a serious side. Alright. I was in that's that's the serious five.Edmund Bradford [00:20:36]:But the fun the fun bit is is that because it's a game, There's there's some nice nice awards at the end. And, you know, there's some some great you know, how good it would be, wouldn't it, if if if someone on this call Signed up to play the game and ended up being our sort of sustainability leader, sustainability champion of 2024. I mean, what what a great title to have on their their CV. So, yeah, so a chance to practice some of the ideas, you know, that that that we've been talking about today in a safe environment. Yeah. And to and to to get there, Yeah. Just go to the market2win.com Webb, www.marketwin.com. Not the academy one, so that's on the coffee one.Edmund Bradford [00:21:13]:And, look for the simulations menu along the top, and you you see on the drop down, it will say the Sustainability World Cup. Okay. And go there and, sign up or or just drop me a message, and we'll be delighted to send you more information.Stuart Webb [00:21:30]:Edwin, I'm looking forward enormously to seeing what comes out of that. I know there's gonna be a sort of a a bit of a social media push, over the next few, few weeks to really sort of launch this. I think it's great initiative. I mean, it's brilliant not only for people in universities, schoolchildren, but also, you know, those who are Currently starting out in business to start to get a team around them to think about these challenges and to really push forward with How do you make your business sustainable? Not only sustainable for an environmental and, a a positive impact upon the world, But how do you make it sustainable so that in years to come, it's not some, unchanged, unwill unwanted commercial organization, But it's something that learns to adapt, change, generate ideas, innovate, and and continue. I mean, the the The the the fact that we don't have enough organizations that have been surviving 3, 4, or 500 years because they have learned to adapt and change and be adaptable, sometimes sometimes surprises me because we we do tend to coffee too short term. So I really hope that people grasp hold of the Sustainability World Cup, Look at it as an opportunity to start rethinking how to make the organization both a force for good in their community, in with their stakeholders, as well as continue to be profitable for years to come. Edwin, I think it's been a brilliant conversation. Thank you so much for spending a few minutes.Stuart Webb [00:22:58]:I know you are so busy. You are gonna rush off now And be all over the rest of the world trying to do the same thing.Edmund Bradford [00:23:04]:Yeah. I'm putting into actually, yeah, putting into action, Stuart. Yeah. Putting into action with the classic I love that.Stuart Webb [00:23:08]:I love that.Edmund Bradford [00:23:08]:The classic dudes. Yeah.Stuart Webb [00:23:10]:Thank you so much for spending a few minutes with us. I I really appreciate it. And, listen, just 1 last comment. If you would like to join the newsletter Get information about some of the brilliant people we have. We had a comment about, about the book that Edmund represent suggested. So if you wanna get on, make comments, ask questions of the guest, go to this address, which is, link.thecompleteapproach.co.uk Forward slash newsletter. That's link .completes.co.ukforward/newsletter. You will get, an email from me.Stuart Webb [00:23:44]:Very simple. Just sort of announcing what's going on, who the guest is gonna be. So you get the opportunity to join, live on LinkedIn and show that, show that you get regrets like this. I'm just gonna show, Annie Dunning It's just coffee to you. It's always such an education to work with you, Ed, at the University of Portsmouth. So you're you're making your way all the way Warwick University to Portsmouth University in the blink of an eye. Brilliantly done, Ed. Thank you, Annie.Edmund Bradford [00:24:10]:That's very nice. Nice to meet you, Annie.Stuart Webb [00:24:12]:Coming coming on and letting us know that Ed is a a decent chap, to work with as he appears. And with that, Ed, I'm gonna let you go. Thank you so much spending a few minutes with us. I'm just gonna play the outro, and, I look forward to speaking to you again very soon.Edmund Bradford [00:24:26]:My pleasure. Get full access to It's Not Rocket Science! at thecompleteapproach.substack.com/subscribe

Folge 47 beschäftigt sich mit der Unternehmenskultur als Schlüssel zur Innovationsfähigkeit von Unternehmen. Zu Gast ist Alexandra Barth, Chief People Officer der HRS Group. Alexandra und ihr Team bei der HRS Group haben es sich zur Aufgabe gemacht, ein Umfeld zu schaffen, in dem Unternehmer und Mitarbeiter gefördert werden, um zu wachsen, Kontakte zu knüpfen und innovative Lösungen zu entwickeln. Uli, Markus und Alexandra diskutieren am Beispiel von HRS über die Transformation von Geschäftsmodellen als Ausgangspunkt für Innovationen und die besondere Rolle der Unternehmenskultur in solchen Prozessen. In einer sich ständig verändernden Geschäftswelt sind Anpassungsfähigkeit und Resilienz wichtige Faktoren. Transformative Führung nimmt in der Diskussion einen besonderen Stellenwert als prägender Faktor für die Innovationsfähigkeit einer Organisation ein. Ebenso wie die Notwendigkeit, sich in der Organisation psychologisch sicher zu fühlen, um sich im Sinne eines gemeinsamen Growth Mindsets authentisch einzubringen und innovativ zu sein. Wer mehr wissen möchte, findet hier weitere Informationen: - HRS Group Angebot https://www.hrs.com/enterprise/de/hrsgroup/ - Literaturhinweis zu „Porter's Five Forces: Understand competitive forces and stay ahead of the competition“ https://amzn.eu/d/2aNMzkX - Literaturhinweis zu Growth Mindset „Mindset: The New Psychology of Success“ von Carol S. Dweck https://amzn.eu/d/3Z6Z556 - Literaturhinweis zu Transformative Führung „Leadership“ von James MacGregor Burns https://amzn.eu/d/ebdcO0G - Literaturhinweis „Transformational Leadership: A Comprehensive Review of Theory and Research“ von Bernard M. Bass und Ronald E. Riggio https://amzn.eu/d/0zRYn3y - Literaturhinweis "Leading Change" von John P. Kotter https://amzn.eu/d/ehnUBtJ Euer Feedback zur Folge und Vorschläge für Themen und Gäst:innen sind sehr willkommen! Vernetzt euch und diskutiert mit: - Alexandra Barth: https://www.linkedin.com/in/alexandra-barth-21844892/ - Ulrich Irnich: https://www.linkedin.com/in/ulrichirnich/ - Markus Kuckertz: https://www.linkedin.com/in/markuskuckertz/ Mitwirkende - Hosts: Ulrich Irnich & Markus Kuckertz // Produktion: Daniel Sprügel, Maniac Studios (https://maniacstudios.com/) // Redaktion: Marcus Pawlik © Digital Pacemaker Podcast 2024

In this episode of the 5 Leadership Questions podcast, Todd Adkins is joined by Dr. Angie Ward, a leadership author and teacher with nearly 30 years of experience in church, parachurch, and Christian higher education ministry. She also serves as Director of the Doctor of Ministry program at Denver Seminary. They discuss the concept of adaptive leadership and its importance in today's rapidly changing culture and churches. Dr. Ward shares insights and practical tools for agile and adaptive leadership, including managing leadership anxiety and understanding the emotional aspects of change management. BEST QUOTES “Especially when it comes to change and leading an organization, you're going to have people that want to transfer their anxiety to you. It's at that point that you must have a barrier up to be able to maintain a clean and clear point of view.” – Dr. Angie Ward “Anytime there's change, that introduces disequilibrium into the system, and then disequilibrium seeks stability.” – Dr. Angie Ward “When you have everybody bringing their own things into a change situation in the organization, then then it's not just what's going on in the organization, but what's going on in every individual person and in between every person in the system.” – Dr. Angie Ward “We need to do that deep change on our own before we try to lead a system, an institution, an organization, or a group through that deep change.” – Dr. Angie Ward Nobody's going to say, “Let me give you extra time. Let me protect your time.” You must do it. You must block out those things.” – Dr. Angie Ward “I wish I would've been aware of God saying, “This is who you are”, instead of all the external internal voices because that causes a lot of turmoil and doubt and trying to be somebody I'm not created to be.” – Dr. Angie Ward RECOMMENDED RESOURCES Uncharted Leadership: 20 Case Studies to Help Ministry Leaders Adapt to Uncertainty by Dr. Angie Ward At Your Best: How to Get Time, Energy, and Priorities Working in Your Favor by Carey Nieuwhof Deep Work: Rules for Focused Success in a Distracted World by Cal Newport Managing Leadership Anxiety: Yours and Theirs by Steve Cuss Leading Change by John P. Kotter The Change Monster: The Human Forces that Fuel or Foil Corporate Transformation and Change by Jeanie Daniel Duck The Heart of Change: Real-Life Stories of How People Change Their Organizations by John P. Kotter and Dan S. Cohen Dr. Angie Ward Website

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จากบทความของ John P. Kotter

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.

En una empresa es fundamental no bajar jamás la guardia: la necesidad de una nueva reestructuración, de un nuevo cambio, es siempre impredecible.En este episodio analizo el libro Al Frente del Cambio (CLeading Change, 1998), de John P. Kotter, autor de decenas de libros de liderazgo y gestión del cambio y profesor de la escuela de negocios de Harvard, y que nos muestra los errores básicos que surgen en todo proceso de cambio en una empresa y qué podemos hacer para corregirlos. Aquí puedes conseguir este libro:AQUÍ TIENES EL LIBRO "La Llamada del Coraje": https://geni.us/frentecambio En esta página encuentras las notas del episodio y todos los enlaces mencionados:https://librosparaemprendedores.net/268 ¿Quieres saber cómo aumentar tu velocidad de lectura? Mírate este vídeo y quizás hasta la dupliques en sólo 20 minutos: https://www.youtube.com/watch?v=V0VqCZlLuEc¿Cómo conseguir levantarse temprano? 10 consejos... también apps útiles, para conseguirlo: https://www.youtube.com/watch?v=TJPmqy6Qi1c En Youtube y en Instagram estamos publicando también contenido exclusivo. Suscríbete ahora:Youtube: http://www.youtube.com/c/LibrosparaemprendedoresNetInstagram: https://instagram.com/librosparaemprendedores Esta es nuestra página oficial de Facebook: http://librosparaemprendedores.net/facebook Además, recuerda que puedes suscribirte al podcast en:- Nuestra página: http://librosparaemprendedores.net/feed/podcast- iTunes: https://itunes.apple.com/mx/podcast/libros-para-emprendedores/id1076142249?l=es- Spotify: https://open.spotify.com/show/0qXuVDCYF8HvkEynJwHULb- iVoox: http://www.ivoox.com/ajx-suscribirse_jh_266011_1.html- Spreaker: http://www.spreaker.com/user/8567017/episodes/feed- Stitcher: http://www.stitcher.com/s?fid=81214 y seguirnos en Twitter ( https://twitter.com/EmprendeLibros ) y en Facebook ( https://www.facebook.com/EmprendeLibros/ ). Hosted on Acast. See acast.com/privacy for more information.

En una empresa es fundamental no bajar jamás la guardia: la necesidad de una nueva reestructuración, de un nuevo cambio, es siempre impredecible.En este episodio analizo el libro Al Frente del Cambio (CLeading Change, 1998), de John P. Kotter, autor de decenas de libros de liderazgo y gestión del cambio y profesor de la escuela de negocios de Harvard, y que nos muestra los errores básicos que surgen en todo proceso de cambio en una empresa y qué podemos hacer para corregirlos. Aquí puedes conseguir este libro:AQUÍ TIENES EL LIBRO "La Llamada del Coraje": https://geni.us/frentecambio En esta página encuentras las notas del episodio y todos los enlaces mencionados:https://librosparaemprendedores.net/268 ¿Quieres saber cómo aumentar tu velocidad de lectura? Mírate este vídeo y quizás hasta la dupliques en sólo 20 minutos: https://www.youtube.com/watch?v=V0VqCZlLuEc¿Cómo conseguir levantarse temprano? 10 consejos... también apps útiles, para conseguirlo: https://www.youtube.com/watch?v=TJPmqy6Qi1c En Youtube y en Instagram estamos publicando también contenido exclusivo. Suscríbete ahora:Youtube: http://www.youtube.com/c/LibrosparaemprendedoresNetInstagram: https://instagram.com/librosparaemprendedores Esta es nuestra página oficial de Facebook: http://librosparaemprendedores.net/facebook Además, recuerda que puedes suscribirte al podcast en:- Nuestra página: http://librosparaemprendedores.net/feed/podcast- iTunes: https://itunes.apple.com/mx/podcast/libros-para-emprendedores/id1076142249?l=es- Spotify: https://open.spotify.com/show/0qXuVDCYF8HvkEynJwHULb- iVoox: http://www.ivoox.com/ajx-suscribirse_jh_266011_1.html- Spreaker: http://www.spreaker.com/user/8567017/episodes/feed- Stitcher: http://www.stitcher.com/s?fid=81214 y seguirnos en Twitter ( https://twitter.com/EmprendeLibros ) y en Facebook ( https://www.facebook.com/EmprendeLibros/ ). Hosted on Acast. See acast.com/privacy for more information.

Welcome to an episode with Gaurav Gupta, the Director at change management and strategy execution firm Kotter. Get Gaurav's book here: https://amzn.to/3ApxT5J The level of complexity and the pace at which things are changing in modern society requires leaders and organizations to be more reactive to change. Companies can no longer depend on a linear, methodical, deliberate approach to change. Instead, the key is to rely on a more agile, organic approach where employees are engaged and motivated to participate. As Gaurav mentioned in this episode, “The more organizations, individuals, teams, and leaders can start to frame change as an opportunity, the more people are going to run towards it because there are changes we embrace.” In this episode, we discussed the level of change that organizations face today and how they can effectively manage, adapt, and embrace the shifts required in the business. We discussed the kind of leader who thrives in situations where the organization goes through a fast-paced change. Gaurav Gupta worked with clients in industries as diverse as food and beverage, oil and energy, healthcare, chemicals, and finance. Gaurav draws on his extensive global (having worked in over 10 countries) and diverse functional experience in collaborating with business leaders to develop and implement effective transformation efforts.  Prior to joining Kotter, Gaurav led the operations for the European office of Stroud International, a management and operations consulting firm. Gaurav combines his passion for international development and education by serving as an executive board member for a non-profit, Medic to Medic, that sponsors medical students in Uganda and Malawi.  Gaurav holds a Bachelor of Arts in Physics from Middlebury College and a Master of Science in Aerospace Engineering from Cornell University. Get Gaurav's book here: Change: How Organizations Achieve Hard-to-Imagine Results in Uncertain and Volatile Times. John P. Kotter, Vanessa Akhtar, Gaurav Gupta. https://amzn.to/3ApxT5J Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

Welcome to Strategy Skills episode 269, an episode with Gaurav Gupta, the Director at change management and strategy execution firm Kotter. Get Gaurav's book here: https://amzn.to/3ApxT5J   The level of complexity and the pace at which things are changing in modern society requires leaders and organizations to be more reactive to change. Companies can no longer depend on a linear, methodical, deliberate approach to change. Instead, the key is to rely on a more agile, organic approach where employees are engaged and motivated to participate. As Gaurav mentioned in this episode, “The more organizations, individuals, teams, and leaders can start to frame change as an opportunity, the more people are going to run towards it because there are changes we embrace.”   In this episode, we discussed the level of change that organizations face today and how they can effectively manage, adapt, and embrace the shifts required in the business. We discussed the kind of leader who thrives in situations where the organization goes through a fast-paced change.   Gaurav Gupta worked with clients in industries as diverse as food and beverage, oil and energy, healthcare, chemicals, and finance. Gaurav draws on his extensive global (having worked in over 10 countries) and diverse functional experience in collaborating with business leaders to develop and implement effective transformation efforts.    Prior to joining Kotter, Gaurav led the operations for the European office of Stroud International, a management and operations consulting firm. Gaurav combines his passion for international development and education by serving as an executive board member for a non-profit, Medic to Medic, that sponsors medical students in Uganda and Malawi.    Gaurav holds a Bachelor of Arts in Physics from Middlebury College and a Master of Science in Aerospace Engineering from Cornell University.   Get Gaurav's book here: Change: How Organizations Achieve Hard-to-Imagine Results in Uncertain and Volatile Times. John P. Kotter, Vanessa Akhtar, Gaurav Gupta. https://amzn.to/3ApxT5J   Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

Today we continue with our series on The Science of Change.Many times as you bring change in, you miss that what your people are going through is exactly what you went through when you first heard of or contemplated the change.They are simply behind you in terms of time.Most managers and leaders miss this, however, and endure the consequences.Today, we focus on helping understand and manage the change curve that is a natural part of changeLet's walk!To take our assessment go to: http://last8percent.com/quizYou can register for our next Last 8% Academy at: https://last8percent.com/Join our Facebook Group here: https://www.facebook.com/groups/thelast8projectPeople change what they do less because they are given an analysis that shifts their thinking than because they are shown a truth that influences their feelings.”John P. Kotter"Unless someone like you cares a whole awful lot, nothing is going to get better. It's not."Dr. Seuss

With Jürg Eggenberger According to Harvard professor John P. Kotter, management stands for the perfect organization of processes, planning and controlling. Leadership, on the other hand, means inspiring and motivating employees with visions. Leadership thrives on creativity, innovation, meaningfulness and change. Sustainable leadership takes this even one step further: it stands for living and working in a larger context and includes people and the planet in all decisions, in addition to profit. In today's episode, I talk to Jürg Eggenberger, General Manager of the SKO, the Swiss Leaders' Association, about the core skills and mindset that characterize a sustainable leader and the crucial role that diversity, equality and inclusion can play in all of this. What you will learn Diversity and biodiversity have a lot in common, enabling more adaptability and creating more stability in your system, whether it's on an ecological or social perspective Focusing on small and medium size companies and looking into the problems they have in terms of diversity and inclusion will be the key, as 98% of the swiss workforce are in these companies. Sometimes you have to provoke things to make them happen, installing quota in organizations can be a way to do just that Tips To be a good leader focus on having a cool head, a warm heart and working hands Put your ego aside, it's ok if you don't have all the answers Invite your colleagues to participate in the discussion, and share the responsibility Resources Sustainable Leaders Initiative : http://www.sustainableleaders.ch/de/home/ Article from Leader Mag: Inside SKO Swis Leaders – An der Transformation mitwirken Book: Doughnut Economics – 7 ways to think like a 21st century economist „by Kate Raworth (ISBN: 1847941397 / EAN: 9781847941398) Organizational and Team Development process & Feedback tool: We Coach Find Jürg Eggenberger online Jürg Eggenberger auf LinkedIN Jürg Eggenberger auf XING Jürg Eggenberger auf Twitter Biography Jürg Eggenberger studied economics at the University of Zurich and completed a master's degree in service management at the University of Applied Sciences of Central Switzerland and further training in organisational development. Since 2013, he has been the General Manager (Geschäftsleiter) of the Schweizer Kader Organisation SKO, an association for managers and higher professionals with 10,000 members. Previously, he worked in education for 10 years, including as rector of an university of applied sciences. He has over 30 years of leadership experience in a wide range of industries and advises companies on leadership development.

On this episode, we talk with world renowned leading change icon and best-selling author John Kotter. Guest: John P. Kotter is a best-selling author, award winning business and management thought leader, business entrepreneur, Harvard Professor and the Executive Chairman of Kotter International. His award-winning articles in The Harvard Business Review have sold more reprints than any other author's, and his 2012 article, “Accelerate!” won the McKinsey award for the world's most practical and groundbreaking thinking in the business/management arena. His books have reached millions, and have been printed in over 150 foreign language editions. His 1996 book, Leading Change, was selected by Time magazine in 2011 as one of the 25 most influential business management books ever written. His new book is titled, “Change: How Organizations Achieve Hard-To-Imagine Results in Uncertain and Volatile Times.”

รับชมทาง YouTube https://youtu.be/OxvUDxGHpeQ ถึงจะกระท่อนกระแท่น หนักบ้าง เบาบ้าง แต่ในที่สุดเราก็ผ่านเข้ามาถึงเดือนสุดท้ายของปี 2021 และกำลังจะก้าวเข้าสู่ปี 2022 กันแล้ว ซึ่งหนึ่งในประเด็นปัญหาที่คนส่วนใหญ่ต้องเผชิญคล้ายๆ กันในขวบปีที่ผ่านมาก็คือเรื่องของ ‘การทำงาน' และการปรับตัว เพื่อเปลี่ยนแปลงรับความผันผวนต่างๆ ที่เกิดขึ้น เพราะบางทีความเปลี่ยนแปลงนั้นๆ ก็วิ่งพรวดจู่โจมถาโถมเข้าหาเราแบบไม่ทันตั้งตัว คำถามสำคัญที่ The Secret Sauce อยากจะชวนผู้ชม ผู้ฟังทุกท่านมาร่วมกันหาคำตอบในเอพิโสดนี้ก็คือ อะไรจะเป็นตัวแปรสำคัญที่ทำให้เราสร้างความเปลี่ยนแปลงและนำไปสู่ผลลัพธ์ที่มีประสิทธิภาพ เคน นครินทร์ สรุปสาระสำคัญจากหนังสือ ‘Leading Change การเปลี่ยนแปลงที่ไม่มีวันล้มเหลว' โดย John P. Kotter มาให้คุณได้ร่วมเก็บเกี่ยว และใช้เป็นเคล็ดลับการสร้างความเปลี่ยนแปลงในปีหน้าที่จะมาถึงนี้ไปด้วยกัน โอกาสครั้งสำคัญที่คุณไม่ควรพลาดอีก! รับชมย้อนหลัง THE STANDARD ECONOMIC FORUM 2021 งานฟอรั่มที่ชวนคุณมาปฏิรูปทุกปัญหา เพื่อก้าวต่อไปของประเทศ จัดเต็ม 20 เวที กว่า 50 สปีกเกอร์ รับชมแบบเอ็กซ์คลูซีฟพร้อมรับ Key Takeaway และบทสรุปประเด็นสำคัญจากแต่ละเวทีเสวนาทั้ง 3 วัน บัตร 3 วัน ราคา 3,900 บาท ซื้อบัตรได้แล้วที่ https://www.thaiticketmajor.com/seminar/rerun-the-standard-economic-forum-2021.html (ชมย้อนหลังได้แล้วตั้งแต่วันนี้ - วันที่ 28 กุมภาพันธ์ 2565 เวลา 00.00 น.)

รับชมทาง YouTube youtu.be/OxvUDxGHpeQ   ถึงจะกระท่อนกระแท่น หนักบ้าง เบาบ้าง แต่ในที่สุดเราก็ผ่านเข้ามาถึงเดือนสุดท้ายของปี 2021 และกำลังจะก้าวเข้าสู่ปี 2022 กันแล้ว ซึ่งหนึ่งในประเด็นปัญหาที่คนส่วนใหญ่ต้องเผชิญคล้ายๆ กันในขวบปีที่ผ่านมาก็คือเรื่องของ ‘การทำงาน' และการปรับตัว เพื่อเปลี่ยนแปลงรับความผันผวนต่างๆ ที่เกิดขึ้น เพราะบางทีความเปลี่ยนแปลงนั้นๆ ก็วิ่งพรวดจู่โจมถาโถมเข้าหาเราแบบไม่ทันตั้งตัว   คำถามสำคัญที่ The Secret Sauce อยากจะชวนผู้ชม ผู้ฟังทุกท่านมาร่วมกันหาคำตอบในเอพิโสดนี้ก็คือ อะไรจะเป็นตัวแปรสำคัญที่ทำให้เราสร้างความเปลี่ยนแปลงและนำไปสู่ผลลัพธ์ที่มีประสิทธิภาพ เคน นครินทร์ สรุปสาระสำคัญจากหนังสือ ‘Leading Change การเปลี่ยนแปลงที่ไม่มีวันล้มเหลว' โดย John P. Kotter มาให้คุณได้ร่วมเก็บเกี่ยว และใช้เป็นเคล็ดลับการสร้างความเปลี่ยนแปลงในปีหน้าที่จะมาถึงนี้ไปด้วยกัน   โอกาสครั้งสำคัญที่คุณไม่ควรพลาดอีก! รับชมย้อนหลัง THE STANDARD ECONOMIC FORUM 2021 งานฟอรั่มที่ชวนคุณมาปฏิรูปทุกปัญหา เพื่อก้าวต่อไปของประเทศ จัดเต็ม 20 เวที กว่า 50 สปีกเกอร์ รับชมแบบเอ็กซ์คลูซีฟพร้อมรับ Key Takeaway และบทสรุปประเด็นสำคัญจากแต่ละเวทีเสวนาทั้ง 3 วัน บัตร 3 วัน ราคา 3,900 บาท ซื้อบัตรได้แล้วที่ https://www.thaiticketmajor.com/seminar/rerun-the-standard-economic-forum-2021.html (ชมย้อนหลังได้แล้วตั้งแต่วันนี้ - วันที่ 28 กุมภาพันธ์ 2565 เวลา 00.00 น.)

This episode originally aired in July 2021. ------------------ In this episode we will talk about what you need to do make change happen. My guest is the authority on change. John P. Kotter (https://www.kotterinc.com/) is a best-selling author, award winning business and management thought leader, business entrepreneur and Harvard Professor. One of his books Leading Change was selected by Time magazine as one of the most influential books ever written. We talk about his 8 step process for leading change, how you can become a better change agent and the opportunities we have after the pandemic. 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

Leading Through Change | with Harvard Business School Professor John Kotter Renowned Harvard Business School professor Dr. John Kotter has studied, written, and lectured about leadership for decades. In his newest book, Change, Kotter dives into how corporations can effectively innovate and evolve in this fast-changing, technologically-enabled world. On this Walker Webcast, Willy Walker interviewed this award-winning professor, who has impacted the thinking and approach of countless leaders, including our own CEO. Listen now! ABOUT THE SPEAKER Regarded by many as the authority on leadership and change, John P. Kotter is a best-selling author, award winning business and management thought leader, business entrepreneur and Harvard Professor. His ideas, books, and company, Kotter, help mobilize people around the world to better lead organizations in an era of increasingly rapid change. Professor Kotter's MIT and Harvard education laid the foundation for his lifelong passion for educating, motivating and helping people. His award-winning articles in The Harvard Business Review have sold more reprints than any other author's, and his 2012 article, “Accelerate!” won the McKinsey award for the world's most practical and groundbreaking thinking in the business/management arena. His books have reached millions, and have been printed in over 150 foreign language editions. His 1996 book, Leading Change, was selected by Time magazine in 2011 as one of the 25 most influential business management books ever written. GET NOTIFIED about upcoming shows: » Subscribe to our YouTube channel here: https://www.youtube.com/channel/UC5jhzGBWOTvQku2kLbucGcw » See upcoming guests on the #WalkerWebcast here: https://www.walkerdunlop.com/webcasts/ RELATED WEBCASTS: Tune in on Wednesdays for fresh perspectives about leadership, business, the economy, commercial real estate, and more! #WillyWalker hosts a diverse network of leaders as they share wisdom that cuts across industry lines. Guests include prominent CEOs, academics, high-ranking government officials, and sports heroes. Check out our previous videos: » Full playlist: https://www.youtube.com/playlist?list=PL_QkMqEzOkzNmWUe9kpfRJ4213jIh6LNk » Systemization is the Key to Execution - CEO Steven DeFrancis on the immense growth of Cortland: https://www.youtube.com/watch?v=KNq3MKuCdHQ » Culture. Creativity. And Branding. | Acceleration Partners CEO Tells All: https://www.youtube.com/watch?v=76wUBIBFp64&t=1s Follow us: » LinkedIn: https://www.linkedin.com/company/walker-&-dunlop/ » Facebook: https://www.facebook.com/WalkerDunlop » Twitter: https://twitter.com/WalkerDunlop » Instagram: https://www.instagram.com/walkerdunlop/ Subscribe: » Newsletters: https://explore.walkerdunlop.com/subscribe

Today we will talk about what you need to do make change happen. My guest is the authority on change. John P. Kotter (https://www.kotterinc.com/) is a best-selling author, award winning business and management thought leader, business entrepreneur and Harvard Professor. One of his books Leading Change was selected by Time magazine as one of the most influential books ever written. We talk about his 8 step process for leading change, how you can become a better change agent and the opportunities we have after the pandemic. 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

Leaders establish the vision for the future and set the strategy for getting there.   - John P. Kotter More information can be found at www.socialchangeleaders.net  Are you a leader that is strategic?  Is strategy your dominant leadership style?  For leaders who are tackling community challenges and addressing social issues, strategy is critical. Listen to Stephanie and Traci discuss the strategic leadership style. In today's episode: you will: Hear about the role strategy plays in leadership Understand different styles of leadership and why it is important to know our dominant leadership style  Hear about why strategic leadership matters and how social change leaders can be more strategic and have more impact  Learn about some of the benefits to organizations when a strategic leadership style is present Hear some tips if you are an strategic leader In this episode, we reference: What Type of Social Change Leader are You?  (QUIZ) For more information on Traci, you can visit her company website, Social Motion For more information on Stephanie, you can visit her company website, Genuine Impact.

Change is an important part of the CFO role. Change is a big part of a transaction, a business restructure or a systems implementation. The CFO is involved in leading all three. We look at each of these in this weeks podcast. The CFO's role in business change can't be underestimated, the CFO is a catalyst for change. GrowCFO's future of finance functions group meets every Tuesday over Zoom. I'm looking at Change and specifically how it relates to finance transformation on the last Tuesday of every month. The CFO's role in business change is covered as one of the core competencies of the CFO. The CFO as a catalyst of business change forms a key element of the GrowCFO competency framework. The CFO's role in business change is in 3 areas The transaction, after a merger or acquisition, or before a divestmentSystems project, putting new IT into finance or the wider businessDriving a step change in performance, reshaping the business model The transaction As CFO you will have a major involvement in any transaction and a key part in making it happen. After the transaction you need to be involved in the business change: After a merger or acquisition you need to drive integration of the new business, particularly in the back officeBefore a divestment you need to make sure the bit of the business you are selling is properly decoupled, and there's no ongoing dependency for systems and processes with the parts of the business you are retaining Step change in performance The CFO is at the heart of driving business performance. As CFO, its you job to look for opportunities to improve the bottom line. The CFO's role in business change could involve you in one or more of the following: A business restructureCost reduction, reducing the cost base of the businessDriving a Zero Based Budget. To direct spend to the key business objectives you and your C Suite colleagues are committed, and eliminate spend that isn't focussed on these. You have a key role in decisions concerning pricing and product mix. You need to know which customers and products are profitable and which are not. The CFO view of the best parts of the business might be very different from the sales and marketing view. So, you need to: Understand the economic engine, not the P&L accountKnow which products & services drive cost. High margin might look attractive to the sales team, but if the product is low volume and there are lots of demands on customer service time then the overall contribution might be negative. Systems project You have an important role leading business change in a systems project. This might include: A Finance Transformation. Most finance functions have big scope to modernise and automate. Finance is your home turf. You need to get change right in finance to be trusted with change in the wider business.Wider business change, which will nearly always impact you and your finance team Delivering business benefits rarely comes from system changes, it more likely comes from changes relating to people and process that surround the system. People change is the hardest part. As CFO you have a vital role in people change. Leading change is all about leading people through the change process. Learning more about the CFO's role in business change If you want to deliver a successful business transformation then you need to understand how to lead change. John P Kotter outlines an 8 step process in his book Leading change The sessions I'm leading each month for GrowCFO's future of finance functions group is exploring the Kotter 8 step process. One step at each month's session. Dr Kotter cultivated the 8-Step Process for Leading Change from over four decades observations of countless leaders and organizations as they were trying to transform or execute their strategies. He identified and extracted the success factors and combined them into a methodology, the award-winning 8-Step Process for Leading C...

On FEDtalk this week, join a discussion on change management with John Kotter, Chairman of Kotter, and Kotter Affiliate, Gaurav Gupta. Regarded by many as the authority on leadership and change, John P. Kotter is a best-selling author, award winning business and management thought leader, business entrepreneur and Harvard Professor. His ideas, books, and company, Kotter, help mobilize people around the world to better lead organizations in an era of increasingly rapid change. Gaurav has a passion for translating strategy into successful implementation and for developing learning-focused teams. Gaurav has worked with clients in industries as diverse as food and beverage, oil and energy, healthcare, chemicals, and finance. Gaurav draws on his extensive global (having worked in over 10 countries) and diverse functional experience in collaborating with business leaders to develop and implement effective transformation efforts. The show breaks down top considerations for guiding employees through changing workforce conditions in the post-pandemic world. The panel will discuss how agencies can take advantage of the changes to improve employee skills and introduce a culture that values change and modern thinking. Kotter discusses these issues through the lens of his new book, Change: How Organizations Achieve Hard-to-Imagine Results Despite Uncertain and Volatile Times - Kotter (kotterinc.com). Learn more about the work occurring at Kotter, here: Strategy Execution and Change Management Consultants - Kotter (kotterinc.com) The show airs live on Friday, July 2nd, 2021 at 11:00 am ET on Federal News Network. You can stream the show online anytime via the Federal News Network app and listen to the FEDtalk podcast on PodcastOne and Apple Podcasts. FEDtalk is a live talk show produced by Shaw Bransford & Roth P.C., a federal employment law firm. Bringing you the insider's perspective from leaders in the federal community since 1993. FEDtalk is sponsored by the Federal Long Term Care Insurance Program (FLTCIP). The FLTCIP is sponsored by the U.S. Office of Personnel Management, insured by John Hancock Life & Health Insurance Company, under a group long term care insurance policy, and administered by Long Term Care Partners, LLC (doing business as FedPoint).

On FEDtalk this week, join a discussion on change management with John Kotter, Chairman of Kotter, and Kotter Affiliate, Gaurav Gupta. Regarded by many as the authority on leadership and change, John P. Kotter is a best-selling author, award winning business and management thought leader, business entrepreneur and Harvard Professor. His ideas, books, and company, Kotter, help mobilize people around the world to better lead organizations in an era of increasingly rapid change. Gaurav has a passion for translating strategy into successful implementation and for developing learning-focused teams. Gaurav has worked with clients in industries as diverse as food and beverage, oil and energy, healthcare, chemicals, and finance. Gaurav draws on his extensive global (having worked in over 10 countries) and diverse functional experience in collaborating with business leaders to develop and implement effective transformation efforts. The show breaks down top considerations for guiding employees through changing workforce conditions in the post-pandemic world. The panel will discuss how agencies can take advantage of the changes to improve employee skills and introduce a culture that values change and modern thinking. Kotter discusses these issues through the lens of his new book, Change: How Organizations Achieve Hard-to-Imagine Results Despite Uncertain and Volatile Times - Kotter (kotterinc.com). Learn more about the work occurring at Kotter, here: Strategy Execution and Change Management Consultants - Kotter (kotterinc.com) The show airs live on Friday, July 2nd, 2021 at 11:00 am ET on Federal News Network. You can stream the show online anytime via the Federal News Network app and listen to the FEDtalk podcast on PodcastOne and Apple Podcasts. FEDtalk is a live talk show produced by Shaw Bransford & Roth P.C., a federal employment law firm. Bringing you the insider's perspective from leaders in the federal community since 1993. FEDtalk is sponsored by the Federal Long Term Care Insurance Program (FLTCIP). The FLTCIP is sponsored by the U.S. Office of Personnel Management, insured by John Hancock Life & Health Insurance Company, under a group long term care insurance policy, and administered by Long Term Care Partners, LLC (doing business as FedPoint).

In this episode of Small Business Connections, Ann talks with Meghan Lynch, the CEO of Six-Point Creative, a brand strategy agency that helps “second-stage” companies break through growth plateaus. As part of her mission to help small businesses challenge the goliaths, Meghan has served as an expert advisor to second-stage clients in a wide range of industries, from fast-casual restaurants to industrial manufacturers. We discuss: - The fears holding high-potential companies back from growth - Brand strategy for family businesses - What is a second-stage company? - Common mistakes companies make when they rebrand - How to hire and manage marketing expertise Favorite Books of Business- Meghan’s Favorite Books for Business-  Who Not How: The Formula to Achieve Bigger Goals Through Accelerating Teamwork by Benjamin Hardy Leading Change by John P. Kotter Follow Meghan Lynch: Twitter | Facebook | Instagram | Linkedin The host of ASMM Small Business Connection is Ann Brennan. She is the owner of ASMM Digital Marketing and started the podcast to help her clients get in front of more people. Since its inception, it has grown to include guests from around the world. If you would like to be on the show, please message Ann directly through LinkedIn. Learn More About ASMM Digital Marketing Follow ASMM: Twitter | Facebook |Instagram |LinkedIn Subscribe to our podcast: ASMM Small Business Connections       

This episode is a Teaching Moment derived from John P. Kotter's book, "Leading Change". This is the first of four episodes built off of the information in the text and this one specifically focuses on Leadership through organizational changes.

How change can be successfully implemented within an organization. The steps established by John Kotter to help improve change efforts and avoid pitfalls that often lead to failure. In my organization, we often talk about how change is inevitable in this evolving world of business. The vision of change and understating how to create a sense of urgency can help in establishing a powerful coalition. This coalition requires a clear and concise vision. The communication of this effort will help empower the coalition and plan for short-term wins. Using those wins we can find improvement and perpetuate this change by documenting and solidifying the change.Many companies are facing extraordinary challenges that require flexibility and adaptability. Changing technologies, faster processes, and global business markets are helping to develop new and improved business strategies. In a dog-eat-dog world, it's either change or get left behind.“Life is change. If you aren't growing and evolving, you're standing still and the rest of the world is surging ahead” (Penny, 2008).Companies are responding to a barrage of threats and continue using archaic standardized processes. But what happens when the threat forces change or the standard process no longer works? A business must learn quickly and shift accordingly or face certain extinction. The question of how business is most effective in promoting change requires a simple approach to flexibility. The fundamental steps necessary for any business to make a change would be to focus on the exchanges between leaders and followers that deal with both aspects of transactional and transformational leadership styles. These exchanges must go beyond individual interests in pursuit of a shared vision. These leadership styles are not exclusive nor do leaders necessarily exhibit one more than the other. Depending on the situation, a leader may change and pivot to gain the most traction over the desired behavior (Lumen, 2017).In business, we find that change is inevitable. Change is the evolution of which companies continue to compete, succeed and perform at peak performance. Is all change good or do we just embrace the idea that we should transform regardless of need?  In theory, flexibility and good business practices lean toward a successful transition. A seasoned company may practice certain skills favorable to change. Inevitably, we see businesses using a myriad of change techniques to improve manufacturing, inventory, accounting, sales, operations, procurement, information security or customer service. Processes can be turbulent within a company and use the correct approach to change requires business legerdemain. John Kotter is a leading professor and speaker dedicated to promulgating the efficiencies of successful change transformation and transitioning within an organization. The effectiveness of change within an organization can easily fail and steps can be taken to improve its success (Matsu**bleep**a, 2018). John Kotter focuses on 8 elements of change that contribute to boosting quality and improving the chance of success when implementing change (Kotter, 1996). Establishing a sense of change Forming a powerful coalition within the organization Creating and vision for change Communicating this vision effectively Empowering others on that vision Planning for short-term wins Consolidating and improving change to influence additional change Institutionalizing new approaches The now-retired John Kotter has established himself at the forefront for change management success using these steps.Establishing a Sense of ChangeIt has become common in business that people become complacent to immersing themselves in the very day, mundane routine of their job without thinking twice about how a change would affect their situation. Once companies being to look at their situation and begin to understand that change is inevitable and necessary to be competitive and improving revenue, they begin to take the necessary steps to change. The problem is that many change attempts run into barriers and are stifled by ignorance and surrendering to defeat. When looking at establishing a sense of urgency within an organization, it is imperative to draw attention to those areas where change is a necessary and foster change in perspective that will allow a majority of the organization to feel that change is necessary in order for it to be accepted. The proper steps necessary for succeeding in this first step is to look at the organization as a whole and look at the competition, and the realities endowed by the organization. This will help in identifying and discussing any possible situations that will arise and hone in on potential opportunities at present. This leads to establishing an important coalition for empowering your urgency of change (Kotter, 1996).Establishing a Powerful CoalitionWhen people look at change the idea of change is often met with resistance. This resistance often paralyzes middle and senior management and hinders the transformation process. A network of people within the organization capable of perpetuating the change idea can help to systemically move through each phase of the change process with more success. A top-down approach to assembling your idea for change begins at the top. It is imperative that the senior leaders and people at the top understand that this change is for the betterment of the organization and transforming this requires the support of leaders and managers of expertise. Once a guiding coalition has been established and the leaders and managers are on board with the idea for a change it is important to communicate this vision unambiguously (Kotter, 1996).Creating the VisionIt is difficult to see where you are going without a clear vision. The idea for business change is essentially the same if you are going to be successful in your transition. Without a clear understanding of which direction, the change is going, the picture of what the future would look like without the appropriate changes become myopic and relative to one's own perspective. Sharing this vision is essential in helping leaders and manager perpetuate a re-engineered change that will minimize the chance of failure. Clear concise and unambiguous communication with a systemic vision that can be explained in 5 minutes or less will evoke understanding and interest better than an elaborate and mind-numbing collection of information inundating any possibility of interest (Kotter, 1996).Communicating the VisionCommunication is essential in implanting change. With so many forms of communication and the digital age allowing more people to tap into more forms of communication, we have become lost in front of our computers and tend to avoid face to face contact. Communicating your vision is important to the success of the change. It is important that senior leaders and people who are part of the guiding coalition share the vision. You want to promote the understanding that the foundation for this change requires commitment at all levels of leadership and needs to be embraced in order to focus on the new direction for the organization. Using many forms of communication, in simple and laymen terms will help establish a two-way communication effort that both leaders, managers, and employees can understand in their daily operations and existing processes. Adding additional understanding can be met with stories, metaphors, and examples of compelling changes for the future while helping leadership align with the vision. Use every process and vehicle in your arsenal to perpetuate the continued vision and teach new behaviors through the guiding coalition. This will help managers who can influence employees feel empowered (Kotter, 1996).Empowering Others to Act on the VisionThe empowerment of employees is imperative to the success of preventing and stifling the implementation of change. Employees may understand that change is necessary to move forward with the vision of the organization, but without the proper tools or the necessary equipment to continue the vision of the organization, my unmotivated managers and employees to proceed with the change effort. Understanding that removing obstacles and utilizing all of the vehicles within your prevue will help prevent the unintentional stalling of change even before it beings. It is important to identify any possible barriers that would hinder the change process. This adjustment should include any processes, structures, procedures, and reward systems that would otherwise derail the change effort. It is important to identify behaviors, good or bad, that contribute to the change effort and act accordingly by providing positive re-enforcement and rewarding those that invest in the idea for the new vision. Empowerment will result in the implementation of change and will result in changes. Those short-term wins will help propel you to the next level (Kotter, 1996).Planning and Creating Short-Term WinsEstablishing short-term wins is important in perpetuating the change effort. Short term wins are a continued succession of what the change effort has brought to the organization. These improvements can be seen within 6 to 18 months and it is necessary to continue its momentum by keeping the stakeholders engaged. Identifying the processes and projects that are directly related to the change result in a clear understanding that the change is being effective. These wins can be identified by visible changes that coincide with something specifically being changed in the organization. For example, money savings, the reduction in process time, the additional revenue generate, are examples of specific change efforts that are directly related to the change effort. Identifying these short-term wins may require a reallocation of resources or personnel to continue the change effort and give the guiding coalition the authority to oversee these changes. Continually identify these wins and communicate those wins to senior leadership. We find that short-term wins can give an immediate understanding of the success the change is having and collecting these wins will allow you to implement additional change to further the change effort (Kotter, 1996).Consolidate Improvements and Producing Additional ChangeConsolidating these wins and gains of the change effort will help in implementing additional changes geared toward the change effort. These steps will help prevent the relapse of old behaviors or methods as well as reducing the complacency many have. Highlighting the short-term wins will help re-enforce the idea that the change is working. This will gain leverage for implementing additional changes and persuading leaders, managers, and stakeholders to commit to additional changes. This can help implement processes or procedures that have not become obsolete and removed through departments that may be obstructing or creating a bottleneck in the change effort. Solicit the help of lower-level managers to perpetuate the idea of change and assign lower-level managers to work with guiding coalition projects (Kotter, 1996). This will reassure the participation of lower-level managers and create buy-in for subject matter experts to participate in the change effort. Remove resistant managers who continue to obstruct (Watkins, 2016).Institutionalizing New ApproachesIt is important to document and anchor the change effort. Creating documents, operating instructions and easy to understand information to continue the change effort will solidify the new changes. Additionally, continuing the change effort through the alignment of supervisory operating instructions and using a promotion system to re-enforce the values of the change will help support the continued establishment for the change. This alignment of change and organizational processes will help in adjusting training and essential activates required to sustain the competencies associated with the change.SummaryIt is ultimately up to the individual organization to select the best approach to change. Understanding the steps necessary for a successful change effort can improve the chances for success within an organization. The implementation of change can be difficult. The need for change is evolving as business improves technology, and processes become more competitive. These steps are a giant leap forward in the preservation of changes necessary to gain that edge in an evolving business environment.  Business is turbulent and requires leadership legerdemain. This co-existence of business change, technology, and competition is a continual process ultimately based on organization and vision.ReferencesKotter, J. P. (1996). Leading Change. Harvard: Harvard Business School Press.Lumen. (2017, 09 11). Types of Leaders. Retrieved from Lumen Learning: https://courses.lumenlearning.com/boundless-management/chapter/types-of-leaders/Matsu**bleep**a, K. (2018, 06 16). John P. Kotter. Retrieved from Harvard Business School: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6495Penny, L. (2008). Still Life: A Chief Inspector Gamache Novel. St. Martin's Minotaur.Watkins, M. D. (2016, 06 18). Leading the Team You Inherit. Harvard Business Review, p. 9.greybugphotography.com  ★ Support this podcast on Patreon ★

In der neuen Podcast-Folge dreht sich bei Agnieszka und Alexander zunächst vieles rund um das Thema Privacy, vor allem was Google mit dem Ende der Third-Party-Cookies wirklich bezweckt und welche Probleme sich Apple in China beim User-Tracking entgegenstellen. Zudem geht es um die TikTok-Konkurrenz namens YouTube Shorts, die chinesische Regierung und Alibabas Media-Assets, das umfassende Krypto-Verbot der indischen Regierung, ein Unicorn aus Österreich, die bemerkenswerte Kursbewegung bei VW, Probleme rund um NFTs, den Brand bei Europas größtem Cloud-Anbieter, Facebooks neues Augmented Reality-Device sowie ein geplanten Instagram für unter 13-Jährige. --- » Die Themen der Episode 111: --- (03:56) Google, Cookies, FloC: Privacy als Verkaufsargument? https://www.wired.com/story/google-floc-age-privacy-theater/ https://t3n.de/news/floc-technik-google-third-party-cookies-werbung-personalisiert-targeting-1352751/ (07:36) Apple und der Streit um das User-Tracking in China https://www.ft.com/content/99a3f7c1-54d9-47fe-9bcb-fd72fcd94076 https://www.faz.net/aktuell/wirtschaft/digitec/iphone-update-apple-streitet-mit-china-ueber-datenschutz-17248350.html (09:28) YouTube Shorts: TikTok-Konkurrenz von Google https://www.theverge.com/2021/3/18/22334540/youtube-shorts-us-beta-tiktok-competition-launch (10:22) Google senkt Play Store Gebühren für (kleine) Entwickler https://futurezone.at/b2b/google-senkt-play-store-gebuehren-fuer-kleine-entwickler/401220912 (11:51) Chinesische Regierung gegen große Tech-Player https://www.wsj.com/articles/beijing-asks-alibaba-to-shed-its-media-assets-11615809999 https://www.bloomberg.com/news/articles/2021-03-15/tencent-loses-62-billion-wiping-out-value-of-fintech-business (14:12) Indien: Verbot von Kryptowährungen und Strafen für Besitzer angedacht https://www.reuters.com/article/uk-india-cryptocurrency-ban/india-to-propose-cryptocurrency-ban-penalising-miners-traders-source-idINKBN2B60QP (16:19) Sumup und Bitpanda: Zwei interessante Unicorns https://financefwd.com/de/sumup-kredit-750/ https://www.derbrutkasten.com/bitpanda-wird-unicorn/ (19:24) Zur Bedeutung von Aktien-Trading bei N26 und Vivid https://financefwd.com/de/vivid-trading/ (23:49) eToro plant über SPAC an die Börse zu gehen https://www.bloomberg.com/news/articles/2021-03-15/etoro-said-to-near-10-billion-merger-with-betsy-cohen-spac (28:21) Viel Bewegung bei und rund um VW https://www.spiegel.de/wirtschaft/unternehmen/boerse-dax-reddit-zocker-stuerzen-sich-auf-volkswagen-aktien-a-42981a05-86f2-473b-a6fa-dd60166f4767 https://www.trendingtopics.at/volkswagen-northvolt-batterien/ (33:01) Die (vielen) Probleme rund um NFTs https://www.theverge.com/2021/3/20/22334527/nft-scams-artists-opensea-rarible-marble-cards-fraud-art (37:33) Brand bei Europas größtem Cloud-Anbieter https://t3n.de/news/cloud-raucht-brand-lernen-1366051/ (40:31) Facebook und das AR-Armband https://www.technologyreview.com/2021/03/18/1021021/facebook-augmented-reality-wristband/ (42:20) Mixed Reality bei der Telekom https://www.telekom.com/de/medien/medieninformationen/detail/telekom-launcht-erste-mixed-reality-brille-nreal-light-622244 (44:13) Instagram für die Zielgruppe unter 13? https://www.theguardian.com/technology/2021/mar/19/facebook-building-a-version-of-instagram-for-children-under-13 --- (48:04) Die Buchempfehlung der Woche: John P. Kotter: „Leading Change” https://www.amazon.de/Leading-Change-New-Preface-Author/dp/1422186431/ --- » Infos, Kontakt und alle Podcasts: https://zurueckzurzukunft.creativeconstruction.de/ --- » Feedback, Anregungen und Wünsche an: podcast@zurueckzurzukunft.de

Dr. Jeff Sutherland invented Scrum to help people make better products and services faster and with people having a good time doing it. Jeff Sutherland, Scrum co-creator, and Scrum Inc. Principal, Dee Rhoda, share why design & construction companies are implementing Scrum to: ✅  gain market advantage ✅  honor people to increase pride in work well done ✅  drive towards desired outcomes ✅  deliver projects on-time ✅  deliver on-budget ✅  meet customer expectations Project teams that more quickly adapt to changes, overcome obstacles and remove bottlenecks deliver more value while having more fun too.  If you are ready to serve a design and construction project team or your organization it's time to adopt Scrum and reliably deliver your projects safely, on-time, on-budget, and to customer's expectations. Lean and Scrum together are Jeff's recommendations for companies that want to survive today and tomorrow. Not sure what Scrum is, watch this video to see what it is and how it works. [Updated] Scrum Framework - How Scrum Works Today via YouTube:  https://youtu.be/zVNnEIf_PLY Jeff's Book Recommendations: Scrum: The Art of Doing Twice the Work in Half the Time by Jeff and JJ Sutherland Certain to Win by Chet Richards Accelerate by John P. Kotter A Scrum Book by Sutherland, Coplien, and The Scrum Patterns Group Business Dynamics, Systems Thinking and Modeling for a Complex World by John D. Sterman Connect with Jeff via  LinkedIn at https://www.linkedin.com/in/jeffsutherland/ Connect with Dee via  LinkedIn at https://www.linkedin.com/in/deerhoda/ Connect with Felipe via LinkedIn at https://www.linkedin.com/in/engineerfelipe  Twitter at https://twitter.com/felipe_engineer   Instagram at https://www.instagram.com/thefelipeengineer     Today's episode is sponsored by Construction Accelerator. Construction Accelerator is an online learning system for teams and individuals that offers short, in-depth videos on numerous Lean topics for Builders and Designers to discuss and implement, just like on t his podcast. This is tangible knowledge at your fingertips in the field, in the office, or at home. Support your lean Lean learning at your own pace. Learn more at http://trycanow.com/    Today's episode is also sponsored by the Lean Construction Institute (LCI). This non-profit organization operates as a catalyst to transform the industry through Lean project delivery using an operating system centered on a common language, fundamental principles, and basic practices. Learn more at https://www.leanconstruction.org   –––––––––––––––––––––––––––––– The EBFC Show Intro Music: California by MusicbyAden https://soundcloud.com/musicbyaden   Creative Commons — Attribution-ShareAlike 3.0 Unported — CC BY-SA 3.0 Free Download / Stream: https://bit.ly/al-california  Music promoted by Audio Library https://youtu.be/oZ3vUFdPAjI  ––––––––––––––––––––––––––––––

Hannah Munro is managing director of Itassolutions and host of CFO 4.0 Podcast. Hannah has over 10 years experience helping CFOs drive finance transformation and reshape finance functions. We look at what you need to do as a CFO to lead a successful finance transformation There are three elements to finance transformation: People, Process & Systems Hannah Munro has a background in analytics and process design and not in technology She believes that the key to a successful transformation is to make sure you don't concentrate solely on the technology. You can have the best technology in world, but if you don't have good processes and motivated people then your project won't get anywhere. Finance transformation is driven with a good change process If you want to deliver a successful finance transformation then you need to understand how to lead change. John P Kotter outlines an 8 step process in his book leading change. The 8-Step Process for Leading Change was cultivated from over four decades of Dr. Kotter's observations of countless leaders and organizations as they were trying to transform or execute their strategies. He identified and extracted the success factors and combined them into a methodology, the award-winning 8-Step Process for Leading Change. Create a sense of urgencyBuild a guiding coalitionForm a strategic visionEnlist a volunteer armyEnable action by removing barriersGenerate short term winsSustain winsInstitute change If you want to find out more about Kotter here's a great article Create a sense of urgency for finance transformation A sense of urgency or a burning platform needs to underpin all change. If you don't have a burning platform for making your finance transformation then its unlikely to happen. Recently we've seen remote working mean on premise accounting solutions are no longer viable. This has given an urgency to adopt cloud based systems. If you want to transform then something needs to motivate change. Ask yourself whats driving the urgency? If you have no urgency you will have no motivation. Sometimes that lack of urgency means necessary change doesn't happen. In the podcast Kevin recalls his employer growing by acquisition but failing to consolidate the back office. Once the need to consolidate became urgent it was too late to do it. The business was already losing too much money and collapsing fast. Build a Guiding Coalition that extends beyond finance You might be transforming finance, but you need to look further. The problem often sits outside finance. Make sure there is representation from across the business, not just from the finance team. You will likely have to change processes that significantly impact on the way your finance team operates. Many of those processes won't be owned by finance and will be driven by the rest of the business. You can start by identifying capable, influential, and critical allies from across your business. These people are your change oversight team. Make sure finance transformation aligns with a strategic vision Build a picture of what the future looks like after the finance transformation is implemented. Your picture of what the organisation can become is both a future that looks appealing and sensible. If it isn't, then it will be hard for the leaders to sustain commitment to the change effort. In this step, you must maintain a balance between setting organisational direction independently and collaborating with the guiding coalition. A strategic case for change is a key element of any business case. Poor finance solutions can hinder the wider business strategy. The system you choose for finance needs to enable wider business processes so you need to ensure the technology is a strategic fit with other business systems. Enlist a volunteer army Can you communicate your vision effectively? You must capture the hearts and minds of the employees and managers who are necessary to imple...

Read the full Show Notes and search through the world’s largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website. While trying to help a team, Leland discovered a set of tools and ideas that helped him and the team find a new way to work that improved their performance. Focusing on improving the flow in the team, became a directed change approach that helped the team improve, and at the same time became a vehicle for introducing change in the team. In this episode, we refer to:  The Current Reality Tree, a tool from Theory of Constraints to help solve complex problems; Toyota Kata, a coaching/learning tool for teams and individuals; The book Leading Change by John p. Kotter; Value Stream Map, a tool to visualize how the workflows in your organization.   About Leland Newson Leland is a SAFe Release Train Engineer and servant leader who is passionate about helping improve the work environment and helping teams uncover better ways to development software. He focuses on collaboration, shortening feedback loops, improving the flow of work through the system and increasing the team’s adaptability so they can quickly respond to changes and satisfy customers through early and continuous delivery of valuable software. You can link with Leland Newson on LinkedIn and connect with Leland Newson on Twitter.

For years, I thought that I had to be both the manager and the leader of my company.  I wanted to be in the weeds, planning, and solving problems just as much as I wanted to cast vision and strategize for the future.  But I realized you don’t have to be both.  As business owners, we can either lead by accident or by design. But in order to lead by design, you have to put in the work to be intentional.  Join me today to learn more about how leading by design purifies your role in your business. The better you purify our role, the greater opportunity there is to empower your team. In this episode, you will hear: The benefits of leadership by design How to design your role as a leader Managers vs. leaders: What’s the difference? Why leadership by design prevents reactionary leadership What being tested by fire really means Subscribe and Review Have you subscribed to my podcast? If the answer is no, I’d love for you to subscribe. Diary of a Doer is full of stories of business, some behind the scenes, and freaking amazing guests. If you’re feeling really generous, I’d love for you to give me a review 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 me out a ton! If you really enjoyed this episode, we've created a PDF that has all of the key information for you from the episode. Just go to the episode page at https://trivinia.com​ to download it. Supporting Resources: Article: Managers and Leaders: Are They Different? by Abrahan Zaleznik: https://hbr.org/2004/01/managers-and-leaders-are-they-different Article: What Leaders Really Do by John P. Kotter:  https://hbr.org/2001/12/what-leaders-really-do Business Ownership Does NOT Equal Leadership (Episode 40): https://trivinia.com/episode-040-business-ownership-does-not-equal-leadership A New Look at Accountability: An Interview with Adam Gilbert (Episode 53): https://trivinia.com/episode-053-a-new-look-at-accountability-an-interview-with-adam-gilbert Why Falling Doesn’t Equal Failing (Episode 80): https://trivinia.com/episode-80-why-falling-doesnt-equal-failing Change Yourself, Change Your Business (Episode 82): https://trivinia.com/episode-82-change-yourself-change-your-business Leadership Through The Challenging Times In Business (Episode 44): https://trivinia.com/episode-044-leadership-through-the-challenging-times-in-business   *** Episode Credits If you like this podcast and are thinking of creating your own, consider talking to my producer, Danny Ozment. He helps thought leaders, influencers, executives, HR professionals, recruiters, lawyers, realtors, bloggers, coaches, and authors create, launch, and produce podcasts that grow their business and impact the world. Find out more at https://emeraldcitypro.com

Jetzt: Ein Knaller-Interview in der Retroperspektive! Für dich werden hier nochmal die Kernpunkte aus meinem Interview mit Frank Asmus zusammen gefasst. Zusätzlich werden diese Kernpunkte mit den Aussagen eines Urgesteins des Change Managements verglichen, nämlich John P. Kotter. Die Bücher zur Podcastfolge findest Du hier: https://barrierefrei-im-kopf.de/change-mindset-buch/ https://www.amazon.de/Leading-Change-Unternehmen-Schritten-

Have you ever wondered why change is so tough? Why is it, that with our very best intentions, we still find it difficult to make changes that we know would be good for us? Why is it so much more difficult to get other people to change and do the things that matter? Even when you have a crystal clear picture of what success looks like and you have tapped into the emotions, drives and values that motivate and there's still no action!!!!! How do you get started? You need the Power of the First Step. see the SWING exercise in my last episode if you don't have a clear picture of what success looks like. The Purpose You'll learn how to make change happen for yourself or for the people you lead. The Process The Power of the First Step is a purposeful leadership technique to create momentum. And just like any journey, we'll define your future desired end state and your current situation and using the most useful one of three variations of this technique that works for you, you will create momentum on your change journey. The Payoff You'll wake up in the morning and your problem is solved, or it is on its way to being solved. Way back in 1995, John P. Kotter shared: why change efforts fail in organisations. He talked about 8 distinct errors that prevent success from happening. But that was ages ago, surely we have learned and moved forward since the mid 90's? It seems not. 10 Reasons change efforts fail as described by Lee Colan in 2014. In 2017, Brent Gleeson posited that the 1 reason most change efforts fail is battle fatigue. Bill Pasmore at CCL highlights 4 reasons why you fail at change in 2016 If you have ever failed to change, you'll know all the reasons (aka excuses) why you failed. And that's perfectly OK. Unless you actually do want to change. The common factor through so much research is inertia. That is, the desire to stay the same. i.e. the desire to not change. Even if and when we are completely certain that change would result in a better situation for us. A situation we want. The truth is, we want the success without the pain. After 30 plus years of coaching and training leaders to change, I help my clients overcome their own inertia through the Power of the First Step. You can use this to get your own change started, or use it with your team to get them to start on their change journey. Often, during coaching, a client can understand and describe their future goal or outcome. They can describe their current situation. But, they struggle to know exactly what they need to do now. Sometimes, a client cannot "see" what they need to do. Others, state that they do not "know" what to do. What we are doing is scripting and directing the critical moves. to change you need a director - you be the director of your own movie There are three variations of this technique. I recommend that you start using the visual template (using pictures). If this is not working well, use the digital template (using a descriptive process). Or, you can ‘act’ this out. Imagine that you are the writer and director of a movie and you're creating a movie storyboard. Commence with the “Future” situation - the very last scene of the movie (this is a Hollywood movie with a happy ending by the way, not some Filme Noire or Pathe real life drama). This is what success looks like, and for aa detailed review on that, check out the SWING process I shared in an earlier episode here. The "Present" situation is the current situation - as with the "Future", you want specific sensory information about it. In this technique, you are creating a movie storyboard or script of the change you want from the movie’s very first scene (now) to the last scene (the future goal or outcome). You (and/or your team) is in the starring role, you are the central character of this movie. And, procrastination is the villain you are going to vanquish. The first step is the very first ‘action’ that this character takes in this movie. Making your movie the power of the first step is to start - time for ACTION!!! Grab the template (print it out) and describe the current situation. Write down as much detail as you can. What you currently see, hear, feel, smell and taste. In relation to the change you know you want to make, what specifically is the evidence of your eyes and ears that clearly demonstrate the need for change? Draw a picture of yourself (or your team) in the ‘present’ box. Draw yourself as you ‘feel’ in this situation. Stick figures are absolutely fine. Who else is in this current situation? Draw them in the box in relative position to self. Is there anyone else who should be in this situation? Is there anything else that is here? Now describe the picture – add words if these help, add more drawings as needed. What role they are playing in this scene. (A role is an adjective and a noun) Future Situation Now, let's move onto the final scene of the movie. Where are you in this picture? Who else is here? What are you doing? What are they doing? Name the Scenes Return to the ‘present’ situation and name the scene. Do likewise for the ‘future’ scene. It can be a simple as beginning and end - though that wouldn't cut muster in Hollywood, use descriptive names (again, adjectives and nouns work well) How do you feel in the present, name the feeling and write this in the box. Do the same for the future scene. First Step Ask, what is the very first step that this person (pointing to the picture of self in the present) must take to move from the present to the ‘future’ (pointing at the future ‘self’) This should be tiny step. For example: “lower hands”, “turn to face…”, “stand up”, “sit down”. Then ask what does this mean? Repeat this until you have a viable first step. And I do mean, the tiniest, most immediate very first thing the character (i.e. you) needs to take. Now that you know your first step: “How difficult is this for you?” On a scale of 1 to 3, where 1 is easy, 3 is very difficult. If 2 or 3, “Is there a smaller step that is easier for you? When you know that this first step is easy or very easy, write down the first step and what it means for you. This is the moment at the very beginning of the movie, often before the credits role that sets everything up and just begs the audience to hang around for the rest. Digital or Process Variation in scene 1 you are clinging onto the rock for dear life... So you think drawing is for kids? Oh, you are missing something powerful. And yes you can draw a stick person. Nonetheless... instead write words in the boxes. You are a scriptwriter instead of a storyboard artist. Number the boxes if it helps you. Kinaesthetic Variation If you cannot draw pictures or describe in words, "show" yourself with your own body, tables, chairs, props and anyone else you can use as extras. Grab your smartphone or tablet, set up the video and record. Now you are the producer of the movie instead of the storyboard artist or scriptwriter and you are receiving direction (from yourself). Done is better than perfect Sometimes you just need a little help and a coach to guide you Procrastination is your enemy. We don't want to take that first step because it sets us on a journey and it means we have made a choice. We've given up on the other options for now. And procrastinators hate to give up options. Perfectionism is another excuse for inaction. And yes, everybody is a perfectionist at heart, you're not really that different. You will never, ever achieve perfection. Sorry but it is true. The leaders who stand out are the leaders who get (the right) stuff done. And done is better than perfect. Even when you do get started, there are going to be obstacles (more villains) along the way. At any point along the journey you might feel like giving up. It's too hard. Or worse, the environment has changed and your change is too little or too late and no longer worth doing. Remember, that's perfectly OK. Go back to the beginning and start again. The leaders who succeed in the long term, are the leaders who persevere. They are the ones who get up again, dust themselves off and keep on keeping on. So, kill off procrastination and perfectionism. Grab hold of Perseverance, be bold and take the power of the first step. If you want some help with this, I'd be happy to arrange a complimentary breakthrough discovery session with you as a more powerful first step.

Hoy venimos con las 10 claves del éxito de diferentes personajes como Peter Senge, Daniel Goleman, Harold Geneen, Mary Kay Ash, Earl Nightingale, Walt Disney, Jim Collins, John P. Kotter, Gary Hamel y Lee Iacocca.

John P. Kotter, Professor für Führungsmanagement an der Harvard Business School und Experte für Change Management, versteht Führung wie folgt: “Führung definiert, wie die Zukunft aussehen soll, richtet die Menschen auf diese Vision aus und inspiriert sie, diese trotz aller Hindernisse umzusetzen.” In Anlehnung an dieses Führungsverständnis habe ich 5 Bücher herausgesucht, die jede junge, erfahrene oder auch angehende Führungskraft unbedingt lesen sollte: "Der Weg zu den Besten" von Jim Collins: Fördert dein unternehmerisches, ganzheitliches und strategisches Denken. "Essentialismus" von Greg McKeown: Fördert deinen Sinn für das Wesentliche sowie deine Kompetenz den Fokus und Prioritäten richtig zu setzen. "Drive" von Daniel Pink: Fördert ein modernes Verständnis von Motivation - sprich: was Menschen antreibt und motiviert. "The Coaching Habit" von Michael Bungay Stanier: Fördert einzelne Mitarbeiter zu führen und ihre Potenziale zu entfalten. "Die 5 Dysfunktionen eines Teams" von Patrick Lencioni: Fördert dein Verständnis produktiver, leistungsfähiger Teams. Mehr zu diesen Büchern und wie du die Inhalte daraus bestmöglich anwenden kannst erfährst du in der Episode.

Today’s episode is sponsored on behalf of CANCERSUPPORTSCOTLAND.ORG   Hello and welcome to Film Pro Productivity, the podcast which helps film professionals and other creatives to live a more focused, effective and HAPPY life. My name is Carter Ferguson and this is EPISODE 35 – DEVELOPING A SENSE OF URGENCY Professor of Leadership at the Harvard Business School, John P. Kotter, says “A higher rate of urgency does not imply ever-present panic, anxiety, or fear. It means a state in which COMPLACENCY is virtually absent.” I talked about A SENSE OF URGENCY last season in my episode entitled DRIVE, but for me, it’s really one of the cornerstones of productivity itself. John Kotter’s quote there says it very well. This is not about panic, anxiety or fear (although you may have to fight them off a wee bit along the way) it’s about killing complacency and replacing it with something else. An "inner energy" that drives your forward, to complete on your plans, to hit deadlines and to achieve great things.   This is one of the productivity terms which I have drawn from the business world, but in all honesty, I’m not quite sure who coined it. It may have been Brian Tracy or H. Jackson Brown, but I’m going to settle for on John Kotter as he has literally written a book about it.   In the business world, according to an article written by Annie Sisk in Bizfluent.com, “a sense of urgency” refers to communicating to an individual or team that it’s imperative to act promptly, decisively and without delay. The phrase can be applied in the context of leadership and management, or in the field of marketing and sales. In both cases, the term describes a positive state of mind that smart marketers, managers and business leaders use to evoke in those they market to, manage and lead. In the context of the individual film pro or freelance creative, we can utilise a sense of urgency in all that we do as who manage ourselves and our careers.   I’ve been keen to do an episode about this for a while, and as I’m pulling all my energy into creating this new season the time now seems right.   I’ve been nurturing the sense of urgency that comes with having to create 18 publicly released Season 3 episodes requires, but even with that proverbial gun at my head, it’s been a slow start.   Like many things in productivity, it’s easy enough to understand the principles but sometimes difficult to put it into action. Distraction and procrastination, those two ninja-like enemies of productivity are ever-present.   The crowdfunding campaign helped me to focus and its success gave me new energy, but at the same time, it’s been a huge distraction. My mind had to go into a different place to raise finance and although the overall experience was very positive, and the campaign was successful, I’ve found switching out of “fundraiser mode” and back into “podcast host” mode quite a challenge - but you wouldn’t be listening to this now if I hadn’t gotten over it.   As regular listeners know, I like to utilise large whiteboards to keep my mind clear and organised. A few days ago I tidied them all up and started making daily schedules of tasks specific not only to my season deadlines, but also to roll out the application of funds raised. My sense of urgency is driven by these lists, and when I feel like taking a break or find my self being distracted I can go to them to find new things to do. This keeps the momentum going that fuels the feeling of urgency.   Even this strategy has had its problems though as yesterday I got caught up in a minor task, that of designing a promotional postcard for the show, that ended up taking me most of the day. PRIORITISING within my lists has now become a primary directive in my efforts.   Today I start, while my mind is fresh, and with yesterday’s distraction task out of the way, by working on the podcast first and foremost. Other tasks, which are perhaps less time-sensitive and which require less mental energy are deferred to later in the day. It’s with this system of checklists, prioritised tasks and a designated timescale for delivery (remember Parkinson’s law here) that my sense of urgency is being honed and leading me to success.   Probably the most powerful quote about URGENCY I’ve come across is from Martin Luther King, Jr. He said: We are now faced with the fact that tomorrow is today. We are confronted with the fierce urgency of now. In this unfolding conundrum of life and history, there "is" such a thing as being too late. This is no time for apathy or complacency. This is a time for vigorous and positive action. Our own deadlines and goals may feel less important than that to which Martin Luther King refers, but we can still take energy and understanding from his words. We must fuel our own internally-derived sense of direction, motivation and compulsion to move or act in ways which benefit our lives, our projects, our careers, our passions and our family.   We must also learn to acknowledge the times when we assume an “I’ll get to it someday,” attitude. Putting off spending quality time with your child for example is not the same as putting off replying to an email. Get your priorities straight when honing your sense of urgency.   Let’s talk for a bit about why having a SENSE OF URGENCY matters. I’m going to be referring here to the article in Bizfluent.com again, as I’m not across the MARKETING and LEADERSHIP applications of the SENSE OF URGENCY concept. I’ll link to it as always in the show notes, which can be accessed through your podcasting app, or on my official website filmproproductivity.com “There’s significant power in employees and customers acting right “now.” Complacency, after all, is the enemy of progress. A failure to act promptly means that opportunities may be lost. Ultimately this will negatively affect the financial health of the company…” and I’d add to the financial health of the freelancer too… Thinking of ourselves as businesses is a definite sticking point for some creative people. I say, GET OVER IT, and LIVE A BETTER LIFE.   Lacking a sense of urgency in matters like this often leads to important issues continually being placed on the back burner. If we can learn to be responsive, flexible and nimble in our ability to evaluate and make decisions about new challenges and opportunities - we can only benefit by it.   To foster a sense of urgency, start with yourself. When you understand the “why” behind a particular goal or objective, and more specifically the “why now,” you must put it into action.   The article in BIZFLUENT says.   “Many successful managers and leaders find that increasing a sense of urgency around a particular project or goal is much easier when you get the employees' buy-in on the project from the start. Fostering a feeling of ownership and investment in the project makes a huge difference for participants.” If you’ve ever had to manage a creative team then this makes a lot of sense. It goes on to say that “Another proven strategy is to emphasize outcome-based results. Focusing on observable, measurable results helps you identify a successful outcome. This, in turn, means you can develop an internal sense of reward and satisfaction for completing a task, which helps increase your motivation level for the next project.” This is something I talk about in my 4 disciplines of execution episode. Finally, it says, “work to identify the reasons behind complacency in your team or workforce (I’d add, or in yourself). Most people seek fulfillment and satisfaction in their work. If they’re losing their motivation and their sense of pride in a job well-done as a group, there’s something that's contributing to their complacency and diminishing their all-important sense of urgency.” If that;s the case, it must be identified if you are to move past it. Brian Tracy loves this topic and he’s an awesome guy so I love him for his insight on it. He talks about creating a BIAS FOR ACTION and says “Most people talk the talk, but never really walk the walk. You need to treat action steps with a SENSE OF URGENCY. If something is important then learn to ‘do it now’. Don’t put things off - get them done, TODAY.” Summing Up   A sense of urgency helps turn “someday” and “later” into “today” and “now.” What’s that quote in fact that I’ve used here before? Someday is not really a day of the week you know… It’s kinda funny but it’s true.   If your bias for action is to put it off till tomorrow then you need to start reprogramming yourself and get rid of that delaying crutch. Change up your tempo to something a bit more lively, and as I’ve warned many times before - don’t wait for the planets to get into just the right alignment before you move – if you do that, THE RIGHT TIME will slip through your fingertips. BUILD MOMENTUM – remember it’s much easier to keep a body in motion, than it is to initiate that motion (BRYAN TRACY unquote) and PLAN YOUR WAY - decide on your goals, develop a list of the action steps you need to take, prioritize the list then EXECUTE IT – If you do this you’ll get into what they call a STATE OF FLOW, when all your senses are heightened and every element of your being is working towards a common goal. Finally, STAY ENERGISED, keep up your fitness level, drink enough fluids and eat properly so that you can MAINTAIN YOUR STATE OF READINESS.   Call To Action   Your call to action today is to utilise something known as the OWN PRINCIPLE to get you started. OWN has you ask yourself 3 questions, and I want you to ask yourself them right now. O– asks WHAT OUTCOME DO I WANT? W - asks WHY DO I WANT THIS? And N - ends with WHAT CAN I DO NOW TO ACHIEVE MY OUTCOMES? That’s OWN. OUTCOME, WHY, NOW. One last time - WHAT OUTCOME DO I WANT? WHY DO I WANT IT? WHAT CAN I DO NOW TO ACHIEVE MY OUTCOMES? I’ll end with the words of ‘Bob Proctor’: ‘Everyone should have a sense of urgency – it is getting a lot done in a short period of time in a calm, confident manner’. Later on this series I will be doing a mailbag episode, so why don’t you utilise this sense of urgency I’ve been cultivating and make a move to ask me a productivity question that I will answer in that episode? Don’t hand around though as I will be recording it in just a few weeks. You can get in touch via THE CONTACT PAGE on the website FILMPROPRODUCTIVITY.COM or on ANY OF THE SOCIAL NETWORKS. If you are struggling with something then I want to know about it. Get your act together and get in touch.   For now though, take control of your own destiny, get working on your sense of urgency, keep on shootin’ and join me next time on FILM PRO PRODUCTIVITY!   • The music you can hear right now is Adventures by A Himitsu • You can view the show notes for this episode on the official website filmproproductivity.com • You can follow my personal account on Twitter and Instagram @fight_director or follow the show on Twitter @filmproprodpod or on Facebook @Filmproproductivity • Please support the show by subscribing, spreading the word and leaving an AWESOME review.   References: https://bizfluent.com/facts-5879843-sense-urgency-definition.html   Thanks: A Himitsu Music: Adventures by A Himitsu https://www.soundcloud.com/a-himitsuCreative Commons — Attribution 3.0 Unported— CC BY 3.0 http://creativecommons.org/licenses/b... Music released by Argofox https://www.youtu.be/8BXNwnxaVQE Music provided by Audio Library https://www.youtu.be/MkNeIUgNPQ8 ––– • Contact the artist: x.jonaz@gmail.com https://www.facebook.com/ahimitsuhttps://www.twitter.com/ahimitsu1 https://www.youtube.com/channel/UCgFwu-j5-xNJml2FtTrrB3A

John P. Kotter is internationally known and widely regarded as the foremost speaker on the topics of Leadership and Change. His is the premier voice on how the best organizations actually achieve successful transformations. The Konosuke Matsushita Professor of Leadership, Emeritus at the Harvard Business School and a graduate of MIT and Harvard, Kotter’s vast experience and knowledge on successful change and leadership have been proven time and again.Over four decades, Dr. Kotter observed countless leaders and organisations as they were trying to transform or execute their strategies. He identified and extracted the success factors and combined them into a methodology, the award-winning 8-Step Process for Leading Change.

1996 veröffentlichte John P. Kotter (ehemaliger Harvard Professor) seine Theorie der 8 Stufen der Veränderung. Diese 8 Stufen sind mittlerweile im Change-Management allgegenwärtig und nicht mehr wegzudenken. Viele Dinge, die in Unternehmen gut funktionieren, eignen sich auch hervorragend dazu, Dein privates Leben auf ein neues Level zu bringen. Daher erfährst Du in dieser Folge, was die 8 Schritte exakt sind und wie Du sie in Deinem Leben anwenden kannst. Wenn Dir der Podcast gefällt und Du mein Herzensprojekt unterstützen möchtest, dann freue ich mich wahnsinnig über eine tolle Bewertung und ein Abonnement von Dir! Vielen Dank!

Beschäftigt man sich mit Change Prozessen, stößt man unweigerlich auf John P. Kotter und seine bewährte Technik "Die acht Erfolgsfaktoren für einen erfolgreichen Change". In der vorangegangenen Folge nuboRadio durften wir euch bereits die Theorie dazu vorstellen. Nun möchten wir Euch an einem Projekt die Praxis dazu demonstrieren, welches auf den acht Erfolgsfaktoren aufgebaut ist.

The Road to Effective Leadership and Successful Organizational Change, with John P. Kotter   John P. Kotter joins us on the show for episode 25 of the Re-Thinking the Human Factor Podcast.   We know that while some of our listeners will see his name and ask themselves, “Who?”,  those who are familiar with John P. Kotter’s work will be asking, “How?”. As in, ‘How did they get him on the podcast?’. Wherever you find yourself on the spectrum, we are very excited to bring you this interview with someone whom we consider to be a living legend.   John P. Kotter is regarded by many as the authority on leadership and change. He is a New York Times best-selling author, award winning business and management thought leader, business entrepreneur, inspirational speaker and Harvard Professor. Kotter’s ideas, books, speeches, and company, Kotter International, have helped mobilise people around the world to better lead organisations, and their own lives, in an era of increasingly rapid change.   Change management is an area in cyber security that requires consistent learning, creativity, re-tooling, and re-thinking. We know that. So we are excited to share this pertinent interview with you today. JOIN JOHN KOTTER AND BRUCE HALLAS AS THEY DISCUSS: The importance of having time for reflection in order to bring about clarity of thought. Clarity is the door to creativity, curiosity, innovation, and ultimately, change. We have two systems operating at a subconscious level - Survival Mode, a system developed over time to help us identify and respond to threats quickly in order to to ensure survival. Thrive mode, which is the brain’s system for recognising opportunity and is most likely responsible for our species emerging from the Savannah and from caves. Understanding these two modes is important. An organisation whose leaders and workers operating most often in Survival Mode will have a far more difficult time accessing the clarity and creativity that Thrive Mode affords us. This ultimately means that change and innovation will be more difficult to accomplish in those organisations. What factors are present in organisations that have successfully implemented organisational changes vs. those that fail to meet their objectives. Understanding various barriers to change, such as - How our dominant survival trait when married with desire for consistent output creates an environment where change is difficult Complacency, a huge barrier to change False urgency, which is driven by the Survival system The power of a Guiding Coalition to help achieve organisational change and the difference between that style of leadership vs. traditional management styles Best practice around communication - Emotional communication is more sticky than dry, non-emotional messaging. Interestingly enough, a person with buy-in for an idea is more likely to naturally convey emotion when speaking about the idea than the one who is going along because he/she has to do so. Frequency is also key to making messages stick Communicating ideas in various ways helps ensure the message is picked up by lots of different people Enabling situations where quick wins are possible for an organisation is a necessary practice for a few reasons - Establishing credibility for a change initiative is a huge issue at the beginning of the change process, and quick wins establish the necessary trust in an idea so that buy-in is possible. Quick wins then enact the Thrive System in the brain when the brain receives feedback that progress is being made. A series of wins keeps the Thrive System running and helps people to hang in for the long haul of proposed change.   RESOURCES AND TOPICS FOR FURTHER STUDY Guiding Coalitions The availability heuristic bias Survival Mode vs. Thrive Mode   MORE ABOUT JOHN P. KOTTER: LinkedIn   Please subscribe to the podcast in iTunes, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review.   Thanks for listening and sharing.   Bruce & The Re-thinking the Human Factor Podcast Team

In this episode I speak with Associate Justice Mary-Jane Ierodiaconou of the Supreme Court of Victoria, a friend and mentor for more than a decade. Mary-Jane speaks with me about how she has, over her life, approached issues of gender inequality in professional contexts. Using her extremely sensible, rational and logical approach, grounded in her legal training and expertise, she speaks about topics such as workplace inequality in the private sector in the 1990s and the ongoing issue of the gender pay gap in Australia. She finishes by sharing how she sustains a rich inner life whilst working to foster structural and cultural change.Resources referred to in this episode include:John P. Kotter ‘Leading Change’Women’s Gender Equality AgencyMaria Popova’s book ‘Figuring’Mary Oliver’s poetry collection ‘Blue Horses’‘No, the gender pay gap is not a myth, and here’s why it matters’, and ‘Australia’s top 10 jobs with the biggest gender pay gap revealed’, by Jessica Irvine for Fairfax publications

In this episode of the 5 Leadership Questions podcast, Todd Adkins and Daniel Im breakdown the leadership book Team of Teams by General Stanley McChrystal. In their conversation they discuss the following questions: What's the book and why does it matter? Overview of the book How applicable is the book to leadership in my church? What are things churches should ignore from the book? What can you do this week in light of the book? BEST QUOTES “How do you scale teamwork in an organization?" "Once you have people that are able to instinctively make the right decisions, it's all about adaptability to whatever it is their facing." "What posture did they approach the problem with?" "What would it look like for us to move from chess masters to gardeners?" "If your church listed their top 10 problems, the church down the street or across the world would list at least 7 of the same ones." "As your church grows, it becomes increasingly complex and it is very difficult to bring clarity to all the necessary pieces." "Think about leading via policy vs. leading via values and culture." "The higher you go in an organization the less decisions you should be making." "The person that is best able to solve the problem is the person that is closest to the problem." "What are ways you can build resilient leadership and resilient systems so you can adapt to the changes in our culture today?" RECOMMENDED RESOURCES LifeWay Leadership Podcast Network Team of Teams by General Stanley McChrystal Accelerate by John P. Kotter Ministry Grid 5LQ Episode 330: Personality Assessments for Leaders with Steve Cockram Starfish and the Spider by Ori Brafman and Rod A. Beckstrom Extreme Ownership by Jocko Willink and Leif Babin Adaptive Decision Making, Change, and Leadership - Part 1 Adaptive Decision Making, Change, and Leadership - Part 2 Leading Small Groups by Chris Surratt Group Answers Podcast Rainer on Leadership Podcast This Episode's Sponsor: One of the greatest predictors of a disciple’s spiritual growth is regular Bible reading. That’s why LifeWay created the Daily Discipleship Guide. To download four free sessions of the Daily Discipleship Guide, visit BibleStudiesforLife.com/DDG.

John P. Kotter, der bekannte Harvard-Professor und Autor des Klassikers "Leading Change" hat die Unterscheidung zwischen Leadership und Management geprägt. Was ist in eine Führungsposition bei einer NPO wichtiger, will Gregor mit Fabian diskutieren.

  In this episode Program Director Kenneth Ortiz dialogues with the President of Bethany Global University Dan Brokke.  This time they discuss how to make tough decisions from a leadership standpoint. Resources: Leading Change (by John P. Kotter)

I think we need to talk about YOUR status and it’s urgent we embrace the world we’re living in when it comes to status. Status   Status roles are at the core of who we are. They change how we spend our time, our money and most of all, our imaginations.   I think we’re getting confused of what status really means with “status updates” on platforms making most of us think someone else is getting a vacation regularly and here we are doing the dirty, hard work. Or comparing our efforts with the world’s top 1% unaware of all the effort and time they have invested into getting where they are. or how platforms today use the word friend for anyone who’s a childhood friend just as much as someone who’s just following you because the great work you do, or just because the platform nudge-nudged you to accept it. OR thinking we’re part of a community when it’s just another platform. Real-life is not a blog, twitter or most platforms – yet surely community can be digital so how do we know?   Don’t spend your energy thinking about other people’s status versus yours. Try to be kind to yourself and constantly work towards more effort into doing the work that matters. The small work your future self will thank you for when you go to sleep tonight does A LOT more for your status than comparing ever will.   Quote: John P. Kotter Because management deals mostly with the status quo and leadership deals mostly with change, in the next century we are going to have to try to become much more skilled at creating leaders.   I think it’s more urgent than ever that we become skilled at owning our OWN status and ignoring others as a comparison but embracing others status as part of driving the change we make.   IF we are so worried about our status that we don’t dare to learn, done dare to be a beginner don’t dare to make any mistakes we will not 100X results, because we’ll be busy maintaining the status quo. Both in our inner game, as well as out doing the work that matter in organisations.   Action now, small or big is the single best way to improve the status quo. And the more forward motion we make, the better we’ll get at figuring out what better looks like,  if it’s a good idea, if its helping or not. Status can be just a good block from learning, as it can be for enabling learning and better.

Dr. Tiffany Proffitt talks with Dr. Richard Bounds about the challenges of starting a residency program. Podcast Host Tiffany Proffitt DO, MABS PGY-3 Lakeland Health Podcast Guest Dr. Richard Bounds, Emergency Medicine Physician, Program Director for the new Emergency Medicine program at the University of Vermont, Associate Professor Department of Surgery, former Associate Program Director Christiana Care Health System Emergency Medicine Residency, and Co-Director Christiana Care Medical Education Fellowship, @rich_bounds Short Description of Episode:Recorded at ACEP 2018 on the Expo floor. A discussion with Dr. Bound on the unique challenges of starting a residency program as well as advice to all the future program directors of the world regarding pitfalls to avoid and opportunities and resources to embrace. Are there questions you want that I didn’t ask? Find Dr. Bounds during his CORD session on dominating the ACGME site visit! Content of Show Notes: Dr. Bounds Top 3 for starting an Emergency Medicine residency: 1) Preparation 2) Foster Relationships – KEY TO GET THINGS DONE AND BE AN EFFECTIVE LEADER 3) Anticipate next steps – prepare for possible pitfalls! (see #1)! Citations for Any Relevant Articles (AMA format please): @UVM_EM www.med.uvm.edu/emergencymedicine/education/residency Leading change. John P. Kotter, 1996, Harvard Business School Press, Boston, MA  

What is leadership, and what traits do all good leaders possess? In this episode, Richard and Sam discuss developmental psychologist Howard Gardner's influential book “Leading Minds: An Anatomy of Leadership.” RESOURCES MENTIONED IN THIS EPISODE: “Leading Minds: An Anatomy of Leadership” by Howard Gardner. Find it here. “Five Minds for the Future” by Howard Gardner. Find it here. Next Book Club Pick: “Leading Change” by John P. Kotter. Find it here. UPCOMING EVENTS: Join Richard at Oxford University for a week-long entrepreneurial leadership seminar, August 11-19. Find more information here. Attend BMI's next Spiritual Leadership Coaching Workshop in Jonesboro, GA, May 6-8, 2019. Find more information here. CONNECT: Follow Richard on Twitter. Follow Richard on Facebook. Read Richard's latest blog posts at www.richardblackaby.com. Send questions to podcast@blackaby.org.

We all know that businesses, in order to thrive, need good leaders. However, these days, we mostly find leadership and management synonymous with each other that we end up changing one rather than the other. This could lead to some different outcomes that may not be what you would want for your business. Taking in that distinction and helping us identify which is which is Dr. John P. Kotter. Dr. Kotter is an authority on leadership and change, New York Times best-selling author, award winning business and management thought leader, business entrepreneur, and Harvard Professor. He talks about the difference between change leadership and change management, sharing his eight-step process. He also speaks about the transformation journey of a company and where leaders should position themselves, putting forward the importance of self-assessment. Love the show? Subscribe, rate, review, and share!Here’s How »Join the Take The Lead community today:DrDianeHamilton.comDr. Diane Hamilton FacebookDr. Diane Hamilton TwitterDr. Diane Hamilton LinkedInDr. Diane Hamilton YouTubeDr. Diane Hamilton Instagram

Congrats to Alex Clare for his special energized day! The flow is connecting us to energize others through overflowing with good energy together! Our circle has the power to be apart of this universal Energy & to build a circle that brings us to this renewal with oneness daily. Enjoy - A great list of Management to Leadership advice from Naphtali Hoft! In Leading Change (p. 25), Harvard professor John P. Kotter explains the difference as follows: “Management is a set of processes that keep an organization functioning… The processes are about planning, budgeting, staffing, clarifying jobs, measuring performance, and problem-solving when results did not go to plan,” writes Kotter. (“Leadership, in contrast,) is about aligning people to the vision… (through) buy-in and communication, motivation and inspiration.” To summarize, management is keeping things functioning in their current state, while leadership is about crafting and implementing a new vision. Along these same lines, leaders

In the episode this week, Dr. Britt Berrett applies the eight-step change management model found in John P. Kotter's international best-selling book Leading Change to a healthcare organization.

Die Sommerpause ist zu Ende, die Tage werden wieder kürzer und die Zeit zum Lesen wieder länger. Genau der richtige Zeitpunkt, einmal über Talent, Fleiß und Agilität nachzudenken. Was ist Talent und was ist Fleiß? Und vor allem: Wo ist der Unterschied? Und warum sollen eigentlich bewährte Managementsysteme den Anforderungen der Digitalisierung nicht Stand halten? Lesenswert: Accelerate von John P. Kotter* Sehenswert: Üben, üben, üben - Das überschätzte Talent - Joachim Pawlik Welche Bücher, Songs, Podcasts oder Filme haben Dich in den letzten Wochen zum Nachdenken oder Schmunzeln gebracht? Ich freue mich über Deinen Kommentar, Deine E-Mail und einen regen Austausch zu diesem Thema. Du möchtest das Ganze noch einmal nachlesen? Dann findest Du diesen Podcast auch unter: http://www.anja-niekerken.de/blog Wenn Dir der Natural Leadership Podcast gefallen hat, dann abonniere den Podcast, dann bist Du immer auf dem Laufenden. Außerdem freue ich mich über eine Fünf-Sterne-Bewertung und eine kurze Rezension bei itunes. Übrigens, wenn Du nicht weißt, wie man das macht, dann hier klicken und mehr erfahren. Es ist ganz einfach! Mein erstes Buch „Das Natural Leadership Prinzip – Führung braucht Herz, Hirn und Haltung“ findest Du hier.* Kostenloses Online-Programm: Natural Leadership – Veränderung beginnt bei Dir! Über 100 Seiten Gratis-ebook und vieles mehr. Hier eintragen! Du willst den nächsten Schritt zum Natural Leader machen? Dann melde Dich noch heute zum Natural Leadership Basic Seminar an. Hier geht's zu den Terminen! ++ Affiliate-Hinweis ++ Mit *) gekennzeichnete Links sind sogenannte Affilitate-Links. Für Dich änderst sich nichst. Der Preis ist der gleiche wie sonst auch. Ich erhalte für die Empfehlung eine Provision. Darüber freue ich mich natürlich ;) Vielen Dank!

In this episode, Linda Hlavac interviews Dr. John P. Kotter, an authority on leadership and change. We learn John’s perspective on how change has evolved over the past 20 years; what leaders and their teams struggle most with when it comes to change or transformation initiatives; his latest book (That’s Not How We Do It Here!); and advice for aspiring HR leaders. Click here for complete show notes.  

60 bis 70 Prozent. So viele Change-Projekte scheitern, wie Harvard-Professor John P. Kotter für eine Studie in den 90ern herausfand. Bestätigt wurde das 2008 in einer Befragung von McKinsey unter 3.200 Managern. Ob die Zahl noch gilt oder nicht – häufig gelingt der Wandel nicht. Wie Sie die häufigsten Fehler vermeiden und so die Erfolgschancen erhöhen.

60 bis 70 Prozent. So viele Change-Projekte scheitern, wie Harvard-Professor John P. Kotter für eine Studie in den 90ern herausfand. Bestätigt wurde das 2008 in einer Befragung von McKinsey unter 3.200 Managern. Ob die Zahl noch gilt oder nicht – häufig gelingt der Wandel nicht. Wie Sie die häufigsten Fehler vermeiden und so die Erfolgschancen erhöhen.

Regarded by many as the authority on leadership and change, 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 and books, as well as his company, Kotter International, have helped mobilize people around the world to better lead organizations and their own lives, in ... Read More

33voices interviews leadership & change expert, John P. Kotter.

提案常常被打槍攻擊？領導學大師科特（John P. Kotter）傳授4步獨門策略，迎戰4種攻擊手法，化解24種攻擊模式從今以後，提案上陣，棒棒強打，無往不利

Change funktioniert nur, wenn alle Betroffenen davon überzeugt sind, dass sich etwas ändern muss – und zwar sofort. Dieses Gefühl für Dringlichkeit ist für John P. Kotter Grundvoraussetzung für erfolgreiche Veränderungsprojekte. In seinem neuesten Buch 'Das Prinzip Dringlichkeit' erklärt er, wie sich dieses Gefühl erzeugen lässt. managerSeminare mit einer Auswahl seiner Tipps.

Change funktioniert nur, wenn alle Betroffenen davon überzeugt sind, dass sich etwas ändern muss – und zwar sofort. Dieses Gefühl für Dringlichkeit ist für John P. Kotter Grundvoraussetzung für erfolgreiche Veränderungsprojekte. In seinem neuesten Buch 'Das Prinzip Dringlichkeit' erklärt er, wie sich dieses Gefühl erzeugen lässt. managerSeminare mit einer Auswahl seiner Tipps.